• Stakeholder https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model Multistakeholder Governance Model 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model involves the full involvement of all stakeholders, consensus-based decisionmaking and operating in an open, transparent and accountable manner." A stakeholder refers to an individual, group, or organization that has a direct or indirect interest or stake in a particular organization, these may be businesses, civil society, governments, research institutions, and nongovernment organizations. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model 1 Multistakeholder processes could and should enhance democracy by increasing opportunities for effective participation by those most directly impacted by decisions and particularly those at the grassroots who so often are voiceless in these processes https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model 1 The multistakeholder model is used in Internet governance by entities such as the ICANN and IETF and has been the foundation of local governance entities such as New York City's Community Boards. https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model 1 Norbert Bellow, co-coordinator on the Civil Society Internet Governance Forum distinguishes between "representative" multistakeholderism, using as examples the United Nation's MAG and ECWG and "open" multistakeholderism, as represented by the IETF and RIRs. https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model 1 In representative multistakeholderism, the selection processes are critically important https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model 1 In open multistakeholderism, the risk does not occur that viewpoints may get excluded because those who have power over the selection processes might want to suppress them, or might be unduly influenced e.g https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model 1 Multistakeholderism is a coup d’etat against democracy by those who would merely be lobbyists in a democratic system." https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model Further reading Introduction To The ICANN MultiStakeholder Model http://toronto45.icann.org/meetings/tor onto2012/presentation-multistakeholder-model-14oct12-en.pdf 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model Further reading 1 http://www.igfwatch.org/discussionboard/a-civil-society-agenda-forinternet-governance-in-2013-internetfreedom-in-a-world-of-states-part-3 https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Governance Model Further reading 1 Multistakeholderism vs. Democracy: My Adventures in “Stakeholderland” by Michael Gurstein https://store.theartofservice.com/the-stakeholder-toolkit.html Corporate governance Stakeholder interests 1 All parties to corporate governance have an interest, whether direct or indirect, in the financial performance of the corporation https://store.theartofservice.com/the-stakeholder-toolkit.html Corporate governance Stakeholder interests 1 When this becomes an endemic system feature, the loss of confidence and participation in markets may affect many other stakeholders, and increases the likelihood of political action https://store.theartofservice.com/the-stakeholder-toolkit.html Global governance Stakeholders' views 1 It is too soon to give a general account of the view of world-governance stakeholders, although interest in world governance is on the rise on the regional level, and we will certainly see different types of stakeholders and social sectors working to varying degrees at the international level and taking a stand on the issue in the years to come. https://store.theartofservice.com/the-stakeholder-toolkit.html Global governance Non-state stakeholders The freedom of thought enjoyed by non-state stakeholders enables them to formulate truly alternative ideas on world-governance issues, but they have taken little or no advantage of this opportunity. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Global governance Non-state stakeholders 1 Pierre Calame believes that "[n]on-state actors have always played an essential role in global regulation, but their role will grow considerably in this, the beginning of the twenty-first Century https://store.theartofservice.com/the-stakeholder-toolkit.html Global governance Non-state stakeholders One alternative idea encapsulated by many not-for-profit organisations relates to ideas in the 'Human Potential Movement' and might be summarised as a mission statement along these lines: 'To create an accepted framework for all humankind, that is self-regulating and which enables every person to achieve their fullest potential in harmony with the world and its place in existence.' 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Global governance Non-state stakeholders 1 The use of the word 'humankind' is instead of 'mankind'. There are many examples of the use of the word 'humankind' and possibly therefore of this choice e.g. in the opening narration of the TV series Wonders of the Universe by Professor Brian Cox (physicist). https://store.theartofservice.com/the-stakeholder-toolkit.html Global governance Non-state stakeholders 'Self-regulation' is meant to invoke the concept of regulation which includes rulemaking such as laws, and related ideas e.g. legal doctrine as well as other frameworks. However its scope is wider than this and intended to encompass cybernetics which allows for the study of regulation in as many varied contexts as possible from the regulation of gene expression to the Press Complaints Commission for example. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Agency cost Other stakeholders Other stakeholders such as the government, suppliers and customers all have their specific interests to look after and that might incur additional costs. Agency costs in the government may include the likes of government wasting taxpayers money to suit their own interest, which may conflict with the general tax-paying public who may want it used elsewhere on things such as health care and education. The literature however mainly focuses on the above categories of agency costs. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group Project contingencies are at risk of being allocated to additional scope for the stakeholder allocated project ownership. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group The only proven mechanism for ensuring projects meet customer and stakeholder needs, while optimising value for money, is to allocate Project ownership to specialist party, that otherwise would not be a stakeholder to the project. This is principle No. 2 of project governance. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group Often, organisations establish a Governance of Projects Committee, which identifies the existence of projects and appoints project owners as early as possible in a project's life, establishes Project Councils which form the basis of customer and stakeholder engagement, establishes the key result areas for a project consistent with the organisations values, and, oversees the performance of projects 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 2: Project ownership independent of Asset ownership, Service ownership or other stakeholder group 1 Projects have many stakeholders and an effective project governance framework must address their needs. The next principle deals with the manner in which this should occur. https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities The decision making effectiveness of a committee can be thought of as being inversely proportional to its size. Not only can large committees fail to make timely decisions, those it does make are often ill considered because of the particular group dynamics at play. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities 1 Hence, to all intents and purposes, large project committees are constituted more as a stakeholder management forum than a project decision making forum https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities 1 There is no question that both activities, project decision making and stakeholder management, are essential to the success of the project. The issue is that they are two separate activities and need to be treated as such. This is the third principle of effective project governance. If this separation can be achieved, it will avoid clogging the decision making forum with numerous stakeholders by constraining its membership to only those select stakeholders absolutely central to its success. https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Principle 3: Ensure separation of stakeholder management and project decision making activities 1 This ensures that stakeholders have the project owner (or SRO) to champion their issues and concerns within the Project Board. https://store.theartofservice.com/the-stakeholder-toolkit.html Project governance Project stakeholders 1 For other project stakeholders, the project sponsor engages stakeholders, governs stakeholder communications, directs client relationship, directs governance of users, directs governance of suppliers and arbitrates between stakeholders. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) 1 It defined stakeholders as "those groups without whose support the organization would cease to exist." The theory was later developed and championed by R https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) 1 The term has been broadened to include anyone who has an interest in a matter. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders Government taxation, VAT, legislation, employment, truthful reporting, diversity, legalities, externalities. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders 1 Employees rates of pay, job security, compensation, respect, truthful communication. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders 1 Customers value, quality, customer care, ethical products. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders 1 Suppliers providers of products and services used in the end product for the customer, equitable business opportunities. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders 1 Creditors credit score, new contracts, liquidity. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders 1 Community jobs, involvement, environmental protection, shares, truthful communication. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders Trade Unions quality, worker protection, jobs. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Examples of a company's stakeholders Owner(s) profitability, longevity, market share, market standing, succession planning, raising capital, growth, social goals. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Types of stakeholders 1 Any action taken by any organization or any group might affect those people who are linked with them in the private sector. For examples these are parents, children, customers, owners, employees, associates, partners, contractors, and suppliers, people that are related or located nearby. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Types of stakeholders 1 Primary Stakeholders - usually internal stakeholders, are those that engage in economic transactions with the business. (For example stockholders, customers, suppliers, creditors, and employees) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Types of stakeholders Secondary Stakeholders - usually external stakeholders, are those who although they do not engage in direct economic exchange with the business - are affected by or can affect its actions. (For example the general public, communities, activist groups, business support groups, and the media) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 A broader mapping of a company's stakeholders may also include: https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 Government regulatory agencies https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 Industry trade groups https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 National communities https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 Public at Large (Global Community) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 Future generations https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Company stakeholder mapping 1 Alumni (Ex-employees) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In management 1 In this context, "stakeholder" includes not only the directors or trustees on its governing board (who are stakeholders in the traditional sense of the word) but also all persons who "paid in" the figurative stake and the persons to whom it may be "paid out" (in the sense of a "payoff" in game theory, meaning the outcome of the transaction). https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In management 1 For example, in the case of a professional landlord undertaking the refurbishment of some rented housing that is occupied while the work is being carried out, key stakeholders would be the residents, neighbors (for whom the work is a nuisance), and the tenancy management team and housing maintenance team employed by the landlord. Other stakeholders would be funders and the https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In management 1 The holders of each separate kind of interest in the entity's affairs are called a constituency, so there may be a constituency of stockholders, a constituency of adjoining property owners, a constituency of banks the entity owes money to, and so on. In that usage, "constituent" is a synonym for "stakeholder." https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In corporate responsibility 1 In the field of corporate governance and corporate responsibility, a major debate is ongoing about whether the firm or company should be managed for stakeholders, stockholders (shareholders), or customers. Proponents in favour of stakeholders may base their arguments on the following four key assertions: https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In corporate responsibility For example, according to this thinking, programs that satisfy both employees' needs and stockholders' wants are doubly valuable because they address two legitimate sets of stakeholders at the same time 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In corporate responsibility 2) Supporters also take issue with the preeminent role given to stockholders by many business thinkers, especially in the past. The argument is that debt holders, employees, and suppliers also make contributions and take risks in creating a successful firm. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In corporate responsibility 1 3) These normative arguments would matter little if stockholders (shareholders) had complete control in guiding the firm. However, many believe that due to certain kinds of board of directors structures, top managers like CEOs are mostly in control of the firm. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - In corporate responsibility While the stakeholder view has an increased cost, many firms have decided that the concept improves their image, increases sales, reduces the risks of liability for corporate negligence, and makes them less likely to be targeted by pressure groups, campaigning groups and NGOs. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (corporate) - Stakeholder Theory 1 Corporate social responsibility should imply a corporate stakeholder responsibility. https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder identification 1 See Stakeholder analysis for a discussion of business uses. Stakeholders (SH) are people or organizations (legal entities such as companies, standards bodies) that have a valid interest in the system. They may be affected by it either directly or indirectly. A major new emphasis in the 1990s was a focus on the identification of stakeholders. It is increasingly recognized that stakeholders are not limited to the https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder identification anyone who benefits from the system (functional, political, financial and social beneficiaries) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder identification anyone involved in purchasing or procuring the system. In a mass-market product organization, product management, marketing and sometimes sales act as surrogate consumers (mass-market customers) to guide development of the product 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder identification 1 organizations which regulate aspects of the system (financial, safety, and other regulators) https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder identification 1 people or organizations opposed to the system (negative stakeholders; see also Misuse case) https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder identification 1 organizations responsible for systems which interface with the system under design https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder interviews 1 Consequently this technique can serve as a means of obtaining the highly focused knowledge that is often not elicited in Joint Requirements Development sessions, where the stakeholder's attention is compelled to assume a more crossfunctional context, and the desire to avoid controversy may limit the stakeholders willingness to contribute https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 Steve McConnell, in his book Rapid Development, details a number of ways users can inhibit requirements gathering: https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 Users do not understand what they want or users don't have a clear idea of their requirements https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 Users will not commit to a set of written requirements https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 Users insist on new requirements after the cost and schedule have been fixed https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 Communication with users is slow https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues Users often do not participate in reviews or are incapable of doing so 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 Users are technically unsophisticated https://store.theartofservice.com/the-stakeholder-toolkit.html Requirements analysis - Stakeholder issues 1 This may lead to the situation where user requirements keep changing even when system or product development has been started. https://store.theartofservice.com/the-stakeholder-toolkit.html Open access - Stakeholders and concerned communities 1 The intended audience of research articles is usually other researchers https://store.theartofservice.com/the-stakeholder-toolkit.html Open access - Stakeholders and concerned communities 1 Open access extends the reach of research beyond its immediate academic circle https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management 1 'Stakeholder management' supports an organization's strategic objectives by interpreting and influencing both the external and internal environments and by creating positive relationships with Stakeholder (corporate)|stakeholders through the appropriate management of their expectations and agreed objectives. Stakeholder management is a process https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management Stakeholder management within businesses, organizations, or projects prepares a strategy utilising information (or intelligence) gathered during the following common processes: 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management * Stakeholder identification Catalogues interested parties either internal or external to the organisation or project. A stakeholder map is helpful for identifying the stakeholders.[http://www.pmhut.com /stakeholder-management-overview Stakeholder Management Overview], Rob Llewellyn, May 2009 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management 1 * Stakeholder analysis - Recognises and acknowledges the needs, concerns, wants, authority, common relationships, and interfaces to stakeholders and aligns this information within the stakeholder matrix. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management * Stakeholder matrix - Positions stakeholders according to the level of influence, impact, or enhancement they may provide to the business or its projects. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management 1 * Stakeholder engagement - Different from stakeholder management in that engagement does not seek to develop the project/business requirements, delineate problems, create solutions, or establish roles and responsibilities. It is primarily focused at getting to know and understand each other at the executive level. Engagement is the opportunity to discuss and agree on https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management * Communicating information Expectations are established and agreed to for the manner in which communications are managed between stakeholders - who receives communications, when, how, and to what level of detail. Protocols may be established, including security and confidentiality classifications. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management 'Stakeholder agreements' is a collection of agreed decisions between stakeholders. This may be the lexicon of an organisation or project, the values of an initiative, the objectives or model of the organisation, etc. These should be signed by key stakeholder representatives. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder management 1 Contemporary or modern business and project practice favours transparent, honest, and open stakeholder management processes. https://store.theartofservice.com/the-stakeholder-toolkit.html Consensus decision-making - BLM Collaborative Stakeholder Engagement The United States Bureau of Land Management|Bureau of Land Management's policy is to seek to use collaborative stakeholder engagement as standard operating practice for natural resources projects, plans, and decision-making except under unusual conditions such as when constrained by law, regulation, or other mandates or when conventional processes are important for establishing new, or reaffirming existing, precedent. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 (2009) ‘Who’s in and why? A typology of stakeholder analysis methods for natural resource management,’ Journal of Environmental Management, vol https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 There is no definitive definition of a stakeholder as illustrated in the table below. Especially in natural resource management as it is difficult to determine who has a stake and this will differ according to each potential stakeholder.Billgrena, C., Holme, H. (2008) ‘Approaching reality: Comparing stakeholder analysis and cultural theory in the context of natural resource management,’ Land Use Policy, vol. 25, pp. 550–562 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis Therefore it is dependent upon the circumstances of the stakeholders involved with natural resource as to which definition and subsequent theory is utilised. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 Billgrena and Holme identified the aims of stakeholder analysis in natural resource management: https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 *Identify and categorise the stakeholders that may have influence https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis *Develop an understanding of why changes occur 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 This gives transparency and clarity to policy making allowing stakeholders to recognise conflicts of interest and facilitate resolutions.Grimble, R. (1998) ‘Stakeholder methodologies in natural resource management, Socioeconomic Methodologies,’ Chatham: Natural Resources Institute, pp. 1-12 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 853-886 however Grimble created a framework of stages for a Stakeholder Analysis in natural resource management https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 # Place issues in a systems context https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 Grimble and Wellard established that Stakeholder analysis in natural resource management is most relevant where issued can be characterised as; https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis * Cross-cutting systems and stakeholder interests 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Multiple uses and users of the resource. https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Subtractability and temporal trade-offs https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Unclear or open-access property rights https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Untraded products and services https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Poverty and underrepresentation https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 In the case of the Bwindi Impenetrable National Park, a comprehensive stakeholder analysis would have been relevant and the Batwa people would have potentially been acknowledged as stakeholders preventing the loss of people’s livelihoods and loss of life. https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis Nepal, Indonesia and Koreas' community forestry#5Best Practices|community forestry are successful examples of how stakeholder analysis can be incorporated into the management of natural resources. This allowed the stakeholders to identify their needs and level of involvement with the forests. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis * Natural resource management stakeholder analysis tends to include too many stakeholders which can create problems in of its self as suggested by Clarkson. ‘‘Stakeholder theory should not be used to weave a basket big enough to hold the world’s misery.’’Clarkson, M.B.E. (1994) A risk based model of stakeholder theory. Toronto: Working Paper, 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis * Starik Starik, M. (1995) ‘Should trees have managerial standing? Toward stakeholder status for nonhuman nature,’ Journal of Business Ethics, vol. 14, pp. 207–217 proposed that nature needs to be represented as stakeholder. However this has been rejected by many scholars as it would be difficult to find appropriate representation and this representation could also be disputed by other stakeholders causing further issues. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Stakeholder analysis can be used exploited and abused in order to marginalise other stakeholders. https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis 1 * Identifying the relevant stakeholders for participatory processes is complex as certain stakeholder groups may have been excluded from previous decisions.Prell, C., et al. (2007) Stakeholder Analysis and Social Network Analysis in Natural Resource Management. Leeds: Sustainability Research Institute, University of Leeds, pp. 1-21 https://store.theartofservice.com/the-stakeholder-toolkit.html Natural resource management - Stakeholder analysis * On-going conflicts and lack of trust between stakeholders can prevent compromise and resolutions. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Sustainable tourism - Stakeholders 1 Stakeholder collaboration and heritage management https://store.theartofservice.com/the-stakeholder-toolkit.html National Broadband Network - Responses by stakeholders Since its announcement, the NBN has received both criticism and praise from politicians, telecommunication companies, businesses and the public. The Coalition (Australia)|Coalition initially described the NBN as a dangerous delusion and a white elephant on a massive scale; instead advocating a policy focused on filling gaps in the current copper networks where commercial solutions were not always viable. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html National Broadband Network - Responses by stakeholders National Party of Australia|Nationals senator Barnaby Joyce said the NBN mirrors a proposal released by their think tank, saying it delivers a strategic infrastructure outcome and it is vitally important that the [NBN] gets to the corners of our country where the market has failed 1 https://store.theartofservice.com/the-stakeholder-toolkit.html National Broadband Network - Responses by stakeholders Telecommunication companies Optus, iiNet, Internode (ISP)|Internode, and Vodafone Hutchison Australia|VodafoneHutchison, have expressed support for the project, along with the Australian Internet Industry Association, which said optical fibre solutions are a critical part in the evolution of the internet 1 https://store.theartofservice.com/the-stakeholder-toolkit.html National Broadband Network - Responses by stakeholders 1 Microsoft, Google and Intel have expressed their support for the NBN https://store.theartofservice.com/the-stakeholder-toolkit.html National Broadband Network - Responses by stakeholders 1 The size of the government investment in the NBN has been a key point of debate. The Coalition (Australia)|Coalition called for a cost-benefit analysis, describing the NBN as a white elephant on a massive scale. The Economist Intelligence Unit (EIU) criticised the NBN as a huge cost to the public sector, https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production Based on the similarities of their interests, stakeholders can be classified into three groups in order to differentiate their interests and mutual relations 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production 1 The interests of these stakeholders and their relations to companies are described briefly below. Our purpose is to establish a framework for further analysis. https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production 1 Figure 1. Interactive contributions of a company’s stakeholders https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production The customers of a company are typically consumers, other market producers or producers in the public sector 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production The suppliers of companies are typically producers of materials, energy, capital, and services. They all have their individual production functions. The changes in prices or qualities of supplied commodities have an effect on both actors’ (company and suppliers) production functions. We come to the conclusion that the production functions of the company and its suppliers are in a state of continuous change. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production The incomes are generated for those participating in production, i.e., the labour force, society and owners. These stakeholders are referred to here as producer communities or, in shorter form, as producers. The producer communities have a common interest in maximizing their incomes. These parties that contribute to production receive increased incomes from the growing and developing production. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production 1 The well-being gained through commodities stems from the price-quality relations of the commodities https://store.theartofservice.com/the-stakeholder-toolkit.html Production (economics) - Stakeholders of production 1 The producer community (labour force, society, and owners) earns income as compensation for the inputs they have delivered to the production https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) The MAG's mandate has been renewed or extended each year to provide assistance in the preparations for each upcoming IGF meeting.[http://www.un.org/News/Press/do cs/2009/pi1880.doc.htm Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Sharm ElSheikh, Egypt, 15-18 November], press release, United Nations (New York), 6 May 2009[http://www.un.org/News/Press/docs// 2013/pi2058.doc.htm Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Bali, Indonesia, 22-25 October], press release, United Nations (New York), 10 May 2013. https://store.theartofservice.com/the-stakeholder-toolkit.html 1 Internet Governance Forum - Multistakeholder Advisory Group (MAG) 1 The MAG meets for two days three times each year — in February, May and September. All three meetings take place in Geneva and are preceded by a one day Open Consultations meeting. The details on the MAG's operating principles and selection criteria are contained in the summary reports of its meetings.[http://www.intgovforum.org/cms/ magabout/67-mag-meetings MAG https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) 1 Members are from international governments, the commercial private sector and public civil society, including academic and Technology|technical communities.[http://www.intgovforum.org/cms/magabout/58members List of MAG Members 2008], Internet Governance Forum, retrieved 10 June 2013 The MAG tries to renew roughly one third of the members within each stakeholder group each year.[http://www.un.org/News/Press/docs/2008/pi1829.doc.htm Mandate of Advisory Group of Internet Governance Forum Extended], press release, United Nations (New York), 30 April 2008 In 2011, because there were only three new MAG members in 2010, it was suggested that two thirds of each group’s membership be renewed in 2012 and in fact 33 new members were appointed to the 56 member group.[http://www.intgovforum.org/cms/component/content/arti cle/926 Announcement on the MAG], Internet Governance Forum, 2011[http://www.un.org/News/Press/docs/2012/pi2025.doc.htm Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Baku, Azerbaijan, 6-9 https://store.theartofservice.com/the-stakeholder-toolkit.html November], press release, United Nations (New York), 25 April Internet Governance Forum - Multistakeholder Advisory Group (MAG) 1 The first MAG chairman was Nitin Desai, an Indian economist and former UM Under-Secretary-General for United Nations Department of Economic and Social Affairs|Economic and Social Affairs from 1992 to 2003 https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) 1 * Starting in August 2007 Nitin Desai and Brazilian diplomat Hadil da Rocha Vianna served as cochairman.[http://www.un.org/News/ Press/docs//2007/pi1791.doc.htm Advisory Group to Prepare for Internet Governance Forum Meeting in Rio de Janeiro], press release, United Nations (New York), 20 August 2007 https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) 1 * Starting in April 2008 and continuing in 2009 and 2010 Nitin Desai again served as sole chairman.[http://www.un.org/News/Pres s/docs//2010/pi1936.doc.htm Multistakeholder Advisory Group Renewed to Prepare Internet Governance Forum Meeting in Vilnius, Lithuania, 14-17 September], press release, United Nations (New York), 5 https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) * Alice Munyua, the Chair of the Kenyan IGF Steering Committee, was MAG chair in 2011.[http://www.intgovforum.org/c ms/2011/summaries/MAG%20summ ary%20Report.19.May.2011.pdf Summary Report], Multistakeholder Advisory Group, Internet Governance Forum, 19 May 2011 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) * Elmir Valizada, Deputy Minister of Communications and Information Technology, Azerbaijan was MAG chairman in 2012.[http://www.intgovforum.org/cms/201 2/MAG%20Summary%20Final1.1%20copy%202.pdf Summary Report], Multistakeholder Advisory Group, Internet Governance Forum, 15–16 February 2012 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Internet Governance Forum - Multistakeholder Advisory Group (MAG) 1 * For 2013 Mr. Ashwin Sasongko, Director General of ICT Application, Ministry of Communication and Information Technology (CIT), Indonesia serves as Honorary Chairman with Mr. Markus Kummer, Vice-President for Public Policy of the Internet Society as interim chairman of the MAG.[http://www.intgovforum.org/cms/20 13/May%20Consultations/MAG%20Summa ry%20May%2022-23.rev4.pdf Summary Report], Multistakeholder Advisory Group, Internet Governance Forum, 22–23 May 2013 https://store.theartofservice.com/the-stakeholder-toolkit.html Telekom Austria - Stakeholders 1 As of 2012, about 49% of the stock is in free float (including employees and self-control). About 28% belongs to the Austrian state through the Österreichische Industrieholding, and about 22% is by America Movil|América Móvil, both directly and through its Dutch subsidiary América Móvil Europa B.V.http://www.telekomaustria.com/i https://store.theartofservice.com/the-stakeholder-toolkit.html Organizational ethics - Stakeholder Theory Gioia, (1999), Practicability, Paradigms, and Problems in Stakeholder Theorizing, Academy of Management Review, 24(2), pp 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Organizational ethics - Stakeholder Theory 1 Therefore, stakeholder management must ensure an ethical system for their own management styles, personalities, systems, performances, plans, policies, strategies, productivity, openness, and even risk(s) within their cultures or industries. https://store.theartofservice.com/the-stakeholder-toolkit.html Transparency (social) - Organizational transparency (for stakeholders) 1 Transparency also must be analyzed as the impact of an organization associated or affiliated with its stakeholders https://store.theartofservice.com/the-stakeholder-toolkit.html Corporate social responsibility - Stakeholder priorities Key external stakeholders include customers, consumers, investors (particularly institutional investors), communities in the areas where the corporation operates its facilities, regulators, academics, and the media. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Corporate social responsibility - Stakeholder priorities 1 The stakeholder perspective suffers from a wheel and spoke network metaphor that does not acknowledge the complexity of network interactions that can occur in cross sector partnerships https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory 1 Edward Freeman in the book Strategic Management: A Stakeholder Approach, and identifies and models the groups which are stakeholder (corporate)|stakeholders of a corporation, and both describes and recommends methods by which management can give due regard to the interests of those groups https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory 1 The nature of what is a stakeholder is highly contested (Miles, 2012), with hundreds of definitions existing in the academic literature (Miles, 2011) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory The stakeholder view of strategy integrates both a resource-based view and a market-based view, and adding a socio-political level. This view of the firm is used to define the specific stakeholders of a corporation (the normative theory (Donaldson) of stakeholder identification) as well as examine the conditions under which these parties should be treated as stakeholders (the descriptive theory of stakeholder salience). 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Development 1 A related field of research examines the concept of stakeholders and stakeholder salience, or the importance of various stakeholder groups to a specific firm. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Development 1 More recent scholarly works on the topic of stakeholder theory that exemplify research and theorizing in this area include Donaldson and Preston (1995) and Mitchell, Agle, and Wood (1997), Friedman and Miles (2002) and Phillips (2003). https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Development 1 The instrumental approach uses empirical data to identify the connections that exist between the management of stakeholder groups and the achievement of corporate goals (most commonly profitability and efficiency goals) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Development Robert Allen Phillips distinguishes between normatively legitimate stakeholders (those to whom an organization holds a moral obligation) and derivatively legitimate stakeholders (those whose stakeholder status is derived from their ability to affect the organization or its normatively legitimate stakeholders). 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Critics 1 He recommends conversation instead and this leads him to defend what he calls a 'patriotic' conception of the corporation as an alternative to that associated with stakeholder theory. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Critics Stakeholder theory is defined by Rossouw et al. in Ethics for Accountants and Auditors and by Mintz et al. in Ethical Obligations and Decision Making in Accounting. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Critics 1 According to Mansell (2013), by applying the political concept of a 'social contract' to the corporation, stakeholder theory undermines the principles on which a market economy is based.Mansell, S. (2013) Capitalism, Corporations and the Social Contract: A Critique of Stakeholder Theory. Cambridge: Cambridge University Press. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Implementation in other fields Stakeholder theory succeeds in becoming famous not only in the business ethics fields. It is used as one of the frameworks in corporate social responsibility methods. For example, ISO 26000 or Global Reporting Initiative|GRI (Global Reporting Initiative) use similar methods. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder theory - Implementation in other fields In fields such as law, management, human resource, stakeholder theory succeeded in challenging the usual analysis frameworks, by suggesting to put stakeholders' needs at the beginning of any action.Harrison, Wicks, Parmar and De Colle, Stakeholder Theory, State of the Art, Cambridge University Press, 2010 Some authors, such as Geoffroy Murat, tried to apply stakeholder's theory to irregular warfare 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement 'Stakeholder engagement' is the process by which an organisation involves people who may be affected by the decisions it makes or can influence the implementation of its decisions. They may support or oppose the decisions, be influential in the organization or within the community in which it operates, holds relevant official positions or be affected in the 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement Engaging stakeholders is a requirement of the [http://www.globalreporting.org/Pag es/default.aspx Global Reporting Initiative], a network-based organisation with sustainability reporting framework that is widely used around the world. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement 1 Involving stakeholders in decisionmaking processes is not confined corporate social responsibility (CSR) processes. It's a tool used by private and public sector organisations, especially when they want to develop understanding and agree to solutions on complex issues or issues of concern. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement These are intended to provide a framework for genuine stakeholder engagement 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement The practitioners in stakeholder engagement are often businesses, non-governmental organizations (NGOs), labor organizations, trade and industry organizations, governments, and financial institutions.http://www.accountabilit y21.net/uploadedFiles/publications/S takeholder%20Engagement_Practition ers'%20Perspectives.pdf 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement - Components 1 Partnerships, in the context of corporate social responsibility interactions, are people and organizations from some combination of public, business and civil constituencies who engage in common societal aims through combining their resources and competencies, sharing both risks and benefits. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement - Components 1 Agreeing on the rules of engagement is integral to the process. It is important for everyone to understand each party's role. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement - Components Buy-in is essential for success in stakeholder engagement. Every party must have a stake in the process and have participating members have decision-making power. Every party must be committed to the process by ensuring action based on the decisions made through the engagement.http://www.ifc.org/ifcext/envir o.nsf/AttachmentsByTitle/p_StakeholderEn gagement_Full/$FILE/IFC_StakeholderEn gagement.pdf 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement - Components 1 No decisions should be already made before commencing stakeholder engagement on the issue. It is integral that the dialogue has legitimacy in influencing the decision. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement - Benefits Stakeholder engagement provides opportunities to further align business practices with societal needs and expectations, helping to drive longterm sustainability and shareholder value. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder engagement - Benefits 1 Stakeholder engagement is intended to help the practitioners fully realise the [http://www.future500.org/benefits-ofstakeholder-engagement/ benefits of stakeholder engagement] in their organization, to compete in an increasingly complex and ever-changing business environment, while at the same time bringing about systemic change towards sustainable development.http://www.accountability 21.net/uploadedFiles/publications/Stak eholder%20Engagement%20Handbook.p df https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder 1 'Project stakeholders' are entities that have an interest in a given project. These stakeholders may be inside or outside an organization which: https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder 1 # have an interest or a gain upon a successful completion of a project; https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder 1 # may have a positive or negative influence in the project completion. https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder Examples of project stakeholders include the customer, the user group, the project manager, the development team, the testers, etc. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may also exert influence over the project’s objectives and outcomes. The project management team must identify the stakeholders, determine their requirements and expectations, and, to the extent possible, manage their influence in relation to the requirements to ensure a successful project. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder 1 There are narrower views of the term stakeholder, focusing on the influencers and decision makers of a business or technological change. In this context, stakeholders are managers who have the organizational authority to allocate resources (people, money, services) and set priorities for their own organizations in support of a change. They are the people who have the power make or break a change. https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder The rationale for this emphasis on decision maker is reinforced by the views of John Kotter, a professor at the Harvard Business School and the author of numerous books on corporate culture, change and leadership 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Project stakeholder Rather then focusing on one sub-set of stakeholders, Dr. Lynda Bourne advocates prioritizing all stakeholders and focusing your attention on the ‘most important’ at this point in time. Her view of importance encompasses an assessment of the power, proximity and urgency associated with each stakeholder. The 'Stakeholder' Circle methodology is described in her Doctoral thesis: Project Relationship Management and the Stakeholder Circle. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html European Research Council Executive Agency - Relations with stakeholders in Europe 1 By its existence, the ERC aims to enhance the performance of the European research system https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis 1 Stakeholder analysis is a key part of stakeholder management. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Overview Stakeholder analysis is a term that refers to the action of analyzing the attitudes of stakeholders towards something (most frequently a project). It is frequently used during the preparation phase of a project to assess the attitudes of the stakeholders regarding the potential changes. Stakeholder analysis can be done once or on a regular basis to 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Overview 1 A Stakeholder (corporate)|stakeholder is any person or organization, who can be positively or negatively impacted by, or cause an impact on the actions of a company, government, or organization. Types of stakeholders are: https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Overview 1 * Primary stakeholders: are those ultimately affected, either positively or negatively by an organization's actions. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Overview 1 * Key stakeholders: (who can also belong to the first two groups) have significant influence upon or importance within an organization. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Overview It is important to identify all stakeholders for the purpose of identifying their success criteria and turning these into quality goals 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 The following list identifies some of the best known and most commonly used methods for stakeholder mapping: https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 The results of this classification may assess the fundamental question of which groups are stakeholders deserving or requiring manager’s attention, and which are not? This is salience - the degree to which managers give priority to competing stakeholder claims (Mitchell, Agle et al., 1997:854) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 * (Fletcher, Guthrie et al. 2003) defined a process for mapping stakeholder expectations based on value hierarchies and Key Performance Areas (KPA), https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 * (Turner, Kristoffer and Thurloway, 2002) have developed a process of identification, assessment of awareness, support, influence leading to strategies for communication and assessing stakeholder satisfaction, and who is aware or ignorant and whether their attitude is supportive or opposing. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping Mapping techniques include the following sub-set of results from a Web search of analysis techniques being used by aid agencies, governments or consultant groups: 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping * Influence-interest grid (Imperial College London) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping * Power-impact grid (Office of Government Commerce UK 2003) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 * Mendelow's Power-interest grid (Aubrey L. Mendelow, Kent State University, Ohio 1991) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 * Three-dimensional grouping of power, interest and attitude (Murray-Webster and Simon 2005) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping * The Stakeholder Circle ([http://www.stakeholdermapping.com/stak eholder-management-resources/#Books Stakeholder Relationship Management] Bourne 2007) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping The potential list of stakeholders for any project will always exceed both the time available for analysis and the capability of the mapping tool to sensibly display the results, the challenge is to focus on the ‘right stakeholders’ who are currently important and to use the tool to visualise this critical sub-set of the total community. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 The most common presentation styles use a matrix to represent two dimensions of interest with frequently a third dimension shown by the colour or size of the symbol representing the individual stakeholders. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 * Support (positive, neutral, negative) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Methods of Stakeholder Mapping 1 * Need (strong, medium, weak) https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Benefits Stakeholder analysis helps with the identification of the following:[http://www.pmhut.com/whatis-stakeholder-analysis What Is Stakeholder Analysis?], S. Babou, 2008 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Benefits 1 * Mechanisms to influence other stakeholders https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder analysis - Benefits 1 * Key people to be informed about the project during the execution phase https://store.theartofservice.com/the-stakeholder-toolkit.html High-stakes test - Stakeholders 1 A high-stakes system may be intended to benefit people other than the test-taker https://store.theartofservice.com/the-stakeholder-toolkit.html High-stakes test - Stakeholders A test may be high-stakes based on consequences for others beyond the individual test-taker. For example, an individual medical student who fails a licensing exam will not be able to practice his or her profession. However, if enough students at the same school fail the exam, then the school's reputation and Educational accreditation|accreditation may be in jeopardy. Similarly, testing under the U.S.'s No Child Left Behind Act has no direct negative consequences for failing students, 1 https://store.theartofservice.com/the-stakeholder-toolkit.html High-stakes test - Stakeholders 1 but potentially serious consequences for their schools, including loss of accreditation, funding, teacher pay, teacher employment, or changes to the school's management. The stakes are therefore high for the school, but low for the individual test-takers. https://store.theartofservice.com/the-stakeholder-toolkit.html Open access (publishing) - Stakeholders and concerned communities 1 The intended audience of research articles is usually other researchers https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis The design and implementation of policies is becoming more complex, and the number and type of actors involved in policy implementation more diverse; hence, the policy process is evolving towards multi-actor and multi-goal situations. Stakeholder has been variously defined according to the goal of the analysis, the analytic approach or the policy area. Where several groups of stakeholders are involved in the policy process, a stakeholder analysis can provide a useful resource. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis 1 According to Flor, a stakeholder analysis of communication policy would reveal the interplay of the following sectors: https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis 1 *Government - Enacts all communication policies, making it the most powerful stakeholder. https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis 1 *Education sector - Conducts research that underlies subsequent policies. https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis *Communication industry Influences communication policies. May adopt self-regulation to avoid/delay government regulation. For example, the Kapisanan ng mga Brodkaster sa Pilipinas and the Philippine Press Institute institute ethics codes. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis 1 *Religious sector - Traditionally opposes policies that allow obscenity, violence and profanity to be distributed. https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis 1 *Foreign interests - e.g., international lending agencies may demand the end of monopolies—including state media entities—as a condition for financial aid. https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis 1 *Consumers - Traditionally not consulted, but more recently claiming to protect the public interest. https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis The United Nations has recognised the importance of the need to support two-way communication systems that enable dialogue and that allow communities to express their aspirations and concerns and participate in decisions.... Such twoway interactions can help expose local reality. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Development communication - Stakeholder analysis Keune and Sinha claim that community involvement in development communication policy is important, as they are the ultimate and perhaps the most important beneficiaries of development communication policies and planning. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Corporate sustainability - Stakeholder Engagement As a company looks externally, stakeholders include customers, suppliers, community, and non-government organizations. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Reputation - Building reputation through stakeholder management 1 Therefore, it becomes essential to integrate public relations into corporate governance to manage the relationships between these stakeholders which will enhance the organization's reputation https://store.theartofservice.com/the-stakeholder-toolkit.html Reputation - Building reputation through stakeholder management 1 responded that the management of corporate reputation is very (83%) or fairly (16%) https://store.theartofservice.com/the-stakeholder-toolkit.html Reputation - Building reputation through stakeholder management 1 As a consequence, public relations must be used in order to establish long lasting relationships with the stakeholders, which will enhance the reputation of the company.Özekmekçi, Abdullah, Mert (2004) The Correlation between Corporate Governance and Public Relations, Istanbul Bilgi University https://store.theartofservice.com/the-stakeholder-toolkit.html Olympus scandal - Stakeholders' reactions 1 Olympus had a market capitalisation of 673billion yen on 13 October, immediately before Woodford was sacked https://store.theartofservice.com/the-stakeholder-toolkit.html Olympus scandal - Stakeholders' reactions Some major foreign institutional investors have pushed to bring back ousted chief executive Michael Woodford: UK fund manager Baillie Gifford, Harris Associates, and Southeastern Asset Management, owning respectively 4percent, 5percent and 5percent stake, all believed he was the best candidate to lead the cleanup 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Olympus scandal - Stakeholders' reactions 1 The quotation price of Olympus shares on the Tokyo Stock Exchange (TSE) as of 15 November had fallen by some 75percent since the scandal erupted https://store.theartofservice.com/the-stakeholder-toolkit.html Olympus scandal - Stakeholders' reactions 1 Many longtime employees of Olympus Corp are shocked and angry, and feel betrayed by the executives who are responsible for bringing public humiliation onto the company https://store.theartofservice.com/the-stakeholder-toolkit.html Olympus scandal - Stakeholders' reactions 1 While foreign shareholders supported Woodford's proxy fight to replace the Olympus board, he failed to gain support from Japanese institutions; Sumitomo Mitsui bank, identified as the company's main creditor, warned Woodford that he would fail https://store.theartofservice.com/the-stakeholder-toolkit.html Olympus scandal - Stakeholders' reactions 1 Olympus convened an extraordinary shareholders' meeting for 20 April to vote on its proposal for the new board and approve the restated accounts https://store.theartofservice.com/the-stakeholder-toolkit.html European Quality in Social Services - EQUASS stakeholders and supervision 1 EQUASS is supervised and supported by a network of external and internal stakeholders. The EQUASS Awarding Committee comprises key European actors in social services and EU politics. https://store.theartofservice.com/the-stakeholder-toolkit.html Institute of Singapore Chartered Accountants - Working with Government and Stakeholders to Transform Singapore into a Global Accountancy Hub 1 The Singapore Government has plans to develop Singapore into a global accountancy hub, as outlined in recommendations by the Committee to Develop the Accountancy Sector (CDAS) https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model involves the full involvement of all stakeholders, consensus-based decision-making and operating in an open, transparent and accountable manner.http://www.ntia.doc.gov/blog /2013/moving-together-beyond-dubai 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model 1 A Project stakeholder|stakeholder refers to an individual, group, or organization that has a direct or indirect interest or stake in a particular organization, these may be businesses, civil society, governments, research institutions, and non-government organizations. https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model 1 Multistakeholder processes could and should enhance democracy by increasing opportunities for effective participation by those most directly impacted by decisions and particularly those at the grassroots who so often are voiceless in these processes https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model Norbert Bellow, co-coordinator on the [http://www.igcaucus.org/ Civil Society Internet Governance Forum] distinguishes between representative multistakeholderism, using as examples the United Nation's MAG and ECWG and open multistakeholderism, as represented by the IETF and RIRs. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model 1 With representative multistakeholderism he refers to groups in which a limited number of seats are distributed to representatives of particular stakeholder categories who are then assumed to bring a reasonable approximation of the totality of perspectives of that stakeholder category into the discussion. In representative multistakeholderism, the selection processes are critically https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model 1 In open multistakeholderism, the risk does not occur that viewpoints may get excluded because those who have power over the selection processes might want to suppress them, or might be unduly influenced e.g https://store.theartofservice.com/the-stakeholder-toolkit.html Multistakeholder Model Multistakeholderism is a coup d’etat against democracy by those who would merely be lobbyists in a democratic system. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder concept 1 The nature of what is a stakeholder is highly contested (Miles, 2012), with hundreds of definitions existing in the academic literature (Miles, 2011) https://store.theartofservice.com/the-stakeholder-toolkit.html Maintenance of Certification - Maintenance of Certification and other stakeholders Some health plans are implementing programs that recognize and reward physicians who are actively participating in Maintenance of Certification activities.[http://www.abim.org/pressroom/ press_release/08_07_07_NHCO.shtm Four National Health Care Organizations to Use American Board of Internal Medicine (ABIM) Board Certification Tools in Their Physician Recognition Programs] 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Maintenance of Certification - Maintenance of Certification and other stakeholders 1 Maintenance of Certification supposedly helps physicians and other health care stakeholders address the critical need to enhance patient safety and patient care quality.[http://www.abim.org/pressroom/pre ss_release_pdf/JAMA%20Article%200901 04.pdf The Role of Physician Specialty Board Certification Status in the Quality Movement] https://store.theartofservice.com/the-stakeholder-toolkit.html Recidivism - Stakeholders 1 At the most direct and personal level, those who have the greatest stake in recidivism are: the formerly incarcerated person; their family (especially children); the victim of the crime they were re-incarcerated for (if there was one); and those employed by the justice system (from police, to parole officers, to jail guards, to those who build and profit from prisons, https://store.theartofservice.com/the-stakeholder-toolkit.html UK pension provision - Stakeholder pensions 1 Although a stakeholder pension is a personal pension, they can (and in some circumstances must) be offered by an employer as a cost-effective way of providing pension cover for their workforce. https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 There are two broad areas where brand engagement is relevant within an organization (employees and close stakeholders such as franchise staff, call centers, suppliers or intermediaries). https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) The first area is ensuring that the employer brand promised to employees is delivered upon once employees join the firm. If the employee experience is not what is promised, this could result in increased employee turnover and/or decreased performance. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) The second area is ensuring employees and close stakeholders of an organization completely understand the organization's brand, and what it stands for—and to make sure that their activities on a day to day basis are contributing to expressing that brand through the customer experience. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 In general, this requires an ongoing effort on the part of the organization to ensure that its employees and close stakeholders understand what the brand is promising to its customers, and to help all employees clearly understand how their actions and behaviors, on a day to day basis, either support or undermine the effort. https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 This often raises the issue of the value of investment in brand engagement. It is a discretionary expense on the part of the organization. Proponents of brand engagement would argue that this is an investment—that is, the benefits to the organization outweigh the cost of the program. https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) Within any organization there is competition for resources, so there is a significant need to demonstrate return on investment in employee engagement/internal communications. While it is generally accepted that it is important for internal communications professionals to demonstrate the value this function delivers to the organization, it is difficult to place a discrete figure on this contribution. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 Best practice in internal communications generally adheres to certain principles: https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) * Understanding the stakeholder (audiences) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) * Knowing what messages and information is appropriate for each audience 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 * Ensuring that there is a feedback mechanism in place so communication is a dialogue https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) An aspect of internal brand engagement is brand orientation which refers to the degree to which the organization values brands and its practices are oriented towards building brand capabilities. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 Thought leaders are increasingly placing employee engagement at the forefront of the fight for greater authenticity in the workplace, increased employee satisfaction and ultimately greater retention and improved customer service https://store.theartofservice.com/the-stakeholder-toolkit.html Brand engagement - Internal (close stakeholder) 1 Brand engagement among employees is, according to experts, becoming increasingly important as the speed and volume of customer word of mouth is greater than ever https://store.theartofservice.com/the-stakeholder-toolkit.html Online reputation - Building reputation through stakeholder management 1 As a consequence, public relations must be used in order to establish long lasting relationships with the stakeholders, which will enhance the reputation of the company.Özekmekçi, Abdullah, Mert (2004) The Correlation between Corporate Governance and Public Relations, Istanbul Bilgi University https://store.theartofservice.com/the-stakeholder-toolkit.html Ecosystem management - Stakeholders 1 Heads or tails? Stakeholder analysis as a tool for conservation area management https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (law) The term 'stakeholder', as traditionally used in the English language in law and notably gambling, is a third party who temporarily holds money or Property (ownership right)|property while its owner is still being determined. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (law) 1 *More recently a very different meaning of the term has become widely used in management. In a business context, a stakeholder (corporate)|stakeholder is a person or organization that has a legitimate interest in a project or entity. The new use of the term arose together with and due to the spread of corporate social responsibility ideas, but there are also utilitarian and traditional business goals that are served by the new meaning of the term (see Stakeholder theory and below). https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (law) - In law 1 In legal documents, the escrow agent is often referred to as a mere stakeholder. https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder (law) - See also below 1 *Stakeholder pension scheme - a type of pension introduced by the UK Labour Party (UK)|Labour government in 2001. https://store.theartofservice.com/the-stakeholder-toolkit.html Educational data mining - Users and Stakeholders 1 There are four main users and stakeholders involved with educational data mining. These include: https://store.theartofservice.com/the-stakeholder-toolkit.html Educational data mining - Users and Stakeholders * 'Learners' - Learners are interested in understanding student needs and methods to improve the learner’s experience and performance 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Educational data mining - Users and Stakeholders 1 * 'Educators' - Educators attempt to understand the learning process and the methods they can use to improve their teaching methods https://store.theartofservice.com/the-stakeholder-toolkit.html Educational data mining - Users and Stakeholders * 'Researchers' - Researchers focus on the development and the evaluation of data mining techniques for effectiveness. A yearly international conference for researchers began in 2008, followed by the establishment of the [http://www.educationaldatamining.org/JE DM/index.php/JEDM Journal of Educational Data Mining] in 2009. The wide range of topics in EDM ranges from using data mining to improve institutional effectiveness to student performance. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Educational data mining - Users and Stakeholders 1 * 'Administrator (business)|Administrators' - Administrators are responsible for allocating the resources for implementation in institutions https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder *Stakeholder (corporate), an accountant, group, organization, member or system who affects or can be affected by an organization's actions 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder *Stakeholder, an entity that can be affected by the results of that in which they are said to be stakeholders, i.e. that in which they have a stake. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder 1 **Project stakeholder, a person, group or organization with an interest in a project https://store.theartofservice.com/the-stakeholder-toolkit.html Stakeholder **Stakeholder theory, a theory that identifies and models the groups that are stakeholders of a corporation or project 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Community forestry - Stakeholders There is a large variety of stakeholders involved when considering community forestry. Participation from the various levels of community, government and nongovernment organisations (NGO’s) is essential in the project’s success. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Community forestry - Stakeholders While specific stakeholders will vary between different community forestry projects the primary stakeholder groups are as follows: 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Community forestry - Stakeholders 1 Table 1. Common stakeholders involved with community forestry. https://store.theartofservice.com/the-stakeholder-toolkit.html Community forestry - Stakeholders In this situation, stakeholders came to conclusion to handover forest resources to local communities for conserving, managing and utilization by their own decision 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act 1 Because EPA’s authority to regulate GHG emissions has such significant implications for the economy, the environment, and our society at large, it is a topic of interest to a broad range of organizations including Congress, the courts, the states, environmental organizations, and the regulated industry https://store.theartofservice.com/the-stakeholder-toolkit.html Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act That the major opposition to regulation of GHGs under the CAA is headed largely by a contingent of elected officials from major coal, oil, and gas states exemplifies the political warfare that can erupt when leaders attempt to appeal to their core constituencies even though doing so may impede action on pressing national problems.Kraft, M 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act 1 The reluctance of both the American public and Congress to make sometimes difficult choices to address climate change has left opportunities wide open for other stakeholders to influence climate change policy; among the most influential thus far are non-governmental organizations (NGOs). https://store.theartofservice.com/the-stakeholder-toolkit.html Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act 1 In his article, “Learning to Live with NGOs,” P.J https://store.theartofservice.com/the-stakeholder-toolkit.html Regulation of greenhouse gases under the Clean Air Act - The Influence of Stakeholders in Shaping How Greenhouse Gases Are Regulated Under the Clean Air Act EPA’s actions to address climate change are also being challenged by those most directly affected – the regulated community 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Value-based management - Alternative: stakeholder value The intrinsic or extrinsic worth of a business measured by a combination of financial success, usefulness to society, and satisfaction of employees, the priorities determined by the makeup of the individuals and entities that together own the shares and direct the company. This is sometimes referred to as stakeholder value. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Value-based management - Alternative: stakeholder value 1 For instance, how much additional usefulness to society should shareholders expect if they were to give up $100 million in shareholder return? In response to this criticism, defenders of the stakeholder value concept argue that employee satisfaction and usefulness to society will ultimately translate into shareholder value. https://store.theartofservice.com/the-stakeholder-toolkit.html E-services - Stakeholders Kluwer Academic Publishers, Massachusetts The stakeholder theory suggests that need to focus on all the involved stakeholder s when designing the e-service; not only on the government and citizens. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * 2000 Simpsonwood CDC conference ndash; ) was a meeting convened in June 2000 by the Centers for Disease Control and Prevention (CDC), held at the Simpsonwood Methodist retreat and conference center in Norcross, Georgia. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Aspies For Freedom (AFF) ndash; a solidarity and campaigning group which aims at raising public awareness of the autism rights movement. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Autism Awareness Campaign UK ndash; The Autism Awareness Campaign UK were involved in the first United Nations World Autism Awareness Day, declared by the UN General Assembly on Wednesday 2 April 2008 on the recommendation of the State of Qatar. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events * Autism Network International ndash; founded and run by autistic people. Parents and professionals are welcome but the focus is on living autistic rather than curing it. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Autism Resource Centre (Singapore) ndash; https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events * Autism Society of America (ASA) ndash; was founded in 1965 by Bernard Rimland, PhD, together with Ruth C. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Autism Speaks ndash; the world's largest autism advocacy organization that sponsors autism research and conducts awareness and outreach activities aimed at families, governments, and the public. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Autism Sunday ndash; also known as the International Day of Prayer for Autism and Asperger syndrome, is observed annually on the second Sunday of February. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Autistic Pride Day ndash; a celebration of the neurodiversity of people on the autism spectrum on June 18 each year. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Autistic Self Advocacy Network ndash; a nonprofit advocacy organization run by and for individuals on the autism spectrum. ASAN holds that the goal of autism advocacy should be a world in which Autistic people enjoy the same access, rights, and opportunities as all other people, and that Autistic voices should be included in the national conversation about autism. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events * Autreat - founded by members of ANI, this is a yearly gathering for autistic people along with parents and professionals to meet and share ideas in an autism-friendly environment. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * Center for Autism and Related Disorders ndash; https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events * Generation Rescue ndash; a nonprofit organization that advocates the view that autism and related disorders are primarily caused by environmental factors, particularly vaccines. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * National Autistic Society (NAS) ndash; a British charity for people with autistic spectrum disorders (ASD), including autism and Asperger Syndrome. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * National Vaccine Information Center (NVIC) ndash; a private non-profit 501(c)(3) advocacy group which questions the safety and efficacy of commonly used vaccines. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events 1 * TreeHouse ndash; a United Kingdom charity working to improve the quality of life of children diagnosed with autism and their families, and to inform the general public about autism spectrum disorders. https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events * Vaccine Adverse Event Reporting System ndash; a United States program for vaccine safety, co-managed by the Centers for Disease Control and Prevention (CDC) and the Food and Drug Administration (FDA). 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Outline of autism - Organizations, stakeholder groups and events * Wrong Planet ndash; (sometimes referred to by its URL, WrongPlanet. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) In addition to standard marketing strategy methodologies and questions, external stakeholder interviews for Digital Strategy may include usability testing, an analysis of how effectively external stakeholders can use the online assets developed by a company for their intended purposes 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) An analysis of external stakeholder behaviors in their environment, for example: field observations of shoppers in a store. In addition to standard ethnographic research, digital strategy research may include video recording of an external stakeholder using their computers or specific computer applications or web sites. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 An analysis of the usage patterns of a company's online assets with the goal of better understanding external stakeholder behavior as well as identifying strengths and weakness of the company's current online offerings. This may include understanding how many people are visiting a web site, what are the most popular pages, what are the most popular paths, where are https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 *Performance assessment: Review of effectiveness of current digital technologies. https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 *Path analysis (computing)|Funnel analysis https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 A specific methodology for web analytics where the company's online assets are modeled as a sales funnel, with a visit or impression representing a new lead, a certain page or action in the web site considered a conversion (such as a user hitting the purchase confirmation page) and specific pages in the web site representing specific stages of the sales funnel https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 *Analytical Customer relationship management|CRM https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) An analysis of a company's customer databases and information repositories with the goal of segmenting customers into homogeneous groups across one or more dimensions of behavior, demographics, value, product or marketing message affinity, etc. In digital strategy this often includes the online customer registration database which companies use to provide access to their customer specific, protected areas. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 An analysis of a customer's behavior (such as their purchase or service behavior) that looks across all of the different channels, in which customers interact with a company's products or information https://store.theartofservice.com/the-stakeholder-toolkit.html Digital strategy - Identifying the unmet needs and goals of external stakeholders (consumers of online assets) 1 In digital strategy, surveys may be used to validate or invalidate key questions raised in more qualitative exercises such as external stakeholder interviews and focus groups https://store.theartofservice.com/the-stakeholder-toolkit.html Tikona Digital Networks - Investors and Stakeholders Private equity companies Goldman Sachs holds 40% stake, Oak Investment Partners holds 20% stake, Everstone holds 10% stake, 4% by LT Infrastructure Finance Company Limited and rest 26% is held by Tikona Trust which is spearheaded by Prakash Bajpai. Since Tikona doesn't have controlling stake therefore it may become an easy acquisition target. It is believed that Malaysia's mobile operator Axiata has been holding discussions with Tikona and may pick up a stake in the company. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group 1 The 'Broadband Stakeholder Group' is the UK government's advisory body on broadband.http://www.berr.gov.uk/whatwedo/ sectors/telecoms/telecomsbroadband/page10 034.html Created in 2001 by then Minister for E-Commerce and Competitiveness Stephen Timms, it provides a neutral forum for organisations across the converging broadband value-chain to discuss and resolve key policy, regulatory and commercial issues, with the ultimate aim of helping to create a strong and competitive UK knowledge economy. https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group Its initial focus was on increasing broadband penetration in the UK, before leading a collaborative UK response to the European Commission's Audio-Visual Media Services Directive.http://www.broadbanduk.org/com ponent/option,com_docman/task,doc_view /gid,928/ Since late 2006, its primary focus has been the Next Generation Access|next generation broadband debate in the UK 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Sponsors 1 The BSG is part funded by industry and government. The current sponsors are: https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Executive BSG activity is led by an Executive Committee, which meets every six weeks. The board comprises a representative from each sponsor organisation, along with other repsentatives from the national regulator, other public sector bodies, SMEs, rights holders, consumers, and community broadband groups. The current membership of the Executive committee is:http://www.broadbanduk.org/content/ 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Advisory Council In addition to the Executive Committee, an advisory council meets 2-3 times per year to discuss industry developments. The advisory council is made up of senior representatives from the sponsor organisations. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - BSG Chairs 1 The BSG has had four independent chairs since its creation https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Recent Work 1 The BSG has focused on next generation broadband issues since the end of 2006 https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Recent Work 1 Its initial position on superfast broadband was that government and the regulator should leave investment in telecommunications infrastructure to the market; since 2009, however, it has worked with governments to ensure the most successful use of funds that have been made available for the deployment of superfast broadband in rural areas https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Recent Work 1 Its other main area of work is the Open Internet https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Recent Work 1 The BSG has also continued to be active on online content regulation https://store.theartofservice.com/the-stakeholder-toolkit.html Broadband Stakeholder Group - Links * [http://www.broadbanduk.or g/ Official Site] 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Green Climate Fund - A lack of stakeholder involvement 1 Many academics argue that, in order to do this in an efficient way, all Project stakeholder|stakeholders should be Stakeholder engagement|involved in the process, instead of using a Top–down and bottom–up design|top-down approach https://store.theartofservice.com/the-stakeholder-toolkit.html Green Climate Fund - A lack of stakeholder involvement 1 Overall, this view on the need for more stakeholder involvement can be framed within the movement in environmental governance calling for a shift from traditional ways of government to Environmental governance|governance https://store.theartofservice.com/the-stakeholder-toolkit.html Gemfields - Stakeholders * The Pallinghurst Resources Fund L.P. – 38.55% 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Gemfields - Stakeholders 1 * Faberge Conduit Ltd – 18.24% https://store.theartofservice.com/the-stakeholder-toolkit.html Corporate responsibility - Stakeholder influence The stakeholder perspective fails to acknowledge the complexity of network interactions that can occur in crosssector partnerships 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 Swimming Australia's key stakeholders includes: https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations * [http://www.nswswimmi ng.com.au Swimming New South Wales] 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations * [http://www.qld.swimming.or g.au Swimming Queensland] 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * [http://www.wa.swimming.org.au Swimming Western Australia] https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations * [http://www.nt.swimming.org .au Swimming Northern Territory] 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * [http://www.ascta.com Australian Swimming Coaches and Teachers Association (ASCTA)] https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * Australian Swimmers Association https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations Swimming Australia is affiliated to the following bodies: 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * The Australian Olympic Committee (AOC) https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations * The Australian Commonwealth Games Association (ACGA) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations * The Australian Paralympic Committee (APC) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * Australian Water Safety Council https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations Whilst the following organisations are affiliated with Swimming Australia: 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * Australian Waterpolo Association Inc https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 * Australian Synchronised Swimming https://store.theartofservice.com/the-stakeholder-toolkit.html Swimming Australia - Stakeholders and affiliations 1 Swimming Australia is also a foundation member of AUSTSWIM and is involved in the development of an Australian Water Safety Organisation. https://store.theartofservice.com/the-stakeholder-toolkit.html REDD - Institutional technocrats vs. stakeholders 1 While the COP decisions emphasize national ownership and stakeholder consultation, there are concerns that some of the larger institutional organizations are driving the process, in particular outside of the one Party, one vote realm of multi-lateral negotiations under the UNFCCC https://store.theartofservice.com/the-stakeholder-toolkit.html REDD - Institutional technocrats vs. stakeholders 1 Although the World Bank declares its commitment to fight against climate change, many civil society organisations and grassroots movements around the world view with scepticism the processes being developed under the various carbon funds https://store.theartofservice.com/the-stakeholder-toolkit.html REDD - Institutional technocrats vs. stakeholders ITTO has been criticized for appearing to support above all the inclusion of forest extraction inside REDD+ under the guise of sustainable management in order to benefit from carbon markets while maintaining business-as-usual. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 Many offices and organisations are active in issues relating to energy development in the hinterland, some of which are listed below: https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | align=center style=background:#f0 f0f0;|'Acronym' 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | GEA||Guyana Energy Agency||Energy policies, advice, recommendations||Georgetown https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | IAST||Institute of Applied Science and Technology||Research on agro energy||Georgetown 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | UNDP||United Nations Development Programme||Development||Georget own 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | Caricom||Caribbean Community||Caribbean Community||Georgetown 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | CREDP||Caribbean Renewable Energy Dev.Prog.||CARICOM Renewable Energy||St. Lucia 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | OLADE||Latin American Energy Organization||Latin American Energy Organisation||Ecuador 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | Eerepami||Eerepami Regenwald Stiftung||NGO Foundation Germany-Guyana||Germany https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | SIDS DOCK||Small Islands Developing States cooperation||Platform to assist SIDS to develop sustainable energy||New York 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | Peace Corps||Peace Corps Guyana||Community Development thru Capacity Building||Georgetown https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Hobodeia||SHS||UAEP||65||?||2008||90 % sys FunctionalMr. Duch PCRV Solar Technician and Trainer(11-12) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Yarakita||SHS||UAEP||125||104||2008|| 15% sys functional, Trojan Wet batteries dead to misuse 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 10||Muritaro||SHS||UAE P||125||62||2008||? 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 1||Four Miles||Small light||GEAOPM||15||70||2010||? https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 1||Hotaquai||Small light||GEAOPM||15||84||2010||10% Functioning https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 7||Arau||Small light||GEAOPM||15||34||2010||? https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 8||Kaibarupai||Small light||GEAOPM||15||68||2010||? https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 8||Tuseneng||Small light||GEAOPM||15||40||2010||? https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 9||Parikwarunai||S mall light||GEAOPM||15||45||201 0||? 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 9||Rupertree||Small light||GEAOPM||15||52||2010||? https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 9||Surama||Small light||GEAOPM||15||50||2010||? 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Hobodeia||School||UAEP| |260||2008|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 1||Port Kaituma||GSM base station||Digicel||10002000||2012||Not ready yet https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Red Hill||School||UAEP||260||2 008|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Sebai||School||UAEP||260 ||2008||Functional 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Shell Beach||Health Centre||Eerepami||1000||2011Eerepami webpage 07/2011||Functional 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Mabaruma (Thomas Hill)||GSM base station||Digicel||10,000||201 1 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Waramuri||Public buildings||IAST||||2002||UNDP, Project Document, Capacity building and demonstration projects for electrification of hinterland unserved areas, utilising renewable energy, 2003 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 1||Yarakita||School||UAEP||250||2008||Ba tteries dead, solar array partly missing 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 4||St. Cuthberts Mission||Public buildings||IAST||||2002|| https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 6||Orealla||Business||| |2450||2009|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 6||Orealla||Public buildings||IAST||||2002|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 7||Paruima||School||UAEP|| 260|||| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 8||Iwokrama||Field station use||Private||2300||2008||Field visit H.Horn 05/2011 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 8||Monkey Mountain||Health Centre||||110||2007|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 8||Waipa||School||UAEP||260||2008| | 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 9||Bina Hill||Community use||Eerepami||11000||2011||Not installed yet 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 9||Karanambu||Lodge||Priva te||500||2008||OKR.Anliker 07/2011 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 9||Maruranau||Community use||||1000||2011|| https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 9||Wowetta||Pump||GE ACIDA||340||2009||Pump out of order 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 9||Yupukari||School||UAEP|| 260||2008|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 9||Yupukari||Caiman House||Private||3900|| ||OK https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | 9||Yupukari||Pump Caiman H.||Private||||||OK https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | 10||Muritaro||School|| UAEP||250||2008|| 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties | Eagle Resources Ltd||PV, Solar Water Heating, Wind and Micro hydro|Micro-hydro power 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Hinterland energy in Guyana - Stakeholders and involved parties 1 | Starr Computers||PV, Wind https://store.theartofservice.com/the-stakeholder-toolkit.html Academic analytics - Comprehending Involved Stakeholders 1 Academic analytics affects many stakeholders in the institution https://store.theartofservice.com/the-stakeholder-toolkit.html Greater Nile Petroleum Operating Company - Stakeholders * China National Petroleum Corporation: 40% 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Greater Nile Petroleum Operating Company - Stakeholders 1 * ONGC Videsh (the overseas arm of Oil and Natural Gas Corporation|ONGC) of India: 25% https://store.theartofservice.com/the-stakeholder-toolkit.html Greater Nile Petroleum Operating Company - Stakeholders * Sudapet (Sudan National Petroleum Corporation, the national oil company of Sudan): 5% 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Greater Nile Petroleum Operating Company - Stakeholders Canadian company Talisman Energy (previously known as Arakis) was an original stakeholder 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Greater Nile Petroleum Operating Company - Stakeholders The U.S. government imposed economic sanctions against Sudan in 1997, due to the Sudanese government's sponsorship of international terrorism and poor human rights record. The sanctions prohibit trade between the United States and Sudan, as well as investment by U.S. businesses in Sudan. In February 2000, the U.S. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Fisheries Research and Development Corporation - Relationships with stakeholders * the federal, state and territory governments (including their fisheries managers and other natural resource managers) 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Fisheries Research and Development Corporation - Relationships with stakeholders 1 * research partners (including universities, fisheries research organisations, industry and private sector research providers, and investors) https://store.theartofservice.com/the-stakeholder-toolkit.html Fisheries Research and Development Corporation - Relationships with stakeholders 1 * the people of Australia (on whose behalf aquatic natural resources are managed, and as consumers). https://store.theartofservice.com/the-stakeholder-toolkit.html Fisheries Research and Development Corporation - Relationships with stakeholders The FRDC works with its partners to undertake program management effectively, to disseminate the results, and to assist with their adoption and, when appropriate, commercialisation. 1 https://store.theartofservice.com/the-stakeholder-toolkit.html Fisheries Research and Development Corporation - Stakeholder research priorities 1 One of the primary challenges for the FRDC is to gain a solid understanding of the needs and priorities of its stakeholders, many of whom come from a diverse range of sectors and operations https://store.theartofservice.com/the-stakeholder-toolkit.html Fisheries Research and Development Corporation - Stakeholder research priorities 1 To ensure a balanced portfolio, and to align with industry research priorities, the large majority of project applications are reviewed by the FRABs. Where possible, industry and fisheries management are directly engaged and integrated into the delivery of each project. https://store.theartofservice.com/the-stakeholder-toolkit.html For More Information, Visit: • https://store.theartofservice.co m/the-stakeholder-toolkit.html The Art of Service https://store.theartofservice.com