Is there a risk that the SAP will be perceived as a ‘wish list’during the national/ regional consultation process? Make sure the focus is on priority issues and try not to present shopping lists.
How will the project convince finance, planning and development ministries to invest?Prioritisation based on the economic valuation of environmental goods and services in particular can help convince these ministries, as they will see a return on their investment.
How important is private sector/civil society commitment and acceptance for a given option? Without commitment, implementation will be difficult.
Do key stakeholder representatives have a clear understanding of the TDA/SAP process and in particular, of the given options developed during the strategic thinking phase? Do they know what they are letting themselves in for?
Do stakeholder groups understand the potential benefits and/or costs of a specific option? Some stakeholders will benefit, others will lose out. Again, without full understanding and agreement from the stakeholders, it will make SAP implementation more difficult.
Are there misconceptions based on imprecise or fragmented information or previous negative experiences regarding a proposed option?
Have all relevant stakeholders been identified? Perhaps a given option affects a specific interest group or isolated community that was not identified in during the project development phase. These would need to be contacted, and given means for providing inputs.
What sectors are involved? Are there conflicting interests? Are there mechanisms to address them adequately? Should an inter-sectoral response/approach be negotiated within the SAP?
Is there a good understanding of gender roles? Understanding gender roles during the analysis of options and alternatives will lead to improved buy-in and will help focus the SAP.