آرشیف

2020-11-3

گل احمد محمدی

M&E Log Frame

M&E Logframe

Logical Framework, or logframe, describes both a general approach to project or programme planning, monitoring and evaluation, and – in the form of a ‘logframe matrix’ – a discrete planning and monitoring tool for projects and programmes. Logframe matrices are developed during project/programme design and appraisal stages, and are subsequently updated throughout implementation while remaining an essential resource for ex-post evaluation.
As a methodology, the ‘Logical Framework Approach’ (LFA) is a systematic, visual approach to designing, executing and assessing projects which encourages users to consider the relationships between available resources, planned activities, and desired changes or results. At its core is a theory of change management which presents the logical flow of causal outcomes between achievement of a project/programme’s activity targets, and the delivery of intended results. Logframes, to this end, enable planners to establish a hierarchy of objective or result statements – i.e. a development pathway – which articulate their best understanding of how change can be achieved.
A logframe matrix (often simply called the ‘logframe’) serves to translate this broader LFA theory into action, and as a document forms the basis of an actionable work plan to guide implementation through the project/programme lifecycle. Logframe matrices assist directly in establishing the development pathway by which objectives will be reached, identifying the potential risks to achieving the objectives, establishing how outputs and outcomes might best be monitored and evaluated, presenting a summary of the activity in a standard format, and suggesting M&E activities during implementation.
A wide range of logframe formats exist, varying between donors and organisations – as such, there is no standardised template (Levine, 2007:Annex 1). A generic logframe matrix is typically one formed around a 4 x 4 table. At minimum, four central categories, arranged horizontally by column, or vertically by rows, contain information on the project/programme’s Goal, Purpose, Activities, and Output.

Goal: Here, an overall project/programme goal – the broader issue(i.e. at the national or sectoral level) that the project seeks to contribute to- is defined. (Ex: “Country-wide reduction of infant mortality rates.”)
Purpose: The project’s central purpose or outcome – a localised result that the intervention seeks to achieve in support of the above goal – is next identified. This statement should clarify what will be changed, and who will benefit. In some formats, this category is sub-divided between ‘strategic objectives’ and ‘intermediate results’. (Ex: Increased access to paediatric healthcare for all infants in project’s area of operation.)
Project outputs: Listed here are those observable, measurable change, and tangible products/services to be delivered by the intervention, which serve to achieve the above goal and purpose. (Ex: Demonstrably increased access to paediatric healthcare through the area, a minimum 10% reduction in child mortality.)
Activities: Finally, supporting activities – the main tasks that need to be completed in order for the output to be achieved – are defined. (Ex: Project staff will establish four new clinics and provide specialised training to health care providers in region.)

Each of these central components are, in turn, accompanied by at least four rows (if arranged vertically) or columns (if horizontally) displaying the following supporting information:

A Narrative Summary describing the event.
Indicators which will be measured to indicate if the events taking place have been achieved. (Often referred to as ‘objectively verifiable indicators’)
Means of Verification(or ‘verification sources’) – the location of those sources of data required of the above indicators.
A list of critical risks and Assumptions ( ‘hypotheses’) – those external factors which the evaluators believe may positively or negatively influence the events described by the narrative summary, including any external phenomena beyond the project/programme manager’s control. Only those concerns or anticipated opportunities which can actually be substantiated should be included.
Additionally, baseline date, measurable milestones in the progress of an event, and/or target year/date are also commonly included.