For this discussion, use the two frameworks presented in this unit’s studies and construct a stakeholder analysis for a current or p

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Stakeholder Analysis

Stephen Samuels Hi, I am Stephen Samuels. This is Dugan Murphy and joining and me and Eric –. And as Professor O’Neill(ph) said, in working with stakeholder analysis project community of Madisonville. We came across this concept really, obviously, two ways. One is we met with Bob Mendlein, who is the president of Madisonville Community Council, and he, over the course of several meetings, some of you are a part of and some of you were not, expressed that one of the leading problems for Madisonville is a lack of collaboration and thus a lack of the ability to really take action steps. So with having Professor O’Neill along as part of the studio, we were able to have this process of a Stakeholder Analysis to implement.

With that, before I hand over to Dugan, I just want to point out the handout that was given to you. And I just want to kind of ground us in one element, which is the definition of stakeholder that was used throughout this process and it is written there at the top and it specifically is defined for this process as any organization or person who controls resources that are needed to accomplish an action or who can mobilize resources to prevent the action from occurring. This is a little bit, for many people, a different kind of definition for what a stakeholder was, and it was something that we had to continually remind people throughout our experience.

Murphy Dugan As Stephen already mentioned, the need for some kind of increased collaboration at Madisonville, on the poster that is what this section is all about, we just have a couple of quotes to exemplify the lack of collaboration as it exists in Madisonville between groups and existing stakeholders.

The Stakeholder Analysis Workshop coaches something we develop from text that was given to us. It is a workshop format that is already worked out. We worked off of that format to have our own workshop in February in Madisonville, at the rec center. This graphic at the bottom shows what we define as six steps to go through that process. Most of that process is on this matrix that is put together as we go along. We have everybody who is there identify what are the key issues in Madisonville. And then after we have defined what the key issues there, who are the people that need to be involved, the given, the definition of what a stakeholder is for our process. That is really the guiding principle as we go along.

Once we have a list of issues and a list of stakeholders that need to be involved, then it is a matter of just matching up which stakeholder is going to be involved for which issues. And that is where checks were placed on the matrix. We have now identified what they feel the top issues are. That is what this guy is doing here with the little orange (?) sticker, while just after that, while we are analyzing the matrix of what is happening, we present that to them. That is what this little bullseye is all about. That is one of the tools we use to explain which stakeholders have the most control over certain issues, which stakeholders just have influence, and which really only have a level of appreciation for the different issues.

And then, once we have analyzed the matrix then we can move on to defining action steps for them. That is what Joe is doing here. We picked the top issues and we did this in an abbreviated format. Stephen will go over it in more detail on the next poster.

The only last bit that I want to give before I pass it onto Stephen is a little of background really on our community development practices, because that is what the context is with the stakeholder analysis. It is a form of asset-based community development. Community development is something that is really a very late 20th century phenomenon. And asset-based community development is even more recent than that and it is really born just out of the prescriptions for urban blight that first people were really starting to pay attention to the early 20th century. It is a pretty simple trend and historical trends that I just laid out on the top there when really it is just going into urban renewal trends is one solution. But the problem with urban renewal, as a solution for urban blight, the community is disregarded. So then, community input planning was the trend that was more in the ‘70s and ‘80s where planners started taking input from the community. But now, we are getting into asset-based community development. And that is where it is really the people in the community driving for themselves.

Stephen Samuels Thank you, disco dude. I just want to point out so I do not forget, even though the two of us are presenting, I just do not want to devalue at all the contribution of Joe and Eric made. I am sure they are going to participate when you ask them a question, so they are a valuable part of this too.

This board really gets into the analysis and the results of the workshop. And as a result, I have really a lack of time because the stakeholder analysis could have gone on for days. We probably only had about an hour left in the morning to really dig deeper and find out what kind of action steps could be taken with the stakeholders that were identified. So to do that with such a limited amount of time, as Disco Dugan mentioned, based on how many docs they placed on issues, we chose blight and education to focus on. The group of community members brainstormed and out of the list of stakeholders that they had identified in the beginning of the day and based on the checks that they have made next to the issues, these here are the list of stakeholders that apply to blight and the list of stakeholders that apply to education.

And then, they brainstormed on action steps for each of these issues. And then, we are able to define how the stakeholders were — how they could contribute to these action steps. When one really stood back at the end of the day, the community was able to see, I think in a whole new light, how people can collaborate, how responsibilities can be divied up between the different stakeholders, how a stakeholder like, let us say the banks, can have a part of both program awareness and strategy and financing. I do want to point out that some of these are not identified as a stakeholder, and the only reason is because of the lack of time. We just said, “Okay, we have made some headway. Let us move on to the next issues.” We actually wanted to highlight that this is incomplete because there is a lot more work for Madisonville.

Male Speaker — because that is what has been on my eye.

Stephen Samuels Yeah. Well, we wanted to really make that fact. Thank you. The wonderful news is the community was so happy with what we did that Bob Mendlein has agreed to take the subcommittees of the Madisonville Community Council and delegate these issues to them. They can take the next steps and actually finish what we have started.

In closing, I just want to say that we gave everyone surveys at the end of the process, and we analyzed the results of their feedback. Of the five or six questions, we highlighted four that took place on our poster. The first one being that the definition of stakeholder used today helped made it clarify the roles that different organizations in Madisonville can take for collaboration and action.

The dark red indicates that they extremely felt that that was a true comment all the way to a yellow, which is indifferent. You can see if you look across the board that people have very positive response to the experience. This has, “As a result of this workshop, I am more confident that action can be taken.” A lot of people felt confident about that. The one that really had the best reviews were, “I would recommend this process for other communities.” We felt very proud of what we did knowing that people would perhaps do this again and suggest it to other places in Cincinnati. I think that is our closing.

Cite This Media

University of Cincinnati Niehoff Urban Studio

Credits

Course Subject Matter Expert:

Tammi Clearfield

Interactive Design:

Patrick Lapinski

Course Instructional Design:

Susan Morin

Project Management:

Andrea Thompson

Licensed under a Creative Commons Attribution 3.0 License.

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