Strategic Planning Presented by: Cindy Banyai, Ph.D. Executive Director, Refocus Institute IREX Community Solutions Program August 25 – September 1, 2011

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 IREX CSP, Cindy Banyai, refocusinstitute.com

HOW TO PLAN STRATEGICALLY IREX CSP, Cindy Banyai, refocusinstitute.com

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 IREX CSP, Cindy Banyai, refocusinstitute.com

Logical Framework Model 5 Miyoshi, 2009; based on JICA IREX CSP, Cindy Banyai, refocusinstitute.com

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

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 7

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, refocusinstitute.com 8

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

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

EFFECTIVE SHORT AND LONG TERM PLANNING IREX CSP, Cindy Banyai, refocusinstitute.com

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

Policy, Programs & Projects 2011 IREX CSP, Cindy Banyai, refocusinstitute.com 13

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

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, refocusinstitute.com 15

M&E IN PROGRAM DESIGN AND IMPLEMENTATION IREX CSP, Cindy Banyai, refocusinstitute.com

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 IREX CSP, Cindy Banyai, refocusinstitute.com

Project Management Cycle (PMC) 18 Based on Miyoshi, IREX CSP, Cindy Banyai, refocusinstitute.com

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

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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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 ). 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 IREX CSP, Cindy Banyai, refocusinstitute.com 22