In global health, strategies succeed not simply because they are evidence-based, but because they are people-powered. The best programs don’t just depend on funding, technical skill, or data, they are driven by relationships, trust, and the ability to mobilize influence. That’s where stakeholder engagement comes in.
It’s more than a buzzword. It is a superpower, a force multiplier that can turn modest resources into massive impact, unlock doors in complex political environments, and sustain momentum long after donor funding ends.
Why Stakeholder Engagement Matters
Stakeholders are the individuals, institutions, and communities that influence, implement, or are affected by a health program. These range from government officials and funders to traditional leaders, school principals, youth groups, religious institutions, patient advocates, the media, and private sector actors.
Too often, these groups are engaged only after key decisions have been made. The result? Delayed buy-in, opposition to rollouts, and programs that look great on paper but fail to reach those who need them most.
By contrast, when stakeholders are engaged from the start as co-creators, not spectators, their power becomes catalytic.
From Transactional to Transformational Engagement
There is a world of difference between token participation and genuine engagement.
- Token engagementinvites people to the table but gives them no real power.
- Transformational engagementtreats stakeholders as co-designers of the solution.
True stakeholder engagement means going beyond consultations or endorsements. It involves listening deeply, aligning goals, managing expectations, and building shared ownership of both the process and outcomes.
Lessons from the Field: Nigeria’s Cervical Cancer Response
During Nigeria’s national rollout of the HPV vaccine, a monumental effort to prevent cervical cancer in girls aged 9–14, many predicted resistance due to myths, cultural beliefs, and weak routine immunization systems.
Yet in states like Imo State, over 80% coverage were achieved in just weeks. How?
- Mapped stakeholders: from the governor’s wife to school administrators, market women associations, and religious leaders.
- Aligned messages: using trusted voices in churches, schools, and youth groups to demystify the vaccine.
- Empowered champions: the CSOs and coalitions such as First Ladies Against Cancer (FLAC), used their influence to engage policymakers and the media.
- Nurtured relationships: with civil society, traditional rulers, and international partners to ensure shared accountability.
It was stakeholder engagement, not just technical planning, that turned potential resistance into overwhelming uptake.
Stakeholders are not just Supporters, they are Strategists
One of the biggest mistakes global health practitioners make is treating stakeholders as gatekeepers to be managed rather than partners to be empowered. But stakeholders often hold the keys to:
- Cultural insight– they know what resonates with communities.
- Political will– they can shape policy, unblock bureaucracy, and influence budget allocations.
- Resource mobilization– they can attract funding, volunteers, and public attention.
- Last-mile delivery– they know how to reach the unreached and speak the language of local trust.
In stakeholder-rich environments like Africa, the success of public health programs often hinges more on social architecture than clinical protocols.
A Proven Framework: M.A.P.E.S.
Through years of designing, implementing, and evaluating health programs across Nigeria and beyond, I’ve stumbled into a practical framework called MAPES for stakeholder engagement:
1. Map
Identify all individuals and groups with influence, interest, or investment in your program, both positive and negative. Don’t ignore critics; engage them early.
2. Align
Clarify how your goals align with their values, missions, or incentives. Show them what’s in it for them.
3. Plan
Involve them in planning processes. Co-create solutions, timelines, and success indicators.
4. Empower
Give them leadership roles, visibility, and resources to act. Create champions who feel responsible, not just consulted.
5. Sustain
Engagement isn’t a one-off. Build mechanisms for regular feedback, joint decision-making, and adaptive learning.
Case Example: Stakeholders as Vaccine Influencers
In the HPV rollout, one of our major wins came from engaging faith-based leaders who initially hesitated. Instead of debating theology, public health experts facilitated structured dialogue sessions, introduced them to scientific data, and created platforms where survivors could share their stories. Eventually, these leaders became some of the strongest advocates, preaching vaccine acceptance from the pulpit and mobilizing entire congregations.
This wasn’t luck. It was stakeholder engagement strategy in action.
The Political Dimensions of Engagement
Stakeholder engagement is also political. In decentralized health systems, power is distributed across ministries, state governments, traditional authorities, and development partners. Navigating this complexity requires:
- Diplomacy: Understanding what each stakeholder needs to win politically.
- Transparency: Being clear about roles, expectations, and limitations.
- Equity: Ensuring marginalized voices such as women, youth, people with disabilities, are at the table and heard.
Effective engagement is not about manipulation. It is about alignment, trust, and shared vision.
Build Relationships Before You Need Them
The worst time to build stakeholder relationships is during a crisis. Relationships should be cultivated consistently, not only for programmatic goals but as a core part of your public health infrastructure.
If we want systems that are resilient, responsive, and people-centered, then stakeholder engagement must be embedded in every phase of our work, from planning to policy, from delivery to evaluation.
“When stakeholders are treated as partners, not gatekeepers, we move faster, with fewer barriers and greater legitimacy.”
