foreign aid and ldc administration comparative and multilateral aid: the intersection of policy,...
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Foreign Aid and LDC Administration
Comparative and Multilateral Aid:
The Intersection of Policy,
Projects and Implementation
Three Page Proposal
1. Introduction and Project Statement
2. Literature Review
3. Major Hypotheses
4. Methodology
Due: November 3, 2011
“Projectization”
Overview of Session
Legacy Themes
The Changing Environment of “Projectization”
The Project: A “quick and dirty” Introduction
LEGACY THEMES
“Hearts and Minds” vs. Samuel Huntington
Quote: Review- The “Legacy” of 1975
‘AID!’ the farmer cried. Look at you.... He pointed, sweeping his finger from one charred remembrance of a home to another. ‘Here is your American AID!’ The farmer spat on the ground and walked away.[i]
[i] Neil Sheehan, A Bright Shining Lie: John Paul Vann and America in Vietnam (New York: Random House, 1988), p. 562.
Winning Hearts and Minds: Gun Purchase Program in Vietnam
Vietnam: My Lai Massacre
CORDS: Origins of Project Mode in Bilateral and Multilateral Activities
In May 1967 an organization known as CORDS—Civil Operations and Revolutionary Development Support—was formed to coordinate the U.S. civil and military pacification programs. A unique hybrid civil-military structure directly under general William C. Westmoreland, the COMUSMACV, CORDS was headed by a civilian, Ambassador Robert W. Komer, who was appointed as Westmoreland’s deputy.
Current Version: “Three D’s” or Whole of Government Approach to Foreign aid.
Provincial Reconstruction Teams VIDEO
Domestic Management Systems and International Influences Historical periods of budgetary and fiscal management:
1975-1981: Basic Needs
1981-1990: Structural Adjustment
After 1991:
Collapse of the Soviet Union
“Clash of civilizations”
September 11, 2001
Hearts and Minds- Huntington’s Theory
Samuel P. Huntington, (April 18, 1927 – December 24, 2008)
II. The Changing Environment of “Projectization”
From Structural Adjustment to a Post-September 11 Stability?
1983-2011
Review: Second [and First] World as New Debtors
Chad vs. RussiaTransitional States
Rise of Asia and blocks
Crisis in Asia and the return to debt management
Debt Crisis in U.S. and Europe: Different Rules
Chad: A Symbol of Ethnic Conflict
Wall Street: 2011
Foreign Aid’s Future
IMAGE
Development of Underdevelopment
Reminder-
Changing Terms
Non-Western World
Developing areas or nations
Third World
Poor Countries?
Southern Tier States
LDCs
UDCs
Transitional States?
Immerging Markets
Foreign Aid and Technical Assistance: Factors to Consider
The utility of the rational actor model for foreign aid
Impact of culture and values on Foreign Aid
Impact of Intellectual systems and ideologies influences and beliefs
Impact of Standard Operating Procedures
The Impact of the Project Model on the Foreign Aid Process
The Context of Project Management: Debates
The Importance of the Market The end of the Command Economy? The concepts of market and productivity
International systemic hegemony and competition within international markets
Complementarity problem and origins of capital
After 1999- Fear of Market failure?
World Markets
Market Failure Models
Foreign Aid vs. Technical Assistance: The Project Mode Environment- Four Themes
Current bias to international trade
Governance and Nation Building
Back to the futureGet the LDC economy back to the 1950s
Dependent developmentIs it dependent and is it development?
As Foreign Policy?
Foreign Aid: Enter the Project Mode, circa the mid-1980s
THE PROJECT CYCLE:
A QUICK AND DIRTY INTRODUCTION
The Project Mode
1. Limited Time
2. Limited Tasks
3. Limited Funding
The Project Mode: Not Simple
The Goal?
Mini-Discussion
What will you be doing two years from now?
Monday Morning 8:15
1. Get a cup of coffee (If you drink it)
2. Start your computer
3. Check your e-mail
4. What then?
The U.S. Foreign Aid Process: Development Assistance Programs (DAPs)
Office ofManagementAnd Budget
(OMB)
Evaluation
Ex-PostFacto
Evaluation
Implementa-tion
Pre-Implementa-
tion
ProjectPaper(PP)
ProjectReviewPaper(PRP)
ProjectIdentificationDocument
(PID)
Field ofConcentration
Strategy(DAPII)
CountryProgramStrategy(DAPI)
PriorEvaluation
OperationalYear Budget
(OYB)Appropriation
CongressionalPresentation
(CP)
BudgetSubmissions
OngoingProjects
HostCountry
Legis-lation
ForeignPolicy
LDCNeeds
Agency PolicyGlobal Sector Strategies
Regional StrategiesResearch Strategy
Management Objectives
Financial MANAGEMENTProgramming INFORMATION Management ReportsImplementation SYSTEM External NeedsProgram Support Data Bank (CPDB, PAIS, DIS, ESDB)Personnel Administration Support Database for Future Decisions, PolicyLessons Learned
Evaluation Criteria
Project ReportingProject PerformanceTracking (PPT);Financial Reporting
Planning
Budgeting
Design Approval
Implementation
Evaluation
Reporting
Blueprint Approach to Development Planning
Pilot ProjectResearchers
Before-AfterSurveys
Planner
Administrators
TargetPopulation
EvaluationResearchersActions
ProjectBlueprints
Actual ChangeVersus
Targeted Change
Tested Models
The Project Cycle
Analysis--collection of: Social Analysis targeted groups: women,
minorities, indigenous peoples Economic Analysis--Cost Benefit Institutional Analysis
Sustainability Organizational Requirements Recurrent Cost Implications Human Skills Needed Social Acceptance
Source: Project Management System, Practical Concepts, Inc., Washington, DC 1979.
Project Objectives Achieved
3. Evaluation 2. Execution
1. Design
The Project Cycle
The Project Cycle
Design
Identifying nature of problem and possible solutions--specific needs and desired changes
Appraisal
(Mandatory) data needed to prepare project plan
The Project Cycle
Analysis--collection of:
Prediction
Selection of preferred alternatives
Changing the parameters?
The Project Cycle The Logical Framework: (LOGFRAME)
Analysis--collection of Information:
1. If-then conditions
2. AID moved away from logframe but not the Logical Model
3. Was replaced by a system based on identifying Strategic Objectives, Intermediate Results, Measurable Indicators, etc.
4. That system was recently "de-emphasized.“
5. AID mission requests for funds were tied to promises of specific results
6. Results Framework system is "under review."
Logical Framework Performance Networks
Practical Concepts, Incorporated
Project Objectives Achieved
3. Evaluation 2. Execution
1. Design
Evaluation System Reporting System
Evaluations assess performance against plans and analyze causal linkages
Progress indicators and formats for communicating project information
Networks display performance plans over time
ACHIEVEMENT
EXCEPTION
Project Management System Provides Tools to Support all Stages of the Project Cycle
Preparation of Documents: Donor – USAID-A Paper Mill
Country Strategy Paper (DAP)
Concept Paper (Sector)
Country Context Paper
Technical Proposal
Project Identification Document (PID)
Project Paper (PP)
Program Agreement
PP (USAID)(PP = Project Paper)
Program Agreement(Donor to Country)
Technical Proposal(Contractor to Donor)
Country Context Paper(Contractor to Country)
Implementation Documents
The Project Cycle
The Project Cycle Implementation
Carrying out actions planned
Personnel: local (and foreign)
Physical and organizational Needs
Budget
VIDEO: THE REST OF THE STORY
Ten Minute Break
Fragile Support Systems
The Project Cycle Monitoring and Evaluation:
Linked to End of Contract and Verification of Objective indicators
Understanding what has happened and assessing changes and quality of change
Issue: sustainability regarding follow-on within the country and replicability from one country to another
Monitoring and Evaluation
Nature of Data:
Interview vs. survey
Impact vs. Delivery
Seat of the pants observation
"the old quick and dirty"
The problem of Measuring Project Goals:
Goals are to be limited and bounded
Specific activities are to be clearly defined and achieved
Short run success leads to successful evaluation
Short-term loop is five years
Implementation may not be Success
Monitoring and Evaluation
Nature of Data- Judgment: Evaluation vs. Assessment
Two views: a. Learn from experience b. Judge performance
Problem: judgment requires clear goals, in contradiction with learning
Problem: power of the expert
Monitoring and Evaluation
Nature of Data
Evaluation is a donor requirement
External activity Targets blueprint activity (CPA) Critical path analysis (Time based action) PERT chart (Project Evaluation Review Technique)
very technical, programmed Evaluation often the need for more action
PERT Chart
Monitoring and Evaluation
Nature of Data:
Evaluation as an end product:
Separate from implementation
Action pre-determined in design prior to evaluation
Separates evaluation from the on-going activity
Monitoring and Evaluation
Issues Problem with Evaluation concept
Implementation suggests a finished product Bureaucratic action is ongoing Part of larger system with ambiguous boundaries
Assessment Ongoing, part of implementation process
End of Project Status (EOPS) Are of great importance and are primary
target of project efforts and discussion
Projects are usually very complex
It is common to find that no single indicator is
sufficient to describe the project achievement completely
End of Project Status (EOPS) In determining EOPS we apply following principle:
If all EOPS conditions are satisfied, then there would be no credible alternative explanation
Except the purpose of the project (and the contract) has been achieved
Good project design will include the conditions that demonstrate successful achievement of the Project Purpose
End of Project Status
End of Project Status (EOPS)
Example PROJECT PURPOSE IN THE DEVELOPMENT
OF AN OIL FIELD: Export oil
EOPS 50,000 Barrels of crude/day transferred to tankers at
nearest port; Quality of crude produced is competitive with that
currently sold on world market. To verify, one needs a) the purity of oil, b) the world price, c) price sold, d) amount sold
Oil Field: EOPS
M&E During Project Execution
Design
ExecutionEvaluation
LOGFRAMES
SPECIAL
RESULTS
MONITORING & EVALUATION
REPORTS
FINANCIAL EXECUTIONPLANS (FEP)
ALERT
PERIODIC & MID-TERM
EVALUATIONS
PurposePurpose
PHYSICAL EXECUTIONPLANS (PEP)
M & E Plan
The Logical FrameworkNARRATIVESUMMARY
INDICATORS MEANS OFVERIFICATION
ASSUMPTIONS
GOAL
PURPOSE
OUTPUTS
INPUTS
Example of Project Objectives GOAL
Illnesses caused by impure drinking water reduced. PURPOSE
Hygienic practices adopted by the rural population. OUTPUTS
Clean water provided to 60% of villages in Northwest Region.
Health workers trained. ACTIVITIES [or Inputs] Measured in Money
How it Looks
Example of Project Objectives
ACTIVITIES
1.1. Choose sites for wells. 1.2. Organize village workers 2.1. Develop curriculum. 2.2. Recruit health workers. 2.3. Conduct training.
The Logical FrameworkNARRATIVESUMMARY
INDICATORS MEANS OFVERIFICATION
ASSUMPTIONS
GOAL
PURPOSE
OUTPUTS
INPUTS
Horizontal Logic of the LogframeNARRATIVESUMMARY
INDICATORS MEANS OFVERIFICATION
ASSUMPTIONS
GOAL
PURPOSE
COMPONENTS
ACTIVITIES
The Means of Verification
Hierarchy of
Objectives
Indicators Sources of information
Method for data
collection
Agency responsible
for data collection,
analysis, and dissemination (information producer)
Method for analysis of
data
Frequency Application (expected
uses)
Reporting format (letter, written report,
oral presentation,
etc.)
Circulation (expected information
users)
Objectives ObservableVerifiableIndicators
Means of Verification (MOV)
Horizontal Logic of the LogframeNARRATIVESUMMARY
INDICATORS MEANS OFVERIFICATION
ASSUMPTIONS
GOAL
PURPOSE
COMPONENTS
ACTIVITIES
Physical Execution Plan
1. Componenta. Activityb. Activityc. Activity
2. Componenta. b. c...
7 units
3 units
ConstructionUnit
TechnicalSupport Unit
Component/Activities/Tasks Time Product Responsibility
Appropriate Technology
Some of our Authors
Janine Wedel, Born, 1948
Paul Collier, Born U.K. July 6, 1984
Bob Woodward, (Born March, 26, 1943) Veil
Graham Greene (1904-1991)
Michela Wrong, Born U.K. 1961 Video: On Corruption
Next Week
Foreign aid
Dealing with Donors
Coping with Clients