1. Stakeholder analysis for project design Ingvild Oia, Programme Specialist,UNDP Ingvild.oia@undp.org Photo by: Konomiho/flickr.

2. 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

3. 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

4. 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 Increase impact of assessment

5. Roadmap to participation: A tool to assist with managing the political process of assessing local governance

6. 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

7. 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 Raise funds 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 recommend ations Implement policy reform or advocate for reform Institutionalize the assessment and repeat at regular intervals

8. Agree on need, scope and users Agree on principles Agree on key sector issues Agree on sub-issues Agree on a results chain Identify a basket of indicators Match indicators with existing sources Develop data collection instruments Collect data Produce results 1 2 3 4 5 6 7 8 9 10 Political level Broad multi-stakeholder consultation Technical level Narrow expertise consultation Example of steps involved in developing an assessment framework in Egypt Broad engagement on results

9. 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

10. Exercise 1: Stakeholder analysis Goal: To learn how to use a stakeholder analysis as a basis for making strategic decisions on who to engage in a consultation process.

11. 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 "

12. Significant influence Some influenceLittle influenceNo influence Significantly interested in reform Some interest Little interest No interest

13. Significant influence Some influenceLittle influenceNo influence Significantly interested in reform Ministry of Local Government state commission for the prevention of corruption citizens NGO 2 NGO 3 The poor Women Some interestPresident of municipal councils ministry of transport NGO 1 M&E unit of local governments Local NSO units state audit office bureau of public procurement Media 2 NGO 4 Little interestMayorsBusiness community Media 1 ministry of environmental protection and urban planning No interestChief of administration Local public servants

14. Exercise 2: Identifying how to engage with the various stakeholders

15. 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.

16. Who should be implementing partner? Who should be represented on advisory board/steering group? Who should be consulted? Who should be informed?

17. Significant influence Some influenceLittle influenceNo influence Significantly interested in reform Ministry of Local Government state commission for the prevention of corruption citizens NGO 2 NGO 3 The poor Women Some interestPresident of municipal councils ministry of transport NGO 1 M&E unit of local governments Local NSO units state audit office bureau of public procurement Media 2 NGO 4 Little interestMayorsBusiness community Media 1 ministry of environmental protection and urban planning No interestChief of administration Local public servants

18. Exercise 3: Mapping datasources Goal: To learn an approach for mapping existing datasources that can be relevant to include in a corruption/integrity assessment, based on a stakeholder analysis

19. 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

20. Significant influence Some influenceLittle influenceNo influence Significantly interested in reform Ministry of Local Government Administrative data/ M&E state commission for the prevention of corruption citizens Household survey NGO 2 budget analysis NGO 3 The poor Women Some interestPresident of municipal councils ministry of transport NGO 1 Score cards M&E unit of local governments Local NSO units Survey state audit office bureau of public procurement Media 2 Regular polls NGO 4 Little interestMayorsBusiness community Media 1 ministry of environmental protection and urban planning No interestChief of administration Administrative data/ M&E Local public servants