3. LFA
The steps of the analysis
1. Define a project concept – an idea of what project you intend to implement.
2. Decide who the target group for the project will be (the group who will directly receive
benefits and participate in the project). The final beneficiary group is likely to be the
broader community within which the target group is located.
3. Define the problems facing the target group in their situation (what is the focal
problem facing the target group, and what causes this problem)
6. LFA Compilation – an example
Ø Goal: starting at the top and using the information from the Objective Tree write the overall objective of the project. The
overall objective may be beyond the reach of this project on its own, for instances: “To contribute to improved family
health and the general health of the rive ecosystem”.
Ø Purpose: it describes the desired outcome that the project will achieve. This should be clear and brief. Example: “Improved
river water quality”.
Ø Outputs: describe the project intervention strategy. There may be several outputs. Example: “1) Reduced volume of
wastewater directly discharged into the river system by households and factories”.
Ø Activities: these are the tasks that are needed to achieve these outputs. There may be several for each output. Statements
should be brief and with an emphasis on action words. Examples: “1.1) Conduct baseline survey of households and
businesses; 1.2) Complete engineering specifications for expanded sewerage network, etc.”
7. LFA Second stage
Objectively verifiable indicators of achievement: starting from the top to the bottom of the hierarchy of the objectives, begin to
work across the logframe identifying the Objective Verifiable Indicators for measuring the progress in terms of quantity,
quality and time. There are two kinds of indicators: 1. Impact indicators: related to the overall goal, helps to monitor the
achievement and the impact of the project. Example: “Incidence of water borne diseases, skin infections and blood
disorders caused by heavy metals, reduced by 50% by 2008, specifically among low income families living along the
river”. 2. Process (our outcome) indicators: related to the purpose and results. These measure the extent to which the
stated objectives have been achieved. Example: “Concentration of heavy metal compounds (Pb, Cd, Hg) and untreated
sewerage; reduced by 25% (compared to levels in 2003) and meets established national health/pollution control standards
by end of 2007”.
Sources and means of verification: the source of verification should be considered and specified at the same time as the
formulation of indicators. This will help to test whether or not the indicators can be realistically measured at the expense of
a reasonable amount of time, money and effort.
9. • Goal
• The higher level objective towards which the project is expected to
contribute (mention target groups)
• Purpose
• The effect which is expected to be achieved as the result of the project.
• Outputs
• The results that the project management should be able to guarantee
(mention target groups)
• Activities
• The activities that have to be undertaken by the project in order to
produce outputs.
Intervention Logic
10. Cause-effect relationship among objectives at several
levels
Inputs
Activities
Outputs
Purpose
Goal
under full control of project
management
beyond control of project
management
11. THE LOGIC OF A PROGRAMME: A SET OF LINKED
HYPOTHESES
GOAL
PURPOSE
ACTIVITIES
OUTPUTS
if
then
if
then
then
if
13. Summary of the logical framework
• Assumptions
• Important events, conditions or decisions outside the control of the project
which must prevail the goal.
• Important events, conditions or decisions outside control of the project
management necessary for the achievement of the purpose.
• Important events, conditions or decisions outside control of the project
management necessary for the production of outputs.
• Important events, conditions, decisions outside control of the project
management necessary for the start of the project.
Assumptions and Preconditions
14. • Goal
• Measures (direct or indirect) to verify to what extent the goal is fulfilled.
• Purpose
• Measures (direct or indirect) to verify to what extent the purpose is fulfilled.
• Outputs
• Measures (direct or indirect) to verify to what extent the outputs are produced.
• Activities (Inputs)
• Goods, people and services necessary to undertake the activities
Objectively Verifiable Indicators (OVI)
15. • Goal
• The sources of data necessary to verify status of goal level indicators.
• Purpose
• The sources of data necessary to verify status of purpose level indicators.
• Outputs
• The sources of data necessary to verify status of output level indicators.
• Activities
• The sources of data necessary to verify status of activity level indicators.
Means of verification (MOV)
16. Objectively Verifiable Indicators
• Indicators must be valid, reliable, precise, cost-effective and stated independently from other
levels.
• Indicators should make clear how the target group will benefit from the realisation of outputs.
• Indicators should be specific in terms of:
• Quality (what?)
• Quantity (how much?)
• Time (when, how long?)
• Target Group (who?)
• Place (where?)
17. Objectively Verifiable Indicators
• The process of defining indicators forces us to clarify our objectives. A good
indicator at this level is:
a. Plausible: measuring what is important in the project
b. Attributable: measuring changes caused by the project
c. Cost-effective: involving data that may be collected and analyzed inexpensively
d. Independent: not inherent to the project
e. Targeted: how much.., what kind of.., by when
f. Verifiable: to reach agreement
19. LFA Disadvantages
ü Focusing too much on problems rather than opportunities and vision
ü Organisations may promote a blueprint, rigid or inflexible approach, making the logframe a
straitjacket to creativity and innovation
ü Limited attention to problems of uncertainty where a learning or adaptive approach to
project design and management is required
ü The strong focus on results can miss the opportunity to define and improve processes