The project was developed in order to support FUNAE’s organizational restructuring and was divided into three phases. The first phase consisted of the analysis of the current energy sector of Mozambique and FUNAE’s structure, the second phase included the revision of the mission and vision for FUNAE and its organizational competences definition, and the third phase consisted in the organizational transformation detail and decree draft preparation.
Phase 1 of the project consisted on the development of the following activities:
- Beliefs audit;
- Energy Sector Assessment;
- FUNAE’s internal diagnosis;
- Public institutions benchmark.
Phase 1 of the project, which kicked off with the Inception Mission. The inception mission was carried out from 11th of July to the 22nd of July, 2016, in which period the project team carried-out the belief audits, energy sector information gathering, individual interviews with FUNAE’s staff and internal information data gathering. In the same period the project team gathered relevant information about relevant other national and international entities in order to identify best practices and develop a benchmark.
Regarding the belief audits the project team conducted 42 individual interviews with relevant energy sector stakeholders. Information and contributions were gathered from a wide range of specialists:
- FUNAE’s management staff (1st line management);
- FUNAE’s internal staff;
- International Donors;
- Mozambique’s energy sector stakeholders.
In matter of the energy sector review, information was gathered by the project team focusing on two main areas:
- Electricity Sub-sector;
- Fossil Fuels Sub-sector.
Also, the project team gathered information regarding the current framework and administrative structure of the energy sector of Mozambique, focusing also in gathering extensive information on relevant energy sector stakeholders and their responsibilities.
Regarding the internal analysis, the project team focused in the gathering of the following information:
- Organizational Structure of FUNAE;
- Human Resources Data Sheet;
- Annual & Financial Reports;
- Business Processes.
Moreover, the project team gathered relevant information about relevant other national and international entities in order to identify best practices and develop a benchmark.
The gathered information was relevant for the analysis of FUNAE’s organization, after which results of its analysis were presented in a Diagnosis Report for FUNAE and DFID.
Phase 2 of the project consisted on the development of the following activities:
- Mission and Vision Definition;
- Governance and Competence Model Definition;
- Financing Model Definition;
- Legal Implications Detail.
Phase 2 of the project kicked-off after approval of the Diagnosis Report by FUNAE and DFID, and consisted on the development of the activities presented above and resulted in the creation and presentation of the strategic design report. In further detail, the activities developed during the Phase 2 of the project comprised the following: Based on the beliefs audits, energy sector assessment, internal diagnosis and benchmark, different alternative Missions and Visions for FUNAE were outlined, compared and proposed. Regarding the Governance and competence model definition, alternative options were analyzed in order to identify the main organizational and governance implications. In terms of the Financing model definition, alternative options were analyzed in order to identify the main financial implications. And finally the Legal implications detail, consisted on analyzing alternative options in order to identify the main legal implications.
Gesto developed Phase 1 and Phase 2 of the Project, as initially planned. However, in the meantime a separate project funded by the World Bank to define a “National Electrification Strategy” started.
Belief Audit interviews identified very differentiated visions about the role and goals of FUNAE and its interface with EDM. It became clear that the “National Electrification Strategy” would have very relevant implications on the future role and structure of FUNAE and therefore it was decided, jointly with DFID and FUNAE, that Phase 3 of the project should be limited to the “organizational detail” activity.
The project was therefore restructured to have a smaller scope (Phase 1, Phase 2 and part of Phase 3), freeing budget for a future assignment focused on the Organizational Detail and Transformation Plan for the future role of FUNAE according to the “National Electrification Strategy”.
SUMMARY OF SERVICES
- Belief Audits
- Energy Sector Assessment
- Organizational Internal Diagnosis
- Public Institutions Benchmark
- Mission and Vision Definition
- Governance and Competence Model Definition
- Financing Model Definition
- Legal Implications Detail
- Development of Transformation Plan
- Institutional Restructuring