[/tab] [tab title=”How do you incorporate gender differences?”] Gender analysis must be done at all stages in the planning process. Identification of gender sub-groups and their perceptions must take place during the formulation of the project entity, as this entails identifying stakeholders, highlighting problems and discussing the potential downsides of proposed solutions.
[/tab] [tab title=”How is a stakeholder analysis carried out?”] A stakeholder analysis lists all possible parties that might be affected by, or affecting, the project in one way or another. The perceptions of all sub-groups, (e.g. children, the handicapped, part- or full-time employees), must also be included. Each stakeholder listed is placed in a specific category, defined by its role in the project.
The most important differentiations are those made between suppliers and recipients/beneficiaries. Examples of SUPPLIERS include for example ‘customs officials’, ‘container terminals’, and ‘marketing agents’. Examples of RECIPIENTS include e.g. ‘exporters’, ‘clients’, and ‘labourers’. The final part of the analysis identifies the function of each stakeholder in terms of what they are supposed to SUPPLY to the project entity and what they are supposed to RECEIVE from the project entity. This step is important in terms of focusing the minds of workshop participants in readiness for the next GOPP procedure. This procedure deals with the identification of problems, challenges, obstacles and causes of constraint vis a vis their relationships with each other.
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[tab title=”What are risks?”]
Risks are usually formulated as negative assumptions and are identified in a situation where a plan (‘dream’) to create improvement in the situation in the future is to be tested for feasibility. The assessment of risks aims to generate additional activities to minimise or avoid the consequences of risk factors.
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[tab title=”What are the advantages (and disadvantages) of constructing cause – effect relationships ?”]
The advantage of constructing cause – effect relationships is that participants acquire a more complete and coherent picture of the ‘puzzle’ of their reality, which they usually see in an incomplete and/or subjective way. This process binds the participants together, helps them understand each other’s reality better and reinforces their commitment to address the issues. Cause – effect relationships create a coherent hierarchy of problems that in itself creates the means by which to prioritise problems.
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[tab title=”What is a problems tree?”]
A problems tree is a visual representation of the causal links between the problems identified during a participatory workshop where stakeholders and mainly beneficiaries or their representatives are present. The yellow cards on which problems have been written are placed on a sheet of brown paper using a cause-effect logic, cause problems being placed below and effect problems on top. All problems of the tree are visually linked with arrows pointing up. Once the tree is constructed, it is possible to see which problem(s) cause which other problem(s). The problems tree is the mental vision of the problematic situation of the group and provides a hierarchical structure that serves as the basis to construct the objectives tree.
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[tab title=”What is an absent solution?”]
One of the most frequented difficulties in problem identification is that a ‘problem’ is often formulated as an ‘absent solution’. This means that the solution, which has already been decided upon, is formulated in the negative and is therefore absent, e.g. lack of . (credit), no . (training), lack of . (support), no .. (proper facilities).
Accepting this type of problem formulation short-circuits analysis and prevents the real problem, and potentially a better solution, from being discovered. For example, credit may be required to resolve low productivity. Low productivity, however, may be caused by poor sales and low market value, and a more appropriate solution might focus on introducing diversification of products to enhance market value. (This mechanism we have named ‘forking’).
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[tab title=”What is an objectives tree?”]
The objectives tree is a visual representation of the hierarchy of objectives as well as the means-end relations between them. It is constructed on the basis of the problems tree and on the reformulation of the problems into objectives, i.e. into positive reached situations.
Thus, the cause-effect links are transformed into means-ends links, the objective of a lower level being the means to reach an objective situated on the level immediately above. One can thus identify the various hierarchical levels of objectives and pitch precisely the levels of the project purpose, of overall objectives, of results and of activities. When the tree is complete, it is possible to regroup into clusters objectives belonging to the same ‘family of objectives’ or skills. Some of these clusters cannot be dealt with by the project and will thus become assumptions. The Logframe can then be constructed from the objectives tree.
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[tab title=”What is meant by ‘network analysis’? Why is it useful and how is it used?”]
The LFA planning method starts with identifying WHO or which stakeholders are involved in the context of the ‘Entity’.
The technique identifies first those ‘End-Users’ that are ‘waiting for help’. Often those are groups in society that are ‘in pain’. A sub-division (by gender, age, ethnicity, wealth, profession, urban/rural) helps to identify those who are more in pain then others and we can even prioritize those sub-groups.
It might also be interesting to identify those ‘End-users’ that may experience a negative effect from the project. Often those are thriving the current situation and will loose power or business in the new situation created by the project. Such groups (or individuals) can sabotage the progress of the project. Negotiations may help to neutralize them and include them in the project.
Then we identify those agencies, organizations, institutions that are working towards the same ‘Entity’ and that could be called ‘Partners’ or ‘suppliers’. Also here a prioritization could show the need to strengthen the relationships with some of those ‘partners’
The diagram showing the ‘Und-users’ or ‘beneficiaries’ above the ‘Entity’ and the ‘partners’ underneath the ‘entity’ is referred to as a ‘Netswork diagram’.
Within this organisational context, LFA then identifies functional relationships between these stakeholders (End-users vs Partners and among them).
Finally, the LFA planning method studies the obstacles to optimal functioning of these relationships.
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[tab title=”What is meant by the concept referred to as ‘forking’?”]
‘Forking’ is a technique used to analyse the possible causes of a problem so that solutions other than those thought up at first glance can be identified. The technique is applied by searching for the problem supposedly resolved by a solution and then by identifying other causes of the problem. The other causes may lead to other solutions. For example, improved training of detectives may contribute to reducing crime. Crime is also caused by dark streets. The problem could therefore be resolved by increasing the number of street lamps. In this case, the latter solution may actually be the more effective of the two. ‘Forking’ has proven to be an important tool in terms of generating alternative solutions to choose from and in dealing with pre-conceived ideas about the ‘right’ solution.
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[tab title=”What is meant by the concept referred to as the ‘diamond’?”]
The ‘diamond’ is a graphical representation of an objective tree showing the hierarchical levels of objectives. These range from policy, to means, institutions, activities, services and the well being of beneficiaries, to wider and broader objectives in society. The objective tree enables determination of the objectives the project chooses to achieve (IN), and those that the project cannot achieve (OUT). Moreover the tree allows objectives to be placed at the right level, whether as an ‘activity’, a ‘result’ or as the ‘project purpose’.
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[tab title=”What is the difference between a needs analysis and a problem analysis?”]
Logically speaking, a needs analysis identifies needs. Needs are conditions, goods or services that are perceived to be basic requirements by the beneficiary groups. Such needs may be seen as solutions to existing problems, although this is not made implicit in the analysis. It is quite possible that the perceived solution is neither the only solution nor the best one. A problem analysis identifies the problems (real and existing facts) experienced by the beneficiaries. The focus of this type of analysis is on root problems, or causes, as potential solutions can only be identified where there is clarity in this respect. The ‘forking principle’ can be applied and several solutions can be identified and studied before a decision is made.
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[tab title=”Whose problems are supposed to be identified?”]
It appears to be quite difficult to acquire information on the manner in which beneficiaries experience their problems. They are frequently not consulted, as initiators of projects or programmes tend – often unconsciously – already to have in mind the solution that supposedly meets the beneficiaries’ needs. Any alternative to the proposed solution may jeopardise the initiator’s proposal and require additional competence. For example, a ‘training centre for detectives’ may not be the best solution for improving the functioning of the Police Service. However the consultant proposed this solution because it is one that the consultant can deliver.
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[tab title=”Why do you need a stakeholder analysis?”]
A stakeholder analysis is essential to understanding the interests, positions, roles and responsibilities of the different actors in a project or programme. It will foremost generate ideas about areas of specific problems in functioning of some of the stakeholders. As such, it is an essential starting point of the analysis.
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[tab title=”Why is a gender analysis important?”]
A gender analysis brings a different dimension to the table as it looks at ‘reality’ from another angle. Perceptions, interests, beliefs, experiences and rationale differ between men and women, and this can lead to a fundamentally different analysis of a given situation. Both problems perceived and possible solutions proposed may vary widely. Moreover, a solution that is preferred by one gender might affect the other gender negatively.
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[tab title=”Why is it important to identify the possible causes of a problem?”]
By identifying the possible causes of a problem a range of potential solutions can be generated. The initial solution that people come up with is very often not the best solution to the problem situation.
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