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Report of the Task Force on Improving Project Quality : II. Key Variables Affecting Project Quality
H. Clarity and Implementability of Project Design
37. Much of the above discussion on sectoral analysis, ownership and
institutional assessments pertains also to the need to strengthen project design. The
objectives and scope should be precisely stated; the roles of the borrower, other
stakeholders and the Bank should be clearly delineated; and the project concept should be
developed in close consultation with the implementing agencies and the beneficiaries to
ensure acceptability and implementability. The need to minimize the complexity of design
and establish clear understanding of mutual roles and responsibilities during project
preparation is particularly important in the PIDCs and other DMCs where institutional and
manpower resources are severely limited. In these circumstances, complex project designs
and lack of clarity about their role impose an unsustainable burden on their capacities. Some
of the Bank's past projects, particularly in the agriculture and social sectors, have been
overly ambitious with respect to objectives, scope and implementation arrangements.
Multiple objectives, numerous components and executing agencies, intricate coordination
requirements and overlapping accountabilities are some of the characteristics of the design
of unsuccessful projects.
38. In recognition of these issues, the Bank is making constant efforts to improve
project design techniques and principles. It has initiated, and needs to expand, the use of the
logical framework (see Box 3), which requires greater clarity of the hypotheses and
assumptions on which the project is based, as well as clarity of the linkage between the
stated objectives on of the one hand and the outputs and inputs of the project on the other.
More systematic and comprehensive sectoral diagnostic analyses to support these project
hypotheses and assumptions are required from processing missions. Project objectives,
related performance indicators and monitoring mechanisms need to be clearly specified as
part of the project framework. Project implementation arrangements should be simple, with
the roles of implementing agencies, NGOs (if any) and beneficiaries clearly delineated.
Box 3 -The Application of the Logical Framework to Bank T As and Projects
Description of the Logframe. It is a tool for preparing the project design, including goals
and objectives, outputs, inputs and activities, key risks and assumptions, and project costs.
- It ensures that the project design is responsive to specific needs, constraints and
opportunities, since it requires a problem analysis and an objectives analysis to be
completed as preliminary steps leading up to the project design.
- It is also used as a tool to communicate with the project's stakeholders, particularly
the executing " agencies and beneficiaries, on the design of the project.
Benefits of Using the Logical Framework. It clarifies and disciplines thinking processes as
applied to project design.
- It has the power to describe a complex and costly project clearly and understandably
on one or two sheets of paper.
- It is a participatory tool that facilitates the involvement of the executing agency/ies
and beneficiaries, and the incorporation of their views in project design.
- It can be used as the basic guiding document, both through the project design
processes, as well as through implementation, monitoring and evaluation.
- Project designs needs to be flexible and to adapt to changing priorities and
requirements of executing agencies and beneficiaries. The logframe facilitates this
process, since the linkages among objectives, outputs, activities and costs are made
explicit and easy to monitor.
Potential for Application within the Bank.
- Use during project identification will facilitate a more thorough focus on the sector
goals and objectives to be addressed and will ensure that the project profile identifies
more specifically the area/s and beneficiaries to be benefitted
- The logframe can be used to design TAs and loan projects. For project preparatory
technical assistance, it will only specify the goals and objectives of the ensuing
project; the feasibility study and loan appraisal will complete the logical framework
with the remaining elements of project design, viz., outputs, activities, costs and key
risks/assumptions.
- It can facilitate communication, debate and exchanges of views on project design
and implementation among departments, among mission members, and between the
Bank and beneficiaries/executing agencies. This can potentially enhance project
quality.
- It can be used as the basis for benefit monitoring and evaluation, project
monitoring and Implementation reviews, and post-evaluation.
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