1. Leonellha Barreto Dillon, seecon gmbh
Logical Framework
Leonellha Barreto Dillon, seecon gmbh

2. Copy it, adapt it, use it – but acknowledge the source!
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Copy it, adapt it, use it – but acknowledge the source!
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3. What is a Logframe?
A logical framework (or logframe) is a management tool that assists in project design by clearly stating the key components, how the project is expected to work and how success will be measured
The Logical Framework Approach (LFA) is an analytical process and set of tools used to support project planning and management. According to the World Bank (2000), “the Logical Framework has the power to communicate the essential elements of a complex project clearly and succinctly throughout the project cycle. It is used to develop the overall design of a project, to improve the project implementation monitoring and to strengthen periodic project evaluation”. It provides a set of interlocking concepts which are used as part of an iterative process to aid structured and systematic analysis of a project or programme idea (EUROPEAN COMMISSION 2004).
LFA is best started early in activity design, and should be thought as an ‘aid to thinking’. It allows information to be analysed and organised in a structured way, so that important questions can be asked, weaknesses identified and decision makers can make informed decisions based on their improved understanding of the project rationale, its intended objectives and the means by which objectives will be achieved (EUROPEAN COMMISSION 2004). A frequent problem with the application of the Logframe approach is that the planning process and the preparation of the matrix are carried out separately from the project proposal or the budget, resulting in inconsistencies between the contents of the Logframe matrix and the description of the project contained in the narrative of the main documents. Therefore, the application of the LFA should come first, and then provide the needed information for completing the other required documents.

4. The Logframe Matrix Project Structure Indicators of performance
First step: Top-Down
Project Structure
Indicators of performance
Means of verification
Risks and Assumptions
Goal
Purpose
Outputs
Activities
The product of this analytical approach is the Logframe (the matrix), which summarises what the project intends to do and how, what the key assumptions are, and how outputs and outcomes will be monitored and evaluated.

5. A Hierarchy of Objectives
Goal – greater why
The long-term impact of the project
Purpose – why
What we hope to achieve – the immediate impact of the project
Outputs – what
Specific results produced by activities. The TOR & deliverables
Activities – how
Units of work undertaken to produce outputs

6. Goal of the Project
It is a long term goal (mostly at the national level) this particular project together with other projects contribute to its achievement
Example:
improving the quality of life in the community Z
The goal is defined as “it contributes to …”

7. Goal of the Project (cont.)
Tips for Setting a Project Goal
There should be only one goal per project.
2. The goal should be connected to the vision for development.
3. It is difficult or impossible to measure the accomplishment of the goal using measurable indicators, but it should be possible to prove its merit and contribution to the vision.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

8. Purpose of the Project
The objectives should address the core problem in terms of the benefits to be received by the project beneficiaries or target group as a direct result of the project. A project will likely have multiple objectives.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.
Characteristics:
Specific
Measurable
Applicable
Realistic
Timely

9. Purpose of the Project (cont.)
Requirements of drafting the project objective:
percentages or figures
place specified
target group specified
time-specific
positive desired state
Example:
Increase the number of families from village Z in quantity X who live in a clean garbage-free environment within Y years.
Improve the water supply in quantity X and quality Y for the population of village Z in the next N years.

10. This is what the project team is promising to deliver.
Outputs of the Project
Results describe the services or products to be delivered to the intended beneficiaries.
This is what the project team is promising to deliver.
The results are more detailed than the objectives and the goal, and should be possible to measure through the use of objective indicators.
SOURCE: NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe.

11. Outputs of the Project (cont.)
Example of outputs:
Increase number of families living in a clean garbage-free environment.
•Increased number of households connected to the water supply system; and
•Increased number of water taps in the village.
An indicator is the signal indicating the achievement of the set goal.
Example:
-Number of new water taps in the village

12. Activities of the Project
The tasks to be undertaken to achieve the aspired results.
Activities:
…are linked to specific outputs
… are usually specific tasks that are allocated to individuals or groups
… be designed having regard to the skills and expertise of the agency and stakeholders
… should be listed in chronological order under each output in the logframe
“Activities are defined using an action verb in a present tense, eg. Design, draw up, search, construct…”

13. The Logframe Matrix Project Structure Indicators of performance
Second step: Work Across
Project Structure
Indicators of performance
Means of verification
Risks and Assumptions
Goal
Purpose
Outputs
Activities
Objectively verifiable indicators of achievement: starting either from the top to the bottom of the hierarchy of the objectives, begin to work across the Logframe identifying the Objective Verifiable Indicators (OVI) for measuring the progress in terms of quantity, quality and time (or QQT). There are two kinds of indicators: -Impact indicators: related to the overall goal, helps to monitor the achievement and the impact of the project. Example: “Incidence of water borne diseases, skin infections and blood disorders caused by heavy metals, reduced by 50% by 2008, specifically among low income families living along the river”. -Process (our outcome) indicators: related to the purpose and results. These measure the extent to which the stated objectives have been achieved. Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated sewerage; reduced by 25% (compared to levels in 2003) and meets established national health/pollution control standards by end of 2007”.
Sources and means of verification: the source of verification should be considered and specified at the same time as the formulation of indicators. This will help to test whether or not the indicators can be realistically measured at the expense of a reasonable amount of time, money and effort. The SOV should specify how, who and when the information will be gathered.

14. Indicators of performance
Indicators allow to measure the progress in terms of quantity, quality and time.
-Impact indicators: related to the overall goal, helps to monitor the achievement and the impact of the project.
Example: “Incidence of water borne diseases, skin infections and blood disorders caused by heavy metals, reduced by 50% by 2020”.
Objectively verifiable indicators of achievement: starting either from the top to the bottom of the hierarchy of the objectives, begin to work across the Logframe identifying the Objective Verifiable Indicators (OVI) for measuring the progress in terms of quantity, quality and time (or QQT). There are two kinds of indicators: -Impact indicators: related to the overall goal, helps to monitor the achievement and the impact of the project. Example: “Incidence of water borne diseases, skin infections and blood disorders caused by heavy metals, reduced by 50% by 2008, specifically among low income families living along the river”. -Process (our outcome) indicators: related to the purpose and results. These measure the extent to which the stated objectives have been achieved. Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated sewerage; reduced by 25% (compared to levels in 2003) and meets established national health/pollution control standards by end of 2007”.
-Outcome indicators: related to the purpose and results.
Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated sewerage; reduced by 25% (compared to levels in 2010) and meets established national health/pollution control standards by end of 2015”.

15. Define the means of verification
What are the sources of information/data to verify outcomes and accomplishments?
These may include:
Publications;
Surveys;
Project notes, minutes, reports and records;
Photographs, tapes, videos etc.

16. Identify important assumptions/risks
Conditions which are important to the outcome of the project but may not be controlled by the project
May be external to the project
Important to the project success
Closely related to sustainability issues

17. Indicators of performance Means of verification Risks and Assumptions
Third step: bottom - up
Project Structure
Indicators of performance
Means of verification
Risks and Assumptions
Goal
Purpose
Outputs
Activities If
and
Assumptions: reflecting up from the bottom of the Logframe, consider how, if each assumption holds, it will be possible to move to the next stage of the project. Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers. Assumptions are usually progressively identified during the analysis phase. The analysis of stakeholders, problems, objectives and strategies will have highlighted a number of issues (i.e. policy, institutional, technical, social and/or economic issues) that will impact on the project ‘environment’, but over which the project may have no direct control. In the case of the river water pollution example, important assumptions might include issues related to: 1) Rainfall and river flow (beyond the project’s control, but potentially critical in terms of changes in levels/concentration of pollutants found in the river); 2) Householders and businesses willingness to pay for improved sewerage connections.
then

18. References
EUROPEAN COMMISSION (2009): Guide to Financial Issues relating to FP7 Indirect Actions. Seventh Framework Programme. URL: ftp://ftp.cordis.europa.eu/pub/fp7/docs/financialguide_en.pdf
[Accessed: ]
METHOD123 (2003): Project Management Guidebook. URL: [Accessed: ]
NEBIU, B. (2002): Developing Skills of NGOs, Project Proposal Writing. Szentendre: The Regional Environmental Centre for Central and Eastern Europe. URL:
[Accessed: ]
NETSSAF (2008): The NETSSAF Participatory Planning Approach. A Tutorial for Sustainable Sanitation. URL: [Accessed: ]
PHILIP, R., ANTON, B., BONJEAN, M., BROMLEY, J., COX, D., SMITS, S., SULLIVAN, C. A., VAN NIEKERK, K., CHONGUIÇA, E., MONGGAE, F., NYAGWAMBO, L., PULE, R., BERRAONDO LÓPEZ, M. (2008): Local Government and Integrated Water Resources Management (IWRM) Part III: Engaging in IWRM – Practical Steps and Tools for Local Governments. Freiburg: ICLEI European Secretariat GmbH.
PPIAF –PUBLIC-PRIVATE INFRASTRUCTURE ADVISORY FACILITY- (2010): What are Public-Private Partnerships. URL: [Accessed on ]
SONI, P. (2005): Solution Exchange for WES-NET India. WES-NET India -Water & Environmental Sanitation Network-. URL:
[Accessed on ]
TRÈMOLET, S., PEREZ, E. and KOSLKY, P. (2007): WSP Sanitation Financing Study. Methodological Note. URL: 18

19. “Linking up Sustainable Sanitation, Water Management & Agriculture”
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