Intro to LFA

2. Intro to LFA Basic project understanding and an introduction to Logical Framework Approach • What is a project? • Basic tools and terms used in project management • Working with LFA - design, monitoring and evaluation of international development projects

3. Intro to LFA What is a project?

4. WHAT IS A PROJECT? • Projects have a purpose: projects have clearly-defined aims and set out to produce clearly-defined results. Suggesting one or more solutions, it aims at lasting social change. • Projects are unique: all projects stem from new ideas. They provide a specific response to a need (problem) in a specific context. They are innovative. • Projects are realistic: their aims must be achievable, and this means taking account both of requirements and of the financial and human resources available. • Projects are limited in time and space: they have a beginning and an end, and are implemented in a specific place and context. • Projects can be assessed: projects are planned and broken down into measurable aims, which must be open to evaluation.

5. Resources • The organizational structure suited to project • Realistic budgets and strong budget control • The project team working with the bureaucracy, policies and procedures - not against them. • etc. • Project planning • The project team involved in planning • The project team takes appropriate use of planning tools and lets not be the final plan - open for adjustment. • The project team AGREE on SMART goals • The target audience is involved from the beginning • etc. THE CHARACTERISTICS OF A SUCCESSFUL PROJECT

6. Resources • Poor communication • Poor technical skills • etc. • Project planning • The project team was not involved in problem solving • Inadequate management and monitoring • Unrealistic project plan • Unclear project objectives • Group can not take decisions – what is your mandate? • etc. THE CHARACTERISTICS OF A SUCCESSFUL PROJECT– AND WHEN IT GOES WRONG

7. DOs and DON’Ts DON’T: • start your project against influential people in the community! • think that you know everything about your target group! • do it for young people, do it with them! • get stuck in passivity, fatalism or pessimism! DO: • Ask the opinion of those involved in the project! • Ask several people’s opinion including potential partners, sponsors, or simply those whose support you may need! • Think about the social dynamics the project could kick off (negative and positive)! • Look for results of similar projects elsewhere (did it work?) • Remember that there is no objective analysis

8. Intro to LFA Basic tools and terms used in project management

9. Objective A goal or objective is a projected state of affairs that a project plans or intends to achieve - a desired end-point in some sort of assumed development. = what you want to change in the world! Problem The present situation that you want to change. A problem is not the absence of a solution – but an existing negative state. Not: Jordanian schools need better schoolbooks But: Jordanian kids have trouble doing their homework WORKING WITH PROBLEMS AND OBJECTIVES

10. Activities Specific actions set in motion to produce a projects output – to make the project reach its objective WORKING WITH PROBLEMS AND OBJECTIVES

11. What do you want to change? Development objective Present Future The project Immidiate objective Projectarea Projectarea Activities What is the situation right now? The existing negative state - problem Where do you want to be?

12. WORKING WITH INDICATORS Indicatorsare visible signs that shows whether the project is proceeding as planned and demonstrates that the outcomes are achieved at a certain standard Attendance Reading scores Skills Social behaviour Number of volunteers Reports in media Communication methodology Involvement Visibility

13. TWO TYPES OF INDICATORS Often, indicators can be counted Quantitative indicators Tells you something about a change in numbers or sizes But sometimes the signs or the evidence will be something more descriptive Qualitative indicators Tells you something about a change in how things are functioning or a change in behavior. Are mostly assessed by conversations and observations

14. SMART goals and indicators An indicator must always be S pecific M easurable A ttainable R elevant T imely

15. COHERENCE IN YOUR PROJECT Development objective Immidiate objective Project area Project area Present Future Activities

16. SWOT analysis

17. Intro to LFA Working with Logical Framework Approach

18. WHAT IS LFA? • Objectives oriented • Target group oriented • Participatory • The LFA is an analytical, presentational and management tool which can help planners and managers • Analyze the existing situation during activity preparation • Establish a logical hierarchy of means by which objectives will be reached • Identify the potential risks to achieving the objectives, and to sustainable outcomes

19. THE PROJECT PLANNING MATRIX

20. TERMS AND DEFINITIONS Development objective: The long term development impact (policy goal) that the activity contributes to. Intermediate Objectives: The medium term result(s) that the activity aims to achieve – in terms of benefits to target groups. The immediate reason for a project. Activity: Action taken or work performed within a project in order to transform inputs into outputs

21. TERMS AND DEFINITIONS Outputs: The tangible products or services that the activity will deliver Inputs: The funds, personnel, materials, etc. of a project which are necessary to produce the intended output. Indicators: How the achievement will be measured – including appropriate targets (quantity, quality and time). Means of Verification: Sources of information on the Purpose indicator(s) – including who will collect it and how often. Assumptions: Event, condition or decision which is necessary for project success, but which are largely or completely beyond the control of project management.

22. Development objective Present Future Immidiate objective Projectarea Projectarea Activities Inputs Outputs

23. THE LFA PROJECT PLANNING PROCESS Situation Analysis – the foundation for the project: Step 1: Stakeholder Analysis/participation analysis Step 2: Problem Analysis Step 3: Objectives Analysis Step 4: Alternative strategy/Choice of Strategy Project Design: Step 5: Project Elements Step 6: Assumption/External Factors Step 7: Indicators Step 7: Means of Verification Implementation Project management Monitoring/Evaluation

24. Stakeholder analysis/participation analysis • The aim is to: • Identify main stakeholder groups; their interest and relationships • Ensure that the views and interests of the main stakeholders are taken into account during project • Clarify and openly discuss conflicting views • Access ‘local’ expert knowledge • Define ownership • Secure the sustainability of the project

25. Who are the stakeholders? • Anyone who has an interest in or is affected by the project or preliminary results, for example: • Board • Suppliers and partners • Authorities • Parents • Funders • End Users • Project Participants • Management and colleagues • Neighbors • Etc..

26. Who are the stakeholders? Stakeholders: Individuals or institutions that may – directly or indirectly, positively or negatively – be affected by or affect an Activity. Target group(s): The group/entity who will be directly positively affected by the Activity at the Activity Outcome level. This may include the staff from partner organisations;

27. How to… Write down all persons, groups and institutions affected by the problem environment Categorize them, e.g. interest groups, individuals, organizations, authorities, etc. Discuss whose interest and views are to be given prioritu when analyzing the problems. Specify gender.

28. Tool – actionplan in relation to stakeholders

29. Tool – Stakeholders and information strategies Participation in the project Necessary for implementation HostageBe informed- Large meetings- Education- Gather information through schemas  or focus groups Resource person Be involved - Interview - Meetings - Workshops - Working in External Stakeholder Be informed - Newsletters - Create a good image Gray eminence Be heard - Interview - Meetings - In reference group Not necessary / Small influence Large influence Influence on project

30. Problem analysis • The aim is to: • Establish an overview and shared understanding of problems and clarify how they are related to each other • Link the problems in causal chains thereby developing a problem tree

31. Problem tree What are the conditions that you have observed in the present situation? No education School drop-out Causes – because… Effects – leed to… High illiteracy among children in area XX Too many children in the classrooms Bad schools and old books Difficulties with making thier homework

32. Problem tree What are the conditions that you have observed in the present situation? Causes – because… Effects – leed to…

33. Objective tree What are you able to change? Children complete their education Children are excited about going to school Causes – because… Illiteracy among children inarea XX reduced Effects – leed to… New materials Better conditions at the schools The children make their homework Our project: Homework supportfor children in area XX

34. Objective analysis The aim is to: Shared understanding and overview of the vision for the future situation we are going to create Shared understanding of the project objective Overview of possible strategies to reach the immediate objective (project objective)

35. Choice of strategy Aim: To identify the optimal project strategy Criteria for Strategy Selection: Cost/benefit Efficiency/Effectiveness Sustainability Likelihood of achieving objectives Benefits to priority groups Compatibility with mandate Technical criteria Institutional/organisational capacity criteria

36. What strategy to choose?

37. The project planning matrix Objective level Project environment Project level

38. Project elements • Identify main project elements • Once the project strategy has been chosen, the main project elements are derived from the objectives tree and transferred into the first vertical coloumn of the project matrix. • Start from the top and work downwards • All outputs should be numbered. Each activity should then be numbered relating it to the corresponding output.

39. Assumptions and external factors Conditions outside the control of the project – conditions that we cannot or choose not to control Conditions essential to project success Formulated as a positive statement, the presence of which is crucial for project Conditions related to the work on the problem/objectives analysis and the stakeholder analysis Assumptions are included in the matrix on the basis of their importance for project success Make sure that the assumptions are described in such operational detal (with indicators if possible) that they can be monitored Start from the bottom and work upwards

40. Development Objective Then Assumptions If Immediate Objective Then Assumptions If Outputs Then Assumptions Activities If Then Assumptions Inputs If

41. Means of verification The different means (and costs) of collecting information must also be considered when choosing appropriate indicators. Some indicators may give the information you would ideally like to have, but when the means of getting this is carefully considered it might become impractical, eg too complex or expensive. The following questions should be asked and answered how should the information be collected, eg sample surveys, administrative records, national statistics (as in the census), workshops or focus groups, observation, PRA or rapid rural appraisal techniques? what source is most appropriate? eg Who should be interviewed? Does the Bureau of Statistics already collect the required information? Is the source reliable? who should do it? eg extension staff, supervisors, an independent team? when and how often should the information be collected, analysed and reported? eg monthly, annually, according to seasonal cropping cycles? what formats are required to record the data being collected?

42. Evaluation Evaluation: Systematic reflection of past actions, outputs and objectives – The purpose of evaluations are to ensure learning and on-going improvements of project design and management Evaluation tools Desk reviews Questionnaires Observation Interviews (groups or individuals) Participatory approaches (drawing; measuring etc) Groupprocesses (most significant change or appreciative inquiry) Audio and visual tools etc