ICM STRATEGY DEVELOPMENT MODULE 2 TOPIC 2 ANALYSING THE CURRENT SITUATION

1. ICM STRATEGY DEVELOPMENT MODULE 2 TOPIC 2ANALYSING THE CURRENT SITUATION Peter Walton 0

2. Key activities Preparation and planning process Mobilising resources and reporting Analysing the current situation Strategy formulation and development Identifying and selecting options Drafting the ICM strategy document Communicating the strategy Implementation, monitoring and evaluation Implementation Monitoring and evaluation Updating the strategy 1

3. Learning objectives Explain the purpose of assessing the current ICM situation in respect of strategy development Discuss the various tools, methodologies and approaches to analysing the current situation Describe the process of organising a stakeholder analysis for your organisation Design a framework for a situation analysis of ICM in your organisation Perform a SWOT analysis 2

4. Introduction A situational analysis is a prerequisite step in strategy development If you don�t know where you are, how can you know where you�re going? If you don�t know where you�ve been, how can you know what you�ve done? Information needs assessment SWOT analysis 3 The information needs assessment and SWOT analysis are discussed in much more detail a little later.The information needs assessment and SWOT analysis are discussed in much more detail a little later.

5. Information needs assessment Desk research Information audit Stakeholder analysis But, before we begin: What are information & communication products and services? What is the difference between internal & external ICM analysis? What tools & methodologies can we use to undertake situational analysis 4

6. ICM products and services Products (& information resources) Agriculture library / information resource centre Series of leaflets or booklets TV or radio programme Demonstration plot Services � product delivered / utilised Library � question & answer service, doc delivery Booklets � disseminated as part of awareness TV/radio programme � to provide information Demonstration plot � training 5

7. Internal analysis Information environment within organisation Considers: Mission, vision, objectives & goals of the organisation Information & communication activities Producers & users of information Skills & resources available Information & communication products & services ICT infrastructure Human resources Financial resources 6

8. External analysis Environment external to your organisation Considers: Other information generators, providers & suppliers Locally & nationally Regionally & internationally Networks, networking, collaboration Socio-political & cultural context Policies e.g. ICT, national agriculture plans, educational objectives Economic � GFC 7

9. Internal & external analysis 8

10. Tools and methodologies Interviews Questionnaires Focus groups Observation 9

11. Interviews Essentially, two forms of interview: Formal (more closed questions) Semi-formal (more open-ended questions) Each question must contribute to the information or understanding needed But interviews are useful for exploring ideas/options, and teasing out things you haven�t thought of 10

12. Questionnaires Two forms of question: Open question Closed question Each question must contribute to the information or understanding needed Determine how the results are to be analysed before implementing Always pilot the questionnaire 11

13. Focus groups Use for blue-sky thinking (�whiteboarding�) Useful for consensus-building and development of partnerships Require a focused agenda, an adept moderator & a good rapporteur 12

14. Observation Behavioural studies: In an information centre, how do people behave (both customer & operator)? Observe an information exchange (requestor/provider) or a database search (human/machine interaction) Watch people�s reaction to a poster or radio broadcast 13

15. Information needs assessment Desk research Profile of the organisation (internal); an �intelligence brief� (external) Information audit Assessment of ICM activities in organisation, information needs of staff; looks at processes & structure, determines extent aligned with organisational goals Stakeholder analysis Identifies stakeholders, what they give and receive, what their needs are 14

16. Organisation profile Findings feed into Strengths & Weaknesses Mission, vision, objectives & goals of the organisation Organisational structure Stakeholders & their relationship to organisation Organisation�s standing 15

17. Organisational structure 16

18. Intelligence brief Findings feed into Opportunities & Threats Socio-political and cultural context Policies e.g. national agriculture plans, import substitution, national ITC policy Economic situation Technological e.g. internet, mobile telephony, hardware/software supply & support, power supply Other information suppliers / providers Networks, networking, collaboration 17

19. Information audit Information projects, products and services ICT assessment Financial assessment HR assessment Information gaps 18 The information audit is the key activity during the information needs assessment. It provides a snapshot of the current situation as well as helping you identify strengths, weaknesses, opportunities and threat. There are five aspects to the audit: General enquiry into the range of information and communication products and services, and how they are managed A specific investigation into computer hardware/software, telecommunications, internet A financial assessment looking at funding and budgets An investigation in staffing, and in particular the capacity of staff to manage information and communication activities Information gaps � what information is not available for which there is an identified need. Basically, during the information audit you are trying to answer the following questions: What are the information and communication needs of staff? Which (and where) are the critical information and communication gaps and shortfalls, as well as identifying duplication of effort (and often expenditure)? Who generates information in your organisation? Who are the users of this information? And who manages this information (and how)? Are the information and communication resources, products and services aligned with the vision and goals of the organisation?The information audit is the key activity during the information needs assessment. It provides a snapshot of the current situation as well as helping you identify strengths, weaknesses, opportunities and threat. There are five aspects to the audit: General enquiry into the range of information and communication products and services, and how they are managed A specific investigation into computer hardware/software, telecommunications, internet A financial assessment looking at funding and budgets An investigation in staffing, and in particular the capacity of staff to manage information and communication activities Information gaps � what information is not available for which there is an identified need. Basically, during the information audit you are trying to answer the following questions: What are the information and communication needs of staff? Which (and where) are the critical information and communication gaps and shortfalls, as well as identifying duplication of effort (and often expenditure)? Who generates information in your organisation? Who are the users of this information? And who manages this information (and how)? Are the information and communication resources, products and services aligned with the vision and goals of the organisation?

20. Stakeholder analysis No right or wrong way to proceed Every organisation has its own context � must be sensitive to local conditions Stakeholders are the key Can be directly involved Or can be affected by the information-related activities 19 A stakeholder analysis can start quite early on in the piece. In fact, it is not a bad idea that one of the first activities the strategy development team undertakes is a stakeholder assessment. Simply asking the question �Who are our stakeholders�, and �What is their relationship to our organisation� will reveal a wealth of useful, strategic information. In particular, it will guide the team in undertaking interviews with external organisations, and guide the focus group discussions with farmers and similar stakeholder (i.e. in their role as beneficiaries). This early work can be expanded upon in later investigations to include such things as �information flow mapping� as well as an assessment of each stakeholder�s projects, products and services. Information on stakeholders can be added to the annexes.A stakeholder analysis can start quite early on in the piece. In fact, it is not a bad idea that one of the first activities the strategy development team undertakes is a stakeholder assessment. Simply asking the question �Who are our stakeholders�, and �What is their relationship to our organisation� will reveal a wealth of useful, strategic information. In particular, it will guide the team in undertaking interviews with external organisations, and guide the focus group discussions with farmers and similar stakeholder (i.e. in their role as beneficiaries). This early work can be expanded upon in later investigations to include such things as �information flow mapping� as well as an assessment of each stakeholder�s projects, products and services. Information on stakeholders can be added to the annexes.

21. SWOT analysis Strengths & weaknesses Organisations information & knowledge assets ICM in the organisation ICT in the organisation HR capacity & capabilities Financial aspects Opportunities & threats Political environment Economic situation Social & environmental issues Technological environment 20 The SWOT analysis is undertaken at the end of the investigative phase, when all the findings are in, i.e. containing in the desk research, intelligence brief, information audit and stakeholder analysis. What has to be done is draw the main conclusions from the findings in each of the areas highlighted on the slide. The strategy implementation team carries out the initial SWOT analysis but the group may also usefully comprise senior managers as well. A good facilitator is essential.The SWOT analysis is undertaken at the end of the investigative phase, when all the findings are in, i.e. containing in the desk research, intelligence brief, information audit and stakeholder analysis. What has to be done is draw the main conclusions from the findings in each of the areas highlighted on the slide. The strategy implementation team carries out the initial SWOT analysis but the group may also usefully comprise senior managers as well. A good facilitator is essential.

22. SWOT Example 21