Stakeholder Mapping and Analysis in NHS: A Strategic Approach

This article discusses stakeholder mapping and analysis in NHS, identifying and analyzing stakeholders, their degree of engagement, role and responsibilities, and prioritization. It also covers stakeholder strategies and service delivery expectations.

Running head: HEALTH AND SOCIAL CARE
Health and social care
Name of the student:
Name of the University:
Author’s note

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Task 1:
Stakeholder mapping:
In a national level public service organisation like NHS, several types of stakeholders are
involved with depending on their position, operation, involvement, importance and influence.
Stakeholder mapping enable the core organisation to identify and analyse the stakeholders and
their degree of engagement, their role and responsibilities. It also allows the prioritisation of the
stakeholder while identifying the services required to maintain healthy relationship with
stakeholders. NHS UK considers a person or a group as stakeholder when they have a significant
interest in service provided or will be affected by any kind of changes. Apart from that NHS also
considers all the local healthcare organizations and health community as their stakeholder.
Despite that, considering the internal and external involvement the healthcare staff, patients,
trade unions, MPs and members of public and community groups, Health, Community and Care
Overview and Scrutiny Committees (HCCOSC) are considered as the active stakeholder of the
NHS.

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External StakeholdersInternal Stakeholders
Stakeholders
of NHS
Voluntary Sector
Community Voluntary
Services
Health Charities
Professional Bodies
General Medical Council
Local Medical Committee
Doctors, Nurses and Caregivers
Primary Care organizations
GP Practices
Walk-in Centres
Other NHS Organization
Hospital Trust
Ambulance Trust
MPs/Council
Local Council
Parish Council
Media
Print
Radio
Social Media
Patient Groups
Healthcare crevice
receiver
Healthwatch
Participation groups
Regulators
Overview and scrutiny
committee
Health and wellbeing
board
Education Sector
National School of Healthcare
Science (NSHCS)
Academic Health Science
Network
Identification of stakeholders:
Organization Stakeholder map:
Figure 1: NHS Stakeholder map

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Source: (created by author)
Participation and type: (internal/external; Inform/Consult/Partner/Control)
Internal Stakeholder are controlled directly by the NHS and their managing committees
and the service provider who represent the functions and operations of the NHS under the same
aims, vision and ethical considerations (Takian, Cornford 2012)
External stakeholders are the organisations or communities who operate as the
independent entities engaged in NHS service providing and supply. These stakeholders are
supplier, partners or regulatory boards.
Stakeholder Name Participation External/
Internal
Type of
Stakeholder
Academy for Healthcare
Science (AHCS)
Overarching body for the whole of the
Healthcare Science Profession
External Partner
National School of
Healthcare Science
(NSHCS)
Training School of NHS healthcare
and science training programmes and
quality assures
External Partner
North West Healthcare
Science Network
Support, promote, develop and
represent the Healthcare Science
workforce
External Partner
Academic Health
Science Networks
(AHSN)
Align education, clinical research,
informatics, innovation, training and
education and healthcare delivery
External Partner
Local Education &
Training Board (LETB)
Training school and Wider HRM
operator
Internal Inform
National Institute for
Health Research (NIHR)
Research and Development for
advancement of NHS services and
Internal Partner

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facilities
Hospital and Ambulance
Trust
NHS Trustee boards who provide
healthcare facilities and transportation
Internal Partner
Local Safeguarding
Children and Adult
Board (LSCAB)
NHS Service Provider who provides
special safeguarding and treatment for
children and adult
Internal Control
NHS Employees and
caregivers
NHS Service Providers who work
directly under the control of the
organisation (example: Doctors,
Nurses, Caregivers, House staffs)
Internal Control
General Medical
Council
And Local Medical
Committee
Professional bodies provide clinical
and legal information regarding
treatment procedure and policies
Internal Consult
Healthwatch and
Patients Association
Healthcare crevice receivers who are
the direct consumer of the health care
services
External Consult
Community Voluntary
Services, GP Practices
and Walk-in Centres
Health care service provider/NHS
service provider
Internal Inform
Overview and scrutiny
committee and Health
and wellbeing board
Regulators and scrutinisers for overall
health related policies and procedures
External Consult
Radio, Printed, Digital
media
Health service promotions and
publications
External Partner
Table 1: NHS Stakeholder Participation
Source: (created by author)
Stakeholder analysis:

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Primary stakeholders are the most affected stakeholders, either positively or negatively by
actions and decisions taken by NHS like patients and service provider partners
Secondary stakeholders are the intermediaries who are indirectly affected by an actions and
indirectly involved in organisational operation of NHS such as training organisations, suppliers,
human resource provider.
Tertiary stakeholders are impacted in very negligible amount and they have very limited amount
of interconnectivity with the organisational operation of NHS, such as voluntary partner, trustee
board, external regulatory boards, consultancies and others.
Key stakeholders have significant influence and importance within NHS who are responsible for
the major functions of the organisations regarding healthcare service providing to care receivers,
such as employees, Doctors, Caregivers, Nurses, regulators, managing comity, healthcare boards
and others.
Engagement Table:
Interest refers the willingness of the stakeholders to be engaged with the organisational
activities of NHS
Influence refers the power of the stakeholder through which they can control the
organisational actions and decision of NHS
Impact refers the amplitude of effectiveness of any action or decision taken by NHS on
the stakeholders
Stakeholders Interest Influence Impact Type
Local and Parish Council Low High Low Key
Print, radio and digital media low low Low Tertiary

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Patents groups and boards High Low High Primary
Voluntary service providers Medium Medium Medium Secondary
Education centres Medium low Medium Secondary
Hospital and Ambulance Trust Medium Medium High Key
Professional bodies and medical council High High High Key
Regulator and Scrutiny boards Medium High Low Key
Voluntary charities and funds low High Low Tertiary
Table 2: NHS Stakeholder engagement table
Source: (created by author)
Stakeholder prioritization or Interest vs Influence map:
Level of Interest
Hig
h
Patents groups
and boards
Professional bodies and
medical council
Med Education centres  Voluntary service
providers
 Hospital
Ambulance Trust
Regulatory and Scrutiny
boards
Low Print, radio and
digital media
 Local and Parish Council
 Voluntary charities and
funds
Low Med High
Level of Influence
Figure 2: NHS Stakeholder prioritisation
Source: (created by author)
Strategic action:

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Interest
Supporters
Keep Informed
Drivers
Manage closely
Bystanders
Monitors
Blockers
Keep satisfied
Power
Figure 3: Stakeholder strategies
Source: (created by author)
After identification of the stakeholders the organisational management of NHS needs to
strategically manage the position, activities and influence of the stake holders through strategic
employee and business relationships and participations (McKee et al. 2013). The following table
describes the type of strategies essential for the respective type of stakeholders.
Patients groups are the supporter stakeholders of NHS. Therefore, NHS should always
inform these stakeholders about the updated policies procedures and compliances. Media is the
bystanders stakeholder who need sincere monitoring from NHS. Local and Parish Council are
the blockers, whom NHS should keep satisfied. Professional bodies and medical council are the
Driver stakeholder of NHS. NHS should manage these driver stakeholder closely to maintain and
even to uplift the service quality (Nancy, Currie and Whitley 2016).
Service Delivery expectations of stakeholders:
From the strategic management analysis of stakeholder management, it is clear that the
strategic choice and expectation of the stakeholders depend on the power or influence and the
interest or willingness of the stakeholders. As per the strategic division for providing appropriate

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service these stakeholders have been subdivided into four parts namely supporter, bystanders,
blocker and drivers.
Regulators like Overview and scrutiny committee, Health and wellbeing board, Local
Council, MP’s have low interest or willingness in the services of NHS while have high influence
on the boundaries and procedure of service providing. Their compliance is the chief concern for
NHS. Therefore, NHS should always keep these regulatory stakeholders satisfied through the
compliances, regulations and policies (Choices 2018). Poor service providing to these
stakeholders emphasize the lack of compliance level, lack of regulation and d policy adaptations
and others. These negligence or poor service can cause high level of penalisation, authorised
banning and other discrepancies.
Healthcare service receiver, patients group, voluntary sectors have high interest in the
operation of NHS while having very low power to influence the organisational operation. These
supporters needs appropriate information about the organisational policies and procedure to keep
holding the position as stakeholders of NHS (Pouloudi, Currie and Whitley 2016). Poor service
quality that emphasises any kind of miscommunication, misinterpretation can cause permanent
damage to the organisational reputation. It is a very crucial factor for any health and social care
organisation like NHS.
Hospital, Ambulance trusts, Primary care organisation, Employees, Doctors, nursing
staffs are the drivers of the national level health care service provider organisation named NHS.
These stakeholders operate the functions of the organisation from ground to management level.
Therefore the organisation should always manage this stakeholder close while providing
effective guidance and cooperative environment. Poor service emphasise the lack of internal
communication, management and integrity that can cause severe impact on organisational

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performance and operation (Kirkwood and Pollock 2016). These service providing is essential
for providing appropriate services to the consumers.
Print, radio and digital media and other tertiary suppliers do not have enough power or
influence and interest in the organisational operation. These stakeholders of NHS are considered
as the Bystanders. To manage these stakeholders NHS has too keep close monitoring system on
them. Poor service providing which emphasise the lack of monitoring and surveillance can
formulate highly negative publicity and misinterpretation. Therefore keeping appropriate
monitoring service can save NHS from any other discrepancies.

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Bibliography:
Choices, N.H.S., 2018. NHS history 2000s-NHS in England-NHS Choices.
Goodman, C., Davies, S.L., Gordon, A.L., Dening, T., Gage, H., Meyer, J., Schneider, J., Bell,
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continuing care of older people in residential settings.
Kirkwood, G. and Pollock, A., 2016. Awarding NHS contracts to private providers decreased
local NHS provision and increased inequalities: Scottish case study of elective hip
arthroplasty. Journal of Public Health.
McKee, L., Charles, K., Dixon-Woods, M., Willars, J. and Martin, G., 2013. ‘New’and
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Nancy, P., Currie, W. and Whitley, E.A., 2016. Entangled stakeholder roles and perceptions in
health information systems: a longitudinal study of the UK NHS N3 Network. Journal of the
Association for Information Systems, 17(2), p.1.
Pouloudi, N., Currie, W. and Whitley, E.A., 2016. Entangled stakeholder roles and perceptions
in health information systems: a longitudinal study of the UK NHS N3 network. Journal of the
Association for Information Systems, 17(2), pp.107-161.

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Takian, A. and Cornford, T., 2012. NHS information: Revolution or evolution?. Health Policy
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