Logical Framework and Development Project Cycle 2: The Logical Framework Johannesburg October 2005 CEFEB Denis Wal

1. Logical Framework and Development Project Cycle 2: The Logical Framework Johannesburg October 2005 CEFEB Denis Walton

2. The Logical Framework • General principles and Origins of the LogFrame • Expected advantages of the LogFrame • Impacts on the project ’s management • Methodology and Examples • How does it fit in the Project Cycle?

3. General Principles The Logframe is a tool for project design and planning, monitoring and evaluation. It can be used as follows: > To clearly articulate the project objectives > To link them to an overall strategy/policy > To support them by clearly defined activities, linked with resources which will be alllocated to them > To define the means to verify the achievement of the project ’s objectives: to define indicators and data sources > To list important assumptions, and external risks that may have a critical impact on the project ’s implementation and the achievement of the project ’s objectives

4. Origins > The method was originally used by the US Ministry of Defense as a project design tool (1960 ’s) > It was then « reinvented » in 1969 by a consulting firm for USAID > It became a widespread tool used by many donors: CIDA, DANIDA, KfW, UNDP, European Union, the World Bank AFD…. > It was in fact adapted by each donor, and continues to be a living tool.

5. Expected advantages A few recurrent problems in development projects: Project preparation: • Identifying strategy relevant project • Getting the same view, among stakeholders, about the project ’s design and objectives • Preparing the project ’s monitoring and evaluation Project implementation • Losing sight of the project ’s objectives and original design Project evaluation • Having a reference framework for evaluating project ’s success

6. Impact on project management It ’s an additional tool, and additional concepts to master! Expliciting and structuring project ’s contents: • A better strategic alignment • A better, more focused dialog between stakeholders • A communication tool • A explicit wording about the project ’s objectives and conditions for their achivements: better results? Structuring effect: • Organize monitoring and evaluation: easier results measurement • Better comparability between project designs

7. Methodology The concepts of the « Results Chain » Inputs --> Outputs --> Outcomes --> Impacts Inputs: Resources used and activities undertaken Outputs: What is being directly financed, built, with the inputs Outcomes: The direct consequences of the use/functioning of the outputs --> the short/medium term changes brought about by the project Impact: The long term consequences of the project

8. The concepts of the « Results Chain » : example Education project: Inputs: Ressources: Money from government and donors Teachers, new thesaurus and books from the Ministry of education Activities: School building Population sensitization Incentives to put children to school Outputs: Classrooms, advocacy for school enrollment, enrollment subsidies... Outcomes: More children are enrolled in schools with teachers and books, more children complete primary education Impact: Literacy rates increase, average wages increase

9. Matrix

10. Methodology The formal output: a Matrix Project  Strategy Indicators Sources of verification Critical assumptions Development Objective Immediate objective Outputs Outputs Activities Means Activities Cost Pre-conditions

11. Example: Rural education project Project  Strategy Indicators Data sources Critical assumptions Development objective Fight poverty in rural areas Average wage Acces to secondary school Ministry of education, Finance Immediate Objective Increase access to primary education Enrollment & completion rates Ministry of education Outputs Rural school system strengthened School capacity Teachers absenteism Project ’s monitoring reports Sufficient crop yields Activities Resources Classroom building Teacher training # of classrooms and teachers X M$ Project ’s monitoring reports Reforms Teachers get paid

12. Example: Regional Environmental Information Management Program Project ’s objectives Indicators Data sources Critical assumptions Development objective Environment & natural resources better managed Environment status indicators Ministry of environment Immediate Objective Environment info is used to inform decisions # of publications # of studies comm. by Gov Project ’s monitoring reports Continued economic growth Outputs Environment info is shared & managed Existence of a managed DB Level uf use Project ’s monitoring reports High level support for the project Activities Resources Data collection Training Equipment # of studies # of trainees X M$ Project ’s monitoring reports

13. Project ’s objectives: the narrative summary • Development Objective: It ’s the ultimate, long term strategic goal of the project. The goal is beyond the sole control of the project. Results chain: impact • Immediate Objective (or Purpose): It’s the actuel reason why the project takes place. It is within the control of the project. The responsible agency is in fact responsible for this objective. Results chain: outcome • Outputs: What the project will directly produce, in terms of actual physical products, or in terms of achievement. Outputs stem directly from the activities. Usually, a project is structured in components. Each component usually has one output. • Activities & resources: Activities are usually grouped, according to the project ’s components. Results chain: outcome

14. Consequence 2 Consequence 1 Problem Cause 1 Cause 1 Cause 1 The problem tree method How to design the narrative summary

15. Goal 2 Goal 1 Development Objective Output 3 Output 2 Output 1 The problem tree method Finding solutions to problems...

16. Urban environment deteriorates (and so do living standards in urban areas) Urban industris and urban comunities have environmental unfriendly behaviors There is no incentives to environmental friendliness They are neither sensitized nor trained to take environment into account Responsible government authorities are not coordinated The problem tree method Example… the problem side

17. Urban environment is protected and living standards increase Urban industries and urban communities integrate environment protection in their behavior. A anti-pollution fund is created, with the help of the industry sector Awareness to environment degradation is increased A legal framework defines coordination between responsible government agencies The problem tree method Example… the solution side

18. The narrative summary Examples

19. Hints 1. The goal must be aligned with a strategy 2. There should be only one development objective 3. Different levels should never rephrase one another 4. Development objective should be within the responsibility of the responsible agency, and not that of the implementing agency. Outputs are under the implementing agency ’s responsibility. 6. Objectives at different levels are articulated by sentences describing an action (if possible). 7. The vertical logic doesn’t skip any important steps

20. Critical assumptions Horizontal logic... Project ’s objectives Indicators Data sources Critical assumptions Development Objective Immediate Objective THEN Outputs IF AND Activities Resources

21. Critical assumptions: hints 1. They should describe the expected case (positive) 2. They should not be prerequisites for project start-up 3. They should reflect external risk, not within the responsibility of the responsible or implementing agency

22. Choosing indicators... > Delicate step! > Chosing the right type of indicator: the closest possible to the type of objective to inform about

23. Choosing indicators... • > The qualities of a « good » indicator • Can be objectively measured (or is available!) • Can be compared in time (basis) • Is specific and robust • Is timely • --> PROXY indicators • > What do you need to know about an indicator? • Its definition ; • Its value and its unit; • The possible meanings of its changes ; • Which decisions it informs ; • Its method and frequency of measurement, the systemic error it entails ; • Its cost of measurement (in case it is paid by the project) 

24. Choosing indicators... • > Other criteria... • « SMART »: Specific, Measurable, Accurate, Reliable, Timely • « QQT indicators »: Quantity, Quality Time • « RACER » : Relevant, Accurate, Credible, Easy, Robust • > The power of figures • « what you measure is what you get » ; • an illusion of certainty; •  but a good decision making tool

25. Choosing indicators… Hints 1. Use only a limited number of indicators. Too much data kills the information. 2. Try to always incorporate a notion of time and quality in the outcome and impact indicators and their target. (e.g. by when?) 3. Implementation/process indicators must be objectively verifiable and measurable 4. Don’t underestimate the importance of the data sources: if you don ’t know them, then you ’re not likely to monitor the project effectively.

26. How does the LogFrame fit in the project cycle? • Strategy alignment: Project identification • Project Design: Component structure of the project • Activities and resources: Project technical and financial plans • Objectives and indicators: Project Monitoring and Evaluation The LogFrame must be built early on during the project cycle: it can serve as a check list for monitoring and evaluation arrangements. The LogFrame must be kept alive throughout the project ’s implementation.

27. Resources (In English) LogFrame handbook (the World Bank) Project Cycle Mangement (European Commission)

28. Thank you for your attention!