foreign aid and ldc administration comparative and multilateral aid: the intersection of policy,...

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