Annual project work plan by LA4c64

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									                                                 COVER PAGE                       Country: AZERBAIJAN

      Project Title                                 Joint project of UNDP and the Council of State
                                                    Support to NGOs under the President of the Republic
                                                    of Azerbaijan for strengthening the management
                                                    capacity of local NGO sector in Azerbaijan

      UNDAF Outcome(s)                              The state improves its delivery of services and its
                                                    protection of rights – with the involvement of civil
                                                    society and in compliance with its international
                                                    commitments. UNDAF 2005-2009
                                                    Cross-cutting Objective: Civil Society Development

      Executing Entity                              The Council of State Support to Non-Governmental
                                                    Organizations under the President of the Republic of
                                                    Azerbaijan (hereinafter the NGO Council)

      Implementing Agency                            UNDP

Brief Description
The project aims at building the capacities of the Council of State Support to NGOs under the President of the Republic of
Azerbaijan to extend training to local NGOs around the country and to improve managerial and fundraising capacities of
rural NGOs. UNDP will contract with three national experts to develop NGO Training Manual to be used as a roadmap for
trainings of trainers and rural NGOs. Based on the feedback from trainees of TOT and regional trainings, the experts will
then tailor the Manual as a reference material on NGO administration and project cycle management for the use of rural
NGOs during NGO Council’s financial assistance programme. The project also includes a 5-day Training of Trainers
component to strengthen the capacity of a core group of 20 trainers whom the NGO Council will collaborate with for future
regional trainings. Following successful completion of TOT, each of these trainers will conduct series of 3-day training
workshops in the regions of Azerbaijan targeting the institutional strengthening and performance improvement of rural
NGOs.


Programme Period: 2005-2009                                                 Total Budget
                                                                            Allocated resources:        US$50,000
Programme Component:_________
                                                                               Government
Project Title: Strengthening the management capacity of                        Other:
              local NGO sector in Azerbaijan                                             o UNDP         US$50,000
Project ID: _________________                                                  In kind contributions   US$30,000
Project Duration: 1 Year (2009-2010)                                            Unfunded budget:        _________

Management Arrangement: NEX




      Agreed by NGO Council:

      Mr. Azay Guliyev
      Chairman, Council of State Support to NGOs
      under the President of the Republic of Azerbaijan


      Agreed by UNDP:

      Mr. Bruno Pouezat
      Resident Representative, UNDP


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PART I: SITUATION ANALYSIS

If ―civil society‖ is taken narrowly to mean local NGOs, the outlook for Azerbaijan is two-sided.
On the one hand, the capacity of the national NGO community overall is low. In addition to
problems stemming from the NGO community themselves, the sector faces serious obstacles in
the form of registration procedures, increased competition for limited financial resources, weak
constituent relationships, and a lack of public awareness of civil society’s work and relevance.
On the other hand, the Azerbaijani NGO sector possesses substantial untapped potential. Part
of this potential is to be found in current recipients of donor funding, many of whom are almost
certainly capable of expanding their activities. But part also exists in the form of the many
promising NGOs who currently are not on the donor community’s recipient lists. Many of these
groups are young, in both organizational and generational terms; many are located outside
Baku. Many also are not registered—a serious obstacle to reaching out for donor funding.
Nevertheless, their existence hints at the true potential of Azerbaijan’s NGO sector.

The Government of Azerbaijan envisions active role of civil society in providing social services
to vulnerable groups of population and promoting good governance. The State Programme on
Poverty Reduction and Sustainable Development in the Republic of Azerbaijan (SPPRSD,
2008-2015) specifically prescribes greater role of NGOs ―in the important processes of
increasing the role of the communities in solving local problems, and encouraging community
development‖ over the course of SPPRSD implementation. As part of the Azerbaijani
Government’s support to civil society, the President approved the Concept of State Support to
NGOs and the Statute of the NGO Council with two Decrees, dated July 27 and December 13,
2007, respectively. Following the decrees, NGO Council was established in Baku during the first
half of 2008. The NGO Council currently supports projects of NGOs in 15 priority areas. Aside
from financial support, NGO Council is also mandated to provide informational, consultative,
methodological and logistical support to the NGO sector. While the financial support to the NGO
community has dominated NGO Council’s role up until now, more work needs to be done in the
other four key areas of their support. Yet in a recent conference of NGOs and government
agencies, the Council of State Support to NGOs confirmed its commitment to SPPRSD
objective of ―ensuring sustainable development of the NGO sector‖.

There are approximately 2,500 registered NGOs in Azerbaijan, however, perhaps only half of
them is currently active. It should be noted that there are also unregistered NGOs operating in
Azerbaijan alongside the registered NGOs. Most of these non-registered NGOs are located in
the rural areas. One of the main reasons for them being non-registered is their weak knowledge
base. In 2008 and 2009 only about 4-5% of total amount of NGO Council’s grants went to the
rural NGOs due to the registration requirement for applying NGOs. This is an issue of concern
raised by managers of rural NGO Resource and Training Centres (NRTCs). The other issues
such as lack of financial or technical support to these rural NGOs gradually weaken this very
vital sector in the rural areas of Azerbaijan. They do need financial support but more importantly
they need assistance in all aspects of their organizational development. As a result of limited
access to funding and overall weak management practices, stagnating rural NGOs fail to
provide much needed social, educational and advocacy services for their communities, which in
turn undermines further regional development at the grassroots level.

NGO Council commenced the first round of financial assistance programme in June 2008 and
finalized in December 2008. 361 NGOs competed in this round and 191 NGOs received the
financial support for a total amount of AZN1.2 million. The NGO Council and 2 national NGOs
monitored the projects of these recipient NGOs. During the next round of financial assistance
programme, which began in mid-January 2009, 569 NGOs competed. A total of 224 NGOs
received financial support for a total amount of AZN1.832 million; only 29 of these NGOs (or
12.9% of total grant recipients) were located in regions of Azerbaijan. Although the first round of


                                                                                                 2
NGO Council’s financial assistance programme identified numerous weaknesses among the
recipient NGOs, no substantial steps have been taken so far to address those weaknesses. The
same 2 national NGOs were funded again to undertake the monitoring function in collaboration
with NGO Council, and they are also expected to provide on-the-job training to the recipient
NGOs who are under their monitoring jurisdiction.

UNDP’s support to help establish an enabling environment for the civil society to grow and
develop in Azerbaijan began from late 1997 and continued until early 2003. It had two distinct
objectives: first, to change the mind set of the Government of Azerbaijan towards the civil
society and help them put legal framework in place; and second, to provide training and
information sharing facilities to the NGO/CBO communities throughout the country. In mid-1999
the National NGO Forum (NNF) came into being with the active initiative of UNDP and quickly
evolved as one of the key players in Azerbaijan’s civil society. With technical and financial
support from UNDP which continued until early 2003, the NNF established 5 rural NRTCs within
its first year, each NRTC still covering about 11-14 rayons. In the meantime a few donors such
as WB, ADB, USAID and several international NGOs had participated in the efforts - some of
them in collaboration with UNDP and some of them did it directly. At one point approximately 40
NRTCs operated throughout the country and only 10 survived as of today. The key objective of
these NRTCs is to provide training and guidance, and various types of support related to
advocacy, registration and resource mobilization, to the rural-NGOs/CBOs. NNF has its
representatives in all rayons (Rural NGO Coordinator) and they act as the focal point for the R-
NRTCs to communicate and/or interact with the rayon-based NGOs/CBOs. Both NNF and NGO
Council continue to use these NRTCs as a conduit to provide support to the rural NGOs/CBOs;
existence and effectiveness of NRTCs will therefore remain as a priority for NNF and NGO
Council.

It is quite evident that the rural NGOs still need technical and financial support to continue to
grow and develop and leap into the fully sustainable phase. While NGO Council, as the provider
of such support, is a fairly new entity, its staff members and Board of Directors are quite
experienced NGO veterans. At this stage the predominant need for NGO Council is
technical/advisory assistance to develop its training and grant management capabilities, along
with developing its short and long-term strategic vision and establishing international and
national networks. UNDP support to NGO Council is seen as fully justified in support of UN’s
global mandate to see a highly effective civil society who are partnering with their respective
government to make the MDGs a reality. Current UNDAF also recognizes the importance of civil
society’s role in promoting social justice and good governance and thus sets civil society as one
of cross-cutting themes playing a central role in all UN programming throughout the UNDAF
period in Azerbaijan.

With UNDP’s efforts and in collaboration with many other stake-holders including the
Government of Azerbaijan, the NGO sector in Azerbaijan has graduated from the infancy stage
to a much appreciated matured stage. Every stage of an institution’s growth has different needs
in terms of support. NGO community at this seemingly matured stage has a pre-dominant need
for further technical assistance. This Project Document identifies these support areas.




                                                                                               3
PART II: STRATEGY & WORK PLAN

UNDP addresses the civil society development from a long-term development perspective.
Thus, the programme’s overall goal is to support the NGO Council in strengthening the existing
managerial and fundraising capacity of the rural NGOs/CBOs. The project strategy is to train a
core group of professional trainers capable of delivering trainings in the regions of Azerbaijan,
equip them with necessary training materials and knowledge tools on NGO management, and
support the NGO Council’s capacity to coordinate the rural trainings delivered by these trainers.

UNDP’s approach is to work closely with NGO Council to undertake the following tasks:

   01. Assist NGO Council’s efforts preparing a generic NGO Manual to guide the NGO
       community in key aspects of their work, and to guide the R-NRTC managers and
       trainers to guide and train the rural NGOs/CBOs;

   02. Extend the outreach and support of NGO Council to rural NGOs by training a core
       group of specialized trainers and delivering series of NGO Management trainings in the
       regions of Azerbaijan.

The expected project outcome is a viable NGO/CBO sector in the rural rayons of Azerbaijan,
through ensuring regular flow of practical information, tools and skills to rural NGOs in key
aspects of their management, growth and leadership.

The outcome indicators of the successful achievement of this OUTCOME will be:

   1. Number of rural NGOs benefiting from NGO Council’s training services in areas relevant
      to local NGO/CBO needs
      Baseline: NGO Council is more active in the area of financial support to NGOs, but the
      consultative and training support to NGOs remain low-profile. No rural NGO has
      received NGO Council’s training as of mid-2009.

   2. Percentage increase in number of rural NGOs benefiting from NGO Council’s Grant
      Programme as a result of NGO trainings.
      Baseline: Rural NGOs constituted 12.9% of NGO Council’s grant recipients in 2009 (29
      out of 224 NGOs receiving project funding from NGO Council’s Grant Programme were
      from regions of Azerbaijan)

The intended project output is the NGO Council’s strengthened capacity to coordinate delivery
of consultative and training support to rural NGOs in Azerbaijan for improving their leadership,
project management and accounting practices. Sustainability of such capacity will be ensured
through development of NGO Training Manual and training of a core group of professional
trainers equipped with necessary tools and knowledge for delivery of practical trainings to rural
NGO leaders and staff.

Output Indicators:

1. NGO Training Manual produced and further updated as generic NGO Manual;
2. Training conducted for a core group of professional trainers;
3. Series of NGO management trainings delivered to rural NGOs in the regions of Azerbaijan.


The key activities that would be required to be undertaken to achieve project outputs are the
following:


                                                                                               4
ACTIVITY 1: Training of NGO Trainers

This Activity will consist of 2 phases. In Phase 1, UNDP will identify and hire 3 national
consultants, in consultation with the NGO Council, to prepare NGO Training Manual which can
be used both as an informational package and a training roadmap for NGO trainers and leaders
equally. The Manual will consist of 3 parts and each part will serve as the basis for a stand-
alone training module:

      1. Basics of NGO Management:
         In this section of the Manual, information will be provided on different aspects of
         administrative functions of NGOs including but not limited to: registration procedures,
         required state reporting bodies, human resources management, and organization of
         daily office operations. This section will cover different aspects of NGO management
         that every NGO leader should be aware of in order to run an effective and legally
         compliant NGO in Azerbaijan.

      2. Project Design and Implementation:
         This section of the Manual will basically introduce the users to Project Cycle
         Management, including know-how and tools on the following topics (not exhaustively):
            Project design and developing a project proposal
            Fund-raising and management of grant funds
            Project implementation, including monitoring and evaluation
            Project reporting in compliance with donor guidelines
            Beneficiary-oriented and participatory methodologies

      3. NGO Accounting Guidelines:
         The Manual will include a section on accounting procedures that all the NGOs should
         adhere to in accordance with the current legislation of Azerbaijan, aside from basic
         financial management of the organization. This section will outline key accounting
         practices such as taxation and social payments, reporting frequencies and state
         agencies, and different forms and formats to be used, as applicable to NGOs.
         Financial reporting has been cited as one of the biggest gaps in the operation of rural
         NGOs, and the purpose of this section/module is to enable sustainable performance
         of NGOs in compliance with the Azerbaijani law.

Each of the above modules will be developed by one of the national consultants with strong
qualifications in relevant area. The experts will work for 2 weeks in close collaboration with the
NGO Council and other relevant stakeholders to ensure that NGO Training Manual covers all
the critical, relevant and up-to-date information to improve the overall management of NGO
operations and services. The first version of the NGO Training Manual will be used as the
training package for the TOT workshop and as the lead trainers’ roadmap for the subsequent
trainings in the regions. For the next 2 months after the TOT workshop, lead authors will revise
the NGO Training Manual based on the feedback from TOT trainers and participants through a
participatory process as much as feasible.

It is expected that when the Training Manual finalizes within the project as a generic NGO
Manual, it will become a practical resource for Azeri NGOs, combining both the international
best practices and the national legal requirements and accounting standards, to be published
and distributed before the end of 2009. The Manual will ultimately address the needs of local
NGOs in better organizational management, development and implementation of more

                                                                                                5
sustainable projects, and strengthening proper accounting practices, and will increase the level
of participation of local NGOs in the next rounds of NGO Council’s Grant Programme.

In Phase 2, with UNDP support, the NGO Council will organize a one-week Training of Trainers
seminar. The TOT seminar will target up to 20 professional trainers mainly the regions of
Azerbaijan (especially the qualified staff of rural NRTCs). Upon successful completion of the
workshop, the trainers will then be expected to deliver series of NGO Management trainings to
rural NGO leaders and staff. The NGO Council will identify and invite the core group of
professional trainers to the TOT workshop.

TOT workshop will last for 5 days, replicating the structure and information of the NGO Training
Manual. While one module differs from another due to its technicality and specific content,
participants will be exposed to all subjects equally, in order to ensure the consistency of
knowledge transfer and to familiarize participants with the full package of training information
enabling them reach as much rural audience as possible. The purpose of TOT is to provide
participants with systematically compiled knowledge-base on NGO management, together with
a training mechanism, so that participants would then be comfortable replicating their TOT
experience with rural NGOs.

NGO Council will identify strongly qualified local trainers to deliver each of the modules. It is
planned that NGO Council will invite leaders and trainers from local NGOs specializing in the
subject area of each module. For example, the head of the Young Accountants Union may
facilitate the Module on Accounting, while a qualified expert suggested by Counterpart (or any
other USAID contractor) may lead the sessions on project design and management. A team of 2
trainers will facilitate each module for 6-7 hours per day.


ACTIVITY 2. Trainings for Rural NGOs

Upon successful completion of Activity 1, NGO Council will work with each of the trainers
coordinating their subsequent trainings in the regions of Azerbaijan. At this point, it is expected
that each trainer will conduct one training targeting the NGOs in his/her residence/work district.
For example, a trainer from Gabala NRTC will facilitate one training workshop, similar to the
TOT experience, for NGOs in Gabala district. As availability of funds permits, trainers will then
outreach to NGOs beyond their own districts by holding one or two more seminars in adjacent
regions. Each of the regional trainings will be for 3 days, with one day per module.

NGO Council will fully cover the logistical and technical costs of regional trainings, while UNDP
will cover the honoraria of trainers only.




                                                                                                 6
                                          PROJECT RESULTS AND RESOURCES FRAMEWORK
           Joint project of UNDP and the Council of State Support to NGOs under the President of the Republic of Azerbaijan for
                                strengthening the management capacity of local NGO sector in Azerbaijan
                                                               (2009-2010)

UNDAF Outcome
CP Outcome The state improves its delivery of services and its protection of rights – with the involvement of civil society and in compliance with its
international commitments
UNDAF 2005-2009 Cross-cutting Objective: Civil Society Development
Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets.
     1. Number of rural NGOs benefiting from NGO Council’s training services in areas relevant to local NGO/CBO needs
     2. Percentage increase in number of rural NGOs benefiting from NGO Council’s Grant Programme as a result of NGO trainings.
Baselines:
     1.1 No rural NGO has received NGO Council’s training as of mid-2009.
     2.1 Rural NGOs constituted 12.8% of NGO Council’s grant recipients in 2009.
Partnership Strategy: NGO Council and UNDP
Project title and ID (ATLAS Award ID): Strengthening the management capacity of local NGO sector in Azerbaijan
        Intended Outputs                 Output Targets                            Indicative Activities                        Responsible              Inputs
                                                                                                                                   parties
NGO Council’s strengthened                                           Activity 1. Capacity building of NGO Trainers          NGO Council/UNDP
capacity to coordinate delivery      1. Generic NGO Manual
of consultative and training            produced;                    1.1 NGO Training Manual development                                                     $12,500
support to rural NGOs in             2. A core group of              1.2 Training of Trainers seminar                                                        $16,500
Azerbaijan for improving their          professional trainers
leadership, project                     trained and equipped with    Activity 2. Trainings for Rural NGOs                   NGO Council/UNDP
management and accounting               NGO Manual and other         2.1 Series of NGO Management trainings
practices.                              information to be able to        delivered to rural NGOs                                                             $13,000
                                        deliver trainings to rural
Output indicators:                      NGOs;                        Activity 3. Project Implementation and                 NGO Council/UNDP
1. NGO Training Manual               3. Series of NGO                Monitoring
   produced and further updated         Management trainings in
   as generic NGO Manual;               the regions of Azerbaijan        Project Manager and Project Assurance is
2. Training conducted for a core        delivered to rural NGOs.         monitoring all phases of the project activities;
   group of professional trainers;                                       Organize project Audit and Evaluation as
3. Series of NGO management                                              required by UNDP Programme and Operational
   trainings delivered to rural                                          Policies and Procedures.                                                             $8,000
   NGOs in the regions of
   Azerbaijan.                                                                                                                                      Total Amount:
                                                                                                                                                          US$50,000


                                                                                                                                                         7
     Annual Work Plan (proposed)
     Year: 2009-2010

   EXPECTED OUTPUTS                      PLANNED ACTIVITIES                   RESPONSIBLE                         PLANNED BUDGET
   And baseline, indicators    List activity results and associated actions      PARTY       Source              Budget description             Amount
   including annual targets                                                                    of                                                (US$)
                                                                                             Funds
                               Activity 1. Training of NGO Trainers           Government                                                        US$29,000
NGO Council’s strengthened     1.1 NGO Training Manual development
capacity to coordinate              Initial Draft of the Manual (as
delivery of consultative and           TOT material), 3 national experts,
training support to rural              2 weeks                                                                                                        $3,000
NGOs in Azerbaijan for              Publication (photocopying and
improving their leadership,            binding), 50 copies for TOT                                                                                     $500
project management and              Revising NGO Manual, 3 experts,
accounting practices.                  2 months                                                                                                       $6,000
                                                                              Government      UNDP
                                    Publication, 300 copies                                                                                          $3,000
                               1.2 Training of NGO Trainers
                                    Trainers honoraria                                                                                               $1,875
                                    Conference room rental                                                                                           $2,820
                                    Lunch and coffee/tea breaks                                                                                      $1,875
                                                                                                                                                      $9,000
                                    Participant costs (per diems)
                                                                                                                                                        $250
                                    Stationeries
                                                                                                                                                        $680
                                    Sundry
                               Activity 2. Trainings for Rural NGOs           Government                                                        US$13,000
                               2.1 Series of NGO Management trainings
                                   delivered to rural NGOs, approx. 15
                                   trainings
                                    Trainers honoraria                       Government      UNDP                                                   $13,000
                                    Other costs (travel, rental,
                                       photocopying, etc)                                     Gov’t     $30,000 as in-kind contribution from
                                                                                                        NGO Council
                               Activity 3. Project Management                 Government                                                        US$8,000
                               3.1 Monitoring                                                           In kind contribution from NGO Council
                                                                                                        and UNDP project assurance
                               3.2 Audit and Evaluation                                        UNDP     74100 Professional services             US$8,000
                                                                               Overall Project Budget   US$50,000 UNDP
                                                                                                        US$30,000 NGO Council



                                                                                                                                                 8
PART III Management arrangements

A. National Execution (NEX). The project will be nationally executed and implemented by
NGO Council who will be the Implementing Partner of the project. In its capacity as
Implementing Partner, NGO Council will be responsible for overall project management and will
ensure that procurement and contracting is consistent with the relevant UNDP Rules and
Procedures for procurement and human resource management and Results-Based
Management guidelines. Implementation support for procurement, payments and recruitment
will be provided by the UNDP Country Office upon NGO Council’s request. As the Implementing
Partner, NGO Council will also be responsible for the facilitation of project activities, ensuring
appropriate access to project site, relevant data, records, agencies and authorities. UNDP will
provide support and services offered to the project as detailed in the project annual work plans.

B. Project Governance Arrangements. The project will have a governance structure, aligned
with UNDP’s new rules for Results Based Management 2 (see Figure A Project Governance
Arrangements below).

i. Project Board: the Project Board will be the executive decision making body for the project,
providing guidance to the Executive Director of NGO Council Secretariat who will play a role of
Project Manager, and approving work plans, budgets and project revisions. The Project Board
Group will consist of two members:

   The Chair (Implementing Partner) will convene the Project Board. This position will be held
    by the Chairman of NGO Council, and

   The Senior Supplier. This position will be held by the UNDP Resident Representative,
    Deputy Resident Representative, Assistant Resident Representative, or any other
    designated UNDP representative.

   The Beneficiary Representative will be identified by UNDP and NGO Council to represent
    rural NRTC managers as the project beneficiaries.

ii. Project Management. The Executive Director of NGO Council Secretariat will be assigned as
the Project Manager. He/she will be tasked with the day-to-day management of project
activities, as well as with financial and administrative reporting. S/he will be responsible for
project implementation and will be guided by Annual Plan and follow the RBM standards. The
Executive Director of NGO Council Secretariat will prepare Quarterly Work plans and quarterly
progress reports, including updates of Risk and Issue logs and submit them to the Project Board
for approval.

iii. Project Assurance. UNDP will designate a Programme Advisor to provide independent
project oversight and monitoring functions, to ensure that the project activities are managed and
milestones accomplished. The UNDP Programme Advisor will be responsible for reviewing Risk
and Issue logs, and ensuring compliance with the Monitoring and Communications Plan.

iv. Project Support. UNDP will provide financial and administrative support to the project when
requested by NGO Council. UNDP will provide auditing according to the relevant UNDP Rules
and Procedures for auditing NEX projects.




                                                                                                9
Figure A. Project Governance Arrangements


                                   Project Board:
                                  Chairman of NGO
                                      Council,
                                  UNDP DRR and
                                 R-NRTC Managers




  Project Assurance              Project Manager               Project Support
  UNDP Programme                 Executive Director,         UNDP Operations Unit
       Adviser                     NGO Council
                                    Secretariat




C. Capacity Assessment. Has been discussed under Part-I earlier.

D. Project Inputs. The following inputs will be provided by NGO Council and UNDP in order for
the successful implementation of project outputs and activities:

NGO Council Inputs
   USD 30,000 contributed as an in-kind input;
   Free and functional office premises for project related activities and access to any
     information necessary for the project staff and consultants to complete their tasks;
   Assistance in identification of the most appropriate national or international experts.
     Such experts should have a clear understanding of the Government’s policies related to
     the civil society sector;
   The Executive Director for the project who is paid by the government for the entire
     duration of the project and who is member of the Project Executive Group;
   Coordination of the project activities to ensure concordance with other international
     projects and activities in support of the NGO Council;
   Administrative support for all project objectives;
   Coordination and provision of the support required from other Government entities;
   Distribution of all project materials.

UNDP inputs:
   USD 50,000 as direct financial input to the project;


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      The services of a Project Developer, responsible for preparing the Project Document,
       Work Plan, and Project Resource and Results Framework;
      Support for identification and selection of advisors (in support of decisions taken by the
       Project Executive Group) to work closely with NGO Council in order to under all the task
       outlined in the above-mentioned PR&RF;
      Support services for procurement, contracting and direct payments as requested by
       NGO Council;
      Participation in the Quarterly Work Plan formulation and organization of public relations
       functions and events;
      Mobilization of other financial and advisory services to NGO Council;
      Guiding NGO Council on its major initiatives such as NGO Training Manual and regional
       trainings.

E. Audit Arrangements
The project will be subject to an independent audit as required by UNDP/NEX Guidelines.

F. Other issues:
All project publications and other visual products should comply with UNDP publication policy.


PART IV. MONITORING AND EVALUATION

Project monitoring will be performed through four primary mechanisms:

1. Project Work Plans and Project Progress Reports. Achievement of project outputs will be
tracked through adherence to the output, activity and financial indicators embedded in the
Quarterly and Annual Project Work Plans. Quarterly Project Progress Reports will be prepared
to capture the progress or lack thereof, or any deviation from the original project plan.

2. Project Assurance through the validation of activities and outputs. A designated UNDP
Development Advisor will independently verify project milestones and validate the completion of
Quarterly Work Plans and review requested changes to the Annual Project Work Plan. Changes
to the project Annual Work Plan will be reviewed and approved by the Project Executive Group.

3. Substantive Performance and Outcome Monitoring and Evaluation. The Project
Executive Group will review the project in implementing outputs, approve project work plans and
progress reports and provide necessary advice and guidance. The project may also be
evaluated in accordance with UNDP guidelines for Project/Outcome Evaluation.

4. Monitoring and Communications Plan. The project will establish, maintain and update a
Monitoring and Communications Plan as well as Risk, Issues and Lessons Learned logs (as
required under UNDP RBM). These logs will be established concurrently with the preparation of
the first Quarterly Work Plan at the inception of the project. They will be maintained by the
Project Manager, and reviewed by the Project Assurance. The Project Executive Group will
consider recommendations arising from the quality assurance reviews and introduce such
changes to the project as are deemed necessary for effectiveness, performance and risk
mitigation.




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PART V: LEGAL CONTEXT

This Programme Document shall be the instrument referred to as such in Article 1 of the
Standard Basic Assistance Agreement between the Government of the Republic of Azerbaijan
and the United Nations Development Programme, signed by the parties on 6th January 2001.
The host country implementing agency shall, for the purpose of the Standard Basic Assistance
Agreement, refer to the government co-operating agency described in that Agreement.

The UNDP Resident Representative in Baku, Azerbaijan is authorized to effect in writing the
following types of revision to this Programme Document, provided that s/he has verified the
agreement thereto by the Programme Steering Committee and is assured that the other
signatories to the Programme Document have no objection to the proposed changes:

a) Revision of, or addition to, any of the annexes to the Programme Document ;

b) Revisions which do not involve significant changes in the immediate objectives, outputs or
    activities of the programme, but are caused by the rearrangement of the inputs already
    agreed to or by cost increases due to inflation ;

c) Mandatory annual revisions which re-phase the delivery of agreed programme inputs or
    increased expert or other costs due to inflation or take into account agency expenditure
    flexibility; and

d) Inclusion of additional annexes and attachments only as set out here in this Programme
    Document

THIS PROJECT DOCUMENT EXISTS IN ENGLISH AND AZERBAIJANI LANGUAGES. IN CASE OF CONFLICT,
THE ENGLISH VERSION TAKES PRECEDENCE.



ANNEXES

Annex 01: Risk Log Matrix




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         N P
        U D                     an r
                               M age -
                                NM
                               A A A           rj t
                                                e
                                              P oc
                                               upr -
                                              S pot
                                               N P
                                              U D             Risk Log Matrix
                                 (Support to strengthen the capacity of NGO Council and the Rural NRTCs)
                         P oc
                          rj t
                           e        P oc
                                     rj t
                                      e                         (2009-2010)
                           m
                         Tea A           m
                                       Tea B
#   Description of      Category        Impact &           Counter-Measures /             Owner      Author       Date        Last     Status
        Risk                           Probability        Management Response                                   Identified   Update

  Lack of support                                      NGO Council expressed its        NGO
1 and oversight                        I=3             needs for experts support from   Council,   Consultant   April-May    N/A       N/A
  provided to the     Organizational                   UNDP or other donor              UNDP,                     2009
  Chain NGO                            P=2             agencies;                        other
  Training                                                                              donors
  Programme.

2 Lack of effective                                    Although NGO Council and
  collaboration       Organizational   I=4             NNF are quite aware of it, it    NGO        Consultant   April-May    N/A       N/A
  between NGO                                          will be useful if both of them   Council                   2009
  Council and                          P= 2            demonstrate their intention
  NNF                                                  visibly.

                          The spectrum of 1 to 5 under Impact and Probability: 1 – Lowest, and 5 – Highest




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