DESIGNING PROJECTS IN A RAPIDLY CHANGING WORLD

Options and
Pathways
Learning
A primary RAPTA activity in this phase.
Work with multi-stakeholder processes to
ensure on-ground actions consistent with
implementation pathways
A primary RAPTA activity in this phase.
Revise and implement Learning plan
developed Phase 2
Project outputs and outcomes meeting project
requirements for: “scaling up”, cross-scale integration
and mainstreamed capacity for beyond the project
Outputs for Learning reporting (e.g. indicators elicited
by RAPTA in Phases 1 and 2, RAPTA meta-indicators
for quality of stakeholder engagement, quality of
assessment process)
4.5 PHASE 4: POST-PROJECT
A precondition for GEF funding is that the beneficiary
country is already heavily invested in the project
goal, while GEF’s objective in funding projects is to
ensure that their actions and impacts will be sustained
beyond the life of the project. Any enduring system
change and ultimate achievement of the project goal
will depend upon maintaining and mobilizing the
stakeholder capacity established in earlier phases.
This may be evidenced by new institutions, policies,
funding and partnerships, and enhanced human and
ecosystem well-being.
This phase remains within the project’s sphere of
interest but outside its sphere of control and influence
(Figure 21). As emphasized in Section 3.1, the
intention of the RAPTA process is to build capacity
for systemic change – but not to prescribe or enforce
this. Hence, it is possible that stakeholders will choose
not to implement change, and the outcomes from
Phases 1, 2 and 3 will recede. As a consequence,
the knowledge, processes and networks established
in these phases will also unravel with time and with
them, stakeholders’ capacity for change will recede.
While not an objective of RAPTA, periodic evaluation
in Phase 4 is useful to assess the long-term impacts
of the project, and the reasons for the ultimate trajectory
of stakeholders’ capacity. Such Learning provides
valuable insights for the future design of similar programs
based on a multi-stakeholder RAPTA process.
The GEF investment builds on an existing baseline of
activities by ministries and agencies, which demonstrate
an existing interest and investment in the
project idea. The GEF seeks to unlock barriers (e.g.
capacity, markets, etc.) to that idea being realized at
scale and so ensure global environmental benefits.
The importance of RAPTA in this case is to help the
project design and monitor implementation pathways
to unlock barriers and increase likelihood of
sustained impact beyond the project.
RAPTA in the GEF project cycle 91