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LEVEL 1

LEVEL 1 . All powerpoints in one. Indicators. What is it and why do we need them?. Are we changing anything?. How can we know whether the project is actually changing anything? To find out we must try to find visible signs of change! . How do we find the signs of change?.

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LEVEL 1

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  1. LEVEL 1 All powerpoints in one

  2. Indicators What is it and why do we need them?

  3. Are we changing anything? How can we know whether the project is actually changing anything? To find out we must try to find visible signs of change!

  4. How do we find the signs of change? We use indicators So indicators are all about finding out whether change is actually taking place

  5. Where do we need indicators – looking at the model Resource/input Activity Resource/input Immediate objective Activity Development objective Activity Resource/input Resource/input Immediate objective Activity Resource/input

  6. Examples Indicators are 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

  7. 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

  8. Questions Each indicator needs to have five components • Population - who or what is to reach this goal? • Target - how many of that group do we need to have reached the goal? • Location – where must the goal be reached? • Threshold - what level needs to be reached, how good is good enough? • Timeline -by when does this goal need to be reached?

  9. Stake holder analysis

  10. Stakeholder analysis Relevant questions • Which groups have an interest in and/or influence on the issues to be ad-dressed? • What role should be played by the various groups in your project? (And how are they to be involved?) • What is the stake or interest of each group in the project, and is it positive or negative? • What are the strengths and weaknesses of each group in relation to in-volvement in the project?

  11. Who are stakeholders? • Anyone who can influence or be influenced by the project for example.: • Shareholders • Board • Suppliers and partners • Authorities • Funders • Trade unions and other interest groups, eg. NGOs • End Users • Project Participants • Management and colleagues • Neighbors 11

  12. TOOL: Action in relation to key stakeholders

  13. 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

  14. Working with a Project model The building blocs of a project

  15. Why use models? We use the models because we want to know whether there is a well established relation between all the elements (all the building blocs) of the project, or if some relations are missing A project can be understood as a set of building blocs When the building blocs are build together the relations between them form a project.

  16. The building blocs Resources - inputs Input are resources put into the project. This can be finances, people working, organization of resources, and regulation of resources Activities Concrete actions or work done in order to transform the ressources into the immediate objectives (this is where change is taking place) Immediate objectives Those services and results that are produced as a consequence of the activities. Development objective The end results that the project is leading to on short, middle and long term. The development objective are the materializing of the change happened when the project is over.

  17. A basic model of the building blocs Resource/input Activity Resource/input Immediate objective Activity Development objective Activity Resource/input Resource/input Immediate objective Activity Resource/input

  18. The model illustrates the relations between the building blocs!

  19. So... A model provides you with a roadmap to get you from here to there. If it is good and complete, your roadmap can be read by others and show that you know how to plan your way. We use it because we want to know whether there is a well established relation between all the elements of the project, or if some relations are missing To do that we can use the ‘so-that’ chain It will help us explain how and why one thing is leading to another

  20. The ‘so-that’ chain What is a "So That" chain? To identify the objectives of a program an organization asks the question: "What will change in the lives of individuals, families, organizations, or the community as a result of this project?" One way to answer this question is to ask "so what"? — So what if an organization provides 1,000 hours of child care? What is the impact on the children involved or on the parents? What will change for the children and parents as a result of the program? Begin the "So That chain" process by describing what staff do, followed by a description with the phrase "So That" to trigger thinking about the implications of those actions, followed by what will happen because of that and so on.

  21. Forest Fire Protection "So That" Example Forest land owners are trained in appropriate burning practices so that proper burning practices are followed so that wildlife losses from human fires are reduced so that air quality and good forest health are maintained Use the ‘so that’ chain to test the relation between the different steps in your project

  22. Forest Fire Protection "So That" Example Activity Immediate objective Immediate objective Development objective

  23. The model and the chain • illustrates the pathway of change - how do we expect change to come about • triggers critical thinking • It explains what happens when we do this or that • It provides us with a tool to manage, monitor and evaluate the project

  24. So in your case the model can be relevant in three different ways To uncover how your project is organized and how and where it may be improved • To check whether your ideas are logically related and will bring effect To think a project from beginning to end with the desired effects as the point of departure

  25. How to build ”projects and assets” based partnerships? From new partnerships to pilot projects

  26. The level How to build genuine and sustainable partnerships How to get started with a project How to get started with basic project management

  27. Our goal is: • Facilitate projects based partnerships • “fruits”

  28. Asset-Based Development Approach to community-based development, based on the principles of: • Appreciating and mobilizing individual and community talents, skills and assets (rather than focusing on problems and needs) • Community-driven development rather than development driven by external agencies

  29. It builds on: • Appreciative inquiry which identifies and analyses the community's past successes. This strengthens people's confidence in their own capacities and inspires them to take action • The recognition of social capital and its importance as an asset. • Engage people as citizens (rather than clients) in development, and make the local governance more effective and responsive.

  30. Assets Based Approach… Questions to start: • Who are we? • What have we got? • What do we want from what we have? • How do we got it?

  31. Round up and evaluation on each day What do you want us to continue doing? What do you want us to start doing? What do you want us to stop doing? Individual needs in the partnerships?

  32. Let’s talk aboutImmediate objectives

  33. Project Cycle Management Partnership Project Idea Project Formulation Project Evaluation Project Implementation

  34. 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 • Establish how outputs and outcomes might best be monitored and evaluated

  35. 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 36

  36. The project planning matrix 37

  37. The process 38

  38. Immediate objectives • Set out what you expect to achieve as the outcome of the project activities. • They describe the new or changed situation, which you expect to see by the end of the implementation period. • Immediate objectives result directly from the project activities • You should formulate a maximum of three immediate objectives for each project.

  39. Immediate objectives Relevant questions: • What exactly do you expect to achieve within the project period? (Describe in terms of quality and quantity) • Where will the project be carried out? • Who are the target group? • By when do you expect the objectives to be fulfilled? • How do your immediate objectives match the goal behind DUF‟s pools of funding?

  40. Immediate objectives…. Example

  41. Stakeholder analysis Relevant questions • Which groups have an interest in and/or influence on the issues to be ad-dressed? • What role should be played by the various groups in your project? (And how are they to be involved?) • What is the stake or interest of each group in the project, and is it positive or negative? • What are the strengths and weaknesses of each group in relation to in-volvement in the project?

  42. Who are stakeholders? • Anyone who can influence or be influenced by the project for example.: • Shareholders • Board • Suppliers and partners • Authorities • Funders • Trade unions and other interest groups, eg. NGOs • End Users • Project Participants • Management and colleagues • Neighbors 43

  43. TOOL: Action in relation to key stakeholders

  44. 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

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