Project Title INCEPTION OF THE PROJECT 1.Overview of GEF [Rachel - - PowerPoint PPT Presentation

Project Title

INCEPTION OF THE PROJECT

2

1.Overview of GEF [Rachel can you do] 2.Overview of the Project [per project] 2. Theory of Change 3. Components and strategy, results framework 4. Implementation arrangement 3.Team and Responsibilities [Rachel] 3. PMU 4. GEF Implementation Oversight Team (and adapted per project, eg WWF MAR, WWF GEF Agency) 7.Gender Requirements [Nathalie] 4.Reporting Requirements of the PMU [Amelia] 4. PPR 5. Quarterly financial reports [Tracey] 6. AWPB tracking 7. Results Framework tracking 8. How we measure progress – Implementation Rating, Project Objective Rating, Risk Rating 9. Project audits (financial) [Tracey]

• 10. Project close out

5.Additional M&E [Amelia] 5. Yearly supervision missions by implementation oversight team 6. Mid term evaluation 7. Terminal evaluation 6.Safeguards Requirements [Anushika]

The GEF and WWF GEF Agency

The GEF

“The Global Environment Facility (GEF) is a partnership for international cooperation where 183 countries work together with international institutions, civil society

• rganizations

and the private sector, to address global environmental issues.”

• Formally established as a result of Rio

Earth Summit (1994)

• GEF Secretariat hosted by World Bank

based in Washington, D.C.

• Small staff (~120) and relies on GEF

Agencies and other groups to accomplish its goals.

WWF & GEF

Since 2013, 13 projects in 20 countries USD $70 Million GEF - $400 Million co-financing in multi- partnerships Leveraging impact on conservation locally, regionally

Overview of the Project

Table B

To be filled in according to specific project

Theory of Change

To be filled in according to specific project

Results Framework

To be filled in according to specific project

Project Governance

To be filled in according to specific project

Roles and Responsibilites

• Only GEF-accredited organizations that request GEF

funding (e.g. World Bank, UNEP, WWF)

• Fiduciary and technical oversight on behalf of GEF

Secretariat and GEF Trustee to ensure project complies with all necessary policies

• Focal point for project with GEF Secretariat,

Trustee, GEF Council, etc.

• Responsible for regular reporting to GEF Secretariat

and Trustee

• Technically new agencies called “GEF Project

Agencies”

WWF GEF Project Agency (Implementing Agency)

Executing Agency & Partners (EA) (Executing Agency)

• Executing partners are specific to each project and are responsible for executing specific

project activities

• Typically GEF funds flow from IA to a single organization to oversee project delivery, often

referred to as the Project Executing Agency (EA)

• The project EA typically host the Project Management Unit (PMU), which is responsible for

day-to-day project management

• PMU is responsible for adaptively managing project
• All project details (reporting, deliverables, etc) are contained in WWF GEF Project Grant

Agreement with the EA

Responsibilities for Implementation

IMPLEMENTING AGENCY: WWF GEF

• Project oversight
• Manage, disburse, monitor GEF funds
• Project support and troubleshooting
• Recommend and ensure appropriate

measures for low rating projects

• Supervision Missions
• Reporting to GEF (PIR, Midterm and

Terminal Evaluation)

EXECUTING AGENCY

• Timely staff recruitment
• Day-to-day project management according to

ProDoc

• Regular project monitoring with adaptive

management as needed

• Timely reporting to IA
• Alert IA of any changes to AWP&B, issues that

may hinder project execution

• Regular PSC meetings
• Ensure compliance with Safeguard policies
• Host supervision missions and project

evaluations

Requirements during Execution

Gender Mainstreaming Requirements GEF 6

If not undertaken at PPG, The EA is required to undertake social assessment, including gender analysis (or to use similar methods) to assess the potential roles, benefits, impacts and risks for women and men of different ages, ethnicities and social structure and status and for the various project components where relevant Studies should be designed to inform the development of gender- responsive activities and/or of an action plan, monitoring and evaluation as relevant for the different project components Annual Workplan contains gender-related actions/activities - these must be reflected with appropriate allocation in the budget for their implementation The results framework contains gender-responsive social and economic indicators and sex-disaggregated data is collected where relevant, to monitor gender mainstreaming progress throughout project implementation Reporting requirements: Gender mainstreaming progress is captured within all reports - Project Progress Report (PPR) (semi-annual); Project Implementation Report (PIR); Progress reported in Midterm and Terminal Evaluation reports, etc.

The EA is required to follow the GEF 6 Gender Mainstreaming requirements and the WWF Network Policy on Gender Mainstreaming to address gender considerations, making the concerns, roles and experiences of women and men an integral part of the implementation, monitoring and evaluation of policies and programs in all project spheres as relevant.

Gender Mainstreaming Requirements GEF 7

The EA is required to undertake socio-economic assessment, including gender analysis, that identifies and assesses any gender differences (in roles, benefits, power and control over resources, etc.), gender differentiated impacts, risks and opportunities to address gender gaps and to promote women’s empowerment, for all project components where relevant Assessments/analysis should be designed to inform the development of gender-responsive activities and/or of an action plan, monitoring and evaluation as relevant for the different project components Annual Workplan contains gender-responsive actions/activities - these must be reflected with appropriate allocation in the budget for their implementation The results framework contains gender-responsive actions as identified in the action plan, including gender-specific indicators and sex- disaggregated data collected where relevant, to monitor gender mainstreaming progress throughout project implementation Reporting requirements: Gender mainstreaming progress and learning are captured within all reports - Project Progress Report (PPR) (semi- annual); Project Implementation Report (PIR); Progress reported in Midterm and Terminal Evaluation reports, etc.

In a GEF 7 project, the EA is required to follow GEF mandatory requirements from the new GEF Policy on Gender Equality (2017), and the WWF Network Gender Policy, to address gender considerations.

Stakeholder Engagement

Should build on stakeholder identification, information dissemination, and consultation during PPG During implementation:

• Stakeholder Engagement should take place according to

Stakeholder Engagement Plan, ProDoc

• Stakeholder participation is key for continued input on

project design: to ensure broad support, transparency, and

• wnership; ensure social and environmental needs are

recognized and addressed; for partnerships and incorporating local and stakeholder knowledge; sustainability of the project Reporting: Consultations should be documented, reported in PPR

• WWF Standard on Stakeholder

Engagement

• GEF Council approved updated

policy on stakeholder engagement

Project Reporting and Deliverables

GEF Documents

• 3. GEF Request for CEO Approval
• 4. GEF Core Indicators

WWF GEF Documents

• 1. WWF GEF Project Document
• 2. Letters of Commitment from Co-financing Partners

Progress and financial reports are assessed against:

Project Reporting

1. Project Progress Report (PPR): [semi-annual]

• Annual work plan tracking
• Results Framework tracking (annual)
• + GEF core and sub indicators

2. Annual Work Plan and Budget [annual] 3. Financial Reporting [quarterly] 4. Project Close Report

Reports and Deliverables of EA

Due 6 and 12 months Annual PPR is cumulative Includes:

• Ratings and mitigation
• Outcomes and impacts achieved
• Implementation of work plans and

budget

• Challenges and strengths
• Gender equality
• Adaptive Management
• Lessons learned
• Work plan tracking*
• Results framework tracking*

Project Progress Report

• Submitted with 12-month PPR
• Basis for Implementation Progress Rating

Annual Work Plan Tracking

• Submitted with 12-month PPR
• Basis for Development Objective Rating
• Include GEF core and sub indicators where appropriate

Results Framework Tracking

• GEF SEC can monitor & analyze results of their portfolio
• 11 core indicators and sub-indicators
• Definitions, units of measure and rationale provided
• Replaces tracking tools (exception of METT)
• Cover all Focal Areas
• Selection for RF: Joint decision among planning team and WWF GEF

Agency

• Measured minimally at midterm and end of project
• Sub-indicators either provide context or aggregate to core-indicator

GEF Core and Sub Indicators

Annual Project Ratings

• Development Objective
• Implementation progress
• Risks

HU U MU MS S HS

Risk Factor Description Action(s) to be taken Responsible person(s) Due Date

Action plan to address “Substantial” or “High” risks

Objective/Outcome underperforming Action(s) to be taken Responsible person(s) Due Date

Action plan to address RF indicators that don’t achieve > 80% target

Components underperforming Action(s) to be taken Responsible person(s) Due Date

Action plan to address components that do not average > 80% achievement of workplan targets

Follow-up Action and Mitigation Plans

Quarterly Financial Reports

• New AWP&B due to GEF Agency according to grant agreement
• A sample outline will be provided by the Project Manager

Annual Work Plan and Budget

Project Audits

• Similar in format to semi-annual

progress report, plus:

• Knowledge management
• Sustainability and exit plan
• For entire duration of project
• Due within 1 month of project

completion

Project Close Report

Additional Monitoring and Evaluation

Supervision Mission

Members of WWF GEF team conduct annual(+) in-country visit(s), usually after PPR review Typically includes:

• Meetings with Focal Points
• Review of project management and activities
• Assess progress against Results Framework and work plan
• Discussion on challenges, strengths, and necessary changes
• F&A, M&E and Safeguards
• Executing team responsible for
• organizing focal point meetings and field visits;
• developing response action plan.

• Adhere to GEF Independent Evaluation Office (IEO)

Ethical Guidelines and Guidelines for Terminal Evaluations

• A midterm evaluation is required for Full Sized Projects
• Should be part of M&E budget in prodoc
• WWF GEF Agency organizes in coordination with PMU
• Helps with adaptive management of project

Midterm Evaluation

• Adhere to GEF Independent Evaluation Office (IEO)

Ethical Guidelines and Guidelines for Terminal Evaluations

• A terminal evaluation is required for all projects
• Should be part of M&E budget in prodoc
• WWF GEF Agency organizes in coordination with PMU
• Provides lessons for future projects

Terminal Evaluation

Safeguards

• Insert project specific information: Project category (which

safeguards have been triggered for the project), any documents guiding project execution that must be followed

WWF-US Safeguards Integrated Policies and Procedures (SIPP)

• Screens and sets Project Environment

and Social Category

• Advises Project Executing Agency on

the WWF’s safeguards requirements

• Reviews and approves safeguards

documents

• Discloses final safeguards documents
• Prepares and Implements all safeguards

documents in accordance with national laws and WWF safeguards policies

• Consults project-affected groups and

local NGOs

• Discloses final documents in country

Preparation

Implementation

• Supervises implementation of

safeguards instruments

• Makes mutually agreeable changes

during implementation

WWF Safeguards Coordinator Project Executing Agency

• Monitors implementation of safeguards

documents and periodically reports and responds to WWF GEF/GCF Agency

• Ensures compliance under national laws

Who does what?