Family and Community Medicine

COMMUNITY PLANNING

CHRISTIAN EARVIN D. BONDOC, MD, MPM

Rural Health Physician (Doctors to the Barrios) / OIC-Municipal Health Office - Igbaras, Iloilo
25 June 2021
LEARNING OBJECTIVES
• Outline and describe the steps of the planning cycle
• Identify processes involved in every step of the planning cycle
• Gain appreciation of the planning steps through practical examples
THE PLANNING CYCLE
 Situation
Analysis

Priority
Evaluation
Setting

Goal
Monitoring
Setting
Analysis

Action Strategy
Assessment Action Implementation Formulation

Planning
SITUATIONAL ANALYSIS
SITUATIONAL ANALYSIS
Clear understanding of the present situation and related internal
and external factors
• Environment or situation in which the community exists
• PEST Analysis: identifying political, economic, social, and technological
factors in the external environment
• SWOT Analysis: strengths, weaknesses, opportunities, and threats
• Lapses and gaps
SITUATIONAL ANALYSIS
Assessment of current health situation
• Fundamental basis to design and update policies, strategies and plans
• Forms the first step of the planning process
• Documents problems for monitoring and evaluation
• Brings people together in a team building exercise
• Identifies and bridges gaps in information
SITUATIONAL ANALYSIS
IDENTIFY
• WHAT THE DIFFERENT PROBLEMS ARE
• WHERE THE PROBLEMS ARE OCCURRING
• WHY SUCH PROBLEMS ARE HAPPENING
SITUATIONAL ANALYSIS
PEST Analysis
• Framework of macro-environmental factors used in the environmental
scanning component of strategic management
• Identifies political, economic, social and technological factors in the
external environment
- PESTLE: includes legal and environmental factors
- STEEPLED: further includes education and demographic factors
• STEER Analysis: takes into consideration socio-political, technological,
economic, ecological, and regulatory factors for risk assessment
SITUATIONAL ANALYSIS
PEST Analysis
• Understand current external influences to allow working on facts rather
than assumptions
• Identify what factors could change in the future
• Mitigate risks and take advantage of opportunities
• Develop a better long-term strategy
SITUATIONAL ANALYSIS
PESTLE Analysis: POLITICAL Factors
• How and to what degree a government intervenes
- Government leadership
- Laws and regulations
- Goods and services from the government
- Infrastructure
SITUATIONAL ANALYSIS
PESTLE Analysis: ECONOMIC Factors
• Economic issues bound to have an impact
- Economic growth trends
- Employment rates
- Inflation rates
- Monetary policy
- Government spending
- Disposable income
SITUATIONAL ANALYSIS
PESTLE Analysis: SOCIAL Factors
• Consider the makeup of the population and the target demographics
- Cultural and religious beliefs
- Gender roles
- Health consciousness
- Demographics
- Population growth
- Age distribution
- Population movement
SITUATIONAL ANALYSIS
PESTLE Analysis: SOCIAL Factors
• Consider the makeup of the population and the target demographics
- Career or work attitudes (education)
- Living standards, lifestyles and leisure
- Economic stratification
- Opinions on common issues
SITUATIONAL ANALYSIS
PESTLE Analysis: TECHNOLOGICAL Factors
• Specific role of technology and broader technological trends
- Access to new technology
- Rate of technological change
- Evolution of infrastructure
- Energy sources and usage
- Communications
- Transportation
SITUATIONAL ANALYSIS
PESTLE Analysis: LEGAL Factors
• Contextualizing internal and external angles of legislations
- National and local laws
- Restrictions
- Safety standards
- Upcoming laws
SITUATIONAL ANALYSIS
PESTLE Analysis: ENVIRONMENTAL Factors
• Factors that influence or are determined by the surrounding environment
- Geographical location
- Weather patters and climate changes
- Important for agricultural communities
- Important for program scheduling
SITUATIONAL ANALYSIS
SWOT Analysis
• Analysis of the strategic environment
• Provides information that is helpful in
matching community resources and
capabilities to the environment in
which the community operates
• Instrumental in strategy formulation
and selection
SITUATIONAL ANALYSIS
SWOT Analysis
• INTERNAL environmental factors
- Strengths
- Weaknesses
• EXTERNAL environmental factors
- Opportunities
- Threats
SITUATIONAL ANALYSIS
SWOT Analysis: Strengths
• Characteristics that give the community an advantage over others
• Community resources and capabilities that can be used for developing a
strong program
- What advantages does the community have?
- What does the community do better than anyone else?
- What unique or lowest-cost resources does the community have access
to?
SITUATIONAL ANALYSIS
SWOT Analysis: Weaknesses
• Characteristics that give the community a disadvantage
• Absence of certain strengths may be viewed as a weakness
• May be the flip side of a strength
- What could be improved in the community?
- What should the community avoid?
- What are people in the program likely see as weaknesses?
SITUATIONAL ANALYSIS
SWOT Analysis: Opportunities
• Elements in the environment that the community benefit from
• New opportunities for growth and development
- Where good opportunities are available for the community?
- What interesting trends is the community aware of?
• Useful opportunities can come from such things as
- Changes in technology on both a broad and narrow scale
- Changes in government policy related to the community
- Changes in social patterns, population profiles, and lifestyle
SITUATIONAL ANALYSIS
SWOT Analysis: Threats
• Elements in the environment that could cause trouble for the community
- What obstacles does the community face?
- Are the required specifications for the program changing?
- Will changing technology threaten the program?
 Environmental
Scan

Internal External
Analysis Analysis

Strengths Weaknesses Opportunities Threats

SWOT ANALYSIS

PESTLE ANALYSIS
SITUATIONAL ANALYSIS
SWOT/TOWS Matrix
• The program should not necessarily
pursue more lucrative opportunities.
It may have a better chance at developing
a greater advantage by identifying a fit
between strengths of the community and
upcoming opportunities.
• In some cases, the community can
overcome a weakness in order to prepare
itself to pursue a compelling opportunity.
SITUATIONAL ANALYSIS
SWOT/TOWS Matrix
• To develop strategies that
take into account the SWOT
profile, a matrix of these
factors can be constructed.
SITUATIONAL ANALYSIS
S-O Strategies
• Pursue opportunities that are
a good fit to the strengths of
the community
• Maxi-Maxi strategy
- Employ strategies that use
internal strengths to maximize
opportunities
SITUATIONAL ANALYSIS
W-O Strategies
• Overcome weaknesses to
pursue opportunities
• Mini-Maxi strategy
- Employ strategies that minimize
weaknesses by taking advantage
of external opportunities
SITUATIONAL ANALYSIS
S-T Strategies
• Identify ways the community
can use its strengths to
reduce vulnerability to
external threats
• Maxi-Mini strategy
- Employ strategies that use
strengths to minimize threats
SITUATIONAL ANALYSIS
W-T Strategies
• Establish defensive plan to
prevent the community’s
weaknesses from making it
highly susceptible to threats
• Mini-Mini strategy
- Employ strategies that minimize
weaknesses and avoid threats
SITUATIONAL ANALYSIS
Understanding the Problem
Problem Tree Analysis
• Helps find solutions by mapping out the anatomy of cause and effect
around an issue
• Output: graphical arrangement of problems differentiated according to
‘causes’ and ‘effects’ joined by a core or focal problem
• Helps understand the context and interrelationship of problems, and
potential impacts when targeting programs and projects toward specific
issues
SITUATIONAL ANALYSIS
Understanding the Problem
Problem Tree Analysis
1. List ALL problems
- Should be existing problems, not
possible, imagined or future ones
2. Identify core problem
3. Determine which problems are
‘causes’ and which are ‘effects’
4. Arrange both causes and effects in
hierarchy
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis
• Process of discovering the root causes of problems in order to identify
appropriate solutions
• Assumption: it is much more effective to systematically prevent and solve
for underlying issues rather than just treating ‘symptoms’
• Can show where processes or systems failed or caused an issue in the first
place

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis
Goals
• To discover the root cause of a problem or event
• To fully understand how to fix, compensate, or learn from any underlying
issues within the root cause
• To apply learnings from the analysis to systematically prevent future issues
or to repeat successes

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis
Core Principles
• Focus on correcting and remedying root causes rather than just symptoms
• Do not ignore the importance of treating symptoms for short term relief
• Realize there can be, and often are, multiple root causes
• Focus on HOW and WHY something happened, not WHO was responsible
• Be methodical and find concrete cause-effect evidence to back up root cause claims
• Provide enough information to inform a corrective course of action
• Consider how a root cause can be prevented (or replicated) in the future
Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
5 WHYs
• One of the more common techniques
• Regarded as the ‘Annoying Toddler’ approach
• Serves as a way to avoid assumptions
- Answers become clearer and more concise each time

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
Change Analysis / Event Analysis
• Careful analysis of changes that lead to an event
• Especially handy when there is a large number of potential causes
• Look at a longer period of time and gain a historical context instead of
looking at the specific day or hour that something went wrong

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
Change Analysis / Event Analysis
1. List out every potential cause leading up to the event
- Any time a change occurred for better or worse
2. Categorize each change or event by how much influence one had over it
3. Go event by event and decide whether an event is an unrelated factor, a
correlated factor, a contributing factor, or a likely root cause
4. Explore how to replicate or remedy the root cause

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
Cause and Effect Fishbone Diagram
• Also called an Ishikawa diagram
• Visually maps cause and effect
• Identify possible causes for a problem by following categorical branched
paths to potential causes until the right one is found
• Similar to 5 WHYs but more visual

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
Cause and Effect Fishbone Diagram
1. Start with the problem in the middle of the diagram (fish skeleton spine)
2. Brainstorm several categories of causes and place them in off-shooting
branches from the main line (rib bones of the fish skeleton)
3. Break categories down into smaller parts
4. Eliminate unrelated categories and identify correlated factors and likely
root causes by investigating each branch and its smaller parts

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
Cause and Effect Fishbone Diagram

Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Understanding the Problem
Root Cause Analysis Techniques
Cause and Effect Fishbone Diagram: Common Categories
• Machine Management People
• Method Maintenance Physical Evidence
• Material Product Performance
• Manpower Price Surroundings
• Measurement Promotion Suppliers
• Mission Process Skills
Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
SITUATIONAL ANALYSIS
Resources
• Immediately internal to the community
- What the community itself could provide
• Within the community
- Existing establishments
• Within the vicinity of the community
- “Next-door neighbors”
• External to the community
SITUATIONAL ANALYSIS
Networking
• Establishing a mutually beneficial relationship with other people and/or
establishments and potential clients
• Developing and using contacts made in the line of work for purposes
beyond the reason for the initial contact
• The best networking groups operate as exchanges of relevant information,
ideas, and support
• Most important skill for effective networking is listening
- Focusing on how you can help the person you are listening to rather than on how he
or she can help you (first step to establishing a mutually beneficial relationship)
SITUATIONAL ANALYSIS
Networking
• Trick is to become proactive
- Taking control of the situation instead of just reacting to it
• Requires going beyond your comfort zone and challenging yourself
• Two-way street: be willing to give to receive
- Follow-up on contacts
- Keep in touch regularly
- Always share information or leads that might benefit them
SITUATIONAL ANALYSIS
Stakeholder Analysis
• Process where players likely to be affected by a proposed action are
identified, sorted as to how much they can affect the action, and how
much the action can affect them
• Tool for generating knowledge about the players and understand their
behavior, intentions, interrelations and interests
• Tool for assessing influence and resources the players bring on the
decision-making or implementation process
SITUATIONAL ANALYSIS
Stakeholder Analysis
• Primary Stakeholders
- People who are directly affected by the issue, the intervention or the
outcome of a given issue or intervention
• Secondary Stakeholders
- People who have interest or influence over the issues, or those who
have rights, interests, resources, and skills to take part in the
intervention or the outcome of a given policy or program
SITUATIONAL ANALYSIS
Doing a Stakeholder Analysis
• Drawing up a stakeholder table
• Assessing the influence and importance of each stakeholder
• Planning the level of participation of each stakeholder
• Using the findings of a stakeholder analysis
SITUATIONAL ANALYSIS
Doing a Stakeholder Analysis
Drawing up a stakeholder table
• Identify and list all potential stakeholders
• Identify their interests in relation to the problems being addressed by a
program or project
• Briefly assess the likely impact of the program or project on each of these
interests: (+), (–) or (?)
• Indicate the relative priority which the project should give to each
stakeholder in meeting their interests
SITUATIONAL ANALYSIS
Doing a Stakeholder Analysis
Assessing the influence and importance of each stakeholder
• Influence
- How powerful a stakeholder is
- Extent of a stakeholder’s ability to persuade or coerce others into making decisions
and actions
• Importance
- Stakeholders whose problems, needs and interests are the priority of the project
- Stakeholder with limited power but important as direct beneficiaries of the project
SITUATIONAL ANALYSIS
Doing a Stakeholder Analysis
Using the findings of a stakeholder analysis
• Risks and assumptions to implementation identified by assessing
influence and interest of stakeholders
• Analysis contributes to development of a participation matrix that can be
used in designing a program or project
• Analysis can be used as basis for revisions of strategies and approaches in
succeeding phases of the program or project cycle
PRIORITY SETTING
PRIORITY SETTING
What do we do with all the information?
• A lot more needs identified
• A lot more program opportunities that can be addressed

Which problem needs to be solved first?

PRIORITY SETTING
Problem Identification
• Defining a problem is a critical step often ignored or assumed
• Problem Statement
- Name the health issue
- Indicate who is affected
- Where the problem is occurring
- Extent of the problem
PRIORITY SETTING
Data Organization and Presentation
PRIORITY SETTING
Criteria for Prioritization
• Relative importance of the issue
• Number of people affected
• Political environment
• History i.e. program addressed in the past, implications on other programs
• Interest of local government and community officials
• Community culture
• Efforts of other organizations and agencies
PRIORITY SETTING
Criteria for Prioritization
• Impact and urgency of the problem
• Size of the problem
• Cost and/or return of investment
• Availability of solutions
• Availability of resources to solve the problem
• Reasonably measurable
• Politically and ethically relevant
PRIORITY SETTING
Criteria for Prioritization
• Frequency
• Relevance or importance
• Urgency
• Cost
• Time
• Potential benefits
• Ease of implementation
• Feasibility
PRIORITY SETTING
Tools for Priority Setting
Brainstorming
• Generation of a list of ideas and consensus building

Simple Voting
• Each participant votes for one program from the list they feel is the highest
priority
PRIORITY SETTING
Tools for Priority Setting
Multi-Voting
• Participants are allowed to vote for as many times as they wish
• Votes for each item are tallied
• All items receiving votes from half the participants are included in the next
round
PRIORITY SETTING
Tools for Priority Setting
Weighted Voting
• Each participant is given 100 votes
• Participants allocate votes based on which programs they think should
have highest priority
• Group determines cutoff for priority programs prior to voting
PRIORITY SETTING
Tools for Priority Setting
Nominal Group Technique
• In round robin fashion, each participant shares an idea until their list of
ideas is depleted
• All ideas are discussed while sharing pros and cons
• Similar ideas are grouped
• Each participant is asked to rank the ideas from highest to lowest
• Ideas ranked based on total rankings obtained
• Rankings are discussed to determine program priorities
GOAL SETTING
GOAL SETTING
• Each problem has
- Goals or Aims
- Objectives
- Targets

• There may be more than one objective for each aim

• There may be more than one target for each objective
GOAL SETTING
Goals
• Broad statements applied to a program or project
• Describe the WHAT of the process
- What the program or project intends to accomplish?
• Programs or projects may have one or more goals with several objectives
per goal
GOAL SETTING
Objectives
• Specific statements that support the goal
• Describe the HOW of the process
- What the program or project intends to accomplish?
• One or more objectives tied to a goal
• Always start with an action verb
• An objective can become a measurable milestone
GOAL SETTING
SMART(ER) Goals
• Specific
• Measurable
• Agreed Upon
• Realistic
• Time-bound
• Ethical
• Resourced
GOAL SETTING
SMART(ER) Goals
• Specific
- Exactly what wants to be achieved
- Well-defined
- Clear to anyone who has basic knowledge of the program or project
• Measurable
- Know if the goal is obtainable or how far away completion is
- Know when it has been achieved
GOAL SETTING
SMART(ER) Goals
• Agreed Upon
- Agreement with all stakeholders on what the goal should be
- Project leader(s) and members
- Recipients: community members
• Realistic
- Within the availability of resources, knowledge and time
GOAL SETTING
SMART(ER) Goals
• Time-bound
- Enough time to achieve goal
- Not too much time (can affect project performance)
• Ethical
- Within moral compass
- Most people resist acting unethically
- Set goals that meet a high ethical standard
GOAL SETTING
SMART(ER) Goals
• Resourced
- Enough resources committed to achieve goal
- Time
- Materials (includes information)
- Money
- Manpower
- Motivation (one may need to make sacrifices to achieve goal)
GOAL SETTING
SMARTER Goals (Variations)
S specific, significant, stretching, simple
M measurable, meaningful, motivational, manageable
A agreed upon, attainable, achievable, acceptable, action-oriented, appropriate,
assignable, ambitious, aligned, aspirational
R realistic, relevant, reasonable, rewarding, results-oriented, resourced resonant
T time-based, timely, tangible, trackable, time-oriented, time-framed, timed, time-
boxed, timely, time-specific, timetabled, time limited
E evaluate, ethical, excitable, enjoyable, engaging, ecological
R re-evaluate, rewarded, reassess, revisit, recordable, rewarding, reaching
STRATEGY FORMULATION
STRATEGY FORMULATION
Options and Alternatives for the Objectives and Targets
• Benefits of the options and alternatives
• Feasibility of the options
• Effectiveness of the alternatives
• Efficiency of options
• Affordability of options
STRATEGY FORMULATION
Logical Framework
• Tool for planning and managing development projects
• Aims to present information about the key components of a project in a
clear, concise, logical and systematic way
- What is the project going to achieve?
- What activities will be carried out to achieve its outputs and purpose?
- What resources (inputs) are required?
- What are the potential problems which could affect the success of the project?
- How will the progress and ultimate success of the project be measured and
verified?
 LOGICAL FRAMEWORK MATRIX
Objectively Verifiable Means of Verification External Factors
Narrative Summary
Indicators (OVI) (MOV) (Assumptions)
Goal
Purpose
Outputs (Results)
1.
2.
3.

Activities Inputs
1. 1.1
2. 1.2
3. 1.3
4. 1.4
LOGICAL FRAMEWORK MATRIX
Column Headings
Narrative Summary
• Describes the objectives, outputs and activities of the project in the left-
hand column of the logical framework
• Could have been given the title Hierarchy of Objectives but this might be
misleading because the bottom cell in the column is a summary of the
activities
LOGICAL FRAMEWORK MATRIX
Column Headings
Objectively Verifiable Indicators (OVI)
• Direct or indirect measures that will verify to what extent the objectives
have been fulfilled
• The term “objectively” implies that these indicators should be specified in
a way that is independent of possible bias of the observer
LOGICAL FRAMEWORK MATRIX
Column Headings
Means of Verification (MOV)
• Source of the information for the measurements or verification specified in
the OVI column
• For example, will statistics from an external source be used for the
verification or will project resources be used to gather the statistics?
LOGICAL FRAMEWORK MATRIX
Column Headings
External Factors (Assumptions)
• Important events, conditions or decisions which are necessarily outside
the control of the project but which must remain favorable for the project
objective to be attained
• Implication: design team must take into consideration what might derail
their efforts and plan responsibly to reduce the risk of derailment
LOGICAL FRAMEWORK MATRIX
Row Headings
Goal
• Impact of the project
• Ultimate result to which the project is expected to contribute to
- The addition of the word ‘contribute’ implies that this project alone is
not expected to achieve the goal
- Other projects are expected to also contribute to the goal
LOGICAL FRAMEWORK MATRIX
Row Headings
Purpose or Immediate Objectives
• Effect of the project
• Change expected to occur if the project delivers the planned outputs
• There is a tendency for this to be expressed in terms of the ‘change in
behavior’ of a group or institution, and the project outputs are expected to
facilitate this change
LOGICAL FRAMEWORK MATRIX
Row Headings
Outputs
• Deliverables of the project
• Tangible results that the project management team should be able to
guarantee delivering
• Specifically intended results of the project activities
• Used as milestones of what has been accomplished at various stages
during the life of the project
• Delivered usually on a certain date or dates
LOGICAL FRAMEWORK MATRIX
Row Headings
Activities
• Actual tasks required to produce desired outputs
• Activities that have to be undertaken by the project to produce outputs
• Take time to perform
LOGICAL FRAMEWORK MATRIX
Row Headings
Inputs
• Resources that the project consumes in the course of undertaking the
activities
- Materials
- Equipment
- Human resources
- Financial resources
- Time
 LOGICAL FRAMEWORK MATRIX
Objectively Verifiable Means of Verification External Factors
Narrative Summary
Indicators (OVI) (MOV) (Assumptions)
Goal
Purpose
Outputs (Results)
1.
2.
3.

Activities Inputs
1. 1.1
2. 1.2
3. 1.3
4. 1.4
LOGICAL FRAMEWORK MATRIX
Vertical Logic
• Connects the three levels of objectives in the matrix: the outputs, the
purpose, and the goal
- Achievement of all the output level objectives should lead to achieving
the purpose
- Each of the links between the objectives is connected by a hypothesis
LOGICAL FRAMEWORK MATRIX
Horizontal Logic
• Similar features to the vertical logic
• Links between the levels of objectives are the items in the External Factors
column
- If the project is successful in implementing all of the planned activities,
we ask ourselves, what circumstances or decisions (outside the control
of the project) could prevent the delivery of the project outputs?
ACTIVITY PLANNING
ACTIVITY PLANNING
• Resources needed for the intervention or activity
- Existing resources?
- Networking
• Cost estimate and budget preparation
• Staffing
- Determine number of staff needed
- Distribute staff in program
- Determine essential attitude, skills and knowledge of staff needed for the program
ACTION IMPLEMENTATION
ACTION IMPLEMENTATION
Operationalization of Identified Strategies
• Breakdown program activities into definite task or job units
- Job description for each task, position or station
- Assignment of tasks to persons accountable for their completion
• Organization of job schedules or routines
- Action plan
- Gantt charts
• Logistical support to perform tasks
• Staff training
ACTION IMPLEMENTATION
Gantt Chart
• After Henry Gantt (1861-1919) who designed it around 1910-1915
• Tool for displaying project progression in the form of a specialized chart
- Horizontal axis: total time span of the project broken down into increments e.g.
days, weeks or months
- Vertical axis: tasks that make up the project
- Graph area: contains bars for each task connecting the start and end periods
MONITORING AND EVALUATION
MONITORING & EVALUATION
Monitoring
• Continuous or periodic surveillance over the implementation of a project
- To ensure that input deliveries, work schedules, targeted outputs, and
other required actions are proceeding according to plan
- To guide actions
MONITORING & EVALUATION
Evaluation
• Determines the effect and impact of the plan based on goals and
objectives
• Needs to be systematic and objective
• Uses research models
- Trend analysis (before and after intervention measures)
- Case control (random or purposive)
MONITORING & EVALUATION
Objectives of Monitoring and Evaluation
• Assess program implementation, effectiveness and impact
• Serve as basis for decisions on program management, resource allocation
and policy development
• Ensure accountability within the organization and to stakeholders
ACHIEVING GOALS
ACHIEVING GOALS
Why are goals not achieved?
• Goals do not support your life or main purpose
- Goal is not aligned with what you are trying to accomplish
- Make sure your goals support your reason for being
ACHIEVING GOALS
Why are goals not achieved?
• Lack of continual action
- Goals usually die from inactivity
- Make sure to TAKE ONE POSITIVE STEP towards your goals EVERY DAY
ACHIEVING GOALS
Why are goals not achieved?
• Lack of commitment
- Many times a goal is made because it just seems like it should be
completed or someone else thinks it should be done
- “It seemed like a good idea then but we really were not committed to it”
ACHIEVING GOALS
Why are goals not achieved?
• Goals do not inspire
- Plain goals usually never get off the ground
- Goals should excite you
- SET YOUR GOALS HIGH
ACHIEVING GOALS
Why are goals not achieved?
• Loss of focus
- Goals tend to get lost in the mundane issues we face every day
- KEEP YOUR GOALS VISIBLE
- What you see clearly gets accomplished
ACHIEVING GOALS
Why are goals not achieved?
• Goals are not positively focused
- All goals should be written with a positive focus
- We are drawn to things positive and repulsed from things negative
- REFOCUS negatively written goals to highlight the positive when they
are achieved
ACHIEVING GOALS
Why are goals not achieved?
• Goals are not SMART(ER)
- SMART goals tend to give you a laser focus and keep you on track
ACHIEVING GOALS
Ten Steps to Successful Goals
1. Successful goals are clear
- “In the absence of clearly defined goals, we become strangely loyal to
performing daily acts of trivia.” (Author Unknown)

2. Successful goals are written down

- Put your goals in writing and in a place where you read them often
- Seeing them often will remind you where you want to go
ACHIEVING GOALS
Ten Steps to Successful Goals
3. Successful goals are compelling
- If you can’t bring a passion to your goals, you may want to change your
goals

4. Successful goals require immediate action

- Taking immediate action helps build excitement and momentum
ACHIEVING GOALS
Ten Steps to Successful Goals
5. Successful goals have an action plan
- The most common cause of failed goals is the lack of a plan

6. Successful goals are specific

- When? How much? How often? How long? How soon?
ACHIEVING GOALS
Ten Steps to Successful Goals
7. Successful goals are accountable
- Committing your goals into writing holds you accountable to yourself
- Telling someone else about your goals allows someone else to help hold
you accountable

8. Successful goals require work

- “There is no such thing as a wish without the power to make it come
true. You may have to work for it, however.” (Richard Bach)
ACHIEVING GOALS
Ten Steps to Successful Goals
9. Successful goals require CPR
- Consistent in your efforts each day
- Persistent to keep going when it gets tough
- Resistant to both the desire to give up and to those who discourage

10. Successful goals require celebration

- Celebration reinforces all efforts and builds momentum for next goals
SUMMARY
SUMMARY
• Situational Analysis
• Priority Setting
• Goal Setting
• Strategy Formulation
• Activity and Budget Planning
• Action Implementation
• Monitoring and Evaluation
REFERENCES
Root Cause Analysis Explained: Definition, Examples, and Methods. Retrieved from https://www.tableau.com/learn/articles/root-cause-analysis
Strategic Planning Through PEST Analysis. Retrieved from https://www.lucidchart.com/blog/pest-analysis
What is PESTLE Analysis? An Important Business Analysis Tool. Retrieved from https://pestleanalysis.com/what-is-pestle-analysis/
What is a SWOT Analysis? 2 Examples of What It’s Used For. Retrieved from https://pestleanalysis.com/what-is-a-swot-analysis/

Community Planning slides from Dr. R.J. Quimpo

Lecture slides from DAP GSPDM (MPM-HSD Program)