1. Conceptual Design The Logical Framework
Content Starter Set
Conceptual Design The Logical Framework
We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the use of their intellectual property in this curriculum.

2. Module 2 Objectives By the end of this module you will be able to:
Explain why Logical Frameworks are useful in the development context
Develop LogFrame description statements that reflect causal logic
Develop indicators that correspond to the LogFrame description statements

3. Exercise What experience do you have working with Logical Frameworks?
For what purposes have you used Logical Frameworks?
Activity: 3-5 minute brainstorm aimed at:
Acknowledging previous experience with LogFrames
Mapping out myriad uses of LogFrames as outlined in next slide.

4. Purposes of a Logical Framework
A systematic tool –
for designing, planning, implementing, and monitoring and evaluating a project (or program).
A tool for organizing thinking—
for relating inputs to the implementation of activities, activities to the production of outputs, outputs to the achievement of a defined purpose, and purpose to a high-level goal or impact.
A tool for identifying and assessing risks —
by listing critical assumptions inherent in project design and implementation.
A tool for measuring project progress —
through objectively verifiable indicators and means of verification.
A tool for developing consensus and communicating a project’s intent and strategy

5. Source of Verification
Causal Logic Modeling
Causal Logic Modeling
A systematic tool that visually shows, through a graphic illustration or picture, how a particular initiative occurs through logical relationships.
Project Description
Indicators
Source of Verification
Assumptions
Label?
Activity: 3-5 minute brainstorm aimed at:
Identifying the labels that their organizations place in the first column of the Logical Framework.
Objective of the exercise is to acknowledge the divergences between agencies, emphasizes the importance of CAUSAL LOGIC and introduce the next slide.
It is the causal logic model elements and their connections that provide a complete picture of the initiative.

6. LogFrame Variations
Alternative Fomulations of the Logical Framework System
Although the logical framework system most commonly used is a matrix of 16 cells, there are some alternative formulations. These include:
• A training manual produced by USAID in 1980 described eight possible variations in the logical framework system such as additional
columns for verifying assumptions and for specific quantified targets and additional rows for intermediate outputs and subsector goals.
• A training manual produced by FAO in 1986 with Activities as a row between Input and Output, creating a matrix with 5 rows and 4 columns.
• ZOPP replaced Inputs by Activities in the bottom row (GTZ, 1988).
They saw activities as a crucial feature of the logical framework whereas inputs could be specified elsewhere in the project documentation.
• The NORAD matrix has only three columns - the middle column combines a description of indicators with the means of verification.
Although they differ in detail, these alternatives all maintain the matrix layout of the logical framework system as developed by PCI.
USAID (1980). Design and Evaluation of Aid-Assisted Projects. Training and Development Division, Office of Personnel Management, U.S. Agency for International Development, Washington DC.
Don’t over-focus on the language and the variations of the various LogFrame matrix models. The important lesson is to learn to think through projects using a logic model.

7. An Alternative LogFrame Format

8. The Logic of LogFrames Project Description Indicators
Source of Verification
Assumptions
Goal
Objective(s)/
Outcome(s)
Deliverables/
Outputs
Activities
If the OBJECTIVES are accomplished;
Then this should contribute to the overall goal
If DELIVERABLES are produced;
Then the OBJECTIVES are accomplished
If the ACTIVITIES are conducted;
Then RESULTS can be produced
Acknowledge that a number of LogFrame models include five rows – that would be either an intermediate objective row OR an inputs row. We have chosen to teach to the basic 4x4 matrix. Furthermore, we are using labels that do not correspond to any individual donor.
If adequate RESOURCES/INPUTS are provided;
Then the ACTIVITIES can be conducted

9. Writing Description Statemetns
Project Description
Goal
Objective(s)/
Outcome(s)
Deliverables/
Outputs
Activities
The broad development impact to which the project contributes – at a national or sector level
Statement Wording: “To contribute to…”
The development outcome at the end of the project – more specifically the expected benefits to the target group(s)
Statement Wording: “Increased, improved, etc.”
The direct/tangible results (goods &services) that the project delivers, and which are largely under project management control
Statement Wording: “delivered/produced/conducted, etc.”
It is also useful to standardize the way in which the hierarchy of project objectives is described.
A useful convention to follow in this regard is:
for the Overall Objective to be expressed as ‘To contribute to…..`;
the Purpose to be expressed in terms of benefits to the target group being ‘Increased/improved/ etc……….’,
Results to be expressed in terms of a tangible result ‘delivered/produced/conducted etc’, and
Activities to b e expressed in the present tense starting with an active verb, such as ‘Prepare, design, construct, research …..’.
The tasks (work program) that need to be carried out to deliver the planned results
Statement Wording: “Prepare, design, construct, research, etc.”

10. Examples of Goal Statements

11. From Objective Tree to Logframe
Activity:
Working from the strategy outlined in the alternatives analysis tree, and using the suggested conventions for writing statements from the last slide. Work together to develop the a partial elaboration of statements for the Goal, Objectives/Outcomes, Deliverables/Outputs, Activities

12. Developing Statements
Objective Hierarchy
Goal
To contribute to improved health, particularly of under 5s
Objective(s)/Outcome(s)
1. Improved river water quality
Deliverables/Outputs
1.1 Reduced volume of fecal waste discharged into the river system
1.2 Reduced volume of household refuse directly dumped into the river system
Activities
Conduct baseline survey of households
Prepare and deliver public awareness campaign
Prepare engineering specifications for latrines and increased sewage network.
Etc.
Prepare and deliver public awareness campaign
Etc.
In this example of a Logframe, it would also be possible to restructure the objective hierarchy to either:
have multiple Objectives rather than one unifying objective; or
to include another level in the objective hierarchy, such as a ‘intermediate objective’. The key issue here is to allow those responsible for using tools such as LFA to have some flexibility to adapt the formats to their practical needs and the standards of the organization or the donor. If the ideas are good and the hierarchy or the exact formats used should not be of any great concern.

13. Developing Statements
Objective Hierarchy
Examples of How to Develop Statements
Goal
To contribute to improved health, particularly of under 5s
Objective(s)/Outcome(s)
1. Improved river water quality
Deliverables/Outputs
1.1 Reduced volume of fecal waste discharged into the river system
1.2 Reduced volume of household refuse directly dumped into the river system
Activities
Conduct baseline survey of households
Prepare and deliver public awareness campaign
Prepare engineering specifications for latrines and increased sewage network.
Etc.
Prepare and deliver public awareness campaign
Etc.
In this example of a Logframe, it would also be possible to restructure the objective hierarchy to either:
have multiple Objectives rather than one unifying objective; or
to include another level in the objective hierarchy, such as a ‘intermediate objective’. The key issue here is to allow those responsible for using tools such as LFA to have some flexibility to adapt the formats to their practical needs and the standards of the organization or the donor. If the ideas are good and the hierarchy or the exact formats used should not be of any great concern.

14. Source of Verification
The Logic of LogFrames
Project Description
Indicators
Source of Verification
Assumptions
Goal
Objective(s)/
Outcome(s)
Deliverables/
Outputs
Activities
If the horizontal logic is followed AND assumptions hold true; Then the project will likely succeed.
Acknowledge that a number of LogFrame models include five rows – that would be either an intermediate objective row OR an inputs row. We have chosen to teach to the basic 4x4 matrix. Furthermore, we are using labels that do not correspond to any individual donor.

15. Identifying Assumptions
Goal:
To contribute to improved health, particularly of under 5s
Assumption(s)
Objective(s)
Improved river water quality
Activity:
Based on the statements on the slide- identify potential assumptions that could influence the project logic.
Assumptions are external factors (RISKS) that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers.
They are the answer to the question:
“What external factors may impact on project implementation and the long-term sustainability of benefits, but are outside project management’s control?”
The assumptions are part of the vertical logic in the logframe. This works as follows:
• once the Activities have been carried out, and if the Assumptions at this level hold true, results will be achieved;
• once these Results and the Assumptions at this level are fulfilled, the Project Purpose will be achieved; and
• once the Purpose has been achieved and the Assumptions at this level are fulfilled, contribution to the achievement of the Overall
Objectives will have been made by the project.
Assumption(s)
Outcome 1
Reduced volume of fecal waste discharged into the river system

16. Illustrative Assumptions partial build out
Project Description
Indicators
Source of Verification
Assumptions
To contribute to improved health, particularly of under 5s and the general health of the river ecosystem.
Improved quality of river water.
The Clean River legislation is introduced by the EPA and enforced
-Up river water quality remains unchanged
1.1 Reduced volume of fecal waste discharged into river
1.2 Reduced volume of household refuse directly dumped into the river system
-Waste water treatment meets national standards
-fishing cooperatives meet obligations to establish waste collection systems
Conduct baseline survey of households
Prepare and deliver public awareness campaign
Prepare engineering specifications for latrines and expanded sewage network.
Etc.
Etc.
-Municipal budgets for improvements to sewage systems remain unchanged.
Goal
Objectives/Outcomes
Deliverables/Outputs
Activities

17. Source of Verification
Adding Indicators
DEFINITIONS
“an instrument which gives you information” The English Language Dictionary
“A quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement, to reflect changes connected to an intervention, or to help assess the performance of a development actor” OECD/DAC (DAC Glossary of Key Terms in Evaluation, May 2002)
“a variable, which purpose it is to measure change in a phenomena or process” USAID
“a description of the project’s objectives in terms of quantity, quality, target group(s), time and place” OECD
Project Description
Indicators
Source of Verification
Assumptions
Goal
Objective(s)/
Outcomes
Deliverables/
Outputs
Activities
During the Conceptual Design stage the plan for the project or program is being formulated in general terms and, normally, detailed indicators are not yet
formulated at this stage.
Nevertheless, indicators already play a crucial role in getting more precise information on the context of the intervention and on the problems to be tackled. During this identification stage, organizations will try to reinforce the quality of the situational analysis by using specific indicators.
When completing the logical framework indicators formulated at the level of results, purpose and overall goal, will be the starting
point for monitoring and evaluation. However, during implementation, managers will also be interested in other aspects of the intervention, like depletion of budget or specific bottlenecks caused by external factors. In this context, some organizations distinguish input indicators, output indicators, etc. referring basically to the type of monitoring for which they are used.

18. SMART Indicators S Specific M Measurable A Achievable R Relevant T
Or: acceptable, applicable, appropriate, attainable or agreed upon (to stress the importance of common understanding) R
Relevant
Or: reliable, realistic (when achievable/attainable is not used) T
Time-bound
More and more organizations are called by the general public and by their donors to account for their achievements in terms of concrete results. In order to make this possible for development interventions, projects as well as programs are expected to become more and more “SMART”:
Some organizations put emphasis on the formulation of “SMART” objectives; others focus on “SMART” indicators. In the first case, since objectives already include a timeframe and baseline and target values, often indicators are formulated as variable. In the second interpretation, the variable is completed with a timeframe, a baseline and target values. Consequently, these indicators are more specific, including information about target groups and what needs to be achieved for these target groups.

19. Direct vs. Indirect Indicators
These indicators directly pinpoint at the subject of interest. This is often the case with operational and more technical subjects. What the manager wants to know, can be (and generally is) measured directly.
Indirect indicators (Proxy indicators)
Indirect indicators (or proxy-indicators) refer in an indirect way to the subject of interest. There can be several reasons to formulate indirect indicators:
The subject of interest cannot be measured directly. This is particularly the case for more qualitative subjects, like behavioral change, etc.;
The subject of analysis can be measured directly, but it is too sensitive to do so, for example level of income, “safe sex”, etc.;
The use of an indirect indicator can be more cost-effective than the use of a direct one. An indirect indicator may very well represent the right balance between level of reliability of information and the efforts needed to obtain the data.

20. Avoid Reinventing the Wheel
Considerable efforts to formulate indicators are being undertaken in most of the programmatic areas of international development, relief and conservation. Some of these might be led by donors, interagency initiatives, NGOs that specialize in Monitoring and Evaluation, and within your agencies.
When developing indicators for the Delta River case, for example, the FANTA Project has a technical assistance document that focuses on impact indicators for Water and Sanitation.

21. FANTA Project Indicators
Food and Nutrition Technical Assistance
Improved Hand Washing Behavior
Number of food preparers and childcare workers who report and demonstrate appropriate hand washing behavior Divided By
Total number of food preparers and child caregivers interviewed

22. Source of Verification (SoV)
Discussions on the Source of Verification for indicators (where to find the information or how to collect it)often lead to:
Reformulation of the indicator.
In the worst case that the information referred to in the indicator cannot be obtained, the indicator becomes useless and a new one should be formulated.
Project Description
Indicators
Source of Verification
Assumptions
Goal
Objective(s)
Results
Activities
Together with the indicators, the sources where to find the information referred to in the indicator, are also identified. Identification of these SoVs at this stage is highly recommended, since discussions on where to find the information or how to collect it, often lead to reformulation of the indicator. In the worst case that the information referred to in the indicator cannot be obtained, the indicator becomes useless and a new one should be formulated.

23. Activity Indicators & SoVs
Project Description
Indicators
Goal
Objective(s)/
Outcome(s)
Deliverables/
Outputs
Activities
Activity indicators are the easiest ones to formulate and collect because they focus on implementation progress as reflected in project and partner staff work plans, project events, and corresponding budget expenditures. They answer basic questions like:
Was the Activity completed with acceptable quality?
Was it completed as planned regarding numbers and types of items purchased and distributed?
Were the meetings held? Were the numbers and gender of people in the target groups trained or otherwise involved?
Activity indicators are typically measured through administrative, management, trainer, and financial tracking and record-keeping systems, supplemented with written summaries and reports.
Activity – based on the statements provide in slide 12, develop some illustrative activity indicators for the Delta River case
Note: Sometimes/often the activities are not listed out individually in the log frame

24. Output Indicators & SoVs
Project Description
Indicators
Goal
Objective(s)/
Outcome(s)
Deliverables/ Outputs
Output indicators allow project management to track what is to be delivered, when, and, most importantly, to what effect. They are generally measured in terms of immediate effects of goods and services delivered, such as:
pre/post-training scores on tests (written or verbal skills, simple assessments, etc.)
creation of certain structures, documents, systems (kilometers of roads or number of schools rehabilitated)
and so on.
Activities
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case
Questions Answered: “How will we know if the deliverables have been delivered?” Include appropriate details about quantity, quality and time.

25. Objectives Indicators & SoVs
Project Description
Indicators
Goal
Objective(s)/
Outcome(s)
Objectives indicators focus on demonstrable evidence of a behavioral change, such as adoption or uptake, coverage or reach of Outputs.
Objectives indicators normally can only be collected by the project itself – because they are specific to behavioral changes in response to interventions by/in the specific project and its action area. Secondary sources rarely exist at this level. Tracking Objectives indicators begins as soon as Results have begun being delivered and have had a reasonable amount of time to take effect.
Start with “light” monitoring. Then do more, or more targeted monitoring depending on your findings.
Deliverables/ Outputs
Activities
Questions Answered: “How will we know if the Objective(s) have been delivered?” Include appropriate details about quantity, quality and time.

26. Goal Indicators & SoVs
Project Description
Indicators
Goal
Many organizations do not require that the Project Manager measure impact of the project against the goal – asserting that Project managers generally have no direct influence over the contribution the project makes to the overall objective, and can only be expected to monitor the broader policy and program environment to help ensure the project continues to be contextually relevant.
Performance indicator statements and associated data are drawn from appropriate, already-existing sources such as Amnesty International, FAO, Freedom House, IFPRI, Transparency International, World Bank, UN, national government reports, etc.
Objective(s)/
Outcome(s)
Deliverables/ Outputs
Activities

27. A LogFrame Matrix Example partial build out
Project Description
Indicators
Source of Verification
Assumptions
To contribute to improved health, particularly of under 5s and the general health of the river ecosystem.
Incidence of water-borne diseases reduced by 30% by 2012, specifically among low income families who live by the river.
Municipal hospital and clinic records collected by mobile health teams.
Improved quality of river water.
Concentration of e. coli reduced by 20% (compared to levels in 2003) and meets national health and sanitation standards by 2012.
Monthly water quality surveys conducted by the EPA and the River Authority.
The Clean River legislation is introduced by the EPA and enforced
-Up river water quality remains unchanged
1.1 Reduced volume of fecal waste discharged into river
1.2 Reduced volume of household refuse directly dumped into the river system
% of household fecal waste is disposed of via latrines or sewage connections.
1.2 …
1.1 Annual sample survey conducted by municipality between 2009 and 2012.
1.2
-Waste water treatment meets national standards
-fishing cooperatives meet obligations to establish waste collection systems
Conduct baseline survey of households
Prepare and deliver public awareness campaign
Prepare engineering specifications for latrines and expanded sewage network.
Etc.
Etc.
Baseline data (Knowledge Practice Coverage) for household waste management exists
Schedule of visits of mobile teams completed
Engineering plans approved by Ministry of Public Works
Etc.
month progress report
1.1.2 Extension team progress reports
1.1.3 Approved project charter from the Ministry of Public Works
-Municipal budgets for improvements to sewage systems remain unchanged.
Goal
Objectives/Outcomes
Deliverables/Outputs
Activities