Organizational Managementhttps://hdl.handle.net/10855/226192024-03-29T02:29:53Z2024-03-29T02:29:53ZEnhancing collaboration with RCs/UNCTs and promoting institutional coherence in country level support by ECA: a strategic approachhttps://hdl.handle.net/10855/500052023-12-12T12:41:16Z2023-08-01T00:00:00ZEnhancing collaboration with RCs/UNCTs and promoting institutional coherence in country level support by ECA: a strategic approach
The UN reforms at the regional and country levels were to create better coherence and coordination through vertical and horizontal integration in ensuring enhanced delivery and accelerated process of realizing the SDGs, and in the case of Africa, in sync with Agenda 2063. The realization of the SDGs is offtrack in many regions of the World due mainly to the devastating effects of COVID 19 and as such, rescuing the SDGs is a major priority for all UN agencies especially the Regional Commissions. Rescuing the SDGs and Agenda 2063 in Africa will require scaling-up support to the RCs/UNCTs and a better internal coordinated approach in working with RCs/UNCTs and in support to member States. Currently, all parts of ECA work with RCs/UNCTs and provide technical advisory support to member-States, but largely not well coordinated with no monitoring, and reporting mechanism. Hence, there is no systematic documentation or reporting of ECA’s intervention and support at the country level. This is a major gap that this strategic document seeks to fill. The strategic document focuses on three major objectives. How to enhance collaboration by ECA with RCs/UNCTs especially as Regional Commissions are being called to demonstrate their value proposition at the country level and promote vertical integration of the UN reforms connecting the regional and country levels; How to ensure better institutional coherence, coordination and internal monitoring and reporting of the work being done by ECA at the country level including support to RCs/UNCTs and direct response to requests from member- States; Profile the institutional offer/menu of services that ECA provides which RCs/UNCTs, and member-States can tap into.
2023-08-01T00:00:00ZEconomic Commission for Africa Evaluation Policyhttps://hdl.handle.net/10855/500012023-12-11T12:41:41Z2020-06-01T00:00:00ZEconomic Commission for Africa Evaluation Policy
The first ECA evaluation policy was approved in December 2014, in recent years, ECA has seen several significant changes including the adoption of the 2030 Agenda for Sustainable Development and Sustainable Development Goals, and the revised Norms and Standards of the United Nations Evaluation Group (UNEG). The revised Evaluation Guidelines encapsulate the role and use of evaluation given these advancements and provide further clarity in implementing evaluation. The present document outlines the purpose, status, and scope of the policy; provides the definition and purpose of evaluation at ECA, as well as its guiding principles, norms, and standards; presents the scope, focus and types of evaluation processes in place; highlights the resources used; explains the evaluation procedures and quality assurance mechanisms in place; delineates roles and related responsibilities; and lists dispositions for implementation, coordination, and knowledge-sharing. The policy establishes an ambitious corporate institutional framework for strengthening the overall evaluation system at ECA, based on the principles of functional independence, learning, accountability, transparency, utility, and impartiality in evaluation practices, and oriented towards developing evaluation capacity.
2020-06-01T00:00:00ZQuality assurance policyhttps://hdl.handle.net/10855/500002023-12-11T12:41:40Z2019-07-01T00:00:00ZQuality assurance policy
The present document outlines the quality assurance management system and approach at the Economic Commission for Africa (ECA), including policies, standards, tools and guidelines, and organizational arrangements. It serves as an update of the ECA operational quality policy and plan for the period 2014–2017 (December 2014), building on the gains from the implementation of that plan and using lessons learned from that experience to introduce the required changes for a more systematic and improved quality management system and approach at ECA. The policy document is informed by the recently completed reform process at ECA and the ongoing United Nations global reform efforts of the Secretary-General. The purpose of the present document is to define how ECA will verify that its knowledge products and services are sound, relevant, well-tailored, timely, accessible, and influential in order to ensure that they are indeed fit-for-purpose and of high quality. It also considers the extent to which ECA products and services comply with legislative mandates and with United Nations policies and procedures. In that context, the document describes the coordinated activities that are required to direct and control the quality of the Commission’s work. The document is divided into three sections. The first section, the introduction, explains the purpose of the policy document, provides the background to it, and recalls lessons learned from previous years. Section 2 describes the ECA quality management system, including its operational definitions, the tenets of the quality assurance policy, and the ECA quality management approach. Section 3 outlines the organizational arrangements and resources that are required to manage and control quality at ECA.
2019-07-01T00:00:00ZCadre de mise en oeuvre d’un mécanisme centralisé d’achats groupés dans dix pays piloteshttps://hdl.handle.net/10855/499482023-09-08T12:53:24Z2023-01-01T00:00:00ZCadre de mise en oeuvre d’un mécanisme centralisé d’achats groupés dans dix pays pilotes
L’objectif de ce cadre est de décrire les principaux facteurs, catalyseurs et considérations pour opérationnaliser un mécanisme régional d’achats groupés en Afrique, ancré dans la Zone de libre-échange continentale africaine. L’objectif global de l’Initiative pharmaceutique ancrée dans la Zone de libre-échange continentale africaine est d’ancrer le libre-échange et l’investissement au sein du continent, facilités par des partenariats public-privé tout au long du continuum offre-demande, et d’éliminer les obstacles en vue de mettre en œuvre un agenda continental. Les objectifs spécifiques de l'Initiative sont les suivants : Élaborer un cadre continental pour établir un mécanisme régional d'achats groupés de produits pharmaceutiques essentiels ; Démontrer la validation de principe en pilotant le cadre de mise en œuvre des achats groupés de produits pharmaceutiques essentiels pour la santé reproductive, maternelle, néonatale et infantile dans 10 pays (Comores, Djibouti, Érythrée, Éthiopie, Kenya, Madagascar, Maurice, Rwanda, Seychelles et Soudan) ; Faciliter et promouvoir la production locale de produits pharmaceutiques en réponse à la demande accrue résultant des achats groupés ; Veiller au respect des normes de qualité lors de l’achat, du stockage, de la distribution et de la fabrication locale de médicaments et de produits connexes sur le continent.
2023-01-01T00:00:00ZQ&A questions and answers with the executive secretary(No.9)https://hdl.handle.net/10855/483892023-10-12T11:10:36Z2020-04-01T00:00:00ZQ&A questions and answers with the executive secretary(No.9)
This is the ninth edition in the series of Question & Answers with ECA’s Executive Secretary about issues that concern and impact the organization and staff. In this edition, the ES speaks about the alternate work arrangements, the accountability exercise, the performance management cycle, staff engagement, RPTC allocations, and some exciting work that the ECA is leading.
2020-04-01T00:00:00ZProposed programme budget for 2022https://hdl.handle.net/10855/483042022-09-23T07:09:00Z2021-03-01T00:00:00ZProposed programme budget for 2022
The proposed regular budget resources for 2022 amount to $1,061,500, reflecting an increase of $359,200 compared with the appropriation for 2021. Additional details are reflected in table 11.1. The increase is due to the lower costing of the five posts when calculating the 2020 initial appropriation. The posts were assigned a very high vacancy rate based on a 50 per cent encumbrance rate in December 2019. Beginning 2020, however, all the posts were filled and will continue to be fully encumbered in 2021 and beyond. Efficiency gains have been made possible by the reduction in other staff costs, travel of staff, consultants and experts, requirements for supplies and materials, furniture and certain types of equipment, contractual services, and grants and contributions.
2021-03-01T00:00:00ZDraft resolution on the African Continental free trade areahttps://hdl.handle.net/10855/483082022-08-19T10:01:14Z2021-03-01T00:00:00ZDraft resolution on the African Continental free trade area
The Conference of African Ministers of Finance, Planning and Economic Development Draft resolution on the African Continental Free Trade Area. The Conference of Ministers, Recognizing the development potential of the African Continental Free Trade Area as a vehicle for achieving the goals set out in the 2030 Agenda for Sustainable Development and Agenda 2063: The Africa We Want, of the African Union. The Conference of Ministers, Cognizant of the role of trade in the equitable sharing of public health goods and services, such as personal protective equipment, ventilators and vaccines, in the face of the coronavirus disease (COVID-19) crisis, Recognizing the importance of re-envisaging trade to appropriately account for climate change and the emergence of the digital economy, including through the creation of green value chains and by effectively designing and utilizing a protocol on e-commerce to the Agreement Establishing the African Continental Free Trade Area.
2021-03-01T00:00:00ZPromoting a culture of quality assurance at the Economic Commission for Africa: 2018–2019 biennial reporthttps://hdl.handle.net/10855/479342022-07-28T16:00:57Z2019-01-01T00:00:00ZPromoting a culture of quality assurance at the Economic Commission for Africa: 2018–2019 biennial report
Promoting a culture of quality assurance at the Economic Commission for Africa 2018–2019 biennial report. The present report was prepared under the overall coordination and substantive guidance of Demba Diarra, Chief of Strategic Planning, Oversight and Results Division-Standards and Quality Assurance Section. The lead author was Hodane Youssouf, Economic Affairs Officer, with substantive contributions from: Afework Temtime, Programme Management Officer; Katherina Goetze, Associate Programme Management Officer; and Getachew Rorisa, Senior Programme Management Assistant. The present report also benefited from the technical assistance provided by Teklu Leul, Senior Information Systems Assistant, in rolling out the online survey, which enabled us to amass valuable contributions, comments and suggestions from the survey respondents. A special mention goes to the ECA Publications and Conference Management Section for their editing, translation and design assistance. The reorganization of quality assurance panels and compliance with quality assurance procedures have led to a more systematic delivery of ECA products and services and have enhanced the robustness of ECA outputs.
2019-01-01T00:00:00ZRecords management: principles and practices : manual of procedureshttps://hdl.handle.net/10855/478312022-07-21T10:04:17Z2019-01-01T00:00:00ZRecords management: principles and practices : manual of procedures
This manual has been developed: to help staff understand the records management principles applicable to the records they create and receive, and help them to manage the information in a secure and efficient manner; to provide clear instructions and resources to manage the record-keeping function at all stages of the Commission’s operations; to make sure that the policies and principles of records management are clear to all staff and that there is a transparent and comprehensive set of policies, procedures and guidance that staff can and should follow to achieve effective records management at a consistent standard across the Commission. The manual is intended for all staff, records coordinators and information management assistants, consultants, fellows and interns. These guidelines should be used in conjunction with other resources available to support recordkeeping requirements, including the ECA records management policy, the file classification scheme, the retention and disposal schedules, the information security policy and records management standards and guidelines.
2019-01-01T00:00:00ZEtude des réserves de main-d’œuvre dans une perspective historiquehttps://hdl.handle.net/10855/433142021-05-17T23:12:00Z1971-01-01T00:00:00ZEtude des réserves de main-d’œuvre dans une perspective historique
Ce document présente une étude sur les réserves de main-d’œuvre en lien avec une perspective historique. L’étude se base et s’inspire d’un bon nombre d’études d’expériences concrètes de développement. L'objet de ce document est de montrer que ni l'interprétation du développement d'un salariat africain en Rhodésie donnée par Barber, ni ses hypothèses générales, ni celles de Lewis relatives au rapport entre la sous-développement et le développement du capitalisme ne sont confirmées par l'expérience rhodésienne.
1971-01-01T00:00:00ZPlanification de la main-d'oeuvrehttps://hdl.handle.net/10855/433122021-05-17T23:13:25Z1966-05-01T00:00:00ZPlanification de la main-d'oeuvre
Il est risqué de généraliser, surtout lorsqu'il s'agit de l’Afrique actuelle : un auteur a dit que d'essayer de décrire la situation dans presque n'importe quel pays indépendant de ce continent, c'était en quelque sorte prendre en photo un cheval au galop. L'autour faisait cette constations en 1963, lors d'une seconde visite en Afrique de l'Est. Cependant les peuples de ces pays ont en commun d'importants buts et certaines caractéristiques de leur histoire récente et contemporaine. Leurs de gouvernements ont manifesté l'intention d'arriver au taux le plus élevé possible d'accroissement de la production à une plus grande égalité dans les possibilités de travail et de revenus et des niveau plus élevés de réalisations culturelles et d'éducation.
1966-05-01T00:00:00Z10 questions and answers with the executive secretary: ECA reform (No.1)https://hdl.handle.net/10855/432992021-05-17T23:16:19Z2019-01-01T00:00:00Z10 questions and answers with the executive secretary: ECA reform (No.1)
This the first edition of question & answers with ECA’s Executive Secretary on the impact of the organizational reform and it gives clarification of the main drivers of the reforms and restructuring in the ECA.
2019-01-01T00:00:00ZQ&A Questions and answers with the executive secretary (No.4)https://hdl.handle.net/10855/431272021-05-17T23:16:19Z2019-07-01T00:00:00ZQ&A Questions and answers with the executive secretary (No.4)
This paper is the fourth edition in the series of Question & Answers with ECA’s Executive Secretary about issues that concern and impact the organization and staff. In this edition the ES speaks about the UNECA Transitional Office Space Policy (TSP) and Flexible Work Space (FWS).
2019-07-01T00:00:00ZStrategies lessons to be drawn from the ILO Kenya report for other African countries:|b the Kenyan employment problemhttps://hdl.handle.net/10855/425832021-05-17T23:16:10Z1975-11-01T00:00:00ZStrategies lessons to be drawn from the ILO Kenya report for other African countries:|b the Kenyan employment problem
When one evaluates the shortcomings and the merits of the mission report one is impressed by its intensive and instructive analysis of Kenya's employment problem. The broad coverage of the report, the analytical frame work and the proposed strategy are very instructive on a very wide variety of problems and issues facing the Kenyan economy, the mission's assessment of the Cost of Inaction, in particular, is hold, insightful and a commendable contribution. It should also be noted that since the mission warns against any attempt to divide or implement practically the proposed strategy, the implementation strategy should be widely discussed not only in government but between government and the architects of the strategy. This may load to mutual agreement in what can be implemented with maximum impact for growth and employment generation within Kenya's national development constraints.
1975-11-01T00:00:00ZCoordination meeting of representatives of specialized agencies and other institutions interested in organizing training courses in Africa in 1967-68 held at IDEP, 12&13 June 1967https://hdl.handle.net/10855/424662021-05-17T23:16:09Z1967-06-01T00:00:00ZCoordination meeting of representatives of specialized agencies and other institutions interested in organizing training courses in Africa in 1967-68 held at IDEP, 12&13 June 1967
At the invitation of IDEP a meeting of representatives of specialized agencies of the United Nations and other organizations and institutions interested in organizing training courses in Africa in the period 1967-68. the purpose of the meeting, namely, to ensure the coordination of regional sub-regional and national training courses in regard to timing, place and content among the several agencies and institutions which may have plans for organizing such courses in various, parts, of Africa during the twelve-month period starting around October 1967. The main objective of such coordination was to avoid competition among these agencies and institutions for qualified candidates from various African countries for similar courses, for venue and for material facilities for organizing such courses in view of the limited number of such candidates, of suitable centers at which courses could be organized and the need to relieve competitive pressure on African governments for at country facilities. The exchange of information among the agencies and institutions concerned would also enable them to collaborate, wherever possible, in organizing joint courses and thereby avoid duplication of effort as well as promote the launching of integrated courses.
1967-06-01T00:00:00ZECA Brandbookhttps://hdl.handle.net/10855/418212023-11-09T08:32:04Z2016-01-01T00:00:00ZECA Brandbook
United Nations Economic Commission for Africa (ECA) is a UN agency which acts, at the regional and sub regional level, with the purpose of promoting the economic and social development of its member States, foster intra-regional integration, and promote international cooperation for Africa’s development. ECA places a special focus on collecting up-to-date and original regional statistics in order to ground its policy research and advocacy on clear objective evidence; promoting policy consensus; providing meaningful capacity development; and providing advisory services in key thematic fields. The ECA Brand is defined of the ECA logo and all the other resources that help show ECA’s personality to the world, namely publications. With the refreshed logo, ECA will be able to better communicate its personality, emphasizing its strengths and improving its potential of recognisability. In this document, it is possible to find all the rules of brand and logo use that will be essential to ensure that ECA’s brand remains consistent throughout its several uses. These are the brand guidelines and they have been developed to ensure consistency, by detailing how the different design elements should be applied in different situations contexts and scales. It’s also possible to find recommendations for improvements in brand communication.
2016-01-01T00:00:00ZReport of the econference of African planners: second sessionhttps://hdl.handle.net/10855/417052021-05-17T23:16:58Z1968-01-01T00:00:00ZReport of the econference of African planners: second session
1968-01-01T00:00:00ZReport of the joint UNDP/ECA evaluation mission on UNDATS in Africahttps://hdl.handle.net/10855/417022023-05-05T10:06:20Z1976-09-01T00:00:00ZReport of the joint UNDP/ECA evaluation mission on UNDATS in Africa
The UNDAT (United Nations Development Advisory Team) programmer was initiated in response to General assembly resolution 2563(XXIV) which, inter alia, requested the Secretary-General and the heads of other United Nations bodies to intensify their efforts to meet more satisfactorily the requirements of If member States in development planning, plan implementation, public administration and management, especially by organizing, wherever possible and appropriate, continuing advisory services in .those fields, .The economic and Social Council, in .resolution 1552(XLIX), considered that the prevision of such technical assistance in the form of advisory services !through ·sub regional inter-disciplinary teams might be a particularly useful way of assisting some of .the developing countries to build up their own services in those fields.
1976-09-01T00:00:00ZConseil économique et social supplément no. 3 : Commission des droits de l'homme rapport sur la ciiquante-troisiéme sessionhttps://hdl.handle.net/10855/416992023-12-07T05:30:47Z1997-01-01T00:00:00ZConseil économique et social supplément no. 3 : Commission des droits de l'homme rapport sur la ciiquante-troisiéme session
1997-01-01T00:00:00ZPlan d'action régional pour accélérer la mise en oeuvre du programme d'action de Beijing et de la plate-forme d'action de Dakar: Sixième conférence régionale Africaine sur les femmes revue à mis-parcours de la mise en oeuvre des plateformes d'action de Dakar et de Beijinghttps://hdl.handle.net/10855/416942021-05-17T23:19:21Z1999-11-01T00:00:00ZPlan d'action régional pour accélérer la mise en oeuvre du programme d'action de Beijing et de la plate-forme d'action de Dakar: Sixième conférence régionale Africaine sur les femmes revue à mis-parcours de la mise en oeuvre des plateformes d'action de Dakar et de Beijing
1999-11-01T00:00:00Z