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 [[Deutsche Gesellschaft Fuerfür 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[[NGO]]s, though not without reservations and concerns by some. In the 1990's it was often mandatory for aid organisations to use the LFA in their project proposals but its use in recent years has become more optional.

It is useful to distinguish between the two terms: the Logical Framework Approach (LFA) and Logical Framework (LF or Logframe). They are sometimes confused. The Logical Framework Approach is a project design methodology, the LogFrame is a document.

The text below describes the document, not the global methodology of project design. For the brief description of the LFA as a design methodology, see for example the page [http://lgausa.com/logframe_approach.htm], for the thorough description see for example [http://www.ausaid.gov.au/ausguide/pdf/ausguideline3.3.pdf AusAid guideline for LFA] cited in "External links" section.

The Logical Framework takes the form of a four x four project table. The four rows are used to describe 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 the event. The second column lists one or more ''Objectively Verifiable Indicators'' (OVIs) of these events taking place. The third column describes the ''Means of Verification'' (MoV) where information will be available on the OVIs, and the fourth column lists the ''Assumptions''. Assumptions are external factors that it 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, but which cannot be directly controlled by the project or program managers. In some cases these may include what could be ''killer assumptions'', which if proved wrong will have major negative consequences for the project. A good project design should be able to substantiate its assumptions, especially those with a high potential to have a negative 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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*If these Purpose are achieved, and these Assumptions hold, then these Goals will be achieved.

These are viewed as a hierarchy of hypotheses, with the project/program manager sharing responsibility with higher manaagementmanagement for the validity of hypotheses beyond the output level. Thus, Rosenberg brought the essence of scientific method to non-scientific endeavors.

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 International 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.

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*[http://ciaris.ilo.org/english/tos/actcycle/planific/methodes/fiche_7.htm Centre for Informatic Apprenticeship and Resources in Social Inclusion] Short description.

*[http://www.ausaid.gov.au/ausguide/pdf/ausguideline3.3.pdf AusAid] AusAid guideline for LFA [PDF file]

*[http://ec.europa.eu/comm/europeaid/qsm/project_en.htm] Aid Delivery Methods, Volume 1, Project Cycle Management Guidelines, March 2004, manual can be down loadeddownloaded.

*[http://www.pcm-group.com] Site of PCM Group, Process Consultants & Moderators in Brussels. Short training courses on LFA and PCM (Project Cycle Management). Provide facilitators for participatory LFA workshops. Lots of downloadable documents.