THE PROCESS OF LOGIC FRAMEWORK APPROACH IN MONITORING AND EVALUATION

THE PROCESS OF LOGIC FRAMEWORK APPROACH IN MONITORING AND EVALUATION

Logical framework approach (LFA) is an analytical process and set of tools used to support objectives-oriented project planning and management. It provides a set of interlocking concepts which are used as part of an iterative process to aid structured and systematic analysis of a project of program (European Integrated Office, 2011).

Keerti Bhusan (n.d) observed that it’s a methodology applied for planning, managing and evaluating projects. It follows a hierarchical results oriented planning structure and methodology which focuses all project planning elements on the achievement of one project purpose.

LFA provides a set of designing tools that when used creatively can be useful for planning, designing, implementing and evaluating projects. It provides a structured, logical approach to setting priorities and determining the intended results and activities of a project. It provides a basis of evaluating the effectiveness, efficiency and relevance of a project.

Originally LFA was developed and applied in science by NASA and the private sector (management by objectives) for planning and management of complex projects, the Logical Framework Approach was first formally adopted as a planning tool for overseas development activities by USAID in the 1970’s. Since them it has been adopted and adapted by a large number of agencies involved in providing development assistance.

ITAD (1996) suggest that when used properly the logframe helps to make logical relationship between activities, results, purpose and objectives more transparent.

The Logical framework approach helps to:

1.      Analyze an existing situation, including the identification of stakeholders’ needs and the definition of the related objectives.

2.      Establish a causal link between inputs, activities, results, purpose and overall objectives (vertical logic).

3.      Define assumptions on which the project logic builds.

4.      Identify the potential risks for achieving objectives and purpose.

5.      Establish a system for monitoring and evaluating project performance.

6.      Establish a communication and learning process among the stakeholders, i.e. clients/beneficiaries, planners, decision makers and implementers.

It’s useful to distinguish between the Logical Framework Approach which is an analytical tool and the Logical Framework Matrix which provides the documented product of the analytical process, a synthetic representation of the project design.

Components of a LFA/LFM

The project elements in LFA are recorded and presented according to a matrix format. The format is called the project matrix (PM) or Project Planning Matrix (PPM) and allows for a complete project to be represented in a clear and related manner. The PPM allows for ease of understanding and sets the basis for project cycle management to occur.

There are seven distinct stages or steps in the LFA planning methodology. The stages are broadly categorized according to two processes: The analysis process and the Design/planning phase.

The analytical process has four distinct steps:

i.                    Stakeholders’ analysis: identifying and characterizing potential major stakeholders, assessing their capacities.

ii.                  Problem analysis: it consists of identifying key problems, constraints and opportunities, determining cause and effect relationship.

iii.                Objective analysis: it consists in developing solutions form the identical problems, identifying means to end relationship.

iv.                Strategy analysis: identifying different strategies to achieve solutions, selecting most appropriate strategy.

Planning Phase has three distinct steps:

·         Project planning (developing Log frame matrix): defining project structure, testing its internal logic and risks, formulating measurable indicators of success.

·         Activity planning /scheduling: determining the sequence and dependency of activities, estimating their duration and assigning responsibilities.

·         Resource scheduling/budgeting: form the activity schedule, developing input schedules and a budget.

In steps i-iv, important information is analyzed and ordered to assist the project design process.

The project plan (logframe)                                                                      

PROJECT PLANNING MATRIX
	Project description (Intervention logic, objective hierarchy).	Performance questions and indicators (Objectively verifiable indicators, targets)	Monitoring mechanisms (Means of verification, source of verification-information)	Assumptions (external factors)
Overall objective (goal, development objective)	What is the overall objective that the project will contribute to?	What indicators are linked to overall objectives?	What are the information sources for these indicators?	Factors and conditions not under direct project control, but necessary to achieve the overall project objective.
Project purpose (project development objective, specific objective)	What is the purpose of project to be realized by the project?	Indicators showing the extent to which project purpose has been achieved.	What are information sources for these indicators	Factors and conditions not under direct project control, but necessary to achieve the overall project objective.
Results (outputs)	What are concrete visible results to contribute to realization of project purpose? What changes and improvements will be achieved by the project?	What are the indicators showing whether expected results have been achieved	What are information sources for these indicators?	Factors and conditions not under direct project control, but necessary to achieve the overall project objective.
Activities	What activities are required and in what order in order to achieve the expected results	Means What resources are required for the implementation of listed activities?	Cost What are the cost for each of the means/	Factors and conditions not under direct project control, but necessary to achieve the overall project objective.
				Precondition

The log frame matrix is a way of representing the substance of the intervention in a comprehensive form. It’s comprised of the following elements:

i.                    The vertical logic

The first column is called the intervention logic. It refers to the objectives and activities of the project. It identifies what the project intends to do and shows the causal relationship between the different levels of the objectives. The objectives of the PPM are represented at different levels.

A)     The overall objective

This is the higher order objective that one seeks to achieve through the project. It’s a general development objective that refers to the long term benefits of an entire population but is outside of the project control and is what the project will contribute to. Normally the overall objective relates and links to a national objective.

B)     The Project purpose/specific objective

It describes the intended effects of the project, the immediate objective for the direct beneficiaries as a precisely stated future condition. It describes the changed situation the project should result in if it achieves its results. It defines sustainable benefits for the target group. It may reflect a change in the target groups’ behavior or the benefits that will accrue to them. There should normally be one purpose in a project.

C)    Results.

These are the statement of the outcome or the effects of the activities undertaken. They are expressed as targets which the project management must achieve and sustain within the life of the project. If all of the results are achieved, we would expect that the project purpose be achieved as a consequence. Results are what the project guarantees it can deliver.

D)    Activities

These are sequential steps necessary to achieve a result. They are tasks to be carried out according to each result. Each activity needs to be specific and detailed to allow for complete clarity as to what is to be done and to allow for budgeting. The activities must be numbered in sequence according to the results. It defines how the team will carry out the project. Generally the aim is to provide an indicative list of activities that must be implemented to accomplish each result.

E)     Means

These are the necessary means to undertake the activities. They include the input required such as personnel, material and infrastructure. They describe the resources required for the successful implementation of the project activities. They are basically a list of items that needs to be budgeted for.

F)     Cost

It states the overall cost of the project and the expected sources. It also states the cost of each of the means.

G)    Pre conditions/defining assumptions

It entails the pre-requisite that must be fulfilled for the project implementation to start.

ii.                  Horizontal Logic

It’s called Horizontal logic because one reads across the matrix when analyzing indicators and means of verification.

A)     Intervention logic

It identifies what the project intends to do (strategy of intervention) and shows the causal relationship between the different levels of objectives. This logic is tested and refined by the analysis of assumptions.

B)     Objectively verifiable indicators

They define in measurable detail the performance level required by the objectives in the intervention logic and check feasibility of objectives and the basis of the project’s monitoring and evaluation system. It describes the projects objectives in operationally measurable terms, specify performance standard to be reached in order to achieve the goal, the purpose and the outputs. It thus should be specified in terms of quantity, quality, time, target group and place.

C)    Means of Verifications

They indicate where and in what form information on the achievement of objectives and results can be found such as reports of ministries, project reports, laws, statistics and assessment. It also specifies who should provide the information and how regular it should be provided.

D)    Assumptions

They are conditions which could affect the progress of the project but which are not under the direct control of the project management. An assumption is a positive statement of a condition that must be met for the project’s objectives to be achieved. They will allow for recognition of why a project has not succeeded due to factors outside its control. They may include the actions of certain groups or project stakeholders, certain economic or social conditions such as absence of conflict, political conditions such as stability or climatic conditions.

Advantages of Logical Framework Approach

1.      It ensures the fundamental questions are asked and weaknesses are analyzed, in order to provide decision makers with better and more relevant information.

2.      It guides systematic and logical analysis of the inter-related key elements which constitute a well designed project.

3.      It improves planning by highlighting linkages between project elements and external factors.

4.      It provides a better basis for systematic monitoring and analysis of the effects of the projects.

5.      It facilitates common understanding and better communication between decision makers, managers and other parties involved in the project.

6.      Management and administration benefit from standardized procedures for collecting and assessing information.

7.      The use of LFA and systematic monitoring ensures continuity of approach when original project staff is replaced.

8.      As more institution adopt the LFA concept, it may facilitate communication between governments and donor agencies. Wide spread use of the LFA format makes it easier to undertake both sectoral studies and comparative studies in general.

Limitations of Logical Framework Approach

1.      Rigidity in project administration may arise when objectives and external factors specified at the outset are over emphasized. This can be avoided by regular project reviews where the key elements can be re-evaluated and adjusted.

2.      LFA is a general analytic tool. It is policy-neutral on such questions as income distribution, employment opportunities, access to resources, local participation, cost and feasibility of strategies and technology, or effects on the environment. LFA is therefore only one of the tools to be used during project preparation, implementation and evaluation and it does not replace target-group analysis, cost benefit analysis, time planning, import analysis e.t.c.

3.      The full benefit of utilizing LFA can be achieved only through systematic training of all parties involved and methodological follow up.

4.      They don’t really enable monitoring unintended consequences.

5.      They are rarely considered by project managers to be a key planning tool.

References:

European integration office (2011) Guide to the logical framework approach. Republic of Serbia

European intergration office. Belgrade.

Keerti Bhusan Pondhan (n.d) The Logical Framework Approach.

USAID (1994) GENESYS Gender in monitoring and Evaluation. A tool for developing M&E

Plans, USAID.Washington, DC.

ITAD Ltd (1996) The Logical Framework Approach- A project management tool. ITAD

London.

IUCN (1997) Draft PDG Guidelines: a guide to the development, review an further processing of

projects in IUCN, IUCN Switzerland.

IUCN (1997) Designing projects and project evaluations using the Logical Framework

Approach,IUCN Monitoring and Evaluation Initiative, Rue Mauverney 28 Switzerland.

Umhlaba Development Services (n.d) Introduction to Monitoring and Evaluation using LFA.

European Commision Civil services fund in Ethiopia. UDS, SA.