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Before addressing any problem past and present records of events must be critically outlined in other to determine and make further analysis and future projections. Stakeholders must present concrete values of program expectation. During the decision phase, organizations must examine their needs, available resources, and potential benefits of implementing an envisioned information system
Making better investments at the Base of the Pyramid as well as leveraging each other’s strengths to build a world free from Hunger!
The broad goals and more specific operational objectives of an IIMGC intervention drive the planning and development process. Selection of a targeting scheme is an integral part of the IIMGC programme planning phase, thereby linking targeting directly to the programme’s operational objectives and goals. The latter will normally spell out who are to be the target group(s), such as children under five years of age; pregnant and/or lactating mothers; internally displaced populations in specific areas; food-insecure households in urban, low-income neighborhoods; or the landless rural poor or simple the average income earners.Encompassing a wide array of activities customized to meet a community’s specific needsThe target groups have to be defined in operational ways that allow them to be identified and located.
In practice, important political, cultural, logistic, technical and/or financial constraints often impose limitations on which targeting scheme can be selected and implemented. A targeting scheme cannot be designed on theoretical grounds alone, and the scheme that best supports the specific objectives of a given programme may, in practice, be very difficult or costly to implement.
The success of a targeted programme, as indeed of any programme, depends on detailed planning, efficient management and continuous monitoring and evaluation, with the results of the latter feeding back into improved planning and implementation of the programme. A number of important targeted nutrition programmes have been criticized for poor planning and weak management, or ineffectual monitoring and evaluation. Another important element for success is to establish a solid stakeholder group of partner institutions and to involve the targeted communities (individuals, households) directly and early on in the planning (needs assessment) and programme management process.
The thematic strategy designed to meet both NGOs and a companies needs
- Who designs, implements and monitors the targeting scheme? Normally the programme planners will design the targeting scheme during the development of the programme proposal. Thus, in the case of a public programme, staff, and decision-makers of the government institution(s) responsible for the programme will also design the targeting scheme. Donors may participate in this process as part of programme proposal review and discussion. If the programme is to be implemented in partnership with non-governmental organizations (NGOs), they will also participate in the programme development process, and thus in designing the targeting scheme. In a community-based food or nutrition programme, community leaders and local political decision-makers may participate in deciding who in the community is to receive the programme goods and/or services. Programme staff implements the targeting scheme along with other programme activities. Programme supervisory personnel should monitor the implementation of the scheme to ensure that targeting criteria are correctly applied and, when necessary, corrective measures are designed and implemented.
- Who is to be targeted? The intended target population(s) is (are) defined by the programme objectives.
- However, it needs to be decided how the target population will be identified and how eligibility, as well as exit, criteria will be established. The eligibility and exit criteria need to be well understood by both the target and the non-target populations, as well as the programme staff, and to be correctly and consistently applied by the latter. Indicators for targeting need to be identified and, if possible, validated before they are applied. Such indicators may include either a certain age group, sex, nutritional and health status, socio-economic basis, geographic location, specific groups suffering from disaster or specific micronutrient deficiency, or the entire population. The selected criteria should be well understood and correctly applied by programme staff or those responsible for this task.
- How will targeting be done? Alternative targeting schemes may need to be considered, and the most appropriate scheme selected by weighing the technical, social, financial and institutional factors associated with each of the schemes under consideration. This is likely to involve consideration of trade-offs among these factors. Will targeting be done on the basis of nutrition-related indicators, such as anthropometric measurements or laboratory indices, or non-nutritional indicators, such as geographic, market-based or self-targeting schemes? The selected criteria should be well understood and correctly applied by programme staff.
The collection and analysis of data are important in the detailed planning of a targeting scheme. These activities also provide a baseline for future evaluation. The kind of assessment needed will depend on the type of programme to be implemented and its primary objectives. Generally, most food and nutrition programme planning will need to assess:
This is where we come in, IIMGC will provide accurate data and informed market price as wells future projections.
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Environment: Oil remediation and Ecosystem research and management
Natural Resources: Oil & Gas
Development and Infrastructure: Real estate, departmental stores/malls.
Finance Experts: Micro-finance Banks, Micro Credits, Grants/Bonds/Instruments for facilitating contracts on infrastructural developments.
Mining: Solid Minerals & Mining
Agriculture: Mechanized and Semi-Mechanized, Large Scale, Small Scale, Community and individual farming e.g poultry,
Transportation: Water Resources, Inland Waterways, Aviation, Railways, Shipping.
Research & Development: Research and development in science and technology.
Investments: Foreign investment partnership
Conflict Resolution& Management: Internally Displaced Persons (IDP) Structured projects from the transition to a sustainable livelihood.
IIMGC through multinational companies, multinational enterprises, NGOs, CBOs, MDAs, High Commissions, Embassies, Small Medium Enterprises (SMEs), petty traders, small-scale farmers, large-scale mechanized farmers, banks, microfinance banks, service men and women etc, shall have equal opportunities to go beyond borders, as well as participate in social, economic, education, health, security and climate change projects, summits, forums, conferences and seminars etc.
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