lfa approach on project planning

TRAINING ON PROPOSAL WRITING & RESOURCE MOBILIZATION FOR FOCUS

PAKISTAN STAFFKARACHI.

BY FIDA KARIM

DATED: 28TH MAY, 2014

LOGICAL FRAMEWORK APPROACH OF PROJECT PLANNING

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WHAT IS A LOGICAL FRAMEWORK ?

The Logical Framework Matrix provides a summary of :

• Why a project is carried out• What the project is expected to achieve• How the project is going to achieve it• Which external factors are crucial for its success• Where to find the information required to assess the success of the

project• Which means are required• How much the project will cost

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THE LOGICAL FRAMEWORK MATRIX

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THE LOGFRAME AND THE PROJECT CYCLE

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* NGO’s mandate* NGO thematic/geo. orientations* outcome : Programme strategy

* pre-feasibility project studies* outcome : decision YES/NO

* all significant aspects of the idea are studied* outcome : logical framework

* fundraising strategy * proposal writing for donors* outcome : financing contract(s)

* the agreed resources are used to achieve the project purpose* reports / contract amendments* outcome : decision to continue as planned or re-orient the project

* relevance and and fulfilment of objectives * outcome : how to use results in future programming

ORGANISATIONS USING THE LOGFRAME

• USAID, USA

• GTZ, Germany

• DfID, Great-Britain

• NORAD, Norway

• DANIDA, Denmark

• AUSAID, Australia

• Intercooperation, Switzerland

• Ministry of Foreign Affairs, France

• DGCD, Belgium

• European Commission

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• DGCS - Min. of For. Aff., Italy

• ICAX - Min. of Industry, Spain

• SIDA, Sweden

• UNIDO, Vienna

• FINNIDA - Min. of For. Aff., Finland

• HELLASCO, Greece

• WWF

• Int. Federation of Red Cross

• UNDP

• FAO

AVANTAGES OF THE LOGICAL FRAMEWORK

Problems are analysed systematically

The objectives are clearly formulated, logical and measurable

The risks and conditions for success of a project are taken into account

There is an objective basis for monitoring and evaluation

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Your project proposal will be coherent

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4. The log-frame

LEVELS OF OBJECTIVES

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The broader impact(s) to which your project will contribute to, but will not enable to reach entirely

The outcome of your project, what should be achieved at the enf of the project.

Specific outputs which will contribute to the realisation of your project purpose

Concrete activities that will be undertaken during the project

Project Purpose

ExpectedResults

Activities

Overall Objective(s)

4. The log-frame

HIERARCHY OF OBJECTIVES/PROJECT STRUCTURE

Impact

Outcome

Outputs

Activities

Inputs

High level impact/longer term change to which the

project contributes

The project’s central objective/ its specific and

immediate outcome. What do you wish to achieve?

What is produced or delivered by the project

Specific tasks/activities executed by the project to

produce the outputs.Physical and non-physical

resources necessary to undertake activities.

Plan Dow

n

Implement up

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EXAMPLE OF IMPROVING SUPPLY OF POTABLE WATER AND SANITATION FACILITIES

Impact Improved health and sanitary conditions in targeted communities.

Outcome Improved access to sustainable waterand sanitation services for target communities.

Output Improved and renovated water systems

Activity Designing, constructing new water and sanitation facilities.

Input Human resources, training, expert, funding etc.

4. THE LOG-FRAME

Define objectively verifiable indicators (OVI):

!!! Do not make the confusion between « criteria » and « indicators » !!!

A criteria is for instance: « number of… », « increase in…  »

Whereas an indicator is « 150 persons per month », « 34% of increase in … »

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EXAMPLE OF A GOOD INDICATOR

Objective: The irrigation system is working

The indicator should be « SMART »: Specific = The irrigation pumps are functioning properly in the project area Measurable = 50 of the irrigation pumps are functioning properly in the project area Acceptable = Is the indicator accepted by all the partners involved in the implementation of the project ? Relevant = Are the irrigation pumps the main problem? Time-bound = 100% of the irrigation pumps are functioning properly in the project area at the end of the project

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4. The log-frame

4. THE LOG-FRAME

Consider the various risks and assumptions on your project:= external factors that may affect the projects’

implementation and long-term sustainability = synergetic activities made by other actors

Do not define assumptions that are endogenous to the project and the scheduled activities !!

Only mention relevant hypothesis…

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Is the RISK important to your project?

Yes No

What is its probability? Ignore

Almost certainUnlikely Fairly Unlikely

Can the project strategy be modified to eliminate the risk?

YesNo

Modify strategy, add activitiesSTOP the project

Formulate an assumption

Risks/Assumptions

4. The log-frame

INTERVENTION LOGIC OF PROJECT + ASSUMPTIONS

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IN OUT

Overall objective

Project Purpose

Results

Activities

+

+

+

Assumptions

Assumptions

Assumptions

Pre-conditionsIf the activities are carried out,and if assumptions are valid, then ...

4. The log-frame

10 FREQUENTLY MADE ERRORS IN LOG-FRAME:MAKE SURE TO…

1. Have only one specific objective.2. Have a coherence in the hierarchy between objectives and

results.3. Formulate objectives and results as they were already

achieved.4. Define “SMART indicators” (no activity, no vague indicator

like criteria).5. Do not transpose the activities as indicators of the results.6. Do not define indicators next to the general objectives (they

are irrelevant in most cases).7. Do not define sources of verification that are too expensive

or impossible to get. In any case, if an expensive source of verification is mentioned, be sure to integrate it in the activities and within the budget.

8. Do not define hypothesis endogenous to the activities you should implement.

9. Next to activities, mention the means (HR and material) and the costs.

10. Do not forget pre-conditions 16