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

2. Process Consultants and Moderators Presentation at the Community of Practice on Results Based Management in Warsaw on 20 th January 2010 by Erik Kijne www.PCM-GROUP.com Brussels

3. 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

4. Process Consultants and Moderators What is the relevance of Stakeholders in Result Based Management? 4

5. 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

6. Process Consultants and Moderators Why are Stakeholders important? 6

7. 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

8. Process Consultants and Moderators 8 What is a Stakeholder?

9. 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.

10. 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."

11. 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)

12. Process Consultants and Moderators What is the role of Stakeholders in these failures? 12

13. Process Consultants and Moderators 13 The tool to develop a plan Logical 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)?

14. Process Consultants and Moderators WHO is involved? Stakeholder Analysis ! See different techniques … what do they bring … 14

15. 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

16. 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

17. Process Consultants and Moderators What Techniques? 17

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33. 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

34. Process Consultants and Moderators An alternative? 34

35. Process Consultants and Moderators 35 Network diagram …

36. 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

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39. 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

40. 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

41. 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

42. 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

43. Process Consultants and Moderators Interdependencies Build the understanding that stakeholders are interdependent in reaching the results. 43

44. Process Consultants and Moderators ‘Results Chain’ versus ‘Forking’

45. Process Consultants and Moderators Training

46. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity

47. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised Profits Raised Profits

48. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised Profits Raised Profits

49. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised profits Raised profits

50. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised profits Raised profits Poor working environment Poor working environment

51. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised profits Raised profits Poor working environment Poor working environment Underpaid workers Underpaid workers

52. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised profits Raised profits Poor working environment Poor working environment Benefits To workers raised Benefits To workers raised

53. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised profits Raised profits Poor working environment Poor working environment Benefits To workers raised Benefits To workers raised

54. Process Consultants and Moderators Training Enhanced productivity Enhanced productivity Raised profits Raised profits Poor working environment Poor working environment Benefits To workers raised Benefits To workers raised

55. Process Consultants and Moderators Training 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”

56. 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.

57. Process Consultants and Moderators How this concept is applied? Brilliant research idea Faculty of Engineering 57

58. Process Consultants and Moderators What problems in society will it solve? Problem B Brilliant research idea Faculty of Engineering Problem CProblem A 58

59. Process Consultants and Moderators Select a problem interested by funder? Problem B Brilliant research idea Faculty of Engineering Problem CProblem A 59

60. Process Consultants and Moderators Identify the needed components to reach the objective 60

61. Process Consultants and Moderators Identify the organizations needed to implement the components 61

62. Process Consultants and Moderators Get ‘partners’ on board and ‘sign’ an agreement 62

63. 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!

64. Process Consultants and Moderators 64 Stakeholder Management Plan Prepare a Plan (Logical Framework Matrix) for capacity building of the ‘partnership’ (‘SUPPORT’ matrix).

65. 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’)

66. 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.

67. 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!

68. Process Consultants and Moderators 68 Success ! www.PCM-GROUP.com