1. LEVEL 1
All powerpoints in one

2. What is it and why do we need them?
Indicators
What is it and why do we need them?

3. Are we changing anything?
How can we know whether the project is actually changing anything?
To find out we must try to find visible signs of change!

4. How do we find the signs of change?
We use indicators
So indicators are all about finding out whether change is actually taking place

5. Where do we need indicators – looking at the model
Resource/input
Activity
Resource/input
Activity
Immediate objective
Development objective
Resource/input
Activity
Resource/input
Activity
Immediate objective
Resource/input

6. Examples Attendance Reading scores Skills Social behaviour
Indicators are visible signs that shows whether the project is proceeding as planned and demonstrates that the outcomes are achieved at a certain standard
Attendance
Reading scores
Skills
Social behaviour
Number of volunteers
Reports in media
Communication
methodology
Involvement
Visibility

7. Two types of indicators
Often, indicators can be counted
Quantitative indicators
Tells you something about a change in numbers or sizes
But sometimes the signs or the evidence will be something more descriptive
Qualitative indicators
Tells you something about a change in how things are functioning or a change in behavior. Are mostly assessed by conversations and observations

8. Questions Each indicator needs to have five components
Population - who or what is to reach this goal?
Target - how many of that group do we need to have reached the goal?
Location – where must the goal be reached?
Threshold - what level needs to be reached, how good is good enough?
Timeline - by when does this goal need to be reached?

9. Stake holder analysis

10. Stakeholder analysis Relevant questions
Which groups have an interest in and/or influence on the issues to be ad-dressed?
What role should be played by the various groups in your project? (And how are they to be involved?)
What is the stake or interest of each group in the project, and is it positive or negative?
What are the strengths and weaknesses of each group in relation to in-volvement in the project?

11. Who are stakeholders?
Anyone who can influence or be influenced by the project for example.:
Shareholders
Board
Suppliers and partners
Authorities
Funders
Trade unions and other interest groups, eg. NGOs
End Users
Project Participants
Management and colleagues
Neighbors 11

12. TOOL: Action in relation to key stakeholders
The impact of interest 1-10 (impact)
Stakeholder benefits
Stakeholder cons
Preventive measures
Responsible / deadline
Who is the stakeholder?
1: Not important for project 10: Very important project
Description of the known benefits of the project for the stakeholder
Description of the known drawbacks of the project to stakeholder
Description of measures that will reduce the interest's points

14. TOOL: Stakeholders and information strategies
Participation in the project
Necessary for implementation
Hostage Be informed - Large meetings - Education - Gather information through schemas   or focus groups
Resource person
Be involved
- Interview
- Meetings
- Workshops
- Working in
External Stakeholder
Be informed
- Newsletters
- Create a good image
Gray eminence
Be heard
- Interview
- Meetings
- In reference group
Not necessary / Small influence Large influence
Influence on project

15. Working with a Project model
The building blocs of a project

16. Why use models? A project can be understood as a set of building blocs
We use the models because we want to know whether there is a well established relation between all the elements (all the building blocs) of the project, or if some relations are missing
A project can be understood as a set of building blocs
When the building blocs are build together the relations between them form a project.

17. Development objective
The building blocs
Resources - inputs
Input are resources put into the project. This can be finances, people working, organization of resources, and regulation of resources
Activities
Concrete actions or work done in order to transform the ressources into the immediate objectives (this is where change is taking place)
Immediate objectives
Those services and results that are produced as a consequence of the activities.
Development objective
The end results that the project is leading to on short, middle and long term. The development objective are the materializing of the change happened when the project is over.

18. A basic model of the building blocs
Resource/input
Activity
Resource/input
Activity
Immediate objective
Development objective
Resource/input
Activity
Resource/input
Activity
Immediate objective
Resource/input

19. The model illustrates the relations between the building blocs!

20. So...
A model provides you with a roadmap to get you from here to there.
If it is good and complete, your roadmap can be read by others and show that you know how to plan your way.
We use it because we want to know whether there is a well established relation between all the elements of the project, or if some relations are missing
To do that we can use the ‘so-that’ chain
It will help us explain how and why one thing is leading to another

21. The ‘so-that’ chain
What is a "So That" chain? To identify the objectives of a program an organization asks the question: "What will change in the lives of individuals, families, organizations, or the community as a result of this project?" One way to answer this question is to ask "so what"? — So what if an organization provides 1,000 hours of child care? What is the impact on the children involved or on the parents? What will change for the children and parents as a result of the program? Begin the "So That chain" process by describing what staff do, followed by a description with the phrase "So That" to trigger thinking about the implications of those actions, followed by what will happen because of that and so on.

22. Forest Fire Protection "So That" Example
Forest land owners are trained in appropriate burning practices so that proper burning practices are followed so that wildlife losses from human fires are reduced so that air quality and good forest health are maintained
Use the ‘so that’ chain to test the relation between the different steps in your project

23. Development objective
Forest Fire Protection "So That" Example
Activity
Immediate objective
Immediate objective
Development objective

24. The model and the chain
illustrates the pathway of change - how do we expect change to come about
triggers critical thinking
It explains what happens when we do this or that
It provides us with a tool to manage, monitor and evaluate the project

25. So in your case the model can be relevant in three different ways
To uncover how your project is organized and how and where it may be improved
To check whether your ideas are logically related and will bring effect
To think a project from beginning to end with the desired effects as the point of departure

26. How to build ”projects and assets” based partnerships?
From new partnerships to pilot projects

27. How to build genuine and sustainable partnerships
The level
How to build genuine and sustainable partnerships
How to get started with a project
All of you are either newly established partnerships who has never conducted projects together before or partnerships with very little experience in doing projects together
How to get started with basic project management

28. Facilitate projects based partnerships
Our goal is:
Facilitate projects based partnerships
“fruits”

29. Asset-Based Development
Approach to community-based development, based on the principles of:
Appreciating and mobilizing individual and community talents, skills and assets (rather than focusing on problems and needs)
Community-driven development rather than development driven by external agencies

30. It builds on:
Appreciative inquiry which identifies and analyses the community's past successes. This strengthens people's confidence in their own capacities and inspires them to take action
The recognition of social capital and its importance as an asset.
Engage people as citizens (rather than clients) in development, and make the local governance more effective and responsive.

31. Assets Based Approach…
Questions to start:
Who are we?
What have we got?
What do we want from what we have?
How do we got it?

32. Round up and evaluation on each day
What do you want us to continue doing?
What do you want us to start doing?
What do you want us to stop doing?
Individual needs in the partnerships?

33. Let’s talk about Immediate objectives

34. Project Cycle Management
Partnership
Project Idea
Project Formulation
Project Evaluation
Project Implementation

35. What is LFA? Objectives oriented Target group oriented Participatory
The LFA is an analytical, presentational and management tool which can help planners and managers:
Analyze the existing situation during activity preparation
Establish a logical hierarchy of means by which objectives will be reached
Identify the potential risks to achieving the objectives, and to sustainable outcomes
Establish how outputs and outcomes might best be monitored and evaluated

36. The LFA project planning process
Situation Analysis – the foundation for the project:
Step 1: Stakeholder Analysis/participation analysis
Step 2: Problem Analysis
Step 3: Objectives Analysis
Step 4: Alternative strategy/Choice of Strategy 36

37. The project planning matrix
Description
Verifiable Indicators
Means of Verification
Critical
Assumptions
Development Objective
Immediate Objective
Outputs
Activities
Inputs 37

38. Development Objective
The process
Funds, people, materials etc.
Input
Actions necessary
Activities
The guranteed results
Outputs
Reason for the project
Immediate Objective
Longterm reason and impact
Development Objective 38

39. Immediate objectives
Set out what you expect to achieve as the outcome of the project activities.
They describe the new or changed situation, which you expect to see by the end of the implementation period.
Immediate objectives result directly from the project activities
You should formulate a maximum of three immediate objectives for each project.

40. Immediate objectives Relevant questions:
What exactly do you expect to achieve within the project period? (Describe in terms of quality and quantity)
Where will the project be carried out?
Who are the target group?
By when do you expect the objectives to be fulfilled?
How do your immediate objectives match the goal behind DUF‟s pools of funding?

41. Immediate objectives…. Example

42. Stakeholder analysis Relevant questions
Which groups have an interest in and/or influence on the issues to be ad-dressed?
What role should be played by the various groups in your project? (And how are they to be involved?)
What is the stake or interest of each group in the project, and is it positive or negative?
What are the strengths and weaknesses of each group in relation to in-volvement in the project?

43. Who are stakeholders?
Anyone who can influence or be influenced by the project for example.:
Shareholders
Board
Suppliers and partners
Authorities
Funders
Trade unions and other interest groups, eg. NGOs
End Users
Project Participants
Management and colleagues
Neighbors 43

44. TOOL: Action in relation to key stakeholders
The impact of interest 1-10 (impact)
Stakeholder benefits
Stakeholder cons
Preventive measures
Responsible / deadline
Who is the stakeholder?
1: Not important for project 10: Very important project
Description of the known benefits of the project for the stakeholder
Description of the known drawbacks of the project to stakeholder
Description of measures that will reduce the interest's points

46. TOOL: Stakeholders and information strategies
Participation in the project
Necessary for implementation
Hostage Be informed - Large meetings - Education - Gather information through schemas   or focus groups
Resource person
Be involved
- Interview
- Meetings
- Workshops
- Working in
External Stakeholder
Be informed
- Newsletters
- Create a good image
Gray eminence
Be heard
- Interview
- Meetings
- In reference group
Not necessary / Small influence Large influence
Influence on project