FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
Download as PPT, PDF0 likes16 views
The document outlines different types of frameworks used in community-based natural resource planning and management. It discusses conceptual frameworks, results/strategic frameworks, and logical frameworks. Conceptual frameworks show relationships between various factors that influence a program, results frameworks illustrate causal links between objectives and impacts, and logical frameworks logically link inputs, activities, outputs and outcomes. The document provides examples and purposes of each type of framework to guide program design, implementation, monitoring and evaluation.
FRAMEWORKS OF COMUNNITY BASED MANAGEMENT.ppt
- 1. Frameworks in Community Based Natural Resources Planning and Management Presented by Otto Tawanda Chisiri
- 2. Introduction to frameworks Conceptual frameworks Results Frameworks/ Strategic Frameworks Logical Framework Hands on activity: developing frameworks Session Outline
- 3. Designing Frameworks assists in the development of • Clearly understood program/project goals and measurable, long- term, short-term, and intermediate objectives • Clearly defined relationships between program/project inputs, processes, outputs, and outcomes, • Understanding between program/project activities and the external context (environmental factors) • Sound implementation of programs • Design sound M&E plans -- Why frameworks
- 4. All types of M&E frameworks: • Inter-relate components, levels and directions of action • Enable understanding of how • programs influence outcomes (conceptual framework) • programs should operate (logical framework) • Programs achieve goals (results) • Facilitate consensus building around a common paradigm Characteristics of frameworks
- 7. Different origins Types: • Conceptual • Results • Logical & Logic model Types of frameworks
- 8. Enable interpretation of a subject Analyse complex subject matter Synthesize separate pieces of a subject matter into a unit Perceive similarities and differences Enable us to make value judgments Extend our knowledge Concepts
- 9. What do you need to know Why do have to know In program design/programming
- 10. Conceptual, or “research”, frameworks are diagrams that identify and illustrate the relationships among all relevant systemic, organizational, individual, or other salient factors that may influence program/project operation and the successful achievement of program or project goals. M&E CONCEPTUAL FRAMEWORKS
- 11. Provides a perspective for understanding program objectives within a complete context of relevant factors in a program’s operating environment Clarifies analytical assumptions and their implications for program possibilities or limitations on success, as well as measuring and analyzing that degree of success Purpose of conceptual frameworks
- 12. Makes explicit connections among relevant contextual (environmental) factors and your program Helps to clarify the “why” and “how” questions of program operation and design: •Assumptions that underlie the chosen activities •Factors the activities are expected to affect •Causal linkages leading to achievement of program objectives Guides identification of appropriate indicators Guides impact analysis Purpose of Conceptual Framework:cont.
- 14. Conceptual Frameworks Definition: Diagram that identifies and illustrates the relationships between all relevant systemic, organizational, individual, or other salient factors that may influence program/project operation and the successful achievement of program or project goals. Purpose for M&E: • To show where the program fits into wider context • To clarify assumptions about causal relationships • To suggest causal pathways
- 15. Why Are Conceptual Frameworks Useful for M&E? To demonstrate knowledge or understanding of the problematic context – situation analysis. To show the linkages between program areas, demonstrating the synergies between integrated problems and integrated solutions. To draw or explain relationships between the problems that a program/project addresses and the external context (environmental factors), demonstrating ways that program activities may affect knowledge, attitudes, skills, and behaviors of the target population. To help identify what evaluation information might be useful to measure program success.
- 16. Source: UNICEF, State of the World’s Children, 1998. Immediate causes – individual level Underlying causes at household/ family level Macro-level causes at societal level Outcomes Insufficient access to food Potential resources: environment, technology, people Inadequate maternal & child care practices Poor water/sanitation & inadequate health services Child malnutrition, death and disability Inadequate Disease dietary intake Quantity & quality of actual resources – human, economic and organizational – and the way they are controlled Causes of Malnutrition in Society
- 17. Goals Should Be Specific and Tailored! No!! Yes!! To improve health To improve the health practices of people living in targeted pastoralist communities. To reduce conflict To increase the effective management of critical conflicts among local communities in the Bungoma Biosphere Reserve. To increase standards of living To increase the price of livestock sold on the local market by women in the National Park buffer zone.
- 18. Objectives Objectives: statements of desired, specific, realistic, and measurable program results. They should be SMART!! • Specific: identifies concrete events or actions that will take place. • Measurable: quantifies the amount of resources, activity, or change to be expended and achieved. • Appropriate: logically relates to the overall problem statement and desired effects of the program. • Realistic: Provides a realistic dimension that can be achieved with the available resources and plans for implementation. • Time-based: specifies a time within which the objective will be achieved.
- 19. Hints for Writing Quality Objectives Remember objectives… Are linked directly to the goals and the intended outputs (information, products, processes, services, or results) you hope to produce to reach the goal. Reflect what you hope to produce by undertaking a specific activity. For example: You decide you want to train people (the activity), then the objective will relate to the knowledge you increase. Usually reflect a result achieved in a relatively short time period (0-2 years).
- 20. To Write an Objective, Fill In the Blanks: • TO __________ (action/direction of change) • the ________ (what knowledge, attitude, practices will be changed) • In _______ (targeted population or area of change) • by _______ (the expected amount of change in number or percent) • as measured by ______(how will you measure the change) • by _______ (time frame) • Examples • To increase the number of children in primary school in Addis Ababa by 25% (as measured by school records) by December 30, 2010. • To provide four workshops on peace building methods to 100 community members as measured by field staff workshop reports by December 30, 2008.
- 21. Goals and Objectives Goal: To improve access to family planning, community health, and natural resource management through integrated development approaches in target communities. • Objective 1: Reduce barriers for access to voluntary and services in target communities. • Objective 2: Improve family health in priority biodiversity areas in target communities. • Objective 3: Improve community management of natural resources and habitat conservation in target communities. • Objective 4: Document and promote sustainable and successful approaches in target communities through improved monitoring and evaluation.
- 22. Goals and Objectives: Activity Source: UNICEF, State of the World’s Children, 1998. Immediate causes Underlying causes at household/ family level Basic causes at societal level Outcomes Insufficient access to food Potential resources: environment, technology, people Quantity & quality of actual resources – human, economic, and organizational – and the way they are controlled Inadequate maternal & child care practices Poor water/sanitation & inadequate health services Child malnutrition, death, and disability Inadequate Disease dietary intake
- 23. Concepts –connotations-defines the problem and constructs for measurement Operationalise-denotations- variables Framework allows integration of the program(research) with existing knowledge ( accepted thinking) of the problem. Concepts are identified and linked to one another Research
- 24. Research starts from this conceptual or theoretical framework Basis to Formulate our hypothesis Expresses Assumptions Testing/Falsification This is the basis of deductive approach in research Research cont..
- 25. Identify the problem ( concepts) Define drivers of the problem Define elements of your program( concepts) Identify factors(concepts) in your environment identify individual factors(concepts) Establish relationship between the factors Simplify and refine diagram Create and present your framework Trying it out!!
- 26. To show where program fits into wider context To clarify assumptions about causal relationships To show how program components will operate to influence outcomes To guide identification of indicators To guide impact analysis (causal pathways) summary
- 27. • Work as a team • Develop a conceptual framework for your intervention for a program • After 30 minutes, share the framework all participants Activity
- 29. What are strategies ? What are results ?
- 32. What is your vision? What is your mission? Where are your strengths? Revisit your conceptual framework
- 33. •Strategic/Results frameworks are diagrams that identify steps, or levels, of results, and illustrate the causal relationships linking all levels of a program’s objectives. M&E STRATEGIC (RESULTS) FRAMEWORKS
- 34. Provides a clarified focus on the causal relationships that connect incremental achievement of results to the comprehensive program impact Clarifies project/program mechanics and factors’ relationships that suggest ways and means of objectively measuring the achievement of desired ends Purposes:
- 35. • Results framework • Diagrams • Summary of results • They identify and illustrate the causal relationships linking all levels of program strategy. • Objectives to impacts Strategic framework
- 36. • Presents program strategy for achieving specific objective • Usually presented as diagram, • Includes objective and intermediate results • Includes assumptions behind hypothesis (why the program/strategy is expected to work) • Both a planning and management tool Results Frameworks
- 37. Goal: • A broad statement of a desired, • long-term outcome of the program Objectives: • statements of desired, specific, realistic and and measurable program results Goals and Objectives Source: GAP 2003
- 38. Terminology ! Higher Level Goal Second Level Strategic Objective Third Level Intermediate Result
- 39. SO1: Increased use of VCT or HIV/AIDS preventive measures IR1: Availability of quality services IR2: Demand for services IR1.1: Information and services increased IR1.2: Practitioners’ skills and knowledge increased IR1.3: Sustainable effective management IR2.1: Clients or public knowledge of HIV/AIDS improved EXAMPLE: STRATEGIC OR RESULTS FRAMEWORK
- 40. Hierarchy of Program Dimensions Availability Access Quality Attitudes Knowledge Demand Objective Goal
- 42. • Goal • Strategic Objective – Should be appropriate & realistic – Balance ambition and accountability • Intermediate Results – Smaller goals – Integral to achieving SO • Hypothesized cause-effect (based on conceptual theory) linkages – Flow from one intermediate result or to many – Move “up” in the results framework • Critical assumptions – Relative to the achievement of the SO – General condition which holds true for SO to be achieved – Be realistic! Results Frameworks: Key Elements
- 43. • Agreement within operating unit and donor expectations • Selecting appropriate indicators for the M&E system • Use performance information for management decisions • Analyzing and reporting on program results Results Frameworks: basis for programmatic process
- 44. • Case study • Using your conceptual framework as a basis • Discuss and draw a strategic framework for your program • After 30 minutes, share the framework Building a Results Framework
- 46. Stakeholder analysis Problem analysis Objective analysis selection of preferred implementation strategy LFA
- 47. Logical Frameworks-logic matrix Project Description Performance Indicators Means of Verification Assumptions Goal: The broader development impact to which the project contributes - at a national and sectoral level. Measures of the extent to which a sustainable contribution to the goal has been made. Used during evaluation. Sources of information and methods used to collect and report it. Purpose: The development outcome expected at the end of the project. All components will contribute to this Conditions at the end of the project indicating that the Purpose has been achieved and that benefits are sustainable. Used for project completion and evaluation. Sources of information and methods used to collect and report it. Assumptions concerning the purpose/goal linkage. Component Objectives: The expected outcome of producing each component's outputs. Measures of the extent to which component objectives have been achieved and lead to sustainable benefits. Used during review and evaluation. Sources of information and methods used to collect and report it. Assumptions concerning the component objective/purpose linkage. Outputs: The direct measurable results (goods and services) of the project which are largely under project management's control Measures of the quantity and quality of outputs and the timing of their delivery. Used during monitoring and review. Sources of information and methods used to collect and report it. Assumptions concerning the output/component objective linkage. Activities: The tasks carried out to implement the project and deliver the identified outputs. Implementation/work program targets. Used during monitoring. Sources of information and methods used to collect and report it. Assumptions concerning the activity/output linkage.
- 48. Present a standardized summary of the project and its logic. Purposes: • Summarizes what the project intends to do and how • Summarizes key assumptions • Summarizes outputs and outcomes that will be monitored and evaluated Other terms used: • Logframe matrix Logical Frameworks-Log frame matrix
- 49. Logical frameworks are diagrams that identify and illustrate the linear relationships flowing from program inputs, processes, outputs, and outcomes. Inputs or resources affect Processes or activities which produce immediate results or Outputs, ultimately leading to longer term or broader results, or Outcomes. M&E LOGIC FRAMEWORKS or Logic model
- 50. Provides a streamlined interpretation of planned use of resources and desired ends Clarifies project/program assumptions about linear relationships between key factors relevant to desired ends Purposes:
- 51. Inputs Program resources like staff, curricula, money Activities What the program does like outreach, training, testing Outputs Deliverables of program like people trained or tested Outcomes Program results like change in knowledge, service use Impact Long term change in health status like decreased HIV incidence Logic Frameworks - Components Source: CDC Evaluation Guidance Handbook at: http://www.cdc.gov/hiv/aboutdhap/perb/guidance/chapter4.htm
- 52. Log frame logic model Inputs Activities Outputs Outcome I M P A C T
- 53. Logic Models: Training of community INPUT PROCESS OUTPUT OUTCOME IMPACT Develop l training curriculum Conduct training events Practitioners trained in new techniques Increase in clients served by (newly) trained providers ; levels in target population
- 54. Logic Model: Training Activity 54 INPUT PROCESS OUTPUT OUTCOME IMPACT Times and skills to develop new agricultural technology training curriculum Conduct training events Local farmers trained in new techniques Increase in agricultural production from those who adopt new technologies Increased food security in target population
- 55. Frameworks for M&E Planning • Purposes: – clarifying assumptions, goals, and interrelationships between factors relevant to the project or program – defining objectives – selecting activities – defining levels of performance and desired results in terms of planned activities and realistic, objective impacts • Monitoring and evaluation plans incorporate: – program managers’ assumptions and objectives, in a given context – a schematic design displaying the directional linkages between key program elements and/or planned results, and other relevant factors
- 56. M&E FRAMEWORKS Designing an M&E framework assists in determining: Appropriate program elements to measure Appropriate indicators and data Appropriate methodology
- 59. Activity • from previous activities • Develop Logical model for one of the activities of your program. • After 30 minutes, share one of the logical frameworks
- 60. Brief Summary of Three Frameworks Type of Framework Brief Description Use for Program Management Basis for Monitoring and Evaluation of PHE Conceptual Shows the interactions of various factors that operate in your program environment Determine which factors the program will influence and how Helps explain and promote the multi- sector influences and integrated approach Logic model Logically links inputs, processes, outputs, and outcomes of planned activities Shows the causal relationship between inputs and reaching the objectives Shows intended progress of activities at all stages of the program – aids indicator selection Indicator matrix Logically links program goal, objectives, outputs, outcomes, and activities Shows the causal relationship and steps between activities and meeting objectives Guides monitoring and aids assessment by stating the information you will collect, how, when, where and why.
- 61. Brief Summary of Three Frameworks Type of Framework Brief Description Use for Program Management Basis for Monitoring and Evaluation of PHE Conceptual Shows the interactions of various factors that operate in your program environment Determine which factors the program will influence and how Helps explain and promote the multi- sector influences and integrated approach Logic model Logically links inputs, processes, outputs, and outcomes of planned activities Shows the causal relationship between inputs and reaching the objectives Shows intended progress of activities at all stages of the program – aids indicator selection Indicator matrix Logically links program goal, objectives, outputs, outcomes, and activities Shows the causal relationship and steps between activities and meeting objectives Guides monitoring and aids assessment by stating the information you will collect, how, when, where, and why.
- 62. The End Thank you for your attention