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  • Subject area(s): Marketing
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  • Published on: 14th September 2019
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5. Project Workplan

5.1 Methodology

The team intends to examine the activities of a group of the entities related to the project, including:

-  Steering Committee at TANI; 


-  TANI's senior management; 


-   Coordinators for various Programs; 


-  Training Staff of NGOs various Programs; 


-  All Pilot Projects; 


-  Beneficiaries of all Programs & Pilot Projects.


To evaluate the activities and performance of individual projects and identify potential gaps in the status-quo, which can be further analysed and be ratified in light of recommendation from this exercise, the team intends to lay down a project methodology.  

The project methodology is broken into 6 phases, which is broadly split into 2 parts. The first part takes place prior to our groundwork in Peru, and encompasses the Exploratory Phase, Hypothesis Generation, and Preparatory Phase (see Table <>). The team gathers information on economic, social, education, health, and employment indicators for Lima, including region of San Jaun de Lurigancho from Indice de Competividad Regional Del Peru (ICRP). The team also acquired a large amount of the important documents that were generated internally by the client and previous project initiated by third-party consultants on behalf of the client.

The documents analysed include:

-  Projected financials for the next fiscal year; 


-  Project Proposals for the new programs; 


-  Progress Reports for the current programs; 


-  Financial records maintained by TANI. 
 


Further literature review of the secondary research material available through our library support was conducted to validate the findings from the primary information provided by our client. This has helped us set the narrative and is instrumental in guiding our thought processes at this stage.

Phase Description Materials & Data Collection

1 Exploratory Phase Gather information, analyse information available to define the problem; collect preliminary information from client INCORE 2016, Literature Review, Background Research, Client Meetings

2 Hypothesis Generation Filter relevant information in context of the scope of work agreed upon with the client Client Meetings, Data shared by Client, Survey materials from the previous surveys

3 Preparatory Phase Identify target sample groups; Formulate survey materials for focus groups, interviews and surveys Survey materials translated into Spanish

Trip to Peru

4 Gathering Phase Gather data using tools Survey print-outs

5 Synthesis Phase Data analysis; Verification of initial hypothesis; Identification of causes for deviation from hypothesis

6 Delivery Phase Report key findings and recommendations Final Project Report, Marketing material for client

Subsequently, based on our observation of the previous content, data pattern, information and feedback, we extrapolate available information to generate hypotheses from historical trends. To obtain information relevant to the purposes of the survey, we formulate questionnaire and sampling strategy that helps us collect information with maximal reliability and validity.

The fieldwork comprises surveys, interviews and focus groups. Part of fieldwork, which maps the general view of target groups on how to make TANI self-sustainable and if so would they be willing to use TANI's services at a nominal cost, will form the bedrock of our data collection. Interviews and focus groups with other individuals such as trainers, management will help further validate findings from our target groups.

5.2 Implementation Plan

Considering team's limited understanding of Spanish, initially, questionnaire and other survey materials will be drafted in English and subsequently converted to Quechua. Surveying process will be administered on the site via hardcopy by the team with assistance from a translator, who will help the team co-ordinate with the target groups and address any queries that may arise on the spot. One on one interviews will be conducted with the help of a translator who will facilitate the qualitative aspect of this cross-language research to collect reliable information. Lastly, focus groups will help bridge any gap in collection of qualitative data. A summary of data collection formats is listed in Table <>, while a list of consolidated data sources over the course of the project are covered in Table <>.

Particular Rationale Target Group Mode of information collection Target Group Size

Surveys Objective data collection to validate hypothesis built on past trends Single Mothers Paper Handouts (in Spanish) To be decided

Trainers, Staffs Paper Handouts (in Spanish) To be decided

Other beneficiaries Paper Handouts (in Spanish) To be decided

Interviews Individual insight and subjective information Beneficiaries, Potential Donors One on one with team and translator To be decided

Staff, Trainers and Management One on one with team and translator To be decided

Focus Groups Diverse views collections Beneficiaries, Trainers, Family members, General Public Groups of 8-10 with team and translator To be decided

5.3 Information Collection Process

5.3.1 Survey Structure and Rationale

The survey questionnaire is structured in 2 parts (see Annex <>). In the first part, the team aims to landscape the target addressable opportunities in the region. This requires the team to collect demographic, socio - economic and educational data and build a better picture of the candidate in terms of age, sex, job profile, social status, education etc. and what factors drives his/her behaviour and responses captured in the next section. The second part consists of a set of questions, on a ratings scale, formulated as part of our hypothesis to gauge respondent's stance on the various issues that will help team validate their approach to addressing the potential challenges that the client encounters.

The objective portion captures the respondent's perspective on statements, to which they strongly disagree, slightly disagree, are neutral, slightly agree or strongly agree. Each hypothesis will further be represented by <> subjective questions to ascertain their own psychographic stance on issues highlighted in our hypothesis, including an inward-looking question pertaining to their internal attitudes, and an outward-looking question pertaining to their interaction with TANI.

The cumulative score adds up to a maximum of <> and minimum of <> (answered ‘5' or <> to all <> questions) indicating that the respondent either highly value or ascertain no value to the leadership capacity (ability to adhere to the stated goals, provide direction and vision to TANI); management capacity (ability to utilize capital and resources efficiently); and technical capacity (optimal use of training staff and technology to implement all programs and community initiatives). The subjective questions will not be included in the scoring, but be used to assess TANI's adaptive capacity, from respondent's perspective, to bring out the desired changes to move on path of financial and operational sustainability. The team will be able to analyse the combined data in light of the demographic information from part 2, to draw correlations between TANI's approach and respondent's expectations from TANI as the organization moves ahead on its goal to self-sustainability.

The survey will be translated into Spanish and administered via a Qualtrics link and in print format.

5.3.2 Interview and Focus Group Structure and Rationale

The interview and the focus groups will be conducted in a more formal setting, preferably within the TANI's compound, with the help of a translator to facilitate. The team aims to finalize interview and focus group structure and questions, as they progress further in their engagement with the client, who already has formulated a template for focus group discussions for various programmes at TANI.

The focus of the interviews and focus groups will be to gain deeper, open-ended insight from the participants. Through focus groups and interviews the team intends to get qualitative insights on required strategies to progress ahead on a). the core program development, b). infrastructure development required to scale up the program, and 3) desired impact such a transformation will have on the larger community while amplifying organization's ability to achieve its mission.

5.4 Expected Findings and Recommendations

5.4.1 Expected Findings

The team expects to determine the general response from target population whether they are open to the possibility of TANI implementing cost of service on a per person basis for some of its programs while increasing annual membership for a few of their training programs, without making any changes to the program that intend to do larger good for the community. Currently, based on our understanding from the information shared by our client we believe such a proposal from TANI for its own sustainability will be positively received by the larger target demographic. This confidence comes from TANI's long commitment to improvement of standard of living for the people in the area that has created a positive brand equity for TANI.  

We further expect to understand the organizational structure, operating and employee related expenses, with one on one interviews and focus groups with management and team members. Based on the information shared with us, we believe the status quo is not the most efficient usage of the human capital that TANI has at its disposal. The team believes adding programs and resultantly training staff and facilities is not feasible in long run. It is injudicious for an organization simply to increase and expand service delivery without becoming more knowledgeable about program management through continuous improvement in service delivery model and practices. Hence, field research will help team identify major pain points in the current organization and payroll structure to provide a actionable plan to the client for improvement in this area.  

The team also hypothesizes that due to TANI's dependence on a limited set of donors with negligible association with local donors, charitable trusts and institutions. We look at this as a huge disconnect between the great brand name that TANI carries and limited efforts on leveraging this positive equity. We believe a key differentiating factor of sustainable NGO's is the long-term relationships they build with large set of funders. This requires continuous devotion from leadership, management and steering committee to persuade others in community and government to invest time and resources in the organization. We are therefore seeking to gather additional information with the client to gauge how TANI is perceived by the local donor community and social investors.

5.4.2 Recommendations

In the light of the evaluation results, the following recommendations can be proposed that might help TANI in its mission to attain self-sustainability.

1) Measure cost-effectiveness regularly and discuss and develop formal and/or informal ways of analyzing financial data once measurable outcomes have been defined, 


2) Continuously update and improve program module and management (quality control) monitor, assess, and respond to internal and external changes swiftly,

3) Communicate regularly with current and potential funders, grant donors to update them on evolution of TANI in a changing world focussing on its learnings, and nature and quantum of impact it makes to the community in evolving scenario,

4) Address financial management issues or challenges immediately. Fixing accountability early in the process will act as a key in building an attractive value proposition for further fund raising and collaboration activities,

5) Leverage upon its extensive network of partners, stakeholders and other constituents to maintain data about target demographics, community problems, the funding environment, and the policies and systems in San Jaun de Lurigancho. This proprietary information will be highly critical for any institution or impact investor seeking an opportunity to work on community development projects in the region.

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