Project Document on Institutional Capacity Enhancement of the Peace Mission Training Centre,
South Africa
United Nations Development Programme (UNDP), South Africa
Project Title:
Institutional Capacity Enhancement of the Peace Mission
Training Centre (PMTC), South Africa.
UNDAF Outcome:
Strengthened South African and sub regional institutions to
consolidate the African Agenda, promote global governance and
South-South cooperation.
Strengthened capacity of South Africa to support the African
Union Commission and SADC in addressing peace and political
issues to implement the Africa Agenda.
There are three expected outputs:
1) Construction of a multi dimensional training and
education centre (hereby referred to as Centre 2);
2) Provision of vehicles for the PMTC to support the
strengthening of the Military Observer Training
programme; and
3) Provision of International Subject Matter Experts to assist
with comprehensive training for peace keeping and peace
building.
Peace Mission Training Centre, South Africa
UNDP and Embassy of Japan.
Expected CP Outcome:
Expected Outputs:
Executing Entity:
Implementing Agencies:
Brief Description
To enhance the capability of South Africa, specifically the South African National Defence Force, to effectively
participate in United Nations and African Union peacekeeping and peace building activities. The increasing
demand makes it necessary to increase the capacity of the Peace Mission Training Centre (PMTC), South
Africa. This capacity enhancement is foreseen for 3 specific areas: construction of Centre 2 as a
multifunctional training space, the provision of vehicles to strengthen the Military Observer (MILOB)
programme and the provision of international subject matter experts to assist with training particularly in the
Civil Military Coordination (CIMIC), Disarmament, Demobilisation and Reintegration (DDR) and Military
Observer (MILOB) Courses. The capacity enhancement of the PMTC will lead to better trained military and
security personnel capable of dealing with integrated aspects of peace support operations missions, including
conflict prevention, conflict management and post–conflict recovery. This will therefore help South Africa its
better Africa agenda.
Programme Period:
2010- 2011
Key Result Area (Strategic Plan)
and recovery
Crisis prevention
including cross-cutting issues.______________
Total resources required
$1,000,000.00
Total allocated resources:
$ 1,000,000.00
Donor
Government of Japan
Atlas Award ID:
Start date:
End Date:
PAC Meeting Date:
30 April 2010
29 April 2011
15 April 2010
Management Arrangements: NEX (National Execution)
______________
Agreed by (Government of South Africa (SANDF Representative): Brig Gen S. D. Mashobane
Agreed by (Embassy of Japan- Ambassador): H.E. Mr Toshiro Ozawa
Agreed by the UNDP Resident Representative: Dr. Agostinho Zacarias
I.
SITUATION ANALYSIS
Recent Development of African Peace Support Operations
Many African countries, over recent years, have been experiencing devastation conflicts ranging
from armed conflicts to intra-state conflicts of varying complexity with sub-regional and global
impact. The situation in many countries experiencing intense conflicts and crisis remains dire with
large numbers of lives destroyed each year.
In response to crises and to build peace and stability in these countries, both the African Union and
the United Nations have become engaged in Peace Support Operations (PSO), in the form of
peacemaking, peacekeeping and peace building. As of March 2009 there are 18 UN peace missions
worldwide with a total of 91,842 uniformed personnel and 21,476 civilians. Of these, eight
missions are in Africa with 66,681 uniformed personnel and 14,149 civilians. With this, 65.9% and
72.6% of civilian and uniform personnel are in Africa respectively. These figures illustrate the
massive requirement for Peace Support Operations (PSO) and the associated capacity building to
support the operational effectiveness of these missions.
South Africa is a major contributor of personnel to PSO within Africa. South Africa deployed its
first peacekeeper only 10 years ago. As at March 2009 South Africa was the 16th largest
contributor of personnel on UN missions and the 7th largest African nation. South Africa also
deploys personnel on PSO under bilateral arrangements, most notably in Burundi. This makes the
need to have PSO support very imperative.
Emerging
Training
and
Capacity
Needs
in
Peace
Support
Operations
As the number and magnitude of the conflicts requiring UN and/or AU intervention increases, the
need for PSO trained personnel grows in proportion. Hence, there is an ongoing need to train and
deploy military, police and civilian members into peace missions to prevent crisis escalation and
broker peace. The opening of South Africa’s own National Peace Mission Training Centre
(PMTC) in November 2007 has resulted in a substantive increase in the number of personnel
trained for PSO deployment and broadening of their skills as the range of courses available has
increased. The centre’s courses are open to all departments within the South African Security
Cluster1.
There is a recognition that PSO training should not only focus on military intervention, to bring
about a cessation of fighting, but also the wider post conflict, and peace building activities that are
required to bring about a lasting peace. The need for coordinated efforts between civilian
interventions, including police, civil administrators from national and international organisations,
NGOs and military/humanitarian interventions is more and more evident. The demand for PMTC
courses is outstripping the current capacity which underscores the need for a proactive capacity
enhancement and development.
African Standby Force
In addition to the immediate training need for ongoing crises, long term readiness for timely
responses to potential crises needs to be developed. The African Union is undertaking substantive
work in this area. The AU envisions developing a fully operationalised and multi-dimensional,
integrated, continental wide African Stand-by Force (ASF), ready for deployment, by 2015, with an
initial operational capacity by 2010. The ASF allows the AU to have a permanent capability of
rapid deployment to keep or enforce the peace when a crisis breaks out. The ASF is planned to
have an overall continental capacity of 35,000, comprising stand-by brigades of 7,000 personnel,
The Departments of Defence, Justice, Police, Correctional Services, Home Affairs, National
Intelligence Agency.
1
2
including police and government employees, in each of the 5 regions of Africa. In the Southern
Region South Africa has the largest and most capable military, it also has the strongest economy as
well as the most developed civil society structures, thus South Africa will probably be the biggest
contributor to the Southern Africa Stand-by Brigade. This, in the immediate future, would further
increase the capacity requirement of PMTC for it to function efficiently and effectively.
II.
STRATEGY
The current situation in Africa demands peace keeping training that covers the entire spectrum of
conflict and Peace Support Operation training. South Africa is a key contributor to the peace
keeping forces of the AU and the UN. It is with the purpose of enhancing the capacity of South
African peace keeping forces that the Peace Mission Training Centre, located in the Thaba
Tshwane area of Pretoria, was established in November 2007. The Centre is part of the Department
of Defence and falls under the Directorate of the Chief of Human Resources. Through its
association with the Human Resources Division, the Centre is a member of the International
Association of Peace Support Training Centres (IAPTC) and the African Peace Support Trainers’
Association (APSTA). The objective of the Centre is to enhance South Africa’s capability to
participate in AU and UN peacekeeping operations and peace building activities more effectively.
Training at the Centre is supported by a wide range of personnel, both military and civilian from
within South Africa and internationally and the curriculum is continuously adapted to support
multidimensional courses that prepare personnel better for the realities of modern PSO.
The fact that about 66% and 73% of civilian and uniform personnel are in Africa, given the
dimension and peculiarity of conflicts in the continent makes the need to continuously enhance the
capability of PMTC a matter of necessity. The continuous demand in the courses run by the Centre
has increased the institutional capacity of the Peace Mission Training (PMTC). Specifically, the
demand is particularly intense on Civil Military Coordination (CIMIC), Disarmament,
Demobilisation and Reintegration (DDR) and Military Observer (MILOB) Courses. The need to
align capacity demand with existing facilities underscores proactive capacity expansion at the
PMTC.
In rising to this very important challenge, the Government of Japan, in support of its overall
mandate to support peace conditions around the world is contributing to the capacity enhancement
of the PMTC. The support is in expansion of facilities and training programmes in the Centre. This
is being done in collaboration with the United Nations Development Programme (UNDP), whose
developmental mandate is to support conflict prevention efforts and conflict resolution efforts in the
world. To fulfil this goal, the Japanese Government will be providing resources while the UNDP
will be supporting the implementation of the institutional capacity enhancement of the PMTC by
managing the process and providing oversight.
The overall objective of this project is to promote capacity enhancement of the PMTC. This will
lead to better trained military and security personnel capable of dealing with integrated aspects of
peace support operation missions, including conflict prevention, conflict management and post–
conflict recovery, thus contributing to South Africa’s agenda of a better Africa while at the same
time supporting the Japanese Government, the UNDP and the UN’s focus on development of peace
and governance processes in conflict territories. The collaboration provides a good opportunity for
promoting peace building and conflict management in Africa.
3
This Project which focuses on capacity enhancement is in three areas:
(i) Construction of a multi-purpose training centre 2 : To cope with the demand for
additional training capacity, a project has been initiated to construct a multi dimensional
training and education centre - Centre 2. The enhancement of the PMTC through the
construction of Centre 2 will provide the additional capacity to increase the throughput of
the Centre, allow courses to be run in parallel and to execute Peace Mission planning
sessions within the Department of Defence (DOD).
(ii) Provision of vehicles: The Centre requires vehicles to support all training activities,
specifically the Military Observer Training. The Military Observer Course run by the
PMTC provides detailed, in depth, testing and training for potential Military Observers.
The provision of vehicles will significantly enhance the ability of the Centre to provide
thoroughly prepared Military Observers to United Nations and African Union Peace
Missions
(iii)Provision of Subject Matter Experts to assist with training: International Subject Matter
experts will support multidimensional training and education requirements of the SA
National Defence Force in terms of the policies from the UN and the AU. The focus will be
on covering the major skill-sets from the stage of conflict prevention to recovery including
Negotiation, Mediation, Regional and Human Security, Disarmament, Demobilisation and
Reintegration (DDR) Security Sector Reform (SSR) as well as crosscutting issues as Gender
and Civilian- Military Co-ordination (CIMIC). The training will then meet the necessary
skill sets of peace support operations missions, including conflict prevention, conflict
management and post–conflict recovery required to effectively support current and future
deployments to United Nations (UN), African Union (AU), and bilateral Peace Support
Operations (PSO) or General Military Assistance. Some of the original planned courses will
be attended by Government employees to ensure that a broader spectrum of public servants
receive training in PSO.
This initiative is also being supported by other development partners, namely, the British Government, the
United States Government, the Canadian Government, and the Government of Netherlands. To avoid
overlap and unnecessary duplication of efforts, there is a clear delineation of activities among the various
sources of fund for the project. See Annex 2.
2
4
III.
RESULTS AND RESOURCES FRAMEWORK
Intended Outcome as stated in the Country Programme Results and Resource Framework: 1
.Strengthened capacity of South Africa to support the African Union Commission and SADC in addressing
peace and political issues to implement the Africa Agenda
Outcome indicators, including baseline and targets: Capacity of the PMTC enhanced through additional
training capacity that allows courses to be run in parallel as well as to provide additional capacity to
increase the throughput of the Centre.
Applicable Key Result Area (from 2008-11 Strategic Plan): Crisis prevention and recovery: enhancing
conflict prevention and disaster risk management capabilities
Partnership Strategy: The project will be in coordination and collaboration with key partners - the PMTC
and Government of South Africa, the Government of Japan and the UNDP. The project will be a UNDP
project and the resources from the Government of Japan will be managed by the UNDP Pretoria. The
project will run under the UNDP National Execution (NEX) modality and the PMTC will be the main
implementing partner. The overall management and responsibility for the project will be under the UNDP
Pretoria Office. The UNDP and PMTC will work in close co-ordination and consultation with the
Government of Japan as well as other key partners.
Project title and ID (ATLAS Award ID): Institutional Capacity Enhancement of the Peace Mission
Training Centre, South Africa.
INTENDED
OUTPUT TARGETS
INDICATIVE
RESPONSIBLE
INPUTS
OUTPUTS
FOR (YEARS)
ACTIVITIES
PARTIES
Output 1
Construction of Targets
(To
be A. Activity
PMTC
Centre 2 as a completed in 2010)
Result:
$545,899
multi
Construction
(i) Two
dimensional
of Centre 2:
Classrooms
training
and
(i)
2X60
ready before
education centre
seater
the end of
conference/cl
Baseline:
Un2010:
ass
rooms PMTC/Vendor
constructed
 2x60
seater
with
facility
classrooms
associated
constructed with
Indicators:
facilities, (ii)
tables
and
Classrooms
Parking bays PMTC/Vendor
chairs . Each
Ablutions
(secured and
classroom is to
have
a
facilities;
students
presentation
parking bays) PMTC/Vendor
Secure
capability.
and
(iii)
parking for
 The
2X60
Ablution
PMTC
classrooms
facilities
vehicles;
could
be
1. Action
1: UNDP/consultant(s)
Car parking
converted
to
Services
of
for students.
1x120
seater
designers for
classroom.
classrooms,
 A 200 seater
ablutions
briefing facility;
centre, parking
 Operations
bays (secured
centres.
and students
 Simulation
parking)
centre.
contracted;
 2
additional
2. Action
2:
rooms that can
Services
of
a
be used for a
construction
range of tasks.
company(ies)
 Tolites, disabled
and
fittings,
automated
handriers, bath
fittings,
etc
installed.
Output 2
Provision
of
vehicles for the
PMTC
to
support
the
strengthening of
the
Military
Observer
Training
programme;
Baseline: PMTC
currently has 4
Land Rovers
Indicators:
6
new
vehicles
added
equipment
suppliers
contracted for
activities (i) –
(iii) above.
3. Action
3:
(ii) Vehicle Parking
Actual
ready
by
construction of
end of third
class rooms,
quarter:
ablutions
facilities,
 12 Secured
Secure
parking
Parking and
bays
for
Student
official
Parking.
vehicles
 50 student 4. Monitoring of
procurement
parking
process
and
bays for
actual
(iii) Ablutions
implementatio
facilities
n of
core
ready by the
services
in
line
end of the
with
third
specifications.
quarter.
Targets
(To
be B. Activity
completed in 2010)
Result:
MILOB
(i)
Four
vehicles
programme
purchased
strengthened
before the end
through easy
of the second
access
to
quarter of 2010
necessary
based
on
transport
specification on
vehicles
–
bill of quantity.
purchase of
1. Toyota Land Cruiser
vehicles
Station Wagon (3 No)
1. Action
1:
2. Toyota Quantum 14Hire the services
seater bus (1 No)
of
a
dealer
(s)/vendor(s) to
supply
the
vehicles
2. Action
2:
Purchase
and
delivery of the
four vehicles
3. Monitor that
the vehicles are in
line
with
specification and
ensure
that
procurement
process is correct.
6
PMTC
PMTC/Vendor(s)
PMTC/Vendor(s)
UNDP
$240,380
$65,641
Output 3
Provision
of Targets
(To
be C. Activity
PMTC, UNDP and
International
completed in 2010)
Result:
Japan Embassy
Subject Matter
PMTC
(i) 4-6 international
Experts to assist
training
subject matter
with
programme
experts recruited
comprehensive
strengthened
to deliver
training
for
and
identified
peace keeping
responsive to
courses
and
peace
AU and UN
(ii) Specialistbuilding
guidelines
assisted
Baseline:
1. Action
1:
curricula
Currently
Identify
subject
developed for
following UN
experts and contract them for
four modules: matter
curriculum with
MILOB, DDR, 2. Action
2:
national subject
CIMIC,
SSR Course modules
experts
and Negotiation developed
Indicators:
–
courses.
3. Action
3:
increase
(iii) Four courses Implementation
international
delivered and of
training
expertise
by
technically
programmes and
25%
supported
by actual
courses
PMTC
international
deliveries.
accredited
to
experts (with a
UN
Peace
given no of
Mission
participants per
Training
course).
Institute;
PMTC
fulfils
AU
PM
standards
7
courses.
IV.
ANNUAL WORK PLAN
Year: To be implemented in 2010
EXPECTED
OUTPUTS
And baseline,
indicators
including annual
targets
Output 1
Construction
of
Centre 2 as a multi
dimensional
training
and
education centre
PLANNED ACTIVITIES
List activity results and associated
actions
TIMEFRAME
Q1
Q2
Activity
Result:
Construction of Centre 2:
(i)
2X60
seater
conference/class
rooms
with associated facilities,
(ii) Parking bays (secured
and students parking bays)
and (iii) Ablution facilities
Q4
RESPONSIBLE
PARTY
Funding Source
Budget
Description
Amount
$545,899
(See Annex 6A for
breakdown)
PMTC/UNDP
1. Services of designers for
classrooms,
ablutions
centre,
parking
bays
(secured and students
parking)
contracted +
Construction
of
classrooms,
ablutions
facilities, Secure Parking
and Student Parking.
2. Hire the services of experts
for the construction of
classrooms,
ablutions +
facilities, Secure Parking
and Student Parking.
Q3
PLANNED BUDGET
PMTC
+
PMTC
Japan
Government
Procurement of
service
Procurement of
service
3. Construction
of
classrooms,
ablutions
facilities, Secure Parking
and Student Parking.
+
4. Identification of vendors
and
procurement
of
equipment for conference
rooms, ablution facilities
and parking bays.
5. Monitoring of procurement
process
and
actual
implementation of core +
services.
Output 2
Provision
of
vehicles for the
PMTC to support
the strengthening
of the Military
Observer Training
programme.
+
+
+
PMTC
Procurement of
civil works
+
+
PMTC
Procurement of
goods
+
+
UNDP
M&E
Activity Results: South African
Peace
keeping
operations
strengthened through easy access
to necessary transport vehicles –
purchase of 4 vehicles (3 Toyota
Land Cruiser Station Wagons, and
1 Toyota Quantum 14-seater bus).
$240,380
(See Annex 6B for
breakdown)
PMTC/UNDP
9
Japan
Government
Actions
1. Hire the services of a
dealer(s)/vendor(s)
to
supply the vehicles based
+
on specifications.
2. Purchase and delivery of the
six vehicles including
service and maintenance +
plans.
3. Monitor
process
delivery.
procurement
and
actual
+
Activity
Results:
PMTC
Output 3
training
programmes
Provision
of
strengthened and responsive to
International
AU and UN guidelines with
Subject
Matter
particular focus on MILOB,
Experts to assist
DDR, CIMIC, SSR and
with
Negotiation courses.
comprehensive
training for peace
keeping and peace Actions
building
1. Identify subject matter +
experts and contract them
for courses.
2. Course modules developed
PMTC
Procurement of
service
+
PMTC
Procurement of
goods
+
UNDP
M&E
$65,641
(See Annex 6C for
breakdown)
PMTC,
Japan
Government & UNDP
PMTC,
Japan Procurement of
Government & UNDP services
+
+
PMTC,
Japan Procurement of
Government & UNDP services
+
10
3. Implementation of training
programmes and actual
courses deliveries.
+
PMTC,
Japan
Training
Government & UNDP
+
$851,919.00
SUB-TOTAL
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V.
MANAGEMENT ARRANGEMENTS
Project Organisation Structure
Project Board
Senior Beneficiary
Commandant SANWC
Executive
Senior Supplier
UNDP Resident
Representative
Government of Japan
(Ambassador)
Project Assurance
Mr Fred Shikweni (UNDP)
Ms Lopa Banerjee (UNDP)
Mr Khepi Shole (UNDP)
Project Manager
Project Support
Ms Yuka Hananogi (JPN)
Col J. M. Botha
Maj A. F. W. Parks
Mr Yasuhisa Kitagawa (JPN)
Expert consultant
TEAM A (CENTRE 2)
TEAM B (Vehicles)
TEAM C (Trg Support)
Lt Col M. R. Snook
Maj J. Dhlama (PMTC)
WO1 T. Steyn (CONSIM)
Maj M. Hansen
Lt Col Z. Fongaqa
Note: The Project Organization Structure makes use of existing arrangements from the partnering
institutions (PMTC, Government of Japan and UNDP).
5.1 Results of capacity assessment of implementing partner
The management of the South African economy, for long, has been based on sound financial
management practices. The country’s transition to democracy has been accompanied by some
significant efforts to establish transparency and accountability in public financial management
processes and practices. As an important legislative cornerstone, the Public Finance Management
Act (PFMA) of 1999 sets stringent transparency requirements, including regular reporting and the
assignment of accountability. This is further complemented by the adoption of a Medium Term
Expenditure Framework (MTEF) and budgetary reforms.
Changes in the structure of government and financial reform measures have brought about vast
improvements in the information available to legislatures, development partners and civil society.
This includes information on the macro-economic outlook, the fiscal framework for the budget, the
main spending policy parameters and the main divisions of revenue between the spheres of
government, as well as functions and types of spending. Budget information is reasonably
comprehensive, with good supporting documentation on macro and micro fiscal decisions,
measurable objectives and reporting on spending and delivery in the previous year. The financial
information management system in government has improved with clear reporting timelines, rules
and sanctions. Budget information is generally and increasingly reliable, accurate and user-friendly.
There is strict adherence to audited accounts on the operations of government departments, public
entities and enterprises and such information is available to various stakeholders.
PMTC is therefore guided by the public financial and procurement management system and
practices. A Micro Assessment of the financial and procurement practices of the Centre will be
used to complement this initiative in line with UNDP Project implementation under national
execution option. This essentially to undertake a SWOT analysis of the Centre’s financial
Management Practices.
5.2 UNDP Support Services
Under the implementation of National Execution of its development management services, UNDP will
provide a range of support services to project implementation. This will include among others:





At the outset, UNDP will conduct of a short micro assessment on the PMTC’s financial and
procurement management processes.
Ensure timely transfer of the resources from the funder and disbursement of resources to
respective service providers based on national and UNDP procurement practices.
This will be followed by continuous monitoring of operational and implementation process to
ensure it is in line with national guidelines and policies as well as UNDP processes.
The recruitment of consultants to supervise and advise on infrastructure and deliverables and
procurement.
Provision of technical and administrative capacity to assume the responsibility for mobilizing
and applying effectively the required inputs in order to reach the expected outputs. The UNDP
country office will support the national capacities during the project implementation stage,
determining where the strengths/weaknesses are, ensuring that the intervention of UNDP has
collaborated to the development of new capacities.
5.3 Highlight of roles and responsibilities of partners
The project will be implemented through a joint collaboration among the PMTC and Government
of South Africa, the Government of Japan and the UNDP. The project will be implemented under
the UNDP National Execution project management approach while resources will come from the
Government of Japan. The Government of Japan will also be involved in the project quality
assurance. The project will be managed by the UNDP Pretoria and will therefore be responsible for
the overall management of the Project. See section 5.2 for the detailed responsibilities. The PMTC
will be the main implementing partner. The Centre is to ensure that all procurement of services and
the actual implementation are in line with the national financial and project management practices
in line with international standards as stipulated in UNDP National Execution. The UNDP and
PMTC will work in close co-ordination and consultation with the Government of Japan to ensure
that overall goal of the project is achieved.
5.4 Audit arrangements
This is a critical component of the Project. Project financial management and audit is an essential
function that supports accountability for the use of UNDP managed resources. The major challenge
for the country office is to adapt its structure and functions in order to manage the project’s
resources to achieve expected results and to plan financial disbursements in accordance with the
work plan. As a NEX project the audit will be as per regulations through the regular external audit
processes. In doing this, all stakeholders (PMTC, Government of Japan and UNDP Pretoria) are
expected provide relevant and timely information to auditors to effectively deliver on their
mandates.
13
VI.
MONITORING FRAMEWORK AND EVALUATION
6.1 M&E Reports
The implementation of the Project will be in accordance with the programming policies and procedures
outlined in the UNDP User Guide. The Project is to be implemented within on full calendar year (January –
December 2010). The Project closure is expected by June 2011. The project will be monitored through the
following:
Within the annual cycle
 On a quarterly basis, a quality assessment shall record progress towards the completion of key
results, based on quality criteria and methods captured in the Quality Management table below.
 An Issue Log shall be activated in Atlas and updated by the Project Manager to facilitate tracking
and resolution of potential problems or requests for change.
 Based on the initial risk analysis submitted (see annex 1), a risk log shall be activated in Atlas and
regularly updated by reviewing the external environment that may affect the project implementation.
 Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be
submitted by the Project Manager to the Project Board through Project Assurance, using the
standard report format available in the Executive Snapshot.

A project Lesson-learned log shall be activated and regularly updated to ensure on-going learning
and adaptation within the organization, and to facilitate the preparation of the Lessons-learned
Report at the end of the project.

A Monitoring Schedule Plan shall be activated in Atlas and updated to track key management
actions/events.
Annually
 Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and
shared with the Project Board and the Outcome Board. As a minimum requirement, the Annual
Review Report shall consist of the Atlas standard format for the quarterly progress report (QPR)
covering the whole year with updated information for each above element of the QPR as well as a
summary of results achieved against pre-defined annual targets at the output level.
 Annual Project Review. Based on the above report, an annual project review shall be conducted
during the fourth quarter of the year or soon after, to assess the performance of the project and
appraise the Annual Work Plan (AWP). Given the fact that the project is for one year, this review
will be a final assessment. This review is driven by the Project Board and may involve other
stakeholders as required. It shall focus on the extent to which progress is being made towards
outputs, and that these remain aligned to appropriate outcomes.
6.2 Quality Management for Project Activity Results
OUTPUT 1: Construction of Centre 2 as a multi dimensional training and education centre
ies
Activity Results
(Atlas
Activity
ID)
Construction of a multidimensional training centre
Purpose
To enhance institutional capacity of PMTC to deliver parallel courses to meet the
increasing demand for peace support operations (PSO) with a view to supporting
South Africa’s Africa Agenda.
14
Start Date: May 2010
End Date: April 2011
Description
Construction of (i) 2X60-seater conference/class rooms with associated facilities, (ii)
Parking bays (secured and students parking bays) and (iii) Ablution facilities.
Quality Criteria
Quality Method
Date of Assessment
(i) Construction of 2X60-seater
conference/class
rooms
with
associated facilities in place (as
contained in section III above).

Develop bill of quantity as
reference point.
Hire an expert that will serve as
resident a consultant on the
project.
Undertake
quarterly
M&E
Mission.
Prepare evaluation report.

Develop bill of quantity as
reference point.
 Hire an expert that will serve as
resident a consultant on the
project.
 Undertake
quarterly
M&E
Mission.
Prepare evaluation report.






(ii) Construction of 12 secured parking
bays for PMTC official vehicles and
50 students parking bays
(iii) Construction ablution facilities as
specified in the bill of quantity.

Develop bill of quantity as
reference point.
 Hire an expert that will serve as
resident a consultant on the
project.
 Undertake
quarterly
M&E
Mission.
Prepare evaluation report.






Expert to provide
continuous
assessment.
Quarterly
M&E
reports
Annual Assessment
Expert to provide
continuous
assessment.
Quarterly
M&E
reports
Annual Assessment
Expert to provide
continuous
assessment.
Quarterly
M&E
reports
Annual Assessment
OUTPUT 2: Provision of six vehicles to support PMTC Training programmes
Activity Results
(Atlas
Activity
ID)
Provision of vehicles
Start Date: May 2010
End Date: April 2011
Purpose
To strengthen PMTC’s capacity by increasing access to transport facilities in its
peace keeping operations.
Description
Provision of six vehicles for the PMTC to support the strengthening of the Military
Observer Training programme.
Quality Criteria
Quality Method
Date of Assessment
(i) Hire the services of a
dealer(s)/vendor(s) to supply the
vehicles based on specifications.


Develop TORs for the services
Competitive bidding process
used.
Bid evaluation in line with TOR.

Bid evaluation report
by end May 2010.
Develop bill of quantity as
reference point.
Physical inspection by experts to
determine all specifications are

Expert to provide
continuous
assessment.
Quarterly
M&E

(ii) Purchase and delivery of the four
vehicles including service and
maintenance plans for all.


15



met.
Adequacy of service
maintenance plans.
Handing over report.
and

reports
Annual Assessment
OUTPUT 3: Provision of International Subject Matter Experts to assist with comprehensive training for
peace keeping and peace building
Activity Results
(Atlas
Activity
ID)
Provision subject matter experts and organization
training courses.
Purpose
To enhance the capacity of PMTC to deliver MOBS specialized courses in line with
international standards.
Description
Hiring of 4-6 subject matter experts, development of curricula Planned actions to
produce the activity result.
Quality Criteria
(i) 4-6 international subject
matter experts recruited to
deliver identified courses
Start Date: May 2010
End Date: April 2011
Quality Method
Date of Assessment

Solicit for CVs of experts based
on specific training modules
Review of CVs based on core
competencies and experiences
Prepare evaluation report on
experts.


June 2010
Quarterly
reports
No of curricula developed
Peer Review Mechanisms
Compare with UN and AU
standards among others
Stakeholders
assessment
(including participants)


June 2010
Participants
evaluation
report
after
training
delivery in the 3rd
and 4th quarters 2010
No of courses delivered
No of lectures prepared and
delivered
No of participants in attendance
Adequacy of presentation and
practicality of presentations
Throughput rates.
Participant
assessment
and
evaluation reports
Observatory reports.

August – December
2010
Annual Assessment


(ii) Four
specialistassisted
curricula
developed
for
identified modules (MILOB,
DDR, CIMIC, SSR and
Negotiation courses).



(iii) MILOB, DDR, CIMIC, SSR
and
Negotiation
courses
delivered and technically
supported by international
experts (with a given no of
participants per course).








16

M&E
VII.
LEGAL CONTEXT
This project document shall be the instrument referred to as such in Article 1 of the SBAA between the
Government of the Republic of South Africa and UNDP, signed on the 3rd of October 1994.
Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety
and security of the executing agency and its personnel and property, and of UNDP’s property in the
executing agency’s custody, rests with the executing agency.
The executing agency shall:
a) Put in place an appropriate security plan and maintain the security plan, taking into account the
security situation in the country where the project is being carried; and
b) Assume all risks and liabilities related to the executing agency’s security, and the full
implementation of the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan
when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall
be deemed a breach of this agreement.
The executing agency agrees to undertake all reasonable efforts to ensure that none of the UNDP funds
received pursuant to the Project Document are used to provide support to individuals or entities associated
with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list
maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can
be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be
included in all sub-contracts or sub-agreements entered into under this Project Document.
17
VIII.
ANNEXES
Annex 1: Risk Log Analysis.
Project Title: Institutional Capacity Enhancement of the Peace Mission Training Award ID:
Centre, South Africa
N
o
Description
Date
Identified
Type
1
Reasonableness of 24 December Operational
delivery deadlines 2009
can be affected by
poorly
defined
project scope and
schedules
Date:
Impact &
Probability
Countermeasures
Mngt response
Certain
project
deliverables could be
achieved later than
scheduled if the scope
and deadlines are not
properly defined.
The project scope and
deadlines have been
established in the
project document and
will be also highlighted
in the contracts and
TORs.
P=4
I=5
/ Owner
Frequent
meetings
with the implementing
partners and service
providers
should
ensure that there is a
clear
understanding
of the project scope,
deadlines
and
expected outputs.
PMTC,
UNDP
and
service
providers
Submitte
d,
updated
by
Dr.
A.
Odusola,
Mr.
F
Shikweni,
Ms.
L.
Banerjee
Last
Update
Status
04
January
2010
No change
2
3
Costs
associated 24 December Operational
with late delivery of 2009
services by service
providers can be
high if there is no
signed service level
agreements
Poor
24 December Strategic
communication of 2009
changes
or
adjustments need
to enhance project
implementation
Late service delivery
and submission of
project reports could
affect
ongoing
decision making about
the project
P=3
I=5
Changes
or
adjustments needed
on
project
implementation could
affect the mandates of
the 3 partners if poorly
communicated
P=3
I=3
4
Poor
quality 24 December Operational
documentation of 2009
the results of the
project
Quality of service
rendered could be
under-reported due to
poor documentation of
the project results
P=3
I=4
19
Service
providers
should sign service
level agreements that
would
hold
them
accountable for late
service delivery and
submission of project
reports
PMTC,
UNDP,
Service
Providers
Dr.
A. 04
Odusola,
January
Mr.
F 2010
Shikweni,
Ms.
L.
Banerjee
No change
A communication and
monitoring plan will be
established
and
followed closely to
monitor
project
development
status
using Atlas.
PMTC/Go
vernment
of South
Africa,
UNDP,
and
Governme
nt
of
Japan
Dr.
A. 04
Odusola,
January
Mr.
F 2010
Shikweni,
Ms.
L.
Banerjee
No change
PMTC,
UNDP,
Service
providers
and
Governme
nt
of
Japan
Dr.
A. 04
Odusola,
January
Mr.
F 2010
Shikweni,
Ms.
L.
Banerjee
No change
Meetings with key
partners
will
be
organised to discuss
the implications of
such
changes
or
adjustments
and
common decisions will
be made by all
partners.
Services
providers
should develop plans
for submitting reports
relevant to each key
partner
5
6
7
Appointing of only
International
Subject
Matter
Experts to assist
with
comprehensive
training can pose a
serious challenge
with regard to the
sustainability of the
project in the long
term
Failure to complete
training courses on
time by participants
due
to
unforeseeable
circumstances (e.g.
ill health)
24 December Organization
2009
al
24 December Organization
2009
al
External
threats 24 December Political
including weather- 2009
related
events,
earthquakes,
terrorism,
wars,
conflict,
political
instability,
Lack of involvement of
local personnel in the
project could pose
sustainability
challenges
P=4
I=4
Local experts currently
offering training at the
centre
should
be
offered the opportunity
to contribute their
expertise in the project
which will result in
building sustainability
of the project
The outcome of the
project
could
be
jeopardised
thereby
affecting
the
deployment process of
trained personnel to
the project sites
The curriculum should PMTC
be made flexible and
practical
to give
chance
for
all
participants
to
complete
their
training.
Dr.
A. 04
Odusola,
January
Mr.
F 2010
Shikweni,
Ms.
L.
Banerjee
No change
Partners
should
always
scan
the
external environment
with
a
view
to
insulating the project
from any unforeseen
external impediments:
economic,
social,
political and natural
factors.
Dr.
A. 04
Odusola,
January
Mr.
F 2010
Shikweni,
Ms.
L.
Banerjee
No change
P=2
I=3
Lack of early warning
systems to monitor
conflicts and natural
disasters
could
hamper
the
implementation of the
project in the project
sites
P=5
I=5
Note: P stands for probability while I stands for impact.
20
PMTC,
UNDP
and
Governme
nt
of
Japan
PMTC,
UNDP,
Governme
nt
of
Japan
Dr.
A. 04
Odusola,
January
Mr.
F 2010
Shikweni,
Ms.
L.
Banerjee
No change
Annex 2: Construction of Centre 2: Breakdown of Other Donors Funding
Activities (Building description)
External renovation
Internal renovation
Access floor
Data network
Electrical supply to the building
US- Air-conditioning
Internal Electrics
Audio Visual Equipment
Furniture
External Dining Area including Lapa
Upgrade of Room 1 (Excon and DS Rooms)
Install new raised internal ceiling, increase the
height of the internal walls and install roof
ventilators
Upgrade the internal walls with pin board
material
Install sliding door
Cost in ZAR
R 2,389,798.93
R 1,240,000
R 116,000
R 120,000.00
R 1,600,000
R 787,787.66
R 2,048,642.16
R 485,000.00
R 1,339,771.32
R 443,415.00
R 341,254.91
R 501,314.00
Total
R 12,743,954.98
Donors
UK
UK
US
US
CA
US
CA
NL
NL
NL
NL
NL
R 671,395.00
R 659,576.00
NL
NL
Note: UK = United Kingdom; US =United State of America, CA = Government of Canada and NL
= Government of Netherlands.
Annex 3: Highlight of Role and Responsibility of Actors - TOR
A detailed TOR is to be developed for the Project Board, Project Manager and Project Assurance.
In the interim, the highlights of their roles and responsibilities are presented below.
Project Board
The Project Board will act as the final oversight authority, ensuring that the project outcomes are
delivered appropriately and timely as well as address emerging key challenges. The Project
Assurance Team will keep the Project Board updated with regular feedback. To ascertain that the
project is on track, the Project Board will meet for a maximum of three (3) times in the
implementing year – at the inception of the project, at its halfway point and at the end of the project
for a final evaluation report.
Project Manager/ Project Support
These are the primary managers of the project and it will be the Project Manager’s task, with the
assistance of the Project Support to ensure timely and efficient implementation of the project. The
Project Support, under the supervision of the Project Manager, will monitor the project according to
the Annual Work Plan and keep the Project Assurance team updated on progress and challenges.
The project managers will provide regular project reports and forward to UNDP as stipulated in the
document.
Project Assurance
The project assurance team will utilize available project and monitoring and evaluation experts
within UNDP and the Government of Japan as well as independent expert(s) for monitoring and
coordination of the quality aspect of the project. External expertise will be solicited on regular basis
to support the existing team as need arises. The purpose of the project quality team is to monitor the
quality of services delivered and results of the project by making sure that the quality guidelines are
followed by all responsible parties and that recommended tools are appropriately used to
implement the project. The team will also be responsible for monitoring project risks, coordination
of evaluation of selected project areas, and dissemination of results to relevant stakeholders.
Meetings with various stakeholders will be arranged on regular basis to discuss the quality of
service rendered and the results produced.
22
Annex 4: Workplan and Expenditure Breakdown
ANNEX 4A Output 1 - Development of
Centre 2
Development Objective
The enhancement of the PMTC through the development of Centre 2 will provide the Centre with
additional training capacity. Centre 2 will be a multifunctional space that can be reconfigured to
provide the training environment required by a specific activity. Centre 2 will also provide additional
capacity to increase the throughput of the Centre and allow courses to be run in parallel.
Activity
Construction of Ablutions
Item
Demolitions
Break up and remove gulley’s, channels,
sundry pipe work, etc
Foundations
Piling
Raft foundations
External envelope
One brick wall
Beam fill
One coat plaster to external walls
PVA paint to external plastered walls
Roof
Steel roof structure
Builder's profit & attendance structure
Galvanized roof sheeting
Roof isolation
Quantity
Unit Prize
ZAR
Cost in ZAR
Exchange
Rate
Cost in USD
1
R 6,944.44
R 6,944.44
7.3
$951.29
1
169
R 62,500.00
R 1,666.66
R 62,500.00
R 281,665.54
7.3
7.3
$8,561.64
$38,584.32
213
17
213
213
R 444.44
R 125.00
R 97.22
R 59.72
R 94,665.72
R 2,125.00
R 20,707.86
R 12,720.36
7.3
7.3
7.3
7.3
$12,967.91
$291.10
$2,836.69
$1,742.52
120
R 972.22
R
116,666.66
R 347.22
R 66.66
R 116,666.40
7.3
7.3
$15,981.70
$1,598.17
7.3
7.3
$6,468.76
$1,241.88
10%
136
136
R 11,666.67
R 47,221.92
R 9,065.76
Ridge
Gutters and downpipes
Paint roof sheeting
Paint gutters and downpipes
Paint exposed eaves members
Internal divisions
Half brick walls
One brick walls
Waterproof shower walls
One coat plaster to walls
PVA to walls
Wall tiles PC R200.00/m2
Labour, adhesive and grout
Floor finishes
Floor screeds
Floor tiles PC R250.00/m2
Labour, adhesive and grout in fixing tiles
Grano finish to external perimeter apron
Ceilings
Suspended ceilings
Trapdoors to ceilings
PVA to ceilings
Doors
Disabled door and frame
Internal solid single door and frame
External hardwood door and frame
Security gate and frame 1500mm wide
PC Ironmongery and door furniture
Builder's profit on ironmongery
Build in frames
Hang doors and fix ironmongery
Hoop iron cramps
Prime backs of frames
9
37
136
37
37
R 138.88
R 208.33
R 69.44
R 30.55
R 48.61
R 1,249.92
R 7,708.21
R 9,443.84
R 1,130.35
R 1,798.57
7.3
7.3
7.3
7.3
7.3
$171.22
$1,055.92
$1,293.68
$154.84
$246.38
66
33
23
1230
986
244
244
R 222.22
R 444.44
R 97.22
R 97.22
R 59.72
R 336.11
R 166.66
R 14,666.52
R 14,666.52
R 2,236.06
R 119,580.60
R 58,883.92
R 82,010.84
R 40,665.04
7.3
7.3
7.3
7.3
7.3
7.3
7.3
$2,009.11
$2,009.11
$306.31
$16,380.90
$8,066.29
$11,234.36
$5,570.55
102
102
102
49
R 97.22
R 420.13
R 166.66
R 111.11
R 9,916.44
R 42,853.26
R 16,999.32
R 5,444.39
7.3
7.3
7.3
7.3
$1,358.42
$5,870.31
$2,328.67
$745.81
102
2
102
R 347.22
R 416.66
R 58.33
R 35,416.44
R 833.32
R 5,949.66
7.3
7.3
7.3
$4,851.57
$114.15
$815.02
2
1
3
1
1
10%
6
6
36
31
R 2,777.77
R 2,083.33
R 2,777.77
R 8,333.33
R 6,944.44
R 31,250.00
R 486.11
R 625.00
R 20.83
R 11.11
R 5,555.54
R 2,083.33
R 8,333.31
R 8,333.33
R 6,944.44
R 3,125.00
R 2,916.66
R 3,750.00
R 749.88
R 344.41
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
$761.03
$285.39
$1,141.55
$1,141.55
$951.29
$428.08
$399.54
$513.70
$102.72
$47.18
24
Paint doors and frames
Paint steel security gate
Precast lintels
Windows
Windows to wc's and showers PC
Windows to general areas PC
Burglar bars to windows PC
Profit and attendance
Build in windows
Paint windows
Glazing
Dpc under window sills
Internal sills
External sills
Precast lintels
Fittings
Toilet partitions and doors
Shower doors
Disabled fittings
Automated hand driers
Soap dispensers
Bath fittings (towel rails, etc)
Mirrors
Vanity tops 3000mm long
Shower seats
Disabled seat
Shelving to broom cupboard
Builder's profit on fittings
Take delivery and fix bath/disabled fittings
Electrical installation
Electrical installation and light fittings
Builder's profit and attendance
R 62.50
R 62.50
R 76.38
R 1,937.50
R 375.00
R 1,069.32
7.3
7.3
7.3
$265.41
$51.37
$146.48
15
3
1
10%
18
23
12
5
13
13
34
R 902.77
R 1,180.55
R 16,666.66
R 33,750.00
R 416.66
R 62.50
R 416.66
R 25.00
R 166.66
R 166.66
R 76.38
R 13,541.55
R 3,541.65
R 16,666.66
R 3,375.00
R 7,499.88
R 1,437.50
R 4,999.92
R 125.00
R 2,166.58
R 2,166.58
R 2,596.92
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
$1,855.01
$485.16
$2,283.10
$462.33
$1,027.38
$196.92
$684.92
$17.12
$296.79
$296.79
$355.74
11
2
1
6
6
1
9
3
7
2
1
R 99,305.47
R 11,111.10
R 8,333.33
R 20,833.32
R 4,166.64
R 11,111.11
R 4,374.99
R 124,999.98
R 14,583.31
R 4,166.66
R 5,555.55
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
$13,603.49
$1,522.07
$1,141.55
$2,853.88
$570.77
$1,522.07
$599.31
$17,123.28
$1,997.71
$570.78
$761.03
$4,226.60
10%
1
R 9,027.77
R 5,555.55
R 8,333.33
R 3,472.22
R 694.44
R 11,111.11
R 486.11
R 41,666.66
R 2,083.33
R 2,083.33
R 5,555.55
R
308,541.66
R 4,166.66
R 30,854.17
R 4,166.66
7.3
$570.78
1
10%
R 90,277.77
R 90,277.77
R 90,277.77
R 9,027.78
7.3
7.3
$12,366.82
$1,236.68
31
6
14
25
Plumbing installation
Sanitary fittings, taps and geysers
Builder's profit and attendance
Points
External tap
Gulleys
Vent pipes
Water supply pipe
Soil pipe (HDPE)
Manhole (HDPE)
Connect to existing soil drain
External works
External paving
Edge surround to paving
Storm water channels
Allow for storm water pipes, etc
Add: Contractor's P & G
SUB TOTAL: Building work
10%
27
1
2
2
100
120
4
1
R
215,277.77
R
215,277.77
R 3,055.55
R 1,111.11
R 694.44
R 1,388.88
R 138.88
R 694.44
R 38,888.88
R 6,944.44
26
23
32
1
R 347.22
R 166.66
R 555.55
R 13,888.88
1
R
277,777.77
1
7.3
$29,490.11
R 215,277.77
7.3
$2,949.01
R 21,527.78
R 82,499.85
R 1,111.11
R 1,388.88
R 2,777.76
R 13,888.00
R 83,332.80
R 155,555.52
R 6,944.44
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
$11,301.35
$152.21
$190.26
$380.52
$1,902.47
$11,415.45
$21,308.98
$951.29
R 9,027.72
R 3,833.18
R 17,777.60
R 13,888.88
7.3
7.3
7.3
7.3
$1,236.67
$525.09
$2,435.29
$1,902.59
7.3
$38,051.75
7.3
$354,865.03
7.3
$14,194.70
R 277,777.77
R 2,590,514.74
Professional Fees
Building Management Fee 8%
1
Quantity Surveyor 4%
Project Management 3%
Total
1
1
PRICING SUMMARY
1
2
R
103,621.33
R
103,621.33
R 77,716.00
Ablution Block
Contingency and Design Development
26
R 103,621.33
7.3
$14,194.70
R 103,621.33
R 77,716.00
R 2,875,473.40
7.3
7.3
$10,646.03
$393,900.47
R 2,875,473.40
R 139,000.00
7.3
7.3
$393,900.47
$19,041.10
Total Excluding
VAT:
VAT:
Total Including
VAT:
Secure Parking for Vehicles
Item
Concrete bases complete
Steel posts
Steel structure
Steel gates
Steel palisade fencing
Klip lok steel roof sheeting
Gutters and downpipes
Paint steel members
Paint gutters and downpipes
Paint parking bay lines
Wall for mini DB board
Electrical installation and light fittings
Builder's profit & attendance on electrical
10%
Make good paving
Provision for repairing retaining wall
P & G's @ 10%
Professional Fees
Building Management Fee 8%
Quantity Surveyor 4%
Project Management 3%
Contingency
VAT
7.3
$412,941.56
7.3
7.3
$57,811.82
$470,753.38
Exchange
Rate
Cost in USD
R 3,014,473.40
R 422,026.28
R 3,436,499.68
Quantity
Unit Prize
ZAR
12
12
125
2
60
125
43
125
43
92
1
1
1
R 694.44
R 1,080.55
R 416.66
R 13,888.88
R 763.88
R 444.44
R 229.16
R 34.72
R 40.27
R 25.00
R 2,777.77
R 20,833.33
R 20,833.33
R 8,333.28
R 12,966.60
R 52,082.50
R 27,777.76
R 45,832.80
R 55,555.00
R 9,853.88
R 4,340.00
R 1,731.61
R 2,300.00
R 2,777.77
R 20,833.33
R 20,833.33
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
7.3
$1,141.55
$1,776.25
$7,134.59
$3,805.17
$6,278.47
$7,610.27
$1,349.85
$594.52
$237.21
$315.07
$380.52
$2,853.88
$2,853.88
1
1
1
R 6,944.44
R 6,944.44
R 27,916.66
R 6,944.44
R 6,944.44
R 27,916.66
7.3
7.3
7.3
$951.29
$951.29
$3,824.20
1
1
1
1
R 24,562.11
R 12,281.05
R 9,210.79
R 14,992.19
R 23,087.98
R 24,562.11
R 12,281.05
R 9,210.79
R 14,992.19
R 51,529.74
7.3
7.3
7.3
7.3
7.3
$3,364.67
$1,682.34
$1,261.75
$2,053.72
$7,058.87
27
Cost in ZAR
Total
R
188,002.09
R 419,599.28
7.3
$57,479.35
Student Parking
Item
Quantity
Unit Prize
ZAR
Prepare and gravel entrance to field
Installation of parking allocation guides
Sundry ground works
Signage
50
1
1
1
166.66
R 55,555.55
R 13,888.88
R 13,888.88
R 8,333.00
R 55,555.55
R 13,888.88
R 13,888.88
7.3
7.3
7.3
7.3
$1,141.51
$7,610.35
$1,902.59
$1,902.59
Provision and General @ 10%
Building Management Fee @ 10%
Quantity Surveyor @4%
Project Management @ 3 %
Contingency
VAT
1
1
1
1
1
R 9,166.66
R 8,066.66
R 4,033.33
R 3,025.00
R 13,000.00
R 16,910.83
R 9,166.66
R 8,066.66
R 4,033.33
R 3,025.00
R 13,000.00
R 18,054.11
7.3
7.3
7.3
7.3
7.3
7.3
$1,255.71
$1,105.02
$552.51
$414.38
$1,780.82
$2,473.17
R
120,791.62
R 128,957.96
7.3
$17,665.47
R 3,436,499.68
R 419,599.28
R 128,957.96
R 3,985,056.91
7.30
7.30
7.30
7.30
$470,753.38
$57,479.35
$17,665.47
$
545,898.21
Total
Total for Output 1
Construction of Ablutions
Secure Parking for Vehicles
Student Parking
Total
Cost in ZAR
Exchange
Rate
Cost in USD
ANNEX 4B Output 2 - Provision of Vehicles for the PMTC
Development Objective
The Centre requires vehicles to support all training activities, but most especially Military
Observer Training. The Military Observer Course run by the PMTC provides detailed, in
depth and testing training for potential Military Observers. The provision of vehicles will
significantly enhance the ability of the Centre to provide thoroughly prepared Military
Observers to UN and AU Peace Missions
28
Item
Quantity
Unit Prize ZAR
Purchase of Toyota Land Cruiser 70 Station
Wagon
Modification of Toyota Land Cruisers 70
Station Wagon to fit bull bars, and radio fits
Purchase of recovery equipment for Land
Cruisers
Service and Maintenance Plan Land Cruiser 70
Purchase of trailer to carry bulk items
Purchase of Toyota Quantum 14 Seat Bus
Service and Maintenance Plan Quantum Bus
Total Output 2
3
R 400,185.70
3
Cost in ZAR
Exchange Rate
Cost in
USD
R 1,200,557.10
7.3
$164,459.88
R 13,845.00
R 41,535.00
7.3
$5,689.73
3
R 1,903.00
R 5,709.00
7.3
$782.05
3
1
1
1
R 29,866.14
R 100,000.00
R 300,000.00
R 17,367.90
R 89,598.42
R 100,000.00
R 300,000.00
R 17,367.90
R 1,754,767.42
7.3
7.3
7.3
7.3
7.3
$12,273.76
$13,698.63
$41,095.89
$2,379.16
$240,379.10
ANNEX 4C Output 3 - Enhancement of South Africa's Capability
Development Objective
The enhancement of South Africa’s capability to participate in AU and UN
peacekeeping operations and peace building activities within Africa and further
afield through institutional and human resources capacity building at the South
African Peace Mission Training Centre.
Activity
Quantity Unit Prize Cost in ZAR
Exchange Rate
Cost in USD
ZAR
MILOB Costs for 1 Person - 6 Weeks
Business Class Flight Japan to South
Africa
Accommodation
Rental Car & Fuel
Food and Incidentals
MILOB Course Total
Staff Officer Costs for 1 Person - 2 Weeks
Business Class Flight Japan to South
Africa
1
35
35
37
1
R
46,740.00
R 900.00
R 400.00
R 300.00
R 46,740.00
7.3
$6,402.74
R 31,500.00
R 14,000.00
R 11,100.00
R
103,340.00
7.3
7.3
7.3
7.3
$4,315.07
$1,917.81
$1,520.55
$12,635.62
R
46,740.00
R 46,740.00
7.3
$6,402.74
29
Accommodation
Rental Car & Fuel
Food and Incidentals
Staff Officer Course Total
DDR Course Costs for 2 People - 2 Weeks
Business Class Flight Japan to South
Africa
Accommodation
Rental Car & Fuel
Food and Incidentals
DDR Course Total
15
15
17
R 900.00
R 400.00
R 300.00
R 13,500.00
R 6,000.00
R 5,100.00
R 71,340.00
7.3
7.3
7.3
7.3
$1,849.32
$821.92
$698.63
$9,772.60
2
R
46,740.00
R 900.00
R 400.00
R 300.00
R 93,480.00
7.3
$12,805.48
R 27,000.00
R 12,000.00
R 10,200.00
R
142,680.00
7.3
7.3
7.3
7.3
$3,698.63
$1,643.84
$1,397.26
$18,147.95
30
30
34
7.3
CIMIC Course Costs for 1 Person - 2 Weeks
Business Class Flight Japan to South
Africa
Accommodation
Rental Car & Fuel
Food and Incidentals
DDR Course Total
Negotiation Course Costs for 1 Person - 1 Week
Business Class Flight Japan to South
Africa
Accommodation
Rental Car & Fuel
Food and Incidentals
Negotiation Course Total
1
15
15
17
1
9
9
11
R
46,740.00
R 900.00
R 400.00
R 300.00
R 46,740.00
7.3
$6,402.74
R 13,500.00
R 6,000.00
R 5,100.00
R 71,340.00
7.3
7.3
7.3
7.3
$1,849.32
$821.92
$698.63
$9,073.97
R
46,740.00
R 900.00
R 400.00
R 300.00
R 46,740.00
7.3
$6,402.74
R 8,100.00
R 3,600.00
R 3,300.00
R 61,740.00
7.3
7.3
7.3
7.3
$1,109.59
$493.15
$452.05
$8,005.48
SSR Course Costs for 1 Person - 1
Week
30
Business Class Flight Japan to South
Africa
Accommodation
Rental Car & Fuel
Food and Incidentals
SSR Course Total
Total Output 3
1
9
9
11
R
46,740.00
R 900.00
R 400.00
R 300.00
R 46,740.00
7.3
$6,402.74
R 8,100.00
R 3,600.00
R 3,300.00
R 61,740.00
7.3
7.3
7.3
7.3
$1,109.59
$493.15
$452.05
$8,005.48
R
512,180.00
7.3
$65,641.10
ANNEX 4D Cost Summary
Output 1
Output 2
Output 3
Total
Contingency @3.926
Professional oversight / Audit for UNDP
UNDP support costs @ 7%
Total
Cost in ZAR
Exchange
Rate
R
3,985,056.91
R
1,754,767.42
R 512,180.00
R
6,252,004.33
R 244,165.36
R 401,500.00
R 435,330.30
R
7,332,999.99
7.3
$545,898.21
7.3
$240,379.10
7.3
7.3
$65,641.10
$851,918.40
7.3
7.3
7.3
$33,447.31
$55,000.00
$59,634.29
$1.000,000.00
31
Cost in USD