1. INTRODUCTION TO PROJECT PLANNING AND APPRAISAL LOGICAL FRAME WORK PREPARED BY GEORGE BOTCHIE

2. INTRODUCTION NINE DOTS PROBLEM...

3. SOLUTION TO NINE DOTS PROBLEM...

4. LOGICAL FRAMEWORK Formally adopted as planning tool in 1970s by USAID Now adopted and adapted by agencies including : DFID, CIDA, OECD, WORLD BANK, AusAID GTZ, etc. Continues to expand Helps to improve a standardized summary of prefects and their logic.

5. LOGICAL FRAME WORKS is a problem solving and management tool In the hands of the professional log frame is a powerful tool

6. USES : Analyses existing situation during project preparation Define realistic and definite objectives Establishes a logical hierarchy of means by which objectives will be achieved. Identifies potential risk to achieving risk Establishes how outputs and outcome might be monitors and evaluated during project implementation Presents summary of a project in a standard format

7. LOGICAL FRAMEWORK APPROACH AND LOGICAL FRAMEWORK MATRIX Important to draw distinctions between Logical Framework Approach and Logical Framework Matrix APPRAOCH involves problem Analysis, development of Hierarchy of objectives and selection of preferred implementation strategy. MATRIX is the product of the log frame approach. It summarizes what the INTEND to DO and HOW, WHAT the key assumption are and HOW outputs and outcomes will be monitored and evaluated.

8. LOG FRAME APPROACH Project design and construction of log frame starts with standard analysis of the Existing Situation. Useful Guide : Problem Analyses Stakeholder analyses Objective analyses Selection of the preferred implementation strategy

9. PROBLEM ANALYSES Development project are usually proposed as a response to solving identified development problems Problem Analyses Involve: Identification of what the main problems are and Establishing the cause and effect relationships which result in and flow these problems Main Tool used in problem analysis is the “Problem Tree”

10. PROBLEM TREE APPROACH STEP 1 : Identify the real problem – Represents the TRUNK of the problem Tree STEP 2 : Identify the Root causes STEP 3 : Identify the Effects Branches Of the Problem Tree Example :

11. OBJECTIVE ANALYSIS Objective Tree should be prepared after problem tree has been corrupted Objective tree has the same structure as problem tree But with the problem statement NEGATIVES TURNED into OBJECTIVE statement (POSITIVE) While the problem tree cause and effect relationship between problems, the objective tree shows MEANS-END relationship between objective Objectives lead directly into developing the Project Narrative Summary Description in the log frame.

12. ALTERNATIVE IMPLEMENTATION STRATEGY Alternative intervention should be discussed during the process of problem analysis and development of objective tree.

13. LINK TO THE LOG FRAME MATRIX Objective Tree can be used to start framing the objectives hierarchy in the first column of log frame matrix Objectives at the top of the tree showed help frame GOAL and PURPOSE statements. Further down the Tree OUTPUIT statement can be identified but subject to further requirement.

14. Example To reduce POVERTY, improve nutrition and incomes in the community TO increase agricultural output Extension services improved GOAL / Impact OUTPUT PURPOSE / OUTCOME ENDS MEANS

15. LOGFRAME MATRIX Standard analytical product of LFA Comprises a matrix with 4 columns and a number of rows. Summarizes the following 1.Project hierarchy of objective and planned result 2.Key assumption 3.How achievements of the project will be measured, monitored and evaluated.

16. GENERAL STRUCTURE AND CONTENT OF A LOG FRAME MATRIX NARRATIVE SUMMARY Objectively verifiable indicators Means of verifications Important Assumptions / Risks Goal ImpactEmphasis on value of indicators Set out How, and Important assumptions PURPOSE / OUTCOME of achievement From what source of information indicators On which the success o the project OUTPUTwill be quantified assessed depends ACTIVITY

17. NOTE Matrix itself should not include list of activities Keep matrix concise Summary of WHAT project aims to deliver NOT DETAILS on HOW it will be delivered

18. VERTICAL LOGIC Identifies what the project intends to do Clarifies casual relationships Specifies important assumptions and uncertainties beyond the project managers control

19. GOAL PURPOSE / OUTCOME OUTPUTS ACTIVITIES THEN IF THEN IF

20. PURPOSE OUTPUT GOAL ACTIVITY INPUT ASSUMPTION / RISK ASSUMTION / RISK ASSUMPTION / RISK THEN AND IF

21. HORIZONTAL LOGIC Defines HOW project objectives will be measured Provides the framework for project monitoring and evaluation PERFORMANCE INDICATORS OUTPUTS PURPOSE / OUTCOME GOAL

22. WRITING CLEAR OBJECTIVE STATEMENTS Common problem with poorly constructed key frame Different levels of project description tend to simply record statements at other levels Care to be taken to avoid this Useful to standardise description of hierarchy of objectives in the matrix

23. WRITING CLEAR OBJECTIVE STATEMENTS GOAL and PURPOSE statement are always written in the INFINITIVE ( ie To do something) An OUTPUT – described in the FUTURE PERFECT TENSE (ie. Something will have seen produced) ACTIVITY is described in PRESENT TENSE as an active VERB (Do something)

24. OBJECTIVELY VERIFIABLE INDICATORS Objectively verifiable indicators in Log frame are criteria for assessing project progress at different levels in the narrative summary Focus on the language to avoid fuzzy terms

25. OBJECTIVELY VERIFIABLE INDICATORS Definite Terms Fuzzy Terms Install X improve, Promote, Establish X Enhance, Build X Assist, Upgrade, Complete A Augment, Reinforce Reduce from X to Y Expand Raise and FX OUTPUT indicators are quantities – Percentages, numbers, ratios or quantitative assessment

26. CHOICE OF PERFORMANCE INDICATORS Choice of performance indicators is a matter of common sense But criteria can be applied VALIDITY: does it measure the result? RELIABILITY: is it consistent measure over time SENSITIVITY: when a change occurs will it be sensitive to these changes? AFFORDABILITY: can the project afford to collect the information?

27. MEANS OF VERIFICATION Ask the ff. questions about the chosen indicators: HOW should the information be collected WHAT SOURCE is most appropriate? WHO should collect the information? WHEN and HOW often should the information be collected? WHAT FORMATS are required to record the information collected.

28. ASSUMPTIONS /RISKS Refer to critical assumptions made about conditions that could affect the PROGRESS or SUCCESS of the project but over which the project managers may have no control.

29. RESULTS ORIENTED LOGICAL FRAMEWORK COUNTRY/REGIONPROJECT NO. PROJECT TITLEPROJECT BUDGET ORGANISATIONPROJECT TEAM MANAGER Hierarchy of Objectives Verifiabl e Indicator s Baseline Value Planned Target Year 1 - 5 Actual Achievem ents Year 1 - 5 Summary of Actual Achievem ents Variances GOALS PURPOSE/O UTCOME OUTPUT ACTIVITY

30. NARRATIVE SUMMARY OBJECTIVELY VERIFIABLE INDICATORS MEANS OF VERIFICATION IMPORTANT ASSUMPTION S / RISK GOAL: To increase wood supply and farmers income Volume of wood harvest Family income from tree product Annual sample survey of farmers PURPOSE / OUTCOME : To establish improved community based forest management practices among community members by 2020 No. of active community members % of farmers adopting recommended forest management practices Association membership and meeting attendance records Annual sample surely of farmers Market liberalization polices are maintained Market prices for commercial tree products exceed product ion cost. OUTPUT : Land distribution will have been completed for forest and woodlots for 1,600 families by 2020. Area distributed No. of beneficiaries Land register kept by community members Training register kept community members Community are willing to become woodlot farmers ACTIVITY : Prepare nurseries Plant trees