The document outlines steps for alternative analysis and strategy selection including: 1) Identifying alternative means-ends ladders and objectives, eliminating undesirable or unachievable ones or those pursued by other activities. 2) Discussing implications for affected groups and assessing feasibility of alternatives. 3) Selecting a strategy and considering additional criteria to modify the preferred option.

1. 2. 5. ALTERNATIVE ANALYSIS
• Identify differing means-ends ladders, as possible alternative options
or activity components
• Eliminate objectives that are obviously not desirable or achievable.
• Eliminate objectives being pursued by other development activities in
the area.
• Discuss the implications for affected groups
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2. • Make an assessment of the feasibility of the different alternatives
• Select one of the alternatives as the activity strategy.
• If agreement cannot be reached, then introduce additional criteria
alter the most promising option by including or subtracting elements
from the objectives tree
• After having formulated the desired future situation, the selection of
possible interventions starts
• To analyze the strategies for implementation, the following steps are
taken
– Identification of the different possible groups of objectives
contributing to a higher objective (clustering)
– Choice of a strategy for the intervention, choosing the scope of
the project
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2. 5. STRATEGY SELECTION

3. 2. 5. SELECTING STRATEGIES
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4. • All possible alternatives need to be considered to:
– Ensure good projects
– Avoid or amend disasters
• Screening of project profiles involves making judgements
about priorities against a set of criteria related to sector
goals
2.5 ALTERNATIVES ANALYSIS

5. 2.5 ALTERNATIVES ANALYSIS
• Criteria might include
– Financial profitability
– Earning/saving foreign exchange
– Impact on employment
– Contribution to development of skills
– Environmental impact
– Sustainability of activities
– Effect on other activities

6. 2.5 ALTERNATIVES ANALYSIS
• Goal criteria are related to desirability & in
principle can be measured on some kind of scale
• Veto criteria (yes/no) may help to eliminate
undesirable projects at an early stage

7. 2.5. CRITERIA FOR CHOOSING POSSIBLE
INTERVENTION STRATEGY
• Importance to the community
• Link to government policy
• Availability of funding
• Chance of success
• Time available for implementation
• Organizational capacity
• Urgency of the intervention