Stakeholder Engagement - 08 April Converted (Pages)

STRATEGIC STAKEHOLDER ENGAGEMENT
PRACTITIONERS' HANDBOOK
PUBLISHED BY:
OFFICE OF THE ASSISTANT CHIEF FOR CMO, G7
PHILIPPINE ARMY
Fort Andres Bonifacio, Taguig City
Landline: (+632) 845 9555 loc. 5724
Facsimile: (+632) 845 9555 loc. 5722
E-mail: cmo.og7.pa@gmail.com
og7_pa@yahoo.com
COPYRIGHT 2021
OFFICE OF THE ASSISTANT CHIEF FOR CMO, G7
Philippine Army
STRATEGIC
STAKEHOLDER
ENGAGEMENT
PRACTITIONERS' HANDBOOK
HEADQUARTERS
PHILIPPINE ARMY
Fort Andres Bonifacio, Metro Manila
J O S E FA U S T I N O J R
Lieutenant General PA
Acting Commanding General, PA
Subject : Promulgation
To : All Concerned
T
The Philippine Army (PA) conveys its earnest desire to reach
out to the Filipino people and bolster productive collaborations
with key decision-makers, who influence the course of military
operations. The PA’s Civil-Military Operations (CMO) are instrumental
in realizing the strategic objective of fostering stronger convergence
with the civilian sector, particularly with key stakeholders in order
to shape a favorable environment for the PA – loved by the people,
feared by the enemy.
The PA strives to craft handbooks and manuals that can be easily

understood by our soldiers especially those involved in CMO. This is
to further cultivate their competencies as major players in the PA’s
stakeholder engagement initiatives. The Philippine Army Strategic
Stakeholder Engagement Practitioners’ Handbook is a fitting follow-
up and reinforcement to the Philippine Army Stakeholder Engagement
Practitioners’ Handbook Series 2012, which expounds on stakeholder
engagement activities in the evolving security and information
landscape. This material will likewise aid Army troopers to capably
adapt to the changing times as they effectively carry out significant
CMO undertakings.
As responsible and reliable soldiers, we must pass on to the

next generation of CMO practitioners the knowledge, skills and right
attitude in the implementation of strategic stakeholder engagements.
It is imperative to use this handbook to achieve a sound understanding
on the context of stakeholder engagement and its value in the PA’s
current lines of effort aimed at gaining more popular support in
pursuit of national peace and development.
The organization highly commends those who conceptualized

and painstakingly researched the materials for the publication of this
handbook - a timely and relevant CMO product that complements the
non-traditional roles that our soldiers play in the national arena.
HEADQUARTERS
PHILIPPINE ARMY
OFFICE OF THE ASSISTANT
CHIEF OF STAFF FOR CMO, G7
PATRICIO RUBEN P AMATA

COL GSC (INF) PA
AC of S for CMO, G7
FOREWORD
A
s the Philippine Army seeks to enhance its pursuit of
"Bridging Gaps: Forging Partnerships" with our stakeholders,
it is of paramount importance to fortify the foundation of our
relationships and stakeholder confidence so that our engagements
need to be of high quality.
In establishing an environment of peace and harmony, the

Philippine Army, through its Civil-Military Operations (CMO), bears
in mind the significant role of its internal and external stakeholders
in the way we do our business. This handbook contains substantial

information that will help and guide our practitioners in planning,
designing, and implementing stakeholder engagement strategy.
Equipped with the conducive approaches and tactical steps

needed in fortifying symbiotic relationship to key decision-makers
and influencers, this handbook is vital in preparing our Army
troopers in building continued partnership both in the regional and
national level. As the Philippine Army pursues to conduct strategic
engagement plan, this handbook is constructive in advancing the
communication and public relations skills of our practitioners. It
seeks to guide the troops in building relationships with stakeholders
from the start of the engagement process through to the end to
build stakeholder engagement good practices accross all levels of
the organization.
Let this book remind us of the relevance of a strategic

stakeholder engagement in achieving genuine peace and security.
Thus, let us all keep in mind that attainment of a purposive alliance is
significant in building a nation of harmony and lasting peace.
ACKNOWLEDGEMENT
T
his handbook was a realization of the tireless efforts, commitment
and dedication of individuals with lofty and noble ideals for the
betterment of Civil-Military Operations, particularly those in conflict-
affected areas that continue to serve our countrymen, risking their life
and limbs just to accomplish the mission in making each community
conducive to just and lasting peace.
The Office of the Assistant Chief of Staff for Civil-Military

Operations, G7, Philippine Army as well as the authors express their
profound gratitude and grateful appreciation for the invaluable efforts
and assistance extended by following individuals in the preparation and
completion of this handbook.
First, to COL PATRICIO RUBEN P AMATA GSC (INF) PA, the AC of S

for CMO, G7, PA whose sterling leadership, clear focus and timely inputs
continuously guided us in finishing the handbook amidst all difficulties
especially during the Enhanced Community Quarantine (ECQ) in the
Headquarters, Philippine Army that was brought about by the Corona
Virus-19 (COVID-19) pandemic.
COL VICTOR M LLAPITAN MNSA (INF) PA, COL RICO O AMARO

GSC (INF) PA, LTC CHARLES DZ CASTILLO GSC (INF) PA for their
professional guidance, encouragement, and contributions which helped
us complete the handbook.
All the Branch Chiefs and Officers of OG7, PA namely: MAJ VIRGILIO
O PEREZ JR (INF) PA, Chief, Integration Performance Evaluation Branch;
MAJ MICHAEL JAMES DL NAVARRO (CAV) PA, Chief, Plans and Programs
Branch; MAJ ELMAR L SALVADOR (INF) PA, Chief, Admin Branch; MAJ
REGIE GO, Chief, Psychological Operations Branch; MAJ FRANCO
8
SALVADOR M SUELTO (INF) PA, Chief, Plans and Research Branch;

MAJ EDGEL DEVERA, Chief Civil Affairs Branch; and CPT NILBERT N
DAGPIN (INF) PA for their valuable contributions, comments, inputs and
suggestions for the completion of this handbook.
The research staff of OG7, PA, namely: Ms. Nicole N Matib, Ms. Verna
Mae De Los Santos, and project-based writer, Ms. Bernadette Patañag
and graphic artist, Mr. Harold E Canlas for their indefatigable and selfless
work to make the handbook a reality.
Other Officers, Enlisted Personnel and Civilian Employees from

different offices and units of the Philippine Army who have provided us
with research materials, documents, reports and their own accounts of
different Strategic Stakeholder Engagement perspective.
Our families, friends and colleagues who believed in our work and
supported us all the way. Their encouraging words and full understanding
during extended hours and “burning of the midnight oil” contributed to
our stamina and served as inspirations to barrel down to the challenges
and obstacles along the way.
And most especially, to God and Allah for the infinite wisdom,
strength, and excellent health; and to whom we offer the power, honor
and glory now and forever. Ad Majorem Dei Gloriam.
With sincerest gratitude and appreciation,

PRACTITIONER'S HANDBOOK TEAM
CONTENTS
LETTER OF PROMULGATION
PREFACE
ACKNOWLEDGMENT
INTRODUCTION UNDERSTANDING STAKEHOLDER 13

ENGAGEMENT
CHAPTER 1 STRATEGIC STAKEHOLDER 19

ENGAGEMENT PROCESS
CHAPTER 2 SIX-STAGE STRATEGIC PROCESS TO 23

STAKEHOLDER ENGAGEMENT
CHAPTER 3 METHODS AND APPROACHES 58

TOWARD A STRATEGIC STAKEHOLDER
ENGAGEMENT
CHAPTER 4 KEY SUCCESS FACTORS AND PITFALLS 77
CHAPTER 5 CONCLUSION 84
REFERENCES 85
GLOSSARY 87
LIST OF ACRONYMS 90
LIST OF APPENDICES 90
APPENDICES 91
EDITORIAL BOARD & STAFF 106
INTRODUCTION
Understanding Stakeholder Engagement
I
n this handbook, “Stakeholder” is defined as any individual or group
that has an interest, can affect or is affected by the achievement or
mission of the Philippine Army organization’s unit project, operational
plan or program’s objectives, actions, and strategy directly or indirectly.
They can be internal or external in management, administrative, or
executive levels. In military context, the influence of the stakeholder can
impact military strategies and plans at operational and strategic levels.
For instance, when Civil Military Operations Officers execute the AFP’s
Development Support and Security Plan (DSSP) Kapayapaan, the role of
the different stakeholders are important as it highlighted the support of
civil authorities and other stakeholders to sustain peace.
Stakeholder Engagement (SEn), on the other hand, can be described

as ‘an organization’s efforts to understand and involve stakeholders
and their concerns in its activities and decision-making processes,’
as articulated in AccountAbility’s AA1000 Stakeholder Engagement
Standard. It is ‘the process used by an organization to engage relevant
stakeholders for a clear purpose to achieve agreed outcomes.’ Recognized
as a fundamental mechanism for accountability, transparency, and
inclusivity, it obliges an organization to involve stakeholders in identifying,
understanding and responding to sustainability issues and concerns, and
to report, explain and answer to stakeholders for decisions, actions and
performance. SEn can be used to describe ‘the process of identifying,
mapping, prioritizing, assigning, engaging and reporting on interactions
with a stakeholder.’
11
As essential as it is, engaging the stakeholders is far from easy.

Stakeholder engagement is one of the core approaches in ensuring that
the Army Transformation Roadmap (ATR) is continually achieving or
embracing its purpose of “to transform the Philippine Army (PA) into
a credible, reliable, responsive, more capable and more professional
Army committed to its mandate of serving the people and securing the
land.” Mistakenly viewed as a public relations (PR) or communications
exercises, stakeholder engagement must be viewed as an invaluable and
efficient tool in the organizational strategy development process. As
an organization, all relevant plans, programs or project must integrate
stakeholder engagement for strategy development.
Engaging with stakeholders paves way for securing a wide range of

benefits for the Philippine Army (PA). As a forward-looking organization,
the PA understands the importance of stakeholder engagement in
a fast-changing PESTEL (Political, Economic, Social, Technological,
Environmental, Legal) context, and its value to the overall performance
of the organization. Furthermore, it enables the whole organization to
reassure the stakeholders that it is aware of the prevailing issues and
concerns, and for most cases, be essential in solving problems. Thus, the
outcomes of the engagement activities to be conducted by the Army
units shall formally shape the organization’s Vision and Core Purpose,
notably in terms of:
● the overall mission of the PA and/or its units;
● the vision, scope, and definitive objectives of the unit’s stakeholder

engagement strategy;
● the commitment of the stakeholder organizations to engage with

and the audiences to focus on; and,
● the capacity development and resources management necessary.
12
KEEP IN MIND
Part of understanding Stakeholder Engagement is to distinguish

it from the other types of interaction: crisis management and
stakeholder management. Figure 1 outlines the characteristics of
these three types.
Crisis Management is a process designed to prevent or lessen

the damage a crisis can inflict on an organization and its stakeholders
and can be characterized by a ‘willingness to be open to change.’
Stakeholder management, on the other hand, is the process of
maintaining good relationships with stakeholders. With the use
of this process, an organization can either seek to mitigate risk
or exploit new trends to identify and establish new opportunities
through the use of meaningful stakeholder engagement.
FIGURE 1. Differentiating Crisis Management, Stakeholder Management,

and Stakeholder Engagement
Adapted from Stakeholder Engagement: A Road Map to Meaningful
Engagement by Cranfield University School of Management
Stakeholder engagement is inclusive, interactive, encouraging

and prepares the organization and/or stakeholders to change.
13
WHO IS A STAKEHOLDER?
Remember that a stakeholder is someone (or a group) who affects

or is affected by the organization’s plans, projects, and/or activities. It
can be within the organization (internal) or outside the organization
(internal or external). Internal stakeholders include the Commanding
General, high-ranking officers, civil-military operators, enlisted personnel,
non-commissioned officers, and the whole organization members who
may engage with the external stakeholders. External stakeholders may
include suppliers, development agencies, private business owners,
nonprofit organizations, civil society organizations (CSOs), non-profit/
non-government organizations (NGOs), and the communities impacted
by the PA operations.
WHO SHOULD USE THE HANDBOOK?
It’s no secret that the efficient and effective stakeholder engagement

is one of the key elements to the success of Philippine Army’s ‘winning
the peace’ goal in the past years.
The Philippine Army communicates with a broad realm of internal and

external stakeholders in every aspect of their campaign plan operations.
One example is the Internal Peace and Security Plan (IPSP) Bayanihan
which was anchored on stakeholder engagement and partnership during
its implementation. This resulted to its continuation to take part in the
AFP’s campaign plans in line with the Development Support and Security
Plan (DSSP) Kapayapaan. More importantly, stakeholder engagement
plays a big role in the government’s implementation of the National
Task Force to End Local Communist Armed Conflict (NTF-ELCAC) by
institutionalizing the whole-of-nation approach in attaining inclusive and
sustainable peace in the country.
This handbook is written primarily to support the whole Philippine

Army (PA) organization, including: PA Infantry Division, Brigade, Battalion
14
units, Civil Military Operators, Civil Military Operations (CMO) officers,

and other practitioners. While this is written to assist the Army on its
strategic stakeholder engagement efforts, it will also be informative to all
engaging stakeholders and to other major services in the Armed Forces.
The users will be generally called as ‘practitioners’ in this document.
HOW TO USE THE HANDBOOK?
This handbook is a follow-up to the Stakeholder Engagement

Practitioners’ Handbook published in 2012. Therefore, it is important that
the users of this handbook have read the said document. In this follow-
up handbook, the word “strategic” is added because it is designed to
provide strategic advice and well-planned step-by-step process to the
users or practitioners.
This ultimate guide is a strategic tool designed to support the

organizational efforts in stakeholder engagement, whether for the first-
time or as a refresher when revising an existing engagement strategy.
As a starting point, this document will help the practitioners in planning,
designing, and implementing their engagement strategy. This handbook
is structured into an introduction and five parts which are as follows:
Introduction: Understanding Stakeholder Engagement
Chapter 1: Strategic Stakeholder Engagement Process
Chapter 2: Six-Stage Strategic Process to Stakeholder

Engagement
Chapter 3: Methods and Approaches Towards A Strategic

Stakeholder Engagement
Chapter 4: Key Success Factors and Pitfalls
Chapter 5: Conclusion
15
THINGS TO CONSIDER
Practitioners should be able to answer the following questions in

preparation for the next parts of this handbook:
● Who are our stakeholders?
● What are the benefits we can expect from the engagement?
● What information sources do we already have about our

stakeholders and their views?
● Armed with this information, what are the methods to be used in

engaging the key stakeholders?
● What does the organization need to do to maximize chances of

accomplishing the mission?
● How does the organization learn and continuously improve

meaningful stakeholder engagement?
KEEP IN MIND
In this handbook, the word ‘strategic’ is used to describe Stakeholder

Engagement as carefully planned or designed. On the other hand,
‘strategy’ is used to provide a plan of action or approach in the SEn
process. ‘Engagement Strategy’ is the second stage of the whole
‘strategic’ SEn process.
16
CHAPTER 1
Strategic Stakeholder Engagement Process
T
here are multiple reasons to engage stakeholders. Figure 2 depicts
the wide range of reasons why an organization primarily uses SEn in
their operational activities.
FIGURE 2. Stakeholder Engagement: From Risk Management

to Strategic Positioning
Adapted from SRA, UNEP, and AccountAbility 2005.
As shown above, to have a strategic positioning on SEn, the

organization needs to engage the stakeholders in order to seek solutions
and to reconcile dilemmas; to establish credibility and role as partner in
solutions; and, to innovate and develop new operational approaches. SEn
can improve trust and rapport building with the stakeholders; therefore,
can help to the following means (Ceres and the FRP, 2007):
1. Anticipate and manage emerging issues

2. Promote productive collaboration with stakeholders
3. Improve decision-making and operational performance
17
STAGES OF STAKEHOLDER ENGAGEMENT PROCESS
The SEn Process is a roadmap to a significant engagement of the

Philippine Army. The process shown below is designed in order to develop
the Stakeholder Engagement Strategy of the Philippine Army and its units.
Loosely based and similar to existing SEn processes, the figure shows the
six stages for building the stakeholder engagement strategy represented
in a circular flow because of its non-linear attribute; it is an iterative
process in which an organization learns and improves its capability to
perform SEn, where lessons from past experience will then shape future
planning and engagement.
6 Stages
of PA Strategic
Stakeholder
Engagement
Process
FIGURE 3. Six Stages of PA Strategic Stakeholder Engagement Process
18
This SEn process is contextually applicable to the operational

environment of the Philippine Army and its units. It is not intended to be
prescriptive but rather it is meant to build a proactive two-way process
between the organization and the stakeholders. Briefly, below are the
short details of each stage:
Stage 1 – Planning and Analysis: To initially plan and understand the

opportunities and issues for stakeholder engagement;
Stage 2 – Engagement Strategy: To set the vision, what the

organization want to achieve, level of ambition, objectives, how to
engage, and core engagement principles;
Stage 3 – Stakeholder Mapping: To identify, analyze, and map

the stakeholders to engage (or not engage), and select strategic
engagement approaches to your stakeholders;
Stage 4 – Preparation: To prepare the organization internally and

externally in implementing the engagement strategy;
Stage 5 – Stakeholder Engagement Plan: To implement the

engagement strategy and to ensure its documentation, help develop
an action plan to translate the findings, insights, etc. from the
engagement into deeds; and,
Stage 6 – Measuring Progress and Continuous Improvement: to

ensure transparency and to assess the engagement strategy and
SEn plan implementation, and to continuously improve or adjust if
necessary.
19
SETTING THE STAGE
Before planning and designing your engagement strategy, it is

important to consider the operational landscape and understand what
SEn means to your unit or office, including your goals or objectives, level
of commitment, and the roles of the involved people in the engagement.
SEn is both a commitment and a process which requires a shift in military
mindset from treating stakeholders’ roles in the organization as “just”
external stakeholders to considering them more as “key collaborators
or partners” in the whole SEn process, making it a two-way information-
dissemination process.
By ‘setting the stage,’ identifying the key players in the organization,

from its team leader to operators, and their roles in the SEn process are
important. in the SEn process. There may not be widespread understanding
of this within the organization, which may need to develop internal
capacity and buy-in before launching engagement activities.
KEEP IN MIND
At the beginning of the SEn Planning Process, the team leader

or main practitioner needs to identify, communicate, and reach out
internally to ensure that the whole team have the time to plan and
prioritize the process, and understand the expected outcomes of
the engagement strategy.
20
CHAPTER 2
Six-Stage Strategic Process to
Stakeholder Engagement
T
he SEn process broadly discussed in the previous part has been
developed to show how the Philippine Army can initiate and sustain
shared yet constructive relationships or partnerships over time
with the stakeholders. SEn should be regarded like a project planning
process with adequate steps or stages, and should be iterative, allowing
engagement to benefit both the organization and the stakeholders.
STAGE 1 – PLANNING AND ANALYSIS
Once the practitioner/s and his team have set their pre-planning
actions or preparation, it’s time to go deeper into the Planning and Analysis
stage and consider what they want and need for stakeholder engagement.
This stage involves identifying the issues you want and need to address,
and the stakeholders that you would like to prioritize in the engagement
process. A mindful planning, initial assessment, and identifying of key
issues and concerns are essential in this stage since these information are
the initial building blocks needed for a successful SEn.
THINGS TO CONSIDER
PLANNING STAGE PREPARATION
The following questions must be answered in this stage by the

practitioners:
● What do we want to achieve? What is the time scale for

achieve results
● What are the key issues and concerns to be addressed?
● Does the organization have any experience of engaging on
21
these issues in the past? What can be learned from that experience?
● Who are the affected individuals and communities to
engage?
● Is there any previous experience, either positive or negative,
of engaging with these stakeholders and what can be learned from
that experience?
● What means and methods for SEn would be more effective?
● What are the potential obstacles or challenges? Are these
already identified?
● What are the skills, knowledge, and attitudes (SKA) of the
practitioners/organization in SEn?
Mitchell, Ages and Wood Model illustrated below is one of the common
stakeholder engagement techniques that gives the initial categorization
or segmentation of stakeholders.
FIGURE 4. Stakeholder Typology based on a Diagnostic of up to Three Attributes:

Perceived Power, Legitimacy and Urgency
Source: Mitchell, R.K.,Agle, B.R.,Wood, D.J. (1997), "Toward a theory
of stakeholder identification and salience: defining the principle of who
and what really counts",
Academy of Management Review, Vol. 22 No.4, pp.853-86
22
The model can help the organization to assess with whom it should
interact. In this model, Mitchell suggests that a stakeholder (or a group)
has power when it can impose its will on the company or organization,
most especially through the control of resources; legitimacy implies that
a stakeholder reflects the prevailing opinions and beliefs of society; while
urgency is characterized as stakeholder sensitivity to the response time of
managers (or practitioners). For example, those stakeholders with power
may be tapped as champions or influencers because of their ability to gain
public attention or support. Stakeholders that establish legitimacy and
stakeholders demanding urgency may be tapped based on their opinions
and beliefs on issues that could affect the practitioner and its organization.
In order to utilize this model and identify the stakeholders to be

prioritized in such segmentations, the practitioner may consider the
stakeholders’ level of interest, influence, and salience. Interest is ‘the
degree to which the stakeholders are motivated by and mobilize around an
issue’; influence is ‘the ability of stakeholders to galvanize public interest
and receptivity of the public to an issue’; and, salience is the degree to
which organizations feel that an issue, and a stakeholder’s stance on an
issue, is of importance or relevance to them.
FIGURE 5. SWANs and OWANs

Source: Prof. Andy Neely, Cranfield University, School of Management, UK.
23
Noting that stakeholders are not precisely homogenous, also part of

this stage is to identify the stakeholders’ ‘wants’ and ‘needs’ in relation to
the organization’s. To help get this information, the SWANs and OWANs
approach (see Figure 5) of Prof. Andy Neely of Cranfield School of
Management can be used in providing a mechanism to identify SWANs
or Stakeholder Wants and Needs, and OWANs or Organization’s Wants
and Needs. Figure 6, on the other hand, provides questions to show
how identifying SWANS and OWANS can help shape the organization’s
performance in terms of strategies, processes, and capabilities.
FIGURE 6. SWANs and OWANs: The Performance Prism

Source: Prof. Andy Neely, Cranfield University, School of Management, UK
KEEP IN MIND
At this stage, potentially sensitive information may need to

be collected through third parties as it is important not to raise
expectations unnecessarily before a final decision on whether
to engage or not has been taken. The careful management of
expectations is crucial to the future chances of successfully engaging,
as the nature of expectations themselves can significantly influence
future outcomes.
24
HELPFUL TOOLS
As part of building up the initial information about the

stakeholders, basic profiling of the local community stakeholders
may be done since the organization is mostly engaging conflict
affected areas (CAAs) and community beneficiaries of government
services such as PAMANA, 4Ps, etc. The listing of the stakeholders
within the AOR would also help in knowing the sectors where they
belong. Appendices A and B provide template tables that you can
use to do this. The output of these templates can be used on the
latter stages of your engagement process.
STAGE 2 – ENGAGEMENT STRATEGY
A concrete SEn Strategy means a strategy that effectively manages

the stakeholders, without negatively impacting the organization or its
particular plans or programs, and vice versa. The concept of ‘win/win’ may
be a strategic consideration while developing your strategy, by finding a
middle ground for an apparent ‘mismatch’ of interests, leading to a win-
win outcome.
INTERNAL PREPAREDNESS AND ALIGNMENT WITH

STAKEHOLDERS
It is important to recognize that the SEn strategy’s success may be

achieved when both of the interests and objectives of the organization
and the stakeholders can be aligned. Moreover, establishing an internal
stakeholder management team to take on the SEn mapping, SEn planning,
strategic communication planning, and analysis and as a support unit will
help create a more coordinated and strategic approach for the whole
organization to facilitate both internal and external communication;
hence, leading to the need of internal skills training and development, and
capacity building, as coupled with leading support.
25
HISTORY OF ENGAGEMENT
Looking at your organization’s engagement history is the first

thing that you may do to have a baseline information for your strategy
development. It is crucial to examine any previous efforts between your
organization and the stakeholders, and determine the issues, challenges,
and lessons learned from these. Whether positive or negative, such prior
experiences to impact on the likelihood of success of the present and
future engagement efforts.
TO-DO NOW
Look at your previous engagements and answer the following

questions:
WHAT:
● Were our previous attempts successful?
● Did they fulfill our objectives?
● What performance indicators support this assessment?
● What mistakes did we make during our past engagements? What
did we miss?
HOW:
● Were the formats appropriate? Did they address stakeholders’
concerns?
● Are there ways we can achieve the same objectives by using
resources more effectively? What would we do differently?
WHO:
● What did we learn about stakeholder expectations? Did we address
them?
● Have we provided feedback to our stakeholders? Is the feedback in
an appropriate form?
● Which internal stakeholders need to be more involved? How?
WHY:
● What were the drivers for engagement? Was there a specific
context? How might these have evolved over time?
26
The template below can record and assess information, showing the
impact of previous interactions between organization and stakeholder.
Communication History Stakeholder Stakeholder Stakeholder

with Stakeholder 1 2 3
Most recent communication
Frequency of communication
Nature of communication
Impact on stakeholder
relations of communication
Issues raised by stakeholder
Manner issue is addressed in
Subsequent response from

stakeholder
LEVEL OF AMBITION
Part of preparing your engagement strategy is to assess the level of

expectation for a given engagement activity that you will put on your
engagement plan. Figure 7 shows the level of ambition to help you situate
all future activities and to decide which stakeholders require a priority
level of engagement during the mapping process.
27
FIGURE 7. Level of Ambition

Adapted from BSR Stakeholder Engagement Strategy dated October 2011
The table (BSR, 2011) below shows the example actions of every level
of ambition for a particular engagement. Using the diagram above, you
can decide on your level of ambition for your stakeholders.
Level of
Description Example Actions
Ambition
Check-in Maintain current Engagement will help check in
communications and refine level of disclosure
practices. on topics where there are
already communication
practices in place.
Modifying Adapt communications Identify new topic areas that
Communications to meet stakeholder require reporting.
expectations.
Transparency Provide assurance to Identify ways to ensure levels
satisfy stakeholder of confidence and trust
concerns. around information shared
with stakeholders.
Modifying Change some Obtain new ideas to meet
Performance organizational processes specific needs.
and practices in
response to stakeholder
feedback.
Transformative Fundamentally change Gather intelligence to operate
Engagement organizational strategies major transformational
and models. changes in the organization
model or strategy.
28
FIGURE 8. Stakeholder Engagement Strategy Map
29
STAKEHOLDER ENGAGEMENT STRATEGY MAP
With internal alignment and a common understanding of the

purpose of SEn, you can move on to developing your SEn strategy map
which is structured into five connected areas: why engage, what the
organization wants to achieve, strategic objectives, how to engage, and
core engagement principles which capture how the strategy shall be
implemented.
Why Engage
The following statement will help you come up with the reason/s
why the organization shall engage the stakeholders:
● To understand the motivation behind the engagement and how it will

benefit the organization and stakeholders;
● To build a strategic vision that will eventually clarify the objectives you
are trying to achieve; and,
● To focus on where SEn can have the biggest impact on the overall
operations of the organization.
EXAMPLE:
Why We Engage: To effectively understand and include the

needs of our stakeholders in the current organizational efforts
and operations in an inclusive and responsive way.
What We Want to Achieve
This is the area in the Strategic Map in which the organization needs
a more ambitious approach to SEn, to achieve an ideal collaboration with
the stakeholders and create concrete change for the organization, the
stakeholders, and even the affected communities.
30
EXAMPLE:
What We Want to Achieve: To be at the forefront of

engagement practice by increasing our insights through
partnerships and collaboration, and taking action to achieve
the unit mission for both the stakeholders and society.
Strategic Objectives
When determining the objectives for your strategy, the following

questions can be considered grouped under three headings:
EXPERIENCE: How can we improve the organization’s previous SEn

experiences, strategic decision-making, and practices?
ACTION: What are the current priorities in engaging stakeholders?

What important actions can we take to create positive changes in the
organization’s approach to SEn?
FUTURE: Where does engagement fit in the organization? How can

the organization work with stakeholders to strategically shape a resilient
and more secured Philippines?
EXAMPLE:
Strategic Objectives
EXPERIENCE: Work with stakeholders in the organization’s
planning and service delivery, and strive to achieve mutually
agreed outcomes
ACTION: Develop consistent and transparent processes to

capture, act on, discuss and feedback on stakeholder input
FUTURE: Actively participate and remain committed in

advocating SEn change for the benefit of the organization and
the stakeholders
Note: In every heading, there can be more than one objective,

depending on the organization’s targets
31
How to Engage
How you engage may be a one-time activity or engagement or

a start of an ongoing, iterative process, depending on the overall
vision and level of ambition (proactive or reactive) reflected on the
organization’s engagement strategy map. Defining cost-effective and
impactful SEn activities is crucial in this part because its depending on
the organization’s allocated resources in SEn.
Engagement could take the form in a single meeting or involve the

creation of a continuing dialogue mechanism such as a stakeholder
advisory board. While both approaches have value, they are responding
to different needs. The approaches will be further discussed in more
detail in later stages.
Core Engagement Principles
Establish core engagement principles that explain the way the

organization engages its stakeholders, deliver strategic vision by defining
the culture to develop and the behaviors to adopt. The following example
of principles will help the organization to choose and come up with their
core defining principles for their stakeholder engagement:
Shared Trust (or Confidence): The need to build mutual trust or

confidence between organizations and stakeholders is a fundamental
part of the whole engagement process. It has grown much more
pressing amid plunging public trust in government, business, and
the media; hence, shared trust (or confidence building) is one of the
most applied principles in SEn.
Focused: Expectations ought to be clear, reliable, and realistic. Thus,

engagement goals should be relevant and focused in order to ensure
alignment.
Timely: To ensure that the perspectives of stakeholders can inform

the outcome of the decisions or SEn results that might affect them,
engagement should be conducted in a timely manner.
Representative: The engagement should be structured in a way that

enables the perspectives of diverse stakeholders to be considered,
by establishing contacts or representatives from the different sectors
or identified stakeholders
32
Inclusive: Organizations should ensure that engagement reaches and

involves others, by giving them value in the engagement process.
Diversity is important in SEn that is why considering the vulnerable
groups as human rights defenders, women, youth, minorities, and
indigenous communities shall be considered as part of the identified
stakeholders.
Respectful: In the context of stakeholder engagement, respecting

means listening as well as sharing, and using an engagement
approach that is culturally sensitive and accessible to all participants.
This means considering context, location, format, and language.
Transparency: This encourages a culture of value, honesty, and

flexibility in the engagement process. Once the relationship is
established, the organization should be transparent, and engagement
notes, actions, and outcomes should be shared with stakeholders,
especially for activities involving both parties.
Consultative: Recognizing the importance of consultation, shared

knowledge and expertise, this principle improve the stakeholders’
relationship and eventually develop joint learning experience or
process.
Relevance: Dealing with issues of significance to both the

stakeholders and the organization, issues and concerns should be
discussed in a complete and responsive manner.
Involvement: Based on mutual respect and trust, establishing broad

involvement, collaboration, and working for mutual benefits and
outcomes should also be considered.
EXAMPLE:

● INCLUSIVE
● PURPOSEFUL
● TIMELY
● RESPONSIVE
● REPRESENTATIVE
Note: Principles may also be on a phrase format.
33
● Build partnerships based on mutual trust and confidence
● Support stakeholder engagement that is well-informed
● Share knowledge and develop joint learning experience
WHAT’S NEXT?
After you have reviewed your engagement history, decided on a

level of ambition based on your overall strategic vision, and clarified the
objectives for the engagement, the next stage is Stakeholder Mapping.
HELPFUL TIPS
DOs:
● Link engagement strategy to your organization’s strategic
community plan
● Focus internally before externally (gain buy-in, find champions).
● Learn from past experience, both successes and failures
DON’Ts:
● Decide on stakeholders before deciding on your objectives
● Jump directly to choosing an engagement format
● Ignore internal concerns
34
STAGE 3 – STAKEHOLDER MAPPING
Mapping is an important stage of the whole engagement process

because this is where the organization can identify and understand
who the key stakeholders are, where they come from, and what their
relationship is to your organization. To be effective, this process should
be anchored on your overall organizational vision and strategic objectives
discussed in the previous pages.
Stakeholder mapping has two functions: first, to identify the range

of different stakeholders; and second, to clarify their interests, issues
of concern, and relationships to your organization. As a collaborative
process of research, analysis, debate, and discussion, stakeholder
mapping draws from multiple perspectives to determine a key list of
stakeholders across the entire stakeholder spectrum. Mapping can be
broken down into four phases as shown in Figure 9:
FIGURE 9. Four Phases of Stakeholder Mapping

Adapted from BSR Five-Step Approach to Stakeholder Engagement
The process of stakeholder mapping is as important as the result of

the whole engagement process, but it heavily depends on the tactics,
methods, approaches and attitudes of the people participating. Ideally,
the mapping process should include stakeholders that have expressed an
interest in your organization’s activities, products, and services, as well
as other potential interested stakeholders that you may wish to engage
or believe should be involved in.
35
HELPFUL TIPS
1. Mapping can be conducted to varying levels of depth.

Organizations often undertake comprehensive mapping exercises
of their entire stakeholder landscape, and then map the results
to an engagement approach or tactic. Alternatively, for a one-off
stakeholder event, the mapping can identify who should attend,
given the goals and level of ambition of the exercise.
2. Developing a stakeholder map and brainstorming a list of

stakeholder categories can help you in this stage. You can group
your stakeholders into categories and subgroups depending on
their sector, geographical location, or based on knowledge of
their interests and/or level of engagement.
3. The Stakeholder Mapping Worksheet can also help the practitioner

facilitate in understanding and sorting out its interaction with
stakeholders. Appendix C illustrates a sample worksheet to be
filled out by the practitioner.
4. Gather a cross-functional group of internal participants to

engage in this process. Identify sources external to the company
who may have important perspectives on the issues, and consult
these sources for input and participation. Finally, identify an
individual (internal or external) who can facilitate your work
through the following activities. Capture all your work in writing
to help with future steps.
Tips adapted from BSR Five-Step Approach to Stakeholder Engagement
IDENTIFY STAKEHOLDERS
The first step in the mapping process is to get your team together and
list the stakeholders. There are numerous tools or techniques to identify
your stakeholders such as brainstorming, mind mapping, stakeholder
lists, and others. In this step, do not exclude any stakeholder groups yet,
regardless of whether you have good relationships with them or if they
are willing to engage. Be open to the fact that your map of stakeholders
will likely expand as you continue to engage.
Note that the final list will depend on your organization, its impacts,
and your strategic vision and objectives. It should not remain static
over time, but should change as the external environment evolves and
as stakeholders themselves make decisions, shift focus, or change their
opinions.
36
Who are Stakeholders?
Stakeholders are organizations, interest groups, households, and

individuals who are likely to: (1) Be affected, either directly or indirectly,
by a project, plans, or programs; (2) Have the ability to influence the plan/
project/program outcomes (both positively and negatively); and, (3)
Have frequent contacts or an ongoing relationship with the organization.
Stakeholder groups may include: government (local, regional,

national); local CSOs (community-based groups, NGOs); nearby local
communities/settlements; vulnerable groups (women, youth, elderly,
disabled, marginalized groups); and, program/project workforce
(internal).
HELPFUL TIPS
To further help identify your stakeholders, the practitioner can

adopt the universal classification of stakeholders for uniformity —
the RASCI Model, a matrix which is ued to identify the roles and
responsibilities of every stakeholder working on a project. In this
model, RASCI stands for R-esponsible; A-ccountable; S-upport;
C-onsult; and, I-nform.
Brainstorming
As one of the tools in identifying your stakeholders, brainstorming

will help you and your team to ‘freely’ list down the stakeholders without
screening; thus, including everyone who believes or has an interest in
your organization’s overall vision and objectives. Remember that the
process of ‘identifying stakeholders’ is not limited to organizations, but
also individuals. As a practitioner, you should also identify the issues and
concerns covered by the agenda and focus of each stakeholder.
Appendix D provides the Stakeholders’ List that you may use as

reference during your brainstorming. The following list of examples will
also help you in this process:
Owners e.g., investors, shareholders, agents, analysts,

and ratings agencies
37
Customers e.g., direct customers, indirect customers,

and advocates
Employees e.g., current employees, potential employees,

suppliers’ employees, retirees, representatives,
and dependents
Industry e.g., suppliers, competitors, industry

associations, industry opinion leaders, and
media
Community e.g., residents near Army HQs and units,

Chambers of commerce, resident associations,
schools, community organizations, and special
interest groups
Environment e.g., nature, non-human species, future

generations, scientists, ecologists, spiritual
communities, advocates, and NGOs
Government e.g., public authorities and local policymakers,

regulators, and opinion leaders
Civil Society e.g., NGOs, faith-based organizations, labor

Organizations unions, and general public
To further help you in brainstorming, here are some additional

considerations (BSR, 2011):
1. Look at the organization’s previous and ongoing engagement

activities.
2. Depending on the overall vision and objectives, assess potential

stakeholders from new markets, technologies, customers, and
interest groups.
3. Make sure to include a diversity of stakeholders embodying a

spectrum of expertise, knowledge, and attitudes, and take it
as an opportunity to reach out and mix the old with the new,
including individuals from each of the following stakeholder
38
categories: influencers, collaborators, advocators, critics, and

implementation partners.
4. Use technology tools to analyze your social and online media

presence and look closely at the trends that can help you
understand and anticipate shifts in public opinion, issues, and
opportunities.
5. Consider the impacts of your organization on stakeholders

and reflect on who is most impacted by your operations and
decisions.
Mind Mapping
This tool is also a useful way of helping the ideas to flow with your
creativity.
FIGURE 10. Example of Stakeholder Mind Mapping
This can be done manually thru a whiteboard or flipchart, or thru

a mind mapping software available online. Figure 10 is an example of a
mind map.
39
ANALYZE
Once stakeholders (or groups) have been identified, they should be

analyzed and mapped to assess the degree to which they are affected by
the organization’s plan/project/program, and their capacity to influence
the outcomes. To start analyzing your stakeholders, an interest matrix
can be a significant tool to show the stakeholders’ interest areas. It can
also help on developing your communication plan, which can be aligned
with the stakeholders’ focus and concerns.
FIGURE 11. Example of Stakeholder Interest Matrix
Adapted from the stakeholdermap.com’s Stakeholder Management:

4 steps to successful Stakeholder Management Guide
40
One of the most common, yet effective way to analyze the

stakeholders is using the Stakeholder Quadrant or more known as
Power/Interest Grid.
FIGURE 12. Power/Interest Grid
Source: “Making Strategy: The journey of Strategic Management” by Colin Eden

and Fran Ackermann; Descriptions adapted from the stakeholdermap.com’s
Stakeholder Management: 4 steps to successful Stakeholder Management Guide
based on Eden and Ackermann’s Power versus Grid (1998).
Using this grid, the organization can analyze, map, and prioritize the
stakeholders by positioning them in the grid.
Monitor is about tracking and monitoring the stakeholders that are

identified as ‘least important.’ The aim is to move them into the
right hand box of the quadrant (Keep Informed) by informing them
thru general communications, newsletter subscription, social media
following, website, etc.
Keep Informed is stakeholders that you show consideration and can

be consulted on some interest areas. These are potential supporters.
Keep Satisfied means that the organization should meet the needs
of the stakeholders by engaging and consulting them on their
interest areas or mutual. The aim is to move them into the right hand
box of the quadrant (Manage Closely).
Manage Closely is the key players/stakeholders that should be the

focused. These are stakeholders involved in governance, decision-
making, and policymakers that should be engaged and consulted
regularly.
41
HELPFUL TIPS
Prioritizing stakeholders is important in the whole engagement

process. Part of the Stakeholder Mapping is to map key players
across the operational landscape and explore their influence on
each other. This can help identify stakeholders who may shape the
future engagement plans, even if their influence to the organization
is currently low (See Figure 13). On another note, using the power/
interest grid, you can also identify stakeholders that you want to
improve your partnership or relationship with (see Figure 14).
FIGURE 13. Stakeholder Mapping of Possible Key Stakeholder
FIGURE 14. Stakeholder Planning with “Manage Closely” Stakeholders
42
MAPPING
Using the Power/Interest Grid, you can generate a visual
representation of the stakeholders’ position on your SEn strategy that
will also allow you to evaluate them. To easily map your stakeholder,
the matrix below can be used. Examples are provided in the table and
eventually mapped in Figure 15.
STAKEHOLDER ANALYSIS AND MAPPING

Impacted by Influence Over
Details about the Project or Plan Project or Plan
Stakeholder
Stakeholder
High Moderate Low High Moderate Low
A CSO on Peace and
Security; Member
X X
of Peace and Order
Council (POC)
B Business Owner X X
C Small Store Owner in
X X
the barangay
D IP Leader X X
E LGU IT Personnel X X
F Community Member X X
G Former Rebel X X
H Regional Media Staff X X
I Metro Manila Contact X X
J Tricycle Driver X X
FIGURE 15. Stakeholder Mapping in Power/Interest Grid
43
A more precise SEn Mapping template is also provided to document

the results of your analysis. This time, it identify goals, win/win strategies
for each stakeholder (or group), requiring some effort to ensure that the
strategy is focused and effective.
Action/strat-
(High, Medi-
(High, Medi-
Stakeholder
Influences
um, Low)
um, Low)
Goals,
Influence
category
Interest
Win/win
Stakeholder motiva-
egy
strate-
group tions, and
gies
interests
[Name of an [Key focus,

stakeholder]
[Main focus of
[Optional category]
individual goals, mo- [Ac- [Long

stakehold- tivations, tions term
er or of concerns [High/ [High/ to strategy
a group and inter- Med/ Med/ man- to ensure
of similar ests of this Low] Low] age a win/
stakehold- group/ this win out-
ers e.g. local stakehold- group] come]
residents] er]
FIGURE 16. Stakeholder Mapping Template

44
THINGS TO CONSIDER:
To help you with mapping your stakeholders accurately, the

following key questions and points to consider:
• How and to what degree is each stakeholder impacted

(positively and negatively) by the project?
• How and to what degree are impacted stakeholders benefiting
from the project?
• Which stakeholders are not benefiting, or are negatively
impacted, and does this pose any risks to the project’s business
objectives?
• Which stakeholder groups are supportive of the project, and to
what degree?
• Which stakeholder groups are neutral or non-supportive to the
project, and to what degree?
• What type of power relationships exist between stakeholders/
stakeholder groups?
• What are the key interests of each stakeholder group?
• What type of engagement approach is most appropriate for
each stakeholder group?
• What level of engagement is required for each stakeholder
group (inform, consult, involve)?
• How might the project’s stakeholder engagement strategy
address the various identified stakeholders, maintain
supportive stakeholders, and help to address the concerns of
less supportive stakeholders, or those who are opposed to the
project?
Adapted from IFC World Bank’s A Strategic Approach to Early Stakeholder Engagement:
A Good Practice Handbook for Junior Companies in the Extractive Industries.
SELECT ENGAGEMENT TACTICS

To engage all stakeholders (individuals or groups), it is important
to know the level of intensity and the practical engagement tactic to
use per stakeholder. To be strategic, you need to be highly selective in
choosing stakeholders for ongoing consultation and collaboration, and
at the same time being clear about whom you are engaging with—and
why—can help save both time and even resources, which can also help
you manage expectations.
45
FIGURE 17. Engagement Tactics
Selecting the ideal engagement tactics on your activities is one

of the keys towards a good SEn plan. Below are the tactics and their
descriptions:
46
FIGURE 18. Engagement Tactics and their Descriptions
Looking at the Mapping’s quadrant in which any given stakeholder

falls, select the appropriate engagement tactic for each stakeholder (or
group).
FIGURE 19. Engagement Tactic Quadrant
HOW’S YOUR STAKEHOLDERS’ LIST?

The key is not to agonize over whether your stakeholder list is
“right.” By working through the steps in the mapping process, you will
have created a robust, relevant, prioritized stakeholder list that directly
applies to your objectives. However, note that this is not a static process
and eventually, the list will evolve. As a way forward, focus on whether
your list will help you further prepare for your engagement activities.
47
STAGE 4 – PREPARATION
This stage brings the insights you have gathered from Stages 1 to 3
to realization. It can also ensure that the engagement itself will support
continued dialogue with those most important to your organization:
your stakeholders.
In preparation for your engagement and action planning, you need

to choose methods for engaging specific stakeholders (or groups), to be
appropriately matched on your engagement tactics based on the results
of your stakeholder mapping.
SAMPLE TEMPLATE FOR IDENTIFYING RELEVANT METHODS

FOR EVERY ENGAGEMENT TACTIC
NAME OF <Write Stakeholder Organization,

STAKEHOLDER Group’s Name or Individual>
ENGAGEMENT
RELEVANT FORMATS/METHODS
TACTICS
Stakeholder Tracking, Online and Social Media

Monitor
monitoring
Message Meeting, FGDs
Advocate Social Media Outreach, Conference
Consult Partnership Building, External Advisory Council
Collaborate Collaboration Workshop
Innovate Joint Research
The organization is not limited to one engagement method at a

time. Remember, you can simultaneously engage various stakeholders
by using a range of methods or formats. Chapter 3 of this handbook
provides numerous relevant methods that you can use in engaging your
stakeholders. Engagement approaches and the level of engagement
scale will guide you on preparing your plan in accordance with the
strategy map.
48
Part of the preparation stage is to ensure that organization’s SEn

practitioner/s is/are ready to engage to the stakeholders both personally
and professionally. Thus, the success of SEn does not only lie in which
approach you choose, but how well you match it to the stakeholder’s
issue, situation, or interest.
Another important part of preparing for engagement is understanding

that you are a subjective party in the process and your organization is
one of the key players in the whole SEn system. No matter how open and
objective your organization intends engagement to be, each stakeholder
will always harbor certain perceptions of you and the other stakeholders
involved.
HELPFUL TIPS: CONSIDERATIONS FOR IN-PERSON ENGAGEMENT
A variety of factors can influence your choice of SEn format

which as follows:
Familiarity — How well do you know the issue and the stakeholder(s)
involved? What has the relationship been in the past? What research
and pre-work has been done already?
Frequency — Is this one meeting, multiple meetings, or an ongoing
dialogue with no defined end?
Guidance/Facilitation — Will the engagement be managed directly
by the company representatives or facilitated by a third party?
Participant Profile — Does the engagement involve one representative,
many from the same organizations, or representatives from many
different organizations? Are these senior decision- makers, impacted
or concerned citizens, potential plaintiffs, etc.?
Complexity — Does the engagement involve one issue or multiple
issues? What is the level of seriousness, potential impacts, etc.?
Trust/Credibility — How much trust exists between the company and
stakeholder(s)? What credibility does each have with the other?
If your chosen format is a verbal exchange with stakeholders,

consider the pros and cons of various types of conversations. Decide
which approach best matches your objectives, including online
discussions, teleconferences, webinars, one-on-one meetings, or
group meetings, forums, or events.
Adapted from BSR Five-Step Approach to Stakeholder Engagement.
49
LOGISTICS
Logistics are an important aspect of planning your engagement,

especially for in-person engagement. The table below provides some key
points to cover.
In-Person Engagement Logistics
Pre-Engagement:
● Determine if facilitation is needed, and select a facilitator.
● Secure an appropriate facility (if necessary).
During Engagement:
● Assign participants roles and responsibilities.
● Develop an agenda focused on objectives and outcomes.
● Develop rules of engagement, confidentiality, and a decision-making process.
● Create engagement materials.
● Distribute invitations with practical information to participants.
● Communicate clear objectives, scope, and roles for participants.
● Set up channels of ongoing communication (Twitter feed, voting platform, white
boards).
● Plan for catering, paying attention to special needs or diets.
Post-Engagement:
● Create evaluation criteria and measures for success.
● Develop a feedback plan and mechanism.
● Consider how certain elements influence your intended engagement and might
change the conversation. Think about your selected stakeholder groups, and
attempt to anticipate their perceptions of the criteria that follow below. Then adjust
your plans, where necessary. While the stakes are particularly high for in-person
meetings, these considerations apply broadly.
Authority: In-house versus third-party hosting, placement and number of company

representatives versus stakeholders, stakeholders’ familiarity with subject;
Formality: Dress code, look of the presenter, marketing and display materials, the tone
used to address the topic (e.g., passive, direct, apologetic, etc.);
Atmosphere: Effect of the venue’s atmosphere (e.g., warm, cold, welcoming, stuffy, or
dark), “branding” of the event with company logos;
Facilitation: Type of facilitation necessary for your intended audience (e.g., engaged,
hands-off, leading, listening, interactive, or professorial); and,
Participation: Dynamic of the stakeholders in the room, approach to fielding remarks

and managing disputes, logistics affecting participants (distance traveled, etc.).
Adapted from BSR Five-Step Approach to Stakeholder Engagement.
Note: If you are planning to duplicate an event in multiple areas, consider that varied lo-
cales may present different cultures around stakeholder engagement. Tactics may need
to be adapted to fit local practices.
50
STAGE 5 – STAKEHOLDER ENGAGEMENT PLAN
Once you have worked with the previous necessary stages, you need
to pull your work together to form your SEn plan. This document reflects
the product of your engagement strategy. It provides the purpose,
project background, introduction, stakeholder analysis and engagement
plan, communication plan, and the stakeholder list. Below is how the
template for this document looks like:
STAKEHOLDER ENGAGEMENT PLAN

Project Name:
Purpose of the Document:
<Explain the purpose of the stakeholder engagement plan>

Project Background:
<Describe the background the project or programme. Explain the objectives

and business benefits and give an overview of the stakeholders involved.>
Introduction:
<Describe the contents of the plan and explain how each section of the plan
should be used.>
Stakeholder Analysis:
<Use the template used on Figure 16 re Stakeholder Mapping Template>
Note: Attach as an Annex or Section

Stakeholder Communications Plan
<Use this template to plan your communications with your stakeholders.

Log all planned communication even if it is ‘on a daily basis’ or ‘ad hoc
as needed’. This will enable you to ensure that your communications are
appropriate, timely and outcomes focused.>
See the template below and an example on Appendix H
Note: Attach as an Annex or Section

Appendix 1: Stakeholders’ List
<Use this section to name all of the stakeholders you have identified. This will
be a helpful checklist for project communications and can form the basis of a
mailing list.>
See the template on Appendix A

51
COMMUNICATION AND REPORTING PLAN
As part of your SEn plan, you need to write your communication

and reporting plan. This will include the information requirements,
frequency of communication, communication provider, and the
channel/s of communication for each stakeholder. Use this template to
plan your communications with your stakeholders to ensure that your
plan is appropriate, timely, and focused. Chapter 3 presents a variety of
methods and approaches that will help you develop your communication
plan. Appendix H gives you an example of the plan.
COMMUNICATION AND REPORTING PLAN TEMPLATE
Frequency
Stake- Information Information
Role of commu- Channel
holder requirements provider
nication
Vlogging
Army Highlight
Matteo PA CMO for PR and
Reservist/ Activity PR Monthly
Guidecelli Unit Announce-
Influencer Reports
ment

DEVELOP AN ACTION PLAN
The SEn plan increases your chances of plan/project/program

success because it reflects your overall strategy anchored with your
organization’s overall vision and objectives.
As part of the final step on your SEn plan, you need to draw upon the
results of your engagement and to put these into action by implementing
and deciding on a course of action for the issues and concerns identified
to respond on the stakeholders’ needs and develop lasting relationships.
You will eventually use what you have learned to improve the process in
future engagement activities. Therefore, you need to develop an action
plan which aims to translate the findings, insights, and agreements from
the engagement into deeds—and then communicate these actions to
your stakeholders.
52
The issue landscape is a foundation for your action plan. For each
potential next step, consider the concerns and perceptions stakeholders
expressed during the engagement, as well as key discussion points. Each
action should define roles and responsibilities for implementation, along
with milestones and a realistic timeline for completion. Before issuing the
plan, be sure to consult with those responsible for executing each action.
TO DO: DOCUMENTING THE ENGAGEMENT
To measure success and build on your efforts for future

engagement activities, it is important to document the conducted
activities and put them in writing. This document can give
the following details: (1) the original purpose and aims of the
engagement; (2) the methods used; (3) activity stakeholder
partner/s & participants; (4) a summary of noted stakeholder
concerns, expectations, and perceptions; (5) a summary of
discussions; and (6) a robust list of outputs (decisions, actions,
proposals, and recommendations).
Appendix H is a good example template in documenting the

engagement. Taking photos during the activities will also add as
support that such activities took place. This documentary report
can be shared with the stakeholders.
STAGE 6 – MEASURING PROGRESS AND CONTINUOUS

IMPROVEMENT
This stage focused on ensuring that the organization continuously

improve its SEn efforts. As explained in the previous stage, documenting
the engagement activities is essential for the whole engagement
process. The knowledge and information acquired in the engagement
activities shall be managed and measured through a Progress Report or
Monitoring and Evaluating (M&E) Mechanism. This particular report shall
be designed to measure and assess the progress of the engagement,
to learn which parts of the SEn plan are working well, and to identify
priorities and opportunities that the organization (or both, including the
stakeholders) should particularly addresses.
53
CONSIDERATIONS IN MEASURING PROGRESS FOR STRATEGIC

ADVANTAGE
Measuring progress is important, as well as communicating this.

Both internal and external stakeholders need to know about these
relationship-building efforts for them to benefit from the organization,
and vice versa. Below are some considerations in developing your M&E
mechanism:
• Establish indicators (quantitative and qualitative) to measure success

defined through a multistakeholder, participatory process.
• Communicate actively and repeatedly about the plan, project, or

program as an integral part of the overall strategy, to help improve
the organization’s reputation, and build and maintain inclusivity and
transparency with the stakeholders.
• Measure the success of your engagement strategy through all or any

of the following:
• Results of public perception surveys;
• Number of third-party endorsements;
• Positive feedback from well-known organizations and partners
• Positive tone of media coverage;
• Level of political support;
• Community grasp of CMO-related processes and issues; and,
• Level of management and/or organization and even, national

government support.
54
MONITORING AND EVALUATING YOUR COMMUNICATIONS

PLAN
To help improve the communications of your SEn, you can establish

a baseline, and track and report and progress on a regular basis. Metrics
can include the following:
• Additions to GAML membership and levels of engagement of

existing members (e.g., attendance/participation, submissions/
inputs)
• Website traffic
• Downloads of project documents
• Email performance and tracking data
• Social media analytics, including project hashtags
• Number of attendees at events and trainings
• Member/stakeholder feedback and survey results
• Mentions in press, articles, journal citations, publications, blog/

vlog posts, and social media
TO DO: M&E MECHANISMS
Establish a plan to monitor the implementation of the SEn plan

on an ongoing basis, with input and engagement of stakeholders.
Commit to a continuous improvement process by establishing
clear monitoring and evaluation mechanisms that can allow the
organization to re-assess and re-define its plan based on the
effectiveness of implementation.
55
CHAPTER 3
Methods and Approaches Toward a
Strategic Stakeholder Engagement
T
here are many strategic ways or methods to engage stakeholders. The
methods to be used depend on the engagement strategy developed
in the SEn Process. The Spectrum of Stakeholder Engagement
illustrated in Figure 20 indicates the effectiveness of various engagement
methods from low to high range level of involvement. This spectrum can
help the practitioners in selecting the method/s in their engagement
strategy.
FIGURE 20. Spectrum of Stakeholder Engagement

Source: World Bank’s Stakeholder Analysis and Consultation Document
56
In this handbook, we have organized various techniques with their

corresponding descriptions and their most appropriate applications in
order for the practitioners to easily determine the ideal approaches they
would use in their stakeholder engagement. Aside from direct methods,
the recent and still emerging development in connectivity, media
technologies, and internet access have shifted the terms and avenues for
stakeholder engagement. Additional tools in print, online, traditional and
new media can give your engagement strategy conventional options to
make your engagement more accessible, participative, and collaborative.
As a method, using social media can maintain a relevant presence, create
a space for conversations, and share relevant content to your stakeholders
and even the general public.
Most Appropriate
Method Description
Application
This method includes in-

person, phone and group
interviews based on a series of
questions related to a topic or
common interest to generate
ideas or answers.
- identify issues and
concerns specific to
It can be structured or
particular stakeholder
semi-structured. Structured
Interviews
interviews are useful for
- provide opportunities
obtaining information and
(Possible means: for stakeholders to
attitudes from identified
via face-to- speak confidentially
stakeholders; Semi-structured,
face, telephone,
on the other hand, are useful in
teleconference, or - build relationships
exploring more complex issues
video conference) or partnerships with
since open questions are used
individual or executive
to allow thorough inputs or
level stakeholders
answers.
One-on-One Interviews
can engaged stakeholders
individually, either formally or
informally depending on the
identified stakeholders’ profile.
57
for mapping and
identifying stakeholders
This method can be used as
to share the
an information campaign or
organization’s vision and
data-gathering mechanism
profile
by going to the individual or
Door Knocks/ communities that you wish
- identify emerging
House-to-House to engage through house-
issues and concerns
Visits to-house or door-to-door
from the individual or
visits. It can be an informal
community member
procedure to map and identify
stakeholders on your areas of
- gather data or
operations.
information from
potential individual
stakeholders
for mapping and
identifying stakeholders
A planned meeting or social
to share the
gathering on a targeted or
organization’s vision and
selected community or invited
profile
individuals to be organized
and facilitated by the
Information - identify emerging
organization or a stakeholder.
Drives or issues and concerns
This method allows the
Campaigns specifically from the
participants of the activity to
individual or community
have a flexible and/or ad-hoc
member
conversations that can give
you an opportunity to gather
- gather data or
information from them.
information from the
selected individual or
community members
58
- identify stakeholder
views on an emerging
issue or concern or
specific issue/concern
A planned discussion in a small
group of 4-15 members to be - discuss the views
facilitated by a well-skilled of a common interest
stakeholder group
moderator or facilitator. It is
designed to obtain information - gather baseline or first-
about their issues and hand data
Focus Group or common interest in which the
Working Group participants can influence each - validate some outputs
gathered from other
Discussions other by responding to ideas, methods (interviews,
(FGDs) comments, and suggestions. surveys, etc.)
Predetermined questions may
be used by the moderator/ - determine stakeholder
responses and
facilitator to encourage
comments to proposed
discussion or to return the plans or operational
conversation to the intended campaigns
focus of the discussion.
- monitor and evaluate
the organization’s overall
and/or operational
performance
- create or form
relationships with and
between high level
stakeholders, resource
persons, and subject
matter experts (SMEs)
This method can be an - involve stakeholders in

Workshops and thinking through issues,
intensive group discussion or
Seminars to develop a strategic
activity on a particular subject
approach or resolve an
or project to be attended issue/s
(e.g. capacity
by a group of people or
building, capacity
stakeholders. It is an activity in - capacitate
development, stakeholders (both
which the invited individuals
team building, internal and external) in
can share their knowledge, different engagement-
workshop series,
skill, or experience to the related skills or
etc.)
group. knowledge
- analyze impacts
- prioritize or rank
issues and potential
solutions and provide
recommendations
59
- identify stakeholder
views on an emerging
issue or concern or
specific issue/concern
- discuss the views

of a common interest
Most commonly used method, stakeholder group
these activities are conducted
in order to discuss a topic - gather baseline or first-
or set of related topics to hand data
the participants, in which - validate some outputs
Forums,
some invited guests or SMEs gathered from other
Conferences, and
or resource persons make methods (interviews,
Symposia surveys, etc.)
presentations about the
topic. The audience can give - determine
questions to be answered stakeholder responses,
during the open forum portion recommendations, and
of the activity. comments to proposed
plans or operational
campaigns
- monitor and evaluate

the organization’s overall
and/or operational
performance
Individuals residing or located - reach large

in a particular community or audiences in particular
specific geographical area are communities quickly
invited to a public meeting to
Public Meetings discuss issues and concerns - present information
(also called Town relevant to them. It can also and seek feedback from
be a form of a briefing and stakeholders
Hall Meetings) information dissemination.
and Briefings Loosely organized, this - ensure that everyone
method gives the individuals gets a chance to
the opportunities to speak provide comment,
or give inputs in a relaxed recommendation,
environment. criticism, or feedback
In-person meeting to
Face to Face
discuss common generate
Meetings or - create a space for
ideas or answers between
Socializing conversation
the stakeholder and the
organization. Example, with
(includes surgery, - discuss the views
surgeries, individuals with
corporate visits of a common interest
specific questions can find out
and hospitality, stakeholder group
more about a particular topic
courtesy calls or
or area of work on a one-to-
visits)
one basis.
60
- create a space for

conversation
Discussions between the
Round Table organization and stakeholders - discuss the views
of a common interest
Discussions to debate or talk about their
stakeholder group
(RTDs) views on a particular topic with
the aim of reaching consensus. - engage specialist,
SMEs, and single-issue
groups
Useful in early stages of

Formal consultation to provide
Communications information regarding the
topic or plans/projects. This
(Invitation method is also a way to
Letters, Memos, disseminate instructions or
etc.) information on how to respond
or get involved.
These methods can be - identify stakeholder

issues and assess
used as means of eliciting
community needs
opinions, beliefs, and attitudes
of particular individuals or - obtain an objective
community members. overview of a group
of stakeholders to
a particular issue or
Questionnaires are concise potential impact
with preplanned set of
questions used as a data - develop mitigation,
collection instrument. strategies, or policies
and implementing
Surveys, guidelines
Petitions, Petitions are commonly used
Polls, and to request for a particular - gather data for
Questionnaires desire or advocacy to superior, the monitoring
and evaluation of
government, or public’s the organization’s
support in order to help them performance through
reach their specific goal or identified indicators
objective.
- monitor impacts
and performance
Surveys and Polls are a using repeat or
research or data gathering validating surveys or
method to gain information questionnaires
and insights from selected
- seek support on
participants. particular issue raised
61
- examine specific
Most organizations, both aspects of
private and public have organizational policies,
established stakeholder plans, or campaigns
advisory groups or council,
or steering committee - provide comments
Stakeholder upon which the
memberships composed
Advisory Groups organization may or
of SMEs, executive-level
or Council, may not make specific
stakeholders or individuals,
commitments
Steering NGOs, academe, and/or
Committees coalitions. Typically meets on - gather lessons
a quarterly, semi-annually, or learned, criticisms,
Membership
bi-monthly basis to discuss good practices, and
emerging issues or concerns, recommendations
or to update the members
on specific topics or subject - anticipate emerging
matter. issues and possible
threats that may arise
One of the popular and

effective methods in engaging
stakeholders is having the
organization’s champions or
influencers (can be internal - establish champions
or external member) who and influencers internally
can be used to amplify key and externally
Networks messages or ideas, or simply
(establishing disseminate information to - amplify or deliver key
champions, and the stakeholders or particular messages or ideas
influencers) audience. One example of
this is recruiting celebrity as - disseminate
Army reservist and serve as information to the
an advocate or influencer to stakeholders
give their followers update
or information about the
organization and its programs
and activities.
- scope and identify

community needs and
These are specific activities aspirations
that are designed to
encourage joint analysis, - involve stakeholders in
learning and action. Example the development
Participatory of these tools are car park,
monitoring and evaluation - mitigate or modify
Tools (M&E), bridge model, world community-based
café, answers on cards. strategies, policies, or
Mostly these activities are implementing guidelines
incorporated to workshops,
forums, and FGDs. - monitor and evaluate
social impacts and social
performance
62
These are print materials such

as brochures, posters, flyers,
- provide creative
Information, infographic, or portfolio that
and visually catchy
Education and are intended to draw attention
materials for stakeholder
Communication and provide information about
engagement activities
(IEC) Materials a particular project, plan, or
advocacy.
- give information and
(e.g. Leaflets,
communication thru
Brochure, Flyers, Other printed materials
print or media materials
Infographics) are magazines, newsletter,
for stakeholders
and display boards such as
hoarding.
Subscription is a mutual
arrangement between
the organization and its
stakeholders or audience by
giving them a monthly (or
bimonthly, depending on the
- give information and
arrangement) product or
communication thru
service. Subscriptions may
print or e-materials for
be free of charge or may cost
stakeholders
monthly (depending on the
Newsletter
arrangement) fee.
and Website - continually inform or
Subscriptions disseminate information
As a means of engaging the
the stakeholders thru
stakeholders, you may invite
subscriptions either
them to subscribe on your
for the organization’s
website for consistent updates
website or e-mail groups
on its content, or newsletter
subscription where you can
send e-copies of your monthly
or quarterly publication to
their e-mails (or print copies
through mails).
63
Since most of the stakeholders

have online presence, using
these online tools infiltrate
SEn in numerous ways such
as information dissemination,
feedbacking mechanism,
accessibility, and online
collaborations.
Blogs are regularly updated

website or social media
pages run by an individual
or small group written in an
informal or conversational
style. Meanwhile, vlogs are the
video-style of blogs.
- regularly update the
E-mails are messages stakeholders in different
distributed electronically from platforms such as
Online Tools one computer user to one internet, social media,
or more recipients. E-mail and online events
(e.g. Blogs, Bulletin is also an easy way to
E-mail, Vlogs, send updates to the targeted
- give information or
Podcast, or identified stakeholders.
educational materials
Webinars,
for the stakeholders in
and Online Webinars are holding online
conferences, seminars or different platforms such
Collaborations)
meetings thru the use of as internet, social media,
internet technology, making and online events
it possible to conduct these
activities at scheduled time
wherever the participants are.
Podcasts are a series of audio

recorded content pieces
revolving around a specific
topic. Some podcasts are
posted via Spotify, Youtube,
Apple Music, etc.
Online Surgery is a dedicated

time slot where individuals
can find out more about a
particular topic or area of work
on a one-to-one basis.
64
A method used to build an

online presence with the
organization’s profile, news,
contact details, and activities
- ensure online presence
available to the world wide
that will update the
web (WWW). Websites can be
stakeholders on the
Website linked to social media pages
organization’s activities
to engage online users or
and other contents
netizens to check the website’s
posted in the website
content and be updated about
the organization because it
increases user traffic to the
organization’s website.
These are useful ways of

Exhibition,
presenting basic information
Interactive
or project/plan activities to
Displays, and - present information,
the public and stakeholders.
Road Shows or ideas about the
These methods can reach large
organization audio-
numbers of people if well-
(e.g. Open visually or thru an
advertised or organized with
House/ Open interactive display
sponsors and partners. Face to
Day, Site Tour,
face feedbacking is allowed in
Walking Tour)
these methods.
Hotlines provide the

Information
stakeholders to easily contact - connect the
Hotlines
the organization or unit, organization to the
in case of emerging issues stakeholders by
(e.g. Text Hotline,
or concerns involving both providing a hotline
Landline or
parties that are needed to be number
Mobile Number)
addressed.
Text messaging is still an

important method considering
the rampant use of new media
technologies. With the slow - easily connect to
internet connection to some the stakeholders thru
remote areas where some telecommunications
Text Messaging stakeholders or communities
live, text messaging is a - connect to
convenient way to connect stakeholders from
with them. Text brigade remote areas
can be used to disseminate
information to these
stakeholders.
65
Traditional Media include

TV, Radio, and Print. These
platforms are still considered
to be the most patronized
methods that the stakeholders - use to reach larger
usually used, giving a large audience because of
amount of time in watching their high number of
Traditional Media TV, listening to the radio, patrons especially TV
(TV, Radio, and and reading to mainstream
Print) newspapers. TV and Radio - connect to the
exposures can reach a large audience thru media
audience nationwide, even spots in print, video, or
useful at reaching those radio
people who may not yet
mostly exposed with social
media or more difficult to
involve.
- reach larger audience

Social Media/ in disseminating key
Social This method is used to reach message, information, or
Networking and become more accessible content via social media
to stakeholders and to or social networking
(Facebook, disseminate information since
Twitter, Google+, most stakeholders have social - accessible to more
Instagram, TikTok, media accounts and/or pages. stakeholders who have
LinkedIn) social media accounts
and pages
- reach larger audience

in disseminating key
message, information, or
Social Media
content via social media
Groups and Chat rooms or groups have
groups and chat groups
Chats become increasingly popular
with common or shared
as means of providing
interest/s
(e.g. LinkedIn information and seeking
Groups, Facebook feedback to the stakeholders.
- accessible to more
Groups, etc.)
stakeholders who have
social media accounts
and pages
Instant Messaging is a
Instant popular method to be used
Messaging (IMs) in engaging stakeholders - easily connect to
because of its availability and the stakeholders thru
(e.g. Viber, accessibility, as long as both online applications
WhatsApp, parties have internet or mobile that most stakeholders
Telegram, data connection. Popular used to connect to their
Messenger, platforms are Facebook audience or partners
Google Plus) Messenger, Viber, WhatsApp,
and Telegram.
66
- real-time connectivity
Aside from Instant Messaging,
with stakeholders to
teleconferences and video
update the stakeholders
conferences are some of
(or vice versa) about the
the emerging tools used in
Teleconferences organization’s activities
connecting and engaging
and Video and initiative
stakeholders. With these
Conferences
methods, the practitioner
- Stakeholders
can schedule a meeting to
(e.g. Skype, contribute to the
the stakeholders via audio or
Zoom) organization’s activity
video call wherever they may
success through
be as long as both parties
involvement and
have internet or mobile data
participation via real-
connections.
time connection
- real-time connectivity
with stakeholders to
Real-time connectivity to update the stakeholders
the stakeholders or targeted (or vice versa) about the
Live Streaming audience or followers, live organization’s activities
(Audio and/or streaming is a popular and initiative
Visual)
method to use for information
dissemination, public - Stakeholders
(e.g. YouTube,
announcement, or accessibility contribute to the
Facebook,
to view the ongoing activities organization’s activity
Instagram)
of the organization. It can be success through
audio or video streaming. involvement and
participation via real-
time connection
- Maintain the
A variety of social media tools
stakeholders in the loop
Social Media that can be means of eliciting
about the organization’s
Tools input from stakeholders.
activities and initiative
Online voting and polls are
(e.g. Online available features of social
- Stakeholders
Voting, Public media pages allowing the
contribute to the
Polling, IdeaScale, stakeholders to be involved in
organization’s activity
Applications, decision-making or helping the
success through
etc.) organization with public image
involvement and
development.
participation
- Help create large

Social Media
following online
Marketing and
Advertising This method see the
importance of marketing and - increase website user
traffic and increase the
(e.g. Search advertising on social media
organization’s outreach
Engines, as a means to create a large
to stakeholders
Sponsored following that is crucial to the
Facebook pages, process of effective SEn in - create and disseminate
website linked most organizations. messages reaching
to social media
large amount of people
pages, etc.)
awareness
67
STAKEHOLDER ENGAGEMENT APPROACHES
From the methods that this handbook previously discussed, you

may choose the SEn approach suitable to your particular stakeholder.
The illustration below shows the relationship between engagement
approaches and their stakeholder influence/power.
FIGURE 21. Stakeholder Engagement Approaches

Source: 4 Steps to successful Stakeholder Management (stakeholdermap.com, 2014)
The table below provides the description and the sample methods
in these engagement approaches. With this, you can make your
engagement plan more ideal and strategic by appropriately identifying
the engagement approaches to each of your stakeholder. In choosing
your methods, consider the most convenient and low-cost options,
without giving up its strategic advantages. For instance, instead of face-
to-face consultations with the less influential stakeholders, you may send
them e-mail, online surveys or questionnaires.
68
STAKEHOLDER ENGAGEMENT APPROACHES
ENGAGEMENT
DESCRIPTION EXAMPLE METHODS
APPROACH
Partnership Shared accountability and re- Workshops, Stakehold-

sponsibility. Two-way engage- ers Meetings, Capacity
ment joint learning, decision Building, Confidence
making and actions. Building
Participation Part of the team, engaged in Forums, Conferences,

delivering tasks or with respon- Stakeholder Advisory
sibility for a particular area/ Groups, CSR (Corporate
activity. Two-way engagement Social Responsibility)
within limits of responsibility. Activities
Consultation Involved, but not responsible RTDs, FGDs, Public

and not necessarily able to in- Meetings, Advisory
fluence outside of consultation Groups/Committees
boundaries. Limited two-way
engagement: organization asks
questions, stakeholders answer.
Push One-way engagement. Organi- E-mail, Letter, Webcasts,

Communications zation may broadcast infor- Videos, Leaflets
mation to all stakeholders or
target particular stakeholder
groups using various channels.
Pull One-way engagement. In- Facebook Posts, News-

Communications formation is made available letters, Website Pres-
stakeholder choose whether to ence
engage with it
69
Each of these engagement approaches may be combined or

targeted. To do this, the practitioner needs to know the pros and
cons per stakeholder to engage, and use the appropriate method or
technique based on your interest and influence quadrant used during
the Stakeholder Mapping Stage. Combining approaches are useful to dig
into the detail needed for you to achieve the identified objectives in your
engagement strategy.
FIGURE 21. Five Level Engagement Scale

Because of a wide range of stakeholders to engage in order to

achieve the organization’s vision and objectives, spending the right
amount of time, effort, and money on the engagement is crucial. One of
the essential ways to give guidance on determining the right approach,
the right method/s in the engagement is to know the current engagement
level and the desired future engagement level with the stakeholder.
The activities or methods provided in Figure 21 are examples and

possible starting points to achieve the target level of engagement
you wish to use per stakeholder (or group). More importantly, the
engagement activities have to be tailored to the organization’s program,
plan, or project to be effective.
70
Another way of knowing the methods to be used for your SEn

activities is using AA1000SES2015’s diagram below showing that there
are different levels of SEn with different tools to engage that can be
used.
FIGURE 22. Different Levels of Stakeholder Engagement

Retrieved from “The key to effective stakeholder engagement”
by Grosvenor Public Sector Advisory.
Remain Passive: There is no active communication. Example:

stakeholders do protests, write letters, complain on social media or
on the company’s website.
Monitor: It’s a one-way communication monitored by the company.

Example: media and internet are tracked, as well as other second-
hand reports from stakeholders.
71
Advocate: It’s a one-way communication from the organization to

the stakeholders. Example: Pressure in regulatory bodies is made,
as well as advocacy efforts on social media as lobbying.
Inform: It’s a one-way communication from the organization to

the stakeholders with no invitation to reply. Example: It is made
through bulletins and letters, brochures, reports, and websites.
Verbally, speeches, conferences and public presentations can also
be done.
Transact: It’s a limited two-way engagement: performance is

monitored according to terms of the contract set. Example: This
is achievable via public-private partnerships, private finance
initiatives, grantmaking, and cause-related marketing.
Consult: It’s a limited two-way engagement where an organization

asks questions and stakeholders answer. Example: It uses methods
tools as surveys, focus groups, meetings with determined
stakeholders, public meetings or workshops
Negotiate: It’s a limited two-way engagement where a specific

issue or range of issues are discussed with the goal of reaching
consensus. Example: Collective bargaining with workers through
their trade unions.
Involve: It’s a two-way or multi-way engagement: there is learning

on all sides but stakeholders and the organization act independently.
Example: This can be done in multi-stakeholders forums, advisory
panels, focus groups or online engagement tools, among others.
Collaborate: It’s a two-way or multiway engagement where

learning, decision making and actions are done together. Example:
By making joint projects or joint ventures, partnerships, organizing
multi-stakeholder initiatives or using online collaborative platforms.
Empower: It’s a new form of accountability where some decisions

are delegated to stakeholders that now have a role in the
organization’s agenda. Example: It implies integrating stakeholders
into the governance, strategy and operations of the company.
72
THINGS TO CONSIDER
These methods are relevant in order to enhance the engagement

strategy and to ensure the stakeholders’ ability to contribute to the
success or continuous improvement of the organization’s activities,
projects, and programs.
1. Grassroots Community Organizing Efforts – Local level

and grassroots level interaction and engagement activities are
still the most effective SEn method because of its first-hand
awareness raising and trust building attributes.
Examples: Dialogues with Communities, RTDs with Barangay

Officials, Information Drive on Martial Law Implementation,
among others.
2. Capacity and Product Development – Creating products

and IEC materials need skills training and development to ensure
the organization’s branding are incorporated in the materials, as
well as good messaging development. Internal stakeholders may
enroll to product development courses such as photo editing,
video editing and strategic communication courses available in
AFP and PA CMO schools. With these, the materials and products
created can visually engaged the stakeholders.
Examples: Banners, Posters, audio visual presentations (AVPs),

among others.
3. Participative and Social Responsibility Activities – These

traditional activities make an organization build trust and
confidence with the stakeholders because of its mutual benefits
and relevance to them.
Examples: Tree Planting Activities, Dental Mission, Operation Tuli,

Dialogue with the Communities, among others.
73
4. Online Collaborative Platforms – Enabling interaction

between the organization and its target stakeholders and
audience can also be done online or the virtual space. These
platforms feature tools that allow users to communicate,
share information, and work together, while at the same time
promoting participation, collaboration, and transparency. These
collaborative platforms can also allow constant feedbacking.
Examples: Facebook Groups, Viber Groups, IdeaScale, among

others.
5. Online Communities – Having virtual communities where

people or netizens can communicate, share ideas, and work
together can create open (or closed) environments where the
organization and stakeholders without the barriers of geography
and time. Open environments are easier to access and join, while
closed environments may be invitational.
Examples: Facebook Community, Group Chats, etc.
74
CHAPTER 4
Key Success Factors and Pitfalls
S
uccess in stakeholder engagement can be acknowledged when the
stakeholders have built rapport and trust on the organization and
advocate voluntarily on its behalf. By understanding the stakeholders
and their needs, openness, and working together to develop meaningful
outcomes, favorable SEn results can be achieved. Following the Strategic
SEn Process can help you achieve the key success factors and avoid or
minimize the pitfalls mentioned in this chapter. The SEn Strategy and Plan
will help your unit or company to build a successful engagement strategy
and to develop a set of activities matching key stakeholders’ expectations.
Primarily, further work is needed to keep your stakeholders informed and
engaged during the whole process.
A CONSISTENT APPROACH
The whole-of-nation approach of the government implemented thru

the Office of the President’s Executive Order No. 70 works because of its
good and consistent stakeholder engagement, since it engages multiple
stakeholders from different sectors to address peace, security, and
development issues and concerns in the country. This approach has been
actively used by the whole AFP and its major services operating CMO
from grassroots level to high-profile individuals and/or partners shifting
the traditional military-centric approach intro a civilian-led approach.
Consistency is fundamental to SEn in order to ensure distinct

and reliable results. Embedding SEn into the organization’s overall
approach can be achieved by communicating consistent messaging
on the implementation and employment of the SEn strategy. This also
establishes a unified organization that is clear on its purpose, objectives,
and intentions.
75
TOWARDS A STRATEGIC ALLIANCE AND ITS SUSTAINABILITY
Engagement is ultimately about building and sustaining ongoing two-

way communication with those most valuable to the organization. From
a short-term tactical engagement to sustaining a long-term and lasting
partnership with your key stakeholders, it would need the following key
success factors towards a strategic alliance and its sustainability.
Invest in your Organization’s Champions and Personnel.
With more access to information and powerful communications

platforms, the organization’s best ambassadors are its leaders and human
resource. Linking the Commanding General, Philippine Army (CG,PA) and
other Army high-ranking officials to well-established stakeholders (or
group) from different sectors can establish the organization’s willingness
to engage credibility, confidence, and commitment. CGPA can tackle
strategic or systemic issues of high value to the Army as a good practice
to maintain ongoing engagement, such as stakeholder panels, Point of
Contact (POC) membership, and advisory boards.
This goes hand-in-hand with creating standard processes and roles

across the organization in order to strategically deliver the consistent
messaging to the stakeholders. The organization can invest on the
SEn frontliners who lead the field in capacitating and training them to
carry out communications activities. In addition, to ensure that human
workforce are getting the facts, it is very important to train spokespeople,
influencers, and champions at different engagement levels and provide
them with communications toolkits on an ongoing basis.
Know your Audience and the Influencers within it.
By defining priority audiences and understanding their levels of

concern and influence, effective communications begins.
76
At Corporate level: Allied countries and Army organizations,

shareholders and investors, global organizations and multilaterals,
international NGOs or development agencies, mainstream media, and all
employees.
At Asset level: Priority audiences are more broad-based but

geographically targeted and include local and national government units
and agencies, local media, CSOs/NGOs, employees, and local community
members, also general public, both online and traditional.
Strategic Communication is the Key.
As the organization integrates sustainability across its operations,

strategic communications can also be integrated to enhance its efforts in
improving its internal communication, corporate culture on stakeholder
engagement, and to execute a more effective SEn strategy. Planning and
coordination is essential as engaging with the stakeholders requires a
strategic approach and upright collaboration which will create trust and
good rapport. Using the right engagement methods and approach can
create an environment for effective stakeholder dialogue and establish
transparency to build trust. When trust is lost, the cost is financial and
reputational. The role of communications in managing this risk depends
on how the organization views and structures the function. Even after
you have finished a set of engagement activities, you should continue
communicating with your stakeholders as part of a long-term strategy.
For example, units must be able to project the partnerships with

different stakeholders, possibly giving them the credits of a successful
activity. The Commanding Officer of a particular unit, as SEn practitioner,
can show commitment to the stakeholders since he is expected to be a
good decision-maker, with skills on negotiation, mediation and inter-
agency coordination.
It is also important to have a good communication with stakeholders

by spending quality time or conversation with them. It will help improve
connection and cultivate respect from our partner agencies. Also, we must
communicate with honesty and sincerity to gain the level of trust. It will
help them bring closer to us and understand each other.
77
Building Relationships: Understanding and Knowing our

Stakeholders.
In engaging with the stakeholders, we must know and understand

who they are so that we can gain their trust and respect. It is easier to
build relationship and to create plans which are beneficial for everyone if
we know who our partners are, as well as their needs and concerns.
Good relationship and connections with our stakeholders are the

end result of engaging with them. It is also important that both are open
to each other's insights and suggestions for a better collaboration. If a
relationship was built, it is easy to communicate with stakeholders our
needs and plans for development. Furthermore, through this strategy and
by building harmonious relationship with the stakeholders, they become
participative and active partners in peace and developmental endeavors
that can result to the successful conduct of unit’s CMO activities.
Embrace Digital Dialogue.
The rise of social media and internet accessibility have increased the
expectations of stakeholders to a deeper and wider range of information
and messages. With digital communications, more people can access
and generate information that can reach wider audiences. Engagement
activities in one location can have a significant ripple effect across the
country. The increasing patronage to mobile phones and digital gadgets,
has made it possible to provide and share content in the palm of the
stakeholder’s hand, making these devices essential platforms today.
Therefore, the organization should establish a strong online presence to
strategically target stakeholders, to gain credibility among stakeholders,
and to build your unit’s brand throughout website and social media tools
and platforms.
Structure the Process and Agree on the Rules of Engagement.
To structure the whole engagement process, identify and map all
78
potential stakeholders by following your SEn strategy map and plan.

This will be a systematic way of collecting and organizing their inputs.
Remember to agree on the ground rules, including each party’s role, as
well as their ability to respond to comments in order to ensure a process
where all parties share the risks and benefits of the engagement.
Listen, Commit, and Be Respectful.
As they said, “Engagement is more about listening than anything

else.” Accept that you are not going to agree on everything, hence, look
for middle ground. It is important to get the right stakeholders to the
table and keep them there by implementing agreed upon decisions, and
through ongoing monitoring and critical evaluation of the engagement
process. Lastly, operate in a transparent and accountable manner while
ensuring confidentiality when appropriate, and follow up by using targets
to measure and report against progress.
Be Realistic and Focused, Yet Flexible.
Another crucial success factor of SEn is ensuring realistic timeframe

and resource management. To do this, you need to assign adequate
time and to properly manage the organization’s resources, while taking
into account the need to inform and educate some internal and external
stakeholders on complex issues. Focused engagement addresses
both short-term targets as well as long-term values and objectives. Be
prepared to discuss what stakeholders want to discuss and pay attention
in addressing issues of different mindsets, organizational cultures, and
skillsets. At the very least, have clear expectations. Involve stakeholders in
defining issues and setting the agenda for the engagement, as well as in
seeking their inputs in plotting future outreach and engagement efforts.
CHALLENGES IN STAKEHOLDER ENGAGEMENT
79
When completing or doing an ongoing engagement, try to avoid the

following typical pitfalls that can undermine an effective SEn:
It takes time and resources.
As much as you want to deliver and meet the stakeholders’

expectations and requests, it would require an amount of time and
resources in order to execute these demands. As you engage your
current stakeholders, more stakeholders will also want to engage. Thus,
it is necessary to develop values-based relationships, as well as educate
both parties about the concept of sustainability. If not, this could drain
the organization’s resources, often at a time when internal capacity
development in stakeholder engagement is ongoing.
It raises expectations, so manage it!
“The quickest way to destroy the trust you have built is to raise
expectations you cannot meet.” External stakeholders can have higher
expectations; hence, the organization must be knowledgeable of what
they can and cannot do to, establish a clear understanding of their roles
and responsibilities. While managing their expectations, always keep the
lines of communication open. Some things to keep in mind to further
manage stakeholders expectation are the following (Ceres and the FRP,
2007):
 Never schedule engagement activities so late in a planning

timeline that a given engagement can’t shape future actions.
 Do not pretend to be open to feedback and then do nothing with

it.
 If your goal is mainly to gather information, make this clear from

the onset.
 Let your stakeholders know how their feedback is to be used.

Include the results in future engagement plans.
80
Once you have completed your engagement activities and developed

a robust M&E mechanism, it is time to review the lessons learned, best
practices, challenges, and recommendations, and then plan the next
engagement.
It needs to build Stakeholder Capacity.
Lack of stakeholder capacity or the stakeholders’ inability to participate

in your engagement activities in a meaningful and participatory way is a
common challenge that can hamper the engagement process. In order to
enable effective engagement, initially evaluate stakeholders’ capacity and
your organization’s needs to ensure their engagement is fruitful. Building
stakeholder capacity can improve the quality of input provided, and in turn,
the value derived from the engagement process. Areas where capacity
building can help ensure the best quality stakeholder input include but are
not limited to (Ceres and the FRP, 2007):
 Building understanding and awareness
 Addressing language barriers, such as translating key documents,

meetings, etc.
 Establishing a formal facilitation process, such as mediating in

tribal dispute or conflict management, etc.
 Assisting stakeholders’ access to consultations and engagements
 Providing specialized expertise such as policy briefing or review,

cultural sensitivity and awareness, etc.
81
CHAPTER 5
Conclusion
I
n many instances, stakeholder engagement is not a new concept to
the Army organization. There may be plenty of resources, tools, and
literature available on how to engage with stakeholders, but the success
of your stakeholder engagement relies on the strategy you will develop.
This handbook aims to help the practitioners to develop their strategic

stakeholder engagement plan tailored with a robust and consistently
applied stakeholder engagement process. Following this handbook will
help increase the effectivity and relevance of the strategic engagement
plan for the stakeholders and to the communities or people within which
they operate.
Building collaborative stakeholder relationships can improve overall

operational performance. Most importantly, you will be best able to
experience these benefits when stakeholder engagement continues over
time, enabling your organization or unit to be responsive and transparent
to those individuals and groups most affected by your operations.
82
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PRINT.pdf
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lications/understanding-assets-teaching-senior-leaders-how-identify-and-engage-stake-
holders
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ment.” London: Sage Publications.
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84
GLOSSARY
Action Plan – List of tasks that are needed formation using different methods. The plan
to finish in order to meet the objectives. formally defines who should be delivered
and what communication channels to use
Advocacy – the act or process of supporting
in delivering information (whatis.techtarget.
a cause or proposal or the act or process of
com).
advocating something (Meriam Dictionary).
Community Organizing – It is a continuous
Ambition – a strong desire to do or to
and sustained process of organizing people
achieve something, typically requiring de-
to work collectively and efficiently on their
termination and hard work (Oxford Dictio-
problem.
nary).
Consensus – a general agreement or judg-
Approach – the taking of preliminary steps
ment arrived at by most or all of those con-
toward a particular purpose; a particular
cerned; an overwhelming agreement
manner of taking such steps (Meriam Dic-
tionary). Consult – to obtain stakeholders’ feedback
for decision-makers on analysis, alterna-
Brainstorming – It is one of the tools of
tives and decisions. non-achievement of the
identifying stakeholders, listing of stake-
unit’s mission.
holders without screening which can in-
clude everyone who has an interest in your Consultation – the action or process of for-
organization’s overall vision and objectives mally consulting or discussing (Oxford Dic-
today and who may have one tomorrow. tionary).
Civil Military Operations – Activities of the Crisis Management – It is a process de-

military to minimize civil interference on signed to prevent or lessen the damage a
and/or civil support for military operations crisis can inflict on an organization and its
or civic activities. stakeholders and can characterized by a
‘willingness to be open to change.
Collaborate – It is to partner with stake-
holders in each aspect of decision making, Documentation – It is the documenting an
including the development of alternatives activity to provide the information or gath-
and the identification of preferred solutions. ered information, recommendation, best
practices, what happened in the activities,
Collaborative Platforms – It is enabling in-
outcomes, etc. and put it on a report.
teraction between the organization and its
target stakeholders and audience can also Engagement – An organization’s efforts to
be done online or the virtual space. understand and involve stakeholders and
their concerns in its activities and deci-
Collaboration – It can be activities where
sion-making processes
the military, different government agencies
and civic organizations work together to re- Engagement Tactic – It is knowing the level
alize shared goals. of intensity and the practical engagement
method to be used to the stakeholders.
Communication – It is the means of sending
or receiving information, such as telephone External stakeholders – These are stake-
lines or computers. holders or groups outside the organization
but are affected in some way by decisions
Communication Plan – It is a policy-driven
or actions of the organization.
approach to provide stakeholders with in-
85
Grassroots – it is the most basic level of an whereby both or all modify their demands
activity or organization. to achieve a mutually acceptable compro-
mise.
IdeaScale – it is one of the leading inno-
vation management software platform to Participation – the act of taking part in
gather ideas and implement them. something, like an activity or project.
Inclusivity – It is the practice or policy of Participative – relating to or involving par-

including people who might otherwise be ticipation especially : of, relating to, or being
excluded or marginalized, such as those a style of management in which subordi-
who have physical or mental disabilities and nates participate in decision making (Mer-
members of minority groups (Oxford Dic- riam-Webster Dictionary).
tionary).
Partnership – the association of two or
Influence – It is the ability of stakeholders more partners participating in joint interests
to galvanize public interest and receptivity or common activities created by a contract.
of the public to an issue.
Performance – the action or process of car-
In-Person Engagement – engagement ac- rying out or accomplishing an action, task,
tivities with personal presence or action. or function.
Interest – the degree to which the stake- Pitfalls – a hidden or unsuspected danger
holders are motivated by and mobilize or difficulty.
around an issue.
Power – It is suggested that a stakeholder
Internal Stakeholders – These are people (or a group) has power when it can impose
or entities (e.g., employees, managers, op- its will on the company or organization,
erators, etc.) in the organization who care most especially through the control of re-
about or affecting its overall performance. sources.
Key Stakeholders – These are the deci- Power/Interest Grid – One of the most com-
sion-makers who have direct influence on a mon and effective way to analyze the stake-
decision or issue. holders. Using this grid, the organization
can analyze, map, and prioritize the stake-
Logistics – These are an important aspect
holders by positioning them in the grid.
of planning your engagement, especially for
in-person engagement. Primary Stakeholders – those directly af-
fected (favorably or adversely) material or
Methods – It is a particular form of pro-
social well-being.
cedure for accomplishing or approaching
something, especially a systematic or es- Principles – a fundamental truth or prop-
tablished one. osition that serves as the foundation for a
system of belief or behavior or for a chain
Monitoring and Evaluation – Monitoring is
of reasoning (Oxford Dictionary); a rule of
the collection and analysis of information
conduct based on beliefs of what is right
about a project, plan, or program; Evalua-
and wrong (Merriam-Webster Dictionary).
tion, on the other hand, is an examination
concerning the relevance, effectiveness, ef- Process – a series of actions or steps taken
ficiency and impact of the activities based in order to achieve a particular end (Oxford
on the specified objectives. Dictionary).
Negotiation – It is a process of resolv- Product Development – Creating products

ing conflict between two or more parties and IEC materials o ensure the organiza-
86
tion’s branding are incorporated in the ma- Stakeholder Engagement Strategy – It es-
terials, as well as good messaging develop- tablishes the vision, what the organization
ment. want to achieve, level of ambition, objec-
tives, how to engage, and core engagement
Public Relations – It is the state of the rela-
principles, through a strategic plan or pro-
tionship between the public and a company
cess.
or other organization or a famous person
(Oxford Dictionary). Stakeholder Management – It is the pro-
cess of maintaining good relationships with
Pull Communications – It is a one-way en-
stakeholders in which an organization can
gagement in which information is made
either seek to mitigate risk or exploit these
available stakeholder choose whether to
new trends to identify and establish new
engage with it.
opportunities through the use of meaning-
Push Communications – It is a one-way ful stakeholder engagement.
engagement in which organization may
Stakeholder Mapping – In this handbook,
broadcast information to all stakeholders or
it has two functions: first, to identify the
target particular stakeholder groups using
range of different stakeholders; and second,
various channels.
to clarify their interests, issues of concern,
Salience – It is the degree to which organi- and relationships to your organization. As a
zations feel that an issue, and a stakehold- collaborative process of research, analysis,
er’s stance on an issue, is of importance or debate, and discussion, stakeholder map-
relevance to them. ping draws from multiple perspectives to
determine a key list of stakeholders across
Stakeholder – Any individual, group or en-
the entire stakeholder spectrum.
tity that has an interest, can make a differ-
ence or can affect, if not be affected, by the Strategic – carefully designed or planned
achievement or non-achievement of the to serve a particular purpose or advantage
unit’s mission. (Oxford Dictionary).
Stakeholder Analysis – It is the analysis of Strategy – a plan of action or policy de-

identified stakeholders using the Power and signed to achieve a major or overall aim
Interest Matrix and the Power and Interest (Oxford Dictionary).
Diagram.
Strategy Map – a diagram that is used to
Stakeholder Engagement – It is described document the primary strategic goals and
as an organization’s efforts to understand objectives being pursued by an organiza-
and involve stakeholders and their con- tion or a management team (Wikipedia).
cerns in its activities and decision-making
Transparency – It implies openness, com-
processes (AccountAbility’s AA1000 Stake-
munication, and accountability.
holder Engagement Standard). It is also de-
fined as the process used by an organiza- Win/Win Strategies – Strategies or actions
tion to engage relevant stakeholders for a that benefit both organization and stake-
clear purpose to achieve agreed outcomes. holders.
Stakeholder Engagement Plan – This doc-

ument reflects the product of your engage-
ment strategy. It provides the purpose, proj-
ect background, introduction, stakeholder
analysis and engagement plan, communica-
tion plan, and the stakeholder list.
87
LIST OF ACRONYMS
4Ps - Pantawid Pamilyang Pilipino Program LGU - Local Government Unit
AFP - Armed Forces of the Philippines M&E - Monitoring and Evaluation
AOR - Area of Responsibility NGO - Non-Government Organization
AVP - Audio Visual Presentation NTF-ELCAC - National Task Force to End
CAAs - Conflict Affected Areas Local Communist Armed Conflict
CGPA - Commanding General Philippine Army OWANs - Organization’s Wants and Needs
CMO - Civil Military Operations PA - Philippine Army
CSO - Civil Society Organization PAMANA - Payapa at Masaganang Pa-
CSR - Corporate Social Responsibility mayanan
DSSP - Development Support and Security PESTEL - Political, Economic, Social, Techno-
Plan logical, Environmental, Legal
FGDs - Focused Group Discussions POC - Peace and Order Council
FR - Former Rebel PR - Public Relations
HQs - Headquarters Q&A - Question and Answer
IEC - Information, Education, and Communi- RTDs - Round Table Discussions
cation SEn - Stakeholder Engagement
IM - Instant Messaging SKA - Skills, Knowledge, Attitudes
IP - Indigenous People SME - Subject Matter Expert
IPSP - Internal Peace and Security Plan SWANs - Stakeholder Wants and Needs
IT - Information Technology www - World Wide Web
LIST OF APPENDICES
Appendix
A Area Profiling of the Community Stakeholders
B Listing of Stakeholders
C Stakeholder Mapping Worksheet
D Stakeholders List
E Stakeholder Analysis and Mapping Template
F Stakeholder Mapping Template
G Sample template for Identifying Relevant Methods for Every

Engagement Tactic
H Stakeholder Engagement Plan (Sample)
I Communication and Reporting Plan Template (Sample)
J Activity Documentary Report Template
88
APPENDIX A:
AREA PROFILING OF THE COMMUNITY STAKEHOLDERS
Building your basic community stakeholder group profile aims to understand

the characteristics of the stakeholders potentially affected by your organization’s
operation. The information collected can be utilized at a later stage to assist in the
design of an engagement strategy. The profiling of stakeholders of the community
should be classified into Local, Municipal, Provincial, Regional, or National level.
STAKEHOLDER GROUP +3
- 3 YEARS PRESENT
CHARACTERISTICS YEARS
Population (in thousands)
Gender (Male/Female in %)
Age Brackets (per 10 years)
Religious Profile (% per religion or non-

religious)
Ethnic Profile (% per ethnic group)
Livelihoods (% per profession/sector)
Average Income Level
(across group)
Wealth Distribution
(across group)
Average educational level attached
Homogeneity of group
89
APPENDIX B:
LISTING OF STAKEHOLDERS
The listing of the stakeholders should not be seen as definitive, but rather it should
serve as a checklist of the stakeholders in a particular AOR or targeted engagement
area as an initial list with their company or organization name and sector being
represented. From this list, the “key” stakeholders (can be marked with an asterisk
‘*’ if considered as key stakeholders) will be identified and designated based on their
significance, decision-making, and appropriate roles in the plan of engagement.
NAME OF ORGANIZATION/COMPANY SECTOR
1 Greenpeace Environmental,
Development
2 Association of Local Farmers and Agricultural Partners Agricultural
3 AFP Retirees’ Organization of Negros Occidental Civil Society
4 Negros Occidental Golf Club Business
5 Farmers’ Union of Negros Occidental Agricultural, Labor
6 Security Reform Initiative, Inc.* Civil Society, Development
7 Association of Nurses and Doctors of the Philippines Health

(Negros Occidental Chapter)
8 Bantay Kapayapaan at Kalikasan* NGO, Development
9 Joint National Conservation Committee of Negros Environmental

Occidental
10 Department of Interior and Local Government (DILG)* Government
11 ACDI Multi-Purpose Cooperative* Business
12 National Youth Commission (NYC)* Youth
13 Unilever, Inc. – Negros Occidental Factory Branch Business
14 Corporate Social Responsibility Department – Business

Robinsons Supermarket - Bacolod Branch*
15 Women’s Group of Negros Occidental* Women
Note: Example of Stakeholders’ List in Negros Occidental
90
APPENDIX C:
STAKEHOLDER MAPPING WORKSHEET
The Stakeholder Mapping Worksheet can help you facilitate in understanding

and sorting out its interaction with stakeholders. The table below illustrates a sample
worksheet to be filled out by the practitioner.
STAKEHOLDER MAPPING WORKSHEET
STAKEHOLDER METHOD/ PRIORITY

STAKEHOLDER FREQUENCY VALUE REMARKS
TYPE APPROACH ISSUES
Department
of Education monthly or
Government meetings
(Comms Officer, quarterly
PR)
Department
Government of Education forum bi-annual
(Secretary)
Department
of Education
social
Government (Secretary, annual
gathering
Comms Officer,
PR)
Department
of Education
Government newsletter quarterly
(Comms Officer,
PR)
Department
Executive as
Government of Education
Meeting required
(Secretary)
Bantay
Civil Society Bayanihan sa meetings quarterly
Kapayapaan
91
APPENDIX D:
STAKEHOLDERS LIST
GENERIC BIG DATA CONSTRUCTION

- Accounting - Actuary - Architects
- Accounts Receivable - Analytics Manager/Director - Architectural Technician
- Actuaries - Analytics Specialist - Bricklayers
- Analytics/ Reporting - BI developers - Building Surveyor
- Audit - Big Data Programmer - Buyer
- Billing - Bioinformatics Scientist - CAD operator
- Board members - Biostatistician - Ceiling Fixer
- Branding - Business analysts - Chairman
- Business Analysts - Business Intelligence Consultant - Civil Engineer
- Business Community - Business SMEs - Client
- Catering - Business Solution Architects - Commercial Manager
- Charities and not for profit - Campaign Experts - Communities
- Chief Creative Officer (CCO) - Chief Creative Officer (CCO) - Construction Manager
- Chief Executive (CEO) - Chief Executive (CEO) - Construction Technician
- Chief Finance Officer (CFO) - Chief Information Officer (CIO) - Contracts Manager
- Chief Information Officer (CIO) - Chief Scientist - Demolition Operative
- Chief Operations Officer (COO) - Chief Technology Office (CTO) - Electrician
- Chief Technology Officer (CTO) - Client project team - Emergency services
- Civil service - Competitors - Estimator
- Client project team - Computer Systems Analyst - Facilities Manager
- Community and community - Customer Service - Financial firms
organizations - Customers - General construction
- Company Secretary - Data Analyst - Geospatial Modeler
- Competitors - Data architects - Hydrographic Surveyor
- Customer Service - Data Engineer - Investors
- Customers - Data Explorers - Laborer
- Department head - Data Hygienists - Managing Director
- Designers - Data integration developers - Marketing
- Directors - Data Manager - Painter and Decorator
- Distributers - Data Miner - Planner
- Emergency services - Data scientist - Plant Mechanic
- Engineering - Data Warehouse - Plant Operator
- Environmental groups - Database Administrator - Plant Technician
- Executive Sponsor(s) - Department heads - Plasterer
- Expenses department - Director of Research - Pressure groups
- Facilities - Domain Expert - Procurement
- Finance - Enterprise Information Architect - Project Manager
- Fraud - ETL Developers (extract, trans- - Quantity Surveyor
- Government late, load). - Regulatory authorities
- Health and Safety - Executive - Roofer
- Hospitality - Financial Analyst - Roofing Technician
- Human Resources (HR) - Information Management - Scaffolder
- Insurance Specialist - Shop fitter
- Inventor - IT Business Analyst - Site Forman
- IT - Machine Learning Engineer - Site Joiner
- Key Individuals - Market Research Analyst - Site Supervisor
- Lease holders - Marketing - Site Supervisor
- Legal - Mathematician - Steel erectors/ structural
- Lobby groups - Planning Analyst - Structural Engineer
92
E-COMMERCE IT GOVERNMENT
- Accounting - Applications Engineer - bloggers (influential commen-
- Account Management - Database Administrator tators
- Accounts receivables - Network Architect - board members
- Back office - Network Engineer - budget holders
- Buyers - Network System Administrator - charities
- Call Centres - Programmer - citizens (the general public)
- Cloud Operations - Programmer Analyst - civil servants in other depart-
- Content Manager - Security Specialist ments
- Customer Care - Software Engineer - commentators
- Customer services - Support Specialist - community organizations
- Customers - System Administrator - consultants
- Data Warehouse - System Analyst - contractors
- Developers - System Architect - delivery partners, such as the
police, NHS, etc.
- Digital Marketing and - System Designer
eCommerce - lobbyists
- Systems Software Engineer
- Directors of Commerce - local authorities
- Account Management
- Distributer sales - media
- Applications Engineer
- eCommerce Consultants - members of parliament (MPs)
- Banking specific Industry
- eCommerce Programme manager - ministers
Manager - Business Contract Manage- - non-governmental organizations
- eCommerce Project ment/ Procurement (NGOs)
Manager - Business development manager - other government departments
- eCommerce SMEs and agencies
- Business Intelligence Consultant
- Employees - pressure groups
- Business process Analyst
- Finance - professional associations
- Business Process Consultant
- Global eCommerce - project or programme team
- Business requirement consultant
Director (immediate team running the
- C. A. support specialist
project)
- IT procurement - C.A. Telephone Manager
- regulators
- IT security - Chief Information Officer
- special advisers
- Knowledge Manager - Chief Technology Officer
- special interest groups
- Legal - Computer and Information
- staff (in own government de-
- Logistics Systems Manager
partment)
- Marketing - Contract Management
- trade unions
- Operations - CRM system development and
- treasury
- Procurement integration manager
- users
- Product Management - Customer Hotline Manager
- voters
- Regional sales - Customer Hotline Rep
- Retail suppliers - Customer support co-coordi-
- Sales Directors nator
- Sales Engineers - Customer Support Represen-
- Security tative
- Social Media team - Data Analyst
- Solutions Consultant - Data Architect
- Systems Architect - Data Comms Analyst
- Technical Architect - Data Modeler
- Transport suppliers - Data systems manager
- VP/Head eCommerce - Data warehousing consultant
- Database Administrator
- Warehouses
- Database Analyst
- Web Designer
- Database Developer
- Datacenter Manager
93
- Local authority/local governance - Predictive modelers - Suppliers

- Local interest group - Project Board - Thatcher
- Local people - Project Manager Big Data - Town Planner
- Logistics - Project Sponsor - Trade associations
- Maintenance
- Quantitative Analyst - Wood machinist
- Managers
- Manufacturers - Quantitative Analyst
- Marketing - Research and Development
- Media - Research Scientist/Analyst
- Networking - Risk Analytics
- Non - human e.g. Animal - SAP Solution Architect
- Occupational Therapy - SAS Programmer
- Operations
- Senior Credit Risk Analyst
- Other Programme and Project
Managers - Social Media Team
- Partners - Statistical Programmer
- Payroll - Statistician
- Planning - Steering Committee
- Pressure Groups - Suppliers
- Procurement - System Analyst
- Product team
- Systems Integrators
- Professionals e.g. medical
- Programmers - Technical Business Analyst
- Project Board - Technology architects
- Project team - Web Analyst
- Property owners
- Public Relations (PR)
- Publishing
- Quality Assurance
- Recruitment
- Regulators (Health & Safety,
Central Government)
- Research
- Resellers
- Residents
- Revenue recognition
- Sales
- Security
- Senior Management Team
- Service providers
- Shareholders
- Social Media team
- Specialists
- Sponsor
- Staff
- Subject Matter Experts
- Suppliers
- Supply Chain
- Telephony/ Telecommunications
- Trade Unions
- Travel agent
- Treasurer
- Trustees
- Unions
- Users
- Venture capitalists
- Venue provider
- Veterinary
- Vice Presidents (VPs)
- Volunteers
- Wages (Payroll)
- Web development
- Working parties
- Zealots (any person who is
fanatically committed)
94
- Web Developer - Developer (as consumer)

- Web Master - Developer (as producer)
- Document Specialist
- E-commerce specialist
- EE Manufacturing engineer
- Electronic design engineer
- Electronic Publication Specialist
- Enterprise Architects
- Financial Management
- General Manager
- Help Desk Technician
- Industrial designer
- Industry Specific Consultant
- Information Technology Director
- Information Technology
Manager
- Infrastructure analyst
- International Business Devel-
opment
- Knowledge Architect
- Localization Engineer
- Maintenance Technician
- Management Information Sys-
tems Director
- Manufacturing engineer
- Market research analyst
- Marketing communications
- Marketing Executive
- Marketing Manager
- Network Architect
- Network Engineer
- Network Operations Analyst
- Network System Administrator
- Network Technician
- Operations Manager (data-
center)
- Organizational consultant
- PR Manager
- Product Manager
- Program Manager
- Project Manager
- Proposal development
- Quality and Service
- Sales Engineer
- Sales executive
- Sales Manager
- Sales Support Technician
- Security Specialist
- SLA development engineer
- Software Application Specialist
- Software Development Engineer
- Software Engineer
- Software Engineer
- Software Quality Assurance
Analyst
- Software Tester
- Strategic Planning Manager
(TelCo)
- Supervisor for Help Desk center
- Support Specialist
- Systems Integrator
- Systems Software Engineer
- Test Manager
- Technical Publication Manager
- Technical Support Manager
- Technical Support Represen-
tative
- Technical Writer
- Web Administrator
- Web Designer
- Web Developer
- Web Page Developer
- Web Site Developer
- Webmaster
95
APPENDIX E:
STAKEHOLDER ANALYSIS AND MAPPING TEMPLATE
STAKEHOLDER ANALYSIS AND MAPPING

Impacted by Project Influence Over
Details about the or Plan Project or Plan
Stakeholder
Stakeholder
High Moderate Low High Moderate Low
96
APPENDIX F:
STAKEHOLDER MAPPING TEMPLATE
(High, Medium, Low)
(High, Medium, Low)
Action/strategy
Stakeholder
Influences
category
Influence
Interest
Goals,
Stakeholder Win/win
motivations,
group strategies
and interests
[Main focus of stakeholder]
[Optional category]
[Name of an [Key focus, [High/ [High/ [Actions [Long term

individual goals, Med/ Med/ to strategy to
stakeholder motivations, Low] Low] manage ensure a win/
or of a group concerns and this win outcome]
of similar interests of group]
stakeholders this group/
e.g. local stakeholder]
residents]
97
APPENDIX G:
SAMPLE TEMPLATE FOR IDENTIFYING RELEVANT METHODS
FOR EVERY ENGAGEMENT TACTIC
NAME OF
STAKEHOLDER
ENGAGEMENT
RELEVANT FORMATS/METHODS
TACTICS
Monitor
Message
Advocate
Consult
Collaborate
Innovate
98
APPENDIX H:
STAKEHOLDER ENGAGEMENT PLAN (SAMPLE ONLY)
STAKEHOLDER ENGAGEMENT PLAN

Project Name: UNIVERSITY RE-DEVELOPMENT PROJECT
Purpose of the Document:
There are many individuals or groups who have an interest or involvement or who are af-
fected by the activities and outcomes of the University Re-development project. Delivering
a project or programme requires a clear understanding of the interests and influence of
the stakeholders and a strategy to address their needs. The aim is to reduce the risk that a
stakeholder or group will negatively impact the project. This requires management of those
with a negative view of the changes who need to be bought in and those with a positive
view whose influence needs to be maximised.
Project Background:
The University Re-development project aims to revitalise the campus by renovating the
key academic buildings, expanding the halls of residence and landscaping disused playing
fields. The key deliverables are:
• three new halls of residence;
• renovation of Mathematics, History and Geography buildings;
• landscaping of the playing fields and replacement of the boundary fences and
• expansion of East Hall adding a kitchen and bar.
Crucial enabling deliverables will be:
• successful consultation with local residents;
• engagement with local MPs and councillors and
• planning permission for new builds and renovations.
The project will run for 5 years with completion due by 2014. The budget is £32,000,000.
Introduction:
This stakeholder engagement plan lists the University Re-development project stakehold-
ers and presents a detailed strategy for managing each individual/group. The stakeholders
were identified through a series of workshops attended by project team members and cli-
ent representatives. To start the identification process, the team brainstormed the stake-
holders using categories suggested by the Office of Government and Commerce (OGC).
This resulted in a long list of groups/organisations shown at Appendix 1 (Stakeholders List).
Analysis of the stakeholder list revealed the goals, motivations, impact and influence of the
various stakeholder groups and the results of the analysis are mapped in Section 1 (Stake-
holder Analysis). Following the completion of the stakeholder map a focussed communica-
tion plan was developed reflecting each group/individual interest and their potential impact
on the project. The communication plan is shown in Section 2.
Section 1: Stakeholder Analysis:
See Appendix E & F
Section 2: Stakeholder Communications Plan
See Appendix I
Appendix 1: Stakeholders List
See Appendix D
99
APPENDIX I:
COMMUNICATION AND REPORTING PLAN TEMPLATE
(SAMPLE ONLY)
Project Name: UNIVERSITY RE-DEVELOPMENT PROJECT
INFORMATION INFORMATION FREQUENCY OF

STAKEHOLDER ROLE CHANNEL
REQUIREMENTS PROVIDER COMMUNICATION
Senate and Progress Highlight Project Manager At monthly Monthly

Chancellor’s to cost and reports and committee or as
office budget exception meetings. required for
advance reports. escalations
Senior notice of
Management problems.
Board Achievement
of benefits.
External Benefits to High level Project Office At meetings and Bi-weekly

Relations Office/ University information and Project via email. and as
Communications and regarding the Manager required.
Office impact on master plan
community and progress.
Details of and
involvement in
consultation
planning and
communication
planning.
Business and Benefits to High level Project Manager To Director Monthly

enterprise University information via Senior
and impact regarding the Management
enterprise master plan Board meetings.
and progress.
100
Suppliers Timelines Specific details University Via Facilities As required.

and expected regarding Facilities newsletters and
- Catering impact for timelines and Management in existing team
relevant impact to team with meetings.
- Maintenance areas of the buildings. guidance of
University. Project Office
- Cleanin
Contractors Opportunities Requests Project Manager At Approved Monthly

available and for Tender Contractor and during
the overall and details meetings and procurement
development of specific via Requests phases.
projects. for Tender (e.g.
letter)
Local The overall High level Communications Letter. Before

emergency development. information Office and each public
services regarding the Project Office. consultation.
master plan
and progress.
Local Residents The overall High level Communications Letter and Before
development. information Office and regular each public
regarding the Project Office. community consultation.
master plan newsletter.
and progress.
Local Schools The overall High level Communications Letter. Before

development. information Office and each public
regarding the Project Office. consultation.
master plan
and progress.
Neighborhood The overall High level Communications e-mail and Monthly

Action Group development. information Office. existing monthly and before
regarding the meetings. each public
master plan consultation.
and progress.
101
Neighborhood The overall High level Communications e-mail and Twice yearly
forum development. information Office. use of existing and before
regarding the meetings each public
master plan add standing consultation.
and progress. agenda item on
programme.
Local Councilors The overall High level Communications E-mail, letter or Before
programme information on Office to phone call as each public
and progress. the programme respond. appropriate. consultation
and access Project Office otherwise on
to detailed may provide request.
information information.
in response
to queries/
complaints.
Visitors & users The overall High level Communications Letter. Before
of parks and development. information and Project each public
open spaces regarding the Management consultation.
master plan
and progress.
Fire service The overall High level Project E-mail, letter Before
development information Office and and briefings for each public
and impact regarding the Communications fire officers? consultation
on layout. master plan Office. & layout
and progress. change.
Detailed on
revised routes/
campus layout.
Building
contents and
layouts will be
dealt with on a
project level.
102
Police The overall High level Project E-mail, letter Before

development information Office and and briefings for each public
and impact regarding the Communications beat officers. consultation
on layout master plan Office. & layout
Detailed on
revised routes/
campus layout.
Water board The overall High level Project E-mail, letter Before
development information Office and and briefings. each public
and impact regarding the Communications consultation
on layout. master plan Office. & layout
Detailed on
revised routes/
campus layout.
Detailed
consultation on
infrastructure
should happen
at project level.
Environment Environmental Drawings at Project Directly to the As required

Agency assessment of each key stage. Managers Environment during
buildings. Agency Advisor. planning and
construction
stages.
Planning The master Information on Communications E-mail, letter Before,

plan and the master plans Office and or phone call during and
planning. and access Project Office as appropriate. after public
to detailed Meetings with consultations.
information the Planning
in response Officer.
to planning
applications.
Planning
permission
communications
will be deal with
at deliverable
level.
103
Academic Timelines Specific details Department Via department As required.

departments and expected regarding Heads with newsletters and
directly impact for timelines and guidance of in existing team
impacted relevant impact to Project Office meetings.
areas of the buildings.
University.
Academic The overall High level Department Via University As required.

departments development. information Heads with newsletters
not directly regarding the guidance of add standard
impacted master plan Communications section on the
and progress. Manager. programme.
Operational Timelines Specific details Department Via department As required.

departments and expected regarding Heads with newsletters and
directly impact for timelines and guidance of in existing team
impacted relevant impact to Project Office meetings.
areas of the buildings.
University.
Operational The overall High level Department Via University As required.

departments development. information Heads with newsletters
not directly regarding the guidance of add standard
impacted master plan Communications section on the
and progress. Manager programme.
Academic staff Timelines Specific details Department Via existing As required.

and expected regarding Heads and line team meetings.
impact on timelines and managers
teaching, impact to
research and buildings.
logistics
104
Admin staff Timelines Specific details Department Via existing As required.

impact to timelines and managers
work areas. impact to
buildings.
Technical staff Timelines Specific details Department Via existing As required.

impact to timelines and managers
work areas. impact to
buildings.
Students Union The overall High level Project Office to Via University At least one
development. information Student Union newsletters briefing each
- Ents Impact on regarding the President and and via face to term.
students master plan officers face briefings
- International learning and and progress. as required. At
movement. least termly.
- Welfare Specific details
regarding
timelines and
impact to SU
buildings.
105
EDITORIAL BOARD
LTGEN JOSE FAUSTINO PA Acting Commanding General,

Philippine Army
MGEN ROBERT C DAUZ PA Vice Commander, Philippine Army
MGEN ROWEN S TOLENTINO PA Chief of Staff, Philippine Army
COL PATRICIO RUBEN P AMATA GSC (INF) PA Assistant Chief of Staff for Civil-Military
Operations, G7, PA
COL VICTOR M LLAPITAN MNSA (INF) PA Deputy G7
COL CHARLES DZ CASTILLO GSC (INF) PA Executive Officer, G7, PA
MAJ FRANCO SALVADOR M SUELTO (INF) PA Editor-at-Large
EDITORIAL STAFF
Bernadette N Patañag Writer
Harold E Canlas Graphic/Layout Artist
106
Office of the Assistant Chief of Staff
for Civil-Military Operations, G7
Philippine Army

Tel: 845-9555 (local 5725 - ISABr)
Fax Number: (local 5722)
Email: cmo.og7.pa@gmail.com
og7_pa@yahoo.com.ph

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STRATEGIC STAKEHOLDER ENGAGEMENT

The PA strives to craft handbooks and manuals that can be easily

As responsible and reliable soldiers, we must pass on to the

The organization highly commends those who conceptualized

PATRICIO RUBEN P AMATA

In establishing an environment of peace and harmony, the

in the way we do our business. This handbook contains substantial

Equipped with the conducive approaches and tactical steps

Let this book remind us of the relevance of a strategic

The Office of the Assistant Chief of Staff for Civil-Military

First, to COL PATRICIO RUBEN P AMATA GSC (INF) PA, the AC of S

COL VICTOR M LLAPITAN MNSA (INF) PA, COL RICO O AMARO

SALVADOR M SUELTO (INF) PA, Chief, Plans and Research Branch;

Other Officers, Enlisted Personnel and Civilian Employees from

With sincerest gratitude and appreciation,

STRATEGIC STAKEHOLDER ENGAGEMENT

INTRODUCTION UNDERSTANDING STAKEHOLDER 13

CHAPTER 1 STRATEGIC STAKEHOLDER 19

CHAPTER 2 SIX-STAGE STRATEGIC PROCESS TO 23

CHAPTER 3 METHODS AND APPROACHES 58

CHAPTER 4 KEY SUCCESS FACTORS AND PITFALLS 77

Stakeholder Engagement (SEn), on the other hand, can be described

As essential as it is, engaging the stakeholders is far from easy.

Engaging with stakeholders paves way for securing a wide range of

● the overall mission of the PA and/or its units;

● the vision, scope, and definitive objectives of the unit’s stakeholder

● the commitment of the stakeholder organizations to engage with

● the capacity development and resources management necessary.

Part of understanding Stakeholder Engagement is to distinguish

Crisis Management is a process designed to prevent or lessen

FIGURE 1. Differentiating Crisis Management, Stakeholder Management,

Stakeholder engagement is inclusive, interactive, encouraging

Remember that a stakeholder is someone (or a group) who affects

WHO SHOULD USE THE HANDBOOK?

It’s no secret that the efficient and effective stakeholder engagement

The Philippine Army communicates with a broad realm of internal and

This handbook is written primarily to support the whole Philippine

units, Civil Military Operators, Civil Military Operations (CMO) officers,

HOW TO USE THE HANDBOOK?

This handbook is a follow-up to the Stakeholder Engagement

This ultimate guide is a strategic tool designed to support the

Introduction: Understanding Stakeholder Engagement

Chapter 1: Strategic Stakeholder Engagement Process

Chapter 2: Six-Stage Strategic Process to Stakeholder

Chapter 3: Methods and Approaches Towards A Strategic

Chapter 4: Key Success Factors and Pitfalls

Practitioners should be able to answer the following questions in

● Who are our stakeholders?

● What are the benefits we can expect from the engagement?

● What information sources do we already have about our

● Armed with this information, what are the methods to be used in

● What does the organization need to do to maximize chances of

● How does the organization learn and continuously improve

In this handbook, the word ‘strategic’ is used to describe Stakeholder

FIGURE 2. Stakeholder Engagement: From Risk Management

As shown above, to have a strategic positioning on SEn, the

1. Anticipate and manage emerging issues

STAGES OF STAKEHOLDER ENGAGEMENT PROCESS

The SEn Process is a roadmap to a significant engagement of the

FIGURE 3. Six Stages of PA Strategic Stakeholder Engagement Process

This SEn process is contextually applicable to the operational

Stage 1 – Planning and Analysis: To initially plan and understand the

Stage 2 – Engagement Strategy: To set the vision, what the