The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Introduction PRINCIPLES AND STANDARDS FOR STAKEHOLDER ENGAGEMENT Materiality Completeness Responsiveness In the context of this manual, these three principles are understood to relate to the key questions that people (both inside and outside of the organisation) will ask you when considering your relationships and engagement with stakeholders: - Firstly “Is it genuine?” Are you just going through the motions of consultation for public relations purposes, or are you serious about getting a complete and balanced picture of your organisation’s material impacts? - Secondly “Is it fair and well informed?” Does the process of engagement allow all stakeholders to be considered or are signifi cantly impacted stakeholders ignored? Are internal and external processes in place that enable the organisation to gain a good understanding of its impacts and what its stakeholders think of it? - And fi nally “What diff erence does it make?” What are you going to do about the issues raised, how does this impact on other aspects of your performance, and how does it benefi t your business? Are you willing to make the changes that are required to integrate possibly new issues into your management processes and strategy? Also: In which way does this benefi t your business? Th e handbook will guide you through an approach to stakeholder engagement that stands fi rm when assessed against these questions. Whilst each of the three principles applies at each Stage, they have particular relevance at diff erent points in the overall process. Th e dark cells in the table below indicate which principle is most important in each Stage. At the beginning of each chapter there is also an interpretation of these principles as they apply to that Stage. THE RELEVANCE OF MATERIALITY, COMPLETENESS AND RESPONSIVENESS TO THE FIVE STAGES OF STAKEHOLDER ENGAGEMENT Stakeholder Engagement Stage Dominant Principle Stage Think Strategically Analyse and Plan Strengthen Capacities Engage with Stakeholders Act and Review
PROCESS SUMMARY STAGE 1 Aim Principles Think Strategically Look at all the stakeholders and issues that affect or are affected by your organisation (or policy decision/project/site business unit etc.) Work out who the stakeholders are. Identify and consider strategic engagement risks, opportunities and objectives. Identify your strategic objectives, the underlying issues and how important they seem to different stakeholder groups. Prioritise. To identify the strategic priorities for stakeholder engagement in your organisation. This Stage is crucial to ensuring the identifi cation of material issues and stakeholders: Have you identifi ed which issues and stakeholders appear to be most important for long-term success and sustainability? Key Steps Tools and Resources Methodology & Template STAGE 2 Aim Principles Analyse and Plan Increase your understanding of the potentially material issues and stakeholders identifi ed as strategic priorities in Stage 1. Review how these issues are currently managed within your organisation. Draw on learning from other organisations and networks about how best to respond to these issues. Review the current state of your relationships with these stakeholders. Build up a profi le of your stakeholders - their expectations, infl uence, characteristics and preferred approaches to engagement. Consider what the organisation is and is not able to do in relation to these issues and expectations. Develop a strategic engagement plan which lays out which groups of stakeholders you need to engage with, at what level and what you hope to achieve. Stakeholder map (p25) Changing drivers of engagement (p29) Benefi ts of engagement (p9, p30) 5-part materiality test (p35) 4 stages of issue maturity (p41) Stakeholder infl uence and dependency matrix (p43) To build up a basis of knowledge about the organisation and its stakeholders in order to prioritise further and develop a plan for engagement. M1 - T1(p25) M2 - T2(p34) M3 - T3(p38) M4 - T4(p46) This Stage is crucial to developing your understanding of the materiality of issues and stakeholders and to allow for completeness in addressing them: Do you understand the issues and stakeholders enough to design an enagement process that really adresses stakeholder expectations and robust? Key Steps Tools and Resources Methodology & Template Organisational learning stages (p52) Issue / Response Matrix (p53) Links into Learning Networks (p59) Further Resources (Annex) Levels of Engagement (p60) Stakeholder Profi le - Key Issues (p66) M5 - T5(p55) M6 M7 M8 - T8(p69) M9 - T9(p74) M10 - T10 (p76) THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 17
Page 1: VOLUME 2
Page 4 and 5: Forewords Foreword by AccountAbilit
Page 6 and 7: Contents WELCOME STAGE 1 STAGE 2 ST
Page 8 and 9: Introduction OPENING NOTE Backgroun
Page 10 and 11: Introduction WHY ENGAGE? Th e past
Page 12 and 13: Introduction WHAT IS IN THIS HANDBO
Page 14 and 15: Forwards Introduction HOW TO USE TH
Page 16 and 17: Introduction PRINCIPLES AND STANDAR
Page 20 and 21: Introduction PROCESS SUMMARY STAGE
Page 22 and 23: Introduction BEFORE YOU START Befor
Page 24 and 25: Think Strategically STAGE 1 PURPOSE
Page 26 and 27: STAGE 1 Th e process outlined in th
Page 28 and 29: STAGE 1 SUGGESTED METHODOLOGY M1: M
Page 30 and 31: Camelot's Eight Stakeholder Groups
Page 32 and 33: New obligations Public Scrutiny New
Page 34 and 35: Awareness and Preparedness for Emer
Page 36 and 37: STAGE 1 • Identify Strategic Enga
Page 38 and 39: P3: IDENTIFYING ISSUES A B C D E ST
Page 40 and 41: ‘What we know’ ‘What they tel
Page 42 and 43: STAGE 1 THINGS TO CONSIDER This is
Page 44 and 45: Latent Emerging The Four Stages of
Page 46 and 47: Stakeholder dependence on the organ
Page 48 and 49: High impact stakeholder groups are
Page 50 and 51: KEY PRIORITIES Sales, players and w
Page 52 and 53: STAGE 2 Take time to analyse and pl
Page 54 and 55: Analyse and Plan PRINCIPLES Th e ke
Page 56 and 57: Analyse and Plan P5: REVIEWING YOUR
Page 58 and 59: Analyse and Plan P5: REVIEWING YOUR
Page 60 and 61: Analyse and Plan P6: LEARNING FROM
Page 62 and 63: Analyse and Plan P6: LEARNING FROM
Page 64 and 65: Analyse and Plan P7: ASSESSING YOUR
Page 66 and 67: Analyse and Plan P7: ASSESSING YOUR
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Analyse and Plan P7: ASSESSING YOUR
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Analyse and Plan P8: UNDERSTANDING
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Analyse and Plan P9: CHECKING FOR R
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Analyse and Plan P9: CHECKING FOR R
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Analyse and Plan P10: CREATING AN I
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STAGE 3 Maintain and strengthen the
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Strengthen Capacities for Engagemen
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Engage with your stakeholders in wa
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How this Stage relates to the other
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Level Remain Passive Monitor Inform
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STAGE 4 • Use the table, as well
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Telephone Hotlines (continued) One-
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STAGE 4 Involving Stakeholders in I
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Stakeholder Advisory or Assurance P
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12 Offi ce of Consumer Affairs “V
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Name Common Facilitation Techniques
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STAGE 4 Outcomes and process planni
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British American Tobacco Uses Indep
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STAGE 4 Article 13's Method of Asse
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STAGE 4 REVIEW STAGE 4 By the end o
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Take action and review the engageme
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P16: CREATING A PLAN FOR ACTION STA
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Strategic Objective STAGE 5 THINGS
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Camelot's Performance Reporting STA
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BAT's Reporting on Stakeholder Dial
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STAGE 5 SUGGESTED METHODOLOGY M17:
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Thinking about Assurance (continued
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Engagement Process SUMMARY TEMPLATE
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ANNEX
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Annex JARGON BUSTER JARGON BUSTER 1
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Annex FURTHER RESOURCES & BIBLIOGRA
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Annex Interact Network: Framework f
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Annex FURTHER ACKNOWLEDGEMENTS In a
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Annex ACCOUNTABILITY AccountAbility
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Annex STAKEHOLDER RESEARCH ASSOCIAT
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