Category:

Recommended

Description and Purpose:

A Logframe (logical framework matrix) is a project management tool that is often used in development and civil society work. It provides a practical framework for program learning and review (M&E).

The aim is to work towards agreed objectives, with any review being in this context. The framework helps to develop a results orientation, and a move away from being ‘activity-driven’ (which can lead to being ‘busy going nowhere’!).

Method:

The following framework is used to map out advocacy issue aim, objectives, indicators, outcomes and activities. It is then used as a project management tool, and for program learning and review purposes.

Logframe

Programme Area:_________________

Date:__________________

Aim (or Goal)
Objective 1	Indicators	Means of Verification	Risks and Assumptions
Outcomes	Indicators	Means of Verification	Risks and Assumptions
1.1
1.2
1.3
Activities	Roles and Responsibilities		Timeframe/Target finishing date
1.1
1.2
1.3
1.4
Objective 2	Indicators	Means of Verification	Risks and Assumptions
Outcomes	Indicators	Means of Verification	Risks and Assumptions
2.1
2.2
2.3
Activities	Roles and Responsibilities		Timeframe/Target finishing date
2.1
2.2
2.3
2.4
Objective 3	Indicators	Means of Verification	Risks and Assumptions
Outcomes	Indicators	Means of Verification	Risks and Assumptions
3.1
3.2
3.3
Activities	Roles and Responsibilities		Timeframe/Target finishing date
3.1
3.2
3.3
3.4

Add more sections as necessary – both categories (e.g. resources/budgets) and additional objectives

The Logframe works on the following propositions:

• If these Activities are implemented, and these Assumptions hold, then these Outcomes will be delivered
• If these Outcomes are delivered, and these Assumptions hold, then the Objectives will be achieved.
• If these Objectives are achieved, and these Assumptions hold, then this aim (or aim) will be achieved.

Some people use ‘aims’ and ‘objectives’ interchangeably, but they actually denote separate and different concepts. The terms used are explained briefly below:

Aim - is an aim or purpose - the required long-term impact or program/policy goal.

Objective – is something you plan to achieve. The medium term results that the activity aims to achieve (in terms of benefit to target groups). It is more specific – and shorter term - than an aim.

Outcomes are the tangible results (changes, products or services) that the activity will deliver.

Indicators are the evidence that shows how an objective or outcome has been achieved. They should be measurable, as they provide an objective target against which progress may be measured. They should be Objectively Verifiable (OVIs), and define the performance standard required to achieve the objective. They specify the evidence we need to tell us that the overall aim, the project purpose or indeed any required outcome is reached. Activities are not verified by indicators; instead we identify the inputs needed to carry out the activities. Indicators are defined by a set of characteristics, which are described in terms of quality, quantity, location, and time. They can be qualitative or quantitative.

Means of Verification (MOV) tell us where we get the evidence that the objectives have been met and where the data necessary to verify the indicator can be found.

Finally and most important, the framework is based on a set of Risks and Assumptions. Inherent in all plans are a series of risks.

Assumptions are the conditions that must exist if the project is to succeed but which are not under the direct control of the project. They are included in the log frame, if they are:

• Important for the project success
• Quite likely to occur

Assumptions influence the next higher level of achievement in the log frame, e.g., the project aim will be achieved, if the outcomes are carried out and the assumptions occur.

Formulating assumptions should lead to consideration of risk management and contingency planning needed.

Assumptions which are almost certain to occur should not be included in the log frame. Assumptions which are most likely not to occur and which can not be influenced by alternative project strategies are killer assumptions! They will jeopardise the project success. When killer assumptions occur the project must be re-planned!

The fundamental logic is therefore that if you carry out the activities explained these will result in the expected outcomes. If these outcomes are successful you should achieve your objectives. The successful accomplishment of the objectives should contribute towards successful completion of the final aim.

Outcomes/Expected Results are:
The changes in people’s behavior resulting from the completion of a set of activities that contributes to the achievement of the objective. (The outcome and activities should be negotiated and agreed with the relevant partners.) These should be monitored closely to capture learning and to enable adjustments when progress is not being made.

The Outcome/Expected Result should be the effect of the completion of a set of activities.

An activity is defined as:
The detail of what is done to achieve the outcomes and expected results which will put into practice the objectives and the associated aim.

Detailed planning needs to include the steps needed, who is responsible for each, and agreed deadlines.