[/tab] [tab title=”What are the limitations of an LFA workshop?”]
- The skill of the moderator and the quality of the Terms of Reference determine the success of an LFA workshop. The moderator guides participants through each procedure in the workshop with the aim of identifying a well thought-through objective. Open-minded communication with the individuals present in the workshop – each of which represents a specific point of view – is a complex process and demands a strong, determined individual who is also flexible, creative, objective and independent-minded. Mismanagement of such a workshop is likely to lead to chaos, conflict, disappointment and demoralisation, and an ‘outsider’ is thus required to act as a professional moderator.
- An LFA planning workshop calls for the presence of individuals who not only represent key stakeholders/beneficiaries, and thus bring with them essential knowledge of the problematic situation. It also calls for those present to have the authority to make operational decisions on behalf of the entity they represent.
- The communication method applied in a GOPP workshop limits participation to an optimum number of 15.
The Logical Framework is also mentioned in the context of planning techniques used by the (American) army in the 1950s (Vietnam) and by the Polaris space program.
In the 1960s, USaid introduced the Logical Framework as a planning tool in development operations. However realising the fundamental limitations of just a planning tool as such which generates only ‘dreams’ (objectives in the future), in the 1970s the GTZ (German Technical Co-operation) added the ANALYSIS phase introducing the stakeholder analysis, Problem identification and analysis and Objectives analysis (the problem- and objective tree).
From that time the term Logical Framework Analysis (LFA) was used. The LFA is a process with different steps including the Logical Framework matrix at the end. As such these terms are very different from each other.
To make better use in groups the GTZ introduced the METAPLAN techniques for better communication.
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[tab title=”What are the strengths of the LFA or GOPP Planning technique?”]
The primary strength of the technique is considered to be the principle of basing all planning on the analysis of existing problems, as perceived by those who actually have to deal with them. This anchors each plan in reality, assures its relevance and ensures that the interests of the ‘beneficiaries’ are served first and foremost, rather than those of the ‘suppliers’.
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[tab title=”What is a moderator?”]
A moderator will:
- Apply analysis and planning procedures in a flexible fashion in response to the needs of those in the workshop;
- An LFA planning workshop calls for the presence of individuals who not only represent key stakeholders/beneficiaries, and thus bring with them essential knowledge of the problematic situation. It also calls for those present to have the authority to make operational decisions on behalf of the entity they represent.
- Encourage the full participation of all participants;
- Remain neutral and non-affiliated;
- Practise patience, keep smiling and remain friendly, irrespective of the situation.
- Making problem solving more effective;
- Encouraging teams and groups to make better decisions; ensuring that groups focus on their targets and goals;
- Enabling clear agreements to be made about the work to be done.
[/tab] [tab title=”What is meant by beneficiaries?”] Beneficiaries refer to those whose problems are addressed by a particular development project. Beneficiaries should not be confused with staff in implementing agencies. Note that in EU jargon, beneficiary means the party that has signed the contract for a particular EC project.
[/tab] [tab title=”What is meant by recipients?”] Recipients refer to those who benefit from a particular project. This may include beneficiaries, target groups and suppliers.
[/tab] [tab title=”What is meant by suppliers?”] Suppliers are institutions responsible for the delivery of ‘results’ vis a vis beneficiaries or target groups.
[/tab] [tab title=”What is meant by target groups?”] Target groups are specific intermediary actors who carry out project ‘activities’ and provide project ‘services’ to the beneficiaries. The role and responsibilities of target groups is often addressed within the framework of a project. This is intended to strengthen and support the organisations responsible for implementation of project ‘activities’.
[/tab] [/tab] [tab title=”What is Project Cycle Management (PCM)?”]
* Project / Programme Cycle Management (PCM) is a management method introduced by the European Commission (1992) for the identification, formulation (appraisal), implementation and evaluation of projects and programmes. It aims at assuring quality through a consistent approach to all phases of the intervention cycle, ensuring beneficiary-orientation (relevance), a comprehensive perspective on interventions (feasibility and sustainability) and effective monitoring and evaluation. The key instruments for PCM are the Terms of Reference (ToR) to launch specific phases and the Quality Appraisal or assessment techniques used after each phase. ToR instructs the use of LFA (and not PCM) while the Quality Appraisal technique checks whether all the required information is available and the right participatory processes have been used.
Project Cycle Management (PCM) is a combination of concepts, techniques, instruments and practices that enable desk-officers and project cycle managers to steer different projects and programmes through the phases of the project cycle, on the basis of informed decisions.
The management software, for example, can be classified as follows:
- Management concepts: Use of selected analytical processes to assess the relevance, feasibility and sustainability of a concept.
- Management techniques: Skills that can be used to perform project cycle management tasks more efficiently or effectively. These include the assessment technique for project proposals and project planning by objectives.
- Management instruments: Aids or guidelines to support a particular task in project cycle management, e.g. the Basic Format and the format for Terms of Reference.
- Management practices: A set of procedures used during the life-cycle of a project to help those responsible for planning and implementation to make decisions, e.g. whether or not to increase beneficiary involvement. For more information consult the document entitled ‘PCM, a tool for Aid Effectiveness’.
[/tab] [/tab] [tab title=”What is the Metaplan technique?”] Metaplan is a communication technique that uses coloured cards, marker pens and large sheets of Kraft paper for visualising, analysing and recording ideas and information in meetings and workshops. Because each fact or idea is written separately on a card, the resulting information and/or ideas can be read and remembered easily. They can also be organised on the charts to show relationships and differences.
[/tab] [/tab] [tab title=”What is to be understood by the Logical Framework Approach or Logical Framework Analysis (LFA)”] The term Logical Framework Approach or Analysis (LFA) is used interchangeably. It consists, in all cases, of both the analysis and planning phases. LFA used in a planning situation is synonymous with GOPP. LFA is often confused with the Logical Framework matrix. The matrix is simply the ‘4 x 4’ visualisation of the end product.
* The fundamental tool of PCM is the LFA method (Logical Framework Analysis).
LFA is step-by-step procedure applying specific techniques in a participatory workshop setting for creating ownership among stakeholders, better focus on beneficiaries, realistic and measurable result-oriented objectives, quick decision-making, transparency of proposals and reporting, and easier management, monitoring and evaluation during the implementation of projects and programmes.
The key strength of LFA is that when well facilitated it enables effective communication in a structured way, thereby stimulating each stakeholder’s input. Visualization techniques are used to anchor the issues discussed and decisions made. The LFA technique also offers a framework within which alterations can be made, depending on the type of project or programme, the phase in the project cycle and the complexity of the issues to be resolved between the stakeholders.
LFA process provides information on
– WHO (for and by who: end-users & institutions),
– WHY (which problems in which context – ‘relevance’),
– WHAT (will be done and achieved under which assumptions – ‘feasibility’) and
– HOW (will it be done: Capacity Building – ‘sustainability’).
LFA is an analysis and planning tool to generate clarity, information and commitment among stakeholders and which takes place ‘in the field’, while PCM is a Quality Assurance management system to instruct and check whether such clarity, information and commitment is available and which takes place ‘in the office’.
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