This is the first work on the training to prepare a Logical Framework of a Project for the Project Cycle Management Class at the HUFS. Therefore, I highly recommend readers to add their own modification .
This document presents a research proposal that examines the factors influencing online purchase intention through Lazada among police staff in IPD Dungun, Terengganu. The study will focus on how brand name, convenience, product variety, and price relate to purchase intention. A questionnaire will be used to collect primary data from a sample of 200 police staff. Secondary data will also be gathered from previous related studies. Statistical analysis using SPSS will analyze the data collected. The results could help Lazada and future researchers understand online shopping behaviors.
The document introduces resource mobilization, outlining its training objectives. It defines resource mobilization as identifying essential resources for achieving an organization's mission through developing relationships with resource providers and ensuring proper resource use. Resource mobilization is a means to an end, a team effort with shared accountabilities, and a management process without quick fixes. It is not just about funds but also managing relationships with people sharing the organization's values. The document notes resource mobilization incorporates three integrated concepts and discusses its importance and features.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
This document describes a study that evaluated the impact of a system-wide communication plan and professional development training for school administrators. The study aimed to determine the effect of the training on administrators' knowledge, skills, and attitudes related to communicating with external stakeholders and the media.
Significant findings from pre- and post-testing indicated that the training positively impacted administrators' knowledge and application of communication skills, as well as their attitudes toward school public relations initiatives. Previous college instruction on communicating with the media was also found to influence administrators' pre-training attitudes. Critical incidents with the media, whether positive or negative, affected attitudes as well. The findings support the value of training and experience in building administrators' competencies in external communication.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
The document outlines the proposal development process at an organization. It includes stages from initial research ideas through full proposal submission. Key aspects of the process include concept notes, pre-proposals, and full proposals that increase in detail at each stage. Pipeline facilitation aims to guide proposals through the process, ensure value, and set criteria for coordination, budget review, and technical or management team reviews. The goal is to have a pragmatic, flexible process that adds value to resource mobilization efforts.
This document presents a research proposal that examines the factors influencing online purchase intention through Lazada among police staff in IPD Dungun, Terengganu. The study will focus on how brand name, convenience, product variety, and price relate to purchase intention. A questionnaire will be used to collect primary data from a sample of 200 police staff. Secondary data will also be gathered from previous related studies. Statistical analysis using SPSS will analyze the data collected. The results could help Lazada and future researchers understand online shopping behaviors.
The document introduces resource mobilization, outlining its training objectives. It defines resource mobilization as identifying essential resources for achieving an organization's mission through developing relationships with resource providers and ensuring proper resource use. Resource mobilization is a means to an end, a team effort with shared accountabilities, and a management process without quick fixes. It is not just about funds but also managing relationships with people sharing the organization's values. The document notes resource mobilization incorporates three integrated concepts and discusses its importance and features.
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
Strategy success is measured by its execution. In spite of the importance of strategy there are too many factors that are barriers to success. This presentation is focus on structural, organizational and personal factors that can impact the success of strategy implementation
The document discusses various strategic analysis and choice frameworks including the EFE matrix, IFE matrix, SWOT matrix, SPACE matrix, BCG matrix, GE nine-cell matrix, and IE matrix. It provides details on how to conduct an analysis using each framework, including how to evaluate internal and external factors, match strategies, and determine the appropriate strategic position and actions. The frameworks help organizations generate strategies by analyzing their internal strengths and weaknesses as well as external opportunities and threats.
This document describes a study that evaluated the impact of a system-wide communication plan and professional development training for school administrators. The study aimed to determine the effect of the training on administrators' knowledge, skills, and attitudes related to communicating with external stakeholders and the media.
Significant findings from pre- and post-testing indicated that the training positively impacted administrators' knowledge and application of communication skills, as well as their attitudes toward school public relations initiatives. Previous college instruction on communicating with the media was also found to influence administrators' pre-training attitudes. Critical incidents with the media, whether positive or negative, affected attitudes as well. The findings support the value of training and experience in building administrators' competencies in external communication.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
The document outlines the proposal development process at an organization. It includes stages from initial research ideas through full proposal submission. Key aspects of the process include concept notes, pre-proposals, and full proposals that increase in detail at each stage. Pipeline facilitation aims to guide proposals through the process, ensure value, and set criteria for coordination, budget review, and technical or management team reviews. The goal is to have a pragmatic, flexible process that adds value to resource mobilization efforts.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
This presentation provides an overview of resource mobilization and fundraising. It discusses key topics like the types of resources, defining resource mobilization, the resource mobilization process, challenges, and the importance of resource mobilization. The presentation outlines the development and management of a resource mobilization program, including preparing a strategy, identifying stakeholders, developing messages, selecting vehicles, monitoring and evaluation, and ensuring readiness. It also covers funding proposal writing. The overall goal is to help organizations attract resources and broaden donor support through effective resource mobilization.
This document discusses different types and levels of organizational change. It describes episodic change as infrequent, discontinuous and intentional periods of change triggered by external forces. Continuous change is described as ongoing, incremental modifications driven internally. The ideal organization is capable of adapting continuously through both types of change. Different metaphors and frameworks are provided for analyzing episodic versus continuous change processes, along with the role of change agents in redirecting organizational change.
This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
This document outlines 10 steps for designing, building, and sustaining a results-based monitoring and evaluation system. It discusses conducting a readiness assessment, agreeing on outcomes to monitor and evaluate, selecting key indicators, collecting baseline data, setting targets for improvement, monitoring for results, conducting evaluations, reporting findings, using findings, and sustaining the system. Monitoring is defined as a continuous process of collecting data to compare performance to expected results, while evaluation assesses relevance, efficiency, effectiveness, impact and sustainability of interventions. Together, monitoring and evaluation support good public management by providing information on performance over time.
The document discusses objectives and principles of logistics and supply chain management. The key objectives are to minimize costs while maximizing customer service. Principles discussed include increasing communication along the supply chain to ensure smooth flow, controlling costs through inventory reduction while maintaining service levels, and standardizing parts. Metrics and data collection on factors like quality, delivery, flexibility, and cost are important for benchmarking performance. Customer service standards will differ depending on the type of firm.
The document provides an overview of the logical framework approach (LFA), including its history, key concepts, and uses. It describes the LFA as a systematic planning process used in project design and management. The LFA involves analysis and planning phases. During analysis, problems are identified, objectives are set, and strategies are analyzed. In planning, objectives and their indicators are organized into a logical framework matrix. The matrix lays out the project's goals, objectives, outputs, activities, and assumptions to provide a framework for monitoring and evaluation. The LFA is a tool used widely by development organizations to improve project design, management, and assessment.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
The document presents a research proposal submitted for a Doctor of Computer Science degree focusing on developing a hiring framework to facilitate the transition from military to civilian careers in program management. It outlines the dissertation which will use a mixed methods approach including quantitative data collection and qualitative interviews. The preliminary results suggest military candidates for civilian program management roles often have graduate management/business education, intense military training, and display traits of the Army's leadership model.
This chapter discusses the five stages of the strategy-making and strategy-executing process: 1) Developing a strategic vision, mission, and values; 2) Setting objectives; 3) Crafting a strategy; 4) Executing the strategy; and 5) Evaluating performance and making adjustments. It describes each stage in detail, providing examples. Key aspects covered include developing a vision and mission, communicating the vision, setting financial and strategic objectives, crafting a strategic plan, executing the strategy effectively, and the board's role in governance and oversight of the process.
This presentation discusses strategic management concepts for companies. It covers topics such as a CEO's strategic options, phases of company growth, market segmentation, Porter's five forces analysis, SWOT analysis, and strategic options for market expansion, portfolio expansion, innovation, finance, IT, and human resources. Key elements of strategy formulation like vision, mission, analysis, segmentation, and SWOT are also presented.
Growth Strategy refers to a strategic plan formulated and implemented for expanding firm’s business. This can be done in various ways described in the presenation
SWOT analysis of university - By Jimit PatelJimitPatel53
This document presents a SWOT analysis for WSPA. It identifies the organization's main strengths as its positive reputation in the external community and positive experiences with campus interactions. Weaknesses include high and unequal workloads for faculty and staff, and limited resources for development. Opportunities include potential partnerships and growth from regional diversity. Threats consist of budget crisis, negative public perceptions, and shifts in educational focus.
Example Dissertation Proposal Defense Power Point SlideDr. Vince Bridges
Vincent Bridges will defend his dissertation proposal on examining the effectiveness of medical assistant programs at three Midwestern schools in meeting stakeholder needs. The proposal will cover the problem background, purpose of the study, research questions, and literature review. Bridges will use a qualitative survey methodology to collect data from 20-25 healthcare professionals on their organizations' use of medical assistants and program competencies. The data will be analyzed for themes to provide feedback to the schools on curriculum alignment with industry needs.
Problem tree analysis is a tool that helps illustrate the relationships between complex issues by organizing them hierarchically. It is used to link various factors that may contribute to an institutional problem, identify the underlying root causes of an issue, and distinguish between effects and their deeper causes. The process involves selecting a focal problem, then developing a tree structure with the direct and substantial causes branching down from the problem, and effects branching above. This helps guide advisers to prioritize addressing the critical underlying issues.
The document discusses strategic analysis and choice, providing a three-stage framework for choosing among alternative strategies. It describes various analytical tools that can be used in each stage: the input stage uses SWOT, IFE, and CPM matrices; the matching stage uses SWOT, SPACE, BCG, IE, and grand strategy matrices; and the decision stage uses the QSPM matrix. The tools help generate alternative strategies, evaluate them objectively, and select the most attractive strategies to pursue.
This document discusses various approaches to internal analysis for organizations, including SWOT analysis, value chain analysis, three circles analysis, and resource-based view of the firm. SWOT analysis examines a firm's internal strengths and weaknesses as well as external opportunities and threats. Value chain analysis looks at how a business creates customer value through different activities. Three circles analysis examines customer needs, company offerings, and competitors' offerings to define competitive advantage. Resource-based view of the firm analyzes a company's strategic advantages based on its unique combination of assets, skills, and capabilities.
An overview of how to undertake a problem tree analysis as part of the formative evaluation of a project's design. This is taken from the Evaluation Toolbox www.evaluationtoolbox.net.au
The document provides guidance on using the logical framework approach (LFA) to design projects in a systematic and logical way. It discusses key aspects of the LFA including problem analysis, objectives analysis, strategy analysis, developing the logframe matrix, activity planning, and resource planning. The LFA helps ensure problems are analyzed systematically, objectives are clearly defined and measurable, and risks and assumptions are considered. Using the LFA helps make project proposals more coherent and increases the chances of securing donor funding.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
This presentation provides an overview of resource mobilization and fundraising. It discusses key topics like the types of resources, defining resource mobilization, the resource mobilization process, challenges, and the importance of resource mobilization. The presentation outlines the development and management of a resource mobilization program, including preparing a strategy, identifying stakeholders, developing messages, selecting vehicles, monitoring and evaluation, and ensuring readiness. It also covers funding proposal writing. The overall goal is to help organizations attract resources and broaden donor support through effective resource mobilization.
This document discusses different types and levels of organizational change. It describes episodic change as infrequent, discontinuous and intentional periods of change triggered by external forces. Continuous change is described as ongoing, incremental modifications driven internally. The ideal organization is capable of adapting continuously through both types of change. Different metaphors and frameworks are provided for analyzing episodic versus continuous change processes, along with the role of change agents in redirecting organizational change.
This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
This document outlines 10 steps for designing, building, and sustaining a results-based monitoring and evaluation system. It discusses conducting a readiness assessment, agreeing on outcomes to monitor and evaluate, selecting key indicators, collecting baseline data, setting targets for improvement, monitoring for results, conducting evaluations, reporting findings, using findings, and sustaining the system. Monitoring is defined as a continuous process of collecting data to compare performance to expected results, while evaluation assesses relevance, efficiency, effectiveness, impact and sustainability of interventions. Together, monitoring and evaluation support good public management by providing information on performance over time.
The document discusses objectives and principles of logistics and supply chain management. The key objectives are to minimize costs while maximizing customer service. Principles discussed include increasing communication along the supply chain to ensure smooth flow, controlling costs through inventory reduction while maintaining service levels, and standardizing parts. Metrics and data collection on factors like quality, delivery, flexibility, and cost are important for benchmarking performance. Customer service standards will differ depending on the type of firm.
The document provides an overview of the logical framework approach (LFA), including its history, key concepts, and uses. It describes the LFA as a systematic planning process used in project design and management. The LFA involves analysis and planning phases. During analysis, problems are identified, objectives are set, and strategies are analyzed. In planning, objectives and their indicators are organized into a logical framework matrix. The matrix lays out the project's goals, objectives, outputs, activities, and assumptions to provide a framework for monitoring and evaluation. The LFA is a tool used widely by development organizations to improve project design, management, and assessment.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
The document presents a research proposal submitted for a Doctor of Computer Science degree focusing on developing a hiring framework to facilitate the transition from military to civilian careers in program management. It outlines the dissertation which will use a mixed methods approach including quantitative data collection and qualitative interviews. The preliminary results suggest military candidates for civilian program management roles often have graduate management/business education, intense military training, and display traits of the Army's leadership model.
This chapter discusses the five stages of the strategy-making and strategy-executing process: 1) Developing a strategic vision, mission, and values; 2) Setting objectives; 3) Crafting a strategy; 4) Executing the strategy; and 5) Evaluating performance and making adjustments. It describes each stage in detail, providing examples. Key aspects covered include developing a vision and mission, communicating the vision, setting financial and strategic objectives, crafting a strategic plan, executing the strategy effectively, and the board's role in governance and oversight of the process.
This presentation discusses strategic management concepts for companies. It covers topics such as a CEO's strategic options, phases of company growth, market segmentation, Porter's five forces analysis, SWOT analysis, and strategic options for market expansion, portfolio expansion, innovation, finance, IT, and human resources. Key elements of strategy formulation like vision, mission, analysis, segmentation, and SWOT are also presented.
Growth Strategy refers to a strategic plan formulated and implemented for expanding firm’s business. This can be done in various ways described in the presenation
SWOT analysis of university - By Jimit PatelJimitPatel53
This document presents a SWOT analysis for WSPA. It identifies the organization's main strengths as its positive reputation in the external community and positive experiences with campus interactions. Weaknesses include high and unequal workloads for faculty and staff, and limited resources for development. Opportunities include potential partnerships and growth from regional diversity. Threats consist of budget crisis, negative public perceptions, and shifts in educational focus.
Example Dissertation Proposal Defense Power Point SlideDr. Vince Bridges
Vincent Bridges will defend his dissertation proposal on examining the effectiveness of medical assistant programs at three Midwestern schools in meeting stakeholder needs. The proposal will cover the problem background, purpose of the study, research questions, and literature review. Bridges will use a qualitative survey methodology to collect data from 20-25 healthcare professionals on their organizations' use of medical assistants and program competencies. The data will be analyzed for themes to provide feedback to the schools on curriculum alignment with industry needs.
Problem tree analysis is a tool that helps illustrate the relationships between complex issues by organizing them hierarchically. It is used to link various factors that may contribute to an institutional problem, identify the underlying root causes of an issue, and distinguish between effects and their deeper causes. The process involves selecting a focal problem, then developing a tree structure with the direct and substantial causes branching down from the problem, and effects branching above. This helps guide advisers to prioritize addressing the critical underlying issues.
The document discusses strategic analysis and choice, providing a three-stage framework for choosing among alternative strategies. It describes various analytical tools that can be used in each stage: the input stage uses SWOT, IFE, and CPM matrices; the matching stage uses SWOT, SPACE, BCG, IE, and grand strategy matrices; and the decision stage uses the QSPM matrix. The tools help generate alternative strategies, evaluate them objectively, and select the most attractive strategies to pursue.
This document discusses various approaches to internal analysis for organizations, including SWOT analysis, value chain analysis, three circles analysis, and resource-based view of the firm. SWOT analysis examines a firm's internal strengths and weaknesses as well as external opportunities and threats. Value chain analysis looks at how a business creates customer value through different activities. Three circles analysis examines customer needs, company offerings, and competitors' offerings to define competitive advantage. Resource-based view of the firm analyzes a company's strategic advantages based on its unique combination of assets, skills, and capabilities.
An overview of how to undertake a problem tree analysis as part of the formative evaluation of a project's design. This is taken from the Evaluation Toolbox www.evaluationtoolbox.net.au
The document provides guidance on using the logical framework approach (LFA) to design projects in a systematic and logical way. It discusses key aspects of the LFA including problem analysis, objectives analysis, strategy analysis, developing the logframe matrix, activity planning, and resource planning. The LFA helps ensure problems are analyzed systematically, objectives are clearly defined and measurable, and risks and assumptions are considered. Using the LFA helps make project proposals more coherent and increases the chances of securing donor funding.
The document discusses the logical framework approach for project planning, which involves identifying objectives, expected results and activities, and defining objectively verifiable indicators and sources to measure progress. The logical framework matrix lays out the intervention logic in a table format with objectives in the first column and their corresponding indicators, sources of verification, and assumptions in subsequent columns. The process involves defining measurable indicators and data sources for each level of the project from overall objectives down to activities.
5 The Logical Framework - a short course for NGOsTony
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
Monitoring and evaluation of human rights projectsInka Pibilova
This document provides information about monitoring and evaluating human rights projects. It discusses the differences between evaluation, monitoring, and auditing. Evaluation assesses project effectiveness, impact, and sustainability for learning and accountability. Monitoring analyzes ongoing project progress toward planned results to improve management. The document also outlines why monitoring and evaluation are important, the project cycle, stakeholder analysis, problem trees, objectives, indicators, risks analysis, and tools for monitoring and evaluating projects.
Proposal writing resource the logframe approachtccafrica
The document discusses the logframe approach, which is a tool used for project planning and management. It involves analyzing problems, stakeholders, objectives, indicators and assumptions. The key steps are problem analysis to identify problems and causes; objective analysis to define solutions and objectives; selection of indicators to measure success; and development of a logframe matrix to layout the project structure and logic. An example logframe matrix is provided to show how specific problems, objectives, results, activities and assumptions can be mapped out along with indicators and means of verification.
This document outlines the objectives, outcomes and outputs of the ASDSP (Agricultural Sector Development Support Programme) in Kenya. The overall goal is to transform Kenya's agricultural sector. The programme purpose is to increase incomes, employment and food security through improved production and productivity. Component 1 focuses on sector coordination, institutions and linkages. Component 2 strengthens environmental resilience and social inclusion in value chains. Component 3 promotes equitable commercialization of the agricultural sector. The document includes indicators and means of verification for objectives. It also lists potential risks and assumptions.
The document outlines a problem tree showing how poverty and lack of awareness can lead to pneumonia through improper hygiene practices and sharing of items, as well as through an impaired immune system and lack of access to healthcare. This problem tree demonstrates how poverty, lack of education, and infections can ultimately result in death from pneumonia or other respiratory diseases.
This document provides guidance on conducting a problem and situation analysis for a public sector project. It outlines steps to 1) define the purpose and scope of the analysis, 2) formulate the key problem, 3) identify the causes and effects using tools like a problem tree, objective tree, and fishbone diagram, 4) develop a conceptual model showing the relationship between interventions, results, and goals, 5) evaluate the project feasibility, and 6) select the project strategy. The overall aim is to thoroughly understand the problem context in order to plan an effective project.
This document provides an introduction to problem analysis techniques. It outlines learning objectives focused on identifying the importance of problem analysis, models for problem analysis, and applying techniques to increase managerial effectiveness. Several problem analysis techniques are then described in detail, including force field analysis, fishbone analysis, cause and effect trails, critical incidence analysis, five whys, and interrelationship digraphs. Examples are provided for each technique. The document concludes with uses of problem analysis and a case study example.
CSV NNVIA Measuring Impact of Volunteering event - Iona Joy - 27.03.15CSV_UK
Iona Joy, Head of charity team at NPC, presented on NPC's approach to measurement at the CSV conference in March 2015. NPC works at the nexus between charities and funders to increase the impact of both. NPC uses a four pillar approach to measuring impact that involves mapping a theory of change, prioritizing outcomes to measure, choosing an appropriate level of evidence, and selecting data sources and tools. An effective measurement framework is developed through this process to help charities strategically plan, deliver, assess, and review their impact.
This document provides an overview of principles and tools for sustainable economic programming. It discusses:
1. The key principles of programming including defining objectives, strategies to meet objectives, and indicators to measure progress.
2. The programming logic including analyzing the current situation, developing strategies and priorities, and outlining implementation arrangements.
3. Programming tools for analysis like SWOT and problem trees, and for structuring programs like the logical framework approach. The logical framework includes objectives, assumptions, indicators, and helps ensure objectives are consistent and progress can be measured.
This document outlines the logical framework for a project, including its overall objectives, specific objectives, expected results, activities, and indicators for measuring achievement. The project's overall objective is to contribute to broader development goals. Its specific objective is to directly achieve results that support the overall objectives. Key activities will be carried out to produce expected results. Indicators and sources of verification are identified to measure progress toward objectives and results. External factors and assumptions are also noted that could influence the project's success.
How to plan EC-funded projects? find a compilation of a presentation, handouts and additional tips from a workshop for civil society organisations held in Bratislava on 4 June 2013.
The document provides an overview of how to develop a logical framework or "logframe" for a project, which is a management tool that clearly outlines the key components, expected outcomes, and how success will be measured. It explains the different elements of a logframe matrix including goals, objectives, outputs, activities, indicators, and assumptions. Finally, it provides guidance on how to write good objectives and outlines the characteristics of effective indicators for monitoring and evaluating a project.
The Summertown HIV/AIDS project aimed to reduce infection rates through a peer education approach, addressing social and economic drivers of risky behaviors among mine workers, sex workers, and youth. It had some successes, with 66% of sex workers learning of HIV/AIDS through the project. However, support from mine houses and unions was lacking. Future interventions should focus on improving peer education for miners and supporting economic opportunities to increase agency for sex workers.
Logical Framework Analysis is a tool used to improve project design and implementation. It helps project planners understand the needs of those affected by a problem and identify potential positive and negative impacts. It also encourages participation from stakeholders with relevant knowledge. The analysis identifies rights, interests, resources, and abilities to determine who should be involved in project planning and implementation. It examines problems, their causes and effects to construct a problem tree diagram and helps set objectives to address the core problems.
Planning and Implementing a Digital Library ProjectJenn Riley
This document provides an overview of planning and implementing a digital library project. It discusses establishing goals and objectives, planning activities such as selecting content and writing proposals, implementing digitization, and evaluating projects. The document was presented as part of a workshop on digital library projects, and provides guidance on various aspects of the planning and implementation process.
Effective logframes for international developmentNIDOS
The document provides an agenda and overview for a 1-day training course on understanding and producing effective logframes. The training will cover the basics of logframes including terminology, examples, and building a logframe from problem analysis through completion. Attendees will learn to think through projects using a logical framework model and develop a logframe for a project working in small groups. Key aspects of logframes like assumptions, indicators, and ensuring the logframe is a useful planning tool are also discussed.
Proposal Development: Logical framework and project proposalnooone
This document provides an overview of the logical framework approach for writing project proposals. It discusses:
1. What a proposal is and why it is important to plan proposals thoughtfully.
2. The key steps in developing a logical framework including problem analysis, objectives analysis, strategy analysis, and developing the logframe matrix.
3. The components of the logframe matrix including objectives, indicators, sources of verification, assumptions, and activities.
4. Recommendations for using a participatory approach and adapting proposals to targeted donors.
5. Examples of international organizations that use the logical framework approach.
Issues in basic education in developing countries (Pemasalahan Pendidikan Da...Devindra Oktaviano
This document discusses several issues facing basic education in developing countries. It outlines that parents must weigh providing household needs now against their children's future income potential, with practical and financial difficulties causing many to prioritize current consumption. It also examines equity and gender issues like how parental characteristics and socioeconomic status influence school enrollment differences between males and females. Cultural and religious attitudes are explored too, with some tribes prohibiting schooling as it challenges customs. Financial issues like inadequate priority of education in state expenditures are also covered.
Nirantara Community Services is a not-for-profit organization registered in Karnataka, India that provides microfinance services, education programs, and livelihood support. It started in 2006 providing microfinance but is transitioning those services to a separate organization. Nirantara focuses on a pre-primary and primary education franchise model called "The HoneyBees!!" targeting rural and low-income children ages 2 to 11 through local entrepreneur-run schools. The goal is to provide a foundation in quality education to 9,200 children across 30 rural and 10 urban schools in 5 years through their sustainable franchising and cross-subsidization approach.
Turnaround for Children partners with high-poverty schools to help transform them. The document outlines:
1) High-poverty schools often struggle due to the adversity faced by students and lack of alignment between schools and social services.
2) Turnaround for Children's intervention includes rigorous academic development, behavioral support, and building the school's organizational capacity.
3) Successful transformations are expected to result in improved student academic performance and socio-behavioral functioning, stronger classroom and school environments, and enhanced professional capacity.
Marketization of education in Georgia: equitable access to quality educationTrine Petersen
11% of schools and 57% of higher education institutions in Georgia are private. 80% of students use private tutoring to supplement formal schooling. There are two main arguments against increased marketization of education: it can promote inequities in access to quality education, and it does not necessarily promote societal good. Private schooling and tutoring are more available in urban areas and for higher socioeconomic status families.
Public schools educate 91% of the 5 million students in Texas. Investment in pre-K programs helps close achievement gaps, as studies show students who attend pre-K perform better in 3rd grade and have longer term benefits. However, state funding for pre-K has been cut, eliminating grants for full-day pre-K and reducing funding to evaluate pre-K program quality by over half. Restoring this funding would strengthen public schools.
This document provides an overview of online learning presented by Kerry Rice. It discusses the context and factors driving growth in online learning. Online learning is defined and national trends in higher education, K-12, and blended learning are reviewed. Different models of online learning including for-profit, private non-profit, and public are described. Emerging trends in online learning such as MOOCs, learning analytics, and competency-based models are covered. Finally, the document addresses challenges and the future of online education.
Educational inequality in secondary schools in three developing countries
Rhiannon Moore & Bridget Azubuike
CEID Launch Symposium
UCL Institute of Education, 15 June 2017
Jumpstarting a K12 Innovation Ecosystem via a Charter High Schoolbegreatacademy
The document proposes a charter high school for gifted students in Orlando that would utilize digital learning and technology innovation. It would serve as the core of an K12 education ecosystem by acting as a testbed for education startups. Funding sources discussed include EB5 visas, state charter school funding, and digital learning grants. The school aims to address problems in the current education system by personalizing learning through blended learning 2.0 models.
The annual report summarizes the 2005-2006 school year for Ypsilanti Public Schools. It discusses improvements made to curriculum, test scores, technology resources, graduation rates, staff development, and school accreditation. The district aims to provide excellence in education for all students and continuously work to increase student achievement through curriculum enhancements, data analysis, and professional development. Parent involvement and safety programs are also highlighted.
The document discusses the relationship between preschool attendance and future academic performance. It summarizes research showing that attending a high-quality preschool program enhances kindergarten readiness and long-term academic achievement. However, the level of quality varies between programs. The document then outlines various research methods used to study this topic and results showing preschool improved reading scores and decreased rates of grade retention and special education placement. It concludes that increasing access to quality preschool, especially for disadvantaged groups, can help narrow achievement gaps.
Citizen Schools partners with middle schools to expand the learning day through hands-on projects and targeted academic support. It brings "second shift" staff of 15-20 people to provide small group instruction and other supports. This expanded learning time increases school hours comparable to top charter schools. Student outcomes include improved attendance, test scores, and graduation rates. The document outlines Citizen Schools' program elements and partnerships across several states that aim to close the achievement gap through an enriched educational experience.
SW Orlando Talented Students - School (SWOTS.School)swots-school
This was an Oct 18th 2012 presentation to the All-Ivy Advisory Board. The presentation focused upon creating a Charter High School for the Gifted as a core for a K-12 EDU innovation ecosystem.
Models of Blended Learning Webinar_June2011Blackboard
This document discusses different models of blended learning and examples of their implementation. It begins by outlining the challenges districts face in meeting student demand for online learning. It then discusses two models of blended learning implemented at Deltona High School and Kamehameha Schools, focusing on their approaches, lessons learned, and next steps. These include integrating online curriculum, providing professional development for teachers, and expanding hybrid and online course offerings. The document concludes by providing contact information for people involved in these programs and resources for learning more about blended learning.
The document discusses technology inequities and their impact on learning for students from low-income backgrounds. It notes that not all students have access to technology at home, putting those from poorer families at a disadvantage. It also discusses challenges low-income schools face, like lack of resources and trained teachers. The document advocates for providing technology access and training teachers to use technology effectively to engage students and improve learning outcomes, especially for at-risk youth.
The document discusses various topics related to educational reform including:
1) Youth internet usage statistics showing high percentages of students using the internet for activities like social media, online gaming, and music downloads.
2) A comparison of traditional public schools, magnet schools, and charter schools, noting that magnet and charter schools can provide more options for parents but also drain budgets and have mixed results on student achievement and diversity.
3) Debates around issues like school choice, accountability, standardized testing, and the role of for-profit private schools in education reform. Both benefits and challenges are discussed for different reform strategies and school models.
The document discusses the current state of primary education in India and identifies challenges. It notes that while enrollment is high, learning outcomes are low. It identifies several issues challenging the quality of primary education, including a lack of resources, outdated teaching methods, high student-teacher ratios, and poor infrastructure. It proposes solutions such as improving teacher training, increasing resources for schools, implementing vocational programs, and developing strict laws around child labor. Implementing changes faces challenges of lack of political will, funding, and parental support. Overall investments are needed to improve the primary education system in India.
Presentation: National Seminar on Social Media Networks and Society organised by Tamil Nadu Teachers Education University, Chennai and Indian Council of Social Science Research (IMPRESS), New Delhi on 3rd February 2021
The document discusses how diversity has altered the knowledge base of academia. It states that institutions are taking advantage of new scholarship about diverse cultural traditions and histories around the world. Diversity has provided additional lenses to analyze ideas and society.
The document discusses ways to enhance the quality of primary education in India. It notes that additional teaching resources could help build a more effective remedial learning system and reduce class sizes. Private school enrollment is increasing due to fiscal constraints facing public schools. The document also describes a successful primary education enhancement project in Maharashtra that improved school participation, retention, and quality, with outcomes like reduced dropout rates.
AID India is a non-profit organization founded in 1996 to provide quality education to poor children in India. It has projects reaching over 5 million children across 10 districts in Tamil Nadu. AID India focuses on developing high-quality educational content and using data-driven evaluation to continuously improve outcomes. It also emphasizes community engagement for long-term sustainability. The organization has over 100 full-time staff and manages model schools called Eureka Schools that demonstrate top-quality, low-cost education. AID India has received several awards for its innovative work in science education and improving learning levels.
Similar to Logical Framework Analysis draft work 1 (20)
1. LOGICAL FRAMEWORK
APPROACH: Establishment of
Junior High Schools in Sumba
Regency, Indonesia.
Melesse Zenebework - ID-201248041
Sandri Ghifari - ID-201250018
Hankuk University of Foreign Studies
Hankuk University of Foreign Studies
Seoul, October 2012
Seoul, October 2012
2. General Information
Project title : Establishment of Junior High Schools in Sumba
Regency
Country : Indonesia
Sector : Education
Target Area : 10 villages in of remote area in Sumba regency
Target Group : Primary education completed students
Project Duration : 2 Years
Date : July, 2013 – July, 2015
3. STAKEHOLDER ANALYSIS
Stakeholders and Interests and how Capacity and motivation Possible actions to address
Basic Characteristics affected by the to bring about change stakeholders interests
problems
Families : - Free education High motivation to Sending their children to school
-Distance from educate their children
home to school Giving much time to their children
-Shortage of for education
transportation
-Lack of
infrastructure
-Insecurity for girls
Local Government: -Financial High motivation to assist Providing the school with security
incapability the project
-Shortage of man Monitoring the integration of
power High interest to minimize education with the country’s
- Minimizing crime crime educational policy
Central Government: Finance, man High interest to increase Providing the national education
power, quality of policy to the region for integration
education the number of high
schools
Private sector: Providing High motivation to Providing the material assistance
infrastructure, for free
4. Problem Tree
Low enrollment in Human resources
secondary education not competitive
Number of Secondary School is
Insufficient
High Distance of existing
Lack of road Children safety Overcapacity
transportation of classroom schools from home is
infrastructure and security
cost far
Children cannot
Family expenditure attend school
for education is still freely
high Children cannot
attend school in Children most likely as
bad weathers victims of crime/violence
5. Objective Tree
High enrollment in Human resources is
secondary education competitive
Number of Secondary School is
sufficient
Distance of existing
No transportation Improved road Children are safe Enough
classroom schools from home is
cost infrastructure and secured
near
Children can
Family expenditure attend school
for education is still freely
low Children can attend
school even in bad crime/violence on
weathers children is minimized
6. Project Design Matrix
Intervention Logic Objectively Verifiable Sources of Verification Assumptions
Indicators (OVIs) (SOVs)
Overall objectives: Indicator: Enrollment of student Regional educational office
Improving enrollment in in secondary schools increased
secondary education Quantity: Is increased to 98%
Time: In 3 years
Project purpose: Indicator: number schools to Regional educational office Building schools closer to the villages is
Increase the number of junior villages ratio increased important. The closer the schools are the
high school Quantity: Is increased from 1:10 more the number of attending students.
to 1:3
Time: 2 years
Results: Indicator: New number of Regional educational office Building two more schools can improve
New schools schools increased enrollment in the secondary schools
Quantity: 2 new schools
Time: 2 years
Activities: Means: Cost (000 US$): The regional education office can provide
1.1 Analyze possible locations WB Gov’t Private/CSR Total education with overload for 10 villages.
1.2 Design the buildings a) Technical expertise 50 10 10 70
1.3 Cost and benefit analysis b) Investment 500 10 30 540
1.4 Registering the legal status c) Surveys 20 20
of the schools
1.5 Providing stationary and 570 20 40 630
books