Chart 1-1 Development Issues and the Logframe

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Alan Hudson
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1 What is the Logical Framework1 The logical framework (also known as the Logframe) is literally a logical framework utilized to manage a project (Chart 1-1). Used in the development assistance field by the United States since the latter half of the 1960s as a project plan table, it is currently utilized in the results-based management (RBM) flow as the primary tool for clarifying goals and arranging the indicators needed to measure outcomes. JICA uses the Logframe to formulate and manage technical cooperation projects, which are a means toward solving development issues. Accordingly, it is important to give full consideration to 1) the fact that the Logframe is always positioned as a part of a major development issue (see Chart 1-1) and 2) the fact that the Logframe should be modified as required in monitoring during project implementation and at the mid-term evaluation. Also, while the Logframe shows the content of the projects composition and the logicality of its plan, it is simply an overview chart. Thus, it is important to bear in mind that it does not explain all items (e.g., project background, detailed activities, the project operation structure, detailed content of technical cooperation, etc.) The Logframe is an outline table of the project plan that compiles the project strategy into a four-row by four-column matrix. Specifically, it displays the composite elements of the project (the overall goal, project purpose, outputs, activities, and inputs), constructs the linked relationship between causes and results, and puts the expected values of the goals and outcomes in the form of indicators prior to the project implementation. At the same time, it identifies the important assumptions that may have an impact on the projects success or failure. 1 Sources: - NORAD: The Logical Framework Approach (LFA): Handbook for Objective-oriented Project Planning, Project Cycle Management for Development Assistance (Participatory Planning), (FASID, 2007) 1

2 Chart 1-1 Development Issues and the Logframe 2

3 Table 1-1 Logical Framework (Logframe) Logical Composition of the Logframe (see Chart 1-2) At the center of the logical composition of the Logframe is the linked relationship activities outputs project purpose overall goal. This is the logic of the if-then hypothesis; e.g., if an activity takes place, then an output will be achieved; if the output is achieved, then the project purpose will be fulfilled; and if the project purpose is fulfilled, then it will contribute to the overall goal. The process of building this hypothesis is based on comprehension of the current situation that is gained by looking at cause-and-effect relationships involved in problems facing the target group and its society as well as the causes of these problems (i.e., problem analysis.) The more realistic the hypothesis is, the better the project plan will be. Thus, the following things are important: a) direct 3

4 connection between the if and then elements (the more direct, the better), b) controlling various problems through the efforts of the project, and c) effective, low-risk activities. This logic can be utilized to find causal relationships for the project and performance when conducting monitoring and evaluations (see Part II, Chapter 1 of the main text.) If using the if-then logic by itself were enough to produce the expected outputs, there would be no need to take further steps. However, since the if-then logic is the only means of problem-solving for the project, there are a variety of external factors that can have an impact on the project. The Logframe identifies these factors in the. Important Assumptions column and clarifies the linkage between the activities outputs project purpose overall goal logic and the important assumptions. This involves expressing the overall content of the project plan using an if-and-then logic in the following linked relationship: if an activity is implemented, and, on top of this, external conditions that are important but cannot be controlled by the project are met (and), then the outputs can be achieved. (The logic for the outputs project purpose overall goal step is the same). The external conditions are an effective tool in planning and formulating the project from the perspectives of Is it enough to simply implement the content of the project plan? and Even if the project is implemented, will external elements hinder the expression of results? The important assumptions play an important role as a target of surveys when conducting monitoring or evaluations. The environment surrounding the project is always changing. And in many cases, the important assumptions that were identified during project formulation have an impact that far exceeds what was predicted during project implementation. Here, it is important to review the plan content and confirm new important assumptions through monitoring and the mid-term evaluation. In terminal evaluations and ex-post evaluations, there are times when external conditions are factors that hindered achievement of goals. Thus, the evaluator must study whether or not the existence of these external conditions is being monitored during project implementation. Treating the important assumptions as items that confuse where responsibility in the implementation process lies should be avoided. 4

5 Chart 1-2: Logical Composition of the Logframe Definition of Each Column of the Logframe (1) Narrative Summary and Inputs The narrative summary is comprised of activities, outputs, Narrative project purpose and overall goal, and includes elements that become the framework of the project plan. A project inputs certain resources (people, materials, money, etc.), produces outputs through various activities, and works to achieve objectives. And one of the characteristics of the Logframe is that the objectives are perceived on two levels: the project purpose and the overall goal. Overall The overall goal is the long-term effect that is expected to be attained through implementation of a project. When planning a project, sufficient study must be devoted to the question of how the overall goal will contribute to a development issue (it is possible that, depending on the project, the development issue itself becomes the overall goal.) JICA s technical cooperation project perceives the overall goal as the impact that will be occurring in the target society three to five years after the project is completed. 5

6 Project Purpose The project purpose is the direct effect on the target group (including people and organizations) and society that is expected to be achieved through project implementation. In the case of technical cooperation, the project purpose is generally achieved at the end of the project2. Thus, the level of achievement toward the project purpose is a signpost toward whether or not the project is producing Outputs and whether project implementation was meaningful. In projects that produce outputs but do not express the benefit for the target group, investment of a large amount of resources and implementation of the project itself lose their significance. Outputs The outputs are assets and services that are produced by the project toward achievement of the project purpose. As opposed to the project purpose, which indicates a positive change for beneficiaries, the outputs refer to items that are produced by the project implementers. Looking at a project that focuses on training, for example, the implementation of training is an output, while the project purpose is seen as improvement of the knowledge of trainees, application of acquired technology in the workplace, etc. Activities and Inputs The inputs refer to resources (personnel, materials and equipment, operational expenses, facilities, etc.) needed to produce the outputs, and they are listed as the resources of both Japan and the partner country. Activities refer to a series of necessary actions taken to produce the outputs utilizing the inputs, and they are actions implemented by the project team at the project site. Because the Logframe is an overview of the project plan, detailed action plans are prepared separately. However, major activities that indicate the project strategy are listed in the Logframe 2 There are some projects whose project purpose is not achieved by the end of the project. An irrigation project is one example: changes in rice production volume cannot be measured before a certain period of time since the construction of the irrigation. 6

7 (2) Objectively verifiable indicators and means of verification The objectively verifiable indicators that apply to the Outputs, Objectively Means of Project Purpose, and Overall Goal columns show the indicators and verifiable indicators verification target values used for specific measurement of the level of achievement of each. The information sources for these indicators are clearly noted in the Means of Verification column. Data that is obtained from the information sources must be highly reliable, obtainable, and not too expensive to obtain. Based on these conditions, it is important to establish multiple indicators and information sources as necessary in order to obtain the most objective data possible. The indicators and target values are set based on baseline surveys and other activities at the planning stage. In the ex-ante evaluation, study of the relevance of these indicators, target values, and means for obtaining them is an important part of verification work. The indicators must accurately fit the content of the goals and outputs, and it is important that the means of measuring them be objective and reproducible (i.e., the same types of data can be obtained using the same method, no matter who does the measurement.) In case there is no appropriate baseline data at the ex-ante evaluation, a baseline survey should be conducted at the early stage of the project so that indicator with benchmark can be set based on the results of the survey. The setting of appropriate indicators based on baseline data raises project transparency and is an essential part of project management. Using the indicators, it is possible to check whether or not the project is being implemented according to the initial plan (i.e., to conduct monitoring.) Depending on the project, it may become necessary to review the initial target values due to various changes in the external environment and project implementation conditions. In line with this, the content of inputs, activities, and other items may also be reformulated. 7

8 (3) Important assumptions and Preconditions The important assumptions refer to external factors that cannot Important assumptions be controlled by the project but which may have an impact on the projects success or failure. Projects, which are selected using certain standards, represent one way of contributing to solve a development issue. Thus, they do not cover all factors necessary to solve problems. When planning projects, it is important to set goals that have the highest possibility of actually being realized; however, in reality, a variety of external factors that cannot be controlled by the project also affect the project. It is important to set goals and study the relevance of activities by identifying these as important assumptions in the Logframe at the planning stage. At the same time, it is important to pay strict attention to their impact as an item for monitoring during project implementation. As is shown in Chart 1-3, in the Important Assumptions column, the important assumptions are identified in terms of the degree of importance to the project, possibilities for the project to control them, and the possibility for the conditions to be met. They are then marked as conditions met on the Logframe. Also, if possible, the degree to which conditions should be met should be noted in quantitative terms. This will make it easier to grasp changes in the important assumptions and impact on the project during monitoring and evaluation (e.g., 80% of trained teachers stay on the job. ) Although important assumptions are not directly controlled within the project, all steps should be taken to avoid intentionally setting them as a means to escape responsibility if the project does not go well. It is important to discuss the important assumptions as part of project planning to determine what activities and goals should be set to make the project more risk-free and effective. Identified important assumptions are carefully reviewed from the point whether or not each assumption can be handled within the project by setting it as an activity. (i.e., if income generating activity is set as one of outputs for a project with purpose of empowerment of women, an important assumption might be father/husband does not discourage target 8

9 women to participate to the training. Yet, by including advocacy activities to fathers/husbands into activities, the issue is not the important assumption any longer. The preconditions refer to conditions that must be met prior to the project implementation. They refer to conditions that, if met, will allow the commencement of activities (and will not hinder operations once the project is started.) Precondition Chart 1-3: Method for Determining Important Assumptions Is the condition important to the project? No It is not an important assumption. Yes Can the condition be controlled by the project? No Is there a possibility the condition will be met? Not likely Can the project content be changed? Yes Almost Certain Uncertain It is not an important assumption. It is not an important assumption. It is an important assumption (including into the logframe and Monitored) Yes Change parts of the project as that it Will not be affected by the condition. No Killer assumption: The project will not succeed. 9

About CIDA - Performance - Results-based Management - The Logical Framework: Making it Results-Oriented

About CIDA - Performance - Results-based Management - The Logical Framework: Making it Results-Oriented The Logical Framework: Making it Results-Oriented 1. Introduction 2. Purpose of Guide 3. The LFA