The Assumptions Column Nobody Fills In: How to Use Logframe Assumptions to Actually Manage Risk
Most logframe assumptions are empty boxes or wishful thinking. Here's how to write them well, test them during implementation, and use them as a real risk management tool.
The Assumptions Column Nobody Fills In: How to Use Logframe Assumptions to Actually Manage Risk
The assumptions column is the most skipped part of any logframe, and the most consequential. Here's how to write, monitor, and act on assumptions before they sink your project.
Indicator Targets Are Not Guesses: How to Set Realistic, Evidence-Based Targets That Hold Up to Scrutiny
Vague or wishful targets undermine your entire results framework. Here's how I help teams set indicator targets grounded in baselines, evidence, and logic, not optimism.
La théorie du changement en pratique : pourquoi la plupart des ToC semblent bonnes sur papier mais s'effondrent sur le terrain
La théorie du changement est un outil puissant, mais trop souvent réduite à un bel exercice de planification. Voici pourquoi tant de ToC échouent sur le terrain et comment l'éviter.
Logframu Yako Inakudanganya: Jinsi ya Kufanya Mapitio ya Kati ya Mradi Ipasavyo Kabla Haijachelewa
Logframu nyingi zinakusanyiwa vumbi kwenye folda ya mradi, zikifunguliwa tena tu wakati mtathmini wa nje yupo nchini, na wakati huo nusu ya bajeti imekwisha tumika. Hapa ndipo tatizo kubwa linapoanza. Nakueleza jinsi ya kufanya mapitio ya kati ya mradi kwa njia inayoleta mabadiliko ya kweli, kabla haijachelewa.
De la page blanche à la valeur de référence : comment je structure une enquête de base qui oriente vraiment votre évaluation finale
Chaque enquête de base que j'aide des équipes à concevoir commence par la même conversation. Et la première question que je pose n'est jamais "combien de questions faut-il ?", c'est "quelle décision cette valeur de référence devra-t-elle éclairer à l'évaluation finale ?"
Jinsi ya Kuunda Mfumo wa MEAL Unaofanya Kazi: Mwongozo wa Vitendo
Mfumo wa MEAL unaofanya kazi hauzingatii karatasi tu, bali unasaidia mabadiliko halisi. Jifunza hatua za vitendo za kuujenga, kuuendesha, na kufanya maamuzi bora kwa programu yako.
Outputs, Outcomes, and Impact: Why Getting Them Wrong Derails Your Whole Project
Confusing outputs, outcomes, and impact isn't just a semantic slip. It breaks logframes, misleads donors, and kills your ability to learn. Here's how to get it right, with real examples.
Your Logframe Is Lying to You: How to Run a Proper Mid-Term Review Before It's Too Late
Most logframes are written for the donor and filed until the mid-term review. By then, the damage is done. Here's how to stress-test yours before it's too late.
The Theory of Change Trap: Why Most ToCs Look Good on Paper But Fall Apart in Practice
Most theories of change look compelling in a proposal but collapse under real-world pressure. Here's how to spot the common failure points and fix them before your program begins.
Indicators That Actually Measure Change: How to Move Beyond Activity Counting
Most programs track outputs, not outcomes. Here's how to design indicators that genuinely capture change at beneficiary level, with a concrete step-by-step method for MEL practitioners.
Stop Collecting Data Nobody Uses: How to Design a Lean, Purposeful MEAL Plan
Is your MEAL plan a graveyard of indicators nobody acts on? Here's how to link every data point to a real decision or learning question — and finally collect less, better.