Number of the VMs
4.3.2. Implementation (Do)
4.3.2.1. Risk analysis
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.
-6. Stakeholder participation and complaints
Stakeholder participation. Concisely describe how key stakeholders, particularly local beneficiaries, have been involved in the project/programme (which can include project/programme design, implementation, monitoring, evaluation and reporting). Do not include partnership issues, which are covered in the next section, partnership agreements and accountability.
Stakeholder feedback. Using the table below, summarize any key stakeholder feedback, especially any complaints logged through the project/programme’s stakeholder feedback mechanism. If it is a complaint, be sure to explain how it will be handled in the recommended follow-up column. If there is no feedback, then leave blank. Be sure to update any pending action from previous feedback.
Stakeholder feedback summary Complaint
(Clearly indicate whether it is a complaint or positive feedback)
Date Priority High, Medium,
Low
Recommended follow-up (Write “NA” is not applicable. If applicable, explain what, who and
when follow will occur.)
Date closed
1.
2.
Add rows as needed….
7. Partnership agreements and other key actors
Only fill in this section if it is relevant to the project/programme.
Use the table below to list any project/programme partners and agreement type (e.g. project/programme agreement, MoU). Key comments include the status of the agreement (e.g. date signed or if it remains unsigned), roles and responsi-bilities for agencies under agreement/MoU (e.g. who is providing financial versus technical support), etc.
Project/programme partnership agreements
Partner Agreement type Status/comments
Add rows as needed….
Use the table below to list any pending issues pending, resolved, or new issues, as well as actions being taken. If there have been no significant issues, then leave blank.
Project/programme partnership issues and recommended actions
Issue Comment – update status of issue and action taken Add rows as needed….
Only complete the following table if there are any notable non-partner actors (government, civil society organization, for-profit organization, etc.) that may affect project/programme objectives and should be monitored.
Other key actors to monitor
Actor Comment
(Target and programme area, timing, any notable influence on the project/programme and related actions)
8. Cross-cutting issues
Use this section to discuss activities undertaken or results achieved that relate to any cross-cutting issues (gender equality, en-vironmental conservation, etc). Please discuss only new developments. Also, if already discussed elsewhere in this report, please refer to the relevant section rather then rewriting here. It may be helpful to consider whether there have been any findings (e.g.
through monitoring and evaluations) that show how your project/programme is working to address cross-cutting issues.
9. Project/programme staffing – human resources
This section should list any new hires, recruitment or other changes in project/programme staffing, highlighting any impli-cations for project/programme implementation. It should also include whether any management support is needed to help resolve any issues. If there have been no significant staffing issues this quarter, state that the project/programme is fully staffed and there are no relevant issues.
10. Exit/sustainability strategy summary
This section should be completed for all projects/programmes regardless of where they are in the implementation process.
This section does not need to repeat any outcome-specific sustainability discussion in Section 4, Analysis of Implementation.
Instead, it should summarize overall progress towards the exit strategy and eventual continuation of the project/programme objectives after handover to local stakeholders (e.g. a local community-based organization or other partner) and any other relevant information.
11. PMER status
This section should provide a concise update of the project/programme’s key planning, monitoring, evaluation and reporting (PMER) activities. Using the table below, summarize the key activities planned, their timing and their status (e.g. completed, in process, planned, etc). Specific PMER activities required of all projects/programmes have been listed in the table. Other ac-tivities will vary according to project/programme, and can be inserted appropriately. Some examples include: endline survey, project/programme monitoring, context monitoring, beneficiary monitoring, annual reports, donor reports, M&E training, etc.
PMER activity status
M&E activities/events Timing Comments – status and relevant information Quarterly project/programme
monitoring reports
Baseline study/survey (required of all project/programmes)
Midterm evaluation/review Final evaluation (endline study) Etc.
12. Key lessons
Use this section to highlight key lessons and how they can be applied to this or other similar projects/programmes in future. Note that this section should not repeat the specific action points summarized in the executive summary (Section 1). Instead, it should highlight lessons that inform organizational learning for this and similar projects/pro-grammes in the future.
It is recommended to concisely number each lesson for easy reference.
1.
2.
3.
13. Report annex
Attach the project/programme’s indicator tracking table.
Attach any useful supplementary information for the project/programme monitoring reporting, such as:
• ToRs (terms of reference) for any key assignments, such as technical assistance, an evaluation, a baseline survey, etc.
• Case study – if possible, a case study can be useful information for future assessment, and for distribution to appropriate stakeholders (e.g. donors). A case study is a detailed description of individuals, communities or events illustrating how the project/programme is having an effect locally, what that effect is and if it is in line with intended results. It can be supplemented with photos (sent separately).
• Relevant pictures, letters, commissioned studies, reports, etc.