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Step 4: Creating the Vision of the future

Based on the problem analysis, stakeholders should engage in a process of formulating solutions. This exercise may simply involve rewording the problems and their causes into positive statements or objectives. However, stakeholders should first engage in a visioning process before rewording the problems. The aim of this process is to visualize what the future would look like if the problems were resolved. The benefits of doing a visioning process before rewording the problems include the following:


Visioning brings energy to the group. Rather than immediately beginning another detailed process of working on each problem, groups can be energized by thinking positively about what the future would look like if these problems were solved. This exercise encourages creativity and helps ensure that the process is not too analytical and methodical.

TIP 

Visioning process to have prior knowledge or understanding of the results chain or logical framework model. In fact, in the initial stages of the process, it can be very useful not to introduce any of the results matrix or logical framework terminologies (such as outcomes and outputs), as this could result in extensive discussions about the meaning of terms and detract from the main aim of the exercise. In many project settings, especially where there are language barriers or differences in education or skills between members of the group, it may not be necessary to introduce the results matrix and logical framework model. Instead, the process could be approached in a less formal manner to obtain the same information and present it in different forms, including maps, diagrams and pictures
  • The vision of the future may identify additional ideas that would not have emerged if the process was confined to simply rewording problems into positive results.
  • Visioning is a good way to engage members of the group who are not relating well to the more structured processes of problem analysis.
  • Coming to a shared vision of the future can be a powerful launching pad for collective action.
Vision as the changes we want to see

The objective of the visioning exercise is for stakeholders to come up with a clear, realistic and agreed upon vision of how things will have positively changed in a period of time (normally 5 to 10 years). They should think in terms of how the region, society, community or affected people’s lives will have improved within the time period. Good questions to ask are: “If we were successful in dealing with this problem, what would this region/country/community be like in five years?”; “What would have changed?”; “What would we see happening on the ground?”

Stakeholders should re-examine their problem analysis and reflect on what they have come up with. After initial reflections, group members should discuss the situation as it now is, assessing the extent to which the problem analysis represents a true picture of the current reality. After reviewing the current reality, stakeholders should visualize and describe what a better future (development change) would look like. Once the visioning is complete, stakeholders should articulate their visions in one or more statements or use drawings and images. The vision should be a clear and realistic statement of the future, positive situation. Using the example from the problem tree, the group may develop a vision of a “vibrant democratic society in which all persons, including men, women, youth and minorities, have equal rights and actively

Guide to use in visioning:
  • Do not focus on how the situation will be improved, or what needs to be done to change the current situation.
  • Focus instead on what the future would look like: What is different in the community? How have people’s lives changed? How have things improved for men? For women? For marginalized groups?
  • Looking at this problem (for example, low public confidence and involvement in governance), what should the country be like in five years?
    • In what ways would the lives of women, indigenous and marginalized groups be different
    • In what ways would government officials and regular citizens behave differently?
    • How have the capacities of people and institutions been strengthened and are they working more effectively? 
    • In what ways are men and women relating to each other differently?
    • What else has changed as a result of an improvement in the problem of poor public confidence and involvement in governance? 
participate in the political process and in shaping decisions that affect their lives.” The vision can become an important tool for communicating the goals and objectives of the programme or project.

A vision statement can be created for each major problem that was identified and analysed. These statements become the sixth deliverable in the planning process. Once the broad vision statement is in place, stakeholders should be ready to embark on the next step.

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Planning, Monitoring and Evaluation

Monitoring Definition

Monitoring - Definition  Monitoring is the systematic and continuous collection, analysis, and use of information for quality control and decision-making related to the projects. It involves the ongoing and routine review of projects to verify whether they are developing according to plan and budgetary requirements and whether adjustments may be needed to achieve intended goals.  Purpose of Monitoring  The primary aim of monitoring is to improve the quality of projects during implementation. Through monitoring, ineffective efforts are identified and rectified, and remarkably effective actions are appreciated.  Monitoring enables us to answer these questions and then make important decisions to improve the quality of projects and their implementation:  Are project inputs (finance, personnel, materials, etc.) available on time and in the right quantities and quality?  Are activities being implemented according to the project design and on schedule  Are activities leading to the expect
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Definition (Planning)

Planning can be defined as the process of setting goals, developing strategies, outlining implementation arrangements, and allocating resources to achieve those goals. It is important to note that planning involves looking at several different processes: Identifying the vision, goals, or objectives to be achieved. Formulating the strategies needed to complete the vision and goals Determining and allocating the resources (financial and other) required to achieve the vision and goals Outlining implementation arrangements, which include the arrangements for monitoring and evaluating progress toward achieving the vision and goals The expression “failing to plan is planning to fail.” While it is not always true that those who fail to plan will eventually fail in their endeavors, there is strong evidence to suggest that having a plan leads to greater effectiveness and efficiency. Not having a plan—whether for an office, program or project—is in some ways similar to attempting to build a hous
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Objectives of Project Evaluation

It is impor tant to evaluate the outcomes that a project achieves and to feedback the evaluation results, lessons, and recommendations obtained for more effective and efficient implementation of development assistance. The harsh economic and fiscal situations at home have generated a strong call to the organization for more effective and efficient implementation and to ensure accountability. The enhancement of evaluation has drawn attention as one of a major improvement measures. In addition, there are changes in the political landscape such as the adoption of public sector evaluation by ministries and the reorganization of agencies into Independent Administrative Institutions (IAI) that ask for improvements of the evaluation system.  Evaluation is a tool for judging as objectively as possible the relevance and effectiveness of organization’s cooperation activities at four different stages during the project cycle: ex-ante, mid-term, terminal, and ex-post. The primary objectivethe  of
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Database-Based Monitoring/Tracking

In this approach to monitoring, achievements in terms of numbers (of inputs, activities and outputs) are collected and stored in the project/central databases regularly and presented in an identified frequency against the contractual targets in order to establish whether the project . is leading towards achieving its targets. This approach to monitoring authenticates the progress of the project toward the intended targets. It is important to remember the following when conducting database-based monitoring: The reports drawn on the overall target population, but not sampled; Mostly captures quantities only; Not field-based. Usually performed in the capital office; Types-and-scope-of-monitoring, the officer/staff are responsible for the final products; however, database staff must coordinate necessary data gathering, storing, and analysis. M&E practices two types of tracking under this approach to monitoring in general: Indicator Tracking: Tracking contractual indicators is cruc
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Planning Process

This chapter provides step-by-step guidance on how to undertake planning for results. It focuses on the tasks involved in planning for desired results and includes  considerations  for operationalizing results. As noted earlier, monitoring and evaluation are closely related to planning. Therefore, in planning, it is essential to consider not only intended results   but also how results, and the process of achieving them, will be monitored and evaluated. In particular, planning needs to ensure that planned  gives initiatives  are evaluation-ready. Planning can be done in many different ways. This chapter is designed to make the persons involved in planning more comfortable with the main steps involved in preparing a plan that can be implemented, monitored, and evaluated. The actions and approaches recommended generally apply to all planning processes, whether for a global, regional, or country program; a project; or a unit work plan . Main
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Types of Project Evaluation

The Ministry of Foreign Affairs “Report on Improvement of ODA Evaluation System,” released in March 2000, classified ODA evaluation into three levels: policy-level, program-level, and project-level, as shown in Figure 1-1-2. The report called for enhancement of policy- and program-level evaluation. The Ministry of Foreign Affairs conducts policy-level evaluations such as Country Assistance Program and Sector-specific Initiatives, as well as program-level evaluation by sectors and schemes. JICA conducts program- and project-level evaluations. How to evaluate JICA’s management cycle is illustrated in Figure 1-1-3. There are two cycles: the “small cycle” (project cycle) and the “large cycle” (program cycle)-The information source is from JICA. 
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Step 5: Creating Dradft Results Map

This step provides guidance on how to create a draft results map using what is commonly referred to as a ‘results mapping technique’.  Developing the draft results map can be time- consuming but is extremely worthwhile. The fundamental question that stakeholders in the planning session should answer is “What must be in place for us to achieve the vision and objectives that we have developed in the particular problem area?” Creating a set of positive results A good starting point in creating a results map is to take each major problem identified on the trunk of the problem tree and reword it as the immediate positive result with longer-term positive results or effects. For example, if the problem were stated as “low public confidence and involvement in governance” the immediate positive result could be “greater public confidence and involvement in governance.” This could lead to longer term positive results such as “wider citizen participation in elections, particularly by women, indige
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Stakeholder Engagement

Inadequate stakeholder involvement is one of the most common reasons programmes and projects fail. Therefore, every effort should be made to encourage broad and active stakeholder engagement in the planning, monitoring, and evaluation processes. This is particularly relevant to crises where people’s sense of security and vulnerability may be heightened, and tensions and factions may exist. In these situations, the planning process should aim to ensure that as many stakeholders as possible are involved, especially those who may be least able to promote their own interests and that opportunities are created for the various parties to hear each other’s perspectives in an open and balanced manner. In crises, this is not just good practice but is fundamental to ensuring that programming ‘does not harm’ at the least and, hopefully, reduces inherent or active tensions. Neutrality, and at times the success of the programme or project, depend on representatives of the different main stakehol
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Field-Based Monitoring

This approach to monitoring is generally referred to as monitoring missions. These missions employ field data collections of a different kinds, such as observations, household/individual interviews, group discussions, photographs, etc. A monitoring mission can include data collected while the activity is ongoing (on-site monitoring) or after a part of the activity is complete (post-monitoring), or at both stages (mixed approach). Sometimes donors (especially the UN) provide NGOs with the tools for data collection. In such situations, it is essential to check the compatibility of these tools with the indicators that are obliged to measure according to the project proposal. Communicate these requirements and get the tools altered as required.  Field-Based Monitoring:  Keep it simple and back to basics! When any field-based monitoring is conducted, it is essential to keep it light and straightforward/basic to increase the process's efficiency and ensure quick reporting to the pr
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