After the conception of several sub-strategies scale by scale, a first analysis can be done by the participants themselves concerning: feasibility, coherency, and efficiency of the different strategies. We’re offering you an example as an illustration of this phase of COOPLAN in the video below.

Example : part 1

Feasibility analysis (resources)

A first lecture resource per resource will allow us studying how we consume the different resources. The aim is not to do a classical accounting. There is no sum to do for this analysis. The aim is more the creation of a dialogue among the participants. For this, we need to identify the resources which are the more consumed.

If a strategy assembles some actions all using a lot of budget or political support, we suggest to the participants to question the feasibility of this strategy. Some counterbalancing actions may be added, for instance the creation of income-generating activities, or the sponsorship of an influent personality. We can also question some experts on this phase.

TO DO : read your strategies resource per resource and discuss the feasibility of your plan. If you need it, add some changes.


Coherency analysis (effects/issues)

You can dialogue about the coherency of your strategies by reading its effects on the different resources. In the same manner, a vertical analysis can be done, effect per effect, to observe the expected impacts of the actions proposed. During this second analysis, if you observe that your strategy has very little impacts on what you’re trying to reach (e.g. better living conditions), so your objectives are not fulfilled. You’ll have to find new options, add new activities, modify or delete some others etc. These changes will have some new effects on the resources and will temper other actions. A new dialogue cycle is taking place, organizing itself around these modifications, which induce new analysis of feasibility and coherency.

You have to be cautious with strategies that seem to have only positive effects. This is what we call the “bisounours effect”. The actions may have been completed in a too-optimistic dynamic way by the participants, or there is a lack in the initial model concerning important effects and trade-offs of some actions. In this case, the model itself is likely to change.

TO DO : discuss the coherency of you plan and modify it if necessary.

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