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

Exercise 2: Identifying how to engage with the various stakeholders

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