Twice in the lifetime of each project Approx 50 projects Monitoring of and

Twice in the lifetime of each project approx 50

This preview shows page 57 - 60 out of 124 pages.

Twice in the lifetime of each project (Approx. 50 projects) Monitoring of and technical support to community application of M&E methods and tools Country Program Manager, National consultant (preparation of training materials and training delivery) & NSC members as required USD 6,000 to hired local consultant for training & support communities USD 4,000 As required, but most grantees should benefit from training 30 Excluding project team staff time and UNDP staff time and travel expenses. 57 | P a g e
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SGP M&E requirements for individual grants ( Approximately 59 projects of which 49 small grants and 10 strategic grants ) Primary responsibility Indicative costs to be charged to the Project Budget (US$) Time frame GEF grant Co- financing Progress Reports Beneficiary Organization & Country Program Manager None None Half-Yearly Final Report Beneficiary Organization & Country Program Manager None None End of project Final Evaluation National Consultant, Country Program Manager & Beneficiary Organization Included in project grant budget None End of project Audit Local consultant & Country Program Manager Included in project grant budget None Risk Based SUB-TOTAL indicative costs of grants M&E M&E of grants. Excluding project team staff time and costs included in project grant budget USD 53,300 USD 14,100 TOTAL Indicative Cost of M&E USD 177,800 USD 34,900 VIII. G OVERNANCE AND M ANAGEMENT A RRANGEMENTS Roles and responsibilities of the project’s governance mechanism : The project will be implemented following UNDP’s agency implementation modality. The Implementing Partner for this project is the United Nations Office for Project Services (UNOPS) . The Implementing Partner is responsible and accountable for managing this project, including the monitoring and evaluation of project interventions, achieving project outcomes, and for the effective use of UNDP resources. The project organisation structure is as follows: 58 | P a g e
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Figure 6: Project organizational structure The diagram above shows the project organizational structure (Fig.6) . The roles and responsibilities of the various parties to the project are described in the SGP Operational Guidelines. UNDP will provide overall program oversight and take responsibility for standard GEF project cycle management services beyond assistance and oversight of project design and negotiation, including project monitoring, periodic evaluations, troubleshooting, and reporting to the GEF. UNDP will also provide high-level technical and managerial support from the UNDP GEF Global Coordinator for the SGP Upgrading Country Programs, who is responsible for project oversight for all Upgraded Country Program projects. The SGP Central Program Management Team (CPMT) will monitor upgraded country programs for compliance with GEF SGP core policies and procedures.
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