What is a Context Analysis? Explained with an example

Context matter as demonstrated in the picture. Context analysis is a method used to analyze the internal ecosystem in which an organization operates. The purpose of this analysis is to ensure a project is informed by all of the contextual factors that might affect its implementation and sustainability.

The context analysis is the first step of the planning process but once you start running a project you might identify new factors that you didn’t think of. This is why I suggest you to regularly update your context analysis throughout the course of the project. It will help you ensure that the project adapts to changes as needed.

Related to this, you might have heard also about ‘environmental scanning’. This is a related analysis but it mainly focuses on the macro external environment of an organization (we will explore this in another cast/post). With a context analysis we set the internal scene in order to develop a solid strategic plan of action for the organization.

Why it’s important?

Planning and setting up a project is not an ‘objective’ thing. It is subjective to who you are, your network of contacts, your experience and what your organization can do in terms of internal resources and capabilities.

This internal analysis is crucial to make sure that the opportunities we identify are feasible to implement.

How to conduct a context analysis?

A context analysis is essentially a brief description of the project. It’s like a 30-second “elevator pitch” to communicate the essential basics of your initiative.

Now, imagine to be in a meeting room during a planning session. Here’s what’s going on:

“This is what we are going to do…”
“Oh yes, why don’t we add this and this other thing, too?”
“One of our competitors is doing that, we should do it, too!”

People keep adding ideas and thoughts to the table without a focus. I have been in tons of meetings just like that. In small and large enterprises, there’s no difference. Things tend to go down that road if you don’t guide them. That’s the human nature and this is why your role is fundamental. You are a strategist and you are going to guide your organization in the right direction.

Where to start from?

Let’s go back to that meeting room for a minute. Ideas, skills and potential are right there sitting in front of you. It’s like an orchestra of talented musicians. They are great but can’t play well together without a director.

Here’ an effective methodology that I use to “conduct the planning orchestra” in the right direction.

1) Choose a path.

I start by asking what are we trying to achieve with this project. Do we want to increase/optimize:
Awareness? Sales/Conversions? Loyalty?

This is the first question that needs to be asked – when you ask this question keep in mind the theoretical customer journey from the moment an organization attracts the consumer’s attention, to the point of action/purchase and then to retention/advocacy.

Awareness, conversions, loyalty, these areas are all important. At this stage though it’s vital that you only choose one of them because each area comes with a different path, strategies tactics etc. Sure, you can run multiple projects under the overall “strategic umbrella” of your organization, but remember, each project has its own DNA.


2) Focus on a specific stage.

For example, let’s say that we chose to increase “awareness”. Is the audience aware of your organization/product/service? Did the audience take any action to communicate with you? Has there been already a first action/purchase?

Here you must look at the current relationship that you have with the audience in that specific area. This will help you focusing on the right stage of the funnel.

What you should do now, is to pick two adjacent groups.



Automatically this helps you, and your team, understand what your are going to focus on. Any idea or whatever else that doesn’t help you in this direction must be left out of the picture.

3) Analyze.

By now we know in which area and stage of the funnel we are going to focus on. We identified the broad purpose of our project.

Now, since this is an internal analysis, we have to analyze a series of internal factors that are within the organization’s control. I divide them in macro and micro level factors:

Macro level factor/External consideration

Organizational Factors: What’s the current leadership style/approach? Are there existing approaches, activities, processes for internal coordination of such initiatives? – Tip: If there are project reports that can provide data about the impact of the current approach, have a look at them.

Human Factors: What are the skills and characteristics of the staff involved in the project? What’s their current workload level? Is there any ongoing or historical conflicts between teams/departments that may raise issues? Who’s involved (stakeholders, partners, other organizations)? Who else within the organization should be consulted/involved?

Social Factors: Is there a culture of trust, dialogue, support, knowledge exchange and innovation? How have other changes been received in the past? What are the values, inspiration, behaviors of the groups of people that work for the organization? Is there any lesson learned from past experiences that you should keep in mind?

Organizational Structure: What is the administrative structure and governance model within which the project will run? How are the different activities, tasks and responsibilities distributed within the organization?

Financial Structure: What financial resources are or may be available to support the project? What is the funding projection for both the project and organization as a whole (e.g. cutbacks vs new resources)?

Micro level Factor/Internal  Consideration
These are more specific factors that take our analysis to a deeper level in relation to our project.
Deadlines: Do you have any upcoming product/service launch/event/other?

Alignment: How does the project align with the vision, values and mission statements of your organization?

Media: Have you already made any announcement?

Physical and Technological Resources: What resources are in place, or in development, to support the project? (i.e. computers, software, office space, etc.).

Ongoing Projects: Is there any other project happening prior to, during and following the project being considered? How will these other projects interact in terms of staff, resources, clients and partners involved? Are there links between these existing projects and this new project?

Example: Context analysis for Community Development Project

The following table provides a template that could be used in the brainstorming phase or to summarize more detailed information contained in a narrative analysis.

Project: Developing Community Capacity for Early Intervention
Category	Consideration	Impact / Relevance
Internal Considerations
Organizational mandate	“To reduce the harm associated with substance use”	Alignment: Research indicates that early identification and intervention is associated with reduced harm to individuals and society.
Organizational structure	Hierarchical model	Hierarchical approval processes will need to be accounted for in project timelines.
Current approach	Service focus on specialized care	Priority area through the project will be shifting the service focus toward lower tiers.
Ongoing projects	Integration between addictions and mental health	Project is taking up significant administrative resources. It is anticipated to move to the service level along a similar timeline to the community capacity project being implemented.
	Introduction of a new data collection system	Project involves many of the same management-level personnel from the ministry and from existing community-based services.
Organizational culture	Some change fatigue	Change of ministry, integration with mental health and a new quality assurance process were introduced within the past five years.
	Motivated	Staff members, particularly those in the community, see the gaps in the system and are eager to align with evidence that will result in improved client care.
Finances	Level core funding	No additional resources for the project.
Human resources	Well-staffed administrative support	Additional resources brought in previously to support integration process may be leveraged.
	Frontline workers are fully staffed and working overtime	Impact on workload will be a significant consideration, particularly if no funding is available for additional resources.
Physical and technical resources	New computer systems recently installed in all community service offices	Computer systems may provide a mechanism for training and supporting knowledge exchange and communications during project implementation.
External Considerations
System complexity	Complex	Cannot expect to implement the project and see immediate impact. We will need to account for influence of other system components.
Politics	Addictions identified as a priority by new minister	Project aligns with directives from the new minister to improve services. However, ministerial focus is more on developing specialized services.
Social trends	Average age is increasing	Need to ensure capacity development takes place in services dealing with older adults, not just youth.
	10 percent increase in new Canadians last year	Need to engage community groups providing services to new Canadians.
System trends	Majority of referrals to outpatient services coming from criminal justice system	Need to look at why criminal justice system (CJS) referrals are high. Is this indicative of a lack of knowledge or resources for sources such as primary care and multidisciplinary social outreach, or something else? Need to ensure that services are well equipped to deal with CJS clients.
Partnerships	CrossRoads Community Services Centre	Target partner with a history of interaction on working groups and committees, but no concrete collaboration.

Partner characteristics

15 staff, primarily community nurses and social workers with little training in substance use

Will need to provide training, and work with the Centre to balance time required for client service with time required for administration and training.

SWOT Analysis: What are the key strengths, weaknesses, opportunities and threats identified in this context analysis? Strengths and weaknesses are generally internal or within the organization’s control, while opportunities and threats are external and might be beyond the organization’s control. The additional templates and guides section at the end of this document provides links to online resources with more information on conducting a SWOT analysis.

Strengths	Weaknesses	Opportunities	Threats
Staff motivation to best serve clients	Funding	Alignment with provincial mental health and addictions strategy	Change fatigue
Research evidence	History of working in isolation from other sectors	New shared care protocols with primary care	Broader health system restructuring, including possible cutbacks
Supportive senior leadership	Expertise in managing system change	Free training resources and templates on change management (e.g., CCSA’s Systems Approach Workbook); possible collaboration with CCSA	Political direction that does not align with research evidence

Good! Now you should have everything you need to define the existing context in which the project is taking place.

Here is the best tip I can give you is to “know what you are doing”. You see if it’s clear to you what’s going on internally, within your organization, and what you want to achieve with your project, this section of your plan is going to be quite easy to write. Please feel free to ask if you need any further help.