I have now come to the end of my review of the framework planning process. To conclude, let's step back and consider the role of framework planning within the wider context of development management.
Framework planning can be considered as a methodology for operationalising development strategy.
Let's look in more detail at the linkages between the logframe matrix and the wider development management process.
The goal and its indicators reflect strategic aims and targets, which are in turn determined by broader development policy goals.
The vertical logic of the narrative summary box transforms these aims into a proposal for action.
The activities box and the adjacent box in the indicators column provide the inputs for operational planning, which sets out a detailed programme for actions to be carried out by the project in the field. These actions produce changes in the project's target situation.
So far this seems very much a top-down procedure, but the matrix also provides inputs for more adaptive, iterative planning processes.
The indicators box at the activities level provides the criteria for reviewing the implementation of actions planned in the field.
The indicators and means of verification at the purpose and outputs level provide criteria for monitoring the effects of the project in the field, and adjusting the project's strategy if necessary.
The results of project monitoring, the assumptions and the indicators of the project goal provide inputs for a broader evaluation of the contribution of the project towards wider development goals, which in turn provides inputs for a review of development strategy and policy.