As per the Results Management Guide (RMG) of UNDP, project management arrangements include the following roles.
The RERL Advisory Board (AB):
The advisory board of RERL will be constituted in line with REDP project advisory committee. To provide overall policy guidance an AB will be constituted under the chairpersonship of the Secretary of the MOEST. Executive Director of AEPC will be the secretariat for AB. Potential members will be representatives from the following.
- Ministry of Finance (MoF)
- National Planning Commission (NPC)
- Ministry of Local Development (MLD)
- Ministry of Energy (MoEnergy),
- Ministry of Forests and Soil Conservation (MFSC),
- Poverty Alleviation Fund
- Department of Women Development (DWD) of the Ministry of Women, Children & Social Welfare (MoWCSW)
- The World Bank (WB)
- Association of District Development Committees of Nepal (ADDCN)
- National Association of VDCs in Nepal (NAVIN)
- Civil Society
- Private sector
- ESAP II
The AB is expected to meet once a year to assess the progress and achievement of the project as well as provide overall policy direction. The AB members may undertake joint monitoring field visits for acquiring first hand information regard to project performance and delivery, providing guidance to resolve any issue pertaining to field implementation and gathering lessons from the field for policy advocacy/review/formulation.
The RERL Project Executive Board (PEB):
PEB will be the decision making body of the programme and will take necessary management and policy decisions. The executive director of AEPC will play the role of Project Executive/NPD, to whom the National Programme Manager will have to report and take approval. This is important for national ownership and leadership of the programme. The Project Executive has the overall responsibility to implement the project activities as per the Annual Work Plans in agreement with the Senior Beneficiary and the Senior Supplier. The Project Executive will call the meetings of PEB and facilitate agreement on decisions required for smooth implementation of project activities. The Senior Beneficiary is the representative of project beneficiaries. This group will be consulted by the NPM for decisions when tolerances have been exceeded.
The Project Board will have three roles:
- Project Executive role - will be played by the Executive Director of AEPC as the representative of Implementing Partner. S/he will also chair the Board,
- Senior Supplier role - will be played by the Assistant Country Director (ACD) of energy, Environment and Climate Change Unit of UNDP to provide guidance for technical feasibility fo the project,
- Senior Beneficiary role - will be played by the representative from ADDCN, NAVIN. MoLD and MoF will ensure the interest of the beneficiaries.
The project assurance role ensures that work is done in line with the objectives and targets set for the programme and supports the Project Executive Board by carrying out objective and independent project oversight and monitoring functions. This role also ensures appropriate project management milestones are managed and completed. Although the PEB has the overall quality assurance role of the project, project implementation will be supported through an additional assurance role performed by a designated UNDP Programme Officer.
National Project Manager:
The NPM will run the project on a day-to-day basis on behalf of the Project Executive Board. The prime responsibility of the NPM is to ensure that the project produces the results specified in the project document and the annual work plan, to the required standard of quality and within the specified constraints of time and cost. For any changes the NPM will have to make a case for consideration to the PEB. Once the changes are endorsed by the PEB, this will be formalized through necessary budget and annual work plan revision.
Project Professional and Support Team:
Under the NPM and Project Executive, the project will have following professional team in order to implement stipulated activities within the given time frame. The professional team structure has been developed by addressing the suggestions made by the REDP Management Audit and targeting the current delivery milestones.
To support AEPC internalize the RE practices and to institutionalize existing structures as well as to support AEPC in developing synergistic linkages between other RE Program and RERL intends to provide extended support by sponsoring two expert positions. Likewise, one of the positions will support to monitor RERL and other programs being implemented through AEPC and to contribute the learning from existing activities in broader programmatic framework of AEPC. These two expert positions will be recruited by AEPC under their terms and conditions under the grant support provided by UNDP.