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General practices in project management within the MFAR

United Nations University Fisheries Training Programme (UNU-FTP) Iceland. Department of Fisheries and Aquatic Resources (DFAR) Sri Lanka. Icelandic International Development Agency (ICEIDA) Iceland. General practices in project management within the MFAR. Project Cycle Management -----

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General practices in project management within the MFAR

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  1. United Nations University Fisheries Training Programme (UNU-FTP) Iceland Department of Fisheries and Aquatic Resources (DFAR) Sri Lanka Icelandic International Development Agency (ICEIDA) Iceland General practices in project management within the MFAR Project Cycle Management ----- A short training course in project cycle management for subdivisions of MFAR in Sri Lanka MFAR, ICEIDA and UNU-FTP

  2. Content • General practices in project management within the MFAR • Essential questions behind the visions of the organizations and institutions of MFAR

  3. Learning objectives • The participants will be familiar with the structure and missions of institutions, corporations and departments of MFAR • Have knowledge of several internationally funded programmes and projects

  4. Institutional structure of MFAR

  5. Missions of departments

  6. Missions of corporations

  7. Missions of institutions

  8. Finding the vision of the organization • Answering these questions leads us to the vision : • What is our area of activity - what do we do? • Who are our customers/stakeholders? • What are our customers/stakeholders really seeking? • If everything carries on as it has until now, how will our organization be in 5-10 years? • How would we like our organization to be in 5 – 10 years time?

  9. Operational structure • Departments, corporations and institutions have autonomy in their day to day operations, as long as they obey national laws, regulations, governmental policy and the policy of MFAR • Therefore the departments, corporations and institutions can operate according to their own standards

  10. Operational structure • There is little consistency in co-operative procedures between departments, corporations and institutions • Is that positive or negative?

  11. Operational structure • If co-operation is needed between sub divisions of MFAR, the procedure and dialogue are formal between the departments, corporations and institutions and have to go through proper channels • Hence little lateral interlinkages • Is that positive or negative?

  12. Types of projects at NARA • Research projects funded by treasury • Externally funded research and development projects • Collaborative research projects • Consultancy studies • Extension programs • Training programmes

  13. Examples of current projects - NAQDA

  14. Examples of current operations (projects) DFAR

  15. Foreign funded projects • There are several ongoing foreign funded development projects that being carried out within MFAR • These development projects are funded by agencies such as: • Asian Development Bank (ADB) • International Fund for Agricultural Development (IFAD) • Food and Agriculture Organization of the United Nations (FAO) • Foreign govt. developmental agencies, e.g. ICEIDA, GTZ, SIDA, Govt. of Netherlands and several others

  16. Examples of foreign funded projects • Aquatic Resource Development & Quality Improvement Project (ARDQIP) • Coastal Resources Management Project (CRMP) • DEOCOM Project - Project on the delimitation of the outer edge of the continental margin of Sri Lanka under the UNCLOS • Post Tsunami Coastal Rehabilitation and Resource Management Programme • Post Tsunami Livelihood Support and Partnership Programme • Project to replace tsunami affected one-day and multi-day boats

  17. IFAD • On 28 of April IFAD launched two multi million USD programs. • Post Tsunami Coastal Rehabilitation and Resource Management Programme. • Post Tsunami Livelihood Support and Partnership Programme. • IFAD uses Logical Framework Approach (LFA) and the Sri Lankan participants will have to adopt and work according to that approach

  18. IFAD • Monitoring and evaluation is an important element of IFAD’s LFA • It focuses on a learning approach to management that uses achievements and problems to improve decision-making and accountability • www.ifad.org/evaluation

  19. Possible constraints • Linguistic • Resource management • Budget control • Multi disciplinary approach • Lack of experience • Lack of infrastructure

  20. Possible strengths • Strong institutional capacity • Co-operation with the industry and fishers’ co-operatives • Increasing governmental interest in the fishery sector • Increased use of information technology (computers) • International development cooperation

  21. References • Drucker, Peter (1973). Management: Tasks, Responsibilities and Practices. Transaction Publishers; New Brunswick [USA] and London [U.K] • MFAR (2007). Missions of MFAR downloaded 15th of May from: http://www.fisheries.gov.lk/

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