Logical Framework

(Logframe) in Monitoring
and Evaluation
Mr T Moyo
Department of Community Studies
Midlands State University
• ‘Logical Framework’, or ‘logframe’, describes both a general approach
to project or programme planning, monitoring and evaluation, and –
in the form of a ‘logframe matrix’ – a discrete planning and
monitoring tool for projects and programmes. Logframe matrices are
developed during project/programme design and appraisal stages,
and are subsequently updated throughout implementation while
remaining an essential resource for ex-post evaluation.
• As a methodology, the ‘Logical Framework Approach’ (LFA) is a
systematic, visual approach to designing, executing and assessing
projects which encourages users to consider the relationships between
available resources, planned activities, and desired changes or results.
• At its core is a theory of change management which presents the
logical flow of causal outcomes between achievement of a
project/programme’s activity targets, and the delivery of intended
results.
• Logframes, to this end, enable planners to establish a hierarchy of
objective or result statements – i.e. a development pathway – which
articulate their best understanding of how change can be achieved.
• A logframe matrix (often simply called the ‘logframe’) serves to
translate this broader LFA theory into action, and as a document
forms the basis of an actionable work plan to guide implementation
through the project/programme lifecycle. Logframe matrices assist
directly in establishing the development pathway by which objectives
will be reached, identifying the potential risks to achieving the
objectives, establishing how outputs and outcomes might best be
monitored and evaluated, presenting a summary of the activity in a
standard format, and suggesting M&E activities during
implementation.
• A wide range of logframe formats exist, varying between donors and
organisations - as such, there is no standardised template (Levine,
2007:Annex 1). A generic logframe matrix is typically one formed
around a 4 x 4 table. At minimum, four central categories, arranged
horizontally by column, or vertically by rows, contain information on
the project/programme’s Goal, Purpose, Activities, and Output.
The Logical Framework Format
Objectively Sources of Assumptions
verifiable verification
indicators
General
Objective(Goal)

Project purpose

Expected
results(output)
Activities
Input
• Goal: Here, an overall project/programme goal - the broader issue(i.e. at the national or sectoral
level) that the project seeks to contribute to- is defined. (Ex: “Country-wide reduction of infant
mortality rates.”)
• Purpose: The project’s central purpose or outcome - a localised result that the intervention seeks
to achieve in support of the above goal – is next identified. This statement should clarify what will
be changed, and who will benefit. In some formats, this category is sub-divided between ‘strategic
objectives’ and ‘intermediate results’. (Ex: Increased access to paediatric healthcare for all infants
in project’s area of operation.)
• Project outputs: Listed here are those observable, measurable change, and tangible
products/services to be delivered by the intervention, which serve to achieve the above goal and
purpose. (Ex: Demonstrably increased access to paediatric healthcare through the area, a
minimum 10% reduction in child mortality.)
• Activities: Finally, supporting activities - the main tasks that need to be completed in order for the
output to be achieved – are defined. (Ex: Project staff will establish four new clinics and provide
specialised training to health care providers in region.)
• Each of these central components are, in turn, accompanied by at least four rows (if arranged
vertically) or columns (if horizontally) displaying the following supporting information:
• A Narrative Summary describing the event.
• Indicators which will be measured to indicate if the events taking place have been achieved.
(Often referred to as ‘objectively verifiable indicators’)
• Means of Verification(or ‘verification sources’) – the location of those sources of data required
of the above indicators.
• A list of critical risks and Assumptions ( ‘hypotheses’) – those external factors which the
evaluators believe may positively or negatively influence the events described by the narrative
summary, including any external phenomena beyond the project/programme manager’s
control. Only those concerns or anticipated opportunities which can actually be substantiated
should be included.
• Additionally, baseline date, measurable milestones in the progress of an event, and/or target
year/date are also commonly included.
• The components of the framework include: overall objectives (goal) project
purpose and results (outputs) verifiable indicators and assumptions.
• The logical framework can be prepared in form of diagrams and wall charts.
• It helps structure discussions and gives a clearer view of what is under
discussion before and during the project planning
• It is thus a tool for understanding the purpose of the project, the strategy to
achieve it and the means deployed.
• The same logical framework is used as a point of reference during
monitoring missions and evaluation, to analyse the operation’s results and
impact.
Core Components of Logical
Framework
• This is the general objective of the project. The objective goal specifies the benefits,
which the beneficiaries will enjoy as a result of the project.
• Purpose/Objectives
• The purpose expresses the action that the target group will take in order to bring about
the desired change. The Project Purpose often describes a change in the target group’s
behaviour, resulting from its use of the services or products provided by the project.
• Outputs (expected results)
• These are the goods/services/products, which the project makes available to the target
group are described. These are the responsibility of the project.
• Activities
• They are all the steps, which the project takes to provide the various goods, services and
products.
Objectively Verifiable Indicators
(OVIs)
• These are statements used to depict what shall indicate accomplished purpose, objectives and
results. OVIs should be SMART and are neither positive nor negative. They help in measuring,
observing and counting and are used in monitoring and evaluating the project.
• Defining OVIs:
• Specify for each result the project purpose and overall objectives that is; the quantity (how much);
the quality (what); the target group (who); the time period (starting when and for how long; the
place (where)* indicators concerning the overall objectives tend to be more qualitative than those
applicable to the project purpose and the results, which have quantitatively measurable
components.
• Check whether the indicator or indicators describe the overall objective, purpose or results
accurately. If not, other indicators should be added or new ones found.
• Care should be taken to ensure that the OVIs for the project purpose –‘the projects, centre of
gravity’ do in practice incorporate the notion of sustainable benefits for the target group. NOTE:
OVIs are the targets we are aiming for in quantitative terms. The easy way to understand OVIs is to
break them into their component parts/the goal, purpose and outputs all have their own OVIs.
• Sources (Means) of verification (MOVs)
• These are tangible entities that provide needed information where OVIs are to be found. They
help to provide evidence of the existence of OVIs. How to identify MOVs:
• Decide sources of verification are needed to obtain the information on OVIs;
• Identify which sources are to be collected, processed and kept within the project and which
outside (existing sources);
• Check sources outside the project to ensure that; their form/presentation is appropriate; they
are specific enough; they are reliable; they are accessible (where and when); the cost of
obtaining the information is reasonable.
• Note:
• Replace OVIs for which no suitable source can be found by others. MOV’s are the methods that
will be used to measure OVIs. The OVIs box next to activities in the LFA grid is usually reserved for
writing in costs and resources that will be used to implement activities. OVIs form an important
component of monitoring and evaluation.
• Means and Costs (Inputs)
• These are physical and non-physical inputs that facilitate
implementation of a project. They also include human resources and
virtual aspects such as opportunity, demand and access etc. They also
include time and financial resources.
• Establishing means and costs: work out human, material and financial
means necessary to carry out the planned activities under each result;
work out human, material and financial means needed for management
and support activities not included in the log-frame; calculate the cost
of resources thus established and shared among the financing partners
and prepare the total budget.
• Assumptions (Risks)
• These are conditions that exist beyond the real of control in a project.
• The conditions threaten the potential for achieving the project purpose.
• Identification of Assumptions
• Identify in the hierarchy of objectives-those not covered by the objective tree, by
the selected strategy but are important for the success of the object:
• Place them as external factors tat the appropriate level of the log-frame.
• Identify other external factors not included in the hierarchy, which must be fulfilled
to achieve the overall objective, project purpose and the results.
• Identify necessary pre-conditions, which have to be met in order to start with
project activities.
• Assess the importance of the external factors by using the assessment chart depending on the conclusions;
take out the external factor (almost certainly); include the external factor as an assumption (likely); Redesign
the project.
• Check the interventions logic and assumptions on completeness beginning with the pre-conditions to see
whether the intervention logic is indeed logical and overlooks nothing.
• Identifying Pre-conditions: conditions which affect the project but which the project management cannot
control;
• Project management makes assumptions about the potential risks.
• The risks and assumptions relate to the goal, purpose, outputs and activities
• c). The risks and assumptions link activities to outputs and outputs to purpose and purpose to goal.
• Acknowledging risks involved enables us to make contingency plans.
• Note:
• ‘Killer assumptions’ – A risk that has a high likelihood of occurring and stops the project in its tracks. When a
killer assumption is identified during the planning process it is time to go to the drawing board and rethink
the project.
Conclusion

• The LFA does not replace participatory work with communities. it is simply a
way of describing a project once all discussions and planning have taken place
and can help with planning because it encourages thinking through aspects of
the project. LFA is not cast in stone. It is a management tool to help us think
through all components of a project to ensure no key issues have been left out.
• LRA has its strengths:
• Establishing the practical limits of project management responsibility.
• Identifying the project planning assumptions in explicit and operational terms.
• Permiting a clearer separation between manageable interests and those
factors, which appear to be beyond control of the project management team.
• Providing both initial goals and final results.
• Helping in evaluating a project. By explicitly identifying how the project is to be
evaluated, the decision-makers can be realistic estimates of project outcomes and can
identify problems, which might be encountered.
• Logical Framework has its limitations too:
• It assumes a linear causal sequence, which is an unlikely simplification of the
relationship among various project components and elements in the environment.
• It gives no guidance on equitable income distribution, employment opportunities,
access to resources, popular participation in decision-making, proven strategies and
techniques, cost and feasibility of replication and assumption.
• Despite having some limitations, logframe remains a fundamental, classical project
planning, monitoring and evaluation tool.