1. Welcome to course “Understanding and Producing Effective Logframes”

2. Aims
To enable all attendees to understand the terminology used in a basic logframe.
To expose each attendee to at least 3 example logframes, with an opportunity to help critique these logframes by the end of the day.
To give each attendee the opportunity to input directly into developing a logframe (i.e. from problem tree analysis to final completion of a logframe)
To ensure all attendees are made aware of some of the advantages and disadvantages of the logframe approach, and show evidence of being able to apply these to their own work context.

3. A logframe can look something like this….
Objectives & activities
Indicators
Means of verification
Assumptions
Goal
Purpose
Outputs
Activities
Means
Cost

4. …Or can include different terms.
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 in the various logframe models. Just use the format which the donor/NGO requires. The important lesson is to learn to think through projects using the logic model, and not to focus on the differences in terminology too much.

5. Background on the logframe
Also known as the ‘logical framework matrix’.
Started in 1960s by USAID. Now used by most major donors.
Whether we realise it or not, we often work and think in ‘projects’ and every project can benefit from a clear plan, goal, aim, etc.
The skeleton. The backbone. The nuts and bolts. The front page.
Presents the project information in a systematic and logical way.
Gives a clear, simple and concise summary of what the project will achieve.
Provides a basis for monitoring and evaluation, over the project lifetime.
The basic logframe contains 16 cells (4 columns and 4 rows)
People often love them or hate them – what is your experience?

6. Logframes should not be…
…Written by one person
…Full of jargon that no one understands
…Written just to keep the donor happy
…Covered in dust. Tip - Keep it a living document, i.e. review and amend it regularly. It is tool primarily to help the project, not to help the donor.

7. Logframes should be…
…Written with input from stakeholders and beneficiaries, using a lively and interesting process.
…Useful from the start to the end of the project.
…Understandable by all involved and able to incorporate the view of all stakeholders.
…Interesting to write.
…Concise. Tip – Don’t exceed 2 sides of A4.
…Easy and understandable for anyone to read, who picks it up for the first time. Simple, logical, clear, concise and free of jargon. Tip – give your final draft to a colleague/friend to read, who has not seen it previously, before sending it to the donor.

8. Disadvantages of the logframe
In some cultures, the logframe can be seen as too wordy, too academic, too difficult and too ‘Western’.
Risk of applying the framework too rigidly and losing creativity and innovation.
It can seem impossible to capture all things in a 4x4 table.
It can be time-consuming.

9. To summarise, why a training on ‘logframes’?
9 out of 10 donors prefer them!
It is just one tool which enables good analysis of the problem, with an opportunity for all involved to agree on terminology, activities and methodology.
It is a tool which helps to organise all ideas and plans of the project, in a clear way.
“Clear objectives and stakeholder commitment drive successful projects.”
World Bank

10. Now it is time to write your own...

11. The logframe explained.....

12. We only do the activities – all of the above will follow.
What information should I include in a LF? Firstly, think of your project in terms of ...
THE WIDER GOAL: Explain the bigger picture that your project will contribute towards
YOUR PROJECT PURPOSE: In specific terms, explain what your project will achieve, by when, where and who will be affected.
PLAN
IMPLEMENT
YOUR PROJECT OUTPUTS: List the impact/results which your project will have.
YOUR PROJECT ACTIVITIES List the activities which your project will actually do.
We only do the activities – all of the above will follow.

13. Completing the first column of the LF
Project Description
Goal
Purpose
Outputs
Activities
The broad development impact or ‘big picture’ to which this project will contribute, i.e. normally a national or sector level achievement.
Statement Wording: “To contribute to, to reduce, to improve…” “To contribute to a reduction in the national population growth by lowering the fertility rate from 6.0 to 5.6.”
The overall purpose of this project. In one sentence, state the expected impact or effect on the target group, by when and where, of this project.
Statement Wording: “To increase, To improve...”To increase , from 10% to 30%, the effective use of modern contraceptive by eligible groups in village x, over the project period..”
The specific and direct results/impact that the project will deliver, after activities have been done. These are under the control of the project.
Statement Wording: “...delivered/produced/changed, etc.” “Primary health care clinic renovated, fully equipped and functioning. Clinic staff keeping regular records”
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 that need to be carried out to deliver the planned results. We only ‘do’ the activities – the rest will follow if the logic is correct.
Statement Wording: “Prepare, design, construct, research…, etc.” Train clinic staff in record keeping. Renovate clinic.

14. then the project will contribute towards the
Test the ‘if’ logic…
then the project will contribute towards the
GOAL
if the
PROJECT PURPOSE
is achieved
if OUTPUTS
are produced
then the
PROJECT PURPOSE
will be achieved
If means (inputs) are provided then activities will be produced
If activities are undertaken then outputs will be produced
If outputs are produced then component objectives will be achieved
If component objectives are achieved then the project purpose will be supported
If the project purpose is supported this should then contribute towards the overall goal
Each level thus provides the rationale for the next level down. The goal helps define the purpose, the purpose the component objectives; and so on…
if ACTIVITIES
are undertaken
then OUTPUTS
will be produced
Start here

15. Start to write your own logframe!

16. Example of Goal, Purpose, Outputs and Activities
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 in Tabo Province, by end of 2013.
1.1 Reduced volume of toilet waste discharged into river
1.2 Reduced volume of household refuse directly dumped into the river system
Conduct baseline survey of households
Prepare and deliver public awareness campaign
Prepare engineering specifications for latrines and expanded sewage network.
Etc.
Goal
Purpose
Outputs
Activities

17. In reality, it is never quite as simple as that
In reality, it is never quite as simple as that. There are certain assumptions we are basing our project success on (4th column) For example...

18. Test the ‘If and Then’ Logic

19. What do we mean by ‘assumptions’?
These are external conditions/factors required for the success of the project, i.e. They are beyond the control of the project.
Think about relevant and probable factors which could jeopardize the success of the project, at each level.
Assumptions are worded positively, because they describe circumstances required to achieve certain objectives, e.g. Children have time to participate in programme, HIV/AIDS is recognised as a problem that people want to address, peaceful elections.
If an assumption is essential for the success of the project but is unlikely to come to pass, it is called a ‘killer assumption’ – either redesign the project or abandon the project!
On the other hand, if an assumption is almost certain, don’t include it.
Use the next diagram to help you...

20. The assessment of assumptions

21. Some examples of Assumptions
Example of Assumptions for the Goal and Purpose Level
Peaceful elections (e.g. Political)
Stable economy (e.g. Economic)
Example of Assumptions for Output and Activity Level
Management will be able to recruit skilled staff (e.g. personnel issues).
Government will sign contract in a timely manner (e.g. legal or administrative issues)
Participation of stakeholders in maintaining the clinic (e.g. people issues!)
Rainy season will finish by early May (e.g. seasonal factors)
Seeds and tools will be delivered on time (e.g. export/import factors)
See example logframes for more assumptions.

22. Source of Verification
Assumptions
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 in Tabo Province, by end of 2013.
The Clean River legislation is introduced by the EPA and enforced
Up river water quality remains unchanged
1.1 Reduced volume of toilet 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.
- Government budgets for improvements to sewage systems remain unchanged.
Goal
Purpose
Outputs
Activities

23. Continue to work on your own logframe!

24. How are we going to measure the success of our project?
Indicators
(2nd column)

25. 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
Sometimes called Objectively Verifiable Indicators (OVIs).
Project Description
Indicators
Source of Verification
Assumptions
Goal
Purpose
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.

26. Example of a Good Indicator
Goal:
“Conservation of the Giant Panda endangered species”
Indicator:
At the end of the fifth year (when)
the population sizes (what)
of the Giant Panda (which)
within country x (where)
have increased to x number (target)
compared to x number at project-start level (baseline)

27. Tips on writing indicators
Indicators can also be called OVIs (Objectively Verifiable Indicators)
Normally, indicators are completed at the level of the purpose, output and goal only (however, always check donor guidelines first).
Keep it simple! Write only 1-3 indicators for each output/purpose.
Indicators should show progress towards and achievement of the output (i.e. don’t just repeat the completed activities!)
Tip: Avoid reinventing the wheel – use indicators which exist.
Participatory M and E – use indicators which can be collected by stakeholders and/or beneficiaries.
Tip: Try and relate indicators to baseline data if possible.
Indicators should be SMART (see next page...)
Column 2 provides the objectively verifiable indicators (OVIs) for the overall goal, project purpose and outputs.
OVIs are criteria for assessing project progress at the different levels.
OVIs must be objectively verifiable – this means that two independent observers should come to the same conclusion.
OVI enable project managers both to see whether the project has achieved what it set out to achieve at each level and to have a measure of its achievement.

28. SMART Indicators A good indicator should be SMART
Specific to the objective it is supposed to measure
Measurable (either quantitatively or qualitatively)
Available at an acceptable cost
Relevant to the information needs of managers
Time-bound so we know when we can expect the objective/target to be achieved

29. Output-level Indicators
Project Description
Indicators
Goal
Purpose
Outputs
Output-level indicators allow the project to track what is to be delivered, when, and, most importantly, to what effect.
Ask yourself; “What will life look like when the outputs have been achieved? “
Examples:
16 peer educators groups (with people in each group) trained and active in 16 schools by month 7, working with 3 age groups.
240 posters produced (80 per age group) and distributed to 16 schools by end of Month 9
Activities
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case

30. Purpose-level Indicators
Project Description
Indicators
Goal
Purpose
Purpose-level indicators focus on demonstrable evidence of a
behavioural change, such as adoption or uptake.Think IMPACT.
Think CHANGE. Think WHAT PEOPLE WILL DO DIFFERENTLY.
Ask yourself; “What will life look like when the purpose is met?”
Examples:
75% of school children in x town are able to name three transmission routes of HIV
75% of school children in x town have talked to a person with HIV/AIDS
Outputs
Activities
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case

31. Goal-level Indicators
Project Description
Indicators
Goal
Many organisations/donors do not expect a Project to measure impact or change at the goal level. This is because the project usually only contributes to the achievement of the goal, rather than actually achieving the goal.
However, performance indicator statements and associated data can usefully be drawn from appropriate, already-existing sources such as Amnesty International, FAO, Transparency International, World Bank, UN, national government reports, HDI Index, etc. Therefore, it is worth sourcing relevant data, to include as an indicator at goal-level, but the project shouldn’t specifically collect it.
Purpose
Outputs
Activities
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case

32. How are we going to collect the information to measure the indicators?
Means of Verification

33. Means of Verification (MoV)
Sometimes called ‘Sources of Verification’. MoV are tools or means to collect the information required by the indicators.
If the information referred to in the indicator cannot be obtained, the indicator becomes useless and a new one should be formulated.
Examples of MoVs include:
- Project documents
- Field surveys
Minutes of meetings
Records
Training reports
Annual surveys
Project Description
Indicators
Means of Verification
Assumptions
Goal
Purpose
Outputs
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.

34. Means of verification (MoV) - 3rd Column
Questions to consider, when thinking of how to gather the data:
Do appropriate external sources already exist (e.g. reports, stats)
Are these sources specific enough?
Are they sources reliable and accessible?
Are the costs for obtaining the information reasonable?
Should other sources be created?
Try to use existing sources as much as possible

35. Continue to work on your own logframe!

36. The order for normally completing the boxes is shown below….