consideration is given to the Offices capacity to implement, monitor and control the program implied by the strategy. Thus, inorder to concentrate the analysis on alternative strategies that are feasible in a program implementation sense, a dialogue must be maintained with these offices. Thus, since it is not the discretion of the foreign advisortechnician to modify the organizational structure to better fit his sector analysis efforts, ASA efforts must be modified to fit the structure or at least take into consideration these structural constraints.
With this background the issues considered in developing the
sector framework can be presented chronologically. The strategy followed in developing the framework was that the maturation and institutionalization of ASA would be determined by the amount of utility it would provide the Direction (Figure 2), relative to its cost in terms of personnel and other resources consumed in its development.
The issues perceived as important included: (a) the need to rely, as much as possible, on data and sources of data collected and obtained through normal government channels, (b) the construction of an analytical
framework in a manner which maintained, in the "eyes" of our counterparts, a progression from field data through manipulative stages and finally, to model coefficients, (c) the specification of a model and selection of a technique whose complexity did not exceed the capabilities of our counterparts, (d) the specification of variables whose resolution, time, space and form (products, inputs) dimensions were as close as possible to the very instruments and variables of importance to decision making by the Direction and the Ministry.