Identifying phase of programme cycle management
Assess the beneficiary needs for programme design and development
Understanding the programme requirements
Guideline: How to manage programmes for a learning organization that is projectized and employee empowering
Identification is the first stage in the programme cycle management, followed by the other phases of formulation , implementation and evaluation.
program stages
A programme is conceived because a need is identified, and because addressing such a need is an opportunity for the organization to pursue its mission.
A program develops a framework for conceiving and delivering solutions that address the identified need.
The first stage is the identification of the problems and the opportunities that generate the need for the programme. In the international cooperation for development sector the "problems" are the factors causing poverty and suffering. Removal of the factors causing suffering is the overall goal of the aid programs.
Only in few cases programs start with a new original problem identification. Most problems are identified through an analysis of the results obtained by previous efforts. (this is in fact the cycle logics where the evaluation of the results obtained is at the same time the last stage of a cycle and the first of the successive one). In fact program identification may be identifies with program ex ante evaluations.
In most cases programmes targeting specific areas are conceived within wider regional or sectoral programmes, that are set up by international organizations and international donors after a consultation with the local governments. In such cases the main features of the wider programmes are already broadly identified and the organization only needs to focus in a specific area where it feels it has a specific interest and capability, because of its history, competence and operational experience. But even in such cases when specific programmes are conceived within wider ones, the organization that is identifying its role and therefore its programme needs to ask itself questions like:
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What are the problems? Why are people suffering? What are the factors inhibiting development and people's dignity?
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What needs to change in order to solve the problems?
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How can this desired change happen? How can we remove the factors causing suffering? Who can help make this change happen?
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What can be our role? Is our operational capability needed to help bring about this change?
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What learning from previous programmes can be applied here?
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(see Defining an overall objective; exploring the problems; the programme context)
(See Identify project stakeholders; Involving Stakeholders; Manage concerted efforts with Partners/Counterparts; Exploring Possible Objectives
(see How change happens , opportunities and constraints)
When the organization finds that the problems can be addressed with actions that can be managed on the basis of the information and experience available in its structure, and in a manner that is consistent with Organization's beliefs, values and objectives, than the scope for that program is identified.
The deliverable that terminates the identification phase (and opens the designing phase of programme cycle management) is the Programme scope document.
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Templates
Guidelines:
| One of the most used tools for beneficiary needs assessment is the problem analysis. ( see the problem tree method). |
---------- here below the Oxfam language to be rephrased) --
We can subdivide the identification stage the following steps:
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Understand Organization's overall vision and approach for addressing suffering and injustice;
(see the mission statement and the organizational culture) -
Identify and build a partnership with relevant stakeholders.
See Identify stakeholders; Involving Stakeholders; Manage concerted efforts with Partners/Counterparts -
Through dialogue with stakeholders identify the key issues (or problem's) and their underlying causes.
(see exploring the problems) -
Visualize the programme scope within a wider socio-economic and policy context
(see the programme context) -
Explore possible objectives
(see Exploring Possible Objectives) -
Think through how change happens
(see How change happens ) -
Think through opportunities and constraints
(see opportunities and constraints) -
Define overall objectives.
(see Defining an overall objective)
See Guidelines:
Other resources:
