How to do Stakeholder Analysis

www.see.leeds.ac.uk/sustainableuplands Stakeholder Analysis ustainable Uplands Learning to manage future change Mark Reed

Why stakeholder analysis?
We all have interests
We have a stake in the things that interest us e.g. what happens to a landscape you walk in
By holding an interest, we hold a stake: we are stakeholders

Why stakeholder analysis?
But without power…
We can never drive our points/stakes home and we will never influence the decisions that affect us

To affect change, we need interest and power

Answers key questions relevant to all spatial planning:
Who are the interested parties? Who has the power to influence what happens? How do these parties interact? How could they work more effectively together?

What is stakeholder analysis?
“ A process that:
i) defines aspects of a social and natural phenomenon affected by a decision or action
ii) identifies individuals, groups and organisations who are affected by or can affect those parts of the phenomenon
iii) prioritises these individuals and groups for involvement in the decision-making process”
Reed et al. (2009)

Development of SA
Business management roots
Stakeholders affect business
SA to mobilise, neutralise or defeat stakeholders, to meet strategic objectives
Development studies and natural resource management
Projects that didn’t understand stakeholders were often hijacked or failed
Empowering marginal stakeholders to influence decision-making processes transparently

Development of SA
Major contributions from development studies and natural resource management:
Recognises that stakeholders and the issues that interest them change over time
Advocates ongoing and evolving involvement of stakeholders to meet needs and priorities
Capturing diversity of potentially conflicting views

Typology
Three types of methods for stakeholder analysis
Methods for:
Identifying stakeholders
Differentiating between and categorising stakeholders
Investigating relationships between stakeholders

Focus Groups Semi-structured interviews Snowball sampling Interest-influence matrices Radical transactive-ness Stakeholder-led stakeholder categorisation Q methodology Social Network Analysis Knowledge Mapping Identifying stakeholders Differentiating between and categorising stakeholders Investigating relationships between stakeholders Analytical categorisation (top-down) Reconstructive categorisation (bottom-up) Normative Instrumental Methods Typology Rationale

Interest/Influence Matrices High Low Influence Context setters - highly influential, but have little interest. Try and work closely as they could have a significant impact Key players – must work closely with these to affect change Crowd – little interest or influence so may not be worth prioritising, but be aware their interest or influence may change with time Subjects – may be affected but lack power. Can become influential by forming alliances with others. Often includes marginalised groups you may wish to empower Level of Interest High

More complex matrices
Identify and evaluate stakeholders in turn:
What is the nature of their stake?
Level of interest – H/M/L & explanatory text if needed
Level of influence – as above
The most effective ways to gain their active involvement
Anything else we should know? Conflicts, likely issues etc.
If many stakeholders, categorise in relation to the nature of their stake & select representatives

Categorising
Stakeholder categories from Sustainable Uplands project:
Water companies
Recreational groups
Agriculture
Conservationists
Grouse moor interests (owners/managers and gamekeepers)
Tourism-related enterprises
Foresters
Statutory bodies

Name/ Organisation/ Group Nature of stake Interest H/M/L (comm-ents?) Influence H/M/L (comm-ents?) What would incentivise their involvement? Things we should know (issues, conflicts etc) Appropriate people (contact details)

...adapt to your own needs Stakeholder Group /organisation /individual Area of concern Represented Sector Represented Perceived Interest in issue Perceived Influence on issue Comments arising during discussion

Exploring relationships
Social Network Analysis with 80-strong Moors for the Future Partnership
Communication ties between individuals and groups

Despite apparently polarised views on burning, upland stakeholders in the Peak District are highly connected… And despite the fact that certain groups have little contact with each other… The majority of individuals perceive considerable overlap between their views on upland management and the views of those they know from other groups Water Recreation Agriculture Conservation Grouse

Exploring relationships
Showed roles of individuals played and identified more peripheral stakeholders
These groups were targeted for inclusion to reduce bias, strengthen the legitimacy of the sample group, and include a variety of knowledges relevant to the research process

Summary

Find out more…
Reed MS, Graves A, Dandy N, Posthumus H, Hubacek K, Morris J, Prell C, Quinn CH, Stringer LC (2009) Who’s in and why? Stakeholder analysis as a prerequisite for sustainable natural resource management. Journal of Environmental Management 90: 1933–1949
Reed MS (2008) Stakeholder participation for environmental management: a literature review. Biological Conservation 141: 2417–2431

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How to do Stakeholder Analysis

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