Organisation and Management

To ensure UNDP’s accountability for programming activities and results and the use of resources, while fostering national ownership, appropriate management arrangements and oversight of UNDP programming activities are established both at programme and project levels.

1. Programme Management

1.1 Government Coordinating Agency: This Agency is responsible for defining, assessing, and monitoring programme outputs towards country-level outcomes.

1.2 UNDP Country Office: In collaboration with the Government Coordinating Agency, the Office is responsible for developing and managing the CP to ensure that the programme outputs are delivered as planned, contributing to the achievement of programme outcomes and efficient and effective use of programme resources.

1.3 Country Programme Board: At the overall programme management level, a Country Programme Board sis a mechanism for consultation and on the consensus basis making management decisions on programme issues.

1.4 Programme Manager: Programme Manager is responsible for the successful programme management and contribution to the achievement of programme outcomes.

1.5 Outcome Board: In consultation with the government Coordinating Agency, the Programme Manager (RR or his/her designate) ensures that each programme component or outcome has an Outcome Board to be created at the time when the CPD is developed. The Outcome Board is responsible for monitoring the realization of the expected outcome(s) under its programme component by assisting the Programme Manager in managing interdependency of different projects contributing to the realization of the outcome(s).

 2. Project Management

Establishing an effective project management structure is crucial for its success. Every project has a need for direction, management, control and communication, using a structure that differs from line management. The UNDP Project Management structure consists of roles and responsibilities that bring together the various interests and skills involved in, and required by, the project. Projects are run on the basis of Prince 2 Management Modules.

2.1 Government Cooperating Agency: The Government Cooperating Agency is the governmental unit directly responsible for the government’s participation in each UNDP-assisted project. In consultation with the Implementing Partner, the Government Cooperating Agency will designate a its representative for each project, who would typically perform the role and functions of either the Executive or Senior Beneficiary in the Project Board as appropriate for each particular project.

2.2 Implementing Partner: The Implementing Partner is the entity responsible and accountable for managing a project, including the monitoring and evaluation of project interventions, achieving project outputs, and for the effective use of UNDP resources. A single Implementing Partner is designated to manage each UNDP-supported project. Possible Implementing Partners include government institutions, other eligible UN agencies and Inter-governmental organizations (IGOs), UNDP, and eligible Non-government Organizations (NGOs). Eligible NGOs are those that are legally registered in the country where they will be operating. Proposed Implementing Partners must be identified based on an assessment of their legal, technical, financial, managerial and administrative capacities that are  needed for the project. In addition, their ability to manage cash must be assessed in accordance with the Harmonized Approach for Cash Transfers (HACT).

2.3 A Responsible Party: is defined as an entity that has been selected to act on behalf of the Implementing Partner on the basis of a written agreement or contract to purchase goods or provide services using the project budget.  In addition, the Responsible Party may manage the use of these goods and services to carry out project activities and produce outputs. The following types of organizations may act as Responsible Parties:  UNDP, other UN agencies, Government agencies, IGOs, NGOs and private firms.  Firms and NGOs (except micro-capital grant recipients) are selected as Responsible Parties only on the basis of a competitive procurement process undertaken by the Implementing Partner. UNDP, UN agencies, IGOs, Government agencies, or NGOs as micro-capital grant recipients are exempted from competitive procurement process and shall be selected under programming modalities.  Responsible Parties are exempted from competitive procurement process if they are identified or anticipated during project formulation.

2.4 Project Board: The Project Board is the group responsible for making by consensus, management decisions for a project when guidance is required by the Project Manager, including recommendation for UNDP/Implementing Partner approval of project plans and revisions. In order to ensure UNDP’s ultimate accountability, Project Board decisions should be made in accordance to standards that shall ensure management for development results, best value money, fairness, integrity, transparency and effective international competition. In case a consensus cannot be reached within the Board, final decision shall rest with the UNDP Programme Manager. In addition, the Project Board plays a critical role in UNDP commissioned project evaluations by quality assuring the evaluation process and products, and using evaluations for performance improvement, accountability and learning. Project reviews by this group are made at designated decision points during the running of the project, or as necessary when raised by the Project Manager. 
This group contains three roles:

Executive: individual representing the project ownership to chair the group.

Senior Supplier: individual or group representing the interests of the parties concerned which provide funding and/or technical expertise to the project. The Senior Supplier’s primary function within the Project Board is to provide guidance regarding the technical feasibility of the project.

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.

2.5 Project Manager: 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 Board. The Project Manager is responsible for day-to-day management and decision-making for the project. The Project Manager’s prime responsibility is to ensure that the project produces the results (outputs) specified in the project document-, to the required standard of quality and within the specified constraints of time and cost.

2.6 Project Support: The Project Support role provides project administration, management and technical support to the Project Manager as required by the needs of the individual project or Project Manager. It is necessary to keep Project Support and Project Assurance roles separate in order to maintain the independence of Project Assurance.