AGENCE FRANCAISE DE DEVELOPPEMENT Logical Framework and Development Project Cycle 2: The Logical...
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Transcript of AGENCE FRANCAISE DE DEVELOPPEMENT Logical Framework and Development Project Cycle 2: The Logical...
AGENCE FRANCAISE DE DEVELOPPEMENT
Logical Framework and Development Project Cycle
2: The Logical Framework
JohannesburgOctober 2005
CEFEB Denis Walton
Logical Framework
CEFEB, Johannesburg, October 2005
The Logical Framework General principles and Origins of the LogFrame Expected advantages of the LogFrame Impacts on the project ’s management Methodology and Examples How does it fit in the Project Cycle?
Logical Framework
CEFEB, Johannesburg, October 2005
General PrinciplesThe Logframe is a tool for project design and planning, monitoring and evaluation. It can be used as follows:
> To clearly articulate the project objectives
> To link them to an overall strategy/policy
> To support them by clearly defined activities, linked with resources which will be alllocated to them
> To define the means to verify the achievement of the project ’s objectives: to define indicators and data sources > To list important assumptions, and external risks that may have a critical impact on the project ’s implementation and the achievement of the project ’s objectives
Logical Framework
CEFEB, Johannesburg, October 2005
Origins> The method was originally used by the US Ministry of Defense as a project design tool (1960 ’s)
> It was then « reinvented » in 1969 by a consulting firm for USAID
> It became a widespread tool used by many donors: CIDA, DANIDA, KfW, UNDP, European Union, the World Bank AFD….
> It was in fact adapted by each donor, and continues to be a living tool.
Logical Framework
CEFEB, Johannesburg, October 2005
Expected advantages
A few recurrent problems in development projects:
Project preparation: Identifying strategy relevant project Getting the same view, among stakeholders, about the project ’s design and objectives Preparing the project ’s monitoring and evaluation
Project implementation Losing sight of the project ’s objectives and original design
Project evaluation Having a reference framework for evaluating project ’s success
Logical Framework
CEFEB, Johannesburg, October 2005
Impact on project managementIt ’s an additional tool, and additional concepts to master!
Expliciting and structuring project ’s contents: A better strategic alignment A better, more focused dialog between stakeholders A communication tool A explicit wording about the project ’s objectives and conditions for their achivements: better results?
Structuring effect: Organize monitoring and evaluation: easier results measurement Better comparability between project designs
Logical Framework
CEFEB, Johannesburg, October 2005
Methodology
The concepts of the « Results Chain »
Inputs --> Outputs --> Outcomes --> Impacts
Inputs: Resources used and activities undertaken
Outputs: What is being directly financed, built, with the inputs
Outcomes: The direct consequences of the use/functioning of the outputs --> the short/medium term changes brought about by the project
Impact: The long term consequences of the project
Logical Framework
CEFEB, Johannesburg, October 2005
The concepts of the « Results Chain » : example
Education project:
Inputs: Ressources: Money from government and donors
Teachers, new thesaurus and books from the Ministry of education
Activities: School buildingPopulation sensitizationIncentives to put children to school
Outputs: Classrooms, advocacy for school enrollment, enrollment subsidies...
Outcomes: More children are enrolled in schools with teachersand books, more children complete primary education
Impact: Literacy rates increase, average wages increase
Logical Framework
CEFEB, Johannesburg, October 2005
Matrix
Sources ofverification
Assumptions
DevelopmentObjective
ImmediateObjective
Outputs
Activities Means Costs
-
Project strategy
The logframe
ObjectivelyVerifiableindicators
Pre-conditions
Logical Framework
CEFEB, Johannesburg, October 2005
MethodologyThe formal output: a Matrix
Project Strategy
IndicatorsSources ofverification
Criticalassumptions
Outputs
Activities
Pre-conditions
Cost Means
Development Objective
Immediate objective
Outputs
Activities
Logical Framework
CEFEB, Johannesburg, October 2005
Example: Rural education project
Project Strategy
IndicatorsData
sourcesCritical
assumptions
Fight povertyin rural areas
Average wageAcces to
secondary school
Ministry of education,
Finance
Increase access to primary education
Enrollment& completion
rates
Ministry of education
Rural school system
strengthened
School capacityTeachers
absenteism
Project ’s monitoring
reports
Sufficient crop yields
Classroombuilding
Teacher training
# of classrooms and teachers
X M$
Project ’s monitoring
reports
ReformsTeachers get paid
Developmentobjective
ImmediateObjective
Outputs
ActivitiesResources
Logical Framework
CEFEB, Johannesburg, October 2005
Example: Regional Environmental Information Management Program
Project ’s objectives
IndicatorsData
sourcesCritical
assumptions
Environment &natural resourcesbetter managed
Environmentstatus
indicators
Ministry of environment
Environment info is used toinform decisions
# of publications# of studies
comm. by Gov
Project ’s monitoring
reports
Continued economic
growth
Environment info is shared& managed
Existence of a managed DBLevel uf use
Project ’s monitoring
reports
High levelsupport forthe project
Data collectionTraining
Equipment
# of studies# of trainees
X M$
Project ’s monitoring
reports
Developmentobjective
ImmediateObjective
Outputs
ActivitiesResources
Logical Framework
CEFEB, Johannesburg, October 2005
Project ’s objectives: the narrative summary
Development Objective: It ’s the ultimate, long term strategic goal of the project. The goal is beyond the sole control of the project. Results chain: impact
Immediate Objective (or Purpose): It’s the actuel reason why the project takes place. It is within the control of the project. The responsible agency is in fact responsible for this objective. Results chain: outcome
Outputs: What the project will directly produce, in terms of actual physical products, or in terms of achievement. Outputs stem directly from the activities. Usually, a project is structured in components. Each component usually has one output.
Activities & resources: Activities are usually grouped, according to the project ’s components.
Results chain: outcome
Logical Framework
CEFEB, Johannesburg, October 2005
The problem tree method
How to design the narrative summary
Consequence 1
Cause 1Cause 1
Problem
Consequence 2
Cause 1
Logical Framework
CEFEB, Johannesburg, October 2005
The problem tree method
Finding solutions to problems...
Goal 1
Output 2Output 1
Development Objective
Goal 2
Output 3
Logical Framework
CEFEB, Johannesburg, October 2005
The problem tree method
Example… the problem side
Urban environment deteriorates (and so do living standards in urban areas)
There is no incentives to environmental friendliness
They are neither sensitized nor trained to take
environment into account
Urban industris and urban comunities have environmental unfriendly behaviors
Responsible government authorities are not
coordinated
Logical Framework
CEFEB, Johannesburg, October 2005
The problem tree method
Example… the solution side
Urban environment is protected and living standards increase
A anti-pollution fund is created, with the help of the
industry sector
Awareness to environment degradation is increased
Urban industries and urban communities integrate environment protection in their behavior.
A legal framework defines coordination between
responsible government agencies
Logical Framework
CEFEB, Johannesburg, October 2005
The narrative summary
Examples
Narrative Summary
Infrastructure Rural Development Energy/ Environment
Education
Development Objective
Poverty Alleviation Fight against rural
migration
Global biodiversity conservation
Inequality reduction
Immediate Objective
Inccrease average wage
Increase and sustain crop yields
Forest environment conservation
Increase literacy rates for girls
Outputs Increase exchanges
and safety on secondary network
Sustain soil fertility Alternatives to Fire
wood are p ut in place A greater proportion of girls go to school
Activities Feeder roads and trails maintenance
Extension of soil friendly practices
Increase in the supply of rural electricity
Girl classrooms and teachers. Sensitization
Logical Framework
CEFEB, Johannesburg, October 2005
Hints
1. The goal must be aligned with a strategy2. There should be only one development objective3. Different levels should never rephrase one another 4. Development objective should be within the responsibility of the responsible agency, and not that of the implementing agency. Outputs are under the implementing agency ’s responsibility.6. Objectives at different levels are articulated by sentences describing an action (if possible).7. The vertical logic doesn’t skip any important steps
Logical Framework
CEFEB, Johannesburg, October 2005
Critical assumptions
Horizontal logic...
Project ’s objectives
IndicatorsData
sourcesCritical
assumptions
THEN
IF AND
DevelopmentObjective
ImmediateObjective
Outputs
ActivitiesResources
Logical Framework
CEFEB, Johannesburg, October 2005
Critical assumptions: hints
1. They should describe the expected case (positive)
2. They should not be prerequisites for project start-up
3. They should reflect external risk, not within the responsibility of the responsible or implementing agency
Logical Framework
CEFEB, Johannesburg, October 2005
Choosing indicators...
> Delicate step!
> Chosing the right type of indicator: the closest possible to the type of objective to inform about
Narrative summary
Indicator type Term Monitoring and Evaluation ?
Development Objective
Impact (outcome)
Long term Ex-post Evaluation
Immediate Objective
Impact (outcome)
Middle terme
Evaluationat completion and ex-post
Outputs Implementation process
Short and Middle term
Monitoring and mid-term evaluation
Activities Implementation process
Short term Monitoring and mid-term evaluation
Logical Framework
CEFEB, Johannesburg, October 2005
Choosing indicators...
> The qualities of a « good » indicator• Can be objectively measured (or is available!)• Can be compared in time (basis) • Is specific and robust• Is timely
--> PROXY indicators
> What do you need to know about an indicator?• Its definition ;• Its value and its unit; The possible meanings of its changes ; Which decisions it informs ; Its method and frequency of measurement, the systemic error it entails ; Its cost of measurement (in case it is paid by the project)
Logical Framework
CEFEB, Johannesburg, October 2005
Choosing indicators...
> Other criteria... • « SMART »: Specific, Measurable, Accurate, Reliable, Timely • « QQT indicators »: Quantity, Quality Time • « RACER » : Relevant, Accurate, Credible, Easy, Robust
> The power of figures• « what you measure is what you get » ;• an illusion of certainty; but a good decision making tool
Logical Framework
CEFEB, Johannesburg, October 2005
Choosing indicators… Hints
1. Use only a limited number of indicators. Too much data kills the information.
2. Try to always incorporate a notion of time and quality in the outcome and impact indicators and their target. (e.g. by when?)
3. Implementation/process indicators must be objectively verifiable and measurable
4. Don’t underestimate the importance of the data sources: if you don ’t know them, then you ’re not likely to monitorthe project effectively.
Logical Framework
CEFEB, Johannesburg, October 2005
How does the LogFrame fit in the project cycle?
Strategy alignment: Project identification
Project Design: Component structure of the project
Activities and resources: Project technical and financial plans
Objectives and indicators: Project Monitoring and Evaluation
The LogFrame must be built early on during the project cycle: it canserve as a check list for monitoring and evaluation arrangements.
The LogFrame must be kept alive throughout the project ’s implementation.
Logical Framework
CEFEB, Johannesburg, October 2005
Resources (In English)
LogFrame handbook (the World Bank)
Project Cycle Mangement (European Commission)