Training on Climate Change Adaptation

Tools for the Health Sector)

Logical Framework
Analysis
Cebu Business Hotel
November 17-21, 2014
Content
Introduction to Planning
Logical framework matrix structure
OVI, Sources of verification
Assumptions
Example of logframe matrix
Situational Analysis
Introduction to
Planning
Management

Management is the art of getting

things done through people by
proper allocation, choice and use of
human resources, materials, funds,
and methods.
The Management Cycle
Planning

Implementatio

Evaluation
Strategic Management
Involves four
processes:
1. Situational Analysis
2. Strategy
Formulation
3. Strategy
Implementation
4. Strategic Control
Strategic Management
-philosophy of managing that attempts to
orchestrate a fit between the organizations
external environment and its internal situation

EXTERNAL INTERNAL
ENVIRONMENT SITUATION
Vision, Human
Values, Resources,
Political, Culture, Marketing,
Regulatory, Finance, Information
Economic, Technological, Organizatio Systems
Social, Competitive n
 Strategic
Management
-philosophy of managing that attempts to
orchestrate a fit between the organizations
external environment and its internal situation

EXTERNAL INTERNAL
ENVIRONMENT SITUATION
Vision, Human
Values, Resources,
Political, Culture, Marketing,
Regulatory, Finance, Information
Economic, Organizatio Systems
Technological, Social, n
Competitive
 IO
IS
V N
Planning
deciding in advance what to do, how to do
it, when to do it, who is to do it.

process of making decisions in the present

to bring about an outcome in the future.

the formulation of steps to be taken by an

agency at some future period.

Planning is about what is to be done in the

future.
Planning
Why plan?

Multiple needs and the allocation of scarce

resources
Conflicting values and views and the
determination of goals/objectives and
strategies
Problems of change and growth,
knowledge and technology explosion
Rational decision-making
 Recall: Strategic
Planning
Identifying the
desired future of
the organization
and developing
decision guidelines
to arrive thereat
Results in a plan or
strategy
Organization- Strategic Management Cycle

specific
 Strategic Planning
Involves the following activities:

1. Description of the external/macro

(general and health care) and
internal/micro environment
2. Identification of external and
internal stakeholders and their roles
3. External and internal environment Situational
scanning (SWOT analysis)
4. Identification of strategic issues and Analysis
concerns (TOWS matrix)
5. Analysis and reformulation of
directional strategies
6. Formulation of adaptive, market
entry and positioning/competitive Strategy
strategies
Formulation
If you fail to plan,
you plan to fail
Logical Framework
Approach (LFA)
Learning objectives
After this lecture participants will understand the
purpose, structure and how to build a logical
framework matrix (logframe)
Definition
an analytical, presentational and management
tool which can help planners and managers:

- analyse the existing situation during project

preparation

- establish a logical hierarchy of means by

which objectives will be reached

- identify the potential risks to achieving the

objectives, and to sustainable outcomes
Definition
- establish how outputs and
outcomes might best be monitored
and evaluated

- present a summary of the project

in a standard format

- monitor and review projects

during implementation
History of LFA
Origins can be traced back to private
sector management theory such as MBO
(1960s)
First formally adopted as a planning tool
for overseas development activities by
USAID in 1970s
Has since been adopted and adapted as a
planning and management tool by a
number of agencies involved in providing
development assistance like British DFID,
Canadas CIDA, GTZ, AusAID
When should LFA be used?
Throughout the activity management cycle in:

- identifying and assessing activities that

fit within the scope of the program
- preparing the project design in a
systematic and logical way
- appraising project designs
- implementing projects
- monitoring, reviewing, evaluating project
progress and performance
Limitations of the LFA
It is not a substitute for technical,
economic, social and environmental
analyses
It cannot replace the use of professionally
trained and qualified staf
Rigidity in project management may arise
The process requires strong facilitation
skills to ensure real participation by
stakeholders
Logical Framework
Approach
4 Main questions:

1. What are we trying to accomplish

and Why?
2. How will we measure success?
3. What other conditions must exist?
4. How do we get there?
 Objectively
Means of
Narrative Verifiable Risks and
Verification
Summary Indicators Assumptions
(MOV)
(OVI)

GOAL

PURPOSE

OUTCOMES

ACTIVITIES
The logical framework matrix

Also known as the log frame which provides the

documented product of the analytical process
It consists of a matrix with four columns and four
rows (or more), which summarize the key elements
of a project plan

The project's hierarchy of objectives

Project description or intervention logic
The key external factors critical to the projects success
Assumptions
How the projects achievements will be monitored and
evaluated
Indicators and sources of verification
The logframe matrix

Objectively
Project Sources of
verifiable Assumptions
strategy verification
indicators
Overall
objectives

Purpose

Outcomes

Activities Means Costs

PRE CONDITION
Information contained in the
logframe matrix
Logframe - how do we use it?

The logframe is a format for presenting the results of

the LFA as a process and is developed on the basis of
the LFA tools applied earlier during the analysis phase
Clear statement of what should be accomplished (outputs)
Clear statement of important results that can be expected in
the short to medium-term (purpose) and in the long run (goal)

When the logframe has been completed it is used to

design further scheduling
Logframe in the LFA process

PESTLE analysis
The logframe matrix
Stakeholder analysis
SWOT analysis
Problem analysis

Objective analysis

Strategy analysis

Schedules

Reports
Connecting the analysis to the logframe
We know what we have to do to tackle the focal problem by
transforming the problems into objectives and selecting
manageable tasks by doing the strategy analysis
 The Logframe Structure

Vertical logic
Identifies what the project intends to do and achieve
Clarifies the causal relationships (means to end)
Specifies important assumptions and risks

Horizontal logic
Specifies indicators to measure progress
Identifies the sources / means by which indicators
will be verifies
The logframe basics
 The Logic of LogFrames
Project Indicators Source of Assumption
Description Verification s

Goal If the PURPOSE are accomplished;

Then this should contribute to the overall goal

Objective(s)/ If DELIVERABLES are produced;

Outcome(s)
Then the PURPOSE are accomplished

Deliverables/ If the ACTIVITIES are conducted;

Outputs
Then RESULTS can be produced

Activities
If adequate RESOURCES/INPUTS are provided;
Then the ACTIVITIES can be conducted
 Writing Description Statemetns
Project
Description

Goal The broad development impact to which the project contributes

at a national or sector level
Statement Wording: To contribute to

Objective(s)/
The development outcome at the end of the project more
Outcome(s) specifically the expected benefits to the target group(s)
Statement Wording: Increased, improved, etc.

Deliverables/
The direct/tangible results (goods &services) that the project
Outputs delivers, and which are largely under project management control
Statement Wording: delivered/produced/conducted, etc.

Activities The tasks (work program) that need to be carried out to deliver the
planned results
Statement Wording: Prepare, design, construct, research, etc.
Developing Statements
Objectiv Examples of How to Develop Statements
e
Hierarch
y
Goal To contribute to improved health, particularly of under 5s
Objective( 1. Improved river water quality
s)/Outcom
e(s)
Deliverabl 1.1 Reduced volume of fecal waste discharged into the
es/Outputs river system
1.2 Reduced volume of household refuse directly
dumped into the river system
Activities 1.1.1 Conduct baseline survey of households
1.1.2 Prepare and deliver public awareness campaign
1.1.3 Prepare engineering specifications for latrines and
increased sewage network.
1.1.4 Etc.
1.2.1 Prepare and deliver public awareness campaign
1.2.2 Etc.
 Hierarchy of aims

The GOAL / OVERALL OBJECTIVE/

DEVELOPMENT OBJECTIVE
is a bottom line condition of well-being of individuals, families, or
communities.

The PURPOSE / IMMEDIATE OBJECTIVE

is determined by asking the question how will this goal be
achieved

The OUTPUTS / RESULTS

are the deliverables through which the purpose will be achieved.

The ACTIVITIES
are the main elements of project components through which the
outputs are achieved
Goals
The developmental benefit which the
respective target groups can expect
to gain from the program/project

The higher level objective which the

project is expected to be able to
contribute to
Purpose
Describes the changes in behavior,
structures or capacity of the target group
which directly result from the utilization of
the outputs
Contains aspects like: a changed
type/method of resource utilization, an
improved system of production
The short to medium term result which the
project is expected to deliver which
contributes to the realization of the goal
Outputs
The tangible goods or services that
the project management guarantees
to deliver

Delivered on a certain date/dates

 Exercises
To increase awareness of diferent
stakeholders and LCEs on Climate Change
sensitive diseases such as Dengue, Lepto
malaria.
To assess/review vulnerabilities through the
use of HVACA tool and draw specific
adaptation plans.

To strengthen capabilities of LGU to support

climate change adaptation.
To decrease the incidence of Climate Change
related diseases.
 Exercise
To increase the number of consultants
per department
To improve physical facilities of
Oriental Hospital
To improve the quality of services
provided by Oriental Hospital by 2015
to organize an efficient and efective
project management
To improve hospital operations by 2015
Component objectives
When a program/project is relatively
large and has several components, it
is useful to give these components
an objective statement
Provide the logical link between the
outputs of that component and the
purpose of the project
Inputs
The resources the project consumes
in the course of undertaking the
activities of

Human, money, materials,

equipment, time
Assumptions
Important events, conditions,
decisions outside of the control of the
project but which must remain
favorable (met) for the project
objectives to be attained
The necessary conditions that must
exist for the cause-efect relationship
between inputs and outputs to
behave as expected
Stated in the desired situation
Risks
Events, conditions, decisions outside
of the control of the project which
could derail the project
Implies the team must plan
responsibly to reduce the possibility
of derailment
Stated in negative terms (what
might go wrong)
Objectively Verifiable
Indicators
Direct or indirect measures that will
verify to what extent the objectives
have been fulfilled
Gives information as to the level of
success to be expected
Implies that these should be
specified in a way that is
independent of possible bias of the
observer
Provide the basis for designing an
appropriate monitoring system
Objectively Verifiable
Indicators
Selection criteria:
1. validity does it measure the
result?
2. reliability is it consistent over
time and, if supplied externally, will it
continue to be available?
3. sensitivity when a change
occurs, will it be sensitive to those
changes?
Objectively Verifiable
Indicators
Selection criteria:
4. simplicity will it be easy to
collect and analyze the information?
5. utility will the information be
useful for decision-making and
learning?
6. afordability can the project
aford to collect the information?
Objectively Verifiable
Indicators
Criteria: quality, quantity, time (QQT)
Steps:
1. Define the indicator
eg. Immunization status improved

2. Set quality
eg. Proportion of FIC increased
Objectively Verifiable
Indicators
Steps:
3. Set quantity
eg. Proportion of FIC increased
from
50% to 70%

4. Set time
eg. Proportion of FIC increased
from
50% to 70% by 2006
Means of Verification
Specify sources of information, and
means of collection, for the
measurement or verification of the
indicators
Help test whether the indicator can
be realistically measured at the
expense of a reasonable amount of
time, money, efort
Primary/secondary data
Means of Verification
Specify:
- the format in which the information
is available (medical records,
progress reports, TCL)
- who should provide the information
- how regularly the information
should be provided (monthly,
annually)
Means & Cost
Means are the human, material and service
resources (inputs) needed to carry out planned
activities and management support activities

Cost are the financial resources needed to carry

out these activities
 Base indicator
Indicators 1. Increase training in PCM
within MDH
Objectively verifiable
Add quantity (how much)
2. Twenty staf of MDH and
its division receive training in
Indicators should include project management

Quantity Add quality / what kind of change

3. Training of mid level
Qualities managers and professionals
within MDH in Project
Time/dates Management increased by
20 (60 to 80) or 33,3%
increase between years
Add time (by when)
4. Training in Project
Management of mid level
managers and professionals
within MDH increased by 20 (60
to 80) by June 2014 or 33,3%
increase between 2014 and
2015
Sources of verification (SoV)

Do appropriate external sources already exist

(e.g. reports, statistics)?
Are these sources specific enough?
Are the sources reliable and accessible?
Is the cost of obtaining the information
reasonable?
Should other sources be created?
SMART
A good indicator should be SMART
Specific to the objective it is supposed to measure
Measurable (either quantitatively or qualitatively)
Available at an acceptable cost
Relevant to the information needs of managers
Time-bound so we know when we can expect the
objective/target to be achieved
 Assumptions
When a choice is made on which objectives to pursue
with a project, number of aspects may be left outside
the scope of the project

Aspects outside the project may still have to be attained

in order to reach a projects objectives

They are then external factors that influence or even

determine the success of the project, but lie outside
the control of the project
Assumptions and pre-conditions

Problems identified from the stakeholder analysis that

are not tackled by the project itself might have to be
included

Macro-economic, institutional-political, ecological and

socio-cultural frame conditions, which cannot easily
be influenced, should be considered for inclusion as
assumptions

A pre-condition is different from an assumption in

that it is a condition that must be fulfilled or met
before project activities can start
Killer assumptions

The external factors that are essential for the

project to achieve its objectives, but will most
probably not be realised become so called
killer assumptions

If the project cannot be redesigned to achieve

its objectives without having to rely on the
realisation of the respective external factor it
should be abandoned
Relationship between assumption and
Objective hierarchy
General sequence of completion
 Clear objectives
and stakeholder
commitment
drive successful projects.
World Bank
THE LOGIC OF A PROGRAMME:
A SET OF LINKED HYPOTHESES
then GOAL
then
PURPOSE
if

then
OUTPUTS
if

ACTIVITIES
if
PLAN DOWNWARDS
Goal
Assumptions

Purpose
Assumptions
Outputs
Assumptions
Activities
Assumptions

AND THEN
Inputs
THINK UPWARDS
THE LOGICAL FRAMEWORK
MATRIX
Clear statement of:

What we can accomplish

(outputs) and

The important results we expect

in the short to medium-term
(purpose) and in the long term
(goal)
 Performance indicators Means of Assumptions
verification
Goal: Reduced malaria Annual reports Strong financial
morbidity and mortality. Malaria incidence and Surveys support
prevalence rates DSS (INDEPTH) Malaria control
DHS capacity increased

Purpose: Strong and Annual reports Problem of drug

sustainable malaria prevention Coverage of control Surveys resistance will be
and control strategies to interventions Record reviews reduced through
reduce morbidity and mortality effective and affordable
will be implemented drugs

Objectives: Malaria case fatality rate Routine HIS Strong HIS

1. Reduce malaria mortality General crude death rate DSS Availability and use
by 50% by the year 2010 Annual parasite incidence DHS of DSS
2. Reduce malaria # of cases of severe Health facility Effective and
morbidity by 50% by 2010 malaria among target surveys affordable drugs
3. Reduce mortality due to groups Community available
malaria epidemics by 50% Malaria specific death surveys Sustainable funding
by 2010 rate and partnership

Logical Framework:
Malaria Control Program
 Performance indicators Means of Assumptions
verification

Outcome: Access to and % of households with at Availability of

utilization of ITNs/LLINs
increased
least one ITN/LLIN ITNs
% of individuals who slept Community Subsidies for ITNs
under an ITN/LLIN the previous surveys High community
night awareness and
acceptance of ITN
% of households with at least 1
ITN/LLIN for every two people

Output: # of ITN/LLIN distributed to the Reports

Distribution of mosquito net target population Review Funds available
to the target population will # of health workers trained document
improve on ITN/LLIN strategy
implementation
District health workers will
be trained for
implementation of ITN/LLIN
strategy

Logical Framework:
Malaria Control Program
LOGICAL FRAMEWORK
ANALYSIS
Situational Anaysis
Situational Analysis
Problem Analysis
Project planning matrix
Project Implementation plan
Situational Analysis
Description of the present situation

Demography
Socioeconomic/Environmental factors
Health Resources
Health Status
Situational Analysis
Demography

- total population
- growth rate
- geographical distribution
- density
- age and sex ratio
- life expectancy
- vital indices (CBR, CDR, IMR, MMR),
specific death rates
Situational Analysis
Social indices
- communication
- transportation
- education
- housing
- electrification
- social security
- employment and work conditions
- income and expenditure
Social indices
Communications/transportation
- telephone/ population ratio
- percentage of areas:
- served with telegraph system
- connected to main roads
- served with diferent modes of
transportation
Social indices
Housing
- average persons per household
- average persons per room
- percentage of houses made with
diferent materials
- percent of population in slum areas
Social indices
Electrification
- percentage of communities served
by electric system
- percentage of houses with electric
system
Situational Analysis
Environmental factors
- safe water supply
- human waste disposal
- industrial waste disposal
- food establishments
with/without
license
- food handlers with/without
training
 Safe water supply
- % population with piped water
- % population with deep wells

Human waste disposal

- % population served with daily
garbage collection
- % population with/without sanitary toilets
Situational Analysis
Health resources
- components of the health sector
- intersectoral relationships
- health facilities
- human resources
- expenditures on health
- inventory of health projects
>status
Situational Analysis
Health status
- leading causes of morbidity
- leading causes of mortality
- infant deaths
- maternal deaths
- hospital admissions
- medical consultations
- nutritional status
Situational Analysis

Identification of problems
Explanation of causes
Indication of areas of change
Problem Identification
Population
Compare growth rate with desired rate as
specified by the population program
Which areas of the country are growing faster
than others
Relate age structure of the population to leading
causes of illness
Geographical distribution related to the f:
- access to health services
- programs to improve transport and
communication
- urban growth and slums and their implications
in terms of overcrowding, housing and sanitation,
drugs/alcohol
Problem Identification
Health Status
Compare vital statistics with national
rates, or with neighboring countries
Note which areas are least healthy
Age/sex patterns of death; also with
other population subgroups
Major causes of death and illness and
geographic diferences
Problem Identification
Health Resources
Problems of intersectoral relationships
Problems of intrasectoral relationships
Distribution of health facilities
- number which need repair/rehabilitation
- number which have inadequate staf
- presence/absence of facilities in remote areas
and for special population groups
Performance of health facilities
- efficiency of use of resources
- coverage of services
- methodologies used in the activities
Problem Identification
Health Resources
Manpower
- adequacy
- geographical distribution
- manpower development
Health expenditure
- total government per capita expenditure
- % of total health expenses to GNP
- budget distribution
- % out-of-pocket expenses to total
- % covered by SHI
Problem Classification
HEALTH STATUS PROBLEMS
Causes of morbidities and mortalities
Diseases/illnesses that afect a
community

HEALTH SERVICE PROBLEMS

Afect the delivery of health services
Usually involve the 7 Ms of
management
Problem Prioritization
CRITERIA IN PROBLEM SELECTION

Magnitude of the problem deaths caused by the disease as

well as prevalence and/or incidence of the disease in the
locality as measured by morbidity and mortality rates
higher rates gain higher scores

Vulnerability to change presence or absence of the

technology that will control the disease. This is measured
by the efectiveness of an intervention to address the
disease the more efective the intervention, the higher
the score.

Existing program/policies presence or absence of a

prevention and control program for the disease. The
existence of an intervention program indicates availability
of resources/technical support
Problem Prioritization
CRITERIA IN PROBLEM SELECTION

Impact to society scope of the population that is afected by the

disease directly or indirectly. Conditions that will receive a higher
score include high communicability, high degree of disability,
bigger amount of money lost when afflicted with the disease.

Administrative support extent of local executives endorsement of

the project. The presence of personal motivation to support
programs or health in general gain higher scores.

Financial requirement amount of money needed to carry out the

program/project. A larger amount will get a lower score.

Social Concern perception of residents and community leaders of

the situation. Are they worried? Are they taking initiatives to
address the problem? Are they afected at all?
Decision Matrix Template
Criterion Criterion Criterion Criterion Criterion Total Rank
Problems Weight Weight Weight Weight Weight
Steps in filling up the matrix
1. Select the criteria for evaluating the
problems.
2. Write the criteria in the boxes along the
top of the matrix.
3. Decide on the relative weights.
Criterion Criterion Criterion Criterion Criterion Total Rank
Problems Weight Weight Weight Weight Weight
Steps in filling up the matrix
4. List the problems in the left column.
5. Have each person in the group rate
each problem according to the
criteria and fill out his/her own
matrix. The group must have
previously agreed on the scale
(eg. 1-5, with 1-lowest, 5-highest) to
use in rating the problems.
Steps in filling up the
matrix
6. Have each rating in each box multiplied
by the weight assigned to that column.
The product/score is enclosed in
brackets.
7. The totals for each row are then
determined and the problems are ranked
according to their score. Keep in mind
the agreed- upon rating scale.
8. On a separate matrix, add up all the
group members scores for each
problem.
9. Rank the problems according to the total
scores.
10. Use the results to reach a decision.
 Magnitude Existing Cost Total Rank
Problems program
50% 25% 25%

Tuberculosi 3 (1.5) 2 (.5) 2 (.5) 2.5 4th

s
Hypertension5 (2.5) 5 1 (.25) 4 1st
(1.25)
Malnutritio 4 (2.0) 3 (.75) 4 (1) 3.7 2nd
n 5
Diarrhea 1 (.5) 1 (.25) 5 2 5th
(1.25)
Asthma 2 (1) 4 (1) 3 (.75) 2.7 3rd
5
Scale: 1-5, 1-lowest, 5-highest
Stakeholder Analysis
To provide a description of persons,
organizations and institutions with stake or
interest in the project
It is important to include:
The people intended to benefit from the project
The people to be involved in implementing the
project
Decision makers who indirectly exert significant
influence on the project.
Organizations and insitutions with direct or indirect
influence on the project
Format for Stakeholder
Analysis
Stakeholder Involvemen Interest Fear of Strengths Weakness
s t in the in project project /Risks
project
Context Analysis
Conditions external to the
intervention that might have a
bearing on whether the project will
be approved or whether it can
achieve its aims
It is important to map out conditions
that will influence the intervention or
project
These can be political,
religious,economic, social or cultural
Examples of Context
Questions
Are the village councils/leaders keen
or reluctant to bring about change in
their communities?
How does the project relate to on-
going activities in the community? Is
it pioneering, supplementary or
overlapping?
What are the experiences of other
NGOs or groups with your target
community?
Risk Analysis
Sometimes, planners overlook risks
that may jeopardize the success of
the project
On the basis of the stakeholder and
context analysis, it is important to
assess whether some conditions
point towards failure
Examples of Risk Questions
Are your target group willing to work
with the project? Do they have time
and motivation?
Is there political or any form of
instability in the area?
How about sustainability?
Problem Analysis
Involves identifying what the main
problems are and establishing cause and
efect relationships between these
problems
The key purpose of analysis is to ensure
that root causes are identified and
subsequently addressed in the project
design, not just the symptoms
A clear and comprehensive analysis
provides a good foundation on which to
develop a set of relevant and focused
objectives
Problem Analysis
Problem analysis should be undertaken as
a group learning activity involving diferent
stakeholders who can contribute relevant
technical and local knowledge
The process is as important as the
product. The activity should be taken as a
learning experience for all those involved,
and as an opportunity for diferent views
and interests to be presented and
discussed
One main tool used in problem analysis is
the problem tree
Problem tree

Effect Effect Effect

Effect Effect

Core problem

Cause Cause Cause

C C C C C
Problem Tree
Preparatory steps

Clarify the scope of the investigation or

analysis
Inform yourself further
Identify relevant stakeholders
Participants need to be informed to be
useful and productive
Conduct the analysis
Problem Tree
Steps in conducting problem tree analysis

1. Identify and agree on the core problem (Priority

Matrix)
2. List as many causes of the core problem as the
participants (stakeholders) can draw from their
experience or situation.
3. Do the same for the efects of the core problem.
4. Arrange the causes and efects in a logical way
below and above the core problem, respectively.
Check logic of the arrangement and re-organize
if necessary.
5. Check completeness of tree.
Problem Tree
Stating Problems:
State only one problem in one place in the
tree
Word as negative conditions or situations.
A problem is not the absence of a solution,
but an existing negative state.
Identify existing problems,not potential,
future, imagined ones
Note that the position of a problem in the
tree does not indicate the importance of
the problem, but the cause-efect
relationships
Problem tree
Decreased quality of life Increased mortality from heart
diseases

Decreased income/ economic resources Increased disability and

complications

Increased healthcare
expenditure

Lifetime intake of Low productivity High incidence of

medications stroke and MI

High prevalence of Hypertension

Inadequate utilization of preventive Unhealthy Inadequate control of

health services on hypertension lifestyle hypertension

Lack of community Lack of capability in Lack of community Lack of community Poor Lack of Weak
awareness on the providing preventive access to preventive awareness on complian medicine patient
avail. of preventive services on hypertension services on hypertension and ce to s at the referral
svcs on hypertension among the health hypertension its complications treatment RHU system
workers

Lack of Lack of Lack of Lack of

announcement of Lack of training on Unavailability of Lack of IEC follow-up coordination
Lack of
available community hypertension preventive campaign on of between
RHU
preventive health organizing and its services on hypertension and patients health
budget
services activities prevention hypertension a t its prevention & by health facilities &
the barangay level control workers practitioners
Objectives Analysis
Done by preparing an objective tree
describes the desired future situation
that will be achieved by solving the
problems
Problem statements (negatives)
transformed into objective
statements (positives)
Leads directly into developing the
projects narrative description in the
Logical Framework matrix
Objectives Analysis
DEVELOPING THE OBJECTIVES TREE
1. Restate all negative conditions in the problem
tree into positive conditions that are desirable
and realistically achievable.
Effect E E Objective O O

E E O O

Core problem Objective

Cause C C Objective O O

C C C C C O O O O O

(-) NEGATIVE (+) POSITIVE

Objectives Analysis
DEVELOPING THE OBJECTIVES TREE
2. Examine the means-end relationships derived
to ensure validity and completeness of the
objective analysis (as in the problem analysis)

3. If necessary, revise the statements and add

new objectives if they are relevant and necessary
to achieve the stated objective at the next higher
level.
Objectives Analysis
Once the negative statements in the problem tree
have been reworded into positives, check:
Are the statements clear and unambiguous?
Are the links between each statement logical and
reasonable?
Are the positive actions at one level sufficient to
lead to the results above?
Will the achievement of one help support the
attainment of another above it?
Is there a need to add any other positive
statements/actions?
Is the overall structure simple and clear?
0bjectives tree

To improve quality of life To reduce mortality from heart

diseases

To increase income/ economic resources To reduce disability and

complications

To reduce healthcare expenditure

To increase
To prevent lifetime intake of medications productivity To reduce incidence of stroke and MI

To reduce prevalence of Hypertension

To promote utilization of preventive health svcs on hypertension To promote healthy lifestyle To improve control of hypertension

To increase To increase the capability To improve access of To increase level of To To provide To improve
awareness of comm. of the health workers on the target population community improve more patient
on the avail. of prev. hypertension and its to hypertension awareness on complian medicines referral
health svcs on hpn at detection and prevention prevention services at hypertension and ce to at the RHU system
the brgy level the barangay level its complications treatment

To provide To organize To train To establish a To distribute IE C To To improve

posters and flyers the health heart station in materials on conduct To coordination
announcing community workers on every barangay hypertension and active increas between
availability of hypertensio that will provide follow-up e RHU
for its prevention & health
preventive health n and its hypertension of budget
services on hypertension detection & prevention control to the patients facilities and
hypertension prevention prevention services community by health practitioners
activities workers
LFA step-by-step Group
Work
Based on your prioritized problem,
develop a problem tree
Transform your problem tree into the
objectives tree
Alternatives Analysis
DEVELOPING THE ALTERNATIVES TREE
1. Identify objectives you do not want to pursue (i.e.
undesirable or unachievable).

2. Identify the various means and ends ladders as possible

strategies or project components.

3. Assess which alternative represents an optimal project

strategy based on criteria such as: resources available,
political feasibility, cost-benefit ratio, social risks, time
frame, sustainability, etc.

4. Shade/mark on the objectives tree the alternatives chosen

Alternatives Analysis
Effect E E

E E

Core problem

Cause C C

C C C C C

Objective O O

Problem Tree
O O

Objective

Objective O O

Objective O O

O O O O O

O O

Objectives Tree
Objective

Objective O O

O O O O O

Alternatives Tree
Alternatives tree
To improve quality of life To reduce mortality from heart
diseases

To increase income/ economic resources To reduce disability and

complications

To reduce healthcare
expenditure

To increase
To prevent lifetime intake of medications productivity To reduce incidence of stroke and MI

To reduce prevalence of Hypertension

To promote utilization of preventive health svcs on hypertension To promote healthy lifestyle To improve control of hypertension

To increase awareness To increase the capability To improve access of To increase level of To To provide To improve
of comm. on the avail. of the health workers on the target population community improve more patient
of prev. health svcs on hypertension and its to hypertension awareness on complian medicines referral
detection and prevention prevention services at hypertension and ce to at the RHU system
hpn at the brgy level
the barangay level its complications treatment

To provide To organize To train To establish a To distribute IE C To To improve

posters and flyers the health heart station in materials on conduct To coordinatio
announcing community workers on every barangay hypertension and active increas n between
availability of hypertensio that will provide follow-up e RHU
for its prevention & health
preventive health n and its hypertension of budget
services on hypertension detection & prevention control to the patients facilities
hypertension prevention prevention services community by health and
activities workers practitioner
s
Project Planning Matrix
LFA
 Objectively
Means of
Narrative Verifiable Risks and
Verification
Summary Indicators Assumptions
(MOV)
(OVI)

GOAL

PURPOSE

COMPONENT
OBJECTIVES

OUTPUTS
Let us recap.
Situational analysis
Problem prioritization (prioritization
matrix)
Analysis of the problem (problem tree)
Analysis of objectives (objective tree)
Analysis of alternatives (alternative tree)
Logical framework

To illustrate
Problem tree
Decreased quality of life Increased mortality from heart
diseases

Decreased income/ economic resources Increased disability and

complications

Increased healthcare
expenditure

Lifetime intake of Low productivity High incidence of

medications stroke and MI

High prevalence of Hypertension

Inadequate utilization of preventive Unhealthy Inadequate control of

health services on hypertension lifestyle hypertension

Lack of community Lack of capability in Lack of Lack of community Poor Lack of Weak
awareness on the providing preventive services community awareness on complian medicine patient
avail. of preventive on hypertension among the access to hypertension and ce to s at the referral
svcs on hypertension health workers preventive its complications treatment RHU system
services on
hypertension

Lack of Lack of Lack of Lack of

announcement of Lack of training on Unavailability of Lack of IEC follow-up coordination
Lack of
available community hypertensio preventive campaign on of between
RHU
preventive health organizing n and its services on hypertension and patients health
budget
services activities prevention hypertension a t its prevention & by health facilities &
the barangay level control workers practitioners
0bjectives tree

To improve quality of To reduce mortality from heart

life diseases

To increase income/ economic resources To reduce disability and

complications

To reduce healthcare
expenditure

To increase
To prevent lifetime intake of productivity To reduce incidence of stroke and
medications MI

To reduce prevalence of Hypertension

To promote utilization of preventive health svcs on To promote healthy lifestyle To improve control of
hypertension hypertension

To increase To increase the capability To improve access of To increase level of To To To improve

awareness of comm. of the health workers on the target population community improve provide patient
on the avail. of prev. hypertension and its to hypertension awareness on complian more referral
health svcs on hpn at detection and prevention prevention services at hypertension and ce to medicine system
the brgy level the barangay level its complications treatment s at the
RHU

To provide To organize To train To establish a To distribute IE C To To improve

posters and flyers the health heart station in materials on conduct To coordinatio
announcing community workers on every barangay hypertension and active increas n between
availability of hypertensio that will provide follow-up e RHU
for its prevention & health
preventive health n and its hypertension of budget
services on hypertension detection & prevention control to the patients facilities
hypertension prevention prevention services community by health and
activities workers practitioner
s
Alternatives tree
To improve quality of To reduce mortality from heart
life diseases

To increase income/ economic resources To reduce disability and

complications

To reduce healthcare
expenditure

To increase
To prevent lifetime intake of productivity To reduce incidence of stroke and
medications MI

To reduce prevalence of Hypertension

To promote utilization of preventive health svcs on To promote healthy lifestyle To improve control of
hypertension hypertension

To increase awareness To increase the capability To improve access of To increase level of To To To improve
of comm. on the avail. of the health workers on the target population community improve provide patient
of prev. health svcs on hypertension and its to hypertension awareness on complian more referral
detection and prevention prevention services at hypertension and ce to medicine system
hpn at the brgy level
the barangay level its complications treatment s at the
RHU

To provide To organize To train To establish a To distribute IE C To To improve

posters and flyers the health heart station in materials on conduct To coordinatio
announcing community workers on every barangay hypertension and active increas n between
availability of hypertensio that will provide follow-up e RHU
for its prevention & health
preventive health n and its hypertension of budget
services on hypertension detection & prevention control to the patients facilities
hypertension prevention prevention services community by health and
activities workers practitioner
s
 From alternative tree to logframe matrix
To improve quality of life To reduce mortality from heart
diseases

To increase income/ economic resources To reduce disability and complications

To reduce healthcare expenditure

To increase
To prevent lifetime intake of medications productivity To reduce incidence of stroke and MI

To reduce prevalence of Hypertension

To promote utilization of preventive health svcs on hypertension

To increase awareness of To increase the capability of To improve access of

comm. on the avail. of the health workers on the target population to
prev. health svcs on hpn hypertension and its hypertension
detection and prevention prevention services at
at the brgy level
the barangay level

To provide posters To organize the To train To establish a heart To distribute IE C

and flyers community for health station in every materials on
announcing hypertension workers on barangay that will hypertension and
availability of hypertension provide
prevention its prevention &
preventive health and its hypertension
services on activities detection & prevention services control to the
hypertension prevention community
Logframe matrix
LFA step-by-step Group
Work
Develop the alternatives tree based
on your objectives tree
Using your alternatives tree, develop
your project planning matrix
Using your finalized project planning
matrix, convert this into your project
implementation plan
 Decreased Mortality 20
PTB

Adherence to WHO
TB control strategy

Good treatment
compliance

Strict Continuous
supervision by supply of quality
treatment Anti-TB Meds
partner

Drug logistic cycle in Established LGU Additional

Community Social place policy re buffer funds
volunteers marketing stocks generated
trained as established
treatment
partners PhilHealth Sponsorship
Timely
Accreditation
submission of
reports
Strengthen information,
education and communication
Strong
Excellent
political
record
commitment
management
Form 1&2
Overall Logical
Framework
 Narrative Objectively Means of Important
Summary Verifiable Verification Assumptions/
Indicators (MOV) Risks
(OVI)
Goal Assumptions
To decrease Cause Death Proper diagnosis of

mortality specific death registries cases

secondary to rate of 30 per Death certificate
pulmonary 100,000 to 10 Hospital properly filled out
tuberculosis per 100,000 registries
in 5 years
Risk
Not all deaths are

registered
 Narrative Objectively Means of Important
Summary Verifiable Verification Assumptions/
Indicators (OVI) (MOV) Risks

Purpose Assumption
Good TB At the end of 5 TB registry Accessible treatment

treatment years cure rate of facility

compliance 85% (WHO Medicines will be used
of patients standard) has as intended
been achieved
Risk
Adverse drug reactions
Component Objectives

1. Continuous supply of anti-TB medicines

2. Strict supervision by treatment partner
3. Ensure effective and efficient
management of the TB project
 Form 3
Logical Framework
Per Component
Objective
Component Objective
1. Continuous supply of TB medicines
Output Activities Point Person

1.1 Drug 1.1.1 Prepare annual Logistics Officer

logistic cycle procurement plan
in place

1.1.2 Develop a quality

assurance system for drug - do -
management

1.1.3 Schedule bi-annual

- do -
inventory of stocks
Component Objective
1. Continuous supply of TB medicines
Output Activities Point Person

1.2
Established 1.2.1 Advocate buffer policy Project Manager
LGU Policy re through the local health
buffer of
board
anti-TB
medicines
1.2.2 Assist / facilitate in the Administrative
preparation of the draft of Officer
buffer policy

- Do -
1.2.3 Facilitate approval of the
policy by the local chief
executive
Component Objective
1. Continuous supply of TB medicines
Output Activities Point
Person
1.3 1.3.1 Advocate to the LGU regarding Project
Fund generating the Philippine Health Insurance manager
schemes are Corporation accreditation as a
conceptualized financing scheme to cover drug
and costs for outpatient tuberculosis
implemented patients

1.3.2 Coordinate with the members of Project

community to include anti-TB
manager
medicines for Peso for Health
benefit package

1.3.3 Solicit sponsorship from local Finance

industries, CDF of congressman, officer
philanthropist, religious, and
health organizations for every
TB month
Component Objective
2. Strict supervision by treatment partner
Output Activities Point
Person
2.1
Social 2.1.1 Conduct community HEPO
marketing organization for the
established establishment of TB Patrol
2.1.2 Coordinate with the brgy Admin
council for the use of Officer
service vehicle/s:

2.1.2a Ronda habal-habal to ensure

convenient access of patients
(more than 10 km away from the
BHS) to anti-TB medicines
2.1.2b Padyak Patrol to ensure easy
access of patients (near to BHS) to
anti-TB medicines c/o their
treatment partners
2.1.2c Hi-ho TB Away! anti-TB medicine
distribution using horses for rainy
season
Component Objective
2. Strict supervision by treatment partner
Output Activities Point
Person
2.1
Social 2.1.3 Schedule vehicle trips Logistics
marketing Officer
established 2.1.4 Distribute medicines
together with the treatment
cards and educational
pamphlets as scheduled
Component Objective
2. Strict supervision by treatment partner
Output Activities Point
Person
2.1 2.1.5 Utilize Lung Month and World
Social Tuberculosis Day as opportunities HEPO
marketing to increase awareness and KAPs
established in the community regarding
tuberculosis.

2.1.5a Anti-TB campaign (importance and tasks of

a treatment partners) in electronic media.
Clips inserted during primetime in TV and
radio (e.g., in between telenovelas)

2.1.5b Advertise scheduled activities and services

(Hotline) in daily newspapers, newsletter,
posters, billboards and website

2.1.5c Hold school-based exhibits and mascots

presentations Toby TB and Dotty DOTS
Component Objective
2. Strict supervision by treatment partner
Output Activities Point
Person
2.2 2.2.1 Recruit and register community HRD
Community volunteers as treatment partners Officer
volunteers 2.2.2 Conduct training needs assessment
seminar of community volunteers HEPO &
other than
2.2.3 Develop IEC materials for TB HRD
BHWs
treatment partner (material and Officer
trained as
practices) to promote treatment
treatment success
partners 2.2.4 Training of community volunteers re HRD
their role as treatment partners Officer
based on the MOP
2.2.5 Post test of trainees
2.2.6 Conduct refresher course based on HRD
training needs assessment for all Officer
community volunteers trained three
or more years ago
Component Objective
3. Ensure effective and efficient management of the
project
Output Activities Point
Person
3.1 Project 3.1.1 Determine the existing type, number HR officer
managemen and skills of the staff implementing
t team the tasks
3.1.1a Provide training opportunities needed for the
organized project (Management & other courses)
3.1.2 Identify sub-committees needed Project
(Admin, HR, Finance, Info System) manager

3.1.3 Delineate tasks and responsibilities Project

manager
3.1.4 Estimate time and resources needed
HR officer
to perform each of these tasks

3.1.5 Determine the current work time HR officer

available to carry out tasks
Component Objective
3. Ensure effective and efficient management of the project
Output Activities Point
Person
3.2 3.2.1 Develop work process/flow chart of Information
Improved procedures Officer
Information Admin
3.2.2 Request for standardized forms from
system TB program coordinator Officer

3.2.3 Reproduce enough forms to maintain Information

adequate supply of needed forms Officer
(TB treatment card, TB suspect
registry, etc)

3.2.4 Establish Bantay Baga hotline (toll Information

free) telephone information Officer
service
Component Objective
3. Ensure effective and efficient management of the
project
Output Activities Point
Person
3.3 Sound 3.3.1 Analyze present financial Financial
financial situation of TB program officer
management (Budget estimates, existing
system funding and budget gaps)

3.3.2 Submission of quarterly

financial report
Component Objective
3. Ensure effective and efficient management of the project
Output Activities Point
Person
3.4 3.4.1 Organize a technical working group Project
Monitoring & with each project team fully manager
Evaluation represented
system 3.4.2 Train information officer as internal Project
formulated monitoring & evaluation officer manager
and properly 3.4.3 Formulate and develop monitoring
Information
implemented and evaluation tools using the
Officer
Compendium of Indicators for
Monitoring & Evaluating NTP of the
WHO
3.4.4 Pretest M&E tools; use results to -do-
improve M&E tools
3.4.5 Finalize the M&E tools -do-
3.4.6 Implement the M&E system -do-
3.4.7 Feedback evaluation and -do-
 Form 4
Program Timeline Per Component Objective
 Form 5
Overall Program Timeline
file://localhost/Users/richard
javier/Desktop/program_timelin
e.xls
 Form 6
Budget Development Worksheet
per Component Objective
file://localhost/Users/richardjavie
r/Desktop/program_timeline.xls
 Form 7

1 Year Program Budget

 Form 8
Job Description
References
European Commission (2004). Project Cycle Management
Guidelines. Downloaded 1st March from:
http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2
004_en.pdf

World Bank (2005). The logframe Handbook; A Logical

Framework Approach To Project Cycle Management.
Downloaded 2nd March 2007 from: http://www-
wds.worldbank.org/servlet/WDSContentServer/WDSP/IB/200
5/06/07/000160016_20050607122225/Rendered/PDF/31240b
0LFhandbook.pdf
References
AusGuidelines-The Logical Framework
Approach. AusAid, 2003.
Guide for developing a logical framework
approach. University of Wolverhampton,
Center for International Development and
Training.
Guide for the formulation of NGO projects.
Project Advice and Training Center,
Platform for Danish CSOs, Denmark.
 MARAMING
SALAMAT PO!