project design documents

8/13/2019 Project Design Documents

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Australian Agency for International Development The Australian Government’s

©Copyright Commonwealth of Australia2000 Overseas Aid Program

AusGUIDE

AusGUIDElines

4 Preparing project design documents



AusGUIDElines

4 Preparing project designdocuments

CONTENT

4.1 Introduction 1

4.2 Managing feasibility/design studies 2

Purpose 2

Key tasks 2Clear thinking: the logical framework 4

Implementation contracting issues 4

4.3 Detailed project design document content 7

Map 7

Table of contents 7

Glossary 7

Executive summary 7

Project preparation steps 8

Analysis 9

The project 14

Monitoring and management strategies 20

Feasibility and sustainability 25

Suggested appendices for the PDD 31

Associated documentation 31



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AusGUIDElines 1 Preparing project designdocuments

AusGUIDElines

4 Preparing project designdocumentsThis guideline should be cross-referenced with AusGUIDElines: Assessingprojects against quality standards .

4.1 IntroductionThis guideline has been prepared to assist in detailed project preparation.It sets out a recommended format for preparing project design documents(PDD) and suggests the content for each part of the PDD.

The requirements for information in a project design document can varyconsiderably. For this reason, this guideline should be considered as providing ageneric model for the PDD. It should not be seen as a mandatory approach. It isthe responsibility of feasibility design teams to adapt this format to the needs ofthe projects they are designing. This should be done in consultation with theActivity Manager.

It is also the responsibility of feasibility design teams to ensure that the PDD ispresented in clear, unambiguous language. This is particularly important giventhe wide readership of the PDD, which includes Activity Managers, appraisers,contracts staff and other specialists in AusAID. It also includes officials in thepartner government as well as managing contractors, their staff and localcounterparts.

Project design teams are urged to consider contractual implications of their

designs at an early stage. A range of contractual options exists. Teams shouldconsult with AusAID’s Contract Services Group for further information.



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4.2 Managing feasibility/design studies

PurposeThe main purposes of feasibility/design are to examine and confirm work doneto date and further develop the design proposal.

Examining and confirming• Collect additional objective data as required to clarify the

development situation and constraints being addressed.• Develop the rationale for undertaking the project. The rationale

should take account of related activities by the partner governmentand other donors.

• Confirm the objectives of the project and ensure they are consistentwith AusAID’s key results areas and sector strategies.

• Examine the viability of the options in detail and recommendwhether implementation is feasible. Collect additional data ifrequired. If implementation is feasible, recommend a preferredoption.

• Confirm and refine the achievable outputs and outcomesof the project.

• Confirm partner government and other stakeholder willingness tocommit resources to specific projects.

Developing the design proposal• Develop the design to the point where it is costed and can be

tendered and implemented. This includes considering appropriatecontracting mechanisms as part of design.

• Develop a full risk assessment which can be used by implementersin managing risk.

• Develop draft performance indicators as an integral part of thedesign (thr ough the logical framework and reference to AusAID’skey result areas).

• Develop an implementation strategy.• Develop draft scope of services, basis of payment and suggested

inclusions for the memorandum of understanding with the partnergovernment.

If preliminary preparation has been undertaken, many of the main issues to beaddressed by a feasibility design study will have been identified. The ActivityManager should therefore draw upon materials produced at earlier stages of the

activity management cycle and make sure these are available to the feasibilitydesign study team.

Key tasksIn the process of managing a feasibility design study, the Activity Managershould ensure that the following tasks are effectively undertaken by the studyteam:



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Initial consultations• Confirm the acceptability or otherwise of the project concept as

documented to date and the commitment of various stakeholderorganisations at the national level.

• Request information on counterpart budgets relevant to theproposed project.

• Confirm and/or update status of other relevant programs orprojects.

• Request stakeholder advice on key risks associated with theproject.

• Check progress of key preparations in country by the partnergovernment and implementing agencies, eg communityconsultation/awareness activities, drafting new regulations/policydocuments, submission of budget/resource requirements tofinance/planning agencies.

Field Consultations• Visit locations and sites and undertake interviews with key

beneficiaries and counterparts. Confirm project rationale.Undertake or refine benefit analysis.

• Check validity of chosen approaches. Work with counterparts toanalyse the problem situation and develop the logical framework.Undertake participatory planning exercises using the logicalframewo rk approach and obtain stakeholders’ broad perspectiveson risks to the project.

• Conduct detailed institutional analysis of the participatingorganisations, identifying training and other organisationaldevelopment needs. Formulate institutional strategy for the project.

• Develop implementation strategy for the project.• Undertake data collection as required to back up feasibility

recommendations and design.

Analysis• Undertake detailed cost benefit analysis if this is possible or

feasible. If not, provide a rationale as to why this cannot beundertaken. Undertake detailed social impact and gender analysis.Undertake environmental impact analysis to the extent required byAusAID.

• Develop project concept and performance indicators. Formulatestatements on feasibility, impact and sustainability from technical,economic, financial, social, gender, cultural, environmental,institutional and governance perspectives.

• Formulate risk matrix. Note: It is at this point that a decision isrequired as to whether the project is feasible and viable and shouldproceed or not.If not, the remaining tasks are unnecessary.

• Formulate detailed logical framework, resource and cost schedulesas required, including details of partner government proposedcounterpart contributions.



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• Identify inputs by Australian and partner governments essential toimplementation of a successful project.

• Prepare a project design document narrative as per AusAIDguidelines.

• Prepare a risk management plan addressing risks outlined in the

risk matrix.In feasibility design missions it is possible that the team may recommend thatfunding for the project not proceed, ie a project rejection can occur. In this casethe team’s work is curtailed and contracts may need to take this into account.Also, the team needs to be briefed on the requirement to alert the Post quickly ifthe project proposal appears not to be viable.

See AusGUIDElines: Managing Risk for detailed guidance on riskmanagement.

Clear thinking: the logical frameworkA completed logical framework matrix is a key product of the project designprocess. The matrix provides a clear and concise summary of the project

structure, the assumptions on which development outputs and outcomes arebased and the means by which project progress and impact will be measuredand reported.

Detailed guidelines on using the logical framework approach and preparing a logframematrix are provided in AusGUIDElines: The Logical framework approach.

Schedule developmentAt the design stage of the feasibility design study there is a requirement todevelop a range of schedules using the logical framework as the basis. Theseare:

• an implementation schedule showing the timeframe forachievement of key outputs;

• a resources schedule which identifies the key resources in terms ofpeople, equipment and training required to achieve the project’soutputs;

• a cost assumptions table which calculates the unit costs forpersonnel, equipment, supplies and training and other events; and

• a cost schedule that combines the resource schedule and the costassumptions schedule to give as accurate as possible an estimate ofthe likely cost of the project to AusAID and the partnergovernment.

The construction of these schedules is covered in detail in AusGUIDElines: Preparingproject schedules.

Implementation contracting issuesThe project preparation process must take due account of the requirement forthe project to be contractible by AusAID. This means that the design teamshould consider carefully the contracting strategy that will be recommended toAusAID, and be aware of the documents required for tendering. The ActivityManager should therefore ensure that feasibility and design study teams consultwith the Contract Services Group (CSG) prior to undertaking their mission.They should do this to ascertain the viable range of contract options for the type



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of project being considered, and the documentation requirements of differentapproaches. This could also be handled through a special session with CSGduring the pre-departure briefing for the feasibility design team.

The scope of service and basis of payment

As part of the feasibility design study, the team is usually required to produce adraft scope of services and basis of payment for the project. There needs to becomplementarity between the scope of service for the contract, the projectmemorandum of understanding (or subsidiary arrangement) and the projectdesign document. The scope of service and basis for payment consist of:

• a definition of those responsible for project liaison betweenAusAID and the contractor in-Australia and in-country;

• an implementation strategy which clearly outlines the periods oftime for which the contract applies;

• a summary description of the project with a reference to the projectdesign document for full description;

• a definition of what the contractor is required to deliver includingreports;

• a statement of the standards of service provision required from thecontractor; and

• a statement of basis of payment for the contractor. Refer to AusGUIDElines: Preparing draft scope of service and basis of payment and AusGUIDElines: The Logframe approach.

Suggested clauses for the MOUOverall responsibility for preparing the memorandum of understanding (MOU)rests with AusAID. However the feasibility design team is expected to producesuggestions for inclusion in the MOU. These should include:

• a summary description of the project with a reference to the project

design document for full description;• a statement of the contributions of the Commonwealth of Australia

and the partner government. This section should also outline theresponsibilities of each government to sustain project benefits; and

• a summary (in tabular form) of cost estimates for the twogovernments, by component and time period.

Refer to the Treaties and MOU Guide (TAMOUG) for full details.

Required documentation during implementationIt should be noted that AusAID usually requires the following under animplementation contract:

•

an annual plan to be submitted as soon as possible after projectcommencement and by 31 March for each subsequent financialyear. The design should specify this requirement. The annual planis covered in detail in the ‘Feasibility and sustainability’ section ofthe PDD.

• an agreed monthly, bi-monthly or quarterly reporting frameworkand usually a six-monthly progress report to coincide with projectcompletion committee meetings.



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The design should specify this. The reporting system is covered indetail in ‘Feasibility and sustainability’.

• a project completion report. The project completion report iscovered in detail in ‘Appendices for PDD’.

• an agreed process for handover to the partner government of

equipment and supplies at the end of the project. This is covered in‘Appendices for PDD’.

Design missions should include mention of the need for these documents andprocedures in their project design documents.



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4.3 Detailed project design document content

MapProvide a map of the project area showing key locations. This should also showlocations in relation to the whole country.

Table of contentsProvide a table of contents including a table of tables and table of figures asappropriate. Use the headings in this section as a guide to the table of contents.

GlossaryIf necessary, provide a glossary of terms used in the document. A glossary

should not need to include acronyms as acronyms should be fully spelt out inany new major section of text (with the acronym supplied in brackets). Wherepossible, foreign terms should be explained when they occur. Glossaries cancreate additional work for a reader, as they reduce the immediacy ofinformation.

Executive summaryThe executive summary should be no more than 6 pages long. It should providean overview of the PDD as included in the rest of the document. Suggestedheadings for the executive summary are:

Project origin and design preparationInclude a summary of the history of the request stating how it resulted in adecision to undertake a feasibility design study. Summarise the stages of thefeasibility design study. Refe r the reader to the section ‘Project preparationsteps’ for more details.

Problem analysis and strategies chosenSummarise the development context for the project. Succinctly state theproblem that the proposed project is aiming to solve. Summarise the overallstrategy for the proposed project and state why it meets the needs of the targetarea and the stakeholders. Refer the reader to ‘Analysis’ for more details.

Project descriptionState the goal and purpose of the project. Note its location and proposedduration. Provide a very brief description of each component and its outputs.Refer the reader to ‘The project’ section for more details.

ImplementationState which part of the partner government will implement the project. Notemajor institutional, NGO and community stakeholders that will be involved.



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Note Australian involvement in the proposed project. Refer the reader to‘Monitoring and management’ strategies for more details.

Benefits, risks and justificationSummarise the benefits and risks attached to the proposed project. Summarise

the justification for implementing the project.

Project preparation stepsThe purpose of this section is to provide a concise but complete history of therequest for assistance and how it has resulted in the current feasibility/designdocument.

Project originThis summarises the history of the request ending in the decision to undertake afeasibility design mission.

The request

Provide background on the request noting:• a summary of the formal request;• dates, content and initiating organisation of original request and

any request superseding or updating the original;• whether other donor agencies have been approached, or other

funding arrangements been considered by the partner government;and

• the steps the partner government has already taken to develop theproject, including reference to any existing project documents.

Ensure that any key documents are referenced in the bibliography.

Assessment and preliminary preparation

Provide a summary of AusAID’s preparatory activities to date. This shouldinclude reference to:

• relevant country strategies and sector studies, and relevantdecisions made in high level consultations;

• receipt of the request and initial discussions undertaken betweenAusAID and the partner government, or a description of how thedevelopment opportunity was identified;

• results of initial assessment by AusAID and the preparationpathway chosen after assessment; and

• any prefeasibility study or equivalent undertaken and thepreparation pathway chosen after acceptance of prefeasibilitydocuments by AusAID.

Ensure that key documents are referenced in the bibliography.

Study team and methodThis section summarises how the current draft project design document hasbeen prepared.



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Team and mission

Provide a brief overview of the composition of the team and the scope of itsassignment. Do not describe the terms of reference. These should be appendedand referenced from this section.

Provide a brief summary of the duration and phases of the mission. Do notprovide a detailed itinerary. This should be an appendix and referenced fromthis section.

Key aspects of method

Outline the key attributes of the team’s methodology, referring for detail to theappended terms of reference and any relevant working papers. Key aspects ofmethod should include collection of objective data on the development situationand analysis required during detailed preparation. Mention should be made ofhow local partners have been involved in the feasibility design process. Thisshould include the target population, as well as government institutions. The useof workshops, field visits, participatory appraisal techniques etc should bediscussed. Mention should be made of the analysis method used to produce thelogical framework.

AnalysisThe purpose of this section is to provide a clear, concise analysis of thedevelopment problems being addressed and the possible responses to theproblems, and to recommend a design option.

This section should summarise the analysis undertaken to arrive at arecommended option for the project. It should stand alone as a rationale foreither proceeding to implementation or rejecting the project. This section shouldbe developed alongside the project’s logical framework, which should bepresented in tabular form as an appendix. Where necessary the section shouldrefer to individual working papers prepared by team members and added asappendices.

Development contextThis section is used to define the development context within which theproposed project will operate. The aim is to provide an overview of key issues,not to deal with specific problems, which are covered in ‘problem analysis’.

Location and geography

Identify the location(s) for the proposed project and give a brief outline of therelevant geographic and climatic conditions in which the project will operate.Note any broad constraints that climate or location will place on the project.

Socio-economic and cultural context

Summarise the key features of the cultural and socio-economic environment inwhich the proposed project will operate. Make note of any broad constraintsthat cultural and socio-economic conditions will place on the project. Note theincidence of poverty in the area(s) of the project and describe its salientfeatures.



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The people involved

Identify the various groups of people who will be associated with the project(often referred to as stakeholders). This should include those who will beinvolved as planners and project workers and those who will be in the targetcommunities and groups. Gender analysis of each group should be undertaken

to help ensure that equal opportunities are provided to women and men toparticipate and share in project benefits.

Institutional context

Provide an overview of the chief government and non-government institutionsinvolved in the development context of the project, outlining their roles andresponsibilities. Note relevant organisations at national and local level. If theproject is likely to rely on commercial organisations these should be mentionedalso. Make note of any broad institutional constraints that are likely to be placedon the proposed project.

Policy and program context

Summarise the key features of the partner government’s policies and strategies

relevant to the issues being addressed in this study. Note relevant legislation,policy documents, strategy papers or corporate plans available to inform onthese issues, ensuring they are noted in the bibliography.

Describe any relevant programs or projects from any funding source dealingwith the problem area. This should include programs funded by the partnergovernment and other donor or lender organisations. In each case, fundingorganisations should be clearly identified. Include in this programs and projectsthat have major elements to deal with the project’s development context, even ifthe overall programs or projects have other aims.

Problem analysisThis section aims to provide a comprehensive understanding of the factors or

problems that the project should address. It should also deal with problems andfactors with which the project may not be able to deal. This analysis shouldcover all technical and cross-cutting areas that the team has identified or beenasked to investigate.

Note that the format of this section is likely to be variable, and no overallformat has been suggested. It is likely that a range of different sub-heads will berequired for each proposed project, varying with the technical and institutionalcircumstances of the project.

While the analysis should be comprehensive, this section should onlysummarise the main points. If required the team should use working papers toexamine issues and sub-sectoral areas in more detail. The main issues andconclusions of each working paper should be included in this section. Workingpapers should be clearly referenced from the ‘Analysis’ section and shouldclearly reference back to that section. Where a minority view is expressed in aworking paper this should be indicated in this analysis.

A number of analytical methods may be used as part of the problem analysis.These should be used in combination with, or leading to, the development of thelogical framework matrix. These include:

• reference to the objective data collected during the study and howthis informs the analysis;



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• the problem tree analysis which is recommended as a generallyapplicable methodology for analysing cause and effect;

• stakeholder analysis as also recommended in the guidelines onthe logical framework approach;

• institutional analysis in which roles and functions of participating

organisations are analysed as well as aspects like budgetary andplanning arrangements. This analysis is particularly important forprojects of sustainability in terms of requirements for on-goingpartner government inputs;

• training needs or career development analysis in which theskills and motivations of participating individuals are analysed (itshould be noted that detailed analysis of this nature is usually onlyundertaken during implementation);

• financial and economic cost benefit analysis. This type ofanalysis is not always possible to undertake but should be carriedout where practical. It is essential this is undertaken for investmentprojects in the economic sector;

• social impact analysis as covered in the AusAID policypublication ‘Social Analysis and Community Participation’;

• gender and development analysis as outlined in AusAID’s‘Guide to Gender and Development’;

• participatory appraisal in which communities are encouraged todefine and prioritise their own development problems andopportunities ;

• environmental impact analysis as in some cases required by theEnvironmental Protection Act. All project designs will have anelement of environmental impact assessment. Teams shouldconsult the ‘Environmental Assessment Guidelines for Australia’sAid Program’; and

• analysis of all relevant technical issues. These will vary fromproject to project and sector to sector. Specialist team memberswill have specific technical analysis skills in their own fields.AusAID has a growing number of guidelines relevant to sectoralneeds. Please refer to the list provided for details. This list will beupdated on a regular basis.

It should be noted that no single project design document is likely to need all ofthe above analytical methods. Some may only require a few analytical methods.Design teams will usually decide the best form of analysis to undertake basedon the requirements of the project and the skills of the team. Please refer toAusAID’s Internet or Intranet sites for downloadable copies of the variouspolicy and technical guidelines.

It may be necessary for the feasibility design team to undertake baseline survey

work during the mission. This is particularly important for institutionalstrengthening type activities and for establishing a basis for reporting againstkey results areas. In this case the baseline survey also forms part of the problemanalysis methodology and its results should be summarised here. The fullbaseline survey document should be provided separately to the project designdocument.

Alternatively the project design document may call for baseline survey work tobe undertaken as a separate exercise, perhaps by a technical advisory groupteam or perhaps as an activity to be undertaken during project inception. Project



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feasibility design study teams should bear in mind the need for key results areasto be reported against in project completion reports (PCR). For this reason theestablishment of quality baseline data is very important.

Responses to the problem

Decisions on the best strategies to be used in projects rarely occur as a directand immediate result of problem analysis. More often, a range of optionspresents itself and the design team will have to reflect on the best response.Sometimes, after reflection a more obvious solution presents itself from theoptions considered. This is then tested through the construction of the logicalframework. This section also allows for comment on Australia’s ability torespond to the problem, and on lessons learned in previously implementedprojects or activities.

Strategy selection

In selecting strategies for projects a wide range of factors need to be taken intoaccount. The feasibility design team first needs to decide on the criteria it is touse in the selection of strategies. These might include cost effectiveness,

managing risks, sustainability issues or the need to focus on poverty alleviation.AusAID may also specify the development of particular strategies for areassuch as monitoring and evaluation, gender and development or povertyalleviation. These should also be taken into account as appropriate.

The team should provide a comparison of the major strategies considered.Different strategies are not necessarily mutually exclusive, in fact in many casesmany they will be variations on a common theme. This section draws togetherthe options that emerged from the analysis process. A comparison of thestrengths (opportunities) and weaknesses of the various options should bepresented.

The team should indicate the strategies that it has chosen for the project.

Australian potential to contribute

Comment upon Australia’s capacity to contribute in the policy, strategy,program and project context. Summarise AusAID’s country strategy as far as itaffects the proposed project and sector. Refer to the appropriate previousAusAID activities in the country and sector and show how proposed activitieswill link to these. It is useful to note whether the skills and services used at thattime are still reflected in Australian industry. Refer to other Australian (non-AusAID) initiatives or established programs that may support the sector in thecountry concerned, including any increased likelihood of availability oftechnical assistance. This might for instance mention any concerted industryefforts at education in specific fields. Refer to current industry or otherinitiatives in Australia that may indicate increased (or decreased) ability tocontribute in the future.

If there is clearly a problem in providing relevant skills or services, because, forinstance, they are in short supply in Australia, this should be noted. In extremecases, this may actually preclude the project going ahead.

New Zealand capacity to contribute in all regards should also be included.

Lessons learned

One of the necessary elements of analysis prior to design is the recognition ofthe experience obtained in similar projects and activities in the past.



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This section should include information on AusAID’s experience in supportingactivities as follows:

• Previous and concurrent AusAID projects in the geographical area.This may include projects in other sectors.

• Previous and concurrent AusAID projects in the technical field or

sector, notably those in the country concerned. Howeverexperience in other countries may be relevant.• AusAID’s previous and concurrent program or non-project

activities relevant to the proposed project. This may include NGOprograms, linkages programs and projects supported by AusAIDthrough other donor agencies.

This section should also take into account where appropriate and available:• Experience and lessons learned by participating communities.

Much of this will be anecdotal and it will rarely be in written form.However, the experience of communities in their involvement inoverseas funded development projects is very important indeed.Development rhetoric may just not stand up to the intense scrutinyof the people who are the ultimate ‘doers’ in development, many of

whom have seen projects come and go. The opinions of localcommunity and religious leaders are important, and often vital forproject success.

• Experience and lessons learned by the partner government. Thismay not be available in written form, but partner organisations,particularly at the local level may often be willing to report theirexperiences in the past. Local government agencies have a wealthof experience in implementing their sectoral programs.

• Experience and lessons learned by other donors. These are oftenavailable in printed, and in some cases electronic form. Themultilateral banks, for instance, regularly publish monographs onsectoral experience. Teams should consult these as well asundertaking meetings with other donor staff;

• Experience and lessons learned from Australian government andindustry. It cannot be automatically assumed that Australian bestpractice is appropriate for the country concerned. However, itshould not be ignored.

Design teams must consult AusAID’s lessons database. This can be found onthe AusAID Internet pages athttp://www1.ausaid.gov.au/business/lessons/lessons.cfm or on the Intranet.The team should search the database by sector and country and by appropriatekey words. In addition the team should consult relevant evaluations documents(some of which can also be downloaded from the Internet.

Teams should also consult the DAC Database of lessons learned -minweb.idrc.ca/daclog.htm . This is believed to be available on the Internet and

is available on the AusAID Intranet in Canberra. The DAC database containsmaterials from a wide range of donors for a wide range of countries.

Specific project lessons are available in documentation from previous AusAIDprojects: including project design documents, mid-term reviews, projectcompletion reports and individual project or cluster evaluations. Teams arerecommended to consult AusAID’s library facilities.



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The projectThe purpose of this section is to provide a description of the project as derivedfrom the logical framework and to develop indicative activities and identifyresources appropriate to the project.

This section is written following the formulation of the logical frameworkmatrix. It sets out in narrative form the goal, purposes, components, and outputsas expressed in the logical framework. It also includes a statement of indicativeactivities (activities that could be undertaken by the project contractor and thepartner government to achieve the outputs of the project, but which are notprescribed). The logical framework matrix does not include these, but ‘Theproject’ section of the PDD should refer to them.

For a more complex project the description of the project may be broken up intoseveral sections. In this case, one section will provide the overview of the goal,purpose and component structure. Each component can then be dealt with in anindividual section. The relative hierarchy of the document will however remainas follows.

Goal and purposeState the goal of the project as defined in the logical framework matrix.The goal of the project is the statement of one clear overall aim to which theproject will contribute. It may be an expression of a national or sectoral policyand its links to these should be explained. It will also provide a statement of theoverall development environment in which the projectwill exist.

State the project purpose as defined in the logical framework. Demonstrate howthis is consistent with the goal. The purpose refers to what the project isexpected to achieve in development terms. Provide a summary of thecomponents that the project has been divided into. This is often best given indiagrammatic form (see example in Figure 1). Show the links between the

components and the purpose.Also demonstrate in this section how project goal, purpose and objectives areconsistent with partner government policies and AusAID’s country strategy.Show how they reflect the needs and views of beneficiaries.

Component structureEach component of the project should be dealt with in a separate section. Eachsection should contain information on the component objective and the outputsthat the component aims to achieve. It should, where appropriate contain adescription of indicative activities. These are possible activity sets that could beused to achieve the output.

Component objective and relationship between outputs

Provide a statement of the objective of each component as derived from thelogical framework. Follow this with a list of the outputs that will need to beachieved. Conclude with an overall description of the component noting therelationship between outputs. This is often best given in diagrammatic form (seeFigure 1 below).

Components will have been defined in the logical framework. They are a wayof dividing up the project to make it easier conceptually, and to give it astructure through which it can be managed. Components are commonly decided



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on the basis of sub-sector, institution or function. Each component should havean objective.

Output description

Begin with a statement of each output in the component as it is defined in thelogical framework. Then describe the output in terms of what is intended to be

achieved, and what the output will consist of.Outputs refer to the specific results and tangible products produced byundertaking a series of tasks or activities.

Provide for each output a description of indicative activities. These are possibleactivity sets that could be used to achieve the output. This should not be anexhaustive list of possible activities, but an indication of the scope and scale ofactivities expected to be required to achieve the output. Care should be takenwhen discussing activities with partner government and other stakeholders toensure if activities are indicative at the design stage, this is clearly stated. Itshould also be noted if there are any activities that the Partner Governmentwishes to be specified.

Indicative activities for these strategies should also be noted. These may include

monitoring and evaluation, gender and development or poverty alleviation.AusAID will be selecting a contractor for the project under Commonwealthprocurement regulations. This usually includes a one or two stage tenderprocess. See AusGUIDElines : Managing contractors . In the tenders submitted,bidders will be asked to describe their methodology for achieving the outputs ofthe project. This system allows for bidders to suggest their own activities for theproject. This is one reason why the logical framework should not includeactivity specification Also, the specification to only output level helps to keepthe logical framework clear and simple. If required indicative activities can bepresented in an activity or phasing schedule, included as an appendix. Thedesign team should provide some indication of the types of activity that may beappropriate for the project. There are two reasons for this:

• to provide a method for estimating the resources and timeframe

required for the project; and• to illustrate the outputs for the benefit of bidders and implementers.

Responsibilities for outputs

In the definition of outputs as part of project design, it is usually possibleto differentiate between the responsibilities of a contractor and theresponsibilities of other stakeholders in the project. The latter will include thepartner government, and sometimes several different agencies within the partnergovernment. It will often include other stakeholders, such as communities andNGOs who will be taking responsibility for achievements within the project.AusAID also has a responsibility for securing quality outputs.

As the project design document is a document that will be used by all parties toa project, it is useful to differentiate what AusAID will be responsible for

producing, through the contractor and what the partner government will beresponsible for producing through its agencies. The former can be used forassisting in the drawing up of a contract between AusAID and the contractor,the latter in drawing up the memorandum of understanding between Australiaand the partner government.

Furthermore, it is useful to be able to clearly understand the responsibilities ofother parties, such as NGOs and communities, and this will assist in the drawingup of letters of agreement or local contracts between the project and localgroups (if this is appropriate).



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For this reason it is suggested that a table be added to the narrative descriptionfor each output defining the responsibilities of the parties that together willattain the desired output. An example is given below. It is suggested that thisexercise is restricted to major groups and not broken down into individualresponsible agencies (although that may be appropriate during implementation).The differentiation of outputs into responsibility areas in this way should not beincluded as part of the project logical framework. The inclusion of AusAIDresponsibilities will provide a complete overview of responsibilities and inputs.



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Table 1 Example of a Responsibility Table for an Output

Output 1.4A training capacity will have been established in the national environmentalmanagement agency which will meet the need for training support for emerging localagencies having environmental management functions. It will also meet the need fordevelopment of training support by the national agency for communities and localgroups involved in environmental protection.

CONTRACTOR PARTNERGOVERNMENTAGENCIES

AusAID COMMUNITIESAND NGOs

• Training needsanalysis at nationaland local levels;

• Technical assistancein the formulation ofa training plan;

• Delivery of trainingcourses for trainersand trainingmanagers;

• Conduct of posttraining evaluations;and

• Provision ofequipment fortraining.

• Provision of trainersand trainingmanagers;

• Commitment todiscussions andnegotiations on andeventualimplementation ofthe training plan;

• Local governmentcommitment toprovide coursetrainees;

• Provision of facilitiesfor training; and

• Provision ofrecurrent costs forfuture trainingevents.

• Scope of serviceincluding trainedpersonnel ascontractibleoutput

• Monitoringthroughinteractions withpartnergovernmentcounterparts,monthly reports,annual plans,projectcompletioncommitteemeetings, sitevisits.

• Commitment toparticipate intraining;

• Provision oftrainers asappropriate;

• Commitment toparticipation inenvironmentalprotectionprogramsthrough, whereappropriate,provision oflabour and in-kind support.



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Figure 1 Example Relationship Between Goal and Components(from the Fiji Police Training Project)

Project Goal and Component Objectives

GOALTo improve the level of policeperformance and increase

community satisfaction with theservice provided by the FPF

PURPOSETo upgrade professional skills

throughout the FPF

Component 2Objective: Training

development section To establish a sustainable

capacity to develop, coordinateand manage the provision of

quality training for the whole force

Component 1Objective: Strengthening and

Personnel Management To establish an effective institutionalcapacity and systems to support the

training function within the FPF

Component 3Objective: Training delivery To increase the quantity andquality of training available to

members of the FPF

Component 4Objective: Project management

To effectively manage the delivery ofproject resources and monitor project

progress and impact.



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Figure 2 An example diagram showing the relationship between outputs of acomponent (From Fiji Police Training Project)

Resources and costsAustraliaFor components or individual outputs provide an estimate of likely resources.This should be derived from the attached resource schedule.One of the jobs the design team must do is to estimate the likely cost of theproject for AusAID. This cost, if accepted by the Activity Manager, will formpart of the submission for funding. The design team must also estimate therecurrent costs required to sustain the project beyond the cessation of AusAID’sinterventions.

AusAID may or may not issue the costs to bidders (and this depends oncircumstances). However bidders do need to know the scope and scale

of the project.For these reasons the design should include a summary of the likely resourcesrequired. In the narrative of the project design document this will be adescription. It should refer to the resources and costs table appended to theproject design document. These tables will provide the method for assessingcosts.

In many cases the contractor will be responsible contractually for delivering amixture of outputs and inputs. AusAID would expect to pay for the achievementof contractible outputs and for a range of inputs that might be paid for on areimbursable basis. Inputs might include:

• advisor staff time in cases where advisers contribute to a range ofoutputs, the actual final or full achievement of which is outside thecontrol of the contractor or where it is important to ensure that theactual advisers offered during bidding are used in implementation;and

• purchase of larger items of equipment where the outputs are of acapacity building nature but they require supporting equipment.

Partner Government

ObjectiveTo establish a sustainable capacity to develop, coordinateand manage the provision of quality training for the whole

Output 2.1A comprehensive training needs analysis will

have been carried out, and a capacity tocontinue TNA work established

Output 2.2New courses will have been designed, existingcourses reviewed and a capacity established to

continue this work on an ongoing basis

Output 2.3An annual training program and

calendar will have been produced

Output 2.4Quality control standards and

validation systems will have beenestablished



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It is important that the design team work with appropriate PG staff todefine and cost the PG contributions for the project period. These shouldbe in the same detail as those for the Australian contribution. A commentshould be included on the likely availability of PG funds.

Suggested timingThe section should conclude with a brief overview of the likely phasingof achievement of outputs. This means constructing a phasing orimplementation strategy and schedule as a necessary. This should followon from the production of the logical framework and be included asan appendix.

In order for the design team to make a reasonably accurate assessmentof the costs and resources required, it will often be necessary to includeindicative activities in the implementation schedule.

Monitoring and management strategiesThe purpose of this section is to provide an analysis of performance monitoringand risk assessment in the project, to establish the framework for measuringperformance and managing risk and to suggest overall management strategiesfor the project.

This section is intended to provide a starting point for project implementers inhow they might monitor and manage the project. It will also be useful forbidders in assessing the level of risk they will have to assume in managing theproject.

The measurement of project performance and the management of the project areclosely inter-linked. Through project performance measurement managers cantell if a project is being successful in working towards its aims. This feeds backinto a process of fine tuning project activities to improve performance.

The design team should also note that AusAID needs to report as an agencyagainst a number of key results areas. Accordingly AusAID is devising a systemthat ensures that outcomes from projects are correctly identified and codedagainst the agency’s key results areas.

This section begins with the definition of key performance indicators for theproject. It then examines risks and risk management strategies. It concludeswith suggested overall management strategies to manage risk and maximisebenefit.

Feasibility design study teams should take time to read AusGUIDE : Stage 5which describes in more detail the way monitoring and evaluation should becarried out during implementation. Monitoring and evaluation systems need tobe considered during design, and the feasibility design study team will need to

lay the foundations for the monitoring strategy in the project design document.Risk management is related to monitoring and evaluation, in that risks need tobe monitored too. AusAID calls for a risk management strategy in each project.As with the monitoring and evaluation system, the foundations of this are laid atdesign. Please see AusGUIDElines: Managing Risk for further guidance.



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Performance indicators and benefits Key results areas

AusAID’s key results areas constitute one component of i ts performanceinformation framework for reporting to Federal Parliament. This section of the

project design document records the key results areas that the proposed projectwill address.

Measurement of performance

Key performance indicators will have been identified in the logical framework.From a performance monitoring perspective the output and componentobjective level verifiable indicators are those that will provide the most usefulfeedback to project management. Purpose or goal level indicators are morelikely to be useful at the evaluation stage.

The following areas should be considered in this section:• Comment briefly on the purpose and component objective level

indicators as detailed in the logical framework stating how theymight appropriately be measured.

• State at what stage during project implementation work mightusefully be conducted in examining performance against thesehigher level indicators. In some projects it may be critical toexamine progress against purposes at a relatively early stage.A mid-term review might take this function (amongst others). Inother projects the measurement of higher level indicators may notbe possible until after the project is completed.

• Comment briefly on the range of indicators that will be used tomeasure output (and if necessary activity) level performancestating the kinds of indicators that should be measured and howthey might appropriately be measured. State what the informationwill be used for and by whom.

•

Comment on the different roles of the contractor and the partnergovernment in monitoring. It is very important to ensure thatpartner government agencies are linked into the collection andanalysis of monitoring information, and that the monitoringexerc ise is not just for AusAID’s purposes. It is also important toensure that monitoring exercises by the contractor and the partnergovernment agencies are not developed in parallel

• It is also important to identify the respective roles of the partnergovernment and contractor in collection and analysis of monitoringinformation and what the information will be used for. Thisincludes identifying roles in the development of the monitoringsystem itself. In this regard relevant existing information sourcesshould be mentioned, including baseline data. The need to establish

baseline data as part of monitoring system development (if this isan appropriate option) should also be mentioned.• Differentiate between output and outcome monitoring to the extent

that this is possible before a full monitoring system has beendesigned. Show how these monitoring tasks will be achieved.

The above analysis should help determine the frequency of monitoring tasksthroughout the life of the project. Comment on this.



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It may also indicate the need for external monitoring assistance, from amonitoring and evaluation specialist or from a technical advisory group.If so this should be mentioned. This requires judgement as to the magnitude orcomplexity of the monitoring task, and the extent to which asking managementto monitor might compromise monitoring quality. The inputs and activitiesneeded to set up monitoring systems need to be included in the design of theproject as these can be resource intensive.

Reporting requirements for the project

Summarise the reporting framework recommended for the project.Will monthly reports be required? Or will bi-monthly or quarterly reportssuffice? Summarise the expected level of reporting (often exception reporting isrequired).

State if there is a perceived need at design stage for a mid-term review, giving arationale for why this is so. State that any mid-term review will be paid forseparately by AusAID, ie outside the funds available for the project. State that aproject completion report will be required (usually the draft will be due twomonths before the project is due to end).

For further details on monitoring and reporting systems refer toAusGUIDE: Stage 5.

Risks and risk managementRisks are often identified from the assumptions column in the logicalframework. They may also emerge from other techniques and sources. Anassumption notes something that needs to happen in order for a project outputto be achieved. A risk may turn this around and asks the question:‘‘what will happen to the project if this does not occur?’’

State briefly how the risk assessment has been undertaken describing themethodology and who has been involved. For example, indicating anystakeholder consultation.

Key assumptions and risks

A full risk analysis matrix should be appended to the design as an Appendix.AusGUIDElines: Managing risk will be of assistance here. Refer also to riskanalysis issues mentioned in AusGUIDElines: The Logframe approach.

Use this section to summarise the risks. It may be useful to consider risks in thefollowing categories, among others:

• political and economic;• institutional;• human resources;• social and community;• technical.

AusAID’s Risk Management Policy ( AusAID Circular No. 29 of 8 November1999 ) identifies risk categories to be considered as:

• risk to effective aid outcomes;• risk to output delivery/efficiency;• risk to reputation/goodwill; and• risk to capability.



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A more comprehensive listing of risk categories is given in AusGUIDElines: Managingrisk (refer to step 2 of the process described in the guideline).

Indicate in the summary where risks may be sufficiently serious to warrantspecial attention or treatment. Outline a risk management strategy thatimplementers may adopt. Note key risk areas that AusAID will need to deal

with. Note key risk areas for the partner government.

Management and coordination strategies Management arrangements

Summarise the project management structure. This can usefully be done indiagrammatic form. It is important to highlight the respective roles of thecontractor and the counterpart agency. It is also important to define as clearly aspossible the roles envisaged for different parts of the partner government andfor other stakeholders, noting where further role development may be requiredafter project inception. In general terms the contractor’s role is to support withtechnical assistance and resources, while the counterpart agency takes overallcarriage for the project. Note if there are any major divergences from this normand give reasons. Note specifically where Australian based personnel arerequired.

It is important for the design not to be prescriptive about how a project ismanaged. Much of this will be determined between the successful biddingcontractor and the counterpart agencies. However the design team shouldsummarise any key features of management. These may include:

• the need for administrative centres in different locations;• arrangements for fostering close cooperative relationships between

contractor and counterpart staff, eg sharing of resources’ locationin the same offices etc.

• the need for liaison mechanisms between national and localagencies or between different regions of a country;

•

the need for liaison with other donors both to avoid duplication,and to promote complementarity; and• special arrangements for liasing with local NGOs and

communities, or with local industry. Note any peak bodies thatneed to be involved.

Note the roles of local communities, local or Australian NGOs and anyarrangements NGOs must undertake to register for work with the partnergovernment.

Summarise the contractual framework for the project. Although thememorandum of understanding is generally not a legally binding document itdoes form the basis against which Australian and partner government inputs areprovided. The design team will be expected to make suggestions as to majorinclusions in the MOU and these should also be included as an appendix. Referto TAMOUG for guidelines on the preparation of the MOU.

Indicate the need for subsidiary agreements between the partner governmentand regional, provincial or local authorities. These would usually be handled inthe implementation stage.

Indicate the need for subsidiary contractual arrangements between the projectand/or the contractor and local groups and NGOs and summarise the contractualarrangements that should be undertaken. In exceptional cases AusAID mayrequire these to be presented in draft form at the design stage.



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Finally, note the respective roles of AusAID and the AMC in theimplementation of the project. Refer to the need for the annual plan to be theopportunity for making adjustments as the project progresses.

It should be noted that there is a need to develop a contracting strategyfor the project which will need to fit very closely with the management

arrangements suggested in this section. This will be reflected in the separatescope of services and basis of payment that the design team will be required toproduce.

Coordination

This section should summarise the needs for a coordination body for the project.AusAID usually requires a project coordination committee (PCC) for a project.The purpose of this is to ensure that both AusAID and the partner governmenthave the opportunity for a regular joint briefing on project progress, and todevelop a common understanding of this. It also affords the opportunity to makedecisions jointly on issues of importance to the project.

Note the likely participants in the PCC. AusAID will always want to send arepresentative from the Post and will reserve the right to have a desk officer in

attendance. The partner government will usually want a senior person in theimplementing agency to be the chairperson and will often stipulate a number ofother members of the group including representatives from other participatingsectoral agencies. The project manager from the partner government will be amember as will the team leader of the Australian advisers. If the contractorprovides a Project Director that person should also have the right to attend asrequired. Any key NGO or local community organisations or other keystakeholders may also be represented, subject to agreement between AusAIDand the partner government.

Suggest the frequency of meetings stating where they should take place.Rotation between different project sites is an option that encourages differentproject coordination committee members to have a better understanding ofproject conditions as they can combine their meetings with site visits. Note the

resources that may be required to ensure that project coordination committeemeetings can be held.

Suggest whether alternative arrangements for the coordination of the projectmight be possible, especially if there are logistical difficulties in bringingpeople together.

A useful option, particularly in more complex projects, is to include a briefterms of reference for the project coordinating committee. This should provide abackground to the project, a brief scope for the project coordinating committee,the composition of members, their respective interests and roles in the projectand their roles in the project coordinating committee and the expectedfrequency and duration of meetings. This may be included as an appendix to theproject design document.

Planning and budgeting systemsIt is important for all parties to understand the respective systems for planningand budgeting that the project will rely on. In most cases this will be AusAIDand the partner government, although in cases where a project is beingimplemented in more than one country, several partner government systemsmay need to be described.

Briefly describe the planning and budgeting cycle for each party. State the startand finish of the financial year and describe the main steps in planning and



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budgeting that must be undertaken for project resources to be made available. Itis particularly important to ensure that a description is given of how thecounterpart budget will be allocated. Mention should be made of any optimumtiming for implementation resulting from the budgetary cycles of Australia andthe Partner Government. Note, also, any potential problems with differences inthese systems, particularly parts of the year when funding may be difficult fromany funding party.

Skills required from Australia

In some cases it will be appropriate for the design team to identify positions forAustralian technical assistance staff. If this is the case duty statements should bedrawn up and appended as an appendix. This should include a staffing schedule.Under these circumstance the team should list the advisers required in thissection summarising their duties and time requirements.

However in many cases it is not appropriate to prescribe the positions and dutiesof Australian technical assistance staff. This may be better determined bybidders. However for the benefit of bidders and of the design of the project itwill be necessary to state the range of skills required. This is included in thescope of services that should be drawn up and provided to AusAID separately.In this section the range of skills should be summarised. Under thesecircumstances the team will need to indicate approximate total timerequirements for Australian advisers. This is appropriately covered in theresource schedule.

Feasibility and sustainabilityThe purpose of this section is to provide a justification for proceeding with theproject through summarising the project’s feasibility.

This section provides the starting point for project appraisal. Appraisers willneed to check the conclusions drawn by the design team. They will examineeach conclusion made about the different aspects of project feasibility. They

will draw upon the analysis, project description and consideration ofmanagement issues in earlier sections to check that the assumptions andconclusions of the design team are correct. AusGUIDE: Stage 3 describes theappraisal process and includes a checklist for appraisal.

Feasibility is to be considered in terms of the likely impact the project will haveon the development problem, the people and organisations involved.

Summarise the situation expected at the end of the project and state the overallimpact the project is expected to have, assuming that risk managementstrategies are successfully in place. Consider each of the following areas ofimpact:

Manageability of the project

This section gives the design team the opportunity to comment on the likelymanageability of the project (the feasibility of it being adequately managed).This is partly an expression of proposed risk management arrangements. It alsoreflects key features of the project that promote flexibility. There are a numberof elements that need to be summarised here:

• the capacity of the Australian and New Zealand market to respondto the project;



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• the likelihood of Australian and partner government resources andstaff being made available in a coordinated manner at the righttime for project outputs to be achieved;

• the suitability of proposed contracting arrangements to deal withlikely problems in the project;

•

the project’s dependency or otherwise on very specialised skillsbeing available;• the flexibility of the project structure to take account of possible

risks and opportunities;• the simplicity of the project structure to enable AMC and PG

systems to cope with it; and• the level of commercial risk that an AMC would be required to

bear.

Technical feasibilityAssessment of the technical feasibility of a project will depend very much onthe type of technical activities it calls for. The judgements on technical

feasibility will be very much the concern of the technical specialists on the teamand they will need to draw heavily on their professional experience.

Note the appropriateness and cost effectiveness of the technical arrangementsproposed. Assess this within the context of management, skills requirementsand institutional capacity. This requires an answer to the question: ‘‘Are thetechnical approaches proposed appropriate to the situation and are participantsinvolved capable of absorbing the technical innovations proposed?’’

Note any negative affects of utilising the technical approaches recommended.Finally assess how the technical innovations and methodologies will besustainable in the local context.

Financial and economic feasibility

This asks the question: ‘‘Does the project promise a positive economicimpact?’’ Ideally every project of a significant size should have had a cost-benefit analysis undertaken before appraisal. This is strongly encouraged withinAustralia’s development assistance program.

If a cost benefit analysis has not been undertaken, this must be stated and theexpected economic benefits of the project described. Explain how theinvestment required for the project is justified in terms of economic returns(even if this is estimated by a qualitative method) and show that it issustainable.

Note the expected economic benefit to the local communities, to the nationaleconomy or to private sector groups.

Note if the project could possibly have a negative economic impact on one or

more groups and explain why. Discuss how these negative impacts, which areeither certain or are risks, can been dealt with in the risk management strategyproposed.

Impact on povertyThis section answers the questions: ‘‘How does the proposed project impactupon poverty in the area concerned?’’ and ‘‘what specific strategies does theproject incorporate to combat poverty?’’. The issue of the aid program



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impacting on poverty is the ‘‘one clear objective’’ of the Australian overseasdevelopment cooperation program and must be addressed, even if the effect ofthe project on poverty is not a direct one.

Note the effect the project will have on the poor in the target area and how theproject’s strategies for benefits to communities are likely to be self-supporting

in the long-term. Refer to economic cost benefit and other analyses to illustratethis if the impact is direct. If the impact is not direct the indirect effect of theproject must not be in doubt and needs clear explanation.

Not all projects produce totally positive results for the poor. Negative results ofthe project and its approach should also be mentioned. Discuss how thesenegative effects, which are either certain or are risks, can been dealt with in therisk management strategy proposed. Show how the benefits of the project forthe poor will be sustainable and that the situation of the poor will not revertonce project activities end.

Social and cultural impact and gender implicationsAssess the likely overall impact of the project on communities and cultures inthe project area. Refer to any key issues arising from any social impact analysisundertaken. It is important to identify the potential negative effects on culturesand to discuss how these can be ameliorated as well as to justify the projectthrough pointing out the positives. Discuss how benefits will be sustainedbeyond the life of the project.

There are a wide range of key questions that can be asked about the social andcultural environment in which a project is to operate. AusAID’s forthcoming‘Guide to Social Analysis and Participatory Development’ will assist. Inparticular the acceptance of project objectives by local communities andbeneficiaries should be noted

The team must also assess the likely impact of the project on women, men andchildren as separate groups. The share of benefits to women and men in regardto participation in project preparation and implementation should be noted, and

the increased access to and control of resources by women should be addressed.Note gender specific aspects of the choice of technologies. Discuss howbenefits will be sustained beyond the life of the project. Show how the projectwill be consistent with AusAID gender policy.

Institutional and governance feasibilityKey institutional arrangements affecting viability and sustainability ofthe project need to be assessed. Describe the commitment of the partnergovernment (at various levels) to the project. Note the capacity of organisationsto absorb new ideas and programs and of the partner government to financeongoing activities after the project has been completed. Note any strategiesemployed by the project that will either encourage income generation to coveradditional activities or minimise additional calls on recurrent budgets. Note alsostrategies for encouraging long-term planning for human resource needsresulting from proposed activities.

Show how proposed activities are consistent with current roles and functions, orhow those roles and functions are to change as a resultof the project.

Risks of negative institutional impacts need to be pointed out. In all cases, theteam should demonstrate how these risks can be ameliorated.



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The impact the project may have on good governance should be noted,particularly if the project is aiming to achieve better and more transparentgovernment mechanisms. Many institutional development projects aimto do this.

Environmental impactThe environmental impacts of the project are to be stated. In many cases theymay be negligible or indirect, but if this is so the team must say why. The teammust also recommend whether a separate environmental impact statementshould be sought by AusAID. Guidelines for this are contained in theEnvironmental Assessment Guidelines for Australia’s Aid Program .

Factors in the design to promote sustainabilityThe issue of sustainability will have been discussed earlier. This section shoulddraw this together by summarising factors and strategies in the design that willpromote sustainability as well as identifying any constraints to sustainability.The project design document should conclude with a definition of sustainability

for the project.



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Suggested appendices for the PDDThe following are a range of appendices that are usefully attached to the PDD.Those marked with an asterisk are required. The remainder are optional andshould be included as appropriate.

Study TOR (see AusGUIDElines: Preparing terms of reference )

Persons met (a list of persons consulted during the mission)

Aide memoire or exit report

Working papers (to be appended only when required)

Bibliography

Logical framework (see AusGUIDElines: The Logical frameworkapproach )

Implementation schedule (see AusGUIDElines: Preparing projectschedules )

Resources schedule (see AusGUIDElines: Preparing project

schedules )Cost assumptions (see AusGUIDElines: Preparing project schedules )

Cost schedule (see AusGUIDElines: Preparing project schedules )

Risk matrix and risk management plan (see AusGUIDElines:Managing risk )

Financial and economic cost benefit analysis (if this has beenundertaken)

TOR for the PCG (optional)

Duty statements and staffing schedule (if required)

Associated documentationThe following is a selection of documentation that AusAID may also require asa result of the feasibility design study. This documentation is not appended tothe project design document, but is provided separately. The Activity Managerwill determine the associated documentation required in the feasibility/designteam terms of reference.

Suggested inclusions in the memorandum of understanding (seeTAMOUG for guidelines on the MOU)

Draft scope of services and basis of payment (see AusGUIDElines:Preparing draft scope of services and basis of payment )

Update activity preparation brief (refer to Operational Guidelines forthe Activity Preparation Brief )

Baseline survey documentation