The logical framework approach and its

application in FAO projects

Formulation of the Logical Framework Matrix

Work Plan
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Introduction
This unit represents the core content of the course, where most of the
technical knowledge necessary to formulate, design, and implement projects. It constitutes
the basis of the necessary knowledge of information that serves the Organization in the
planning, implementation, and monitoring of their projects and programs.

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Objective of the unit:

At the end of this Unit, you will be able to:

• Know and distinguish the Logical Framework tools throughout LFM

the entire intervention process, and use it according to the needs By its acronym in English
(design, monitoring, and evaluation). Logical Framework Matrix.
• Identify and comment on the central elements of the design.
a new project; identify results, objectives and risks of
environment.
• Propose and formulate indicators to carry out the follow-up of
different types of objectives.
• Formulation of the Logical Framework Matrix (LFM)

In this unit, the following contents will be developed:

• Construction of Vertical Logic
• Construction of Horizontal Logic
• Formulation of the Work Plan (Operational Plan) and the Budget

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The LFM forms the basis for the development of key instruments for management
of projects:
• Management and risk matrix,
• Work plan and budget.
At the same time, the LFM is the main instrument of the Logical Framework Approach and presents
a summary of the project. It is a way to present the project's activities
in a comprehensive design that shows:

• A summary of key elements of the project plan,

• The definition of the results chain (logic of the proposed project) and
• The preliminary monitoring plan and assumptions.
All these elements facilitate risk analysis, a fundamental element in the
formulation of a project.

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Construction of Vertical Logic

Once the central problem has been identified, and after having conducted the analysis of solutions
and alternatives, one must choose what the solution or intervention to the need will be.
detected problem.

The first step once a solution alternative has been chosen is to design or formulate the
project, for which we will use the Logical Framework Matrix that we introduced earlier.

In the first stage, we will study only the first column of the Matrix, that is,
revisaremos la herramienta desde el punto de la cadena de resultados y definiremos
different levels.

The first column of the Matrix consists of 4 levels:

The vertical logic represents the results of the project or program achieved (Impact, Outcome,
Output y Activities), in hierarchical order from top to bottom.

It is not possible to achieve the Impact if the Outcome is not achieved, and this, in turn, is not possible to reach.
if the outputs cannot be generated.

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Impact
Tips for formulating
The impact of a project is a description
to the solution of higher-level problems and • It is a change at the level of the entire society. The
national, sectoral or regional importance that is project, in itself, is just one of Effect
they have diagnosed. long-term positive (5-12 years after the
end of the project)
• It must be linked or expressed in terms of
the SDGs.
• It corresponds to a change regarding which the FAO
contributes, but has no control. This result
it is not attributable to an organization or project
in particular, but corresponds to an action
collective.
• Formulated at the level of the final target group (e.g.
rural families, peasants, consumers,
but also natural resources, such as a
protected forest or preserved biodiversity

Example

If the main problem The impact would be to reduce the The Impact represents a goal
detected corresponds to infant mortality rate of development that generally
a high mortality rate in that population. obeys at a strategic level
infant due to malnutrition in directly linked to
the population of minors compliance with the SDGs, is
income. to say, helps to establish the
context in which the project
fits, and describe the impact
long-term effect to which
the project is expected to
contribute. ElImpactse associates
directly to the problem
what gave rise to the project
decrease in morbidity,
malnutrition, insecurity
food, etc.).

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Outcome
Tips for formulating
The outcome represents the direct result.
(intermediate) to be achieved once the • Methodologically, it is noted that a project
beneficiaries have received the goods and/or services it has only one outcome. In that sense, two
outputs delivered by the project. Outcomes should generate two by definition.
different projects.
• Positive effect in the short or medium term at the end
of the project or shortly after. Generally
is linked to the selected result in the
Work Plan (PdT).
• Generally expresses the use of the
products (“outputs”) of the project by third parties

• Medium level of control by the

Organization. The Government, private sector or
civil society shares the responsibility of
achieve the result

Example

Continuing with the The Outcome should be This level of objective indicates the
high rate problem aimed at reducing the specific contribution of a
infant mortality malnutrition and security project to the solution of a
due to malnutrition in the food-related in the population problem or to the satisfaction of
population of minors childish. a need. Corresponds to
income. Where the impact a hypothesis about the benefit
aims to reduce the rate of what is desired to achieve.
infant mortality in that
population.

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Outputs
Tips for formulating
The outputs are the goods and/or services produced.
or provided by the project. In general, • Short-term positive effect (at the end or closure)
an output is a good and/or service that is of the project).
addressed to the direct beneficiaries of the project • They generally express changes in the
(Government, Civil Society, Private Sector, etc.), and skills or abilities, both at the level
exceptionally they will be considered part of the individuals as institutions.
outputs those goods or services intended for
intermediate beneficiaries. • Control at the organizational level.
The results of achieving these objectives are
100% responsibility of the FAO.

Example

In the high problem The output of the project A project normally has
infant mortality rate must be related more than one output, and in them
due to malnutrition in the with goods or services the results are placed
population of minors delivered. For example: achieved by the execution
income, where the outcome Feeding programs of the established activities.
to reduce malnutrition and complementary, policies Methodologically they must
food security. developed with the express oneself in actions or
local governments work finished.
food education, etc.

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Activities These revised concepts define the basis for the

The activities correspond to the operational actions construction of the Logical Framework Matrix, since
or tasks necessary to carry out to achieve or they give the fundamental structure to the objectives that are
produce the outputs. they seek to achieve at each level. And in turn, they constitute the
Vertical Logic of a project.

Example

In the high problem The activities can be These take place during the
infant mortality rate related to all the execution period of
due to malnutrition in the necessary actions to project, and it is important
population of minors develop that output. that each of the tasks or
income, when considering as For example, hiring project activities are
example one of the outputs de profesionales para scheduled in time and
food education for training in education in space, besides having
the child population food, bidding for assigned directly the
develop the service, resources. Each output will have a
purchase of materials, etc. set of associated activities.

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Assumptions and Logic of 'bottom up'

The following table outlines the functioning behind the Vertical Logic (LV) of
a Matrix to determine if the result string is well-constructed. The LV indicates the level.
The coherence between the objectives of a project and its operation can be summarized by the
in the following manner:

• Activities
If the necessary and sufficient activities are carried out and some are produced
assumptions (that are outside the scope of the intervention) are achieved
Outputs.
• Outputs
If the Outputs are achieved and the assumptions are produced at their level, then
achieve the Outcome.
• Outcome
The achievement of that Outcome, combined with the fulfillment of the assumptions placed in
its level will represent a significant contribution to achieving the Impact (goal
general or long-term).

The assumptions of the Matrix correspond to external factors, outside the control of the institution.
responsible for a project, which affects the achievement or non-achievement of it. These factors can
environmental, regulatory, financial, institutional, social, political, etc.
• They are events, conditions, or decisions that must occur for them to be achieved.
the different levels of objectives of a project, which makes it relevant to identify them
opportunely and follow up on them.
• If the assumptions are not met, or if they are not treated with caution, these can transform into
risks for achieving the results proposed by the intervention/project.
• The assumptions column plays an important role in planning, as it serves
to identify risks that can be mitigated by incorporating additional components in the
same project.

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Important background on the assumptions of the Matrix:

Para facilitar la definición de los supuestos es necesario realizar un análisis de riesgo que pueden
affect the project or program. If some of those risks have a likelihood of occurrence,
then it can be considered an assumption, or event, condition or decision that must
occur in order to achieve the result.
The LFM requires the project design team to identify risks at each stage:
Activities, Outputs, Outcome and Impact. Risk is expressed as an assumption that must be
fulfilled to advance to the next level in the hierarchy of objectives:

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Construction of Horizontal Logic

We have already reviewed the concepts associated with the first column of the Matrix and their relationship with the
consistency/coherence of the Vertical Logic, as well as the formulation of the associated assumptions
at each level of objectives. In this section of the unit, we will review the definition and concepts
related to the rest of the columns that make up the Logical Framework Matrix and which are the
base for defining the Horizontal Logic of the Matrix.
In the following table, the topics to be addressed can be observed and their location within the
Matrix: Indicators, Means of Verification, and Assumptions.

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Indicators and Goals

When reviewing this section, it is important to begin by establishing some definitions that will facilitate
the understanding and relationship between these concepts when measuring the results of a project.
During the formulation or design of projects, a widespread confusion arises when it comes to
to define goals and separate them from indicators. The indicators are a means or instrument.
to measure the change in a variable, while the goals are achievements or objectives to be reached.
Next, two examples to illustrate these differences.

Table 1

• Indicador:
They correspond to a quantitative and/or qualitative variable that allows the
verification of changes resulting from a development intervention
regarding what was planned.
• Baseline:
It is the situation prior to the execution of the project against which one can
make comparisons regarding the progress or achievements made through the
project.
• Next milestone:
They are points in the life cycle of a project in which certain progress
It should be achieved and therefore monitored.
• Meta:
It is a specific level of performance that an intervention/project
aims to achieve within a specific period of time.

Table 2
An indicator is just a tool for
measure the change in relation to an initial situation,
and does not constitute a goal in itself to be
achieved. However, goals are an achievement
to achieve.

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Both goals and indicators must be designed to generate high-quality information.

less to have some attributes: These features are known as SMART (by its acronym in
Specific, Measurable, Achievable, Relevant, and Time-bound.

The indicators can be used to measure results in different:

Dimensions (effectiveness, efficiency, Areas of control (process,

economy, quality of service product, result

El siguiente esquema refleja cómo se relacionan las dimensiones con los diferentes ámbitos de
control of the results chain. We will review and define each of these concepts in
detail.

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• Control Areas
The areas of control relate to which part of the production chain.
the project's progress will be measured. This implies considering from when
a good or service is produced or provided, up to the effect it will have on the
beneficiary population once delivered.
• Dimensions
The dimensions indicate what aspect will be measured within a realm of
determined control. Therefore, at each phase of the production chain,
they can develop indicators that measure effectiveness, efficiency, economy or
quality of the stage.
• Quality
It is a specific dimension of the concept of effectiveness, which refers to the
capacity of the Organization to respond consistently and quickly
and suitable for its clients, users, or beneficiaries. It is related to the level
of customer, user, or beneficiary satisfaction, and evaluates attributes of the
product delivered by the institution.
• Economy
It relates to the capacity of an institution to generate and mobilize
adequately the financial resources in pursuit of its institutional mission.
Resource management always requires the utmost discipline and care.
in the management of the financial resources allocated to the budget, of the
preservation of heritage and the ability to generate economies of
scale.
• Efficiency
Describe the relationship between two magnitudes: the physical supply of a product
and the inputs or resources that were used to achieve that level of product.
It refers to the execution of actions, benefits, or service provisions.
using the minimum possible resources (lower cost greater efficiency).
• Effectiveness
It refers to the degree of fulfillment of the set objectives, that is, in
to what extent the area, or the institution as a whole, is fulfilling its
objectives, regardless of the resources allocated for them.
• Process
It refers to activities related to the execution or manner in which the work is carried out.
is carried out to develop the products (goods and/or services). They include
work activities or practices such as purchasing procedures,
technological processes and financial management.
• Product
They refer to the goods and/or services provided or delivered. It corresponds to a
first result of the action of a service or public action and to the effect more
immediate that the beneficiary population has.

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• Result
• Intermediate Results (outcome): Refers to changes in the
behavior, status, attitude or certification of the beneficiaries one
once they have received the goods or services from an institution.
• Final Results (impact): They imply a significant improvement and
in some cases enduring over time under one of the conditions
or characteristics of the population once they have received the goods or
services of an institution. A final result is usually expressed as a
medium and long-term benefits obtained by the served population, and
it must be linked to the achievement of the SDGs.

It is important Remember that it is not In response to these

to wonder if the necessary to measure or create questions, the
indicators that we are an indicator for each the following graph provides
creating Will they be dimension in each some notions (to
sufficient and necessary scope of control, mode of orientation
to monitor a it is important to achieve or guide) of the type of
project? or How many a balance and give more dimensions
do we need? It doesn't exist priorities to certain relevant to measure according to
a single answer, aspects depending scope of control.
since that will depend of the level of objectives
of the nature of that is being evaluated.
each project, and of the
different variables
relevant that is
identify.

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Construction of Indicators - Types

Next, we will review two of the main steps to build an indicator and the
main considerations when formulating it.

A.- Identify the relevant factors to be measured regarding the stated objectives.
The Logical Framework Matrix is the reference for measuring results and the levels of objectives.
previously reviewed: i) Impact, ii) Outcome, iii) Outputs, and iv) Activities. For the indicator
be coherent, it must be associated and defined at an objective level and identifying the characteristics
of what we want to measure regarding the expected achievement.

For example, if our goal is:

Boys and girls of The main aspects

scarce resources for measuring through
they improve their quality of indicators are:
lives decrease their
malnutrition through • Boys and girls of
the reception of consultations scarce resources
food. • Quality of life
• Malnutrition

B.- Formulate indicators regarding relevant factors.

Once the relevant factors and aspects to measure have been identified, we must build a
an indicator capable of monitoring these aspects. An indicator must have: i) A name,
and ii) A calculation formula:

i) Nombre

Name. The name of the indicator must meet basically two conditions.

It should be self-explanatory, that is, the name must be contextualized, this implies that the
himself provide the necessary information name of the indicator indicate the period of
to understand what is being measured. time that spans the measurement and to whom
affects.

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Example:
Let's review the following example, and ask ourselves, is this indicator self-explanatory and
contextualized?
Indicador:“Proporción de la población infantil con malnutrición”
With the previous wording, the person responsible for providing the indicator report information can
to wonder:
• What is the age range of the child population?
• Does it correspond to the child population of a city, region, country?

• Should malnutrition in the population be measured over a specific time period?

• Or is it a specific indicator of the current situation?

It is clear that the proposed indicator does not manage to satisfy the posed questions, generating doubts.
both who must report and who must record the information to measure the indicator.
Therefore, a good indicator must ensure that it is complete and accurate in its description (e.g.
Proportion of the child population aged 3 to 6 years in the city 'X' with malnutrition in the year t.

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B.- Formulate indicators regarding the relevant factors.

ii) Calculation formula indicator.
A formula corresponds to a mathematical relationship between two or more variables that allows
measure changes associated with these variables.

The most commonly used types of formulas to measure changes in objectives are:

Important
Once the indicators are fully designed, it is
important to establish the calculation frequency or its periodicity (monthly,
quarterly, annual, etc.), as well as carrying out the establishment of a baseline of the
situation prior to the execution of the project. In this way, it will be possible to establish
clear and realistic goals confined to the scope of the project.

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Example:
Below are some examples for each type of calculation formula:

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Verification means
The Logical Framework Matrix indicates where the executor or the evaluator (depending on the phase in
that is being used the tool) can obtain information about the indicators.

In addition:
• Obligates project planners to identify existing sources of
information or to make forecasts to gather information, perhaps as a
project activity.
• Not all information has to be statistical.
• The nature of the verification medium and its source of information can be
diverse, and it will heavily depend on the definition made of the indicator.
• Each indicator of the matrix must have its respective means of verification.
• Among the possible sources of information are studies, surveys,
information systems, databases, field monitoring reports,
etc.

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Formulation of the Work Plan (Operational Plan) and the Budget

Once the Logical Framework Matrix is formulated, project teams will have the basis to
formulate the work plan and the budget.

Tips...
Plan
• In most cases, the work plan provides
a basis for the implementation of activities in A plan corresponds to a model
the annual and/or monthly programs that will be reviewed systematic that is prepared before
and will be updated during the implementation, as applicable perform one or many actions with the
necessary. the goal of directing them and channeling them towards
the expected achievement.
• To develop the budget, the formulators of
projects must budget for the necessary supplies to
implement each activity.
• Based on the completed LFM for each project,
en una Cadena de Resultados,en la que se han establecido
the outputs to be generated, the plan is drawn up
Annual Operational Plan (POA) that constitutes a tool of
programming of activities by Output, is located
directly articulated with the MML.
• For the preparation of the POA, it is important to consider the
participation of all stakeholders, in order to
define the necessary activities for achieving
the proposed results and the follow-up agreements
corresponding monitoring.

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The Annual Operating Plan (AOP)

The Operational Plan or Work Plan as a tool for planning, organizing, and controlling
everyday activities, offer in the short term:

• The certainty of the actions to be taken

More information
• Clarity in the cost-benefit relationship
The Work Plans are prepared in
• It makes it possible to track the progress of goals terms of physical product units
final or workload volume, calculating the
• Enables resource reassignment when the
costs regarding the expected results and
the situational context justifies it to the extent that this
distributing financial resources
budgetarily possible
necessary by budget lines,
according to the purpose of the expense, to cover
costs through a budget.
The accumulated costs of each task
will result in the total cost of
each activity, and successively of each
and finally of the project. With
this evaluation includes the elements
necessary for decision making
about the distribution of resources that
manage the project direction.

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Conclusion
The main technical contents of the course have been reviewed in this unit.
where the necessary knowledge to formulate and design was deepened
projects. This constitutes the foundation of the necessary knowledge to be able to
implement in practical activities in the rest of the course, and closes one of the phases
from the Logical Framework Approach.

In the following unit, we will review another stage or phase of the Logical Framework Approach,
where we will discuss in general the main tools for carrying out
the monitoring and evaluation of FAO projects.

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Bibliografía:
• FAO Handbook on the Logical Framework Approach (LFA)
• Logical framework methodology for planning, monitoring, and evaluation
of projects and programs (ILPES)
• Formulation, Evaluation and Monitoring of Social Projects (ECLAC)
• FAO Policy on Indigenous and Tribal Peoples
• Methodological Manual of the Monitoring and Evaluation System for Project Results
managed by the FAO
• Guide to the Project Cycle – TCP Manual
[Link]

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