1. THE LOGICAL FRAMEWORK APPROACH (LFA)
Pramod B. Shrestha
27 June 2016

2. Akansha’s Feeback

3. LFA HISTORY
LFA was developed in the 1960s The method is in use world wide, by all international development organizations when assessing, monitoring and evaluating projects and programs.
The UN-system, EU, multilateral and bilateral development agencies all act to have their counterparts to use result oriented planning, the LFA method, when planning, implementing and evaluating projects and programs.

4. Why LFA?
By using the LFA-method correctly the project/program reaches;
RELEVANCE
FEASIBILITY
SUSTAINABILITY
COST EFFECIENCY

5. 4. Immediate Objectives (Purpose) 5. Development Objectives (Goal)
LFA: A way of structuring the main elements in a project, highlighting logical linkages between intended inputs, planned activities and expanded results.
MAIN ELEMENTS OF A PROJECT(LFA)
Inputs
2. Activities
3. Outputs
4. Immediate Objectives (Purpose)
5. Development Objectives (Goal)

6. Cause-effect relationship among objectives at several levels
Goal
Purpose
Outputs
under full control of project management
Activities
beyond control of project management
Inputs

7. CORE CONCEPT OF LOGFRAME MATRIX: MEANS AND END LOGIC
The main concept underlying the Logical Framework is means and end. The better the means and end linkages between each level of aims, the better the programme design.
By definition, each programme has a “if-then” or “means-and-end” logic embedded in it. If we produce certain results under certain conditions, then we can expect to achieve certain other outcomes.

8. THE LFA AND ASSUMPTIONS
ASSUMPTIONS REFLECT OUR RECOGNITION THAT THERE ARE FACTORS BEYOUND OUR CONTROL THAT ARE NECESSARY FOR SUCCESSFUL ACHIEVEMENT OF OBJECTIVES AT ALL LEVELS OF THE PROJECT. SO BY IDENTIFYING OUR ASSUMPTIONS, WE HAVE EXPANDED OUR ORIGINAL HYPOTHESIS STATEMENT TO INCLUDE THE SPECIFIC NATURE OF THE MORE IMPORTANT UNCERTAINTIES THAT COULD AFFECT THAT HYPOTHESIS.
GOAL
ASSUMPTIONS
PURPOSE
ASSUMPTIONS
OUTPUTS
ASSUMPTIONS
ACTIVITIES
INPUTS
ASSUMPTIONS
WE MUST TRY TO DEFINE, AT ANY ONE LEVEL, ALL THE NECESSARY AND SUFFICIENT CONDITIONS (BOTH WITHIN OUR CONTROL – THE CENTRAL HYPOTHESIS – AND OUTSIDE OF OUR CONTROL – ASSUMPTION) THAT MUST BE IN PLACE FOR US TO ACHIEVE THE NEXT LEVEL OBJECTIVE.

10. PLAN DOWNWARDS Purpose Outputs Activities Inputs PLAN DOWNWARDS Goal
Assumptions
Purpose
Assumptions
Outputs
Assumptions
Activities
Assumptions
AND THEN
Inputs
THINK UPWARDS

11. LOGICAL FRAMEWORK APPROACH (LFA): AN EXAMPLE – SEVEN CRITICAL ELEMENTS
1.PARTICIPATION ANALYSIS
2. PROBLEM ANALYSIS
3. OBJECTIVES ANALYSIS
4.ALTERNATIVES ANALYSIS
5. DEFINING PROJECT ELEMENTS
6. DETERMINING THE ASSUMPTIONS
7. ESTABLISHING THE INDICATORS

12. Context Analysis Background information
Projects are part of a larger context - prior to start, collect relevant background information on the sector and on the relevant organizations to work with.
Which environment will the project be situated in, the country, the region and the sector?
Analysis of Context is made through studies (sector-, country- and /or regional studies etc.)

13. Step 1 PARTICIPATION/Stakeholder Analysis
People with different knowledge, different background, different sex, different region
Listen and involve
© Project Design AB
Kari Örtengren / 2012
Mobil:

14. Step 1 . PARTICIPATION Analysis
Stakeholders, those who are influenced by and exert an influence on the project entity. Who will be influenced, positively or negatively, by the project.
Stakeholder analysis - mapping of stakeholders and their respective roles, include gender, age, ethnic, regional and aspects of experience!
Which stakeholders should be involved in planning and / or implementing the project – important to include a broad group – people with different knowledge on the sector!
© Project Design AB Sweden K. Örtengren 2011

15. Step 1 Participation Analysis
Generally, five main groups of stakeholders to involve:
Beneficiaries/Target group
Implementers
Financing agents
Decision makers
Experts
One stakeholder may belong to several groups. The stakeholders all have important information to give to the future project group/ implementers. They provide a relevant picture of the situation in order to find relevant, feasible and sustainable solutions.
© Project Design AB Sweden K. Örtengren 2011

16. Problem Analysis/Situation Analysis
Step 2
Problem Analysis/Situation Analysis
Effects
Focal Problems
Causes
How to involve stakeholders
and get an understanding of the situation
© Project Design AB
Kari Örtengren / 2012
Mobil:

17. Step 2. Problem Analysis Situation Analysis
Problem analysis is helping us finding “the roots of the evil”
Three parts in a problem analysis;
The main problem to be solved, Our focus
The causes, reasons to the focal problem
The effects of the focal problem
Discuss who owns the problem?
A problem analysis should always be made by the local stakeholders, the owners of the problem.

18. PROBLEM TREE
Effekr
Effects
Focal Problem
Causes

19. EXAMPLE on a PROBLEM TREE
Bus company gets a
bad reputation
Disabled
people
High cost for hospital care
Effekr
People die and get injured
Buses
are delayed
High number of
bus accidents
Careless
busdrivers
Buses in
poor condition
Roads in
poor condition
Stress
Alcohol abuse
Poor
maintenance
Old buses
Poor maintenace
Bad traffic situation
Tight
schedule
No maintenance
routines
Weak
knowledge
on manintenace
Corruption
Too few drivers
and buses
Weak management capacity at the bus company

20. Why a Problem Tree? Problem Tree Effects Focal problem Causes
Objective Tree
Overall objectives
Project Objective
Expected results
Activities

21. “SMART” project objective & results (short-term objectives)
Specific
Measurable
Approved
Realistic
Time bound

22. LFA terminology use when planning
LFA & Result Based Management (RBM) TERMINOLOGY TERMIOLOGY FOR PLANNING & MONITORING
LFA terminology use when planning
OVERALL OBJECTIVES (long-term)
PROJECT OBJECTIVE
(medium-term)
EXPECTED RESULTS
(short-term)
EXPECTED OUTPUTS (direct result from activities)
RESOURCES
RBM terminology , use when measuring performance, during implementation and evaluation
IMPACT
MEDIUM-TERM OUTCOME
SHORT-TERM OUTCOMES
OUTPUTS
INPUTS

23. LEVELS and TERMIOLOGY IN MONITORING in LFA
1. IMPACT (Overall objectives)
2. MEDIUM-TERM OUTCOME
(project objective)
3. SHORT-TERM OUTCOMES (expected results)
4. OUTPUTS
5. INPUTS
1. Long term effects on life changes and living standards (e.g. Increased trade and/or improved GDP)
2. Medium term effects- access usage and satisfaction of users (E.g. Improved Efficiency in Customs Service in region X )
3. Short term effects, services produced (e.g. a. Improved technical administrative solutions in custom service in region X, b. Strengthened knowledge among administrative staff in Customs Service in Region X )
4. Very short-term results, direct effect of the activities, such as 150 staff trained, manuals printed etc.
5. Financial, staff, time input needed to implement project (e.g USD, 45 man months and 3 years)

24. Evaluation Criteria
Relevance: The appropriateness of the project objectives to the problems it addresses and to the physical and policy environment.
Efficiency: Results acheived at reasonable cost i.e how well inputs/means have been converted into results in terms of quality, quantity and time?
Effectiveness: An assessment of the contribution made by the results to achievement of the project purpose and how assumptions have affected project achievements.
Impact: The effect of the project on its wider environment. Its contribution to the objectives for the sector (overall objectives)
Sustainability: Likelihood of the benefits produced by the project to continue to flow after end of project with particular reference to ownership, environment, policy support, institutional capacity and financial support.

25. Minimizing River Pollution
ALTERNATIVE ANALYSIS
Minimizing River Pollution
Increase Life Expectancy
Support Aquatic Life
High Land Value
Recreational Opportunity
Promote Traditional Life Style
Re-establish of Cultural Value
Better Environment
Sustainable Cultural Practices
ENDS

26. ALTERNATIVE ANALYSIS Efficient Policy Motivated People COST CHANCE OF
Option:1
Efficient Policy
Option:2
Motivated
People
Option:3
(Option1+Option2
Combined)
COST
CHANCE OF
SUCCESS
COST/ BENEFIT
TIME H
ORIZON
SOCIAL RISK
HUMAN
RESOURCE
Low
High
Long
Short

27. ALTERNATIVE ANALYSIS Option 1
Limited to formulate policies/ guidelines for managing local & different stakeholders towards addressing pollution in Bishnumati River while on the other hand chances of success is low if implementation is not properly managed
Option 2
involves the different stakeholders & locals occupying the adjoining area, getting into the grass root level & their motivation are comparatively higher than option 1. However, chance of success is high since it involves the participatory approach
Option 3
Option 3 is the combination of option 1 & option 2, though the cost of implementation is high, the probability of success is also high.

28. DEFINING THE MAIN PROJECT ELEMENTS1.
GOAL
2. PURPOSE
3.OUTPUT
Better Living
Environment
Minimizing River
Pollution
Clean River
Revival of Aquatic
Life
High land value in
the surrounding Area
Reestablishing of the
cultural values
Monitoring by Municipality

29. DEFINING THE MAIN PROJECT ELEMENTS
4.ACTIVITIES
5.INPUTS
Policy making with
the grass route level
Undertake awareness
program for proper
waste disposal
Proper drainage
network
Proper treatment of
sewerage before
disposal Co -
ordination among
individual CBO,
INGO, NGO etc
Funds for training ,
construction
and
awareness programs.
operation of local
community and
general public.
Formulating
implement able
policies

30. DETERMINING THE ASSUMPTION1.
GOAL
ASSUMPTION
2. PURPOSE
3.OUTPU T
Better Living
Environment
Min
imizing River
Pollution
Clean River Re
vival of Aquatic
Life
High land value in
the surrounding Area
Reestablishing of the
cultural values
River will continue to
serve as life
supporting elements
Proper sewerage and
solid waste disposal.
Implementation of
planning and building
bye -
laws by
Municipality.
Monitoring
by Municipality
Disposal
of treated
sewerage Co
ordination among
local bodies
Municipal staffs are
motivated due to
better remuneration
Interest of indigenous
people in continuing
their cultural practice

31. DETERMINING THE ASSUMPTION
4.ACTIVITIES
ASSUMPTION
5.INPUTS
Policy making with
the grass route level
Undertake awareness
program for proper
waste disposal
Funds for training
and awareness
programs. Co -
operation of local
community and
general public.
Formulat
ing
implement able
policies
Interest of local
people for better
environment
Strict implementation
& monitoring of
Building Bye Law
Stable political
Local community co
ordination
Human as well as
financial resources
available
Proper drainage
network
Proper treatmen
t of
sewerage before
disposal

32. ESTABLISHING THE INDICATORS1.
GOAL
INDICATORS
ASSUMPTION
2. PURPOSE
3.OUTPUT
Better Living
Environment
Minimizing River
Pollution
Clean River
Revival of Aquatic
Life
High land value in
the surrounding Area
Reestablishing of the
cultural values
River will continue to s
erve as life
supporting elements
Proper sewerage and
solid waste disposal.
Implementation of
planning and building
bye -
laws by
Municipality.
Monitoring
by Municipality
Disposal of treated
sewerage Co
ordination among
local bodies
Municipal staffs are
motivated due to
better remuneration
Interest of indigenous
people in continuing
their cultural practice
Reduction in air and
water pollution
Decrease in health
hazard.
Increase in economic
activities
Increase in numb
er of
pilgrims
Better surrounding
environment
Emergence of aquatic
life

33. ESTABLISHING THE INDICATORS

34. Summary Good planning with an efficient tool such as the LFA
Planning is a process , a participatory approach
Define SMART objectives including monitoring tools such as indicators & source of verifications
Specify activities
Make a risk analysis & risk management plan
Set aside time, resources and skills for planning & monitoring
Responsible monitoring persons
Analysing data & learning from results
Dissemination of results to relevant stakeholders
Good project management skills helps

35. How strategic planning and
monitoring works depends on its users, on us!