Welcome to the Project Cycle Management Training Day 1 Section 1

1. Welcome to the Project Cycle Management Training Day 1 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. Objectives of the training: Acquire knowledge of Project Cycle Management Principles and main techniques

3. Why is the present training relevant? • The present Training will focus on “Why to do” and “How Best to Do” • The present Training is relevant for Project Managers, Decision Makers and Managers

4. Why is the present training relevant? • Better planning • Identify short and long term objectives • Accountability • Costing of related activities • Provide tools for outsourcing • Attract external funds

5. Project Cycle Management Training This section’s focus • From project financing to project management • Main principles of project management • Rationale behind the project management tools

6. PROJECT FINANCING - how did it evolve • Born in the ’70s to tackle the management of great infrastructures building • The focus shifted from the financial profile of the subject to the relevance and solidity of the project • Project financing is a “non recourse financing structure” (A debt for which the borrower is not personally liable)

7. PROJECT FINANCING - how did it evolve Central to the instrument becomes then the QUALITITATIVE ELEMENT • The project had to be VALUABLE in its technical and economical aspects

8. Project Management – Qualitative Element The quality of a project can be measured andvalued in different ways but key components are: • Priority of needs • Beneficiaries • Sustainability of the Project (social, political, economical, environmental) • Efficient management • Effectiveness of the project The qualitative element

9. PROJECT MANAGEMENT. Why? • To compensate the gap between available public resources (human, knowledge, logistical, financial) and public needs • To provide the donors with a framework to check: effectiveness efficiency and accountability…of the financed project…

10. PROJECT MANAGEMENT. Why? • Efficiency: efficient implementation - doing things right (time, costs, resources) • Effectiveness: progress towards objectives - doing the right things(relevance of the outputs) • Accountability: explaining decisions, actions or use of money to stakeholders. Anyone managing funds needs to be able to provide proofs showing the donors and those who benefit from its work that the resources have been utilised wisely and allowed the reaching of the objectives

11. WHAT IS IT, A PROJECT? Project Objectives Activities - (Outputs) - Results Start date End date Available Budget A project is basically a series of activities aimed at bringing about clearly specified objectives within a defined time-period and with a defined budget

12. WHAT IS IT, A PROJECT? To provide the requested effectiveness, efficiency and accountability, the project should be structured around some main elements…

13. WHAT IS IT, A PROJECT? 1. Clearly identified needs 2. Well defined stakeholders, including the primary target groupand the final beneficiaries; 3. Clearly defined coordination, management and financing arrangements; 4. A monitoring and evaluation system (to support performance management) 5. An appropriate level of financial and economic analysis, which indicates that the project’s benefits will exceed its costs. Main elements of a project are:

14. WHAT IS IT, A PROJECT? Let’s see in detail these main elements: • needs • stakeholders • target group • final beneficiaries • monitoring and evaluation system

15. Project Main Elements 1 – building a project 2. Stakeholders:individuals or institutions that may – directly or indirectly, positively or negatively – affect or be affected by a project or programme. 1. Needs assessment: the process of identifying and understanding people’s needs (final beneficiaries and stakeholders)

16. Project Main Elements 1 – building a project • 3. Beneficiaries: those who benefit in whatever way from the implementation of the project.Should always be disaggregated by sex (MWBG). Distinction may be made between: (a) Target group: The group/entity who will be directly and positively affected by the project at the Project Purpose (specific objective) level. This may include the staff from partner organisations; • (b) Final beneficiaries: Those who benefit from the project in the long term at the level of the society or sector at large, e.g. “women” due to improved access to marketing of a certain product, “children” due to increased spending on health and education. • 4. Project partners: any actor (NGO, association, local authority) who cooperates in the implementation of the project in whole or part

17. Project Main Elements 2 – control and management • Monitoring: the systematic and continuous collecting, analysis and using of information for the purpose of management and decision-making. • Evaluation:periodic assessment of the efficiency, effectiveness, impact, sustainability and relevance of a project in the context of stated objectives. It is usually undertaken as an independent examination with a view to drawing lessons that may guide future decision-making.

18. Project Main Elements 3 - impact • Relevance: the extent to which the objectives of a development intervention are consistent (or still appropriate given changed circumstances) with beneficiaries´ requirements, country needs, global priorities and partner’s and donor’s policies • Sustainability: continuation without external support of benefits brought by the project intervention. The probability of continued long-term benefits with particular reference to development factors of policy support, economic and financial factors, socio-cultural aspects, gender, appropriateness of technology, ecological aspects, and institutional capacity

19. Project Main Elements 3 - impact As to the impact of a project, it is important to have a clear picture of the cause – effect relations which are underlining every intervention…

20. Impact: cause-effect link

21. Project Main Elements 3 - impact ...and how these effects can be produced in such a way as to become a self-sustainable element in the long period

22. Impact: sustainability

23. Project Main Elements 3 - impact ...to try to summarize all the elements seen up to now, let’s look at the basic structure of a project...

24. Project General Scheme

25. End of introduction – section 1.1 - to the Project Cycle Management Training

26. Project Cycle Management Training Day 1 Section 2 Training prepared and implemented by: Italian National Research Council Institute for International Legal Studies Section of Naples

27. This section’s focus Cooperation to development • Which development? • Well-being: what is it? For whom? • Actors involved in the process • Types and modalities of cooperation

28. Development, what is it? How would you define “development”?

29. Development, a definition In 1987,the United Nationsreleased the Bruntland Report. The Brundtland Report included what is now the most widely recogniseddefinition of development: "Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs”

30. Development, a definition Development: A process that improves the well-being of a community in economic, social, cultural terms, without negatively affecting other communities or the local or global environmental sustainability

31. Development, what is it? How would you define “well-being”?

32. WELL BEING • Economy:employment, production, income • Basic human rights: life, security, freedom of speech, political participation • Education: primary, secondary, university, adult and vocational training • Spirituality: religion, nature, meditation, worshipping • Ecology: preservation of water, forests and trees, rivers • Infrastructures: roads, houses, bridges, sewage systems • Culture: languages, arts, values • Health: nutrition, health services, medicines • What is it? How shall we define it? Some samples taken by feedbacks of “beneficiaries” all over the world:

33. Measuring well-being We should now measure it as increasedquality of life. There exists many attempt to measure “well being”, created, designed and implemented by various organisations. The most popular is the UNDP Human Development Index (HDI), which considers basically three components: • Life expectancy at birth • Adult literacy rate (% aged 15 and above) • Per capita Gross Domestic Product (GDP) Up until the mid 1970’s well-being was considered a mechanical outcome of the economic level and measuredon the basis of the per capita income

34. Cooperation to development As difficult as it is to define development, the more difficult it can be to find a common denominator between two actors with different understanding of well-being

35. Cooperation to development Let’s try to place some of the previous components of well-being into a diagram and imagine two actors cooperating in an attempt to improve the well-being of a community

36. WELL BEING - according to whom? Actor 1 COOPERATION AREA Actor 2

37. Cooperation to development Cooperation should be a mutual process of understanding and learning. In spite of different understandings a possible guiding light could be the long-term goal of enlarging beneficiaries’ spectrum of choices.

38. Expand the capabilities - choices A project ideally should help the members of a community expand their individual set of choices; this at various levels according to the framework in which we are working and according to each one’s capabilities and aims.

39. Expand the capabilities - choices

40. Cooperation to development • It is important to: • Understand FIRST our definition of well being and development • THEN do our best to understand the idea of well being of the community we are going to work with (and/or of our partners) • The results should be the best balance of the potentialities of development of that community at that particular moment • Any process of development implies “moving” the map of a particular community (and ours)

41. WELL BEING – wider opportunities COOPERATION AREA

42. Project intervention for development KNOWLEDGE MEANS POWER DESIRE WILL How do we change the “map”. 5 elements in support of development

43. Project intervention for development Means: the resources (human, technical) at the disposal of a community at a given time Knowledge: the theoretical resources, knowing “how to do” and “how to be” Power: capacity to decide Will: represents the “need”: what a person will put into the context in order to modify it Desire: the “unlimited” vision of improvement of the context

44. Cooperation to development

45. Cooperation to development What can actually an external actor contribute to a community through a project?

46. Cooperation to development Means Will Power Desire Knowledge Means Knowledge Power

47. Cooperation to development A project should be the actual means allowing us to put communities’ potentialities into action.

48. Expand the capabilities - choices

49. Cooperation to development How would a project combine effectively our efforts in striving for the development of a defined community?

50. Project: a definition • Group of actors: who? • Time: when? • Resources:with what? • Activities:what? • Method: how? • Objective: why? • Beneficiaries: for whom? A coordinated contribution by a group of actors in a determined span of time, that with a certain amount of resources, converted through a method into activities, tries to reach an objective for the increase of the well being of a group (beneficiaries)