Table of Contents -> Programme Implementation Plan
What is a PIP?
Note: For Guidance on PIP Structure in OPAL - Click Here.
To explain the basics of a PIP, here are some extracts lifted straight out of OGB's Programme Framework, available Here:
Developing a Programme Implementation Plan (PIP)
A PIP is a clear and concise summary of a proposed programme (including its context and logic) and its management plan (covering its funding, monitoring, and evaluation).
PIPs provide a structure for the programme design and development process, support programme management, and are a repository for all information relating to our programmes.
A. Introduction
Programme design and planning follow programme and partner identification. By this stage in the programme cycle you will have identified the impact you hope to achieve, defined a set of clear programme outcomes, and discussed possible strategies for achieving them with your partners. You may also have identified potential funding sources for aspects of your programme. This section provides an overview of how you formalise your programme intention by preparing a proposal for authorisation in the form of a Programme Implementation Plan.
B. What is a PIP?
A PIP is a concise summary of a proposed programme (including its context and logic) and its management plan (including its funding, monitoring, and evaluation). When first developed, a PIP is a statement of intent. Once authorised, it is the framework for programme management and future project development, and a repository for all information that relates to it. A PIP exists within the Peoplesoft system in a module known as OPAL. It has close links to other modules such as donor contract management for restricted funding (known as CRIMSON), and Oxfam GB’s financial system (known as the General Ledger).
Currently there are three types of PIPs: Standard (used for the majority of our work), rapid-onset (used only when funds need to be released quickly in response to a rapid-onset emergency); PIP-Support (used to house Support costs of a PIP)
The OPAL system will only allow authorisation of a standard PIP when all the mandatory fields are complete, whereas OPAL will allow authorisation of a rapid-onset PIP with the bare minimum information (to be agreed with the PIP authoriser). However, rapid-onset PIPs are only valid for up to three months and must then be converted to a standard PIP (if the programme is continuing) or completed in full retrospectively (if the programme has ended).
C. Why do we use PIPs?
Programme design and authorisation – PIPs provide you with a structure for designing and planning your programme in collaboration with your manager and other colleagues. By working with others to think through and complete the different elements of a PIP, the PIP process should lead you to a point where the programme can be authorised.
Programme management – once authorised, PIPs in OPAL help you to keep track of your programme’s progress. PIPs can enable the efficient co-ordination, funding, and control of a complex range of project activities by allowing responsibility for specific components to be assigned to Project Managers. However, as Programme Manager you should continue to take responsibility for developing, managing, and evaluating the overall portfolio of work to ensure that the long-term outcomes are achieved.
Knowledge management – the PIP becomes a repository for all information relating to your programme, which (unless sensitive) is accessible to Oxfam GB staff.
D. How do we develop a PIP?
D.1 Getting access to OPAL
OPAL is a module within the PeopleSoft system. It is web-based, and has a database for ‘Learners’ and another for ‘Users’ (the Production database). A user ID for logging into the Learner database can be found in the self-managed learning modules for ‘Readers’ and ‘Creators’ of PIPs. After completing the Creators module, your country or regional administrator will be able to provide you with a user ID for the Production database.
D.2 Agreeing the design and development process with your manager
The design and development of a programme should be a collaborative process. For each stage in the design and development of your PIP, work with your manager to decide who needs to be involved and what documents your manager would like to see. This can be recorded in the ‘Consultation’ tab of the PIP.
D.3 Completing the PIP
As you design and develop your programme, document your thinking in the relevant sections of your PIP. You will need to complete the following tabs during the course of your programme planning:
PIP General – this is where you enter basic information about your programme (such as your region, managing office, Programme Manager, and programme title).
Programme Logic – you enter your programme impact and outcome statements into this tab, together with your programme strategies and assumptions. See the sections ‘Developing a theory of change’ on p.30 and ‘Using programme logic models’ on p.35 for guidance on how to develop these.
Context – in this tab you should briefly describe your programme’s context and how it links to your Country Strategy.
Consultation – as described above, this is where you record your discussions with your manager about the design and development of your PIP.
Monitoring and Evaluation (M&E) – you can summarise your MEL plan here. The following three sections of this framework provide guidance on how to develop a robust MEL plan.
Design Checklist – this is where mandatory documents, such as your management plan, are attached prior to authorisation.
PIP Attributes – in this tab you should summarise a number of key characteristics of your programme. This information is used by reviewers, authorisers, and fundraisers to gain a quick overview of your PIP.
PIP Funding – in this tab you should complete your overall funding target for the programme, together with the level of unrestricted funding available from your country budget for this programme. Restricted funds allocated to your programme will be automatically populated from the funding database, CRIMSON. You can also attach your Country Funding Plan and comment on how you intend to fill any funding gaps.
E. Amending the PIP
Programmes are dynamic and are likely to change over time. For example, changes to the context may necessitate a change to the programme strategy, or delays in programme implementation may require changes to the PIP budget. These changes should be reflected in your PIP. Minor changes to the PIP can be made by simply editing your PIP. However, major changes (including changes to your PIP’s end date, impact, outcomes, or funding) require authorisation which you obtain by completing the online change request form detailing the changes you wish to make, and submitting the form for authorisation.
Source: OGB Programme Framework
F. What does a good PIP look like?
This will depend on the type of PIP, the context and the challenges that exist where you work. However, when recommending a PIP for approval, check the following to help you to get the PIP ‘right first time’:
1. The narrative should be specific and consistent across the PIP; i.e. what the problem is, why it is important, what the objectives are, how will improvement be achieved, how it will be measured, and how exit will be achieved. This should include reference to OGB capability, PIP/Project architecture and management structure, indicators, risks, and desired outcomes sections. It should offer coherent logic and adequate reassurance regarding business risks.
2. PIP quality should be high; this means that it must comply with the business rules, the spirit of this guidance, and demonstrate a good learning process.
3. Work with finance, funding and other support staff to prepare the PIP and the projects. Check configuration of PIP funding, project budgets and funding contracts. Ensure that overall, the investment represents value for money.
4. The indicators of success should be possible to verify, including gender. They should be underpinned by a monitoring and evaluation plan (inc. baselines measurements).
5. All mandatory supporting information is entered and attached on relevant tabs for ease of retrieval, including who has been consulted with attached inputs.
G. How is a PIP appraised?
What makes a good PIP will depend on the context and the challenges that exist where you work. However, the table below provides examples of the kinds of questions that authorisers will expect to be addressed in your PIP.
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PIP element
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Question authorisers will ask
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1
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General programme information
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Clear title for searching and recognition purposes
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Does the title include the country/region and overall aim, e.g. ‘Capacity-building fisher people in East India’?
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Short description
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Does the short description include what we will do, with whom, and how we will achieve it, i.e. we will achieve X, in V, for Y, through Z?
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Management structure
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Is this PIP manageable by one person?
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2
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Programme logic
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Clarity of purpose
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Is it clear what the programme is trying to achieve and how the strategies will contribute to this? Are the outcomes necessary and sufficient to achieve the intended impact? Do they reflect Oxfam GB’s commitment to putting women’s rights at the heart of all we do?
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Realism
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Have all major assumptions been identified? Are they realistic?
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Programme structure
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Does the structure reflect the way the programme will be delivered?
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3
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Context
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Fit with National Change Strategy or Campaign Strategy
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Is it clear how the programme contributes to your National Change Strategy or Campaign Strategy?
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Relevance
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Is there evidence that this programme is responding appropriately to the challenges and aspirations of men and women living in poverty?
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4
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Design and development
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Adherence to business rules
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Are there prohibited elements within the plan, e.g. funding sources or project budgets that exceed PIP value?
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Demonstrable learning
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Have appropriate advisers and those with authority been consulted and adjustments made? Does it draw on learning from similar programmes elsewhere?
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What key stakeholders say
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Is there evidence that key stakeholders have been consulted and that their recommendations have been considered?
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Mandatory attachments
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Have specified attachments been added?
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5
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Monitoring and evaluation
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OPAL Getting Started and Reference Guide.doc Page 21 of 39Verifiable indicators
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Are they specific, measurable, gender-sensitive, reliable, and relevant?
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Evaluation
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Have funds been put aside for Monitoring Reviews and evaluation(s)? When will they take place?
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6
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Funding
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Secure funding, value for money, and contracts allocation
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Is the funding secure for the coming financial year, with adequate reassurance for following years? Are contracts allocated? Is value for money demonstrable, or does PIP value represent only funding availability?
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Source: OPAL Getting Started and Reference Guide
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