Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

E-PASS Inception Project Management and Oversight


Published on

E-PASS Inception Project Management and Oversight
by Midori Panxton

Published in: Environment
  • Be the first to comment

E-PASS Inception Project Management and Oversight

  1. 1. Empowered lives. Resilient nations. Project Cycle and Monitoring & Evaluation Midori Paxton Regional Technical Adviser, Ecosystems and Biodiversity E-PASS Project Inception Workshop Bogor, Indonesia, November 19-20, 2015
  2. 2. Outline 1. Global Environmental Facility 2. Project Implementation Responsibilities and Project Cycle 3. Adaptive Management 4. Reporting 5. Risk Management
  3. 3. What is GEF?  Financial mechanism for international conventions: CBD, UNFCCC, UNCCD, Stockholm Convention on POPs  Mechanism for financing “incremental costs” of new “global environment” actions by developing countries ;  Trust fund established in 1991  Invested $ 31.5 biil, leveraging $ 65 bil. In co-financing, for >3,900 projects in 165 developing countries (29% BD)  UNDP is a GEF implementing agency
  4. 4. UNDP/GEF project implementation responsibilities Formal delegation of authority to implement the GEF project M&E responsibilitie s Reporting responsibi- lities GEF Secretariat (DC) UNDP/EEG (NY) UNDP Country Office – Myanmar OFP and Government Executing Agency PSC PMO UNDP/EEG Regional Center - Bangkok
  5. 5. Project Implementation Cycle Project Approval DOA and ProDoc signature Project staff recruitment Inception Workshop / Inception ReportMid-term Review TT Terminal Evaluation, TT Project Closure LPAC GEFGEF No no-cost extension !
  6. 6. Adaptive Management
  7. 7. ADAPTIVE MANAGEMENT What is it? Project is adaptive when it anticipates challenges and responds effectively • Focus on “results”: – Progress towards impact indicators – Navigate towards the targets under changing environment • The “process” should change to take account of: – New risks or change in risk rating – Monitoring results (current strategy not working) – Situation changes – New opportunities
  8. 8. ADAPTIVE MANAGEMENT What changes are allowed? • Objective level: – Clearance from GEF in Washington D.C. – Revised Project Document – very difficult process – It is basically a new project – so not recommended, as you will need to resubmit • Outcome level: – Clearance from UNDP-GEF, reported to GEF – Revised Project Document – Not recommended , resubmission might be necessary • Output/Activity level: – Clearance from PSC and UNDP-CO, reported to RTA – Revised Workplan, Budget Revision • Input level: – Agreement with UNDP-Regional Technical Advisor – Substantive Budget Revisions cleared by RCU
  9. 9. Reporting
  10. 10. REPORTING ON PROGRESS Inception report Quarterly report Project Implementation Reviews /Annual Project Report
  11. 11. Inception Report 1. Project Inception Update 2. Updated risk analysis and SESP 3. Implementation Plan 4. Workplan for 2016 - 2017 5. Terms of Reference for all the consultancies and subcontracts to be procured in 2016 – a full and advertisement-ready version based on the bullet points provided in the ProDoc 6. Updated Logical Framework 7. Information on project staff, name, qualification and contacts etc 8. Monitoring and Evaluation Plan for monitoring of each indicator in the strategic results framework 9. Gender mainstreaming plan (indicating how gender can be mainstreamed in each output) 10. Sustainability plan (indicating (indicating how each output and outcome will be sustained beyond the project period)
  12. 12. Project Implementation Report (PIR)  Main GEF monitoring tool. Systematic portfolio- wide data and information collected  Annually in July  Excel format  Progress reporting: DO, IP, tracking tool  Performance rating by PMU, EA, CO and Regional Unit
  13. 13. Some issues to monitor in APR/PIRs 4. Partnerships: lessons learned working with indigenous communities, NGOs, private Sector, Small Grants Programme 5. Gender: how being addressed in project implementation 1. Progress: ratings. Encourage GEF OFP to rate progress as well Toward development objective (DO) = objective + outcome level, cumulative Implementation progress (IP) = outputs + inputs, process + delivery , annual 2. Risk: critical risk in ATLAS + progress ratings = GEF risk system (high, moderate, low) 3. Evaluation: how will the project address recommendations of MTE and FE
  14. 14. Value of the APR/PIRs 1. Project implementation: remind project team what the project is after, signals whether strategies should be adjusted, flags constraints to find solutions 2. UNDP: identifies best practice and lessons to share across the portfolio , and to integrate into project design • UNDP GEF Focal Area Performance reports + UNDP GEF Annual Performance Report • Information provided to UNDP communications and Executive Office for speeches, UNDP reports to Executive Board, UNDP annual report • UNDP Evaluation Office uses in country evaluations 3. GEF: • Secretariat prepares Annual Monitoring Report for GEF Council, used by Focal Areas to adjust strategies • Evaluation Office uses for strategic evaluations
  15. 15. APR/PIRs MOVING FROM: • Only a donor requirement TO: • Tool for adaptive management + results reporting
  16. 16. Mid-Term Review and Terminal Evaluations • Mandatory independent evaluation • Organized by the UNDP CO and facilitated by the project • Conduct the Tracking Tools (METT and Financial Scorecard) before MTR and TE • MTE and TE reports sent to GEF M&E for review and quality control • Prepare management response after evaluation
  17. 17. UNDP/GEF Risk Management System GEF - funded projects are complex and therefore likely to face risks and challenges
  19. 19. 1. ENVIRONMENTAL RISKS Natural disasters
  20. 20. 2. FINANCIAL External: interest rates, exchange rate fluctuations, bank collapses etc; Internal: co-funding difficulties; financial mechanisms
  21. 21. 3. OPERATIONAL RISKS Ineffective Management Professional negligence Human error/incompetence Safety being compromised Infrastructure failure Poor monitoring and evaluation Slow delivery
  22. 22. 4. ORGANIZATIONAL RISKS Institutional arrangements. Institutional / Execution capacity. Implementation arrangements. CO capacity
  23. 23. 5. REGULATORY RISKS: New unexpected regulations, policies. Critical policies or legislation fails to pass or progress in the legislative process
  24. 24. 6. POLITICAL RISKS Government commitment Political will Political instability. Change in government Armed conflict and instability.
  25. 25. 7. STRATEGIC RISKS Partnerships failing to deliver
  26. 26. OTHER RISKS - whatever doesn’t fit in the other categories - Poaching Encroachment Population pressure
  27. 27. RISK CLASSIFICATION BASED ON THE LEVEL OF CONTROL: • Risks that arise from factors potentially under your control (e.g. ineffective management, poor performance by contractors) • Risks that arise from wider policy and institutional environment, which are only controllable by decision makers elsewhere (e.g. poor policy environment, institutional weakness, lack of political will) • Risks that are essentially uncontrollable (e.g. natural disasters, political instability, interest rates)
  28. 28. PROJECT CLASSIFICATION ACCORDING TO RISK •Standard -No critical risks -No unresolved key issues •Potential problem project -One or more critical risks •Actual problem project One or more key unresolved issues
  29. 29. Identified Risks 1. Poaching pressure fuelled by the existence of global illegal wildlife trade may decimate wildlife populations (Medium) 2. Provincial and District Governments may be reluctant to promote conservation oriented land use with a fear of losing state revenues(Medium) 3. International and national REDD Plus process does not progress fast enough loses the confidence among the project stakeholders. (Medium) 4. Major natural disasters (earthquake, floods, volcanic eruption etc.) inhibit the increase in national and provincial government investment in PA system (Medium) 5. Climate change may undermines the conservation objectives of the Project (Low)
  30. 30. Thank you! Empowered lives. Resilient nations.