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Type: Key actionStandard 3, key action 3
Why Most CRS projects involve partners as part of the project management and implementation structure. Whether local organizations with which CRS is, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When As early as possible in the proposal development process. Is accordion: , How This key action builds on Standard 1, key action 2 (making partnering decisions based on partner capacity). It should
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Type: Key actionStandard 3, key action 4
Why Partner budgets are an important part of a CRS project budget, given partners’ role in implementing many field-level activities. CRS, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When According to the proposal timeline; finalize by deadline in plan. Is accordion:, How This key action contributes to the following ProPack I “standards of quality”: The budget and budget notes are congruent and “tell the same
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Type: Key actionStandard 14, key action 1
Why Supporting the performance of individual staff members is key to strong overall project progress. While CRS teams may spend significant time on, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing throughout implementation with key activities based on the CRS performance management calendar. Is accordion:, How This key action is implemented as part of CRS’ wider performance management system and guidance. In addition to following general performance
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Type: Key actionStandard 11, key action 5
Why CRS’ deep commitment to right relationships with those we serve, in collaboration with Church and secular organizations closest to those in need, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Leadership involvement in partnership management: While the PM/CoP is responsible, When Ongoing throughout project implementation. Annually for, How Determining the most appropriate actions for effective management of partner project relationships, and when and how to take those actions,
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Type: Key actionStandard 15, key action 3
Why Regular project financial and narrative reporting is a standard requirement of institutional donors. Donor expectations and requirements for, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When As per donor regulations and requirements outlined in the award agreement. Is accordion: , How This key action guidance focuses primarily on preparation of narrative reports; see Standard 13, key action 4 for
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Type: Key actionStandard 15, key action 4
Why The quality of CRS’ relationship with the project donor has a significant impact on project management, as does the donor’s understanding of the, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Engage regional staff and HQ technical advisors in visits and meetings with donors:, When As per the project donor engagement plan As appropriate at other times during implementation Start planning early for, How Follow the steps below to plan and carry out successful donor visits, meetings and communications activities.
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Type: Key actionStandard 4, key action 1
Why A major part of designing any successful project is creating an appropriate project staffing plan. Developing a good staffing plan at design, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Organize initial discussion during capture planning (as possible, for competitive opportunities) or the {tooltip:, How This key action contributes to the following ProPack I “standard of quality”: Project proposal management plans are feasible, realistic and
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Type: Key actionStandard 4, key action 2
Why While ideally all permanent project staff would be available from day one of a new project, even with careful planning this is often not possible, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} For discretionary-funded projects, proper project planning (Standard 2) should, When During project design. Update the plan as needed in early start-up: see Standard 9, key action 1. Is, How Follow these steps to ensure development of a comprehensive start-up staffing plan and budget: After the proposal development team has defined
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Type: Key actionStandard 4, key action 3
Why Ensuring a project is staffed with individuals with the right knowledge, skills, attitudes, and experience is critical to successful project, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Enlist the support of regional and/or headquarters technical staff: Regional and, When For competitive funding opportunities: Ideally during capture planning; initiate recruitment at latest within one week of the {, How Implement this key action using the draft
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Type: Key actionStandard 14, key action 2
Why The quality of CRS project management is a direct reflection of the project management skills of its staff. Identifying and addressing gaps in, Who {accordion:PRIMARY_RESONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Annually, with regular (at least quarterly) check-ins throughout implementation. Is accordion:, How Follow these steps to ensure that supervisors and staff identify and address gaps in staff project management skills: During
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Type: Key actionStandard 14, key action 3
Why Staffing transitions are one of the biggest risks for effective project management. Staff are more likely to stay with an organization when they, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing, but particularly at times of stress such as around major deadlines or project events. Is accordion:, How Follow these steps to ensure that CRS properly supports project staff through proactive staff care: Project staff supervisors continuously
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Type: Key actionStandard 5, key action 2
Why When CRS determines that an anticipated funding opportunity is a good fit, capture planning is a critical step towards making a well-, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Country programs pursuing global and multi-country opportunities and contracts, When When CRS has determined a prospective funding opportunity is of interest. Is accordion: , How This key action builds on prior strategic efforts by country program leadership, BD staff, technical programming staff, and others to engage
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Type: Key actionStandard 5, key action 3
Why Engaging a donor to understand the donor’s priorities for a specific funding opportunity, both before and after formal release of the funding, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Throughout the process of preparing for a specific funding opportunity, including after any donor request for information or feedback before, How Note: There are many ways to engage donors as they develop funding ideas. This key action focuses on donor engagement around known funding
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Type: Key actionStandard 5, key action 1
Why Through their work at local, regional, and national levels, CRS and partners are often aware of emerging needs and opportunities—at the community, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Ongoing Is accordion: , How As noted in Standard 5, key action 3, there are many ways to discuss programming needs, opportunities and capacities with
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Type: Key actionStandard 5, key action 4
Why Just as CRS has internal processes, rhythms, and requirements, so do donors. Donor processes, requirements, and preferences—e.g., proposal review, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When During Capture Planning and project design Is accordion: , How This key action complements Standard 2, key action 3 (on appropriate project scheduling), Standard 3
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Type: Key actionStandard 5, key action 5
Why Pursuing a donor call for proposals is usually a highly competitive process that may extend beyond the submission of the proposal. The donor may, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Telescope, When Depending on the donor’s timeline Is accordion: , How Follow these steps to respond to donor feedback and questions on the proposal promptly and professionally: The individual who receives {tooltip:
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Type: Key actionStandard 7, key action 1
Why Project contexts are always evolving, and along with them, the risks, opportunities, and issues that the project team will need to manage, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Who should be in the room? The participation of programming and operations staff, When The operating context review and validation process always takes place before detailed implementation planning. For most projects, operating, How Follow these steps to ensure a well-organized and effective review of the project operating context and validation of the project proposal:
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Type: Key actionStandard 7, key action 2
Why A project start-up workshop is a foundational activity for any project. A well-organized start-up workshop: Ensures that CRS and partner, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} External stakeholder participation in start-up workshops: It is often important, When Per the timing in the early start-up plan and per any donor requirements. Generally: For, How For start-up workshops for externally funded projects, review Standard 10, key action 2 for additional considerations and
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Type: Key actionStandard 7, key action 3
Why Most proposals include an activities schedule that summarizes project activities, the planned timing for each activity and the individuals or, Who {accordion:PRIMARY_RESPONSIBLE} {accordion:OTHERS_INVOLVED} Is accordion: , When Per the timeline developed in the early start-up plan and any donor requirements. Generally: For projects, How Follow these steps to develop a comprehensive project DIP: Prepare for DIP development The PM/CoP, working with a small planning team
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Type: Key actionStandard 7, key action 4
Why The project’s MEAL system is a foundational element for evidence-based project management, helping the project team track progress toward, Who {accordion:Primary responsible} {accordion:Others involved} Participation of supply chain management staff in MEAL system development: In, When It is recommended to hold the SMILER+ workshop to develop the MEAL operating manual {tooltip:within the first three months of project, How All aspects of implementation of this key action are guided by CRS MEAL procedure 1.3 and associated good practice. The SMILER+ Guide