Stakeholder Analysis
1.
Description
Stakeholder analysis is a tool for systematically analyzing the existing interests and possible
influencing factors that play a role in an intended reform. Stakeholder analysis makes it
possible to identify the affected actors of an intended reform (so-called stakeholders) as well
as their interests and to decide how these interests can be included. Stakeholders can be
sources of knowledge and experiences who are included in the intended reform and take
responsibility in the reform process. In this way, any conflicts can be proactively avoided. For
this reason, the stakeholder analysis should be used in particular for intended reforms that
are sensitive for the public, require participation from the public or are internally controversial.
The affected actors/interests can be e.g.:

Charitable organizations (associations, organizations, etc)

Users of certain governmental services (citizens, companies, etc)

Providers of certain governmental services (authorities, business partners, etc)

Academia

Media
The following questions are answered in the stakeholder analysis:

Which actors/interests are affected by our intended reform?

What is the attitude of these interests to our intended reform?

How influential are these interests?

Do we want to or do we have to include certain interests? If yes, how can we include
them?
2.
Goals

Record actors and their interests systematically

Include important interest groups

Develop response capacities early

Counter possible conflicts
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3.
Procedure
1.
Make a list of the names of all the possible affected parties or interest groups and
specify which interests are represented by the respective stakeholders
2.
Assess the influence of these stakeholders according to low, medium or high influence
on the intended reform
3.
Assess stakeholders whether they are opponents or proponents of the intended reform,
or if they have a neutral stance towards the intended reform
4.
Represent the results graphically in a matrix (by using the template, metaplan
technique, etc)
5.
Decide which contribution individual stakeholders will make to the intended reform
(technical knowledge, methodological expertise, etc)
6.
Decide how the stakeholders will be included (information, participation, etc)
7.
Determine the concrete tasks that can be given to the stakeholders
4.
Application

Phase 1 – Strategy group:


-
Competence: Identify and include internal competencies; find a core group
-
Capability to implement: Identify important actors for the implementation of the
intended reforms; consider the nature and intensity of the inclusion
Phase 2 – Agenda Setting:
-
Competence: Identify actors and interests; recognize possible conflicts
-
Communication: Identify multipliers and include them (academia, media, etc)
-
Capability to implement: Gain actors for the reform; enter into alliances if
applicable
Phase 3 – Formulating and decision-making:
-
Competence: Define actors that are to be included in the implementation and
define tasks that can be given to the actors
-
Communication: Define actors that must be informed of the intended reform
-
Capability to implement: Define actors that could be proponents or opponents of
the intended reform; identify potential conflicts
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
Phase 5 – Impact evaluation:
-
5.
Capability to implement: Define actors that are already participating or that are to
participate in the future
Other sources
Bertelsmann Stiftung „Eine Stadt für uns alle – Handbuch zur Entwicklung kommunaler
Strukturen für die Jugendbeteiligung“ 2011. Accessible: http://www.bertelsmannstiftung.de/cps/rde/xchg/bst/hs.xsl/publikationen_88592.htm (Downloaded 18.03.2013).
Bundesministerium des Innern „Handbuch für Organisationsuntersuchungen und
Personalbedarfsermittlung“ 2007. Accessible: http://www.orghandbuch.de/ (Downloaded
18.03.2013).
Webseite mit Beispielen für Auswertungen der Stakeholderanalyse. Accessible:
https://www.openpm.info/display/openPM/Stakeholderanalyse (Downloaded 18.03.2013).
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