Downloaded 23 times
Uploaded bySowad Ahmed
Logical framework and project proposal
This document provides guidance on writing project proposals using the logical framework approach. It begins with general remarks on ensuring thoughtful planning and addressing a genuine problem. It then covers identifying the project idea, conducting a problem analysis including a problem tree, and analyzing objectives to transform problems into measurable objectives. The document explains the logical framework matrix and how it provides a summary of the project's objectives, strategy, assumptions and means of verification. It emphasizes defining objectively verifiable indicators and considering risks and assumptions. The document also provides guidance on activity planning, resource planning, and writing the different sections of a project proposal, including the executive summary, presentation of the organization, methodology, budget, and sustainability.
More Related Content
![[Challenge:Future] TOWARDS REALISING FULL YOUTH EMPLOYMENT IN OUR LIFETIME](https://cdn.slidesharecdn.com/ss_thumbnails/challengefuture-towards-realising-full-youth-employment-in-our-lifetime106-130228035004-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
![[Challenge:Future] EMPOWER THE YOUNG: Make.it.WORK](https://cdn.slidesharecdn.com/ss_thumbnails/challengefuture-empower-the-young-makeitwork609-130226101505-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Logical framework and project proposal
Logical framework and project proposal
- 1. 1 The logical framework approachand the writing of proposals March 25, 2003
- 2.
- 3. 3 A proposalis a crucial document: donors will decide whether or not to finance your project based on what you have written. Any proposal should reflect thoughtful planning What is a proposal?
- 4. 4 Identify the projectidea Demand from the community Available resourcesNeeds as defined by experts Project
- 5. 5 1. Make surethat you are addressing a genuine problem and that you are equipped for it. 2. Two-step approach: 1. First define your project thoroughly and in a participatory approach, 2. Then adapt your project proposal according to the targeted donor. 3. Use the logical framework which is a method to design a project in a systematic and logical way . Some recommendations…
- 6.
- 7. 7 What is alogical framework ? The Logical Framework Matrix provides a summary of : • Why a project is carried out • What the project is expected to achieve • How the project is going to achieve it • Which external factors are crucial for its success • Where to find the information required to assess the success of the project • Which means are required • How much the project will cost
- 8.
- 9. 9 The logframe andthe project cycle * NGO’s 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
- 10. 10 Organisations using thelogframe • USAID, USA • GTZ, Germany • DfID, Great-Britain • NORAD, Norway • DANIDA, Denmark • AUSAID, Australia • Intercooperation, Switzerland • Ministry of Foreign Affairs, France • DGCD, Belgium • European Commission • DGCS - Min. of For. Aff., Italy • ICAX - Min. of Industry, Spain • SIDA, Sweden • UNIDO, Vienna • FINNIDA - Min. of For. Aff., Finland • HELLASCO, Greece • WWF • Int. Federation of Red Cross • UNDP • FAO
- 11. 11 Advantages of thelogical 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 Your project proposal will be coherent
- 12. 12 The logical frameworkapproach 1. Problem analysis: identifying stakeholders, their key problems, constraints and opportunities, determining cause and effect relationships. 2. Analysis of objectives: developing objectives from the identified problems, identifying the relationships between the means and the ends. 3. Analysis of the strategy: identifying the different strategies to achieve objectives, determining the major objectives (overall objectives and project purpose or specific objective). 4. Logframe: defining the project structure, testing its internal logic and formulating objectives in measurable terms, determining means and cost. 5. Activity planning: determining the sequence and the relation between the activities, estimating their duration , setting the main stages in the process, assigning responsibility. 6. Resources planning: from the activity schedule, developing the input schedule and the budget. Analysis phase Planning phase
- 13. 13 1. Problem analysis 1.Identify the major problem faced by the beneficiaries 2. Develop a problem tree 3. Identify the stakeholders affected in the proposed project
- 14. 14 How to proceedwith problem analysis ? Identify key problems existing within a given situation (brainstorming) Select a starter problem Look for related problems to the starter problem Establish hierarchy of causes and effects - problems which are directly causing the starter problem are placed below - problems which are direct effects of the starter problem are placed above Complete with all other problems accordingly Review the diagram and verify its validity and completeness
- 15. 15 1. Problem analysis EFFECTS CAUSES Thesystem receives no maintenance The irrigation system is faulty Some irrigation structures have been destroyed Support services for farmers are not available in the area The farmers have no investment capacity Rice production is insufficient for the population of village x Agricultural practices are unsuitable Problem tree
- 16. 16 1. Problem analysis Identifyingstakeholders PUBLICPRIVATE MICRO MACRO Farmers Agric. Ext. services MoA FAO Farmers’groups NGO Irrigation Dept. Fertiliser suppliers
- 17. 17 2. Analysis ofobjectives Transforming Problems into Objectives Rice production is insufficient for the population of village x The irrigation system is faulty Agricultural practices are unsuitable The system receives no maintenance Some irrigation structures have been destroyed Support services for farmers are not available Farmers do not have investment capacity Rice production is sufficient for the population of village x The irrigation system is working Agricultural practices are appropriate The system receives proper maintenance Support services for farmers are available Damaged irrigation structures are repaired Farmers have the resources to invest
- 18. 18 2. Analysis ofobjectives Objectives’ tree MEANS ENDS Rice production is sufficient for the population of village x The irrigation system is working Agricultural practices are appropriate The system receives proper maintenance Damaged irrigation structures are repaired Support services for farmers are available Farmers have the resources to invest
- 19. 19 3. Analysis ofalternatives Possible criteria to choose the intervention logic of your project among different project alternatives: Available resources (especially HR) Probability of achieving the project purpose and its results Cost Timeframe Risks
- 20. 20 3. Analysis ofstrategy SPECIFIC OBJECTIVE (or project purpose) EXPECTED RESULTS OVERALL OBJECTIVE CHOSEN STRATEGY Rice production is sufficient for the population of village x The irrigation system is working Agricultural practices are appropriate The system receives proper maintenance Damaged irrigation structures are repaired Support services for farmers are available Farmers have the resources to invest
- 21.
- 22. 22 Levels of objectives Thebroader 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
- 23. 23 4. The log-frame Define objectively verifiable indicators (OVI): – !!! Do not make the confusion between « criteria » and « indicators » !!! • A criteria is for instance: « number of… », « increase in… » • Whereas an indicator is « 150 persons per month », « 34% of increase in … »
- 24. 24 Example of agood indicator Objective: The irrigation system is working The indicator should be « SMART »: 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 4. The log-frame
- 25. 25 Selection of sourcesof verification Administrative / financial report Management report Monitoring data Adapted monitoring statistics Interviews of beneficiaries Specialised surveys Complexity Cost 4. The log-frame
- 26. 26 4. The log-frame Consider the various risks and assumptions on your project: = external factors that may affect the projects’ 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 hypothesis…
- 27. 27 Is the RISKimportant 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
- 28. 28 Intervention logic ofproject + Assumptions 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
- 29. 29 Logical framework 5. Activity-planning Planof action Year Year 1 By whom? Month 1 2 3 4 5 6 etc. Activity 1 Activity 2 Activity 3 Activity 4 Activities
- 30. 30 5. Resource-planning Year Year1 By whom? Month 1 2 3 4 5 6 etc. Activity 1 Activity 2 Activity 3 Activity 4 Plan of action Means: Budget Human resources Material/ Equipment Travel etc. Means/Budget
- 31. 31 TIME FOR ASMALL GROUP EXERCISE!! GROUP WORK
- 32. 32 The logical framework: Two case studies Case study Bangladesh: Advocacy project in Bangladesh to promote the rights of persons with disabilities Case Study Nepal Project in Nepal to provide orthopaedic appliances and services to disabled persons Identify among the cards given: · Goal (1) · Project purpose (1) · Expected results (4) · Corresponding indicators for each (6) · Assumptions (5) Group work: 15 minutes – Presentation: 5 minutes
- 33. 33 10 frequently madeerrors in log-frame: Make sure to… 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 “SMART indicators” (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.
- 34.
- 35. 35 Preliminary remarks Proposal= is often the only tool for the donor to assess your project (e.g. reject it or not) Write a proposal only when your project idea is already well defined! Be sure to stick to the donor’s criteria and values.
- 36. 36 Select the rightfunding source DONOR’ S MANDATE: Which donor has a mandate compatible with your project ? 1. ex. Humanitarian aid versus development (ECHO versus EuropeAid) 2. ex. Refugees (ex. Austcare) DONOR’S PREFERENCES: What are your potential donors preferences? – Ex: Mines victims (Irish Aid) SELECTION CRITERIA: How do donors evaluate project proposals and are you likely to be selected? – Existence of an evaluation grid ? – Consortium required?, etc…
- 37. 37 Follow alogical thread: Background -> Problem -> Solution -> Sustainability Ensure internal coherence between: Problem - Objectives - Means Many donors follow the LFA Package your project into an attractive proposal (1)
- 38. 38 Coherence checklist Don’tleave a problem unsolved Don’t identify objectives that do not correspond to a problem Don’t identify objectives for which you don’t have appropriate means Don’t propose activities that are not related to problems and objectives Don’t list human resources that are disproportionate to the objectives you aim to achieve Package your project into an attractive proposal (2)
- 39. 39 Editing and layout Pay attention to the language: - Use simple language - Use future tenses - Be concise and logical - Avoid spelling mistakes - Find a catchy title Pay attention to the layout/ presentation: - Use your organization’s logo on the first page - Use headers and footers - Clear titles and paragraphs - Break the monotony - Add table of contents - Print on standard format paper Package your project into an attractive proposal (3)
- 40. 40 1. Executive summary 2.Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology: Partners Project implementation Activities Risks and assumptions Means 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes General structure
- 41. 41 Why is itimportant: It is the first thing that is read Sometimes, it is the only thing that is read… It can be used by the donor to communicate about your project 1. Executive Summary 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 42. 42 1. Executive summary 2. Presentation ofthe organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes 1. Executive Summary Contents What do you propose to do? Where? Why? For whom? With whom? For how long?
- 43. 43 1. Executive Summary DO: Write it only at the end Do it carefully Be concise DON’T : Cut and paste 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 44. 44 2. Presentation ofthe organisation Why is it important? Purpose: to establish credibility and image of a well-managed organization that meets critical needs in its area of work Tips Should not be too long If you are approaching a new donor, attach in appendix a presentation brochure and/or the last activity report 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 45. 45 2. Presentation ofthe organisation Contents Who are you? Philosophy/ mandate? History and significant interventions/track record Expertise in addressing the problem/need Organizational structure Major sources of support Affiliations/accreditations/ linkages 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 46. 46 3. Project Background Contents Who took the initiative? Does the project fit into an existing development plan or programme? Is this the first phase of the project, or the continuation of an activity already undergoing? If this is the case, which have been the main result of the previous phase? What studies have been done to prepare the project? Who else operates in this field? 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 47. 47 3. Project Background Tips Youneed to demonstrate that : The project arises from the beneficiaries and/or the local partners You know very well the local context You have the experience needed to run the project successfully You have been successful before 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 48. 48 4. Problem Statement Whyis it important? Unless donors are convinced that there is a real problem, they will not agree to disburse money for our project ! Tips A “good” problem should: concern people be concrete and demonstrated be solvable arise from a demand be an emergency or priority 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 49. 49 4. Problem Statement Contents Description of the scope and magnitude of the problem What are the immediate causes of the problem? What are the underlying causes of the problem? What are the effects of the problem? How does it affect people? Why does it have to be addressed? Why now and not later? 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 50. 50 5. Goal andObjectives Goals (or overall objectives): Describes the long-term goals, your project will contribute to. Project Purpose or Specific Objective: Describes the objective of your project in response to the core problem. Expected Results: Describes the outputs or concrete results of your project. 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 51. 51 Objectives should beSMART: Specific = they must meet the needs (problems) identified Measurable = they should be measured by concrete indicators which should reflect the extent to which they have been attained Acceptable = by all involved partners Relevant = they must be adequate to the project socio-cultural environment Time-bound = must be reached by the end of the project 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes 5. Goal and Objectives
- 52. 52 6. Beneficiaries Contents Clearlyidentify direct and indirect beneficiaries: • Directly receiving support • Indirectly benefiting • How many? • Where? • Characteristics? Specify how and at what stage they will be involved in the project 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 53. 53 7. Proposed Methodology 1.Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Contents Partners Project implementation Activities Risks and assumptions Means Why is it important? Indicates how objectives will be achieved
- 54. 54 Partners: Clearly distinguishbetween main partners and other partners Provide background information: Goals/philosophy? Area of intervention? Relationship with beneficiaries? Cooperation track-record? Role in the project Type of partnership you set up Specify each partner’s role 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes 7. Proposed Methodology
- 55. 55 Project implementation: Rationale forselecting a particular or unique methodology Project implementation structure: roles and responsibilities of all the project stakeholders Tip Use a chart to describe the project implementation structure 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes 7. Proposed Methodology
- 56. 56 7. Proposed Methodology 1.Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Activities: What will be done? How? By whom? Where? By when? Tips Be as precise as possible Cluster activities by expected result Use a work plan to summarise
- 57. 57 7. Proposed Methodology 1.Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Example: Training: How many persons? For how long? Starting when? Which methodology will be used (seminars, in-house training, ad hoc courses, etc.) Why is the training necessary? Which new skills will the trainees acquire? Year Year 1 Month 1 2 3 4 5 6 7 Activity 1 Activity 2 Activity 3 Activity 4
- 58. 58 7. Proposed Methodology 1.Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Risks/Assumptions: Risks are external factors that could potentially jeopardise your project and are beyond the control of the project management Assumptions are what you are supposing regarding those risks Why is it important? It helps assess the factors which could jeopardise your project It helps examining the project for completeness and consistency
- 59. 59 7. Proposed methodology 1.Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Means: Human resources: Explain the responsibilities and tasks of each key person in the project. Justify the need for expatriate personnel Material resources: Give an explanation of the most important budget lines Justify vehicles
- 60. 60 8. Budget 1. Executive summary 2.Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Contents Budget itself Budget explanations and justifications Tips Prepare it using your plan of action Don’t inflate the budget Follow carefully donor’s requirements Disaggregate your budget for each year
- 61. 61 9. Monitoring& Evaluation 1.Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Why is it important? Monitoring: to assess whether your project activities are on track Evaluation: to assess whether your project is effective, efficient, has an impact, is relevant, sustainable… Contents What will be monitored and why? By whom? How often? Using which tools and methods?
- 62. 62 10. Sustainability 1. Executive summary 2.Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes Contents Institutional sustainability Technical sustainability Socio-cultural sustainability Financial sustainability Why is it important? Because donors want to be sure that their investment will not be lost at the end of the project and that you are already planning the phasing out of the project.
- 63. 63 Contents Glossary Maps Statistics/ policy documents Proof of registration and tax benefits for donors Financial statement Composition of Board of Directors List of major donors Annual report, brochures & publications Specific studies or evaluation reports Memorandum of agreement with partners Letters of support Pictures Others... 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes 11. Annexes
- 64. 64 11. Annexes Tips Referto the annexes (see annex xy) in the proposal, but.... If something is crucially important, write it in the proposal! Add a table of content for the annexes Write the annex number on the top of each page “annex n°xy” Separate each annex by a coloured page 1. Executive summary 2. Presentation of the organisation 3. Project background 4. Problem statement 5. Goal and objectives 6. Beneficiaries 7. Proposed methodology 8. Budget 9. Monitoring and evaluation 10. Sustainability 11. Annexes
- 65. 65 1. Cover letter (Useletterhead, mention project title, purpose, amount requested, contact person and list of enclosures) 2. Project proposal: •Title page with logo •Table of contents •Executive summary •Detailed proposal •Annexes 3. Requested attachments (Submit all documents requested by the donor which are not already included in the annexes) Proposal package
- 66. 66 Ask someone exteriorto the project to read it before any submission to a donor. Final recommendation
- 67.
- 68. 68 Case study: Laosproject Targeted donor: ECHO (European Community Humanitarian Office) – ECHO mandate: humanitarian and emergency actions Context: Need of gap funding between two contracts with EuropeAid ( budget line B7- 661 « mines ») – EuropeAid mandate: long-term development oriented Project rationale: training of deminers in Laos, Savannakhet Province
- 69. 69 Version I: what wouldyou change/improve ? 1. GENERAL INFORMATION Title of operation:Technical support for the maintenance of Lao National Unexploded Ordnance (UXO LAO) activities in Savannakhet. Province of Lao PDR while preparing the consolidation of a 24 month final phase of the project. Start-up date: March 2002.
- 70. 70 VERSION II: What waswritten in the final version VERSION 2 1. GENERAL INFORMATION Title of operation:Maintenance of Handicap International Technical Assistance to UXO Clearance Operations in Savannakhet Province, Lao PDR Start-up date: 01 March 2002
- 71. 71 Version I: what wouldyou change/improve ? VERSION 1 :Number of direct beneficiaries: UXO Lao staff in Savannakhet Province. Currently UXO Lao assisted by HI have 160 deminers, surveyors, community awareness (CA) members and supporting staff in the province. The general population on the four most UXO affected districts of Savannakhet Province will also directly benefit of the clearance operations undertaken by UXO Lao. The quantitative outputs of UXO LAO Savannakhet in the key activities since the HI project started are: Area Clearance: Agriculture land cleared: 2,534,935m2 ( 58% of the total land cleared) Roving Tasks: Villages visited: 939 Community Awareness: Villages visited: 561 out of more than 625
- 72. 72 VERSION II: What waswritten in the final version Number of direct beneficiaries: The general population on the seven most UXO affected districts of Savannakhet Province will directly benefit of the clearance operations and awareness activities undertaken by UXO Lao. The direct beneficiaries are more specifically, the populations of the districts of Phine, Xepon, Vilabuly, Nong, Atsaphanthong, Phalan Xai and Atsaphone. The number of direct beneficiaries is estimated to over 22 000 people. The vast majority of the beneficiaries are subsistence farmers from ethnic minority groups in remote areas Through activities undertaken in this programme, the local population will benefit from improved land accessibility, improved land availability, a safer working and living environment and an improved ability to avoid accidents caused by unexploded ordnance. Equally, UXO LAO staff in Savannakhet Province is a direct beneficiary of this programme. Currently UXO Lao staff assisted by HI includes de- miners, surveyors, community awareness (CA) workers and support staff in the province. The number of beneficiaries equals 160 employees of UXO LAO. Through activities undertaken in this programme, UXO LAO employees will benefit from training aimed at safer, more efficient and more diverse unexploded ordinance identification, removal and destruction.
- 73. 73 Version I: what wouldyou change/improve ? 4.1. Overall objective(s) Phase 4 – Transfer of knowledge, skills and capacities to UXO LAO Savannakhet in respect of the application of comprehensive national procedure across all aspects of the programme leading to the complete withdrawal of HI technical assistance. 4.2. Project purpose/ Specific objective To provide reduced technical support to UXO LAO Savannakhet for UXO area clearance and disposal in order to allow UXO LAO to maintain limited activities to national standards. This is an interim arrangement of six months that will allow limited continuity of operations for UXO LAO in Savannakhet until implementing partner funding becomes available. This will allow UXO LAO Savannakhet to conduct its full range activities (community awareness, survey, roving and area clearance) to national standards under the technical supervision of Handicap International technical advisor as described in the phase four financing proposal.
- 74. 74 VERSION II: What waswritten in the final version 4.1. Overall objectives: The populations of Phine, Xepon, Vilabuly, Nong, Atsaphanthong, Phalan Xai and Atsaphone of Savannakhet Province, Lao PDR live in a safer environment. 4.2. Project purpose/ Specific objective: The negative impacts of UXOs in the districts of Phine, Xepon, Vilabuly, Nong, Atsaphanthong, Phalan Xai and Atsaphone of Savannakhet Province, Lao PDR are reduced.
- 75. 75 Checklist: all the« good questions » to bear in mind when drafting project proposal 1. Before writing the proposal: - Is the stakeholder analysis done and complete ? - Have I established a coherent objective tree and a concrete problem ? - Have objectives, results and activities been discussed with all partners and accepted ? - Do I know the donor to whom I will send my proposal (e.g. mandate, criteria, specific format, etc.)? - Is there an internal organisation that has been set up within HI around this proposal ? and does each person know her tasks ? 2. When drafting the proposal: - Is my proposal coherent (identified problem/suggested activities/proposed mean)? - Is my proposal precise enough (e.g. explanation of expected results ad intended activities, definition of SMART indicators)? - Is my proposal understandable by everybody (not to much technical terms, explanation of them, etc.)? - Do I have really respected the donor’s criteria ? - Have I put the information in the correct place ? - Have I corrected all the spelling mistakes ?
Editor's Notes
- #2 Schedule: 13.30 – 13.40 Introduction of participants and facilitators 13.40-13.50: Expectations from the participants (flipchart) 13.50-13.55: introduction to the whole session: General recommendations/ LFA-Group exercise/ Contents of a project proposal-group exercise 13.55-14.05: Brainstorming: what does it take to write a winning proposal? 14.05-14.35: PP on General recommendations 14.35-15.15: PP on the LFA 15.15-15.30: Tea/coffee Break 15.30-16.00: Group exercise LFA (15 min for actual work- 5 min for presentations by each group) 16.00-16.30: PP on the contents of a project proposal 16.30- 16.40: Introduction to the group exercise 16.40-18.10: Group exercise 18.10-18.20: tea/coffee break 18.20-18.50: presentation and discussion 18.50-19.00: Evaluation of the session
- #4 An act of putting forward or starting something for consideration A proposal is a crucial document: donors will decide whether or not to finance your project based on what you have written. It should reflect thoughtful planning, it is therefore the last stage of project planning
- #5 Demand from the community + Needs as defined by project staff and specialists => identification of the problem to be tackled. What are the resources available that can be mobilised: human/ material/ financial (both within your organisation and outside)? => Do you have the capacity to tackle this problem? IF YES, your project idea is likely to be very relevant. Once the problem and project idea is identified, it needs to be carefully planned.
- #6 Make sure that your project answer a need and a demand and that you have the resources to address it: Write a proposal only when your project idea is already well defined together with your partner and/or beneficiaries! Get your thoughts sorted out before you write the project proposal. Be logical and coherent all throughout: there are some tools which can be used for that (cf. second part of the presentation) Make sure to stick to the donor’s mandate, values and criteria for appraising proposals without of course compromising on your own values and identity. To put it in a nutshell: what you need is COMMON SENSE!
- #7 The LFA was developed in the US at the beginning of the seventies as a project planning method of USAID. The LFA is based on the concept of management by objectives. Although it was originally used by a single person (usually a desk-officer) to structure and describe the project more clearly, some organisations like GTZ adapted the tool to make it participatory (ZOPP methodology: steps for analysis, , team approach, visualisation, facilitation and documentation of the process,). The LFA is used by many donors such as the EC, DFID, Ausaid.
- #9 It is a method to design a project in a systematic and logical way. It is summarised in the log-frame matrix. This matrix is however only the end result of the process.
- #12 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 => hence the whole project proposal is coherent
- #13 Problem analysis: identifying stakeholders, their key problems, constraints and opportunities, determining cause and effect relationships. Analysis of objectives: developing objectives from the identified problems, identifying the relationships between the means and the ends. Analysis of the strategy: identifying the different strategies to achieve objectives, determining the major objectives (overall objectives and project purpose or specific objective). Logframe: defining the project structure, testing its internal logic and formulating objectives in measurable terms, determining means and cost. Activity planning: determining the sequence and the relation between the activities, estimating their duration , setting the main stages in the process, assigning responsibility. Resources planning: from the activity schedule, developing the input schedule and the budget.
- #14 3 stages for the problem analysis: Identify the major problem faced by the beneficiaries: based on demand from the community, needs as assessed by experts or project staff or any other stakeholder Develop a problem tree identify the stakeholders affected in the proposed project
- #20 Based on the objective tree, there are several options for the project, either to tackle all the branches, or only one of them or only sub-problems. Certain criteria will have to be determined to decide between different alternatives: Available resources (usually the main criteria) Probability of achieving objectives Cost Timeframe Socio-political risks etc. Once the most appropriate strategy is chosen, this is summarised in the log-frame
- #23 Overall objective (or goal): The broader impact your project is contributing to. This impact does not only depend on your project Project Purpose (or specific objectives): The outcome of your project, what your project will achieve Expected Results: Specific outputs which will contribute to the realisation of your project purpose Activities: Concrete activities that will be undertaken in the project, they should be numbered according to the expected results.
- #25 Objective: The irrigation system is working The indicator should be: Specific = The irrigation pumps are functioning properly in the project area Measurable = 50 of the irrigation pumps are functioning properly in the project area Attainable = 100% of the irrigation pumps are functioning properly in the project area 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
- #28 Risk/Assumptions At each level, riskd have to be assessed and an assumption formulated if necessary Example: project to develop ortho devices in BGD. Components are not available in BGD and need to be imported. Risk: GoB is increasing taxes on imports and ortho components are not exempted. The risk is important for this project If this is very likely to happen, the project strategy has to be changed: some activities could include lobbying with the GoB to get tax exemption If this is not feasible, this could be a KILLER assumption has ortho workshops will not be able to access cheap material for manufacturing the devices…
- #32 Group exercise I: LFA puzzle or good/bad LFA (Lao example)
- #37 Which donor/funder has a mandate which is compatible with your project idea? ex. Refugees => UNHCR What are your potential donors’ preferences? Look for their country strategy papers or existing areas of intervention: geographical area? Sector (health, education, environment, etc.)? Target groups? Project size (big/small)? Type of project (e.g. infrastructure vs. capacity-building or advocacy, emergency vs. development)? What are their selection criteria and are you likely to be selected? Get their grant application form and guidelines and look for their evaluation grid (ex. Local partnership, involvement of beneficiaries, gender dimension, etc.)
- #38 The reader should discover your project following a logical thread: Background - Problem - Solution – Sustainability Do not assume that funders know the problem you are dealing with, give them enough information to understand the situation and appreciate the need for your project Ensure internal coherence between: Problem - Objectives- Means Many donors follow the Logical Framework Approach (DFID, EC, AusAid), it helps to ensure internal logic and coherence of a project (and consequently of the project proposal). It should be used as a planning tool and not filled in mechanically.
- #40 Pay attention to the language: Use simple language: not too much slang, explain technical terms, do not use acronyms (or use them with their definition: use the full term the first time with the acronym in brackets). Use future tenses (no present or conditionals tenses) Be concise and logical: a proposal must deliver critical ideas quickly and easily. Your writing must be clear if you want others to understand your project and be interested in it. This means identifying the central point of your proposal. All your subsequent points should flow easily from it. Avoid spelling mistakes: be sure to avoid any typing or spelling mistakes (reread the proposal at least once bearing only this in mind). Find a catchy title (playing with the abbreviation of the project title) Pay attention to the presentation: If the presentation is reader-friendly, the donor will be in a more favourable disposition to agree to financing the project. Basic principles for layout: The less type on the page, the easier it is to read; The less clutter on the page, the easier it is to understand (try to use 12 point type) ! Follow the guidelines when they are given Use headers and footers (ex. Name of the project and date of submission): it is a big help for the reader and the photocopy staff as well! Use your organization’s logo on the first page Clear titles and paragraphs with consistent and easily understandable numbering : one idea per paragraph, leave white space Break the monotony: nothing tires the eyes more than repetition. If your pages all look the same, the reader’s eyes start to wander and his or her mind won’t be far behind… Indent certain paragraphs, highlight important points in bold or in a box. Do not use too many bullet points otherwise the reader do not know anymore what is important and can’t understand the flow of strategy. Use graphics where appropriate. Add Table of contents Print on standard format paper, if possible good quality recycled paper. Do not use staples (unless instructed) so that the document can easily be photocopied without being damaged
- #42 Why it is important: Is the first thing that is read (good impression or bad impression on the proposal) Sometimes, is the only thing that is read… It can be used by the donor to communicate about the project
- #43 Contents: What do you propose to do? Where? Why? For whom? With whom? For how long?
- #44 DO : Write it only when you have finished writing the rest of the proposal Do it carefully Be concise (2 pages maximum) DON’T : Use the “cut and paste” technique.
- #45 Why it is important? To establish credibility and image of a well-managed organization that meets critical needs in its area of work Tips Should not be too long If you are approaching a new donor, attach in appendix a presentation brochure and/or the last activity report
- #46 Who are you? What is your organisations’ philosophy and mandate? What is your history and significant interventions/ track record? What is your expertise in addressing the problem stated in the proposal? Organizational structure Major sources of support Affiliations/accreditations/ linkages (if any) Uniqueness (if any)
- #47 Especially relevant for projects linked to a previous project (second phase) or a bigger programme Contents: Who took the initiative? Does the project fit into an existing development plan or programme? Is the project part of a more complex programme? Is this the first phase of the project, or the continuation of an activity already undergoing? If this is the case, which have been the main result of the previous phase? What studies have been done to prepare the project? Who else operates in this field?
- #48 Tips By reading the project background, it must clearly emerge that : The project arises from the beneficiaries and/or the local partners You know very well the local context You have the experience needed to run the project successfully. You have been successful before
- #49 Why it is important? Unless donors are convinced that there is a real problem, they will not agree to disburse money for our project ! The problem statement is the reason why you are writing a proposal! Tips A “good” problem is expressed as follows: it should concern people it should be solvable (you have the resources to solve it or you can easily mobilise them) it should be concrete it should arise from a demand made by the beneficiaries it should be an emergency or priority: why tackle this problem now and not later? Why this particular problem and not another? The implications should be clear: what will happen if the problem is not solved?
- #50 Description of the condition or situation you wish to change: scope and magnitude (with as many facts and figures as possible), what is the current situation? Don’t assume that your donor knows everything, give him as much information as possible but in a logical sequence: What are the immediate causes of the problem? What are the underlying causes of the problem? What are the effects of the problem? How does it affect people? Why does it have to be addressed? (what will happen if the problem is not solved?) Why now and not later? Editing Tip: the issues can come alive through the use of concrete stories as an example, it is sometimes more appealing than an enumeration of statistics and data
- #51 GOAL(S): Describes what your project (together with other development actors) will contribute to. Refers to the impact(s) of the problem your project is tackling. SPECIFIC OBJECTIVE(S) or PROJECT PURPOSE Describes what your particular project will do (positive formulation of the problem). Expected Results: Describes the outputs or concrete results of your project (through its activities and ressources) Expected results are important: A donor will finance results and not objectives. Reading the project, he/she should be able to visualise the project results!
- #52 Objectives should be SMART: Specific = they must meet the needs (problems) identified and correspond to the problem identified, as well as its impact (overall goal) and causes (specific objectives/expected results) Measurable = they should be measured by concrete indicators which should reflect the extent to which they have been attained Attainable = targets are set realistically and are achievable within the project timeframe Relevant = they must be adequate to the project socio-cultural environment Time-bound = must be reached by the end of the project
- #53 Clearly identify direct and indirect beneficiaries: Directly receiving support Indirectly benefiting from your project How many beneficiaries? Where? Characteristics? Gender? Age group (if relevant)? Socio-economic status etc. Specify how and at what stage they will be involved in the project: design, implementation, management, evaluation
- #54 Contents Partners Project implementation Activities Risks and assumptions Means Why it is important? Indicates how objectives will be achieved
- #55 Clearly distinguish between main partners and other partners Provide background information on your partner: Goals/philosophy? Area of intervention? Relationship with the beneficiaries? Cooperation track-record? Role in the project Describe the type of partnership you set up Specify each partner’s role in the project (both in the project identification and in project management)
- #56 Rationale for selecting a particular or unique methodology (has it been tested or will it be pioneered in this project? Project implementation structure: roles and responsibilities of all the project stakeholders, special bodies (project steering committee etc.), orgainigram, chart.
- #57 Activities: What will be done? How? By whom? Where? By when? Tips Be as precise as possible and give enough details to reassure the donor Cluster activities by expected result and number them accordingly Use a work plan to summarise:
- #58 Example: training How many persons? For how long? Which methodology will be used (seminars, in-house training, ad hoc courses, etc.) Why is the training necessary? Which new skills will the trainees acquire?
- #59 Risks/Assumptions: A risk is an external factor that could potentially jeopardise your project and is beyond the control of the project management Assumptions describe those external factors which are important for achieving your objectives Why it is important? It helps assess the factors which could jeopardise your project It helps examining the project for completeness and consistency: if a risk has been identify that is likely to happen and affect your project, then you should include activities that will reduce it or change your strategy all together (“killer assumption)…
- #60 Means: Human resources: Explain the responsibilities and tasks of each key person in the project. Justify the need for expatriate personnel Material resources: Give an explanation of the most important budget lines Justify vehicles Tips Includes credentials of key staff, special qualifications or job description Be realistic and honest in your assessment
- #61 Contents Budget itself Budget explanations and justifications: you need to justify the main budget lines. You can also analyse your budget in the narrative Tips Prepare your budget using your Plan of Action: Activities/Timeframe-> Means required-> how much it costs-> add for each budget line, year by year Don’t inflate the budget: enquire about unit costs, enter only those costs which correspond to project activities Follow carefully donor’s requirements (e.g. eligible costs, administrative costs) Disaggregate your budget for each year
- #62 Why it is important? Monitoring: to see whether your project is on track Evaluation: to assess whether your project is effective, efficient, has an impact, is relevant, sustainable… Remember: You need to provide guarantees that you will provide timely and accurate reports and that you will build on the lessons you learn throughout the project. Where do you get the information from : indicators column in the logframe/ means of verification => M&E plan Contents What is monitored? Why? By whom? How often? Using which tools and methods? baseline survey, regular reports, specific studies, research
- #63 Institutional Sustainability : Who will own the property acquired under the project? Who will be responsible for the project after completion? How will the project be managed, maintained and run once the financing comes to an end? Technical Sustainability: has the staff the capacity to manage the project or continue the activities (skills, knowledge, equipment)? Socio-cultural Sustainability : how do you ensure that the project is accepted by the communities and by the beneficiaries? (involvement of beneficiaries). How will the project significantly affect their lives after it is completed? Can the project be replicated elsewhere? Financial Sustainability : How will any project operating expenses be met? (cost recovery, grants from the government, etc.) Most funders like to see organisations develop the capacity to raise their own funds over the long run (through membership development, major donors, programme services fees, benefit events etc.) Why is it important? This is a very important section of the proposal because... Donors want to be sure that their grant will not be lost at the end of the project and that we are already planning the phasing out of the project. A project is unlikely to be funded if donors perceive it is heading for a dead end.
- #64 Contents Glossary Maps (sometimes better at the beginning of the proposal, sometimes better two maps: now and after) Statistics/ policy documents Proof of registration and tax benefits for donors Financial statement Composition of Board of Directors List of major donors to your organisation Annual report, brochures & publications Specific studies or evaluation reports Memorandum of agreement with partners Letters of support Pictures Others...
- #66 Cover letter (Use letterhead, should be signed by top official, mention project title, purpose, amount requested, contact person and list of enclosures) Project proposal: Title page with logo Table of contents Executive summary Detailed proposal Annexes Requested attachments (Submit all documents requested by the donor which are not already included in the annexes)
- #68 Group exercise II: Design a mini project proposal