Project Management Manual 2023.pdf

Abdel Shafi Community Health Association (ACHA) ACHA Project Management (Planning and Implementation) Manual May 2023 0 Table of Contents Table of Contents................................................................................................................... 1 List of Tables.......................................................................................................................... 3 List of Figures......................................................................................................................... 4 List of Abbreviations.............................................................................................................. 5 1 Introduction.................................................................................................................... 6 1.1 Background information on Abdel Shafi Community Health Association (ACHA)............................ 6 1.2 Rationale/need for this manual?.................................................................................................. 6 1.3 Aim of this manual....................................................................................................................... 6 1.4 Scope of application of this manual.............................................................................................. 6 1.5 Conformity of this manual............................................................................................................ 6 1.6 Who is this manual for?................................................................................................................ 6 1.7 What this manual covers?............................................................................................................ 7 2 Project management concepts and definitions................................................................ 7 3 What is a project?......................................................................................................... 10 3.1 Definition.................................................................................................................................. 10 3.2 Project planning checklist........................................................................................................... 10 3.3 Contribution of projects............................................................................................................. 10 3.4 Project quality assessment criteria and standards....................................................................... 11 3.5 Policies, programs and projects.................................................................................................. 11 3.6 Types of projects........................................................................................................................ 11 4 Project management tools............................................................................................ 11 4.1 Logical/Result framework approach (LFA)................................................................................... 11 4.1.1 Definition of LFA............................................................................................................................ 11 4.1.2 Purpose of LFA............................................................................................................................... 11 4.1.3 LFA matrix...................................................................................................................................... 12 4.2 Participatory approaches........................................................................................................... 12 4.2.1 Objectives of participatory approaches........................................................................................ 12 4.2.2 Principles of participatory approaches......................................................................................... 13 4.2.3 Intensity of Participation............................................................................................................... 13 4.3 Theory of change (ToC)............................................................................................................... 13 4.3.1 Definition....................................................................................................................................... 13 4.3.2 Levels of changes........................................................................................................................... 13 4.3.3 Theory of change in results chain................................................................................................. 14 4.4 Human Rights Based Approach (HRBA)....................................................................................... 15 4.5 Stakeholder analysis.................................................................................................................. 16 4.6 Gender, age and disability analysis............................................................................................. 16 4.7 Needs assessment...................................................................................................................... 16 4.7.1 Target groups needs assessment.................................................................................................. 16 4.7.2 Organizational capacity needs assessment................................................................................... 17 4.7.3 Data collection methods for needs assessment........................................................................... 18 4.7.4 Data analysis techniques for needs assessment........................................................................... 18 4.8 Risk management...................................................................................................................... 18 4.8.1 Definition of project risk............................................................................................................... 18 4.8.2 Types of risks................................................................................................................................. 18 4.8.3 Risk management.......................................................................................................................... 18 4.8.4 Risk management process............................................................................................................. 18 4.9 SWOT Analysis........................................................................................................................... 19 4.9.1 Need for SWOT analysis................................................................................................................ 19 4.9.2 Stages of SWOT analysis................................................................................................................ 19 4.9.3 SWOT Matrix................................................................................................................................. 19 4.10 Project procurement management............................................................................................. 19 4.10.1 Definition of procurement............................................................................................................ 19 4.10.2 Project procurement management............................................................................................... 20 4.10.3 Procurement management procedure......................................................................................... 20 4.10.4 Contracts....................................................................................................................................... 20 4.10.5 Major contract types..................................................................................................................... 20 4.10.6 Contract types and risk.................................................................................................................. 21 1 4.11 Terms of Reference (TOR)........................................................................................................... 21 4.11.1 Purpose of TOR.............................................................................................................................. 21 4.11.2 Structure and content of TOR....................................................................................................... 21 5 Project budgeting.......................................................................................................... 21 6 Phases of project cycle management (PCM)................................................................... 22 6.1 Programming............................................................................................................................. 22 6.2 Identification............................................................................................................................. 23 6.3 Formulation............................................................................................................................... 23 6.4 Financing................................................................................................................................... 23 6.5 Implementation including monitoring and reporting................................................................... 23 6.6 Evaluation & Audit..................................................................................................................... 24 6.6.1 Evaluation...................................................................................................................................... 24 6.6.2 Audit.............................................................................................................................................. 26 6.6.3 Distinction between monitoring, evaluation and audit................................................................ 26 7 Monitoring, Evaluation, Accountability and Learning (MEAL) Framework...................... 26 7.1 MEAL Framework Elements........................................................................................................ 26 7.2 Monitoring:............................................................................................................................... 27 7.3 Evaluation:................................................................................................................................. 27 7.4 Accountability:........................................................................................................................... 27 7.5 Learning:.................................................................................................................................... 27 7.6 Project Performance Measurement Framework (Project MEAL Plan), Learning Plan, MEAL Reporting Template, and Implementation Timeline............................................................................... 28 8 Protection mainstreaming............................................................................................. 28 9 Access........................................................................................................................... 29 10 Project fundraising........................................................................................................ 30 10.1 Fundraising................................................................................................................................ 30 10.2 Types of funds........................................................................................................................... 30 10.3 Fundraising guiding principles.................................................................................................... 30 10.4 Funding mechanisms.................................................................................................................. 30 10.5 Potential donors........................................................................................................................ 30 10.6 Exploring funding sources........................................................................................................... 30 10.7 Fundraising strategy................................................................................................................... 31 11 Project grant application............................................................................................... 31 11.1 Prequalification/due diligence.................................................................................................... 31 11.2 Grant application....................................................................................................................... 31 11.2.1 Project concept note..................................................................................................................... 31 11.2.2 Project full proposal...................................................................................................................... 32 12 Project reporting........................................................................................................... 33 12.1 Need for reporting..................................................................................................................... 34 12.2 Reporting philosophy................................................................................................................. 34 12.3 Characteristics of effective reports............................................................................................. 34 12.4 Types and frequency of reports.................................................................................................. 34 12.4.1 Types of reports............................................................................................................................ 34 12.4.2 Frequency...................................................................................................................................... 34 12.4.3 Content of reports......................................................................................................................... 34 12.4.4 Narrative progress/interim report proforma................................................................................ 34 12.4.5 Final narrative report proforma.................................................................................................... 35 12.4.6 Edited (public relations) report proforma..................................................................................... 36 References........................................................................................................................... 39 Annex 1: Performance Measurement Framework Template..................................... 40 Annex 2: Performance Measurement Framework Reporting Template................... 41 Annex 3: Learning Plan................................................................................................... 42 Annex 4: Project Implementation Timeline.................................................................. 44 2 List of Tables Table 1: LFA matrix............................................................................................................................................ 12 Table 2: Stakeholder analysis matrix.............................................................................................................. 16 Table 3: SWOT Matrix....................................................................................................................................... 19 Table 4: Distinction between monitoring, evaluation and audit................................................................... 26 Table 5: Donor matrix........................................................................................................................................ 30 3 List of Figures Figure 1: Intensity of Participation (Source: EU PCM manual).................................................................. 13 Figure 3: Levels of changes............................................................................................................................. 14 Figure 4: ToC in results chain......................................................................................................................... 14 Figure 2: Human Rights Based Approach Model......................................................................................... 15 Figure 5: Target Groups Problem Tree.......................................................................................................... 17 Figure 6: Risk assessment process................................................................................................................ 19 Figure 7: Procurement management procedure.......................................................................................... 20 Figure 8: Contract types and risk.................................................................................................................... 21 Figure 9: Phases of project cycle management........................................................................................... 22 Figure 10: Information elements produced by end of Formulation............................................................ 23 Figure 11: Main implementation periods........................................................................................................ 24 Figure 12: Link between evaluation criteria and the logframe.................................................................... 25 4 List of Abbreviations ACHA Abdel Shafi Community Health Association EC European Commission EU European Union GBV Gender-Base Violence GIZ German Corporation for International Cooperation GmbH HRBA Human Rights Based Approach LFA Logical Framework Matrix MEAL Monitoring, Evaluation, Accountability and Learning NGO Non-Governmental Organization PCM Project Cycle Management SDG Strategic Development Goal SMART Specific, Measurable, Achievable, Realistic and Time Bounded SWOT Strengths, Weaknesses, Opportunities and Threats TOC Theory of Change UN United Nations UNDP United Nations Development Program UNEP United Nations Environment Programme WHO World Health Organization 5 1 Introduction 1.1 Background information on Abdel Shafi Community Health Association (ACHA) ACHA is an independent non-profit organization established in 1969 and started to work in 1972 licensed by Ministry of interior in 2003 under registration number 1901. Since its establishment, ACHA provided humanitarian and simple health services to marginalized poor people. Later, ACHA linked relief, recovery and development interventions. ACHA has introduced primary health care and has advanced the right to health and comprehensive healthcare approach through providing diagnostic, psychosocial, legal, capacity building, literacy and cultural activities. Furthermore, ACHA has established and operated Woman's Health Centre in Jabalia and Najat Center in Gaza to provide safe, dignified and gender- responsive multisectoral services for vulnerable woman and girls GBV survivors. ACHA mainstreams human rights-based approaches, Theory of change, and gender perspective into its work. It also adopts monitoring, evaluation, accountability and learning framework as well as anticorruption and antifraud policy to advance its good governance and improve the quality of health care services provided to local communities. ACHA vision states that it aspires to play an innovative and catalytic role in providing integrated people-focused healthcare, GBV, educational and cultural services within an enabling environment based on Palestinian National Policy Agenda and UN SDGs 2030. Its mission indicates that it is an independent Palestinian non-profit NGO with the purpose of providing integrated people-focused health care, GBV protection, educational and cultural services through capacity development, healthcare, women protection and empowerment, educational and cultural programmes. ACHA is guided by human rights principles including equity, equality, accountability and rule of law, transparency, tolerance, respect, non- discrimination, participation, and empowerment of vulnerable groups. ACHA strategic goals are: 1. Develop the capacity of the ACHA and partners, 2. Contribute to improving health conditions of people in the Gaza Strip, 3. Contribute to protection and empowerment of women through safe, dignified and integrated multisectoral GBV services, and 4. Contribute to promoting Palestinian identity and community culture in the Gaza Strip. 1.2 Rationale/need for this manual? This manual provides ACHA with a set of tools that help developing project ideas to respond to needs to vulnerable groups, preparation of project proposals, financing, implementing, monitoring and evaluation and well management of awarded projects. 1.3 Aim of this manual The aim of this Project Management Manual is to support well management practices and effective decision making throughout the project management cycle – from programming, through to identification, formulation, implementation and evaluation. Specifically, the manual aims at helping ACHA in: - Assessing a call for proposals - Analyzing using the Result Framework Approach - Making a project proposal operational - Understanding the main aspects of Project Management and MEAL 1.4 Scope of application of this manual The majority of explanations and examples contained in this manual are valid for all kinds of projects, independently of donors, while others are more strictly related to European Union funded projects. 1.5 Conformity of this manual This manual adheres with international organizations’ project cycle management guidelines like ECHO, EU, UNDP and GIZ. 1.6 Who is this manual for? 6 This manual is designed for ACHA and partners’ staff, both those experienced in project management who want to learn a new method, and those who have never managed projects before and are looking for ways to design, implement, evaluate and mainstream projects. 1.7 What this manual covers? This manual covers all the steps of project design: from the identification of the main problem to be addressed, to the planning of the project implementation, monitoring and evaluation. 2 Project management concepts and definitions A project: is a series of activities aimed at bringing about clearly specified results (impact, outcomes and outputs) within a defined time-period and with a defined budget under assessed and mitigated risks. Project Cycle Management (PCM): A methodology for the preparation, implementation and evaluation of projects based on the principles of the Result Framework Approach. Result Framework Approach: is a way of structuring the main elements in a project, highlighting logical linkages between intended inputs, planned activities and expected results (outputs outcomes and impact). Impact: Refers to a sustained, significant, positive change in both the material condition and social position of affected populations. Outcomes: Measures the change in behavior or resource use in relation to goal of the project. Outcomes are usually considered in terms of their expected timeframe: Short–term (or immediate), Intermediate, Long-term. Outputs: Products or services delivered as part of the project’s activities (eg. Trained persons, workshops, information materials) Activities: The tasks that are required to be done in order to achieve the outputs (eg. run a workshop, conduct and audit). Indicator: used to monitor and evaluate project’s achieved results. It reflects how the outputs, outcomes and impact are to be measured including quantity, quality and time. The most effective indicators are those which are ‘SMART’. Baselines (incl. reference year): Values (quantity and quality) of project/program indicators pre implementation. Targets (incl. reference year): Value (quantity and quality) of the indicator at the end line of project. Actual/current value (incl. reference date): Value (quantity and quality) of the indicator at specific milestone/date. Quantitative vs Qualitative indicators: Quantitative indicators can be defined as measures of quantity, such as the # of people visiting a legal aid clinic a year. Qualitative indicators can be defined as people’s judgements and perceptions about a subject, such as the confidence people have in the services delivered by the legal aid clinic. Means of verification: indicate where and in what form information on the achievement of the impact, outcomes and outputs can be found. Project risk: is the cumulative effect of the chances of uncertain occurrences adversely affecting project objectives. Risk Management: is a planned and systematic process of identifying, assessing and monitoring, and controlling risk throughout the life cycle of a project in the best interests of its objectives. Assumptions: How do the activities lead to the results that we are aiming for? What is the causal pathway that leads to that result? Pre-conditions: Conditions that have to be met before the project can commence, i.e. start with activities. 7 Theory of Change (TOC): is an ongoing process of reflection to explore change that we want to make (or contribute to), how it happens in our specific context – and our role in it. The focus is on what we think will change and NOT what we plan to do. Human Rights Based Approach (HRBA): Assessment and analysis to identify human rights claims of rights-holders and the corresponding human rights obligations of duty-bearers as well as the immediate, underlying, and structural causes of rights non-realization. People are recognized as key actors in their own development, rather than passive recipients of services. Monitoring: Ongoing analysis of project progress towards achieving planned results with the purpose of improving management decision making. Evaluation: Assessment of the efficiency, effectiveness, impact, relevance and sustainability of projects. Accountability: is holding people charged with a public mandate responsible and answerable for their actions, activities and decisions. Projects have mechanisms and processes to demonstrate accountability: 1) for inputs, rights-based approaches, and for results (outputs, outcomes, and impacts) and (not only expenditure or activities); and 2) to beneficiaries, rather than only to donor ‘audit’ requirements. Accountability processes engage donors, partners, vulnerable groups in transparent dialogues about NGO’s results and its ways of working with and for others. Learning: Project identification draws on the results of monitoring, pre and posttest questionnaires, regular reviews, ex post evaluation as part of a structured process of feedback and institutional learning. Lesson learned: Highlights knowledge or understanding gained by experience. The experience may be positive, as in a successful test or mission, or negative, as in a failure. Its objective is to facilitate use in future areas and applications, and actively facilitate learning from experience in order to avoid repeating past mistakes or reinventing the wheel. The characteristics of a “good’’ learned lesson, according to UNEP, must 1) concisely capture the context from which it is derived, 2) be applicable in a different context, 3) have a clear application domain, 4) have clear target users, and 5) guide projects. Good and best practice: A good practice is not only a practice that is good, but a practice that has been proven to work well and produce good results, and is therefore recommended as a model. It is a successful experience, which has been tested and validated, in the broad sense, which has been repeated and deserves to be shared so that a greater number of people can adopt it. The expression “best practices” can be defined as the best examples of practices: which methods, tools, or approaches have been shown to be the “best” in a specific situation. As is the case of good practices, best practices should also imply ease of transfer to other situations with similar goals. However, the terms “best practice” and “good practice’’ both share the same goal and imply a single process, namely: A validated and successful experience which deserves to be disseminated for better adoption by a larger number of beneficiaries; A beneficial experience which can be replicated elsewhere; An experience, which has been tested, accepted and adopted by those who implemented it. Criteria for the selection of good/ best practices and lessons learned Is based on: 1. Effective and successful: A “good practice” has proven its strategic relevance as the most effective way in achieving a specific objective; it has been successfully adopted and has had a positive impact on individuals and/or communities. 2. Environmentally, economically and socially sustainable: A “good practice” meets current needs, in particular the essential needs of the world’s poorest, without compromising the ability to address future needs. 8 3. Gender-neutral: does not discriminate against a particular sex, social gender or gender identity, and does not perpetuate gender stereotypes (UN). 4. Gender-responsive: An approach which responds to the different realities faced by women, men, girls and boys by promoting and protecting their human rights at all stages of development. To make development governance gender-responsive, gender-based barriers must be identified and proactively addressed. Recognizing and responding specifically to women’s needs through development policies is the most effective way to ensure equitable and positive development outcomes. 5. Gender-sensitive: Policies and programmes that take into account the particularities pertaining to the lives of both women and men, while aiming to eliminate inequalities and promote gender equality, including an equal distribution of resources, therefore addressing and taking into account the gender dimension (European Institute for Gender Equality) 6. Gender-transformative approaches: actively examines, questions and changes rigid gender norms and imbalances of power that advantage boys and men over girls and women. It aspires to tackle the root causes of gender inequality and reshape unequal power relations; it moves beyond individual self-improvement among girls and women towards redressing the power dynamics and structures that serve to reinforce gendered inequalities. 7. Technically feasible: Technical feasibility is the basis of a “good practice”. It is easy to learn and to implement. 8. Inherently participatory: Participatory approaches are essential as they support a joint sense of ownership of decisions and projects. 9. Replicable and adaptable: A “good practice” should have the potential for replication and should therefore be adaptable to similar objectives in varying situations. 10. Reducing disaster/crisis risks: A “good practice” contributes to disaster/crisis risks reduction for resilience. Systematization of lessons learned/ experiences World Health Organization (WHO) defines experience capitalization, or “systematization” as an iterative process through which an experience (with its successes and failures) is identified, valued and documented in various media. This systematic process will allow learning of lessons and identification of good practices. Thanks to this approach, the practice can change and improve and may thereafter be adopted by others. A participatory, innovative, creative and context-sensitive approach to knowledge generation via reflecting on experiences and to learn together and from each other. It offers as a participatory learning process. Systematization focuses on the views, perspectives and interpretations of the group of people (project coordinators, beneficiaries, donor) that lived a certain common experience in the project. Facilitation is also crucial for the success of this learning process. The facilitators’ central task is to create an environment of trust, respect and tolerance. The participants need to feel secure and confident to share their perspectives, feelings and interpretations without fear or shame in order to make learning and understanding possible. Participatory approaches: If people are actively involved in decision making, they give a greater degree of commitment and local ownership of development programs/projects and shared objectives are more likely to be met. Building capacity within local communities as they learn best by doing things for themselves. Empowerment is often a key objective of participation. Stakeholders: any individuals, groups of people, institutions or firms that may have a significant interest in the success or failure of a project (either as implementers, facilitators, beneficiaries or adversaries). 9 Stakeholder Analysis: Stakeholder analysis involves the identification of all stakeholder groups likely to be affected (either positively or negatively) by the proposed intervention, the identification and analysis of their interests, problems, potentials, etc. The conclusions of this analysis are then integrated into the project design. Beneficiaries: Those who benefit from the implementation of a project. A distinction should be made between Target Groups and Final Beneficiaries. Target Groups are groups directly affected by the project. Final Beneficiaries are those who will benefit from a project in the long term, as a consequence of the results achieved. Gender: reflects relationship between men and women, their roles, access to and control over resources, division of labour, interests and needs. Gender analysis: is a systematic way of examining differences in roles and norms for women and men, girls and boys; different levels of power they hold; their differing needs, constraints, and opportunities; and impact of these differences in their lives. SWOT Analysis: Analysis of an organization's Strengths and Weaknesses, and the Opportunities and Threats that it faces. A tool that can be used during all phases of the project cycle. Project report: reflects state of facts. Projects rely on well-structured reports to ensure accurate communication about goals and objectives, requirements, designs, measuring and recording progress, etc. 3 What is a project? 3.1 Definition A project is a series of activities aimed at bringing about clearly specified results (impact, outcomes and outputs) within a defined time-period and with a defined budget under assessed and mitigated risks. 3.2 Project planning checklist A project should have: Clearly mapped and analyzed stakeholders, including the primary target group and the final beneficiaries Gender analysis. Human Rights Based Approach. Theory of Change. Needs assessment for implementing organization and target groups. Planned budget and financing arrangements. Risk analysis and mitigation measures. Logical framework /result framework matrix (including impact, outcomes, outputs, indicators, baselines, targets, sources of verification, assumptions, risks and pre conditions). Implementation plan (Activity time schedule, responsible project team members); Result based budget. Clearly defined coordination/communication plan. Exit strategy (sustainability). A monitoring and evaluation system (to support performance management); and An appropriate level of financial and economic analysis, which indicates that the project’s benefits will exceed its costs (Value for money/cost effectiveness). 3.3 Contribution of projects ACHA strategic plan and annual action plan. Palestinian National Policy Agenda (2017- 2022) Palestine 2nd National Action Plan (2020-2024) for WPS Agenda for the implementation of UNSCR 1325. Government sectoral strategies. 10 Donor Country Strategy UN 2030 SDGs particularly SDG # 5 “Gender Equality” 3.4 Project quality assessment criteria and standards The quality frame consists of three key quality attributes, namely: Relevant: the project meets demonstrated and high priority needs ▪ Problems have been appropriately analyzed and addressed. ▪ The initiative involved key stakeholders and target groups are clearly identified. Feasible: the project is well designed and will provide sustainable benefits to target groups ▪ The results (impact, outcomes and outputs) and the activities are clear and logical, and address clearly identified needs. ▪ The resource and cost implications are clear, the project is financially viable and has a positive economic return. ▪ Coordination, management and financing arrangements are clear ▪ Assumptions/Risks are identified and appropriate risk management arrangements are in place ▪ The project is technically and socially sound and sustainable Effective and well managed: the project is delivering the anticipated benefits and is being well managed ▪ The project is being well managed by those directly responsible for implementation. ▪ Sustainability issues are being effectively addressed. 3.5 Policies, programs and projects A policy refers to what should be done. A program (what could be done) is a ‘package’ of coordinated projects with a common focus/theme contributing to achieve a strategic (sectoral) goal: ▪ Covers a whole sector (e.g. Women Protection and Empowerment Sector Program). ▪ Focuses on one part of women like mental health and psychosocial, legal, economic, health, etc. ▪ Defines what is essentially just a large project with a number of different components. 3.6 Types of projects Humanitarian/ Relief projects: reduce suffering, save lives and maintain human dignity of affected people. Recovery projects: bridge between relief to development phases. Development projects are a way of clearly defining and managing investments and change processes. Development projects can vary significantly in their objectives, scope and scale. Smaller projects might involve modest financial resources and last only a few months, whereas a large project might involve many millions of Euro and last for many years. 3.6 Examples of projects A healthcare project for women and children with health and malnutrition problems, costing Euro 100,000 EUR over 10 months. A humanitarian project focused on GBV prevention and protection for vulnerable women and girls GBV survivors costing 200,000 USD over 20 months 4 Project management tools 4.1 Logical/Result framework approach (LFA) 4.1.1 Definition of LFA LFA is a way of structuring the main elements in a project, highlighting logical linkages between intended inputs, planned activities and expected results. 4.1.2 Purpose of LFA 11 LFA is intended to improve the quality of projects. It is used as analytical tool for objectives and target group- oriented project planning and management based on participatory approach. LFA is a major point of reference throughout the life of the project. LFA enhances planning, analysis and communication. Using LFA helps: Clarify the purpose of, and the justification for a project; Identify information requirements; Clearly define the key elements of a project; Analyze the project’s setting at an early stage; Facilitate communication between all parties involved; Identify how the success or failure of the project should be measured 4.1.3 LFA matrix Table 1 below describes that the logical framework contains goal (impact), outcomes, outputs, activities, inputs, costs, indicators, means of verification, assumptions and pre-conditions. Table 1: LFA matrix Intervention Indicators Means of Assumptions logic verification Goal (Impact) Impact Assumptions indicators Specific Outcome Assumptions objectives indicators (Outcomes) Outputs Output Assumptions indicators Activities Inputs Costs Assumptions Pre-conditions 4.2 Participatory approaches Local ownership of development programs and projects is a key theme. Participation and ownership are fundamental to ensuring relevance, effectiveness and sustainability. 4.2.1 Objectives of participatory approaches Empowerment: is often a key objective of participation i.e. bringing about a more equitable sharing of power, increasing political awareness of disadvantaged groups, and supporting them in taking actions that will allow them to take more control of their own futures. Capacity building: ▪ People learn best by doing things for themselves. ▪ If people are assisted to plan and manage their own affairs, outcomes are more likely to meet their needs. ▪ Building capacity within local communities is thus an important objective of participatory approaches. ▪ Capacity building is also important because it is a precondition for the sustainability of development initiatives. Effectiveness: ▪ Participation can be a vehicle for increasing the effectiveness of development projects/ programs. ▪ If people are actively involved in decision making, they give a greater degree of commitment, and shared objectives are more likely to be met. Efficiency: ▪ Efficiency incorporates the additional consideration of cost. 12 ▪ If project activities can be undertaken in a more timely manner through a participatory approach, it will contribute to the improved efficiency of operations. 4.2.2 Principles of participatory approaches Involving people as subjects not objects. Respect for local knowledge and skills. Ensuring influence over development decisions, not simply involvement. A learning process as much as an outcome. An approach and attitude rather than a specific set of technical skills. 4.2.3 Intensity of Participation Participation may take on various forms, and occur in varying intensities depending on the nature of the activity and the roles and responsibilities of the people and groups involved. Community members or groups may simply be required to contribute labour or some cash inputs, or be represented on a management committee, or take on full management and decision-making responsibilities and authority. The nature, scale and scope of the project will influence the level of participation that is practical and possible, as will a realistic assessment of skills and capacity among participating communities and groups. Building such capacity is often a specific objective of participatory approaches. Four levels of intensity (Figure 1) might be distinguished as follow: Information sharing: is the minimal level of ‘participation’ and often consists of little more than keeping people informed – i.e a one-way flow of information. Consultation: means that there is a two-way flow of information – a dialogue. However, this dialogue may not necessarily impact on decision making. Decision making: Participation reaches a higher level when it involves individuals or groups (particularly those who are usually excluded) in actually making decisions. They have the authority and responsibility to take action. Initiating action: The highest level of participation is achieved when people take it on themselves to initiate new actions. To do so indicates a significant level of self-confidence and empowerment and the establishment of organizational and management capacity. Figure 1: Intensity of Participation (Source: EU PCM manual) 4.3 Theory of change (ToC) 4.3.1 Definition TOC is an ongoing process of reflection to explore change that we want to make (or contribute to), how it happens in our specific context – and our role in it. The focus is on what we think will change and NOT what we plan to do. 4.3.2 Levels of changes Levels of changes (Figure 2) in direct target groups are: Individual change: Positive change in consciousness, thoughts and behavior as well as access to resources. 13 Family (informal) change: Positive change in perceptions, beliefs, attitudes and behavior. Community (informal) change: Positive change in cultural norms, values and practices. Systemic (formal) change: Positive change in formal institutions policies, programs, budgets and laws. Change at levels of families, community and formal institutions will crease supportive environment to individuals (like women, girls ad children) Figure 2: Levels of changes 4.3.3 Theory of change in results chain The project impact will be achieved "only if" the outcomes will be realized. The outcomes will be realized "only if" the outputs will be delivered. Outputs will be delivered "only if" the project activities will be implemented (Figure 3). Figure 3: ToC in results chain Sometimes outcomes are divided into Immediate, intermediate and long-term outcomes as shown in the following figure. 14 4.4 Human Rights Based Approach (HRBA) Human rights standards/principles contained in Universal Declaration of Human Rights and other international human rights instruments guide all development cooperation and programming in all sectors and in all phases of the programming process. Human rights principles are: non-discrimination; participation; transparency; accountability; and empowerment HRBA aims to empower women, girls, boys, and men to claim their human rights (rights holders) and to increase capacity of those who are obliged to respect, promote, protect and fulfil those rights (duty bearers) (Figure 4). Figure 4: Human Rights Based Approach Model Necessary, specific, and unique elements to HRBA are: Assessment and analysis to identify human rights claims of rights-holders and the corresponding human rights obligations of duty-bearers as well as the immediate, underlying, and structural causes of rights non-realization. Projects assess the capacity of rights-holders to claim their rights, and of duty-bearers to fulfil their obligations. They then develop strategies to build these capacities. Projects monitor and evaluate both outcomes and processes guided by human rights standards/principles. In addition, it is essential that: People are recognized as key actors in their own development, rather than passive recipients of services. Focus on marginalized, disadvantaged, excluded groups. Strategies are empowering. Participation is both a means and a goal. Analysis includes all stakeholders. The development process is locally owned. Support accountability to all stakeholders. Projects aim to reduce disparity. 15 Both outcomes/processes are monitored and evaluated. Measurable goals and targets are important. Strategic partnerships are developed and sustained. 4.5 Stakeholder analysis Stakeholders are defined in this development project as any individuals, groups of people, institutions or firms that may have a significant interest in the success or failure of a project (either as implementers, facilitators, beneficiaries or adversaries) are defined as ‘stakeholders’. Determine a comprehensive list of relevant stakeholders Analyze the capacities, limitations, potential roles, motivations, contributions, importance to the project and needed interventions to build up their capacities (Table 2). Use multi-methodological dynamic learning-oriented stakeholder analysis approach. The multi-methods included interviews, secondary data analysis (website and materials review) and sometimes participatory observation. Table 2: Stakeholder analysis matrix Stakeholder Capacities Limitations Likely role/ Importance to Possible and basic contribution/ project's actions to characteristics motivation success address stakeholder interests 4.6 Gender, age and disability analysis Gender reflects relationship between men and women, their roles, access to and control over resources, division of labour, interests and needs. Gender analysis is a systematic way of examining differences in roles and norms for women and men, girls and boys; different levels of power they hold; their differing needs, constraints, and opportunities; and impact of these differences in their lives. The project dis-aggregates beneficiary data according to sex, age, with disabilities, internally displaced, refugees, and living in ARAs. The project targets particular groups of boys and girls and women and men who are disadvantaged or discriminated against. Gender issues should be identified in the project and gender specific needs are analyzed for girls and boys, and women and men, elderly, persons with disability, female heads of households, internally displaced, refugees and living in ARA. All project activities respond to identified gender needs. The outputs and outcomes of the project specifies gender sensitive results. The project developed monitoring gender sensitive target indicators. 4.7 Needs assessment 4.7.1 Target groups needs assessment Undertake problem analysis for the direct target groups applying problem tree analysis (Figure 5) that includes main problem, direct causes, indirect causes and effects using qualitative and quantitative mixed methods of data collection from primary (right holders) and secondary (duty bearers) direct target groups and civil society organizations. Define needs of direct target groups wqith their effective participation. 16 Figure 2: Target Groups Problem Tree 4.7.2 Organizational capacity needs assessment It is required to: Help identify appropriate stakeholders and assess their capacity to deliver services and manage change. Identify and design relevant and feasible project interventions, which take account of capacity of local organizations. Support an assessment of good governance issues (organizational adequacy, accountability and transparency). It is particularly important for projects which rely on local partners to manage implementation. It should be initiated early on in the project cycle. This is important, as it will influence the choice of key stake holding partners with whom project identification and formulation teams might work. Capacity assessment of the following aspects: Management: ▪ Governance. ▪ Planning. ▪ Administration ▪ Information systems. ▪ Continuous improvement. Program delivery: ▪ Relevance. ▪ Efficiency. ▪ Effectiveness. ▪ Impact. ▪ Sustainability. Human resources: ▪ Organizational structure. ▪ Personnel ▪ Organizational culture. ▪ Diversity ▪ Human Resource administration External relations: 17 ▪ Community relations. ▪ Government relations. ▪ Networking and coordination. ▪ Media relations. ▪ Advocacy. Finance: ▪ Budgeting, accounting, procurement, asset management. 4.7.3 Data collection methods for needs assessment Mixed qualitative and quantitative methods ▪ Qualitative methods Interviews (structured and semi structured) Focus groups Participatory observation Community forums/meetings Case studies Sample size for qualitative methods is based on saturation limit. ▪ Quantitative methods Questionnaires Sample size for quantitative methods is calculated using sample size calculator at confidence level (95% or 99%) and confidence interval at 5%. 4.7.4 Data analysis techniques for needs assessment Qualitative techniques Using content/thematic analysis. Quantitative methods Using SPSS Package for descriptive statistics, regression analysis and ANN analysis. 4.8 Risk management 4.8.1 Definition of project risk Project risk is the cumulative effect of the chances of uncertain occurrences adversely affecting project objectives. 4.8.2 Types of risks External risks: political, social, cultural, economic, legal, environmental, withdrawal of stakeholders from the project (target groups, partner organizations). Internal risks: lack of transparency and accountability, corruption and fraud, high staff turnover, centralization of management/ decision making resulting in bad decisions. 4.8.3 Risk management Risk management is a planned and systematic process of identifying, assessing and monitoring, and controlling risk throughout the life cycle of a project in the best interests of its objectives. The process is proactive and is an advanced preparation rather than reactionary. The reactive model is crisis management. 4.8.4 Risk management process Steps in risk management process (Figure 6) are: establish the context identification of personnel to carry out the process identify the risks rank risks based on priority (likelihood, severity) assign risk to an owner undertake risk mitigation monitor periodic reassessment of whole risk picture 18 Figure 3: Risk assessment process 4.9 SWOT Analysis 4.9.1 Need for SWOT analysis SWOT analysis (strengths, weaknesses, opportunities and threats) is used to analyze the internal strengths and weaknesses of an organization and the external opportunities and threats that it faces. It can be used either as a tool for general analysis, or to look at how an organization might address a specific problem or challenge. The quality of information derived from using this tool depends on who is involved and how the process is managed. 4.9.2 Stages of SWOT analysis SWOT is undertaken in three main stages (Table 3), namely: Ideas are generated about the internal strengths and weaknesses of an organization, and the external opportunities and threats. The situation is analyzed by looking for ways in which the organization's strengths can be built on to overcome identified weaknesses, and opportunities can be taken to minimize threats. A strategy for making improvements is formulated. 4.9.3 SWOT Matrix Table 3: SWOT Matrix Strengths Opportunities Weaknesses Threats 4.10 Project procurement management 4.10.1 Definition of procurement Means acquiring goods and/or services from an outside source. Open competition is the basis for efficient procurement. 19 4.10.2 Project procurement management Includes the processes required to acquire goods and services, to attain project scope, from outside the performing organization. Minimizes the risks of organization endeavors. The goods and works to be procured: (a) are of satisfactory quality and are compatible with the balance of the project; (b) will be delivered or completed in timely fashion; and (c) are priced so as not to affect adversely the economic and financial viability of the project. 4.10.3 Procurement management Procurement management procedure (Figure 7) include: Procurement Planning identifies which product needs can be best met by procuring products or services outside organization. Solicitation Planning Prepare documents to distribute prospective suppliers in the solicitation process (Includes evaluation criteria). Solicitation Obtaining information from prospective suppliers (Output of this process is the PROPOSAL). Source selection involves evaluating bidders’ proposals, choosing best one, negotiating contract, and awarding contract. Contract administration ensures that the seller’s performance meets contractual requirements. Contract Close-Out involves product verification, administrative closeout and archiving of information. Figure 4: Procurement management procedure 4.10.4 Contracts Contract is defined as an agreement that establishes an enforceable legal relationship between two parties; a mutual exchange of promises. A good contract should: 1) Share risks fairly, 2) Motivate each party, 3) Balance the interests of the parties involved, and 4) Prevent surprises. 4.10.5 Major contract types Fixed-price contracts ▪ Firm-fixed-price. ▪ Fixed-price-incentive fee (incentive if defined performance criteria are met). Cost-reimbursable contracts. ▪ Cost-plus-fixed fee (fixed amount of profit). ▪ Cost-plus-incentive fee. Time & materials (negotiated price per unit of time plus cost of materials). 20 4.10.6 Contract types and risk Figure (8) below presents contract types and their associated level of risks. Figure 5: Contract types and risk 4.11 Terms of Reference (TOR) 4.11.1 Purpose of TOR TOR should provide a clear description of: the rationale for undertaking an assignment or study the expected methodology and workplan (activities), including timing and duration the anticipated resource requirements, particularly in terms of personnel reporting requirements 4.11.2 Structure and content of TOR Background to the assignment Study/mission objectives Issues to be studied Methodology Expertise required Reporting requirements Work plan and timetable 5 Project budgeting Project budgeting is important for getting your project funded as well as keeping it controlled. The budget consists of direct and indirect costs. Direct costs are all those eligible costs that can be attributed directly to the project and are identified by the organization as such, in accordance with its accounting principles and its usual internal rules. The following is a non-exhaustive list of direct eligible costs: ▪ The cost of personnel assigned to the project (temporary or permanent, full-time or part- time). ▪ Travel costs and related subsistence allowances for people taking part in the project (are eligible if they are in line with the organization's usual practices on travel). ▪ The purchase cost of durable equipment (in accordance to the depreciation system of each organization). ▪ The costs of consumables, materials and supplies provided they are identifiable and assigned to the project. ▪ Cost for sub-contracting, when it is indicated in the Description of Project. 21 Indirect costs, also called overheads, on the other hand, are all those eligible costs that cannot be identified and calculated by the beneficiary as being directly attributed to each project. Overheads comprise costs connected with infrastructures and the general operation of the organisation such as hiring or depreciation of buildings and plant, water/gas/electricity, maintenance, insurance, supplies and petty office equipment, communication and connection costs, postage, etc., and costs connected with horizontal services such as administrative and financial management, human resources, training, legal advice, documentation, etc. The indirect costs are sometimes calculated on the basis of a 7% of total direct eligible costs of the project. 6 Phases of project cycle management (PCM) PCM is a term used to describe: the management activities and decision-making procedures used during the life-cycle of a project (including key tasks, roles and responsibilities, key documents and decision options). PCM helps to ensure that: Projects are supportive/coherent with policies. Projects are relevant to an agreed strategy and to the needs of beneficiaries. Projects are feasible so that objectives can be realistically achieved within the constraints of the operating environment and capabilities of the implementing agencies. Benefits generated by projects are likely to be sustainable. PCM requires: The active participation of key stakeholders. The Logical Framework Approach (as well as other tools). Key indicators into each stage of the project cycle The production of good-quality key document(s) in each phase (with commonly understood concepts and definitions), to support well-informed decision-making. Figure 9 (below) illustrates five phases of project cycle management. Figure 6: Phases of project cycle management 6.1 Programming The situation at national and sector level is analyzed to identify problems, constraints and opportunities. This involves a review of socio-economic indicators, and of national and donor priorities. 22 The purpose is to identify the main objectives and sector priorities, and thus to identify programs and projects. 6.2 Identification The purpose of the identification stage is to: Identify project ideas that are consistent with partner and donor priorities; Assess the relevance and likely feasibility of these project ideas; and Prepare a Financing Proposal The core PCM tools that can be used include: Quality assessment criteria: The criteria and standards provide a checklist of key issues which should be assessed at this stage of the cycle, focusing on the relevance and likely feasibility of the proposed project idea. The Logical/Result Framework Approach, namely stakeholder mapping/analysis, problem analysis, preliminary objective/result setting and strategy analysis. Institutional capacity assessment: This tool is provided to highlight the key questions that need to be asked and answered in undertaking an institutional capacity assessment. Promoting participatory approaches: This provides ideas and guidance on promoting participation (and thus ownership). Economic and Financial Analysis Terms of Reference 6.3 Formulation The purpose of the Formulation stage (Figure 10) is to: Confirm the relevance and feasibility of the project idea. Prepare a detailed project design, including the target groups, results (impact, outcomes, outputs), indicators, implementation plan, management arrangements, cost-benefit analysis, risk management, monitoring and evaluation plan, and audit. Prepare a Financing Project Proposal. Figure 7: Information elements produced by end of Formulation 6.4 Financing Explore potential donors to finance the project 6.5 Implementation including monitoring and reporting The purpose of the implementation stage is to: 23 Deliver the outputs, achieve the outcomes and contribute effectively to the overall objective/impact of the project. Manage the available resources efficiently. Monitor and report on progress. Figure (11) below presents main implementation periods: inception, implementation and phase out. Figure 8: Main implementation periods 6.6 Evaluation & Audit 6.6.1 Evaluation The purpose of evaluation is to: Make an “assessment, of an ongoing or completed project, program or policy, its design, implementation and results. Determine the relevance and fulfillment of objectives, developmental efficiency, effectiveness, impact and sustainability. Provide information that is credible and useful, enabling the incorporation of lessons learned into the decision-making process of both recipients and donors”. Principles of evaluation are: Impartiality and independence of the evaluation process from the programming and implementation functions; Credibility, through use of appropriately skilled and independent experts and the transparency of the evaluation process, including wide dissemination of results. Participation of stakeholders, to ensure different perspectives and views are taken into account. Usefulness of the evaluation findings and recommendations, through timely presentation of relevant, clear and concise information to decision makers. Link between Evaluation Criteria and the Log frame (Figure 12): 24 Figure 9: Link between evaluation criteria and the logframe Evaluation criteria: Relevance The project design effectively/appropriately: Clearly and accurately identified real problems and needs of target groups. Established a clear and logically coherent set of project results (Goal/impact, outcomes, outputs) and a set of indicative activities for delivering each output. Developed a clear and useful Log frame matrix with supporting activity and resource/cost schedules. Analyzed assumptions/risks. Established appropriate management and coordination arrangements. Established appropriate and effective M & E systems. Efficiency Concerns how well activities transformed available resources into intended outputs: The quality of day-to-day management: (i) management of budget; (ii) management of personnel, information, property, (iii) whether management of risk was adequate; (iv) relations/coordination with local authorities, NGOs, beneficiaries, other donors; (v) respect for deadlines. Costs- effectiveness and value-for-money. Quality of monitoring. Did any unplanned outputs arise from the activities? Effectiveness Concerns how far the project’s outputs were used, and the project outcomes realized: Whether the planned benefits have been delivered and received, as perceived by all key stakeholders. How unplanned results may have affected the benefits received. Whether any shortcomings at this level were due to a failure to take account of cross-cutting or over-arching issues such as gender, environment and poverty during implementation. Impact Concerns how well activities transformed available resources into intended outputs: To what extent the planned goal has been achieved, and how far that was directly due to the project. If there were unplanned impacts, how they affected the overall impact. Where appropriate, all gender-related, environmental and poverty related impacts. were achieved. How the economic effects were spread. Sustainability 25 Ownership of objectives and achievements by all stakeholders. Institutional capacity, e.g. the degree of commitment of all parties involved. The adequacy of the project budget for its purpose. Socio-cultural factors, e.g. whether the project is in tune with local perceptions of needs and of ways of producing and sharing benefits. Financial sustainability, e.g. whether the products or services provided were affordable for the intended beneficiaries and remained so after funding ended. 6.6.2 Audit The purpose of an audit is to: Assess an activity/subject that is the responsibility of another party against identified suitable criteria. Express a conclusion (i.e. opinion) that provides the intended user with a level of assurance about the activity/subject being audited. The auditor expresses a conclusion on: The legality and regularity of project expenditure and income i.e. compliance with regulations; and/or Whether project funds have been used efficiently and economically i.e. in accordance with sound financial management; and /or Whether project funds have been used effectively i.e. for purposes intended. 6.6.3 Distinction between monitoring, evaluation and audit Table 4 below reflects the distinction between monitoring, evaluation and audit Table 4: Distinction between monitoring, evaluation and audit 7 Monitoring, Evaluation, Accountability and Learning (MEAL) Framework 7.1 MEAL Framework Elements Stakeholders mapping and analysis including primary target group and the final beneficiaries. Gender, age and disability analysis. Needs assessment (target groups, organizational). Participatory approaches. Human Rights Based Approach (HRBA). Theory of Change and change pathways. Project risk management. Indicators, baselines and targets. Data collection methods Monitoring practices and monitoring plan Logical framework 26 Result framework Project cycle management (PCM) MEAL Framework and project cycle Linking main MEAL elements in project cycle Required MEAL moments Elements of a MEAL Plan to design Project reporting 7.2 Monitoring: A systematic and continuous collection, analysis and use of management information to support effective decision-making. 7.3 Evaluation: Making an “assessment, as systematic and objective as possible, of an ongoing or completed project or program, its design, implementation and results. It determines project relevance, developmental efficiency, effectiveness, impact and sustainability. 7.4 Accountability: Accountability is holding people charged with a public mandate responsible and answerable for their actions, activities and decisions. Social accountability: Projects have mechanisms and processes to demonstrate accountability: 1) for inputs, rights-based approaches, and for results (outputs, outcomes, and impacts) and (not only expenditure or activities); and 2) to beneficiaries, rather than only to donor ‘audit’ requirements. Accountability processes engage donors, partners, vulnerable groups in transparent dialogues about NGO’s results and its ways of working with and for others. Accountability Principles: Transparency: we will ensure the people affected by our programme have access to all relevant information, in time and in accessible form. Feedback: We will ensure that appropriate and accessible channels exist so that people affected by our programmes are increasingly able to give us feedback. Participation: We will enable people to be involved in decision-making and implementation Monitoring & Effectiveness: We will ensure that our programmes are judged by those directly affected by them as having a positive impact on their lives. Examples of accountability measures: Needs assessment focus groups with target groups. Announcing project launch, results, services, selection criteria for beneficiaries using radio and workshops. Complaint system. Focus discussion groups with beneficiaries to conclude deficiencies/gaps in services. Pre and post-test questionnaires. Monitoring and evaluation. 7.5 Learning: New programming and project identification draw on the results of monitoring, pre and post- test questionnaires, regular reviews, ex post evaluation as part of a structured process of feedback and institutional learning (Figure 13). Implementation should be seen as a continuous learning process whereby experience gained is reviewed and fed-back into ongoing planning. Plans must be modified on an ongoing basis to take account of what actually happens during implementation. The Log-frame, Activity and Resource/Budget Schedules must therefore be periodically reviewed, refined, and updated based on experience. 27 Figure 13: A Learning Process Levels of learning by organisations Individual Team Program/project Organization Inter-organizational 7.6 Project Performance Measurement Framework (Project MEAL Plan), Learning Plan, MEAL Reporting Template, and Implementation Timeline. The Project MEAL Plan (Annex 1) includes information about the results (impact, outcomes and outputs), both standard and custom measurement indicators, targets for each of these indicators at the end of the project, their means of verification, data collection methods, frequency and responsibility of data collection. The Learning Plan (Annex 2) contains improving learning culture, embedding learning processes, investing in capacity to learn, and encouraging sharing of learning. The MEAL Reporting Template (Annex 3) includes information about the results (impact, outcomes and outputs), measurement indicators, targets for each of these indicators at the end of the project, actual data (actual progress towards targets) and data analysis for mid-term and final narrative reporting, and rating scale whether we exceeding/exceeded expected result, achieving/achieved expected result, experienced manageable problems, and experienced other problems unable to rate. MEAL reports will inform the mid-term and final narrative reports of the project. The Project Implementation (Annex 4) includes activities and time frames. 8 Protection mainstreaming Protection mainstreaming is a key driver to maximize positive impact. The project mainstreams protection including: Do No Harm so that the location of partners' facilities and routes to them are safe and distant from risk/ threat of GBV. Ethical considerations of professionalism and beneficiary informed consent, privacy/confidentiality while service delivery. Sexual Exploitation & Abuse Policy- based on UN Secretary-General’s SEA Bulletin ST/SGB/2003/13 (Attached) to prevent Sexual Exploitation and Abuse and Sexual Harassment in all project aspects. Gender Equality and Empowerment of Women/ Girls. Humanitarian principles (impartiality, neutrality, independence & humanity) AIDA-PNGO partnership principles like transparency, result-oriented approach, complementarity, etc. 28 Code of Conduct ensuring that affected women/girls are treated with respect & dignity to promote welfare and prevent abuse. Rights Based Approach which deals with beneficiaries as rights holders and empowers them to protect and claim their rights Complaint system so that affected women/girls can give feedback on their treatment and quality of services Shifting power approach via shifting power within, power with and power to vulnerable women and girls Announcing the project in targeted communities using outreach tools to give equal opportunities for women, girls, men and boys to benefit from project. The targeted groups will be selected based on transparent selection criteria that ensure humanitarian assistance is delivered without bias, and with a view to alleviating existing inequalities and vulnerabilities. The selection of beneficiaries should fulfill the global prioritization criteria for project to be lifesaving, reducing suffering, maintaining human dignity, time critical or critically enabling as well as the oPt context-specific criteria, such as focus on communities at imminent risk of displacement, or particularly vulnerable demographic groups. Gender, age and disability analysis to capture the gender differences including different situations, priorities and needs of women, men, girls and boys at all stages of planning and implementation processes. 9 Access ACHA ensures that all beneficiaries (gender and age: women, girls, men and boys) can equitably access and use protection services provided under the project. ACHA provides a blend of adapted in-person and remote activities to overcome any barriers that beneficiaries may encounter. ACHA provides SGBV services at an adequate time when all targeted women and girls can realistically access them. ACHA facilitates access to protection services for persons with reduced mobility (e.g. persons with physical disabilities, the elderly, bedridden individuals) via making access paths smooth and fit ramps for wheelchair access. ACHA facilitates access to protection services for persons with non-mobility related disabilities (e.g. the blind, hard of hearing, intellectually disabled) via providing information about services in both verbal and written forms and developing pictorial representations and explanations. ACHA raises awareness of direct beneficiaries about their rights and SGBV services and service providers via disseminating service directory. ACHA monitors access and discrimination through disaggregated indicators (# of individuals accessing services) by age, gender, and location or specific group (e.g. persons with disabilities). ACHA uses their helplines to facilitate access of women and girls SGBV survivors in remote and inaccessible communities (e.g. ARAs) to multi-sectoral protection services towards implementing UN 2030 agenda of “LEAVING NO ONE BEHIND” and to “endeavor to reach the furthest behind first”. ACHA involves women CBOs and local communities in these localities to keep up implementation of project activities during all times including times of crisis. ACHA’ access approach is consistent with the humanitarian principles (impartiality, neutrality, independence and humanity) in accordance with IHL. ACHA applies: 1) Humanity in addressing the human suffering of most vulnerable women and girls; 2) Neutrality so that humanitarian aid must not favor any political side; 3) Impartiality in providing services to women and girls solely on the basis of need and without discrimination; and 4) Independence in advancing the autonomy of humanitarian project objectives from political, economic or other objectives. 29 10 Project fundraising 10.1 Fundraising Successfully raise the funds needed to achieve your strategic goals. Ensure the organisation doesn’t run out of money. 10.2 Types of funds Core Programme based funding: unrestricted funding. Includes: Strategic plan program's budget+ Salaries+ operational expenses. Salaries 35- 40% from the total budget. Good governance approved, after due diligence. Project based funding: restricted funding. Humanitarian - recovery - development projects. Mixed programs and projects funding. 10.3 Fundraising guiding principles Diversification of funding sources to avoid the negative impact of withdrawal of any donor. No funding source exceeds 25% of the total organizational budget. Take into account the organization contribution in the project. Diversification of projects so that they cover salaries, administrative costs and activities to create balanced funding and to ensure the sustainability of organizational work. 10.4 Funding mechanisms Grants Donations Crowdfunding Events Sales of products Community sponsorships/resources mobilization Memberships of general assembly members 10.5 Potential donors Individuals (local, national, regional, international) Local/national private companies (like Bank of Palestine, PALTEL, Jawal, Palestine Islamic Bank): Social responsibility International private companies (like Dubai Abraj Company) International governmental bodies (like EU, SDC, SIDA, CIDA, NORAD, USAID, FSD, GIZ, Italian Cooperation, Spanish Coop) UN Agencies like: UN OCHA, UNFPA, UNDP, UNRWA, UNICEF, UN WOMEN, UNESCO) International NGOs like: MAP UK, Oxfam, Tdh, Save the Children, IM/Sweden. National NGOs: Welfare Association, NDC. Arab organizations such as: OPEC Fund for International Development (OFID), Arab Fund for Economic & Social Development. 10.6 Exploring funding sources Analysis of funding source (donor) eligibility criteria, management requirements, and thematic areas of work (Table 5). Select most relevant donors and establish matrix including donor name, type, application opening and deadline, priority themes, eligibility, requirements, minimum and maximum financial ceiling. Follow Grant Application Procedures of selected donors. Table 5: Donor matrix Donor Donor Core/ Opening Dead Priority Eligibility Requirements Min/ name type project date line themes Max funding fund Donor 1 Donor 2 30 Donor 3 10.7 Fundraising strategy Existing fundraising strengths/weaknesses. Existing fundraising resources. Analysis of sector funding, priority themes eligibility, donors’ requirements. Mapping of competitors and their shares. Projection of organizational fundraising needs/share (from strategic plan). Proposed new sources of income. Suggested methods to meet fundraising targets. Resources needed to do this. Monitor and measure fundraising. Timeline for implementation. 11 Project grant application 11.1 Prequalification/due diligence Carry out a selection process consisting of multiple stages to identify the most relevant NGOs for partnership. Determine whether interested CSOs meet donor mandatory criteria for partnership. Assess the capacity levels of interested NGOs in order to determine appropriate levels of financial and capacity building support. NGOs will be assessed based on the documents and information they provide during this process. NGOs will be assessed based on documents and information they provide. Applications of interested organizations may be further verified through visits, reference checks and interviews with staff, board members and beneficiaries. All NGOs that meet donor mandatory criteria for partnership are eligible to submit concept note/proposal. Examples of mandatory assessment criteria: Be a non-public non-state actor whose aims are neither to generate profits nor seek governing power. Be registered as a not-for-profit Palestinian organisation. Be committed to core human development principles including transparency, accountability, participation, inclusion, empowerment, capacity development and national ownership. Have the mandate/ability to undertake similar work. 11.2 Grant application Large grants require two step application. In the first instance, only concept notes must be submitted for evaluation. Thereafter, applicants who have been pre-selected will be invited to submit a full application. After the evaluation of the full applications, an eligibility check will be performed for those which have been provisionally selected. Eligibility will be checked on the basis of the supporting documents requested by the donor and the signed ‘declaration by the applicant’ sent together with the full application. Contents of concept note and full application are as follow: 11.2.1 Project concept note Summary of the project ▪ Objectives of the Project ▪ Target group(s) ▪ Final beneficiaries ▪ Estimated outputs ▪ Main activities Description of the project ▪ Give the background to the preparation of the project. Mention any specific analysis/study carried out to inform the design (context analysis) 31 ▪ Explain the objectives of the project. ▪ Describe the key stakeholder groups, their attitudes towards the project and any consultations held. ▪ Briefly outline the type of activities proposed, including a description of linkages/relationships between activity clusters ▪ Explain how the project will mainstream relevant cross-cutting issues such as promotion of human rights, gender equality, democracy, good governance and environmental sustainability. ▪ Briefly outline intervention logic underpinning the project, indicating the expected outputs, outcome(s) and impact as well as underlying the main risks and assumptions towards their achievement. Relevance of the project ▪ Relevance to the objectives/sectors/themes/specific priorities of the call for proposals. ▪ Relevance to the particular needs and constraints of the target country/countries, region(s) and/or relevant sectors (including synergy with other EU initiatives and avoidance of duplication) ▪ Describe and define the target groups and final beneficiaries, their needs and constraints, and state how the project will address these needs Particular added-value elements 11.2.2 Project full proposal General information ▪ Name of the lead applicant ▪ Title of the project ▪ Location of the project ▪ Duration of the project Description of the project ▪ Description i. Briefly outline the relevance of the project to the objectives/sectors/themes/specific priorities of call for proposals and to particular needs and constraints of target region/country. ii. Define and describe the target groups and final beneficiaries, their needs and constraints, and state how the project will address these needs and improve their situation. Describe the key stakeholder groups, their attitudes towards the project and any consultations held. iii. Present intervention logic, explaining how the activities will lead to the outputs, then the outputs to the outcome(s) and finally the outcome(s) to the expected impact, making explicit main assumptions and risks along this chain of results. iv. State how the project will improve the situation of target groups and final beneficiaries and the technical and management capacities of target groups. v. Identify and describe in detail each activity to be undertaken to produce results, justifying the choice of activities and specifying the role of each partner. vi. If financial support is allowed by the guidelines for applicants to give financial support to third parties must define, in line with the conditions set by the guidelines for applicants the objectives and results to be obtained with financial support, the different types of activities eligible for financial support, on the basis of a fixed list, the types of entity eligible or categories of persons which may receive financial support, the criteria for selecting these entities and giving the financial support, the criteria for determining the exact amount of financial support for each third entity, and the maximum amount which may be given. vii. Indicate the main studies conducted in view of defining the scope of project. ▪ Implementation approach i. Methods of implementation (main means proposed – e.g. equipment, materials, and supplies to be acquired or rented) and rationale for such methodology. ii. where the project continues a previous project, describe how the project is intended to build on results of previous project (give lessons learned/best practices) 32 iii. where the project is part of a larger program, explain how it fits or is coordinated with this program or any other possibly planned project. iv. Organisational structure and the team proposed for the project implementation v. Role and participation in the project of the various actors and stakeholders vi. Planned monitoring arrangements and subsequent follow up vii. Planned internal/external evaluation processes viii. Planned activities to ensure the visibility of the project and contribution of donor ▪ Indicative action plan for implementing the project The estimated duration of each activity and the total period should be based on the most probable duration and not on the shortest possible duration, by taking into consideration all relevant factors that may affect the implementation timetable. ▪ Sustainability of the project. i. Describe the expected impact of the project on its target group/beneficiaries, with qualitative and quantified data where possible, at technical, economic, social, and policy levels. ii. Provide a detailed risk analysis and contingency plan. This should include a list of risks associated with proposed project, accompanied by mitigation measures. iii. Explain how the project will be made sustainable after completion including four types of sustainability: a. Financial sustainability: e.g. financing of follow-up activities, sources of revenue for covering all future operating costs. b. Institutional sustainability: e.g. structures that would allow the results of the project to continue to be in place after the end of the project, capacity building, agreements and local ‘ownership’ of the results of the project. c. Policy level sustainability: e.g., improved legislation, consistency with existing frameworks, codes of conduct, or methods. d. Environmental sustainability: what positive/negative impact will the project have on the environment — have conditions been put in place to avoid negative effects on the natural resources on which the project depends and on the broader natural environment? iv. Describe a dissemination plan and the possibilities for replication, extension of the project outcomes (multiplier effects), capitalization on experience and knowledge sharing. ▪ Logical Framework and activity matrix Use separate form for logframe matrix that include results chain (impact, outcomes, outputs), indicators, baseline (value & reference year), target (value & reference year), current value (reference year), sources and means of verification, and assumptions. Activity matrix include key activities to be carried out to produce the intended outputs; means (technical, financial, human and material resources required to implement these activities, e. g. staff, equipment, supplies, operational facilities, etc.); and costs of these activities. ▪ Budget, amount requested from the donor and other expected sources of funding using separate excel format: i. the budget of the project, for the total duration of the project and for its first year ii. justification of the budget, for the total duration of the project, and iii. amount requested from the donor and other expected sources of funding for the project for the total duration. Experience The information in this section will be used to assess whether partners have sufficient and stable experience of managing projects in the same sector and of a comparable scale to the one for which a grant is being requested. ▪ Experience in similar projects by partners in the past 3 years indicating sufficient and stable experience of managing projects in the same sector and of a comparable scale to the one for which a grant is being requested. ▪ Experience in other projects by partners in the past 3 years. 12 Project reporting 33 12.1 Need for reporting Project report reflects state of facts. Projects rely on well-structured reports to ensure accurate communication about goals and objectives, requirements, designs, measuring and recording progress, etc. Project reports are necessary tools for helping project managers to keep all the pieces together and to notify deviations from the original work (including problems which present immediate obstacles to the project's progress and which cannot be resolved within the project - so called "red flag" situations). 12.2 Reporting philosophy The aim of reporting is to inform relevant stakeholders of project achievements and provide a summary of the implications of results The philosophy underlying project reporting is: contents follow structure - i.e. first carefully think about, and decide upon a report structure, and then systematically fill in the contents. When a report structure is defined first, the gathering of information becomes focused, and unnecessary material is either not collected at all, or it can be filtered out systematically. 12.3 Characteristics of effective reports Five C’s: Clear Complete Concise Consistent Current 12.4 Types and frequency of reports 12.4.1 Types of reports Reports fall into the following categories: Narrative progress/interim reports Narrative final reports Edited (public relations) reports 12.4.2 Frequency The frequency of each report type is defined in the contract; this may vary from every month/every three months/every six months for narrative progress reports. The last narrative report during the lifetime of a project is the "final narrative report ". It covers the project as a whole. Its structure and content will differ from those of ordinary progress reports. Edited reports (public relations) are required once a year. Narrative reports should be submitted by electronic mail no later than one week after the end of the reporting period. 12.4.3 Content of reports Common elements For each category of report, reports should follow a consistent structure within the report and from one report to the next. All reports must contain the following information: ▪ Project title and contract reference code. ▪ Number and type of report; period covered; date; version. ▪ Responsibility (partner responsible) ▪ Summary ▪ Assessment of activities and results ▪ Problems/challenges faced ▪ Lessons learned ▪ Visibility 12.4.4 Narrative progress/interim report proforma Table of contents 34 List of acronyms used in the report Description: ▪ Name of Coordinator of the grant contract ▪ Name and title of the Contact person ▪ Name of Beneficiary(ies) in the project ▪ Title of the project ▪ Contract number ▪ Start date and end date of the reporting period ▪ Target country or localities ▪ Final beneficiaries &/or target groups (if different) (including numbers of women and men) Assessment of project implementation ▪ Executive summary of the project ▪ Achievement of results and activities during reporting period o Results What is your assessment of the results of the Project so far? Include observations on the performance and the achievement of outputs, outcomes and impacts and whether the project has had any unforeseen positive or negative results. o Activities Please explain any problems (e.g. delay, cancellation, postponement of activities) which have arisen and how they have been addressed. Please list any risks that might have jeopardized the realization of some activities and explain how they have been tackled Deviations from original plan Description of changes from the original plan in the implementation of the project so far, and how these changes and/or challenges have been dealt with. Logframe matrix/result framework updated Submit an updated version of the Logframe matrix, highlighting the changes eventually introduced. Please provide an updated project plan for the future activities of the project. Beneficiaries and other Cooperation ▪ How do you assess the relationship between the beneficiaries/ entities of this grant contract? ▪ How would you assess the relationship between your organisation and State authorities? How has this relationship affected the project? ▪ Where applicable, describe your relationship with any other organisations involved in implementing the project. ▪ Where applicable, outline any links and synergies you have developed with other projects. Visibility How is the visibility of the donor contribution being ensured in the project? 12.4.5 Final narrative report proforma Table of contents List of acronyms used in the report Description: ▪ Name of Coordinator of the grant contract ▪ Name and title of the Contact person ▪ Name of Beneficiary(ies) in the project ▪ Title of the Project ▪ Contract number 35 ▪ Start date and end date of the reporting period ▪ Target country or localities ▪ Final beneficiaries &/or target groups (if different) (including numbers of women and men) Assessment of project implementation ▪ Executive summary of the project ▪ Please give a global overview of the Project’s implementation for the whole duration of the project. ▪ Achievement of results and activities during reporting period o Results What is your assessment of the results of the project so far? Include observations on the performance and the achievement of outputs, outcomes and impacts and whether the project has had any unforeseen positive or n

Project Management Manual 2023.pdf

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