GEF PROJECT MANAGEMENT GEF PROJECT MANAGEMENT

10.30 – 10.45 Project Management Cycle - Geordie10.30 – 10.45 Project Management Cycle - Geordie

10.45 – 11.15 Identification: PID – for each Focal Area – All RTAs10.45 – 11.15 Identification: PID – for each Focal Area – All RTAs

11.15 – 12.00 Preparation and Implementation procedures – Nada and 11.15 – 12.00 Preparation and Implementation procedures – Nada and DadaDada

12.00 – 13.00 Monitoring and Evaluation – Nada and Adriana12.00 – 13.00 Monitoring and Evaluation – Nada and Adriana– Adaptive ManagementAdaptive Management– Monitoring progressMonitoring progress– Reporting on progressReporting on progress

13.00 – 14.00 Lunch (All of us)13.00 – 14.00 Lunch (All of us)

14.00 – 15.00 Risk Management Strategy - Adriana14.00 – 15.00 Risk Management Strategy - Adriana

1. Project Cycle1. Project Cycle

Project Identification

Form

Project Identification

Form

Executive Summary (FP)

Executive Summary (FP)

Concept, PDF A, B, C

Concept, PDF A, B, C

Implement, monitor and

evaluate project

Implement, monitor and

evaluate project

new / modified format

newprocedure

Final evaluation and project

closure

Final evaluation and project

closure

CEO Endorsement

Template (MSP)

CEO Endorsement

Template (MSP)

2. PROJECT IDENTIFICATION2. PROJECT IDENTIFICATION- STEPS –- STEPS –

Ensure it is identified as the country’s top Ensure it is identified as the country’s top priority;priority;

Ensure that the “idea” fits with the Strategic Ensure that the “idea” fits with the Strategic Priorities of each Focal Area;Priorities of each Focal Area;

RAF compliant;RAF compliant;

Prepare the PIFPrepare the PIF

WHAT IS THE PROJECT IDENTIFICATION FORM (PIF)WHAT IS THE PROJECT IDENTIFICATION FORM (PIF)

Scope of the projectScope of the project Scale of the projectScale of the project Main global environmental benefitsMain global environmental benefits Fit with the Strategic Objectives of the FAFit with the Strategic Objectives of the FA Affirmation that the project budget will not be Affirmation that the project budget will not be

used for agency regular costsused for agency regular costs Affirmation that standards of cost efficiency will Affirmation that standards of cost efficiency will

be adhered tobe adhered to Basic information on proponent and Basic information on proponent and

implementing arrangementsimplementing arrangements

ADAPTATION ADAPTATION Key aspects to be considered:Key aspects to be considered:

What are the climate change hazards?What are the climate change hazards?

What is the evidence of current vulnerability to hazards What is the evidence of current vulnerability to hazards (weather extremes, climatic variations)?(weather extremes, climatic variations)?

Is it a short term or a long term issue? Or both?Is it a short term or a long term issue? Or both?

Is the climate change a main driver of the problem? Is the climate change a main driver of the problem?

What are the other anthropogenic stressors? What are the other anthropogenic stressors?

Are they addressed?Are they addressed?

Does the project have a development relevance?Does the project have a development relevance?

INTERNATIONAL WATERS INTERNATIONAL WATERS - Key aspects to be considered- - Key aspects to be considered-

1. What in the transboundary significance of the water 1. What in the transboundary significance of the water body and why it is the global/regional/national body and why it is the global/regional/national prioritypriority

2. What are the major environmental/water related 2. What are the major environmental/water related problems/issues (threats, root causes)problems/issues (threats, root causes)

3. What are the mechanisms in place to address these 3. What are the mechanisms in place to address these problems and why GEF should be involvedproblems and why GEF should be involved

4. What are the alternative solution in addressing these 4. What are the alternative solution in addressing these root causesroot causes

5. What are the barriers for the alternative solution and 5. What are the barriers for the alternative solution and what is the project strategy to overcome these what is the project strategy to overcome these barriersbarriers

LAND DEGRADATION LAND DEGRADATION Key aspects to be considered:Key aspects to be considered:

1. 1. What are the global benefits expected from project, through a landscape approach and What are the global benefits expected from project, through a landscape approach and enhancing ecosystem services enhancing ecosystem services

2. What are the national and local benefits related to poverty alleviation and sustainable 2. What are the national and local benefits related to poverty alleviation and sustainable livelihoodslivelihoods

3. What are the major Impacts of LD, causes and root causes of LD 3. What are the major Impacts of LD, causes and root causes of LD

4. What are the alternative solution in addressing these root causes4. What are the alternative solution in addressing these root causes

5. What are the barriers to SLM and what is the project strategy to overcome these 5. What are the barriers to SLM and what is the project strategy to overcome these barriersbarriers

6. How is the project contributing to the Strategic targets of LD 6. How is the project contributing to the Strategic targets of LD

7. How is the project will mainstream with UNDP Programming 7. How is the project will mainstream with UNDP Programming

8. What is the spatial scale of the project vis a vis the total degraded land in the country 8. What is the spatial scale of the project vis a vis the total degraded land in the country

BIODIVERSITY BIODIVERSITY Key aspects to be considered: Key aspects to be considered:

1.1. What is the BD of global significance and why is it the What is the BD of global significance and why is it the national priority for GEF support?national priority for GEF support?

2.2. What are the challenges to this? (threats, root causes, What are the challenges to this? (threats, root causes, opportunities)opportunities)

3.3. What is our preferred alternative situation which would What is our preferred alternative situation which would have these root causes lessened or the opportunities have these root causes lessened or the opportunities exploited?exploited?

4.4. How do we get this alternative in place? - what are the How do we get this alternative in place? - what are the barriers?barriers?

5.5. What is the project strategy to overcome these What is the project strategy to overcome these barriers?barriers?

3.3. PROJECT PREPARATION PROJECT PREPARATION procedures/requirementsprocedures/requirements

Templates Templates

Budget Budget Fee Fee

M&E and Implementation M&E and Implementation arrangementsarrangements

FormattingFormatting

Boring?Boring?

4.4. IMPLEMENTATIONIMPLEMENTATION

Financial management - roles and responsibilities of Financial management - roles and responsibilities of COs/RCU/HQ COs/RCU/HQ Creating of proposal in AtlasCreating of proposal in Atlas ASLASL Budget revisions/closure of projectBudget revisions/closure of project Extension of projectExtension of project AuditAudit

Delivery rates – per country and how the performance is Delivery rates – per country and how the performance is influencing the IA fee;influencing the IA fee;

How to improve the delivery rate? What could we do to help? How to improve the delivery rate? What could we do to help? Expert sharing schemeExpert sharing scheme

5. MONITORING AND EVALUATION 5. MONITORING AND EVALUATION

Adaptive ManagementAdaptive Management

Monitoring progressMonitoring progress

Report on progressReport on progress

Risk Management StrategyRisk Management Strategy

Project Implementation Lessons LearnedProject Implementation Lessons Learned

UNDP-GEF Project Documents viewed as UNDP-GEF Project Documents viewed as being too rigid – logframe “carved in stone”being too rigid – logframe “carved in stone”

Project teams uncertain about “Project teams uncertain about “adaptive adaptive managementmanagement” and what changes are ” and what changes are allowedallowed

UNDP does not always facilitate adaptive UNDP does not always facilitate adaptive managementmanagement

5.1. What is Adaptive Management5.1. What is Adaptive Management

WHATEVER WHATEVER ANYONE ANYONE WANTSWANTS

ADAPTIVE MANAGEMENTADAPTIVE MANAGEMENT

Focus is on “Focus is on “resultsresults”:”:– Progress towards Progress towards impact indicatorsimpact indicators– Achieving sustainable changeAchieving sustainable change

The “process” should change to take The “process” should change to take account of:account of:– New risks or change in risk ratingNew risks or change in risk rating– Monitoring results Monitoring results – Situation changesSituation changes– New opportunitiesNew opportunities

5.2. MONITORING PROGRESS5.2. MONITORING PROGRESS

LogframeLogframe

Annual Work programAnnual Work program

Field visits Field visits

EvaluationsEvaluations

LOGFRAMELOGFRAMEProject

StrategyObjectively verifiable indicators

Goal EACH PROJECT SHOULD HAVE ONLY ONE GOAL – AS ITS ACHIEVEMENT EACH PROJECT SHOULD HAVE ONLY ONE GOAL – AS ITS ACHIEVEMENT DEPENDS ON A SUITE OF EXTERNAL FACTORSDEPENDS ON A SUITE OF EXTERNAL FACTORS

IndicatorBaselinevalue

Target (EOP)value

Sources of verificatio

n

Risks andAssumptions

ObjectiveShould be only one objective

impact

on BDon BDAt At submissiosubmission projects n projects should should have this have this valuevalue

At At submission submission projects projects should should have this have this valuevalue

Where do Where do we look to we look to check that check that the the targeted targeted values are values are achieved?achieved?

External conditions External conditions which must be in place which must be in place to achieve the next level.to achieve the next level.

Outcome 1 Shows a Shows a reduction reduction in threatin threat

Outcome 2

Outcome 3

5.3. REPORTING ON PROGRESS5.3. REPORTING ON PROGRESS

Inception reportInception report – progress in the – progress in the inception stage;inception stage;

Quarterly operational reportsQuarterly operational reports – progress – progress each quarter;each quarter;

Project Implementation ReviewsProject Implementation Reviews – – progress for the year;progress for the year;

QUARTERLY OPERATIONAL REPORTS QUARTERLY OPERATIONAL REPORTS Required for all projects with approved GEF allocationRequired for all projects with approved GEF allocation

Focus on impact;Focus on impact; 150 words – not longer;150 words – not longer; Narrative format - no bullets/no Narrative format - no bullets/no

numbers/stars or flowers;numbers/stars or flowers; No names – only positions;No names – only positions; No project finance reference;No project finance reference; No abbreviationsNo abbreviations PLEASE SEND IT ON TIME!!!!PLEASE SEND IT ON TIME!!!!

PROJECT IMPLEMENTATION REVIEWS (PIRs)PROJECT IMPLEMENTATION REVIEWS (PIRs)

Main Main GEF monitoring toolGEF monitoring tool. Systematic . Systematic portfolio-wide data and information portfolio-wide data and information collectedcollected

MSPs and FSPs with more than 1 year MSPs and FSPs with more than 1 year of implementation (before 30 June of implementation (before 30 June previous year)previous year)

AnnuallyAnnually Are we really achieving anything on the Are we really achieving anything on the

ground? ground? Are we making a changeAre we making a change??

LESSONS LEARNED FROM 2006 PIR EXERCISELESSONS LEARNED FROM 2006 PIR EXERCISE

TIMEFRAME AND DEADLINESTIMEFRAME AND DEADLINES

PIR IS STILL CONSIDERED JUST PIR IS STILL CONSIDERED JUST ANOTHER REQUEST FROM RCU!!!! ANOTHER REQUEST FROM RCU!!!!

IMPORTANCE OF SUPERVISION IMPORTANCE OF SUPERVISION MISSIONS – FROM CO AND RCU!!!!MISSIONS – FROM CO AND RCU!!!!

MID-TERM AND FINAL EVALUATIONMID-TERM AND FINAL EVALUATION

Mandatory for all FSPs and MSPs Mandatory for all FSPs and MSPs

Major responsibilities of COs:Major responsibilities of COs:

– Draft ToR and submit for review and approval by RTA;Draft ToR and submit for review and approval by RTA;

– Selects consultantsSelects consultants

– Circulates to government and major stakeholdersCirculates to government and major stakeholders

– Follows up on management actionsFollows up on management actions

Conduct the relevant TT for the BD projects before MTE and FEConduct the relevant TT for the BD projects before MTE and FE

MTE and FE reports sent to GEF M&E for review and quality controlMTE and FE reports sent to GEF M&E for review and quality control

LESSONS LEARNED LESSONS LEARNED

DOCUMENT ALL CHANGES MADE DURING DOCUMENT ALL CHANGES MADE DURING PROJECT IMPLEMENTATIONPROJECT IMPLEMENTATION

OBTAIN APPROVAL FROM PROJECT STEERING OBTAIN APPROVAL FROM PROJECT STEERING COMMITTEES – KEEP ALL RECORDSCOMMITTEES – KEEP ALL RECORDS

SEND TO THE EVALUATOR ALL THE INFO YOU SEND TO THE EVALUATOR ALL THE INFO YOU HAVE ON THE PROJECT AND EXPLAIN THE HAVE ON THE PROJECT AND EXPLAIN THE BACKGROUNDBACKGROUND

ALLOW ENOUGH TIME FOR FIELD VISITSALLOW ENOUGH TIME FOR FIELD VISITS