log frame-analysis
DESCRIPTION
TRANSCRIPT
LogicalFramework
Analysis/Approach(LFA)
OBJECTIVES
1. Introduce Logical Framework Analysis/Approach (LFA) and its uses.
2. Familiarize with the main steps involved in conducting an LFA.
3. Give a concrete example.4. Exercise on the Project Planning Matrix (?).
INTRODUCTION
LFA was first developed by Practical Concepts Inc. in 1969 for the U.S. Agency for International Development (USAID). It has since been widely adopted and adapted by the international donor community and is used for participatory project planning, as an analytic tool for project approval, or as a monitoring and evaluation framework.
What is LFA?
• A designing approach that can be used for planning, implementing and evaluating projects or programmes.
Purpose of LFA The purpose of LFA is to undertake
participatory, objectives-oriented planning that spans the life of project or policy work to build stakeholder team commitment and capacity with a series of workshops.
The technique requires stakeholders to come
together in a series of workshops to set priorities and plan for implementation and monitoring.
The two terms Logical Framework (LF or Logframe) and the Logical Framework Approach (LFA) are sometimes confused. The LogFrame is a document, the Logical Framework Approach is a project design methodology.
For most purposes the three terms; Logical Framework Approach, ZOPP and OOPP are terms for the same project design methodology or process. The terms OOPP and ZOPP mean respectively; Objectives Oriented Project Planning and in German Ziel Orientierte Projek Planung. All three terms refer to a structured meeting process which we will refer to as LFA.
Steps LFA1. Situation Analysis
– Stakeholder Analysis– Problem Analysis– Objective Analysis
2. Strategy Analysis3. Project Planning Matrix
– Matrix– Assumptions– Objective Indicators– Verification
4. Implementation5. Monitoring6. Evaluation
The LFA approach begins by analyzing the existing situation and developing objectives for addressing real needs.
A situation analysis has as its core task to find out the actual state of affairs with respect to an issue to be analyzed; it is focused by problems and an attempt to understand the system which determines the existence of the problems.
The analysis phase is the most critical, yet most difficult, phase of the logframe approach. The analysis phase consists of three stages:
1.Analysis of stakeholders2.Analysis of problems3.Analysis of objectives.
Stakeholders AnalysisIn using the LFA approach, the stakeholder analysis is an analysis of the problems, fears, interests, expectations, restrictions and potentials of all:• important groups• organisations and institutions• implementing agencies• other projects and• individualswho may have an influence on a situation/(intended) project or are themselves affected by it. Those analyzed in detail should be limited to those who are perceived to:• be able to contribute to questions to be answered .•be important with regard to decisions to be taken. They should constantly be referred to in developing the LFA.
Who are the stakeholders involved in the project and how are they affected?
Key questions to ask in preparation for developing the logframe are:
1.Who will be involved in the logframe development?2.Where will the development be conducted?3.Who will facilitate the development of the logframe ?4.What background materials, papers and expertise may be needed?5.What materials and logistics are required?
The StakeholdersStakeholders include those who directly benefit from or have a legitimate interest in the company's activities and all those who have an impact and/or are affected by the impact, due to the company's performance and actions. The corporate community and the wider community are all stakeholders. Corporate community includes the management, employees, shareholders, joint ventures/partnerships/subsidiaries, suppliers and contractors, customers and consumers. Wider community includes the ecosystem, the local government, the host communities and the indigenous communities. Foremost, the generations to come are indispensable stakeholders and must be taken into account in all corporate affairs. What we do or not do today will certainly impinge on the future generations.
Problem AnalysisThe analysis phase usually begins with an analysis of problems. The problem analysis is undertaken by identifying the main problems and developing a 'problem tree' through an analysis of cause and effects.Key questions.1.Which are the problems the project is addressing?2.What are the root causes of those problems?3.What is the larger picture in which those problems and their root causes exist?4.What are the links between the problems?
Problem Tree
A main output of the problem analysis is the problem tree. The first procedure in problem analysis is brainstorming. Before the brainstorming exercise commences it is important that the facilitator explain the process and the group agrees on some rules for brainstorming.
If there is no agreement between participants on the statement of the problem, it is unlikely there will be agreement on the solution. This stage therefore seeks to get consensus on the detailed aspects of the problem.
Agreement and Consensus
Brainstorming techniques can be used to identify the main problems. All participants are invited to write their problem ideas on small cards. (approximately 8 in by 4 in.) The participants may write as many cards as they wish. The participants then group the cards or look for cause-effect relationship between the themes on the cards by arranging the cards to form a problem tree.
Brainstorming
After all of the problems are displayed they should then be clustered into groups of similar issues
The problem tree is developed by:1. moving problems from the clusters of problems2. adding new problems that emerge3. problems can be moved up or down the tree as required
Clustering
Objective Analysis
A procedure for systematically1. identifying2. categorizing3. specifying4. balancing outobjectives of all parties involved in a
specific situation
Objective TreeIn this step the problem statements are converted into objective statements and if possible into an objective tree.
1.Problems are restated as objectives The problem tree is transformed into an objectives tree by restating the problems as objectives.
2. Positive mirror image of the problem treeThe objectives tree can be viewed as the positive mirror image of the problem tree. It is usually necessary to reorder the position of objectives as you develop the tree.
Means and EndsThe objectives tree can be considered as an 'ends- means' diagram. The top of the tree is the end that is desired and the lower levels are the means to achieving the end. Based on this objectives tree, certain means are feasible and some are perhaps outside the scope of the problem.
Nonetheless, these means provide the foundation for developing programmes, projects or strategies to address the problems discussed earlier.
Just as the problem tree shows cause-effect relationships, the objective tree shows means-end relationships. The means-end relationships show the means by which the project can achieve the desired ends or future desirable conditions.
Frequently there are many possible areas that could be the focus of an "intervention" or development project. The next step addresses those choices.
Strategy Analysis• searching for and deciding on solutions• follows the problems and objectives analysis• prerequisite to designing action strategies
Points to consider• overall concepts, strategic plans, objectives• people, target groups, organizations, agencies• methods, procedures, processes• technologies, services, products, outputs• measures, actions, materials, inputs
Conducting a Strategy Analysis
1. ordering sequence of the problem and objective trees
2. clustering objectives3. feasibility of different interventions4. continuous task in project
management
The objective tree usually shows the large number of possible strategies or means-end links that could contribute to a solution to the problem. Since there will be a limit to the resources that can be applied to the project, it is necessary for the participants to examine these alternatives and select the most promising strategy. After selection of the decision criteria, these are applied in order to select one or more means-end chains to become the set of objectives that will form the project strategy.
Alternatives Analysis
Project Planning Matrix
(1) Matrix(2) Assumptions(3) Objective Indicators(4) Verification
Narrative Summary Objectively VerifiableIndicators - OVIs
Means of Verification -MOVs
External Factors (Assumptions)
Development Objective
Immediate Objective
Outputs (Results)1.2.3.
Activities1.2.3.4.
Inputs1.11.21.31.4
Column headings - definition of terms
Narrative Summary: This term used to describe the text that "narrates" the objectives. It could have been given the title "Hierarchy of Objectives", but this might be misleading because the bottom cell in the column is a summary of the activities.
Column headings - definition of terms
Objectively Verifiable Indicators (OVIs): These are the measures, direct or indirect that will verify to what extent the objectives have been fulfilled. The term "objectively" implies that if these should be specified in a way that is independent of possible bias of the observer.
Column headings - definition of terms
Means of Verification (MOVs): These statements specify source of the information for the measurements or verification specified in the indicators column. For example, will statistics from an external source be used for the verification or will project resources be used to gather the statistics.
Column headings - definition of terms
External Factors (Assumptions): These are important events, conditions, or decisions which are necessarily outside the control of the project, but which must remain favorable for the project objective to be attained. The implication here is the design team have an obligation to consider what might derail their efforts and to plan responsibly to reduce that risk of "derailment".
Row headings - definition of terms
Development Objective: The higher level objective that the project is expected to contribute to. The addition of the word "contribute' implies that this project alone is not expected to achieve the development objective. Other project's immediate objectives are expected to also contribute.
Row headings - definition of terms
Immediate Objective: The effect which is expected to be achieved as the result of the project delivering the planned outputs. There is a tendency for this to be expressed in terms of the "change in behavior" of a group, or institution and the project outputs are expected to facilitate this change.
Row headings - definition of terms
Outputs: These are the "deliverables" the tangible results that the project management team should be able to guarantee delivering. The objective statements should specify the group or organization that will benefit. Outputs are delivered, usually on a certain date or dates.
Row headings - definition of terms
Activities: These are the activities that have to be undertaken by the project to produce the outputs. The activities take time to perform.
Row headings - definition of terms
Inputs: These are the resources that the project "consumes" in the course of undertaking the activities. Typically they will be human resources, money, materials, equipment, and time.
Vertical Logic• Vertical Logic: The vertical logic is the reasoning which
"connects" the three levels of objectives in the matrix; the outputs, the purpose, and the goal. For example achievement of all the output level objectives should lead to achieving the purpose. Each of these links between the objectives is connected by a hypotheses.
• For example at the bottom level - the implementation hypotheses the implication is "we believe that in the environment of this project the planned outputs will produce the planned result. At this level, the hypotheses are usually supported by research or experience. The explanation of the hypotheses at the other levels is similar.
Horizontal Logic
• The horizontal logic has similar features to the vertical logic. In this case, the links between the levels of objectives are the items in the External Factors column.
• For example, if the project is successful in implementing all of the planned activities, we ask ourselves, what circumstances or decisions (outside the project's control) could prevent the delivery of the project outputs.
ImplementationOperational phase of a project to achieve the expected outputs/resultsPlan of Operations1.workplans / work schedules2.project budget / resources plans3.personnel plans4.material and equipment plan / procurement plan / staff5.training plans
Plan of OperationsImplementation should have a plan of operations i.e. the detailed plan for the implementation of project. It is established by the project team and will be documented as:•workplans / work schedules•project budget / resources plans•personnel plans•material and equipment plan / procurement plan / staff•training plans.The work plan and the project budget constitute the core of the Plan of Operations.
S-W
O-T
Strengths Weaknesses
Opportunities S-O STRATEGY W-O STRATEGY
Threats S-T STRATEGY W-T STRATEGY
SWOT Analysis
Strengths Weaknesses Scholarship program indicates high
possibility of continuing demand High competence in the Adult
Education Program Intervention through CADT giving
sense of security to the IPs Innovative approaches to sourcing of
funds Has established credibility among the
donors; increasing interest of funders in Cartwheel’s programs
Developed social capital within government agencies, other development organizations, and business organizations
Low level of success in the Pre-School Program
Mismatch of the products and services to real clients needs
Some programs (medical/dental, etc.) not within their competence
Heavily dependent on grants and donations Donations showing a downward trend
Opportunities High demand in secondary, post-secondary education, & adult education CADT assures the IPs ownership and management of the lands they are tilling Availability of uncultivated land suitable for high yield vegetables & coffee Need for sustainable dev’t program demanded by ADSDPP as mandated by NCIP Available funding for sustainable and capacity-building program for IPs is one of the major coffee-producing regions have several export markets for coffee like , , , , etc.,
Threats Issues and needs of the IPs not given significance / priority of the LGU Low educational attainment of the IPs Lack of access to secondary schools IPs lack the capacity to participate in the socio-political affairs of the municipality Volatile peace and order situation Farming is the primary source of income Limited access to market Disturbances caused by agitation of land claimants
S-O STRATEGY W-O STRATEGY Implementation of ADSDPP (political
empowerment, peace and order, cultural preservation)
Capacity-building of IPs; expansion of Adult Education (education)
Bridging market and community (economic benefit)
Shift program to adult / secondary / post-secondary education (education)
development (economic benefits)
S-T STRATEGY W-T STRATEGY Capacity-building of IPs through education
(education)
development (economic benefits)
Building collaboration with government, NGOs and the business sector (political & social capital, economic benefit)
Strengthening and expansion of scholarship program (education)
Support H/S (St. Therese of Miarayon) (education)
development (economic benefits)
Stakeholder Interest on the ProgramPosition on the
ProgramImpact of the Program
Influence on the Program
MILALITTRA / Tribal Leaders
Security of land tenure; productivity Support Capacity-building; political participation; livelihood opportunities
High
Women’s Group Help provide food for the family; additional income; education for the children
Support Additional source of income; capacity-building; education of children
Moderate
Fr. Kit Bautista - CFI
Miarayon becoming a pilgrimage site and a bridge between the poorest of the poor and richest of the rich
Support Realization of his dream; abridgement of social gaps between rich and poor
High
Parish Priest / Principal
Increased enrolment in high school; improved quality of education; evangelization and preservation of culture
Support Increased enrolment; expansion of services; improvement of educational facility
High
Gina – Pre-School
Provide equal access to quality education to as many children in the country
Potential opposition
Phasing-out of pre-school High
CFI Increase literacy rate and improve self-sufficiency of IPs
Support Financial sustainability; focusing of programs; matching services to needs of IPs
High
Barangay Officials
Peace and order; improvement of income of IPs Support Increased employment for the people; improved peace and order condition
Moderate
NCIP Promotion and protection of the rights of IPs; implementation of IPRA and ADSDPP
Support Increased performance of advocacy High
LGU – Talakag Promotion of general welfare; local autonomy; delivery of basic services; agricultural productivity; peace and order
Support Increased trust for IPs’ capacity; improved peace and order condition; increased revenue
High
Traders’ group More profit from trading activities Potential opposition
Decreased income due to rerouting of products
Moderate
Religious nuns Evangelization; promotion of education Support Increased enrolment; potential increase of the faithful
High
Land claimants Legitimization of claims on lands allegedly purchased from the IPs
Oppose Loss of rights to claim and use the land High
ActivitiesTarget Output
Time Frame In-Charge ResourcesQty. Quality
Planning One (1) year plan drafted Specifications drafted July 2005 CFI Ex. Dir. & Consultant, BOD
Funds, data
Sourcing of funds 1 Project funded Appropriate and on-time
July – December 2005
CFI Project Proposal
Identification of coffee areas for rehabilitation
1,000 hectares identified Suitable for coffee plantation
July – December 2005
CFI-MILALITTRA Funds, staff
Lending of Initial capital 1,000 farmers entered into MOA through MILALITTRA
Credible and reliable partners
Jan 2006 onwards CFI Project Funds, staff
Monitoring 1,000 hectares plantation monitored
Seasonal and regular Planting: May-Dec of every year, 2006-2010
CFI staff Transpo cost, supplies
Establishment of trading partners
At least 2 partners identified (Figaro, Monk’s Blend)
Medium term Sept- Dec 2005 CFI Communication
Buying and Trading At 80% target volume attained
Medium term 2007 CFI Project Funds
Action Plan coffee project
ActivitiesTarget Output
Time Frame In-Charge ResourcesQty. Quality
Planning 1 Action Plan Attainable August 2005 CFI BOD, TESDA Funds
Phasing-out of Pre-schools 2 pre-schools Acceptable terms July 2005 – May 2006
CFI None
Signing of MOA with St. Therese H/S
1 MOA signed Acceptable terms July 2005 – May 2006
CFI & Therese H/S None
Review / Reformulation of Adult Education modules
1 standard module developed
Appropriate, attuned to indigenous culture
July 2005 – May 2006
CFI staff, teachers, DepEd
Supplies
Adult Literacy Program 450 IPs Can read & write, learned spiritual, cultural, and social values
2006-2010 CFI staff and teachers
Rooms, teachers, teaching materials
TNA At least 3 skills training identified; ex. Food processing, farming tech., etc.
Understandable & measurable
2006-2010 CFI staff, TESDA & other agencies
Questionnaire
Drafting of ADSDPP
IEC on Environmental Management
15-20 IP leaders informed
Appropriate & understandable
July 2005 CFI, NCIP, MILALITTRA, & DENR
Funds, resource persons
Tribal Leaders’ Consultation 15-20 IP leaders consulted
participative Aug 2005 CFI, NCIP, & MILALITTRA
Funds, resource persons
Narrative SummaryObjectively
Verifiable Indicators (OVI)
Means of VerificationAssumptions &
Risks
GoalPoverty reduction of IPs 60% HH poverty reduction by
year 2010NSO census of 2010; NEDA Report
Objectives:Enterprise DevelopmentCapability-Building
1,000 HH involved in livelihood activitiesMILALITTRA representation in the MDC by 2007Actual implementation of ADSDPP by year 2008
CFI Annual Report
LGU Annual Performance Report
CFI Report / MILALITTRA Report to NCIP
ADSDPP completed and implementedFunds accessedTraining conducted
Output:•Enterprise Development
a. reduction of poverty incidence
b. increased productivity• Capability-Buildinga. conceptualization and
implementation of ADSDPPb. increased literacy rate
c.improved peace and order situationd.active participation in municipal / provincial affairs
60% increased family income
conceptualized by 2005; implemented by 200610% increase in literacy rate10% reduction in crime rate
More visible increase in tribal activities in cultural celebrations
Municipal Treasurer’s Report
NCIP reportLGU annual performance reportLGU annual performance report
MILALITTRA newsletters; Cartwheel report
Funds are accessed from funding agencyTraining conducted
Narrative SummaryObjectively
Verifiable Indicators (OVI)
Means of VerificationAssumptions &
Risks
Activities
EMTERPRISE DEVELOPMENT
Planning One (1) year plan drafted by July 2005
CFI Plan of Action Funds are accessed from funding agency
Sourcing of funds 1 Project funded by January 2006
Memomorandum of Agreement with funding agency
Collaboration with concerned agencies and business sector established
Identification of coffee areas for rehabilitation
1,000 hectares identified by 2005
Report of Project Director
Lending of Initial capital 1,000 farmers entered into MOA through MILALITTRA by 2006
CFI Annual Report
Monitoring 1,000 hectares plantation monitored by 2010
Report of Project Director
Establishment of trading partners At least 2 partners identified (Figaro, Monk’s Blend) by 2005
MOA with Figaro and Monk’s Blend
Buying and Trading 80% target volume of sales attained by 2007
CFI Sales Report
Narrative SummaryObjectively
Verifiable Indicators (OVI)
Means of VerificationAssumptions &
Risks
ActivitiesCAPABILITY BUILDINGPlanning 1 Action Plan drafted by August
2005Action Plan document
Phasing-out of Pre-schools 2 pre-schools phased-out by May 2006
CFI Annual Report
Signing of MOA with St. Therese H/S
1 MOA signed by May 2006 MOA with St. Therese
Review / Reformulation of Adult Education modules
1 standard module developed by May 2006
Written curriculum approved by DepEd
Adult Literacy Program 450 IPs trained by 2010 CFI Annual ReportTNA At least 3 skills training
identified; ex. Food processing, farming tech., etc.; by 2010
CFI Annual Report and DepEd Promotion Report
IEC on Environmental Management
15-20 IP leaders informed by July 2005
Evaluation Report on Seminar Workshop
Tribal Leaders’ Consultation 15-20 IP leaders consulted by August 2005
ADSDPP Report / NCIP Report
PreconditionCartwheel adopts this management planCollaboration established with NCIP and other government agencies
StakeholderHow is the stakeholder
affected by the problem?
Capacity / Motivation to participate in addressing the
problem
Relationship with other stakeholders
1. LGU Potential income is not realized
Fund sourcing Give directions to other stakeholder
2. BLGU Potential income is not realized
Provide counterpart Sympathetic with the households and can be source of information
3. RHU Additional workload Right agency to address the problem
Close coordination with the barangay
4. DAF Additional workload Responsible agency for farming technology
Supervise and monitor the beneficiaries
5. Households Directly and most affected Interest and willingness to participate in the program
Dependent on government agencies and dependent only on available resources
6. HKI Willing to address the problem
Maybe able to provide assistance to the program
Coordinate with the LGU and other stakeholders
7. Other donors
Willing to address the problem
Maybe able to provide assistance to the program
Coordinate with the LGU and other stakeholders
How stakeholders are affected by the main problem?
Expected effect of possible project interventions among stakeholders
StakeholderStakeholder’s main
objectivePositive
impact/benefitsNegative
impact/costsNet Impact
1. LGU Address the problem
Reduce the incidence of malnutrition among children ages 5 and below
Slow realization of result
Long-term – weight improve, decrease morbidity rate, availability of sources of nutritious food
2. BLGU Address the problem
3. RHU Implement what is mandated by law
4. DAF
5. Households
Improve health condition
6. HKI Help and assist project implementation
7. Other donors