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NEPAD AGENCY
BUSINESS PLAN
2012
Towards a Second Decade of NEPAD Programmes
for Sustainable Development Results in Africa
NPCA Programmes and Operations Document
28 February 2012
© February 2012 NEPAD Planning and Coordinating Agency
Annual Business Plan
Produced by NEPAD Agency
P.O. Box 1234, Halfway House
Midrand 1685
South Africa
First Draft, 28 February 2012
All rights reserved
This document presents the Annual Business Plan of the NEPAD Planning and Coordinating Agency (NEPAD Agency or
NPCA). It outlines the objectives, strategies and principles guiding programme operations in 2012; provides a retrospective
review of performance of the Agency in 2011; examines the context in which the plan will be implemented and sets out key
priorities and expected outputs and results for the year. To achieve set operational targets, the business plan provides a guide
to critical inputs that will be required for the successful implementation of the plan, lays out the monitoring and evaluation
framework, identifies constraints and challenges and calls on African countries and development partners for supplementary
resources in the achievement of the objectives of the plan.
For more information on the activities of NEPAD Agency, please visit www.nepad.org
NEPAD Planning and Coordinating Agency – A Force in Africa’s Development
The New Partnership for Africa's Development (NEPAD) is Africa’s most recent and coherent strategy for
sustainable long-term growth and development. It is the Continent’s most credible agenda for sociopolitical and economic transformation. A programme of the African Union (AU) that was spearheaded by
African leaders and adopted in Lusaka, Zambia in 2001, NEPAD is an intervention geared towards the
pursuit of new priorities and approaches to the political and socio-economic transformation of Africa. Its
main objective is to enhance Africa's growth, development and participation in the global economy. The
programme was implemented by NEPAD Secretariat until February 2010, when the 14th AU Assembly
established the NEPAD Planning and Coordinating Agency (NEPAD Agency or NPCA) as a technical
body of the AU to replace the NEPAD Secretariat. The Agency is a key outcome of the ongoing
integration of NEPAD into the structures and processes of the AU. As the technical body of the AU,
NPCA works closely with the AU Commission, regional economic communities, national governments,
civil society and the private sector to push for programmes and projects that focus on improving the lives
of the African people. The Agency is thus a continental force for positive change and regional integration.
The programmes of the Agency are defined over six thematic areas, namely: agriculture and food security,
climate change and natural resource management, regional integration and infrastructure, human
development, economic and corporate governance, and cross-cutting issues, which at present consist of
gender equality and women empowerment, and capacity development.
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CONTENTS
I.
Introduction
Overview
Objectives, strategies and principles
1
1
1
II.
Context of the 2012 Business Plan
Institutional context
Global development context
Africa regional development context
4
4
4
5
III.
Synopsis of Performance in 2011
Overview of major institutional development activities
Programme and project operations
14
14
15
IV.
2012 Work Programme
Introduction
Expected results
Summary of 2012 planned activities
o Core programmes and projects
o Programme support activities
o Programme and project performance reviews
o Programme missions and person-days requirement
20
20
20
22
22
34
38
38
V.
Business Plan Implementation
Corporate services needs of business plan
Monitoring and evaluation of implementation of plan
Financial outlook for 2012
Challenges and opportunities
40
40
41
41
41
VI.
Conclusion
42
Boxes
Box 1: African Union-NEPAD Africa’s Sustainable Development Frameworks &
Box 2:
Box 3:
Box 4:
Box 5:
Annexes:
African Union-NEPAD Action Plan, 2010-2015
6
Developing NEPAD Agency Think-Tank Function
Programme Support Unit
Economic Advisory Services
Legal Services – Preparation and Negotiation of Legal Instruments
33
38
39
40
Sector Programmes Detailed Work Plans
43
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ACRONYMS AND ABBREVIATIONS
ABNE:
AFAP:
AfDB:
AGRA:
AMRH:
AOSTI:
APDev:
APF:
APOC:
APRM:
ASTII:
AU:
AUC:
BIAWE:
CAADP:
CARMMA:
CBD:
CDSF:
CEDAW:
COMESA:
COP17:
DFID:
ECCAS:
ECOWAS:
GAIN:
GAVI:
HSGOC:
IAIDA:
IFAD:
IGAD:
MDGs:
MEAs:
NATS:
NAFSIP:
NEPAD:
NPCA:
NCPC:
NRC:
REC:
ODI:
OECD:
PAF:
PICI:
PIDA:
RRF:
SANBio:
Africa Biosciences Network of Expertise
African Fertilizer and Agribusiness Partnership
African Development Bank
Alliance for a Green Revolution in Africa
Africa Medicines Regulation Harmonization Initiative
African Observatory on Science Technology and Innovation
African Platform for Development Effectiveness
African Partnership Forum
African Programme for Onchocerciasis
African Peer Review Mechanism
African Science, Technology and Innovations Indicators
African Union
African Union Commission
Business Incubation for African Women Empowerment
Comprehensive Africa’s Agricultural Development
Programme
Campaign on Accelerated Reduction of Maternal Mortality
in Africa
Convention on Biological Diversity
Capacity Development Strategic Framework
Convention on the Elimination of all forms of Discrimination
Against Women
Common Market for Eastern and Southern Africa
17th Conference of Parties to the United Nations Framework
Convention on Climate Change
Department for International Development
Economic Community of Central African States
Economic Community of West African States
Global Alliance for Improved Nutrition
Global Alliance for Vaccinations and Immunization
Heads of State and Government Orientation Committee
Institutional Architecture for Infrastructural Development in
Africa
International Fund for Agricultural Development
Intergovernmental Agency for Development
Millennium Development Goals
Multilateral Environmental Agreements
NEPAD Agency Agribusiness and Trade Promotion Strategy
National Agricultural and Food Security Investment Plan
New Partnership for Africa’s Development
NEPAD Planning and Coordinating Agency
National Cleaner Production Centre
Natural Resource Charter
Regional Economic Community
Overseas Development Institute
Organization for Economic Cooperation and Development
Partnership for African Fisheries
Presidential Infrastructure Champion Initiative
Programme for Infrastructural Development
Results and Resources Framework
Southern Africa Biosciences Network
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SARI:
SSDI:
UNEP:
UNCCD:
UNCED:
UNCLOS:
UNECA:
UNMC:
UNCTAD:
WEBNet:
WHO:
South Africa Renewable Initiatives
South Sudan Development Initiative
United Nations Environmental Programme
United Nations Convention to Combat Desertification
United Nations Conference on Environment and
Development
United Nations Convention on the Law of the Sea
United Nations Economic Commission for Africa
United Nations Millennium Campaign
United Nations Conference on Trade and Development
West African Biosciences Network
World Health Organization
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EXECUTIVE SUMMARY
I.0
INTRODUCTION
This document presents NEPAD Agency Annual Business Plan for 2012. It effectively launches the Agency’s
annual business planning process. The programmes presented are drawn from the Agency’s Strategic Direction
2009-2013 and the multi-year budget implementation framework, 2010-2014. It is also guided by developments
within the institutional, Africa and global development contexts in which the Agency will operate in 2012.
These contexts have been dynamic and present significant implications for the Agency’s operations.
I.1
Business Plan Objectives, Strategies and Principles
The business plan is guided by five objectives, eight implementation strategies and seven guiding principles, as
follows:
I.1.1
Objectives of the Business Plan
The 2012 business plan seeks to achieve seven major objectives. These are to:
•
•
•
•
•
•
•
I.1.2
Effectively institutionalize the Agency in the process of the integrating NEPAD into the structures and
processes of the African Union and to raise the level of operational effectiveness through enhanced
human and institutional capacity development.
Promote greater focus of activities on results and link interventions to concrete development outcomes
in countries and regions.
Considerably step up coordination and synergies among sector programmes with a view to promoting
improved coherence, mutual learning and operational quality.
Develop and implement the think tank functions of the Agency and enhance contribution by all sector
programmes to knowledge management activities of the Agency with a view to the Agency emerging
as a knowledge institution and a think of the African Union.
Improve projects and programmes portfolio management, performance monitoring and evaluation for
greater operational effectiveness.
Launch a vigorous resource mobilization drive for the implementation of the Agency’s strategic
medium term plan and to improve predictability of resources for programme execution.
Significantly raise the institutional visibility of the Agency.
Business Plan Implementation Strategies
To achieve the foregoing objectives, NEPAD Agency will be guided by a number of strategies. These consist of
the following, among others:
•
•
•
•
•
•
A review of staff capacity for effective implementation of the Agency's strategic medium term.
Enhancement of systems, processes and procedures in project and programme planning,
implementation, monitoring and evaluation; development and implementation of project/programme
support activities; and in the delivery of corporate services, especially for institutional development.
Development and application of a results and resources framework (RRF) to operations to shift focus
from activities to results or concrete development outcomes.
Establishment of a rigorous programme review process to raise quality, knowledge sharing, mutual
learning and team work across programmes.
Development and implementation of a knowledge management strategy and revamping the present
communications strategy.
Strengthening internal monitoring and evaluation of operations through activities, which include:
• Preparation of an annual status report on projects and programmes portfolio performance
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•
•
•
I.1.3
Development of an evaluation policy and framework and encouragement of the application of
a results and resources framework in operations planning and management
• Establishment of an internal Monitoring and Evaluation Unit
• Conduct of regular external evaluation of programmes
Finalize and launch the Agency's resource mobilization strategy and explore the possibility of
developing a trust fund for its operations.
Substantially reinvigorate communication and dissemination of information on the Agency’s
operations and commence the production of flagship publications and publicity materials.
Some Guiding Principles of the Business Plan
Activities in 2012 put forward by the Business Plan are driven by guiding principles. Central among these are
the following, among others:
•
•
•
•
•
•
•
II.
Results-oriented planning and measurable contribution of NPCA’s activities to the implementation of
AU-NEPAD programmes.
Contribution of all sector programmes to NPCA think tank functions and the implementation of the
knowledge management strategy.
Positioning of the Agency as a lead institution and process driver in guiding regional activities and
development partners relating to the implementation of the NEPAD agenda.
Enhanced team work among professional staff.
Improved balance in outreach of the Agency's interventions to all sub-regions on the continent.
Encouragement of organization of engagement meetings especially by development partners on the
continent to expand African stakeholders' participation.
Promotion of joint missions with other development partners.
BUSINESS PLAN CONTEXT
There are three dimensions to the context in which this business plan will be implemented. These are the
Agency’s institutional context, the global development environment and the Africa regional context. The
institutional context will continue to see progress in the finalization of the integration of NEPAD into the AU
structures, systems and processes; relocation of the Agency to a new office complex; the implementation of a
new organizational structure; strengthening of operational systems, processes and procedures in programmes
and project development and management, financial management and accounting, and administrative services.
These will provide the Agency with a substantially improved institutional context for enhanced performance.
With respect to the global development context, this will for much of the year be characterized by weak
economic growth, continuing daunting debt challenges and financial turbulence in the advanced economies as
against balanced expansion in much of Asia powered by China and strong growth performances in Africa. The
continent will therefore have to content itself with minimal growth in development assistance and challenges in
meeting the 2005 G8 Gleneagles and Millennium +5 aid pledges and commitments. This could pose some
challenge for the mobilization of resources for new programmes that have been put forward under this business
plan.
The Africa regional context holds a significant promise in sustained growth, continuing improvement in the
governance environment, strong and encouraging progress towards the MDGs and greater consciousness of the
need for sustainable development. This sanguine context will however need to contend with enormous
challenges in infrastructural deficiencies; high level of poverty and growing inequality; inadequately-resourced
educational system, which deliver skills and knowledge that are not readily usable; weak enrolment and
completion rates in secondary and tertiary education; soaring youth unemployment; unacceptable gender gaps in
access to education, health, and employment; restrictive labour market conditions and cultural barriers to
women’s participation in development; paucity of gender-disaggregated data and weak gender-budgeting
frameworks; high percentage of Africans living in water-deprived areas with many more facing healththreatening sanitation condition; food insecurity in spite of progress in reducing extreme hunger; and challenges
in meeting environmental sustainability commitments.
All these call for the need for the Agency to substantially scale up its interventions in agriculture and food
security, infrastructure development, regional integration, education, health, water and sanitation, response to
climate change and natural resources management, gender equality and women empowerment and capacity
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development. They also call for the need to invest more in strengthening progress in the quality of development
policies and the governance environment. These needs constitute the priorities of the 2012 business plan. To
raise the level of effectiveness of its response, the Agency needs substantially more resources for the continent
to address the identified challenges.
III.
A RETROSPECTIVE REVIEW OF NEPAD AGENCY’S PERFORMANCE IN 2011
The performance of the Agency in 2011 was an enormous success compared to previous years. It had 75%
execution and disbursement/budgetary performance rates for planned programmes and projects as well as
programme support activities. Activities undertaken pointed to concrete development results, which
significantly advanced the goal of the AU-NEPAD agenda and contributed to the achievement of some of the
MDGs.
The programme and project activities of the Agency during the year were guided by its mandate, which is to
serve as a technical arm of the African Union with responsibility to: facilitate and coordinate the implementation
of continental and regional priority programmes and projects; mobilize resources and partners in support of
programmes and projects implementation; monitor and evaluate the implementation of programmes and
projects; conduct and coordinate research and knowledge management; and advocate AU and NEPAD vision,
mission and core principles and values.
In 2011, there were broadly two dimensions to the activities and performance of the Agency. These were
institutional development activities and programme and project operations. In summary, the activities were as
follows:
III.1
Major Institutional Developments Activities
The year 2011 marked the 10th anniversary of the adoption and implementation of NEPAD as the Africa
continent’s framework for socio-economic transformation. Events organized in commemoration of the 10 th
anniversary provided for deeper reflections on the results achieved over the past decade and offered pointers to
the future. Two of such reflections came from the NEPAD Orientation Committee and the NEPAD Week at the
66th United Nations General Assembly. In March 2012 a colloquium will be organized to give voice to a broader
range of development stakeholders to share their thoughts on the trajectory of the NEPAD Programme. During
the year the Agency was prominently visible in the articulation of Africa’s voice and common position in major
global development platforms, which addressed issues of significant interest to the continent. These included the
Fourth High Level Forum on Aid Effectiveness that was held in Busan, South Korea on 30 November -2
December 2011, the 17th Conference of Parties to the United Nations Framework Convention on Climate
Change (COP 17), which took place in Durban, South Africa on 28 November – 8 December 2011; and the
Africa Regional Preparatory Conference for the United Nations Conference on Sustainable Development
scheduled for 22-24 June 2012 in Rio de Janeiro, Brazil.
The year witnessed a continuation of the successful integration of NEPAD into the structures and process of the
African Union, the approval of the Agency’s organizational structure and implementation of institutional
reforms resulting from an institutional assessment undertaken by Management. Results of these reforms will
begin to bear fruits in 2012 and beyond. In the interim, they have contributed to improved programme
operations planning, implementation and review and strengthened synergies across programmes and projects.
The year also witnessed modest improvement in the staff complement.
III.2
Programme and Project Operations
The programme activities of the Agency were carried out in six thematic clusters or priority areas, namely:
Agriculture and Food Security; Regional Integration and Infrastructure; Climate Change & Natural Resources
Management; Human Development; Economic and Corporate Governance; and Crosscutting Issues (Capacity
Development and Gender Equality and Women Empowerment). Activities undertaken by the Agency during the
year were guided by its business plan for the period, 2010-2014. In 2011, the major achievements consisted of
the following, among others:
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Agriculture and Food Security
The number of African countries, which developed and signed the CAADP national compact rose to
30. Of these, 21 developed National Agricultural Investment Plans required under the compact,
signifying commitment to the 10% government budgetary allocation to, and a minimum of 6% growth
rate in the agricultural sector under the CAADP programme. Of the 21 countries, 18 undertook
technical reviews of their investment plans and 15 held business meetings on the financing of the plans.
The CAADP compacts were among the most successful instruments in the raising of resources among
development partners in support of Africa’s agriculture.
Under the Partnership for African Fisheries (PAF) Programme, the Agency supported the coordination
of fishery reforms of countries in the efforts to maximize the contribution of the fisheries sector to
sustainable growth and poverty eradication; signed an MOU with China’s Ministry of Agriculture to
strengthen cooperation in agriculture and fisheries between Africa and China and in October 2011,
DFID, NPCA and China engaged on the Africa-Britain-China (ABC) Trilateral Cooperation project in
Agriculture and Fisheries.
The Agency collaborated with the AUC to take forward efforts to implement the National Agriculture
and Food Security Investment Plans (NAFSIPs). To this end, it launched the development of the
Agribusiness and Market Access Programme with the goal of supporting African countries and RECs
with appropriate policy interventions and improving capacities for agriculture-related trade issues;
The Rural Futures Programme launched in 2010 as a regional coordinated and inter-sectoral approach
to promote the wellbeing, gainful employment and increased household incomes of rural populations
through rural transformation, is being scaled up with strategic engagement of African and international
stakeholders;
Acting as the secretariat of TerrAfrica, NEPAD Agency provided technical backstopping to countries
in the finalization of investment frameworks for sustainable land and water management while the
SLM Capacity building project is ongoing with RECs and funding has been secured for the
development of the continental agriculture climate change programme.
During the year, the Agency made efforts to promote food and nutrition security through partnerships
development, consultative meetings, the organization of Africa Food and Nutrition Security Day, the
mainstreaming of nutrition into national agricultural investment plans, and promotion of school feeding
programmes.
It contributed to the creation of the African Fertilizer and Agribusiness Partnership (AFAP) with the
support of the AUC. The key partners are NPCA, AGRA, AfDB, IFDC, USAID and a host of
specialized local agencies. AFAP aims to establish more competitive and sustainable fertilizer markets
that would provide smallholder farmers in Africa with the incentive, initiative and capability to source
and use fertilizer to improve crop production and food security. Significant progress was made during
the year in the preparation of the initiative for implementation. AGRA committed $25 million to AFAP
for the first 3 years and additional funds were pledged by other donors.
Climate Change and Natural Resources Management
The Agency undertook a review of the implementation of the Africa Environmental Action Plan,
launched a Natural Resource Governance programme for the implementation of the African Mining
Vision and provided technical support to Africa’s negotiators and participation in Durban
COP17/CMP7 on the continent’s common position. It also launched the NEPAD Gender ClimateSmart Agriculture Programme.
Regional Integration and Infrastructure
The Agency contributed to the take-off of the implementation of the seven (7) regional projects
endorsed by the 16th AU Assembly under the AU-NEPAD Presidential Infrastructure Champion
Initiative (PICI).
Broadband Infrastructure: The Agency worked to strengthen Africa’s broadband communications
infrastructure within the context of the Programme for Infrastructure Development in Africa (PIDA),
enhanced ICT enabling environment through the Kigali Protocol, made efforts to secure the African
Internet Domain Names “DotAfrica” and “DotAfrique” for the use of the continent, pursued the
establishment of Community Informatics Network and with partner institutions to design a framework
for harmonizing and coordinating regional and continental ICT programmes and projects.
Implementation of the harmonized framework kicks off in 2012.
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The Agency launched the process of supporting newly-independent South Sudan on strategic planning,
infrastructure, agricultural investments and public sector capacity development under a South Sudan
Development Initiative (SSDI), in conjunction with Kenya, UNECA and UNDP.
The Agency made progress in the development of Africa’s Bio-energy programme. The programme
will address strategic policy issues and priorities in the development of sustainable bio-energy industry
in Africa.
Human Development
The Agency established a Multi-Donor Trust Fund (MDTF-AMRH) for the implementation of the
African Medicines Regulatory Harmonization (AMRH).
The number of participating African countries in the Africa Science and Technology Indicators
Initiative (ASTII) grew from 19 to 28. The Agency commenced the process of supporting the
development of the capacity of countries to conduct both R&D and innovations surveys and
collaborated with key partners to convene the International Conference for Young Scientists during the
year, which brought together young scientists from all over Africa. It launched the African Innovation
Outlook Series and the Second Phase of the African Science and Technology Innovation Indicators
Initiative in May 2011 with a commitment to strengthen the African Observatory on Science
Technology and Innovation (AOSTI).
In cooperation with ECCAS, the Nurses and Midwives Education Programme was undertaken in
Gabon, Chad and the Republic of Congo as pilot countries.
Crosscutting Issues
Capacity Development
The Agency developed and launched the Africa Platform for Development Effectiveness, successfully
facilitated the emergence of a common African position for the 4th High Level Forum on Aid
Effectiveness held in Busan, South Korea, and developed African best-practice case studies on
development effectiveness to improve capacity development for south-south cooperation. In
partnership with WBI and UNDP, it commenced a REC-to-REC knowledge exchange programme to
strengthen RECs institutional capacity through mutual learning.
Gender Equality and Women Empowerment Programme
During the year, the Agency commenced the processing of applications for the Second Phase of the
NEPAD-Spanish Fund for African Women Empowerment towards the disbursement of €10 million to
national and sub-regional organizations as well as for the effective take-off of the regional project Business Incubation for African Women Empowerment (BIAWE) in COMESA and ECOWAS.
Partnerships, Resource Mobilization and Communication
Africa’s strategic partnership with the G8 was strengthened during the year with the G8-Africa
Partnership Summit held in Deauville in May 2011.
The Agency and the AUC collaborated in producing the first AU-NEPAD Accountability Report, which
assessed a decade of Africa-G8 partnership commitments from Genoa to Muskoka (2001 - 2010). The
report was presented to the G8 Summit.
The Agency renewed partnership engagements with key partners in support of the NEPAD agenda and
concluded a number of MoUs. It launched the development of a continent-wide framework to strengthen
communication and outreach towards stepping up the visibility of AU-NEPAD programmes, and
provided technical back-stopping for the 17th Africa Partnership Forum (APF), the Business Roundtable
on Accelerating reforms to spur Infrastructure investment in Africa and a follow-up to the Cannes G20
Summit.
Strategy, Policy and Knowledge Management
During the year the Agency undertook a knowledge management needs audit to guide the development of a
strategy for its knowledge management system. It developed its M&E policy for independent evaluation of
programme performance. In order to learn lessons and identify improvement opportunities, the Agency in
collaboration with UNDP, ECA and AfDB launched a review of NEPAD implementation since inception.
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African Biosciences Initiative
The Southern Africa Network for Biosciences (SANBio), a regional network covering 12 countries in Southern
Africa, undertook the following activities, among others:
•
•
•
Human capacity development: More than 23 PhD and master’s level scientists were supported and
have graduated with an appreciable increase in female research scientists
- Special skills courses were conducted throughout the region in fish farming, mushroom production,
technology transfer and commercialization, project management, management of Intellectual property
issues, and bioinformatics.
Upgrade of infrastructure: established a bioinformatics centre at the University of Mauritius and an
indigenous knowledge centre (IKS) at North West University in South Africa.
Research and Development: 5 regional research initiatives were undertaken, most of which have
resulted in published papers and others are nearing product development stage including:
•
•
•
•
Development of a small-scale mushroom growing project in Namibia, Malawi, and Swaziland
Scientific assessment of traditional remedies. This research resulted in the identification of a
remedy, which has potential for combating HIV-1 subtype C virus. Preclinical trials are
complete and Phase I clinical trials will be commissioned in 2012.
Increased livestock production through the control of tick-borne diseases using traditional
remedies.
Documentation of indigenous legumes and vegetables of Southern Africa to promote their
domestication and usage.
During the year, a new strategic plan 2012-2016 was developed by the African Biosciences Initiative. The
Networks have made enormous progress in their operations and enjoy strong visibility as well as support by
African stakeholders and development partners.
IV.
2011 WORK PROGRAMME
IV.1
Expected Results
IV.1.1
Key Programme and Project Outcomes
Each programme and project undertaken in this business plan is expected to contribute to the achievement of
one or more of the following key results areas:
Frameworks and Mechanisms for Implementation of AU-NEPAD Programmes
Resource Mobilization and Partnership Development
Effective and Successful Programme and Project Management
Gender Empowerment and Youth Development
Knowledge Management
Capacity Development
IV.1.2
Intermediate Outcomes
In the pursuit of these results, NEPAD Agency will be guided during the year by the need to achieve the
following intermediate results, which among others, consist of
Improved stakeholder consultation and strengthened systems, processes and procedures in programme
development, appraisal, implementation and management.
Enhanced operational capacity of regional and core national institutions in the delivery of specific AUNEPAD programmes.
Improved monitoring, evaluation and reporting on the performance of programme and project
performance.
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Developed capacity for evidence-based policymaking.
Accessible databases to facilitate access to knowledge products and services for high quality
programme and project development, implementation, monitoring and evaluation.
Systematic collation, documentation and sharing of replicable experiences and best practices.
IV.1.3
Programme and Project Management Process Improvements
Improvements during the year will include the following, among others:
Development of programmes operations guidelines; strengthening of M&E process and capacity within
the Agency; enhancement of emphasis on development results or outcomes of programmes and
projects as against activities undertaken; synergy between sector programmes and the Capacity
Development Programme Unit as well as the Gender Equality and Women Empowerment Programme.
Production of an Annual Status Report on the Portfolio of Programmes and Projects as a tool for
improving programme management, addressing challenges and constraints, as well as identifying,
documenting and sharing best practices.
Promotion of organizational practices that build and nurture team work and spirit as well as productive
inter-Directorate collaboration and cooperation
IV.2
Summary of 2012 Activities
During the year, the activities of NEPAD Agency will consist of core programmes and projects, as well as
programme support activities, which are activities that will be undertaken to facilitate the delivery of the core
interventions. Thus, during the year, the Agency will continue with the implementation of ongoing programmes
and projects and develop new operations. What follows are highlights of key activities that will be undertaken:
IV.2.1 Core Programmes and Projects
IV.2.1a Agriculture and Food Security
Comprehensive Africa’s Agricultural Development Programme (CAADP)
Acceleration of implementation of CAADP through strengthening of technical support countries and
RECs, training of experts to lead support, engagement of the private sector in financing, development
of databases and undertaking of programme support activities to enhance implementation. Expansion
of number of countries signing CAADP compacts and intervention in newly independent South Sudan.
Partnership for African Fisheries (PAF)
Development and implementation of a Comprehensive African Fisheries Reform Strategy (CAFRS),
implementation of fisheries reforms in SADC, COMESA, ECOWAS and ECCAS regions,
strengthening mutual learning and knowledge sharing across countries, strengthening of capacity in
fisheries policy and management, development of a continental “Fishery Experts Pool”, finalization
and launch of a Trilateral Cooperation and development of Think Tank functions, including a
community of practice, around fisheries.
Sustainable Land Management/TerrAfrica
Development of 2 new sustainable land and water management projects; implementation of sustainable
land and water management investment plans in 3 countries; development of knowledge and
information in support to sustainable land and water management projects; delivery of 2 regional
training programmes to sustainable land and water management national teams; organization of 2
partners’ consultative meetings; production of an Annual Update on SIP Implementation; and
production of Knowledge and lessons on SLM utilized to inform and negotiate policy and planning
processes.
Agribusiness and Market Access Programme
Finalization, launch and mobilization of resources for NEPAD Agency Agribusiness and Trade
Promotion Strategy (NATS); establishment of Africa Trade Resource Centre at NEPAD Agency;
facilitation of training of trainers on WTO trade facilitation; strengthening of relationship between Aid
for Trade (AfT) and CAADP and with Enhanced Integrated Framework (EIF); conduct of a
comparative study on EIF Diagnostic Trade Integration Studies and CAADP investment plans in 4
countries; organization of the Annual Africa Agribusiness and Trade Fair on Africa’s Trade and
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Investment Potentials; and publication of an annual update on the state of Agribusiness Programme
Implementation.
Rural Futures Programme
Development of a strategy and programme for rural development and implementation of programme in
5 pilot countries through technical cooperation and partnership; development of an Africa-wide
programme on livestock; development and launch of an African Orphan Crops program; provision of
inputs on Africa’s agricultural research and food security in the G20 policy agenda; development and
implementation of an Africa post-harvest programme; development and launch of a project to train
rural entrepreneurs; development of south-south cooperation programme for rural development; and
conduct of rural futures policy dialogue.
IV.2.2 Regional Integration and Infrastructure Development Programme
Conduct of feasibility studies and facilitation of implementation of the following:
Missing links of Algiers to Lagos Trans-Saharan Highway and Optic Fibre project Algiers to Abuja –
Algeria
Dakar-Ndjamena-Djibouti Road and Rail project – Senegal
North-South Corridor Road and Rail project - South Africa
Kinshasa-Brazzaville Road and Rail project - Republic of Congo
Water management, river and rail transport projects – Egypt
Nigeria-Algeria gas pipeline – Nigeria
ICT Cross-border Broadband and link to fibre optic project on a continental basis
Development of Lamu-Douala transport corridor
Conduct of TAH missing link feasibility studies
Development of Africa Infrastructure Information Management System for enhanced monitoring and
evaluation of PIDA projects
Development of an M&E plan for PIDA projects for improved monitoring and reporting on PIDA
projects
Organization of consultative workshop with PICI champions and corridor states
Design of the Single African Sky Phase 1 project
Implementation of the Yamoussoukro Decision
Conduct of the feasibility studies on 6 Smart pilot corridors for transport and trade
Strengthening of IAIDA capacity for implementation of PIDA
Launch of implementation of the 7 projects under the Presidential Infrastructure Champion Initiative
(PICI)
NEPAD Agency Energy Programme
During the year, in addition to the priority bio-energy programme, the Agency will undertake the development
of draft policy framework for the development of geothermal energy in Africa and development of training
programmes for capacity building in geothermal energy; organization of workshop to develop draft roadmap for
safe utilization of nuclear energy in Africa; and organization of workshops and meetings to develop conceptual
frameworks and identify possible projects in solar energy development.
e-Africa Programme
The e-Africa ICT programme will consist of the following:
Organization of ICT programmes harmonization meetings and workshops on ICT programmes, and
production of an Inventory of continental ICT broadband
Leading of African Delegations to WRC and ICANN meetings by AUC and NEPAD Agency.
Development of AU-NEPAD e-Schools Implementation Plan, a Pan African e-Network support to
rural e-Schools and production of an M&E Report on AU-NEPAD e-Schools
Set-up of Coordination Mechanism for ICT infrastructure in line with IAIDA, development of legal
and regulatory frameworks for e-Commerce and e-Payments, development of a Community
Informatics Platform and Mechanism, and establishment of a technical body for DotAfrica, and
production of a report on broadband capacity pricing trends in Africa
Development of broadband infrastructure plan for South Sudan
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Production of reports on broadband infrastructure and business plans for West and Central Africa, and
production of reports on home and away roaming implementation in EAC, ECCAS, ECOWAS, SADC
sub-regions
IV.2.3 Human Development
African Medicines Regulatory Harmonization (AMRH) initiative
The AMRH Programme will deliver the following activities during the year:
Establishment of 3 Regional Centres of Regulatory Excellence (RCORE).
Launch of training in medicines regulatory science in 1 academic institution.
Publication of Situation Analysis Reports for EAC, SADC,ECOWAS; and Central and North Africa
Development and dissemination of information and publicity materials on AMRH
Production of draft legal framework document (model law) on medicines regulation and harmonization
and organization of stakeholders’ review of the document.
Development of Strategic Direction on Health and Pharmaceutical Programmes
Development of MHR project proposals for Central Africa, North and East Africa
Implementation of AHRM programme in SADC, EAC and ECOWAS sub-regions
Research for Health (R4HA) Initiative
The Research for Health Africa (R4HA) Initiative focuses on improving the quality and relevance of health
policy research produced in Africa by African countries. The initiative’s objectives are to: i) support African
ownership and optimal utilization of health research to achieve health equity, reduce poverty, and contribute to
the socio-economic development of countries, regions and the continent; and ii) strengthen the existing capacity
of African institutions and networks to support the process of capacity building at the governance and policy
levels of national health research systems.
Science and Technology
Under the science and technology programme, the following activities will be carried out during the year:
Review of the Africa’s Science and Technology Consolidate Plan of Action (CPA)
Continued implementation of the African Science and Technology Indicators Initiative (ASTII)
Establishment of 8-10 new ASTII national focal points: some 8-12 new countries to join the current 28
member states involved in ASTII.
Publication of the 2nd issue of Africa’s Innovations Outlook
Alignment of ASTII activities with RECs S&T programmes
Eval-Health Research Project
Eval-Health Project will carry out activities that will develop new tools and methodologies to evaluate impact of
health research projects; organize a validation workshop for stakeholders (health experts, member states, RECs
and AUC) on the tools and methodologies developed; and launch the application of methodologies in pilot
countries.
IV.2.4 Climate Change and Natural Resources Governance
The Programme will implement the Natural Resources Governance programme in 3 countries; coordinate the
NEPAD Agency’s involvement in the Great Green Wall Initiative; and develop programme proposal on bioenergy production for small scale rural communities
IV.2.5 Knowledge Management
In 2012, the Knowledge Management activities will consist of the following components:
Knowledge Products and Services for Operational Effectiveness.
Development of the Think Tank Functions of the Agency.
Programme Monitoring and Evaluation.
Database Development.
Programme Operations Planning and Programming.
Coordination of Internal Seminars.
Library and Information Services to Programmes, Staff and Stakeholders.
Operations and thematic research.
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Establishment of Knowledge Networks.
Coordination of Staff Exchange and Professional Development Programmes.
IV.2.6 Cross Cutting Programmes
Gender Equality and Women Empowerment Programme
During the year, the Gender Programme will deliver the following activities:
Implementation of phase II projects approved under the NEPAD/Spanish Fund
Development of framework for mainstreaming gender in NPCA programmes
Delivery of 2 training programmes to NPCA staff and gender focal points in Directorates and
Programmes
Application of framework to Rural Futures, Food & Nutrition, Environment and Infrastructure
Organization of 4 sector-specific advisory support to NPCA programmes
Development of gender performance and impact indicators for NPCA M&E framework
Production of a Performance Report on African Women’s Decade.
Assessment of 4 CAADP country investment plans for adequacy of gender consciousness
Development of 2 business incubators in COMESA and ECOWAS
Capacity Development Programme
The Capacity Development Strategic Framework (CDSF) will provide the basis for the following activities that
will be undertaken by the Capacity Development Programme during the year:
Design and implementation of AU-NEPAD RECs CD support programme for additional 4 RECs –
IGAD, EAC, ECCAS and SADC for strengthened capacity in strategic planning, project development
and management.
Implementation of ongoing capacity development support to COMESA and ECOWAS and inter-RECs
knowledge exchange programme
Assistance to RECs and countries in the development of National CD Strategies and Plans
Development of a transformational leadership development programme.
Development of capacity needs of NEPAD Agency Directorates’ programmes – RECs infrastructure
capacity needs, and fisheries capacity needs of RECs and selected countries
Operationalization of APDev platform – establishment of Coordinating Unit
Production of publications
Post-Busan Review and Follow-up
RECs capacity and knowledge development programme
Contribution to the implementation of APRM National Plans of Action
IV.2.7 Communications
Organization of NEPAD 10th anniversary activities
Organization of NEPAD Media Correspondent programme
Coordination of international journalists’ tour of NEPAD Agency
Development of Media Centre and Regional Correspondents on NEPAD programmes
Translation of NEPAD Agency website and APDev portal
IV.2.8 African Biosciences Initiative
The following activities will be undertaken under the NEPAD Agency’s African Biosciences Initiative:
Southern Africa Biosciences Network (SANBio)
Monitoring of implementation of 6 ongoing R&D and capacity building projects in SANBio countries.
Development of an African Biosciences Initiatives’ knowledge management system within the context
of NPCA’s broader knowledge management system.
Development of a communications strategy.
Organization of study visits to 4 research centres and universities.
Organization of training session on good laboratory practices and proposal writing.
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Organization of training workshop on ICT skills and database management.
Organization of a regional workshop for policymakers and regulators.
Organization of BIOFISA end-of-project closure workshop
African Biosciences Network of Expertise (ABNE)
Establishment of ABNE node in Uganda
Assessment of the technical needs of 2 national Biosafety Secretariats
Establishment of an African Platform for Biotechnology and Biosafety
Production of ABNE communications guidelines for regulators
Training of regulators in Biotechnology and Biosafety.
Conduct of study tours for 10 regulators
Organization of ABNE Forum for Regulators.
IV.2.2 Programmes Support Activities
During the year, the Agency will undertake a number of programmes support activities to facilitate the effective
delivery of the core programmes and projects. The activities that are specific to each of the thematic
programmes and the African Biosciences Initiative will be carried out within such programmes, while those that
are cross-cutting and Agency-wide, will be delivered by a Programmes Support Unit that will be established
during the year. Programme support activities for 2012 consist of studies, publications, issues notes, policy
briefs, best practices documentation, lessons notes, experts study tours, programme reviews, consultative
meetings, annual performance status reports, participation in meetings and specialized working groups,
production of position papers, organization of programme planning meetings.
IV.2.3 Planned Performance Reviews
During the year a total of 13 Programme Performance Reviews will be undertaken to provide lessons in
implementation and to guide programme design.
IV.2.4 Programme Missions and Person-Days Requirement
Project supervision, performance review, and consultative meetings, will lead to a total of about 189 missions
(consisting of 161 planned and 28 unplanned invitations by partner institutions), which will require a total of
approximately 945 person-days of professional staff time.
IV.2.5 Specialized Functions and Services
During the year, specialized Divisions and Units in the Agency will provide vital support services, which will
serve as inputs in programme and project conception, development and implementation. Among such services
will include the activities of the Committee for Programme Review (CPR), the Economic Advisory Division,
the Legal Services Unit, the Internal Audit Unit and technical advisors. In 2011, the CPR was set up to
strengthen operational programmes and a senior economist appointed to lead the provision of economic analysis
in the design of programmes and projects. The Legal Services Unit will step up its functions during the year,
while the functions of the internal audit unit will become fully operational. Short-term technical advisory
services will continue to be drawn on to help strengthen institutional development and provide technical inputs
to sector programmes. Boxes 4 and 5 present the main thrusts of the economic advisory as well as the legal
services expected in 2012.
V.
BUSINESS PLAN IMPLEMENTATION
V.1
Corporate Services Needs of Business Plan
During the year, the Agency will address the following, among others, to ensure corporate services inputs to the
delivery of the business plan are met:
Finalize the integration of NEPAD into AU structures and processes, apply a new organizational
structure and further strengthen accounting and financial system, processes and reporting.
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Complete arrangements for the application of AU guidelines to planning and budgeting, starting 2013.
Improve staffing complement for major functions and programmes, especially Capacity Development
Programme, Strategy and Knowledge Management, and Human Resources Management.
Strengthen performance management system and put in place an enterprise resource management
system.
Substantially reduce turnaround time in the recruitment of staff to fill available vacancies and
consultants to supplement internal capacity.
Considerably improve delivery of administrative services.
Provide for regular training of general services staff to upgrade skills-mix and competencies.
Develop central records management, archival and disaster recovery systems.
Renew the Agency's host country agreement and negotiate similar status for all NEPAD Agency
offices across the continent.
Establish NEPAD Agency’s presence among major service providers to obtain corporate or negotiated
rates (particularly for airlines, hotels and local supplies).
Move the Agency to a permanent and conducive office location and improve operational facilities,
including procurement of video conferencing facility.
Finalize development and application of the Agency's human resources management strategy.
Facilitate a staff-management retreat to provide space for staff to contribute innovative ideas to
organizational performance improvement.
Also required will be an improvement in staff complement to which the Agency will make effort to respond
during the year. Average workload in NEPAD Agency ranges between 217 and 273 person-days of professional
staff time, and falls between 172 and 213 person-days for general services staff. These amounts of person-days
are in most cases, especially for professional staff, in excess of the person-days officially available each year for
work. The situation means staff are constantly under considerable pressure and therefore have to work a great
deal much longer hours every year to meet set performance targets. The implication is that, until there is an
improvement in the staff complement, the Agency will continue to supplement full-time staff capacity with
short to medium term consultants. This situation thus call for a significant improvement in the number of fulltime staff to provide much needed capacity for Directorates and programmes such as Strategy and Knowledge
Management Directorate, Capacity Development Programme, and the Human Resources Division, among
others. Additional staff are direly required to sustain the Agency’s high level of performance and strengthen
capacity for new programmes.
V.2
Monitoring and Evaluation of Business Plan Performance
The Agency will rigorously monitor and evaluate the effectiveness with which this business plan is
implemented. The responsibility for reporting on the performance of the plan is entrusted by Management to the
Agency's Committee for Programme Review (CPR), which will meet every quarter to assess performance and
submit reports to Management. The M&E team will also be tasked to carry out programme-specific reviews in
addition to external programme evaluations that partners will undertake.
V.3
Financial Outlook for 2012
In the outgoing year, the Agency received total contributions amounting to US$7.61million. This amount
consisted of funds disbursed by the African Union and direct contributions received by the Agency from AU
member states. Out of this amount, a total expenditure of US$6.75million was made to finance operations of the
Agency.
Resources for programmes and projects received during the year amounted to US$29.93million out of which
US$21.93million was disbursed, leaving a balance of US$7.3million for 2012 activities. At the end of the year,
the Agency had a programme execution rate of 74.96%. This performance level represented an improvement
over the previous year, but nonetheless pointed to the need to further enhance programme and project
development and management processes.
Given the level of activities planned for 2012 and the need to strengthen the Agency’s institutional capacity
through additional professional staff complement, the Agency needs significantly more resources to finance its
operations. A significant increase in programme funding is also required in 2012 to meet new commitments,
effectively develop the Agency knowledge management system and think-tank functions. It is to this end that
the Agency will step up its resource mobilization drive in 2012. It is operating at half its professional staffing
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requirement and has been unable to appreciably increase the development of new programmes as a result of
inadequate commitment authority. During the year, the Agency will explore the possibility of establishing a trust
fund for its programmes and institutional development activities.
V.4
Challenges and Opportunities
In the implementation of this business plan, the Agency faces a number of challenges and opportunities.
Inadequate financial resources presents a daunting challenge to effective operation and severely limits the scope
and scale of programmes that can be undertaken. At present, less than 30% of the Agency’s budget is supported
by financial resources from the AU and voluntary contributions by AU member states. NEPAD as a programme
of the AU needs enhanced visibility, political commitment and ownership at the level of the countries. More still
needs to be done to promote ownership by African stakeholders. While there has been considerably improved
working relationship between the AUC and NEPAD Agency in a number of programme areas, this needs to be
further strengthened in order to foster synergies across programmes. And externally, there is the challenge
arising from the Euro-Zone financial crisis, which could potentially affect the mobilization of resources for the
Agency’s activities and the implementation of NEPAD programmes.
The robust growth that the African continent is experiencing, the modest but encouraging financial support by
the member states to the Agency and the launch of the PICI are pointers that there are potentials for raising
additional funding internally for the implementation of NEPAD programmes and the operations of the Agency.
It is equally encouraging that in spite of the challenges facing the industrialized economies most Africa’s
development partners have continued to make significant efforts to meet pledges that were made at the
Gleneagles G8 and UN Millennium +5 summits. Despite the global financial crisis, Africa received the highest
proportion of official development assistance to developing regions in 2009. The Agency will continue to count
on the continent’s development partners for assistance and goodwill. The role played by the Agency in
facilitating Africa’s consensus at the 4th HLF on Aid Effectiveness, the forthcoming UN conference on
sustainable development (Rio+20), the improving political governance environment on the continent, and the
emergence of South Sudan as an independent country are among developments, which offer opportunities for
NEPAD Agency to robustly take forward implementation of the NEPAD agenda.
VI
CONCLUSION
The first decade of the implementation of the AU-NEPAD programme has provided invaluable learning
experience for NEPAD Agency. The transformation of NEPAD Secretariat into an Agency and a think tank of
the African Union is in recognition of the need to develop an institutional capacity to work closely with the
African Union Commission to effectively translate the continent's development agenda into concrete and
sustainable development results. The Agency is maturing and is today poised to make a roaring success of the
next decade of the implementation of the NEPAD agenda. With improved capacity, enhanced funding and
vigorous support by all development stakeholders, NEPAD Agency will deliver sustainable development results
to all Africans. The Agency therefore wishes to call on the continent's stakeholders and development partners
for their unstinting support to the successful implementation of the programmes and projects put forward in this
business plan. The achievement of the objectives of this business plan represents a significant milestone in the
attainment of the MDGs and Africa's sustainable development aspirations. Your support will be invaluable. Join
us to make a difference in Africa.
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NEPAD Agency Consolidated Annual Business Plan
2012
I
INTRODUCTION
I.
OVERVIEW
his document presents the NEPAD Planning and Coordinating Agency’s 2012 Consolidated
Business Plan. Starting with the 2012 operations planning and programming year, the Agency
introduces an annual business planning process to guide its activities. The business plan
addresses planning and delivery of activities in all areas of the Agency’s operations. These are
programme and project development, implementation, monitoring and evaluation; knowledge
management; programme support activities; resource mobilization and partnerships development; and
corporate services. The aim of the business plan is to, inter alia, enable the Agency to evaluate the
institutional and developmental contexts in which it will operate during the year so as to adjust to new
developments and emerging challenges, incorporate new directives and guidelines that may emerge
from the AU in respect of its activities, adequately plan for urgent assignments that may arise in the
course of the year and set feasible operational targets in light of financial and human resources
constraints. It will also allow the Agency to carry out more systematically detailed retrospective
review of its performances in each outgoing year, track results, identify constraints and challenges;
and put in place necessary mechanisms for addressing them. It is thus a tool for systematically and
constantly improving performance planning and management and ensuring identified improvement
opportunities are taken into account in each and every activity of the Agency. The plan provides the
Agency with a realistic financial outlook in the programming year and determines the workload it
faces, which in turn translates into an improved assessment of the corporate services requirement for
achieving set operational (here defined to consist of both programmes and corporate services) targets.
T
This business plan translates NEPAD Agency’s planned activities in the Strategic Orientation
document, 2010-2013 as well as the 2009-2014 multi-year business plan into annual operational
targets for 2012. It is therefore a tool for implementing the activities put forward in these strategic
documents.
I.1
BUSINESS PLAN OBJECTIVES, STRATEGIES AND PRINCIPLES
I.1.1
Objectives of the Business Plan
This Consolidated Business Plan seeks to achieve seven major objectives. These are to:
•
Effectively institutionalize NEPAD Agency in the process of the integration NEPAD into the
structures and processes of the African Union and to raise the level of operational
effectiveness of its operations through enhanced human and institutional capacity
development.
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NEPAD Agency Consolidated Annual Business Plan
•
•
•
•
I.1.2
2012
Promote greater focus of activities on results and link interventions to concrete development
outcomes in regions and countries.
Considerably step up coordination and synergies among sector programmes with a view to
promoting improved coherence, mutual learning and operational quality.
Develop and implement the think tank functions of the Agency and enhance contribution by
all sector programmes to knowledge generation and the mobilization of resources for
programme execution.
Significantly raise the institutional visibility of the Agency using the knowledge management
and communications strategies as major platforms.
Business Plan Implementation Strategies
To achieve the foregoing objectives, the Agency will be guided by a number of strategies. These
consist of the following, among others:
•
•
•
•
•
•
•
•
I.1.3
A review of staff capacity for effective implementation of the strategic medium term with a
view to augmenting current professional staff complement, improving competencies and
skills through training and retraining programmes, development and implementation of an
internship programme/professional development programme and cautiously supplementing
operations with the use of external consultants.
Enhancement of systems, processes and procedures in project and programme planning,
implementation, monitoring and evaluation; development and implementation of programme
and project support activities; and stepping up the delivery of corporate services, especially
for institutional development.
Development and application of a results and resources framework (RRF) to operations to
shift focus from activities to results or concrete development outcomes.
Establishment of a rigorous programme review process to raise quality, knowledge sharing,
mutual learning and team work across programmes.
Development and implementation of a knowledge management strategy and revamping the
present communications strategy.
Strengthening internal monitoring and evaluation of operations through activities, which
include:
• Production of an annual status report on programmes and projects portfolio
management and performance.
• Development of an evaluation policy and framework and encouragement of the
application of an RRF in operations planning and management.
• Establishment of internal monitoring and evaluation unit.
• Conduct of regular external evaluation of programmes and projects.
Finalization and launch of a resource mobilization strategy and exploration of the possibility
of developing a trust fund for the Agency’s operations.
Substantially reinvigorate communication and dissemination of information on operations and
commence the production of flagship publications and publicity materials.
Some Guiding Principles of the Business Plan
Activities in 2012 put forward by this business plan are driven by guiding principles. Central among
these are the following:
•
Results-oriented planning and measurable contribution of NPCA’s activities to the
implementation of AU-NEPAD programmes. The ability to concretely measure the
development effectiveness of the Agency's interventions will be crucial during the year and
beyond.
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NEPAD Agency Consolidated Annual Business Plan
•
•
•
•
•
•
2012
Contribution of all sector programmes to the think tank functions and the implementation of
the knowledge management strategy. Emergence of the Agency as a continental Think Tank
is a challenge that will be addressed during the year. To this end, all operational programmes
will, as a requirement, be expected to play a role in giving expression to this mandate of the
Agency.
Positioning of the Agency as a lead institution and process driver in guiding regional
activities and development partners in the implementation of the NEPAD agenda. Operations
during the year will therefore have to re-orientate the level and process of engagement to
significantly raise professional visibility of the Agency.
Enhanced team work to facilitate collective ownership of programmes and projects, mutual
support and learning across programmes and projects, and to strengthen the spirit of
camaraderie.
Improved balance in outreach of the Agency's interventions to all regions on the continent.
Encouragement of development partners to organize their engagement meetings on the
continent in order to expand African stakeholders' participation.
Promotion of joint missions with other development partners with mutual interest in order to
coordinate efforts, as well as enhance collaboration and efficient use of resources. As much as
possible, the Agency will seek to lead such missions.
This business plan is drawn up in four sections. The first section is introductory. The second presents
the context in which the plan will be implemented. These are the institutional context, the African
region’s development context and the global environment. In section three, the document takes a
retrospective look at the Agency’s performance in 2011, while in section four, it presents the 2012
work programme for the sector, cross-cutting and knowledge management programmes. Section five
puts forward requirements for implementation of the plan, while section six concludes the plan.
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NEPAD Agency Consolidated Annual Business Plan
2012
II
CONTEXT OF THE BUSINESS PLAN
II.
THE CONTEXT
The context in which this business plan will be implemented has three dimensions. These are the
international development environment, the African regional development context and the
institutional context of NEPAD Agency as an organization. All these go a long way in determining
the realism of the projections and expectations that are set out in this plan, especially with respect to
expected resources and results to be achieved.
II.1
Institutional Context
The institutional context in which the plan will be implemented is one which builds on continuing
improvements in the capacity of the Agency to fully implement its mandate. The context will witness
a number of developments during the year. Some of these developments are ongoing, others are as a
result of an institutional assessment exercise undertaken internally, while others will result from the
need for continuous improvement of systems, processes and procedures of the Agency. Thus, during
the year, the strengthening of the institutional context will witness the implementation of the
following activities, among others:
•
•
•
•
•
•
•
•
•
II.2
Conclusion of the integration of NEPAD into African Union (AU) structures and processes
Implementation of the organizational structure recently endorsed by the AU
Strengthening of accounting and financial reporting
Development and application of programme and project operations guidelines to standardize
procedures
Implementation of a new host country agreement, including movement to a permanent office
accommodation
Finalization and implementation of a human resources development strategy
Launch of a vigorous resource mobilization strategy
Organization of a staff-management retreat and annual staff opinion survey
Launch of a formal knowledge management strategy and think-tank functions
Global Development Context
An overview of the global economy today shows weak growth and daunting sovereign debt
challenges in the US, economic and financial turbulence in Europe, advancement towards a more
balanced expansion in Asia with strong growth performance of China, progress towards sustainable
growth in Latin America and the Caribbean, sustained expansion in sub-Saharan Africa and restart of
disrupted growth processes in North Africa and the Middle East following the Arab spring. Thus, the
advanced economies are currently faced by financial and economic crisis and poor growth
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NEPAD Agency Consolidated Annual Business Plan
2012
performances with a low prospect of sustained recovery in 2012. This may have implications for the
ability of the G8 countries to meet commitments in resources pledged to developing countries.
Projections in resources to be mobilized from development assistance (major bilateral and multilateral
sources) therefore have to be cautiously modest. The implication is that the Agency will have to
explore other sources beyond development assistance, especially contributions by African countries
(from public and private sources) and private foundations, among others. This calls for more
innovative approaches to the financing of NEPAD programmes.
II.3
African Regional Development Context
The AU-NEPAD programme is widely accepted as the continent's framework for sustainable
development and the achievement of the Millennium Development Goals (MDGs). This framework
has been implemented over a decade with visible results. A number of challenges however remain.
Recent reviews of Africa's performances have shown that the continent is making progress, albeit
inadequately.
II.3.1 Africa’s Governance Environment
A majority of African countries have recorded significant progress in political governance through
reforms in decision-making and implementation processes, capacity of governments to formulate and
effectively implement policies and programs, space and capacity for political participation by national
and regional development stakeholders, effective and efficient electoral systems, as well as peace and
security. Development efforts have succeeded in promoting effectiveness and efficiency in public
sector management, accountability and responsiveness of public officials to the citizenry, existence of
the rule of law, public access to information and transparency, equity and inclusiveness, all of which
represent key elements of good governance.
Between 1996 and 2006, 44 elections were held in sub-Saharan Africa and between 2007 and
December 2011, 28 presidential and 30 parliamentary elections were held, with the Democratic
Republic of Congo, Tunisia and Egypt being the most recent (December 2011). Recent political
uprisings in North Africa for democratic reforms point to a continent that is reassessing its path to
democratic governance, voice, growth and poverty eradication. Developments on the continent also
show that the incidence of military coup d’état, violence and manipulations associated with elections,
as witnessed in Cote d’Ivoire during the year and the trend towards political settlement after electoral
conflicts through the formation of coalition governments or government of national unity, is declining
but remains an indication of continuing challenges.
NEPAD Agency in 2012 will work towards consolidating good governance and institutional
development through support for programmes, which include the African Peer Review Mechanism
(APRM) and interventions by the Regional Economic Communities (RECs), which have been
instrumental in addressing issues of conflict and peace management. The APRM has completed a
number of country reviews that have provided important insights into governance and institutional
issues as well as invaluable lessons. Support for the implementation of National Plans of Action
(NPoAs) resulting from the APRM process will be enhanced.
II.3.2. Africa’s Economic Growth Performance
Present statistics puts no less than six African countries among the world’s fastest growing ten
economies over the decade, 2001 and 2011 (Angola, 11.1%; Nigeria, 8.9%; Ethiopia, 8.4%; Chad,
7.9%; Mozambique, 7.9%; and Rwanda, 7.6%). Forecasts by the IMF indicate that seven Africa
countries are likely to occupy the top ten places over the next half decade, 2011-2015 (Ethiopia, 8.1%;
Mozambique, 7.7%; Tanzania, 7.2%; Republic of Congo, 7.0%; Ghana, 7.0%; Zambia, 6.9%; and
Nigeria, 6.8%). It has been observed that over the past decade the unweighted average growth rate
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NEPAD Agency Consolidated Annual Business Plan
2012
was about the same for Africa and Asia. Given the current prospects, there is a strong likelihood that
Africa will surpass Asia in growth in the next decade.
Box 1: AFRICAN UNION-NEPAD AFRICA’s SUSTAINABLE DEVELOPMENT FRAMEWORKS
•
•
•
•
•
•
•
•
•
•
•
•
•
The Comprehensive Africa Agricultural Development Programme (CAADP)
Africa’s Science and Technology Consolidated Plan of Action (CPA)
Environmental Action Plan (EAP)
Sub-Regional Environmental Action Plans (SREAPs)
NEPAD Infrastructure Short-Term Action Plan (STAP)
NEPAD Spatial Development Programme (SDP)
NEPAD Programme for Infrastructure Development in Africa (PIDA)
AU-NEPAD Capacity Development Strategic Framework (CDSF)
AU Gender Policy Framework
Framework for Engendering NEPAD and Regional Economic Communities
AU Protocol on the Rights of Women in Africa
Policy Framework for Post-Conflict Reconstruction and Development (PCRD)
AU-NEPAD Health Strategy
AFRICAN UNION-NEPAD ACTION PLAN, 2010-2015
The AU-NEPAD African Action Plan, 2010-2015 is drawn over nine sectors, which address the region’s
sustainable development challenges. The sectors are:
•
•
•
•
•
•
•
•
•
Infrastructure – energy, water and sanitation, transport, and information and communication
technology
Agriculture and Food Security
Human Resource Development – health, education, youth development, and social affairs
Science and Technology
Trade, Industry, Market Access and Private Sector Development
Environment, Climate Change and Tourism
Governance, Public Administration, Peace and Security
Capacity Development
Gender Development
Source: NPCA, NEPAD: A Continental Thrust – Advancing Africa’s Development, 2011
Present statistics also demonstrates that Africa´s economies have rebounded from the slump, which
resulted from recent global recession and growth prospects are promising. The rebound of African
economies has been driven largely by prudent economic policies prior to the crisis, sustained
development assistance, earlier debt relief and financial resources advanced by the International
Monetary Fund (IMF) and the African Development Bank (AfDB). Other measures have included the
adoption of new and expanded social protection programmes; better policy coordination; and the
incorporation of the MDGs and performance indicators at the heart of African countries’ development
strategies. Despite the promising development, a number of countries on the continent are still faced
with structural problems to growth, which need to be addressed. In 2010, Africa´s average rate of
growth amounted to 4.9%, up from 3.1% in 2009. The political developments in North Africa are
likely to depress the continent’s growth to 3.7% in 2011, with the possibility of accelerating to 5.8%
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NEPAD Agency Consolidated Annual Business Plan
2012
in 2012. Despite the rebound in growth, generally the continent still faces the challenge of meeting the
MDGs.
II.3.3 Progress in the Achievement of the MDGs in Africa
There is progress in the achievement of the MDGs. Measured from baselines, the evidence is strong
and encouraging that Africa is making good progress in its advancement towards some of the MDGs.
A number of recent analyses and reports point consistently to this progress in the evidence adduced.
One of such reports is that by the Overseas Development Institute (ODI) and the United Nations
Millennium Campaign (UNMC), which indicates that a number of African countries, a majority of
which are poor countries, are making good progress in absolute terms towards achieving some of the
MDGs. The report shows that 11 of 20 countries that are making the most absolute progress on the
MDGs are amongst the poorest countries on the continent. It also confirms that half of the countries
are on track to meeting the target of halving poverty by 2015. Among the 20 top MDGs achievers are:
Benin, Burkina Faso, Ethiopia, The Gambia, Ghana, Malawi, Mali, Mauritania, Rwanda, Togo and
Uganda. Among the key indicators on which the ODI-UNMC report was based are: political
leadership commitment, accountability and budgetary allocations. The findings of this report
decisively establishes with hard evidence that much of the negative and misleading impressions about
progress on the MDGs are questionable and unfounded.
It is instructive that the findings of the ODI-UNMC report are consistent with those of the 2010
annual report by the United Nations Economic Commission for Africa (UNECA), the African Union
Commission (AUC) and AfDB on Africa’s performance on the MDGs. This report confirms that
Africa has made steady progress in the achievement of a number of the MDGs. It demonstrated that
tremendous strides were made in achieving universal education with 76% net enrolment in primary
education in 2008, up from 58% in 1999. By 2008, there were close to 91 girls per 100 boys in
schools, up from 85 in 1999. Under-five mortality rates dropped from 184/1000 in 1990 to 144/1000
in 2008. About 60% of people had access to drinking water in 2008, compared to 49% in 1990. Thus,
generally in the region, progress towards achievement of some of the MDGs is encouraging. And this
is a good cause for sustainable development.
Over the period, a few lessons came through in the efforts to achieve the MDGs. It has become
obvious that:
•
•
•
The achievement of the MDGs requires broad interventions to create an enabling environment
for inclusive growth. Such interventions include maintaining sound macroeconomic policies,
promoting job-rich growth and boosting agricultural productivity, as well as providing
opportunities for vulnerable groups, including women. In addition, the continent will need to
pursue development strategies that are aligned to the MDGs, enhance the efficiency of service
delivery at all levels of government, and improve ability to monitor the goals. Emphasis is
needed on the mobilization of partnerships with the private sector, civil society and
development partners, especially strengthening South-South Cooperation.
There is need to implement effective hunger policies, which should include empowerment of
small scale farmers, direct funding for sustainable agriculture, increase in social protection
programmes, a freeze on land buying by foreign countries and multinationals and the
adoption of national food and nutrition policies.
Other areas requiring attention are the need to pursue pro-poor growth; enhance stakeholder
participation in the growth and development process; diversify economic activities; raise
equity in terms of access to: employment opportunities, productive resources such as land and
credit, and basic social services such as health, education, water and sanitation; enhance
social protection in national development strategies; and pursue effective domestic resource
mobilization strategies.
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Some of the key areas of sustainable economic growth in which progress has been made are in
sustainable agriculture, food security and nutrition; infrastructure development; industrial
development; sustainable land management; mineral resources development; and tourism. In these
and numerous other areas, NEPAD Agency has been very active and with visible results.
The development of sustainable agriculture and food security has been driven by a number of
initiatives, but with the Comprehensive Africa Agricultural Development Programme (CAADP) that
was endorsed by AU in July 2003 as the most systematic and decisive. CAADP is an impetus that the
continent direly needs to generate the desired momentum in the agricultural sector. Sustainable
tourism development has been guided by, among others, the NEPAD Tourism Action Plan and
inclusion by countries of tourism in national development strategies and adoption of the global code
of ethics for tourism. Sustainable industrial development is being pursued in the context of the Africa
Productive Capacity Initiative (the NEPAD sustainable industrial development strategy), the African
Productive Capacity Facility, a number of initiatives to promote cleaner production and the gradual
emergence of Cleaner Production Centres that are being led by Egypt, Ethiopia, Kenya, Morocco,
Mozambique, South Africa, Tanzania, Tunisia, Uganda, and Zimbabwe. Efforts at sustainable
industrial development are also benefiting from improvement in metrology, standards, testing and
quality institutions, which provide complementary support to the introduction of standards by
allowing for proper control of product, health and environmental quality, and by providing the means
for certification against such standards. These institutions also promote best practices and encourage
the development of new products through research and development.
The continent has also made progress towards diversifying energy development into sustainable and
environmentally friendly sources in order to improve access, affordability, economic viability, social
acceptability and environmental soundness of energy services and resources. Reforms are being
pursued to remove market distortions; establish domestic programmes for energy efficiency; and
accelerate the development and dissemination of energy efficiency and conservation technologies. It
is in support of infrastructure development that on 24 July 2010, the AU-NEPAD and AfDB launched
a reinvigorated Programme for Infrastructure Development in Africa (PIDA). PIDA provides a vision,
a strategic framework and a programme that would be implemented up to 2030. The programme’s
activities focus on developing transportation, energy, information and communication technologies, as
well as trans-boundary water basins. Infrastructure and regional integration are key priorities of the
AfDB’s 2008-2012 medium term strategy. The infrastructure sector alone accounts for more than half
of AfDB operations, which exceeded US$6billion in 2009. The AfDB infrastructure project
preparation facility has provided funding for the preparation of several regional projects.
Sustainable land management has encouraged countries on the continent to adopt innovative land
management strategies, especially in the area of land rights, implementation of important regional
initiatives like the Pan African Framework on Land Policy for Securing Rights, Enhancing
Productivity and Improving Livelihoods. With the support of UN-HABITAT, benchmarks and
indicators of land policy and land reforms are being developed through this initiative to allow for
monitoring and evaluation of policy development and implementation processes and their outcomes.
Several African countries are benefiting from the AUC/ECA/AfDB Land Policy Initiative, the Global
Land Tool Network (GLTN), a UN-HABITAT and its partners’ initiative that seeks to document best
land practices and tools on the continent. Sustainable mineral resources development has seen efforts
and progress being made by African countries to reform legislations in the mining industry. These
reforms are geared towards raising investments, ensuring equity in access to mining rights and
resources, empowering of disadvantaged communities and groups and ensuring access to the benefits
by a growing percentage of the population. Mining companies are investing in exploration activities
and the exploration budget is growing. Following entry of China and India into Africa’s mining sector
there has been a leap in the exploration budget. The outlook in outputs of the various minerals was
very promising based on projections for the period, 2005-2011.
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II.3.3 (a)
2012
Social Development
Over the period that NEPAD has been implemented, Africa has seen progress in the pursuit of
sustainable social development. The region’s social development framework is defined by the AU
Social Policy Framework and protocols by RECs all of which show substantial alignment with the
MDGs. Sustainable social development is measured principally by the extent of poverty eradication
and the reduction of inequality as a result of access to social services and the fruits of economic
growth. The continent has recorded a number of success stories and is on track, though overall
progress is somewhat slow. The evidence is strong and encouraging that with the right policy mix,
efficient use of resources, improved governance and enhanced and sustained international support, the
continent will achieve many of the social development goals. A summary of the progress consists of
the following:
Poverty and Inequality: While there is respectable economic growth, this has come with an increase
in inequality. The UNDP’s new inequality-adjusted Human Development Index shows that the human
development ratings of African countries are substantially lower, if adjusted for inequality in wealth
distribution. The adjustment, for instance, reduces ratings for countries such as Central African
Republic, Mozambique and Namibia by as much as 40%. Social protection frameworks have also
remained weak and ineffective. There are various projections of the continent’s growth prospects and
their implications for the poverty eradication goal by 2015. While there is general optimism,
UNCTAD projections show that the continent’s per capita income will grow only at 2.7% in 2011 and
2.8% in 2012, both of which are below the 3% threshold considered as the minimum to create a dent
on poverty. The need for acceleration of progress is also underscored by IFAD 2011 Rural Poverty
Report, which points to the fact that sub-Saharan Africa is still home to a third of the world’s poor, a
number that has risen from 268million to 306 million over the past decade. UNDP Multi-dimensional
Poverty Index puts the number of poor on the continent as high as 458million. Poverty has become
both a rural and urban phenomenon.
Education: Progress in achieving universal primary education has been the remarkable success story
in Africa’s MDGs performance. The majority of countries on the continent are on track to achieving
the goal by 2015. Outstanding and notable progress were recorded by Burundi, Ethiopia, Ghana,
Kenya, Mozambique and Tanzania through measures which included abolition of school fees, growth
in public investments, and enhanced donor support especially the World Bank’s Education for All
Fast Track Initiative. The continent however needs to make progress in areas, which include quality of
education, completion rates, enrolment in secondary and tertiary education, reform in educational
system and curricular, as well as teaching capacity and infrastructure. Targets in these areas yawn for
achievement in light of the fact that more than 30 million children on the continent, most of them
girls, are still out of school and the number of new teachers needed between now and 2015 equals the
present teaching capacity of the continent. Also requiring attention is greater relevance or alignment
of acquired skills to market needs, as this is of vital importance for rapid absorption of new graduate
entrants into the labour market and the reduction of youth unemployment, which is becoming a threat
to social stability.
Gender Equality and Women Empowerment: The international and regional frameworks for
gender equality commitment, inter alia, include the Convention on the Elimination of all forms of
Violence Against Women (CEDAW), the MDGs, the AU gender strategy and strategies adopted by
RECs, which draw inspiration from the AU and international frameworks. Thus far, there has been
measurable progress in the implementation of these commitments. With respect to the African Charter
on Human and Peoples’ Rights, the gender equality and women empowerment dimension of social
sustainability saw the Protocol on the Rights of Women in Africa expanded to include economic
violence or harm in the Declaration on the Elimination of Violence against Women; 29 African
countries ratifying this Protocol; and the AU in October 2010 launching the African Women’s
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2012
Decade. There was steady, albeit tardy progress on the pathway to universal primary education, the
empowerment of women and gender parity in educational enrolment; as well as significant and
encouraging improvements in the proportion of seats held by women in national parliaments, but with
visibly low rate of participation by women in the executive, the judiciary, traditional and other public
spheres of influence across the continent.
Some progress was made in efforts to implement gender equality commitments through strengthening
social policy and enacting laws to promote women’s socio economic rights. Though 10 countries,
however, still maintain reservations to the CEDAW and periodic reporting to the UN Committee on
CEDAW and some countries not having reported at all since 1992. Some 18 out of the 28 countries
practicing female genital mutilation have outlawed it. Since 2007, an increasing number of countries
have developed National Action Plans on women, and development partners have continued to
strengthen their support to socio-economic sectors that are aimed at addressing vulnerable groups and
promoting gender equality.
In spite of the improvements, challenges and constraints still remain. There is paucity of genderdisaggregated data; gender budgeting is still not adequately encouraged; there are significant gender
gaps in health, employment and wages; and cultural barriers still block effective utilization of
women’s talents. Labour-market conditions continue to restrict access to education; and socialcultural barriers are still major impediments to the participation of a vast majority of women who face
income and job insecurity. Women constitute a majority of the agricultural workforce producing
about 80% of the continent’s food, yet they own less than 1% of the land on which they work. They
are often the first along with their children to suffer the effects of economic downturn, droughts,
famines and violent conflicts.
The mechanisms for the integration of gender equality and women’s empowerment in strategies and
policies still remain weak at all levels due to adequate capacity, authority and funding. Line ministries
have not reached gender equality targets due to low levels of resource allocations. Gender concerns
continue to be treated rhetorically or as separate women’s projects. Gender-disaggregated data and
information are often not collected, lost in aggregation of published data, or not used.
Health: The race to reduce infant and maternal mortality by 2015 is being won on the continent,
though with a great deal of struggle to scale obstacles. The results have been astounding: distribution
of insecticide-treated mosquito nets has protected more than 578million people who are at the risk of
contracting malaria in sub-Saharan Africa; 11 countries in the region have reduced by some 50% the
number of confirmed malaria cases and the majority of countries are now on track to rolling back the
advance of the disease by 2015.
Reduction of infant mortality has recorded impressive results. Over 70% reduction has been achieved
by Mozambique, 68% by Malawi and 64% by Niger. Maternal mortality rate has equally fallen.
Countries such as Burundi, Cape Verde and Egypt have reported significant reductions. Efforts are
therefore yielding good results and need to be boosted. It is in this context that the continent’s leaders
at the AU Summit in July 2010 pledged to increase financial and political support for female and child
health and to continue to work closely with interventions like the Campaign on Accelerated Reduction
of Maternal Mortality in Africa (CARMMA).
Significant progress has been made in the elimination of river blindness, polio, measles, guinea-worm
disease and mother-to-child transmission of HIV/AIDS. Routine immunization is progressing across
the continent and several new vaccines, including for meningitis and pneumococcal disease, are being
introduced and producing beneficial results. These results have been possible on the continent as a
result of government policies and programmes and support by the international community through
innovative funding mechanisms such the Global Alliance for Vaccinations and Immunization (GAVI)
and the Global Fund to Fight HIV/AIDS, Tuberculosis and Malaria. Also included in the efforts are
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2012
interventions by agencies such as UNAIDS, WHO, the World Bank as well as support for successful
regional health programmes like the African Programme for Onchocerciasis Control (APOC), SMS
for Life, and the Roll Bank Malaria Partnership, among other silent initiatives that are bringing about
beneficial results. There is need to consolidate and build on these results. The achievement of health
targets are within reach by 2015, if African governments and the international development
community live up to their pledges.
Access to Water and Sanitation: Access to water and sanitation is a key element in sustainable
social development. It is in realization of its importance that the eThekwini Declaration was made by
African leaders to allocate 0.5% of gross domestic product to water and sanitation, and the African
Ministers’ Council on Water as well as the African Water Facility set up. To guide the continent’s
investment the AfDB, which implements a Rural Water Supply and Sanitation Initiative, had
estimated that an investment of $11bllion annually would be required to meet the region’s drinking
water supply and sanitation needs. Emphasis on water and sanitation was also driven home in July
2010 when the UN General Assembly declared access to clean water and sanitation as a human right.
Progress is being made to attain the goal of having the proportion of the population without
sustainable access to clean drinking water by 2015. At present, 26 countries are on track to attaining
this goal and 9 are expected to meet the MDG target of halving the proportion of the population
without sustainable access to basic sanitation by 2015. These countries are Algeria, Morocco, Tunisia,
Libya, Rwanda, Botswana, Angola, South Africa and Egypt. At present 60% of the population of subSaharan Africa has access to improved sources of drinking water and less than half has access to basic
sanitation facilities. These statistics point to the need to step up investment, as the challenge is that not
only some 40% live in water-deprived areas, the amount of water available per person is below the
global average and is declining due to falling levels of groundwater resulting from over-exploitation
and climate change. Present investment by governments, which stands at 0.2% of GDP as against
0.5% put forward by eThekwini Declaration, means the target of $11billion is not being met. Also
required is improvement in the governance of the water sector, as well as better management of
national sources, the 63 shared water basins, irrigation needs of the agricultural sector and capacity to
drill for water and maintain water infrastructure especially in the communities.
Food Security and Reduction of Hunger: There is progress by countries to meet the MDG target of
reducing extreme hunger by 2015. In spite of the progress, Africa still remains the most food-insecure
region globally. Hunger is still a major challenge and this is being compounded by rising food prices.
Food prices are today higher than at any time since 1984 and could potentially serve as a trigger for
social unrest. The continent is making effort at addressing the food insecurity and hunger challenge
through a number of agricultural initiatives including CAADP to which 30 countries have signed up
to commit 10% of their national budget to agriculture and seek to achieve a minimum of 6% growth
rate in agricultural output. Also at the regional level is the Alliance for a Green Revolution in Africa
(AGRA) that is helping to initiate financial partnerships and risk-sharing instruments with a number
of institutions to mitigate the risk of lending by commercial banks and other financial institutions to
smallholder farmers and value chains that support them. International responses have also been
robust. Among these are the G8 L’ Aquila Food Security Initiative, the Global Agriculture and Food
Security Programme and the World Bank’s Global Food Crisis Response Programme. There are also
attempts to create more transparency around food stocks held by large exporters to avoid panic caused
by market uncertainty about the availability of commodities.
To address the food insecurity challenge, Africa needs to scale up investment in agriculture, including
application of modern agricultural biotechnology. African countries must meet the minimum level of
investment put forward under CAADP. Focus on smallholder farmers needs to be invigorated.
Youth Unemployment: Every year, some 10 million new graduates join the labour market on the
continent. Although Africa has in recent years been experiencing impressive economic growth, this
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2012
growth has not generated meaningful employment. The result is growing youth unemployment, which
has implications for social development. Today, the continent faces youth unemployment as a major
social development challenge and it is one of the factors in the demand for political reforms that swept
through much of North Africa in 2011. Besides jobless growth, labour markets have not been flexible
enough to absorb the growing supply of young workers. Given Africa’s rapidly growing population,
the demographic pressure on labour markets is set to continue in many countries on the continent.
Efforts are being made to rise up to the challenge of youth unemployment, in the face of the
challenges facing economic growth. The 17th African Union Summit held on 30 June-1st July 2011 in
Malabo, Equatorial Guinea, was devoted to the theme: “Accelerating Youth Empowerment for
Sustainable Development”. Some recent major AU meetings, in particular those of March 2010, April
2011 and July 2011, successively provided opportunities to raise related themes on youth
unemployment. These touched on employment policies and their financing with a view to reducing
unemployment; social policies and the promotion of youth employment; and the acceleration of youth
empowerment. The declaration on youth employment in Yaoundé, Cameroon, at the 8th Session of the
AU Labour and Social Affairs Commission, called upon the 17th Assembly of AU Heads of State and
Government to promote youth employment. The determination of AU leaders to improve the
employment situation will undoubtedly reinforce the commitment made in Yaoundé by Ministers of
Labour and Social Affairs, AU employers and trade unions to reduce unemployment of young people
and of women by at least two percent a year over five years, and to harmonize labour market
information systems by supporting the development, implementation and evaluation of employment
policies.
A comprehensive approach is needed to address the problem of unemployment in general and of
youth unemployment in particular. Improvements are needed both on the supply and the demand sides
of labour markets. More needs to be done to improve the quality of labour supply so that it better
matches the skills requirements of employers. This is particularly the case of most university
graduates who are vulnerable to unemployment, as their skills do not match job requirements. At the
same time, labour demand needs to be boosted by further improving conditions for economic growth
in general and for private sector activity in particular, including through the creation of new business
enterprises.
Other Factors in Social Development: In addition to the foregoing, other factors in sustainable
social development include integrating vital elements of the continent’s culture like indigenous
knowledge in the development frameworks, policies and programmes; ensuring effective participation
of all national and regional development stakeholders in the development process; and enhancing the
space for sub-national administrations to function effectively and efficiently. Local administrations
are particularly closest to the communities and if well capacitated are the means for developing the
rural economies and lifting millions of poor rural dwellers out of poverty. Equally important is the
need for partnership development especially with the NGO sector in the pursuit of sustainable social
development. National, sub-regional, regional and international NGOs have played valuable roles in
improving the quality of lives of millions of Africans. The development of partnership frameworks,
provision of enabling environment for implementation of their activities and protection of their
personnel are among areas in which governments could facilitate productive partnership building for
sustainable social development.
II.3.3(b)
Environmental sustainability
Environmental sustainability is an important part of Africa's effort to reduce poverty, because
environmental degradation is linked to problems of poverty, hunger, gender inequality, and health.
Livelihood strategies and food security of the poor often depend directly on functioning ecosystems
and the diversity of goods and ecological services they provide. Insecure rights of the poor to
environmental resources, as well as inadequate access to environmental information, markets, and
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2012
decision-making, limit their capacity to protect the environment and improve their livelihoods and
well-being.
The continent is making progress to address environmental issues in its quest for sustainable
economic and social development. Countries are signatories to a number of Multilateral
Environmental Agreements (MEAs), which provide frameworks for addressing environmental
challenges. They are party to at least 30 conventions at the global level, which deal with various
aspects of environmental management and related areas, including trade, which impacts directly on
environmental sustainability. Most African countries have signed the three international conventions
adopted at United Nations Conference on Environment and Development (UNCED) in 1992, namely,
the Convention on Biological Diversity (CBD), the United Nations Framework Convention on
Climate Change (UNFCCC) and the United Nations Convention to Combat Desertification
(UNCCD). They are also signatories to the United Nations Convention on the Law of the Sea
(UNCLOS) as well as other MEAs, which deal with international trade in endangered species, the
management of migratory species, hazardous waste management, cultural heritage, ozone depletion,
biosafety, invasive alien species and forest management.
Implementation of commitments has been guided by institutions set up at the regional and subregional levels. The AU, through the NEPAD agenda, remains Africa’s most decisive response to the
issues of sustainable environmental development. Efforts to involve other stakeholders like civil
society are helping to broaden the consultative base through a number of initiatives. The participation
of civil society played an appreciable role in the development of AU protocols in critical issues of
environment and development, including bio-safety, genetic resources and the rights of women. The
continent has also made progress in the development of partnerships with governments and the
business sector in response to environmental issues. These have led to the establishment of transboundary natural resource management initiatives, management of protected areas and
implementation of environmental impact assessments. Cooperation has also been stepped up in the
management of shared water resources, malaria and chemicals; peace-building; and the pursuit of
food and nutrition security.
Implementation of environmental sustainability commitments has seen progress in a number of areas,
which included growth in the practice of sustainable and organic agriculture, as Malawi and Uganda
have shown; impressive growth in the development of renewable energies in countries such as Egypt
and Kenya and planned massive investment in solar energy in South Africa. Significant ecosystem
restoration and sustainable tourism have taken place in Namibia and Rwanda as well as improved
forest management in the Republic of Congo and Gabon. The Republic of South Africa is at present
setting up the South African Renewables Initiative (SARI) to pace up capacity for renewable energy
in the country. Also, National Cleaner Production Centre (NCPCs) have been set up in countries,
which include Egypt, Ethiopia, Kenya, Morocco, Mozambique, South Africa, Tanzania, Tunisia,
Uganda and Zimbabwe. Metrology, standards, testing and quality institutions are being strengthened
or established to provide complementary support for health and environmental quality programmes.
The foregoing provides a synopsis of the continent’s sustainable development context. It shows that
while progress in the implementation of development commitments is being made, monumental
challenges remain, which need urgent attention and long-term interventions. It is to these the
activities proposed in this business plan are directed, as the AU-NEPAD agenda is the African
continent’s sustainable development framework.
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III.
SYNOPSIS OF PERFORMANCE IN 2011
III.1
OVERVIEW
Guided by a multi-year business plan, 2010-2014, NEPAD Agency implements activities on an
annual basis and reports twice each year to the AU on its performance. This section presents
highlights of the consolidated performance for 2011. The performance consists essentially of activities
undertaken, outputs produced and results achieved.
Activities of the Agency are guided by its mandate, which is to serve as a technical arm of the AU
with responsibility to:
Facilitate and coordinate the implementation of continental and regional priority programmes
and projects.
Mobilize resources and partners in support of implementation of programmes and projects.
Monitor and evaluate the implementation of programmes and projects.
Conduct and coordinate research and knowledge generation and application.
Advocate AU-NEPAD vision, mission, core principles and values.
There are broadly two dimensions to the activities and thus performance during the year. These are
institutional development and programme and project activities. In summary, these activities were as
follows:
III.1.2 Major Institutional Development Activities
The year 2011 marked the 10th anniversary of the adoption and implementation of NEPAD as the
African continent’s framework for socio-economic transformation. In 2003 the process of integrating
NEPAD into the structures and processes of the AU was endorsed by the AU Assembly. In February
2010 the integration process led to the transformation of NEPAD Secretariat into NEPAD Agency as
a technical arm of the AU. By the end of 2011, the Agency had formally adopted AU rules,
regulations and practices in the areas of human resources management, finance and accounts and
administration. During the year, the sub-committee on NEPAD of the Permanent Representatives’
Committee (PRC) endorsed the Agency’s organizational structure, which becomes operational in
2012.
Events organized in commemoration of the 10th anniversary provided for deeper reflections on the
results achieved over the past decade and offered pointers to the future. Two of such reflections came
from the NEPAD Heads of State and Government Orientation Committee (HSGOC) during the 17th
AU Summit and the NEPAD Week held at the 66th United Nations General Assembly. In March 2012
a colloquium will be organized to give voice to a broader range of development stakeholders to share
their thoughts on the trajectory of the NEPAD Programme.
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During the year, the Agency recorded an unprecedented achievement in facilitating a common
African position on aid effectiveness and was visible in articulating the continent’s voice in major
global development platforms, which addressed issues of significant interest to Africa. These included
the Fourth High Level Forum on Aid Effectiveness that was held in Busan, South Korea on 30
November -2 December 2011, the 17th Conference of Parties to the United Nations Framework
Convention on Climate Change (COP 17), which took place in Durban, South Africa on 28 November
– 8 December 2011; and the Africa Regional Preparatory Conference for the United Nations
Conference on Sustainable Development scheduled for 20-22 June 2012 in Rio de Janeiro, Brazil.
The year witnessed a continuation of the successful integration of NEPAD into the structures and
process of the AU, a review of the Agency’s organizational structure ahead of formal approval in
March 2012 by the NEPAD HSGOC, and implementation of institutional reforms resulting from an
institutional assessment undertaken by Management in September 2011. Results of these reforms will
begin to bear fruits in 2012 and beyond. In the interim, they have contributed to improved
programme operations planning, implementation and review and strengthened synergies across
programmes and projects. The year also witnessed a modest improvement in the staff complement.
III.1.2 PROGRAMME AND PROJECT OPERATIONS
The programme activities of the Agency are carried out in six thematic clusters or priority areas,
namely:
Agriculture and Food Security
Regional Integration and Infrastructure
Climate Change and Natural Resources Management
Human Development
Economic and Corporate Governance
Crosscutting Issues (Capacity Development, Gender and ICT)
Activities undertaken by the Agency during the year were guided by its multi-year business plan for
the period, 2010-2014. The detailed performance of each of the programmes is contained in the
Agency’s bi-annual reports for 2011. What follows are highlights of some of the key achievements:
(a)
Agriculture and Food Security
The number of African countries, which developed and signed the CAADP national compact
rose by 7. This brought the total with CAADP compacts to 30 and one REC, the Economic
Community of West African States (ECOWAS). Of the 30 countries, 21 developed National
Agricultural Investment Plans (NAIPs) required under the compact, which signified
commitment to the 10% government budgetary allocation to, and the pursuit of a minimum of
6% growth rate in, the agricultural sector under the CAADP programme. Of the 21 countries,
18 undertook technical reviews of their investment plans and 15 held business meetings on
the financing of the plans.
Under the Partnership for African Fisheries (PAF) Programme, the Agency provided support
to ECCAS for the coordination of fishery reforms of its member states in order to maximize
the contribution of the fisheries sector to sustainable growth and poverty eradication. The
Agency signed an MoU with China’s Ministry of Agriculture to strengthen cooperation in
agriculture and fisheries between Africa and China and, in October 2011, DFID, NPCA and
China engaged in the Africa-Britain-China (ABC) Trilateral Cooperation project in
Agriculture and Fisheries.
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The Agency collaborated with the AUC to take forward efforts to implement the National
Agriculture and Food Security Investment Plans (NAFSIPs). To this end, it launched the
development of the Agribusiness and Market Access Programme with the goal of supporting
AU Member States and RECs with appropriate policy interventions and improved capacities
for agriculture-related trade issues.
The Rural Futures Programme launched in 2010 as a regionally-coordinated and inter-sectoral
approach to promote the well-being, gainful employment and increased household incomes of
rural populations through rural transformation, was scaled up with strategic engagement of
African and international stakeholders.
Acting as the Secretariat of TerrAfrica, NEPAD Agency provided technical backstopping to
the Government of Togo in the finalization of its investment frameworks for sustainable land
and water management, while the SLM Capacity building project is ongoing with RECs and
funding was secured for the development of the continental agricultural climate change
programme. During the year, the Agency developed an Agriculture Climate Change
Adaptation and Mitigation Framework, while the Grant Agreement of the TerrAfrica
Leverage Fund of US$1.5million was signed.
The Agency made efforts to promote food and nutrition security through partnership
development, consultative meetings, the organization of Africa Food and Nutrition Security
Day, the mainstreaming of nutrition into national agricultural investment plans, and
promotion of school feeding programmes.
The Agency contributed to the creation of the African Fertilizer and Agribusiness Partnership
(AFAP) with the support of the AUC. The key partners are NPCA, AGRA, AfDB, the
International Fertilizer Development Centre (IFDC), USAID and a host of specialized local
agencies. AFAP aims to establish more competitive and sustainable fertilizer markets that
would provide smallholder farmers in Africa with the incentive, initiative and capability to
source and use fertilizer to improve crop production and food security. Significant progress
was made during the year in the preparation of the initiative for implementation. AGRA
committed $25 million to AFAP for the first 3 years and additional funds were pledged by
other donors.
The implementation of the CAADP Programme is producing the desired results. It is heartening to
note that during the year, 10 countries registered an annual growth rate of at least 6% in the
agriculture sector. Eight (8) countries reached or surpassed the 10% budgetary allocation target, while
9 were in the 5% - 10% range. It is also worthy of note that NAIPs from CAADP were among some
of the most successful instruments in the mobilization of financing for agricultural investment on the
continent.
(b)
Climate Change and Natural Resources Management
The Agency:
Undertook a review of the implementation of the Africa Environmental Action Plan with
support from the United Nations Environment Programme (UNEP). The report will provide
valuable lessons and identify emerging issues and challenges, including the green economy
that will need to be addressed by the regions and countries.
Launched a collaborative programme with the Natural Resource Charter (NRC) to support the
implementation of the African Mining Vision in pilot countries. This is partly in response to
the challenges facing high unemployment and promotion of inclusive growth through
integrated development, rural transformation and good governance.
Provided technical support to Africa’s negotiators at COP17/CMP7 on the continent’s
position. It also launched the NEPAD Gender Climate-Smart Agriculture Programme.
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NEPAD Agency Consolidated Annual Business Plan
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Extended support to vulnerable communities in developing disaster risk management
planning to reduce vulnerability resulting from climate change and other natural disasters.
The Agency’s interventions under its climate change and natural resources management programme
have the potential to make a significant contribution to sustainable development on the continent. It
will provide one of the mechanisms for following up on the outcomes of the Rio+20 Summit.
(c)
Regional Integration and Infrastructure
The Agency contributed to the take-off of the implementation of the 7 regional projects
endorsed by the 16th AU Assembly under the AU-NEPAD Presidential Infrastructure
Champion Initiative (PICI).
Broadband Infrastructure: The Agency worked to strengthen Africa’s broadband
communications infrastructure within the context of the Programme for Infrastructure
Development in Africa (PIDA). In the ICT sector, PIDA seeks to ensure that:
o
o
o
All regional and continental infrastructure projects are coordinated in such a way that
all new roads, railways, power, and gas pipelines have provisions for broadband
optical fibres.
Every African country will be linked to at least two submarine cables.
Priority will be given to close gaps in cross-border broadband networks.
Extension of Enabling Environment: The Agency through the e-Africa Programme
contributed to enhancing the enabling environment for ICT infrastructure development by
engaging in-country stakeholders in Nigeria, Djibouti, Niger and South Sudan within the
framework of the Kigali Protocol, which is the basis for the enabling environment for the
development of the AU-NEPAD ICT Broadband Infrastructure Network. Through the PICI,
the e-Africa Programme is working towards the implementation of the selected AU-NEPAD
ICT Broadband Infrastructure project being championed by the President of Rwanda.
Internet Governance: The Agency contributed during the year to the establishment of the
African Internet Governance Forum and is part of ongoing efforts to secure the African
Internet Domain Names “DotAfrica” and “DotAfrique” for the use of the continent.
Community Informatics Network: The Agency contributed to activities to set up the
Community Informatics Network, a multi-sectoral framework for linking all
stakeholders working with ICTs for development in grassroots communities in Africa. The
initial phase of the project targets access to information through the network for agricultural
and rural development. The feasibility study for this project is underway and is expected to be
completed by mid-2012.
Harmonisation and Coordination of Regional and Continental ICT Programmes: Under the eAfrica Programme, the Agency collaborated with the Information Society Division of the
AUC, ICT experts from RECs, ICT Specialized Agencies of the AU, UNECA and ITU to
design a framework for harmonizing and coordinating regional and continental ICT
programmes and projects. It will facilitate the implementation of this framework in 2012 to
ensure its effectiveness.
The Agency launched the process of supporting newly-independent South Sudan on strategic
planning, infrastructure, agricultural investments and public sector capacity development
under a South Sudan Development Initiative (SSDI), in conjunction with Kenya, UNECA and
UNDP.
Development of a Bio-energy Programme: A significant progress was made by the Agency in
the development of Africa’s Bio-energy programme. The programme will address strategic
policy issues and priorities in the development of a sustainable bio-energy industry in Africa.
The draft programme document has been developed and inputs and comments from
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2012
stakeholders are currently being sought. The Agency is partnering with the Global
Biotechnology Transfer Foundation, the UN Foundation and the Institute for Crop Research
in the Semi Arid Tropics to develop a Bio–economy programme targeting resettlement of
1000 households in sub-Saharan Africa as a first phase.
(d)
Human Development
To drive African Medicines Regulatory Harmonization (AMRH) for improved public health
through increased access to quality essential medicines, the Agency during the year developed
requisite planning, financing and management frameworks, while a Multi-Donor Trust Fund
(MDTF-AMRH) was established in agreement with the World Bank and the Bill and Melinda
Gates Foundation.
Following the official launch of Phase II of the African Science and Technology Indicators
Initiative (ASTII), participating African countries has grown from 19 to 28. The Agency
commenced the process of working to support the development of the capacity of countries to
conduct both R&D and innovations surveys.
The Agency and key partners convened the International Conference for Young Scientists
during the year, which brought together young scientists from all over Africa. This enabled
sharing of experiences on the role of indigenous knowledge systems and S&T in climate
change adaptation and mitigation. It led to the creation of a youth champion cadre.
AUC and the Agency officially launched the African Innovation Outlook Series and the
Second Phase of ASTII in May 2011 with a commitment to strengthen the African
Observatory on Science Technology and Innovation (AOSTI).
In cooperation with ECCAS, the Nurses and Midwives Education Programme was undertaken
in Gabon, Chad and the Republic of Congo as pilot countries. The Government of China
approved a grant of US$1.5 million to the Agency to support the implementation of the
programme in the ECCAS region.
(e)
Economic and Corporate Governance
Within the NEPAD-OECD Africa Investment Initiative, Zambia and Mozambique have
been using the Policy Framework for Investment (PFI) to improve business climate through
the programme titled “Unlocking Southern Africa’s Investment Potential”.
To accelerate Africa’s investment in agriculture and infrastructure, the 5 th Ministerial
Conference of the NEPAD-OECD Africa Investment Initiative in April 2011, which the
President of Senegal declared open, underscored the importance of mobilizing green
investment for growth and employment.
(f)
Crosscutting Issues
(i)
Capacity Development
o
o
In the implementation of the AU-NEPAD Capacity Development Strategic
Framework (CDSF), the Agency developed and launched during the year the Africa
Platform for Development Effectiveness (APDev) as a mechanism for developing
African consensus around issues relating to aid effectiveness, south-south cooperation
and capacity development.
With support from key development partners, which included UNDP, UNECA,
AfDB, UNAIDS, ACBF, UN Women, Oxfam and Trust Africa, the Agency
successfully facilitated the emergence of a common African position for the 4th High
Level Forum on Aid Effectiveness held in Busan, South Korea in NovemberDecember 2011.
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NEPAD Agency Consolidated Annual Business Plan
o
o
(ii)
The Agency developed African best-practice case studies on development
effectiveness to improve capacity development for south-south cooperation.
In partnership with WBI and UNDP, the Agency launched a REC-to-REC knowledge
exchange programme to strengthen RECs institutional capacity through knowledge
exchange and mutual learning under the AU-NEPAD Capacity Development Support
Programme for RECs. The inaugural dialogue was hosted by ECOWAS and focussed
on regional trade integration, while the two that subsequently followed through
video-conferencing, exchanged best practices on institutional development amongst
RECs.
Gender Programme
o
(g)
2012
During the year, the Agency launched the processing of applications for the Second
Phase of the NEPAD-Spanish Fund for African Women Empowerment. This phase
will involve the disbursement of €10 million to national and sub-regional organizations
as well as support the effective take-off of the regional project - Business Incubation
for African Women Empowerment (BIAWE) in COMESA and ECOWAS.
Partnerships, Resource Mobilization and Communication
Africa’s strategic partnership with the G8 was strengthened during the year with the G8-Africa
Partnership Summit held in Deauville in May 2011, which provided policy space for the
continent’s leaders to engage G8 counterparts on Africa’s development priorities, especially
peace and security, economic development issues and mutual accountability.
The Agency and the AUC collaborated in producing the first AU-NEPAD Accountability
Report, which assessed a decade of Africa-G8 partnership commitments from Genoa to
Muskoka (2001 - 2010). The report highlighted progress on the continent’s reform agenda and
the imperative for G8 countries to fully meet their commitments to Africa. The report was
presented to the G8 Summit.
The Agency renewed partnership engagements with key partners in support of the NEPAD
agenda. Among these were UNECA, ACBF, EU, UN-OSAA, and UNDP Regional Bureau for
Africa. Modalities for implementing the existing MoU with UNECA were agreed upon through
a Multi-Year Programme Implementation Plan, while an MoU was finalized with UNDP and a
joint implementation plan worked out focusing on key areas of cooperation.
As a step towards consolidating partnerships and institutional cooperation, the Agency
concluded MoUs with partner institutions, which included the Global Alliance for Improved
Nutrition (GAIN) for the creation of linkages between the Scaling-Up Nutrition (SUN)
initiative and CAADP; NEPAD Business Foundation; ACP-EU Technical Centre for
Agricultural & Rural Cooperation (CTA); and the Pan-African Great Green Wall Agency. It
signed a Cooperation Agreement with Michigan State University (MSU) and an institutional
cooperation agreement with UNDP towards the end of the year.
Through the UN Communication and Advocacy Cluster and the 2nd Regional Media Dialogue
held in June 2011, AUC and NPCA are working closely with OSAA and UNECA, along with
media practitioners, to develop a continent-wide framework to strengthen communication and
outreach towards promoting increased visibility for AU-NEPAD programmes.
The Agency provided technical back-stopping for the 17th Africa Partnership Forum (APF), the
Business Roundtable on Accelerating reforms to spur infrastructure investment in Africa and a
follow-up to the Cannes G20 Summit.
In partnership with UNECA, the Agency began the preparation of a policy brief on domestic
resource mobilization for the implementation of NEPAD programmes and engaged AU
technical institutions in sharing experiences and lessons.
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NEPAD Agency Consolidated Annual Business Plan
(h)
2012
Strategy, Policy and Knowledge Management
During the year the Agency carried out an audit of its knowledge management needs with the
support of the Human Sciences Research Council (HSRC) of South Africa. In addition, a
rapid assessment of all the systems and tools supporting knowledge management within the
Agency was concluded with UNDP support.
In order to learn lessons and identify improvement opportunities, the Agency in collaboration
with UNDP, ECA and AfDB launched a review of NEPAD implementation since inception.
The Agency established a planning, monitoring and evaluation task team to develop
appropriate systems, mechanisms and tools for the implementation of a full M&E function.
During the year, a draft M&E policy was developed to guide the Agency.
(i)
African Biosciences Initiative
NEPAD Agency has through the African Biosciences Initiative (ABI) continued to implement the
CPA in conformity with the regional networking approach adopted by the African Ministerial
Conference on Science & Technology (AMCOST). The ABI is a cluster of three of the 13 flagship
programmes in the CPA namely biodiversity, biotechnology and indigenous knowledge systems and
technology. Through the continent wide regional networking approach, institutions have made their
resources available to address common challenges in the region in the areas of human health,
agricultural productivity, biodiversity management, and sound environmental management. During
the reporting period, the Southern Africa Network for Biosciences (SANBio), a regional network
covering 12 countries in Southern Africa, continued to implement activities in R & D and capacity
building. SANBio is growing and enhancing the capacity of institutions and individual scientists to
conduct biosciences-related research in Africa and to develop and deliver new technologies.
In 2011 SANBio was successful in its establishment as a credible programme, with achievements in
the areas, among others:
•
•
•
Human capacity development: More than 23 PhD and master’s level scientists were supported
and have graduated with an appreciable increase in female research scientists
- Special skills courses were conducted throughout the region in fish farming, mushroom
production, technology transfer and commercialization, project management, management of
Intellectual property issues, and bioinformatics.
Upgrade of infrastructure: established a bioinformatics centre at the University of Mauritius
and an indigenous knowledge centre (IKS) at North West University in South Africa.
Research & Development: 5 regional research initiatives were undertaken, most of which
have resulted in published papers and others are nearing product development stage
including:
•
•
•
•
Development of a small-scale mushroom growing project in Namibia, Malawi, and
Swaziland
Scientific assessment of traditional remedies. This research resulted in the
identification of a remedy, which has potential for combating HIV-1 subtype C virus.
Preclinical trials are complete and Phase I clinical trials will be commissioned in
2012.
Increased livestock production through the control of tick-borne diseases using
traditional remedies.
Documentation of indigenous legumes and vegetables of Southern Africa to promote
their domestication and usage.
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During the year, under the auspices of ABI, a new strategic plan 2012-2016 was developed, which
includes SANBio’s programmes. The Network has developed strong visibility and enjoys good
support by African stakeholders and development partners.
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NEPAD Agency Consolidated Annual Business Plan
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IV.
2012 WORK PROGRAMME
IV.0
INTRODUCTION
This section presents the NEPAD Agency work programme for 2012. It outlines the key results areas
associated with the Agency’s mandate, programme and project activities that will be undertaken, the
components of the knowledge management system and deliverables under programme support
activities. Also presented are the person-days of missions that will be conducted during the year in the
delivery of the programmes and projects. The details of the sector work plans are in the Annex.
IV.1
EXPECTED RESULTS
IV.1.1 Key Programme and Project Outcomes
Each programme and project undertaken in this business plan is expected to contribute to the
achievement of one or more of the following key results areas:
(a) Frameworks and Mechanisms for Implementation of AU-NEPAD Programmes
Harmonized frameworks facilitated or developed by NEPAD Agency for programme
implementation.
Increase in the number of RECs and countries implementing NEPAD Agency-facilitated
harmonized frameworks.
NEPAD Agency-facilitated and HSGOC endorsed policy and programme implementing
mechanisms applied by RECs and countries.
Commitment to AU-NEPAD development framework enhanced among RECs, countries and
development partners.
(b) Resource Mobilization and Partnership Development
Amount of resources mobilized for programme implementation.
New strategic partnerships and programme funding mechanisms developed.
Private sector participation heightened in programme consultation, development, funding and
implementation.
Development partners’ platform created or strengthened to harmonize and coordinate
development assistance to programmes and projects.
(c) Programme Management
Contributions made to timely and cost-effective implementation of infrastructure projects.
Continental and regional standards and quality assurance system established and promoted.
Application of AU protocol on AU-NEPAD programmes successfully facilitated.
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Progress in regional integration facilitated in the 8 AU-recognized RECs.
Contributions made to the reconstruction and rehabilitation of post-conflict countries,
especially South Sudan.
(d) Gender Empowerment and Youth Development
Gender equality and women empowerment promoted through participation in povertyeradicating socio-economic activities; improved access to education, health, land, credit,
property and inheritance rights; capacity and space created for representation in policymaking
organs; and activities to eliminate gender-based violence and harmful traditional practices.
Application of AU gender policies facilitated in RECs, countries and major institutions.
Gender responsive policy, planning, budgeting (gender budgeting), databases (genderdisaggregated data) and development management frameworks facilitated and promoted for
application by RECs, countries and major institutions.
Youth employment-generating and leadership-development initiatives promoted.
(e) Knowledge Management
Best practices, innovations, new knowledge and transferred technology shared and applied by
countries from and in the implementation of AU-NEPAD programmes.
Collated, shared and applied best practices in regional cooperation and development.
(f) Capacity Development
African voice, consensus and common position articulated and facilitated in regional and
multilateral fora.
Stability in policy and governance environment engendered through capacity development.
Capacity developed for implementation of protocols relating to AU-NEPAD programmes.
Capacity developed for RECs, post-conflict and severely capacity-deficient countries to
implement specific AU-NEPAD programmes.
New generation of leaders developed.
IV.1.2 Intermediate Outcomes
In the pursuit of these results, NEPAD Agency will be guided during the year by the need to achieve
the following intermediate results, among others:
Improved stakeholder consultation in programme design and implementation.
Strengthened systems, processes and procedures in programme development, appraisal,
implementation and management.
Enhanced operational capacity of regional and core national institutions in the delivery of
specific AU-NEPAD programmes.
Improved monitoring, evaluation and reporting on the performance of programme and project
performance.
Development of capacity for evidence-based policymaking.
Development of accessible databases to facilitate access to knowledge products and services
for high quality programme and project development, implementation, monitoring and
evaluation.
Systematic collation, documentation and sharing of replicable experiences and best practices.
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NEPAD Agency Consolidated Annual Business Plan
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IV.1.3 Programme and Project Management Process Improvements
NEPAD Agency, during the year will continue with on-going efforts to strengthen the programme and
project development and management process. Improvements will include the following, among
others:
Production of programme operations guidelines to facilitate the application of standard
project management procedures across all programmes and projects and to ensure improved
programme and project closure processes.
Up-scaling of the present programme monitoring and evaluation system to an M&E Unit in
the Bureau of the CEO.
Emphasis on development results or outcomes of programmes and projects as against
activities undertaken.
Strengthening of link between the Capacity Development Programme Unit and all sector
programmes for better articulation, coordination and response to capacity issues, especially of
the Programmes Directorates.
Enhancement of working relationship between the Gender Programme and all sector
programmes to ensure compliance with gender equality and women empowerment
conventions, policies and guidelines.
Production of an Annual Status Report on the Portfolio of Programmes and Projects as a tool
for improving programme management, addressing challenges and constraints, as well as
identifying, documenting and sharing best practices.
Promotion of organizational practices that build and nurture team work and spirit as well as
productive inter-Directorate collaboration and cooperation.
IV.2
SUMMARY OF 2012 ACTIVITIES
During the year, the activities of NEPAD Agency will consist of core programmes and projects, as
well as programme support operations, which are activities that will be undertaken to facilitate the
delivery of the core interventions. Thus, Agency will continue with the implementation of ongoing
programmes and projects and develop new ones. The full details of these interventions are presented
in the Annex. What follows below is list of the key activities that will be undertaken:
IV.2.1 CORE PROGRAMMES AND PROJECTS
IV.2.1a Agriculture and Food Security
(i)
Comprehensive Africa’s Agricultural Development Programme (CAADP)
CAADP provides a framework for an agriculture-led sustainable socio-economic growth and
development in Africa. Its main objective is to eradicate poverty and eliminate hunger. Since its
launch, the implementation of CAAD has witnessed an increase in momentum at country level. This
has been due largely to increasing demand by countries for growth in agricultural output and
productivity. The main focus revolves around two thematic areas, namely; (i) increased financing,
especially private sector investment in agriculture development programmes; and (ii) enhancing
country level ownership and responsibility in driving implementation of the CAADP agenda.
Emphasis is also placed on enhancing capacity for mutual accountability as well as in strengthening
implementation capacity in state and non-state institutions, in collaboration with the AUC. During the
year, the CAADP Programme will undertake the following activities:
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NEPAD Agency Consolidated Annual Business Plan
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Development of tools and guidelines for provision of experts support to countries.
Training of 50 experts in the provision of technical support to countries.
Development and operationalization of knowledge, information and analytical skills support
system to RECs and countries.
Provision of 15 countries and 2 RECs experts support in CAADP implementation process.
Increase in number of countries with high quality National Agricultural and Food Security
Plans to 20.
Provision of support to 15 countries to mainstream regional trade, climate change, gender
equality and women empowerment, food security, among others, in their national agricultural
investment plans.
Revision and dissemination of CAADP guidelines for country CAADP teams.
Promotion of visibility of CAADP among parliamentarians, senior government officials and
major global forums.
Refinement of CAADP M&E and reporting system.
Evaluation of effectiveness of M&E tools in 8 countries.
Strengthening of capacity of 10 countries in the use of economic, demographic, genderdisaggregated and environmental statistics in the formulation, implementation and evaluation
of national agricultural and food investment plans.
Engagement of the private sector in the financing of CAADP activities.
Development of specialized database on Africa’s agriculture.
Publication of 3 CAADP information notes.
Publication of CAADP Newsletter.
Conduct of 2 studies to document and share replicable practices in CAADP process.
(ii)
Partnership for African Fisheries (PAF)
The Partnership for Africa’s Fisheries (PAF) is a flagship programme of the NEPAD Agency
designed to deliver the continent’s fisheries goals within the CAADP framework. It provides support
to African countries to consider, determine and implement responsive reforms in fisheries governance
and trade in order to ensure sustainable contribution of fisheries towards the CAADP target of 6%
annual growth in the agricultural sector, as well as generate economic growth and create wealth.
Following the recommendations of the Conference of African Ministers of Fisheries and Aquaculture
(CAMFA) of September 2010, a Framework for the African Fisheries Reform Strategy was developed
to provide guidance for effective implementation of the Comprehensive African Fisheries Reform
Strategy (CAFRS). Since its launch in 2009, PAF has operated as a Programme within the NEPAD
Agency. In October 2011, PAF completed its transformation and will now be managed as a Special
Purpose Vehicle (SPV), operating a common pool of funds within the NPCA structure. Through the
SPV, the NPCA and the Food and Agriculture Organization (FAO) have established the NEPADFAO Fish Programme (NFFP). The NFFP is a 5 year programme running from 2011- 2015, with a
total budget of US$12.9 million. The Swedish International Development Agency (SIDA) has
pledged approximately US$5.5 million for the first three years of the Programme. NEPAD Agency
and FAO currently work together to mobilize additional funds for the Programme. The interventions
planned for the year consist of the following:
Development of CAFRS.
Integration of CAFRS into regional and national fishery activities and reforms.
Development of fisheries investment scenarios for 4 post-CAADP countries.
Organization of PAF bi-annual retreat and quarterly meetings of the Steering Committee.
Design and implementation of fisheries reform strategies for SADC, COMESA, ECOWAS
and ECCAS.
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NEPAD Agency Consolidated Annual Business Plan
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Development of resource mobilization strategy for fisheries within the wider post-Compact
intervention.
Establishment of South-South cooperation in fisheries research and knowledge exchange.
Establishment of a regional learning platform in fisheries for Ghana, Sierra Leone, Senegal,
Gabon and São Tomé & Príncipe.
Facilitation of a regional and continental-level knowledge exchange programme in fisheries.
Development of policy briefs and guides for African delegates at international negotiations
fora.
Provision of technical guidance to 4 RECs in the integration of fishery sector into their
economic integration policy reforms.
Documentation of best practice cases in fisheries governance structures, processes and
instruments.
Collaboration with NEPAD Agency Capacity Development Programme Unit to identify
fishery capacity needs of member states and RECs and through the NEPAD University
Fishery Network (Afri-FishNet).
Encouragement of member states to include fishery in their CAADP compacts and National
Agricultural Investment Plans.
Development of a regional and continental “Fish Experts Pools” to provide technical
expertise for engagement in the CAADP process and the development of post-compact
fisheries investment plans.
Finalization and launch, jointly with DFID and China Ministry of Agriculture, the ABC
Trilateral Cooperation.
Development of think-tank functions, including a community of practice, around fisheries.
(iii)
Sustainable Land Management/TerrAfrica
TerrAfrica and the Institutional Support Project to NPCA and RECs for Sustainable Land
Management (SLM) in Africa are regional initiatives to enable African governments, the international
development community and other global, regional and national stakeholders to better coordinate
efforts aimed at up-scaling the financing and mainstreaming of effective and efficient country-driven
SLM practices. Launched in 2005, the TerrAfrica platform was designed to be an important support
to the implementation of the objectives of the UN Convention to Combat Desertification (UNCCD). It
directly supports the objectives of CAADP and the Action Plan of the NEPAD Environment Action
Plan as well as the Institutional Support Project to NPCA and RECs. During the year, the core
activities of SLM/TerrAfrica Programme will consist of the following:
Development of 2 new sustainable land and water management projects.
Implementation of sustainable land and water management investment plans in 3 countries.
Development of knowledge and information support system for sustainable land and water
management projects.
Delivery of 2 regional training programmes to sustainable land and water management
national teams.
Organization of 2 partners’ consultative meetings.
Production of an Annual Update on SIP Implementation.
Production of knowledge and lessons on SLM practices utilized to inform and negotiate
policy and planning processes.
Negotiation and signing of 3 partnership agreements.
Negotiation and signing of 2 grant agreements.
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NEPAD Agency Consolidated Annual Business Plan
(iv)
2012
Agribusiness and Market Access Programme
The NEPAD Agency Agribusiness and Market Access Programme aims to support CAADP
implementation through provision of demand-driven technical support to African countries and RECs
in translating investment plans into programmes for implementation. The Agribusiness programme
has a focus on promoting value chains in Africa’s priority agricultural commodities in the context of
the 2006 Abuja Food Security Summit. Accordingly, the Programme contributes towards the
attainment of the goal of food security and provides a strategy for raising household incomes among
smallholder farmers through promotion of favourable trade in agricultural commodities. It focuses on
developing and strengthening policies, improving capacities for trade, as well as facilitating, upscaling and promoting replication of successful initiatives. The Programme promotes experience
sharing and peer learning, and the development of partnerships for trade promotion. The core
objectives of this Programme include a) enhanced capacity for, and integration of value chains into,
National Agricultural and Food Security Investment Plans (NAIPs); b) Enhanced participation of the
private sector in the formulation and implementation of NAIPs; and c) Enhanced competiveness of
Africa’s traditional commodities in national, regional and international markets. The Agribusiness and
Market Access Programme will undertake the following activities in 2012:
Finalization and launch of NEPAD Agency Agribusiness and Trade Promotion Strategy
(NATS).
Mobilization of resources for implementation of NATS.
Establishment of Africa Trade Resource Centre at NEPAD Agency.
Facilitation of training of trainers on WTO trade facilitation.
Strengthening relationship between Aid for Trade (AfT) and CAADP.
Strengthening of relationship between the Enhanced Integrated Framework (EIF) and
CAADP.
Conduct of a study on the comparative and complementary relationship between EIF
Diagnostic Trade Integration Studies and CAADP investment plans in 4 countries.
Organization of the Annual Africa Agribusiness and Trade Fair on Africa’s Trade and
Investment Potentials.
Publication of an annual update on the state of Agribusiness Programme Implementation.
(v)
Rural Futures Programme
The NEPAD Agency Rural Futures Programme (RFP) emanated from the Decision of the African
Heads of State taken during the 17th African Union Assembly of January 2011 for an integrated
development initiative to promote rural transformation as a means for improving rural employment
and livelihood opportunities, facilitating sustainable national economic development, and ensuring
exchange of best practices on rural development. The Programme is specifically designed to ensure
the full participation of the rural communities in the development process. It offers an opportunity for
an integrated approach to development, identifies targets for value addition on existing programmes,
enhances linkages with other social and economic development programmes and develops non-farm
activities for critical areas like rural employment creation. The RFP aims to address the challenges of
rural transformation and employment creation on the continent. The Programme is broadly organized
around four major pillars of action, namely: i) Strengthening of the institutional and policy
architecture to advance rural transformation; ii) Investing in structural change by launching initiatives
and encouraging large scale multiplication of best practices; iii) Mobilizing actions, innovations and
investments to support rural transformation; and iv) Building broad-based partnerships. The Rural
Futures Programme will deliver the following activities during the year:
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NEPAD Agency Consolidated Annual Business Plan
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Development of a strategy and programme for rural development.
Implementation of pilot projects in 5 countries.
Cultivation of technical cooperation and partnership for implementation of the pilot projects.
Development of an Africa-wide programme on livestock.
Development and launch of an African Orphan Crops programme.
Provision of inputs on Africa’s agricultural research and food security for the G20 policy
agenda.
Development and implementation of an African post-harvest programme.
Development and launch of a project to train rural entrepreneurs.
Development of South-South cooperation programme for rural development.
Conduct of rural futures policy dialogue.
(vi)
Fertilizer Programme
Activities to be undertaken under the Fertilizer Programme will consist of the following:
Monitoring of implementation of the Abuja Declaration on fertilizers for an African green
revolution.
Production of a NEPAD Expanded Agribusiness and Trade Promotion Strategy.
Launch of activities for the implementation of the African Fertilizer and Agribusiness
Partnership.
Facilitation of the roll-out of the African Soil Health Consortium.
Development of policy materials for the implementation of the African Soil Health
Consortium project.
Development and implementation of programmes to facilitate private sector and publicprivate sector initiatives to improve performance of fertilizer value chain.
Implementation of capacity development programmes, including training to identify and
strengthen value chain.
Development of country plans for implementation of the Abuja Declaration on Fertilizers.
Development of strategies for integrating findings and recommendations of the NEPAD
Fertilizer Subsidy Study into national subsidy policies.
Production of the 8th Progress Report on implementation of the Abuja declaration on fertilizer
for an African green revolution.
Organization of stakeholders’ meeting to validate findings of NEPAD Fertilizer Subsidy
Study.
Development of a training manual and delivery of country-level training to improve quality of
fertilizer statistics in Africa.
(vii)
Food and Nutrition Programme
The Food and Nutrition Programme will deliver the following activities during the year:
Conduct of a review of nutrition policies and programmes in 5 countries on dietary diversity,
fortification, maternal and child nutrition and home-grown school feeding.
Development and implementation of advocacy programmes for improved design and delivery
of nutrition policies and programmes.
Establishment of platforms for strengthening RECs and countries’ nutrition policies and
programmes.
Production of AU-NEPAD Continental Food and Nutrition Security Report and Score Card.
Production of AU-NEPAD Food and Nutrition Blue Print.
Conduct of a review of Implementation of Home Grown School Feeding Programmes in 5
African countries.
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NEPAD Agency Consolidated Annual Business Plan
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IV.2.2 Regional Integration and Infrastructure Development Programme
(i)
Transport Infrastructure
The NEPAD Agency Regional Integration and Infrastructure Development Programme is one of the
Agency’s most extensive programme operations. It consists of interventions to spur regional
integration and facilitate the development of the continent’s infrastructure, which consist of transport,
energy, water and sanitation, information and communications technology and irrigation. The
Programme recently took on the AU-NEPAD Presidential Infrastructure Champion Initiative (PICI)
that was endorsed by the 16th AU Summit. It covers projects in the AU 5 regions. At present, the
initiative supports 7 projects. These are listed below along with the coordinating (champion)
countries:
The Missing links of the Algiers to Lagos Trans-Saharan Highway and the Algiers to Abuja
Optic Fibre project – Algeria.
The Dakar-Ndjamena-Djibouti Road and Rail project – Senegal.
The North-South Corridor Road and Rail project - South Africa.
The Kinshasa-Brazzaville Road and Rail project - Republic of Congo.
The Water Management, River and Rail Transport projects – Egypt.
The Nigeria-Algeria Gas Pipeline project – Nigeria.
The ICT Cross-Border Broadband and Link to Fibre Optic project – Rwanda.
In addition to facilitating the implementation of the PICI, the Regional Integration and Infrastructure
Development Programme in 2012 will undertake the following activities:
Development of the Lamu-Douala transport corridor.
Conduct of TAH missing link feasibility studies.
Development of Africa Infrastructure Information Management System for enhanced
monitoring and evaluation of PIDA projects.
Development of an M&E plan for PIDA projects for improved monitoring and reporting
Organization of a consultative workshop with PICI champions and corridor states
Organization of a workshop on the North-South Corridor project.
Design of the Single African Sky Phase 1 project.
Implementation of the Yamoussoukro Decision.
Conduct of feasibility studies on 6 Smart pilot corridors for transport and trade.
Strengthening of IAIDA capacity for implementation of PIDA.
(ii)
NEPAD Agency Energy Programme
The NEPAD Agency Energy Infrastructure Programme places emphasis on its Bio-energy
Programme during the year as one of the Agency’s priority areas for 2010-2014. The Programme has
two foci. The first addresses bio-energy issues at small-holder farm level and the second focuses on
bio-fuel policy. The programme document on bio-energy in small-farm holdings has been designed. It
awaits funds for implementation. A draft of the bio-fuel policy initiative is ready and awaits
comments from stakeholders. The Agency is partnering with a number of institutions, which include
the Global Biotechnology Transfer Foundation, the UN Foundation and the Institute for Crop
Research in the Semi Arid Tropics to develop a bio-energy programme targeting resettlement of
households in the regions.
The Programme involves developing policies for sustainable exploitation of bio-energy and
production of low-cost technologies for producing bio-energy for rural communities. Two key
projects are in the pipeline following stakeholders’ technical consultations held in 2010. The first
addresses Bio-energy issues at policy level and the second is on the development of low-cost
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technologies for bio-energy production in small-farm holdings setting. The programme is being
developed in collaboration with partner institutions within and outside Africa. Also, a draft policy
framework on NEPAD Bio-energy programme has been developed and currently undergoing review
within the Agency. Thus, during the year, the following activities will be carried out:
Facilitation of implementation of Short Tem Priority Action Plan (PAP), 2012-2020.
Organization and participation in investors’ roundtable meetings.
Production of report on the status of implementation of PAP.
Development of a concept note on the setting-up requirements for energy database
development.
Development of programme document for NEPAD Agency Bio-energy Initiative for Smallholder farms.
Development of a policy framework on sustainable bio-energy industry in Africa
Other activities that the Agency will undertake will consist of the following:
NEPAD Agency Geothermal Programme:
Development of draft policy framework for the development of geothermal energy in
Africa
Development of training programmes for capacity development in geothermal
energy
NEPAD Agency Nuclear Energy Programme
Organization of workshop to develop draft roadmap for safe utilization of nuclear
energy in Africa
NEPAD Agency Solar Energy Utilization Programme
Organization of workshops and meetings to develop conceptual frameworks and
identify possible projects.
(iii)
e-Africa Programme
The NEPAD Agency e-Africa (Information and Communications Technology) Programme is
structured around 4 pillars namely: ICT Broadband Infrastructure; e-Skills and Capacity
Development; e-Applications and Services; and Cross-cutting Themes: Governance and Partnerships.
The ICT Broadband Infrastructure Programme aims to ensure that every African country is connected
to its neighbours through broadband fibre optic links, and Africa is linked to the rest of the world by
broadband submarine cables. The broadband infrastructure programme is guided by the nondiscriminatory open-access principles of the Kigali Protocol. Through the PICI, the e-Africa
Programme is working towards the implementation of the AU-NEPAD ICT Broadband Infrastructure
project championed by Rwanda. During the year, the e-Africa Programme will undertake the
following activities:
Organization of ICT programmes harmonization meetings.
Leading of African delegations to WRC and ICANN meetings by AUC and NEPAD Agency.
Organization of workshops on regional and continental ICT programmes.
Development of AU-NEPAD e-Schools Implementation Plan.
Production of an M&E Report on AU-NEPAD e-Schools.
Development of a strategy for Pan African e-Network support to rural e-Schools.
Development of legal and regulatory frameworks for e-Commerce and e-Payments.
Development of a Community Informatics Platform and Mechanism.
Establishment of a technical body for DotAfrica.
Set up of Coordination Mechanism for ICT infrastructure in line with IAIDA.
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Development of a broadband infrastructure plan for South Sudan.
Production of reports on broadband infrastructure and business plans for West and Central
Africa.
Production of an inventory of continental ICT broadband.
Production of reports on home and away roaming implementation in EAC, ECCAS,
ECOWAS and SADC sub-regions.
Production of a report on broadband capacity pricing trends in Africa.
IV.2.3 Human Development
(i)
African Medicines Regulatory Harmonization (AMRH) initiative
The overall aim of the African Medicines Regulatory Harmonization (AMRH) initiative is to
improve public health by increasing access to safe and effective medicines of good quality for the
treatment of priority diseases affecting the African population through harmonization of medicines
regulation. Specifically, the programme works to substantially increase the number of countries and
RECs implementing medicines registration harmonization (MRH) projects by 2015. The initiative is
expected to achieve the following objectives: i) Establish regional and sub-regional frameworks for
combating sub-standard and counterfeit medicines by African countries and RECs by 2015, ii)
Establish a comprehensive and sustainable training programme for African medicines regulators in
5 Regional Centres for Regulatory Excellence and selected academic institutions by 2015 and iii)
Raise AMRH visibility through collaboration with countries, regional, continental (AUC and Pan
African Parliament), and partners including the Chirac Foundation. The AMRH Programme will
deliver the following activities during the year:
Establishment of 3 Regional Centres of Regulatory Excellence (RCORE).
Launch of training in medicines regulatory science in 1 academic institution.
Publication of Situation Analysis Reports for EAC, SADC, ECOWAS; and Central and North
Africa.
Development and dissemination of information and publicity materials on AMRH.
Production of draft legal framework document (model law) on medicines regulation and
harmonization and organization of stakeholders’ review of the document.
Development of Strategic Direction on Health and Pharmaceutical Programmes.
Development of MHR project proposals for Central Africa, North and East Africa.
Implementation of AHRM programme in SADC, EAC and ECOWAS sub-regions
Production of an assessment report on NEPAD Agency’s Involvement in the Health Sector.
Development of NEPAD Agency Health Programme Strategy.
Negotiation of a Collaborative Programme with UNAIDS.
Engagement of Pan African Parliament on AMRH initiative.
Development of new proposal on health programme for partners’ support.
Preparation of a programme on clinical health trails regulation.
Organization of stakeholders’ roundtable to define priorities in NEPAD Agency Health
programme.
Preparation of report on NEPAD Agency Public Health Delivery Programme.
(ii)
Research for Health (R4HA) Initiative
The Research for Health Africa (R4HA) Initiative focuses on improving the quality and relevance of
health policy research produced in Africa by African countries. The initiative’s objectives are to: i)
support African ownership and optimal utilization of health research to achieve health equity, reduce
poverty, and contribute to the socio-economic development of countries, regions and the continent;
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and ii) strengthen the existing capacity of African institutions and networks to support the process of
capacity building at the governance and policy levels of national health research systems.
(iii)
African Science, Technology & Innovation Indicators Initiative (ASTII)
The African Science, Technology and Innovation Indicators (ASTII) Initiative is a programme within
the African Science and Technology Consolidated Plan of Action being coordinated by NEPAD
Agency. The Action Plan was adopted in 2005 by the African Ministerial Council on Science and
Technology (AMCOST) as a framework that articulates Africa’s vision for applying science,
technology and innovations in its development agenda and for Africa’s full integration into the world
economy and response to its socio-economic challenges. The first phase of the ASTII programme ran
from 2007 to 2010 and served as a learning period, which gave 19 African countries the means and
opportunity to engage in mutual learning and sharing of knowledge to improve the measurement of
the contributions of science, technology and innovation to development. This phase was implemented
in 19 countries and was coordinated by the NEPAD Agency in collaboration with the Directorate of
Human Resources, Science and Technology of the AUC (AUC-HRST). Financial and technical
resources for ASTII have so far come from the participating countries and through a grant from the
Swedish International Development Agency (SIDA). Participating countries conduct Research and
Development (R&D) and Innovation surveys, the outcomes of which are captured in the African
Innovation Outlook (AIO). ASTII is implemented through designated Focal Points at national levels
coupled with coordination at continental level through AUC–HRST and NEPAD Agency. ASTII will
carry out the following activities during the year:
Continued implementation of ASTII.
Establishment of 8-10 new ASTII national focal points.
Increase of current 28 membership of ASTII by 8-12 new countries.
Publication of the 2nd issue of Africa’s Innovations Outlook.
Alignment of ASTII activities with RECs’ S&T programmes.
(iv)
African Science and Technology Consolidated Plan of Action
During the year, the Agency will continue to play its pivotal role in the implementation of the AUNEPAD African Science and Technology Consolidated Plan of Action (CPA). To this end, it will
undertake the following activities:
Lead the conduct of the review of the CPA and amendment of the Action Plan based on
recommendations that will result from the review.
Production of the Review Report on the CPA.
Production of a Lessons Note on the implementation of the CPA.
Production of a status report on the domestication of the CPA in RECs.
Development of strategy for rolling out engineering programmes in the CPA.
Launch of exploration of innovative strategies for financing science-based higher education and
research in Africa.
(v)
Eval-Health Research Project
The Eval-Health Project is a research project aimed at developing and testing methodologies for
monitoring and evaluating health-related European Commission-funded interventions in developing
countries. The 3-year project, funded by the European Commission under the Commission’s Seventh
Framework Programme (FP7) runs until December 2013. The project in NEPAD Agency has
produced knowledge products in monitoring and evaluation of health research projects and best
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practices in the monitoring and evaluation of the health impact of projects and programmes. During
the year, the Eval-Health Research Project will carry out the following activities:
Development of new tools and methodologies to evaluate impact of health research projects.
Organization of a validation workshop by stakeholders (health experts, member states, RECs
and AUC) for tools and methodologies developed.
Launch of application of methodologies in pilot countries.
(vi)
Nurses and Midwives Training
During the year, the Nurses and Midwives Training Programme will launch a postgraduate training
programme in nursing and midwifery in Gabon, Chad and Republic of Congo.
IV.2.4 Climate Change and Natural Resources Governance
The NEPAD Agency Climate Change and Natural Resources Governance Programme is designed
within the context of the AU-NEPAD Environmental Action Plan (EAP),which is geared towards
tackling Africa’s environmental challenges while at the same time combating poverty and promoting
socio-economic development. Seven years since the adoption of the EAP, progress has been recorded
in the development of Sub-Regional Environment Action Plans (SREAPs) in ECCAS, ECOWAS,
SADC, IGAD and UMA/AMU. The Programme has also enabled the development of National Action
Plans in a growing number of countries and NEPAD Agency is providing technical support for the
development of requisite capacities in the implementation of EAP at national and sub-regional levels.
The EAP has climate change as one of its six thematic areas. The Agency’s programmes in this
thematic area seek to achieve two core objectives. These are to facilitate Africa’s preparations in
developing common negotiating positions in international climate change regime beyond 2012, and
developing a comprehensive framework for Africa’s response to the challenges of climate change.
The EAP also addresses the need for improved natural resource governance on the continent. During
the year, the Agency will, under the Natural Resource Governance Programme, implement a Natural
Resource Governance Programme and a Youth Programme on Climate Change. These activities are
as follows:
(i)
Natural Resource Governance Programme
The Natural Resource Governance Programme was adopted as a NEPAD programme by the NEPAD
HSGOC in January 2011. Under the overall framework of the African Mining Vision, this new
programme is being developed by NEPAD Agency and seeks to ensure that extractive natural
resources revenue and the benefits generated therein reach the poor in ways that produce measurable
developmental impact. The Programme will deliver the following activities during the year:
Implementation of Natural Resources Governance programme in 3 countries.
Coordination of NEPAD Agency’s involvement in the Great Green Wall Initiative.
Development of programme proposal on bio-energy production for small-scale rural
communities.
(ii)
Young Scientists Initiative on Climate Change and Indigenous Knowledge
Under this initiative, the following activities will be undertaken during the year:
Development of a policy framework on Youth, Climate Change and Indigenous Knowledge
Systems.
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Preparation of a programme proposal on engaging African youth in harnessing indigenous
knowledge and agro-biodiversity.
Development of an online dialogue platform or discussion board on Youth, Climate Change
and Indigenous knowledge systems.
IV.2.5 Knowledge Management
The NEPAD Agency’s Strategy and Knowledge Management functions consist of planning,
monitoring and evaluation; quality assurance and risk management; and knowledge management. The
functions respond to the Agency’s knowledge and information needs for effective design and
implementation of programmes and projects and the implementation of its think-tank role and
responsibilities. In 2012, the knowledge management activities will consist of the following:
(i)
Knowledge Products and Services for Operational Effectiveness: Production of knowledge
products and services for programme operations and to promote visibility of the Agency as a
knowledge institution. During the year, the following publications series will be launched:
o
o
o
o
o
o
o
o
NEPAD Agency Annual Report (starting with 2011)
AU-NEPAD Framework Documents
NEPAD Agency Issues Notes and Policy Briefs
NEPAD Agency Programmes Lessons Notes
NEPAD Agency Programmes Best Practices Series
NEPAD Agency Programmes Evaluation Report Series
NEPAD Agency Occasional Papers Series
Africa’s Journal of Development Effectiveness (in collaboration with the Capacity
Development Programme and the Economic Advisory Services Division)
(ii)
Think Tank Functions of the Agency: Development of the think tank functions of the
Agency will be launched during the year. This will involve operations and thematic research,
technical and knowledge-based services to the AU and RECs, among others (see Box 2).
(iii)
Programme Monitoring and Evaluation: the knowledge management functions will include
internal independent evaluation of specific programmes and projects to generate review
reports to guide programme implementation.
(iv)
Database Development: the task in database development will involve developing an
Agency-wide database that will provide ready access to key documentation. This will include
all AU-NEPAD framework documents, their review reports, Africa’s Position Papers,
NEPAD Agency Programme Strategies, etc.
(v)
Programme Operations Planning and Programming: Activities under this rubric of the
activities of the knowledge management functions will include:
o Strategic planning and development of strategic documents
 Review of the Performance of the 2010-2013 Strategic Direction document.
 Launch of preparation of NEPAD Agency 2014-2017 strategic medium term
plan (to be aligned with the AUC new strategic plan and planning cycle).
 Production of NEPAD Agency Operations Guidelines for programmes and
projects development, implementation, monitoring, evaluation and closure.
 Preparation of 2012 Annual Implementation Status Report on NEPAD
Agency Programmes and Projects Portfolio.
o Production of annual business plan and implementation reports
 2012 business plan implementation reports.
 2013 consolidated business plan.
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(vi)
Coordination of Internal Seminars
o Launch of internal brown bag seminar series for knowledge exchange and review of
seminal issues to guide programme development.
o Organization of 6 brown bag seminars during the year.
(vii)
Library and Information Services to Programmes, Staff and Stakeholders
o Development of a library and provision of library services to NEPAD Agency staff
and stakeholders.
o Development NEPAD Agency Intranet.
(viii)
Operations and thematic research
o Launch of operations and thematic research in collaboration with the Agency’s
Economic Advisory Services Division.
o Production of 2 research outputs.
(ix)
Establishment of Knowledge Networks
o Establishment of regional and continental knowledge networks.
o Set up of South-South Knowledge Exchange Platforms.
(x)
Staff Exchange and Professional Development Programmes
o Launch and management of NEPAD Agency professional development and
internship programmes.
o Management of Agency-wide professional staff institutional exchange and
collaboration programmes.
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Box 2: DEVELOPING NEPAD AGENCY THINK-TANK FUNCTION
A key objective in the transformation of NEPAD Secretariat into NEPAD Agency is for the institution to
emerge as a think tank to the African Union. This business plan will launch the process of systematically
developing the functions required to achieve this objective. To this end, NPCA will, among others:
Systematically and in a structured way learn from and leverage its own experiences and best practices
to continuously improve its performance and generate innovative approaches in the implementation of
NEPAD programmes for sustainable development in Africa.
Generate knowledge products and services in the areas of its operation. These products will consist of
lessons, shared experiences, skills, innovations, etc, which are disseminated through publications,
databases and participation in consultative meetings, workshops, seminars, conferences, technical
panels, among others. The knowledge services will include highly specialized technical advice,
professional opinion and guidance offered by NPCA to its stakeholders.
Conduct research and undertake reviews and consultative meetings to provide findings as inputs to the
African Union to guide deliberations at the Heads of State and Government Summits, to review AUNEPAD development frameworks and to provide guideposts to international negotiations.
Reposition itself so as to be regularly consulted and called up by the African Union, Regional
Economic Communities, State Governments and international development partners to offer
professional opinion and insights to guide high-level deliberations as well as the development and
reform of policy frameworks.
Develop and maintain databases in all areas of NEPAD programmes, which provide inputs in the
management of the continent’s sustainable development agenda.
NEPAD Agency has the leadership and orientation and is developing the institutional capacity to undertake the
foregoing, among others. Key inputs required for the development of this orientation, which this business plan
will address, are a responsive knowledge management strategy and system; appropriate incentives; and the
cultivation of a culture of using knowledge-based inputs in policymaking and development management.
IV.2.6 Cross Cutting Programmes
(i)
Gender Equality and Women Empowerment Programme
The NEPAD Agency Gender Equality and Women Empowerment Programme is geared towards
implementing the AU Gender Strategy and Policy, the Solemn Declaration on Gender Equality in
Africa (SDGEA), MDG 3 as well as international Conventions on gender equality and women
empowerment. The Programme is supported by the NEPAD/Spanish Fund for the Empowerment of
African Women that was established in 2007 following the signing of a Memorandum of
Understanding with the Government of the Kingdom of Spain. During the year, the Programme will
deliver the following activities:
Implementation of phase II projects approved under the NEPAD/Spanish Fund.
Development of framework for mainstreaming gender in NPCA programmes.
Delivery of 2 training programmes to NPCA staff and gender focal points in Directorates and
Programmes.
Application of gender mainstreaming framework to Rural Futures, Food & Nutrition,
Environment and Infrastructure Development Programmes.
Organization of 4 sector-specific advisory support to NPCA programmes.
Development of gender performance and impact indicators for NPCA M&E framework
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Production of a Performance Report on African Women’s Decade.
Assessment of 4 CAADP country investment plans for adequacy of gender consciousness.
Development of 2 business incubator projects in COMESA and ECOWAS.
(ii)
Capacity Development Programme
The NEPAD Agency Capacity Development Programme provides the mechanism for building
partnerships, mobilizing resources and facilitating the development of interventions for responding to
the continent’s capacity needs. Its operations are guided by the AU-NEPAD Capacity Development
Strategic Framework (CDSF) endorsed by the AU in February 2010 as the continental framework and
instrument for addressing national and regional capacity challenges for effective implementation of
NEPAD mandate. This broad objective includes the integration of capacity development in regional
and national systems and processes for the effective implementation of development programmes on
the continent. The CDSF provides the basis for the following activities that will be undertaken by the
Capacity Development Programme during the year:
Design and implementation of AU-NEPAD RECs CD support programme for additional 4
RECs – IGAD, EAC, ECCAS and SADC for strengthened capacity in strategic planning,
project development and management.
Inter-RECs knowledge exchange programme.
Implementation of ongoing support to COMESA and ECOWAS.
Assistance to RECs and countries in the development of National Capacity Development
Strategies and Plans.
Development of a transformational leadership development plan.
Facilitation of development of capacity needs of NEPAD Agency sector programmes – RECs
infrastructure capacity needs, fisheries capacity needs of RECs and selected countries, etc.
Development of interventions in the context of the UN 10-Year Capacity Building
Programme for the AUC.
Operationalization of the Africa Platform for Development Effectiveness (APDev) –
establishment of a Coordinating Unit.
Publications:
o
o
o
Capacity for Development Effectiveness – Africa’s Busan Engagement 2011
Aid Effectiveness and South-south Cooperation Case Studies
Publication of State of Capacity Development Report in Africa
Undertaking of Post-Busan Review and Follow-up
Launch of Post-Busan consultation on the new global partnership for development
effectiveness.
Contribution to the implementation of APRM National Plans of Action
Under the Capacity Development Programme, NEPAD Agency during the year will provide
support to the implementation of National Plans of Action (NPoAs) from the African Peer
Review Mechanism (APRM).
IV.2.7 Communications
Communications activities during the year will focus on the following, among others:
Organization of NEPAD 10th anniversary activities.
Organization of NEPAD Media Correspondent programme.
Coordination of international journalists’ tour of NEPAD Agency.
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Development of Media Centre and Regional Correspondents on NEPAD programmes.
Translation and management of NEPAD Agency website and APDev portal.
IV.2.8 Africa’s Biosciences Initiative
NEPAD Agency’s Biosciences initiative consists of highly specialized agencies in biotechnology and
biosafety. These Agencies undertake research, develop and deliver training programmes, develop
strategies, and provide data and information services as well as technical advice to policymakers,
regulators, researchers, among other stakeholders involved in the development and application of
biotechnology to various sectors such as agriculture, food and nutrition, health, pharmaceuticals and
livestock for the improvement of growth and development. During the year, the agencies will
undertake the following activities, among others:
Southern Africa Biosciences Network (SANBio)
Monitoring of implementation of 6 ongoing R&D and capacity building projects in SANBio
countries.
Development of an African Biosciences Initiatives’ knowledge management system within
the context of NPCA’s broader knowledge management system.
Development of a communications strategy.
Organization of study visits to 4 research centres and universities.
Organization of training session on good laboratory practices and proposal writing.
Organization of training workshop on ICT skills and database management.
Organization of a regional workshop for policymakers and regulators.
Organization of BIOFISA end-of-project closure workshop
African Biosciences Network of Expertise (ABNE)
Establishment of ABNE node in Uganda
Assessment of the technical needs of 2 national Biosafety Secretariats
Establishment of an African Platform for Biotechnology and Biosafety
Production of ABNE communications guidelines for regulators
Training of regulators in Biotechnology and Biosafety.
Conduct of study tours for 10 regulators
Organization of ABNE Forum for Regulators.
IV.2.2 PROGRAMMES SUPPORT ACTIVITIES
During the year, the Agency will undertake the following programmes support activities to facilitate
the effective delivery of the core programmes and projects. The activities that are specific to each of
the thematic programmes will be carried out within such programmes, while those that are crosscutting and Agency-wide, will be delivered by a Programmes Support Unit that will be established
during the year. Programme support activities for 2012 will consist of the following:
(i)
Comprehensive Africa’s Agricultural Development Programme (CAADP)
Production of CAADP information Notes.
Publication of CAADP Newsletter.
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Preparation of performance tracking report on the achievement of the 10% government
budgetary allocation to the agricultural sector.
Conduct of two studies on the implementation of CAADP.
Production of CAADP position papers on key thematic topics.
Production of a policy brief on food security and policy analysis tools.
(ii)
Partnership for Africa’s Fisheries (PAF)
Development of briefs and guides for African delegates at international negotiations on
Africa’s position in international fishery policy.
Documentation of best practice cases in fisheries governance structures, processes and
instruments.
Conduct of an economic valuation of the contribution of fisheries resources to the 6%
CAADP target, the political economy of fisheries and Illegal, Unregulated and Unreported
(IUU) Fishing.
Participation in African Fisheries Experts study tour to China.
Organization of Partners’ Forum for Performance Review.
Establishment of Fisheries Think Tank and Community of Practice at the Agency.
Organization of 3 Think Tank events on fisheries policy and governance.
(iii)
Sustainable Land Management (SLM)/TerrAfrica
Organization of partners’ forum for performance review.
Production of an annual update on the State of Implementation of Strategic Investment
Programme (SIP).
Preparation of a Lessons Note on SIP Implementation.
(iv)
Agribusiness and Market Access Programme
Conduct of a comparative analysis of EIF Diagnostic Trade Integration Studies (DTIS) vis-avis CAADP Investment Plans in 4 countries.
Organization of the annual Africa Agribusiness and Trade Fair on Africa’s trade and
investment potentials.
Organization of partners’ forum for review of performance of the Agribusiness programme.
Production of an annual update on the State of Agribusiness Programme Implementation.
(v)
Fertilizer Programme
Conduct of Fertilizer Subsidy Study.
Production of 8th Progress Report on Implementation of the Abuja Declaration on Fertilizer
for an African green revolution.
(vi)
Food and Nutrition Programme
Production of Food and Nutrition Security Report and Score Card.
(vii)
African Science and Technology Innovation Indicators (ASTII)
Publication of the African Innovation Outlook, 2012.
Production of 2 continental policy briefs and 10 national policy briefs.
Production of 10 country reports on science and technology indicators (STI).
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Production of 2 research publications on science and technology indicators (STI).
Participation in ASTII Advisory Committee meeting.
Participation in AOSTI/ASTII consultation meeting on data analysis.
Composition of a team of authors to contribute to the AIO Chapter on IPR.
(viii)
African Science and Technology Programme
Production of a Review Report on the Science and Technology Consolidated Action Plan
(CPA).
Production of a Lessons Note on the Implementation of the CPA.
Production of a Status Report on the Domestication of the CPA in RECs.
(ix)
e-Africa Programme
Compilation of annual summary table of regional and continental ICT programmes and
projects.
Organization of harmonization meeting ahead of the 4th CITMC.
Participation in AUC-NEPAD Agency-led African delegations to the WRC-12.
Participation in AUC-NEPAD Agency-led African delegation to ICANN.
Organization, in collaboration with RECs, of in-country workshops on regional and
continental ICT programmes.
Organization of training workshops for RECs and key stakeholders.
Participation in the 4th Meeting of IGA.
Production of reports on broadband infrastructure and business plans for West and Central
Africa.
Undertaking of an inventory of continental ICT broadband.
Production of M&E report on AU-NEPAD e-Schools initiative.
Production of reports on Implementation of Home and Away Roaming in EAC and
ECOWAS regions.
Production of report on broadband capacity pricing trends on the continent.
Development of a comprehensive database of ICT specialists in Africa.
Production of annual Status Report on Africa’s Broadband Capacity, Pricing and Growth.
(x)
Eval-Health Project
Production of a report on methodologies and tools for monitoring and evaluation of Health
R&D interventions.
Production of 2 papers on monitoring and evaluation of Health R&D interventions.
Production of 2 documented case studies to validate developed methodology and tools.
Organization of Eval-Health Consortium Meetings.
Participation in scientific and technical advisory committee meetings.
Participation in stakeholder consultation and experts meeting in Health M&E system from
member states, RECs and AUC.
Organization of a survey and production of a report on M&E approaches in health systems in
developing countries.
(xi)
Africa Medicines Regulation Harmonization (AMRH)
Editing, finalizing and publishing the EAC, SADC and ECOWAS situation analysis report on
Medicines Registration Harmonization (MRH).
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Finalizing, editing and publishing situation analysis of MRH in Central, North and East
Africa regions and countries.
Production of AMRH Programme Information Sheet, Posters, and Brochure; Flyer on
RCORE; and a Briefing Sheet on NMRA Competence profiles.
Participation in the launch of AMRH Programme EAC MRH Project in Arusha, Tanzania.
Attendance of AMRH Advisory Committee inaugural meeting in Arusha, Tanzania.
Participation at AU Summit and events to advocate for AMRH.
Participation in roundtable convening stakeholders to discuss concept note on clinical trials
on vaccines.
Participation at the October 2012 International Conference of Drug Regulatory Authorities,
Tallin, Estonia.
Participation at the Experts Committee Meeting on Counterfeit Drugs convened by The
National Academies’ Institute of Medicine, USA.
Attendance of the Southern African Conference on Improving Access to Medicines.
Participation at the Pan African Parliament’s Health Committee Meeting.
Participation at the EAC and ECOWAS stakeholders’ consultation meeting to review the
draft model law.
Participation in workshop to finalize MRH project proposal for Central African region.
Participation in workshop to support development and finalization of MRH project proposal
for RECs in North and North-East African regions.
Preparation of report on NEPAD Agency Public Health Delivery Programme.
(xii)
Green Economy and Rural Development
Conducting of a study to explore the potentials of the green economy as a guide to the
Agency’s future interventions.
(xiii)
Gender Equality and Women Empowerment Programme
Production of one Lessons Note on women’s empowerment.
Undertaking of mapping and stakeholder’s analysis (Parliament Gender Caucuses, CSOs, and
CBOs).
Production of position papers and reports on gender equality and women empowerment.
Organization of 2 annual meetings with COMESA and ECOWAS Gender Division for
knowledge sharing and gender mainstreaming.
Organization of technical meetings with COMESA and ECOWAS on the approved BIAWE
projects.
Production of annual Performance Report on the NEPAD/Spanish Fund.
Production of a Lessons Note in the Implementation of the NEPAD/Spanish Fund.
(xiv)
Capacity Development Programme
Organization of APDev planning meetings.
Organization of APDev joint programming session with UNDP.
Organization of APDev 2012 Multi-agency Joint Programming Meeting.
Conduct of APDev engagement missions to partner institutions AfDB, DFID, ACBF etc.
(xv)
Africa’s Biosciences Initiative
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2012
NEPAD Agency Consolidated Annual Business Plan
Southern Africa Biosciences Network (SANBio)
Conduct of regular reviews of SANBio/BIOFISA
Production of final progress report
Production of African Biosciences Initiative strategic plan, 2012-2016
African Biosciences Network of Expertise
Production of Policy Briefs, Reports, ABNE in Africa, Africa Speaks Out on Biotechnology
and Biosafety in Africa – Experiences and Best Practices.
Production of Country Reports on Impact of ABNE’s Interventions.
IV.2.3 PLANNED PROGRAMME AND PROJECT PERFORMANCE REVIEWS
Review of nutrition policies and programmes in 5 countries on dietary diversity, fortification,
maternal and child nutrition and home-grown feeding.
Review of implementation of home grown school feeding programmes in 5 countries.
Review of performance of Eval-Health project.
Evaluation of ASTII phase 2.
Review of the African Science and Technology Consolidated Action Plan.
Conduct of mid-term evaluation of Business Incubation Pilot Projects in COMESA and
ECOWAS.
Conduct of end-of-year performance review of BIAWE projects in COMESA and ECOWAS.
SLM Review of NEPAD-RECs institutional support project.
Preparation and submission of AMRH End of Grant Report to BMGF /Multi-donor Trust
Fund.
Preparation and submission of progress report on AMRH Programme.
Production of an assessment report on NEPAD Agency’s involvement in the Health Sector.
Conduct of regular review of SANBio/BIOFISA.
Mid-term evaluation of the Africa Biosciences Network of Expertise (ABNE).
IV.2.4 PROGRAMME MISSIONS AND PERSON-DAYS REQUIREMENT
During the year, the Agency will commit the following person-days to project supervision,
performance review, consultative meetings, etc
Programme
CAADP
Partnership for African Fisheries
Sustainable Land Management/TerrAfrica
Agribusiness and Market Access
Food and Nutrition
AMRH
ASTII
Science and Technology (CPA Review)
e-Africa Programme
Planned Missions
15
15
15
6
5
12
10
8
8
Person-Days
75
75
75
30
25
60
50
40
40
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NEPAD Agency Consolidated Annual Business Plan
Eval-Health
Gender Programme
Capacity Development Programme
SANBio
ABNE
Unplanned Missions
Total
2012
5
34
10
10
8
28
25
170
50
50
40
140
189
945
Box 3: PROGRAMMES SUPPORT UNIT
During the year, a Programmes Support Unit (PSU) will be established. The aim is to bring coherence and
coordination to the development and implementation of Agency-wide activities, which provide inputs in
programme and project conception, development and implementation. The PSU will work closely with all sector
and special programmes in the Agency to determine the need for programme support activities for development
and implementation; explore sources of funding for such activities; effectively plan, design, deliver and report
on the outputs and results of such activities, particularly their utility to programme development and
implementation; and prepare the Agency activity reports as and when due.
The activities of the PSU will be overseen by a Coordinator. Its annual work plan will form part of the Agency’s
annual business plan and other strategic medium term plans. Its activities will be cleared by the Committee for
Programme Review (CPR) for Management’s consideration and approval before delivery.
The PSU will be responsible for Agency-wide activities (not sector programme specific activities for which
Directorates and programmes have responsibility), which cut across all programmes in the Agency. These
activities will consist of the following, among others:
Establishment of consultative platforms (such as the NPCA-RECs consultative platforms for NEPAD
Agency’s programmes; NEPAD country offices network; NPCA-AU Specialized Agencies
consultative meetings, etc)
Internship and professional development programmes
Professional staff training programmes
Professional staff retreats
Programme related research and database development
Preparation of programme activity reports (based on inputs from the Directorates)
IV.2.5 SPECIALIZED FUNCTIONS AND SERVICES
During the year, specialized Divisions and Units in the Agency will provide vital support services,
which will serve as inputs in programme and project conception, development and implementation.
Among such services will include the activities of the Committee for Programme Review (CPR), the
Economic Advisory Division, the Legal Services Unit, the Internal Audit Unit and technical advisors.
In 2011, the CPR was set up to strengthen operational programmes and a senior economist appointed
to lead the provision of economic analysis in the design of programmes and projects. The Legal
Services Unit will step up its functions during the year, while the functions of the internal audit unit
will become fully operational. Short-term technical advisory services will continue to be drawn on to
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NEPAD Agency Consolidated Annual Business Plan
2012
help strengthen institutional development and provide technical inputs to sector programmes. Boxes 4
and 5 present the main thrusts of the economic advisory as well as the legal services expected in 2012.
Box 4: ECONOMIC ADVISORY SERVICES
During the year, the Economic Advisory Services Division of the Agency will play a pivotal role in providing
analytical economic contents to programmes and projects, guiding the implementation of Agency-wide
programme support activities and contributing to policy and operations research. Some of the activities for the
year will consist of the following, among others:
Development of policy briefs on economic issues to guide programme development and NEPAD
Agency position.
Development of policy brief and implementation guides to innovative approaches to domestic resource
mobilization for the implementation of NEPAD-AU programmes.
Coordination of development and implementation of Agency-wide programme support activities
In collaboration with the Directorates, development of programmes to strengthen private sector
participation in and funding of NEPAD programmes
Development of a programme to revisit development planning and implementation framework in
African countries
Establishment of a NEPAD Agency-RECs consultative framework to facilitate programme
development and implementation, capacity needs assessment, collaboration and knowledge sharing
Facilitation and participation in regional, continental and international meetings and working groups on
economic, financial, private sector investment and trade-related activities, which help to deepen design,
implementation and management of NEPAD programmes (participation in SADC Economic and
Financial Surveillance Technical Working Group
Participation in the preparation of programme and project proposals for the mobilization of resources
and partnership development
Active contribution to the Agency’s knowledge management and Think Tank functions
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NEPAD Agency Consolidated Annual Business Plan
Box 5:
2012
LEGAL SERVICES – PREPARATION AND NEGOTIATION
OF LEGAL INSTRUMENTS
During the year, NEPAD Agency will prepare, negotiate and sign a number of legal instruments. These will
consist of host country agreements, grant and partnership agreements, as well as Memoranda of Understanding
and Letters of Agreement. Thus, during the year, the Legal Services Unit will step up its role in the drafting,
negotiation and facilitation of the signing of the following legal instruments:
Host country agreements in South Africa and Senegal
Sustainable Water and Land Management Programme: Preparation and Negotiation of 3 Partnership
and 2 Grant Agreements
Agribusiness and Market Access Programme: Preparation and negotiation of IFAD Small Grant
Agreement in Support of the Rice Sub-Sector
Partnership for Africa’s Fisheries Programme: Finalization of NPCA-FAO Fish Partnership (NFFP)
Agreement
Partnership for Africa’s Fisheries Programme: Finalization and signing of a Memorandum of
Understanding on African-Britain-China Trilateral Cooperation on Agriculture and Fisheries
Negotiation of Partnership with Icelandic International Development Agency
Food and Nutrition Programme: Preparation and Negotiation of IFAD Grant Agreement
Education: Finalization and Negotiation of a sub-Agreement with the University of KwaZulu Natal
e-Africa Programme: Preparation and Negotiation of Partnership Agreements with CTO, DIPLO, ISOC
and African Universities
African Capacity Building Foundation Institution Strengthening Grant:
o Closure of current grant
o Negotiation and signing of a new funding support
During the year, the Agency’s Legal Services Unit will set up a tracking system for all legal instruments, which
will provide detailed information on their profiles. Such information will include: title of instrument, partners,
date of signature, reporting requirements, and closing date, among others. The tracking system will include
copies of approved programme or project document, signed legal instrument and negotiation minutes.
The Legal Services Unit will issue status report on legal instruments on quarterly basis to facilitate timely
follow-up by relevant Directorate or Programme.
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NEPAD Agency Consolidated Annual Business Plan
2012
V.
BUSINESS PLAN IMPLEMENTATION
V.1
CORPORATE SERVICES NEEDS OF BUSINESS PLAN
For effective delivery of this business plan, the directorates and programmes will require corporate
services inputs for a conducive working environment and timely provision of support services and
supplies. During the year, the Agency will address the following, among others, to ensure corporate
services needs for effective operations are met:
Finalize the integration of NEPAD into AU structures and processes, apply a new
organizational structure and further strengthen accounting and financial system, processes and
reporting.
Complete arrangements for the application of AU guidelines to planning and budgeting,
starting 2013.
Improve staffing complement for major functions and programmes, especially Capacity
Development Programme, Strategy and Knowledge Management, and Human Resources
Management.
Strengthen performance management system and put in place an enterprise resource
management system.
Substantially reduce turnaround time in the recruitment of staff to fill available vacancies and
consultants to supplement internal capacity.
Considerably improve delivery of administrative services.
Provide for regular training of general services staff to upgrade skills-mix and competencies.
Develop central records management, archival and disaster recovery systems.
Renew the Agency's host country agreement and negotiate similar status for all NEPAD
Agency offices across the continent.
Establish NEPAD Agency’s presence among major service providers to obtain corporate or
negotiated rates (particularly for airlines, hotels and local supplies).
Move the Agency to a permanent and conducive office location and improve operational
facilities, including procurement of video conferencing facility.
Finalize development and application of the Agency's human resources management strategy.
Facilitate a staff-management retreat to provide space for staff to contribute innovative ideas
to organizational performance improvement.
The Agency will also strengthen information and communications functions for the delivery of the
following, among others:
Production of concept designs for all publications and knowledge products of the Agency
Production of the Agency’s quarterly newsletter and updated programme information flyers
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NEPAD Agency Consolidated Annual Business Plan
2012
Production of an advertorial for the 10th anniversary of NEPAD
Exploration of the cost effectiveness of a V-sat communications system
Development of appropriate e-mail directories for staff communication. These will consist of
the following, among others:
o
o
o
o
o
o
Bureau of the Chief Executive Officer
Senior Management Team
All Professional Staff
General Services Staff
All Staff
Each of the Directorates
Also required will be an improvement in staff complement to which the Agency will make effort to
respond during the year. Average workload in NEPAD Agency ranges between 217 and 273 persondays of professional staff time, and falls between 172 and 213 person-days for general services staff.
These amounts of person-days are in most cases, especially for professional staff, in excess of the
person-days officially available each year for work. The situation means staff are constantly under
considerable pressure and therefore have to work a great deal much longer hours every year to meet
set performance targets. The implication is that, until there is an improvement in the staff
complement, the Agency will continue to supplement full-time staff capacity with short to medium
term consultants. This situation thus call for a significant improvement in the number of full-time staff
to provide much needed capacity for Directorates and programmes such as Strategy and Knowledge
Management Directorate, Capacity Development Programme, and the Human Resources Division,
among others. Additional staff are direly required to sustain the Agency’s high level of performance
and strengthen capacity for new programmes.
V.2
MONITORING AND EVALUATION OF IMPLEMENTATION OF
BUSINESS PLAN
The Agency will rigorously monitor and evaluate the effectiveness with which this business plan is
implemented. The responsibility for reporting on the performance of the plan is entrusted by
Management to the Agency's Committee for Programme Review (CPR), which will meet every
quarter to assess performance and submit reports to Management. The M&E team will also be tasked
to carry out programme-specific reviews in addition to external programme evaluations that partners
will undertake.
V.3
FINANCIAL OUTLOOK FOR 2012
In the outgoing year, the Agency received total contributions amounting to US$7.61million. This
amount consisted of funds disbursed by the AU and direct contributions received by the Agency from
AU member states. Out of this contribution, a total expenditure of US$6.75million was made to
finance operations of the Agency.
Resources for programmes and projects received during the year amounted to US$29.93million out of
which US$21.93 was disbursed, leaving a balance of US$7.3million for 2012 activities. At the end of
the year, the Agency had a programme execution rate of 74.96%. This performance level represented
an improvement over the previous year, but nonetheless pointed to the need to further enhance
programme and project development and management processes.
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NEPAD Agency Consolidated Annual Business Plan
2012
Given the level of activities planned for 2012 and the need to strengthen the Agency’s institutional
capacity through additional professional staff complement, the Agency needs significantly more
resources to finance its operations. An appreciable increase in programme funding is also required in
2012 to meet new commitments, effectively develop the Agency knowledge management system and
think tank functions, which have not attracted adequate funding in the past. It is to this end that the
Agency will step up its resource mobilization drive in 2012. It is operating at half its professional
staffing requirements and has been unable to step up the development of new programmes as a result
of inadequate commitment authority. During the year, the Agency will explore the possibility of
establishing a trust fund for its programmes and institutional development activities.
V.4
CHALLENGES AND OPPORTUNITIES
In the implementation of this business plan, the Agency faces a number of challenges and
opportunities. Inadequate financial resources presents a daunting challenge to effective operation and
severely limits the scope and scale of programmes that can be undertaken. At present, less than 30%
of the Agency’s budget is supported by financial resources from the AU and voluntary contributions
by AU member states. NEPAD as a programme of the AU needs enhanced visibility, political
commitment and ownership at the level of the countries. The launch of the Presidential Infrastructure
Champion Initiative by the AU is partly in response to the need for African ownership of the
programme. More still needs to be done to promote ownership by African stakeholders. While there
has been considerably improved working relationship between the AUC and NEPAD Agency in a
number of programme areas, this needs to be further strengthened in order to foster synergies across
programmes. And externally, there is the challenge arising from the Euro-Zone financial crisis, which
could potentially affect the mobilization of resources for the Agency’s activities and the effective
implementation of NEPAD programmes.
The robust growth that the African continent is experiencing, the modest but encouraging financial
support by the member states to the Agency and the launch of the PICI are among pointers that there
are potentials for raising additional funding internally for the implementation of NEPAD programmes
and the operations of the Agency. It is equally encouraging that in spite of the challenges facing the
industrialized economies most Africa’s development partners have continued to make significant
efforts to meet pledges that were made at the Gleneagles G8 and UN Millennium +5 summits. Despite
the global financial crisis, Africa received the highest proportion of official development assistance to
developing regions in 2009. The Agency will therefore continue to count on the continent’s
development partners for assistance.
The remarkable role played by the Agency in facilitating Africa’s consensus at the 4 th High Level
Forum on Aid Effectiveness, which now need follow up; the forthcoming UN conference on
sustainable development (Rio+20); the improving political governance environment on the continent;
and the emergence of South Sudan are among developments, which offer opportunities for NEPAD
Agency to robustly take forward the implementation of the NEPAD agenda.
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NEPAD Agency Consolidated Annual Business Plan
2012
VI
CONCLUSION
The first decade of the implementation of the AU-NEPAD programme has provided invaluable
learning experience for NEPAD Agency. The transformation of NEPAD Secretariat into an Agency
and a Think Tank of the AU is in recognition of the need to develop an institutional capacity to work
closely with the African Union Commission to effectively implement the continent's development
agenda. The Agency is rapidly maturing and is today poised to make a roaring success of the next
decade of the implementation of the NEPAD agenda. With improved capacity, enhanced funding and
vigorous support by all development stakeholders, NEPAD Agency will deliver sustainable
development results to all Africans. The Agency therefore wishes to call on the continent's
stakeholders and Africa's development partners for enhanced support to the successful
implementation of the programmes and projects put forward in this business plan. The achievement of
the objectives of this business represents a significant milestone in the attainment of the MDGs and
Africa's sustainable development aspirations. Your support will be invaluable. Join us to make a
difference in Africa.
Page | 49
NEPAD Agency Consolidated Annual Business Plan
2012
ANNEXES
PROGRAMME WORK PLANS
Page | 50
NEPAD Agency Consolidated Annual Business Plan
2012
Programme Implementation and Coordination Work Plan
#
NPCA Thematic
Sector Programme
1
Regional Integration
& Infrastructure
AU Strategic
Pillar/Programme
Planned
Activities
Key Deliverables &
Targets
Expected
Results
Resource
Requirements
Funding
Source
Action by
This activity is planned to be
funded from the proposed
NPCA/IDB Technical
Cooperation Grant
Agreement which the
Infrastructure Unit hopes to
finalize with the IDB before
end March 2012.
Lead: Adama
Others: Elsa, John
IDB/NEPAD IPPF
Lead: Adama
Others: Elsa, John
To be co-financed between
GIZ and ADB/ADF, within
the framework of IAIDA
Lead: Adama
Others: John, Elsa
Infrastructure
+ Cooperation and
Development
+ Programme: PIDA
PAP 2012-2020
+ Pre-feasibility study
for the development of
the trans-Africa
Lamu-Douala
Corridor:
+ Pre-feasibility study
commence:
+ Consultative
engagements with
footprint member
states & RECs, of the
missing links of the
Lamu-Douala corridor
+ Draft final report
submitted: Dec 2012
+ Inception report
submitted June 2012
+ Final Report
submitted: June 2013
+ Improved spatial
planning, mapping of
the Lamu-Douala
transport corridor
+ Inter-regional trade
between east and west
increased;
+Intra African trade
and movement of
peoples and services
increased
+Workshop:
2
Regional Integration
& Infrastructure
+ Cooperation and
Development
+ Programme: PIDA
PAP 2012-2020
TAH missing links
Feasibility Studies:
+ Consultative
engagements with
footprint member
states & RECs, of the
missing links-TAH
corridors
+$200,000
+$50,000
+ Feasibility studies of
the various missing
links commenced
+$400,000
+ Inception report
submitted June 2012
+ Draft final report
submitted: Dec 2012
+ Final Report
submitted: June 2013
+Workshops:
3
Regional Integration
& Infrastructure
+ Cooperation and
Development
+ Capacity
development
Africa Infrastructure
Information
Management System
(AIIMs/NPMIS):
+$100,000
+ AIIMs/NPMIS portal
developed:
+ M& E and reporting
of PIDA projects
improved
$500,000.00
+ System design,
Page | 44
NEPAD Agency Consolidated Annual Business Plan
+ Programme: PIDA
PAP 2012-2020
4
Regional Integration
& Infrastructure
development of
AIIMs/NPMIS portal
2012
Target: June 2012
+Procurement of
equipment, and
installation of system
(Phase1)
Target: Dec 2012
Implementation
coordination and
Monitoring of PIDA
PAP projects
+ Information
Memoranda (PIMs) for
PIDA projects to be
developed
+ Improved monitoring
& reporting of PIDA
projects;
+ Capacity
development
+PIDA M&E Plan
developed:
+ Technical capacity of
NPCA increased
+ Programme: PIDA
PAP 2012-2020
Target: June 2012
+ Cooperation and
Development
+M&E Toolkit and
processes developed
+$200,000
Proposed IDB Technical
Cooperation (TC) Grant
Lead: Adama
Others: Elsa, John
GIZ/ADF Grants
+IT/Data
specialist
consultant
+Water
Infrastructure
expert (long
term)
Target: June 2012
+Short term
consultants
5
Regional Integration
& Infrastructure
+ Cooperation and
Development
Implementation
coordination of PICI
projects
$120,000.00
DBSA Grant
Lead: John
Others: Elsa,
Adama
+ Capacity
development
+ Programme: PICI:
2010-2015
6
Regional Integration
& Infrastructure
+ Cooperation and
Development
+ Capacity
development
+ + Consultative
workshops with PICI
champion and corridor
states
Single African Sky
Phase 1 (Design and
initial
implementation)
Lead: John
Others: Elsa,
Adama
Page | 45
NEPAD Agency Consolidated Annual Business Plan
2012
+ Programme: PIDA
PAP 2012-2020
7
Regional Integration
& Infrastructure
+ Cooperation and
Development
Yamoussoukro
Decision
implementation
Lead: John
Other: Elsa,
Adama
+ Capacity
development
+ Programme: PIDA
PAP 2012-2020
8
Regional Integration
& Infrastructure
+ Cooperation and
Development
+ Capacity
development
+ Programme: PIDA
PAP 2012-2020
Smart Corridors
Piloting: proposed 6
transport/trade
corridors:
+ Feasibility studies of
the various
transport/trade
corridors commenced:
+ Application of
“Smart” technology,
and innovative joint
border services, to
facilitate trade
+ Consultative
engagements with
footprint member
states & RECs, of the
6 proposed “Smart”
corridors
+ Inception report
submitted June 2012
+ Intra/inter regional
trade, and goods-intransit improved
+$500,000
To be co-financed between
DBSA/NEPAD IPPF
Lead: Elsa
Others: Adama
John
+ Draft final report
submitted: Dec 2012
+ Final Report
submitted: June 2013
+Workshops:
+ $100,000
2012 Work Plan Brief:
The Infrastructure Division Work Plan for 2012 will support the implementation coordination of the two (2) main infrastructure flagship programmes of the African Union, namely:
The Programme for Infrastructure Development in Africa (PIDA/IAIDA): 2012-2020; and Presidential Infrastructure Champion Initiative (PICI): 2010-2015
PIDA: The PIDA short term Programme is the PIDA priority action plan (PAP) 2012-2020. The majority of the PAP projects is expected to be implemented by member states and Regional Economic
Communities (RECs); the NPCA as executing agency has a facilitation role under the PIDA PAP to advocate and promote the implementation of key “continental” project-initiatives such as Trans African
Highways (TAH) missing links programme, Smart corridor phase 1 programme, Lamu Douala corridor, Single African Sky Phase 1, and the Yamoussoukro Decision implementation; the last two mainly deal
with the promotion of aviation safety and air transport liberalization in Africa.
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NEPAD Agency Consolidated Annual Business Plan
2012
AIDA: The Institutional Architecture for Infrastructure Development in Africa (IAIDA) is the implementation and monitoring framework of PIDA. The NPCA under the GiZ support programme to the African
Union (AUC and NPCA) is assigned the role of Monitor, for the implementation process of the PIDA programme. An initial grant of €2million for 2012 is to be allocated and finalized between AUC and
NPCA infrastructure units.
PICI: The PICI programme is a political championing initiative of key (8) regional and continental infrastructure projects. The NPCA as executing agency works closely with the focal point member states and
corridor footprint countries to advance the implementation of such projects.
Page | 47
NEPAD Agency Consolidated Annual Business Plan
2012
Comprehensive Africa’s Agricultural Development Programme (CAADP) Work Plan
No.
1
NEPAD Agency
Thematic & Sector
Programme
Agriculture and
Food Security
Related AU-NEPAD
Development Framework
The Comprehensive
Africa Agriculture
Development Programme
(CAADP)
Key Deliverables/Targets
2012
Planned Activities for 2012
Core Activities
 Develop/ refine specialised
technical guidelines, tools/ToR to
guide experts work
 Facilitate the Pillar hubs and
knowledge centres to mobilise
experts/ expert pools including
those not directly within CAADP
pillar disciplines (e.g. livestock,
Forestry and FisheriesAquaculture, climate change,
Gender, DRR)
 Organise and facilitate orientationnurturing seminars for all experts
 Defining and operationalizing
systematic architecture for expert
knowledge-information and skills
support to country and RECs
CAADP implementation
 Information to countries on
accessing expert support
Programme development and
specialized analytical support to
countries focus on post-business
meeting countries)






Analytical tools and Guidelines
for expert support to countries
developed and made available
to countries
At least 50 experts participate
in orientation/ nurturing
seminars and participate in
providing expert support to
countries and RECs
Architecture for knowledgeinformation and analytical
skills support to countries and
RECs on agriculture is
developed and operationalized
At least 15 countries/ 2 RECs
receive expert support in their
CAADP implementation
processes
At least 20 countries with
quality CAADP National
Agriculture & Food Security
Investment Plans – NA&FSIP
(designed; funded and being
implemented)
At least 15 countries
mainstream regional trade,
climate change, gender, food
security vulnerability, disaster
risk reduction (DRR), southsouth cooperation and other
continental and global issues in
their national investment plans
Expected Results to be
Achieved
2012
 Countries and
Regional Economic
Communities
(RECs) integrate
the CAADP
framework in their
planning processes

Quality of the
investment
plans/programmes
improved

Policy and
institutional
environment
supporting
agriculture
development
improved
Resource Requirements
2012


US$ 601,100 (MDTF
- 270,495)
Staff time
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NEPAD Agency Consolidated Annual Business Plan






Documentation and dissemination
of CAADP Documents and
publications (including electronic
ones in all AU languages)
Support to a CAADP Journalists
club/forum
website management (both
substance and IT)
CAADP Newsletter
Advocacy and awareness
support/CAADP Day (e.g. general
public; parliamentarians; public
relations directors in Ministries of
Agric; etc…)
CAADP branding within the
overall NPCA brand














Production of the Annual M&E
Report in liaison with ReSAKSS
CAADP M&E peer learning
sessions at the PP
Independent review and
commentary on the CAADP M&E
Reports
Support to countries to strengthen
M&E systems and capacity along
the CAADP agenda and indicators
Facilitate strengthening of country
SAKSS nodes
Partnership with the Global
Strategy to Improve Agricultural
and Rural Statistics and the
Agriculture Science & Technology
Indicators (ASTI)
Piloting the MAF in selected
countries
Agriculture Public Expenditure
tracking survey in 5 countries




2012
At least 3 CAADP Information
Notes developed and
disseminated
CAADP guidelines for Country
CAADP Teams revised and
disseminated
The CAADP newsletter shared
to at least 5000 readers every
bi-weekly
Parliamentarians and senior
Govt officers know and
embrace and working to
support CAADP agenda in
their countries
Global forum better
understanding CAADOP and
African agriculture
CAADP branding within the
overall NPCA brand
The continental and Regional
level CAADP Monitoring,
Evaluation and Reporting
system refined to support the
CAADP agenda
M&E tools and systems being
used in selected 8 countries
evaluated to understand the
system and identify areas to
strengthen along the CAADP
agenda
At least 10 countries supported
on capacity development to use
economic, demographic,
gender, environmental statistics
in support of the formulation,
implementation and evaluation
of agriculture and food
investment plans
Expert support to strengthen
the functioning of mutual
accountability in agriculture





Managing
Communication
and Information in
support of CAADP
Implementation and
Partnerships

Enhanced capacity
for monitoring and
assessment of
CAADP progress,
results and Impact
at country and
regional level
Countries building/
integrating
systematic mutual
accountability
mechanisms
Countries
strengthening
information support
systems for their
programme
development and
policy formulation
processes
Agriculture Public
Expenditure



US$ 181,000 (MDTF
– US$ 111,000)
Professional persondays required to
deliver each activity
(Staff time)
US$ 644,445 (MDTF
- 193,334)
Professional persondays required to
deliver each activity
(Staff time)
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NEPAD Agency Consolidated Annual Business Plan
2012

Tracking survey for the 10%
Maputo Decision

Annual tracking report on the
10% Maputo decision

Discuss and formalize common
plan for engagement with
development partners on resource
mobilisation and support to
African Agriculture,
Baseline on local and international
private sector financing into
African agriculture established
Establishing a special forum
providing information support to
private sector on CAADP

Countries getting increased
access to information on
financing options and
opportunities
Rallying Private sector
investment financing into
African agriculture
Global level advocacy and
tracking financing for African
agriculture
Collaboration defined with
China and Brazil

Engage the Global Donor Platform
(GDP) members to stimulate and
broker alignment to CAADP agric
Develop checklists/templates for
tracking and reporting on the
G8/G20 commitments
South-to-south collaboration
Setting up inventory of African
agriculture and food security
knowledge hubs and think tank
institutions
Establish database of state and
non-state Institutions/Initiatives
undertaking African agriculture
development strategic research
and studies
Strategic studies and
investigations
i. Study 1: Agriculture in
addressing Youth employment
in Africa (jointly with ILO)
(As input to the July 2011 AU

Specialized knowledgeinformation generation and
dissemination to support
informed agriculture
development planning and
decision making
Database of
knowledge/strategic thinking
institutions specialized in
African agriculture and related
issues established, functional
and continually up-dated
Two strategic studies
commissioned / undertaken
At least one intern engage on
CAADP implementation
support within NPCA











tracking

Partnership and
coalition building
to link resources
with agriculture
investment
programmes
Funding review
report on the 10%
Govt and the G20
commitments

Harnessing
strategic thinking
and emerging
knowledge to
support informed
and evidence-based
planning and
decision making
along
country/regional
agriculture
development
programmes



US$ 222,500
(MDTF - 154,000
Professional persondays required to
deliver each activity
(Staff time)
US$ 264,500 (MDTF
- 54,500)
Professional persondays required to
deliver each activity
Page | 50
NEPAD Agency Consolidated Annual Business Plan
2012
Summit)
ii. Study 2: Initiating and
commissioning rigorous
analytical study on Bio-energy
and land grabbing in Africa
Internship program to support
knowledge hubs at continental and
regional levels
African Science and Technology Innovation Indicators (ASTII) & EVAL-Health Work Plan
No
NEPAD Agency Thematic &
Sector Programme
01
Human Capital/Institution &
Capacity Building:
Africa Science, Technology
& Innovation Indicators
(ASTII) Initiative
Related AU-NEPAD
Development Framework
Africa’s Science &
Technology Consolidated
Plan of Action (R&D and
Innovation Indicators)
Planned Activities for 2012
Key
deliverables/Targets
2012
Core Activities
- Submission of the
- Reporting to AMCOST on the
Progress report to
implementation of the CPA
AMCOST on the
- Validation of Data produced from ASTII
implementation of the
surveys by AU Member States.
CPA (ASTII-1/2)
- Launch of ASTII Initiative Framework.
- NEPAD & Open Air
- Validation of ASTII Initiative Manuals.
meeting on IPR and
- Capacity building in R&D and
Innovation
Innovation Surveys methodology.
- Collection of STI data
- Review of the ASTII progress by the
by ASTII National
Advisory Committee
Focal Points
- Validation of the ASTII-2 Data for the
- Establishment of 8 to 12
AIO-2012
new ASTII National
- Release of the AIO2012 and Side event at Focal Points
AU Summit
- Release of the 2nd series
of the African
Programme support activities
Innovation Outlook
-ASTII Advisory Committee meeting
- AOSTI/ASTII consultation meeting on
data analysis
- Developing IPR network and
composition of a team of authors to
contribute to the AIO Chapter on IPR.
- Alignment of activities with RECs for
Expected Results to
be Achieved
Resource Requirements
2012
- African Innovation
Outlook (AI0) 2012
- Evidence-based
policy making for
STI
- STI Indicators
conform to
international
standards
- Informed and
guided
implementation of
the ASTII Initiative
- Progress towards
standardized
indicators and
processes for ASTII
- Commitment from
AU Member states
towards ASTII
initiative
a) USD1,084,660
[USD585,000 for
activities,
USD44660 for the
evaluation of ASTII-1,
USD70,000 for Research
calls, and
USD385,000 as Grant to
AU member States for
both R&D and Innovation
surveys]
8 to 12 new countries
joining the 28 AU
Staffing Requirement:
Research Assistant &
b) USD214,464 for
Personnel (Coordinator,
Research Assistant &
Personal Assistant)
c) USD50,000 (Refund to
Burkina Faso & Egypt)
Page | 51
NEPAD Agency Consolidated Annual Business Plan
2012
matters related to STI.
- Research call on African STI indicators
produced and coordinated by NPCA
Missions
- Launch of the UNESCO/CASTED STI
Centre in Beijing
- Participation to AMCOST (AddisAbba/Brazzaville)
- AOSTI/ASTII Consultation in Malabo
& Addis-Ababa
- NESTI-OECD meeting in Paris
- ASTII National Focal Points
Seminars/Workshop
Mid-Term/End of project reviews
- ASTII-2 Audit report
- ASTII-1 evaluation
Grant, new funding and partnership
agreement
- MoU with CASTED (China)
- MoU with IFRI/ASTI
- Preparation of at least 2 proposal for
ASTII-3 and 4
member States
involved in ASTII
-institutionalization
of ASTII National
Focal Point at the
national level
TOTAL (A)
02
Human Capital/ Cooperation
& Development: EVALHealth
Personal Assistant
Position to be upgraded to
P2 and P1 based on the
additional budget from
EVAL-Health
Appointment of ASTII
Coordinator
USD1,349,124
Africa’s Science &
Technology Consolidated
Plan of Action (Health R&D
indicators and Methodology
for Monitoring and
Evaluation)
Core Activities
- Production of new methodologies
to Monitor & Evaluate EU Funded
Health Research projects in developing
countries;
- Production of new tools to Monitor &
Evaluate EU Funded Health Research
projects in developing countries
- Validation of draft methodologies to
Monitor & Evaluate Health Research
impact
- Identification of potential projects for
case studies
Programme support activities
- Validation of draft methodology by
- Work Packages 1/2 and
3/4 finalized.
- Working document
summarizing EC’s
methodologies to
M&E Health aid to
developing countries
- Second draft of the
methodologies to
monitor and evaluate
health related EU
funded interventions in
cooperation partner
countries for Case
Studies.
- Completion of
Work packages 2, 3
and 4
- (3-5 pages) ex ante
impact
assessment/evaluatio
n plan for EDCP
Phase 2
a) USD121,000
b) USD45, 597.6
(representing one Personmonth of NEPAD earning
Euro 3,000. Total:
Euro36,000 (1 Euro =
1.2666 U.S. dollars)
Staffing Requirement:
Research Assistant (P1)
& Personal Assistant (GS
level) Positions to be
upgraded to P2 and P1
based on the additional
Page | 52
NEPAD Agency Consolidated Annual Business Plan
2012
African stakeholders - Stakeholder
- Second draft of the
consultation: Experts in health and M&E
methodologies to
from member states, RECs, AUC
monitor and evaluate
Missions
health related EU
- Assessment of Eval-Health project
funded interventions in
reviewed
cooperation partner
- Testing of methodologies and tools on
countries for Case
M&E through case studies
Studies.
- EVAL-Heath and EC consultation
(United Kingdom, Thailand and South
- face-to-face Consortium
Africa, etc.)
meeting with both
Mid-Term/End of project reviews
Scientific and Donors
- EVAL-Health Evaluation (Mid-Term)
Committees
Grant, new funding and partnership
- Contribution to on
agreement
M&E plan for
- Collaboration with EDCTP Phase 2 to
EDCTP Phase 2
produce methodologies and tools for
M&E
budget from EVALHealth
A consultant
(professional) to be
recruited to facilitate the
ASTII team to resolve the
shortage of two Admin.
Assistants (on EVALHealth and Sida budgets)
TOTAL (B)
USD166,597.6
(1 Euro = 1.2666 U.S.
dollars)
GRAND TOTAL (A+B)
USD1,515,721.6
Page | 53
NEPAD Agency Consolidated Annual Business Plan
2012
FAO Support to CAADP / Agriculture and Food Security Programmes
General Capacity
Support to NPCA
Institutional capacity
strengthening
Core Activities
Participate in activities of
the Agriculture and Food
Security Cluster
Represent NPCA at highlevel meetings on
agriculture and food
security such as G20,
CFS, ARC, RECs
Engage with partner
organizations that provide
support to NPCA,
including farmer
organizations
Identify programs for
South-South Cooperation
Provide support to the
FAO Food Security
Information Project
Medium-term capacity
building proposal for
NPCA and AUC-DREA
Position papers on key
thematic topics
Capacity programs
supported by partners
Technical cooperation
programs involving
emerging economies
Policy briefs on food
security and policy
analysis tools including
training programs
Capacity of NPCA to support
and implement agriculture and
food and nutrition programs
strengthened
Improved analysis and
advocacy on topical policy
issues like volatile prices,
fertilizer, bio-fuels, food
reserves, regional trade
dynamics, etc.
Staff time
Page | 54
NEPAD Agency Consolidated Annual Business Plan
2
3
Support to CAADP
implementation
Development and
Implementation of
other NPCA Flagship
Programs
Africa’s Agricultural
Development and Food
Security Programme
Rural Development,
employment creation and
Integration of regional
trade.
Core Activities
Support development of
new Compacts
Facilitate preparation and
implementation of
investment plans
Development of
monitoring and evaluation
system, in particular under
pillar 3
Participate in capacity
building programmes for
CAADP country teams
and Permanent Secretaries
Development of
knowledge and
information sharing
platform for country
teams.
Missions
Mission to RECs
implementing Compacts.
Mission to countries
developing new compacts
Mission to countries
developing or
implementing investment
plans
Mission to partner
meetings and high-level
conferences on agric.
Core Activities
Support finalization of the
strategy and business plan
of the Rural Futures
Program
Development of flagship
rural and youth
employment projects in
2012
5 new national and
regional compacts,
including South Sudan,
South Africa, IGAD and
SADC
Implementation of
investment plans in at
least 5 countries
Delivery of 3 training
programmes to CAADP
national teams and RECs
Production of an Annual
Update on CAADP
Implementation.
Production of one Lessons
Note in CAADP
Implementation.
M&E systems at NPCA,
REC and member state
level.
Adoption of CAADP by 5 more
countries as a major framework
for agricultural development.
Improved allocation of public
sector budget to agricultural
sector in CAADP
implementing countries.
Enhanced technical
competencies in agriculture and
food security and nutrition
investment planning in 5
African countries.
Strategy and business plan
for the Rural Futures
Program
Implementation of
concrete rural
transformation projects in
at least 5 countries
Employment creation and
transformation of rural areas
Enhanced synergy within
NPCA programs
Improved private sector
participation in agricultural
trade and value addition
Financial
resources (US$)
required.
Professional
person-days
required to
deliver each
activity
Number of
professional staff
available to
undertake
activities.
Page | 55
NEPAD Agency Consolidated Annual Business Plan
selected countries
Identify strategic partners
for rural development
projects
Promote private sector
participation in
agribusiness flagship
projects
Engage in regional trade
facilitation activities
2012
Joint technical cooperation
programs implemented
with at least 5 partners
Concrete agribusiness
projects supported by
private sector
Page | 56
NEPAD Agency Consolidated Annual Business Plan
2012
African Medicines Registration Harmonization (AMRH) Work Plan
No
NEPAD Agency Thematic &
Sector Programme
01
Human Development:
AMRH Programme
Related AU-NEPAD
Development Framework
Planned Activities for 2012
Key
deliverables/Targets
2012
AU/NEPAD Africa’s Science Core Activities
- 3 RCORES established
& Technology Consolidated - Establishing Regional Centres of
-1 academic institution
Plan of Action /Mobilizing
Regulatory Excellence (RCORE)
engaged by 2012
support for harmonizing
-Engaging academic institutions on
- EAC, SADC and
medicines registration in
training in regulatory science
ECOWAS situation
Africa; improving access to
-Editing, finalizing and publishing the
analysis reports
priority medicines
EAC, SADC and ECOWAS situation
published
analysis report on Medicines
- Situation analysis for
Registration Harmonization (MRH)
medicines regulation
- Finalizing, editing and publishing
and harmonization in a)
situation analysis of MRH in Central &
Central and b)
North/North-Eastern Africa regions &
North/North-Eastern
countries & develop appropriate
Africa regions and
interventions
countries is finalized,
-Review, develop and disseminate IEC
edited and published
materials for the AMRH Programme
- IEC materials
-Developing a model law on medicines
developed: AMRH
regulation harmonization in Africa
Programme Information
-Supporting RECs development and
Sheet, Posters, &
implementation of Medicines
Brochures; Flyer on
Registration Harmonization projects
RCORE; One page
-Developing a Strategic Direction On
Briefing Sheet on
Health And Pharmaceutical Programmes NMRA Competence
profiles
Programme support activities
-Draft model law model
-Develop proposals for Central Africa
law on medicines
and north/north eastern region for MRH
regulation
projects
harmonization in Africa
-RCORE Roundtable meeting convened
articulated and
to discuss concept note on RCORE and
discussed among
engage academic institutions
stakeholders
-Technical working group to endorse
-A Strategic Direction on
criteria for establishing RCORE and
Health and
review RCORE applications is
Pharmaceutical
established
Programmes is
Expected Results to
be Achieved
-Progress towards
strengthened delivery
for training
programmes in
regulatory science
-Access to
knowledge and skills
for regulatory science
and production of
pharmaceuticals is
increased including
identification of gaps
and strengths
-Increased visibility
and outreach for the
AMRH Programme
-Draft model law
endorsed among
stakeholders from all
regions
- Strategic Direction
on Health and
Pharmaceutical
Programmes is
drafted
-Project proposal for
MRH completed for
Central Africa and
North/North-Eastern
Africa region
-AMRH Programme
implemented in
SADC, EAC and
ECOWAS region
Resource Requirements
2012
USD 14,700
(for establishing
RECOREs and the
Technical Working
Group)
USD 52,220
(for finalizing situation
analysis in Central and
North/North-Eastern
Africa)
USD 10,000
(to develop IEC materials
for AMRH Programme
and strengthen
communications)
USD 23,500
(to commission a
consultant for the model
law)
USD 15,000
(research and consultation
geared to development of
the Model Law)
USD 262,320
(to convene EAC and
ECOWAS stakeholders
meeting to review draft
the model law).
USD 17,500
(for consultant to develop
Page | 57
NEPAD Agency Consolidated Annual Business Plan
2012
-Consultant to develop model law is
developed
commissioned
-Project proposal for
-Research and consultation undertaken
MRH Central and
for the development of the model law
North/North-eastern
-Convening EAC and ECOWAS
Africa region finalized
stakeholders consultation meeting to
-RECS supported to
review the draft model law
implement MRH
- Commission a consultant to develop a
projects
strategic direction on health and
pharmaceutical programmes
-Engage AfDB, SARPAM, WHO-AFRO,
WHO-EMRO, USFDA, EDCTP, Chirac
Foundation on the AMRH Programme
-Develop M and E framework and
engage in monitoring and evaluation of
AMRH Programme including submitting
quarterly and annual reports
-Engaging new partners and stakeholders
to strengthen the AMRH Programme
including conducting advocacy work,
partnership building and programme
development
-Provide technical assistance to RECS to
implement MRH projects in EAC,
SADC and ECOWAS region including
in M & E of projects missions
- Launch of AMRH Programme EAC
MRH Project (Arusha, Tanzania)
- AMRH Advisory Committee inaugural
meeting (Arusha, Tanzania)
-Missions to the RECs to support project
implementation and new project
development
-Participation at AU Summit and events to
advocate for AMRH
-Roundtable convening stakeholders to
discuss concept note on clinical trials on
vaccines
-International Conference of Drug
Regulatory Authorities, Tallin, Estonia,
October 2012
the Strategic Direction on
Health and Pharmaceutical
Programmes)
USD 37560
(to participate in AU
summit event and
advocate for medicines
registration
harmonization)
USD 720,086
(to meet staffing
requirements)
USD 27520
( to engage partners
including AfDB,
SARPAM, WHO-AFRO,
WHO-EMRO, USFDA,
EDCTP, Chirac
Foundation)
USD 8000
(to develop and
M and E framework)
USD 184,000
(to support MRH project
implementation)
-USD 40,000
(to engage new
stakeholders and build
partnerships)
Page | 58
NEPAD Agency Consolidated Annual Business Plan
2012
- Expert committee on counterfeit drugs
convened by Institute Medicine of the
National Academies, USA
-Southern African Conference for
Improving Access to Medicines
-PAP Health Committee Meeting
- EAC and ECOWAS stakeholders
consultation meeting to review the draft
model law
-Workshop to finalize the project
proposal for Central Africa region
-Workshop to support development and
finalization of project proposal with
North/North-Eastern Africa region RECs
End of Project Review
Preparing end of grant report for BMGF
/Multi-donor Trust Fund
-Submitting progress report for AMRH
Programme
Grant, New Funding/Partnership
Agreements
Engage partners in negotiations for
continued funds flows to support AMRH
Programme activities through Multidonor Trust Fund
TOTAL
US$ 1,412,406
Page | 59
NEPAD Agency Consolidated Annual Business Plan
2012
Rural Futures and Natural Resource Governance Work Plan
No.
1
NEPAD Agency
Thematic & Sector
Programme
Related AU-NEPAD
Development Framework
Agriculture and Food
security
Comprehensive African
Agriculture Development
Program
Planned Activities for 2012
Livestock
Development of a
program on livestock in
liaison with GALVmed
and partners
Identification of partners
and mobilization for
program implementation.
Conduct of
implementation and
consultation missions
Orphan Crops
Development and launch
of a on African orphan
crops in liaison with
Clinton Global Initiative
Identification of African
partner institutions for
program implementation
Conduct of
implementation and
consultation missions
Advocacy for agricultural
research
Consultations on G20
action plan for agricultural
research and food security
Conduct of
implementation and
consultation missions
Key Deliverables/Targets
2012
A livestock program
document
At least two MoUs signed
with partners for
implementation of
program
An Orphan Crops
Program document
MoU signed with Africabased institution for field
implementation of
program
Status report G20 action
plan for agricultural
research and food security
Expected Results to be
Achieved
2012
Africa-wide
program on
livestock
Potential of
Livestock as key to
food, nutrition and
economic security
demonstrated
Functional Africawide program on
orphan crops
Initial resources
mobilized for
program launch
Africa’s
agricultural
research and food
security kept on
the G20 policy
agenda
Resource
Requirements
2012
$5,000
Number of
professional
staff available
to undertake
activities = 1
$10,000
Number of
professional
staff available
to undertake
activities = 1
$8,000
Number of
professional
staff available
to undertake
activities = 1
Page | 60
NEPAD Agency Consolidated Annual Business Plan
Post-harvests
Identification of partners
for implementation of
NPCA’s post-harvest
program
Mobilization of Initial
financial resources for
program
Launch of initial project
Conduct of
implementation and
consultation missions
2.
Climate change and
Natural Resources
Management
Natural Resources
Management
Natural Resources Governance
Launch of Natural
Resources Governance
field project in partnership
with Oxford University
Conduct of
implementation and
consultation missions
Great Green Wall
Coordinating NPCA’s
involvement in the Great
Green Wall
(GGW)Initiative in liaison
with Pan-Africa on the
GGWl
Project development and
mobilization for
implementation
Conducting of project and
consultation missions
2012
MoU with partners
Written agreements with at
least 3 countries on incountry implementation of
project
At least 2 projects
developed
Functional
continental postharvest program
Initial program
funds mobilized
for post-harvest
NPCA’s Natural
Resources
Governance program
operational in at
least 3 countries
Improved
governance of
Africa’s natural
resources for grassroots development
Initial program funds
mobilized
Improved
management of the
Sahara-Sahalian
environment for
improved
livelihoods
Initial resources
for NPCA’s role in
GGW mobilized
$15,000
Number of
professional
staff available
to undertake
activities = 1
$10,000
Number of
professional staff
available to
undertake
activities = 3
15,000
Number of
professional staff
available to
undertake
activities = 2
Page | 61
NEPAD Agency Consolidated Annual Business Plan
3
Rural Futures
Program
Rural Futures Program
Rural Futures
Developing and launching
projects to assist rural
entrepreneurs
Developing South-South
cooperation program
Conducting rural futures
policy dialogues
2012
At least one training
project developed
At least 10 rural actors
trained and operating
rural-based enterprises
South-South cooperation
program developed
Conducting of project and
consultation missions
Green Economy and Rural
Development
Conducting a study and
documenting of
knowledge needed to keep
abreast the development
discourse of the potentials
of the green economy
Development of
partnerships and coalitions
for aligning policies,
practices and investments
for rural development
Conducting of project and
consultation missions
A document which
specifically defines
actions in support of rural
transformation produced
supported
At least 5 partnerships
mobilized
Improved
livelihoods of rural
communities
Awareness raised
amongst
development
partners with a view
to mobilizing ACPEU support for
program
Strengthened
alignment of
international support
with Africa’s
priorities and vision
for rural
development
Initial financial
resources mobilized
The potential
positive
contribution of
green economic
approaches for
rural
transformation
demonstrated
Number of
professional
staff available
to undertake
activities = 3
Number of
professional
staff available
to undertake
activities = 3
Green economy
institutionalized
Page | 62
NEPAD Agency Consolidated Annual Business Plan
2012
Sustainable Land Management/TerrAfrica Work Plan
No.
1
NEPAD Agency
Thematic & Sector
Program
Related AU-NEPAD
Development Framework
Climate Change and
Sustainable
Development
Africa’s Agricultural
Development and
Food Security
Programme
NEPAD
Environmental
Action Plan
4
Economic &
Corporate
Governance
Organization of 2
partners’ consultative
meetings.
Negotiation and
signing of host
country agreement
between NPCA and
the Government of
Senegal
Production of an
Annual Update on
the implementation
of SIP
Planned Activities for 2012
Core Activities
Facilitate the functioning
of the TerrAfrica Platform
Development of
knowledge and
information sharing for
RECs and countries
Development of new
Country Strategic
Investment Frameworks
Facilitation of resource
mobilization for
implementation of SLWM
investment plan
Development of
Institutional development
Conducting consultations
and host-country
agreement meetings
Securing a host-country
agreement with the
government of Senegal
knowledge and info
support system
Key Deliverables/Targets
2012
2 new SLWM CSIF,
Implementation of SLWM
investment plans in 3
countries
Development of
knowledge and
information in support to
SLWM projects
Delivery of 2 regional
training programmes to
SLWM national teams
A host-country agreement
signed between NPCA
and government of
Senegal
Production of Knowledge
and lessons on SLM
utilized to inform and
negotiate policy and
planning processes.
Negotiation and signing of
3 partnership agreements.
Programme Support Activities
Organization of partners’
forum for performance
review
Negotiation and signing of
2 grant agreements.
Expected Results to be
Achieved
2012
Regional coalition
building around
SLM strengthened
Mutual learning
and Regional
Knowledge
Management
(focusing on
M&E) improved Stakeholders more
effectively
collecting,
analyzing,
NPCA’s regional
office officially
accredited by the
government of
Senegal
Improved visibility
of NEPAD
Resource
Requirements
2012
Financial
resources
(US$)
required:
1,417,700
5 professional
staff available
to undertake
activities.
PM
Number of
professional
staff available
to undertake
activities = 2
Agency’s activities
in West Africa
managing and
accessing valid
data and
Page | 63
NEPAD Agency Consolidated Annual Business Plan
2012
information
Contributions to Agency Think
Tank and KM Functions
Preparation of an Annual
Update on the State of
implementation of
Strategic Investment
Program (SIP)
Preparation of Lessons
Notes in SIP
implementation
Enhanced technical
competencies in SLM
investment planning in
African countries.
Mobilization of at least
EURO 3 million in
additional resources
for NPCA programs.
Missions
Mission to RECs
implementing Compacts.
Mission to countries
developing new compacts
Mission to countries
developing or
implementing investment
plans
Mid-Term/End of Project
Reviews
Review of NEPAD-RECs
institutional support
project
Grant, New Funding and
Partnership Agreements
Preparation and
negotiation of a
continental programme in
support to regional and
national agriculture and
climate change programs
with GIZ and Norway
Page | 64
NEPAD Agency Consolidated Annual Business Plan
2012
Preparation and
negotiation of a GenderClimate change program
with Norway
Page | 65
NEPAD Agency Consolidated Annual Business Plan
2012
Agribusiness and Market Access Work Plan
No.
1
NEPAD Agency
Thematic & Sector
Programme
Agribusiness
Related AU-NEPAD
Development
Framework
Support to CAADP
Implementation
Planned Activities for 2012
Core Activities
Finalise NPCA Agribusiness and
Trade Promotion Strategy (NATS).
Launch NATS and agree with key
partners on implementation roadmap
and funding arrangements.
Increase Africa’s capacity on World
Trade Organization (WTO)
negotiations and support for trade
facilitation.
Support private sector finance
negotiations on National Agriculture
Investment Plans.
Facilitate partnerships with RECs to
mobilize Aid for Trade (AfT) support
programmes and Funds to support the
implementation of CAADP Pillar II
Identify at least 4 pilot countries to
carry out country-based activities to
align CAADP and Enhanced
Integrated Framework (EIF) and Aid
for Trade
Carrying out an in depth comparative
analysis of the EIF Diagnostic Trade
Integration Studies (DTIS) and of the
CAADP Compacts in the selected
countries.
Support trade and market access and
intra-country trade Africa’s strategic
commodities
Promote development and expand
implementation of flagship
programmes on strategic
commodities (Rice, cotton, cassava).
Programme Support Activities
Key Deliverables/Targets
2012
NATS launched and
shared with key
stakeholders for
implementation readiness.
Resource requirement
agreed upon for NATS
implementation
Facilitate establishment of
Africa Trade Resource
Centre at NPCA.
Advance training of
trainers on WTO trade
facilitation
Private sector financing
aligned to the national
agriculture investment
plans.
Facilitate dialogue
between the offices in
charge of AfT and
CAADP issues within
RECs
Support member states to
harmonize CAADP Pillar
II and EIF implementation
in selected countries.
Study on comparative
Expected Results to be
Achieved
2012
NATS strategic
priorities are aligned
with National
Agriculture and Food
Security Investment
Plans (NAIPS)
Implementation
readiness of
NATS.
Africa Trade Resource
Centre launched and
operational.
Resource
Requirements
2012
(US$ 200,000)
$500,000
$20,000 to be
provided by
WTO
$80,000
US$175,000
Increase private sector
investments.
$150,000
Increase awareness on
Aid for Trade at
regional level
US$100,000
Aid for Trade
approaches
mainstream into
CAADP Pillar II
Increase capacity at
country level to play a
more active role in the
global trading systems
Improved market
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NEPAD Agency Consolidated Annual Business Plan
Organization of partners’ forum for
performance review
Contributions to Agency Think Tank
and KM Functions
Preparation of an Annual Update
on the State of Agribusiness
programme implementation
Missions
Mission to partner institutions,
RECs and programme
implementing member sates
Grant, New Funding and Partnership
Agreements
Preparation and negotiation of
IFAD small grant agreement in
support of rice sector.
Negotiate GIZ support for
operationalization of NATS
2012
analysis commissioned on
EIF Diagnostic Trade
Integration Studies (DTIS)
and of the CAADP
Investment Plans in 4
countries.
access for strategic
commodities
Flagship programmes
formulated, up-scaled
and implemented.
Organize the annual Africa
Agribusiness and Trade
Fair on Africa’s trade and
investment potentials.
Forster strategic
partnerships for
programme formulation
implementation
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NEPAD Agency Consolidated Annual Business Plan
2012
Partnership for African Fisheries (PAF) Draft Work Plan
No.
1
NEPAD Agency
Thematic & Sector
Programme
CAADP
Human and Capital
Development
Related AU-NEPAD
Development Framework
Africa’s Agricultural
Development and Food
Security Programme
Planned Activities for 2012
Core Activities
Develop the concept note for
CAFRS
Arrange a Think Tank Event
to discuss, peer-review and
validate the CAFRS
framework
Integrate the CAFRS in the
Regional and National
Fisheries Reform
programmes
Supervise the PAF Policy
Working Groups
(Governance, Trade, Illegal
Fishing, Think Tank,
Aquaculture &Investment)
Conduct PAF Retreat
meeting bi-annually (May
& November)
Distribute inter-sessional
information to the Steering
Committee
Conduct quarterly meetings
of the PAF Steering
Committee
Design & implement
fisheries reform strategies
for SADC, COMESA,
ECOWAS and ECCAS in
support of REC Regional
Strategies
Implement the West African
Pilot Project (WAPP)
through Regional Learning
Key Deliverables/Targets
2012
The concept of Comprehensive
African Fisheries Reform
Strategy (CAFRS) developed
and validated
2 PAF Working Groups
provide high level technical
advice to RECs and member
states
PAF Steering Committee
provides guidance to the
implementation of the
programme
CAMFA outcomes are
integrated into the Regional
and National Fisheries Reform
activities
CAMFA outcomes and REC
Fisheries Strategies form the
basis for the Comprehensive
African Fisheries Reform
Strategy (CAFRS)
A continent-wide recognised
figure determined for the
potential wealth and hence
potential economic growth
contribution that the fishery
could make towards the 6%
CAADP target.
Investment scenario models
developed for four PostCAADP Compact states
Establish the economic basis
for fisheries sector’s role in the
CAADP 6% annual growth
target.
Expected Results to be
Achieved
2012
Regional and PanAfrica strategy for
reform of fisheries
(including aquaculture
potential and research
needs) developed
through broad
consultation and
research by 2013
Potential benefits of
African fisheries in
pro-poor economic and
social growth better
understood and shared.
Provide technical
backstopping to AU
Member States to
strengthen policy
coherence in national
fisheries sector with
regard to CAADP in
order to enhance the
role of fish in food
security, poverty
alleviation and trade
development;
Collaborate with
donors in raising
awareness of the
funding needs of
African fisheries
Resource
Requirements
2012
Financial
resources
required.
(US$2.4 million)
Professional
person-days
required to
deliver each
activity
Number of
professional staff
available to
undertake
activities (4
Professionals and
a group of
experts in the
Policy Working
Groups –
Communities of
Practice).
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NEPAD Agency Consolidated Annual Business Plan
Platforms in Ghana, Sierra
Leone and Senegal and
Gabon and Sao Tome &
Principe
Implement the Post-CAMFA
Follow-up Strategy
Implement the CAADPFisheries Sub-Committee
and implement reforms in
Sierra Leone within the
WAPP
2012
Support resource mobilization
for fisheries within the wider
post-Compact intervention
To support member states with
capacity strengthening through
pursue South-South
cooperation with countries and
agencies in the north as well as
within South (e.g. China,
Brazil, Egypt, etc);
Develop and foster lasting
fisheries partnerships to
facilitate the exchange of
knowledge at REC level and
at Continental level; within
and outside of Africa
between a range of fisheries
stakeholders
Develop briefs and guide
African delegates at
international negotiations in
order for international
fishery policy to be
increasingly influenced by a
coherent “African voice”
Regional
Integration and
Infrastructure
Provide technical guidance
to RECs in order to achieve
the regional economic
integration policy reformed
which incorporates the
fishery sector within the
CAADP
Work with selected case
study fisheries (at REC
levels) to document current
governance structures
relevant to fisheries,
processes and instruments to
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NEPAD Agency Consolidated Annual Business Plan
2012
increase the number of
African best practise cases:
ECOWAS: Marine fisheries
- GH, SL, SN
Inland: GH, BF,
NIG, ML (Volta Basin)
ECCAS: GB, ST&P, CM
SADC: TZ, MW, ZAM
COMESA: UG, KE, EG
Develop detailed models in
Post-Compact states, of the
processes and instruments
needed to effect sustainable
change in particular fisheries
and to disseminate the
experience to stimulate
regional and continental
learning based on successes
To strengthen member
states' scientific capacity
under the CDSF, and
through the NEPADUniversity Network
(FishNet);
Undertake economic
valuation of fisheries
resources in order to
determine the contribution
of fish to the 6% CAADP
target
Identify member states
which have included fish in
their Compacts and Country
Investment Plans
In collaboration with the
CAADP Unit, support
member states to establish
"Fish Expert Pools" to
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NEPAD Agency Consolidated Annual Business Plan
2012
urgently engage in the
country CAADP process as
well as respond with PostCompact fisheries
investment interventions
Engage major donors, such
as the World Bank and
AfDB on post-compact
fisheries investments
Engage with the Africa,
Caribbean & Pacific (ACP);
GTZ and EU on postCAMFA interventions;
Brazil on the Partnership on
Aquaculture
Jointly with DFID and China
Ministry of Agriculture,
finalise and launch the ABC
Trilateral Cooperation
Conduct follow-up Study
Tours to China by African
Fisheries Experts
Coordinate the
implementation of the ABC
Trilateral Cooperation
Develop and implement a
strategy for Africa-Egypt
Cooperation in fisheries and
aquaculture
Programme Support Activities
Jointly with DFID and China
Ministry of Agriculture,
finalise and launch the ABC
Trilateral Cooperation
Conduct follow-up Study
Tours to China by African
Fisheries Experts
Coordinate the
implementation of the ABC
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NEPAD Agency Consolidated Annual Business Plan
2012
Trilateral Cooperation
Develop and implement a
strategy for Africa-Egypt
Cooperation in fisheries and
aquaculture
Organization of partners’
forum for performance
review
Contributions to Agency Think
Tank and KM Functions
Implement the Fisheries
Think Tank model
Develop and implement the
mechanism/Roaster for
Think Tank Communities of
Practice
Conduct at least 3 Think
Tank Events on major
fisheries policy and
governance (Economic
Valuation of fish for
CAADP, Political Economy
of fisheries reforms and IUU
Fishing)
Missions
Mission to RECs and
Regional Fisheries Bodies
(RFBs) to support
development and
implementation of Regional
Fisheries Strategies.
Mission to countries to
undertake Post-Compact
development of National
Fisheries Investment Plans
Mission to major donors
(UK, Sweden, Iceland,
China) to strengthen
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NEPAD Agency Consolidated Annual Business Plan
2012
cooperation on fisheries
Mid-Term/End of Project
Reviews
Review of PAF activities,
including financial audit
Grant, New Funding and
Partnership Agreements
Finalise agreement with
FAO on the SIDA funding
for NFFP (NPCA-FAO Fish
Partnership)
Finalise agreement and sign
MOU on ABC (AfricanBritain-China Trilateral
Cooperation on Agriculture
& Fisheries)
Negotiate partnership with
Icelandic International
Development Agency
(ICEIDA)
Page | 73
NEPAD Agency Consolidated Annual Business Plan
2012
Page | 74
NEPAD Agency Consolidated Annual Business Plan
2012
Southern Africa Network for Biosciences (SANBio) Work Plan
No.
NEPAD Agency
Thematic & Sector
Programme
Related AU-NEPAD
Development Framework
Planned Activities for 2012
Key Deliverables/Targets
2012
Expected Results to be
Achieved
2012
Resource Requirements
2012 (US$)
Core Activities
1
Southern Africa
Network for
Biosciences
Comprehensive Africa
Agriculture Development
Programme (CAADP)
(SANBio) covering
the following
countries: Angola,
Botswana, Lesotho
Malawi, Mauritius,
Mozambique,
Namibia, Seychelles,
Swaziland, South
Africa, Zambia,
Zimbabwe
Africa’s Science and
Technology Consolidated
Plan of Action (CPA)
Environmental Action
Plan (EAP)
Sub-regional
Environmental Action
Plans (SREAPs)
AU-NEPAD Health
Strategy
Conduct study visits by
SANBio researchers to
selected research centres or
universities
Develop a Strategy for
Cooperation with Private
Sector/Large Established
Players
Conduct training workshop
on ICT Skills and Database
Management
Conduct informal
partners’ sessions on good
laboratory practices and
proposal writing
Conduct one workshop
with emphasis on
developing partnerships
among public and private
sector, models in selected
Southern Africa countries
Supervise, monitor and
evaluate the following
ongoing R & D and
capacity building projects
in SANBio countries:
 Mushroom Production for
food Security and health
benefits
 Fish biodiversity of inland
rivers in Southern Africa
 Apply for ethics approval
At least 4 study visits
conducted
A strategy for cooperation
with private sector
One ICT work held with
at least 15 participants
trained
One informal session held
for mutual learning among
researchers
One regional workshop
with at least 25
participants
At least one
implementation
monitoring mission
conducted to each
Project
Bench mark and best
practices shared
among researchers in
the network
30 000
Enhanced
engagements between
researchers and
private sector players
7 500
Enhanced
competencies in ICT
and data management
among network
members/ researchers
69 000
Experiences on good
laboratory practice
and good proposal
writing are shared by
at least 10
participants
9 000
Improved
understanding of
PPPs among
stakeholders
55 000
Projects effectively
implemented,
monitored &
evaluated
15 000
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NEPAD Agency Consolidated Annual Business Plan
and commission clinical
trials in Zambia on SF2000
(a traditional remedy) for
HIV/AIDs
 Improving livestock
production by controlling
livestock
 Developing plant genetic
resources policies and
policy guidelines
 Capacity Building in
Indigenous knowledge
systems
Programme Support Activities
Programme Governance,
Management, Monitoring
& Evaluation
Strengthening and
supporting the Secretariat,
Nodes and projects
Contributions to Agency Think
Tank and KM Functions
2012
SANBio Network
and programmatic
activities
implemented,
monitored and
evaluated effectively
4 000
Approved Work Plans and
budgets for the Secretariat
and project teams
Secretariat, nodes and
projects strengthened
4 000
At least one meeting of
each of the SANBio
Governance Structures
(SANBio, SC, BioFISA
SC and BioFISA SVB)
Improved
communication and
awareness of
SANBio
Monthly salaries paid
Improved
documentation on,
and knowledge of
SANBio network and
results in the region
187 000
Collaborations
among ABI network
and other like minded
networks enhanced
22 000
Enhanced financial
support for ABI
networks
22 000
Generating buy-in
and resources from
African governments
12 000
Office equipment, general
office supplies,
communication and IT
support and transport
sourced
Develop and implement a
Communication Strategy &
Disseminate of Programme
Outcomes
At least one project
specific workshop is
organized as part of M & E
site visits
Develop an ABI
knowledge management
system aligned to NPCA
At least 2 students from
selected projects are
supported for short term
skills training
Publish and disseminate
Procure small lab
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NEPAD Agency Consolidated Annual Business Plan
Mid Term and Programme
Closure Reports
2012
equipment for selected
projects
12 000
66 000
Mid-Term/End of Project
Reviews
Regular Reviews of
SANBio/BioFISA
activities
Conduct Stakeholders
BioFISA Programme
Closure Workshop
Production and
dissemination of Final
Programme Report
A Communication and
outreach Strategy
developed and key
elements are implemented
and disseminated e.g.
Finalize SANBio WebBased database
Produce Quarterly
Reports and
Newsletters
- Update SANBio
Website
- Produce videos on
project activities
105 000
25 000
Grant, New Funding and
Partnership Agreements
Provide support to NPCA
Office of the Coordinator
for ABI activities in
Regional Centres
At least 4 Strategic and
resource mobilization
meetings of ABI
conducted
Finalize the new Africa
Biosciences Initiative
(ABI) Strategic Plan
2012-2016 and engaging
with development partners
to support the Plan
Support at least 2 M & E
visits of the Coordinator to
ABI Networks
Negotiating with the
current funders of
BioFISA, the Department
of Science & Technology
Support activities for
enhanced visibility of ABI
including political buy-in
Page | 77
NEPAD Agency Consolidated Annual Business Plan
of South Africa the
Ministry for Foreign
Affairs, Finland to support
BioFISA Phase II
2012
Support at least one joint
meeting of ABI Network
Directors
Engaging with national
governments,
development partners, and
private for resource
mobilization
Total
Notes
1.
2.
3.
644 500
Currently, SANBio has four full time staff (Network Director (ND), Network programme Manager (NPM), Finance Administrator (FA) and Personal Assistant (PA) to the ND. In the
new Strategic Plan of ABI (2012-2016), an additional position of Communications Officer has been recommended
The current funding for the network comes from the Department of Science & Technology of South Africa and the Ministry for Foreign Affairs of Finland. This grant ends in
September, 2012.
The R & D and capacity building projects are implemented through national research centres and universities in the region.
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NEPAD Agency Consolidated Annual Business Plan
2012
Policy Alignment and Programme Development Activities
No.
1
NEPAD Agency
Thematic & Sector
Programme
Related AU-NEPAD
Development Framework
Agriculture and Food
Security
Comprehensive African
Agricultural Development
Programme (CAADP)
Planned Activities for 2012
Core Activities
Integrating nutrition and
agriculture into regional
policy dialogue
Implementation of the
Africa Food and Nutrition
Security Day
Programme Support Activities
Convening and platform
development
Technical support and
capacity building for
CAADP Pillar 3 and
nutrition across sectors in
RECs
Contributions to Agency Think
Tank and KM Functions
Production of AU/NEPAD
Comprehensive
Continental Food and
Nutrition Security Report
and Score Card
Production of AU/NEPAD
Food and Nutrition
Security “Blue Print”
Key Deliverables/Targets
2012
Policy reviews in specific
CAADP Pillar III core
flagship areas of dietary
diversity, fortification,
maternal and child
nutrition, and home-grown
school feeding in at least 5
countries
Advocacy for better
programme design and
delivery for nutrition
Better platforms for
nutrition programme
implementation. Common
frameworks across sectors
Strong link between
agriculture, food, health
and development
developed
Agriculture for better
nutrition, education and
health leveraged
Annual report/score card
and blue print produced
Expected Results to be
Achieved
2012
Resource
Requirements
2012
Financial
resources
(US$150,000)
required.
Professional
person-days
required to
deliver each
activity
Number of
professional
staff available
to undertake
activities.
Missions
tbd
Mid-Term/End of Project
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NEPAD Agency Consolidated Annual Business Plan
2012
Reviews
Reviews and programme
support of the Home
Grown School Feeding
Programmes in five
countries
2
Agriculture and Food
Security
CAADP
Grant, New Funding and
Partnership Agreements
Preparation and
negotiation of IFAD grant
agreement.
Core Activities
Implementation of the
Abuja declaration on
fertilizers for an African
green revolution
Preparation of a NEPAD
Expanded Agribusiness
and Trade Promotion
Strategy
Implementation of the
African Fertilizer and
Agribusiness Partnerships
(AFAP)
Roll-out of the African
Soil Health Consortium
Programme Support Activities
Engage and support
private sector and
public/private partnership
initiatives to improve the
performance of fertilizer
value chain
Capacity development of
the public and private
sector through training
and mentorship to identify
value chain needs and
deliver programmes that
Recommended policies
and actions that African
governments can take to
improve the
implementation of
fertilizer subsidy
programmes developed
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NEPAD Agency Consolidated Annual Business Plan
2012
will enable sustainable
change
Contributions to Agency Think
Tank and KM Functions
Finalise publication of the
NEPAD fertilizer subsidy
study report
Abuja declaration on
fertilizer for an African
green revolution: status of
implementation at regional
and national levels
Eighth progress report
January-December 2011
on implementation of the
Abuja declaration on
fertilizer for an African
green revolution
Development of extension
and policy materials to
support implementation of
the African Soil Health
Consortium project
implementation
Missions
NEPAD fertilizer subsidy
study stakeholders’
validation workshop
Validation workshop for
the NEPAD expanded
agribusiness and trade
promotion strategy
Mid-Term/End of Project
Reviews
None
Grant, New Funding and
Partnership Agreements
Preparation and
negotiation of
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NEPAD Agency Consolidated Annual Business Plan
3
Climate Change and
Natural Resources
Management
Environmental
Action Plan
Africa’s Science and
Technology
Consolidated Plan of
Action
African Union Youth
Charter
2012
collaborative
arrangements on AFAP.
Finalise negotiation of a
proposal for funding from
AGRA on strengthening
institutional capacity for
agricultural policy
formulation and
implementation at national
and regional levels
Core Activities
Young scientists initiative
on climate change and
indigenous knowledge
systems (CCIKS)
Programme Support Activities
Engagement of the youth
and IKS on climate
change adaptation and
mitigation in the five
regions of the continent
Linking biodiversity
management to climate
change
Contributions to Agency Think
Tank and KM Functions
Production of Framework
for empowering and
integrating the youth in
Climate Change and IKS
R&D Agenda in Africa
Missions
Regional workshop on
CCIK programme
development
Mid-Term/End of Project
Reviews
None
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NEPAD Agency Consolidated Annual Business Plan
4
Regional Integration
and Infrastructure
Programme on
Infrastructure
Development for
Africa (PIDA)
Africa’s Science and
Technology
Consolidated Plan of
Action
2012
Grant, New Funding and
Partnership Agreements
Prepare one programme
proposal on engaging
African youth in
harnessing IKS and agrobiodiversity for
sustainable livelihoods,
food security and climate
change adaptation
Core Activities
NPCA bio-energy
program
Programme Support Activities
Development of a policy
framework on bio-energy
Development of a
programme proposal on
bio-energy production for
small scale rural
communities
Contributions to Agency Think
Tank and KM Functions
Production of a policy
framework on bio-energy
programme
Missions
Mid-Term/End of Project
Reviews
None
Grant, New Funding and of
Partnership Agreements
Engage partners for
support of the bio-energy
programme
5
Human Development
(Education)
Second Decade of
Education for
Core Activities
Postgraduate programme for
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NEPAD Agency Consolidated Annual Business Plan
Africa’s
Development
2012
nurses and midwives in the
ECCAS region
Programme Support Activities
Establishing a
postgraduate programme
in nursing and midwifery
in Gabon, Chad and
Congo
Contributions to Agency Think
Tank and KM Functions
Missions
Several planned
Mid-Term/End of Project
Reviews
None
Grant, New Funding and
Partnership Agreements
Finalise negotiation of a
sub-agreement with the
University of KwaZulu
Natal
6
Human Development
(Science and
Technology)
Africa’s Science and
Technology
Consolidate Plan of
Action (CPA)
Core Activities
Facilitate contribution of
science, technology and
innovation to Africa’s
development
Programme Support Activities
Review the CPA
Amend the CPA based on
recommendations of the
review process
Contributions to Agency Think
Tank and KM Functions
Revised CPA
Missions
Several
Mid-Term/End of Project
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NEPAD Agency Consolidated Annual Business Plan
2012
Reviews
None
7
Human Development
(Health)
African Health
Strategy
CPA
Pharmaceutical
Manufacturing Plan
for Africa
Grant, New Funding and
Partnership Agreements
Finalise agreement with
Meridian Institute for
support of the CPA review
process
Finalise negotiation with
SIDA for support of the
review process
Core Activities
African Medicines
Regulator Harmonization
Initiative
Engagement of the PanAfrican Parliament on
issues of health
Building a NEPAD
platform on human and
animal health for
development
Programme Support Activities
Engage PAP in science
and technology and Africa
Medicines Regulatory
Harmonization (AMRH)
Initiative
Prepare programme
proposals in health for
partner support
Contributions to Agency Think
Tank and KM Functions
A report on NEPAD
public health delivery
programme
Missions
Roundtable on redefining
NPCA agenda on health
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NEPAD Agency Consolidated Annual Business Plan
2012
Mid-Term/End of Project
Reviews
Redefining the role of the
NPCA in the area of
health for Africa’s
development
Grant, New Funding and
Partnership Agreements
Negotiate with IFAD for
support of a programme
on integrated and
multidisciplinary strategy
for control and elimination
of Trypanosomiasis
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NEPAD Agency Consolidated Annual Business Plan
2012
e-Africa Programme Work Plan
No.
NEPAD Agency
Thematic &
Sector
Programme
NEPAD Agency
Thematic &
Sector
Programme
NEPAD e-Africa
Programme
Related AU-NEPAD
Development Framework
Related AU-NEPAD
Development Framework
Acceleration of Africa’s
Digital Transformation
into the Global
Information Society and
Knowledge Economy
Planned Activities for 2012
Key Deliverables/Targets
2012
Planned Activities for 2012
Key Deliverables/Targets
2012
Core Activities
Continue the coordination
of harmonization of
regional and continental
ICT programs
Coordinate the
development of African
positions in preparation for
international fora (ITU &
ICANN)
Develop document on
Africa’s ICT Agenda for
4th CITMC
Conduct In-country
workshops in collaboration
with RECs
Initiate review process of
draft Kigali Protocol for
West/Central/North Africa
Recruitment of Project
Coordinators for AUNEPAD e-Schools
Initiative
Develop AU-NEPAD eSchools implementation
plan
Conduct consultations with
RECs for regional ICT4E
plans
Develop Legal and
regulatory frameworks for
Summary table of
regional and continental
ICT Programmes and
Projects compiled and
circulated to key
stakeholder institutions,
Q1
Harmonisation meeting
held ahead of 4th
CITMC, Q1
Outcome of
Harmonisation meeting
reported at the 4th
CITMC, Q2
AUC and NPCA lead
African Delegations to
the WRC-12, Q1
AUC and NPCA lead
African Delegations to
ICANN 43, 44 & 45, Q1,
Q2, Q4
In-country workshops on
regional and continental
ICT Programmes
conducted with RECs
Q1-Q4
ISPAD Consultant
Recruited Q1
Coordinators for AUNEPAD e-Schools
Initiatives Recruited, Q3
Expected Results to be
Achieved
2012
Resource
Requirements
2012
Expected Results to be
Achieved
2012
Resource
Requirements
2012
Summary table of
regional and continental
ICT Programmes and
Projects compiled and
circulated to key
stakeholder institutions,
Q1
Harmonisation meeting
held ahead of 4th
CITMC, Q1
Outcome of
Harmonisation meeting
reported at the 4th
CITMC, Q2
AUC and NPCA lead
African Delegations to
the WRC-12, Q1
AUC and NPCA lead
African Delegations to
ICANN 43, 44 & 45,
Q1, Q2, Q4
In-country workshops
on regional and
continental ICT
Programmes conducted
with RECs Q1-Q4
ISPAD Consultant
Recruited Q1
Coordinators for AUNEPAD e-Schools
Initiatives Recruited, Q3
(Please see
attached eAfrica work
plan for 2012)
It hasn’t been
possible to
adjust the
budget
estimates to
this new format
in the limited
time available.
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NEPAD Agency Consolidated Annual Business Plan
e-commerce and epayment
Establishment of
Community Informatics
platform and mechanisms
Set up technical body for
running DotAfrica under
AU ownership
Programme Support Activities
Establish coordination
mechanism for ICT
infrastructure development
in line with IAIDA.
Recruit consultant for
capacity building needs
assessment for RECs and
key stakeholders at country
level
Training workshops for
key ICT personnel at REC
and country level.
Organise 4th Meeting of
the Inter-Governmental
Assembly (IGA) of the
Kigali Protocol.
Engage UAF Operators on
use of UAF for e-skills
development
Support RECs and
countries in establishment
of National IGFs
Assist SADC, ECCAS,
and UMA in developing
Home & Away Roaming
policies and
implementation plans
Contributions to Agency Think
2012
AU-NEPAD e-Schools
Implementation Plan
developed alongside
regional ICT4E Plans Q4
Legal and Regulatory
Frameworks for eCommerce and ePayments developed Q4
Community Informatics
Platform and
Mechanisms developed
Q4
Technical body for
running DotAfrica set
up, Q3
Coordination
Mechanism for ICT
Infrastructure set up in
line with IAIDA Q2
Capacity Building Needs
Consultant Appointed
Q3
Training Workshops for
RECs and key
Stakeholders held Q1-Q4
4th Meeting of IGA held
Q1
Engagement of UAF
Operators on use of UAF
for e-skills development,
Q3-Q4
Support for RECs and
countries in
establishment of
National IGFs Q1-Q4
Reports of Broadband
Infrastructure and
Business Plans for West
and Central Africa Q3Q4.
AU-NEPAD e-Schools
Implementation Plan
developed alongside
regional ICT4E Plans
Q4
Legal and Regulatory
Frameworks for eCommerce and ePayments developed Q4
Community Informatics
Platform and
Mechanisms developed
Q4
Technical body for
running DotAfrica set
up, Q3
Coordination
Mechanism for ICT
Infrastructure set up in
line with IAIDA Q2
Capacity Building
Needs Consultant
Appointed Q3
Training Workshops for
RECs and key
Stakeholders held Q1Q4
4th Meeting of IGA held
Q1
Engagement of UAF
Operators on use of
UAF for e-skills
development, Q3-Q4
Support for RECs and
countries in
establishment of
National IGFs Q1-Q4
Reports of Broadband
Infrastructure and
Business Plans for West
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NEPAD Agency Consolidated Annual Business Plan
Tank and KM Functions
Commission studies to
support broadband
infrastructure development
in West, and Central
Africa.
Produce document on
Africa’s ICT Agenda
Produce Inventory of ICT
broadband infrastructure
across the continent.
Commission M&E Study
on AU-NEPAD e-Schools
Initiative
Reports of Home & Away
implementation in EAC
and ECOWAS
Report on Broadband
capacity pricing trends
Missions
Together with AUC Lead
African delegation to
World Radio
communication
Conference (WRC-12)
Together with AUC Lead
Africa delegations to
ICANN 43, 44 & 45 to
secure DotAfrica domain.
Participate in the South
Sudan Development
Initiative as part of the
NEPAD Technical
Working Group of
Experts.
Participate in PIDA
Steering Committee
Meetings
Participate in HIPSSA
2012
Inventory of continental
ICT Broadband Q1-Q4
M&E Report on AUNEPAD e-Schools
Initiative, Q2
Reports of Home &
Away implementation in
EAC and ECOWAS Q2
Report on Broadband
capacity pricing trends
Q3-Q4
Home and Away
Roaming
Implementation Plans for
SADC, ECCAS and
UMA Q4
Produce ICT Broadband
Infrastructure Plan for
South Sudan Q2
Produce strategy for use
of Pan-African eNetwork t support rural
e-Schools. Q3
and Central Africa Q3Q4.
Inventory of continental
ICT Broadband Q1-Q4
M&E Report on AUNEPAD e-Schools
Initiative, Q2
Reports of Home &
Away implementation
in EAC and ECOWAS
Q2
Report on Broadband
capacity pricing trends
Q3-Q4
Home and Away
Roaming
Implementation Plans
for SADC, ECCAS and
UMA Q4
Produce ICT Broadband
Infrastructure Plan for
South Sudan Q2
Produce strategy for use
of Pan-African eNetwork t support rural
e-Schools. Q3
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NEPAD Agency Consolidated Annual Business Plan
2012
Steering Committee
Meetings
Participate in Pan-Africa eNetwork Steering
Committee Meetings
Participate in the 4th
CITMC Meeting.
Participate in REC ICT
Ministerial Meetings
Participate with ACE
Management Meetings.
In-country workshops on
regional and continental
ICT programmes in
collaboration with RECs
Initiate review process of
draft Kigali Protocol for
West/Central/North Africa
Mid-Term/End of Project
Reviews
Quarterly reports from
Umojanet Corporation
Quarterly Reports from
Baharicom
Internal activity reports half-yearly
Annual infrastructure
deployment status report
Annual Reports from
RECs and AU Specialised
Agencies
Grant, New Funding and
Partnership Agreements
Recruit ISPAD
(Partnership) Consultant
Partnership agreements
(CTO, DIPLO, ISOC,
African universities)
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NEPAD Agency Consolidated Annual Business Plan
2012
e-Africa Programme Work Plan (II)
FOCUS AREA 1: ICT BROADBAND INFRASTRUCTU RE
DELIVERABLES/
RESULTS
ICT infrastructure Master
Plans
NEPAD Role:
Commission and supervise
studies
Coordinate and Monitor
Development and
Implementation of regional and
continental Master Plans in
context of IAIDA1
Enabling Environment for
ICT Infrastructure
Development
NEPAD Role: Advocacy and
awareness-raising. Commission
Harmonisation study on Kigali
Protocol vis-à-vis Regional
Frameworks.
OBJECTIVES
All African countries
connected to each
other through
broadband terrestrial
links
All coastal and island
countries have access
to global connectivity
through submarine
networks
Achievement of
PIDA2 Objectives
Achievement of
Connect Africa Goal
No1
Achievement of PIDA
and PICI3 Objectives
Achievement of
Connect Africa Goal
No 1, & No3
Fulfilment of
Ministerial IGA Res 4
on Extension of
Enabling
Environment.
Countries aware of
need to harmonise
local environments to
IMPACT
Investors attracted
Knowledge-base of
regional and
continental
broadband
infrastructure status
Increased
competition
Increased investment
Improved quality of
services
Increased range of
ICT services
PERFORMANCE
MEASURES
Detailed Feasibility
Study reports (West &
Central Africa)
Business plans (West and
Central Africa)
Detailed Feasibility
Study (North Africa)
Coordination Mechanism
for ICT Infrastructure
established in line with
IAIDA
Increased awareness of
Kigali protocol
Reviewed draft of Kigali
protocol for
West/Central/North
Africa
TIME-LINE/MILESTONES
Study for West and Central Africa
commissioned – Q1 2012
Study Report (West and central
Africa) – June 2012
Business Plans - Sept 2012
Inventory of ICT broadband
infrastructure (North Africa) –
Timing dependent of political
climate in region.
ESTIMATED
COST (USD)
ITF Funded
ITF Funded
ITF Funded
ITF Funded
80 000
Coordination Regional Master
Plans in Context of IAIDA Q3-Q4
2012
In-country workshops in
collaboration with RECs – May–
Dec 2012
Initiate review process of Kigali
Protocol Under Review for
West/Central/North Africa – Q3 –
Q4 2012
60 000
30 000
1
IAIDA stands for Institutional Architecture for Infrastructure Development
PIDA stands for Programme for Infrastructure Development in Africa
3
PICI stands for Presidential Infrastructure Champion Initiative
2
Page | 91
NEPAD Agency Consolidated Annual Business Plan
Terrestrial & Submarine
Broadband Network
NEPAD Role:
Monitoring progress on
infrastructure deployment;
Mobilising new
investments;
Commissioning status
reports
Kigali Protocol
RECS involved in
extension of enabling
environment so that
Kigali Protocol is
aligned with regional
frameworks
Fulfilment of
Ministerial IGA Res 1
on collaboration on
Submarine Initiatives
Implementation of ICT
Broadband Networks
in PIDA PAP4
Lower costs
Improved quality of
service
Increased
competition
2012
Implementation Status
Reports
Report on new
investments and
partnerships
Status reports on Africa’s
broadband capacity,
pricing and growth
Quarterly reports from Umojanet
Corporation and Baharicom
Internal activity reports - halfyearly
Annual infrastructure deployment
status report – Dec 2012
5 000
5 000
20 000
FOCUS AREA 2: e-SKILLS & CAPACITY DEVELOPMENT
DELIVERABLES/
RESULTS
AU-NEPAD e-Schools
Initiative
NEPAD Role: Coordination;
Monitoring; Knowledge
sharing and dissemination of
best-practices
4
OBJECTIVES
Achievement of Connect
Africa Goal No 4
Fulfilment of 4th
Resolution of 2nd
Ministerial Commission
on Broadband
connectivity of Schools
Improved quality of
education
National ownership of
the initiative
Improved coordination
IMPACT
New generation of
Africans equipped for
equitable
participation in the
Information society
and knowledge
economy
African schools with
high-speed
connectivity for easy
access to digital
content
PERFORMANCE
MEASURES
Regional plans in
collaboration with RECs
Countries engaged
towards establishment of
National Implementing
Agencies (NIAs)
Plans for broadband
connectivity of schools
Engage UAF Operators
on use of UAF for eskills development
TIME-LINE/MILESTONES
M&E Study Commissioned – Q1
2012
M&E Report - Q2 2012
Resource mobilisation for Project
Coordinators – Q1-Q2
Recruitment of Project
Coordinators – Q2-Q3
e-Schools implementation plan –
Q3-Q4 2012
Report on consultations with RECs
for regional ICT4E plan – Dec
2012
ESTIMATED
COST (USD)
100 000
10 000
20 000
20 000
50 000
100 000
50 000
PAP Priority Action Plan
Page | 92
NEPAD Agency Consolidated Annual Business Plan
2012
Plan for broadband connectivity of
schools Q4 2012
Engagement with UAF Operators
Q3-Q4 2012
Institutional capacity
building & Training
targeted at specific
stakeholder groups
NEPAD Role: Identifying
areas of need for capacity
development; Establishing
strategic partnerships with
institutions for delivery;
ICT Specialists identified
(and engaged)
NEPAD Role: Oversight;
matching of experts to needs
and requests from member
states
Achievement of Connect
Africa Goal No 4
Develop capacity for
specific stakeholder
groups with a view to
achieving holistic
development of Africa’s
ICT skill base
Achievement of Connect
Africa Goal No 4
Africa’s capacity to
develop local solutions
to ICT development
challenges enhanced
through use of local
expertise
Capacity developed
Increased uptake of
ICTs
A readily available
resource pool for
planning,
implementation and
capacity building
Delivery partners
identified
Capacity building needs
identified in consultation
with stakeholders
Training workshops/
seminars facilitated
Number and diversity of
stakeholder participation
in training
Partnership agreements (CTO,
DIPLO, ISOC, African
universities, and Research
Institutions) from Q1 2012
onwards
Recruit consultant for capacity
building needs assessment - Q3
2012
Training workshops – ongoing, Q3Q4
50 00
Comprehensive database
of ICT specialists
Identify institutional partner(s) to
develop, populate and manage
database of ICT Expertise – Q1
2012
ICT Experts Database populated
Q2-Q3
20 000
15 000
15 000
20 000
Page | 93
NEPAD Agency Consolidated Annual Business Plan
2012
FOCUS AREA 3: e-APPLICATIONS AND SERVICES
PROJECTS/
DELIVERABLES/
RESULTS
Enabling Environment for
e-Applications and
Services
NEPAD Role:
Resource mobilization;
Strategic partnerships;
OBJECTIVES
IMPACT
Achievement of Connect
Africa Goal No 5
Increased
competition
An ICT environment
that favours the rapid
development and
deployment of eapplications and services
Increased investment
PERFORMANCE
MEASURES
Legal and regulatory
frameworks for ecommerce and e-payment
TIME-LINE/MILESTONES
ESTIMATED
COST (USD)
Resource mobilisation – Q1 2012
10 000
Work-plan for frameworks – Q2
2012
10 000
Improved quality of
services
Increased range of
ICT services
Monitoring and
Assessment
Page | 94
NEPAD Agency Consolidated Annual Business Plan
ICT Application Needs
Mapping
NEPAD Role: Stakeholder
consultation (internal and
external); Promoting relevant
enabling environment issues
related to specific application
needs
African Payment
Gateway
NEPAD Role: Promote the
project and establishment of
relevant enabling
environment
e-Government
Programme
NEPAD Role: Promote the
project and establishment of
relevant enabling
environment
Achievement of Connect
Africa Goal No 2
Increased
productivity and
competitiveness
2012
Number of proposals for
new projects and
programmes
Local and localised
applications and services
developed to respond to
Africa’s socio-economic
development needs
Internal stakeholder consultations
Q1-Q4 2012
10 000
External Stakeholder consultations
Q1-Q4 2012
20 000
Internal activity reports- half yearly
Reduced costs of
transactions for African
SMMEs
Increased access to
continental and global
markets and trade
Increased
participation of
Africa and Africans
in the Information
Society and
Knowledge Economy
Rollout of African
Payment Gateway
Service delivery to
Africa’s citizens
improved through
Government online
services
African governments
abreast of ICT
development and
integration of ICT
Implementation of eGovernment programme
Finalisation of APG MoU Q1 2012
Recruitment of Project Manger –
Q2/Q3 2012
Engagement of REC on Enabling
Environment Q3-Q4 2012
Recruitment of Project Manager on
secondment – -Q1 2012
Hosting of continental eGovernment Forum Q3-Q4, 2012
5 000
5 000
20 000
80 000
5 000
50 000
Page | 95
NEPAD Agency Consolidated Annual Business Plan
Regional Integrated Food
Management System for
Smallholders in Africa
(in collaboration with
CAADP)
Localised, relevant,
affordable and
sustainable ICT-enabled
services for farmers
and other agricultural
value-chain actors
African farmers and
agricultural value
chain actors
empowered through
the use of ICTs
2012
Progress with Warehouse
Receipting project
Assessment of project feasibility
and viability Q2-Q3, 2012
Implementation Plan – Q4 2012
20 000
50 000
NEPAD Role: Promote the
project and establishment of
relevant enabling
environment; Mobilise
resources
FOCUS AREA 4: CROSS-CUTTING: GOVERNANCE AND PARTNERSHIPS
DELIVERABLES/
RESULTS
Harmonised ICT
Development
NEPAD Role: Coordination
OBJECTIVES
Achievement of Connect
Africa Goal No 5
Consensus on ICT
development plans at
regional and continental
level
Efficiency in the
implementation of ICT
projects and programmes
IMPACT
Coordinated
approach
Efficiency
Stakeholder buy-in
PERFORMANCE
MEASURES
Reports on harmonised
projects and processes
TIME-LINE/MILESTONES
Status report on harmonization of
regional and continental programs
– Q1 2012
Discussion document on Africa’s
ICT Agenda for 4th CITMC – Q1
2012
Presentation at 4th CITMC – Q2
2012
ESTIMATED
COST (USD)
10 000
10 000
15 000
Page | 96
NEPAD Agency Consolidated Annual Business Plan
Home and Away Roaming
Reduce Cost of roaming
in all RECs
Affordable
communication rates
for cross-border
travellers
Lowered costs of
regional
communications
Reports of Home &
Away implementation in
EAC and ECOWAS
Recommendations of
Home & Away policies
and implementation
plans to SADC, ECCAS,
and UMA
Commission Study Q1 2012
Study Report Q2 2012
Present Study Recommendations to
RECs Q2 – Q4, 2012
integrated multistakeholder, multidisciplinary approaches
to community based
service delivery with
emphasis on rural areas
Policies and
programs developed
that empower ICTenabled socioeconomic
development that is
led and sustained by
local communities
Establishment of
Community Informatics
platform and mechanisms
Feasibility study commissioned –
Q1 2012
Report and Validation workshop –
Q2 2012
Implementation plan – Q3 2012
African stakeholders
empowered to engage in
regional, continental and
global discourse on
Internet Governance
Unified African voice on
Internet Governance
issues
Internet Governance
discourse shaped by
African
Establishment of
Southern Africa IGF
Establishment of
national IGFs
Establishment of
Summer School on
Internet Governance
Set up technical body for
running DotAfrica under
AU ownership
Implementation plan for national
IGFs and SAIGF– Q1-Q2
Southern Africa IGF - Q3
National IGFs – Q2-Q4
African IGF – Q3/Q4
Global IGF – Q3/Q4
ICANN – Q1, Q3, Q4
Stakeholder consultation on
Summer School on Internet
Governance (SSIG)– Q1 2012
Proposal for African SSIG – Q2
2012
RFP for DotAfrica Management
Q1 2012
Selection of Dot Africa Technical
Team Q2-Q3 2012
NEPAD Role:
Exchange of Best Practices
between RECs
Community Informatics
Project
NEPAD Role: Promote the
Community Informatics
concept and establishment of
relevant enabling
environment; Mobilise
resources
Internet Governance
Programme
NEPAD Role: Promote the
project and establishment of
relevant enabling
environment; Mobilise
resources
2012
100 000
10 000
30 000
CTA Funded
CTA Funded
50 000
100 000
50 000
20 000
20 000
25 000
15 000
50 000
15 000
15 000
Page | 97
NEPAD Agency Consolidated Annual Business Plan
Partnerships,
collaboration and
stakeholder engagement
NEPAD Role: Coordination,
Advocacy and awarenessraising
Fulfilment of Res 7&8
of 2nd Ministerial
Commission on Public
and Private Sector
Investment and Digital
Content
Promote African
positions on ICT
developments in global
forums
Mobilise resources for
projects and programs
Efficiency and
alignment with
partners
Sustainability of
projects and
programmes
Improved
coordination and
collaboration
2012
Partnership Agreements
and implementation plans
Coordinated Africa
Participation in WRC-12
2012 Calendar of African ICT
Events – Q1 2012
List of key events for participation
Q1 2012
Quarterly updates in conjunction
with ICT calendar updates
5 000
5 000
5 000
Page | 98
NEPAD Agency Consolidated Annual Business Plan
2012
Gender Programme Work Plan
1.
1
No.
Core Activities
NEPAD Agency
Thematic &
Sector
Programme
Gender
Programme
Related AU-NEPAD
Development Framework
AU Gender Strategy,
policies and frameworks:
SDGEA
AU Gender Policy
Protocol on the rights
of Women
African Women’s
Decade Framework
Banjul Declaration
Malabo Declaration
on Creating Youth
Employment and
Empowerment
Conceptual
Framework of
Engendering NEPAD
and REC’s
Planned Activities for 2012
NEPAD/Spanish Fund
Disbursement of funds to
approved projects for the
NEPAD Spanish Fund 2nd call
for proposals; ECOWAS and
COMESA BIAWE
Provision of feedback and
technical assistance to
Grantees on the
implementation of the projects
Follow up on the
implementation of the
ECOWAS and COMESA
BIAWE projects
Results orientated monitoring
and evaluation
Develop and implement a
result based M&E system
Gender Mainstreaming in NPCA
Design and Implementation of
roadmap of the new
conceptual framework
Key Deliverables/Targets
2012
Projects approved for
funding by V Steering
committee disseminated
Timely disbursement of
funds to selected projects
Provision of technical
assistance to projects
Timely and sustained
effective management of
the Fund
BIAWE model developed
and implemented in
ECOWAS and COMESA
Number of incubates for
the first year
Institutional strengthening
of ECOWAS, COMESA
and incubator
Framework, tools and data
collection system
developed and effectively
used
TOR and framework for
Expected Results to be
Achieved
2012
Performance in
implementation of
the
NEPAD/Spanish
Fund
Mutual
accountability
between NPCA
and Grantees
Number and
timing of field
supervision
missions
Performance
monitoring and
reporting
Mid-term review
of project
implementation
End of project
evaluation report
Enhanced project
closure process
and procedures
Resource
Requirements
2012
USD10.5
million
USD10 000
Page | 99
NEPAD Agency Consolidated Annual Business Plan
Mainstreaming gender into
NPCA
Capacity building of staff for
effective integration of gender
in planning processes and
dialogue
Accountability system for
gender equality and women
empowerment in NPCA Pilot
programmes
Recruitment of Consultant to
support programme
development and gender
mainstreaming
Provision of technical
expertise in building
capacities to achieve the
objectives of fisheries
regulation and good
governance
Country Level Programmes
Delivery of gender
mainstreaming programmes
for national teams in selected
pilot CAADP country
investment plan and processes
Implementation of NEPAD
Spanish Fund projects
Regional Programmes
Develop a CD support project
on enhancing delivery of the
NS Fund
Enhancing Gender in CD
mainstreaming
Gender mainstreaming and
2012
gender management
system developed
Best practices to inform
development of tools and
models
Implementation plan of
the new conceptual
framework
Delivery of 2 gender
mainstreaming training
programmes to NPCA
senior managers and
gender focal persons in
Directorates and
Programmes
Sectoral reporting on
Gender mainstreaming
Appointment of gender
focal points in each
NPCA Directorates
programmers
Strengthened institutional
capacity and
accountability for gender
mainstreaming.
Tracked progress
quarterly of project
result
CAADP, Rural
Futures, Food and
Nutrition,
Environment and
infrastructure
responsive to
gender
requirements
Number of
Number of RECs
and targeted
countries validate
the framework and
roadmap
Sectors specific
advisory services
Specific gender
performance and
impact indicators
developed in
M&E framework
on NPCA
programmes at
REC’s levels
Report on the
African Women’s
Decade
Enhanced
technical
competencies in
gender
mainstreaming of
4 CAADP country
investment plan
Mobilization of
at least US$562
500 thousand in
additional
resources for
mainstreaming
gender into
NPCA and
country level
programmes.
UNECA
regional
advisory
services
Gender Task
Force
USD50 000
Leveraging of
funding with
AGRA ADB,
UNECA and
UNDP, UNEP,
UN Women
regional and
national
advisory
Page | 100
NEPAD Agency Consolidated Annual Business Plan
women empowerment with
RECs
Harmonised framework for
mainstreaming gender in
NEPAD pilot programmes
Framework for engagement
with stakeholders Partnering
with/strengthening NEPAD
Gender Task Force and Think
Tank
Organization of 2 annual
meeting with COMESA and
ECOWAS Gender Division
for knowledge sharing) and
gender mainstreaming
Harmonisation of NPCA’s
engagement with the REC’s
within the context of
Committee for Programme
Review
Monitoring and evaluation of
project performances
Continental Programmes
Contribute to the achievement
of the African Women’s
Decade theme for 2012
Develop Framework for
engagement and partnership
for gender mainstreaming
Strengthening NEPAD
Gender Task Force and the
Think Tank
Programme Support Activities
Organization of bimonthly
meetings of the gender
programme
2012
services
Technical
expertise provided
Provision of technical
expertise and
accountability for gender
in country investment
plan Framework for
engendering CAADP
processes in country
Assess the level of
participation of Women
CSO’s and CBOs in
CAADP processes
Gender concerns
addressed into the
fisheries project
Regional projects of NS
Fund 5 regional projects
funded by NS Fund
Production of one Lessons
Note in women’s
empowerment.
Conduct a minimum of 34
monitoring and evaluation
missions to national
projects and RECs
CD Concept note
enhancing
Mapping and
stakeholder’s analysis
undertaken
(Parliament gender
caucuses , CSOs, CBOS)
Resource mobilization,
negotiation and signing of
USD40 000
Two Business
incubators in
ECOWAS and
COMESA
Enhanced regional
capacities for
gender responsive
policy/strategy
Specific gender
performance and
impact indicators
used in M&E on
NPCA
programmes at
national and
regional
USD607 000
Page | 101
NEPAD Agency Consolidated Annual Business Plan
Organization of workshops on
gender mainstreaming of
policies and programmes
Technical Meeting with
ECOWAS and COMESA to
approve the BIAWE project
once the baseline study is
done
Conduct mid-term
participatory evaluation for
the Business Incubation Pilot
Projects in COMESA and
ECOWAS
Organisation of end of year
performance review of
BIAWE ECOWAS,
COMESA
Contributions to Agency Think
Tank and KM Functions
Annual performance report on
the Performance of the
NEPAD Spanish Fund, the
SDGEA as it relates to the
African Women’s decade
Lessons learned for appraisal
process of second call (
appraisal process and small
grant management system
Preparation of lesson notes,
articles in project
implementation of NS Fund
Production of baseline
information and data on the
sectors and subsectors of
intervention of the NS Fund
Support the development of a
communication and
knowledge management
strategy on gender issues
2012
3 grants or partnership
agreement
Frameworks developed
Delivery on the objective
of the African Women
Decade
USD9 000
Current data, information
and report posted in
NPCA Website , the
gender corner of the
Africa Platform for
Development
Effectiveness Portal, via
e-mail
Position papers and
reports networking,
Communication and
publication and
dissemination
Performance
assessment on targeted
projects
Production of an Annual
report on NEPAD/Spanish
Fund Implementation
Conduct 2 reviews of the
gender programme work
plan
Number of visits
and feedbacks
Enhanced
collaboration with
UN agencies,
CSOs and CBOs,
research
institutions and
platforms on
gender
mainstreaming
and gender support
Joint collaborative
gender learning
and other capacity
building activities
with UNDP,
UNECA, UN
Women
Peer learning,
knowledge
generation and
sharing
USD10 000
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NEPAD Agency Consolidated Annual Business Plan
2012
Lessons learnt from first
phase of the NSF
Missions
Field supervision mission for
monitoring and evaluation of
project performances
Mission to countries and RECs for
fact finding, and provision of
technical assistance in
mainstreaming gender into their
policies and projects
Conferences and meetings to
dialogue on the impacts of
gender blind policies on
women and their households
Mid-Term/End of Project Reviews
Mid-term review of projects
and submission of half-year
report to AECID and NEPAD
End of project evaluation
performance of the
NEPAD/Spanish Fund
End of year performance
evaluation of the gender
programme
Grant, New Funding and
Partnership Agreements
Exploration of opportunities
and mobilization of resources
to support the development of
a new programme in one of
the following: private sector ,
youth and girls employment
and social protection, CD
support to delivery on the
NEPAD/ Spanish Fund
USD75 000
USD139 585
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NEPAD Agency Consolidated Annual Business Plan
Mobilization of resources for
the roadmap of the new
gender mainstreaming
framework
2012
USD15 000
USD1.0 million
TOTAL
USD12 018 085
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NEPAD Agency Consolidated Annual Business Plan
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Capacity Development Programme Work Plan
No.
NEPAD Agency Thematic
& Sector Programme
Capacity Development
Key Strategic Focus is to:
Support coordination and
implementation of the
Africa-wide CDSF as a
common guiding policy tool
to enhance sector, national
and regional development
delivery
Facilitate the process of
linking Africa’s CD
priorities as in CDSF for
alignment with external
partners’ approaches and
practice in CD for DE.
Related AU-NEPAD
Development
Framework
Capacity Development
Strategic Framework
(CDSF)
Planned Activities
Key Deliverables/Targets
CDSF-based capacity
enhancement of key African
institutions focusing on RECs
Implementation of the 2010
designed AU CD support
programme for RECs - additional
set of 4 RECs – IGAD, EAC,
ECCAS, SADC
Implementation of agreed
institutional strengthening
activities with COMESA and
ECOWAS
Development of an initial CD
evaluation framework (indicators
& score card) for use in NEPAD
programmes, country and
regional systems for
accountability, performance and
learning
Structured Inter and intra-REC
CD Learning Events &
Knowledge exchanges
Production of Lessons Notes
from interventions and
refinement of score cards and
monitoring framework
Capacity Development Actions
Plans linked to RECs Medium
and Long Term Strategic Plans
Integration of CDSF in national
development policies and
strategies for enhanced delivery
(11 Africa-CDR countries)
Expansion of Continental CD
Expert Pool and design of
NEPAD Technical Assistance &
Exchange Programme
State of CD in Africa Report Effective Institutions 2012 and
disseminate at CD-related
events and online on APDev
Common CDSF-based CD
measurement tool developed to
aid M & E for learning in
enhancing capacities
Joint inter-REC cross-regional
programmes from structured
knowledge exchanges
National Capacity
Development Strategies and
Plans
Expected Results to be Achieved
Resource
Requirements
Strengthened and capable
institutions to support
implementation through
application of CDSF
Enhanced capacities in
strategic planning, project
design, implementation,
monitoring & evaluation in
RECs
Structured
Inter-REC
CD
mutual learning & joint
programme implementation
Integration of CD into national
planning and processes
Enhanced national leadership
and ownership of CD agenda
3 Leadership institutions
driving the Transformational
Page | 105
NEPAD Agency Consolidated Annual Business Plan
2012
Leadership Programme
Development of Country CD
resource teams linked to
Regional Expert Pools to support
country CD efforts
Mobilize technical expertise to
develop CD strategies and
implementation plans through
CDSF-based CD Expert Pool
Baseline assessment of current
capacity at the national level
Organize Knowledge Exchanges
of experiences across countries
engaged in CDSF
implementation
Initiate development of
Transformational Leadership
Programme
Mainstream CD in NEPAD
practices and sector programmes
Consolidating mainstreaming
incl. monitoring framework on
CD within NPCA and linkage
with UN 10 Year CBP
Hold NEPAD sector
sensitization meetings &
consultations on mainstreaming
of CDSF
Institutionalization of APDev in
promoting DE through integrated
practice
APDev engagements with 5
AU Regions and development
of country CoPs
Operationalization of APDev
Country CD Facilities and
Integration of CD in sector
and NEPAD practice work
plans and budgets
Systematic application of
CD for NEPAD directorates
and sector delivery
CDSF-based Guidance Note
to guide CD mainstreaming
Application of CD
evaluation indicators and use
of baseline score cards for
sector/prog self-assessment
CD evaluation indicators and
score card for sector/prog
self-assessment and
continuous improvement
Active APDev Policy
Makers Forum
Communities of practice and
KE platform meetings
regularized
Update and maintenance of
APDev Portal
APDEV institutionalized as
a rallying point and
Continental CD learning
platform
Reinforced national
ownership through APDev
Country CD Facilities
Page | 106
NEPAD Agency Consolidated Annual Business Plan
2012
Policy makers Forum
Consolidating APDev English
and French Portals and
development of Arabic version
Development and staffing of
APDev Unit within CD
Programme
Consolidated multi-stakeholder
thematic-based Knowledge
Exchange Program including
NPCA (sector resource
corners)
Joint AUC and NPCA Launch
of CDSF and “Capacity for
Development Effectiveness
Publication Series” in 5 AU
regions & development
publicity kit
Printing fliers, brochures,
guidance notes, African
position, case studies
Coordination Unit
established and functioning
to sustain APDev
Good practice notes for
dissemination via APDev
platform
to
influence
national/regional
level
planning processes for PPPs
etc
Publications:- “Capacity for
Development Effectiveness
Series” - Africa’s Busan
Engagements AE/SSC- CD
Case study Reports; CDSF
Consolidated French and
Arabic APDev versions live
Africa’s
participation
in
developing Post-Busan Global
Partnership
Africa strategic review of
Post-Busan under the AUC
and UNECA Ministers of
Economy, Planning and
Finance Annual Conference
– Beyond-Aid agenda
Global
partnership
and
monitoring
architecture
reflecting African interests
Establishment of Ministerial
sub-committees within the
Ministers
of
Planning
Conference
and
Public
Service (CAMPS) to provide
political impetus in
BB
implementation
Greater buy-in and
participation by major
African Regional
Organizations
Management systems and
up-scaling of good practices
for CD on the Continent
Greater African voice,
representation and participation
in the emerging global
partnership
Greater representation by all
5 AU regions in the global
partnership (Govts, CSO,
Parliamentary, Business and
Academic Groups)
MA standards
global indicators
informing
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2012
Joint AUC and NEPAD
Implementation of CD and
Effective Institutions; SSC &
Triangular
Cooperation,
Ownership
and
Accountability
Building
Blocks
Africa-wide MA indicators
development
AU regional consultations in
developing
global
partnership,
monitoring
mechanism and common
indicators.
Resource
Mobilization
and
Sustainability of CD interventions
Leveraged support from
partners
Effective and timely delivery
of CD coordination support
Preparation and negotiation of
grant agreements with partners
Adequate technical and
financial resources
mobilized for CDSF
implementation
Partner alignment with
Africa’s CD priorities
(CDSF) and related
interventions
Inter-agency engagement with
potential development partners
CD
Development
Partner
Platform Meeting for technical
and financial support
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NEPAD Agency Consolidated Annual Business Plan
2012
Africa Platform for Development Effectiveness (APDev)
No.
1
NEPAD
Programme
Related AU-NEPAD
Development Framework
Capacity
Development
Programme
Capacity Development
Strategic Framework
Overall Strategic Goal is to:
(Part B)
Institutionalize APDev in
promoting DE with CD as
core driver
Facilitate the development
of systematic KE and
mutual learning
mechanisms in up-scaling
best practices as a key CD
priority for Africa
Planned Activities for 2012
Core Activities
AUC/NEPAD with partners convene APDev CoP
Engagements/Meetings with the 5 AU Regions
Engagements with African countries to reinforce
National Ownership of the Platform
Organize Country and Regional meetings on
development of African MA standard, global
indicators and the post-Busan Global Partnership
Input and participation at Global DE (CD, AE ,
SSC) engagements/meetings
5th Africa Regional Platform Meeting on Global
Indicators, Monitoring Framework and Emerging
New Partnership
-
Key Deliverables/Targets
2012
Country-based knowledge
resources posted by
participation countries on
APDev
APDev country spaces
used for KE and mutual
learning
Africa Capacity Report to
be disseminated at CDrelated events and online
on APDev
Expanded Regional CD
Expert Pool
Expected Results to be Achieved
2012
Africans are fully familiar with
the use of APDev, own and
explore linkages with their
own countries’ national
platforms
Develop a baseline of current
capacity at the national level in
Africa for planning purposes
Orientation of CD expert pool at regional and
country level towards production of Africa-CDR
Africa CDR Regional and Country Chapters Peer
Review sessions
Publication of Regional Africa-CDR Chapters and
overall Africa-CDR
2
Initializing the country Capacity Development
Facilities and establishment of country focal persons
in Government Ministries
APDev engagement with Francophone
Countries at regional level
Convene 1st APDev Francophone country
Meeting and official launch of French Portal
Consolidated and usable
APDev French Portal
Individual countries own
and make use of APDev
Countries CD Facilities
Enhanced Knowledge Exchange
and functioning of African
Communities of Practice in
major language regions through
APDev
3
Operationalization of the Portal’s Policy makers
Forum
APDev Reporting at the AU.ECA Ministers of
Economy, Planning and Finance
Formation of Ministerial Sub-Committee on DE
Functioning Policy
Makers’ Forum function
from the AU/ECA
Ministers of Finance
Meeting
Structured and constant
knowledge exchange among
policy makers to influence
implementation based on
evidence
-
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-
-
4
-
and political championing of Africa’s post-Busan
Agenda
AUC/NEPAD Convening of Africa Post-Busan
Review Meeting with Countries and Stakeholders
(4th Africa Platform Meeting)
Partner in convening the UNAIDS AIDS
Sustainable Financing Summit within the APDev
DE framework
Institutionalising the APDev Unit to stimulate
growth
Contract APDev Coordinator, Webmaster and
Liaison Officer through partner resources
2012
Ministerial Sub-Committee
championing and
enhancing political
impetus to drive and
sustain DE and in
particular Sustainable
Development Financing
Well capacitated Unit to
coordinate and facilitate
the effective functioning of
APDev portal , KEs and
Mobilization of African
voices on global
engagements
Increased posting of
knowledge resources and
participation by African
institutions, policy and
development practitioners
Dedicated professional staff to
undertake activities,
coordination and raise
resources for APDev growth
Constant and timely
synthesis of knowledge and
information to generate
policy recommendations for
consideration by African
policymakers and stimulate
structured dialogue
Effective APDev events
management and coordination
(distribution list CoP,
invitations
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2012
APDev KE Activities
-
Organization of APDev Video-conferences
facilitated KE program in RECs and between CSOs
and RECs through NEPAD sectors where feasible
on:
Climate smart Agriculture strategies
Natural Resource Management, Agriculture and
Agribusiness, Post COP 17 etc
Regional and national level Parliamentarian
oversight of extractive industries
Thematic issues upon expression of demand
Organization facilitated Knowledge Exchange
program through VC on between Southern African
PPP community and national/regional PPP
practitioners in Africa
Support strengthening of
REC CD & KE network
Effective linkages and
understanding between
civil society and regional
bodies
Joint platform for
addressing inter-REC
regional integration
priorities using best
practices
Active use of APDev
regional spaces by RECs
and posting of Country
data
Address RECS CD challenges
Joint REC regional integration
programmes
Good practice reports for
dissemination via APDev to
influence national/regional
level i.e. planning processes
for PPPs; proposed action
plan for participating
parliamentarians etc
Action planning documents at
regional and/or national levels
Concrete activities planned
to achieve specified
deliverables
Adequate financing and
technical resources secured
Reports to NPCA ,
NEPAD structures and
participating development
partners
Accountability to African
stakeholders, NPCA and
NEPAD structures for
improvement and growth of
APDev
APDev Annual Regional Platform to review CD
African priorities, DE series, SSC and AE
Programme Support Activities
1.
CD APDev Planning Meetings
2.
APDev Joint Programming Session with UNDP as
primary partner
3.
2012 APDev Multi-agency Joint Programming
Meeting
4.
APDev Resource Mobilization
Preparation and negotiation of grant
agreements
Targeted APDev engagement missions with
AfDB, DFID, ACBF etc
5.
APDev Grant reporting
6.
APDev Reporting to NPCA and NEPAD structures
Page | 111
NEPAD Agency Consolidated Annual Business Plan
2012
Support to the Office of the CEO on Economic Policy and Development
No.
1
NEPAD Agency
Thematic & Sector
Programme
Development and
Economic
Governance,
Related AU-NEPAD
Development Framework
Programme on
Development
Planned Activities for 2012
Core Activities
Contribute to development
of a Policy Brief on
Domestic Resource
Mobilisation (DRM) for
NEPAD
Development of proposal
to facilitate DRM for
NEPAD following policy
brief
Facilitate private sector
preparations for African
Partnership Forum (APF)
Development of a
proposal for private sector
and NEPAD
Mobilisation of resources
to implement programme
Programme
Implementation plan
developed
Contribute to
collaborations with
UNECA, ICF and OECD
on economic issues and
investment facilitation
Provide analytical support
to NPCA programmes
Development of a
proposal on enhancing
economic development
planning in the continent
as a necessary tool for the
developmental state
Key Deliverables/Targets
2012
Draft Policy brief
produced and submitted to
CEO and UNECA for
finalisation
Programme to facilitate
implementation of DRM
innovations
Position paper of private
sector on thematic issue of
Forum
Programme to enhance
participation of the
African private sector in
implementation of
NEPAD programmes
NPCA participation and
position papers and
participation on economic
policy and investment
activities
Economic analysis on
NPCA programmes
Programme of Disciplined
African Economic
Development Planning
and Implementation
Framework
Expected Results to be Achieved
2012
NEPAD Steering Committee
and HSGOC briefed on
Innovative DRM measures and
intended role of NPCA
Funding and partners secured
for programme
Private sector contribution to
APF discussions
Funding and partners secured
for programme
Professional Inputs and
effective participation of NPCA
on collaborations
Enhance NPCA internal
capacity
Funding and partners secured
for programme
Comprehensive and regular
interactions with RECs in
NEPAD implementation
Contribute to the development
of a comprehensive Economic
and Financial Surveillance
framework for SADC
Professional Inputs and
effective participation of NPCA
on collaborations
Partners and potential donors
for programmes identified
Resource
Requirements
2012
Chief Economist
in collaboration
with UNECA
Chief Economist
Senior
Economist
Chief Economist
Economist
Chief Economist
$20 000
Chief Economist
Senior
Economist
Economist
$20 000
Chief Economist
Senior
Economist
Economist
Page | 112
NEPAD Agency Consolidated Annual Business Plan
2
Regional Integration
and Trade
Programme on shared
values
2012
Mobilisation of resources
to implement programme
Facilitate and participate
in meetings of the SADC
Economic and Financial
Surveillance Technical
Working Group
Contribute to NPCA –
RECs consultations
NPCA – RECs
collaboration framework
Improved documentation on,
and knowledge of, Private
sector development, regional
integration and economic
planning processes and results
in Africa and its countries.
Programme on Integration
Provide Technical
Assistance to SADC on
development of an
economic and Financial
Surveillance Mechanism
Contribute to
collaborations with WTO
on trade and related issues
Mutual collaboration
frameworks with RECs and
countries on programmes
implementation
NPCA position papers and
participation on trade
related activities
Preparation and
presentation of progress
reports and proposals for
new programmes
Programme Support Activities
Contribute to development
of a NEPAD partners’
forum for a dialogue on
new activities and
reporting on on-going
Contributions to Agency Think
Tank and KM Functions
Participate in activities of
NPCA publications team
Preparation of an Annual
Update on Activities
Implementation
Mobilization of resources for
developed programmes.
Chief Economist
Senior
Economist
Economist
$30 000
Chief Economist
$24 000
Chief Economist
$5 000
Chief Economist
Senior
Economist
Economist
Chief Economist
Senior
Economist
Economist
Chief Economist
Senior
Economist
Economist
Chief Economist
Senior
Economists
Economist
$50 000
Contribute to NPCA
knowledge and
information support
system.
Chief Economist
Senior
Economist
$30 000
Page | 113
NEPAD Agency Consolidated Annual Business Plan
2012
Missions
Missions to RECs to
initiate implementation of
private sector programmes
Missions to countries
implementing private
sector initiatives
Missions to countries
developing economic
planning frameworks
Mid-Term/End of Project
Reviews
Grant, New Funding and
Partnership Agreements
Preparation and
negotiation with partners
on funding agreements.
Agreements on
collaboration signed
Negotiation and signing of
at least 1 grant or
partnership agreement
Negotiation and signing of
at least 1 grant or
partnership agreement.
Page | 114
NEPAD Agency Consolidated Annual Business Plan
2012
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NEPAD Agency Consolidated Annual Business Plan
2012
Human Resources Management Division
No.
1
NEPAD Agency Thematic
& Sector Programme &
Responsibility
Human Resources
Management
Fatou/Patrick, HR
Division Team, CS
Directorate and Office of
the CEO
Related AU-NEPAD
Development
Framework
Design and
Development of a
Human Resources
Strategy and Operating
Model to Support the
NPCA Transformation
Process
Planned Activities for 2012
Through a competitive procurement
process, select a consultancy firm to
facilitate the process
Finalise contract with consultancy firm
Mobilise Resources for Phase 2 of the
Project
Phase 1
Step 1 - Plan
Set up a Project Management Team
Facilitate Project Planning
Review of strategic direction documents,
Governance structures
Develop communication plan
Step 2 - Assess
Conduct HR assessments
Conduct skills audit
Understand and analyse grading structures
Workshop with leadership
Establish gaps and recommend policies to
be designed
Step 3 - Design
Develop HR Strategy
Design HR operating model
Enhance HR Rules/Policies in line with
Key Deliverables/Targets
2012
Most suitable
consultancy firm
selected
Contract finalised
and signed by all
parties
by 07/02/2012
Resources available
for Phase 2 of the
Project
by 01/04/2012
Detailed Project Plan
the week of the
20/02/2012
Project Management
Team Functioning
from the week of the
20/02/2012
Communication Plan
Document by the
week of the
20/02/2012
Expected Results to be
Achieved
2012
Optimizing
competitive
advantage through
people by
increasing
productivity
High performing
HR function with
enhanced
effectiveness and
efficiency
HR as a Business
Partner
Level of
awareness and
support to HR
function and line
management
responsibilities
enhanced
Resource Requirements
2012
Phase 1 $139,929.25
Phase 2 $155,000.00
HR Division Team,
Team of Consultants,
CS Directorate and
Office of the CEO
Need additional HR
capacity - Sr. HR Officer
Consultant –
(Organisational
Development)
Skills Audit Report
Leadership
Workshop
Report on HR Policy
Gaps
by week of 05/03/2012
HR Strategy and
Page | 116
NEPAD Agency Consolidated Annual Business Plan
best practice
Develop policies on additional HR
responsibilities (e.g. secondments,
internships)
Identify and make recommendations on
suitable training needs
Recommend high level grading and
remuneration structures
Consolidate report on all deliverables
2012
Operating Model
Enhanced and
revised HR Policies
in line AU and
International best
practices
Skills Audit Report
and HR Development
Strategy and
Programme, Skills
and Competency
Framework
Report with proposed
high level grading
and remuneration
by week of the 02/04/2012
Step 4 A – Report / Plan
Define high-level implementation plan
Facilitate workshop with leadership
Finalise report
High level
Implementation and
Roll-out Plan
Workshop with
Leadership
Consolidated Final
Report on all
deliverables
by week of the 16/04/2012
Step 4B – Plan
Proposed scope and deliverables for a
possible phase 2
Determine next steps
Confirm Scope and
Deliverable of Phase
2 and the way
forward
by the week of 23/04/2012
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NEPAD Agency Consolidated Annual Business Plan
2012
Phase 2
Step 1 – Plan and Assess
Facilitate Project Planning
Detailed implementation plan
Assess the current performance
management process
Assess the staffing processes relating to
succession, retention, renewal and
recognition, promotions etc.
Interview functional stream leaders
Review HR IT & make high level
recommendations
Step 2 – Design
Design competency frame work
Design Talent Management Framework
Design Performance Management
Framework
Conduct interviews with staff and
managers to compile job descriptions of
125 staff
Consolidate report on all deliverables
Detailed
Implementation Plan
Consolidated
Assessment Report
and
Recommendations on
the HR Systems
by the week of the 14/05/2012
Competence
Framework
Talent Management
Framework
Performance
Management
Framework
Improve Job
Descriptions
Consolidated Report
on all Deliverables
by the week of 11/06/2012
Step 3 – Report
Define high level implementation plan
Facilitate workshop with leadership
Finalise report
Determine next step
Detailed
Implementation Plan
Workshop with
Leadership
Consolidated Report
on all deliverables
by the week of the 25/06/2012
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NEPAD Agency Consolidated Annual Business Plan
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3
Fatou/Patrick/Rebecca &
HR Division Team
Office of the CEO, CS
Directorate & HR Division
Team
Establish Performance
Management System in
line with AUC
Roll out NPCA adopted
Organisational
Structure
NPCA to adopt/adapt Performance
Management Policy and System in
line with AUC and International best
practice
Conduct sensitization and awareness
sessions for staff
Roll out and monitor the Performance
Management System
2012
AU Performance
Management System
adopted/adapted and
rolled out
Performance
accountability
system in place
By mid-February – Ongoing
Presentation of adopted and approved
NPCA Organisational Structure to
Staff
Presentation of adopted and approved
NPCA Organisational Structure to
Strategic Partners
Roll out NPCA
adopted and
approved
Organisational
Structure
Fully establish the
NPCA as an AU
Implementation
Agency
Ongoing
4
5
Fatou/Dora/Patrick & HR
Division Team
Fatou/Patrick & HR
Division Team
Establish Orientation
Programme and
Workshop for the
NPCA
2013 Plan and Budget
Prepared
Prepare Orientation Folders for new staff
members
Brief new staff members based on the
orientation folder
Prepare Orientation Workshop Programme
Implement Orientation Workshop twice a
year for new staff members
New staff members submit Inception
Report at the end of their Orientation
Programme
Confirm Appointment for staff members
who have successfully completed their
Orientation Process
Prepare 2013 Plan and Budget in line with AU
guidelines
Orientation Programme and
Workshop for the NPCA
effectively implemented
All staff members
fully integrated to
the NPCA
Ongoing
$5,000 – ACBF
4 professional staff
& 2 GS staff
available to
undertake activities
(Need additional HR
capacity - Sr. HR Officer
Performance
Management and
Training &
Development)
Financial resources
(US$) required
Office of the CEO,
HR Division Team,
Team of Consultants,
CS Directorate and
All NPCA Staff
Financial resources
(US$) 6000
4 professional staff
& 2 GS staff
available to
undertake activities
March and August 2012
2013 Staff Cost
Budget and HR
Division Work Plan
and Budget prepared
2013 Staff
Cost Budget
finalized
presented and
4 professional staff
& 2 GS staff
available to
undertake activities
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NEPAD Agency Consolidated Annual Business Plan
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approved
by end of March 2012
Staff Cost Budget
presented and
approved
by May and September 2012
6
7
Fatou/Patrick/Musa & HR
Division Team
Fatou/Rebecca/Dora &
HR Division Team
Management of
NEPAD Unique Payroll
System & an HR
Database under AU
Regulatory
Environment
Management of staff
Conditions of Service
on the AU Staff Rules
and Regulations
Ensure the availability of funds for
the monthly payroll runs
Prepare and carry out timely monthly
run
Management of the Discovery
Medical Aid Scheme and Bonita
Medical Aid Scheme
Facilitate registration of Staff and
consultants on AU Insurance
Scheme and management of the
scheme
Facilitate registration of Staff and
consultants on AU Pension Scheme
and management of the schedule
Preparation of Payroll Reports
Finalise Remuneration and Payroll
Policy in line with AU Rules and
Regulations
Salary payment by
the 25 of each month
Quarterly
updated
status
report
on
Medical
Aid
registration, Life and
accident Registration
Monthly
Payroll
Reports
generated,
reviewed and filed
Payroll
Policy
adopted
by mid-May 2012
Improved Recruitment ,
Selection, Placement
and orientation systems
Facilitate Recruitment, Selection,
Placement and orientation for current
approved vacant positions
Recruitment,
Selection, Placement
and Orientation done
in a timely manner,
within the prescribed
time frame as per AU
Rules and
Regulations
Interview Panel
Payroll System & an
HR
Database
to
implement
AU
contracts
effectively
operationalised
Financial resources
(US$) required.
4 professional staff
available to
undertake activities
Staff Conditions of
Service
effectively
managed under AU
Rules and Regulations
Positions filled
with competent,
highly committed
and motivated
staff taking into
account gender
and geographical
diversity
New staff
members who are
well adjusted to
Financial resources
(US$) – approx.
Background check
per candidate X
number of positions
to be filled in 2012
required.
4 professional staff
& 2 GS staff
available to
undertake activities
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NEPAD Agency Consolidated Annual Business Plan
Review Interview Panel to align with
AU Staff rules and Regulations
2012
should combine the
requisite skills set per
position advertised.
Background reference checks for new
staff members
8
Patrick/Musa/Eliane & HR
Division Team
Facilitate Leave
Administration as per
AU Staff Rules &
Regulation
Administration and management of
leave including capturing and
reconciliation of leave records
Facilitate the preparation of the
Leave Plan and Roster for 2012 by all
Directorates and Divisions
Prepare Leave Status and Balance
Report for management decision
making
9
Fatou/Dora/Patrick & HR
Division Team
Training &
Development
programme
NPCA to adopt/adapt Training &
Development Policy and Programme
in line with AUC and International
best practice
Leave taken by staff
members captured
and leave balances
printing on the
payslips
End of every month
their jobs and
work environment,
with a positive
work attitude and
motivation at the
onset.
A wider pool of
Staff members to
form the Interview
Panel
A new service
provider for
background and
reference checks
in place to provide
the required
services
Leave
administered and
managed as per
AU Staff Rules
and Regulations
Financial resources
(Support from ACBF
grant) required.
4 professional staff
& 2 GS staff
available to
undertake activities
Staff training
programmes
carried out
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
Leave Planning guide
By end of February 2012
Leave Roster
By end of March 2012
Leave Status and
Balances Report
Every month
Training & Development
Programme established
and implemented
Staff trained as per skills
gap and competency
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HR Division Team
Human Capital
Management
2012
Training
Needs
Assessment
Conducted and Training Plan and
Budget submitted to AUC & other
funding partners
framework study
Establish Training and Development
Committee as per AU Staff Rules and
Regulations
Facilitate & coordinate Human
Resources Planning
Ongoing
Finalise & manage contracts for Staff
& Consultants
support for temporary resident
permits & work permits processing
Manage disciplinary issues &
separation & termination
Provide counselling & technical
advice
to staff & management on HR related
Training Policy
implemented
Training committee
established
Provide timely and
effective support to
staff members in
matters related to
Human Capital
Management
Issue and update
accurate contracts in
a timely manner
All relevant
documents for
processing of work
permits are sent to
eligible staff in a
timely manner
Staff separating from
the NPCA are
assisted to complete
all clearance forms
and all relevant
documentation in
place for the
separation process
Training
committee adopted
Efficient and
effective human
capital support
services provided
through enhanced
competencies and
strengthened HR
Systems across the
organisation.
undertake activities
(Need additional HR
capacity - Sr. HR Officer
Performance
Management and
Training &
Development)
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
All categories of
Staff who are
eligible for AU
contracts have
valid contracts
Staff have valid
permits and are
able to travel
/report (for new
staff members) to
work without
delays.
Staff separating
from the NPCA
get their terminal
dues without any
delays
Ongoing
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NEPAD Agency Consolidated Annual Business Plan
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matters
Advice, facilitate and provide support
on staff welfare and conflict
management
11
Fatou/Eva/Dora/Musa &
HR Division Team
Adopt/adapt AU
Labour Relations
Policies and procedures
NPCA to adopt/adapt
Labour
Relations Policies and procedures in
line with AU and International best
practice
Conduct sensitization and awareness
sessions for staff
Establish Disciplinary Committee as
per AU Staff Rules and Regulations
12
Dora/Eva/Musa/Eliane &
HR Division Team
Establishment of a Staff
Association for NPCA
Staff
Carry out consultative process with
staff
Develop guidelines for the Staff
Association in line with AUC
13
Patrick/Musa/Eliane & HR
Division Team
Implement AU Staff
Rules and Regulations
Staff to complete AU Personal
History Form and submit to the HR
Unit for filing and HR decision
making
Staff complete medical examination
requirements as per AU regulations
Medical
Examination
Report
submitted to AUC to seek medical
clearance for staff
Medical clearance provided by AUC
Medical Clearance Report dispatch to
staff & filed
AU Labour Relations Policies
and procedures
adopted/adapted
One staff communication
session held
4th Quarter
Election of staff
representative conducted
4th Quarter
Disciplinary Committee
(board) members
proposed as per AU
regulation
3rd Quarter
NPCA Staff Association
Established
Staff association
regulations drafted
4th Quarter
Completed AU Personal
History Forms
Medical examination
requirements completed
by staff
Staff medical
examination reports
Medical clearance
feedback from AUC
Elected staff
representatives
Appointed
Disciplinary
Committee (board)
members
Established Staff
Association
AU Staff Rules
and Regulations
fully implemented
for the NPCA
Staff Members
cleared or not
cleared by the
AUC
Financial resources
(US$) required.
5 professional staff
& 2 GS staff
available to
undertake activities
(Need additional HR
capacity - Sr. HR Officer
Discipline & Counselling)
Financial resources
(US$) required.
5 professional staff
& 2 GS staff
available to
undertake activities
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
Ongoing
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NEPAD Agency Consolidated Annual Business Plan
14
Fatou/Musa/Eliane & HR
Division Team
Facilitate the process of
Issuance and Renewal
of AU Laissez Passers
and AU Passports
The NPCA then submit the duly
completed Laissez-Passer application
form for each staff member with a
request from the Head of HR with the
supporting documents attaching AU
contracts for AUC to issue the
Laissez-Passer
Follow up on progress on the AU
Passports
For Renewal submit valid Laissezpasser, request for renewal and a
copy of valid AU contract
2012
AU Laissez Passer
issued/renewed for
NPCA staff
Ensure that copies of
Laissez-passer and
AU passports are
filed
Laissez
Passer and
AU Passports
are issued and
renewed
timorously
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
Accreditations and
Temporary
Resident Permits
for staff members
are issued and
renewed timely
and dispatched to
the relevant staff
member
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
Create a status
Report on staff
members with
Laissez-passer and
AU passports
Ongoing
15
Fatou/Musa/Eliane & HR
Division Team
Facilitate Staff
Accreditation in line
with the Host Country
Agreement
Duly completed Accreditation form for each
staff member with a Note Verbal, and the
following finalise documents submitted to
DIRCO:
Staff List with category as per host
agreement with a Note Verbal
Valid AU contract
AU Laissez Passer
Staff Establishment with
Job
Descriptions – Staff List with
dependants – Letter of Confirmation
of Appointment –
NPCA Staff accredited as per
the Host Agreement
Ensure that new
applications and
renewals for
Accreditation and
Temporary Resident
Permit are submitted
for processing 6
weeks before
expiration of current
Create a status report
of staff members
with accreditation
and Temporary
resident Permits
Ensure that copies of
Diplomatic ID’s and
Temporary Resident
Permits are filed
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NEPAD Agency Consolidated Annual Business Plan
16
HR Division Team
HR Support to NPCA
Regional Centres
17
Fatou/Patrick & HR
Division Team
Provide Technical
Support to the ACBF
Project/Grant
Provide complete HR Management
Support to the Regional Centres
Conduct Quarterly missions to
Regional Centres
Ensure that project implementation is on course
Prepare quarterly reports
Prepare Grant closure plan
Prepare Project completion report
(ACBF to provide assistance)
2012
Ongoing
Identify the Human
Resource needs of the
Regional Centres
Regional Centres comply
with AU Staff Rules and
Regulations
Effective delivery on HR
Management
Quarterly reports (every
quarter)
Approved Grant closure
Plan
End of February
18
HR Division Team
Implementation of the
HR Module of the
Enterprise Resource
Management System
SAP
AUC support the Implementation of the HR
Module of the Enterprise Resource
Management System SAP
Project completion report
September 2012
HR Module of the Enterprise
Resource Management System
SAP implemented
19
HR Division, Fatou, Eva,
CS Directorate, Office of
the CEO/AUC OLC
Permanent Host
Agreement
Drafting, Submission to AUC Office of Legal
Council (OLC) for validation, participation and
follow up of the negotiations with AUC (OLC)
1st draft to be circulated
internally by 10-February
2012.
20
Office of the CEO, CS
Directorate & HR
Information Sharing
Sessions
Quarterly meetings/consultations with staff on
AU/NEPAD Integration process, the
Effective Internal
Communications
Positions filled
with competent,
highly committed,
diverse and
motivated staff
that meets the
NPCA’s
requirements.
Efficient and
effective human
capital support
services provided
to the Regional
Centres
Effective and
timely technical
support provided
to ACBF Project
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
A functional and
well managed
Enterprise
Resource
Management
System (SAP for
the HR division
Signed Permanent
Host Agreement
Taxation issues
solved
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
At least 2 general
staff meetings in
Financial resources
(US$) required.
4 professional staff
& 2 GS staff
available to
undertake activities
Financial resources
(US$) required for 1
mission to AUC
(OLC), if needs be.
Additional staff
resources in legal
matters.
Financial resources
(US$) required.
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NEPAD Agency Consolidated Annual Business Plan
Division Team
Transformation process, Development of HR
Strategy & Operating Model and other priority
organisational matters
2012
Ongoing activity
the year
Email
communiqués to
staff from office of
the CEO
An internal
NEPAD intranet
5 professional staff
& 2 GS staff
available to
undertake activities
Additional Human Resources Capacity Required to Implement the 2012 Work Plan
One (1) Senior HRD Officer focusing on establishment of a Performance Management System, and Training & Development Programme and Resource Mobilisation to support
Training Programmes.
One (1) Senior HR Officer providing support in Labour Relations, Discipline & Counselling and Establishment of a Staff Association.
One (1) Senior HR Officer Consultant (Organisational Development) providing support in the implementation of the deliverables for the HR Strategy and Operating Model
development process.
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NEPAD Agency Consolidated Annual Business Plan
2012
NEPAD Agency African Biosafety Network of Expertise
No.
1
NEPAD Agency
Thematic &
Sector
Programme
Agriculture and
Food Security
Related AUNEPAD
Development
Framework
African
Biosafety
Network of
Expertise
(ABNE)
Planned Activities for 2012
Core Activities
Project Management and Establishment of
ABNE 2nd Node
Programme Support Activities
Establishment of ABNE 2nd Node in
Uganda
ABNE Management and Technical
Advisory Committees meeting
Recruitment of Additional Technical and
Support Staff
Continuing Professional Development of
ABNE Core Staff
Key Deliverables/Targets
2012
Expected Results to be
Achieved
2012
MOU with UNCST signed;
Host Country Agreement
negotiated and signed. Equip
ABNE Nodal Office in
Uganda
ABNE Uganda Node
launched and operational
3rd TAC and 5th and 6th
Management Committee
meetings held (1 TAC and 2
MC meetings held for
mandated functions including
the review and approval of
the 2012 annual work plan,
budget and progress)
Project in compliance with
targets and procedures due to
oversight role of TAC and
MC
All new and vacated ABNE
Staff positions filled –
Business Manager (1);
Programme Officers (3);
Admin Assistant (1); Interns
(2) recruited.
ABNE team able to fully
meet milestone deliverables
Staff proficiency in 2 AU
languages improved
New strategic partners
Improved proficiency for
enhanced interaction with
member states for better
service delivery to regulators,
policy- and decision-makers
Resource Requirements
2012
US$ 30, 000 allocated for
the establishment of
ABNE Uganda node. $10,
000 allocated for office
supplies at 2nd Node.
US$ 75, 000 allocated to
NEPAD Agency TAC and
MC meetings.
$20, 000 allocated to
Continuing professional
Development of ABNE
core staff.
ABNE service network
further strengthened with
respect to coverage and
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NEPAD Agency Consolidated Annual Business Plan
Partners’ Agreements and Linkages
Technical support to national Biosafety
Secretariats
2012
identified; at least 5 new
MOU developed with partner
institutions and other service
providers
Technical needs of at least
two national Biosafety
secretariats assessed
leverage
Technical support provided
and secretariats made
functional
$20, 000 allocated for
technical support to
national Biosafety
secretariats.
Contributions to Agency Think Tank and
KM Functions
Missions
Resource Mobilization
Mid-Term Evaluation of ABNE
Monitoring and Evaluation of ABNE
2
Agriculture and
Food Security
ABNE
Annual M&E, project impact
and feedback surveys
conducted.
$21. 632 allocated to
M&E/Mid Term
Evaluation.
Grant, New Funding and Partnership
Agreements
Finalize and Implement John Templeton
Grant award
Preparation and Negotiation of Grant
Agreement for the Development of
African Platform for Biotech/Biosafety.
.
Core Activities
Biosafety information resources for
African regulators
Programme Support Activities
Enhancement of ABNE web portal
Web content and policy
briefs reviewed
Website updated
periodically
200,000 website hits
Access to science-based
information biosafety for
regulators to make informed
regulatory decisions
Consultative guidance
$20 000 allocated to
ABNE website
enhancement
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NEPAD Agency Consolidated Annual Business Plan
2012
expected in 2012.
Production of NEPAD Agency ABNE
communication guideline for regulators
Stocking the ABNE Documentation Unit
and Access to scientific literature
Development and Update of database on
Biosafety Specialists, Facilities,
Educational Resources and National
Biosafety Focal Points
Development and Dissemination of
Biosafety Communication Materials
Communication guideline
finalised, published and
distributed
Biosafety documentation unit
stocked with print and
electronic resources,
documents catalogued and at
least 53 focal points served
by documentation unit
Data compiled and database
regularly updated
At least 20 online/ electronic
journals made available to
ABNE nodal by MSU
Database on Confined Field
Trials updated.
Newsletters published and
distributed to at least 500
regulators quarterly.
News bulletins released
quarterly.
Communication booklets
developed and
disseminated to at least
500 regulators
provided to regulators on
specific issues
Regulators and policy
makers better able to
communicate with
stakeholders on emerging
issues related to biosafety in
Africa
Access to science-based
information for regulators
with limited access to
Internet
Access to science-based
biosafety resources for
enhanced performance of
regulatory functions
Regulators and policy
makers better informed on
ABNE programs and
services, and emerging issues
related to biosafety in Africa
$25, 000 allocated to
Communication manual.
$10, 000 allocated to the
stocking of the ABNE
Documentation unit
Compilation of list of
biosafety specialists is by
desktop review hence no
resources required
$30, 000 allocated to the
development and
dissemination of Biosafety
communication materials.
Contributions to Agency Think Tank and
KM Functions
Production of ABNE Policy Briefs in
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NEPAD Agency Consolidated Annual Business Plan
2012
Food Safety, Environmental Biosafety,
Socio-Economics and Legal/Policy
issues in Biosafety for Policy makers
and other Stakeholders.
Publication of AU/NEPAD Agency
“ABNE in Africa”
Publication of “Africa Speaks Out
About Biotechnology”
Preparation and Publication of
“Biosafety in Africa: Experiences and
Best Practices”
Production of Biosafety Communication
Guideline for Regulators
Missions
Biosafety Communication training
workshops in focus countries using the
Communication Manual
Grant, New Funding and Partnership
Agreements
3
Agriculture and
Food Security
ABNE
Core Activities
Regulators Training and Education
Programme Support Activities
Conduct Biosafety training workshops
Conduct biosafety short courses in Africa
At least 240 regulators
trained- lawyers, scientists,
policy and decision makers
on various issues in
biotechnology and biosafety
including post-release
monitoring of GM crops,
application review,
inspection, monitoring,
compliance, and
communication
Biosafety short courses
Regulators empowered with
knowledge and skills for
review of biosafety
applications and decision
making
Relevant agencies are able to
develop and implement
biosafety regulatory
framework (e.g. regulations,
policies, SOPs, guidelines)
Enhanced science-based
understanding, knowledge
$250, 000 allocated for
training workshops in
focus countries.
$80, 000 allocated to short
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NEPAD Agency Consolidated Annual Business Plan
2012
and outside Africa in partner institutions
offered to at least 60
regulators in Africa
At least 15 regulators in
collaboration with other
service providers trained
Sponsor regulators’ participation in online
biosafety courses
At least 4 regulators
benefitted from online
Biosafety courses
Organize biosafety internships
Organize biosafety study tours
At least 5 internship
positions offered
At least 10 regulators
selected and participated in
the study tours
and skills on environmental
and food safety regulatory
issues
Access to training tools and
materials for developing new
educational programs
Enhanced understanding,
knowledge and skills on
environmental and food
safety issues
Access to biosafety training
for improved performance of
regulatory functions
In-depth hands-on experience
in setting up biosafety
implementing systems and
review processes
Regulators obtain first-hand
information on
biotechnology and
familiarize with functional
biosafety systems
Networks are established
among regulators
Regulators become better
spokespersons on biosafety
and biotechnology issues
courses in Africa and
outside Africa.
$10, 000 allocated for
online courses.
$25, 000 allocated to
Biosafety internships.
$60, 000 allocated to
study tours
Contributions to Agency Think Tank and
KM Functions
Curricula and modules developed for
biosafety education
Publications on study tour developed and
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NEPAD Agency Consolidated Annual Business Plan
2012
disseminated
Missions
Programmatic Training workshops in focus
countries.
Mid-Term/End of Project Reviews
None
Grant, New Funding and Partnership
Agreements
4
Agriculture and
Food Security
ABNE
Core Activities
Establishment of an African platform for
knowledge sharing, networking and
linkages
Technical support and consultations
Programme Support Activities
Convening and platform development for
biotechnology and biosafety
Partners and stakeholders’ meeting on
biosafety capacity development in Africa
Technical support and targeted
consultations
Participation in continent-wide and
Biosafety Coordination
meeting held in Uganda
Alignment among
biosafety service providers
and stakeholders
strengthened for future
collaborative efforts in
biosafety capacity
development
Technical assistance
provided in the review and
finalization of the biosafety
regulations and guidelines to
at least 8 countries
Countries’ draft polices
reviewed, SOPs and
guidelines are developed
Enhancing the
operationalization of the
national biosafety
secretariats for reviewing
biosafety applications
ABNE team attend
Budget for Biosafety
coordination sourced
externally and in
collaboration
$60, 000 allocated to
technical support and
consultations
ABNE team makes input
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NEPAD Agency Consolidated Annual Business Plan
International meetings
Development of Policy Briefs and
Relevant background Documents for
Policy/decision makers and other key
stakeholders
Organize biennial ABNE forum for
regulators and biotechnology scientists to
foster interactions
Regulators participation in regional and
international meetings and co-sponsorship
to at least one event related to
Biosafety/biotech
Resource mobilisation strategies
2012
meetings of relevance
2 additional sets of policy
briefs will be published
8 Policy briefs on
contemporary issues on
Biosafety published and
circulated to at least 500
regulators
Policy briefs from biennial
forum developed and
circulated to 500 regulators
Better regulatory
coordination between
different countries/regions
At least 5 regulators
participated in the meetings
New fundable proposals
identified and
developed.
in regional and
international meetings that
impacts on international
obligations for national
biosafety laws and
regulations
Enhanced policy dialogue,
access to information on
current regulatory issues
relevant to Africa
Regulators develop a support
network among peers for
exchange of information and
experiences
Regional cooperation and
more uniform policies
between countries
Input of African regulators
into regional and
international negotiations on
biosafety
Regulators understand the
impact of international
obligations on national
biosafety laws and
regulations
$10, 000 allocated to
continent-wide and
international meetings.
$10, 000 allocated to
Policy Briefs and relevant
background documents for
policy/Decision makers.
$125, 000 allocated
biennial forum.
$20, 000 allocated to
Regulators’ participation
in regional and
international meetings.
Proposals for resource
mobilisation submitted to
donor agencies for possible
funding.
$10, 000 allocated to
resource mobilization.
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NEPAD Agency Consolidated Annual Business Plan
2012
Contributions to Agency Think Tank and
KM Functions
Reports
Policy Briefs in Food, Environmental,
Socio-economics, Legal/Policy Briefs
Country reports on impact of ABNE’s
intervention published
Policy brief on issues arising from
biennial forum
Missions
Programmatic travel missions
Mid-Term/End of Project Reviews
None
Grant, New Funding and Partnership
Agreements
Utilize Rabobank Foundation Grant for
African Regulators Summer Academy,
The Netherlands.
Prepare and negotiate for Adessium
DOB Foundation Grant
Work Programme for 2012
The African Biosafety Network of Expertise (ABNE) is an NPCA service network. ABNE is in its 3rd year of the 5-year project duration designed to build functional biosafety systems in Africa
through empowering African regulators with science-based biosafety information, technical assistance and regulatory capacity building for informed and timely decision-making.
ABNE’s Approach to Biosafety Service Delivery in 2012 (Year 3)
As a relatively new institution in Africa, ABNE is on a learning curve. Some lessons learnt in strengthening regulatory capacity across Africa during the first 2 years of implementation include
the need to design effective post-training support and follow-up programmes, and the need for continuous on-the-ground presence. Based on the experiences garnered and lessons learnt, and to
meet an ever growing demand for biosafety services, ABNE proposes to adopt a decentralised approach to service delivery in Year 3. This decentralised approach will include creation of a
second node in Uganda as well as a more focused regional approach to offering services in priority countries.
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NEPAD Agency Consolidated Annual Business Plan
2012
Priority Countries for ABNE Services
As a continent-wide service network, ABNE provides generic as well as targeted services to regulators and national systems across Africa. However, for greater impact, the ABNE team
proactively focuses on 10 countries considered as priority national biosafety systems due to strides being made in building functional regulatory systems. Of these 10 priority countries, ABNE
identified three countries as being of higher priority and needing concerted and urgent efforts. The priority categorization reflects progress being made and consequently requires higher resource
allocation with respect to financial and technical resources. Nevertheless, noting the regulatory landscape in Africa is dynamic and could change dramatically, ABNE has a 3 rd categorization
called emergent countries for which developments are being monitored for the necessary intervention as the situation may demand.
ABNE country categorization with respect to priority for 2012
Category
Countries
High priority countries
Kenya, Mozambique, and Tanzania
Priority countries
Burkina Faso, Ghana, Malawi, Mali, Nigeria, Togo, and Uganda
Emergent countries
Botswana, Ethiopia, Zambia etc.
II.
Objectives of ABNE’s Work Programme for 2012
This document outlines the work plan for year 3, covering the period January 1, 2012 to December 31, 2012 and seeks to achieve the following objectives:
Operationalize the second node in Uganda
Provide services through the ABNE biosafety information resource system
Build regulatory capacity through biosafety training, education, technical support and consultations
Create awareness among regulators, policy- and decision-makers towards building functional biosafety regulatory systems
Establish an African network for biosafety knowledge creation and management, continued networking, partnerships and resource mobilization
Page | 135
NEPAD Agency Consolidated Annual Business Plan
2012
Southern Africa Network for Biosciences
No.
1
NEPAD Agency
Thematic & Sector
Programme
Related AU-NEPAD
Development Framework
Southern Africa
Network for
Biosciences
(SANBio) covering
the following
countries: Angola,
Botswana, Lesotho
Malawi, Mauritius,
Mozambique,
Namibia, Seychelles,
Swaziland, South
Africa, Zambia,
Zimbabwe
Comprehensive Africa
Agriculture Development
Programme (CAADP)
Africa’s Science and
Technology Consolidated
Plan of Action (CPA)
Environmental Action
Plan (EAP)
Sub-regional
Environmental Action
Plans (SREAPs)
AU-NEPAD Health
Strategy
Planned Activities for 2012
Key Deliverables/Targets
2012
Expected Results to be
Achieved
2012
Resource
Requirements
2012 (US$)
Core Activities
Conduct study visits by
SANBio researchers to
selected research centres or
universities
At least 4 study visits
conducted
Develop a Strategy for
Cooperation with Private
Sector/Large Established
Players
A strategy for cooperation
with private sector
Conduct training workshop
on ICT Skills and Database
Management
Conduct informal
partners’ sessions on good
laboratory practices and
proposal writing
Conduct one workshop
with emphasis on
developing partnerships
among public and private
sector, models in selected
One ICT work held with
at least 15 participants
trained
One informal session held
for mutual learning among
researchers
Bench mark and best
practices shared
among researchers in
the network
30 000
Enhanced
engagements between
researchers and
private sector players
7 500
Enhanced
competencies in ICT
and data management
among network
members/ researchers
69 000
Experiences on good
laboratory practice
and good proposal
writing are shared by
at least 10
participants
Improved
understanding of
PPPs among
stakeholders
One regional workshop
with at least 25
participants
Projects effectively
implemented,
monitored &
evaluated
9 000
55 000
15 000
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NEPAD Agency Consolidated Annual Business Plan
2012
Southern Africa countries
Supervise, monitor and
evaluate the following
ongoing R & D and
capacity building projects
in SANBio countries:
 Mushroom Production for
food Security and health
benefits
 Fish biodiversity of inland
rivers in Southern Africa
 Apply for ethics approval
and commission clinical
trials in Zambia on SF2000
(a traditional remedy) for
HIV/AIDs
 Improving livestock
production by controlling
livestock
 Developing plant genetic
resources policies and
policy guidelines
 Capacity Building in
Indigenous knowledge
systems
At least one
implementation
monitoring mission
conducted to each
Project
Programme Support
Activities
Programme Governance,
Management, Monitoring
& Evaluation
Approved Work Plans and
budgets for the Secretariat
and project teams
At least one meeting of
each of the SANBio
Governance Structures
(SANBio, SC, BioFISA
SC and BioFISA SVB)
SANBio Network
and programmatic
activities
implemented,
monitored and
evaluated effectively
4 000
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NEPAD Agency Consolidated Annual Business Plan
2012
4 000
Strengthening and supporting
the Secretariat, Nodes and
projects
Monthly salaries paid
187 000
Office equipment, general
office supplies,
communication and IT
support and transport
sourced
Secretariat, nodes and
projects strengthened
At least one project
specific workshop is
organized as part of M & E
site visits
22 000
22 000
At least 2 students from
selected projects are
supported for short term
skills training
12 000
Procure small lab
equipment for selected
projects
12 000
Contributions to Agency
Think Tank and KM
Functions
Develop and implement a
Communication Strategy &
Disseminate of Programme
Outcomes
A Communication and
outreach Strategy
developed and key
elements are implemented
and disseminated e.g.
Finalize SANBio WebBased database
Produce Quarterly
Reports and
Newsletters
- Update SANBio
Improved
communication and
awareness of
SANBio
66 000
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NEPAD Agency Consolidated Annual Business Plan
Develop an ABI
knowledge management
system aligned to NPCA
Publish and disseminate
Mid Term and Programme
Closure Reports
2012
Website
- Produce videos on
project activities
Improved
documentation on,
and knowledge of
SANBio network and
results in the region
Mid-Term/End of Project
Reviews
Regular Reviews of
SANBio/BioFISA
activities
Conduct Stakeholders
BioFISA Programme
Closure Workshop
Production and
dissemination of Final
Programme Report
105 000
Grant, New Funding and
Partnership Agreements
Provide support to NPCA
Office of the Coordinator
for ABI activities in
Regional Centres
Finalize the new Africa
Biosciences Initiative
(ABI) Strategic Plan
2012-2016 and engaging
with development partners
Collaborations
among ABI network
and other like minded
networks enhanced
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NEPAD Agency Consolidated Annual Business Plan
to support the Plan
Negotiating with the
current funders of
BioFISA, the Department
of Science & Technology
of South Africa the
Ministry for Foreign
Affairs, Finland to support
BioFISA Phase II
Engaging with national
governments,
development partners, and
private for resource
mobilization
2012
At least 4 Strategic and
resource mobilization
meetings of ABI
conducted
Support at least 2 M & E
visits of the Coordinator to
ABI Networks
25 000
Enhanced financial
support for ABI
networks
Generating buy-in
and resources from
African governments
Support activities for
enhanced visibility of ABI
including political buy-in
Support at least one joint
meeting of ABI Network
Directors
Total
Notes
4.
5.
6.
644 500
Currently, SANBio has four full time staff (Network Director(ND), Network programme Manager(NPM), Finance Administrator (FA) and Personal Assistant (PA) to the ND. In the
new Strategic Plan of ABI (2012-2016), an additional position of Communications Officer has been recommended
The current funding for the network comes from the Department of Science & Technology of South Africa and the Ministry for Foreign Affairs of Finland. This grant ends in
September, 2012.
The R & D and capacity building projects are implemented through national research centres and universities in the region.
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2012
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