Transcript No Slide Title

Introduction
Francis Wellens
a
[email protected]
077/45 09 81
•
•
•
Belgian
Engineer in Rural Constructions (1978)
MBA (1997)
Presentation of participants:
Rules of the game
Participation
Questions throughout (feel free)
Practical issues and examples
1
Introduction
a
Workshops foreseen:
Wednesday
21/7
Thursday
22/7
Friday
23/7
Wednesday
4/8
Thursday
5/8
Friday
6/8
Wednesday
18/8
Thursday
19/8
Friday
20/8
Wednesday
1/9
Thursday
2/9
Friday
3/9
Workshop on Project Cycle Management 9 - 12 AM
Workshop from EDF decision to Financing Agreement 9 - 12 AM
Workshop on Implementation modalities 9 - 12 AM
Workshop on Programme Estimates 9 - 12 AM
2
Background and documentation
a
EU-Website: http://ec.europa.eu/europeaid/work/procedures/index_en.htm
3
Workshop 1,
Project Cycle Management
a
Main issues
Project Cycle Management (PCM) (day 1)
Logical Frame-work Approach (LF or LFA) (day 1 – 2)
Activity and resources scheduling (day 2)
Managing project quality (day 3)
Evaluation (day 3)
4
Objectives of this Workshop
a
Results
 All principles of PCM are understood
 You all know
• How to use the LFA for all phases of the project cycle
• How to assess the relevance, feasibility, and sustainability
of a financing proposal/project
• How to best involve other actors during PCM
Project Cycle Management Handbook:
http://ec.europa.eu/europeaid/multimedia/publications/documents/tools/europeaid_adm_pcm_guidelines_2004_en.pdf
Project Cycle Management Guidelines:
http://ec.europa.eu/europeaid/multimedia/publications/publications/manuals-tools/t101_en.htm
5
Objectives of this Workshop
a
Project Purpose
After the course the participants have a full understanding of
Project Cycle Management (PCM); they are able to integrate
the principles and tools related to PCM in their daily
practices related to project management.
6
Objectives of this Workshop
a
Overall Objectives:
In Sierra Leone
 EU aid is improved
 Management of EU aid is improved
 The effectiveness of EU aid is improved
7
Some definitions
a
Project
Project is a combination of:
 Objectives
 Activities leading to outputs
 Duration
 Input: generally at least budget and resources
An undertaking for the purpose of achieving
established objectives, within a given budget and
time period.
8
Some definitions
a
Project in donor context



Financing and contribution additional to ongoing activities
Limited in time and resources
Contribution to a process of change
But Processes of change take place in a context
And Context = very complex
 Context => changing continuously
 Context => many actors are involved and have an influence
9
Some definitions
a
Project Management: a succession of challenges


Structuring and facilitating of processes of change in order to define objectives in
the most effective and efficient way
Ensuring that all major stakeholders are consulted, that their knowledge and
insights are used to improve the quality of the project/programme
• Dealing with complexity and incertainties related to the context and to the human
interactions
• Dealing with the subjective perceptions and values of each of the actors involved
in projects

Continuous information collection, exchange and analysis in order to take
decisions and to make continuously adaptations related to the quality of
projects
10
Some definitions
a
Quality Criteria
Relevance relates to whether the project addresses
?
the real problems of the intended beneficiaries and
contributes significantly to long term development
objectives.
Feasibility relates to whether the project objectives
can be effectively achieved.
Sustainability relates to whether project benefits
will continue to flow after the period of external
assistance has ended.
11
History of PCM approach
a
Late 1960s Logical Framework (USAID)
➢ International Agencies introduce the Logframe
Early 1980s ZOPP (GTZ)
Objectives-Oriented Project Planning
➢ European countries adapt the ZOPP
Early 1990s PCM
12
How to enhance management
a
Merging PCM and Logframe
Project Cycle
Management
The decision making
and implementation
process defined by
the organisation
Logframe Approach
Project management
methods and tools
13
How to enhance management

Project Cycle Management
Defines different phases in the
project life with a well-defined
process of involvement of
different stakeholders,
management activities and
decision making procedures

a
Logframe Approach
A methodology for analysing,
planning, managing and
evaluating programmes and
projects, using tools to enhance
participation and transparency
and to improve orientation
towards objectives
14
The Project Cycle
a
15
The Programme Cycle, main events
a
16
The Project Cycle, Programming
Purpose
Stakeholder
involvement
Steps
Product
a
Agreed framework on long term objectives and sector
priorities for co-operation in the country/region
High level political decision makers from the partner country
and the co-operating institution/agency
General analysis of the current situation and future
prospects
Analysis of national priorities
Review of previous collaboration
Complementary action with other actors
Strategic choices in collaboration with other stakeholders
(Country) Strategy paper
17
The Project Cycle, Identification
Purpose
Stakeholder
involvement
Steps
Product
a
Identification and selection of relevant areas of intervention
and project ideas for further studies
Senior officials of the co-operating institution (NAO) and
from line ministries of the partner country, consultants
Draft ToR for Pre-feasibility (if necessary)
Collect and evaluate information on areas of intervention
Review/include lessons learned from previous
experiences
Pre-feasibility (if necessary)
Project Identification Fiche (PIF): Relevance and feasibility
Decision for appraising or for rejection TOR for appraisal
18
The Project Cycle, Appraisal
Purpose
Stakeholder
involvement
Steps
Product
a
A well defined and formulated project according to the criteria
of relevance, feasibility and sustainability
Project formulation mission involving all stakeholders
Conduct a feasibility study
Involve the different stakeholders
Define implementation arrangements
Elaborate solutions and achieve agreement on the project
approach with all stakeholders
Design logical framework, Activity and Resources schedules
A detailed feasibility study (meeting the quality criteria) that is
the basis for a financing proposal
Outline for activity and resource schedule
19
The Project Cycle, Financing
a
Purpose
Financing agreement and commitment for project resources
Stakeholder
involvement
Donor and beneficiary (country)
Steps
Preparation of the Action Fiche (financing proposal)
Examination of the proposal
Financing decision
Product
Signed financing agreement
20
The Project Cycle, Implementation
Purpose
Implementing the project towards its objectives
Stakeholder
involvement
Project implementation team, counterpart institution,
beneficiaries and eventually external monitoring
Steps
Tendering and contract award
Detailed work plan
Executing activities
Adapting project activities
Ongoing monitoring and mid-term evaluation
Documents
E.g. project monitoring reports, annual reports
a
21
The Project Cycle, Evaluation
Purpose
Stakeholder
involvement
a
Accountability and formulation of lessons learned
Conclusions for programming and future action
External neutral party and all relevant stakeholders
Steps
Terms of reference for the evaluation (questions to be
asked)
Organise evaluation exercise with appropriate methods
Analyse relevance, efficiency, effectiveness, impact, and
sustainability
Draw lessons from experiences
Provide recommendations
Product
Evaluation report
22
Logframe Approach
a
Select the
option
PLANNING PHASE
Stakeholder Analysis
identifying & characterising major stakeholders,
target groups & beneficiaries, defining whose
problems will be addressed by a future
intervention, and which potentials can be used
Problem analysis
identifying key problems, constraints and
opportunities; determining cause and effect
relationships
Analysis of objectives
developing objectives from the identified
problems; identifying means to end
relationships
Strategy analysis
identifying the different strategies to achieve
objectives; selecting the most appropriate
strategy(ies); determining the major objectives
(overall objectives and project purpose)
Specifying and
Define the
operationalising project logic
Identify/
Deduct problems
Identify
stakeholders
ANALYSIS PHASE
Logframe
defining the project/ programme
structure, testing its internal
logic, formulating objectives in
measurable terms, defining
means and cost (overall)
Activity scheduling
deter-mining the sequence and
depen-dency of activities;
estimating their duration, setting
milestones and assigning
responsibility
Resource scheduling
from the activity schedule,
developing input schedules and
a budget
23
Logframe Approach
Stakeholders


a
Any individuals, groups of people, institutions or firms
that may have a relationship with the project/
programme
They may – directly or indirectly, positively or negatively
– affect or be affected by the process and outcomes of
projects or programmes
24
Logframe Approach
Types of Stakeholders




a
Final beneficiaries, target group(s):Those ultimately positively affected by
the project and the quality of the services produced by it –
Project partners: The intermediairies in the aid delivery – direct and
intermediate beneficiaries,
Groups, organisations and institutions that can provide additional
insights and services (universities, NGOs, consultancy firms, etc.)
Those who may be or feel negatively affected by the project
 Key
stakeholders are those who participate directly in
the various phases of PCM
 At different phases of PCM, different stakeholders can
and will have to participate
25
Logframe Approach
Why Stakeholder Participation?
a





Allows that interventions are adjusted to the social,
economic and political realities
Improves ownership
Increases relevance, feasibility and sustainability of the
intervention
Enhances local capacities
Strengthens civil society and democratic processes
26
Logframe Approach
Stakeholder Analyse?
a
27
Logframe Approach
Problem Analysis (problem tree)
a
Establishing cause-effect relations between problems
Decreasing incomes of artisanal
fisherfolk
Decreasing fish
stocks
Destruction of coral
& mangrove
habitats
Illegal fishing
methods applied
Effects
Low price received by
artisanal fisherfolk in
the village
Processed fish is
of bad quality
Limited access to
markets
Causes
28
Logframe Approach
Analysis of Objectives
(tree of objectives)
a
Turning the negative aspects into future desired, but realistic situations
Incomes of artisanal fisherfolk
increased
Rate of decline in
fish stocks
arrested
Coral & mangrove habitats
conserved
Incidence of
illegal fishing
reduced
Ends
Price received by
artisanal fisherfolk increased
Quality of fish
processing
improved
Access to
markets improved
Means
29
Logframe Approach
Analysis of Objectives
a
• Verify if it is possible to change the identified problems into
feasible project aims
• Developing a set of criteria which will guide the selection of
the strategy
30
Logframe Approach
Analysis of Strategies

a
The purpose is:
• to identify possible alternative options or ways to
contribute to the overall objectives
• to agree on priority strategies based on an
assessment of the relevance, the feasibility and the
sustainability of each of them
• to concentrate the means of the project on what is
really important, effective and feasible
31
Logframe Approach
Analysis of Strategies

a
For each of the defined strategies to study:
• The relevance of the strategy in relation to the
overall objectives
• The feasibility of the strategy taking into account the
means of each of the actors involved
• The chances that the strategy will continue to
produce effects after major funding is finished
32
Logframe Approach
Analysis of Strategies

a
Important to take into account:
• the points of view of the different stakeholders
especially the beneficiaries and target groups
• the contribution, potential and capacities of other
stakeholders and donors
• objectives pursued by other projects or interventions
• The factors influencing the sustainability of the
project (policies, economic and financial, sociocultural, organisational and institutional capacities,
environmental and technical factors, etc.)
33
Logframe Approach
Analysis of Strategies (IV)
a
IN
Incomes of artisanal fisherfolk
increased
OUT
Rate of decline in
fish stocks
arrested
Coral & mangrove habitats
conserved
Incidence of
illegal fishing
reduced
OVERALL
OBJECTIVE
Price received by
artisanal fisherfolk increased
Quality of fish
processing
improved
Access to
markets improved
PROJECT
PURPOSE
RESULTS
Decision based on: budget, priorities, human resources available, social
acceptability, urgency, ...
34
Logframe Matrics
Intervention
Logic
Overall
Objectives
Project
Purpose
Results
Longer-term benefits
to final beneficiaries
and the wider benefits
to other groups.
OVI Describe the
projects
achievements in
measurable terms.
Sources of
Verification
Sources directly
related to the OVI.
Assumptions
Crucial factors
outside project
control.
Sustainable benefits for
the target group(s) as
part of the beneficiaries.
“Products” of the
Activities
undertaken.
Activities
Intervention
Logic
Objectively
Verifiable
Indicators
a
“Actions” necessary
to produce the
Results.
Means
“physical and nonphysical inputs” to
carry out the planned
Activities.
Cost
Preconditions
35
Logframe Basics
Intervention
Logic
Objectively
Verifiable
Indicators
a
Sources of
Verification
Assumptions
Overall
Objectives
Project
Purpose
Results
Activities
Means
Cost
‘... IF results are delivered, AND assumptions hold true,
THEN the project purpose will be achieved ...’
Preconditions
36
Interlocking Logframes
a
Programme
Overall
Objectives
Project
Project
Purpose
Overall
Objectives
Project
component
Results
Project
Purpose
Overall
Objectives
Activities
Results
Project
Purpose
Activities
Results
Activities
37
Interlocking
Logframes
a
Example: from sector programme
to component
38
Logframe: An Example
a
INTERVENTION LOGIC
OBJECTIVELY VERIFIABLE INDICATORS
SOURCES OF VERIFICATION
OVERALL OBJECTIVE
Incomes of artisan fishermen increased
The net income of 75% of the 3600 fishermen
member of the fish co-operatives in region X
has increased by 25 % at the end of the
project.
The number of radios and motorcycles
increased in the area.
Enquiry among members of the
co-operatives
PROJECT PURPOSE
Prices received by artisan fishermen
increased
By the end of the project the prices for one ton
of processed fish paid to the small fishermen
organised in co-operatives in region X has
increased: for Mackerel with 20%, for sardines
with 35%, for salmon with 25%
Statistics and accountability of
the different co-operatives
The production costs will
not increase faster than
the inflation
RESULTS
1. Quality of fish processing improved
The quantity of processed fish not accepted by
the market decreased with 10% after 1 year
and with 50% at the end of the project
Records of the co-operatives
The government
remains in favour of the
development of the
artisan fishery sector
2. Access to markets improved
Fish processed by the artisan fishermen of
region X can be found on all markets and they
can sell 25% of their products on the
international market in the capital
Survey on the markets
Records of the co-operatives
ACTIVITIES
1.1 invest in processing units
1.2 train the artisans in making good use of
the processing units
1.3 install a cold chain for fish storage and
transport
2.1 strengthen the bargaining power of the
co-operatives
2.2 organise a representation of the cooperatives in the national fishery board
2.3 organise advertisements for the products
of the co-operatives
MEANS
5 processing units
4 training sessions (10 days) for 5 people
3 cold chains
10 leadership training
Advertissements
COSTS
ASSUMPTIONS
150 000
40 000
300 000
50 000
total 540 000
39
Logframe: Final Check
a
• the vertical logic is complete and accurate;
• Indicators and Sources of Verification are accessible and
reliable;
• the Pre-conditions are realistic;
• the Assumptions are realistic and complete;
• the risks are acceptable;
• the likelihood of success is reasonably strong;
• quality issues have been taken into account and, where
appropriate, trans-lated into Activities, Results or
Assumptions;
• the benefits justify the cost;
• if additional studies are needed they are included.
40
Activity & Resource Scheduling
a
Logframe
Results-based Workplans
Workplan
Workplan
Workplan
Results-based
ressource schedule
Budget
Budget
Budget
Salaries
Allowances
Vehicle Op.
Office
Tel/Fax
Seeds
Fertiliser
5000
1250
3750
750
400
850
2300
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
41
Activity Scheduling
a
An activity schedule:
 Maintains objective-oriented approach of logframe
 Breaks activities down into operational detail
 Clarifies sequence, duration and precedence of activities
 Identifies key milestones
 Assigns management responsibility
and implementing responsibilities
and should include management
tasks
Workplan
Workplan
Workplan
42
Steps in the Preparation of an
Activity Schedule
a
PROJECT: ESTABLISHMENT OF PLANNING UNIT, MINISTRY OF AGRICULTURE
YEAR 1
ACTIVITIES
Month 1
1,1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
EXPERTS
EXPERTS
Month 8
Month 9
Month 10
Month 11
Month 12
PM OM E1
1.1.1 Set up offices and equipment
Liaison with relevant government
departments
L
1
2
3
1.2.1 Convene project steering committee
L
1.2.2 Hold regular steering committee meetings
L
1.2.3 Hold regular briefings for Ministers
and senior civil servants
L
1,3
E3
L
1.1.2 Identify and recruit counterpart staff
1,2
E2
Establish Planning Unit
Undertake planning studies
4
5
6
7
8
S
9
1.3.1 Agree with government priority areas
for planning studies
L
1.3.2 Convene working groups to undertake
planning studies
L
L
L
1.3.3 Undertake planning studies jointly with
government
L
L
L
1,4
Provide government with strategy plans
10
1.4.1 Make recommendations to government
L
S
S
S
1.4.2 Assist government in the development of a
framework for policy formulation
L
S
S
S
Milestones
1
Membership of PSC includes senior representatives from all relevant Departments
2
Terms of reference and schedule for PSC agreed
3
First 3 briefing meetings run and attended as planned
4
Written agreement of priority areas
5
Working groups convened and schedules of work agreed
6
1st drafts of studies circulated
7
Comments received from relevant Ministries & departments
8
Studies completed
9
Working groups agree on recommendations
10
Strategy recommendations submitted to government
KEY
PM
OM
E1
E2
E3
= Project Manager
= Office Manager
= Ag. Economist
= Policy Specialist
= Livestock Econ.
L
S
= Lead role
= Support role
43
Resource Scheduling
a
A resource schedule:
 Maintains objective-oriented approach of logframe
 Facilitates results-based budgeting and monitoring of
cost-effectiveness
 Provides basis for planned mobilisation of resources
(external & local)
 Identifies cost implications
 Counterpart funding requirement
 Post-project financial sustainability
Budget
Budget
Budget
Salaries
Allowances
Vehicle Op.
Office
Tel/Fax
Seeds
Fertiliser
5000
1250
3750
750
400
850
2300
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
44
Steps in the Preparation of a
Resource Schedule
a
ESTABLISHMENT OF A PLANNING UNIT, MINISTRY OF TRANSPORT
Ref
ACTIVITIES/INPUTS
Unit
Quantity per planning period
1st qtr 2nd qtr 3rd qtr 4th qtr
Annual
Costs per planning period
Cost Funding Cost Codes
Project Recurrent
per unit source Donor Govt 1st qtr 2nd qtr 3rd qtr 4th qtr Total
Costs
ACTIVITIES
1.1 Establish Planning Unit
EQUIPMENT
Computers
Fax modem
Office furniture
SALARIES & ALLOWANCES (LOCAL)
Counterparts
Office staff
ETC.
no.
no.
lump
2
1
1
2
mm
mm
4
2
4
3
1.000
500
3.000
4
3
4
3
200
100
3,4 A/1.3 2.000
3,4 A/1.3
500
3,4 A/1.3 3.000
5,2 B/2.1
5,2 B/2.1
800
200
2.000
800
300
-
-
4.000
500
3.000
800
300
800
300
3.200
1.100
3.200
1.100
45
Monitoring of Implementation
a
Monitoring:
 Is a systematic management activity
 Actual progress is compared to plan in order to identify
necessary remedial actions
 Takes place at all levels of management
 Uses both formal reporting & informal communications
 Focuses on resources, activities & results in the
logframe
46
Evaluation: Major Issues
a
What for?
Accountability
Learning
47
Types of Evaluation
a
Desired situation
Sustained benefits
and impact
Present situation
Time
Ex-post or
impact evaluation
End-of project or
final evaluation
Mid-term review
48
Managing Project Quality
a
The Process
Management Tasks
Management Tools
Project Proposal
Identify Information
Needs
Formulate questions concerning
project relevance, feasibility &
sustainability
Formulate Feasibility
Study TOR
Ensure that information collection
& analysis is effectively planned
Format for Feasibility
Study TOR
Study objectives
Issues to be Studied
Workplan
Draft Financing
Proposal
Assess document
quality
Ensure that draft Financing Proposal
meets PCM requirements
Relevance
Feasibility
Sustainability









Assessing the Quality of a
Financing Proposal
Financing
Proposal
49
Managing Project Quality
Factors Affecting Sustainability
a
End of Project
Flow of
Benefits
(impact)
Result
Result
Project
Purpose
Sustainable
Unsustainable
Result
Time
 Policy support
 Appropriate technology
 Environmental protection
 Gender & socio-cultural issues
 Institutional & management capacity
 Economic & financial viability
50
Managing Project Quality
Analysing sustainability
• Macro-economic situation
• relevant policies
• level of institutional
development
Characteristics of the
project / programme
•
•
•
•
•
•
partner
target group
region and sector
degree of innovation
duration
scale and complexity
The context
a
• Socio-political and cultural context
• ecological situation
• unexpected incidents
Factors of the project /
programme
implementation system
• project plan (preparation, objective system,
relationship between local and external
elements)
• project execution (management and
organisation, participation and institutional
set-up, financial factors)
• the phase after the end of the project
51
Managing Project Quality
Integrated Approach
Linked
objectives
a
Standardised
documentation
National / sectoral objectives
NIP
Feasibility studies
Financing proposals
Logframe
Annual reports
Evaluation reports
Basic Format
1. Summary
2. Background
3. Sectoral and problem analysis
4. Project/programme description
5. Assumptions, risks and flexibility
6. Implementation arrangements
7. Quality factors
Annex: Logframe
Results-based work plans and
budgets
Workplan
Workplan
Workplan
Budget
Budget
Budget
Salaries
Allowances
Vehicle Op.
Office
Tel/Fax
Seeds
Fertiliser
5000
1250
3750
750
400
850
2300
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
5500
1750
4250
750
400
1100
3100
52
Managing Project Quality
Standardised Documents
a
Standard format & terminology during all
phases of the project cycle
a
Objectives:
aide mémoire of key issues
common understanding
transparency
institutional memory
1. Summary
2. Background
3. Sectoral and problem analysis
4. Project/programme description
5. Assumptions, risks and flexibility
6. Implementation arrangements
7. Quality factors
Annex: Logframe
53
Managing Project Quality
Basic Format for all documents
Summary
1. Background:
Overall EC and Government policy objectives, and links with the Commission’s country programme or
strategy, commitment of Government to over-arching policy objectives of the EC such as respect of
human rights
2. Sectoral and problem analysis,
Including stakeholder analysis and their potentials
3. Project / programme description,
objectives, and the strategy to attain
• Including lessons from past experience, and linkage with other donors’ activities
• Description of the intervention (objectives, and strategy to reach them, including Project Purpose,
Results and Activities and main Indicators)
4. Assumptions, Risks
5. Implementation arrangements
• Physical and non-physical means
• Organisation and implementation procedures
• Timetable (work plan) Estimated cost and financing plan
• Special conditions and accompanying measures by Government / partners
• Monitoring and Evaluation
6. Quality factors
• Participation and ownership by beneficiaries
• Policy support Appropriate technology
• Socio-cultural aspects Gender equality
• Environmental protection Institutional and management capacities
• Financial and economic viability
Annex: Logframe (completed or outline, depending on the phase)
a
54
PCM Principles
 Project cycle phases - structured &
informed decision-making
a
a
 Partner / stakeholder orientation - involvement of stakeholders in decision-making
 Logframe planning - comprehensive &
consistent analysis
 Sustainability - mechanisms to ensure
continued flow of benefits
 Integrated approach - vertical integration &
standardised documentation
Basic
format
55
Why Project Cycle Management
Results-oriented – not activity driven
Consistency
Logically sets objectives and actions
Participatory stakeholder involvement
Transparency
Comprehensive approach
• Shows whether objectives have been achieved: Indicators (for
M&E)
• Framework for assessing relevance, feasibility and
sustainability
• Describes external factors that influence the project’s success:
assumptions and risks
a
56
Criteria for Evaluating
Development Assistance





a
Relevance
Efficiency
Effectiveness
Impact
Sustainability
57
Evaluation of Relevance
Overall Objectives

change
Project Purpose
+ Assumptions
utilisation
Results
+ Assumptions

action
Activities
+ Assumptions
allocation
Means
+ Preconditions
Relevance
a
Analysis appropriateness
of project objectives to
the problems that it was
supposed to address
Controls somehow the
logic and completeness
of the project planning
process, and the internal
logic and coherence of
the project design
58
Relevance
a
= The extent to which the aid intervention is suited to the priorities
and policies of the target group, partner country and donor
Possible questions:
 To what extent are the objectives of the programme valid
for the beneficiaries?
 Are the activities and results of the programme consistent
with the overall objectives?
 …
 …
59
Evaluation of Efficiency
Overall Objectives

change
Project Purpose
+ Assumptions
utilisation
Results
+ Assumptions

action
Activities
+ Assumptions
allocation
Means
+ Preconditions
Efficiency
a
Analysis on how
successful the project
has been in transforming
the means
Provides the
stakeholders with
information on inputs /
costs per unit produced
60
Efficiency
a
= Efficiency measures the outputs – qualitative and quantitative – in
relation to the inputs. It is a term which signifies that the aid uses
the least costly resources in order to achieve the desired results.
This generally requires comparing alternative approaches to
achieving the same outputs, to see whether the most efficient
process has been adopted
Possible questions:
 Were the activities cost-efficient?
 Are the unit costs comparable to …
 …
 …
 …
61
Evaluation of Effectiveness
Overall Objectives

change
Project Purpose
+ Assumptions
utilisation
Results
+ Assumptions
Effectiveness
a
Analysis on how well the
production of project results
contributes to the
achievement of the project
purpose
action
Activities
+ Assumptions
allocation
Means
+ Preconditions
62
Effectiveness
=
a
A measure of the extent to which an aid intervention attains its objectives
Possible questions:
 To what extent was the project purpose achieved/is likely
to be achieved?
 What were the major factors influencing the achievement
or non-achievement of the project purpose?
 …
 …
 …
63
Evaluation of Impact

Overall Objectives
change
Project Purpose
+ Assumptions
Impact

utilisation
Results
+ Assumptions
action
Activities
+ Assumptions

a
Analysis of the overall
effects of the project
Analysis of the contribution
of the project purpose to
the overall objectives
Also analysis of unintended
impacts (negative and
positive)
allocation
Means
+ Preconditions
64
Impact
a
= The positive and negative changes produced by an intervention,
directly or indirectly, intended or unintended.
Possible questions:
 What real difference has the activity made to the
beneficiaries?
 How many people have been affected?
 …
 …
 …
65
Overall Objectives
change
Project Purpose
+ Assumptions
utilisation
Results
+ Assumptions
Sustainability
Evaluation of Sustainability
a
Analyses likelihood of benefits
produced by the project to continue
to flow after external funding has
ended with particular reference to
factors of ownership
by beneficiaries
action
Activities
+ Assumptions
allocation
Means
+ Preconditions
66
Sustainability
a
= Sustainability is concerned with measuring whether the benefits of an activity are
likely to continue after donor funding has been withdrawn.
Possible questions:
 To what extent did the benefits of a programme or project continue
after donor funding ceased?
 What were the major factors which influenced the achievement or
non-achievement of sustainability of the programme or project?
 …
 …
 …
67
Problem Analysis (problem tree)
a
Establishing cause-effect relations between problems
68
Analysis of Objectives
(tree of objectives)
a
Turning the negative aspects into future desired, but realistic situations
69
Analysis of Strategies (IV)
a
70