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Outcome Evaluation: UNDP Regional Programme for Africa (2008-2013)
Commissioning Unit: RBA
Evaluation Plan: 2008-2013
Evaluation Type: Outcome
Completion Date: 11/2012
Unit Responsible for providing Management Response: RBA
Documents Related to overall Management Response:
 
1. Recommendation: 1. Streamline focus areas, perhaps three altogether. The suggestion here is: (i) Poverty reduction and MDG; (ii) Governance; and (iii). Sustainable Energy and Environment. The team believes that these focus areas are not only where UNDP has comparative advantage, but also correspond to Africa?s needs and preferences.
Management Response: [Added: 2013/04/09]

Agree. RBA will align with the strategic plan and reflect the regional priorities.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Focus areas of the Regional Programme will be aligned with the new Strategic Plan.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
Regional Programme Unit 2013/12 Completed RBA's new regional programme for 2014-2017, aligned with the Strategic Plan 2014 - 2017 and consistent with the quadrennial comprehensive policy review, was designed to better respond to African challenges and priorities, as articulated by the African Union (AU) and other regional institutions. History
2. Recommendation: 2. Fewer outcomes and outputs are preferable; both from substantial contribution point of view, as well as from the management stand point. All outcomes should be scrutinised and reformulated.
Management Response: [Added: 2013/04/09]

Agree. Previous RPD was prepared before the strategic plan. This will be corrected this time and outcomes of RPD will be aligned with the new Strategic Plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Outcomes of the new RPD will be aligned with the new Strategic Plan.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
Regional Programme unit 2013/12 Completed The RP is organized along 5 of the SP outcomes these include - Outcome 1: Growth and development are inclusive and sustainable, incorporating productive capacities that create employment and livelihoods, especially for the poor and excluded (SP outcome 1);Outcome 2: Citizens expectations for voice, development, the rule of law and accountability are met by stronger systems of democratic governance (SP outcome 2); Outcome 3: Countries are able to reduce the likelihood of conflict and lower the risk of natural disasters, including from climate change (SP outcome 5); Outcome 4: Development debates and actions at all levels prioritize poverty, inequality and exclusion, consistent with our engagement principles (SP outcome 7); Outcome 4+1: Faster progress is achieved in reducing gender inequality and promoting womenâ??s empowerment (SP Outcome 4) History
3. Recommendation: In the design of RCFIV, formulate outcomes unambiguously and do not deviate at all from the SMART norm for the indicators of outcomes
Management Response: [Added: 2013/04/09]

Agree. New Regional programme outcomes will be unambiguous. At the design of Regional Programme document, baselines will be established where data is available. When data for baselines are not available, baselines will be established when projects are launched.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 In the design of RCFIV, formulate outcomes unambiguously and do not deviate at all from the SMART norm for the indicators of outcomes.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit 2013/12 Completed All outcomes were result oriented and smart History
3.2. Ensure that all indicators will be SMART and baselines established.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit 2015/12 Completed Following the audit, the MTR and the Project board meeting of the regional programme in 2015, the scope of the regional programme is being reduce. Indicators will be revised in coherence with the scope reduction. reporting was done against the new output and indicators History
4. Recommendation: The M&E system designed as an integral part of the Programme Document must be adhered to without deviation.
Management Response: [Added: 2013/04/09]

Agree. Evaluation plan of RCF-III was implemented. Efforts will be made to improve monitoring and use of evaluation in the next cycle.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.1 Each project will have an M&E plan and training for project managers on monitoring and evaluation.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit, SAU 2015/12 Completed An integrated Monitoring and Evaluation Plan template was design for the regional programme and projects. scope reduction of the regional programme was finalizedbases on the reduced scope an M&E plan was developed and implemented Evaluation for each outcome project was not initiated due to resource constraints. Training was done on programme planning which coved aspects of monitoring and evaluation A training plan on RBM/M&E have been developed and rolled out to COs. It is yet to be delivered to RSC programme staff History
4.2 Conduct site visits to ensure monitoring compliance.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2017/12 Completed this was done through ffield missions and BTORs can be found in the gateway History
4.3. Monitor all projects through the IWP.
[Added: 2013/04/09] [Last Updated: 2016/05/06]
RSC 2015/12 No Longer Applicable Projects are no longer monitored through the IWP, EAs are. The IWP 2016 will be monitored once a year, in July, and the final reporting against the 2016 enabling actions will be integrated in the ROAR 2016 in the same way as has been done for 2015. History
5. Recommendation: Realistic financial plans should be the rule in the implementation phase of the projects. TRAC and non-TRAC resources should be assured before the implementation phase starts.
Management Response: [Added: 2013/04/09]

Disagree. Non-TRAC resources are mobilized based on the project document and as such cannot be assured beforehand. A resource mobilization strategy will be developed for the Regional Programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1. Develop resource mobilization strategy for the Regional Programme.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit, RSC, BERA 2014/12 No Longer Applicable [Justification: the programme for which this key action was suggested is no ongoing. New resource mobilization plan is being developed. RM activities are current ongoing for the current programme 2018 -2021]
this programme which this action was suggested has been completed. resource mobilizarion actions are been developed for the current programme 2018 - 2021 History
6. Recommendation: Staff appointments/replacements should be made swiftly and in time to avoid delays and the frustration of the beneficiaries.
Management Response: [Added: 2013/04/09]

Agree. People Capability Strategy will be implemented, OHR has already streamlined processes to expedite recruitment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1. Implement People Capability Strategy.
[Added: 2013/04/09]
OHR 2017/12 Overdue-Initiated
6.2. Streamline recruitment processes.
[Added: 2013/04/09]
OHR 2017/12 Overdue-Initiated
7. Recommendation: Strengthen the monitoring system to ensure that the agreed-to support to stakeholders is provided in a timely manner
Management Response: [Added: 2013/04/09]

Agree. RSC with the support from M&E Advisor to develop and implement systematically a monitoring plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1. Systematically develop and implement a monitoring plan.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit, RSC 2015/12 Completed An Integrated Monitoring and Evaluation Plan template for COs and the RSC has been developed and rolled out (in French and in English). It serves as a tool for planning, information gathering and synthesis, refection, and reporting processes, along with the necessary supporting conditions and capacities required for the outputs of M&E to make a valuable contributions to decision making and learning. Though the tool is not mandatory, it eases the process of building a CO M&E plan for those COs who donâ??t already have one. The RSC monitoring plan has been developed for each project and is been implemented and has been implemented for each project following the scope revision of the RP and projects History
8. Recommendation: Supplement and complement RCF-IV?s regional approach with sub-regional approach, such as eastern, western and southern Africa.
Management Response: [Added: 2013/04/09]

Agree. Continue the support as needed to RECS (ECOWAS, SADC, ECCAS) as well as emerging initiatives such as Horn of Africa and Sahel.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
8.1. Support sub-regional initiatives of RECs (ECOWAS, SADC, ECCAS) and emerging sub-regional initiatives.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit, RSC 2017/12 Completed History
9. Recommendation: Though not necessarily mandatory, in order to assure the realisation of expected outcomes, subject key projects to mid-term evaluations and make financial provisions beforehand for that purpose
Management Response: [Added: 2013/04/09]

Agree. In key projects, mid-term evaluations will continue to be conducted. In all projects 5% of the resources will be allocated to monitoring and evaluations.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
9.1. Conduct mid-term evaluations on all key regional projects.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
Regional Programme Unit and RSCs 2015/06 Completed A midterm review of the Regional programme was completed using the DAC/OECD criteria in February 2016 covering all 5 outcomes and their associated projects. The objective of the midterm review was to assess the progress made on each outcome identified in the regional program and projects document (RPD), identify gaps, lessons and best practices and well as make recommendation for the remaining implementation period. Report of the review has been circulated accordingly. History
9.2 Allocate 5% of project funds to M&E.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit 2014/12 Completed the New RP 2018 - 2021 Indicated it will allocate 5 percent of its resources to M&E History
10. Recommendation: A re-evaluation of AU as partner and RECs is in order, because these institutions are not financially viable without external assistance. In most cases, AU, REC, and NEPAD cannot sustain results on their own, due to lack of contributions from their members and member states. Although the Team cannot advance a recommendation as to how eliminate this dependency, it is advisable that UNDP-RBA take note of this situation and design programmes/outcomes so that their sustainability is assured at the end of interventions.
Management Response: [Added: 2013/04/09]

Agree. RBA recognizes that the lack of financial resources hamper the sustainability external assistance. RBA will take this challenge in to consideration in the design of all regional projects.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
10.1. Sustainability will be a key a consideration in the design and implementation of all regional projects.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit 2017/12 Completed History
11. Recommendation: The poverty focus area is overloaded, criss-crossed with seven outcomes and close to twenty projects. It is suggested here that this area be simplified, as well as reoriented. If the suggestion is accepted, it MUST also BE accepted that the reduction of poverty and MDG 1 are causally linked with private sector development/employment creation and investment. In which case, focus area 1 would have only three outcomes. Outcome 1 would be an expended private sector (including SMEs) and its markets. Outcome 2 would be greater investment flow. Outcome 3 would be capacity built in work force (including youth) that would be employable by the private sector. It is advisable that a sub-regional approach be viewed positively.
Management Response: [Added: 2013/04/09]

RBA agrees to be focused in designing the regional programme. The specific areas to be covered under any programme area will be determined based on a systematic analysis of the development needs of the Region and our comparative advantage.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
11.1. The new Regional Programme will be aligned with the Strategic Plan.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
Regional Programme Unit 2014/12 Completed RBA's new regional programme for 2014-2017, aligned with the Strategic Plan 2014 - 2017 and consistent with the quadrennial comprehensive policy review, was designed to better respond to African challenges and priorities, as articulated by the African Union (AU) and other regional institutions. History
11.2. The new Regional Programme will have reduced number of outcomes.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
Regional Programme Unit 2014/12 Completed Compared to the previous programme 2008 â?? 2013 which had 17 outcomes, this current regional programme (2014 â?? 2017) has only 5 outcomes and is fully aligned with the strategic plan 2014 â?? 2017. History
12. Recommendation: Evaluation recommendation 12. The above recommendation presupposes a heavy involvement of senior economists. In addition to their many functions expounded elsewhere, the Senior Economist may be involved at all levels of this focus area from design to implementation.
Management Response: [Added: 2013/04/09]

Disagree. The Economic Advisors are based in country offices to provide policy advisory services.

Key Actions:

13. Recommendation: The role of senior economist is seen here as pivotal. In order to assure the sustainability of its results, the position must be protected from possible changes that might occur in the philosophy of future RCFs, which might leave it out of its ambit. To guard against this in RCF-IV, the budget allocation for the project of a senior economist should be transferred gradually to the budget of the Country Offices in such a way that at the completion of RCF-IV, the remuneration of the senior economist is fully incorporated into their budget.
Management Response: [Added: 2013/04/09]

Disagree. The Economist Programme is a corporate initiative to strengthen CO? policy advisory services.

Key Actions:

14. Recommendation: AfHDR may also be another supporting element to focus area 1. It is recommended that it should continue (perhaps published every other year), tackling the issues of private sector development in Africa together with clear and implementable policy advice.
Management Response: [Added: 2013/04/09] [Last Updated: 2013/04/09]

Agree with the need to continue to publish AfHDR. However, the topic of the report will be determined based on an analysis of the emerging development needs of the region.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
14.1. Design a Regional Project to publish disseminate and advocate for AfHDR.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
SAU 2017/12 Completed this was done under the Economics programme by strengthen mechanisms for development debates and actions to prioritize poverty, inequality and exclusion through - Launching of regional reports that specifically targeted poverty, inequality and exclusion, Holding of regional dialogues on poverty, exclusion, entrepreneurship development and economic transformation. more information can be found in the UNDP website History
15. Recommendation: One of the projects for the attainment of Outcome 1 is ?Pole de Dakar?. Essentially it is a governance/public administration project and if it is to be continued in RCF-IV, it should be in the governance focus area.
Management Response: [Added: 2013/04/09]

Agree. The project has been included under the Governance area of RCF-III.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
15.1. Include the new phase of Pole de Dakar project under the Governance focus area.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2014/12 Completed this was done but implemented from the Dakar Hub History
16. Recommendation: The project ?Accelerating Efforts to Mitigate the Impact of AIDS on Human Development in Sub-Saharan Africa? is a very good project contributing to Outcome 1. It is recommended that a similar project may be included in RCFIV, in order to assure the sustainability of the outcome. On the other hand in order to keep the focus area simple and workable, RBA may consider leaving HIV/AIDS issues to Country Offices concentrating its human and financial resources on Outcome 1.
Management Response: [Added: 2013/04/09]

Agree. HIV/AIDs continues to be a key development priority of the Region. Follow-up projects will be designed consistent with the priorities outlined in the strategic plan.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
16.1. A follow-up Regional Project on HIV/AIDS will be designed and implemented in line with the Strategic Plan.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
RSC 2014/12 Completed Follow up was conducted. New projects were developed as follow on to the regional project on HIV, but funding was sourced externally. History
17. Recommendation: Outcomes 6 and 7 should be just a component of a single outcome, tentatively called ?Expanded Trade, Investment, and Private Sector in Africa? as discussed above and be included in Outcome 1.
Management Response: [Added: 2013/04/09]

RBA agrees to have programmatic focus in designing the Regional Programme. The specific areas to be covered under any programme area will be determined based on a systematic analysis of the development needs of the Region and our comparative advantage

Key Actions:

Key Action Responsible DueDate Status Comments Documents
17.1. The new Regional Programme will have reduced number of outcomes.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
Regional Programme Unit 2014/12 Completed Compared to the previous programme 2008 â?? 2013 which had 17 outcomes, this current regional programme (2014 â?? 2017) has only 5 outcomes and is fully aligned with the strategic plan 2014 â?? 2017. History
18. Recommendation: Outcome 9 and its supporting project ??Negotiating and regulating investment contracts? seems to be a failure, according to the evaluation report that was issued in June 2012. The examination of Outcome 9 and the project in question suggests that this project, which essentially deals with economic governance, should not be in focus area 1, but included, in a newly designed form, into focus area of governance.
Management Response: [Added: 2013/04/09]

Disagree. Project has been closed and a new project on Extractive Industries developed and is included in the focus area poverty eradication since it addresses the issue of economic governance.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
18.1. Commence implementation of the new Regional Project ?Extractive Industries for Harnessing Human Development for Africa?.
[Added: 2013/04/09] [Last Updated: 2016/05/03]
SAU 2015/12 No Longer Applicable The project no longer exists. The outputs and activities related to the African Mining Vision (AMV) have been selected and subsumed in the Regional Programme. Continuation of the project requires a funding of over US$10 million and management agreement to bring it back History
19. Recommendation: The current building blocks of the Governance Programme have created some results that must be sustained. At the same time, the Programme components must be restructured to better reflect the major thematic areas for bringing about democratic consolidation and good governance.
Management Response: [Added: 2013/04/09]

Agree. The new regional project will be developed along these lines.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
19.1. Formulate new Regional Project on governance in line with the new Strategic Plan and regional priorities in this area.
[Added: 2013/04/09] [Last Updated: 2016/05/06]
SAU, RSC 2014/12 Completed The Governance Project has been formulated strictly in line with the new Strategic Plan and the regional priorities identified by the RP Board History
20. Recommendation: UNDP-RBA should avoid confining the scope of the regional governance to traditional governance issues of constitutionalism and democracy and should expand on emerging issues, such as the oversight functions of parliaments in regard to the achievement of MDGs and climate change.
Management Response: [Added: 2013/04/09]

Disagree. The main support to constitutional reform, and parliament oversight and oversight functions mentioned in the recommendations are provided at the country office level. The new regional project on governance will be designed in line with the new Strategic Plan and regional priorities. Capacity building of electoral management bodies are provided under Regional Programme.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
20.1. The new Regional Projects on governance will continue to provide capacity building support Electoral Management bodies and Pan African Parliament.
[Added: 2013/04/09] [Last Updated: 2016/05/06]
SAU, RSC No due date Initiated An operational plan to bring the AU-UNDP MOU into effect was developed and shared with the leadership of the AUC. The plan proposes regular meetings at the senior leadership level. The leadership of the AUC is yet to respond to the operational plan History
21. Recommendation: In a politically charged environment like AU, to be more effective, technical support must be complemented with political advocacy targeted at the highest level of organisational leadership.
Management Response: [Added: 2013/04/09]

Agree. RBA will strengthen the advocacy efforts that are already underway.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
21.1. Organize regular meetings with AUC senior management on critical challenges facing the Continent.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Directorate, RSC 2015/12 Completed An operational plan to bring the AU-UNDP MOU into effect was developed and shared with the leadership of the AUC. The plan proposes regular meetings at the senior leadership level. The leadership of the AUC is yet to respond to the operational plan. however a regional project is been developed with the AUC on Accelerating the Ratification and Domestication of African Union Treaties which has been LPACed. History
22. Recommendation: The ownership of governance seems weak, as a number of stakeholders in the field were not aware of its existence and substantive content. There is a need for broader consultation and dialogue mechanisms during the Programme formulation and implementation stages to ensure sufficient buy-in and ownership.
Management Response: [Added: 2013/04/09]

Disagree. The main beneficiaries of the governance programme are AUC, NEPAD and RECs and requested this programme ? for instance, NEPAD planning and coordinating agency requested the support to APRM.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
22.1. Continue to engage with AUC and RECs in the formulation and implementation of the new regional project on governance.
[Added: 2013/04/09] [Last Updated: 2016/05/06]
SAU, RSC 2015/12 Completed The AUC and RECs were fully involved in the formulation and implementation of the new governance project. Important areas of collaboration and joint work are currently being implemented under the new project History
23. Recommendation: Democracy and governance are prominent and central in AU?s Shared Values vision and agenda. But the institutional environment under which AU operates cannot guarantee effectiveness and sustainability of any assistance. In order not to waste UNDP?s resources, specific projects should be undertaken to assist in addressing key performance-influencing factors.
Management Response: [Added: 2013/04/09]

As mentioned in Rec#10, sustainability issue is not under our remit. However, we?ll strive to take that into account while formulating the new project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
23.1. Sustainability challenge to be taken into account in the formulation of new governance Regional Project.
[Added: 2013/04/09] [Last Updated: 2016/05/06]
SAU, Regional Programme Unit 2014/12 Completed UNDP is not in a position to address sustainability issues within the AU. The RPB decided that the RP should focus on critical areas identified by the Board, in accordance with the strategic plan. The projects being implemented by the AU include a diverse range of partners to ensure that incapacity within the AUC does not affect the sustainability of the initiatives History
24. Recommendation: The regional governance component of RCFIII has helped AU and RECs with normative frameworks, instruments and the Programme. The next Programme must give a special emphasis to the implementation of these tools. In this context, the Governance Programme needs to collaborate closely with the Country Offices to use UNDP country-level programming to promote the regional governance agenda.
Management Response: [Added: 2013/04/09]

Agree. The design of the next Regional Programme will aim to enhance the synergies with country level programming in implementing the normative instruments and frameworks of governance.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
24.1. Continue consultations with country offices in the design of new Regional Programme.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit 2013/12 Completed consultations were held with CO in the design of the New RP History
25. Recommendation: The capacity building of Programme beneficiaries is a key to its ownership. In particular, providing direct support to African management institutes, which instil values and culture, can help them learn how to manage and administer projects in the international context, in addition to the delivery of substantive products. The infrastructural assistance, such as regional or sub-regional libraries, should enhance the visibility and impacts of UNDP-RBA.
Management Response: [Added: 2013/04/09]

Agree. RBA will disseminate its knowledge products to regional and sub-regional libraries to enhance its impact and visibility. However, RBA does not intend to provide infrastructural assistance.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
25.2 Regional Programme activities outreach via website and media interviews and opinion pieces in media
[Added: 2016/05/03]
RSC 2015/01 Overdue-Initiated History
25.3 Organize thematic-specific policy dialogues (Maendeleo Policy Forum) involving external partners including African Union, etc.
[Added: 2016/05/03]
RSC 2015/01 Overdue-Initiated
25.1. Regional Programme activities featured in a regular Regional Service Centre for Africa newsletter, distributed internally to UNDP staff and growing list of external partners
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2015/12 Completed Blogs, newsletters on regional work are been developed and distributed internally to UNDP staff History
26. Recommendation: UNDP should also advocate for African governments to be at the forefront for supporting capacities for building African institutions, including Africa Governance Institute, through regular contributions (Trust Fund for each institution). UNDP should use leadership at the highest political level, since RCF is well situated to advocate for the organisation of retreat sessions in favour of Heads of State and Government. Such meetings may coincide with AU annual Summits. The retreat sessions, conducted by seasoned experts, should focus and summarise new developments and best practices in selected areas of interest.
Management Response: [Added: 2013/04/09]

Agree in principle but the recommendation is unrealistic. UNDP cannot convene retreat sessions of heads of states of governments (beyond its remit).

Key Actions:

Key Action Responsible DueDate Status Comments Documents
26.1. Continue to use fora such as Conference of African Ministers of Finance, to discuss broad development issues.
[Added: 2013/04/09]
Directorate, SAU 2017/12 Overdue-Not Initiated
27. Recommendation: There is a specific need to build capacity of women leaders and managers (through structured training programmes), which should lead to greater participation and representation in highest political and managerial positions. Overall, in all capacity building programmes, special consideration should be given to cultural governance, or attitudes, mind-sets and behaviours that obstruct African people from tapping into their potentials and working effectively together to enhance and expand Africa?s capabilities for self-renewal and growth.
Management Response: [Added: 2013/04/09]

In consultation with the new leadership of AU, a Regional Project has already been designed to build leadership capacities of women.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
27.1. Start implementation of the new Regional Project ?Building an Enabling Environment on Women?s Empowerment and Political Participation?.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2017/12 Completed History
28. Recommendation: In developing the continental normative framework on decentralisation and local development, UNDP should pay special attention to economic decentralisation.
Management Response: [Added: 2013/04/09]

Disagree. The scope of the regional programme does not address decentralization issues; that is in the remit of country programmes.

Key Actions:

29. Recommendation: A monitoring and evaluation system should be established within the AU Department of Political Affairs to facilitate the task of tracking whether its Member States are implementing the commitments they have made with regard to the promotion of democracy, human rights and good governance.
Management Response: [Added: 2013/04/09]

Agree in principle that it will be good to establish an M&E system for AU DPA. However it is not something we can impose on AU. If requested, RBA would leverage the monitoring and evaluation capacities in the region to establish an M&E system for AU.

Key Actions:

30. Recommendation: UNDP should prioritise the building of governance structures in post-conflict states. There is no need to have stand-alone or separate units/departments for conflict prevention, peace and recovery, since conflicts are signs of governance failure, and should be redressed through governance improvements. Hence, conflict prevention and peace building efforts must be integrated in the larger governance reform initiatives, such as strengthening the rule of law, the electoral system, the modernisation of the security sector, the participation of minority groups in critical decision making, and decentralisation and public administration reforms.
Management Response: [Added: 2013/04/09]

Disagree. Regional Programme is not setting up structures at the country level but its support to AUC is relates to strengthening regional peace and security architecture. Crisis settings require dedicated response that addresses conflict prevention and recovery.

Key Actions:

31. Recommendation: Conflict Prevention and Peace Building should be reconceptualised based on a robust analysis of clients? needs and UNDP´s technical response capacity. The areas of support that have been identified for this focus area remain relevant in order to respond to the needs of the AU and the RECs in future.
Management Response: [Added: 2013/04/09]

Agree that RBA support to client needs will be based on robust analysis.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
31.1. Formulate the new Regional Programme based on robust analysis and client needs.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Programme Unit 2013/12 Completed the development of the 2014 - 2017 RP was led by this initiative History
32. Recommendation: (a) The merged project Disaster Risk Reduction (DRR) and Conflict Prevention and Management (CPM) needs to be reassessed and discussed with beneficiaries. In particular the DRR component and its outcomes (Increased disaster risk management capacities and resources in selected Regional Economic Communities, Enhanced regional early warning and disaster preparedness and response through strengthening of national level capacities in at-risk nations to natural disasters, Improved coordination between Regional Economic Communities, civil society and the private sector, with national governments, to plan for, and to address, disaster risks) remain relevant. (b) In RCFIV it is recommended that Climate Change receives a prominent place as this poses a particular challenge for the RECs and the AU. It will also provide UNDP-RBA with an opportunity to develop a programme which supplements country initiatives and to work together with the private sector and NGOs in a regional approach. Climate change is also part of the environment agenda which features prominently in focus area 4 and efforts could be combined in both focus areas for mutual benefit.
Management Response: [Added: 2013/04/09]

(a) Agree. Consultations were held with three RECs on the new orientation of the merged project and also actions have been taken to address their needs. (b) Agree. Climate change is an important development priority for UNDP and will continue to remain one in the next programme cycle.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
32.1. Continue to implement the Regional DRR project in line with the discussions with the RECs.
[Added: 2013/04/09]
RSC 2014/12 Overdue-Not Initiated
32.2. Formulate the new Regional Programme to reflect the agreed priorities in DRR and climate change.
[Added: 2013/04/09]
RSC, SAU, Regional Programme Unit 2013/12 Overdue-Not Initiated
33. Recommendation: UNDP to redesign AU?s and RECs? specific programmes complementary to other donors or in close cooperation with them. This may enable UNDP to regain its strategic position.
Management Response: [Added: 2013/04/09]

Agree in principle. However, the driving force of UNDP?s work should be the client needs. Discussion with donor partners have already commenced to ensure coherence of future projects with AU and the RECs

Key Actions:

Key Action Responsible DueDate Status Comments Documents
33.1. Formulate a partnership strategy with donors to ensure coherence and synergy of future projects with AU and the RECs.
[Added: 2013/04/09]
Directorate, RSC 2014/12 Overdue-Not Initiated
34. Recommendation: UNDP?s Country Offices in RECs? capitals to complement the Service Centre in Addis Ababa, and building strong partnerships with RECs must be incorporated into RCFIV.
Management Response: [Added: 2013/04/09]

Agree. Links between RSC, country offices and relevant RECs will be strengthened.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
34.1. RR/RCs who are co-located with RECs, are assigned liaison responsibilities.
[Added: 2013/04/09]
Directorate 2013/12 Overdue-Initiated
35. Recommendation: As mentioned under recommendations for governance, UNDP should consider a Programme that serves both conflict prevention and governance, which are part of the same challenge. (b) Support to NEPAD and the Panel of the Wise, with a strong focus on pre/electoral support, and democratic elections must be kept in forefront in RCFIV.
Management Response: [Added: 2013/04/09]

(a) Agree in principle. However, crisis/conflict settings require dedicated response that addresses conflict prevention and recovery. b) Disagree. RBA support to NEPAD is on strategic planning and capacity development. Support to the Panel of the Wise focuses on conflict prevention and mediation .

Key Actions:

36. Recommendation: UNDP should continue to support the implementation of energy services to rural Africa in view of its comparative strength in this area, with regard to policy formulation, institutional set-up and capacity development. UNDP should also strategically position itself to plan an active role and be a key partner in the implementation of the Secretary General?s Sustainable Energy for All (SE4ALL) initiative in the region.
Management Response: [Added: 2013/04/09]

Agree. The Access to Energy project, with emphasis on SE4ALL continues to be implemented. RBA is in advanced stages of negotiations with Gates Foundation for additional support.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
36.1. Continue to implement the Access to Energy project with renewed emphasis on SE4ALL.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2013/12 Completed History
37. Recommendation: In view of the evolving nature of climate change discussions, UNDP should use its sound partnerships with UNEP and UNITAR in turn to strengthen the capacities of RECs to support their member states in improving capacities of DNAs to access carbon finance. This support should continue to be beneficial to African governments and institutions to enable them to play an active role in global negotiations.
Management Response: [Added: 2013/04/09]

Agree in principle. Partnerships with other UN agencies will depend on their shared commitment to the specific goals. Discussions are underway with UNEP on climate change issues.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
37.1. Formulate a new Regional Project which supports the implementation of the outcomes of Rio+20 in consultation with UNEP.
[Added: 2013/04/09]
SAU, Regional Programme Unit, RSC 2014/12 Overdue-Not Initiated
38. Recommendation: Working with and through RECs, UNDP should continue to play the role of an ?honest broker? in assisting Programme countries to negotiate ?win-win? agreements on emission trading, the proceeds from which can be used as supplementary funding for access to energy services.
Management Response: [Added: 2013/04/09]

Agree. Discussions with RECs are underway to formulate the new regional programme in this area.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
38.1. The new Regional Project will reflect the dimension of Access to Energy Services.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2017/12 Completed interventions in the New RP 2018 - 2021 indicate Intervention areas would include launching the Africa Sustainable Energy De-Risking Facility (A-SEDF); enabling member states to deliver on Nationally Determined Contributions (NDC) commitments and encourage public-private investment in renewable energy History
39. Recommendation: The internal budgetary constraints that prevented RECs from providing the counterpart commitments during implementation should be addressed upfront with their respective management during formulation of the next RCF.
Management Response: [Added: 2013/04/09]

Agree in principle. RBA will continue to work with RECs with a view to mobilze their contribution to the project.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
39.1. Engage with RECs to mobilize their financial and in-kind support to UNDP supported projects.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
RSC 2017/12 Completed this was done as per project per project basis History
40. Recommendation: The next RCF component on energy/environment should make provisions for designating one of the staff from among those working on different energy/environment projects and programmes at RSC as Energy and Environment Practice Leader. This will ensure that there is a structure in place to facilitate a coordinated effort for collaboration among various energy/environment Programmes and to seek opportunities to complement each other?s activities.
Management Response: [Added: 2013/04/09]

Disagree. A new practice architecture will be defined as part of the new Strategic Plan. The new Regional Programme arrangements will be aligned with this new architecture.

Key Actions:

41. Recommendation: With regard to gender and energy, the Gates-funded project showed that when clear objectives and targets are established upfront during formulation of the project/Programme Document, benchmarks can be used during implementation to measure progress in real quantifiable terms. Hence, RCFIV may wish to consider including, where feasible, measurable and easily monitorable targets with respect to gender and energy.
Management Response: [Added: 2013/04/09]

Agree. A new Gender Project has been already formulated with emphasis to monitorable targets.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
41.1. All project documents will have Results frameworks with SMART indicators, baselines and benchmarks and progress will be monitored online for projects through the IWP system.
[Added: 2013/04/09] [Last Updated: 2018/04/24]
Regional Project Unit, RSC 2017/12 Completed History

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