Situation Analysis

Understanding the Context for

Strategy Development
 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

 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
 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
 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.
 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
 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
Example of Situation Diagram
 Consumnes River

Fire supression Altered fire regime Upper

Lobby state govt
Watershed
for incentives for Forestry
Native
low water crops
Logging practices Siltation Aquatic spp
Obj 4b

Cosumnes River Watershed Biodiversity

Precipitation
Agricultural Overappropriation Surface water
practices of surface water diversions Upper
Demand for Water levels Floodplain
water in river Chinook
Housing Groundwater Water table Salmon
developments pumping levels
Breach
Obj 3
levees
Obj 4a Natural flooding cycle
from river to floodplain Lower
“Enlightened” Levees (stream Floodplain
agency policy channelization)
Promote water Riparian
saving practices Forest
Purchase Gr. Sandhill
Lobby local govt land Crane
Obj 2 Conversion to Cowbirds
to limit water use agriculture
Obtain Swainson's
easements Rats Hawk
Remove Native
Obj 1 Bullfrogs
egg masses Amphibians

Key to Symbols Actions Threats Targets

Example of Probing Questions
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?