LEVEL 1
All powerpoints in
one
Indicators
What is it and why do we need them?
Are we changing anything?
How can we know whether the project is actually
changing anything?
To find out we must try to find visible signs of change!
How do we find the signs of change?
We use indicators
So indicators are all about finding out whether change
is actually taking place
Where do we need indicators – looking
at the model
Resource/input
Activity
Resource/input
Activity
Resource/input
Activity
Resource/input
Activity
Resource/input
Immediate
objective
Development
objective
Immediate
objective
Examples
Indicators are visible signs that shows whether the
project is proceeding as planned and demonstrates that
the outcomes are achieved at a certain standard
Attendance
Reading
scores
Skills
Social
behaviour
Number of
volunteers
Reports in
media
Communicati
on
methodology
Involvement
Visibility
Two types of indicators
Often, indicators can be counted
Quantitative indicators
Tells you something about a change in numbers or sizes
But sometimes the signs or the evidence
will be something more descriptive
Qualitative indicators
Tells you something about a change in how things are functioning or a change
in behavior. Are mostly assessed by conversations and observations
Questions
Each indicator needs to have five components
•
Population - who or what is to reach this goal?
•
Target - how many of that group do we need to have reached the goal?
•
Location – where must the goal be reached?
•
Threshold - what level needs to be reached, how good is good enough?
•
Timeline - by when does this goal need to be reached?
Stake holder analysis
Stakeholder analysis
Relevant questions
• Which groups have an interest in and/or influence on the issues to be ad-dressed?
• What role should be played by the various groups in your project? (And how are they
to be involved?)
• What is the stake or interest of each group in the project, and is it positive or
negative?
• What are the strengths and weaknesses of each group in relation to in-volvement in
the project?
Who are stakeholders?
•
•
•
•
•
•
•
•
•
•
•
Anyone who can influence or be influenced by the project for example.:
Shareholders
Board
Suppliers and partners
Authorities
Funders
Trade unions and other interest groups, eg. NGOs
End Users
Project Participants
Management and colleagues
Neighbors
11
TOOL: Action in relation to
key stakeholders
Stakeholder
Who is the
stakeholder?
The impact of
interest
1-10 (impact)
1: Not important
for project
10: Very important
project
Stakeholder
benefits
Description of
the known
benefits of the
project for the
stakeholder
Stakeholder
cons
Description of the
known drawbacks
of the project to
stakeholder
Preventive
measures
Description of
measures that
will reduce the
interest's points
Responsible /
deadline
TOOL: Stakeholders and
information strategies
Participation in the project
Necessary for implementation
Hostage
Resource person
Be informed
- Large meetings
- Education
- Gather information through schemas
or focus groups
Be involved
- Interview
- Meetings
- Workshops
- Working in
External Stakeholder
Gray eminence
Be informed
- Newsletters
- Create a good image
Be heard
- Interview
- Meetings
- In reference group
Not necessary / Small influence
influence
Large
Influence on project
Working with a Project model
The building blocs of a project
Why use models?
A project can be understood as a set of building blocs
When the building blocs are build together the relations between them
form a project.
We use the models because we want to know whether there is a well
established relation between all the elements (all the building blocs) of the
project, or if some relations are missing
The building blocs
Resources - inputs
• Input are resources put into the project. This can be finances, people working,
organization of resources, and regulation of resources
•
Activities
•
Concrete actions or work done in order to transform the ressources into the
immediate objectives (this is where change is taking place)
•
•
Immediate objectives
Those services and results that are produced as a consequence of the activities.
Development objective
The end results that the project is leading to on short, middle and long term. The
development objective are the materializing of the change happened when the
project is over.
A basic model of the building blocs
Resource/input
Activity
Resource/input
Activity
Resource/input
Activity
Resource/input
Activity
Resource/input
Immediate
objective
Development
objective
Immediate
objective
The model illustrates the relations
between the building blocs!
So...
A model provides you with a roadmap to get you from here to there.
If it is good and complete, your roadmap can be read by others and show
that you know how to plan your way.
We use it because we want to know whether there is a well established
relation between all the elements of the project, or if some relations are
missing
To do that we can use the ‘so-that’ chain
It will help us explain how and why one thing is leading to another
The ‘so-that’ chain
What is a "So That" chain?
To identify the objectives of a program an organization asks the question: "What will
change in the lives of individuals, families, organizations, or the community as a result
of this project?"
One way to answer this question is to ask "so what"? — So what if an organization
provides 1,000 hours of child care? What is the impact on the children involved or on
the parents? What will change for the children and parents as a result of the
program?
Begin the "So That chain" process by describing what staff do, followed by a
description with the phrase "So That" to trigger thinking about the implications of
those actions, followed by what will happen because of that and so on.
Forest Fire Protection "So That" Example
Forest land owners are trained in
appropriate burning practices so that
proper burning practices are followed so
that wildlife losses from human fires are
reduced so that air quality and good forest
health are maintained
Use the ‘so that’ chain to
test the relation between
the different steps in your
project
Forest Fire Protection "So That" Example
Activity
Immediate objective
Immediate objective
Development objective
The model and the chain
•
illustrates the pathway of change - how do we expect change to come about
•
triggers critical thinking
•
It explains what happens when we do this or that
•
It provides us with a tool to manage, monitor and evaluate the project
So in your case the model can be relevant in three different ways
To uncover how your project is organized and how and where it may be
improved
To check whether your ideas are logically related and will bring effect
To think a project from beginning to end with the desired effects as the point of
departure
How to build ”projects and assets”
based partnerships?
From new partnerships to pilot projects
The level
How to build genuine and sustainable partnerships
How to get started with a project
How to get started with basic project management
Our goal is:
Facilitate projects based
partnerships
“fruits”
Asset-Based Development
Approach to community-based development, based on the
principles of:
• Appreciating and mobilizing individual and community
talents, skills and assets (rather than focusing on problems
and needs)
• Community-driven development rather than development
driven by external agencies
It builds on:
• Appreciative inquiry which identifies and analyses the
community's past successes. This strengthens people's
confidence in their own capacities and inspires them to
take action
• The recognition of social capital and its importance as an
asset.
• Engage people as citizens (rather than clients) in
development, and make the local governance more
effective and responsive.
Assets Based Approach…
Questions to start:
• Who are we?
• What have we got?
• What do we want from what we have?
• How do we got it?
Round up and evaluation on each day
What do you want us to continue doing?
What do you want us to start doing?
What do you want us to stop doing?
Individual needs in the partnerships?
Let’s talk about
Immediate objectives
Project Cycle Management
Partnership
Project Idea
Project Formulation
Project Evaluation
Project Implementation
What is LFA?
•
•
•
Objectives oriented
Target group oriented
Participatory
The LFA is an analytical, presentational and management tool which can help
planners and managers:
– Analyze the existing situation during activity preparation
– Establish a logical hierarchy of means by which objectives will be reached
– Identify the potential risks to achieving the objectives, and to sustainable
outcomes
– Establish how outputs and outcomes might best be monitored and evaluated
The LFA project planning
process
1.
1)
2)
3)
4)
Situation Analysis – the foundation for the project:
Step 1: Stakeholder Analysis/participation analysis
Step 2: Problem Analysis
Step 3: Objectives Analysis
Step 4: Alternative strategy/Choice of Strategy
36
The project planning
matrix
Description
Verifiable
Indicators
Means of
Verification
Critical
Assumptions
Development
Objective
Immediate
Objective
Outputs
Activities
Inputs
37
The process
• Funds,
people,
materials
etc.
Input
Activities
• Actions
necessary
• The
guranteed
results
Outputs
Immediate
Objective
• Reason for
the project
• Longterm
reason and
impact
Development
Objective
38
Immediate objectives
-
Set out what you expect to achieve as the outcome of the project activities.
They describe the new or changed situation, which you expect to see by the end of
the implementation period.
Immediate objectives result directly from the project activities
You should formulate a maximum of three immediate objectives for each project.
Immediate objectives
Relevant questions:
• What exactly do you expect to achieve within the project period? (Describe in terms
of quality and quantity)
• Where will the project be carried out?
• Who are the target group?
• By when do you expect the objectives to be fulfilled?
• How do your immediate objectives match the goal behind DUF‟s pools of funding?
Immediate objectives…. Example
Stakeholder analysis
Relevant questions
• Which groups have an interest in and/or influence on the issues to be ad-dressed?
• What role should be played by the various groups in your project? (And how are they
to be involved?)
• What is the stake or interest of each group in the project, and is it positive or
negative?
• What are the strengths and weaknesses of each group in relation to in-volvement in
the project?
Who are stakeholders?
•
•
•
•
•
•
•
•
•
•
•
Anyone who can influence or be influenced by the project for example.:
Shareholders
Board
Suppliers and partners
Authorities
Funders
Trade unions and other interest groups, eg. NGOs
End Users
Project Participants
Management and colleagues
Neighbors
43
TOOL: Action in relation to
key stakeholders
Stakeholder
Who is the
stakeholder?
The impact of
interest
1-10 (impact)
1: Not important
for project
10: Very important
project
Stakeholder
benefits
Description of
the known
benefits of the
project for the
stakeholder
Stakeholder
cons
Description of the
known drawbacks
of the project to
stakeholder
Preventive
measures
Description of
measures that
will reduce the
interest's points
Responsible /
deadline
TOOL: Stakeholders and
information strategies
Participation in the project
Necessary for implementation
Hostage
Resource person
Be informed
- Large meetings
- Education
- Gather information through schemas
or focus groups
Be involved
- Interview
- Meetings
- Workshops
- Working in
External Stakeholder
Gray eminence
Be informed
- Newsletters
- Create a good image
Be heard
- Interview
- Meetings
- In reference group
Not necessary / Small influence
influence
Large
Influence on project