![“These concepts and processes [stakeholder analysis,
problem/solution analysis, strategy selection] are far
more important to sector analysis and project design than
the mere mechanical use of the 16-box frame to describe
and summarize the major elements of a project”
ADB Guide to LFA (1998)
“In order to help avoid common problems associated with
the use of the LFM….
emphasise the importance of the LFA process at least
as much as the matrix product
ensure it is used as a tool to promote stakeholder
participation, dialogue and agreement on activity scope,
rather to impose ‘external’ concepts and priorities”
AusGuideline 3.3 (2005)
20](https://image.slidesharecdn.com/lfatrainingday1slides-230617003411-a3c86993/85/lfatrainingday1slides-pdf-20-320.jpg)
lfatrainingday1slides.pdf
- 1. PROPOSAL PREPARATION USING THE LOGICAL FRAMEWORK APPROACH DAY 1 Facilitators: Damien Sweeney & Martin Pritchard Pacific Research & Evaluation Associates 1
- 2. Welcome 2 Kia ora http://office.microsoft.com/en-au/images/?CTT=97 Fakalofa lahi atu Ran Annim
- 3. Overview of the training 3 Day 1 Introduction to the LFA Project Management Cycle Step 1. Stakeholder Analysis Step 2. Problem analysis Day 2 Step 3. Solution Analysis Step 4. Strategy Analysis – Selecting solutions Step 5. Logframe Matrix Day 3 Step 5: Logframe Matrix Day 4 Step 6: Activity Scheduling Step 7: Resource Scheduling Introduction to Monitoring and Evaluation Proposal Writing Donor agencies Celebration and group performances
- 4. Training objectives • To build participant capacity in proposal preparation using the logical framework approach. By the end of the four days, participants will be able to: – describe and perform all the steps of the Logical Framework Approach to develop a verified quality logframe matrix – describe and complete the key components of a funding application by pulling relevant data from the logframe matrix. – more aware of the donors and grant funding programs that can be accessed by PSIS to fund climate change adaptation projects. 4
- 5. Day 1 overview • Introductions • Harvesting the collective knowledge • Introduction to LFA & proposal writing • Project ideas • Stakeholder analysis • Problem analysis • Breaks at 10:30am; 12:30pm;3:00pm • Finish at 4:30pm 5
- 8. What is the Logical Framework Approach (LFA)? “A systematic and participatory approach for project planning, monitoring and evaluation. An analytical tool to transform ideas into plan for actions (proposals)” • Systematic and Participatory are the two key words. • Involves a number of steps using a number of different tools • Requires the participation of stakeholders 8
- 9. The Steps of the Logical Framework Approach (LFA) • Stakeholder analysis • Problem analysis • Solution analysis • Strategy analysis • Logframe matrix • Activity scheduling • Resource scheduling 9
- 10. What is the Logframe Matrix? • The Logframe Matrix (LFM) is one of the main outputs of the Logical Framework Approach. • Documents the projects goal, purpose, outputs and activities, the assumptions and the relationships between all these items. • Documents the indicators that will help measure the success of the project and where and when the indicator data will be collected from. 10
- 11. What is the Logframe Matrix? 11 11 Project description Indicators Source of verification Assumptions Goal Purpose Outputs Activities
- 12. Generic project proposal structure • Project title • Summary • Body – Background / Context – Project need – Project goal & implementation – Target group • The project proponent • Budget and timeline • Monitoring & Evaluation plan • Appendices 12
- 13. How does the LFA help you develop your project proposal? 13 LFA output Project proposal component Stakeholder analysis Background / context Project need Target group Problem tree Project need Logframe Matrix Project goal, objective, outputs and activities Target group Monitoring and evaluation Risk management Activity schedule Methodology and implementation Resource schedule Budget and timeline
- 15. LFA & Project Management Cycle Identification Analysis Design Implementation Evaluation Initial issue or project need / opportunity Logframe matrix Activity & Resource schedules Stakeholder analysis Problem analysis Solution analysis Strategy selection M&E Plan Project proposal finalised Proposal assessed and funding received Monitoring against logframe and M&E plan Review and revise logframe Evaluate against logframe and M&E plan
- 17. Why use the Logical Framework Approach? • Projects are sometimes poorly designed • Projects focus on the symptoms of the problem, not the root cause • Projects not monitored and there is often no evaluation criteria to determine if a project was successful 17
- 19. Critiques of the LFA • Reduces complex situations to dot points and linear structure. • Complex problems are about experiments that make sense in hindsight, yet LFA sets up projects to be judged by criteria of what they set out to achieve, rather than emergent outcomes • For more on complexity: http://en.wikipedia.org/wiki/Cynefin http://www.youtube.com/watch?v=N7oz366X0-8
- 20. “These concepts and processes [stakeholder analysis, problem/solution analysis, strategy selection] are far more important to sector analysis and project design than the mere mechanical use of the 16-box frame to describe and summarize the major elements of a project” ADB Guide to LFA (1998) “In order to help avoid common problems associated with the use of the LFM…. emphasise the importance of the LFA process at least as much as the matrix product ensure it is used as a tool to promote stakeholder participation, dialogue and agreement on activity scope, rather to impose ‘external’ concepts and priorities” AusGuideline 3.3 (2005) 20
- 22. Step 1. Stakeholder analysis 22
- 23. Step 1. Stakeholder analysis • Different points of view • Collective knowledge • Get “Buy-in” • Types of stakeholders: – Target group – Beneficiaries – Donors – Implementation groups – Government / NGOs / Private sector 23
- 24. Stakeholder analysis Stakeholder description Interest and how they are affected Relationship with others
- 25. SWOT 25 Strengths What advantages does your organisation have in relation to the project? What is your organisation particularly good at? Weaknesses What is your organisation not so good at? What could be improved upon? What necessary skills are missing that you might need for delivering the project? Opportunities Where do you see the best forthcoming opportunities for the project? What is changing in the outside world that might create new opportunities for the project in the near future? Threats What obstacles does the project face? What are others doing that might create problems for the project in the near future? What high-risk things are you doing that might make you vulnerable to external impacts?
- 28. Stakeholder analysis – class activity • Read the case study on page 12 of the learner guide. • Complete a stakeholder analysis: – Who are the stakeholders? – What is there interest in the issue? – Are there conflicts to manage?
- 29. Stakeholder analysis – Project group activity • Break up into project groups • Complete the stakeholder matrix for your issues • Present your stakeholder matrix back to the class
- 32. Step 2. Problem analysis Creating a problem tree
- 33. Problem analysis
- 35. Defining the core problem • Phrased as a negative statement • Related to a development issue (human or environmental) • The problem should be solvable • Should not be the absence of a solution 35 Poor statement “No pesticides available” is not a good problem statement Improved statement “Crops are infested with pests”
- 36. Problem analysis activity • Select an issue of concern for the whole group. • What is the core problem? • Identify the causes and effects. • Create a problem tree. 36