sustainable program management: hierarchical causal systems

05/01/23 Prepared by Bongs Lainjo

Sustainable Program Management : Hierarchical

Causal Systems

Bongs Lainjo, MASc EngineeringAuthor “M and E: Data Management

Systems” andFormer UN Senior Advisor

Website: bsuiru.wordpress.com

Canadian Conference on Global & International Studies (GIS2016) Toronto, Canada, 24-25 September 2016


Presentation Outline

Background; Highlights; Objectives; Relevance; Target Audience; Program Life Cycle (PLC); Themes; Program Definition; Model Determinants – Hierarchical Causal Systems; Model Definition; CARROT – BUS Model; Conclusion.


Background

Over six decades of foreign Assistance; Significant funding by bi and multi lateral Agencies; Mixed outcomes; Limited Availability of Standards; Significant gaps between Implementing Agencies and

Development partners; Limited impact of the Paris Declaration; Limited Coordination Mechanisms; Significant Levels of Duplication ; Ubiquitous degree of vertical Programming; Top-Down Approach; Limited Common Understanding of attribution; Compelling need of a model like CARROT-BUS


Highlights

Hierarchical Model; Based on Abraham Maslow’s hierarchy of needs concept; Inclusive (Development Partners); Holistic ( Program Management); Generic ; Bottom Up Strategy (BUS); Causality-based ; Well-Defined Determinants; Synergistic Components; Unique Characteristics; Original Design; Based on Extensive Research and Field Experience; Practical; Logical; Comprehensive.


OBJECTIVES: General

To Strengthen and Standardize Program Management Protocols;

To address existing nuances, highlighting the synergies that exist among the different hierarchical levels of the model.


OBJECTIVES: Specific

Streamline Program management by improving and refining causal links at all hierarchical levels (HLs);

Mitigate Program Duplication;Establish authentic contributions between

different HLs;Establish meaningful synergies among different

HLs: emphasizing Systematic and Logical implementation;


OBJECTIVES : Specific (Cont’d)

Strengthen and Standardize the program design and Management;

Promote a common understanding among key actors and

Minimize cost and optimize the level of understanding among different stakeholders.


Relevance

Improves intended and unintended intervention results and makes foreign aid more focused with evidence-based results;

Establishes more effective, continuous and sustainable synergies among Frontline Forces, IAs, Funding Agencies, Stakeholders and Beneficiaries.


Target Audience

Funding Agencies; Implementing Agencies;Program Managers;Relevant Stakeholders;Program Evaluators;Development Agencies.


Program Life Cycle


Themes

Health; Education;Environment;Governance;Poverty; Judiciary;Agriculture;Social Security and Protection.

Program Definition

Prepared by:- Bongs Lainjo,2016

A program is defined as: Different thematic and complementary sub-sets or projects (micro) designed to effectively contribute in tandem to a common set (macro). Note: If there is ONLY one Project funded and implemented, THEN Project = Program

ALGORITHM

Prepared by:- Bongs Lainjo, 2016

Prepared by:- Bongs Lainjo,2016


Pyramid Definition: Enabling Environment

The availability of appropriate, relevant and sustainable laws, policies, political stability, advocacy of effective coordination mechanisms and strategies to enable the successful realization of planned objectives/outcomes and contributing to an overall higher goal.


Pyramid Definition: Capacity Development

Capacity building occupies the lowest rung of the CARROT-BUS model. The concept of capacity building refers to both the development of an individual or a group of citizens as a whole to perform tasks they themselves can sustain which enable them to grow and improve in educational, know how and economic terms, and in their willingness to exercise social responsibilities beyond those dictated by family-kinship mores, religious precepts, and social norms of their ethnicity. In this model, key components of capacity building include workshops, training programs, skills update, operations research, community mobilization, appropriate campaign activities and creating community awareness. The reason why this is crucial has something to do with actual experience wherein aid funded programs could not deliver results on time due to lack of government capacity.


Pyramid Definition: Accountability

The concept of accountability is to ensure that individuals, communities, NGOs, governments and donors are aware of what it is they are expected to do or accomplish. A senior international executive, Toben Rick, used the acronym SIMPLE to emphasize the meaning of the word accountable. "S" = setting of expectations. "I " = The need to invite commitment. "M" = A way to measure progress. "P" = Provision of feedback. "L" = The link to rewards and punishments. A sound management plan must have precisely defined consequences for producing both the right as well as the wrong result(s). "E" = Evaluation of results.


Pyramid Definition: Resources

Resources normally consist of the written plans, funds, materials, equipment, technologies, trainings needed, and/or expertise necessary to produce the desired results. The timely delivery of essential resources is also part of this conundrum and designing and maintaining a sufficiently flexible administrative systems through which the aforementioned physical and technical resources are most effectively delivered is usually a major challenge. A significant gap often exists between the provision of essential resources and accountability for their value when delivered.


Pyramid Definition: Results

Whereas the first three elements -capacity, accountability and resources- are often grouped together and labeled as 'inputs', a result is the first of three outcomes, the others being ownership of the development process (sustainability effect) and transparency throughout the development process. The word result also contains an element of ambiguity. A result may also be variously defined as a specific output, a more general outcome or purpose, or as the achievement of a broader goal. The first law of results is that each one has to be quantifiable in order to be measurable. These can either be intended, unintended, positive or negative. The creation of ownership and the achievement of transparency, while also results in some sense, are usually more difficult to define in immediate and measurable terms.


Pyramid Definition: Ownership

This word is often fraught with ambiguity. An OECD publication states that The Paris Declaration placed emphasis on 'ownership' as referring primarily to developing countries governments' abilities to "exercise leadership over their development policies and strategies and co-ordinate development actions." Since then, the international dialogue has recognized the need for broader definitions of ownership. The Accra Agenda for Action (2008) expanded the concept of ownership from merely the executive branch of whatever host government the donor was dealing with "to the broader society of that country as owners of development efforts." Ideally, ownership of the development process should be from start to finish, regardless of achieved outcome.


Pyramid Definition: Transparency

Transparency in foreign aid assistance is defined by Moon & Williamson as the “comprehensive availability and accessibility of aid flow information in a timely, systematic, and comparable manner that allows public participation in government accountability.” Ideally, transparency assumes everybody involved in a development program is capable and well qualified to adhere to the management and fiscal accounting systems and to execute approved plans.


Conclusion

Results of foreign aid and international development continue to be mixed;

There is both compelling anecdotal and scientific evidence that foreign aid outcomes have ranged from dismal to reasonable;

Many beneficiaries continue to live in squalid conditions; Poverty remains ubiquitous despite reports to the contrary and improved

quality of life in vulnerable populations remains a distant dream; Above all, Western countries have woefully failed to meet their own

pledges to donate 0.7 % of their GDP to LDCs. Only a disappointing number of countries- four- have achieved this objective;

The Paris declaration that promulgated to address most developmental concerns has been quite disappointing too;

Hence an urgent need for a streamlined and effective paradigm shift is not only required but necessary. CARROT-BUS is one attempt to fill these gaps.


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sustainable program management: hierarchical causal systems

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