Logical Framework
Afghanistan, 2015
Food Security and Agriculture Working Group – 9 December 2015
2
Overview
 Rationale
 Results chain
 Cause and effect
 Assumptions and risks
Logical Framework Rationale
 Planning and design tool - Depicts expected cause-effect relationships and
linkages between investments made, beneficiaries, and measurable results;
 Management tool – Acts as a reference point for making implementation
decisions and following through on actions agreed between key
stakeholders;
 Monitoring and evaluation tool – Establishes performance expectations,
and help build a monitoring system to measure and assess success; and
 Communications tool – Contributes to building a coherent performance
vision and reporting story to improve learning and accountability.
Rationale
 Deceptively simple: Getting the basics right
 Communicate what results are expected to be achieved
 Aim:
 Project and programme design clarifies what stakeholders are willing and
able to be realistically accountable for, in a commitment within a causeeffect based results-chain.
 Begin with the end in mind. Developing a results chain creates a mental
image or “model” of complex reality and then implement a programme or
project which should lead to desired results or changes.
Introducing the Results Chain
 The results chain depicts expected cause-effect linkages within a project or
programme from its inputs, through to its activities, outputs, and outcomes,
through to strategic objectives. The results chain communicate what
humanitarian and development issues are being addressed, and the results
expected to achieve.
 Producing a credible results chain is a prerequisite for effective monitoring:
it is difficult to monitor progress in getting somewhere if it is not clear where
it is that you want to go.
 It starts with an objective…
Establishing an Objective
 A strategic objective denominates an overarching direction, and is often
complemented by a range of partners, as one actor rarely can meet an
objective alone. Energy spent on defining the right direction for the
organisation and programming is well spent, as it will be rewarded by
common direction and avoid misunderstandings later.
 A strong objective when articulated is succinct and seems effortless,
except it isn’t. Short, sharp and relevant.
 SMART: Specific, Measurable, Attainable, Realistic, and Time-bound.
 Tip: Review HRP Strategic Priorities (SP) for inspiration to align objectives.
https://www.sheltercluster.org/sites/default/files/docs/afghanistan_2015_hrp_response_monitoring_framework_final.pdf
Logical Framework Results-chain
What Are Results?
Results are describable or measurable changes in state or condition that are
derived from a cause-effect relationship.
 Outputs – Immediate or short-term goods and services directly produced by
interventions. They are specific, tangible, and therefore easy to measure.
High level of control of this level of result, for example, ’training conducted’
or ‘food distributed’. Outputs should lead to the achievement of one or
more intended outcomes.
 Quarterly reports to FSAC through 3W
 Outcomes – Medium-term results generated within the life-cycle of a
programme or project by a combination of achieved outputs. Outcomes
typically represent changes in institutional and individual capacity. Less
control over outcomes as many factors in the external environment can
influence this level of result.
 Outcome reporting useful for cluster – twice a year at outcome level,
impact on IPC, interventions etc.
Logical Framework Results-chain
 Impacts – Long-term developmental gains which an intervention is
expected to help achieve. Typically planned economic or social
changes, for example, greater income brought by rehabilitated
land, or increased employment among a better-educated
population.
 Impact is achieved through a combination of outputs and
outcomes. Significant contribution to an impact depends on a
range of interventions and investments. Achievement often
measured via periodic evaluations, at times in in collaboration with
other development agents, for example, through monitoring of the
United National Development Framework (UNDAF) results or through
progress towards reaching Millennium Development Goals (MDGs) –
soon to be Sustainable Development Goals (SDGs).
Indicators
 Once expected objectives and results are determined within the results
chain, appropriate indicators needs to be selected.
 Indicators are used to monitor progress by measuring and enable
comparison and assist in gathering evidence to assess whether or not
expected results are achieved.
 Indicators are quantitative or qualitative variables, or units of measurement,
that allow verification of the changes produced by an intervention relative
to what was planned.
 Always consider gender equity and impact in the design, implementation
and reporting phase.
 Many indicators have mixed qualitative and quantitative characteristics.
For example, Coping Strategy Index uses various criteria and opinions and
perceptions to give a comparable numerical value or proxy measure of
food security.
Quantitative Indicators
 Quantitative Indicators are measures of quantity such as the percentage of
girls relative to boys registered as attending school, infant mortality rate,
rate of moderate acute malnutrition (MAM), or metric tonnes of food
distributed. Quantitative indicators measure changes in numerical value
over time and rely on direct measurement or counts.
Expected Result
Quantitative indicator selected to measure
progress in achieving the expected result
Cross-cutting result – Food assistance
coordinated and partnerships
developed and maintained
Number of partner organizations that provide
complementary inputs and services
Outcome 1.1 – Stabilized undernutrition
among children aged 6-59 months and
pregnant and lactating women
Moderate acute malnutrition (MAM)
treatment default rate of less than 15%
Qualitative Indicators
 Qualitative Indicators are measures of quality, perception, and presence or
extent of something and are based on people’s judgement about a
subject and measures are obtained through direct observation,
conversations, and feedback forms. It’s a softer indicator therefore
precision in defining qualitative indicators is important.
Expected Result
Qualitative indicator to measure progress in
achieving the expected result
Cross-cutting result – WFP assistance
delivered and utilized in safe,
accountable and dignified conditions
Proportion of assisted people who do not
experience safety problems travelling to, from
and at WFP food-for-asset work sites (qualitative
since based on people’s perception of safety)
Outcome 4.3 – Ownership and capacity
strengthened to reduce undernutrition
and increase access to education at
national and community level
National capacity index (extent of ownership
and capacity based on various agreed-to
criteria and assessment completed by internal
and external assessors)
Standard Logical Framework
Examples of Results Chain Changes
Results Chain
 Inputs, the human, financial and physical and resources, are brought
together in time and place and allow for completion of Activities. Tasks and
work plans are aligned with budgets. Completing these activities generates
a chain or stream of results (changes). The earliest results, those which are
first to appear, are Outputs, the very tangible, easily measured goods and
services – the immediate deliverables. A series of outputs, if achieved, can
lead (if assumptions about the external environment hold true) to mediumterm Outcomes. These are the improved human and institutional capacities
and performance that can be directly attributed to the programme efforts.
Outcomes are measure through quantitative and qualitative indicators,
and the use of accepted social-research methodologies, provides a strong
evidence of progress in achieving this level of result within the life-cycle of
an approved project or programme.
Cause and Effect Hierarchy
 The logical framework consists of a hierarchy of activities, expected results,
indicators, and assumptions, linked together in a logical cause-and-effect
arrangement. Each level in a logical framework (from activities up to
impact) is necessary to consider the feasibility of the cause-effect linkages.
For example, in what way will the completion of activities lead to the
desired outputs? And what is the logical link between the problem being
addressed, the outputs of the intervention, and the intended outcome.
Each intended outcome must address the causes of a specific problem
being addressed by the project.
Defining Expected Results
 The results chain outlines approved activities, specific measureable results,
and the perceived logical link between these.
 Expected results need to be clear, unambiguous and realistic, taking
account of the time and resources allocated to the project. The provision
of inputs allows planned activities to be completed which generates a
stream of desired outputs and outcomes, which in turn contribute to
expected impact (high-level goal or strategic objective).
Assumptions and Risk
 Assumptions describe the necessary conditions for expected cause-effect
linkages related to the project’s implementation environment. Assumptions are
not under the project's control. For example, food assistance (inputs) may be
targeted to a vulnerable group to support food-for-assets (activity). This in
expected to create agriculture infrastructure such as check dams or irrigation
canals (outputs). But sustained drought, the breakdown of local law and order,
or lack of basic agriculture extension services may prevent an increase in local
agricultural production (the expected outcome) and ultimately leave food
security (the intended impact or goal) unchanged or even worse. Thus, in this
example, the achievement of the expected outcome depends on certain
assumptions holding true: the region remaining stable, normal rain patterns, and
maintenance of minimal agriculture support services. The likelihood and impact
of these assumptions not holding determines the level of risk that a project or
programme faces as it is implemented.
Example: CHF – Logical Framework
 CHF LOGICAL FRAMEWORK.docx
Questions?