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Objectives
¸To introduce Logical Framework Analysis (LFA) and its uses
¸To become familiar with the main steps involved in conducting an LFA
¸To provide the necessary background for the working group exercise on the Project Planning Matrix
Slide 0
Title: Logical Framework Analysis (LFA)
Slide 1
There is no set methodology for developing and implementing a dryland management programme. There are many techniques and methodologies available but there is not, and most likely never will be, a single blueprint.
The logical framework (or logframe) approach provides a set of designing tools that, when used creatively, can be used for planning, designing, implementing and evaluating projects. The purpose of LFA is to undertake participatory, objectives-oriented planning that spans the life of project or policy work to build stakeholder team commitment and capacity with a series of workshops.
The technique requires stakeholders to come together in a series of workshops to set priorities and plan for implementation and monitoring.
DURATION: 30 Minutes
ACTIVITY: Presentation on the main features and steps in conducting an LFA
MATERIALS: Slides
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y. 10017 , USA Tel : (212) 906 6497 F a x : (212) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000 Logical Framework Analysis (LFA) What is LFA? A designing approach that can be used forplanning, designing, implementing and evaluating projects or programmes Situation Analysis Strategy Analysis Project Planning Matrix Implementation
Steps in LFA :
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y.10017, USA Tel : (212) 906 6497 F a x : (212) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000
Logical
Framework
Analysis
(LFA)
Steps in an LFA
There are 4 major steps in conducting an LFA, each with a set of activities to be carried out as outlined below:
What follows is an introduction to these steps to understand the general principles in undertaking an LFA.
Slide 2
The LFA approach begins by analysing the existing situation and developing objectives for addressing real needs.
A situation analysis has as its core task to find out the actual state of affairs with respect to an issue to be analysed; it is focussed by problems and an attempt to understand the system which determines the existence of the problems
The analysis phase is the most critical, yet most difficult, phase of the logframe approach. The analysis phase consists of three stages,
I. Analysis of stakeholders II. Analysis of problems III. Analysis of objectives.
We will begin by looking at the stakeholder analysis…
I. Stakeholder Analysis
Situation Analysis
(1) Stakeholder Analysis (2) Problem Analysis (3) Objective Analysis
Strategy Analysis
Project Planning Matrix
(1) Matrix (2) Assumptions (3) Objective Indicators (4) Verification
Implementation
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y. 10017, USA Tel : ( 212) 906 6497 F a x : (212 ) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management May 3- 5, 2000 Beirut, Lebanon Logical Framework Analysis (LFA) Situation Analysis (^) (1 ) Stakeholder Analysis (2 ) Problem Analysis (3 ) Objective Analysis (1 ) Stakeholder Analysis Consider the following:
- Who will be involved in the logframe development?
- Where will the development be conducted?
- Who will facilitate the development of the logframe?
- What background materials, papers and expertise may be needed?
- What materials and logistics are required?
Who are the stakeholders involved in the project,and how are they affected?
ÿ (^) narrows the focus with respect to the scope of analysis and at the same time digging deep into these problems and their causing factors, i.e. What are the root causes of those problems?
ÿ (^) In connection with the focus on problems is the system those problems exist in. A System’s understanding means one can
ÿ (^) understand how the system (in which the problem and its causing factors occur) operates i.e. What is the larger picture in which those problems and their root causes exist?
ÿ (^) widening the view with respect to analysing the interlinkages and feed-back mechanisms between components of the system i.e. - What are the links between the problems?
Slide 4
A main output of the problem analysis is the problem tree. Brainstorming techniques can be used to identify the main problems. Before the brainstorming exercise commences it is important that the facilitator explain the process and the group agrees on some rules for brainstorming. The tree can be developed as follows:
(1) Commence by identifying the main problems that need to addressed (2) The main problems should be written on card, and stuck on the wall. (3) High order problems should not be described as 'lack of' something, for example lack of knowledge, but instead they should be described as an effect, for example lack of knowledge may become 'destructive forest harvesting practices' (4) After all of the problems are displayed on the wall they should then be clustered into groups of similar issues (5) At this stage a simple 'weeding' exercise can be undertaken. The aim of the weeding exercise is to remove any problems that are clearly not problems that can be addressed by the project.
Developing the Problem Tree
The problem tree is developed by moving problems from the clusters of problems on the wall and by adding new problems that emerge as the tree is developed. Problems can be moved up or down the tree as required. The tree should end up with one
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y. 10017 , USA Tel : (212) 906 6497 F a x : (212) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000 Logical Framework Analysis (LFA) Situation Analysis (^) (2) Problem Analysis Problem Tree
The problem tree is developed by:
**1. moving problems from the clusters of problems
- adding new problems that emerge
- problems can be moved up or down the tree as required**
- Brainstorming techniques can be used to identify the main problems
- After all of the problems are displayed they should then be clustered into groups of similar issues
main problem and a series of lower order problems that branch out below the main problem.
The problem tree is constructed by selecting a problem from the list and relating this problem to a starter problem using the cause-effect rationale described below:
If the problem is a cause of the starter problem it is placed below the starter problem If the problem is an effect of the starter problem it goes above If it is neither a cause or effect it goes at the same level
Slide 5
The example shown of a problem tree highlights that the effect (loss of biodiversity) is the problem. Below it are lower order causes such as decreasing numbers of elephants and decreasing numbers of varieties of maize. These in turn are the effects of other causes, perhaps root causes including hunting, and the use of pesticides.
Slide 6
As mentioned earlier there are three components to a situation analysis. First the stakeholder analysis, then the problem analysis and next, the objective analysis. III. Objectives Analysis
An objectives’-analysis in a wide sense is a procedure for systematically identifying, categorising, specifying and - if required - balancing out objectives of all parties involved in a specific situation (for which those objectives apply).
The objectives-analysis and the problems-analysis influence each other: the more information one has about the problem situation, the more specifically one can formulate objectives; the kind and outline of the objectives analysed influence the perception of problems.
The problem tree is transformed into an objectives tree by restating the problems as objectives. The objectives tree can be viewed as the positive mirror image of the problem tree. It is usually necessary to reorder the position of objectives as you develop the tree.
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y.10017, USA Tel : (212) 906 6497 F a x : (212) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000 Logical Framework Analysis (LFA) Situation Analysis (2) Problem Analysis Example of a Problem Tree (^) one main problem (EFFECT) a series of lower order problems (CAUSE)
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y. 10017 , USA Tel : (212) 906 6497 F a x : (212) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000 Logical Framework Analysis (LFA) Situation Analysis (3) Objective Analysis ...a procedure for systematically
**1. identifying
- categorising 3.** (^) **specifying
- balancing out ...objectives of all parties involved in a specific situation Objectives Tree** (^) 1. Problems are restated as objectives 2. Positive mirror image of the problem tree
Choices among different solutions to problems may concern
- overall concepts, strategic plans, objectives
- people, target groups, organisations, agencies
- methods, procedures, processes
- technologies, services, products, outputs
- measures, actions, materials, inputs
Slide 10
An example of a strategy analysis is provided. In this example it is unlikely to choose "efficient human population programme" (identified in the objectives analysis) but rather one or all of the other means. The process of making choices should be carried out in a very methodical way, giving due consideration to the ends/means relationship in the objectives tree.
Slide 11
The Project Planning Matrix provides a one-page summary of:
ÿ (^) Why a project is carried out (= who/what will benefit ?)
ÿ What the project is expected to achieve (= utilisation of services)
ÿ (^) How the project is going to achieve its outputs/results (= measures executed)
ÿ (^) Which external factors are crucial for the success of the Project (= risks and frame conditions)
ÿ (^) How we can assess the success (= indicators)
ÿ (^) Where we will find the data required to assess the success (= means of verification).
It is developed from the strategy analysis by filling in the columns of the matrix as will be shown below, starting with the Narrative Summary.
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Capacity Building Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000 Logical Framework Analysis (LFA) Strategy Analysis (^) - main objective is the project purpose
- (^) lower order objectives are outputs
Office to Combat Desertification and Drought 1 UN Plaza, New York, N.Y. 10017 , USA Tel : (212) 906 6497 F a x : (212) 906 6345 E - M a i l : [email protected] Web :http://www.undp.org/seed/unso
Capacity Building Workshop for Dryland Management Beirut, Lebanon May3-5, 2000 Logical Framework Analysis (LFA) Project Planning Matrix developed from the strategy analysis by fillingin the columns of the matrix as shown below.
GOALS / OBJECTIVES PROJECT PURPOSE OUTPUTS / RESULTS INPUTS / ACTIVITIES
NarrativeSummary ObjectivelyVerifiable ImportantAssumptions Indicators
Means ofVerification Measures of goalachievement Various sources ofinformation, methods Goal / Purpose linkages used End-of-project status Various sources ofinformation, methods used
Output / Purposelinkages Magnitudes of outputs,planned completion dates
Various sources ofinformation, methods used
Input / Output linkages Types/levels ofresources, starting datesProject data, othersources of information Initial Assumptionsregarding the causality of the programme
The Narrative Summary has 4 main components:
(1) GOAL The development goal describes the developmental benefits which the respective target groups can expect to gain from the program or the project
(2) PROJECT PURPOSE The purpose of a program or a project describes the changes in behaviour, structures or capacity of the target groups which directly result from the utilisation of the deliverable outputs or results the program or project will be expected to yield.
(3) OUTPUTS / RESULTS The outputs or results describe the goods and services, the direct deliverables which are contributed from the side of a project or program.
Outputs or results must express the nature, scope and intensity of support or of the solution being sought. This includes: (1)provision of information on support / solution compatibility of support / solution with prevailing frame conditions (2)access to support / solution by specific target-groups, including gender-aspects (3)availability of support / solution
(4) INPUTS/ACTIVITIES Measures / tasks carried out by the project / program in order to achieve and obtain the outputs/results (actions)
The next major part of the matrix are the Objectively Verifiable Indicators:
For each cell of the narrative summary, indicators need to be developed. Objectively verifiable indicators or OVI should meet the following criteria: ÿ Measurable: An indicator must be able to be measured in either quantitative or qualitative terms ÿ (^) Feasible: An indicator should be feasible in terms of finances, equipment, skills and time. ÿ (^) Relevant and Accurate: An indicator should reflect what we are trying to measure in an accurate way. ÿ (^) Sensitive: An indicator should be capable of picking up changes over the time period that we are interested in. ÿ (^) Timely: An indicator should be able to provide information in a timely manner.
operational planning. The project purpose and development goal, however, should be altered only in exceptional cases when major changes have occurred.
Implementation should have a plan of operations i.e. the detailed plan for the implementation of project. It is established by the project team and will be documented as: ÿ (^) workplans / work schedules ÿ project budget / resources plans ÿ (^) personnel plans ÿ (^) material and equipment plan / procurement plan / staff training plans.
The work plan and the project budget constitute the core of the Plan of Operations.
