Developing the Logical Frame Work Matrix

Icelandic International Development Agency (ICEIDA)

Iceland

United Nations University Fisheries Training Programme (UNU-FTP)

Iceland

Ministry of Fisheries and Aquatic Resources (DFAR)

Sri Lanka

Project Cycle Management-----

A short training course in project cycle management for subdivisions of MFAR in Sri Lanka

MFAR, ICEIDA and UNU-FTP

Content

• Logical framework matrix structure

• Sources of verification

• Assumptions

• Example of logframe matrix, post harvest losses

Learning objectives

• After this lecture participants will understand the purpose, structure and how to build a logical framework matrix (logframe)

The logical framework approach

• The logical framework approach was developed in the late 1960s to assist the US Agency of International Development (USAID) as a tool for:– Detailed planning with clearly defined objectives

that can be monitored– Clear management responsibility– Pre-determined evaluation process

The logical framework matrix

• Also known as the log frame which provides the documented product of the analytical process

• It consists of a matrix with four columns and four rows (or more), which summarize the key elements of a project plan

– The project's hierarchy of objectives• Project description or intervention logic

– The key external factors critical to the project’s success• Assumptions

– How the project’s achievements will be monitored and evaluated

• Indicators and sources of verification

The logframe matrix

Project strategy

Objectively verifiable

indicators

Sources of verification

Assumptions

Overall objectives

Purpose

Results

Activities Means Costs

PRE CONDITION

Information contained in the logframe matrix

Logframe - how do we use it?

• The logframe is a format for presenting the results of the LFA as a process and is developed on the basis of the LFA tools applied earlier during the analysis phase– Clear statement of what should be accomplished (outputs)– Clear statement of important results that can be expected in

the short to medium-term (purpose) and in the long run (goal)

• When the logframe has been completed it is used to design further scheduling

Logframe in the LFA process

The logframe matrixPESTLE analysis

Stakeholder analysisSWOT analysisStrength Weaknesses

Opportunities Threats Problem analysis

Objective analysis

Strategy analysis

Schedules

Reports

Project strategy

Objectively verifiable indicators

Sources of Verification

Assumptions

Overall Objectives

Purpose

Results

Activities Means Cost

PRE CONDITION

Connecting the analysis to the logframe

• We know what we have to do to tackle the focal problem by transforming the problems into objectives and selecting manageable tasks by doing the strategy analysis

The Logframe Structure

• Vertical logic– Identifies what the project itends to do and achieve – Clarifies the causal relationships (means to end)– Specifies important assumptions and risks

• Horizontal logic– Specifies indicators to measure progress– Identifies the sources / means by which indicators

will be verifies

The logframe basics

Means & Cost

• Means are the human, material and service resources (inputs) needed to carry out planned activities and management support activities

• Cost are the financial resources needed to carry out these activities

IndicatorsObjectively verifiable

• Indicators should include – Quantity – Qualities – Time/dates

1. Increase training in PCM within MFAR

Base indicator

2. Twenty staff of MFAR and its subdivisions receive

training in PCM

Add quantity (how much)

3. Training of mid level managers and professionals

within MFAR in PCM increased by 20 (60 to 80) or

33,3% increase between years

Add quality / what kind of change

4. Training in PCM of mid level managers and

professionals within MFAR increased by 20 (60 to 80)

by June 2007 or 33,3% increase between 2007 and

2008

Add time (by when)

Sources of verification (SoV)

• Do appropriate external sources already exist (e.g. reports, statistics)?

• Are these sources specific enough?• Are the sources reliable and accessible?• Is the cost of obtaining the information

reasonable?• Should other sources be created?

SMART• A good indicator should be SMART

• Specific to the objective it is supposed to measure

• Measurable (either quantitatively or qualitatively)

• Available at an acceptable cost

• Relevant to the information needs of managers

• Time-bound so we know when we can expect the objective/target to be achieved

Assumptions

• When a choice is made on which objectives to pursue with a project, number of aspects may be left outside the scope of the project

• Aspects outside the project may still have to be attained in order to reach a project’s objectives

• They are then external factors that influence or even determine the success of the project, but lie outside the control of the project

Assumptions and pre-conditions

• Problems identified from the stakeholder analysis that are not tackled by the project itself might have to be included

• Macro-economic, institutional-political, ecological and socio-cultural frame conditions, which cannot easily be influenced, should be considered for inclusion as assumptions

• A pre-condition is different from an assumption in that it is a condition that must be fulfilled or met before project activities can start

Assessment of assumptions

Killer assumptions

• The external factors that are essential for the project to achieve its objectives, but will most probably not be realised become so called killer assumptions

• If the project cannot be redesigned to achieve its objectives without having to rely on the realisation of the respective external factor it should be abandoned

Relationship between assumption and Objective hierarchy

General sequence of completion

Objectives - an exampleLogical framework matrix

Post harvest losses

Project description Indicators Sources of verification Assumptions

Overall objective: Improve the utilization of fisheries and aquatic resources for the benefit of the current and future generations.

• Sustainable utilization of fish stocks. • Strengthen possibilities of increased product value. • Increased annual average income of fisher's household by 7% . • Consistent and certified quality.

• Annual stock size measurements. • Census among fishermen, exporters, sales outlets and customers. • Quality control measurements. • Governmental export reports. • Sample household surveys.

Purpose/Immediate Objective: 1. To minimize post harvest losses and improve quality and safety of fish products to acceptable standards.

• 10% increase in annual export volume within the next 5 years. • 10% annual increase in export value within the next 5 years. • 8% annual increase of fish supply/production in domestic market within the next 5 years.

• Governmental export reports. • Sample surveys among fishermen, exporters, sales outlets and customers. • Sample household surveys.

• Political stability. • Adequate institutional funding, Interest and determination. • Sufficient stakeholder interest.

Results - an exampleLogical framework matrix

Post harvest losses

Project description

IndicatorsSources of verification

Assumptions

Results/Outputs/Deliverables: 1.1 Improved fish handling.

• 12% increase in HACCP certificated fish processing facilities for the next 5 years. • 8% increase in ISO 9000 certificated fish processing facilities within the next 5 years. • 750 trained and certified fishers before the year 2009. • 7% increase in average income of small and medium sized fishery businesses in the next 3 years. • 7% increase in the volume of landed fish in the next 3 years. • 4% annual increase of HACCP certified multi day boats in the next 3 years.

• HACCP registration reports. • ISO registration reports. • Govt. statistics. • Govt. tax authorities.

• NARA and DFAR have sufficient financial and human capacity to support development. • Level of increased income is sufficient to make a significant difference fishery businesses.

1.2 Strengthen management practices to improve quality and profits.

• 120 managers have undertaken a short training course in financial management before 2009. • 8% of multi-day boats apply an upper limit of days spent at sea to maximize/optimize quality instead of volume by 2010.

• Training reports. • Official quality valuation reports. • Analysis of relevant governmental statistics.

• Availability of qualified staff. • Sustainability of harbor maintenance.

Activities an exampleLogical framework matrix

Post harvest losses

Project description IndicatorsSources of verification

Assumptions

Activities: 1.1 Improved fish handling 1.1.1 Select 15-20 boat crews that are willing to co-operate on improvements in onboard fish handling 1.1.2. Design a short training course in fish handling for fishers. 1.1.3 Train fishers on how to handle fish onboard. 1.1.4 Install temperature monitoring device onboard. 1.1.5 Initiate installment of cold chain procedure. 1.1.6 etc.

Indicators • Short training course (STC) has been designed and course material is ready for printing. • 10 locations have been selected to hold STC and 5 local coordinators have been hired to undertake practical preparations. • 10 instructors have been hired to teach the STC. • Etc.Input • Training coordinator • Technical adviser • Travel and training costs • Cost of new temperature monitoring equipment • Funding of a report on assessment on current "modus operandi" in Sri Lankan fisheries

Include cost for activity here.

• Inadequate willingness to seek changes and improvement • Lack of follow-up • Insufficient importance on quality controlled/orientated decision making

“Clear objectives and stakeholder

commitment drive successful projects.”

World Bank

References

• European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from: http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdf

• World Bank (2005). The logframe Handbook; A Logical Framework Approach To Project Cycle Management. Downloaded 2nd March 2007 from: http://www-wds.worldbank.org/servlet/WDSContentServer/WDSP/IB/2005/06/07/000160016_20050607122225/Rendered/PDF/31240b0LFhandbook.pdf