Process Consultants and Moderators Stakeholders … ‘a minefield of forces’

Process Consultants and Moderators

Stakeholders …

‘a minefield of forces’


Presentation at the

Community of Practice on Results Based

Management

in Warsaw on 20th January 2010

by Erik Kijne

www.PCM-GROUP.comBrussels


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


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


Why are Stakeholders important?

6


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


What is a Stakeholder?


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.


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."


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)


What is the role of Stakeholders

in these failures?

12


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)?


WHO is involved?

Stakeholder Analysis !

See different techniques … what do they bring …

14


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


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


What Techniques?

17

















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


An alternative?

34


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


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




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


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


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


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


Interdependencies

Build the understanding that stakeholders are interdependent in reaching the results.

43


‘Results Chain’ versus ‘Forking’


TrainingTraining


TrainingTraining

Enhanced productivity



TrainingTraining



Raised Profits

Raised Profits


TrainingTraining



Raised Profits

Raised Profits


TrainingTraining



Raised profits

Raised profits


TrainingTraining



Raised profits

Raised profits

Poor working environment



TrainingTraining



Raised profits

Raised profits



Underpaidworkers

Underpaidworkers


TrainingTraining



Raised profits

Raised profits

Poor workingenvironment

Poor workingenvironment

Benefits To workers

raised

Benefits To workers

raised


TrainingTraining



Raised profits

Raised profits



BenefitsTo workers

raised

BenefitsTo workers

raised


TrainingTraining



Raised profits

Raised profits



Benefits To workers

raised

Benefits To workers

raised


TrainingTraining





Benefits To workers

raised

Benefits To workers

raised

This principle of verifying logic downwards is referred to as:

“FORKING”


“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.


How this concept is applied?

57


What problems in society will it solve?

58


Select a problem interested by funder?

59


Identify the needed components to reach the objective

60


Identify the organizations needed to implement the components

61


Get ‘partners’ on board and ‘sign’ an agreement

62


HOW should it happen?

Quality? implementing organization / partnerships?

Planning matrix for effective partnerships! (SUPPORT matrix)

But before analyse potential difficulties!


Stakeholder Management Plan

Prepare a Plan (Logical Framework Matrix) for capacity building of the ‘partnership’ (‘SUPPORT’ matrix).


At what RISKS?

Identify by stakeholders what can go wrong in establishing an effective partnerships among the Stakeholdes (‘shooting exercise’)


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.


Partnership agreement!

Prepare the partnership agreement and include an auto or peer monitoring & evaluation plan

Include recognition for success and sanctions for not compliance!


Success !

www.PCM-GROUP.com

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Process Consultants and Moderators Stakeholders … ‘a minefield of forces’

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