Funding Formula Stage 6

A logical framework

1. Logical framework: a tool to organize Resource Mobilization activities

All the Resource Mobilization goals, outcomes, outputs and activities that you developed in the last ‘block’ can be pulled together in a logical framework. A ‘logframe’ provides an overview of:

• what the project will accomplish
• how it will be accomplished
• what resources will be required
• what the potential problems may be
• how to establish if the project has accomplished what it set out to do

Example of a logical framework

Narrative summary	Measurable/key performance indicators How to measure the process (activities, outputs) and impact (outcome, goal)	Means of verification How you plan to measure the indicators	Important assumptions
Goal: the wider problem the project will address	Quantitative and/or qualitative ways of judging achievement of the goal	Cost-effective methods and sources to quantify or assess indicators	External factors necessary to sustain the objective in the long-term
Purpose: the immediate impact on the project area or target group; the change or benefit to be achieved by the project	Quantitative and/or qualitative ways of judging achievement of the goal	Cost-effective methods and sources to quantify or assess indicators	External conditions necessary for the project to achieve its purpose and contribute to the project goal
Outputs: the specifically deliverable results expected from the project to achieve its outcome	Quantitative and/or qualitative ways of judging achievement of the goal	Cost-effective methods and sources to quantify or assess indicators	Factors that are beyond the control of the project that could restrict outputs being achieved
Activities: the tasks to be done to produce the outputs	This is a summary of the project budget. Look at this in terms of resources required, and include indirect costs	Financial report as agreed in grant/funding agreement	Factors that are beyond the control of the project that could restrict outputs being achieved

2. Theory of change

A theory of change for a project or an organisation is a simple concept: it takes our assumptions about what we want or expect to happen, and tests those assumptions to see if they hold true.

A theory of change can look complicated, but it is a useful way of seeing how processes interlink and influence each other. The theory of change tells you how you are going to get from where you are now, to where you need to be – and what changes you will/must see on the journey.

2.1 First steps

Most often a theory of change is represented by a diagram or flow chart, but in order to help you design this diagram it is important to first think about:

• what it is you are trying to achieve
• what the barriers are to achieving it
• what evidence you have to support your assumptions
• what you expect to happen at each stage of the process

The best way of designing a theory of change is to discuss and design it with all those involved in making the change happen: this considers the value of different approaches and builds consensus among those supporting the project.

2.2 Your end goal

Within your project, define your aims and objectives – your end goal:

• it should be a long-term change, relevant to the target population, realistic and simple
• consider the context and look at the barriers to achieving your end goal: your project may contribute to achieving long-term change rather than being solely responsible
• think how your project or approach can work towards achieving this aim
• now work backwards to decide what are the best ways and approaches you need to take:
  • is there evidence to demonstrate the effectiveness of your approach?
  • what is the outcome you are expecting to achieve? (this outcome should be directly attributed to the project and the work you are doing)
  • what is the specific change that will come about as a direct result of the project?
  • are there others doing similar work to partner with or build on their experiences?
  • what will the outputs of your project look like?
  • how do they work together to achieve your outcome statement?

Choose the outputs required to bring about the outcome level change you want.

2.3 A strategic approach

• think strategically: consider what evidence exists to support your approach. If there is no evidence, how do you know your approach will work? Can your project generate evidence?
• outline your assumptions about how one level leads to change at the next level, and think about the enabling environment in which your project will work: what needs to be in place internally for your project to succeed at each level of the change process? And consider external factors which may be out of your control: how will you deal with those?
• measure and evaluate your theory of change: test its validity at regular intervals to see if your assumptions still hold true; you can then revise your theory of change accordingly to ensure it still responds to the context and needs of your target population

See below for some theory of change examples, and here https://www.theoryofchange.org/ for more information and more examples.

Example 1: DFID UK Aid Direct theory of change

Example 2: Amplify Change theory of change

Example 3: SNV Mali Logique d’intervention et Theorie de Changement

4. Some differences between logical frameworks and theories of change (TOC)

• TOC is more analytical and less descriptive, focusing on change (why are you doing this?) and not solely project components – it involves a broad group of stakeholders
• TOC captures the complexity of change much better, taking into account relationships and the inter-dependence between different project elements plus risks and assumptions: it prioritizes what is important, rather than giving everything equal weighting
• TOC is broader than just one project: it considers existing change processesand external/internal factors that affect a programme
• TOC gives you the context for the project: social, political and environmental conditions and other organizations able to influence change
• TOC provides evidence about the change you’re making – evidence that you will make a difference:
  • where is the evidence?
  • are you going to test it?
  • what will you do with the evidence?
  • are you using it to make decisions about the programme?

Results-harvesting leads to adaptive programming – but you must demonstrate:

• evidence to evaluate whether your TOC assumptions are correct
• your ability to adapt your programme accordingly