THE LOGICAL FRAMEWORK APPROACH

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THE LOGICAL FRAMEWORKAPPROACH

• Keerti Bhusan Pradhan
• keerti_at_aravind.org

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What is LFA?

• LFA is a systematic planning procedure for
  complete project cycle management
• It is a problem solving approach which takes into
  account the views of all stakeholders
• It also agrees on the criteria for project
  success and lists the major assumptions

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History of LFA

• Developed in response to poor planning and
  monitoring of Development projects
• The first logical framework developed for USAID
  at the end of 1960s
• GTZ was responsible for the development of ZOPP
  or Zielorientierte Projekt Planung
• NORAD made a significant contribution in 1990
  with their handbook

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LOGICAL FRAMEWORK MATRIX
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KEY FEATURES OF LOGFRAME MATRIX

• The LOGFRAME MATRIX is a participatory Planning,
  Monitoring Evaluation tool whose power depends
  on the degree to which it incorporates the full
  range of views of intended beneficiaries and
  others who have a stake in the programme design.
  It is a tool for summarizing the key features of
  a programme and is best used to help programme
  designers and stakeholders

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Summary of the logical framework
Intervention Logic

• Goal
• The higher level objective towards which the
  project is expected to contribute (mention target
  groups)
• Purpose
• The effect which is expected to be achieved as
  the result of the project.
• Outputs
• The results that the project management should be
  able to guarantee (mention target groups)
• Activities
• The activities that have to be undertaken by the
  project in order to produce outputs.

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Cause-effect relationship among objectives at
several levels
Goal
Purpose
Outputs
under full control of project management
Activities
beyond control of project management
Inputs
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Summary of the logical framework
Assumptions and Preconditions

• Assumptions
• Important events, conditions or decisions outside
  the control of the project which must prevail the
  goal.
• Important events, conditions or decisions outside
  control of the project management necessary for
  the achievement of the purpose.
• Important events, conditions or decisions outside
  control of the project management necessary for
  the production of outputs.
• Important events, conditions, decisions outside
  control of the project management necessary for
  the start of the project.

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Summary of the logical framework
Objectively Verifiable Indicators (OVI)

• Goal
• Measures (direct or indirect) to verify to what
  extent the goal is fulfilled.
• Purpose
• Measures (direct or indirect) to verify to what
  extent the purpose is fulfilled.
• Outputs
• Measures (direct or indirect) to verify to what
  extent the outputs are produced.

• Activities (Inputs)
• Goods, people and services necessary to undertake
  the activities

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Summary of the logical framework
Means of verification (MOV)

• Goal
• The sources of data necessary to verify status of
  goal level indicators.
• Purpose
• The sources of data necessary to verify status of
  purpose level indicators.
• Outputs
• The sources of data necessary to verify status of
  output level indicators.
• Activities
• The sources of data necessary to verify status of
  activity level indicators.

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Objectively Verifiable Indicators

• Indicators must be valid, reliable, precise,
  cost-effective and stated independently from
  other levels.
• Indicators should make clear how the target group
  will benefit from the realisation of outputs.
• Indicators should be specific in terms of
• Quality (what?) - Q
• Quantity (how much?) - Q
• Time (when, how long?) - T
• Target Group (who?) - T
• Place (where?) - P

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Objectively Verifiable Indicators

• The process of defining indicators forces us to
  clarify our objectives. A good indicator at this
  level is,
• a. Plausible measuring what is important in the
  project
• b. Attributable measuring changes caused by the
  project
• c. Cost-effective involving data that may be
  collected and analyzed inexpensively
• d. Independent not inherent to the project
• e. Targeted how much.., what kind of.., by when
• f. Verifiable to reach agreement

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Key Features of Logframe Matrix (contd)

• Develop a common understanding of the
  expectations of a programme by delineating a
  hierarchy of aims
• Define indicators of success and establish
  criteria for monitoring and evaluation
• Define critical assumptions on which the
  programme is based and
• Identify means of verifying programme
  accomplishments

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LOGICAL FRAMEWORK MATRIX
A tool for planning, appraisal, monitoring
and evaluation. The framework Vertical
Logic
GOAL PURPOSE OUTPUTS ACTIVITIES
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Hierarchy of Aims

• The GOAL is a bottom line condition of
  well-being of individuals, families, or
  communities. It is usually described in terms
  of quality of life improvement towards which the
  country programme will contribute
• The PURPOSE is determined by asking the question
  how will this goal be achieved
• The OUTPUTS are the deliverables through which
  the purpose will be achieved.
• The ACTIVITIES are the main elements of component
  projects through which the outputs are achieved

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CORE CONCEPT OF LOGFRAME MATRIX MEANS AND END
LOGIC

• The main concept underlying the Logical
  Framework is means and end. The better the means
  and end linkages between each level of aims, the
  better the programme design.
• By definition, each programme has a if-then
  or means-and-end logic embedded in it. If we
  produce certain results under certain conditions,
  then we can expect to achieve certain other
  outcomes.

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LogFrame-Horizontal logic

• Aims measured by indicators through information
  collected and presented in specified means of
  verification

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THE LOGIC OF A PROGRAMME A SET OF LINKED
HYPOTHESES
then
GOAL
then
PURPOSE
if
OUTPUTS
then
if
ACTIVITIES
if
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PLAN DOWNWARDS
PLAN DOWNWARDS
Goal
Assumptions
Purpose
Assumptions
Outputs
Assumptions
Activities
Assumptions
AND THEN
Inputs
THINK UPWARDS
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THE LOGICAL FRAMEWORK MATRIX

• Clear statement of
• What we can accomplish (outputs) and
• The important results we expect in the short to
  medium-term (purpose) and in the long term (goal)

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Making the Programmes linked hypotheses
explicit improves the programme design

• Goal
• Contribute to improved Eye Health
• Purpose
• Contribute to increased utilization of Eye Health
  services and knowledge
• Outputs
• 1. Increased Access to Eye Health Services
• 2. Provision of cost-effective, comprehensive
  and high quality EH services

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Outputs (Contd)

• 3. Increased community awareness and support for
  EH.
• 4. Enhanced planning and management capacity in
  MOH.
• 5. Development of comprehensive eye health
  policies and standards of practice.
• 6. Increased capacity to carry out research on
  EH, and to collect, analyze and utilize data.

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Making the Programmes linked hypotheses explicit
improves the programme design (contd)

• Activities
• 1. Training
• 2. Procurement of Consumables and equipment
• 3. Refurbishing clinics/hospitals
• 4. Organizing seminars for HRD
• 5. Production of IEC materials
• 6. Organizing data collection activities and KAP
  surveys.
• 7. Development of MIS

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OBJECTIVELY VERIFIABLE INDICATORS (OVI)

• The quantitative, qualitative, and time-bound
  measures that constitute evidence of the extent
  to which the aims have been met at the four
  levels of the hierarchy.
• OVIs
• Indicate how to recognize success at each level
  of aim

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Objectively Verifiable Indicators (contd)

• Assist to refine and clarify aims
• Facilitate monitoring and take remedial actions
  if required
• Facilitate end of programme evaluation to
  determine delivery of outputs and progress made
  in achieving goal and purpose.

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How to select indicators

• Tomorrow????????

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Objectively Verifiable Indicators (Quantity
Quality)

• Indicator -Increase CSR
• Add Quality -CS with IOL increased from 60 to
  90
• Add Quality -CS with SICS technique
• increased from 60 to 80
• Add time -CSR increased from 4000 to 6000 by 2005
• Add place -in x region/district

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Means of verification

• The specific sources from which the status of
  each of the indicators can be ascertained

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ASSUMPTIONS AND RISKS

• Assumptions and risks are external conditions
  that are outside the control of the programme.
  The achievement of aims depends on whether or not
  assumptions hold true and the risks do not
  materialize.
• If cause and effect is the core concept of
  good programme design, necessary and sufficient
  conditions are the corollary. The sufficient
  conditions between the levels in the hierarchy of
  aims are the Assumptions. This is the external
  logic of the programme.

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Assumptions and Risks (contd)

• When working on a programme, we make
  assumptions about the degree of uncertainty
  between different levels of aims. The lower the
  uncertainty that certain assumptions will hold
  true, the stronger the programme design. Any
  experienced manager will agree that the
  assumptions - the failing assumptions - can
  derail a programme as often as poorly executed
  outputs.

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Assumptions and Risks (contd)

• Logframe demands that all hypotheses, assumptions
  and risks relevant to a programme are made
  explicit.
• By implication, this then further demands that
  the appropriate action is considered (and if
  necessary taken) before problems materialise.
• How important are the assumptions
• How big are the risks
• Should the programme be redesigned?
• Should elements of the proposed programme be
  abandoned?

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ALGORITHM TO ASSESS EXTERNAL FACTORS
Is the external factor important?
No
Yes
Will it be realised?
Do not include in logical framework
(e.g. as the result of another project by
external donor)
Almost certainly Do not include in
logical framework Likely
Include in logical framework as
Assumption


(fourth
column) Unlikely
Is it possible to redesign the country

Programme to influence the external
factor?
yes
No
The assumption is a killer assumption. From a
technical point of view the programme is not
feasible, unless the political authority finds a
solution to get around the assumption or
transform it into an acceptable assumption.

• Redesign the programme
• add activities and/or results
• change programme purpose

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LOGFRAME MATRIX SERVES THE FOLLOWING FUNCTIONS

• A tool for planning a logical set of
  interventions
• A tool for appraising a Programme document
• A concise summary of the Programme
• A tool for monitoring progress made with regard
  to delivery of outputs and activities
• A tool for evaluating impact of Programme
  outputs, e.e. progress in achieving purpose and
  goal.

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• Thank you.