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YODI MAHENDRADHATA: The
Power of Engagement--

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Stakeholder Analysis.

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How do we actually
engage stakeholders

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to support successful
implementation of public health

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programs?

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That's the big question
we will try to address

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through the next few slides.

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But first, let me take you back
to the health policy triangle.

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The triangle basically suggests
that policies are influenced

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by policy content,
process, contexts,

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and actors or stakeholders.

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Now notice here that actors
and stakeholders are actually

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at the center of this
health policy framework.

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This underlines the
importance of stakeholder

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in policy engagement.

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Now in India, for example,
the [? polio ?] program

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was gearing up to reach the
last 1% of their population

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where polio was
still a challenge.

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Now at that instance, the
program officials came together

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with government officials,
community mobilizers,

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physician communities--
for instance,

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the Indian Associate
of Pediatrics--

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professional organizations,
religious leaders,

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a few families from
affected communities,

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and media partners.

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Together, they agreed that polio
can be eradicated, provided

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all the resources are
utilized in an intelligent and

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evidence-based way.

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So as stakeholders,
together, they

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agreed to advocate to
prioritize the issue,

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to actively contribute
to planning discussions

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across phases, and also to
provide funding or inclined

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resource or capacity.

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So clearly, effective
stakeholder engagement

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enhanced policy
support and ownership.

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Now in order to get to
an effective stakeholder

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engagement, we need
an understanding

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of power relations and potential
alliances and conflicts

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among stakeholders.

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Stakeholder analysis
is the process

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of identifying policies'
key stakeholders

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and assessing their interest
in the policies and the ways

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in which these stakeholders
may influence the policies'

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outcomes.

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Stakeholder analysis
provides the foundation

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for planning
stakeholder engagement

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throughout policy cycle.

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Now there are multiple
methods which can be utilized

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and can be adapted to
conduct stakeholder analysis.

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In general, the stakeholder
analysis process

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can be divided
into three phases--

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planning, conducting,
and analyzing.

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And we generally recommend the
following 12-step guideline

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for stakeholder
analysis, which have

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been proposed by Hyder et al.

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So here are the first three.

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First, articulate a
clear problem statement.

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What is actually the problem
that we are dealing with?

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Second, clearly define the
new policy to be considered.

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It should be clear
to everyone what

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is exactly the new policy
we are considering.

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Third, we need to
identify who are actually

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the key stakeholders
of the policy

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and systematically
consider categories

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of stakeholders--
internal stakeholders,

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external stakeholders,
and so on.

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Next, we should attempt to
identify different groups

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within an organization.

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So perhaps, we
have organizations

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already identified.

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But within those
organizations, we

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need to identify the
different groups that

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may have different perspectives
or levels of power.

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The Ministry of
Health, for example,

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is a very big organization.

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And you would have
different perspectives

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of levels of powers within
the Ministry of Health,

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for example.

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Next, having done that, we need
to articulate the current level

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of power or influence for
each of the stakeholders,

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and then also articulate the
type of power or influence

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for each of the stakeholders.

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Then we also articulate the
current level of agreement

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with the policy for
each stakeholder--

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to what level they
agree or disagree.

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And then we come to
the part of identifying

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the main concerns of each
stakeholder about the policy.

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And having done
that, we can start

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classifying the
stakeholders into one

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of the five categories, which
we will discuss in more details

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later on.

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Then we could move
on to articulating

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the main approaches.

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The main strategy is to actually
deal with the stakeholders

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and describe a plan to deal
with stakeholders, bearing

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in mind its type of
power and main concerns.

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And at the end, we
come to the part

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where we describe plans
to periodically repeat

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the stakeholder analysis.

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So those are the
12 steps in brief.

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But let me highlight again step
5 and 7, as these are critical.

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So just to remind you, step
5 is about articulating

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the current level of power or
influence for each stakeholder.

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OK, step 7 was
about articulating

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the level of agreement with the
policy for each stakeholder.

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So to help us do that, here
we have a nice metric, which

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should be able to help us in
articulating power and policy

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agreement for each stakeholder.

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Because based on
those two parameters,

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you could actually
position each stakeholder

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into the appropriate
boxes in this metric.

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This will then help us
classify the stakeholders based

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on implications for engagement.

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So the two dimensional
considerations

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would actually then allow us a
grid construction that defines

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five stakeholder categories.

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First, we have the drivers.

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These are those who have
high levels of agreement,

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and also high level of power.

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And then we have the blockers.

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They have high levels
of power, but they have

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a very low level of agreement.

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So they block things.

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And then you have
the supporters.

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They have high
level of agreement.

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They support the policy.

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But they have low
level of power.

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And then you have
the bystander, who

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have low level of agreement,
and also a low level of power.

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And at the center, you
have the abstainers,

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who have intermediate levels
of agreement and power.

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So articulation of
approaches or strategies

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to deal with stakeholders should
be based on the stakeholder

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category.

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So for example,
drivers should be

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empowered with provision of
resources and opportunities

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for influence.

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What do we do with the blockers?

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We should move them to become
supporters, abstainers.

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While for the
supporters, they should

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be involved at least in
discussion and technical steps.

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And both bystanders
and abstainers

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should be at least monitored
for opportunities to move them

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into more positive positions.

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Now at this stage, you should
be ready to actually try

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to do a stakeholder
analysis yourself.

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Now here we have a mini
exercise, which should only

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take you around 20 minutes.

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So please start by
reviewing a country program

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summary for an overview of
the context, key players,

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challenges, and then complete
a mini stakeholder analysis

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using these guiding steps.

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First, clearly define
the new policy,

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and then identify
the key stakeholder,

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and then articulate current
level of power and influence,

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articulate current
level of agreement,

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and then classify
the stakeholders

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into one of the five categories.

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If you are following
this course individually,

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you can do this mini exercise as
a thought process on your own.

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If you are following
this as a group,

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then you could actually simulate
a more realistic stakeholder

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analysis by working
this out with others.

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In any case, I'm sure, by
the end of the exercise,

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you would have a
better grasp of what

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it takes to do a proper
stakeholder analysis.

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Good luck.

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