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. 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
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. 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
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. 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. 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. 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
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
26. OTHER RISKS
- whatever doesn’t fit in the other categories -
Poaching
Encroachment
Population pressure
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. 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. 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)
