instructions 43
“Project/programme title” management report
Î The purpose of this reporting format is to highlight key information to inform project/pro-gramme management for quality performance and accountability. This is a project/proproject/pro-gramme’s primary reporting mechanism and it may compile information from other reports (e.g. community activity reports), as well as provide information for other external reports for accountability and advocacy (e.g.
donor reports).
Î This report format is to be applied to all secretariat-funded project/programmes at the field level and is to inform other reporting formats within the secretariat and the larger IFRC community as ap-propriate.
Î Report submission should follow the agreed (required) frequency and reporting lines according to the specific project/programme – typically reports are submitted from the project/programme man-ager to country, regional or zone headquarters on a monthly basis for shorter projects/programmes, on a quarterly basis for longer projects/programmes.
Î Attach the indicator tracking table (ITT) to the report annex, which should be referred to in the analysis of implementation (see Section 3).
Î Initial set-up of this template for a specific project/programme will take some time, but thereafter it will be easier to revise the report information for new reporting periods.
Î Instructions for completing each section in this report are included in italic. Please delete all italicized instructions when first using the report template (this reduces length, and a copy of the original can be separately saved for future reference).
Î Additional guidance for project/programme reporting can be found in the IFRC project/pro-gramme M&E guideline: www.ifrc.org/MandE.
Remember – all instructions throughout the report template (written in italic) can be removed once the template is put to use.
1. Project/programme information
Project/programme reporting period: XX/month/XXXX to XX/month/XXXX Project/programme start date: XX/month/XXXX
Project/programme end date: XX/month/XXXX Project/programme code: e.g. G/PXXXXX Project/programme manager:
Project/programme location: Town or city (Country) Project/programme sector:
2. Executive summary
This section should summarize key points from the other sections of this report to provide a snapshot overview of the project/programme’s current status and key actions planned to address any ongoing or new issues and support project/
programme implementation.
43 Note that this project/programme management report template is also available at the IFRC’s M&E web page – www.ifrc.org/MandE.
Overall project/programme status. Concisely summarize the overall project/programme status and whether or not it is on track/target for the reporting period – explain why in the respective subsection below.
Federation-Wide Reporting System (FWRS) indicators. For the two FWRS indicator tables below, please refer and adhere to the reporting requirements as detailed in the FWRS indicator guideline (https://fednet.ifrc.org/en/re-sources-and-services/ns-development/performance-development/federation-wide-reporting-system/). Counts should be for this reporting period. If this is not possible, please outline the reasons why.
People reached for reporting period
Total people covered Direct recipients
Indirect recipients
Total people reached
Male Female Total
Planned Actual Planned Actual Planned Actual
Volunteers during reporting period
Male Female Total
Key issues. Concisely summarize any key issues (problems or challenges) that affect whether the project/programme is being implemented according to target – identify whether the issue is pending or new.
Key accomplishments. It is not necessary to list everything accomplished, but concisely highlight any notable accom-plishments for this reporting period.
Plans for next quarter. Drawing largely from the action points identified below in the analysis of implementation (see Section 3), concisely summarize the overall plan of action for next quarter, highlighting any key considerations.
3. Financial status
This section should provide a concise overview of the project/programme’s financial status based on the project/pro-gramme’s monthly finance reports for the reporting quarter. When completing this section, secretariat-funded projects/
programmes should refer to the monthly project/programme financial management report which the business objectives system delivers to each project/programme manager’s inbox. It is important that this report is aligned with and reflects the information in the IFRC project financial management report (which is usually completed on a monthly basis).
Please use the project quarterly finance status table below to summarize key financial data. Particular attention should be given to spend rates and forecasts for the current reporting period.
Project/programme quarterly finance status YTD* budget
to date YTD expenses
to date % of budget Annual
budget Annual
expenses % of budget XX/Month/XXXX XX/Month/XXXX
* Year to date
Financial status explanation. Please answer the following questions in your financial analysis:
• If there have been any budget revisions greater than ten per cent from the original plan, please give reasons.
• If implementation rate looks like it will be less than 80 per cent of the budget by the end of the year, give reasons.
• If the project/programme’s budget versus actual variance is more than 20 per cent at the cost category level (supplies, personnel, workshop, etc), please explain.
• If the project/programme is not fully funded for the year, how will this affect the project/programme’s implementation and what is being done to address this issue?
4. Situation/context analysis (positive and negative factors)
This section should identify and discuss any factors that affect the project/programme’s operating context and implemen-tation (e.g. change in security or a government policy, etc), as well as related actions to be taken. Some key points to guide analysis include:
Ô Use the table below to discuss any specific developments and planned response in the situation/context that require action.
Ô Remember to refer to the assumptions (risks) identified in the project/programme logframe and list any as-sumptions (positive conditions) that are no longer valid and have become risks.
Ô List any other risks that may have arisen but may not appear as an assumption in the logframe.
Ô In addition to risks that have arisen, include positive factors that may affect the project/programme. (We certainly want to discuss risks, but positive factors can be important as well, such as an improved municipal trans-portation infrastructure that can positively affect the distribution of Red Cross Red Crescent services, or the actions of another humanitarian organization working in the context that affects Red Cross Red Crescent service delivery.) Ô If there have been no significant issues affecting the project/programme’s situational context, state that no
major factors are currently affecting the project/programme’s operating context and implementation.
Risks and positive factors Risk or positive factor Date Priority
High, Medium, Low
Responsibility and
recommended action Date closed
1.
2.
Add rows as needed….
5. Analysis of implementation
This section should be based on the objectives as stated in the project/programme’s logframe and data recorded in the project/programme indicator tracking table (ITT guidance and template can be accessed at www.ifrc.org/
MandE). It is a very important part of the report and should be carefully completed. Some key points to guide analysis and reporting include:
Ô Remember not just to state what happened, but to elaborate, explaining why it happened, what were the contrib-uting factors, why were specific actions taken, who was involved and what further action is required and by whom.
Ô Remember to relate quarterly performance to the project/programme’s overall targets for the year and the life of project/programme.
Ô If not activity was taken for a specific objective during the reporting period, explain why (e.g. activities under this objective are planned for next quarter).
Ô Keep it simple and short – as much as possible, only write what is necessary and sufficient to explain objective and indicator performance. Keep it concise and relevant to the specific objective you are reporting on.
Analysis of project/programme implementation table
PROjECT/PROGRAMME GOAL: State the goal statement as it appears in the project/programme logframe – this is only for reference, but you do not need to report on the goal performance because such overall analysis should be covered in the executive summary above.