Rethinking the prince system and the importance of stakehol - PowerPoint Presentation

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Rethinking the prince system and the importance of stakeholder analysis

Dr. David M. Van Slyke

Maxwell School of Citizenship and Public Affairs, Syracuse University

April 11, 2013Slide2

Introduction & brief bioStudent Policy Projects – Observations & Reflections

Using the PRINCE System

Thinking about what’s behind the Prince approachInstitutions & Stakeholders – political, bureaucratic, othersRole of Power, Influence, Interest, PriorityAlliances, Networks (+ & -)Understanding the policy environmentUsing Stakeholder Mapping to augment realistic assessments of policy saliency, congruence, and ameliorate the probability of success.

ObjectivesSlide3

Stakeholder Analysis

Stakeholder:

any individual, group, or organization who influences or is influenced by the organizationStake: stakeholder’s interest in organization, what they want from itClaim: stakeholder’s basis for pursuing their interest, their legal or moral rights to make demands

Map:

visual representation of stakeholder importance and influence relationships.Slide4

Stakeholder Mapping

Identify key stakeholders

Examine stakeholder-organization-leader relationshipDifferent mapping techniques provide different kinds of information. Arrangement – proximity mattersThickness (arrowhead) – who has influence

Expand map as deemed necessary

Context MattersSlide5

Organize stakeholders by:

Informing

ConsultingInvolvingCollaborating

Empower

Understand differences in:

Power

Interest

Level of Ownership

Motivation Preference

Stakeholder InvolvementSlide6

Assess the organization’s external and internal environments to identify strengths, weaknesses, opportunities, and challenges

Identify your distinctive competencies and resources?

Realistically assess your organization’s capabilities

Are they scarce, valuable, easily copied?

Are they linked to other competencies?

How do you or can you best employ these competencies?

Stakeholder Mapping in Strategic PlanningSlide7

Who Belongs on the Public Management Map?

First

—authorizers Second—resource controllers Third—competitors/cooperators

Fourth—interest groups

Fifth—stakeholders

Sixth—capacitySlide8

It Takes Three to Tango

Business & Donors

Government

Civil Society

Scanning the Environment for Opportunities & Partnerships

Where’s Your Organization’s Fit?Slide9

Analyzing the General Environment

Types of Trends

Demographic Economic

Political/legal Sociocultural

Technological Global trends

Ethical EnvironmentalSlide10

Environmental Considerations

Political

Economic

Legal

Socio-Cultural

Technological

Ethical

Demographic

Environmental

DOMAINSlide11

Government-Business RelationshipsSlide12

Government-Business RelationshipsSlide13

Stakeholder Map

Governments

Political

Parties

Board

Citizens

Financial

Community

Future

Generations

Interest

Groups

Suppliers

Competitors

Media

Employees

International

Secretariats

Service

Recipients

Donors

Government

Who’s Missing?

What’s wrong with this map?Slide14

SWOT Analysis

Strength

Weakness

Capabilities?

Competitive advantages?

Resources, Assets, People?

Experience, knowledge, data?

Financial reserves, likely returns?

Marketing - reach, awareness?

Innovative aspects?

Location and geographical?

Processes, systems, IT, communications?

Cultural, attitudinal, behavioral

Gaps in capabilities?

Lack of competitive strength?

Reputation, presence and reach?

Financials?

Own known vulnerabilities?

Timescales, deadlines and pressures?

Effects on core activities, distraction?

Reliability of data, plan predictability?

Morale, commitment, leadership?

Accreditations, etc.?

Processes and systems,

etc.?

Opportunity

Threat 

Market developments?Technology development and innovation?Regional influences?New markets, vertical, horizontal?Niche target markets?Geographical, export, import?Information and research?Partnerships, agencies, distribution?Volumes, production, economies?

Political effects?Legislative effects?Environmental effects?IT developments?Market demand?New technologies, services, ideas?Vital contracts and partners?Sustaining internal capabilities?Obstacles faced?

Sustainable financial backing?

Economy - home, abroad? Seasonal, weather, influences? Slide15

Meet their needs

Engaged and consult on interest area

Try to increase level of interest

Aim to move into right hand of box

Key Player

Key players focus effort on this group

Involve in governance/ decision making bodies

Engage and consult regularly

Least Important

Inform via general communications, website, social media

Aim to move into right hand box

Show Consideration

Make use of interest through involvement in low risk areas

Keep informed & consult on interest area

Potential supporter/ goodwill ambassador

Interest-Power Grid

Interests of stakeholders

Influence/

Power of stakeholdersSlide16

Stakeholder and Their StakeSlide17

Implementation & EngagementSlide18

Participation MatrixSlide19

RACI DiagramSlide20

Classification of Stakeholders

For a Mental Health Agency

Problematic

Antagonistic

-5

-4

-3

-2

-1

0

+1

+2

+3

+4

+5

0 1 2 3 4 5 6 7 8 9 10

Anti-mental health

Power groups

Contractors

DMH

Local gov’t

Referring agents

Community

At large

648

staff

648 board

Insurance

company

Support

Staff

Clerical

staff

Board of

directors

First-level

supervision

Billing

staff

Management

Advocates

Clients

Low Priority

Issue position

Support

Oppose

Least

Most

Importance

Internal stakeholders

External stakeholders

Source: Nutt &

BackoffSlide21

David M. Van Slyke, Ph.D.

Department of Public Administration

and International Affairs

The Maxwell School at Syracuse University

320 Eggers Hall

Syracuse, NY 13244-1020

315-443-8840 / Fax: 315-443-9734

vanslyke@maxwell.syr.edu

www.vanslyke.info

THANK YOU!

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