Activity Implementation
The three phases of Activity implementation
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Inception phase
The main focus of the inception phase is to reconfirm Activity design details and begin to mobilise resources.
The management team will have already been specified in the Activity Design Document but should be finalised during inception. During inception the management team has to re-confirm:
- what is to be done
- how it will be done
- and who will do what.
The main tasks to be completed include:
- team-building to strengthen relationships between the different stakeholders
- identifying any significant changes to the general Activity environment
- up-dating the risk management plan
- validating or where necessary modifying the Activity Design Document
- developing detailed work plans
- developing monitoring systems
- reconfirming management arrangements (e.g. ToR for steering committee)
- gathering baseline monitoring information
- finalising any contractual arrangements
- reconfirming the resource schedule and funding arrangements (including partner’s budgets)
- mobilising Activity inputs.
These tasks should be carried out with the participation of stakeholders. Inception workshops are often an effective way of achieving this.
The timing of specific inputs and activities will be set out in an up-dated resource schedule and work plan. For larger or more complex Activities these and any other modifications or added detail to the Activity Design Document should be set out in an inception report. This is sometimes called an Activity or project implementation document (AID/PID). Details of the contents of an inception report are covered in the NZAID Guidelines on Activity Reporting.
It is important that any significant changes to the original ADD are formally agreed between relevant stakeholders.
Main implementation phase
Once the Activity design has been reconfirmed, the main implementation phase begins. During this phase:
- resources are mobilised
- tasks/activities are carried out
- results are achieved
- on-going monitoring is carried out on:
- delivery and utilisation of inputs
- completion of tasks/activities
- achievement of results
- progress towards achieving outcomes
- assumptions and risks
- progress reports are prepared (their frequency depends on the scale and complexity of the Activity - see NZAID Activity Reporting Guideline)
- periodic reviews are commissioned to identify how the Activity can be improved.
For larger, multi-year Activities work plans and resource schedules will need to be reported on and up-dated at least on an annual basis.
Adaptive management depends on a good management information system and flexible management practices. These should always seek to strengthen local systems and ownership.
Throughout the implementation phase it is important to maintain a strong focus on the sustainability of Activity outcomes after donor support has ended. Some issues such as institutional capacity may need to be addressed long before Activity completion.
Completion phase
This is the final phase of implementation. It involves double-checking and ensuring the implementation of plans for the maintenance of Activity impacts after the end of NZAID’s direct support. Specific tasks may include:
- re-appraisal of completion phase planning (at least 12 months ahead of the anticipated completion of any significant Activity).
- providing additional capacity building support to the partner either in the build-up to or after the originally planned end-date for NZAID direct support
- re-confirming that on-going funding will be available to meet recurrent costs associated with maintaining Activity impacts
- deciding whether the Activity warrants an evaluation to measure impacts and learn lessons for the future.
At the end of the completion phase, the DPM is responsible for preparing a completion report summarising key achievements and any particular challenges. See NZAID Activity Reporting Guideline.