3: Stakeholder Engagement
[Pursue] Engagement with Stakeholders. Other Information:
The private, voluntary and community sectors have considerable influence on citizen attitudes and behavior. These influences
must be transformed into partnerships which enable the market to deliver program objectives. This requires a “map” of all
stakeholders as part of overall business management. It is not enough to map and understand stakeholder relationships and
concerns. Classic models of ‘actor’ and ‘stakeholder’ also need to be re-assessed Leaders from all parts of the government
organization, as well as other organizations involved in the program, are motivated for the program to succeed and are engaged
in clear and collaborative governance mechanisms to manage any risks and issues. The development and delivery of an effective
Transformational Government program requires engagement with a very wide range of stakeholders, not only across the whole
of government but also, in most cases, with one or more of the private, voluntary and community sectors as well as with public
service customers. A significant effort is needed to include all stakeholders in the governance of the Transformational Government
program at an appropriate and effective level. The generic concept of ‘User’ that is dominant in traditional IT stakeholder
engagement models needs to be replaced by a model that disambiguates and identifies the different interests and concerns that
are at stake as well as the key groups of stakeholders in the development of any service. By clearly separating out key stakeholder
groups and starting to recognize and articulate their specific concerns as stakeholders (any individual’s role may vary according
to context), an understand can evolve of how stakeholders relate (in different roles): to each other; to various administrations
and services involved; to policy drivers and constraints; and how these all come together in a coherent ecosystem supported
by a Transformational Government Framework. See also “The Stakeholder Engagement Model” in Part III(a) of the [TGF Primer]
(“Guidance on the TGF Business Management Framework”). There is no single, correct model for doing this successfully, but
any conformant TGF program needs to make sure that it defines its own Collaborative Stakeholder Engagement Model which explicitly
articulates all of these elements: map all stakeholders, coupled with the structures, processes and incentives needed to deliver
full understanding and buy-in to the program, plus effective stakeholder action in support of it. Map All Stakeholders and
maintain this map as part of overall business management. The development of successful customer franchises within the Franchise
Marketplace will depend on the effectiveness of collaborative governance.
Indicator(s):
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