Situation Analysis

1. Situation Analysis Understanding the Context for Strategy Development

2. Key Points to Introduce This Step • Situation analysis is intended to help develop more robust conservation strategies… • Articulate and test the logic of our thinking • Evaluate the strategic importance of factors that cause threats or impair key attributes • Identify key constituencies • Focus on your key objectives -- to abate critical threats or enhance target viability • Probe for opportunities, not just causes

3. Key Points to Introduce This Step • There is no one right way… • Some teams use box & arrow diagrams • Others use probing questions • Situation diagramming is a way of capturing a situation analysis

4. Critical Questions • Does the analysis focus on key objectives that address a critical threat or impaired viability? • Have all relevant types of factors been considered? (e.g., economic, political, cultural) • Have inconsequential, irrelevant or redundant factors been excluded? • Have key constituencies been identified, and the major factors that motivate them? • Who are the key decision makers • Who stands to gain • Who stands to lose

5. Common Issues & Recommendations • How much time to invest in this step • Enough time to probe key issues for strategy development, but don’t overshadow time allotted to any other CAP elements • Is a situation diagram the same as a “conceptual model” • Some teams use conceptual models to understand how a target functions ecologically; a situation diagram is a conceptual model used to help develop strategies • What’s the different between situation analysis & stakeholder analysis • Analyzing the stakeholders is a component of analyzing the situation as a whole.

6. Common Issues & Recommendations Many issues about situation analysis remain to be resolved… • How can it be best conducted to ensure focus and foster good strategic thinking? • Under what circumstances are particular tools best suited? • Can or should there be a standard approach? Meanwhile... • Facilitators and project teams should feel free to innovate -- use the approach that works best for them. • Coaches let’s glean lessons learned & share results

7. Helpful Hints • Boxes & arrow diagrams • Level of detail a matter of judgement • Tools: sticky tarp and cards give flexibility • Capture results with photograph and transfer to document. E.g. Off-the-shelf software (e.g. Visio) • Appendix E of Practitioners handbook provides a set of probing questions • However you capture the discussion during the workshop, displaying the connections with a situation diagram can also be a useful outreach/communication tool • Find common ground with stakeholders • Explore stakeholders’ understanding of a situation • Communicate our understanding of a situation and how we expect strategies to improve it

8. Example of Situation Diagram

9. Consumnes River

10. Example of Probing Questions

11. Does achieving the objective require influencing a key decision-maker or decision-making body? What key decision maker or decision-making body will/can determine or influence the outcome? What legal standing, authority or other influence do they have? What constituencies might be adversely impacted by the threat? Can they influence the decision-maker? What constituencies stand to gain from the threat? Can they be neutralized? Are there other key players who could influence the decision or action? What motivates each of the key constituencies? e.g. $$$, ease, peers, recognition What information about the threat or possible alternatives is essential to influence the key players?