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7/30/2019 Logical Framework Handbook - World Bank
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The LogFrame HandbookA Logical Framework Approach to Project Cycle Management
The World Bank1818 H Street, NW
Washington DC, 20433USA
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Table of Contents ..............................................................................................................................................3
The Logical Framework.....................................................................................................................................5
Foreword ............................................................................................................................................................1
Organization of the Handbook ..........................................................................................................................3
The CAS, CDF & the Portfolio ..........................................................................................................................7
Primacy of Point-of-View...................................................................................................................................9
Logical Framework ..........................................................................................................................................13
CAS Goal .........................................................................................................................................................19
Development Objective ...................................................................................................................................21
Outputs.............................................................................................................................................................25
Component Activities.......................................................................................................................................33
Performance Indicators ...................................................................................................................................37
Monitoring & Evaluation ..................................................................................................................................49
Assumptions and Risks...................................................................................................................................53
Manageable Interest........................................................................................................................................63
Adaptable Lending: APL & LIL........................................................................................................................67
Design Quali ty Review ....................................................................................................................................75
The Structural Adjustment Loan .....................................................................................................................79
Logframe Tips..................................................................................................................................................81
Sample Logframes...........................................................................................................................................85
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6 DesignDesign
ImplementationMonitoring
ImplementationMonitoringEvaluationEvaluation
Cause& EffectPerformance
IndicatorsLearning System Assumptions
Goal
Purpose
Outputs
Activities
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How to Design a Project (Logframe)$QLQWURGXFWLRQRIWKH/RJIUDPHPDWUL[KLJKOLJKWLQJWKHNH\IHDWXUHVWKHFDXVDOORJLF
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Goodgovernance /anti-corruption/ securitymechanisms
Goodgovernance /anti-corruption/ securitymechanisms
Stableeconomicfoundationestablished(PEAP 1)
Stableeconomicfoundationestablished(PEAP 1)
Financialsectorregulated andstabilized
Financialsectorregulated andstabilized
Agriculturalgrowthmechanismsimplemented
Agriculturalgrowthmechanismsimplemented
Accessiblequality healthservicesdelivered
Accessiblequality healthservicesdelivered
Accessiblequalityeducationdelivered
Accessiblequalityeducationdelivered
Rapid growthratesmaintained
Rapid growthratesmaintained
Povertyreduction
Povertyreduction
Exportgrowthmechanismsimplemented
Exportgrowthmechanismsimplemented
Privateinvestmentstimulated
Privateinvestmentstimulated
Governmentdecentral.policyimplemented
Governmentdecentral.policyimplemented
External debtburdenstabilized
External debtburdenstabilized
External debtburdenstabilized
External debtburdenstabilized
Gender-basedaffirmativeactionstrategiesimplemented
Gender-basedaffirmativeactionstrategiesimplemented
Environmentalmanagementimproved
Environmentalmanagementimproved
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Improved employment andincome status of rural and urban
population
Its productivity and competitiveness
The private sector increases
Ratepayers use reliableenvironmentally benign power
Power production & distributionsystems improved
Install new equipment, designnew systems
Goal
D.O.
Outputs
Component
Activities
Power SectorMinister
Goal
D.O.
Outputs
ComponentActivities
ImplementationTeam
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Use the Logframe collaboratively to:
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Cause & EffectPerformance
IndicatorsMonitoring &Evaluation Assumptions
D.O. to Goal
Output to Purpose
Activity to Output
D.O.
Outputs
Component Activities
4 8 12 16
3 7 11 15
2 6 10 14
Goal to Super GoalCAS Goal
1 5 9 13
Inputs
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NarrativeSummary
PerformanceIndicators
M&E /Supervision
ImportantAssumptions
CAS Goal: (Goal to Super Goal)
Higher objective to which
this project, along with
others, will contribute.
Indicators (increasingly
standardized) to measure
program performance.
The program evaluation
system.
Risk regarding strategic
impact.
D.O. Impact (D.O. to CAS Goal)
The impact of this project.The change in beneficiary
behavior, systems or
institutional performance
because of the combined
output and key
assumptions.
Measures that describe theaccomplishment of the
PDO The value, benefit
and return on investment.
People, events, processes,sources of data for
organizing the project
evaluation system.
Risk regarding programlevel impact.
Outputs (Output to D.O.)
The project intervention.
vWhat the project can be
held accountable for
producing.
Indicators that measure the
value added of
implementation of the
components.
People, events, processes,
sources of data
supervision and monitoring
system for project
implementation.
Risk regarding design
effectiveness.
Components Input / Resources (Component to Output)
The main component
clusters that must be
undertaken in order to
accomplish the Outputs.
Budget by component.
Monetary, physical, &
human resources required
to produce the Outputs.
People, events, processes,
sources of data and
monitoring system for
project design.
Risk regarding
implementation and
efficiency.
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Advantages and Limitations of Using the Logical Framework
Advantages Limitations
It helps you ask the right questions.
It guides systematic and logical analysis of the
key interrelated elements that constitute a
well-designed project.
It defines linkages between the project and
external factors.
It facilitates common understanding and better
communication among decision-makers
managers and other parties involved in the
project.
It prepares us for replication of successful
results.
It ensures continuity of approach when the
original project staff is replaced.
It provides a shared methodology &
terminology among governments, donor
agencies, contractors and clients.
Widespread use of the Logical Framework
format makes it easier to undertake both
sector studies and comparative studies in
general.
Organizations may promote a blueprint, rigid
or inflexible approach, making the Logframe a
straitjacket to creativity and innovation.
The strong focus on results can miss the
opportunity to define and improve processes.
The Logframe is only one of several tools to
be used during project preparation,
implementation and evaluation, and it does not
replace targetgroup analysis, time planning,
impact analysis etc.
The Logframe is a general analytic tool. It is
policy neutral on questions of income
distribution, employment opportunities, access
to resources, local participation cost and
feasibility of strategies and technology, or
effects on the environment.
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Summary of how the Logframe treats the critical project issues
Strategic rationale.CAS Goal to whichproject impact
Why we are doingProject. The realof the
What we hopeaccomplish.Value added.
How we will
TheRelationshi
The criticaland
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Change in behavior
Agricultural production increased
Increased use of health services
Student enrollment & retention rates
increased
Change in System Performance
Increased use of renewable energy
Sustainable yield timber production
Change in Institutional Performance
More & better trained graduates produced
Increased business starts
Export volume increased
Single Development Objective:
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1. A managed system of protected,
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Performance Indicators
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Development Objective
1. Forest resources preserved
2. Coastal areas preserved
3. Soil salinity decreased
4. Wetland area protected
5. Forest biodiversity stabilized
6. et al
Performance Indicators1.1 Forest resource indicators
2.1 Coastal areas protection indicators
3.1 Soil salinity indicators
4.1 Wetland area protection indicators
5.1 Bio-diversity indicators
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1. Efficient, low emission technology installed and operational
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3. Human Resources Development Program implemented
4. Policy framework improved and regulated
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Annual collaborative Review, Strategic Planning and
Program development cycle established and operational.
Structures, (hierarchical, team-based, centralized, cross-functional, et
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an Output to define what the end result of the reorganization effort will
be.
Decentralized school management system implemented &
operational to District level.
Systems, procedures & key processes (e.g. the MIS, Personnel,
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This Output defines how management decisions are made. Is the
current process inclusive, collaborative or autocratic? Describe how it
should be changed to improve performance.
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making process established in 85 participating communities.
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technologies, methods, knowledge, et al). You may require an Outputto identify a specific method, approach, technique, process or
technology; orthe of infrastructure required to achieve impact. The
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identified, validated and implemented in 4 provinces. Or,Accessible, technological responsive and gender appropriate
school facilities constructed and operational.
Staff, (the kind of people hired or required). You may also need an
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CAS GoalGraduates productivelyemployed.
Outputs
1.1 Curriculum improved
1.2 Policy & proceduresimplemented
1.3 Staff developmentprogram implemented
1.4 Schoolroom capacityincreased
More productive privatesector.
Development ObjectiveMore & better trainedstudents graduated fromsecondary schools.
Cause
Effect
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Effect
Cause
Effect
Cause
Effect
Supplier
Customer
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BEFORE AFTER
Narrative Summary Narrative Summary
CAS Goal
1. Facilitation of corporate financial & operational
restructuring:
Strengthen legislation for effective
enterprise restructuring
Remove obstacles, develop incentives to
speed financial restructuring
Provide advice on the enabling environment
2. Improve the legal framework
CAS Goal
Increased economic growth (GDP) & development
(employment, income, et al)
D.O.
1. Strengthened policy and incentive framework
for restructuring
2. Facilitate workouts and reorganizations of
financially distressed companies3. Improve capital structure; positive change in
operating cash flow
4. Strengthened management capacity
D.O.
1. Restructured enterprises improved
performance as evidenced by increased
sales, increased production, etc. (leading
indicator as improvements in cash flow)
Outputs
1. Strengthen the institutional capacity
2. Upgraded legislation and revenue department
regulations
3. Increased number of restructuring agreements
4. Improved positive cash flows
5. Improved management capacity
Outputs
1. Sufficient incentive and regulatory structure
conducive to enterprise performance is in
place.
2. The ability of management to efficiently run
the enterprises is improved
3. Transition / restructuring strategies forenterprises are efficiently implemented.
4. Legal and regulatory framework for revenue
department upgraded.
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Outputs
1.1Multi-level team establishedand PMG implementationsystem designed andoperational.
1.2Conflict Resolution and RiskMitigation processestablished.
1.3Ongoing performanceImprovement PlanningSystem operational.
Output Indicators
The New PMG Structure
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1. Agricultural Ministries strengthened.
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How Many Indicators?
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Public expenditure on health, education, et al
Access to safe water
Infant mortality rates
Weight for Height ratio
Immunization rates
Life expectancy at birth
Net primary school enrollment rates
Sustainable yields
Productivity per hectare
Export growth rates
Ratio private/total investment
Ratio private investment/GDP
Rural service penetration rates
Average transport costs
Ratio tonnage produce transported/time
Air quality index
et al
Constructing & Targeting Indicators
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Basic IndicatorMore and better trained students graduate.
Add Quantity (how much)The number of graduates increased from 5,000 to14,000.
Add Quality (what kind of change)The number of graduates passing standard exams(40% female / 60% male) from lower income familiesin northwest districts increased from 5,000 to 14,000.
Add Time (by when)The number of graduates (40% female / 60% male)from lower income families in northwest districtsincreased from 5,000 to 14,000 per annum startingin year three of project.
Basic IndicatorRice yields of small farmers increased.
Add Quantity (how much)Rice yields of small farmers increased by xbushels (or from x to y).
Add Quality (what kind of change)Rice yields (of same quality as 199x harvest) ofsmall farmers (owning 3 hectares or less)increased by x bushels (or from x to y).
Add Time (by when)Rice yields (of same quality as 199x harvest) of
small farmers (owning 3 hectares or less)increased by x bushels (or from x to y) perannum starting in 199x harvest.
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Leading and Process Indicators
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Case I: Sustainable timber productionmay not materialize for 25 years after the
start of the project. We might be able to
accept the height and survival rate of
seedlings at interim stages as a leading
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\HDUVProject ImpactSustainabletimber production
Case II: Increased production of the
secondary school graduates will take
several years. Some promising process
or leading indicators might include:
increased female enrollment rates,
improved retention rates, increased
transition rates, reduced drop-out rates.0%
20%
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Student Population Composition
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Development Objective Level Indicators
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Small farmer agricultural
production increased from x to
y per annum
Private sector competitiveness
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new business starts, et al, by x
date
Performance of the legal system improved with # increased cases of alternative dispute
resolution, reduction of case processing time from x to y, # cases processed per mth Environmentally friendly power system in operation in terms of Kw power provided to #
rate powers with lower emissions levels
Telecommunications sector reformed and liberalized with issuance of # additional
operators licenses, regulatory framework established
Transportation services improved with % reduction in delays of departures, % on time
arrivals, % reduction in passenger complaints
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Development Objective EOPI Performance Indicator
More, better trained, equitable mix of
students graduated from secondary school.
1.1 X# students (40% female / 60% male) from rural
communities graduate from secondary schools
in the northwest region per/annum with test
scores of a minimum of x%, by end of project.
Leading Indicators:
1.2 Female enrollment rates in year one
1.3 Decline in dropout rate in year two
1.4 Transition rates increased in year two
1.5 Improved test scores using new curriculum by
end year three.
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Outputs Performance Indicator
1. Fruit, vegetable and provision halls
constructed and operational.
1.1 A combined trading area of 12,700 square meters
connected to the public utilities infrastructure and
operational by 199x.1.2 Market has equivalent to 20 tons per square meter of
trading floor area.
2. Demand driven marketing and
infrastructure services developed and
provided.
2.1 Client driven marketing support* (see description) provided
by on-site consulting team of x# trained* (see description)
professionals responding to y level demand per week from
z date.
2.2 Infrastructure technical support services* (see description)
team established, operational and responding to demand
for x type services at y capacity levels from 200x.
3. Farmers association program designed
and implemented.
1.1 A pilot association scheme, designed, operational,
validated and plans developed, meeting x criteria,
operational by 199x and prepared to be multiplied by 199x.
1.2 Establishment of 20 community-based farmer associationsengaged in grading, packaging, and other market value
added related services by 199x.
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Development Objective Performance Indicators
Improved performance of theForest Department
1. Improved work planning systems installed andoperational
2. Staff development program implemented
3. Forest management policy framework improved
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cooperative forest management programs by end of 200x.
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Indicator?
Extension services improved.
Goals, DOs & Outputs
Agriculture productivityincreased.
Roads & bridges rehabilitated.Transport services improved.
Improved access to healthservices.
Health status improved.
Institutional capacity built.School system improved.
% of unemployed trained.Unemployment reduced.
Vehicle maintenance costsreduced.
Road network upgraded,improved.
Infrastructure improved.Village funds established.
Farmers productivityincreased.
Credit program implemented.
Better Indicator
# tons; quality of sorghumproduction.X days of on-time bus service
Infant mortality rates reducedfrom x to y
# and quality of female graduatesfrom secondary school.
Unemployment rate reducedfrom x to y.
# village funds meetingcriteria established andsubmitting proposals
# small farmer loans at x$volume processed.
# kilometers of class A roadsconstructed and maintained.
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Performance IndicatorsNarrative Summary
Components:
1. Conduct start-up activities
2. Conduct school mappingexercise
3. Carry out construction
5. Carry out expansion
Inputs:
TA $ 230,000
Personnel 430,000
Equipment 535,000
Training 205,000
PIU 413,000
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Monitoring &Evaluation
PROGRAM level impact::
is the portfolio working?
Is the strategy effective?
PROJECT level impact:
is the project working?
is the benefit worth it?
is it sustainable?
MANAGEMENT level:
producing results? can it be improved?
is there a better way?
OPERATIONAL level:
Gantt Chart on schedule?
Disbursement on schedule?
Changing assumptions?
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Setting Triggers
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Example: Coral Reef Economic Development
Narrative Summary Performance Indicators
GoalCoral reef system in productive useon a sustainable basis.
1. Coral Reef Mortality Index (CMI) (rehabilitation indicator)2. Butterfly fish counts for existing species (bio-diversity indicator)3. Average income per capita of target groups in coastalcommunities (welfare indicator)4. Average productivity of target species such as groupers (catchper unit of effort) (sustainable use indicator)
D.O.Communities comply with nationaland regional environmentalregulations for preservation ofnational coral reef system.
1. 60% of community members in pilot areas are satisfied withthe regulations
2. Compliance rates in pilot sites are > than 10% of the baselinefigure
3. 10% decrease in the number of infringements ( reported)
Outputs:The consistent and effectiveenforcement of national and regionallevel regulations is improved
1. 90% of infringements lead to proper enforcement by nationaland regional authorities.
2. Viable framework for a national coral reef system adoptedwithin 8 months of development3. Community-based management pilots evaluated as workablemodels.
Example: Education Project
Narrative Summary Performance Indicators Baseline Phase II triggers
D.O.
Performance of the
Education System
improved
1. Completion rates
2. Repetition rates
3. Dropout rates
4. Illiteracy rates
55%
4%
4.5%
24%
63%
3%
3.5%
22%
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PerformanceIndicators
Monitoring &Evaluation
Assumptions,Risks
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Assumptions Step #1: Identify Key, Important Assumptions
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Project DescriptionNarrative Summary Assumptions, RisksAssumptions, Risks
Project Objective
Increased rice production.
D.O.
Increased rice production.
Outputs
1. High-yield varietiesintroduced.
2. Fertilizer introduced.
3. Extension programdelivered.
4. Small farmer credit programimplemented.
Outputs
1. High-yield varietiesintroduced.
2. Fertilizer introduced.3. Extension program
delivered.
4. Small farmer credit programimplemented.
24 inches of rain by June 30.24 inches of rain by June 30.
ANDIF
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Assumptions Step #2: Refine General Statements
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No drought should be improved to read "10 inches of rainfall between May and
October."
"Adequate funding" should be improved to read "3 million dollars counterpart funding
supplied by May 1994."
"Food supplies available" should be improved to read "Agencies maintain 6 tons per
month rice supply to Site 2
Assumptions Step #3: Analyze their Importance and Probability Rate the Risk
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Assumption Matrix
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Sample Rating Scale
High (76%-100%)
Substantial (51%-75%)
Moderate (26%-50%)
Low (0%-25%)
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There are six management alternatives to Killer Assumptions and high risk
situations:
1. Change design: add outputs or Components.
2. Add a new project.
3. Abandon project (Killer Assumptions).
4. Monitor & use influence.
5. Take out insurance (performance bond, etc.)
6. Do nothing: risk/benefit from continuing.
Decide how to proceed and/or deflect (e.g. contract out) risk.
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Risk Analysis Work Table
Assumptions PerformanceIndicators
Criticality
(1-4)
Probability
(1-4)
PossibleKiller (Y/N)
Mitigation Strategy
Indicator 1 for A124 rainfall by June30 per annum.
#4/High #4/High Y
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Indicator 2 for A1
Assumption 1
(A1) Adequate
rainfall.
Indicator 3 for A1
Be prepared to
switch to drought
resistant varieties if
trend in rainfall
drops below 99
levels.
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Assumptions &Risk
Narrative Summary
D.O.:Maize productionincreased.
Outputs:
1. Extension services improved /delivered.
2. Credit program implemented.
3. Farm inputs provided.
4. High yield varietyseeds planted.
1 Adequate Rainfall
2. Administrative capacity
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Assumptions & Risk Step #5: Manage Assumptions during Implementation
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Assumption Performance Analysis Work Table
Assumptions
%Completed
to Date PlannedPerformance
Gap
Driving/RestrainingForces +/
Impact(1-5)
Possibilityof Solution
(1-5) Total Actions Required
DO to Goal1
2
(see forcefield model) Seeimpactscalebelow
Seeinfluencescale below
Output to DO
1
2
Components toOutputs
1
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