Program Management is an important step in Social Development. There are variety of uses of the term "program" in organizations. In general use, a program is a collection of organizational resources that is geared to accomplish a certain major goal or set of goals. This definition of a program is similar to that of an organization and a system. A program is also an organization and a system. It is created for a purpose for a time period. Program is a time bound set of activities having larger scope than a project. Otherwise the steps of Program Management is similar to that of Project Management.Program Management, Planning, Health, Situation Analysis, LFA, Programming, Evaluation, Monitoring

Kannan, Srinivasan

English

Research Papers in Economics

Program Management for Social Development 
 
Dr. Kannan Srinivasan  
Associate Professor  
Achutha Menon Centre for Health Science Studies  
Sree Chitra Tirunal Institute for Medical Sciences and Technology  
Thiruvanthapuram 
 
 
Program Management 
Program Management is an important step in Social Development. There are variety of uses of 
the term "program" in organizations.  In general use, a program is a collection of organizational 
resources that is geared to accomplish a certain major goal or set of goals. This definition of a 
program is similar to that of an organization and a system. A program is also an organization and 
a system. It is created for a purpose for a time period. Program is a time bound set of activities 
having larger scope than a project. Otherwise the steps of Program Management is similar to that 
of Project Management. 
Planning 
Planning is an important thing performed before any program. In national level planning is an 
effort to allocate resources for the Goal spelt out by the government. Countries like India have an 
experience of Five Year Plans for more than 50 years. Later the developed countries followed 
this model. In program management the first step is planning. This will help the public authority 
to prioritise the allocation for different sectors. This is also applicable within a sector. Planning is 
an exercise which is done after the governments set their goal based on the vision the country 
has. Generally these are set based on the long term requirement of the nation. Planning being a 
long term effort it is important to foresee the long term goals of a nation. The following chart 
shows  the  different  levels  of  planning  process.  It  starts  with  the  vision  and  mission  of  the 
country, followed by the goals, objectives, programs, projects, and they are broken down to 
different tasks. 
Figure 1 Levels of planning process 
    
According  to  Green  in  planning  there  are  different  approaches.  One  approach  is  called 
comprehensive rationalism. According to Green, the comprehensive rationalism, first one has to 
analyse the situation, followed by the where does a country want the planning to happen, then 
followed by the analysis of possible alternatives, selection of best alternatives and acting on 
them. Following figure explains the comprehensive rationalism.  
 
Comprehensive rationalism 
 
Figure 2. Steps in rational planning  
 
 
Source:  Green,  Andrew,  An  introduction  to  Health  Planning  for  developing  health  systems, 
Third Edition, Oxford University Press, 2007 
 
 
 
 
 
 
 
 
 
 
 
 
 
 The second approach is called mixed scanning cycle. As per this, the analysis of the situation 
follows the where a country wants to go, followed by the priority areas, the possible alternatives, 
selecting best alternatives and taking the action. This is given in Figure 3. 
 
Figure 3 Mixed Scanning cycle 
 
 
Source: Green, Andrew, An introduction to Health Planning for developing health systems, 
Third Edition, Oxford University Press, 2007 
 
 
There are also other models such as Managerial Process for National Health Development WHO 
which gives a comprehensive picture of health planning. Figure 4 gives the details of this model.  
 
 
 
 
 
 
 Figure 4 Managerial Process for National Health Development WHO 
 
 
 
 
Source: Managerial Process for National Health Development Guiding Principles for use in 
support of strategies for health for all by the year 2000,  WHO 1981, accessed from 
http://whqlibdoc.who.int/publications/9241800054.pdf 
 
From the above we can arrive a single model for planning. Planning spiral is a standard model 
followed by experts for planning in development sector. Figure 5 presents the steps in planning 
under planning spiral. According to this the first step in planning is Situation Analysis, followed 
by  Priority, goal, and objective setting, followed by option appraisal, then by programming, 
then followed by implementation and monitoring and finally evaluation. Each one of them are 
discussed in detail in the following sections.  
  
Figure 5 Planning Spiral 
 
                          
Source: Green, Andrew, An introduction to Health Planning for developing health systems, 
Third Edition, Oxford University Press, 2007 
 
 
Situational analysis 
Situation analysis is the first step in planning. In this step we study the current projected situation 
such as demographic pattern, future  development needs, identification of the socio-economy 
and  provision  of  other  sectors,  infrastructure  of  the  development  sector  and  the  pattern  of 
services  provided  such  as  facilities,  utilization,  organisational  structure,  interrelationships, 
current and future resources of the  sector-financial and real resources- personnel, equipment, 
buildings and the Environment including political, socio-cultural and economic environment are 
studied. The sectors other than the selected sectors are important because they may have an 
impact on the current program. For an example, in health the provision of drinking water and 
draining facilities will have direct impact on a program related to water born diseases.  
 
Priority Setting 
The second step in planning is the priority setting based on the situational analysis. In this step 
the planners determine, the goals and targets of a nation or a program. In this step the following 
questions will be asked.    What a program wants to achieve ? 
  Whether the program is influenced by the situational analysis, development needs such 
education and health needs ? 
  Whether the program is influenced by the broad policy objectives of the organization or 
state?  
  Whether priorities are feasible within politico-social climate and within the context of 
available resources?  
  Whether the clear criteria for the selection of priority problems needed?  
  Whether the proposed program is Politically feasible? 
 
Rationale for planning 
Planning is inevitable because there is a shortfall in available resources and all of them  have 
competing utilities. For an example, in health program, if I allocate a physician for a specific 
program he may have to forego the day to day practices, which is also an important activity one 
has to get involved.  So it is important to note how decisions has to be made to use of such 
resources. It is also important to note that this will depend on how the how the priorities are set.  
 
Approaches of planning 
In  general  there  are  two  types  of  planning.  a.  Demand  based  market  mechanism  and  b. 
need-based planning approach. In the demand based planning the market forces plays a vital role. 
Depending upon the availability of the resource the demand for the resource vary. This will 
decide the availability of the resource. The plan will be adapted according to the availability. In 
need  based  planning  approach,  the  planning  done  based  on  the  need  irrespective  of  the 
availability of the resource. For an example, if there is a shortage of manpower in a specialty, the 
planner  will  go  ahead  planning  a  required  number  of  personnel  in  such  specialty.  This  is 
basically assuming that the manpower will be mobilized from other sources or countries. Here 
the objective is not to postpone the program due to non availability of some resources.   
 
One of the major functions of planning process is to determine major needs, to devise suitable 
programs for meeting them and allocate resources accordingly. In general there are limitations of 
resources  to meet the needs. In this situation one has to decide on which one to meet and which 
have to  be left. By just  achieving  economic development  one will not remove the need for 
priority setting. 
 
Setting Priorities 
The next step is to setting priorities. Based on the situation analysis the planners will know the 
ground level situation on various problems. This will help in prioritise the problems. It is also 
observed that different approaches planning lead to different results. So it is crucial to adapt an 
approach which gives maximum benefit to the community. Now the issue is to answer the 
following questions. 
•Who should set priorities?  
•How one should set priorities?  
•The underlying factors and attitudes towards priorities 
By answering the above questions one will be clear about the problem and also involving all the 
stakeholders in priority setting.  
  
Programming 
The next step in the planning is Programming. On popular method in programming is called 
Logical Framework Analysis. This is a method which has been used by many of the development 
agencies for the program management. This gives a framework which helps one to plan the 
program well ahead by identifying the inputs, outputs and the verifiable indicators for monitoring 
and evaluation.  
 
Logical Framework Analysis 
Logical Framework Analysis is a design which is used for planning, designing, implementing 
and evaluating projects or programs. There four major steps in LFA. They are, 
1.  Situational Analysis  
2.  Strategy Analysis  
3.  Project Planning matrix  
4.  Implementation  
 
In the Situation Analysis stage the program manager has to perform following analyses.  
1.  Stakeholder Analysis  
2.  Problem Analysis  
3.  Objective Analysis  
 
In Stakeholder Analysis the program manager has to look for the stakeholders involved in the 
program, the facilitators involved in program, the type of expertise needed, and so on. For that 
purpose following questions will be raised.  
  Who are the stakeholders involved in the project and how are they affected?  
  Who will be involved?  
  Where ?  
  Who will facilitate the development?  
  What background materials, documents, and expertise needed?  
  What materials and logistics required? 
 
In the next step of situational analysis, the analysis of problems is performed. For that purpose 
the following questions to be raised.  
  Which are the problems the project is addressing?  
  What are the root causes of the those problems?  
  What is the larger picture in which those problems and their root causes exist?  
  What are the linkages between problems? 
For this purpose a problem tree approach is followed. It is basically a brainstorming approach, in 
which all the stakeholders are asked to discuss the problems and list the causes of the problems 
stated. Then the problems are displayed and moved up and down to develop a tree structure 
explaining the cause and effect at various levels of the problem.  
 
 
The problem analysis is followed by an objective analysis. In this step the identified problems 
are transformed as objective tree by transforming all the things in the tree in a positive aspects. This is basically a positive mirror of problem tree. Here, The problems are restated as objectives. 
This will help in stating the objectives, goals and strategies in the LFA.  
 
Logical Framework Matrix 
Refer Figure 6. This is a matrix of the LFA for program management. This a matrix which is 
developed based on the objectives identified using the objective tree. Based on the levels of the 
objectives from the bottom to top the objectives are listed from outputs to goals. The beauty of 
this matrix is one has to commit the indicators which are verifiable in nature. It is also important 
for  one  to  commit  the  means  of  verification.  For  an  example,  if  one  gives  training  as  an 
objective, one has to give indicators such as number of people to be trained, number of districts 
to  be covered, and so  on as  indicators. For the verification one has  to mention  the training 
register showing the number of trainers attended the  training, the training schedule with the 
topics of training, and so on. This will help one to monitor and evaluate the program easily.  
Narrative Summary   Objectively Verifiable 
Indicators  
Means of Verification   Important 
Assumptions  
Goals / Objectives   Measures of goal 
achievement  
Various sources of 
information, 
methods used  
Goal/ purpose linkages  
Project Purpose   End of project status   Various sources of 
information, 
methods used  
Output / Purpose 
linkages  
Outputs /Results   Magnitudes of outputs, 
planned 
completion dates  
Various sources of 
information, 
methods used  
Input /Output linkages  
Inputs / Activities   Types / levels of 
resources, starting 
date  
Project data, other 
sources of 
information  
Initial assumptions 
regarding the 
causality of the 
program  
Figure 6 LFA Matrix 
Source: LFA, UNSO Office to Combat Desertification and Drought, 
http://www.undp.org/seed/unso Conclusion 
From the above it is very clear that the program management is not just planning a development 
program, but also gives a framework for monitoring and evaluation. This will also help one to 
plan the program with required resources with a clear deliverables and outputs.  
 
Reference 
1.  Ashwani Saith, M. Vijayabaskar, ICTS and Indian Economic Development: Economy, 
Work, Regulation, SAGE Publications, 2005 
2.  Butler, Douglas, "India - technology in education some reflections on a recent seminar 
tour of Western India",  ICT Training Centre, Oundle School, UK, 
www.argonet.co.uk/oundlesch, May 2001  
3.  Green, Andrew, An introduction to Health Planning for developing health systems, Third 
Edition, Oxford University Press,  2007 
4.  LFA, UNSO Office to Combat Desertification and Drought, Capacity Building 
Workshop for Dryland Management Beirut, Lebanon May 3-5, 2000 UNDP 
http://www.undp.org/seed/unso 
5.  Managerial Process for National Health Development Guiding Principles for use in 
support of strategies for health for all by the year 2000,  WHO 1981, accessed from 
http://whqlibdoc.who.int/publications/9241800054.pdf on March 20 2009.  
6.  Michael Dougherty, Exploring New Modalities Experiences with Information and 
Communications Technology Interventions in the Asia-Pacific Region A Review and 
Analysis of the Pan-Asia ICT R&D Grants Programme UNDP-APDIP ICT4D Series 
2006 
7.  Rao, T.P. Rama, "ICT for Social Development: Some Experiences and Observations", 
Center for Electronic Governance, Indian Institute of Management, Ahmedabad- 
Prepared for IT Seminar on 18th September, 2004, at Madras Institute of Development 
Studies, Chennai. 
8.  Snyder, Kristen, "The Digital Culture and Communication: More than just Classroom 
Learning", Mid Sweden University, Seminar.net - International journal of media, 
technology and lifelong learning Vol. 1, Issue 2, 2005  
9.  Stern, Robert Mitchell, "Services in the International Economy By Robert Mitchell Stern 
Services in the International Economy", Published by University of Michigan Press, 2001 

An introduction to Health Planning for developing health systems, Third Edition,

Exploring New Modalities Experiences with Information and

ICT for Social Development: Some Experiences and Observations&quot;, Center for Electronic Governance,

India - technology in education some reflections on a recent seminar tour of Western India&quot;, ICT Training Centre,

Managerial Process for National Health Development Guiding Principles for use in support of strategies for health for all by the year 2000, WHO 1981, accessed from http://whqlibdoc.who.int/publications/9241800054.pdf on

Office to Combat Desertification and Drought, Capacity Building Workshop for Dryland Management Beirut,

Services in the International Economy By Robert Mitchell Stern Services in the International Economy&quot;, Published by

The Digital Culture and Communication: More than just Classroom Learning&quot;,

Program Management for Social Development

Program Management for Social Development

Abstract

Similar works

Full text

Available Versions

Research Papers in Economics