Transcript Logical Framework Approach

Logical Framework Approach
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Approaches to Activity Design
 Logical Framework Approach (LFA) – Originally
developed in the 1970s, this planning process is
required by many donors, including the GEF.
 Objective Oriented Project Planning (OOPP;
originally called ZOPP - the German acronym) very similar to the LFA.
 Results Based Management (RBM) or Results
Oriented Assistance (ROA) - now being used by
donors such as USAID and Canadian CIDA; it
places as much emphasis on management,
monitoring and evaluation of a project as it does
on design.
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These Approaches Require
Require the participation of all key
stakeholders and those who will be
involved in implementing the plan;
Are results oriented, i.e. they focus on
what it is to be achieved, as well as on the
immediate things that need to be done.
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General Methodology of The Approaches
 All the methods involve objective-oriented planning,
which comprises a series of steps:
1. Analyzing the existing situation;
2. Describing the desired situation, which requires
identifying the solutions – often called project
objectives;
3. Choosing the strategy for meeting the objectives;
4. Identifying the actions to be taken and the desired
results;
5. Analyzing the risks or potential hindrances to success
and the assumptions.
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Logical Framework
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This is the LFM not LFA
LFA helps to:
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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How the Process is Carried Out
System Approach
Inputs: Situation Analysis
Stakeholder Analysis
Problem Analysis
Objectives Analysis
Alternate Analysis
Processing: Developing The Matrix
Outputs: LFM
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PROBLEM ANALYSIS
It’s a set of Techniques to:
Analyze the existing situation
surrounding a given problem condition
Identify the major problems in this context
Define the core problem of a situation
Visualize the cause-effect relationships in
a Problem Tree Approach, Mind Map,
Venn Diagram.
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Example
Major Problem
Effects
Loss of confidence
in bus company
Passengers hurt
or killed
People are late
Frequent bus
accidents
Core problem
Causes
Drivers not
careful enough
Vehicles too old
Bad conditions of
vehicles
Bad road
conditions
No ongoing
maintenance
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Stakeholder Analysis
Understand the interests of different
groups, and their capacities to address
identified problems, and
Design
activities
that
appropriately
address institutional capacity, distributional
and social issues.
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How to Carry out a Stakeholder Analysis
1. Identifying the principal stakeholders (these
can be at various levels, eg local, regional,
national)
2. Investigating their roles, interests, relative
power and capacity to participate
3. Identifying the extent of cooperation or conflict
in the relationship between stakeholders, and
4. Interpreting the findings of the analysis and
defining how this should be incorporated into
activity design.
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Analysis of the Objectives
Simple Convert the Negative Problem
Statements into Positive Statement.
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Alternate Analysis
Different criteria’s are used, such as:
Sustainability of the benefits
Ability to repair and maintain assets post-activity
Total cost and recurrent cost implications
Financial and economic viability
Technical feasibility
Contribution to institutional strengthening and
management capacity building
7. Environmental impact, and
8. Compatibility of activity with sector or program priorities.
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Characteristics yes – then logical framework
Summary
Goal
Important
assumption
then
Purpose
if
Results
if
Activities
if
then
then
and
and
and
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Assumptions
How to Word Assumptions
Assumptions can be derived from the objectives
Assumptions will be worded as a positive condition
(c.f. Objectives)
Assumptions will be weighted according to
importance and probability
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OBJECTIVELY VERIFIABLE INDICATORS (OVI’S)
 Objectively verifiable indicators define the performance
standard to be reached in order to achieve the objective.
 They specify what evidence will tell you if an overall goal,
project
purpose
or
result/output
is
reached
in terms of
 quantity
 quality
 time
 location / area
how much?
how well?
by when?
where?
 They focus on important characteristics of an objective
to be achieved
 They provide a basis for monitoring and evaluation.
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MEANS OF VERIFICATION
Tell us:
 Where we get the evidence that the objectives have been met
 Where we can find the data necessary to verify the indicator
Some important questions:
 Are the means of verification available from normal sources?
(statistics, observation, records)
 How reliable are the sources?
 Is special data-gathering required? If so, what will it cost?
 Has a new source to be created
 If we cannot find a means of verification, the indicator has to
be changed!
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