Reporting Responsibilities

• Deliverable: AWP&B, submitted annually
• Responsible: PMU
• Submitted to: WWF GEF Agency

One of the key documents used to track GEF project progress is the Annual Workplan and Budget (AWP&B). The AWP&B plans the specific activities and associated budget in advance of each project year, and then tracks progress against annual targets to ensure timely delivery and appropriate spending of funds.

The Project Implementation Rating is calculated based on progress against the work plan targets (% average activities achieved). This rating is sent to the GEF Secretariat annually, starting after the first year of the project.

Developing the Annual Work Plan and Budget

The WWF GEF Agency shall provide an AWP&B template in advance of project inception. Prior to the start of each project year (including prior to inception), the AWP&B is developed by the project team. The WWF GEF Agency can assist project teams with its development. The AWP&B should be closely aligned with the project results framework and estimated budget presented in the approved ProDoc. It should be adjusted to reflect lessons and recommendations that are identified in: M&E data, the annual reflection exercise/workshop, project progress reports, the mid-term project evaluation and/or from Project Implementation Support Mission Reports.

The AWP&B is reviewed and approved/given a no-objection by the Project Steering Committee and the WWF GEF Agency annually, per the project grant agreement.

• Deliverable: Project Progress Report, submitted bi-annually (every 6 months)
• Responsible: PMU
• Submitted to: WWF GEF Agency

The Project Progress Report (PPR) is a WWF GEF reporting requirement used to track GEF project progress on a six-month basis. The due dates for the PPR are listed in the project grant agreement. The WWF GEF Agency will provide the PPR template to the Project Management Unit, it is also available under templates below.

The 6-month and annual PPR must be filled out by the PMU, with descriptions on:

• The results and impacts achieved to date, with reference to the results framework
• Progress against the Annual Work Plan and Budget, including budget expenditure and whether activities are being executed on time
• Lessons learned
• Project strengths and challenges
• Changes to the project strategy, and associated adaptive management measures
• Progress on gender mainstreaming methods and indicators (if relevant)

The annual PPR is a cumulative document, meaning it should reflect the full project year. Unlike the 6-month PPR, the annual PPR requires both the updated Results Framework and self-evaluation ratings. These ratings include:

1. Implementation Progress Rating—success in achieving the project work plan
2. Development Objective Rating—achievement of the Project Objective(s) and Outcome indicator targets, as written in the Results Framework
3. Project Risk Rating—analysis of project risks and associated mitigation measures

WWF GEF rating criteria can be found under resources below.

Reporting to GEF

The PPR is the main document used by the WWF GEF Agency to track project results. The PPR is used during the WWF GEF Agency Project Implementation Support Mission to measure impact. The PPR is also used by the WWF GEF Agency to produce the GEF Secretariat required Project Implementation Report (PIR) – the only annual project report sent and reviewed by the GEF Secretariat that is presented in aggregate to the GEF Council.

• Deliverable: Financial Report, submitted quarterly
• Responsible: PMU
• Submitted to: WWF GEF Agency

The Quarterly Financial Report (QFR) is the main financial report sent from the project management unit to the WWF GEF Agency every three months while the project is under execution. The QFR tracks project spending against the Annual Workplan and Budget (AWP&B). The QFR is also used to manage project cash requests to ensure consistent flow of funds into the project during execution.

The specific schedule for when the QFR is due is listed in the project grant agreement. The WWF GEF Agency will provide the QFR template (see templates below).

• Deliverable: Mid-term (required for Full sized projects) and terminal evaluation
• Responsible: Independent consultant, typically managed by WWF GEF Agency
• Submitted to: WWF GEF Agency and GEF Independent Evaluation Office

As publicly funded projects, all GEF projects must be evaluated by independent third-party experts. The function of the evaluation is to validate project results, ensure proper compliance with GEF Secretariat and GEF Agency policies and procedures, and to provide recommendations to improve current and future project performance. Once finalized, all project evaluations are to be considered public documents and are submitted to the GEF Independent Evaluation Office for a final review.

Full-sized Projects are required to conduct a Mid-Term Evaluation (MTE) at the half-way point of the project, and a Terminal Evaluation. Medium sized projects are only required to conduct an independent Terminal Evaluation. The terminal evaluation must be submitted within six months of the project close.

The WWF GEF Agency is responsible for the evaluation process but requires the logistical support of the executing agency/project management unit to facilitate. The project budget covers evaluation expenses;  the project grant agreement explains the specific requirements, as well as the roles and responsibilities, for conducting project evaluations. The WWF GEF Agency maintains templates and guidance for the evaluation process.

• Deliverable: Project Implementation Supervision Mission Report (PrISM)
• Responsible: WWF GEF Agency
• Submitted to: PMU, OFP, and partners

The GEF Secretariat requires GEF agencies to conduct a Project Implementation Support Mission (also known as a supervision mission) at least once per year, or more frequently if necessary, to ensure successful project delivery. The objectives of the mission include:

• Track project progress per GEF Focal Area Tracking Tools, project monitoring plans, and semi-annual WWF GEF Project Progress Reports (TPRs);
• Provide necessary project assistance (technical, financial, project management, other);
• Support development of project mitigation plans for underperforming projects as necessary (based on GEF Independent Evaluation Office project ratings);
• Brief relevant country GEF Operational Focal Points (OFPs) on project status;
• Other support as necessary.

The Project Implementation Support Mission team consists of at least one member of the WWF GEF Agency Management Unit and technical staff focusing on project results, finance and administration, safeguards, gender, etc., as necessary. If a Project Implementation Support Mission and mid-term review or terminal evaluation overlap, independent evaluators may also participate as part of the mission team.

As outlined in project grant agreements, the Executing Agency—and more specifically, the PMU—is responsible for organizing and facilitating the WWF GEF Agency’s Project Implementation Support Mission logistics, including organization/coordination for: (a) overall mission itinerary; (b) meeting(s) with country OFPs and other key stakeholders; (c) field visit(s) to project sites, and; (d) other specific support as necessary.

Following a Project Implementation Support Mission, the mission team (WWF GEF Agency) will produce a Project Implementation Support Mission Report (PrISM) that summarizes the observations and recommendations for the Project Management Unit (PMU) and executing partners to ensure successful project execution. Reports are drafted in English and are considered public documents upon completion.

• Deliverable: PIR, submitted to the GEF annually
• Responsible: WWF GEF Agency
• Submitted to: GEF Secretariat

The Project Implementation Report (PIR) is an annual report required by the GEF Secretariat to track progress of all GEF projects under execution. Submission of the PIR is the responsibility of the WWF GEF Agency.

The information reported in the PIR closely mirrors the internal WWF GEF Project Progress Report (PPR), including: (1) an annual update on technical project results against the project’s results framework, and; (2) GEF Agency-assessed project ratings. As with the PPR, the GEF requests the following ratings for each project:

1. Implementation Progress Rating—success in achieving the project work plan
2. Development Objective Rating—achievement of the Project Objective(s) and Outcome indicator targets, as written in the Results Framework
3. Project Risk Rating—analysis of project risks and associated mitigation measures

The criteria used by the WWF GEF Agency to rate projects is included below under resources. Information from previous PPR’s inform both the annual update and the project ratings submitted to the GEF. Projects with sub-optimal project ratings are required to develop mitigation plans to get the project back on track.

The GEF Secretariat aggregates all the PIRs received each year into annual corporate scorecards presented to the GEF Council for review. The GEF Council may inquire about underperforming projects at any time.

• Deliverable: METT Tracking tool, if relevant; Medium sized project: Submitted at CEO Endorsement and project close; Full sized project: submitted at CEO endorsement, midterm, and close
• Responsible: PMU
• Submitted to: WWF GEF Agency and GEF Secretariat

Tracking Tools /Core Indicators: The GEF Tracking Tool or Core Indicators is a set of standard indicators for each GEF focal area that helps the GEF Secretariat track and report progress at the GEF portfolio level. If the project accesses the Special Climate Change Fund  (SCCF)  or Least Developed Countries Fund (LDCF)  a specialized Climate Change Adaptation core indicators template should be used.

• Deliverable: Project Closeout Report, submitted at project close
• Responsible: PMU
• Submitted to: WWF GEF Agency

Upon completion of a GEF project, a final project closeout report is required. The Project Closeout Report has a similar structure to the PPR, and highlights project results/successes, reflects on lessons learned, summarizes best practices, provides information on sustainability/exit plans, and identifies areas for follow-up, improvement, or future investment. The Project Closeout Report represents an important knowledge management product.