Project/Programme Planning Training Workshop by AsiaEngage

International Federation of Red Cross and Red Crescent Societies

Project / Programme Planning Training Workshop

24 August 2015

International Federation of Red Cross and Red Crescent Societies

Agenda    

Results-based management Logical framework Monitoring and Evaluation Concept Note/Proposal Writing

International Federation of Red Cross and Red Crescent Societies

Learning outcomes By end of the workshop we hope participants will know:  The key phases and stages of the project cycle.  How a logical framework is used and designed  How a Monitoring Plan is developed (and how to work with it)  How to write a concept note/proposal

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What do we mean byâ&#x20AC;Ś 1. Results-based management? 2. Project cycle? 3. Logical framework

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Results-Based Management (RBM)  Uses a clear, simple logic:  focus on the results you want to achieve  plan, manage and measure what you do

 Supports:  better performance  greater accountability 5

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Results-Based Management (RBM) Example 1: i) 2,000 leaflets on disaster preparedness were distributed to 250 vulnerable villages in March 2007. ii) Communities in disaster-prone areas have improved awareness on how to prepare for disasters. Which of the above reflects RBM?

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Results-Based Management (RBM) Example 2 i) All the programme managers of the NS were given training on reporting. ii) The quality and timeliness of reports from the programme managers have improved. Which of the above reflects RBM?

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Project / programme cycle Describes four phases of results-based management:

1. Initial Assessment 2. Planning 3. Implementation & Monitoring 4. Evaluation 8

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Project / programme cycle phases 1. (Initial) Assessment: the current situation and causes of current problems 2. Planning: defining the results that one intends to achieve (objectives), and the inputs and activities needed to accomplish them 3. Implementation and Monitoring: activities are carried out to achieve the desired results and (monitoring) routine collection and analysis of information is carried out to make informed decisions for project management 4. Evaluation: periodic collection and analysis of information about the intervention to inform judgments about the achievements and value of the intervention

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Planning phase – 2 stages  Analysis stage:  Situation analysis  Problem analysis

 Analysis of objectives  Analysis of potential solutions

 Design stage: Logical framework matrix  Activity scheduling

 Resource planning

Developing a monitoring system for the intervention

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Logical Framework Logframe approach and the logframe matrix ď&#x201A;§ The logical framework approach is another term used to describe the "planning phase" as described above ď&#x201A;§ The logical framework matrix consists of a table with four rows and four columns, in which all the key aspects of a project are summarised (during the planning phase) 11

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Objectives hierarchy GOAL (IMPACT)

OUTCOMES OUTPUTS ACTIVITIES INPUTS 12

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Inputs  Resources needed to implement activities (financial, materials, human).  Question: In Real Life, what may be the inputs needed to build the bridge?  Answer: Laborers, cement, steel beams, etc.

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Activities  The collection of tasks to be carried out in order to achieve the outputs (and then outcomes and goal).  Question: In real life, what may be the activities involved in building the bridge?  Answer: Identify plan, lay foundation, build structure, etc. 14

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Outputs  The tangible products, goods and services and other immediate results that lead to the achievement of outcomes.  They are the deliverables.  Question: In real life, what may be the product you want in building the bridge?  Answer: Completed bridge connecting two different towns. 15

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Outcomes  Outcomes are the primary result(s) that an intervention seeks to achieve, to contribute to the achievement of the Goal.  Changes are usually in “KAP”:  Knowledge  Attitudes  Practices (behavior).

 Question: In real life, what may be the primary outcome you want to achieve with the bridge?  Answer: Increase trade between two towns. 16

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Goal  The Goal is the long-term result that an intervention seeks to achieve, which may be contributed to by factors outside the intervention  It is the level of results over which you have least control.  Question: In real life, what may be the overall reason you want to build a bridge between 2 communities?  Answer: Improved economy in two towns. 17

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Objectives hierarchy GOAL (IMPACT)

OUTCOMES OUTPUTS ACTIVITIES INPUTS 18

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Objectives hierarchy Goal

The long term result to which the intervention seeks to achieve, may be contributed to by factors outside the intervention

Outcomes The primary result (s) you are trying to achieve through your intervention

Outputs

The tangible services, products, and other immediate changes that lead to the achievement of outcomes

Activities

The collection of tasks to be carried out

Inputs

Resources needed to implement activities (financial, materials, human).

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Logframe Puzzle Game Exercise Instructions 1) You will be given a set of statements from the Project Design (objectives) column of a logframe.

2) Identify the Goal, the 3 Outcomes, and then place the remaining 9 Outputs with the appropriate Outcomes. 3) Donâ&#x20AC;&#x2122;t worry about the order of the Outcomes or Outputs â&#x20AC;&#x201C; Just be sure that Outputs logically match the Outcomes (and that you have the correct goal!) 4) You have 15 minutes.

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Objectives

Indicators

Means of Verification

Assumptions

Goal: Improve the disaster management capacity in the country. Outcome: Build the capacity of communities to prepare for, respond to, and mitigate disasters. Output: Hazard Vulnerability Capacity Assessments (HVCA) conducted by community (to identify disaster risks and how to prepare and respond). Output: Disaster Management Plan developed or improved by Community Disaster Management Committee. Output: Community Disaster Response Team trained and equipped. 21

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Objectives

Indicators

Means of Verification

Assumptions

Outcome: Build the capacity of target schools to effectively prepare for, respond to, and mitigate disasters. Output: Monthly disaster drill conducted at every school according to the school disaster management plan. Output: Disaster Management Unit (DMU) formed and functioning at participating schools.

Output: Schools are equipped with minimum emergency response gear.

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Objectives

Indicators

Means of Verification

Assumptions

Outcome: Build the disaster management capacity of the NS branches. Output: NS Branch Disaster Response Teams (BDRT) trained and in place at district branches. Output: NS branches coordinates its DM program with other DM stakeholders. Output: Project management capacity in NS branches improved.

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Logical Framework is a snapshot of a project’s design logic: • • • • •

What we want to achieve (objectives different levels - outputs, outcomes, goal) How we will achieve it (set of activities) How we will measure change (indicators) Where (and how) to gather information (means of verification) What else to be aware of (set of assumptions)

Objectives

Indicators

Means of verification

Assumptions

(What we want to achieve)

(How to measure change)

(Where / how to get information)

(What else to be aware of)

Inputs

Costs

Goal Outcomes Outputs Activities 24

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Activity schedule Timetable year Project activities

Jan

Feb

Mar

April May June July

Aug

Sep. Oct.

Nov. Dec.

Output 1.1 Improved safe water sources in target communities Activity 1.1.1 Choose design of water source Activity 1.1.2 Connect water sources to municipal water supply

Output 1.2 Water management committees formed Activity 1.2.1 recruit committee members Activity 1.2.1 establish committees Activity 1.2.3 hold committee meetings

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Whatâ&#x20AC;&#x2122;s the second column in the logframe table? 26

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Indicators Objectives

Indicators

Means of Verification

Assumptions

Goal Outcomes Outputs

Activities

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Indicators are like the dashboard of a car.

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Indicator Dashboard Speed

Total kilometers driven

Petrol

12400 km

How much did we do?

Oil

How fast are we going?

Not Enough

Enough

Are people happy with our work?

How many resources did we use to get there?

Standard Indicator Levels GOAL

IMPACT

OUTCOME

Measures key changes necessary for goal (usually in people, KAP, or a condition).

OUTPUT

Measures the immediate product of an activity (can be knowledge if leads to outcome of practice).

OUTPUT

ACTIVITY

INPUT

PROCESS

INPUT

Measures ultimate change desired in people (KAP) or a condition, (not always feasible or necessary)

Measure the activities (processes), i.e. attendance at the activities. Measures the resources used for the activities. 30

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SMART Indicators Specific (Who & What & Where?) Measurable (How much?) Achievable (Measurement is feasible & realistic) [Area Specific] Relevant Time-Bound (by when?) 31

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SMART Indicator Game Exercise Instructions

1. How can we make the following set of indicators â&#x20AC;&#x153;SMARTâ&#x20AC;?? 2. Which element is missing? Specific , Measurable, Achievable [Area Specific], Relevant, Time-Bound 32

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How can we make it SMART? (1)  Objective: Increased interest in AIDS awareness  Indicator: % of youth learning about AIDS.  Not Specific, Time-Bound, Area specific

 Correction: % of youth aged 11-16 in Chiang Mai Province participating in AIDS awareness workshops by the end of 2015 33

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How can we make it SMART? (2)  Objective: Improved education levels  Indicator: Students improve at school in 2007 in Matara district  Not Specific Not Measurable,

 Correction: (%) of grade 6 students who passed their examinations at school in 2007 in Matara district 34

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How can we make it SMART? (3)  Objective: Increased condom use.  Indicator: Number of people using condoms

with non-regular partners by the end of the project  Not Achievable (cannot collect this information accurately). Not specific (no mention of geographic area)

 Number of people in Chiang Mai Province who report using condom with non-regular 35 partners by the end of the project

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What’s wrong with this indicator? (4)  Objective: Improved practice of safe hygiene and sanitation.  Indicator: Number of people who know the five key times to wash their hands by the end of 2015  Not Relevant!  Correction # people who reported that they

washed their hands at five key times by the end of 2015 36

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What’s wrong with this indicator? (5)  Objective: Road transports facilities improved  Indicator: # kilometers of paved road completed and new bus routes

established in Matara District  Not Timebound, Not Specific

 # kilometers of paved road completed and new bus routes established in Matara District by month 18 of the project 37

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Whatâ&#x20AC;&#x2122;s the third column in the logframe table?

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Means of Verification How you are going to measure the indicator? The way in which information will actually be collected to monitor and evaluate the progress and success of the intervention

Objectives

Indicators

Means of Verification

Assumptions

Goal Outcomes Outputs Activities 39

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Data sources and collection methods • The means of verification summarise the sources and methods to collect data on the indicators • Sometimes the description of the data source includes the collection methods (especially in primary research, e.g. focus groups) 1. Sources of data • Primary research • Reports or other information gathered from special studies, surveys, observation, and focus group discussions • Secondary research • Administrative records, progress reports, project accounts, official statistics, reports summarising primary research 2. Data collection methods • The way in which the data is collected (and analysed) • Consulting secondary research sources • Carrying out primary resarch methods as listed above 40

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Data Collection Methods? 

Survey Questionnaires



Secondary Data Sources



Self Administered Questionnaires



Key Informant Interviews

PRA - Participatory Rapid Assessments (Participatory Rural Appraisal)



Focus Group Discussions



Cost Benefit Analysis – review of financial records.



Case Studies



Checklist / Event Form



Field Observations



Media sources



Review of Project Records

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Means of verification Exercise Instructions 1. Your team will receive a handout with a list of indicators on the left and data collection methods on the right

2. Match the relevant data collection methods to the different indicators 3. Note that there can be more than one data collection method for each indicator! 42

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Match Indicator with Data Collection Method A. Survey Questionnaire B. Self Administered Questionnaire 1.___. # of communities successfully conducted a C. PRA - Participatory Rapid minimum of one simulation drill per year. Assessments (Participatory Rural 2.___. % of participating communities that have a new or improved Disaster Management Plan, Appraisal) including early warning system protocol. D. Key Informant Interviews 3.___. % participating schools with minimum emergency response equipment, maintained E. Focus Group Discussions and properly accessible according to disaster response plan. F. Case Studies 4.___. %# traders in Aye Thar and Lae Way villages G. Field Observations who reported that they used the bridge for trading purpose by the end of 2015 H. Secondary Data Sources 5.___. % of communities with a Community Disaster I. Checklist / Event Form Response Team trained and equipped according to their Disaster Management Plan.. J. Attendance/Certification Records. 6.___. % of participating branches have functioning K. Proposal and Approval Sign Off. and equipped Branch Disaster Response Teams/BDRTs. L. Meeting Minutes 7.___. # DRR IEC materials developed and used M. Inventory of materials 43

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Match Indicator with Data Collection Method: Proposed Answer 1._ # of communities successfully conducted a minimum of one simulation drill per year. (G, I) 2._ % of participating communities that have a new or improved Disaster Management Plan, including early warning system protocol. (I, G, E, B) 3._ % participating schools with minimum emergency response equipment, maintained and properly accessible according to disaster response plan (M, E, D, B, L) 4._ # traders in Aye Thar and Lae Way villages who reported that they used the bridge for trading purpose by the end of 2015 (A, G) 5._% of communities with a Community Disaster Response Team trained and equipped according to their Disaster Management Plan. (A, G) 6._ % of participating branches have functioning and equipped Branch Disaster Response Teams/BDRTs. (M, L, I, G, E) 7._# DRR IEC materials developed and used (M, G, D, E)

A. Survey Questionnaire B. Self Administered Questionnaire C. PRA - Participatory Rapid Assessments (Participatory Rural Appraisal) D. Key Informant Interviews E. Focus Group Discussions F. Case Studies G. Field Observations H. Secondary Data Sources I. Checklist / Event Form J. Attendance/Certification Records. K. Proposal and Approval Sign Off. L. Meeting Minutes M. Inventory of materials 44

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Whatâ&#x20AC;&#x2122;s the last column in the logframe table? 45

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Assumptions “Assumptions” in the logframe are external factors which are important for the success of the intervention but are beyond its control. They should also be “probable” reasonably likely to occur, not certain or very unlikely. Objectives

Indicators

Means of Verification

Assumptions

Goal Outcomes

Outputs Activities

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Example

What would be the risks / assumptions for our bridge to be built? - Budget - Approval from local authorities - Good weatherâ&#x20AC;Ś - No floods - Peopleâ&#x20AC;&#x2122;s wilingness to contribute - Etc.

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Elements of a Logframe ASSUMPTIONS

LOGIC

MEASUREMENT

Goal Indicators Assumptions

Outcome #1

Outcome #2 Indicators

Output Output

Indicators

ACTIVITIES INPUT - Resources 48

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Logframe Reminder ď&#x201A;§ The logframe does not have to list everything in project! ď&#x201A;§ Only list what is necessary to guide project management and inform evaluation. 49

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Logframe Variations 1.

There are many different ways to represent a projectâ&#x20AC;&#x2122;s logical framework depending on organizations / donors.

Sometimes all Outcomes are listed together, then Outputs, then Activities, etc.

Sometimes each Outcome is treated in a separate logframe, with its Outputs, Activities listed below.

Other times, Outputs, Activities, Inputs are listed directly under their Outcome

Sometimes logframes do NOT list activities or inputs. Activities and inputs can be listed separately in: Activity Table or Budget Table

These tables can also have columns for timeframe, people responsible, etc).

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Monitoring and Evaluation 52

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Is M&E Important? WHY? To know:  If results are being achieved  If resources are being used efficiently  If resources are being used effectively  If clients are satisfied with services  Why things are and are not happening in accordance with plans  How to communicate to donors (shared language)  Others?…… 53

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What is monitoring?  A structured way to check the ongoing progress of the programme  Checks progress towards achievement of activities, outputs and, sometimes, objectives  Checks basic information about the interventions over the life of the project  Provides management and the communities with information on progress and necessary actions  Ongoing oversight of project implementation  Helps answer the question, ‘What happened’?” e.g. Trained x number; Raised $x amount of funds;

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What is evaluation?  A structured way to check if the programme is achieving (or has achieved) what it set out to do  Assesses progress towards reaching the project impact (goal) and objectives (outcomes) over time in comparison with the baseline  Helps answer the question “Why something happened” or what difference it made; or “so what” 55

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M&E Methods

Quantitative  tries to establish social facts; uses structured instruments to collect standardized information;  Quantitative techniques include:  Survey instruments Questionnaire attitude scale observation guide telephone and mail surveys, written tests

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M&E Methods

Qualitative

 Generally relies on descriptive analysis; Emphasizes person interpretation  Qualitative techniques include –  Direct observation including - participant observation, unobtrusive measurement (physical trace, running records, simple observation)  Secondary data review  Key informant interviews, focus groups, semi-structured interviewing  Photography (documents physical changes in a community, but also can illustrate changes in social and economic life)  Various participatory techniques

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M & E system checklist  Check the operation design  Assess the capacity for monitoring and evaluation  Plan for data collection and analysis  Prepare the monitoring and evaluation plan and budget  Plan for reporting and feedback

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Monitoring and evaluation plan  Part of the project design, the M&E Plan will help to refine the project design and will ensure realistic expectations for the project  Summarise information needs  Outline data collection, analysis, information use, reporting for M&E purposes  Identify WHO will be responsible  Establish the timeframe for completing key tasks. 59

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Monitoring and evaluation plan is based on;      

The indicators in the logframe Identified data source (primary or secondary) Frequency and cost of collection Responsibility for collection Collection method Reporting

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Indicator problems  Too many – asking for too much info  Overly complex – exceed capacity or resources to collect  Over emphasis on physical progress indicators. We need indicators measuring outcomes as well as outputs!

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Monitoring questions  Input: stocks, pipeline details, resources.  Activities: what is being done and by whom and is it on track?  Outputs: What are the physical achievements, are target groups getting access to aid/services?  Outcomes: Are people benefiting? What are beneficiaries views?

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Where will the data come from?  Activity implementation schedules and monitoring plans.  Internal reports  Field visits  Beneficiary monitoring

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The M&E Plan

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Activity-based Project Management •Funds •Staff •Buildings •Equipment

Community consultation and participatory design.

Community water points constructed.

Better access to safe water.

Inputs

Activities

Outputs

Outcome

Check availability of inputs quality, quantity and timeliness.

Reduced disease due to water borne illness.

Goal

Check if activities are being implemented as planned. 65

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Results-based Project Management •Funds •Staff •Buildings •Equipment

Community consultation and participatory design.

Community water points constructed.

Inputs

Activities

Outputs

Check if activities are leading to outputs.

Better access to safe water.

Outcome

Reduced disease due to water borne illness.

Goal

Check to what extent outcomes are being achieved. 66

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Why Do M&E Plan?  Helps to make projects more efficient and effective, and better achieve our mission to help those in need!!!

 Planning tool for project implementation, monitoring, and reporting.  Make data collection & reporting easier to implement.  Transfer of critical knowledge to new employees and senior management.

 Official record for project evaluation/audit.  Cross-Check Logframe (Logic & Indicators). 67

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Difference between logframe & M&E Plan? Logframe 1. Identifies the indicator.

2. Brief means of verification. M&E Plan 1. Details how you are to measure and use the indicator. 2. Done after and comes from the logframe 68

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M&E Plan Development When do an M&E Plan?  Before project implementation. How long does it take to do an M&E plan?  Depends on the logframe, but usually 2 days (or weeks), and then review time. Who should be involved in M&E Plan development?  Critical to involve the program team: 1. Familiar with local context 2. Reinforce understanding for reliable data collection 3. Ownership of M&E Is it worth it?  Saves MUCH time in clarifying what and how to collect data, and avoiding extra time to address poor quality data.

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6 M&E Plan Columns 1. Indicators - what 2. Indicator Definition & Unit of Measurement what 3. Data Collection Tools & Methods - how

4. Frequency & Schedule - when 5. People Responsible - who

6. Information Use/Audience - why 70

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M&E Plan Template Data Definition Information Indicator Collection Frequency Or (& unit of Responsibilities Use & Source- & Schedule Assumption measurement) Audience Method OUTCOME 1: Indicator 1a: Indicator 1b: OUTPUT 1a: Indicator 1a: Indicator 1b: ASSUMPTION: Assumption 1b: ETC. 71

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Column1: Indicator 1. Indicator from the logframe (be sure to keep the indicator number for easy identification) ď&#x192;&#x2DC; 1.1b: % HHs in participating communities that can identify a safe meeting place.

2. Cross-check your indicator and if you need to make changes, do it now!

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M&E Plan â&#x20AC;&#x201C; Indicator Column Indicator Or Assumption

Definition (& unit of measurement)

Data Collection SourceMethod

Frequency Responsibilities & Schedule

Information Use & Audience

Objective 1.1: # communities that successfully conduct a minimum of one annual mock disaster exercisescenario.

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Column 2: Indicator Definition 1. Identify key terms to define. •

Explain if disaggregated by sex, age, ethnicity, or some other variable.

•

Explains unit of measurement, such as a percent, a true number, a sample size, etc.

What key terms do we need to explain in this example?  1.1. % of communities that successfully conduct a minimum of one annual disaster exercise-scenario.  1.1. % of communities that successfully conduct a minimum of one annual mock disaster exercise-scenario.

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M&E Plan â&#x20AC;&#x201C; Definition Column Indicator Or Assumption

Definition (& unit of measurement)

Data Info. Use Collection Freq. & Respons& Source- Schedule ibilities Audience Method

Objective Community: refers to those recognized by the 1.1: # local government municipality and census. communities Success: that 1. Scenario must be unannounced through the successfully early warning system; conduct a 2. Response time must be under 15 minutes; minimum 3. Community Disaster Response Team of one (CDRT) must assemble, fully equipped and annual ready to respond; mock 4. General public reports to public shelters as disaster designated in their disaster management exerciseplan; scenario. 5. Etc.

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Column 3: Data Collection Source/Method What part of the logframe does this column elaborate? Details the LF’s Means of Verification column. 1. Data sources?  [Often understand in stating the method.] 2. Data collection methods and tools?  [Do any of these tools need to be developed?] 3. Secondary Data?  Other surveys, studies, indexes, case studies, etc.  Reliable & Credible! 76

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M&E Plan – Data Collection Column Indicator Or Assumption Objective 1.1: # communities that successfully conduct a minimum of one annual mock disaster exercisescenario.

Definition (& unit of measurement)

Data Collection Source-Method

Community: refers to those recognized by the local government municipality and census. Success: 1. Scenario must be unannounced through the early warning system; 2. Response time must be under 15 minutes; 3. Community Disaster Response Team (CDRT) must assemble, fully equipped and ready to respond; 4. General public reports to public shelters as designated in their disaster management plan; Numerator: # communities w/ successful scenario in year. Denominator: total # targeted communities. Example: 75 successful communities / 100 total communities = 75%

Pre-arrange to be present during the actual disaster exercise; use Disaster Simulation Checklist to assess performance of scenario, using a rating scale with a minimum score to determine “successful.”

Frequency Responsibilities & Schedule

Information Use & Audience

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Column 4: Frequency & Schedule This column identifies key time elements for the indicator. 1. Frequency: How often will data about each specific indicator be collected? 2. Schedule: When are the key deadlines for tool development, and/or start-up and end dates for data collection? 78

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Frequency & Schedule continued INDICATOR: 1.1: # communities that successfully conduct a minimum of one annual mock disaster exercise-scenario. What would be the frequency and schedule for this indicator?

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M&E Plan – Frequency & Schedule Column Indicator Or Assumption Objective 1.1: # communities that successfully conduct a minimum of one annual mock disaster exercisescenario.

Definition (& unit of measurement)

Data Collection Source-Method

Frequency & Schedule

Community: refers to those Pre-arrange to be recognized by the local government present during the municipality and census. actual disaster Success: exercise; use 1. Scenario must be unannounced Disaster Simulation through the early warning Checklist to assess system; 2. Response time must be under performance of scenario, using a 15 minutes; 3. Community Disaster Response rating scale with a Team (CDRT) must assemble, minimum score to determine fully equipped and ready to respond; “successful.” 4. General public reports to public shelters as designated in their disaster management Enter indicator plan;

Frequency: Data collection is quarterly

Numerator: # communities w/ successful scenario in year. Denominator: total # targeted communities. Example: 75 successful communities / 100 total communities = 75%

Begin data collection on 4/15/15.

Responsibiliti es

Information Use & Audience

Schedule: 1) Develop disaster simulation checklist by 3/15/15.

information into the Quarterly Project 2) Report (QPR).

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Column 5: Responsibilities ď&#x192;&#x2DC; This column identifies any key responsibilities for measuring and reporting on the indicator.

ď&#x192;&#x2DC; Who is responsible and accountable for: 1. data collection 2. data analysis ď&#x192;&#x2DC; If more than one person, then list the lead person (responsible for managing them).

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Responsibilities continued Use a specific person’s name. Why?  Accountability.  Motivation (person sees they are identified)

Use the position title? Why?  Staff turnover.

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M&E Plan – Frequency & Schedule Column Indicator Or Assumption Objective 1.1: # communities that successfully conduct a minimum of one annual mock disaster exercisescenario.

Definition (& unit of measurement)

Data Collection Frequency Source-Method & Schedule

Quarterly Project Report (QPR).

Frequency: Data collection is quarterly (QPR).

Responsibilities

Information Use & Audience

Community Field Coordinator in NS – Ms Rommanee

Schedule: 1) Develop disaster simulation checklist by 3/15/09. 2) Begin data collection on 4/15/06.

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Column 6: Information Use & Audience 1. How the indicator data will be used? • Program monitoring. • Impact assessment (evaluation). • Accountability to donors. • Reporting to public. 2. Who the indicator data is for? • Internal or external? • Program team and/or senior management. • Other stakeholders (beneficiaries, donors, partners, etc.). 84

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Information Use/Audience Examples?  Monitoring project implementation for decision making  Evaluating impact to justify intervention  Identify lessons for organizational learning and knowledge sharing

 Assessing compliance with donor or legal requirements  Reporting to senior management, policy makers or donors for strategic planning  Accountability to beneficiaries, donors, and partners  Advocacy and resource mobilization 85

International Federation of Red Cross and Red Crescent Societies

What is the use/audience of this indicator? Indicator: # of communities that successfully conduct a minimum of one annual mock disaster exercise/scenario.

International Federation of Red Cross and Red Crescent Societies

M&E Plan – Information Use/Audience Indicator Or Assumption Objective 1.1: # communities that successfully conduct a minimum of one annual mock disaster exercisescenario.

Definition (& unit of measurement)

Data Collection Frequency Responsibilities Source-Method & Schedule

Quarterly Project Report (QPR).

Frequency: Data collection is quarterly (QPR). Schedule: 1) Develop disaster simulation checklist by 3/15/09. 2) Begin data collection on 4/15/06.

Community Field Coordinator Shantha Wellaman

Information Use & Audience 1.Project monitoring 2.Project evaluation 3.Informational reporting to senior management, and IFRC, donors, public, and government (Ministry), and beneficiaries. 87

International Federation of Red Cross and Red Crescent Societies

As a conclusionâ&#x20AC;Ś

International Federation of Red Cross and Red Crescent Societies

Concept Note/Proposal Writing

International Federation of Red Cross and Red Crescent Societies

What is a Concept Note? 

A Concept Note is perhaps the shortest expression of your project idea given on paper to a donor.  It is usually requested by the donor in situations where no proposals have been received from other potential partner.  Most of the donor agencies prefer to understand the project through a Concept Note rather than a full-fledged proposal. 94

International Federation of Red Cross and Red Crescent Societies

What should be the size of the Concept Note? ď&#x201A;§

This actually depends upon the donor requesting the Concept Note. However, we need to remember that it is the shortest possible text for our project idea. So, shorter the better.

ď&#x201A;§

Most donor agencies request a minimum of one page to a maximum of three pages. For example, USAID. 95

International Federation of Red Cross and Red Crescent Societies

Is there a specific format for writing the Concept Note? ď&#x201A;§

Usually donors do not have a format for a Concept Note as they have for a full proposal. But, there are some agencies, which issue solicitation for Concept Notes based upon a basic format given in the guidelines. 96

International Federation of Red Cross and Red Crescent Societies

Is the Concept Note useful for the applying PNS, funding agencies and INGOs as well? ď&#x201A;§

Concept Note has many advantages for implementing agency seeking funds. It practically gives a framework for ideas when they are organized on paper.

ď&#x201A;§

It is also the first expression of the project and gives the flexibility for the organization to work and re-work on idea before presenting it to the donor.

International Federation of Red Cross and Red Crescent Societies

Basic sections of Concept Note 

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Title Background Need Analysis Target Areas Number of Beneficiaries Duration of the Project Programme Goal Objective Expected results Budget