How to write Logical Framework Analysis (LFA) in Grant Proposals –A Simple Guide for NGOs
July 20, 2010 By In various proposal formats, we come across a table or a framework required to be filled by us to give more detailed information about our project. This table is referred to as a Logframe or Logical Framework or Logical Framework Analysis (LFA) or Logical Framework Matrix. This framework is the most important part of the proposal, yet it continues to be the most complicated one. Here we are providing some simple explanations to help NGOs and other development professionals on how to understand and develop this framework in an easier manner.
A Logframe format in a European Commission call for proposals application form:
An LFA is a management tool for effective planning and implementation of developmental projects. It provides clear, concise and systematic information about a project through a framework. We know about various components of a project such as goal, objectives, activities, results and indicators. The LFA helps in connecting all these components in one framework, presenting the tight relationship between them, leading to the achievement of the expected outcomes.
Why is LFA so important?
Because donors use it. It was first actually developed by USAID during the 1970s, but now every donor is using it in its proposal format. The logframe has become an essential tool for donors not only in planning their own macro-level strategies, but also in seeking in-depth information about small and medium-sized projects funded by them. LFA also gives a clear outlay of how much resources would be needed and how these will be used for various project activities.
The logical framework also aids in the monitoring and evaluation of projects. The framework can be used to examine the progress of the project and co-relate the activities carried out and results achieved.
If we really look at the LFA more closely, we will understand that it is not as complicated as it sounds. In fact, the LFA is nothing but putting together your whole project proposal in one table with brief descriptions of the projects.
Different terms are applied for various parts of the LFA by different donors. Nevertheless, they mean the same. If we understand the general principles of developing the logframe, it is easier for us to complete LFAs of many different donor organizations.
As an LFA is an integral part of a proposal, first we need to complete the proposal so that it becomes an easy reference for writing the logframe. We can always go back and forth from logframe to the proposal to make any changes. To begin with, completing the proposal in a draft manner or at least writing down various proposal components is a good practice before feeding information into the logframe.
Just as we have formatted our proposals by giving detailed information in various components such as goal, objectives, activities, results etc, we need to put the same titles in a framework or a table and provide brief information about them.
In many other formats, LFAs have a narrative summary section, which is nothing but a narration of what the project intends to seek i.e. the goal and objectives of the project.
Goal A project goal is a very general, high-level and long-term objective of the project. It is different from project objectives because the latter are very specific and have to be addressed alone by the project. But the goal cannot be achieved by the project on its own since there will be other forces like the Government, other agencies etc also working to achieve it. It is a major benchmark to compare work between different projects. Objectives Objectives are the specific objectives the project works to achieve within the stipulated time. Activities or Inputs Activities or inputs are actions undertaken by the project or the organization to achieve the set objectives Outputs Outputs are immediate results that we achieve soon after the completion the project or any specific project activity. Outcomes The outcomes are results that have been or that are to be achieved after a period of time, but not immediate. Impact The impact is the longer-term result that has happened because of the activities undertaken in the project. Indicators Indicators are a measure of the result. They give a sense of what has been or what is to be achieved. Means of Verification Data or information based on which the indicators will be measured or monitored Risks & Assumptions External factors affecting the progress of the project Costs Budgetary explanations
One of the basic principles of writing down the LFA is that it should be participatory. Participatory because without the participation of all stakeholders, the LFA can never be complete.
A full and final LFA represents the ideas and concerns of all those stakeholders involved in the projects. These stakeholders can be communities or the direct beneficiaries of the project, the implementing organization, the partner agencies, the local authorities and, in some cases, the donor as well.
Tools such as stakeholder analysis, organizational analysis and SWOT analysis can be very useful at this point. If such exercises have been undertaken earlier, the information collected can be used in improvising the LFA.
Before thinking of implementing a project, we usually have a reason in mind: a reason as to why a project is required. We may have noticed a problem in a community or its effect and in response to it we may need a project. This cause-and-effect relationship is critical to our understanding in writing a proposal and completing the LFA. To understand the cause-and-effect relationship, we often use the Problem Tree diagram where we keep climbing up and down to understand a situation. Similarly in a logical framework analysis, we have to keep going up and down often and again to refine our goals, objectives and results.
More information about framing: Goals, objectives, results (outputs, outcomes & impact), indicators and risks & assumptions.
- Ensure that the logical framework is in line with other components of your proposal
- The logframe should show a clear relationship between the various parts of the project. The goal should be aligned to the objectives; the objectives to the activities; the activities to the results; and the results to the indicators.
- Do not leave the LFA for the last. As you keep developing the proposal, try filling it up.
- Always double-check your LFA after completing the full proposal
- Use large sheets or a board while discussing and developing the LFA and then use the actual format to fill it up.
Some examples of LFA:
The AUSAID Logical Framework
The DFID Logical Framework
In various proposal formats, we come across a table or a framework required to be filled by us to give more detailed information about our project. This table is referred to as a Logframe or Logical Framework or Logical Framework Analysis (LFA) or Logical Framework Matrix. This framework is the most important part of the proposal, yet it continues to be the most complicated one. Here we are providing some simple explanations to help NGOs and other development professionals on how to understand and develop this framework in an easier manner.
A Logframe format in a European Commission call for proposals application form:
An LFA is a management tool for effective planning and implementation of developmental projects. It provides clear, concise and systematic information about a project through a framework. We know about various components of a project such as goal, objectives, activities, results and indicators. The LFA helps in connecting all these components in one framework, presenting the tight relationship between them, leading to the achievement of the expected outcomes.
Why is LFA so important?
Because donors use it. It was first actually developed by USAID during the 1970s, but now every donor is using it in its proposal format. The logframe has become an essential tool for donors not only in planning their own macro-level strategies, but also in seeking in-depth information about small and medium-sized projects funded by them. LFA also gives a clear outlay of how much resources would be needed and how these will be used for various project activities.
The logical framework also aids in the monitoring and evaluation of projects. The framework can be used to examine the progress of the project and co-relate the activities carried out and results achieved.
If we really look at the LFA more closely, we will understand that it is not as complicated as it sounds. In fact, the LFA is nothing but putting together your whole project proposal in one table with brief descriptions of the projects.
Different terms are applied for various parts of the LFA by different donors. Nevertheless, they mean the same. If we understand the general principles of developing the logframe, it is easier for us to complete LFAs of many different donor organizations.
As an LFA is an integral part of a proposal, first we need to complete the proposal so that it becomes an easy reference for writing the logframe. We can always go back and forth from logframe to the proposal to make any changes. To begin with, completing the proposal in a draft manner or at least writing down various proposal components is a good practice before feeding information into the logframe.
Just as we have formatted our proposals by giving detailed information in various components such as goal, objectives, activities, results etc, we need to put the same titles in a framework or a table and provide brief information about them.
In many other formats, LFAs have a narrative summary section, which is nothing but a narration of what the project intends to seek i.e. the goal and objectives of the project.
| Goal | A project goal is a very general, high-level and long-term objective of the project. It is different from project objectives because the latter are very specific and have to be addressed alone by the project. But the goal cannot be achieved by the project on its own since there will be other forces like the Government, other agencies etc also working to achieve it. It is a major benchmark to compare work between different projects. |
| Objectives | Objectives are the specific objectives the project works to achieve within the stipulated time. |
| Activities or Inputs | Activities or inputs are actions undertaken by the project or the organization to achieve the set objectives |
| Outputs | Outputs are immediate results that we achieve soon after the completion the project or any specific project activity. |
| Outcomes | The outcomes are results that have been or that are to be achieved after a period of time, but not immediate. |
| Impact | The impact is the longer-term result that has happened because of the activities undertaken in the project. |
| Indicators | Indicators are a measure of the result. They give a sense of what has been or what is to be achieved. |
| Means of Verification | Data or information based on which the indicators will be measured or monitored |
| Risks & Assumptions | External factors affecting the progress of the project |
| Costs | Budgetary explanations |
One of the basic principles of writing down the LFA is that it should be participatory. Participatory because without the participation of all stakeholders, the LFA can never be complete.
A full and final LFA represents the ideas and concerns of all those stakeholders involved in the projects. These stakeholders can be communities or the direct beneficiaries of the project, the implementing organization, the partner agencies, the local authorities and, in some cases, the donor as well.
Tools such as stakeholder analysis, organizational analysis and SWOT analysis can be very useful at this point. If such exercises have been undertaken earlier, the information collected can be used in improvising the LFA.
Before thinking of implementing a project, we usually have a reason in mind: a reason as to why a project is required. We may have noticed a problem in a community or its effect and in response to it we may need a project. This cause-and-effect relationship is critical to our understanding in writing a proposal and completing the LFA. To understand the cause-and-effect relationship, we often use the Problem Tree diagram where we keep climbing up and down to understand a situation. Similarly in a logical framework analysis, we have to keep going up and down often and again to refine our goals, objectives and results.
More information about framing: Goals, objectives, results (outputs, outcomes & impact), indicators and risks & assumptions.
- Ensure that the logical framework is in line with other components of your proposal
- The logframe should show a clear relationship between the various parts of the project. The goal should be aligned to the objectives; the objectives to the activities; the activities to the results; and the results to the indicators.
- Do not leave the LFA for the last. As you keep developing the proposal, try filling it up.
- Always double-check your LFA after completing the full proposal
- Use large sheets or a board while discussing and developing the LFA and then use the actual format to fill it up.
Some examples of LFA:
The AUSAID Logical Framework
The DFID Logical Framework
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