Investment climate reform in tajikistan
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gender-tajikistan
Chart 3:
Possible stakeholders Law or policy
Ministries Small
business Standards bodies Chambers of commerce International institutions Sector
associations Financial institutions Support agencies Donor
community NGOs
Large business
Task force Chart 4: Stakeholder interest and power Low interest - high power: Keep this group satisifed as they have a potential impact Low interest - low power: Generally you need to dedicate minimum effort to this group LOW
HIGH LOW
IN TER ES T H IG H High interest - high power: These are key players in any policy development High interest - low power: Keep this group informed of your activities Step 2. Assessing interest and power. Once there is a list of stakeholders, the next step is to evaluate them in terms of their current degree of interest in your policy and in terms of the degree of power or influence they have in one or more phases of the policy making and reform cycle. Then map the position of each stakeholder in the matrix on the left. Bear in mind that at this stage you are looking at the current situation, which may be subject to change. Each stakeholder will fall into one of the following four boxes, represented visually in Chart 3 (left). Box A includes stakeholders with a great interest in what you are doing but have low power and influence. Certainly you need to keep close to this group, ensuring they are kept informed about any policies or reforms under development and seeking their feedback. For example, these may be the very women entrepreneurs whom the proposed reforms will affect.
Box B includes those stakeholders with high interest and high power, who are critical for success. You need to ensure that they are on board, as they are likely to be key players. Box C includes those potential stakeholders who have neither great influence nor great interest in the current process and are, therefore, generally the least important group for you to engage with.
EBRD | A toolkit for policymakers and advocates 34 Box D includes those stakeholders, who, although they hold power and therefore potential influence on the reforms you want to bring about, are currently unaware or uninterested in the current process. As a minimum you will need to ensure that this group is satisfied with what you are doing and unlikely to oppose you. At best, you might be able to work towards bringing some of them over on to your side. Step 3. What needs to change? Now that you are clear about the current stakeholder landscape, you may think about whether this map needs to change. Are there key stakeholders with great potential power and influence that are currently unaware of what you want to achieve? Or worse, do they have both high power and interest but feel that your proposed reforms are unnecessary? Step 4. Desired outcome. Carry out a second mapping exercise in which you reflect the desired situation. Look at the stakeholders that you need to influence in order to move them into the desired box in the matrix. Step 5.
Engagement strategies. Once you have your second map, develop strategies to ensure that you achieve your goals in terms of influencing key stakeholders. LOW
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