PROJECT CYCLE MANAGEMENT & LOGICAL FRAMEWORK MATRIX TRAINING CYPRIOT CIVIL SOCIETY IN ACTION V INNOVATION AND CHANGES IN EDUCATION VI

Transcription

1 PROJECT CYCLE MANAGEMENT & LOGICAL FRAMEWORK MATRIX TRAINING CYPRIOT CIVIL SOCIETY IN ACTION V INNOVATION AND CHANGES IN EDUCATION VI

2 Objectives of the training Understand the definition of project and project cycle management. Apply the Problem Tree Analysis as a pre-requisite to project design Understand and apply Logical Framework Approach. Use theses tools when drafing project proposals to EC grants.

3 Organising a party? How did you organise? What where the things that you consider?

4 Handout 1: what is a project? What are the commonalities in this list of definitions.

5 Handout 1: what is a project? According to all these definitions, A project has a beginning and an end. A project has limited resources. A project follows a planned, organized method to meet its objectives with specific goals of quality and performance. Every project is unique A project has a manager responsible for its outcomes.

6 Triple Constraints Triple Constraints: a. Reaching the predefined objectives and results b.within the timeframe targetted c. Completion of activitities within the estimated budget 1. Context 2. Budget Risk Quality 3. Time

7 When should we have a project? When there is a specific need identified When there is a problem When there is a situation that you want to change, etc.

8 Project Cycle Management is a methodology for the preparation, implementation and evaluation of projects based on the principles of the logical framework approach (LFA) describes management activities and decision-making procedures used during the life cycle of a project Key tasks Roles and responsibilities Key documents and decision options

9 Preparing Project Proposals Project Cycle Planning Monitoring & Evaluation Identification Implementation Formulation Financing

10 Preparing Project Proposals Planning Identification Formulation Financing Implementation Monitoring and Evaluation PROJECT CYCLE Analysis of situation at national, local and sectorial level Formulation of project idea and design of project Preparation of the project proposal Securing financial resources e.g. Award of the grant and co-funding Implementation of the activities stated on the project proposal Ongoing checks an d periodic review of project

11 Preparing Project Proposal STEPS TO FOLLOW: 1. Analyse the problem: Collect necessary information about the problem Tool: Problem tree Analysis / Stakeholder Analysis 2. Identify the project: Find the project idea that is feasible and addressing problem identified Tool: Objective tree Analysis 3. Logical Framework Formulation 4. Grant Application Form 5. Budget

12 Strategy Analysis Activity and Resource Scheduling Objective Analysis Problem analysis Stakeholder analysis Developing Logical Framework matrix Analysis Phase Planning Phase identifying and characterise potential stakeholders assess their capacity identifying key problems, constraints and opportunities determining cause-effect relationships developing solutions from the identified problems identifying an improved situation in the future identifying different strategies to achieve solutions selecting most appropriate strategy defining project structure testing logic and risks formulating measurable indicators of success determining the sequence and dependency of activities estimating their duration assigning responsibility from the Activity Schedule, developing input schedules and a budget

13 Problem Analysis Problem Analysis Purpose: to identify major problems and their main causal relationships. Output: problem tree with cause and effects

14 Problem Analysis Problem Analysis Steps in Undertaking Problem Tree 1. Identify the major problems that the project will address. 2. State problems in negative manner. 3. Group problems by similarity of concerns. 4. Develop the problem tree: a) Select a focal problem from the list and relate other problems to the focal problem. b) If the problem is a cause of the focal problem it is placed below the focal problem c) If the problem is an effect of the focal problem is goes above 14

15 Problem Analysis The completed problem tree provides a visual summary of the current negative situation. In various respects, problem analysis is the most critical stage of project design and guides other consecutive analyses.

16 Problem Tree and Problem Analysis MAIN PROBLEM EFFECT SUB-PROBLEM1 SUB-PROBLEM2 CAUSE UNDERLYING PROBLEMS 16

17 Problem Tree Sea Pollution High incidence of water borned diseases and illnesses, particularly among poor families and under 5s Sea water quality is deteriorating High levels of solid waste dumped into the sea Most households and hotels discharge wastewater directly into the sea Wastewater treated in plants does not meet environmental standards Polluters are not controlled Environment Protection Agency ineffective and closely aligned with industry intersts Population not aware of the danger of waste dumping No public information / educatiıon programs available Existing legal regulations are inadequate to prevent discharge of wastewater Pollution has been a low political priority 40% of households and 20% of businesses not connected to sewerage network Inadequate levels of capital investment and poor business planning within local government

18 Objective Analysis Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained and the solution for attaining it. This stage also requires an Objective Tree.

19 Objective Analysis How to Make the Objective Tree Step 1: Reformulate all negative situation of the problem tree into positive situations that are : Desirable Realistically achievable Step 2: Make sure that there is a means ends (results) relationship (if this is implemented then this will be achieved) The causes become the starting point for the objectives. The effects become the results of the objectives. Step 3: IF necessary: Revise statements Add new objectives if these seem to be relevant and necessary to achieve the objective at the next higher level Delete objectives which do not see suitable or necessary

20 Objective Tree and Objective Analysis MAIN OBJECTIVE GOALS SUB-OBJECTIVE1 SUB-OBJECTIVE2 MEANS 20

21 Objective Tree Sea Pollution Incidence of sea water borned diseases and illnesses is reduced, particularly among poor families and under 5s Sea water quality is improved The quantity of solid waste dumped into the sea is reduced No. of households and hotels discharging wastewater directly into the sea is reduced Wastewater treatment meets environmental standards Polluters are effectively controlled Environment Protection Agency is effective and more responsive to a broad range of stakeholder interests Population more aware of the danger of waste dumping Public information / education programs established New legal regulations are established which are effective in preventing direct discharge of wastewater Pollution management is given a higher political priority Increased % of households and businesses are connected to sewerage network Improved business planning within local government is established

22 Strategy Analysis Strategy analysis is a process in which specific project strategies are selected from among the objectives and means raised in Objectives Analysis, based upon selection criteria. comparison of different options to address a given situation

23 Strategy Analysis Step 1: Identify objectives you do not want to pursue (not desirable or not feasible); Step 2: Group objectives, to obtain possible strategies or components (clustering); Step 3: Assess which strategy/ies represent(s) an optimal strategy according to the agreed criteria; Step 4: Determine Overall Objective(s) and Project Purpose

24 Strategy Analysis Incidence of sea water borned diseases and illnesses is reduced, particularly among poor families and under 5s Sea water quality is improved OVERALL OBJECTIVE PURPOSE Polluters are effectively controlled The quantity of solid waste dumped into the sea is reduced Population more aware of the danger of waste dumping RESULTS ACTIVITIES No. of households and hotels discharging wastewater directly into the sea is reduced New legal regulations are established which are effective in preventing direct discharge of wastewater Wastewater treatment meets environmental standards Increased % of households and businesses are connected to sewerage network Environment Protection Agency is effective and more responsive to a broad range of stakeholder interests Public information / education programs established Pollution management is given a higher political priority New legal regulations are established which are effective in preventing direct discharge of wastewater OUT OF THE PROJECT STRATEGY CHOSEN

25 Stakeholder Analysis 1. Stakeholders: Individuals or institutions that may directly or indirectly, positively or negatively affect or be affected by a project or programme. 2. Beneficiaries: are those who benefit in whatever way from the implementation of the project. Target group(s): The group/entity who will be directly positively affected by the project at the Project Purpose level. Final beneficiaries: Those who benefit from the project in the long term at the level of the society or sector at large, e.g. children due to increased spending on health and education, consumers due to improved agricultural production / marketing. 3. Project partners: Those who implement the projects in-country (who are also stakeholders, and may be a target group ).

26 Stakeholder Analysis Questions to be Asked to Stakeholders Basic Characteristics Social characteristics Group status (formal / informal) Group structures (leadership/ effectiveness) The way they approach problems Interests and motivation Needs Interests (open and discreet) Expectations Approach to project Potential Strenghts Weaknesses Possible contribution

27 Logical Framework Approach Obligatory to submit in most of the EU Calls (mandatory for CSV and SchoolsVI) EU stresses the importance of this tool Should be considered as a starting point of the project design NOT just a form to fill in drafting should involve the all team and partners THE LOGFRAME SHOULD BE DRAFTED BEFORE THE APPLICATION FORM!!!

28 Logical Framework Approach Technique to set up a project involving the identification of problems, organise overall and specific objectives of your project define of results and related activities draft indicators to track progress track objective Lay down assumptions/risks for the success of the project LFA is a key management tool in each phase of the project cycle: from implementation to evaluation, representing a «master tool» for creating other tools (e.g. implementation and resource schedules, monitoring plan, etc.)

29 Logical Framework Matrix Intervention Logic Verifiable indicators Sources of verification Assumptions Overall objective Project purpose Results Activities means costs Pre-conditions

30 Intervention Logic: Levels of Objectives The long-term social and economic, sectoral or national program objectives to which the project contributes. The project s central objective: sustainable benefits to be delivered to target beneficiaries. It defines the project s success. The services to be provided by the project for which project managers can be held accountable What is going to be done to deliver the project s results OVERALL OBJECTIVE PROJECT PURPOSE RESULTS ACTIVITIES Ideal situation can only be realised in the long-run Can be reached as an outcome of the project. Should be specific, measurable, attainable, realistic and time and location bound. The direct / tangible results (goods and services) that the project delivers should measurable and attainable. The tasks that need to be carried out to deliver the planned results which also are bound by a timeframe and a budget by the use of resources 30

31 Logframe Matrix Hierarchy of Objectives IF adequate inputs/resources are provided, THEN activities can be undertaken; IF the activities are undertaken, THEN results can be produced; IF results are produced, THEN the purpose will be achieved; and IF the purpose is achieved, THEN this should contribute towards the overall objective

32 Attention!!! Logic of the logframe is established by drafting the proposal from top to bottom MOST COMMON MISTAKE IS TO START DESCRIBING ACTIVITIES FIRST Steps Should Be Followed As: Define the overall objective Define the purpose (specific objective) Expected Results Activities

33 Logframe Matrix General Sequence of Completion

34 Purpose of the Project (Specific Objective) BAD PRACTICE GOOD PRACTICE Purpose is sum of results: Water treatment is improved and levels of direct discharge into the river reduced Purpose is consequence of results: Improved quality of river water Results: 1.1 Direct discharge of waste-water into the river reduced 1.2 Waste water treatment standards improved and enforced 1.3 Awareness of environmental management responsibilities improved

35 Logframe - Assumptions Risks: All of the negative external factors which should be considered for the success of the project. Assumptions: All of the positively expressed external factors which affect or determine the success of the project. Pre-conditions: The conditions which should be overcome before the implementation of activities. 35

36 Assumptions / Risks Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers Assumptions are risks, which can jeopardize the success of the Project and are worded positively, i.e. they describe circumstances required to achieve certain objectives

37 Assumptions / Risks Key points in setting Assumption Should be relevant and probable If an assumption is not important or almost certain: Do not include If an assumption is unlikely to occur: Killer assumption abandon project

38

39 Vertical Logic Intervention Logic Project context Objectively Verifiable Indicators Sources of Verification Overall Objective Assumptions Purpose Results Activities Means Cost Preconditions

40 Objectively Verifiable Indicators Objectively* Verifiable Indicators project s objectives in operationally measurable terms (quantity, quality, time, or QQT). An indicator is an observable change or event which provides evidence that something has happened or is happening. They are formulated in response of the questions: How would we know whether or not what has been planned is actually happening or happened? How do we verify success? *The meaning of Objectively Verifiable indicator is that the information collected should be the same if collected by different people.

41 Objectively Verifiable Indicators Indicators measure to verify to what extant the results are achieved. Specify how the achievement of an objective can be verified or demonstrated Provide a basis for Monitoring and Evaluation 3 Dimensions of Indicators Quantity SMART Quality Time S : Specific M A R T : Measurable : Achievable : Relevant : Time-bound

42 Indicators and Sources of Verification 42

43 Planning Stage A detailed activity schedule and budget need to be prepared following the logframe matrix process. Activity schedule and the budget play a crucial role in the preparation of the project proposal. Planning stage is when the activities and the budget are planned.

44 Strength Opportunities Context analysis Stakeholder analysis SWOT analysis Weaknesses Threats Problem analysis Project strategy Overall Objectives Purpose Objectively verifiable indicators The log frame matrix Sources of Verification Assumptions Objective analysis Strategy analysis Results Activities Means Cost PRE CONDITION Schedules Reports

45 Activity Scheduling Gantt Chart in the full application form (2.1.3) Identify logical sequence, expected duration and dependencies of activities Acts as basis for allocating management responsibility

46 Resource Planning Resource Planning and Budget Resource planning and budget preparation is a three-level process: 1. Resource planning and preparing a draft budget 2. Conducting market research 3. Finalizing budget preparation

47 Sustainability Sustainability An assessment of the likelihood of benefits produced by the project to continue to flow after external funding has ended, and with particular reference to: factors of ownership by beneficiaries policy support economic and financial factors socio-cultural aspects gender equality appropriate technology environmental aspects institutional and management capacity.

48 Monitoring Monitoring is a systematic management activity Actual progress is compared to planned so to identify remedial actions Takes place at all levels of management Uses both formal reporting & informal communication Focuses on resources, activities & results in the logframe

49 Monitoring Monitoring - Tools Logframe Matrix Provides the objectives and indicators (targets) and the sources of information to support the monitoring system Lists key assumptions which should be reviewed as a part of risk management Activity Schedule (Action Plan) Implementation progress can be assessed Resource and Budget Schedules (Budget of the action) Clear reference for financial monitoring Allows comparison between planned and actual utilisation

50 Evaluation Evaluation is an assessment of project success Assesses the relevance, efficiency, effectiveness, impact and sustainability of projects in relation to stated objectives Focuses more on results-to-purpose and purpose-to-overall objectives Checks the coherence of project planning Checks the influence of the important assumptions Is based on the guiding principles: impartiality, independence and credibility

51 Specific Instructions at the full application stage A quality logical framework matrix with SMART indicators and targets of the results Mechanisms and resources to monitor recommendation to budget HR for this purpose Realistic time planning maximum efficiency in the use of time Sustainability strategy (financial, social, environmental guarantee continuity of the project results after the EU funding ends Memorandum of Understanding among applicant and co-applicant(s) common values principles, tasks, duties and rights

52 GOOD LUCK!