1. Introducing Regulatory Impact Analysis into the Turkish Legal Framework Improving Transparency, Consultation and Communication of RIAs 16-17 March 2009 Session 7A Shareholders Analysis

2. Five generally sequential stages of activity 1.Specifying issue(s) to be addressed 2.Long listing 3.Stakeholder mapping 4.Validate availability and commitment 5.Strategies for mobilising and sustaining participation

3. 1. Specifying issue(s) to be addressed §Stakeholders are defined and identified in relation to a specific issue - people and groups only have a concrete "stake" in a specific issue or topic. §The stakeholder identification process operates in respect to a particular specified issue.

4. 2. Preparing the Long List §Establish a "long list" of possible stakeholders, as comprehensive as feasible §Assign stakeholders to general categories (e.g., public, private, and community/popular, with further sub- categories for each, gender, etc., §Also identifying those which: -" are affected by, or significantly affect, the issue” -" have information, knowledge and expertise about the issue”; and -" control or influence implementation instruments relevant to the issue”.

5. 3. Stakeholder Mapping (1) §The "long list" of stakeholders can then be analysed by different criteria or attributes. §Determine clusters of stakeholders that may exhibit different levels of interest, capacities, and relevance for the issue. -Knowledge of such differences will allow systematic exploitation of positive attributes

6. 3. Stakeholder Mapping (2) §Identify areas where capacity building is necessary for effective stakeholder participation, and highlight possible "gaps" in the array of stakeholders. §One of the several forms of stakeholder mapping is by degree of stake and degree of influence, as shown in the matrix below:

7. Influence-Interest Matrix Influence- Interest Low InfluenceHigh Influence Low StakeLeast Priority Stakeholder Group useful for decision and opinion formulation, brokering High Stakeimportant stakeholder group perhaps in need of empowerment most critical stakeholder group

8. 4. Validate consultation results §Verify analysis and review the initial analysis to ensure that no key and relevant stakeholders are omitted -E.g. Use additional informants and information sources §Assess the identified stakeholders availability and degree of commitment to meaningful participation in the process §Feed back on Long List

9. 5. Strategy for mobilising and sustaining participation §Devise strategies for -mobilising and -sustaining effective participation §Strategies should be tailored to the different groups of stakeholders as analysed and classified above. -For example, empowerment strategies could be applied to those stakeholders with high stake but little power or influence.