PROGRAMME FORMULATION AND PROGRAMME IMPLEMENTATION Nivedita Mishra Thapliyal

Abstract: Programme formulation and programme implementation are the most effective component of any implementing agencies be it a Government or non-government sector. The successful of any schemes lies in how it was formulated and implemented. Most of the government schemes are unsuccessful due to fail in implementation. Programme formulation has no meaning without the successful implementation and vice-versa. With raise in awareness level about its importance many have understood the real meaning and its importance of programme formulation and its implementation. Various training programme on its component like PERT and CPM and practiced as well as Participatory Learning and Action (PLA) are practiced. Key words: Programme, Government scheme, Implementation, Formulation, Training, PERT, CPM and PLA.
Full Paper Paper for presentation under theme Programme formulation and programme implementation, in National Seminar on Community Development, Social Work and HIV/AIDS on January 27-29, 2011

PROGRAMME FORMULATION AND PROGRAMME IMPLEMENTATION Nivedita Mishra Thapliyal

Introduction Programme formulation requires good clarity and unified approach to project management practices. The designing of the programme should described a series of activities aimed at solving problem and highlights on the justification , activities and implementation according to the timeline; methodology; and human, material and financial resources required. The Programme formulation should be a detailed and directed manifestation of the project design. The Programme formulation should mentioned about the role and the activities related to each stage of programme designing, structure and planning as well as how it is going to fit according to the need of the people and how well it can be replicated and draw on the approach of sustainability. There are an approach for the operational programme formulation which enables stakeholders to plan better for action in order to achieve maximum positive effect especially in various programmes like post disaster programming. The method lies on the strategies of holistic that have a huge impact on the rate of success. With these objectives and principles of peoples participation an programme was formulated in Iraq.

Formulation of Post-Disaster Programmes in Iraq Under the programme commonly referred to as the "Food for Oil Programme", the Secretariat of the United Nations and the Government of Iraq have agreed that the proceeds for the sale of Iraqi oil would be used to purchase humanitarian supplies. It was agreed that procurement and distribution of humanitarian supplies in three Northern Governorates would be the responsibility of the United Nations Inter-Agency Humanitarian Programme, with most human settlement issues under the auspices of UNCHS (Habitat). The shelter plan and resettlement activities of the programme aim at providing materials and supplies to rehabilitate and construct basic infrastructure and other back-up services in rural areas. The object of the project is to arrest further deterioration and to improve the living conditions of internally displaced persons and families in precarious shelter conditions in rural and urban settlements and to enable their permanent settlement through the provision of assistance to rehabilitate housing infrastructure, services and other essential facilities. Based on experience gained, and on UNCHS's own observations in Iraq, Habitat ensured that the project contained the following points as priorities: i) Close co-ordination with the de facto local authorities. ii) Prior commitment requested from communities and local authorities to provide required resources to adequately manage the rehabilitated infrastructure and services. iii) Building the capacity of local authorities through the participation of their technical cadres in programme activities and by supporting rehabilitation of essential mechanical plant and equipment. iv) Close co-ordination with other UN agencies prior to entry to ensure there is not duplication of services. v) Priority given to the implementation of such activities that tend to consolidate existing resettlements that contributes to the sustainability of the settlements and their services. vi) Maximum use to be made of local experts and subcontractors for the implementation of programme activities in co-ordination with local authorities. vii) Transparent and competitive processes applied to the selection and supervision of experts, consultant and subcontractors. viii) The programme subcontracts with qualified international organizations and subcontractors to implement consolidated groups of activities (design, implementation, community organization and capacity building) in order to enable an integrated approach to programme implementation and achieve faster execution rates. ix) Monitoring and evaluation systems established to support programme management to introduce corrective measures, and to assess the impact of the programme on target communities.

In the eighth five Year Plan report it has been mentioned that the success of programme lies in the effectiveness with which the programmes are executed and the efficiency and productivity levels at which various enterprises operate. The nature and problems of implementation of larger projects, mostly in

infrastructure and industry sector, differ from the development programmes which are in the field of agriculture, rural development and other social sectors. Delays in programme implementation not only affect the contributions to the economic growth and result in the wastage of scarce resources but also lead to a reduction in the employment potential to be generated on the completion of these programme. The timely completion of large programmes, particularly in the infrastructure sector, is important for improving the production performance of many other sectors. A large proportion of public sector investment in the Eighth Plan will be for the development of physical and social infrastructure. In the interest of overall growth and international competitiveness, it is necessary to minimise the time and cost over-run of the projects and programmes. As narrated in the report of the 8 plan period that about two-thirds of the major projects under implementation are facing the problems of time and cost over-run. The status of State projects, mostly in power and irrigation sectors was generally worse. The factors responsible for time and cost over-runs are mainly:
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a. Inadequate investigations and project formulation Frequent changes in scope and revision of b. c. d. e. f. g.
drawings due to inadequate project preparation; Delay in clearances from various regulatory agencies; Delay in land acquisition; Delay in activities such as supply of equipment by suppliers; Inadequate release of funds; Management problems such as personnel, labour and contractor disputes, mismatch of equipment, etc.; and Unforseeable reasons such as adverse geo-mining conditions, natural calamities, etc.

Often, most of the programmes are found to have been poorly formulated because of inadequate field investigation, lack of adequate data, inadequate analysis or inadequate attention to environment, forest and rehabilitation aspects. Time and cost over-runs inherently get built into a poorly formulated project programme from the beginning. Due to non determination of the programme duration and costing the scope of work, equipment requirement, quantum of construction work, location and other parameters, also change. In many cases, implementation of programme is initiated without full and detailed planning, covering the physical work effort, time required for various activities, matching of the input and equipment requirements with the availability constraints, linkages with other projects/activities, etc. There are only a few projects which have clear resource-based Program (or Project) Evaluation and Review Technique (PERT) or Critical Path Method (CPM) charts specifying different areas of activity, their time phasing, the precise responsibility for different work items and the monitoring system. Inadequate time is often provided for essential preliminary activities like design, technology collaboration, calling for tenders and their evaluation. There is also unrealistic assumption as to the time required for all clearances, placement of orders, deliveries by suppliers, transportation, erection and testing. In the Eighth Plan, it is proposed to ensure detailed and realistic planning for these aspects so as to help in anticipating various problems and making provision for necessary corrective action. Effective project management, including monitoring and corrective action in time will be encouraged through incentives, rewards, recognition, etc. Use of consultants for both planning and supervision of implementation as well as monitoring will need to be encouraged so as to help the project managers to improve efficiency, effectiveness and quality of implementation. The project manager will be given full

autonomy and be accountable for proper project implementation and his commitment ensured through a system of incentives and disincentives. It is proposed to undertake case studies of some selected projects which have been completed without delay and within cost and those which have suffered time and cost over-runs. The results of these evaluation studies are to be utilized for improving the formulation, appraisal, planning and implementation of projects in future. Many public sector organizations, including public utilities, have already set up efficiency and productivity improvement norms and in-house management consultancy units. There are organization who trained the upcoming organization in programme formulation and programme implementation. It s very well understood by the organization without proper planning and implementation the objectives will not be fulfilled. The implementation of the programmes incorporates strategies like strengthening the people's bodies, integrated development approach by bringing about a convergence of all the sectoral agencies concerned at micro-level, involvement of beneficiaries in the implementation of the programmes Introducing flexibility in the programmes by giving more autonomy to the local bodies and Panchayats to plan according to the needs and resources available at the local area level, handing over the management and supervision of local service centers like health centers, schools, etc., greater involvement of voluntary agencies who have the abilities to demonstrate and innovate, provide technology and training and act as support mechanism to local level institutions, streamlining of organizations at various levels so that overheads are cut down, delays are reduced, necessary funds are made available to local agencies in time, various sanctions are issued and dedicated manpower and other inputs made available in time, concerted effort to involve and train officials as well as non-officials, not only to bring about required skills for planning and implementation but also to inculcate required attitudes and impart necessary knowledge about the management of programmes at local levels, effective devising system of monitoring and evaluation which monitors the programmes more in terms of ultimate benefits than of expenditure incurred or inputs used. In addition to effective implementation of the projects and programmes, it is also necessary to make adequate provision for ensuring their sustainability so that the intended benefits in the form of goods and services to future generations. Some of the aspects for sustainable programme are i. The programme design should include the parameters which bring out clearly as to how the output in the form of goods and services will be sustained during its operation, how various assets will be maintained and quality ensured. The programme costs should include both the capital components as well as operating and maintenance components required for sustaining the output. iii. While analyzing the programme design and parameters, it should be ensured that there is market and demand for the goods and services to be produced at the price or the user-charges proposed and that there will be adequate provision made in the project design for extension, marketing, transportation and other requirements to ensure that the project output reaches the targeted beneficiaries and users as intended. The interaction with the beneficiaries during project or programme formulation can help in incorporating the sustainability aspects in the project design. iv. Effective monitoring and evaluation aspects to ensure sustainability should be built into each project design as well as during the implementation stage of a project/programme. At the Minister and state level, efforts have been initiated to develop management information systems. Some of the techniques like participatory learning and action are used quite a few during the implementation of programmes.

References:

1) Guidelines for the Operational Programme Formulation in Post Disaster Situations, Disaster Management Programme (DMP), UNCHS (Habitat), 2001 2) 8th Five Year Plan (Vol-2) report