Logical Framework Approach An Evaluation Toolbox Presentation www

Logical Framework Approach An Evaluation Toolbox Presentation www. evaluationtoolbox. net. au

What is the Logical Framework Approach (LFA)? “A systematic and participatory approach for project planning, monitoring and evaluation. An analytical tool to transform ideas into plan for actions (proposals)” • Involves a number of steps using a number of different tools • Requires the participation of stakeholders

LFA steps (remember, it’s systematic!) 1. 2. 3. 4. 5. 6. 7. Stakeholder analysis Problem analysis Solution analysis Strategy analysis Logframe matrix Activity scheduling - Timeline Resource scheduling - Budget

Logframe approach vs logframe matrix • The approach is a process, made up of steps • The matrix is one of the steps, and an output of the LFA • Do not confuse the matrix for the approach • The matrix is only as good as the work put in to the preceding steps • The (participatory) process can be as important as the product

The LFA creates work up front, but this provides a strong framework for your project The next slide demonstrates how the LFA fits into the project management cycle

How the LFA fits into the PMC Initial issue or project need / opportunity Evaluate against logframe and M&E plan Identification Evaluation Monitoring against logframe and M&E plan Analysis 1. Stakeholder analysis 2. Problem analysis 3. Solution analysis 4. Strategy selection Proposal assessed and funding received Review and revise logframe Implementation Design Draft M&E Plan Project proposal finalised 5. Logframe matrix 6. Activity schedule 7. Resource schedule

Step 1. Stakeholder analysis • Obtain different points of view • Gain collective knowledge • Get “Buy-in” • Types of stakeholders: • • • Target group Beneficiaries Donors Implementation groups Government / NGOs / Private sector 7

Stakeholder analysis • See the Stakeholder Analysis tool in the Evaluation Toolbox • Other tools include SWOT, Venn diagrams etc.

Step 2. Problem analysis See the Problem Tree tool in the Evaluation Toolbox

Problem analysis

Problem analysis The Problem Tree tool: • will never replicate the complexities of ‘reality’ • helps document the core problem and all the causes and effects of a problem • helps people explore and think through a problem • leads to the development of a solution tree • Problem trees can make you think twice before embarking on an intervention…. . (see the next slide)

Source: http: //static. guim. co. uk/sys-images/Guardian/Pix/site_furniture/2010/4/28/1272477292847/Afghanistan -powerpoint-gr-008. jpg “When we understan d that slide, we'll have won the war” General Mc. Chrystal, Kabul, 2010

Step 3. Solution analysis • Reframes the problem tree into a solution tree • The core problem becomes the purpose (or core objective) of the project • Negative statements are rephrased into positive statements • Cause-effect relationship becomes means-end • Articulates pathways to achieve the purpose • The solution tree should reflect a theory of change based on evidence (stakeholder input, past practises etc. ) • See the Solution Tree tool in the Evaluation Toolbox 13

Step 4. Strategy analysis • Review the different pathways in the solution tree against a set of criteria: • • strategic objectives and priorities complementarity with existing or planned projects lessons learnt from previous projects preferences of key stakeholders benefits to the target group cost efficiency and technical feasibility environmental, social and economic impacts • Select one of more solution pathways to form your strategy 14

Step 5. Logframe matrix • Displays the key elements of a project design and their relationships to each other • Generally looks like a matrix with 4 rows and 4 columns • Should provide enough detail for someone to understand ‘how’ the project will work • Helps identify project risks (through assumptions) • Documents measures of success through indicators and sources of verification. • Facilitates project analysis, and guides project implementation and monitoring and evaluation • See the Logframe Matrix tool on the Evaluation Toolbox 15

Logframe matrix Indicators Goal / Overall objective Purpose / Core objective Outputs / Results Activities Source of Assumptions verification The ‘greater why ‘… Why you did it… What you delivered… How you did it… 16

Going from your selected solution tree strategy to your logframe matrix GOAL Goal Purpose PURPOSE OUTPUT 1 ACTIVITY 1. 2 OUTPUT 2 Outputs Output 1 Output 2 ACTIVITY 2. 1 Activities Activity 1. 1 Activity 1. 2 Activity 2. 1 Activity 2. 2 ACTIVITY 2. 2 Solution Tree with two solution pathways Logframe matrix 17

Step 6. Activity scheduling Timeline • Process to create a list of all activities required to deliver project outputs and results • Steps: 1. List all project activities from logframe matrix 2. Break activities into two or more manageable tasks 3. Identify responsibilities (who) 4. Determine the timeline of activities (when) 5. Determine key milestones 18

Step 7. Resource scheduling Budget • Process to create a budget and list of resources required to deliver project outputs and results • Builds on the activity schedule • Steps: 1. Copy the activities from the activity schedule 2. Identify the inputs or resources required to support the activities 3. Identify amount of resources required and cost for each resource (#, $) 4. Determine who will pay for it (a donor, your organisation) 5. Calculate the total project costs and determine when the funds are needed 19

That’s the LFA in a nutshell • For more information, or requests for training on the LFA, contact Pacific Research & Evaluation Associates www. prea. com. au “I have attended many workshops/training (national/regional/international) over the years and I have to say, especially given the topic presented, that this ranks as one of the best/most useful trainings (if not the best). The potential for this training to have been dull/boring was high but I found that it was engaging/interactive/well spaced/understandable/interesting. We leave with useful tools that will be used. I only wish that more of my colleagues could have participated. Great job”