Logical Framework Approach - introduction

25.1.2013

Johanna Rasimus EU project advisor, Kehys ry.

johanna.rasimus@kehys.fi

Logical framework approach – the

path to the desidered state

What is it?

• LFA is an analytical process (involving background

analyses)

• LFM (the Logical Framework Matrix) is the documented

product of the analytical process

• ’’aid’’ to thinking

• tool for planning and managing development projects

• convenient, logical summary of the key factors of the

project

Two main phases of LFA

1) Analysis phase

• problem analysis – identifying key problems, constraints &

opportunities; determining cause & effect relationships

• objective analysis – developing solutions from the identified

problems; identifying means to end relationships

• stakeholder analysis – identifying & characterizing potential

major stakeholders; assessing their capacity

• strategy analysis – identifying different strategies to achieve

solutions; selecting most appropriate strategy.

2) Planning phase

• developing Logical Framework matrix - defining project

structure, testing its internal logic & risks, formulating

measurable indicators of success

• activity scheduling – determining the sequence and

dependency of activities; estimating their duration, and assigning

responsibility

• resource scheduling - from the activity schedule, developing

input schedules and a budget

Problem analysis

• A problem analysis identifies the negative

aspects of an existing situation – not

imagined, future or possible problems.

• It establishes ”cause-effect” relationships

between problems.

Problem tree By analysing the core problem through the

questions

• What causes the core problem

• What effects has the core problem

We are able to

• Draw a detailed picture of the cause effect relationship between the problems.

Problem tree - example

River water quality is

deteriorating

Riverine ecosystem under serious

threat, including declining

fishstock.

High incidence of

water born

diseases and

illness among

poor families

Catch and income

of fishing

families in

decline

Most housholds

discharges waste

water directly into the

river

´Wastewater treated in

plants does not meet

international standards

High level of solid waste

dumped into river

Polluters are

not

controlled

Population not

aware of

danger of

waste

dumping

No public

informatio

Households

not

connected

to

sewering

network

Core problem

Direct

Effect

Direct

Cause

Indirect

Effect

Indirect

Cause

Objectives Analysis (1)

• In an objectives analysis the problem tree will be

transformed into a tree of objectives and

analysed.

• A tree of objectives describes the future solutions

(positive statements) of the problems.

Objectives Analysis (2)

Working from top downwards, all problems

are reworded, making them into objectives.

Difficulties in rewording may be solved by

clarifying the original problem statement.

Objectives Analysis (3)

Working from bottom upwards, ensure that

cause-effect relationships have become

means-ends relationships.

The objective tree should provide a simplified

but robust summary of reality, a tool to aid

analysis.

Objective tree - example

River water quality is

improved

Threat to th riverine ecosystem is

reduced and fish stocks are

increased

Incidence of water

born diseases

and illness

among poor

families is

reduced

Catch and income

of fishing

families in

stabilised or

increased

No. of housholds

discharging waste

water directly into the

river is reduced

Wastewater treatment

meets environmental

standards

The quantity of solid

waste dumped into

river is reduced

Polluters are

effectively

controlled

Population

more

aware of

danger of

waste

dumping

Public information

established

Increased % of households not

connected to sewering

network

Stakeholder analysis (1)

• A stakeholder analysis defines the interests and

needs of different people and groups vis-à-vis the

project.

• In the analysis it is possible to define gender

aspects between and within different stakeholder

groups.

Stakeholder analysis (2)

A stakeholder is any

individual, group,

organisation or

institution:

- who is involved in the project

- who has positive/negative

effects on the project

- which the project may affect

in a positive/negative way

A stakeholder can be e.g.

• beneficiaries

• local authorities

• regional authorities

• NGOs

• donors

• local (religious) groups

• other projects in the same

area

• private sector

• media

Brainstorm all stakeholders

Aim for a long and comprehensive list

• Be creative

• Don’t judge or censor as you brainstorm

• Sub-divide groups as appropriate so that

each named group can be seen to have a

broadly common position and interest

Target Group and Stakeholder Matrix

Very Pro Pro Neutral Anti Very Anti

Low

Medium

High

Attitude of the stakeholder to your idea

Influence of the

stakeholder over

the issue

addressed

Importance of

the issue to the

stakeholder

High

Medium

Low

The three dimensions can be represented on one matrix, with the axes representing

the influence and attitude of the stakeholder, and coding the importance of the

issue to the stakeholder by using symbols or colour.

Strategy Analysis (1)

The purpose of the strategy analysis is to

- define possible alternative strategies

- assess the feasibility of the strategies

- agree upon one project strategy.

Strategy Analysis (2)

After identifying alternative strategies, assess the

merits of those options.

Key criteria for strategy selection could include:

- expected contribution to key policy objectives

- benefits to target groups (gender, age, vulnerability)

- complementarity with other projects

- cost-benefit

- contribution to institutional capacity building

- technical feasibility

- environmental impact

Strategy Analysis (4)

• The selected strategy will help to formulate the

first column of the Logical Framework Matrix,

especially overall objective, purpose (specific

objective) and potential results.

Strategy selection – example (Use the objective tree)

River water quality is

improved

Threat to th riverine ecosystem is

reduced and fish stocks are

increased

Incidence of water

born diseases

and illness

among poor

families is

reduced

Catch and income of

fishing families

in stabilised or

increased

No. of housholds

discharging waste

water directly into the

river is reduced

Wastewater treatment

meets

environmental

standards

The quantity of solid

waste dumped into

river is reduced

Polluters are

effectively

controlled

Population

more

aware of

danger of

waste

dumping Public information

established

Increased % of households not

connected to sewering

network

PURPOSE –

specific

objective

Overall

Objective

RESULTS

OUT-Waste

strategy

IN Waste water

strategy

LFA: the Matrix

– The results of the stakeholder, problem,

objectives and strategy analysis are used as a

the basis for preparing the LFA matrix.

LFA: the Matrix

Overall objective (1)

• An overall objective describes the anticipated

long term objective towards which the project

will contribute (not necessarily achieve).

• It refers to a broad policy-level target at a

national or sectorial level.

Overall objective (2)

Ensure that the overall objective

• is consistent with the development policy of the country

• is consistent with the donor's policy guidelines

• represents a sufficient justification for the project

• is not too ambitious

• target groups are explicitly defined

• is expressed as a desired end, not as a process

• is expressed in verifiable terms

TO BE EXPRESSED AS “TO CONTRIBUTE TO…”

Purpose / Specific Objective (1)

• The purpose describes the intended effects of

the project for the direct beneficiaries as a

precisely stated future condition.

• A common problem is that the purpose is too

ambitious, unclear or complex.

Purpose / Specific Objective (2)

–Once the purpose has been defined, assure that • it consists of one single objective

• the target groups of the project are specified

• it can be expected to contribute significantly to the fulfilment of the

goal

• it is realistic = likely to occur at the end of the project

• it is formulated as a desired state, not a process

• it is precisely and verifiably defined

Results (1)

• Results refers to the direct results/outputs (goods and services) that the project delivers.

• Results are largely under project management's

control.

• Usually difficult to distinguish objectives and results

from each other.

Results (2)

Once the results have been identified, ensure that:

• all essential outputs necessary for achieving the purpose are

included

• only the results which can be guaranteed by the project can be

included

• each result can be seen as a means to achieve the purpose

• all results are feasible within the resources available

• the results are precisely and verifiably defined.

TO BE EXPRESSED IN TERMS OF TANGIBLE RESULT

“DELIVERED/CONDUCTED/PRODUCED…”

Activities (1)

• Activities are the tasks that need to be carried out to deliver the planned results.

• For each result there will be one or more

activities.

Activities (2)

Once activities are described, ensure that:

• all essential activities necessary to produce the anticipated

results are included

• all activities contribute directly to the output level above

• only activities performed by the project are included

• activities are stated as actions being undertaken rather than

completed outputs

• the time available for each activity is realistic

• the activities are appropriate to the situation in the country

(culture, technology, ecology, gender)

Assumptions (1)

– Assumptions describe situations, events,

conditions or decisions which are necessary for

project success, but which are largely or

completely beyond the control of the project

management.

Assumptions (2)

Important assumptions:

• can be derived from the objectives tree

• are formulated as positive conditions

• are linked to the different levels in the matrix

• are weighted according to the importance and

probability

Indicators

An indicator defines the performance standard to

be reached in order to achieve the objective.

Indicators provide a basis for monitoring and

evaluation during project execution.

Indicators

The meaning of an Objectively Verifiable Indicator (OVI) means that the information collected should be the same

if collected by different people.

Sources of Verification (SOV) refers to the means which

are used to collect and verify the information.

Indicators

Indicators should specify:

- target group (for whom)

- quantity (how much)

- quality (how well)

- time (by when)

- location (where)

Indicators

Example:

Literacy rate among 15 to 25-year-old women

has increased in four villages of the Chipata

region from 40% to 85% by 2008.

Indicators

A good indicator is SMART:

Specific to the objective it is supposed to measure

Measurable

Available at an accepted cost

Relevant to the information needs of managers

Time-bound – to know when we can expect the target

to be achieved

Setting the Indicators

The starting level of the indicator must be defined for

the beginning of the project. Otherwise the change

cannot be measured.

If the starting level is not available, redefine the

indicator.

The starting level can be analysed with a baseline

study (remember to budget!).

Indicators

Indicators can be quantitative or qualitative.

Use both kinds, as they are complementary.

Quantitative: e.g. Number of, frequency of, % of etc.

Qualitative: e.g. Presence of, quality of, extent of, level of

etc.

Examples of Indicators

Example 1.

Objective: The participation of women has increased in communities

What is needed: information about the changes which take place in

community decision-making and relationships

• Quantitative indicator: the growth of the number of women

participating in decision-making

• Qualitative indicator: the women’s own view about their level of

participation in the community

• Qualitative indicator: The change in the quality of the discussions

within the decision-making of the community

Sources of Verification

• Is the information available? • Does the info need to be collected separately? • Who collects it? • Is the information reliable? • How will it be collected? • How often? • How will it be analysed?

Sources of Verification

A source of verification can be e.g.:

1) Official statistics

2) Interviews

3) Research results

4) Reports (also project reports)

5) Monthly/bi-annual etc. surveys

Thank you for your attention!