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!
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