Difference between revisions of "Stakeholder Analysis"

Difference between revisions of "Stakeholder Analysis"

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{{Term|STAKEHOLDER ANALYSIS|The identification of a project's key [[Stakeholders|stakeholders]], an assessment of their interests and the ways in which those interests affect project riskiness and viability. A basic premise behind stakeholder analysis is that different groups have different concerns, capacities and interests, and that these need to be explicitly understood and recognized in the process of problem identification, objective setting and strategy selection. The key questions asked by stakeholder analysis are "Whose problems or opportunities are being analyzed" and "Who will benefit or loose-out, and how, from a proposed project intervention"? The ultimate aim being to help maximize the social, economic and institutional benefits of a project to target groups and ultimate beneficiaries, and to minimze its potential negative impacts, including staheholder conflicts. A stakeholder analysis develops a strategic view of the social environment in which a project will be implemented, thus it is usually the first step in building the relationships needed for the success of a project. A stakeholder analysis can be undertaken throughout all the stages of a project cycle. It can be used to:  
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{{Term|STAKEHOLDER ANALYSIS|The identification of a project's key [[Stakeholders|stakeholders]], an [[Assessment|assessment]] of their interests and the ways in which those interests affect project viability. A basic premise behind stakeholder analysis is that different groups have different concerns, capacities and interests, and that these need to be explicitly understood and recognized in the process of problem identification, objective setting and strategy selection. The key questions asked by stakeholder analysis are "Whose problems or opportunities are being analyzed" and "Who will benefit or loose-out, and how, from a proposed project intervention"? The ultimate aim being to help maximize the social, economic and institutional benefits of a project to target groups and ultimate beneficiaries, and to minimize its potential negative impacts, including stakeholder conflicts. A stakeholder analysis develops a strategic view of the social environment in which a project will be implemented, thus it is usually the first step in building the relationships needed for the success of a project. A stakeholder analysis can be undertaken throughout all the stages of a project cycle. It can be used to:  
  
  
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* Identify conflicts of interests between stakeholders;
 
* Identify conflicts of interests between stakeholders;
 
* Help to identify relations between stakeholders that may enable "coalitions" of project sponsorship, ownership and cooperation;
 
* Help to identify relations between stakeholders that may enable "coalitions" of project sponsorship, ownership and cooperation;
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* Assess the capacity of different stakeholders and stakeholder groups to participate;  
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* Assess the capacity of different stakeholders to participate;  
  
  
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The main steps involved in stakeholder analysis are:
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Conducting a stakeholder analysis can draw out the interests of stakeholders in relation to the problems which the project or programme is seeking to address or the purpose of the project.<ref>[DFID, Overseas Development Administration. Guidance Notes on how to do a Stakeholder Analysis of Aid Projects and Programmes. London, 1995.]</ref> In [[Evaluation|evaluation]], stakeholder analysis is conducted in order to identify people, groups and institutions that may influence directly the evaluation; anticipate the kind of influence these groups may have on the evaluation and; build early support for the project or programme as well as reduce possible obstacles to their successful implementation.<ref>Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development  Evaluations  pp.495. The World Bank, Washington DC, 2009.</ref>
  
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* Identification of the general development problem or opportunity being addressed and/or considered;
 
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* Identification of all those groups who have a significant interest in the project;
 
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* Investigation of roles, different interests, relative power and capacity to participate;
 
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* Identifiation of the extent of cooperation or conflict in the relationship between stakeholders; and
 
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* Interpretation of the findings of the analysis and incorporate relevant information into project design to  help ensure that resources are appropriately targeted to meet objectives and needs of priority groups; management and coordination arrangements are appropriate to promote stakeholder ownership and participation; conflicts of stakeholders interest are recognized and explicitly addressed in project design.
 
  
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In development projects, a key purpose of stakeholders analysis is to understand and address distributional concerns, particularly in the context of effectively understanding the needs of vulnerable groups. <ref> [http://www.landcareresearch.co.nz www.landcareresearch.co.nz] (23 July 2008), [http://www.panda.org www.panda.org] (23 July 2008); Aid Delivery Methods - Project Cycle Management Guidelines, European Commission, 2004 </ref>
  
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In development projects, a key purpose of stakeholders analysis is to understand and address distributional concerns, particularly in the constext of effectively the needs of vulnerable groups. <ref> [http://www.landcareresearch.co.nz www.landcareresearch.co.nz] (23 July 2008), [http://www.panda.org www.panda.org] (23 July 2008); Aid Delivery Methods - Project Cycle Management Guidelines, European Commission, 2004 </ref> }}
 
  
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See also: [[Needs Assessment]]; [[Audience Analysis]]; [[Problem Tree Analysis]]; [[Focus Groups]]}}
  
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{{Tool|Organizing a Stakeholder Analysis|
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{{Tool|Conducting a Stakeholder Analysis|
 
__NOTOC__
 
__NOTOC__
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=='''Steps'''==
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=='''Step by Step'''==
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#'''Identifying major stakeholder groups:''' Identification of the general development problem or opportunity being addressed and/or considered, and of the groups that have a significant interest in the project (Stakeholders). They can be individuals, groups, communities, organizations, etc. Stakeholder analysis is aimed at enhancing stakeholder involvement in participatory processes, prior to their actual involvement in decision-making activities. Thus stakeholders do not usually participate in this process. However, since stakeholder identification has consequences, analyses are likely to reflect the interests and agenda of the agency directing the exercise. This can be redressed later in the process by allowing the inclusion of more stakeholders as their interest comes to light.
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#'''Identifying major stakeholder groups:'''  
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#'''Determining interests, importance and influence:''' Investigation of roles, relative power and capacity to participate in the project, in order to draw out key interests for each stakeholder group in the initial list. Key questions could include:  
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#*Identify the groups that have a significant interest in the project (individuals, groups, communities, organizations, etc. ).  
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#* What are the likely expectations of the project by the stakeholder?  
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#*Define the interests and agenda of the agency directing the exercise. This can be redressed later in the process by allowing the inclusion of more stakeholders as their interests come to light.  
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#* What benefits are there likely to be for stakeholders?  
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#'''Determining stakeholders' interests:'''  
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#* What resources are the stakeholders likely to commit (or avoid committing) to the project?  
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#*Investigate roles, relative power and capacity to participate in the project, in order to draw out key interests for each stakeholder group. Key questions could include:  
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#* What other interests does the stakeholder have that may conflict with the project?  
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#**What are the contributions the stakeholder can give to the project and what resources is it likely to commit (or avoid committing) to the project?
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#* How does the stakeholder regard others on the list?  
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#** What interests the stakeholder has in the project and what are the benefits it can get?
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#: Next, assess the influence and importance of each stakeholder on the project. Influence refers to how powerful a stakeholder is; importance refers to those stakeholders whose problems, needs and interests coincide with the aims of the project. Also the relationship between stakeholders has to be observed, to outline the extent of cooperation and or conflict between them.
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#** What are the stakeholder expectations and requirements to the project?  
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#'''Establishing strategies for involvement:''' Interpretation of the findings of the previous analysis permits to plan strategies for approaching and involving each person or group. Management and coordination arrangements are appropriate to promote stakeholder ownership and participation and conflicts of stakeholders interest are recognized and explicitly addressed in project design. In order to obtain the wished results there is no need to involve reluctant stakeholders, and stakeholders may change their level of involvement as the process continues. Thus, partnerships should be flexible and designed to grow. Where the stakeholder is a group rather than an individual, you may need to decide whether all in the group participate or only representatives of the group. <ref> [http://www.euforic.org www.euforic.org] (14 August 2008), [http://www.landcarersearch.co.nz www.landcarersearch.co.nz] (14 August 2008), [http://www.who.int www.who.int] (14 August 2008), Project Cycle Management Guidelines, European Commission, 2004</ref>
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#** What other interests the stakeholder has that may conflict with the project?  
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#** What actions can be taken to address the stakeholder's interests?
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#*To collect all this information in a methodical way, use a [[#Job Aid|stakeholder map]] .
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#'''Assessing stakeholders' influence and importance:'''
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#* The relationship between stakeholders has to be observed, so as the extent of cooperation and/or conflict between them can be outlined.
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#* '''''Influence''''' refers to how powerful a stakeholder is.
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#* '''''Importance''''' refers to those stakeholders whose needs and interests coincide with the aim of the project.
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#*To conduct an effective analysis, organize this information in a [[#Stakeholder Matrix|stakeholder matrix]].
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#'''Establishing strategies for stakeholder's involvement:'''  
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#*Decide, in case the stakeholder is a group rather than an individual, whether all the group participate or only its representatives.  
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#*Manage and coordinate arrangements appropriately to promote stakeholder ownership, participation, and avoid conflicts of interest.
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#*Design partnerships in a flexible way, allowing growth.  
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#*Interpret the findings of the analysis and incorporate relevant information in the project design, in order to plan strategies. <ref> [http://www.euforic.org www.euforic.org] (14 August 2008), [http://www.landcarersearch.co.nz www.landcarersearch.co.nz] (14 August 2008), [http://www.who.int www.who.int] (14 August 2008), Project Cycle Management Guidelines, European Commission, 2004</ref>
  
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There are a variety of tools that can be used to support a stakeholder analysis, such as:
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=='''Stakeholder Matrix'''==
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* Stakeholder analysis matrix;
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* [[SWOT Analysis]]
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A stakeholder matrix allows for stakeholders to be plotted against different variables, taking into consideration their importance and their level of influence in the project. <ref>[http://www.dse.vic.gov.au www.dse.vic.gov.au] (14 August 2008)[http://www.who.int www.who.int] (14 August 2008) </ref>
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* [[Venn Diagrams]]
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* [[Spider Diagrams]]
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[[Image:matrix3.pdf.jpg|center]]
  
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=='''Print the Document'''==
 
 
}}
 
}}
  
  
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=='''Job Aid'''==
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[[Image:pdf.png]] [[Media:Toolkit_Template_Stakeholder_Analysis.pdf‎|Conducting a Stakeholder Analysis]]
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[[Image:word.png]] [[Media:Stakeholdermap.doc|Stakeholder Map Template]]
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[[Image:word.png]] [[Media:stakeholdermatrix.doc|Stakeholder Matrix Template]]
  
 
== References ==
 
== References ==
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<references/>
 
<references/>

Latest revision as of 10:09, 3 October 2013

Term2.png STAKEHOLDER ANALYSIS
The identification of a project's key stakeholders, an assessment of their interests and the ways in which those interests affect project viability. A basic premise behind stakeholder analysis is that different groups have different concerns, capacities and interests, and that these need to be explicitly understood and recognized in the process of problem identification, objective setting and strategy selection. The key questions asked by stakeholder analysis are "Whose problems or opportunities are being analyzed" and "Who will benefit or loose-out, and how, from a proposed project intervention"? The ultimate aim being to help maximize the social, economic and institutional benefits of a project to target groups and ultimate beneficiaries, and to minimize its potential negative impacts, including stakeholder conflicts. A stakeholder analysis develops a strategic view of the social environment in which a project will be implemented, thus it is usually the first step in building the relationships needed for the success of a project. A stakeholder analysis can be undertaken throughout all the stages of a project cycle. It can be used to:


  • Identify and define the characteristics of key stakeholders;
  • Draw out the interests of stakeholders in relation to the problems that the project is seeking to address;
  • Identify conflicts of interests between stakeholders;
  • Help to identify relations between stakeholders that may enable "coalitions" of project sponsorship, ownership and cooperation;
  • Assess the capacity of different stakeholders to participate;


Conducting a stakeholder analysis can draw out the interests of stakeholders in relation to the problems which the project or programme is seeking to address or the purpose of the project.[1] In evaluation, stakeholder analysis is conducted in order to identify people, groups and institutions that may influence directly the evaluation; anticipate the kind of influence these groups may have on the evaluation and; build early support for the project or programme as well as reduce possible obstacles to their successful implementation.[2]


In development projects, a key purpose of stakeholders analysis is to understand and address distributional concerns, particularly in the context of effectively understanding the needs of vulnerable groups. [3]


See also: Needs Assessment; Audience Analysis; Problem Tree Analysis; Focus Groups


Toolkit.png Conducting a Stakeholder Analysis

Step by Step

  1. Identifying major stakeholder groups:
    • Identify the groups that have a significant interest in the project (individuals, groups, communities, organizations, etc. ).
    • Define the interests and agenda of the agency directing the exercise. This can be redressed later in the process by allowing the inclusion of more stakeholders as their interests come to light.
  2. Determining stakeholders' interests:
    • Investigate roles, relative power and capacity to participate in the project, in order to draw out key interests for each stakeholder group. Key questions could include:
      • What are the contributions the stakeholder can give to the project and what resources is it likely to commit (or avoid committing) to the project?
      • What interests the stakeholder has in the project and what are the benefits it can get?
      • What are the stakeholder expectations and requirements to the project?
      • What other interests the stakeholder has that may conflict with the project?
      • What actions can be taken to address the stakeholder's interests?
    • To collect all this information in a methodical way, use a stakeholder map .
  3. Assessing stakeholders' influence and importance:
    • The relationship between stakeholders has to be observed, so as the extent of cooperation and/or conflict between them can be outlined.
    • Influence refers to how powerful a stakeholder is.
    • Importance refers to those stakeholders whose needs and interests coincide with the aim of the project.
    • To conduct an effective analysis, organize this information in a stakeholder matrix.
  4. Establishing strategies for stakeholder's involvement:
    • Decide, in case the stakeholder is a group rather than an individual, whether all the group participate or only its representatives.
    • Manage and coordinate arrangements appropriately to promote stakeholder ownership, participation, and avoid conflicts of interest.
    • Design partnerships in a flexible way, allowing growth.
    • Interpret the findings of the analysis and incorporate relevant information in the project design, in order to plan strategies. [4]

Stakeholder Matrix

A stakeholder matrix allows for stakeholders to be plotted against different variables, taking into consideration their importance and their level of influence in the project. [5]


Matrix3.pdf.jpg


Job Aid

Pdf.png Conducting a Stakeholder Analysis

Word.png Stakeholder Map Template

Word.png Stakeholder Matrix Template

References

  1. ↑ [DFID, Overseas Development Administration. Guidance Notes on how to do a Stakeholder Analysis of Aid Projects and Programmes. London, 1995.]
  2. ↑ Imas Linda G. Morra, Rist C. Ray. The Road To Results; Designing and Conducting Effective Development Evaluations pp.495. The World Bank, Washington DC, 2009.
  3. ↑ www.landcareresearch.co.nz (23 July 2008), www.panda.org (23 July 2008); Aid Delivery Methods - Project Cycle Management Guidelines, European Commission, 2004
  4. ↑ www.euforic.org (14 August 2008), www.landcarersearch.co.nz (14 August 2008), www.who.int (14 August 2008), Project Cycle Management Guidelines, European Commission, 2004
  5. ↑ www.dse.vic.gov.au (14 August 2008)www.who.int (14 August 2008)
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