TOOLKIT for preparing a project

TEN TIPS FOR DRAFTING A

LOGFRAME

Toolkits for Project proposal

Topics Tips for drafting a logframe

TOPICS: TEN TIPS FOR DRAFTING A LOGFRAME 1

Normative and operative framework
This toolkit presents some useful indications for the preparation of the logical framework matrix, which must be
completed and annexed to the Application Form at the presentation of the project proposal. The format to be
used is established by the Guidelines for applicants and annexed documents of each Call for Proposals (see
EuropeAid funding webpage), and is displayed below for your convenience.

Main Features
1. Start your project by drafting the logframe
Sometimes the logframe is used only because external donors demand it, rather than used to guide the project
design process by promoting logical thinking. Rather, the logframe should be considered the entry point for any
analysis aimed at the design of a project. It ensures consistency in the planning process, and a sound basis for
the identification of objectives, activities, action plan, budget and procurement.
The preparation of a logframe is an iterative process, not a just a linear set of steps. As new parts of the matrix
are drafted, information previously assembled needs to be reviewed and, if required, revised.
The logframe should be the first part of your planning process, and will form the basis for your activity plan,
budget, procurement plan etc. The proposal (Concept Note and Full Application Form) should be written when
1

This document has been produced with the financial assistance of the European Community. The views expressed herein
should not be taken, in any way, to reflect the official opinion of the European Community.

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Toolkits for Project proposal

Topics Tips for drafting a logframe

the logframe is already done. It is important to ensure that the logical framework is in line with other components
of your proposal. A number of iterations of the logframe are often necessary before arriving at the final version.
Thus, it is advisable to always double-check your logframe after completing the full proposal. Examining and reexamining the assumptions and conditions, and reviewing whether the project purpose is adequate for the
attainment of successive levels of objectives, is a best practice.

2. Do it in team
The logframe facilitates a participatory approach in project design, helping key actors to communicate concepts,
strategies and priorities.
Team effort, preferably of an interdisciplinary nature, and an initial brainstorming are highly recommended.
Logframe preparation should involve a few people in your team covering different functions, and preferably also
partner staff and even beneficiary representatives, i.e. project main stakeholders. You can use large sheets or a
board while discussing and developing the logframe and then use the actual format to fill it in.
Moreover, to be most effective, the logframe approach (LFA) requires a team process with sensitive leadership
and facilitation skills. Without these skills the LFA process can falter and have negative consequences. Transcultural and gender sensitive facilitation skills are often required to ensure effective participation by all
appropriate stakeholders.
All staff (including partner staff) involved in implementing a project should know and own the logframe. It is
important that an Organisation working with EC funds organises in-house training sessions on Project Cycle
Management (PCM), focusing on the logical framework approach and the matrix.
3. Take your time
Even though the drafting of the logframe takes time (and effort), a sound logframe actually facilitates the
preparation of a clear and coherent project proposal, so it allows to save time later.
Moreover, if you take the right time to do your logframe, you establish a framework within which you can clearly
see and understand your project, and from which all other activities will stem and be facilitated, including
monitoring and evaluation. It provides a simple means for everyone, from your staff to partners staff to donors,
to understand the project. In fact when used correctly the logframe can be a very powerful communication tool,
which can help facilitate effective communication within and between donors, project partners and other
stakeholders.

4. Use a clear and precise language

The Overall Objective (the development goal) relates to the EU Programme priorities, which you will
contribute to: it is the broad development impact to which your project contributes. These priorities are available
in the Annual Action Programmes (see EuropeAid website) and in the Guidelines for applicants of each Call for
proposals. Thus, you should identify the objective(s) of the Call for Proposals and adapt it to the context of your
action.
Here you can be ambitious and describe the ideal situation you want to see happening for the beneficiaries.
While your projects activities will contribute to the goal, it may not achieve it alone; other inputs and initiatives
will also contribute.
In the logframe, the Overall Objective should be expressed as To contribute to.

The Specific Objective (the project purpose) should describe the situation you want the beneficiaries to be in
at the end of your project, or in other words, what you want to achieve with your intervention. It is at this level
that your project success or failure is measured. Formulate the project purpose so as to clearly declare the real
planned achievements (and not the possible contribution to these achievements). These achievements should

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be indicated as positive and realistic changes in or for the identified final beneficiaries. Other more precise
details will be included in the related indicators.
Therefore, here you should not describe how you have delivered the services, but the change of behaviour as a
result of the outcomes(outputs achieved. It is important to determine whether the specific objective limits the
project to a particular group of beneficiaries, a particular region and/or sector of intervention. If the action is not
in line with these limits, the action strategy needs to be revised.
The purpose should not include language such as to contribute to reducing the vulnerability of children but
should be phrased as Reduced vulnerability of children. Thus, it should be expressed in terms of benefits to the
target group being Increased, improved, etc.. The focus should be on the beneficiaries, but numbers and
localities should be left out. You should only have ONE purpose per project.
The Results (the outoputs/outcomes) describe what needs to be achieved for the Purpose to be met: i.e.
services/goods/deliverables guaranteed by the project to a specific group(s) or (in the case of a complex project)
the necessary outcomes for achieving the project purpose. In order to avoid overly complex descriptions, these
outputs/outcomes should be indicated in a synthetic way. Again, these should focus on the beneficiaries and be
phrased in a similar way to the purpose but here you can include numbers.
Leave out any descriptions on how you will achieve the result, e.g. statements starting with through or by.
This will be described in the activities.
Keep the number of Results to a minimum (3 to 5) so as to simplify general comprehension of the project.
Results should be expresses in terms of a tangible result Delivered, produced, conducted, etc.

Activities (Inputs) describe tangible things: the tasks (work programme) that need to be carried out to deliver
the planned results.
Each activity must be clearly linked to a single result. The use of codes may simplify the general logic structure
(e.g. result A.1. and activity A.1.1.).
Activities should be expressed in the present tense starting with infinite verbs, such as Prepare, design,
construct, research, etc.

5. Keep it simple with the Indicators

Objectively Verifiable Indicators (OVI) describe the projects objectives in operationally measurable terms
(quantity, quality, time). Specifying indicators helps to check the feasibility of objectives and helps form the bases
of the project monitoring and evaluation system. They are formulated in response to the question: How would
you know whether or not what has been planned is actually happening or happened? How do we verify
success?
Together with the indicators, the sources where to find the information referred to in the indicator (Sources of
Verification), are also identified. This is another important step and sometimes discussions on where to find the
information or how to collect it often lead to reformulation of the indicator. In the worst case that the information
referred to in the indicator cannot be obtained, the indicator becomes useless and a new one should be
formulated.
Keep the number of Indicators low and include only sources of verification you have access to.
A nice mix of qualitative and quantitative indicators makes a good logframe.
Example of a quantitative indicator: 80% of women complete the course.

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Example of a qualitative indicator: 80% of women are satisfied with the training received and are willing to apply
the know-how received in working in their village.

6. The Plus Principle

The logframe works based on the plus principle:
Resources + Pre-conditions = Activities
Activities + Activity-related assumptions = Outcomes
Results + Results-related assumptions = Purpose
Purpose + Purpose-related assumptions = Development goal.
Assumptions are external factors that have the potential to influence the success of a project, but lie outside the
direct control of project managers. They answer the question: What external factors may impact on project
implementation and the long-term sustainability of benefits, but are outside project managements control?
It is strongly advisable to identify and include all assumptions and risks that may have an impact on the project.
The acceptance of the project logic by EuropeAid, in fact, implies the Commissions willingness to share the risk
of the entire project.

7. The In or Out Principle

The logframe is composed of two main parts:
IN
Overall objective
Specific objective
Results
Activities

Indicators
Indicators
Indicators
Means

SoV
SoV
SoV
Costs

OUT
(Empty)
Assumptions
Assumptions
Assumptions
&
conditions

Pre-

The three first columns (IN) are inside your control: these are things you can influence directly. The OUT column
represents aspects that are outside your control but that if they lack you cannot achieve your purpose,
outcomes, etc. (remember the Plus Principle).
Therefore, it is important to monitor your assumptions so that you can put in place your plan B if one of these
does not hold. The assumptions also work as a get out clause with donors as they can be used to explain why
the project did not achieve all it set out to. Therefore, you need to spend more time in the identification of
assumptions. They are usually identified during the analysis phase. In fact the analysis of stakeholders,
problems, objectives and strategies generally highlights some policy, institutional, technical, social or economic
issues that could impact your project but over which you have no direct control.
The probability of these assumptions holding true needs to be further analysed to help assess the project
feasibility (prospect of success). This is thus part of assessing how risky your project is.

8. Avoid Jargon
Make the logframe specific to the context by avoiding jargon to shun misunderstanding. Try to describe as
simply and shortly as possible exactly what you are going to achieve (and how you will measure that).
Language should be clear and concise and explanations should be offered for acronyms and terms which may
be unfamiliar to someone outside the field.

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9. Include Gender in the Logframe

Incorporating gender analysis in the project management process requires that it be clearly reflected in the
logframe. In effect, preparation of an engendered logical framework matrix involves project planners,
stakeholders, and beneficiaries in analyzing gender relations and addressing questions at each level of the
framework.
Thus a programme which is gender mainstreamed should have a logframe where women figure clearly and
visibly. Women or Gender should be mentioned in the purpose/results and the indicators.

10. Use it
Once you have gone through the effort of making a logframe, it would be a waste of time if you would not use it!
The logframe and associated activity and resource schedules provide the basis on which more detailed
operational work plans can be formulated.
The Indicators and Means of Verification provide the framework for a more detailed Monitoring and Evaluation
Plan to be designed and implemented by project managers
The Assumptions provide the basis for an operational risk management plan.
The Results, Indicators and Means of Verification (plus activities, resource and costs) provide the framework for
preparing project progress reports (to compare what was planned with what has been achieved.
The indicators used in the logframe should form the core of the monitoring framework that you develop for your
project. You might want to add additional activity level indicators for your own monitoring, but the result &
purpose indicators should remain the same.

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