VI.
FRAMEWORK FOR ANALYZING SOCAL WELFARE POLICES AND
PROGRAMS
STAKEHOLDER ANALYSIS
• What is Stakeholder Analysis?
It is conducted at the beginning of a project. It is a process of collecting
information about any person that will be impacted by (or can impact)
your [Link] a stakeholder analysis will enable you to
identify all your stakeholders as well as their needs and expectations.
• Who are the Stakeholders?
Stakeholders are people who actively participate in project-related
decisions as they’re affected by the results of project execution and
results. They have their influence over the project, its deliverables, and
the project team members, so their participation is crucial for
successful project [Link] can include customers,
employees, community members, politicians, media, shareholders,
suppliers, investors, governments departments, regulators, neighboring
business and nearby residents.
IMPORTANCE OF STAKEHOLDER ANALYSIS
• Improved decision-making: A comprehensive stakeholder analysis
provides a holistic view of all perspectives and potential impacts. This
information allows organizations to weigh different options carefully
and make decisions that are in the best interests of all stakeholders. For
example, a company considering a new product launch could use
stakeholder analysis to identify potential environmental concerns and
address them before production begins. This could prevent negative
publicity and ensure the product is well-received by environmentally
conscious consumers.
• Enhanced communication and collaboration: By understanding how
to communicate effectively with each stakeholder group, organizations
can build stronger relationships and foster collaboration. This can lead
to more efficient project execution, increased innovation, and improved
problem-solving. For example, a non-profit organization working on a
community development project could use stakeholder analysis to
identify key community leaders and involve them in the planning
process. This could lead to greater community buy-in and ensure the
project addresses the needs of the local residents.
• Reduced risk and conflict: By identifying potential conflicts or
disagreements early on, organizations can take steps to mitigate them.
This can save time and money in the long run and prevent project
delays or even failures. For example, a construction company planning
a new development project could use stakeholder analysis to identify
potential concerns from neighboring businesses about noise and traffic
disruptions. The company could then address these concerns through
proactive communication and mitigation measures, such as noise
barriers and staggered construction schedules.
• Increased support and buy-in: When stakeholders feel informed and
involved in decision-making processes, they are more likely to support
the organization and its projects. This can lead to greater commitment
and resource allocation, ultimately contributing to the organization's
success. For example, a government agency proposing a new policy
could use stakeholder analysis to involve key stakeholders, such as
industry representatives and community groups, in the development
process. This could lead to a policy that is more likely to be successful
and have the support of the wider community.
• Improved resource allocation: By understanding the relative
importance and influence of different stakeholders, organizations can
allocate resources more effectively. This ensures that critical
stakeholders are satisfied and that resources are not wasted on
uninfluential groups. For example, a university could use stakeholder
analysis to determine how to allocate limited funding for student
services. By understanding the needs and priorities of different student
groups, the university could ensure that resources are directed towards
the most critical services.
HOW STAKEHOLDER ANALYSIS IS PERFORMED?
1.) Stakeholder Identification
To analyze your stakeholders, you first must know who they are. Your
project stakeholders will include anyone who’s impacted by your
project, have an interest in it or can influence [Link] individuals,
groups and organizations. Local communities, residents, partners,
suppliers, government, media and your organization’s employees,
investors and clients.
There are two types of stakeholders:
• External Stakeholders
They are individuals or groups who are not directly related to the
organization or group, but are affected by its actions and decisions.
External stakeholders have a varying degree of influence on the
organization or project, and their involvement can have a significant
impact on its success or failure.
• Internal Stakeholders
They are team members or groups who are directly related to the
organization or project, but are affected by its day-to-day operations or
decision-making processes. Internal stakeholders have a vested interest
in the success of the organization or project, and their involvement is
crucial to its achievement.
2.) Prioritize the stakeholders
It is also called stakeholder analysis metrics where metrics are defined
to prioritize and categorize stakeholders. This method is defined as per
their interest levels, influence, impact, a relative priority. This
categorization will help us in understanding their expectations and
leveraging maximum benefit and can mitigate the risk of the potential
impact on software development.
The most common models used for this exercise are:
• The interest/influence matrix
Considers the levels of involvement and power your stakeholders have
on your project to classify them into four different quadrants.
• Salience Model
A stakeholder salience model diagram is a Venn diagram comprising
circles representing three attributes: power, legitimacy, and urgency.
The intersection of circles shows stakeholders with multiple attributes.
3.) Understanding the stakeholders
You need to discover how your key stakeholders feel about your
project. You also need to engage them, and how to communicate with
[Link] good questions to ask include:Do they have financial or
emotional interest in the outcome of your work? Is it positive or
negative?Which of your project information is relevant to them, and
what is the best way to relay that information?What is their current
opinion of your work? Is that opinion based on accurate information?
What motivates them the most?
CRITICAL MISTAKES TO AVOID
• Relinquishing too much power
• Incorrectly identifying stakeholders
• Settling unrealistic expectations
• Resource Misallocation
• Ignoring project risk
• Failing to update shareholders
Social workers can participate in stakeholder analysis at several stages
and in various capacities. Here are some key roles they can play:
1. Initiator and leader:
Recognizing the need for stakeholder analysis and advocating for its
implementation within a social work project or intervention.
Leading the stakeholder analysis process by facilitating meetings,
workshops, and other engagement activities. Overseeing the collection
and analysis of data related to stakeholders.
2. Facilitator and mediator:
Creating a safe and inclusive environment for stakeholders to share
their perspectives and concerns.
Facilitating dialogue and communication between stakeholders with
different interests and viewpoints.
Mediating conflicts and disagreements between stakeholders to reach
a consensus.
3. Advocate and negotiator:
Advocating for the needs and interests of clients and other
marginalized stakeholders.
Negotiating with stakeholders to ensure that interventions are
designed and implemented in a way that benefits all involved parties.
Building consensus and securing buy-in from stakeholders to support
the successful implementation of interventions.
4. Researcher and analyst:
Conducting research to identify relevant stakeholders and gather
information about their interests, resources, and power dynamics.
Analyzing data and identifying patterns, trends, and key issues related
to stakeholder perspectives.
Presenting findings and recommendations to stakeholders in a clear
and concise manner.
5. Evaluator and monitor:
Evaluating the effectiveness of stakeholder engagement strategies and
adjusting them as needed.
Monitoring the impact of interventions on stakeholders and making
adjustments based on their feedback.
Ensuring that stakeholders remain informed and engaged throughout
the intervention process.
SWOT ANALYSIS
—is a strategic planning tool used to identify and analyze an
organization's strengths, weaknesses, opportunities, and threats. It is a
simple but effective framework that can help social workers and
organizations make informed decisions about their practice and
services.
—analysis is a strategic planning technique that provides assessment
tools.
—Identifying core strengths, weaknesses, opportunities, and threats
leads to fact-based analysis, fresh perspectives, and new ideas.
STRENGTH
—describe what an organization excels at and what separates it from
the competition: a strong brand, loyal customer base, a strong balance
sheet, unique technology, and so on.
STRENGTH IN SOCIAL WORK
Simple and easy to use: SWOT analysis is a straightforward tool that can
be easily understood and applied by social workers and organizations of
all sizes.
Comprehensive: SWOT analysis considers both internal and external
factors, providing a holistic view of an organization's situation.
Focuses on action: SWOT analysis can help social workers and
organizations identify areas for improvement and develop strategies to
capitalize on opportunities.
WEAKNESSES
—stop an organization from performing at its optimum level.
Weaknesses of swot analysis;
. —Subjective
. —Static
—Limited Scope
OPPORTUNITIES
—refer to favorable external factors that could give an organization a
competitive advantage.
THREATS
—refer to factors that have the potential to harm an organization
FORCE FIELD ANALYSIS is a basic tool for root cause analysis that can
help you take action once the root cause has been identified.
• Improve decision
•making quality Minimize resistance to change
•Originally developed by Kurt Lewins
Driving forces- are the factors that are in favor of the proposed change
or the ones that support the achievement of the defined goal.
Resisting (restraining) - forces are those seeking to maintain the status
quo.
When you score forces, there are their possible
•driving force = resting force
•driving force < resting force
•driving force >resting force.
What Causes Resistance to Change?
Resistance to change is normal as change is stressful and disruptive.
Reasons people resist change:
•They perceive a Threat
•Inertia
•They disagree with you
•A misunderstanding
USING THIS MODEL IN PRACTICE
[Link] your goal or vision of the future
2. Brainstorm the force drive change
3. Brainstorm the force Resisting change
4. Assign scores
5. Make adjustment and apply
ADVANTAGE
•Easy to understand and visual
•Encourage you to consider non-qualitative date
•Make it more likely you to team will support the change and
thus,More likely the change will be successful.
DISADVANTAGE
1. Only as good as it's input
2. No guidance provided to resolve difference of opinion during
brainstorming
GENDER ANALYSIS
-Analysis that identifies and considers the differential, status, needs and
capabilities, roles and responsibilities of women and men in society, as
well as their access to and control of resources, benefits and
opportunities.
PROCESS OF ASKING OR INVESTIGATING KEY QUESTIONS AT THE
BEGINNING OF A PLANNING PROCESS THAT WILL HELP:
•Identify gaps or differences between women and men, girls and boys,
taking into consideration social diversity such as age, ethnicity, race,
class , Education, ability, SOGIE and other forms of diversity
•Understand why these gaps exist and persist•Choose what actions to
take to reduce the gap or address the issue
•Process of considering how women and men, girlsand boys, and their
social relations are affected by theway an organization operates, or a
developmentprogram is being implemented
It explores and highlights the relationship of women and men in
society, by asking:
•WHO DOES WHAT?
•WHO HAS WHAT?
•WHO DECIDES?
•HOW?
•WHO GAINS?
•WHO LOSES?
WHY GENDER ANALYSIS?
•To understand social processes and respond with informed and
equitable options
•To identify gender issues and design strategies relevant to propose for
existing PPAs
•To Ensure that concerns particular to women are included in the
development agenda
•To anticipate impacts of policies programs services and both women
and men gender impact assessment
GENDER ANALYSIS IN RA9710
-The development of GAD programs shall proceed from the conduct of
a gender audit of the agency or the local government unit and a gender
analysis of its policies, programs, services and the situation of its
clientele; the generation and review of sex-disaggregated data; and
consultation with gender/women’s rights advocates and
agency/women clientele.
GENDER ISSUES/CONCERNS
-are issues, concerns or problems arisingfrom societal expectations and
perceptionson the roles of women and men that impedeone’s
opportunities to participatein the development processand enjoy its
benefits.
GENDER ISSUES COULD BE CLIENT FOCUSED AND ORGANIZATION
FOCUSED:
•A client-focused gender issue -refers to concerns arising from the
unequal status of women and men stakeholders of a particular
organization including the extent of their disparity over benefits from
and contribution to a policy/program and/or project.
•An organization-focused gender issue -points to the gap/s in the
capacity of the organization to integrate a gender dimension in its
programs,systems or structure.
CONCEPTUAL BUILDING BLOCKS
•GENDER ROLES
•ACCESS AND CONTROL OF RESOURCES•GENDER NEEDS
•CONSTRAINTS
GENDER ROLES
1. REPRODUCTIVE
Childrearing and daily tasks associated with child rearing and domestic
tasks
[Link]
Activities carried out by men and women in order to produce goods and
services for sale or exchange in cash or in kind.
3. COMMUNITY MANAGING
Voluntary and unpaid collective activities at the community level
4. CONSTITUENCY-BASED POLITICS
Participation in decision making and organizational leadership at all
levels on behalf of interest based constituencies
ACCESS AND CONTROL OF RESOURCES
1. ECONOMIC
2. POLITICAL
3. SOCIAL
4. INFORMATION
5. TIME
6. INTERNAL
GENDER NEEDS
1. PRACTICAL GENDER NEEDS
Improvement of material Condition of women and men;does not
challenge unequal structure of gender relations or division of labor
2. STRATEGIC GENDER NEEDS
Actions and strategies are required to bring about structural changes
and empowerment of women
CONSTRAINTS
1. INDIVIDUAL PREFERENCES -SOCIALIZED ROLES AND EXPECTATIONS
2. SOCIAL NORMA AND CONVENTIONS
3. INSTITUTIONAL (LEGAL, MARKET,FAITH)
4. PROGRAM/ PROJECT IMPOSITIONS OR DEVELOPMENT BIASES
GENDER ANALYSIS PLANNING FLOW
1. SITUATION ANALYSIS
•ID gender issues
•Investigation of causes of the issues
2. DEVELOPMENT AND IMPLEMENTATION STRATEGY
•Addressing gender issues and their causes•Creating opportunities
3. GAD GOALS AND TARGETS (Gender Equality and women's
Empowerment)
•Monitoring performance and results
•Assessment of intervention strategies
STEPS IN GENDER BASED ANALYSIS
[Link] the differential situationof men and women
2. Identify the differential roles and responsibilities of men and women
3. Analyze the differential access to resources of men and women
4. Analyze the differential impact of programs or project interventions
to men and women
DATA CAN BE ANALYZED
1. QUALITATIVE
Narrative administrative reports
Case studies
Observation data
2. QUANTITATIVE
Tabulated data from official statistical databases (based on surface and
censuses)
Numerical information from administrative reports
Numerical/statistical data from research studies
GENDER ANALYSIS FRAMEWORK
•Gender roles framework (Harvard)
•Triple roles framework (Carolyn Moser)
•Web of institutionalisation framework (Caren Levy)
•Gender analysis matrix (GAM)
•Equality and empowerment framework (Sara Longwe)
•Capacities and vulnerabilities framework (CVA)•People oriented
planning framework (POP)
•Social
GENDER ANALYSIS FRAMEWORK
•Gender roles framework (Harvard)
•Triple roles framework (Carolyn Moser)
•Web of institutionalisation framework (Caren Levy)
•Gender analysis matrix (GAM)
•Equality and empowerment framework (Sara Longwe)
•Capacities and vulnerabilities framework (CVA)•People oriented
planning framework (POP)
•Social relations framework (SRF)
HARVARD ANALYTICAL FRAMEWORK
Tool 1. Activity Profile
Tool 2. Access and Control Profile
Tool 3. Influencing Factors (Opportunities and Constraints)
Tool 4. Design Checklist
MOSER FRAMEWORK
Moser Tool 1: Gender roles identification/triple roles
Moser Tool 2: Gender needs assessmentMoser Tool 3: Disaggregating
control of resources and decision making within the householdMoser
Tool 4: Planning for balancing the triple roleMoser
Tool 5: Distinguishing between different aims in interventions: the
WID/GAD policy matrixMoser Tool 6: Involving women and gender also
are organizations and planners, in planning.
GENDER ANALYSIS MATRIX
LEVELS OF GENDER ANALYSIS
1. HOUSEHOLD AND COMMUNITY LEVEL
Gender Gaps
Gender Analysis Matrix (GAM)
24 hour Activity Profile
2. PROJECT OR PROGRAM
Harmonized GAD Guidelines (HGDG)
3. ORGANIZATION OR INSTITUTION
PCW’s Gender Mainstreaming Evaluation Framework(GMEF)Gender-
responsive LGUs (GeRL Ka Ba Self Assessment)
24 HOUR ACTIVITY PROFILE
GENDER ANALYSIS MATRIX (GAM)
GENDER GAPS
HGDG