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Monitoring & Evaluation of Maternal and Newborn Health Programme

The document discusses systems analysis and logical frameworks for monitoring and evaluating maternal and newborn health programs. It describes the key components of a systems analysis framework including inputs, processes, outputs, outcomes, and impacts. It then explains the logical framework (logframe) methodology, which involves problem analysis, objective analysis, strategy analysis, and developing a logframe matrix. The logframe matrix contains intervention logic, objectively verifiable indicators, sources of verification, assumptions, and means and costs. It emphasizes establishing a clear vertical and horizontal logic in the logframe. The document also discusses developing indicators, assumptions, means and costs, and relationship between systems analysis and the logframe for monitoring and evaluation purposes.

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41 views

Monitoring & Evaluation of Maternal and Newborn Health Programme

The document discusses systems analysis and logical frameworks for monitoring and evaluating maternal and newborn health programs. It describes the key components of a systems analysis framework including inputs, processes, outputs, outcomes, and impacts. It then explains the logical framework (logframe) methodology, which involves problem analysis, objective analysis, strategy analysis, and developing a logframe matrix. The logframe matrix contains intervention logic, objectively verifiable indicators, sources of verification, assumptions, and means and costs. It emphasizes establishing a clear vertical and horizontal logic in the logframe. The document also discusses developing indicators, assumptions, means and costs, and relationship between systems analysis and the logframe for monitoring and evaluation purposes.

Uploaded by

BELHART RAINHART
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 23

Monitoring & evaluation

of maternal and
newborn health
programme
Session 2.
Systems
Analysis and
Logical
Frameworks

October 24, 2021


Systems analysis framework

INPUT

PROCESS
OUTPUT

OUTPUT
INPUT
OUTCOME/
OUTCOME/ EFFECT
PROCESS EFFECT

OUTPUT IMPACT

OUTCOME/
2 EFFECT
The Logical Framework (LogFrame)

• The LogFrame is a methodology for planning,


managing and evaluating programmes and
projects
• Initially designed for project formulation with 4
steps in the first phase (analysis phase):
- Stakeholder Analysis
- Problem Analysis
- Analysis of Objectives
- Analysis of Strategy
And the logframe itself as the planning phase

3
Purpose of the LogFrame

• Helps you to
• organise your thinking
• relate activities and investment to
expected results
• set performance indicators
• allocate responsibilities
• communicate information on the project
concisely and unambiguously

4
Limitations of the LogFrame approach
• Not a substitute for other technical, economic,
social and environmental analyses
• Rigidity in project management
• Does not take into account uncertainties or
alternative actions
• A linear sequence is assumed
• Risk of freezing the project
• Requires strong facilitation skills to ensure real
participation by appropriate stakeholders
5
The LogFrame matrix: 4 columns 4 rows
Objectively
Intervention Sources of
verifiable Assumptions
Logic verification
indicators

Overall
Objectives

Purpose

Results

Activities Means Cost

Preconditions

6
The vertical logic

• The overall objectives or goal: long term


benefits. There may be a ‘supergoal’
• Purpose: what should be attained to meet the
goal
• Results: (expected results or outputs): outputs
of the activities implemented and which
contribute to the achievement of the purpose
• Activities: actions and means carried out to
achieve the results. Activities are split in tasks
7
LogFrame (vertical logic) principle

If we provide the following inputs,


then we can produce the requisite outputs
If we produce those outputs,
then the purpose will be achieved
If the purpose will be achieved
then the goal will be realised

•identifies what the project intends to do


•clarifies causal relationships
•specifies important assumptions and uncertainties
beyond control
8
Exercise on vertical logic

Give the logical order of the following sentences

1. Productivity per Ha is 1. Silos are built


increased 2. Silo sites are identified
2. Increased agricultural 3. A surplus in the
incomes balance of payments is
obtained
3. Farmers trained in the
use of fertilizers 4. Self-sufficiency in oil is
reached
4. Increased use of
fertilizers

9
Health example

1. Continuing education modules are


elaborated for the staff
2. Health units meet medical needs of the
local population
3. Morbidity and mortality rates are
decreasing
4. Medical competences of the staff are
updated

10
Vertical logic: assumptions
Overall
Objectives

Purpose Assumptions

Results Assumptions

Activities Assumptions

Preconditions
11
Assumptions
Is the external factor important?

Yes No

Do not include in the logframe


Will it be realised?

Almost certainly Do not include in the logframe

Likely Include as an assumption

Unlikely Is it possible to redesign the


project in order to influence
the external factor?

Yes No

Redesign the project by adding


activities or results; The project is not feasible
12 Reformulate the project Purpose
if necessary
Horizontal logic: relationship between the 1st and
2nd and 3rd column

Intervention • Relates to
OVI SOV Assumptions
Logic - the measurement
OVERALL
OBJECTIVES of the effects
PURPOSE (specification of
OUTPUT S
Result 1
Result 2
key indicators,
Result 3 and the sources)
ACTIVITIES Means Costs
Act. 1.1
Act. 1.2
- the resources
Act. 2.1
Act. 2.2
used by the
Act. 3.1
Act. 3.2
project (means
Precon ditions and costs)

13
Objectively Verifiable Indicators

• Objectively Verifiable Indicators (OVIs)


- ‘Objectively’ to emphasise that they are not
just subjective judgements,
- rather they need to be constructed so that
- ‘Verifiable’ when different observers
measure performance, they will come to
the same conclusion

14
How many Indicators?

• The fewer the better.

• Use only the number of indicators


required to clarify what must be
accomplished to satisfy the objective
stated in the Intervention Logic.

15
How do you construct an OVI?

• Begin with the basic indicator

- Make sure it is numerically


quantifiable and then add the Quality
and then Time dimensions

- Quantity + Quality + Time = QQT

16
4 steps to construct an OVI: QQT
Steps Example
Step 1: Basic Health strategic plans developed
Indicator
Step 2: Add 75% of health committees have documented
Quantity strategic plans
Step 3: Add 75% of health committees have documented
Quality strategic plans approved by key stakeholders
inc. community representatives

Step 4: Add Time 75% of health committees have documented


strategic plans approved by key stakeholders
inc. community representatives by the end of
Year 2
17
Sources Of Verification (SOV)

• The SOV should specify:


- the format in which the information
should be made available (e.g. progress
reports, project accounts, project
records, official statistics etc.)
- who should provide the information
- how regularly it should be provided.
(e.g. monthly, quarterly, annually etc.)

18
Means and costs

INTERVENTION Objectively Source of


Assumptions
LOGIC verifiable indicators verification
OVERALL OBJECTIVES
PURPOSE
OUPUTS
Result 1
Result 2
Result 3
Result 4
ACTIVITIES Means Costs
Act. 1.1 A. Investment costs 0,00
Act. 1.2 B. Consumables 58.900,00
Act. 1.3 C. Staff (excl. ITM) 4.000,00
Act. 2.1 D. Training 29.200,00
Act. 2.2 E. Travel 5.200,00
Act. 3.1 F. Subsistence 6.700,00
Act. 3.2 G. Shipping 2.000,00
Act. 4.1 Total 106.000,00
Act. 4.2
Preconditions

19
Activity schedule: Gantt Chart

20 Source: European Commission 2001


Resource schedule

Source: European Commission 2001

21
M&E in a logical framework

OO
Evaluation
PP

A Monitoring

22
Relationship between systems analysis and
log frame

Source: Hortsman et al. 2002


23

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