The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Analyse and Plan P5: REVIEWING YOUR PROGRESS Explanation to Template T5 SUGGESTED METHODOLOGY M5: ASSESSING YOUR CURRENT ORGANISATIONAL RESPONSE Th e purpose of this activity is to establish a clearer picture of the degree and mechanisms that the business currently has in place to address specifi c issues. It involves an assessment of current processes of management and stakeholder engagement in relation to the issue, and helps you to identify areas for improvement. • Using the Template 5 (below) as guidance, investigate what level of development your organisation has reached in relation to each of your prioritised issues, and note any particular areas where organisational response enablers are weak in relation to a particular issue. The Template guides you in doing this and helps to capture the results of this assessment. • Chart issues on Issue/Response matrix (above) to highlight those areas where you fall into the red risk zone or green opportunity zone. • Identify target levels of development for specifi c aspects of your approach to prioritised issues or stakeholder map. • Finally, consider the fi nancial resources that may be required for engagement, as well as for the possible outcomes of engagement. Are key budget holders committed to supporting this process? Is it clear to which degree fi nancial resources will be made available? THINGS TO CONSIDER • This process should draw on sources of expertise throughout the company, including aspects of stakeholder management processes already documented in policies and guidelines as well as through interviews, workshops or meetings with key individuals within the company. • The “current engagement activities” row should ideally be considered in conjunction with the analysis of current engagement undertaken described on p63. The different rows of this table help you to assess whether your business’ current management systems / policies and processes are adequate for the maturity of the issue in question. If all of your responses are 1, your organisation is in a good position to respond to the issue in a strategic manner. If your answers are all 2, then your business response can be considered as embedded. If all answers are equal to 3, then the current processes are developing. Answers of 4 indicate an exploratory approach. Finally if the majority of responses are 5, this indicates that your company is not addressing the issue. Consider your organisational response in light of the maturity of the issue – are you a leader or a laggard in relation to this issue? How does this relate to your strategic objectives and assessment of risks and opportunities in this area? Highlight areas for improvement in the fi nal row.
SUMMARY TEMPLATE T5: ASSESSMENT OF ORGANISATIONAL ABILITY TO RESPOND TO AN ISSUE* Prioritised Issue: Social maturity of the issue: Latent Enabler Governance and management commitment to issue Policy regarding the issue Current engagement activities regarding the issue Performance indicators/ measurements regarding the issue Internal responsibility and competency to address the issue Review and learning processes in regards to the issue Possible levels of action 1. Formal commitments in place with responsibility at board level. 2. Formal commitments with responsibility at senior management level 3. Formal statement or policies made but no formal responsibility at senior levels. 4. Action to address issue driven by individual commitment and awareness. 5. No awareness/action. Give details: __________________________________________________________ 1. Formal policy with objectives that are linked to business strategy. 2. Formal policy with objectives that are not linked to business strategy. 3. Draft or holding policy but no objectives. 4. Early discussions about policy. 5. No policy. Give details: __________________________________________________________ 1. Formalised and integrated into management and governance processes with robust documentation and reporting systems. 2. Systematised engagement approach with documentation and some linkage into decision making processes. 3. Established engagement processes for some relevant stakeholders/ issues. 4. Sporadic engagement processes, limited internal controls. 5. No engagement. Give details: __________________________________________________________ 1. Strategic objectives and SMART Key Performance Indicators (KPIs) set in order to meet management and stakeholders’ information needs. Internal and external reporting and assurance mechanisms in place. 2. KPIs that respond only to internal management needs, internal reporting with little or no assurance. 3. KPIs that only partially meet stakeholder information needs. 4. Early discussions relating to development of KPIs and monitoring. 5. No objectives set, no Key Performance Indicators. Give details: __________________________________________________________ STAGE 2 Emerging Consolidated Institutionalised 1. Issue related targets form part of the performance reviews of individuals, and are considered when deciding on potential performance rewards. 2. Required competencies are addressed in recruitment and training, and considered in the rewarding of performance. 3. Responsibilities assigned but no formal mechanisms to reward, recruit or train to ensure required competency. 4. Early discussions relating to assignment of responsibilities and understanding of necessary competencies. 5. No internal responsibility considered for this issue/ stakeholder Give details: __________________________________________________________ 1. Continuous review and learning to innovate and adapt organisational policy and processes, with learning from engagements feeding into the organisation’s strategic decision making. 2. Review and learning processes generate limited changes relating to specifi c issues and departmental functions. Organisational change management is starting to establish links with stakeholder analysis. 3. Ad hoc review and learning processes leading to incremental changes. 4. Review and learning processes driven and limited to individuals. 5. No stakeholder engagement happening on this issue. Give details: __________________________________________________________ Overall adequacy of your ability to respond / areas which require improvement: Which improvements are required in the 6 areas (rows) given above? (Example 1: re Performance measurements and indicators: “KPIs that provide internal guidance to managing the issue need to be developed.”) (Example 2: re Review and learning processes: “Need to establish continuous review and learning processes so that we can adapt organisational policies and processes in response to stakeholder expectations and organisational needs.”) *electronic version downloadable at www.accountability.org.uk THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 55
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 18 and 19: 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 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 70 and 71: Analyse and Plan P8: UNDERSTANDING
Page 76 and 77: Analyse and Plan P9: CHECKING FOR R
Page 78 and 79: Analyse and Plan P9: CHECKING FOR R
Page 80 and 81: Analyse and Plan P10: CREATING AN I
Page 83 and 84: STAGE 3 Maintain and strengthen the
Page 85 and 86: Strengthen Capacities for Engagemen
Page 99 and 100: Engage with your stakeholders in wa
Page 101 and 102: How this Stage relates to the other
Page 103 and 104: Level Remain Passive Monitor Inform
Page 105 and 106: STAGE 4 • Use the table, as well
Page 107 and 108: Telephone Hotlines (continued) One-
Page 109 and 110:
STAGE 4 Involving Stakeholders in I
Page 111 and 112:
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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The Stakeholder Engagement Manual Volume 2 - AccountAbility

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