Program identification 

Thinking through opportunities & constraints

Although it will be possible to identify many different potential objectives for our programme or project, they will not all be equally achievable or appropriate.  We therefore need to work together with intended beneficiaries and other stakeholders to explore the opportunities and constraints that exist for each. (see Manage concerted efforts with Partners/Counterparts)

This will allow us to make judgements about how best to seek change for people experiencing poverty in this particular context.  In addition, it will help us to be clear about the criteria we have used to decide which objectives to pursue. Having clear criteria will not only help us to make strategic, informed decisions at a point in time; it will also help us review whether our choices remain valid as situations change, and as our analysis develops.

This exercise should make use of the information and experience that is available to us, including learning from other initiatives or activities that have been tried (either in progress or in the past).  One way to do this is to use a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). 

Some questions you might consider:

• What financial, material and human resources are available, both internally and externally?

• What is the existing capacity (skills, resources etc) of staff, intended beneficiaries, partners and other stakeholders?

• What assumptions are being made about How change happens?

• What factors, in both the external or internal environments, will contribute to, or hinder, the achievement of the objective? What are the positive factors that can be built on, and what are the risks that there could be negative consequences? 

• How well does the objective contribute to wider programme strategies? Organization's overall strategy? How well does it fit with Organization's values and beliefs?

• How does the objective contribute to greater equality between women and men? (for more information, see Integrating Gender issues ) How does it address HIV/AIDS issues? (see Integrating HIV/AIDS issues)

• To what extent will achieving the objective address the root cause of the problems that have been identified?

• What value does Organization add to the situation?

• How sustainable will the impact be if the objective is achieved?

Once this exercise is complete, it should become clear which objectives are worth pursuing, and which are not.  

At any point during the identification stage, it is possible that we may come to the realisation that nothing can or should be done.  Bear in mind that backing out and deciding not to proceed any further may be difficult if the expectations of those involved have been raised.  However, if the process has been participatory, beneficiaries and other stakeholders will understand why it is not useful to continue and will have been part of this decision-making process.  It is important that a decision not to proceed is explained in a follow-up visit to those who participated in any identification exercise.

Once this exercise  is complete, the future strategy may become obvious or, as is more likely the case, a series of strategies or combinations of tactics will suggest themselves.