Stakeholder Engagement Guidelines

1. Stakeholder Engagement Guidelines August 2009

2. Context • This document has been developed to provide guidance around the area of stakeholder engagement and communication. It is intended to serve as a single reference point for all stakeholder engagement activities and will: • Provide guidance for identifying and engaging with stakeholders; • Ensure that stakeholder engagement activities are integrated and undertaken in a co-ordinated manner; and • Improve the effectiveness of engagement efforts undertaken.

3. Stakeholder engagement process Conduct Stakeholder Assessment Identify Stakeholders Establish Stakeholder Engagement Plans Engage Stakeholders (ongoing) • Conduct high-level stakeholder assessment • Develop stakeholder map for key stakeholders based on the assessment • Confirm stakeholder group roles and responsibilities • Identify stakeholder groups • Identify individual stakeholders for select stakeholder groups • Validate and prioritize stakeholder groups and individuals for engagement • Create initial stakeholder list • Define initial stakeholder communications • Define engagement activities by stakeholder group • Develop detailed engagement plans and timeline • Launch initial stakeholder engagement communications • Develop detailed communication plan to support ongoing engagement activities • Execute stakeholder engagement plan • Conduct regular “pulse checks” to monitor progress and ensure each stakeholder group is on track Key Activities Key Deliverables/ Outcomes • Stakeholder communication plan • Stakeholder engagement plan • Stakeholder communications • Stakeholder list • Stakeholder map • Updated stakeholder list • Updated communication plan • Stakeholder communication • Stakeholder engagement activities • Feedback mechanisms identified and launched Cross-workstream Coordination

4. Stakeholder assessment approach Assessment Approach Expected Outcomes • Identify key stakeholder groups for the workstream • Conduct high-level stakeholder assessment via briefing sessions to understand expectations and potential change issues and risks • An indication of stakeholder understanding and support of the program, who needs more information/ time/ involvement, and what level of effort is required to get and keep stakeholders engaged • A quantitative “baseline” assessment of leadership alignment • Information that will be used to plan and co-ordinate the deployment actions and approach, including change leadership, learning and communications • Identification of potential risks and issues from the stakeholders’ perspective • Development of action plans designed to engage key stakeholders

5. Developing the engagement plan • Define the required level of stakeholder involvement and associated scope of activities • Set expectations about when and how stakeholder groups will be engaged throughout the program (or project) lifecycle • Proactively manage activities to sustain stakeholders’ level of engagement • Build buy-in and commitment, and address any potential road blocks across the program lifecycle Engagement Plan Purpose Example Engagement Activities Example stakeholder engagement activities include, but are not limited to: • Distribution of regular (scheduled) program newsletters/ bulletins • Stakeholder briefings • Communication of project milestone data through regular email/ voicemail communication • FAQ documents posted and updated on intranet sites • Practitioner participation in testing, pilots, etc. • Periodic “pulse checks” to measure degree of buy-in, engagement, etc.

6. How the comms team can help At each stage in the process the stakeholder engagement and communications team will be able to provide you input and guidance as follows:

7. Example stakeholder list

8. Example stakeholder map StakeholderMatrix Groups that should drive the buy-in and commitment of other stakeholders Focus particular attention on this group High Address Concerns Design ways to involve those individuals who are against the change or have the most to lose by it Enlist Help & Support These individuals are the program’s allies. Their help should be enlisted in the change process, perhaps to get the “low support” individuals on board Medium Keep Informed These individuals need to be kept abreast of the change, but are not seeking further involvement in change planning Involve as Needed These individuals should be called upon as needed Impact of project on Stakeholder Low Low Medium High Critical to Success of Project A stakeholdermap is used to map stakeholders according to: - Criticality to Success: Level of influence on the success of the program - Impact: Level of impact experienced in their day-to-day activities in relation to the program