1. 1 NZUSA February workshops Relationship building and stakeholder engagement Andrew Little National Secretary EPMU

2. 2 Effective relationships require mutuality – both sides want one Relationship-building focuses on common interests

3. 3 Stakeholder management : -relationship-building? -risk management?

4. 4 - advice/provision of information? - seeking feedback? - consultation? - negotiation? Engagement process is the process

5. 5 Engagement processes - is the relationship one of equals? - what is the power balance?

6. 6 Engagement processes Purpose/objective of the process - what is the process trying to achieve? -what is my/my organisation’s role? -What are my/my organisation’s interests?

7. 7 Engagement processes Process -who is the decision-maker? -who else is involved? -how do I participate? -what is the timeframe? is this adequate/reasonable? -what information do I need? from parties with whom I am consulting from other sources

8. 8 Engagement processes Conducting the relationship -are there any statutory requirements/ restrictions? -what is my objective? What do I need to get out of it? to support a proposal to achieve a change in a proposal to stop/slow down a proposed change to get something I don’t currently have or that is not on offer

9. 9 Engagement processes What do I bring to the relationship? What leverage do I have? information not otherwise available representation/endorsement of a constituency that adds weight/credibility agreement (where applicable)

10. 10 Engagement processes Tactics Depending on the nature of the engagement and the issue at stake: insistence on full disclosure of relevant information direct contact with the decision-maker insistence on reasonable time to –Consider proposal –Gather and consider information –Prepare alternatives –Conduct dialogue –consult internally –Publicity and mobilisation

11. 11 Personal conduct Professional, courteous engagement (play the issue, not the person) Accept it’s okay to disagree, that conflict is not bad but how it is handled can be bad Be clear in what you communicate -prepare well -be clear about objectives, reasons and bottom lines -be disciplined -be flexible where necessary -don’t make promises/threats you can’t deliver -respect confidences; don’t accept them if you can’t -take time

12. 12 CONCLUSION If the relationship is important then it needs to be built over many transactions Don’t let one issue compromise the long term