The logical framework approach to project design and management

Abstract

The aim of this paper is to introduce the Logical Framework (LogFrame) approach to project design and management to mainstream planners, evaluators, and project managers and discuss some general lessons learned from LogFrame use in international agencies. I then argue that innovations in program evaluation practice, emphasizing practical evaluations designed to improve programs (Patton, 1986, 1982) combined with the new PC/LogFRAME computer software package and appropriate training, give the LogFrame approach excellent potential to improve project management and impact in public and nonprofit agencies, foundations, and corporations. The Logical Framework was initially developed for the U.S. Agency for Intemational Development (USAID) in 1970 as an evaluation tool to help increase accountability to Congress. In 1971 USAID undertook a worldwide effort to train its field staff on the Logical Framework Approach. By the late 1970s the training effort had lost momentum and use of the LogFrame languished. By the late 1980s with new calls for accountability, USAID had renewed its interest and training in this approach. A number of other multilateral and bilateral agencies currently use the LogFrame including the United Nations Development Program (UNDP); the official German, English, Irish, Belgian, Norwegian, and Canadian aid agencies; the Asian and African Development Banks; and a number of voluntary organizations. A related article (Sartorius, 1991) describes an organizational development strategy to install the LogFrame approach at the African Development Bank.