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dfshshWe acknowledge the support of The Netherlands Ministry of Foreign Affairs (DGIS) and the German Federal Ministry for Economic
Cooperation (BMZ) who have financed the development of these tools, and the UK Department for International Development (DFID) who provided the start-up support. For more information on Power Tools please visit www.policy-powertools.org
Stakeholder power analysis March 2005
James Mayers (james.mayers@iied.org) has steered the development of this tool, from work in the forestry and land use sector.
2
Summary
Stakeholders are the people who matter to a system. Stakeholder power analysis is a tool which helps understanding of how people affect policies and institutions, and how policies and institutions affect people. It is particularly useful in identifying the winners and losers and in highlighting the challenges that need to be faced to change behaviour, develop capabilities and tackle inequalities.
There are various approaches to stakeholder power analysis. A six-step process seems to work well:
1. Develop purpose and procedures of analysis and initial understanding of the system
2. Identify key stakeholders
3. Investigate stakeholders’ interests, characteristics and circumstances
4. Identify patterns and contexts of interaction between stakeholders
5. Assess stakeholders’ power and potential roles
6. Assess options and use the findings to make progress
Like other tools, the usefulness and strength of stakeholder power analysis depends on the way it is used. It can be carried out by individual analysts, multi-stakeholder processes, or some intermediate between these two ends of the spectrum. Stakeholder power analysis can be used progressively to empower important but marginalised groups, and to improve policies and institutions. But it should be recognised that the techniques can also be used more cynically by some - to work out who should be manipulated, undermined or disposed of. Progressive users
Cooperation (BMZ) who have financed the development of these tools, and the UK Department for International Development (DFID) who provided the start-up support. For more information on Power Tools please visit www.policy-powertools.org
Stakeholder power analysis March 2005
James Mayers (james.mayers@iied.org) has steered the development of this tool, from work in the forestry and land use sector.
2
Summary
Stakeholders are the people who matter to a system. Stakeholder power analysis is a tool which helps understanding of how people affect policies and institutions, and how policies and institutions affect people. It is particularly useful in identifying the winners and losers and in highlighting the challenges that need to be faced to change behaviour, develop capabilities and tackle inequalities.
There are various approaches to stakeholder power analysis. A six-step process seems to work well:
1. Develop purpose and procedures of analysis and initial understanding of the system
2. Identify key stakeholders
3. Investigate stakeholders’ interests, characteristics and circumstances
4. Identify patterns and contexts of interaction between stakeholders
5. Assess stakeholders’ power and potential roles
6. Assess options and use the findings to make progress
Like other tools, the usefulness and strength of stakeholder power analysis depends on the way it is used. It can be carried out by individual analysts, multi-stakeholder processes, or some intermediate between these two ends of the spectrum. Stakeholder power analysis can be used progressively to empower important but marginalised groups, and to improve policies and institutions. But it should be recognised that the techniques can also be used more cynically by some - to work out who should be manipulated, undermined or disposed of. Progressive users
Links: AusAid. 2000. The logical framework approach: stakeholder analysis. AusAid - The Australian Government’s Overseas Aid Program Bendell, J. 2000. Terms for Endearment: Business, NGOs and Sustainable Development, Greenleaf Publishing, Sheffield Colfer, C.J.P. 1995. Who Counts Most in Sustainable Forest Management? CIFOR Working paper No.7, Center for International Forestry Research (CIFOR), Bogor 15 DFID, 1999 Dick, B. 1997. Stakeholder analysis. www.scu.edu.au/schools/gcm/ar/arp/stake.html Environment Council 1999 Freeman, R.E. 1984. Strategic Management: A Stakeholder Approach. Pitman, Boston Global Reporting Initiative Greenall, D. and Rovere, D. 1999. Engaging Stakeholders and Business-NGO Partnerships in Developing Countries: Maximising an Increasingly Important Source of Value ISEA. 1999. Stakeholder dialogue management system standard: AA1000. Institute of Social and Ethical Accountability, London Kotey, E.N.A., Francois, J., Owusu J.G.K., Yeboah, R., Amanor, K. and Antwi, L. 1998. Falling into Place Kulzick, R.S. 1999. Stakeholder analysis for business. Kulzick Associates PA - Consulting Services MacArthur, J.D. 1997. Stakeholder roles and stakeholder analysis in project planning: a review of the approaches in three agencies - World Bank, ODA and NRI ODA. 1995. Guidance note on how to do stakeholder analysis of aid programmes. Social Development Department, Overseas Development Administration, London OMB Watch. 1999. Policy making software. (OMB is the US White House Office of Management and Budget) drama. This approach was used by Filer with Sekhran (1998) in analysis of the forest policy process in Papua New Guinea, where the characters in the play are politicians, public servants, industry, NGOs, donors Forest policy as a tug of war between stakeholders (Source: Filer with Sekhran, 1998) (Source: DFID, 1999) This diagramwas prepared by a group of foresters in Karnataka State, India