The Local Agenda 21 Planning Guide - Democrats Against UN ...

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The Local Agenda 21 Planning Guide 4.2.6 DEVELOP THE FRAMEWORK ACTION PLAN The framework Action Plan would include the following elements: • Description of the final strategic vision of the community, including a consensus statement on current problems and opportunities; • Presentation of the key goals for addressing problems and opportunities; • Presentation of specific targets to be achieved; • Presentation of specific triggers; • Action options and programs for achieving these goals and targets; • An action strategy that describes the key partnerships to be established for implementation, including linkages with existing planning processes; and • A framework for periodic evaluation of progress. If the planning process ends after the completion of the strategic Action Plan, the plan is likely to become just another book on the shelf. Therefore, the Stakeholder Group has an ongoing role in approaching all sectors to develop implementing agreements. The framework Action Plan establishes an overall action strategy but does not provide a step-by-step blueprint of all the detailed steps to be taken by all the institutions in a community. While the framework document will include concrete program proposals made by the members of the Stakeholder Group, further campaigning, planning, discussions, and negotiations will be needed to define the specific implementation activities of other individuals, households, and institutions. For example, Worksheet 7 in Chapter 5 provides a format for organizing and summarizing a detailed implementation strategy for each target in the Action Plan. Once this general action strategy is established, the Stakeholder Group must complete the task of designing a framework for evaluating the performance of different stakeholders in implementing the plan. A detailed description of an evaluation framework is provided in chapter 6, “Evaluation and Feedback.” 4.2.7 PROMOTE IMPLEMENTATION PARTNERSHIPS The final step in developing a framework Action Plan is presenting it to the community and local institutions for final review and comment. It is through such consultation that these institutions are informed about how they can contribute to the plan by establishing implementing agreements as an annex to the Action Plan. Developing partnerships and agreements for implementation is an ongoing process. This is what is meant when the framework document is called a “living” document. If the planning process ends after the completion of the framework document, then the strategic Action Plan is likely to become just another plan on a book shelf. Therefore, the Stakeholder Group, supported by the municipality, has an ongoing role in approaching all residents, organizations, and sectors to develop implementation agreements. http://www.idrc.ca/openebooks/448-2/ (90 of 180)18/10/2010 12:47:23 AM
The Local Agenda 21 Planning Guide The development of implementing agreements among stakeholders takes place throughout the process of implementation, discussed in chapter 5. It requires continued priority setting by investors, service providers, and service users to select among alternative action options. 4.3 Appendix 4.3.1 APPENDIX 4 FORCE FIELD ANALYSIS Description Force field analysis is an analytical exercise used for priority setting and for selecting and assessing action strategies. The analysis enables a) the identification of specific forces that will either facilitate or hinder achievement of a goal, strategy, or issue, b) the assessment of the relative strength of each force, and c) the planning of action strategies to overcome hindering forces and to promote facilitating forces. All institutions and programs operate in some environment that forms its field of operations. At any given time, certain forces— some positive and some negative—exist in the field of operations. Some forces tend to inhibit and hinder successful operations and therefore weaken the effective attainment of the stated goals. At the same time, there are other forces that tend to facilitate and promote program effectiveness and the attainment of goals. One of the tasks of a planning process is to identify these forces and analyze them in order to find ways of weakening the negative or inhibiting forces, and strengthening the positive or facilitating forces that will create sufficient forces in the field of operations to ensure the success of the given program and institution. Procedures The following procedure is used to conduct force field analysis. • Select and describe the different goals, action options, or activities that will be compared and analyzed. • Undertake a separate force field analysis of each goal or action option. To do this, create a list of the different social, political, economic, environmental, and other forces that will either facilitate or hinder the success of each goal or action option. List the facilitating forces in one column and the hindering forces in another column. • Once a separate list of facilitating and hindering forces is created for each goal or action option, rank the forces in each column on the basis of the strength with which they will affect the achievement of the stated goal or the success of the activity. Give the highest rank to the force that will have the greatest impact or influence and the lowest rank to the weakest force. Mark with an asterisk (*) those forces that cannot be changed and with a number sign (#) those forces that can be influenced or changed. • Now review the two lists and underline those forces that seem to be most important for the effective attainment of the goal or activity, and that could be changed, either by increasing the power of the facilitating force or by reducing the strength of the hindering force. • Do a separate analysis of each of the underlined forces. For facilitating forces, list the action steps that could be taken to strengthen these forces. For hindering forces, list the action steps that could be taken to weaken these http://www.idrc.ca/openebooks/448-2/ (91 of 180)18/10/2010 12:47:23 AM
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