Transcript Document

DESIGNING A PROJECT:
FROM ACTIVITY BASED TO
RESULTS / QUALITY BASED
MANAGEMENT
DAY ONE
DAY TWO
DAY THREE
ASSESSMENT
DESIGN
MONITORING
Intro. Training
Intro. Design
Intro. Monitoring
Assessment process
and components
Relevance of the
design (activity vs.
result/ quality)
Activity based
management => RBM
Monitoring an
intervention
Components of
monitoring
Analyzing problems
(problem tree)
Designing a Logframe
Monitoring content
and process in CCA
Conclusion
The assessment
process in CCA
The project design in
CCA
Conclusion
Conclusion
Intro. Assessment
MORNING
AFTERNOON
Training closure
THE PROJECT CYCLE
REVIEW
AND
EVALUATION
ASSESSMENT
MONITORING
IMPLEMENTATION
AND
MONITORING
DESIGN
The Project cycle
MAIN CHARACTERISTICS OF AN
INTERVENTION
An intervention is a mechanism to solve ‘a
problem’. Its main characteristics are:
•Has clear objectives
•Has a deadline, a date and timeframe …
•Takes advantage of existing opportunities of the
context and local capacities …
•Has a specific amount of resources …
•Benefits a specific group …
•Is carried out by a team / has a team leader
MAIN
CHARACTERISTICS
OF AN
ETHICAL RESPONSIBILITY
ETHICAL
RESPONSIBILITY
Reasons of project’s failure
•
•
•
•
•
There is lack of relevance
Technical problems
Lack of assessment
Sustainability
Reduced impact…
More than 50% of the interventions fail !!!
In the sense that they :
• do not achieve all their objectives, or
• do not deliver all the promised products or
services, or
• sacrifice the predefined quality, or
• are not completed in the given time
schedule, or
• use more resources than originally planned,
or
• promised products or services were delivered
but needs still persist.
MORE THAN 50%
Group exercice: Answer the following questions
• What is project design?
• Who is in charge of the design in CCA? And
what does he do?
• What informations do we need to design a
project?
• What are the main objectives of project‘s
documents?
• What are the main constraints of the design
phase?
What is project design?
Based on good data from the assessment
Design = lots of meaning in general
Specific activities to solve assessed problems
Assessement = base for design
Outline of the project (what? How? Where?)
Who is in charge of the design in CCA? And what does he do?
Mr Hussaini in CCA is in charge of project design
CWS helps CCA in the design phase (how is the field team involved?)
Done by CCA director, the regional manager, the admin and finance and programme manager in the HQ
CCA’s director and the donors and the field team (sent from the field in many pieces)
What informations do we need to design a project?
We go to the field to collect the data(we define the problems and establish people’s priorities)
Informed by the assessment done on the field
Informations collected during the assesment
What are the main objectives of project‘s documents? (proposal, working plan, budget, LFA)
Documents for donors to explain the activities that we will implement and explain the results
A reference for other stakeholders (other NGOs)
Getting funds from donors
Finding solutions and explain why
A base for monitoring and a source for evalution (no mention of indicators?)
To serve as a point of reference for the staff (yes!!!)
What are the main constraints of the design phase?
Lack of usefull data from the assesment
Lack of experience of the staff to design Project
Lack of team coordination and consensus
Lack of identification of the area (targetting?)
Lack of expatriate (knowledge to design a project)
Lack of understanding from the donors
Lack of local people agreement (question relevance)
Lack of cooperation from the staff
Insecurity
Implementor’s limitation (lack of staff, expertise in certain areas)
Lack of contacts with the people
A project
PRESENT -
FUTUR
PROJECT
PRESENT SITUATION
DESIRED SITUATION
EXTERNAL SUPPORT
From NGOS
PROJECT DESIGN
• The aim of the design of a project is to
organize the plans/ ideas based on the
assessment’s results into a series of
documents that are linked (proposal, LFA,
Work plan, budget…)
From activity based management
to RESULT based management
“CCA built 3 women shelter … “
“250 food aid kits were distributed in March 2002 to 250
IDP households”
=>focus on activities and not on the results that these
activities can have on the population.
“5000 women around Mazar can safely access a shelter if they are
suffering from long lasting domestic violence. “
“250 IDP households have access and consume at least 2,400
Kcal/day without selling their economic assets that are essential to
their return.”
=>focus on people’s situation.
THE RESULT CHAIN
Resources/
Inputs
Activities
Outputs
Outcomes
Impact
Results
THE RESULT CHAIN
Outputs
The products, capital goods (i.e. tools) and
services which result from an intervention;
including changes resulting from the
intervention which are relevant to the
achievement of outcomes.
100 Farmers’ groups have increased their
food production by 25% during the next agro
season.
OUTPUTS
Outcomes
The likely or achieved medium-term
effects of an intervention’s outputs.
2000 households are able to meet their
food needs in quantity and quality.
OUTCOMES
Impacts
Positive and negative, primary and
secondary long-term effects produced by
an intervention, directly or indirectly,
intended or unintended.
The population of dar-e-shash village is
able to meet its essential needs in a
sustainable way.
IMPACTS
FROM PROBLEM TO OBJECTIVES
IMPACTS
OUTCOME
CORE
PROBLEM
PROBLEM
OUTPUTS
ACTIVITIES
OBJECTIVE TREE
Women are
empowered
FS is improved
100 HH are able to
meet their food
requirements
100 HH are able to
generate food
surpluses that they
can sell
Women’s GA
increase
100 women can
produce 5 kg of
krut/ month
Distribution of
100 sheeps
Training on milk
processing
100 women can produce 5 kg
of vegetables during 6 months
5 green
houses are
built
100 kg of seeds
distributed
Impacts
Outcome
Outputs
Activities
LOG FRAME 1
Writing objectives
Specific
Measurable
A chievable
R elevant
T ime bound
SMART
• RBM (Results-Based Management) introduces a
structured management approach designed to keep an
organization clearly focused on its expected results
throughout the management process.
• RBM is a common sense idea: plan, measure, and
manage what you do with a clear focus on the
results you want to achieve.
• According to this definition, an activity is valuable if iit
contributes to a result.
• This concept helps the teams focus not simply on realise
activities or control the budget
.
RBM LOGIC
•Assess – What is the current situation?
•Think - What caused it, who is
involved, what are we going to achieve?
•Plan - How are we going to do it?
With Whom? When? Resources?
•Do - Get it done
How is it going? Do we need to adapt?
•Review - What went well / badly?
What can we learn for next time?
Evaluation of the second day of training
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All the informations were new
Outcomes /outputs
Activity based management vs Results based management
« If you focus on results you will be more flexible »
« We learnt what is important in a LFA, «
We learnt that we need to better organize our work in the future?
We realized the proposals in the past were not good and we
understood why
• LFA and proposals should be coherent
• It would be very useful to have more training on design
• More informations of what are the differences between ABM and
RBM would be needed