Progress Narrative. The XXXX Contractor shall prepare and submit a monthly progress narrative. The progress narrative must summarize the following information: Activity and progress for the Contract, including construction and identification of the start and completion dates of Work.; Problems/issues that arose during the period and remaining problems/issues to be resolved; Resolution of problems/issues raised in previous progress reports or resolved during the period; Critical schedule issues and proposed resolutions, proposal of actions planned to correct any negative float or other schedule slippage, and explanation of potential delays and/or problems and their estimated impact on performance and the completion of the Work; explanations for any changes in the critical path, and Issues which may need CPRA’s Project Manager’s attention or action for the next month, including Design Reviews. Also, existing issues with pending decisions. A record of the allowances and a description of the payments made from each. Future developments and expected achievements. Delays, status and pending decisions. Separate Accounting Narrative – 1) This report should show monthly and job to date progress percent vs. cost percentage on each pay item. 2) Create a report to show current encumbrances and expenditures to the budget allocations in the GMP. This report can be modified at the PM’s discretion and can be submitted at his discretion. However, the contractor must be able to produce the information with 2 days of requesting.
Progress Narrative. The purpose of this activity is to address the water security and climate resilience challenges faced by, and growing among, communities in the Mara River Catchment (MRC) in Tanzania. It shall tackle local water resource degradation, catchment management challenges in Tanzania, and transboundary water management coordination with WWF Kenya. Learning from this project shall also be shared to promote catchment conservation approaches across the country. WWF TCO is our main implementing partner and will use its convening power and technical expertise to bring together relevant stakeholders to craft and implement meaningful shared water management goals, to acquire the tools to inform collective decision-making and to develop incentives for better resource management. As such, it is key to the implementation approach to begin this work in a collaborative way by meeting with the stakeholders and socializing the project’s aims and benefits, and co-developing an implementation plan with key stakeholders that will enable collective ownership over the outcomes. During this quarter, initial efforts were made to engage stakeholders and lay the foundation for implementation; however, the delay (until July 14) in obtaining a UEI number for WWF TCO meant that we could not sign an agreement with WWF TCO and provide the funds needed for some of the planned initial steps, particularly around stakeholder engagement and staff recruitment. Now that the UEI number has been assigned and funding for activities can begin to flow, stakeholder engagement will be a priority to make up for the first quarter delays. Despite the delays with obtaining the UEI number, WWF US and WWF TCO were able to undertake some start up activities. These included: drafting of the subgrant agreement to WWF TCO, drafting of job descriptions, participation in USAID/Tanzania implementation partner learning and orientation workshop, WWF US trainings for WWF TCO staff on USAID rules and regulations and on financial reporting, and project introductions to LVBWB and three RUWASA Offices (Regional, Bunda, and Serengeti offices).
