The right proposal Basic elements for high quality proposals

The right proposalThe right proposal

Basic elements for high quality proposalsBasic elements for high quality proposals

ProgrammeProgramme

1.1. Introduction Actualised Human Rights StrategyIntroduction Actualised Human Rights Strategy

Jean-Pierre Kempeneers, Head Human Rights DivisionJean-Pierre Kempeneers, Head Human Rights Division

2. Proposal Drafting2. Proposal Drafting

Lex van der Hoeven, ControllerLex van der Hoeven, Controller

Rules of the GameRules of the Game

Interruptions and questions are permittedInterruptions and questions are permitted

You are invited to put forward doubts, cases and bottlenecksYou are invited to put forward doubts, cases and bottlenecks

However:However:

Questions on the policy framework and grant decisions will be Questions on the policy framework and grant decisions will be answered during the session, where possible, and answered during the session, where possible, and

published on the website of the MFApublished on the website of the MFA

Discussions on policy issues or criteria will not be entertained Discussions on policy issues or criteria will not be entertained

Individual cases of participants will not be discussed. Replies Individual cases of participants will not be discussed. Replies will be given through (similar) exampleswill be given through (similar) examples

For this sessionFor this session

Rules for assessing proposalsRules for assessing proposals

Proposals will be evaluated on the written information Proposals will be evaluated on the written information provided provided before the deadline before the deadline for submitting proposalsfor submitting proposals

This means:This means:

Evaluators cannot take into account information obtained Evaluators cannot take into account information obtained through previous interaction with the applicant or other through previous interaction with the applicant or other

meansmeans

Contrary to the past – it is Contrary to the past – it is notnot possible to submit additional possible to submit additional information after the deadline. information after the deadline.

In other words: if its not there when the deadline expires, it will In other words: if its not there when the deadline expires, it will not be considered. This can lead to (very) unfortunate not be considered. This can lead to (very) unfortunate

proposal rejections!proposal rejections!

Relevant for applicantsRelevant for applicants

In the past, a good idea, sympathetic target group and some In the past, a good idea, sympathetic target group and some good prose were good enough for donors….good prose were good enough for donors….

The times, they are changing….The times, they are changing….

……Now the buzz words are ‘Log-Frames’, ‘Local ownership’, ‘ Now the buzz words are ‘Log-Frames’, ‘Local ownership’, ‘ Value for Money’, ‘Result-Based management’, etc.Value for Money’, ‘Result-Based management’, etc.

From good ideas to intervention strategies…From good ideas to intervention strategies…

Basic elements:Basic elements:

1.1. Context analysisContext analysis

2.2. Inputs, Output, Outcome and SustainabilityInputs, Output, Outcome and Sustainability

3.3. Progress monitoring based on quality indicatorsProgress monitoring based on quality indicators

4.4. Linking output + resources (value for money);Linking output + resources (value for money);

5.5. defining defining Monitoring ProtocolsMonitoring Protocols;;

MFA adjusts its requirements for proposalsMFA adjusts its requirements for proposals

Context analysisContext analysis

Problem definition:Problem definition:

Should be specific, precise and referring to Should be specific, precise and referring to relevant bottlenecks:relevant bottlenecks:

• LegalLegal

• Access to ... (capital, markets, information)Access to ... (capital, markets, information)

• Skills / knowledgeSkills / knowledge

• Non functioning... (markets, institutions, etc.)Non functioning... (markets, institutions, etc.)

A clear problem definition is the basis for a well drafted programmeA clear problem definition is the basis for a well drafted programme

Multi-stakeholder analysis:Multi-stakeholder analysis:

• Target group – preferably involved in all succeeding Target group – preferably involved in all succeeding steps of the drafting processsteps of the drafting process

• Legal frameworks and role of the authoritiesLegal frameworks and role of the authorities

• Other relevant actorsOther relevant actors

• Other initiatives in the same area / regionOther initiatives in the same area / region

The core of the proposal …The core of the proposal …Definitions OECD/DACDefinitions OECD/DAC

InputsInputsTotal of resources Total of resources

OutcomeOutcomePositive changesPositive changes

OutputsOutputsDelivered productsDelivered products

(Activities)(Activities)(Unspecified)(Unspecified)

SustainabilitySustainabilitySustainability of Sustainability of

outputsoutputs

Definition OESO/DAC:Definition OESO/DAC:

The products, capital goods and services which result from a development The products, capital goods and services which result from a development intervention. intervention.

This may also include changes resulting from the intervention which are This may also include changes resulting from the intervention which are relevant to the achievement of outcomes.relevant to the achievement of outcomes.

These products, services or changes are within the These products, services or changes are within the span of control span of control of the of the Organisation and its Southern partners (formulated SMART)Organisation and its Southern partners (formulated SMART)

OutputsOutputs

Remarks:Remarks:

The level for defining outputs depends on the type of program and the The level for defining outputs depends on the type of program and the organisation organisation

In case the programme is to be carried out with southern partners, the In case the programme is to be carried out with southern partners, the outputs have to be defined at this level outputs have to be defined at this level

Outputs should have a direct relation with the Outputs should have a direct relation with the outcome(s)outcome(s);;

OutcomesOutcomes


The achieved short-term and medium-term effects of an The achieved short-term and medium-term effects of an intervention's outputs. intervention's outputs.

It refers to a change (f.i. in behaviour or in organisational It refers to a change (f.i. in behaviour or in organisational capacity) relative to the situation at the outset.capacity) relative to the situation at the outset.

These changes are within the These changes are within the span of influence span of influence of the of the Organisation and its Southern partners Organisation and its Southern partners

Relation outputs and outcomesRelation outputs and outcomes

Span of controlSpan of control Span of influenceSpan of influence

ORGORG S-Part.S-Part.

Ou

tpu

tsO

utp

uts

Ou

tco

me

Ou

tco

me

Target GroupTarget Group

Drinking water + SanitationDrinking water + Sanitation

Relation outputs - outcomesRelation outputs - outcomes

Within span the of control, Within span the of control, this is an output this is an output

Is outside of the span of influence!Is outside of the span of influence!

Number of people Number of people connected (Outcome)connected (Outcome)

a) # Trained Southern-a) # Trained Southern-partner staff (Output)partner staff (Output)

Y% economical growth Y% economical growth in region A (Outcome)in region A (Outcome)

b) X people connected b) X people connected (Output)(Output)

ExamplesExamples

This is not an output This is not an output trough trough the partner; it is the partner; it is

at activity levelat activity level

c) X people connected c) X people connected (Output)(Output) Z% less cholera in 10 Z% less cholera in 10

villages (Outcome)villages (Outcome)

Span of controlSpan of control

Span of influenceSpan of influence

NGONGO

SouthernSouthernpartnerpartner

OutputOutput

Trained staff Trained staff Southern partn.Southern partn.

# people # people connectedconnected

OutcomeOutcome

Target group Target group Decrease % Decrease % Cholera in 10 Cholera in 10

villagesvillages

% Economical % Economical growth in Region growth in Region

AA

Good Governance (GG) – for reduction of povertyGood Governance (GG) – for reduction of poverty

ExamplesExamplesRelation Output - OutcomeRelation Output - Outcome

a) # S-partner with Result a) # S-partner with Result Based Management (OP)Based Management (OP)

X S-citizens involved in GG X S-citizens involved in GG activities (OC)activities (OC)

Improvement of Improvement of democracy in 10 countries democracy in 10 countries

(OC)(OC)

b) For each cry 10 civilian b) For each cry 10 civilian initiatives in favour of the initiatives in favour of the

poor (OP)poor (OP)

For each country 5 cases For each country 5 cases on changes in policy in on changes in policy in favour of the poor (OC)favour of the poor (OC)

c) For each cry 10 civilian c) For each cry 10 civilian initiatives in favour of the initiatives in favour of the

poor (OP)poor (OP)

Within span the of control, Within span the of control, this is more like an output this is more like an output

This is not an output This is not an output trough trough the partner; it is the partner; it is

at activity levelat activity level

Is outside of the span of influence!Is outside of the span of influence!

SustainabilitySustainability

Solution:Solution:

1.1. Identifying Identifying inputsinputs (e.g. contribution of target group) and (e.g. contribution of target group) and outputsoutputs, which are critical for sustainability, which are critical for sustainability

2.2. Based on the progress of these indicators, it is assumed Based on the progress of these indicators, it is assumed likely that the outputs are will be sustainablelikely that the outputs are will be sustainable


The continuation of the benefits of a development initiative, The continuation of the benefits of a development initiative, after the intervention stopped;after the intervention stopped;

Scope for continuation of benefits – Mitigation of risksScope for continuation of benefits – Mitigation of risks

Dilemma:Dilemma:

Only at the end of the program its Only at the end of the program its sustainability can be evaluatedsustainability can be evaluated

SustainabilitySustainabilityThe nature of the added value…The nature of the added value…

Tan

gib

leT

ang

ible

Inta

ng

ible

Inta

ng

ible

CollectiveCollective IndividualIndividual

Professional Professional trainingtraining

HIV-AIDS HIV-AIDS educationeducation

Human rightsHuman rights

surfaced surfaced roadroad

OwnershipOwnership

Ty

pe

of

res

ult

sT

yp

e o

f re

su

lts

… … determines the sustainability strategydetermines the sustainability strategy

SustainabilitySustainabilityImplication added value matrixImplication added value matrix

Tangible – CollectiveTangible – Collective

Maintenance systems + collective Maintenance systems + collective payment mechanisms (social structures)payment mechanisms (social structures)

Tangible – individualTangible – individual

Balance between added value and the Balance between added value and the user costs + efficient collection are user costs + efficient collection are central central

Intangible – individualIntangible – individual

Making visible the ‘benefits’ – linking Making visible the ‘benefits’ – linking them to tangible results and productsthem to tangible results and products

Intangible – collectiveIntangible – collective

Strategies aimed at diversifying financial Strategies aimed at diversifying financial resources – ODA / private sector + Making resources – ODA / private sector + Making

visible Added Valuevisible Added Value

Professionalizing volunteersProfessionalizing volunteers

SustainabilitySustainabilityThree LevelsThree Levels

Partner organisationsPartner organisations

Institutional capacity to reach their target groups and to add value for theseInstitutional capacity to reach their target groups and to add value for these

Target groupTarget group

Citizens in destination countries - previous sheetCitizens in destination countries - previous sheet

Private organisationsPrivate organisations

Policy makersPolicy makers

Own organisationOwn organisation

Institutional capacityInstitutional capacity

Value Value addedadded Retribution Retribution

Value Value addedadded Retribution Retribution

The core of the monitoring …The core of the monitoring …Measuring for resultsMeasuring for results

Procedure:Procedure:

1. For each programme and aspect (Inputs, Outputs, 1. For each programme and aspect (Inputs, Outputs, Outcome, Sustainability) Outcome, Sustainability) 22 to to 4 4 indicators should be indicators should be

chosen, chosen, for which for which targets targets need to be specifiedneed to be specified

2. The monitoring of progress for these targets can be 2. The monitoring of progress for these targets can be basis basis for for annual reportsannual reports and and -plans-plans

TargetsTargetsFunctionFunction

Definition:Definition:

Operational quality criteria for the chosen Operational quality criteria for the chosen indicators related to Inputs, Outputs, Outcome and indicators related to Inputs, Outputs, Outcome and


Defining targets:Defining targets:

• Targets are preferably both realistic and ambitious. They are Targets are preferably both realistic and ambitious. They are attainable, but clearly demand (management) effort of the NGO + attainable, but clearly demand (management) effort of the NGO +

Southern-partnersSouthern-partners

• Discussions with regard to monitoring protocol are not meant for Discussions with regard to monitoring protocol are not meant for making changes to the proposalmaking changes to the proposal

Targets - examplesTargets - examplesDrinking Water and SanitationDrinking Water and Sanitation

Effort professionals Effort professionals drinking water drinking water

companiescompanies

50 months each year50 months each year

# people with access # people with access to DW+SSto DW+SS 100.000100.000

Quality drinking – or Quality drinking – or groundwatergroundwater

Quality conform Quality conform WHO standardsWHO standards

Contribution target Contribution target groupgroup

100% maintenance 100% maintenance costscosts

end of programend of program

IndicatorIndicator TargetTarget

OutputOutput

OutcomeOutcome(% cholera)(% cholera)


InputsInputs

HIV AIDS – use of condomsHIV AIDS – use of condoms

Public fund raisingPublic fund raising50% of program 50% of program

resourcesresources

Satisfaction of Satisfaction of attendees of the attendees of the

seminarsseminars75% finds it useful75% finds it useful

Sales of condoms in Sales of condoms in target areastarget areas

Increase of 1,0 mln. Increase of 1,0 mln. per annumper annum

# schools including the # schools including the educational tools in the educational tools in the

curriculumcurriculum

50% in target area50% in target area

IndicatorIndicator StreefwaardeStreefwaarde

Output Output (500.000 pers. (500.000 pers.

resached)resached)

OutcomeOutcome(% HIV/AIDS)(% HIV/AIDS)


InputsInputs

Targets - examplesTargets - examples

Target - examplesTarget - examplesGood governanceGood governance

Contribution other Contribution other donorsdonors

33% of the budget33% of the budget

Quality of campaigns Quality of campaigns (10 per country)(10 per country)

90% gets attention in 90% gets attention in national media national media

partner countriespartner countries

Number of initiatives Number of initiatives selected by parties with selected by parties with

+20% seats+20% seats75%75%

Donor diversificationDonor diversificationLargest donor Largest donor <20% - Local <20% - Local donors > 20%donors > 20%

IndicatorIndicator TargetTarget

OutputOutput

OutcomeOutcome(policy)(policy)


InputsInputs

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The right proposal Basic elements for high quality proposals