The RDA is structured in such a way that programmes and projects are delivered through two distinct functional departments – Programme Strategy Department and Programme Delivery Department – supported by strong administrative and procurement functions. Between the two departments, they deliver the required outcomes from inception to completion and handover working in partnership with the lead Ministry of the GOVI.
Programme Strategy Department
The Programme Strategy Department (PSD) is responsible for five core RDA mandates:
- Agreeing the priorities with Government and ensuring funding is in place for the RDA to be able to deliver against these priorities;
- Technical leadership for business cases, social, gender, capacity building and environmental components of programmes;
- Fundraising with external funders;
- Monitoring and evaluation;
- Public communications.
The PSD is responsible for analysis of the revised rRDP, agreeing on the overall priorities and funding allocations with Government, and the finalisation of the Implementation Schedule for the RDA to be able to deliver the programmes and projects and Government’s commitments to specific policy, legislative and strategic initiatives required. The Implementation Schedule will then be updated on an annual basis and agreed with the Government.
Programme Delivery Department
The Programme Delivery Department is cognisant of the complexity and urgency of the programme and projects to be delivered within a challenging timeline of four years. This will require an aggressive implementation programme. In order to meet the timeline established by GOVI, the PDD will approach the rRDP in 3 strategic operational units:
- Complex projects, those projects that require significant planning, involvement of sector specialist, multi-ministry and stakeholder coordination and involvement.
- Difficult by nature are those projects that require information/data gathering, public and private sector stakeholder’s coordination and agreement. They are impacted by other projects that carry similar levels of importance and complexity and in cases must be executed concurrently to ensure VfM with the least amount of negative and disruptive impact on the environment and community.
- CDB and Phase One projects are projects that are linked to the CDB RRL, ongoing Phase One projects and finally projects within the rRDP that can go from planning to implementation within a period of three months.
By grouping projects into categories, it allows the RDA to develop a continuous project delivery programme utilising a critical path analysis to determine with GOVI project’s priority based on planning and implementation time balanced to funding.
Internal Audit Internal Audit is a preventive control activity that involves an independent regular look at the functioning of the RDA. It is to ensure Policies and procedures are being followed, as well as helping staff improve how to work and how to grow. It also aims to deter and prevent errors or fraud from happening. The scope of the internal audit includes the activities and operations of all departments of the RDA. The Internal Auditor is required to review the RDA’s risk management plans, financial policies, procedures, records, accounts and plans and appraise the effectiveness by which the RDA meets its objectives. This will be focused across both the operational and programme functions of the RDA. The Internal Auditor is also tasked with considering the adequacy of controls necessary in all areas and will seek to confirm that management have taken the necessary steps to achieve these objectives. The Internal Auditor provides regular reports to the Board and management as part of developing a culture of improvement.