2014-2017 african union commission strategic plan

2014-2017

African UnionCommission

Strategic Plan

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Presentation Outline

• Foundations of the Strategic Plan• Pillars and Priorities• Strategic Plan Goal• Outcomes and Outputs for Strategic Plan• Structure and character of the Strategic Plan• Implementation Arrangements• Monitoring and Evaluation• Resource Plan• Enabling Conditions and Way Forward

Foundations of the Plan

The foundation of the Third Strategic Plan (2014-2017) of the African Union Commission is: African Union Vision

Mission and Mandate of the African Union Commission;

Strategic Pillars; and

Strategic Priorities

The Third Strategic Plan

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AU Vision

Mission

Mandate

Strategic Pillars of the Commission

8 Priorities

Goal of Strategic Plan

Outcomes, Outputs and Targets

Constitutive Act and Statutes

Commission Retreat

Technical work with Departments

Figure 1: AUC Strategic Plan 2014-2017 Map

Foundations of the Strategic Plan

Stakeholders’ Workshop

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African Union Commission

Vision

An integrated, prosperous and peaceful Africa, driven by its own citizens and representing a dynamic force in the global arena

Mission

To become “an efficient and value-adding institution driving the African integration and development process in close collaboration with African Union member states, the Regional economic Communities and African citizens”.

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Strategic Pillars of the Commission

• Peace and Security• Social, Economic and Human Development• Integration, Cooperation and Partnerships• Shared Values• Institutions, Capacity Building and

Communication

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African Union Commission Strategic Plan 2014-17

Focus Areas

8 Priorities

1. Promote peace and stability, including regional initiatives, good governance, democracy and human right as a foundation for inclusion, security and the development of the continent and its people

2. Expand Agricultural production, developing the Agro-processing and businesses sectors, increase market access and attain Africa’s collective Food self-sufficiency and nutrition through promotion of smallholder agriculture, sound environment and natural resource management, including climate change.

3. Promote inclusive economic development and industrialization through the acceleration of infrastructure development projects that will aid economic integration and utilization of the continent’s mineral and other natural resources.


Priorities Continued4. Build Africa’s human capacity through the prioritization of Primary Health Care and

Prevention; Education, skills development and investment in science, research and innovation, access to clean water and sanitation with inclusion of the vulnerable groups.

5. Mainstream the participation of women and the youth in all priorities and activities of the Union and the continent

6. Implement strategies of resource mobilization, with special emphasis on alternative source of funding, and/or additional funding to enable Africa to finance its programmes and development.

7. Strengthen a people centered Union through active communication of the programmes of the African Union, the branding of the Union and participation of Member States and other stakeholders in defining and implementing the African agenda.

8. Strengthen the institutional capacity of the AUC, the RECs and other organs, and its relations with strategic and other partners

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Goal of Strategic Plan• “Accelerate progress towards an integrated,

prosperous and inclusive Africa, at peace with itself, playing a dynamic role in the continental and global arena, effectively driven by an accountable, efficient and responsive Commission

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Outcomes and Outputs

Outcome 1: Peace and stability, good governance, democracy and human rights as foundations for development and stable societies promoted

Output 1.1: Capacities for Conflict Prevention, Management, Response and Peace Building in placeOutput 1.2: Participation of women, youth (including the AU-YVC)and civil society in peace building, conflict prevention and post-conflict recovery and development facilitated

Output 1.3: Post conflict reconstruction and peace building mechanisms enhanced

Output 1.4: Good governance and democracy promoted

Output 1.5: Legal and Shared Values instruments, based on African and Universal instruments promoted, particularly those focusing on the rights of women, youth, persons with disabilities and children

Output 1.6: Human Rights based on African and universal instruments promoted and protected

Output 1.7:The capacity of the AU to coordinate and respond to humanitarian situations and protect civilians in conflict and disaster zones enhanced

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Outcome 2: Policies and institutions for sustainable development, increased agricultural production, food and nutrition security, expanded value addition and market access, and sound environmental management implemented

Output 2.1: MS implementation of CAADP priority programmes including animal resources as an instrument to boost agricultural production and productivity for food and nutrition security, and eliminating hunger and reducing poverty is supported

Output 2.2: Implementation of Priority programmes on Environment and Natural Resources and Climate Change facilitated

Output 2.3: Programs for enhancement of agribusiness including access to productive resources and capacity of Women, Youth and persons with disabilities supported

Output 2.4: Strengthening of infrastructure for market access and trade in agricultural products promoted AUC SP 2014 - 17

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Outcome 3: Infrastructure development and environment for inclusive economic development, industrialization, private sector-led intra-African Trade and sustainable utilization of natural resources created

Output 3.1: Enabling policy frameworks for inclusive development formulated, promoted and implementation capacity of MS enhanced

Output 3.2:The Programme for Infrastructure Development in Africa facilitatedOutput 3.3: Access to modern energy services for the majority of the African population enhanced

Output 3.4: Policies and Standards to promote Continental integration facilitatedOutput 3.5: Trade and Customs facilitation policies developed and promoted and CFTA negotiations facilitated

Output 3.6: Policies for Private sector engagement and improved Business Climate in Africa developed and promoted

Output 3.7: Women, Youth and persons with disabilities entrepreneurship promoted, and supported

Output 3.8: Policies for the sustainable utilization of the continent‘s mineral and other resources developed and promoted

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Outcome 4: Policies and Programmes to enhance health, education and employable skills underpinned by investment in services, science, research and innovation implemented by Member States

Output 4.1: Implementation of the Africa Health Strategy (AHS) promoted

Output 4.2: strategies for quality education, skills development and services, particularly for women and youth are designed and promoted

Output 4.3: Policies and Strategic programs for investments in science, research and innovation are designed and promoted to enhance Africa‘s Global Competitiveness

Output 4.4: Frameworks for Social security and protection of vulnerable groups ( children, persons living with disabilities) promoted

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Outcome 5:

Strategies for resource mobilization, including alternative and additional sources of funding, to enable Africa to finance its programmes and development in place

Output 5.1: A financially sustainable and viable Commission attained

Output 5.2: Alternative sources of funding for Africa to finance its development programs identified and implemented

Outcome 6: An AUC that communicates with and engages Member States/Stakeholders in defining and implementing the African agenda

Output 6.1:Rebranding of the AUC, effective communication and increased visibility achieved

Output 6.2: Stakeholder involvement in the African Agenda implementation, which reflects cultural and linguistic diversity, equal participation of women, youth and vulnerable groups improved

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Outcome 7: Institutional capacities of the AUC improved, and relations with RECs, AU Organs and with strategic and other partners strengthened

Output 7.1: Institutional capacities of the AUC strengthened

Output 7.2: Relationships with AU Organs, RECs and Strategic partners strengthened

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Outcome/Output Indicator Base 2014 2015 2016 2017 Outcome 7: Institutional capacity of the AUC improved, an d relations with RECs, AU Organs and other strategic partners strengthened.

% Level of Client Satisfaction (survey) 0 60% 70% 80% 90% % level of cost reduction per capita (AUC) as a results of improved systems

5 10 10 10 10

Level of satisfaction of the PRC on timely/quality reporting by AUC NA 70% 80% 90% 90%

Outputs Output 7.1 Institutional capacities of the AUC strengthened

# of AUC staff trained on areas that aim to boost efficiency and effectiveness of the AUC

NA 50 100 150 200

% of women in the total professional staff/ % of women occupying managerial positions

251 25 30 50 50

% Level of client (internal) satisfaction of service delivery 0 20 40 60 70 # processes reviewed/improved per year by departments NA 5 5 5 5 % reduction in downtime in AUC ICT systems within the Commission and Regional Offices

45 45 50 70 95

# of organizational development and cultural change management initiatives designed and implemented.

2 2 3 3 3

% reduction of meetings, conferences, seminars organized by AU Commission

NA 20 30 35 45

Actions /Strategies to pursue 1. Put in place measures to improve, on a continuous basis, the performance and operational efficiency of the Commission in terms of finance, human

resources and administration, legal, strategic planning, internal audit, conference, medical, protocol and all services in the Commission, through bench marking and adoption of International Best Practices

2. Adopt measures to strengthen institutional leadership, general corporate governance and stakeholders management 3. Popularize the Union through civic education, including integrating AU history and its symbols, flags, anthem, logo, etc into national curricula 4. Promote Measures to enable organizational change, innovation and knowledge management 5. Promote measures to implement and monitor the Gender policy of the AU within the Commission with a view to strengthening the Status of Women 6. Develop and implement measures to promote intra and interdepartmental synergies 7. Take measures to strengthen Human Capital Development and Management 8. Enhance internal communication 9. Continue with Capacity building of AUC Departments & Directorates to mainstream gender 10. Provide high standard protocol services to regulate AU’s interaction with Members States and Stakeholders

1 Positions at Director level

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The Linkage between the Pillars and Priorities

Peace & Security

• P1. Promote peace and stability ,including regional initiatives, good governance, democracy and human right as a foundation for inclusion, security and the development of the continent and its people

• P5.Mainstream the participation of women and the youth in all priorities and activities of the Union and the continent

Social, Economic & Human Development

•P4. Build Africa’s human capacity through the prioritization of Primary Health Care and Prevention; Education, skills development and investment in science, research and innovation, access to clean water and sanitation with inclusion of the vulnerable groups

•P2. Expand Agricultural production, developing the Agro-processing and businesses sectors, increase market access and attain Africa’s collective Food self-sufficiency and nutrition through promotion of smallholder agriculture, sound environment and natural resource management, including climate change.

•P3. Promote inclusive economic development and industrialization through the acceleration of infrastructure development projects that will aid economic integration and utilization of the continent’s mineral and other natural resources..

•P5. Mainstream the participation of women and the youth in all priorities and activities of the Union and the continent

Integration, Cooperation & Partnerships

•P3. Promote inclusive economic development and industrialization through the acceleration of infrastructure development projects that will aid economic integration and utilization of the continent’s mineral and other natural resources..

•P6. Implement strategies of resource mobilization, with special emphasis on alternative source of funding, and/or additional funding to enable Africa to finance its programmes and development.


Shared ValuesInstitutions,

Capacity Building and Communication

•P1. Promote peace and stability, good governance, democracy and human right as a foundation for inclusion, security and the development of the continent and its people.


•P7. Strengthen a people centered Union through active communication of the programmes of the African Union, the branding of the Union and participation of Member States and other stakeholders in defining and implementing the African agenda.

•P8. Strengthen the institutional capacity of the AUC, the RECs and other organs, and its relations with strategic and other partners.


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Structure and Character of the Strategic Plan

At Continental level

Macro Results Framework

At Commission Level

Micro Results Framework

Vision and MissionSituational Analysis

+ Commission's Retreat

8 Priorities

7 outcomes

Outputs (35)

Strategies and Actions (168)

Annualized Targets

Projects of the Commission

Impl

emen

tatio

nPlanning

Marks point of departure for the AUC Third Strategic Plan Produced 8 priorities of the union Attempt to synthesize the key issues and challenges

around these priorities

Priorities of the union at continental level Used to drive the goal of the strategic plan, the

outcomes, the outputs, strategies and actions The 7 Outcomes the Commission is aspiring to

achieve Clearly states indicators with annualized targets

up-to the end period of the plan

Represent the deliverables the Commission is accountable for

Integrates implementation plan and an M&E Framework

Clearly States the roles and responsibilities of the various actors involved

Guides the annual planning and budgeting process of the commission

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African Union Commission Strategic Plan 2014-17- Its Added Value

The First Strategic Plan 2003 – 2007 was about development of Structures and Capacities for the Commission

The Second Strategic Plan 2008 – 2012 dwelled on development of Frameworks

What is New? The Third Strategic Plan 2014 – 17 represents a Paradigm

shift towards an implementing institution, focusing on promoting the execution of existing frameworks rather than developing new ones.

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The AUC Results Model

People have enough nutritious

food

People have enough nutritious

food

AUC Establishes Architecture for decision

making

AUC Establishes Architecture for decision

making

AUC Advocates, promotes

implementation

AUC Advocates, promotes

implementation

AUC Convenes, facilitates one voice

AUC Convenes, facilitates one voice

People are prosperous: better health & education

People are prosperous: better health & education

AUC defines standards,

norms, policies, frameworks

AUC defines standards,

norms, policies, frameworks

Member States adopts ratify & domesticate

norms/create enabling environment/ provides

services/good governance

Member States adopts ratify & domesticate

norms/create enabling environment/ provides

services/good governance

Increased agricultural production and productivity

Increased agricultural production and productivity

Outputs

Outcomes

Goals

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Implementation Arrangements

THE COMMISSION College of Commissioners

STEERING COMMITTEEDirectors of Departments and

Directorates

SPPMERM

Technical Cluster Outcome




Technical Cluster

Outcome

Key Functions• Bring together all concerned

unit• Prepare annual w/plan and

budget• Prepare M&E and progress

reports• Ensure coherence • Liaise with external

stakeholders

Key Functions•Set overall policy•Review overall progress•Approve work plan/ budget•Advice on integration of emerging issue into the SP•Assure interface with AU organs •Designate Champions / Commissioners for Each Outcome/Priority

Key Functions• Review w/plans and budget of pillars• Review progress and M&E Reports • Ensure effective inter departmental coordination• Make proposals to the commission on any matters

on implementation of the SP• Provide guidance to the technical clusters as

appropriate

Departments and Directorates

Units and Divisions

Individual Staff

Key Functions• Assure timely dep’t inputs into the work of technical clusters• Prepare departmental w/plans and budget in line with SP• Produce M&E and Progress report• Prepare Project Proposals

Key Functions• Prepare inputs into dep’t w/plan and budget• Prepare unit w/plan, M&E and progress reports

Key Functions• Prepares individual w/plan in line with dep’t and unit w/plans• Prepares inputs into reports

Key Functions• Coordinate the planning, monitoring process for

the SP• Act as secretary to the SC• Prepare inputs/reports for consideration by the

Commission• Provide technical guidance to clusters and dep’t• Receive and Review Project Proposals• Compile Program Budget

PRCSub-Committee on Programs and

Conferences, and Admin, Finance and Budgetary Issues

Key Functions• Overall Policy oversight • Approval of programs and budget• Review progress reports

NPCAKey Functions• Work with RECs and

Member States on follow up of implementation

• Work with RECs and Member States on follow up of Monitoring and Reporting

• Provide feedback to Steering Committee

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Monitoring and Evaluation

The proposed monitoring and evaluation framework is centered on five factors,

Hierarchy levels within the AU, M&E responsibility appropriate for each level in the hierarchy, M& E cycle for each M&E action/strategies, Activities to be undertaken as part of the M&E process and the formats/

processes to be used in undertaking the monitoring and evaluation. Development of this framework is further underpinned by four key

principles as follows; Participation Transparency Accountability Smart

Monitoring, Evaluation and Reporting1. Mid Term Reviewa) There will be a mid-term review to;

– assess the reasonableness / continuing relevance of the outcomes, outputs and their associated indicators and targets

– assess the progress made towards the attainment of the outcomes / outputs and – potentially reformulation of the results matrix

b) The first two years actuals will form a basis for revising the targets for the last two years since most of the base line information at the time of the preparation were not readily available and intelligent guesses had to be made in setting the targets.

2. End of Plan Implementation Review a) The revised results matrix proposed by the Midterm Review will form basis for the

end of plan implementation review. b) The insights gained from the review will be incorporated into the preparation of the

next four year strategic plan 2018-2021

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African Union Commission Strategic Plan 2014-17Resource Plan

1. Budget

The total budget for the Strategic Plan isUSD 1,213,064,877 :-stipulated over the four years as follows

2. Financial Arrangements

a. Member States Contributions: Supports all operational costs and up to 10% of the programme budget. Increased MS contribution to programme budget would demonstrate political goodwill and ownership.

b. Proposed Alternative Sources of Funding: It is envisaged that recommendations of the High Level Panel on Alternative Sources of Funding the African Union would go a long way towards identifying sustainable funding for implementation of this Strategic Plan.

c. Development Partners: Traditional partners are expected to continue supporting the Union through existing Joint Financing Arrangements and provision of technical support. Moreover, non-traditional partners are also encouraged to contribute.

2014 2015 2016 20170

50,000,000100,000,000150,000,000200,000,000250,000,000300,000,000350,000,000400,000,000

261,380,064

287,518,07

0

316,269,87

7

347,896,86

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Budget

Key stakeholders’ institutions on the continent as well as ordinary African citizens must be made aware of what the Commission, through its Third Strategic Plan, is setting out to achieve in order to strengthen their ownership and involvement. (Print and electronic media, brochures, etc).

Adherence to the principles of subsidiarity and complementarity between the AUC, other Organs and RECs, and Member States

Member States need to ensure adequate funding (domestic resources) and legal instruments for the programmes of the Strategic Plan

o There is a need to explore new and innovative sources of funding in partnership with governments and the private sector. Contributions from MS have to be increased to support programme budget.

Enabling Conditions

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Operational efficiency, synergy and collaboration of AUC departments

o Within the Commission a culture of integrated thinking should be nurtured and strengthened such that the Commission acts as one entity in pursuit of the goal and priorities of the Third Strategic Plan

The Commission must endeavour to ensure that partners and Members States are approached early and that all prerequisites for triggering the release of funds are addressed in good time.

To enhance streamlining, coordination, harmonization and reduced transaction costs, the Commission’s funding partners need to move towards full direct budget support, supporting priorities set in SP and use one format when reporting and another for planning

Enabling Conditions – cont.

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The Commission must move from focusing on predominantly normative work to a more proactive involvement in implementation of many of the complex inter-regional frameworks, policies and programmes so as to accelerate progress towards realization of the continental agenda.

The Commission must acquire critical capacities and competencies required to advance the continental agenda; the technical complexity of multi-country projects and investment negotiations will require new skills which the Commission must acquire or grow.

Existence of a robust Monitoring and Evaluation mechanism

Enabling Conditions – cont.

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Way Forward

• The Commission is moving to consolidate initiatives to implement change management system. Internalizing a results based management system requires gradual and continuous implementation of a change management plan and improved systems and processes

• Continue to sensitize AUC staff to address the following questions;– why the plan? – what it is supposed to achieve? – What the responsibilities of the departments and of staff in the SP? – what the governance framework for the plan implementation is

• Updated Systems and processes to accommodate the results framework, work plan and monitoring formats that may not be consistent with the existing management information system.

• Align the Plan with Agenda 2063

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The Need To Link Plan Implementation To A Performance Management System• The targets set for the indicators in the results matrix is to be attained

through the joint efforts of members of staff in the department / units. This task is divided through; – the preparation of a departmental operationalization work plan and – staff developing their individual work plans from it.

• The attainment of the departmental / individual targets within the context of the results matrix should be reinforced by rewards and sanctions

• It is necessary that the AUC reinforces a performance management system through the following processes; – staff develop work plans based on the results matrix – staff appraisal is done based on the work plan + other factors– reward / sanctions to reinforce the desired behavior.

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Way Forward

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THANK YOU

2014-2017 african union commission strategic plan

Documents

strategic plan pillars

strategic priorities

strategic plan structure

auc strategic plan

african union vision

african integration

african citizens

evaluation resource