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Matrice SWOT, analyse stratégique

Cet outils permet d'identifier les forces et les faiblesses, repérer les menaces tout comme les opportunités. Cette outils est devenu un incontournable, voire une étape convenue de la démarche stratégique. Il s'agit en effet de la célèbre matrice SWOT (Strengths/Forces, Weaknesses/Faiblesses, Opportunities/Opportunités, Threats/Menaces) dont l'usage n'est pas si simple que cela.

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Monitoring and Evaluation Work Package for External Expert

Often, outside expertise can be used to help monitor and evaluate a project. The relationship between the evaluator and the implementing partnerships of the LED initiative should be a collaborative one in which shared learning and project improvements are the ultimate goals.

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Municipal Economic Readiness Assessment

designed to assist small - medium sized municipalities (a) identify the changing needs of business; (b) assess individual planning and development systems; and ( c) identify opportunities for improvement and for attracting new development

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Organising Strategy Options

This can be done as a group exercise with strong facilitation. However, it is recommended that this be done in a small group specifically assigned to complete this task, and then taken back to the group for refinement and validation. The actual grouping will largely depend on what makes sense to the group.

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Organizational Readiness

"Ways to prepare your organization for the challenge of starting a social enterprise: basic organizational readiness: social enterprise readiness; and business readiness"

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Outline a LED Planning Process That is Local Area Specific

"• Remember – these are questions about the LED process NOT about the local economic development in general. • Be clear about the planning scope, objectives and expected results before starting. • Every issue does not have to be addressed at the same time or through this process. • Don’t take on too much – recognise limitations (capacity, funding, etc.) and anticipate key challenges, opportunities"

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Participatory Evaluation Survey

A survey to look at the Adequacy, Effectiveness, and Efficiency of the participatory actions taken by the practitioners

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Planification stratégique

La première partie de ce guide pratique décrit le processus de planification stratégique et la seconde partie présente un aperçu de la planification opération- nelle et de la modélisation financière au moyen du modèle Microfin. Microfin est un modèle souple qui permet aux institutions de préparer des projections fi- nancières sophistiquées sur cinq ans. Les jeunes institutions préfèreront peut-être utiliser d'abord un modèle moins complexe, et revenir à Microfin une fois qu'elles auront acquis une certaine expérience et auront besoin d'un outil de projection plus puissant.

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Planning for your Social Enterprise

Developing a business plan, the process and the resulting document. A business plan is a framework that blends expectations about multiple factors and articulates them in a format the convincingly presents future opportunities for the venture

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Planning your Business

This toolkit is designed to explore the many things you need to think about, research and undertake when starting a business. In each chapter there is helpful information, checklists and questions to consider about starting a new business.

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Prioritising Objectives – Simple Strategic Prioritisation Tool

Objectives are the core structure for any plan. They define priorities for economic development and are the basis upon which actions are ultimately taken. Before strategy options can be designed and discussed it is necessary to find out what is important to key stakeholders. Prioritising objectives allows the stakeholders to think more broadly about the problem at hand. By being asked to consider all the objectives, participants move away from just thinking about their own objectives or solely about the specific actions they want to see take place. Prioritising objectives should help to focus the next steps in the LED process, creating better strategy options and getting stakeholders to think more broadly about LED. All of this will help form consensus. It will also help identify early on where conflict may occur so that it can effectively be incorporated into the process.

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Process Tools

Part 2 was created to offer some ideas to those who are facilitating an LED participatory planning process. Guidelines for running more effective meetings, general tips and techniques on facilitating, and examples of workshop agendas are provided.

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Proposal Writing

The work you have done to this point should provide all the information you need to prepare a proposal. It will simply need to be adjusted to meet the needs of each funding agency or lending institution. It is important to plan ahead and increase the chances for getting the requested funds.

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Sample Planning Process Matrix

To be successful, the LED planning process must be organised. Complete matrix by Identifying tasks, who will be responsible for carrying out the tasks, what resources are needed and when they will take place

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Simple Leakage, Market and Supply Chain Analysis

Once income and investment is attracted to the local area through manufacturing, tourism, universities, retail or other economic activities, it is in the interest of the local area to keep it circulating locally. When that income leaves the local area, jobs are lost (See Example 2, p. 57 in the Manual). One thing a LED assessment should consider is the way to keep income in the local economic system. By thinking about the questions listed below, a local area can begin to think of opportunities to improve the local economy and what may need to be done (e.g., new retail stores for locals, new training programmes for existing businesses, buy-local programmes)

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Simple Value Added Analysis Tool

The idea of “value added” is to improve the worth of a product as it passes along the value chain from raw material to final good or service. The final value added is the difference between the cost of inputs (materials, goods and services) and the price for which the final goods or services that used these inputs sell for in the marketplace. Typical sectors that have opportunities for adding value are agriculture, aquaculture, forestry and tourism.

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Stakeholder Analysis Matrix

"This will help in assessing the stakeholders and developing a stakeholder group and public involvement plan."

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Stakeholder Identification

Partnerships are the new reality in successful LED. Having a complete listing of stakeholders is the first step to identifying key stakeholders, forming a stakeholder group, identifying where different stakeholders could participate (creating a broad public involvement plan) and understanding process/implementation

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Starting a Co-op

This tool provides a comprehensive 9 Step process for organizing, planning, and establishing a Co-op.

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SWOT Analysis Worksheets

A SWOT analysis is a summary of the key Strengths, Weaknesses, Opportunities and Threats (SWOT) of the local area in pursuing LED. This information provides a base on which to build the LED strategy. For this reason, the SWOT analysis is perhaps the most important analytical tool to be used in the situation assessment phase.

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