logical framework analysis.pdf

8/14/2019 Logical Framework Analysis.pdf

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Logical Framework Analysis:

Concepts & Application

Team Member: Roll No.

Jayanta Guha 32

Kalyan Prasad 34Manoj Kumar Pradhan 37Muddassar Javed 40Sangeeta Mishra 49


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Background:

The logical framework approach (LFA) came into

existence in the planning and management ofdevelopment interventions over the last twenty years.

Its origins lie in a planning approach for the USmilitary, which was then adapted for the US spaceagency NASA.

Subsequently it was adopted by USAID (States Agencyfor International Development) for development

projects over thirty years ago.

It was picked up by European developmentorganisations in the 1980s.


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Background Continued

By the end of the 1990s the LFA had become the

standard approach required by many donors for grantapplications.

It is also widely known as Goal Oriented ProjectPlanning (GOPP) or Objectives Oriented ProjectPlanning (OOPP).

LFA is widely used by bilateral and multilateral donororganizations like , GTZ, SIDA, NORAD, DFID, UNDP,

EC and the Inter-American Development Bank.

It has also been widely adopted by NGOs, though notwithout reservations and concerns by some.


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What is a Logical Framework Analysis?

The purpose of LFA is to provide a clear and rational framework for planning

envisioned activities and determine how to measure a projects success,while taking external factors into account.


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Logical Framework Analysis:

The LFA is an analytical, presentational and

management tool which can help planners andmanagers

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 If desired, present a summary of the activity in a

standard format, and

Monitor and review activities during implementation.


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The LFA process for analyzing andplanning:

The log frame matrixStakeholder

analysis

SWOT analysisStrength Weaknesses

Opportunities ThreatsProblem analysis

Objectiveanalysis

Strategy analysis

Schedules

Reports

Project

strategy

Objectivelyverifiable

indicators

Sources of

VerificationAssumptions

OverallObjectives

Purpose

Results

Activities Means Cost

PRE CONDITION


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The nine steps of LFA analysis:

1 Analysis of projects Context 2 Analysis of Stakeholders

3 Problem Analysis/Situation Analysis

4 Objectives Analysis

5 Plan of Activities

6 Plan of Resources/Inputs

7 Indicators/measurements

8 Risk Analysis

9 Analysis of Assumptions


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Why different steps in LFA?

Check relevance; Step 1 4Context, Stakeholder-, Problem- and Objectives analysis.Logical links between problems and solutions, Relevant tosupport? (in accordance with strategies and problems in thecountry/sector?)

Check feasibility; Step 5 7Plan of Activities, Resources/inputs and Indicators. Are theresources sufficient to achieve the objectives? (Resources:Personnel, time, funding, equipment)

Check sustainability; Step 8 9Risk analysis and Assumptions. If the project is sustainable,will the effects of the project remain without continuosexternal assistance outside?


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Common confusion - LFA & Logframe:

Logical Framework Approach is often confused with

the Logical Framework Matrix:

Logical Framework Approach (LFA) - is a project designmethodology.

Logical Framework Matrix (LF or Logframe) - is a documentwhich contains the project framework.

One common misuse of LFA is to design the project

first and to "fill in" the Logical Framework Matrix atthe end,

This is not recommended, as it defeats the whole purpose ofthe logical framework and the design methodology


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A Logframe Matrix:

Logframe Matrix aims to present information

about the key components of a project in aclear, concise, logical and systematic way.

It summarizes, in a standard format:

What the project is going to achieve? What activities will be carried out to achieve its outputs

and purpose?

What resources (inputs) are required?

What are the potential problems which could affect thesuccess of the project?

How the progress and ultimate success of the projectwill be measured and verified?


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Contents in a Logframe:


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Objectivly

variable

indicators

Sources of

Verification Assumptions

Overall

Objectives

Purpose

Results

Activities Means Cost

PRE

CONDITION

Log Frame Matrix:


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The Logframe Structure:

Vertical logic Identifies what the project itends to do and

achieve

Clarifies the causal relationships (means to

end) Specifies important assumptions and risks

Horizontal logic

Specifies indicators to measure progress

Identifies the sources / means by whichindicators will be verifies


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General sequence of completion:


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Relationship between assumption and

Objective hierarchy:


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Characteristics yes then logicalframework:

Summary Importantassumption

Goal

Purpose if and

Results if and

Activities if and

then

then

then


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Assessment of assumptions:


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A continuous two way verification:


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Who all should be involved?

The input to a log frame

should be a team effort, asmuch as possible.

If the log frame has to bewritten, adapted orchanged, it is important tofeed the detail back tofieldworkers, partners andother relevant stakeholderswherever they are.


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Process steps explained with anexample:

Problem:

Rice production is insufficient for the

population of village x


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Identifying key

problems, constraintsopportunities;

Determining

cause/effectrelationships

Constructing the

problem three

Identify thestakeholders affected in

the proposed project

1. Problem analysis:


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1. Problem analysis (example):

EFFECTS

CAUSES

The systemreceives

no

maintenance

The irrigation system is faulty

Some irrigationstructures

have been

destroyed

Support servicesfor farmers are not

available in the

area

The farmershave no

investment

capacity

Rice production is insufficientfor the population of village x

Agricultural practices are unsuitable

Problem tree


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1. Problem analysis (example):

Identifying stakeholders

PUBLICPRIVATE

MICRO

MACRO

Farmers

Agric. Ext.

services

MoA

FAO

Farmersgroups

NGO

Irrigation

Dept.Fertiliser

suppliers


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Developing solutions

from the identifiedproblem

Identifying means toend effectrelationship

Building theobjective tree

2. Objectives analysis:


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2. Analysis of objectives:

Transforming Problems into Objectives

Rice production is insufficient forthe population of village x

The irrigation

system is faulty

Agricultural practices

are unsuitable

The systemreceives

no maintenance

Some irrigation

structureshave been destroyed

Support services forfarmers

are not available

Farmers do not

haveinvestment capacity

Rice production is sufficient forthe population of village x

The irrigation

system is working

Agricultural practices

are appropriate

The systemreceives

proper maintenance

Support services forfarmers

are available

Damaged irrigation

structuresare repaired

Farmers have the

resources toinvest


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2. Analysis of objectives:

Objectives tree

MEANS

ENDS

Rice production is sufficient for

the population of village x

The irrigation system is working Agricultural practices are appropriate

The systemreceives

proper

maintenance

Damagedirrigation

structures

are repaired

Support servicesfor farmers

are available

Farmers have theresources to

invest


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3. Analysis of strategy:

SPECIFIC

OBJECTIVE(or project purpose)

EXPECTED

RESULTS

OVERALL

OBJECTIVE

CHOSEN STRATEGY

Rice production is sufficient for

the population of village x

The irrigation system is

working

Agricultural practices are

appropriate

The system

receives

propermaintenance

Damaged

irrigation

structuresare repaired

Support

services for

farmersare available

Farmers

have the

resourcesto invest


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4. The Log Frame: Indicators:

A baseline study might be needed to be able to

measure the final results.

The process of setting up indicators shows if the

objectives are vague.

Indicators should describe the:

Quantity, how much Quality, what kind of change

Time, by when


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Example of a good indicator

Objective: The irrigation system is working

The indicator should be SMART :

Specific = The irrigation pumps are functioning properly in

the project area Measurable = 50 of the irrigation pumps are functioningproperly in the project area

Acceptable = Is the indicator accepted by all the partnersinvolved in the implementation of the project ?

Relevant = Are the irrigation pumps the main problem? Time-bound = 100% of the irrigation pumps arefunctioning properly in the project area at the end of theproject

4. The log-frame:


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Selection of sources of verification

Administrative/ financial

report

Managementreport

Monitoringdata

Adaptedmonitoringstatistics

Interviews of

beneficiaries

Specialisedsurveys

Complexity

Cost

4. The log-frame:


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5. Risk a part of the log-frame:

Consider the various risks and

assumptions on your project:= external factors that may affect the projects

implementation and long-term sustainability

= synergetic activities made by other actors

Do not define assumptions that are endogenous to theproject and the scheduled activities !!

Only mention relevant hypothesis


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Logical framework

6. Activity-planning:

Plan of action

Year Year 1 By whom

Month 1 2 3 4 5 6 etc.

Activity 1

Activity 2

Activity 3

Activity 4

Activities


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Intervention logic of project + AssumptionsIN OUT

Overall

objective

Project

Purpose

Results

Activities

+

+

+

Assumptions

Assumptions

Assumptions

Pre-conditionsIf the activities are carried out,

and if assumptions are valid, then ...

7. Complete The log-frame:


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8. Resource-planning:

Year Year 1 By whom

Month 1 2 3 4 5 6 etc.

Activity 1

Activity 2

Activity 3

Activity 4

Plan of action

Means: BudgetHumanresources

Material/Equipment

Travel etc.

Means/Budget


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How the LFA method works

depends on its users

Thank You !


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Objectives - an example

Logical framework matrixPost harvest losses

Project description Indicators Sources of verification Assumptions

Overall objective:Improve theutilization of fisheriesand aquatic resourcesfor the benefit of the

current and futuregenerations.

Sustainable utilization of fishstocks. Strengthen possibilities ofincreased product value. Increased annual averageincome of fisher's household by

7% . Consistent and certified quality.

Annual stock sizemeasurements. Census among fishermen,exporters, sales outlets andcustomers. Quality control

measurements. Governmental exportreports. Sample household surveys.

Purpose/Immediat

e Objective:1. To minimize postharvest losses andimprove quality andsafety of fish productsto acceptablestandards.

10% increase in annual export

volume within the next 5 years. 10% annual increase in exportvalue within the next 5 years. 8% annual increase of fishsupply/production in domesticmarket within the next 5 years.

Governmental export

reports. Sample surveys amongfishermen, exporters, salesoutlets and customers. Sample household surveys.

Political stability.

Adequateinstitutional funding,Interest anddetermination. Sufficientstakeholder interest.


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A ti iti l


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Activities an exampleLogical framework matrixPost harvest losses

Project description IndicatorsSources ofverification

Assumptions

Activities:

1.1 Improved fishhandling1.1.1 Select 15-20 boatcrews that are willing to co-operate on improvements inonboard fish handling1.1.2. Design a short

training course in fishhandling for fishers.1.1.3 Train fishers on howto handle fish onboard.1.1.4 Install temperaturemonitoring device onboard.1.1.5 Initiate installment of

cold chain procedure.1.1.6 etc.

Indicators

Short training course (STC) hasbeen designed and course materialis ready for printing. 10 locations have been selectedto hold STC and 5 localcoordinators have been hired toundertake practical preparations. 10 instructors have been hiredto teach the STC. Etc.Input Training coordinator Technical adviser Travel and training costs Cost of new temperaturemonitoring equipment Funding of a report onassessment on current "modusoperandi" in Sri Lankan fisheries

Include cost for

activity here.

Inadequate willingness

to seek changes andimprovement Lack of follow-up Insufficient importanceon qualitycontrolled/orientateddecision making

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