Frequently Asked Questions for GEF OFPs

GEF Focal Points are designated government officials who act as the primary liaison for the GEF. They ensure that their country's views and interests are represented and considered effectively in all GEF activities. To enhance communication, coordination, and support for member countries, the GEF requests each country appoints two government officials as GEF Focal Points. These Focal Points play a crucial role in coordinating actions and decisions related to the GEF at the national level, working across ministries and agencies. This coordination is based on the fundamental principle that all GEF operations and projects are country-driven. Additionally, Focal Points often serve as Council Members or Alternate Council Members for their constituencies during GEF Council meetings.

There are two types of GEF Focal Points:

• Political Focal Points (PFPs) are involved with GEF governance, as well as with relations between member countries within their constituencies.
• Operational Focal Points (OFPs) are the main contact for all aspects related to GEF projects and the programming of resources available through the GEF. They ensure country ownership of GEF interventions by working and coordinating with relevant line ministries, stakeholders, and GEF Agencies in the identification, design, preparation, and implementation of projects. The OFP also signs a Letter of Endorsement for GEF projects to be implemented in the country, which confirms the initiative is in line with national priorities and strategies.

• Stay informed on GEF governance matters and keep national stakeholders up to date about GEF policies and governance issues.
• Serve as liaisons on GEF governance matters within their countries, with their constituencies, and with the GEF Council Members representing their constituencies.
• Represent their country by participating in relevant activities and events organized by the GEF.

• Serve as the primary contact of the GEF Secretariat, GEF Agencies, and national stakeholders, including Convention Focal Points, regarding GEF-related activities in the country.
• Convene and coordinate with line ministries and relevant stakeholders, including civil society organizations, to identify projects and the GEF Agency for each project.
• Work with GEF Agencies to prepare project proposals for submission to the GEF for funding.
• Review and sign a Letter of Endorsement for project proposals and track the STAR resource utilization and remaining amount.
• Help GEF Agencies respond to comments from the GEF Secretariat on project proposals as part of the project review process.
• Follow, oversee, and actively participate in all stages of the project cycle, including monitoring and evaluation (M&E) activities at project, program, and portfolio levels.
• Regularly provide information on GEF activities, including project implementation, results, and impact, to relevant national stakeholders.
• Use the GEF Portal to track projects and programs in the country.
• Establish and convene a National Steering Committee or a similar multi-stakeholder consultative process for GEF-related work, as feasible and appropriate to the national context, to support decision making.
• Request and organize GEF National Dialogues.
• Represent their country by participating in relevant activities and events organized by the GEF.

The list of GEF Focal Points, organized by country, can be found here

GEF Focal Points usually work together as a team to ensure the views and interests of their country are adequately represented and considered in all GEF activities and projects. Their interactions and close cooperation are important on two main levels:

• In their country, PFPs provide political support to OFPs within their government’s ministries and agencies.
• Outside of their country, PFPs support OFPs by representing and advocating for the interests of the country at the constituency level, and at international forums, such as the meetings of the Conference of the Parties to the global environmental conventions.

GEF OFPs may encounter some challenges in executing their roles effectively. For instance, they may not be engaged in crucial discussions regarding projects or may not receive regular updates or project implementation/evaluation reports from GEF Agencies. In addition, OFPs may get brought in to resolve problems too late. It is important to keep close contact with respective Country Relations Officers to seek guidance.

When these communication channels are tangled and/or broken, conflicts may arise. OFPs can seek advice from the GEF Agency’s grievance mechanism to resolve any potential conflicts. If the issue is not resolved at the GEF Agency level, OFPs can submit their concerns to the GEF Secretariat Conflict Resolution Commissioner.

The GEF Secretariat provides continuous support to Focal Points in various ways, including:

• Capacity building and support to strengthen and empower Focal Points. The GEF’s Country Relations Officers work with Focal Points to provide relevant information and key contacts in the Secretariat, as well as resolve emerging issues.
• Expanded Constituency Workshops to promote dialogue and collaboration among stakeholders in the constituency. These workshops bring together Political and Operational Focal Points, as well as Convention Focal Points and other key stakeholders from countries in a constituency.
• National Dialogues to enable all stakeholders in a country to discuss and better decide how to make best use of the resources available through the GEF for the entire cycle. These dialogues are organized at the request of the Operational Focal Point.
• Constituency Meetings to facilitate coordination and preparation for decision-making of Council Members and GEF Focal Points before the Council meetings, focusing on documents, projects, and governance issues.
• Introduction Seminars to provide comprehensive training about the GEF and its work, targeting new Focal Points and their staff, new GEF Agency staff, and representatives of civil society organizations (CSOs) to help them perform their roles better.
• GEF Portal to access the portfolio and status of projects, and the Country Factsheets to provide OFPs with consolidated analytical data on country programming, including the list of projects in the country.
• Financial support and training to OFP to oversee their GEF portfolio of projects effectively. The use of this dedicated financial support is optional, available for those OFPs who request it.
• Knowledge and learning products, including Good Practice Briefs and good practices, among others.

The Country Relations Officers are the key contact persons in the GEF Secretariat for Focal Points. They are organized by region:

• Asia and the Pacific – Seo-Jeong Yoon (syoon@thegef.org)
• Europe, Central Asia, Middle East and North Africa – Kholoud Hilaneh (khilaneh@thegef.org)
• Latin America and the Caribbean – Noemi Hernandez (nhernandezrodrig@thegef.org)
• Sub-Saharan Africa – Susan W. Matindi Waithaka (swaithaka1@thegef.org)

As the financial mechanism for six multilateral environmental agreements, the GEF is a family of funds and administers various trust funds. The conventions served by the GEF provide guidance on priority activities to be supported by these trust funds. This guidance is presented in the respective fund programming documents:

• The GEF Trust Fund supports five focal areas – biodiversity, climate change mitigation, land degradation, international waters, and chemicals and waste.
• The Least Developed Countries Fund (LDCF) helps these countries adapt to climate change.
• The Special Climate Change Fund (SCCF) helps countries address the negative impacts of climate change.
• The Global Biodiversity Framework Fund (GBFF) provides support for the Kunming-Montreal Global Biodiversity Framework and its 2030 goals and targets.
• The Nagoya Protocol Implementation Fund supports action on access to genetic resources and the equitable sharing of benefits arising from their utilization.
• The Capacity-building Initiative for Transparency Trust Fund supports countries to build institutional and technical capacity to meet enhanced transparency requirements of the Paris Agreement.

Yes, except for the GBFF, which adopted a streamlined project cycle.

All other trust funds can be combined in a project. For example, a climate change project can combine focal area funding from the GEF Trust Fund and from the LDCF or SCCF.

The GBFF project cycle is expected to be reviewed and harmonized in the future, allowing for multi-trust fund projects. 

Projects can focus on one focal area or address multiple focal areas. The GEF encourages projects proposals that combine more than one focal area, or a multi-focal area project, to maximize the impact of its resources. In addition, 11 Integrated Programs have been launched to deliver multiple benefits across focal areas.

The System for Transparent Allocation of Resources (STAR) is the performance‐based framework for the allocation of resources from the GEF Trust Fund to countries over a four-year GEF cycle. It aims to allocate resources to countries in a transparent and consistent manner based on global environmental priorities and country capacity, policies, and practices relevant to the successful implementation of GEF projects and programs. Details of the STAR formula are determined every four years as part of the replenishment negotiation process.

There are five focal areas within the GEF programming – biodiversity, climate change mitigation, land degradation, international waters, and chemicals and waste. The STAR resources (country allocation system) cover the biodiversity, climate change mitigation and land degradation focal areas of the GEF Trust Fund. GEF Trust Fund resources for international waters and chemicals and waste, focal areas are separate from the STAR allocation system, and certain amounts are set aside for all eligible recipient countries. 

The STAR policy and the specific country allocation amounts are published on the GEF website at the start of the replenishment cycle (Initial GEF-8 STAR Allocations). Throughout the cycle, OFPs can check the latest STAR use report and remaining STAR resources by selecting their country on the GEF website or by accessing the GEF Portal. Data on available resources are automatically updated on the GEF website through the Portal.

The GEF provides project funding through the following modalities:

• Full-sized projects (FSPs) are those of more than $5 million in GEF funding.
• Medium-sized projects (MSPs) are those of up to $5 million in GEF funding.
• Enabling Activities help countries to fulfill their reporting requirements to the conventions the GEF serves, such as National Communications.
• Programs are a long-term strategic combination of individual, yet interlinked, FSPs and MSPs (Child Projects). All Child Projects under a program share a common objective. Programs aim at achieving large-scale impacts that would not be possible through a project-by-project approach.
• GBFF projects help countries achieve the Kunming-Montreal Global Biodiversity Framework goals and targets, with projects of up to $5 million.

FSPs require a Project Identification Form (PIF, equivalent to a project concept), which is approved by the Council twice a year. After its approval, a fully developed project document is submitted for CEO endorsement as the final step in its approval.

MSPs, as well as Enabling Activities, are approved by the GEF CEO on a rolling basis.

Program Framework Documents (PFDs) are approved by the Council twice a year; the PIFs for the country projects under the program must be included. 

The streamed modality of GBFF projects involves the selection and approval of Project Preparation Grants (PPGs) by the CEO as the first step and the approval of a full project document by the GBFF Council. After its approval, the project document is submitted for CEO endorsement as the final step in its approval.
 

GEF project proposals are developed by the GEF Agency and the country’s stakeholders. The OFP has a critical role to ensure the proposal is in line with priorities set by the country, as well as with its commitments under the global environment conventions served by the GEF. Key steps for OFPs to work with Agencies in the development of a project proposal include:

1. Ensure country ownership by consulting and coordinating with relevant ministries and national stakeholders to prioritize and select project proposals, the GEF Agency, and the executing entity.
2. Review and endorse the project (if it is developed to their satisfaction) before the Agency submits it to the GEF Secretariat.
3. Help the Agency respond to the Secretariat’s comments on the project.
4. Stay fully informed by Agencies and the GEF Secretariat on project development and execution. In addition, the GEF Portal provides OFPs access to all project-related information in their country.
5. Contribute to M&E activities at the project, program, and portfolio levels. OFPs need to be fully engaged and informed by the GEF Agencies and the GEF Independent Evaluation Office about the planning, execution, and results of any M&E activities performed in the country.

No. Project proposals for GEF funding, after being endorsed by the OFP, must be submitted by a GEF Agency via the Portal (which OFPs can access). The OFP can facilitate consultations for the selection process to identify the Agency that best responds to the needs of the project and the country. In addition, the OFP works with the Agency in the preparation and development of the proposal.

All projects requesting GEF funding require a Letter of Endorsement signed by the OFP. This ensures that the project is truly country-driven, is consistent with national priorities, and has been discussed with relevant stakeholders. It also validates the country’s commitment to providing the necessary support to the project and its aims to achieve its expected results and long-lasting impacts.

GEF project financing can only support activities that generate global environmental benefits. All GEF-funded projects require co-financing from other sources. This additional funding supports activities that focus on national benefits.

While the GEF encourages a higher amount of co-financing, it does not impose minimum thresholds and/or specific types or sources of co-financing in its review of individual projects.

Implementation involves oversight of a GEF project by a GEF Agency to ensure the project is being carried out in accordance with agreed upon standards and requirements.

One of the 18 GEF Agencies can implement GEF projects. GEF Agencies identify projects, prepare project concepts and detailed project documents, manage project approval and start-up, risk management and mitigation, project supervision and oversight, and project completion and evaluation. Project concepts and detailed documents are prepared in consultation with the OFP.

GEF Agencies are responsible and accountable to the GEF Council for their GEF-financed activities.

Execution of GEF projects involves the management and administration of the day-to-day activities in accordance with specific project requirements, in agreement with the GEF Agency responsible for its implementation. 

Executing entities execute projects on the ground, under the supervision of a GEF Agency. These can be government entities, CSOs, and academic institutions, among others. GEF Agencies usually work with countries to identify potential partners to act as executing entities for a project.

The 18 GEF Agencies implement GEF projects while a government institution, a CSO, or an academic institution, among other partners, executes a project. Implementation and execution are separate to avoid conflict of interest and to develop execution capacity of the country. In exceptional cases, with approval of the GEF Secretariat, the GEF Agency can carry out executing functions. 

GEF project costs are broadly divided into these categories:

• Project activities cover the costs of the proposed actions. The project budget includes the expenditure categories, a description of the activity to be supported, and the detailed costs by component. The entity responsible for the execution of each component is also indicated.
• An M&E plan collects, reports, and analyzes data on results indicators.
• Project management costs cover the actual costs associated with the unit executing the project on the ground.
• Agency fee.

Usually, M&E costs are around 4% of the GEF project financing.

The costs of these activities depend on the project. On average, these costs can be:

• 5% of the GEF-funded part of project financing for projects up to $5 million
• 3% for projects from $5 to $10 million
• 2% for projects above $10 million.

These costs can cover inception workshops, the implementation of the M&E plan, the monitoring of indicators, preparation of annual monitoring reports by the Agency, and the development of a Mid-Term Review and the independent Terminal Evaluation of the project.

The Agency fee is usually 9% of project funding for projects over $10 million, and 9.5% for projects below $10 million. This fee is separate from and additional to the GEF project financing.

GEF Agencies are provided with this fee to cover their costs in delivering GEF-specific project cycle management services: project identification, preparation of project concept, preparation of the detailed project document, project approval and start-up, project implementation and supervision, and project completion and evaluation.

Project management costs are usually financed from the GEF project financing and co-financing sources. These costs are not recommended to exceed 5% of the project financing for projects above $2 million. For projects of up to $2 million, project management costs shall not exceed 10% of GEF project financing. Project management costs include staffing costs (i.e. project manager; project assistant; technical specialists; procurement specialist) and project-related activities of the executing entity (i.e. preparation of procurement plans; management of output deliverables; maintenance of records of all project-related documentation; management and administration of the Knowledge Management Plan; preparation of progress reports and financial reports for the project; financial auditing for the project; among others).

Yes. the GEF provides Project Preparation Grants (PPGs) to support preparation of FSPs or MSPs. These preparation grants are optional. The limit for PPGs depends on the total funding requested to the GEF:

• For MSPs, the limit is $50,000.
• For FSPs less than $3 million, the limit is $100,000.
• For FSPs of $3 million or greater, but less than $6 million, the limit is $150,000.
• For FSPs $6 million or greater, but less than $10 million, the limit is $200,000.
• For FSPs $10 million and greater, the limit is $300,000.
• The amount requested as PPGs is part of the total project budget.

A PPG can support various activities to develop a project, including consultations with stakeholders to discuss specific project and program ideas, consultancies to develop program and/or project options (such as feasibility studies), and costs of translating documents into and out of English.

GEF Polices, approved by the GEF Council, set requirements for the 18 GEF Agencies in the development and implementation of GEF projects and programs. The key policies and guidelines to consider when developing a project for GEF funding are:

• GEF Project and Program Cycle Policy and the guidelines on policies, processes, and procedures.
• Policy on Co-financing and the guidelines to support its effective implementation.
• Policy on Stakeholder Engagement and the guidelines to implement its principles.
• Policy on Gender Equality and the guidelines to implement its principles and mandatory requirements.
• Policy on Monitoring, including the guiding principles and mandatory requirements for monitoring GEF-financed projects and programs.
• Project Cancellation
• Policy on Minimum Fiduciary Standards
• Policy on Environment and Social Safeguards and the guidelines to support the implementation
• GBFF Project Cycle Policy
• Policy on Communication and Visibility

All GEF project-related issues in a country are under the responsibility of the OFP.

In some countries, a small number of staff in ministries help OFPs carry out their responsibilities. In other countries, a National Steering Committee provides OFPs with institutional support, enhancing decision-making through an inclusive and transparent process with relevant line ministries, stakeholders, and GEF Agencies.

A major challenge for OFPs at the national level is bringing together other relevant ministries involved in the GEF operations. GEF Agencies often have discussions with certain ministries without involving the OFP until he/she is asked to sign the project’s Letter of Endorsement. Creating a National Steering Committee or similar entity in the country enables the OFP to engage with relevant national stakeholders to receive and screen project proposals and authorize the OFP to sign the GEF project’s endorsement.

A National Steering Committee provides institutional support to OFPs in their decision-making related to the use of GEF resources. It engages and promotes meaningful dialogue among relevant line ministries, Convention focal points, and key stakeholders, including civil society. The OFP convenes and chairs the National Steering Committee.

National Steering Committees support OFPs by ensuring they have the necessary support and consensus around the decisions they make. These committees enable OFPs to program and manage the GEF portfolio of projects in the country efficiently, in consultation and with the consensus of national stakeholders.

The benefits of National Steering Committees depend on how each country defines their functions and roles. In general, some benefits include:

• Leading participatory consultations for the prioritization and selection of projects
• Determining policies and guidelines for the selection and execution of projects
• Sharing information on projects under execution on a regular basis
• Keeping relevant stakeholders informed on projects’ progress and, when necessary, jointly addressing challenges
• Promoting policy coherence at the country level through regular consultations.

National Steering Committees are not a GEF requirement. While promoting a whole-of-government approach, the GEF recognizes and respects the countries’ national laws or policies prescribing its own decision-making process. Many GEF recipient countries have adopted National Steering Committees in various forms – some are codified as national law, while some are less formal.

In the Philippines, the GEF National Steering Committee provides guidance and oversight in the development of GEF projects and the management of GEF portfolio. The OFP was instrumental in the creation of the Steering Committee. 

In the words of the Philippines OFP: “I have had the privilege to serve as the GEF OFP for almost 20 years. In my capacity as the OFP, I made considerable efforts to uphold our country ownership. Prior to the establishment of the National Steering Committee, GEF proposals were endorsed on a first-come, first-served basis; project proposal selection was rather donor-driven, and the selection process was led by the GEF Agencies. As a result, my country’s priorities and ownership were not fully considered. Moreover, our long-term national strategic direction for the programming of GEF resources was not followed.

To address these issues, I created a National Steering Committee, as an interagency mechanism headed by the GEF OFP and PFP with members from all relevant ministries and government agencies, Indigenous Peoples’ representatives, CSOs, and leagues of local governments. The Convention Focal Points formed Technical Working Groups with a mandate to review the GEF project proposals. This has served my country very well. This interagency mechanism demonstrates that the whole of government and whole of society approach is critical to determine resource allocation among priority sectoral programs and to promote meaningful engagement among stakeholders.”

The OFP chairs the committee, ensuring all relevant ministries – including Convention Focal Points, government agencies, and representatives of CSOs and Indigenous Peoples – serve as permanent members. The committee also oversees project implementation and conducts portfolio M&E activities. Many committee members also serve on the project-level steering committee to ensure the country carries out consistent and effective oversight and ultimately contributes to national policy coherence.

Strong OFP engagement throughout the project cycle enhances the effectiveness of projects. More importantly, all GEF projects include an M&E plan, following the Policy on Monitoring and the GEF Evaluation Policy. One of the mandatory requirements of these policies is the engagement of OFPs.

By being actively involved in the planning and oversight of GEF activities in the country, OFPs can play an important role in ensuring the project is delivering its expected results and that the activities are contributing to priorities set by the country.

OFPs can engage in their project portfolio oversight by compiling a detailed list of all GEF projects and organizing meetings with GEF-funded projects teams, including GEF Agencies, executing entities, and relevant stakeholders. Based on the analysis of the portfolio and these consultations, OFPs can organize an oversight plan that can include the following activities: travel to project sites, project oversight meetings, portfolio oversight meetings, and/or data collection and knowledge sharing.

The Handbook for Operational Focal Points includes a detailed explanation of how OFPs can engage in the oversight of the GEF project portfolio, as well as tips on how to organize these activities.