Published: 22 November 2018
Last edited: 22 November 2018

As with all ISTAPs, measures are in place to ensure WGWAP has a clear purpose, delivers high-quality outputs on time and is managed in a way that is consistent with IUCN’s policies and procedures. A project management structure defines the role and responsibilities of the project manager and other IUCN staff members or units. The panel chair is responsible for managing the panel members, who report on scientific and technical issues. All panel members, including the chair, report to IUCN and have their own terms of reference.


There is a regular monitoring system to verify that the panel is operating in full accordance with the ISTAP principles, that it delivers agreed outputs according to the terms of reference and work plan, and that the stakeholder engagement plan and communications strategy are followed. Based on the work plan, annual budgets are developed by the project manager and, if required under the contract, submitted for sign-off to the contracting party.


Collection of baseline and monitoring data and knowledge
Scale of implementation

Enabling factors

ISTAPs are supported by a grievance mechanism to guarantee that complaints received are addressed in the most transparent, fair and timely manner.


The project manager works with IUCN’s monitoring and evaluation team to verify the integrity of the panel process and its outputs, and to assess the overall impacts of the panel and the potential for broader uptake of its recommendations.

Lessons learned

By establishing a monitoring and evaluation system, IUCN has been able to safeguard the accountability of both the panel and the company. For example, at the launch of the WGWAP Stories of Influence report in 2016, it was reported that out of the panel’s more than 539 recommendations to Sakhalin Energy and other parties, 90% had been implemented or superseded by subsequent advice.