level 1 all powerpoints in one. indicators what is it and why do we need them?
Post on 21-Dec-2015
218 views
TRANSCRIPT
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?
So indicators are all about finding out whether change is actually taking place
We use indicators
Where do we need indicators – looking at the model
Development objective
Activity
Activity
Activity
ActivityImmediate objective
Immediate objective
Resource/input
Resource/input
Resource/input
Resource/input
Resource/input
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
AttendanceReading scores
Social behaviour
Skills
Number of volunteers
Involvement Visibility
Reports in media
Communication
methodology
Two types of indicators
Often, indicators can be counted
But sometimes the signs or the evidence will be something more descriptive
Quantitative indicators
Qualitative indicators
Tells you something about a change in numbers or sizes
Tells you something about a change in how things are functioning or a change in behavior. Are mostly assessed by conversations and observations
Questions
• 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?
Each indicator needs to have five components
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
StakeholderThe impact of
interest1-10 (impact)
Stakeholder benefits
Stakeholder cons
Preventive measures
Responsible / deadline
Who is the stakeholder?
1: Not important for project10: Very important project
Description of the known benefits of the project for the stakeholder
Description of the known drawbacks of the project to stakeholder
Description of measures that will reduce the interest's points
TOOL: Stakeholders and information strategies
Participation in the project
Influence on project
Necessary for implementation
Not necessary / Small influence Large influence
HostageBe informed- Large meetings- Education- Gather information through schemas or focus groups
Gray eminenceBe heard- Interview- Meetings- In reference group
External StakeholderBe informed- Newsletters- Create a good image
Resource personBe involved- Interview- Meetings- Workshops- Working in
Why use models?
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
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.
The building blocs
•
•
Resources - inputs
Activities
Development objective
Immediate objectives
Input are resources put into the project. This can be finances, people working, organization of resources, and regulation of resources
Those services and results that are produced as a consequence of the activities.
Concrete actions or work done in order to transform the ressources into the immediate objectives (this is where change is taking place)
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
Development objective
Activity
Activity
Activity
ActivityImmediate objective
Immediate objective
Resource/input
Resource/input
Resource/input
Resource/input
Resource/input
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’ chainIt 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
Development objective
Immediate objective
Immediate objective
Activity
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
The level
How to build genuine and sustainable partnerships
How to get started with a project
How to get started with basic project management
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?
Project Formulation
Project Implementation
Project Idea
Project Evaluation
Partnership
Project Cycle Management
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. Situation Analysis – the foundation for the project:
1) Step 1: Stakeholder Analysis/participation analysis
2) Step 2: Problem Analysis
3) Step 3: Objectives Analysis
4) Step 4: Alternative strategy/Choice of Strategy
36
The project planning matrix
37
DescriptionVerifiable Indicators
Means of Verification
CriticalAssumptions
Development Objective
Immediate Objective
Outputs
Activities
Inputs
The process
• Funds, people, materials etc.
Input
• Actions necessary
Activities • The guranteed results
Outputs
• Reason for the project
Immediate Objective • 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?
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
StakeholderThe impact of
interest1-10 (impact)
Stakeholder benefits
Stakeholder cons
Preventive measures
Responsible / deadline
Who is the stakeholder?
1: Not important for project10: Very important project
Description of the known benefits of the project for the stakeholder
Description of the known drawbacks of the project to stakeholder
Description of measures that will reduce the interest's points
TOOL: Stakeholders and information strategies
Participation in the project
Influence on project
Necessary for implementation
Not necessary / Small influence Large influence
HostageBe informed- Large meetings- Education- Gather information through schemas or focus groups
Gray eminenceBe heard- Interview- Meetings- In reference group
External StakeholderBe informed- Newsletters- Create a good image
Resource personBe involved- Interview- Meetings- Workshops- Working in