1. Welcome to a 1-day course “Understanding and Producing Effective Logframes” 28 th January 2011 NIDOS Training Programme, Edinburgh www.nidos.org.uk
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5. A logframe can look something like this…. Objectives & activities Purpose Goal Outputs Activities Means Indicators Means of verification Assumptions Cost
6. … Or can include different terms. 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.
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14. What information should I include in a LF? Firstly, think of your project in terms of ... PLAN IMPLEMENT 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. YOUR PROJECT ACTIVITIES List the activities which your project will actually do. We only do the activities – all of the above will follow. YOUR PROJECT OUTPUTS: List the impact/results which your project will have .
15. Completing the first column of the LF 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” 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. Project Description Goal Purpose Outputs Activities
16. Test the ‘if’ logic… if ACTIVITIES are undertaken then OUTPUTS will be produced if OUTPUTS are produced then the PROJECT PURPOSE will be achieved if the PROJECT PURPOSE is achieved then the project will contribute towards the GOAL Start here
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18. Example of Goal, Purpose, Outputs and Activities Goal Purpose Outputs 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 1.1.1 Conduct baseline survey of households 1.1.2 Prepare and deliver public awareness campaign 1.1.3 Prepare engineering specifications for latrines and expanded sewage network. 1.2.1 Etc. 1.2.1 Etc.
19. In reality, it is never quite as simple as that. There are certain assumptions we are basing our project success on (4 th column) For example...
26. How are we going to measure the success of our project? Indicators (2 nd column)
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33. 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
34. How are we going to collect the information to measure the indicators? Means of Verification
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38. The order for normally completing the boxes is shown below….
57. PROBLEM TREE: BUS EXAMPLE Loss of confidence in bus company People are late Passengers hurt or killed Frequent bus accidents Effects Core problem Drivers not careful enough Bad conditions of vehicles Bad road conditions Vehicles too old No ongoing maintenance Causes
58. OBJECTIVES TREE: BUS EXAMPLE Customers have a better image of the bus company Passengers arrive at scheduled time Less passengers hurt Frequency of bus accidents considerably reduced Drivers drive carefully and responsibly Keep vehicles in good condition Improve road conditions Replace old vehicles Regularly maintain and check vehicles Outputs Activities Purpose
78. This presentation featured in the NIDOS training programme: www.nidos.org.uk Contact details: Jill Gentle Independent Consultant (specialising in project management, participatory tools, community development methodologies) [email_address] 07773 016356
Notes de l'éditeur
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.
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 …..’.
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…
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.
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.
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case
Activity – based on the statements provide in slide 12, develop some illustrative OUTPUT indicators for the Delta River case
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.