1. A105067 ACTRAV/ITC-ILO Course Trade Union Training on Capacity Building for Promoting Decent Work The Logical Framework Approach and the Writing of Proposals

2. What is a Proposal? A proposal is a tool designed to receive funding and backing for a new project or programme. It is a crucial document: donors will decide whether or not to finance your project based on what you have written. Any proposal should reflect thoughtful planning.

3. Continues… A proposal identifies the project idea: -Demand from the target group; -Needs as defined by expert; -Available resources.

4. Some Keys Points to Remember Make sure that you are addressing a genuine problem and that you are equipped for it. Define your project thoroughly and in a participatory approach. Adapt your project according to the targeted donor’s criteria and values.

5. What is a Logical framework? The logical framework matrix provides a summary of: -Why a project is carried out? -What the project is expected to achieve? -How the project is going to achieve it? -Which external factors are crucial for its success? -Where to find the information required to assess the success of the project? -Which means are required? -How much the project will cost?

6. Continues… Intervention logic Objective verifiable indicators Sources of verification Assumptions and Risks Overall objective Project purpose Results Activities Costs Means Pre-conditions

7. The Logframe and the Project Cycle - Relevance and fulfilment of objectives- NGO’s mandate - Outcomes: how to use results in future- NGO thematic/geo orientations programming- Outcome: programme strategy - Pre-feasibility project studies - Outcome: decision YES/NO - All significant aspects of the idea are studied - Outcomes: logical framework - The agreed resources are used to achieve the project purpose - Reports/contract amendments - Outcomes: decision to continue as planned or re-orient the project Programming EvaluationIdentification ImplementationAppraisal Financing

8. Advantages of the Logical framework Approach Problems are analysed systematically. The objectives are clearly formulated, logical and measurable. The risks and conditions for success of a project are taken into account. There is an objective basis for monitoring. Your project will be coherent

9. The Logical Framework Approach Analysis phase Problem analysis: Identifying stakeholders, their key problems, constraints and opportunities, determining cause and effect relationships. Analysis of objectives: Developing objectives from the identified problems, identifying the relationships between the means and ends. Analysis of the strategy: Identify the different strategies to achieve objectives, determining the major objective (overall objectives and project purpose or specific objectives) Planning phase Logical framework: Defining the project structure, testing its internal logic and formulating objectives in measurable terms, determining means and costs. Activity planning: Determining the sequence and the relation between the activities, estimating their duration, setting the main stages in the process, assigning responsibilities. Resource planning From the activity schedule develop the input schedule and budget.

10. Problem analysis Problem analysis provides justification for the project. It entails following steps: Identification of the major problem faced by the beneficiaries. Development of a problem tree. Identification of the stakeholders affected in the proposed project.

11. How to Proceed with Problem Analysis Identify the key problems existing within a given situation (brainstorming). Select a starter problem Look for related problems to the starter problem Establish hierarchy of causes and effects: -Problems which are directly causing the starter problem are placed below; -Problems which are direct effects of the starter problem are placed above. Complete with all other problems accordingly. Review the diagram and verify its validity and completeness.

12. 1. Problem Analysis Problem Tree Effects Causes Rice production is insufficient for the population of village X The irrigation system is faultyAgricultural practices are unsuitable The system receives no maintenance Some irrigation structures have been destroyed Support services for farmers are not available in the area The framers have no investment capacity

13. 2. Analysis of Objectives: Transforming Problems into Objectives Problems Objectives Rice production is insufficient for the population of village X Rice production is sufficient for the population of village X The irrigation system is faulty Agricultural practices are unsuitable The irrigation system is working Agricultural practices are appropriate The system receives no maintenance Support services for framers are not available Some irrigation structures have been destroyed Farmers do not have investment capacity The system receives proper maintenance Support services for farmers are available Damaged irrigation structures are repaired Farmers have the resources to invest

14. 2. Analysis of Objectives Objectives’ Tree ENDS MEANS Rice production is sufficient for the population of village X The irrigation system is working Agricultural practices are appropriate The system receives proper maintenance Damaged irrigation structures are repaired Support services for farmers are available Farmers have the resources to invest

15. 2. Analysis of Alternatives Possible criteria to choose the intervention logic of your project among different project alternatives: -Available resources (especially human resources) -Probability of achieving the project purpose and its results -Costs -Timeframe -Risks

16. 3. Analysis of Strategy Overall Objective Specific Objective Expected Results CHOSEN STRATEGY Rice production is sufficient for the population of village X The irrigation system is working Agricultural practices are appropriate The system receives proper maintenance Damaged irrigation structures are repaired Support services for farmers are available Farmers have the resources to invest

17. 4. The Log-frame Intervention logic Objective verifiable indicators Sources of verification Assumptions and Risks Overall objective Project purpos e Results ActivitiesCostsMeans Pre-conditions

18. The Log-frame: Levels of Objectives The broader impact(s) to which your project will contribute to, but will not enable to reach entirely. The outcome of your project, what should be achieved at the end end of the project. Specific outputs which will contribute to the realisation of your project purpose. Concrete activities that will be undertaken during the project. Overall Objectives Project Purpose Expected Results Activities

19. The Log-frame: Indicator A quantitative and qualitative factor or variable that provides a simple and reliable means to: - Measure achievement; -Reflect changes connected to an intention; -Assess the performance of a development actor. It is a description of the project objectives in terms of quality, target groups, time and place. A pointer or index that quantifies and simplifies phenomena and helps us understand complex realities.

20. Characteristics of a good Indicator Objective: The irrigation system is working The indicator should be “SMART”: Specific = The irrigation pumps are functioning properly in the project area. Measurable = 50 of the irrigation pumps are functioning properly in the project area. Acceptable = is the indicator accepted by all the partners involved in the implementation of the project. Relevant = are the irrigation pumps the main problem? Time-bound = 100% of the irrigation pumps are functioning properly in the project area at the end of the project.

21. The Log-frame: Risks/Assumptions Consider the various risks and assumptions on your project. -External factors that may affect the projects’ implementation and long-term sustainability. -Synergetic activities made by other actors. Do not define assumptions that are endogenous to the project and the scheduled activities. Only mention relevant hypothesis.

22. The Log-frame: Risks & Assumptions Is the ricks important to the project? YesNo What is its probability?Ignore UnlikelyFairly UnlikelyAlmost certain Formulate an assumption Can the project strategy be modified to eliminate the risk? NoYes Stop the project Modify strategy, add activities

23. 5. Activity Planning Month123456etc. Activity 1xxxxxxxx Activity 2xxxx Activity 3xxxx Activity 4xxxx Year Year 1 By whom?

24. Resource Planning: Means/Budget MeansBudget Human resources Material/Equipment Travel, etc.

25. Things to Remember Have only one specific objective. Have a coherence in the hierarchy between objectives and results. Formulate objectives and results as they were already achieved. Define “SMART indicators.” Do not transpose the activities as indicators of the results. Do not define indicators next to the general objectives (they are irrelevant in most cases). Do not define sources of verification that are too expensive or impossible to get. In any case, if an expensive source of verification is mentioned, be sure to integrate it in the activities and within the budget Do not define hypothesis endogenous to the activities you should implement. Next to activities, mention the means (HR and materials) and the costs Do not forget pre-conditions

26. Writing Project Proposal Preliminary Remarks: Proposal is often the only tool for the donor to assess your project (e.g. reject it or not). Write a proposal only when your project idea is already well defined. Be sure to stick to the donor’s criteria and values

27. Select the Right Funding Source Donor’s mandate – which donor has a mandate compactible with your project? Donor’s preferences – what are your potential donor’s preferences, e.g. mines victims Selection criteria – how donors evaluate project proposals and are you likely to be selected? -Existence of an evaluation grid? -Consortium required?

28. Package Your Project into an Attractive Proposal Follow a logical thread: Background Problem Solution Sustainability Ensure internal coherence between: ProblemObjectiveMeans Note: Many donors follow the LFA

29. Coherence checklist Don’t leave a problem unresolved. Don’t identify objectives for which you don’t have appropriate means. Don’t propose activities that are not related to problems and objectives. Don’t list HR that are disproportionate to the objectives you aim to achieve.

30. Editing and Layout Pay attention to the language: Use simple language Use future tenses Be concise and logical Avoid spelling mistakes Find a catchy title Pay attention to the layout: Use your organisation’s logo on the front page Use headers and footers Use clear titles and paragraphs Break the monotony Add table of contents Print on standard format paper

31. General Structure Executive summary Presentation of the organisation Project background Project statement Goal and objectives Beneficiaries Proposed methodology: -Partners -Project implementation -Activities -Risks and assumptions -Means Budget Monitoring and Evaluation Sustainability Annexes

32. Executive Summary Why is it important? It is the first thing that is read. Sometimes, it is the only thing that is read. It can be used by the donor to communicate about your project. Content: What do you propose to do? Where? Why? For whom? With whom? For how long ? Note: Do write it only at the end Do it carefully Be concise Don’t cut and paste

33. Presentation of the Organisation Why is it important? Purpose: to establish credibility and image of a well-managed organisation that meets critical needs in its area of work. Tips Should not be too long If you are approaching a new donor, attach in appendix a presentation brochure and/or the last activity report. Contents Who are you? Philosophy/mandate History and significant interventions/track record Expertise in addressing the problem/need Organisational structure Major sources of support Affiliation, accreditation and linkages

34. Project Background Who took the contract initiative? Does the programme fit into an existing development plan or programme? Is this the first phase of the project, or the continuation of an activity already undergoing. If this is the case, which have been the main result of the previous phase? What studies have been done to prepare the project. Who else operates in this field.

35. Problem Statement Why is it important? Unless donors are convinced that there is real problem, they will not agree to disburse money for your project. Tips A good problem statement should: -Concern people -Be concrete and demonstrated -Be solvable -Arise from demand -Be an emergency or priority

36. Continues… Contents: The scope and magnitude of the problem What are the immediate causes of the problem? What are the underlying causes of the problem? What are the effects of the problem? How does it affect people? Why does it have to be addressed? Why now and not later?

37. Goal, Objectives & Expected Results Goal (or overall objective) describes the long-term goal your project will contribute to. Project Purpose or Specific Objective describes the object of your project in response to the core problem. The objective should be SMART: Specific – they must meet the needs (problems) identified. Measurable – they should be measured by concrete indicators which reflect the extent to which they have been attained. Acceptable – by all involved partners. Relevant – they must be adequate to the project socio-cultural environment. Time-bound – must be reached by the end of the project’s life span.

38. Beneficiaries Contents: Clearly identify direct and indirect beneficiaries: -Direct recipients provides training or services to the indirect (ultimate) beneficiaries. -The ultimate or indirect beneficiaries are those who will be better off as result of the project. How many? Where are they located? Description of their characteristics. Specify how and at what stage they will be involved in the project.

39. Proposed Methodology Contents: Partners Project implementation Activities Assumptions and Risks Means Why is it important? Indicate how objectives will be achieved?

40. Partners Clearly distinguished between main partners and others partners. Provide background information: -Goal/philosophy -Area of intervention -Relationship with beneficiaries -Cooperation track-record -Role in the project Type of partnership you set up Specify each partner’s role

41. Project Implementation Rationale for selecting a particular or unique methodology. Project implementation structure: roles and responsibilities of all the stakeholders. Tip Use a chart to describe the project implementation structure.

42. Activities What will be done? How? By whom? Where? By when? Tips Be as precise as possible Cluster activities by expected results Use a work-plan to summarize Example Training: How many persons? For how long? Starting when? Which methodology will be used (seminars, in-house, ad hoc courses, etc.) Why is the training necessary? Which new skills will the trainees acquire?

43. Risks/Assumptions Risks are external factors that could potentially jeopardise your project and are beyond the control of the project management. Assumptions are what you are supposing regarding those risks. Why is it important? It helps assess the factors which could jeopardise your project. It helps examining the project for completeness and consistency.

44. Means and Budget Human Resources Explain the responsibilities and tasks of each key person in the project. Justify the need for expatriate personnel. Materials Give an explanation of the most important budget line. Justify vehicles Budget Contents: Budget itself Budget explanations and justifications Tips Prepare it using your plan of action Don’t inflate the budget Follow carefully donor’s requirements Disaggregate your budget for each year

45. Monitoring and Evaluation Monitoring: to assess whether your project activities are on track. Evaluation: to assess whether your project is effective, efficient, has an impact, is relevant and sustainable. Contents: What will be monitored and why? By whom? How often? Using which tools and methods?

46. Sustainability Institutional sustainability Technical sustainability Socio-cultural sustainability Financial sustainability Why is it important? Because donor’s want to be sure that their investment will not be lost at end of the project and that you are already planning the phasing out of the project.

47. Annexes Glossary Maps Statistics and policy documents Proof of registration and tax benefits for donors Financial statement Composition of Board of Directors List of donors Annual reports, Brochures and publications Specific studies or evaluation reports Memorandum of understanding with partners Letters of support Pictures Others … Tips Refer to the annexes (see annex xy) in the proposal but If something is crucially important, write it in the proposal! Add a table of content for the annexes. Write the annex number on top of each page “annex No.xy” Separate each annex by a coloured page

48. Proposal Package Cover letter (use letterhead, mention project title, purpose, amount requested, contact person and list of enclosures) Project proposal: -Title page with logo -Table of contents -Executive summary -Detailed proposal -Annexes

49. Continues… Requested attachments (submit all documents requested by the donor which are not already included in the annexes).

50. The End! Any Questions?