HUDDERSFIELD NEW COLLEGE FURTHER EDUCATION CORPORATION Stakholdr Engagmnt Framwork Huddrsfild Nw Collg Corporation blivs that it is ssntial to know th viws and xprincs of studnts, thir parnts, staff and othr stakholdrs in ordr to continu to improv th provision of th collg and achiv xcllnt outcoms. Th Collg Govrnors ar committd to ngaging with all stakholdrs to obtain thir viws and opinions by mans of th following arrangmnts, which includ providing information, obtaining fdback, consulting on issus and dirct involvmnt: Th Corporation thrfor rcogniss th bnfits of informing, consulting, collaborating and mpowring all stakholdr groups. Bst Practic principls hav bn idntifid by th Corporation to guid th way it approachs Stakholdr Engagmnt ths includ: Th Corporation should idntify, and kp undr rgular rviw, who thy considr thir ky stakholdrs to b and why. Th Corporation should dtrmin which stakholdrs thy nd to ngag with dirctly, as opposd to rlying solly on information from managmnt. Th Corporation should dtrmin how bst to nsur that th board s dcisionmaking procsss giv sufficint considration to ky stakholdrs. Th Corporation should nsur that appropriat ngagmnt with ky stakholdrs is taking plac and that this is kpt undr rgular rviw. In dsigning ngagmnt mchanisms, th Corporation should considr what would b most ffctiv and convnint for th stakholdrs, not just th collg. Th Corporation should provid fdback to thos stakholdrs with whom it has ngagd, which should b tailord to th diffrnt stakholdr groups. Bnfits of stakholdr ngagmnt: Stakholdr ngagmnt is an ssntial activity for th Corporation. It should b usd to inform th dcisions that th board taks nabling bttr plannd and mor informd stratgis, policis, procdurs, programms and srvics. Effctiv ngagmnt also nabls stakholdrs to b confidnt that thir viws hav bn hard and activly listnd to and that thr is an opportunity for thos viws to ffct chang for th good of th collg. Stakholdr ngagmnt can thrfor b mutually bnficial for th Corporation and its stakholdrs. For stakholdrs, th bnfits of ngagmnt includ th opportunity to contribut as xprts in thir fild to stratgic dvlopmnts, hav thir issus or concrns hard and participat as ncssary on dcision making procss. For th Corporation, th bnfits of stakholdr 1
ngagmnt includ improvd information flows of tapping into local knowldg and having th opportunity to road tst stratgic and policy initiativs or proposals with stakholdrs as and whn ncssary. Th Corporation rcogniss that it is part of a wb of rlationships with a varid rang of groups and must hav stratgis for managing ths rlationships to nabl Govrnors to undrstand and wigh up th intrsts of thir ky stakholdrs whn taking stratgic dcisions. Who ar stakholdrs: Huddrsfild Nw Collg intracts with a broad rang of stakholdrs, from ky stakholdrs who hav an intrst in improving larning and dvlopmnt outcoms for young popl of Kirkls, to thos who ar rcipints of th collg s srvics. Th natur of th rlationships with stakholdrs also diffr. Som of ths rlationships ar transactional, rlatd to th businss of th Corporation. Transactional rlationships with stakholdrs ar thos whr th intraction is about providing or rciving a srvic. Ths ar oftn contractual rlationships. Som of ths rlationships ar dvlopmntal, building partnrships ovr a priod of tim. Dvlopmntal rlationships with stakholdrs ar thos whr th intraction is part of a long-trm association. Ths ar oftn partnrships with diffrnt individuals, groups and organisations that ar significant for th corporation, and play a ky part in scuring its ongoing succss and futur prospcts. Som of ths rlationships ar about accountability, nsuring that th Corporation is sn to mt its various rsponsibilitis. Accountability rlationships with stakholdrs ar thos whr th intraction is part of th various ways in which th Collg is govrnd and hld to account for th ducational achivmnts and wllbing of its studnts. Ths rlationships may tak a numbr of diffrnt forms, rflcting th diffrnt ways in which th lif and work of schools ar govrnd locally and rgulatd nationally. Approach to stakholdr ngagmnt. Th Collg s flxibl approach to stakholdr ngagmnt is basd on a rang of mthods and tools dpnding on th goals, timframs and rsourcs availabl and th intrsts of all partis. Guiding Principls : To maximis th ffctivnss of stakholdr ngagmnt th Corporation xpcts it s stakholdrs to b opn, transparnt, trustworthy and rspctful in all ngagmnt procsss. Principls of mutual rspct and trust ar thrfor fundamntal to stablishing ffctiv stakholdr ngagmnt. Th guiding principls whn ngaging with stakholdrs ar: Rsponsiv and rciprocal: Th Corporation undrstands that ngagmnt is a two way procss and apprciat th bnfits of mutual larning (btwn stakholdrs and th Govrnors). Th Corporation valus stakholdrs contribution to improving outcoms. 2
Inclusiv: Th Corporation commits to sk out and facilitat th involvmnt of thos potntially intrstd or ffctd by Collg work, including thos that ar hardr to rach for rasons such as languag, cultur ag or mobility. Impartial and objctiv: Th Corporation will mak fforts to nsur information is accssibl and objctiv and facilitat ngagmnt with all stak holdrs who hav an intrst. Opn, Transparnt and trusting: Th Corporation will provid information so stakholdrs can participat in a maningful way and will fostr a cultur of sharing idas. Rspct: Th Corporation will valu stakholdrs and us thir input to improv stratgis, policis and outcoms. Th Corporation will activly listn to and undrstand stakholdr nds. Guiding Valus : ASPIRE As a larning organisation, th Corporation is committd to th following ASPIRE valus in its rlationships with collagus, childrn and young popl, parnts and familis, partnrs, local and national businsss and communitis. Th Collg s ASPIRE valus undrpin th principls which guids th Corporation s intractions with all stakholdrs: Ambitious for our studnts to ralis thir full potntial Supportiv of our studnts prsonal growth and dvlopmnt into roundd, rsilint young adults, rady for whatvr thir futur holds Passionat about making a positiv diffrnc for our studnts through ducation Inspiring our studnts with a lov of larning, to hlp thm succd Rspctful of our studnts individual strngths, gifts and diffrncs Encouraging our studnts to b th bst that thy can b Th stakholdr ngagmnt & analysis procss. Thr is no on siz fits all modl for stakholdr ngagmnt. Th stakholdr ngagmnt procss should b tailord to th particular nds of th stakholdr, projct, issu, situation tc. Ensuring appropriat ngagmnt rquirs good judgmnt; for th Corporation rcogniss that poorly thought through ngagmnt practic can crat mistrust, wast stakholdrs tim and lad to ngagmnt fatigu a rluctanc to participat in futur consultations. Th blow tabl (fig 1) provids an ovrviw, adoptd by th Corporation, of th four ky stps associatd with stakholdr planning. 3
Fig 1: Ky Componnt Stp 1 What is th purpos? Stp 2 Who to ngag? Stp 3 How to ngag (lvl of ngagmnt) Action - Idntify why ngagmnt is important - Idntify what outputs or outcoms you want to achiv by undrstanding stakholdr ngagmnt - Idntify rlvant stakholdrs - Dtrmin suitabl lvl of ngagmnt for ach stakholdr (rfr to tabl dirctly blow) - Choos suitabl mthod of ngagmnt - Plan ngagmnt logistics (timing rsourcing and rsponsibilitis) - dtrmin ky mssag to communicat - considr stakholdr ngagmnt risks. Stp 4 Evaluat outcoms - rviw, action and shar th ky larning whr ncssary - rflct on xpctations of stakholdrs Th Corporation accpts that th lvl of intrst and influnc of stakholdrs will also dpnd on a rang of issus, such as th natur of th policy, projct, issu, stratgy tc, th timing and xtnt of stakholdrs involvmnt and stakholdrs potntial ability to impact on th ffctivnss of th outcoms. Th Corporation undrstands that it is important to kp in mind that th intrst or influnc of a stakholdr may chang as th stratgy, policy, projct tc progrsss. Thrfor thr is a nd to continuously rassss and idntify nw stakholdrs and th lvl of stakholdr ngagmnt at diffrnt stags. Stakholdr mapping is an analytical tool usd to hlp th Corporation survy and analys th nvironmnt in which thy currntly oprat. Th impact and matriality of diffrnt stakholdr groups will not always rmain static ovr tim. Th stakholdr mix may thrfor b affctd by changs in stratgy, th rquirmnts of th businss, or changs in lgislation. Thrfor th Corporation rcogniss that it is important to hav a procss in plac for rviwing th groups idntifid as ky stakholdrs to mak sur that ngagmnt rmains appropriat for th rlvant audinc. Th Influnc/Impact grid (fig 2) hlps th Corporation idntify and catgoris stakholdrs with incrasing influnc and impact. This tool hlps th Corporation focus on th ky stakholdrs, whn undrtaking its businss as wll as th purpos and mthods of stakholdr ngagmnt. 4
Influnc/Impact grid dfinitions: Influnc: th capacity to hav an ffct on th charactr, dvlopmnt, or bhaviour of somon or somthing, or th ffct itslf Impact: to hav an ffct upon Fig 2: H L v l o f i n f l u n c L Involv / Consult - Ensur nds and concrns ar undrstood and considrd - Obtain fdback on altrnativs and/or dcision Inform - Provid balancd and objctiv information Collaborat / Empowr - Partnr with on ach aspct of th dcision - Potntial dcision making authority - Co-dsign / co-production Consult - Obtain fdback on altrnativs and/or dcisions Low (L) Lvl of intrst High (H) If a stakholdr has high lvls of influnc ovr and intrst in th outcoms thy should b placd in th top right quadrant. Convrsly, if thy hav a low lvl of influnc and low intrst thy should b placd in th bottom lft quadrant. Monitoring and Rviw Stakholdrs' viws on and xprincs of th Collg and its activitis ar usd by th Corporation to inform th stratgic dirction of th collg. Stakholdr viws also fd dirctly into th Collg s Quality Assuranc procsss, including th Slf-Assssmnt Rviw and Quality Improvmnt Plans, which ar also monitord rgularly by th Corporation. 5
Th arrangmnts for obtaining stakholdr viws ar rviwd by th Corporation on a rgular basis and valuatd by th Principal and th Snior Ladrship Tam to strngthn collg outcoms and continu to provid a positiv and saf larning xprinc for all currnt and futur studnts. 6