Introduction to the Logical Framework Approach - Stockholm ...

More documents

Recommendations

Info

Introduction to the LFAAs after having established the problem tree it is important to review theobjectives tree (the means–end relationships) to ensure validity andcompleteness of the hierarchy of objectives. It might for example benecessary to revise statements or to add new objectives in case they seem tobe relevant and necessary to achieve the objective at the next higher level.Attention has to be paid to the fact, that some problems cannot simply bereformulated, as they cannot be influenced (e.g. heavy rainfalls, insufficientbudgets made available, etc.).ReaderAnalysis of ObjectivesTurning the negative aspects into future desired, but realistic situationsDSELiving conditions of localpeople improvedConservation ofBiodiversityEndsRate of diseases amongstwater users reducedCatch for fisherfolk increasedAquatic life is back tonatural balanceRiver water qualityimprovedAdequate use of fertilizers /pesticides in agricultureUntreated discharge of wastewater fromhouseholds and factories into river is reducedKnowledge offarmers is adequateSubsidies for fertilizers /pesticides reducedIncentives for avoidinghigh pollution of wastewater are effectiveLegal regulationsare improved andfollowedWastewatertreatment capacitiesincreasedMeans2.2.4. Strategy Analysis (“Analysis of Alternatives”)The final stage of the analysis phase involves the identification of possiblesolutions that could form a project strategy and the selection of one or morestrategies to be followed by the project. During strategy analysis (or “analysisof alternatives”) a decision is being taken on which objectives will and whichobjectives won’t be pursued within the frame of the project. The startingpoint for strategy analysis is the objectives tree. The choice of one ore morestrategies is made on the basis of criteria which have to be agreed upon anddefined with the stakeholders, depending on the specific project context.Possible criteria could be: costs, urgency, resources available, socialacceptability, gender aspects, time perspective of benefits, feasibility,development policy guidelines, etc. The information gained duringstakeholder analysis (potentials, support, resistance, etc.) and analysis ofidentificationand selectionof a projectstrategy18
Introduction to the LFApotentials should also be taken into consideration as a reference for decisiontaking. 26In the GEF context the set of criteria to be used in the strategy analysis arelargely pre-established by a series of GEF specific requirements. If the globalinterest check point is passed successfully the next question is, whether theproject is “gefable”. “Gefable” relates to the conformity with national prioritiesand the strategic fit of the idea into the GEF portfolio, as well as the portfolioof the GEF Implementing Agency (UNDP, World Bank, or UNEP). Guidance forthis has been provided by the Conference of the Parties (COP) of the twoconventions, the Convention on Biological Diversity (CBD) and the UnitedNations Framework Convention on Climate Change (UNFCCC). The GEFOperational Strategy and the Operational Programmes reflect theCOP guidance and thus constitute the main framework for eligibility.The GEF will not finance activities in the areas of biodiversity and climatechange that do not fully conform to the guidance from the COP. Additionalinformation is included in national Biodiversity Strategies and Action Plans(BSAPs) and National Environmental Action Plans (NEAPs) and the workprogram of the GEF Implementing Agencies. Again, if a project concept isnot ‘gefable’, GEF cannot fund the activities.GEF eligibility also refers to the incremental nature of the activities envisagedin the strategy since GEF financing is available to meet the agreedincremental costs of measures to achieve global environmental benefits. Therealistic baseline –the kind of interventions and projects that would take placewithout GEF involvement, including other donor activities- needs to beidentified in the first place.A comparison of the agreed system boundary and the information availableon the realistic baseline will show potential gaps, which when furtheranalyzed will lead to a list of programmatic gaps, the activities likely to befounded with GEF funds. An analysis of the realistic baseline on the otherhand should yield some quantitative estimates about baseline costs.In the illustration case – which is not a specific GEF case study - (below) thetwo possible strategies identified are a) an agriculture strategy (focussingon the adequate use of fertilizers and pesticides in agriculture) and b) anenvironment strategy (focussing on the reduction of untreated dischargeof wastewater from households and factories into the river). Both have to bepursued in order to improve the quality of the river quality. This can be donein different projects, or in different sub-components tackled by the sameproject or programme.Reader26 There are a huge number of instruments that can be used to facilitate actually choosing astrategy such as: utility analysis, cost-benefit analysis, SWOT-analysis (Strengths -Weaknesses – Opportunities – Threats), cost-effectiveness analysis, force field analysis, andothers. For short introductions to SWOT-analysis and force field analysis see Jackson, Bill, p.6; further explanations on the tools can be sought from literature on project management(also on the internet). Also see COMIT, p. 45 on utility analysis.19
Page 6 and 7: Introduction to the LFApicture what
Page 8 and 9: Introduction to the LFA• a consis
Page 10 and 11: Introduction to the LFAand projects
Page 12 and 13: Introduction to the LFAReaderIndivi
Page 14 and 15: Introduction to the LFAplanning ste
Page 16: Introduction to the LFAproblems are
Page 21 and 22: Introduction to the LFA2.3. The pla
Page 23 and 24: Introduction to the LFA2.3.2. Level
Page 25 and 26: Introduction to the LFAthe initial
Page 27 and 28: Introduction to the LFAFollowing th
Page 29 and 30: Introduction to the LFAachievement
Page 31 and 32: Introduction to the LFAReaderThe De
Page 33 and 34: Introduction to the LFA• Specify
Page 35 and 36: Introduction to the LFASpecifying f
Page 37 and 38: Introduction to the LFAReaderLogfra
Page 39 and 40: Introduction to the LFA“Lack-fram
Page 41 and 42: Introduction to the LFAGenerally th
Page 43 and 44: Introduction to the LFAIt should be
Page 45 and 46: Introduction to the LFAReader3. APP
Page 47: Introduction to the LFAReader47
Page 50 and 51: Introduction to the LFAReaderLFA to
Page 52 and 53: Introduction to the LFA4. ANNEXESRe
Page 54 and 55: Introduction to the LFAReader4.3. G
Page 56 and 57: Introduction to the LFAMilestonesOb
Page 58: Introduction to the LFAStrategy Ana

Introduction to the Logical Framework Approach - Stockholm ...

Create successful ePaper yourself

Delete template?

Save as template?