Basic Planning Analysis

Tools and Approaches

Qualitative and Quantitative

NUP LEMUEL A. DIVINAGRACIA

Organizational Development Division
Directorate for Plans
 Training Objectives
• Explain the differences between qualitative and quantitative
data
• Enumerate the Basic planning analysis methods according to
their purpose
• Identify the Different Criteria for Evaluating the
Appropriateness of Planning Tools
• Identify the Different Methods to clarify issues and problems
• Identify the Different Methods to examine spatial and inter-
sectoral relationships
• Identify the Different Methods for social, environmental, and
economic analysis
• Identify the Different Methods to Discuss the future
 Sequence of Presentation
• Qualitative and quantitative data

• Basic planning analysis methods

• Different Criteria for Evaluating the Appropriateness of

Planning Tools
• Methods to clarify issues and problems

• Methods to examine spatial and inter-sectoral relationships

• Methods for social, environmental, and economic analysis

• Methods to discuss the future

• Summary
 Examine the differences between
qualitative and quantitative data

Qualitative Data Quantitative Data

 Deals with descriptions.  Deals with numbers.

 Data can be observed but not  Data which can be measured.

measured.
 Length, height, area, volume, weight,
 Colors, textures, smells, tastes, speed, time, temperature, humidity,
appearance, beauty, etc. sound levels, cost, members, ages,
etc.
 Qualitative → Quality
 Quantitative → Quantity 
 Examine the differences between
qualitative and quantitative data

Example 1:

Oil Painting

Qualitative Data Quantitative Data

 blue/green color, gold frame  picture is 10" by 14“

 smells old and musty  with frame 14" by 18“

 texture shows brush strokes of oil  weighs 8.5 pounds

paint
 surface area of painting is 140 sq. in.
 peaceful scene of the country
 cost Php 13,000.00
 masterful brush strokes
 Examine the differences between
qualitative and quantitative data

Example 2:

Latte

Qualitative Data Quantitative Data

 robust aroma  12 ounces of latte

 frothy appearance  serving temperature 150º F.

 strong taste  serving cup 7 inches in height

 burgundy cup  cost Php 200.00

 Examine the differences between
qualitative and quantitative data

Example 3:

Freshman Class

Qualitative Data Quantitative Data

 friendly demeanors  672 students

 civic minded  394 girls, 278 boys

 environmentalists  68% on honor roll

 positive school spirit  150 students accelerated in

mathematics
 Basic planning analysis methods
according to their purpose

• Methods to clarify issues and problems

• Methods to examine spatial and inter-sectoral
relationships
• Methods for social, environmental, and
economic analysis
• Methods to discuss the future
 Criteria for Evaluating the Appropriateness
of Planning Tools
Criteria Appropriateness
Relevance In what ways does this method help you answer important
questions and focus on key issues?
Acceptability How well is the method developed, and to what extent is it
accepted as a standard instrument? ( in our country's context)
Cost How much time and how many resources do you need to adapt and
apply this method?
Data Requirements Do you have - or will you be able to generate - the data for a
reliable application of the method?
Breadth and To what extent can the method represent cultural, intrinsic,
Versatility aesthetic, and other non-market aspects of the PNP?
Distributional Does the method help address gains and losses:(i) across the
Aspects society, and (ii) between present and future generations?
Communications To what extent can ordinary people understand this method?
Sustainability What are the chances that you will continue to use this method
Basic planning analysis method #1: Methods to
clarify issues and problems
• Brainstorming
• Problem Statement Guidelines
• Strengths and Weaknesses, Opportunities and
Threats (SWOT)
• Problem Trees
• Ishikawa (Fishbone) Diagram
• Logical Framework
• Force-Field Analysis
• Comparison Matrix
• Role Playing
 Brainstorming

Variations of "Brainstorming" to Generate Creative Ideas

1. Call Out Ideas Freely in Any Order

2. Call Out Ideas in Orderly Sequence
3. Each Person Writes Ideas on Paper
Brainstorming
 Problem Statement Guidelines

• apply problem statement guidelines to sharpen

the definitions of any problem into its what,
when, where, who, why, and how dimensions

Review your new problem statement against

the following criteria:
• It should focus on only one problem.
• It should be one or two sentences long.
• It should not suggest a solution.
 What is a Problem Statement
The BIG idea

• Is there a Problem?
• From literature review
• Leads to research objectives and
research questions, hence your
intended research!
 What is a Problem Statement
What is not a problem?

• Lack of study in this area

• Studies were carried out elsewhere but not done
locally
• Studies were carried out using a particular type of
sample but mine will use a different type of sample
• Studies have found some factors but I want to find
more factors
 What is a Problem Statement
So what is a problem?

• Bad things could happened or already happening!

• Good things are not happening

Example:
Difficulties due to unknown factors, lack of
understanding, lack of effective tools, etc.
What is a Problem Statement
Conclusion

Problems in the past

I need a research

To solve these problems

Strengths and Weaknesses, Opportunities
and Threats (SWOT)
Strengths Weaknesses
S W
• Advantages • Disadvantages
• Experience, knowledge • Gap in experience, knowledge
• Unique characteristics • Financial aspects
• Resources • Reliability and trust Internal
• Geographical advantage, location • Loss of key staff Factors
• Competence, capabilities • Geographical factors
• Quality, reputation

Opportunities Threats
O T
• Strategic alliances, partnerships • Loss of alliances and partners
• Product development • Outside forces that may hinder growth External
• Trade in, deliverables Factors
• Innovation and technology development

Helpful Harmful
 Tools in
Internal and
External
Analysis
 Definition
SWOT stands for:

Strengths

Weaknesses

Opportunities

Threats

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Strengths
– positive attributes, tangible and intangible that
are internal to the organization

• human resources
• facilities or physical assets
–
• organizational structure
• financial and logistical resources
• systems and procedures and
• operational processes

– positive aspects that add value or competitive

advantage
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Weaknesses:
– negative attributes, tangible and intangible that
are internal to the organization

– problems on the following:

• human resources
• facilities or physical assets
• organizational structure
• financial and logistical resources
• systems and procedures and
• operational processes

– negative aspects that are disadvantageous to the

organization.
Opportunities

– external attractive factors that represent the

reason for your organization to exists

– positive image, resolution of conflicts/problems

associated with current situations, events or
trends that provide greater value that will create
demand for your services

– positive aspects external to your organization

placing you at competitive advantage

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Threats
– external challenge created by an unfavorable
trend, events or development that may lead
to poor or deteriorating delivery of police
services

– devastating media or press coverage,

economic downturns, governmental
regulations, technology

– requires proactive response through

contingency plans
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 Purposes of SWOT Analysis
• Assesses the organization’s strengths,
weaknesses, opportunities and threats;

• Provides powerful insights in identifying critical

issues and ‘gaps’ in the performance of an
organization towards its vision; and

• Aids in strategy formulation to accomplish the

organization’s mission and to achieve it’s vision.

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 Steps in TOWS Analysis
1. Conduct inventory of internal strengths and
weaknesses of your organization;

2. Note external opportunities and threats that

may affect your organization;

3. Bullet points is the best way to begin;

4. Capture the factors relevant in four (4) areas;

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 Steps in TOWS Analysis
5. Juxtapose the opportunities and threats
(OT) from the external with the strengths
and weaknesses (SW) of the internal
environment in relation to the Vision,
Mission, Objectives (VMO). The result -
SWOT Matrix; and

6. Formulate strategic options based on four

(4) combinations: (S-O), (S-T), (W-O) and
(W-T).
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 SWOT/TOWS ANALYSIS
SWOT ANALYSIS
STRENGTHS WEAKNESSES
Internal 1. 1.
Factors 2. 2.
3. 3.
External
Factors

OPPORTUNITIES S.O. STRATEGIC OPTIONS W.O. STRATEGIC OPTIONS

1. 1. 1.
2. 2. 2.
3. 3. 3.

S – Specific
M – Measurable
THREATS
A – Achievable
S.T. STRATEGIC OPTIONS W.T. STRATEGIC OPTIONS
1. 1. R – Relevant
1.
2. 2. 2.
T – Time-bound
3. 3. 3.
 Strategy Formulation
Strengths-Opportunities (S-O) Strategic
Option:
How can strengths be employed to take
advantage of the opportunities?

Strengths-Threats (S-T) Strategic Option:

How can strengths be used to counteract
threats that tend to hinder the attainment
of the PNP’s vision mission and objectives?
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 Strategy Formulation
Weaknesses-Opportunities (W-O) Strategic
Option:
How can weaknesses be overcome to take
advantage or exploit the opportunities?

Weaknesses-Threats (W-T) Strategic Option:

How can weaknesses be overcome to counteract
threats that tend to hinder the attainment of
the objectives (VMO) and exploitation of
opportunities?
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 SWOT / TOWS ANALYSIS
STRENGTHS WEAKNESSES
Internal Factors 1. Competent and well-trained PNP personnel 1. Out-dated and unresponsive organizational set-up
  2. Coordinated tasks of PNP Units/Offices
  3. IT-based records management system 2. Lack of enabling law to further enhance
  4. Competent and Supportive Leadership effectiveness of PNP Units/Offices
  3. Lack of support from Legislators
  4. Inadequate manpower (recruitment)
External Factors 5. Inadequate fund for on-site field evaluation and
inspection.
6. Unresponsive organizational set-up adhering the
“New Normal” situation

OPPORTUNITIES S.O. TRATEGIC OPTIONS W.O. STRATEGIC OPTIONS

1. Available information communication
technology system
2. Responsive NAPOLCOM and DBM
Policies available
3. Competent PNP personnel who are
graduates of Specialized Planning Course
(SPC) and other trainings relative to
planning and organizational development
4. Support and backing from PRRD,
NAPOLCOM & DILG
1. Strengthen the capability for utilization of digital
technology
2. Strengthen partnership with the NAPOLCOM and
DBM and other concerned agencies
3. Proper existing policies from NAPOLCOM and DBM
as bases in crafting the Reorganization Plan and in
updating the organizational structures and staffing
patterns of PNP offices/units
4. Develop a system for proper placement/assignment
of personnel who graduated from SPC and other
trainings relative to planning and organizational
development
1. Develop a more efficient and effective
organizational structure for PNP Units/Offices that
is responsive to adhere to the New Normal
situation.
2. Pursue for the approval of the PNP Reorganization
Plan.
3. Create more liaising and lobbying opportunities to
strengthen partnership with Legislators
4. Strengthen the PNP recruitment and selection
service for expeditious recruitment process
5. Use existing policies and results of inspection of
NAPOLCOM and stakeholders in drafting the PNP
Reorganization Plan and proposed restructuring
and strengthening of PNP offices/units

THREATS S.T. STRATEGIC OPTIONS W.T. STRATEGIC OPTIONS

1. Increasing population 1. Updating of the PNP Reorganization Plan and other 1. Rationalized distribution of personnel (admin – line
2. Uncontrollable fund allocation OD policies on organizational structures and staffing functions)
3. Peace and order situation in the concerned patterns 2. Request for fund for additional PNP personnel
localities 2. Advance programming of budgetary requirements to 3. Submission of fund request to support the Five-
4. Disruption in the management and delivery support the reorganization plan and additional Year Manpower Build-up
of police service caused by natural positions for to be created/restructured/ 4. Strengthen organizational structures of PNP
calamities, pandemic, etc. strengthened and upgraded PNP offices/units Offices/Units as well a its ICT capability and
3. Adoption of digitization strategies and maximize the infrastructure to better adopt to the new normal
use of Information and Communication Technology schemes
(ICT) to adopt to the “New Normal” Scheme
 Problem Trees
• Finding “the roots of the evil”
• Which is the problem to be solved?
• Who owns the problem?
• One focal problem, focus!
• Find the causes and effects to the focal
problem
• The causes of the problem shall be “tackled”
through activities within the framework of
the project in order to solve the problem in a
sustainable way
 Problem Trees

Step 2 IMMEDIATE EFFECTS

As with weeds,
the roots must
be tackled, if the
weeds are to
Step 1 CORE PROBLEMS disappear

Step 2 IMMEDIATE CAUSES

Step 2 SECONDARY CAUSES
Con’t
 Problem Trees
Goal (Effects): Enhance Cooperation Between Local Chief Executives and
Chiefs of Police in Anti-Criminality Campaigns

Insufficient cooperation between the LCEs and the COP in

Anti-Criminality Campaigns

Poor Working Few Joint

Relationship Activities

Accusations in Heads of Offices No agreement on

the News Media is friends with the local levels
Some perceived criminal
syndicates

Partisan Different Unrealistic

Politics Objectives Expectations
 Ishikawa (Fishbone) Diagram

• An Ishikawa diagram is a diagram that shows

the causes of an event and is often used in
manufacturing and product development to
outline the different steps in a process,
demonstrate where quality control issues
might arise and determine which resources
are required at specific times
 Ishikawa (Fishbone) Diagram
CAUSE EFFECT

EQUIPMENT PROCESS PEOPLE

PROBLEM
or
Secondary GOAL
Cause

Primary
Cause

MATERIALS ENVIRONMENT MANAGEMENT

Ishikawa (Fishbone) Diagram
Ishikawa (Fishbone) Diagram
Logical Framework
 Logical Framework
A systematic tool that visually shows, through a graphic illustration or
picture, how a particular initiative occurs through logical relationships.

Project Means of
Indicators Assumptions
Description Verification

Label?

Label?

Label?

Label?

The logical framework encourages planners to specify cause-and-effect

relationships, and to explicitly state all assumptions.
 Why do we use LogFrame?
• Used by major Donors to design, implement and
monitor projects
• Used for planning at all stages of the project cycle
• Clarifies expectations of stakeholders
• Standardizes and systematises planning process
• Differentiates types of objectives
• Checks the logic of the project design
• Helps to assess project risks
 Logical Framework
Project Means of
Indicators Assumptions
Description Verification

Main If the OBJECTIVES are accomplished;

Goal Goal
Then this should contribute to the overall goal

Why is the goal Objective(s)/ If DELIVERABLES are produced;

Important? Outcome(s) Then the OBJECTIVES are accomplished

What do you want Deliverables/ If the ACTIVITIES are conducted;

to achieve? Outputs Then RESULTS can be produced

How will you achieve If adequate RESOURCES/INPUTS are provided;

this goal? Activities
Then the ACTIVITIES can be conducted
 Logical Framework
Project
Description
The broad development impact to which the project
Goal contributes – at a national or sector level
Statement Wording: “To contribute to…”
The development outcome at the end of the project – more
Objective(s)/
specifically the expected benefits to the target group(s)
Outcome(s)
Statement Wording: “Increased, improved, etc.”
The direct/tangible results (goods & services) that the
Deliverables/ project delivers, and which are largely under project
Outputs management control
Statement Wording: “delivered/produced/conducted, etc.”
The tasks (work program) that need to be carried out to
deliver the planned results
Activities
Statement Wording: “Prepare, design, construct,
research, etc.”
 Logical Framework
Means of
Project Description Indicators Assumptions
Verification

Goal

Objective(s)/
Outcome(s)
Deliverables/
Outputs

Activities

S – Specific
Should be M – Measurable
SMART A – Achievable
Indicators R – Relevant
T – Time-bound
 Logical Framework
Means of
Project Description Indicators Assumptions
Verification

Goal

Objective(s)/
Outcome(s)
Deliverables/
Outputs

Activities

Where to find the

information or how
to collect it
Logical Framework
 Logical Framework Matrix (sample)
Means of
Project Description Indicators Assumptions
Verification
Decreased youth Over 10 years - National and regional - National economy
unemployment 5% per year statistics recovers steadily
- National vocational
Goal

training strategy
Continues
Business College functioning 300 students certified per - Yearbooks and other - College staff stays
Objectives/

year records - State grants continue

Outcomes

-Accounts - Not more than normal

Balanced budgets drop-out Rate

1. College renovated and *10 classrooms - Site visits - Enough trainers can be
Deliverables/

equipped *General facilities - Progress reports- identified

Outputs

2. Curricula developed *10 two-year curricula - Building can be

3. Trainers trained *30 trainers identified

* Identification and renovation No. of existing school Costs Pre-conditions:

of buildings buildings - All parties provide the
Activities

* Purchase and installation agreed contributions

* Develop Training curriculum Existing curriculum/ - No major changes in
and train trainers subjects vs. number of expert or purchasing
instructors prices
 Force-Field Analysis
• Force Field Analysis is a useful technique for looking
at all the forces for and against a decision.
• In effect, it is a specialized method of weighing pros
and cons.
• By carrying out the analysis, you can plan to
strengthen the forces supporting a decision, and
reduce the impact of opposition to it.
 Force-Field Analysis
Example: Assign a score to each force, from 1 (weak) to 5 (strong). Imagine
that you are a manager deciding whether to install new technology in your
office

Current State Desired State

Driving Forces Restraining Forces

Management wants faster and Staff frightened of new

accurate results
4 PLAN: 2
technology

Implement
Improved speed and production 3 New 4 Initial equipment cost
Technology
in the
Increase accuracy 2 Office 2 Staff resistance to changes

Training of staff for new

Controlling maintenance cost 1 2 technology
 INTERNAL INTERNAL
Directive of the PNP leadership for a more Resistance to organizational change
effective and efficient delivery of policing
services
Inadequacy of funds
Organizational dysfunction
Inadequacy of technical service staff, ICT
Performance gaps equipment, infrastructure and digital

RESTRAINING FORCES
platforms
To keep abreast with the advancing
REORGANIZATION Weak monitoring, evaluation, and
DRIVING FORCES

technology
PLAN OF THE PNP assessment of implementation of projects
and programs
Rationalized distribution of personnel
EXTERNAL
EXTERNAL Desired State:
Lack of enabling law to further enhance
effectiveness and efficiency of PNP
Demand of the community for better Highly capable, efficient Offices/Units
policing services and effective PNP with
greater organizational Lack of support from legislators in
Thrust of current administration for responsiveness to the passing the PNP Reorganization Plan in
improvement of all government services Congress
demands and challenges
Limited budget allocation/funding from the
of policing under the
Changing demands in the delivery of government
“New Normal”
policing services brought about by the
Covid-19 Pandemic/the “New Normal” environment by keeping
Bad propaganda from individuals and
situation abreast with the groups trying to malign/discredit the PNP
advancing Digital age Organization
Emerging criminality and security threats

Disruption in the management and delivery

Increasing population affecting peace and of police services caused by natural
order situation calamities, pandemic, etc.
 Comparison Matrix
Items to be compared
Options/Characteristics #1 #2 #3
A.
B.
C.
D.
 Comparison Matrix
Items to be compared

Options/Characteristics Person Dog Cat Fish

A. Walk X X X

B. Talk X

C. Swim X X X X

D. Read X
 Role Playing
You want
• you assign different team members of your
planning team to
members to "act" as if they interpret
are personalities among your problems and
feel emotions in
interest groups. the same way as
• never a substitute for genuine your actual
interest groups.
participation by these groups.
• it can be used within the
planning team to prepare for
comments by the real
personalities.
 Basic planning analysis method #2:
Methods to examine spatial and inter-
sectoral relationships

• Maps and Land-Use Plans

• Computerized Simulations

• Models in Economic Geography

 Maps and Land-Use Plans

Maps and Land- • maps to show a composite

Use Plans is
useful if certain picture of selected areas
activities can be
recorded in a
Map • Geographic Information
Systems (GIS) may be used in
identifying problems and
issues
 Computerized Simulations

• is a simulation, run on a single Your planning team

should be aware of
computer, or a network of the many intangible
computers, to reproduce and non-
behavior of a system quantitative details
that simulations
• Simulation has been a research cannot address

tool in several academic and

practical use
• Many urban planners have put
efforts to replicate real world
environments or activities
 Models in Economic Geography

• is the study of the location, distribution and

spatial organization of economic activities
across the world

It represents a traditional
subfield of the discipline
of geography, in recent
decades, have also
approached the field in ways
more typical of the discipline
of economics
Methods to examine spatial and inter-sectoral
relationships
 Basic planning analysis method #3:
Methods for social, environmental, and
economic analysis

• Social Assessments

• Environmental Assessments

• Benefit-Cost Analysis
 Social Assessments

most commonly used

• ranging from ethnographic as a means to assess
studies to formal surveys the impacts or
effects of a
proposed project
may have on people,
• rapid rural appraisal (RRA) community, and
culture.

• participatory rural
appraisal (PRA)
 Environmental Assessments

• Identify possible environmental
effects.

• Propose measurements to
mitigate adverse effects.

• Predict whether there will be

significant adverse
environmental effects, even
after the mitigation is
implemented.
Environmental Assessments
 Benefit-Cost Analysis
• is a systematic approach to
estimating the strengths and
weaknesses of alternatives that
satisfy transactions, activities or
functional requirements for a
business.
• It is a technique that is used to
determine options that provide the
best approach for the adoption and
practice in terms of benefits in labor,
time and cost savings etc.
• a systematic process for calculating
and comparing benefits and costs of a
project, decision or government
policy (hereafter, "project").
 Benefit-Cost Analysis

BCA has two purposes:

1. To determine if it is a sound investment/decision

(justification/feasibility),

2. To provide a basis for comparing projects. It involves

comparing the total expected cost of each option
against the total expected benefits, to see whether
the benefits outweigh the costs, and by how much.
 Benefit-Cost Analysis

Example: You must decide whether to go out with your

friends to a local "watering hole" on a Thursday
night?

Benefits: Costs:

• spending time with your • a cab ride home

friends
• missing work the next day
• receiving free drinks from
the bartender (who • waking up with a nasty
happens to be your best hangover
friend)
 The Trade-Off Matrix
Strategy or Social Environmental Economic Total Score
Option Ranking Ranking Ranking
A 2 1 3 6
B 1 3 4 8
C 5 4 5 14
D 3 5 2 10
E 4 2 1 7
1 – highest, 5 – lowest

You may choose to weight some criteria more heavily than others.

Suppose that you want to emphasize social more than environmental and
economic factors. Depending on the weights you apply, this may favor
Strategy B over Strategy A.
Methods for social, environmental, and economic
analysis should be determined by:
• the importance and sensitivity of a proposed
policy, program, or project; 
• the time and budget for conducting the
analysis;
• the technical and administrative capacity
within your agency - or through the help of
external assistance - to undertake the
analysis; and
• the extent to which your interest groups will
accept the analysis as useful and valid.
 Basic planning analysis method #4:
Methods to discuss the future
• Trend extrapolation
• Scenario construction
• Historical analogy
• Delphi and other techniques based on
collective opinions
 Trend extrapolation

• Forecasting technique which uses statistical

methods (such as exponential smoothing or
moving averages) to project the future pattern
of a time series data

The assumption of all

these techniques is
that the forces
responsible for
creating the past,
will continue to
operate in the future
 Scenario construction
• you ask individuals to describe
how they visualize future
It is a "script" for political, cultural, economic,
defining the and technological dimensions
particulars of an of a particular issue
uncertain future.
• you apply qualitative
judgments to separate likely
scenarios from those which
are less plausible
• you ask individuals to imagine
the future they want, and then
to describe a series of events
and conditions to achieve it
 Historical analogy

• Sometimes you ask your planning team to look

backwards to think about what may happen in
the future.

• Employing comparisons of events that

occurred in different places or times and in
the context of different underlying
backgrounds and motivating conditions.
 Delphi and other techniques based on
collective opinions
• Delphi Method - is a
structured Panel Evaluation
Definition of items,
Interaction structure,
communication Round 1
Evaluation Scales, etc.

technique, originally
developed as a
Monitoring
systematic, interactive And Feedback

forecasting method
which relies on a panel
of experts
Report
Panel Evaluation
Round n
 Summary
Methods to examine spatial Methods for social,
Methods to clarify issues Methods to discuss the
and inter-sectoral environmental, and
and problems future
relationships economic analysis
• Brainstorming • Maps and Land- • Social • Trend
• Problem Statement Use Plans Assessments extrapolation
Guidelines
• Strengths and • Computerized • Environmental • Scenario
Weaknesses, Simulations Assessments construction
Opportunities and
Threats (SWOT)
• Models in Economic • Benefit-Cost • Historical analogy
• Problem Trees
Geography Analysis
• Ishikawa
(Fishbone) Diagram • Delphi and other
• Logical Framework techniques based
• Force-Field on collective
Analysis opinions
• Comparison Matrix
• Role Playing
Thank You and Good Day!

Directorate for Plans

Philippine National Police
Visit us: dpl.pnp.gov.ph