Introduction to the Logical Framework Approach - Stockholm ...
Introduction to the Logical Framework Approach - Stockholm ... Introduction to the Logical Framework Approach - Stockholm ...
Introduction to the LFAindicators by which progress or setbacks are to be assessed, the resourcesthat are needed, and the management arrangements.In the case of UNDP-GEF projects, once the project starts to be implemented,Tripartite Annual Reviews (TPRs) are the most significant monitoringtool. TPRs are high policy level meetings of the parties directly involved in theproject to assess the progress of a project and take decisions to improve thedesign and implementation of the project in order to achieve the expectedresults. Given that the project planning matrix is not a rigid framework, but adynamic one, the (TPR) represents a unique opportunity to revisit thedefined objectives, indicators, and assumptions and refine them asnecessary.Reader3.1. LFA in the GEF project cycleThe following table is meant to give an idea on how and when the LFA toolscan be applied throughout the project cycle. It is not meant to give acomprehensive picture of the LFA’s use for project development andmanagement in the GEF, but to provide examples of practical applications ofLFA tools at different stages of project development and also later duringimplementation.46
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<strong>Introduction</strong> <strong>to</strong> <strong>the</strong> LFAindica<strong>to</strong>rs by which progress or setbacks are <strong>to</strong> be assessed, <strong>the</strong> resourcesthat are needed, and <strong>the</strong> management arrangements.In <strong>the</strong> case of UNDP-GEF projects, once <strong>the</strong> project starts <strong>to</strong> be implemented,Tripartite Annual Reviews (TPRs) are <strong>the</strong> most significant moni<strong>to</strong>ring<strong>to</strong>ol. TPRs are high policy level meetings of <strong>the</strong> parties directly involved in <strong>the</strong>project <strong>to</strong> assess <strong>the</strong> progress of a project and take decisions <strong>to</strong> improve <strong>the</strong>design and implementation of <strong>the</strong> project in order <strong>to</strong> achieve <strong>the</strong> expectedresults. Given that <strong>the</strong> project planning matrix is not a rigid framework, but adynamic one, <strong>the</strong> (TPR) represents a unique opportunity <strong>to</strong> revisit <strong>the</strong>defined objectives, indica<strong>to</strong>rs, and assumptions and refine <strong>the</strong>m asnecessary.Reader3.1. LFA in <strong>the</strong> GEF project cycleThe following table is meant <strong>to</strong> give an idea on how and when <strong>the</strong> LFA <strong>to</strong>olscan be applied throughout <strong>the</strong> project cycle. It is not meant <strong>to</strong> give acomprehensive picture of <strong>the</strong> LFA’s use for project development andmanagement in <strong>the</strong> GEF, but <strong>to</strong> provide examples of practical applications ofLFA <strong>to</strong>ols at different stages of project development and also later duringimplementation.46