1 / 21

Rethinking the prince system and the importance of stakeholder analysis

This presentation explores the PRINCE system and the significance of stakeholder analysis in policy-making. It covers the role of institutions, power, alliances, and networks, and emphasizes the need for realistic assessments of policy saliency and congruence. Stakeholder mapping is highlighted as a tool to enhance success in policy implementation.

clarkgeorge
Download Presentation

Rethinking the prince system and the importance of stakeholder analysis

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. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 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, 2013

  2. Objectives • Introduction & brief bio • Student Policy Projects – Observations & Reflections • Using the PRINCE System • Thinking about what’s behind the Prince approach • Institutions & Stakeholders – political, bureaucratic, others • Role of Power, Influence, Interest, Priority • Alliances, Networks (+ & -) • Understanding the policy environment • Using Stakeholder Mapping to augment realistic assessments of policy saliency, congruence, and ameliorate the probability of success.

  3. Stakeholder Analysis Stakeholder: any individual, group, or organization who influences or is influenced by the organization Stake: stakeholder’s interest in organization, what they want from it Claim: stakeholder’s basis for pursuing their interest, their legal or moral rights to make demands Map: visual representation of stakeholder importance and influence relationships.

  4. Stakeholder Mapping Identify key stakeholders Examine stakeholder-organization-leader relationship Different mapping techniques provide different kinds of information. Arrangement – proximity matters Thickness (arrowhead) – who has influence Expand map as deemed necessary Context Matters

  5. Stakeholder Involvement • Organize stakeholders by: • Informing • Consulting • Involving • Collaborating • Empower • Understand differences in: • Power • Interest • Level of Ownership • Motivation • Preference

  6. 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 Planning

  7. Who Belongs on the Public Management Map? First—authorizers Second—resource controllers Third—competitors/cooperators Fourth—interest groups Fifth—stakeholders Sixth—capacity

  8. Scanning the Environment for Opportunities & Partnerships Where’s Your Organization’s Fit? • It Takes Three to Tango • Business & Donors • Government • Civil Society

  9. Analyzing the General Environment • Types of Trends • Demographic Economic • Political/legal Sociocultural • Technological Global trends • Ethical Environmental

  10. Environmental Considerations Economic Technological Political Legal DOMAIN Demographic Ethical Socio-Cultural Environmental

  11. Government-Business Relationships

  12. Government-Business Relationships

  13. Stakeholder Map What’s wrong with this map? Who’s Missing? Political Parties Citizens Financial Community Board Future Generations Governments Interest Groups Government Suppliers Donors Competitors Service Recipients Media International Secretariats Employees

  14. SWOT Analysis

  15. Interest-Power Grid • 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 Influence/ Power of stakeholders • Show Consideration • Make use of interest through involvement in low risk areas • Keep informed & consult on interest area • Potential supporter/ goodwill ambassador • Least Important • Inform via general communications, website, social media • Aim to move into right hand box Interests of stakeholders

  16. Stakeholder and Their Stake

  17. Implementation & Engagement

  18. Participation Matrix

  19. RACI Diagram

  20. Internal stakeholders Classification of Stakeholders For a Mental Health Agency External stakeholders -5 -4 -3 -2 -1 0 +1 +2 +3 +4 +5 Problematic Antagonistic Anti-mental health Power groups Oppose 648 staff 648 board Contractors Community At large DMH Clients Local gov’t Issue position Referring agents Clerical staff Support Staff Insurance company Board of directors First-level supervision Support Billing staff Management Low Priority Advocates 0 1 2 3 4 5 6 7 8 9 10 Most Least Importance Source: Nutt & Backoff

  21. THANK YOU! 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 21

More Related