1.+Plan

Please add any essential elements or ideas in bullet form to the various sub-sections of the proposed "Plan" chapter. These may include questions you would like to see answered or issues that should be addressed within each section.

Suggestions to the structure or possible resources are welcomed in the discussion space and table at the bottom of the page.

1.1 Clarifying concepts

 * Need to be needs-based! Some analysis is needed first, ensure recognition of how to trainees understand the concepts and implications. Gaining clarification about the actual training needs hence firstly ensures that the JLE have a real added value and secondly helps to identify a first set of potential host countries where targetes promotion can be started.
 * Disclose related policies and priorities
 * Diverse possible starting points (include list of status and page to change to in final product).

1.2 Developing partnerships
> - Institutional capacities and expertise in implementation, > - Willingness to reform, innovative approaches, > - Potential breadth of impact, > - Role, function and spectrum of services offered, > - Available resources GENERAL PUBLIC • Prevailing attitude of scepticism • Rigid / preconceived attitudes about specific sectors / partners • Inflated expectations of what is possible NEGATIVE SECTORAL CHARACTERISTICS (ACTUAL OR PERCEIVED) • Public sector: bureaucratic and intransigent • Business sector: single-minded and competitive • Civil society: combative and territorial PERSONAL LIMITATIONS (OF INDIVIDUALS LEADING THE PARTNERSHIP) • Inadequate partnering skills • Restricted internal / external authority • Too narrowly focussed role / job • Lack of belief in the effectiveness of partnering ORGANISATIONAL LIMITATIONS (OF PARTNER ORGANISATIONS) • Conflicting priorities • Competitiveness (within sector) • Intolerance (of other sectors) WIDER EXTERNAL CONSTRAINTS • Local social / political / economic climate • Scale of challenge(s) / speed of change • Inability to access external resources
 * According to the Partnering toolbook ([|download]), page 9, "At an early stage after ‘scoping’ a partnership, it is therefore critical to: Identify what types of partner organisations would add value, Explore the range of options available either by building on existing and proven contacts or by seeking new ones; and Select the most appropriate partners and secure their active involvement"
 * Getting committment from all levels at the early stages are crucial. This contributes to the full feedback loop whereby demonstrating results will contribute to future by-in and strengthen the JLE process as a whole. (Contracts vs. MOUs)
 * Core Business Handbook PriME - InWEnt's Programme-integrated planning, monitoring and evaluation system. 1.2 Partner appraisal, page 15 : Key questions that are likely useful for the Train4Dev network in JLE planning. Are there any considerations missing from this list of 13?
 * 1) Which project partner organisations/institutions can significantly contribute to achieving the objectives? (“Relevance” and “overarching development policy results”)
 * 2) The important criteria here are:
 * 1) What role do the partners play in the problem/situation, what influence do they have and what are their interests?
 * 2) How is the [InWEnt] project related to existing partner strategies?
 * 3) How far does the [InWEnt] project complement the partner organisations’ own efforts? (DAC criterion of relevance?)
 * 4) What relationship does the partner have to the target group? (Ultimate beneficiaries?)
 * 5) What relationship does the partner have to the participants/disseminators?
 * 6) What interests link the partners to an [InWEnt] cooperation? What is their own interest/ “ownership” in the project? (DAC criterion of sustainability)
 * 7) Has there been any previous experience with the partners – and if so, what? (Including references and recommendations from other donors)
 * 8) What own contribution can the partners make? (DAC criterion of sustainability)
 * 9) How far are the partners capable and willing to sustain the project’s positive results in the long run? (DAC criterion of sustainability)
 * 10) What other donors work with the partners, how should cooperation with these donors be structured and how will complementarity of support be ensured? (BMZ criterion of coherence)
 * 11) What results do the answers have for the choice of partners and what responsibility/roles and financial contributions can they take on for the programme?
 * The Partnering toolbook ([|download]) identifies some common challenges to partnerships across public, private and civil society organizations (Page 5) :

1.3 Setting monitoring and evaluation strategies

 * Core Business Handbook PriME - InWEnt's Programme-integrated planning, monitoring and evaluation system. Step 3: Setting M+E in the planning process, pages 30-38; and Brief description of selected methods, pages 68-77 : According to the PriME Handbook, the early steps are as follows:
 * 1) Formulating key questions
 * 2) Setting indicators
 * 3) Planning the data collection methods
 * 4) Outlining the details in the PM+E overview for internal project steering (see Step 2).
 * Should a question 5. be added to capture how and where the results can be used to improve the current, or future JLE?
 * Are any other steps missing?
 * Add summary of outcome mapping design and implementation process as a possible complement to metric based methods.

1.4 Determining financial arrangements
> those in the room to write each resource contribution they can offer on a > separate card or ‘post-it’ note and then these can be stuck on to a large piece > of paper on a wall where everyone can see the growing collection. The cards can > be colour coded to record which partner has made which particular offer. These > cards can then be ‘clustered’ appropriately under headings and reviewed by the > group - with more being added as new ideas occur."
 * Clarifying roles and responsibilities is important. This process will flow naturally from a resource mapping exercise whereby partners examine what they are willing and able to contribute to the project. The Partnering toolbook ([|download]), page 11 outlines a great method for this process:
 * ** "There are various ways of doing this dynamically. The simplest way is to ask all
 * See the The Partnering toolbook ([|download]) Management and Mandate options, page 20, for possible approaches.
 * Are these fully transferable to Train4Dev or do special considerations need to be cut or added?
 * Have any studies on the financial management systems of Train4Dev members been conducted?

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2. Analyse 3. Design 4. Develop 5. Implement 6. Evaluate