MSF-OCB Manual

PROJECT PLANNING

- THE LOGFRAME FOR DUMMIES -

March 2011
2011

Manual for Project Planning– MSF OCB – Mars 2011 1/43

 Persons involved in the conception of this manual (June 2006)

Christophe Vavasseur
Armand Sprecher
Maya Shah
Patrick Depienne
Ann Wouters
MDF

Comments and questions can be addressed to your CO or the Training Unit

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 TABLE OF CONTENTS

ABOUT PROJECT PLANNING AND THIS MANUAL ............................................................................... 4

1- THE ANALYSIS OF THE PROBLEMS AND OF THE OBJECTIVES ........ 7

THE STAKEHOLDERS ........................................................................................................................... 7

THE PROBLEM TREE........................................................................................................................... 9
IDENTIFYING YOUR OBJECTIVES...................................................................................................... 11
IDENTIFYING YOUR STRATEGY ........................................................................................................ 11

2- YOUR LOGICAL FRAMEWORK AND ITS OPERATIONAL PLAN .........13

THE GENERAL OBJECTIVE (GO)....................................................................................................... 14

THE SPECIFIC OBJECTIVE (SO) ........................................................................................................ 14
EXPECTED RESULTS .......................................................................................................................... 16
ACTIVITIES ........................................................................................................................................ 16
DEFINING ASSUMPTIONS AND PRE-CONDITIONS .............................................................................. 18
DEFINING THE INDICATORS .............................................................................................................. 20
DEFINING SOURCES OF VERIFICATION ............................................................................................. 22
MAKING AN OPERATIONAL PLAN (OR CHRONOGRAM) .................................................................... 25

3- ANNEXE : THE PALMGROVIA CASE STUDY............................................28

PALMGROVIA SITUATION ANALYSIS ................................................................................................. 29

THE PROBLEM ANALYSIS - PALMGROVIA PROBLEM TREE AND OBJECTIVE TREE ...................... 32
PALMGROVIA CASE - THE LOGICAL FRAMEWORK ......................................................................... 36
PALMGROVIA OPERATIONAL PLAN ................................................................................................. 40

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 About Project Planning and this Manual

The Objective Oriented Project Planning (OOPP) is an international method, which we use
within MSF. Every project, including emergencies, should indeed have a Project Planning
definition stage: it is a compulsory institutional procedure for every MSF intervention.
But this procedure has not necessarily been made clear to all persons in charge of drawing
up or supervising a Project. The present Manual intends to be a support to the field in this
domain. It summarizes the key points of the method (left pages) and presents additional
elements aiming at going deeper into some questions or at clarifying the MSF position on
certain topics (right pages).

How the manual is presented

LEFT PAGE RIGHT PAGE

All necessary elements to Tips and pitfalls

understand the basics of

the method. Important
remarks

Concise
Concise and straight to
the point.
Further

The present guideline intends to make your work easier in the field by providing clear
explanations going straight to the point and avoiding too many theoretical issues. Some
elements might look arbitrary but further explanations are available on the right pages. A
longer version, more theoretical, is available at the Training Unit in Brussels. This later can
also be used for MSF courses or as an internal reference document to consolidate the
method.
A second objective of this Manual is to standardize the process within MSF-OCB so that there
is a common understanding between the field and HQ on how we intend to set a logical
framework.

If properly used, the Project Planning:

• helps structure and justify complex project set up, leading to better results.
• makes easier the monitoring and the evaluation of the projects
• clarifies the project design for newcomers, especially during handover
• provides a shared understanding by using common language and tools

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 • can be used as a reflection tool and as an internal or external communication
support (beneficiaries, stakeholders, HQ, communication department, other MSF
sections, donors…).
• helps understand the field context
• is a contractual tool in regard to our commitments towards possible donors.

Therefore, this manual intends to be user friendly, clear and concise. A case study
(Palmgrovia) is attached to the manual to be consulted at each stage of the process as a
concrete example.
The present manual of Project Planning is largely inspired by the module on OOPP given
during the Basic Management Course or ad hoc training sessions by MDF (Management
Development Foundation).

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 The complete project cycle

Every project has a start and an end points. It is often conceived of as having a life cycle
consisting of a logical sequence of interdependent stages. The Objective Oriented Project
Planning, that MSF introduced some years ago, is a method to identify and formulate
projects. The output of these stages, the logical framework, will also be used for monitoring
and evaluation purposes. The life cycle of a project is presented below:

To make the presentation easier we will structure the Manual in 2 parts: the analysis of the problems
and of the objectives ; and the logframe and its operation plan. The part on the monitoring of a project
has been removed from this document, you are advised to consult the User Guide on the Monitoring
Report.

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 1- The analysis of the problems and of the objectives
objectives

The stakeholders

This is the first step before designing a project. We need to get a deeper analysis of the
problems at hand in order to have a comprehensive understanding of the situation.

The OOPP method proposes to use a participative approach involving

involving the main stakeholders
of the context in which we intervene (see more details in opposite page). The usual
stakeholders MSF consider are the senior staff, the beneficiaries, the local authorities and the
representatives of the civil society (women groups,
groups, …).

The understanding of the problems we want to address requires indeed the consultation of
local sources of information. It is very important that MSF representatives be concerned by
understanding
the stakeholders points of view and their inputs in terms of understanding of the local reality.

It can be useful to categorize the stakeholders in terms of their influence and interest for the
project. We can then assess the level of participation we expect from them. This can be
translated in the chart below:

Identification
Identification Interest Influence Level of participation expected
Stakeholder 1 *** * **
Stakeholder 2 * ** *
…

Nevertheless, we know by experience that a participative approach requires some

precautions.

In a given context of intervention MSF will face

face limits in the perception we have of the local
reality but also in the perception that local stakeholders may have of MSF.

There can be important differences in terms of means available. The intercultural barriers are
usually difficult to identify and to
to overcome. A distorted perception of MSF can appear due to
association with other ‘western’ actors. Most of the time, the ‘abnormality’ inherent in a crisis
situation and in the presence of a humanitarian organization is favourable to
misunderstandings. The
The false expectations that MSF may trigger will probably lead to
frustrations among the stakeholders, be they authorities or beneficiaries.

The completion of a proper participatory approach is therefore rendered difficult. There can
be no pretension to design
design and monitor a project in total harmony with the local stakeholders:
we know that the limits mentioned above will remain.

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The assessment phase that took place before the designing of the project should give
relevant indications about the stakeholders characteristics.
Furthermore, the workshop tool, including all stakeholders, is usually not in use: interactions
between attendants being uncertain and most likely out of our control.

This being said, the role of a project manager remains, however, to be in regular contact with
the local stakeholders.
stakeholders. It can consist of non formal meetings, not systematically presented as
a participation to the designing of our intervention. It is important to stress that MSF does not
negotiate an operation as such: our principles
principles of intervention are not negotiable.

Some questions that can help identify the stakeholders

• Who will benefit from the project?

• Who could have an interest in the project?
• Who is likely to participate, even indirectly, in the implementation of the
project?
• Who could feel threatened by the project?
• Who is working in the same field of activity?
• Who has the moral authority in the environment of the project?

The involvement of stakeholders can have different

purposes:

• Safeguard (prevent main misunderstandings/mistakes

misunderstandings/mistakes …)
• Efficiency of the operation (consultation of stakeholders held during definition,
monitoring or evaluation of the project)
• Appropriateness (to reach acceptance by stakeholders or when stakeholders
direct the operation or take it over)
over)

The participation of the stakeholders can be at different

levels:

• passive (they are given information)

• informative (they give necessary information)
• consultative (they exchange information and opinions)
• active (they are involved in decision-
decision-making)
• self
self-
lf-management (they run a part of the project)

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 The Problem Tree
A practical tool to formulate the problems at hand and their interrelations is the Problem
Tree.

cause--effect relations. We
The idea is to list and position the problems according to their cause We
place the core problem in the middle and position its causes below and its effect above.
Seek then the causes of the causes and the ultimate effects.

This has to be exhaustive so that non-

non-obvious cause-
cause-effect relations are revealed. The
inputs of people well informed on the local reality is obviously very necessary.

The Problem Tree aims therefore at defining the genuine and comprehensive causes of a
given situation
(see Palmgrovia case for a more detailed example).

Design of a (basic) Problem Tree

Cause-
Cause-effect
relationships

High mortality and morbidity

among the target group
KEY POINT

Due to MSF’s nature and principles,

the ultimate cause-
cause-effect relationship
that we usually intend to address is: The target group does not use
adequate health services

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 Some important tips and pitfalls...

• Avoid “Balloon” problems:

problems those are vaguely described problems that can be differently
interpreted such as “bad communication”, which can be a technical or an interpersonal
problem (other example “no access”).

• Do not formulate problems as an “absent solution”,

solution” which presupposes the answer and
limits the range of options, such as problems starting with ‘no’ or ‘lack of’: “lack of clean
water” (rather use “IDPs use contaminated water”).

• Be comprehensive:
comprehensive try to think of all possible causes and effects even the big issues like
“poor infrastructure”. Even falling outside the scope of MSF, the project will have to
overcome, even if only locally, these larger issues too.

• Use precise descriptions:

descriptions make sure that the problem mentioned will have one single
signification for everyone.

• Check the logic!

logic Once the problem tree shaped, make sure that, starting from the top of
the tree, each statement is caused solely by the factors mentioned at the level below. If
not, add other causes or redefine the problem.

THE PROBLEM TREE WITHIN MSF

Using a Problem Tree is not compulsory although it is a handy tool. It can be more
relevant to use the Problem Tree to clarify situations that are particularly complex or that
MSF does not usually face.

However, it is always necessary to formulate the problems you intend to address, be it

through
through a problem tree or not, and to share your analysis. This is a regular subject of
discussion with the managers of your mission and your cell.

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 Identifying your Objectives
At this stage you must have a thorough and detailed view of the unsatisfactory ssituation
ituation
people are facing.
The next step is to translate each problem into a solved situation i.e. into an objective to be
reached. For instance you can translate “high mortality and morbidity rates” into “reduced
mortality and morbidity rates”, or “water quality is bad” into “improved water quality”.

The Problem Tree helps visualize how you see the situation. When problems are translated
into solved situation, you end up with an Objective Tree, with the same shape that the
problem tree but filled with objectives.
objectives. The final result, be it with an Objective Tree or not,
must present thus a set of objectives to aim at.

These objectives can then be clustered based on the expertise needed to reach them.
exercise
“nutrition”, “protection”, “malaria”, .... . This exercis e gives a clearer view of the situation in
terms of possible fields of intervention.
See Palmgrovia case for a more detailed example

(basic) Objective Tree with clusters

Nutrition
Protection

Malaria

Identifying your Strategy

At this level, it consists of choosing which cluster(s)
cluster(s) of objective will be taken up by the MSF
project or will be left to other actors. Usually our choice will be determined by the following
scoping criteria :
- MSF own mandate
- MSF operational policy
- MSF country strategy
- Other actors’ intentions (what they
they can and want to do)
- Resources available
See Palmgrovia case for a more detailed example

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 Important tip for the objective tree
the
When translating problems into objectives be careful to remain realistic and close to the
problem, and don’t give solutions yet.

For instance, the problem “MoH staff do not receive salaries” can be translated into the
corrected situation “MoH staff are properly paid” but not into “MSF provides comfort living
for MoH staff”, which is not close to the problem (salary issue became an well-being
issue), not realistic (comfort is a much wider notion than salary) and represents already a
solution (this will be ensured by MSF): it is not yet the stage of identifying how the ideal
situation will be reached.

The “Operational Strategy”

As we saw in this stage, it is necessary to make choices in the field of intervention of your
operation. But while we answer the what and the how we will intervene, the why is not directly
addressed in the ‘project planning’ process.

The ‘rationale behind’, the ‘philosophy’ of an intervention, the reason why we decided to do it
this way (e.g. substitution instead of capacity building; support of private clinics rather than
public hospital,…) must be the subject of a reflection, directly shared with the cell and the
DOs, that will be expressed in the Project Document of your project.

A definition of the operational strategy could be:

“set of operational choices, related to the nature of the organization, aiming at reaching
objectives according to possible constraints”…

… where the nature of the organization (principles, values, charter, prospects, …) orientate
the strategy to be implemented, and where constraints (local, internal, external) must be
taken into consideration if possibly impeding your project to reach its objectives.

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2- Your
Your logical framework and its operational plan

This stage must be preceded by an analysis of the problems and the identification of our field(s) of
intervention.

The purpose of this part is to formulate how to achieve your objectives.

This is done through a matrix called the Logical Framework (or Logframe), in which we will define the
intervention logic (general and specific objectives, expected results and activities), the assumptions and
pre-conditions, the Objectively Verifiable Indicators and the Sources of Verification.

Note that the Logical framework is not rigid: due to the fluid contexts of MSF interventions, it can (and
must) be re-adapted when necessary (see ‘the monitoring of your project’).

Standard Logical Framework in use at MSF-OCB

General objective

(one single) Objectively verifiable

Sources of verification Assumptions
Specific objective indicators

Objectively verifiable
Expected Results Sources of verification Assumptions
indicators

Activities (Means) (Costs) Assumptions

Pre-conditions

Note on terminology
The terminology used in the logical framework can differ from one organization to
another. These differences are summarized as follows:

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 The general objective (GO)

There must be one single general objective.

Due to its nature, MSF considers as
general objective:

“mortality and morbidity are

reduced in target population”.

The overall objective is the highest and

ultimate goal
goal to which the project contributes and which justifies the intervention.
alone.
It defines the impact which cannot be reached by the MSF project alone.

The general objective is identifiable at the top of an objective tree.

The specific objective (SO)

There must be one single specific objective.

The specific objective defines the outcome
that the project is expected to achieve if
completed successfully.
For a common understanding within MSF,
the specific objective must be expressed in
terms of:

“use of MSF
MSF services by the target
population “

for instance, “the refugees make use of a good quality and accessible nutritional centre” (but
not “the nutritional centre functions properly”).

Therefore, due to the nature of MSF, the specific objective will generally
generally be:

“The target population uses (good quality and accessible) preventive and curative services”.

See Palmgrovia Logframe example

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Contents

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 IMPORTANT REMARK
Like for the general objective, there must be one single specific objective. This is for different
reasons:

• In terms of intervention logic, it will ease the definition of the other components of the
Logframe
• MSF has one “raison d’être”: to provide assistance to the most vulnerable. This can
help unifying our intervention components into one single specific objective.
• This is the method the main donors are promoting in order to have a common
understanding and treatment of a Logframe
• If, in case of a combination of several clusters, you find two or more specific
objectives, try to reformulate them into one single specific objective that
encompasses all aspects even by using a “and” in the formulation.

REMARK
َ
An objective(whichever it is) must be expressed in terms of an achieved situation, not as an
activity.

For instance, do not write “reducing mortality and morbidity”

but “mortality and morbidity are reduced”.

“ FOR WHOM ? “

The specific objective is thus expressed in terms of use by the beneficiaries of our services. It
translates our willingness to reach a certain target population. It is therefore important to
clearly define for whom our services are provided.
Such a specific objective will help us focus more on who are the people using our services,
not only on how many they are: their characteristics (sex, age,…), their status in the society,
their geographical origins, … .

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 Expected results

The expected results answer the question: what do I need to do in order to reach my specific
objective?
The expected results must be expressed in terms
of :

“services/products that the project is to

deliver to the target population”.

Services/products can be: a primary health care centre, an obstetric emergency clinic, a
centre for victims of sexual violence, a cholera unit, a nutritional centre, a clean water supply,
advocacy actions, …

See Palmgrovia Logframe example

Activities

Each expected result is related to a set

set of activities necessary to put in place the concerned
service.
non--contaminated
E.g.: for the expected result (service) ‘non
water delivery system is functional for the refugees’, we
could have the following activities:

1. construct 20 protected wells in the camp

2. provide latrines in the camp
3. organise sensitisation and information activities for
the camp population
4. set up water purification centre at river

See Palmgrovia Logframe example

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 Services of quality …
The expected results are therefore a breakdown of what the project must achieve in order to
reach the Specific Objective e.g. what needs to be done so that the target population uses our
services
serv ices: the services must be of quality, the access ensured, sensitization done,….

Therefore, the expected results (which must be formulated, as for an objective, in terms of a
completed situation, not as an activity) can be formulated like :

“a quality and accessible nutritional centre is available in the refugee camp for under 5”
(and not “setting up nutritional services for the camp population”).

Usually you should end up with two to six expected results per project. Try to avoid more or, if
possible, try to encompass different results into one.

Tips and pitfalls for your expected results

• Expected results must state what services you want to set up for the beneficiaries but
not how to set them up.
• Express positive, clear and detailed results so that they can be commonly
understood.
• Make sure that all your expected results are really necessary to reach the specific
objective.
• Make sure that these results are sufficient (together with the assumptions – see
below -) to guarantee that the specific objective will be reached. If not add results.

Expected Results and Problem Tree

If you analysed the situation through the ‘problem/objective Tree’ method:

as we go down in the Logframe we must also go down ( ) in the objective tree to find the

expected results
results (i.e. go down into the identified causes of the problems):

An expected result is usually the top objective of a cluster ( ).

Objective Tree

Nut
Prot°

Mal

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 pre--conditions
Defining assumptions and pre
Assumptions and preconditions are external factors, events (or non
non-
on-events), or
decisions that are of importance for the success of the project but are beyond the control of
the project.
If not fulfilled, assumptions will affect or jeopardize the successful completion of the project.

Preconditions are conditions that must

must be existing in advance to enable the project to
start.
start.
Assumptions are conditions that must be existing in addition to the output of the
successful.
project for the project to be successful.

Often, assumptions are related to responses to identified problems that will not be undertaken
by MSF but by other actors (e.g. nutrition is taken in charge by ACF).

Assumptions can also be related to natural factors (the harvests are sufficient).
Always formulate assumptions and preconditions in a positive way.

See Palmgrovia Logframe example

Up to Table of Contents

Assumptions at specific objective level are:

- Services/products delivered by other actors necessary to achieve the general
objective
- factors that might prevent the use of our services from reducing morbidity and
mortality (factors that render our services not effective: new conflict, new outbreak,
important new influx of population, patients are stolen their drugs at the exit …)

Assumptions at expected result level are:

- expected results to be achieved by other actors necessary to
achieve the specific objective
- and/or risks/threat to the use of our services (e.g. access issues)

Assumptions at activity level are:

- activities performed by other actors necessary to achieve the
related expected result
Usually, preconditions can take the form of security
- and/or risks/threats to our own activities.
conditions (the heavy shelling is over), legal conditions (drug
import, MoU,…), or access (authorization, physical
access…).

See Palmgrovia Logframe example

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 The assumption test
Make sure your assumptions are properly defined.
Pass it through the assumption test !
Is the assumption
important ?

YES
NO
What are the chances
Do not include
of the assumption coming true ?
in logical
framework

Probable Not likely Almost certain

include as an Can the project do not include in
assumption be adjusted ? logical framework

YES NO
Redesign the project Stop the project or abandon it
add activities and/or (if not started yet)
results the assumption is a “killer”
assumption
the assumption makes
the objective impossible to reach

and have a final

…and final check at your intervention logic!
Make sure that:
• 1- if the pre-conditions are
Overall
fulfilled, then the activities can
objective
start;
• 2- if the activities are realised,
and if the assumptions at the
4
Specific Assumptions activity level come true, then
objective the results will be realised;
• 3-if the results are realised,
and if the assumptions at the
3 result level come true, then
Results Assumptions
the specific objective will be
realised;
• 4- if the specific objective is
realised, and if the
Activities 2
assumptions at the specific
Assumptions
objective level come true, then
the overall objective will have
been contributed to. This does
1 not necessarily mean that the

Pre-
Pre-conditions overall objective has been
achieved. At this level other
factors not included in the project may also play a role.

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 Defining the indicators

• What for?
To specify your specific objective, your
expected results (and your general objective when
this later is possible).
To be very concrete on what you want to
change, how much, where, for whom and when.
Later on, during project implementation, it
will allow you to measure the level of completion of
your project and to take corrective actions (see part 3)
• For what?
For the specific objective and the expected results.
When possible for the general objective (when a proper evaluation of the mortality/morbidity
rates is relevant and possible).

Indicators must be ‘objectively

objectively verifiable’,
verifiable i.e. different persons should find the same measurement.
See Palmgrovia Logframe example
Up to Table of Contents

How to choose an indicator

First step:
specify well… Second step:
What – the change you want to achieve is your indicator S.M.A.R.T …?

Specific: does it really measure what you want

How much – quantity, from x to y to achieve? Is there no other indicator
more relevant? Is it “true” and reliable
(would other persons collect the same
For Whom - The target group figure?)
Measurable: Can it be easily measured?
Agreed upon: Is it commonly accepted (does it
How well – the quality meet international standards or MSF
standards or local reality)?
Realistic: Is the target value of the indicator
When – the timing achievable? Is it necessary?
Time bound: Does the indicator state in how
much time the achievement must occur?
Where – the location

See Palmgrovia Logframe example

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 Important remarks and tips on indicators
• The indicators related to the specific objective will measure the use by the
beneficiaries of the services provided by the project. You will therefore have a set of
indicators measuring the use of all the different services provided by the project. Don’t forget
to mention also the qualitative aspects of this measurement: who do you expect to use your
services (gender, age, origins, social status,…) and not only how many of them.

Remark: It can be difficult to define what can be expected from the behaviour of the beneficiaries
towards our services, especially at the beginning of a project. It is therefore important to know our
beneficiaries…

• The indicators related to the expected results measure the characteristics of the
services provided to the beneficiaries: quantitative (number of beds in the hospital, number of
staff,…) and qualitative (average duration of consultations, presence of trained staff,…).

Remark: the indicators of the expected results are logically the outputs of the activities (e.g. ‘quantity of
water available per person/day’ is both the output of a watsan activity and an indicator for the expected
result ‘clean water is available for the refugees’)

• generall objective is often too multifactorial to be attributed to the sole

The achievement of the genera
MSF project, but can still be measured (e.g. retrospective mortality survey) even though the real
contribution of the MSF project may not be itself measurable.

• Proxy-
Proxy-indicators (or indirect
indirect indicators):
indicators)
are to be used when direct indicators are not appropriate. Ex: ‘condom delivery increases
from x to y’ rather than ‘x number of condoms used’, which cannot be reasonably measured.
Use the proxy- indicator ‘proportion of women who say they know of our service and would
use it if raped’ rather than ‘proportion of rape victims using our services’ (essentially
unknowable).

• Qualitative indicators:
indicators:
They are often the less easy to follow up. Ad hoc assessments are usually to be used:
punctual check of adequacy diagnosis/prescription, exit survey, ….
But some measurements are already in place in the project: patients follow up or number of
consultations per consultant give qualitative measurements.
Ex: ‘a health centre of quality is functional’ might be: open 5days/week, 8hrs/day, well staffed,
no drug shortage, number of consultations/consultant,…).

• Make sure all indicators are being followed up as they might not all be collectable
only through the data collection of the project. Therefore make sure your indicators will not
require much extra effort in data collection.

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 Defining sources of verification

The sources of verification (SoV) will show where and how to find the data needed to
establish the indicators:
registration books, medical statistics,
statistics, surveys, activity reports, grave counts, supervision
visits,….

Sources of verification must meet some

criteria:
- availability
- reliability
- feasibility
- accessibility
- specificity
- low cost

If you cannot find adequate sources to establish an indicator,

indicator, you will have to modify this
indicator.

See Palmgrovia Logframe example

Where are the Sources of Verification ?

As explained above, the specific objective is expressed as the use by beneficiaries of

the services provided. Therefore SoV for the specific objective indicators will be the
registers at the point of service delivery or surveys (registration book, register on
origins of patient,…).

The expected results are the services delivered to the target population. Therefore
SoV for expected results indicators will be the internal documentation such as
logistic/admin/medical reports: they record the achievement of the services planned
to be provided.

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 NOTE ON MULTIPLE
MULTIPLE ASPECTS PROJECTS

When managing a multiple aspects project (e.g. nutrition, mental health, IEC aspects…), it can be
tempting to do different logframes for each aspect of the project.
Even though this approach certainly intends to specify and clarify the what and how for a specific
team of the project, all aspects of the project aim at reaching the same objectives for the project as a
whole:
whole reduced morbidity and mortality in the target population (GO) by the use of quality services by
the beneficiaries (SO).
Only the expected results (services delivered) will differ from one aspect of the project to another.

There should therefore be one single logframe for one project:

project the management team of a project
must be able to monitor all the aspects of a project through a single tool.

Still, each of the project teams can set for themselves specific goals to be reached in the course of the year, e.g. ‘improve the
implementation of the ACT protocol in the clinic X’ for the team working on primary health care. It is usual that teams set goals
for themselves on a monthly basis. But this is more a question of tactic, which must however match the logic of the project
defined through the Logframe and its Operational Plan.

The specificity of each aspect of one project will be clearly readable through their own indicators and
the expected result (the service) related to their field of intervention: for instance, mental health or
IEC aspects of a project will have their own indicators for the General or the Specific Objectives (e.g.
80 % of the psycho-social patients show reduced morbidity or 60% of the people targeted by the
sensitization campaign know about condom benefits to prevent HIV/AIDS transmission-proxy
indicator-).

INTEGRATING TEMOIGNAGE-
TEMOIGNAGE-ADVOCAY-
ADVOCAY-LOBBY IN A LOGFRAME
LOGFRAME

An intervention in the field of Temoignage-Advocay-Lobby (TAL) aims at reaching the same general
objective as any other MSF intervention: reduced mortality and morbidity. TAL can be considered as
a ‘service’ provided for the beneficiaries: it is therefore an expected result that can be formulated as
follows:

“Temoignage/Advocacy/Lobby actions are set to raise awareness of the national and international
stakeholders regarding the humanitarian and medical situation of the population x”

This expected result is usually related to the following activities:

1- Organize public or private Temoignage (for instance, organize meetings with national or international
stakeholders, draft briefing paper to highlight situation, disseminate relevant messages, ...)

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2- Sensitize all relevant actors, national and international, to respect humanitarian principles of
intervention (such as neutrality, impartiality, CIMIC, ...)
3- Interact with national and medical stakeholders to promote/urge discussion on availability and
accessibility of relevant health care at national level."

Those three activities encompass the usual issues MSF tackles, like temoignage on violence,
protection, access to care…
Remark:
Collecting quantitative and qualitative data from the patients should be one of our systematic tasks in
our projects. When there is no proper temoignage-advocacy-lobby service as such (e.g. using these
data publicly, lobbying,…), this data collection appears as an activity.

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 Making an operational plan (or chronogram)

The operational plan, also called ‘chronogram’, is a tool to be provided together with the
logframe in the Project Document. It usually covers one year sometimes more.

The operational plan has two main goals:

- to divide the activities into sub-

sub-activities,
activities, more concrete and practical.
- To specify the timing, the resources and the costs1 of each (sub)-
(sub)-activity.

For each activity we:

- specify the person(s) in charge
- list sub-
sub-activities and their timing
- define the necessary means

Below is an example and the format that can be used (see complete standard project
planning documents in the CD-
CD-ROM)

Operational plan - chronogram

Result 1 Sub-activities Responsible J F M A M J J A S O N D Means
Organise the different
Activity 1 activities to ensure the Field nurse
PHC package in the HC
Put a triage system in place
Organize nutritional
screening for all children
1-5y
sub- Organise consultation ward
activities
Organise women health ward
Organise delivery ward
Organise dressing ward
Organise observation ward
Organise pharmacy
Activity 2 …
…
…

See Palmgrovia Logframe example

Up to Table of Contents

1 The costs of MSF projects are not calculated through this process but with the MSF budget grid.
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 Is your (single) overall
objective expressed in
terms of a positive
situation like “the Did your
mortality and morbidity assumptions pass
are reduced in target
population” ?
To summarize, check if… the assumption test ?

General objective
Is your (single) specific
objective expressed in
terms of use by the (one single) Objectively verifiable
Sources of verification Assumptions
beneficiaries of the Specific objective indicators
services provided by the
project ?
Objectively verifiable
Expected Results Assumptions
indicators Sources of verification

Do your pre-
Are your expected results Activities (Means) (Costs) conditions have to
Assumptions be met before
expressed in terms of
services provided to the starting the
beneficiaries ? Pre-conditions project?

Are your sources of

Are your indicators verification easy to find
S.M.A.R.T ? and relevant?
Are your activities
combined with the Are your indicators precise
assumptions sufficient to enough in terms of: what,
reach the expected results by whom, for whom, where
? and when ?

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 CONCLUSION

The humanitarian principles underlying an organization’s interventions are of more

importance than the method used to design and monitor its projects. However, there are
methods which can greatly help an organisation reach its objectives, the OOPP being one of
them. It enables achievement of a well thought out project design.
A benefit for MSF is that the method, if properly followed, can make designing the project in
the field easier, leading to clearer defined projects and achievable expected results. And it
helps to keep projects in line with the CPP and the Operational Prospects. It helps also to
improve the monitoring of our projects.

The proper use of the OOPP method within MSF is also in accordance with the objectives of
quality and of accountability that MSF sets for itself. OOPP offers tools that help to assess the
quality of a project. It also renders the reporting easier and therefore the accountability of the
project towards stakeholders: MSF-OCB, other sections, beneficiaries, newcomers,
communication department, donors …

But of course OOPP remains just a TOOL. The welfare of your project will rely on many other
parameters, most of them being dealings with human beings…

Enjoy your Logframes !

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3- ANNEXE : THE PALMGROVIA Case Study

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 Palmgrovia: Situation Analysis (1/3)

Palmgrovia situation analysis

Country Policy Paper (abridged)

Brief description of context

Following the departure of the European colonial power in the 1960’s, the country was stable, if not
very democratic. The comparatively wealthier, better educated, and ethnically distinct people living in
the capital mostly ignored the interior of the country, and the people living there had a semblance of
autonomy. This changed with the discovery of emeralds in the eastern rural areas. The government’s
sudden interest in controlling this part of the country sparked a local rebellion that quickly spread to
other parts of the country. This rebellion was used as a justification for a military takeover in the capital
that was quickly followed by a takeover of the emerald mines and suppression of the rebels. Driven
across the border into neighboring Voisinistan, the rebels had access to enough emeralds to finance
their cause. Having regained strength, the rebels are now trying to return to recover the areas they
previously occupied, causing a resumption of hostilities after what had been a period of relative calm.

Diagnosis of principle problems

Palmgrovia suffers principally from its violent civil war coupled with extreme poverty in the rural areas
which constitute most of the country. On top of these problems are the usual tropical diseases which go
unchecked in most places as the government has diverted funding from the health sector to finance its
military. Despite clear evidence that chloroquine is no longer effective (resistance ~90%), the
government has little interest in ACT, as it argues the cost is prohibitive. Sexual violence, which has
been one of the consequences of the general violence linked to the civil war, is an unrecognized
problem in Palmgrovia, both socially and politically.

MSF’s objectives

Reduce morbidity and mortality linked to conflict and displacement

Reduce morbidity and mortality linked to lack of access to healthcare
Reduce morbidity and mortality linked to use of ineffective malaria medication

History of mission

MSF started work in Palmgrovia during the violence that erupted following the military coup d’etat
that brought the current government to power. With the decline in fighting, MSF moved on to
supporting primary care in some of the poorer areas of the country, concentrating mostly on improving
access and introducing artusenate combination therapy (ACT). With the return of hostilities, MSF has
sought to address the health needs of populations displaced by the fighting.

Strategic considerations

Security: Combat between the government forces and the rebels mostly confined to the east of the
country and western Voisinistan, and there is little actual fighting outside of this area. However, armed
bandits and the movement of soldiers and rebels alike make working risky in areas near to the conflict
zone.

Partners: Most NGO’s aside from MSF have withdrawn from the country, except for some advocacy
groups based in the capital. Some Catholic charitable organizations are still working in the rural areas,
though conflict makes their supply difficult and irregular. With the withdraw of NGO’s the local Red
Cross is trying to reassert itself.

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 Palmgrovia: Situation Analysis (2/3)

Exploratory mission report

Initial assessment of IDP camp near Malcredo, Palmgrovia.

Context: A recent government military operation to deny the rebels a base of operations in western
Voisinistan has led to intense fighting that has caused the displacement of large numbers of
Palmgrovian refugees living there back across the border into southern Palmgrovia. On November 10th
there were reports of a group of refugees arriving near the village of Malcredo.
Objective: In order to evaluate the severity of this situation, an exploratory mission was carried out in
the Malcredo area on the 3rd of December.
Methods: Field visits to refugee camp, Catholic health center in camp, village of Malcredo and
Malcredo MOH health post. Interviews with refugee leaders, Catholic HC nurse, and Malcredo village
chief.
Results:
Demography: Team’s rough estimate of camp population is 20,000. There seems to be a higher than
would normally be expected number of young adult males. The Malcredo village chief says his village
has about 25,000 people.
Morbidity & Mortality: 79 graves were counted in the camp among 20,000 refugees, which over 23
days since arrival gives a rough CMR of 1.7 deaths/10,000/day. Refugees cite illness and “fatigue” as
causes of death. No morbidity surveillance system is in place in camp. Malcredo village health post
saw 503 patients in November, 378 of which were diagnosed with malaria (up from 410 patients and
262 malaria cases in October, no older data available). There is no reliable mortality registration in the
village.
Health care: The Catholic church has set up a health center (HC) in the refugee camp in an abandoned
house in reasonably good condition. It has one nurse and has medicines, including chloroquine, for
now, but it is not sure if there will be more drugs coming. Care is free, and between 100 to 150 people
come to the HC each day, but the nurse says that she cannot see them all. Many of the patients are
noted to be residents of Malcredo. Most complain of fever, which is felt to be malaria as the rainy
season just ended and it is now peak season for malaria. There is no vaccination or antenatal care, nor
is there any treatment for victims of sexual violence. In Malcredo there is a health post with a nurse’s
aide who has no medicines and who charges a small fee, except for vaccinations (when he has them).
Medicines are available in Malcredo market, mostly chloroquine. There is a district hospital two hours
drive from Malcredo where ICRC runs a war surgery program.
Food and nutrition: The Catholic church arranged one general food distribution of 400 tons on
November 15th, which would provide 20,000 people with 2,500 kCal/day for 32 days, but no plans have
been made yet for a second distribution. No malnutrition reported by refugee camp HC nurse, yet.
Water and sanitation: Refugees use water from the nearby river for all needs, as they are denied use of
wells in Malcredo. Refugees defecating in fields around camp and in river.
Basic needs:
Shelter: Refugees sleeping out in the open, or under lean-tos made from sticks and clothing.
Space: Local farmers from Malcredo have forced refugees from their fields, leaving the camp cramped
at approx 15 m2/person (upsetting refugees).
Non-food items: Some refugees have pots, eating/cooking utensils, and mosquito nets from earlier
distribution by the Catholic church. Refugees noted to be selling some of these items (including bed
nets) in Malcredo market.
Fuel: firewood gathered by refugees in surrounding woods (upsetting villagers).

Security:
Villagers and refugees note government military forces in surrounding countryside, but currently no
fighting. Women seeking firewood have been raped, variously reported as perpetrated by soldiers,
rebels, and villagers.

Developments: The flow of refugees into the camp is not currently heavy, and only a few new
families arrive each day. There are no current rumors of many more on the way. UNHCR, involved in

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 Palmgrovia: Situation Analysis (3/3)

the camps in Voisinistan, has just arrived in the Malcredo area to assume coordination of the camp and
security of the refugees. They are asking MSF to take over health and the Catholic church to be an
implementing partner for WFP in the provision of food. The Catholic church will also provide shelter,
jerrycans and fire wood to the refugees. The Palmgrovian Red Cross has announced that it is interested
in supporting the MOH health post in Malcredo village, and they think that they can negotiate access to
the village wells in return.

Conclusion: The arrival of the refugees has nearly doubled the number of people living in the
Malcredo area, which will strain resources. Refugees don’t have access to adequate services including
provision of sufficient healthcare, food, proper water and sanitation and some basic needs. Mortality is
already quite high. The Catholic church seems to have provided a good deal of material (drugs, food,
non-food items), but re-supply is unsure, and services are inadequate. Security for the refugees is
precarious, as they are unwelcome guests in an environment of potential active conflict.

Up to Table of Contents

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The problem analysis - Palmgrovia Problem Tree and
Objective Tree

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 Palmgrovia case – Problem Analysis

High mortality and morbidity among refugees

Refugees don’t have access to adequate health services

Food security in the Refugee health centre capacity Refugees drinking

camp is not guaranteed does not meet needs contaminated river water

Victims of sex violence

Unreliable Only Villagers Very high number of patients No antenatal No vaccination do not have access to Women
drug one using with malaria symptoms coming care for measles treatment of physical and raped
supply nurse in refugees’ to the health centre psychological trauma
HC HC

Local
Villagers’ Villagers’ Villagers’ Refugees Villagers Health Refugee insecurity
health health health Malaria Refugees Refugees defecating forced to drink facility is women due to
post post has post patients treated sleeping selling bed near camp river water not adapted seek soldiers,
under- no drug expensive ineffectively outside nets and in the to receive firewood rebels and
staffed supply river and treat outside upset
victims of camp villagers
Villagers deny sexual
use of well to violence
Malaria Chloroquine
patients using resistance refugees
chloroquine
No social or
political recognition
of rape as a problem

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 Palmgrovia case – Objective Analysis
Analysis

Mortality and morbidity among refugees have decreased

Refugees make use of adequate health services

Food security in the Refugee health center capacity Refugees drink clean water
camp is guaranteed is meeting the needs

Victims of sex violence

Reliable HC has Villagers use Number of patients with malaria Antenatal Vaccination for have access to treatment Chances that
drug adequate HP in the symptoms coming to the health Care available measles of physical and women are
supply human village centre decreased available psychological trauma raped
resources decreased

Villagers’ Villagers’ Villagers’ Refugees Villagers drink Health

health post health post health Malaria Refugees Refugees defecating in facility is Enforced
adequately has sufficient post free patients treated sleeping using bed latrines water from the adapted to Refugee security in
staffed drug supply effectively under shelter nets wells receive and women the area
treat victims receive
of sexual firewood
violence
Villagers allow
ACT is used to Chloroquine
refugees use of
treat malaria resistance
well

Social or political
recognition of rape
as a problem

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 Palmgrovia case – Strategy analysis

Mortality and morbidity among refugees has decreased

Error!

Food security Refugees make use of adequate health services Wat/San

- -
WFP/Cath MSF
church

HC Refugees
Food security in the Refugee health centre capacity - Refugees drink clean water
camp is guaranteed is meeting the needs MSF Sexual
violence-
MSF

Victims of sex violence

Reliable HC has Villagers use Number of patients with malaria Antenatal Vaccination for have access to treatment Chances that
drug adequate HP in the symptoms coming to the health care available measles of physical and women are
supply human village centre decreased available psychological trauma raped
resources decreased

Villagers’ Villagers’ Villagers’ Refugees Villagers drink Health

health post health post health Malaria Refugees Refugees defecating in water from facility is Enforced
adequately has sufficient post free patients treated sleeping using bed latrines wells adapted to Refugee security in
staffed drug supply effectively under shelter nets receive and women the area
treat victims receive
of sexual firewood
Villagers violence
Security-
ACT is used to Chloroquine allow use
UNHCR
treat malaria resistance of wells
Shelter
Village Health -
Post – Cath Church Social or political Firewood
Red Cross recognition of rape -
as a problem Cath church

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 Palmgrovia case - the Logical Framework

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 Palmgrovia Case - Logical framework (1/2)

INTERVENTION LOGIC OBJECTIVELY VERIFIABLE INDICATORS SOURCES OF ASSUMPTIONS

VERIFICATION
Sources of
Overall Objective Objectively Verifiable Indicators
Verification
The mortality and morbidity CMR < 1 death/10,000 persons/day
amongst refugees has decreased
Sources of Assumptions
Specific Objective Objectively Verifiable Indicators
Verification
Within 1 year: No significant further influx of
The refugees make use of 2 New cases/inhabitant/year treated (around 3,333 consultations Health center register refugees
adequate health services each month at current est. camp population)
100% of children between 6 months and 15 years vaccinated Vaccination campaign
against measles (@ 45% of population, this will be 9000 report
vaccinations)
80% of expected pregnant women attend 2 or more ANC ( Health center register
fertility est. 4.5% of camp population to be 900 pregnant women,
so 80% is 720) Health center register
100% of expected pregnancies deliver in Health Center KAP survey
> 80% of families use bed nets correctly Ticketing/ water point
Refugees consuming 20 liters of clean water/person/day observation
Refugees using latrines at least once/person/day Ticketing/ latrine
40% of patients seeking care for sexual violence arrive within 72 observation
hrs. Patient register
80% of all women surveyed are aware of sexual violence KAP survey
treatment center and would use it if needed
Sources of Assumptions
Expected Results Objectively Verifiable Indicators
Verification
1. Refugee health centre has Within 1 month:
- Enough HC consultants working to allow at least 15 min per MSF medical report - WFP and Catholic Church
capacity to meet camp’s needs patient (at expected utilization rate, this would be 4) are distributing food in
with quality care - Following wards are available : Observation HC appropriate quality and
- Registration and screening quantity in the camp
- 4 consultationrooms
- Observation
- Women health - Villagers are treated
- Delivery adequately in the HP of the
- Pharmacy village supported by the Red
- Dressing and little surgery Cross
- Water is available in every ward
- Every ward is equipped with medical and administrative - Catholic church distributes
material shelter
- 4 latrines are functional
- All beds in observation have a bednet
- Health Center open 7 days a week, 8 hours a day
- Drugs and material sufficient to treat camp population in place Pharmacy inventory
(2x kit 10,000 for 3 months with consumption monitoring system
in place for re-order)
- ACT available for all malaria cases (assuming about 2/3 of cases MSF medical report
coming to HC are malaria, this would be 2500 Tx/month and 3000
Paracheck/month)
- Transportation system for patients referred to hospital set up
- Material and staff sufficient to vaccinate children between 6 Evaluation report of the
months and 15 years in one month (@45% of estimated vaccination campaign
population, this is 9000 doses to be delivered).
- Ongoing measles vaccination point for newly arriving refugee MSF logisital report
children is set up.
- 20 community health workers (CHW) are trained in distribution MSF IEC report
of bed nets and education in their proper use.

- Within 2 months:
>80% of the tents are sprayed with insecticidal residual liquid MSF logistical report
Waste zone in place

Within 6 months:
Every family will have two bednets (assuming families of 5, this
is 8,000 nets)
Every family will have been informed by CHW of correct bed net MSF IEC report
use (@ 5 members/family = 4000 families)

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 Palmgrovia Case - Logical framework (2/2)

2. Clean water is available for Within 1 month:

refugees - 20 protected wells are constructed to provide 4 liters/person/day MSF logistical report
within the camp

Within 2 months: MSF IEC report

20 community health workers attended 8 workshops to identify
messages about latrine use and safe water collection and ways to
diffuse them

Within 3 months: MSF logistical report

-There is at least 1 latrine for 50 persons in the camp (400
latrines)
-Absence of faecal-coliforms contamination in 100% of the the Water testing results
containers with drinking water report

Within 6 months:
- Every family will have been informed of proper use of water MSF IEC report
points and latrines (@ 5 members/family = 4000 families)
3. Treatment of physical and Within 2 months
psychological trauma is available Drugs available for sexual violence protocol (PEP ARV’s and Pharmacy inventory - Wood distributed by Catholic
for victims of sexual violence Hep B vaccine for 10 pts/month) MSF logistical report church covers the needs of the
One private consultation/exam room available MSF medical report refugees
Women’s health staff trained in sexual violence protocol (@900
deliveries/year this is minimum 1 midwife and 1 nurse) MSF medical report - UNHCR ensures security in
One psychological councellor working full time the area

Within 3 months MSF IEC report

Women’s communication teams formed and messages developed

Within 6 months: MSF IEC report

Women’s groups will have been informed by women’s
communication team of sexual violence program (women of
reproductive age ~45% of population = target audience 9000, in
groups of 20 = 450 groups @ 2 days per group (prep and
meeting))
ACTIVITIES
Result 1: Result 2: Result 3:
Refugee health centre has capacity to meet camp’s Clean water is available for refugees Treatment of physical and psychological
needs with quality care trauma is available for victims of sexual
violence

1.Organise a measles campaign for children 1. Construct 20 protected wells in the camp 1.Put in place a system that garenties
6months -15y 2. Provide latrines in the camp confidentiality and privacy for the patients
2. Set up a vaccination point at the entrance of the 3. Organise sensitisation and information activities 2.Provide proper care and support , with
camp for new arrivels for the camp populaton sufficient trained staff, to the victims of sexual
3.Improve the infrastructure of the HC in the camp violence coming to the HC
4.Provide HC with sufficient trained HR 3.Organise sensitisation and information
5.Organise the different activities to assure the activities about the existence of the service and
minimal PHC pakage in the HC its purpose
6.Organise a referal –system for severe ill patients 4.Put a surveillance system in place + collect
and surgery material for témoignage
7..Put surveillance system in place
8.Organise a special training for the health staff in
diagnostic and therapeutic strategie of malaria
9.Provide observation ward with bednets and
organise distribution of bednets in the HC for
pregnant women and children under 5
10 Treating of tents (distributed by the catholic
church organisation) with insecticidal residual
spraying
11.Organise sensitisation and information activities
for correct use of bednets

Assumptions
-Villagers are treated adequately in the HP of the - Catholic church is distributing jerrycans (at least 2 - The fact that rape is not socialy or politicaly
village supported by the Red Cross clean water collecting containers of 20 litres or 4 of 10 recognised as a problem, doesn’t prevent women
- Refugees accept to come to the HC in the camp liters) to seek treatment in the HC.
-Authorisation of using ACT from the government - Red Cross can obtain access to village wells for
-Catholic church distributes shelter refugees.

Pre-conditions
Security within the area is guaranteed
- MSF has authorisation to work in the camp
- MSF receives authorization to rehabilitate health
centre

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 Palmgrovia Case – Operational Plan

Palmgrovia Operational Plan

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 Palmgrovia Case – Operational Plan (1/3)

Result1 Sub-activities Respon- Period Means

sible J F M A M J J A S O N D
A1 Organise a measles campaign for all Field nurse
children from 6months -15y
Define the size of the target population
Define vaccination strategy
Asses the needs for vaccines, equipment
and staff
Order /receive vaccines and equipment
Recrute and train staff
Inform the population about the campaign
Vaccinate the children
Evaluate the campaign
Organise for all new arrivals from 6
months-5years a vacinationpoint at the
entrance of the camp
A2 Vaccinate all new children 6months-
15y at the entrance of the camp

A3 Improve the infrastructure of the HC Field doctor

in the camp Field log
Implement necessary adjustments (semi
permanent structure)
Order and provide the necessary
equipment of the HC
Install containers in every ward for clean
water and fill them dayly
Build 4 latrines (men, women, children,
healthstaff)
Build a waste zone

A4 Provide HC with trained HR Field doctor

Recrute health staff (4 consultants)
Organise a training for the
consultants in MSF protocols

A5 Organise the different activities to Field nurse

assure the minimal PHC package in
the HC
Put a triage system in place
Organise nutritional screening for all
children 1-5y
Organise consultation ward
Organise women health ward
Organise a delivery ward
Organise a dressing and little surgery
ward
Organise an observation ward
Organise a pharmacy

A6 Organise a referal system for severe ill Field doctor

patients and surgery
Organise an observation ward
Put referal criteria in place
Support transport to and from referral
structure if necessairy

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 Palmgrovia Case – Operational Plan (2/3)

Result1 Sub-activities Respon Period Means

sible J F M A M J J A S O N D
A7 Put survaillance system in place Field nurse
Collect daily data of epidemiological
deseases
Analyse and compile them in weekly
reports

A8 Organise a special Training for the Field doctor

health staff in diagnostic and
therapeutic strategie of malaria
Identify training need
Order and receive didactic material
odule preparation
Implementation of the training
Evaluation of the training

A9 Provide observation ward with bednets Field log

and organise distribution of bednets Field nurse
for all the families in the camp
Order/receive 8000 bednets
Provide the observation ward with
bednets
Distribute bed nets to4000 families

A10 Spraying of tents with insectucidal Field log

residual spray
Order/ receive material to spray ~4000
tents
Constitute task force of 10 refugees and
villagers + train
Organise the spraying and supervise

A11 Organise sensitisation and information Field psy-

activities for correct use of bednets IEC

Organise a training session for the 20

CHW (see R2) to spread the right
information about the correct use of the
bednet
Implement activities
Folow up activities
KAP study to evaluate effectiveness of
communication program

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Result2 Sub-activities Respon- Period Means
sible J F M A M J J A S O N D
A1 Construct 20 protected wells in the Field log
camp
2.1 order/receive material
2.2 order/receive equipment
2.3 constitute task force of 10 refugees
and villagers + train
2.4 construction of the wells + supervise

A2 Provide the camp with 400 latrines Field log

3.1 order/receive material
3.2 order/receive equipment
3.3 constitute task force of 10 refugees
and villagers+ train
3.4 construction of the latrines +
supervise

A3 Sensitisation and information to the Field Psy-

refugees IEC
Select 20 motivated community health
workers amongst refugees
Organise workshops with them to identify
messages to diffuse and the way to
diffuse them
Implement the activities
Folow up of activities
KAP study to evaluate effectiveness of
communication program

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