EMP5730 Stakeholder Management Report: NSW Health System

This report delves into the intricacies of stakeholder management within the NSW Health system, one of Australia's largest healthcare providers. It begins with an introduction to the system, highlighting its core values and the scope of its operations. The report then identifies and describes the key issues, particularly communication problems among stakeholders, which are hindering the implementation of new healthcare initiatives. A detailed stakeholder analysis follows, classifying stakeholders into internal, interface, and external categories. The report examines stakeholder engagement and monitoring techniques employed by NSW Health, emphasizing the importance of these practices. It further explores the specific issues and problems arising from poor communication, such as lack of buy-in and conflicts. Approaches to resolving these issues are proposed, including strategic communication methods and an understanding of cultural biases. The report also reviews relevant stakeholder management theories and concludes with a proposed solution model aimed at improving stakeholder relations and communication within the NSW Health system.

Running Head : STAKEHOLDER MANAGEMENT
Stakeholder Management
Name of the Student
Name of the University
Author Note

2STAKEHOLDER MANAGEMENT
Table of Contents
Introduction......................................................................................................................................3
Description of the issues..............................................................................................................3
Brief stakeholder analysis of the NSW health............................................................................4
Stakeholder engagement of the system........................................................................................5
Stakeholder monitor of the system..............................................................................................6
Issues and problems in the system...............................................................................................7
Approaches for resolving the issues............................................................................................8
Theories of stakeholder management..........................................................................................9
Solution model...........................................................................................................................10
Conclusion.....................................................................................................................................11
Reference.......................................................................................................................................12

3STAKEHOLDER MANAGEMENT
Introduction
The NSW Health is considered as one of the largest health care system in entire
Australia and one of the largest in the world. Every year, the NSW health cares for almost many
millions of people and then oversees billions of dollars in the patient care , equipment, research
and technology. The NSW is found to be the home for almost one third of the entire Australian
population and it has also worked at the state and local levels for addressing any such systemic
gaps and improves the outcomes of health. The NSW health is further delivering more
integrated health systems through the adoption of some new approaches. It can be said that all of
the services are associated across various providers and is well focused on the needs of
individual patients along with the cost-effectiveness. The main purpose of the NSW health is to
properly plan the exact provision of balanced, comprehensive and coordinated health services
for protecting, promoting, maintaining and improving community health. The core values of the
NSW health is to encourage openness, collaboration and also respect in the workplace in order
to create a sense of empowerment for those people who actually make use of their skills, the
knowledge and experience and provide best care to communities.
Description of the issues
It is found the NSW health provides many healthcare services and the since there is a
universal strategic direction among all of the stakeholders. They are aimed at keeping all people
quite healthy and out of the hospital, providing world-class clinical care and delivering a truly
integrated care. Recently, there have initiated an issues between the important stakeholders in
terms of the communication and the interactions. There is one such new health care system much
demanded by the clients for which the opinion and the consent of all of the stakeholders are

4STAKEHOLDER MANAGEMENT
required (Amadi, Carrillo and Tuuli 2019).. The new facility requires appropriate planning,
resource and execution in a collaborative manner. The system is facing the communication issue
that is delaying the implementation of the new care ultimately developing a condition of
frustration among the community members. It is found that communication is one such process
which allows the people in exchanging all the information through many ways happening at any
levels. It is seen that communication is quite vital in every project and the relationship has to be
made strong with the supportive and hostile stakeholders too. The maintenance in the ways of
active communication systems are required for the system. The lack of proper communication is
likely to generate some potential obstacle whereas the open communication is one such primary
strategic weapon in terms of countering the problems (Bourne 2016).. The stakeholders need to
interact with each other and are connected with each other in many ways. The interactions
between the stakeholders consist of the exchange of information, the knowledge of the service
they provide, the instructions and the supports etc. Therefore, the issue that has initiated in the
NSW health needs to be analysed and resolved with different strategies
Brief stakeholder analysis of the NSW health
The primary aim of the stakeholder analysis is the evaluation and understanding of the
stakeholders from an organizational perspective having determined the relevance they have in a
specific project or the policy. During undertaking the stakeholder analysis, there are different
questions which are asked regarding the position , the influence, the networks and some other
characteristics of the stakeholders. The stakeholder analysis is rather a tool or an approach for the
generation of knowledge for understanding the intentions, the behaviors, the interests and the
interactions. In a health system, it is the essential to have involved a wide variety of the
stakeholders in the work. There are different actors that need to be taken into serious

5STAKEHOLDER MANAGEMENT
consideration such as the government, the shareholders and the staffs. There is also a need of
understanding the different role of different stakeholders (Eskerod and Jepsen 2016). The
stakeholders are of various classifications such as internal stakeholders, the interface
stakeholders and the external stakeholders. It is obvious that the primary stakeholders of NSW
health like any other healthcare system are the patients along with the management department.
The management of NSW health includes the line management, the senior management and then
human resource management. The interface stakeholders of the system are the health service
providers who provide require service to organizations. In the category of the external
stakeholders fall some important stakeholders such as the governmental agencies, the trade
unions, the pension funds, the employers’ unions, the service providers and the technology
providers. There are some other external stakeholders such as the suppliers and the customers of
a system along with the shareholders.
Stakeholder engagement of the system
The stakeholder engagement is one such process through which a specific organization
involves the people who are directly or indirectly connected with the decisions of the
organization and can also leave impact on the implementation of its decisions. In the NSW
health, there are many ways through which the stakeholder engagement are maintained such as
through identifying and prioritising the key stakeholders, understanding and then aligning the
stakeholder expectations, proactively resolving all of the disputes. Since the most significant
determinant of the health of an individual is the health behaviour of him/her. The NSW health
makes use of the co –creation increasing the meaningful engagement of the activities, the
interactions and the exchange between the collaborators. This particular approach is quite
valuable since it emphasizes on the critical role along with the involvement of the users too in

6STAKEHOLDER MANAGEMENT
creating value. The legal requirements have further created the required framework for the health
care and these are extremely elementary in terms of the encouraging the engagement of the
employer to the development of the health care.
Stakeholder monitor of the system
The NSW health follows many such stakeholder monitoring techniques and tools. It can
be said that every organization should develop some strong relationship with each of the
stakeholders like that of the NSE health who are involved in the system. These are such
relationships that allow people to find out whether there are any changes of stakeholders or not,
the everyday mind-set of each of the stakeholders and the teams too. The system also pays
attention to the stakeholders and holds them accountable (Fassin et al. 2017). Each of the
stakeholders have a significant role to play in a specific project and holding them accountable
for the project reviews, the required funding, the tasks assigned and offering the required
elements. The NSW health further involves them in every way and considers their opinions too
avoiding disinterest and dissension among the stakeholders. They further conduct the
performance evaluations like other organizations and the stakeholder-monitoring tool is one of
the most effective tool for the external stakeholders. The stakeholder evaluation is an on-going
process for making good judgements on whether they should include the stakeholders in future
or not. It is further found that the System Purchasing and Performance Division actually
provides the front end of the system management which acts in the form of some significant
interface along with the local health districts particularly the health networks for the monitoring
and supporting the entire system performances. Then it coordinates with the purchasing
arrangements of the networks and the districts. The finance division on the other hand is

7STAKEHOLDER MANAGEMENT
responsible for the monitoring of some recurrent and some capital expenditure against the
allocation of annual budget reporting on the financial performance of NSW health.
Issues and problems in the system
It is found that even after the NSW health is providing all facilities and following all
strategies to keep the stakeholders engaged and involved, there is the communication problem
creating certain issues among the stakeholders. The organization as a whole is about to start a
new system or incorporate a new health care service that is demanded by the patients/clients
where the opinions and the consent of all of the stakeholders are highly required. Since the range
of the stakeholders is quite long, it is becoming difficult to communicate from the starting point
by implementing and evaluating (Eskerod and Jepsen 2016). It is highly evident that each
stakeholder want to become communicated in a different manner. Notably, the communications
vary a lot having depended on the role one has on the system, the stage of the system and the
person/body being communicated. One must learn the communication techniques properly
regardless of the role one has on a project/system. Because of the poor communication with the
stakeholders, NSW health system is facing tremendous outcomes as it is leaving impact on the
system. The poor communication with the stakeholders has initiated a lack of buy-in and also the
commitment to the entire healthcare system. It has also created mis-understanding around all of
the stakeholder expectations on whatever has been considered as the success of the system
(Garcia‐Castro and Francoeur 2016).. There has developed many conflicts between the
stakeholders and the members of NSW health system. The possibility of having a failed system
has increased along with the development of opposite stakeholders.
It is found that the poor communication is sometimes because of the feeling quite
overwhelmed through the system that are unable in terms of managing the conflict effectively.

8STAKEHOLDER MANAGEMENT
When a stakeholder is also a regular complainer and find fault in whatever people are managing
the system. It is quite easy if people do not engage with all of the stakeholders which is outside
of the regular communication regarding the project/system. An organization should engage with
the stakeholders and respond to the complaints and the issues and they have who can initiate
some responsibilities towards the system. The poor communication is further reflected in the
over-communication to the stakeholders (Winch 2017). For example, when one is sending many
emails regarding a specific system/project or setting up some frequent meetings for the
stakeholders, it is likely that the attention of the stakeholders will be lost. Further, there has to be
a fine cooperation between ways of communication. These are the foremost challenges or issues
emerging during the accomplishment of the project or the system.
Approaches for resolving the issues
The communication barriers could be resolved in the best possible manner if the
management department of the NSE health system come together and operate strategically. The
stakeholders might be approached for asking of they have any question regarding the system.
The understanding of the body language of the stakeholders is extremely important since it
denotes what they want and what they do not. When the stakeholders will be communicated
across the boundaries there are some best approaches which can be followed. The number of the
topics that are to be discussed in one meeting should be kept at minimum being aware of the
information overload (Sunder 2016). In the presentation too, the charts and some visuals could
be kept for supporting the communication of the ideas. It can be resolved through using a simple
terminology without using any slang, terms or the jargon which may not be quite universally
understood. It can be said that the barriers of an effective communication are the combination of
the cultural biases along with the lack of some cultural differences , the ethnocentrism and the

9STAKEHOLDER MANAGEMENT
language differences too. When it will be learnt about how these barriers could be resolved, one
can communicate and then develop a better understanding of the way the stakeholders belonging
to different cultures listen and understand the systems it proposes.
Theories of stakeholder management
While developing the communication plan for a system, two plans should be considered
such as a simple overview plan of the communications along with a more detailed
communication plan. The less complex systems there can be a simple communication plan.
However, the goal of any such communication plan is to have established communication with
the stakeholders that manage the system perceptions. The communication plan must be in
association with the management team, the client dealing team, then HR team and others. The
plan should be focused on for addressing the stakeholder needs. The communication is subject
to change if there are some other challenges related to the stakeholder involvement. The
communication at the beginning regarding the system must be focused on the socialization of the
project with the stakeholders (Xia et al. 2018). The project/ new system should be discussed in a
detailed manner having asked for the support of the stakeholders on the overall system. The first
communication should be used around some particular needs of the stakeholders. The actual
challenge of any of the system is the determination of the needs of people in a particular time or
place. It is quite essential in balancing the information distribution amongst all of the
stakeholders. The trust is also considered as one of the key components of the effective
communication with other people. Those stakeholders who can strongly trust a group or an
organization are more apt in terms of sharing the information and become quite engaged in the
project/system. The simple communication plan further enables for one such high-level

10STAKEHOLDER MANAGEMENT
overview of the communication with the stakeholders. It is through focusing on the groups of
stakeholders that enables more effective and some efficient communications.
Solution model

11STAKEHOLDER MANAGEMENT
Conclusion
On a concluding note, it can be said that the concept of the stakeholders along with the
potential for both competing and convergent issues in the corporate world that has often been
quite displayed through the CSR and the corporate ethics. The identification and understanding
of the stakeholders are extremely important since it helps in gathering the opinions and consent
on a specific project or system. There are many stakeholders of the NSW health who have
different interests and communication methods such as the government, the staffs , the patients,
the fund raisers and many others. The system was going through a stakeholder management
problem relater to communication. The reports has provided some approaches that could be
followed and applied for addressing the issues and develop strong relationships with the
stakeholders.

12STAKEHOLDER MANAGEMENT
Reference
Amadi, C., Carrillo, P. and Tuuli, M., 2019. PPP projects: improvements in stakeholder
management. Engineering, Construction and Architectural Management.
Bourne, L., 2016. Stakeholder relationship management: a maturity model for organisational
implementation. Routledge.
Eskerod, P. and Jepsen, A.L., 2016. Project stakeholder management. Routledge.
Fassin, Y., Deprez, J., Van den Abeele, A. and Heene, A., 2017. Complementarities between
stakeholder management and participative management: Evidence from the youth care sector.
Nonprofit and Voluntary Sector Quarterly, 46(3), pp.586-606.
Garcia‐Castro, R. and Francoeur, C., 2016. When more is not better: Complementarities, costs
and contingencies in stakeholder management. Strategic Management Journal, 37(2), pp.406-
424.
James, S.D., 2016. Strategic bankruptcy: A stakeholder management perspective. Journal of
Business Research, 69(2), pp.492-499.
Oppong, G.D., Chan, A.P. and Dansoh, A., 2017. A review of stakeholder management
performance attributes in construction projects. International Journal of Project Management,
35(6), pp.1037-1051.
Sunder M, V., 2016. Lean six sigma project management–a stakeholder management
perspective. The TQM Journal, 28(1), pp.132-150.
van Niekerk, M. and Getz, D., 2019. Generic Stakeholder Management Strategies.

13STAKEHOLDER MANAGEMENT
Winch, G., 2017. Megaproject stakeholder management. The Oxford handbook of megaproject
management, pp.339-361.
Xia, N., Zou, P.X., Griffin, M.A., Wang, X. and Zhong, R., 2018. Towards integrating
construction risk management and stakeholder management: A systematic literature review and
future research agendas. International Journal of Project Management, 36(5), pp.701-715.