Problem and Situation Analysis

1. Problem and Situation Analysis Public Sector Improvement Facility Project Resources

2. Why conduct a problem/situation analysis?Define clearly: Who it is for: • Project management staff and partners? • People who will be affected by the initiative? • Donors? How the results will be used: • As a basis for project planning? • By project managers, staff, partners and stakeholders affected by the initiative? • As a funding proposal? • As a baseline analysis for impact evaluation? Problem and Situation Analysis

3. Purpose of the Problem Analysis • Understand how different problems affect different stakeholders and their priorities in addressing them • Analyse the situation in which the agency will be working • Identify a suitable area or sector to work in • Understand the complexities of a problem, its causes and how it is already being handled • Analyse the constraints and opportunities for development work Problem and Situation Analysis

4. Formulate the Problem • Brainstorm suggestions to identify a focal problem i.e. the central point of the overall problem • Record suggestions and present to group e.g. on butchers paper or post-it notes • Discuss each suggestion and agree on a single focal problem to be addressed Problem and Situation Analysis

5. Identify Cause & Effect: The Problem Tree Problem and Situation Analysis

6. Develop the Problem Tree • Identify immediate and direct causes of the focal problem • Identify immediate and direct effects of the focal problem • Construct a problem tree showing the cause and effect relationships for the problem • Review the problem tree and verify that it is complete and valid. Problem and Situation Analysis

7. Case Study Part 1: Samoa ImmigrationProblem Tree Analysis Problem and Situation Analysis

8. Develop the Objective Tree • Reformulate the elements in the problem tree into positive desirable conditions • Review the resulting means-ends relationships to assure the validity and completeness of the Objective Tree • If necessary: • Revise statements • Delete unrealistic or unnecessary objectives • Add new objectives if required Problem and Situation Analysis

9. Case Study Part 2: Samoa ImmigrationObjective Tree Analysis Problem and Situation Analysis

10. Identify Cause & Effect:The Fishbone (Ishikawa) Diagram Problem and Situation Analysis

11. Constructing the Fishbone Diagram • Prepare the basic fishbone framework • List the problem or issue to be addressed • Label each “leg” of the diagram: • Manpower, Machines, Methods, Materials • Alternative labels may include: • Place, Procedure, People, Policies; or • Surroundings, Suppliers, Systems, Skills • Brainstorm the factors affecting the problem in each leg • Keep asking “Why is this happening” until participants agree there is sufficient detail • Analyse the results to find the most likely causes Problem and Situation Analysis

12. Case Study Part 3: Samoa ImmigrationFishbone Diagram Problem and Situation Analysis

13. Alternative Analysis • Identify alternative cause & effect ladders or diagrams, as possible alternative options or activity components • Eliminate objectives that are obviously not desirable or achievable (the “sore thumb”) • Eliminate objectives being pursued by other projects or agencies • Discuss the implications for affected groups Problem and Situation Analysis

14. Develop a Conceptual Model A conceptual model explains how: • The project will achieve the desired results in theory • The strategy will make the desired change • Clarify the relationship between the strategy, the expected results and the goal (or outcome) of the project Problem and Situation Analysis

15. Example of a Conceptual Model Strategies / Interventions Intermediate Results Goal / Outcome For example: Increased Knowledge Change in Attitudes Change in practices Problem and Situation Analysis

16. Developing the Conceptual Model Step 1 Identify the goal (or outcome) of the project: • What are the specific problems affecting the stakeholder population or client group? • Which of these problems can we change? Problem and Situation Analysis

17. Developing the Conceptual Model Step 2 Identify the intermediate results of the project: • What changes must occur in the human resources, equipment, work methods or materials (see the 4Ms in the Fishbone Diagram) to reduce the problem? Problem and Situation Analysis

18. Developing the Conceptual Model Step 3 Identify the interventions of the project: • What activities can be undertaken that will achieve the changes identified in Step 2? • Why will these activities accomplish these changes? Problem and Situation Analysis

19. Evaluating the project feasibility A Project can be evaluated on: • Technical feasibility- appropriateness, use of resources, market suitability, etc. • Financial (cost/benefit) feasibility- set-up/ recurrent costs, financial sustainability; • Social implications- distribution of benefits, gender issues, socio-cultural constraints, local involvement; • Environmental issues- impact, environmental costs vs. benefits. Problem and Situation Analysis

20. Selecting the Project Strategy • Make an assessment of the project against the PSIF Eligibility Criteria • Select one of the alternatives as the preferred strategy • Prepare the Project Identification Brief (PIB) Problem and Situation Analysis