IPR Praha: Step 01 - Mapping Stakeholders

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At the beginning of every project, the most important task is to identify the key stakeholders – those who fund the project, approve it, or determine its final form. These institutions, organizations, or individuals are the first to be informed about the project to establish a shared understanding of project’s goals and framework (process plan). Every subsequent step builds upon this foundation.

1.1 Description and objective

Why do we need to involve key stakeholders? Imagine spending four years planning a project, only to discover that the heritage protection office or the city’s environmental councillor has serious objections. The project comes to a halt, and you are forced to start all over again.

To prevent such setbacks, it is essential to begin every project by mapping all relevant stakeholders. These actors will work with you to define the project brief, set clear objectives, and establish the financial, temporal, and technical limits that determine which topics can be addressed with the public during the participatory process (more on this in Step 2). They will also be involved in the project implementation, staying informed at each stage of the participatory process and stepping in when needed.

The aim of this step is to develop a comprehensive list of all stakeholders who may influence the project. Invite colleagues from the city district office and departments of Prague City Hall to contribute — this not only strengthens the project but also deepens their understanding of participatory planning and its potential to enhance how the city operates.

Examples of key actors and stakeholders:

1.2 Responsible person(s)

Planning Coordinator / Participatory Planning Specialist

1.3 Who to consult

District Office Departments – offices and individuals relevant to the nature of the project
Prague Institute of Planning and Development (IPR Prague) – offices and individuals relevant to the nature of the project
IPR Participation Office – support for project planning
Departments of Prague City Hall – offices and individuals relevant to the nature of the project
City of Prague Organizations – offices and individuals relevant to the nature of the project
Other parties if applicable (developers, property owners, state organizations, etc.)

1.4 Activities for success

A. Mapping stakeholders

Explore within the city district office and identify which stakeholders are regularly engaged by departments relevant to your project (e.g. social affairs, environment, transport, etc.).

Our tip:
Organize a small workshop for colleagues from the city district office to create a map of stakeholders based on the project’s focus area. This exercise helps everyone better understand how the project will impact the city district as a whole.

B. Contact database

Record all essential details – names of institutions and organizations, contact persons, emails, phone numbers, and other useful comments – in a structured contact table. These contacts may come in handy for future projects.

C. Project brief

Prepare a draft project brief to serve as a foundation for roundtable discussions with key stakeholders in Step 2. This document should be reviewed and approved in advance by the relevant departments, the city district’s political leadership, and IPR Prague.

1.5 Outputs

Outputs may vary depending on the type of project. Recommended:

Output 1A: Stakeholder contact table

Comprehensive list of all individuals and institutions that could influence the project, including their contact details.

Output 1B: Stakeholder map

While contact table serves to record the necessary information, stakeholder map helps to visualize them and is a great tool for presentations and meetings.

1.6 Timeframe

1 week

1.7 Keep in mind

Be thorough when mapping stakeholders. Just because someone tells you a certain institution or organization is irrelevant, it doesn’t mean their stance won’t impact the project. You may also hear that communication between departments should only occur through formal channels – official letters or requests for statements – and that there’s no need to organize roundtables. If that happens, explain that bringing everyone together around one table allows actors to hear each other’s needs and plans directly. This not only helps move the current project forward, but also lays the groundwork for better coordination of future changes in the area.

1.8 Communication

From the outset, discuss with the communications team how to introduce the project to the public and through which channels. Consider how communication channels will complement the participation process (refer to the communication timeline preview).

The three key words to bear in mind concerning the communication strategy are: timeliness, adequacy and clarity. It’s not enough to only announce the project at the beginning — maintaining communication throughout its course is just as important. Keep people informed as the project evolves, and show them concrete outcomes of their involvement. This is the only way they’ll see their participation made a real impact.

In this initial phase, your primary communication will be with the city district. Brief your colleagues on the content of the project and purpose of this step – to identify all key stakeholders and initiate contact early, to avoid delays down the line.

1.9 Parallel steps

While stakeholder mapping is underway, you can also begin planning for background analyses (Step 3). Some of these may be costly and require a formal procurement process.