1. Logical Framework Approach An Evaluation Toolbox Presentation www.evaluationtoolbox.net.au

2. What is the Logical Framework Approach (LFA)? “A systematic and participatory approach for project planning, monitoring and evaluation. An analytical tool to transform ideas into plan for actions (proposals)” Involves a number of steps using a number of different tools Requires the participation of stakeholders

3. LFA steps (remember, it’s systematic!) 1.Stakeholder analysis 2.Problem analysis 3.Solution analysis 4.Strategy analysis 5.Logframe matrix 6.Activity scheduling - Timeline 7.Resource scheduling - Budget

4. Logframe approach vs logframe matrix The approach is a process, made up of steps The matrix is one of the steps, and an output of the LFA Do not confuse the matrix for the approach The matrix is only as good as the work put in to the preceding steps The (participatory) process can be as important as the product

5. The LFA creates work up front, but this provides a strong framework for your project The next slide demonstrates how the LFA fits into the project management cycle

6. IdentificationAnalysisDesignImplementationEvaluation Initial issue or project need / opportunity 5. Logframe matrix 6. Activity schedule 7. Resource schedule 1.Stakeholder analysis 2.Problem analysis 3.Solution analysis 4.Strategy selection Draft M&E Plan Project proposal finalised Proposal assessed and funding received Monitoring against logframe and M&E plan Review and revise logframe Evaluate against logframe and M&E plan How the LFA fits into the PMC

7. Step 1. Stakeholder analysis Obtain different points of view Gain collective knowledge Get “Buy-in” Types of stakeholders: Target group Beneficiaries Donors Implementation groups Government / NGOs / Private sector 7

8. Stakeholder analysis See the Stakeholder Analysis tool in the Evaluation ToolboxStakeholder Analysis Other tools include SWOT, Venn diagrams etc.

9. Step 2. Problem analysis See the Problem Tree tool in the Evaluation ToolboxProblem Tree

10. Problem analysis

11. The Problem Tree tool: will never replicate the complexities of ‘reality’ helps document the core problem and all the causes and effects of a problem helps people explore and think through a problem leads to the development of a solution tree Problem trees can make you think twice before embarking on an intervention….. (see the next slide)

12. Source: http://static.guim.co.uk/sys- images/Guardian/Pix/site_furniture/2010/4/28/1272477292847/Afghanistan-powerpoint-gr-008.jpg “When we understan d that slide, we'll have won the war” General McChrystal, Kabul, 2010

13. Step 3. Solution analysis Reframes the problem tree into a solution tree The core problem becomes the purpose (or core objective) of the project Negative statements are rephrased into positive statements Cause-effect relationship becomes means-end Articulates pathways to achieve the purpose The solution tree should reflect a theory of change based on evidence (stakeholder input, past practises etc.) See the Solution Tree tool in the Evaluation ToolboxSolution Tree 13

14. Step 4. Strategy analysis Review the different pathways in the solution tree against a set of criteria: strategic objectives and priorities complementarity with existing or planned projects lessons learnt from previous projects preferences of key stakeholders benefits to the target group cost efficiency and technical feasibility environmental, social and economic impacts Select one of more solution pathways to form your strategy 14

15. Step 5. Logframe matrix Displays the key elements of a project design and their relationships to each other Generally looks like a matrix with 4 rows and 4 columns Should provide enough detail for someone to understand ‘how’ the project will work Helps identify project risks (through assumptions) Documents measures of success through indicators and sources of verification. Facilitates project analysis, and guides project implementation and monitoring and evaluation See the Logframe Matrix tool on the Evaluation ToolboxLogframe Matrix 15

16. Logframe matrix 16 Indicators Source of verification Assumptions Goal / Overall objective Purpose / Core objective Outputs / Results Activities How you did it… What you delivered… Why you did it… The ‘greater why ‘…

17. 17 Goal Purpose Outputs Output 1 Output 2 Activities Activity 1.1 Activity 1.2 Activity 2.1 Activity 2.2 GOAL PURPOSE OUTPUT 1OUTPUT 2 ACTIVITY 1.1 ACTIVITY 1.2 ACTIVITY 2.1 ACTIVITY 2.2 Going from your selected solution tree strategy to your logframe matrix Solution Tree with two solution pathways Logframe matrix

18. Step 6. Activity scheduling - Timeline Process to create a list of all activities required to deliver project outputs and results Steps: 1.List all project activities from logframe matrix 2.Break activities into two or more manageable tasks 3.Identify responsibilities (who) 4.Determine the timeline of activities (when) 5.Determine key milestones 18

19. Step 7. Resource scheduling - Budget Process to create a budget and list of resources required to deliver project outputs and results Builds on the activity schedule Steps: 1.Copy the activities from the activity schedule 2.Identify the inputs or resources required to support the activities 3.Identify amount of resources required and cost for each resource (#, $) 4.Determine who will pay for it (a donor, your organisation) 5.Calculate the total project costs and determine when the funds are needed 19

20. That’s the LFA in a nutshell For more information, or requests for training on the LFA, contact Pacific Research & Evaluation Associates www.prea.com.au “I have attended many workshops/training (national/regional/international) over the years and I have to say, especially given the topic presented, that this ranks as one of the best/most useful trainings (if not the best). The potential for this training to have been dull/boring was high but I found that it was engaging/interactive/well spaced/understandable/interesting. We leave with useful tools that will be used. I only wish that more of my colleagues could have participated. Great job”