Welcome to the Project Cycle Management Training Day 2 Section 1

1. Welcome to the Project Cycle Management Training Day 2 Section 1 SOMALIA AGRICULTURE AND LIVELIHOODS CLUSTER Training prepared and implemented by: Italian National Research Council Institute for International Legal Studies Section of Naples

2. This section’s focus The various phases of Project Cycle Management: • Programming • Identification • Formulation • Financing • Implementation • Evaluation

3. THE PROJECT CYCLE – the added value

4. THE PROJECT CYCLE – the added value The different phases of the PCM cycle have come to define themselves through experience in order to allow the added values of it to be fully exploited.

5. THE PROJECT CYCLE – the Phases • Programming: every actor defines its presence on the territory (framework of the intervention) • Identification: from needs assessment to project objectives (needs and stakeholders assessment) • Formulation: from objectives to drafting of the project document (coherence of objectives, definition of activities, resources and costs) • Financing: ensuring the financial support to the project (coherence with donors’ programming) • Implementation: from the financing to the reaching of the objectives (Inception – Implementation – Phase Out) • Evaluation: to verify the progress of the project towards the objectives

6. THE PROJECT CYCLE External DONOR

7. THE PROJECT CYCLE – the EC

8. THE PROJECT CYCLE – the World Bank

9. 1 - THE PROGRAMMING

10. 1 - PROGRAMMING Purpose: provides us with a “Master Plan” defining our approach and main objectives in the defined framework

11. 1 - THE PROGRAMMING The most “political” of the PCM phases, its components can be placed at three levels • Institutional: definition of vision (definition of well-being and problems to be tackled) and mission (role) • Territorial – thematical: according to the above, definition of strategy by frameworks in which the organisation will operate • Programme –project strategy

12. 1 - THE PROGRAMMING Strategic planning vs. long-term planning • Long-term planning generally involves development of a plan for accomplishing a goal or set of goals over a period of years assuming predictable, fairly static conditions • Strategic planning assumes the need to be responsive to a dynamic, changing environment • Alliance for Non-Profit Management 2002

13. 1 - THE PROGRAMMING Operational and tactical Below strategic planning we should also set operational and tactical planning. These two levels should provide us with a framework for medium and short term periods. We might imagine operational planning at the level of a project or a set of projects and the tactical planning as our strategy to respond to short term inputs.

14. 3-5 years • Strategic 1-3 years Operational Tactical 1 year or less 1 - THE PROGRAMMING more than 5 years • Long Term

15. 1 - THE PROGRAMMING Long term and strategic planning Initiating and agreeing on a planning process Identify organizational mandates Establish an effective organizational vision for the future Clarify organizational mission and values Assess the external environment Analyze opportunities and threats

16. 1 - THE PROGRAMMING BENEFITS OF ORGANISATIONAL PLANNING Helps generate commitment by involving all the key stakeholders Helps to rationalize resources Unifies different approaches Creates political and organizational framework for achieving the objectives

17. 1 - THE PROGRAMMING Defining the mission and vision of your organization could be the first step to define the future framework of your interventions. Our vision and mission should be clear and provide long term perspective for change. They should bring together our stakeholder and be able to influence donors.

18. 1 - THE PROGRAMMING VISION An example from Save the Children “Our vision is a world in which every child attains the right to survival, protection, development and participation.”

19. 1 - THE PROGRAMMING MISSION An example from Save the Children “Our mission is to inspire breakthroughs in the way the world treats children and to achieve immediate and lasting change in their lives.”

20. 1 - THE PROGRAMMING VISION Another example World free of manipulation of identity and conflict causes based on inter-ethnic discourse.

21. 1 - THE PROGRAMMING MISSION To unwrap all identity conflicts and solve ethnic conflicts based on the use of identity

22. 1 - THE PROGRAMMING AN EXAMPLE OF CORE COMPETENCE Peace-building processes, local participatory processes, inter-ethnic dialogue and inter-community dialogue, democracy from below

23. 2 - Identification

24. 2 – IDENTIFICATION – programme/project level Purpose • Identify project proposals which are coherent with the framework defined during the programming phase • Assess relevance and feasibility of the projects proposals/ideas • Define a first financial framework for the project (magnitude, possible donors)

25. 2 - IDENTIFICATION – programme/project level Key terms of this phase are: Relevance: • The appropriateness of project objectives to the real problems, needs and priorities of the intended target groups and beneficiaries Feasibility: • Addresses the issue whether the project objectives can really be achieved.

26. 2 - IDENTIFICATION Some possible elements that can make up for our framework analysis: • Physical aspects of territory • Demography (age, gender, density) • Gender disparities • Socio-economic aspects of population • Infrastructures • Other organizations active in the area • …you can add elements according to the area and conditions you are planning to be working in

27. What do you intend to do? MISSION OPPORTUNITIES/ THREATS What is needed and feasible in your service area? STRENGTHS/ WEAKNESSES What are you capable of doing? INTERVENTION 2 - IDENTIFICATION – programme/project level “Strategic Planning Notebook”, Wilder Foundation

28. 2 - IDENTIFICATION – programme/project level Components • Stakeholder analysis • Problems analysis (including cross-cutting issues: gender, governance, environment) • Analysis of previous and active initiatives in the same area/field and evaluation of “lessons learned” • First analysis of objectives and strategies • First evaluation of resources and framework and of related costs • First evaluation of management capacities • First analysis of the sustainability of the project (economical, social, environmental and political)

29. 3 - Formulation

30. 3 - FORMULATION Purpose • Confirm the relevance and feasibility of the project idea as proposed in the Identification • Prepare a detailed project design (including the management and coordination arrangements, financing plan, cost-benefit analysis, risk management, monitoring, evaluation and audit) • Prepare a Financing proposal

31. 3 - FORMULATION How to confirm relevance • Definition of objectives and strategies • Check of relevance for target group • Check against disaggregate baseline data • Check of relevance for beneficiaries (and relation with target group) • Thematical and territorial check

32. 3 - FORMULATION Components to confirm feasibility: • Evaluate capacity versus strategies • Definition of resources and framework of related costs • Definition of management structure • First analysis of the sustainability of the project (economic, social, environmental and political)

33. 3 - FORMULATION The outcome of the formulation phase should provide us with a picture of our project-level strategy

34. 3 – FORMULATION: output of the phase

35. 3 - FORMULATION

36. 3 - FORMULATION A tip: data providing the framework and sustaining our project idea should be derived from reliable sources. Possibly from previous studies and/or from donors’ documents.

37. End of section 2.1

38. Project Cycle Management Training Day 2 Section 2 SOMALIA AGRICULTURE AND LIVELIHOODS CLUSTER Training prepared and implemented by: Italian National Research Council Institute for International Legal Studies Section of Naples

39. 4 - Implementation

40. 4 - IMPLEMENTATION Purpose • Conduct activities within time schedule • Manage efficiently the resources • Obtain the foreseen results • Reach the specific objective of the project • Monitor the process

41. 4 - IMPLEMENTATION The implementation stage is usually composed of the following main stages: • Inception period; • Main implementation period • Phase-out period

42. 4 – IMPLEMENTATION: 1Inception period Inception period The formal start of the project takes place at the moment of the signing of the contract with the donor. There starts also the inception period. The first phase should be characterized by formal steps towards stakeholders, such as: finalisation of contracts and permits from authorities (local or central) workshops with stakeholders coordination with other initiatives in the area (INGOS, LNGOs, Agencies)

43. 4 – IMPLEMENTATION: 1 Inception period Inception period Inception phase should also foresee steps towards management of resources and by a revision of project documents related to management of the project itself, such as: Update of the Logical Framework Revision and update of the GANTT diagram Drafting of a specific GANTT diagram for the first period of the project

44. 4 – IMPLEMENTATION: 2 Implementation period Implementation period • Implementation period focuses on the actual deployment of resources and the management of activities. Its immediate effect should be the production of outputs. • The implementation phase should bring us to the successful reaching of measurable results • Monitoring is an essential component of the implementation phase

45. 4 – IMPLEMENTATION: 3 Phase out Phase out • Hand over of means and responsibilities • Ensure knowledge and skills have been successfully transferred • Ensure sustainability

46. 4 - IMPLEMENTATION Key tasks of the three main stages of Implementation:

47. 3 - FORMULATION A tip on the implementation phase…

48. 3 - FORMULATION The implementation phase is the “core” of the PCM. During this phase very often project managers do not provide enough feedbacks to the donors. This should be done not only through regular reports but also through informal contacts such as phone calls and e-mails. Updating the donors on the progress of activities and on constraints or difficulties will help the smooth management of the project.

49. 5 – M&E, Regular Review and Audit

50. 5 M&E, Regular Review and Audit Regular Review – Monitoring – Evaluation – Audit • These mechanisms are all concerned with the collection, analysis and use of information to support informed decision making. • It is useful to understand the differences between them in terms of who is responsible, when they occur, why they are carried out and the level of focus in terms of the Logframe objective hierarchy.