Participatory planning


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Planning and analysis stage, Project design Matrix

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Participatory planning

  1. 1. Participatory Planning Sharkhuu Munkhbat Project Cycle Management May 26, 2012 European Commission, Project Cycle Management Handbook 1
  2. 2. Table of Contents I. Introduction II. Analysis Stage - Stakeholder Analysis - Problem Analysis - Objective Analysis - Strategy Analysis /Project Selection/ III. Planning stage - Formation of Project Design Matrix /PDM/ - PDM Appraisal - Plan of Operation IV. Summary 2
  3. 3. Introduction • The word Participatory refers to the way in which implementing agencies and beneficiaries /Stakeholders/ in recipient countries are the main actors and should participate in project analyzing and planning process by sharing ideas of projects, human resources and materials with each other. • Participatory Planning method has two stages, analysis and planning, which are carried out during the identification and preparation phases of the project cycle. • During Analysis stage the existing situation is analyzed to develop a vision of the future desired situation and to select the strategies. • In the Planning stage the results of the analysis are transcribed into a practical, operational plan ready to be implemented. 3
  4. 4. Analysis Stage Main steps in Participatory Planning (PP) 4
  5. 5. Analysis Stage Stakeholder Analysis: identify issues, problems and current conditions of the target area by analyzing local residents, as well as the people in related groups, organizations and agencies. Stakeholder Analysis procedures: 1. Confirm the expected project framework, 2. List on the cards all stakeholders that are to be involved, 3. Sort the cards by category, 4. Select important stakeholders, 5. Analyze the selected stakeholder in detail, 6. Select a target group tentatively. 5
  6. 6. Source: European Commission, Project Cycle Management Handbook, Page: 37 6
  7. 7. Analysis Stage Problem Analysis: virtually represents the causes and effects of existing problems in the project area, in the form of a problem tree and clarifies the relationships among the identified problems. It involves three steps: 1. Precise definition of the framework and subject of analysis; 2. Identification of the major problems faced by target groups and beneficiaries; 3. Visualization of the problem in the form of a problem tree to establish cause-effect relationship. 7
  8. 8. (Core problem) (Direct Effect) (Direct Causes) Source: European Commission, Project Cycle Management Handbook, Page: 38 8
  9. 9. Analysis Stage Objective Analysis: to develop an objective tree by clarifying the means-ends relationship between the desired situations for solving problems. Steps to establish an objective tree: 1. Reformulate all negative situation of the problem analysis into positive situations that are desirable and realistically achievable; 2. Check the means-ends relationships thus derived to ensure validity and completeness of the hierarchy; 3. If necessary revise statements, add new objectives if these seems to be relevant and delete objectives which do not seem suitable or necessary. 9
  10. 10. (Core Objective) (Direct Ends) (Direct Means) Source: European Commission, Project Cycle Management Handbook, Page: 40 10
  11. 11. Analysis Stage Strategy Analysis: is a process in which specific strategies are selected from among the objectives and means raised in objective analysis, based on selection criteria. Strategy analysis involves deciding: - what objectives will be included IN the project - what objectives will remain OUT of the project Steps to select Project: 1. Identify objectives you do not want to pursue; 2. Group objectives, to obtain possible strategies; 3. Access which strategy represents an optimal strategy according to the agreed criteria; 4. Determine overall objective and project purpose. 11
  12. 12. Source: European Commission, Project Cycle Management Handbook, Page: 41 12
  13. 13. Planning Stage Main steps in Participatory Planning (PP) 13
  14. 14. Planning Stage Formation of Project Design Matrix: The PDM is formed through elaborating the major project components and plans based on the approach selected in the previous step. Project summary Objectively Verifiable Indicators(OVIs) Means of Verification Important Assumptions Overall Goal Project Purpose Outputs Activities Inputs Pre-conditions 14
  15. 15. Activities Outputs Project Purpose Overall Goal Pre- conditions Assumptions Assumptions Project Summary Indicators Means of Verification Assumptions Assumptions Source: European Commission, Project Cycle Management Handbook, Page: 42 Overall Goal Project Purpose Outputs Activities 15
  16. 16. Planning Stage-PDM • The horizontal logic relates to the measurement of the effects and resources used by the project through the specification of key indicators, and the sources where they will be verifies. • Objectively Verifiable Indicators (OVI): Usually expressed in numbers, these are objective indicators that can assess the level of achievement of each item in the project summary. • Means of Verification: This refers to sources of OVI. They can be either external sources or ones that can be studied internally. • Important Assumptions: Predictable risks during project execution. • Preconditions: Conditions to confirm prior to project execution and should be fulfilled before the project begins. • Inputs: This refers to all resources invested in a project, including human and material resources and funds. 16
  17. 17. Planning Stage-PDM • The vertical logic identifies what the project indents to do, clarifies the causal relationship and specifies the important assumptions. • Four levels of Objectives: • Overall Goal: Indicates the long-term objective or goal of development and refers to how the project can contribute toward achieving it. • Project Purpose: This is translated as mid-term goal or direct purpose, and it refers to an effect a project can achieve by yielding all outputs as planned. • Outputs: This refers to a short-term objective, the result of project execution, or all planned products of a project. • Activities: This refers to all actions that have to be taken to produce an output. 17
  18. 18. Source: European Commission, Project Cycle Management Handbook, Page: 58 18
  19. 19. Planning Stage PDM Appraisal is conducted by an aid agency to ensure the project plan. It is composed of the following stage; 1. Examination of details of the PDM elements; 2. Review of the PDM formation process; 3. Examination from the perspective of the five evaluation criteria. 19
  20. 20. Planning Stage • Plan of Operations (POP): is prepared by the project implementers, based on the PDM and other information. • It is an effective tool for project implementation and management, and provides important data for monitoring and evaluation of the project. • Activity Scheduling: determining the sequence and dependency of activities; estimating their duration, and assigning responsibility. • Resource Scheduling: from the activity schedule, developing input schedules and a budget. 20
  21. 21. Source: European Commission, Project Cycle Management Handbook, Page: 59 21
  22. 22. Summary Source: European Commission, Project Cycle Management Handbook, Page: 34 PARTICIPATORY PLANNING 22
  23. 23. References • European Commission, Project Cycle Management Handbook, pages 33-60, • KOICA, Development Cooperation Evaluation Guide, Annexes: PDM and Logical Framework Approach, Pages 83-89, • Foundation for Advanced Studies on International Development (FASID), PCM Management Tool for Development Assistance, Participatory Planning, An example: Safer Driving Project in County A. 23
  24. 24. THANK YOU 24