Development Project Planning

1. Development Project Planning SA62F Development Cooperation & Aid Effectiveness Lecture 7

2. Overview Discipline: Development Planning Project Cycle Management Planning & Implementation Approaches & Tools LOGICAL FRAMEWORK ANALYSIS STAKEHOLDER ANALYSIS MONITORING & EVALUATION Critique of Project Planning and Cycle Management Group Exercise & Field Trip

3. References Rondinelli, Dennis (1983). � Designing Development Projects: the limits of comprehensive planning and management�, in Development Projects as Policy Experiments, Methuen, London, pp.65-88(Chapter 3) Sagasti, F (1988). �National Development Planning in Turbulent Times: New Approaches and criteria for institutional design�, World Development, Vol. 16, No.4, pp.431-448 Dale, Reidar (1998) �Perspectives and Variables of Evaluation� in Evaluation Framework for Development Programmes and Projects, Sage Publications, London, pp.39-84 (Chapter 2) Roche, C. (1999) � Designing an Impact Assessment Process� in Impact Assessment for Development Agencies: Learning to Value Change, Oxfam, Oxford, pp.37-61 (Chapter 3)

4. References Cracknell, B.E. (2000) �Project Cycle Management: A Basis for Effective Monitoring and Evaluation� in Evaluating Development Aid. Issues, Problems and Solutions, Sage Publications, London, pp.93-125 (Chapter 5) Taylor, L. (2001) � Good monitoring and evaluation practice. Guidance Notes�, unpublished notes, Performance Assessment Resource Centre (PARC), Birmingham, UK (http://www.parcinfo.org) Thomas, Alan and Tim Allen (2000) � Agencies of Development� in Allen and Thomas (eds.) Poverty and Development into the 21st Century, Oxford University Press, Oxford, pp.189-216 (Chapter 9)

5. �If you don�t know where you are going, any road will get you there�

6. Development Planning Immanent vs. Intentional Development as Vision Positive or Negative Development Administration/Management Structure Agency and Agencies Institutions Trusteeship Reductionism: power and capacity Thomas and Allen Structure: the pattern or framework of relationships between social institutions such as markets, families, classes and political factions. It includes rules of behaviour associated with moral norms and hierarchies Agency: actions of individuals or groups and capacities to influence events Institutions: laws and codes etc. Trusteeship: acting on behalf of others to promote improvements � to �develop� them Thomas and Allen Structure: the pattern or framework of relationships between social institutions such as markets, families, classes and political factions. It includes rules of behaviour associated with moral norms and hierarchies Agency: actions of individuals or groups and capacities to influence events Institutions: laws and codes etc. Trusteeship: acting on behalf of others to promote improvements � to �develop� them

7. Plans, Programmes, Projects Plan: a statement of anticipatory decisions, their interrelations and the criteria employed in making them (Sagasti) Programme: usually a long-term series of interventions, sometimes with no defined end point Project: a discrete activity aimed at specific objective with a defined budget and limited timeframe Project: Novelty, Finite Duration and Budget, Clear Objectives, Some ComplexityProject: Novelty, Finite Duration and Budget, Clear Objectives, Some Complexity

8. Project Cycle Management Credibility �Ownership� Efficiency Monitoring and control Formalised contingency planning Despite rhetoric�the approach requires some form of �blueprint� to ensure adherence to budgets and timeframes

9. Revisiting Reductionism: Project Approach Scientific Management Simplifies and reduces management to a series of inter-related and quantifiable components Inputs Outputs Outcomes Defined processes and relationships In spite of serious flaws, the approach is inherent in all development practice

10. World Bank Project CycleWorld Bank Project Cycle

11. Asian Development Bank Project CycleAsian Development Bank Project Cycle

12. International Fund for Agricultural DevelopmentInternational Fund for Agricultural Development

13. Generic Project Cycle

14. Project Cycle Stages: Identification Problem Analysis Stakeholder consultations Preliminary feasibility study Identification of funding agencies Consideration of possible approaches Site consultation Possible Outputs Concept note/paper Proposal Preliminary feasibility report

15. Project Cycle Stages: Appraisal Appraisal (ex-ante) Full feasibility study Baseline study, needs assessment Possible outputs Needs assessment report Baseline data Detailed set of indicators Amended proposal Logframe Project plan, GANTT chart etc.

16. Project Cycle Stages: Negotiation and Approval Negotiation with finance provider Possible outputs Project memorandum Signed contract

17. Project Cycle Stages: Implementation and Monitoring Team selection and activation Person specification/job allocation Interviews and selection Terms of engagement Lines of responsibility Briefing Monitoring: systematic documentation of performance indicating whether project is performing as intended Implementation of project management regime Regular reports, meetings, workshops

18. Project Cycle Stages: Evaluation and Closure Obtain � sign off� from project participants Ex-post project evaluation When possible to assess full effects External evaluator may be necessary/appropriate Document lessons learned Formulate recommendations for next phase Submission of completion report and evaluation Donors may reserve right to demand concluding activities

19. Logical Framework Approach (ZOPP) Zielorientierte Projektplanung � a quality-based understanding of planning� founded on a participatory and transparent approach to the planning process, oriented towards the needs of partners and target groups, in which the key elements of a project are agreed on step by step, in teams, with those concerned, and recorded transparently� (GTZ, 2005) USAID 1960s then adopted by GTZ in 1980s but abandoned by both/optionalUSAID 1960s then adopted by GTZ in 1980s but abandoned by both/optional

20. Logical Levels of ZOPP and the Project Cycle Pre-project planning Ex-Ante Appraisal Partner Negotiation Plan Finalization Implementation Evaluation Situation Analysis Stakeholder Analysis Problem Identification: Problem Tree Objectives Analysis Alternatives Analysis

21. Stakeholder Analysis Consider appropriate level for analysis Identify key stakeholders Analyse interests characteristics, circumstances Identify patterns of interaction between stakeholders Assess power (influence) and potential (importance) Internal and External Primary and SecondaryInternal and External Primary and Secondary

22. Stakeholder Analysis May also use a ranking exercise May also use a ranking exercise

23. Stakeholder Analysis Primary stakeholders will usually be found in top two boxes and secondary in lower twoPrimary stakeholders will usually be found in top two boxes and secondary in lower two

24. Project Planning Matrix (PPM) Logframe, Logical Framework (Analysis), LFA 4x4 matrix Ensures clear statement of objectives (distinction between purpose and objectives) Introduces indicators of progress Focuses attention on the assumptions and risks involved Helps to cintrol scope creepHelps to cintrol scope creep

25. Logframe How do you fill in/prepare a logframe?How do you fill in/prepare a logframe?

26. Results-Oriented Logical Framework A PMF is prepared to accompany this type of LFA which will go into detail about MOVs for indicators and sources and milestones etc. A PMF is prepared to accompany this type of LFA which will go into detail about MOVs for indicators and sources and milestones etc.

27. Logic Behind the Framework IF, THEN TEST

28. Logframe Goal Development Objective/ purpose/effective objective A lofty ideal, resulting from development vision Specific to wider context of the project structure Beyond control of project but project contributes explicitly to its achievement Purpose (Objective) Statement of specific achievement for the project Within project scope Should be realistic given available resources Should be measurable: who will be reached, what change will be achieved, the period in which it will be achieved and where it will occur Verbs. Adjectives denoting measurable change (decrease, increase, improve, enhance, strengthen Sometimes Supergoal is introduced. Donors often see the goal as a national level policy objective. Sometimes Supergoal is introduced. Donors often see the goal as a national level policy objective.

29. Logframe Outputs and Outcomes Activities Inputs (Objectively Verifiable) Indicators Means of Verification (substantiation) Assumptions and Risks NB: Be careful in preparation of risks and assumptions!!NB: Be careful in preparation of risks and assumptions!!

30. CATWOE TEST Customer for the project (Who pays?) Agents for the project (who does what?) Transformation the project intends to achieve Worldview or major assumption of the transformation (development hypothesis) Owner of the project (who are the beneficiaries) Environmental Constraints (natural, social, political, economic) facing the project

31. Performance Measurement (Monitoring) Monitoring Input Output Outcomes (RBM) Logical framework approach Levels of Indicators Strategic Sustainability Attainment Performance

32. Monitoring Tools: Progress reports Team meetings, team briefing reports Criteria Relevance to goal/purpose and in-country needs Efficiency in providing inputs and converting to outputs Effectiveness � has production of outputs achieved outputs? Impact � is purpose making anticipated level of contribution to high-level goals Sustainability � meets present needs without prejudice to future generations� ability to meet own needs Prerequisites: baseline studies, effectiveness questionnaires interviews, efficiency largely quantitative � CB Analysis Think creatively about sources of data and methods of collection Participatory impact monitoring: return to combination of monitoring and evaluation but not so donor-led Cost: 2-3% for agric/rural dev project 5% complex or urban projectsPrerequisites: baseline studies, effectiveness questionnaires interviews, efficiency largely quantitative � CB Analysis Think creatively about sources of data and methods of collection Participatory impact monitoring: return to combination of monitoring and evaluation but not so donor-led Cost: 2-3% for agric/rural dev project 5% complex or urban projects

33. Evaluation: Impact Assessment Cracknell and Roche Impact from beneficiaries� point of view What do they think is significant? To whom is it important Ex-ante and Ex-post Criteria Efficiency � relate inputs to outputs Effectiveness- extent to which achieved objectives Consistency- methods/approaches with objectives Impact � change to lives/environment At evaluation level a social cost-benefit analysis as well as cost-benefit analysis is useful Roche�s model assumes sustainability � generic indicators Rights, Livelihoods, Knowledge, Resources At evaluation level a social cost-benefit analysis as well as cost-benefit analysis is useful Roche�s model assumes sustainability � generic indicators Rights, Livelihoods, Knowledge, Resources

34. Evaluation: Feedback Lessons Learned Most useful in development of LFA

35. Trade Offs: Too much project planning?

36. Limits to Rational Planning and Systematic Management Costly and ineffective analysis Comprehensive planning vs. dynamism of political interaction Inflexibility and unnecessary constraints on managers Delegation to experts and inappropriate intervention No involvement of intended beneficiaries in planning and management Reluctance to engage in evaluation and error detection RondinelliRondinelli

37. Constraints Difficulty in precise definition of objectives and goals Lack of appropriate or adequate data Inadequate understanding of social and cultural activities Weak incentives or controls to guide behaviour Dynamics of political interaction and intervention Low administrative capacities