Project Development and Management

Justifications & Opportunities

Dr. Edith Hesse

Head Corporate Communications and Capacity Strengthening (CCC)

CIAT

Outline

• PDM – why and what for

• PDM – with whom

• PDM – potential activities

• PDM – expected results

• PDM - challenges

PMD – why and what for?

• PMD becomes important due to continuous increase in restricted funds

Currently about 70% of total funds in most CG centers

• Efficient management and different approaches become a necessity

Working teams comprising administrative and research staff

PMD – why and what for?

• Need for improved coordination and communication Research Finance Human Resources Donors/stakeholders

• Need for clear lines of reporting in all areas involved in restricted funds management

• Need for efficient monitoring and control of restricted funds management

PDM – why and what for?

• All scientists expected to participate in fund raising

• Management is complex and time consuming

• Capacity to manage these funds is required

• Several CGIAR centers have created or are in the process

of creating PDM offices

PDM – with whom?

PDM will collaborate with scientists and support staff inareas of

Resource mobilization Donor relations Budgeting Research and strategic planning Public awareness Human resources administration Information, documentation & knowledge sharing

PDM – potential activities

Opportunity identification and coordination

Strategy for resource mobilization

Active targeting

Contact point for donors & stakeholders

PDM – potential activities

Project cycle coordination

Participation in research teams during proposal

development

Full cost budgeting

Non-technical editing

Proposal submission process

PDM – potential activities

Institutional planning and reporting

Coordinate the preparation of institutional reports

to donors and other stakeholders (eg. CGIAR)

Develop indicators on grants/funds for decision

making

Enable repeat of projects

PDM – potential activities

Manage all aspects of legal documents related to restricted

funds

Revision

Signature

Monitoring

Execution

Reporting

Close out or renewal

PDM – potential activities

Manage legal documents with partners

Develop legal documents

Monitor legal document execution

Authorize payment to partners

Monitor technical and financial report input from

partners

PDM – potential activities

Elaborate information for decision making

Input to institutional working budget

Develop indicators on – Grants signed

– Grants in pipe-line

PDM – potential activities

Provide support to research leaders

Budgeting

Execution

Reporting

PDM – potential activities

Support to research leaders

Budget development

– Guidance of support upon proposal submission

– Ensure compliance with full-budgeting principle

Project start-up

PDM – potential activities

Support to research leaders

Fund execution

• Fund receipt & acknowledgement

• Exchange rate monitoring

• Financial obligation monitoring

• Personal contracts, partner LoAs

• Payment authorization

• Expense transfer between cost centers

PDM – expected results

• Improved coordination and communication among

administrative and research areas and donors/stakeholders

• Clear lines of reporting in all areas involved in restricted funds

management

• Improved monitoring and control of restricted fund

management

PDM – challenges• Center overheads considered too high by donors

• Convert technical & research support costs into direct costs

(full cost budgeting)

• Methodology for full cost budgeting (e.g., charges based on

staff time: Full Time Equivalents - FTE)

• Distinction between special projects based at HQ or in the

regions

• Others

Thank you!