Which Form of Dialogue Is Suitable for Which Purpose?
A broad distinction can be made between stakeholder dialogues that are geared toward consultation and those that focus more strongly on cooperation during implementation. In consultative stakeholder dialogues, actors contribute their expertise, viewpoints, and experience. Initiators of the stakeholder dialogue are usually responsible for the further use of recommendations and lessons learned. Consultative and cooperative forms of stakeholder dialogues subsume the following variants:
Stakeholder dialogues as consultations
Stakeholder dialogues as consultations
Substantive function:
- Political input
- To obtain feedback
- Research / planning input
- Exchange of experiences
Recommended when:
- input or feedback is to be obtained just once from a specific stakeholder group or various stakeholder groups to plan a project, perform research for a study, etc.;
- the interests and awareness of different actors are to be raised for a specific theme;
- no further, in-depth cooperation is envisaged at present beyond this consultation.
Systematic, repeated stakeholder consultation to integrate recommendations
Substantive function:
- Strategy development/ assessment
- Assessment of planning
- Obtaining regular feedback
Recommended when:
- contributions or feedback are to be repeatedly obtained from a specific stakeholder group or various stakeholder groups within an established period with regard to the planning of a project or research;
- stakeholder input is to be integrated into planning etc.;
- stakeholders are to be given an opportunity through repeated consultation to assess planning progress and give new feedback.
Institutionalized stakeholder consultation
Substantive function:
- Institutionalized strategy/ planning assessment
- Involvement of people concerned to judge consequences, for instance
- Representation of stakeholders according to established regulations
Recommended when:
- political projects, etc., are to be (further) developed and the inputs of various stakeholders are to be regularly obtained for this purpose within a firmly organized framework;
- the implementation of plans for public-sector projects (possibly also for private projects) has consequences for public goods.
Multistakeholder platform (exchange)
Substantive function:
- Visibility of platform to outside world
- Stakeholders represent larger organizations
- Frequently driven by political or economic developments
Recommended when:
- the possibility of permanent exchange with other stakeholders is sought on a specific theme;
- in this context, recommendations and comments on current developments are to be made;
- joint implementation of projects is not aimed at for the time being.
Stakeholder dialogues as cooperation arrangements
Multistakeholder initiative
Substantive function:
- Joint responsibility for:
- implementation steering
- change
- results
- monitoring and evaluation
- decision making
- Usually has an agreed steering structure (steering committee, executive committee)
Recommended when:
- a new approach, standard, or policy is to be jointly developed and implemented;
- for this purpose, action is to be taken for a temporary period by a specially established stakeholder group;
- the required personnel and organizational structures can and should be established;
- responsibility for implementation is to be shared.
Stakeholder Partnership
Substantive function:
- Joint
- implementation planning
- performance of activities
- onitoring of results
- responsibility for success
- decision-making
- management structures are grouped in one location
Recommended when:
- jointly determined project-related goals are to be achieved with shared responsibility.
- a temporary cooperation arrangement between the stakeholders involved in conducting a project with established responsibilities is to be formalised.
- the personnel and organisational structures required to achieve this purpose are to be set up.
- joint monitoring and evaluation of results is
envisaged.
Multistakeholder platform (implementation management)
Substantive function:
- Coordination and joint implementation of tasks in the public interest
Recommended when:
- specific tasks related to improved service delivery, for instance, are to be tackled together in the long term, beyond the joint making of recommendations;
- cooperation is to be established in the long term between different stakeholders.
Source: Stakeholder Dialogues Manual, published by Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) 2012
As a provider of international cooperation services for sustainable development and international education work, we are dedicated to building a future worth living around the world. GIZ has over 50 years of experience in a wide variety of areas, including economic development and employment, energy and the environment, and peace and security. The diverse expertise of our federal enterprise is in demand around the globe, with the German Government, European Union institutions, the United Nations, the private sector and governments of other countries all benefiting from our services. We work with businesses, civil society actors and research institutions, fostering successful interaction between development policy and other policy fields and areas of activity. The German Federal Ministry for Economic Cooperation and Development (BMZ) is our main commissioning party.
All these commissioning parties and cooperation partners place their trust in GIZ by working together with us to generate ideas for political, social and economic change, develop these into concrete plans and implement the envisaged change processes. As a public-benefit federal enterprise, German and European values are central to our work. We are committed to meeting our clients’ high standards with regard to transparency and accountability. This makes us a reliable service provider that people can trust. Together with our partners, we work to deliver flexible, effective and cost-effective solutions that offer people better prospects and sustainably improve their living conditions.
The registered offices of GIZ are in Bonn and Eschborn. In 2016 our business volume was around EUR 2.4 billion. Of our 18,260 employees in some 120 countries, almost 70 per cent are national personnel working in the field. In our capacity as a recognized sending organisation, we currently have 643 development workers in action in partner countries. In addition, the Centre for International Migration and Development (CIM), a joint operation of GIZ and the Federal Employment Agency, placed 847 integrated and returning experts with local employers abroad in 2016 while providing them with financial support and advisory services.
Source: giz
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