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7.1.3 Stakeholder analysis

As described above, the organisational self-assessment addresses the internal and external capacities of any organisation, and reveals its potential for participating in or contributing to the development of a national disability movement. The analysis of stakeholders and their relationships within the disability sector provides valuable elements for any organisation seeking to find an appropriate position within the system, and facilitates the choice of a partner organisation to implement joint activities. The type and the capacities of the partner organisation have a considerable influence on any joint project.

Aims

There is never one single stakeholder system, especially with regard to existing relationships; instead, there are always several, each of them corresponding to different perspectives and perceptions. And in a dynamic environment, each system is again influenced by the formation, merger and disappearance of local organisations/institutions.

The results of a stakeholder analysis depend mainly on the number and function of the people participating. The most interesting discussions and issues usually result from the bringing together of a group of people who are active in the field of disability, in an ideal scenario the representatives of important stakeholders. However, at the same time this approach is very time-consuming and requires a substantial amount of energy, depending on the group’s specific dynamics. This kind of exercise is in fact in itself already a capacity-building activity, independent of the results of the stakeholder analysis.

The stakeholder analysis may also serve as a means of data collection. Using the same tools with different stakeholders enables a complex picture to be built up composed of different perspectives and points of view.

Key questions

A stakeholder analysis may vary considerably in terms of intensity and extent; this depends on the objective and the approach chosen. In any case, the following questions and issues need to be discussed (see stakeholder analysis tools):

  • Who are the stakeholders of the disability movement? If there is no disability movement, who is important within the field of disability?
  • Who is an important stakeholder? Why?
  • What is their motivation, what is their vision?
  • What is the relationship between the main stakeholders of the disability movement/within the field of disability?
  • How does this influence the performance and the activities of the movement/the field of disability?
  • What is the influence of each main stakeholder on the disability movement/disability sector?
  • Who is responsible for what?      
  • Timeline: What is the history and evolution of the disability movement?

More information

James, Rick (1998): De-mystifying Organisational Development; Practical Capacity Building Experiences from African NGOs, INTRAC.

Gubbels, Peter and Catheryn Koss (2000): From the Roots up: Strengthening Organizational Development through Guided Self-assessment. World Neighbours. Available via: www.wn.org

www.capacity.org: Practice reports provide helpful hints on how to organise work.

International NGO Training and Research Centre: http://www.intrac.org/

International Development Research Centre: http://www.crdi.org/

www.eldis.org: “The Gateway to Development Information” offers numerous resources and manuals for download

QSTG (2000): Self-assessment Workbook: Measuring Success.

CIIR (2005): Capacity Building for Local NGOs. A guidance manual for good practice.

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