1. Leonellha Barreto Dillon, seecon gmbh
Project Design
Leonellha Barreto Dillon, seecon gmbh

2. Copy it, adapt it, use it – but acknowledge the source!
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Copy it, adapt it, use it – but acknowledge the source!
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Included in the SSWM Toolbox are materials from various organisations and sources. Those materials are open source. Following the open-source concept for capacity building and non-profit use, copying and adapting is allowed provided proper acknowledgement of the source is made (see below). The publication of these materials in the SSWM Toolbox does not alter any existing copyrights. Material published in the SSWM Toolbox for the first time follows the same open-source concept, with all rights remaining with the original authors or producing organisations.
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The contents of the SSWM Toolbox reflect the opinions of the respective authors and not necessarily the official opinion of the funding or supporting partner organisations.
Depending on the initial situations and respective local circumstances, there is no guarantee that single measures described in the toolbox will make the local water and sanitation system more sustainable. The main aim of the SSWM Toolbox is to be a reference tool to provide ideas for improving the local water and sanitation situation in a sustainable manner. Results depend largely on the respective situation and the implementation and combination of the measures described. An in-depth analysis of respective advantages and disadvantages and the suitability of the measure is necessary in every single case. We do not assume any responsibility for and make no warranty with respect to the results that may be obtained from the use of the information provided.

3. From Community Action Plan to Projects
Once the Community Action Plan has been written, strategic objectives should be agreed, which will provide a framework for planning future actions.
Strategic Objectives
Objective 1
Objective 2
Objective 3
...
Objective N
Future Planning
Project 1
Project 2
Project 3
...
Project N
Community Action Plan

4. So, the aim of the project should be:
achieving one or a defined number of strategic objectives and ultimately the overall water and sanitation vision.
For instances:
Strategic Objectives
To eradicate open defecation in our town by 2015
To increase the access to improved sanitation facilities to 90% by 2020.
To safely reuse 50% of treated wastewater in agricultural fields by 2020.
Actions to be taken:
Awareness raising campaign...
Demand creation & information campaign
Construction of new toilet facilities...
Construction of a treatment plant...
Project 1
Project 2

5. Definition of Project
A project is a unique venture to produce a set of outputs within clearly specified time, cost and quality constraints.
SOURCE: METHOD123 (2003): Project Management Guidebook. URL: [Accessed: ]

6. Both steps are essential to forming a solid project design.
It consists of two elements:
• project planning (formulation of project elements; e.g with the help of a Logical Framework); and
• project proposal writing (converting the plan into a project document).
Project design is a result of both project planning and the project proposal.
Both steps are essential to forming a solid project design.

7. Getting Ready to Start a Project
Tips to start successfully your project design:
Identify potential funding options
Build a team for proposal development:
-Leader: coordinate all inputs and write core sections.
-Technical experts: brainstorming, give input in technical issues.
-Administrative staff: give accurate information related to budget.
FUNDING OPTIONS: Funding for some actions listed in the local plan will have to come from the Local Government’s own resources. Depending on the institutional set-up of Local Government in a
given country, these resources may to a certain extent also derive from revenues gained through the delivery of services included in the action plan itself. In collaborative activities, stakeholders might also be willing to invest some of their own resources if the activity promises to deliver a tangible benefit for them. Infrastructure projects in collaboration with the private sector might best be financed through models of public-private partnerships and financial mechanism such as leasing, BOT (Build – Operate – Transfer) or BOO (Build – Own – Operate). The need for external funding arises when none of the above approaches would be feasible. In case external funding is indeed the only feasible option, the rules and guidelines of each potential funder will have to be studied in detail. In most cases, forms are provided that need to be filled in following a number of detailed instructions.
BUILD A TEAM: Any proposal needs the involvement of different team members, such as from the technical, financial and administrative side.
LEADER: To manage the proposal development in an efficient way it is advisable to assign the lead role to one specific person. This person is then responsible for the coordination of the overall proposal development, for communication with potential funders and for making sure that all different pieces of input are brought together in a consistent and coherent text. It is also advisable to keep a person involved that represents the foreseen source of funding. If the
proposal is to be submitted to the local council, one or two politicians could be informed about the
overall idea to get some guidance from them that might enhance the likeliness of approval from the council. In the case of international organisations, for example, close coordination with a person in charge of grant funding can help match own interests with those of the funder.
TECHNICAL EXPERTS: Experts with more detailed technical knowledge might be part of the team, or simply contribute to an initial brainstorming session. They can provide text contributions and later also comment on draft versions of the concept note or proposal. Experts might be available within the administration itself as well as among the group of stakeholders.
ADMINISTRATIVE STAFF: The budget should be compiled in close cooperation with staff from the financial department.
Input from stakeholders or other specialists with different backgrounds helps bring in the necessary expertise, but also a larger variety of ideas on how to solve a particular issue and achieve the previously agreed objectives.
REVIEW THE COMMUNITY ACTION PLAN: Referring the proposal to the priorities identified in the local stakeholder process and to key policies at national or regional level will help justify it, find wider support and enhance the chances of receiving external funding if necessary.
KICK-OFF MEETING: It is helpful to discuss and develop the proposal in a small team and share drafts with experts of all relevant disciplines not just from within the administration, but also from outside it. Input from stakeholders or other specialists with different backgrounds helps bring in the necessary expertise, but also a larger variety of ideas on how to solve a particular issue and achieve the previously agreed objectives.
Review carefully the Community Action Plan
Hold a kick-off meeting and share your ideas

8. Project Tree Hierarchy of Goal, Objectives, Results and Activities
Problem
Objective 1
Objective 2
Result 1
Result 2
Result 3
Activity 1
Activity 2
Activity 3
Activity 4
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

9. A problem is a negative undesired situation.
Defining the Problem
A problem is a negative undesired situation.
When formulating the problem, you should clearly specify:
1- Reasons
2- Results
3- Magnitude (number or percentage of impacted persons)
4- Place of the problem
5- The impact of the problem on other problems especially poverty environment, women and unemployment.
Example:
50% of the citizens of village (X) suffer from the garbage scattered everywhere in the streets.
100% of the citizens of village (z) drink contaminated water.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

10. Using the Logical Framework Approach

11. What is a Logframe?
A logical framework (or logframe) is a management tool that assists in project design by clearly stating the key components, how the project is expected to work and how success will be measured
The Logical Framework Approach (LFA) is an analytical process and set of tools used to support project planning and management. According to the World Bank (2000), “the Logical Framework has the power to communicate the essential elements of a complex project clearly and succinctly throughout the project cycle. It is used to develop the overall design of a project, to improve the project implementation monitoring and to strengthen periodic project evaluation”. It provides a set of interlocking concepts which are used as part of an iterative process to aid structured and systematic analysis of a project or programme idea (EUROPEAN COMMISSION 2004).
LFA is best started early in activity design, and should be thought as an ‘aid to thinking’. It allows information to be analysed and organised in a structured way, so that important questions can be asked, weaknesses identified and decision makers can make informed decisions based on their improved understanding of the project rationale, its intended objectives and the means by which objectives will be achieved (EUROPEAN COMMISSION 2004). A frequent problem with the application of the Logframe approach is that the planning process and the preparation of the matrix are carried out separately from the project proposal or the budget, resulting in inconsistencies between the contents of the Logframe matrix and the description of the project contained in the narrative of the main documents. Therefore, the application of the LFA should come first, and then provide the needed information for completing the other required documents.

12. The Logframe Matrix Project Structure Indicators of performance
First step: Top-Down
Project Structure
Indicators of performance
Means of verification
Risks and Assumptions
Goal
Purpose
Outputs
Activities
The product of this analytical approach is the Logframe (the matrix), which summarises what the project intends to do and how, what the key assumptions are, and how outputs and outcomes will be monitored and evaluated.

13. A Hierarchy of Objectives
Goal – greater why
The long-term impact of the project
Purpose – why
What we hope to achieve – the immediate impact of the project
Outputs – what
Specific results produced by activities. The TOR & deliverables
Activities – how
Units of work undertaken to produce outputs

14. Goal of the Project
It is a long term goal (mostly at the national level) this particular project together with other projects contribute to its achievement
Example:
improving the quality of life in the community Z
The goal is defined as “it contributes to …”

15. Goal of the Project (cont.)
Tips for Setting a Project Goal
There should be only one goal per project.
2. The goal should be connected to the vision for development.
3. It is difficult or impossible to measure the accomplishment of the goal using measurable indicators, but it should be possible to prove its merit and contribution to the vision.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

16. Purpose of the Project
The objectives should address the core problem in terms of the benefits to be received by the project beneficiaries or target group as a direct result of the project. A project will likely have multiple objectives.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.
Characteristics:
Specific
Measurable
Applicable
Realistic
Timely

17. Purpose of the Project (cont.)
Requirements of drafting the project objective:
percentages or figures
place specified
target group specified
time-specific
positive desired state
Example:
Increase the number of families from village Z in quantity X who live in a clean garbage-free environment within Y years.
Improve the water supply in quantity X and quality Y for the population of village Z in the next N years.

18. This is what the project team is promising to deliver.
Outputs of the Project
Results describe the services or products to be delivered to the intended beneficiaries.
This is what the project team is promising to deliver.
The results are more detailed than the objectives and the goal, and should be possible to measure through the use of objective indicators.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

19. Outputs of the Project (cont.)
Example of outputs:
Increase number of families living in a clean garbage-free environment.
•Increased number of households connected to the water supply system; and
•Increased number of water taps in the village.
An indicator is the signal indicating the achievement of the set goal.
Example:
-Number of new water taps in the village

20. Activities of the Project
The tasks to be undertaken to achieve the aspired results.
Activities:
…are linked to specific outputs
… are usually specific tasks that are allocated to individuals or groups
… be designed having regard to the skills and expertise of the agency and stakeholders
… should be listed in chronological order under each output in the logframe
“Activities are defined using an action verb in a present tense, eg. Design, draw up, search, construct…”

21. The Logframe Matrix Project Structure Indicators of performance
Second step: Work Across
Project Structure
Indicators of performance
Means of verification
Risks and Assumptions
Goal
Purpose
Outputs
Activities
Objectively verifiable indicators of achievement: starting either from the top to the bottom of the hierarchy of the objectives, begin to work across the Logframe identifying the Objective Verifiable Indicators (OVI) for measuring the progress in terms of quantity, quality and time (or QQT). There are two kinds of indicators: -Impact indicators: related to the overall goal, helps to monitor the achievement and the impact of the project. Example: “Incidence of water borne diseases, skin infections and blood disorders caused by heavy metals, reduced by 50% by 2008, specifically among low income families living along the river”. -Process (our outcome) indicators: related to the purpose and results. These measure the extent to which the stated objectives have been achieved. Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated sewerage; reduced by 25% (compared to levels in 2003) and meets established national health/pollution control standards by end of 2007”.
Sources and means of verification: the source of verification should be considered and specified at the same time as the formulation of indicators. This will help to test whether or not the indicators can be realistically measured at the expense of a reasonable amount of time, money and effort. The SOV should specify how, who and when the information will be gathered.

22. Indicators of performance
Indicators allow to measure the progress in terms of quantity, quality and time.
-Impact indicators: related to the overall goal, helps to monitor the achievement and the impact of the project.
Example: “Incidence of water borne diseases, skin infections and blood disorders caused by heavy metals, reduced by 50% by 2020”.
Objectively verifiable indicators of achievement: starting either from the top to the bottom of the hierarchy of the objectives, begin to work across the Logframe identifying the Objective Verifiable Indicators (OVI) for measuring the progress in terms of quantity, quality and time (or QQT). There are two kinds of indicators: -Impact indicators: related to the overall goal, helps to monitor the achievement and the impact of the project. Example: “Incidence of water borne diseases, skin infections and blood disorders caused by heavy metals, reduced by 50% by 2008, specifically among low income families living along the river”. -Process (our outcome) indicators: related to the purpose and results. These measure the extent to which the stated objectives have been achieved. Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated sewerage; reduced by 25% (compared to levels in 2003) and meets established national health/pollution control standards by end of 2007”.
-Outcome indicators: related to the purpose and results.
Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated sewerage; reduced by 25% (compared to levels in 2010) and meets established national health/pollution control standards by end of 2015”.

23. Define the means of verification
What are the sources of information/data to verify outcomes and accomplishments?
These may include:
Publications;
Surveys;
Project notes, minutes, reports and records;
Photographs, tapes, videos etc.

24. Identify important assumptions/risks
Conditions which are important to the outcome of the project but may not be controlled by the project
May be external to the project
Important to the project success
Closely related to sustainability issues

25. Indicators of performance Means of verification Risks and Assumptions
Third step: bottom - up
Project Structure
Indicators of performance
Means of verification
Risks and Assumptions
Goal
Purpose
Outputs
Activities If
and
Assumptions: reflecting up from the bottom of the Logframe, consider how, if each assumption holds, it will be possible to move to the next stage of the project. Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers. Assumptions are usually progressively identified during the analysis phase. The analysis of stakeholders, problems, objectives and strategies will have highlighted a number of issues (i.e. policy, institutional, technical, social and/or economic issues) that will impact on the project ‘environment’, but over which the project may have no direct control. In the case of the river water pollution example, important assumptions might include issues related to: 1) Rainfall and river flow (beyond the project’s control, but potentially critical in terms of changes in levels/concentration of pollutants found in the river); 2) Householders and businesses willingness to pay for improved sewerage connections.
then

26. Definition of Project Proposal
A project proposal is a detailed description of a series of activities aimed at solving a certain problem.
The proposal should contain a detailed explanation of the:
• justification of the project;
• activities and implementation timeline;
• methodology; and
• human, material and financial resources required.
The project proposal should be a detailed and directed manifestation of the project design. It is a means of presenting the project to the outside world in a format that is immediately recognised and accepted.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

27. Concept Note
A concept note is a summary of a proposal containing a brief description of the idea of the project and the objectives to be pursued.
Concept notes are prepare for:
some financing programs, funding agencies require a concept note before the submission of a full proposal.
donors without a formal call for proposals.
A concept note is a summary of a proposal containing a brief description of the idea of the project and the objectives to be pursued.
In some financing programs, funding agencies require a concept note before the submission of a full proposal, in order to decide whether the proposed project is in line with the priorities of the program and to eliminate proposals that are not likely to be funded.
Concept notes are also submitted to donors without a formal call for proposals, who prefer to understand a project through a brief summary rather than a full-fledged proposal document.

28. Writing a Concept Note: Template
1. Title: it should be snappy, informative, and distinctive.
2. Background: include your problem and its analysis, together with the following two guiding questions:
Why it is crucial to address the problem identified?
What has already been done to solve the problem?
All these pieces of information are to be obtained from the previous step, the planning of the project.
3. Objectives

29. 4. Outputs: they should be directly related to the project objectives
5. Activities and duration: a summary of the planned activities to achieve the project objectives should be included here.

30. The Gantt Chart
Gantt chart or bar chart, which is commonly used for time planning

31. 7. Project management (includes monitoring and evaluation): this section should explain how the objectives will be achieved and how the project will be managed and evaluated.
8. Budget
We will speak later how to develop a budget

32. References
EUROPEAN COMMISSION (2009): Guide to Financial Issues relating to FP7 Indirect Actions. Seventh Framework Programme. URL: ftp://ftp.cordis.europa.eu/pub/fp7/docs/financialguide_en.pdf
[Accessed: ]
METHOD123 (2003): Project Management Guidebook. URL: [Accessed: ]
NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe. URL:
[Accessed: ]
NETSSAF (2008): The NETSSAF Participatory Planning Approach. A Tutorial for Sustainable Sanitation. URL: [Accessed: ]
PHILIP, R., ANTON, B., BONJEAN, M., BROMLEY, J., COX, D., SMITS, S., SULLIVAN, C. A., VAN NIEKERK, K., CHONGUIÇA, E., MONGGAE, F., NYAGWAMBO, L., PULE, R., BERRAONDO LÓPEZ, M. (2008): Local Government and Integrated Water Resources Management (IWRM) Part III: Engaging in IWRM – Practical Steps and Tools for Local Governments. Freiburg: ICLEI European Secretariat GmbH.
PPIAF –PUBLIC-PRIVATE INFRASTRUCTURE ADVISORY FACILITY- (2010): What are Public-Private Partnerships. URL: [Accessed on ]
SONI, P. (2005): Solution Exchange for WES-NET India. WES-NET India -Water & Environmental Sanitation Network-. URL:
[Accessed on ]
TRÈMOLET, S., PEREZ, E. and KOSLKY, P. (2007): WSP Sanitation Financing Study. Methodological Note. URL: 32

33. “Linking up Sustainable Sanitation, Water Management & Agriculture”
SSWM is an initiative supported by:
Compiled by: 33