LOGICAL FRAMEWORK

1. LOGICAL FRAMEWORK Jürgen Carls University for Peace P.O. Box: 138 – 6100 San José, Costa Rica E-mail: jcarls@upeace.org Tel.: (00506) 205 90 75 San José, Costa Rica

2. THE LOGICAL FRAMEWORK The logical framework is a highly effective planning tool for defining inputs, outputs, timetables, success assumptions and performance indicators. It provides a structure for specifying the components of an activity and for relating them to one another. It also helps to identify the place of a project within an overall program or a national system.

3. LOGICAL FRAMEWORK MATRIX Inputs: These are activities undertaken under the program or project, and the means (resources, staff) used to untertake them, with the expectation that implementing theses inputs will lead to the production of the designated outputs.

4. LOGICAL FRAMEWORK MATRIX Outputs: represent those achievements (technology, knowledge) which derive from the inputs and are not dependent on other activities. Purpose: this describes a desired development scenario for which the output is necessary.

5. LOGICAL FRAMEWORK MATRIX Goal: in the broad context of national development, this is a desired achievement for which the development purpose is necessary.

6. LOGICAL FRAMEWORK A tool to help in: • Planning • Monitoring • Evaluation

7. LOGICAL FRAMEWORK GTZ incorporated the logical framework approach into ZOPP. The ZOPP-method contains the following planning steps: • participation analysis • problem analysis • objective analysis • results to be achieved • activities which are necessary to achieve the results • indicators to quantify the level of achievement of the results/project aim • risks and assumptions involved to achieve the project results • action plan, including financial resources for implementing the plan

8. ZOPP OBJECTIVES • to define realistic and definite objectives which can be sustained in the long-term • to improve communication and cooperation between project, head office and counterpart organization by means of joint planning and clear documentation/definitions • to clarify the scope of responsibility of project teams • To provide indicators as a basis for monitoring and evaluation ZOPP was introduced:

9. FEATURS OF ZOPP • Gradual procedure through a sequence of successive planning steps • Permanent visualization and documentation of all planning steps • Team approach

10. MAIN STEPS OF ZOPP • Participation Analysis • Problem Analysis • Objectives Analysis • Alternatives Analysis I. Steps of Analysis:

11. PROBLEM ANALYSIS • Analyse the existing situation surrounding a given problem condition • Identify the major problems in this context • Define the core problem of a situation • Visualize the cause-effect relationships in a Problem Tree Approach Is a set of techniques to:

12. PROBLEM ANALYSIS: BUS EXAMPLE Loss of confidence in bus company Effects Passengers hurt or killed People are late Frequent bus accidents Core problem Drivers not careful enough Bad conditions of vehicles Bad road conditions Causes Vehicles too old No ongoing maintenance

13. OBJECTIVES ANALYSIS: BUS EXAMPLE Customers have a better image of the bus company Less passengers hurt Passengers arrive at scheduled time Frequency of bus accidents considerably reduced Drivers drive carefully and responsibly Vehicles kept in good condition Road conditions improved Old vehicles are regularly replaced Vehicles regularly maintained and checked

14. PROJECT PLANNING MATRIX

15. ASSUMPTIONS • Assumptions can be derived from the objectives • Assumptions will be worded as a positive condition (c.f. Objectives) • Assumptions will be weighted according to importance and probabiltiy How to word the assumptions:

16. Characteristics yes – then logical framework then then then

17. OBJECTIVELY VERIFIABLE INDICATORS (OVI’S) • Objectively verifiable indicators define the performance standard to be reached in order to achieve the objective • They specify what evidence will tell you if an overall goal, project purpose or result/output is reachedin terms of • quantity how much? • quality how well? • time by when? • location / area where? • They focus on important characteristicsof an objective to be achieved • They provide a basis for monitoring and evaluation.

18. MEANS OF VERIFICATION Tell us: • Where we get the evidence that the objectives have been met • Where we can find the data necessary to verify the indicator Some important questions: • Are the means of verification available from normal sources? (statistics, observation, records) • How reliable are the sources? • Is special data-gathering required? If so, what will it cost? • Has a new source to be created • If we cannot find a means of verification, the indicator has to be changed!

19. COMPLETE MATRIX OF THE LOGICAL FRAMEWORK

20. PROJECT DESIGN A logical framework approach project design should indicate the following items, needs and changes intended during the project process: • parties involved • objectives of the project • results to be achieved • activities necessary to achieve the results • indicators to measure the level of achievement of the results/project aim • risks and assumptions involved to achieve the project results • action plan, including a time – table and the financial resources for implementing the plan

21. PROJECT IMPLEMENTATION • Communication; by making use of traditional and modern communication means is the key element during the whole life cycle. • Acting through “chains and clusters”, by addressing both individual and common interests. This approach facilitates the involvement of different actors, which will enable them to better focus their actions. • The concept of “participatory approach” as a principle of management. The success of processes of change depends largely upon the degree to which participants are involved in formulating objectives and executing project measures • Focusing on target and beneficiary groups, so they can position themselves to tap their own efforts and ideas in pursuing their objectives • “Sense of ownership”, an essential condition required for the efficiency and sustainability of development processes, is one of the most important indicators regarding the success of quality of cooperation processes. The implementation process and execution of activities is guided by the following approaches and working methodologies:

22. PROJECT IMPLEMENTATION • “Empowerment”, as an approach to foster a distribution of power: means that people and potentially marginalized groups such as women gain and recover the control necessary to shape their own needs. • Negotiation about “common goods” at community level is an important issue in solving problems and conflict situations.

23. MONITORING AND EVALUATION The key issue and concern to monitor and evaluate is to bring about processes of change for planning of project actions, their results and long-term impacts. This process of evaluation and monitoring is subject to the dynamic forces of people involved in the process. It is an ongoing process of negotiation between partners, target groups and funding agencies. The aim is to work on a clear understanding of what is needed and wanted among the partners, while all of them should retain their different interests and view points. But monitoring and evaluation is not an end to itself. The effort involved can only be justified if the outcome is useful for project steering.

24. IMPACT ASSESSMENT • Relevance: what are the anticipated effects and impacts for the target groups? • Economic efficiency: what is the cost-benefit ratio for the funds employed? • Significance: does the project generate broad-based sectoral and/or regional impacts? • Sustainability: will the impacts remain after completion of the project? This is a final evaluation of project outcomes; the short-term effects and long-term impacts and is based on the following quality criteria:

25. PHASING OUT: • responsibilities are handed over to target groups • the inputs of the target groups are in line with their capabilities • implementation of future actions seems to be feasible from an economic point of view Should guarantee from the beginning of the project that: