RBM and Logical Framework Approach (LFA)

Riset dan Kesejahteraan Masyarakat:

Project Success How?

Engagement

Ownership clearly defined

Clear division of responsibilities Realism!! (purpose)

Connection Activities – Objectives Capacity to handle risks

Flexibility

RBM and Logical Framework Approach

(LFA)

„ The LFA is an RBM tool used for

LFA Characteristics

Finding the “roots” before setting the objectives

Objectives & beneficiary oriented

Participatory/ Ownership! Consensus oriented

Focus on logical links

The Logical Framework Approach (i)

Features of LFA :

¾ stakeholder involvement ¾ needs-based approach

¾ logical intervention approach

¾ framework for assessing relevance,

The Logical Framework Approach (ii)

Features of LFA :

¾

results-oriented – not activity driven

¾

logically sets objectives and their causal relationships

¾

shows whether objectives have been achieved: I ndicators (for M&E)

Main steps:

• Stakeholder Analysis • SWOT Analysis

• Problem Tree Analysis • Objective Tree Analysis

• Logical Framework Matrix • Monitoring and evaluation

Stakeholder is any individuals, group or organization, community, with an interest in the outcome of a programme/ project.

Purpose:

To identify:

ƒ

The needs and interest of stakeholders

ƒ

The organizations, groups that should be

encouraged to participate in different stages of the project;

ƒ

Potential risks that could put at risk programme;

SWOT Analysis (i)

Purpose:

„ To assess the performance and capacity of

the participating units, divisions of organization.

„ Each participating unit has to undertake

SWOT Analysis (ii)

„ SWOT analysis is a tool for institutional

appraisal and a brainstorming exercise in which the representatives of the

SWOT Analysis (iii)

SWOT stands for:

„

Strengths

- the positive internal

attributes of the organisation

„

Weaknesses

- the negative internal

attributes of the organisation

„

Opportunities

- external factors which

could improve the organisation’s prospects

„

Threats

- external factors which could

Purpose:

- to identify major problems and their main causal relationships.

Output:

problem tree with cause and effects

Steps in Undertaking Problem Tree

1. I dentify the major problems that the project

will address. State problems in negative manner.

2. Group problems by similarity of concerns. 3. Develop the problem tree:

a) Select a focal problem from the list and relate other

problems to the focal problem.

b) I f the problem is a cause of the focal problem it is

placed below the focal problem

c) I f the problem is an effect of the focal problem is

Problem Tree

Analysis of Objectives

„ Transforming the problem tree into an

objectives tree by restating the problems as objectives.

„ Problem statement converted in to

positive statements

„ Top of the tree is the end that is desired „ Lower levels are the means to achieving

The relationship between the problems

tree and the objective tree

PROBLEM TREE OBJECTI VE TREE

„ Focal problem Project Purpose

„ Effects Overall

Objectives

Strategy Analysis (i)

„ The aim of strategy analysis is division of the

objectives tree into more consistent smaller sub-units that may, compose the core for a project.

„ Each of the sub-units of the objective tree can

represent an alternative strategy for the future project.

„ The project objectives set the framework for the

Strategy Analysis (ii)

„ Criteria for selection of the project strategy:

1. RELEVANCE: the strategy corresponds to the needs of the stakeholders.

2. EFFECTI VENESS: the lower level objectives of the strategy will contribute to achievement of

the project purpose

3. EFFI CI ENCY: cost-effectiveness of the

strategy in transforming the means into results. 4. CONSI STENT with development policies

The Logframe Matrix

„ The main output of the LFA is the logframe

matrix.

„ The Logical Framework Matrix is used to present

information about project objectives, outputs and activities in a systematic and logical way.

The Logical Framework Matrix

Objectives & activities

Indicators Means of

verification Assumptions

What needs to be fulfilled before activities

Pre- conditions

Assumptions (i)

„ Describe necessary internal and external

conditions in order to ensure that the activities will produce results

„ Assumptions are risks, which can jeopardize

the success of the project

„ Are worded positively, i.e. they describe

Assumptions (ii)

„ Should be relevant and probable

„ I f an assumption is not important or

almost certain: Do not include

„ I f an assumption is unlikely to occur:

Assumptions (iii)

„ Example of Assumptions for the Goal

and Purpose:

„ Political – stability of NSO and government

staff

„ Economic – sustainable economy

Assumptions (iv)

„ Example of Assumptions:

„ Adequate funds materials.

„ Skilled people – training needs.

„ Approvals & contracts – legal,

administrative.

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I ndicators (i)

„ I ndicators 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 I ndicators

Means of Verification

„ Tools or means to obtain the information

required by the indicators

„ I nclude:

„ project documents

„ field verification

Monitoring and Evaluation

„ Based on t he logical f ramework „ St rengt hens account abilit y and

t ransparency

„ Provides inf ormat ion f or ef f ect ive

management

„ Helps det ermine what works well and

what requires improvement

Purpose of Monitoring and

Evaluation

„ I t is the continuous process of

collecting, processing and assessing information about the:

„ Project implementation „ Project progress

Monitoring (i)

„ Continuous function that aims to

provide early indications of progress or lack thereof in the achievement of

Monitoring (ii)

„ Assumes the validity of the existing

plan

„ Takes place at project level

„ I s the responsibility of the project

management

„ I s based on the indicators defined in

Monitoring Responsibility

„

Project Management

„ Activities

„ Output indicators

„ Early outcome indicators

„

Project Target Group

„ Outcome indicators

Evaluation

„ Time-bound exercise to assess the

relevance, performance and success of on-going or completed projects

„ Questions the validity of existing planning „ I s related to the impact of a project

Evaluation Quality Criteria

„ Relevance (overall)

„ Efficiency (activities, outputs)

„ Effectiveness (outputs, outcome) „ I mpact (outcome, impact)

The

nine steps

of an LFA analysis

1 Analysis of project´ s Context 2 Analysis of Stakeholders

3 Problem Analysis/ Situation Analysis 4 Objectives Analysis

5 Plan of Activities

Why different steps in LFA?

Relevance;

Step 1 – 4 Context, Stakeholder-, Problem- and Objectives

analysis. Logical links between problems and

solutions, Relevant to support? (in accordance with strategies and problems in the country/ sector?)

Feasible

;

Step 5 – 7 Plan of Activities, Resources/ inputs and I ndicators.

Are the resources sufficient to achieve the

objectives? (Resources: Personnel, time, funding, equipment)

Sustainable

; Step 8 – 9 Risk analysis and Assumptions. I f the project is

I nternet information on LFA

www.google.com/ logical framework approach

http: / / www.ausaid.gov.au/ ausguide/ ausguidelines/ 1.ht ml

http: / / lgausa.com/ logframe_approach.htm

http: / / www.cgiar.org/ isnar/ gender/ hambly.htm

LFA summary

Relevant, Feasible and Sustainable projects/ programs - success!

Participation & ownership! Joint approach to project

Make problem analysis with accuracy / time to correctly analyze causes & effects

Connection problems and objectives

Add analysis such as cost effectiveness and gender, study on environmental aspects and make a clear division of responsibilities

How the LFA method works

depends on its users

Assignment

Apply LFA in creating value-added