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Introduction to the LFA Reader

German Foundation for International Development

Introduction to the

Logical Framework Approach (LFA)for GEF- nanced project

Reader

prepared by PARTICIP GmbH

Deutsche Stiftung fr internationale Entwicklung DSE

!

Annex I

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Introduction to the LFA ReaderContents

"# $REFA%E##################################################################################

!# I&'R *%'I #############################################################################

!#!# 'he Logical Framework Approach + a retro pecti,e,iew####################################################################################

!# # A.out thi Reader#########################################################################

# '/E L GI%AL FRA0E1 R2 A$$R A%/##################################################

#!# Introduction#############################################################################

# # 'he Anal3 i $ha e####################################################################

# #!#4takeholder Anal3 i #################################################################

# # #$ro.lem Anal3 i ####################################################################

# #5#Anal3 i of .jecti,e ################################################################# #6#4trateg3 Anal3 i (7Anal3 i of Alternati,e 8)#############################

#5# 'he planning pha e######################################################################

#5#!#'he Logframe 0atri9###################################################################

#5# #Le,el of .jecti,e ##################################################################

#5#5# A umption #######################################################################

#5#6# .jecti,el3 :eri a.le Indicator ##################################################

#5#;#4ource of :eri cation#################################################################

#5#

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Introduction to the LFA Reader

0. PREFACE 'he Logical Framework Approach (LFA) i a tool + or rather an openset of tools + for project desi n and mana ement. It purpo ei to pro,ide a clear@ rational framework for planning the en,i ioned

acti,itie and determining how to mea ure a project ucce @while taking e9ternal factor into account#At the reBue t of the Glo.al En,ironment Facilit3 (GEF) %ouncil@ theLogical Framework (logframe) Approach i .eing adopted .3 all GEFproject ince >ul3 !CCD# Regardle of the %ouncil deci ion@ LFA inot to .e een a a funding Agenc3 reBuirement .ut a a realopportunit3 to further impro,e the Bualit3 of GEF project #

4ince that date@ the German Foundation for internationale,elopment ( 4E) ha @ in cooperation with the GEF Implementing

Agencie (*& $@ 1orld ank@ and *&E$)@ carried out ,ariouwork hop on the introduction of the Logical Framework Approach(LFA) for project de ign# 1ithin the e work hop the 4E intendedto introduce LFA a a participator3 and e9i.le approach for projectde ign in de,elopment cooperation#

ne output of the work hop wa the need for a complementar3reader# 'he new reader i not@ howe,er@ a de cription of LFA ingeneral# It i o ered a a re ource .ook for GEF project inparticular# 'he LFA ,oca.ular3 ha .een adapted into the GEFconte9t# %hapter 5 i dedicated peci call3 to the particularitie of appl3ing the LFA for project de,elopment and implementation in theGEF conte9t#

'he r t part of the reader i dedicated a a theoretical introduction#In a econd part (which i till to .e de,eloped) pecial GEF projectwill .e demon trated a practical ca e tudie #

'he e9perience in appl3ing the LFA in ,ariou project and thee9perience in a num.er of work hop howed the need toempha iHe the idea that

t!e "FA is not a matrix# not a $or%s!op# b&t an approac! #

ur thank go to the Federal 0ini tr3 of Economic %ooperation ande,elopment ( 0 ) for funding thi reader and to the GEF

Implementing Agencie that ha,e contri.uted to thi document with,alua.le ugge tion and comment #

erlin@ """

Alan 1al ch

5

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Introduction to the LFA Reader'. I(TR)*+CTI)(

'hi r t chapter of the Reader 7Introduction to the LogicalFramework Approach8 gi,e a hort o,er,iew of the .ackground of the Logical Framework Approach (LFA)J where it come from andwh3 it wa introduced in de,elopment organi ation # n that .a i it

will .e e9plained what thi reader intend to delineate@ and how it itructured#

'.'. T!e "o ical Frame$or% Approac! , aretrospecti-e -ie$

0ore than three decade ha,e pa ed ince the r t introduction of the Logical Framework Approach (LFA) in a de,elopmentorgani ation# 'oda3 it i .eing u ed widel3 and increa ingl3 1 #

1hen *#4#A#I# # + the *nited 4tate Agenc3 for Internationale,elopment decided in the earl3 !CD"ie to introduce the Logical

Framework it did o a a re pon e to a num.er of pro.lemencountered with project e,aluation # 'he e pro.lem were 2 J -a &e plannin J In general there wa no clear picture of

what a project would look like if it were ucce ful + theo.jecti,e were multiple and not clearl3 related to the projectacti,itie K

&nclear mana ement responsibilities J 'here were man3important factor out ide the control of project manager not

tated a uch (e9ternal factor )@ which made it di cult onthe part of the project manager to accept re pon i.ilitie for

outcome K e-al&ation as an ad-ersary process In the a. ence of

clear project target e,aluator tended to u e their own judgement a to what the3 thought wa 7good8 and 7.ad8#E,aluation re ult would rather .ecome the .a i forargument a.out what wa de ira.le and unde ira.le in teadof fo tering con tructi,e action for project impro,ement#

0an3 3ear ha,e pa ed ince then# 'he LFA ha .een de,elopedre ecting e9perience gained with de,elopment project and withthe application of the LFA it elf and it ha .een adapted according

to the peci c policie and trategie of organi ation # 1herea1 LFA i .eing u ed a a planning and management tool .3 it elf or a anin trument forming part of $roject %3cle 0anagement ($%0)# 7 $$8 or

.jecti,e - riented $roject $lanning of the German %orporation for 'echnical%ooperation (G' ) i ,er3 imilar to the LFA#2 $ractical %oncept IncorporatedJ 'he Logical Framework# A 0anager Guide to a4cienti c Approach to e ign and E,aluation# 4pon ored .3 *4AI # 1a hington@!CD

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Introduction to the LFA Readerinitiall3 the LFA wa rather a tool for a standardi/ed presentationof project ( descripti-e in nature)@ facilitating the deci ion-makingprocedure for tho e appro,ing the project in the !CD"ie it .ecamea tool for impro-ed desi n of project @ turning more analytical inorder to achie,e more ucce ful project # In the !CM"ie and!CC"ie LFA e9panded to .ecome a tool for impro-ed project

desi n and mana ement @ maintaining it analytical foc&s .ut.roadening it with comm&nication aspects #3

'he rea on for introducing the LFA ha,e not changed con idera.l3+ one major dri,ing force .ehind the introduction ha almo t alwa3.een the need to impro,e the e ecti,ene of project # Althoughwhat i con idered to .e crucial to achie,e e ecti,ene hachanged in the light of e9perience# 1hen for e9ample the European%ommi ion introduced LFA a a part of $roject %3cle 0anagementin the earl3 !CC" it did o on the .a i of a re,iew carried out onthe e ecti,ene of it de,elopment work# 'he three ke3weakne e identi ed then were the following 4 J

that there wa a general tendenc3 to confu e the project withthe people that were meant to pro t from it implementationand functioningK

in man3 ca e @ ,itall3 important a pect were o,erlooked inproject preparation@ implementation and follow-upK

too often@ deci ion were taken without .eing u.ject to thereBuired deci ion-making di cipline appropriate to each pha ein the project c3cle#

At the European %ommi ion the e weakne e were tran lated intopo iti,e guiding principle 5 forming the corner tone of $roject %3cle0anagement with the LFA .eing it principle project de ign andmanagement tool#

1here the LFA drew it concept from cannot .e an wered with aingle ource# It wa pro.a.l3 a et of ource that in pired the

de,elopment of the LFA# %orporate and militar3 planning are citeda root of the LFA@ a well a @ later on@ cience and e9periencegained from the management of comple9 pace age programme

3 anidaJ Logical Framework Approach# A Fle9i.le 'ool for $articipator3e,elopment# Fe.ruar3 !CC

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Introduction to the LFA Reader(e#g# earl3 atellite launching )@ introducing the formulation of h3pothe i and their te ting# 6

i erent in titution ha,e di erent approache to the LFA@empha iHing certain a pect that are of peci c importance to theirwork# All the e di erent approache cannot .e taken intocon ideration in thi reader# Reference are made to pu.licationthat o er additional information#

1hat the LFA con i t of and what it potential and challenge arei e9plored in the following chapter#

'. . Abo&t t!is Reader

'hi reader pro,ide a theoretical introduction to the LogicalFramework Approach# 'he LFA i pre ented a an open et of toolfor project de ign and management to .e complemented .3 othertool # 'he focu of the introduction though lie on e9plaining the LFAtool them el,e and how the3 are related@ hedding light on therationale .ehind the LFA eBuence# For the ake of clarit3 thepre entation of complementar3 tool i not wo,en into thepre entation of LFA tool # $o i.le complementar3 tool arementioned in footnote @ indicating reference for further reading onthem# ne e9ception to thi di,i ion i made in the ca e of

takeholder anal3 i J A will .e e9plained takeholder anal3 iform an integral part of the LFA .ut + a oppo ed to the other LFAtool - ha not .een interlinked methodologicall3 with the LFA

eBuence# A there i no 7o cial8 LFA-tool for takeholder anal3 i anum.er of po i.le tool for the anal3 i of takeholder and theillu tration of the nding are gi,en#

'he reader i de igned a a theoretical .a i to .uild on andhopefull3 make it a work in progre # For a tart it e9plain what theLFA can .e@ and what it can t .e (limitation ) which i re ected inthe reader tructureJ

uring the ne9t chapter the LFA i laid out in it component andtheir interconnection# A 7mini-ca e8 in ection #6 i u ed a ane9ample for a project to illu trate the theoretical e9planation # 7 Afterha,ing e9plained what the LFA actuall3 i @ or can .e@ at the end of the chapter limitation of the u e and ri k in the application of theLFA are pointed to#

%hapter 5 i dedicated peci call3 to the particularitie of appl3ingthe LFA for project de,elopment and implementation in the GEFconte9t@ including a ta.le that pro,ide an idea on how and whenthe LFA tool can .e applied throughout the project c3cle

6 $ractical %oncept Incorporated@ p# I- #7 LFA can eBuall3 u ed for programme de ign and management@ which i note9plicitl3 tackled in thi reader# 'he proceeding i the ame@ .ut the le-els of pro.lem @ o.jecti,e @ etc# are di erent#

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Introduction to the LFA Reader/ow doe the application of the LFA for project de ign introducedt!eoretically tran late into practice N /ow could the actualproce of appl3ing the LFA look like for project de ign in the GEFconte9tN A ketch with a num.er of idea on the e Bue tion ianne9ed to the theoretical introduction + the ketch i .3 no meancomprehen i,e .ut hould help to picture what the di erent

7la3er 8 of the project de ign proce are@ how the3 are connectedand which role the LFA pla3 in thi etting#

'he applica.ilit3 of the LFA i not limited to project de ign# It canal o facilitate project management@ interlinking the LFA with thedi erent tage 8 of a project# 9 In the nal ummar3 an outlook igi,en on the u e of the LFA a a project management tool#

8 In the pre entation of GEF project c3cle ( Glo.al En,ironment Facilit3J 'he GEF$roject %3cle@ 0arch !CC

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Introduction to the LFA Reader. THE ")GICA" FRA1E2)R3 APPR)ACH

In thi chapter it i e9plained which role the LFA pla3 in projectde ign#

.'. Introd&ction

'he LFA i a tool + or rather an open set of tools + for projectdesi n and mana ement # It entail an e-ol&tionary# iterati-eanalytical process and a format for presentin t!e res&lts of t!is process @ which et out 3 tematicall3 and logicall3 theproject or programme o.jecti,e and the cau al relation hip.etween them@ to indicate how to check whether the e o.jecti,eha,e .een achie,ed and to e ta.li h what e9ternal factor out idethe cope of the project or programme ma3 in uence it ucce # 10

'he LFA can .e a 7 frame to !elp lo ical $or% 8 .ut it can tu. titute for that work 11 or@ a written in the anida 0anual on the

LFAJ 7LFA i no wonder drug@ which can u. titute for e9perience@in ight and re ection8 12 #

4ene5ts associated to t!e application of t!e "FA

* ed in a e9i.le and creati,e wa3 and .uilding on e9perience@in ight and re ection the LFA can contri.ute toJ

impro-e project desi n foster project performance facilitate project mana ement

'he LFA can help to achie,eJ a str&ct&red project desi n process. LFA ugge t a

logical eBuence@ interlinking the indi,idual tep in thede ign proce #

transparency. 'he rea on wh3 a certain project i meant to.e implemented are laid open (what are the pro.lem andwho e pro.lem are the3N) a well a the internal logic of theproject de ign (what i the project e9pected to achie,e andhowN)#

10 %ommi ion of the European %ommunitie J $roject %3cle 0anagement@ 0anual#Fe.ruar3 !CC5@ p# !M#11 Ga per @ e J $ro.lem in the Logical Framework Approach and %hallenge for7$roject %3cle 0anagement8 inJ the %ourier@ &o# !D5@ >anuar3 - Fe.ruar3 !CCC@p#DD#12 anida@ p# 6;#

M

a frame to helplogical work

an open set oftools for pro- ject design andmanagement

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Introduction to the LFA Reader participation. of the takeholder in,ol,ed in the project

de ign and management@ which i an e ential prereBui itefor the s&stainability of a project# 13

a consistent project strate y. 'he LFA pro,ide tool toclearl3 link cau e and e ect # 'o .etter a e ri k it al o

take into account e9ternal factor that are crucial for theucce of the project@ .ut lie out ide the control of theproject#

objecti-ely -eri5able indicators. Indicator de cri.eo.jecti,e in mea ura.le 7empiricall3 o. er,a.le8 14 term andpro,ide the .a i for performance mea urement and projectmonitoring and e,aluation#

6exibility in adapting to changing condition (that are of rele,ance for the project)# 'he LFA e ta.li he a frameworkthat make the underl3ing rationale and a umption

tran parent and help to react to change .3@ e#g#@ re,i ingthe de ign#

1ithin the LFA proce information ow and communication arefurthermore enhanced making u e of participator3 work form (e#g#work hop ) and techniBue uch a facilitation and ,i ualiHation#

13 4ee al o anida@ p#6

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Introduction to the LFA Readerto de,elop a comprehen i,e picture of the intere t group @indi,idual and in titution connected to the en,ironmental pro.lemand project idea#8 17 7ta%e!olders and projects a8ect eac!ot!er + in po iti,e or negati,e wa3 # A project that doe not takeinto account the ,iew and need of the ,ariou rele,ant

takeholder will hardl3 .e a.le to achie,e an3 o.jecti,e in a

u taina.le wa3# It i therefore crucial to tart identif3ing andanal3 ing the rele,ant takeholder @ their intere t @ pro.lem @potential @ etc# at an earl3 tage to then integrate the takeholderaccordingl3 into the project de ign and management#

'he procedure for takeholder anal3 i i Buite undetermined andopen# 4takeholder anal3 i i methodologicall3 not integrated intothe LFA eBuence a will .ecome e,ident later# T!e 5ndin s of t!esta%e!older analysis rat!er accompany t!e "FA process andcan .e pictured a a 7tran parenc38 that e,ol,e throughout theearl3 tage of the LFA project de ign proce and hould .e u eda an o,erla3 .e it for further ela.oration or cro checking duringother LFA tage #

4takeholder anal3 i houldn t .e carried out u ing model + thetool cho en hould re ect peci c reBuirement # 1hat might .eu eful though to pre ent in thi reader are the sta es to followduring takeholder anal3 i # For each tage the adeBuate tool ha,eto .e identi edJ 18

7ta e ' Identi5cation of all sta%e!olders in-ol-ed

In thi r t tage@ all takeholder (e#g# indi,idual @ formalPinformal intere t group @ e#g# profe ional group @ famil3 unit @

migrant @ in titution @ er,ice or implementing agencie @other project @ etc#) which ma3 .e a ected .3 theen,ironmental pro.lem or which ma3 a ect the project areidenti ed#

'he group li ted are then re,iewed to ee@ whether the3 arehomogenou unit or whether the3 con i t of u.-group or

ection with peci c intere t or pro.lem that ha,e to .eli ted eparatel3#

It i important to li t all takeholder who e ,iew ha,e to .eknown in order to full3 under tand the pro.lem@ a well a all

takeholder that are likel3 to .e a ected .3 the project@po iti,el3 or negati,el3@ in a direct or indirect wa3# It i eBuall3

17 Finni h International e,elopment Agenc3 (FI&&I A)J Guideline for $roject$reparation and e ign# /el inki@ >une !CC!@ p# !"C# For checkli t with ke3Bue tion for takeholder anal3 i that are not comprehen i,e .ut might help toidentif3 crucial a pect to take into account al o ee Inter-American e,elopment

ankP anco Interamericano de e arrolloJ 'he Logical Framework Approach(LFA)J A 4tructured Approach to $roject $lanning# AtJhttpJPPwww#iad.#orgPe9rPengli hP$ LI%IE4PparticipateP ecD#htm18 Adapted from FI&&I A@ p# !"C #

!!

http://www.iadb.org/exr/english/POLICIES/participate/sec7.htmhttp://www.iadb.org/exr/english/POLICIES/participate/sec7.htm

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Introduction to the LFA Readerimportant to pa3 attention to gender@ a the ,iew andintere t of men and women ma3 di er to a con idera.lee9tent#

!

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Introduction to the LFA Reader

7ta e Cate ori/ation of t!e sta%e!olders

4takeholder in,ol,ed

acti,e .ene ciarie a ected

potential upporter potential opponent

After ha,ing li ted all rele,ant takeholder the3 arecategoriHed according to the peci c rele,ant criteria@ which

ma3 di er greatl3 from project to project# 'o gi,e an e9amplethe graph pre ented a.o,e could .e a wa3 of categoriHing

takeholder #

After ha,ing categoriHed the takeholder the mo t rele,anttakeholder for the peci c project conte9t are elected for

detailed anal3 i # 7ta e 9 *etailed analysis of selected sta%e!olders

Quite a num.er of tool are a,aila.le for a more detailedanal3 i of elected takeholder # nce againJ the choice@which tool or tool to u e alwa3 depend on whichinformation i of intere t in a peci c ituation# 'he two toolpre ented .elow hould o er ome idea for a pect thatmight .e of intere t for takeholder anal3 i and how to,i uali e them# 19

ne wa3 to anal3 e takeholder i to identif3 theirindi-id&al c!aracteristics (.elow) and u. eBuentl3 thee9pected implications for a project ( uch a re i tance or

upport)# 'he nding can .e di pla3ed in a matri9 a can .eeen a.o,e# At thi point it alread3 .ecome o.,iou thattakeholder anal3 i i done within a peci c etting@ or a

peci c ituation# In our illu tration ca e the cenario (initialituation) hould .ecome clearer when turning to pro.lem

anal3 i #19 'he 1orld ank pre ent in it 7$articipation 4ource.ook8 7 ene ciar3A e ment8 a a method for takeholder con ultation a a Bualitati,e methodthat relie primaril3 on three data collection techniBue J a) in-depthcon,er ational inter,iewing around ke3 theme or topic .) focu groupdi cu ion c) direct o. er,ation and participant o. er,ation# For the fulldocument eeJ

httpJPPwww#world.ank#orgPhtmlPediP ource.ookP .a!"

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Introduction to the LFA Reader

Another focu that can .e cho en for takeholder anal3 i ithe relation .etween the ingle takeholder # A map of relations (.elow) pro,ide an o,er,iew of the takeholderin,ol,ed and how the3 relate to each other# If a more detailedanal3 i i reBuired the takeholder can .e 7tran ferred8 into

a matrix (into the r t row and the r t column) to pecif3e9plicitl3 the nature and t3pe of relation .etween twotakeholder #

!6

DSE!ndividual "haracteristics of #takeholders

+++ etc+ +++

$ little resistance in case ofe%tension& training with nolosses in harvest involved

$ etc'

$ under pressurefrom co-operative(lobby of large-scale farmers)

$ open to innovation

$ econom' vulnerable,struggling withcompetition

$ save money, in-crease harvest '''

$ use of alternative typesof cultivation

$ few monocultures '''

small-scalefarmers

$ strong resistance in case ofprofit losses

$ strong lobby influence ongovernment'''

$ financial resourcesfor new t echnologies

$ esource-savingpotential throughclean technologies''''

$ ma%imise profits$ interest in image'''

$ important economicfactor (strong lobby)

$ no trade unions'''

industry '

$ strong support in case ofconservation or pollutioncontrol measures

$ resistance in case rights tocatch fish are limited'''

$ familiar with river and watershed

$ know pollution hotspots'''

$ basis for living isdestroyed

$ strong decrease inincome'''

$ traditionally importantincome source forcommunities

$ small but active co-operative'''

fisherfolk

implications for theproject

$support$resistance+++

potentials ,deficiencies

$resource endow-ment

$knowledge e'-perience+++

problems ,interest

$unsatisfied needs$interests objec-

ti%es+++

characteristics$social economic$structure

organisation status$attitutes+++

stakeholder

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Introduction to the LFA Reader

7ta e : 7ettin priorities

At a certain point during the LFA proce a deci ion ha to .etaken on which o.jecti,e to adopt for the project@ i#e# who eintere t and ,iew to gi,e priorit3# Ideall3 a con en u hould.e found .etween the takeholder in,ol,ed - reali ticall3 anattempt hould .e made to achie,e a compromi e .etweenthe di erent takeholder ,iew and intere t @ although at

time it might .e more uita.le to concentrate on theprioritie of core takeholder rather than on a compromi e@7no.od3 i reall3 committed to8 20 # 1hen de ning o.jecti,e iti important that it i agreed upon and made tran parentwhich ,iew and intere t are gi,en priorit3 to# Attention hato .e paid to potential con ict ari ing from etting prioritie #It hould .e carefull3 con idered where con ict could ari e@how the3 could .e a,oided or mediated@ and what impact itwould ha,e on the project if the con ict cannot .e a,oided ormediated#

For anal3tical and didactical purpo e takeholder anal3 i ha .eenpre ented apart from pro.lem anal3 i although .oth are clo el3connected a part of an initial 7 ituation anal3 i 8J without people,iew on a pro.lem the problem ( ituation) won t .ecome clear( takeholder con ultation on pro.lem ) and without con ultation of

takeholder on a pro.lem their -ie$s (intere t@ potential @ etc#)won t .ecome clear# 'he anal3 i and planning tep of the LFA

hould .e related to the takeholder anal3 i @ making it a point of continuou reference# 1hene,er an3 of the anal3 i or planning

20 n thi la t a pect al o ee anida@ Anne9 II@ p# !

!;

DSE*ap of elations

fisherfolk

industry y

*inistry ofAgriculture

large-scale

farmers

industry %

small-scalefarmers government

affected waterusers

stakeholder %

Legend)depending oncompetition

co-operationconflict

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Introduction to the LFA Readertep of the LFA ha to .e re,i ed the takeholder anal3 i hould

.e re-con idered#

'hi lead to the tatement made initiall3@ that takeholder anal3 ii not an i olated anal3 i tep@ .ut a proce # 'he land cape of

takeholder in,ol,ed in a project e,ol,e with the earl3 anal3 itage of an LFA proce # 'o tart with careful and ela.orate

re earch (empirical anal3 i ) on the di erent takeholder might .enece ar3 to .e complemented .3 di erent form of directcon ultation#

. . .Problem Analysis

1ithin the LFA it i a umed that for tarting to think a.out a projectthere ha to .e a percei,a.le need for an inter,ention# efore goingfurther@ in the GEF conte9t@ in order to .e eligi.le for GEF fundingthe inter,ention need to .e of glo.al intere t # GEF project workconcentrate on four main focal area J .iodi,er it3@ international

water @ climate change and oHone depletion# 'he term glo.aligni cance mean in thi re pect that the project either aim at

reducing or eliminating a threat to a .iodi,er it3 or internationalwater re ource or in the ca e of climate change@ trie to remo,e a.arrier to the e ta.li hment of a renewa.le or energ3 a,ingtechnolog3# If the general project idea doe not meet the e criteria@the project i not eligi.le for GEF funding and upport need to .e

ought from other donor #

It i a umed that a need for an inter,ention e9i t if there i anunde ired ituation# 'he inter,ention (project) i meant to help

ol,ing the unde ired ituation# 1ithin the LFA 7unde ired ituation8i tran lated and cr3 talli ed into 7pro.lem 8# Anal3 ing pro.lemtherefore mean to anal3 e an e9i ting ituation#

uring pro.lem anal3 i the negati,e a pect of an e9i tingituation are anal3 ed# 2e3 pro.lem are identi ed and the cau al

relation hip .etween them#

Initiall3 information on the e9i ting ituation ha to .e collected andanal3 ed which@ depending on the comple9it3 of the circum tance @might take a long time# n thi .a i the takeholder identi ed arecon ulted for their ,iew and perception # 'he con ultation cantake place through ,ariou form 21 that ha,e to .e cho endepending on the takeholder # ften the con ultation areorgani ed a participator3 work hop # 7 rain torming8 can .e u eda a techniBue at the .eginning of a work hop to identif3 ke3pro.lem with the takeholder # /a,ing collected a num.er of ke3pro.lem a o-called tarter pro.lem i elected to .egin withclu tering the pro.lem J a hierarch3 of ca&ses and e8ects i .eing

21 e#g# round ta.le @ informal meeting @ emi- tructured inter,iew or other rapidapprai al techniBue (e#g# Rapid Rural Apprai alP RRA or $articipator3 RuralApprai alP $RA)#

!une !CC!#

Fore tr3 'raining $rogramme (F'$)J $lanning and 0anagement of $articipator3 Fore tr3 $roject # :olume !J $roject %3cle# $u.li hed .3FI&&I A# April !CC #

Fore tr3 'raining $rogramme (F'$)J $lanning and 0anagement of $articipator3 Fore tr3 $roject # :olume J Reading # $u.li hed .3 FI&&I A#April !CC #

Ga per@ e J $ro.lem in the Logical Framework Approach and %hallengefor 7$roject %3cle 0anagement8# InJ the %ourier@ &o# !D5@ >anuar3 +Fe.ruar3 !CCC@ p# D; + DD#

Glo.al En,ironment Facilit3 (GEF)J 'he GEF $roject %3cle# 0arch !CC

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Introduction to the LFA Reader:. . From t!e Internet

'he 1orld ankJ 'he 1orld ank $articipation 4ource.ook# Appendi9 !J0ethod and 'ool # ene ciar3 A e ment# 0ethod for 4takeholder%on ultation#

AtJ httpJPPwww#world.ank#orgPhtmlPediP ource.ookP .a!"

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Introduction to the LFA Reader

:.9. Glossary

Acti-ities 1hat need to .e done to achie,e theoutput of a project@ making u e of human@ technical and nancial input #

Acti-ity sc!ed&le In an acti,it3 chedule a projectacti,itie are .roken down intooperational detail# An acti,it3 chedulela3 open dependencie .etweenacti,itie K clari e the eBuence@duration and precedence of acti,itie Kidenti e ke3 mile tone to .e achie,edK

er,e a a .a i for project monitoringKa ign management re pon i.ilit3 andimplementing re pon i.ilitie #

Analysis of)bjecti-es

Anal3 i of .jecti,e de cri.e a futureituation that will .e achie,ed .3 ol,ing

the pro.lem identi ed during pro.lemanal3 i # uring anal3 i of o.jecti,epotential olution for a gi,en ituationare identi ed# 'hi in,ol,e thereformulation of the negati,e a pect(7pro.lem 8) identi ed during pro.lemanal3 i into po iti,e one (en,i ionedfor the future@ i#e# de ired .utreali ticall3 achie,a.le)# 'he rationale of the reformulation i to deri,e theo.jecti,e directl3 from the actuale9i ting pro.lem identi ed and not fromel ewhere#

Analysis P!ase uring the anal3 i pha e a profoundanal3 i of an e9i ting@ unde ired

ituation i carried out (4ituationP$ro.lem anal3 i and 4takeholderanal3 i )@ from which the anal3 i of o.jecti,e i deducted (identif3ingmean to end relation hip ) and the

di erent potential trategie to .epur ued within the framework of aproject or programme are identi ed#

Ass&mptions A umption are e9ternal factor that lieout ide the control of a project .ut ha,eto .e attained in order to reach theproject o.jecti,e # 'he3 in uence ore,en determine the ucce of theproject# 'he aim of pecif3ing

;;

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Introduction to the LFA Readera umption (and pre-condition ) i toidentif3 and a e potential ri k to anddependencie of the project right fromthe initial tage of project de ign@ to

upport the monitoring of ri k duringthe implementation of the project and topro,ide a .a i for nece ar3adju tment #

Cost %o t are the nancial re ource neededto carr3 out the acti,itie identi ed topur ue a project o.jecti,e #

)bjecti-e Re pond to the Bue tion 71h3 do theproject8# 'he achie,ement of theo.jecti,e i the project impact# ene tfor .ene ciarie deri,ed from outcome

'here hould .e onl3 one projecto.jecti,e#

Hori/ontal lo ic 1ithin the horiHontal logic of thelogframe matri9 indicator to mea ureprogre and impact are peci ed andthe ource or mean .3 which theindicator will .e ,eri ed#

)&tcome %hange in de,elopment condition.ecau e of the output trateg3 and ke3a umption 2e3 component of theproject o.jecti,e#

"o ical Frame$or%Approac! ?"FA@

'he LFA i an open et of tool for projectde ign and management# It entail ane,olutionar3@ iterati,e anal3tical proceand a format for pre enting the re ult of thi proce @ which et out

3 tematicall3 and logicall3 the projector programme o.jecti,e and thecau al relation hip .etween them@ toindicate how to check whether the eo.jecti,e ha,e .een achie,ed and to

e ta.li h what e9ternal factor out idethe cope of the project or programmema3 in uence it ucce #

"o ical frame$or%matrix ?lo framematrix@

'he main output of the LFA i thelogframe matri9# It i a format forpre enting the re ult of the LFA a aproce @ and i de,eloped on the .a i of the LFA tool applied during the anal3 ipha e# 'he logframe matri9 er,e a a

;

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Introduction to the LFA Readerummar3 of the ke3 information on the

project - it pro,ide an ea 3 o,er,iewthat allow a Buick a e ment of thecon i tenc3 and coherence of the projectlogic#

1eans 0ean are the human@ material ander,ice re ource (input ) needed tocarr3 out planned acti,itie andmanagement upport acti,itie #

1ilestones 0ile tone de ne intermediate target to.e achie,ed and pro,ide the .a i formonitoring#

)bjecti-elyBeri5ableIndicators ?)BIs@

.jecti,el3 :eri a.le Indicator ( :I )are peci c and o.jecti,el3 ,eri a.lemea ure of change or of re ult a a

con eBuence of project P programmeacti,itie # 'he3 pro,ide the .a i forperformance mea urement and areu eful to con,e3 to other what theproject trie to achie,e (tran parenc3)#

)bjecti-es tree 'he o.jecti,e tree i u ed a a tool forthe Anal3 i of .jecti,e J within the7tree8 the o.jecti,e are tructured in ahierarchical order and the former cau e+e ect relation hip .etween the ke3pro.lem identi ed are turned intomean +end relation hip .etweeno.jecti,e (what need to .e done toachie,e whatN)#

)&tp&ts 4peci c product and er,ice to .epro,ided .3 the project to the projectdirect .ene ciarie nece ar3 forachie,ing the outcome # '3picall3 relateto reducing identi ed pre ure orthreat to the en,ironment throughcapacit3 de,elopment@ awarene

rai ing@ formulation and re,iew of policie and legi lation@ fo teringadoption of u taina.le li,elihood @ orthe promotion of inno,ati,e nancingmechani m

Plannin P!ase 'he planning pha e encompa e thee ta.li hment of a logframe matri9 onthe .a i of the LFA tool applied duringthe anal3 i pha e@ and u. eBuentl3

;D

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Introduction to the LFA Readerthe ela.oration of acti,it3 and re ource

chedule #

Potential In ome organi ation the anal3 i of potential form part of thi initialanal3 i pha e# It i meant to add to the

picture of the pro.lem in a gi,enituation re ource or opportunitie(potential ) that might help to ol,epro.lem # Generall3 di erent t3pe of a,aila.le re ource uch a naturalre ource @ capital@ infra tructure andla.our force and other kind of opportunitie are con idered to .epotential # 'he3 might later on .eutiliHed to achie,e o.jecti,e #

PreDconditions A pre-condition i like an a umption +that mean it i an e9ternal factor thatlie out ide the control of a project .utha to .e attained in order to reach theproject o.jecti,e + onl3 that it i acondition that mu t .e ful lled or metbefore project acti,itie can tart#

Problem Analysis uring pro.lem anal3 i a part of theinitial ituation of an unde ired ituationthat make an inter,ention (project)nece ar3@ the negati,e a pect of the

e9i ting ituation are anal3 ed# 2e3pro.lem are identi ed and the cau alrelation hip .etween them#

Problem tree rawing up a pro.lem tree i the ,i ualtool u ed within the LFA for clu teringthe pro.lem identi ed during the initial

ituation anal3 i .3 e ta.li hing ahierarch3 of cau e and e ect .etweenthem#

Project 7trate y 'he project trateg3 i di pla3ed in the

r t column of the logframe matri9 anddi pla3 what the project intend toachie,e and how .3 clarif3ing the cau alrelation hip .etween the di erent le,elof o.jecti,e #

Reso&rce sc!ed&le Re ource chedule pro,ide the .a i forthe planned mo.ili ation of (e9ternal andlocal) re ource # 'he3 facilitate re ult -.a ed .udgeting and the monitoring of

;M

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Introduction to the LFA Readerco t-e ecti,ene # Re ource cheduleal o identif3 co t implication @ uch athe reBuirement for counterpart funding#

7o&rces ofBeri5cation ?7oBs@

4ource of ,eri cation (4 : ) de cri.ewhere and in what form to nd the

nece ar3 information on theachie,ement of o.jecti,e (indicator )#

7ta%e!olderAnalysis

4takeholder anal3 i encompa e theidenti cation and anal3 i of rele,ant

takeholder @ their intere t @ pro.lem @potential @ etc# It i important to tartwith takeholder anal3 i at an earl3

tage a part of the ituation anal3 i inorder to .e a.le to integrate the

takeholder accordingl3 into the projectde ign and management#

7trate y Analysis?Analysis ofAlternati-es@

'he nal tage of the anal3 i pha ein,ol,e the identi cation of po i.le

olution that could form a projecttrateg3 and the election of one or

more trategie to .e followed .3 theproject# uring trateg3 anal3 i (or7anal3 i of alternati,e 8) a deci ion i.eing taken on which o.jecti,e $ill andwhich o.jecti,e $on t .e pur uedwithin the frame of the project#

Bertical lo ic 1ithin the ,ertical logic of the logframematri9 the indicator to mea ureprogre are peci ed and the ource Pmean .3 which indicator will .e,eri ed are identi ed#