1. Foreign Aid and LDC Administration Comparative and Multilateral Aid: The Intersection of Policy, Projects and Implementation

2. Three Page Proposal 1. Introduction and Project Statement 2. Literature Review 3. Major Hypotheses 4. Methodology Due: November 3, 2011

3. “Projectization”

4. Overview of Session Legacy Themes The Changing Environment of “Projectization” The Project: A “quick and dirty” Introduction

5. LEGACY THEMES “Hearts and Minds” vs. Samuel Huntington

6. 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] [i] Neil Sheehan, A Bright Shining Lie: John Paul Vann and America in Vietnam (New York: Random House, 1988), p. 562. [i]

7. Winning Hearts and Minds: Gun Purchase Program in Vietnam

8. Vietnam: My Lai Massacre

9. 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

10. 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

11. Hearts and Minds- Huntington’s Theory

12. Samuel P. Huntington, (April 18, 1927 – December 24, 2008)

13. II. The Changing Environment of “Projectization” From Structural Adjustment to a Post- September 11 Stability? 1983-2011

14. Review: Second [and First] World as New Debtors 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

15. Chad: A Symbol of Ethnic Conflict

16. Wall Street: 2011

17. Foreign Aid’s Future IMAGE

18. 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

19. 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

20. 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?

21. World Markets

22. Market Failure Models

23. Foreign Aid vs. Technical Assistance: The Project Mode Environment- Four Themes Current bias to international trade Governance and Nation Building Back to the future Get the LDC economy back to the 1950s Dependent development Is it dependent and is it development?

24. As Foreign Policy?

25. Foreign Aid: Enter the Project Mode, circa the mid-1980s THE PROJECT CYCLE: A QUICK AND DIRTY INTRODUCTION

26. The Project Mode 1. Limited Time 2. Limited Tasks 3. Limited Funding

27. The Project Mode: Not Simple

28. The Goal?

29. Mini-Discussion What will you be doing two years from now?

30. 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?

31. The U.S. Foreign Aid Process: Development Assistance Programs (DAPs) Office of Management And Budget (OMB) Evaluation Ex-Post Facto Evaluation Implementa- tion Pre- Implementa- tion Project Paper (PP) Project Review Paper (PRP) Project Identification Document (PID) Field of Concentration Strategy (DAPII) Country Program Strategy (DAPI) Prior Evaluation Operational Year Budget (OYB) Appropriation Congressional Presentation (CP) Budget Submissions Ongoing Projects Host Country Legis- lation Foreign Policy LDC Needs Agency Policy Global Sector Strategies Regional Strategies Research Strategy Management Objectives Financial MANAGEMENT Programming INFORMATION Management Reports Implementation SYSTEM External Needs Program SupportData Bank (CPDB, PAIS, DIS, ESDB) Personnel Administration SupportDatabase for Future Decisions, Policy Lessons Learned Evaluation Criteria Project Reporting Project Performance Tracking (PPT); Financial Reporting Planning Budgeting Design Approval Implementation Evaluation Reporting

32. Blueprint Approach to Development Planning Pilot Project Researchers Before-After Surveys Planner Administrators Target Population Evaluation Researchers Actions Project Blueprints Actual Change Versus Targeted Change Tested Models

33. 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

34. Source: Project Management System, Practical Concepts, Inc., Washington, DC 1979. Project Objectives Achieved 3. Evaluation2. Execution 1. Design The Project Cycle

35. Design Identifying nature of problem and possible solutions--specific needs and desired changes Appraisal (Mandatory) data needed to prepare project plan

37. The Project Cycle Analysis--collection of: Prediction Selection of preferred alternatives Changing the parameters?

39. 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."

40. Logical Framework Performance Networks Practical Concepts, Incorporated Project Objectives Achieved 3. Evaluation2. Execution 1. Design Evaluation SystemReporting 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

41. 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

42. PP (USAID) (PP = Project Paper) Program Agreement (Donor to Country) Technical Proposal (Contractor to Donor) Country Context Paper (Contractor to Country) Implementation Documents

43. The Project Cycle

44. Implementation Carrying out actions planned Personnel: local (and foreign) Physical and organizational Needs Budget VIDEO: THE REST OF THE STORY

45. Ten Minute Break

46. Fragile Support Systems

47. 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

48. Monitoring and Evaluation Nature of Data: Interview vs. survey Impact vs. Delivery Seat of the pants observation "the old quick and dirty"

49. 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

50. 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

52. 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

53. PERT Chart

54. 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

56. 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

58. 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

59. 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

60. End of Project Status

61. 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

62. Oil Field: EOPS

63. M&E During Project Execution Design ExecutionEvaluation LOGFRAMES SPECIAL RESULTS MONITORING & EVALUATION REPORTS FINANCIAL EXECUTION PLANS (FEP) ALERT PERIODIC & MID-TERM EVALUATIONS Purpose PHYSICAL EXECUTION PLANS (PEP) M & E Plan

64. The Logical Framework NARRATIVE SUMMARY INDICATORS MEANS OF VERIFICATION ASSUMPTIONS GOAL PURPOSE OUTPUTS INPUTS

65. 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

66. How it Looks

67. 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.

68. The Logical Framework NARRATIVE SUMMARY INDICATORS MEANS OF VERIFICATION ASSUMPTIONS GOAL PURPOSE OUTPUTS INPUTS

69. Horizontal Logic of the Logframe NARRATIVE SUMMARY INDICATORS MEANS OF VERIFICATION ASSUMPTIONS GOAL PURPOSE COMPONENTS ACTIVITIES

70. The Means of Verification Hierarchy of Objectives IndicatorsSources of information Method for data collection Agency responsible for data collection, analysis, and dissemination (information producer) Method for analysis of data FrequencyApplication (expected uses) Reporting format (letter, written report, oral presentation, etc.) Circulation (expected information users) Objectives Observable Verifiable Indicators Means of Verification (MOV)

72. Horizontal Logic of the Logframe NARRATIVE SUMMARY INDICATORS MEANS OF VERIFICATION ASSUMPTIONS GOAL PURPOSE COMPONENTS ACTIVITIES

73. Physical Execution Plan 1. Component a. Activity b. Activity c. Activity 2. Component a. b. c... 7 units 3 units Construction Unit Technical Support Unit Component/ Activities/Tasks TimeProductResponsibility

74. Appropriate Technology

75. Some of our Authors

76. Janine Wedel, Born, 1948

77. Paul Collier, Born U.K. July 6, 1984

78. Bob Woodward, (Born March, 26, 1943) Veil

79. Graham Greene (1904-1991)

80. Michela Wrong, Born U.K. 1961 Video: On Corruption Video: On Corruption

81. Next Week Foreign aid Dealing with Donors Coping with Clients