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2014/09 APU Miyoshi 1
Group Discussions (Case Study) on Community-based One Village One Product (OVOP) Approach
Koichi MIYOSHI: Professor (Dr.), Graduate School of Asia Pacific Studies,Ritsumeikan Asia Pacific [email protected] OKABE: Bureau Chief,Institute for Community Design
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Group Discussion Group discussion 1: Clarify the target community
and identify stakeholders at Village, Town, Municipality level for rural development.
Group discussion 4: Formulate program theory of rural development at village or district level.
Group discussion 3: Examine or assess community capacity at village or district level for rural development.
Group discussion 4: Identify supports from or interventions by central and provincial governments.
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Group Discussion 1
Clarify the case community. Which governments, organizations, population are involved?
Identify stakeholders as many as possible at the case community, and central, provincial levels.
If possible, put the numbers of each stakeholders.
(Make stakeholder map as precisely as possible.)
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Level of Community
International Community
Regional Community
State Community
Provincial Community
District/Municipality Community
Village Community
Community Capacity Developmentand Policy Structure Model
Outcomes of Community(Change of
Society)
Community Capacity
Function Strategic Component
Decentralization
Historical Condition and Context
Intermediate Outcomes(Change of
Target Group)
Outputs Activities Inputs
Community
ImplementationOutcomes
Characteristics of Community Capacity
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Community Capacity Developmentand Policy Structure Model
Outcomes of Community(Change of
Society)
FunctionPlanning ImplementationEvaluation
Strategic Component
Human ResourcesLeadershipOrganizationNetwork
Decentralization
Historical Condition and Context
Intermediate Outcomes(Change of
Target Group)
Outputs Inputs
Community
Implementation
Outcomes
Characteristics of Community CapacitySense of CommunityCommitmentsAbility to Set and Achieve ObjectivesAbility to Recognize and Access to Resources
Community Capacity
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EconomicFormal,Market/InformalCommunal/CollectiveIndividual/Institution
SocialFormal/InformalCommunal/CollectiveIndividual/Institution
Environmental Formal/InformalCommunal/CollectiveIndividual/Institution
PoliticalFormal/InformalCommunal/CollectiveIndividual/Institution
Activities
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Group Discussion 2 Create program theory/policy structure of rural development
at the village or district level. Identify effective activities (collective and higher value-
added production) which contribute to village or district development. Economic activities Social activities Environmental activities Political activities
Clarify the policy structure and examine the possibility of execution. Outcome: end outcome, intermediate outcome Implementation (project): outputs, activities, input.
Community Policy Structure Model
Outcomes of Community(Change of
Society)
Intermediate Outcomes(Change of
Target Group)
Implementation
Outcomes
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EconomicFormal,Market/InformalCommunal/CollectiveIndividual/Institution
SocialFormal/InformalCommunal/CollectiveIndividual/Institution
Environmental Formal/InformalCommunal/CollectiveIndividual/Institution
PoliticalFormal/InformalCommunal/CollectiveIndividual/Institution
Activities
Outputs Inputs
APU Miyoshi
2014/09 APU Miyoshi 9
Policy Structure (Program Theory)
Intermediate Outcome Change of
Target Group A
Intermediate Outcome Change of
Target Group C
Intermediate Outcome Change of
Target Group B
Output A-2
Output B
Output C
Output A-1
Outcome Change of Society
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Policy Structure/Objectives Tree
PolicyEnd OutcomeOverall Goal
ProgramIntermediate Outcome
Project Purpose
ProgramIntermediate Outcome
Project Purpose
ProjectOutputs
ProjectOutputs
ProjectOutputs
ProjectOutputs
ProjectOutputs
ProjectOutputs
Breakdown of policy
Higher level of results
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Policy Structure (Program Theory Matrix: PTM)
Policy(End Outcome)
Program(Intermediate Outcome)
Project
(Output) (Activity) (Input)
PolicyChange of Society-Indictors
Program A Change of Target group (A)-Indicators
Project A-1 Products and Services of ProjectIndicators
A-1 A-1
A-2 A-2 A-1
Program BChange of Target Group (B)-Indicators
B-1 B-1 B-1
B-2 B-2 B-2
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Program Theory/Logic Model
End OutcomeIntermediate
Outcome Outputs Activities Input
Outcomes Implementation(Administrative Activities)
Results
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Three Type of Questions in Evaluation
Descriptive Questions:Current project situationExamining implementation process
Normative Questions:Comparison with targets
Performance measurement
Cause-Effect Questions:Measurement of effect by project implementation
Impact evaluation
Implementation Failure Degree of Achievement
Design Failure
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Relationship between Evaluation Criteria & PDM
End Outcome
Intermediate
Outcome
Output
Input
impact
effectiveness
efficiency
Relevance
sustainability
Activities
Measuring performance
Examining process
Assessment of 5 criteria
Measuring performance
Examining implementing process
Policy Structure and DAC Evaluation Criteria
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Policy(End Outcome)
Program(Intermediate Outcome)
Project
(Output) (Activity) (Input)
Policy Program A A-1 A-1 A-1
A-2 A-2 A-1
Program B B-1 B-1 B-1
B-2 B-2 B-2
Relevance
Impact
Sustainability
Effectiveness Efficiency
Measuring Performance
Examining implementing process
Evaluation Criteria, and Policy, Program and Project
End Outcome
Intermediate Outcome
Output Activity Input
EOC IOC1 OP1/1 A1/1 IP1/1
OP1/2 A1/2 IP1/2
IOC2 OP2/1 A2/1 A2/1
OP2/2 A2/2 IP2/1
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Policy Program
Project
Impact
Effectiveness
Efficiency
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List of Community Collective Activities
Name of Activities
Division of Labor
Supporting Organization/
Facilities
Stakeholders
ResourcesCollective Activities
Individual Activities
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Community Capacity
Collective Activities + Individual Activities
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Supporting System /Supporting Facilities
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2014/09 APU Miyoshi 19
Group discussion 3 Examine or assess community capacity at village or
district level for rural development. Examine or assess characteristics of community
capacity at village or district level for rural development. Common values, common mission Commitment and participation Ability to set and achieve objectives Ability to recognize and access to resources
Identify effective strategies which contribute to the capacity development of community Leadership Human resources Organization Network
2014/09 20
Community Capacity Development Model
Outcome of Community
(Change of Society)
Community Capacity
FunctionPlanning ImplementationEvaluation
Strategic Component
Human ResourcesLeadershipOrganizationNetwork
Decentralization
Historical condition and context
Characteristics of Community Capacity
Sense of CommunityCommitmentsAbility to S et and A chieve objectivesAbility to Recognize and A ccess to Resources
APU Miyoshi
2014/09 21
Strategic Components of Community Capacity
Human resources
Who is the best in -----? Leadership
Individual Leadership → Community Leadership Organizations
Support Collective Activities Networks in or related to the community
Know Who > Know How
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2014/09 APU Miyoshi 22
Group Discussion 4
Identify effective supports from or interventions by central and provincial which contribute to the development of the community capacity and examine the possibility for acquisition.
Identify effective supports from or interventions which contribute to the village or district development and examine the possibility for acquisition. Economic supports Social supports Political supports
OVOP Approach ModelCommunity/
Implementation Organization Level
(OVOP Implementation Organization )
Producer LevelPolicy Level
OVOP Policy-Making Organization
OVOP Implementation Organization
Collective Activities
Individual Activities
OVOP Implementation Organization
Collective Activities
Individual Activities
OVOP Implementation Organization
Collective Activities
Individual Activities
2014/09 23APU Miyoshi
OVOP Approach ModelCommunity/
Implementation Organization Level
(OVOP Implementation Organization)
Producer LevelPolicy Level
OVOP Policy-Making Organization
OVOP Implementation
Organization
Small Farmers/
Industries
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• Formulation of OVOP Approach Policy
• Provision of OVOP Approach Guidelines
• Training of OVOP Implementation
Organizations• Leadership
Training• Technical Support• Marketing Support• Financial Support.
• Community Capacity Development /HRD
• Creation and Maintenance of Collective Activities
• Knowledge Sharing • Technical Support/
Group of Producers• Marketing Support
/Direct Sales Facilities/Antenna Shops/HP Management
• Financial Support/ Micro Finance
• Producers: Existing or Potential
• Resources: Existing or Potential
• Internal or External
• Multi-Dimensional Agriculture/Industry
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Localization of Policy Structure
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5 million(100,000)
300,000(20,000)
200,000(10,000)
Localization
National Region I Region II
26
Intervention to Policy Structure by Model Project
End Outcome Intermediate Outcome
Output Activity Input
EOC- 1 IOC-1 OP-1 A-1 I-1
EOC- 2 IOC- 2 OP-2 A-2 I-2
EOC- 3 IOC- 3 OP- 3 A- 3 I- 3
EOC- 4 IOC- 4 OP- 4 A- 4 I- 4
EOC- 1234 IOC-1234 OP-1234 OP-1234 OP-1234
Expansion
Intervention/Support
Model Project
26APU Miyoshi2014/09
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Intervention to Policy, Program and Project
End Outcom
e
Intermediate
Outcome
Output Activity Input
EOC IOC/1 OP-1/1 A-1/1 I-1/1
OP-1/2 A-1/2 I-1/2
IOC/2 OP-2/1 A-2/1 I-2/1
OP-2/2 A-2/2 I-2/1
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Policy Structure (Program Theory)
Intermediate Outcome Change of
Target Group A
Intermediate Outcome Change of
Target Group C
Intermediate Outcome Change of
Target Group B
Output A-2
Output B
Output C
Output A-1
Outcome Change of Society
Intervention from Outside Organization APU Miyoshi