8

Chapter 2

An Overview of Program
Development and Evaluation

Objectives of this Chapter:

1. Explain program and project trends.
2. Define plan, program, project and activity.
3. Describe the characteristics of program and project.
4. Prepare planning cycle and project life cycle based on the different
models given.
5. Understand the process of strategic planning.

Introduction
Let us look at program trends and project trends to give
us an idea on the kind/type of programs/projects that we have
today.

Program Trends

A vast majority of the people in the Philippines live and work in the rural
areas. It is in this particular sector where greater social and economic
inequalities pervade. It would be difficult for an industrialization program to
succeed if it stands on a weak rural base (Fajardo, 1993). To correct the
imbalance between the urban and rural conditions, government programs have
shifted their emphasis toward rural development. Rural electrification, agrarian
reform, family planning, agricultural development, feeder roads, irrigation
systems, agro-business industries and cooperatives have been given top priority.
However, all these programs require coordination, cooperation and integration in
order to achieve a common goal: social and economic development of the
country.

Project Trends

Different projects conceptualized and completed over the past years

showed that these were mostly physical infrastructures. This could be explained
by the fact that after World War II the countrys physical facilities were
devastated. Early completion of what were damaged or totally destroyed by
 9

bombings were a must. This had flourished up to the early 70s. However, in the
late 70s up to the present time, a shift to social development was noted.
Projects like population planning, poverty alleviation, women-in-development,
environmental protection, social welfare projects, etc. are geared towards the
development of the society.

To keep up with the fast changing times we have to be well abreast with
these trends so that any program/project that we develop is relevant and
therefore will be useful to the target clientele.

THE PLAN
Before we define a program let us first go into a broader term, and this is
a plan. Franco (1997) defines a plan as a comprehensive, total, multiple-use,
long-range statement of management on the future direction of the institution.
Therefore, a plan is a long term, strategic decision for future action consisting of
clusters of programs.

Plans may be sub-categorized into:

1. Development plan this may be 5 to 10 years
2. Perspective plan or planning-for-a-generation may be from 20 to
25 years

Plans may be categorized as:

1. Strategic
2. Long-term
3. Visionary and forecast-directed
4. Basis for institutional mission

Factors that affect plans:

1. Thefuture vision
a. Sector or market
b. Institutional mission statement
c. Set of core values of the stakeholders and top management
to which the institution makes commitments in the long-term
d. Culture and management of change
2. The resources and capabilities of the institution
3. The market-or-service-opportunities for service or profit

Let us now look at the planning cycle from different

agencies.

Standard Planning Cycle (UNESCO)

1. Pre-planning
2. Planning
3. Plan Formulation
4. Plan Elaboration
 10

5. Plan Implementation
6. Evaluation, Revision and Replanning

Pre-planning
1. Creation of a suitable planing organization
2. Establishment of planning procedures
3. Structural reorganization of the educational administrative machinery to
participate in the formulation and implementation of plans
4. Setting up the machinery and the procedures for the collection and
analysis of the statistical and other data required for planning.

Planning Stage
1. Diagnosis
2. Formulation of Policy
3. Costing of Future Needs
4. Establishment of Priorities and Target-Setting
5. Feasibility Testing

Plan Formulation Stage

1. To present a set of decisions to appropriate national authorities for
approval.
2. To provide a blue-print for action by various agencies responsible for
implementing those decisions.

Plan Elaboration Stage

Two steps involved:
1. Programming dividing up the plan into broad action areas of each of
which aims at accomplishing a specific objective. Each action area is
called a program.

A program comprises all activities which are supervised by the

same administrative unit or which are interdependent and
complementary that all have to be done simultaneously or
sequentially.

2. Project Identification and Formulation

Each program consists of activities which can be grouped
together to form a unit called a project.

Plan Implementation Stage

This begins when individual projects are taken up for execution.

Using the annual budget or the annual plan as the principal instrument,
an organizational framework is developed for the various projects.

Evaluation, Revision and Replanning Stage

Purposes of Evaluation
1. It highlights weakness in the plan.
 11

2. It takes the place of diagnosis of the planning stage in providing the

data for replanning. It becomes the beginning of the next cycle of
planning.
Steps in Planning (EDPITAF)

1. Assessment of Needs and Problems

2. National Philosophy or Aspirations
3. Goals and Objectives
4. Policies
5. Programming critical phase of the entire planning process
6. Sectoral or Regional Planning and Programming
7. Project Planning and Implementation
8. Results and Evaluation

STEPS IN INSTITUTIONAL PLANNING

Part I Thinking and Self-Appraisal
1. Know yourself
2. Know your people
3. Know your resources
4. Know your environment

Part II Evaluating a Conceptual Framework

5. Form general ideas from self-appraisal
6. Design conceptual framework
7. Consult constituents on conceptual framework
8. Work towards board approval of conceptual framework

Part III Designing Programs/Projects and Organization Studies

9. Assess existing programs/projects based on conceptual framework
10. Decide which programs/projects are to be improved, phased-out
and/or created
11. Design programs/projects and new organization structure
12. Work towards attaining board approval of programs/projects and
new organizational structure
13. Initiate final review for implementation

Designing the Conceptual Framework

A conceptual framework contains the grand ideas which are presented in

a logical manner. In institutional planning, a conceptual framework serves as a
blueprint to guide institutional behavior.

The conceptual framework contains three major elements:

1. A statement of guiding philosophy.
2. A statement of institutional goal.
3. Policy statements for planning and development
 12

Policies are guidelines which define boundaries for action, within the
context of the guiding philosophy and institutional goal. They are also principles
that help transform concepts of particular policy areas into specific operational
activities.
Important Policy Area
1. General Planning Strategy
2. Curricular Program Design
3. Special Project Design
4. Organizational Design
5. Linkages
6. Policy-making

The Process of Strategic Planning

Actually, we can consider the programs, projects and activities as

belonging to a supra-system or the plan, and so they are sub-systems. Before
one can go to the sub-systems a study of the supra-system is in order. This is like
studying the macros before the micros.

The steps in strategic planning can be done sequentially or

simultaneously depending on staff capability and schedules:

1. External Environment Analysis

a. An evaluation of the countrys national economic and social
development plans, among others, as forces of change.

1. Blueprints of national and regional development

2. Principal development thrusts of these plans
a. countryside development
b. technology thrusts
c. government reforms
d. social equities thrusts
e. self-reliant and efficient economy
f. expanded exports drive and enlarged foreign
investments
g. Asian thrusts

3. Underlying principles of development

a. the centrality of the rural sector in Philippine
development
b. a deep-seated concern for an improved quality of life
among the rural masses
c. participatory power-sharing and decision-making in
self-induced development
d. integration of national and regional goals and
development efforts
e. building of self-reliant economy
f. modernization of international and trade relations

b. Markets and Beneficiary Analysis

 13

a. Clientele or Beneficiaries Profile like markets, size,

structure, location, socio-economic profiles, factors
influencing demand, market structure, conduct and
performance.
b. Industry or Market analysis like number, size and
output of firms; international factors, channels of
distribution, state of technology, labor factors, cost
structures, earning factors, market demand/ supply
characteristics, government policies, laws, controls,
etc.
c. Region or Community Analysis like physical
characteristics of area, demography, economic factors,
socio-cultural characteristics, educational factors,
structure of local government and political
administration, technical and environmental factors.
d. Comprehensive Analysis of Competition or
Collaborating Agencies
a) Size of market share
b) Size of resources
c) Organizational capability
d) Management systems
e) Attributes and strategies
f) Roles

This external environment analysis will help in the definition of

opportunities and risks that will confront the organization in its thrusts for the
future. These opportunities and risks will enable the entity to concentrate on
products and services within its interests and capability which are needed and
are responsive to the environment.

Opportunities may include the following:

a. New and distinctive products and services;
b. Different selling and physical distribution schemes;
c. New emerging markets, local and foreign;
d. More effective, efficient production systems;
e. More relevant intermediate technology;
f. Potential labor recruits and training needs;
g. Improved government assistance in priority areas;
h. Government infrastructure programs in your region;
i. Potential untapped raw materials in the region;
j. Incoming foreign investments or ventures in the industry;
k. Population growth rates;
l. Changing social and cultural tastes; and
m. Higher per capita incomes of families in region.

Risks or Threats that may be encountered may include:

a. Increasing government or foreign competition or monopoly;
b. Consistent weather and natural disasters;
c. Unstable peace and order situation;
d. Expensive representations with local political order;
e. Lack of cooperation from local elite landowners;
f. Competition from powerful alien middlemen;
g. Government sectoral policies, deregulation and/or privatization
moves;
 14

h. Lack of usable local labor;

i. Primitive physical distribution systems;
j. Lack of financial centers;
k. Changing market segments and clientele;
l. Better technology available elsewhere; and
m. Depleted natural and human resources.

2. Internal Resources Analysis

Internal resources analysis is intended to define the organizations
distinctive competence in the region and market. This may include the quantity
and quality of the product line; on the location of its factory to markets and raw
materials; the support of its financial resources; the marketing organization and
its promotions campaign among others. This internal resources analysis may
cover the following:

a. Market share of the organization and protected future status;

b. Marketing capability;
c. Production/technology state;
d. Organizational capability and structure;
e. Financial and other resources-planning and use; and
f. Management systems and performance.

3. Mission and Value Analysis

a. Needs and wants of clientele or beneficiaries
b. Values and sense of social responsibility of owners and
managers

4. Matching Process
The resulting decisions are tactical programs that now become
the basis for charting the future course of the organization in more
operational terms.

THE PROGRAM
The program is an intermediate-term action plan which breaks down a
comprehensive and long-range plan into a set of different single use sub-plans or
sector plans. A program is an intermediate, tactical decision consisting of cluster
of tactical projects.

Characteristics of programs:
1. Single-use and single-sector strategy;
2. Tactical;
3. Medium-term; and
4. Developmental in nature.

Programs comprise the operational components of long-range plan like

the following:

1. Regional development;
2. Industrial development;
 15

3. Agricultural development;
4. Marine life and fisheries development;
5. Land reform
6. Tourism development;
7. Educational reforms;
8. Health sector development;
9. Poverty alleviation;
10. Social development;
11. Administrative reforms; and
12. Foreign relation improvement.

Tactical or Development Planning

Programs are conceptualized and developed during tactical or

development planning. According to Franco (1997) programs cover a wider scope
of activities and broader range of goals than projects. Divisions or functional
units of an organization which make up the maintenance system manage the
programs.

Possible Areas of program planning:

1. Organizational Design
a. Selecting the basic structure best suited for implementing the chosen
strategy;
b. Identifying the key tasks to be performed per functional unit and the
kinds of decisions required;
c. Assign responsibility for the foregoing, together with suitable allocation
of authority; and
d. Provide for coordination of the activities that have been functionally
separated such as hierarchy of supervision, system of committees, and
the formation of project teams.

2. Information Systems
a. Designing and installation of information systems for coordinating
divided functions, supervisory tasks and feedback loop.
b. Augment the formal system with informal processes so as to avoid
unbalanced perceptions and blind spots.

3. Management Control Systems

a. Designing the system to facilitate management control tasks on goal-
setting; planning and budgeting performance measurements.
b. Augmenting the formal system based on quantitative measurements of
performance with processes for qualitative appraisal and social controls.
c. Establishing auditing programs.

4. Reward System
a. Adopt a comprehensive plan for compensation to cover base salary,
incentive compensation, and possible equity participation.
b. Provide specialized forms of recognition designed to reward unusual
accomplishments and to fit individual needs.
c. Putting in a system of rewards and penalties
 16

5. Staffing and Management Development

a. Establishing an effective system of executive recruitment
b. Assigning individual to essential tasks in accordance with the
knowledge and skills they possess or can develop
c. Providing for continuing training and educational programs for the
required technical and managerial skills

6. Leadership Issues
a. Providing the leadership necessary for the successful formulation and
implementation of strategy in various roles as charismatic leader,
organization leader, and architect of strategy.
b. Lead in building and maintaining an organizational climate conducive
to successful accomplishment of strategic purpose.

7. Resource Allocation
a. Generation and conservation of financial resources, and the proper
mechanism for its adequate accounting and monitoring
b. Acquisition and maintenance of physical resources of all kinds and
types as needed

THE PROJECT
Project is defined as a temporary process composed of a constantly
changing collection of technologies and operations involving the close
coordination of heterogeneous resources to produce one or few units of a unique
product or service.

The American Project Management Institute as cited by Franco (1997)

defines a project as any undertaking with a defined starting point and defined
objectives by which completion is identified.

A project is an undertaking that has a beginning and an end and is carried

out to meet defined goals and objectives within costs and schedule.

Summarily, a project can be described as an immediate, operational

decisions for given schedule, budget and objectives consisting of cluster of tasks.

Below is a list of programs categorized into major areas and

corresponding projects needed to accomplish the goals and objectives of these
programs.

Program Project
Health and Sanitation Program General Hospital
Irrigation System Program Casecnan Project
Traffic and Transportation Program LRT-Feeder Roads
Community Development Program Cooperatives
Family Planning Program Family Planning Project
 17

Characteristics of a Project

1. One-Shot - Each project is considered unique and separate from other

projects no matter how often the basic design is repeated. Every project
should be considered different from other projects because of the following
factors:

1. Environment
2. New Adaptation in Design
3. Composition of the Project Team
4. Type and Class of Materials to be Used and Parts
5. Skills Needed
6. Time Frame for its Completion
7. Costs to be Incurred

2. Time Limited Projects, just like tangible products or services offered have
a life cycle. A project begins, grows, matures and then dies. However,
sometimes projects no longer undergo this cycle because they are aborted.
But generally, projects should be dynamic and follow strictly a time frame.

3. Goal-Directed Projects are guided by goals and objectives set or

conceptualized during the planning stage.

4. Major Undertaking Projects activities are separate and distinct from the
ordinary or routine activities of the concerned entity.

5. Varied Skills/Multidisciplinary A project normally requires different skills.

Engineers, accountants, marketing specialists, etc. are all needed to comprise
the team of the project.

6. Varied Resources or Resource Mix Depending on the nature of the

project, different and various resources will be needed.

7. New Manager/Orientation - The modern project manager cares about

people, beneficiaries and participants. This is very important for the projects
sustainability.

Other Characteristics of a Project

1. Projects are non-traditional, innovative processes for development.

2. Projects are complex factors.
3. A project is a process of creating a specific result.
4. A project has a life cycle.
5. Projects need multi-disciplinary skills.
 18

THE ACTIVITY
The plans are sub-sectioned into programs, while programs are sub-
categorized into projects and finally projects are broken down into work plans or
activities.

An activity is a very short-term effort performed by one or several

members of a project team. This is short-term in nature. Most of the time it may
last only 6 months or shorter periods.

Below are examples of plans, programs, projects and workplans or

activities.

For a university or college

Plan 10-year Institutional Development Plan
Program 3-year Faculty Development Program
Project MBO Seminar plus other projects
Activity Selecting a lecturer and other key players for the
MBO seminar and other activities

For a business company

Plan 5-year Corporate Business plan
Program Senior Staff Development Program
Project Total Quality Management Workshop for Managers
Activity Selecting a lecturer and other personalities
for the TQM seminar

Summary

We now know that a plan is a cluster of programs grouped into different

categories. National, regional, provincial, city, municipal and other local plans are
composed of many programs. To complete the needs of the constituents the
plans should cover programs for different areas. However, these programs are
also a cluster of projects. No programs can be effectively and efficiently effected
if no projects were prepared for such. Likewise, these projects are broken down
into task activities grouped into elements. A task activity is a very short-term
effort performed by one or several members of a team.

For a clearer view of the differences of a plan, program, project and

workplan, I decided to show you a comparison of the four terms as shown below:
 19

Comparative Analysis of Planning Outputs

Time Span (Years)
Planning Result
Broad Operational Definition Governmen Private
or Output
t Sector Sector
Long-term, strategic decisions for future
Plan
action consisting of cluster of programs 10-25 5-10
Intermediate, tactical decisions
Program 5-10 3-5
consisting of cluster of projects
Immediate, operational decisions for 1-3
Project given schedule, budget and objectives or 1-2
consisting of cluster of tasks 3-5
Short-term decisions which with other
Task or Activity 1/2 to 1.5 Quarter to 1
tasks or activities make up a project

Evaluation

SAQ 2
Prepare your own matrix describing the differences of
plans, programs, projects and activity. Please see sample
matrix below.

Progra Project Activit

Area Plans
ms s y
Period
covered
Persons
involved
Budget
requiremen
t
 20

PROJECT LIFE CYCLE

Let us now study some project life cycle models given or prepared
by different persons and entities.

Rondinellis Project Planning and Management Cycle

1. Project identification and definition.
2. Project formulation, preparation, and feasibility analysis.
3. Project design.
4. Project appraisal.
5. Project selection, negotiation and approval.
6. Project activation and organization.
7. Project implementation and operation.
8. Project supervision, monitoring and control.
9. Project completion or termination.
10. Output diffusion and transition to normal administration.
11. Project evaluation.
12. Follow-up analysis and action.

Project Life Cycle from

University of California, Berkeley

1. Conception or identification
Preliminary screening, resulting in approval of money for a project
feasibility study.

2. Definition or analysis
Approval of money for a design study

3. Design and development stage

Approval of design, approval of loan, and go ahead for start of
construction

4. Implementation or construction stage

Start-up and full production

5. Operation and evaluation stage

Project Management Process World Bank

I. Planning
1. Define Project
2. Breakdown into Sub-projects
3. List Organizational Responsibilities for each sub-project
 21

4. Prepare a List of Activities

5. Estimate the Duration of Each Activity and Resources Required
6. Prepare Network Plan
7. Review by Management
8. Schedule Project from Network Plan
9. Decision by Management

II. Direction
10. Distribute Schedule and Executive Assignments
11. Coordination and Problem Solving

III. Control
12. Report Progress during Project Evaluation
13. Updated Project Network Plan
14. Distribute Revised Schedule and Executive Assignment

World Bank Model

1. Identification
2. Preparation
3. Appraisal
4. Negotiations
5. Implementation and Supervision
6. Evaluation

East-West Center
Project Cycle in terms of Project

Management Functions:
1. Project Identification and Definition
2. Project Formulation
3. Project Design, Project Appraisal
4. Project Selection, Negotiation, and Approval
5. Project Activation and Organization
6. Project Implementation, Coordination and Control
7. Project Termination and Output Diffusion
8. Project Evaluation and Follow-up Analysis

Project Life Cycle

Raymond Rodesenich of the Graduate School
of Management, Vanderbilt University

1. Identification of the Project Idea

2. Preliminary Study of the Idea
3. Feasibility Analyses
4. Detailed Technical Study; in which the planning logic goes into technical
details
 22

Development Academy of the Philippines describes project

management life cycle as follows:

1. Pre-Project Development, including the submission of key documents

such as the project concept paper; estimate of projected development
costs; report on market-testing of project concept; and plan for project
development.

2. Project Development, in which documents are prepared for

consideration of budget, schedule of activities, and output list and dates;
plans for project implementation; and the complete project proposal.

3. Project Implementation, in which documents deemed most important,

even as the project is being executed, are status reports, project outputs,
and disbursement reports.

4. Project Evaluation (post-mortem), in which the project status reports

and output are measured against the basic project proposal.

East-West Center (Goodman, Love, Bazani) have integrated the project life
cycle as follows:

1. Planning Appraisal and Design

a. Identification of the project
b. Feasibility analysis and appraisal of the project
c. Design of the project

2. Selection, Approval and Activation

a. Project selection and approval
b. Activating the project

3. Operation, Control and Handover

a. Project implementation
b. Project supervision and control
c. Project completion and handover

4. Evaluation and Refinement

a. Project evaluation
b. Refinement of policy planning

Melvin Silverman-Wiley and Sons

Project Management Life Cycle of a Project
1. Conception a general picture is formed about how to achieve a particular
goal.

2. Definition detailed preparation of everything needed to outline the how of

the system.

3. Acquisition covers all aspects of production and procurement.

 23

4. Operation the customer has possession of the product in sufficient

quantity to satisfy his immediate needs.

Russel D. Archibald
Managing High-Technology Programs and Projects

1. Concept
a. pre-proposal
b. identification of opportunity
c. decision to bid
d. establishing basic feasibility

2. Definition
a. preparing proposal
b. preparing new product proposal, product plan, review and approval
sheet
c. R&D case
d. Project appropriation request, investment analysis, budget preparation

3. Design
a. engineering design, design production service
b. build and test prototype, conduct studies, design and analysis work
c. process design, engineering for construction, equipment design and/or
specification
d. systems analysis and detailed design

4. Development
a. procure materials
b. fabricate, assemble, install, and test design production article
c. build and test tooling
d. produce initial production articles
e. conduct pilot tests
f. analyze and document results
g. procure equipment, construct civil works, install and check out
equipment
h. system coding, compiling, testing and documentation

5. Application
a. concentration and acceptance testing
b. distribute and sell product
c. verify performance
d. conduct full-scale tests
e. start-up and commission operating facility
f. install and test system under production conditions

6. Post Completion
a. creation of new projects for follow-up contracts
b. final evaluation report to compare results with project appropriation
request
 24

UNIDO Model of Project Development Cycle

1. Pre-investment
a. Identification of investment opportunities
b. Preliminary inspection pre-feasibility
c. Project formulation
d. Evaluation and decision

2. Investment
a. Negotiation and contract
b. Project design
c. Construction
d. Start with

3. Operational Stage

ITERATIVE PROCESS OF LONG-RANGE PLANNING

WITH SPECIFIC DEVELOPMENT OF PROJECTS

1. Assessment of Development Needs; National, Sectoral, Regional, or

Institutional

National Planning or Corporate Planning

a. Goals and Policies
b. Analysis of sectors and regions
c. Analysis of institutional resources and capabilities

Programming
a. Alternative strategies to achieve plan goals
b. Breakdown of plan into program
c. Alternative projects per program

2. Project Selection and Development

Project Planning
a. Selecting the project among alternatives
b. Concept paper or pre-feasibility study
c. Detailed project feasibility study

3. Project Implementation
Implementation
a. Project activation and organization
b. Implementation, monitoring, controlling
4. Project Termination and Evaluation

5. Project Recycling
 25

Recycling and Replanning

a. Recycling through diffusion of lessons, output, benefits, etc.
b. Replanning of project for duplication or institutionalization process,
or abort

Project Cycle
1. Project Selection, Development and Appraisal

a. Selection
Conceiving/identifying alternative project ideas from among
priority programs and plans of the sector, region, or institution involved.

Preliminary studies such as the concept paper or the pre-feasibility

study are initial project designs to avoid wastage in manhours or studies
prior to going into detailed project designs.

b. Development
The detailed feasibility study is prepared which includes the
following factors:
1. economic / marketing
2. engineering / technical
3. organization and management / personnel
4. legal
5. financial
6. social benefit

c. Appraisal
Top management or authorities will appraise the feasibility study
for financing
1. Approval of project after negotiations and revisions
2. Project authorization to proceed
3. Submission of all documentation requirements and budget
release arrangements

2. Project Implementation

a. Activation of the project through selection/recruitment of project manager

and project staff and pertinent functional specialists.
b. Determining organizations for project e.g., projectized matrix
organization, or mix; finalizing all work plans; and completion of project
designs, detailed architectural/engineering plans.
c. Directing implementation of project through actions steps, coordination,
communications, monitoring, and control
3. Project Termination and Evaluation

4. Project Recycling
 26

a. Diffusion of lessons or output or services generated, as documented in a

case report, or executive summary, or applied study format or through
extension of pilot or experiment
b. Replanning of project if it is to be duplicated elsewhere or institutionalized

Project Management Cycle Applied to Education

by Dennis Cook

A. Planning Elements

1. Project definition to include statements of objectives; performance indicators;

and work breakdown structure.
2. Workflow to include activities; events which are major activities; milestones
which are major events; interfaces.
3. Time estimation.
4. Scheduling and resource allocation including criteria for scheduling; resource
requirements.
5. Cost estimation and budget including costs of work package; total budget.

B. Control Elements

1. Reports to Management covering various items; identification of problems;

and recommended solutions.
2. Management Action covering decisions on objectives, solutions, and final
action.
3. Implementation of Action covering plan modifications; communication of
changes and data revisions.

A Pragmatic Model
A. Project Selection and Development

1. Project identification.
2. Project selection and feasibility studies.
3. Project appraisal prior to implementation.
4. Loans negotiation and approval.

B. Project Implementation

1. Detailed Work Plans or Project Designs including work flows; time

estimations; resource allocation; budgeting.
2. Formation of project team including choice of project manager; design of
project organization; specification of key results.
3. Use of tools and techniques for coordination, communications, monitoring,
controlling, problem-solving and decision-making throughout the process of
implementation.
 27

C. Project Termination and Evaluation

1. Phase-out of project.
2. Project evaluation.

D. Project Recycling

1. Dissemination of lessons and experiences arising from the project.

2. Project replanning if necessary for a new round or cycle.

Evaluation

SAQ 3
Develop a project cycle based on the different
models presented to you.

PROJECT DEVELOPMENT
 28

Project development will necessitate the preparation of a detailed fully-

costed project plans and schedules. But before this major activity will be done
there are pre-development processes or steps that should be done first.

Pre-development activities involved are as follows:

1. Participation Analysis and Project Identification

The process involves data gathering. Inputs from target beneficiaries,

public and private sector groups, project staff and other related or interested
groups are necessary. Different sources of ideas will be searched and a set of
criteria will be set to help in decision making regarding prioritization of projects
for a program.

Project identification is a process that sets up a decision criteria which

takes into accounts various needs of the country and the target beneficiaries; the
preconditions to project development; and governing policies which define the
parameters of the project.

2. Problem and Opportunity Identification

Opportunity studies identify investment opportunities or project ideas like

the following:

1. Natural resources with potential for processing and manufacture such

as timber for wood-based industries.
2. Existing agricultural patterns that could trigger agro-based industries.
3. Future demand for certain consumer goods such as synthetic fabrics
or appliances.
4. Imports to encourage import-substitution.
5. Manufacturing sectors that are successful in other countries with
similar characteristics.
6. Possible linkages with other industries.
7. Extension of existing manufacturing lines by backward or forward
integration.
8. Diversification such as pharmaceutical industry for a petrochemical
complex.
9. General investment climate and industrial policies.
10. Cost and availability of production factors.
11. Export items.
12. Small- and medium-scale industries and mini-industrial estates.
13. Labor-intensive industries in rural areas.

Opportunity studies may be grouped into two major categories:

1. General Opportunity Studies These may include:

1. Area Studies such as a backward region or an administrative

province or a hinterland.
2. Subsectoral Studies with Emphasis on Service Industries such as
building materials or food processing
3. Resource-Based Studies like opportunities based on the utilization
of a natural, agricultural or industrial produce such as forest-based
industries, downstream petrochemical industries and metal
working industries.
 29

2. Specific Opportunity Studies The project idea is transformed into

detailed investment proposition. It should not involve heavy or
substantial costs in its preparation.

1. Pre-feasibility Study This is the intermediate stage between a

project opportunity study and a full-blown feasibility study.

2. Support studies like:

a. Market studies
b. Raw materials and input studies
c. Laboratory and pilot plant tests
d. Location studies
e. Studies on economies of scale in choosing technology
alternative
f. Equipment selection studies

3. Project Definition

This is specifying in particular the concrete commodity or service that will

be produced and marketed which will fulfill a need or get a positive response
from customers or beneficiaries.

The following activities will help:

1. Analyze Imports Quantities and Prices
2. Inventory Local Materials and Resources
3. Study Local Skills
4. Review possibilities of Appropriate Technology
5. Pursue Ideas from All Sources
6. Creative, Informal and Intuitive Searches

4. Screening

Screening Business Opportunities

Factors to be considered in screening many ideas:
1. Control by a small group
2. Project cost and fund sourcing
3. Marketability of products/services
4. Political priority
5. Qualified project manager

Types of Project Selection Models

Jack Meredith and Samuel Mantel as cited by Franco (1997) gave the
following models:
1. Non-numeric models
1) Sacred Cow
2) Operating Necessity
3) Competitive Necessity
2. Numeric Models
1) Profit/Profitability
2) Other Methods
3. Risk Analysis
 30

5. Finalization of the project concept

Project concept or preliminary design is the technical details of a project
idea. Formats will vary according to the agency that will review the preliminary
design.

The elements of the project concept are:

1. Project Objectives
2. Project Summary this includes the following:
1. Overview of objectives
2. Major activities
3. Budget summary
4. Project organization and timetable

3. Technical Factors items included are:

1. Preliminary field surveys
2. Architectural perspectives
3. Similar tentative designs

4. Management Plans such as the following:

1. Construction
2. Equipment purchase and installation
3. Employee hiring
4. Team organization and training, including mobilization of foreign
consultants
5. Criteria for bidding
6. Criteria for evaluating bids
7. Contract and subcontract procedures
8. Role of all participating agencies and team personnel
9. Procedures for recruiting, hiring and payment of wages and
salaries
10. Materials procurement
11. Production
12. Costing
13. Selling and marketing
14. Loan repayments

To finalize the project concept or preliminary design the following are

addressed:

1. Issues
2. Objectives and outputs
3. Scope and coverage
4. Main components
5. Preliminary ideas about institutional arrangements for
implementation
6. Timetable
7. Proposed budget cost
8. Action steps

Evaluation
SAQ 4
Describe your role as an actual participant in
program/project development.
 31

What is program development process?

Operationally, program development is a process undertaken by a group
of people in order to achieve predetermined objectives and goals. As a process,
it has several steps or phases which in some cases overlap or can be modified
according to existing situation. The process can be described in Figure 2.

1 2 3
Area Situation Organization of Program
Analysis Planning Teams Planning Process

6
Program Monitoring and Documentation

Program Program Program Approval

Goals Evaluation Implementation & Funding
7 5 4

Figure 2. Program development process

(Revised cycle adapted from FAO Manual)

1. Situation Analysis

In program development, definitely there is an existing area where the

program is intended. Therefore, at the very start of conceptualizing anything
for development the target area is already identified. It is very difficult and
superficial of thinking programs without knowing where it will be
implemented or directed. It is therefore basic that the target place be
identified before any action shall be undertaken.

Sa palagay ninyo, maaari ba tayong gumawa ng programa ng

hindi pa alam ang lugar o tao na makikinabang nito?

Look before you leap is a famous saying we can follow in developing a

program in any target area. Situation analysis is an activity of carefully and
critically examining in detail the conditions, character and quality of the
totality of an area. This includes human, physical, natural and institutional
resources. It tries to determine why something has happened or maybe
expected to happen. It attempts to find out the special features or elements
in the area in order to have a better understanding. There are so many tools
or ways to do situation analysis. The components or factors to be analyzed
are:

a) historical
b) geographic
c) economic
 32

d) social
e) cultural
f) political
g) environmental
h) infrastructure
i) institutional
j) financial

Other categories of factors/data may be used for analysis. Method of

data analysis may vary according to purpose. Descriptive statistics maybe
used, however, other complex data analysis procedures can be done
depending on the depth of data needed and capabilities of people doing data
analysis.

2. Organization of Planning Teams

Who will be the right persons to make/develop the program plan or

proposal? This is the next question that should be asked. Basically, anybody
who has the capability and interest can make a program if it is for the good of
the target group. There are reasons for every answer.

If we start below or from the smallest political group, that is, at the
barangay level, we always taught that core groups or sectors can make a
program proposal. The Barangay Development Council (BDC) as the planning
and implementing body are mandated to identify and make programs for the
villages.

At the municipal level, the Municipal Development Council (MDC)

should consolidate all barangay programs and plans in order to make a long-
range or short-range medium term development plan.

At the provincial level, the same procedure may happen. All municipal
development plans (MDPs) are put together to make a provincial
development plans (PDPs).
However, it must be remembered that national plans are first laid out
looking at national visions. Looking down below, we have to break these
plans from the top (national) down to the region, province, town and
barangay levels.

It is very ideal that whoever develops the program, he/she must be

the same person who implement and evaluate it. Barangay planners,
municipal planners, or agency planners must be identified. They must be
recognized, authorized, and known by people. Planners of programs
must possess CHICKS.
C ommitment to start and complete the tasks
H onesty in formulating programs according to needs of people
I ntelligence to design programs
C harisma to source out funds
K nowledge in planning process; and strong desire for
S ervice to humanity
 33

At the barangay/village level, common criteria used to select

barangay planners are:
A ability to identify programs needed by the people
W willingness to participate in planning
I interest for community development
T time to work with others

3. Program Planning Process

Planning, as a process, has different steps. It can be simple to

complex process. It can be short duration or long duration. In short, the
process can be:

a) Identifying target area and people

b) Problem identification and prioritization
c) Objective formulation
d) Actions/Programs to be undertaken
e) Approach and strategies of implementation
f) Identifying responsible person
g) Estimating budget requirement and identifying fund source

If we are specifically talking of rural development planning,

approaches may vary. Planning can be participatory, integrated, sectoral,
consultative, democratic or directive. It can also be top-level, middle level
and low level planning. It can also be: national, regional, provincial,
municipal and barangay level.

The process of planning maybe the same, but the tools and strategies
to be used in each step may also vary.

We have been discussing so many things already. Try to answer the

following questions:

Evaluation
SAQ 5
Instruction: Enumerate/list the answers to the following
questions.
1. What are the different steps/phases of program development
process?
2. If you will perform situation analyses, what are the factors you
will look into?
3. What are the characteristics that must be possessed by
program planners?
 34

A program proposal may have the following parts:

I. BASIC INFORMATION

1. Program Title

Suitable title that will convey the meaning and purpose of the
program.

2. Proponent and Address

Organization or group of people or individual person responsible in

implementing the program including mailing address, telephone
number, fax number and e-mail.

3. Location/Coverage

Propose area or specific place where the program will be

implemented.

4. Target Beneficiaries

This refers to the number of people who will directly or indirectly

benefit from the program.

5. Total Budgetary Requirement

Total amount needed by the program for personnel, maintenance

and operation, capital outlay and vehicle needed.
II. PROGRAM PROPER

Problem Statement/Rationale

Present problems and needs which should be resolved by the

program. Cite specific, current figures/data that will support the
problems identified.

Program Description

What the program intends to do

Activities and projects to be undertaken and how to carry out
the program
Expected outcome of the program

Program Goals, Components and Objectives

Goals

Refer to the overall general objective of the program. This is the

ultimate end to which the program is directed.

Components and Objectives

 35

This section presents the different sub-program or projects

identified in the program. The specific objectives of each project
are formulated following the brief description of the project.

Performance Indicator

Data and information necessary to measure the level of success

(per period of time) of attaining the goals of the program and
objectives of the project.

Program Management Structure

This refers to the organizational structure of the program on how

the program shall be managed and operationalized showing the
positions/people needed to implement the program.

Program Strategies/Major Activities

This refers to general procedures, activities or planned process of

implementation to be carried out to attain goals and objectives
set. Detailed program of work is also attached based on major
activities.

Program Cost

All costs to be incurred to start and complete the project citing the
village/agency/community equity in program operationalization.
Detailed list of expenditures are also submitted.

4. Program Approval and Funding

Rural development programs are conceptualized and prepared by a group

of people mandated and tasked to do so. The preparation and planning
phase takes many forms and consume a lot of time. The speed of planning
depends on several factors. In the same manner, after a tedious work of
program preparation the program proposal will pass several screening and
approving bodies before it reaches the final funding body.

For example at the barangay level, the committee or sectoral team

prepares a program in agriculture and irrigation development. This program
proposal was duly discussed and analyzed before it is put into its final form.
This will be submitted to the Barangay Development Council for approval and
endorsement to the Barangay Council (BC). The BC prepares a resolution
approving and endorsing the program proposal to the Municipal Development
Council for possible funding or the Office of Congressman or appropriate
government agency like Department of Agriculture, etc. or Office of the
Governor and maybe submitted to foreign donors or funding agencies.

Core/Sectoral Submitted to the Submitted to the

Team prepares the Barangay Barangay
program proposal approve Development Council approve Council
 36

Submitted to the Submitted to the Office of

Municipal Municipal Devt. the
approve
Council Council Governor

Office of
approve Foreign Donors/
the
Congressman Funding
Appropriate Provl/ Agencies
Regl/National/Govt
Offices

Figure 2. Diagram showing the approval of proposals and

sources of funds.

In some cases, program proposals at the grassroots level like rural-based

organizations/farmers-cooperatives can submit programs direct to possible
funding source which is happening in many occasions.

Bureau of Soils
and Water Barangay A
Management Program Proposal on
Development Program

Department
of Agriculture

NGO
International PRRM
Agencies

National
Irrigation
Administration NGO
Gratia Plena
Office of the
Governor

Figure 3. Diagram showing the direct submission to possible

funding source
 37

Some observations why some program proposals are approved and

allocated adequate funding:

a. Program proposals strictly follow required format given by funding

agency or fill-up required forms and with complete endorsements and
other requirements. Example of requirements are:

registration of organization to the SEC

constitution and by-laws
curriculum vitae of implementors
facilities
financial status/equity
survey data
maps

b. Program proposals are within the mandate or priority areas for funding
of the agency. You might be barking on the wrong tree. Priority
programs or agency thrusts must be known so that proposals do not
go in the waste basket.

c. Program proposals will benefit a large number of people. Funding

source always look at the benefit-cost analysis of the proposals. What
is the multiplier effect of the project? How many are the direct and
indirect benefits of the program/projects?

d. Program proposal implementors are credible or possess good track

record. Approving agency usually conduct background investigation
on the proponent agency/organization. Evaluating teams are sent to
validate, verify and check the area and people where programs are
proposed.

e. Program proponents if possible must submit proposals personally or

must have time to visit people/offices who will screen and evaluate
proposals in order to explain and convince the urgency of the
program. There is no substitute for personal touch or interpersonal
relations.

f. Program proposals are well-prepared and well-written with high degree

of technical and social relevance. Good English, good grammar and
acceptable packaging are added factors.

g. Follow-up submitted proposals to check whether the right person

received your proposals on time. Always have extra copy for re-
submission if necessary.

I know you may add some more tips in submitting proposals.

Please share them with us, they may be helpful!

5. Program Implementation

This is the action phase of the program development cycle. It has been
observed that program proposals, from the time of conducting situation analysis,
organizing planning teams, doing the planning process, submitting proposals for
 38

approval and funding, takes a long time. It may be three months, six months,
one, two, or three years or even more or never. The preparation phase is very
long but once approved all the pains are removed.

As a rule of thumb, the program proposal, with all its revisions/corrections

or modifications by the evaluating and funding agency or body, is the guide or
bible that must be followed in program implementation.

Some requirements/requisites to ensure success in program

implementation are:

a. Funds are already available and transferred to proper

custodian/authorities.

b. Program/project implementors are existent either volunteer, hired and

were properly oriented and trained on the operational aspects of the
program.

c. Program approaches/activities to be undertaken are clear and specific

time frame are finalized/revised based on fund releases, available
manpower, materials, supplies, weather and peace and order conditions.

d. Outputs are clear and responsibilities are delineated.

e. Schedule of monitoring and documentation are set or installed.

f. Proper communication to LGUs and IEC to concerned groups/affected

beneficiaries is a must.
Are you aware of the various approaches used in implementing RD
programs? If no, here are some popular approaches which have observed
to yield positive results.

Approaches in Rural Development

As we implement programs/projects in rural development, you might be

asking what are some of the approaches that can be tried? Here are some of the
approaches and its brief discussion. The procedures on how to implement the
approach are not presented but the essence of the approach is discussed below.

a. Integrated Development Approach

This is an approach wherein several offices/agencies whether

public or private through their personnel agree and work together to help
develop a particular area.

Working together in partnership with the rural people may mean

sharing of funds for program/project implementation, pooling of resources
like manpower, physical and material resources, synchronization of
efforts, recognition of each office expertise and capabilities and other
relevant activities toward achievement of a common goal.

This approach requires a written memorandum of agreement

(MOA) between and among involved agencies to specify each agency
 39

responsibility, roles/functions, area of assignments, and other

program/project counterparts.

A workplan is prepared by a working team or action committee

from planning, implementing, monitoring and evaluating phases.

C. Target Areas

Barangay 1 Barangay 3 Barangay 5

Barangay 2 Barangay 4 Barangay n

Municipal Technical
Memorandum
Action Committee/
of Agreement
Implementing Committee
 40

CLSU RD Agencies
BIDANI MBO

DAR- MNAO
MARO
DA- DSWD- DOH-
MAO MSWD RHO

Figure 1. Diagram showing the integration of several offices/agencies

b. Participatory Approach

This approach has been subject to so many interpretations.

Participatory approach connotes peoples participation among farmers,
women, youth, and other sectors in designing and implementing
development projects that will benefit them and other members of the
community. Participation in program/project management starts from
pre-planning, planning proper, implementation, monitoring,
documentation and evaluation phases.

Participation can be direct or indirect. This can be through proper

representation of group ideas. Public consultation or public hearing is
conducted. In some barangays, local leaders are grouped into core
groups or committees to spearhead planning, implementation, monitoring
and evaluation of projects. Each committee may also be responsible for
the groundworking or people mobilization and also fund sourcing.

Why use participatory approach if there are other approaches

other than it? This approach is in accordance with the democratic process
wherein the beneficiaries of a project/program are involved in the whole
process. This approach may result to some positive actions like:

a. Successful implementation
b. Projects are designed and selected according to their needs
c. Capabilities are developed particularly in project management
d. Projects are owned by the people, instead of the government
e. People are willing to provide counterparts or device strategies
to solve current realities
f. Priority issues and its causal problems are immediately
addressed
g. Team building and community concern are encouraged
h. Workplans are realistic, achievable and implemented on time
i. People empowerment is the end-result of people participation
 41

MANAGEMENT

P P
A Pre-Planning
R R
T Planning
I O
C Implementation
I J
P Monitoring
A E
T Documentation
I C
O Evaluation
N T

Figure 2. Peoples participation in all phases of project/program

management

c. Holistic Approach

Holistic comes from the word whole which may imply total
community or total area development. Holistic approach takes into
consideration all areas of concern like economic, social, cultural, and
political aspects of human lives. These include infrastructure as well as
social structure development.

The areas of development are identified, selected and prioritized

according to resources available. However, the ultimate goal is total
human and total community development desired by the people
themselves or desired by government or outside sector.

Specifically, the areas of development can be food production,

education, technology transfer, health, nutrition, sports development,
spiritual development, population, environment, local administration and
infrastructure development.

Holistic approach may mean development of all sectors, like

farmers, entrepreneurs, employees, women, in-school and out-of-school
youths, service sectors, marginal groups, disabled in all locations whether
 42

upland, lowland, coastal, industrial, others. This covers all ethnic groups
in a community regardless of color, beliefs and economic conditions.

d. Bottom-up Planning

The traditional way of planning is top-bottom planning wherein

officials of government plan, design, implement and evaluate programs
and projects from the national to the region, provincial, town and
barangay level. Programs and projects or development plans are the sole
responsibility of people in government. There were so many bad
experiences in the past that projects were mandated, directed, without
considering peoples desires, needs and problems.

Development becomes the sole responsibility of the government

and the people just wait. The bottom-up planning initiates a democratic
way of living wherein people are involved in decision-making, selecting
alternative courses of action and encouraging participation and total
commitment to the project or any activity. The people in the community
become responsible of their roles in development and designing the
future according to what they want. The desire for change comes from
within the person, within the family, within the community/country as a
whole.

This approach may require outside interventions so that people will

be educated/trained to perform bottom-up development planning.

e. LGU-led Development Approach

The local government units start from the barangay (barangay

council), municipal (municipal council), and provincial (provincial council)
level. The LGUs are the people in governance who direct, manage and
supervise the affairs of the communities they cover. In reality, they are
the units who are directly responsible in directing and designing the
development scenario with national government, non-government
organization and private sectors support.

Municipal Council

Municipal
Development Council INTEGRATED/
SECTORAL PLANS
for approval by
Barangay Council Different councils

Barangay
Development Council
 43

CORE P LA N S

Core Core Core Core Core

groups groups groups groups groups

Figure 3. Process flow of bottom-up planning

In this context, the barangay/municipal/provincial development councils

as the planning, implementing, monitoring and evaluating bodies are
mandated to spearhead all development efforts with the full participation of
recognized barangay, municipal, provincial planning representatives. All
development programs must be in accordance with the attainment of goals
contributing to the mission and vision of the community or area. All
development councils must be functional, active and committed in the
performance of their tasks. Unity, solidarity and team work must be
observed and developed.

This approach requires a total development orientation and education to

people in government. The Local Government Code requires new breeds of
government officials who can spearhead development planning and
implementation in rural areas.

6. Program Monitoring

When programs are already operational, workplans are prepared before

hand would serve as the compass in its effective and efficient
implementation. Good management is anchored on good decision-making.
Good decision-making relies heavily on updated and correct data. Monitoring
and evaluation (M & E) are always parts of the whole program development
cycle but usually ignored and given less importance.

What is monitoring? What are the key elements of program/project

monitoring? What are the key concerns addressed by monitoring?

How about you, have you done any monitoring activity? How did you do
it?

Monitoring (PRISP Manual 1998) . . .

is the routine gathering and reporting of performance data (both input

and output) against measures of expected output. The analysis of these
data may lead to administrative action, re-planning the activity or
orienting it towards the achievement of its output targets. It involves
both the provision and use of information that would enable
 44

management to assess progress and to take timely decisions to ensure

that progress is maintained according to schedule.

refers to the process of regularly checking the status of a program by

comparing actual implementation activities against workplan including
whether the activities are being completed as planned, whether they
are being conducted within the time frame specified, whether the
budget is being spent according to plan, whether any changes are
needed in the management/implementation of activities, and whether
the workplan should be modified.

What are the key elements of program/project monitoring?

1. Measuring physical progress of a program/project against plans and

work schedules.

2. Measuring financial progress of a program/project against projected

cash flows and budget allocations.

3. Identifying problems at the project level, thus permitting corrective

action to be taken.

4. Making comparative analyses, both for financial and physical

information, for similar type of project under execution

What are the key concerns addressed by monitoring?

1. Whether or not the project/program is reaching the intended target

population (project/program coverage)
2. Whether or not the delivery of resources and services is consistent
with what the program/project is intended (program/project process)

If you will be assigned to do monitoring and evaluation activities,

what are the factors/guides that you will take into consideration?

Guides for Establishing M & E System (PRISP Manual, 1998)

1. What should be measured/monitored?

It is necessary to base the M & E design on the program/project design

so that there will be an agreement among the various actors about the
crucial issues in the project that should be monitored/measured. In technical
terms, these are the parameters, variables, indicators, process that are
specified and are measurable.

2. For whom it should be measured?

It is crucial that the users of the results of M & E, and particularly

evaluation are identified and agreed upon to ensure that the evaluation
 45

correspond to the users needs and perception and thus will be used
appropriately.

3. For what it should be measured?

It is necessary to know the use that will be made of the information

collected to determine the necessary sensitivity of the measures and the
degree of accuracy needed.

4. How it should be measured?

It is necessary that there is a consensus between project management

and monitors/evaluators whether a proposed measure really indicates a
change in the desired direction.

5. How the data should be collected?

It is necessary to achieve agreements in advance with the users that

the achieved accuracy of information will be adequate for them.

6. When and in what form information is needed?

To ensure that information is available when needed, it should be

foreseen in advance, and it should be in concise form accessible to a busy
policy maker.

7. Who collects, analyzes and presents the information?

It is necessary to agree on these matters so as to pinpoint

responsibilities and to provide enough time and resources for an adequate M
& E effort. It will be advisable to create a M & E team that is not involved
directly in the project implementation.

Evaluation

SAQ 6
1. What are some requisites to ensure success in program
implementation?
2. What are the common parts of a program proposal?
3. What are some of the approaches in rural development?
4. If you will be conducting monitoring and evaluation, what are
the questions to be answered?
 46

7. Program Evaluation

Evaluation is a word that is accompanied with fear or anxiety to the

person being evaluated. Many of us work very hard but when evaluation
comes that jittery feeling can not be removed particularly if it is surprise or
unannounced visit. What is this activity that we fear and sometimes not
given much attention in terms of budget, personnel and time.

What is Evaluation?

Evaluation of program/project is an activity done intentionally or

unintentionally by a person, an office or a group of people for specific and
clear reasons. Its nature and scope can be casual, informal or highly formal.
It is a serious process of assessing what we have done based on what has
been planned. This is the very reason why they always say that planning and
evaluation are the siamese twins in development process.

Evaluation is . . .

a directed at measuring progress toward the achievement of program

objectives and the impact of the program whether the intended long-
term changes have occurred. This includes measuring the extent to
which the changes that have occurred are attributable to your
programs activities (PRISP Manual, 1998);
is a process of determining effectiveness and efficiency of
programs/projects;
is a process by which program inputs, process and outputs are
described, analyzed and judged against standards or plans set;
is a process to measure/assess performance based on agreed
indicators; it may present intentional and unintentional outcomes or
direct or indirect results.

Reasons for Evaluation

If evaluation is the siamese twin of planning, it must be a major activity

that must be given serious attention. Everybody in the system must be aware
why are we doing this thing? Eh ano nga ba ang mga kadahilanan? These are
some of the reasons:

a) Evaluation measures quantity and quality of work outputs in a given period of

time.
b) Evaluation presents bases for improvement of work outputs and performance
of implementors.
c) Evaluation provides data and information as justification for release of funds.
d) Evaluation aims for improvement of the organizational directions,
approaches/technology, peoples performance, structure and managerial
process and outputs in general.
e) Evaluation serves as bases for hiring, promotion, and termination of people in
the organization.

Who will conduct the evaluation?

This is very crucial in any organization. It has always been said that there
is no such thing as perfect evaluation. Do you agree with this statement? Lagi
nga bang may bias ang mga evaluators? They say that evaluation instruments
 47

or tools may be the best but evaluators are not. These are people with feelings
and varied perceptions.

Evaluation can be done by different groups or individuals. Hence, it can

be done by an internal or external group.

Internal evaluation. This is an evaluation activity done by people

within the organization or within the community. They maybe the top level
managers, middle level managers, or the field level/low level rank and file staff.
In RD, they may be the beneficiaries of programs/projects, barangay leaders,
GO/NGO project implementors.

Internal evaluation can be described as self- or agency-evaluation which

require a high degree of honesty, seriousness and commitment.

External evaluation. This is done by people/groups/agencies outside

the program implementors or program beneficiaries. The program/project
document usually serves as the bases for evaluation. Insiders from top, middle
and low level staff of program implementors may provide the needed information
but it is the external evaluators who do the analysis and interpretations based on
the eyes of an outsider.

Evaluation can be holistic, sectoral and multi-level. An evaluator can

assess the different components of the whole system. It can be:

situation/status of the project site

projects/interventions
process/approaches used
project inputs manpower, budget, facilities, etc.
project outputs efficiency, effectiveness
linkages/coordination
indirect results
project impacts
48