using stakeholder analysis to analyse decision making in the water sector n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Using stakeholder analysis to analyse decision making in the water sector PowerPoint Presentation
Download Presentation
Using stakeholder analysis to analyse decision making in the water sector

Loading in 2 Seconds...

play fullscreen
1 / 25

Using stakeholder analysis to analyse decision making in the water sector - PowerPoint PPT Presentation


  • 150 Views
  • Uploaded on

Using stakeholder analysis to analyse decision making in the water sector. An overview of methods and an illustration on a Philippine case. Leon Hermans. Presentation for Watertime Stakeholder Workshop. 11 April 2003, University of Greenwich, London.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

Using stakeholder analysis to analyse decision making in the water sector


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
using stakeholder analysis to analyse decision making in the water sector

Using stakeholder analysis to analyse decision making in the water sector

An overview of methods and an illustration on a Philippine case

Leon Hermans

Presentation for Watertime Stakeholder Workshop

11 April 2003, University of Greenwich, London

Faculty of Tecnology, Policy and Management - Policy Analysis Section

stakeholder analysis in the water sector
Stakeholder analysis in the water sector
  • Introduction to stakeholder analysis
  • How to do a stakeholder analysis?
    • Approaches and methods
    • Illustration of a (far away) case application
  • Relevant lessons for WaterTime
stakeholder analysis and decision making
Stakeholder analysis and decision making
  • Decision makers operate in a political arena
  • Arenas consist of different stakeholders
  • Stakeholders behave strategically
  • Analysing decision making therefore requires:
    • Understanding political arena
    • Understanding the role of stakeholders
what to analyse
What to analyse?
  • Political arena can be characterized as a network
    • Stakeholders, relations and rules
      • Institutions, culture
  • Stakeholders in networks: strategic behaviour
    • Objectives, resources, perceptions
      • Interests, influence, knowledge
  • Networks influence stakeholders; context for action
  • Stakeholders’ actions shape networks
  • Dynamic interrelated concepts
how to do a stakeholder analysis
How to do a stakeholder analysis?
  • Three general approaches:
    • Theoretical analysis approach
    • Pragmatic analysis approach
      • (most reported approach for “stakeholder analysis”)
    • In-between analysis approach: theory-based methods
theoretical analysis approach
Theoretical analysis approach
  • Theoretical approach
    • theory-driven: applying and extending existing theories for in-depth scientific case studies
  • Policy network theory, stream model, advocacy coalition framework, Actor Network Theory, etc.
  • Some strengths and weaknesses:
    • Framework and explanatory power of theory
    • Time consuming - operationalisation and observation of theoretical concepts
    • High demands on theoretical expertise
pragmatic analysis approach
Pragmatic analysis approach
  • Pragmatic approach
    • mapping key aspects in matrices or graphs to support strategic management
  • Classical stakeholder analysis, e.g. mapping interests and influence, cooperation and importance (ODA, USAID, World Bank)
  • Some strengths and weaknesses (“Quick and dirty”):
    • Can be done in relatively short period of time
    • Focus on key aspects
    • Relatively easy to apply and to learn
    • Limited theoretical basis: Analyst’s interpretation central
    • Limited transparency, more difficult to check validity
in between theory based methods
In between: Theory-based methods
  • Methods that are theory-based but that have been used before for stakeholder analysis
  • Theoretical base improves transparency
  • Operationalisation by method helps to guide analyst
  • You get analytical rigor, at the expense of broadness and room for “pragmatic freedom”
  • Choice of method defines focus
classifying methods and approaches
Classifying methods and approaches
  • Note that:
    • - objectives are not in a separate column
    • - methods and approaches may cover more than one column
overview of theory based methods
Overview of theory-based methods
  • Perceptions
    • Cognitive analysis (cognitive maps, soft systems)
    • Discourse analysis (public debate, arguments)
  • Resources (strategic behaviour)
    • Conflict analysis (game theory)
    • Transactional analysis (social theory)
  • Networks (relation between stakeholders)
    • Social Network Analysis (sociometry)

Three types of methods supplement each other

illustrative case water management in the philippines
Illustrative case: Water management in the Philippines
  • Water resources management in the Philippines
  • Explore the stakeholder environment of a starting research project aimed at supporting decision making
sketch of existing situation
Sketch of existing situation
  • Rapid industrial and commercial development in Metro Cebu area: “Ceboom”.
  • Increasing pressure on existing groundwater resources
  • Degradation of inland watersheds threatens soil quality and water recharge
  • Metro Cebu needs more water but cannot control watershed population or other areas on Cebu island
stakeholder analysis design
Stakeholder analysis design
  • Supporting a starting water management research project
  • Analysis design:
    • Questions to be answered by analysis
    • Time and people available for analysis
    • Available information and access to stakeholders
  • Using theory-based methods; the in-between approach
    • Argumentative analysis (discourse analysis)
    • Analysis of options (conflict analysis)
stakeholder analysis execution
Stakeholder analysis execution
  • Short preparatory literature study (1-2 weeks)
  • Interviews with selected stakeholders (4 weeks):
    • Representative sample (network and stakeholders)
    • “Friends” easier to access than others
    • Selected methods guide type of interviews needed
    • Common language, different culture; especially important for argumentative analysis
    • At least some interviews seem required for any stakeholder analysis to “get the feeling”
  • Analysis of data, workshop and reporting (3 weeks)
    • Methods provide structures for interpretation and presentation of results
main outcomes of philippine case
Main outcomes of Philippine case
  • Focal points in broad range of project issues
  • Additional expertise and elements to include in project
  • Ways to understand positions of stakeholders: three basic views on water management, linked with interests and options of actors
watertime relevant lessons and guidelines
Watertime relevant lessons and guidelines
  • Decision making can be analysed through different approaches for stakeholder analysis with varying levels of thoroughness and underlying theoretical basis
  • Each approach contains variety of methods
  • What is appropriate for Watertime?
    • Position on SA classification-matrix: what is the purpose of stakeholder analysis in research and how important is it as part of the work?
    • Are there methods that (some) project partners are familiar with? What is their focus?
watertime relevant lessons and guidelines continued
WaterTime relevant lessons and guidelines (continued)
  • If possible, theoretical approach or theory-based methods would have advantages for WaterTime:
    • They help to gain and communicate insights that go beyond the obvious
    • Underlying theory provides starting point for developing a decision making model
  • Important factors for stakeholder analysis:
    • Available input data (incomplete, inaccurate, dissimilar)
    • Validity of results (also due to quality input data)
    • Efficiency (efforts required and expected quality of results)
thank you for your attention
Thank you for your attention!

For questions or references to literature feel free to ask:

Leon Hermans

Faculty of Technology, Policy and Management

Delft University of Technology

P.O. Box 5015

2600 GA Delft

The Netherlands

Email: l.m.hermans@tbm.tudelft.nl

Tel: ++31-15-2785493

Fax: ++31-15-2786439