1. Logical Framework Approach 1

2. Approaches to Activity Design Logical Framework Approach (LFA) – Originally developed in the 1970s, this planning process is required by many donors, including the GEF. Objective Oriented Project Planning (OOPP; originally called ZOPP - the German acronym) - very similar to the LFA. Results Based Management (RBM) or Results Oriented Assistance (ROA) - now being used by donors such as USAID and Canadian CIDA; it places as much emphasis on management, monitoring and evaluation of a project as it does on design. 2

3. These Approaches Require Require the participation of all key stakeholders and those who will be involved in implementing the plan; Are results oriented, i.e. they focus on what it is to be achieved, as well as on the immediate things that need to be done. 3

4. General Methodology of The Approaches All the methods involve objective-oriented planning, which comprises a series of steps: 1.Analyzing the existing situation; 2.Describing the desired situation, which requires identifying the solutions – often called project objectives; 3.Choosing the strategy for meeting the objectives; 4.Identifying the actions to be taken and the desired results; 5.Analyzing the risks or potential hindrances to success and the assumptions. 4

5. Logical Framework 5

6. This is the LFM not LFA LFA helps to: 1.Analyze the existing situation during activity preparation 2.Establish a logical hierarchy of means by which objectives will be reached 3.Identify the potential risks to achieving the objectives, and to sustainable outcomes 4.Establish how outputs and outcomes might best be monitored and evaluated 5.If desired, present a summary of the activity in a standard format, and 6.Monitor and review Activities during implementation. 6

7. How the Process is Carried Out System Approach Inputs: Situation Analysis Stakeholder Analysis Problem Analysis Objectives Analysis Alternate Analysis Processing: Developing The Matrix Outputs: LFM 7

8. PROBLEM ANALYSIS It’s a set of Techniques to: Analyze the existing situation surrounding a given problem condition Identify the major problems in this context Define the core problem of a situation Visualize the cause-effect relationships in a Problem Tree Approach, Mind Map, Venn Diagram. 8

9. Example Loss of confidence in bus company People are late Passengers hurt or killed Frequent bus accidents Effects Core problem Drivers not careful enough Bad conditions of vehicles Bad road conditions Vehicles too oldNo ongoing maintenance Causes 9 Major Problem

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11. Stakeholder Analysis Understand the interests of different groups, and their capacities to address identified problems, and Design activities that appropriately address institutional capacity, distributional and social issues. 11

12. How to Carry out a Stakeholder Analysis 1.Identifying the principal stakeholders (these can be at various levels, eg local, regional, national) 2.Investigating their roles, interests, relative power and capacity to participate 3.Identifying the extent of cooperation or conflict in the relationship between stakeholders, and 4.Interpreting the findings of the analysis and defining how this should be incorporated into activity design. 12

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14. Analysis of the Objectives Simple Convert the Negative Problem Statements into Positive Statement. 14

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16. Alternate Analysis Different criteria’s are used, such as: 1.Sustainability of the benefits 2.Ability to repair and maintain assets post-activity 3.Total cost and recurrent cost implications 4.Financial and economic viability 5.Technical feasibility 6.Contribution to institutional strengthening and management capacity building 7.Environmental impact, and 8.Compatibility of activity with sector or program priorities. 16

17. Characteristics yes – then logical framework SummaryImportant assumption Goal Purposeifand Resultsifand Activitiesifand then 17

18. Assumptions How to Word Assumptions Assumptions can be derived from the objectives Assumptions will be worded as a positive condition (c.f. Objectives) Assumptions will be weighted according to importance and probability 18

19. OBJECTIVELY VERIFIABLE INDICATORS (OVI’S) Objectively verifiable indicators define the performance standard to be reached in order to achieve the objective. They specify what evidence will tell you if an overall goal, project purpose or result/output is reached in terms of  quantity how much?  qualityhow well?  timeby when?  location / areawhere? They focus on important characteristics of an objective to be achieved They provide a basis for monitoring and evaluation. 19

20. MEANS OF VERIFICATION Tell us: Where we get the evidence that the objectives have been met Where we can find the data necessary to verify the indicator Some important questions: Are the means of verification available from normal sources? (statistics, observation, records) How reliable are the sources? Is special data-gathering required? If so, what will it cost? Has a new source to be created If we cannot find a means of verification, the indicator has to be changed! 20