1. Typical Strategic Planning Process Research Plan Condu ct Desk Resea rch Condu ct Primar y Resear ch Concep tual Frame work Strateg ic Frame work Typical Implementation Process Organisation Framework Training Framework Monitoring & Evaluation

2. Research Plan Research Plan: Taking the time upfront to develop a research plan will help to ensure the research program acquires the correct data in a productive and timely fashion. A good plan will typically have five components: 1 - Research objectives 2 - Data required 3 - Potential sources 4 - Preferred collection methods 5 - Estimated timeline

3. Conduct Desk Research Desk Research: This is the identification and collection of existing qualitative (press releases) and quantitative (UN/World Bank/Govt Assessment reports, Development Plans) data from on-line (internet) and off-line (UN, manuals, published material) sources: Desk research is the source for most data on strategy development Persistence and creativity are important to successful desk research A wide variety of data sources are generally required More and more valuable data is becoming available on-line Some of the best data sources are still off-line

4. Condu ct Primar y Resear ch Primary Research: This involves the creation of new information and insight, which is tailor-made to get the data required: Provides information that is exclusive, unpublished, new and unique Uses interviewing, one of the most common primary research methods, to collect data Uses focus groups to collect qualitative data from small groups Uses large-scale, quantitative research techniques to collect data from a large sample

5. Interview Methods to Collect Qualitative Data Structured face-to-face interviews Structured telephone interviews Unstructured face-to-face interviews Unstructured telephone interviews Guided conversations Interview Methods to Collect Quantitative Data The type of data to be collected, and that which is available, strongly influences the method used to collect it. Collecting quantitative data requires a more structured method, and, conversely, Collecting qualitative data can use a less structured, less formal approach Unstructured interviews are quite conversational, whereas Structured interviews follow a detailed, specific interview guide

6. Interview Methods to Collect Quantitative Data Unstructured face-to-face interviews Unstructured telephone interviews Guided conversations Interview Methods to Collect Qualitative Data Unstructured Interviews Structured questionnaire Mixture of open and closed questions to maintain interest Conversational rather than questions only Topical issues and areas, with more open questions than closed Need to probe into areas of interest! Structured Interviews Recording Responses Characteristics Written responses/ structured response sheet Ranking/ scoring & categorical responses Numerical data Written responses/tape recording Some ranking/categorical responses When clear what questions to ask When the data collection is quantifiable or numerical At the beginning of interviewing When working out what questions to ask as part of designing a quantitative approach When canvassing for opinions/ quotes When to use

7. Interviews Interaction generates new ideas, exchanges of opinion—can be very creative Allows understanding/ sense of the group’s opinion Allows comparison and contrasts of the reactions of different groups (men versus women, young versus old) More opinions more quickly Wider range of views Good value for money Avoids peer group pressure Allows people to voice less acceptable views Allows focus on an individual’s opinion Where sample difficult to recruit, represents easier recruitment than for focus groups More expensive Focus Groups Advantages and Disadvantages of chosen methods

8. Concept ual Framewo rk Analysis of the primary and secondary data to develop a conceptual framework to deliver resources to achieve results, with the following guiding principles: The project must take into consideration the objectives of existing main stream development plans: National Development Plan; UN/Govt Master Plan of Operations There should be effective project management: Ensures quality and cost effectiveness There must be transparency and effective supervision: Encourages probity & transparency leading to a fair distribution of economic benefits Community participation and empowerment must be encouraged: Overarching principle; creates ownership and livelihood opportunities

9. Strategic Framewo rk Defines how the conceptual framework can be implemented by knowing and understanding the development issues: Restoration & development; environment; influx of donor funds distorts local economy; opportunity to create livelihoods programmes Develops the strategic objectives to address the development issues Determines the interventions/ activities that are needed to achieve the objectives Allocates responsibilities and time frames to these interventions States the desired end results, which will address the defined issues

10. Organisational Framework Defines how the programme is institutionalised, how is works alongside existing institutions, Government, Donors, non-governmental organisations, groups and communities How it collaborates and integrates with existing related programmes, within Government and United Nations’ organisations Defines roles and responsibilities of key players at each phase of programme

11. Training Framewo rk Defines training needs: For community groups: how to assess needs, to prioritise planning, and to develop action steps & work-plans To sensitise professionals to community needs: friendly learning environments, gender issues, simplified bidding, livelihoods programmes, community is the centre of the process, and need for transparency For small contractors in construction management: how to win work, how to be profitable and how to please your customer, safe building techniques, and how to manage the business Emerging contractors: costing, organising and safety in labour only contracts, and maintenance of public assets Training of trainers & supervisors: leadership, principles of supervision, problem solving, decision making, and health & safety Training of development committees: transparency, empowerment, mobilisation of members, participation and monitoring

12. Monitorin g & Evaluation Defines project governance: project management team, project steering group, bid evaluation, procurement & financial management procedures Defines monitoring process and techniques: development of performance indicators, and measurement methods; supervision of construction quality and cost control; adherence to child friendly learning needs; involvement of community & livelihood creation; monthly or quarterly reporting; mid-term evaluation of the progress in reaching project’s desired-end-results. Defines evaluation techniques: team for end-of-project evaluation (internal, external, government, donor etc); framework for evaluation - quality and cost of structures, bidding transparency, appropriateness to educational needs -degree of child friendliness; adherence to project principles – involvement of community; and, project and financial management