DPU Stakeholder Engagement Discussion

Stakeholders for an organization can be limitless. they are both internal and external. The City of Chicago has many stakeholders, both in the City limits and outside: County, State, Regional, and Federal partners.

Describe your experience with stakeholders when working on a strategic plan (or other type of plan). How did you identify the levels of importance for each stakeholder? How did you limit the number involved?

After you read Resource A describe any stakeholder identification techniques you or your planning team have used. If you have had no prior experience then discuss one of the stakeholder identification techniques that you would use.

94
Creating Your Strategic Plan
WORKSHEET 18
Stakeholder Identification
Instructions. The starting place for conducting a stakeholder analysis is to list the organization’s
stakeholders. Be as inclusive as possible the first time around in filling out the worksheet that follows.
Later you and your group might consider deciding what importance each stakeholder has in terms
of his or her positive or negative impact on the organization, its strategies, and its ability to fulfill its
mission, meet its mandates, and create public value. A stakeholder analysis done early in the process
can help you decide who should be involved in the process and when, how, and why. Additional stakeholder analyses are likely to be needed in the issues identification, strategy formulation, plan review
and adoption, and implementation steps. Some stakeholders, like unions or policy board members,
may be both internal and external stakeholders. Below you can see a very general example of how
Worksheet 18 might be completed for a public agency. When filling out your worksheet, be more
specific than the example is about stakeholder identities—in other words, say which state agencies
and which nonprofit organizations are stakeholders. Have people fill out the worksheet as individuals
first, and then develop a final version by discussing and pooling everyone’s responses.
______________________________________________________________
Example: The figure on this page displays a very general stakeholder mapping exercise for a
public agency. Be more specific when you fill out your own map on the next page.
External Stakeholders
Public
State Agencies
Press
Community
Nonprofit Organizations
Internal Stakeholders
Policy Board
Clients
Service Partners
Union
Management
Competitors
Support
Employees
Federal Agencies
Peer Organizations
Decision Makers
Technical
Employees
Legislature
Governor
Regulators
Creating Your Strategic Plan, Third Edition.
Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.
STEP3.indd 94
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Step 3: Identify Stakeholders and Develop Mission/Values/Vision
95
External Stakeholders
(Be specific)
Internal Stakeholders
(Be specific)
Worksheet 18
Creating Your Strategic Plan, Third Edition.
Copyright © 2011 by John Wiley & Sons, Inc. All rights reserved.
STEP3.indd Sec1:95
6/18/11 9:24:10 AM
Week 3
The Importance of Stakeholders in Strategic
Planning
Importance of Stakeholders
◼ Stakeholder Identification
◼ Various Power Levels of Stakeholders
◼ How to Manage Stakeholders
◼
1
2
International Association for Public Participation
AP2 is an international association of members who seek to promote and
improve the practice of public participation / public engagement in relation to
individuals, governments, institutions, and other entities that affect the public
interest in nations throughout the world. Our mission is to advance and extend
the practice of public participation through professional development,
certification, standards of practice, core values, advocacy and key initiatives
with strategic partners around the world.
https://www.iap2.org/default.aspx
3
Ten Step Strategy Change Cycle
1.
2.
3.
4.
5.
Initiate and agree on Strategic Planning Process
Identify organization’s mandates
Clarify mission and values
Assess internal/external environment,
strengths/weaknesses, core competencies
Identify strategic issues
4
6.
7.
8.
9.
10.
Formulate strategy to manage issues
Review and adopt strategic plan and strategic planning
process
Develop effective organizational vision
Develop effective implementation process
Reassess strategies
5
ABC’s of Strategic
Planning
WHERE YOU WANT
WHERE YOU ARE
TO BE
Mission
Mission
Programs/Services
Programs/Services
People/Skills
People/Skills
Budget
Budget
Support
Support
HOW TO GET THERE
Strategic plan
IT and HR plans
Communications
Hiring/training
Restructuring
Reengineering
Budget allocations
6
Step 1: Initiating and Agreeing on
a Strategic Planning Process
Step 1: Initiate and agree on Strategic Planning
Process
▪
Must have buy-in from leaders and policy
folks
▪
Identify purpose, people/units involved and
their roles, steps in process, timeline
7
7
Planning Focus and Desired Outcomes
◼
◼
◼
◼
Agreement on purpose of effort
Persons who should be involved, and
how
Understanding about sequence of steps
in process
Agreement on form and timing of reports
8
8
Five Step Stakeholder Analysis
Method to determine involvement in strategic plan
Group can use 1 of 13 types of stakeholder analysis
techniques
1.
2.
3.
4.
5.
Small group conducts stakeholder analysis
Review results
Larger group conducts second stakeholder
analysis
Review results of both
Finalize stakeholders needed for strategic
planning
Simple
Used early on
9
Basic Analysis Technique
1.
Identify stakeholders
➢
Who the players are
➢
Level of their stake in process
➢
Keep in mind our successors in the org
➢
Identify key employee groups
➢
Stakeholders my not be located in same place
10
2.
Specify criteria stakeholder use to assess
organization’s performance
➢
➢
Guess
Ask!
11
3.
4.
5.
6.
7.
Determine organization’s performance
against stakeholder criteria
The good, the bad and the ugly!
Strengths/weaknesses
Gaps
Opportunities
12
Determine how stakeholders influence the organization
Determine what the organization needs from each
stakeholder group
Establish a rough order among stakeholders according to
their importance
13
14
Stakeholders
Stakeholders: All groups that are or might be affected by an
organization’s actions and success.
15
Stakeholders
◼
The key to an organization’s success is key stakeholder
satisfaction
◼
Internal and external environment
16
Quick sidebar
Mayor’s Office of Workforce Development
Stakeholders:
Employees
Clients
Businesses
Workforce board
Other City Departments
Federal Funders (Department of Labor)
City Residents
17
Keep these points in mind
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Identify existing stakeholders.
What is their interest/stake in the organization?
Think of future stakeholders.
Key employee groups should be identified.
Internal and external stakeholders.
How does each stakeholder asses the organization?
How does the organization perform against the stakeholder’s
criteria?
How do the stakeholders influence the organization?
How can the organization satisfy each stakeholder group?
Consider listing stakeholders in order of importance.
18
19
Stakeholder Methods—all of them
1.
2.
3.
4.
5.
6.
7.
Basic analysis technique
Power versus interest grid
Stakeholder influence diagram
Participation planning matrix
Bases of power-directions of interest diagram
Finding the common good and structure of a
winning argument
Tapping the individual stakeholder interests to
pursue common good
20
Stakeholder Methods
8.
9.
10.
11.
12.
13.
Stakeholder issue-interrelationship diagram
Problem frame stakeholder map
Ethical analysis grid
Stakeholder support vs. opposition grid
Stakeholder role play
Policy attractiveness vs.
stakeholder capability grid
21
Selected Stakeholder Analysis Methods
Note: Use an analysis method that you or the
strategic planning team understands and is
appropriate for the organization
1.
2.
3.
4.
5.
6.
Five step stakeholder analysis (previous slide)
Basic analysis technique (previous slide)
Power versus interest grid
Stakeholder influence diagram
Participation planning matrix
Basis of power-direction of interest
22
23
Power!
Power vs. Interest Grid
Interest
High
Subjects
Players
Crowd
Context setters
Low
High
Power
24
OEMC
Power vs. Interest Grid
Interest
High
Subjects
Volunteers (CERT)
Some employees
Managers
Players
Chiefs/heads
Some employees
Mayor
Aldermen
Crowd
Common citizens
Some employees
Context setters
Board members
Donors
Government folks
Elected Officials
Subject Matter
Experts
Low
High
Power
25
26
Stakeholder Influence Diagram
Interest
High
Subjects
Players
Crowd
Context setters
Low
Power
High
27
Participation Planning Matrix
Activity
Ignore
Inform
Consult
Involve
Collaborate
Empower
We will keep
you
informed.
We will keep
you informed,
listen to you
and provide
feedback on
your input
We will
work
with you
to
ensure
your
concerns
are
heard
and
provide
feedback
on your
input
We will get advice
and ideas from
you and
incorporate your
recommendations
into our plan
We will
implement
what you
decide
28
Bases of Power-Direction of Interest Diagram
29
Power Links
◼
Informal power exists through networks you
establish
◼ Political power
◼ I help you and you help me (“norm of
reciprocity”)
◼
Informal power is more fluid; from superior to
subordinate and reversed; and all which way
◼
Friendship power
30
Workers
1.
Those who embody the mission of the org
◼
◼
2.
3.
4.
Play by the rules or not
Will do anything because they are moving up in the
organization
Those that look at their job as “just my job”
Political folks
Consultants/outsiders
31
Power Links
◼
Informal power exists through networks you establish
◼ Political power
◼ I help you and you help me (“norm of reciprocity”)
◼
Informal power is more fluid; from superior to
subordinate and reversed; and all which way
◼
Friendship power
32
You got em…now what?
You got to know
When to hold ’em
Know when to fold ’em
Know when to walk away
Know when to run
You never count your money
When your sitting at the table
There will be time enough for countin’
When the dealin’s done
33
Or you could stop singing and do this
Stakeholder management:
1.
Identify all stakeholders
2.
Those you can find agreement
3.
Consensus on project changes
4.
Practice good communication
5.
Keep project vision visible
6.
Engagement
7.
Agree on what “done” is
8.
Empathize with other stakeholders
34
35
36
Stakeholders and Values:
What do you value?
37