The document provides guidance on developing an annual work programme and budget (AWPB) for a project. It emphasizes that an AWPB is a critical tool for project implementation that plans activities, budgets, procurement, and monitors progress. It outlines the key components and level of detail an AWPB should contain, including work plans by component, quantitative targets, timelines, budgets, and procurement plans. It also stresses the importance of participation and realistic planning in developing an AWPB.

1. Dec 2010 Annual Work Programme & Budget (AWPB)

2. Purpose Emphasises & integrates management priorities for implementation , forecasting procurement requirements & facilitating the mobilisation of staff & resources as needed Legal requirement for the release of funds by donors Tool to control costs , review & assess performance & achievement of targets each year Why do we need it? AWPB is arguably the most critical managerial tool for the implementation of a project and provides, in addition to the financing agreement, the legal basis for making expenditures . It is a tool to plan for progress towards development effectiveness & impact , ensuring progressive milestones are reached towards the achievement of a project’s objectives & outputs and forms the basis for M&E

3. Procedures Timely submission of draft AWPB to IFAD (as stipulated in financing agreement) IFAD (CPM) – “ No Objection ” to draft AWPB to be sent within 30 days Finalization of AWPB by PMU (within the timeline stipulated in financing agreement but prior to the start of the implementation year) The importance of a good AWPB cannot be over-emphasised – it is not just about procedures or about timeliness!

4. Objectives of AWPB It is a mechanism for targeting, activity, inputs, outputs & outcomes, physical & financial planning, designed to ensure that project activities & required resources are fully integrated within management & objective process This mechanism should include, under each component/ category: establishment of responsibilities establishment of beneficiary communities’ field activities thorough preparation based on realistically attainable goals, objectives & Financing agreement compliance planning of required inputs & (human) resources & their outputs strict adherence to the budget cycle in the AWPB processing integration of AWPB into the process of physical, financial, technical & impact monitoring

5. Determining the Contents Project Management should determine contents & format appropriate to the project specificities + most important past experiences The following data and policy instructions may be taken into account: Government financial regulations/ Treasury circulars that set the budget submissions timetable cycle & instruct on content/ format Project Design Report (if relevant, usually only at the start of a project as then overtaken by actual experience & no longer so relevant) –project design, detailed costing & description of development objectives, establishes & provides information on long-term plans & indicative component & category limits Financing Agreement - legally binding Input from beneficiary & communities’ proposals No Standard Contents

6. Who should be involved & how? Full participatory approach – in both drafting & dissemination of final document Entire project team, including Finance/ M&E/ Technicians Implementing partners Beneficiaries/ stakeholders Regional/ district representatives Basic principles of good planning budgeting practices to be followed (but not be limited to): timeliness & accuracy in preparation best estimates for required inputs and (human) resources to achieve outputs & planned results clear definition of goals & objectives full & clear understanding that the financial data therein will be used as a management tool, based on established responsibility centres ensuring full participation of stakeholders in regions & districts

7. General Format Summary of progress & performance & lessons since effectiveness Description of Work Plan of current year including: objectives (why?); activities (how?); deliverables & outputs (what?); required inputs; implementation arrangements (when?); institutional responsibilities (who?); key M&E indicators; etc. M&E activities (bench-marking, operation of M&E system); impact-oriented data related to participating villages & households, expected outputs, etc. Quantitative data of planned inputs in table format including: detailed physical & financial targets, sources of funds, budget summary tables Monthly/ Quarterly activity schedules & timelines

8. Detailed Elements The consolidated AWPB is expected to contain several key elements… Introduction Activities & Resources Schedule Procurement Plan Summary Training & Technical Assistance Schedule Budget & Financing Plan

9. Example of Contents 1 . Introduction Programme Outline Annual Planning and this AWPB 2 . Implementation Progress and Performance to Date Overall Performance Progress by Component and Region 3. Project Strategies and Focus for the Coming Year 3.1 Key Opportunities and Constraints and Action Required 3.2 Strategic Focus 3.3 Component 1 - activity, inputs, outputs, expected results, etc. 3.4 Component 2 – etc. 4 . Consolidated Annual Budget Appendix 1: Annual Logframe Appendix 2: Procurement Plan Appendix 3: Staff Development Plan Appendix 4: Budget by Region

10. Checking the Contents - Tips Is the AWPB complete ? Does it include summary progress, activities & resource schedule, budgets, procurement plan, training & TA schedule? Is the work plan linked to project log-frame (activities, inputs, outputs)? Is the strategic direction adequately reflected in the work plan (& component sub-plans)? Are inputs & outputs adequately quantified, is there coherence between inputs & outputs & links to expected results? Do implementation schedules appear realistic, appropriate milestones/ targets? Is there evidence of adequate M&E system in place & operating? Are measures & activities for impact monitoring & reporting adequate? Is the budget generally consistent & coherent with planned activities, inputs & outputs?

11. First Year AWPB Plan actions for coming year Responsibilities Determine what and how needs to be contracted/ purchased Main tool to measure progress towards development effectiveness & impact

12. Typical First Year Inputs PMU: Vehicles and Office Equipment 4WD vehicles desktop & notebook computers; printers; software fax machine; photocopier; telephones office furniture; air conditioners stationery, etc. Technical Assistance Inputs Procurement/ contracting specialist Monitoring & Evaluation specialist other technical assistance as required Sub-Contracts accounting software English language training computer training Recurrent Costs PMU salaries & allowances vehicle operation & maintenance office operation & maintenance office utilities & supplies

13. Additional elements to AWPB From Project Year 2, the consolidated AWPB will contain the following additional key elements: Physical progress made in prior year, including quantitative data Financial progress in prior year, including cost overruns & savings, analysis of flow of funds from financiers Procurement performance Constraints & problems from prior year, & recommendations to resolve them; good practices to be scaled up Lessons learned & rationale for the activities proposed

14. Thank You