A Guidebook on Capacity Development Agenda Formulation

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38Step 3Undertake analysis of theidentified problemsUse one or a combination oftools and processes in analyzingthe problem/s. The suggestedtools are Problem Tree Analysis,Fishbone Analysis, Strength,Weaknesses, Opportunities andThreat (SWOT) Analysis,Alternative Analysis Approach,Participatory IssueIdentification, Pairwise RankingThe Problem Tree Analysis isdiscribed in the suggestedtool #1.Suggested Tool #1PROBLEM ANALYSISUsing “metacards,”list all problems. Onecard per problem.Formulate eachproblem as anegative condition.The convergence pointfor all the problemsidentified is referredto as the “coreproblem” & becomestheoverriding concernthat will have to beaddressed.How to undertake Problem analysisSTEP 1Identify theproblemsSTEP 2Establish the cause andeffect relationshipamong the problemsidentifiedSTEP 3Establish aconvergencepoint/sSTEP 4Review thediagram asa whole.From amongthe listedproblems, try& agree onwhich is thecause &which is theeffect.Verify the cause andeffect relationshipand agree on thesoundness andcompleteness of theproblem tree.See Illustration #3 for a sample of an actual case.
39Suggested Tool # 2B. Sample Case Using SWOTSuggested Tool # 3C. Sample Case Using Fishbone AnalysisHow to do a SWOT· Step 1 – Information collection - In the here and now…List all strengths that exist now. Then in turn, list allweaknesses that exist now. Be realistic but avoid modesty!oooYou can conduct one-on-one interviews. Or get agroup together to brainstorm. A bit of both isfrequently best.You’ll first want to prepare questions that relateto the specific company or product that you areanalyzing. You’ll find some questions and issuesbelow to get you going.When facilitating a SWOT - search for insightthrough intelligent questioning and probing· Step 2 – What might be…List all opportunities that exist in the future. Opportunitiesare potential future strengths. Then in turn, list all threatsthat exist in the future. Threats are potential futureweaknesses.· Step 3 – Plan of action…Review your SWOT matrix with a view to creating an actionplan to address each of the four areas.References:http://rapidbi.com/created/SWOTanalysis.html#Definitionhttp://www.mindtools.com/pages/article/newTMC_03.htmhttp://web2.concordia.ca/Quality/tools/18pairwise.pdfFollow these steps to solve a problem with a Cause and Effect Diagram:1. Identify the problem:Write down the exact problem you face in detail. Where appropriateidentify who is involved, what the problem is, and when and where it occurs.Write the problem in a box on the left hand side of a large sheet ofpaper. Draw a line across the paper horizontally from the box. This arrangement,looking like the head and spine of a fish, gives you space todevelop ideas.2.Work out the major factors involved:Next identify the factors that may contribute to the problem. Drawlines off the spine for each factor, and label it. These may be people involvedwith the problem, systems, equipment, materials, external forces, etc. Tryto draw out as many possible factors as possible. If you are trying to solvethe problem as part of a group, then this may be a good time for somebrainstorming.Using the ‘Fish bone’ analogy, the factors you find can be thought ofas the bones of the fish.3. Identify possible causes:For each of the factors you considered in stage 2, brainstorm possiblecauses of the problem that may be related to the factor. Show these assmaller lines coming off the ‘bones’ of the fish. Where a cause is large orcomplex, then it may be best to break the it down into sub-causes. Showthese as lines coming off each cause line.4. Analyze your diagram:By this stage you should have a diagram showing all the possiblecauses of your problem that you can think of. Depending on the complexityand importance of the problem, you can now investigate the most likelycauses further. This may involve setting up investigations, carrying out surveys,etc. These will be designed to test whether your assessments are correct.
Page 1: (2010 Revised Edition)
Page 5: ContentsForewordPrefaceAcronyms1234
Page 9 and 10: 1NanManaging Knowledge for Improved
Page 11 and 12: 1Managing Knowledge for ImprovedPer
Page 19: 1Managing Knowledge for ImprovedPer
Page 22 and 23: 22Capacity Development DefinedWhat
Page 24 and 25: 24New Ways of Thinking on Capacity
Page 26 and 27: 26In undertaking the process of cap
Page 28 and 29: 28The Role of DILG Local Government
Page 31: 7 Steps in Capacity Development Age
Page 34 and 35: 34There is no “one way” to form
Page 36 and 37: 36Form No. 3 correlates existingCDP
Page 40 and 41: 40Step 4 Formulate the Competency O
Page 42 and 43: 42Developing Core Competency Object
Page 44 and 45: 44Step 5Prioritize gaps for Capacit
Page 46 and 47: 46Step 6Develop the Capacity Develo
Page 48: 48Remember, capacity development is
Page 52: 52or any local capacity development

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