Report of the Regional Workshop - Escap

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Logical framework analysis in participatory planning • Listen attentively • Affirm what has been heard • Respond to the topic • Add value to the issue In some cases where differences in opinions are problematic, basic listening skills may have to be developed prior to the introduction of dialogue. In conducting a dialogue session, it is important that the facilitator discourages any premature judgments passed by the stakeholders to other members in the group. It is also equally important that the stakeholders learn how to ‘suspend’ their emotional responses before proceeding to their inputs. A successful dialogue forum is essential to the formulation of a meaningful participatory plan. To ensure success in facilitating participatory plans for rural development projects, community-based natural resource development projects, capacity strengthening projects and institutional strengthening projects, the following steps have been found to be important: Step 1: Problem tree analysis – it is advisable to investigate the root causes of the problem through the problem tree analysis Step 2: Formulation of objective statement – this is the most crucial step in the entire participatory planning process. Stakeholders should hypothesize what could be the most favourable state of affairs at the end of the project interventions. The more tangible the objective is, the easier it is to conceptualize the outputs and activities Step 3: Outputs formulation – based on the objective statement, the stakeholders discuss the preconditions necessary to achieve the objective Step 4: Activity breakdown – stakeholders brainstorm on the activity breakdown to achieve each output Step 5: Validity check – stakeholders are asked what other preconditions are needed to achieve the outputs, after having completed all the activities. These pre-conditions are put as assumptions for the outputs. At this stage a preliminary LFA is accomplished Step 6: Check the integrity of the LFA – final changes can be incorporated and collective consent from the participating stakeholders should be obtained 15
Logical diagram and bar chart Step 7: Logic diagram – the activities that contribute to the outputs can be compiled into an activity list. The activities are then chronologically arranged into a logic diagram. At this point other activities such as reporting and budgeting can be added Step 8: Barchart – the logic diagram forms the basis of a Barchart. Once the activity durations are assigned, the start and finish dates of each activity can be determined The application of LFA to participatory project planning requires a thorough stakeholder identification and analysis. Once identified, a facilitator can be employed to brainstorm inputs from selected stakeholders. Problem tree analysis and objective tree analysis are suggested as tools to explore the root causes and solutions of the problems. Stakeholders collectively formulate the project objective that states a preferable situation at the end of the interventions. From this objective statement, outputs and activities are broken down. At each step, indicators and means of verification are identified. Finally, the pre-conditions for realizing the outputs and objective are analyzed as assumptions. By this way, the complete LFA matrix becomes a product of the stakeholders’ collective effort. The list of activities can then be processed using the logic diagram technique to derive an implementation plan. E. Logical diagram and bar chart In his second presentation, Mr. Tan based his discussion on a project he worked on in Chiang Rai, Thailand, to explain how to create a Problem Tree Analysis and the process of project formulation using a Logic Diagram. A Logic Diagram (figure 2) compiles the activities that contribute to the outputs into an activity list. The activities are then chronologically arranged. Once this has been done, and all activities and their durations identified, the project can be formulated into a Barchart (figure 3), which will show assigned durations and the start and finish dates of each activity. The role of a project manager was to manage the inputs – time, funds and resources – which enable the outputs. 16 Participants asked Mr. Tan to clarify terms relating to the LFA. He said indicators are an agreement between stakeholders as to on what basis the project will be judged. He also defined input and output. However, he cautioned participants from placing too much emphasis on specific terminology. No matter what terms are used, it is important to understand the underlying concepts. Most important he said, is being aware of, and identifying assumptions. Without identifying these assumptions projects may fail to achieve their objectives.
Page 1 and 2: ECONOMIC AND SOCIAL COMMISSION FOR
Page 3 and 4: ST/ESCAP/2345 The designations empl
Page 5 and 6: Contents Contents Preface .........
Page 7 and 8: Contents LIST OF TABLES 1. Bhutan s
Page 9 and 10: PART ONE Report of the Workshop
Page 11 and 12: Organization of the Workshop • Ca
Page 13 and 14: Key concepts and approaches of part
Page 15 and 16: Key concepts and approaches of part
Page 17 and 18: Principles of participatory communi
Page 19 and 20: Logical framework analysis in parti
Page 21: Logical framework analysis in parti
Page 27 and 28: Stakeholder participation in micro-
Page 29 and 30: Evaluation findings from special ev
Page 31 and 32: Evaluation of ADB’s completed pro
Page 33 and 34: Building an e-community into planni
Page 35 and 36: ICT support of stakeholders availab
Page 37 and 38: Partnerships with stakeholders Casc
Page 39 and 40: Partnerships with stakeholders easi
Page 41 and 42: Participatory project design 6. Int
Page 43 and 44: Participatory project design Stakeh
Page 45 and 46: Participatory monitoring The four m
Page 47 and 48: Participatory monitoring The databa
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Annex I: Workshop schedule Annex I
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Annex II: Group activity one Annex
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Annex III: List of participants IND
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Annex III: List of participants RES
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Report of the Regional Workshop - Escap

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