592
The EPINAV implementation team took on the task of achieving the programme
goal to enhance productivity, livelihood security, and human capacity to utilise propoor and climate change adaptive innovations in agricultural and natural resources
value chains. The protagonist and antagonist aspects would then be introduced, with
stakeholders presenting opposing views about the realisation of the goal and each
collecting evidence to support their case. For example, a stakeholder may suggest
that a goal is unattainable, and the leader would then be obliged to prove this wrong.
The EPINAV story would eventually be built up as an equivalent to midterm and
end reviews, progress, and final reports as well as audit reports.
3.3 Stakeholders and Characterisation
Characterisation enables a storyteller to create roles that define the sphere of actions.
Munk-Madsen and Andersen (2006) provide an essential grouping of characters in
projects. They suggest a subject who is striving for the object. This subject is equivalent to representatives of the entity entrusted to oversee implementation of the plan
until the realisation of the project goal. This character is, therefore, a protagonist.
The receiver is grouped on the same ‘side’ as the subject because both need the
results, even though only the latter is looking for ways to achieve it. This protagonist
is equivalent to the implementing entity and the end beneficiaries.
The characterisation of stakeholders helps the implementation team and the
funder to understand players and their roles. The planning and design stage benefits
from imagination of the way that these characters will likely behave once the project
has started and created a platform for them to join the project story.
From the programme document, six categories of stakeholders could be characters in the EPINAV story. They include implementation team, researchers, farmers,
policymakers, external reviewers, and the funding agency. Mkwizu (2016) divided
them into categories of (a) protagonist and associates (PAs) and (b) antagonist and
associates (AAs). The PA characters would support the implementation team
leader (the coordinator) who is the protagonist and who also represents the main
character. There would be three subcategories: The coordination team, the funder,
and the beneficiaries under the PAs listed in the left column of Table 1. The antagonist and associate (AAs) characters would present different and more opposing
views about the programme activities. In addition to expressing opinions, they
would perform actions that promote the programme plan. They would also act as
silent monitors of processes and operations. Their list includes characters shown
in the right column of Table 1.
Funder
The funder supported the project after reviews of draft proposals and an appraisal
report that showed how the programme would attain the intended goal. The donor
supported the project under the condition that it would fulfil the expected results. An
Y. B. Mkwizu et al.
The EPINAV implementation team took on the task of achieving the programme
goal to enhance productivity, livelihood security, and human capacity to utilise propoor and climate change adaptive innovations in agricultural and natural resources
value chains. The protagonist and antagonist aspects would then be introduced, with
stakeholders presenting opposing views about the realisation of the goal and each
collecting evidence to support their case. For example, a stakeholder may suggest
that a goal is unattainable, and the leader would then be obliged to prove this wrong.
The EPINAV story would eventually be built up as an equivalent to midterm and
end reviews, progress, and final reports as well as audit reports.
3.3 Stakeholders and Characterisation
Characterisation enables a storyteller to create roles that define the sphere of actions.
Munk-Madsen and Andersen (2006) provide an essential grouping of characters in
projects. They suggest a subject who is striving for the object. This subject is equivalent to representatives of the entity entrusted to oversee implementation of the plan
until the realisation of the project goal. This character is, therefore, a protagonist.
The receiver is grouped on the same ‘side’ as the subject because both need the
results, even though only the latter is looking for ways to achieve it. This protagonist
is equivalent to the implementing entity and the end beneficiaries.
The characterisation of stakeholders helps the implementation team and the
funder to understand players and their roles. The planning and design stage benefits
from imagination of the way that these characters will likely behave once the project
has started and created a platform for them to join the project story.
From the programme document, six categories of stakeholders could be characters in the EPINAV story. They include implementation team, researchers, farmers,
policymakers, external reviewers, and the funding agency. Mkwizu (2016) divided
them into categories of (a) protagonist and associates (PAs) and (b) antagonist and
associates (AAs). The PA characters would support the implementation team
leader (the coordinator) who is the protagonist and who also represents the main
character. There would be three subcategories: The coordination team, the funder,
and the beneficiaries under the PAs listed in the left column of Table 1. The antagonist and associate (AAs) characters would present different and more opposing
views about the programme activities. In addition to expressing opinions, they
would perform actions that promote the programme plan. They would also act as
silent monitors of processes and operations. Their list includes characters shown
in the right column of Table 1.
Funder
The funder supported the project after reviews of draft proposals and an appraisal
report that showed how the programme would attain the intended goal. The donor
supported the project under the condition that it would fulfil the expected results. An
Y. B. Mkwizu et al.