Stakeholder Analysis

Stakeholder Analysis

◼ Stakeholder Analysis helps clarify which people and

organizations are directly or indirectly involved in or
affected by a specific development problem.
◼ It helps identify which groups are supportive and
which groups may oppose the project strategy and
subsequently obstruct project implementation.
Stakeholder Analysis Functions at
different stages of the Project Cycle
◼ During problem identification, it serves as a preliminary
mechanism to identify important and influential stakeholders and
draws attention on how to involve them in the analytical and
planning process. It can be shaped as brief brainstorming
sessions with the borrower and/or the resident mission staff, as
appropriate.
◼ A detailed stakeholder analysis carried out during project
formulation supports design decisions and risk analysis.
◼ Continuing stakeholder analysis during project implementation
serves to confirm the involvement of each stakeholder, keep track
of changing circumstances and interests of stakeholders, and
plan stakeholder involvement in the evaluation process.
Tools for Stakeholder Analysis

◼ Stakeholder analysis matrix

◼ Organizational Landscapes
◼ Venn Diagrams
◼ Spider Diagrams
Matrix for Stakeholder Analysis

◼ Actors: A listing of all organizations, groups or

persons that are relevant in the context of the
project. This includes not only actors that actively
participate in the project, but also those which are
positively or negatively affected by it. The
attitudes of the latter may have a crucial influence
on the design and/or the success of a project.

◼ Relevance: A brief description of why and in

which manner the actors are important for the
project.

◼ Potential: An assessment of what is the potential

of the actors to contribute to solving the identified
problems, i.e. to the implementation of the project
and the achievement of objectives respectively.

◼ Resistance: A judgment about possible

resistance of the actors to the implementation of
the project. These may be factors that need to
taken seriously for designing a successful
project.
Organizational Landscapes
◼ Useful tool to visualize the actors to be considered in the
design of a project. Initially all the actors are located on a
'landscape' independent of their relevance for the project.
Good practice is to distinguish between the different
administrative levels (e.g. national, regional, district, local) as
well as the three basic sectors (government, private sector,
non-government). Alternatively, other categorization criteria
relevant for project design may apply, e.g. relevance of an
organization for achieving objectives (inner circle: high / outer
circles: low).
◼ It is advisable to first collect all the actors' names on cards and
then locate them on the landscape to allow for a discussion on
their correct position on the map. This discussion usually
reveals a lot of information which is important for designing the
project.
 Organizational Landscapes

Swiss Agency for Development and Cooperation, The Logical Framework-Annex 1

Institutional Setup
Vendors
Government Institutions Organizations

MMDA MMVA
Regional Level
MDAD
Hawkers Division MEU TFC QCVA

City Level

Vendor’s
VAs
Task Group
Barangay Level
Note:
Monitoring legal Monitoring Monitoring both Organizing and
street vendors (SV) illegal SV legal & illegal SV supporting SV

MMDA = Metro-manila Development Authority MMVA = Metro manila Vendors Alliance

MDAD = Market Development and Administration Department QCVA = Quezon city Vendors Alliance
MEU = Market Enforcement Unit VAs = Vendors Associations
TFC =Task Force Commonwealth 8
Review Present Regulatory Framework
NATIONAL LEVEL

Local Government
Code, 1991

Executive Order No. 452, S.

Republic Act 7924
1997 "Security of registered
(MMDA Charter)
vendors in workplace"
REGIONAL
LEVEL

MMDA Resolution No. 02-

28, Series of 2002

Ordinance No.SP-1074, S-2001

Ordinance No. SP-993, S-2000 (Prohibits SV in premises of
Street
in accordance with EO 452 pedestrian overpass)
Vending
CITY/LOCAL LEVEL

Ordinance No. SP-944, S-2000 Ordinance No. SP- 1724, S-2006

Quezon City Market Code (Prohibits SV in the frontage & vicinity
of Com/Resi. Establishment..)
Ordinance No. SP-1364, s -2003
"Vendors Registration and
Ordinance No. SP- 2068, S-
Security Ordinance" 2011(Prohibits occupying or
constructing in any portion of
Memorandum: ACMA-1309- the streets, alleys, sidewalks)
1720, Sep2013, Guidelines on
temporary vending site
development
Policy/laws supporting street Conflict
9
Policy/laws restricting street vending
vending
Venn Diagrams

◼ Illustrates the nature of the relationships

between key stakeholder groups.
◼ The size of the circle indicates the relative
power/influence of each group/organization.
◼ Spatial separation indicates the relative
strength or weakness of the interaction or
working relationship between different groups
Venn Diagram Method
◼ Make a list of all stakeholders.
◼ Rank stakeholders on a scale of one to five according to a common criteria,
such as ‘interest in the project outcomes’ or ‘interest in the subject’.
◼ Write the name of each stakeholder on the card circle that corresponds to
the importance of the stakeholder. The more important, the larger the circle.
◼ Take two of the largest circles, and place them to illustrate the level of
relationship between them. If no relationship, the circles will be separate. If
a slight relationship, one will overlap the other a small amount. If a high
relationship, they will almost cover each other. Working from the largest to
the smallest, keep adding each card circle in such a way that it illustrates
the relationships between it and the other stakeholders. Questions that the
map can be used to elicit answers being:
❑ Are there any surprises?

❑ Which stakeholders have the most influence?

❑ Which stakeholders do we have the most/least contact with?

❑ Which stakeholders might we have to make special efforts to ensure

engagement?
Spider Diagrams
◼ Spider diagrams can be used to help analyze and provide a visual
summary of institutional capacity. The collection of relevant information
can be undertaken using a variety of tools, including inspection of
administrative record and management reports, interviews with staff
and clients, and observation of operations/activities ‘on the ground’.

◼ An example of a spider diagram is shown in the figure below. This

indicates that
❑ the agency has relatively strong technical management
skills/capacity, and that its policy and planning systems are also
fairly robust, but
❑ the agency has some critical shortcomings in terms of
transparency and accountability, its relationship with its clients
and learning and evaluation mechanisms.
 Table for Stakeholder Analysis
Stakeholder Stakeholder’s Perception Resources Mandate
Interest of Problems

Swiss Agency for Development and Cooperation, The Logical Framework-Annex 1

Process in Stakeholder Analysis
Step 1: Confirm the initial development problems, possible target
area and/or sector, and the beneficiaries.
Step 2: Prepare a blank stakeholder table.
Step 3: List all the stakeholders on cards and sort them by
categories of stakeholders, e.g., population groups, public
sector organizations, civil society, private sector, donor
agencies.
Step 4: Discuss the interests of each group with reference to the
development problem—how and why they are involved.
Complete one card for each group reflecting their dominant
interests.
Process in Stakeholder Analysis
Step 5: Clarify how each group perceives the development
problems. Use one card per group and state the perceived
problem as clearly as possible. The phrase should be a
negative statement and not an implication of a solution, e.g.,
roads are poorly maintained (correct), no road maintenance
system (incorrect).
Step 6: State the resources a group puts forth in support or in
opposition to the development problems. Resources are
financial and nonfinancial. While formal organizations have
both financial and nonfinancial resources, population and civil
society groups have predominantly nonfinancial resources.
These can include labor, political influence, votes, strikes, and
public pressure.
Process in Stakeholder Analysis
Step 7: List the mandates or formal authority
that stakeholders have to carry out a
particular function. Generally, population
groups, such as low-income groups,
farmers, and women do not have
mandates.
Stakeholder Analysis-Points to Remember

◼ Stakeholder analysis may comprise a series of

focus-group meetings and workshops
◼ Define group categories narrowly or broadly,
depending on the situation
◼ Make sure to have all fundamental information of
the key stakeholders
◼ Perform detailed analysis of the key stakeholders
◼ Keep stakeholder analyses updated during project
implementation because this is a vital source of
information.
References

Australian Government. 2000. AusGUIDElines 1. The Logical Framework

Approach. Canberra.

Asian Development Bank. 2007, Guidelines for Preparing a Design and

Monitoring Framework, 2nd ed, 56 p.
Stakeholder Analysis

◼ Drug problem in the country

◼ Informal settlements problem in Metro Manila

1. Identify the stakeholders involved, their

relationships, and their level of
power/influence
2. Do a Venn Diagram depicting your
stakeholder analysis
3. Group presentation
Spider diagram time series