M3_S5_logframe_KSD_180916.pptx

Session V: Logframe
Module 3: Project Formulation/Preparation
Sidaroth KONG; September 2016

Contents
1. Learning Objective
2. What is Logframe?
3. Why Logframe is Important for PFP?
4. How to develop Logframe?
5. Recommended formats and tools for Logframe
6. Exercise
2

6. Exercise
3

Participants will know how to use the Logframe for a well-
design project.
4

Contents
6. Exercise
5

• The Logical Framework is one of the principal tools used by
the international development community to help design
projects to achieve measurable results.
• It was pioneered for USAID in the 1970s and has since been
widely adopted by multilateral and bilateral agencies,
NGOs, and governments.
6

• The Logical Framework, or Logframe, or Logical Framework
Matrix, consists of a table which usually has four columns and
four rows.
• The vertical logic identifies what the project intends to do, clarifies the
causal relationships and specifies the important assumptions and
uncertainties beyond the project manager's control.
• The horizontal logic relates to the measurement of the effects of, and
resources used by, the project through the specification of key
indicators of measurement, and the means by which the measurement
will be verified.
7

• The Logframe is a vehicle for organizing a large amount of information in
a coherent and concise manner, assisting with the formulation,
implementation, and monitoring and evaluation of projects.
• The Logframe combines various components of a project such as overall
objective or goal or impact, purpose or outcome, results or outputs,
activities, indicators, means of verification, and important assumptions.
• Logframe helps in connecting all these components in one framework,
and presents the tight relationship among them.
8

9
Project
Summary
Objectively Verifiable
Indicators (OVI)
Means of Verification
(MoV)
Assumptions
Overall
Objective
Purpose
Results
Activities
Vertical
Logic
what
the
project
intends
to
do.
Clarify
the
casual
relationship
Horizontal Logic
The measurement of the effects of and resources used by the project through the
specification of key indicators of measurement (OVI),
and the means by which the measurement will be verified (MoV).
Logframe: USAID (2012)

Different terminologies used for elements of Logframe
• Different organizations use different terminologies for elements of
Logframe, summarized at the next table.
• This should not cause any confusion because what should be observed is
the placement of those terminologies in relation to the levels of
objective in the Logframe.
10

Different terminologies used for elements of Logframe
11
Project Summary/
Intervention Logic
OVI MoV Assumptions
Objective: long-term Impact Goal Overall
Objective
Objective: short-term Outcome Specific
Objective
Purpose
Results Outputs Results Results
Activities Activities Activities Activities
Different Terminologies Used

Elements of Logframe: Understanding the Terminologies
• The Overall Objective should explain why the project is important to society in terms of
the long term benefits to beneficiaries and of the wider benefits to other groups.
• It should show how the project fits into sectorial or national goal or plan or policy, macro-
level context, to which the activities are designed to contribute.
• The Overall Objective will not be achieved by the project alone, but will require the
impacts of other projects as well.
• Examples of project’s overall objective are increased income, improved nutritional status,
reduced crime…
12

• The Purpose should address the main problem, and be defined in terms
of the benefits to be received by the project beneficiaries or target
group as a result of utilizing the services provided by the project.
• Examples of project purpose include increased agricultural production,
higher immunization coverage, cleaner water, or improved legal
services.
13

• The Results refer to the tangible products such as goods and services produced by
undertaking a series of tasks as part of the planned work of the activity. The delivery of
results or outputs should be largely under management’s control.
• The results should address the main causes of the problems the target group faces, and
provide the conditions necessary to achieve the project purpose. To ensure relevance of
results, the problem analysis should therefore have identified a beneficiary demand for
project services.
• Examples of project results are irrigation systems or water supplies constructed, children
immunized, buildings or other infrastructure built, policy guidelines produced, and staff
effectively trained.
14

• The Activities are the specific tasks to be undertaken in order to achieve the results.
• For example, for a community to have a new water supply, the activities may include:
forming and establishing a water-user committee, writing water supply maintenance
procedures, site preparation, collection of local materials, tank construction and pipe
laying, digging soak pits, and so on.
• However, the Logframe should not include too much detail on activities, otherwise it
will become too lengthy and potentially prescriptive. If detailed specification is
required, this should be presented separately in a work plan but not all in the Logframe.
15

• The Objectively Verifiable Indicators (OVI) or Indicators are measure of progress or lack
of progress used to assess progress towards meeting stated results or objectives. An
indicator should provide, where possible, a clearly defined unit of measurement and a
target detailing the quantity, quality and timing of expected results.
• Examples of indicators are:
• Percentage of the population who live below the poverty line.
• Number of training or workshop conducted.
• Number of children who are vaccinated.
• Number or percentage of women and men who are graduated from university.
16

• In the Logframe table, we can also observe varying types of indicators which
are related to results/outputs, purpose/outcome and overall objective/impact.
17
Logframe Terminology Indicator Terminology
Overall Objective/Impact Impact indicators
Purpose/Outcome Outcome indicators
Results/Outputs Output indicators
Source: EC (2004)

• The Means of Verification (MoV) should clearly specify the expected source of the information
we need to collect. We need to consider how the information will be collected, who will be
responsible, and the frequency with which the information should be provided. Data sources can
include:
• Project documentation such as training reports, partner meeting minutes, event reports,
field visit reports, campaign reports, workshop reports, and reports from focus group
meetings or key informant interviews.
• Government documents such as the national development plan or policies, sectorial
development plan, national statistics or surveys.
• Other documents from non-governmental organizations, donors, or the United Nations
18

• The Assumptions refer to perceptions made about conditions which could affect
the progress or success of the activity, but over which activity managers may have
no direct control.
• An assumption is a positive statement of a condition that must be met in order for
objectives to be achieved, while a risk is a negative statement of what might
prevent objectives from being achieved.
• For example: price changes, rainfall, land reform policies, non-enforcement of
supporting legislation.
19

The Logframe should provide a summary of the project design,
the length of which will depend on the scale and complexity of the
project.
20

21
Intervention Logic
(Project Summary)
Objectively Verifiable
Indicators (OVI)
Means of Verification (MoV) Assumptions
Overall Objective
(Goal/Impact)
IF the purpose/outcome is achieved,
THEN this should contribute towards the goal/impact
Purpose
(outcome) IF outputs are produced,
THEN the purpose/outcome will be achieved
And assumptions
Results
(outputs) IF the activities are undertaken,
THEN outputs can be produced
And assumptions
Activities
IF adequate inputs are provided,
THEN activities can be undertaken And assumptions

The first column of the Logframe summarizes the ‘means-ends’ logic of the proposed
project (also known as the ‘intervention logic’). When the objective hierarchy is read
from the bottom up, it can be expressed in terms of:
• IF adequate inputs or resources are provided, THEN activities can be undertaken;
• IF the activities are undertaken, THEN results can be produced;
• IF results are produced, THEN the purpose will be achieved; and
• IF the purpose is achieved, THEN this should contribute towards the overall
objective.
22

23
Inputs
(resources, people, knowledge)
Activities
(specific tasks)
Results
(direct deliverables of activities)
Purpose
(change resulting from results)
Goal/Overall Objective
(ultimate change)
Progressive Relationship of
“IF” and “THEN”
from “INPUTS” to “GOAL”
Concept adapted from (UNODC, 2008)

If reversed, we can say that
• IF we wish to contribute to the overall objective, THEN we must achieve the
purpose;
• IF we wish to achieve the purpose, THEN we must deliver the specified
results;
• IF we wish to deliver the results, THEN the specified activities must be
implemented;
• IF we wish to implement the specified activities, THEN we must apply
identified inputs or resources.
24

Contents
6. Exercise
25

Logframe is important for PFP for the number of reasons :
• The use of Logframe or shared terminologies facilitate common
understanding and better communication among project staff and
stakeholders – decision-makers, managers, government, project
partners, community members.
• It provides systematic information and logical analysis of a project
through a framework consisting of key interrelated elements, which
as a result constitutes a well-designed project.
26

Logframe is important for PFP for the number of reasons:
• It is the core reference document to be used throughout the entire project
cycle management. Project team normally uses Logframe in order to know
what were planned, what have to be implemented, what are the expected
results, and to monitor whether implementation follows the planning.
• It ensures continuity of approach when the original project member
resigns or is replaced.
• Some donors require a summary of project information in Logframe to be
submitted with the project proposal.
27

Contents
6. Exercise
28

4. How to Develop Logframe?
• The results of the problem, objective and strategy analysis are
used as the basis for preparing the Logframe.
• The next diagram presents a development process from problems
in the problem tree, to objectives in the objective tree, to strategy
selection through the use of the objective tree, and to Logframe:
29

30
Cause 1.1
Cause 1.1.1
Cause 1.1.2
Cause 1.1.3
Main Problem
Effect
Problem Tree
Objective 1.1
Obj 1.1.1
Obj 1.1.2
Obj 1.1.3
Main Objective
Objective
Objective Tree Strategy, Goal – Logframe

Logframe development process
• Step 1: With project stakeholders, problems are identified and analyzed
in the Problem Analysis in Problem/Project Identification (PPI) phase.
• Many causes or problems at root level contribute to a core or
main problem, this main problem then creates other problems at
the branch level. All of these present a causes-effects relationship
in the Problem Tree.
31

• Step 2: The Problem Tree is then transformed into the Objective Tree through
rewriting of problem statements into positive or objective statements.
• Causes-and-effects relationship in the Problem Tree is transformed
into means-ends relationship in the Objective Tree in Project
Formulation/Preparation (PFP).
• It is possible to restructure the objective hierarchy if the ideas are good
and the logic is sound. The number of levels in the objective hierarchy
or the exact formats used should not be of any great concern.
32

• Step 3: The Objective Tree is next used for strategy selection where
relevant objectives are kept and non-related objectives are removed
based on criteria of strategy selection agreed among the project team
and stakeholders.
• Step 4: The selected objectives after the strategy selection will be used
in the Logframe matrix or table.
33

Summary of the Logframe development process
34
Step
1
Session:
Problem
Analysis
Tool: Problem
Tree
Phase: PPI
Step
2
Session:
Objective Tree
Analysis
Tool: Objective
Tree
Phase: PFP
Step
3
Session: Project
Strategy and
Goal
Tool: Objective
Tree
Phase: PFP
Step
4
Session:
Logframe
Tool: Logical
Framework
Matrix
Phase: PFP

35
Step 1 Step 2 Step 3 Step 4
Session: Problem
Analysis
Tool: Problem Tree
Phase: PPI
Session: Objective Tree
Analysis
Tool: Objective Tree
Phase: PFP
Session: Project
Strategy and Goal
Phase: PFP
Session: Logframe
Tool: Logical Framework
Matrix
Phase: PFP
Effects
Problems which are one
or two levels above the
main problem.
Objectives
Objectives which are one
or two level above the
main objective.
Objectives
Selected objectives: one
or two level above the
main objective
Overall Objective
Selected objective: one or
two level above the main
objective. If choosing
more than one objectives,
combine them into one
new overall objective.

36
Session: Problem
Analysis
Tool: Problem Tree
Phase: PPI
Analysis
Phase: PFP
Session: Project
Strategy and Goal
Phase: PFP
Session: Logframe
Matrix
Phase: PFP
Main Problem
Problem which arrives
from many causes, roots,
and contributes towards
the effects, branches.
Main Objective
Objective which arrives
from many objectives,
means, and contributes
towards other objectives,
ends.
Main Objective
Selected one main
objective.
Purpose or Outcome
One main objective.

37
Session: Problem
Analysis
Tool: Problem Tree
Phase: PPI
Analysis
Phase: PFP
Session: Project
Strategy and Goal
Phase: PFP
Session: Logframe
Matrix
Phase: PFP
Causes: level 1
Problems which are one
level closer to the main
problem, or direct
causes to the main
problem.
Objectives: level 1
Objectives which are one
objective, or direct
objectives to the main
objective.
Objectives
Selected objectives:
one level closer to the
main objective, or
direct objectives to the
main objective.
Results or Outputs
Selected objectives: one
objective, or direct
objectives to the main
objective.

38
Session: Problem
Analysis
Tool: Problem Tree
Phase: PPI
Analysis
Phase: PFP
Session: Project
Strategy and Goal
Phase: PFP
Session: Logframe
Matrix
Phase: PFP
Causes: level 2 and
further down
Problems which are
two levels or further
down from the main
problem.
Objectives: level 2 and
further down
Objectives who are two
levels or further down
from the main objective.
Objectives
Selected objectives:
two levels or further
down from the main
objective.
Activities
Selected objectives: two
level or further down
from the main objective.

The Logframe, therefore, summarizes :
• Activities: what are the specific tasks to be carried out?
• Results: what the project is going to deliver?
• Purpose/Outcome: why a project is being proposed?
• Indicators: how the progress or success of the project can be determined or
measured?
• Means of Verification: where the information required to assess the
progress of the project can be found or verified?
• Assumptions: what are the potential issues which could affect the success
of the project.
39

Level of control over the different objective levels of Logframe
• The Logframe also helps to indicate the degree of control
managers have over the different levels of the project’s objectives.
• Managers should have significant direct control over inputs,
activities and the delivery of results, and should be held
appropriately accountable for effectively managing theses
elements of the project.
40

Level of control over the different objective levels of Logframe
• However, managers can only exert influence over the achievement of the
project purpose or outcome through the way in which the delivery of
results is managed.
• Project managers generally have no direct influence over the contribution
the project makes to the overall objective or goal, and can only be
expected to monitor the broader policy and program environment to help
ensure the project continues to be contextually relevant.
41

To illustrate the development of Logframe on two examples:
• Project 1: “improve the quality of river water”
• Project 2: “reduced infant and maternal mortality rates”
In these two examples, the starting point is to use results from
strategy selection step (these examples are also shown in the
Project Strategy and Goal session)
42

Project 1: improve the quality of river water
(EC, 2004)
43
The objectives marked in
red are transformed into
the Logframe

In this example, the overall objective is formulated from the
combination of “incidence of water borne diseases and illnesses
is reduced, particularly among poor families and under 5s” and
“to improve the general health of the riverine eco-system”:
 New Overall Objective: To contribute to improved family
health, particularly the under 5s, and to improve the
general health of the riverine eco-system.
44

45
Project Summary Indicators MoV Assumptions
Overall Objective
To contribute to
improved family
health, particularly
the under 5s, and to
improve the general
health of the riverine
eco-system.
Incidence of water
borne diseases, skin
infections and blood
disorders caused by
heavy metals, reduced
by 50% by 2008
specifically among low
income families living
along the river.
Municipal hospital
and clinic records,
including maternal
and child health
records collected by
project teams.

46
Purpose
(/outcome)
Improved quality of
river water.
Concentration of heavy
metal compounds (Pb,
Cd, Hg) and untreated
sewerage reduced by
25% (compared to
levels in 2003) and
meets established
national health or
pollution control
standards by end of
2007.
Monthly water quality
surveys, jointly conducted by
the Environmental Protection
Agency and the River
Authority, and reported
monthly to the Local
Government Minister for
Environment
The pubic
awareness
campaign
conducted by the
Local Government
impacts positively
on families’
sanitation and
hygiene practices.

47
Results
(/outputs)
Volume of waste-water
directly discharged into
the river system by
households and
factories reduced.
70% of waste water
produced by factories
and 80% of waste
water produced by
households is treated
in plants by 2006.
Annual sample
survey of households
and factories
conducted by
Municipalities
between 2003 and
2006.
Upstream water
quality remains
stable.

48
Activities
1. Conduct baseline
survey of households
and businesses
2. Complete engineering
specifications for
expanded sewerage
network
3. Prepare tender
documents, tender and
select contractor to
expand the sewerage
network
1. Number of households
and businesses who
received and/or
responded to the survey.
2. Consultative Meetings
conducted with
stakeholders on
engineering
specifications.
3. The number of tender
applications submitted,
and the finally rewarded
contractor.
1. Report of baseline
survey of
households and
businesses
2. Engineering
specifications
document
3. Tender documents,
call for tender
announcement,
contract signed with
the rewarded
contractor.
1. Households and
businesses
respond to the
survey

49
Activities
4. Identify appropriate
incentives for
factories to use clean
technologies
5. Prepare and deliver
public information and
awareness program
4. Discussion forums
with factories on the
incentive of using
clean technologies
5. Public information
campaign on TV,
radio, social media
4. Findings report on
appropriate incentives
for factories to use
clean technologies
5. Campaign reports
from TV, radio, social
media

50
Not Selected
Not Selected
Not Selected
Not Selected
Project 2: “reduced infant and maternal
mortality rates”
(ITAD, 1999)
The objectives marked in
red are transformed into
the Logframe

In this example, a new project purpose will be formed from
the combination of “rates of infection among babies & infants
reduced”, “reduced incidence of acute birth complications”,
and “rates of postpartum & neonatal infection reduced”:
 New Project Purpose: Health status of pregnant &
nursing mothers, infants & babies improved.
51

Overall Objective
Infant & maternal
mortality rates reduced.
Mortality rates reduced for
Under-1s, under-5s &
pregnant & nursing
mothers from X to Y by
2016
National statistics from
the Ministry of Health
before starting of the
project, at mid-term,
and end project
evaluation
52

53
Purpose
(/outcome)
Health status of
pregnant & nursing
mothers, infants &
babies improved.
 Incidence of post-partum &
neonatal infection within
health centers reduced from
X to Y by 2016
 Rates of infectious diseases
(polio, measles, tetanus)
among under-5s reduced
from X to Y by 2016
 Incidence of acute birth
complications reduced from X
to Y by 2016
 Hospital & clinic
records, analyzed
at the beginning,
mid-term, and the
end of the project
 Sample survey of
target group
conducted &
analyzed in years
1, 3 & 5
Incidence of
infectious
diseases in the
household
reduced.

54
Results
(/outputs)
Quality & efficiency of
secondary healthcare
improved.
 Number of patients
treated increased from
X to Y by 2016
 Average cost of
treatment per patient
reduced from X to Y by
2016
 Increased patient
satisfaction with
standards of care
 Hospital records,
analyzed
quarterly
 Client
satisfaction
survey,
conducted
annually
Pregnant &
nursing mothers
able to access
cash to pay for
treatment

55
Activities
1. Design & implement new
procedures for:
 Personnel
management
 Vehicle & equipment
maintenance
 Drug storage & control
 Financial control & cost
recovery
1. The new procedures
that are in place and
used
1. Reports or logs
from the use of
new procedures

56
Activities
2. Design & implement
staff training program for:
 Patient care
 Hygiene
maintenance
 Basic accounting
 Data collection &
analysis
2. Number of
training
programs
conducted
2. Training
reports;
attendance
lists
Department of Health
maintains level of funding at
pre-project levels in real
terms.
Suitably qualified staff
willing to work in rural areas

Contents
6. Exercise
57

Recommended Formats for Logframe
• Some organizations, in relation to its size and/or scale of their
project or program, use different formats of Logframe.
• Although the Logframe matrix usually has four columns and four
rows, which is already presented in the above sections, the
number of columns and rows can be added or removed according
to the practical use and necessity of each organization.
58

Format four columns and three rows: no activity is included
• In some cases, the Logframe should not include too much
detail on activities, otherwise it will become too lengthy and
potentially prescriptive.
• If detailed specification is required, this should be presented
separately in a work plan but not all in the Logframe.
59

60
Project Summary
(1)
OVI
(2)
MoV
(3)
Assumptions
(4)
(1)
Overall Objective
(2)
Purpose
(3)
Results

61
Project Summary
(1)
OVI
(2)
MoV
(3)
Assumptions
(4)
(1)
Overall Objective
(2)
Purpose
(3)
Results

Format four columns and five rows: include activities and inputs
Some organizations add inputs – such as personnel, finance, equipment,
infrastructure, and so on – to show what are needed in order to carry
out the activities.
62

Format four columns and five rows: include activities and inputs
63
Project Summary
(1)
OVI
(2)
MoV
(3)
Assumptions
(4)
(1)
Overall Objective
(2)
Purpose
(3)
Results
(4)
Activities
(5)
Inputs
Personnel, finance, equipment, infrastructure, and so on.

Recommended tools for Logframe
• In brief, the recommended tools are problem tree and
objective tree, explained in details with their steps in “How
to develop Logframe?”
64

Contents
6. Exercise
65

6. Exercise
Group Work on
• Exercise #1: Develop a Logframe
66

References
• AusAID. (2005). The Logical Framework Approach. AusGuideline. Australian Government.
• DFID. (2011, January). Guidance on using the revised Logical Framework. A DFID Practice Paper: How to Note. Department of International
Development.
• EC. (2004). Aid Delivery Methods: Project Cycle Management Guidelines. European Commission.
• FundsForNGOs. (2010). What is Logical Framework Analysis (LFA) and why is it important? Funds for NGOs.
• ITAD. (1999). Project Cycle Management Training Handbook. Information Training and Agricultural Development.
• LA GRA, J. (1990). Annex 13 - The logical framework. In A Commodity Systems Assessment Methodology for Problem and Project
Identification. University of Idaho.
• Taylor, L., Thin, N., & Sartain, J. (2003). Logical Framework Analysis. Guidance Notes No.4. BOND: Networking for International
Development.
• Team Technologies. (2005). The logframe handbook : a logical framework approach to project cycle management. Washington, DC: World
Bank.
• USAID. (2012). The Logical Framework. Technical Note Number 2. United States Agency for International Development.
67

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