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Lfa approach on project planning
1. TRAINING ON PROPOSAL WRITING &
RESOURCE MOBILIZATION FOR FOCUS
PAKISTAN STAFF
KARACHI.
BY
FIDA KARIM
DATED: 28TH MAY, 2014
LOGICAL FRAMEWORK APPROACH OF
PROJECT PLANNING
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2. WHAT IS A LOGICAL FRAMEWORK ?
The Logical Framework Matrix provides a summary of :
โข Why a project is carried out
โข What the project is expected to achieve
โข How the project is going to achieve it
โข Which external factors are crucial for its success
โข Where to find the information required to assess the success of the
project
โข Which means are required
โข How much the project will cost
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4. THE LOGFRAME AND THE PROJECT CYCLE
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* NGOโs mandate
* NGO thematic/geo. orientations
* outcome : Programme strategy
* pre-feasibility project studies
* outcome : decision YES/NO
* all significant aspects of
the idea are studied
* outcome : logical framework
* fundraising strategy
* proposal writing for donors
* outcome : financing
contract(s)
* the agreed resources are
used to achieve the project purpose
* reports / contract amendments
* outcome : decision to continue as
planned or re-orient the project
* relevance and and
fulfilment of objectives
* outcome : how to use results in
future programming
5. ORGANISATIONS USING THE LOGFRAME
โข USAID, USA
โข GTZ, Germany
โข DfID, Great-Britain
โข NORAD, Norway
โข DANIDA, Denmark
โข AUSAID, Australia
โข Intercooperation, Switzerland
โข Ministry of Foreign Affairs, France
โข DGCD, Belgium
โข European Commission
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โข DGCS - Min. of For. Aff., Italy
โข ICAX - Min. of Industry, Spain
โข SIDA, Sweden
โข UNIDO, Vienna
โข FINNIDA - Min. of For. Aff., Finland
โข HELLASCO, Greece
โข WWF
โข Int. Federation of Red Cross
โข UNDP
โข FAO
6. AVANTAGES OF THE LOGICAL FRAMEWORK
๏ Problems are analysed systematically
๏ The objectives are clearly formulated,
logical and measurable
๏ The risks and conditions for success of a
project are taken into account
๏ There is an objective basis for monitoring
and evaluation
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Your project proposal will be coherent
8. LEVELS OF OBJECTIVES
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The broader impact(s) to which your
project will contribute to, but will not
enable to reach entirely
The outcome of your project,
what should be achieved at the
enf of the project.
Specific outputs which will
contribute to the realisation of
your project purpose
Concrete activities that will be
undertaken during the project
Project
Purpose
Expected
Results
Activities
Overall
Objective(s)
4. The log-frame
9. HIERARCHY OF OBJECTIVES/PROJECT STRUCTURE
Impact
Outcome
Outputs
Activities
Inputs
High level impact/longer
term change to which the
project contributes
The projectโs central
objective/ its specific and
immediate outcome. What
do you wish to achieve?
What is produced or
delivered by the project
Specific tasks/activities
executed by the project to
produce the outputs.
Physical and non-physical
resources necessary to
undertake activities.
Plan
Dow
n
Implement up
10. EXAMPLE OF IMPROVING SUPPLY OF
POTABLE WATER AND SANITATION
FACILITIES
Impact Improved health and sanitary conditions in
targeted communities.
Outcome Improved access to sustainable water
and sanitation services for target
communities.
Output Improved and renovated water systems
Activity Designing, constructing new water and
sanitation facilities.
Input Human resources, training, expert, funding
etc.
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11. 4. THE LOG-FRAME
๏ Define objectively verifiable indicators
(OVI):
๏ !!! Do not make the confusion between
ยซ criteria ยป and ยซ indicators ยป !!!
๏ A criteria is for instance: ยซ number ofโฆ ยป, ยซ increase
inโฆ ยป
๏ Whereas an indicator is ยซ 150 persons per month ยป,
ยซ 34% of increase in โฆ ยป
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12. EXAMPLE OF A GOOD INDICATOR
Objective: The irrigation system is working
The indicator should be ยซ SMART ยป:
๏ Specific = The irrigation pumps are functioning properly in the
project area
๏ Measurable = 50 of the irrigation pumps are functioning
properly in the project area
๏ Acceptable = Is the indicator accepted by all the partners
involved in the implementation of the project ?
๏ Relevant = Are the irrigation pumps the main problem?
๏ Time-bound = 100% of the irrigation pumps are functioning
properly in the project area at the end of the project
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4. The log-frame
13. 4. THE LOG-FRAME
๏ Consider the various risks and assumptions on
your project:
= external factors that may affect the projectsโ
implementation and long-term sustainability
= synergetic activities made by other actors
๏ Do not define assumptions that are endogenous to the
project and the scheduled activities !!
๏ Only mention relevant hypothesisโฆ
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14. 14
Is the RISK important to your project?
Yes No
What is its probability? Ignore
Almost certainUnlikely Fairly Unlikely
Can the project strategy be modified to eliminate the risk?
YesNo
Modify strategy, add activitiesSTOP the project
Formulate an assumption
Risks/Assumptions
4. The log-frame
15. INTERVENTION LOGIC OF PROJECT + ASSUMPTIONS
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IN OUT
Overall
objective
Project
Purpose
Results
Activities
+
+
+
Assumptions
Assumptions
Assumptions
Pre-conditionsIf the activities are carried out,
and if assumptions are valid, then ...
4. The log-frame
16. 10 FREQUENTLY MADE ERRORS IN LOG-FRAME:
MAKE SURE TOโฆ
1. Have only one specific objective.
2. Have a coherence in the hierarchy between objectives and
results.
3. Formulate objectives and results as they were already achieved.
4. Define โSMART indicatorsโ (no activity, no vague indicator like
criteria).
5. Do not transpose the activities as indicators of the results.
6. Do not define indicators next to the general objectives (they are
irrelevant in most cases).
7. Do not define sources of verification that are too expensive or
impossible to get.
In any case, if an expensive source of verification is mentioned,
be sure to integrate it in the activities and within the budget.
8. Do not define hypothesis endogenous to the activities you
should implement.
9. Next to activities, mention the means (HR and material) and the
costs.
10. Do not forget pre-conditions 16