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8/7/2019 NPCA Strategic Direction (Final) rev7
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NPCA Strategic Direction
2010-2013
NEPAD Planning and
Coordinating Agency (NPCA)AFRICAN UNION
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List of Abbreviations and Acronyms
ABI Africa Biosciences Initiative
ABNE Africa Biosafety Network of Expertise
AfDB African Development Bank
APRM African Peer Review Mechanism
ASTII African Science, Technology & Innovation Indicators Initiative
AU African UnionAUC African Union Commission
BDPA Beijing Declaration and Platform for Action
CAADP Comprehensive Africa Agriculture Development Programme
CDSF Capacity Development Strategic Framework
CEDAW Committee on the Elimination of Discrimination against Women
CEO Chief Executive Officer
CPA Consolidated Plan of Action
EAP Environment Action Plan
ECA Economic Commission for Africa
HSGIC Heads of State and Government Implementation Committee
HSGOC Heads of State and Government Orientation Committee
ICT Information and Communication Technologies
IPPF Infrastructure Project Preparatory Facility
NEPAD New Partnership for Africas Development
NPCA NEPAD Planning and Coordinating Agency
OAU Organization of African Unity
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Table of Contents
List of Abbreviations and Acronyms..................................................................................................... iForward ................................................................................................................................................. iiiExecutive Summary ............................................................................................................................... 1I. Overall Orientation ............................................................................................................................ 41.1. Background 41.2. NPCA Strategic Orientation 51.3. NPCA Themes and Priority Areas 6II. NPCA as a Results Oriented Organisation ................................................................................... 112.1. Promoting a Results Culture 112.2. Overall Strategy 112.3. Expected Accomplishments and Performance Indicators 122.4. Results-based Logical Framework by Themes and Priority Areas 152.5. External Factors 21III. Delivery of Results ......................................................................................................................... 233.1. NPCA Core Functions: Service Lines 23
3.2. Monitoring and Evaluating Implementation of NPCA Strategic Direction 25IV. Organisational and Governance Structure ................................................................................. 264.1. Organisational Structure 26
4.1. 1. Office of the Chief Executive Officer 284.1.2. Strategy and Knowledge Management Directorate 284.1.3. Policy and Programme Development Directorate 284.1.4. Partnership, Resource Mobilisation and Communications Directorate 294.1.5. Programme Implementation and Co-ordination Directorate 29
4.2. Governance Structure...................................................................................................................... 314.2.1. African Union Assembly of Heads of State and Government 314.2.2. NEPAD Heads of State and Government Orientation Committee (HSGOC) 32
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ForwardThe adoption of the New Partnership for Africas Development (NEPAD) framework in 2001 re-
energised the drive of African leaders to address the continents underdevelopment and exclusionin a globalizing world. Through the NEPAD Programme, the leaders made a commitment toAfrican people and the world to work together in rebuilding the continent. They pledged to
promote peace and stability, democracy, sound economic management and people-centred
development, and to hold each other accountable in terms of the agreement outlined in the
Programme. In proposing NEPAD, African leaders recognized that Africans held the key to their
own development and that the Programme offered a historic opportunity for developed countriesof the world to enter into genuine partnership with Africa, based on mutual interest, shared
commitments and binding agreements. NEPAD provided hope that the 21stcentury was Africas
century.
The NEPAD Secretariat was established to oversee the implementation of the Programme. The
results associated with NEPAD, nine years after its adoption and the establishment of theSecretariat, have been mixed. While some achievements have been recorded, there is a sense that
much more could have be done. In terms of achievements, the NEPAD Secretariat assisted inmobilising member States and Regional Economic Communities (RECs) to compile programmes
and projects that could contribute to Africas development in general and regional integration in
particular. Indeed, the NEPAD Programme has led to the development of major continental
frameworks, across a wide range of sectors, where projects have been prioritized based on their
readiness for implementation and degree of contribution to regional integration, among othercriteria.
However, there is growing impatience with the lack of visibility of the results of NEPAD, and ageneral perception that NEPAD flagship programmes and projects are not being delivered fast
enough. This is in light of the particularly strong scrutiny of NEPAD, given the high
expectations raised by its unveiling as a continental development framework It is also due to
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discharge its functions and achieve its stated objectives. This document marks a shift in focus
from activities to results in the management of the NEPAD Programme.
I sincerely hope that the strategic orientaion set out in the document will accelerate the
transformation desired by African leaders and people, and take us a step closer to the AU visionof an integrated, prosperous and peaceful Africa, driven by its own citizens and representing a
dynamic force in global arena.
Dr. Ibrahim Assane MayakiChief Executive Officer
NEPAD Planning and Coordinating Agency
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Executive Summary
The 14th Ordinary Session of the Assembly of the African Union (AU) held in Addis Ababa,
Ethiopia, in February 2010 adopted the Decision on the integration of the New Partnership for
Africas Development (NEPAD) into the structures and processes of the AU. This included theestablishment of the NEPAD Planning and Coordinating Agency (NPCA) as a technical body of
the AU to replace the NEPAD Secretariat. The Assembly mandated NPCA to facilitate and
coordinate the implementation of continental and regional priority programmes and projects and
to mobilise resources and partners in support of their implementation. It also directed the NPCA
to conduct and coordinate research and knowledge management, monitor and evaluate theimplementation of programmes and advocate on the AU and NEPAD vision, mission and core
values.
This document sets out the Strategic Direction of NPCA for the period 2010-2013 and is the first
step in implementing its mandate. As a technical body of the AU, the NPCAs Strategic
Direction is aligned to the African Union Commission (AUC) Strategic Plan for the period 2009-2012. Essentially, NPCA activities will be guided by themes linked to AUC strategic objectives
as well as by emerging continental and global issues. The themes include: Agriculture and FoodSecurity; Climate Change and Natural Resources Management; Regional Integration andInfrastructure; Human Development; and Economic and Corporate Governance. The crosscutting
issues of Capacity Development and Gender will be mainstreamed in NPCAs programmes andprojects across the five themes. The thematic approach adopted by NPCA is indicative of the
shift from sectoral and activity based to programmatic and results based management of theNEPAD Secretariat, now changed to an Agency.
In terms of activities, NPCA will focus its attention on the conception and development ofprogrammes and projects across the themes for endorsement and implementation by member
States and Regional Economic Communities (RECs). It will also pay attention to the formulation
of harmonized regional policy frameworks related to all the themes In addition the Agency will
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to carry out its mandate and thereby maintaining the corporate brand identity of the NEPAD
Programme within the AU.
The NPCA Strategic Direction document will be translated into annual operational plans with
specific budgets and a business plan for the period 2010-2014 aimed at mobilizing resources tosupplement the core budget from statutory sources of the AUC and voluntary contributions by
AU member States.
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I. Overall Orientation
1.1. Background
The New Partnership for Africas Development (NEPAD) is a Programme of the African Union(AU) that seeks to eradicate poverty, place African countries, both individually and collectively,
on a path of sustainable growth and development, build the capacity of Africa to participate
actively in the world economy and body politic, and accelerate the empowerment of women.
NEPAD was formally adopted as an integrated socio-economic development framework for
Africa bythe 37th Ordinary Session of the Assembly of the then Organisation of African Unity
(OAU) held in Lusaka, Zambia, in July 2001. The endorsement of NEPAD epitomized thecommitment of African leaders and people to pursue new priorities and approaches towards
socio-economic transformation and development of the continent. The NEPAD agenda was
further guided by the recommendations of the 21st
and 22nd
NEPAD Heads of State andGovernment Implementation Committee (HSGIC) on the integration of NEPAD into the
structures and processes of the AU. In February 2010, the 14th
Ordinary Session of the Assembly
of the AU held in Addis Ababa, Ethiopia, adopted the Decision (Assembly/AU/Dec.283(XIV))on the integration of NEPAD into the structures and processes of the AU. This included the
establishment of the NEPAD Planning and Coordinating Agency (NPCA) as a technical body of
the AU to replace the NEPAD Secretariat.
The Decision provides the mandate for NPCA to facilitate and coordinate the implementation of
continental and regional priority programmes and projects and to mobilise resources and partnersin support of their implementation. It also provides the mandate for the Agency to conduct and
coordinate research and knowledge management, monitor and evaluate the implementation ofprogrammes and advocate on the AU and NEPAD vision, mission and core values. This in
essence, is the mission of NPCA. Finally, and in terms of the governance of NEPAD, theDecision changed the NEPAD Heads of State and Government Implementation Committee
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African peoples; acceleration of regional and continental integration; building the
competitiveness of African countries and the continent as a whole; forging a new international
partnership that changes the unequal relationship between Africa and the developed world; andensuring that all partnerships with NPCA are linked to the Millennium Development Goals
(MDGs) and other agreed development goals and targets.
1.2. NPCA Strategic Orientation
In 2009, AUC prepared its Strategic Plan for the period 2009-2012. The document takes into
account the Commissions comparative advantage, the lessons learnt from the implementation
and evaluation of its Strategic Plan 2004-2007, and an assessment of its operating environmentincluding expectations of AU stakeholders. Based on these factors, four broad intervention areasor strategic pillars were identified around which AUC programmes for the period 2009-2012
were to be developed. These include: (i) Peace and Security; (ii) Development, Integration and
Cooperation; (iii) Shared Values; and (iv) Institution and Capacity Building. AUC has alsodeveloped inter-departmental and cross-sectoral programmes for each Pillar to ensure a holistic
and integrated approach to implementation of its Strategic Plan.
As a technical body of the AU, the NPCAs strategic orientation revolves around the AUCStrategic Pillars. Essentially, NPCA activities will be guided by themes linked to the 4 AUC
Pillars thus enabling the Agency to clearly articulate its contributions towards achieving the
objectives of the Commission. The five themes are: (i) Agriculture and Food Security; (ii)
Climate Change and Natural Resources Management; (iii) Regional Integration andInfrastructure; (iv) Human Development; and (v) Economic and Corporate Governance. These
themes are also guided by emerging continental and global issues as well as recommendations of
major AU and other international meetings. The crosscutting issues of Capacity Developmentand Gender will be mainstreamed in NPCAs programmes and projects across the five themes.
The thematic approach adopted by NPCA is indicative of the shift from sectoral and activity
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(PCRD). The alignment of major frameworks, NEPAD programmes and NPCA thematic areas is
illustrated in table 1 in the annex of this document.
Overall, the Strategic Direction of NPCA is guided by a strategic planning process that focuses
on priorities essential to its mission and responsive to the changing environment. The processwill also guide the appropriation and allocation of resources to achieve results in these priority
areas. Therefore, the Strategic Direction aims to improve the focus of NPCA as it will generate
an explicit understanding of the Agencys mission and organizational values among staff, the AU
policy making organs and external constituencies, and stakeholders. It will provide a blueprintfor action and guidelines with which to monitor achievements and assess results with the view to
obtaining information that can be used to market NPCA to the public and to potential partnersand donors. In this regard, the NPCA Strategic Direction document will be translated into annual
operational plans with specific budgets and a business plan for the period 2010-2014. Thebusiness plan will aim at mobilizing resources to supplement the core budget from statutory
sources of the AUC and voluntary contributions by AU member States.
1.3. NPCA Themes and Priority Areas
Given the multiplicity of Africas challenges, NPCA will prioritise its operational plans andactivities between 2010-2013 in order to avoid spreading its resources too thin and to maximize
its impact. To that end, it will focus on the five themes identified, applying a multidisciplinary
approach and ensuring that synergies are built to optimize results.
Agriculture and Food SecurityThis theme addresses issues related to agriculture and food security. The recent food crisis
characterized by rise in food prices and its impact, including social unrest in a number of Africancountries, illustrated that food security remains a major challenge on the continent. It also
indicated that failure to address the problem may have serious implications such as leading to
political instability.
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innovative crop insurance mechanisms. A thrust in NPCAs work will be in accelerating the
implementation of the Comprehensive Africa Agricultural Development Programme (CAADP)
country processes in terms of quality and quantity. The Agency will also develop flagshipprojects, networks and partnerships to advance specific agendas; and engage with political actors
and development partners to create a more coherent agricultural development orientation. It willassist African countries in developing and implementing policies and strategies that provide
incentives to farmers (particularly smallholders), agro-industries and agri-business enterprises to
enable them to respond to the growing demand for food in regional and global markets. It will
also support the harmonization of RECs policies, strategies and investments to facilitate andenhance intraregional trade in food and agriculture.
Climate Change and Natural Resources ManagementThis theme will deal with sustainable development issues including climate change and naturalresources management. Global threats and challenges such as climate change and depletion of
energy sources need to be addressed globally but also regionally to provide a solid diagnosis
thereby leading to efficient policy responses that take full account of specific sub-regional andregional characteristics.
In that regard, NPCA will engage in the programmatic areas of the Environment Action Plan(EAP) and sub-regional environmental action plans. The Agency will contribute to strengthening
the ability of member States to integrate climate change responses into national development
processes. It will also provide capacity building and technical support in the areas of mitigation;
technology and finance; and their inter-linkages. Concerning natural resource management,NPCA will promote adaptive management, participatory decision making and sustainable
financing through funds for ecosystem services. It is envisaged that this will address the
incoherent approach to natural resource governance and system management that has led to theloss of biological diversity, fragmented habitats, and a decline in ecosystem services critical for
human well-being. Emphasis will be placed on the management of forestry resources with
specific focus on the Congo Basin and Great Green Initiative. On tourism, NPCA will support
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sector in the identification, formulation, and implementation of integration policies and
programmes. NPCA will contribute in addressing these issues.
Promoting trade is a major component of regional integration arrangements. NPCA will
therefore support ongoing efforts to promote intra-African trade. This will mainly include tradefacilitation issues, notably delays at customs and border posts resulting from complicated
procedures and variations in working hours between countries; and non-physical barriers to
transport such as numerous checkpoints, and variations in vehicle standards and axle load limits
across countries. NPCA will focus on the removal of these barriers, working closely with RECsthat are indeed at the forefront of efforts to facilitate trade on the continent. Special attention will
be given to the harmonization of standards, norms and regulations within and between RECs. Forinstance, ongoing efforts to harmonise customs codes will be supported.
Improved trade facilitation will not only promote intra-African trade but also enhance the
continents integration in the global economy. This is because it will reduce transaction costs,
make Africa more attractive for business, and above all improve the competitiveness of the
continents products. However, taking full advantage of the opportunities that exist in the globalmarket requires the diversification of African economies. It also requires effective participation
in international trade negotiations. NPCA will therefore support AUCs efforts in that regard,which is ultimately aimed at improving market access for African goods and promoting the
continents exports.
Adequate infrastructure transport, water and sanitation, energy, ICT- are critical to the regional
integration process and Africas overall development. NPCA will therefore support theimplementation of existing regional initiatives and policy frameworks such as the Programme for
Infrastructure Development in Africa (PIDA), the NEPAD Infrastructure Strategic Action Plan(ISAP), and the NEPAD Spatial Development Initiative (SPD). Key activities in ICT will be
handled within the NEPAD e-Africa Commission.
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contribute in addressing these challenges that are reflected in the persistence of adult illiteracy on
the continent.
In health, efforts will be made to enhance access to essential, affordable medicines and vaccines,
in particular through improved medicines registration and pharmaceutical innovation. Overall,strengthening of health systems in member States will be supported. Programmes on national
health research systems, clinic communications and mainstreaming HIV/AIDs will be developed
and launched. The Agencys work on African health knowledge will focus on knowledge
management, advocacy, monitoring and partnering to ensure that Africas health developmentagenda is determined and driven within the continent. NPCA will also contribute in tackling the
inadequacy of human resources in the health sector, by facilitating global and continental action.
Science and technology are key to sustainable development. Therefore NPCA will focus onpublishing and disseminating relevant frameworks and reports; conducting Science, Technology
and Innovation (STI) surveys; and establishing networks such as the African Mathematics
Institute Network (AMINet).
Economic and Corporate Governance
The delivery of high quality programmes and projects to promote Africas development andregional integration is at the centre of NPCAs existence. However, this can only be realized inan environment that permits good corporate governance. Ultimately it is private entities and in
some cases parastatals that implement projects at country level. Therefore there is a need to put
in place systems that ensure that the most competent enterprises are selected to undertakeNEPAD projects in particular and development projects in general. There is also a need to have
adequate control systems to ensure that projects are delivered according to specification. This
requires the concerned government departments to have the capacity to undertake transparentand fair procurements related to big and sometimes complicated projects. It also requires such
departments or other delegated bodies to have the capacity to supervise and control contracted
companies, both local and foreign, to ensure timely delivery of high quality products or services.
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possible. One of these crosscutting issues is private sector involvement in NEPAD programmes
and projects. This is important in terms of the resources that the private sector may bring for
financing NEPAD programmes and projects as well as the expertise of the sector in efficientlydelivering outputs. Another crosscutting issue is that of high quality and standards of
programmes and projects. This will ensure timely delivery and self-sustainability of projects.NPCA will also focus on effectively monitoring investment finance for regional programmes and
projects across all the themes.
Capacity Development and Gender are other major crosscutting issues to which NPCA willdevote considerable attention in the period 2010-2013. Accordingly, capacity development
dimension will be mainstreamed in all aspects of NPCAs work. To that end, the implementationof the AU/NEPAD Capacity Development Strategic Framework (CDSF), including through
collaboration with academic institutions and other stakeholders, will be prioritized. NPCA willalso advocate for and support efforts to improve coordination and policy coherence across
African ministries and departments to ensure that educational systems produce a labour force
having the skills needed in the labour market.
Special attention will also be given to the integration of a holistic approach on gender
mainstreaming and women empowerment into NEPAD policies, programmes and processes.Consultative processes would be launched to refine and harmonise gender indicators and data to
be used in the planning and evaluation of all NEPAD, AU and RECs policies, programmes and
processes to ensure compliances with the MDGs.
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II. NPCA as a Results Oriented Organisation
2.1. Promoting a Results Culture
The adoption of Results-based Management (RBM) at NPCA is a direct response to increasing
calls by member States for more effective continental organisations that are able to deliver their
mandates and meet new demands within the limits of available resource and to demonstrate the
difference they make to their constituents based on performance and results. It is also a responseto increasing emphasis on the accountability of African organizations by member States and
other stakeholders. NPCA is under a particularly strong scrutiny because of the high expectations
raised by the emergence of NEPAD as a continental development framework and the increasingdemands for evidence of the difference it makes to the continent-s development.
The premise of a results culture at NPCA is that if the Agency plans its work in terms of
expected results and then verifies that the results are achieved, it will use its resources effectivelyand maintain public support. Programme performance assessment is key to this approach, and it
essentially means that action will be taken to determine whether expected accomplishments are
achieved and to identify the reasons for success or failure in that regard. Figure 1 shows elementsof the NCPA logical framework.
2.2. Overall Strategy
NPCAs compelling agenda is to enhance capacity of member States to drive the continents
development process, based on their needs, priorities and resources; assist in creating an enabling
environment to stimulate and facilitate private sector engagement as a powerful engine for
sustainable growth and development; and support member States and regional bodies inconceiving, designing and implementing quality investment programmes and projects.
NPCA will essentially contribute in fast-tracking programme and project delivery by identifying
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2 3 E t d A li h t d P f I di t
Figure 1 - Elements of the logical framework
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Increased availability of regional programmes/projects and policy frameworks forimplementation by member States and RECs
One of the achievements of NEPAD is that it has mobilized member States and RECs to compileprogrammes and projects that could contribute to Africas development in general and regi onal
integration in particular. Indeed, NEPAD has led to the development of major continentalframeworks, across a broad spectrum of sectors, where projects have been prioritized based on
certain criteria including readiness for implementation and degree of contribution to regional
integration. NPCA will seek to ensure that new projects, which take into consideration the
lessons learnt from existing ones as well as emerging issues and priorities, are available tomember States and RECs for implementation. This will include harmonized policy frameworks
to support regional integration and facilitate continental development, using best practices whereappropriate.
Increased availability of regional programmes and projects as well as policy frameworks could
be measured in terms of the number of programmes, projects and frameworks developed by
NPCA, and disseminated to member States, RECs and other stakeholders for adoption andimplementation.
Enhanced mechanisms for mobilising internal and external resources for member States andRECs to implement national and regional programmes and projectsLack of adequate financial resources to implement priority projects is a major constraint to
Africas development. Financing regional projects poses a bigger challenge than national
projects, as at least two countries, sometimes having different priorities, regulatory frameworksand investment regimes, are involved. Moreover, approved regional projects are not always
priorities at the national level. Furthermore, securing loans to finance regional projects could be a
complicated issue especially as all the countries involved may not necessarily have the samecredit worthiness from the perspective of financial institutions. There are also cases were some
countries involved in regional projects are not eligible to receive donor support for a variety of
reasons, thereby delaying implementation. NPCA will work towards addressing these issues.
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Key performance measures will therefore include the number of NEPAD programmes and
projects for which monitoring and evaluation systems are developed; and number of member
States and RECs using the systems developed.
It is also envisaged that NPCAs activities will contribute to an improvement in the effectivemonitoring of investment finance for regional projects. Progress in achieving this result will be
measured through the development and operationalisation of systems for monitoring investment
finance for African development initiatives; and the availability of updated information on
investment finance in African.
Enhanced capacity of member States and RECs to implement NEPAD programmes andprojectsThe availability of financial resources is necessary but not sufficient for the implementation ofregional programmes and projects. Development partners have often raised the issue of
absorptive capacity as a major constraint to the implementation of development initiatives in
Africa. This is linked to the weak capacity of the continent to implement projects that havealready secured funding. In addition the continent is also weak in planning and developing
projects to a bankable level that would make them attractive to potential donors. It is for this
reason that the NEPAD Infrastructure Project Preparatory Facility (IPPF) was established andhoused at the African Development Bank (AfDB). However, African countries have still notbeen able a make maximum use of such facilities. NPCA will therefore contribute in efforts to
build the capacity of member States and RECs to implement projects, especially those with
regional dimension, including capacity to access available resources. This is important as
member States often stress the complexities associated with accessing development funds.
The number of programmes and projects facilitated, coordinated, or executed by NPCA will be
used to measure progress in strengthening the implementation capacity of member States andRECs.
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percentage increase in private sector financing of NEPAD programmes and projects; and the
number of NEPAD related PPPs.
Improved quality/standards of NEPAD programmes and projectsThe relevance of an organization such as NPCA is linked to the added value of its products andservices compared to those already available to its stakeholders or indeed to what the
stakeholders can deliver by themselves. Moreover, it is easier to mobilise resources and build
partnerships for programmes and projects that are of high quality. In addition high quality
programmes and projects are more likely to be self-sustaining, implemented in a timely mannerand as planned compared to poorly prepared ones. NPCA will therefore strive to improve the
quality/standard of NEPAD projects.
Success in that regard will be measured by the number of NEPAD programmes and projects
attracting funding; the number of programmes and projects implemented within the desiredtimeframe; the development and operationalisation of a mechanism for monitoring the
quality/standards of NEPAD programmes and project; and the demand for NEPAD programmes
and projects in terms of requests for replication.
2.4. Results-based Logical Framework by Themes and Priority Areas
The expected accomplishments and corresponding performance indicators for each of the NPCA
thematic areas are presented below.
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Theme 1: Agriculture and Food Security
Objective: to strengthen capacity of member States and Regional EconomicCommunities to formulate and implement policies, strategies and programmes to achieve
food security and socio-economic growth and development.
Expected Accomplishments Performance Indicators(a) Increased availability of regional
programmes on food security for
implementation by member States and
RECs
(b)Enhanced mechanisms for mobilisinginternal and external resources formember States and RECs to implement
national and regional programmes on
food security
(c) Improve availability of harmonisednational and regional policy
frameworks on food security forimplementation by member States and
RECs
(d)Enhanced capacity of member Statesand RECs to implement NEPADprogrammes on food security
(noticeable progress in implementationrate of NEPAD programmes/projects at
(a) (i) Number of regional programmes
developed
(b) (i) Number of programmes for which
resources are mobilised
(c) (i) Number of policy Frameworks
developed
(d) i) Number of programmes/projects
facilitated/coordinated/executed byNPCA
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Theme 2: Climate Change and Natural Resources Management
Objective: To improve environmental sustainability of economic and social developmentand effective management of natural resources of member States to achieve growth and
development.
Expected Accomplishments Performance Indicators
(a) Increased availability of regionalprogrammes on climate change and
natural resources management forimplementation by member States and
RECs
(b)Enhanced mechanisms for mobilisinginternal and external resources for
member States and RECs to implementnational and regional programmes on
climate change and natural resourcesmanagement
(c) Improve availability of harmonisednational and regional policy
frameworks on climate change andnatural resources management for
implementation by member States and
RECs
(d)Enhanced capacity of member Statesand RECs to implement NEPAD
(a)(i) Number of regional programmesdeveloped
(b)(i) Number of programmes forwhich resources are mobilised
(c) (i) Number of policy Frameworksdeveloped
(d) (i) Number of programmes/projects
facilitated/coordinated/executed by
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Theme 3: Regional Integration and Infrastructure
Objective: To fast-track regional integration in Africa through improved tradefacilitation and market access, and promote infrastructure development for inclusive and
sustainable development.
Expected Accomplishments Performance Indicators
(a) Increased availability of regionalprogrammes on regional integrationand infrastructure development for
implementation by member States andRECs
(b)Enhanced mechanisms for mobilisinginternal and external resources for
member States and RECs to implementnational and regional programmes on
regional integration and infrastructure
development
(c) Improve availability of harmonisednational and regional policy
frameworks on regional integration andinfrastructure development for
implementation by member States and
RECs
(d)Enhanced capacity of member Statesand RECs to implement NEPAD
(a) (i) Number of regionalprogrammes developed
(b) (i) Number of programmes forwhich resources are mobilised
(c) (i) Number of policy Frameworksdeveloped
(d) (i) Number of programmes/projectsfacilitated/coordinated/executed by
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Theme 4: Human development
Objective: To improve social well-being and quality of life in member States for effectivecontribution to achieving growth and development.
Expected Accomplishments Performance Indicators(a) Increased availability of regional
programmes on human development
for implementation by member Statesand RECs
(b)Enhanced mechanisms for mobilisinginternal and external resources formember States and RECs to
implementation national and regional
programmes on human development
(c) Improve availability of harmonisednational and regional policyframeworks on human development for
implementation by member States and
RECs
(d)Enhanced capacity of member Statesand RECs to implement NEPAD
programmes on human development(noticeable progress in implementation
rate of NEPAD programmes and
country level)
(a) (i) Number of regional programmesdeveloped
(b) (i) Number of programmes forwhich resources are mobilised
(c) (i) Number of policy Frameworksdeveloped
(d) (i) Number of programmes/projects
facilitated/coordinated/executed by
NPCA
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Theme 5: Economic and Corporate Governance
Objective: To improve economic and corporate governance, public and private sectormanagement, inter-African solidarity and Civil Society Organizations (CSOs)
participation in continental development and integration as a means for sustainablegrowth and development in Africa
Expected Accomplishments Performance Indicators
(a) Increased availability of regionalprogrammes on economic and
corporate governance forimplementation by member States and
RECs
(b)Enhanced mechanisms for mobilisinginternal and external resources formember States and RECs to implement
national and regional programmes on
economic and corporate governance
(c) Improve availability of harmonisednational and regional policy
frameworks on economic and corporategovernance for implementation by
member States and RECs
(d)Enhanced capacity of member Statesand RECs to implement NEPAD
programmes on economic and
(a) (i) Number of regional programmesdeveloped
(b) (i) Number of programmes forwhich resources are mobilised
(c) (i) Number of policy Frameworksdeveloped
(d) (i) Number of programmes/projects
facilitated/coordinated/executed by
NPCA
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Crosscutting Expected Accomplishments
The following expected accomplishments and corresponding performance indicators relate toNPCA activities across all the five themes as well as to the crosscutting issues of Capacity
Development and Gender. Indeed, all the six broad expected accomplishments and performanceindicators presented in section 2.3, of which the ones listed below are inclusive, are valid for
Capacity Development and Gender. Annex 2 provides the expected accomplishments of various
NPCA Directorates discussed in section 4.
Expected Accomplishments Performance Indicators
(a)Enhanced private sector involvement inregional projects
(b)Improved quality/standard of NEPADprojects
(a) (i) Increase in number of privatesector participants in NEPADprojects
(ii)Percentage increase in private
sector financing in NEPADprojects
(iii)Number of NEPAD related PPPs
(b) (i) Number of NEPAD projectsattracting funding
(ii)Number of projectsimplemented within desired
timeframe
(iii)System/criteria for monitoringNEPAD project quality/standards
(iv)Recognised demand for
NEPAD projects (replication and
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support the activities of the Agency but also to implement NEPAD programmes and projects in
general, is a good example of such circumstances.
Continued political commitment from African leaders to support the NEPAD agenda is also
critical to the success of NPCA. It is therefore assumed that NEPAD programmes and projectswill remain prioritized by member States and that concerned institutions will build and retain
their capacity to implement such programmes and projects.
A decline in Official Development Assistance (ODA) was one of the channels through which therecent global financial and economic crisis affected Africa. It is assumed that ODA flows would
return at least to the levels that existed before the crisis and that development partners wouldremain committed to supporting Africas development.
However, Africa should not be too dependent on ODA for its development. Therefore, it is
assumed that member States will remain engaged in mobilizing domestic resources in support of
NEPAD programmes and projects.
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III. Delivery of Results
3.1. NPCA Core Functions: Service Lines
The core functions or service lines of NPCA are derived from its mandate, and as mentioned
earlier are to: (i) facilitate and coordinate the implementation of continental and regional
programmes and projects; (ii) mobilize resources and partners in support of the implementation
of Africas priority programmes and projects; (iii)conduct and coordinate research andknowledge management; (iv) monitor and evaluate the implementation of programmes and
projects; and (v) advocate on the AU and NEPAD vision, mission, core principles and values.
Facilitate and Coordinate Implementation of Continental and Regional Programmes and
ProjectsThis service line is directly related to programme delivery, and involves facilitating and
coordinating the development and implementation of priority programmes and projects atregional and continental levels. This will entail building implementation capacity and mobilizing
political support to enhance the delivery of the continental development agenda. NPCA will
develop frameworks and methodologies for implementing such programmes and projects. It willalso support the AUC in identifying emerging issues impacting on African development as well
as in the development of common positions on critical issues. This function will be supported by
putting in place strong monitoring and evaluation, quality assurance, and knowledge
management systems at NPCA.
Mobilize Resources and Partners in Support of the Implementation of Africas priority
programmes and projects
Resource mobilisation has been a core of the NEPAD agenda since its inception in 2001. NPCAwill continue to play a key role in raising resources within Africa from governments and the
private sector, and from international development partners. Besides resources for pan-Africanprojects, NPCA will also seek to raise adequate funds to maintain its operations. It is envisaged
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among AU-related institutions, b) introducing an information and knowledge management
system open to external audiences for easy access and dissemination of knowledge products; and
c) strengthening NPCAs capacity to undertake research and play a think-tank role on Africandevelopment issues.
These three thrusts, together, will transform NPCA and AU in general into a knowledge
organisation which leads rather than follows the debate on African development issues and the
related agenda setting. This service line will also enhance learning from development practice
and ensure that lessons learnt are fed into design and implementation of project and programmes.Overall, the knowledge management function is critical for NPCA to perform effectively as an
operational agency, within the AU System, for African development issues. It will also ensurethat knowledge partners actively engage with NPCA and contribute to the dialogue on African
development and related policy formulation.
Monitor and Evaluate Implementation of Programmes and ProjectsMonitoring and evaluating progress in Africas development is another core service line ofNPCA. The monitoring, evaluating and learning processes of NPCA will build up a knowledge-
base of information for development that will inform global and continental agendas on African
development. A process of learning from results will contribute to enhancing developmentinitiatives. It will also support regional and continental policy-making and further the agenda of
African integration. Overall, it is envisaged that NPCAs activities under this service line willensure that AU/NEPAD priority programmes and projects are monitored and evaluated and the
lessons learnt are used to continuously improve their implementation; major developmentprogrammes focus on priorities and reflect African ownership; and that international
development frameworks and commitments to Africa are monitored.
Advocating on AU and NEPAD vision, mission, core principles and values (Creating an
Enabling Environment)
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Strengthening Partnerships and International CooperationPromoting Africas development and integration agenda requires highly effective partnerships at
various levels, from local to international. NPCA will contribute in that regard by developing,strengthening and nurturing African and external partnerships and cooperation frameworks. It is
envisaged that through NPCAs activities under this core function, a clear partnership frameworkand strategy which guides the strategic choice and management of partnerships at institutional,
strategic and program levels will be developed. This will be integrated into delivery mechanisms,
processes and work plans of each NPCA Directorate. Partnerships will be regularly and mutually
assessed based on performance and changes made accordingly. It will be ensured that allpartnership arrangements are in line with NEPAD principles, values and agenda.
The AU/NEPAD African Action Plan (AAP) for the period 2010-2015 will be the centre-piece
of continents engagement with partners. The Action Plan outlines specific steps to strengthen itsuse and to accelerate the progress of its priority programmes and projects towards successful
implementation on a sustainable basis. These steps include: allocating additional resources for
programme and project development; pursuing a sustainable and flexible financing for the Plan,including an AAP-focused Investment Vehicle; institutionalizing AAP; improving the
methodology of AAP including by establishing project targets and outcomes to facilitate
monitoring and evaluation; reviewing activities and outputs and publishing and distributing AAPupdates; and improving stakeholders communication through better information and support to
African civil society.
3.2. Monitoring and Evaluating Implementation of NPCA Strategic DirectionThe interface between the strategic directional thinking embodied in this document and the day-
to-day work of the Agency is the annual operating plan or programme budget, whichaccommodates the need for more detailed thematic and directorate-level planning. The operating
plan will therefore be articulated around NPCAs strategic priorities and thematic areas as well
as its organizational structure. The Agency will achieve its strategic objectives and expected
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IV. Organisational and Governance Structure
4.1. Organisational Structure
NPCA has adopted an organizational structure designed to enable the Agency to effectively
discharge its functions and achieved its stated objectives and expected accomplishments. The
NPCA structure illustrated in figure 2 is essentially composed of the Office of the Chief
Executive Office and five directorates that are functional in nature, namely: Strategy andPlanning Directorate, Policy and Programme Development Directorate, Programme
Implementation and Co-ordination Directorate, Partnership, Resource Mobilisation, and
Communications Directorate, and the Corporate Services Directorate. The Office of the Chief
Executive Officer (CEO) headed by the Chief of Staff will provide administrative support as wellas advisory services to the CEO on political, financial and economic issues, among others. The
Office of the CEO and the Audit function will report directly to the CEO.
Figure 2 - Organisational Top Structure
Partnership,Res. Mob. &Comm.
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Figure 3 - Relationship between NPCA Directorates, Compelling Agenda, and Themes
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4.1. 1. Office of the Chief Executive Officer
The chief of staff will be responsible for managing the office of the CEO. The Office will beresponsible for coordinating NPCA internal and external governance matters and committees. In
that regard, it will ensure compliance with directives of NPCA governing structures AU
Assembly, NEPAD Steering Committee, and HSGOC; prepare documentation for committees;provide secretariat services for governance bodies; provide guidance on interaction with
governance structures; and ensure compliance with legislation and standards.
The Office of the CEO will also provide advice to the CEO on political, economic and other
related matters. In the political arena, it will represent the CEO in forums; provide advisoryservices; prepare reports and approaches; and provide programme advisory support. On
Economic issues, the Office will also represent the CEO in forums; provide advisory services;
provide direction and advise on funding options (RECs and donors); provide approaches to G8-and G20-related matters; as well as programme advisory support.
4.1.2. Strategy and Knowledge Management Directorate
The purpose or focus of this Directorate is to facilitate and coordinate strategy planning and
development taking into account organizational risks. It is also responsible for developing and
implementing a knowledge management strategy to position NPCA as a knowledge creator.
Although strategic planning will be facilitated within this unit, it will be the collectiveresponsibility of the NPCA leadership.
The functional outputs of the Directorate includes: undertaking, with inputs from other
Directorates and the Office of CEO, strategic planning and development; strategy review;business planning, monitoring and evaluating organizational performance; quality assurance; risk
management and knowledge management.
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4.1.4. Partnership, Resource Mobilisation and Communications Directorate
The Partnership, Resource Mobilisation and Communications Directorate will focus on assessingstakeholder needs, enhancing NPCAs partnerships, and communicating on NEPAD strategy andinitiatives, including managing the NEPAD/NPCA brand. The Directorate will therefore be
responsible for developing strategies to engage with partners and stakeholders; developing
NPCA internal and external communication strategy and marketing NEPAD/NPCA, including
serving as media liaison for the Agency, and developing the brand.
4.1.5. Programme Implementation and Co-ordination Directorate
The Programme Implementation and Coordination Directorate is responsible for programme and
project implementation and co-ordination. It has its own monitoring and evaluation as well asrisk management functions, related to NEPAD programmes and projects. The purpose of the
Directorate is to facilitate and co-ordinate NPCA strategic programmes. Its functional outputs
therefore include, programme facilitation, programme monitoring and evaluation, programmerisk management, programme execution and fund management. The Directorate will drive and
track implementation of programmes and will provide the guidelines and standards to facilitategood programme governance. In addition it will consolidate the overall performance on
programme implementation and provide the necessary financial, communication and HR supportrequired. The number of programmes handled by the Directorate will be determined during the
strategic planning exercise and informed by the approved themes for the planning period.
4.1.6. Corporate Services Directorate
The corporate services Directorate is responsible for human resources, finance and procurementas well as administration. Accordingly, it will develop human resources policies and procedures,plan and implement human capital and organisational development. It will also focus on
performance management employee relations and wellness In addition the Directorate will
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Figure 4 - Relationships between NPCA organizational structure, services, results and AU vision
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4.2. Governance Structure
In reflecting the commitment to the AU/NEPAD principle of African leadership and
ownership, the NEPAD Programme, since inception in 2001 has received due attentionand considerable support of African leaders at the highest levels of political decision and
policy-making on the continent.
The AU Assembly Decision on the establishment of NPCA re-affirmed the lead roles of
African leaders and key stakeholders at the country, sub-regional and continental levels
in NEPAD delivery. To this effect, the January 2010 Addis Ababa AU Summit approvedthe main features of the NEPAD Governance structures as shown in figure 5.
Figure 5: Main Features of NEPAD Governing Structure
NEPAD Heads of State and
Government Orientation
Committee (HSGOC)
NEPAD Steering Committee (SC)
Assembly of the
African Union (AU)
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4.2.2. NEPAD Heads of State and Government Orientation Committee (HSGOC)
Previously called the Heads of State and Governments Implementation Committee(HSGIC), the HSGOC is the sub-committee of the AU Assembly, providing political
leadership and strategic guidance on the implementation of the NEPAD Programme. ThisCommittee reports its recommendations to the Assembly for endorsement. Its lead
function is the high-level coordination of NEPAD priority programmes and projects. The
HSGOC presently consists of twenty AU member States elected by the Assembly and
representing the five regions of the Union; the 8 AU recognized RECs; and five leadpartner institutions, namely: the African Development Bank (AfDB); African Peer
Review Mechanism Secretariat (APRM); UN Office of the Special Adviser on Africa(OSAA); UNECA; and United Nations Development Programme (UNDP). The
Chairperson of AUC is also a member and the NPCA CEO represents the Agency in theCommittee. Membership of AU member States rotates every two years or as advised by
the regional structures of the Union. The country chairing the AU is automatically a
member of HSGOC for the duration of its chairmanship.
4.2.3. NEPAD Steering Committee
The NEPAD Steering Committee is the interface between the NEPAD HSGOC and
NPCA, and is composed of the Personal Representatives of the Heads of State and
Government. The Committee meets at least three times per year and its core function is tosupport the process of providing strategic guidance and advice to the Heads of State and
Government. The Committee also serves as a policy processing structure in support of the
HSGOC members and oversees the programmatic activities of NPCA on behalf of the
HSGOC.
4.2.4. Chairperson of AUC
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Annex 1: Alignment between NPCA Themes, Frameworks and Programmes
Frameworks Thematic Area Programmes Clusters Involved in
implementation
Comprehensive AfricaAgriculture Development
Programme (CAADP)
Africas Science andTechnology Consolidated
Plan of Action (CPA)
1. Agriculture and Foodsecurity
Comprehensive Africa Agriculture
Development Programme
Supporting implementation of CAADP atregional and country levels
Sustainable development cluster
Africa Biosciences Initiative (ABI)
ABI Program on Research forDevelopment
Africa Biosafety Network of Expertise(ABNE)
Spatial development cluster Sustainable development cluster
The Fertilizer Support Programme
Monitoring of the AU fertilizer decisionand the
Expert support to review and formulatecountry and regional fertilizer related
policies and strategies
Sustainable Development Spatial development
Action Plan for theEnvironment Initiative
Africas Science andTechnology Consolidated
Plan of Action (CPA)
Frameworks for Waterand Energy
2. Climate Change andNatural Resources
Management
Climate change, environment and naturalresources
African Parliament network on ClimateChange
Science and policy Dialogue on ClimateChange
Supporting policy formulation on climate,
Sustainable development cluster Spatial development cluster
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Frameworks Thematic Area Programmes Clusters Involved in
implementation
environment and sustainable development Regional flagship projects and networks
on climate change, environment and
natural resources
TerrAfrica Sustainable Land and WaterManagement
Scaling up Sustainable Land ManagementFisheries
PAF FISHNet
Sustainable development cluster Spatial development cluster
Energy
NEPAD regional Bio-energy programme Sustainable development cluster Spatial development clusterWater
Water development Sustainable development cluster Spatial development cluster Programme for
Infrastructure
Development in
Africa (PIDA)
Short Term ActionPlan (STAP)
NEPAD SpatialDevelopment
Program (SPD)
3. Regional Integrationand Infrastructure
Transport
Transport infrastructure development withemphasis on interconnectivity, reliable
and cost-effective network
Spatial development cluster
Infrastructure
Facilitate the development and alignmentof legal frameworks for supporting
regional infrastructure
programmes/projects
Spatial development cluster
CapacityDevelopment
Strategic Framework
4. Human Development Health Pharmaceutical Development Health Research Initiative
Governance and SocialDevelopment Cluster
Spatial development cluster
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Frameworks Thematic Area Programmes Clusters Involved in
implementation
(CDSF) Africas Science and
Technology
Consolidated Plan of
Action (CPA)
Convention on theElimination of all
forms of
Discrimination
against Women
(CEDAW) Beijing Declaration
and Platform for
Action (BDPA)
Frameworks onEducation, health and
ICT
ASTII
Spatial development clusterICT and capacity development
NEPAD e-Schools Initiatives NEPAD ICT Broadband Infrastructure
Network
Spatial development cluster
Spanish fund for women empowerment Governance and SocialDevelopment Cluster
Policy Framework forPost-Conflict
Reconstruction and
Development (PCRD)
5. Economic andCorporate Governance
African Peer Review Mechanism (APRM) Supporting African Ministers of Public
Administration Programmes
Governance and SocialDevelopment Cluster
Note:Table is not exhaustive.
Cluster composition is as follows:
1. Sustainable Development Cluster includes:a. Agriculture
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b. Environmentc. Trade and Market Access
2. Spatial Development Cluster includes:a. Infrastructureb. Science and Technologyc. ICT
3. Governance and Social Development Cluster includes:a. Governanceb. Healthc. Educationd. Gender
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Annex 2a: NPCA Expected Accomplishments and Performance Indicators by Thematic Areas
Thematic
Area
Objective Expected
Accomplishments(PPDD)
Performance
Indicators(PPDD)
Expected
Accomplishments (PICD)
Performance
Indicators (PICD)
Agricultureand Food
Security
To strengthen capacity ofmember States and
regional economic
communities to formulate
and implement policies,
strategies and programmesto achieve food security
and socio-economicgrowth and development
Increased availability ofregional programmes onfood security for
implementation bymember States and RECs
Enhanced mechanismsfor mobilising internaland external resources
for member States and
RECs to implementation
national and regional
programmes on foodsecurity
Improved availability ofharmonised national and
regional policyframeworks on food
security forimplementation by
member States and RECs
Number ofregionalprogrammes
developed
Number ofprogrammes for
which resources
are mobilised
Number ofpolicyFrameworks
developed
Enhanced capacity ofmember States and RECs toimplement NEPAD
programmes on foodsecurity (noticeable
progress in implementation
rate of NEPAD
programmes and countrylevel)
Enhanced capacity ofNPCA, member States and
RECs to monitor and
evaluate implementation of
NEPAD programmes on
food security
Number of projectfacilitated/coordinated/executed by NPCA
Number of programmeswith monitoring and
evaluation systems (for
which M&E systemsare developed)
Number of memberStates and RECs using
the M&E system
Climate
Change and
To improve environmental
sustainability of economicIncreased availability of
regional programmes onNumber of regional
programmesEnhanced capacity of
member States and RECs toNumber of project
facilitated/coordinated/e
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Thematic
Area
Objective Expected
Accomplishments
(PPDD)
Performance
Indicators
(PPDD)
Expected
Accomplishments (PICD)
Performance
Indicators (PICD)
Natural
Resource
Management
and social development
and effective management
of natural resources of
member States to achieve
growth and development
climate change and
natural resources
management for
implementation by
member States and RECs
Enhanced mechanismsfor mobilising internal
and external resources
for member States and
RECs to implementnational and regional
programmes on climate
change and natural
resources management
Improved availability ofharmonised national and
regional policy
frameworks on climate
change and natural
resources managementfor implementation by
member States and RECs
developed
Number ofprogrammes for
which resources
are mobilised
Number of policyFrameworksdeveloped
implement NEPAD
programmes on climate
change and natural
resources management
(noticeable progress in
implementation rate of
NEPAD programmes and
country level)
Enhanced capacity ofNPCA, member States andRECs to monitor and
evaluate implementation of
NEPAD programmes on
climate change and natural
resources management
xecuted by NPCA
Number of programmeswith monitoring and
evaluation systems (for
which M&E systems
are developed)
Number of memberStates and RECs using
the M&E system
Regional
integration
and
Infrastructure
To fast-track regional
integration in Africa
through improved trade
facilitation and marketaccess, and promote
Increased availability ofregional programmes onregional integration and
infrastructure
development for
Number of regionalprogrammesdeveloped
Enhanced capacity ofmember States and RECs toimplement NEPAD
programmes on regional
integration and
Number of projectfacilitated/coordinated/executed by NPCA
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Thematic
Area
Objective Expected
Accomplishments
(PPDD)
Performance
Indicators
(PPDD)
Expected
Accomplishments (PICD)
Performance
Indicators (PICD)
infrastructure development
for inclusive and
sustainable development
implementation by
member States and RECs
Enhanced mechanismsfor mobilising internal
and external resourcesfor member States and
RECs to implement
national and regional
programmes on regional
integration andinfrastructure
development
Improved availability ofharmonised national and
regional policy
frameworks on regional
integration and
infrastructure
development for
implementation bymember States and RECs
Number ofprogrammes forwhich resources
are mobilised
Number of policyFrameworks
developed
infrastructure development
(noticeable progress in
implementation rate of
NEPAD programmes and
country level)
Enhanced capacity ofNPCA, member States and
RECs to monitor and
evaluate implementation of
NEPAD programmes onregional integration and
infrastructure development
Number of programmeswith monitoring and
evaluation systems (for
which M&E systemsare developed)
Number of memberStates and RECs using
the M&E system
Human
developmentTo improve social well-
being and quality of life in
member States for
effective contribution to
achieving growth anddevelopment
Increased availability ofregional programmes on
human development forimplementation by
member States and
RECs
Number ofregional
programmesdeveloped
Enhanced capacity ofmember States and RECs to
implement NEPADprogrammes on human
development (noticeable
progress in implementation
Number of projectfacilitated/coordinated/e
xecuted by NPCA
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Thematic
Area
Objective Expected
Accomplishments
(PPDD)
Performance
Indicators
(PPDD)
Expected
Accomplishments (PICD)
Performance
Indicators (PICD)
Enhanced mechanismsfor mobilising internal
and external resourcesfor member States and
RECs to implementnational and regional
programmes on human
development
Improved availability ofharmonised national andregional policy
frameworks on human
development forimplementation by
member States and
RECs
Number ofprogrammes for
which resourcesare mobilised
Number of policyFrameworks
developed
rate of NEPAD
programmes and country
level)
Enhanced capacity ofNPCA, member States andRECs to monitor and
evaluate implementation of
NEPAD programmes on
human development
Number of programmeswith monitoring and
evaluation systems (for
which M&E systems
are developed)
Number of memberStates and RECs using
the M&E system
Economicand
CorporateGovernance
To improve economic andcorporate governance,
public and private sectormanagement, inter-Africansolidarity, and CSOs
participation in continental
development andintegration as a means for
sustainable growth and
development in Africa
Increased availability ofregional programmes on
economic and corporategovernance for
implementation by
member States and
RECs
Enhanced mechanismsfor mobilising internal
Number ofregional
programmesdeveloped
Enhanced capacity ofmember States and RECs to
implement NEPADprogrammes on economic
and corporate governance
(noticeable progress in
implementation rate of
NEPAD programmes and
country level)
Number of projectfacilitated/coordinated/e
xecuted by NPCA
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Thematic
Area
Objective Expected
Accomplishments
(PPDD)
Performance
Indicators
(PPDD)
Expected
Accomplishments (PICD)
Performance
Indicators (PICD)
and external resources
for member States and
RECs to implement
national and regional
programmes on
economic and corporate
governance
Improved availability ofharmonised national and
regional policyframeworks on
economic and corporate
governance for
implementation by
member States and
RECs
Number ofprogrammes for
which resources
are mobilised
Number of policyFrameworks
developed
Enhanced capacity ofNPCA, member States and
RECs to monitor and
evaluate implementation of
NEPAD programmes on
economic and corporate
governance
Number of programmeswith monitoring and
evaluation systems (forwhich M&E systems
are developed)
Number of memberStates and RECs using
the M&E system
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Annex 2b: NPCA Expected Accomplishments and Performance Indicators by Directorates* Directorate** Core Functions Expected Accomplishments Performance Indicator
PICD Programme Management Programme development support Monitoring (Programmes) Risk Management Best Practices Peer review Internal Project Execution Fund Management Capacity development
Enhanced private sectorinvolvement in regional projects
Increase in number of private sector participantsin NEPAD projects
Percentage increase in private sector financing inNEPAD projects
Number of NEPAD related PPPs Improved quality/standard of
NEPAD projects Number of NEPAD projects attracting funding Number of projects implemented within desired
timeframe
System/criteria for monitoring NEPAD projectquality/standards
Recognised demand for NEPAD projects(replication and multiplier effect, self sustainingprojects)
PPDD Policy Frameworks Programme Development Knowledge Management Operational Resource Mobilisation
Improved /effective monitoring ofinvestment finance for regional
projects
System for monitoring investment finance inAfrican development initiatives developed and
operationalised
Availability of updated information oninvestment finance in Africa
SKMD Strategic Planning; Monitoring andEvaluation (Strategy and programmes)
Risk management; knowledge
management; Research and Development
Enhanced results-basedmanagement culture at NPCA
Internal NPCA M&E framework developed andoperationalised
Enhanced knowledgemanagement at NPCA
NPCA knowledge management platformdeveloped and operationalised
Improved risk managementcapacity at NPCA
NPCA risk management strategy developed andoperationalised
Enhanced NPCA capacity todevelop strategic documents
(strategic direction, programme
Strategic documents prepared in-house Number of planning, M&E, reporting tools
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Directorate** Core Functions Expected Accomplishments Performance Indicatorbudget and business plans) developed and operationalised
PRCD Communication (internal and external) Effective internal communicationssystem in NEPAD coordinatedand supported with links to (the
communications systems at the)AUC-RECs and member States
Effective management of an internalcommunications strategy
Political and popular supportmobilized among African and
global stakeholders around the
NEPAD Agenda and programmes
Large scale public debates on the Africandevelopment agenda and on NEPAD at the
various levels of the African public sphere(s)
Citizens and stakeholders provide feedback andorganize pressure for NEPAD to deliver
Leaders at various levels (HOS, CSOs, privatesector, academia, youth) championing the
NEPAD Agenda
Stakeholder coalitions that foster support forNEPAD projects and raise visibility and resources
A strong NEPAD corporateidentity and image brand of
NEPAD established and
maintained
Clear and compelling multi-level messages on theNEPAD Agenda are communicated consistently
Brand identity is in common use especially withkey partners, public, and institution
External and internal support forAfrica is mobilized
NEPAD seizes opportunities to piggy-back oninstitutional events / campaigns with African
success stories.
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Directorate** Core Functions Expected Accomplishments Performance Indicator
Partnership management
Strategic resource mobilisation
Expanded and enhancedpartnerships with regional and
continental players and
stakeholders includingdevelopment partners
Number of partners engaging Number of joint programmes and projects
developed / implemented
A critical mass established ofrelevant partners that dialogue,
understand and support the
implementation of NPCA
mandates
Institutional and policy changes effected Composition, nature and levels of participation in
driving the NCPA agenda
Enhanced stakeholderinvolvement in the development
and implementation of NPCA
programmes and projects.
Number of stakeholders participating Joint programmes with stakeholders
Enhanced capacity of NPCA tonegotiate and facilitate large-scale
investments in African
development
Amounts of resources mobilised from within andoutside Africa committed to NPCA programmes
Strengthened and sustainablecapacity of NPCA to mobilize
resources to fund its operationsand programs.
Availability and quality of a resource generationstrategy and plan for NPCAs internal operations
Strengthened capacities of RECsto design projects to a bankable
level
Change in the number of bankable projects thatare (designed by RECs and) funded
Percentage increase in the amounts of fundscommitted to bankable projects
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Directorate** Core Functions Expected Accomplishments Performance Indicator
Stakeholder management
CSD HR Finance Procurement Administration Information support / management
Increased efficiency inrecruitment and placement of staffincluding consultants (timeliness)
Enhanced motivation for theNPCA work force
Improved delivery time forrequested services and products
Improved efficiency in resourceutilisation
Average number of days post remain vacant
Retention of staff (turn around) Implementation rate of the NPCA work
programme
Time taken to deliver services and products Rate of disbursement
Office of the
CEO Legal services Administration services Governance
Programme of work effectivelymanaged
Improved efficiency of the NPCApolicy organs
Timely delivery of outputs and services
Timely delivery of outputs and servicesNotes
A more comprehensive list of expected accomplishments and their corresponding activities are presented in the annex of NPCA Business Plan for 2010-2014
*The expected accomplishments and performance indicators for PPDD and PICD are in addition to those in table 2a and are crosscutting in the sense that they
are valid for all the themes.
** PICD: Programme Implementation and Coordination Directorate; PPDD: Policy and Programme Development Directorate; SKMD: Strategy and Knowledge
Management Directorate; PRCD: Partnership, Resource Mobilisation and Communications Directorate; CSD: Corporate Services Directorate.
Recommended