NPCA Strategic Direction (Final) rev7

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


frameworks on climate change andnatural resources management for


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.


(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


frameworks on regional integration andinfrastructure development for


RECs


(a) (i) Number of regionalprogrammes developed

(b) (i) Number of programmes forwhich resources are mobilised


(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


RECs


programmes on human development(noticeable progress in implementation

rate of NEPAD programmes and

country level)

(a) (i) Number of regional programmesdeveloped





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


(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


frameworks on economic and corporategovernance for implementation by

member States and RECs


programmes on economic and

(a) (i) Number of regional programmesdeveloped





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.


(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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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


CapacityDevelopment

Strategic Framework

4. Human Development Health Pharmaceutical Development Health Research Initiative

Governance and SocialDevelopment Cluster



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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


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


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


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


Enhanced mechanismsfor mobilising internal

and external resources


RECs to implementnational and regional

programmes on climate

change and natural

resources management


regional policy

frameworks on climate

change and natural

resources managementfor implementation by


developed


which resources

are mobilised

Number of policyFrameworksdeveloped

implement NEPAD

programmes on climate

change and natural


(noticeable progress in

implementation rate of

NEPAD programmes and

country level)

Enhanced capacity ofNPCA, member States andRECs to monitor and


NEPAD programmes on

climate change and natural


xecuted by NPCA



which M&E systems

are developed)


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


Performance

Indicators (PICD)

infrastructure development

for inclusive and

sustainable development

implementation by



and external resourcesfor member States and

RECs to implement


programmes on regional

integration andinfrastructure

development


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





country level)


RECs to monitor and


NEPAD programmes onregional integration and




which M&E systemsare developed)


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


Performance

Indicators (PICD)


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


which resourcesare mobilised


developed

rate of NEPAD

programmes and country

level)

Enhanced capacity ofNPCA, member States andRECs to monitor and


NEPAD programmes on

human development



which M&E systems

are developed)


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


Number ofregional

programmesdeveloped

Enhanced capacity ofmember States and RECs to

implement NEPADprogrammes on economic

and corporate governance




country level)

Number of projectfacilitated/coordinated/e

xecuted by NPCA


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Thematic

Area

Objective Expected

Accomplishments

(PPDD)

Performance

Indicators

(PPDD)

Expected


Performance

Indicators (PICD)

and external resources


RECs to implement


programmes on

economic and corporate

governance


regional policyframeworks on


governance for

implementation by

member States and

RECs


which resources

are mobilised


developed


RECs to monitor and


NEPAD programmes on


governance


evaluation systems (forwhich M&E systems

are developed)


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.

Documents

NPCA Strategic Direction (Final) rev7