Logical Framework Analysis: A Systematic Approach to Project Planning and Development, Exercises of Designs and Groups

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Logical Framework

Analysis

September 2005

Resources for Implementing the WWF Standards

Contents

1. What Is Logical Framework Analysis? .............................................................................. 1
2. Why Logical Framework Analysis is Important ................................................................. 2
3. When to Use Logical Framework Analysis........................................................................ 3
4. How to Develop and Use Logical Framework Analysis..................................................... 3
5. Lessons............................................................................................................................. 6
6. Example ............................................................................................................................ 7
7. References........................................................................................................................ 7
8. Acronyms .......................................................................................................................... 8

This document is intended as a resource to support the implementation of the WWF Standards of Conservation Project and Programme Management.

Written by: Meg Gawler, ARTEMIS Services September 2005

Please address any comments to Sheila O’Connor ([email protected]).

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The elements of the WWF logframe are defined as follows: Intervention logic : the description of the project according to its hierarchy of objectives – the strategy underlying the project Vision : the desired state or ultimate condition that a project is working to achieve and to which the project contributes Goal : a desired impact of a project – ambitious yet realistic; direct benefits to the conservation target; the project is held responsible for achieving its stated goal(s) Objective : a desired accomplishment or outcome of a project, such as the reduction of a critical threat – the actual change in a problem targeted by the project Results : the tangible products or services delivered by the project Strategic activity : A specific action or set of tasks to reach one or more results (or objectives); activities can be added as a fifth row under results, but this is no longer current practice among most donors, and activities do not need indicators Indicator : a measurable entity related to a specific information need, such as the status of a target/factor, change in a threat, or progress toward an objective; a good indicator meets the criteria of being measurable, precise, consistent, and sensitive Source of verification : data source for an indicator; it should specify the data collection method(s), geographic scope and frequency, and the responsibility for collecting the data Assumption : external factor or fundamental condition under which the project is expected to function, which is necessary for the project to achieve its objectives, and over which the project has no direct control.

2. Why Logical Framework Analysis is Important

Logical framework analysis has been used by WWF for over ten years. It was first developed in the late 1960s, and has been adopted as a project planning and management tool by most government aid agencies (GAAs). A good understanding of the principles of LFA is therefore essential when developing projects for donor funding. Because logframes are used by a large number of international NGOs and GAAs, they provide a common language when discussing projects.

The logical framework approach provides a set of design tools that, when applied creatively, can be used for planning, designing, implementing, monitoring, and evaluating projects. Logframes give a structured, logical approach to setting priorities, and determining the intended purpose and results of a project. Used correctly, logframes can provide a sound mechanism for project development. Logical frameworks also lay the basis for activity scheduling, budgeting, monitoring, and for evaluating the impact, effectiveness, efficiency, and relevance of a project.

Since logical framework analysis begins with planning sessions with stakeholders and partners, it is about people’s priorities. Furthermore, it allows information to be analyzed and organized in a structured way, and thus functions as an aid to thinking. Preparation of the logframe with the participation of all stakeholders can help build a project where all involved share the same ideas on where the project is going and why the activities are necessary. The resulting logframe matrix

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provides a concise summary of the project that forms an essential part of the conservation action plan and proposal for funding.

Logframes provide an easily accessible answer to the question: “Why are we doing the things we are doing?” When used as a management took, it can also help the project to remain focused during implementation.

LFA-based project assessment, when properly carried out, will:

9 foster reflection within the project implementing institution

9 generate early warnings before things go wrong and allow for corrective decisions

9 improve project monitoring and reporting, and

9 facilitate and improve project evaluation, both internal and external.

As a tool, however, a logframe must not be considered as an end in itself – it is only as good as the field experience and analytical abilities of the people creating and using it.

3. When to Use Logical Framework Analysis

The logical framework plays a role in each phase of the project cycle, from planning to implementation to evaluation. It can be a master tool for creating other tools, such as the project monitoring plan, the breakdown of responsibilities, the implementation timetable, and the detailed budget. It can become an instrument for managing each stage of the project, and as such, it should be updated regularly.

LFA is used during the Define phase to help analyze the existing situation, investigate the relevance of the project, and identify potential strategies. During the Design stage it provides a framework for an appropriate project plan with clear objectives, measurable results, and a strategy for risk management. Then during implementation, the logframe provides a key management tool to support work planning and budgeting. In the Analyze/Adapt phase it provides the basis for monitoring, and the basis for performance and impact assessment.

4. How to Develop and Use Logical Framework Analysis

Drawing up a logframe has two main stages: the Describe – or anlaysis – stage and the Design – or planning – stage. There are four main elements of the first stage:

• stakeholder analysis: identifying and describing potential key stakeholders
• problem analysis: identifying key problems, constraints and opportunities and determining cause-and-effect relationships
• objectives analysis: developing solutions from the identified problems and means-to-end relationships
• strategy analysis: selecting the most appropriate strategies to achieve solutions.

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In the planning phase, the purpose of the logframe is to define the project structure, test its internal logic, and formulate objectives in measurable terms. The results of the stakeholder, problem, objective, and strategy analyses are used as the basis for preparing the logframe matrix.

When preparing a logframe for submission to a donor, you should adapt the logframe terminology given in Figure 1 above, so that it uses the donor’s own terms. Most donors now prefer that Activities not be included in the logframe, but rather presented separately in a Gantt (or other) chart.

The order in which the logical framework is developed is illustrated in the following diagram.

Figure 2. Sequence for the development of a logical framework matrix. (Numbers refer to the order in which the matrix is developed.)

Again, the preparation of a logframe is an iterative process. For example, identifying indicators will often shed light on the formulation of the project objectives, and the team will go back and reformulate an objective to make it sharper.

To maximize the communications potential of a logframe, it is useful to observe certain conventions in the formulation of the intervention logic, i.e.,

• Vision: expressed as “To contribute to…”
• Goal: expressed in terms of benefits to the conservation target realized by the end of the project
• Objectives: expressed as impacts realized
• Results: expressed as tangible products and services delivered
• Activities: expressed in the present tense with an active verb (“Prepare, design, conduct…”).

Assumptions are usually progressively identified during the analysis phase, and the probability of their holding true is further analyzed to help assess the feasibility of the project and the probability of success. To decide whether to include an assumption in the logframe, you first ask “Is it important?” If the answer is “yes”, you continue by asking “What is the likelihood of this assumption holding true?” If it is almost certain to happen, you can leave out of the logframe. If it is likely to happen, then you include it in the logframe and in your monitoring plan. If it is unlikely, then you need to think about how to redesign the project to address it. If the assumption is unlikely and you cannot redesign your project to address it, then your project is probably not feasible.

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Indicators further describe the project’s objectives in measurable terms: quantity, quality, geographic scope, time, etc. You may wish to establish both quantitative and qualitative indicators for each objective. An indicator is considered to be objectively verifiable when the data can be collected different people with comparable results. Whenever you develop an indicator, you must simultaneously identify its source of verification – where, how and by whom you will get the information. This is important, as the source of verification provides a reality check as to the feasibility of the indicator chosen. If data for a given indicator is too difficult or too expensive to collect, then you need to find another indicator that is simpler and cheaper to measure.

It is useful to set performance criteria for your indicators. For example if an objective is “minimal stress from human uses in the Danube River”, and your indicator is the number of fecal coliform bacteria per 100 ml of river water, then your performance criteria could be something like: 0-9 = excellent; 10-100 = medium; 100-2000 = poor; >2000 = very bad.

It is also useful to run each indicator through a list of data collection questions, and to record the results in a data collection matrix, e.g.: What is to be measured (what is the indicator)? Where will it be measured? How many measurements? With what frequency? By whom? Using what data sources?

A key question to keep in mind when developing indicators is “Who is going to use this information?” Ownership of a project will be enhanced when the information needs of stakeholders are known and are considered to be of primary importance. This is why it is so important to continue using participatory methods (as you will have done during the initial analysis phase), when setting indicators and developing and implementing your monitoring programme.

Preparation of the logframe with the participation of all stakeholders can help to build a project where all involved share the same ideas on where the project is going and why the activities are necessary. The logframe resulting from this process will provide a concise summary of the project, which becomes an essential part of the conservation action plan, and a key element in proposals for funding.

5. Lessons

The logical framework approach provides an excellent tool for project design, but it also has a number of potential weaknesses, e.g.:

8 Logical framework analysis rarely produces good results if it has not been preceded by a

thorough situation analysis in the field, including stakeholder analysis.

8 While it has the potential to involve participants, LFA can easily set up an impractical or

unrealistic problem / objective framework, depending on the representativeness (or not) of the participants.

8 It may be difficult to get consensus on what the project priorities should be.

8 Problem analysis can be difficult in cultures where it is inappropriate to discuss problems.

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8. Acronyms

EC European Commission GAA Government aid agency LFA Logical Framework Analysis, also Logical Framework Approach