Aucun titre de diapositive

1
Logical Framework and Development Project
Cycle 2 The Logical Framework Johannesburg Oct
ober 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
• gt To clearly articulate the project objectives
• gt To link them to an overall strategy/policy
• gt To support them by clearly defined activities,
  linked with
• resources which will be alllocated to them
• gt To define the means to verify the achievement
  of the
• project s objectives to define indicators
  and data sources
• gt 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
• gt The method was originally used by the US
  Ministry
• of Defense as a project design tool (1960 s)
• gt It was then  reinvented  in 1969 by a
  consulting
• firm for USAID
• gt It became a widespread tool used by
• many donors CIDA, DANIDA, KfW,
• UNDP, European Union, the World Bank
• AFD.
• gt 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 --gt Outputs --gt Outcomes --gt 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 --gt 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
(No Transcript)
10

• Methodology
• The formal output a Matrix

Project  Strategy
Indicators
Sources of verification
Critical assumptions
Development Objective
Immediate objective
Outputs
Outputs
Activities
Means
Cost
Activities
Pre-conditions
11
Example Rural education project
Project  Strategy
Indicators
Data sources
Critical assumptions
Fight poverty in rural areas
Average wage Acces to secondary school
Ministry of education, Finance
Development objective
Increase access to primary education
Enrollment completion rates
Ministry of education
Immediate Objective
Rural school system strengthened
School capacity Teachers absenteism
Project s monitoring reports
Sufficient crop yields
Outputs
Classroom building Teacher training
of classrooms and teachers X M
Project s monitoring reports
Reforms Teachers get paid
Activities Resources
12
Example Regional Environmental Information
Management Program
Project s objectives
Indicators
Data sources
Critical assumptions
Environment natural resources better managed
Environment status indicators
Ministry of environment
Development objective
Environment info is used to inform decisions
of publications of studies comm. by Gov
Project s monitoring reports
Continued economic growth
Immediate Objective
Environment info is shared managed
Existence of a managed DB Level uf use
Project s monitoring reports
High level support for the project
Outputs
Data collection Training Equipment
of studies of trainees X M
Project s monitoring reports
Activities Resources
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) Its 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.

14

• The problem tree method
• How to design the narrative summary

15

• The problem tree method
• Finding solutions to problems...

16

• The problem tree method
• Example the problem side

17

• 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 doesnt skip any important steps
20
Critical assumptions Horizontal
logic...
Project s objectives
Indicators
Data sources
Critical assumptions
Development Objective
THEN
Immediate Objective
IF
AND
Outputs
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... gt Delicate step! gt
Chosing the right type of indicator the closest
possible to the type of objective to inform
about
23

• Choosing indicators...
• gt 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
• --gt PROXY indicators
• gt 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...
• gt Other criteria...
•  SMART  Specific, Measurable, Accurate,
  Reliable, Timely
•  QQT indicators  Quantity, Quality Time
•  RACER  Relevant, Accurate, Credible, Easy,
  Robust
• gt 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. Dont
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!