Situation Analysis Framework (SAF)

An analytical and planning method, Situation Analysis Framework (SAF) is adapted from the Logical Framework Approach (LFA) and the Objective Oriented Project Planning (OOPP).

"The major components of SAF are the following:

• Stakeholders (traditionally referred to as beneficiaries): These are the people the project is trying to involve and assist through its activities. As the term implies stakeholders are those people in the rural communities who have a specific interest in solving the problem or improving the situation.
  
  
• Development problem: Also sometimes labelled the grand-problem, this defines a major undesired and negative situation affecting a large number of people. Projects are normally formulated as ways of reducing specific aspects of a development problem. Thus, a development problem can include a number of different problems and issues being tackled by various projects.
  
  
• Project goal: This is a statement of the overall aim of the project. It describes what the project aims to achieve by addressing the development problem. The goal provides the overall justification for the very existence of the project. It is also called the aim or development objective.
  
  
• Main problems: These are major specific problems or the undesired situation the project is specifically addressing. Main problems are derived from the development problem. They are the major causes of the development problem, or issues related to it. The definition of the main problems provides the boundaries within which the project can act. As will be explained later, the main problems usually constitute the central boxes in problem trees.
  
  
• Project objectives: Also known as immediate objectives, these indicate what the project aims to specifically accomplish in relation to the main problems and as a contribution to the achievement of the project goal.
  
  
• The problem tree: This important tool assists in the cause-effect analysis of a situation. The problem tree is the starting point of SAF as all the other components of the framework are derived from it. The rationale and how to develop a problem tree will be discussed in greater detail in the next section and in the Toolbox.
  
  
• Focal problems: Often referred to as root-problems, these are factors causing part or most of the main problem. This handbook will concentrate only on those focal problems that can be directly solved through a communication intervention. In order to identify focal problems it is necessary to carry out a cause-effect analysis of the situation, usually starting from the main problem. Focal problems are derived through the drawing and analysis of the problem tree.
  
  
• Communication objectives: These indicate what the communication intervention aims to accomplish, specifically in relation to the focal problem and as a contribution to the achievement of the project goal. The communication objectives are derived from the problem tree by rewording the focal problems as desirable states and/or as solution- oriented statements. Each communication objective should be expressed in a SMART manner with a specific timeframe for its achievement.
  
  
• Communication Mode Design: This includes a series of steps through which the Interaction groups, communication approaches, design specifications, media and activities are selected and refined. Most of the communication approaches are derived from the Communication Mode Design. The mode includes discussion theme/message design, instructional design and group mobilisation. The different modes assist to define the outputs.
  
  
• Outputs: These are the measurable results of one or more activities. These are what the project activities are expected to produce so that the project can achieve its objective. The achievement of the outputs is within the direct control of the project and should therefore be guaranteed by the project through the provision of the necessary inputs.
  
  In order to define them more effectively outputs have been divided into two categories: quantitative and qualitative outputs. Quantitative outputs are the physical results of the activities such as the number of workshops held and of people trained, quantity of communication materials produced, for example, number of booklets and flipcharts. Qualitative outputs, on the other hand are the expected results to be achieved as a result of the physical outputs. These are intangible but still measurable results, for example, participants' satisfaction and level of awareness reached. For instance, if the output is 20 extensionists trained in interpersonal skills, the quantitative output will be the actual number trained and the qualitative one will be measured by how well the trained extensionists have learned communication interpersonal skills.
  
  
• Activities: These are the tasks/actions to be performed in order to produce the output needed to achieve the project’s immediate objectives. Activities include such exercises as the training of trainers or the production of audio-visual materials.
  
  
• Inputs: These are the human and material resources (such as money, equipment, materials, personnel and training facilities) necessary to carry out project's activities meant to produce the outputs thus assisting to achieve the objective.
  
  
• Indicators: These can be compared to road signs that indicate to a driver whether he/she is on the right road and how far he/she is from the final destination. Indicators should be clearly verifiable and measurable. They are used for monitoring or assessing the effectiveness of each component of the communication programme in terms of quantity and quality. Indicators should be established in advance for each and every programme component (that is objectives, outputs and activities). In the case of a campaign to vaccinate children against polio an indicator may be the number of children vaccinated.
  
  
• Means (or sources) of verification: These are the sources and nature of information required to measure the indicators. Like the indicators themselves they should be identified and specified in advance. In the example mentioned earlier, official hospital and clinic records can be a means of verification of how many children have been vaccinated.
  
  
• External factors (sometimes also referred to as Assumptions): These are variables that are outside the control of the project management, but may determine the success or failure of the project. During the planning exercise, it is important to identify as many of these external factors as possible, in order to monitor them in the course of project implementation. For example, during a campaign to vaccinate children hospitals in the area run out of vaccines because a flood has cut them off. When this type of situation develops, the campaign might fail to reach its objective due to the unexpected external factor - the flood."

The diagram below summaries the logical linkages of the SAF components.

Development Problem <===> Goal <===> Main Problem <===> Immediate Objectives <===> Problem Tree <===> Focal Problems <===> Communication Objectives <===> Communication Mode Design <===> Outputs <===> Activities <===> Inputs

"Use this logical relationship 'sequential chain' among SAF components as a checklist to ensure that no element of the process is omitted and that all the linkages are consistent with one another..."

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