Basic Impact Assessment At Project Level Page 15
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36Box 2
The DFID Target Strategy Papers are to be found at
then click on International Development Targets to obtain Adobe format of each TSP.
•
Halving poverty: this is central to EDDs work, incorporating its core enterprise
development support to the legal and regulatory environment for private sector activity,
business development services and microfinance then search International
•
Making government work for poor people: building stronger links between
government and the private sector is essential to ensure both fulfil their responsibility to
the public good
•
Meeting the urban challenge: this provides an opportunity to explore partnership
arrangement with communities and enterprises which link physical improvements in
infrastructure with the creation of employment and small enterprises
•
Poverty eradication and the empowerment of women: provides an opportunity for
EDD to develop specific gender skills and understanding of how to further the gains in
socio-economic empowerment, linked to EDD’s knowledge of ED processes
•
Environmental sustainability and eliminating poverty: an opportunity to improve
understanding of the environmental impact of enterprise development and its scope for
enhancing business opportunities
•
Human rights for poor people: greater use of participatory techniques to enable people
to better understand and exercise their rights
•
Addressing the water crisis: EDD has a potential role to support enterprises as users,
suppliers or polluters of water
•
Better health for poor people: two components of this TSP are particularly relevant for
EDD - health care financing, and the involvement of the private sector in health care
delivery
•
Education for all: EDD has a role to play in developing a coherent approach towards
educating for enterprise
5.4
Resources for the IA: the rigour and quality of an IA are partly determined by the
level of funds devoted to the IA and the quality of personnel. At present there are no clear
guidelines on what levels of expenditure IA should attract, but good practice suggests that
the level of investment in an IA should rise with the significance of the anticipated findings
(e.g. (i) if a major expansion of a project is being considered then the initial project should
be assessed in detail; (ii) if there is clear evidence that a project is failing and the main
reasons are agreed upon by all key stakeholders then a low cost IA to verify this situation
and confirm project termination may suffice).
For many forms of intervention, and in many regions, the main resource constraint is
skilled IA personnel. This often makes it necessary for EDAs to:
• book IA consultants up well in advance of the IA
• build IA timetables around IA consultant availability
• seek to attach less experienced consultants to experienced IA consultants to broaden
the human resource base.
(see Box 3 for components that need to be taken into account in budgeting for IA)
5.5
Timescale: careful consideration needs to be given to the timescale for an IA.
Good practice suggests that the time available for an IA increases with:
15
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