What will we do?

Transcription

1 What will we do? Methodology of the transversal analysis Lotte Staelens systematic analysis of a specific topic within Lithuania, particularly key development problems, and of the options for addressing those problems 1 2 Logical framework approach (LFA)? A methodology for analysing, planning, managing and evaluating programmes and projects, using tools to enhance participation and transparency and to improve orientation towards Developed in early 70s by USAID and widely adopted 3 Logframe approach ANALYSIS PHASE Stakeholder Analysis - identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships Analysis of - developing from the identified problems; identifying means to end relationships Strategy analysis - identifying the different strategies to achieve ; selecting the most appropriate strategy(ies); determining the major (overall and project purpose) PLANNING PHASE Logframe - defining the project/ programme structure, testing its internal logic, formulating in measurable terms, defining means and cost (overall) Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility Resource scheduling - from the activity schedule, developing input schedules and a budget 4 1

2 1. Stakeholder analysis: why? To better address distributional and social impacts of projects, programs and policies To identify existing or potential conflicts 1. Stakeholder analysis: 4 steps Identifying Key Stakeholders (beneficiaries, vulnerable groups, possible adversely effected groups, socio-economic characteristics, relationships etc.) Determining Stakeholder Interests (benefits, expectations, resources they could mobilise etc) Determining Stakeholder Power and Influence (power and dependency relationships, control of decision making, resources etc.) Formulating a Stakeholder Participation Strategy in view of analysis, planning and implementation Problem analysis: why? Is a procedure which allows to : analyse an existing situation identify key problems in this context visualise the problems in form of a diagram/tree (cause-effect relationships) 8 2

3 2. Problem analysis: main steps Identifying and listing the main problems Identifying core problems Identifying cause and effect Checking the logic Drafting the problem tree diagram Dealing with overall constraints 2. Problem analysis Establishing cause-effect relations between problems Destruction of coral & mangrove habitats Decreasing fish stocks Illegal fishing methods applied Decreasing incomes of artisanal fisherfolk Low price received by artisanal fisherfolk in the village Processed fish is of bad quality Limited access to markets Effects Causes 9 2. Problem analysis: main steps 2. Problem analysis: main steps agree on the unit of analysis identify major problems existing within a given situation (brainstorming) select a starter problem look for related problems to the starter problem establish hierarchy of cause and effects problems which are directly causing the starter problem are put below problems which are direct effects of the starter problem are put above complete with all other problems accordingly connect the problems with cause-effect arrows review the diagram and verify its validity and completeness 11 3

4 3. Analysis of Turning the negative aspects into future desired, but realistic situations Coral & mangrove habitats conserved Rate of decline in fish stocks arrested Incidence of illegal fishing reduced Incomes of artisanal fisherfolk increased Quality of fish processing improved Price received by artisanal fisher-folk increased Access to markets improved Ends Means You need to check: Are statements clear and unambiguous? Are the links between each statement logical and reasonable? Is there a need to add any other positive action and/or statement? Do the risks to achieving the and also having sustainable outcomes appear to be manageable? Are the positive actions at one level sufficient to lead to the result above? Is the overall structure simple and clear? Simplify if possible or necessary Analysis of Strategies The purpose is: to identify possible alternative options or ways to contribute to the overall to agree on priority strategies based on an assessment of the relevance, the feasibility and the sustainability of each of them to concentrate the means of the project on what is really important, effective and feasible Selection of problems/ Benefits to target groups equity and participation Total cost and recurrent cost implications Financial and economic viability Technical feasability Ability to repair and maintain assets Sustainability Contribution to institutional strengthening and management capacity building Environmental impact Compatibility of project with sector or program priorities 16 4

5 OUT Coral & mangrove habitats conserved IN Rate of decline in fish stocks arrested Incidence of illegal fishing reduced Incomes of artisanal fisherfolk increased Quality of fish processing improved Price received by artisanal fisher-folk increased Access to markets improved GOAL PURPOSE INTERMEDIA TE RESULTS Decision based on: budget, priorities, human resources available, social acceptability, urgency,... Logframe approach ANALYSIS PHASE Stakeholder Analysis - identifying & characterising major stakeholders, target groups & beneficiaries, defining whose problems will be addressed by a future intervention, and which potentials can be used Problem analysis - identifying key problems, constraints and opportunities; determining cause and effect relationships Analysis of - developing from the identified problems; identifying means to end relationships Strategy analysis - identifying the different strategies to achieve ; selecting the most appropriate strategy(ies); determining the major (overall and project purpose) PLANNING PHASE Logframe - defining the project/ programme structure, testing its internal logic, formulating in measurable terms, defining means and cost (overall) Activity scheduling - determining the sequence and dependency of activities; estimating their duration, setting milestones and assigning responsibility Resource scheduling - from the activity schedule, developing input schedules and a budget 18 The 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 what the project will cost 5. Logical framework matrix... Combination of previous tasks! a way of presenting all information in a single matrix Intensive Programme Role of Agriculture and Natural Resources in Sustainable Rural Development 5

6 Logframe matrix structure and sequence for completion Project description Indicators Means of verification (MOVs) 1. Goal 10. Indicators 11. MOVs Assumptions 2. Purpose 12. Indicators 13. MOVs 9. Assumptions 3. Component 14. Indicators 15. MOVs 8. Assumptions 4. Outputs 16. Indicators 17. MOVs 7. Assumptions 5. Activities Milestones specified in activity schedules and scope of services Work plans and management reports on physical and financial progress 6. Assumptions Vertical logic: What intends the project to do? Clarifies causal relationships Specifies important assumptions and uncertainties Horizontal logic: How project will be measured? Means by which measurement will be verified Goal Purpose or Objective Output Activity To contribute to improved community health on a sustainable basis To provide a clean, reliable and sustainable supply of water adequate for community needs A reticulated water supply will have been established Village water supply maintenance technicians will have been trained Conduct site survey, build header tank, prepare training materials, design user pays system 6

7 Vertical logic Logframe matrix structure and sequence for completion Project description Indicators Means of verification (MOVs) 1. Goal 10. Indicators 11. MOVs Assumptions 2. Purpose 12. Indicators 13. MOVs 9. Assumptions 3. Component 14. Indicators 15. MOVs 8. Assumptions 4. Outputs 16. Indicators 17. MOVs 7. Assumptions 5. Activities Milestones specified in activity schedules and scope of services Work plans and management reports on physical and financial progress 6. Assumptions Assumptions 7

8 Horizontal logic The logframe and monitoring and evaluation Logframe hierarchy Type of monitoring and evaluation activity Level of information Goal Ex-post evaluation Outcomes/ impact Purpose Component Evaluation at completion and ongoing review Ongoing review Outputs Monitoring and review Output Outcomes/ effectiveness Effectiveness and sustainability Activities/ inputs Monitoring Inputs/ outputs Logframe matrix structure and sequence for completion Project description Indicators Means of verification (MOVs) 1. Goal 10. Indicators 11. MOVs Assumptions 2. Purpose 12. Indicators 13. MOVs 9. Assumptions 3. Component 14. Indicators 15. MOVs 8. Assumptions 4. Outputs 16. Indicators 17. MOVs 7. Assumptions 5. Activities Milestones specified in activity schedules and scope of services Work plans and management reports on physical and financial progress 6. Assumptions Indicators have to be SMART... Specific Measurable Attainable Relevant Timely Means of verification How should information be collected? What source is most appropriate? Is the source reliable? Who should do it? When and how often should information be collected? What formats are required to record the data being collected? 8

9 Strengths and weaknesses of LFA Issue Potential strengths Common problems Possible dangers Vertical logic Provides logical link between means and ends. Places activity within broader development environment. Encourages examination of risks Getting consensus on Reduced to a simple linear chain Inappropriate level of detail (too much or too little) Oversimplification of objective Objectives become too rigid (blueprint). Ignoring unintended effects. Hides disagreements. Strengths and weaknesses of LFA Issue Potential strengths Common problems Possible dangers Horizontal Logic Requires analysis of whether are measurable. Helps establish monitoring and evaluation work. Finding measurable indicators for higher level and social projects. Establishing unrealistic targets too early. Downgrading of less quantified. Rigid targets. Information overload. Strengths and weaknesses of LFA Issue Potential strengths Common problems Possible dangers Format and application Links problem analysis to objective setting. Visually accessible and relatively easy to understand. Can be applied in a participatory way. Prepared too late and mechanistically. Problem analysis and objective setting not always linked. Risks marginalized. High demands for training and judgement. The same fixed format applied in all cases. Used for top-down control. Can alienate staff. Becomes a fetish rater than a help. Logframe matrix structure and sequence for completion Project description Indicators Means of verification (MOVs) 1. Goal 10. Indicators 11. MOVs Assumptions 2. Purpose 12. Indicators 13. MOVs 9. Assumptions 3. Component 14. Indicators 15. MOVs 8. Assumptions 4. Outputs 16. Indicators 17. MOVs 7. Assumptions 5. Activities Milestones specified in activity schedules and scope of services Work plans and management reports on physical and financial progress 6. Assumptions 9

10 Don t forget your final output! Presentation Paper 10