DESIGNING A PROJECT: FROM ACTIVITY BASED TO RESULTS / QUALITY BASED MANAGEMENT

DAY ONE ASSESSMENT DAY TWO DESIGN DAY THREE MONITORING MORNING Intro. Training Intro. Assessment Intro. DesignIntro. Monitoring Assessment process and components Relevance of the design (activity vs. result/ quality) Activity based management => RBM Monitoring an intervention Components of monitoring AFTERNOON Analyzing problems (problem tree) Designing a Log- frame Monitoring content and process in CCA Conclusion The assessment process in CCA Conclusion The project design in CCA Conclusion Training closure

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

ETHICAL RESPONSIBILITY

Reasons of project’s failure There is lack of relevance Technical problems Lack of assessment Sustainability Reduced impact…

MORE THAN 50% 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.

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? Group exercice: Answer the following questions

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 SITUATION DESIRED SITUATION PROJECT EXTERNAL SUPPORT From NGOS EXTERNAL SUPPORT From NGOS PRESENT - FUTUR

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…)

“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. From activity based management to RESULT based management

THE RESULT CHAIN Results

OUTPUTS 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.

OUTCOMES Outcomes The likely or achieved medium-term effects of an intervention’s outputs households are able to meet their food needs in quantity and quality.

IMPACTS 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.

FROM PROBLEM TO OBJECTIVES

OBJECTIVE TREE CORE PROBLEM IMPACTS OUTPUTS OUTCOME PROBLEM ACTIVITIES

Distribution of 100 sheeps Training on milk processing 5 green houses are built 100 kg of seeds distributed 100 women can produce 5 kg of krut/ month 100 women can produce 5 kg of vegetables during 6 months Women’s GA increase 100 HH are able to meet their food requirements 100 HH are able to generate food surpluses that they can sell FS is improved Women are empowered

LOG FRAME 1 Impacts Outcome Outputs Activities

pecific easurable chievable elevant ime bound SMARTSMART Writing objectives 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

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Evaluation of the second day of training 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