Steps

Steps in making a coverage matrix

0. Define the problem owner who wants to intervene (more effectively)

0. Formulate the (sub-) question that you want to answer by making one or more coverage matrices. Aims for which a coverage matrix is suitable are:

  • To select the target group and products/services a new project/programme will offer (project/programme formulation)
  • To analyse the network and select experienced, suitable actors to implement different parts of a project or programme (positioning)
  • To analyse the network and identify in which area's to strengthen the organisation or collaborate to become the most suitable implementer (competitive positioning)
  • To identify and formulate interventions in order that the actors jointly cover the needs of the target groups effectively
  • To identify opportunities and threats to which you want to adjust your programme or organisation (prepare strategic decisions)

0. Define the field of analysis

  • Define the sector
  • Define the geographical area
  • Decide whether you assess the current (output), desired (mission) or potential (given the input) situation:
  • Clearly distinguish actual output (current situation) from mission and input (potential assessment)
  • First analyse the current output. Only if that does not give decisive information
  • Secondly analyse the mission (Does the mission make the actor a suitable supplier?) and if even this does not provide decisive information
  • Thirdly analyse the input (Does his input make the actor a potentially capable supplier?)

1. Define the focus. Choose what is most relevant between three options:

  • Actor-product matrix: Which suppliers (actors) offer which products or services (this is the most common application)
  • Actor-client matrix: Which suppliers serve which clients
  • Target group-product matrix: Which target groups (or clients) use (or desire) which products

2. Define the sub-division

  • For actors/ suppliers · Identify actors (define the type of actors, e.g. from institutiogramme)· Select maximum around ten actors· Optional: Cluster them, give each cluster a heading, and order the clusters
  • For products/ services · Identify products/services, based on:· Direct target group needs· Supply by one of the actors· Sector needs (target group needs, co-ordination/ supervision, and capacity development services)· Select ten to twelve products/services· Optional: Cluster them, give each cluster a heading, and order the clusters
  • For clients/ target groups · Identify clients/target groups. Desegregate e.g. on religion, sex, income, age, ethnicity, etc?· Select maximum around ten target groups· Optional: Cluster target groups, give each cluster a heading, and order the clusters· Identify the importance of the target group

3. Draw the matrix. Generally put the higher number of sub-divisions into the rows, and the lower number into the columns

4. Assess the involvement per actor/product (if there are many actors/products then indicate the involvement per cluster). Choose the 'involvement' you look at:

  • Quality and quantity simultaneously (to see where the network has 'holes')
  • Priority the actors gives to the issue (to select partners to collaborate with)
  • Assess the involvement:
  1. No Involvement
  2. Limited Involvement
  3. Substantial Involvement
  4. Major Involvement
  5. Involvement not known

5. Analyse the matrix

  • Where are gaps and overlaps? [If certain outputs are not produced, make a matrix that judges the suitability of the mission of actors to start producing these outputs. If that matrix does not give sufficient information, make a matrix in which you judge the suitability of actors given their inputs]
  • Who can best deliver which service, or what should an organisation do to be competitive in all areas?
  • Where is co-ordination and collaboration most relevant?

6. Draw conclusions, in relation to your (sub-) question. Write opportunities and threats (judged from the point of view of your question) on yellow and blue cards respectively.

Note if there is insufficient information about certain facts, this can be noted for further research. 'Being uninformed' is in itself also a weakness or threat

Note: Do not have lengthy debate about whether a fact is an opportunity or a threat. In case of uncertainty or disagreement:

  • Check whether the judgement is based on the basic question. If the basic question seems pointless or vague, refine the question
  • Split the facts into smaller facts that are positive and negative
  • Judge the fact both positive (yellow) and negative (blue), or leave it neutral (white)