This document discusses stakeholder analysis, which involves generating knowledge about individuals and organizations involved in a situation to understand their behaviors, interests, and relationships. It aims to understand their influence on decision-making and implementation. A stakeholder is anyone affected by or able to influence a situation. Stakeholder analysis is a management tool used to understand different stakeholders' positions, assess the feasibility of policies, develop strategies to influence stakeholders, and facilitate project implementation. It notes challenges in interpretation and changing interests over time, and suggests considering those with resources, political influence, involvement in service delivery, and impact on the external environment when analyzing stakeholders in public organizations.

1. Doing a stakeholder
analysis
ICHS 6
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Introduction to Complex Health
Systems

2. An approach, tool or set of tools for
generating knowledge about actors -
individuals or organisations - so as to
understand their behaviour, intentions,
inter-relations and interests; and for
assessing the influence and resources
they bring to bear on decision-making or
implementation processes
(Varvasovsky and Brugha, 2000)

3. What is a stakeholder?
• Someone with a ‘vested’ interest in a situation
– affect or are affected by situation
– those who hold power in the situation (over
resources, policies),
– those who benefit or suffer from situation
– those who maintain situation
• May be visible or invisible in the situation

4. SHA is a management tool
• To understand agents positioning
• To assess the feasibility of future policy
directions
• To develop strategies for influencing
agents
• To facilitate the implementation of
projects

5. Challenges
• Difficulties of judgement and
interpretation
• Agents’ interests and concerns change
over time
• Actors’ interests not the only influences
over policy change

6. In public service
organisations, consider
• Those who control resources
• Those who have political influence
(including media, pressure groups)
• Those who have involvement in the
service delivery process
• Those who have impact on wider
environment of organisation (e.g.
regulatory bodies, local authorities)

7. Power of
actor
high support/
enthusiastic
&committed
<<
<<
compliant
not
mobilised
>>
>>
uncooperative
high
opposition/
hostile
Very High
v
v
Medium
v
v
Very Low

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Funding
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Introduction to Complex Health Systems, Presentation
6. Copyright CHEPSAA (Consortium for Health Policy &
Systems Analysis in Africa) 2014, www.hpsa-africa.org
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This document is an output from a project funded by the European Commission (EC) FP7-Africa (Grant no.
265482). The views expressed are not necessarily those of the EC.

9. The CHEPSAA partners
University of Dar Es Salaam
Institute of Development Studies
University of the Witwatersrand
Centre for Health Policy
University of Ghana
School of Public Health, Department of
Health Policy, Planning and Management
University of Leeds
Nuffield Centre for International Health and
Development
University of Nigeria Enugu
Health Policy Research Group & the
Department of Health Administration and
Management
London School of Hygiene and
Tropical Medicine
Health Economics and Systems Analysis
Group, Depart of Global Health & Dev.
Great Lakes University of Kisumu
Tropical Institute of Community Health and
Development
Karolinska Institutet
Health Systems and Policy Group,
Department of Public Health Sciences
University of Cape Town
Health Policy and Systems Programme,
Health Economics Unit
Swiss Tropical and Public Health
Institute
Health Systems Research Group
University of the Western Cape
School of Public Health