1. The Logical Framework as an Implementation and Monitoring Tool
RBEC Environment & Energy Practice Workshop
Almaty, Kazakhstan October 2004
John Hough, UNDP GEF BD PTA

2. Reminder: The LogFrame is an Approach not a Matrix
Methodology -including a set of tools- to structure and facilitate:
project planning
project design
project management
project performance assessment

3. Benefits LFA contributes to:
structured project design process- logical sequence
transparency- clear objectives, side effects
participation- ownership, sustainability
consistent project strategy
assessment of performance- indicators (ex-post & during implementation)

4. Basic Steps and Elements
Problem Analysis
Stakeholder Analysis
Objectives Analysis
Analysis of Alternatives
Project Planning
Project Planning Matrix (PPM) (the “logframe”)

5. Problem Analysis
Establishing “cause and effect” relationships – a “problem tree”
“lack of the solution is not the root cause of the problem”!
Identifying “lack of knowledge” as the problem means that the solution is already pre-determined: ie. “provide knowledge”
Getting people to focus on what they need to do vs. what they want to do is often the biggest challenge in project development
Solution Driven Analysis often leads to solving the wrong problem

6. 2. “Seeing the wood for the trees”
Lessons learned
1. Doing “good work” or
“achieving impact”?
2. “Seeing the wood for the trees”

7. Problem Analysis
Stakeholder Analysis

8. Stakeholder Analysis
Problem Analysis cannot be done without Stakeholder Consultation.
Every stakeholder views the problem from a different angle.
Problem analysis and stakeholder identification and analysis are iterative processes, progress in one almost always means returning to the other.

9. Problem Analysis
Stakeholder Analysis
Objectives Analysis

10. Objectives Analysis What is the project “going after”?
What are the indicators?

11. Alternative Analysis Problem Analysis Stakeholder Analysis
Objectives Analysis
Alternative Analysis

12. Alternative Analysis Systematic search for the best project approach.
What outcomes are required to reach the objective?
How best to reach each outcome?
What outputs are required to reach each outcome?
What activities are required to achieve each output?
Set up criteria for assessment of alternatives, such as:
resources available
political feasibility
social impact

13. Writing the Objective Tree

14. Fundamental Project Design
Outcome 1 + Outcome 2 + Outcome 3 = Objective

15. Lesson Learned there should be no spare outcomes
nor should there be any outcomes that are not essential for the achievement of the objective

16. In the logical logframe matrix we simply list the outcomes vertically
Objective
= Outcome 1
+ Outcome 2
+ Outcome 3

17. Assumptions
Conditions that are necessary for the success of the project, but which are not under the direct influence of the project.
Assess conditions according to importance and probability
Need to be monitored / risks
Pay attention to “killer assumptions” (= need to re-design project)

18. Assumptions vs. Risks Assumptions tend to be positive
eg. “a supportive piece of legislation is passed”
Risks tend to negative
eg. “increased pressure on a protected area as a consequence of a resettlement programme”
Assumptions can be formulated negatively as risks, and vice versa – risks as assumptions
Assumptions are generally identified during project design
Risks often appear during project implementation

20. Converting Assumptions to Outcomes through Cofinancing
If a condition required through an assumption can be brought under the influence of the project, then it becomes a project outcome.
The costs of achieving that outcome would count as co-financing

21. Combining Outcomes and Assumptions leads to the Objective

22. Listing these vertically in a logical logframe matrix we get:
Objective
= Outcome 1
+ Outcome 2
+ Outcome 3
+ Assumption 1
+ Assumption 2

23. From Objectives to Outcomes to Outputs

24. Similarly these are written vertically:
Outcome 1
= Output 1
+ Output 2
+ Output 3
+ there may be assumptions at this level too!

25. From Objectives to Outcomes to Outputs to Activities

26. 3. Basic Steps and Elements Planning Phase Project Planning Matrix (PPM)

27. ie. the logframe matrix combines the vertical and horizontal logic
Objective
= Outcomes Assumptions
= Outputs Assumptions
= Activities Assumptions

28. 3. Basic Steps and Elements Planning Phase Project Planning Matrix (PPM)

29. Project Planning Matrix (PPM) Reading /Interpreting the PPM

30. Project Planning or “LogFrame” Matrix is a “Summary” of the Project
WHY the project is carried out (development objective, immediate objectives)
WHAT the project is supposed to produce (outputs)
HOW the project is going to achieve the outputs (activities)
HOW the success of the project can be measured (indicators)
WHERE the data can be found (means of verification)
WHICH external factors influence the project (assumptions)
WHICH inputs are required for the project (inputs/budget)

31. In a logframe we are not very interested in activities
Activities are the means to an end
We are interested in “ends” or “impacts”
Summarize the activities in the logframe
Overloading the logframe with activities is confusing, and also a waste of effort since they are likely to change in the light of project circumstances
Activities are detailed in a project management annual activity workplan

32. GEF Projects tend to be “overdesigned”
Lesson learned
GEF Projects tend to be “overdesigned”
They place far too much emphasis on “activities”
There is too much emphasis on measuring or counting outputs and activities

33. GEF Strategic Business Plan Directions and Targets (GEF/C.21/ Inf.11)
The SP’s are what we are “going after”
GEF Strategic Priority / Target
Project Objective / Target
Project Outcomes / sub-Targets
Review the impact indicators associated with these

34. The sum of the project outcomes = the project objective
A word on terminology
Development Goal = what the project contributes to, but does not on its own achieve
Project Objective = what the project is accountable for delivering
Project Outcomes = the constituent elements of a project.
The sum of the project outcomes = the project objective

35. Project targets are rolled up to achieve the SP targets
x (y%) countries show improvements in management effectiveness (policy, legislation, capacity, budgets) =
Improvements in country 1 +
Improvements in country 2
etc

36. Putting it all together
MDG 7
GEF Achievements
Convention Goals
UNDAF Outcomes
GEF 3 Outcomes
SRF/MYFF Outcomes
Strategic Priority Targets
= (Development Goal) =
SRF/MYFF Outputs
CP / CPAP Outputs
Project Objective
Project Outcomes
Project Outputs
Project Activities

37. Traditional Logframe Table
Goals/Objectives/Outcomes
Key Performance
Indicator
Verification Means/Data Collection Strategy
Assumptions or Risks
Increase protected areas of biodiversity in target region from X% in Year 1 to Y% by Year 2
% of target region protected
Reduce CO2 emissions from X in Year 1 to Y by Year 2
Reduction in CO2 emissions

38. Results Measurement Framework
Goals/Objectives/Outcomes
Key Performance
Indicator
Baseline (Year 1)
Target (Year 2)
Target (Year 3)
Target (end of project)
Verification Means/Data Collection Strategy
Assumptions or Risks

39. Goals/Objectives/Outcomes Verification Means/Data Collection Strategy
ie. the Traditional Logframe Matrix and the Results Measurement Framework are easily combined
Goals/Objectives/Outcomes
Key Performance
Indicator
Baseline (Year 1)
Target (Year 2)
Target (Year 3)
Verification Means/Data Collection Strategy
Assumptions or Risks
Increase protected areas of biodiversity in target region from X% in Year 1 to Y% by Year 2
% of target region protected X% Y%
Reduce CO2 emissions from X in Year 1 to Y by Year 2
Reduction in CO2 emissions X Y

40. A more objective PIR / APR?
Goals/
Objectives/
Outcomes/
Assumptions & Risks
Key Performance
Indicator
Baseline (Year 1)
Target (Year 2)
Actual Level Achieved
(Year 2)
Target (Year x)
(Year x)
Rating
(HS, S,
PS, U)
Excuses offered
Increase protected areas of biodiversity in target region from X% in Year 1 to Y% by Year 2
% of target region protected X% Y% Z% ?
Reduce CO2 emissions from X in Year 1 to Y by Year 2
Reduction in CO2 emissions X Y Z

41. Using the logframe as an implementation and monitoring tool
“Seeing the forest for the trees”
Focuses on targets and impacts, not activities or outputs
Enables us to revisit the “alternatives” and adjust the activities or outputs on a regular basis
Adaptive management

42. Putting it all together
MDG 7
GEF Achievements
Convention Outcomes
UNDAF Outcomes
GEF 3 Outcomes
CP/SRF/MYFF Outcomes
Strategic Priority Targets
= (Development Goal) =
CP/SRF/MYFF Outputs
Project Objective
Project Outcomes
Project Outputs
Project Activities
Project Inputs

43. Indicators of What? Level of Objective What it is Examples Indicators
Changes / Impacts
Biodiversity conserved
Impact
Outcomes
Attitudes changed
Institutions changed
Outputs
Products / Processes
Capacitated people
Products / Process
Activities
Workshops held
People trained
Inputs
$ spent
Dollars spent
Eguipment supplied
Delivery

44. Convergence: outcomes and indicators
State
Pressure
Response
Output
Activities
Development Goal
Marine Biodiversity in Chile
Fish Populations
Fishing Intensity
Area of MUMPA’s
RegulationsDemarcationStaffing
Decision Making
Financial Tools
Workshops
Training
Disbursement Rates
Project Objective
Increased Fish Populations
Project Outcomes
Reduced Fishing Intensity
Outputs
MUMPA’s
Regulations
Demarcation
Staffing

45. Chile Marine Biodiversity Legal Gazettement of MUMPA’s
Scaling Objectives
Chile Marine Biodiversity
Development Goal
MUMPA’s
Project Objective
Legal Gazettement of MUMPA’s
Outcome
Legislation
Output
Legal Drafting
Activity
Train lawyers
Input

46. Objectives of Alternative Projects:
Reduced Fishing Intensity
Increased Fish Populations
MUMPA’s
Regulations
Demarcation
Staffing
Decision Making
Financial Tools

47. Indicators of What? Level of Objective What it is Examples Indicators
Changes / Impacts
Biodiversity conserved
Impact
Outcomes
Attitudes changed
Institutions changed
Outputs
Products / Processes
Capacitated people
Products / Process
Activities
Workshops held
People trained
Inputs
$ spent
Dollars spent
Eguipment supplied
Delivery

48. Good Indicators
Indicator is a quantitative or qualitative variable or parameter that provides a simple and reliable basis for assessing change or performance (the objective or outcome).
Verifier. Variable or parameter that retains the essential meaning of the objective and that can be measured on the ground.
Qualifier. Contribute to describe the verifier allowing to respond to: what, when, where, who
Targets/ Baseline - values associated to the verifiers that define how much the objective is planned/expected to be achieved compared to the situation prior to project start. Intermediate targets (milestones) allow assessment of progress.

49. Example of a Good Indicator
Objective:
“Conservation of keystone species”
Indicator:
At the end of the fifth year (qualifier: when)
the population sizes (qualifier: what)
of species A, B and C (verifier)
within the boundaries of the park (qualifier: where)
have remained constant (target)
compared to X number at project-start level (baseline)

50. Lesson Learned - Procrastination
Project designers defer measuring indicators to the inception phase
The inception phase defers measuring indicators to project implementation
Project implementation defers measuring indicators to the mid-term evaluation
The mid-term evaluation defers measuring indicators to the second half of project implementation
Project implementation defers measuring indicators to the final evaluation
The final evaluators say “we cannot prove this project has achieved anything”