Community Stakeholder Engagement within a Non-profit Context

A broad and vital group comprising funding partners, volunteers, clients, referral agencies
and government officials is involved in a non-profit environment. All of them are interested
in how agencies offer services and have ideas on how to better implement them. Freeman
(2001, p. 46) has established the frequently agreed definition of stakeholders as "any group or
people which may affect or are affected by the achievement of the objectives of the business."
Since NGOs have an important role to play in society, it is necessary to investigate how
stakeholders are invited and supported to give better ways to increase the performance of
NGOs, programmes and services. Non-profit organisations need to guarantee that stakeholder
interests, needs and opinions are appreciated and heard in order to develop stakeholder
relationships. Since ties with stakeholders are vital to all sorts of organisations, it should be
noted that they cannot run their business without stakeholders. Good relations with
stakeholders need awareness of the requirements and interests of stakeholders. It is intended
to increase the links between stakeholders and the agency as a whole in order to create this
framework. This study explores a form of involvement of stakeholders which would ensure
programming for the community would represent communities' needs by investigating the
Statehood theory which revolves on the concept of stakeholders. The schedule, expected
results, goals and important activities needed to develop trust and openness will be outlined
while maintaining a strong community presence.

Stakeholder commitment model

Design a stakeholder interaction structure or model that describes your schedule, expected
results, strategic targets, action priorities and major activities (include a table, diagram or
graphic to visually illustrate the structure).

Step 1: Step 1: Plan Objective

The aim of this engagement paradigm is to guarantee that community programming reflects
needs. Therefore, trust and transparent relationships are a critical component of this action
while having a strong presence in the community. My concept of stakeholder involvement in
my work would include two-way talks and honest exchange of information. I think that our
customers, employees and communities can supply a plethora of information on how to
actually make an influence on the community. By offering an open and honest discussion,
programmes and initiatives can disclose potential obstacles to the early stages of planning,
which can help turn objectors into powerful allies that can permanently remove black spots at
early stage of development. Leslie (2015) talks about two-way communication as an
opportunity to establish a network with stakeholders, which is a valuable tool I think is
necessary to accomplish this commitment plan.

Step 2: Stakeholder Engagement Principle Set Requirements

The knowledge of a common vision and universal mission is the programme underlying most
non-profit organisations. Non-profit cannot be effective in achieving its aims without these
important components of social capital (King, 2004, p. 483). By applying a principles-based
approach to stakeholder engagement activities, non-profits can develop principles that clarify
the goal of stakeholder engagement while guiding how such engaging takes place. The
principles reflect the Agency's on-going commitment to cooperate with stakeholders, learn
from past experience and focus on improving overall performance.
The key principles of this commitment strategy are:

Principle 1: Stakeholder commitment may demand different tactics or objectives for various
stakeholders.

Principle 2: Stakeholders should be involved early by being open and honest, while enabling
stakeholders to actually participate in the Agency's policies or programme decisions.

Principle 3: Stakeholder engagement shall employ current interactive participation typology

structures/relationships involving stakeholders in particular Pretty's (1995). The typology of
Pretty permits different stakeholders to offer their wide range of information about how
significant impacts can be created in the community. Moreover, this technique is a fantastic
method to keep Marsh and Kennedy (2018) in mind: "Is your attention focused on
requirements or needs?" (See page 15).

Principle 4: For an entire period to produce its intended output and effect, stakeholders'
commitment must be continually used across various communications lines.

Principle 5: A purposeful and coordinated participation of participants Plan of action for

stakeholder involvement

Principle 6: Stakeholder Engagement Staff should inform the various stakeholder

communication demands and choices in a clear, relevant and timely manner. Listening and
talking are part of effective communication with stakeholders in this environment.

Principle 7: Stakeholder Engagement professionals should measure and assess engagement

efforts of agencies to determine what is effective and over time improve their quality.

Step 3: stakeholder identification in a non-profit environment

The definition of parties involved in Freeman (2001) recognises the existence of different
entities that claim participating in an organisation that includes clients, suppliers and staff (p.
4). Although these classifications reflect corporate bias, Freeman dismisses this notion by
explaining that the notion of stakeholders concerns the allocation of economic output instead
of "process and procedural fairness" (Freeman et al., 2010). This proposal allows non-
lucrative organisations, through more clear identification of issues, capacities, objectives,
plans and actions, to be reflected in stakeholder theory (Leslie 2015, p.28). "Stakeholders"
are viewed mainly as non-profit-makers within the context of literature. The key players
include funders, volunteers, customers, transfer agencies, government officials, for whom
non-profit organisations have been responsible for justifying what they did or failed to do.
Therefore, accountability as an organisation is more and more vital for non-profit
organisations. The communicative challenges are to engage customers, donors, board
members, etc. whilst meeting all the stakeholders' diverse expectations. A key element is to
understand non-profit accountability. After the necessity of accountability has been
acknowledged, non-profit organisations will be able to respond effectively to the
requirements of stakeholders by communicating with each different group. Given that the
stakeholders do not influence the program's financial results, it is obviously difficult to
communicate and coordinate with stakeholders. Thus Leslie's (2015) two-way
communication states that it "sets the basis for individuals to think together and work
together towards sustainable solutions to complicated situations" (p. 8). The approach to
corporate social responsibility for stakeholder theory highlights the role of these stakeholders
in a corporate context, but because stakeholder groups do not have a negative impact on the
corporate profile, the success of a Non-profit capacity to achieve its social change goal
remains dramatic. The utilisation of interaction processes such as bidirectional relationships
focuses on how stakeholders and the organisation work together to create a communal and
mutually desirable future.

Step 4: Engagement Plan for stakeholders

The activities of stakeholders must represent the good features of the functioning of agencies
accurately. It is reasonable that the participation of stakeholders cannot focus on all issues,
but transparency is important. The goal of the commitment is to ensure the results and effect
desired while ensuring that the purpose and goals of the agency are always a priority. In order
to obtain the optimum strategic outcome driven by the objective and objectives of the agency,
the attention must be on the right issues and stakeholder(s). Stakeholder Engagement
involves a careful examination of the issue, which requires the stakeholder to understand its
position in this area by default.

Results

The above concept provides an effective system for involving stakeholders within a non-
profit framework. The approach considers participation to be a learning process that allows
agencies to sustain resources and structures (Cornwall, 2008). The concept helps new leaders
like myself to create a space that invites but also supports procedures that can assist grow
capacities, develop voice and empower people – a clear commitment plan highlighting the
value and the seeming value of stakeholder participation. This approach can be particularly
beneficial since it enables ownership transfer to be essential in delivering solutions to
increase customers' access to services (Cornwall, 2008). This can influence my practise by
embracing interactive involvement as it allows a real engagement "beyond events and
broadcast of information to create opportunities for stakeholders to discuss and perform
meaningful work to improve the learning environment and drive improvement"

Step 5: Stakeholder Engagement Key Activities

I deliberately integrated Kant's wording of 'treating) people as ends for themselves' when
addressing the important actions of this stakeholder engagement plan. The philosopher talked
on the significance of considering people as ends and not as tools. This justification was vital
when the plan was drawn out because it stresses that people are a valuable part of the overall
engagement plan regardless of their relationship to the outcome of the agencies. All
stakeholders have value which is vital for all non-profit agencies' core values. Freeman
explains the benefit of this strategy by reminding the public that it should not surprise
individuals, regardless of whether they are consumers, management, staff or community
members, to respond well to such respecting treatment (Freeman, 2001). This declaration
guides all activities, as it constantly reminds everyone to be respected. As the purpose of the
plan is to guarantee that programming reflects requirements for the community, it is
important that the human worth is recognised as part of this action plan. The main activities
of my plan need: who should be prioritised, the aim determined, and communication
established.

Prioritization of who to participate

The first step in the commitment process is the identification of stakeholders that should
focus on the commitment efforts of agencies over a particular time period. Considering, for
example, why we should engage the stakeholder, the benefits and the strategic alignment?

What do we want from this commitment to achieve?

How is this commitment aligned with our strategic objectives, objectives and commitments?

Identification of the overarching objective

The second part of the engagement process entails determining the impact of the programme
as a whole by engaging stakeholders at different levels to ensure that the programme provides
resources and services for the enhancement of the overall community. As a way to include
Freeman (2009)'s comment on human quality, it comes when you collaborate with
stakeholders to ensure that the programme adds value while ensuring that all stakeholders
work together toward a same goal. Through the involvement of stakeholders, we can achieve
new ideas, different views, problem solving skills, confidence and community involvement.
Whilst working on the theory of value creation for Freeman (2009), the representation of
value creation at the stage of stakeholder participation by community members in
determining which programmes really can help their needs and boost the agency's social
capital, while reducing the stigma about community members being prevented from
improving or making a valuable contribution to this theories This model enables
responsibility, ethics and public trust to assure a harmonious interest and places more
importance on the creation of trust and value for stakeholders through this stakeholder
participation model. This model ensures It would finally generate "knowledge, emotions or
spiritual engagement through valuing and empowering stakeholders as people"

Create a Communication

The vocal strength of stakeholders offers value to the crossroads of interests (Freeman, 2009).
Communications typically fail because they are done too late in a non-profit organisation. It
helps initiatives to operate successfully and with minimum resistance by engaging early with
stakeholders. Communication may be developed through understanding the correct format, so
that information, consultation, participation and collaboration may be emphasised.
Throughout this process, I understand that it encourages stakeholders to exchange ideas,
views and views while enabling a uniform, trust-based community to develop. "Authentic
commitment is empowering" as Leslie (2015) said (p. 1). This will enable the report to be
developed and transparency to be created.

Step 6: Back monitoring, assessment and reporting

Continuing monitoring, evaluation and reporting are essential for practical community
engagement. The tools and methods set out in the plan must be understood. This would lead
to queries such as what should be improved and what the lessons learnt to ensure that the
overall target and objective can be achieved in order to establish how effectively this strategy
works. It helps stakeholders understand how their input and ideas aid decision-making
through monitoring, evaluation and reporting to stakeholders in this process.

Improvement of communities involved The Model of Commitment

This framework will enhance community involvement by emphasising the broad multi-
stakeholder approach to supporting and strengthening community by involving stakeholders
to ensure the agency's programmes provide the resources and services needed for the impact
of unresolved trauma, including violence, poverty, homelessness, social isolation and racism.
These initiatives involve fostering a community through the creation of programming that can
contribute to a common goal of strengthening the entire community. It will, through dialogue,
provide opportunities for stakeholders to build a deeper meaning in which to share a greater
understanding of the general picture through the use of practises like SAGE in paralleling
trauma-informed service delivery, ensure multiple different perspectives are heard,
understood and respected (Leslie, 2015). This structure also deliberately allows all
stakeholders in the agency to express their requirements and to ensure that the common
interest remains a continuous top priority. In realising, acknowledging and addressing the
experience of each statehood, this framework builds a space in which participants can express
and make their contribution secure, trustworthy and transparent. The Action Plan provides
insights that assist stakeholders see themselves and how they can play a key role to promote
the mission of the organisation. By identifying any potential obstacles to integrate
stakeholder participation proactively (Clupea 2012), this plan takes time to build a space for
conversations in which participants willingly build trust and respect without fear while
continuing to work effectively with stakeholders by exploring collaborative approaches

Implementation of engagement plan obstacles

Stakeholder participation not only increases opportunities for improving and implementing
community-based initiatives, but also helps us understand the problem and then find the
answer to implement improvement plans. In the course of this engagement strategy, the
potential difficulties were to ensure fairness, representativeness and disenchantment. Fairness
ensures – The diversity of the communities served must be taken into consideration while
assuring the participation and non-marginalisation of less potent voices and groups. To ensure
equity, all the members of the community, including all ethnic backgrounds, disabled
individuals, youth, nonspeaking backgrounds and indigenous people, would need to be
inclusive. Ensure representativeness – An inherent problem would be ensuring that all
members of the community are fully represented. Since this plan involves programming for
the community, it is important to make sure all the voices of the community members are
reflective of the community. Katz (2007) points out that not all stakeholders can participate in
programmes at the same level, but it is important to mention that it is important to guarantee
that community members who are actively involved in the committees and represent all
community members. Stakeholders need to identify with the initiatives being presented and
have a central interest in them in order to be representative of the wider community.
Disillusion avoidance - Stakeholders may become deceptive unless their input represents the
stakeholder participation process. Agencies should take the effort to assist stakeholders in
understanding the rationale for each decision. It is important to realise strongly that the
activities will produce something tangible and meaningful.

Finishing line

This study identifies the truth that people will likely differ in their perspectives about where
the Community energy should be concentrated in order to discover the greatest strategies to
improve results. By implementing the plan, it wants to emphasise the value relationships
between stakeholders for non-profit agencies, recognising that non-profit organisations
cannot function without their participation. The study examines how a non-profit
programming can successfully achieve a reflection of community requirements by including
it from the beginning of any programme design through the imploration of Stakeholder
Theory. It also looks realistically into various challenges which can be met throughout this
process, but reverts to the idea that by offering an open and honest exchange, programmes
and initiatives that can help transform objectors into strong allies early in the planning stage
can be disclosed to potential obstacles. Non-profit organisations must recognise the Humanity
of all stakeholders by appraising their value in order to develop confidence and openness with
every community. The commitment and participation of the community in this respect are
critical and essential. Basically, excellent stakeholder interactions enable two-way dialogue
and honest exchange of information. If effective, trust and transparency will be maintained
while a strong presence in the community as non-profit organisations will be successful.