Process Consultants and Moderators
Stakeholders …
‘a minefield of forces’
Process Consultants and Moderators
Presentation at the
Community of Practice on Results Based
Management
in Warsaw on 20th January 2010
by Erik Kijne
www.PCM-GROUP.comBrussels
Process Consultants and Moderators
Topics 1. What is the relevance of Stakeholders and why are they important? 2. Who are Stakeholders and what types? 4. Why often ignored?
5. Roles of Stakeholders (projects, programmes, policies)? 6. Differentiation of Stakeholders (relevance, importance,
collaborative, saboteurs, power, influence) 7. Behaviour of Stakeholders (hidden interests)?
8. Purpose of Stakeholder Analysis 10. Types or variants of Stakeholder Analysis
11. How to influence Stakeholders? How to get and keep ‘buy-in’? 12. How to use them: Role of Stakeholders in Monitoring & Evaluation?
3
Process Consultants and Moderators
What is the relevance of Stakeholders in Result Based Management?
4
Process Consultants and Moderators 5
Are Stakeholders to blame?
Some projects, e.g.: fail to deliver deliver wrong results get paralized and delayed frustrates partners and end-users waste public funds
Process Consultants and Moderators
Why are Stakeholders important?
6
Process Consultants and Moderators 7
Challenges of Stakeholders Unclear and different vision and objectives Poor communication among Stakeholders Difficulties to collaborate Different administrative procedures Cultural clashes (organizational) Fear Change of political objectives Lack of initiatives ‘Selling’ initiatives of some partners (tunnel
vision, hobby horsing & poor listening) Hidden agenda’s
Process Consultants and Moderators 8
What is a Stakeholder?
Process Consultants and Moderators 9
What is a Stakeholder?
Stakeholder describes individuals, groups, or organizations that have an interest in the project and can mobilize resources to affect its outcome in some way.
Process Consultants and Moderators 10
Stakeholders are:
"Individuals and organizations who are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or successful project completion."
Process Consultants and Moderators 11
Types of Stakeholders?
Each stakeholder has a balance of both types of ‘stakes’:
End-User focused and
Self focused (what is in it for us)
Process Consultants and Moderators
What is the role of Stakeholders
in these failures?
12
Process Consultants and Moderators 13
The tool to develop a planLogical Framework Analysis: WHO involved (end-users & suppliers)? WHY involved (problems experienced)? WHAT should happen (Service plan)?
ASSUMPTIONS & RISKS (content)? HOW should it happen (Capacity plan)?
ASSUMPTIONS & RISKS (process)? COSTS (budgets)? WHEN (time schedule / deadlines)?
Process Consultants and Moderators
WHO is involved?
Stakeholder Analysis !
See different techniques … what do they bring …
14
Process Consultants and Moderators
Purpose of a Stakeholder Analysis
Get an overview of potential parties involved Identification of parties to be invited in a planning
workshop Awareness on the context Choosing the right focus of the intervention (end-
users) linked with right measures (actions) Assessing and anticipating their influences (forces) Getting and keeping the relevant stakeholders ‘on
board’ Communication of relevant information
15
Process Consultants and Moderators
When to analyse? The analysis should be done during all the phases of the
PPP life cycle: determination of the strategy (programme level) the identification phase before a participatory planning
workshop to identify participants and to identify different perceptions on obstacles and problems
the formulation phase to check and update stakeholders and their perceptions
the implementation phase to monitor evolution of ‘forces’
evaluation to check resources and information
16
Process Consultants and Moderators
What Techniques?
17
Process Consultants and Moderators 18
Process Consultants and Moderators 19
Process Consultants and Moderators 20
Process Consultants and Moderators 21
Process Consultants and Moderators 22
Process Consultants and Moderators 23
Process Consultants and Moderators 24
Process Consultants and Moderators 25
Process Consultants and Moderators 26
Process Consultants and Moderators 27
Process Consultants and Moderators 28
Process Consultants and Moderators 29
Process Consultants and Moderators 30
Process Consultants and Moderators 31
Process Consultants and Moderators 32
Process Consultants and Moderators
Critics …
- All stakeholders mixed- Perceived and biased positions - Scientific impression = misleading- Cost a lot of time - Generate a lot of information - which at the end of the workshop is
actually not being made use of ….
33
Process Consultants and Moderators
An alternative?
34
Process Consultants and Moderators 35
Network diagram …Handicapped
persons (+++)
e.g. Employees
(+)
e.g. Women (+++)
e.g. ex-prisoners(+
+)
e.g. Unemployed
(+)
EMPLOYMENT
Workers Council
Min of Labour Min of Justice PoliceVocational Training Centre
Min of Education
Min of Interior
S o c i e t y
e.g. 'Mafia'; Employers
(---)
?????
?????
Sabotage
& Lobby
S u p p l i e r s
Process Consultants and Moderators
What is the difference?
Separate ‘End-Users’ from ‘Suppliers’
Identify all stakeholders affected Identify expected role and position
in the Network diagram (+++; ++; +; -; --; --- = potential saboteurs)
36
Process Consultants and Moderators 37
Process Consultants and Moderators 38
Process Consultants and Moderators
How ‘buy in’ may happen?
Understanding of interdependency Emotional bonding through
understanding of problems = ‘feel the pain’ (story telling)
Social control through peers Agreements on results (= mirrored
problems)
39
Process Consultants and Moderators
How to keep them on board? Make them (emotionally) understand
their relevance and importance through self-discovery in a workshop with equals.
Make their positions publicly knows (in and after a workshop)
Remind them on Results (Results Oriented Monitoring – ROM and Results-Based Accountability - RBA)
40
Process Consultants and Moderators 41
WHY involved? Feel the pain!
Poor life condition in
Area X
High unemployment
in area X
Unemployed people unable to enter the labour
market
Unexperienced workers too
expensive for companies
Skills of unemployed
workers outdated
Parents with young children are tied to home
High labour costs
Demand of local goods
decreased
Process Consultants and Moderators 42
WHAT should be achieved?
Increased development
in area X
Increased employment
in area X
People prepared to enter labour
market
New workers hired by
businesses
People skills meet the request of labour market
Support with childcare provided
Labour costs affordable for businesses
Demand of goods
increased
OUTIN
Process Consultants and Moderators
Interdependencies
Build the understanding that stakeholders are interdependent in reaching the results.
43
Process Consultants and Moderators
‘Results Chain’ versus ‘Forking’
Process Consultants and Moderators
TrainingTraining
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised Profits
Raised Profits
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised Profits
Raised Profits
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised profits
Raised profits
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised profits
Raised profits
Poor working environment
Poor working environment
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised profits
Raised profits
Poor working environment
Poor working environment
Underpaidworkers
Underpaidworkers
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised profits
Raised profits
Poor workingenvironment
Poor workingenvironment
Benefits To workers
raised
Benefits To workers
raised
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised profits
Raised profits
Poor working environment
Poor working environment
BenefitsTo workers
raised
BenefitsTo workers
raised
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Raised profits
Raised profits
Poor working environment
Poor working environment
Benefits To workers
raised
Benefits To workers
raised
Process Consultants and Moderators
TrainingTraining
Enhanced productivity
Enhanced productivity
Poor working environment
Poor working environment
Benefits To workers
raised
Benefits To workers
raised
This principle of verifying logic downwards is referred to as:
“FORKING”
Process Consultants and Moderators
“Forking” provides insight in other components
(and other stakeholders) that are needed to achieve the
higher objective. These can either be incorporated into the project
design or if this is not possible be monitored as apparent RISKS.
Process Consultants and Moderators
How this concept is applied?
57
Process Consultants and Moderators
What problems in society will it solve?
58
Process Consultants and Moderators
Select a problem interested by funder?
59
Process Consultants and Moderators
Identify the needed components to reach the objective
60
Process Consultants and Moderators
Identify the organizations needed to implement the components
61
Process Consultants and Moderators
Get ‘partners’ on board and ‘sign’ an agreement
62
Process Consultants and Moderators 63
HOW should it happen?
Quality? implementing organization / partnerships?
Planning matrix for effective partnerships! (SUPPORT matrix)
But before analyse potential difficulties!
Process Consultants and Moderators 64
Stakeholder Management Plan
Prepare a Plan (Logical Framework Matrix) for capacity building of the ‘partnership’ (‘SUPPORT’ matrix).
Process Consultants and Moderators 65
At what RISKS?
Identify by stakeholders what can go wrong in establishing an effective partnerships among the Stakeholdes (‘shooting exercise’)
Process Consultants and Moderators 66
Why using a process facilitator?
Competent in using the LFA analysis and planning tool as workshop procedure.
Independent allowing each stakeholder to contribute equally (no opinion).
Keep the process going (highly effective workshops).
Enables conflicts and sensitive issues to be discussed and often be resolved.
Process Consultants and Moderators 67
Partnership agreement!
Prepare the partnership agreement and include an auto or peer monitoring & evaluation plan
Include recognition for success and sanctions for not compliance!
Process Consultants and Moderators 68
Success !
www.PCM-GROUP.com