Standard 2: Evidence-based, participatory design for project success.

Employ evidence-based, participatory processes to design a project that can deliver high-quality results on time, on scope and on budget.

Build sufficient time into the project activities schedule for start-up, scale-up, and close-out.

Why
Many project management challenges have their origins in incomplete or rushed project start-up. When project design teams do not think through the time needed to complete all necessary project start-up steps,Critical start-up steps include finalizing CRS and partner recruitment and staff onboarding; finalizing partnerships, sub-agreements, and capacity assessments; project financial set-up; securing necessary permits and approvals; finalizing the project governance structure; office set-up as applicable; supply chain management planning including procurement of critical goods, supplies, and equipment for the project team; detailed implementation and MEAL planning; baseline data collection, etc. See the Early Start-up Plan and Budget Template under Standard 6, key action 2 for a summary of typical project start-up activities. project plans typically include a higher volume and intensity of activities than the project team is ultimately able to deliver within the approved project timeframe. In projects that include scale-up processes, design teams often underestimate the time needed to initiate an intervention, refine, and then replicate.

Effective project management is also undermined in many cases by another common planning challenge: underestimating the time needed for responsible, accountable project close-out.See the Comprehensive Project Close-out Plan Templates under Standard 16, key action 2 for a list of common close-out activities. As a result, project close-out activities are frequently rushed and incomplete, and often extend into the post-project period, creating financial and human resource challenges.If CRS must complete many close-out activities after the project end date/award expiry, there are frequently few to no project staff available to do this work, as they will have left or transferred to other positions at the end of the project period. Post-project staff time and associated costs for close-out activities (e.g. visits to partner locations, end-of-project disposal of project goods, project reporting) typically cannot be charged to the project/award.

Ensuring the project team identifies the key steps and processes in start-up, scale-up (as applicable) and close-out, and allocates sufficient time for the same in the project activities schedule:
- Helps prevent project management and stakeholder relationship problemsFailure to invest time in stakeholder management, whether to establish or strengthen relationships during project start-up, or to engage stakeholders around responsible project close-out beginning early in close-out planning, undermines CRS’ commitment to partnership and accountability and can negatively impact current and future projects. caused by incomplete or rushed project start-up and close-out activities and insufficient time for implementation of core project activities.
- Establishes realistic stakeholder expectations regarding what CRS and partners can deliver, and when.
- Contributes to high-impact projects by ensuring sound development, implementation, and follow- up on project activities.
- Facilitates appropriate resourcing of project activities and transitions.
- Reduces the need for no-cost extension requests to donors and enhances CRS’ stewardship and project management credibility.

Who
- Primary responsible: Proposal technical lead
  The technical lead oversees the development of the activities schedule with input from other proposal development team members (including partnersExperienced partner staff can contribute their knowledge of field realities and practical constraints. ) and often with support from the proposal coordinator.
- Others involved: Other proposal development team members including the proposal coordinator, budget and HR leads, and any other operations leads (e.g., supply chain lead; ICT4D lead) and key partner staff; head of operations (HoOps); procurement and/or supply chain manager;If these individuals are not members of the proposal development team. other subject-matter experts; IDEA staff (for funding opportunities with centrally-managed donors, as applicable).
  - The budget lead, HR lead, and any other operations leads work with the technical lead to detail and provide realistic estimates for the timing of start-up and close-out activities in their areas of expertise.
  - The HoOps, procurement manager, supply chain manager (if not part of the proposal development team), and any other key operations staff (e.g., ICT staff, for projects with significant ICT4D components) ensure the activities schedule reflects operational realities.
  - Other subject-matter experts provide inputs and lessons learned on start-up, scale-up, and close-out activities and timing in their areas of expertise.
  - For centrally-managed donor relationships, IDEA staff ensure the activities schedule adequately reflects donor requirements and CRS’ experience regarding donor preferences, complexities, and trends (see also Standard 5, key action 4).

When
- During project activities schedule planning.

How
Follow these steps to ensure the proposal activities schedule includes sufficient time for start-up, scale-up, and close-outProject close-out is an important final stage of the project cycle for any CRS project, whether funded by CRS discretionary resources or institutional donor funds. It involves multiple tasks related to program, financial, human resources, supply chain, and other operations closure. Project close-out as used in Compass is an overarching term which includes activities both before and after the project end date. For projects funded by institutional donors, the term “project close-out” also encompasses the specialized activities of award close-out. in line with experience, best practice and CRS’ project management standards:
1. The proposal development team reviews and follows ProPack I chapter IX, section 2 guidance on developing the project activities schedule.
- As recommended in ProPack I, activities schedule development often takes place in a collaborative workshop involving CRS and partner programming, finance, and other operations staff. See ProPack I, Table 9a for an illustrative list of roles and responsibilities in activities scheduling.
- Seek inputs on start-up and close-out activities and timing from programming and operations subject-matter expertsThese may include regional and headquarters technical advisors, IDEA and other staff with strong understanding of the prospective project donor, other country program teams that have implemented similar projects/worked with the same project donor, etc. outside the design team, as needed.
1. During activities schedule development, the proposal development team and other operations colleagues use the tips below to plan the timing and duration of project start-up, scale-up and close-out activities.
Tips for start-up and scale-up activity scheduling:
- Do not plan for the “ideal” start-up timeline but for the “most likely” one, based on experience and lessons learned. For externally-funded projects, this includes experience with the project donor.Consult with IDEA staff on donor decision-making processes and timelines for award approval, agreement finalization, and approval of start-up deliverables. For donors new to CRS, gather whatever information you can on typical donor processes and requirements. Err on the side of conservative estimates of the time it may take to finalize the award and initiate project activities. See CRS’ annual budget guidance for information on average time from proposal submission to award finalization to project expenditures.
- Be realistic about how long it may take to complete start-up activities, including foundational activities such as procurement, set-up of supply chain management systems (e.g. in projects with goods for distribution), recruitmentReview the “time-to-hire” estimates prepared by the project HR lead. For more information, see Standard 4, key action 2. and onboarding, partner capacity assessments,This includes sub-recipient financial management assessments per CRS policy. and finalizing sub-agreements. As needed, proposal team operations leads (budget, HR, supply chain) should consult with other operations staff and subject-matter experts to get their best estimates.
- Use the list of Project Start-up Meetings and Events and the Early Start-up Plan and Budget Template (for projects for external funding, look especially at the “post-award” activities) to identify common start-up activities to include in the project activities schedule (and budget).
- Keep in mind any context-specific requirements and complications (e.g. challenges obtaining visas for expatriate staff; required government authorizations; need for new office set-up; periods of general slow-down/staff leave around times of year that may fall during the start-up timeframe, etc.).
- Reflect on what will be required for programming start-up activities. These may include selection (or finalizing selection) of target communities, training of CRS and partner staff, curriculum development, formative research for social and behavior change communication activities. Think about who will be involved in each activity (staff, consultants,For activities where permanent project staff participation is needed, confirm when it’s likely that any newly-recruited CRS and partner staff will have joined the project.
  
  For programming start-up activities requiring consultant support, consider the time needed to finalize arrangements with the consultant(s) per CRS contracting procedures. Will CRS need to identify a new consultant? Can this be done pre-approval? Will CRS work with an existing consultant? If so, does he/she have any commitments for the anticipated period during project start-up?
  community members), where activities will take place, and any constraints on the availability of the key stakeholders In addition to potential availability constraints for staff and any consultants, given the likely timing of project start-up, will community members be available given seasonal activities/migration patterns/physical accessibility issues due to weather conditions? for these activities.
- Schedule adequate time for foundational MEAL activities as applicable from the MEAL Policies and Procedures. Use the MPP checklist to determine which procedures are required based on the project context and donor, and when to schedule activities related to these procedures.
  - Be sure to include community-level accountability activities, planning more time for this in communities where CRS and partner relationships with community members and stakeholder groups are less developed.
  - Factor in the time needed to set up appropriate project feedback and response mechanisms (FRM), in line with CRS MEAL procedures 6.1 and 6.2,Procedure 6.1: Establish feedback-and-response mechanisms that are accessible to all community members and in line with the CRS Protection Policy.
    
    Procedure 6.2: Respond to community feedback in a timely and safe manner. CRS’ Policy on Safeguarding, and any donor requirements.
  - Schedule sufficient time for responsible data management activities. This should include: 1). time to conduct a Privacy Impact Assessment and 2). time to engage and train CRS and partner staff and any consultants and volunteers on responsible data managementElements of this training would include best practices for collecting, cleaning, uploading, sharing, storing, and deleting individual's personally identifiable information (PII), especially sensitive PII. .
- For scale-up: For any activity that involves testing and scaling up an approach (including scaling up a previously proven approach but in a new context), build time in the activity schedule to design (as needed), test, monitor and learn from the initial intervention/pilot before scaling up. This includes leaving time for necessary re-design or adjustments.
- Expect the unexpected – there will nearly always be unanticipated delays.
- Click here for additional start-up scheduling considerations for Externally-funded projects.
  Build in sufficient time for donor-related requirements and processes, for example:
  
  Donor approval of key personnel if not included in the proposal.
  
  Approval of a baseline terms of reference and/or project MEAL indicators and targets or full project MEAL plan.
  
  Approval of the project workplan/detailed implementation plan.
  
  Use the information from the completed Donor Reality Checklist to inform activity scheduling.
- Click here for additional start-up scheduling considerations for Projects including distribution components.
  Work with the HoOps, the proposal supply chain management lead (if applicable) and supply chain staff to estimate lead times (from requisition to distribution) – including:
  
  Procurement (local, regional, and intercontinental)
  
  Shipping
  
  Customs clearance
  
  Storage at different levels.
  
  Review donor and host country regulations about supply chain processes (e.g. procurement and item restrictions, import laws, VAT, etc.).to understand how these may affect start-up timing.
  
  Work with the HoOps and the proposal supply chain management lead or supply chain manager (if applicable) to evaluate existing supply chain resources (e.g. warehouses, vehicles, supplier agreements) that are relevant to and can be used for the projectAssuming these resources conform to donor requirements. (the more resources already in place, the more streamlined supply chain start-up will be, and the faster supply chain activities can get off the ground).
  
  Work with the HoOps and proposal supply chain management lead or supply chain manager (if applicable) to compare supply chain options (e.g., purchasing goods locally, regionally, or internationally, obtaining gifts-in-kind, prepositioning goods, or cash-based programming such as the distribution of vouchers or cash) and determine the implications for project start-up activities and timing of the option(s) best-suited to meet program needs.
  
  For further details, see the Supply Chain Proposal Considerations checklist and the Supply Chain Management Handbook.
Consider both the time to award and time needed for start-up: In externally-funded projects, estimate both the time it will likely take to finalize the award AND the time required to complete foundational start-up activities and analyze how that timing aligns with any cycles that may be critical for project activity scheduling (e.g. agricultural seasons, educational calendars). If this analysis indicates that project implementation may start late in comparison to the timing of critical seasons or cycles, CRS may want to explore the possibility of pre-award spending authorizationFor example, via a pre-award letter (or donor equivalent). A pre-award letter (PAL) is a letter issued by the donor prior to the signature of the award. PALs are used in situations wherein the project must commence immediately and all programmatic and technical issues are resolved. Typically, a PAL will set forth the date from which an awardee will be reimbursed for program costs prior to the signature date of the award. For U.S. government funding, the PAL is generally no more than 20 percent of the total program budget. if the donor approves the project or use CRS resources to start activities while awaiting donor approval. In such situations, consult with IDEA staff and regional leadership.

Tips for close-out activity scheduling:
- Do not schedule field-level activities to continue until the last day of the project. Whenever possible in multi-year externally-funded projects leave a buffer of at least one to three monthsIn some complex multi-year projects, partners conclude field activities with participants up to six months before the project end date. A minimum of three months is recommended but is not always possible given the timing of final project evaluations, etc. Ending partner sub-agreements with at least one month to spare before the award end date gives CRS project staff time to review and process final partner liquidations (including resolving any pending balances, questioned costs, etc.). It also allows CRS time, if needed, to dispose of project assets held by the partner before award expiry. This helps CRS to complete final administrative and financial closure and award close-out processes in a timely manner, with less CRS staff time needed post-award expiry.
  between partners’ sub-agreement end dates and the project end-date.
- As highlighted in Standard 16, key action 2, plan to develop the project close-out plan beginning 12-18 months before the project end date for multi-year projects, and at least 3 months before the project end date for projects <12 months. Keep in mind that for complex projects, developing the close-out plan and completing close-out processes can be a time-intensive process.
- Be sure the activities schedule reflects CRS’ commitment to accountability in close-outFor example, meetings with project stakeholders early in the close-out process to discuss and plan close-out; close-out events with communities and key stakeholder groups to celebrate project achievements; learning events. See Standard 16, key action 5, and Standard 18 for detailed guidance on learning and accountability-focused close-out activities. – to project participants, donors, government, and other stakeholders – refer to MEAL Policies 3 (Evaluation), 6 (Accountability to the People We Serve) and 7 (Accountability to Donors and other Stakeholders). This includes CRS' commitment to respecting and protecting project participants' personal dataSchedule sufficient time for data cleaning and de-identifying or anonymizing project participants' PII before uploading to any publicly available database including Gateway. .
- Ensure operations staff contribute to estimating the time needed for essential operations close-out activitiesReview the activities in the appropriate version of the Comprehensive Project Close-out Plan Template (under Standard 16, key action 2) for a detailed list of standard programming and operations close-out activities. including staffing close-out, asset disposition and other supply chain management close-out activities, closing out sub-agreements, final financial and other operations reporting and documentation, and final project data management and compliance activities.
- Click here for additional close-out considerations for Externally-funded projects.
  
  “Front-load” close-out activities as much as possible, keeping in mind that, despite proactive efforts to retain staff until the end of their planned period of project service, staffing transitions in the final months of a project are common and can complicate timely and responsible project close-out.
  
  Review any known donor close-out requirements and ensure the activities schedule reflects these (e.g., build in time for donor review and approval of a close-out plan, final project audit, asset disposition plan; ensure the scheduling of the final evaluation reflects donor requirements regarding timing, etc.).
  
  Use the information gathered during completion of the Donor Reality Checklist to inform activity scheduling for the project’s final year (for multi-year projects) or quarter (for projects <12 months).
- Click here for additional close-out scheduling considerations for Projects including distribution components.
  
  Build in sufficient time for a physical inventory of all project assets, supplies, and equipment to be disposed (including residual distribution and quarantined goods), and to prepare disposition plans, final inventory status and other reports.
  
  For projects with warehouse facilities, build in time to dispose of warehouse-specific supplies and equipment (e.g., scales, pallets/shelving, furniture, etc.).
  
  Include sufficient time for internal (and donor, as applicable) review and approval of disposition plans and inventory reports.
  
  For projects where CRS or partners plan to lease warehouse or other storage space, build in time (and budget) for the repair of leased facilities and assets prior to hand-over to owners.
Plan the end from the beginning: When a project delivers services (e.g. education, health care, subsidized inputs) which need to be sustained beyond the project period, the project design should incorporate a relevant strategy for phasing overPhase over means substantially reducing support for a project activity or service but also identifying a successor institution that will continue providing the service. The sponsor assists the new institution in developing needed capacities and resources. (Hello I Must be Going, Levinger and McLeod, 2002) responsibility for service provision (to the government, another actor, the community itself) and for phasing outPhase out means to discontinue support or involvement in a project activity, with no attempt to find a new sponsor or continue the activity. (Hello I Must be Going, Levinger and McLeod, 2002) other project-supported services or support in a responsible manner. Ensure the activities schedule reflects realistic timeframes for the strategy or strategies adopted.
1. The proposal coordinator shares the activities schedule with reviewers as part of the overall proposal package. See Standard 2, key action 4 for detailed guidance on proposal review.

Partnership
- Partners are a critical part of the project design/proposal development team which develops the activities schedule.
- Work with partners to identify their respective capacities and likely support needs in key aspects of project start-up and close-out, including recruitment and onboarding and human resource close-out; staff training on the project technical approach, donor requirements or other issues; operations set-up (e.g., establishing of field offices and supply chain management systems as applicable), etc.
- In addition to involving CRS operations staff in the activities schedule development process, consult experienced partner operations staff whose deep understanding of the project operating context will help with realistic scheduling.
When CRS is a sub-recipient
- While the prime will develop the overall project activities schedule, unrealistic expectations from the prime regarding start-up, scale-up (as applicable), and close-out may lead to project management challenges for CRS. Follow the guidance above to ensure that the schedule for the activities for which CRS is responsible is realistic and informed by experience and knowledge of the operating environment. Ideally, CRS should also contribute to planning the overall project activities schedule.
- If CRS has sub-recipient partners of its own, follow the process above to engage those partners in identifying and developing realistic schedules for project activities for which CRS and its subs are responsible, including start-up, scale-up and close-out.
Emergency projects
- Given the need for rapid start-up in an emergency response, factor the following into the timing of start-up activities:
  - The availability of appropriate pre-positioned supplies.
  - The feasibility of temporarily reassigning existing country program or regional assets to support the emergency response.
  - The anticipated level of support from the Humanitarian Response Department (HRD).
  - The use of emergency provisions or waivers for streamlining CRS operational systems.
- Many emergency projects are part of a broader emergency response. As such, start-up activities for individual emergency projects may be more limited, depending on how much the new project builds on ongoing activities or aims to expand or scale them up (new field locations, new staff, etc.).
- Similarly, close-out timelines for individual emergency projects may be shortened if it is clear during emergency response planning that CRS will follow immediate relief activities with a recovery project.
- The nature of emergency response often requires continuing delivery of project services and implementation of project activities for as long as possible. Therefore, “front-loading” close-out activities as suggested above is often not possible. For externally-funded projects, work with the donor to determine an appropriate close-out schedule keeping in mind the donor and CRS’ requirements and internal processes for financial and administrative closure.
- If you are working on a large-scale emergency where several Caritas Internationalis (CI) Members are responding and/or supporting a response of the national Caritas, please refer to the Protocol for CI Coordination in Emergency Response, Emergency Framework and Toolkit for Emergency Response documents on the CI Baobab website. These documents provide guidance on coordination and the process of developing, implementing, monitoring and reporting on an Emergency Appeal for funding via the CI Network. If you are not registered on the CI Baobab site, please register here.When registering for the CI Baobab site, CRS staff should select "Caritas United States - CRS" as their organization and list the Humanitarian Response Department and emergencies@crs.org as the reference contact. If you have any questions, please contact CRS’ Humanitarian Response Department (emergencies@crs.org).

Standard 2: Evidence-based, participatory design for project success.

Key resources

Tools and templates

Policies and procedures

Other resources