data/part_1/01472f9b6eb77c0f234c97b13cc0bd78.json

{"metadata":{"id":"01472f9b6eb77c0f234c97b13cc0bd78","source":"gardian_index","url":"https://cgspace.cgiar.org/rest/bitstreams/5172093c-7ee6-4166-b559-860bc4d48f1a/retrieve"},"pageCount":63,"title":"36 OrgamzatlOna! Structure for ProJect Management as Outhned m Proposa!s 37 Budget FormulatlOn foc Proposa!s 38 Wntmg StyJe for Proposa!s liI 4 O How to Prepare Cootracts, Progress and EvaluatlOD Reports for Donors 4 1 ObJectlves 4 2 Background 4 3 Contractmg 4 4 Progre ss Reportmg and ProJec! MOnltormg 45 EvaluatIon 4 6 End-of-ProJect Reportmg s O CIA T Internal Pohcles 5 1 ObJecllves 5 2 Background 5 2 I Intemal ProJect Profile 522 Technlcal and Management Revlew and Pnontlzmg ofProJee! Ideas 53 Roles and ResponslblhlIes 5 3 I Roles and ResponSlbIlltles of the ProJect Development and ProJeet Support Ofuces In ProJect Deslgn and AdmmlstratlOn 54 Overvlew ofthe ProJee! IdentlficatlOn, Pnontlzmg and Implementabon Process 55 Approval Responslblhtles for ProJect Ideas, ProfiJes and Proposals 56 Responslblhtles for Proposal Preparatlon 57 CIA T GUldehnes for Costmg ProJee! Budgets 571 Indlree! Costs 572 Personnel Costs 573 Hotel AccommodatlOn for Conferences 574 Slmultaneens TranslatlOn Costs for Conferences 575 Datly Rental Rate for Conferences Rooms 576 Vehlcles Lease 577 ProvlslOn for PubhcatlOnslDocumentatlon 578 Photocoples 579 Mlaml Offiee Purchases 5 7 10 TelecommunlcatlOnslFax Charges 5 7 1I Alrfares (1995) 57 12 Inflatlon 58 Techmcal And Management Revlew of Draft Proposals 59 CIA T OrgamzatlOn 510 Relallonshlp between Core and Complementary Funde<! Projects","keywords":[],"chapters":[{"head":"","index":1,"paragraphs":[{"index":1,"size":14,"text":"• 1'0 mcrease the relevance, Impact, effectlVeness and efficlency of CIA T's research andtrammg"},{"index":2,"size":30,"text":"• To provlde mcreased accountablhty and VlSlblhty for donar funds by developmg lmpact onented proJccts that mtegrate developmental relevance to donor pnonttes wlth CIAT's strateglc research mterests and NARS' pnonlles"},{"index":3,"size":52,"text":"• To provlde a mechanlsm that enables a resource moblhzatton strategy to be rntegrated wlth ¡he research strategy of CIA 1'5 Strateglc Plan 1 2 Background 1 2 1 Core Vernus Complementary Fundmg CIA T recelves donor fundmg m three dlfferent ways, each of WhlCh IS or potenttally can be proJcct based"},{"index":4,"size":10,"text":"• Unrestrlcted core (untlcd donar contrlbutlons to Implementthe approved mldtermplan)"},{"index":5,"size":15,"text":"• Restrlcted eore (donar contrtbutlons to Implement a speclfic par! of tIle approved mld-term plan)"},{"index":6,"size":19,"text":"• Complementary (donor contrlbuttons for speclfic proJects tIlat are related to, but usually not mcluded m the mld-term plan)"},{"index":7,"size":5,"text":"1 2 2 Donor Trends"},{"index":8,"size":34,"text":"• TradltlOnal CGIAR donors are facmg constant or decreasmg ODA budgets al horne and pressure to slllft resourees to mltlate oew programs (e g ,for Eastern Europe and the republtcs ofthe former Soviet Untan)"},{"index":9,"size":23,"text":"• The number of IARCs has IOcreased from 13 to 16 resultmg m mcreased competttton amoog the centers for donar CG core fundmg"},{"index":10,"size":32,"text":"• There 15 mcreaslOg eompetltlon among eenters for speclal proJectfundmg (usually lhe donor's geographlc desks or envlronmental programs) WIlh lhe tradlttonal donors beca use mas! centers have no! dlverslfied Ihelr donar base"},{"index":11,"size":14,"text":"• Mosl centers have nOI aCllvely approached non-tradltlonal donors sueh as the prlvate sector"},{"index":12,"size":126,"text":"13 ProJects Tbe Hub oC ActlVIty Donors are mcreasmgly mterested m fundmg well-deslgned proJec!s thal generale tangible OUlputs wllh mensurable Impac! m finlte pertods oftlme In turn, by structunng lIs research along proJect 1mes, CIA T can mamtam a hlghly fleXible and dynamlc research program Iha! can respond lo lhe expecta!10nS and pnon!les expressed by the COlAR, CIA T'5 natlOnal and regIOnal chent\" and donors and potenllal mvestors m CIA T By orgamzmg research along proJec! Imes, CrA T mtroduced a total budget approach to fundmg lhese proJects Budgets for core and complementary proJects are mtegrated, !bus enabhng staff and managemenl lO better ascertalO the real cost of any actlvlty, report expendltures foraudltmg, aVOld meffiClenCles 10 resource ullhzatton and Identlfyconstramts on outputs, and assess proJect performance"},{"index":13,"size":7,"text":"The movetowards proJectlzatlOn Wl n result m"},{"index":14,"size":5,"text":"• decentrahzallOn of operatlonal declSlonsandaccountablhty"},{"index":15,"size":49,"text":"• entrepreneurshlp for fundmg proJects • Most bilateral and multllateral donors utlhze a proJect deslgn approach based on sorne verSlOn of a logleal framework analysls and a work breakdown structure of proJect actlvltIes Tbe comblOed LF AlWBS framework faclhtates not only proJcct deslgn but also progress reportmg and evaluatlon"},{"index":16,"size":100,"text":"• Tbe loglcal framework analysls approach to proJect deslgn IS a plannlOg process WhlCh spcctfies the program or sector goal, !he speclfic proJcct purpose, the outputs, mputs, the obJectlvely venfiable mdlcators fOf measunng!he attamment orthe goal, purpose, outputs and mputs, the means of venficatlOn of !hese mdlcators, and !he cntlcal assumptlons over WhlCh the proJect team has no control bul may mfluence !he project The logleal framework matrlx 15 a one or two page ovefVlew of lhe proJect whlch summanzes thls deslgn mformatlOn Acttvltles are not hsted m !he LF A smce they are provlded m !he work breakdown structure"},{"index":17,"size":66,"text":"• The work breakdown 5tructure IS a systematlc process of breakmg down a proJect mto hlerarchlcal levels of work, gradually reducmg!he scope and complexlty of the work packages or actlvltles unlll the deslred levells reached It can be summanzed In a one page graphlcal presentallon of!he proJect WhlCh Imks the goal, purpose and outputs defmed m the LF Ato spcclfic proJect actIvltlCS 2 3 ProJect Deslgn "}]},{"head":"I","index":2,"paragraphs":[{"index":1,"size":68,"text":"The purpose refers to the antlClpated effect whlch IS expected as a result of produemg the proJeet outputs It 15 the Immedlate obJectlve whlch descrIbes the mtended Impact of lhe proJec! on the dlrect beneficIarles, but IS beyond the dlrect control of the proJeet team smce I! relIes on how the beneficIarles wlll make use ofthe prOJee! outputs There should only be one ImmedIate proJeet obJectIve or purpose"},{"index":2,"size":33,"text":"The outputs are the speclfic kmds of results that can be expected from the good management oftne proJect mputs and acltvltles The proJeet team should be held accountable for the productlOo oflhe outputs"},{"index":3,"size":17,"text":"The mputs are the resources (funds, personnel and goods) thal are needed for the producuon ofthe outputs"},{"index":4,"size":55,"text":"The mdlcators are parameters, preferably those that can be quantlfied, whlch venfy the achlevement ofthe goal, purpose and outputs The mdlcators should define attamment m terms oftarget group (for whom), type of output (what), quantlty (how mueh), quahty (how good), time (by when) and 10catlOo (where) The mdlcators provlde a basls for mOOltonng and evaluatlOn"},{"index":5,"size":46,"text":"The means oí venfkatlOn should speclfy both the mstrument for measunng the mdIcator and the sources of mformallOn necessary to use the mdIcators (e g , quesllOnnalres and strucrured mlervlews the results of whlch are found m Mmlstry statIstlcal reports, proJect techmcal and financlal progress reports)"},{"index":6,"size":73,"text":"The crItIca! assumpbons are tne evenls or condltlons over whlch the proJect tcam have httle control but whlch must be assumed to eXIst Ifthe mputs are to be apphed, the outputs dehvered, and the obJectlves achleved These extemal faetors determme Ihe nsks of the proJeet They elarIfy and set the hmIts ofresponslbIhty for the proJect management Unsuccessful proJeets may be due to    What IS the mnovatJve contnbutJon of thlS proJect to strateglc research?"},{"index":7,"size":39,"text":"After achlevlng the output of thlS proJect, what else needs to be done to produce an output that can be utlllzed by ulbmate users (farmers)? Who wlll do It? How long wllllt take? What IS the probablhty of success?"},{"index":8,"size":171,"text":"If thls proJect produces an mtermedlate output, such as an Improved method or Informabon, how and how much wllI thls output contrlbute to achlevmg an output for ultJmate users? (e 9 WIU speed up research by X years willlOcrease probablllty of success from 40% to 50%) 30f20 How much wlIl the output of thls proJect contrlbute to Increased productlvlty or sustamablhty? (Be spec\\fic W1lllncrease Ylelds x kgs wlll reduce 5011 eroslon by x amount?) Who are the potentlal userslbeneficlarles (both short and long term) from the output of thls proJect?   In sorne cases, thefe may be a proJect team as50cIated wlth overseemg the proJect The team may COnslst of several CIA T staff members from dlfferent prograrus or sClentlfic resource groups along mlh partlClpants from olher research mstItutes, should lt be a consortlum proJect For most proJccts, CIAT mil be the lead partner and mil marntam Ihe contractmg and reportmg responslblhty mlh Ihe donor CIAT may, however, sub-contract to other consortlum members for tmplementmg speclfic components or actlvltles of Ihe proJect"},{"index":9,"size":51,"text":"The     Sample CIAT ProJect Experlence Sheet  The ProJect Officer mus! first ldentlfy the ratlOnale or underlymg assumptlOns for each maJor budget Item For example, the number offull-tIme staff(semor staff, research a~soc¡ates, asSlstants, techrucJans, bllmgual secretanes, V1SltIng SClenllsts) should be estlmated along Wlth an estlITlated number oftnps armually forthe semor staff mvolved"},{"index":10,"size":150,"text":"The ProJect SUpporl Office \"'111 then provlde the mos! recent standard cost to be used m estlmatIng Ihe budget reqUlrernents for each category of staff assoclated Wlth the proJect (e g, for semor StaffthlS Wlll be anaverage cost tlJat mcludes salary, housmg allowance, officlal vehlcle, schoolmg for dependents, medIca! msurance, retlIernent contrlbutlons, and paId home leave) See Secuon 57 forthe 1995 CIAT budget gUlde for proJect mputs SI1llllarly, the ProJeet Officer should IdentIfy and document the assumpuons (1 e , number of partIclpants and length of stay) for any conferences and trrunmg actlv¡ues to be conducted as par! ofthe proJect The ProJect Support Office Wlll provlde the PrOJect Officer wlth per dlern rates tlJat can be used for conferences held at CIAr (assummg partIClpants are lodged at CIA 1's hotel) and the monthly al!owanees and benefits for tramees and V1SItlng sClentIsts See Seeuon 5 7 for the 1995 CIAT rates"},{"index":11,"size":61,"text":"The ProJeet Support Office Wll! also provlde estlmates that can be used to cover hbrary acQUlSlt10ns and the preparatlon of speclaltzed trammg matenals These v.111 be based on a small pereentage ofthe overall proJeet eosts Sorne donors reqwre a proJect budget by maJor actlvlty not Just by standard obJeet of expendlture In Ihese cases, the ProJect Support Office  • End-of-ProJcct Report"},{"index":12,"size":175,"text":"The fonnat for tbe reportmg will be dlscussed by tbe ProJcct Support Office and the donor and WIII hopefully be speclfied m the contraet Reportmg WlII usually be  The evaluatlon plan and mdlcators for measunng (he success of the proJect should be ldentlfied In the proJcct proposal as should the budget for any plarmed evaluatIOns Most proJects have an end-of-project evaluanon In addmon, sorne large proJects lastmg 4 years or longer may have a mld-term evaluatlOn It IS the responslblhty of the Project Support Office to coordmate any donor proJect evaluatJ.ons ProJee! evaluatlons usually deal Wlth lSSUes of proJect rattonale, efficlency, effecttveness and Impact Examples of evaluatlon quesnons related to each of these maJor Issues are shown m Figure 14 A sampfe formal for the outhne of an evaluatlon report 15 shown m Figure 15 4 6 End-of•ProJect Reportmg Sorne donors reqUlre the 5ubmlSSlOn of an end-of-proJect report It 15 the responslblhty of the ProJect Officer, \\\\11th mput from the proJect staff, to prepare these reports accordmg 10 gmdehnes provlded by the ProJect Support Office"},{"index":13,"size":27,"text":"In the case where the donor does not speclf'y the reportmg format to be used, Figure 16 IS a gUlde for the preparatlon of an end-of-proJect report"},{"index":14,"size":6,"text":"Sample of an Evaluatlon Report Qutlme "}]},{"head":"ACIATGUIDEFOR PROJECTIDENTlFICATION, DESIGN, APPROVAL ANO ADMINISTRA TlON","index":3,"paragraphs":[{"index":1,"size":33,"text":"• To define the procedures for obtammg mternal CIA T approval for a speclal proJect Idea and to ascertam donor mterest m prmclple before work on a detalled proposalls commenced 5 2 Background"},{"index":2,"size":116,"text":"• CIA T has adopted a three phase process for proJect approvals The first step of program staff IS to obtam CIA T management approval for the Idea I(self and the second 15 to obtam donor mterest-m-prmclple for the pre-proposal or concept note The thlrd step IS approval for the detalled proposal Thls process ensures CIA 1's DDG, Research and OG have an overvlew of all maJor proJect Ideas bemg consldered for speclal proJect fundmg and the tentatlve targetmg of donors for these proJect Ideas The process fOfthe Internal reVlew and pnontlZlng of project Ideas 15 IUustrated In FIgure 17 5 3 Roles and Responslblhtles   ProJects normally follow a cycle whlch mc/ude the followmg actlVltles     Id\"-lpIdoVJg-l1\"\" "}]}],"figures":[{"text":"• Figure 2 "},{"text":"( Be speclfic what countnes ecosystems, how many ha ?)What NARS or other partners are supportmg CIAT to produce thlS output?Name who In NARS or other partners has glven exphclt support to proJect? How long wllllt take te produce proJect output?What IS probablhty ofsuccessfully producmg deslred output ofthls proJect wlth expected resources and m time frame speclfied aboye? (\"lo) Has thls proJect Idea been i dlscussed wlth a donor representatlve? Who? When? What was the response? What other donor could thls proJect donor be presented to? Why IS mterest expectedCIAT would be mvolved m proJect? "},{"text":" To develop thls Idea mto a successful proposal, what needs to be done m the next SIX months? Who would do It? By when? (e 9 , draft proposal, VISI! speclfic donor or partner ) Leaders, Umt Heads, or SRG Leaders who sponsor thls proJect as a prlorlty for thelr area Please fill out the attached work breakdown structure for the proJect "},{"text":" Figure 4 "},{"text":"/Figure 6 Sample Abbrevlaled CV5 of CIAT Projee! Offieer and proleel coordtnators al !he collaboratlng partners "},{"text":" Ir iJoy¡g..... 1(H/ P\"\" I Dn<>1\"... Offi "},{"text":" Figure 7 "},{"text":" Figure 9 SAMPLE CIAT CV "},{"text":" Figure 10 "},{"text":" Figure 13Sample Llst of Contents for ProJect Progress Reports "},{"text":" three to fourpage overvlew oftheproJect Idea forpresentatlOn to CIAT management A sample format was lllustrated In FIgure 3 ofSecllon3 S 2 2 Technlcal and Management Revlcw and PnontJzmg oCProJect Ideas "},{"text":" \"i:T«';')his titute tertU ,. ttte \".cen ., IIr.¡«t ¡tienliliuti*n .' 1411 the .jltllr*II.'.( ¡lIIt.' t.r .. ' .... I.tt ,.r extetn.l funlhn, eltCnllllns U •• t •••• ,,.*¡ect ,t.td«l.f I«n f~n $tl',.\" •• 1'1.1 hi\\l'lI!: ,. ,.m thr.t.I!Jh lhe: f1ír.,cct ;l-' '«'.rt'.U_ M.~.!Jtmtnt Gr.u,. lhey COlI' l .e luanllltellllirectl1 t. the: IIG-It:tutch inti I~n t. th« le wh. h.lle'JI u!Jnln!J iutl'l.t!ty' f.t súllHnlttln, Ih~ (.nce,. n.tc t. the •• n.f. "},{"text":" POrtfOllO Management Group pnontlzes tbe proJeet profites subm Itted by Program and SRG leaders • The Program OperatlOns Comrnlttee 15 responslble for approvmg the pnontlzed prOJect Ideas submltted by the PPMG and Iben rnakmg a recornmendatlon to Ibe DIrector General for those proJects exceedmg $200,000 total lo CIA T or more Iban $80,000 per year • The DIrector General has the final responslblhty for the approval ofthe Idea for large proJecls and then forwardmg Ibe profite 10 a prospectlve donar to ascertam mteresl -mprmclple • The ProJect Development Office provldes advICe to the program staff on the development oflbe proJeet profile, coneept note lo the donor, and the final propasal to the donar The PDO uses desktop pubhshmg software for both the coneept note and full proposal The PDO wlth asslstance from Ibe SClcn!ls! also prepares Ibe cover lelter from the DG lo the prospectlve donar 53 1 Roles and RespoDslb¡llhes ofthe ProJect Development and ProJect Support Offiees ID ProJect Deslgn and AdmlDlstratloD CIA Thas two speclahred offices, !he ProJect DevelopmentOffice and the ProJect Support Office, !hat provlde program staff WlthSUpport set:Vlces durmg!he planrung and nnplementauon of proJccts "},{"text":"Figure 20 CIAT Figure 20 CIAT Techmcal and Management Review of Full Proposals "},{"text":" Figure 21 CIAT Organization Chart "},{"text":"¡ha Sample Forages for Smallholders ProJect Loglcal Framework Matrlx OblectlVely Means of Verlflable Verlficatlon Indlcators     Figure 1 Figure 1  Loglcal Framework Matnx for ProJect Deslgn Loglcal Framework Matnx for ProJect Deslgn Narratlve Summary Narratlve ObJechvely verlflable Means of verlficahon Important Cfltlcal AssumptlODs Beyond the Control of Narratlve Summary NarratlveObJechvely verlflableMeans of verlficahon ImportantCfltlcal AssumptlODs Beyond the Control of Summary  mdlcators Assumptlons the ProJect TeaJll SummarymdlcatorsAssumptlonsthe ProJect TeaJll Program goal    Program goal The reason for Ihe proJool Ihe destred end toward WhlCh the Increased ammal Measures uf goal ftChU:vémént Cond.lIons wh.ch w.1I md.care Ihat Government staltstlCS The way !ha! the mdJcators can That Improved forage Goal produclIon &RRA technology wllI be efforts are d.rected (program or Ihe goal has been ach.eved be obJectlvely ventied sector goal) and for wh.ch Ihe (e g Government StahstJcs) To Increase agrlcultural productlvrty and soll Improved forestry and simple cos! effectlve Government statlstlcs agroforestry sys!ems and adopted by , &RRA smallholders Assumphons for AchlCVtng Goal The reason for Ihe proJool Ihe destred end toward WhlCh the Increased ammal Measures uf goal ftChU:vémént Cond.lIons wh.ch w.1I md.care Ihat Government staltstlCS The way !ha! the mdJcators can That Improved forage Goal produclIon &RRA technology wllI be efforts are d.rected (program or Ihe goal has been ach.eved be obJectlvely ventied sector goal) and for wh.ch Ihe (e g Government StahstJcs) To Increase agrlcultural productlvrty and soll Improved forestry and simple cos! effectlve Government statlstlcs agroforestry sys!ems and adopted by , &RRA smallholdersAssumphons for AchlCVtng Goal The way tbat lhe mdlcators can be obJeCllvely verotied Governmenl slallsllcs Tbe obJcctJvely vertfiable condltton Improved crop productlvlty 10 leylfallow Effectlve Informatlon &RRA transfer lo systems smallholders by Less rapld runoff & Reduced eroslon 10 natlonal extenslon RRA seNlces IS achleved uplands RRA complctcd successfully and on The .ntlc.pared bonetil lo be ach.cved I f Ihe proJeel OS sustamabiirty on smallholder farms In Southeast ASia wh.eh .s expected lo .Xlst If the (e g End of-proJecl aud Increased farm t.me aud Ihe oulputs proYlded by dlsposable Income Evalualion Reports) proJect achleves Its purpose The the proJec! are actually uuhzed by s'gns wh.eh wlll md,cale Ihat the the mtended beneficiarles proJect 15 a success Purpose New torages Inspecllon of test sltes Satlsfactory Assumptlons for Ach.evlOg Purpose The way tbat lhe mdlcators can be obJeCllvely verotied Governmenl slallsllcs Tbe obJcctJvely vertfiable condltton Improved crop productlvlty 10 leylfallow Effectlve Informatlon &RRA transfer lo systems smallholders by Less rapld runoff & Reduced eroslon 10 natlonal extenslon RRA seNlces IS achleved uplands RRA complctcd successfully and on The .ntlc.pared bonetil lo be ach.cved I f Ihe proJeel OS sustamabiirty on smallholder farms In Southeast ASia wh.eh .s expected lo .Xlst If the (e g End of-proJecl aud Increased farm t.me aud Ihe oulputs proYlded by dlsposable Income Evalualion Reports) proJect achleves Its purpose The the proJec! are actually uuhzed by s'gns wh.eh wlll md,cale Ihat the the mtended beneficiarles proJect 15 a success Purpose New torages Inspecllon of test sltes SatlsfactoryAssumptlons for Ach.evlOg Purpose Outputs The .poclll0 kmd of results Iha! are expected fram ¡¡oad other upland systems tralned local staff Magnolude of Dulpu!s The parameter and magnllud. nf Ihe results and !he proJccted complellOn dales mputs agroforestry and Commltted and well managemenl of the proJe.1 Introduced to proJect and RRA T o Increase the avadablhty of adapted forages and the Ihem to dlfferent farmlOg systems In particular smallholders and RGs forages by Reports from ProJect The way tnat the mdlcators can be obJectlvely ventied (e g Progress Report.) cooperatlon wlth New awareness 01 capaclty lo dehver areas and adopted by farmers RG's and related Adopllon as assessed byRRA prOJects AssumptlOns for Ach.evmg Dulputs Outputs The .poclll0 kmd of results Iha! are expected fram ¡¡oad other upland systems tralned local staff Magnolude of Dulpu!s The parameter and magnllud. nf Ihe results and !he proJccted complellOn dales mputs agroforestry and Commltted and well managemenl of the proJe.1 Introduced to proJect and RRA T o Increase the avadablhty of adapted forages and the Ihem to dlfferent farmlOg systems In particular smallholders and RGs forages by Reports from ProJect The way tnat the mdlcators can be obJectlvely ventied (e g Progress Report.) cooperatlon wlth New awareness 01 capaclty lo dehver areas and adopted by farmers RG's and related Adopllon as assessed byRRA prOJectsAssumptlOns for Ach.evmg Dulputs Inputs Outputs Types of Resources Inputs OutputsTypes of Resources Forages avallable for Supenor forages Book of Supenor vanetles Forages avallable forSupenor foragesBook ofSupenor vanetles dlfferent ecoreglons Idenllfied  recommendatlons can be sourced In dlfferent ecoreglonsIdenllfiedrecommendatlonscan be sourced In and farmlng systems Forages Integrated New agroforestry and forage-crop systems pubhshed and dlstnbuted forage genebc resource centers and farmlng systems Forages IntegratedNew agroforestry and forage-crop systemspubhshed and dlstnbutedforage genebc resource centers Inlo smallholder adopled by farmers Rapld Rural Appralsal Socloeconomlc nsk Inlo smallholderadopled by farmersRapld Rural AppralsalSocloeconomlc nsk • Program staft' deslgnmg proJccts should first prepare a loglcal rramework analySls farrl1lng systems Local staff tralned In Nos of local slaff factors that prevenl Reports from RG tramed supeNlsors change • Program staft' deslgnmg proJccts should first prepare a loglcal rramework analySls farrl1lng systems Local staff tralned In Nos of local slaff factors that prevenl Reports from RG tramed supeNlsors change as shown m FIgure I forage agronomy and Effecllve technology transfer commumcatlon wlthln Tbe goal refers to the broad program or sector goal to whlch the proJCCI IS expected lo RG asslgns staff Newsletlers and regional meetlngs held CooperatlOn of RG contnbute It represents a development obJectlve Informatlon system on proJecl reglon agencies Slx-monthly and forage R&D Outputs and actlVltles AnnualReports Adequate fundmg as shown m FIgure I forage agronomy and Effecllve technology transfer commumcatlon wlthln Tbe goal refers to the broad program or sector goal to whlch the proJCCI IS expected lo RG asslgns staff Newsletlers and regional meetlngs held CooperatlOn of RG contnbute It represents a development obJectlve Informatlon system on proJecl reglon agencies Slx-monthly and forage R&D Outputs and actlVltles AnnualReports Adequate fundmg Efficlenl proJect achleved on schedule  Efficlenl proJectachleved on schedule management    management     30f7 30f7  "},{"text":"Ie Forages for Smallholders ProJect Work Breakdown Structure Llnklng ProJect Acttvltle5 to ProJect Outputs and Components Program Goal  •-1 To Increase agncultural productlvity and 5011 sustalnablllty : , , , , •-1 To Increase agncultural productlvity and 5011 sustalnablllty :, ,, , on smallholder farrns m Southeast ASia \"\"\"oc! Pu...... To Increase the avallablllty of adapted forages and the ~ J j   on smallholder farrns m Southeast ASia \"\"\"oc! Pu...... To Increase the avallablllty of adapted forages and the ~ J j capaclly lo dellver thern lo dlfferent farmmg syslems In   capaclly lo dellver thern lo dlfferent farmmg syslems In particular, agroforestry and other upland systems   particular, agroforestry and other upland systems Efficlent ProJect Efficlent ProJect Management, Management, MOnltormg and MOnltormg and Evaluatlon Evaluatlon ¡. Revise deslgn based on ¡. Revise deslgn based on donor and NARS donor and NARS suggesllons  suggesllons ¡. F Inahze conlracl wllh ¡. F Inahze conlracl wllh donor   donor ¡. Admlnlsler subconlracls ¡. Admlnlsler subconlracls Wllh olher Inslllullonal Wllh olher Inslllullonal partners   partners ¡. Submll lechnlcal and ¡. Submll lechnlcal and financlal progress financlal progress reports lo donor reports lo donor  "},{"text":"avallable Forages mtegrated 1 Local staft tramed Informabon ~ • Eftlclent proJect • for dlfterent mto smallholder m forage agronomy systems on forage ¡:. management • ecoreglons and J and technology R&D e farmmg systems farmmg systems transfer and momtormg outputs sectlon of Ihe LF A provldes Ihe Imk lo lbe WBS The WBS IS a graphlcal presentatlOn or block dlagrarn whlch groups the proJect acllvltles around lbe speclfíc proJectoutputs   Date Apnl 1995   Date Apnl 1995   A CIAT GUIOE FOR   A CIAT GUIOE FOR I1 --~=-~~~~=~~~~~~~~---41   I1 --~=-~~~~=~~~~~~~~---41 The broad level of actlVltles Idenufied then serves as tbe haslS for mOOltormg the proJect  The broad level of actlVltles Idenufied then serves as tbe haslS for mOOltormg the proJect ImplementatlOn, preparmg both the techmcal and financlal progress reports to the donar,  ImplementatlOn, preparmg both the techmcal and financlal progress reports to the donar, and provldmg tbe framework for mld-term andlor end-of-proJect evaluatlOus   and provldmg tbe framework for mld-term andlor end-of-proJect evaluatlOus 8elecllOn ollorages Dellvery ollorage syslems 8raff development Inlormallon systems ProJecI Management 8elecllOn olloragesDellvery ollorage syslems8raff developmentInlormallon systemsProJecI Management   ,   , po Assassment of local forage systams ' \" fl' Inlroducllon of forages • ~ ~ ~ ..\" ~ Evaluabon m dlfferent agroecosystems L¡. Multlpllcabon of promlsmg specles ~ Annual regional pro¡ect ~ Dn-slte meetlngs management communlcsllon readmg ~ Liaison and 1+ RRA of farmlng systems ~ Engllsh language tralnlng to anable ¡.. Partlclpatory evaluallon mira-regional of foragas by farmers ~ Preparabon of PIO and furlher study cornmumcstlon wlth other seclors and po Intemal monrtonng ~ Farmer tralmng In forage managemenl and pro¡ects wlthm counlnes revlew and annual ~ Tralmng In uttllzallon plan preparatlon partlclpatory R&O methodology ~ Creahon of regional L¡. Oevelopmenl of forage R&O network + ProJecl financlal po Assassment of local forage systams ' \" fl' Inlroducllon of forages • ~ ~ ~ ..\" ~ Evaluabon m dlfferent agroecosystems L¡. Multlpllcabon of promlsmg specles~ Annual regional pro¡ect ~ Dn-slte meetlngs management communlcsllon readmg ~ Liaison and 1+ RRA of farmlng systems ~ Engllsh language tralnlng to anable ¡.. Partlclpatory evaluallon mira-regional of foragas by farmers ~ Preparabon of PIO and furlher study cornmumcstlon wlth other seclors and po Intemal monrtonng ~ Farmer tralmng In forage managemenl and pro¡ects wlthm counlnes revlew and annual ~ Tralmng In uttllzallon plan preparatlon partlclpatory R&O methodology ~ Creahon of regional L¡. Oevelopmenl of forage R&O network + ProJecl financlal  multlpllcatlon and L¡. Tr¡¡lImng m forage  management and multlpllcatlon andL¡. Tr¡¡lImng m foragemanagement and  dlstnbutlon systems tor agronomy  reporllng to AlOAS dlstnbutlon systems toragronomyreporllng to AlOAS  seed/vegetabve matenal    seed/vegetabve matenal Pro¡ Jlxw~Ojfia     Pro¡ Jlxw~Ojfia 1 ~tklftpr lbon     1 ~tklftpr lbon rHOWTO DESIGN PROJECTS  7of7  rHOWTO DESIGN PROJECTS7of7  "},{"text":"PROJECTIOENTIFICATION, 11- OESIGN,APPROVALANO How to Prepare Internal ProJect Profiles, Concept Notes to Donors, and Full Proposals 3 1 ObJechves   • comprehenslveness m terms of addresslOg Ihe maJor areas donors expect lO see m • comprehenslveness m terms of addresslOg Ihe maJor areas donors expect lO see m  AOMINISTRATION any proposal (e g ,justlficatlon and antlclpated Impact on target beneficlanes, gender AOMINISTRATION any proposal (e g ,justlficatlon and antlclpated Impact on target beneficlanes, gender  Impllcabons, relevan! mstltulIOnal and proJectteam quahficatlonsand expenence, Impllcabons, relevan! mstltulIOnal and proJectteam quahficatlonsand expenence,  project management orgamzalIOn, roles andresponslbliltles methodology outpU!S and project management orgamzalIOn, roles andresponslbliltles methodology outpU!S and  aCtIVltles, ImplementatlOn schedule, budget, reportlOgand evaluatlOn plan) aCtIVltles, ImplementatlOn schedule, budget, reportlOgand evaluatlOn plan)  • clantv and conclseness m how the proposalls wntten (It should be underslandable • clantv and conclseness m how the proposalls wntten (It should be underslandable  by both general Ists and speclahsts) by both general Ists and speclahsts)  • vlsuallmpact of page layout and graphlcs presentatIOn so as to make II easy for lhe • vlsuallmpact of page layout and graphlcs presentatIOn so as to make II easy for lhe  • To provlde an overv!ew ofthe mternal revlew and subrnISSlOn process for proJect reader to follow • To provlde an overv!ew ofthe mternal revlew and subrnISSlOn process for proJect reader to follow  proposals requestmg spectal proJect fundmg proposals requestmg spectal proJect fundmg 3 3 Internal ProJect Profiles 3 3 Internal ProJect Profiles  • To provIde gUldelmes to prograro staff for fue preparatIon of detalled propasal, • To provIde gUldelmes to prograro staff for fue preparatIon of detalled propasal,  Prior 10 preparmg a detalled proposal, program staff should fiest prepare a 3 or 4 page Prior 10 preparmg a detalled proposal, program staff should fiest prepare a 3 or 4 page  mternal proJect pro file mc1udmg a Work Breakdown Slructure A sample formal IS mternal proJect pro file mc1udmg a Work Breakdown Slructure A sample formal IS 3 2 Background shown m FIgure 3 Thls wIIl be revlewed by Ihe Program Leader and the Dlrectors to ensure conslsteney wllh the CIA T and ca mlSSlon and lo sel pnontles for fundmg ralsmg, 3 2 Background shown m FIgure 3 Thls wIIl be revlewed by Ihe Program Leader and the Dlrectors to ensure conslsteney wllh the CIA T and ca mlSSlon and lo sel pnontles for fundmg ralsmg,  Sorne donors rely on a peer revIew to evaluate proposals based on fue followmg entena If II IS a specIaI proJeet Sorne donors rely on a peer revIew to evaluate proposals based on fue followmg entena If II IS a specIaI proJeet  • scIenuficmentlqualtty • scIenuficmentlqualtty 3 4 • relevance to mtematlOoal development 3 4• relevance to mtematlOoal development  • umovatIon • umovatIon  • potentIal to enhance the eapaclty of developmg countnes to conduct mnovatlve • potentIal to enhance the eapaclty of developmg countnes to conduct mnovatlve  research research  Other donors estabhsh an m-house evaluatlon 100m to evaluate large btlateral proposals Other donors estabhsh an m-house evaluatlon 100m to evaluate large btlateral proposals  The team normally conslst, of ooe or two sector speclaltsts who focus 00 Ihe techmcal The team normally conslst, of ooe or two sector speclaltsts who focus 00 Ihe techmcal  mertt of the proposal, a country desk afficer who IS usually a genera]¡st mterested m the mertt of the proposal, a country desk afficer who IS usually a genera]¡st mterested m the  developmeotal relevance oflhe prOjeCI' and a managernent specIaltst who facuses 00 the developmeotal relevance oflhe prOjeCI' and a managernent specIaltst who facuses 00 the  orgamzatlOnal and finanCIal aspects ofthe proposal orgamzatlOnal and finanCIal aspects ofthe proposal  The evaluatlOn tearo may use a pomt system or gnd to evaluate the proposals based on The evaluatlOn tearo may use a pomt system or gnd to evaluate the proposals based on  • relevan! tnstttutIonal expenence • relevan! tnstttutIonal expenence  • quahficatlons and relevan! expencnce of the proJect team • quahficatlons and relevan! expencnce of the proJect team  • techmcalmentlmefuodology • techmcalmentlmefuodology  • costs • costs  Donors recelve conSlderably more proposals lhan fuey can fund Consequently, propasa!s Donors recelve conSlderably more proposals lhan fuey can fund Consequently, propasa!s  mus! be of exceptIonal qualtty morder to compete successfully ThIS means propasals mus! be of exceptIonal qualtty morder to compete successfully ThIS means propasals  shouldhave shouldhave  • tecbDlcal qualtty m terms of ¡he defimtlOn of fue prob!ern, Its dcvelopmcntal relevance • tecbDlcal qualtty m terms of ¡he defimtlOn of fue prob!ern, Its dcvelopmcntal relevance  and raltonale and the proposed solutlon or mefuodology to solve!he problem and raltonale and the proposed solutlon or mefuodology to solve!he problem  "},{"text":"Concept Notes to Donors  Figure 3 Figure 3 Date Apn/1995 Date Apn/1995 INTERNAL PROJECT PROFILE FOR MANAGEMENT INTERNAL PROJECT PROFILE FOR MANAGEMENT APPROVAL OF NEW IDEAS APPROVAL OF NEW IDEAS Implementmg Program or Umt Implementmg Program or Umt Project Officer Project Officer ProJectTltle ProJectTltle ProJect Purpose ProJect Purpose The project eoncept note should be sent lo the donor agency to aseertalO mterest-m- The project eoncept note should be sent lo the donor agency to aseertalO mterest-m- prIncIpie and fundmg aV311ablhty before any work on a detaIled proposal for a speclal prIncIpie and fundmg aV311ablhty before any work on a detaIled proposal for a speclal proJeet commences A sample format IS shown m FIgure 4 Development Ratlonale proJeet commences A sample format IS shown m FIgure 4 Development Ratlonale IdenllficatlOn of problem and IÍs Importance How WtU thls proJect output contnbute to IdenllficatlOn of problem and IÍs Importance How WtU thls proJect output contnbute to 35 Proposal Format overcomlOg the problem? 35 Proposal Format overcomlOg the problem? Many donors have speclfic gUldehnes forprepanng proposalsand the gUldehnes Wltbm Many donors have speclfic gUldehnes forprepanng proposalsand the gUldehnes Wltbm each agencymay dlfferdependmg on the program each agencymay dlfferdependmg on the program Wlnle donor gUldelmes may vary, there are usually elements or components whlch Wlnle donor gUldelmes may vary, there are usually elements or components whlch vlrtually all donors expectto find 10 a proposal For those cases where donors do no! vlrtually all donors expectto find 10 a proposal For those cases where donors do no! supply speclfic proposa! gUldelmes, staff should ensure the followmg componentsarc supply speclfic proposa! gUldelmes, staff should ensure the followmg componentsarc ll1Cluded ll1Cluded • Tltle Page, Table ofContents Llst ofTables, FIgures, Appendlces, Aeronyms • Tltle Page, Table ofContents Llst ofTables, FIgures, Appendlces, Aeronyms • Execu!Ive Surnmary or Abstract • Execu!Ive Surnmary or Abstract • Background and RatlOnale • Background and RatlOnale • ProJect DescnptlOn • ProJect DescnptlOn • lmplementatIOnSchedule • lmplementatIOnSchedule • ProJect OrganIza!Ion and Management • ProJect OrganIza!Ion and Management • Budget • Budget • Reportmgand Control • Reportmgand Control • EvaluatIOn Plan • EvaluatIOn Plan  "},{"text":" CIAT ProJcct Development and ProJect Support Offices do not fulfill Ihe functIon of proJect management That rests mlh the ProJect Officer appomted from one of CIAT5 programs The ProJect Officer 15 responslble for drafung the mltJal proposa!, overseemg Ihe techrucallmplementatlOn of Ihe proJect and ensunng It 15 done mthm budget and on schedule, and draftmg Ihe techrucal progress reports to Ihe donar Apnl 1995 Apnl 1995 Figure 5 Figure 5 CHECKLlST CHECKLlST For Proposals belng submltted to ProJect Development Offlce For Proposals belng submltted to ProJect Development Offlce * These gUldelmes are for CIAT proposats where the donor has not ISSUed thelr own gUlde- * These gUldelmes are for CIAT proposats where the donor has not ISSUed thelr own gUlde- tmes for proposals tmes for proposals ~ Check that appropnate sectlon has been tncluded ~ Check that appropnate sectlon has been tncluded PROPOSAL ORGANIZATION (Prmted VerslOfl) PROPOSAL ORGANIZATION (Prmted VerslOfl)  "},{"text":"Table of Contents and Mise Llsts o Provlde lable 01 conten!s list 01 figures tables appendlces and acronyms Budget Budget o Consult PrC:Ject Support Office (Controller's Office) for o Consult PrC:Ject Support Office (Controller's Office) for  • Appropnate budgel format and line Items • Appropnate budgel format and line Items  • Standard unrt cosls (personnel vehlcle lease land use etc) • Standard unrt cosls (personnel vehlcle lease land use etc)  • InflaMn rate far years 2 and hence • InflaMn rate far years 2 and hence  • Apphcable Indlrect cost recovery rate • Apphcable Indlrect cost recovery rate  • Budget provlslon for PubhcatlonslDocumentalton (publtshlng and dlstnbutlng of research findlngs • Budget provlslon for PubhcatlonslDocumentalton (publtshlng and dlstnbutlng of research findlngs  acqulsltlon 01 books journals data base searches) acqulsltlon 01 books journals data base searches)  • Budget provlslon for Tratntng (preparatlon 01 tralmng matenals and delivery of tralmng per dlems and • Budget provlslon for Tratntng (preparatlon 01 tralmng matenals and delivery of tralmng per dlems and  travel 01 Instructors and tralnees) travel 01 Instructors and tralnees) O State any sub-contractlng provlslon wrth Instltutlonal partners OState any sub-contractlng provlslon wrth Instltutlonal partners O State rallonalelassumpllon for each maJor budget Ilem OState rallonalelassumpllon for each maJor budget Ilem Exeeutlve Summary Exeeutlve Summary  Oevelopmental relevance pnontles Ior NARS and expected benefits/lmpact Oevelopmental relevance pnontles Ior NARS and expected benefits/lmpact O Relevance lo donor pnonl19s ORelevance lo donor pnonl19s O Comparallve advantage 01 CIAT and consortla partners OComparallve advantage 01 CIAT and consortla partners PrOJect Desenpbon PrOJect Desenpbon O Locallon and general descnpllon Includlng goal purpose targa! groupS oulputs Inputs obJecllvely OLocallon and general descnpllon Includlng goal purpose targa! groupS oulputs Inputs obJecllvely  venfiable mdlca!ors and cntlcal assumpllons (Ioglcal lrama matnx) venfiable mdlca!ors and cntlcal assumpllons (Ioglcal lrama matnx) O End of-prOJect slatus OEnd of-prOJect slatus O Melhodology and descnptlon 01 maJor actlvllles Reler lo Work Breakdown Structure (WBS) figure linkmg OMelhodology and descnptlon 01 maJor actlvllles Reler lo Work Breakdown Structure (WBS) figure linkmg  actlVltles to outputs actlVltles to outputs O Implementatlon lime tablelduratlon 01 proJect (refer to chronogram 01 actlvltles whlch speclfies mllestones OImplementatlon lime tablelduratlon 01 proJect (refer to chronogram 01 actlvltles whlch speclfies mllestones  In Appendlces) In Appendlces) O Cross sectoral deslgn I.sues (gender Imphcatlons envlronmentallmphcatlons) and spln-off opportuntltes OCross sectoral deslgn I.sues (gender Imphcatlons envlronmentallmphcatlons) and spln-off opportuntltes O Future sustamabllity of the proJec! (plans 10 ensure some acltvrtles contmue even after donor lundmg ler OFuture sustamabllity of the proJec! (plans 10 ensure some acltvrtles contmue even after donor lundmg ler  the proJect ceases) the proJect ceases) ProJect OrganlZatlon and Management ProJect OrganlZatlon and Management O Speclfy roles and responslblhtles lor each Instltutlonal partner the executlng agency and lar lhe ProJect OSpeclfy roles and responslblhtles lor each Instltutlonal partner the executlng agency and lar lhe ProJect  Officer paslllon Officer paslllon  "},{"text":" Ihe dner Iroplcal and Ihe subtroplcal areas of Ihe world Ihrough Ihe mtroductlOn of preseleoled eassava germpla.m from Brazd ObJectlves to reduce food defiotts m margInal areas uf the dner troplCS Wlth spectsl emphasls on sub humld and semI and sub Saharao AfTIoa lo broaden the geoetlc base of the mlemallUoal cassava colleehoo by colleclmg aod evaluallllg the Brazlhan germplasm and developmg lmproved populatloos adapled lo Ihe dnor troples and the subtroplCs cassava germplasm tU the dner reglOlls of Northeast BraZl] evaluatIng cassava germplasm In Sltes In Brazll developmg ehle plant populatloos Ihrough tradmonal aod advaoced breedmg techruques traosfernog lmproved populallons lo Afnea ASla aud Latm Ameno. Ihrougb the mternahonal cassava network CIAT's role CIAT IS Ihe lead partner responglble for overan proJee! maoagement donor I OEVELOPMENT OF CASSAVA GERMPLASM FOR THE ORIER IOEVELOPMENT OF CASSAVA GERMPLASM FOR THE ORIER TROPICS ANO SUBTROPICAL AGROECOSYSTEMS OF AFRICA, TROPICS ANO SUBTROPICAL AGROECOSYSTEMS OF AFRICA,  ASIA ANO LATIN AMERICA  ASIA ANO LATIN AMERICA Donor Internabonal Fund for Agncultural De\\lelopment (IFAD) U S A DonorInternabonal Fund for Agncultural De\\lelopment (IFAD) U S A Locatlon EMBRAPA!CNPMF Cruz das Almas B ahla Brazil Durahon 5 years (1990 1994) Locatlon EMBRAPA!CNPMF Cruz das Almas B ahla BrazilDurahon5 years (1990 1994) Status Ongomg Total value USS950000 StatusOngomgTotal valueUSS950000 Goal Thls proJecI alms lo eahaoeo food secunly m Outputs  Goal Thls proJecI alms lo eahaoeo food secunly m Outputs lmproved weltare of small farmers m th. target reglOn  lmproved weltare of small farmers m th. target reglOn lmproved gennplasm management aod overall research capaclry of nahonal lmproved gennplasm management aod overall research capaclry of nahonal mshtutlOns workmg wlth cassava   mshtutlOns workmg wlth cassava DescnptIon of actlvlhes Thls proJee! lS belo@ conducted m Brazd, uoder agrooments DescnptIon of actlvlhes Thls proJee! lS belo@ conducted m Brazd, uoder agrooments among CIAT Empresa Brasiler. de PesquIs, Agropecuana (EMBRAPA) through lIs Centro among CIAT Empresa Brasiler. de PesquIs, Agropecuana (EMBRAPA) through lIs Centro NaCIOnal de PesqUisa de MandIOca e Frullcultura (CNPMF) and the Empresa CatarInen.e de NaCIOnal de PesqUisa de MandIOca e Frullcultura (CNPMF) and the Empresa CatarInen.e de PesquIs, Agropecuana (EMPASC)   PesquIs, Agropecuana (EMPASC) Pnnclpal acl1vlt1es lnclude   Pnnclpal acl1vlt1es lnclude collect1ug aud conservmg   collect1ug aud conservmg  "},{"text":"to Prepare Contracts, Progress and EvaluatlOn Reports for Donors 4 1 ObJectlves lhe prOJect requlres a formal contraet, lhe ProJect Support Office works Wlth lhe ProJect Manager to prepare the proJeet contraet Wllh lhe donor The terms of referenee for lhe Scope ofWork speclfied In lhe contract are usually based on the melhodology, acllVIlles, Implementatlon schedule, orgaruzallonal strueture, budget reportmg proVISlOns and lhe evaluatlOn plan outlmcd In the proJect proposal A sample outline of a proJcct contraet IS shown m FIgure12 Sample ProJect Budget Format by Standard I Figure 12 Oate Apnl 1995 I Sample ProJect Budget Format by Standard I Figure 12 Oate Apnl 1995 I _ ObJect of Expendlture (In current US$) Inflanon ACIATGUIDEFOR PROJECTIDENTIFICATION, DESIGN,APPROVALAND -Sample Outhne For A ProJect Contract 4 4 Progress Reportmg and ProJect Momtormg _ ObJect of Expendlture (In current US$) Inflanon ACIATGUIDEFOR PROJECTIDENTIFICATION, DESIGN,APPROVALAND -Sample Outhne For A ProJect Contract 4 4 Progress Reportmg and ProJect Momtormg UNE ITEM Vear N° 1 The ProJect Support Office wIll advIse tbe ProJecl Officerwhat mflauon rate should be Vear N° 2 Vear N° 3 TOTAl ADMINISTRA ilON The responslblhty for prepanng donor reports hes vnth the ProJect Officer based on UNE ITEMVear N° 1 The ProJect Support Office wIll advIse tbe ProJecl Officerwhat mflauon rate should be Vear N° 2 Vear N° 3 TOTAl ADMINISTRA ilON The responslblhty for prepanng donor reports hes vnth the ProJect Officer based on PERSONNEL Senior staff Support staff Clencal staff apphed morder to convert a budget prepared m constant dollars to one whlch IS based Page 1 of9 mput from the program slde and financlal mput from the ProJect Support Office In current dollars Most CIAT proposalssubmltted to donors wIll be based In eurrent The pnnclpal reports assoclatcd Wlth most proJects are dollars wltb astated mflauonrate mcluded Contraet Between And CIAr • Annual ProJect Work Plan PERSONNEL Senior staff Support staff Clencal staffapphed morder to convert a budget prepared m constant dollars to one whlch IS based Page 1 of9 mput from the program slde and financlal mput from the ProJect Support Office In current dollars Most CIAT proposalssubmltted to donors wIll be based In eurrent The pnnclpal reports assoclatcd Wlth most proJects are dollars wltb astated mflauonrate mcluded Contraet Between And CIAr • Annual ProJect Work Plan Temporary Honorana Total personnel 3 8 Wntmg Style for Proposals • Techmcal and financlal Progress Reports Ce g, Quarterly, Seml-annually or Annually} DesenptlOn of Servlees The followmg pnnclples shouId be followed • To provlde gutdeltnes lO program staff for the preparatlOn of!he budget (An appendlx should contalfl selected parts ofthe proJect proposal) • Mld-proJect and/or End-of-PrOJcct EvaluatlOn (completed by tbe external TRAVEL Natlonal lO amaxtmUlfi oftwo lmesoftext) dunng the proJect Imp!ementatlon stage Total travel • Sentences should be kept short (16 lo 20 words on averagewhlch IS tbe eqUlvalent • To provlde an overvlew of ¡he contractmg, reportmg and evaluatlOn reqUlrements Date ofCornpletlOn ofServlces IntematlOnal Sentence Length requtrements and evaluatlOn plan to be Included In proJect proposals evaluator) Temporary Honorana Total personnel 3 8 Wntmg Style for Proposals • Techmcal and financlal Progress Reports Ce g, Quarterly, Seml-annually or Annually} DesenptlOn of Servlees The followmg pnnclples shouId be followed • To provlde gutdeltnes lO program staff for the preparatlOn of!he budget (An appendlx should contalfl selected parts ofthe proJect proposal) • Mld-proJect and/or End-of-PrOJcct EvaluatlOn (completed by tbe external TRAVEL Natlonal lO amaxtmUlfi oftwo lmesoftext) dunng the proJect Imp!ementatlon stage Total travel • Sentences should be kept short (16 lo 20 words on averagewhlch IS tbe eqUlvalent • To provlde an overvlew of ¡he contractmg, reportmg and evaluatlOn reqUlrements Date ofCornpletlOn ofServlces IntematlOnal Sentence Length requtrements and evaluatlOn plan to be Included In proJect proposals evaluator) OPERATIONS Supphes and servlCes Research stal.on support Contract Amount Steenng comm.ttee Paragraph Length • DIscuss only one maJor Idea m a paragraph It IS much eas¡erto read a page Wltb 4 4 2 Background Basls ofPayrnent OPERATIONS Supphes and servlCes Research stal.on support Contract Amount Steenng comm.ttee Paragraph Length • DIscuss only one maJor Idea m a paragraph It IS much eas¡erto read a page Wltb 4 4 2 Background Basls ofPayrnent Total operat.ons 10 6 paragraphs Ihat 2 or3 paragraphs Try notto exceed ten hnes oftextfor a The ProJect Support Offiee, as pan of lhe Office of Fmance and AdmmlstratlOn, Total operat.ons10 6 paragraphs Ihat 2 or3 paragraphs Try notto exceed ten hnes oftextfor a The ProJect Support Offiee, as pan of lhe Office of Fmance and AdmmlstratlOn, INSTITUTIONAl DEVELOPMENT Workshops/Conlarences smgleparagraph provldes proJcct support to bolh sClentlfic and management staff m the areas of budget formulatlon and control, contractmg, fmanclal progress reportmg, Method ofPayrnent INSTITUTIONAl DEVELOPMENT Workshops/Conlarences smgleparagraph provldes proJcct support to bolh sClentlfic and management staff m the areas of budget formulatlon and control, contractmg, fmanclal progress reportmg, Method ofPayrnent InlormatlOn d.ssem.natlOn Dacument acqu.srt.ons and matenals devalopment Staff tra.nlng Support lor proJects at othar .nst.tut.ons coordmatlOn of donor proJect evaluatiOns, and central archtvmg and record keepmg Vou:e proposal preparabon phase • Whereposslble, usetheactlvenotthepasslVe VOlee for prOJects It works elosely Wllh the ProJeet Development Office durmg the Interest on Overdue Accounts InlormatlOn d.ssem.natlOn Dacument acqu.srt.ons and matenals devalopment Staff tra.nlng Support lor proJects at othar .nst.tut.ons coordmatlOn of donor proJect evaluatiOns, and central archtvmg and record keepmg Vou:e proposal preparabon phase • Whereposslble, usetheactlvenotthepasslVe VOlee for prOJects It works elosely Wllh the ProJeet Development Office durmg the Interest on Overdue Accounts Total .nsbtut.onal development Techmcal Jargon Confidentlahty Total .nsbtut.onal development Techmcal Jargon Confidentlahty DIRECT COSTS Veh.cles use (leas.ng rental) • Wntetbemam textso thata generahst m adonor ageney can easIlyunderstand the matenal Putm theappendlces those techmcal seCtlons Wlth addltlOnal background 4 3 Contractmg Appropnate Law DIRECT COSTS Veh.cles use (leas.ng rental) • Wntetbemam textso thata generahst m adonor ageney can easIlyunderstand the matenal Putm theappendlces those techmcal seCtlons Wlth addltlOnal background 4 3 Contractmg Appropnate Law Space use (Land offlCa) mforrnatlon tbatwtll only be of mterestto thesector speclaltst Space use (Land offlCa) mforrnatlon tbatwtll only be of mterestto thesector speclaltst Total dorect costs TernunatlOn or Suspenslon ofServlces Total dorect costsTernunatlOn or Suspenslon ofServlces CAPITAL Type JusnficatlOn CAPITALType JusnficatlOn Veh.cles F.eld and laboratory Off.ce • Use lefbusuficauon only T extWhlChls Justlfied on both the leftandnght margms 1S harderforthereadertoscan Effecttve Date Veh.cles F.eld and laboratory Off.ce • Use lefbusuficauon only T extWhlChls Justlfied on both the leftandnght margms 1S harderforthereadertoscan Effecttve Date Total cap.tal INDIRECT COSTS The terms ofpayment to CIAT are also speeIl'ied III Ihe eontraet (e g , seml-annual Loglc • Ensure the sequence ofthoughts, both wlthm and between paragrapbs, 1S 10gIcal advances based on submlsslon of progress reports) Total cap.tal INDIRECT COSTSThe terms ofpayment to CIAT are also speeIl'ied III Ihe eontraet (e g , seml-annual Loglc • Ensure the sequence ofthoughts, both wlthm and between paragrapbs, 1S 10gIcal advances based on submlsslon of progress reports) TOTAl The CIAT lawyer revlews the draft contraet before It IS sent by lhe ProJeet TOTAlThe CIAT lawyer revlews the draft contraet before It IS sent by lhe ProJeet  For further guldance, staffshould consultCIATWorklDgDoCUlfient# 120 'Notes for Support Office to lhe donor --, For further guldance, staffshould consultCIATWorklDgDoCUlfient# 120 'Notes for Support Office to lhe donor--,  AuthorsusmgCIAT's Edltonal Servlces \" AuthorsusmgCIAT's Edltonal Servlces \" Fmanclal Controller 2of9 Fmanclal Controller2of9  "},{"text":"o QUARTERL y FINANCIAL FORECAST     I  I A. REPORT SUMMARY   A. REPORT SUMMARY  Thls 15 the thrrd progre5s report and covers the flrStand second quarters offiscal year Thls 15 the thrrd progre5s report and covers the flrStand second quarters offiscal year  1993/94 (Apnll stto September 30, 1993)  1993/94 (Apnll stto September 30, 1993)  Start Apnl 1, ) 993 FIOIsh September 30, 1993 Cost LlmltatJon $ Start Apnl 1, ) 993FIOIsh September 30, 1993Cost LlmltatJon $  ProJect Progress and Performance to Date  ProJect Progress and Performance to Date  (a) Accomphshments   (a) Accomphshments  (b) Schedules    (b) Schedules  (e) CasI    (e) CasI  (d) Underspendmg   (d) Underspendmg  (e) Overspendmg   (e) Overspendmg  (f) Farecast    (f) Farecast  Progress Toward Achlevmg ProJect ObJectlves  Progress Toward Achlevmg ProJect ObJectlves  Revlew ofCrltlcal AssumptlOns  Revlew ofCrltlcal AssumptlOns  P rOJect Mdestones (a) Rcaehed   , , P rOJect Mdestones (a) Rcaehed, ,  (b) Scbeduled    (b) Scbeduled  Can Donar Belp?   Can Donar Belp? B REPORT ON PROJECT ACTIVITIES  BREPORT ON PROJECT ACTIVITIES  Output No 100   Output No 100  AcI1vrty No 10 1   , , AcI1vrty No 10 1, ,  Estlmated ResuIt   Estlmated ResuIt  Start Fnd Esumated Time Esúmated Cost , StartFndEsumated TimeEsúmated Cost,  Accomphshment Achlevement lo Date Planned lO Date TIme Time to date Fmances U sed lO Date $ Planned to Date $ , ' . , <t \"{ Accomphshment Achlevement lo Date Planned lO DateTIme Time to dateFmances U sed lO Date $ Planned to Date $, ' . , <t \"{  E APPENDICES AppendlxA ActlVlty Revlew and Comment LogtcalFrameworkAnalvS1s Vanance Vanance \" ~~ ,¡ , {~ , E APPENDICES AppendlxA ActlVlty Revlew and Comment LogtcalFrameworkAnalvS1s VananceVanance\" ~~ ,¡ , {~ ,  AppendlxB AppendlxC Provlde a narratJve repon on proJect actlVltles where slgmficant varlances have WorkBreakdoWt1 Strucrure ImplementattonSchedule(Ganttchart) occurred ~ 't :' , AppendlxB AppendlxC Provlde a narratJve repon on proJect actlVltles where slgmficant varlances have WorkBreakdoWt1 Strucrure ImplementattonSchedule(Ganttchart) occurred~ 't :' ,      \" \"      40f9 40f9  "},{"text":"Sample Format for an End-of-ProJect Report    Figure 16 Figure 16   Date Apn¡ 1995 Date Apn¡ 1995 Abstract  Abstract 1 O Introductton Baslc PrOJeet Data 1 O Introductton Baslc PrOJeet Data 1 I Background 1 IBackground 1 2 ProJcct Descnpt!on 1 2ProJcct Descnpt!on 1 3 KEY IDENTIFICATION DATA EvaluattonMethodology 1 3 KEY IDENTIFICATION DATA EvaluattonMethodology  1 3 I I 32 • proJcc! tttle, numbcr, sector eountry General Approach Sources of Data I 33 • executlOg ageney and eonsortla partners Instruments I 3 4 • momtonngagency,lfappheable Personnel 1 3 5 Llmaatlons • evaluatlOo agency, Ifapphcable 1 3 I I 32 • proJcc! tttle, numbcr, sector eountry General Approach Sources of Data I 33 • executlOg ageney and eonsortla partners Instruments I 3 4 • momtonngagency,lfappheable Personnel 1 3 5 Llmaatlons • evaluatlOo agency, Ifapphcable I 4 Orgamzauon ofReport I 4Orgamzauon ofReport KEY FINANCIAL DATA 2 O ProJect Ranonale 2 l • total proJect cost (planned and actual) IntroductlOn 22 • totaldonorcontnbutton ProJectAssumpttons 2 3 ProJeel DcsIgn [ssues • lotalotberfinanclOg(speclfy) KEY FINANCIAL DATA 2 O ProJect Ranonale 2 l • total proJect cost (planned and actual) IntroductlOn 22 • totaldonorcontnbutton ProJectAssumpttons 2 3 ProJeel DcsIgn [ssues • lotalotberfinanclOg(speclfy) 2 4 Donar Prtor1l1es 2 4Donar Prtor1l1es O Efficlency KEYDATES O Efficlency KEYDATES 3 1 ProjectOrgamzallOnal Structure • date of offielal request 3 1ProjectOrgamzallOnal Structure • date of offielal request 3 2 CoordmatIon • date of project approval 3 2CoordmatIon • date of project approval 3 3 PrtOrtty Mod!ficatlOns • date oC slgnature of contractlagreement 3 3PrtOrtty Mod!ficatlOns • date oC slgnature of contractlagreement 34 • startmg date Inputs • termmatlon date 34• startmg date Inputs • termmatlon date O Effecnveness O Effecnveness 4 I 42 PROJECT DESCRlPTION Techmcal Needs Trammg(Graduates) 4 I 42 PROJECT DESCRlPTION Techmcal Needs Trammg(Graduates) 4 3 Resource UtIltzatlOn • ProJect Background & RatlOnale 4 3Resource UtIltzatlOn • ProJect Background & RatlOnale  4 3 1 • ProJeet DescnptlOn (LF A and WBS) Personnel 4 3 1 • ProJeet DescnptlOn (LF A and WBS) Personnel  432 EqUlpmentand FacIlIties 432EqUlpmentand FacIlIties 44 4 5 PROJECT ASSESSMENT TrammgCosts Ach!evement of Goals and Purpose 44 4 5 PROJECT ASSESSMENT TrammgCosts Ach!evement of Goals and Purpose  • Achlevement re goal, purpose, outputs, mputs • Achlevement re goal, purpose, outputs, mputs O Sustamabthty • Economlc effects O Sustamabthty • Economlc effects 5 l Recurren! Costs • SocIal effects 5 lRecurren! Costs • SocIal effects 5 2 Personnel Avadablhty • Instltuttonal effecls 5 2Personnel Avadablhty • Instltuttonal effecls 5 3 Future Role ofDonor • RoleofWomen 5 3Future Role ofDonor • RoleofWomen  • MalO problems and constralOls • MalO problems and constralOls O ConcluslOnsandRecommendanons O ConcluslOnsandRecommendanons O Lesson Learned LESSONS LEAR.~ED O Lesson Learned LESSONS LEAR.~ED 7 l IntroductlOn • OperatlOnallessons 7 lIntroductlOn • OperatlOnallessons 7 2 Management • Developmentallessons 7 2Management • Developmentallessons 7 3 Capae!ty from donor eountry 7 3Capae!ty from donor eountry 7 4 [nstItuttonal Developmen! 7 4[nstItuttonal Developmen!   a of9 a of9  "},{"text":" In consultatlOn wlth relevan! program and sclennfic resource group leaders, are responslble for the preparallon ofthe proJect profiles• Program Leaders are responslble for prlOfltlzlOg proJect Ideas wlthm thelrprogram and submlttmg Ihe profiles lo the DOG, Resea!ch _____ R __ es_o_u_r_~_e_~_a_D_a_g_e_1D_e_n_t_Res __ e_a_r_C_b ____ ..,) (~ ____ G __ e_T1D __ p_la_5_m __ D_e_v_e_lo_p_m __ e_nt_R __ es_e_a_rc_b ____ .,) (~ ________ I_ns_t_lt_u_t_m_n_a_IR __ cl_a_t_lo_ns ________ .r) DG approves/revtsesreoommendatlonson pnonllZallon S ubmlts pTOJect con.:ep1lí:Otes orpre proposals exceedmg $200 000 tú perspéL11VC donor 10 ascertam mterest In recenlmg a dctadcd ro sal (        (     Figure 17    Figure 17   CIAT Internal Revlew and Prlorltlzmg of ProJect Ideas  CIAT Internal Revlew and Prlorltlzmg of ProJect Ideas [~ Tropical Lowlands Program H.IISldes Program Land Management Beans Program Progrnm C~ava Trop ~or.ges Rlcc Progrnrn Prognlm VRU BlOrnetncs BRU GRU InfQrmattonand J)(K:umentallQnUmt Development PubhcAwarenessUmt i JnstltuUonal Commurucatlons.md I [~ Tropical Lowlands ProgramH.IISldes ProgramLand ManagementBeans Program Progrnm C~avaTrop ~or.ges Rlcc Progrnrn Prognlm VRU BlOrnetncs BRU GRUInfQrmattonand J)(K:umentallQnUmt Development PubhcAwarenessUmt i JnstltuUonal Commurucatlons.md I s e t proJect arcas alread)' ldenttfted 10 CIA T Actlón Plan n I o r ¡ SClentlslS1denüfy proJecl Ideas conslstent \\'11th those  s e I e n t 1 s t s s e t proJect arcas alread)' ldenttfted 10 CIA T Actlón Plan n I o r ¡ SClentlslS1denüfy proJecl Ideas conslstent \\'11th thoses e I ent1sts  PL    UH   U11 PLUHU11 PLsronsohdate        PLsronsohdate & rnnk. proJect        & rnnk. proJect Ideaswlthm        Ideaswlthm program        program AD RMR pnontlzt::s        AD RMR pnontlzt::s proposed ItstofproJect        proposed ItstofproJect Ideas for resource m~r=~~t ________________________ ~========~~ __ ~==============~~ ___________________ J Ideas for resource m~r=~~t ________________________ ~========~~ __ ~==============~~ ___________________ J Stlt11hfit RtsoUrttGroupCommtttee Rank. Ideas relevant 10 ea<:\" SRG PPMG .hares w.1h SRG Commlltee ProJcctPortfoJloManagementGroup Ideas and matches ro mdlvldual dooors    BRU GRU iMS lPM Bíotechnaiogy Resean::h urut Genetlc Rosoul\"Cü UI'Ut =: IfllormallOrt Manegement SY$tom Integrated Pesl Manage- Stlt11hfit RtsoUrttGroupCommtttee Rank. Ideas relevant 10 ea<:\" SRG PPMG .hares w.1h SRG CommllteeProJcctPortfoJloManagementGroup Ideas and matches ro mdlvldual dooorsBRU GRU iMS lPMBíotechnaiogy Resean::h urut Genetlc Rosoul\"Cü UI'Ut =: IfllormallOrt Manegement SY$tom Integrated Pesl Manage- the resu1ts of pnonttztng exerctse Pro¡«tDovdop ... nIOffieo Prepares bSllng uf all CIA T pre¡cct .deas forspec.al preJcc, fund.ng Programsand OperatJonsCommJttec Program Operahons Commlttec approves me resu(ts ofpnonhZtng exerCI5e and submlts tinal recommendauollS to DG I [)G    mentSRG '\" Pl\"OQOlm Leader PPtttG =: P(t)joet Portfoho M~ PL mentGroop S = $MIO( Staff SRGL Sde:lnbflc RnouraM Group Leader the resu1ts of pnonttztng exerctse Pro¡«tDovdop ... nIOffieo Prepares bSllng uf all CIA T pre¡cct .deas forspec.al preJcc, fund.ngProgramsand OperatJonsCommJttec Program Operahons Commlttec approves me resu(ts ofpnonhZtng exerCI5e and submlts tinal recommendauollS to DG I [)GmentSRG '\" Pl\"OQOlm Leader PPtttG =: P(t)joet Portfoho M~ PL mentGroop S = $MIO( Staff SRGL Sde:lnbflc RnouraM Group Leader  "},{"text":"Overvlew of tbe ProJect Identlficanan, Pnorltlzmg and Implementanon Process In relatlon lO !he proJect cycle, the ProJecl Developrnent Office 15 responslble for provldmg servlces lo the programs for the steps up 10 and mcludmg recelvmg approval for Ihe proposal frOID the donor agency Thereafter, the ProJcct Suppart Office take5 over for Ihe contraetmg, reportmg lo tbe donor on ¡he ImplernentatlOn ofthe proJect, and coordmatmg any donor proJect evaluatlOns In olher words, the ProJect Development Office IS beavlly mvolved m Ibe early stages of the proJect cycle whereas ¡he PrOJeCI Support Office IS more mvolved wlth tbe later steps of ¡he proJect cycle IACIAT GUIDE FOR PROJECT IDENTIFICATION DESIGN APPROVALANDAOMINISTRATION ~ IACIAT GUIDE FOR PROJECT IDENTIFICATION DESIGN APPROVALANDAOMINISTRATION~ 5 4 Figure 18 provldesal1lllustratlonof!heCIA Tprocessfor!hctdenttficatlOn, 5 4 Figure 18 provldesal1lllustratlonof!heCIA Tprocessfor!hctdenttficatlOn, pnon tlZlltlOn, deslgII, ImplementaUon and evaluabon of proJects ProJect Ideas are first pnon tlZlltlOn, deslgII, ImplementaUon and evaluabon of proJects ProJect Ideas are first approved m pnnclple by the Program Leader, then bythe PPMGand then the Program approved m pnnclple by the Program Leader, then bythe PPMGand then the Program Operal!ons COlrumttee and DG before any workcornrnenees on the preparahon of a Operal!ons COlrumttee and DG before any workcornrnenees on the preparahon of a detalled proposal  detalled proposal The PPMG and the Program OperallOns COmmlttee pnonbzes a11 SpeClaI proJect¡deas The PPMG and the Program OperallOns COmmlttee pnonbzes a11 SpeClaI proJect¡deas on a SIX month basls (under certam condmons, meel!ngs can be called earherto approve on a SIX month basls (under certam condmons, meel!ngs can be called earherto approve Ideas havmg lrnrnedIate donor opporturutles) Ideas havmg lrnrnedIate donor opporturutles) 5 5  5 5 • IdentLficatlon  • IdentLficatlon • apprwsal and deslgn  • apprwsal and deslgn • approval  • approval • contraetmg, proJcct Implementatlon, momtonngandcontrol • contraetmg, proJcct Implementatlon, momtonngandcontrol • termmatlon, and-of-proJect evaluabon, and long-term lIDpact assessment • termmatlon, and-of-proJect evaluabon, and long-term lIDpact assessment  "},{"text":"Approval ResponslbdlÍles for ProJect Ideas and Proposals Figure 19 IlIustrates the mternal CIAT approval process for proJects dependmg upon whetherthey are supported Wlth mtemal fimdmg from coreorsupported byspeclal proJect fundmg In lhe case ofmternally fimded proJeets supported from eore, !he approval ofthe Progmm Operallons Cornrnlttee IS reqUlred forall proJects exceedmg $80,000peryear for crA T or $200,000 total In the case of speclal proJectfimdmg, the Program Leader has !heresponslblhty for approvmg proJect Ideas up to $200,000 whereas the Program OperatlOTlS COmmlttee relams responslb¡JJty for approvmgall proJectIdeas exceedmg$200,000 The DG retatns legal SlgtUng authonty for a11 proposals gomg lo donors, regardless ofthe SlZC of budget • TheProgramOperabonsCommltteelsresponstbleforpnonttzmgproJecttdeas subnutted bythevanous program leaders and thenmakmg areconunendallon lothe DtrectorGeneralforthoseproJectsexceedmg$200,OOO • The Dtrector General has the fina1 responslbthty for theapproval ofthe proJect tdeaand thenforwardmgthe concept note orpre-proposal lo a prospectlve donor • The ProJect Development Office provldes adVlce to the program staff on!he developmenlofthe proJectprofileandconverts the profile mto desktop pubhshmg format The POO Wlth asslstancefrom thesclentlsl also prepares thecover letter fromtheDGtotheprospecttvedonorfortheprofileorpre-proposal Figure 19 IrCIATINTERNAlPOLlCIES ( CIAT fundmg In lhe case ofmternally fimded proJeets supported from eore, !he approval ofthe Progmm Operallons Cornrnlttee IS reqUlred forall proJects exceedmg $80,000peryear for crA T or $200,000 total In the case of speclal proJectfimdmg, the Program Leader has !heresponslblhty for approvmg proJect Ideas up to $200,000 whereas the Program OperatlOTlS COmmlttee relams responslb¡JJty for approvmgall proJectIdeas exceedmg$200,000 The DG retatns legal SlgtUng authonty for a11 proposals gomg lo donors, regardless ofthe SlZC of budget • TheProgramOperabonsCommltteelsresponstbleforpnonttzmgproJecttdeas subnutted bythevanous program leaders and thenmakmg areconunendallon lothe DtrectorGeneralforthoseproJectsexceedmg$200,OOO • The Dtrector General has the fina1 responslbthty for theapproval ofthe proJect tdeaand thenforwardmgthe concept note orpre-proposal lo a prospectlve donor • The ProJect Development Office provldes adVlce to the program staff on!he developmenlofthe proJectprofileandconverts the profile mto desktop pubhshmg format The POO Wlth asslstancefrom thesclentlsl also prepares thecover letter fromtheDGtotheprospecttvedonorfortheprofileorpre-proposal Figure 19 IrCIATINTERNAlPOLlCIES ( CIAT  "},{"text":"Responsibility for Approval and PrlorltlzatJon of New ProJect Ideas and Proposals  The lead mstltute should have an mternaI process forthe tecluncal andmanagement The lead mstltute should have an mternaI process forthe tecluncal andmanagement revlew of proposals   revlew of proposals F or CIA T, the ProJectDevelopment Office 15 responslble for producmg the final verslOn F or CIA T, the ProJectDevelopment Office 15 responslble for producmg the final verslOn of aH proposals where CIAT 15 the ¡ead partnerand wluch are subnutted to outslde of aH proposals where CIAT 15 the ¡ead partnerand wluch are subnutted to outslde donors forfundmg T1us apphes 10 proposals forboth the extenslon of current proJects donors forfundmg T1us apphes 10 proposals forboth the extenslon of current proJects as well as fornew proJects Figure 20 Illustrates the revlewprocess at CIA T for SpeClal as well as fornew proJects Figure 20 Illustrates the revlewprocess at CIA T for SpeClal proJect proposals   proJect proposals Formal submlsslon of speclal proJect pre-proposals to In order to ensurethat CIAT proposals are ofthe lughestquallty, the ProJect Formal submlsslon of speclal proJect pre-proposals to In order to ensurethat CIAT proposals are ofthe lughestquallty, the ProJect donor where CIAT share oflotal budgel IS <$200,000 or Development Office rehes on the asslstanceofvanous sectlons \\.VIthm ClA T mcludmg PL wlth DDG Research approval and PDO coordlnallon donor where CIAT share oflotal budgel IS <$200,000 or Development Office rehes on the asslstanceofvanous sectlons \\.VIthm ClA T mcludmg PL wlth DDG Research approval and PDO coordlnallon $80,000 peryear   $80,000 peryear Program and SClentdic Resource Group Staff  Program and SClentdic Resource Group Staff Formal pnontlzatlon of core funded pro¡ects and speClal • responslble forthe tecluncal ments ofthe proposal and preparmg the fust draft Program OperaMns Commltte makes recommendallon lo Formal pnontlzatlon of core funded pro¡ects and speClal • responslble forthe tecluncal ments ofthe proposal and preparmg the fust draft Program OperaMns Commltte makes recommendallon lo pro¡ect Ideas lo donor where CIA T share of lolal budgells conslstent \"''Ith donor and PDO guldehnes DG based on PPMG revlew of profiles pro¡ect Ideas lo donor where CIA T share of lolal budgells conslstent \"''Ith donor and PDO guldehnesDG based on PPMG revlew of profiles grealer Ihan $200 000 or $80 000 per year • The ProJeet Officer mUS! allow sufficlent tlme to ctrCulate the draft proposal and grealer Ihan $200 000 or $80 000 per year • The ProJeet Officer mUS! allow sufficlent tlme to ctrCulate the draft proposal and rnVlte cornments from othersemorstaff and tite DDG, Research T1us peerrevlew rnVlte cornments from othersemorstaff and tite DDG, Research T1us peerrevlew Formal SubmlSSlon of speclal pro¡ect pre-proposals and final proposals lo donors where CIAT share of lolal budget \\.VIII help ensure thetechmea! mentofthe proposal lbs expected thata! least one DG wllh PDO coordmatlon ofthe staff oonductrng tite peerrevlewoftlte proposal \\.VIII come fromanotlter Formal SubmlSSlon of speclal pro¡ect pre-proposals and final proposals lo donors where CIAT share of lolal budget \\.VIII help ensure thetechmea! mentofthe proposal lbs expected thata! least one DG wllh PDO coordmatlon ofthe staff oonductrng tite peerrevlewoftlte proposal \\.VIII come fromanotlter exceeds $200,000 or $80,000 per year program titan tltat ofthe ProJect Officer  exceeds $200,000 or $80,000 per year program titan tltat ofthe ProJect Officer ProJect Support Office i.  ProJect Support Officei. • responslble forprovldmg program staffW1th standard costs for budgetlterns and • responslble forprovldmg program staffW1th standard costs for budgetlterns and forarrangmgthe slgnmgoffoftlte budget page bytheFmanctal Controller forarrangmgthe slgnmgoffoftlte budget page bytheFmanctal Controller PL POC = Program Operatlons Commltlee = Program leader CommumcatIons Umt ODG = Deputy Director General-Research DG = Director General PL POC = Program Operatlons Commltlee = Program leader CommumcatIons UmtODG = Deputy Director General-ResearchDG = Director General • responslble foredllmg the final verslon ofproposal before tI IS converted to • responslble foredllmg the final verslon ofproposal before tI IS converted to desk1oppubhslungformat   desk1oppubhslungformat ProJcct Development Office   ProJcct Development Office • responslble for ooordmanng the proposa! preparatlon process, ensunng tltal tite • responslble for ooordmanng the proposa! preparatlon process, ensunng tltal tite proposa! addresses maJor donorconcerns, and preparmg the fmal verslonoftlte proposa! addresses maJor donorconcerns, and preparmg the fmal verslonoftlte proposal m desktop pubhslung format  proposal m desktop pubhslung format • The PDO \\\\<111 arrangefortranslatlons ofproposals mto Sparush, Ifrequrred, W1t1t • The PDO \\\\<111 arrangefortranslatlons ofproposals mto Sparush, Ifrequrred, W1t1t CrA Ts Cornmurncatlon Umt The PDO \\' ,' 111 supply acopyofthe final proposal CrA Ts Cornmurncatlon Umt The PDO \\' ,' 111 supply acopyofthe final proposal on diskette m WordPerfect to tite Cornmurncatlons Umt on diskette m WordPerfect to tite Cornmurncatlons Umt  "},{"text":"Teshmcal and Management Revlew ofDraft ProposaIs The G.e.r.m.p.l.as.m . . D.e.v.e.lo.p.m . . e.u.tR . . es.ea . . r.ch .... ~Jr. (~ ...... lU.S.t.lt.u.tl.o.u.a.IR.e.l.a.ú.o.D8 ...... ..,) • CIATnowusesdesktoppubhshmgsoftware(pageMaker)forthepreparanonof lhe final proposal Images from CIA Tsconslderableshde mvenlory are mcreasmgly bemg mcorporated mto the proposal to emphaslze key Ideas In lhe !eX! COTe actlVltles These charges are presently 20% m ¡he case ofColombla-based actlvltles (where relatlvely more central serv¡ces are provlded on an mdlrect costmg basls) and 15% In tbe case of aCllVll¡eS unplemented m other countrles Wherever posslble, CIA T trIes to recover tbese rates for mdlrect costs assoclated wltb speclal proJects Both tbe ProJect Deyelopment Office and the ProJect Support Office are funded by the prOJects whlch tnclude a componen! for mdlrect costs Once tbe PDO and PSO costs have been covered, the rest of the mdlrect costs recillved from tbe donors for proJects are then redlstnbuted to CIA 1\"5 operatmg programs The PrOJect Support Office wlll advlse the ProJcct Officer as to what mflatlOn rate should be apphed morder to convert a budget prepared m constant dollars to one wlllch 15 ba5ed m curren! dollars Most C1AT proposals submltted to donors wlll be based m curren! dollars wlth a stated mflatlon rate mcluded lead mstttute should have an mtema] process forthe techrucal and management reVlew of proposals (e g , see Figure 20) lus theresponslbIllty ofthe ProJectOfficerto allow sufficlent tIme toclrculate the draft proposal and inVite cornments from other semor staff and the DDO, Research TIus peerrevlewWlIl helpensurethetechrucal ment ofthe proposal It IS expected thatatleast one ofthe staff conductrng the peer reVlewoftheproposalWlllcomefromanotherprograrnthanthatoftheProJectOfficer 59 CIATOrgaruzanon Figure 21 shows the management structure forexecutmg CIA 1\"5 proJect-based work prograrn The empbasls on decentrallZed deClSlOn makmg, coupled, where posslble, Wlth delegatJon of authonty and responslblhty to the proJect level TIus \"empowerment\" of SClentlsts and SClentlfic tearns 15 coordmated by research leaders (who represent speclfic research programs and SROs)and by overall coordmabon attheduectors' level These reporung lmes are expected to proVlde the CenterWlth the necessruy balanceof flexlbIllty on the one band, and coordmatlOn and synthesls ofresearch efforts on the other  A CIAT GUIOE FOR PROJECT IDENTIFICATION  A CIAT GUIOE FOR PROJECT IDENTIFICATION  DESIGN APPROVAlANDADMINISTRATION DESIGN APPROVALANDADMINISTRATION  DESIGN APPROVAlANDADMINISTRATION DESIGN APPROVALANDADMINISTRATION  5 8 Graduate Student Stlpends (1995) 577 ProVlsl()nforPubhcahons/DocumentatlOn North Amerlca 5 8Graduate Student Stlpends (1995) 577 ProVlsl()nforPubhcahons/DocumentatlOn North Amerlca   Cahto 1111S provldes forpubhsltmgand dlstnbutmg ofresearch findmgs, acqUl51tIon of Ottawa, Canada $1,240 PrOV1SIOn forroom, board and mSurance US$l,OOO month Iy books, JOUl'Ual, and data base searches It 15 suggested the ProJect Officer Chlcago, U S A 1,030 Cahto1111S provldes forpubhsltmgand dlstnbutmg ofresearch findmgs, acqUl51tIon of Ottawa, Canada $1,240 PrOV1SIOn forroom, board and mSurance US$l,OOO month Iy books, JOUl'Ual, and data base searches It 15 suggested the ProJect Officer Chlcago, U S A 1,030    provlde 3% of operatmg expenses (excludmg capital) for these Items Mlaml,USA 655 provlde 3% of operatmg expenses (excludmg capital) for these Items Mlaml,USA 655 Tropical Lowlands Prograrn H.lIs.des Program Saenllsts prepare draft propasal LandUse Management conslStent Wlth oonorlPOO The preparatIon ofhlgh quallty proposals 18 a tIme consummg process Beans Cassava TropIcalFora¡¡es Prograrn Program Program Rice BRU GRU Program VRU SRU New York USA 905 573 CIATHotelAccommodatlOnforConferences(1995) Smgleroom US$54 permght Washmgton,DC 955 578 Pbotocoples • Program Staffshould submlt draft proposals lo the PDO oue mouth before the donor due date m orderto allowsufficlenttlme to prepare a frnal verSlOn, have a revlew by peers and the DDG, Research, and convert the proposal to desktop publIshmg fOnnaL Double Apartment Meals Black and whlte US$004 per page Europe 73 perntght Color US$1 14 per page Cahto Copenhagen, Denmark $1,500 89 per mght(Accommodates 1 to 3 people) ~ London,England 1,425 18 dally(3 meals) 579 Mlaml Office Purchases Pans, F rance 1,425 InfQrmatiOnand DocumeotalJon Umt Instttutlonal Developrnent CornmunlcatloríS andPubhc Awareness Umt Tropical Lowlands PrograrnH.lIs.des Program Saenllsts prepare draft propasal LandUse Management conslStent Wlth oonorlPOO The preparatIon ofhlgh quallty proposals 18 a tIme consummg process Beans Cassava TropIcalFora¡¡es Prograrn Program Program Rice BRU GRU Program VRU SRU New York USA 905 573 CIATHotelAccommodatlOnforConferences(1995) Smgleroom US$54 permght Washmgton,DC 955 578 Pbotocoples • Program Staffshould submlt draft proposals lo the PDO oue mouth before the donor due date m orderto allowsufficlenttlme to prepare a frnal verSlOn, have a revlew by peers and the DDG, Research, and convert the proposal to desktop publIshmg fOnnaL Double Apartment Meals Black and whlte US$004 per page Europe 73 perntght Color US$1 14 per page Cahto Copenhagen, Denmark $1,500 89 per mght(Accommodates 1 to 3 people) ~ London,England 1,425 18 dally(3 meals) 579 Mlaml Office Purchases Pans, F rance 1,425InfQrmatiOnand DocumeotalJon UmtInstttutlonal DeveloprnentCornmunlcatloríS andPubhc Awareness Umt  gwdehnes 5 7 CIAT GUldehncs for Costmg ProJcct Budgcts ,-For CIAr or lCA Employees Smgleroom Double Admmlstrattve cltarge for purchases F rankfurt, Germany Shlpptllgeharge Rome,ltaly Amsterdam, Netherlands US$28 permght 41 permght 1,425 10% of FOB value 1,530 $30 per lb 1,425 gwdehnes 5 7 CIAT GUldehncs for Costmg ProJcct Budgcts ,-For CIAr or lCA Employees Smgleroom Double Admmlstrattve cltarge for purchases F rankfurt, Germany Shlpptllgeharge Rome,ltaly Amsterdam, NetherlandsUS$28 permght 41 permght 1,425 10% of FOB value 1,530 $30 per lb 1,425 PLs revtew draft proposal lflconsultallon  PI 5 7 1 Indlrect Costs Oslo, Norway 5710 TelecommunlcatIons Faxes Charges Apartment Madnd,Spam PLs revlew Colomblll USS094 per page 1,500 1,370 Stockholm, Sweden 1,570 draft propasal In OOfIsuttaUoo 5 7 4 Slmultaneous TranslatIon Costs forConferences (1995) 50 permght Central & South Amenea US$406 per page Zunch, SWltzerland 1,425 UH OH PLs revtew draft proposal lflconsultallonPI 5 7 1 Indlrect Costs Oslo, Norway 5710 TelecommunlcatIons Faxes Charges Apartment Madnd,Spam PLs revlew Colomblll USS094 per page 1,500 1,370 Stockholm, Sweden 1,570 draft propasal In OOfIsuttaUoo 5 7 4 Slmultaneous TranslatIon Costs forConferences (1995) 50 permght Central & South Amenea US$406 per page Zunch, SWltzerland 1,425UHOH wúh Qther staff aOO SRGS Dn\"dopmrat omc:e Prepares fmal proposaJ Wlth asSlstance from PSO and North Amenca Two translators are reqUlred for a conference 1995 cost 15 295,000 Colomblan Wlth other staff aod SRGS , I'm'«' DenJopmeat Offiee Prepares. final proposa) wnh ilSSlstance fmm PSO and US$444 per page Europe Afrlca US$4 75 per page pesos per translator per day ASia & Oeeanla US$575 pee page Cahto Catro, Egypt $1,710 Afnca US$719 per page Nalrobl, Kenya 3,065 DrvdopmelU ONiCf Prepares (mal proposal Wlth asststance from PSO and wúh Qther staff aOO SRGSDn\"dopmrat omc:e Prepares fmal proposaJ Wlth asSlstance from PSO and North Amenca Two translators are reqUlred for a conference 1995 cost 15 295,000 Colomblan Wlth other staff aod SRGS , I'm'«' DenJopmeat Offiee Prepares. final proposa) wnh ilSSlstance fmm PSO and US$444 per page Europe Afrlca US$4 75 per page pesos per translator per day ASia & Oeeanla US$575 pee page Cahto Catro, Egypt $1,710 Afnca US$719 per page Nalrobl, Kenya 3,065DrvdopmelU ONiCf Prepares (mal proposal Wlth asststance from PSO and   Umt 5 75 Dally Rental Rate for Conference Rooms (1995) Um\\ Lagos, Nlgena 3,000 5711 Alrfares(l995) Klgah, Rwanda 2,800 Commumcauons Umt Umt 5 75 Dally Rental Rate for Conference Rooms (1995) Um\\ Lagos, Nlgena 3,000 5711 Alrfares(l995) Klgah, Rwanda 2,800Commumcauons Umt AD RMR rftVlews and Inrtlals approval of revlsed propasal to be fOlwanled lo DDG Research DDG R revwws and mmals approval of tévlSed proposal to be forwarded to OG Wuhout InterpretatlOn EqUlpment W¡th InterprefatlOn Johannesburg, South Afbca 3,390 The followmg are estlmated alrfares iD L:S dollars (return, excurslOn class) for 1995 Dar Es Salaam, Tanzama 3,065 EqUlpment Kampala, Uganda 3,065 La/m Amerzca DG Personnel Costs (1995) ASsoclate 1 US$33,690 Annually Techmclan 1 10,520 ASsoclate 2 30,175 Techmclan2 9,200 Asslstant 1 19,720 Techmclan3 8,300 Asslstant 2 15,300 Worker 1 7,955 Audltonum Nanfio Mmsca Calima and Talrona Tumaco and QUlmbaya 500,000 Col pesos 250,000 200,000 150,000 700,000 Col pesos Buenos Aires, Argentma $1,160 ASia 400,000 320,000 576 Vehlcles Lease ID Colombia Callto AnnualLease Monthly Lease Aa IR ;o AsSOClate DlrectoI Instrtutrona! RelalJOns AD IR revlews and IMlals approval af revJsed proposallo be 1000a«led lo DG La Paz, Bohvla Santa Cruz, Bohvla Brasilia, Braztl Rto,Braz!l Salvador, Brazll San Jose, Costa Rica Santiago, Chile 1,020 Cahto Canberra, Austraha $2,870 1,240 BelJmg,Chma 2,980 1,080 Tokyo, Japan 2,515 940 Manila, Phlhppmes 2,880 940 Smgapore 3,140 370 1,170 Talpel 2,880 AD RMR rftVlews and Inrtlals approval of revlsed propasal to be fOlwanled lo DDG ResearchDDG R revwws and mmals approval of tévlSed proposal to be forwarded to OG Wuhout InterpretatlOn EqUlpment W¡th InterprefatlOn Johannesburg, South Afbca 3,390 The followmg are estlmated alrfares iD L:S dollars (return, excurslOn class) for 1995 Dar Es Salaam, Tanzama 3,065 EqUlpment Kampala, Uganda 3,065 La/m Amerzca DG Personnel Costs (1995) ASsoclate 1 US$33,690 Annually Techmclan 1 10,520 ASsoclate 2 30,175 Techmclan2 9,200 Asslstant 1 19,720 Techmclan3 8,300 Asslstant 2 15,300 Worker 1 7,955 Audltonum Nanfio Mmsca Calima and Talrona Tumaco and QUlmbaya 500,000 Col pesos 250,000 200,000 150,000 700,000 Col pesos Buenos Aires, Argentma $1,160 ASia 400,000 320,000 576 Vehlcles Lease ID Colombia Callto AnnualLease Monthly Lease Aa IR ;o AsSOClate DlrectoI Instrtutrona! RelalJOns AD IR revlews and IMlals approval af revJsed proposallo be 1000a«led lo DG La Paz, Bohvla Santa Cruz, Bohvla Brasilia, Braztl Rto,Braz!l Salvador, Brazll San Jose, Costa Rica Santiago, Chile 1,020 Cahto Canberra, Austraha $2,870 1,240 BelJmg,Chma 2,980 1,080 Tokyo, Japan 2,515 940 Manila, Phlhppmes 2,880 940 Smgapore 3,140 370 1,170 Talpel 2,880 ( 101o1\\gl<4k\\ll~liHh1   AssIstant3 Sedan QUIto, Ecuador 10,800 Worker2 $3,200 390 7,715 270 ( 101o1\\gl<4k\\ll~liHh1AssIstant3 Sedan QUIto, Ecuador10,800Worker2 $3,2003907,715 270   5712 BthnguaJ Secretary Secretary admrnlStratlve rees Caracas Venezuela 15,340 7,300 lnsurance, Educallon allowance and !rayel Home leave, Officlal vehlcle and SemorStaff Post Doctoral F ellow 51,200 (J) 400 Bus 8,600 720 MontevIdeo, Uruguay 1,160 (1) Inc/ude {he benefits as follow Housmg allowance Hardsblp allowance Retrrement Statlon Wagon 5500 Truck 5,150 Lima, Peru 640 430 MeXlcoClly, Mexlco 790 470 Tegucigalpa, Honduras 920 107000 (1) Plck-up 4,500 390 GuatemalaClly, Guatemala 395 Inflatlon 5712BthnguaJ Secretary Secretary admrnlStratlve rees Caracas Venezuela 15,340 7,300 lnsurance, Educallon allowance and !rayel Home leave, Officlal vehlcle and SemorStaff Post Doctoral F ellow 51,200 (J) 400 Bus 8,600 720 MontevIdeo, Uruguay 1,160 (1) Inc/ude {he benefits as follow Housmg allowance Hardsblp allowance Retrrement Statlon Wagon 5500 Truck 5,150 Lima, Peru 640 430 MeXlcoClly, Mexlco 790 470 Tegucigalpa, Honduras 920 107000 (1) Plck-up 4,500 390 GuatemalaClly, Guatemala 395 Inflatlon  rCIAT INTERNAL POLlCIES rCIAT INTERNAL POLICIES rclAT INTERNAL POUCIES rclAT INTERNAl POllCIES   120f16 rCIAT INTERNAL POLlCIES rCIAT INTERNAL POLICIES rclAT INTERNAL POUCIES rclAT INTERNAl POllCIES120f16  "},{"text":"5 10 RelatlOnshlp between Core and Complementary Funded ProJects ACflon Plan was bemg Implemented, proJects were Idenbfiedand developed as centers ofactlVlty, resourceallocatlOn, andaccountablhty The proJect-based orgamzatlon ofCIAT today IS shown m Figure22The fielddefmed bythe axes \"SclentlÍlc ResourceOroups\" and \"Programs\" 15 thedomam ofthe pro)ects, wlnch, although d1ffenng m extent, cut across any numberof research programs and sclentlfic resource groups Bu!, forthe sakeof orgamzatlonandaccountablhty. each proJect 18 asslgned totheresearch program to wlnch Itmost contnbutes T1nsmodus operandl guaranteesalngh degreeofmterdependence and flUldlty among proJects Atthe same time, the Center IS assured thatthe sum total ofthe proJects dl!ectly contnbutes tothe mandates and obJectlves of each research programand SRO--and therefore to the overaU rmsslOnand obJectlVes ofCIAr CIA T sclentlsts generate outputs related to speclfic cropsand agroecosysterns through proJects !hatare \"housed\" m SIX research programs and five sClentlfic resource groups Most financlal resources areasslgned to all proJects together, Wlth some central costs that cannotreadJly be attnbutedto proJects (e g ,adnurustratlOnand mamtenance) •   • ~ Internal Audlt ~ Internal Audlt Assoc Director  Assoc Director Inst Relattons  Inst Relattons I _L.  I_L. R&DLmkages Support BUSI ness pmení Develo port Sup -, ..... R&DLmkages SupportBUSI ness pmení Develo port Sup -, ..... ¡¡. Tralmng & ¡¡. Pubhc ¡¡. Tralmng &¡¡. Pubhc Conferenees Awa reness ConfereneesAwa reness ¡. Informatlon + ProJe el ¡. Informatlon+ ProJeel + PubllCaúons Dev elopment + PubllCaúonsDevelopment lfrCIAT INTERNAL POLlCIES lfrCIAT INTERNAL POLlCIES  "},{"text":" Wlth proJectsas 1ts key operanonal and budgetaryurut, crA T ¡sable toacrneve full transparency and accountablhty In Its pnontles, outputs, expencbtures, and Income 11I1s enables the CGIAR, otherdonors, andnatlonal partners lo see clearly howresources are deployed and thepurposes for wluch they are used Coreresources provlded by the CGIAR constItutethe mam partofCIA 1's budget Theseresources are asslgned to projectsaccordmg lo pnontIesdetellllmed WIth theCGIAR and T AC These pnonúes fOllll the backbone ofCIA T's proJect structure and these resources are Its hfeblood But the pro] eet structure also enables the Centerto attract other donors and mvestors Pnonty IS placed on attractrng addlúonal fundmg foroulputs that contnbutedrrectly to theacluevementofCIA 1'score goalsWItlunlts CGIARmandate Complementary funds are also sought to speed up and extend the scope of apphcatlon theCenter's core oUlputs (e g , throughreg¡onal getmplasmnetworks)Complementary resources can also be used toproduceothercomplementary outputs andsemcesdemandedbyCIATpartners,especlallymLatlnAmencaandthe Canbbean, wheretheCenterfulfillsanecoreg¡onalfunctlon Thesecomplementary oUlputsareclosely relatedtoCIAT coreoulputsandcapacltles(e g , trammgm molecular markers or GIS methods) The resources generated to dehver these outputs allowCIA Tto expand !hecapaclty of lts sClenúfie resource groups (e g , through extra VlSltutg sclentlsts orpostdoctoral fellows) Thus, CrA 1'5 pro]ectstructureenables It to merge funds froma vanety of sources mto a single total budget These resources are deployed synerglstlcallyto produce an mterrelated set ofcoreand complementary oUlputs AlI oUlputsdenve from CIA 1's core capaclt1es, wrnch expand or contraet accordmg 10 !he resource available A CIAT GUIDE FOR PROJECT IDENTIFICATION DESIGN APPROVALANDADMINISTRAT10N I   A CIAT GUIDE FOR PROJECT IDENTIFICATION DESIGN APPROVALANDADMINISTRAT10NI  Figure 22  Figure 22 Tlhe Pmject-Ibased Oll'gamza~ñoll1l of CIAT Todlay Tlhe Pmject-Ibased Oll'gamza~ñoll1l of CIAT Todlay SCIENTIFIC RESOURCE GROUPS   SCIENTIFIC RESOURCE GROUPS Germplasm Development ft-BlOtechnology DIsease and Pest Management ProductlOn Systems and SOlls Management Land Management +GIS Germplasm Development ft-BlOtechnologyDIsease and Pest ManagementProductlOn Systems and SOlls ManagementLand Management +GIS     Beans \" ;u Beans\" ;u    4 Cassava o el 4Cassavao el ]11ro)]~  Tropical Forages Rice ;u > E ]11ro)]~Tropical Forages Rice;u > E     Tropical Tropical     Lowlands Lowlands     HIlIsldes HIlIsldes     150116 150116  "}],"sieverID":"5e83a8b8-de88-4342-9573-48ae2c4ac21c","abstract":"Sample ProJec! Orgamzabon Chart 11 7 Sample Pro)ect Implementatlon Schedule 12 8 Sample Pro)ect Expenenee Sheet 13 9 Sample CIA T CV 14-16 10 Sample Pro)ect Budget Fonnat By Standard Ob)ec! of Expendlture 18 11 Sample ProJect Budget Fonnat by Both Actlvlty and Standard Ob)ec! of Expendlture 19 12 Sample Outlme for a Pro)ec! Contrae! 2 13 Sample Llst of Contents for a ProJec! Technlcal and F manclal Progress Report 4 14 Examples ofIssues and Questlons m Pro)ect EvaluatlOns 7 15 Sample of an EvaluatlOn Report Oullme 8 16 Sample Format for an End-of-Pro)eet Report 9 17 CIAT Techmcal and Management Revlew of Project ldeaslProjec! Profiles 2 18 Overvlew of Actlvltles 10 Speclal PrOject Identlficabon Approval and ImplementatlOn"}