Project Implementation Arrangement. 1. The Recipient shall maintain a Project Management Unit in BEE to oversee the implementation of Parts A4, A5, C and D1 of the Project and to be responsible for providing Project oversight, reporting and evaluation, implementation of selected outreach and capacity building, and cross-cutting knowledge management activities.
Project Implementation Arrangement. The Recipient shall maintain a Project Management Unit to oversee the implementation of Parts A1, A2, A3, B and D2 of the Project and to be responsible for Project design, oversight, reporting and evaluation, implementation of selected outreach and capacity building, and cross-cutting knowledge management activities. The Recipient shall, no later than one (1) month after the Effective date, enter into a Memorandum of Understanding with BEE, satisfactory to the World Bank, clarifying areas of collaboration and ways for cooperation for implementing Parts A1, A2, A3, B and D2 of the Project. The Recipient shall: (i) carry out Parts A1, A2, A3, B and D2 of the Project in accordance with the guidelines, criteria, rules and procedures described in the SIDBI Operations Manual; and (ii) except as the World Bank shall otherwise agree, shall not assign, amend, abrogate or waive any provision of the SIDBI Operations Manual. In the event that the provisions of the SIDBI Operations Manual are inconsistent with the provisions of this Agreement, the provisions of this Agreement shall govern.
Project Implementation Arrangement. Project Implementation Strategy The project is seeking to secure relevant and quality oriented TNA and TAP elaboration for 35 to 45 countries with the ultimate goal to accelerate cooperation and effective transfer of environmentally sound technologies. The project will draw on the work of the UNFCCC Expert Group on Technology Transfer, the body established by Parties to provide guidance on technology matters to the Convention. The project will use methodologies described in the revised TNA Handbook, supplementing these as needed, and will in turn provide practical material for possible future updates of the Handbook conceived as a living document. Close collaboration with UNDP and other organizations (UNIDO, the International Energy Agency, the World Bank, the European Commission, etc.) supporting technology transfer efforts will be sought so as to contribute to the adoption of common methodologies and approaches. The GEF’s experience to date has shown that a technology need assessment is no simple task and that financial support provided individually to each GEF beneficiary country did not allow to capture the potential benefit of cross fertilisation of approaches and, in the end, accelerated transfer of technologies. The barriers needing to be removed generally relate to high cost of technology and access to finance, policy and regulations, human and institutional capacity and information. The project proposes a path for elaboration of TNAs and action plans, fostering technology transfer. The processes are to be replicable, sustainable, and cost-effective. The first step in the country specific research and analysis phase is to identify the institutional structure and main stakeholders. This is essential for selecting the representatives that form the core of the national TNA team, which will serve as a taskforce during the elaboration of the TNA. The stakeholders will include those involved in the preparation of the national communications as well as other policy/decision makers at highest levels in government, industry, financial institutions, technology experts, NGOs, and CDM project developers (if any). Private sector will be actively involved through representative from appropriate industries / industry association, and financial institutions. If necessary, the selection will take place in two rounds, where the core of government officials and local researchers is formed first and additional members will be selected in a second round. A recommended ...
