LogFrame Development

Workshop
LogFrame
THE BIG PICTURE
  A management tool for planning,
AM E implementing, and monitoring and
OG FR evaluating a project (or program).
L RIX
MA T

 A systematic way of testing causality (if-

then logic)
LogFrame stands for
Logical Framework  A way of representing logic arising from
problem and partner and power
analysis

 A foundation for monitoring and

evaluation

 A tool for developing consensus and

communicating a project/program theory
Why do we need a LogFrame?
 Communication Tool: To show what activities we will do,
and what results we are planning to achieve (in the next 5
years).
 Thinking Tool: To prepare a systematic and logical activity
design for the Area Development Programme (= hierarchy
of activities, outputs, outcomes, project goal, programme
goal). To show the means by which the desired ends of the
project are expected to be achieved.
 Monitoring and Evaluation Framework: The LogFrame
provides a basis for developing monitoring and evaluation
tools.
 Budget: The LogFrame provides a basis for developing the
project budget.
Pitfalls

 LogFrame and not LockFrame

 Flexibility to add additional
activities, remove and replace
activities
 Flexibilityto add outputs (in
consultation with provincial
team leader and Support Offices)
Structure of the
LogFrame Worksheet
 Different sheets are linked with each other
 LogFrame (data entry sheet)
 LogFrame condensed (automatically produced)
 M&E Plan
 Indicator Tracking Table

 Implementation Plan
 LogFrame
A DETAILED PICTURE - TECHNICAL DETAILS
(1) Hierarchy

 Most organizations and donors have their own terms

used to describe the hierarchy of objectives. WVDF is
following the hierarchy of objectives proposed by LEAP
LEAP LogFrame Terminology

Programme Goal

Project Goal

Outcomes

Outputs

Activities
HIERARCHY OF OBJECTIVES
Hierarchy of Indicators Means of Assumptions
Objectives Verification

If the OUTCOMES are accomplished;

Goal
Then this should contribute to the overall goal

If OUTPUTS are produced;

Outcome(s)
Then the OUTCOMES are accomplished

If the ACTIVITIES are conducted;

Outputs
Then OUTPUTS can be produced

If adequate RESOURCES are provided;

Activities
Then the ACTIVITIES can be conducted
HIERARCHY OF OBJECTIVES
Hierarchy of
Objectives Descriptions
The broad development impact to which the project contributes – at a
program (transformational) or project level (specific) level
Goal
Statement Wording: “Sustained well-being…”
DESTINATION

The development outcome at the end of the project – more specifically

the expected benefits to the target group(s) – Usually sector oriented!
Outcome(s)
Statement Wording: “Increase, improve, etc.”
INFINITIVE

The direct/tangible results (goods &services) that the project delivers,

and which are largely under project management control
Outputs Statement Wording: “delivered/produced/conducted, etc.”
FUTURE

The actions that need to be carried out to deliver the planned outputs
Statement Wording: “train, design, renovate, research, etc.”
Activities
PRESENT
 MAPPING THE HIERARCHY OF OBJECTIVES

Coding is very
Think of important.
this PROGRAM 1st : Outcome
program GOAL 2nd : Output
logic as 3rd: Activity
a results
chain or
impact
Outcome 1. Outcome 2.
chain.

Output 1.1 Output 1.2 Output 2.1 Output 2.2

Activity 1.1.1 Activity 1.2.1 Activity 2.1.1 Activity 2.2.1

Activity 1.2.2 Activity 2.1.2 Activity 2.2.2
Activity 1.1.2 Activity 2.1.3
Activity 1.2.3 Activity 2.1.3
5 columns

(1) Hierarchy, (2) Objective, (3) Indicator,

(4) M.O.V., (5) Assumption
LogFrame Numbering Scheme

OVERALL PROGRAMME GOAL

Logframe Numbering
Project 1 Goal

Outcome 1.1 Outcome 1.2

Output 1.1.1 Output 1.1.2 Output 1.2.1 Output 1.2.1

Activity Activity
1.1.1.1 1.1.1.2
LogFrame Puzzle – STEP 1

LogFrame Hierarchy
 (2) Objectives
Objectives in the LOGFRAME deal with the following questions:
 What do we want to do?
 What do we want to achieve?
 The PROGRAM GOAL is the overall
G RAM objective, which will describe the intended
PRO longer-term change of a situation in which
O AL
G
all other development actors or
stakeholders have a share.

The PROGRAM GOAL indicates the contribution of

the programme to the improvement of society as a
whole
The PROGRAM GOAL is the long-term vision we want
to achieve with the programme

Examples:
 To help communities avoid hazards and mitigate their
potential impacts by reducing vulnerabilities &
exposure, and enhancing capacities of communities
 To contribute to restore and improve facilities,
livelihood and living conditions and organizational
capacities of affected communities, and reduced
disaster risks in accordance with the “building back
better
PROJECT GOALS
 PROJECT GOALS are often seen as sectoral targets to
which the project contributes (e.g. to improve income, to
improve health, to improve food security)
 PROJECT GOALS are long-term, to be achieved after
sufficient time
 The project under the area program is not solely responsible
to achieve this target. PROJECT GOALS might be achieved
beyond the life of the project
 There shouldn’t be more than 5 project goals in an area
program
Phrasing: Use infinitive verbs to indicate that the project goal
is an aim rather than something we can deliver on our own: to
improve, to increase, to decrease.
 OUTCOMES are benefits and changes (for
individuals or groups) to which people have
COME
OUT CTIVES access and that come about due to combined
OBJE achievements on a lower level (called outputs).
Outcomes are mostly about changes in behavior,
practices or attitudes based on newly gained
knowledge or access to improved services and
facilities.

 OUTCOMES are immediate results to be achieved by the

project within its lifetime (i.e. by the final day of the project).

 In an ADP, Project OUTCOMES are evaluated every 5 years

Examples:
 Improved animal  There can be more than one OUTCOME for a Project, however
husbandry/improved crop it is recommended not to have more than 3
production
 Access to high quality OUTCOMES
kindergarten is increased  Phrasing: Use verbs in the past tense to describe OUTCOMES:
 Improved quality of local health improved, increased, operational, implemented
care services  Hot Tip: OUTCOMES often refer to increased capacity,
 Improved diarrhoea increased access to resources/ services, changes in people’s
behaviour and practice
management
 OUTPUTS the tangible products/services
delivered as a consequence of implementing one
T P UT
OU CTIVES or more activities. Outputs are a measure of
OBJE efficiency and contribute to achieving an
outcome provided the assumptions made hold
true.
OUTPUTS are the goods and services
produced or delivered by the Project and
relate to the achievement of particular groups
of Activities in the project

Measuring outputs does not mean counting activity

Note: Outputs and the related
activities need to be monitored
targets, but finding out whether the activities have
regularly. Key question to be actually addressed causes of the problems.
answered include: Has the
activity been implemented as If the lack of knowledge is a cause of low
planned ? Has the activity productivity, a knowledge change MUST come prior
actually led to the expected
output? to a behavior change.
OUTPUTS
 Phrasing: Use verbs in the past tense to describe
outputs: improved, constructed, operational,
implemented
 Hot Tip: OUTPUTS often refer to increased
knowledge, increased skills, increased awareness

Examples:
 Healthworkers knowledge on maternal health issues
increased
 Kindergarten renovated and handed over to the MoE
 Improved knowledge on sheep breeding
 An ACTIVITY is an action taken requiring inputs
(human, technical, material and time resources) and
IVITY means (funds) in order to produce a specific output.
ACT

ACTIVITIES are the means to

translate Inputs into Outputs in the
project context. They are what we
actually do
ACTIVITIES show what we do to
achieve the outputs
Phrasing: Use verbs to describe
what you are doing: train, provide,
produce, conduct, establish, install,
and deliver
ACTIVITIES

 Examples:
 To train health workers on TB detection
techniques
 To renovate a kindergarten

 To train lead farmers on animal husbandry

 Note: Only key activities appear in the LF Matrix and related
documents, all the small tasks e.g. for conducting a training
(book venue, purchase material, engage trainer, write
invitations) do not enter in the LF Matrix but should be done
in a detailed resource schedule (which means listing down all
activities and related tasks and calculating how much each
activity will cost; including a share of admin. costs).
 *We use the Activity Based Costing (ABC), usually
only those activities that warranty costing are doing to
show linkage to results chain.
QUIZ – Project Goal,
Outcome, Output or Activity? (1)
 Train Village Health Workers on malaria prevention
techniques
 To improve community capacity and resilience to
disasters
 Increased awareness of the importance of child
participation among parents and Village Development
Committees
QUIZ – Project Goal,
Outcome, Output or Activity? (1) – Correct Answers

 Train Village Health Workers on malaria prevention

techniques
ACTIVITY
 To improve community capacity and resilience to disasters
PROJECT GOAL
 Increased awareness of the importance of child
participation among parents and Village Development
Committees
OUTPUT
QUIZ – Project Goal,
Outcome, Output or Activity? (2)

 To reduce mortality in children U5

 Increased awareness about hygiene
 ADP activitieseffectively planned, implemented and
monitored by ADP staff and government counterparts
QUIZ – Project Goal,
Outcome, Output or Activity? (2) – Correct Answers

 To reduce mortality in children U5

PROJECT GOAL
 Increased awareness about hygiene
OUTPUT
 ADP activities effectively planned, implemented and
monitored by ADP staff and government counterparts
OUTCOME
QUIZ – Project Goal, Outcome, Output or
Activity? (3)

 Increased access to education

 Build irrigation system for rice
 Improved access to nutrition related knowledge for
mothers and caregivers
QUIZ – Project Goal, Outcome, Output or
Activity? (3) – Correct Answers

 Increased access to education

OUTCOME
 Build irrigation system for rice
ACTIVITY
 Improved access to nutrition related knowledge for
mothers and caregivers
OUTPUT
LogFrame Puzzle – STEP 2

Add Project Goal, Outcomes,

Outputs and Activities
Indicators
 Indicators are the measure of success – they
tell us how we will know that we’ve achieved
our Outputs, Outcomes and Goals
 According to M & E approaches, we have to
develop indicators for the goal(s), for outcomes
and outputs
 There are no indicators for activities
 There should be no more than two indicators
for each project goal, outcome or output
 Indicators
Measurable evidence
of meeting a goal.
Indicators are visible
signs that
demonstrate that
results are achieved.
 H A RA CT ER ISTICS
C For each indicator, the following should be
RS
OF INDICATO determined:
 Population is the group that you are
Specific measuring, such as a program’s
clients.
Measurable  Target refers to how many do we
Achievable expect will succeed
 Threshold represents the minimum
Realistic for the outcome to be successfully
Time- achieved.
 Timeline refers to by when does this
bound
outcome need to happen
Outcome 1 Long-term employment at a livable wage for domestic
violence survivors
Indicator Employment
Population Program graduates
Threshold Remain in job at least 6 months and earn at least $12 per
hour
 SMART Indicators (1)
Good Indicator should meet a number of criteria referred to as SMART. They have to
be:
- Specific
- Measurable
- Achievable
- Realistic
- Timely
SMART Indicators (2)

 Specific – Key indicators need to be specific and to relate to

the conditions the activity seeks to change. An indicator is
specific (or valid) if it closely tracks the result it is intended to
measure.
OUTPUT INDICATOR

GOOD Additional ha of rice fields

EXAMPLE irrigated
- specific
Improved irrigation systems
BAD EXAMPLE
Household income
- not specific

Explanation: Household income is influenced by many other

factors beside of improved irrigation systems
SMART Indicators (3)

Measurable – An indicator is measurable if it is unambiguous about:

- What is being measured and
- What data are being collected.
- Measurable Indicators have clear operational definitions that are
independent of the person conducting the measurement.

PROJECT GOAL INDICATOR

GOOD EXAMPLE % of households having enough

- measurable rice for the whole year
To improve food security
BAD EXAMPLE
- difficult to % of households having good food
measure

Explanation: It is difficult to come up with a general definition of

good food
SMART Indicators (4)

Attainable/ Achievable – The indicator (or information) must

be attainable at reasonable cost using an appropriate collection
method.

OUTCOME INDICATOR

GOOD EXAMPLE Ownership of durable assets

- achievable (motorbike, TV, fridge, fan, […])
Income generation increased
BAD EXAMPLE
Average household income in kip/
- difficult to USD
achieve

Explanation: Household assets are fewer and easier to measure

than household income. Asset data are less likely to contain
reporting bias.
SMART Indicators (5)

Relevant – Indicators should be relevant to the management

information needs of the people who will use the data.

OUTCOME INDICATOR

GOOD EXAMPLE
% of children under 5 contracting
- relevant for a
malaria within the last year
rural ADP Improved health status in
BAD EXAMPLE children under 5 years old
# of children under 5 who were
- not relevant for a injured in traffic accidents
rural ADP
SMART Indicators (6)

Timely – Information on an indicator needs to be collected and

reported at the right time to influence many management
decisions. Data need to be available on a frequent enough basis to
inform regular program management decisions.
OUTCOME INDICATOR

GOOD EXAMPLE
- timely Prevalence of underweight
information children under five years of age
available Improved nutrition and health
status in mothers and children
BAD EXAMPLE under 5 years old
- timely Maternal Mortality Rate
information might Child Mortality Rate
be not available

Explanation: Maternal Mortality Rate is only measured every 5-10 years

  Indicators should only state what will be
measured – i.e. they should not include
elements of the baseline or target.
S ON  The rule is that each Indicator you choose
TIP TORS
D IC A to measure your objectives must be
IN
verifiable by some means. If not, you
must find another indicator.

Indicator Under-five mortality falls by at least 5%

points by 2020
Indicator Under-five mortality

Indicator 50% increase in outpatient utilisation rate in

targeted areas by 2020
Indicator Outpatient utilisation rate in targeted areas
LogFrame Puzzle – STEP 3

Add Indicators for Project Goal,

Outcomes and Outputs
  The means of verification
ANS OF
ME ATION tell us where we should
IC
VERIF obtain the data necessary to
prove the objectives defined
by the indicator has been
reached.
 Most of the information
would be available from
network reports, progress
reports, survey reports and
monitoring and evaluation
reports.
Means of Verification [MOV] (3)

Means of Verification tell us where and when to collect

the data we need to verify the indicators
Possible sources of information are:
 Baseline survey
 Records of Government agencies
 Minutes of meetings
 Project/ Programme records
 Focus Group Discussion
 Field Observation
 PLA tools
LogFrame Puzzle – STEP 4

Add Means of Verification

 P T IONS
ASSUM

 Conditions or resources that are needed

for the success of the program, and that
you believe will not be problematic.

 An assumption is an important events,

conditions or decisions beyond the project’s
control, which are necessary to produce
required outputs, outcomes, and goals.

 An Assumption is a positive statement of a

condition that must be met for the project’s
objectives to be achieved.
 Results from stakeholder analysis are
inputs in determining assumptions.
 M PT IONS
ASS U
 How to identify an assumption ?
Assumptions can be identified by asking the following questions:
 What else must happen so that the next higher level of objective
will be realized?
 Whom (e.g. other NGOs. Government) do we depend on regarding
certain services/inputs without which we will not be successful ?
 What could prevent us from achieving the objectives at the next
level?
How to analyse assumptions ?
• Identify key assumptions
• Analyze their importance to project success
• If important include AND if not important do not include in the
Logframe.
• Analyze the probability of holding true (if likely to become true do,
if unlikely do not include in the logframe)

*For each assumption made, there is the probability that something

may jeopardize the integrity of the design and performance of the
project. In other words, there is a risk that some assumptions will not
Examples of External Assumptions
and Risks (A Tuberculosis Intervention)
External Assumptions : External Risks :

 Stable government  Coup or fraudulent elections

 The international supply of TB  Takeovers bring the price much

drugs remains stable higher than anticipated

 DOH provides medical  Medical technologists refuse to

technologists to head validation remain in regions
center

 Public and private sector  Private sector involvement is weak

involvement in pilot-testing of TB in and disoriented
children

*As a guide, the logframes deal with external

assumptions!
Causality Relationship
• Activity + Assumption = Output
• Output + Assumption = Outcome
• Outcome + Assumption = Goal

Examples of vertical logic

IF we submit a high-quality proposal to a donor (output)
AND assuming funding is approved (assumptions)
THEN the planned resources will be obtained (outcome)
Vertical Logic of the LogFrame

Programme
Goal
3
Project Goal Assumption
2
Outcome Assumption
1
Output Assumption
Only if certain assumptions hold true, a project can be
successful. However, the project has no direct control over
the assumptions.

Output(s) + Assumption = Outcome

OUTCOME: Key condition
Better health over which an
status for the poor organization has
little or no
control
OUTPUT 1: ASSUMPTION:
Improved immunization
DoH continues
status supporting vaccines
for children under five for children in Area
programs
Examples of assumptions:
• Political and economic stability
• Average climatic conditions
Useful Tips
• “Eighty percent of unsuccessful projects fail due to poor objectives and
misleading or insufficient assumptions . . . Not because of poor
implementation.” World Bank

• Understanding the vulnerability context

Refer to the DfID Sustainable Livelihood Framework

• Being aware of external contexts, especially:

Political Issues (local and national)
Climatic changes

• As a guide, assumptions are positive and risks are negative;

• Assumptions MUST be monitored, to ensure necessary adjustments;

Partners' contributions must be included under assumptions.
LogFrame Puzzle – STEP 5

Add Assumptions
Outcome or Output?

It is often difficult to make a distinction between outcomes and

outputs
The following two models illustrate the difference:
Model 1 - Limits of Control and Accountability
Model 2 – Behaviour Change Continuum
 Activities
Within the direct
control of the area
program/project
Outputs
Decreasing control

Condition at
the end of the
program/project, Outcomes
attainment also depends
on factors beyond
the project’s control
What the project
is
Goal
contributing
towards
and Accountability (1)
The Limits of Control
The Limits of Control
and Accountability (2)

To improve health status of children

Goal and women of reproductive age in
target villages

Improved prevention and treatment of

Outcome communicable diseases
Decreasing control

Output Improved access to latrines

Set up revolving loan fund for latrines

Activities
Train villagers
 The Behavior Change Continuum (2)
Organization's
Program Areas Villagers

Remind about benefits

People sustain
of toilets
new behavior
(e.g. always use toilets)
OUTCOME
Provide information on
correct use of toilets People try new behavior
Emphasize benefits of (e.g. start to use toilets)
toilets

People are motivated to change

Provide incentives to their behavior
change behavior
(e.g. construction
material to build toilets) People are aware, concerned, knowledgeable
about water pollution OUTPUT

Raise awareness on
possible risks, People are unaware (e.g. don’t know that open defecation
recommend a solution leads to water pollution and illness)