HOW IT WORKS.
Facilitated Film Screening
SM&D uses the power of documentary films to promote a human rights-based approach to development.
Trained facilitators audiences through film screenings and facilitated discussions, guiding through the Four stages of the learning cycle and problem tree discussions
The Problem Tree method is a planning method based on needs, however it is not a mechanical translation of problems into objectives. While going through the process, taking the different steps, there is continuously room for opportunities, new ideas and contributions from the involved parties.
A properly planned project addressing the real needs of the beneficiaries is necessarily based upon a correct and complete analysis of the existing situation.
The existing situation should be interpreted according to the views, needs, interests and activities of parties concerned. It is essential that all those involved accept the plans and are committed to implement them.
Three stages in the analysis process in the Problem Analysis method will be discussed:
1.The analysis of problems related to the subject (the image of reality);
2.The analysis of objectives (the image of a future, improved situation);
3.The analysis of strategies (the comparison of different chains of objective)
The problem analysis is of major importance with regard to project planning, since it strongly influences the design of a possible intervention(s). It is the basis and the justification for the project design. The problem analysis includes:
- verification of the subject of analysis;
- identification of problems related to the subject; make and inventory of all problems perceived by all participants in the workshop;
- establishment of a cause-effect hierarchy between the problems;
- visualisation of the cause-effect relations in a diagram.
It is important that all participants get the chance to express the problems they experience. After discussion and clarification by the ‘problem owner’ all problems should be respected.
After the problem analysis follows the analysis of objectives. This analysis includes: • the translation of the negative situations in the problem tree into a realised positive state (the objectives) for example, ‘low maize production’ is converted into ‘improved maize production’;
- verification of the hierarchy of objectives;
- visualisation of means-end relationships in a diagram.
Also in this step it is of importance that all stakeholders are involved. While transforming problems into objectives and verifying the hierarchy, discussion and feedback on the objectives is done. This helps build consensus amongst the stakeholders. It might also be necessary to reformulate some of the problems.
After having formulated the desired future situation the selection of possible interventions starts. To analyse the strategies for implementation the following steps are taken:
- identification of the different possible groups of objectives contributing to a higher objective (clustering);
- choice of a strategy for the intervention, choosing the scope of the project (scoping).
In the process of clustering and scoping it is important to realise that the aim is to contribute the maximum possible to an overall objective, keeping in mind the priorities of the beneficiaries, and the limitations and possibilities of the implementing organisation.
HOW IT WORKS.
Facilitated Film Screening
SM&D uses the power of documentary films to promote a human rights-based approach to development.
Trained facilitators audiences through film screenings and facilitated discussions, guiding through the Four stages of the learning cycle and problem tree discussions
- We Create Savings Funds
- Donor satisfaction is guaranteed
- We help companies give well
- We Use Donations to Help People
The problem analysis is of major importance with regard to project planning, since it strongly influences the design of a possible intervention(s). It is the basis and the justification for the project design. The problem analysis includes:
- verification of the subject of analysis;
- identification of problems related to the subject; make and inventory of all problems perceived by all participants in the workshop;
- establishment of a cause-effect hierarchy between the problems;
- visualisation of the cause-effect relations in a diagram.
It is important that all participants get the chance to express the problems they experience. After discussion and clarification by the ‘problem owner’ all problems should be respected.
After the problem analysis follows the analysis of objectives. This analysis includes: • the translation of the negative situations in the problem tree into a realised positive state (the objectives) for example, ‘low maize production’ is converted into ‘improved maize production’;
- verification of the hierarchy of objectives;
- visualisation of means-end relationships in a diagram.
Also in this step it is of importance that all stakeholders are involved. While transforming problems into objectives and verifying the hierarchy, discussion and feedback on the objectives is done. This helps building consensus amongst the stakeholders. It might also be necessary to reformulate some of the problems.
After having formulated the desired future situation the selection of possible interventions starts. To analyse the strategies for implementation the following steps are taken:
- identification of the different possible groups of objectives contributing to a higher objective (clustering);
- choice of a strategy for the intervention, choosing the scope of the project (scoping).
In the process of clustering and scoping it is important to realise that the aim is to contribute the maximum possible to an overall objective, keeping in mind the priorities of the beneficiaries, and the limitations and possibilities of the implementing organisation.