Project HOPE Malawi Sample Clauses

Project HOPE Malawi. 180. Closer technical monitoring and backstopping on the part of Project HOPE Malawi were indicated. Specifically, there was a need to provide management support to the CHAPS project in the form of management training for the CHAPS project manager and to give technical assistance in the areas of financial management and project monitoring. Project HOPE hired a technical support manager in July 2002; however, due to the relative newness of this position, the CHAPS project did not fully profit from the technical support manager's assistance.
Sample 1
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Project HOPE Malawi. Country office management of the CHAPS project was satisfactory, although management's role in advocacy could have been stronger. In view of the broad project scope and excessive number of activities and target groups relative to the project implementation period and number of staff, the country director could have advocated for scaling back the project to create a better fit between project objectives and available resources (human and technical). In addition, management could have been more pro- active with respect to the need for a project coordinator and management training for the Project HOPE CHAPS project manager. Following the planned departure of the project manager at the end of the second year, the project coordinator was promoted to project manager. The coordinator position was not filled because, at the time, the project had one year remaining, recruitment takes three months on average, and a one-year position would not be attractive. Nonetheless, a project coordinator was needed to coordinate day-to-day CHAPS activities with the Mulanje and Phalombe district CHAPS coordinators and to act on behalf of the project manager in the latter's absence. To some extent, the role of project coordinator was filled on an ad hoc basis by one of the community health educators. In retrospect, a qualified staff person should have formally filled the project coordinator position, with necessary adjustments made in staff responsibilities. 192. The project manager did not have the benefit of management training but instead learned on-the-job. In hindsight, the project manager should have received management training, which complementing his experience and technical skills and knowledge, would have enhanced management effectiveness and efficiency. In the future, Project HOPE may wish to examine the opportunity costs and cost-benefit of management training.
Sample 1

Related to Project HOPE Malawi

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