Project Management Structure
The SFISH project implementation institutional arrangements is be based on an adapted and streamlined set-up from the previous PERSGA GEF projects, Strategic Action Program (SAP), and Strategic Ecosystem Management in the Red Sea and Gulf of Aden (SEM), which were performed by PERSGA as the executing agency and implemented by the World Bank.
The project implementation design adapted for SFISH is setup to be simple and efficient, avoiding multi-level committees and complicated administrative procedures. The project is managed by PERSGA through a Project Coordination Unit (PCU), which has been assigned by an administrative decision issued by PERSGA Secretary General in this regard. The work is be facilitated in the countries by project National Coordinators (NCs) assigned by PERSGA National Focal Point in each respective country. The PCU, headed by the Project Coordinator (PC) reports regular progress to PERSGA Secretary General. The Steering Committee of the Project (PSC) will be PERSAG National Focal Points (PNFPs) and Secretary General. The Project management structure is outlined in Figure 2 below. The roles and responsibilities of the PCU, and the NC are elaborated below.
The Project Coordination Unit (PCU)
The assigned Project Coordination Unit (PCU) includes 11 PERSGA staff, comprising technical /scientific staff (the Project Coordinator and 4 technical experts); Finance and Procurement staff (Finance Amin Manager, a Finance Assistant, a Procurement Assistant,); and ICT support staff (Head ICT Unit assisted by 2 ICT specialists).
The PCU is housed in PERSGA located in Jeddah, Saudi Arabia headed by Project Coordinator (PC). It is responsible for the management of day-to-day activities and the timely and verifiable attainment of project objectives. The PCU assumes the following roles: (i) prepare annual work-plans and budgets; (ii) manage, monitor and evaluate implementation of project components; (iii) report implementation progress and financial management performance to the Steering Committee and the World Bank in quarterly reports; (iv) ensure timely external auditing of project accounts; (v) ensure appropriateness of procurement and FM activities as per agreed terms; (vi) ensure adherence to and implementation of agreed ESS instruments ; and (vi) ensure effective M & E, proper Results Framework and indicators monitoring, timely and on midterm and final reviews.
National Coordinators
A National Coordinator (NC) will be assigned by the PERSGA National Focal Point (NFP) in each member country to assist the PCU with national level coordination in connection with the project (Fig 2). The NC is official staff based on the specified agency by the NFP to facilitate the national inputs and participation in connection with the project activities, which may include: participation of nominated national specialists and stakeholders in the project regional capacity building/ training workshops and regional forums; assisting with hiring national consultants to be assigned for carrying out national level assessments and action planning as part of the regional team undertaking such assessment studies and umbrella regional action plans, and facilitating fieldwork related to the national assessment studies, national level consultation and capacity building workshops to be organized in the project framework. The NC also participates in regular regional meetings of the national coordinators with the PCU to ensure coordination of joint activities, monitor and report on the contribution of national activities to regional objectives of the project, and knowledge management.
Project Steering Committee (PSC)
The SFISH Project Steering Committee (PSC) includes PERSGA National Focal Points and Secretary General. It is the supervisory body for the project, providing long-term vision, policy, and strategic advice. The PSC hold annual meetings to review and monitor the Project’s progress ensure regional and national coordination as required for Project implementation; and provide recommendations to help resolve any difficulties that the Project may face during implementation