Pfmip Lgus Part1

DEPARTMENT OF BUDGET AND MANAGEMENT
PUBLIC FINANCIAL MANAGEMENT

IMPROVEMENT PLANNING
FOR LOCAL GOVERNMENT UNITS
Orientation – Workshop on
PFM Improvement Planning for
LGUs
November 14-15, 2012
G Hotel, Roxas Blvd, Manila
OUTLINE OF PRESENTATION
Module 1: STAKEHOLDER AND PROBLEM ANALYSIS

o Overview of the Logical Framework Approach
o What is Stakeholder Analysis?
o Rationale for Stakeholder Analysis
o Steps for Stakeholder Analysis
o Problem Analysis using the Problem Tree
Approach
o Steps for Problem Analysis
Module 2: OBJECTIVE AND STRATEGY ANALYSIS

o Steps for Objective and Strategy Analysis
Orientation – Workshop on PFM Improvement Planning for LGUs

LOGICAL FRAMEWORK APPROACH
An analytical tool for

objective-oriented planning
and management
Enhances planning, analysis

and communication

It ensures that fundamental questions are asked and

weaknesses are analyzed.
What are the key causes Where do we

and what will make the need to be? What
most contribution to is the purpose of
Where are we
changing it? our organization?
now? What are
the problems &
issues?

It guides systematic and logical analysis of the inter-

related key elements of the project / program.
OVERALL Higher level objective towards which the project /
OBJECTIVE program is expected to contribute;
PROJECT The effect which is expected to be achieved as a

PURPOSE result of the project / program;
OUTPUTS Tangible goods / services delivered by the project;
Activities which need to be undertaken in order

ACTIVITIES
to produce the outputs;

It improves planning by highlighting linkages between

project elements and external factors.
OVERALL
OBJECTIVE
PROJECT
PURPOSE ASSUMPTIONS
OUTPUTS ASSUMPTIONS
ACTIVITIES ASSUMPTIONS

It provides a better basis for systematic monitoring and
analysis of the effects of the project / program.
Intervention Verifiable Sources of Assumptions
Logic indicators verification
8 9
Overall
objective 1
Project
purpose 2 10 11 7
Outputs
3 12 13 6
Activities
(optional) 4 5
7

It facilitates common understanding and better

communication between decision-makers, managers and
other partners.
MOUSE

It facilitates common understanding and better communication

between decision-makers, managers and other partners.
Verifiable Sources of
Intervention Logic Assumptions
Indicators Verification
Project Purpose
To enhance capacity of LGU PFM policy Approved LGU PFM Support from all the
local government units agenda and action plan Action Plan jointly relevant oversight
(LGUs) to generate developed. issued by Oversight agencies for a PFM
revenue and to allocate PFM indicators
Agencies Roadmap
and spend public funds included in LGU
more effectively and scorecard and showing LGU Scorecard
efficiently. improvements over
time within lifetime of
the project

10

STAKEHOLDER ANALYSIS
Any individual, group of people,

institution or company who might be
concerned by the success or failure of a
project
o Institutions and government agencies

o Private sector and individual business
o Civil society organisations
o Members of grassroot communities
11

Why undertake stakeholder / participation analysis?
o Supports appropriate
objective setting, strategy
selection and targeting of
beneficiaries;
o Allows key interest groups
to be identified & involved;
o Allows relevant information
to be obtained;
12

o Reveals how different

stakeholders perceive reality
o Highlights different needs (i.e.
gender, disability)
o Helps identify potential
conflicts/risks (each
stakeholder has his/her own
strategy – may be convergent,
divergent, contradictory)
13

o Reveals how different

stakeholders perceive reality
o Highlights different needs (i.e.
gender, disability)
o Helps identify potential
conflicts/risks (each
stakeholder has his/her own
strategy – may be convergent,
divergent, contradictory)
14

STEPS
1. Identify all persons, groups and institutions affected
by the problem environment
Option 1: Brainstorming Rules for brainstorming:

o Identify all persons, groups and 1.No critical judgment is allowed.
institutions affected by the 2.Freewheeling is welcomed – the
problem environment wilder, the better!
3.Quantity, not quality, is desired –
o Categorize them e.g. Interest
the more, the “many-er”!
groups, individuals,
organizations, authorities etc. 4.Recombination and improvement
are sought.
15

BRAINSTORMING EXERCISE:
WHAT ARE THE

USES OF THE
COMMON PAPER
CLIP?
16

STEPS
1. Identify all persons, groups and institutions affected
by the problem environment
Option 2. Mindmapping
o Begin with the central idea,
i.e. Who are your
stakeholders?
o Allow ideas to branch out
from the central idea
17

STEPS
2. Discuss whose interests and views are to be given
priority when analyzing problems.
1. Determine the
stakeholder’s
interest - main
focus, key
concerns
18

STEPS
1. Determine the
stakeholder’s
interest - main
focus, key
concerns
19

STEPS
2. Determine the
stakeholder’s
influence
20

STEPS
3. Determine the
stakeholder’s
effective power
21

STEPS
3. Identify strategies to engage stakeholders.
Stakeholders with High Impact / Influence, High Interest
o focus efforts on this group

o involve in
governance/decision
making bodies
o fully engage & consult
regularly
22

STEPS
Stakeholders with High Impact / Influence, But Less
Interest
o engage & consult on
interest area
o try to increase level of
interest
o aim to move into right
hand box
23

STEPS
Stakeholders with Less Impact / Influence, But High
Interest
o engage & consult on interest
area
o aim to move into right hand

box
24

STEPS
Stakeholders with Less Impact / Influence And Less Interest
o minimum effort
o inform via general
communications –
newsletters, website, etc.
o aim to move into right
hand box
25

26

PROBLEM ANALYSIS
Activity 1: PBJ Sandwiches
27

PROBLEM ANALYSIS
PROBLEM TREE
o A technique for analyzing
the causes and effects of a
key problem;
o Produces a visual
representation of the
analysis;
o Ensures that root problems
are identified and then
addressed;
28

PROBLEM ANALYSIS
STEPS
1. Identify existing major problems and select one focal
problem for analysis
o Identify existing – not imagined

or future - problems
o A problem is not the absence of
a solution but an existing
negative state
o “One Problem per Card”
29

PROBLEM ANALYSIS
STEPS
2. Establish a heirarchy of cause and effect
Ineffective Internal Audit
30

PROBLEM ANALYSIS
STEPS
3. Connect the problems with cause and effect arrows
31

PROBLEM ANALYSIS
STEPS
4. Review the problem tree, verify its validity and
completeness, and make necessary adjustments
32

33
PROBLEM ANALYSIS
Activity 2: Resolutions
1. Using the handout, rank the most common

resolutions from most popular (No. 1) to
least popular (No. 10). (3 minutes)
2. After coming up with your individual ranking,

discuss with your team and come up with a
team consensus. (7 minutes)
34

1.Spend time with loved ones
2.Get fit / eat right
3.Lose weight
4.Stop smoking
5.Enjoy life more / reduce stress
6.Stop drinking
7.Manage debt / save money
8.Get better education / learn something
new
9.Be more charitable / help others
10.Become more organized
SIX THINKING HATS
o A tool created by Dr. Edward de

Bono
o Novel way of increasing lateral
thinking
o A technique which gives us the
opportunity to explore and better
understand the complexity of a
concept, idea or decision by looking
at it from different points of view
o Metaphorically, each of the
different-colored hats represents a
different thinking approach
36

SIX THINKING HATS
White Hat (Neutrality)
With this thinking hat you focus on the data available. Look at the
information you have, and see what you can learn from it. Look for
gaps in your knowledge, and either try to fill them or take account of
them.
This is where you analyze past trends, and try to extrapolate from
historical data.
Red Hat (Feeling)
'Wearing' the red hat, you look at problems using intuition, gut
reaction, and emotion. Also try to think how other people will react
emotionally. Try to understand the responses of people who do not
fully know your reasoning.
37

SIX THINKING HATS
Black Hat (Negative Judgment)
Using black hat thinking, look at all the bad points of the decision.
Look at it cautiously and defensively. Try to see why it might not work.
This is important because it highlights the weak points in a plan. It
allows you to eliminate them, alter them, or prepare contingency
plans to counter them. Black Hat thinking helps to make your plans
'tougher' and more resilient. It can also help you to spot fatal flaws
and risks before you embark on a course of action.
Yellow Hat (Positive Judgment)
The yellow hat helps you to think positively. It is the optimistic

viewpoint that helps you to see all the benefits of the decision and the
value in it. Yellow Hat thinking helps you to keep going when
everything looks gloomy and difficult.
38

SIX THINKING HATS
Green Hat:
The Green Hat stands for creativity. This is where you can develop
creative solutions to a problem. It is a freewheeling way of thinking,
in which there is little criticism of ideas.
Blue Hat:
The Blue Hat stands for process control. This is the hat worn by
people chairing meetings. When running into difficulties because
ideas are running dry, they may direct activity into Green Hat
thinking. When contingency plans are needed, they will ask for
Black Hat thinking, etc.
39

PROBLEM ANALYSIS
40

41

OBJECTIVE ANALYSIS
A methodological approach employed to:

oDescribe the situation in the future once
identified problems have been remedied
oVerify the heirarchy of objectives
oIllustrate the means-ends relationships in a
diagram
o“Negative Situations” of the problem tree
are converted into solutions, expressed as
“Positive Achievements”
42

OBJECTIVE ANALYSIS
STEPS
Reformulate all elements in the problem tree into
positive desirable conditions
Effective Internal
Audit
Ineffective Internal
Audit
43

OBJECTIVE ANALYSIS
STEPS
Review the resulting means-end relationship to ensure
validity and completeness
MEANS “X” IN
ORDER TO
C HIE VE E ND “ Y”
A
44

OBJECTIVE ANALYSIS
STEPS
If necessary:
oRevise statements
oAdd new objectives if these seem to
be relevant and necessary to achieve
the objective at the next higher level
oDelete objectives which do not seem
suitable or necessary
45

Overall Objective
Project Purpose
Output 1
46
47

STRATEGY ANALYSIS
o Allows further scrutiny of solutions to

the identified problem
o Should all identified problems and/or
objectives be tackled, or just a
selected few?
o What is the combination of

interventions that are most likely to
bring about desired results and
promote sustainability of benefits?
48

STRATEGY ANALYSIS
Financial & Economic Criteria
Technical Criteria
49

Overall Objective
Project Purpose
Output 1
50
PROBLEM ANALYSIS
51

DEPARTMENT OF BUDGET AND MANAGEMENT
THANK YOU
Orientation – Workshop on
PFM Improvement Planning for
LGUs
November 14-15, 2012
G Hotel, Roxas Blvd, Manila

Pfmip Lgus Part1

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Pfmip Lgus Part1

Uploaded by

Copyright:

Available Formats

DEPARTMENT OF BUDGET AND MANAGEMENT

PUBLIC FINANCIAL MANAGEMENT

Module 1: STAKEHOLDER AND PROBLEM ANALYSIS

Module 2: OBJECTIVE AND STRATEGY ANALYSIS

Orientation – Workshop on PFM Improvement Planning for LGUs

An analytical tool for

Enhances planning, analysis

Orientation – Workshop on PFM Improvement Planning for LGUs

It ensures that fundamental questions are asked and

What are the key causes Where do we

Orientation – Workshop on PFM Improvement Planning for LGUs

It guides systematic and logical analysis of the inter-

PROJECT The effect which is expected to be achieved as a

OUTPUTS Tangible goods / services delivered by the project;

Activities which need to be undertaken in order

Orientation – Workshop on PFM Improvement Planning for LGUs

It improves planning by highlighting linkages between

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

It facilitates common understanding and better

Orientation – Workshop on PFM Improvement Planning for LGUs

It facilitates common understanding and better communication

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Any individual, group of people,

o Institutions and government agencies

Orientation – Workshop on PFM Improvement Planning for LGUs

Why undertake stakeholder / participation analysis?

Orientation – Workshop on PFM Improvement Planning for LGUs

Why undertake stakeholder / participation analysis?

o Reveals how different

Orientation – Workshop on PFM Improvement Planning for LGUs

Why undertake stakeholder / participation analysis?

o Reveals how different

Orientation – Workshop on PFM Improvement Planning for LGUs

Option 1: Brainstorming Rules for brainstorming:

Orientation – Workshop on PFM Improvement Planning for LGUs

WHAT ARE THE

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

o focus efforts on this group

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

o aim to move into right hand

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Activity 1: PBJ Sandwiches

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

o Identify existing – not imagined

Orientation – Workshop on PFM Improvement Planning for LGUs

Ineffective Internal Audit

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

Orientation – Workshop on PFM Improvement Planning for LGUs

1. Using the handout, rank the most common

2. After coming up with your individual ranking,