Establishing a good design idea is of paramount importance for the subsequent development of the project. It in turn requires a number of important preliminary activities:<\/p>\n
- \n
- The collection of context-related information;<\/li>\n
- The formulation of the rationale for the intended action;<\/li>\n
- The analysis of one’s degree of ability in presenting and managing the project;<\/li>\n
- The collection of information and analysis of what has already been done in the same field, in Europe and in the local organisations;<\/li>\n
- reflection on the possibility of producing a significant impact on the beneficiaries, in line with what the funders require;<\/li>\n
- The reconnaissance of funding sources and the structuring of a sustainable project.<\/li>\n<\/ul>\n
The European Commission (and more generally the set of actors working in the field of funded projects) has equipped itself with a set of methodological tools for the design of projects, their monitoring and the evaluation of their results.<\/p>\n
The “logical framework”<\/h3>\n
The soundness of a project idea can be assessed on the basis of the categories of the so-called “logical framework” of the intervention (logical framework), one of the most important tools for europlanning.<\/p>\n
The development of the logical framework is one of the first steps in the design activity and allows much of the analytical work necessary for the formulation of the actual design to be summarized in a single document. This document then becomes the basis for evaluating its progress and achievements in execution.<\/p>\n
The essential structure of the logical framework is given below. The different categories it uses are defined and analyzed in the following paragraphs.<\/p>\n
![\"The](\"https:\/\/euknow.it\/wp-content\/uploads\/2021\/05\/il_quadro_logico-1024x768.jpg\" "\\"The")
<\/a>The logical framework<\/figcaption><\/figure>\n The first column<\/strong> of the logical framework identifies the logic of the intervention<\/strong>, i.e., the set of objectives, outcomes and activities that illustrate the operational strategy of the project. Subsequent columns<\/strong> serve to flesh out<\/strong> the intervention and serve as the basis for monitoring<\/strong>. <\/p>\n
The following is a description<\/strong> of the different elements of the logical framework. More specifically:<\/p>\n
- \n
- The next section<\/strong> defines the levels of the intervention logic<\/strong>;<\/li>\n
- The following paragraphs<\/strong> define the columns for indicators<\/strong>, sources of verification<\/strong> and conditions<\/strong>.<\/li>\n<\/ul>\n
Structuring the logic of the intervention<\/h2>\n
Intervention logic:<\/strong> OVERALL OBJECTIVE<\/u><\/h5>\n
Definition<\/b>: project’s contribution to broader political and strategic impact (IMPACT).<\/p>\n
Example<\/b>:<\/p>\n
- \n
- Promoting the economic and social development of Alpine areas.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What is the overall impact you want to create?<\/li>\n
- Is it consistent with regional, national, and European priorities?<\/li>\n<\/ul>\n
Advice:<\/b><\/p>\n
- \n
- Clearly identify target area and population.<\/li>\n
- Check consistency with the strategic needs of local organisations.<\/li>\n
- Avoid duplication with other interventions.<\/li>\n<\/ul>\n
Intervention logic:<\/strong> SPECIFIC OBJECTIVE<\/u><\/h5>\n
Definition<\/b>: the outcome resulting from the implementation of the project (OUTCOME).<\/p>\n
Example<\/b>:<\/p>\n
- \n
- Create new employment opportunities in the tourism sector for young people in Alpine areas.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What problem does the project address?<\/li>\n
- What need of the beneficiaries does it respond to?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Accurately identify the ultimate beneficiaries.<\/li>\n
- Verify the achievability of the goal.<\/li>\n
- Make sure it is consistent with the overall goal.<\/li>\n<\/ul>\n
Logic of the intervention:<\/strong> EXPECTED RESULTS<\/u><\/h5>\n
Definition<\/b>: what the project actually produces (OUTPUT).<\/p>\n
Examples<\/b>:<\/p>\n
- \n
- Improving the skills of young people in the tourism sector.<\/li>\n
- Stimulating youth entrepreneurship.<\/li>\n
- Improve the employment absorption capacity of the tourism sector.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What concrete results are needed to achieve the goal?<\/li>\n
- How is the problem articulated in its different dimensions?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Choose relevant and realistic results.<\/li>\n
- Ensure consistency between results and specific goal.<\/li>\n
- Ensure that each outcome is achievable and measurable.<\/li>\n<\/ul>\n
Logic of intervention:<\/strong> ACTIVITIES<\/u><\/h5>\n
Examples:<\/strong><\/p>\n
- \n
- Training courses for unemployed youth.<\/li>\n
- Promotion of local language and culture teaching.<\/li>\n
- Microcredit schemes.<\/li>\n
- Helpdesk for young entrepreneurs.<\/li>\n
- Internships and training programs with companies.<\/li>\n
- Strengthening local organisations’ social partners.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What activities are needed to achieve each result?<\/li>\n
- With what resources and in what time frame?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Detail the activities comprehensively but not excessively.<\/li>\n
- Also consider their temporal distribution.<\/li>\n
- Verify the eligibility of the activities against the notice.<\/li>\n<\/ul>\n
Completing the logical framework<\/h2>\n
The logical framework includes indicators, sources of verification, means, costs and conditions, which give concreteness and precision to the project description.<\/p>\n
Indicators<\/strong><\/h5>\n
Definition<\/b>: measure achievement of goals or outcomes; must be objectively verifiable, with baseline and value-target.<\/p>\n
Examples:<\/b><\/p>\n
- \n
- Impact<\/i>: reduction of youth unemployment by X%.<\/li>\n
- Outcome<\/i>: increased youth employment in the tourism sector.<\/li>\n
- Output<\/i>: X new training programs, X trained youth.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- Through what metrics do I measure achievement?<\/li>\n
- Are they measurable and verifiable?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Prefer simple, relevant and accessible parameters.<\/li>\n
- Define baseline and target at an early stage.<\/li>\n
- Use different indicators for impact, outcome and output.<\/li>\n<\/ul>\n
Sources of verification<\/strong><\/h5>\n
Definition<\/b>: documents and sources for measuring indicators.<\/p>\n
Examples:<\/b><\/p>\n
- \n
- National and regional statistics.<\/li>\n
- Data from chambers of commerce.<\/li>\n
- Data from the Ministry of Education.<\/li>\n
- Internal data collection for the project.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What sources do I use? Are they reliable? <\/li>\n
- Who collects the data and how often?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Prefer reliable documentary sources.<\/li>\n
- Limit the use of auto-generated data.<\/li>\n<\/ul>\n
Means<\/strong><\/h5>\n
Examples:<\/b><\/p>\n
- \n
- Technical and administrative team.<\/li>\n
- Teachers and trainers.<\/li>\n
- Halls and materials.<\/li>\n
- Infrastructure and accreditation.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What resources are needed?<\/li>\n
- Which ones are available internally?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Define realistic and complementary means.<\/li>\n<\/ul>\n
Costs<\/strong><\/h5>\n
Examples:<\/b><\/p>\n
- \n
- Total project costs.<\/li>\n
- Co-financing of partners.<\/li>\n
- Income generated by the project.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- Are the costs proportionate to the results?<\/li>\n
- Are they eligible and verifiable?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- Detail costs by activity.<\/li>\n
- Use accountable categories.<\/li>\n<\/ul>\n
Conditions (Assumptions)<\/strong><\/h5>\n
Examples:<\/b><\/p>\n
- \n
- Maintaining the attractiveness of local organisations.<\/li>\n
- Social and economic stability.<\/li>\n
- Stable regulatory framework.<\/li>\n
- Collaboration of territorial actors.<\/li>\n<\/ul>\n
Key questions:<\/strong><\/p>\n
- \n
- What external conditions affect the project?<\/li>\n
- How likely are they and how much do they impact?<\/li>\n<\/ul>\n
Advice:<\/strong><\/p>\n
- \n
- State relevant, realistic and non-redundant hypotheses.<\/li>\n
- Avoid conditions that are too risky.<\/li>\n<\/ul>\n
From analysis to logical framework<\/h2>\n
A good project proposal requires a thorough analysis of the context, needs, problems and possible solutions. The most widely used tool is the SWOT<\/strong> (Strengths, Weaknesses, Opportunities, Threats) matrix<\/strong>. <\/p>\n
SWOT analysis can be applied to:<\/p>\n
- \n
- local organisations;<\/li>\n
- thematic area;<\/li>\n
- target beneficiaries;<\/li>\n
- design idea;<\/li>\n
- proposing organization.<\/li>\n<\/ul>\n
Other useful tools:<\/h5>\n
- \n
- SWOT analysis<\/a><\/li>\n
- Business model canvas<\/a><\/li>\n
- Business plan<\/a><\/li>\n
- Theory of change<\/a><\/li>\n<\/ul>\n
In the context of European funds, the most widely used tool for building project logic is theproblem tree<\/strong>,\ntogether with the corresponding solution tree.<\/strong><\/p>\n
![\"Problem](\"https:\/\/euknow.it\/wp-content\/uploads\/2021\/05\/albero_problemi.png\")
<\/p>\nIn the following example, the problem tree is transformed into thegoal tree<\/strong>,\nwhich forms the backbone of the intervention logic.<\/p>\n
![\"Solution](\"https:\/\/euknow.it\/wp-content\/uploads\/2021\/05\/albero_soluzioni-1024x897.png\")
<\/p>\nPCM logic<\/h2>\n
- Business model canvas<\/a><\/li>\n
- SWOT analysis<\/a><\/li>\n
- Define realistic and complementary means.<\/li>\n<\/ul>\n
- Outcome<\/i>: increased youth employment in the tourism sector.<\/li>\n
- Impact<\/i>: reduction of youth unemployment by X%.<\/li>\n
- Create new employment opportunities in the tourism sector for young people in Alpine areas.<\/li>\n<\/ul>\n
- The following paragraphs<\/strong> define the columns for indicators<\/strong>, sources of verification<\/strong> and conditions<\/strong>.<\/li>\n<\/ul>\n
- The next section<\/strong> defines the levels of the intervention logic<\/strong>;<\/li>\n