Republic of namibia

MANAGEMENT ARRANGEMENTS

120. 
     CSP TT NAM will be managed according to the National Implementation Modality (NIM) of the UNDP and will follow the reporting requirements agreed upon by the UN System in line with harmonised reporting requirements as part of the UNPAF. MME is proposed as the Implementing Partner and will be accountable to the GRN, UNDP and the GEF for ensuring: (i) the substantive quality of the project, (ii) the effective use of both international and national resources allocated to it, (iii) the availability of time for national contributions to support project implementation, and (iv) the proper coordination among all project stakeholders, in particular national parties. MME will be responsible to UNDP for the achievement of the project objectives and for all reporting, including the submission of work plans and financial reports. As national implementing partner (NIP), MME will ensure the delivery of all the project outputs and the judicious use of the project resources. MME may hire or sub-contract other appropriate entities to deliver the project outputs, if deemed appropriate and feasible.
     

121. 
     The project will establish a Project Steering Committee (PSC) and a Project Management Unit (PMU) during the inception phase of the project. The PSC will meet at least every six months and will be convened and supported logistically by the PMU. The PSC is responsible for making management decisions for a project in particular when guidance is required by the Project Manager. The Steering Committee plays a critical role in project monitoring and evaluations by quality assuring these processes and products, and using evaluations for performance improvement, accountability and learning. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems with external bodies. If deemed appropriate, the role of project assurance can be played by an independent official recruited by UNDP and MME jointly to be dedicated to the project. In addition, PSC approves the appointment and responsibilities of the Project Manager and any delegation of its Project Assurance responsibilities. Based on the approved Annual Work Plan, the Steering Committee can also consider and approve the quarterly plans (if applicable) and also approve any essential deviations from the original plans.
     

122. 
     The PSC will be chaired by the MME and will provide overall guidance for the project throughout its implementation. Specifically, the PSC will be responsible for:
     

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  Achieving co-ordination among the various government agencies;
  
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  Guiding the program implementation process to ensure alignment with national and international policies, plans and strategies;
  
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  Ensuring that activities are fully integrated with other developmental initiatives;
  
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  Overseeing work of implementation units, monitoring progress and approving reports;
  
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  Overseeing the financial management and production of financial reports;
  
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  Monitoring the effectiveness of project implementation; and
  
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  Preparing regular report-backs for the representing Departments/Institutions.
  

123. 
     To ensure MME’s ultimate accountability for project results, Steering Committee decisions will be made in accordance with the standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. To further enhance capacities and promote local ownership and future sustainability of results, efforts will be made to cater for capacity development, where appropriate and if feasible. In case consensus cannot be reached within the PSC, the final decision shall rest with the MME in consultation with the UNDP as advised by the Project Manager. Ultimately, the MME in terms of NIM will be accountable for decisions made on behalf of the project.
     

124. 
     Potential members of the Steering Committee are reviewed and recommended for approval during the project appraisal, the inception workshop and PSC meetings. Representatives of other stakeholders can be included in the Committee as appropriate. The Steering Committee contains three distinct roles including:
     

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  An Executive: individual representing the project ownership to chair the group such as a representative of the Government Cooperating Agency who can be deputised by UNDP;
  
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  Senior Supplier: individual or group representing the interests of the parties concerned which provide funding for specific cost sharing projects and/or technical expertise to the project. The Senior Supplier’s primary function within the Board is to provide guidance regarding the technical feasibility of the project who can be a representative of the Implementing Partner and/or UNDP; and
  
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  Senior Beneficiary: individual or group of individuals representing the interests of those who will ultimately benefit from the project. The Senior Beneficiary’s primary function within the Board is to ensure the realization of project results from the perspective of project beneficiaries, and can be a representative of the Government or Civil Society.
  

125. 
     The Project Assurance role supports the Project Board Executive by carrying out objective and independent project oversight and monitoring functions. The Project Manager and Project Assurance roles will not be held by the same individual for the same project. A UNDP Staff member typically holds the Project Assurance role. In this case, the project may hire an individual to play this role under the guidance and leadership of UNDP.
     

126. 
     The administration of the project will be carried out by a Project Management Unit (PMU) under the overall guidance of the PSC. The PMU will be led by the National Project Director, who will be responsible for authorizing and singing project expenditures in line with the delegation of authority by the MME Permanent Secretary. The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Implementing Partner within the constraints laid down by the PSC. The Project Manager’s prime responsibility is to ensure that the project produces the results, deliver outputs and provide reporting and monitoring as specified in the project document, to the required standard of quality and within the specified constraints of time and cost. More specifically, the role of the PMU will be to:
     

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  Ensure the overall project management, reporting and monitoring according to UNDP rules on managing NIM projects funded by the GEF;
  
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  Facilitate communication and networking among key stakeholders including PSC;
  
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  Organize meetings of the PSC;
  
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  Supervise PMU staff; and
  
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  Support the relevant stakeholders.
  

Detailed TOR for key PMU and consultant staff members are contained in Annex 2.

127. 
     The project will be closely coordinated with the PON/REEEI while Rössing Uranium Limited, Navachab AngloGold Ashanti, REDs and NamPower are expected to serve as the off-taker of electricity and waste heat. The Renewables Academy AG as the provider of the technical training and overall capacity development; and Fraunhofer Institute ISE and/or Lahmeyer International as providers of technical expertise. The exact partnership structure and implementation arrangement of the plant installation will be decided based on the final choice of operator (whether SUNTEC Namibia (Pty) Ltd or another entity) and the investors involved. Further, if deemed appropriate and necessary the role of MME, NAMPOWER and ECB on behalf of the Government of Namibia will be considered.