Frameworks are key elements of M&E plans that depict the components of a project and the sequence of steps needed to achieve the desired outcomes. They help increase understanding of the program's goals and objectives, define the relationships between factors key to implementation, and delineate the internal and external elements that could affect its success. They are crucial for understanding and analyzing how a program is supposed to work.
There is no one perfect framework and no single framework is appropriate for all situations, but several common types will be discussed here:
A conceptual framework, sometimes called a “research framework,” is useful for identifying and illustrating the factors and relationships that influence the outcome of a program or intervention.
Conceptual frameworks are typically shown as diagrams illustrating causal linkages between the key components of a program and the outcomes of interest. For instance, in this example, the program, in addition to other donors, is supplying health services, in order to increase service utilization, with the ultimate outcome of improved health.
By identifying the variables that factor into program performance and depicting the ways that they interact, the results that can reasonably be expected from program activities are outlined. Clarifying this process permits program designers to develop valid measures for evaluating the success of the outcomes and also guides the identification of appropriate indicators.
We will discuss the selection and use of indicators in the next section of this course. Another example of a conceptual framework, the Mosley-Chen Framework, is commonly used in the study of child survival. In this framework, socio-economic determinants act through five “proximate” or biological determinants to impact child health.
Results frameworks, sometimes called “strategic frameworks,” diagram the direct causal relationships between the incremental results of the key activities all the way up to the overall objective and goal of the intervention. This clarifies the points in an intervention at which results can be monitored and evaluated. As can be seen in this example, results frameworks include an overall goal, a strategic objective (SO) and intermediate results (IRs). Notice that the goal and strategic objective appear at the top of the framework. Before achieving this broader strategic objective, a set of “lower level” intermediate results must first be reached. Under each IR are subordinate intermediate results or sub-IRs that relate directly to the intermediate results. For example, under IR1, you will see IR1.1 and IR 1.2. IR1.1 and IR 1.2 are sub-IRs. Here is a portion of the same results framework with the information filled in. For example, as you can see under IR2, the information system, training and supervision of clinicians, and provider performance are factors that lead to improved quality of health services. Notice that IRs and sub-IRs need to be measurable; in other words, indicators can be developed for them and data can be collected to calculate them.
A logic model, sometimes called an “M&E framework,” provides a streamlined linear interpretation of a project's planned use of resources and its desired ends. Logic models have five essential components: In other words, inputs (or resources) are used in processes (or activities) which produce immediate intermediate results (or outputs), ultimately leading to longer term or broader results (or outcomes) and impacts. This example presents a straightforward view of a project designed to reduce population morbidity by increasing the number of clients served by trained health care providers. As you can see, it does not try to account for all factors that may be influencing operations and results as a conceptual framework would, but instead focuses specifically on the project’s activities and impacts. This narrow focus assists program managers and M&E planners as they clarify the direct relationships between elements of particular interest within a particular program effort. This is a small portion from a logic model for an HIV voluntary counseling and testing (VCT) program. It is important to remember that, within a program, several activities can have their own inputs and outputs. Collectively the outputs of the activities contribute to the program outcomes and impacts. In some cases the output of one program activity could be an input for another activity. For example, if an activity is to develop guidelines, the output of that activity is the guidelines, which are an input in this overall logic model for VCT service delivery. Summary of Frameworks Using frameworks is one way to develop a clearer understanding of the goals and objectives of a project, with an emphasis on identifying measurable objectives, both short-term and long-term. Frameworks, such as the three types discussed in this course, also help define the relationships between factors key to the implementation and success of a project, both internal and external to the program context. This design process deepens the understanding of managers, implementers, and other partners in many practical ways, including serving as the foundation for selecting appropriate, useful M&E indicators. The conceptual framework places the health problem in a wider context, one that considers the various factors that can affect the program or intervention, clarifies the causal relationships between these factors, and identifies those that the intervention may affect. It is used for program design rather than for program M&E. Results frameworks show the causal relationships between the various intermediate results that are critical to achieving the strategic objective. The effectiveness of these activities can be measured at each step along the way. Logic models help to show the logical connections between the inputs, processes, and outputs of an activity and how they link to the program's objectives (outcomes) and goals (impacts). They also clarify the linear relationships between program decisions, activities, and products. Programs should use the types of frameworks that best suit their needs. Source: www.globalhealthlearning.com do not for get to have your says.
Inputs – the resources invested in a program, for example, technical assistance, computers, condoms, or training
Processes – the activities carried out to achieve the program’s objectives
Outputs – the immediate results achieved at the program level through the execution of activities
Outcomes – the set of short-term or intermediate results at the population level achieved by the program through the execution of activities.
Impacts – the long-term effects, or end results, of the program, for example, changes in health status. In this context, the term "impact" refers to the health status or conditions that the program is intended ultimately to influence (mortality, morbidity, fertility, etc.), as measured by appropriate indicators. Measuring "impact" in this way, however, should be distinguished from impact evaluation which is a specific type of evaluation activity that focuses on examining how much of an observed change in outcomes or "impact" can be attributed to the program.
A conceptual framework is used to illustrate what you expect to find through your research, including how the variables you are considering might relate to each other. Find this Conceptual Framework Examples that can be used freely with your data.
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