Stakeholder Analysis Guidelines
In developing this document, Partnerships for Health Reform (PHR) addresses one asp ect of
manag ing the “politics” of the reform process: the need for information on key players who
have an investment in proposed r eforms. This is particularly important at the policy formula-
tion and legitimation phase of the policy process (see Figure 2.1). Policymakers and managers
can use stakeholder analysis to identify these key players or “stakeholders,” predict whether they
might support or block the imp lementation of health reforms, and develop strategies to pro -
mote supportive actions and decrease opposing actions before atte mptin g to i mple men t major
reform at the national, regional, local, or facility level.
The purpose of this document is to help policymakers, managers, and their working groups
follow an “objective” and systematic process for collecting and analyzing data about key health
reform stakeholders. It should be noted, however, that even the application of the systematic
methodology incorporated into these guidelines cannot prevent the information from being
somewhat subjective since stakeholder analysis is bas ed on what s takeholders communicate to
analysts. These guidelines, however, do include suggestions for checking the consistency of
answers and other mechanisms to ensure that the information is obtained and analyzed as
objectively as possible.
This document was developed using a thorough review of the literature on stakeholder anal-
ysis, political mapping, and policy process, as well as PHR field experience in conducting stake-
holder analyses. (Health reform stakeholder analyses were conducted with PHR support in
Ecuador and India.) The resulting document, therefore, includes instructions and tools that are
supported by both academic theory and real-world application.
These guidelines incorporate a methodology that yields useful and accurate information on
health reform stakeholders (and can be followed even when conducting a stakeholder analysis
with limited time or resources). The information resulting from the analysis can be used for the
Provide input for other analyses (i.e., strategic planning, institutional assessment, broader
Stakeholder Analysis Guidelines PDF
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