the logical framework as an implementation and monitoring tool rbec environment & energy...
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The Logical Framework as an Implementation and Monitoring Tool
RBEC Environment & Energy Practice WorkshopRBEC Environment & Energy Practice Workshop
Almaty, Kazakhstan. 6-9 October 2004Almaty, Kazakhstan. 6-9 October 2004
John Hough, UNDP GEF BD PTAJohn Hough, UNDP GEF BD PTA
Reminder: The LogFrame is an Approach not a Matrix
• Methodology -including a set of tools- Methodology -including a set of tools- to to structurestructure and and facilitatefacilitate::
project project planningplanning
project project designdesign
project project managementmanagement
projectproject performance assessment performance assessment
Benefits
LFA contributes to:LFA contributes to:
structured project designstructured project design process- logical process- logical sequencesequence
transparencytransparency- clear objectives, side effects- clear objectives, side effects
participationparticipation- ownership, sustainability- ownership, sustainability
consistent project strategyconsistent project strategy
assessment of performanceassessment of performance- indicators (ex-post & - indicators (ex-post & during implementation)during implementation)
Basic Steps and Elements
Problem Problem AnalysisAnalysis
StakeholderStakeholder Analysis Analysis
ObjectiveObjectives Analysiss Analysis
Analysis of Analysis of AlternativesAlternatives
Project Planning Project Planning
Project Planning Matrix (PPM) (the “logframe”)Project Planning Matrix (PPM) (the “logframe”)
Problem Analysis
• Establishing “cause and effect” relationships – a Establishing “cause and effect” relationships – a “problem tree”“problem tree”
• ““lack of the solution is not the root cause of the lack of the solution is not the root cause of the problem”! problem”!
• Identifying “lack of knowledge” as the problem Identifying “lack of knowledge” as the problem means that the solution is already pre-determined: means that the solution is already pre-determined: ie. “provide knowledge”ie. “provide knowledge”
• Getting people to focus on what they Getting people to focus on what they needneed to do to do vs. what they vs. what they wantwant to do is often the biggest to do is often the biggest challenge in project developmentchallenge in project development
• Solution Driven Analysis often leads to solving Solution Driven Analysis often leads to solving the wrong problemthe wrong problem
Lessons learned
1. Doing “good work” or1. Doing “good work” or
“ “achieving impact”?achieving impact”?
2. “Seeing the wood for the trees”2. “Seeing the wood for the trees”
Problem Problem AnalysisAnalysis
StakeholderStakeholder Analysis Analysis
Stakeholder Analysis
• Problem Analysis cannot be done without Problem Analysis cannot be done without Stakeholder Consultation.Stakeholder Consultation.
• Every stakeholder views the problem from Every stakeholder views the problem from a different angle.a different angle.
• Problem analysis and stakeholder Problem analysis and stakeholder identification and analysis are iterative identification and analysis are iterative processes, progress in one almost always processes, progress in one almost always means returning to the other.means returning to the other.
Problem Problem AnalysisAnalysis
StakeholderStakeholder Analysis Analysis
Objectives Objectives AnalysisAnalysis
Objectives Analysis
• What is the project “going after”?What is the project “going after”?
• What are the indicators?What are the indicators?
Problem Problem Analysis Analysis
StakeholderStakeholder Analysis Analysis
Objectives Objectives AnalysisAnalysis
AlternativeAlternative Analysis Analysis
Alternative Analysis
Systematic search for the best project approach.Systematic search for the best project approach.
What outcomes are required to reach the objective?What outcomes are required to reach the objective?
How best to reach each outcome?How best to reach each outcome?
What outputs are required to reach each outcome?What outputs are required to reach each outcome?
What activities are required to achieve each output?What activities are required to achieve each output?
Set up criteria for assessment of alternatives, such as:Set up criteria for assessment of alternatives, such as: resources availableresources available
political feasibilitypolitical feasibility
social impactsocial impact
Writing the Objective Tree
ObjectiveObjective
Outcome 1Outcome 1 Outcome 2Outcome 2 Outcome 3Outcome 3
Fundamental Project Design
Outcome 1 + Outcome 2 + Outcome 3 = ObjectiveOutcome 1 + Outcome 2 + Outcome 3 = Objective
Lesson Learned
• there should be no spare outcomesthere should be no spare outcomes
• nor should there be any outcomes that are nor should there be any outcomes that are not essential for the achievement of the not essential for the achievement of the objectiveobjective
In the logical logframe matrix we simply list the outcomes vertically
ObjectiveObjective
= Outcome 1= Outcome 1
+ Outcome 2+ Outcome 2
+ Outcome 3+ Outcome 3
Assumptions
Conditions that are necessary for the success of the Conditions that are necessary for the success of the project, but which are not under the direct influence project, but which are not under the direct influence of the project. of the project.
Assess conditions according to importance and Assess conditions according to importance and probabilityprobability
Need to be monitored / risksNeed to be monitored / risks
Pay attention to “killer assumptions” (= need to re-design Pay attention to “killer assumptions” (= need to re-design project)project)
Assumptions vs. Risks
• Assumptions tend to be positiveAssumptions tend to be positive
eg. “a supportive piece of legislation is passed”eg. “a supportive piece of legislation is passed”
• Risks tend to negativeRisks tend to negative
eg. “increased pressure on a protected area as a eg. “increased pressure on a protected area as a consequence of a resettlement programme”consequence of a resettlement programme”
• Assumptions can be formulated negatively as Assumptions can be formulated negatively as risks, and vice versa – risks as assumptionsrisks, and vice versa – risks as assumptions
• Assumptions are generally identified during Assumptions are generally identified during project designproject design
• Risks often appear during project implementation Risks often appear during project implementation
Converting Assumptions to Outcomes through Cofinancing
• If a condition required through an If a condition required through an assumption can be brought under the assumption can be brought under the influence of the project, then it becomes a influence of the project, then it becomes a project outcome.project outcome.
• The costs of achieving that outcome would The costs of achieving that outcome would count as co-financingcount as co-financing
Project ObjectiveProject Objective
Outcome 1Outcome 1 Outcome 2 (Cofinanced)Outcome 2 (Cofinanced) AssumptionAssumption
Combining Outcomes and Assumptions Combining Outcomes and Assumptions leads to the Objectiveleads to the Objective
Listing these vertically in a logical logframe matrix we get:
• ObjectiveObjective
• = Outcome 1= Outcome 1
• + Outcome 2+ Outcome 2
• + Outcome 3+ Outcome 3
• + Assumption 1+ Assumption 1
• + Assumption 2+ Assumption 2
Project ObjectiveProject Objective
Outcome 1Outcome 1 Outcome 2Outcome 2 Outcome 3Outcome 3
OutputOutput OutputOutput OutputOutput OutputOutput OutputOutputOutputOutput
From Objectives to Outcomes to OutputsFrom Objectives to Outcomes to Outputs
Similarly these are written vertically:
• Outcome 1Outcome 1
• = Output 1= Output 1
• + Output 2+ Output 2
• + Output 3+ Output 3
• + there may be assumptions at this level + there may be assumptions at this level too!too!
ProjectProjectObjectiveObjective
Outcome 1Outcome 1(GEF Financed)(GEF Financed)
Outcome 2Outcome 2(Cofinanced)(Cofinanced)
AssumptionAssumption
OutputOutput OutputOutput OutputOutputOutputOutput
ActivityActivity
ActivityActivity
ActivityActivity
ActivityActivity ActivityActivity ActivityActivity
ActivityActivity ActivityActivity InputInput
From Objectives to Outcomes to Outputs From Objectives to Outcomes to Outputs to Activitiesto Activities
3. Basic Steps and Elements
Planning Phase Project Planning Matrix (PPM)
ie. the logframe matrix combines the vertical and horizontal logic
• ObjectiveObjective
• = Outcomes 1+2+3 + Assumptions= Outcomes 1+2+3 + Assumptions
• = Outputs 1+ 2+ 3+4 + Assumptions= Outputs 1+ 2+ 3+4 + Assumptions
• = Activities 1+2+3+4 + Assumptions= Activities 1+2+3+4 + Assumptions
3. Basic Steps and Elements
Planning Phase
Project Planning Matrix (PPM)
Project Planning Matrix (PPM)Reading /Interpreting the PPM
Project Planning or “LogFrame” Matrixis a “Summary” of the Project
WHYWHY the project is carried out (development objective, the project is carried out (development objective, immediate objectives)immediate objectives)
WHATWHAT the project is supposed to produce (outputs)the project is supposed to produce (outputs)
HOWHOW the project is going to achieve the outputs (activities)the project is going to achieve the outputs (activities)
HOWHOW the success of the project can be measured (indicators)the success of the project can be measured (indicators)
WHEREWHERE the data can be found (means of verification) the data can be found (means of verification)
WHICHWHICH external factors influence the project (assumptions) external factors influence the project (assumptions)
WHICHWHICH inputs are required for the project (inputs/budget) inputs are required for the project (inputs/budget)
In a logframe we are not very interested in activities
• Activities are the means to an endActivities are the means to an end
• We are interested in “ends” or “impacts”We are interested in “ends” or “impacts”
• Summarize the activities in the logframeSummarize the activities in the logframe
• Overloading the logframe with activities is Overloading the logframe with activities is confusing, and also a waste of effort since they are confusing, and also a waste of effort since they are likely to change in the light of project likely to change in the light of project circumstancescircumstances
• Activities are detailed in a project management Activities are detailed in a project management annual activity workplanannual activity workplan
Lesson learned
GEF Projects tend to be GEF Projects tend to be “overdesigned”“overdesigned”
- They place far too much emphasis on They place far too much emphasis on “activities”“activities”
- There is too much emphasis on measuring There is too much emphasis on measuring or counting outputs and activitiesor counting outputs and activities
GEF Strategic Business PlanDirections and Targets (GEF/C.21/ Inf.11)
The SP’s are what we are “going after”The SP’s are what we are “going after”
• GEF Strategic Priority / TargetGEF Strategic Priority / Target
• Project Objective / TargetProject Objective / Target
• Project Outcomes / sub-TargetsProject Outcomes / sub-Targets
• Review the impact indicators associated with theseReview the impact indicators associated with these
A word on terminology
Development Goal = what the project contributes to, Development Goal = what the project contributes to, but does not on its own achievebut does not on its own achieve
Project Objective = what the project is accountable for Project Objective = what the project is accountable for deliveringdelivering
Project Outcomes = the constituent elements of a Project Outcomes = the constituent elements of a project.project.
The sum of the project outcomes = the project objectiveThe sum of the project outcomes = the project objective
Project targets are rolled up to achieve the SP targets
SP1.Target 2:SP1.Target 2:
x (y%) countries show improvements in management x (y%) countries show improvements in management effectiveness (policy, legislation, capacity, budgets)effectiveness (policy, legislation, capacity, budgets)
==
Improvements in country 1Improvements in country 1
+ +
Improvements in country 2Improvements in country 2
++
etcetc
Putting it all together
MDG 7MDG 7
GEF AchievementsGEF Achievements Convention GoalsConvention Goals UNDAF OutcomesUNDAF Outcomes
GEF 3 OutcomesGEF 3 Outcomes SRF/MYFF OutcomesSRF/MYFF Outcomes
Strategic Priority TargetsStrategic Priority Targets = (Development Goal) == (Development Goal) = SRF/MYFF OutputsSRF/MYFF Outputs
CP / CPAP OutputsCP / CPAP Outputs
Project ObjectiveProject Objective
Project OutcomesProject Outcomes
Project OutputsProject Outputs
Project ActivitiesProject Activities
Traditional Logframe Table
Goals/Objectives/Outcomes Key Performance
Indicator
Verification Means/Data Collection Strategy
Assumptions or Risks
Increase protected areas of biodiversity in target region from X% in Year 1 to Y% by Year 2
% of target region protected
Reduce CO2 emissions from X in Year 1 to Y by Year 2
Reduction in CO2 emissions
Results Measurement Framework
Goals/Objectives/Outcomes
Key Performanc
eIndicator
Baseline (Year
1)
Target (Year
2)
Target (Year
3)
Target (end of project
)
Verification
Means/Data
Collection Strategy
Assumptions or Risks
ie. the Traditional Logframe Matrix and the Results Measurement Framework are
easily combined
Goals/Objectives/Outcomes
Key Performanc
eIndicator
Baseline (Year 1)
Target (Year
2)
Target (Year 3)
Verification
Means/Data
Collection Strategy
Assumptions or Risks
Increase protected areas of biodiversity in target region from X% in Year 1 to Y% by Year 2
% of target region protected
X% Y%
Reduce CO2 emissions from X in Year 1 to Y by Year 2
Reduction in CO2 emissions
X Y
A more objective PIR / APR?
Goals/Objectives
/Outcomes/Assumptions & Risks
Key Performan
ceIndicator
Baseline
(Year 1)
Target
(Year 2)
Actual Level
Achieved(Year 2)
Target
(Year x)
Actual Level
Achieved(Year x)
Rating
(HS, S,PS, U)
Excuses offered
Increase protected areas of biodiversity in target region from X% in Year 1 to Y% by Year 2
% of target region protected
X% Y% Z%??
Reduce CO2 emissions from X in Year 1 to Y by Year 2
Reduction in CO2 emissions
X Y Z??
Using the logframe as an implementation and monitoring
tool
““Seeing the forest for the trees”Seeing the forest for the trees”
• Focuses on targets and impacts, not activities or Focuses on targets and impacts, not activities or outputsoutputs
• Enables us to revisit the “alternatives” and adjust Enables us to revisit the “alternatives” and adjust the activities or outputs on a regular basisthe activities or outputs on a regular basis
• Adaptive managementAdaptive management
Putting it all togetherMDG 7MDG 7
GEF AchievementsGEF Achievements Convention OutcomesConvention Outcomes UNDAF OutcomesUNDAF Outcomes
GEF 3 OutcomesGEF 3 Outcomes CP/SRF/MYFF OutcomesCP/SRF/MYFF Outcomes
Strategic Priority TargetsStrategic Priority Targets = (Development Goal) == (Development Goal) = CP/SRF/MYFF OutputsCP/SRF/MYFF Outputs
Project ObjectiveProject Objective
Project OutcomesProject Outcomes
Project OutputsProject Outputs
Project ActivitiesProject Activities
Project InputsProject Inputs
Indicators of What?
Level of Level of ObjectiveObjective
What it isWhat it is ExamplesExamples IndicatorsIndicators
ObjectiveObjective
Changes / Changes / ImpactsImpacts
Biodiversity conservedBiodiversity conserved
ImpactImpactOutcomesOutcomes Attitudes changedAttitudes changed
Institutions changedInstitutions changed
OutputsOutputs
Products / Products / ProcessesProcesses
Capacitated peopleCapacitated people
Products / ProcessProducts / ProcessActivitiesActivities Workshops heldWorkshops held
People trainedPeople trained
InputsInputs $ spent$ spent Dollars spentDollars spent
Eguipment suppliedEguipment supplied
DeliveryDelivery
Convergence: outcomes and indicatorsStateState PressurePressure ResponseResponse OutputOutput ActivitiesActivities
Development Development GoalGoal
Marine Marine Biodiversity in Biodiversity in ChileChile
Fish Fish PopulationsPopulations
Fishing Fishing IntensityIntensity
Area of Area of MUMPA’sMUMPA’s
RegulationsRegulationsDemarcationDemarcationStaffingStaffing
Decision Decision MakingMaking
Financial Financial ToolsTools
WorkshopsWorkshops
TrainingTraining
DisbursemeDisbursement Ratesnt Rates
Project Project ObjectiveObjective
Increased Fish Increased Fish PopulationsPopulations
Project Project OutcomesOutcomes
Reduced Reduced Fishing Fishing IntensityIntensity
OutputsOutputs MUMPA’sMUMPA’s
Activities Activities RegulationsRegulations
DemarcationDemarcation
StaffingStaffing
Decision Decision MakingMaking
Financial ToolsFinancial Tools
Scaling Objectives
Chile Marine Chile Marine BiodiversityBiodiversity
Development Development GoalGoal
MUMPA’sMUMPA’s Project Project ObjectiveObjective
Development Development GoalGoal
Legal Legal Gazettement of Gazettement of
MUMPA’sMUMPA’s
OutcomeOutcome Project Project ObjectiveObjective
Development Development GoalGoal
LegislationLegislation OutputOutput OutcomeOutcome Project Project ObjectiveObjective
Development Development GoalGoal
Legal DraftingLegal Drafting ActivityActivity OutputOutput OutcomeOutcome Project Project ObjectiveObjective
Train lawyersTrain lawyers InputInput ActivityActivity OutputOutput OutcomeOutcome
Objectives of Alternative Projects:
• Reduced Fishing IntensityReduced Fishing Intensity
• Increased Fish PopulationsIncreased Fish Populations
• MUMPA’sMUMPA’s
• RegulationsRegulations
• DemarcationDemarcation
• StaffingStaffing
• Decision MakingDecision Making
• Financial ToolsFinancial Tools
Indicators of What?
Level of Level of ObjectiveObjective
What it isWhat it is ExamplesExamples IndicatorsIndicators
ObjectiveObjective
Changes / Changes / ImpactsImpacts
Biodiversity conservedBiodiversity conserved
ImpactImpactOutcomesOutcomes Attitudes changedAttitudes changed
Institutions changedInstitutions changed
OutputsOutputs
Products / Products / ProcessesProcesses
Capacitated peopleCapacitated people
Products / ProcessProducts / ProcessActivitiesActivities Workshops heldWorkshops held
People trainedPeople trained
InputsInputs $ spent$ spent Dollars spentDollars spent
Eguipment suppliedEguipment supplied
DeliveryDelivery
Good Indicators
• IndicatorIndicator is a quantitative or qualitative variable or is a quantitative or qualitative variable or parameter that provides a parameter that provides a simplesimple and and reliablereliable basis for basis for assessing change or performance (the objective or outcome).assessing change or performance (the objective or outcome).
• VerifierVerifier. . Variable or parameterVariable or parameter that retains the essential that retains the essential meaning of the objective and that meaning of the objective and that can be measured on the can be measured on the groundground..
• QualifierQualifier. . Contribute to describe the verifier allowing to Contribute to describe the verifier allowing to respond to: respond to: what, when, where, whowhat, when, where, who
• Targets/ BaselineTargets/ Baseline - values associated to the verifiers that - values associated to the verifiers that define define how muchhow much the objective is planned/expected to be the objective is planned/expected to be achieved compared to the situation prior to project start. achieved compared to the situation prior to project start. Intermediate targets (milestones) allow assessment of Intermediate targets (milestones) allow assessment of progress. progress.
Example of a Good Indicator
ObjectiveObjective::
““Conservation of keystone species”Conservation of keystone species”
IndicatorIndicator::
• At the end of the fifth year At the end of the fifth year (qualifier: when)(qualifier: when)
• the population sizes (the population sizes (qualifier: whatqualifier: what) )
• of species A, B and of species A, B and C C (verifier(verifier))
• within the boundaries of the park within the boundaries of the park ((qualifier: wherequalifier: where))
• have remained constant have remained constant (target)(target)
• compared to X number at project-start level compared to X number at project-start level (baseline)(baseline)
Lesson Learned - Procrastination
• Project designers defer measuring indicators to the Project designers defer measuring indicators to the inception phaseinception phase
• The inception phase defers measuring indicators to project The inception phase defers measuring indicators to project implementationimplementation
• Project implementation defers measuring indicators to the Project implementation defers measuring indicators to the mid-term evaluationmid-term evaluation
• The mid-term evaluation defers measuring indicators to The mid-term evaluation defers measuring indicators to the second half of project implementationthe second half of project implementation
• Project implementation defers measuring indicators to the Project implementation defers measuring indicators to the final evaluationfinal evaluation
• The final evaluators say “we cannot prove this project has The final evaluators say “we cannot prove this project has achieved anything” achieved anything”
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