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 in addition to 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.
The RDA’s Monitoring and Evaluation (M&E) team maintains a keen focus on the results of the Agency’s efforts in our Territory. The M&E team is responsible for monthly reporting to the Premier’s Office, other Government stakeholders and the public at large on project progress. The team also maintains the M&E Results and Value for Money Frameworks which capture important information on what the RDA has produced (outputs) and achieved (outcomes) for the people of the Territory, as well as the costs in time and money associated with these products and achievements.
This information facilitates identification of and learning from lessons throughout the project management cycle. The Value for Money Reports and Dashboard maintained by RDA M&E bring together data on spending, scheduling and achievements in order to evaluate to what extent the Agency’s projects achieve the crucial 4Es namely: Economy, Efficiency, Effectiveness and Equity.
The Finance Team manages the day to day fiscal position and liquidity of the Agency, through a system of strong corporate governance, financial controls, and risk management. Beyond that, established budgets are evaluated against performance for reporting to internal and external stakeholders. The RDA’s financial stakeholders include BVI Government, UK Government, Donors, the RDA Board, Internal and External Auditors.
The dynamic Communications Team is responsible for the branded look and feel of the agency. The team organizes all formal events for the RDA, manages its social media profile and the website, designs project signs, builds the online community, and works in partnership with Government Ministers and GIS to educate the Virgin Islands community on the agency’s mandate. Project Visibility, Stakeholder Engagement & Branding are the core responsibility of the Communications Team.
The Community Liaison Officer is responsible for engaging the community at the project planning, design, implementation, and evaluation stages to ensure their concerns and suggestions are integrated where practical, during a project’s delivery.
The Community Liaison Officer will also oversee the implementation of the Grievance Redress System which will ensure the voices of individuals and communities are heard in the planning and delivery of projects. Another key responsibility is the establishment of a Code of Conduct for Contractors to provide oversight executing recovery projects in the Virgin Islands.
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.
The Environmental Specialist is responsible for overseeing the implementation of the Project Environmental Management Plan and day-to-day activities related to the environmental aspects of all RDA programmes and projects. This officer monitors compliance with RDA environmental standards in project planning and delivery and works closely with all relevant RDA team members and key stakeholders in the development and implementation of RDA executed programmes.
The Administration Unit provides administrative and secretarial support to the Board of Directors and their Sub-committees, prior to, during, and after Board meetings to ensure the smooth execution of Board Meetings. Also, administrative and secretarial support is provided to the Senior Management Team (SMT). The Administration Unit manages office stationery, the use of RDA office assets which include office facilities, vehicles, telephones, security, and conferencing facilities.
The Procurement Team is responsible for carrying out the administrative work necessary to support the Agency in the delivery of its prescribed tasks under the Board’s Direction. The team will inform the procurement strategy and business case procedure ensuring value for money (VfM) and efficient contracting in its procurement processes on behalf of the Agency. This is achieved by ensuring:
- that suppliers, contractors and consultants understand the procurement system as well as their responsibilities and obligations in the procurement process;
- that procurement staff members are competent, qualified and equipped;
- that the procurement system is transparent;
- that public procurement activities are conducted fairly, allowing for equal treatment of all eligible suppliers, contractors and consultants;
- that domestic suppliers, contractors and consultants are provided with ample procurement opportunities to encourage and support national development;
- that mechanisms for resolving complaints, appeals and disputes which occur during the procurement process are established and maintained;
- that there is ethical conduct among RDA staff, public officials, suppliers, contractors and consultants during the procurement process;
- that procuring entities (the RDA) and the procurement procedures comply with the provisions of any national policy, law, regulation, guideline or standard related to pollution control and prevention, waste management, recycling and water and energy conservation as well as Occupational Rights and Freedoms; and
- that procurement is properly regulated through laws, rules and procedures to govern the various aspects of procurement operations.
The RDA Human Resources Department strives to help RDA achieve its strategic mission, while ensuring employees are engaged and motivated to help the Agency excel.
HR responsibilities are to recruit, retain, develop and reward talent that will achieve the mission, vision and goals of the Recovery and Development Agency (RDA) and ensure that employment related practices, policies and procedures are legally compliant and model best practices.
Capacity building, both internal and external, is also an important component of HR’s responsibility. This is done through various avenues including local workshops, trainings, conferences, internships, traineeships and webinars. The virtual learning platform has been a successful internal option and opportunity for training and learning among RDA staff.
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.