Logical Framework Approach

Logical Framework Approach, ZOPP, and OOPP - What and Why The two terms Logical Framework (LF or Logframe) and the Logical Framework Approach (LFA) are sometimes confused. The LogFrame is a document, the Logical Framework Approach is a projectdesign methodology. Note: For most purposes the three terms; Logical Framework Approach, ZOPP and OOPP are terms for the same project design methodology or process. The terms OOPP and ZOPP mean respectively; Objectives Oriented Project Planning and in German Ziel Orientierte Projek Planung. All three terms refer to a structured meeting process which we will refer to as LFA. The logical framework document is a 4 column by 4 row matrix. The cells of the matrix contain text that succinctly describes the most important features of a project. If the correct process (LFA) was used to develop the content of the logframe, the document will reveal the quality of the design and make flaws readily apparent. (Follow this link for a detailed explanation of the Logical Framework document - often referred to as the "Project Matrix") The LFA as a design methodology is described briefly on this page. The design methodology is a rigorous process, which if used as intended by the creators will impose a logical discipline on the project design team. If the process is used with integrity the result will be a high quality project design. The method is not without it's limitations, but most of these can be avoided with carefull use of ancilliary techniques. Many things can go wrong in the implementation phase of a project, but if the design is flawed, implementation starts with a severe handicap. The mind map diagram at the top of this page shows typical steps in the design process. The first few steps are: situation analysis stakeholder analysis problems analysis We might note that one common misuse of the logframe is to design the project first and attempt to "fill in" the logical framework matrix as an after thought. This defeats the whole purpose of the logical framework and the design methodology.  Where's the logic? There is a logical connection between the cells of the matrix. The logic that connects the cells in the left most column, is referred to as the vertical logic; the logic that connects the remaining three columns is referred to as the horizontal logic. The vertical logic is the hierarchy of objectives of the project.  The horizontal logic is rather more involved. For a given level of objective (equivalent to a horizontal row of cells) the horizontal logic describes: how the achievement of the objective will be measured or verified how this information will be obtained what are the external factors that could prevent the project manager and staff from achieving the next level objective. Situation Analysis This is a document that describes the situation surrounding the problem. The source could be a feasibility study, a pre-appraisal report, or be a compilation done specifically for the project design workshop. Typically the document describes the problem situation in detail, identifies the stakeholders and describes the effects of the problems on them.  Stakeholder or Participation Analysis This stage is an analysis of the people, groups, or organizations who may influence or be influenced by the problem or a potential solution to the problem. This is the first step to understanding the problem. We might say,  without people or interest groups there would be no problem. So to understand the problem, we must first understand the stakeholders. The objectives of this step are to reveal and discuss the interest and expectations of persons and groups that are important to the success of the project. Problem Analysis If there is no agreement between participants on the statement of the problem, it is unlikely there will be agreement on the solution.  This stage therefore seeks to get consensus on the detailed aspects of the problem. The first procedure in problem analysis is brainstorming. All participants are invited to write their problem ideas on small cards. (approximately 8 in by 4 in.) The participants may write as many cards as they wish. The participants then group the cards or look for cause-effect relationship between the themes on the cards by arranging the cards to form a problem tree.  Objectives Analysis In this step the problem statements are converted into objective statements and if possible into an objective tree. Just as the problem tree shows cause-effect relationships, the objective tree shows means-end relationships. The means-end relationships show the means by which the project can achieve the desired ends or future desirable conditions. Frequently there are many possible areas that could be the focus of an "intervention" or development project. The next step addresses those choices. Alternatives Analysis The objective tree usually shows the large number of possible strategies or means-end links that could contribute to a solution to the problem. Since there will be a limit to the resources that can be applied to the project, it is necessary for the  participants to examine these alternatives and select the most promising strategy. After selection of the decision criteria, these are applied in order to select one or more means-end chains to become the set of objectives that will form the project strategy. Activities Planning After defining the objectives, and specifying how they will be measured (OVIs) and where and how that information will be found (MOVs) we get to the detailed planning phase. We now determine what activities are required to achieve each objective.  Where to start? This is a little like the chicken and the egg problem. It is tempting to say; always start at the situation analysis stage, and from there determine who are the stakeholders. Another argument is that the stakeholders define the problem so it is necessary to start with identifying the stakeholders. Each problem situation will require a different approach. Where to go next? The next step will be implementation planning and implementation. 1. Structure of the Logical Framework The Logical Framework Approach consists of a number of modules or steps which lead to the final module called "Project Planning Matrix" (PPM). The PPM, which should not normally be more than three or four pages shows exactly what the project proposes to do, how the project will determine whether the objectives were successfully achieved, and what risks are involved. The sequence of steps is: Stakeholder Analysis Problem Analysis Alternatives Analysis Objectives Analysis Development of Project Planning Matrix (PPM) The Project Planning Matrix (PPM) rolls out the hierarchy of objectives with Objectively Verifiable Indicators for each Objective, Means of Verification and Important Assumptions and External Factors. In the PPM, the hierarchy of objectives appears from highest level to lowest level as follows: Goal Purpose Project Output . Need for Systematic Review and Control The feedback and control system is based on periodic review and assessment of progress based on both quantitative and qualitative indicators which were selected and agreed at the LFA workshop. Very few of the projects we have worked with have staff trained in performance mesurement and Management Information Systems (MIS). These functions subsume a working knowledge of computers, data analysis using elementary statistical procedures, and activity analysis using PERT/CPM. As a result, after having gone through an elaborate planning procedure, we find that the projects revert to traditional methods of programming and scheduling the activities for the project, with little or no documentation based on systematic monitoring. Casually made Action Plans could result in failure due to inaccurate estimations. To cite an admittedly unusual case, one project in the area of Community Health committed itself to regular visits to every family in the project area by it's Health Team. On working out the details of the visits based on average productivity, it was seen that it would take the team four years to complete just one round of visits, by which time the project would have to be closed. Another commom problem is the reluctance to invest money in Baseline and Indicators Research. Macro-level indicators are chosen at the time of the LFA Workshop, and brave targets are chosen without benefit of data analysis. 2. Process Management Each Project Output is essentially a Process, or a complex set of sub-processes, activities and tasks. The Project Outputs of an LFA Objectives Tree corresponds to the Core Business Processes of the Project. These are the processes that must be successfully implemented in order that the Project Purpose may be achieved. How many Project Outputs would an Objectives Tree have? Since the achievement of the Project Purpose depends on the successful simultaneous execution of Project Outputs, the probability of success is greater when the project outputs are fewer. An analysis of different sets of probabilities would show that the number of Project Outputs attached to a project should be limited to single digits, if possible around 5 or 6, and the probability of success of each process should be very high at not less than 0.9, which indicates odds of 9 to 1 if we are to achieve our Project Purpose. Another problem that comes of having too many Project Outputs, very often running in departmental or “Subject Matter” mode is that each department can tend to “pad on” safety time and safety cost, which can all add up to unacceptable levels. A shrewd observation suggests, “…people give their ‘realistic estimates’ according to their worst, past experience .” (GOLDRATT-1997) Processes are at the lowest levels of the hierarchy of objectives. Processes can be simplified into activities and tasks, which represent the highest confidence of achievement. Activities and tasks are very much under the control of the project, even if the Project Goal and Project Purpose are less under project control, as they depend on external factors. If the problem solver is doubtful about the achievement of activities and tasks, the project is very risky, and could result in the mere performance of activities, which do not lead anywhere. Teams responsible for processes must brainstorm for the best solutions, based on the best cause-effect and baseline research information. Once the solution has been selected, the team must communicate the task to each other and single-mindedly implement it. Process Mapping is a useful tool to clearly understand what is involved in each process. 2.1. Process Mapping Process Maps quickly communicate what the organisation does and how it delivers services? A Process Map details the key activities that make up each process and invariably points to the result, which can be expected from it. There are two main types of Process maps: Goal Process Flowcharts (hierarchy) Sequencing of Activities Process Logic Process Definition Charts Inputs Resources required Outputs controls and constraints that regulate the activity Process maps provide a structured approach, which can help avoid surprises and cascading chaos. It can ensure that Task Managers are clear about what they propose to do, and clearly shows the interrelated processes, activities and tasks must be successfully executed if the Project Output is to be delivered as promised. It is most important for Project Managers and staff to understand where their work fits into the larger picture, with roles and responsibilities clearly defined and agreed. The integration of the activities of various individuals and teams helps teams to co-ordinate and direct their efforts. Such an approach helps to eliminate inferior alternatives and select a combination which have the best perceived potential. The selection could be made by a task force reviewing the alternatives suggested at a brainstorming session. 2.2. Risk Assessment Although the terms Risk and Uncertainly are commonly used in every day conversation, they also have precise mathematical meanings. Risk is implicit in a situation where we know what the outcomes are and what the probabilities of each outcome are. For example, when we toss a coin, we are taking a risk. We know that there are only two outcomes - Heads or Tails. We also know that the probability of either of these outcomes is 0.50. If we throw a dice, there are six possible outcomes, and the probability of any of these outcomes is 0.17. We talk of uncertainty when we know the outcomes, but not their probabilities. For example, in certain international situations, we believe that war might break out, but we are not sure of the probability of that event. When neither the outcomes nor their probabilities are known, we are in a state of ignorance. Risk monitoring involves monitoring the Important Assumptions and External Factors in a LogFrame on a regular basis and determining responsive action at regular intervals. Since Risk is projected into the future, it is subject to constant change, and Assumptions and External Factors must be continuously revisited. Experience in LFA designs show that this is one of the most neglected areas and therefore provides very little value to the project team. 3. Process Measurement In most LogFrames, objectives seek to improve a situation: "Labour productivity improved" or reduce occurrence or intensity of an undesirable situation: "Indebtedness Reduced". The first step in measurement would be to select an objective from the Objectives Analysis. Next, a Baseline must be established to tell us where we are now. The Objectively Verifiable Indicators proclaim where we would like to be within a given period. We now need to determine the gap between Objective (Where we want to be) and Baseline (Where we are now). We are now in a position to calculate the Improvement required, and reduce it to numbers and locations. The Process Logic for processes in LFA based projects can be determined from the Cause-Effect analysis. However, we need to constantly search for new solutions based on team creativity instead of relying only on "time-tested" approaches. Looking for existing constraints helps to brainstorm how they can be reduced or removed? A number of "Power Tools" (technology, strategic alliances, methods) are available to us today, and we need to look at new combinations of these resources to solve the given problem. The Logical Framework Approach (LFA) is an analytical, presentational and management tool which can help planners and managers to: analyse the existing situation during project preparation; establish a logical hierarchy of means by which objectives will be reached; identify some of the potential risks; establish how outputs and outcomes might best be monitored and evaluated; and present a summary of the project in a standard format. Key steps in the Logical Framework Approach Establish the general scope and focus of the project. Agree on the specific planning framework, terminology and design process. Undertake a detailed situation analysis. Develop the project strategy (objective hierarchy, implementation arrangements and resources). Identify and analyse the assumptions and risks for the chosen strategies and modify the project design if assumptions are incorrect or risks are too high. Develop the monitoring and evaluation framework. The Logical Framework Approach involves problem analysis (problem tree), stakeholder analysis, objectives tree, objectives hierarchy and selecting a preferred implementation strategy. The product of this analytical approach is the matrix (the Logframe), which summarises what the project intends to do and how, what the key assumptions are, and how outputs and outcomes will be monitored and evaluated. Context The logical framework approach (LFA) has evolved since the 1970s as a methodology for improving the systematic planning of development projects. Over time, it has evolved from simply a framework for structuring project objectives to more sophisticated, process-orientated approaches for involving stakeholders in project design and management. Using LFA for project or program design imposes rigour in assessing what is to be achieved and the assumptions behind what interventions and activities will be required. Many international donors, such as the Asian Development Bank and the European Union, require projects they fund to be designed according to an LFA.  From p Various groups and facilitators have integrated an extensive range of participatory planning methodologies and tools with the basic LFA framework and quite sophisticated planning workshops have been developed. There are numerous LFA manuals and documents. Strenghts During initial stages can be used to test project ideas and concepts for relevance and usefulness. When designing logframes help to make comprehensive plans that are feasible within acceptable levels of risks. Logframes can form the basis of ‘contracts’ with explicit statements of what will be delivered. During implementation the logframe serves as the main reference for drawing up detailed work plans, terms of reference, budgets, etc. Logframe provides indicators against which the project progress and achievements can be assessed. Weaknesses LFA has become widely accepted as a useful and necessary tool for project planning. However, it does have weaknesses, including: focusing too much on problems rather than opportunities and vision; being used too rigidly, leading people into a ‘blueprint’ approach to project design; limited attention to problems of uncertainty where a learning or adaptive approach to project design and management is required; and a tendency for poorly-thought-through sets of activities and objectives to be entered into a PPM table, giving the appearance of a logical framework when in fact the key elements of the analytical process have been skipped. Despite these limitations and provided due attention is given to the participation of stakeholders and it is not used too rigidly, the LFA approach remains a very valuable tool for project planning and management. Problem tree The problem tree is a core tool in the Logical Framework Approach. Purpose: Identify the main problems and establish the cause and effect relationships between these problems (so that these are sufficiently addressed in a project design). Perform this exercise with a group of different stakeholders. Brainstorm all problems in the situation and put each on a card Identify a common agreed the core problem (linked to most other problems), and write a precise definition on a card. Divide the other cards into causes and effects of the core problem; put then respectively below and above the core problem. Some cards may also turn out to be overall constraints (move to the side of the core problem). Try to find all cause and effect relations and move the cards accordingly. There can be more causes to one effect or more effects to one cause. Review the result, check the logic and revise if necessary Draw vertical links to show cause-effect relationships, and horizontal links to show joint causes and combined effects. Copy the diagram on a sheet of paper Stakeholder Analysis Purpose: Stakeholder analysis helps you define whom to try to involve designing a multi-stakeholder process and in which way, and it allows you to find out whose information needs must be considered. This method is useful at different moments: It can help you to identify which stakeholders to involve in (re-) designing a project or programme, and to assess their interests and how these relate to the project/programme. You may want to use it during a specific phase or for a specific project component to analyse stakeholder relations, including cooperation and conflicts and considering external factors affecting stakeholders and their activities. It can assist you in making an appropriate selection of the stakeholders most central to the task/issue at hand. It can help provide a foundation and strategy for participation throughout the project/programme, thereby making it easier for stakeholders to learn from each other.  How to do it: Clarify the main purpose of the stakeholder analysis and agree on the criteria for assessing the stakeholders. Then list which criteria you will use to prioritise whom to involve. The types of criteria for selecting stakeholders could be: "supposed to be benefiting from the project", "critical role in ensuring success", "legally required to participate", "have specific knowledge on processes", etc. List all the people and organisations you can think of that might fit your criteria, e.g. key individuals from the target populations, local leaders and key people from implementing partners such as non-governmental organisations (NGOs) and community-based organisations (CBOs), government staff from various agencies and the local administration, local consultants, local businesses and educational/research institutes. This list needs to be revisited several times as you design the M&E system to ensure that all key groups and people are included and updated. Various tools can be used to identify stakeholders, such as brainstorming, interviews with key informants or focus groups. Cross check the list by asking key people to look critically at the initial list of stakeholders you have produced. Then classify the stakeholders on the basis of the criteria. For this, you will need to make a stakeholder matrix with the stakeholders along one axis and the criteria along the other. Prioritise which stakeholders to involve. Finally reach agreement on how best to involve people. This is done by asking the different people/groups themselves how they think they can be optimally involved. Remember that participation does not mean involving everybody in all decisions at all times. It means thinking carefully about how to ensure that different interests can best be represented in different phases and forums of the process.  Tips on use: Stakeholder analysis is an essential method to use in order to properly design whom to involve in which steps of the process. Such a selection must be done together with different people in order to lessen the risks of having a biased selection. This is a process that continually evolves and must be repeated throughout the life of a project/programme in order to be sure that (new) potentially important stakeholders are not missed. Objectives Tree An objectives tree is a hierachic flowchart of objectives. Within the Logical Framework Approach, this is the positive opposite of the problem tree. Description: Taking the problem tree as your base, invert all the problems in order to make them into objectives. This process then leads into an "objectives tree" with the central objective simply being the inverse of the central problem. Ask participants then to look at these objectives and discuss which of these can be tackled by the project. The problem and objectives trees are a first step towards producing a logical framework matrix Tips on use: The problem and objectives tree provide a comprehensive though simplified view of cause and effect relationships. In this way, the process of creating a logical framework can become more accessible to primary (and other) stakeholders, making it easier to involve them in revising the project design or developing their own activities. Linkages are represented with lines or arrows. If arrows are to be used, make sure that everyone is clear about what arrows mean as they are not a universally understood symbol. The IFAD Guide on project M&E shows the following 'mirrored' problem and objectives tree:   Objectives hierarchy An objectives hierarchy is a hierarchic list starting with the overall goal of a project and moving down in levels to (component) purposes or outcomes, outputs and specific activities. The objectives hierarchy can be constructed using an objective tree. The objectives at the top of the tree should help frame goal and purpose statements, while further down the tree component objective and output statements can be identified. The objectives hierarchy can be used in the first column of the Logframe matrix. However, it should not be expected that the objective tree can be transposed directly, without further adjustment, into the hierarchy of the project description in the matrix. Further adjustment and refinement of statements is usually required and checking of the means-ends logic should be ongoing as the matrix is developed. The objectives hierarchy is an element in the Logical Framework Approach. From project idea to project proposal By definition, projects contribute to changing particular identified problems or issues, and respond to specific identified needs. Given the dimensions of the problems affecting migrants and society at large in countries of origin, transit and destination, addressing them with a single project would not be realistic. The international community, represented by the EU and the UN system, have developed a broad vision concerning the Migration-Development nexus. Based on this vision, guidelines have been developed with relevant specific objectives and outputs for each of the four priorities of the EC-UN Joint Migration & Development Initiative summarized in theThematic Areas of this call: Migrant Capacities, Migrant Communities, Migrant Remittances and Migrant Rights. Each project should play an important role in addressing these broad issues and related objectives, taking its place as one brick in a wall rather than attempting to be the entire wall itself. To move from your initial project idea linked to one or more of the thematic windows to a full project proposal, important planning and analyzing tasks described in this section lie ahead of you. They represent the steps from Identification to  Proposal Preparation of the Project Cycle. What is Project Cycle Management? An overview of the project development process is illustrated in the chart below. It outlines the steps to follow and useful tools for each step. In the following we will guide you through this process step-by-step. For this purpose you can also downloadthe full text of this section in PDF format. If you are familiar with project design you can also simply click on one of the boxes or headings below to take you directly to the specific section you want to re-visit. From project idea… Do you have a great project idea based on a demand from the community or observations and it fits into the thematic areas of this grant? Maybe the objective of the call fits your organisation’s mission but you do not have a clear project idea yet. Read through the illustrative interventions in the thematic areas. You could also start with the problem analysis by reformulating the objective you are interested in into a problem (i.e. transpose it into a negative statement) and identifying the problems related to it by asking why this problem exists, what are the causes? Do not forget to start again from the top with stakeholder analysis and partner identification once you have a project idea in mind! In any case, you need to be aware that the project idea is just the first stage in the project cycle. Be sure to take enough time for a thorough analysis and the planning phase in order to not only make your application a success but more importantly the project you propose to undertake! …to successful implementation  Apart from proper planning, what makes a project a success is that it addresses real problems; with realistic objectives and activities; risks to the project outcome are properly evaluated and taken into account; your consortium has sufficient capacity to implement and manage the project; and it leads to sustainable/long-term results. The Logical Framework Approach The Logical Framework Approach is a set of tools used by many organisations and donors today to ensure that all of these factors are taken into account while designing a project. It is actually a set of different tools that help you to formulate your ideas in a clear and standardised way. Please note: while it is NOT necessary to submit the documents we suggest to prepare during the project analysis phase (stakeholder analysis, problem and objective trees) the related tasks are essential to planning a sound project. [Click image to enlarge] Steps to success Regardless of the different backgrounds and starting points of the applicants of this call, in order to arrive at a professional and successful project proposal it is important to do a thorough analysis first of the current situation, the problems and people/organisations touched by the problem and the proposed project, and of their needs. Based on this analysis you define your project: its objectives and methodology or strategy you propose in order to meet them, defining your activities. In the Planning Phase the conclusions of the analysis phase are translated into a practical plan: activities are defined and planned and the budget structured. Throughout the analysis and planning phase, you should use a participatory approach, including important stakeholders at various levels. I. Preparatory steps Carefully study the guidelines and thematic windows It is essential to carefully study the guidelines and discuss them with peers assisting in the project design, to more thoroughly understand donor guidelines and assure coverage of all the points. The guidelines on 'How to Apply' to this Call for Proposals give you an indication of what the EU/UN is looking for in a project and if your organisation is eligible to apply under this Call. The thematic areas spell out the objectives and outputs this Call for Proposals is looking to achieve and give examples of project ideas for each objective under the heading “Illustrative Interventions”. From a core group to work on the planning and design process Although it might change at a later stage, it is important to identify early on a person responsible for the process and final outcome, i.e. the project proposal, working with a small dedicated team, if possible. At the same time it is important to keep people both within and outside of your organisation who will be involved in implementation also involved in the analysis and planning process and value their opinions. Including your colleagues, regardless of their position in the organization, not only helps to seek diverse ideas in identification of needs, problems and solutions but is also crucial for organizational learning and division of labor at a later stage. Ideas that might seem irrelevant at first might lead to other ideas and discussions, and lead to creative problem solving as the work progresses. Organize an initial brainstorming session and formulate your project idea A brain-storming session with the team and possibly other important stakeholders is important to collect initial thoughts and problems relevant to the call. Potential project ideas can be discussed as well as individuals/organisations which might be interested in the issue and might become project partners. In brainstorming, ask yourselves the following questions to clarify your project idea. Your initial thoughts on these questions will form the basis of a more in-depth analysis on all of these points. Why is the project carried out (i.e. in answer to what need/problem)? How would the ideal situation look like and what is the project expected to achieve (i.e. what are its objectives and expected immaterial results and outputs in terms of services/goods)? How is the project going to achieve it (i.e. which activities, which methodologies are used)? Which external factors are crucial for its success (i.e. which assumptions do we have, what are the preconditions for our activities?)? Where to find the information required assessing the success of the project (i.e.ways to measure the results)? Which means are required (in terms of human and other resources)? How much will the project cost (i.e. what is the budget)? Identify possible partners and enter into negotiations with them Once you have a clearer idea about your potential project, it is time to identify other non-profit legal organisations which might be interested in becoming your partners in this project. Maybe you already have partners in mind? Maybe you also identify suitable partners while doing your stakeholder analysis or needs assessment, for example when you do an internet search on the problem you want to address or through one of the NGO sites we list in our Links section (link). Of course it is best if your potential partners are involved from the beginning in the analysis and planning process, maybe through a participatory workshop, if feasible . Also discuss in due time annexes D.-F. required for your application: all partners need to submit a partnership agreement, their legal statutes and financial accounts! Make sure you early on address the question of who is doing what in order not to have dispute later on which could jeopardise your application. Make sure that tasks are understood, balanced among group members and everyone involved has a clear understanding of what to do, and by when. In working with partners from other countries be mindful of cultural differences: keep in mind that each culture functions at its own pace and understanding of time! Remember that the donor requires a deadline and all the documents should be submitted prior to this deadline. Each partner should have ONE person responsible for preparing the proposal, coordinating the input of their organisation, and ONE person from the main partnerhas to have the overall responsibility that the application is submitted in time and is good quality. It is advisable to enter into an agreement with your the partners on these points before sending off the application in order to ensure a smooth implementation should your proposal be chosen. II. Analysis steps Carry out a stakeholder analysis As soon as you have a rough idea of the project design it is time to identify the important stakeholders: these include the beneficiaries of your project, yourpartners and donors, but also people/organisations big and small, private and public, who are potentially affected by your project and its outcome. Stakeholders could be potentially helpful as supporters (maybe because you can learn from their experience in similar projects or because they can give political support), or endangering a smooth project implementation as opponents. These are people/organisations who might feel threatened by your project or its outcome: you can often work with them explaining your project idea for them to support you or at least not present any obstacles. Including them early on in the planning process of the project and keeping them informed throughout implementation, maybe even as part of a decision making or advisory group could address the issue in a constructive manner. Many of your important stakeholders will come to your mind immediately, others you can identify in brainstorming with your colleagues and partners. Identify all the people, groups and institutions that will affect or be affected by your project and list them. Questions you should ask yourselves: Whose views and experience are relevant for the smooth implementation of the project? Who takes decisions about the project and who will (have to) act on these decisions? Who has a right to be involved? Whose active support is important? Who is likely to feel threatened? Once you have listed these stakeholders you should analyse their: Interests: Will they directly or indirectly benefit from the project? How? Which changes might it require from them? Could they feel threatened by the project? Potential for cooperation or conflict: Based on their interests, is it likely that they will be interested in cooperation or might conflicting interests or perceptions lead to conflict? In which directions might they want to steer the project activities/results? Potential strategies for obtaining support or reducing obstacles: Consider the kinds of things that you could do to get a stakeholder support and reduce opposition. Consider how you might approach each of the stakeholders. What kind of information will they need? How important is it to involve the stakeholder in the planning process? Are there other groups or individuals that might influence the stakeholder to support your initiative? Power or impact: What is their power to and how could they influence the project implementation or sustainability? Are decisions/actions by this stakeholder likely to have a high, low or medium impact on your project, its outcome or impact? Importance and relevance: The effects on and thoughts of your target group will be more relevant to you than those of a stakeholder only slightly touched by your project activities. However, some stakeholders whose opinion you would not normally give much importance to might be very important to take into account because of their power, i.e. the big impact their actions/attitudes could have on the project. Strengths and weaknesses: What are the strengths of your potential supporters and the weaknesses of your opponents? Proposed role in the project: You have to decide which role you want to give each stakeholder in the project: from very active, as in a partnership, to just keeping them informed of project progress. This will also depend on the analysis of the points above. For better overview you can create a table such as the following: Stakeholder Interest in project Impact Potential strategies for obtaining support or reducing obstacles Comments Ministry of Labor - Regulate migration and labor flows - Training for government workers High - MoU outlining partnership and training to be provided - Invitation to meetings, planning sessions e.g. contact point name; might change after elections Make sure that you continuously revise and update the stakeholder analysisthroughout the analysis and planning phase as you learn more about your project and become more specific! Keep your stakeholders in mind (or, if possible, let the most important ones take part!) in doing all of the following analysis steps. Conduct a needs assessment No matter how experienced an organization is, the starting point of each project should be based on a needs assessment and situation analysis. Many development projects fail to reach their objectives due to the lack of needs assessment conducted prior to project design. Therefore, it is essential to have any project cycle begin with a well-timed assessment to understand: The needs of your target group: The following document offers a good description of the tools you can use to collect the relevant information on problems that exist: Information: its collection and use throughout the Project Cycle. There are many problems you will not be able to tackle all, so concentrate your limited time and resources on relevant information you can get in time. The methodology you choose should not only reflect the resources available to you but also be culturally appropriate. Community involvement is especially important during the needs analysis as your beneficiaries possess knowledge that experts don’t have, and need to feel the ownership of the process to ensure a lasting impact after this project is over. Keep in mind that with a needs assessment you automatically also raiseexpectations: explain what you are doing and follow up! Donor priorities in the target country: You already carefully studied the guidelines on how to apply and the thematic areas in the preparatory phase. Also find out about the development priorities of your country: they reflect a need identified on country level. Your organisational interest and capacities and those of your partners: Take into account your mission statement, experience and resources. The project you propose should also benefit your organisation and be in line with its mission. Keep in mind that you cannot know it all and should use the knowledge of relevant stakeholders you identified, especially your target group, in order to meet a real need and not just a felt need you maybe only assume from your observations. More on the difference between real and felt needs: A felt need could be based on news, observations, discussions among community members or authorities, but is lacking deeper research on facts and discussions with all relevant stakeholders. Felt needs are important starting points to formulate an idea and identify a problem, but should not be the sole basis for any project proposal. A real need is a commonly shared problem agreed upon by most stakeholders. Conduct a situation analysis You should also analyse the current situation and development in the area where you want to implement the project. The following external influences will shape your project design: geography, infrastructure, economy, government policy, social life and cultural context, health, human and social capital, and the environment. [Click to enlarge image] External Influences It is essential to analyze whether your project would have any negative effect in one of these aspects of the community life or one of these elements would be effecting your project implementation and outcomes. The analysis should also take into account any prior, ongoing or planned projects tackling the same or similar needs. Identify the problem(s) The way you define your problem determines the dimensions of your solutions, so it is important that the problem definition is clearly stated. You now need to identify the major need, the major problem faced by the beneficiaries which you can realistically tackle within in the time and budget frame and your organisation’s capacities: THIS is your starter problem. Now brainstorm other related problems. Again you can benefit from taking a participatory approach: your beneficiaries know their problems and answers to these questions best. You can develop a problem tree which shows the causes and effects of problems and makes their hierarchy visible. How to develop a problem tree Starting from your starter problem ask yourselves “Why?” / “What causes this problem?” For each of your answers ask again: “But why?. E.g. migrants often work in jobs not matching their qualifications. “Why?” Answer 1: Because they were not aware that there are job shortages in their area of expertise in the country of destination, etc. “But why were they not aware?” Answer: Because they had no access to this information. “But why?” Answers: e.g. there is no pre-departure information for migrants; OR, they have no access to that information because they largely come from rural areas; OR, they have no internet access and they do not speak the language, etc. Problems which are directly causing the starter problem are placed below, problems which are direct effects of the starter problem are placed above it and are linked with arrows. If it is neither a cause nor an effect it goes on the same level: it is another problem. In the end review if your problem tree is logical. Set the objectives Following the identification of the problem(s), setting your overall and specific objectives is a crucial point in the design process which fundamentally affects the other phases. You can transform the problems you identified during the problem analysis into potential objectives of your project by rephrasing the negative statements into positive ones: e.g. the problem of migrants not having access to information can be transformed into the objective “provide migrants with information”. Your problem tree has now been transformed into an “objectives tree”. View an example of an Objective Tree. From your objectives tree you determine the overall objective, which should match the objectives of the thematic windows of this call – equalling the broader, longer-term impact your project will contribute to. Possible specific objective(s) – the outcome at the end of your project – you can find in your objectives tree on the level below the overall objective. Below the specific objective(s) you see the results, i.e. the specific outputs your project is expected to have in order to realise your specific objective. This is your results chain. Again: have a look if the tree appears realistic and coherent. If necessary, revise the statements, add new objectives which are relevant and necessary to achieve the next level objective or delete objectives which are not suitable or necessary. Decide on the methodology Considering various strategies to reach the objectives you chose to tackle, and choosing the most appropriate and feasible strategy is essential for the success of a project. Ask yourselves the following questions about the methodology you choose: How is it innovative? What is the added value of the project to the current solutions on hand to address the problem? Is it feasible taking into account our consortium’s expertise and resources? Is it feasible within the time frame given by the call? Is it desirable given the implications for our target group and society at large? Does it match our mission, the priorities of our most important stakeholders and the objectives of the call? Is it culturally sensitive and is the political environment suitable for such action? Is it gender sensitive? Which effects does it have on the environment? Is it sustainable? More on sustainability: Sustainability refers to the continuation of benefits from a project after the project is finalised. As indicated at the beginning of this document, your project is a step in a series of actions toward a larger goal and, if granted, continuation of funding is not guaranteed by the EC/UN Migration & Development Initiative. Therefore, sustainability of your action should carefully be thought through and reflected in your proposal as well. Some examples of how a project can become more sustainable: by follow-up projects based on best practices of this project, fitting it into national policy frameworks, a participatory design involving important stakeholders from the beginning (ensuring their ownership and thus making it more likely that they will continue the activities started under the project), integration into local structures and administrative systems, or skill development/training. Analyse potential risks your project might be faced with In addition to your prior analyses you will now also have to think about possible risks: external factors that could potentially jeopardise your project and are beyond the control of the project management, or which may affect the projects’ implementation and long-term sustainability. It is not clear if the conditions will develop, but you need to make a thorough analysis of them in order to think about strategies of how to minimise the possibility of them occurring or to mitigate their effects: maybe another activity should be included to address them? Or another strategy has to be chosen. Don’t be shy about possible risks: it has to be a realistic project – even if you don’t mention certain risks others might spot them and question your credibility OR, worse, the project will fail along the way with much time and money spent and damage your credibility even more. Ask yourselves the following questions: Which external factors are likely to influence your project’s ability to achieve the expected outcomes within the expected timeframe? Which impact would they have on project progress and success? What is the likelihood that this risk will materialise? High, medium, low? Which risk management strategies do we have? Whose responsibility is it to address these risks? If the risk is rather likely to occur, it will have a big impact and you do not find an appropriate risk management strategy, maybe you should not start the project and consider using another need as your starting point. For better overview you can also make a table with the risks you identified: Risk Potential Adverse Impact Risk Level Risk Management Strategy Responsibility Change in local government New government might stop supporting any initiatives started under the old government Medium Inclusion of representatives of all political parties in the preparation of the project Project team (one in each country) III. Planning steps Plan the activities When planning, be sure to determine your activity and its implementation by answering the questions What? Where? When? For whom? And by whom? When looking at the activities/actions you decide to carry out in order to arrive at the expected results keep in mind: Coherence: The different components of the project have to make sense when looking at the project as a whole. They have to complement each other. Consistency with your and the donors values: You should ask yourself the same questions as for the strategy analysis. For example gender and environmental sensitivity are important values for the EU and UN system. What are the values of your organisation? Effectiveness: The activities have to directly be related to the results you propose and effectively lead to reaching them. You could think about making a pilot/pilots of the activities you suggest if they are innovative, so you can show that they actually lead to the expected results, before applying them on a broader level, either in the framework of the same project or a follow-up project. Make sure you also include activities related to the visibility of your project and the EU/UN Migration & Development Initiative in general. This could be a start-up conference gathering all stakeholders or a final conference or publication sharing lessons learned under the auspices and with the logo of the donors, possibly including even a press conference. Make sure that any such activities are in line with the Visibility Guidelines for EU External Actions. Objective tree In order to have a better overview over your project you can visualise the linkages between the different levels of objectives and activities in the form of a tree. This will also help you to make sure that each activity leads to or contributes to a result. Activities have to be included in your project for the purpose of results, not for the purpose of activities! It is possible, however, that activities might relate to more than one result. In this case, include the activity under the first relevant result or under the one where it fits best and make a reference to it under the other relevant results. You can group your results in different components addressing different objectives of the call. Develop a Logical Framework Matrix (Logframe) The prior analysis and planning steps form the basis for developing a Logical Framework Matrix (Logframe) for your project. The logframe condenses all project information into one document for effective planning, monitoring and evaluation. The Logical Framework Matrix is required by the EC/UNDP to be included in your application as  Complete your budget and workplan The activity and resource planning is done through the tools of the work plan andbudget, which you need to attach to your application as Annex B and C. The work plan is a consistent framework for planning, scheduling, monitoring, and controlling the project. In an overview it shows the sequence and relation between activities, estimating their duration and assigning responsibility. Make sure that the work plan is realistic and based on the project design you entered into the logframe. Revisit the review criteria Finally, before submitting your proposal, look at the Checklist and revisit the Review Criteria stated in the guidelines on how to apply for this call. These are the criteria the evaluation committee will take into account when deciding which projects to support and which ones are not funded under this call.