CIDT · Web view2015/05/12 · Year 3 Quarter 2 Report. FONERWA. Fund Management Team (FMT) ANNEXES . 5. th. May . 201. 5. Annexes: Annex 1. a. Status of dfid contract deliverables

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Year 3 Quarter 2 Report

FONERWA Fund Management Team (FMT)

ANNEXES

5th May 2015

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ANNEXES:

ANNEX 1A. STATUS OF DFID CONTRACT DELIVERABLES - AS AT 31ST MARCH 2015

ANNEX 1B. FMT YEAR 3 WORK PLAN – AS PROPOSED IN JULY 2014

ANNEX 2. FMT 3-YEAR LOGFRAME - AS AT OCTOBER 2014

ANNEX 3. FONERWA RISK MATRIX - AS AT 31ST MARCH 2015

ANNEX 4. CAPACITY DEVELOPMENT PLAN – PROGRESS UPDATE AS AT 31ST MARCH 2015

ANNEX 5. PROJECT STATUS – PROGRESS UPDATED AS AT 31ST MARCH 2015

ANNEX 6. TABLE OF PROGRESS AGAINST 2014 ANNUAL REVIEW RECOMMENDATIONS

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ANNEX 1A. Status of dfid contract deliverables as at 31st march 2015

Traffic Light Legend1

The deliverable was completed on schedule CompletedThe deliverable is not yet completed but continues to be addressed and is ongoing Ongoing

The deliverable requires revision Not completedDeemed not applicable Not rated

PLANNED DELIVERABLES 01/10/2014 – 30/09/2015 DELIVERY STATUS# Quarter 1 Deliverables: October-December 2014 Description especially if deviation from plan1 Public Calls for Proposals (CFPs)2 PPD / PD Screening3 Due Diligence / Funds Disbursement4 FTC/FMC Quarterly Meetings5 FONERWA & FMT Logframe Refinement Workshop and Follow up Follow up was delayed and has now been completed in Q26 Annual Report Was not required by DFID-R7 Further utilisation of National Pool of Trainers Build on CDKN project achievements8 Private Sector Capacity Building with Partners BRD, PSF, BDS

9 Orientation & Training to FMC/FTC on Request FTC trained on PS and instruments and similar training planned for FMC

10 FONERWA Support to GGCRS and EDPRS 2 Objectives and Implementation11 Capacity Development of Project Applicants (PPD/PD) PD orientation and clinics12 Internal Resource Mobilisation: Support to New Environmental Fiscal Reforms

13 Private Sector Instruments Reviewed; Additional Instruments Considered Worked on during quarter and still ongoing FMT work with PS instruments review

14 Website Maintenance & Updates

15 Ensuring Adequate Advertisement for Calls for Proposals

16 Technical Assistance to Projects (throughout period) Ongoing FMT work

1 The legend intends to flag up using a traffic light system the progress status of each Deliverable with green meaning completed on schedule, amber meaning ongoing/delayed and red meaning stalled with revision required.

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17 M&E of Approved Project Implementation (throughout period) Ongoing FMT work plus efforts to improve the M&E systems and orientate new staff

18 Fund Management & Administration (throughout period) Ongoing FMT work

19 District Capacity Building (throughout period) Ongoing in collaboration with CDKN project

20 Support of FONERWA Budget Agency Status (throughout period) Ongoing

21 Readiness & Technical Support for International Climate Finance (throughout period) Ongoing assignments in this respect mobilized in Q2

22 Consultation with Development Partners for Capitalisation (throughout period) Ongoing

# Quarter 2 Deliverables: January – March 2015 Description especially if deviation from plan

1 Public Calls for Proposals (CFPs) Not applicable because FMC recommends defer to 6 monthly rather than 3 monthly process. Next call will be June 2015

2 PPD / PD Screening Not applicable because FMC recommends defer to 6 monthly rather than 3 monthly process. Next screening will be June 2015

3 Due Dilligence / Funds Disbursement

4 Recruitment of Additional Staff in Partnership with GoR/UNDP Substantive progress in this area.

5 FTC/FMC Quarterly Meetings

6 Quarterly Reporting (Harmonised Across Funding Sources)

7 Development of Sector Evaluation/Review Materials by Subject Matter Specialists

8 Training of National Pool and FMT by Subject Matter Specialists In collaboration with CDKN project – on-going

9 Private Sector Capacity Building with Partners BRD, PSF, BDS Ongoing FMT work – development of PS engagement strategy

10 Orientation & Training to FMC/FTC on Request

11 FONERWA Support to GGCRS and EDPRS 2 Objectives and Implementation

12 Capacity Development of New IT Support Staff by IT Provider In progress

13 Capacity Development of Project Applicants (PPD/PD) In-progress

14 Internal Resource Mobilisation: Support to New Environmental Fiscal Reforms Dependent and awaiting other institutional processes.

15 Internal Resource Mobilisation: Forestry Fines & Fees Channelled to Fund The law has been drafted and submitted to MINIRENA/Policy levels for Cabinet approval

16 Website Maintenance & Updates

17 Development/Updating Knowledge Products for Dissemination (e.g. FONERWA Brochure, Project Briefs) Commenced but not completed

18 Gathering & Disseminating Lessons Learned from Project Implementation Commenced but not completed

19 Ensuring Adequate Advertisement for Calls for Proposals

20 Backend Project M&E System in Place

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ANNEX 1B. FMT year 3 work planFONERWA FMT Extension Work Plan

Phase 1: Recruitment Phase 2: Hand Over of Management# Work Plan Actions Quarter 1 Quarter 2 Quarter 3 Quarter 4

1.0 Fund Management Key Deliverables:1.1 Additional Staff Recruited /On-the job training delivered; 1.2. 5th CFP Held; 1.3. 6th CFP Held; 1.4. 7th CFP Held; 1.5. 7th CFP Held; 1.6. Project Management M&E Systems Fully Developed; 1.7. FONERWA & FMT Logframe Workshop Held; 1.8. FONERWA Annual Report Submitted; 1.9. FMT Project Exit Report Submitted

1.0 Fund Management Oct'14 Nov'14 Dec'14 Jan'15 Feb '15 Mar’15 Apr '15 May '15 Jun '15 Jul '15 Aug '15 Sep '151.1 Public Calls for Proposals (CFPs) D: 1.2 D: 1.3 D: 1.4 D: 1.51.2 PPD / PD Screening

1.3 Due Dilligence / Funds Disbursement

1.4 Recruitment of Additional Staff in Partnership with GoR/UNDP D: 1.1

1.5 Technical Assistance to Projects

1.6 M&E of Approved Project Implementation D: 1.61.7 FTC/FMC Quarterly Meetings

1.8 FONERWA & FMT Logframe Refinement Workshop and Follow up D: 1.7

1.9 Quarterly Reporting (Harmonised Across Funding Sources)

1.10 Annual Report D: 1.81.11 Fund Management & Administration

1.12 Final Project Report (Exit Report) D: 1.92.0 Capacity Building Key Deliverables:2.1. Secretariat Fully Trained; 2.2. IT Support Staff Recruited; 2.3. Training of National Pool of Trainers Complete; 2.4. National Pool of Trainers Established; 2.5. Sector Evaluation/Review Materials Complete

2.0 Capacity Building Oct '14 Nov '14 Dec '14 Jan '15 Feb '15 Mar'15 Apr '15 May '15 Jun '15 Jul '15 Aug '15 Sep '152.1 Further Establishment of National Pool of

Trainers D: 2.4

2.2 Development of Sector Evaluation/Review Materials by Subject Matter Specialists D: 2.5

2.3 Utilisation of National Pool and FMT by Subject Matter Specialists D: 2.3

2.4 Orientation, Training & Mentoring of New FMT Staff Recruits D: 2.1

2.5 District Capacity Building

2.6 Private Sector Capacity Building with Partners BRD, PSF, BDS

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2.7 Orientation & Training to FMC/FTC on Request

2.8 FONERWA Support to GGCRS and EDPRS 2 Objectives and Implementation

2.9 Capacity Development of New IT Support Staff by IT provider D: 2.2

2.10 Capacity Development of Project Applicants (PPD/PD)

3.0 Resource Mobilisation Key Deliverables:3.1. FONERWA Obtains Budget Agency Status;

3.0 Resource Mobilisation Oct '14 Nov '14 Dec '14 Jan '15 Feb '15 Mar'15 Apr '15 May '15 Jun '15 Jul '15 Aug '15 Sep '153.1 Support of FONERWA Budget Agency Status D: 3.13.2 Readiness & Technical Support for

International Climate Finance3.3 Internal Resource Mobilisation: Support to

New Environmental Fiscal Reforms3.4 Internal Resource Mobilisation: Forestry Fines

& Fees Channelled to Fund3.5 Private Sector Instruments Reviewed;

Additional Instruments Considered4.0 Knowledge Management & Communications Key Deliverables:4.1. Innovative Project Profiles Available on Website; 4.2. Lessons Gathered and Shared on Website/ Relevant Forums; 4.3. FONERWA Represented at COP 20; 4.4. Backend Project Mangement System in Place

4.0 Knowledge Management & Communications Oct '14 Nov '14 Dec '14 Jan '15 Feb '15 Mar'15 Apr '15 May '15 Jun '15 Jul '15 Aug '15 Sep '154.1 Website Maintenance & Updates

4.2 Development/Updating Knowledge Products for Dissemination (e.g. FONERWA Brochure, Project Briefs)

D: 4.1

4.3 Gathering & Disseminating Lessons Learned from Project Implementation D: 4.2

4.4 FONERWA Represented at COP 20 (Lima, Peru) D: 4.34.5 Ensuring Adequate Advertisement for Calls for

Proposals4.6 Backend Project M&E System in Place D: 4.4

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ANNEX 2. FMT 3-year log-frame as at OCTOBER 2014

The log-frame for the DFID support to the Fund Management Team of FONERWA draws heavily on the log-frame for the Fund itself. Indicators marked with [*] are also currently included in the FONERWA log-frame.

PROJECT TITLE Creation of the National Fund for Climate & Environment (FONERWA)

IMPACT Impact Indicator 1 Baseline (June 2012)

Milestone 1 (June 2013)


Milestone 3(Jun 2015)

Target(Oct 2015)

Version 1.3

Contribute to wealth creation and poverty reduction in Rwanda through low carbon and climate resilient economic growth.

Percentage change in national climate change vulnerability index*

Methodology development through ENR sector before June 2015SourceIndicator under development by DFID Climate & Environment Dept. Not currently measured by GoR but included in FONERWA M&E framework.

Impact Indicator 2 Baseline (June 2012)




Target(Oct 2015)

Rwanda National Green-house Gas Emissions reductions in relation to the baseline scenario2

Planned 390,940 502,160 613,380 724,600 724,600Achieved n/a n/aSourceBiannual GHG inventory / National communications with UNFCCC / GoR Economic Data

2 As used in the SNC (difference between business as usual and mitigation scenario in tCO2e) , annual projections is the basis of the calculations and the next figures will come from 3rd National Communication

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OUTCOME Outcome Indicator 1 Baseline (June 2012)




Target(Oct 2015) Assumptions

Rwanda able to finance and further develop national programmes and private sector initiatives which contribute to low carbon and climate resilient development

Cumulative volume of finance [US$ millions] mobilized for climate and environment purposes as:A). contributions to Fund;B). leveraging (including co-financing for Fund supported projects)disaggregated by: a).private sector b).GoR c).MDBs / other development partners (including DFID)/other sources*

Planned A(a) 0.0 (b) 0.0 (c) 0.0

B(a) 0.0 (b) 0.0 (c) 0.0

A(a) 0.0 (b) 0.0 (c) 0.0B(a) 0.0 (b) 0.0 (c) 0.5

A(a) 0.0(b) 3.0(c) 30.0B(a) 4.6(b) 0.0(c) 1.1

A(a) 0.0 (b) 4.2

(c) 59.5B(a) 7.2 (b) 6.2

(c) 11.0

A(a) 0.0 (b) 5.1

(c) 60.3B(a) 7.4 (b) 6.8

(c) 15.0

Climate and environment is mainstreamed into EDPRS II.

Climate & environment programmes complement wider pro-poor activities.

Strong macro performance continues.

Achieved A(a) 0.0 (b) 3.6 (c) 53.2 B(a) 2.6 (b) 7.0 (c) 0.5

A(a) 0.0(b) 4.2

(c) 59.53

B(a) 3.2(b) 6.2(c) 11.0

Source

Fund manager progress reports, agreed with REMA

Outcome Indicator 2 Baseline (June 2012)




Target(Oct 2015)

Number of Project Profile Documents:a) received by the FMTb) meeting the standard required to proceed to Project Document stagec) approved by the FMC4*

Planned(a) 0(b) 0(c) 0

(a) 0(b) 0(c) 0

(a) 45(b) 23(c) 13

(a) 1088(b) 53(c) 21

(a) 11485

(b) 63(c) 26

Achievedfund only

capitalised in July 2013

(a) 1028(b) 64(c) 20

SourceFund manager progress reports, agreed with REMA

Outcome Indicator 3 Baseline (June 2012)




Target(Oct 2015)

% of projects successfully implemented.6*

Planned 0 0 80 80 80Achieved fund only capitalised

in July 201328

SourceFund manager progress reports, agreed with REMA

INPUTS (£ million) DFID (£) Govt (£) Other (£) Total (£) DFID share (%)2.2 - - 2.2 100%

INPUTS (HR) DFID (FTEs)

3 Only direct financing to FONERWA is considered (DFID, UNDP, KFW, DCF/AfDB )4 Emphasis on large scale, cross-sector and integrated project planning and execution using project management approaches that have a track record of successful implementation IDP and VUP will serve as institutional vehicles for effective planning and implementation of projects/programs.5 On average 60 submitted per call6 Where success is defined as the project being on track to delivering at least 80% of the results set out in its Project Document

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0.5 C&E Adviser; 0.1 Programme manager; 0.1 Results & Evaluation adviser

OUTPUT 1 Output Indicator 1.1 Baseline (June 2012)



Milestone 3(June 2015)

Target(Oct 2015)

Assumptions

Process of screening projects and disbursing finance is managed effectively.

% of:a) Project Profile Documents.b) Project Documents approved, reviewed within 20 and 307 working days respectively, and in accordance with agreed screening procedures*

Planned(a) 0(b) 0

(a) 50(b) 40

(a) 80(b) 60

(a) 90(b) 80

(a) 90(b) 80

Other Donors are willing / able to contribute to a well-designed and effective Fund.

Donors willing to follow GoR priorities.

Private sector is interested in investing in low carbon and/or climate resilient activities.

Wider enabling environment supports private sector investment.

Achieved fund only capitalised in

July 2013

(a) 100(b) 0

Source Fund manager progress reports, agreed with REMA; Joint Sector Reviews

Output Indicator 1.2 Baseline (June 2012)




Target(Oct 2015)

Cumulative % of total funds:a) committedb) disbursed to approved projects (disaggregated by recipient: government agency, private sector,CSOs)*

Planned a) 0b) 0

a) 0b) 0

a) n/ab) n/a

a) 65b) 25

a) 72b) 30

Achieved fund only capitalised in July 2013

a) 57.3b) 8.2

Source

Fund manager progress reports, agreed with REMA, Joint Sector Reviews

IMPACT WEIGHTING RISK RATING

35% MediumINPUTS (£) DFID (£) Govt (£) Other (£) Total (£) DFID share (%)

0.65m - - 0.65m 100%INPUTS (HR) DFID (FTEs)

0.2 C&E Adviser

7 Provided project documents received by FMT within 15 working days of next scheduled meeting of the management committee

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Target(Oct 2015)

Assumptions

Capacity for managing the Fund built and transferred to Government of Rwanda

Number of initial local technical staff recruited who are retained at the end of the project period

Planned 0 0 0 n/a 3Trained staff remain in the Fund Secretariat

Sufficient numbers of staff to cope with workload

Achieved n/a n/aSource Fund manager quarterly progress reports, agreed with REMA

Output Indicator 2.2Baseline

(June 2012)Milestone 1 (June 2013)



Target(Oct 2015)

Fund Secretariat Management systems embedded

Planned n/a n/a n/aOrganogram IOPs JDs operational

MISPerformance Management

Achieved n/a n/a IOPs and JDsSourceFund manager quarterly progress reports agreed with MINIRENA

Output Indicator 2.3Baseline

(June 2012)Milestone 1 (June 2013)



Target(Oct 2015)

% of the Fund Secretariat made up of local technical staff

Planned 0 10 50 80 100Achieved 100% 100%SourceFund manager quarterly progress reports, agreed with REMA





Target(Oct 2015)

Number of government of Rwanda staff recruited for the fund management secretariat

Planned 0 0 0 7 9Achieved 0 4SourceFund manager quarterly progress reports, agreed with REMA, discussions with REMA and MINIRENA staff

IMPACT WEIGHTING

RISK RATING

25% Medium

INPUTS (£) DFID (£) Govt (£) Other (£) Total (£) DFID share (%)0.65m - - 0.65m 100%

INPUTS (HR) DFID (FTEs)0.2 C&E Adviser

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Target(Oct 2015) Assumptions

Awareness raising and technical assistance support submission of good quality proposals

Number of people trained in developing proposals (disaggregated by private sector/district level government/central government/CSO)

Planned 0 100 175 759 800 Sufficient numbers of high quality proposals are received.

Steering Committee and Technical Committee meet regularly and function effectively.

Achieved 291 786Source

Fund manager progress reports, agreed with REMA





Target(Oct 2015)

a)Number of people visiting the FONERWA website;b)Number of requests to the FMT for Technical Assistance in proposal development

Planned (a) 0(b) 0

(a) 0(b) 50

(a) 0(b) 150

(a) 15458

(b) 200(a) 2060(b) 250

Achieved (a) 0(b) ~200

(a) 1545(b) >302

SourceFund management team quarterly progress report; based on information from the FONERWA website and email records

Output indicator 3.3 Baseline (June 2012)




Target(Oct 2015)

Number of financial instruments targeting the private sector developed and piloted by the FMT

Planned 0 1 1 2 2Achieved 1 1SourceFund Management Team quarterly progress reports, agreed with REMA



0.7m CDKN contribution to training figures – could be shown here

0.7m 100%

INPUTS (HR) DFID (FTEs)0.1 C&E Adviser

OUTPUT 4 Output Indicator 4.1 Baseline Milestone 1 Milestone 2 Milestone 3 Target Assumptions

8 This is based on the number of people that visited the site in October. The cumulative figure for the next extension Year is as a result of the 1545/3 last months before October which has been added to 1545

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(June 2012) (June 2013) (June 2014) (June 2015) (Oct 2015)Results from FONERWA are effectively and transparently monitored and lessons disseminated.

% of active projects reporting data of sufficient quality to satisfy FONERWA monitoring and evaluation system.

Planned 0 80 80 80 80Sufficient M&E capacity and expertise is available

Results are shared widely and lessons acted upon

Achieved fund only capitalised in July 2013

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Source Fund Management Team quarterly progress reports





Target(Oct 2015)

% of implementing projects that demonstrate:(a) transparent community participation;b) a significant gender focus.

Planned (a) n/a(b) n/a

(a) n/a(b) n/a

(a) n/a(b) n/a

(a) 60(b) 60

(a) 60(b) 60

Achieved fund only capitalised in

July 2013

(a)100(b) 63

Source Fund Management Team quarterly progress reports (aggregated project level data)





Target(Oct 2015)

Evidence that lessons learnt are being used to adapt programme implementation.

Planned n/a n/a n/a evidence of lessons learnt being incorporated, as assessed through Annual Review

evidence of lessons learnt being incorporated, as assessed through Annual Review

Achieved n/a n/aSourceFund Management Team quarterly progress reports



0.2m 0.2m 100%INPUTS (HR) DFID (FTEs)

0.1 Results & Evaluation Adviser

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ANNEX 3. Fonerwa risk matrix as at 31st march 2015Risk management register for operationalizing and managing FONERWA

Risk assessment for FONERWA Date of most recent update: 31/3/2015

# RiskINITIAL

RISK Mitigation Strategy

RESIDUAL RISK

Change in risk assessment since last

updatedAdditional actions/ Contingency plan

L I L IRISK OF FAILURE TO ALIGN WITH OTHER RELEVANT POLICIES, PROGRAMMES AND SYSTEMS

1 FONERWA is not fully integrated in the GoR system as initially planned in the design phase.

1. On-going involvement of stakeholders in workshops and meetings such as Senior Management meetings in MINIRENA.2. Timely engagement of Strategic stakeholders in implementation of FONERWA.3. Engagement and participation of governance levels (FTC, FMC) in informing sustainability.4. FONERWA organogram proposed; ensure approval by Government Authorities.

Draft organogram presented to FMC for approval Institutional positioning report finalised and presented to the GoRExtension of DFID support for additional year to allow for recruitment of GoR led team and build their capacity. Increase in number of local staff under GoR arrangements

Draft organogram approval by relevant authorities Institutional positioning report finalised and presented to the GoRConsider further resources to support Fund management

2 Launch does not achieve intended objectives of promoting the fund. Risk factors include:- The right people do not attend

1. Engaging Senior GoR leadership for support.2. Develop the communication startegy.3. Identify and involve partners.

This is no longer a risk since the launch was successfully organised

Continuous coordination with policy makers, DPs and other relevant stakeholders

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Risk legendL Likelihood of the risk materialisingI Impact on FONERWA if risk materialises

HighMediumLow

- Lack of senior government engagement-Insufficient preparation by FMT and GoR-Further delays to the timing of the launch

3 Lack of coordination with existing donor and government programmes fails to capitalise on benefits of collaboration and avoid duplication.

1. Effective engagement of stakeholders, public awareness and communication on FONERWA goals and objectives.2.Ensure FONERWA linkages/relevance to implementation of key processes such as EDPRS II3. FMT participation in Sector Working Group meetings and other meetings/engagements relevant to FONERWA.4. PPD/PD orientation and other capacity building carried out by FMT.5.FTC/FMC meetings.

The risk is still low basing on the current status of the fund. Also, the results of FONERWA launch are being exploited, the communication specialists have been hired on call down basis to design an effective communication system, Relevant stakeholders are engaged, Continuous linkages with EDPRS II

More sensitisation on the mandate of FONERWA and how it fits into other Government programmes is highly needed and expected to be emphasised in the communication strategy

RISK OF FAILURE TO MOBILISE SUFFICIENT RESOURCES4 Delay in adoption of EIA fees

collection procedures impacting the domestic capitalisation.

1. Engaging RDB in setting EIA fees collection mechanisms.2.Engaging with MINECOFIN in setting public EIA fees collection mechanism3. Supporting policy-level discussions between MINIRENA & MINECOFIN/RDB

Although relevant institutions have been contacted, and discussions held, there is noted delays which requires additional effort and commitment from different levels. Hence the change of the likelihood from low to medium

Coordinate with RDB and finalise the MOU on collection modalities. Engaging with MINECOFIN in setting public EIA fees collection mechanism

5 Delay to carry out the Economic and Legal Assessment of Proposed new Levy Tax/ Fines due to limited availability of the government stakeholders for consultations.

1. Conduct strategic engagement with the relevant stakeholders and consult on the matter.2.Carry out awareness and sensitisation to make sure that all stakeholders know the role and understand the benefits of these assessments and also the proposed taxes

The risk is changed to Medium due to the noted delays, although cooperation is expected from engagement with different stakeholders basing on the proposal that has been developed on economic analysis paper

FMT through MINIRENA to escalate discussions with relevant authorities

6 Delay to approve the forestry fees and fines collection

1. Engage relevant authorities through consultations and approval of the MO

Comments on the MO from the law reform commission

Continuous follow up by MINIRENA to ensure

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modalities through a Ministerial Order (MO)

2. Public awareness/support and district level engagement to inform the MO and streamline the collection process.

have been addressed and the document is sent back for translation into other languages. The process is on-going until Cabinet approval

Cabinet approval that will pave the way for formulation of collection procedures.

7 MINECOFIN unwilling to contribute additional domestic resources to FONERWA

1. Maintain strong engagement with MINECOFIN2. Extend the issue to external funding to consider domestic financing as a catalyst for robust resources mobilization.

It is the GoR mandate to ensure sustainability of the Fund. The first instalment of match funding was disbursed and the second disbursement of 500m was made this quarter

To coordinate with MINECOFIN annually during the national budget process

8 Unfavorable aid landscape - suspension of aid and of cooperation from key Rwanda partners.

1. Continue to engage bilateral and multilateral potential partners using MINECOFIN (EFU)(with the support and influence of DFID) - lead donor for FONERWA)2. Project proposal development targeting Multilaterals such as AF and GCF3. An elaborate mapping of potential donors with demonstrated interest in providing support to Rwanda.4. Focus on ensuring approved projects generate good results to encourage continued and enhanced support from donors.5. Carry out scenario planning in case of changes in financing.6.Ensure institutional positioning and arrangements for FONERWA are appropriate for robust resources mobilization targeting major global climate funding sources.

The likelihood of the risk happening is still low due to the availability of institutions entitled to climate change financing. Also, FONERWA launch contributed to increased DPs support for climate change and GCF starting the process of Rwanda's accreditation has brought in more security

Design institutional positioning for FONERWA which are appropriate to support robust resources mobilization targeting major global climate funding sources. The resource mobilisation strategy should be designed in a way that addresses this component

RISK OF FAILURE TO ENGAGE THE PRIVATE SECTOR9 Lack of the technical capacity

within the private sector to develop quality projects that respond to environment, climate change and green growth and are in position to attract FONERWA funding.

1. Public awareness, training and technical support to Rwanda Development Bank (BRD), and PSF with its Business Development Centres (BDCs) particularly in environment, climate change and green economy principles and practices.3. Direct engagement of PSF chambers and their relevant companies

The private sector interest and participation is increasing, although the recent market research indicates the need for better targeting and instruments

Consider re-allocating resources to support additional capacity development with the private sector.

10 NEW RISK 1.Ellaborate on private sector financing in the resources This is a new risk and more

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The available private sector financial instruments and resources may not be sufficient and attractive to the private sector

mobilisation strategy and engage DPs for funds purposely for private sector financing2. Make an assessment and introduce other relevant financial instruments3. Included special focus on Private sector in institutional positioning of FONERWA

actions will be noted in the next quarter

11 Low private sector interest in contributing to the Fund

1. Engagement of all key actors such as BRD in private sector in developing the resources mobilisation strategy.2. The use of competent Regional/international consultants to develop a strategy that is relevant to national needs and context.3. Design a strategic public awareness targeting engagement of a group of selected companies championing CSR objectives.

The risk is expected to continuously reduce due to the on-going coordination with PSF and specifically with chambers as well as partnership of the BRD in FONERWA funded projects.

Plan to organise different meetings with the private sector- more especially responsible organisations who value CSR. The resources mobilisation strategy to elaborate more on the approach

Identify DPs and climate finance institutions that can support private sector resources mobilization

RISK OF FAILURE TO EFFECTIVELY COMMUNICATE OPPORTUNITIES AND IMPACT OF FONERWA12 Lack of national capacity to

implement a communication strategy that targets global climate financing sources.

1. Effective communication strategy that is appropriate to global audience.2. Design an effective training and dissemination system by use of knowledge management tools and instruments.3. Improve functionality of website to facilitate user friendly access to FONERWA information.

Streamlined knowledge management system plans with competent staff and availability of funds.

Consider reallocating resources to improve external communication.

13 Risk of not making FONERWA target in EDPRS II undermining FONERWA's relevance to GoR

1. Be more focused and strategic in targeting the kind of projects that receive FONERWA financing.2. Close monitoring of proejct logframes and action taken promptly where progress looks to be off-track.3.Strategic public awareness and proposal development orientation sessions that attract projects that address national priorities and EDPRS II in particular.

Current experience shows that quality of projects is improving, there is still need to demonstrate results that are in line with EDPRS II targets.

FMC and FMT to coordinate with relevant policy makers and consider the advise of different consultants on FONERWA strategic positioning

RISK OF WEAK PROJECT IMPLEMENTATION

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14 Lack of reports of sufficient quality from all project activities which highlight lessons learned

1. Ensuring that reports are submitted on time.2. FONERWA team to work closely with implementers particularly suring early phases of project planning and implementation.3.Engagement with project implementers in support of project implementation and reporting to ensure reporting meets expected quality standards.

The project quarterly reporting format is revised to ensure all relevant information is reported and reviews are made by the FMT before a final report is submitted. Also systems are being set up to collect lessons learned

Guide project implementers on how to use the template and monitor the results

15 Projects may have unintended consequences that harm the reputation of FONERWA e.g projects which themselves may have negative climate and environment impacts.

1. Ensure Environment and Social Impact Assessment sections of PPD/PD are strengthened in proposal development.2. Ensure Environmental management plans are in place and regulatory procedures including environmental audits are carried out.

Streamlined project review process. Also, more competent sector specialists have been hired and added on the existing team of consultants using UNDP funds

Ensure projects proposal criteria meets FONERWA requirements.

RISK OF SHORTAGE OF HIGH QUALITY PROPOSALS COMING TO FONERWA16 Inappropriate timing of

capacity building training sessions. And;Failure to respond to capacity needs of beneficiaries across windows and institutions/organizations.

1. Properly plan capacity building in good time and with appropriate quality of material and delivery approach that influences good quality project proposals.2. Focused capacity building which is in line with beneficiaries specific needs.

Capacity building and technical assistance sessions are well streamlined and in line with the needs. Also, there is a big pool of consultants and full time staff due to additional funds from UNDP

Consider capacity building of the team and streamline the quality of support provided to project applicants

RISK OF UNSUSTAINABILITY OF FUND MANAGEMENT ARRANGEMENTS17 The GoR may not be able to

take over FONERWA financial responsibilities after the end of DFID support in September 2014.

1. Developing fund mobilisation strategy targeting GoR capacity development support and staffing of FONERWA under GoR modality.2.Establish and Exit strategy through, among other things; targeted capacity building that provides sufficient publicity for FONERWA as a potential employment option

This is no longer a risk since it was already settled

18 The GoR may not be able to take over FONERWA financial responsibilities after the end of DFID support in September 2015

1. Engage the relevant Government officials to design an appropriate FONERWA structure and ensure cabinet approval.2. Design a GoR staff recruitment strategy and ensure recruitment in August 2014 and March 2015 targets the current FMT staff to continue supporting FONERWA operations beyond DFID period.

The likelihood of the risk happening is reduced from high to medium due to the systems in place under GoR arrangements and ownership from the relevant policy makers.

FMT supported by external consultants to recommend to GoR the institutional positioning of FONERWA to guide decision making on institutional structure and arrangements that

18

supports sustainability

Escalate discussion with GoR on FONERWA structure and Cabinet approval

Consider alternative funding arrangements e.g. imposing a management fee on contributions to FONERWA Strict monitoring of the FMT designed work plan which is ending 30th September 2015 and ensure that all systems are set up. Also, seek for more operational finances in addition to UNDP capacity building funds

19 Lack of adequate staff 1.Secure funding to recruit adequate staff 2. Use current FMT to transfer skills to new GoR managed staff

Gradual recruitment of staff under GoR system. The FMT currently working under the CIDT contract is expected to continue with the Fund.

Consider further resources to support Fund Management and also design competitive staff benefits to ensure sustainability

19

20 Difficulty recruiting sufficiently skilled staff with relevant capability to manage the Fund

1. Engage GoR to recognize high level of skill set required to effectively run FONERWA and plan for recruitment of skilled staff.2.To design a competitive compensation structure to attract skilled staff.

The likelihood of the risk happening has reduced to low due to the skills of staff already recruited and their current performance

FONERWA is considered unique without a similar institution for comparison hence there is need to come up with the appropriate institution Also, consider further resources to support Fund Management. Design an appropriate staff capacity development plan and a staff capacity development plan

21 Unable to take on call down consultant arrangements

1.Secure resources to recruit call down arrangements.2.Ensure timely and appropriate procurement procedures are used to avail call down consultants.3.Engage funders to apply management fee to facilitate technical support to projects through call down arrangements.

Additional call down consultants recruited under GoR procedures through UNDP funds

Consider further resources to support Fund Management.

RISK THAT POOR VALUE FOR MONEY PROJECTS RECEIVE FUNDING22 Call down consultants may not

be available when required delaying the project review process

1.Conducting the needs assessment and identifying the areas that need technical support. Ensure advance notice on scheduling call down consultants.

Noted wide number of sector specialists under the current system and planned system using GoR funds from UNDP support

Timely planning

20

23 Call down consultants may not have the required technical expertise, compromising the quality and reliability of project review results.

1.Choose the right experts who are skilled and experienced in the area2. Let call down specialists, sign a confidentiality and professional responsibility policy3.Use QA process and FTC/FMC scrutinity to ensure rigorous process

There is a pool of call down consultants and hence those who are more skilled will always be considered

Consider reallocating resources in order to attract higher quality consultancy support. Also, assessment of consultants reports after every PD review

24 Lack of the technical skills by the private and public sectors to develop quality projects for funding.

• Capacity building and development to both private and public sectors through training and technical support to project development.• Design a public awareness program to attract quality project proposals• Allocate specific finances to capacity building programs and also partner with relevant stakeholders e.g MINALOC, PSF etc., and CDKN for District support

Planned support from a national team trained for this purpose, Availability of local call down consultants to be used for this purpose,Lessons learned from the already financed projects

Re-allocate resources to support additional capacity development for project developers. Also, show case those projects which are already under implementation Allocate an additional local team, train them to be considered as additional national pool of consultants

25 The PPD and PD process may not be effectively managed (e.g screening procedures not followed) and relevant data

1. Have organized data per organizational category (Public organization, Ministry, NGO, private sector etc;) from PPD to PD. Also, have a back up of all submissions per call for proposal and their respective screening results.2. Communicate to all applicants and file/back up these responses FTC and FMC review results should be filed/backed up with all relevant documents

The risk has been reduced to low due to the current experience from the expertise of the knowledge management specialist with a Planned streamlined communication and data storage system

Consider reviewing the PPD and PD process. Streamline the communication system through designing appropriate response measures

21

26 Projects may not yield the intended results where funds are not used for the intended purpose.

• Design an effective grant agreement and other relevant grant guiding policies and monitor the implementation• Carry out an elaborative pre grant award survey-Due Diligence with an experienced firm. Also carry out quarterly reviews during project implementation• Monitor management of the project risks • Organise quarterly progress meetings with grant beneficiaries and also request for a copy of steering committee quarterly meetings• Organize relevant trainings to grant beneficiaries e.g in areas of financial management, Monitoring and evaluation, GoR procurement system etc.,

Projects are still at initial stages of implementation and issues are expected as disbursements increases. However, planned periodic field visits and spot checks/ audits are expected to minimise the fiduciary risk

Streamlined M&E system. Hire an experienced firm in fiduciary risk management

27 The private sector line of credit with BRD may not be effectively implemented and project results may not be achieved

• Establish an effective MOU with BRD which permits quarterly reporting to FONERWA and funds credit steering committee. Ensure full implementation• Design a follow up schedule of loan repayments and monitor FONERWA bank accounts• Design projects M&E plan and coordinate with BRD to ensure effective implementation

The designed MOU is planned to guide the entire process. Also, BRD is expected to have experience in loan management

Streamlined project monitoring system with a strong steering committee from both BRD and FONERWA

28 The Fund may not be effectively set up with relevant systems functional

• Design and implement the FONERWA strategic plan• Have qualified people with the right skills and expertise in the different areas• Set up a staff competitive benefits and motivation system• have relevant guidelines/procedures/policies for the different systems/processes • Have an efficient internal audit system for periodic review of the systems operations• Employ enterprise risk management and ensure each system/process manages the related risks• Design an annual planning system (in line with the long term strategic plan) for every staff and the periodic (weekly, monthly, quarterly, annual) performance reporting system• Organize annual external audits• Design an effective staff training and development plan and monitor its implementation • Design the Fund succession plan

Available capacity building strategy/ plan for the Fund

Ensure the appropriateness of the capacity building plan and its implementation

22

ANNEX 4. Capacity development plan – progress update as at 31st march 2015Version of 1st April 2015

The tables below represents a sub-work plan specific to Capacity Building activities specified for the extension period by DFID. Activities, timeframes,priorities and responsibilities were:

Set following discussions with the FMT in the week commencing 20th October. Revised following discussions with FMT in the week commencing 16th February – status column added, responsibilities and timeframes clarified. Amendments are

shown in red/track changes. The next review is anticipated in May 2015 (see activity 1.19.)

The activities are intended to be flexible and can be adapted to meet arising needs.

There are three clear phases and two priority areas:

1 Oct - Dec Secretariat staff recruited, staff induction and orientation Achieved2 Jan –

MarchSystems that underpin Secretariat functions and services are consolidated: MER system, web and knowledge management system, performance management system etc

Ongoing

3 April - Oct GoR Secretariat staff take the lead in delivery, outgoing FMT consultants mentor

PRIORITY: Orientation, Training & Mentoring of New FMT Staff Recruits9 (Extension work plan activity 2.6) Capacity need Capacity Building Action Timeframe Responsible Status

1.1 Confirmation of FMT/Secretariat organisational structure

Organigram confirmedLines of reporting responsibility confirmedActivation of Senior Management Team (SMT) structureSub-teams convened and meeting regularly

Oct 2014 DC Achieved

1.2 Clarify Secretariat/FMT roles (to eliminate overlap of responsibilities & assure accountability)

Development of templates for Job Descriptions (JDs)Development of templates for Individual Operating Plans (IOPs)Production of JDs and IOPs by all staff, in conjunction with line managerUse of these as basis for structured performance review

Oct 2014 DC / RNa JDs & IOPs subject to approval by SMT – BN to coordinate

1.3 Formal induction of 4 appointed staff

Clear orientation to FONERWA and specific roleProvision of all relevant documents etcOrientation meetings with key staff

Week 1 of employment

AM Achieved

1.4 Learning by doing/ learning on the job – 4 new recruits

Job shadowing of FMT consultants by GoR staffCoaching and delegation of tasksJoint work planning / responsibility sharingCo-attendance in stakeholder meetingsIntroduction to FONERWA networks & partners(Completion of Personal Development Plans – including possible

Months 1-3 As nominated by AM for each new recruit

Achieved – evaluate as part of 1.20

9 Deliverable 2.1 Secretariat fully trained

23

assigning of mentors outside FONERWA team) PDPs to be developed

1.5 Recruitment against vacant posts in the FONERWA organigram

Recruitment of Private Sector SpecialistRecruitment of Project Analyst/ManagerRecruitment of remaining FMT posts/additional call-down consultants

Dec 2014

May 2015

AM/ RNa Achieved – P/S specialist & Programme Manager. Further posts to be advertised.

1.6 Formal induction of 4 further appointed staff

Clear orientation to FONERWA and specific roleProvision of all relevant documents etcOrientation meetings with key staff

Week 1 of employment

AM Achieved

1.7 Learning by doing/ learning on the job – 4 new recruits

Job shadowing of FMT consultants by GoR staffIntensive coachingDelegation of tasks & responsibility sharingJoint work planning & co-attendance in stakeholder meetingsIntroduction to FONERWA networks & partners(Completion of Personal Development Plans – including possible assigning of mentors outside FONERWA team)

Months 1-3 SK & DC Underway

1.8 Knowledge of CCD Seminars delivered by CCD specialists and members of FMT on: Overview of Green Growth Programme of Actions Green Growth Strategy NAPA Third National Communication (REMA) – climate change

threats

Monthly until Oct 2015

JM to coordinate.REMA/UNDP Dennis / John Van Mossell

Basic training delivered for new recruits by DC

Half-day seminar 20th March

1.9 Strengthening of PPD and PD review practices

Assessment of PPD review practices – recommendations on consistency of review and practice for feedback to unsuccessful proposalsTraining of FMT/Secretariat staff (the Projects team) to review PPDs

Oct 2014 DC Achieved

1.10 Monitoring skills for M&E and Finance personnel

On the job coaching on: Developing an M&E system Revising M&E templates Nesting of results from project to FONERWA level results

framework ToT for M&E staff to train Project Implementers – under 1.13

FONERWA Project M&E Plan developed & agreed.New tools for project implementers drafted.Tools for FMT under development (Field Visit report template/ Pre-

Oct 2014 – Sept 2015

EH & RNa/ VK/ JC

Project level tools developed – need to be finalised, tested & rolled out

24

Grant Award Survey checklist / Project Risk Register / revised QR template)M&E database under development – online prototype & interim excel database.New M&E resources to be shared with project implementers via Steering Committee Meetings

1.11 Evaluation skills for M&E and Finance personnel

Preparation of training materialsOne day training – how to conduct a spot checkField visit conductedFurther half day reflective practice

May 2015 EH & RNa To be planned for

1.12 PCM principles & skills Preparation of training materialsStaff undertake online training on PCM/LFAOne day workshop with new GoR staff (& refresher for FMT staff if required)

Jan 2014 DC (F2F training for new staff as part of PPD Review training)

All members of FMT to undertake online RBM module & test – March 2015

1.13 Presentation and basic facilitation skills

Preparation of training materialsHalf day workshop with all Secretariat/FMT staffFollow up Observation of Secretariat/FMT staff PDD/PD training and feedback

April 2015 EH Including for National Pool members

1.14 Active learning, Proactive working Preparation of training materialsHalf day workshop with all Secretariat/FMT staffOther soft skills workshops to be requested by the Coordinator as required e.g. personal effectiveness, team building etc

Nov 2014 EH/ DC NO LONGER REQUIRED?

1.15 Fraud, corruption and Managing Fiduciary Risk

Preparation of ToRs & consultant recruitmentTwo x two day workshop with relevant Secretariat/FMT staff

April 2015 RNa & EH Trainer identified, ToRs developed

1.16 Development of Performance Management system

Establish system that links FONERWA strategic objectives and performance targetsOrientation of FMT/Secretariat staff to new systemFacilitate culture of feedback & results based practiceMid-term review meetings take place

April 2014

May 2015

EH/ DC Initial scoping work done

1.17 Development of standard HR policy and templates

Preparation of ToRs & consultant recruitmentDevelopment work carried out

?? RNa/EH

1.18 Revision of Operational Manual & Grant Manual

Revision of two existing manuals April 2015? RNa

1.19 Interim Capacity Assessment Mapping of further/emerging capacity needs in relation to FONERWA service areas.Assessment of extent to which capacity plan activities have met the needs to date.

May 2015 EH

25

1.20 Full transfer of responsibilities from FMT consultants to GoR Secretariat staff

FMT consultants take a ‘back seat’ and GOR staff take the lead in delivery of FONERWA key servicesOversight and Quality assurance of GoR staff outputs by FMT consultantsFMT consultants provide informal constructive feedback as required

April - Oct 2015

AM to coordinate/ oversee

All staff

OTHER AREAS OF CAPACTITY DEVELOPMENT

District Capacity Building (Extension work plan activity 2.5) Capacity need Capacity Building Action Timeframe Responsibility

2.1 Dedicated FMT support to Districts after closure of CDKN project

Provision of 6 month contract to FMT District support staffRecruit, appoint and induct District Support Officer (DSO)JD/IOPs of two posts to be developedDecision if dedicated District support post needed from Oct 2015

Feb2015May 2015April 2015Aug 2015

CIDTTMJMc & TMAM

2.2 Guidance and support to MINALOC project

Mentoring of MINALOC project to steer delivery of District greening and drive results

Nov 2014 – Sept 2015

JMc & TM

2.3 ‘Refresher’ Awareness raising on FONERWA at District level

Visits/workshops in Districts that have not submitted proposals to FONERWA to date

May – Sept 2015

TM, DSO & national pool?

2.4 District access to KFW Funds for adaptation projects

Awareness raising on KFW funding for Adaptation projectsEncourage District applications for KFW fundsCoordination of KFW funds targeting Adaptation projects

Sept 2014 on TM

2.5 Strengthened District capacity to implement

Capacity building of District based project implementers in M&E May – Sept 2015

TM, new DSO & members national pool

Further Establishment of National Pool of Trainers10 (Extension work plan activity 2.1)Capacity need Capacity Building Action Timeframe Responsibility

3.1 Testing of the modality of the National Pool and the capacity of individuals within the Pool

Engagement of national consultants by FONERWA-funded MINALOC project for greening of DDPsReinforcement of capacity of national pool through experience of greening the DDPs

Oct 2014 – March 2015

CDKN project & MINALOC project

3.2 Access to further training beyond the CDKN ‘foundation’ training

Inviting Pool members to participate in relevant FMT or applicant training for further development i.e. 1.12, 1.13

Ongoing till Sept 2015

TM

3.3 Support to Districts for access to FONERWA funds and implementation

Drawing down on national pool by FMT or District applicants e.g. contracting national pool consultants for support to development of PDs, or project

Oct 2014 ongoing

TM

10 Deliverable 2.3 Training of National Pool of Trainers Complete; Deliverable 2.4. National Pool of Trainers Established;

26

of FONERWA projects implementation3.4 Integration of national pool with

FONERWA call-down consultant listIndividual national pool members to apply for call-down listPotential pairing of international and national consultants to undertake assignmentsPotential use of national pool to review PPDs, undertake project evaluation or baseline studies etc

May 2015?

May 2015 ongoing

National Pool & TM/AM

3.5 Further training or development of National Pool

Exploration of scope (depending on remaining CIDT FMT budget) - potential to refresh pool with a further round of ToT, supporting existing pool members to training new pool members OR offer more specific technical training to existing members of pool

May – Sept 2015

EH & TM

Private Sector Capacity Building (Extension work plan activity 2.6)Capacity need Capacity Building Action Timeframe Responsibility

4.1 FONERWA well informed of entrepreneur and business barriers to FONERWA, and needs of the PS

Review of Private sector targeting requirements and instrumentsStakeholder engagement (workshop) to understand the constraints facing 'green' private sector businesses (to better inform the design of the innovation grant.Report to the FTC with recommendations (and justifications)

Dec 2015 SK

4.2 Enhance FMT/Secretariat capacity to make an informed review of PPDs

Training for FMT on general PS issuesReview of ‘one size fits all’ PPD application*

Feb 2015

May 2015?

SK

4.3 P/S Strategic Positioning Develop ToRs & consultant recruitmentAssignment undertaken & final report approved

April 2015? SKAnkush Chabria

4.4 Engagement of PS and PSF specifically on FONERWA

Awareness raising visits and promotion of FONERWA – Targeting of industries that do not typically conduct ‘green’ activitiesTargeting of District based companiesConsultation with PSF, MIICOM, MININFRA, former EWSA (energy/water & sanitation)

April/May 2015SK & PM

PM4.5 Feasibility testing of potential second

Financial InstrumentThorough stakeholder engagement processTesting feasibility of option/s to include Loan Guarantee, Subordinated debt and Mezzanine financingConsultation with regional expert with experience of working with various instruments

May/June* RNa/SK & PM

*Informed by Fund institutional P/S strategy development

Orientation of the call-down pool (Development of Sector Evaluation/Review Materials by Subject Matter Specialists & Utilisation of National Pool and FMT by Subject Matter Specialists - Extension work plan activity 2.2 & 2.311)

Capacity need Capacity Building Action Timeframe Responsibility5.1 Assess and agree to what extent and

which key services FONERWA will Establish FONERWA policy/approach to outsourcing of service delivery around the Fund Management Cycle (e.g. in project reviews and lesson learning

TBD AM

11 Deliverable 2.5. Sector Evaluation/Review Materials Complete

27

need to outsource in the future as implementation of projects increases

exercises)

5.2 Identify critical & urgent areas/needs for sector capacity development

Cluster current call downs (CIDT/GoR/UNDP) according to subject matter specializationFill gaps by recruitment targeting areas not coveredHarmonise different pools of consultants – CIDT/UNDP/GoR/National pool

April 2015? AM/DC/BN

5.3 Enhance current FMT/Secretariat capacity to conduct PPD and PD review

Refresher orientation PD reviewers (briefing note or skype)Orientation on evaluation of work plans/budgets at PD review stageRevise/update PD review template with guidance for all PD reviewersDocument PPD and PD review process with step by step guidePilot new PD reviewers, assess their performance and select top performers for use in future review processesHold Orientation training on PPD review for new FMT staff. New staff participate in PPD review process shadowing FMT reviewers.In-depth handover on PPD/PD review process from DC to BN. Full transfer of the process to FMT/Secretariat.

Jan 2015

Feb 2015

DC

5.4 Training of national pool of consultants and sector staff in national institutions including FTC.

Development of technical briefing notes and materials for posting on the website to promote best practice in CCD.Develop template, commission technical specialistsRun the national pool training again to reach more sector staff in national and district institutions? (Recommendations from the CDKN project final evaluation)

Ongoing from Jan 2015

DC

Orientation & Training to FMC/FTC on Request (Extension work plan activity 2.7) Capacity need Capacity Building Action Timeframe Responsibility

6.1 Green Growth, Env Sustainability & Climate Resilience

Two hour input to Steering Committee meeting June 2015 BN

6.2 Assessing PS projects Planned session during regular quarterly meeting of FTC TBD AM & SK6.3 Value for Money Planned session during regular quarterly meeting of FTC and FMC (Practical from

the field examples presented in a simple straight forward way)TBD AM &CN

6.4 Appropriate institutional set up/arrangements for FONERWA

Consulting FMT/FTC on institutional sustainabilityMaking the case for uniqueness of FONERWA as a GoR institution Reinforcing ownership for accreditation and independence for effective management

March 2015 AM & DM

6.5 Assessing and informing FONERWA’S resources mobilization potential – The RM strategy.

Sharing resources mobilization strategy with FMC and ensuring outreach to policy makers and development partners.

Jan 2015 AM & ASI?

Knowledge ManagementCapacity need Capacity Building Action Timeframe Responsibility

WEB MANAGEMENT

28

7.1 Comprehensive needs assessment of FONERWA knowledge management and web

Review and develop:- Prototype website (front-end) and user requirements (development plan)- Knowledge management strategy and framework

Oct 2014

March 2015

EK

EH & EK7.2 Local IT support for back-end of

websiteIdentification of plan/package from local IT support provider (Africa Oleh) to include hosting, email services, cloud storage etc.Handover of website backend from Xulu Labs to local provider

Dec 2014

March 2015

EK

7.3 Capacity Development of New IT Support Staff by IT provider12 (Extension work plan activity 2.9)

ToRs developed for local web development provider & firm contracted

Technical support by Xulu as required

March 2015

March - May 2015

EK

Xulu

7.4 Upgrading of the information available on the front end of the website

Implement action plan on what the website should deliver (front-end)and how functionality should be improved (back-end) (based on 7.1 prototype and user spec)Develop additional materials including calendar of events, synthesis of lessons learnt, templates and guidance, thematic briefing notes, donor information, Help notes etcConsultant support to identify project level case studies (qualitative data)

March/April 2015

EK,

DC, GR

CIDT7.5 FONEREWA internet connection

installedProcurement of necessary hard & software & installation March 2015 EK

MER SYSTEM DEVELOPMENT7.6 Functioning M&E system /

Backend Project M&E System in Place (Extension work plan activity 4.6)

Detailed identification of what the FONERWA M&E system needs to deliver – needs analysis and mappingEstablish excel system as interim measure

Develop and test bespoke web-based M&E database systemTrain staff in use of database

Nov 2014

Feb 2015

March 2015

RN, VK, EK with EHEK

EKEK

7.7 Results-based reporting from project implementers / Document and formalise FONERWA MRE procedures & practices

Hold meetings/workshop with currently implementing projects to learn from their experience of reporting using FONERWA tools and templatesDevelop and/or refine FONERWA procedures and templates for:

Quarterly reporting Conducting a spot-check Flagging project at risk Setting baselines

Develop a clear MRE guidance package for FONERWA staff to follow

Dec 2014

Feb 2015

M&E team with EH

7.8 Harmonised reporting mechanism – GoR, DFID, KFW & future donors

Discussion on way forward with various donors April 2015BN

KNOWLEDGE MANAGEMENT7.9 Secure data storage system which Identify shared server or cloud based server for data storage and sharing Feb 2015 EK

12 Deliverable 2.2 IT Support staff recruited

29

allows efficient exchange of information across the team

Develop map for data storage on the systemUpload key FONERWA operational documents on the server (to be accessed by the FMT/Secretariat).Load data to the system – current and back-dated e.g. reports etcEnsure staff access to network printer

April 2015 Temp staff or intern?

7.10 FONERWA branding Develop/update brand identity templates, business cards, leaflets etcSource and apply in-design software (or alternative) to support reporting.

April 2015 EK or Comms staff

7.11 Targeted FONERWA communications including on social media

Recruitment of part-time Communication OfficerNews items collected on regular basisRegular updating of websiteActivate and manage FONERWA Twitter account

Nov 2015 Comms staff

7.12 Learn lessons from the first two years of FONERWA and feed these into ongoing practice

Develop a model and approach to establish a FONERWA lesson learning ‘loop’ including:

- Identification of lessons, best practices, success stories and case studies through M&E channels

- Capture these in suitable format- Presentation of these on the FONERWA website and to FMT- Mechanism for response by FMT demonstrating uptake of lesson

May 2015 EK & EH/DC/ BN

Comms staff

Capacity Development of Project Applicants (PPD/PD) (Extension work plan activity 2.10) and ImplementersCapacity need Capacity Building Action Timeframe Responsibility

8.1 Budgeting and finance reporting Ongoing training in these areas by FMT/SecretariatReview and strengthen training materials and approaches

Continuous RNa

8.2 Value for Money reporting Revision of VfM approach and trainingCapacity building in new systems (including for reporting / implementing projects)

May? CN

8.3 Smarter modes of PPD assistance developed

Online learning module to support PPD applicants developed for access from FONERWA websitePublish successful PDs online – examples and transparency

March-April 2015

AM/RNa/EH/ DCEK

8.4 Customised training package for project implementers

Design and pilot training in setting baselines, M&E frameworks, results-oriented reporting, financial management etc.

March 2015 EH & M&E team

8.5 Structure the TA provided by FONERWA

New application system for technical support to project development (booking system)

Jan 2015 GW / BN / RN

National Enabling EnvironmentFONERWA Support to GGCRS and EDPRS 2 Objectives and Implementation (Extension work plan activity 2.8)

Capacity need Capacity Building Action Timeframe Responsibility9.1 Identify entry point for national level

ownership of FONERWAConsult with ENR Sector Working Group Forum, Environment and Climate Change thematic working group, SWG representatives on FONERWA sustainability

Engage/consult Policy makers & Development Partners

March/ April& onwards

Ongoing

DM/ JM / AM

BN

30

9.2 Representation of FONERWA at national level

Ongoing reporting on FONERWA during the Joint Sector Review sessions & other national level forums

Ongoing BN/AM

Institutional strengthening Support of FONERWA Budget Agency Status13 (Extension work plan activity 3.1)

Capacity need Capacity Building Action Timeframe Responsibility10.1 Learn from international/national best

practicesReview of how other Funds14 are developing their human capital, models of organisational development and transitionIdentify best practices on fiduciary risk and fund risk management

July 2015 AM/DC, EK, RNa

10.2 Refinement of FONERWA design in the light of lessons learnt from implementation

Annual ReviewRecommendation to refine FONERWA scope and mandate

Jan-May 2015 Paul Watkiss

10.3 Participatory development of Capacity Development Strategy for FONERWA (2014-17)

Retreat with FTC, FMC and MINIRENA stakeholdersWider stakeholder consultation workshopDrafting of strategy

June 2015 AM/EH

10.4 Resource Mobilisation Develop Exit strategy from Oct 2015 cessation of DFID fundsPositioning to access GCF

July 2015? AM / ASI

10.5 GoR Decision on Institutional home of FONERWA

Strategic Institutional Review (scenario analysis) conductedScenarios presented to GoR in position paperMeetings/workshops as required

March 2015 DM

10.6 Organisational structure approved by MIFOTRA & MINIRENA

Identify quantity and final number of staff under GoR management required to effectively run FONERWA operationsDecision on Management Fee paymentConsideration of linking/ coordination of different pools of TA15 (those funded through UNDP, CDKN and FMT)FTC, FMC, MINIRENA validation of structure / Stakeholder validation workshop

Dec 2014

May 2015

AM

10.7 Publicity on FONERWA new institutional home and resourcing

Transfer of Management May 2015 RNa/AM/BN

Key: BN – Bright Ntare, PM – Patrick Mutimura, DC – Debbie Caldwell, AM – Alex Mulisa, RNa – Rehema Namutebi, RN – Richard Niyongabo, VK – Vincent Kayigema, SK – Selen Kesrelioglu, JMc – Jon Macartney, EH – Ella Haruna, JC – Joseph Cedric, TM – Teddy Mugabo, EK – Eric Karerangabo,

13 Deliverable 3.1. FONERWA Obtains Budget Agency Status14 GEF, LDCF, Adaptation Fund, Special Climate Change Fund15 E.g. Pilot an approach pairing members of the call down consultants and the National Pool for joint working on specific assignments (co-training or co-planning)

31

ANNEX 5. PROJECT STATUS-PROGRESS UPDATED as AT 31ST MARCH 201

On track

Delayed

Off track

# Project TitleLead Organization

Type of Organization

FONERWA contribution (Frw)

Disbursement status (Frw) February 2015

Project duration (months)

Status grant/ loan agreement Traffic light

Project starting date (date of funds disbursement)

1st Call for Proposals (July 2013)

1

Sustainable Management and Environmental Rehabilitation for Poverty Reduction

Send A Cow Rwanda (SACR) NGO

465,608,168

289,173,907 36

Grant agreement signed in January 2014

Issues with collective Biogas system. Guidance from FMC is that on-going projects can move forward with plans as FMT commissions study to properly inform decisions on FONERWA supported biogas systems 21/02/2014

2

Rainwater Harvesting project in high density areas of Nyarugenge, Gasabo, Kicukiro, Musanze, Nyabihu and Rubavu districts

Rwanda Natural Resources (RNRA)

Government

2,255,846,638

260,604,573 36


The loan scheme has faced challlenges of limited beneficiary participation in the programme due to using only one bank (GT) with limited interest from other banks. Currently seeking partnership with Saccos and Bank Populaire to increase market penetration. 4/3/2014

32

3

Integrated land, water resources and clean energy management toward poverty reduction project in Musanze District Musanze District District

701,461,152

207,205,942 36


Implementing although they encountered some delays in recruiting a project manager. The project has picked up momentum based on increasing orientation of project activities from the steering committee. The project is back on track with some delayed activities such as installation of water harvesting tanks which are reported to require a preliminary feasibility study to guide planning and installation of the systems. 9/5/2014

4

Vulnerable ecosystem recovery programme towards climate change

Rwanda Environment Management Authority (REMA)

Government

3,724,188,800

808,099,403 60


On-track and has demonstrated commendable progress and visible results. 24/06/2014

5

National e-waste management strategy for Rwanda to support the establishment of sustainable recycling industries

Rwanda Resource Efficiency and Cleaner Production Centre (RRECPC)

Government

873,647,300

44,186,850 36

Grant agreement signed in May 2014

Experienced initial challenges of stakeholder consultation for policy orientation particularly from MYICT and RDB. 18/09/2014

2nd Call for Proposals (January 2014)

33

6

Gaseke Minis-Hydro Power Plant

Novel Energy Limited

Private Sector - line of credit

1,232,800,000 0 15

Loan agreement signed in August 2014

Implementing with own funds - no drawdowns from BRD at this stage• Construction will start early April as most aspects are in place• Delays in this project have been due to two reasons: non-availability of the land (payment for all land parcels have been made, however some land parcels have not yet been transferred to Novel Energy LTD as there was apparently an issue in the RNRA system), issue on some terms of the PPA with REG (which was resolved recently) and unavailability of a suitable civil contractor for our size of a project (which is being resolved).

Disbursed planned next

quarter ending 30th June

7

Strengthening Meteo Rwanda's Weather and Climate Services to Support Development Meteo Rwanda

Government

1,116,449,000 0 36

Signed grant agreement in January 2015

Delays due to initial implementation arrangements. . Challenges were two fold: i) To adhere to FMC implementation of streamlining budgets for international consultants; and ii) to put in place implementation arrangements to effectively deliver results. Recruitment of a National Project Coordinator is in process.

Pending

8

Construction and generation of biogas in 15 private schools EWSA

Government

568,824,264 0 24

Still working on implementation approaches

The developer has failed to get buy in from Schools because the scools are reluctant to pay even 20% equity into the project let alone the more than 20% recommended by FMC. In a meeting between MD (REG) and FONERWA, identified that the possibility of moving the project forward would require the schools to pay in kind and over the period of implementation. The MD emphasized that use of Biogas reduces 30% of fuelwood. Such cost savings make it difficult for schools to meet the levels of investments recommended by FMC. Pending

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9

Supporting the Integration of Greening District Development Plans

Ministry of Local Government (MINALOC)

Government

539,503,849

105,203,334 36

Grant agreement signed in August 2014

The project has been accelerated by the demand for meeting DDP revision deadlines. Mainstreaming material had to be developed under the project to feed into the template used to guide overall DDP revision which to date has been successfully executed albeit with early results that could use more time to improve quality. 22/10/2014

10

Technical & Structural Studies For Incorporating Resource efficient and Environmentally friendly Features into Family Homes at CACTUS GREEN PARK (CGP), Gasabo District, Kigali City.

Horizon Group Limited

Private Sector

127,094,325

68,070,478 6

Grant agreement signed in October 2014

• Meeting held on March 3rd to update on progress. Horizon requested a change to the workplan in order to harmonize activities. • No changes have been made to the total budget but rather the disbursement schedule - FMT currently reviewing

10/12/2014

11

Sustainable biodiversity: mapping and domesticating the mycological riches of Rwanda's forests Kigali Farms

Private Sector

35,492,000

14,483,500 9


• First research expedition completed• FMT Awaiting results of first expedition in report form• FMT to conduct spot check in April for second expedition

23/01/2015

12

Ankanyaru Watershed Protection Project - GISAGARA

GISAGARA DISTRICT District

2,125,218,594

506,650,000 36


The project has progressed well and all the 8 intervention sites demonstrate on-going project activities, a commendable undertaking. Potential lessons for other District projects

30/09/2014

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13

Karongi District integrated greening village Program Karongi District District

738,301,350

140,255,320 24


On-track

7/11/2014

3rd Call for Proposals (April 2014)

14

Congo Nile Ridge Foothills Integrated Environmental Management Project in Muhanga District Muhanga District

District/Caritas Dioscese

1,585,721,485 0 36


Encountered delays in addressing comments, but the project managed to start implementation towards the end of the quarter.

25/03/2015

15SimGas BioGas SimGas biogas

Private Sector

200,853,000 0 12

Still on implementation arrangements

• FMT unable to complete pre-award grant survey due to lack of company set up in Rwanda• SimGas sent a letter recommending a timeline to set up operations in Rwanda to meet FONERWA requirements• FMT also working with SimGas on budget changes

Pending

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16

Zero carbon affordable housing solution in Rwanda

Zero Carbon designs Ltd, Rwanda

Private Sector

148,398,750 0 12

Project developer in the final stages of addressing FMC comments

• Zero Carbon has had to conduct a number of the activities that were initially in the PD but were agreed upon by both FONERWA and the Implementer to be done using the Implementer's own funds . These activities include material testing and final designs of the pilot house. These activities were carried out during this period.• Material testing has just been completed in Europe• Currently conducting the final design• EIA is underway, should be complete in 2 weeks from 25 March 2015 • The Company expects to have a building permit by May 31 2015. The delay in meeting regulatory requirements (EIA and building permit) was due to the need for completion of material testing and design as a prerequisite for submissions to obtain these government approvals. These have been completed and no further delays are forecasted Pending

17

Rice Husk (biomass) to power project

Novel Energy Limited

Private Sector - line of credit

171,740,750 0 8

loan agreement signed in July 2014

Started implementation with own initial funds;• Equipment is ready is being shipped now. Bank made payment to the manufacturer around 15 days ago.• Awaiting the final approval of the additional funds from BRD to pay the shipping company.• Construction is 90% complete and compacting work is underway at the site, so that concreting can begin• Project should be commissioned in April 27/10/2014

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18

Restoring Yanze River and watershed through scaling up agroforestry technologies for resilience to climate change Rulindo District District

1,597,743,000 0 36

Grant agreement signed on 16th March 2015

Waiting for bank account and then start implementation during the next quarter ending 30th June pending

4th Call for Proposals (July 2014)

19

Environmental Protection in and around Refugee Camps MIDMAR

Government

1,083,289,936 0 24

Grant agreement signed on 16th March 2015

waitingfor bank account and then start implementation during the next quarter ending 30th June pending

20Virtual Grid Rwanda

Off-Grid Solutions / WakaWaka Rwanda Ltd.

Private sector

170,323,100 0 12

Final stage of addressing budget issues

Budget finalized and pre-award grant survey conducted. Planned to start implementation during the next quarter Pending

21

Sustainable forestry, agro forestry and biomass energy management for climate resilience in Gatsibo District RNRA

Government

1,454,426,000 0 36

Grant agreement signed 16th March 2015

waitingfor bank account and then start implementation during the next quarter pending

Grand Total

20,916,931,461

2,443,933,307

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ANNEX 6. Table of progress against 2014 annual review recommendations No. Recommendation Action Timeline:

1 Clarify the methodology for calculating progress against output indicator 1.1

In October 2014, a workshop on revision of the FONERWA Log frame was held successfully with representations of FONERWA stakeholders. And, this log frame is to be approved by FMC in the next quarter addressing all the recommendations.

Done

2

Consider revisiting the agreed review deadlines e.g. considering extending the timeframe for review of PPDs and shortening the timeframe for review of PDs. However, any changes would need to consider the impact this would have on other outputs and deliverables under this project and the overall Fund.

3Review output indicator 1.2 as part of the FONERWA log-frame review planned for October 2014.

5

The GoR should take the necessary steps now to ensure they are in a position to take over full fund management responsibility when DFID support ends. This includes: recruitment and training of staff, including retaining FMT staff where possible; and ensuring that other critical fund management arrangements (e.g. access to call-down consultants) are incorporated into government arrangements.

There is a UNDP support to 6 new additional Staff as well as the recruitment of other remaining staff to fill the positions on the Organogram that was approved by both the FMC and MINIRENA. The on-going recruitment to fill the remaining positions on the organgram has targeted the FMT who have demonstrated experience in managing FONERWA operations. The UNDP support is also used for call down consultants.

April/May 2015

6Add a fourth indicator under output 2: “Number of government of Rwanda staff recruited and undergoing training for the fund management secretariat” with appropriate milestones and targets.

This will be considered in the next log frame review. October 2015

7Increase the impact weighting of output 2 to 35%, and reduce the impact weighting of output 1 to 25% to reflect the change in relative emphasis for the final phase of the project.

8 Milestones and targets for indicator 3.1 should be revised upwards in order to reflect the progress made so far and the need for a continued

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strong emphasis on capacity building for proposal development.

9The FMT should develop a simple system for logging requests for information and requests for technical assistance, including the nature of the request and the degree of technical assistance provided.

Initially this was put forward to FMC and approved. However, with the additional inputs from DFID, our thought is to share it with FMC considering added inputs received from DFID

Done

10Conduct more detailed analysis of the quality and depth of community participation and the extent to which gender issues are taken into account by projects, both at PD stage and implementation stage.

11

Review indicator 4.3 as part of the FONERWA log-frame review planned for October 2014. Consideration should be given to incorporating lessons around fund design, creation and management as well as the targeting and reach of dissemination activities.

12Any changes to the FONERWA log-frame should also be reflected in the log-frame for this project since the two are closely related.

13

DFID to review VfM indicators for this project and agree with the FMT by September 2014. This could potentially contribute to discussions around revisions to the VfM requirements at PPD and PD stages and monitoring of VfM at project level.

The VfM consultation was done with project promoters and a workshop is due to take place. Additional discussions on VFM at FTC and other consultations have not yet provided any concrete changes to the current approach to the VFM. Further work needed to develop needed consensus

VfM workshops held Sep & Oct 2014, and summary report outlining issues and action plan for addressing them.

Work on action plan ongoing.- facilitating national consensus on approach and indicators and detailing specific changes to indicators and project and fund reporting. FMC will need to agree to proposed changes..

To leave open for further inputs (June 2015)

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