Chapter 4.
Bilateral Program and
Project Management Frameworks

4.1 Introduction

Bilateral development assistance is planned and delivered with the recipient country, in consultation with other donors and partners and within the general policy context provided by Canada's ODA Policy Framework, CIDA's Development Policy Base, the branch programming framework, and within the general operational context provided by CIDA's Regulatory Environment and the three key Agency Program Management Frameworks described in Chapter 3:

• Results-Based Management (RBM) (see section 3.3);
• The Agency Accountability Framework (see section 3.4); and
• The Performance Review Framework (see section 3.5).

The planning and delivery of bilateral development assistance is further defined by the following key bilateral program and project management frameworks or mechanisms described in this chapter:

• Terms and Conditions for International Development Assistance and the  Framework Policy for International Development Assistance(see section 4.2)
• Bilateral Programming Mechanisms (see section 4.3);
• Project Delivery Models - Lines of Business (LOBs) (see section 4.4); and
• The Project Team (see section 4.5);

and by the Logical Framework Approach which is described in Chapter 5.

4.2 Terms and Conditions for International Development Assistance and the Framework Policy for International Development Assistance

In general terms the Terms and Conditions define the scope of bilateral aid, while the Framework Policy defines how that aid is delivered. These documents are key reference documents for bilateral officers. (For those projects which were approved prior to 1996, the Criteria, Terms and Conditions approved by the Treasury Board in March 1995 remain in effect.) See your Strategic Management Division for further information.

More specifically, the current Terms and Conditions for International Development Assistance confirm the purpose and objectives of the bilateral program and list the eligible recipients of bilateral assistance. The Terms and Conditions indicate that all projects will be assessed against CIDA procedures and authorities, and are subject to the right of audit and evaluation by CIDA. The Terms and Conditions state that all financial signing authorities will be exercised in accordance with the Minister's delegation of Financial Signing Authorities.

The companion Framework Policy for International Development Assistance elaborates on bilateral program delivery issues and further defines eligibility for bilateral assistance. The Framework Policy indicates general program and financial management considerations with reference to technical assistance, audit and evaluation, contribution funding, payment procedures and contracting authorities.

4.3 Bilateral Programming Mechanisms

Bilateral Programming Mechanisms refer to the broad programming choices available to managers in the Geographic Branches: directed programming for projects developed primarily by CIDA in consultation with the recipient countries and other donor parties; responsive programming for unsolicited proposals from the private and not-for-profit sectors; and Bilateral Food Aid.

There are currently eight Lines of Business (see section 4.4) which CIDA utilizes to deliver its bilateral programming activities. All are CIDA directed except for LOB 8, Bilateral Responsive Projects.

4.3.1 The Bilateral Directed Mechanism (LOB 1 to 7)

The term "Directed Mechanism" is an internal term used to describe those initiatives where CIDA bilateral staff, based on recipient country needs and in cooperation with the recipient country, actively lead the project identification, selection and planning (appraisal and design) processes. The Directed Mechanism and the resulting competitive contracting environment continues to be the chief mechanism for delivering the assistance program in the bilateral branches.

Under the "Directed Mechanism" option, both the private sector and the "not-for-profit" sector are involved in open competition, normally through electronic bidding to execute projects which CIDA wishes to implement as discussed in the later chapters of this Roadmap. More information on the Lines of Business which comprise the Directive Mechanism can be found in section 4.4 below.

The principles underlying the use of electronic bidding for Executing Agency (EA) selection (visibility, accessibility, free competition, etc.) continue to apply. (See the Contracting Guide for Managers in CIDA or your Contracts Officer for further information.)

Contracts are signed as a result of the competitive selection process.

The following schematic provides an overview of the processes involved in the Bilateral Directed Mechanism.

4.3.2 The Bilateral Responsive Mechanism (LOB 8)

In December 1996, the Minister responsible for CIDA introduced the Bilateral Responsive Mechanism. It allows for the submission of unsolicited proposals by both the private and the not-for-profit sectors (but not from other Government Departments) to bilateral desks. The process of proposal submission by the Project Proponent is defined in the Guide to CIDA's Bilateral Responsive Mechanism issued in October 1998. To avoid having a Project Proponent waste time and effort in preparing a detailed proposal on a project which will not be funded by CIDA, a two-step approval process has been agreed upon with CIDA's development partners. It involves a short Preliminary Proposal and, if that is acceptable to CIDA, a Detailed Proposal.

Proposals financed under this mechanism must be funded from existing bilateral resources and the bilateral desk remains responsible and accountable for the achievement of project results.

To keep partners well informed of CIDA programming interests, CIDA will periodically publish country program summaries on the Internet to indicate the programming thrusts in countries of concentration.

Within the day-to-day project management regime of CIDA, Bilateral Responsive Mechanism projects are considered as uniquely LOB 8 projects. This mechanism is discussed in greater detail in Section 4.4.8 below.

In order to help differentiate responsive from directed projects, it is important to note that responsive mechanism projects:

• are unsolicited proposals from eligible development partners; require that the selection of the implementing organization and project approval are inseparable;
• are implemented under a Contribution Agreement between the implementing organization and CIDA. For guidelines and general information on contribution agreements see the Manager's Guide to Contribution Agreements.

On responsive projects:

• no profit or surplus can be associated with the Contribution Agreement;
• there will be a general limit of $5M per contribution; and
• cost sharing and leveraging will be taken into account in the approval process.

The following schematic provides an overview of the processes involved in the Bilateral Responsive Mechanism.

4.3.3 Bilateral Food Aid

Several regions of the world face chronic malnutrition and food insecurity. While short-term emergency food aid provides a timely humanitarian response, developmental food aid delivered through bilateral channels can help to address this recurrent problem, at the same time complementing the programming objectives defined in the relevant Country/Regional Programming Frameworks (C/RPFs).

Bilateral food aid programs are developed and implemented in coordination with the Multilateral Branch Food Aid Centre (MFA).

Within the Multilateral Branch, there is a Non-Government Organization (NGO) Responsive Program based on the provision of food aid for various purposes. When such projects are approved directly by MFA, they require close consultation with the bilateral branches to ensure consistency with the existing C/RPF.

MFA has prepared a guide entitled Results-based Appraisal and Monitoring of Food Aid Centre Projects: A Practical Guide to Results Assessment to assist bilateral staff and development partners to build RBM into food aid programming.

For further information on bilateral food aid programming, please refer to CIDA's Food Aid Strategy.

4.4 Lines of Business (Project Delivery Models)

CIDA uses eight Lines of Business to deliver its bilateral program activities. Choosing an LOB for a particular project should be based on a careful assessment of the most effective and efficient way to both plan and implement the project in order to achieve the expected results. Staff should refer to the Lines of Business Document which describes in more detail the differences between each of the LOBs.

The choice of the LOB is made during the Project Selection stage (Section 6.6) and approved within the Concept Paper (Chapter 7).

4.4.1 LOB 1: The Blueprint Model

On Blueprint projects, CIDA (in cooperation with the recipient country) is responsible for significant study, analysis and design before project approval. Costs and expected results are normally clearly defined by CIDA in consultation with project stakeholders prior to project approval. An Executing Agency (EA) is not normally involved in this planning activity, although specialized professional and technical resources may be retained to undertake appraisal, feasibility or design activities.

Implementation will normally be carried out by a contracted EA selected competitively through electronic bidding.

4.4.2 LOB 2: The Transfer/Support Model

Transfer/Support projects involve the transfer of resources to a recipient organization or country. Examples are, lines of credit (for services and/or goods); projects with multilateral agencies; projects where CIDA is one of a number of donors in a parallel or co-financing arrangement; or projects where CIDA supports capital activities financed by the Export Development Cooperation (EDC). Sector-wide approaches (SWAps) and other similar initiatives would be included in this LOB.

Although the justification for a Transfer/Support project may require significant analysis, the design element is not usually labour intensive, as a standard delivery mechanism is normally used. Some projects are "off-the-shelf", where significant analysis has been done by others and CIDA would normally not redo this analytical work. Alternatively, CIDA may be part of a larger, multi-donor effort to develop a joint programming approach. Staff may wish to refer to the Sector-Wide Approaches (SWAps) extranet site for additional information on multi-donor arrangements.

An EA may or may not be required depending on the nature of the project and the capability of the recipient organization.

Some projects in this LOB generate a Counterpart Fund which would be governed by the Policy and Guidelines for the Management of Counterpart Funds.

4.4.3 LOB 3: The Quick Transfer Model

Quick Transfer projects are small, low cost (maximum $500,000), short and require immediate implementation. They involve a quick response to initiatives or opportunities which can involve the transfer of ideas and technology.

These projects are limited in size and are approved by the Program Director or Vice-President in keeping with delegated project approval authorities. Selection and contracting are also in accordance with appropriate delegated authorities.

4.4.4 LOB 4: The Responsive Development Fund Model

The Responsive Development Fund Model is a CIDA directed project where CIDA:

• determines that the establishment of a Fund is an appropriate means to respond to an identified need;
• sets a fixed financial envelope (the project budget) and a maximum size for individual sub-projects;
• establishes a precise set of developmental objectives for the Fund; and,
• provides clear criteria and a suitable competitive mechanism for access to the Fund by local and/or Canadian organizations.

The CIDA bilateral desk, Field Representative or selected Executing Agency invites proposals within the fixed envelope, specified criteria and a given timeframe. The proposals may be evaluated individually or against one another depending on the criteria and evaluation process established for the Fund.

4.4.5 LOB 5: The Iterative Model

The basic principle of an iterative project is to modify project implementation through the continuous application of lessons learned during implementation to achieve expected development results.

There are two types of Iterative Projects:

• For the first type, the Program Desk submits the Concept Paper (see Chapter 7), conducts the appraisal, feasibility and design (usually for the first year), obtains project approval, and selects the EA according to the appropriate procedures. The EA implements the first year as designed and plans future year activities with other key project stakeholders;
• For the second type (sometimes called "design-and-deliver"), CIDA works with an EA to plan (appraise and design) the project. Therefore, the Program Desk confirms the general feasibility of the project and submits a Concept Paper which indicates the proposed design-and-deliver approach and the planning funds required (see section 7.2.1 related to the approval of planning funds). The bilateral desk then selects the EA according to the appropriate procedures (based on the total expected value of the project), enters into a multi-stage contract (the first stage of which is funded through the approved planning funds which are entered in the PRE section of the SAP Work Breakdown Structure), oversees the appraisal and design of the project by the EA, obtains project approval, and then negotiates the implementation portion of the EA's contract (funded by the project).

In both cases, although the expected results at the outcome level will remain the same, the outputs selected to achieve the expected results may be modified and refined on an ongoing basis.

Note that in the latter case, the total value of the EA contract could exceed the value of the project given in the MOU with the Recipient Country since the planning funds for the initial appraisal and design of the project may be included in the contract with the EA.

4.4.6 LOB 6: The Policy and Advocacy Model

The Policy and Advocacy Model has also evolved into two streams:

• The original intent of this LOB was for CIDA's own Policy and Advocacy activities and analytical products. In such cases, costs are paid from operating budgets. Ministerial approval is often required for specific positions or policies that result from these activities.
• In addition, this LOB is now used for Policy and Advocacy Projects which deal with policies, strategies and concepts, including such areas as human rights, good governance, and democratization. Such projects usually deal with capacity development in these critical areas and may involve very long-term objectives.

The Recipient Knowledge Building and Policy Dialogue category of projects described in the Guide on Eligible Aid Expenditures would normally fall under this Line of Business.

4.4.7 LOB 7: Local Initiatives Model

Local Initiatives Projects are generated and managed in the field without significant involvement from Headquarters, except for project approval. Common examples are small project funds, gender funds, and "green" funds. The Canada Fund is a special case due to the allocation mechanisms (see theGuidelines for the Canada Fund for Local Initiatives).

Projects may be labour intensive, but field offices may use contracted resources and/or Program Support Units (PSUs) to minimize the Canadian Post's administrative burden. The management focus of the Head of Aid is normally on ensuring that activities funded meet development criteria and that financial matters are dealt with according to accepted Agency and Government practices. The Guidelines for the Canada Fund for Local Initiatives may be used as a general reference for all LOB 7 projects, especially for subjects such as hiring a local coordinator, establishing a project review committee, proposal requirements, approval documentation requirements, Contribution agreements with the recipient/implementer, sub-project project reporting requirements, etc.

4.4.8 LOB 8: Bilateral Responsive Projects

The Bilateral Responsive Projects mechanism allows for the two-step submission of unsolicited proposals to bilateral desks by both the private and the "not-for-profit" sectors. A Guide to CIDA's Bilateral Responsive Mechanism is available to the Agency's staff and development partners on the CIDA Internet site.

Note:
All Preliminary and Detailed Proposals will be treated in confidence by CIDA.
Other Government Departments are not eligible to submit proposals under this LOB.

Proposals submitted from either the private or the "not-for-profit" sector are required to meet the following five basic criteria:

• development impact of the project must prevail;
• there must be conformity with the CIDA Country/Regional Programming Framework (C/RPF) where one exists;
• no profit may be associated with the project and contribution agreement;
• a general ceiling of $5.0M per contribution will apply; and
• cost-sharing and leveraging will be taken into account in the approval process.

Project proponents may submit proposals to the appropriate bilateral desk at any time and each proposal will be assessed individually.

The normal approval process involves a two-step submission and approval process, but, for smaller projects, a one-step approval process can be considered by the bilateral desk.

In keeping with the above basic criteria, the Preliminary Proposal will be reviewed to assess or confirm:

• the potential development impact of the project;
• conformity with the CIDA Country/Regional Programming Framework (C/RPF) (where one exists) or CIDA program priorities (if no C/RPF exists);
• cost-sharing and leveraging of funds;
• if the CIDA program unit has sufficient funds to devote to the type, sector/theme and size of the proposal over the proposed timeframe.

If the CIDA program unit wishes to pursue the proposed project, the following approvals must be obtained:

• For projects over $100,000 but below $500,000:
• if a one-step approval process is being used, the Minister's agreement to enter into discussions with the Project Proponent (leading to a Contribution Agreement) must be obtained before the Proponent is advised of CIDA's decision on the Proposal;
• if the two-step approval process is being used, the Minister's agreement to enter into discussions with the Project Proponent (leading to a Contribution Agreement)must be obtained before the Proponent is asked to submit a Detailed Proposal or other substantive discussions are held with the Proponent.
• For projects over $500,000, a Concept Paper must be submitted to the Vice-President for approval in accordance with Chapter 7. If the Concept Paper is approved, the Minister's agreement to enter into discussions with the Project Proponent (leading to a Contribution Agreement) must be obtained before the Proponent is asked to submit a Detailed Proposal.

Upon review of the Preliminary Proposal, the Program Director advises the Project Proponent of CIDA's decision (based on either a Concept Paper or agreement to enter into discussions or both) in accordance with Section 4.5 of the Guide to CIDA's Bilateral Responsive Mechanism. If CIDA provides a positive response to the Preliminary Proposal, the bilateral desk will advise the Project Proponent of the analyses required in the Detailed Proposal (see Section 8.5).

Upon completion of the required analyses, a Detailed Proposal is then submitted by the Project Proponent as per Section 5 and Appendix 1 of the BRM Guide.

The Detailed Proposal will be reviewed to assess or confirm that:

1. The proposal conforms to the C/RPF (if one exists) or CIDA program priorities (if no C/RPF exists);
2. There are sufficient funds in the Indicative Planning Figures (IPF) to devote to the type, sector/theme and size of the proposal;
3. The proponent's contribution is proportional to his commitment; and,
4. The proposal conforms to the requirements of the Canadian Environmental Assessment Act (see The CEAA and the Roadmap).

If the answer to all of these initial points is "yes," the following factors are then used to review and assess the Detailed Proposal:

1. The development potential of the proposal including its technical merits as demonstrated by the project purpose, the innovation or uniqueness in proposal, the appropriateness of the project activities (or outputs), the expected project results (outcomes), the project beneficiaries, the sustainability of the project and the strength of the project appraisal information (see below);
2. The demonstrated technical capacity and strategic positions of the proponent and the recipient country partner(s) to undertake the project, the proponent's overseas experience and the link between the mandate or business plan of the proponent and the proposed project. Project Managers (PMs) should consult colleagues in the Canadian Partnership Branch when faced with unfamiliar Project Proponents or Proponents who have a track record with that Branch;
3. A good assessment of potential risks and how the proponent will mitigate or monitor them including appropriate references to the application of lessons learned;
4. A satisfactory demonstration that the proposed project budget represents good value-for-money with a satisfactory contribution to project costs by the proponent and other partners or sources;
5. Demonstrated support for CIDA's applicable developmental priorities, including the project's demonstrated contribution to overall capacity development in the recipient country;

Satisfactory project performance indicators, project monitoring schedules and project implementation schedules.

Notes:
§Appendix 1 of the Guide to CIDA's Bilateral Responsive Mechanism provides a recommended Table of Contents for the Detailed Proposal;
§All Detailed Proposals require a Results-based Logical Framework Analysis (LFA), a detailed project budget, a project implementation schedule and information on any proposed sub-contracting;
§All Detailed Proposals requesting a CIDA contribution of $500,000 or more also require a Results-based Work Breakdown Structure; an Annex providing information on the extent, nature and specific results of the Project Appraisal activities (analyses) carried out by the proponent or recipient country partner; and an Internal Monitoring Framework;
§ Support from the Recipient country government is not a rated factor. However, at the sole discretion of CIDA, final project approval may be withheld or made conditional upon the receipt by CIDA of recipient country government support.

Further references to managing projects under the Bilateral Responsive Mechanism are found in appropriate chapters of this Roadmap and in the document entitled Lines of Business .

4.5 Project Teams

The Project Team is the management mechanism that ensures that optimum use is made of the knowledge, abilities and multi-disciplinary skills of Agency staff during the various phases of the project cycle.

The project team is the cornerstone of CIDA's approach to the design, implementation and management of bilateral projects. A CIDA project team is built around a defined group of skills and clearly defined roles and accountabilities. The CIDA project team is lead by an accountable project manager who is accountable for managing CIDA's involvement in a project and includes a group of functional specialists who provide the project manager with the necessary subject matter expertise.

Strong project teams ensure that optimum use is made of the knowledge, abilities and multidisciplinary skills within the Agency.

No one individual has the necessary management, technical, sectoral, geographic, financial or contracting knowledge to adequate assess the issues related to project identification, appraisal, design or approval. Equally, the range of the "technical" dialogue which forms part of the project cycle, is beyond the expertise of any one individual.

4.5.1 Composition of the Project Team

The CIDA project team is led by a Project Manager. The Project Manager is supported and advised by subject matter experts who constitute the core team. These experts will normally include:

• one or more Scientific & Technical specialists
• a Contracts Officer
• a Financial Management Advisor
• the Field Representative
• the Program Analyst, and
• a Project Assistant

Project Team membership must be structured with particular reference to cross cutting themes such as WIDGE and the Environment. Environment specialists have a specific regulatory role in each project team in addition to acting as subject matter experts. The assignment of staff to project teams is done in consultation with the Chief of Operations, Program Director and Manager responsible for Branch S&T resources.

The degree of participation of each CIDA team member will vary over time depending on where the project is in the project cycle.

In a broader context the project team may also be viewed as including the Recipient and the Executing Agency as well as other CIDA resources such as the Branch Performance Review (RBM) specialist, legal advisors, logistics experts, etc.

4.5.2 Accountabilities of Project Team Members

Within the context of project team operations, the following accountabilities apply.

Project Managers
are accountable to the Program Director for the management of a project throughout its evolution through the bilateral project cycle in a manner which facilitates the achievement of expected results, including: the definition of development results (as defined in project approval documents and in conjunction with partners) performance measurement frameworks; managing the project team, obtaining appropriate analytical, design and implementation expertise and managing the processes related to the application of this expertise; monitoring and reporting on project performance; and communication of intended results and achieved results. (See theAgency Accountability Framework for additional details)

The CIDA Project Manager is not accountable for the day to day management of project implementation in the field - this is the responsibility of the Executing Agency.

Scientific and Technical Specialists
provide support to Project Managers to ensure that they receive the best possible technical advice; advise and assist the project manager throughout the definition, planning, design, contracting and implementation processes; provide best practices technical advice; ensure information sharing; support the recipient by providing expert advice on the technical aspects of a project; and act as the "sounding board" for the CIDA Project Manager.

Contract Officers:
support the planning and implementation of development projects in a manner which respects government contracting policies, encourages openness, competition and fairness, and results in best value for the funds expended. Contract officers ensure the integrity of the contractual process and provide advice to project managers to ensure that contracts are well defined and consistent with Government of Canada and CIDA policies, directives and procedures. They play a significant role in the preparation of contract plans, RPFs, proposal evaluations, contract negotiations, preparation and administration of contracts and resolution of disputes.

Financial Management Advisors
provide financial advice on the prudent and correct use of funds, according to sound practices of financial management; and any other project financial questions.

In discharging their responsibilities as team members, Scientific and Technical Specialists, the Contracts Officer, the Financial Management Advisor and all other project team members are accountable for:

• the quality and timeliness of expert advice given to the Project Manager;
• activities they undertake on/for the project itself (i.e. preparing a contract or conducting a gender analysis);
• functions they perform in support of the project (i.e., reviewing technical reports, monitoring financial compliance, etc).

4.5.3 Project Team Operations

The CIDA Project Manager has overall responsibility for each project and for the achievement of development results. They ensure that a Project Team is established and has the appropriate resources; determines and directs how the project team will work, including establishing the "communications protocol" to be followed by team members (a shared, recorded understanding of how, and to whom, matters are communicated among team members and to outsiders); manages the CIDA human and financial resources assigned to the project; carries the bulk of the "administrative burden", supported by the resources available within headquarters (approvals, consultant selection, contract management, financial control, project scheduling, etc.). The PTL is ultimately responsible for taking the final decisions. However the CIDA Project Manager must avoid assuming the contractual responsibilities of the CEA. Additionally they ensure that individual projects contribute to program priorities and expected results. In a multi-donor program approach represents CIDA in project and sectoral fora and ensures that CIDA participation conforms to that agreed to at the outset of the project.

The CIDA Field Representative plays an important role in information gathering including the provision of an overall developmental assessment of the country and reporting on the activities and experience of key recipients and other donors. Additionally they play a role in the identification of potential development projects and initiatives; work closely with individual recipients to ensure that "project ownership" is clearly established and functioning; provide ongoing recipient feedback; monitor ongoing projects from a results perspective. Although avoiding the assumption of the contractual responsibilities of the CEA and the managerial responsibilities of the CIDA Project Manager, the Field Representative provides ongoing advice on programming options, sustainability, risks, delivery instruments and expected results; establishes a dialogue and basis of trust with the various recipients, thereby creating a level of confidence upon which long term development activities are founded and contributes to improved donor-recipient coordination. Where CIDA is involved with a multi-donor program approach, the Field Representative will represent CIDA in project and sectoral fora, ensure that the CIDA Project Manager is kept informed of the progress of the project and significant events in the recipient environment which could affect the outcome of the project and liaise with the local representatives of other project participants to remain abreast of progress and issues.

Throughout the life of the project Scientific and Technical Specialists ensure that the CIDA Project Manager receives the best technical advice possible; provide advice, assistance and technical monitoring throughout the planning, contracting and implementation process and provide a sectoral perspective. In a multi-donor program approach they monitor technical issues in conjunction with other donor technical representatives through participation in joint monitoring missions and evaluations.

The Contracts Officer provides contracting advice during all phases of a project on regulations, policies, guidelines and procedures as well as a variety of contacting services such as contract planning, preparation of contract documentation, the tendering process (for both services and goods procurement), proposal evaluation, negotiations, audits and administration. They assist in finding solutions to contracting issues and design and implementation problems.

The Financial Management Advisor provides financial management advice to the team on all financial aspects of project design, implementation and review , reviews approval documents and management plans in terms of financial viability, financial structure, costs of outputs, financial expertise requirements, and the format, frequency and content of financial reporting to ensure conformity with GOC requirements and participates in financial and management audits as required.

The Recipient must be a full and active participant in order to ensure ownership, sustainability and the achievement of expected results. They identify needs and support CIDA in defining specific development results to be achieved, participate in the design of the project and in the assessment of results achieved. They share accountability with the CEA for achieving the developmental results.

The Executing Agency is accountable for delivering the technical and managerial resources required to successfully achieve the agreed results, as defined in the contract (manages the inherent conflict associated with the provision of both technical and managerial resources), provides ongoing feedback and advice to the project team (especially in iterative type projects), reports on the ability of the project to remain within budget and on schedule, its ability to overcome short term operational difficulties and, critically, its ability to achieve long term results and micro-manages the project.

Project teams are only useful when they operate in a collaborative and flexible manner, drawing on the advice and involvement of team members at various times and on various issues.

A key accountability of the Project Manager is the identification of the necessary skills and the subsequent creation of an appropriate team which operates in a collaborative manner and in a timely fashion. Regular meetings, even when informal in nature, serve to promote communications among team members and ensures the maintenance of a shared vision. Generally speaking more formal meetings are useful when key decisions are made - the record of these meetings forms part of the core project documentation and serves to inform new team members of the rationale behind certain decisions. The Project Manager is responsible and accountable for drawing on the required expertise at the appropriate time. Thus, the active participation of team members evolves as the project moves through the various stages of the project cycle.

During project identification and project selection, the lead role may be undertaken by a Country Program Analyst supported by appropriate technical and cross-cutting specialists and the field representative. Initially, there may not yet be a project team structure, but rather a project identification group, since a specific project may not have been formally identified until the end of that process. All appropriate staff (bilateral desk, technical and field) are involved in project screening (see section 6.4) and the preliminary discussions leading to project selection.

When the project selection memo is put forward to the PD, it should identify the proposed members of the project team who will then work on the preparation of the Concept Paper (see Chapter 7). Appropriate technical, cross-cutting and field advice is required to properly scope out the required planning activities (including decisions on what can be done internally and what must be contracted out).

Members of the project team are also identified on the Concept Paper and Project Approval Document (PAD) Cover Sheets and on the project LFA.

4.5.4 Changes in Team Membership

The membership of a project team will change as staff are transferred to other positions or work is reassigned. The greatest potential impact on a project will result from a change of Project Manager or Scientific or Technical Specialist.

When changes occur, the departing member is responsible for the documentary and verbal briefing of his/her successor. This would include a hand-over of copies of key project documents and key reports from the EA, project monitor and any operational reviews, audits, and/or evaluations conducted. The hand-over must include electronic and paper files.