Results-Based

Management:
Logical Framework Approach

1
RBM and Logical Framework Approach (LFA)
2

 The LFA is an RBM tool used for systematic planning,

implementing, monitoring, and evaluating projects/
programmes.
The Logical Framework
Approach will help you answer
the following important
questions:
 WHY ?

 WHY is the project important?... (i.e.

the problems that you want to tackle and
their gravity)
 WHO ?

 WHO will benefit?... (i.e. the group of people

targeted by your project: numbers, location, socio-
economic status, etc.)

 WHO are involved with the problem targeted?...

(i.e. any individuals, groups of people, NGOs, CBOs,
institutions, public bodies or companies who have an
interest in the success or failure of the project)

 WHO could assist you?... (i.e. particular groups of

people, NGOs, CBOs, institutions, public bodies,
companies)
 WHAT ?

 WHAT will the project consist of?....

(i.e the actions, activities and structures
you want to implement in order to
effectively root out the problems
identified)
 HOW ?

 HOW will you proceed?... (i.e. planning

of the costs, timeframe & management)

 HOW will you verify progress?... (i.e.

assessing to what extent the various
actions planned are having the impact
anticipated)
 WHAT IS A LOGIC MODEL?

A Logic Model is a simplified model of an

intervention that indicates how and why you
believe your programme will work – what the
relationship is among the resources you have to
deliver the programme, the activities you will do
and the outcomes or changes/effects that you
hope to achieve
 THE LOGIC MODEL

Program Goal: overall aim or intended impact

Resource Activities Outputs Outcomes

s The The benefits
The actions
The that the measurable to clients,
inputs program products of communities
dedicated takes to a program’s , systems, or
to or achieve activities organization
consume desired s
d by the outcomes
program

How? Why? So what?

Resource Activities Outputs Outcome
s s

Certain IF you have IF you can IF you have

resources access to accomplish delivered the
are needed them, THEN these services as
to run your you can activities planned
program accomplish THEN you THEN there
your will have will be
activities delivered benefits for
the services clients,
you planned communities,
systems or
organizations
WHAT DOES A LOGIC MODEL LOOK
LIKE?

There are various forms that a Logic Model

can take. There is no single way to create a
Logic Model. Where you start and what
your Logic Model looks like often depends
on the developmental stage of the
programme, the capacity of staff or their
experience with working with logic models.
 WHAT DOES A LOGIC MODEL LOOK
LIKE?

Graphic display of boxes and
arrows; vertical or horizontal

Relationships, linkages

Any shape possible

Circular, dynamic

Cultural adaptations; storyboards

Level of detail

Simple

Complex

Multiple models

Multi-level programs

Multi-component programs

12
University of Wisconsin-Extension, Program Development and
Evaluation
 LOGIC MODEL: EXAMPLE 3

Goals and

objectives

Resources Activities
Outputs

What you need to carry What you do with What the activities
out the activities you the resources you produce e.g.
have planned have services or products

Outcomes I mpact

What you expect to The fundamental,

happen as a result of lasting long-term
the outputs – short and changes you are
long-term benefits for seeking
the target group
LOGIC MODEL: EXAMPLE 4

Causal Problem

factors

The factors you believe are A current condition perceived as

causing or producing the harmful to a client system. A
problem, e.g. inadequate comprehensive description of the
training of educators environment, resources, behaviours,
attitudes, or attributes which are
problematic.

Goals and

obj ectives

Resources Activities
Outputs

What you need to carry What you do with What the activities
out the activities you the resources you produce e.g.
have planned have services or products

Outcomes I mpact

What you expect to The fundamental,

happen as a result of lasting long- term
the outputs – short and changes you are
long- term benefits for seeking
the target group

I ndicators Measures

Concrete and measurable “signs” that How we gather evidence of outcomes/

the outcomes have been realized, e.g. Methods of measuring, observing or
scores on a test are “indicators” of assessing indicators, e.g. tests,
improved understanding questionnaires, interviews
 LOGIC MODEL: EXAMPLE 1
And then eventually this happens OUTCOMES

And then this happens

And then this happens

We do this ACTI VI TY
 Target group =
GET AHEAD LOGIC MODEL Maths educators in primary schools

CAUSES PROBLEM OBJECTIVES PROGRAMME OUTPUTS OUTCOMES

ACTIVITIES
Poor 1. Educators 1. To improve 1. Presenting 1. Inset 1. Educators
Maths lack adequate educators’ Saturday workshops workshops have
content (content) understanding on Maths content Improved
training of knowledge of of Maths . under-
8 x 4hrs = 32hrs per
educators Mathematics standing of
year.
2a. Work Maths
2. To improve 2a. Running work content
sessions
Poor 2. Educators educators’ sessions on knowledge
training in have teaching teaching 2b.
Classroom OR
Maths poor/inadequate methodo- methodology
teaching competence in logies in support Educators
12 x 1 hr = 12hrs
metho- teaching Maths materials have a better
dology Mathematicss 2b Providing under-
classroom support standing of
.
in teaching practice …
12 x 1hr = 12hrs 2. Improved
teaching
metho-
dologies in
Maths

Goal = To contribute to the professional development of Maths educators

by increasing their conceptual understanding of and teaching skills in Maths
 LOGFRAMES

The Logical Framework Approach (LFA) was developed by

Leon J. Rosenberg, under contract to USAID in 1969.

Practical Concepts Incorporated, a firm founded by

Rosenberg, then extended use of LFA to 35 countries. The
LFA is widely used by donor organizations like AUSAID,
GTZ, SIDA, NORAD, DFID, UNDP and EC.
 The Logical Framework Approach
20
(i)
Features of LFA :
• stakeholder involvement
• needs-based approach
• logical intervention approach
• framework for assessing relevance,
feasibility and sustainability
 The Logical Framework
Approach (ii)
Features of LFA :
• results-oriented – not activity driven
• logically sets objectives and their
causal relationships
• shows whether objectives have been
achieved: Indicators (for M&E)
• describes external factors that
influence the project’s success:
assumptions and risks
21
 LFA Key Features
Main steps:
• Context Analysis
• SWOT Analysis
• Stakeholder Analysis
• Problem Analysis – Problem Tree
• Objective Analysis – Objective Tree
• Logical Framework Matrix – 4x4 with 16
cells
• Activity Scheduling
• Cost Scheduling
• Monitoring and evaluation
22
Context Analysis
 Looks at the aspects external to the
project and organisation.
 Such aspects can be analysed using the
PESTLEG tool where P-Political E-
Economic S-Social T-Techinological L –
Legal E- Environmental/Ecological G-
Government/Governance
 Factors that affect the organisation and
project from an external view.
 SWOT Analysis (i)
24

Purpose:
 To assess the performance and capacity

of the participating units, divisions of

organization.
 Each participating unit has to undertake

SWOT analysis.
 SWOT Analysis (ii)
25

 SWOT analysis is a tool for institutional

appraisal and a brainstorming exercise in
which the representatives of the
organization participate fully.
 Stakeholder Analysis
26

Stakeholder is any individuals, group or

organization, community, with an
interest in the outcome of a
programme/project.
Stakeholder Analysis is determined by
either:
1. Power-Interest Grid
2. Stakeholder Analysis Matrix
 SWOT Analysis (iii)
SWOT stands for:
• Strengths - the positive internal
attributes of the organisation
• Weaknesses - the negative internal
attributes of the organisation
• Opportunities - external factors which
could improve the organisation’s prospects
• Threats - external factors which could
undermine the organisation’s prospects

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 Stakeholder Analysis
28

Purpose: To identify:

• The needs and interest of stakeholders

• The organizations, groups that should be
encouraged to participate in different
stages of the project;
• Potential risks that could put at risk
programme;
• Opportunities in implementing a
programme;
 Problem Analysis
Purpose:
- to identify major problems and their
main causal relationships.

Output:
problem tree with cause and effects

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 Steps in Undertaking Problem
Tree
30

1. Identify the major problems that the project will

address. State problems in negative manner.
2. Group problems by similarity of concerns.
3. Develop the problem tree:
a) Select a focal problem from the list and
relate other problems to the focal problem.
b) If the problem is a cause of the focal problem
it is placed below the focal problem
c) If the problem is an effect of the focal
problem is goes above
 Problem Tree
EFFECT

CAUSE

31
Fictional Case Study
 Ambroise is and impoverished area
facing a drugs and HIV/AIDS crisis. The
number of injected drug users has
exploded over recent months.

 As intravenous drug users tend to share

needles, and some have already been
diagnosed as HIV positive, the risk of
further increases is alarming.
 A local NGO is already active in the area.

 They have decided to team up with a

national NGO specialised in this field.
They must now identify the best course
of action.

 After brainstorming and analysing the

problems, they have formulated the
following Problem Tree:
 HIV/AIDS
EFFEC crisis
Problem Tree - Ambroise HIV/AIDS
T
& Drugs Project
Infected injected
drug users
affecting HIV/AIDS infection rising amongst
partners injected drug users & their
partners
Petty
crime
People share Number of injected
needles to drugs users has
use injected exploded
Infected drugs
injected
Frequent
drugs users
deaths by
unaware of
overdose
their positive
status
Few local addicts
undergo
rehabilitation

HIV/AIDS
Reaway & have
testing unit
limited hab
is located far
centrres are far
away & is
capacity
Low HIV/AIDS not well ID users unaware
awareness known they need
treatment

Poor Drugs awareness Sense of despair Many drug

Ineffective HIV/AIDS
coordination campaigns not + frustration + dealers
sensitisation
amongst reaching those at alienation operate in the
programmes
HIV/AIDS & risk (i.e. not done (especially area
drugs in their amongst youth &
prevention environment) redundant
service workers)
providers

UNEMPLOYMENT
CAUSE
 Analysis of Objectives

 Analysis of objectives is a methodological

approach employed to:
 Describe the situation in the future once identified
problems have been remedied
 Verify the hierarchy of objectives – determining
the results in their hierarchy i.e. Impact –
Outcome – Outputs - Activities
 Illustrate the means-ends relationships in a diagram.

 The ‘negative situations’ of the problem tree are

converted into solutions, expressed as ‘positive
situations’.
 Analysis of Objectives
36

 Transforming the problem tree into an

objectives tree by restating the problems
as objectives.
 Problem statement converted in to positive
statements
 Top of the tree is the end that is desired
 Lower levels are the means to achieving
the end.
How to Establish an Objective
Tree
 As with the problem tree, creating an objective
tree should ideally be undertaken as a
participatory group event, as per the following
steps:

 Reformulate all negative situations of the

problems analysis into positive situations that
are:
 Desirable
 Realistically achievable

 Check the means-ends relationships to ensure

validity and completeness of the hierarchy
(cause-effect relationships are turned into
 If necessary
 revise statements
 add new objectives if these seem to be
relevant and necessary to achieve the
objective at the next higher level
 set aside objectives which do not seem
suitable or necessary. You might find that they
belong elsewhere in the logframe to be
produced later in the process.
 Objectives Tree
*

Ends

Means
39
END HIV/AIDS crisis
under control Keep in Out
Crime
HIV/AIDS &
Prevention
Less infected injected Drugs
drugs users affecting Strategy
their partners
Prevention
HIV/AIDS infection
decreasing amongst Strategy
injected drug users & Petty crime decreasing
their partners

Reduced
incidence of Number of injected
needle sharing drugs users has
Increase in decreased
number of
infected injected
drugs users
Deaths by
aware of their
overdose
positive status &
less
living responsibly
frequent

Greater number of
local addicts undergo
rehabilitation

Improved
access to Improved access
HIV/AIDS to rehab
detection Increased awareness of
Improved tests injected drugs users
HIV/AIDS that they need
awareness treatment

More effective HIV/AIDS Better More effective drugs Increased Crackdown on

sensitisation coordination awareness campaigns community drug dealers
programmes amongst activities
HIV/AIDS &
drugs
prevention Reduced unemployment rate
service
MEAN providers

S
 The relationship between the problems tree and the
objective tree

41

PROBLEM TREE OBJECTIVE TREE

 Effects = Overall
Objective/Goal/Impact

 Focal problem =
Purpose/Outcome/Specific
Objective

 Causes = 1.Results/Outputs
2. Activities
 Strategy Analysis (i)
42

 The aim of strategy analysis is division of the

objectives tree into more consistent smaller
sub-units that may, compose the core for a
project.
 Each of the sub-units of the objective tree can
represent an alternative strategy for the future
project.
 The project objectives set the framework for
the strategy of the project.
 Strategy Analysis (ii)
43

Criteria for selection of the project strategy:

1. RELEVANCE: the strategy corresponds to the
needs of the stakeholders.
2. EFFECTIVENESS: the lower level objectives of the
strategy will contribute to achievement of the project
purpose
3. EFFICIENCY: cost-effectiveness of the strategy in
transforming the means into results.
4. CONSISTENT with development policies
5. SUSTAINABILITY of the project
6. ASSUMPTIONS and RISKS
 The Logframe Matrix
• The main output of the LFA is the logframe
matrix.
• The Logical Framework Matrix is used to
present information about project
objectives, outputs and activities in a
systematic and logical way.
• The basic Logframe matrix contains 16
cells organized into 4 columns and 4 rows,
as indicated in the next slide:
44
Activities versus Results
Completed activities are not results.
 e.g. a hospital was built, does not mean

that injured and sick people can be

treated in the hospital, maybe the hospital
has no water and the beds have not been
delivered.

Results are the actual benefits or

effects of
completed activities:
 e.g. Injured and sick people have access

to a fully functional health facility.

*
Matrix : Sequence of
completion
Intervention Objectively Source/Means Assumptions
Logic Verifiable of
Indicators Verification
Overall 8 9
objective 1
Purpose 2 10 11 7

Results 3 12 13 6

Activities 4 Means/Inputs Costs 5

14 15
Logframe Definitions
 Overall Objective(s)/Goal/Impact :
– The broad development goal(s) to which
the project contributes – at a national or
sectoral level. It is characterized by a
future improved situation, a positive
impact on the wider society.
 Overall Objective (s) are difficult to measure
 Speak to the change in the living conditions of
people over time.
 E.g. In a Health project which is trying to address
malnutrition in Dzivarasekwa– Overall Objective can
be: Improved quality of life of people aged 0-10 in
Project Purpose/Outcome :

 This is the focus of the project, i.e. the

development outcome at the end of the project – more
specifically the expected benefits to the target group(s).

 It is the consequence of the results described at the

level below. The purpose often describes a change in
the behaviour or attitudes of beneficiaries, can also be
change in policies by an institution caused by the
project’s results / outputs.
 Outcomes should be SMART where S-Specific M-
Measurable A- Attainable R – Realistic T – Time bound
 E.g. Malnutrition Problem: Increased access and uptake
of nutritional balanced diet by children aged 0-10 in
Dzivarasekwa by December 2025.
 Results/
Outputs :
 The direct/tangible results or outputs (goods and services)
that the project delivers upon completing activities, and
which are largely under project management’s control –
Outputs are realized by the project team and it has all the
control in making them happen since the team is involved
in carrying out the project’s activities.

 They are the results or products of the activities described

at the level below. Basically, results describe WHAT you
want the project to deliver.
 E.g. Nutrition Problem: 5000 children aged 0-10 in
Dzivarasekwa access supplemental feeding activities at
educational and health centres in the area by June 2021.
Activities:

 The tasks (work programme) that need to be

carried out to deliver each of the planned results.

 Activities define HOW the project team will

implement the project to achieve each of the
results in the logframe. The list of activities will
provide the basis for more detailed work plans.
 E.g. Nutrition problem: Supplemental feeding
activities in schools and health centres,
establishment of nutritional gardens, training
households on nutrition
 Objectively Verifiable
Indicators or OVIs

 OVIs describe the project’s objectives/results in

measurable terms (quantity, quality, time or QQT),
and hence help management keep the project on
track and on time.
 Indicators are pointers to the results. They show us

where the results are.

 E.g. Nutrition Problem:

@ Goal level: Number of deaths recorded due to

malnutrition
@Purpose Level: Percentage of children aged 0-10
taking up at least 3 meals a day.
@ Output/Result level: Number of children aged 0-10
fed with nutritional diet in Dzivarasekwa by….
Sources/Means of Verification (S/MOVs)

 SOVs 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 in terms of time, money and
effort.

 The SOV should specify:

 How the information should be collected
and/or the available documented source
 Who should collect/provide the information
 When/how regularly it should be provided
 Means of Verification
53

 Tools or means to obtain the information

required by the indicators
 Include:
 project documents
 field verification

 ad-hoc studies

 E.g. Nutrition problem:

@Impact level: Zimbabwe Demographic Health Survey

@ Purpose level: Local health records/Household surveys
@ Output level: Supplemental Feeding distribution lists.
ther terms that can be found in a logfram
 The means of verification of progress towards
achieving the indicators highlights the sources
from where data is collected. The process of
identifying the means of verification at this stage is
useful as discussions on where to find information
or how to collect it often lead to reformulation of
the indicator.
 Means/Innputs
The physical and non-physical resources or
inputs (human and material) that are
necessary to carry out the planned activities
and manage the project.
E.g. Vehicles, Funds, People, Equipment.

 Costs
The translation into financial terms of all the
identified means. These costs will be further
broken down and presented in the project’s
Pre-Conditions

 External factors that have to be present and

decisions that have to be taken before a
project can start up/ before activities of the
project commence.
 E.g. Nutritional problem: Provision of funds by
donors, Approval to implement by line
Ministries (Education and Health)
 E.g. Construction: Approval of construction
plan, Environmental Impact Assessment
report approved.
 Indicators (i)
• Indicators measure to verify to what extant
the results are achieved.
• Specify how the achievement of an objective
can be verified or demonstrated
• Provide a basis for Monitoring and Evaluation
• 3 Dimensions of Indicators
– Quantity
– Quality
– Time

57
 Indicators (ii)

58
 Indicators (i)
• Indicators measure to verify to what extant
the results are achieved.
• Specify how the achievement of an objective
can be verified or demonstrated
• Provide a basis for Monitoring and Evaluation
• 3 Dimensions of Indicators
– Quantity
– Quality
– Time

59
 Indicators (ii)

60
 Notes: Indicators and sources of
evidence
 Indicators are measures or signs of project impacts,
outcomes, outputs, and inputs (for measuring improvement
or success)
 Indicators organise information in a way that clarifies the
relationships between a project's impacts, outcomes,
outputs, and inputs.

Indicators must be
 Understandable – an indicator must be simple and easy for

everyone to understand.
 Reliable – people must trust the information that an

indicator provides.
 Measurable – it must be a measurable sign (even if only in

an index)
 Relevant – an indicator must fit the purpose you have it for

– help measure progress toward a goal, raise awareness

about a critical issue, or help local decision-making
regarding natural resource use, etc.
 Assumptions (i)
• Describe necessary internal and external
conditions in order to ensure that the
activities will produce results
• Assumptions are risks, which can
jeopardize the success of the project
• Are worded positively, i.e. they describe
circumstances required to achieve certain
objectives

62
 Assumptions (ii)
• Should be relevant and probable
• If an assumption is not important or
almost certain: Do not include
• If an assumption is unlikely to occur:
Killer assumption – abandon project

63
 Assumptions (iii)
• Example of Assumptions for the Goal
and Purpose:
– Political – stability of NSO and
government staff
– Economic – sustainable economy
– Etc.

64
 Assumptions (iv)
• Example of Assumptions:
– Adequate funds materials.
– Skilled people – training needs.
– Approvals & contracts – legal,
administrative.
– Participation of stakeholders.
E.g. Nutrition problem:
@Activity level: Funds will be available
@ Output level: Children fed can be able to report
signs of improved physical health standing
@Outcome level: Children continue to enjoy at least 3
meals a day for a period of time
65
 Overall
OVI for HIV/AIDS crisis Objecti
Project under control ve
Purpos
e
Project
Purpos
Less infected injected e
drugs users affecting
their partners HIV/AIDS infection
decreasing amongst
injected drug users & Petty crime decreasing
their partners Result

Result
Reduced
incidence of Number of injected
needle sharing drugs users has
Result Increase in decreased
number of
infected injected
drugs users
Deaths by
aware of their
overdose
positive status &
less
living responsibly
frequent

Greater number of
local addicts undergo
rehabilitation

Improved
access to Improved access
HIV/AIDS to rehab
detection
Improved tests Increased awareness of
HIV/AIDS injected drugs users
awareness that they need
treatment

More effective HIV/AIDS Better More effective drugs Increased Crackdown on

sensitisation coordination awareness campaigns community drug dealers
programmes amongst activities
HIV/AIDS &
drugs
prevention Reduced unemployment rate
service
providers
Note!
 Some results may not appear on the
Objectives Tree – they might only emerge
during the logframe process
 Analysing all the practical implications of
the goals set down in the Objectives Tree
will lead to the identification of new
aspects
 This process should be participatory and
iterative, NOT mechanical
 The completed logframe for our example is
presented in the following slides
 The Logical Framework
Matrix
Objectives & Means of
Indicators Assumptions
activities verification

Goal
(Impact)

Purpose/
(Outcome)

Outputs

Means Cost
Activities

What needs to
Pre-conditions
be fulfilled
before
activities can
68 start
logical framework for M&E
Project description Indicators Source / mean of Assumptions / risks
verification

Goal
If the OBJECTIVES are produced, then this
should contribute to the overall GOAL
Objectives /
outcomes
If OUTPUTS/RESULTS are produced, then
the OBJECTIVES are accomplished

Deliverable outputs
If adequate ACTIVITIES are conducted, then
OUTPUT/RESULTS can be produced
Activities
If adequate RESOURCES/INPUTS are
provided; then activities can be conducted
 The logical framework

Impact

Outcome
Assumptions

Outputs Assumptions

Activities Assumptions

70
 Results Chain & Logical Framework
Matrix
RBM LFA

Result Goal/Impact

Result Purpose/
Outcome

Result Output

Result
Activities

71
 Monitoring and Evaluation
72

 Based on the logical framework

 Strengthens accountability and
transparency
 Provides information for effective
management
 Helps determine what works well and
what requires improvement
 Builds knowledge
 Purpose of Monitoring
and Evaluation
It is the continuous process of
collecting, processing and assessing
information about the:
– Project implementation
– Project progress
– Project impact and effects
– Project environment

73
 Monitoring (i)

Continuous function that aims to

provide early indications of progress or
lack thereof in the achievement of
results

74
 Monitoring (ii)
• Assumes the validity of the existing
plan
• Takes place at project level
• Is the responsibility of the project
management
• Is based on the indicators defined in the
logical framework

75
 Monitoring
Responsibility
• Project Management
– Activities
– Output indicators
– Early outcome indicators
• Project Target Group
– Outcome indicators
– Impact indicators

76
 Evaluation
• Time-bound exercise to assess the
relevance, performance and success of on-
going or completed projects
• Questions the validity of existing planning
• Is related to the impact of a project
• Opens the mind for strategic adjustments

77
 Evaluation Quality
Criteria
• Relevance (overall)
• Efficiency (activities, outputs)
• Effectiveness (outputs, outcome)
• Impact (outcome, impact)
• Sustainability (outcome, impact)

78