Download Week Eight

Foreign Aid and LDC
Administration
Comparative and
Multilateral Aid:
The Intersection of Policy,
Projects and
Implementation
Five Page Proposal/Overveiw
1.
Introduction and Project Statement
2.
Literature Review
3.
Major Hypotheses
4.
Methodology
Due: November 18, 2009
Foreign Aid As Foreign
Policy?
The Shift to Projects
REVIEW- THE LEGACY OF
1975
Quote:

‘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.
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: COINS- Counter-Insurgency
Strategy, the “Three D’s” or Whole of Government
Approach to Foreign aid.
Winning Hearts and Minds: Gun
Purchase Program
Domestic Management
Systems and International
Influences

Historical periods of budgetary and fiscal management:

1975-1981: Basic Needs: CONDUCIVE TO PROJECTIZATION

1981-1990: Structural Adjustment


After 1991:

Collapse of the Soviet Union

“Clash of civilizations”
September 11, 2001
Review: Second World as New
Debtors- Structural Adjustment

Chad vs. Russia

Transitional States

Rise of Asia and blocks

Crisis in Asia and the return to debt management

Debt Crisis in U.S. and Europe: Different Rules

Projects Supplement Conditionality
Chad: A Symbol of Ethnic
Conflict
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 (1989)
 International
systemic hegemony and
competition within international markets
 Complementarity
problem and origins of
capital
 1999-2009
Fear of Market failure?
Market Failure Models
The Debate

The World Economic Regime

World Market: Only game in Town?

Questions of conflict: pluralist vs. hegemonic models in
the post-war world

Economic change vs. political development
 Governance (democracy) a pre-requisite?

Impact of world economy on Domestic Economies

Projects focus on Entrepreneurialism and credit (micro)
World Markets
Development of
Underdevelopment
ReminderChanging Terms

Non-Western World

Developing areas or
nations

Third World

Southern Tier
States

LDCs

UDCs

Transitional States?

Immerging Markets
Foreign Aid vs. Technical
Assistance: The Project Mode

Economic Projects: Current bias to Security and
international trade

Democracy and Governance Projects and Nation
Building

Sectoral Projects: Back to the future- Get the LDC
economy back to the 1950s (Agriculture, Health
Food, Education)

Dependent development/Emerging Markets- Is it
dependent and is it development?
The Project Mode
1.
Limited Time
2.
Limited Tasks
3.
Limited Funding
The Project Mode: Not Simple
The Goal?
Foreign Aid: Change of Focus
THE PROJECT CYCLE:
THE PROCESS
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)
Planning
Budgeting
Legislation
Foreign
Policy
Ongoing
Projects
Office of
Management
And Budget
(OMB)
Design Approval
Implementation
Evaluation
Reporting
LDC
Needs
Agency Policy
Global Sector Strategies
Regional Strategies
Research Strategy
Management Objectives
Country
Program
Strategy
(DAPI)
Field of
Concentration
Strategy
(DAPII)
Budget
Submissions
Project
Identification
Document
(PID)
Congressional
Presentation
(CP)
Project
Review
Paper
(PRP)
Project
Paper
(PP)
Appropriation
PreImplementation
Operational
Year Budget
(OYB)
Implementation
Lessons Learned
Evaluation Criteria
Financial
Programming
Implementation
Program Support
Personnel Administration Support
Evaluation
Project Reporting
Project Performance
Tracking (PPT);
Financial Reporting
Prior
Evaluation
Host
Country
MANAGEMENT
INFORMATION
SYSTEM
Management Reports
External Needs
Data Bank (CPDB, PAIS, DIS, ESDB)
Database for Future Decisions, Policy
Ex-Post
Facto
Evaluation
Blueprint Approach to
Development Planning
Planner
Project
Blueprints
Administrators
Actions
Target
Population
Tested Models
Pilot Project
Researchers
Actual Change
Versus
Targeted Change
Evaluation
Researchers
Before-After
Surveys
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
The Project Cycle
1. Design
3. Evaluation
Project
Objectives
Achieved
2. Execution
Source: Project Management System, Practical Concepts, Inc., Washington, DC 1979.
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
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
-Baseline Analysis
-Benchmarks
6.
Results Framework system now is "under review."
Ten Minute Break
Project Management System Provides Tools to
Support all Stages of the Project Cycle
Logical Framework
Performance Networks
1. Design
Networks display performance
plans over time
3. Evaluation
Project
Objectives
Achieved
2. Execution
Evaluation System
Reporting System
ACHIEVEMENT
EXCEPTION
Evaluations assess performance
against plans and analyze causal
linkages
Progress indicators and formats for
communicating project information
Practical Concepts, Incorporated
Preparation of Documents:
Donor – USAID-A Paper Mill



Country Strategy
Paper (DAP)

Technical Proposal

Project Identification
Document (PID)

Project Paper (PP)

Program Agreement
Concept Paper
(Sector:
Country Context
Paper
Implementation Documents
Program Agreement
(Donor to Country)
PP (USAID)
(PP = Project Paper)
Technical Proposal
(Contractor to Donor)
Country Context Paper
(Contractor to Country)
The Project Cycle: Redeux
The Project Cycle

Implementation

Carrying out actions planned

Personnel: local (and foreign)

Physical and organizational Needs

Budget
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
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 (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
M&E During Project Execution
PHYSICAL EXECUTION
LOGFRAMES
M&E
Plan
PLANS (PEP)
Design
FINANCIAL
EXECUTION
PLANS (FEP)
Evaluation
Purpose
Execution
MONITORING &
EVALUATION
REPORTS
PERIODIC &
MID-TERM
EVALUATIONS
SPECIAL
RESULTS
ALERT
The Logical Framework
NARRATIVE
SUMMARY
GOAL
PURPOSE
OUTPUTS
INPUTS
INDICATORS
MEANS OF
VERIFICATION
ASSUMPTIONS
Example of Project Objectives

GOAL


PURPOSE


Hygienic practices adopted by the rural
population.
OUTPUTS



Illnesses caused by impure drinking water
reduced.
Clean water provided to 60% of villages in
Northwest Region.
Health workers trained.
ACTIVITIES [or Inputs] Measured in Money
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 Framework
NARRATIVE
SUMMARY
GOAL
PURPOSE
OUTPUTS
INPUTS
INDICATORS
MEANS OF
VERIFICATION
ASSUMPTIONS
Horizontal Logic of the Logframe
NARRATIVE
SUMMARY
GOAL
PURPOSE
COMPONENTS
ACTIVITIES
INDICATORS
MEANS OF
ASSUMPTIONS
VERIFICATION
The Means of Verification
Objectives
Observable
Verifiable
Indicators
Means of Verification (MOV)
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
Reporting
Circulation
(expected format (letter, (expected
uses)
written report, information
oral
users)
presentation,
etc.)
Physical Execution Plan
Component/
Activities/Tasks
1. Component
a. Activity
b. Activity
c. Activity
2. Component
a.
b.
c...
Time
Product
Responsibility
7 units
Construction
Unit
3 units
Technical
Support Unit
Appropriate Technology
Next Week
Foreign aid


Dealing with Donors
Coping with Clients
Tamryn Klitgaard, Sri Sri, Kristen Klitgaard,
and President Robert Klitgaard Claremont
Graduate School
Discussion of Books:
Klitgaard, Tropical Gangsters

Short Precise of book

Strengths, weaknesses, critique

Compare to earlier reading
What else have you been reading?
Picard, Groelsema, et. al.
Picard and Buss, A Fragile Balance?
Lancaster