1. LOGICAL FRAMEWORK Jürgen Carls University for Peace
P.O. Box: 138 – 6100
San José, Costa Rica
Tel.: (00506)
San José,
Costa Rica

2. THE LOGICAL FRAMEWORK
The logical framework is a highly effective planning tool for defining inputs, outputs, timetables, success assumptions and performance indicators. It provides a structure for specifying the components of an activity and for relating them to one another. It also helps to identify the place of a project within an overall program or a national system.

3. LOGICAL FRAMEWORK MATRIX
Inputs: These are activities undertaken under the program or project, and the means (resources, staff) used to untertake them, with the expectation that implementing theses inputs will lead to the production of the designated outputs.

4. LOGICAL FRAMEWORK MATRIX
Outputs: represent those achievements (technology, knowledge) which derive from the inputs and are not dependent on other activities.
Purpose: this describes a desired development scenario for which the output is necessary.

5. LOGICAL FRAMEWORK MATRIX
Goal: in the broad context of national development, this is a desired achievement for which the development purpose is necessary.

6. LOGICAL FRAMEWORK
A tool to help in:
Planning
Monitoring
Evaluation

7. LOGICAL FRAMEWORK
GTZ incorporated the logical framework approach into ZOPP. The ZOPP-method contains the following planning steps:
participation analysis
problem analysis
objective analysis
results to be achieved
activities which are necessary to achieve the results
indicators to quantify the level of achievement of the results/project aim
risks and assumptions involved to achieve the project results
action plan, including financial resources for implementing the plan

8. ZOPP OBJECTIVES ZOPP was introduced:
to define realistic and definite objectives which can be sustained in the long-term
to improve communication and cooperation between project, head office and counterpart organization by means of joint planning and clear documentation/definitions
to clarify the scope of responsibility of project teams
To provide indicators as a basis for monitoring and evaluation

9. FEATURS OF ZOPP
Gradual procedure through a sequence of successive planning steps
Permanent visualization and documentation of all planning steps
Team approach

10. MAIN STEPS OF ZOPP I. Steps of Analysis: Participation Analysis
Problem Analysis
Objectives Analysis
Alternatives Analysis

11. PROBLEM ANALYSIS Is a set of techniques to:
Analyse the existing situation surrounding a given problem condition
Identify the major problems in this context
Define the core problem of a situation
Visualize the cause-effect relationships in a Problem Tree Approach

12. PROBLEM ANALYSIS: BUS EXAMPLE
Loss of confidence in bus company
Effects
Passengers hurt or killed
People are late
Frequent bus accidents
Core problem
Drivers not careful enough
Bad conditions of vehicles
Bad road conditions
Causes
Vehicles too old
No ongoing maintenance

13. OBJECTIVES ANALYSIS: BUS EXAMPLE
Customers have a better image of the bus company
Less passengers hurt
Passengers arrive at scheduled time
Frequency of bus accidents considerably reduced
Drivers drive carefully and responsibly
Vehicles kept in good condition
Road conditions improved
Old vehicles are regularly replaced
Vehicles regularly maintained and checked

14. PROJECT PLANNING MATRIX
Summary of Objectives/ Activities
Objectively Verifiable Indicators
Means of Verification
Important Assumptions
Overall Goal
Project Purpose
Results / Outputs
Activities

15. ASSUMPTIONS How to word the assumptions:
Assumptions can be derived from the objectives
Assumptions will be worded as a positive condition (c.f. Objectives)
Assumptions will be weighted according to importance and probabiltiy

16. Characteristics yes – then logical framework
Summary
Important assumption
Goal
Purpose if
and
Results
Activities
then
then
then

17. OBJECTIVELY VERIFIABLE INDICATORS (OVI’S)
Objectively verifiable indicators define the performance standard to be reached in order to achieve the objective
They specify what evidence will tell you if an overall goal, project purpose or result/output is reached in terms of
quantity how much?
quality how well?
time by when?
location / area where?
They focus on important characteristics of an objective to be achieved
They provide a basis for monitoring and evaluation.

18. MEANS OF VERIFICATION Tell us:
Where we get the evidence that the objectives have been met
Where we can find the data necessary to verify the indicator
Some important questions:
Are the means of verification available from normal sources? (statistics, observation, records)
How reliable are the sources?
Is special data-gathering required? If so, what will it cost?
Has a new source to be created
If we cannot find a means of verification, the indicator has to be changed!

19. COMPLETE MATRIX OF THE LOGICAL FRAMEWORK
Summary
Objectively verifiable indicators
Verification methods
Important assumption
Goal
The agricultural household standards of income and nutrition in Western Africa grow
The income of agricultural households have grown by 5% compared to those from 1996
Country statistics of the World Bank
Purpose
The farmers use new maize varieties in Western African in regions that are infested with striga
10 farmer groups used new varieties in 12/1998
Final project report
A system on multiplying with seeds of selected varieities is implemented
Results
Corn variety resistant to striga
Identification of 2 hibrid varieties and 2 open pollination varieties in 12/1998
Research reports, publications
Agricultural inputs (tools, seeds) can be found at local markets
Activities
To obtian hibrid lines from IITA
To implement tests
Measure harvest
Analyze results
18 people/months researchers
24 technical people/months
24 million CFA
Documentation of the planning of the research proposal
Research method is appropriate for developing a technology that prevents losses due to striga

20. PROJECT DESIGN
A logical framework approach project design should indicate the following items, needs and changes intended during the project process:
parties involved
objectives of the project
results to be achieved
activities necessary to achieve the results
indicators to measure the level of achievement of the results/project aim
risks and assumptions involved to achieve the project results
action plan, including a time – table and the financial resources for implementing the plan

21. PROJECT IMPLEMENTATION
The implementation process and execution of activities is guided by the following approaches and working methodologies:
Communication; by making use of traditional and modern communication means is the key element during the whole life cycle.
Acting through “chains and clusters”, by addressing both individual and common interests. This approach facilitates the involvement of different actors, which will enable them to better focus their actions.
The concept of “participatory approach” as a principle of management. The success of processes of change depends largely upon the degree to which participants are involved in formulating objectives and executing project measures
Focusing on target and beneficiary groups, so they can position themselves to tap their own efforts and ideas in pursuing their objectives
“Sense of ownership”, an essential condition required for the efficiency and sustainability of development processes, is one of the most important indicators regarding the success of quality of cooperation processes.

22. PROJECT IMPLEMENTATION
“Empowerment”, as an approach to foster a distribution of power: means that people and potentially marginalized groups such as women gain and recover the control necessary to shape their own needs.
Negotiation about “common goods” at community level is an important issue in solving problems and conflict situations.

23. MONITORING AND EVALUATION
The key issue and concern to monitor and evaluate is to bring about processes of change for planning of project actions, their results and long-term impacts. This process of evaluation and monitoring is subject to the dynamic forces of people involved in the process. It is an ongoing process of negotiation between partners, target groups and funding agencies. The aim is to work on a clear understanding of what is needed and wanted among the partners, while all of them should retain their different interests and view points.
But monitoring and evaluation is not an end to itself. The effort involved can only be justified if the outcome is useful for project steering.

24. IMPACT ASSESSMENT
This is a final evaluation of project outcomes; the short-term effects and long-term impacts and is based on the following quality criteria:
Relevance: what are the anticipated effects and impacts for the target groups?
Economic efficiency: what is the cost-benefit ratio for the funds employed?
Significance: does the project generate broad-based sectoral and/or regional impacts?
Sustainability: will the impacts remain after completion of the project?

25. PHASING OUT: Should guarantee from the beginning of the project that:
responsibilities are handed over to target groups
the inputs of the target groups are in line with their capabilities
implementation of future actions seems to be feasible from an economic point of view