Log frame-analysis

LogicalFramework

Analysis/Approach(LFA)

OBJECTIVES

1. Introduce Logical Framework Analysis/Approach (LFA) and its uses.

2. Familiarize with the main steps involved in conducting an LFA.

3. Give a concrete example.4. Exercise on the Project Planning Matrix (?).

INTRODUCTION

LFA was first developed by Practical Concepts Inc. in 1969 for the U.S. Agency for International Development (USAID). It has since been widely adopted and adapted by the international donor community and is used for participatory project planning, as an analytic tool for project approval, or as a monitoring and evaluation framework.

What is LFA?

• A designing approach that can be used for planning, implementing and evaluating projects or programmes.

Purpose of LFA The purpose of LFA is to undertake

participatory, objectives-oriented planning that spans the life of project or policy work to build stakeholder team commitment and capacity with a series of workshops.

The technique requires stakeholders to come

together in a series of workshops to set priorities and plan for implementation and monitoring.

The two terms Logical Framework (LF or Logframe) and the Logical Framework Approach (LFA) are sometimes confused. The LogFrame is a document, the Logical Framework Approach is a project design methodology.

For most purposes the three terms; Logical Framework Approach, ZOPP and OOPP are terms for the same project design methodology or process. The terms OOPP and ZOPP mean respectively; Objectives Oriented Project Planning and in German Ziel Orientierte Projek Planung. All three terms refer to a structured meeting process which we will refer to as LFA.

Steps LFA1. Situation Analysis

– Stakeholder Analysis– Problem Analysis– Objective Analysis

2. Strategy Analysis3. Project Planning Matrix

– Matrix– Assumptions– Objective Indicators– Verification

4. Implementation5. Monitoring6. Evaluation

The LFA approach begins by analyzing the existing situation and developing objectives for addressing real needs.

A situation analysis has as its core task to find out the actual state of affairs with respect to an issue to be analyzed; it is focused by problems and an attempt to understand the system which determines the existence of the problems.

The analysis phase is the most critical, yet most difficult, phase of the logframe approach. The analysis phase consists of three stages:

1.Analysis of stakeholders2.Analysis of problems3.Analysis of objectives.

Stakeholders AnalysisIn using the LFA approach, the stakeholder analysis is an analysis of the problems, fears, interests, expectations, restrictions and potentials of all:• important groups• organisations and institutions• implementing agencies• other projects and• individualswho may have an influence on a situation/(intended) project or are themselves affected by it. Those analyzed in detail should be limited to those who are perceived to:• be able to contribute to questions to be answered .•be important with regard to decisions to be taken. They should constantly be referred to in developing the LFA.

Who are the stakeholders involved in the project and how are they affected?

Key questions to ask in preparation for developing the logframe are:

1.Who will be involved in the logframe development?2.Where will the development be conducted?3.Who will facilitate the development of the logframe ?4.What background materials, papers and expertise may be needed?5.What materials and logistics are required?

The StakeholdersStakeholders include those who directly benefit from or have a legitimate interest in the company's activities and all those who have an impact and/or are affected by the impact, due to the company's performance and actions. The corporate community and the wider community are all stakeholders. Corporate community includes the management, employees, shareholders, joint ventures/partnerships/subsidiaries, suppliers and contractors, customers and consumers. Wider community includes the ecosystem, the local government, the host communities and the indigenous communities. Foremost, the generations to come are indispensable stakeholders and must be taken into account in all corporate affairs. What we do or not do today will certainly impinge on the future generations.

Problem AnalysisThe analysis phase usually begins with an analysis of problems. The problem analysis is undertaken by identifying the main problems and developing a 'problem tree' through an analysis of cause and effects.Key questions.1.Which are the problems the project is addressing?2.What are the root causes of those problems?3.What is the larger picture in which those problems and their root causes exist?4.What are the links between the problems?

Problem Tree

A main output of the problem analysis is the problem tree. The first procedure in problem analysis is brainstorming. Before the brainstorming exercise commences it is important that the facilitator explain the process and the group agrees on some rules for brainstorming.

If there is no agreement between participants on the statement of the problem, it is unlikely there will be agreement on the solution. This stage therefore seeks to get consensus on the detailed aspects of the problem.

Agreement and Consensus

Brainstorming techniques can be used to identify the main problems. All participants are invited to write their problem ideas on small cards. (approximately 8 in by 4 in.) The participants may write as many cards as they wish. The participants then group the cards or look for cause-effect relationship between the themes on the cards by arranging the cards to form a problem tree.

Brainstorming

After all of the problems are displayed they should then be clustered into groups of similar issues

The problem tree is developed by:1. moving problems from the clusters of problems2. adding new problems that emerge3. problems can be moved up or down the tree as required

Clustering

Objective Analysis

A procedure for systematically1. identifying2. categorizing3. specifying4. balancing outobjectives of all parties involved in a

specific situation

Objective TreeIn this step the problem statements are converted into objective statements and if possible into an objective tree.

1.Problems are restated as objectives The problem tree is transformed into an objectives tree by restating the problems as objectives.

2. Positive mirror image of the problem treeThe objectives tree can be viewed as the positive mirror image of the problem tree. It is usually necessary to reorder the position of objectives as you develop the tree.

Means and EndsThe objectives tree can be considered as an 'ends- means' diagram. The top of the tree is the end that is desired and the lower levels are the means to achieving the end. Based on this objectives tree, certain means are feasible and some are perhaps outside the scope of the problem.

Nonetheless, these means provide the foundation for developing programmes, projects or strategies to address the problems discussed earlier.

Just as the problem tree shows cause-effect relationships, the objective tree shows means-end relationships. The means-end relationships show the means by which the project can achieve the desired ends or future desirable conditions.

Frequently there are many possible areas that could be the focus of an "intervention" or development project. The next step addresses those choices.

Strategy Analysis• searching for and deciding on solutions• follows the problems and objectives analysis• prerequisite to designing action strategies

Points to consider• overall concepts, strategic plans, objectives• people, target groups, organizations, agencies• methods, procedures, processes• technologies, services, products, outputs• measures, actions, materials, inputs

Conducting a Strategy Analysis

1. ordering sequence of the problem and objective trees

2. clustering objectives3. feasibility of different interventions4. continuous task in project

management

The objective tree usually shows the large number of possible strategies or means-end links that could contribute to a solution to the problem. Since there will be a limit to the resources that can be applied to the project, it is necessary for the participants to examine these alternatives and select the most promising strategy. After selection of the decision criteria, these are applied in order to select one or more means-end chains to become the set of objectives that will form the project strategy.

Alternatives Analysis

Project Planning Matrix

(1) Matrix(2) Assumptions(3) Objective Indicators(4) Verification

Narrative Summary Objectively VerifiableIndicators - OVIs

Means of Verification -MOVs

External Factors (Assumptions)

Development Objective

Immediate Objective

Outputs (Results)1.2.3.

Activities1.2.3.4.

Inputs1.11.21.31.4

Column headings - definition of terms

Narrative Summary: This term used to describe the text that "narrates" the objectives. It could have been given the title "Hierarchy of Objectives", but this might be misleading because the bottom cell in the column is a summary of the activities.


Objectively Verifiable Indicators (OVIs): These are the measures, direct or indirect that will verify to what extent the objectives have been fulfilled. The term "objectively" implies that if these should be specified in a way that is independent of possible bias of the observer.


Means of Verification (MOVs): These statements specify source of the information for the measurements or verification specified in the indicators column. For example, will statistics from an external source be used for the verification or will project resources be used to gather the statistics.


External Factors (Assumptions): These are important events, conditions, or decisions which are necessarily outside the control of the project, but which must remain favorable for the project objective to be attained. The implication here is the design team have an obligation to consider what might derail their efforts and to plan responsibly to reduce that risk of "derailment".

Row headings - definition of terms

Development Objective: The higher level objective that the project is expected to contribute to. The addition of the word "contribute' implies that this project alone is not expected to achieve the development objective. Other project's immediate objectives are expected to also contribute.


Immediate Objective: The effect which is expected to be achieved as the result of the project delivering the planned outputs. There is a tendency for this to be expressed in terms of the "change in behavior" of a group, or institution and the project outputs are expected to facilitate this change.


Outputs: These are the "deliverables" the tangible results that the project management team should be able to guarantee delivering. The objective statements should specify the group or organization that will benefit. Outputs are delivered, usually on a certain date or dates.


Activities: These are the activities that have to be undertaken by the project to produce the outputs. The activities take time to perform.


Inputs: These are the resources that the project "consumes" in the course of undertaking the activities. Typically they will be human resources, money, materials, equipment, and time.

Vertical Logic• Vertical Logic: The vertical logic is the reasoning which

"connects" the three levels of objectives in the matrix; the outputs, the purpose, and the goal. For example achievement of all the output level objectives should lead to achieving the purpose. Each of these links between the objectives is connected by a hypotheses.

• For example at the bottom level - the implementation hypotheses the implication is "we believe that in the environment of this project the planned outputs will produce the planned result. At this level, the hypotheses are usually supported by research or experience. The explanation of the hypotheses at the other levels is similar.

Horizontal Logic

• The horizontal logic has similar features to the vertical logic. In this case, the links between the levels of objectives are the items in the External Factors column.

• For example, if the project is successful in implementing all of the planned activities, we ask ourselves, what circumstances or decisions (outside the project's control) could prevent the delivery of the project outputs.

ImplementationOperational phase of a project to achieve the expected outputs/resultsPlan of Operations1.workplans / work schedules2.project budget / resources plans3.personnel plans4.material and equipment plan / procurement plan / staff5.training plans

Plan of OperationsImplementation should have a plan of operations i.e. the detailed plan for the implementation of project. It is established by the project team and will be documented as:•workplans / work schedules•project budget / resources plans•personnel plans•material and equipment plan / procurement plan / staff•training plans.The work plan and the project budget constitute the core of the Plan of Operations.

S-W

O-T

Strengths Weaknesses

Opportunities S-O STRATEGY W-O STRATEGY

Threats S-T STRATEGY W-T STRATEGY

SWOT Analysis

Strengths Weaknesses Scholarship program indicates high

possibility of continuing demand High competence in the Adult

Education Program Intervention through CADT giving

sense of security to the IPs Innovative approaches to sourcing of

funds Has established credibility among the

donors; increasing interest of funders in Cartwheel’s programs

Developed social capital within government agencies, other development organizations, and business organizations

Low level of success in the Pre-School Program

Mismatch of the products and services to real clients needs

Some programs (medical/dental, etc.) not within their competence

Heavily dependent on grants and donations Donations showing a downward trend

Opportunities High demand in secondary, post-secondary education, & adult education CADT assures the IPs ownership and management of the lands they are tilling Availability of uncultivated land suitable for high yield vegetables & coffee Need for sustainable dev’t program demanded by ADSDPP as mandated by NCIP Available funding for sustainable and capacity-building program for IPs is one of the major coffee-producing regions have several export markets for coffee like , , , , etc.,

Threats Issues and needs of the IPs not given significance / priority of the LGU Low educational attainment of the IPs Lack of access to secondary schools IPs lack the capacity to participate in the socio-political affairs of the municipality Volatile peace and order situation Farming is the primary source of income Limited access to market Disturbances caused by agitation of land claimants

S-O STRATEGY W-O STRATEGY Implementation of ADSDPP (political

empowerment, peace and order, cultural preservation)

Capacity-building of IPs; expansion of Adult Education (education)

Bridging market and community (economic benefit)

Shift program to adult / secondary / post-secondary education (education)

development (economic benefits)

S-T STRATEGY W-T STRATEGY Capacity-building of IPs through education

(education)


Building collaboration with government, NGOs and the business sector (political & social capital, economic benefit)

Strengthening and expansion of scholarship program (education)

Support H/S (St. Therese of Miarayon) (education)


Stakeholder Interest on the ProgramPosition on the

ProgramImpact of the Program

Influence on the Program

MILALITTRA / Tribal Leaders

Security of land tenure; productivity Support Capacity-building; political participation; livelihood opportunities

High

Women’s Group Help provide food for the family; additional income; education for the children

Support Additional source of income; capacity-building; education of children

Moderate

Fr. Kit Bautista - CFI

Miarayon becoming a pilgrimage site and a bridge between the poorest of the poor and richest of the rich

Support Realization of his dream; abridgement of social gaps between rich and poor

High

Parish Priest / Principal

Increased enrolment in high school; improved quality of education; evangelization and preservation of culture

Support Increased enrolment; expansion of services; improvement of educational facility

High

Gina – Pre-School

Provide equal access to quality education to as many children in the country

Potential opposition

Phasing-out of pre-school High

CFI Increase literacy rate and improve self-sufficiency of IPs

Support Financial sustainability; focusing of programs; matching services to needs of IPs

High

Barangay Officials

Peace and order; improvement of income of IPs Support Increased employment for the people; improved peace and order condition

Moderate

NCIP Promotion and protection of the rights of IPs; implementation of IPRA and ADSDPP

Support Increased performance of advocacy High

LGU – Talakag Promotion of general welfare; local autonomy; delivery of basic services; agricultural productivity; peace and order

Support Increased trust for IPs’ capacity; improved peace and order condition; increased revenue

High

Traders’ group More profit from trading activities Potential opposition

Decreased income due to rerouting of products

Moderate

Religious nuns Evangelization; promotion of education Support Increased enrolment; potential increase of the faithful

High

Land claimants Legitimization of claims on lands allegedly purchased from the IPs

Oppose Loss of rights to claim and use the land High

ActivitiesTarget Output

Time Frame In-Charge ResourcesQty. Quality

Planning One (1) year plan drafted Specifications drafted July 2005 CFI Ex. Dir. & Consultant, BOD

Funds, data

Sourcing of funds 1 Project funded Appropriate and on-time

July – December 2005

CFI Project Proposal

Identification of coffee areas for rehabilitation

1,000 hectares identified Suitable for coffee plantation

July – December 2005

CFI-MILALITTRA Funds, staff

Lending of Initial capital 1,000 farmers entered into MOA through MILALITTRA

Credible and reliable partners

Jan 2006 onwards CFI Project Funds, staff

Monitoring 1,000 hectares plantation monitored

Seasonal and regular Planting: May-Dec of every year, 2006-2010

CFI staff Transpo cost, supplies

Establishment of trading partners

At least 2 partners identified (Figaro, Monk’s Blend)

Medium term Sept- Dec 2005 CFI Communication

Buying and Trading At 80% target volume attained

Medium term 2007 CFI Project Funds

Action Plan coffee project

ActivitiesTarget Output

Time Frame In-Charge ResourcesQty. Quality

Planning 1 Action Plan Attainable August 2005 CFI BOD, TESDA Funds

Phasing-out of Pre-schools 2 pre-schools Acceptable terms July 2005 – May 2006

CFI None

Signing of MOA with St. Therese H/S

1 MOA signed Acceptable terms July 2005 – May 2006

CFI & Therese H/S None

Review / Reformulation of Adult Education modules

1 standard module developed

Appropriate, attuned to indigenous culture

July 2005 – May 2006

CFI staff, teachers, DepEd

Supplies

Adult Literacy Program 450 IPs Can read & write, learned spiritual, cultural, and social values

2006-2010 CFI staff and teachers

Rooms, teachers, teaching materials

TNA At least 3 skills training identified; ex. Food processing, farming tech., etc.

Understandable & measurable

2006-2010 CFI staff, TESDA & other agencies

Questionnaire

Drafting of ADSDPP

IEC on Environmental Management

15-20 IP leaders informed

Appropriate & understandable

July 2005 CFI, NCIP, MILALITTRA, & DENR

Funds, resource persons

Tribal Leaders’ Consultation 15-20 IP leaders consulted

participative Aug 2005 CFI, NCIP, & MILALITTRA

Funds, resource persons

Narrative SummaryObjectively

Verifiable Indicators (OVI)

Means of VerificationAssumptions &

Risks

GoalPoverty reduction of IPs 60% HH poverty reduction by

year 2010NSO census of 2010; NEDA Report

Objectives:Enterprise DevelopmentCapability-Building

1,000 HH involved in livelihood activitiesMILALITTRA representation in the MDC by 2007Actual implementation of ADSDPP by year 2008

CFI Annual Report

LGU Annual Performance Report

CFI Report / MILALITTRA Report to NCIP

ADSDPP completed and implementedFunds accessedTraining conducted

Output:•Enterprise Development

a. reduction of poverty incidence

b. increased productivity• Capability-Buildinga. conceptualization and

implementation of ADSDPPb. increased literacy rate

c.improved peace and order situationd.active participation in municipal / provincial affairs

60% increased family income

conceptualized by 2005; implemented by 200610% increase in literacy rate10% reduction in crime rate

More visible increase in tribal activities in cultural celebrations

Municipal Treasurer’s Report

NCIP reportLGU annual performance reportLGU annual performance report

MILALITTRA newsletters; Cartwheel report

Funds are accessed from funding agencyTraining conducted




Risks

Activities

EMTERPRISE DEVELOPMENT

Planning One (1) year plan drafted by July 2005

CFI Plan of Action Funds are accessed from funding agency

Sourcing of funds 1 Project funded by January 2006

Memomorandum of Agreement with funding agency

Collaboration with concerned agencies and business sector established

Identification of coffee areas for rehabilitation

1,000 hectares identified by 2005

Report of Project Director

Lending of Initial capital 1,000 farmers entered into MOA through MILALITTRA by 2006

CFI Annual Report

Monitoring 1,000 hectares plantation monitored by 2010

Report of Project Director

Establishment of trading partners At least 2 partners identified (Figaro, Monk’s Blend) by 2005

MOA with Figaro and Monk’s Blend

Buying and Trading 80% target volume of sales attained by 2007

CFI Sales Report




Risks

ActivitiesCAPABILITY BUILDINGPlanning 1 Action Plan drafted by August

2005Action Plan document

Phasing-out of Pre-schools 2 pre-schools phased-out by May 2006

CFI Annual Report

Signing of MOA with St. Therese H/S

1 MOA signed by May 2006 MOA with St. Therese

Review / Reformulation of Adult Education modules

1 standard module developed by May 2006

Written curriculum approved by DepEd

Adult Literacy Program 450 IPs trained by 2010 CFI Annual ReportTNA At least 3 skills training

identified; ex. Food processing, farming tech., etc.; by 2010

CFI Annual Report and DepEd Promotion Report

IEC on Environmental Management

15-20 IP leaders informed by July 2005

Evaluation Report on Seminar Workshop

Tribal Leaders’ Consultation 15-20 IP leaders consulted by August 2005

ADSDPP Report / NCIP Report

PreconditionCartwheel adopts this management planCollaboration established with NCIP and other government agencies

StakeholderHow is the stakeholder

affected by the problem?

Capacity / Motivation to participate in addressing the

problem

Relationship with other stakeholders

1. LGU Potential income is not realized

Fund sourcing Give directions to other stakeholder

2. BLGU Potential income is not realized

Provide counterpart Sympathetic with the households and can be source of information

3. RHU Additional workload Right agency to address the problem

Close coordination with the barangay

4. DAF Additional workload Responsible agency for farming technology

Supervise and monitor the beneficiaries

5. Households Directly and most affected Interest and willingness to participate in the program

Dependent on government agencies and dependent only on available resources

6. HKI Willing to address the problem

Maybe able to provide assistance to the program

Coordinate with the LGU and other stakeholders

7. Other donors

Willing to address the problem

Maybe able to provide assistance to the program

Coordinate with the LGU and other stakeholders

How stakeholders are affected by the main problem?

Expected effect of possible project interventions among stakeholders

StakeholderStakeholder’s main

objectivePositive

impact/benefitsNegative

impact/costsNet Impact

1. LGU Address the problem

Reduce the incidence of malnutrition among children ages 5 and below

Slow realization of result

Long-term – weight improve, decrease morbidity rate, availability of sources of nutritious food

2. BLGU Address the problem

3. RHU Implement what is mandated by law

4. DAF

5. Households

Improve health condition

6. HKI Help and assist project implementation

7. Other donors