Facilitation byR.Jayachandran,

Social Development and Management Consultant

Indispensable problemOriginal idea to resolveAlignment with organisational

experience/knowledgeFocused activitiesGuaranteed outcomesClear writing

VisionMissionFocusMain ServicesDate of incorporationGovernanceManagement and AdministrationTeamAccomplishments and CapacityPartners/Network

Problems(What? Causes? What will happen if they are not addressed?)

Specific objectives (Proposed solutions to the problems- What do you aim, during the course of implementation?)

Beneficiaries (To whom?)Activities (What each one (community /

organisation) will do?Timeline (Gantt Chart)Monitoring and EvaluationBudget

• Proposal-Priority match• Project Scope• Funding• Other support

• Baseline about the problems• Consultations with the stakeholders• Donor priorities• Proposal guidelines, if any • Organizational Capacity

Developed by Leon J. Rosenberg, for USAID in 1969LFA is widely used by bilateral and multilateral donor

organizations like GTZ, SIDA, NORAD, DFID, UNDP, EC and the Inter-American Development Bank.

A project management tool constructed during the project design phase

Structured summary of the project design information

Provision for opportunities to refine the details during the life of a project

The typical logical framework consists of a 4 x 4 matrix.In vertical, hierarchy of objectives are listed: (1) project final goal (impact) (2) intermediate objectives (effect) (3) output (4) Activity levels.

In the horizontal, the listed components are: (a) summaries of the objectives at each level, (b) performance indicators for achievement of those

objectives, (c) the sources and means needed to verify the indicators(d) the important risks and assumptions for moving from

one level of objectives to the next.

The core of the Logical Framework is the "temporal logic model" that runs through the matrix. This takes the form of a series of connected propositions:1.If these Activities are implemented, and these Assumptions hold, then these Outputs will be delivered2.If these Outputs are delivered, and these Assumptions hold, then this Purpose will be achieved.3.If this Purpose is achieved, and these Assumptions hold, then this Goal will be achieved.

The "Assumptions" column is of great importance in clarifying the extent to which project/program objectives depend on external factors.

a. Project Structure

b. Indicators of achievement

c. Means of verification

d. Risks and Assumptions

1. Project Goal(Ultimate aim

relating to the improvements in human Conditions)

Quantitative measures and Qualitative judgments (to know whether the project goal has been achieved.)

From which source one can verify the Qty and Qly. information

External factors/ conditions necessary to achieve project goal

2. Intermediary Objectives(Benefits, to whom, what improvements/changes)

‘’ ‘’ External factors/ conditions necessary to achieve intermediary objectives

3.Outputs(To be produced in order to achieve the intermediary objectives)

What kind and quality of outputs and when they will be produced?

‘’ Factors beyond the control of the project

4. Activities What kind and quality of activities and by when will they be produced?

‘’ Factors that restrict outputs

Project Final Goal (Impact) The ultimate aim- a measurableand defined improvement in human conditions- expected to take place in a target group, in an expected period of time, as a result of achieving the intermediate goals, e.g., improve the rural standard of living.

OutputsWhat the project intends to achieve in the short term as a result of the project activities.

ActivitiesWhat the project staff and target population are going to do.

InputsThe resources necessary for performing the project activities

Intermediary ObjectivesThe intended changes in systemic conditions or behaviors that must be achieved in orderto accomplish the impact goal

Ultimate Impact End Outcomes Intermediate Outcomes

Outputs Interventions

Needs-based Higher Consequence Specific Problem Cause Solution Process Inputs

CARE terminology Program Impact Project Impact Effects Outputs Activities Inputs

CARE logframe Program Goal Project Final Goal Intermediate Objectives Outputs Activities Inputs

PC/LogFrame Goal Purpose Outputs Activities

USAID Results Framework Strategic Objective Intermediate Results Outputs Activities Inputs

USAID Logframe Final Goal Strategic Goal/ Objective Intermediate results Activities 202E

DANIDA + DfID Goal Purpose Outputs Activities

CIDA + GTZ Overall goal Project purpose Results/outputs Activities Inputs

European Union Overall Objective Project Purpose Results Activities

FAO + UNDP + NORAD Development Objective Immediate Objectives Outputs Activities Inputs

UNHCR Sector Objective Goal Project Objective Outputs Activities Input/Resources

World Bank Long-term Objectives Short-term Objectives Outputs Inputs

AusAID Scheme Goal Major Development Objectives

Outputs Activities Inputs

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COMPARISONS BETWEEN TERMINOLOGIES OF DIFFERENT DONOR AGENCIES for RESULTS / LOGICAL FRAMEWORKS

Compiled by Jim Rugh for CARE International and InterAction’s Evaluation Interest Group

1. Organisation Description2. Project Title3. Project Description4. Project Rationale5. Project Sustainability6. Project Replication and Scaling up

The Title Page (Project title, name of the donor agency and name, logo & contact info of the NGO).

Table of Contents One page for explaining acronyms Project Summary- not more than one page, narrating goal,

objectives, results and activities. An Organizational overview Prompt page numbering, header & footer . Maximum use of active sentences . Limit the total no. of pages in line with prescription. Attach appendices, for verifiable organizational documents. Give Bibliography and references. Signature and official in the proposal. Covering letter.