Development Cooperation Handbook/Designing and Managing Programmes/Program identification
This page may need to be Only in few cases, do programs start with the identification of a new or original problem. Most problems are identified through an evaluation of the results obtained and lessons learned from previous efforts. The first stage is the identification of the problems and the opportunities that generate the need for the programme. Factors determining the selection of problems that an organisation chooses to address will on the one hand, depend on its mission, strengths and previous experience and on the other hand, on government policies and donor strategies.
In most cases, programmes targeting specific themes and/or geographic areas are conceived within wider regional or sectoral programmes, that are developed by international organizations and international donors after a consultation with local governments. In some 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:
- What are the problems? Why are people suffering? What are the factors inhibiting development, people's rights and people's dignity?
- What needs to change in order to solve the problems?
- How can this desired change happen? How can we remove the factors that cause suffering? Who can help make this change happen?
- What can be our role? Is our operational capability needed to help bring about this change?
- What learning from previous programmes can be applied here?
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, then the scope for that program is identified.
- What are the problems? Why are people suffering? What are the factors inhibiting development, people's rights and people's dignity?
- What needs to change in order to solve the problems?
- How can this desired change happen? How can we remove the factors that cause suffering? Who can help make this change happen?
- What can be our role? Is our operational capability needed to help bring about this change?
- What learning from previous programmes can be applied here?
A good programme design will give answers to the following questions:
- What is the cultural and policy approach that is expected to be used in the implementation methodology
- What is the expected quality standard and how to achieve it?
- How will the project or programme be monitored, evaluated and its impact measured?
- How will the organization learn from the programme?
- How are cross-sectoral issues of development considered in the programme?
Tools [edit]
Programme plan
Guideline: How to manage programmes for a learning organization that is projectized and employee empowering.
See also [edit]
Issue 8 ⇒ How to design and manage successful cooperation programmes?
In other sections of this handbook
Organizational Types
Organizational Structure
Organizational Culture
The projectized organization
The learning organization
The employee empowering organization
The Organization’s mission
The Organization’s vision
Designing and Managing Projects
The 3 level hierarchy of programme objectives
Project Managers and programme Managers
