Over 18 months we delivered 2300 hours of training in 19 Caribbean countries, helping to create a step change in results-oriented project management in the region, embedding skills for sustainability and rooting our strong partnership ethos and values across the Caribbean.
Click the arrows to move through the story.
This impact story captures our work with the Caribbean Development Bank over an 18-month period between 2017 and 2019.
In fact, the story of this partnership starts long before, in 2013, when we undertook a large needs assessment across the region. The journey towards an effective and sustainable project cycle management system in the Caribbean took place over these six years and involved many individuals and organisations working together.
The success is down to many people, not least the spirit of determination and focus embodied by local leaders and project managers who were so motivated to increase the quality of their work for their beneficiaries.
THE JARGON
CDB = Caribbean Development Bank
PCM – Project Cycle Management
PPAM = Public Policy Analysis and Management
BMC = Borrowing Member Countries
The Caribbean Development Bank recognises that sustainable development is significantly compromised by a shortage of well-trained personnel in the fields of Public Policy Analysis and Management (PPAM) and Project Cycle Management (PCM).
In 2013, building on our long and well-respected Caribbean track record of capacity development work, we were commissioned to conduct a Training Needs Assessment to inform the design and delivery of a new programme of PPAM and PCM training.
Several major challenges which currently impact the effectiveness of interventions in Borrowing Member Countries (BMCs) were identified.
Two years later, in 2015, we were contracted to provide Monitoring and Evaluation Technical Assistance to Phase 1 of the CDB’s new capacity development programme PPAM and PCM.
The open consultation approach signalled to countries that this was ‘their programme’ not a ‘one-size-fits-all’. It generated feedback that allowed the CDB to make the programme more relevant and effective; and it led to an evolution of the programme design and scope.
Establishing a country-led Monitoring and Evaluation system in six countries and conducting the mid-term evaluation of the first phase of the programme, with a strong focus on lesson learning, led to roll-out to a further 12 countries.
Project Cycle Management (PCM) focuses on strategic, results-oriented design and planning, as well as the use of performance information to improve decision-making, in order to maximise impact while optimising resources.
In practice, we use a set of well-structured, practical tools to guide strategic and operational planning, risk management, progress monitoring, and outcome/impact evaluation.
Capacity gaps in this area had been having implications for development outcomes in the region, with projects being delayed due to late start-up, lengthy procurement processes and extended project implementation.
As defined by the European Commission:
Project Cycle Management (PCM) represents the whole of management activities and decision-making procedures used during the life cycle of a project. PCM helps to ensure that projects are relevant to an agreed strategy and to the problems of target groups.
The programme design featured an innovative capacity strengthening and transfer model by working in partnership with a cadre of regional associates for sustainable outcomes. The partnership approach was based on a set of well-established CIDT partnership principles:
Supporting the CDB team and its partners to articulate their needs and build their capacity in managing the programme.
Taking a needs-based and flexible approach, CIDT helped manage the provision of demand-led technical assistance. In order to respond to changing needs, we had to work in a highly open and flexible manner with all partners.
Giving priority to Caribbean inputs, notably in the design of the case study based curriculum and the composition of the delivery team. International consultants were paired with regional counterparts and this unique approach was very much appreciated by the training audience.
We focused on building capacity of the CDB staff team and its partners, helping them in articulating their needs, exploring options and ensuring effective programme implementation.
Building on existing Caribbean practices and initiatives by bringing new skills that could add value to existing procedures and systems.
The diagram below shows our capacity development model for this programme.
A large and diverse CIDT team, led by Project Manager Ella Haruna, were able to work together to keep the programme on track, from the complexities of travel and hospitality requirements, to the design and collation of training materials and in-person training and facilitation.
Our team of selected Caribbean Associates were key to the both the design and delivery of the training programme. The technical training had to be appropriately designed and delivered for a Caribbean audience. The role of the Associates in helping CIDT to nuance the training design to local Caribbean conditions was critical.
Working hand in hand, CIDT staff incrementally transferred the curriculum and implementation of the training programme to our regional expert counterparts, whilst maintaining quality assurance (QA) oversight and continuing to manage the process of continuous improvement. This approach promoted sustainability, cost-effectiveness, consistency of methodology and efficiency.
The diagram below demonstrates how the programme was gradually passed over to the Caribbean team.
Susan Branker Greene, Barbados
Alexa Khan, Trinidad
Nana Hesse Bayne, Trinidad
Yolanda Alleyne, Barbados
Joy Mapp Jobity, Trinidad
Mark Lee, Jamaica
Sergei Prozarov, UK
Wouter Hijweege, Netherlands
Claudia Nicholson, Grenada
Vasantha Chase, St Lucia
Teddy Charles, Jamaica
Lennise Baptiste, Trinidad
The eight training modules covered a wide range of tools and themes around the project cycle, including project design, management, monitoring and evaluation to more specific PCM approaches, such as project appraisal, managing technical assistance projects and procurement. The menu of face-to-face (F2F) training courses was tailored to offer maximum impact within a fixed delivery schedule in each country.
CDB’s four cross-cutting themes were fully mainstreamed across the curricula: Gender; Climate Change; Governance and Environmental Sustainability.
Module 1: Introduction to PPAM (delivered by DODS)
Module 2: Advanced PPM (delivered by DODS)
Module 3: Principles, tools and skills for PCM
Module 4: Project appraisal
Module 5: Project planning and implementation
Module 6: Monitoring and Implementation
Module 7: Risk Management
Module 8: Managing Technical Assistance Projects
Module 9: Procurement
Module 10: Train the Trainer
CIDT trainers Ella Haruna and Susan Branker Greene facilitated a workshop with national training coordinators from 18 countries, including Heads of Civil Service Training Departments and Units. The event aimed to explore the scope of future Public Policy Analysis and Management and Project Cycle Management training and support training coordinators to action plan to meet training needs in their respective country contexts.
Reflections and discussions around training needs and challenges were a key theme of this sustainability focused event with regional representatives commenting on the importance of ownership and buy-in from senior levels, strengthening capacity and competency of trainers, understanding institutional limitations and challenges. Find out more about this sustainability workshop.
In the final programming phase, Des Mahony and Dani Baur delivered a series of facilitated virtual clinics with the aim of enabling Training Coordinators with the aim of deepening Training Coordinators’ confidence, encourage them to take ownership of the programme and to encourage Coordinators to support and learn from each other by building and sustaining their own community of practice.
In the Caribbean Region, delivering results is one of the greatest challenges facing policymakers. In 2017 the rate of successful project implementation in some countries was just 20%.
Delivering training to such a wide audience was challenging. Each country provided a unique audience and context, and each group were coming in with different levels of understanding and prior training. Another challenge was adaptation of the materials and delivery to reflect a very regionally specific gender picture in the Caribbean.
The use of online training before face-to-face training was very useful to get people up to a similar level of understanding. Additionally, having senior leaders champion the activities was very powerful for getting engagement from participants.
We have put together a full blog post on the lessons learned during this programme. Click the image below to read the post.
