Stakeholder Engagement Strategy · framework to map different stakeholder groups, even within the...

Belfast Draft Stakeholder Engagement Strategy and Plan October 2012

Belfast Metropolitan College // “outstanding learning for successful futures” 1

Stakeholder Engagement

Strategy

Author

D Duffy G Magee S Watson MT McGivern J Edwards F Bryan

Status Endorsed by Governing Body

Revision Date

23 October 2012



Contents

1. Introduction ................................................................................. 3

2. Approach and Methodology.......................................................... 7

3. Belfast Met Stakeholder Matrix ................................................ 10

4. Learners .................................................................................... 11

5. Employers ................................................................................. 15

6. Communities.................................................................................17

7. Key Stakeholders...........................................................................19



1. Introduction

One of the essential foundations for the successful delivery of Belfast Metropolitan College’s

(Belfast Met) KPIs, includes effective Stakeholder Engagement. A Stakeholder is an individual or

group with an interest in Belfast Met and its services. The importance of relationships with our

stakeholders is recognised in the College’s mission statement and balanced scorecard where

our priorities are:

To develop successful collaborative relationships with external stakeholders for the benefit

of individuals, employers and the NI economy.

In this first year of the implementation of the Stakeholder Engagement Strategy our priorities

will be to engage with LEARNERS, EMPLOYERS, COMMUNITIES and KEY STAKEHOLDERS. Belfast

Met's mission is to become a centre of learning excellence, committed to transforming lives

and contributing to the social and economic wellbeing of Belfast and the wider region. In

achieving this mission, Belfast Met relies on meaningful engagement and productive

partnerships with a wide and extensive range of stakeholders.

ENGAGEMENT WITH

LEARNERS Current learners

Prospective Learners

Parents

Schools Overseas intermediaries

Alumni

EMPLOYERS Business Organisations

Sector Skills Bodies

COMMUNITIES Area Partnership Boards Statutory Consultees Partnership Organisations KEY STAKEHOLDERS Government Departments Belfast City Council

Elected Reps and Committees External Awarding Bodies Compliance Organisations (NIAO, UKBA, QAA. ETI)



The purpose of this strategy is to pull together a framework which, maps who our stakeholders

are and underpins the contacts and connections we have with various stakeholders to achieve

a range of positive engagements. The benefits of a proactive approach to stakeholder

engagement are well documented and include:

• Improve stakeholder/’client’ relations.

• Build stakeholder trust through engagement.

• Seamlessly build on established relationships to enhance Belfast Met’s reputation.

• Secure additional income.

• Improve our offer in terms of quality and relevance to key customers (learners and

business).

• Anticipate and manage potential issues.

• Identify opportunities.

• Assign ownership for relationship management across Belfast Met.

• Develop a deeper and long-term engagement that will lead to higher quality intelligence

to inform and develop projects that will deliver our KPIs.

As we move forward on our journey of collective ambition to put the learner at the centre of

everything we do, to deliver a positive economic and social impact and a curriculum which is

relevant to the learning community, we will endeavour to engage with a wide range of

stakeholders to inform and enrich our strategies and solutions. In the following sections we

briefly set out the methodology we have chosen to map, identify and focus on the

communication and information requirements of our engagement process.

It is worth remembering that the College has to exist in a complex policy and operational

environment and the external monitoring of the needs and interests of our stakeholders is an

iterative two way process. This model and the action plan provides a frame of reference to

allow us to bring some focus and structure to the engagement process, but is flexible enough to

allow us to be responsive to sudden changes and challenges. (See Figure 1.) Communications

Framework)



Figure 1. Communications' Framework.

Source: Adapted Local Government Association South Australia Citizen Engagement Handbook

Engagement is Everybody’s Job

As already indicated the College must reach out and interact and communicate with a wide

range of individuals, organisations and communities if it is to be really successful. To do this

effectively it is crucial that the job of engagement and communication is seen as EVERYONES –

staff and Governors alike. Effective stakeholder engagement cannot be left to a few individuals

or to the marketing department. Everyone must embrace the core messages for engagement

and use them in any situation where they come in contact with those who are important to the

College and its future. This strategy document deals specifically with four of the most

important stakeholder categories but here are many more than these and so every opportunity

for promoting, explaining and communication about the College should be utilised.

Key messages include:

The College exists to guarantee ‘outstanding learning for successful futures’.

The College is dedicated to enhancing people’s life chances by increasing their

employability skills.

The College works with employers and individuals and provide a wide range of services and

facilities both of the shelf and bespoke.

The College puts excellence at the heart of its practice.



The College is an open, transparent organisation and has a welcome for everyone who

wants to learn and grow.

The College was founded in 1906 and continues to play a significant role in the success of

the city and in NI as well.

The College welcomes over 30000 students every year to enhance their learning from basic

to post graduate.

SPECIAL ROLE OF GOVERNORS

Our Governing Body are a group of individuals who have agreed to give on a voluntary basis,

their time, commitment and skills to assist in the College’s development and success. They are

all successful people in their own right with strong existing networks. They all have the

potential to spread the College message far and wide and so it is important that they are

supported to do this. The continuing development of elevator pitches and ‘line to take’ will

seek to keep Governors informed and updated so they can act in the Colleges interest at all

times to promote the College and maximise their networks and opportunities.

In relation to engagement events Governors can bring significant benefits by participating in

key events such as graduation, open days, special dinners with the Minister, big companies,

and the community. In addition their assistance in building networks is also of great benefit to

the College.



2. Approach and Methodology

The approach proposed is based on a model developed by the International Association for

Public Participation, which combines the standard Stakeholder Power/Interest Matrix, with

additional guidance on communication requirements.

Figure 2. The Power/Interest Matrix.

The level of power/influence and interest which particular stakeholder groups have in the

policies, services or operation of Belfast Met will shape where they are located in the matrix

above. For each quadrant the College will then have an overall approach to shape our

communication/engagement activities where the focus will be to:

CONSULT INVOLVE

INFORM COLLABORATE

EMPOWER



It is also important to remember that although the model set out previously provides a

framework to map different stakeholder groups, even within the groups there can be different

opinions on any given issue and shifting positions in terms of power and influence. As part of

the Stakeholder Engagement Strategy, Belfast Met has developed a flexible approach and has

the capacity to engage in more long term strategic positioning on certain policy issues

respondent, to respond to ad hoc issues which arise, and to have a segmented approach to

targeting information to particular groups.

1. Inform

Information provisions - it can be proactive (information dissemination) or responsive

(responding to questions from stakeholders).

• Tools : newsletters, presentations, press releases etc;

2. Consult

This level of engagement is used when the purpose is primarily to listen, gather information

and garner feedback. It may also involve focused interaction with particular groups who

have high levels of power/influence to have a better understanding of the issues which are

important to Belfast Met. It can include responses which Belfast Met makes to external

calls for consultation.

Tools: One-on-one meetings/key stakeholder interviews, Focus groups, Surveys,

Public meetings/forums, Formal consultation responses : Belfast Met, Sector College

NI;

3. Involve

This level of engagement is used when two-way information exchange is required and

where Individual and groups have an interest in the corporate/operating plan and are likely

to be affected by the delivery of the objectives.



Tools: Workshops, Service Level Agreements/letter of offer, Working Groups,

Knowledge Networks

4. Collaborate

Collaborative partnerships can range from loose affiliations through to establishing formal

boards or committees.

Tools: Partnership agreements

5. Empower

This can be used when individuals and groups have accepted the challenge of being part of

identifying the solutions themselves.

Tools: Focus Groups/ Student Councils



3. Belfast Met Stakeholder Matrix

Po

we

r/In

flu

ence

of

Stak

eho

lde

rs

Interest of Stakeholders

Learners

EMPOWER

INFORM COLLABORATE

CONSULT INVOLVE

Government

Committees

Parents

External Awarding Bodies

Schools

DEL

DETI DE

INI

Business

Organisations

NGOs, Community

Groups

Elected

Representatives

BCC

Compliance

Orgs

Funders

Statutory

Consultees

Prospective

Learners



4. Learners

Belfast Metropolitan College has in excess of 30000 students every year. It is crucial that the

College is able to communicate effectively with this student body both formally and informally.

In addition this student body is also a powerful source of information and feedback for the

College assisting us in improving our practice and ensuring that we are delivering excellence in

everything we do.

As well as those who are currently students with the College a huge potential student body lies

outside the College in Belfast and beyond. This potential is very important to the continuing

success of the College and so communicating with and enlisting this potential is a very

challenging but necessary engagement.

INTERNALLY

Central to anything the College does is its learners. Learners are the main business of the

College and the primary consumer of our services. It therefore goes without saying that

learners as primary customer have a voice that can and must shape the way the College carries

out its mission.

The College engages with Learners at three different levels:

1. At Course Level: The College regularly holds engagement meetings with learners to

listen their view on their course; how it is taught, how it is assessed, the relevance and

value of content and the value of any final accreditation or progression route. Course

teams are best place to listen and react to the learners, as they are the subject and

qualification specialists. The College will hold two meetings with student bodies. These

will be one per term. This information will be stored at course level.

2. At Campus Level: The College must listen to the voice of learners at Campus Level,

ensuring that the facilities, equipment, services and support provided at a specific

location are fit for purpose. Many of the issue at this level will be less about the

teaching and more about the facilities and processes that enable the teaching to take

place. The College will hold an annual campus based meeting to her the views of

student about the campus and facilities and will use this information to feed views to

the Whole College Quality Improvement Plan.

3. At College Level: Listeners have great value to add in terms of the strategic direction of

the Colleges. The overall types, levels and modes of education, including the curriculum

content are central to this discussion. This may not mean asking individuals for their

personal educational desires, but asking them to consider the needs of all learners and

act as a conduit for the views of the wider community. Learners have a voice in the way



the College distributes and manages financial and other support across its provision.

This is often central to providing and a cohesive process to access for support funds or

ensuring that learning is carried out in a safe and purposeful environment. The College

will hold two meetings within the year with selected representatives of the student

body and will use this information to inform the Whole College Quality Improvement

Plan. These meetings will be held once a semester.

From these three sources the College is able to act ‘in year’ to address problems that learners

may have. For more strategic issues the College may present options and analysis and seek

further clarification on these issues from learners.

During the current economic conditions the voice of the leaner becomes even more crucial, as

they are closest to labour market entry and are able to articulate the challenges of securing

employment. From this information the College will be able to react, providing the additionality

and services that are required to increase the chance of our learners securing employment.

Beyond the current mechanisms, the College needs to improve the way in which it

communicates the actions it has taken as a result of learner consultations; making public the

findings, recommendations and results and showing the impact and value of the learner voice

on our strategic positioning. Course teams need to respond and take responsibility for the voice

of the leaner at course level, acting on their behalf to resolve as many issues as possible from

within the Course Team.

EXTERNALLY

Over and above the learners who transfer from the secondary education system into Belfast

Met, there are a number of other ways in which the college engages with a range of interested

external parties, schools, parents, part-time learners, overseas agents, and alumni.

The College requires external engagement with potential learners, parents (particularly for

those under 18 years of age), universities, schools and local training providers in order to

recruit and ensure that the provision offering of the College will meet their needs in the future.

The College is already a member of various fora where information and stakeholder

engagement for this group can be conducted. These include:

- Area learning communities

- Higher Education partnership and awarding regulation committees

- Training provider partnership forums and engagement meetings

- Information, advice and guidance / course information sessions

- Community Learner Partnership Forums

- Local Engagement and Access Programme (LEAP) forums



The College also actively promotes it current provision through these stakeholder groups and

through a range of wider forums and opportunities. These include:

- Graduation and Awards Ceremonies

- Recognition events and celebration activities

- The College Web Site and Information leaflets

The College uses this information to anticipate demand levels and key shifts in the curriculum

requirements. Using area learning partnership, the College is also able to gauge likely demand

generated from local post-primary sector, who also allow us (in some cases) to provide

information and engagement meetings on their sites.

The College also annually invites local school principals to view our sites and comment on our

curriculum offer and availability. This often provides useful insights into likely future demand in

the 16-19 market places.

The College will engage, in some cases, with trade unions, to understand the needs of specific

workforces and likely developmental needs in the future. At present these engagements are

around essential skills and low level skills need in specific markets and sectors, however the

College may expand this.

WHAT WE WILL ACHIEVE IN THE NEXT YEAR

INTERNALLY

Ensure that the Leaner Voice framework is embedded.

Give support to all student representatives including the Student Governor.

Implement a series of feedback mechanisms to gather information from the learner

population including Pathfinder students and students with a disability, students whose

first language is not English and students who come from a care background.

EXTERNALLY

Build the schools partnership network including an annual Principals’ lunch and Careers

Teachers’ conference.

Hold three annual open days in March/April at TQ, e3 and Castlereagh to get the

opportunity to engage with parents



Hold an open day for students who come from a care background and/or who are or are at

risk of being homeless.

Carry out an ongoing marketing campaign focused on engaging with part-time learners

embracing traditional and social media.

Use Higher Education Graduation in November and Supported Learning Graduation in

December as key communication platforms.

Create a programme of celebration events (Olympians dinner, Celebration of Excellence,

BMC Trust Awards Ceremony) to acknowledge achievements and as key communication

platforms.

Seek views of potential learners to understand their curriculum and qualification needs.

We will launch e3 in September 2012.

We will meet the requirements of the ETI, QAA and other quality assurance agencies for

teaching, learning and assessment, always achieving good or better grading (or equivalent

where required).

We will meet awarding body quality assurance requirements, ensuring that our qualifications are delivered in an appropriate and fit for purpose manner.

We will develop a ‘lobby campaign’ for Governors.

We will develop and maintain key elevator and ‘lines to take’ documents on Belfast Met.



5. Employers

One of the key priorities for the College moving forward is the development of an agenda to

actively engage with employers, both through business associations and direct to SMEs, on

issues associated with enterprise, economic development and employability, which will help to

generate additional revenue for the College creating a platform for future financial

sustainability.

In order to have a more active engagement with employers the College is working to finalise

plans for a whole College approach to customer service and a CRM system which underpins a

professional approach to contact management. The employer engagement activities include a

more focused approach on aligning business development and marketing activities with a

number of strategic priorities and will be underpinned by an integrated CRM solution.

Moving forward we will seek to get a better understanding of who our “customers “are and

what services they require. We will also seek to identify clear standards of performance and

constantly measure against the standards to meet customer requirements. Over and above the

employer groups and SMEs, our customers can be others within the organisation (Internal

customers’) other organisations, or members of the general public, at home or anywhere in the

world (external customers). Separating them out might be easy but defining what they all need

is often very difficult. Ultimately we will seek to tailor the courses and services we offer to

ensure that the learner is matched to the job opportunities.

In terms of our links with the business associations, the College will continue to build on good

relationships with DEL, the Sector Skills Bodies and InvestNI to develop and deliver solutions in

bioscience, renewable energy, health and social care, hospitality. We will participate in a new

DEL Employer Support Programme across a range of priority sectors which will further enhance

our understanding of business needs. Through Policy Unit we will take the lead in responding to

consultation exercises and in working to ensure that the role of BMC and the contribution we

can make to business growth is well understood and valued. Our key focus will be to increase

the level of interest which businesses have in the services we can provide.

In terms of focus on employability the College will continue to engage with partners and

external providers to lead the way in both essential skills and pre – employment training with a

number of programmes designed, developed and managed for a range of clients including

HARTE , Princes Trust , Bridge to Employment and other community led organisation.




Establish an internal Business Development Group led, by the Director of Business

Development, and meeting monthly to manage a range of business development activities

across the College including completion of CRM, implementation of a pipeline process.

Complete an Employers Pack by October 2012 which details the range of services and support available for businesses through BMC.

Build strong relationships with the CBI, IOD, NICC, FSB and Women in Business and other

business networks and alliances through participation and annual meetings with each.

Expand our ClubMet network to include 50 companies.

Develop an annual SME showcase event to promote examples of best practice and success.

Inaugurate an annual ‘big company’ dinner starting in January 2013.

Outreach to employers through project based learning activities.

Promote the commercial facilities of the College to employers and employer support

organisations.

Support the Employer Panels as part of the Curriculum strategy.



6. COMMUNITIES

The College is not an island and is located throughout the city in over 100 locations. The

College’s relationship with the communities of the city both geographical and of interest is

essential to its success. Belfast is a complex city with a history of fractured communities.

However this fracture is slowly healing and at the same time the city is becoming more diverse.

Both these developments are to be welcomed and it is important that the college is part of that

changing story. The College wishes to work in partnerships with communities in the city to

enhance their life chances and ensure that success percolates throughout the whole city. The

College wants to see the new spirit of success emanating at the Titanic Quarter disseminating

across key knowledge corridors across the city creating the new Titanic Dynamic.

Community Relations

There is a very well developed community infrastructure operating within the Greater Belfast

area.

Almost half of the population of the Greater Belfast area live within designated Neighbourhood

Renewal Areas. The College is committed to working within Communities to ensure that every

resident has the opportunity to avail of Belfast Met’s provision regardless of social background,

culture, language or ability.

In addition, the College recognises its strategically significant role and is committed to

partnering with Communities and key statutory agencies to drive regeneration.

In order to ensure that we continue to embed the College provision, the College recognises the

importance of engaging with key community organisations and umbrella bodies from a range

of perspectives including:

Widening participation and outreach.

Learner Recruitment.

Collaborative working opportunities (Springvale group, Learner Access and Engagement,

Peace Funding 3).

Collaborative strategic opportunities (Belfast City Council Investment Fund, Social

Investment Fund, Neighbourhood Renewal Fund, Good Relations Funds etc).

Good Relations



The College will focus on the promotion of equality of opportunity, the promotion of good

community relations and the celebration of cultural diversity.

In the context of this Stakeholder Engagement Strategy, the College will implement a Good

Relations’ plan with regard to Community Relations and cultural diversity.


We will develop a Good Relations Plan that reflects and maximises opportunities identified

in statutory agencies’ Good Relations Plans (BCC, DSD, PSNI, DoJ etc)

We will deliver five cultural celebration and diversity events at appropriate times during

the year.

We will hold three annual open days in March/April at Castlereagh, TQ and e3 to raise

awareness of the quality, depth, breadth and inclusiveness of Belfast Met’s offer.

We will scope two major projects (Springvale Task Force plus one other) and seek to

maximise partnerships and resources around these.

We will hold an annual ‘ambassadors’ dinner in February with our community partners to

share our success and challenge and seek their advocacy.

We will seek out Council funding to facilitate community cohesion events

We will work with community groups (including Irish Traveller and ethnic minority groups)

to encourage participation

We will facilitate good relations and cultural diversity events with staff and student groups



7. KEY STAKEHOLDERS

The College has a number of key relationships which impact significantly on its policy and

funding base. It is essential that the College maintains and develops further these relationships

building trust and respect. Strong partnership is essential.

Government Departments and Permanent Secretaries.

The College operates within a regional context and it is vital that the College proactively

engages with government departments in order to inform, influence and shape government

policy and decision making in a range of key areas including education, social and economic

development. The college will engage with Government through CONSULTATION exercises

which are relevant to our areas of interest. Given the range of connections which the College

has with different Departments and external Government Agencies, the nature of the

engagement will differ depending on the issues in question and in some cases we will actively

seek to be more INVOLVED in direct discussions and working groups to shape relevant policies

and procedures. Though its media and communication activities the College will work across all

Departments but recognises the need to have a primary focus on our relationship with the

Department of Employment and learning – our parent Department. In addition we must seek

to build and maintain meaningful relationships with DEL, DE, DSD, DETI, DCAL, DOJ and

OFMDFM.

The College will also build and maintain meaningful relationships with opinion formers who will

help to ensure that the FE message sits at the heart of relevant Government policies and

strategies.

Local Government (BCC) and Committees.

The Colleges is also a key player within a local context and will continue to work proactively

with Local Government. The primary focus of stakeholder engagement activity will be with

Belfast City Council and Castlereagh Borough Council. Both of these organisations play a key

role in the delivery of local economic development activity for the Greater Belfast Area and

Belfast Met will work with both organisations to ensure that it is recognised as a partner for

success in the delivery of the economic agenda for the city and the region. The College will

continue to develop the steering group with BCC/INI which provides a platform to discuss a

number of key issues including the Employability Strategy, Springvale Innovation Centre,

Investment programme and International Relations as well as opportunities for collaboration

through the Competitiveness programme and EU 2020.



Politicians, Political Parties, Special Advisors and Assembly Committees.

As the political process in Northern Ireland develops and matures the role and function of

politicians and political parties continues to be increasingly important. It is crucial that the

College communicates effectively and compellingly with individuals and parties building key

information paths and partners for the success of the college. In particular the College must

increase its visibility and raise awareness among politicians about its strategies and actions and

build a strong network of advocates.

External Awarding Bodies

The College has relationships with many awarding organisations and bodies. Awards are

central to our provision, as government requires more learning recognised and certified. The

College will strive to establish a relationship with awarding organisations and bodies that allows

us to meet the needs of learners and business, developing where necessary new qualifications

and implementing the latest qualifications within our curriculum.

The College will build on our relationship with awarding bodies and develop this relationship to

provide better information to learners about qualifications and learning pathways to better

futures.

Compliance Organisations

Belfast Met operates in a highly regulated environment and a range of quality, financial and

governance frameworks exist to guide the operation and delivery of our services. There are

range of organisations such as the Northern Ireland Audit Office, the QAA and ETI who have an

interest in our compliance with the various statutory obligations, but a limited day to day

contact in terms of operation and delivery. Our activities to engage with these compliance

organisations will be twofold: to engage and consult with them to ensure we are up to date on

all specific requirements and where necessary inform them of issues and seek advice on any

matter which may impact on our ability to comply with existing regulations.


We will continue to meet with DEL officials formally on a quarterly basis to review progress

and at the annual bilateral in March, and informally on an ongoing basis on all relevant

issues.

We will host an annual dinner for the Minister.

We will respond to all relevant consultations.



We will build relationships with other officials from other Departments in particular DETI,

DSD, DE and OFMDFM.

We will meet Belfast City Council officials formally on a biannual basis and informally on an

ongoing basis on all relevant matters.

We will meet the representatives of all political party groups at BCC on an annual basis.

We will maintain contact with the key Assembly committees of DEL, DETI, DCAL and DE and

proactively drive face to face briefing sessions with appropriate members.

We will build a cross party network of politicians with a particular interest in Further

Education to advocate for the College and to act as an intelligence network for ideas.

We will participate in working groups, including the Northern Ireland European Forum, to

shape the agenda for the future allocation of EU funds.

We will meet the requirements of ETI, QAA and other quality assurance agencies for

teaching, learning and assessments, always achieving good or better grading (or equivalent

where required).

We will meet awarding body quality assurance requirements ensuring that our

qualifications are delivered in an appropriate and fit for purpose manner and establish and

maintain communication channels with key actors among these bodies.

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