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Standard 7: Realistic and participatory detailed implementation planning for program impact.

Develop, jointly with partners, an evidence-based detailed implementation plan that includes programmatic, financial, procurement, logistics and donor engagement activities.

Phase: 
Start-up
Category: 
Operations and program planning and management
Key Action 1 Validate key project design decisions based on an updated review of the project operating context (risks, issues, and opportunities).
Who

Project manager/chief of party if part of the design process, or other designated individual with a thorough understanding of the project design; members of the project design/proposal development team; all available CRS and partner members of the project start-up/implementation team; head of programming and head of operations, if not part of the proposal development team; country representative; security staff and technical advisors as needed.
When
  • The operating context review and validation process always takes place before detailed implementation planning.  
    • For most projects, operating context review and validation can be incorporated into the project start-up workshop.
    • For projects where there have been significant changes in the operating context and/or where CRS anticipates making changes to the project, organizing an operating context review and validation event before the start-up workshop may be needed to ensure appropriate technical inputs and donor consultation/approval as applicable.
Key Action 2 Organize a start-up workshop to orient the project team, partner staff, and key stakeholders to the project design and compliance requirements.
Who

Project manager/chief of party; Head of programming; head of operations; senior operations staff; MEAL staff; regional or headquarters (HQ) staff who may play a specific role in the project (e.g., IDEA staff, or an HQ or regional program and/or operations advisor); CRS and partner project team members.
When

Per the timing in the early start-up plan and per any donor requirements. Generally:

  • For projects shorter than 12 months, in the first month
  • For projects longer than 12 months, in the first quarter
  • As soon as possible for emergency projects
Key Action 3 Update/refine the proposal activities schedule to develop a comprehensive detailed implementation plan for the first year of the project.
Who

Project manager/chief of party; CRS and partner programming and operations staff; CRS and partner senior management, especially for large, complex, or otherwise strategic projects; technical advisors and deputy regional directors, as applicable.
When

Per the timeline developed in the early start-up plan and any donor requirements. Generally:

  • For projects shorter than 12 months, in the first month
  • For projects longer than 12 months, in the first quarter
  • As soon as possible for emergency projects
Key Action 4 Develop the project MEAL system.
Who

MEAL coordinator and project manager or chief of party; CRS and partner project team members (including CRS and partner project MEAL staff); ICT4D and supply chain management staff as required; additional CRS MEAL staff from the country program, region, and HQ as needed.
When
  • The SMILER+ workshop to develop the MEAL operating manual is held within the first three months of project start (exact timing depends on project duration and complexity).