Application of the Stakeholder Theory and Collaborative Advantage to the Vision 2020 Initiative

1. Application of the Stakeholder Theory and Collaborative Advantage to the Vision 2020 Initiative

2. Authors • SamyaRiad – Alwatany (National) Eye Hospital Cairo, Egypt • GamalEzzelarab – AlnourMagrabi Foundation Cairo, Egypt • Abd el Monein El Minshawi– AlnourMagrabi Foundation - Cairo, Egypt

3. Introduction • Stakeholders and IAPB/WHO publications • Background to the study

4. Stakeholders in IAPB and WHO Vision 2020 Publications • Ministry of Health (Chairman & 2-3 Key members) • Ophthalmologists • Eye Care Professional Groups (OCOs, AMOs, Optometrists, Nurses) • Local NGOs • International NGOs • Private Sector • District Representatives • Working Committees (HRD, IEC, Advocacy, Disease Control, Infrastructure Development) • WHO (Regional & Country) • Other UN Agencies • Training Institutions • EHSA District Representative • Civil Society • District Education Department • Community Based Rehabilitation Programmes • Professional Associations • Academia • Research Institutions • Other International Institutions • Service Organisations • Corporate Sector • The Population

5. Method • British Library Catalogue search • National library of the United Kingdom • Research library • Holding over 56 million items from many countries • Google search of the World Wide Web • Key words: ‘stakeholders’ and ‘collaboration’

6. Results The Stakeholder Theory • Detailed by Edward Freeman in 1984 (University of Virginia) • A Management Science subject • Formulated mainly for business organisations • Used by healthcare consortiums in the USA • Adopted later by policy and development organisations • World Bank and ODA did detailed work on stakeholder analysis • One study relating to eye health policy in lower and middle income countries (Camacho-Cuena et al, 2012)

7. Results Definitions for Stakeholders Strategic Definition Those groups without whose support the organisation would cease to exist – SRI, 1963 Descriptive Definition Groups who can affect or are affected by the organisation’s objective – Freeman, 1984

8. Definitions for Stakeholders Instrumental Definition Groups who are needed to achieve certain corporate performance goals, Donaldson and Preston, 1995 Normative Definition An entity with a declared or conceivable interest or stake in a policy concern – Donaldson and Preston, 1995 – also used by the World Bank Group

9. Results Classification of Stakeholders Area of contribution Economic Political Technological Social Managerial Position in relation to the organisation Internal External Interface

10. Classification of Stakeholders Strength of influence Key Contribution is essential Their demands place severe strain on organisation Attempts by them to threaten the organisation threatens its viability Their contribution can easily be switched to another organisation Marginal – they are high on neither threat or cooperative potential Type of influence Potential for threat Potential for cooperation Mixed Blessing – High on potentials of threat and cooperation

11. Results Stakeholder Management Levels 1&2: Manipulation and Therapy Level 3: Informing Level 4: Explaining Level 5: Placation Level 6: Consultation Level 7: Negotiation Level 8:Involvement Level 9: Collaboration

12. Results Collaboration Occurs when groups and organisationscome together to do something useful Collaborative Advantage Occurs when an objective is met that no organisation or group could have produced on its own.

13. Results Conditions for Good Collaboration • Inclusion of stakeholders • Partner selection • Mutual trust • Honesty and reliability • Shared vision • Mutual interdependence

14. Conditions for Good Collaboration 7. Open communication 8. Appropriate distribution of power 9. Political influences 10. Appropriate governance structure 11. CEO support 12. Skilled convenors

15. Discussion • For Vision 2020 objectives, we need to decide which definition of stakeholders is the most suitable for the particular objective • We need to decide the type of each stakeholder and whether we really need to include this group in the collaboration • We also need to decide at which level will each stakeholder be managed

16. Discussion • We need to identify the most useful collaborators and decide how they should interact with each other to achieve collaborative advantage • This is a difficult exercise for one team alone and may lead to frustrations and mistakes

17. Conclusion • Vision 2020 objectives could be enhanced by adopting the principles of the stakeholder theory and collaborative advantage as defined and used in business • It would be useful if we understand the suggested Vision 2020 stakeholders at a generic level

18. Conclusion This could be achieved by probing the experience and expertise available in the Prevention of Blindness community, collating and documenting the results and disseminating them to less experienced workers

19. Conclusion • This study demonstrates the difficulties of working in isolation in the prevention of blindness field and using tools and manuals for major projects. In our experience, there is a query at every step. • The study proposes the adoption of the ideas and approaches of business studies and management science in Vision 2020 projects

20. Thank you