27 minute read
APPENDICES
57
59
60
60
61
62
62
64
65 APPENDIX 1
Ideas for policy dialogue topic
APPENDIX 2 Definitions
APPENDIX 3
MOU
APPENDIX 4
Project Management Tools
APPENDIX 5
Budget Management
APPENDIX 6
Letter Template
APPENDIX 7
Example policies and useful databases for policy mapping
APPENDIX 8
Consent Form template
65
65
66
66
66
67
68 APPENDIX 10:
Evaluation form template
APPENDIX 11:
Fashion Revolution Contacts
WORKSHEET 1:
How to do a SMART analysis
WORKSHEET 2:
Team Evaluation Matrix template
WORKSHEET 3:
How to mindmap your stakeholders
WORKSHEET 4:
Example Power vs Interest matrix
WORKSHEET 5:
Example problem and solution tree
APPENDIX 1 | IDEAS FOR TOPICS
Governance
• Is there a problem with bribery or corruption in garment factories or in fashion businesses in your country?
• With factories based thousands of miles away and work being sub-contracted out it can be extremely difficult for a business to ensure total compliance.
What incentives could governments introduce to encourage local manufacturing?
Environmental
• Is your country at risk from a shortage of fresh water?
Could factories and brands do more to minimise water usage. Do policies need to be introduced or strengthened to ensure fresh water is prioritised for local communities rather than for irrigating agricultural crops destined for the textile industry?
• Do you know of water pollution and/or effluent releases from processing facilities (dyeing, tanning, etc.)
• Are citizens in your country concerned about the environmental and potential health impact of microfibres? Could you look at recommendations for policy change around washing machine standards and waste treatment plants to prevent microfibre release into the environment?
• Do consumers in your country care about the use of fur and the treatment of animals in garment and accessories manufacturing? Is there a demand for sustainable fur production or a movement towards banning fur?
• What incentives can the government (national or local) put in place to reduce energy consumption and move towards renewables in textile and garment manufacturing facilities? Are renewable energy sources available for machinery and vehicles involved in harvesting or transportation?
• Is there concern around GM crops used for textile production and are these on the increase? Should policies be in place to reduce the influence of GM and pesticide corporations?
Biodiversity
• Are you worried about illegal deforestation to fuel demand for wood derived textiles such as viscose?
• How can biodiversity be maintained in areas where textile crops are being crops? Could a sustainable use protected area be created? Are there any subsidies for agri-environmental schemes that could be put in place to enhance biodiversity?
• Is the textile and leather industry in your country linked to deforestation? Do your government’s climate change policies effectively prevent primary forests from being destroyed?
• How might biodiversity policies and management practices of raw material suppliers be modified to accommodate climate change?
• What impact is biodiversity-friendly agriculture, i.e. organic schemes, having in your country and what policies could encourage further adoption?
Chemicals
• Should your government restrict the use of certain chemicals in manufacturing?
• Is pesticide use increasing or is there a movement towards organic?
• Do the chemicals used impact the health of farmers or garment workers?
• Are chemicals having an impact on the marine environment? Could policies be put in place or reinforced to prevent chemical release into waterways?
• Are there issues around the illegal or improper disposal of chemicals? Can you encourage polluter-pays policies or reinforce current legislation to ensure compliance?
Waste and Recycling
• Does your country receive too much secondhand clothing? Is a law needed such as the one in Rwanda to ban the import of second-hand clothing and what would the consequences be on the local economy and on local people’s ability to buy new clothing at an affordable price?
• What happens to the textile waste from garment factories in your country? Is it landfilled or incinerated? What policies should be put in place to ensure pre-consumer textile waste goes into a circular system?
• What about non-textile waste – coat hangers, plastic bags, etc.?
80% OF ALL CLOTHING ENDS UP IN INCINERATORS OR LANDFILL ONLY 20% IS RECYCLED.
2018
Workers’ rights
• How far is the legal minimum wage away from a living wage? Do workers even receive a minimum wage? What are the real and perceived barriers to increasing the minimum wage in your country?
• Are there problems with sexual harassment or abuse in the garment sector?
• How can policies address women’s empowerment or gender equality? (e.g. new UK law on gender pay gap. https://www.gov.uk/government/news/ gender-pay-gap-reporting) • Do women suffer from discrimination, unfair dismissal when pregnant or are they unable to exercise their right to maternity leave?
• Are there problems with foreign or migrant workers being exploited or discriminated against?
• Does government policy strengthen or hinder the operation of unions in your country? Is there a lack of unionisation or are the unions ineffective? Is collective bargaining in place and is it effective? Are union leaders regularly intimidated and does there need to be new/stronger policies to address this and allow them to speak and operate freely?
• Is forced labour or bonded labour widespread in your country? Is an effective ban likely to happen or would increasing pressure on brands to address the issues and educating consumers (i.e. Uzbekistan, Sumangali) be more effective? Is there any interest amongst policymakers for a new law like the UK’s Modern Slavery
Act (https://www.gov.uk/government/collections/ modern-slavery-bill) to address this issue?
Working conditions
• Are there significant health and safety issues in garment factories in your country? What about in the processing facilities, or health issues facing cotton farmers?
• Is legislation around holidays, working hours and rest breaks regularly ignored due to pressure to fulfil orders? Can compliance be incentivised, training provided or laws strengthened to decrease the risk of workplace accidents resulting from excessive working hours?
Supply chain transparency
• Is there any legislation that requires companies to publicly report on human rights, social or environmental issues?
• Can you explore the potential for due diligence legislation to make companies more responsible for their impact on human rights and the environment (see section 2C on policy mapping for examples of legislation which is driving due diligence)
• Are companies required or could they be required to disclose who their suppliers are?
International Trade laws
• Would you like to learn more about how import/ export laws and trade deals may affect your fashion industry?
• Would it be feasible to give preferential tariffs to goods that are sustainably produced/fair trade? Do artisanally produced handicrafts from your country benefit from very low or zero rate import tariffs into the EU or US? If not, what are the barriers around
Rules of Origin for including handicraft products from your country in the Generalized System of
Preferences? http://trade.ec.europa.eu/doclib/ docs/2013/may/tradoc_151175.pdf
Indigenous rights and artisan crafts
• Could you explore domestic laws and protection for indigenous peoples’ culture and crafts?
• Are any traditional skills potentially able to be recognised by UNESCO as intangible cultural heritage and what process is needed for this to happen? (may be a push to include as policy but it does need government agreement I assume)
• If cultural appropriation is a problem artisans are facing in your country, how could policy change strengthen their cultural and intellectual property rights? https://www.linkedin.com/pulse/maasaishould-fight-against-cultural-appropriationluxury-joy-mutimba/
• Could a law be implemented like the Navajo Nation’s
Indian Arts and Crafts Enforcement Act of 2010? https://www.doi.gov/ocl/indian-arts-crafts-0
• How can you promote small artisan businesses in the fashion sector?
• What about the impact of wood pulp production on forests and the indigenous people who live in them?
• Could you encourage the creation of a sustainable use protected area or a community-based protected area to enable indigenous rights to be upheld and minimise environmental impact?
Creative businesses
• How does intellectual property law affect fashion design? Does it help or hurt designers and brands?
• Is there enough support from the government for creative industries?
• How can the Government reinvest into the textiles industry and encourage designers to rebuild such creativity and production in the industry while nurturing raw talent?
• Is education about sustainability lacking in the fashion industry, can the government do more to support this?
• Could the government support tax breaks for sustainable businesses?
• Which were most involved to discuss future collaborative possibilities?
APPENDIX 2 | DEFINITIONS
Policy: A policy is a set of ideas or plan set by a governmental organisation about what it is going to do about an issue and what it can achieve.
Law: Laws are set standards, principles, and procedures set by a government. Laws are generally enforced.
Legislation: A law or a set of laws.
Regulations: A law which controls companies or systems. For example, managing the amount of fossil fuels a company can use.
Guidelines: A recommendation set by a company or government. Not legally binding or enforced.
Stakeholder: Any individual or organisation with a tie to the topic.
Implementation: Putting a policy or plan into action or practice.
Due diligence: A company taking reasonable steps to ensure that they comply with (follow) laws.
Compliance: Meeting the requirements of a certain law, policy or regulation
International agreements (also called treaties,
agreements, protocols or conventions): International laws between countries or international organisations.
Intergovernmental organisation (IGO): An organisation made up of a group of countries. Often used to solve problems that need international collaboration, e.g. the UN and the World Bank.
Non-governmental organisation (NGO): a non-profit organisation that is independent to governments. Often, they aim to tackle social, political or environmental issues.
Advocacy: Public support for a particular cause or policy recommendations.
System Action Research (SAR): SAR focuses on the relationships and interconnections between stakeholders and the issue. By changing one small thing which seemingly is only affecting one stakeholder, this may have dramatic effects on others too.
Participatory Action Research (PAR): A type of research where the people most affected by the issue are involved in the research trying to solve it. Each person involved brings knowledge and expertise that is unique to that individual. Any research conducted must incorporate actions toward social change.
Some examples of PAR are below are:
Girl Effect https://www.girleffect.org/what-we-do/ our-approach/. Uses mobile platforms to empower and educate girls across the world
Hope: Reflections from Mexico http://www.xoc.uam.mx/ This programme works with community-based organisations and NGOs across the poorest regions of Mexico to collaborate with indigenous people to plan for alternatives to development.
We Can Also Make Change https://www.sightsavers.org/ wp-content/uploads/2017/09/VOTM-Summary_WEB.pdf This project worked with numerous national and international organisations to identify the problems with exclusion of people with disabilities, older people and people with mental health issues in Bangladesh. It involved research and action to explore those issues.
APPENDIX 3 | MOU
Memorandum of Understanding (MOU)
Please find downloadable version here
APPENDIX 4 | PROJECT MANAGEMENT
TOOLS
These are examples of simple Excel and table-based critical path templates, where the timeline is managed weekly.
British Council x FR Policy Toolkit Team Evaluation Budget Review Choosing Topic Stakeholder Mapping Topic Research Policy Mapping Planning your discussions/interviews/focus groups/ walkabouts with stakholders Conducting your discussions/interviews/focus groups/ walkabouts with stakholders
Team members assigned June June July July July July Aug Aug Aug Aug
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
Month
May
June
July
August Deadline Deliverable
Fri 3rd
Fri 10th
Mon 13th
Tue 28th
Fri 7th
Tue 18th
Wed 19th
Fri 26th
Wed 14th
Thu 22nd
Fri 23rd Responsible Involved
You can find editable and downloadable versions of the critical paths here.
APPENDIX 5 | BUDGET MANAGEMENT 1 | Guidelines & processes
Having clear financial guidelines and processes will help you and your team to manage resources effectively, and reduce the risk of any unexpected over or under spends. It is important that all team members understand the processes and the expectations of them. Examples of financial management processes include:
• Clear roles and responsibilities - who is responsible for the following elements: budget and expenditure approval, budget oversight, review of expenditure, documentation of expenditure, preparation of reports.
• Clarify which team member(s) are able to approve project expenses. All team members should also know what they can spend project funds on, and how much. All costs above £500 amount must be signed off by the project manager.
• Staff expenses procedure - expenses submitted on a monthly basis (within 10 days of month end).
• Invoice payment procedure - to be paid within 30 days of receipt (unless otherwise specified).
• A financial report is produced and reviewed on a monthly basis in order to assess project progress and inform discussions around any changes that need to take place.
2 | Project Budget
Developing a budget:
Start with the activities you want to do, then break this down into the resources or items that you will need to complete each activity, e.g. staff time, room hire, travel, refreshments, etc.
For each item you need to know: the unit (how the item is measured), unit cost (cost of one unit only), quantity (number of units required), total cost (unit cost x quantity), comment (your assumptions and calculations, which will be really useful to refer to later).
Budget Tips:
• Keep your budget simple, don’t let it get more complicated than it needs to be.
• Involve others in the process. Different team members have different knowledge and expertise that can help ensure the budget is accurate. • Ensure that the budget directly links to your project plan and critical path. If these documents are not in line then you will certainly encounter issues later.
• The purpose of a budget is to give your team a direction. A budget will highlight when you need to make changes to the project and what you can afford to change. Keep it simple!
Here is a simple budget template example:
Contact the global team if you have any questions or would like support with your budget.
Item Unit Cost per unit Quantity Total
Country Coordinator Per day
Staff Contributions Per day Staff 1 Per day Staff 2 Per day
Event costs Per event
Venue hire Catering Total Per event 2500 Per event 300 22
2 5 Comment Policy research, agenda devlopment, logistics, event coordination
3 | Spending plan
Once you have your budget developed, it can be helpful to expand it to include your spending plan. This will help you to anticipate certain costs, identify costs that are delayed, and to make adjustments to your budget during the project period. For each item in your budget add columns for each month of the project period and include how much you anticipate spending of the total budget line for each month.
Here is an example:
Item
e.g.
Staff 1
Venue hire Total Jun
$500 100
$1,500 300 Jul Aug
100 300
1000 200 Comment
Staff 1 will be involved in this activity from start to finish. The activity should require 5 days of their time and they will recieve $100 per day. We anticipate to hire 10 room during the course of the project at approx $150 per room
4 | Expenditure tracking
Expenditure tracking does not need to be complicated, it can be done in an excel spreadsheet and one person should be responsible. Ask the global team for a template if needed. At a minimum, tracking should include all expenditure that has been incurred and paid for. Other items that can be useful to track also include:
• Expenditure incurred and not paid for (e.g. invoices received but not paid)
• Significant expenditure planned/upcoming (e.g. upcoming room bookings and event costs. This should link to your budget spending plan.)
Expenditure tracking should also be shared and discussed on a regular basis.
5 | Budget versus actual (BvA)
monitoring
As part of monitoring the progress of your project it is important to review how your project expenditure compares against your budget and spending plan. The main questions we want to answer during the monthly review are:
• How are we doing compared to the budget? How does our current actual expenditure compare to what was planned?
• What position are we in? Are there major differences?
• What needs to happen now? Do we need to make changes in our budget, our spending plan, or our project plan?
• What are we learning about our budgeting and expenditure that we can apply?
BvA Tips:
• Review of project expenditure and comparison with the project budget has the best benefits if done on a monthly basis. The budget holder should review expenditure each month, and meet with the finance focal point to discuss progress and update the team as necessary.
• Review transaction lists to understand where any difference is coming from. E.g., cost of rooms is higher than expected, team changeover meant lower team costs this month. • Make the trade-offs where necessary, because you have a finite amount of resources available to you. If you must spend money on something you didn’t budget for, then decide what expense can be removed in order to finance the new item.
• Keep your monthly forecasts updated on a monthly basis. This will help you keep on top of changes and upcoming expenditure.
• If budget changes of more than £500 need to be made then notify the global team, who can support if needed.
APPENDIX 6 | LETTER TEMPLATE
Memorandum of Understanding (MOU)
Available to download as an editable word document here
APPENDIX 7 | RESOURCES AND
EXAMPLES FOR POLICY MAPPING International policy
Sustainable Development Goals (SDG)
Agreed in 2015 the SDGs are a collection of 17 goals to be achieved by 2030. They highlight many issues relevant to the fashion industry including: no poverty; gender equality; decent work and economic growth; industry, innovation and infrastructure; reduced inequalities; responsible production and consumption; climate action; life below water; and life on land. You can find a full list of the goals here. https:// sustainabledevelopment.un.org/?menu=1300
Although aspirational, the SDGs have had a powerful impact on the way development is funded and prioritised. Understanding and outlining how your Policy Dialogue fits into the SDGs will make it more robust and may help to engage policy makers.
Vienna Declaration and Programme of Action
for Human Rights https://www.ohchr.org/en/ professionalinterest/pages/vienna.aspx
Adopted in 1993 it acted as a catalyst for change in human rights and influenced many key movements. It also acted as a springboard for other international treaties and led to the creation of the UN core values of universal human rights.
However, there was a lack of implementation from countries as there were no legally binding requirements making it difficult to enforce and develop accountability.
International Labour Organisation (ILO) https://www.ilo. org/global/lang--en/index.html
The ILO “brings together governments, employers and workers...to set labour standards, develop policies and devise programmes promoting decent work for all women and men.” 1 Its website has resources covering a range of labour issues including: freedom of association, indigenous and tribal peoples, collective bargaining, equality and discrimination and sustainable entreprises.
United Nations Framework Convention on Climate
Change (UNFCCC) Paris Agreement https://unfccc.int/ process-and-meetings/the-paris-agreement/the-parisagreement
The 2015 UNFCCC Paris agreement succeeds the expired Kyoto Protocol. It differs from its predecessor in that it does not set legally binding emission reduction targets for developed countries to adhere to. There is legitimate concern that allowing countries to set their own emission reduction targets will not achieve the necessary cuts requires to keep global warming to less than 2°C preindustrial temperature averages.
However the Paris Agreement made significant progress in encouraging developing countries to adopt national goals. For example China has committed to peak its carbon dioxide emissions by 2030. This has been rated as “highly insufficient” by the Climate Action Tracker. 2 You can track each countries’ national pledge here https:// climateactiontracker.org/countries/
Despite their numerous flaws both the Kyoto Protocol and the Paris Agreement have given business a vision of the need to reduce greenhouse gas emissions and in certains parts of the world have helped spur a greener economy.
Convention on Biodiversity (CBD) - Nagoya protocol and
Aichi targets https://www.cbd.int/convention/articles/ default.shtml?a=cbd-01
Simply explained here: https://www.youtube.com/ watch?v=0FdKu_YHTfE
The CBD has been effective in bringing global political attention to environmental issues, enabling the development of the Nagoya Protocol and recognising the role of women and indigenous communities and setting standards for sustainable development. In addition, developing countries had a powerful negotiating voice as they contain 4/5 of world’s biodiversity. The Nagoya Protocol objectives are: the conservation of biological diversity, the sustainable use of its components and the fair and equitable sharing of the benefits arising from the use of genetic resources.
Many of the historical targets set by the CBD, such as the Aichi targets to minimise biodiversity loss at a global scale, are highly ambitious and therefore, it is unlikely we will meet them. However there are lots of regional successes. For example, New Zealand is working with its indigenous Māori community, through co-governance, to carry out ambitious programmes aimed at preserving biodiversity by removing non-native predators and plants threatening native species.
However, reaching the Aichi and Nagoya targets requires far more funding then has currently been provisioned in some countries. Additionally, national plans for CBD have been criticised for lacking integration with other governmental sectors, causing implementation issues.
European Transfrontier Shipment of Waste Regulation
https://eur-lex.europa.eu/legal-content/EN/TXT/ PDF/?uri=CELEX:02006R1013-20180101&rid=1
This regulation covers exports of waste, including waste textiles, from the European Union (EU). Waste textile exports to non-EU or non-Organisation for Economic Co-operation and Development (OECD) countries are allowed but have to be accompanied by a contract in which the exporter agrees to take back the shipment is the country of import doesn’t want it. Second hand clothing is not subject to these controls.
Due Diligence policies
Due diligence is an increasingly important part of global legislation affecting the garment industry. It has the potential to be game changing as some policies require brands to take responsibility for what takes place within their supply chain. These laws are relevant to garment producing countries, as this is where the supply chain begins. Connecting the dots between problems in garment production and the brands associated with these problems can help leverage policy change aimed at tackling these issues.
1 https://www.ilo.org/global/about-the-ilo/lang--en/index.htm 2 https://climateactiontracker.org/countries/china/
OECD Due Diligence Guidelines for Responsible Supply
Chains in the Garment and Footwear Sector http:// mneguidelines.oecd.org/OECD-Due-Diligence-GuidanceGarment-Footwear.pdf
This comprehensive set of guidelines provide in-depth and practical due diligence guidance on issues such as: child labour; sexual harassment; working time; occupational health and safety; greenhouse gas emissions and water use. Whilst not legally binding the guidance reflects the position of OECD Member States and any other countries adhering to the guidelines. The OECD currently has 36 Member States, mostly made up of advance counties however some emerging economies such as Chile, Mexico and Turkey are also members. You can find a list of OECD member states here http://www. oecd.org/about/membersandpartners/
What makes these guidelines particularly relevant is that they call for companies to “seek to prevent or mitigate an adverse impact where they have not contributed to that impact, when the impact is nevertheless directly linked to their operations, products or services by a business relationship.” (OECD Guidelines, II, A12)3 Whilst this is not intended to shift responsibility from the direct cause of the problem it does ask fashion brands to address problems within their supply chain.
French Duty of Vigilance Law
In February 2017 the French National Assembly adopted a law establishing a “duty of vigilance” for large multinational firms carrying out all or part of their activity in France.
Whilst it is a national policy, it affects international brands. Any company headquartered in France with over 5,000 employees or company active in France but headquartered elsewhere with over 10,000 employees must adhere to it.
The law requires companies to publish a publically available plan to reduce environmental impacts and avoid human rights violations within their chain of production, including their sub-contractors and companies within their control. Companies must also show how the plan is being implemented each year.
Regional policy
California Transparency in Supply Chains Act https:// oag.ca.gov/SB657
This Act requires large retailers and manufacturers doing business in California to disclose “efforts to eradicate slavery and human trafficking from [their] direct supply chain for tangible goods offered for sale.” The law applies to any company doing business in California that has annual worldwide gross receipts of more than $100 million and that identifies itself as a retail seller or manufacturer on its California tax return. However, whilst this provides transparency, companies just have to show their efforts, if any, and this doesn’t require them to meet a certain standard.
Cross-industrial agreements
https://www.aise.eu/documents/ document/20180116153055-cross_industry_agreement_ prevention_of_microplastic_release_into_aquatic_ environment_during_washing_of_synthetic_ textiles_13jan2018.pdf
Agreements endorsed by the European Commision in December 2017 are currently being put in place between apparel brands Berghaus, Adidas and Arc’Teryx, detergent manufacturers and associations to tackle microfibre pollution. Whilst there are no legal requirements, it’s a way for industry members to share knowledge and promote research to find solutions to the releasing of microplastics.
Databases for researching National policy and legislation
NATLEX https://www.ilo.org/dyn/natlex/natlex4.home?p_ lang=en
NATLEX is a tool provided by the ILO to give information national labour, social security and human rights regulation. The database will give you a wealth of information regarding your domestic legislations.
Climate change laws of the world http://www.lse.ac.uk/ GranthamInstitute/climate-change-laws-of-the-world/
This database contains information on national climate legislation and policies
FAOLEX Database http://www.fao.org/faolex/en/
This database gives information on national legislation and policies relating to food, agriculture and natural resource management. Topics covered include: environment; land and soil; water; sea; and cultivated plants.
APPENDIX 8 | CONSENT FORM
TEMPLATE
Available in downloadable and editable format here
APPENDIX 9 | PARTICIPANT
INFORMATION SHEET TEMPLATE
The participation information sheet should contain the lead researcher ’s full contact details and will normally cover the following:
Title of the project
The title should be simple and self-explanatory
Name and contact details of Policy Dialogue organiser
Please include some contact details (Phone, email etc.) of the Dialogue organiser for the participants.
Invitation paragraph
This should explain that the person is being asked to take part in your policy dialogue i.e. You are being invited to take part in a policy dialogue about X. Before deciding whether or not to take part, you need to understand why the research is being done and what it will involve. Give some more information about your chosen issue, as well as the timescale.
Why have I been invited to take part?
You should explain why this stakeholder was selected for the policy dialogue and how many other people will be asked to participate.
Do I have to take part?
It is up to you to decide whether or not to take part. If you do decide to take part you will be given be asked to sign a consent form. You can withdraw at any time and without giving an explanation.
What will taking part entail?
Explain how you will be collecting data from stakeholders. Cover what the individual will be asked to do, the location of any events and how much time will be involved.
What are the possible benefits of taking part?
Outline direct benefits for the individual and those that they represent (other workers, their community etc) Talk about potential beneficial outcomes relating to enhanced understanding of the issues by policy makers and potential policy change.
Are there any disadvantages to taking part? Is the information confidential?
We will not identify you by name in any reports using information obtained from this research unless you give your permission for us to do so. Confidentiality, privacy and anonymity will be ensured throughout the process, including the collection of interviews and data, storage of information and publication of research material.
Photographs
We will not use any photographs or videos without the permission of those pictured. Confidentiality, privacy and anonymity will be ensured throughout the process, including the collection of interviews and data, storage of information and publication of research material.
APPENDIX 10 | EVALUATION
FORM TEMPLATE
Available in downloadable and editable format here
APPENDIX 11 | FASHION REVOLUTION
CONTACTS
Fashion Revolution Policy and Research TeamTransparency@fashionrevolution.org
WORKSHEET 1 | SMART ANALYSIS
Template for carrying out a SMART Analysis available in an editable and downloadable format here.
WORKSHEET 2 | TEAM EVALUATION
MATRIX TEMPLATE
We have provided you with a blank Team Skills Evaluation Matrix so you can evaluate your team’s strengths and areas of weakness. The instructions to complete this exercise can be found on page 14.
Downloadable and editable version of this template and an example Team Evaluation Matrix here.
WORKSHEET 3 | MIND MAP OF YOUR
STAKEHOLDERS
Please find a downloadable version here.
We have given you an example template above, but you can do this in a variety of ways. Draw it out on paper or a whiteboard, use post-it notes or use a computer software such as Microsoft Powerpoint or VUE (https://vue.tufts.edu/ index.cfm)
To start, write your chosen topic in the centre of your page, as shown below with several broad categories coming out from the centre. These categories could vary depending on your topic, but you could start with; international, national, regional, industry and local/ community stakeholders.
Next, start to add stakeholders to your categories. It is often easiest to start at the local category and write any stakeholder down who is directly and often personally connected to the issue. Then look at the regional level, national level and finally international.
Once you have all the stakeholders you can think of, it’s time to join the links between the stakeholders. Drawing the links with different colour pens can be a good way to visualise this. Drawing the links with different colour pens can be a good way to visualise this. To do this, think about:
• Which stakeholders work together already?
• Who should be communicating with one another (but may not be)?
• Which stakeholders could act as links between the local level and the regional level or the local level and national level or the national level and the international level and so on?
INTERNATIONAL STAKEHOLDERS
INDUSTRIAL STAKEHOLDERS
TOPIC
NATIONAL STAKEHOLDERS
WORKSHEET 4 | STAKEHOLDER
POWER VS INTEREST MATRIX
You can find an editable and downloadable template here.
You will be plotting each of the stakeholders you identified in the previous ‘mind-map’ exercise.
As you look at the Matrix, you will see that ‘power’ increases as you go up the Matrix and ‘interest’ increases as you go along the Matrix to the right.
Go ahead and plot each one of your stakeholders on the Matrix based on their individual interest in the policy issue and their power to make change. See the example in diagram 2 on page 24.
After adding all of the stakeholders into the matrix, you could cross-reference your ‘mind-map’ in exercise A and this ‘Power vs Interest Matrix’ in exercise B and annotate on the matrix how stakeholders may currently interact, which stakeholders could be brought together to form a group, where you can help empower stakeholders with high interest but low power and how best to engage with high power/low interest stakeholders.
WORKSHEET 5 | EXAMPLE
PROBLEM AND SOLUTION TREE
Diagram 3 on page 42 shows an example problem tree addressing the lack of living wage within a county/ region. It’s interesting to notice the dotted lines which highlight the interconnectivity of effects. On the following pages, we have included templates for you to use if you need it, or you can draw it on a whiteboard or large piece of paper.
1. Start by writing down the problem that you want to address in the centre of a large sheet of paper or whiteboard (this is the tree trunk). 2. Then ask your participants for their views on what the effects of this problem is. List these above the main problem (the branches of the tree). You may want to include some related effects coming off the main branches (these are called secondary effects). It’s a good idea to write these responses on post it notes, so they can be moved about later it needed.
3. Finally ask for people’s thoughts about what causes this problem, these can be placed below the problem (in the roots). 4. The next stage is to work with your participants to create a solution tree. A solution tree works by reversing the negative causes from the problem tree into positive ones and finding a solution to this.
TOP TIP: When writing anything up on a whiteboard or flipchart, be sure to write very clearly and also read out what you are writing to ensure that everyone understands what is written there.
