Tracking Resources for Poverty Reduction
A proposal to the
Bill and Melinda Gates Foundation
From
Development Initiatives Poverty Research
14 November 2007
Revised 3 January 2008
A. Organization
Organization Name:
Development Initiatives Poverty Research Ltd
U.S. Tax Status (Refer to Tax Status Definitions)1:
Institutional Official authorized to submit and accept grants on behalf of organization:
First
Prefix
Mr
Tony
Surname
German
Suffix
name
Title
Director
Telephone
+ 44 1749 831141
Fax
+ 44 1749 831467
29ª Broad Street, Wells,
Address
Somerset, UK BA5 2DJ
E-mail
Web site
tony@devinit.org
www.devinit.org www.globalhumanitarianassistance.org
B. Project
Project Name:
Tracking Resources for Poverty Reduction (TRPR)
Project Director: Tony German/Judith Randel
Mr
First
Tony
German
Prefix
Surname
Suffix
Ms
name
Judith
Randel
Title
Director
Telephone
+ 44 1749 831141
Fax
+44 1749 831467
29ª Broad Street, Wells,
Address
Somerset, UK BA5 2DJ
E-mail
Web site
di@devinit.org
www.devinit.org
Total Amount Requested (U.S. $):
$1,805,058
Project Duration
(months):
24
$3,000,000
Estimated Total Cost of Project
($USD):
Organization’s total revenue for most
recent audited financial year (U.S.
dollars):
$913,000 for FY
ending April
2007
Regulatory Approval Questionnaire
1
1. Project will involve collaboration with for-profit companies
YES
NO
2. Project will involve use or creation of intellectual property
YES
NO
3. Proposal contains proprietary information
If you checked yes for any of the above statements,
please complete Section VI.B
4. Project will involve the collection of medical, personal,
lifestyle information
5. Does your organization or any organization to be
supported by these funds conduct lobbying? (Please see
section X. Additional Guidelines regarding lobbying
activities.)
YES
NO
YES
NO
YES
NO
If you fall within one of the first five categories please include your IRS tax determination letter in Appendix A. If you are a nonU.S. charitable organization, please see fiscal status link
Tracking Resources for Poverty Reduction Proposal
CONTENTS LIST
1
PUBLIC DESCRIPTION ............................................................................................... 4
2
SUMMARY OF WORK.................................................................................................. 4
3
GOAL ..................................................................................................................... 4
4
CONTEXT................................................................................................................. 5
5
SIMILAR AND RELATED WORK ..................................................................................... 6
6
PROJECT DESIGN ..................................................................................................... 7
7
DETERMINANTS OF CHANGE AND ATTRIBUTABLE BENEFIT .............................................. 9
8
OBJECTIVES............................................................................................................. 9
9
OUTCOMES ............................................................................................................ 10
10 OBJECTIVES, ACTIVITIES, OUTCOMES, INDICATORS AND CHAIN OF CAUSATION ................ 11
11 MONITORING, EVALUATION, INDICATORS AND DISSEMINATION ....................................... 20
12 CHALLENGES ......................................................................................................... 21
13 GLOBAL ACCESS..................................................................................................... 22
14 MANAGEMENT STRUCTURE ...................................................................................... 23
15 ORGANISATIONAL CAPACITY .................................................................................... 29
16 STAFFING AND INDICATIVE RESPONSIBILITY FOR DIRECTION, MANAGEMENT, COORDINATION
AND DAY TO DAY ACTIVITIES ........................................................................................... 30
17 BUDGET AND BUDGET NARRATIVE ............................................................................. 34
Appendices .................................................................................................................... 39
APPENDIX 1: MILESTONE SUMMARY TABLE AND TIMELINE .................................................... 39
Appendix 2: Endnotes which link Hewlett and Bill and Melinda Gates proposal requirements to sections in the
TRPR proposal................................................................................................................ 42
Please note that the budget is submitted on a separate excel file: TRPR Gates Budget
040108
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1
PUBLIC DESCRIPTION 1
To increase the effective use of resources for impact on poverty by increasing
the quality, timeliness, transparency and availability of data on resource flows
for poverty reduction and sustainable development
2
SUMMARY OF WORK2
The funds will be used to (a) develop a comprehensive stakeholder and landscape
analysis and (b) execute a strategic outreach plan to inform, build political support
for, and promote actionable solutions to make aid data more accessible and policyrelevant to advance the Millennium Development Goals and make progress towards
poverty elimination and sustainable development. The working title of this
programme of work is Tracking Resources for Poverty Reduction (TRPR).
Specifically the project’s activities under the first workstream include: conducting a
stakeholder map, developing use cases to understand the needs of data users, and
creating tailored business cases to encourage and assist stakeholders to make data
available. Much of this activity will be executed in coordination with other partners,
who are building technological solutions to increase aid data availability and
accessibility, to inform the shaping of their efforts and develop political support for
their solutions. For the second workstream, we will conduct a landscape analysis to
identify current and potential tools to support increased aid data availability,
accessibility, and use. Using findings from the two parallel workstreams, we will
manage a communications initiative to raise visibility around resource tracking.
If/when results emerge from the technological efforts, we will translate the lessons
from these projects into actionable recommendations, planning and driving an
action-oriented advocacy effort. Further, we will use knowledge from the above
activities to develop and execute an outreach effort to stakeholders and potential
partners. The expected outcome is greater data availability on resources for poverty
reduction, resulting in better planning, more transparent resource allocation and
improved aid management and increased accountability to users of aid, all leading to
faster, more effective poverty reduction. This is in line with the objectives of the Paris
Declaration on Aid Effectiveness.
3
GOAL 3
The overall goal of the resource tracking work is to ensure that governments and
citizens are in a stronger position to plan, manage and account for resources for poverty
reduction and to have high-quality, real-time (or as near real-time as possible) data on
resources available and expended for poverty reduction and sustainable development,
plus indicative data on likely resource allocations accessible to all stakeholders.
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The primary objective to meet this goal is to build the evidence base and enabling
environment to encourage improved availability and accessibility of resource flow data
to and for developing countries.
4
CONTEXT4
It is currently very difficult to track resource flows from the point of commitment through
to actual spending on particular priorities or to identifiable beneficiaries. Data on aid
financial flows are not timely; they are often available only one to two years after the aid
is disbursed. These data are not sufficiently disaggregated or readily accessible and
useable for a wide range of stakeholders. Information on resources is limited to the 22
donor countries that are members of the OECD Development Assistance Committee
(DAC) thus excluding the many countries who now have substantial aid and cooperation
programmes as well as foundations and private sector organisations.
This situation is an obstacle to effective planning and resource use in multilateral
development agencies, donor countries, and especially by governments and
organisations in developing countries. It reduces the potential impact of aid resources
on poverty and obscures the link between stated commitments in international aid data
and actual cash flowing into developing countries. It also inhibits monitoring and
accountability on the part of parliaments, citizen groups and governmental organisations
in both aid donor and aid recipient countries. For instance, it is not currently possible to
track how commitments reported by sector translate into financial transactions between
aid donors and implementing organisations. This means that even the first step on
tracking resources through from donor to final recipient is not transparent and does not
enable governments or citizens to promote accountability in the delivery of aid or the
achievement of the MDGs.
Much of the evidence that documents this problem focuses at the level of bilateral
donors and reporting to the OECD via the DAC Creditor Reporting System (CRS). This
is what NGOs use to draw political attention to gaps between needs and resources.
Rather less international attention is focused on overcoming problems developing
countries have in putting together credible budgets and sector strategies when they only
have a patchy knowledge of available resources.
Current systems deliver data on commitments and spending after the event. What
planners and managers in both aid agencies and developing country governments need
are data on commitments and spending in real time, and indicative projections of future
aid flows. Against a background of pledges to increase global ODA by 2010 and make
aid more effective (the Paris Declaration agenda), there is an urgent need to improve
the availability of this type of data so that donors and policy-makers can effectively
coordinate their spending, track their resources, and plan their budgets effectively.
Improving access to information on resource flows should help stakeholders achieve the
following results:
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Table 1: Benefits to stakeholders of improved tracking
Stakeholders
Recipient country governments
and elected officials
Civil society monitoring groups
(both national and
international)
Citizens in developing
countries (intended
beneficiaries)
Other international donors
Taxpayers in developed
countries
5
Results
More comprehensive, real-time information will
allow for better planning and budgeting.
Better management of aid inflows will in turn
promote local ownership of development
strategies
Access to information will allow CSOs to hold
both donors and recipient country governments
to account for resources that are allocated and
spent.
Understanding resource allocations will allow
citizens to demand the services and
programmes to which they are entitled.
Real-time information will promote better donor
coordination, thereby reducing transaction costs
and discouraging duplication.
More accountability to citizens in donor
countries, who would like to know how their tax
dollars are being used.
SIMILAR AND RELATED WORK
As part of the inception of this proposal, DI prepared a discussion paper on
transparency and accountability for Global Development Assistance, discussed at a
round table with the Hewlett and Bill and Melinda Gates Foundations in March 2007.
This included a matrix on stakeholders including owners, holders and users of data as
well as individual donors and organisations working to improve access and quality of
data.
The Center for Global Development recently convened the Resource Tracking Working
Group, which looked at tracking aid flows in the health sector. The group undertook
analysis on financial systems and the potential for tracking. They have recently
produced an important study on the situation highlighting many of the challenges in the
health sector. A substantial body of evidence has been built up on existing systems,
their capabilities, bottlenecks and areas where progress is possible through this
exercise. Many of the stakeholders have been identified through these channels and
various frameworks are already in place within which progress can be made.
Work within the DAC is a key resource, both through the support for statistical system
development via Paris 21, the monitoring of targets and indicators on aid effectiveness
in the context of the Paris Declaration, and the ongoing work of donors to improve the
quality of aid data through the Working Group on Statistics.
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There are country and agency-specific initiatives such as the Donor Assistance
Databases supported by UNDP, the UN Office for the Coordination of Humanitarian
Affairs’ (OCHA) financial tracking system for humanitarian assistance, Dev Info being
developed to facilitate data sharing at country level by UN agencies and government
departments, and management information systems such as UNDP’s ATLAS which are
designed to enable detailed tracking of individual contributions through to delivery.
There are also longer -term efforts to provide accessible information on development
projects such as AIDA.
Accountability initiatives have also driven greater transparency in specific areas. These
include the Extractive Industries Transparency Initiative and other campaigns focused
on the idea of ‘following the money’, as well as campaigns by NGOs and organisations
such as DATA, African Monitor, the National Campaign for the People’s Right to
Information in India, and the Malawi Economic Justice Network to name but a few,
which will offer lessons in how to overcome some of the obstacles to increased
transparency.
The issue of enabling citizens to measure progress in their own societies and the use of
data in policy making has been the focus of the OECD process, Measuring and
Fostering the Progress of Societies. Issues on access to data on resources for poverty
reduction were included in the 2007 conference in Istanbul.
This range of initiatives provides a valuable platform for the TRPR programme; however
few of these initiatives focus on tracking actual finance or combining technological
opportunities with political momentum for progress that is the key nexus where TRPR
hopes to make a contribution.
6
PROJECT DESIGN5
Significant improvements to the current system require a multi-track approach. The first
two tracks are to: (1) identify data solutions and (2) build the policy solutions. Together,
Tracks One and Two are designed to lay the groundwork for Track Three, which is
about implementation of technological solutions and the promotion of policies to enable
transparency in tracking poverty resources. Track three will be the subject of a
separate, later proposal which will build on progress made in tracks one and two.
TRACK ONE: BUILDING THE DATA SOLUTIONS
a) What do we know about the kinds of data that are currently available, and what is
missing? Issues: Time lags, lack of information on actual transactions (e.g. who is
receiving the cheque?), data from non-OEDC/DAC donors
b) PILOT: How can data from donors be collected and shared most easily? Issues:
Getting donor databases to “talk” to each other, data mining, etc.
c) USER INTERFACE: How should data be presented to be most accessible to various
stakeholders? Issues: User-friendly interface, ability to search easily, capacity to
overlay aid transactions with other types of [demographic] data
d) How can innovative technology solutions help achieve the above goals? Issues:
What innovations and current technologies can serve the needs of TRPR? How can
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standards be established which enable access to reliable data? What needs to
happen for potential technological solutions and innovations to be applied (access to
technology, agreements on standards, costs, procedural change?) The Programme
will provide a forum to bring technical people together and develop or apply potential
solutions.
TRACK TWO: BUILDING THE POLICY SOLUTIONS -- How do we build a conducive
environment to promote the necessary technology and political changes?
a) Who are our allies, potential partners, and likely obstructionists?: Comprehensive
Stakeholder Mapping (with political analysis).
b) How do we assemble a compelling set of arguments, targeted at different audiences
of stakeholders, for why this is important? Making the Business Case.
c) What do we know about the kinds of data that are currently accessible, and what is
missing? Analysis of aid tracking efforts.
d) Based on our lessons from track one and track two, what are we asking donors to do
and what steps do we take to encourage them to do it? Standards for Best Practice,
actionable recommendations.
TRACK THREE: PROMOTING THE TECHNOLOGY/POLICY SOLUTIONS
How do we influence key stakeholders to advocate for change? Targeted Advocacy
Strategy
Track three is the full roll out of the approaches developed under tracks 1 and 2 above.
This two year proposal is designed to implement the work program under Track 2 to
build the momentum, political will, and evidence base which will enable significant
improvements in the availability and use of data on resources for poverty reduction.
TRPR will also be responsible for liaising with Track One, finding the technological and
procedural approaches to improving data availability, and providing overall management
oversight for Tracks 1 &2. While much of the programme is about understanding
different stakeholders and the relationships between them, it is expected that significant
effort will be focused on developing country institutions (both governmental and non
governmental) as the place where improved access to data is most likely to lead to
improved planning and delivery of resources and increased development effectiveness.
Achieving the objectives of the programme relies on the coherence of work under tracks
1 and 2. Most of the activities rely on iteration between policy and technological/user
interface work – for instance the user interfaces rely on the use cases; effective
advocacy relies on implementable, tested approaches which are both technically and
procedurally feasible for donors, which in turn relies on the stakeholder analysis. In
addition, there are other initiatives in which different stakeholders are involved and with
which this work programme must coordinate. Consequently, the role of information
sharing and enabling collaboration is important both within and outside TRPR. This is
reflected both in the activities listed below and in the management structure which
includes three working groups and a strong provision for coordination and
communication within job descriptions.
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7
DETERMINANTS OF CHANGE AND ATTRIBUTABLE BENEFIT
The programme aims to identify stakeholders and their needs to drive optimal
technological and policy solutions; to create a policy climate which recognises the
advantages of greater disclosure of statistical information to complement ongoing
technological initiatives; to demonstrate the benefits of increased access; and to
encourage/assist stakeholders to make necessary investments in improved
administrative/statistical procedures to deliver the transparency needed.
This requires a combination of activities to understand the opportunities and constraints
of different stakeholders, build commitment, identify implementable changes and focus
the attention of the relevant policy communities on achieving positive change.
Better data will reduce transaction costs especially for developing countries, improve
coordination, planning and budgeting, and increase transparency and accountability.
Each of these should contribute to efficiency in the use of resources and in turn, greater
impact on poverty. The project will build on the evidence base created by preceding
initiatives and provide the environmental analysis needed to inform technological efforts
to improve resource tracking, as well as create the foundation for advocacy around
improved data availability.
As with any policy change, direct attribution to the activities of the programme is, at
best, incomplete. This programme aims to work with stakeholders, building on their own
priorities to increase data availability. The goal is also broad visibility for the issue of
improved resource tracking, not for the programme per se. A measure of success will
be the extent to which resource -tracking issues are absorbed, internalised and
mainstreamed in policies and procedures. The change in access, quality, timeliness and
comprehensiveness will be measurable; while the extent to which this can be attributed
to the programme may not be quantitatively measurable, we can qualitatively assess
the contribution of the programme to those outcomes.
We also recognise that international aid is not the only resource directed to poverty
reduction and plan to engage with initiatives concerned with transparency of other
resources – particularly governmental budgets.
8
OBJECTIVES6
To achieve the programme goal the following are necessary:
1) To identify stakeholders and develop a clear understanding of the perspectives of
both producers and users of data - including their current uses of and control over
data, aspirations, systems, constraints and obstacles to progress and levels of
commitment to change - to contribute to the development of reasonable actionable
recommendations that could be promoted in short-term and the foundation for more
comprehensive progress in the long term. (See Objective 4 below).
2) To prepare strategic communication materials and business cases explaining the
poverty reduction benefits that will flow from improved transparency as the
foundation for outreach and the creation of a positive policy environment.
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3) To conduct a landscape analysis of current tracking activities, obstacles to the use of
existing data and opportunities for value to be added to TRPR through aid audits
and/or other bottom-up tracking efforts.
4) To identify quick wins and lay the ground work for the implementation of
technological or other improvements.
5) To develop and manage a political strategy, communications and outreach effort
which supports a coherent and coordinated programme of work combining policy
and technology initiatives and fosters a positive political environment for adoption of
actionable recommendations on TRPR.
9
OUTCOMES7
The ultimate outcome of this two year programme will be a contribution to increased
progress towards the MDGs through improved availability of data on resource flows for
poverty reduction enabling governments and others to plan for the multi year
programmes needed in public health, education and infrastructure and enabling
citizens, in donor and recipient countries, to promote accountability for progress towards
the goals. This will result from a coherent programme of work to foster a positive policy
climate and build a strong evidence base, which will enable the implementation of
technological improvements in resource tracking.
Second level outcomes include:

Reliable intelligence on the stakeholder environment for use by the whole
programme team, combined with a clear understanding of which actors would need
to be targeted by an effective advocacy strategy and which constituencies would
need to be mobilised in order to influence change. The programme should also
result in positive relationships with range of stakeholders including governments,
multilateral agencies, NGOs, parliamentarians, academic and research institutes,
and foundations. To this end, the programme has planned for in-depth engagement
with users in developing countries.

Clearly articulated use cases which can be used to inform the technological
developments ongoing in Track 1

Amplification of the clearly articulated, evidence-based case for resource tracking for
poverty reduction through widespread use in development documents, conferences
and policy fora.

Knowledge in the public domain of the range of tracking initiatives and clear
understanding of the lessons for technological and political programmes to improve
resource tracking for poverty reduction, including recognition of the obstacles faced
by organisations.

Application and replication of quick wins resulting from the actionable
recommendations developed by TRPR. As well operationalisation of quick wins, a
further outcome should be that some donors take incremental steps towards
improved resource tracking.
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
Increased commitment to and implementation of actions to promote improved
tracking of resources for poverty reduction including: increased use of user
interfaces as they are developed; improved data flow into the CRS; and improved
use of the CRS and other relevant databases and portals leading to stronger
incentives to deliver quality data and apply it to poverty reduction; greater
incorporation of resource tracking issues into processes for improving aid
effectiveness, including the Paris Aid Effectiveness, Measuring and Fostering the
Progress of Societies and Paris 21 initiatives.
10 OBJECTIVES, ACTIVITIES, OUTCOMES, INDICATORS AND CHAIN OF
CAUSATION8
In this section the activities under each objective are described and the outputs and
outcomes are noted. We hope this will demonstrate the clear theory of change between
activity and outcome. For the summary of activities and milestones, please see
Appendices.
10.1 Objective 1: To identify stakeholders and develop clear understanding of the
perspectives of both producers and users of data – including the development
of Use Cases which document their current uses of and control over data,
aspirations, systems, constraints and obstacles to progress and levels of
commitment to change - to contribute to the development of reasonable
actionable recommendations that could be promoted in the short-term and
provide the foundation for more comprehensive progress in the long term.
Activity 1: Stakeholder Mapping
Building on existing knowledge, the mapping process will involve detailed assessment
of champions, potential partners, owners, gatekeepers and providers of data, and
existing and potential users. It will analyse the specific obstacles (political, bureaucratic,
technical, financial, procedural and knowledge-based) to better data availability and the
incentives and disincentives to transparency. It will document (in collaboration with the
pilot project) the technology used by donors to analyse their own resource allocations
and report to international monitoring systems and the ways that donors are currently
applying new technologies to tracking resources for poverty reduction (showing current
best practice).
Mapping will provide a foundation of intelligence on which the programme can base its
engagement with stakeholders and start the process of dialogue – with initial contacts
focused on the shared interest of tackling a common problem.
Activity 1: Outputs
 A stakeholder map with a database and narrative on the owners, providers,
existing and potential users of improved data on resource tracking (Milestone);
 Evidence base for the political strategy and outreach plan to communicate with
key stakeholders to pave the way for successful technological efforts.
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Activity 2: Partnership Development
Even before the mapping is complete, development of a partnership strategy can begin.
This involves identifying champions who can foster progress in particular organisations,
deciding on strategic approaches with key players such as the OECD DAC
Development Cooperation Directorate (DCD) and prioritising individual and
organisational contacts.
Activity 2: Outputs
 An identified set of champions and areas where conflicting priorities must be
addressed (Milestone);
 A partnership strategy outlining approaches to key institutions and individuals
(Milestone).
Activity 3: Development of “Use Cases” and feedback loops
There is a range of people who want specific information about aid flows, who cannot
currently get it. This includes government departments who want to know which donors
are spending what, where and when on areas of interest to them; NGOs who are
monitoring donor performance against targets such as increasing school enrollment or
access to health services and want to link performance to resources and see where
bottlenecks are; sectoral organisations who want to know how much is being spent in
their sectors in order to advocate for effective policies and implementation; citizen
organisations who want to see if the aid flows promised are translating into inputs;
advocacy organisations who want to hold governments both North and South to account
for commitments on resources and to demonstrate their impact.
Use Cases will be developed which document current specific demands for data which
would lead to improved outcomes for poverty reduction: things that users (governments,
donor agencies, NGOs, citizen groups) want now.
The data sources that users already access and their perceptions of value and
shortcomings will be documented. The extent to which currently available data could
meet existing demand will be analysed. This will entail reviewing the existing databases
on aid spending and allocations such as UNDP-supported Donor Assistance
Databases, the Financial Tracking System used by UN OCHA, the European Union’s
initiatives on monitoring ODA flows, Public Expenditure Tracking Surveys, NGO
monitoring initiatives and the Creditor Reporting System of the DAC. The use case
process will provide an opportunity to discuss users’ views of optimum data availability.
This information will be used to generate a set of ‘Use Cases’ (what do users want?
Why? How do they use it? How do they get data now? What could they do with better
data?). This will entail intensive liaison with the Pilot Project and User Interface work
programmes in order to translate the demands of potential users into user interface and
technological solutions so that effective demonstrations can be developed for the
purposes identified in each Use Case.
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These demonstrations of improved access to specific data can then be used by the
organisations that need the data to achieve their own goals – related to aid
effectiveness – and to strengthen the TRPR programme by providing feedback on both
the value of improved access to data for aid effectiveness AND ways in which the user
interfaces and technological solutions could be applied.
Activity 3: Outputs
 A set of Use Cases (Milestone), short case studies of who uses DAC/CRS
statistics now, how they use them and the potential improvements that users
would like to see. This work will ideally be done in close collaboration with the
Development Cooperation Directorate of the DAC and IT partners from Track
One to inform shaping the solution.
Objective 1: Outcomes
 Reliable intelligence on the stakeholder environment for the whole programme
team including external partners involved in Track 1;
 Clear understanding of the actors to be targeted in an effective advocacy
strategy and constituencies to be mobilised to promote progress;
 Positive relationships with stakeholders including governments, multilateral
agencies, NGOs, parliamentarians, academic/research institutes, foundations.
 Clearly articulated use cases applied to technological developments.
Objective 1: Indicators
 Production of a stakeholder map;
 Evidence of use of this stakeholder map in all tracks of the programme;
 Production of Use Cases;
 Production of a partnership strategy;
 Listed details of individuals and organisations willing to champion TRPR;
 Evidence of championing of TRPR in policy documents, reports and conferences.
10.2 Objective 2: To prepare strategic communication materials and business cases
explaining the poverty reduction benefits that will flow from improved
transparency as the foundation for outreach and the creation of a positive
policy environment.
Activity 4: The Evidence-based business case for improved resource tracking
Based on the previous activities, a well argued, publicly accessible, reliable and peer
reviewed report or series of reports will be produced to provide the evidence-base for
improved resource tracking for a non-specialist audience. The report(s) will include
research to quantify the real costs of lack of data timeliness and transparency. This
business case for improved resource tracking for poverty reduction is key.
The case may need to be presented in different forms for different audiences but should
include an ‘informed lay person’s’ report which sets out the benefits of TRPR clearly and
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intuitively. It is important that TRPR is not seen as technical or specialist issue, but as
common sense and an essential and demonstrably effective part of poverty reduction.
Activity 4: Outputs
 Published report demonstrating the costs of lack of transparency and potential
impact of improved resource tracking for poverty reduction (Milestone);
 Policy notes tailored to different stakeholder groups to make the case for
increased attention to improved aid data availability, accessibility, and
transparency in the interests of greater development effectiveness and impact on
poverty;
 Series of journal and other articles for circulation.
Activity 5: Develop a website to create an online presence and gain visibility for
the issue of resource tracking
Visibility for the issue is key to generating commitment to change – so developing and
disseminating materials tailored to the interests of different stakeholders will be a
substantial part of the work. Design and presentation will aim to present the case
succinctly and attractively – so that the issue is seen as distinct and important.
The website will promote the application of actionable recommendations, new
technological fixes and use of improved user interfaces.
The website will aim to provide a one-stop-shop signposting user to a range of tracking
initiatives and it will employ innovative data visualisation software. It will aim to stimulate
demand for, and the effective use of, improved data on resources for poverty reduction.
Written/electronic materials will include a brochure, briefing sheets to illustrate aspects
of the issue and easily adaptable modules which can be incorporated into external
publications.
A dialogue will be developed with selected journals/media outlets and named journalists
with the aim of raising awareness of the programme and stimulating coverage about
TRPR activities in respected publications.
Activity 5: Outputs
 Design grid;
 Website operational (Milestone);
 Range of appropriate materials (Milestone).
Objective 2: Outcomes
 Amplification of the clearly articulated, evidence-based case for resource tracking
for poverty reduction through widespread use in development documents,
conferences and policy fora;
 DI’s website will host a discrete section on TRPR and in addition DI can offer its
dormant www.aidinfo.org website to promote the TRPR case for greater
transparency and to signpost people to existing sources of data and statistics.
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The website will give increased visibility for resource tracking as a specific issue,
articulating the case and presenting evidence as the programme develops.
Objective 2: Indicators
 Use and citation of the report on the case for improved resource tracking;
 Use of the website and adoption of recommendations and ideas reported there;
 Coverage of resource tracking issue in appropriate media and development
publications and forums.
10.3 Objective 3: To conduct a landscape analysis of current tracking activities,
obstacles to the use of existing data and opportunities for value to be added to
TRPR through aid audits and other bottom-up tracking efforts
Activity 6: Finding the facts on existing tracking initiatives and access to data
We already know a lot about what data is available from which databases and the
stakeholder analysis and Use Cases will reveal more about who uses currently
available sources.
This activity will add to that information by mapping current tracking activities that use a
range of different data sources, and seek to draw out lessons for this project. This will
include examination of previous and current attempts to obtain real-time or advance
data on project activities to draw lessons for tracking activities and provide a baseline
for determining the nature and extent of data gaps.
Specifically, it will look at the extent to which the most basic data on aid transactions
(transfers of funds between an aid donor and an implementing organisation and
subsequent financial transactions) is or could be made available drawing on information
from accounting and auditing bodies, bilateral, multilateral and non-governmental
sources, and selected southern government departments.
It will also document the obstacles that organisations trying to use existing data face in
their own environments and the steps they have taken to overcome these – for
instance, the extent to which they can adapt their management information systems,
issues of technology resources or management commitment, and procedural or
legislative obstacles to transparency.
Specific attention will be paid to availability of data on funding flowing to government
budgets, the proportion of aid flows that this represents, and the extent to which
government departments can access timely, appropriate and readily comprehensible
data. It will also analyse the steps taken by donors who are allocating aid on budget to
improve accessibility of data on funding flows.
This analysis should inform actions needed on both political and technological change.
Activity 6: Outputs
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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
Mapping of existing tracking systems, review of availability, use of and access to
existing data and identification of lessons for the TRPR programme (Milestone);
Activity 7: Analysis of CRS data to identify how sectoral commitments translate
into actual transactions
The CRS provides data on aid commitments, categorised in various sectors and with
markers for specific issues along with project descriptions and titles. The activity here is
to take the CRS data for one country and trace how the reported allocations are
translated into financial transactions by the donor and the extent to which, using these
data, it is possible to trace funds to the end user in the recipient country.
Activity 7: CRS analysis: Outputs
 Detailed report on the translation of CRS to financial transactions and lessons for
resource tracking (Milestone). This work will be outsourced.
Objective 3 Outcomes:
 Knowledge of the range of tracking initiatives and clear understanding of the
lessons for technological and political programmes to improve resource tracking
for poverty reduction;
 Documentation and recognition of obstacles faced by organisations in accessing
and applying CRS data;
 Evidence base for assessing whether and how country level aid audits or other
resource tracking activities would contribute to the programme.
Objective 3: Indicators
 Publication of report on landscaping;
 Evidence of application of the lessons of landscaping in development of
actionable recommendations;
 Assessment of value-added of country audits.
10.4 Objective 4: To identify quick wins and preparatory steps which lay the ground
work for the implementation of technological or other improvements
Activity 8: Identify quick wins
Drawing on the stakeholder and landscape analyses it should be possible to identify
quick wins –steps in the right direction that individuals and organisations can adopt right
away that will make an immediate difference to the availability of information on
resource flows. These could be replicable activities, bottlenecks and ways that they can
be freed up or technological/procedural fixes that can be easily and cheaply applied.
Quick wins can be promoted and replicated even while more comprehensive results
from technological initiatives are being developed. In particular, improving donor
reporting to the DAC would result in significant improvements.
For examples:
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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


The CRS was designed to be updated on the basis of reporting in real time but
in practice, most donors report retrospectively, often once a year when they
report to the DAC. Every donor that speeds up their reporting – even to keep
pace with real time reporting to other processes – will improve the quality and
utility of the CRS;
In 2006 the DAC introduced more detail into their preliminary data, published in
the April after the year-end. This has supported those working for greater
accountability for aid allocations and dissemination of information on the extent to
which donors are meeting their major commitments. Adding further detail in the
preliminary figures will enhance this. 2008 is the year of sanitation. Currently
data on resources for sanitation are very inaccessible and progress towards the
MDG is badly off track. Aid in the water and sanitation sector is highly
concentrated in a few a donors so improving their resource flow information could
enable proper planning for progress on sanitation;
One donor has a ‘pipe’ that converts their internal information system into IDML
(International Development Mark up Language) which means that they can
automatically report project information to an international data base. Adoption of
this technology by other donors would immediately place significantly more
information in the public domain.
Activity 8: Outputs
 Identification and promotion of quick wins (Milestone).
Activity 9: Preparatory steps and creating a conducive policy environment
Overcoming the obstacles to resource tracking for poverty reduction will demand a
combination of; a recognised, objective case; implementable technological
improvements based on clear understanding of real obstacles; and building
relationships and constituencies which foster political will for change. A series of
straightforward ‘asks’ is essential so that it is clear what, in practical terms, people can
do and how obstacles can be overcome.
Based on lessons emerging from the pilot project and technology developments, the
stakeholder mapping and landscape analysis, the programme needs to show donors
what they can do – both immediately to achieve ‘quick wins’– but also in the longer
term how they can move incrementally to more ambitious solutions.
Given the constant developments in technology and the pace at which bureaucracies
tend to move – the programme will not hold back waiting for an ‘optimal solution’.
Rather whilst exploring the ‘best’ options, the programme should encourage people to
take as many incremental steps as possible in the right direction.
We will engage in dialogue with wide range of donors and aid agencies to identify key
practical opportunities and constraints, and to identify individual and shared areas
where progress can be made. This may be less specific than the quick wins identified
above, but will be designed to foster a constituency of people who are aware of the
issues around improving resource tracking and willing to make some incremental
changes within the scope of their own areas of responsibility. This activity and the pilot
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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project are mutually reinforcing: building a conducive environment will create
opportunities to expand the pilot project and the pilot project will help to build
constituencies to foster progress.
Activity 9: Outputs
 A clear picture of the bureaucratic obstacles;
 An initial set of ‘asks’ – actions which data providers can take in advance of and to
pave the way for optimal solutions (Milestone);
 A constituency of committed individuals and institutions engaged in a trusting
relationship with TRPR and willing to test changes (Milestone).
Activity 10: Work to synthesise current practice and potential for harnessing
technology for TRPR
Produce (with reference to work of the Stakeholder, Landscaping streams and pilot
project) a short paper synthesising:






the current state of play in terms of the application of technology to the analysis of
international development resources;
technology used by donors to analyse their own resource allocations and report to
different international databases and monitoring systems (showing current best
practice);
Accessible explanations of techniques like piping (eg. DFID automatic transmission
of data to AIDA), XML tagging, data mining, text based searching and
documentation of organisations that have applied these to resource for poverty
reduction;
potential for application of different technologies;
solutions employed by private sector and other industries that could have application
for TRPR;
Understanding of best practice in facilitating take up of new technologies.
Activity 10 Outputs:
 Short synthesis paper on current and potential application of technology to
resources for poverty reduction (Milestone);
 An agenda of existing practice from which the most promising ideas can be drawn;
 Working relationships with the people and organisations who are in a position to
advise on and help implement concrete solutions.
Objective 4: Outcomes
 Application and replication of quick wins;
 Some donors taking incremental steps towards improved resource tracking;
 Technology developments based on stronger understanding of current
applications.
Objective 4: Indicators
 Evidence of changed behaviours in data providers;
 Actionable recommendations taken up.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
18
10.5 Objective 5: To develop and manage a political strategy, communications and
outreach effort which supports a coherent and coordinated programme of work
combining policy and technology initiatives and fosters a positive political
environment for adoption of actionable recommendations on TRPR.
Activity 11: Cross-team communication and coordination to ensure synergies in
action, effective sequencing
Cross team communication, coordination, and oversight of the interactions between
Tracks 1 & 2 are essential to this programme and are therefore a key part of job
descriptions and the objectives and activities listed in this proposal. Good
communication and coordination will be facilitated by allocating sufficient time from the
project management, and setting up and investing in communication mechanisms.
These are likely to include an initial project launch workshop, regular virtual meetings,
use of the Programme Steering Group, promotion of regular information exchange, and
engagement on programme wide external communications tools such as the website.
Activity 11 Outputs
 Coherent planning and engagement between all programme partners showing the
benefits of enabling technology and policy work to feed off each other;
 Processes to develop actionable recommendations on both policy and technology
(Milestone).
Activity 12: Scope out and lay the ground work for a political strategy to drive
actionable recommendations
Using the intelligence, analysis and research described above, this activity will develop
a proactive programme to enhance the political will to implement solutions on Tracking
Resources for Poverty Reduction.
Given the rapid pace of technology change and the time normally taken to achieve
agreement involving several governments, it is unlikely all DAC donors will adopt new
procedures within a two-year timeframe. And even if an ‘optimal’ solution can be
identified and agreed, what looks progressive on information sharing now, may likely
seem limited in a couple of years time, as aid architecture develops, new donors
emerge and standards on information sharing progress. The political strategy - which
will include a communications plan, direct engagement and targeted strategies aimed at
specific individual audiences - should be designed to promote best practice and
progressive solutions that have a demonstrable impact on aid effectiveness and to exert
sustained pressure for continual improvement on transparency.
The groundwork will focus on engaging with key stakeholders (both allies and potential
opponents) through different mechanisms including publications and communications,
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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representation at conferences, inputs into major reports, institutional meetings and
seminars, building and supporting networks of committed individuals as well as more
intensive work with individual organisations where prospects for implementing
improvements are strongest.
Within the global development policy calendar and agenda there are a wealth of
processes and potential partners providing many opportunities to take the agenda
forward. Active participation in a range of relevant events to make the business case
and raise awareness of the work can be prioritised in the Project Management Group
but is likely to include engagement in the follow up process to the Paris Declaration on
Aid Effectiveness (PDAE) – especially the High Level Meeting in Accra September
2008. Processes that are likely to productive for TRPR include engagement with the
DAC and Development Centre, particularly the Working Groups, the Peer Review
Mechanism, Senior Level Meeting and Global Development Forums; engagement with
Measuring and Fostering the Progress of Societies and Paris 21 processes, and a
range of NGO initiatives including Reality of Aid, DATA and African Monitor reports.
Activity 12 Outputs
 Public engagement plan including political/outreach strategy to promote
technological solutions (Milestone);
 Materials for and engagement in Ghana High Level Meeting (Milestone).
Objective 4: Outcomes
 A coherent programme where the work to foster a positive policy climate enables
the implementation of technological improvements;
 Increased commitment to and implementation of actions to promote improved
tracking of resources for poverty reduction;
 Increased use of user interfaces as they are developed;
 Improved data flow into and use of the CRS and other relevant databases,
leading to stronger incentives to deliver quality data and apply it to poverty
reduction;
 improved knowledge of actual resources flowing to MDG objectives in specific
countries;
 Greater incorporation of resource tracking issues into processes for improving
aid effectiveness including the Paris Aid Effectiveness, Measuring and Fostering
the Progress of Societies and Paris 21 initiatives.
Objective 4: Indicators: Early work with stakeholders will establish baselines on
existing disclosure of, awareness of and access to data. Movement from these
baselines should show measurable change over time, for instance in frequency of
reporting to the CRS.
Engagement in other processes can be measured by verifiable indicators of attention to the
issues in publications and conferences.
11 MONITORING, EVALUATION, INDICATORS AND DISSEMINATION9
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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Dissemination is integral to the TRPR project purpose and plans have been documented
under activities.
Indicators for each objective are listed above, but in summary, project progress will be
monitored through process indicators. These include production and delivery of products
including Use Cases, policy documents on the poverty reduction benefits of improved
resource tracking, the stakeholder survey, partnership strategy, tracking landscape reports
and other strategic communication materials.
Take up of TRPR issues in relevant policy documents, speeches, reports and media will be
monitored and this, along with attention to TRPR issues in donor fora, including the DAC
Working Party on Statistics and key international conferences and policy reports, will
provide evidence of progress against objectives.
Ongoing evaluation of progress is part of the role of the project management group, who
will table periodic reviews of progress against objectives at least twice a year, and provision
for an independent, externally facilitated evaluation has been made in the budget.
The PMG will assess progress on key areas of
 Mobilising political commitment to change;
 Changing practice at administrative and financial control level;
 Quality of research into best practice, technical and technological issues;
 The extent to which technological options are appropriate and taken up by donors;
 Demonstrating how changes can be delivered and the impact on poverty reduction.
The extent to which stakeholders such as the DAC/DCD, bilateral donors and data users
engage with the programme will give an indication of impact. It will show the extent to which
the profile of the issue has been raised and how far donors are prepared to take active
steps to make data available. The profile of data availability as an issue within the Paris
Declaration/Aid Effectiveness agenda process will also provide an indication of success.
Evidence that the PMG could use to assess progress would include:

Early identification of best practice on DAC/CRS reporting and evidence of
movements to this standard;

Early accessible presentation of the issue as a discrete priority for attention;

Announcement of policy commitment by key donors;

Agreement to publish selected data by individual donors;

Agreement of individual donors to send data to CRS monthly;

Agreement by one or more donors to make financial transactions public.
12 CHALLENGES10
The big challenge for the TRPR programme will be simultaneously to address the
bureaucratic and technological obstacles to improved tracking. We plan to address this in
several ways: first, the TRPR programme will provide a space where people within donor
agencies who want to make technical progress can meet, without being held back by
consideration of bureaucratic obstacles. In parallel, other parts of the programme are
addressing the nuts and bolts of procedural obstacles in detail to identify exactly where
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
21
obstacles lie and where they can be overcome. The strategy we propose to meet this
challenge is managing a multi-pronged approach which combines very high level advocacy
and influence on the benefits of improved tracking (Track 2) with the detailed solutions
developed under Track. 1.,
A second challenge is to enable incremental progress without scaling back the ambition of
the programme. We propose to address this by working on, and highlighting, quick wins at
the same time as promoting the big picture of how the enhanced accountability and
planning that arises from improved tracking can help to make major impacts on poverty
reduction. By promoting the progress being made, the hope is that the pace of change can
be – if not at the speed of the fastest – set above the lowest common denominator.
A third challenge is to engage with the existing users and providers of data without being
held hostage to a particular system. The programme is predicated on increasing access to
data sources and user interfaces. We hope that this will provide a good foundation for
positive relationships with existing data providers and it should be of mutual benefit. The
programme would also hope to meet this challenge by drawing on the social capital of
existing relationships with the DCD and other international aid data systems.
A fourth challenge will be making the link between improved tracking and greater impact on
poverty. The programme will make a strong case for the link between development
effectiveness, tracking and poverty but it will be a challenge to position this at the right
level. Data availability may be seen as an administrative or statistical matter. To present the
case effectively, the issue has be explained in a way that moves it to being seen as a
priority area for attention and action - critical to effective use of aid, policy making and
budgeting, enhanced poverty impact and greater accountability. The programme will
articulate the TRPR case to other processes, particularly around the Paris Declaration on
Aid Effectiveness, and to create goodwill based on shared interest but at the same time, it
will set out a discrete and distinct programme that will empower individuals already
committed to TRPR.
A fifth challenge is actually getting access to transaction data. The programme wants this
level of data because it is least open to interpretation (it does not rely on someone’s
judgment about whether an allocation is ‘gender’ or ‘health’ or ‘participation’). One of the
first tasks of the programme will be to identify which donors in principle make their
transaction data available and the processes necessary to get access to it. Responding to
this challenge will combine a technical understanding of what it is we are asking for, who
has the authority to supply it and the well-made business case for the value of making this
data accessible.
13 GLOBAL ACCESS11
1)
Is the proposed research likely to lead to any materials that could be copyrighted,
trademarked or commercially exploited?
Yes, IP which may be generated by the TRPR programme could qualify for protection or
otherwise have commercial value.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
22
2)
Is the proposed project and related IP subject to any agreements (e.g., licenses,
collaborations, research or funding agreements or any other form of agreement) with
commercial, academic, or other organisations, including other funding entities, sub
grantees or subcontractors?
Yes. Agreements will be put in place to confirm or transfer ownership of any IP in existing
materials used for the TRPR project or ensure that DIPR has the appropriate licences to
use those rights.
DIPR will enter into agreements with third parties (as appropriate) involved in the TRPR
project to ensure that ownership of IP vests in DIPR. In addition, licences will be granted to
third parties to use the TRPR project outputs including:
a.
the Hewlett and Bill and Melinda Gates Foundations on a world wide nonexclusive and non-assignable basis;
b.
DI (this will be on the same basis as above but will terminate if Judith Randel
and/or Tony German no longer hold a majority shareholding in DI); and
c.
users of the TRPR outputs - the aim is to make the outputs of the
programme freely available for non-commercial purposes to promote global
access to information on resources for poverty reduction but there will be
safeguards to preclude inappropriate or commercial use.
3)
Does your organisation plan to assume responsibility for production and
dissemination of the project materials? Yes
Since 1990 significant progress has been made in reforming Official Development
Assistance: two examples being a substantial reduction in aid tying and the reorientation of
many donor policy frameworks around poverty reduction and the MDGs. But as the 2005
Paris Declaration on Aid Effectiveness (PDAE) made clear, much progress remains to be
made. Transparency is often highlighted as an issue (mainly) for developing country
governments. The Paris21 Initiative to build statistical capacity has made an impact in
selected developing countries. But timely access to better data on resource flows for
poverty reduction has not been made a sufficient priority by the donor community as a
whole.
Dissemination of TRPR outputs should be seen in the context of ongoing DAC led efforts to
improve aid effectiveness and developing country ownership. TRPR success in working
through the PDAE process and with the DAC and OECD bilateral donors would have a
direct influence on the effective use of more than $100 billion a year currently spent on
ODA. The knock on effect of focusing primarily on DAC donors would be to indirectly
influence others providing resources for poverty reduction (including developing country
governments, non-DAC donors, and multilateral agencies, private consulting companies,
foundations and NGOs) towards greater transparency – leading to greater accountability on
all resources earmarked for poverty reduction.
14 MANAGEMENT STRUCTURE12
The proposed management structure is designed to facilitative coordination across all the
tracks of the programme, enable access to external advice and support and to provide a
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
23
small committed Project Management Group. Human resources, skills and expertise will be
provided through a combination of employed staff, consultancies, contracted services and
sub grants. The outcomes of TRPR are both to build a strong evidence base and to foster a
positive policy climate. The staffing and structure needed to deliver these outcomes has to
enable serious and sustained engagement with key stakeholders – especially those in
developing countries - coordination between the related components across tracks1, 2 and
3 and collaboration with external actors and initiatives on improved tracking. Staffing
capacity on strategic issues, policy, communications, technology and coordination is
needed to deliver a coherent programme.
14.1 Strategic management
14.1.1 Coordination across all elements of TRPR – Consortium Coordination
Group
To maximise impact, all the components of the overall programme must be well
coordinated, with effective sharing of information, contacts and perspectives on how
progress is best achieved.
To assist coordination, we suggest that DI could participate in track one processes as far
as appropriate. Participation could range from attending meetings of the PLAID user
interface and donor data projects and convening meetings and information sharing
processes. It is proposed that the User Interface, Pilot Project and DI TRPR programme
formalise their coordination by holding regular virtual meetings for information sharing,
strategising, future planning. Participants in these meetings would include the TRPR
Project Management Group and representatives from the Pilot and User Interface projects.
The TRPR Project Manager will set up these meetings.
It is understood that, as TRPR develops, DI may be asked by the Management Group to
take on a range of practical coordination and support roles on behalf of the Group.
14.1.2 Project Management Group (PMG)
The PMG is the Executive Committee for the programme to which all workstreams report
through the Programme Director (see below). Its tasks are to take and/or approve decisions
on strategic issues for the development of the programme. This could include approval of
strategic plans and key appointments and ensuring that the related activities of the
programme are coherently integrated. The PMG should ensure that it has good
communications with Track 1 activities to achieve coherence across the whole programme.
It will review progress against objectives every six months. The PMG should be the group
to which any commissioned external evaluation formally reports.
The members of the PMG should be representatives of Bill and Melinda Gates and William
and Flora Hewlett Foundations and TRPR management team.
It is proposed that the PMG should meet virtually 4 or 6 times a year, at least once being in
person.
The Programme Director will be the main interface between the Project Management
Group and the operation of the programme. S/he will enable effective functioning of the
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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PMG by ensuring the group is well informed and focuses on relevant strategic issues – not
micro or grant management.
14.2 High level supporters and advisors
The programme will benefit enormously from endorsement by high level individuals
and from an informal group of people who can offer advice and facilitate collaboration with
organisations and individuals working on aid tracking and effectiveness.
We therefore propose to develop relationships with individuals with a professional interest
drawn from key relevant organisations. This could include individuals from one or two
ministries of finance or planning in Africa, the Africa Progress Panel, African Monitor,
UNDP and the Development Cooperation Directorate of the DAC, the Millennium Project
and DATA. These relationships would offer working level backing and advice, and promote
collaboration and secure endorsement from organisations which would make it more likely
that stakeholders would adopt new solutions.
14.3 Staffing, skills and resources 13
We propose a team of 5 full time and two half-time staff plus a part-time strategy directorate
who will bring specific identified skill sets and competencies which can be applied to the
whole programme. Additions skills, expertise and human resources will be provided by
consultancy and contracted services amounting to around three and a half full time
equivalent posts.
TRPR will be directed by a Strategy Directorate (three days per week from Judith Randel
and Tony German from Development Initiatives). The Programme will be planned by the
Programme Director. A part time (50% FTE) Project Manager will directly manage
outsourced functions and consultancies, additionally being responsible for coordination and
information flow and ensure that progress is in line with the terms of reference. Specific
provision has been made for outsourced work on landscaping and partnership development
to take place in developing countries along with a significant part of the work of the finance,
statistics and information analyst. This builds in a minimum level of direct engagement in
developing countries.
Outline job descriptions that justify each post are attached and a management organisation
chart is given below.
The final selection of the Programme Director will rest with the Project Management Group.
TABLE 2: Organisation Chart
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
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Strategic Directorate
Programme
Director
Project
Manager
Outsourced
Africa/Asia
landscaping &
partnership
Programme
Support
Officer
Senior Policy Officer
Outsourced
Financial Control,
admin & grant
management
Communications
Officer & writer
Finance,
statistics &
information
analyst
Technology &
Systems Officer
50% post
(plus outsourcing)
The responsibility for different activities within the TRPR is given in the chart below with indicative % time allocation.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
26
Table 3: Matrix showing indicative allocation of staff and consultancy resources to activities
Year One
Strategy
Programme Project
Senior
Finance,
Communications Technology,
directorate director
Manager policy
Statistics
officer, (writing,
systems
officer
and
journalism, web
support
Information content).
Analyst
Stakeholder mapping
stakeholder mapping
partnership development
use cases
Strategic communications
evidence based case
website & visibility plus visualisation
Landscaping
Existing tracking initiatives
CRS analysis
Quick wins & initial steps
Quick wins
Initial environment-shaping steps
Technology solutions
Coordination and political strategy
Cross team communication
Groundwork for political outreach and
engagement
Management against objectives,
administration and team support
Grant management, financial control
Percentage of FTE time
3
6
3
15
10
20
10
20
6
3
10
5
10
10
6
3
5
5
3
3
3
20
5
3
20
18
5
5
5
15
10
30
20
50
40
15
20
5
10
40
10
100
Outsourced
(indicative
time in
terms of
FTE)
Percentage
of FTE by
activity
65
10
40
133
26
93
60
20
136
78
70
40
81
48
20
20
5
63
53
53
10
78
10
33
35
60
Programme
support
officer &
admin
50
100
100
100
100
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
50
100
27
50
400
135
50
1060
Stakeholder mapping
stakeholder mapping
partnership development
use cases
Strategic communications
evidence based case
website & visibility plus
visualisation
Landscaping
Existing tracking initiatives
CRS analysis
Quick wins & initial steps
Quick wins
Initial environment-shaping
steps
Technology solutions
Coordination and political
strategy
Cross team communication
Groundwork for political
outreach and engagement
Management against
objectives, administration
and team support
Grant management, financial
control
Percentage of FTE time
Strategy
directorate
Programme
director
6
10
Project
Manager
Senior
policy
officer
Year Two
Finance,
Statistics
and
Information
Analyst
Communications
officer, (writing,
journalism, web
content).
Technology,
systems
support
Programme
support
officer
Outsourced
(indicative
time in
terms of
FTE)
10
50
30
12
20
6
10
12
20
30
100
50
10
30
40
24
40
15
50
50
10
50
100
100
100
0
66
0
0
42
0
30
90
30
35
100
26
0
50
30
162
0
129
20
10
30
60
Percentage
of FTE by
activity
100
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
50
135
100
250
100
28
100
910
15 ORGANISATIONAL CAPACITY
DI was established in 1993 to undertake policy research, statistical analysis and
communication activities related to development assistance and poverty elimination.
Originally established as a consultancy, DI has established Development Initiatives Poverty
Research Ltd to receive grant funding in support of activities including the Resource
Tracking Programme (TRPR) and aspects of DI’s Global Humanitarian Assistance
programme.
Over the first half of 2007, DI has had a core staff of 7, a team of 15 regular associates and
consultants used to mid 2007 many of whom work regularly with DI, and a wider pool of
consultants on which it can draw.
DI currently has 2 small offices in Somerset, located at Evercreech and Wells and is
developing a larger environmentally-friendly office just outside the city. The Wells office (for
up to 6 people) is being leased for 2 years from October 2007 whilst DI’s larger offices
outside Wells are being developed. We have agreed in principle the idea of placing staff or
long-term consultants within the London offices of HelpAge International (HAI) and possibly
having a similar arrangement with HAI in Africa and Asia.
DI currently outsources computer support (to South West IT Services Ltd). Human
resources are done in house, but payroll and quarterly management accounting are
outsourced to Probusiness Ltd. Existing suppliers can scale up their services to service the
requirements of TRPR – or enhanced services will be procured from new suppliers if
advantageous. DI has existing relationships with out-of-house designers and production
services (including Strategy design and Discript Ltd), who can work on TRPR as
appropriate. DI’s own websites (www.devinit.org and
www.globalhumanitarianassistance.org) are both being overhauled by early 2008 and staff
trained in Content Management System work so that updating is quicker and more direct.
This restructuring will make it easier for TRPR to be covered on the DI website (though in
due course a TRPR signposting subsite can be developed as appropriate).
The bullet point sections below highlight areas of work where DI has gained specific
experience and expertise that is directly relevant to core capacities needed for the TRPR
programme.

In 1993 DI established the Reality of Aid (ROA) programme, managing and editing
Reality of Aid reports through to 2002, for a global coalition of NGOs. This work
included developing the content for ROA reports, preparing briefs for all the NGOs
involved on their expected contributions, editing NGO contributions and supporting
organisations in their research and analysis, drafting statistical sections and
overview chapters on behalf of the international management group,
communications within the group of NGOs involved and external audiences,
supporting the management committee.
The ROA experience relates to the capacity needed under TRPR to develop and
manage a programme that delivers outputs highlighting the need for reform of
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
29
development assistance and aspects of global aid architecture. The ROA
programme also illustrates the capacity to involve and engage with a range of
stakeholders including bilateral donors and NGOs.

DI undertakes analysis of aid statistics and policy for a range of bilateral donors (eg.
Sida, Danida, DFID) and NGOs (eg. DATA, Oxfam, CIDSE). This gives us in depth
experience of how existing data can be used – and of the gaps in existing data and
limitations (on both user and provider sides) which obstruct monitoring,
accountability, effective planning and ownership.

DI has been a partner in the Chronic Poverty Research Centre since 2000, engaging
with stakeholders and communicating key messages. From 2000 to 2005 the focus
of the work was developing and identifying key messages, helping academic
colleagues with engagement and positioning. From 2005 to 2010 DI and its partner
HelpAge International (HAI) have established a semi-independent body linked to
CPRC whose remit is to promote attention of the international community to chronic
poverty and the need for a strategy for reaching the poorest that goes beyond the
MDGs for 2015.
DI’s involvement in CPRC involves building capacity to work with academics and
others to identity a research theme and present an accessible case to a variety of
audiences including senior policymakers donor governments. As with ROA, CPRC
work has involved coordinating, managing and working collaboratively with a wide
range of organisations in many countries.

DI has a programme of work focusing on humanitarian assistance. Since 2000 DI
has produced Global Humanitarian Assistance reports and since 2004 DI has been
acting in an advisory capacity to the Good Humanitarian Donorship (GHD) group of
bilateral donors, helping identify and monitor indicators of progress on GHD. In
2006 DI was the first consultancy invited to participate in a DAC Peer Review team.
Having contributed to the peer review of Greece, DI is part of the Peer Review
teams reporting on Spain and Finland in 2007.
DI’s GHA work is evidence of capacity to make extensive use of existing donor data
and to work with bilateral donors and the DAC on ways to improve the accessibility
and usefulness of a variety of statistics and policy related data.
DI regularly participates in international conferences, seminars and processes and provides
aid data analysis for the Human Development Report and other international reports.
16 STAFFING AND INDICATIVE RESPONSIBILITY FOR DIRECTION, MANAGEMENT,
COORDINATION AND DAY TO DAY ACTIVITIES
Note: Funding requested from The Bill and Melinda Gates Foundation represents sixty percent of the
programme costs.
16.1 Strategy directorate 60% FTE
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
30






Liaison with Hewlett and Gates over strategic direction;
Strategic planning (including positioning of programme within context of other
initiatives and managing progression from stakeholder mapping and analysis phase
to recommendation and implementation phase);
Opportunity identification;
Setting the tone of communications;
High level representation (including links with major external stakeholders including
OECD);
Direct management of Programme Director, relations with partners such as CSIS,
High Level supporters and informal outreach group.
16.2 Programme director (reports to Strategy directorate) 100% FTE
 Programme implementation and management;
 Representation;
 Overall responsibility for content and quality of communication;
 In association with Strategy director, identification of, and relations with, high level
champions who lend their names to the programme – and managing informal
outreach group;
 Direct management of 3 staff: Senior policy officer, Communications officer and
programme support officer;
 Supervision of working level coordination with partners (including CSIS);
 Compliance issues (data protection, privacy, organisational standards);
 Managing outsourced research on evidence based case to ensure credible and
appropriate outcome.
16.3 Project Manager 50% FTE
 Cross team communication;
 Directly managing 1.5 staff: Finance, statistics & information analyst and 50%
Technology & Systems Officer;
 Managing outsourced functions;
 Budgeting and financial control, grant management and reporting, target
management and reporting (including supervision of outsourced financial control, HR
etc);
 Internal administration;
 Managing outsourced research and case studies on CRS use.
16.4 Finance, statistics and information analyst (reports to Managing director) 100%
FTE

Mapping existing knowledge on data flows and access;

Researching and supervising research on access to financial and statistical
information;

Writing materials to highest business/academic standards that are accessible to
non-specialists audiences;

Identifying systems constraints (especially practical) and opportunities for
progress;
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
31







Working with stakeholders (especially producers) to build commitment to, and
negotiate/broker progress;
Understanding development budgeting and auditing processes;
Liaison with (participation in if appropriate) vanguard group to ensure synergy
Identifying data constraints and opportunities for progress;
Working with stakeholders (especially users) to identify data needs and potential
that can flow from increased access;
Providing in depth knowledge of DAC statistics, CRS and bespoke statistical
databases (such as Afghan DAD) – what they can do, their weaknesses and
potential for improvements;
Linking to evaluation processes (bilateral donors and DAC evaluation dept) to
see how resource flow data is, or could be, better linked to evaluation and impact
assessment.
16.5 Senior policy officer (reports to Programme director) 100% FTE

Establishing and maintaining relationships with range of stakeholders, principally
in OECD countries, especially working level relations with OECD, DAC & DCD,
and departments involved in provision of data and dissemination of data. (Note
that in the case of DFID alone, several different departments play a role in
relevant data management processes);

Monitoring discussions in DAC WP on Statistics;

Work with World Bank and IMF counterparts – those concerned with budgeting
and transparency;

Relations with civil society organisations doing complimentary work at
international level eg. International Budget Project, Transparency International,
Reality of Aid, AIDWATCH etc;

Ensuring effective TRPR participation in and contribution to global Measuring
and Fostering the Progress of Societies process;

Documenting stakeholders – producing overview report and maintaining up to
date and accessible database on stakeholders (possible use of relationship
management software);

Identification of policy/political constraints to progress and opportunities (people,
organisations, international agenda-based) for progress and documentation of
same;

Identifying academics working on relevant issues and research
processes/conferences which can contribute to TRPR objectives.
16.6 Technology and systems support, 50% FTE post (reports to Managing director)
 Engagement on technology and managing relationships with technology advisers
and specialists, helping shape the TRPR technology agenda and outputs, ensuring
that they are accessible to non-technical people, especially TRPR colleagues and
management group;
 Identifying potential quick wins (in association with TRPR colleagues);
 Data presentation (direct contacts with Gapminder Foundation, Swivel, Beyond2020,
Mapping Worlds etc, both so TRPR understands best options on making data
accessible, and can present a compelling case);
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
32




Advising/ explaining interface between policy and practice in development agencies
and application of technologies;
Data visualisation and presentation;
Ongoing liaison with OECD online database techies, Google.com and .org,
Microsoft, Guidestar, Synisys and others;
Internal IT and telephony systems supervision (including supervision of outsourced
systems support).
16.7 Communications officer & writer 100% FTE (reports to Programme director)
 Media relations: initially identifying journalists/media organisations with an interest
in/remit covering information, right to information, aid and poverty data
 Developing schedule for production of range of outputs;
 Ensuring optimal impact of all communications, especially commissioned research;
 Principal author of campaign materials (brochure, leaflets, briefings, press releases,
web content);
 Briefing designers and supervising development of TRPR style;
 Quality control of all communications – to ensure all outputs are well presented and
intelligible to non-specialist audiences;
 Supervision of design and production of all electronic and written materials (design
to be outsourced).
16.8 Programme support officer 100% FTE (reports to Senior Policy Officer or
Programme Director)
 Research support including data entry supervision.
 Drafting materials for website
 Information management and access (especially maintaining, updating and
proactively communicating intelligence on stakeholders and processes)
 Intra programme communication support (shared access to data, teleconferencing)
 Practical level support for Project Management Group and inter and intra
programme coordination structures (scheduling meetings, documentation and follow
up)
16.9 Outsourced work equivalent to 350% FTE
16.9.1 Outreach & relationship building Africa/Asia (outsourced work
supervised by Programme director)
NB, this work, primarily contributing to Objective 3, will ideally be done from within Africa
and Asia on consultancy basis or in collaboration with HAI.
 Establishing and maintaining relationships with range of mainly southern-based
stakeholders, including country offices of donor agencies, southern government
departments, NGOs. (Eg. Uganda Bureau of Statistics, Malawi Economic Justice
network);
 Researching and documenting existing national level programmes to improve flow of
information both at official/government level and at civil society level;
 Producing Use Case report(s) and country specific quick win illustrations showing
information deficits and explaining consequences of those deficits in terms of weak
management and inefficient resource use);
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33







Country level engagement with Paris 21 process (attending Paris21 meetings in
Africa and Asia);
Direct liaison with organisers of Ghana 2008 Aid Effectiveness process to ensure
TRPR participates in preparatory process and to manage practicalities of TRPR
presence at Ghana meeting (in close cooperation with Policy & Combs officers).
16.9.2 CRS Analysis and Use Cases
In depth analysis to be commissioned on existing CRS data and other sources to
produce the basis for a small number of case studies on who uses data, how they
are helped and/or hampered by existing level of data available using CRS. This may
include a country case study of the extent to which CRS data can be tracked through
to expenditure visible in the recipient country;
Case study illustrations will also be sought from other data sources such as
Afghanistan and Vietnam Donor Assistance Databases and the Development
Gateway AiDA system.
16.9.3 Technology and innovation consultancy
Commission support and advice on the application of different technologies to
specific resource information requirements including use cases;
Technical advice on web management and data visualisation options;
Advice and assistance on how different technologies are applied in the corporate
and public sectors, and might be applied to poverty resource transactions.
16.9.4 Subgrant on the poverty reduction benefits of improved tracking

Core business case study: commissioned research and analysis resulting in high
status report from respected international research organisation(s) on estimated $
cost to ODA of lack of timely and transparent information as the foundation for the
communications strategy.
16.9.5 Grant management and Human Resources
Core functions of payroll, human resources, budget management, computer services, grant
management and reporting will be contracted out and managed by the Project Manager.
17 BUDGET AND BUDGET NARRATIVExiv
The budget is presented in the format required by the Bill and Melinda Gates Foundation in the
attached spreadsheet, filename TRPR Gates Budget 141107.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
34
TIMELINE TEMPLATE
Goal:
Year 1
1
2
3
4
5
6
7
8
Year 2
9
10
11
12
13
14
15
16
17
18
19
20
Major Activities
Objective 1
Activity 1
Activity 2
Activity 3
Objective 2
Activity 4
Activity 5
Objective 3
Activity 6
Activity 7
Objective 4
Activity 8
Activity 9
Activity 10
Objective 3
Activity 11
Activity 12
Annual Budget:
$976,276
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
$828,782
35
21
22
23
24
17.1 Budget Narrative
Table 3 above shows the deployment of staff and outsourced consultancies in relation to
the objectives and activities of the programme.
Section 16 outlines the role of each staff post in relation to the objectives and activities of
the programme.
The attached budget documents expenditure on each Major Activity on the Bill and Melinda
Gates Foundation budget format. The TRPR programme has submitted a proposal to The
William and Flora Hewlett Foundation for 40% of total programme costs and to The Bill and
Melinda Gates Foundation for 60% of programme costs. All budget heads have been
apportioned in this ratio.
This section documents the cost assumptions behind each budget item.
Personnel: Base salaries have been calculated on the basis of salary benchmarking for
similar posts advertised in Europe. Salaries are:
Strategy Directorate $150,000 (60% FTE)
Programme Director $150,000 (100% FTE)
Project Manager $50,000 (50% FTE)
Senior Policy Officer $90,000 (100% FTE)
Finance, Statistics analyst $90,000 (100% FTE)
Communications Officer $80,000 (100% FTE)
Technology Systems Support $40,000 (50% FTE)
Programme Support Officer $50,000 (100% FTE)
Fringe Benefits: Employers National Insurance at the UK rate of 12.8% has been added
plus provision for employers’ pension contributions of 5% of salary.
Indirect costs: provision has been made for 15% of costs to be charged as indirect costs
to cover, inter alia, office space and support costs (phones, cleaning, reception etc),
utilities, accommodation and other taxes, office supplies and stationery, depreciation and
insurance and other unforeseen items. Indirect costs will also cover grant management,
human resources, payroll, financial control, tax, bookkeeping and accounts estimated at
$35,000 (based on $70,000 FTE),external audit, legal costs, insurance and accounting
estimate (based on existing contract with ProBusiness Ltd of $30,000) and computer
service support costs.
Equipment:
$24,900 comprising 60% of the costs of supplying the following items:
 Eight laptops, eight monitors, two PCs, one server to provide computer equipment
for all employed staff (assumes $3000 average for laptop and monitor)
 Two colour laser jet printers ($1000 each) plus an A3 printer, binder and folder
($1600).
 Two document scanner/photocopiers ($750)
 One portable beamer ($1000)
 One interactive whiteboard ($3000)
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
36

Office furniture comprising 7 workstations of desk, chair, shelving estimated at $600
each ($4200)
Supplies: 60% of total costs for the following items
 Software, including microsoft professional, web design, DTP, relationship
management and statistical packages ($11,750)
 Postage and courier costs for dispatch of materials ($4000 per year)
 Meeting cost supplies estimated at $3,330
Contracted Services: 60% of total costs for the following items
 Phone services (costs based on mobile phone, blackberry or equivalent) purchase
and use costs for eight staff, (estimated at $1200 a year)
 Design services at $8,000 based on previous contracts with Strategy Design Bristol
 Printing estimated on basis of previous contracts with UK suppliers, at $40,000 over
the life of the project and assuming production of one flagship report.
 Meeting costs for rooms, catering and other services estimated at $16,670
Contracts are not confirmed.
Consultancies:
Indicative descriptions of consultancies are given in Section 16.9 above.




Use Cases preparation and integration with user interfaces and the Pilot Programme
and CRS analysis and is estimated on the basis of 150 days at $800 a day;
Consultancy on outreach in Africa and Asia, including landscape tracking and other
bottom up audit initiatives as well as partnership development, estimated at 150
days a year at $670 a day;
Consultancy on technology/innovation estimated at 75 days a year at $800 a day;
External evaluation estimated at $70000.
Subgrants:
Provision has been made for a subgrant to an organisation to provide the business case on
the poverty reduction benefits of improved transparency on aid resource tracking. The
organisation has yet to be finally agreed.
Travel:
 Travel within the UK has been estimated on the basis of $100 per trip and an
assumption of 59 person-trips per year;
 International travel costs have been estimated at $1600 per trip and 16 person-trips
are expected per year;
 Intra-continental travel has been estimated at $500 per trip and 22 person-trips are
expected per year;
 Per diems for local travel, accommodation, meals and incidentals have been set at
$300 per trip except for Africa where the per diem level is $150.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
37
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
38
Appendices
APPENDIX 1: MILESTONE SUMMARY TABLE AND TIMELINExv
Project Name:
Goal:
Objective 1:
Activity 1:
Milestones:
TRACKING RESOURCES FOR POVERTY REDUCTION
(TRPR)
To increase the effective use of resources for impact on poverty by
increasing the quality, timeliness, transparency and availability of
data on resource flows for poverty reduction and sustainable
development
1. To identify stakeholders and develop clear understanding of the perspectives of both
producers and users of data - including their current uses of and control over data,
aspirations, systems, constraints and obstacles to progress and levels of commitment
to change - to contribute to the development of reasonable actionable recommendations
that could be promoted in short-term and the foundation for more comprehensive
progress in the long term. (See Objective 4 below).
Stakeholder Mapping
A stakeholder map with a database and narrative on the owners, providers, existing and
potential users of improved data on resource tracking
Activity 2:
Milestones:
Milestones:
Partnership Development
An identified set of champions and areas where conflicting priorities must be addressed
A partnership strategy outlining approaches to key institutions and individuals
Activity 3:
Milestones:
Development of “Use Cases” and feedback loops
A set of use cases
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
39
Objective 2:
Activity 4:
Milestones:
Activity 5:
Milestones:
Milestones:
Objective 3:
Activity 6:
Milestones:
Activity 7:
Milestones:
2. To prepare strategic communication materials and business cases explaining the
poverty reduction benefits that will flow from improved transparency as the foundation
for outreach and the creation of a positive policy environment.
The Evidence-based case for improved resource tracking
Published report demonstrating the costs of lack of transparency and potential impact of
improved resource tracking for poverty reduction
Develop a website to create an online presence and gain visibility for the issue of
resource tracking
Website operational
Range of appropriate materials
3. To conduct a landscape analysis of current tracking activities, obstacles to the use of
existing data and opportunities for value to be added to TRPR through aid audits and/or
other bottom-up tracking efforts.
Finding the facts on existing tracking initiatives and access to data
Mapping of existing tracking systems, review of availability, use of and access to existing data
and identification of lessons for the TRPR programme
Analysis of CRS data to identify how sectoral commitments translate into actual
transactions
Detailed report on the translation of CRS to transactions and lessons for resource tracking
Objective 4:
To identify quick wins and lay the ground work for the implementation of technological
or other improvements.
Activity 8:
Identify quick wins
Milestones:
Identification and promotion of quick wins
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
40
Activity 9:
Milestones:
Milestones:
Activity 10:
Milestones:
Preparatory steps and creating a conducive policy environment
A constituency of committed individuals and institutions engaged in a trusting relationship with
TRPR and willing to test changes
An initial set of ‘asks’ – actions which data providers can take in advance of and to pave the
way for optimal solutions
Work on technology to synthesise current practice and potential for harnessing
technology for TRPR
Short synthesis paper on current and potential application of technology to resources for
poverty reduction
Objective 5:
5. To develop and manage a political strategy, communications and outreach effort
which supports a coherent and coordinated programme of work combining policy and
technology initiatives and fosters a positive political environment for adoption of
actionable recommendations on TRPR
Activity 11:
Milestones:
Cross-team communication coordination to ensure synergies in action, effective
sequencing
Development of actionable recommendations on both policy and technology.
Activity 12:
Milestones:
Milestones:
Scope out and lay the ground work for a political strategy to drive actionable
recommendations
Public engagement plan including political/outreach strategy to promote technological solutions
Materials for and engagement in Ghana High Level Meeting
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
41
Appendix 2: Endnotes which link Hewlett and Bill and Melinda Gates
proposal requirements to sections in the TRPR proposal
1
Public Description
In this box, please provide a brief statement of the charitable purpose of the
proposed work, which may appear on our website and in our annual report.
Example: For a project to analyze the proposed reform in… (Limited to 250
characters, including spaces.)
In this box, please give a summary of your proposed work. This description
should be in plain, jargon-free English and directed to a knowledgeable but not
necessarily expert audience. It should include the purpose of the proposal,
including its objectives and importance, the method for achieving the aims, the
expected outcomes, and the criteria for evaluating success.
2
Describe how the funds would be used to meet the charitable purpose, limit to
150/300 words.
II. Executive Summary
Briefly summarize the project in no more than three pages according to the
following outline:
Goals and Objectives
Background and Rationale
Project Design and Implementation
Monitoring, Evaluation and Dissemination
Optimizing Public Health Outcomes
Organizational Capacity/Management Plan
3
III. Goals and Objectives
A. Context, Goals and Attributable Benefit (see Key Terms, pp.12 for
definitions
Context, Goals and Attributable Benefit
5
A. Project Design
Describe the project design and methods. Justify why they were chosen and highlight
innovative features of the project. If you are conducting a demonstration project,
describe how your project design will address the scalability of the findings. Keep in
mind the requirements for maximizing global access as defined in Section VI of this
proposal form.
6
Describe the measurable objectives to be accomplished during the project
period and explain how they will contribute to the overall achievement of the
goal. Please specify the expected outcome of each cited objective. Cite the
specific indicator(s) and baseline, or clear description of the current
environment, against which you will measure each major objective.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
42
C. Outcomes
What do you want to achieve and why is this important? Outline your desired
intermediate (shorter term) and ultimate outcome(s). Outcomes are the changes
that occur in people, institutions, policies, or conditions because of the proposed
inputs and activities. Because ultimate outcomes may result from the interplay of
several variables and often are not achieved during the grant period, it is
important to identify intermediate outcomes, which indicate progress toward the
ultimate goal(s). Please be specific.
7
8
B. Major Activities and Milestones
Provide detailed descriptions of the major activities necessary for meeting each
objective outlined in section III. Major activities must link to the project’s budget;
(please refer to section VIII - Budget Narrative). Specify the geographic areas where
major activities will take place. Indicate partner involvement when relevant by
providing the specific details of the nature of the collaboration and how each
organization’s work complements the others’.
Include descriptions of the baselines and target outputs, if available. Please describe
how progress will be measured for each of the major activities. Identify key
milestones, (both operational and/or scientific as applicable), that will be used to
measure progress on these activities. It is recognized that milestones may require
revision and re-negotiation during the course of the grant. If your grant is funded,
release of subsequent grant payments by the foundation will be based on evaluating
the information in your annual report against the progress made towards the
milestones outlined in the proposal.
Please summarize this information in Appendix B using the template provided on our
website, which includes a summary table and project time line.
(http://www.gatesfoundation.org/nr/downloads/globalhealth/grantseekers/timeline_te
mplate.xls). If more feasible for your organization, you may use an alternate project
management software application to provide the required time line. Please include
this component as Appendix B.
D. Activities
How do you plan to accomplish this? In other words, what activities do you plan
to undertake to lead to or produce the desired outcome(s)? Please attach a
timeline for your activities, including specific milestones
E. Theory of Change
Why do you think doing this will achieve your goals? In other words, why do you
believe the activities identified in Section D. will lead to the outcome(s) described
in Section C. (also known as your theory of change8)? For general
operating/program support grants, please provide a theory of change for your
entire organization rather than individual programs or activities.
THEORY OF CHANGE CHART
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
43
ACTIVITIES
What specific
activities and
milestones will this
work produce?
(Relates to Section
D.
in the Proposal
Summary,
including timeline)
INTERMEDIATE
OUTCOMES
What impact do you
hope this work to
have in the near
term? Identify the
target audience for
each deliverable.
(Relates to Section C.
in the Proposal
Summary)
INDICATORS
How will you
measure whether
your work is
making progress
toward these
outcomes?
(Relates to Section
F.
in the Proposal
Summary)
ULTIMATE
OUTCOMES
What do you hope
this work will
achieve in the
long term, i.e.
beyond the grant
period?
(Relates to
Section C.
in the Proposal
Summary)
9
How will you know you are succeeding? How will you measure movement
toward the desired outcome(s), and what indicators of progress will you collect
to monitor whether your activities are having the desired impact? What
constitutes success?/Describe the proposed methodology for measuring
project success and the attributable benefit according to the indicators
previously specified. Please indicate how and when you plan to assess the
results through internal and/or external evaluations, describing plans for data
collection, analysis, and decision making. Include information regarding the
dissemination of results both during and at the end of the project period.
Where appropriate, and consistent with any needs to secure intellectual
property, you are expected to prepare findings for publication in the scientific
literature and/or for dissemination to relevant public audiences as soon as
practical. Describe how you will meet this requirement, and if applicable,
relate it to plans to secure any necessary intellectual property rights as
described in Section VI.C below. Please include details regarding intended
target groups in the dissemination efforts.
F. Indicators
How will you know you are succeeding? How will you measure movement toward
the desired outcome(s), and what indicators of progress will you collect to
monitor whether your activities are having the desired impact? What constitutes
success?
Describe the proposed methodology for measuring project success and the
attributable benefit according to the indicators previously specified. Please indicate
how and when you plan to assess the results through internal and/or external
evaluations, describing plans for data collection, analysis, and decision making.
Include information regarding the dissemination of results both during and at the end
of the project period.
Where appropriate, and consistent with any needs to secure intellectual property, you
are expected to prepare findings for publication in the scientific literature and/or for
dissemination to relevant public audiences as soon as practical. Describe how you
will meet this requirement, and if applicable, relate it to plans to secure any
necessary intellectual property rights as described in Section VI.C below. Please
include details regarding intended target groups in the dissemination efforts.
Tracking Resources for Poverty Reduction Proposal 141107 revised 040108
44
10
While not all challenges can be anticipated, for those that can be identified,
describe the factors that could inhibit the success of the project. Explain how
these factors might be overcome in order to complete the major activities and
meet the project goals and objectives.
11
VI. Intellectual Property Plans to Achieve Global Access
A. Overview
We define global access as the concept of optimizing an intervention, innovation or
product at necessary scale to reach the people in the developing world who most
need it. Please begin this section by describing in narrative form where your
proposal might be placed in the continuum of efforts required to reach this
outcome for the disease or health condition under study. Tell us your
plan/approach towards ensuring that the work performed and the advances made in
this project will be done in a way that maximizes the likelihood that those in the
developing world who need these advances will have access to them.
12
B. Management and Staffing Plan
Explain the management structure and plans for administering the project.
Please describe the capability of the management team (including any key
proposed co-recipients and/or sub-grantees) to administer this project. If a
consortium is proposed, make it clear how it will be coordinated. (e.g. decision
making process, coordinator plans).
Describe each staff position required to perform the major activities, including
title, qualifications, responsibilities and percent full-time equivalent (FTE).
Provide justification for each requested staff position, explaining why this
position is required to support the planned activities and indicating how this
was determined. General administrative staff may be grouped together.
Identify which staff are already employed and which will be hired for the
project. Please include salary information in the Budget Justification section.
Please provide in Appendix C background information on staff, beginning with
the Project Director, Institutional Official, Key Personnel, and then for each
significant Consultant/Collaborator.
13
xiv
VIII. Budget Narrative
The budget component of the grant proposal includes a Budget Spreadsheet and a
corresponding Budget Narrative. Together, they must clearly link the funding you
have requested to the major activities described in section IV: Project Design and
Implementation.
The Budget Narrative must describe and justify the cost assumptions for each
category and line item in the Budget Spreadsheet. The Budget Spreadsheet
(Appendix B) must include all costs associated with the project’s major activities by
year in U.S. dollars. Please use the Budget Spreadsheet template provided, which
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allows for a project term of up to five years with five major activities. Please adjust
the template length to accommodate the size and scope of your project. The major
activity worksheets will auto-populate the Total Project Costs worksheet.
Explanations for the categories and budget line items are provided in the Budget
Justification section below.
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A. Milestone Summary Table and Timeline
Please summarize the objectives, major activities and associated milestones in the
template provided on our website, which includes a summary table and project time
line.
(http://www.gatesfoundation.org/nr/downloads/globalhealth/grantseekers/timeline_te
mplate.xls) If more appropriate to your organization, please provide similar
information using the project management software application of your choice, and
incorporate it into a text file.
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