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((Social Stakeholders -1a -B; 2a - e; 3a - b; 5a - e; 6a - e; 13a -c; 14…
Social Stakeholders -1a -B; 2a - e; 3a - b; 5a - e; 6a - e; 13a -c; 14.1a - j; 15.1d; 15.2a - d; 15.3a - h; 16a - d; 18a - c; 19a - b; 22a - b; 23a - c; 24; 25a - b; 26
Political Stakeholders - 1a -b; 2a - e; 3a - b; 5a - e; 6a - e; 7; 8; 9a - b; 14.1a - j; 14.2a - j; 15.1a - e; 15.2a - d; 15.3c - e; 16a - d; 17; 18a - c; 19a - b; 20a - d; 21a - f; 22a - b; 23a - c; 24; 25a - b; 26
Legal Stakeholders - 1a -d; 2a - e; 3a - b; 4a -c; 5a - e; 6a - e; 7; 8; 9a - b; 10, 11,12, 13a - c; 14.1a - j; 14.2a - j; 15.1a - e; 15.2a - d; 15.3a - h; 16a - d; 17; 19a - b; 21a - f; 22a - b; 24
Economic Stakeholders - 1a -d; 2a - e; 3a - b; 4a -c; 5a - e; 6a - e; 7; 8; 9a - b; 10, 11,12,14.1a - j; 14.2a - j; 15.1a - e; 15.2a - d; 15.3a - h; 16a - d; 17; 18a - c; 19a - b; 22a - b; 23a - c; 24; 25a - b; 26
Technological Stakeholders - 1a -d; 2a - e; 3a - b; 5a - e; 6a - 3e; 13a - c; 14.1a - j; 15.1d; 15.2a - d; 15.3a - h; 16a - d; 18a - c; 20a - d; 22a - b; 26
Environmental Stakeholders - 1a -d; 2a - e; 3a - b; 4a -c; 5a - e; 6a - e; 10, 11,12, 13a - c; 14.1a - j; 14.2a - j; 15.1a - e; 15.2a - d; 15.3a - h; 17; 20a - d; 21a - f; 22a - b; 24
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Appendix No. 3 portrays a comprehensive stakeholder list which may exist at the pre-construction phase and certainly when the Contract is let.
The stakeholder list is always in a fluid state and can change frequently on a monthly basis with positions changing on a regular basis.
It lists a number of stakeholders and sub-stakeholders whose identities emanate from particular aspects of the Contract that JC must address at some stage.
At sub-levels a dedicated stakeholder analysis and register should be devised for each key stakeholder.
The stakeholder analysis is always in a fluid state and requires weekly and monthly updating as issues impacting the site manifest.
This stakeholder analysis includes those stakeholders whose influence and impact may be minimal. Nevertheless, such stakeholders remain valid and must be perceived as potential threats to progressing the works.
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The project branch office and site team members must devise an accurate reporting Project Management system that comprehensively summarises and relays all data on stakeholders back to this group on a weekly and monthly basis.
This data must link into the site team Monthly Project Report. A comprehensive data filing system e.g. Aconex which can be programmed to send e-mails to key staff concerning stakeholders should be implemented.
2.0 - Lenders, Bankers and Shareholders
Monthly cash flow projections showing planned and actual costs and income received must be submitted to this group. Tranches of money will be released at key milestone dates it is important to keep them appraised in a partnering effort: summary of monthly stakeholder activities and copying in on key mail will certainly help. A quarterly formal meeting should be held where an open forum can be conducted into actual progress which can be measured against the project as a whole.
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These are key matters that enable the main project works to proceed on time. These are key subcontractors as the major obstacles preventing main contract execution must be overcome and this specialist group of contractors is usually the only qualified group available to do the works on time.
This group may have to hold weekly meetings with concerned community groups. An internet forum group should be established which allows the advance works contractors to publish planned activities for the coming weeks in advance. Any objections etc. can then be discussed between the parties in a positive and proactive fashion.
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There always remains the possibility of errors within legal documents, oversights regarding land sales and leases which can result in legal issues arising. It is important to keep this group very close and check in periodically as legal issues can arise very quickly and need prompt addressing.
Party wall issues are very sensitive affairs which may result in potential drawn out costly disputes. The best time to address this potential problem is during the planning application phase. Newark and Sherwood District Council will notify all affected property and land-owners of the development and await any formal written objections. This activity could be closed out in the pre-contract, however, issues can arise once construction is underway.
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This group of stakeholders can be notoriously slow at mobilising and may cite start dates which fall beyond the main contract’s completion date.
Part of the issue arises as the Statutory Authority must tap into existing utilities to make their connection. The next hurdle is over what distance and which particular route this connection must be carried.
As with JC, the statutory authority must plan and execute its scheduled work within a fluid backdrop of everyday life which can and does impose upon their progress e.g. public repairs, emergencies etc.
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Stakeholder management is not readily grasped by all construction personnel. Therefore, a comprehensive list complete with the stakeholder’s involvement, contribution, influence and attitude to the project must be devised. It allows for a very quick high-level view of which stakeholders should be easy to address and those who may prove difficult.
Some issues will be resolved quickly with others taking longer than planned. This eats into JC’s budget, therefore, time and cost which may at a premium must be managed carefully with all stakeholder issues expedited effectively and efficiently.