How to design viable programs from the situation analysis and problem identification phase

1. FRAMEWORK FOR
TLA PROJECT
BY JOHN IBEBUNJO

2. A General Framework /Concept of a Programme
PROBLEM OR NEED
PLANNING
INTERVENTION
A PLAN
PROJECT
INPUT
PROCESS
PERFORMANCE
OUTCOME
STAKEHOLDERS
A BUDGET
OUTPUT
IMPACT
MONITORING
EVALUATION
PROGRAMME
3-M RESOURCES
SERVICES
ACTIVITY
TASKS
MAN
MATERIAL
MONEY
AUDIT
ANALYSIS
STRATEGY
RESULT
EFFECT

3. STAGES OF PROGRAM MANAGEMENT CYCLE
• SituationAnalysis or problem analysis
• Priority Appraisal
• Strategy formulation
• Goal setting
• Objective setting
• Action/activity planning
• Budgeting
• Action implementation
• Monitoring – Supervision, Data Analysis & Review meetings
• Evaluation

4. QUESTIONSTO ASK AT EACH STAGE OF
PROGRAM MANAGEMENT CYCLE
• Situation Analysis – Where are we now?
• Priority Appraisal – Which is most important?Which is most urgent?Which is the most important and most urgent?Which
problem can we solve now?
• Strategy formulation – How do we best solve the problem at minimal costs?
• Goal setting – Where are we going?
• Objective setting – How far do we want to go?
• Strategy – How do we get there?
• Activity – What do we do now?
• Implementation –How do we do it and do it well?
• Monitoring – Are we doing it well? Are we still on the way?
• Evaluation – Have we got there? Have we arrived at our destination? At what costs?

5. HOWTO CONDUCT A SITUATION ANALYSIS:
STEP 1
• IDENTIFYTHE PROBLEM
• THE SEVERITY (MAGNITUDE, SIZE)
• THE CAUSES (ASK WHY, USING A PROBLEM TREE ANALYSIS)
• THE PEOPLE AFFECTED BY THE PROBLEM
• POTENTIAL TARGETS (AUDIENCES)
• THE BROAD CONTEXT INWHICH THE PROBLEM EXISTS
• FACTORS INHIBITING OR FASCILITATING BEHAVIOR

6. • DEVELOP A PROBLEM STATEMENT
• FOCUS ON ONE PROBLEM AT A TIME – PRIORITIZE
• E.g. of a Problem statement:
• “There is a high amount of low income jobs among graduates in Dutse
District.”
• There is a high unmet need for family planning among newly married
couples in Gwarimpa District
HOWTO CONDUCT A SITUATION ANALYSIS:
STEP 2

7. • DRAFT A SHAREDVISION
• AVISION provides the picture of what the situation will look like when your
intervention is completed successfully.
• TheVision will encapsulate the outcome of your intervention by stating what your
program hopes to influence.
• A good vision should be:
• Ambitious – go beyond what is possible in the immediate
• Inspiring & Motivating – call to mind a powerful image that triggers emotions and
excitement
• Look at the BIG picture – Give everyone a larger sense of purpose
HOWTO CONDUCT A SITUATION ANALYSIS:
STEP 3

8. • CONDUCT A DESK REVIEW
• Review the problem statement and vision statement and break them down into concepts.
• Develop a list of key words related to the concepts (use these key words as search
terms to find any literature in that particular area)
• A good vision should be:
• Ambitious – go beyond what is possible in the immediate
• Inspiring & Motivating – call to mind a powerful image that triggers emotions and
excitement
• Look at the BIG picture – Give everyone a larger sense of purpose
HOWTO CONDUCT A SITUATION ANALYSIS:
STEP 4

9. DURINGTHE DATA COLLECTION PROCESS
• How do you engage stakeholders; opinion leaders, service providers, policy makers,
partners, and potential beneficiaries.
• To get their input; Use
• In-depth Interviews
• Focus Group Discussions (FGD)
• Community dialogue
• Small group meetings
• Taskforce engagement
• Participatory Stakeholder workshops

10. OUTCOME OF CONDUCTING A
SITUATIONAL ANALYSIS
• YOUWILL……
• Know theVISION of the Program (Intervention) you want to introduce
• Understand the current situation (magnitude of the problem)
• Understand the broad context in which the problem exists

11. WHATTO PAY ATTENTIONTOWHEN CARRYING
A SITUATION ANALYSIS (E.G. HEALTH ISSUE)
• High levels of Mortality and Morbidity
• The levels of Prevalence or Incidence
• Segments of the Population that are most heavily impacted by the issue
• The existing priorities of the government
• The donor landscape