Logical Framework Logical Framework Slide 1 Mekong Institute & UNESCO Regional Office- Bangkok 23 February – 6 March 2009; Khon Kaen, Thailand Prepared by the Education Policy and Reform Unit UNESCO Bangkok February 2009 Training Course on “Training of Trainers from the Greater Mekong Sub-Region on Decentralized Education Planning in the Context of Public Sector Management Reform”
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Logical Framework Slide 1 Mekong Institute & UNESCO Regional Office-Bangkok 23 February – 6 March 2009; Khon Kaen, Thailand Prepared by the Education Policy.
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Logical FrameworkLogical Framework
Slide 1
Mekong Institute & UNESCO Regional Office-Bangkok
23 February – 6 March 2009; Khon Kaen, Thailand
Prepared by the Education Policy and Reform UnitUNESCO Bangkok
February 2009
Training Course on “Training of Trainers from the Greater Mekong Sub-
Region on Decentralized Education Planning in the Context of Public Sector Management Reform”
Presentation Outline• Introduction• Logframe Matrix• Terminology• Application (How to use)• Things to remember• Problems to avoid
Slide 2
Introduction
Slide 3
Logical Framework Approach (1)A methodology for articulating
program logicEngages stakeholders and/or partners
in designing an action strategy derived from analysis
Slide 4
Logical Framework Approach (2)Addresses key questions in a
methodical manner according to causal logic
A planning and management tool in the design, implementation, monitoring and evaluation of a project or a program
Slide 5
Logical Framework Approach - Users• Widely used for many purposes• In development sphere, widely used by
bilateral and multilateral organizations such as Asian Development Bank (ADB), World Bank (WB), UN agencies, EU, DFID, SIDA, etc.
which summarizes the intervention logic (with assumptions) and M&E
Slide 7
Logframe Matrix
Slide 8
Logframe Matrix• Clarifies links and expected impacts• Sets out the indicators (targets) by
which the progress of an intervention is to be evaluated
• Details assumptions and risks that may impact upon progress
Slide 9
Typical (simplified) Logframe Matrix
Slide 10
Relationship Between Expected Impacts and Assumptions
Slide 11
Questions Implicit in the Logframe Matrix
Slide 12
Terminology
Slide 13
Logical Framework - Terminology• No standardized use of terms such as
goal, objective, target, purpose, aim, etc. in practice and literature
• Important to agree on definitions when different designers are intervening
• For the course: use definitions in line with UNESCO Handbook for Decentralized Education Planning
Slide 14
GoalGoal: The broader, ultimate, long term
objective to which the project/program (together with others) will contribute (strategic sector goal).
e.g. To ensure that all children of compulsory school age have access to, and complete good quality basic education.
Slide 15
Objective (1)Objective: The desired outcome we hope
the project/program will achieve (change in behavior or improved performance of a beneficiary, system or institution).
The objective should address one or several core problems identified. Objectives present the positive aspects of the desired future situation. They can be defined as the positive mirror images of the problems.
Slide 16
Objective (2)Objectives are more precise than goals.
They break a goal down by areas of action required to reach a goal.
e.g. To expand equitable access and improve quality of primary education in the six targeted provinces
Slide 17
Target (Output)Target: A specific, measurable result to be
achieved in order to reach an objectivee.g. To ensure that 100% lower secondary
teachers have received a 2 week training course on active learning by 2011
In this example, general objectives are transformed into precise targets:- Quantity: 100% lower secondary teachers; 2 weeks of training
- Quality: on active learning - Time: by 2011
Slide 18
Project/ ProgramProject: A coherent set of activities which
must be implemented in order to attain an objective and the precise targets that derive from it.
Program: Similar to a project, but broader in scope
Slide 19
ComponentComponent: Group of key activities
required, within a project or a program, to reach a specific target. The main activity clusters that must be undertaken in order to reach precise targets (or outputs).
The difference between targets and outputs (or results) is more a question of formulation
e.g. New curriculum in place by 2011(output) = to develop new curriculum by 2011 (target)
Slide 20
ActivityActivity: Action required to reach a
targete.g. Activity1: design course
programActivity2: prepare teaching
materials Activity3: draw up implementation
planEtc.
Slide 21
Inputs (Means)These are human, material, financial
and other resources that are required to undertake activities.
e.g. two month experts on teaching method
one projector, one colour printer, one photocopier and two laptops
Slide 22
Logical Relationship Between Goals, Objectives, Targets and Activities Impact(Why?)
Goals Broad long term, final policy aspirations
Outcomes(What we want)
ObjectivesMore precise, medium term results (outputs) expected from a plan or a program
Outputs(What we want)
Targets (Outputs)Specific, measurable results to be achieved in order to reach specific objectives
ComponentsActivity clusters to be undertaken in order to reach specific targets
(How?) ActivitiesAction to be taken in order to reach a target
Slide 23
Application
Slide 24
Logical Framework Approach – How? TWO PHASES
Analysis phase Designing phase
Slide 25
Analysis Phase• Start with a diagnosis resulting in the
identification of key problems (problem analysis, stakeholder analysis)
• Develop objectives from the identified problems (objective analysis)
• Explore different strategies, and corresponding activities, to achieve the objectives (strategy analysis)
Slide 26
Analysis - Problem TreePoor primary education system
Poor teaching learning processes
Weak management capacity
Low qualification of
teachers
Lack of textbook
Weak institutional
capacity
Too centralised
system
Slide 27
Conception - Objective Tree To improve primary education
system
To improve teaching learning processes
To strengthen management capacity
Upgrading teacher
qualification
Providing textbook
Developing institutional
capacity
Decentralising the system
Slide 28
“SMART” Project Objective • Specific: Clearly linked to overall
development goal (avoids tautology, only one level)
• Attributable: Valid measures of development changes that can be observed
• Realistic: Likely to be archived• Time bound
Slide 29
Extending Objective Tree
Slide 30
Designing Phase (1)Step 1: Determine the key development hypothesis of the proposed intervention and its contribution to the higher level of impacts, testing its internal logic and formulating measurable targets
Slide 31
Designing Phase (2)Development Hypothesis (1)Hypothesis is a prediction about a cause
and effect relationship involving uncertainty.
Development results are caused by some intervention. If… then
Slide 32
IF we develop the
institutional capacity
THEN the management
capacity will be strengthened
IF we upgrade the teachers’ qualification
THEN the teaching learning
processes will be improved
Development Hypothesis (2)
Slide 33
Designing Phase (3)
Step 2: Develop a hierarchy of objectives showing the causal linkages
Step 3: Determine what is possible to intervene and identify the logic level. Determine the sequence and
dependency of activities (activity scheduling)
From the activity schedule, develop input schedule and the corresponding cost estimates (resource scheduling)
Slide 34
Designing Phase (4)
Indicators (1) • Tell specifically what to measure to
determine whether the objectives are being achieved
• Should be SMART• Should be identified at all levels of
logic
Slide 35
• Must have: - Target values to be achieved within
an explicit timeframe, against which actual results will be measured- Baseline known or determined for future comparison
Indicators (2)
Slide 36
Indicators (3)
Slide 37
Risk (Assumption) Analysis• Conditions required to obtain the
expected results/ to achieve the objectives
• Both internal and external factors (What are “killing” factors?)
• Risk management plan (strategy for minimizing the perceived risks)
Slide 38
Things to Remember
Slide 39
Things to Remember (1) The logical framework approach is not
to be seen as a “fill in boxes” approach, but as an aid to think collectively in a logical and structured way
The application of the logical framework approach is an iterative process. A change in one target or activity might require the revision of the whole design
Slide 40
In principle do start from the goals and objectives and work down to targets and activities
Do not to hesitate to brainstorm about all kinds of alternatives and activities before ending up with the final program design
Things to Remember (2)
Slide 41
Problems to Avoid
Slide 42
Common Problems to AvoidEnsure all partners involved have a common
understanding of the key analytical principles and terminology used
Ensure it is used as a tool to promote stakeholder participation, dialogue and agreement on activity scope, rather to impose “external” concepts and priorities
Treat the matrix as a presentational summary (keep it clear and concise)
Refine and revise the matrix as new information comes
Slide 43
Logical Framework Approach – Causes vs. Sequential Logic