Logical Framework Procedure Part I

Procedure to determine the intervention logic

1. I dentification of the project purpose (sustainable benefits for target groups)
2. Identification of the over-all objective (describing in broad terms the perspective in which the intervention will be executed . Usually, this will be the objective at the sub-sector level)
3. Identification of intermediate results (the objectives that- following the means-end logic lead to the project purpose and thus are intermediate results)
4. Identification of activities (the objectives that- following the means-end logic lead to the intermediate results)

Importance of the Over-All Objective

Describes the perspective of this intervention and other ones contributing to it. At this level, the influence of those in charge of the project is limited.

Importance of the project Purpose

Project Purpose is the local reference - in terms of sustainable benefits for target groups - which facilitates the management of the intervention and the monitoring / evaluation of its success or failure.

Importance of Assumptions

Assumptions influence or even determine the realization of intermediate results, project purpose and over-all objective. Already in the planning phase, these external factors should be known and it should be assessed whether they are likely to become true.

Procedure to determine the assumptions and preconditions

1. Identify objectives not included in the intervention logic but important for the realization of the stated objectives in the intervention
2. Place these objectives as external factors at the appropriate level
3. Identify other external factors not included in the diagram but important for the success of the intervention
4. Assess all external factors upon their importance and chance to be realized by using an algorithm
5. Following the conclusion of this assessment take out the external factor; keep the external factor as assumption or precondition; redesign the intervention.
6. Check in four stages, beginning with preconditions, whether the logic of the intervention is logical and complete.

Problem Analysis

-> Effect
-> Problem
-> Cause


Problem Identification Illustration Using a Problem Tree
on Vocational Training Institute

-> Core problem
Vocational Training fails to meet the demands of the labour market

-> Policy- Related Problems
Absence of clearly defined linkages between education, training and employment
Legislative framework for training is insufficient
Training policies are inadequate
Lack of knowledge and skills to devise effective reform strategies
Lack of knowledge to analyse problems

-> Operational Problems
Mismatch between initial training and job entry requirements
Inadequate management of VTIs
Inadequate linkages between VTIs and employers
Duplication and waste in the supply of training
Lack of clear guidance regarding the roles of public and private training providers


Solving Problem Using a Solution Tree

-> The Core Problem
Vocational Training System Set-up and Operational On a Tripartite Basis Capable of Delivering Skills to Meet Labour Market Demands


-> Policy-Related Problems
Education, training and employment have been closely linked
Appropriate Legislative framework for training has been established
Training policies reflect the needs of the economy and have been approved by the social partners
The Human Resources Department of the Ministry of Labour has strengthened capacity to analyse problems and devise effective reform strategies

-> Operational Problems
A trade testing and certification system set-up and applied on a tripartite basis
Improved management of VTIs
Regular consultation process established and operational between VTIs, employers and workers
Exchange of information on the supply of training contributes to the elimination of duplication and waste
The roles of public and private training providers have been clarified and adhered to

Goal Oriented Project Planning (GOPP)

• Based on a concept called the “logical framework” originally developed in the 70s by two USAID consultants.

• Introduced in technical cooperation projects supported by the Federal Republic of Germany through the Deutsche Geselischaft fur Technische Zusammernarbeit

• English version of the German Acronym ZOPP (Ziel Orientierte Projeckt Planung)

Cornerstones of the GOPP Planning Process

1. Participation
2. The 6 Planning Steps
3. Moderation
4. Visualization

A. Participation

Ø The Planning and Project Team

Bosses and Subordinates

Government Officials

Project Beneficiaries

Donors

Host-Country Participants

Ø The Team Approach

Joint Discussion of Ideas

Tackling of Problem at its Roots

Generating Ideas

Cooperation

Teamwork

Consensus

Joint Agreement

Mutually Agreed Upon Objectives

Ownership of the Output

B. The 6 Planning Steps

Problem Analysis

• Includes problem identification and analysis. The output is a problem Tree.

Objective Analysis

• Conversion of problems statements into objective. The output is an objective tree.

Alternative Analysis

• Examination of potential strategies and leads to decision about which objectives will be pursued in the project and which are beyond the scope of the project. The Output is a Project Strategy

Participation Analysis

• Assures that planners effectively incorporate all groups, organizations, and agencies directly involved in the project. The output is a Participation Analysis Matrix.

Project Planning Matrix

• Includes a narrative summary of purpose, goal and objective as well as Objectively Verifiable Indicators (OVIs). Means of Verification (MOV) and important assumptions. The output is the Project Plan.

Plan of Operations

• Development of a detailed operational activity plan and budget. The output is the Plan of Operations which, for each objective, details step-by-step activities, a time line, responsible persons, personnel requirements, physical inputs, the cost of inputs and services, assumptions, OVIs and MOV.

C. The Moderation

• Must be trained moderators
• Juggles a multitude of tasks
• Ensures preparation of workshop
• Resolves or manages conflicts prior to actual workshop
• Manages group communication processes and dynamics
• A moderator cannot be a participant and planner at the same time

D. Visualization

(The Card and Chart Technique)

Cards

• One idea- one card
• Write in large block letters
• Summarize idea in brief statement
• Three lines on a card
• Be consistent with the color scheme
• What is important is to communicate the idea

Charts

• Acronyms
• Definitions
• Jargon

Documentation of Process and Results

• Project Planning Matrix (PPM)

Project Cycle Exercise Case Solution

1. Pre-Investment Phase

Also known as the planning phase, where all necessary project planning documents are prepared.

2. Project Identification

Process of identifying and selecting most appropriate intervention. The most critical stage in the project preparation process.

3. Project Design

Setting of project objectives and description of project components. Includes implementation arrangements such as activities to be undertaken, project schedule and resource allocation and budgeting.

4. Feasibility Study Preparation

A series of study undertaken to determine viability or success of projects as early in the planning stage.

5. Market Study

Establishes the need/demand for the product or service that will be produced by the project. Foundation of other studies in feasibility study preparation.

6. Technical Study

After the need/demand has been established, technical study is prepared. Most appropriate technical alternatives are considered- location, technology, size or scale and timing of implementation.

7. Environment/Sociological Impact

Determines the positive and negative impacts of undertaking projects. Ideally, this is done after the preparation of the technical study.

8. Organization and Management

Analyzes if the project can be implemented/operated given the project tasks and personnel requirements of the project.

9. Financial and Economic Analysis

Provides a quantitative analysis of the project; a decision point whether to push through with the project given financial and economic indicators. Financial analysis provides information whether the project will be profitable or not; economic analysis on the other hand provides the cost and benefits in undertaking a project.

10. Project Appraisal

Proposal is submitted to funding agencies for negotiation and approval. Assumptions made during feasibility studies are validated and examined. The last stage in pre-investment phase.

11. Investment Phase

When the project is approved and given the funding. Includes mobilization of resources and undertaking of activities based on project design.

12. Project Implementation

Activities outlined in the project plans/documents are undertaken.

13. Progress Monitoring and Evaluation

Involves monitoring of activities, resources, schedule based on planned documents and making appropriate adjustments.

14. Project Completion report

The Project Management Office prepares a PCR before termination of Investments.

15. Post-Investment Phase

After all investments have been poured in, the project operates independently of the implementers. Benefits intended by the project started being realized.

16. Project Operation

The project is being turned-over to the beneficiaries. Beneficiaries “operate/run” the project. The product or service produced by the project is being utilized at this stage.

17. Project Benefit and Monitoring Evaluation

Monitoring of the beneficiaries’ utilization of project benefits.

18. Impact Evaluation

Measures the direct and indirect effects of the project to the beneficiaries and its contribution to a broader objective of larger population.

What is a Project

Project Identification

• Is the process of searching for promising investment opportunities that are directed towards overcoming problems constraining the achievement of desired development objectives, or towards exploiting an existing development potential.

Project design

• Setting of project objectives and description of project components. Includes implementation arrangements such as activities to be undertaken, project schedule, resource allocation, budgeting and structuring the project organization.

Feasibility Study Preparation

• Examines whether or not the project can and should be undertaken given the parameters and standards set-forth in the project design;
• Covers the following integrated areas of study: market/beneficiary analysis, technical study, organization and management analysis, financial analysis and economic study.

Feasibility Study Preparation

• Market Study

-determines the extent t which the product or services to be generated by the project is needed or demanded.

-is there a need/demand for the product or service?

• Technical Study

-determines the most feasible alternative means of solving potential problems in terms of technology, size or scale, location and timing of implementation;

-is this the best technical alternative?

• Feasibility Study Preparation

1) Organization and management

2) Financial Analysis

3) Economic Analysis

Organization and Management

Establishes the operational capability of organizations in undertaking the project requirements;

Can we implement /operate the project?

Financial Analysis

Determine the project’s profitability and debt servicing capacity

Will it be profitable? Can we repay the loan?

Economic Analysis

Determine a project’s net contribution to the economy;

Expected economic and social benefits are compared with the economic and social costs of undertaking the project;

What are the economic benefits/costs?

Project Appraisal

• A critical review of a project’s design whether it will be able to achieve the desired objectives; and,
• Analysis of a project’s potential contribution to higher level goal vis-a-vi with other projects in the pipeline.

Project Implementation

• Planned activities are undertaken to deliver the services and infrastructure to be provided by the project.
• Divided into:

Start-up Phase

Implementation Phase/Progress Monitoring

Phase-Out Phase

Project Monitoring and Evaluation

• Routine review of performance of various implementing groups and the use of project resources to ensure that all project activities are undertaken an orderly and optimal fashion

Project Phase-Out

• Once project “implementation” is completed, responsibilities are transferred from the project implementing team to the “receivers/beneficiaries” of the project. Also known as handover stage.

Project Operation

• Stage where beneficiaries utilizes the services and infrastructure provide by the project;
• the project is turned over to the project beneficiaries

Benefits Monitoring and Evaluation

• During the operation stage, the expected benefits of a project to the target beneficiaries are monitored and evaluated. The attainment of these benefits determines the success or failure of a project.

Impact evaluation

• Determine whether the stated goals were achieved;
• Attribute the identified effects in relation to the program or project;
• Determine conditions under which project is most effective; and,
• Identify any unanticipated consequences or side effects of the implemented project.

What is a project?

Project is a temporary endeavor undertaken to achieve a particular aim. Every project has a definite beginning and a definite end. Performed by people, constrained by limited resources, planned, executed and controlled. Projects are temporary and unique.

Projects are created at all levels of an organization. They may involve a single person or thousands. Their time spans vary greatly. They may involve a single department of one organization or cross organizational boundaries.

Project management can be applied to any project regardless of size, budget or timeline. Some examples are:

Developing a new product or service

Designing a new vehicle

Running a political campaign

Building a bridge

Sending a probe to a particular place

Setting up and ecommerce internet site

Capacity/Capability Building

Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements of the particular project. Project management knowledge and practices are best described in terms of their component processes. These processes can be place into five Process Groups:

Initiating, Planning, Executing, Controlling and Closing—

And nine (9) Knowledge Areas –

Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement.

The project team manages the work of the project, and the work typically involves:

Balancing competing demands for:

project scope, time, cost, risk and quality. Satisfying stakeholders with differing needs and expectations. Meeting identified requirements.

The term “project management” is sometimes used to describe an organizational approach to the management of ongoing operations. This approach treats various aspects of ongoing operations as projects in order to apply project management techniques to them.

Project Development Cycle

Pre-investment phase

Project Identification, Project Design, Feasibility Study Preparation, Negotiation and Appraisal

Investment Phase

Project Implementation, Progress Monitoring,

Project Phase Out

Post Investment Phase

Operation Phase

Benefits Monitoring and Evaluation

Impact Evaluation

ADMINISTRATIVE MANAGEMENT

1. What is CSW?

Complete Staff Work is the study of a problem or a situation and a formulation courses of action by a staff or follow department heads to enable the administrator to effect an immediate decision or appropriate recommendation to the LCE. CSW is actually a situation whereby all pertinent information to be used as basis for decision-making are made available.

CSW aims to facilitate correct, timely, and objective decision-making, to provide for effective management of issues or situations and to ensure responsiveness to the public and clients or key players affected.

It is expected that once an issue, a problem or a situation has gone through the process of CSW, the output is marked with the following characteristics:

a) Well researched

b) Properly coordinated and validated

c) Analyzed extensively

d) Provides options and recommendations for contentious issues

e) Provides the proper action documents to implement decision

f) Simple and well written

g) With ideas chronologically and logically sequenced

h) With follow-up action such as monitoring and reporting to the superior

2. Whose responsibility is the CSW process?

CSW procedure is expected to all departments.

3. What is the procedure of the CSW?

In the interest of efficiency in the processing of requests for issuances and/or approvals, such as executive orders, Sanggunian resolution or ordinances memorandum and similar directives, such requests shall be submitted to the Office of the Administrator or Office of the Governor/Mayor only after complete staff work has been conducted. The request shall enclose the basic papers and all documents by submitted departments related thereto, and with a covering Memorandum not exceeding two pages containing the following information:

1. Justification – an explanation on the economics, administrative or other justification for the requested issuance of approval.

2. Legal Basis – a statement citing the legal basis for the requested issuance or approval.

3. Agencies involved – a statement enumerating the departments, national agencies or offices that may be involved in, or affected by, the implementation of the requested issuance or approval.

4. Coordination with Agencies – a statement that the necessary coordination or consultations were made with the agencies involved or affected, attaching copies for their comments/recommendation thereon duly signed by the Department Secretaries or Heads of Agencies concerned.

5. Potential Problems – a statement on the potential risks, problem, complications, if any, that may arise if the request for Presidential issuance or approval concerned.

6. Fund Availability – a certification from the agency’s budget/finance officer that funds for the purpose are available, if necessary.

7. Draft Action Document – a draft of the dispositive action document desired from the LCE, subject to adjustment and finalization as appropriate by the Office of the Administrator.