CPH - 2

When do you use SWOT?

- Explore possibilities to problems - Make decisions for your initiative - Determine where change is possible - Adjust and refine plans mid-course

Key Stakeholders

- Government officials and policy makers. - Those who can influence others. - Those with an interest in the outcome of an project.

Strength

- characteristic that adds value to something and makes it more special than others - more advantageous when compared to something else - resources, capabilities that will contribute to success

Threats

- environmental factors that hinder successful outcome - upcoming changes to status quo

SWOT analysis

- framework for identifying and analyzing the internal and external factors that can have an impact on the viability of a project, product, place, or person - identifying core strengths, weaknesses, opportunities, and threats lead to a fact based analysis, fresh perspectives and new ideas - invented in the 1960s by a management consultant named Albert Humphrey

TOWS Matrix

- framework for systematic analysis that facilitates matching the external threats and opportunities with the internal weaknesses and strengths of the organization - developed by the American International business professor Heinz Weirich

Why conduct a stakeholder analysis?

- identify people, groups & institutions that will influence your project - anticipate the kind of influence, positive, or negative these groups will have on your project - develop strategies to get the most effective support possible for your project and reduce any obstacles to successful implementation

Weakness

- might hinder successful outcome/teaching goals - absence of strengths - things to avoid when executing program - factors contributing to past failures - what organizations might do better than yours

Stakeholder Analysis

- process of systematically gathering and analyzing qualitative information to determine whose interests should be taken into account - develop cooperation between stakeholder and project team and ultimately, assuring successful project outcome - should identify their interest

Secondary stakeholder

- those directly involved with or responsible for beneficiaries or targets of effort - those whose jobs or lives might be affected by the process or results of efforts

The stakeholder Analysis Process

1. Identify all stakeholders 2. Identify the stakeholder needs and interests 3. Classify groups of interests 4. Identify areas of conflict 5. Prioritize, reconcile, and balance stakeholders 6. Align significant stakeholder needs with organization's strategies and actions

External factors (Opportunities and Threats)

Future trends economy funding sources demographics physical environment legislation

Internal strengths and external opportunities

How can they use the strengths to benefit from existing external ooportunities?

Internal Factors (Strength and Weaknesses)

Human resources Physical resources Financial Activities and process Past experience

Primary stakeholder

beneficiaries or targets of the effort

Past experience

building blocks for learning and success, your reputation in the community

Opportunities

environmental factors that might influence/contribute to successful outcome - unfulfilled/open niches not served by other programs - upcoming changes to status quo - chances made possible by unique strength/ eliminating weaknesses

Financial

grants, funding agencies, other sources of income

Internal strengths and external threats

how can they benefit from their strengths to avoid or lessen external threats?

Internal weaknesses and external threats

how can they minimize weaknesses and thus avoid potential threats

Internal weaknesses and External Opportunities

how can they use opportunities to overcome the organization's internal weaknesses?

Low power, interested people (defenders)

keep these people adequately informed and talk to them to ensure that no major issues are arising. these people can be often be very helpful with the detail of your project

Physical resources

location, building, equipment

Low power, Low interest (Apathetics)

monitor these people but do not bore them with excessive communication

High power, interested people (Promoters)

must be fully engaged and make the greatest efforts to satisfy

External organization

outside the organization

Activities and processes

programs you run, systems you employ

High power, less interested people (latents)

put enough work in with these people to keep them satisfied, but not so much that they become bored with your message.

human resources

staff, volunteers, board members, target population

Four categories of SWOT analysis

strength, weakness, opportunities, and threats

Internal Stakeholders

within the organization