The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Analyse and Plan P6: LEARNING FROM OTHERS AND IDENTIFYING POTENTIAL PARTNERS SUGGESTED METHODOLOGY M6: LEARNING FROM OTHERS Th e purpose of this activity is to identify the most relevant sources of learning as well as some potential partners for engagement. Identify peers, partnerships, networks, tools and standards relevant to the prioritised issues or stakeholder groups. Use the table above to guide you in your search. Questions to ask while considering this information • What have other organisations done in order to engage with similar stakeholders or to address similar issues? • Which mistakes can we learn from, which practice has proven to be successful? • Which standards and frameworks off er relevant guidance? • How have others turned challenges into opportunities? • Are these initiatives credible from the perspective of my important stakeholder groups? Consider likely areas for engagement with peers, for example in the form of formal or informal networks, by signing up to shared codes of conduct or principles (e.g. the UN Global Compact), or by joining or forming partnership initiatives to address an issue. Create an electronic or hardcopy fi le where you collect relevant case-studies, documents, portraits of organisations, initiatives and standards for future reference. Reference the most interesting ones in Summary Template 9 (p74). THINGS TO CONSIDER When looking for learning from others, you can also make use of the information you have already collected for the materiality test in Stage 1 (p36). You may also reconsider the results of that materiality test in light of any new information that you may fi nd.
P7: ASSESSING YOUR CURRENT ENGAGEMENTS AND DRAFTING STAKEHOLDER SPECIFIC OBJECTIVES STAGE 2 BACKGROUND In addition to fi nding out about your internal organisational ability to address an issue, and to learning from what others are doing, it is of course essential to fi nd out how you are currently engaging with your stakeholders on your material issues. In essence you want to consider the following questions: • How are you currently engaging on your prioritised issues? • How do you need to improve your engagement and what kind of results are you seeking? Your approach to stakeholder engagement can be characterised at a number of levels from passive/no engagement to empowering stakeholders to take decisions. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 59
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VOLUME 2
Page 4 and 5:
Forewords Foreword by AccountAbilit
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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 58 and 59: Analyse and Plan P5: REVIEWING YOUR
Page 60 and 61: 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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