Program CYCLE Management & Program CYCLE Management & - - PowerPoint PPT Presentation

Program CYCLE Management & Program CYCLE Management & Proposal Writing Training Program Proposal Writing Training Program Proposal Writing Training Program Proposal Writing Training Program

Prepared By: Prepared By: Khaled Khaled Ayesh Ayesh, , Regional Advisor on Social Policy, UN Regional Advisor on Social Policy, UN-

• ESCWA

ESCWA 5 day training program day training program 5-day training program day training program 21 21-

• 25 October 2013

25 October 2013 Mi i t f S i l Aff i B i t L b Mi i t f S i l Aff i B i t L b Ministry of Social Affairs Beirut, Lebanon Ministry of Social Affairs Beirut, Lebanon

Learning Expectation Learning Expectation

• By the end of the workshop, participants will
• understand:
• the role of the project cycle, and key activities to be

undertaken at each stage

• the principles of Project Cycle Management &
• the principles of Project Cycle Management &
• the Logical Framework Approach (LFA)
• how to use the LFA to assess a project document & identify

information needs for a feasibility study

• how to structure terms of reference for feasibility studies
• the role of the logframe in project monitoring & evaluation
• the role of the logframe in project monitoring & evaluation
• the importance of the integrated approach & the
• PCM basic format

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Program Cycle Management Program Cycle Management Program Cycle Management Program Cycle Management

Definition: Definition:

A methodology for the preparation, A methodology for the preparation, implementation and evaluation of projects implementation and evaluation of projects implementation and evaluation of projects implementation and evaluation of projects and programmes based on the integrated and programmes based on the integrated approach and the logical framework approach and the logical framework approach and the logical framework approach and the logical framework approach. approach.

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PCM Phases PCM Phases

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PCM Phases PCM Phases

1. 1. Programming: Programming:

The first phase of the project cycle during The first phase of the project cycle during which the Indicative Programme is prepared. The indicative programme is These are p g prepared by the European Commission in coordination with partner country t Th id l

• governments. They provide general

guidelines and principles for cooperation with the European Union They specify focal with the European Union. They specify focal sectors and themes within a country or region and may set out a number of project

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region and may set out a number of project ideas.

PCM Phases PCM Phases PCM Phases PCM Phases

• 2. I dentification
• 2. I dentification:

It involves the initial elaboration of the It involves the initial elaboration of the project idea in terms of objectives, results and activities, with a view to determining a d act t es, t a e to dete g whether or not to go ahead with a feasibility study eas b y s udy

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PCM Phases PCM Phases PCM Phases PCM Phases

• 3. Formulation:
• 3. Formulation:

The third phase in the project cycle. It The third phase in the project cycle. It involves the establishment of the details of the project on the basis of a feasibility t e p oject o t e bas s o a eas b ty study, followed by an examination by EC staff to assess the project’s merits and s a

• assess

e p ojec s e s a d consistency with sectoral policies.

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PCM Phases PCM Phases PCM Phases PCM Phases

• 4. Financing:
• 4. Financing:

The fourth phase of the project cycle during The fourth phase of the project cycle during which projects are approved for financing, and an implementation contractor is a d a p e e tat o co t acto s selected.

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PCM Phases PCM Phases PCM Phases PCM Phases

• 5. I mplementation
• 5. I mplementation:

The fifth phase of the project cycle during The fifth phase of the project cycle during which the project is implemented, and progress towards achieving objectives is p og ess to a ds ac e g object es s monitored.

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PCM Phases PCM Phases PCM Phases PCM Phases

• 6. Evaluation
• 6. Evaluation

The sixth and final phase of the project The sixth and final phase of the project cycle during which the project is examined against its objectives, and lessons are aga st ts object es, a d esso s a e used to influence future actions. .

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Project purpose Project purpose Project purpose Project purpose

• The central objective of the project in terms

The central objective of the project in terms

• f sustainable benefits to be delivered to

the project beneficiaries. p j

• It does not refer to the services provided

It does not refer to the services provided by the project (these are results), nor to the utilisation of these services, but to the , benefits which project beneficiaries derive as a result of using project services.

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Phase I: Programming Phase I: Programming Phase I: Programming Phase I: Programming

• Situation analysis at national level

Situation analysis at national level

• Identify problems, constraints,

Identify problems, constraints, Identify problems, constraints, Identify problems, constraints,

• pportunities
• pportunities
• Socio

Socio-economic indicators economic indicators

• Socio

Socio economic indicators economic indicators

• Provide relevant and feasible

Provide relevant and feasible programming framework programming framework programming framework programming framework

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Phase Phase 2: Identification : Identification Phase Phase 2: Identification : Identification

• Ideas for projects

Ideas for projects Ideas for projects, Ideas for projects,

• Other development actions

Other development actions

• Consultation with beneficiaries

Consultation with beneficiaries

• Consultation with beneficiaries,

Consultation with beneficiaries,

• Analysis of the problems,

Analysis of the problems, Id tif ti t dd th bl Id tif ti t dd th bl

• Identify options to address these problem

Identify options to address these problem

• Decision for further assessment to the

Decision for further assessment to the l t h j t id & l t h j t id & relevance to each project idea & relevance to each project idea &

• Identify project ideas to be examined in

Identify project ideas to be examined in f l ti h f l ti h

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formulation phase formulation phase

Phase Phase 3: Formulation : Formulation Phase Phase 3: Formulation : Formulation

• Developing project ideas into operational

Developing project ideas into operational project action plans, project action plans,

• Utilizing participatory approach to engage

Utilizing participatory approach to engage all stakeholders, beneficiaries, all stakeholders, beneficiaries,

• Specify detailed project ideas feasibility

Specify detailed project ideas feasibility and sustainablity, long term benefits, and and sustainablity, long term benefits, and lt lt results results

• Based on this, decision will be taken for

Based on this, decision will be taken for f ll j t l f ll j t l

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full project proposal full project proposal

Phase 4: Financing Phase 4: Financing Phase 4: Financing Phase 4: Financing

• Examining the project proposal for

Examining the project proposal for financing, financing,

• Funding agency and beneficiaires are

Funding agency and beneficiaires are agreeing on implmentation modalities agreeing on implmentation modalities ag ee g o p e tat o

• da t es

ag ee g o p e tat o

• da t es
• Formalize these in legal document funding

Formalize these in legal document funding agreement agreement agreement agreement

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Phase 5: Implementation Phase 5: Implementation Phase 5: Implementation Phase 5: Implementation

• Project resource mobilization & execution

Project resource mobilization & execution

• ject esou ce
• b

at o & e ecut o

• ject esou ce
• b

at o & e ecut o

• Tendering for works

Tendering for works

• Tendering for services

Tendering for services Tendering for services Tendering for services

• Tendering for goods

Tendering for goods

• Consultation with all stakeholders & beneficiaries

Consultation with all stakeholders & beneficiaries

• Consultation with all stakeholders & beneficiaries

Consultation with all stakeholders & beneficiaries to monitor & assess actual progress against to monitor & assess actual progress against planned progress & identify areas for planned progress & identify areas for p p g y p p g y amendments amendments

• Remedial actions to reflect any changes to its

Remedial actions to reflect any changes to its

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mandates since the formulatiozation phase mandates since the formulatiozation phase

Phase Phase 6: Evaluation : Evaluation Phase Phase 6: Evaluation : Evaluation

• Identify what hase been achieved

Identify what hase been achieved

• Identify what hase been achieved

Identify what hase been achieved

• Identify the learning lessons,

Identify the learning lessons,

• Findings to improve the design of future

Findings to improve the design of future project project

• Evaluation comes after implementation:

Evaluation comes after implementation: post and mid post and mid-

• term to identify lessons that

term to identify lessons that can be applied during the rest of project can be applied during the rest of project life. life.

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PCM Principles PCM Principles PCM Principles PCM Principles

• Project cycle stages, structure and informed

Project cycle stages, structure and informed Project cycle stages, structure and informed Project cycle stages, structure and informed decision making decision making

• Client oriented: involve all stakeholders in the

Client oriented: involve all stakeholders in the decion making decion making

• Logframework planning: comperhensive and

Logframework planning: comperhensive and cosnistent analysis cosnistent analysis cosnistent analysis cosnistent analysis

• Sustanibility: mechanism, systematic approach

Sustanibility: mechanism, systematic approach for continued flow of benefits, for continued flow of benefits, for continued flow of benefits, for continued flow of benefits,

• I ntegrated apporach

I ntegrated apporach: vertical integration and

: vertical integration and standarized documentation consistency in standarized documentation consistency in

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country strategy & donor agenda country strategy & donor agenda

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PCM Ensures The Project to be PCM Ensures The Project to be PCM Ensures The Project to be PCM Ensures The Project to be

• Relevant:

Relevant: linked to secotral national & donor

linked to secotral national & donor agency agency

• Beneficiaries are engaged

Beneficiaries are engaged in the early stage

in the early stage process process process, process,

• Problem analsysis

Problem analsysis: through SMART objectives

: through SMART objectives

• Feasible:

Feasible: the objecitves can be implemented in a

the objecitves can be implemented in a

• Feasible:

Feasible: the objecitves can be implemented in a

the objecitves can be implemented in a given environment, constraints, & capacity of given environment, constraints, & capacity of implementing agency, implementing agency,

• Project sustainable

Project sustainable: Addressing factors

: Addressing factors affecting sustainability in project design, Results affecting sustainability in project design, Results from evaluation used to build lessons learned into from evaluation used to build lessons learned into

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from evaluation used to build lessons learned into from evaluation used to build lessons learned into the desing of future projects the desing of future projects

PCM Tools: Logical Framework PCM Tools: Logical Framework PCM Tools: Logical Framework PCM Tools: Logical Framework

• Effective techniques for enabling

Effective techniques for enabling Effective techniques for enabling Effective techniques for enabling stakeholders to identify and analyse stakeholders to identify and analyse problems problems problems problems

• Define objectives and activities

Define objectives and activities

• T

l f it i i l t ti d T l f it i i l t ti d

• Tools for monitoring implementation and

Tools for monitoring implementation and evaluaton evaluaton

• Framework for evaluation

Framework for evaluation

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Logical Framework Approach: Logical Framework Approach: g pp g pp Project Design and Analysis Tool Project Design and Analysis Tool

• Identification phase: used to ensure the

Identification phase: used to ensure the revalncy of project idea revalncy of project idea

• Formulation Phase: used to ensure the

Formulation Phase: used to ensure the feasibility and sustainability of the project feasibility and sustainability of the project eas b ty a d susta ab ty o t e p oject eas b ty a d susta ab ty o t e p oject

• The approach splite into two Phases:

The approach splite into two Phases: 1 Analaysis: Analaysis: 1. 1. Analaysis: Analaysis: 2. 2. Planning: Planning:

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LFA: A project Design and Analysis LFA: A project Design and Analysis Tool Tool

• 1. Analysis phase: analysing the current
• 1. Analysis phase: analysing the current

situation to develop a vision of the future situation to develop a vision of the future desired situation and to select the desired situation and to select the strategies that will be applied to achieve it strategies that will be applied to achieve it 2 Planning phase: developing the project 2 Planning phase: developing the project

• 2. Planning phase: developing the project
• 2. Planning phase: developing the project

idea in operation detail idea in operation detail

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Logframe Approach Logframe Approach

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Phase Phase 1: analysis : analysis Phase Phase 1: analysis : analysis

• Problem Analysis

Problem Analysis

• Objectives analysis

Objectives analysis Objectives analysis Objectives analysis

• Strategy analysis

Strategy analysis

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Phase 1.1: Problem analysis Phase 1.1: Problem analysis Phase 1.1: Problem analysis Phase 1.1: Problem analysis

• Stakeholders identification & analysis

Stakeholders identification & analysis Stakeholders identification & analysis Stakeholders identification & analysis

• Beneficiaries major problems

Beneficiaries major problems

• D

l t f bl t t D l t f bl t t

• Development of a problem tree to

Development of a problem tree to establish cause establish cause-

• effect relationship

effect relationship

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Chart of Problems Tree Chart of Problems Tree

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Phase 1.2: Objectives Analyasis Phase 1.2: Objectives Analyasis j y j y

• Description of future situation

Description of future situation

• Verification and confirmation of the

Verification and confirmation of the

• bjective hierarchy
• bjective hierarchy
• Ilustration of relation between

Ilustration of relation between means means and and results/ends results/ends in a diagram that gives a clear in a diagram that gives a clear / g g g g

• verview of the desired future situation
• verview of the desired future situation

– OBJECTI VE TREE

OBJECTI VE TREE – reformulation all

reformulation all

OBJECTI VE TREE OBJECTI VE TREE

reformulation all reformulation all negative situations (problem tree) into negative situations (problem tree) into positive situations that are desirable and positive situations that are desirable and

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positive situations that are desirable and positive situations that are desirable and realistically achievable realistically achievable

Transforming Problems into Transforming Problems into Obj ti Obj ti Objectives Objectives

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Chart of Objective Tree Chart of Objective Tree j

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Phase Phase 1 3: Strategy Analysis : Strategy Analysis Phase Phase 1.3: Strategy Analysis : Strategy Analysis

• Final stage of the analysis phae

Final stage of the analysis phae

• Selection of the strategies used to achieve

Selection of the strategies used to achieve the desired objectives the desired objectives

• Sweeping irrelivant objectives

Sweeping irrelivant objectives

• Show the project purpose and overall

Show the project purpose and overall

• bjectives
• bjectives
• Examining the logic and feasibility of

Examining the logic and feasibility of different interventions different interventions

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Chart of Strategy Selection Chart of Strategy Selection

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LFA: LFA: 2

• 2. Planning Phase

. Planning Phase

2. .1 1. . Logical framework matrix: Logical framework matrix:

• Set out the intervention logic of project: activities

Set out the intervention logic of project: activities

• Set out the intervention logic of project: activities

Set out the intervention logic of project: activities leads to results and results lead to achieve project leads to results and results lead to achieve project purpose purpose

• Describes the underlying assumptions

Describes the underlying assumptions

• Make the logical relatshipships between activities,

Make the logical relatshipships between activities, l b l b results, purpose, & objectives more transparent results, purpose, & objectives more transparent

• Tool of thinking (dynamic tool)

Tool of thinking (dynamic tool) O t it t id tif th iti l ti O t it t id tif th iti l ti

• Opportunity to identify the critical assumptions

Opportunity to identify the critical assumptions and risks to specify the indicators and sources of and risks to specify the indicators and sources of information which monitor and evaluate the information which monitor and evaluate the

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information which monitor and evaluate the information which monitor and evaluate the project. project.

2. .1 1. .1 1. . Logramework format Logramework format

Logic Logic Objectivly Objectivly Sources of Sources of Assumption Assumption Intervention Intervention verfiable verfiable indicator indicator verifiable verifiable indicator indicator O ll O ll Overall Overall Objective Objective S ifi S ifi Specific Specific Objective Objective Results Results Results Results Activities Activities

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Activities Activities

2. .1 1. .2

• 2. The vertical logic behind the

. The vertical logic behind the g matrix matrix

• What the project intends to do?

What the project intends to do?

• Clarifies the causal relationships,

Clarifies the causal relationships, Clarifies the causal relationships, Clarifies the causal relationships,

• Specifies the improtant assumptions and

Specifies the improtant assumptions and uncertainities beyond the Project uncertainities beyond the Project uncertainities beyond the Project uncertainities beyond the Project management control management control

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2 1 3 The horizontal logic 2 1 3 The horizontal logic 2.1.3. The horizontal logic 2.1.3. The horizontal logic

• Through the specification of key indicators

Through the specification of key indicators

• f measurments
• f measurments
• The logic relates to the measurment of the

The logic relates to the measurment of the effects of and resources used by, the effects of and resources used by, the e ects o a d esou ces used by, t e e ects o a d esou ces used by, t e specification of key indicators of specification of key indicators of measurement by which the measurment measurement by which the measurment easu e e by c e easu e easu e e by c e easu e will be verified will be verified

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2 1 4 The logframe matrix 2 1 4 The logframe matrix 2.1.4. The logframe matrix 2.1.4. The logframe matrix

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2. .2

• 2. Level of objectives

. Level of objectives j

• 1. The overall objectives:
• 1. The overall objectives:
• Explains why project is improtant to society long

Explains why project is improtant to society long term benefits to beneficiaires term benefits to beneficiaires

• OO, will not be achieved by the project alone but

OO, will not be achieved by the project alone but will require the impacts of other program will require the impacts of other program

2.

• 2. The project purpose: (specific objective)

The project purpose: (specific objective) Address the core problem, be defined in terms of Address the core problem, be defined in terms of benefits to be received by the project beneficiairs benefits to be received by the project beneficiairs

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• r target group
• r target group

2 3 Results Results 2.3. Results . Results

• The services to be delivered to the

The services to be delivered to the intended beneficiaries or target group, intended beneficiaries or target group,

• Address the main cause of the problems

Address the main cause of the problems the target group face the target group face t e ta get g oup ace t e ta get g oup ace

• Ensure relevance to results

Ensure relevance to results

• Beneficiaries demand

Beneficiaries demand driven services driven services

• Beneficiaries demand

Beneficiaries demand-driven services driven services

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2 4 Activities Activities 2.4. Activities . Activities

• How the projects goods and services will

How the projects goods and services will be delivered be delivered

• Achieve accountability for project results

Achieve accountability for project results

• Accountable project managers

Accountable project managers

• Accountable project managers

Accountable project managers

• Understanding the operational terms and

Understanding the operational terms and the relationship between results and the relationship between results and the relationship between results and the relationship between results and project purpose. project purpose.

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The relationship between results The relationship between results d j t d j t and project purpose and project purpose

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2.5. Project Assumptions 2.5. Project Assumptions j p j p

• Assumptions is: factors outside project control

Assumptions is: factors outside project control that may impact on the project purpose and that may impact on the project purpose and

• bjective.
• bjective.

S f t i k b bilit f S f t i k b bilit f

• Success factors, risks, probability of

Success factors, risks, probability of uncertainties. uncertainties. Th Th diti i diff t f ti diti i diff t f ti The pre The pre-

• condition is different from assumption:

condition is different from assumption:

• The pre

The pre-

• condition: the partner should undertake

condition: the partner should undertake a certain implementation or policy measures a certain implementation or policy measures a certain implementation or policy measures a certain implementation or policy measures before project interventions commence before project interventions commence

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The role of assumptions The role of assumptions The role of assumptions The role of assumptions

• Define the system environment and sustainablity

Define the system environment and sustainablity issues issues

• Factore which project management cotrol or

Factore which project management cotrol or

• Factore which project management cotrol or

Factore which project management cotrol or chooses not to control chooses not to control

• Outside the project’s intereventions

Outside the project’s intereventions Outside the project s intereventions Outside the project s intereventions

• Essentials to project successes: necessary

Essentials to project successes: necessary conditions, conditions,

• Results

Results-

• to

to-

• purpose assumption are critical

purpose assumption are critical success factor success factor

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Assessing Project Assumptions tool Assessing Project Assumptions tool

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Factors ensuring sustainability Factors ensuring sustainability Factors ensuring sustainability Factors ensuring sustainability

• Policy support

Policy support

• Appropriate technology

Appropriate technology Appropriate technology Appropriate technology

• Institutional and Management capacity

Institutional and Management capacity

• Economic and Financial viability

Economic and Financial viability

• Economic and Financial viability

Economic and Financial viability

• Socio

Socio-

• cultural and gender issues

cultural and gender issues

• Envrionmental protection

Envrionmental protection

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2. .5

• 5. Objectively Verfiable Inndicator,

. Objectively Verfiable Inndicator, OVI OVI

• Acts as viability of project objective in

Acts as viability of project objective in

• perationally measurable terms
• perationally measurable terms
• Provide the basis for performance

Provide the basis for performance measruement measruement eas ue e t eas ue e t

• The basis for project monitoring system

The basis for project monitoring system

• Breif details on quanitity quality time

Breif details on quanitity quality time

• Breif details on quanitity, quality, time

Breif details on quanitity, quality, time- QQT QQT

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Ensuring that OVIs are Specific Ensuring that OVIs are Specific g p g p

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2 6 Sources of verification SOVs 2 6 Sources of verification SOVs 2.6. Sources of verification, SOVs 2.6. Sources of verification, SOVs

• The format in which the information

The format in which the information should be made available (e.g: Progress should be made available (e.g: Progress Reports, project accounts, project records, Reports, project accounts, project records,

• fficial statistics)
• fficial statistics)
• Who should provide informations

Who should provide informations

• How regulary it should be provided

How regulary it should be provided

• How regulary it should be provided

How regulary it should be provided

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The relationship between cost and The relationship between cost and p complexity in data collection complexity in data collection

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2 7 Means and Costs 2 7 Means and Costs 2.7. Means and Costs 2.7. Means and Costs

• Human resources

Human resources

• Materials/goods

Materials/goods

• Financial resources

Financial resources

• Financial resources

Financial resources

• Accurate estimates of the means and

Accurate estimates of the means and t i l d ti iti d t i l d ti iti d costs requires, planned activities, and costs requires, planned activities, and management support activites management support activites

• The cost of collecting data on OVI

The cost of collecting data on OVI

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The example of logical fraemwork The example of logical fraemwork The example of logical fraemwork The example of logical fraemwork

• Practical write up excerises

Practical write up excerises

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Uses of Logical framework Uses of Logical framework Uses of Logical framework Uses of Logical framework

• Develop activity and resource schedules

Develop activity and resource schedules

• Assess project proposal

Assess project proposal Assess project proposal Assess project proposal

• Identify gaps in project design

Identify gaps in project design

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Activity and resource schedule Activity and resource schedule y

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Steps to Prepare An Activity Schedule Steps to Prepare An Activity Schedule p p y p p y

• List main activities

List main activities

• B

k ti iti i t bl t k B k ti iti i t bl t k

• Break activities into manageable tasks

Break activities into manageable tasks

• Clarify sequence and dependencies

Clarify sequence and dependencies

• Estimate start up duration completions of

Estimate start up duration completions of

• Estimate start up, duration, completions of

Estimate start up, duration, completions of activities activities

• Sumarize scheduling of main activities

Sumarize scheduling of main activities Sumarize scheduling of main activities Sumarize scheduling of main activities

• Define milestones

Define milestones

• Define expertise

Define expertise Define expertise Define expertise

• Allocate tasks among team, ensuring

Allocate tasks among team, ensuring accountability accountability

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Presenting an activity schedule Presenting an activity schedule-

• Gantt chart

Gantt chart

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Preparing resource schedule Preparing resource schedule

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Using LFA: to Assess Project Using LFA: to Assess Project P l P l Proposals Proposals

• Tool for participatory planning activities

Tool for participatory planning activities

• Tools for ex

Tools for ex-

• post analysis of project

post analysis of project j proposals proposals

• Identify weaknesses or gaps in the project

Identify weaknesses or gaps in the project design in terms of : design in terms of :

• Relevancy

Relevancy

• Feasibility

Feasibility

• Sustainability

Sustainability

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Sustainability Sustainability

PCM Training offer two tools to assess PCM Training offer two tools to assess project proposals: project proposals:

1

f f

1.The Guide for Assessment of a Project

Proposal:

which is intended for in-depth analysis of project which is intended for in depth analysis of project proposals prior to the formulation phase. Its purpose is to assist in the identification of key questions and issues for inclusion in terms of questions and issues for inclusion in terms of reference for feasibility studies.

2.The Quality Assessment Tool:

which is intended for quality checking of draft financing proposals prior to their submission to

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financing proposals prior to their submission to the relevant financing committee.

Guide for Assessing a Project Guide for Assessing a Project P l P l Proposal Proposal

1.

• 1. Analyze problems and objectives

Analyze problems and objectives

1.

• 1. Analyze problems and objectives

Analyze problems and objectives

2.

• 2. Identify the intervention logic and

Identify the intervention logic and assumptions assumptions assumptions assumptions

3.

• 3. Assess assumptions

Assess assumptions

4.

• 4. Assess sustainability

Assess sustainability

5.

• 5. Identify indicators

Identify indicators y

6.

• 6. Prepare ToRs

Prepare ToRs

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1 Analyze problems and objectives Analyze problems and objectives

• 1. Analyze problems and objectives

. Analyze problems and objectives

• Identify and list problems & objectives in

the document

• Prepare an objective tree
• Compare objective tree with problem

analysis

• Formulate questions on adequacy of

problem analysis, and logical gaps or inconsistencies in the objective tree

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Marking Problems & Objectives g j in a Project Proposal

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• 2. Identify the intervention logic

. Identify the intervention logic y g y g and assumptions and assumptions

• Identify the Project Purpose from the objective

tree

• Formulate the Overall Objective(s) Project
• Formulate the Overall Objective(s), Project

Purpose, Results & Activities

• Identify assumptions from the project proposal

Identify assumptions from the project proposal

• Assess the logical coherence of the intervention

logic and assumptions

• Formulate questions on logic & coherence of
• bjectives

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• 3. Assess assumptions

. Assess assumptions

• 3. Assess assumptions

. Assess assumptions

• Assess the role of assumptions using the

assumptions algorithm

• Suggest modifications to project design
• Formulate questions on external factors
• Formulate questions on external factors
• How risky is the project

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4 Assess Sustainability Assess Sustainability

• 4. Assess Sustainability

. Assess Sustainability

• Identify results & activities to continue

after project completion

• Assess prospects for sustainability
• Formulate questions on sustainability of
• Formulate questions on sustainability of

results & activities

• Design for the long term
• Design for the long-term

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• 5. Identify Indicators

. Identify Indicators

• 5. Identify Indicators

. Identify Indicators

• Identify indicators for Overall Objectives,

Identify indicators for Overall Objectives, Project Purpose & Results from project document document

• Assess existing indicators for Completeness

(QQT) &‘measurability (QQT) & measurability

• Formulate questions on performance

t measurement

• Indicators are needed right from the start of

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project design

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6. . Prepare ToR Prepare ToR p

• Review questions identified during steps 1-5
• Organise questions under headings of Relevance,

g q g , Feasibility, Pre-Conditions, and Sustainability

• Incorporate questions into Section D: Issues to be

di d f h f f f h studied, of the terms of reference for the feasibility study The purpose of the feasibility study:to provide the decision-makers in the Government and the dec s o a e s t e Go e e t a d t e European Commission with sufficient information to justify acceptance, modification or rejection of the proposed project for further financing and

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the proposed project for further financing and implementation.

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2. . The Quality Assessment Tool The Quality Assessment Tool

• Intend to in depth

Intend to in depth-

• analysis of project

analysis of project proposals prior to the formulate phase. proposals prior to the formulate phase. proposals prior to the formulate phase. proposals prior to the formulate phase.

• Intend to quality chcek the draft financiang

Intend to quality chcek the draft financiang proposal prior to their submission to the proposal prior to their submission to the proposal prior to their submission to the proposal prior to their submission to the relvant financing committees. relvant financing committees.

• Check if there is some information gap

Check if there is some information gap C ec t e e s so e

• at o

gap C ec t e e s so e

• at o

gap

• Offer a checklist to breakdown the key

Offer a checklist to breakdown the key concept of: concept of: co cept o co cept o

1.

• 1. Relvance

Relvance

2

Feasibility Feasibility

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2.

• 2. Feasibility

Feasibility

3.

• 3. Sustainability

Sustainability

QUALI TY ASSESSMENT PARAMETERS

Relevance:

• Are the beneficiaries clearly identified
• Are the problems of the beneficiaries described

sufficiently

• Is the problem analysis sufficiently
• Is the problem analysis sufficiently

comprehensive?

• Do the Overall Objectives explain why the project
• Do the Overall Objectives explain why the project

is important for society?

• Is the Project Purpose defined in terms of benefits

j p to the beneficiaries?

• Has the need for the results been demonstrated

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QUALI TY ASSESSMENT PARAMETERS

Feasibility

• Will the Project Purpose contribute to the Overall

Objectives (if the assumptions hold)? Objectives (if the assumptions hold)?

• Are the Results described as services to be

delivered to the target group? g g p

• Will the Project Purpose be achieved if the Results

were delivered?

• Are the means sufficiently justified by quantified
• Are the means sufficiently justified by quantified
• bjectives
• Have important external conditions been identified?

p

• Is the probability of realisation of the assumptions

acceptable?

• Will implementing agencies be able to implement

74 74

• Will implementing agencies be able to implement

the project?

QUALI TY ASSESSMENT PARAMETERS

Sustainability

• Will the relevant authorities have a supportive policy after

the project has ended? the project has ended?

• Is the technology appropriate for the local conditions?
• Will the ecological environment be preserved during and

after the project? after the project?

• Will there be adequate ownership of the project by the

beneficiaries?

• Will women (and other groups) have adequate access to
• Will women (and other groups) have adequate access to

benefits and production factors during and after the project?

• Will the implementing agencies be able to provide follow-
• Will the implementing agencies be able to provide follow-

up after the project?

• Does the financial and economic analysis confirm that the

‘incremental project’ is efficient effective viable and

75 75

incremental project is efficient, effective, viable and relevant?

Monitoring & Reporting Monitoring & Reporting

• Is a management activity

g y

• Actual progress is compared to plan in
• rder to identify necessary remedial
• rder to identify necessary remedial

actions

• Takes place at all levels of management
• Takes place at all levels of management
• Uses both formal reporting & informal

i ti communications

• Focuses on resources, activities & results

76 76

in the logframe

Designing a Monitoring System g g g y

1.

• 1. Analyse project objectives to clarify

Analyse project objectives to clarify project design project design project design project design

2.

• 2. Review implementation procedures: who

Review implementation procedures: who d th i f ti h t f ? d th i f ti h t f ? needs the information: what fo? needs the information: what fo?

3.

• 3. Review indicators

Review indicators

4.

• 4. Design report formats, communication

Design report formats, communication and feedback and feedback

5.

• 5. Prepare an implementation plan for the

Prepare an implementation plan for the mnitoring system mnitoring system

77 77

mnitoring system mnitoring system

1. . Analyse Project Objectives Analyse Project Objectives y j j y j j

• Bring together the stakeholders to review

Bring together the stakeholders to review Bring together the stakeholders to review Bring together the stakeholders to review project documents and key assumptions, project documents and key assumptions,

• Project objectives should be reviesed to

Project objectives should be reviesed to

• ject object

es s ou d be e esed to

• ject object

es s ou d be e esed to ensure that they are: ensure that they are:

1.

• 1. Clearly stated

Clearly stated y

2.

• 2. Remain realistic

Remain realistic

3 Specific

Specific

3.

• 3. Specific

Specific

4.

• 4. Measurable

Measurable which form the bass of M&E system which form the bass of M&E system

78 78

which form the bass of M&E system which form the bass of M&E system

2. . Review implementation Review implementation p procedures procedures

• Relate information needs to different levels of

Relate information needs to different levels of the management structure the management structure

• The level of detailed information and reporting

The level of detailed information and reporting

• The level of detailed information and reporting

The level of detailed information and reporting frequency frequency

• Summaries information about achievement
• f

Summaries information about achievement

• f

Summaries information about achievement , of Summaries information about achievement , of

• utput, deviations from the workplan,
• utput, deviations from the workplan,
• Review of twhat activities will be undertakien,

Review of twhat activities will be undertakien,

• Attend review meetings, encouragin comments

Attend review meetings, encouragin comments and susgggetions and susgggetions

79 79

I nformation Needs and Levels of Management Management

80 80

Review Indicators Review Indicators

• Common problems encountered in the selectionof

Common problems encountered in the selectionof indicators: indicators: indicators: indicators:

• Selection of too many indicators: overestimate the

Selection of too many indicators: overestimate the amount of information requires amount of information requires amount of information requires, amount of information requires,

• Selection of overly

Selection of overly-

• complex indicators: data

complex indicators: data collection skills and assessing qualitative collection skills and assessing qualitative collection skills and assessing qualitative, collection skills and assessing qualitative,

• Over

Over-

• concentration on progress by using leading

concentration on progress by using leading indicators, provides insufficient information on the indicators, provides insufficient information on the indicators, provides insufficient information on the indicators, provides insufficient information on the performacne of the project, performacne of the project,

• Selection of impact indicators is critical part of the

Selection of impact indicators is critical part of the

81 81

p p p p project desing. project desing.

Reporting Reporting Reporting Reporting

• Review progress report frequently, weekly,

Review progress report frequently, weekly,

• etc. against their contracted budget and
• etc. against their contracted budget and

planned activities, planned activities,

• Submitting reports are not enough: the

Submitting reports are not enough: the collected information must be collected information must be communicated in the right form, to the right communicated in the right form, to the right person, at the right time person, at the right time p g p g

• Communication feedback tool and means of

Communication feedback tool and means of communication communication

82 82

communication communication

Progress Reprots Progress Reprots g p g p

• Periodic summary: of project progressing,

Periodic summary: of project progressing, incorporating key information from the incorporating key information from the physical and financial indicators, shown in physical and financial indicators, shown in the lograme, activity schedule and cost the lograme, activity schedule and cost schedule schedule

83 83

Progress Review Progress Review g

• Review progress against the plan,

Review progress against the plan,

• Rapid oral assessment of current issues and

Rapid oral assessment of current issues and problems, problems,

• Opportunity for written report,

Opportunity for written report,

• Alert: it can be negative if it is too requent

Alert: it can be negative if it is too requent Alert: it can be negative if it is too requent Alert: it can be negative if it is too requent and drastic temptation to go back and adjust and drastic temptation to go back and adjust planning, if the you speed the time on planning, if the you speed the time on planning, if the you speed the time on planning, if the you speed the time on planning more than doing, then it is wrong planning more than doing, then it is wrong balance balance

84 84

balance balance

Progress Reports Progress Reports Progress Reports Progress Reports

• Written in a standard format allowing for

Written in a standard format allowing for comparision between reports over time: comparision between reports over time:

• The content:

The content: match the logframe and its related match the logframe and its related

• The content:

The content: match the logframe and its related match the logframe and its related

• utputs.
• utputs.
• The activities scheduel budget and cost

The activities scheduel budget and cost The activities scheduel, budget and cost The activities scheduel, budget and cost schedules, schedules,

• Indicators of achievement: specify quanitty,

Indicators of achievement: specify quanitty, quality, time QQT identified at the levels of quality, time QQT identified at the levels of results, project purpose and overall objectives results, project purpose and overall objectives

85 85

Progress report provides update Progress report provides update Progress report provides update Progress report provides update

• Daa on indtended achievement compared

Daa on indtended achievement compared with data on actual achievement, with data on actual achievement,

• Identify significant deviations from plan as

Identify significant deviations from plan as a basis for identification of problems and a basis for identification of problems and a bas s o de t cat o

• p ob e

s a d a bas s o de t cat o

• p ob e

s a d

• pportunities to identify corrective action
• pportunities to identify corrective action

and alternatives options and alternatives options a d a e a es op o s a d a e a es op o s

86 86

The progress report The progress report

• A Summary of the current stateus of the project

A Summary of the current stateus of the project against indicators for project purpose and results against indicators for project purpose and results

• The major activties undertaken during the period

The major activties undertaken during the period

• f the report as compared to the activity schedule
• f the report as compared to the activity schedule
• Expenditure during the period of the report the

Expenditure during the period of the report the

• Expenditure during the period of the report, the

Expenditure during the period of the report, the cummulative to dtae, as compared to the budget cummulative to dtae, as compared to the budget and cost schedule, and cost schedule, E ti t f th N f li t d b fi i i E ti t f th N f li t d b fi i i

• Estimates of the No. of clients and beneficiaires

Estimates of the No. of clients and beneficiaires served during the period, served during the period,

• The current and anticipated problems, including

The current and anticipated problems, including The current and anticipated problems, including The current and anticipated problems, including planned remedial action planned remedial action

• Planned major activities and schedules for the

Planned major activities and schedules for the next period next period

87 87

next period next period

I mplementation plan to design & I mplementation plan to design & sepcif Monito ing S stem sepcif Monito ing S stem sepcify Monitoring System sepcify Monitoring System

• Analyse project objectives

Analyse project objectives

• Analyse project objectives

Analyse project objectives

• Review implmentation procedures

Review implmentation procedures

• Review indicators

Review indicators

• Design Report format

Design Report format g p g p

• Prepare implementation plan for the

Prepare implementation plan for the monitoring system monitoring system monitoring system monitoring system

88 88

Project Review and Evaluation Project Review and Evaluation Project Review and Evaluation Project Review and Evaluation

• Evaluation: is a periodic assessement of

Evaluation: is a periodic assessement of Evaluation: is a periodic assessement of Evaluation: is a periodic assessement of project mid project mid-

• term and completions

term and completions

• Assess the relevace efficiency

Assess the relevace efficiency

• Assess the relevace, efficiency,

Assess the relevace, efficiency, effectiveness, and sustainability of the effectiveness, and sustainability of the project in relation to its objectives project in relation to its objectives project in relation to its objectives project in relation to its objectives

• Focuses more on results

Focuses more on results-

• to

to-

• purpose and

purpose and ll bj ti ll bj ti purpose purpose-

• overall objectives.
• verall objectives.

89 89

Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria

l l Relevancy: Relevancy: Appropriateness of project objectives to the Appropriateness of project objectives to the problems problems problems problems To the physical and policy environemnt within the To the physical and policy environemnt within the project its operate project its operate h d d h d d The project preparation and design The project preparation and design The logic and completeness of the project planning The logic and completeness of the project planning process process process process The internal logic and coherence of the project The internal logic and coherence of the project desing desing

90 90

Evaluation criteria Evaluation criteria Evaluation criteria Evaluation criteria

• 2. Efficiencey:

. Efficiencey:

• The cost

The cost The cost The cost

• Spped and management efficiency with

Spped and management efficiency with which inputs and activities were converted which inputs and activities were converted which inputs and activities were converted which inputs and activities were converted into results and the quality of the result into results and the quality of the result achieved achieved achieved achieved

91 91

Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria

3.

• 3. Effectiveness:

Effectiveness: Assessing the contribution by results to Assessing the contribution by results to Assessing the contribution by results to Assessing the contribution by results to achievement of the project purpose achievement of the project purpose How the assumptions have affected project How the assumptions have affected project How the assumptions have affected project How the assumptions have affected project achievements achievements

92 92

Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria

• 5. Impact:

. Impact: The effect of the project on its wider The effect of the project on its wider The effect of the project on its wider The effect of the project on its wider environment environment Contribution to the wider sectoral objectives Contribution to the wider sectoral objectives Contribution to the wider sectoral objectives Contribution to the wider sectoral objectives summarized in overall objectives summarized in overall objectives

93 93

Evaluation Criteria Evaluation Criteria Evaluation Criteria Evaluation Criteria

• 6. Sustainability:

. Sustainability: The likelihoods of continuation in the stream of The likelihoods of continuation in the stream of benefits produced by the project benefits produced by the project Continuation of project activities and achievement Continuation of project activities and achievement

• f results,
• f results,

Development factors of policy support, economic Development factors of policy support, economic factors, financial factor, socio factors, financial factor, socio-

• cultrual aspects,

cultrual aspects, d i t f t h l d i t f t h l gender, appropriateness of technology, gender, appropriateness of technology, ecological aspects, and institutional capacity. ecological aspects, and institutional capacity.

94 94

Linkage to the Logframe Linkage to the Logframe

1

C

1.

• 1. Costs:

Costs: Actual inputs costs compared to plan: Actual inputs costs compared to plan: Was there a budget revision Was there a budget revision Was there a budget revision Was there a budget revision How did the nature and timing of inputs compared How did the nature and timing of inputs compared with the plan? with the plan? Did the partner agency or other donors fulfil their Did the partner agency or other donors fulfil their planned contributions, planned contributions, All these data monitored and reported in progress All these data monitored and reported in progress All these data monitored and reported in progress All these data monitored and reported in progress reports as a eman for data source for reports as a eman for data source for evaluation. evaluation.

95 95

Linkage to the Logframe g g

• 2. Activities:

. Activities:

Actual schedule and completion compared Actual schedule and completion compared with plan: with plan: p Were there delays or time savings; Were there delays or time savings; Which organization was responsible for the Which organization was responsible for the Which organization was responsible for the Which organization was responsible for the delay? delay? What effect did deviations from plan have What effect did deviations from plan have What effect did deviations from plan have What effect did deviations from plan have

• n the project?
• n the project?

These data have been monitored and These data have been monitored and

96 96

These data have been monitored and These data have been monitored and reported in project reportl reported in project reportl

Linking Indicators to the Linking Indicators to the logframework logframework logframework logframework

97 97

Linkage to the Logframe g g

3. . Results: Results:

• How activities were transformed into results and services

How activities were transformed into results and services

• Process indicators that report successful completion of a

Process indicators that report successful completion of a task eg. (Business centere established and equipped, task eg. (Business centere established and equipped, quantified targets: No managers train, in market analysis quantified targets: No managers train, in market analysis quantified targets: No managers train, in market analysis quantified targets: No managers train, in market analysis efficiency of project activities. efficiency of project activities.

• Indidcators compared with actual inputs as a ratio fo actual

Indidcators compared with actual inputs as a ratio fo actual

• utputs: average cost of training per participant # of SMEs
• utputs: average cost of training per participant # of SMEs
• utputs: average cost of training per participant, # of SMEs
• utputs: average cost of training per participant, # of SMEs

bening advised per business advisor, per month, % of bening advised per business advisor, per month, % of retained public sector workers finding jobs in the private retained public sector workers finding jobs in the private sector sector sector, sector,

• Data sources from project records and progress report

Data sources from project records and progress report

• Comparision to be made over the life cylce of the project to

Comparision to be made over the life cylce of the project to

98 98

p y p j p y p j see if performance has improved, and comparsion with see if performance has improved, and comparsion with

• ther projects.
• ther projects.

Linkage to the Logframe

• 4. Project Purposes

. Project Purposes:

Indicators of the achievement of sustainable benefits for the target group Indicators of the achievement of sustainable benefits for the target group These indicators show if the project has achieved its purpose and whetehr the These indicators show if the project has achieved its purpose and whetehr the These indicators show if the project has achieved its purpose and whetehr the These indicators show if the project has achieved its purpose and whetehr the project services are sustainable after the end of the project life project services are sustainable after the end of the project life Actual performance compared with the plan Actual performance compared with the plan Is the poor performance due to problem in problem analysis, or from the project Is the poor performance due to problem in problem analysis, or from the project design or from the implementation design or from the implementation design or from the implementation design or from the implementation Importance to sustainabilitys Importance to sustainabilitys To what extent was the institutional and manageiral capacity of the project To what extent was the institutional and manageiral capacity of the project accurately assessed accurately assessed T h t t t th fi i l i bilit f th j t d t l i d? T h t t t th fi i l i bilit f th j t d t l i d? To what extent was the financial viability of the project adequately appraised? To what extent was the financial viability of the project adequately appraised? To What extent was the policy support properly implemented To What extent was the policy support properly implemented Examine the quality of goods and service generated by the project in the opinion Examine the quality of goods and service generated by the project in the opinion

• f beneficiaries, have the trainees gained new skills? Do their employers find
• f beneficiaries, have the trainees gained new skills? Do their employers find

th kill t b l t d b fi i l? th kill t b l t d b fi i l? those skills to be relevant and beneficial? those skills to be relevant and beneficial? Evaluate effectiveness and sustainability will required to gather data from outside Evaluate effectiveness and sustainability will required to gather data from outside the project throught: meetings, visits to beneficiaires, and other organizations the project throught: meetings, visits to beneficiaires, and other organizations

99 99

Linkage to the Logframe Linkage to the Logframe

5.

• 5. Overall objectives:

Overall objectives: Contribution of the project to the wider Contribution of the project to the wider Contribution of the project to the wider Contribution of the project to the wider sectoral objectives, sectoral objectives, Assessing overall objectives as part of a Assessing overall objectives as part of a Assessing overall objectives as part of a Assessing overall objectives as part of a tehmatice or sectoral evaluations (ie. tehmatice or sectoral evaluations (ie. Evaluation of a country program) Evaluation of a country program) Evaluation of a country program) Evaluation of a country program)

100 100

Opportunities for Evaluation Opportunities for Evaluation pp pp

Program formal evaluation reports and project Program formal evaluation reports and project cycel management phases: cycel management phases: cycel management phases: cycel management phases:

1.

• 1. At mid

At mid-

• term:

term: review all progress and propos review all progress and propos alternations to project design during the alternations to project design during the remaining period of implementation remaining period of implementation remaining period of implementation remaining period of implementation

2.

• 2. At project completions: document the

At project completions: document the resources used, resutls and progress toward resources used, resutls and progress toward , p g , p g

• bjectives, to generate lessons about the
• bjectives, to generate lessons about the

project to be used for future project design project to be used for future project design improvement, improvement, improvement, improvement,

3.

• 3. Ad

Ad-

• hoc studies:

hoc studies: to investigate themes, sectoral to investigate themes, sectoral projects: types of intervention within a region, projects: types of intervention within a region, institutional development projects institutional development projects

101 101

institutional development projects institutional development projects

PCM Terminologies PCM Terminologies PCM Terminologies PCM Terminologies

1

l l

1.

• 1. Intervention logic:

Intervention logic:

2.

• 2. Logframe

Logframe

3

Logical framework approach Logical framework approach

3.

• 3. Logical framework approach

Logical framework approach

4.

• 4. Milestones

Milestones

5.

• 5. Monitoring

Monitoring

5.

• 5. Monitoring

Monitoring

6.

• 6. Objectives

Objectives

7.

• 7. Objective tree

Objective tree

8.

• 8. OVI

OVI

9.

• 9. SVI

SVI

102 102

Agenda Agenda ( (4 4th th day) day)

• Ice Breaking

Ice Breaking d i i dil d i i dil

• Fundraising dilemma

Fundraising dilemma

• Fundraising definitions

Fundraising definitions

• Fundraising Innovative Ideas

Fundraising Innovative Ideas (Brainstorming) (Brainstorming) ( a sto g) ( a sto g)

• Finalizing the good ideas

Finalizing the good ideas

• Fundraising as a Strategy

Fundraising as a Strategy

• Fundraising as a Strategy

Fundraising as a Strategy

• Fundraising as an administrative tasks

Fundraising as an administrative tasks

103 103

Ice Breaking Ice Breaking

• Self Awareness

Self Awareness

• Organizational Awareness of

Organizational Awareness of Organizational Awareness of Organizational Awareness of

– Vision Vision – Mission Mission Mission Mission – Core Values Core Values – Social Responsibilities Social Responsibilities – Social Responsibilities Social Responsibilities – Organizational Culture Organizational Culture

104 104

Fundraising Dilemma Fundraising Dilemma g

• Donors White Paper:

Donors White Paper:

• Donors Hidden Agenda:

Donors Hidden Agenda:

• Why do they donate generously ?

Why do they donate generously ? y y g y y y g y

• How should our organization appeal for funding?

How should our organization appeal for funding?

• When should we accept funding?

When should we accept funding? p g p g

• When should we reject funding?

When should we reject funding?

• What the parameters should we follow to raise

What the parameters should we follow to raise What the parameters should we follow to raise What the parameters should we follow to raise fund? fund?

• How should we play (

How should we play (0 0 SUM GAME)? SUM GAME)? p y ( p y ( )

105 105

Fundraising Definitions Fundraising Definitions Fundraising Definitions Fundraising Definitions

• Utility function

Utility function

• Public Relations

Public Relations

• Connections

Connections Connections Connections

• Social Responsibility

Social Responsibility L bb i L bb i

• Lobbying

Lobbying

• Political Power

Political Power

• Catalyst for Change

Catalyst for Change

106 106

Fundraising Agenda

• Determine the priority of your agency

program areas

• Identify staff roles & responsibilities for

proposal development/generation

• Monitor and review funding sources

g

• Match donors priorities with yours
• Coordinate & Communicate
• Coordinate & Communicate

107 107

Fundraising Innovative Ideas Fundraising Innovative Ideas g

• Follow the Brainstorming rule

Follow the Brainstorming rule

– Give one answer at a time Give one answer at a time – Do not disturb or comment Do not disturb or comment – Write all what do you think Write all what do you think – Do not be shamed of crazy ideas Do not be shamed of crazy ideas y

108 108

Finalizing the Good Ideas Finalizing the Good Ideas g

• Link your ideas to the followings:

Link your ideas to the followings:

• MoSAL Vision/Mission

MoSAL Vision/Mission

• MoSAL Core Values/Social Responsibility

MoSAL Core Values/Social Responsibility MoSAL Core Values/Social Responsibility MoSAL Core Values/Social Responsibility

• MoSAL Strategic Goals/future plan

MoSAL Strategic Goals/future plan Th R l d F ibilit f th id Th R l d F ibilit f th id

• The Relevancy and Feasibility of the ideas

The Relevancy and Feasibility of the ideas to Donor and MoSAL to Donor and MoSAL

• Readiness and preparedness

Readiness and preparedness

• Fitness with organizational external and

Fitness with organizational external and g internal competencies internal competencies

109 109

Re Re Write Good Ideas Write Good Ideas Re Re-Write Good Ideas Write Good Ideas

1. 1. 2. 2. 2. 2. 3. 3. 4. 4.

110 110

Fundraising: critical components.. Fundraising: critical components..

Great idea Effective presentation

I f either of the above are missing you have I f either of the above are missing, you have a problem !

111 111

Fundraising as a Strategy Fundraising as a Strategy g gy g gy

• Differentiation

Differentiation

• Mass Services Provider

Mass Services Provider

• Focused on Core Activity

Focused on Core Activity

• Linked to MoSAL Vision

Linked to MoSAL Vision Linked to MoSAL Vision Linked to MoSAL Vision

• Linked to Donor Agenda

Linked to Donor Agenda

• Linked to Donor Agenda

Linked to Donor Agenda

112 112

Focus Focus Focus Focus

• If a hawk chases two rabbits, both will

If a hawk chases two rabbits, both will escape! escape! escape! escape!

113 113

Fundraising as Administrative Tasks Fundraising as Administrative Tasks Fundraising as Administrative Tasks Fundraising as Administrative Tasks

• Market and Intelligence Researches

Market and Intelligence Researches

• Market and Intelligence Researches

Market and Intelligence Researches

• Awareness of Target Audience/donors

Awareness of Target Audience/donors St k h ld l i St k h ld l i b fi i i b fi i i

• Stakeholders analysis

Stakeholders analysis-

• beneficiaries

beneficiaries

• Guidelines compliance

Guidelines compliance

• Communications

Communications

114 114

Market and Intelligence Researches Market and Intelligence Researches g

• You must take a professional approach

You must take a professional approach C d h h f ll i C d h h f ll i

• Conduct research to answer the following:

Conduct research to answer the following:

– Has similar work been done before? Has similar work been done before? – Review the available service providers? Review the available service providers? – What methods were used? What methods were used? – What lessons were learned? What lessons were learned? – What gaps were left? What gaps were left? g p g p – How should I approach my problem? How should I approach my problem?

115 115

Awareness of your Target Donors Awareness of your Target Donors Awareness of your Target Donors Awareness of your Target Donors

– Who will review and evaluate your proposal? Who will review and evaluate your proposal?

– What are your sponsor’s goals? What are your sponsor’s goals? – What kind of projects does your sponsor What kind of projects does your sponsor support? support? – What information does your sponsor require? What information does your sponsor require? – What format does your sponsor expect? What format does your sponsor expect? – What criteria will be used to evaluate the What criteria will be used to evaluate the proposal? proposal? – Do you know anyone who has applied to this Do you know anyone who has applied to this sponsor before? sponsor before?

116 116

Stakeholders analysis Stakeholders analysis-

• beneficiaries

beneficiaries y

Answer the following questions: Answer the following questions:

– What is the issue/problem you wish to address? What is the issue/problem you wish to address? – Why is it important to address this problem/issue? Why is it important to address this problem/issue? What do you hope to accomplish during the project? What do you hope to accomplish during the project? – – What do you hope to accomplish during the project? What do you hope to accomplish during the project? – How will you accomplish these goals? How will you accomplish these goals? – – What resources do you need to accomplish these goals? What resources do you need to accomplish these goals? y p g y p g

117 117

Guidelines Compliance Guidelines Compliance p

• RFP/RFA/CFP

RFP/RFA/CFP

• Submission deadline (s).

Submission deadline (s).

• Eligibility criteria.

Eligibility criteria. g y g y

• Proposal format.

Proposal format.

• Proposal review timetable

Proposal review timetable

• Proposal review timetable.

Proposal review timetable.

• Budgets: what’s covered/what’s not.

Budgets: what’s covered/what’s not.

• Evaluation process and criteria.

Evaluation process and criteria.

• Whom to contact.

Whom to contact.

118 118

Communication Communication-

• Inquiry Letter

Inquiry Letter

• Initial Phone Calls- Names/Title/Availability

Write Inquiry Includes: Write Inquiry Includes:

– Organization Overview/Purpose – State Reason for and Amount of Funding Request D ib N d P bl (i l di t t – Describe Needs or Problem (including target population, statistics, examples) Desc ibe P oject o P og am – Describe Project or Program – List other Project Funders (prospective and committed) committed) – Request Funding Application

119 119

How to Write a Winning How to Write a Winning How to Write a Winning How to Write a Winning Proposal Proposal

120 120

Agenda Agenda (5th th Day) Day) Agenda Agenda (5th th Day) Day)

• Proposal writing outline

Proposal writing outline

• Proposal writing outline

Proposal writing outline

• How to write key sections

How to write key sections H t d ft th l l i l H t d ft th l l i l

• How to draft the proposal logical

How to draft the proposal logical framework framework

• How to evaluate your proposal

How to evaluate your proposal

• How to evaluate your financial estimation

How to evaluate your financial estimation y

• What makes your proposal winning?

What makes your proposal winning?

121 121

Project Proposal Outline Project Proposal Outline

• Letter Proposal/Covering Letter

Letter Proposal/Covering Letter

• Cover Sheet/Title Page

Cover Sheet/Title Page

• Cover Sheet/Title Page

Cover Sheet/Title Page

• Executive Summary/Abstract

Executive Summary/Abstract

• Introduction/Background

Introduction/Background Introduction/Background Introduction/Background

• Statement of Problem/Need

Statement of Problem/Need

• Project Goal/Objectives

Project Goal/Objectives Project Goal/Objectives Project Goal/Objectives

• Methodology/Implementation

Methodology/Implementation

• Monitoring and Evaluation

Monitoring and Evaluation g

• Dissemination/Replications/Best Practices

Dissemination/Replications/Best Practices

• Budget/Cost Estimate

Budget/Cost Estimate

• Appendices/Attachments

Appendices/Attachments

122 122

Letter Proposal/Covering Letter Letter Proposal/Covering Letter

• Written last

Written last

123 123

Cover Sheet/Title Page Cover Sheet/Title Page

• Project title: brief, descriptive of project

Project title: brief, descriptive of project

• Names titles

Names titles affiliations of Project Manager affiliations of Project Manager

• Names, titles,

Names, titles, affiliations of Project Manager affiliations of Project Manager

• Proposed start date and duration

Proposed start date and duration

• Submitted to:

Submitted to: Personalize your proposal Personalize your proposal

• Specify how much your appeal in US$ figures

Specify how much your appeal in US$ figures Specify how much your appeal in US$ figures Specify how much your appeal in US$ figures

• Mention other partners name, contact, logos,

Mention other partners name, contact, logos, etc etc etc. etc.

• Signatures: CoP/PMs/Institutional official

Signatures: CoP/PMs/Institutional official

124 124

Executive Summary/Abstract Executive Summary/Abstract

• Often written last

Often written last

• Brief, self

Brief, self-

• contained description of proposed

contained description of proposed project or activity project or activity

– statement of problem and objectives statement of problem and objectives – summary of methods to be employed summary of methods to be employed y p y y p y – significance of proposed activity to solution of significance of proposed activity to solution of problem problem – Amount requested in US$..., the outcome and Amount requested in US$..., the outcome and impact of the project impact of the project

• Very important for assignment of reviewers

Very important for assignment of reviewers

125 125

Elements of the executive summary ( Elements of the executive summary (1 1 page) page) page) page)

S l ti

• Brief

statement of

• Short

description :(1

Solution

• Explain amount of

Organisation and its expertise

statement of the problem

• r need your
• rganisation

has recognised description :(1- 2 paragraph)

• Purpose &

activities

• Who will

b fit (di t grant required and amount being requested

• Any plans for

raising the required

• A brief

statement

• f the

history recognised and is prepared to address (not too long 1-2 paragraphs) benefit (direct & indirect) , how many

• How will they

benefit from g q amounts.

• Your contribution:

cash or in kind what other resources does the

• Capacity to

implement the proposed action paragraphs)

Problem

the project

• Where will the

project take place

• How and who
• rganisation has.

Funding requirement

• Purpose &

activities of your

• rganisatio

n

• a d
• will implement
• project duration

126 126

Introduction/Background Introduction/Background

• Establish who you are?

Establish who you are?

• Describe your organizational goals?

Describe your organizational goals?

• Describe your organizational goals?

Describe your organizational goals?

• Establish your credibility in the project topic

Establish your credibility in the project topic area? area?

• Show your track records of projects?

Show your track records of projects? y p j y p j

• Lead logically to the problem statement?

Lead logically to the problem statement?

127 127

Statement of Problem/Need Statement of Problem/Need

• Demonstrate a precise problem you are

Demonstrate a precise problem you are trying to solve. trying to solve.

• Review the literature of ex

Review the literature of ex-

• related work

related work

• Justification of problem and project rationale

Justification of problem and project rationale p p j p p j

• Establish the importance and significance of

Establish the importance and significance of the problem the problem p

• Justify why the problem should be of special

Justify why the problem should be of special interest to the donor interest to the donor

• Demonstrate that your problem is feasible to

Demonstrate that your problem is feasible to solve solve

• State the problem and outputs in terms of

State the problem and outputs in terms of human needs and societal benefits human needs and societal benefits

128 128

Project Goal/Objectives Project Goal/Objectives

• Keep them SIMPLE: Specific; Immediate;

Keep them SIMPLE: Specific; Immediate; Measurable; Practical; Logical & Evaluative Measurable; Practical; Logical & Evaluative Measurable; Practical; Logical & Evaluative Measurable; Practical; Logical & Evaluative

• Demonstrate that your objectives are

Demonstrate that your objectives are important significant and timely important significant and timely important, significant and timely important, significant and timely

• Should comprehensively describe the

Should comprehensively describe the i t d d t f th j t i t d d t f th j t intended outcomes of the project intended outcomes of the project

• Demonstrate why your project’s outcome is

Demonstrate why your project’s outcome is appropriate and important to the donor appropriate and important to the donor

• Include goals (ultimate) and objectives

Include goals (ultimate) and objectives g ( ) j g ( ) j (immediate) statements. (immediate) statements.

129 129

Methodology Methodology

• Describe what precise steps to carry out

Describe what precise steps to carry out each objective? each objective? each objective? each objective?

• What will be done? Who will do it? When it

What will be done? Who will do it? When it will be done? will be done? will be done? will be done?

• Determine the sequence of events and

Determine the sequence of events and activities in completing your project activities in completing your project activities in completing your project activities in completing your project

• Communicate your resources & project

Communicate your resources & project implementation approach (plan A B C & D) implementation approach (plan A B C & D) implementation approach (plan A, B, C & D) implementation approach (plan A, B, C & D)

• Develop Gantt Chart/action plan to visual

Develop Gantt Chart/action plan to visual the road map of your methodology the road map of your methodology the road map of your methodology. the road map of your methodology.

130 130

Project description Project description

Project goal / Overall

• bjective
• Long term achievement - What is to be achievement / what is the end result e.g.

To enhance women’s access to property and inheritance rights in the context of HIV and AIDS through a strengthened and effective legal framework.

Objective (should be SMART)

• Why is the project being done? What is to be accomplished? Why is it important?
• They are the measurable achievements of your project. Must be tangible, specific,

concrete, measurable and achievable in a specified time frame. Target group should b fl t d i bj ti

SMART)

be reflected in your objective.

Activities

• What is to be done to achieve the objective? What activities?

When the activities will done?

Project Methodol

• gy
• Methods of implementation – Development practices have since moved away from top down

approaches to participatory approaches- In your proposal there should be a clear methodology which shows how the beneficiaries are being involved throughout the project

• cycle. E.g. partnerships with CBOs, participatory approaches in training, sensitisation and buy

in meetings

• gy

in meetings.

Target group

• Direct beneficiaries – who are they? What is the definition e.g. Women students – which ones

in particular? Marginalised and disadvantaged women – who are these, define them? Why this target group

131 131

Risk assessment and mitigation strategies Risk assessment and mitigation strategies

• This is an important element of the proposal

This is an important element of the proposal – – it it shows that your organisation knows its shows that your organisation knows its y g y g

• perational context. Be honest do not lie
• perational context. Be honest do not lie

because the funder knows your country context because the funder knows your country context l d l d already. already.

• Present realistic and practical mitigation

Present realistic and practical mitigation st ategies st ategies this eq i es c eati it and this eq i es c eati it and strategies strategies – – this requires creativity and this requires creativity and innovativeness. innovativeness.

• Social Economic and Political context

Social Economic and Political context

• Social, Economic and Political context.

Social, Economic and Political context.

132 132

Monitoring & Evaluation Monitoring & Evaluation

Id tif th f l ti Id tif th f l ti

• Identify the purpose of your evaluation

Identify the purpose of your evaluation

• Demonstrate that an appropriate evaluation

Demonstrate that an appropriate evaluation procedure is included for every project objective procedure is included for every project objective procedure is included for every project objective procedure is included for every project objective

• Provide a model for your monitoring & evaluation

Provide a model for your monitoring & evaluation

• Demonstrate that the scope of the evaluation is

Demonstrate that the scope of the evaluation is

• Demonstrate that the scope of the evaluation is

Demonstrate that the scope of the evaluation is appropriate to the project; check relevancy, appropriate to the project; check relevancy, generalization, consistency, etc. generalization, consistency, etc. generalization, consistency, etc. generalization, consistency, etc.

• Describe what information will be needed to

Describe what information will be needed to complete the evaluation, sources of information, complete the evaluation, sources of information, p , , p , , instruments, data collection and analysis instruments, data collection and analysis

• Summarize any reports required for donors and

Summarize any reports required for donors and describe its contents and timing describe its contents and timing

133 133

Governance & management structure Governance & management structure

• Funders are interested in this area

Funders are interested in this area – Transparency, Transparency, accountability accountability

• In your proposal show a clear separation of powers:

In your proposal show a clear separation of powers:

• In your proposal show a clear separation of powers:

In your proposal show a clear separation of powers: Board and management Board and management

• Who are your Board members

Who are your Board members – track record? track record? y

• Who is in management

Who is in management – – track record? track record?

• Clear organ gram

Clear organ gram

• Clear job descriptions

Clear job descriptions

• Policies should be in place

Policies should be in place – – human resources, Financial human resources, Financial etc etc etc. etc.

134 134

Dissemination/Replications/Best Practices Dissemination/Replications/Best Practices

I di h di i i i i I di h di i i i i

• Indicate why dissemination is important to your

Indicate why dissemination is important to your project project Id tif th i t d d t f th Id tif th i t d d t f th

• Identify the intended outcome of the

Identify the intended outcome of the dissemination effort dissemination effort

• Include a feasible & appropriate plan for

Include a feasible & appropriate plan for

• Include a feasible & appropriate plan for

Include a feasible & appropriate plan for dissemination dissemination

• Describe any products resulting from

Describe any products resulting from

• Describe any products resulting from

Describe any products resulting from dissemination efforts dissemination efforts

• Produce templates for project newsletter;

Produce templates for project newsletter;

• Produce templates for project newsletter;

Produce templates for project newsletter; conferences and seminars; site visits; interim conferences and seminars; site visits; interim working papers; convention papers; journal working papers; convention papers; journal g p p ; p p ; j g p p ; p p ; j articles; pamphlets; books or manuals for best articles; pamphlets; books or manuals for best practices; press releases; postings on web page; practices; press releases; postings on web page;

135 135

Sustainability Sustainability Sustainability Sustainability

• Funders are interested in funding a project

Funders are interested in funding a project which can continue to run even after the end of which can continue to run even after the end of the funding period the funding period – – your proposal should show your proposal should show li ti d l t i bilit t t li ti d l t i bilit t t a realistic and clear sustainability strategy. a realistic and clear sustainability strategy.

• Replication

Replication – – can the project continue and be can the project continue and be done even in a different area without donor done even in a different area without donor done even in a different area without donor done even in a different area without donor funds. funds.

• What sustainability strategies can be used?

What sustainability strategies can be used?

• What sustainability strategies can be used?

What sustainability strategies can be used?

136 136

Sustainability contd Sustainability contd Sustainability contd. Sustainability contd.

• From my experience:

From my experience:

• Use of participatory methods enhance

Use of participatory methods enhance sustainability sustainability

• Instil sense of ownership among project

Instil sense of ownership among project b f h l h h h h b f h l h h h h beneficiaries how? Involve them throughout the beneficiaries how? Involve them throughout the project cycle. project cycle. P t hi d li k ith th t P t hi d li k ith th t

• Partnership and links with other partners

Partnership and links with other partners – – eg. eg. SFW hand over project to communities, NGOs, SFW hand over project to communities, NGOs, CBOs etc CBOs etc CBOs etc. CBOs etc.

• Exit strategy

Exit strategy

• Production of user friendly relevant IEC

Production of user friendly relevant IEC

137 137

Sustainability contd Sustainability contd Sustainability contd. Sustainability contd.

• Formation of community sub committees

Formation of community sub committees

• r strengthen the existing structures e.g.
• r strengthen the existing structures e.g.
• ther NGOs watchdog committees
• ther NGOs watchdog committees
• Create a referral system

Create a referral system C eate a e e a syste C eate a e e a syste

• Continued informal / informal link with

Continued informal / informal link with communities through e g Reports communities through e g Reports communities through e.g. Reports communities through e.g. Reports

138 138

Budget/Cost Estimate Budget/Cost Estimate

• Alternate way of illustrating your project

Alternate way of illustrating your project

• Identify allowable budget categories to be funded

Identify allowable budget categories to be funded Identify allowable budget categories to be funded Identify allowable budget categories to be funded

• Identify direct vs. indirect costs/administrative cost

Identify direct vs. indirect costs/administrative cost

• vs. overheads terminologies
• vs. overheads terminologies

g

• Show cost sharing and other major contributors if

Show cost sharing and other major contributors if applicable applicable pp pp

• Include budget justification for major items

Include budget justification for major items

• Relate budget items to project objectives

Relate budget items to project objectives g p j j g p j j

• Provide sufficient cost estimation and clear

Provide sufficient cost estimation and clear calculation calculation

• Show how your project financially will be sustained.

Show how your project financially will be sustained.

139 139

Appendices/Attachment Appendices/Attachment

• Make sure that your reviewers can make funding

Make sure that your reviewers can make funding

• Make sure that your reviewers can make funding

Make sure that your reviewers can make funding decision without any appendix decision without any appendix

• Include strong letters of support and

Include strong letters of support and

• Include strong letters of support and

Include strong letters of support and endorsement endorsement

• Attach recent annual reports organizational

Attach recent annual reports organizational

• Attach recent annual reports, organizational

Attach recent annual reports, organizational charts, audited financial statements, resumes, charts, audited financial statements, resumes, subcontracts letter of agreement subcontracts letter of agreement MoU MoU ToRs ToRs subcontracts, letter of agreement, subcontracts, letter of agreement, MoU MoU, , ToRs ToRs, , etc. etc.

• Reporting templates survey outputs roadmaps

Reporting templates survey outputs roadmaps

• Reporting templates, survey outputs, roadmaps,

Reporting templates, survey outputs, roadmaps, etc. etc.

• Provide any additional

Provide any additional infos infos if needed by the if needed by the

• Provide any additional

Provide any additional infos infos if needed by the if needed by the reviewers. reviewers.

140 140

Letter Proposal/Covering Letter Letter Proposal/Covering Letter

• Summarize your entire proposal in one sentence

Summarize your entire proposal in one sentence Wh hi thi Wh hi thi

• Why you are approaching this sponsor

Why you are approaching this sponsor

• Summarize the current problem

Summarize the current problem

• Summarize your approach to solve the problem

Summarize your approach to solve the problem

• Show your credibility's as proposing

Show your credibility's as proposing y y p p g y y p p g

• rganization, credible ideas and credible team.
• rganization, credible ideas and credible team.
• Request a specific dollar amount in the proposal

Request a specific dollar amount in the proposal q p p p q p p p

• Identify the desired action you wish the sponsor

Identify the desired action you wish the sponsor to take. to take. to take. to take.

141 141

Today’s Date

• Mr. Hubert Williams, President

Law Enforcement Foundation 1001 23rd Street, N.W., Suite 200 Washington, D.C. 20037 Dear Mr. Williams: The Center for Urban Problems (CUP), as Washington’s largest organization dealing with police-community relations, invites your investment in a $66,240 special project to improve community relations with minorities. We are encouraged that the Law Enforcement Foundation supports innovative projects that improve the delivery of police services. Over 85 percent of your grant dollars during the past three years have been invested at the local community level. Clearly, your support fills a valuable niche in light of the more conservative funding offered by the federal government. This strong commitment to unique projects is shared by the researchers and evaluation specialists at CUP. The Problem: Spiraling Tensions. Despite proactive community relations programs, an unchecked tension exists between municipal police and minority community members. Relationships between law enforcement officers and minorities—Chicano, African American, Puerto Rican—are at a critical

• stage. One out of every three arrests in Washington, DC, currently involves a member of a minority community; the incidence is even higher in such

cities as San Antonio, Kansas City, and Los Angeles. Many factors contribute to the growing minority police-community tensions: increasing complexity of urban life, unemployment discrimination, and housing problems. Although these nationwide social problems were not created by the police, the police must cope with the consequences of these bl Thi t i l di l ti i it ttit d f j di d t t T t b l th bl li

• problems. This vast social dislocation spawns minority attitudes of prejudice and contempt. To counterbalance these problems, many police

communities have adopted public relations programs to “sell” their departments to the minority communities without the concomitant need to be ready to work with those communities. As a result, there is an ever-widening gap between present and potential minority community acceptance of police behavior. The Solution: Evaluating Police-Community Relations Bureaus. Successful claims regarding the effectiveness of police– community relations bureaus remain undocumented. Police departments are latching on to a new fad without understanding the key components of a police–community relations

• program. Some features of the bureau approach work; others don’t. The goal of this project is to identify the successful features of existing bureaus,

so that success can be delivered more quickly to police departments serving substantial numbers of minority citizens The CUP research staff will so that success can be delivered more quickly to police departments serving substantial numbers of minority citizens. The CUP research staff will follow standard social science research techniques as detailed in our time-and-task chart, Attachment A. CUP Credentials: National Experience and Networks. CUP is uniquely suited to conduct this evaluation project on police– community relations bureaus. As a non police-linked organization, it can objectively and independently assess current practices. This project represents a systematic continuation of prior CUP efforts in this area with state and municipal organizations as well as private police-related associations. I ts staff has a cumulative 100 years of experience in evaluating police-related projects. Finally, local and national networking with 28 regional offices makes it well postured to effectively conduct this assessment. Budget Request: $66,240 Payable Over Six Months. With the demonstrated concern that you’ve shown in the delivery of police services to minorities, I am requesting a grant of $66,240. Quite frankly, the project extends beyond the financial boundaries of CUP. Accordingly, we must now reach out to the community for assistance in what surely is a vital service to the police community. The outcome of this project will touch the operations of over 6,000 law enforcement groups nationwide, resulting in a $13 investment in each existing municipal and state police organization, or a cost of seven cents (7¢) per police official. I n making this investment, the Law Enforcement Foundation will be supporting a cost-effective approach to the delivery of police services for the minority communities where major problems exist.

• Mr. Lloyd Solomon, National Program Director for CUP, can be reached at (202) 123-4567 to answer questions or give further information.

y , g , ( ) q g Sincerely, Organizational Heavyweight President P.S. Please come visit us and see this important project for yourself. Attachment A: Time-and-Task Chart Attachment B: I RS Nonprofit Certification

142 142

Proposal Appearance Proposal Appearance

B ld t hit B ld t hit

• Bold type vs. white space

Bold type vs. white space

• Editing: Revise,

Editing: Revise, reduce, rearrange and rewrite to reduce, rearrange and rewrite to improve improve p o p o

• Guidelines: Read and reread proposal

Guidelines: Read and reread proposal forms/guidelines and believe them forms/guidelines and believe them

• Headings &

Headings & subheadings: acts like a table of contents subheadings: acts like a table of contents

• Headings &

Headings & subheadings: acts like a table of contents subheadings: acts like a table of contents

• Lists: help to get the message immediately without

Lists: help to get the message immediately without being wordy being wordy g

• Page numbering,

Page numbering, Ragged right margins, Ragged right margins,

• Proof

Proof-

• reading your proposal’s content; form;

reading your proposal’s content; form; mechanics mechanics mechanics mechanics

• Transitions to achieve coherence: addition, Example;

Transitions to achieve coherence: addition, Example; Result; summary. Result; summary.

• Type style,

Type style, size, line spacing and printing handy size, line spacing and printing handy proposal. proposal.

143 143

Proposal Review Criteria Proposal Review Criteria

• Scope of work: merits and logic

Scope of work: merits and logic

• Methods: appropriate

Methods: appropriate adequate & feasible adequate & feasible Methods: appropriate, Methods: appropriate, adequate & feasible adequate & feasible

• Clarity and Relevancy

Clarity and Relevancy I fl I t & L I fl I t & L

• Influence, Impact & Legacy

Influence, Impact & Legacy

• Project Sustainability

Project Sustainability

• Personnel qualification

Personnel qualification

• Facilities availability

Facilities availability Facilities availability Facilities availability

• Track Record

Track Record B d t I f ti B d t I f ti

• Budget Information

Budget Information

144 144

Realities of Grantsmanship . . . Realities of Grantsmanship . . .

• Best presentation can’t substitute for a

Best presentation can’t substitute for a weak idea; the greatest idea presented weak idea; the greatest idea presented weak idea; the greatest idea, presented weak idea; the greatest idea, presented ineffectively, will usually fail; but ineffectively, will usually fail; but sometimes a good but not great idea sometimes a good but not great idea sometimes a good, but not great, idea sometimes a good, but not great, idea presented persuasively will succeed ! presented persuasively will succeed !

• NOT TO TELL ALL YOU KNOW

NOT TO TELL ALL YOU KNOW, , but rather but rather to to TELL ALL THE REVIEWER NEEDS TO TELL ALL THE REVIEWER NEEDS TO KNOW KNOW

145 145

Remember: Remember: You will never get a grant You will never get a grant unless you submit a proposal unless you submit a proposal

146 146

The logical framework matrix The logical framework matrix

It is the most important part of the project It is the most important part of the project d t d t document: document:

– Shows problem analysis; Shows problem analysis; – Stakeholder benefits; Stakeholder benefits; – Implementation strategy; Implementation strategy; – Roles and responsibilities of collaborators; Roles and responsibilities of collaborators; – Indicators of success and means of verification. Indicators of success and means of verification.

147 147

The Logical Framework The Logical Framework

Project Means of Description Indicators verification Assumptions G l Goal Purpose Purpose Objectives Outputs A ti iti Activities

148 148

Project Structure Indicators of Achievement Means of verification Assumptions Goal: What is the Project’s long- What are the quantitative measures or What sources of information exist or can be What external factors are necessary to j g term goal? qualitative judgments of whether the goal provided to allow the goal to be y sustain the goal in the long run? will be achieved? measured?

149 149

Project Structure Indicators of A hi t Means of ifi ti Assumptions Achievement verification Purpose: What is the What are the quantitative What sources of information What external factors are intended immediate effect and strategic measures or qualitative evidence by which exist or can be provided to allow the achievement of necessary if the purpose is to contribute to strategic

• bjective of the

project and how it will which achievement of the purpose can be judged? achievement of the purpose to be measured? contribute to achievement

• f the goal?

how it will contribute to the goal? be judged?

150 150

Project Structure Indicators of Means of Assumptions Achievement verification Outputs: What outputs What kind and quality of outputs What are the sources of What are the factors not in What outputs (deliverables) are to be produced to achieve the quality of outputs and by when will they be produced? (QQT: Quantity, sources of information to verify the achievement of the factors not in control of the project which are liable to purpose? Quality, Time)

• utputs?

restrict the

• utputs

achieving the purpose?

151 151

Project Structure Indicators of Achievement Means of verification Assumptions Activities: What activities must be What kind and quality of activities and by when will What are the sources of information to What factors will restrict the activities from us be achieved to accomplish the Outputs? d by w e w they be produced?

• verify the

achievement of the activities? c v es

• creating the
• utputs?

152 152

How to assess your proposal How to assess your proposal d hi k d hi k And think!!! And think!!!

What the donor is looking for? What the donor is looking for?

153 153

• 1. Examine the Clarity, Relevance & Responsiveness

. Examine the Clarity, Relevance & Responsiveness

Basic Factors Basic Factors

Max Max Score Score

Basic Factors Basic Factors

Max Max Score Score Score Score

1.1. Proposal document demonstrate a real need or problem. 1.1. Proposal document demonstrate a real need or problem. 10 10 1. .2

• 2. The concept of the proposal is innovative.

. The concept of the proposal is innovative. 10 10 1 3 The objectives are clear appropriate measurable and The objectives are clear appropriate measurable and 10 10 1.3. . The objectives are clear, appropriate, measurable, and The objectives are clear, appropriate, measurable, and contribute to the overall objective of the RFP. contribute to the overall objective of the RFP. 10 10 1.4. The objectives have academic and technical merit. 1.4. The objectives have academic and technical merit. 10 10 1. .5

• 5. The project outcomes and results are clear, tangible, and do

. The project outcomes and results are clear, tangible, and do include measurable indicators. include measurable indicators. 10 10 1. .6

• 6. The proposal has a sound methodology. The proposed

. The proposal has a sound methodology. The proposed methods, approaches, and strategies are realistic, methods, approaches, and strategies are realistic, reasonable, effective, outcome reasonable, effective, outcome-

• oriented
• riented -
• drawing on best

drawing on best 10 10 practice and the latest thinking and research. practice and the latest thinking and research.

154 154

1. . Examine Clarity, Relevance & Responsiveness …contd Examine Clarity, Relevance & Responsiveness …contd

Basic Factors Basic Factors

Max Max Score Score Score Score

1.7. The project activities are expected to achieve the expected 1.7. The project activities are expected to achieve the expected 10 10 p j p p p j p p

• utcomes and results.
• utcomes and results.

1.8. The target group/s in the project is/are well defined. 1.8. The target group/s in the project is/are well defined. 10 10 1. .9

• 9. The project activities are reflected in the estimated

. The project activities are reflected in the estimated financial budget. financial budget. 10 10 1. .10

• 10. The proposal includes/ or has a solid, clear and detailed

. The proposal includes/ or has a solid, clear and detailed 10 10 p p , p p , monitoring & evaluation plan. monitoring & evaluation plan. Total score in clarity and relevance Total score in clarity and relevance 100 100

155 155

2. . Examine Influence, Result and Impact Examine Influence, Result and Impact

B i F t B i F t M S Basic Factors Basic Factors Max Max Score Score Score Score 2.1. There is a long 2.1. There is a long-

• term, wide, and large impact on national

term, wide, and large impact on national 40 40 labor market, civic development and social needs. labor market, civic development and social needs. 2.2. There is a significant potential impact on institutional 2.2. There is a significant potential impact on institutional improvement (Human Resources, Infrastructure, capacity improvement (Human Resources, Infrastructure, capacity 40 40 p p y p p y building and Performance). building and Performance). 2.3. External benefits are measured by partnerships either with 2.3. External benefits are measured by partnerships either with public or private sector, or consortia arrangements with public or private sector, or consortia arrangements with 40 40 public or private sector, or consortia arrangements with public or private sector, or consortia arrangements with

• ther NGOs or academic institutions.
• ther NGOs or academic institutions.

Total score in the Influence and Impact Total score in the Influence and Impact 120 120

156 156

• 3. Examine the Feasibility and Sustainability
• 3. Examine the Feasibility and Sustainability

Basic Factors Basic Factors

Max Max Score Score Score Score

3.1. NGO/program has a history of demonstrated management 3.1. NGO/program has a history of demonstrated management 10 10 and implementation capacity. and implementation capacity. 3. .2 2. . The human and physical resources allocated to this project The human and physical resources allocated to this project are appropriate. are appropriate. 10 10 3. .3

• 3. The project is sustainable; it will be institutionalized;

. The project is sustainable; it will be institutionalized; alternative sources of funding will be pursued. alternative sources of funding will be pursued. 30 30 3.4. There are in 3.4. There are in-kind contributions or matches (funding, kind contributions or matches (funding, 10 10 3.4. There are in 3.4. There are in kind contributions or matches (funding, kind contributions or matches (funding, staffing, equipment, office space, etc.). staffing, equipment, office space, etc.). 10 10 3.5. The core theme of RFP is demonstrated through the impact 3.5. The core theme of RFP is demonstrated through the impact

• f the project on the NGO and the sector
• f the project on the NGO and the sector

10 10

• f the project on the NGO and the sector.
• f the project on the NGO and the sector.

3.6. The expected risks and the tools to overcome these risks are 3.6. The expected risks and the tools to overcome these risks are well defined. well defined. 10 10 Total scores of the Feasibility and Sustainability Total scores of the Feasibility and Sustainability 80 80

157 157

4. . Examine the Financial Viability and Reasonability Examine the Financial Viability and Reasonability

Basic Factors Basic Factors Max Max Score Score Score Score 4.1. The budget items are reasonable and justified 4.1. The budget items are reasonable and justified 20 20 g j g j 4.2. The cost allocated per activity 4.2. The cost allocated per activity to total budget to total budget-

• program/admin ratio is logical

program/admin ratio is logical 20 20 4.3. 4.3. Cost per direct beneficiary is exceeding the benefits gained Cost per direct beneficiary is exceeding the benefits gained and maximized the number of benefited targets and maximized the number of benefited targets 20 20 4.4. Financial projection reality and totality test (over or under 4.4. Financial projection reality and totality test (over or under 10 10 p j y y ( p j y y ( estimated, cover all proposal activities and contingencies). estimated, cover all proposal activities and contingencies). 4.5. Financing sustainability plan is showing how the project 4.5. Financing sustainability plan is showing how the project will survive financially after the funding ends. will survive financially after the funding ends. 20 20 will survive financially after the funding ends. will survive financially after the funding ends. 4. .6 6. . NGOs accountability reflected in NGOs accountability reflected in-

• kind contribution

kind contribution estimated as % to the total of required fund. estimated as % to the total of required fund. 10 10 Total scores of the Financial Viability and Reasonability Total scores of the Financial Viability and Reasonability 100 100

158 158

Remember, Funders Are Partners! Remember, Funders Are Partners!

• Build a relationship

Build a relationship

• Build a relationship

Build a relationship

• Be courteous

Be courteous

• Respect their time

Respect their time

• Know their interests

Know their interests

• Discuss opportunities

Discuss opportunities

• Follow up

Follow up

• Follow up

Follow up

159 159

What if You Don’t Get the Grant? What if You Don’t Get the Grant?

Follow up Follow up ask: ask: Follow up Follow up – ask: ask:

– Any hints to increase success next time?

Any hints to increase success next time? A h f d d d? A h f d d d?

– Any other funders recommended?

Any other funders recommended?

160 160

You got the Grant!!! You got the Grant!!!

161 161