Logical Framework Approach: Difference between revisions

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The '''Logical Framework Approach''' (LFA) is a management tool mainly used in the design, monitoring and evaluation of development projects. The LFA method was developed by Leon J. Rosenberg, under contract to USAID in 1969. Practical Concepts Incorporated, a firm founded by Rosenberg, then extended use of LFA to 35 countries. LFA is widely used by bilateral and multilateral donor organizations like [[Gesellschaft Fuer Technische Zusammenarbeit|GTZ]], [[Swedish International Development Cooperation Agency|SIDA]], [[Norwegian Agency for Development Cooperation|NORAD]], [[DFID]], [[UNDP]] and [[European Commission|EC]]. It has also been widely adopted by NGOs, though not without reservations and concerns by some. In the 1990's it was often for aid organisations to use the LFA in their project proposals but its use in recent years has become more optional.

The Logical Framework takes the form of a four x four project matrixtable. The four rows describeare used to d''escribe four different types of events that take place as a project is implemented: the project Activities'', ''Outputs'', ''Purpose'' and ''Goal'' (from bottom to top on the left hand site - see EC web site as under external links). The four columns provide different types of information about the events in each row. The first column is used to provide a ''Narrative'' description of eachthe ofevent. theseThe events,second column lists one or more ''Objectively Verifiable Indicators'' (OVIs - second column)of these events taking place,. The third column describes the ''Means of Verification'' (MoV - third column)where information will be available on the OVIs, and thenthe Assumptions (fourth column) lists the ''Assumptions''. ExternalAssumptions factors are calledexternal Assumptions,factors butthat onlyit is believed could influence (positively or negatively) the events described in the narrative column. The list of assumptions should include those factors that potentially impact on the success of the project should be identified, but onlywhich those assumptions that can notcannot be directly controlled by the project or program managers,. butIn shouldsome notcases bethese killermay assumptionsinclude (thosewhat assumptionscould withbe which''killer oneassumptions'', cannotwhich startif theproved projectwrong -will redefinehave projectmajor andnegative orconsequences component that createsfor the killer assumption)project. ThereA mightgood haveproject todesign should be preconditionsable (liketo fundssubstantiate available)its thatassumptions, areespecially placedthose belowwith thea Activityhigh rowpotential into thehave fourtha columnnegative impact.

The core of the Logical Framework is the "temporal logic model" that runs through the matrix. This takes the form of a series of connected propositions:

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The "Assumptions" column is of great importance in clarifying the extent to which project/program objectives depend on external factors, and greatly clarify "force majeure"-- of particular interest when the Canadian Development Agency (CIDA)at least briefly used the LFA as the essence of contracts.

The LFA can also be useful in other contexts, other than in agreements between a donor and a grantee. When developed within an organisation, it can be a means of articulating a common interpretation of the objectives of a project and how they will be achieved. The list of indicators can help detail these views, as well as providing a practical means of tracking whether the project is being implemented as planned. In a well constructed LFA the narrative column can help tell a single simplified story of what the project is all about.

== Handbooks ==