project management

1. 1
The logical framework
approach and the writing
of proposals
March 25, 2003

2. 2
GENERAL REMARKS

3. 3
 A proposal is 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 project idea
Demand from the community
Available resourcesNeeds as defined by experts
Project

5. 5
1. Make sure that 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. 6
LOGICAL FRAMEWORK
APPROACH

7. 7
What is a logical 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. 8
The Logical Framework
Matrix

9. 9
The logframe and the 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 the logframe
• 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 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
Your project proposal will be coherent

12. 12
The logical framework approach
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 proceed with 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
The system
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
Identifying stakeholders
PUBLICPRIVATE
MICRO
MACRO
Farmers
Agric. Ext.
services
MoA
FAO
Farmers’groups
NGO
Irrigation
Dept.
Fertiliser
suppliers

17. 17
2. Analysis of objectives
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 of objectives
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 of alternatives
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 of strategy
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. 21
4. The log-frame

22. 22
Levels of objectives
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

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 a good 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 sources of 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 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

28. 28
Intervention logic of project + 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
Plan of 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 Year 1 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 A SMALL
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 made errors 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. 34
WRITING PROJECT
PROPOSAL

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 right funding 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 a logical 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’t leave 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 it important:
 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
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
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 of the 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 of the 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
You need 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
Why is 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 and Objectives
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 be SMART:
 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
 Clearly identify 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 distinguish between 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 for selecting 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.

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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
 Refer to 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
(Use letterhead, 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

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Ask someone exterior to the
project to read it before any
submission to a donor.
Final recommendation

67. 67
CASE STUDY

68. 68
Case study: Laos project
 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

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Version I:
what would you 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.

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VERSION II:
What was written 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

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Version I:
what would you 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

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VERSION II:
What was written 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.

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Version I:
what would you 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.

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VERSION II:
What was written 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.

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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 ?