Learning objectives:

PROBLEM PRIORITIZATION
At the end of the discussion, learners will be able
to:
 Explain the concept and importance of problem
prioritization in project planning
 Identify different criteria in prioritizing identified
community health problems
Prepared by:  Utilize prioritization matrix used in selection
Ma. Olive Grace O. Ordoña priority health problems

Problem Conceptualization and its

Outline: Processes

 Importance of Problem Prioritization Problem conceptualization involves the following

 Common criteria used in Problem Prioritization components:
 Problem Prioritization Matrix  evidence-based problem identification
 problem prioritization
 problem analysis (problem tree, objective tree
and alternative tree)

Quick Review Problem Prioritization

Problem Identification  The proponent opted that various stakeholders

participated in the process of prioritization in order
Problems Evidence Current to identify a focal problem that is truly reflective of
Identified Strategy the community’s context and needs.
 It allows an individual to plan and implement
solutions to issues accordingly with a sound basis.
Steps in Selecting Community Steps in Selecting Community
Health Priorities Health Priorities

Action steps to be considered 3. Review community assets

are: – Identify what resources
1. Select a prioritization exist in your community to
committee. address the need.
2. Discuss the data – Present 4. Select priorities – Decide
the qualitative and which approach you want to
quantitative data to the use to determine priority
prioritization committee. needs.

Techniques Used in Selecting a Priority Techniques Used in Selecting a Priority

TECHNIQUES DESCRIPTION
Multi-voting technique Decide on priorities by agreeing or TECHNIQUES DESCRIPTION
disagreeing in group discussions and Hanlon method List those health needs viewed as
continuing process/rounds until a priorities based on baseline data,
final list is developed. numeric values and feasibility factors.
Strategy lists Determine if the health needs are of Prioritization matrix Weigh and rank multiple criteria for
“high or low importance” by placing prioritization with numeric values to
an emphasis on problems whose determine health needs with high
solutions have maximum impact, importance.
with the possibility of limited
resources.
Nominal group technique Rate health problems from 1 to 10
through group discussion.

Steps in Selecting Community

Health Priorities Sample Criteria to use:

5. Build consensus around  Magnitude

priority needs – If you select
 Feasibility
priorities that vary from
community recommendations,  Impact
justify the reasons for making  Urgency
those choices.  Social Concern
 Admin and Political Support
6. Validate selected priorities.
 Amenability to Intervention
Magnitude Feasibility

 refers to the pervasiveness of the issue in terms  refers to the likelihood that the problem can be
of the approximate proportion of population addressed.
affected by the problem in the community.  refers to the availability of internal strengths and
resources, and opportunities that can be used to
help address the problem.

Impact Urgency

 refers to the percentage of the population who  signifies the time within which resolution is
will receive benefit once the problem/s is/are required or the extent to which the key
addressed. stakeholders can bear delay in the resolution of
any specific incident, problem, or change.

Social Concern Admin and Political Support

 refers to the perception of residents and  presence of existing policies, programs and
community leaders of the situation. support from the local chief executives
 was given weight to highlight and consider the
views of the internal stakeholders
 Sample Problem Prioritization
Amenability to Intervention Matrix:
MEAN SCORES
Social &
Admin & TOTA
Problems Magnitud Urgency Feasibilit Ethical RANK
 refers to the evidence that a problem can be identified e (5) (4) y (3)
Political
Concerns
L
Support (2)
solved by a method proven effective (1)
1. Health
prob 1 4.09 4.40 4.09 2.54 3.80 59.17 1
2. Health
prob 2 3.74 3.97 3.77 4.20 3.83 58.14 2
3. Health
prob 3 3.66 3.49 2.91 3.54 3.17 51.23 3
4. Health
prob 4 2.29 2.54 3.26 3.31 3.17 41.17 4
5. Health
prob 5 2.89 2.80 3.03 1.71 3.31 41.46 5

Steps in developing Prioritization Matrix MEAN

SCORES
Problems
1. Each criteria (Magnitude, Urgency etc.) will 2. Each member will grade the identified
Magnitude
(5)
be ranked based on its importance (5 being the problem on a scale of 1-5 (5
most important criteria). being the highest) 1. Health
prob 1 4.09
 This will be their agreed multiplier for the  Then the scores for each 2. Health
criteria. component will be averaged prob 2 3.74
before being multiplied to the 3. Health
MEAN SCORES prob 3 3.66
Social & multiplier (i.e. 5, 4,3,2,1) 4. Health
Admin & prob 4 2.29
Problems Magnitud Urgency Feasibility Ethical TOTAL RANK
Political
identified e (5) (4) (3) Concerns 5. Health
Support (2)
(1) prob 5 2.89

MEAN SCORES MEAN SCORES

Social &
Admin & Social & Admin & TOTA
TOTA Problems Magnitud Urgency Feasibilit Ethical RANK
Problems Magnitud Urgency Feasibilit Political Ethical RANK Political L
L identified e (5) (4) y (3) Concerns
identified e (5) (4) y (3) Support Concerns Support (2)
(1)
(2) (1) 1. Health
1. Health prob 1 4.09 4.40 4.09 2.54 3.80 59.17 1
prob 1 4.09 4.40 4.09 2.54 3.80 59.17 1 2. Health
prob 2 3.74 3.97 3.77 4.20 3.83 58.14 2
3. Health
Sample Total Computation: prob 3 3.66 3.49 2.91 3.54 3.17 51.23 3
Health problem 1 4. Health
prob 4 2.29 2.54 3.26 3.31 3.17 41.17 4
 (4.09x5)+(4.40x4)+(4.09x3)+(2.54x2)+(3.80x1)=59.17 5. Health
prob 5 2.89 2.80 3.03 1.71 3.31 41.46 5

(average score of Magnitude x rank of criteria)

The problem with the highest total score will rank as top 1.
 -END-
Sample Problem Prioritization Matrix: Thank you for listening!

References Next topic…

 [Link]  Problem Analysis

es/toolkit/files/step5-select-priority
 [Link]
ntifying-community-health-problem

Learning objectives
Problem Analysis
At the end of discussion, the learners will be
able to:
 Understand the importance of problem
analysis in project planning
 Identify different components of problem
analysis
Prepared by:  Create a problem tree, objective tree and
Ma. Olive Grace O. Ordoña alternative tree
Outline Problem Analysis

 Importance of Problem Analysis  The problem analysis identifies the negative aspects
 Different components of Problem Analysis of an existing situation and establishes the ‘cause and
-Problem tree effect’ relationships between the identified
problems.
-Objective
-Alternative tree
 It first involves identifying reasons a problem exists,
and then (and only then) identifying possible
solutions and a plan for improvement.

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Importance of Community problem Importance of Community problem

Analysis Analysis

1. To better identify what the problem or issue is. 3. To determine the barriers and resources associated
with addressing the problem.
2. To understand what is at the heart of a problem.
 It's good practice and planning to anticipate barriers
 A problem is usually caused by something; what is and obstacles before they might rise up.
that something? We should find out.

Importance of Community problem WHEN SHOULD I ANALYZE A

Analysis COMMUNITY PROBLEM?

4. To develop the best action steps for addressing the  When the community problem is not defined very clearly
problem.  When little is known about the community problem, or
its possible consequences
 Having a plan of action is always better than taking a  When you want to find causes that may improve the
chance of successfully addressing the problem
few random shots at the problem. If you know where
you are going, you are more likely to get there.  When people are jumping to solutions much too soon
 When you need to identify actions to address the
problem, and find collaborative partners for taking action.
 In general, when you tackle a problem, it's almost
always smarter to analyze it before you begin.
 Problem Tree Analysis

 It helps stakeholders to establish a realistic

Analysis of the overview and awareness of the problem by
identifying the fundamental causes and their most
Problem important effects.

Steps in Problem Tree Analysis

3
9

 Step 1: Identify major existing problems,

Problem Tree based upon available information. Openly
Analysis brainstorm problems which stakeholders
consider to be a priority.
Tree-shaped diagram in
which the trunk represents
the focal problem, the roots
represent its causes and the
branches its effects.

Steps in Problem Tree Analysis Steps in Problem Tree Analysis

 Step 2: Select an individual starter, a focal  Step 4: Begin to construct the problem tree by
problem for analysis. establishing a hierarchy of cause and effects
relationship between the problems:
 Step 3: Look for related problems to the
- Problems which are directly causing the focal
starter problem: identify substantial and
problem are put below
direct causes/effects of the focal problem
- Problems which are direct effects of the focal
problem are put above
Steps in Problem Tree Analysis Steps in Problem Tree Analysis

 Step 5: All other problems are then sorted in  Step 6: Connect the problems with cause-
the same way – the guiding question being effect arrows – clearly showing key links
‘What causes that?’ If there are two or more
causes combining to produce an effect, place
them at the same level in the diagram.

Steps in Problem Tree Analysis

Step 7: Review the diagram, verify its validity

and completeness and make necessary
adjustment:
 Ask yourself/the group – ‘are there important
problems that have not been mentioned yet?’
If so, specify the problems and include them
at an appropriate place in the diagram.
 General remarks in developing a
problem tree: General remarks:

 A good representation of stakeholders is important  Allow for discussion, debate and dialogue.
to achieve a shared understanding of the issues. Questions to guide the discussion might include:
-Does this represent the reality? Are the economic,
 Conducting a problem tree analysis calls for skilled political and socio-cultural dimensions to the problem
facilitation as well as plenty of time. considered?
-Which causes and consequences are getting better, or
 There will probably be multiple causes for each worse and which are staying the same?
effect, and multiple effects for each cause. Some -What are the most serious consequences? What
cards (such as low socio-economic status) may be criteria are important to us in thinking about a way
both fundamental causes and principal effects. forward?

General remarks:

Questions to guide the discussion might include:

- Which causes are easiest/most difficult to address? What
possible solutions or options might there be? Where
Analysis of
could a policy change help address a cause or
consequence, or create a solution?
Objectives
- What decisions have we made, and what actions have we
agreed upon?
-Share a copy of the final problem tree with stakeholders
Analysis of Objectives

This methodology allows:

• To describe the future scenarios deriving from the
problems’ solution.
• To verify the objectives’ hierarchy.
• To clarify in a diagram the means-ends relations.

The negative situations identified in the problem tree are

transformed into positive and already reached situations.
56

Steps in Objective Tree Analysis Steps in Objective Tree Analysis

 Step 1: Reformulate all negative situations of the  Step 3: Work from the bottom upwards to ensure
problems analysis into positive situations that are that cause-effect relationships have become means-
desirable, realistically achievable ends relationships.
 Step 2: Check the means-ends relationships to If necessary:
ensure validity and completeness of the -revise statements
hierarchy (cause-effect relationships are turned -add new objectives or delete objectives
into means-ends linkages)  Step 4: Draw connecting lines to indicate the means-
ends relationships.

General remarks in creating an

objective tree

 The analysis of objectives should be undertaken through

appropriate consultation with key stakeholder groups.

 As with the problem tree, the objective tree should

provide a simplified but robust summary of reality.

60
 Analysis of possible strategies

 The different groups of similar Objectives identified in

Analysis of the Problem tree become Strategies.

Strategies/Alternatives  The most appropriate and feasible strategy is selected

on the basis of different criteria (priority, budget,
timing).

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Steps in Analysis of Strategy Steps in Analysis of Strategy

 Step 1. Identify differing “means-ends”  Step 4. Make an assessment of the feasibility

ladders, as possible alternative options or of the different alternatives.
project components.  Step 5. Select one of the alternatives as the
 Step 2. Eliminate objectives which are project strategy.
obviously not achievable or pursued by other
projects in the area.
 Step 3. Discuss the implications for affected
groups.
 Summary:
Effect E E -END-
E E
Thank you for listening!
Core problem

Cause C C

C C C C C

Objective O O

Problem Tree
O O

Objective

Objective O O

Objective O O

O O O O O

O O

Objectives Tree
Objective

Objective O O

O O O O O

Alternatives Tree

Sources :
 DFID (2003). Tools for Development: A handbook for those engaged in development
activity. Department for International Development (DFID). London, UK

 University of Kansas 2019. [Link]

community-needs-and-resources/analyzing-community-problems/main

 [Link]
problem-objective-tree-logical-framework

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