Programme Development and Evaluation

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Programme Development and Evaluation

• Joan Meade
• November 2006

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Management

• The objective of management is to coordinate and
  utilize resources towards the achievement of an
  objective
• The impact of services is a major focus of
  management
• The management process involves interactions
  which result in the use of resources to provide
  services or outputs aimed at meeting needs
• The extent to which needs are met generates
  demands and support for existing and new services
  which become inputs for the management process

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Management

• The process occurs in an environment
• Environmental factors must be analyzed in the
  development of programmes
• They influence the understanding of the
  situation, the determination of strategies and
  the resources available for use in improving the
  situation

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Programming Process

• The programming process is a cycle
• Elements of the process include
• Understanding the situation
• Selection of priority programmes
• Development of a programme
• Implementation of the programme
• Evaluating the programme

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Programming Process

• Health and education programming requires
• Management information of the right kind
• Community participation in planning and
  implementing the services
• Intersectoral collaboration and coordination in
  the delivery of services
• Consideration for budget requirements
• N.B. programming of this type is usually within a
  broader policy framework.

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Programme Development

• Define and review the programme
• Develop a plan
• Define the problem
• Define objectives
• Determine strategies/activities
• Determine timelines
• Develop monitoring and evaluation indicators
• Determine resources

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Programme Implementation

• Specify and schedule work
• Clarify authority/responsibility relationships
• Obtain resources
• Establish control and monitoring mechanisms
• Coordinate the work of the team
• Reprogramme as necessary/clarify priorities

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Evaluating the Programme

• Examine level of achievement
• Determine the areas to be evaluated
• Develop indicators
• Collect the data
• Compare results with targets and objectives
• Determine future course of action
• Investigate use of resources
• Efficiency
• effectiveness
• Evaluate staff performance
• Assess quality of work

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A Planning Tool

• Kurt Lewins Force Field Analysis
• Built on the notion that forces are both driving
  and restraining change
• Driving forces are those promoting change
• Restraining forces are those attempting to
  maintain the status quo
• Forces work in opposite directions creating a
  dynamic environment
• Can be used at any level to effect change

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A Planning Tool (contd.)

• Use of the method
• Investigate the balance of power involved in an
  issue
• Identify the most important players
• Identify opponents and allies
• Identify how you can influence each target group

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A Planning Tool (contd.)

• Steps in the analysis
• Envision the future describe your vision for
  some future date
• Describe the current situation Describe
  conditions that are currently affecting the
  nature and state of affairs
• Describe where current situation will go if no
  action taken
• List forces driving change Develop a list of
  positive forces in the current situation
• List forces constraining change Develop a list
  of the negative forces in the current situation

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A Planning Tool (contd.)

• Discuss and interrogate all forces Are they
  valid? Can they be changed? Which are the
  critical ones? How strong are the competing
  forces?
• Determine forces amenable to change which
  positive forces can be strengthened and which
  negative forces can be decreased?
• Determine a plan How can the strengthening and
  weakening described above be effected?
• Note that increasing or decreasing the strength
  of existing forces may alter the nature of other
  forces or create new ones

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Specify the Plan

• The 5 Ws method
• Who describe who is to be involved and affected
  - change agents, beneficiaries, resource persons
• What Indicate what actions are to be taken
• Why specify rationale, purpose, objectives,
  expected outcomes
• When Indicate timeframe within which actions are
  to be taken, make a schedule of activities
• Where indicate the location for activities

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Implement and evaluate

• How the implementation plan, strategies or
  activities to be undertaken to alter/ change the
  factors
• How well the evaluation plan, indicators of
  success, evaluation criteria

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Logical Framework Approach

• A tool for planning, monitoring evaluating
• Combines vertical horizontal logic
• The logic uses a set of linked hypotheses
• Plans downwards and then thinks upwards

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Logical Framework Approach

• Vertical logic
• Goal
• Purpose
• Outputs
• Activities

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Logical Framework Approach

• Horizontal Logic
• Aims measured by
• Indicators presented in
• Specified means of verification
• Assumptions important as they determine the
  success of the programme

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Logical Framework
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Reading

• Carr, Peter. (1988). Manual for Detailed
  Programme Planning, Implementation and Evaluation
  of Health Services at the parish/County/Regional
  Level.
• Logical Framework.
• Logical Framework Adolescent Sexual
  reproductive Health Project, Jamaica Component.
• N.B. A package with this material has been
  prepared is available in Room 38 at the
  Department of Sociology, Psychology Social Work

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Question

• What is the usefulness of the Logical Framework
  Approach as a Programme Planning Tool?