Chapter IV: Programme of Action
- 2. 4.1.1 PRELIMINARY REMARKS An initial task for those in charge of developing an action plan is to draw up a typology of concepts. It is necessary to achieve consensus on the conceptsand their logical arrangement. At this stage, however, there are two sources of variation: • The numerousexisting concepts. • The degreeof detail withwhich one transcribes the policyframework in the actionplan. The foundation of an action plan consists of activities, grouped into actions. These latter, interacting with one another, are aimed to achieve a specific objective. Therefore, the main part of the work is the determination of actions and activities to achieve the policyobjectives.
- 3. 4.1.2 DESIGNING ACTIONS ANDTHEIRATTRIBUTES WITHTHE LOGFRAME MATRIX Here we assume that we have come through the analytical and policy formulation stages. Five indicative steps for establishing and completing a logframe matrix are explained:
- 4. STEP 1 Formulate the statements of the first column at output and activity levels by defining: -The outputs for achieving a purpose -The actions or activities for achieving an output STEP 2 Keep in mind the following: -The logical framework’s structure is based on the concept of cause and effect -In a well planned logical framework, one must be sure that if certain activities are carried out, one can expect certain outputs to result
- 5. STEP 3 Make some assumptions, defining them in relation to each level, keeping in mind the following: -Assumptions are external conditions over which the plan or project chooses not to exert or does not have control, but on which the accomplishment of objectives depends -In spite of the fact that managers are not responsible for the assumptions, they spend a great deal of time trying to influence the probability that the assumptions hold true -The importance of each risk and assumption depends on the probability that it will not happen, and the importance to the project if it does not happen
- 6. STEP 4 Define the objectively verifiable indicators at the goal level, then purpose, then output, then activity level, keeping in mindthe following: -Indicators should be stated in terms of quantity, quality and time and sometimes place. Specifying numbers and dates is calledtargeting. -Activitylevel indicators must include means and resources involved to carry out this activity. STEP 5 The final task is to define the means of verification (MOVs) at the goal level, then purpose, then output, then activity level, keepingin mind the following: -The MOVs are the sources of information that will showthat the targets have been achieved -The rule is that the indicators for measuring objectives must be verifiable by some means. -Activitylevel meansof verificationmust include costs.
- 7. 4.1.3 DEVELOPING AN ACTION PLAN THROUGH NESTING OF LOGFRAMES Once the Logical Framework Matrix is designed through the Logical Framework Approach, the question is how in practice we can use it in actuallydesigning and structuring a plan or a programme. The classical process of action planning can be facilitated and indeed improved in quality by applying the LFA and its nestingtechniques. Plansdesignedin sucha waywill be more logicaland coherent. This process of declining widerdevelopment objectives intospecific objectives is callednesting of logframes. This nesting technique, decision-makers at different levels can programme concrete actions and activities relevant to local contexts but all conducive to achieving a common goal.
- 9. In general terms, monitoring and evaluation consist of measuring the state of an objective or activity against an "expected objective" that allows for judgment or comparison.
- 10. When preparing a plan, a project or a program should be considered, formalized and debated. It should begin by establishing a reliable information system to guarantee the quality of monitoring and evaluation, although the implementation stage of the plan will always be questionable.
- 11. PERFORMANCE OF INDICATORS Indicators are more likely to be objective if they include elements of quantity, quality and time An indicator (a value on the measurement scale) can be obtained from a series of observed facts, the indicators used to measure performance, play an important role in monitoring and evaluation. A direct indicator is simplya more precise,complete and operational reformulation of the respective objective. An indirect indicator is not directly observable, such as qualityof life, organizationaldevelopment or institutional capacity. A balance of indicators is needed, some of whichfocus on thequantitative and otherson the qualitative aspects.
- 12. INTERNAL EVALUATION when it refers to a program implemented entirely within an institution, carried out by people who belong to the same institution as those who administer the program. EXTERNAL EVALUATION when it refers to a program whose implementation involves people outside the institution, often carried out by independent evaluators of the institution. SELF-EVALUATIONis a form of internal evaluation done by those who implement the programme. THEfiRSTCLASSIfiCATION CAN BE MADEDEPENDING ON WHO’SCONDUCTINGTHEEVALUATION FORMATIVE its main objective is to correct the course taken by a program and its results are usually aimed at those who implement it. SUMMATIVE leads to conclusions about the value of the program so that the lessons can be learned for the future. It is called evaluation of the end. EX-POST program is carried out some time after the end of the program to draw conclusions about the impact and sustainability of the program. THESECONDCLASSIfiCATIONIS MADEDEPENDINGON THE USEOF EVALUATION.AN EVALUATIONCANBE:
- 13. THREE CLASIFICATIONS OF EVALUATION THEFOLLOWINGTHREETYPESOF EVALUATIONFORMTHETHIRDCLASSIICATION THATIS BEINGWIDELY USEDIN PROGRAMMEEVALUATION. MONITORING .- It is a process by which the progress of the activities is observed and analyzed on a regular and continuous basis to ensure that the expected result is achieved. REVIEW.- Reviews can be used to adjust, improve or correct the course of program activities. The review focuses, in particular, on effectiveness and relevance. Evaluates if the activities have produced the expected results and the last ones are producing the expected results EVALUATION.-In many organizations is a general term used to include the review. Other organizations use it in the narrowest sense of a comprehensive review of the results of a program, how it contributes to the purposes and objectives of the program.
- 14. OBJECTS OF MONITORING OF EVALUATION This section explains the objects and approaches that are discussed and considered about monitoring and evaluation during the preparation phase of a plan or program. INPUTS are human, fi nancial and other resources necessary for producing outputs and achieving results. In the education system, they are teachers, equipment, buildings, textbooks, etc. OUTPUTS are the products and services that are generated as the tangible results in carrying out the planned activities. In an education system, they are, for example, the graduates and the knowledge acquired during their studies. Producing an output by itself can be meaningless. OUTCOMESare the effects of utilizing the outputs. They are the overall changes in situations and/or benefits for the students, their families and/or the society as well, that can be qualitative and/or quantitative.
- 15. OBJECTS OF MONITORING OF EVALUATION Systems are often analyzed in terms of relevance, efficiency, effectiveness, impact and sustainability HYPOTHETICAL relevance is defined in relation to needs, whether a goal, an objective or an expected result of a programme or project reflects the actual needs of the beneficiaries or not. REAL relevance measures the extent to which the outputs produced and outcomes achieved respond to the needs of the population. EFFICIENCY describes the relation between the quantity of the outputs products and services produced and the quantity of resources used to produce them. Unit or average cost is often used to express the efficiency. EFFECTIVENESS describes the extent to which an objective has been achieved. In other words, it measures the level of achievement of an objective (or an expected result) of a programme or project pursued and of the effects (outputs and outcomes) achieved. IMPACTS are the effects on the population and the environment by the pursuit and the achievement of an objective. The action involved in the pursuit of an objective can change a situation in both predictable and unpredictable ways.