URP 120: INTRODUCTION TO URBAN AND REGIONAL PLANNING

2022/2023 Session | Second Semester

LECTURE NOTE 100 Level | B.URP. Urban & Regional Planning

TOPIC 5: PLAN EVALUATION

1.1 Introduction
Planning and evaluation are vital for organisations and communities. Planning is the process
of deciding in advance where we want to get to (our goal) and how we will get there.
Evaluation, on the other hand, enables us to assess how well we are doing and to learn from
this. Plan evaluation is a critical stage in the planning process. It gives the project proponent
the opportunity to review plan options and decide on the best fit. It may also be applicable to
a chosen plan before, during or after its implementation. Evaluation may be applicable to a
conceptual plan, a programme (before, during and after) or a physical project ((before, during
and after).

The essence of evaluation is to ensure that the aim and objectives of a plan(s) are achieved,
the outcome is valuable, and there are benefits for the community, stakeholders or end-
users. Evaluation is a process of measuring success systematically and objectively, focusing
on whether the action or input was effective, achieved its objectives, and impacted outcomes.

1.2 Plan Evaluation: Definitions

Plan evaluation may also be seen as the assessment of a plan, project, programme, policy
or initiative to determine its adherence, compliance or alignment with the predetermined goal
and/or objectives.

Plan evaluation involves assessing the effectiveness, efficiency, relevance, and sustainability
of a specific plan or strategy against predefined criteria and objectives. It aims to determine
whether the plan has achieved its intended outcomes, addressed identified needs, and
contributed to desired changes or improvements in the target area or population.

1.3 Purposes of Plan Evaluation

The purposes of plan evaluation encompass a range of objectives aimed at assessing the
effectiveness, efficiency, relevance, and sustainability of a specific plan or strategy. These
purposes vary depending on the context, nature of the plan, and stakeholders involved.
Some of the purposes for plan evaluation are as follows:
1. Inform Decision-making: Evaluation findings serve as valuable inputs to decision-
making processes, enabling policymakers, planners, and stakeholders to make informed
decisions about choices (from a range of options), resource allocation, programmatic
adjustments, and strategic priorities. It helps identify effective strategies and interventions
to replicate or scale up, as well as areas requiring corrective action.
2. Gauging Objectives: For ongoing or completed projects, programmes or policies,
evaluation helps determine the extent to which the plan has achieved its intended
objectives and goals. It provides evidence-based assessments of whether the desired
outcomes and impacts have been realised, thus allowing stakeholders to gauge the
success of the plan.
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3. Accountability: Evaluation enhances accountability by providing transparent and
accountable mechanisms to ensure that planners and implementers are held responsible
for their actions and decisions. It helps identify areas of success and areas needing
improvement, fostering a culture of accountability within the planning process.
4. Enhance Learning and Knowledge Sharing: Plan evaluation facilitates learning by
capturing lessons learned, best practices, and challenges encountered during plan
implementation. It provides opportunities for knowledge sharing among stakeholders,
enabling the exchange of experiences, insights, and innovations to inform future planning
efforts.
5. Optimise Resource Allocation: Evaluation helps optimise resource allocation by
assessing the efficiency and cost-effectiveness of plan interventions. It identifies areas of
wastage, duplication, or inefficiency, enabling planners to reallocate resources to
maximise impact and achieve better value for money.
6. Build Stakeholders' Confidence: Evaluation helps build stakeholders' confidence by
demonstrating transparency, accountability, and commitment to achieving results. It
provides stakeholders with evidence of the plan's effectiveness and impact, fostering trust
and support for future planning initiatives.
7. Promote Continuous Improvement: Evaluation promotes continuous improvement by
identifying areas for enhancement and innovation in future planning efforts. It encourages
a culture of learning, adaptation, and innovation, ensuring that plans are responsive to
changing needs, contexts, and challenges.
8. Ensure Sustainability: Evaluation assesses the long-term sustainability and resilience
of plan interventions, considering their environmental, social, economic, and institutional
dimensions. It helps identify strategies to strengthen sustainability and ensure that
positive impacts are maintained over time.
1.4 Methods of Evaluation
Various methods and approaches can be used to conduct plan evaluation, depending on the
nature of the plan, available resources, and evaluation objectives. At an introductory level, a
few simple and relatable methods have been carefully selected and explained below:
1. SMART
SMART is an acronym commonly used in project management and goal-setting to create
objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound. By setting
SMART objectives, organisations and individuals can increase clarity, accountability, and
effectiveness in goal-setting and planning processes, leading to better outcomes and results.
Each letter represents a different criterion for creating effective objectives.

1. Specific: Objectives should be clear, concise, and specific, stating exactly what is to be
achieved. They should answer the questions: What do we want to accomplish? Why is it
important? Who is involved? Where will it happen? Example: "Increase the number of
students graduating with honours by 20% within the next academic year."

2. Measurable: Objectives should be quantifiable and include criteria for measuring progress
and success. They should answer the question: How will we know if the objective has been
achieved? Example: "Decrease customer wait time at the checkout counter from 10 minutes
to 5 minutes by the end of the quarter."
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3. Achievable: Objectives should be realistic and attainable, considering available
resources, constraints, and capabilities. They should answer the question: Is the objective
feasible given the current circumstances? Example: "Increase annual sales revenue by 15%
based on historical growth rates and market projections."

4. Relevant: Objectives should be relevant and aligned with broader goals, priorities, and
strategies. They should answer the question, "Does the objective contribute to the overall
mission or objectives of the organisation?" Example: "Launch a marketing campaign to
promote eco-friendly products in alignment with the company's sustainability initiatives."

5. Time-bound: Objectives should have a defined timeline or deadline for completion,

providing a sense of urgency and accountability. They should answer the question: When
will the objective be achieved? Example: "Implement a new employee training programme
by the end of the quarter to improve staff performance and customer satisfaction."

2. PESTEL
PESTEL analysis (otherwise referred to as PEST or PESTLE analysis) is a strategic
management tool used to analyse and evaluate the external macro-environmental factors
that can impact an organisation or a project. PESTEL is an acronym that stands for Political,
Economic, Social, Technological, Environmental, and Legal factors. These factors are
systematically analysed to assess their potential impact on individuals, communities,
business operations, decision-making, and strategic planning.

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Political Factors: Political factors refer to the influence of government policies, regulations,
and stability on an individual, community, organisation or industry. This includes factors such
as government stability, taxation policies, trade regulations, political ideologies, and
geopolitical tensions. Political factors can significantly affect business operations, market
entry strategies, and investment decisions.

Economic Factors: Economic factors encompass the broader economic conditions and
trends that can impact an individual, community or organisation's performance and
profitability. This includes factors such as economic growth rates, inflation, interest rates,
exchange rates, unemployment levels, and consumer spending patterns. Economic factors
influence market demand, pricing strategies, cost structures, and investment decisions.

Social Factors: Social factors relate to societal trends, demographics, cultural norms, and
consumer behaviour patterns that can affect an individual, community, as well as an
organisation's operations and market opportunities. This includes factors such as population
demographics, lifestyle changes, cultural values, social attitudes, health trends, and
consumer preferences. Social factors influence product demand, marketing strategies, and
corporate social responsibility initiatives.

Technological Factors: Technological factors pertain to the impact of technological

innovations, advancements, and disruptions on an individual, community, or organisation's
competitiveness and business model. This includes factors such as research and
development (R&D) activities, automation, digitalisation, emerging technologies, and
intellectual property rights. Technological factors drive innovation, productivity gains,
operational efficiencies, and competitive advantages.

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Environmental Factors: Environmental factors refer to the ecological and sustainability-
related issues that can affect an individual, community, organisation's operations, reputation,
and regulatory compliance. This includes factors such as climate change, environmental
regulations, energy consumption, waste management, and carbon emissions. Environmental
factors influence product design, production processes, supply chain management, and
stakeholder perceptions.

Legal Factors: Legal factors encompass the laws, regulations, and legal frameworks that
govern an individual, community, business activities and operations within a particular
country or region. This includes factors such as employment laws, consumer protection
regulations, intellectual property rights, competition laws, and industry-specific regulations.
Legal factors impact compliance requirements, risk management practices, and business
strategies.

3. SWOT

SWOT analysis is a strategic planning tool used to identify and evaluate the Strengths,
Weaknesses, Opportunities, and Threats facing an organisation, project, or individual. SWOT
stands for:

1. Strengths: Internal factors that give an organisation a competitive advantage or unique

capabilities. These are factors that the organisation excels at or resources it possesses that
contribute to its success. Strengths may include factors such as a strong brand reputation,
skilled workforce, innovative products, financial stability, or proprietary technology.

2. Weaknesses: Internal factors that hinder an organisation's performance or pose

challenges to its success. These are areas where the organisation may be lacking or
vulnerable compared to competitors. Weaknesses may include factors such as inadequate
resources, outdated technology, poor brand recognition, inefficient processes, or lack of
strategic focus.

3. Opportunities: External factors in the business environment that could be leveraged to

the organisation's advantage. These are favourable conditions or trends that the organisation
could exploit to achieve its objectives or gain a competitive edge. Opportunities may arise
from factors such as market growth, technological advancements, changing consumer
preferences, regulatory changes, or new market segments.

4. Threats: External factors in the business environment that could potentially harm the
organisation's performance or jeopardise its success. These are challenges or risks that the
organisation faces from its external environment. Threats may include factors such as
competitive rivalry, economic downturns, regulatory compliance issues, technological
disruptions, or shifts in consumer behaviour.

SWOT analysis is typically conducted by brainstorming and analysing each of these four
categories separately and then synthesising the findings to develop strategies and action
plans. The goal is to capitalise on strengths and opportunities while mitigating
weaknesses and threats to enhance the individual or community resilience, plan
acceptability, and organisation's competitiveness and sustainability.
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SWOT analysis can be used in various contexts, including site analysis, housing policy,
urban renewal, business planning, marketing strategy, project management, personal
development, and organisational change initiatives. It provides a structured framework for
assessing the internal and external factors affecting an entity. It helps inform decision-
making, resource allocation, and strategic prioritisation.

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4. CHECKLIST APPROACH
The checklist approach to plan evaluation involves using a structured list of criteria or
questions to systematically assess and evaluate the effectiveness, relevance, and
performance of a plan. This approach helps ensure that all key aspects of the plan are
thoroughly reviewed and analysed, and that evaluations are conducted consistently and
methodically. The checklist approach to plan evaluation could be implemented thus:

1. Define Evaluation Criteria: Start by identifying the key criteria or dimensions that you
want to evaluate the plan against. These criteria should be based on the objectives of the
plan, stakeholder priorities, and relevant standards or best practices. Common evaluation
criteria may include objectives clarity, stakeholder engagement, data quality, implementation
mechanisms, effectiveness of strategies, sustainability, and monitoring and evaluation.

2. Develop Checklist Items: For each evaluation criterion, develop a set of specific items or
questions that you want to assess. These checklist items should be clear, concise, and
actionable, allowing evaluators to easily determine whether the plan meets the criteria.
Consider breaking down each criterion into subcategories or components to ensure
comprehensive coverage. For example, under the criterion of stakeholder engagement,
checklist items could include "Were diverse stakeholders consulted during plan
development?" and "Was there evidence of meaningful participation from marginalised
groups?"

3. Administer the Checklist: Provide the evaluation checklist to the evaluators or evaluation
team responsible for assessing the plan. Ensure that evaluators understand the purpose of
each checklist item and how to use the checklist effectively. Encourage evaluators to review
the plan thoroughly, referencing relevant sections or documents as needed, and to document
their observations, findings, and recommendations for each checklist item.

4. Collect and Analyse Data: As evaluators review the plan and complete the checklist,
collect the data generated from their assessments. This may involve compiling checklist
responses, aggregating scores or ratings, and summarising qualitative feedback or
observations. Analyse the collected data to identify patterns, trends, strengths, weaknesses,
and areas for improvement in the plan. Consider using data visualisation techniques, such
as charts or graphs, to present findings in a clear and understandable format.

5. Report Findings and Recommendations: Prepare a comprehensive evaluation report

that summarises the findings of the plan evaluation based on the checklist assessments.
Clearly communicate the strengths and weaknesses of the plan, highlighting areas of
success and areas needing improvement. Provide evidence-based recommendations for
enhancing the plan's effectiveness, relevance, and impact, drawing on the insights gained
from the checklist evaluation. Ensure that the evaluation report is accessible, transparent,

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and actionable, and that it is shared with relevant stakeholders for review and decision-
making.

6. Iterate and Improve: Use the findings from the plan evaluation to inform revisions or
updates to the plan, as well as to improve future planning efforts. Consider integrating
feedback from the evaluation process into the plan's implementation and monitoring
mechanisms to ensure continuous improvement and adaptation over time. Regularly revisit
the evaluation criteria and checklist items to reflect changes in organisational priorities,
stakeholder expectations, or external conditions and refine the evaluation process
accordingly.

5. KEY PERFORMANCE INDICATORS (KPIs)

Key Performance Indicators (KPIs) are measurable metrics used to evaluate the
performance, progress, and effectiveness of a plan or initiative. In plan evaluation, KPIs
provide objective criteria for assessing whether the plan is achieving its intended outcomes
and objectives. They help stakeholders track performance, identify areas of success and
improvement, and make data-driven decisions to optimise planning efforts. Here are some
common KPIs used in plan evaluation:
Objective Achievement: KPIs related to objective achievement measure the extent to which
the plan's stated objectives are being met. Examples include:
• Percentage of objectives achieved
• Number of milestones reached
• Progress towards key targets or benchmarks

Stakeholder Engagement: KPIs related to stakeholder engagement assess the level of

involvement, participation, and satisfaction among stakeholders throughout the planning
process. Examples include:
• Number of stakeholder consultations held
• Diversity of stakeholders engaged
• Stakeholder satisfaction surveys

Resource Utilisation: KPIs related to resource utilisation evaluate how efficiently and
effectively resources (e.g., financial, human, technological) are being utilised to implement
the plan. Examples include:
• Budget variance (actual vs. planned)
• Percentage of allocated resources utilised
• Time or effort expended per unit of output

Implementation Progress: KPIs related to implementation progress track the progress and
status of plan implementation activities. Examples include:
• Percentage of action items completed
• Timeliness of deliverables

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 • Number of tasks overdue or behind schedule

Outcome Impact: KPIs related to outcome impact assess the tangible results and impacts
of the plan on the target population or intended beneficiaries. Examples include:
• Changes in key indicators or performance metrics (e.g., crime rates, employment
rates, economic growth)
• Improvement in quality of life or well-being indicators
• Cost savings or cost-effectiveness of interventions

Sustainability: KPIs related to sustainability measure the plan's ability to maintain positive
outcomes and impacts over the long term. Examples include:
• Longevity of outcomes achieved
• Maintenance of infrastructure or services
• Continuation of positive behaviour changes or community engagement

Adaptability and Flexibility: KPIs related to adaptability and flexibility assess the plan's
ability to respond to changing circumstances, emerging opportunities, and unforeseen
challenges. Examples include:
• Speed of response to changing conditions
• Number of adjustments or revisions made to the plan
• Ability to leverage new resources or partnerships

Customer or User Satisfaction: KPIs related to customer or user satisfaction gauge the
satisfaction levels and perceptions of stakeholders, beneficiaries, or end-users of the plan's
outputs or services. Examples include:
• Customer satisfaction surveys
• Net Promoter Score (NPS)
• Complaint resolution time

1.5 Site Evaluation

The selection of a data collection method will depend on the research question, the type of
data needed, the availability of resources, and other factors. The choice of a data collection
method can significantly impact the quality and accuracy of the data collected.

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