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Identifying key stakeholders and their issues
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in practice
Identifying stakeholders - those affected by and
capable of influencing strategy - and their issues is necessary in order
to understand the range of interests that need to be considered in
developing and implementing strategy and policy proposals.
Different stakeholders can perceive the same project
and proposals in quite different ways depending on their vested interests,
their particular priorities at the time and their experiences of the
organisation or people leading the work. Indeed, the concerns and
objectives of different stakeholders and stakeholder groups are frequently
in conflict.
The list of stakeholders for any government strategy
work is likely to be long and include:
- Users and customers
- The departmental or lead Minister (if there is one) and their
specialist adviser
- Ministers in relevant other government departments (OGDs) and their
specialist advisers
- Groups of officials and individuals in the relevant OGDs
- The Number 10 Policy Unit
- Devolved administrations
- Representative organisations from the relevant sectors
- Local authorities and the wider public sector
- Private sector organisations and individuals who have a current or
potential future vested interest in an area (for example, if they
might be involved in future delivery)
- Parliamentary Committees
- Academics, research organisations and think tanks
- Employers and trade unions
- International organisations such as the EC, World Bank, IMF or UN
A brainstorming session during a team meeting devoted
to stakeholder identification is an effective means of capturing the list
of all the likely stakeholders. It is useful to keep a record of
identified stakeholders and their contact details.
In addition, in order to manage stakeholders
effectively it is important to understand the needs and interests of each,
including:
- their goals
- past reactions
- expected behaviour
- the likely impact the project will have on them (positive or
negative)
- their likely reaction
- the extent of buy-in and level of support.
It may be useful to meet with some of the stakeholders to establish the
nature of their interest and any concerns they may have about the project.
Identifying key stakeholders and their issues
In Practice: SU Fisheries Project
Before the Fisheries project was launched the team
thought about how to identify and engage stakeholders with the project.
Member of the team seconded from fisheries departments
were able to identify key stakeholders and groups of stakeholders and
developed a contacts database as a central record of their details.
The process of engaging with stakeholders and
understanding their issues was designed to include a number of elements:
- a tour of UK fishing ports
- a written consultation process
- a stakeholder event
- the formation of a number of working groups to support the work
of the team.
It was planned as an open, transparent process
employing formal and informal contacts and a mixture of standard and
original tools for structuring the interaction with stakeholders. Where
possible, material was published on the Strategy Unit website to allow
interested parties to follow the work of the team.
Once the project was launched, team members embarked on a tour of UK
fishing ports to talk to people involved in the industry. These meetings
were opportunities to gather data and get an understanding of the issues
as identified by people closest to them. The personal connections made in
these meetings meant that the project was viewed positively by key
stakeholders and allowed for follow-up contact to request information and
test ideas.
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