Introduction to the Logical Framework Approach - Stockholm ...

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Introduction to the LFA• a consistent project strategy. The LFA provides tools to clearly linkcauses and effects. To better assess risks it also takes into accountexternal factors that are crucial for the success of the project, but lieoutside the control of the project.• objectively verifiable indicators. Indicators describe objectives inmeasurable “empirically observable” 14 terms and provide the basis forperformance measurement and project monitoring and evaluation.• flexibility in adapting to changing conditions (that are of relevancefor the project). The LFA establishes a framework that makes theunderlying rationales and assumptions transparent and helps to reactto changes by, e.g., revising the design.Within the LFA process information flow and communication are furthermoreenhanced making use of participatory work forms (e.g. workshops) andtechniques such as facilitation and visualization.ReaderLogframe ApproachDSEANALYSIS PHASEPLANNING PHASEIdentify /analyseDeductSelect the mostappropriateoption• Situation/ Problem analysis -identifying stakeholders, their keyproblems, constraints and opportunities;determining cause and effectrelationships between different levels ofproblems• Analysis of objectives - developingobjectives from the identified problems;identifying means to end relationships• Strategy analysis - identifying thedifferent strategies to achieveobjectives; determining the majorobjectives (development objective andimmediate objective)Define theproject logicSpecify andoperationalise• Logframe - defining the projectstructure, testing its internal logic,formulating objectives in measurableterms, defining means and cost(overall)• Activity scheduling - determining thesequence and dependency of activities;estimating their duration, settingmilestones and assigning responsibility• Resource scheduling - from theactivity schedule, developing inputschedules and a budgetThe LFA is an open set of tools for project design and management. It iscrucial to adapt the LFA whenever necessary, e.g. by complementing itwith other tools to meet specific circumstances and requirements. Applyingflexible use ofthe LFA14 COMIT, p. 75.8
Introduction to the LFAthe LFA flexibly and creatively it can be a “frame for logical work” instead of a“blueprint” resulting in “logic-less frames” or “lockframes”. 15The LFA consists of two phases: an analysis and a planning phase which areintroduced in the following. 16Reader2.2. The Analysis PhaseA GEF project normally starts with a basic idea generated from stakeholdersat the local, national or global level as a result of an existing, undesiredsituation linked to global environmental issues. Ideas have to have aclear link to global benefits and national priorities. The idea describes the“business as usual” scenario, e.g. the depletion of biodiversity, the pollutionof international waters and greenhouse gases emitted into the atmosphere.The LFA is an evolutionary, iterative process starting with the profoundanalysis of this existing, undesired situation as a basis for laterplanning. But what are the most important characteristics of an existingsituation? What are the real problems to be tackled by the project? Theanswer to this question greatly depends on perception - in a project contexton the perception of the different stakeholders involved. Ignoring theperceptions, experience and realities of the different stakeholders can onlyhave an adversary effect on the success of projects or programmes, asexperience has shown. During the analysis phase representatives of thestakeholders are therefore brought together and consulted in order to be ableto define and provide their views on the existing problems (first step of theanalysis phase), to be able to later on analyse objectives on that basis(second step of the analysis phase) and to finally analyse what alternativeproject strategies exist (third step of the analysis phase). Stakeholderconsultations are often organised in form of workshops, but can and shouldbe varied according to the specific conditions and needs.2.2.1. Stakeholder Analysis“In order to maximize the social and institutional benefits of the project andminimize its negative impacts, it is extremely important to develop acomprehensive picture of the interest groups, individuals and institutionsconnected to the environmental problem and project idea.” 17 Stakeholdersstarting point:situation analysiswhoseproblems?15 See also Gasper, Des, p.75 f. – what is meant by “logic-less frames” or “lockframes” isexplained in the chapter “Limitations and Risks”.16 Graph adapted from European Commission, Joint Relex Service for the Management ofCommunity Aid to Non-Member Countries (SCR), Evaluation Unit: Project Cycle Management,Training Handbook. Prepared by ITAD Ltd. Version 1.0, May 1999, p. 15.17 Finnish International Development Agency (FINNIDA): Guidelines for Project Preparationand Design. Helsinki, June 1991, p. 109. For checklists with key questions for stakeholderanalysis that are not comprehensive but might help to identify crucial aspects to take intoaccount also see Inter-American Development Bank/ Banco Interamericano de Desarrollo:9
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