stakeholder analysis for project design ingvild oia, programme specialist,undp ingvild.oia@undp.org...
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Stakeholder analysis for project design
Ingvild Oia, Programme Specialist,UNDPIngvild.oia@undp.org
Photo by: Konomiho/flickr.
Outline
• Stakeholder analysis as a tool to assist with the political process
• Exercise 1 stakeholder analysis• Exercise 2: how to engage with who• Exercise 3: mapping data sources
Which questions should you ask before you start?
• How big should the sample size be?
• Should we use both de jure and de facto indicators?
• Which normative principles should we select?
• Who are the change agents on the ground?
• What are the formal and informal incentive structure for reform?
• Which actors have a self-interest in pushing this agenda?
Technical Political
Why participation?Technical benefits• More likely to be customized to country specificities• May facilitate continuous customization of tool• May make indicators more “actionable”
Political benefits• People usually commit to what they help to create• More likely to be seen credible’ by policymakers• Increases legitimacy and public trust in the exercise• May strengthen consensus-building and political will
Efficiency benefits (usage) More likely:• To be adapted to actual measuring needs• That results will be better integrated in planning• Indicators are used for accountability• It will be sustainable
Increaseimpact of assessment
Roadmap to participation:A tool to assist with managing the political process of assessing local governance
The who, what and when of a roadmap
• Clarify purpose– E.g. Developing an assessment framework
• Identifications of steps in a cumulative process– Decide on purpose, users, scope and principles– draft 1 and feedback – draft 2 and feedback – pilot and feedback – final assessment methodology
• Stakeholder analysis• Clarify expectations and roles• Clarify principles of consultations
Build consensus on a methodology
Key steps in conducting a governance assessment (when should multi-stakeholder consultations take place)
Identify key stakeholders
Establish a steering
committee
Identify national institution or civil
society organisation as ‘coordinator’
Conduct multi-stakeholder dialogue
on governance priorities
Raisefunds
Decide on sampling
Decide on indicators
Decide on assessment framework
Decide on who will do the research
Select type of
assessment
Decide on how to
collect data
Analyse results
Disseminate results
Conduct multi-stakeholder consultation
Develop policy
recommendations
Implement policy reform
or advocate for reform
Institutionalize the assessment and repeat at regular
intervals
Agree on need, scope and users
Agree on principles
Agree on key sector issues
Agree on sub-issues
Agree on a results chainIdentify a basket
of indicators
Match indicators with existing
sources
Develop data collection
instruments
Collect data
Produce results
1
2
34
5
6
7
8
9
10
Political levelBroad multi-stakeholder
consultation
Technical levelNarrow expertise
consultation
Example of steps involved in developing an assessment framework in Egypt
Broad engagement on results
Index of Responsibility, Transparency and Accountability in Macedonia
• Defining corruption hotspots: consulted with– Representatives of local self-government, such as
Mayors, presidents of municipal councils, chiefs of administration
– Central institutions, such as Ministry of local governments, state audit office, ministry of environmental protection and urban planning, ministry of transport, state commission for the prevention of corruption, bureau of public procurement
– Users of services, such as citizens, business community, media, NGOs
Exercise 1: Stakeholder analysisGoal: To learn how to use a stakeholder analysis as a basis for making strategic decisions on who to engage in a consultation process .
Stakeholder Analysis
• Identifying the key stakeholders and their interests in reform (positive or negative)
• Assessing the influence and importance of each stakeholder
• Identifying measuring needs of stakeholders (basis for engagement)
"Stakeholder management is critical to the success of every anti-corruption strategy. By engaging the right people and institutions in the right way, you can make a big difference "
Significant influence
Some influence Little influence No influence
Significantly interested in reform
Some interest
Little interest
No interest
Significant influence
Some influence Little influence No influence
Significantly interested in reform
Ministry of Local Government
state commission for the prevention of corruptioncitizens
NGO 2NGO 3The poorWomen
Some interest President of municipal councils
ministry of transportNGO 1M&E unit of local governmentsLocal NSO units
state audit officebureau of public procurementMedia 2
NGO 4
Little interest Mayors Business communityMedia 1
ministry of environmental protection and urban planning
No interest Chief of administration
Local public servants
Levels of participation• Information & awareness: At this level, actual „participation‟ is minimal
and includes information sharing, public awareness campaigns, educational initiatives, training of staff.
• Consultation: Consultation engages institutions, organizations, citizens and stakeholders in dialogue and net-working, and involves stakeholder analyses and issue mapping.
• Representation: At this level, stakeholder preferences are represented in the management of the assessment, through advisory board etc.
• Partnerships: At this level, consultation is turned into actual collaboration, where institutions, organizations, and citizen forums take initiative in policy development & implementation.
• Oversight & audits: At this level, stakeholders „own‟ initiatives for policy development and service delivery, and provide the necessary monitoring and evaluation as full owners over the process.
• Who should be implementing partner?• Who should be represented on advisory
board/steering group?• Who should be consulted?• Who should be informed?
Significant influence
Some influence Little influence No influence
Significantly interested in reform
Ministry of Local Government
state commission for the prevention of corruptioncitizens
NGO 2NGO 3The poorWomen
Some interest President of municipal councils
ministry of transportNGO 1M&E unit of local governmentsLocal NSO units
state audit officebureau of public procurementMedia 2
NGO 4
Little interest Mayors Business communityMedia 1
ministry of environmental protection and urban planning
No interest Chief of administration
Local public servants
Exercise 3: Mapping datasourcesGoal: To learn an approach for mapping existing datasources that can be relevant to include in a corruption/integrity assessment, based on a stakeholder analysis
Official data sources Social Accountability tools
−Policy audit −Participatory social impact analysis−Public opinion poll−Public revenue monitoring −Independent budget analysis −Public expenditure tracking survey−Citizen report cards (CRC) −Community scorecards (CSC) −Participatory output monitoring −Social audit −Citizen audit −Research and studies
−Citizen jury −Public hearing −Study circle −Appreciative inquiry summit −Public forum −‘Future search’ public workshop −Virtual town hall meeting −Democratic Dialogue−Referendum: or plebiscite −Deliberative polling−Alternative budget−Community-led procurement −Participatory budgeting
− Administrative data−M&E of national polices
and plans−M&E at municipal level−Household surveys
Possible unofficial data sources
Significant influence
Some influence Little influence No influence
Significantly interested in reform
Ministry of Local GovernmentAdministrative data/ M&E
state commission for the prevention of corruptioncitizensHousehold survey
NGO 2 budget analysisNGO 3The poorWomen
Some interest President of municipal councils
ministry of transportNGO 1Score cardsM&E unit of local governmentsLocal NSO unitsSurvey
state audit officebureau of public procurementMedia 2Regular polls
NGO 4
Little interest Mayors Business communityMedia 1
ministry of environmental protection and urban planning
No interest Chief of administrationAdministrative data/ M&E
Local public servants
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