Theory of change and Logical Framework both are widely used M&E tools in development and humanitarian sector. For a M&E professional, it's necessary to understand the difference between ToC and LogFrame.
The information in the slide is collected from Tools4Dev.org
When designing a project, you have two entry points whether it is the traditional simple Logic Model or the innovative critical Theory of Change. this short presentation explains the differences between both.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
When designing a project, you have two entry points whether it is the traditional simple Logic Model or the innovative critical Theory of Change. this short presentation explains the differences between both.
6 M&E - Monitoring and Evaluation of Aid ProjectsTony
A series of course modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
This is part 6 of 11, beginning with 2 modules on leadership and conflict resolution, then 9 modules on project cycle management.
This module has 3 handouts and presenter notes as separate documents.
Sample Proposal: http://www.slideshare.net/Makewa/6-watsan-training-sample-proposal-09
Slides as a handout: http://www.slideshare.net/Makewa/6-me-handout
Presenter notes: http://www.slideshare.net/Makewa/6-module-6-presenter-notes
Build Your NGO: Monitoring & Evaluation Allie Hoffman
The presentation attached is designed for grassroots NGOs wanting to learn more about monitoring and evaluation.
The presentation is a mini 'how to', in addition to providing an overview of strategic planning
To learn more or with any direct questions, please visit our website: www.thepariproject.com
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
Introduction to the Logical Framework ApproachDamien Sweeney
An introduction into the Logical Framework Approach, and its use and usefulness for project design, project planning, in the international development sector and beyond.
5 The Logical Framework - a short course for NGOsTony
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
How identifying a theory of change can help you measure the success of your programs (and organization as a whole) and obtain funding to create social change.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
I N N O V A T I O N N E T W O R K , I N C . www.innone.docxeugeniadean34240
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
T a b l e o f C o n t e n t s
P a g e
Introduction - How to Use this Workbook .....................................................................2
Before You Begin .................................................................................................................3
Developing a Logic Model .................................................................................................4
Purposes of a Logic Model ............................................................................................... 5
The Logic Model’s Role in Evaluation ............................................................................ 6
Logic Model Components – Step by Step ....................................................................... 6
Problem Statement: What problem does your program address? ......................... 6
Goal: What is the overall purpose of your program? .............................................. 7
Rationale and Assumptions: What are some implicit underlying dynamics? ....8
Resources: What do you have to work with? ......................................................... 9
Activities: What will you do with your resources? ................................................ 11
Outputs: What are the tangible products of your activities? ................................. 13
Outcomes: What changes do you expect to occur as a result of your work?.......... 14
Outcomes Chain ....................................................................................... 16
Outcomes vs. Outputs ............................................................................. 17
Logic Model Review ...........................................................................................................18
Appendix A: Logic Model Template
Appendix B: Worksheet: Developing an Outcomes Chain
Logic Model Workbook
Page 2
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
I n t r o d u c t i o n - H o w t o U s e t h i s W o r k b o o k
Welcome to Innovation Network’s Logic Model Workbook. A logic model is a commonly-used
tool to clarify and depict a program within an organization. You may have heard it described as
a logical framework, theory of change, or program matrix—but the purpose is usually the same:
to graphically depict your program, initiative, project or even the sum total of all of your
organization’s work. It also serves as a
foundation for program planning and
evaluation.
This workbook is a do-it-yourself guide to
the concepts and use of the logic model. It
describes the steps necessary for you to
create logic models fo.
I N N O V A T I O N N E T W O R K , I N C . www.innone.docxsheronlewthwaite
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
T a b l e o f C o n t e n t s
P a g e
Introduction - How to Use this Workbook .....................................................................2
Before You Begin .................................................................................................................3
Developing a Logic Model .................................................................................................4
Purposes of a Logic Model ............................................................................................... 5
The Logic Model’s Role in Evaluation ............................................................................ 6
Logic Model Components – Step by Step ....................................................................... 6
Problem Statement: What problem does your program address? ......................... 6
Goal: What is the overall purpose of your program? .............................................. 7
Rationale and Assumptions: What are some implicit underlying dynamics? ....8
Resources: What do you have to work with? ......................................................... 9
Activities: What will you do with your resources? ................................................ 11
Outputs: What are the tangible products of your activities? ................................. 13
Outcomes: What changes do you expect to occur as a result of your work?.......... 14
Outcomes Chain ....................................................................................... 16
Outcomes vs. Outputs ............................................................................. 17
Logic Model Review ...........................................................................................................18
Appendix A: Logic Model Template
Appendix B: Worksheet: Developing an Outcomes Chain
Logic Model Workbook
Page 2
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
I n t r o d u c t i o n - H o w t o U s e t h i s W o r k b o o k
Welcome to Innovation Network’s Logic Model Workbook. A logic model is a commonly-used
tool to clarify and depict a program within an organization. You may have heard it described as
a logical framework, theory of change, or program matrix—but the purpose is usually the same:
to graphically depict your program, initiative, project or even the sum total of all of your
organization’s work. It also serves as a
foundation for program planning and
evaluation.
This workbook is a do-it-yourself guide to
the concepts and use of the logic model. It
describes the steps necessary for you to
create logic models fo ...
Build Your NGO: Monitoring & Evaluation Allie Hoffman
The presentation attached is designed for grassroots NGOs wanting to learn more about monitoring and evaluation.
The presentation is a mini 'how to', in addition to providing an overview of strategic planning
To learn more or with any direct questions, please visit our website: www.thepariproject.com
This slideshare describes the Theory of Change approach to program planning and design. The Theory of Change approach focuses on the assumptions that underlie social innovations and compels the kind of focus on evaluation that can help social programs improve. Unlike logic models, which are often nothing more than lists of a activities and outcomes, Theories of Change allow for a focus on the links between activities and outcomes. In our view this makes the Theory of Change approach superior.
Introduction to the Logical Framework ApproachDamien Sweeney
An introduction into the Logical Framework Approach, and its use and usefulness for project design, project planning, in the international development sector and beyond.
5 The Logical Framework - a short course for NGOsTony
A series of modules on project cycle, planning and the logical framework, aimed at team leaders of international NGOs in developing countries.
There is a handout to go with this module, a Logframe with blanks. http://www.slideshare.net/Makewa/exercise-watsan-logframe-with-blanks
How identifying a theory of change can help you measure the success of your programs (and organization as a whole) and obtain funding to create social change.
This presentation explains the difference between Monitoring and Evaluation; the types of M&E frameworks; steps in logical framework and its difference from theory of change.
Presentation by Simon Batchelor (IDS) on Theory of Change and Outcome mapping methodologies for intermediary work, given at a virtual workshop on M&E for I-K-Mediary Network members, March 30 2010.
I N N O V A T I O N N E T W O R K , I N C . www.innone.docxeugeniadean34240
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
T a b l e o f C o n t e n t s
P a g e
Introduction - How to Use this Workbook .....................................................................2
Before You Begin .................................................................................................................3
Developing a Logic Model .................................................................................................4
Purposes of a Logic Model ............................................................................................... 5
The Logic Model’s Role in Evaluation ............................................................................ 6
Logic Model Components – Step by Step ....................................................................... 6
Problem Statement: What problem does your program address? ......................... 6
Goal: What is the overall purpose of your program? .............................................. 7
Rationale and Assumptions: What are some implicit underlying dynamics? ....8
Resources: What do you have to work with? ......................................................... 9
Activities: What will you do with your resources? ................................................ 11
Outputs: What are the tangible products of your activities? ................................. 13
Outcomes: What changes do you expect to occur as a result of your work?.......... 14
Outcomes Chain ....................................................................................... 16
Outcomes vs. Outputs ............................................................................. 17
Logic Model Review ...........................................................................................................18
Appendix A: Logic Model Template
Appendix B: Worksheet: Developing an Outcomes Chain
Logic Model Workbook
Page 2
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
I n t r o d u c t i o n - H o w t o U s e t h i s W o r k b o o k
Welcome to Innovation Network’s Logic Model Workbook. A logic model is a commonly-used
tool to clarify and depict a program within an organization. You may have heard it described as
a logical framework, theory of change, or program matrix—but the purpose is usually the same:
to graphically depict your program, initiative, project or even the sum total of all of your
organization’s work. It also serves as a
foundation for program planning and
evaluation.
This workbook is a do-it-yourself guide to
the concepts and use of the logic model. It
describes the steps necessary for you to
create logic models fo.
I N N O V A T I O N N E T W O R K , I N C . www.innone.docxsheronlewthwaite
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
L o g i c M o d e l W o r k b o o k
T a b l e o f C o n t e n t s
P a g e
Introduction - How to Use this Workbook .....................................................................2
Before You Begin .................................................................................................................3
Developing a Logic Model .................................................................................................4
Purposes of a Logic Model ............................................................................................... 5
The Logic Model’s Role in Evaluation ............................................................................ 6
Logic Model Components – Step by Step ....................................................................... 6
Problem Statement: What problem does your program address? ......................... 6
Goal: What is the overall purpose of your program? .............................................. 7
Rationale and Assumptions: What are some implicit underlying dynamics? ....8
Resources: What do you have to work with? ......................................................... 9
Activities: What will you do with your resources? ................................................ 11
Outputs: What are the tangible products of your activities? ................................. 13
Outcomes: What changes do you expect to occur as a result of your work?.......... 14
Outcomes Chain ....................................................................................... 16
Outcomes vs. Outputs ............................................................................. 17
Logic Model Review ...........................................................................................................18
Appendix A: Logic Model Template
Appendix B: Worksheet: Developing an Outcomes Chain
Logic Model Workbook
Page 2
I N N O V A T I O N N E T W O R K , I N C .
www.innonet.org • [email protected]
I n t r o d u c t i o n - H o w t o U s e t h i s W o r k b o o k
Welcome to Innovation Network’s Logic Model Workbook. A logic model is a commonly-used
tool to clarify and depict a program within an organization. You may have heard it described as
a logical framework, theory of change, or program matrix—but the purpose is usually the same:
to graphically depict your program, initiative, project or even the sum total of all of your
organization’s work. It also serves as a
foundation for program planning and
evaluation.
This workbook is a do-it-yourself guide to
the concepts and use of the logic model. It
describes the steps necessary for you to
create logic models fo ...
Monitoring and Evaluation Plan (Theory of change, results framework, Logframe...Scoffy Wangang
This ppt is a comprehensive presentation on how to build a monitoring, evaluation, accountability and learning plan document. It includes, The Theory of Change, Result Framework, Logical Framework, monitoring and evaluation (MEAL) plan, Learning Plan, and Accountability plan.
Based on the popular book: Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (2008), by Durward K. Sobek II, a synopsis has been presented here.
Innovation Network's own workbook (revised in 2010), offering an introduction to the processes and concepts of the logic model. This workbook can be used alone or in conjunction with the Logic Model Builder at the Point K Learning Center.
The Role of the Enterprise Architect in Business Process ReengineeringRichard Freggi
Business Process Reengineering is often a challenging undertaking. This paper is a case study, sharing practical experience of how the enterprise architect can help in three ways:
• Provide a common language allowing different organizations, consultants and IT teams to communicate effectively
• Set the right level of abstraction to facilitate analysis and solution of complex questions
• Reconcile user’s wants and needs with the capabilities and constraints of IT systems
Reference is made to the Zachman Framework, especially the columns for “Data”, “Function” and “People”; and how these columns can be used to interact with stakeholders using UML (Unified Modeling Language).
Assignment 1/AgileProjectCharterTemplateExample.pdf
C Example Project/Program Charter
Template
THIS APPENDIX CONTAINS AN EXAMPLE of a project charter template that can be used to define the
macro layer in a hybrid, managed agile development approach. This template is provided as an
example and is intended to be customized to fit the project and business environment that it is
used in.
Project overview
Background
Provide a brief description of the background behind the problem that the project or program is
intended to address to a sufficient level to allow the reader to understand the context of the problem.
Problem Statement
Provide a brief description of the problem that the project or program is intended to address from a
business or operational management perspective.
Project Vision
Write a concise vision statement that summarizes the purpose and intent of the project and describes
what the world will be like when the project is completed. The vision statement should reflect a bal-
anced view that will satisfy the needs of diverse customers as well as those of the developing organiza-
tion. It may be somewhat idealistic, but it should be grounded in the realities of existing or anticipated
387
388 E X A M P L E P R O J E C T / P R O G R A M C H A R T E R T E M P L AT E
customer markets, enterprise architectures, organizational strategic directions, and cost and resource
limitations. Consider using the following template:
◾ For (target customer)
◾ Who (statement of the need or opportunity)
◾ The (product name)
◾ Is a (product category)
◾ That (key benefit, compelling reason to buy or use)
Success Criteria
What are the success criteria for the project? How do you know if the project has been successful?
Project Approach/Development Process
Identify the development process and/or any deviations from the standard methodology that will be
used for this project or program.
Project plan
This section outlines the plan for managing the project.
Scope
The project scope defines the range of the proposed products and services the project will deliver.
Scope can be represented using a context diagram, an event list, and/or a feature table. Scope might
be subdivided into the scope of the initial product release and planned growth strategies for subse-
quent releases. It is also important to define what the project will not include, so describe limitations
and exclusions, such as product features or characteristics that a stakeholder might anticipate, but
which are not planned to be included in the project.
In Scope
The project scope provides an overview of the user stories that the project will deliver. Scope might be
subdivided into the scope of the initial product release and planned growth strategies for subsequent
releases.
Release Priority Story # Story Name Description
E X A M P L E P R O J E C T /P R O G R A M C H A R T E R T E M P L AT E 389
Out of Scope
It’s also important to define what the ...
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
1. Click to edit Master title style
1
ToC vs LogFrame
U n d e r s t a n d i n g t h e b a s i c s o f T h e o r y o f C h a n g e a n d L o g i c a l
F r a m e wo r k i n d e v e l o p m e n t a n d h u m a n i t a r i a n s e c t o r.
T h i s p r e s e n t a t i o n i s i n s p i r e d f r o m To o l s 4 D e v
h t t p s : / / w w w. t o o l s 4 d e v. o r g / r e s o u r c e s / t h e o r y - o f - c h a n g e - v s -
l o g i c a l - f r a m e w o r k - w h a t s - t h e - d i f f e r e n c e - i n - p r a c t i c e /
2. Click to edit Master title style
2
Theory of Change
U n d e r s t a n d i n g T h e o r y o f C h a n g e a n d i t s s p e c i f i c a t i o n s
2
3. Click to edit Master title style
3
Definition of Theory of Change
• Theory of Change
shows the entire perspective on a situation or issue
including issues related to the environment or context
that you can’t control
Shows all the different pathways that might lead to
change, even if those pathways are not related to your
program.
3
• It could presented as a diagram with narrative text.
4. Click to edit Master title style
4
Logical Framework
U n d e r s t a n d i n g L o g i c a l F r a m e w o r k a n d i t s s p e c i f i c a t i o n s
4
5. Click to edit Master title style
5
Definition of Logical Framework
• Logical Framework
gives a detailed description of the program
shows how the program activities will lead to the
immediate outputs,
and indicates how these will lead to the outcomes and
goal.
5
• It could be displayed as a matrix or as a flow chart.
It is usually shown as a matrix, called as LogFrame.
When it is shown as a flow chart, it’s called as Logic
model.
6. Click to edit Master title style
6
LogFrame vs ToC
6
Theory of Change Logical Framework
• Toc gained popularity only in the 1990s to
capture the implementation and outcomes of
complex projects in international development.
• A ToC is best created before an intervention
starts.The development of a ToC usually
begins from the top, meaning it identifies the
goal first and then works backwards to map
the outcome pathways and the most
appropriate interventions that may create the
desired change(s).
• The logic model approach was introduced in
the 1970s as a programme design
methodology for USAID, capturing essential
programme elements in a single table and
utilized to improve the planning,
implementation, management and monitoring
and evaluation of projects.
• A logic model is often created after a project or
program has been developed, working forward
from inputs through activities, outputs
outcomes to the end result or the goal.
7. Click to edit Master title style
7
LogFrame vs ToC
7
Theory of Change Logical Framework
• While developing a ToC, we ask – if we do
activity A then outcome B will take place
because…. (If…then…why…)
• ToC is a causal model, it requires justifications
at each step, meaning you have to articulate
the assumption about WHY Activity A will
cause Outcome B.
• ToC is used as a tool for program design and
evaluation.
• The question used in developing this
framework is – if we plan to do activity A, then
will that produce outcome B? (If…then)
• A logic model states Activity A causes
Outcome B but it does not show WHY that
activity produces that particular outcome.
• Logic model is mainly used as a tool for
monitoring and evaluation.
8. Click to edit Master title style
8
LogFrame vs ToC
8
Theory of Change Logical Framework
• ToC is explanatory in nature. ToC shows the
big messy picture and takes a wide view of a
desired change or long-term impact – carefully
examining and thinking through each activity,
input, output and outcome, issues that you can
and can’t control and preconditions that will
enable or inhibit each step.
• ToC probes assumptions behind each step
and demonstrates all possible pathways that
lead to the desired change or impact and
provides evidence for how and why you think
certain activity will cause the certain change.
• Logic model is descriptive in nature. It
illustrates project components (project goals,
activities, outputs, inputs, risks, assumptions
and short and medium term outcomes) in one
clear and specific pathway, and takes a narrow
and practical look at the relationship between
these elements.
• The risks and assumptions stated in a logic
model are usually only basic and are not
backed up by evidence for why you think one
thing will lead to another.
9. Click to edit Master title style
9
LogFrame vs ToC
9
Theory of Change Logical Framework
• ToCs have their core components but are
rather flexible and do not have a standardized
format.
• It can take any form from a flow chart to a
comprehensive graphical diagram with
narrative text. It could include cyclical
processes, feedback loops, one box could
lead to multiple other boxes, different shapes
could be used and so on.
• A ToC works to understand the context in
which a program operates. It recognises that
factors outside of the program will often have
an influence on the end result.
• The structure of a logframe is quite
standardized and linear, which means that all
activities lead to outputs which lead to
outcomes and the goal.
• It is often presented as a table and there are
no cyclical processes or feedback loops.
• A logic model focuses much more on the
project and program itself and how it is
operating rather than external factors.
11. Click to edit Master title style
11
“
True genius resides in the capacity for
evaluation of uncertain, hazardous, and
conflicting information.”
- Winston Churchill
11
