Project Development and Management: - why and what for - with whom - potential activities - expected results - challenges

1. Project Development and Management
Justifications & Opportunities
Dr. Edith Hesse
Head Corporate Communications and Capacity Strengthening (CCC)
CIAT

2. Outline
• PDM – why and what for
• PDM – with whom
• PDM – potential activities
• PDM – expected results
• PDM - challenges

3. PMD – why and what for?
• PMD becomes important due to continuous increase in
restricted funds
 Currently about 70% of total funds in most CG centers
• Efficient management and different approaches become a
necessity
 Working teams comprising administrative and research staff

4. PMD – why and what for?
• Need for improved coordination and communication
 Research
 Finance
 Human Resources
 Donors/stakeholders
• Need for clear lines of reporting in all areas involved in
restricted funds management
• Need for efficient monitoring and control of restricted funds
management

5. PDM – why and what for?
• All scientists expected to participate in fund raising
• Management is complex and time consuming
• Capacity to manage these funds is required
• Several CGIAR centers have created or are in the process
of creating PDM offices

6. PDM – with whom?
PDM will collaborate with scientists and support staff in
areas of
 Resource mobilization
 Donor relations
 Budgeting
 Research and strategic planning
 Public awareness
 Human resources administration
 Information, documentation & knowledge sharing

7. PDM – potential activities
Opportunity identification and coordination
 Strategy for resource mobilization
 Active targeting
 Contact point for donors & stakeholders

8. PDM – potential activities
Project cycle coordination
 Participation in research teams during proposal
development
 Full cost budgeting
 Non-technical editing
 Proposal submission process

9. PDM – potential activities
Institutional planning and reporting
 Coordinate the preparation of institutional reports
to donors and other stakeholders (eg. CGIAR)
 Develop indicators on grants/funds for decision
making
 Enable repeat of projects

10. PDM – potential activities
Manage all aspects of legal documents related to restricted
funds
 Revision
 Signature
 Monitoring
 Execution
 Reporting
 Close out or renewal

11. PDM – potential activities
Manage legal documents with partners
 Develop legal documents
 Monitor legal document execution
 Authorize payment to partners
 Monitor technical and financial report input from
partners

12. PDM – potential activities
Elaborate information for decision making
 Input to institutional working budget
 Develop indicators on
– Grants signed
– Grants in pipe-line

13. PDM – potential activities
Provide support to research leaders
 Budgeting
 Execution
 Reporting

14. PDM – potential activities
Support to research leaders
 Budget development
– Guidance of support upon proposal submission
– Ensure compliance with full-budgeting principle
 Project start-up

15. PDM – potential activities
Support to research leaders
 Fund execution
• Fund receipt & acknowledgement
• Exchange rate monitoring
• Financial obligation monitoring
• Personal contracts, partner LoAs
• Payment authorization
• Expense transfer between cost centers

16. PDM – expected results
• Improved coordination and communication among
administrative and research areas and donors/stakeholders
• Clear lines of reporting in all areas involved in restricted funds
management
• Improved monitoring and control of restricted fund
management

17. PDM – challenges
• Center overheads considered too high by donors
• Convert technical & research support costs into direct costs
(full cost budgeting)
• Methodology for full cost budgeting (e.g., charges based on
staff time: Full Time Equivalents - FTE)
• Distinction between special projects based at HQ or in the
regions
• Others

18. Thank you!