Project Design, Implementation and Management Debra Adams FAD Senior Economist
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Project Design, Implementation and Management
Debra AdamsFAD Senior Economist
• Why are these elements of the reform process so important?
• What is involved?• Inputs• Outputs• Enablers
• How can authorities do them better?• How can technical assistance help?
Project Design
Project Implementation
Project Management
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Outline of presentation
Presenter
Presentation Notes
A process-based look at implementing reform – from design to monitoring and evaluation . What should be done at each stage?
• Define scope of reform – incremental or transformational• What is the “project”?• Determine prioritization and sequencing • Develop details of reform program
• Identify specific areas for intervention• Define outcomes• Establish milestones and key indicators of success• Identify risks and mitigation strategies
• Identify resource requirements, including TA needs
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Project Design: Key Tasks
Presenter
Presentation Notes
So, what is a project? It can be many things - small in scope or on a large scale, organization wide or constrained to one unit. Many projects might equal a “program”? So many countries we deal with tend to have many initiatives going on at the same time and these never seem to end. Can you honestly state how many active projects there are in your administration? People talk about prioritization, but there is no structured or documented process to determine this. And what about project interdependencies – these are frequently not identified and/or not addressed. EG, many countries have an IT strategy or plan and a reform modernization plan – these may end up with costs being duplicated and dependencies not being addressed.
• Baseline diagnostic reports on current performance and areas for improvement
• Senior management seminars etc on strategy, objectives, outcomes
• Assignment of full time team to undertake the design work
• Extensive stakeholder consultation – internal and external – to identify strategic direction and ways to address the areas for improvement
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Project Design: Key Inputs
Presenter
Presentation Notes
Project design must be guided by a clear strategic vision and be backed up by solid analysis – RA-GAP, RA-FIT, TADAT, IMF diagnostic review mission. A through planning process aids public understanding and transparency Building genuine commitment among all stakeholders and sustaining this over time Stakeholders, e.g.,: Government Business Trade associations etc Accounting/legal professions Staff Civil society Media `
• Approved strategic reform plan• Approved medium terms reform plans• Key outcomes and indicators • Resource requirements • Budget approval• Communications plan
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Project Design: Key Outputs
Presenter
Presentation Notes
Write the plans down Get government approval Publish the plans Debrat ehow success will eb emasured
• Establish reform governance framework • Design reform agenda and implementation calendar• Develop and implement communication plan• Assign and mobilize resources • Identify TA needs• Operationalize reforms into daily business• Continue to carry out regular business
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Project Implementation: Key Tasks
Presenter
Presentation Notes
FAD has a particular idea of what we see as a successful reform governance framework – it can get quite complex Each administration has to determine what will work in their environment. Resources = people, time and money. Make sure you have these available!
• Strategic reforms plan• Medium term reform plan• Assignment of full time reform team• Resource requirements• Key outcome and indicators• Key stakeholder consultations on detailed actions plans
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Project Implementation: Key Inputs
• Reform governance framework• Project management – project managers, project teams, reform office,
reference group • Monitoring and evaluation
• Detailed action plans and timetables• Allocated budget• Communication plan
External Representation
Project Owner Project Owner SUPPORT
FUNCTIONS
Project Owner TAX OPERATIONS &
COMPLIANCE
REFORMPROGRAM DIRECTOR
Project Manager Project Manager Project Manager SUPPORT
FUNCTIONSPROGRAM
OFFICE SUPPORT TEAM
REFORMSTEERING
COMMITTEE
PROGRAMIMPLEMENTATION
COMMITTEE
PROJECTTEAMS
PROJECT/ PROGRAMSPONSOR DIRECTOR
GENERAL
INFORMATION TECHNOLOGY
REFORMTAX OPERATIONS &
COMPLIANCEINFORMATION TECHNOLOGY
Project Team
Project Team
Project Team
CONSULTANTS
REFERENCE GROUPS8
Project Implementation: Key Outputs
Presenter
Presentation Notes
How to implement? Many countries say, we cannot have full time resources to this, they need to collect revenue. I had one country that had 64 working groups working on 135 initiatives part time – imagine how much work time was lost to “reform”? And nothing was ever finished! Put your best people onto reform work – it is a vital investment in the future of your organization and country. Include some new young staff who will be the standard bearers going forward and who will ultimately be your senior management team.
• Prepare periodic progress reports • High level monitoring of reform execution and results • Continuous monitoring of strategic and operational
performance • Prepare annual reports • Undertake internal reviews of progress and results• Undertake taxpayer surveys to determine change/impact• Conduct independent (external) reviews of progress an
results• Prepare final assessment of project achievements
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Project Management: Key Tasks
• Reform governance framework • Action plans and timetables • Period external reviews• Independent (external) evaluations• Key stakeholder consultations
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Project Management: Key Inputs
• Progress reports• Updated action plans, timetables, communication plans and budget• Regular internal reviews• Annual reports• Taxpayer survey reports • Stakeholder feedback reports• External review and evaluation reports BGD
BEN
BOL (M3,6)BOL (M4)
BDI
CPV (M3) CPV (M4)
CPV (M8)
EAC
ETH (M6)
ETH (M7)
ETH (M9)
GNBHTI (M3)
CIV
LBR (M4)
LBR (M5,6,7)
MLI
MRT (M4,5)
MRT (M6)
MRT (M8)
MMR (M1)
MMR (M2,3,4,5)
MNG
NPL
PRY
SEN1
SEN2 (M4,5,6)
SEN2 (M8)
WAEMU (M1)WAEMU (M3)
SWZ (M4)
SWZ (M5)
SWZ (M6)
1.0
2.0
3.0
4.0
6 12 18 24 30 36 42 48 54 60
Proj
ect S
core
Project Age In Months*
Classification of projects by perfomance and age
* Project age as of end of FY16 for active projects; age at completion for completed projects/ modulesSEN 1: 2012 - 2015; SEN2: 2015 - 2017
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Project Management: Key Outputs
• Political support and approval• Leadership and management commitment and
capacity• A visible leader or “champion”• Reform ownership – at all levels• Staff capacity and time• Communication• Stakeholder engagement• Governance framework • Resource availability• Targeted and coordinated TA
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Project Design – Implementation – Management: Enablers
Presenter
Presentation Notes
Enabling success: High-level/sustained/visible political support – but what does that look like? Stable/firm/committed leadership (team) Plus a visible champion who everyone associates with the project and with success and who can and is seen to hold people accountable Holistic/inclusive – with various stakeholders and building consensus for reform Sufficient resources Involve management of the future - bright young staff Phased approach (segments/pilots) Overarching/medium-term/reform strategy Coordinated activities Strong reform ownership by country Broad objectives… beyond just collection Prioritization and sequencing Identification of risks and mitigation strategies Widely communicated (buy-in/accountability) Alignment of policy & administration reforms Inhibiting success: Lack of political support Frequent leadership changes Partial/exclusive Under-resourced Big bang approach
• Use throughout the project process from diagnosis to management • Request a sufficient amount • Target it appropriately - at skills and institutional capacity gaps • Make sure it is responsive and flexible • Avoid delegation of reforms to TA providers• Actively coordinate the TA
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Technical Assistance
Presenter
Presentation Notes
To build strong fiscal institutions, the IMF assists countries to: • Identify reform priorities and TA needs through regular dialogue with member countries. • Design and implement reform strategies… and rapid responses to emerging challenges Reform strategies: a medium-term institution building effort –Clear picture of RA current situation,… and areas in need of change –Sensible response,… approach to change –Effective implementation –Systematic monitoring and measuring impact Rapid responses: targeted advice to revenue needs, compliance problems,… or rapidly changing environment—e.g. financial crisis. • TA support is aligned to and supportive of reform strategy
Thank you
Questions?
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