Strategic Planning Presented by: Cindy Banyai, Ph.D. Executive Director, Refocus Institute IREX Community Solutions Program August 25 – September 1, 2011
Strategic Planning Presented by: Cindy Banyai, Ph.D. Executive Director, Refocus Institute IREX Community Solutions Program August 25 – September 1, 2011
Strategic Planning Presented by: Cindy Banyai, Ph.D. Executive
Director, Refocus Institute IREX Community Solutions Program August
25 September 1, 2011
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Learning Objectives How to plan strategically How to
effectively employ short and long term strategic plans Importance
of incorporating monitoring and evaluation (M&E) into program
design and implementation 2 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com
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HOW TO PLAN STRATEGICALLY 3 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com
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Logical Framework Approach Process to organize policy, programs
and projects for management Provides theory for evaluation Promotes
accountability and effectiveness Connects tangible inputs and
deliverables with conceptual goals 4 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com
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Logical Framework Model 5 Miyoshi, 2009; based on JICA 2004
2011 IREX CSP, Cindy Banyai, refocusinstitute.com
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Otherwise known as. Program Theory Matrix (PTM) Managing for
development results, results- based management (RBM) Project Cycle
Management (PCM) See also Social network analysis, Outcome mapping
2011 IREX CSP, Cindy Banyai, refocusinstitute.com 6
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Logframe Definitions End outcomes change in society
Intermediate outcomes change in target group Outputs results of
activities Activities actions in project Inputs requirements to
begin project 2011 IREX CSP, Cindy Banyai, refocusinstitute.com
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Management roles in the logframe Project management controls
inputs, activities and outputs Policy planning controls
intermediate outcomes and end outcomes 2011 IREX CSP, Cindy Banyai,
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Finding the logic Vertical logic - activities deliver outputs,
which contribute to intermediate outcomes, which help bring about
the overall goal (end outcomes) Horizontal logic - shows how
progress against each objective is assessed (through verifying
indicators) and the external factors (assumptions and risks) that
might affect the achievement of objectives at the next level
(Fujita 2010, p. 2) 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com 9
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Logframe considerations There are many different types, but
based on same thrust Make simple and specific Needs to be flexible
to guide programs and evaluation Avoid outside impositions Update
regularly Change when appropriate 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com 10
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EFFECTIVE SHORT AND LONG TERM PLANNING 11 2011 IREX CSP, Cindy
Banyai, refocusinstitute.com
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In general Policies focus on large, long-term societal goals
(end outcomes) Programs focus on target groups to meet policy goals
includes short and long term plans (intermediate outcomes, outputs)
Projects are shorter-term, targeted components of programs
(outputs) 2011 IREX CSP, Cindy Banyai, refocusinstitute.com 12
Localization All levels of governance need to design their own
policy structure incorporating all programs and projects under
their jurisdiction Short and long term planning is important at all
levels Allowing donors or national authorities dictate policy
disempowers local authorities 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com 14
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Planning and M&E Evaluation results feed back into planning
Monitor ongoing progress toward long term goals set benchmarks Set
achievable short term goals Modify program approach or goal
according to evaluation data 2011 IREX CSP, Cindy Banyai,
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M&E IN PROGRAM DESIGN AND IMPLEMENTATION 16 2011 IREX CSP,
Cindy Banyai, refocusinstitute.com
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Policy Management Policies, programs and projects should have
their own logframe Evaluation should be a continuous part of
management Starts before planning Continues through implementation
and after 17 2011 IREX CSP, Cindy Banyai, refocusinstitute.com
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Project Management Cycle (PMC) 18 Based on Miyoshi, 2008 2011
IREX CSP, Cindy Banyai, refocusinstitute.com
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Evaluation Evaluation is the systematic collection and
assessment of information related to the outcomes, operation, or
process of a policy structure, organization or relationship. (based
on Patton 2002; Weiss 1998; see also USAID 2011) 2011 IREX CSP,
Cindy Banyai, refocusinstitute.com 19
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PMC and Evaluation Evaluation is an integral part of the
management process Occurs before, during and after
policy/program/project duration Evaluation results should be
available and used for the next policy/program/project development
Internal evaluation is a continuing management activity External
evaluation supports accountability 2011 IREX CSP, Cindy Banyai,
refocusinstitute.com 20
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Thanks for your attention! Please send questions & comments
to photoevaluation@refocusinstitute. com
[email protected]
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References Banyai, Cindy. (2010). Community capacity and
governance New approaches to development and evaluation. PhD diss.,
Ritsumeikan Asia Pacific University. Bureau for Policy, Planning,
and Learning United States Agency for International Development
[USAID]. (2011). Evaluation Policy. Washington, D.C.: USAID.
Fujita, Nobuko. (2010). Beyond Logframe; Systems Concepts in
Evaluation. Tokyo: Foundation for Advanced Studies on International
Development [FASID]. Japan International Cooperation Agency -
Office of Evaluation and Post Project Monitoring, Planning and
Evaluation Department (2004). JICA Evaluation Handbook: Practical
Methods for Evaluation. Tokyo: Japan International Cooperation
Agency. Miyoshi, Koichi. (2008). What is Evaluation?. In Miyoshi,
Koichi (Ed). Hyoka-ron wo Manabu Hito no tameni (For People
Learning Evaluation Theory). (pp. 1- 16). Tokyo. Sekaishisosha.
Patton, Michael Quinn (2002). Qualitative Research & Evaluation
Methods. Thousand Oaks: Sage Publications, Inc. Weiss, Carol H.
(1998). Evaluation. Upper Saddle River, NJ, USA: Prentice- Hall,
Inc. 2011 IREX CSP, Cindy Banyai, refocusinstitute.com 22