Designing a Logical Framework and Indicators

Designing a logical framework

A project logical framework (logframe) is an important tool through which to summarize the project plan, map the multiple levels of project objectives and associate results in the short, medium and long terms. It should be derived by undertaking a “problem tree” analysis that breaks down problems faced by communities to build them back up into a “solutions tree” or logframe.

The logframe is one form of a logical or logic model; a model where there should be a clear relationship of one thing leading to another. In this instance, inputs or resources are used by project activities to produce results. Results are defined as “the effects of actions, that can be intended or unintended, positive or negative” and can be split into different levels of results depending on the significance of their achievement and level of change attained. In the Results Chain indicated in Figure 4 below, three levels of results are identified - outputs, outcomes and impacts (see Box 1 below for definitions), where project activities should lead to these three results types; results in the short, medium and long term. The intended results that is hoped a project will achieve can be referred to as objectives, and are determined at the planning stage of a project.

The logical relationship of inputs leading to activities that produce outputs, which result in medium term change (or outcomes) which result in longer term change (or impact), can be mapped out as a Results Chain, as in Figure 1 below: Inputs are used to carry out activities, —> Activities produce specific outputs, —> Outputs produce outcomes, —> Outcomes contribute to the goal (impact) of a project.

Outcomes on beneficiaries are medium term changes we ‘want to see’. These correlate to the ‘purpose’ objective in a logframe

Impact

Impact

The medium to long term impact we ‘hope to see’ -correlates to the Goal in the logframe

Outputs

Outputs

The outputs, end products of deliverables (titled results in the objectives section of the logframe –

these are things we expect to see Activities Activities Actions undertaken to transform inputs to outputs Inputs Inputs Financial, human and material resources

Figure 1: The Results Chain (Logframe format)

Intended Results

Outcomes

Outcomes

A sample results chain

Food Aid Distribution of food aid - The number of people who received food aid - The quantity of food distributed

- Increase in average number of meals consumed per day

- % increase in the number of people that have access to food

% decrease in malnutrition rates (SAM, and GAM)

Below in Box 1 are the definitions of each of the levels of logframe objectives and their associated results that can be measured by indicators, as well as examples of M&E activities that might measure these at each level of the logframe.

Box 1: Definitions for Logframe Terminology Logframe objectives

Definitions associated Objectively Levels of results and Verifiable Indicators (OVI) that

measure objectives Sample Means of Verification (MoV) of indicators Overall Objective [Goal]

Broad project objectives in terms of the longer-term benefits to beneficiaries and the wider benefits to society. The Overall Objective(s) will not be achieved by the project alone; the project aims to contribute to them

Impact Impact indicators that measure this long term change in conditions of the community (e.g. % change in malnutrition rates or mortality rates due to malnutrition) E.g. Endline survey (including household interviews & focus group discussions) Project

Purpose The benefits to be received by the project beneficiaries or target group as a result of utilising the services provided by the programme

Outcome Indicators describing

medium-term effects of an intervention’s outputs. (e.g. % change in the population with access to daily rations/food) E.g. Post- Distribution Monitoring survey; Post-Harvest Monitoring survey Results

[Outputs] The outputs produced by undertaking a series of activities. These are the services to be delivered to the intended beneficiaries or target group, and it should be possible for project management to be held accountable for their delivery.

Outputs Indicators describing the immediate effects of an activity; tangible products, goods and services, and other immediate changes that lead to the achievement of outcomes. Outputs are mainly measured in numbers (e.g. number of people or % of population served). E.g. Beneficiary distribution list; attendance lists

Activities The tangible goods and services delivered by the project. (e.g. distribution of seeds and tools)

Process describe the activities undertaken (e.g. Metric Tonnes of food distributed)

E.g. Distribution records

Lower level results (i.e. processes and outputs) contribute to the achievement of higher ones (i.e. outcomes and impact). To assist with project planning, it is useful to draw out the logic model of the project (or theory of change), to check whether the logic of it flows and makes sense. Each level of objectives should have correlating intended results that can be measured by respective indicators.

An M&E system should reflect this flow or chain of results, that builds on the logframe and is used to create an M&E plan (see Toolkit 4). Most results can be measured through monitoring, depending on the length of the project. Higher level results may take longer to become evident and therefore to measure, and may become clearer in an evaluation.

Of course, reality does not always work in a linear fashion. By mapping out the logical flow, theory of change or chain of results, the results expected from each activity or combination of activities undertaken over a period of time can at least be mapped out with correlating indicators agreed upon to measure whether the expected result is being achieved.

Any assumptions made at each stage of the logical model will be captured, and referred to in the assumptions column of the logframe.

The actual logframe (see Figure 3 below) therefore summarizes this theory of change over time by detailing each of the objectives (goal, purpose, results) intended by the project, the related indicators that measure the extent to which results against each objective have been attained, the assumptions that need to hold if each level of objectives is to lead to the next, and the means by which indicators will be measured (Means of Verification (MOV)). Indicators and the MOVs then form the basis of a project’s M&E system to measure the achievement of intended (as well as unintended) results.

Figure 3: Logframe template highlighting the links between assumptions and objectives Intervention Logic O b j e c t i v e l y V e r i f i a b l e Indicators (OVI) Means of Verification (MOV) Assumptions Overall Objective (Goal) Then Impact indicators Project

Purpose Then indicatorsOutcome If

Results _Then Output

indicators If

Activities _Then Inputs Costs

If

Pre-conditions

Figure 2: Logic Model – building up a logframe

Purpose

Activities

Indicator types – or levels of results

Overall Objective (Goal)

Results Impact Outcomes Outputs Inputs Process

Logframe objectives levels

End outcome on beneficiaries we ’ e e s o t t n a w ‘

Long term change we ‘hope to see’ End products of deliverables we expect to see Actions to transform inputs to outputs Financial, human and material resources Evaluation Monitoring

Measuring impact can be challenging, costly and sometimes not possible for short-term projects, given that impact is change seen in the medium to long term, depending on the project objectives. Increasingly in the humanitarian sector, many argue in favour of adopting sector-wide measurements of impact rather than project-specific ones.

Designing indicators

The quality of a logframe is critical for successful project M&E, and its logical flow should therefore be rigorously checked. Logframes should be prepared as close to the field as possible with input from beneficiaries and partners. These should also key into measuring the success of objectives through jointly agreed upon indicators and means of measurement.

Indicators are means or units of measurement, that define ways in which to determine whether targets have been achieved or not. They are called indicators given that they are often

only indicative of whether an objective has been achieved rather than wholly demonstrating it. Often a number of indicators are required to give a sense of whether an objective has been achieved or not.

Box 2: SMART and SPICED Indicators

The acronyms SMART and SPICED indicators act as a helpful guide to consider what a good indicator looks like (SMART) and how it should be derived (SPICED).

SMART indicators: S Specific

M Measurable

A Achievable Or: acceptable, applicable, appropriate, attainable or agreed upon R Relevant Or: reliable, realistic

T Time-bound

SPICED Indicators:

S Subjective - Informants have a special position or experience that gives them unique insights

which may yield a very high return on the investigators time. In this sense, what may be seen by others as ‹anecdotal› becomes critical data because of the source’s value.

P Participatory - Indicators should be developed together with those best placed to assess them.

This means involving a project›s ultimate beneficiaries, but it can also mean involving local staff and other stakeholders.

I Interpreted and communicable - Locally defined indicators may not mean much to other

stakeholders, so they often need to be explained.

C Cross-checked and compared - The validity of assessment needs to be cross-checked, by

comparing different indicators and progress, and by using different informants, methods, and researchers.

E Empowering - The process of setting and assessing indicators should be empowering in itself

and allow groups and individuals to reflect critically on their changing situation.

D Diverse and disaggregated - There should be a deliberate effort to seek out different indicators

from a range of groups, especially men and women. This information needs to be recorded in such a way that these differences can be assessed over time.

Indicators should be measurable, through clear Means of Verification, and should each have a clear target and baseline against which to measure progress, as exemplified below.

Box 3: Sample Agricultural Indicators

Indicators (OVI) Means of Verification (MoV)

Impact X% change in the number of households (HH) that can meet their food needs during the hunger gap in XX region following provision of assistance (Baseline: YY%)

- HH survey

- Focus group discussion

Outcome X % increase in household production of major