Strategic Planning and Monitoring of projects and programs

1. Strategic Planning and Monitoring of projects and programs Results –Based Management (RBM) Including LFA(The Logical Framework Approach)

2. Which way is the best way?

3. Purpose of this seminar • Increasedknowledge on a strategictool for planning, the LFA-method • Tooltouse in changeprojects • Improvedstrategic planning ofchangeprojects • Long –term objective: To contributetostrengthen the resultsofyourchangeprojects, sustainableeffects

4. Planning well is crucial to reach results Theraaremanydifferent tools for planning

5. Many different supporting methods to be used in RBM • ROPS • Balancedscorecard • SWOT analysis • PROPS • Lean • The LFA method (the LogicalFramework Approach) Methodswith different purposes - for planning or monitoring

6. Participatory approach

7. Results-Based Management (RBM)- A Management Strategy RBM in brief, a management strategy: • To manage the whole project cycle in a professional way • To plan correctly, with SMART objectives • Monitoring continuously - collecting data • Assessing/analysing results • Learning from results • Disseminating results • Managing and acting upon results • Institutional learning to become better

8. Project Cycle Management

9. LFAThe Logical Framework Approachan efficient tool for planning Result - Oriented Strategic Planning

10. LFA HISTORY • LFA was developed in the 1960sThe method is in use world wide, by all international development organizations when assessing, monitoring and evaluating projects and programs. • The UN-system, EU, multilateral and bilateral development agencies all act to have their counterparts to use result oriented planning, the LFA method, when planning, implementing and evaluating projects and programs.

11. Why LFA? By using the LFA-method correctly the project/program reaches; • RELEVANCE • FEASIBILITY • SUSTAINABILITY • COST EFFECIENCY

12. The nine steps of an LFA analysis- the planning process • 1. Analysis of project´s Context • 2. Analysis of Stakeholders • 3. Problem Analysis/Situation Analysis • 4. Objectives Analysis • 5. Plan of Activities • 6. Plan of Resources/Inputs • 7. Indicators and Source of Verification • 8. Risk Analysis and Risk Management • 9. Analysis of Assumptions

13. Step 1 ContextAnalysis Background Collectbackground information

14. Step 1. Context AnalysisBackground information • Projects are part of a larger context - prior to start, collect relevant background information on the sector and on the relevant organizations to work with. • Which environment will the project be situated in, the country, the region and the sector? • Analysis of Context is made through studies(sector-, country- and /or regional studies etc.)

15. Step 2 Stakeholder Analysis People with different knowledge, different background, different sex, different region Listen and involve

16. Step 2. Stakeholder Analysis • Stakeholders, those who are influenced by and exert an influence on the project entity. Who will be influenced, positively or negatively, by the project. • Stakeholder analysis - mapping of stakeholders and their respective roles, include gender, age, ethnic, regional and aspects of experience! • Which stakeholders should be involved in planningand / or implementing the project – important to include a broad group – people with different knowledge on the sector!

17. Step 2 Stakeholder Analysis Five main groups of stakeholders to involve: • Beneficiaries/Target group • Implementers • Financing agents • Decision makers • Experts One stakeholder may belong to several groups. The stakeholders all have important information to give to the future project group/ implementers. They provide a relevant picture of the situation in order to find relevant, feasible and sustainable solutions.

18. Step 3 Problem AnalysisSituation Analysis Effects Focal Problems Causes How to involve stakeholders and get an understanding of the situation

19. Step 3. Problem Analysis Situation Analysis • Problem analysis is helping us finding “the roots of the evil” • Three parts in a problem analysis; • The main problem to be solved, one focus • The causes, reasons to the focal problem • The effects of the focal problem • Discuss who owns the problem? • A problem analysis should always be made by the local stakeholders, the owners of the problem.

20. PROBLEM TREE Effekr Effects Focal Problem Causes

21. EXAMPLE on a PROBLEM TREE Bus company gets a bad reputation Disabled people Highcost for hospital care Effekr Buses aredelayed Peopledie and get injured High number of bus accidents Careless busdrivers Buses in poor condition Roads in poorcondition Stress Alcoholabuse Poor maintenance Old buses Poormaintenace Bad trafficsituation Tight schedule No maintenance routines Corruption Weak knowledge on manintenace Toofew drivers and buses Weak management capacity at the bus company

22. Step 4 ObjectiveAnalysis Formulating Objectives Three/fourlevelsofobjectives

23. Why a Problem Tree? Problem Tree Effects Focal problem Causes Objective Tree Overall objectives Project Objective Expected results Activities

24. Objectives vs. Activities • There is a differencebetweenobjectives and activities. • Objectivesshoulddescribe; • Which is the changed situation toacheive • Whattoacheivewhen the project is completed. • What the activitiesareaiming at • Whlle, an activity is a meantoacheive the objective • Example on an objective: • Enhancedcompetence on tradefacilitationamong ITP participants • Example on an activity: • Arrange a seminar on tradefacilitation

25. Step 4.Objectives AnalysisThree levels 1. Long-term: Overall Objectives, Development Objectives:Often Governmental level, long term perspective, vision e.g. social welfare, economic growth... Time frame: Long term. Several different projects often aiming at the same overall objectives. Sometimes also called goals. 2. Medium-term: Project Objective, Project Purpose :The main objective that the intervention/project should be able to achieve. Solution to the focal problem. The very reason for implementing a project. Time frame: Medium term (the length of the project). Purpose should be “SMART (Specific, Measurable, Approved, Realistic and Time-Bound”) 3. Short-term: Expected results, immediate objectives:The results describe the services to be produced by the project. What services do the beneficiary get access to? Short term objectives. Directly after the project activities. Time frame: After the activities have been implemented. Results should be “SMART”.

26. Make it logicwhen planning, Example Overall objectives: The projectwillcontributetoincreasedtrade and increased GDP in country X Project objective: Increasedefficiency in the customs service in country X • Expectedresults: • Enhancedcompetence on customrelatedtradefacilitationmesuresamongcustoms service staff • Strengthened management capacity in the Customs service • Improvedcustomsclearenceroutines • Expected Outputs: • 500 staffmemberstrained on tradefacilitation • 3. New manuals for customsclearancedeveloped Activities: Ex. someactivities 1.1 Develop a training , 1.2 Implemeted a pilot training for 20 staff , 1.3 Evaluate the training

27. “SMART” project objective & results (short-term objectives) • Specific • Measurable • Approved • Realistic • Time bound

28. Writing objective statements Exampleofhowtowriteobjectives • To contributetoincreased GDP in country X • ------------------------- • Improved service from the statesectortoexportingcompanies in country X • ---------------------------------------- • 1.Enhanced knowledgeamongofficials on Tradefacilitation and RulesofOrigin 2. Improvedtrade standards establishedand effectivelyenforced in the country. ------------------------------------- Activities for expectedresult 1: 1:1 Conduct a baseline survey of the vocationaltraining and a needassessment (knowledge gaps) 1:2 Analyse the findingsof the study 1:3 Make a curriculum for trainingsbased on the findings 1:3 Prepare tender documents for new training programs 1.4 Selecttrainers /providers of the vocationaltrainings 1:5 Implement pilot trainings 1.6 Follow-up /monitor of the trainings, analyzeresults and ifneededchange the trainings 1:7 Run a full scaletraining program for healthcarestaff 1:8 Evaluate the program after 3 years, and analyze,ifneeddrepeat part of the training program Objectivehierachy Overall objectives(long term) --------------------------------- Project objective(mid-term): ---------------------------------- ExpectedResults: (Short term objectives) ------------------------------- Activities:

29. Different terminology for objectives used by different projects and donors, choose what’s best for you Terminology differs, depends on the project owners

30. When selecting objectives, bear in mind… • “SMART” objectives (Specific, Measureable, Approved, Realistic and Time bound) • Mandate of your Ministry/agency/NGO • The resources available for implementation • The problem to be solved (study the problem analysis, see step 3 in LFA) • The target group • Diplomacy

31. Step 5 Plan ofActivities Plan of Operation

32. Step 5. Activities/ Plan of Operation/Plan of Activities • Activities are meansto achieve the objectives, not the objectives. Activities tackle the causes to the focal problem (see problem analysis, step 3) • Activities should be clearly specified and expressed as an action. They explain how to achieve the expected results of the project (the short term objectives). • Activities should be connected to the expected results , the short-term objectives (Expected result 1: activities 1:1,1:2, 1:3… etc.)

33. Step 5. Activities/ Plan of Operation/ Plan of Activities Activities should always be connected to the expected results/short-term objectives e.g. Result 1: Improved knowledgeamong decision-makers at ministerial level on efficient trade facilitation measures Activity: 1:1 Make a need assessment among staff in Ministries and relevant authorities 1:2 Develop a training program, a curricula, and training material for trainings 1:3 Print training material 1:4 Train 15 teachers/trainers (ToT ) 1:5 Implement the training program for 25 persons, a pilot training 1:6 Follow-up of the training program, review evaluations, if needed make changes in the training curricula1:7 Complete the training program 1:8 Evaluation and dissemination of the results of the trainings 1:9 Integrate the program in to existing services Specified plans of activities make it easier to implement, to monitor and much easier to make a realistic planning of resources (budget, manning schedule and time schedule etc.) .

34. Step 6 Planning of Resources Staff Budget Equipment Time

35. Step 6. Inputs/Resource planning • Experts and personnel(human resource management, project group, reference group, which knowledge & capacity is needed?) • Financing(loans, grants, funds, cost sharing, who is financing what? Future long term financing?) • Equipment, equipment should be adapted to local conditions (Are spare parts and maintenance available?) • Premises (office, training facilities, is there a contract for the premises?) • Time (make a realistic time schedule, e.g. GANTT-schedule)

36. Example GANTT schedule Time Schedule / GanttChart Microsoft Project Professional

37. Step 7 Indicators & Sourcesofverifications To monitor results

38. Step 7. Indicators Measure achievements • Are the objectives achieved? Any positive results? • The process of setting up indicators shows whether the objectives are vague and unrealistic. • Indicators should be set for all expected results and for the project purpose (short-term objectives and medium-term objective). • Indicators should state the quantity and the quality

39. Examples of indicators, quantityand/orquality, Indicators for a management training e.g.: 1. Number of persons participating in the training (SoV: List of participation) (quantity) 2. Number of occasions when knowledge among the trained personnel has been used (Source of verification (SoV): Number, interviews) (quality) 3. Number of persons passing the test after the training (SoV: The test results from the training) 4. Examples of changes made in the organization after the training (SoV: Organizational study ) 5. Staff recognition/comments 6 months after the management training ( SoV: Interviewing staff on management at the authority) Indicator for service: e.g. Number of satisfied customers (SoV: statistics, interviews %) (measures quality).

40. Step 7. Indicators Measure achievements • A baseline study, input data is needed, in order to be able to measure the final results, to be able to compare. (E.g. how many custom clearances per year when we start our project) • Each indicator should be connected to a Source of Verification (SoV), answering the questions how the information on the indicator should be collected, when/how it will be collected (e.g. SoVs interviews, exams, at the statistical office, questionnaires etc.)

41. Step 8 Risk Analysis and Risk Management Continuous risk analysis & risk management important to reach sustainability

42. Step 8. Risk Analysis & Risk Management • Analysis of factors which may influence the implementation of the project and hence the achievement of the objectives. • Internal and External risks • Make a risk management plan – mitigation of risks, new activities. • Killing factors? Important threats, threatening the whole implementation e.g. the political situation, corruption etc.

43. Risk value

44. Step 9 Analysis of Assumptions Important problems to be solved by others

45. Step 9. Analysis of Assumptions • Assumptions describe situations and conditions which are necessary for project success, problems needed to be solved, but which are largely beyond the control of the project group to solve (due to the resources of the project group, their mandate and knowledge etc.) • An assumption, is a problem the project group realistically canassume that other projects/ authorities/actors will handle

46. Why different steps in LFA in the planning procedure? • Relevance Step 1 – 4The Context, the Stakeholder-, the Problem- and the Objectives analysis. Logical links between problems and solutions? Ensure that the problems of the target group are solved by the project. • Feasible Step 5 – 7Plan of Activities, Resources/inputs and Indicators. Are the activities and resources sufficient to achieve the objectives? (Resources: Personnel, time, funding, equipment) • Sustainable Step 8 – 9 Risk analysis, Risk Management and Analysis of the Assumptions. If the project is sustainable, will the effects of the project remain without external assistance?

47. The nine steps of an LFA analysis - why? • 1. Analysis of project´s Context • 2. Analysis of Stakeholders • 3. Problem Analysis/Situation Analysis RELEVANCE • 4. Objectives Analysis • 6. Plan of Resources/Inputs • 5. Plan of Activities FEASIBILITY • 7. Indicators/measurements • 8. Risk Analysis and Risk Management • 9. Analysis of Assumptions SUSTAINABILITY

48. GROUP ACTIVITY • PROBLEM: Identify one focal problem, e.g. You decided, but some proposals a) Weak efficiency in the customs service • b) Little knowledge in the trade sector on rules of origin (RoO) c) Weak support from the state to the export industry • STAKEHOLDER ANALYSIS: Identify stakeholders in the sector (Beneficiaries/target group, Implementers, local financing agents, decision makers)List them. • PROBLEM ANALYSIS: Identify reasons/causes to the focal problem and effects. Make a brief problem tree, write notes. • OBJECTIVES: Set at least two expected results (short-term objectives), one project objective and two overall objectives. Formulate them “SMART” . • ACTIVITIES: Find solutions/activities to achieve result 1-3. Number the activities (1:1, 1:2, 1;3 etc.) and connect them to each expected result.

49. LFA matrix / Log Frame – a way to summarize a project plan Preconditions

50. INTERVIEWS and/or WORKSHOPSParticipatory approach