STAKEHOLDER ENGAGEMENT AND COMMUNICATION …

STAKEHOLDER ENGAGEMENT

AND COMMUNICATION FRAMEWORK

2019-2021

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Contents

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

1.1 Engagement at GEKA .................................................................................................................. 3

2. Strategic approach to stakeholder engagement and communication ........................................ 3

2.1 Messaging .................................................................................................................................. 4

3. Purpose ....................................................................................................................................... 4

4. Principles of engagement ............................................................................................................ 5

4.1 IAP2 Core Values for Public Participation .................................................................................... 5

4.2 IAP2 Public Participation Spectrum ............................................................................................ 6

4.3 IAP2 Quality Assurance Standard for Community and Stakeholder Engagement ......................... 7

4.4 Organisational Capacity .............................................................................................................. 8

5. Who do we engage? .................................................................................................................... 8

6. How do we engage? .................................................................................................................... 9

6.1 Defining and prioritising stakeholders ........................................................................................ 9

6.2 Ensure engagement is a priority ............................................................................................... 10

6.3 Build the capacity of staff to support engagement and communication .................................... 11

6.4 Focus on outcomes and evaluation ........................................................................................... 11

6.5 Regularly communicate engagement initiatives ........................................................................ 12

7. Barriers to engagement ............................................................................................................ 12

7.1 Families, consumers ................................................................................................................. 12

7.2 Organisational .......................................................................................................................... 12

7.3 Stakeholder .............................................................................................................................. 13

8. Tracking and measuring engagement ....................................................................................... 13

8.1 Performance measures ............................................................................................................. 13

9. Key engagement timelines ............................................................................................................ 14

10. Operationalising the framework ................................................................................................. 14

11. Stakeholder Engagement and Communication .......................................................................... 15

12. Appendices ................................................................................................................................. 19

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1. Introduction

GEKA is a funded Early Years Manager (EYM) and a not for profit organisation. GEKA undertakes the

operational management and employer responsibilities for early years services in the local community.

GEKA provides a strong, effective, local management system that is community based, whilst providing

the best possible framework for our community.

1.1 Engagement at GEKA Engagement at GEKA reflects its role in identifying and addressing the needs of children, families and its staff through consultation and strategic planning, as well as supporting strong relationships with local and state governments, education peak bodies and early childhood intervention services (ECIS). At GEKA, engagement includes:

• face-to-face visits to services

• providing information to families

• facilitating professional development to the GEKA community (including staff, children and families) to optimise early childhood services

• collaborating with early childhood and health professionals

• engaging with families, to seek feedback in the design and delivery of innovative initiatives

• active awareness and involvement in the Glen Eira community and surrounds

• advocacy with appropriate bodies to promote high quality services.

2. Strategic approach to stakeholder engagement

and communication

This strategic approach provides an overarching framework and lens for all GEKA stakeholder engagement and communications, regardless of their channels. All stakeholder engagement and communications and content should be underpinned by:

• Ensuring audience and stakeholder buy-in GEKA needs to provide a value proposition that will encourage its stakeholders to be active participants in service design, planning and evaluation.

• Prioritise and focus Rather than trying to be all things to all people, attention should be focused on key audiences, channels and strategies that are most effective and are most likely to help meet GEKA’s strategic goals.

• Build upon existing channels of communication to increase awareness and reach The communications focus for the upcoming year is to further build awareness of the quality of GEKA services and to grow the organisation. As a result, it is important to prioritise activities and use methods that are relevant to the target audience.

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2.1 Messaging The following will act as the primary message with all content and communications being created: “Excellence in early childhood education – high quality experiences for staff, children, families and the local community.” This messaging puts GEKA staff, children, families and the community at the centre of all GEKA stakeholder engagement and communication. It promotes local services that are customised to local community needs and therefore more likely to be effective. The overarching communication and engagement approach will focus on:

• Providing new, or original information and insights

• A consistent brand and message

• Co-design

• Seeking and providing feedback for continuous improvement

3. Purpose

GEKA’s Stakeholder Engagement and Communication Framework is a best practice framework intended to guide GEKA in connecting with staff, families, education and health professionals (internal and external), local services, local and state government departments; and other individuals, groups and organisations, from day-to-day interactions through to strategic engagement activities. The purpose of this framework is summarised by GEKA’s Stakeholder Engagement and Communication objectives:

• Clearly describe and define GEKA’s stakeholders.

• Ensure a common understanding of stakeholder engagement and communication across all staff.

• Ensure staff are supported in consistently managing and recording stakeholder engagement and communication activities.

• Ensure that stakeholder engagement and communication activities are related to GEKA’s strategic plan and performance measures, regularly monitored and reflected in staff workplans and key performance indicators.

• Ensure management have reporting systems for transparently recording and accessing stakeholder engagement and communication information.

• Ensure that stakeholder engagement insights are regularly communicated internally and externally.

• Ensure stakeholder engagement and communication outcomes are actively represented in ongoing GEKA’s planning and resource allocation.

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At GEKA, effective engagement and communication is defined as:

“A genuine process of listening to, understanding and working with staff, children, families, local community and services, to develop strong partnerships, build a shared understanding and achieve better learning and development outcomes for children.”

High quality engagement and communication supports GEKA’s mission:

• Children - GEKA is committed to maximising outcomes for children’s early years.

• Families - GEKA is committed to encouraging opportunities for parent’s families to be involved in their child’s early education.

• Staff - GEKA is committed to promoting pedagogical and career support that is consistent, professional and available.

• Community-GEKA is committed to providing professionally run early years services within the community.

High quality engagement and communication supports GEKA’s strategic priorities:

• Recognised for high quality, accessible and sustainable early years learning service provision

• Positioned for the future growth

• Effective and efficient operations

• Strengthening governance.

High quality engagement and communication also supports GEKA’s values:

• Respect

• Authenticity

• Integrity

• Community

• Celebration

4. Principles of engagement

GEKA’s stakeholder engagement and communication plan is underpinned by the International Association for Public Participation’s (IAP2’s) Core Values and the Public Participation Spectrum. IAP2 is an international member association which seeks to promote and improve the practice of public participation or community engagement, incorporating individuals, governments, institutions and other entities that affect the public interest throughout the world. IAP2 Australasia is the leading public participation Association in Australasia. 4.1 IAP2 Core Values for Public Participation IAP2 Core Values for Public Participation state that public participation:

• Is based on the belief that those who are affected by a decision have a right to be involved in the decision-making process.

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• Includes the promise that the public's contribution will influence the decision.

• Promotes sustainable decisions by recognising and communicating the needs and interests of all participants, including decision makers.

• Seeks out and facilitates the involvement of those potentially affected by or interested in a decision.

• Seeks input from participants in designing how they participate.

• Provides participants with the information they need to participate in a meaningful way.

• Communicates to participants how their input affected the decision.

These core values are reflected in GEKA’s engagement plans and processes.

4.2 IAP2 Public Participation Spectrum IAP2’s Public Participation Spectrum1 has been selected as the most appropriate for GEKA because it is widely used and accepted as the standard across Australia. It has been developed to define varying levels of approaches to engagement from lower level to higher levels of engagement. Effective engagement requires no one form of engagement should be used exclusively, rather the engagement methods should be based on the effectiveness, applicability and appropriateness for activity and group being engaged. To determine the level of engagement of stakeholders, GEKA will:

• Define the reason and purpose for engaging and the results it hopes to achieve. For instance, if the aim is to implement decisions made by stakeholders, then a high degree of participation may be required. However, if GEKA wants keep stakeholders informed, then a lower level of participation may be appropriate.

• Define the need of stakeholders: different stakeholders will have different needs, expectations and capacity. These factors need to be considered in determining an appropriate level of participation and resourcing required for engagement.

• Identify Resources: the resources available will have a significant impact on the level of engagement GEKA can realistically achieve.

The stages of the IAP2 spectrum include:

• Inform – providing information to stakeholders.

• Consult – obtaining stakeholder feedback on alternatives for potential courses of action or decisions made.

• Involve – working directly with stakeholders to ensure that concerns and aspirations are understood and reflected in proposals or policy.

• Collaborate – partnering with stakeholders at each stage of project/activity.

• Empower – placing final decision making in the hands of the stakeholder.

The adapted version of the IAP2 Public Participation Spectrum provides examples of levels and methods of involvement.

1 https://www.iap2.org.au/About-Us/About-IAP2-Australasia-/Spectrum

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Table 1: IAP2 Public Participation Spectrum (version adapted by Department of Health and Human

Services, 2018)

4.3 IAP2 Quality Assurance Standard for Community and Stakeholder Engagement GEKA’s engagement processes align with the Early Years Management Policy Framework introduced by the Department of Education and Training (DET) in 2016 and are undertaken in accordance with IAP2 Quality Assurance Standard for Community and Stakeholder Engagement2. The standard seeks to provide a quality process by which engagement can be assessed.

2 https://www.iap2.org.au/Tenant/C0000004/00000001/files/IAP2_Quality_Assurance_Standard_2015.pdf

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IAP2 Quality Assurance Standard Process for Community and Stakeholder Engagement includes:

• Problem Definition

• Agreement of Purpose/Context and Identification of Negotiables and Non-Negotiables

• Level of Participation

• Stakeholder Identification

• Project/activity requirements

• Execution of engagement plan

• Feedback

• Evaluation and review

• Monitoring

• Documentation of Evidence

4.4 Organisational Capacity This involves:

• Governance - Governing GEKA towards its priorities with clear accountability and

• timely decision making.

• Operational management – Establishing effective systems, process and ways of working to maximise efficiency and effectiveness to deliver the outcomes.

• People management - Developing GEKA’s workforce and encouraging behaviours that support a move towards outcomes engagement.

• Financial management - Establishing systems and processes that enable resourcing (tangible and intangible) to support engagement and communication (i.e. via the budget process and allocation of capital investment for key projects).

5. Who do we engage?

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The diagram is not exhaustive. For a comprehensive strategic overview of all stakeholder engagement and communication, refer to table 5 on page 16.

6. How do we engage?

The following stakeholder engagement and communication principles will guide GEKA’s engagement:

• Respect, listen and hear.

• Be responsive to staff, children, families, key stakeholders and the broader community to best meet their needs and grow GEKA.

• Promote equitable and inclusive access for all children.

• Deliver evidence informed services, reflective of contemporary research.

• Ensure a diverse, skilled and competent workforce.

• Partner with transparency, trust and accountability. Engagement will take a systematic approach that includes:

6.1 Defining and prioritising stakeholders With limited resources, GEKA needs to prioritise how it effectively manages engagement with its key stakeholders. To commence any engagement process, GEKA will:

• Actively leverage relationships with key stakeholders

Relationships with key stakeholders can be enhanced by providing a more intensive level of engagement to higher priority stakeholders and allocating responsibility to individual staff for managing the engagement. Table 3 depicts: Indicative levels for engagement and communication include:

Level 1

High interest

High impact

Manage closely

Most highly prioritised stakeholders are considered key players with strong vision and leadership. This group should receive more frequent or more resource intensive engagement and communication. Engage more actively with these stakeholders.

Level 2

High Interest

Low Impact

Keep Informed

Stakeholders in this category are often interested in services or activities run by GEKA. GEKA will consider engaging with this level with the aim of them becoming high impact/high interest stakeholders. Raise their understanding of the brand and engage more innovatively with these stakeholders.

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Level 3

Low Interest

High Impact

Keep Informed

Stakeholders will often appear not to understand GEKA. They have no interest in GEKA projects or activities but are well regarded and successful. Any stakeholders in this band should be kept informed of progress and relevant changes. GEKA will consider engaging to become high interest/high value stakeholder. Raise their understanding of the brand and engage more actively with these stakeholders.

Level 4

Low Interest

Low Impact

Monitor

Stakeholders in this category are also not regarded as key players. This stakeholder group receives a level of engagement available to everyone – communication and invitations from GEKA, and publicly available resources. Consider informing these stakeholders.

6.2 Ensure engagement is a priority The success of the Stakeholder Engagement and Communication Framework is dependent on fostering a culture within GEKA of prioritising engagement through leadership, advocacy and change management.

• Leadership

GEKA will collaboratively lead change internally and externally to support outcomes-based approaches. This will be achieved through the provision of strong, informed leadership that provides clear strategic direction and empowers staff and the community to work towards this direction. Further, through creating an environment conducive to learning and continuous improvement.

• Assign responsibility

Engagement and communication needs to be part of GEKA’s core business and everyone’s responsibility. The Board is responsible for endorsing the Stakeholder Engagement and Communication Framework and engagement KPIs. The CEO is ultimately responsible for operationalising and monitoring the Stakeholder Engagement Framework and reporting progress to the Board. Stakeholder engagement and communications are part of all staff workplans/performance appraisals.

• Address organisational facilitators

GEKA staff also have a responsibility to ensure effective engagement at the services they work within. It

is essential that staff see themselves as part of a larger entity so that engagement is broader than

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individual services, and the community can work together to achieve the stated objectives – noting

individual differences and needs across our geographic footprint.

• Key performance indicators

Relevant staff will have engagement specific KPIs in performance plans to establish expectations and monitor and report on progress against key deliverables. 6.3 Build the capacity of staff to support engagement and communication Knowledge and capacity to plan, implement, evaluate, and report on engagement effectively is a core skill required by all GEKA staff, to build a process of continual improvement.

• Build staff stakeholder engagement skills

New and existing staff with active engagement roles need training to understand expectations, the value of engagement and acquire skills in communication, planning and reporting.

• Stakeholder engagement resource library

A portal will be available to all staff where they can access GEKA’s related policies, procedures, templates and best practice resources.

• Recognise staff successes

Staff and team achievements in stakeholder engagement and communication activities are acknowledged and celebrated. 6.4 Focus on outcomes and evaluation A process of evaluating the impact of stakeholder engagement and communication activities, as well as GEKA’s engagement performance, is required to ensure continuous improvement.

• Monitoring and evaluation

It is essential to record and monitor the type and level of engagement with stakeholders. Reporting on engagement aims to demonstrate the value of engagement and communication to the GEKA Board, Government/funding bodies, staff, children, families and partners. Monitoring and evaluation encourage GEKA to assess performance, progress and impact against KPIs. GEKA will use monitoring and evaluation tools aligned with the Strategic Plan and engagement KPIs and report quarterly to the Board. Reporting is also captured through the SIP quarterly meetings with DET, and the annual preparation of QIPs at each service. GEKA has templates for planning, documenting and reporting engagement activities (Refer to appendices).

• Invite feedback

GEKA has a documented approach to inviting, capturing and responding to external stakeholder communications, feedback and input. Multiple mechanisms are available to invite external stakeholder feedback.

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o Families via the annual family survey o Volunteer Parent Groups via the family survey (additional questions) o Quarterly and face to face consultative group meetings with PAG Facilitators o Survey Monkey questionnaires to staff and families as required (i.e. offering of extended

hours, feedback at Information Evenings) o Management and staff via the staff alignment and engagement survey conducted every two

years

• Capture compliments and complaints

GEKA will capture compliments and complaints using both formal (policy) and informal processes. Themes

will be discussed with staff as appropriate, and GEKA management will constantly look for learnings to

improve upon the delivery of high-quality services.

6.5 Regularly communicate engagement initiatives GEKA will regularly communicate engagement initiatives and outcomes internally and externally including

how engagement contributed to innovation and service design. This includes promoting engagement

activities such as community and education events, and outcomes of engagement initiatives. Information

can be shared via social media, quarterly newsletters, website updates, at staff meetings, annual report,

etc.

7. Barriers to engagement

When engaging with stakeholders, GEKA actively seeks to minimise some of the common barriers. 7.1 Families, consumers Key barriers to engagement:

• Value perception – expert or specialist knowledge is valued above the needs of the broader organisation, funding regulations and/or legislation

• Knowledge and understanding issues – inadequate understanding of the Government’s policy direction and funding requirements.

• Access issues – cultural, financial, disability, transport, cost.

• Engagement experience – inadequate understanding of what engagement is, and their role in engagement.

• Previous experience – poor experiences in the past.

7.2 Organisational Key barriers to engagement:

• Engagement skills and capacity – lack of expertise in engagement or lack of key performance indicators to set and monitor performance.

• Internal support – lack of support in Board/Leadership team for engagement to become embedded in the organisation.

• Reporting – lack of tracking, monitoring, measuring and evaluation for continuous improvement.

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7.3 Stakeholder Key barriers to engagement:

• Lack of understanding of GEKA– unclear of the value in participating with GEKA or unaware of common goals.

• Incompatible requirements – want GEKA to operate as per historical expectations.

• Engagement skills and capacity – lack of understanding of what meaningful engagement is with GEKA.

• Frequent changes – frequent changes of GEKA staff and in stakeholder agencies.

• Low interest in engagement – disinterested in collaboration or participation in engagement initiatives. Can’t see value of engagement.

8. Tracking and measuring engagement

8.1 Performance measures Table 3: below provides a set of indicative measures. These measures are based on the attainment of the

strategic goals.

No. KPI

1 GEKA has a documented stakeholder engagement and communication framework and performance indicators endorsed by the Board and updated in line with strategic plan

2 Annual survey indicates increase in recognition of GEKA: brand and key message

3 Annual survey indicates % increase in community satisfaction with GEKA services

4 Increase in enrolments

5 Increase in enrolments of children from diverse backgrounds

6 Number of new partnerships established

7 % of families and stakeholders surveyed who perceive GEKA as a high performing service

8 % of staff who are aligned and engaged with GEKA

9 % of families and stakeholders survey surveyed who agree that GEKA listens and priories children, family needs

10 Increase in new funding/new funders

11 Number of children, families and professionals attending GEKA activities

12 Number of: Traffic on website Social media posts Media releases Emails Education/training sessions (internal and external) Community events Presentation at conferences Board meetings/consultations Staff meetings/consultations

13 Number compliments/no complaints

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9. Key engagement timelines Table 4: reflect the key timelines of engagement.

Activity Timeline

KPIs included in Staff Performance and Development Plans December annually

Half-yearly engagement reports to Board July and January annually

Annual Family Survey November annually

Bi-annual survey of staff alignment and engagement November bi-annually

Analysis of exit interviews Quarterly

Communicate engagement initiatives and outcomes internally and externally

Ongoing

10. Operationalising the framework

Ten key steps to embed the Stakeholder Engagement Framework3:

3 Embedding Engagement to ensure your organisational Stakeholder Engagement Framework is put into practice,

Mosaic Lab (2018)

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11. Stakeholder Engagement and Communication – Strategic Overview Table 5: reflects a comprehensive strategic overview of the framework.

Stakeholder Category Role in engagement /

what we want from

stakeholder

Level Prioritisation based

on interest and

value to achieving

GEKA’s strategic

goals

How they will be engaged/method of

engagement *Note: engagement methods are indicative and

will vary depending on the activity

Anticipated outcomes

GEKA Board Decision

maker

• Responsible for governance

and decision-making.

1 Manage closely-

Engage more

actively with these

stakeholders

Empower – Standard package for (Inform, Consult, Involve, Collaborate) plus:

• Practical skills workshop to build stakeholder knowledge and capacity to participate in decision-making

• Facilitation of networks/panels

• Effective decision making.

• Strategic goals are understood and

communicated.

GEKA CEO/

leadership team

Decision

maker • Responsible for engagement

decision-making and

operationalisation.

1 Manage closely-

Engage more

actively with these

stakeholders

Collaborate – Standard package for (Inform, Consult, Involve) plus:

• Facilitation of steering committee/advisory groups

• Facilitation of working groups

• Stakeholder engagement and

communication strategy is

effectively operationalised and

translated to internal and external

stakeholders.

State Government

DET

Policy

maker • Primary funding provider

• To recognise GEKA as

providing value in improving

early childhood

development and education

• Sets performance

framework and measures

and acknowledges GEKA’s

achievements

1 Manage closely-

Engage more

actively with these

stakeholders

Consult - Standard package for (Inform) plus:

• Workshops

• Surveys and submissions

• Meetings

• Quarterly review

• GEKA’s high quality services are

recognised by DET.

• Growth in funding.

• GEKA meets FASA targets.

Local government

(GECC)

Influencer • To recognise that GEKA

provides value in improving

early childhood

development, education,

and health and wellbeing in

the catchment.

2 Keep satisfied -

Raise their

understanding of

the brand and

engage more

innovatively with

these stakeholders.

Collaborate – Standard engagement package for (Inform, Consult, Involve) plus:

• Establish steering committee/advisory groups

• Establish working groups

• Meetings

• Participation in community events

• GEKA is viewed a key stakeholder

by Local Government.

• GEKA has strong and effective

partnerships with Local

Government.

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• To recognise the

effectiveness of early

childhood education sector.

• Partner/potential partner.

• Participation in co-design of

kindergarten services and

programs where relevant.

• Can be engaged to

participate in GEKA events

activities.

• Lease holder

• There is high participation of Local

Government in GEKA planning,

activities and events.

Local

Members of

Parliament

Influencer • To recognise GEKA as


early childhood

development and education.

• Potential funder

3 Keep informed -

Raise their

understanding of

the brand and

engage more

actively with these

stakeholders

Inform – standard package:

• Webinars/briefings

• Social media

• Newsletter article

• News post on website

• Media stories

• Face to face meetings

• Formal correspondence

• Local MPs want to be involved in

GEKA

events/promotions/activities.

Networks/

collaboratives

Influencer • To recognise GEKA as


early childhood


• Potential partner

• Potential funder

3 Keep informed -

Raise their

understanding of

the brand and

engage more

actively with these

stakeholders

Inform – standard package:

• Webinars/briefings

• Social media



• Media stories


• Formal correspondence

• GEKA is invited to participate in

relevant community networks

• GEKA’s expertise is sought by

networks that support children

and families

Peak bodies

(i.e. ELAA)

Influencer • Potential partner.

• To have trust in GEKA events

and services.



early childhood


• To actively participate in co-

design of kindergarten

2 Keep satisfied

Raise their

understanding of

the brand and

engage more

innovatively with

these stakeholders.

Involve – Standard package for (Inform and Consult) plus:


• Participation on key working groups

• Workshops

• GEKA has strong partnerships and

working relationships with peak

bodies and relevant local

networks.

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services and programs

where appropriate.

• To actively participate in

strategic planning as

requested.

• To share knowledge and

information on service

models that deliver

efficiencies.

Volunteer Parent

Advisory Groups

Influencer • To represent views of

families and community.

• Advocate for children.

• Advocate for GEKA.

• Fundraising and social

engagement

2 Keep satisfied -Raise

their understanding

of the brand and

engage more

innovatively with

these stakeholders.

Consult – Standard engagement package for (Inform) plus:

• Workshops


• Focus groups/round table discussions/Interviews

• PAG meetings

• Consultative Committee

• Annual Induction

• PAGs are objective and

represent/reflect the views of all

parents of children enrolled at

GEKA.

• PAGs are able to demonstrate

effective consultation and

communication with the

parents/families that they

represent.

• PAGs advocate collectively with

one voice for GEKA and children.

Media Influencer • Advocate for GEKA

• Respect GEKA as a high

performing education

service in the local

community

• Promote GEKA services and

events

4 Monitor - Consider

informing these

stakeholders

Inform -

• Briefings

• Social media



• Advertising online

• Media stories

• Emails

• There is trust between GEKA and

local media outlets.

• Local media demonstrates support

for GEKA and promotes GEKA key

messages.

GEKA

staff/educators

Directly impacted

• Support implementation of

decisions

• Stakeholder engagement

and communication

operations.

1 Manage closely -

Engage more

actively with these

stakeholders

Collaborate – Standard package for (Inform, Consult, Involve) plus:

• Working groups

• Surveys

• Training

• Coaching/mentoring

• Meetings

• All staff/educators are aware of

their roles in external stakeholder

engagement and communication

and KPIs are included in staff

workplans.

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Children Directly impacted

• To be recipients of high-

quality early childhood


• To help GEKA understand

what children want and

need.

2 Keep satisfied -

Raise their

understanding of

the brand and

engage more

innovatively with

these stakeholders.

Involve – in GEKA activities and events. • Children have access to high

quality kindergarten services in

the local community.

Families Directly impacted

• Trust GEKA is improving

early childhood

development and education

of children.

• Trust GEKA listens to and

prioritises children and

family needs.

• Supports GEKA to reach and

actively encourage,

vulnerable and marginalised

children and families to

participate.



health and wellbeing of

children and families.

2 Keep satisfied -

Raise their

understanding of

the brand and

engage more

innovatively with

these stakeholders.

Consult – standard engagement package for (Inform) plus:

• Information evenings

• Welcome events


• PAG engagement

• Fundraising activities

• Families feel included and that

their views are acknowledged and

respected.

• There is a high level of trust and

support for GEKA by families

• There is a high level of

participation of families in GEKA

education, events and activities.

Local schools,

early childhood

services, and

other local service

providers

Directly impacted

• Represents views of local

services.

• Potential partners.



health and wellbeing of

children and families in the

catchment.

• Participation in co-design of

kindergarten services and

programs where

appropriate.

3 Keep informed -

Raise their

understanding of

the brand and

engage more

actively with these

stakeholders

Inform

• Social media



• Media stories

• Emails

• Reporting back to stakeholders

• Participation at key events Participation on working groups

• GEKA can call upon local schools

and services when collaboration

will provide a better outcome for

children and families.

• Local services are keen to be

involved in GEKA planning,

activities and events when

requested.

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12. Appendices

Appendix 1 – Examples of standard engagement packages

Aim of engagement Standard engagement methods

Inform • Webinars/briefings

• Social media



• Advertising online

• Media stories

• Emails

• Reporting back to stakeholders

Consult • As above (Inform)

• Workshop


• Focus groups/round table discussions/Interviews

• PAG Engagement

• Consultative meetings

Involve • As above (Inform and Consult)

• Tours

Collaborate • As above (Inform, Consult, Involve)

• Establish working group

Empower • As above (Inform, Consult, Involve, Collaborate)

• Practical skills workshop to build stakeholder knowledge and capacity to participate in decision-making

• Facilitation of networks/panels

• Interactive online tools

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Appendix 2 – Examples of standard communications packages

Stage Milestone Standard communications packages

Problem definition & diagnostics

Market analysis/sounding • Social media – Facebook and LinkedIn

• News story on GEKA website

• Inclusion in GEKA Newsletter

• Inclusion in Staff Update

• Reporting to funder (if relevant)

Solution design Market awareness • Social media – Facebook and LinkedIn





Solution design/ delivery

Standard promotion for a service or event

• Social media – Facebook and LinkedIn





• Post on Educators intranet (when available)


Delivery Service opens/delivery

• Social media – LinkedIn, Facebook

• News story on website

• Photo opportunity/media release with local MP

• Inclusion in GEKA newsletter


• Include outcomes and successes in GEKA publications/reports


Evaluation & embed change

Outcomes and evaluation • Social media – LinkedIn, Facebook

• News story on website

• Pitch “good news story”/case studies to local media, education media, local media



• Include outcomes and successes in GEKA publications/reports

• Presentation at Staff meetings


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Appendix 3: Example stakeholder analysis template (for analysis of existing and new stakeholders)

Name of Stakeholder

Category (directly impacted, policy maker, decision maker, influencer)

What we want from them/role in project Prioritisation based on interest and value to achieving GEKA’s strategic goals

Relationship owner

☐ Decision Maker

☐ Policy Maker

☐ Influencer

☐ Directly Impacted

☐ Engagement in decision making

☐ Potential Partner

☐ Strengthen relationship

☐ To perceive GEKA as a high performing service

☐ Build their capacity and knowledge

☐ Potential funder

☐ Represents views of parents, families and community

☐ Advocate for children

☐ Advocate for GEKA

☐ Participate in co-design of services and programs

☐ Recipient of early childhood development and education

☐ Feedback/ tell GEKA what they want and value

☐ Trust that GEKA listens to children and families

☐ Trust that GEKA prioritises children and families

☐ Recognise GEKA as a high performing organisation

☐ System users

☐ Set performance framework and measures

☐ Improve the health and wellbeing of children and families

☐ Share information to identify gaps and problems

☐ Represents views of local services

☐ To participate GEKA events and activities

☐ Participate in strategic planning

☐ Share models that deliver efficiencies

☐ Information sharing

☐ Help raise funds

☐ Other (please specify)

☐ Keep satisfied

☐ Manage closely

☐ Monitor

☐ Keep informed

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Appendix 4: Example Stakeholder engagement and communication planning template (new activities/project/events)

Activity Activity objective Level of participation

(Refer to IAP2 Public Participation Spectrum)

Standard engagement methods

(Refer Appendix 2)

Stakeholders

(Refer stakeholder analysis above)

Key messages

Responsibility Budget

☐ Identify problem/ opportunity

☐ Understand reactions

☐ Generate alternatives

☐ Improve current state

☐ Build capacity

☐ Develop relationships

☐ Generate support

☐ Other (please list):

☐ Inform

☐ Consult

☐ Involve

☐ Collaborate

☐ Empower

☐ Standard package (see appendix 2) or (tick relevant box/s)

☐ YouTube

☐ LinkedIn

☐ Twitter

☐ Facebook

☐ Advertising

☐ GEKA website

☐ Parent/family events

☐ Stakeholder

engagement

workshop/event

☐ Community event

☐ Newsletter

☐ Staff Bulletin

☐ News from GEKA

☐ Email

☐ Board

☐ Government

☐ Other

https://www.iap2.org.au/About-Us/About-IAP2-Australasia-/Spectrum



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Appendix 5: Example tool/template to track each activity and record in the GEKA information management system

Name of stakeholder Level Type of engagement (tick)

Level of engagement

(3.2 IAP2 Public Participation Spectrum)

☐ Level 1

☐ Level 2

☐ Level 3

☐ Level 4

☐ Other

☐ YouTube

☐ LinkedIn

☐ Facebook

☐ Advertising

☐ GEKA website

☐ Parent/family events

☐ Stakeholder engagement workshop/event

☐ Community event

☐ Newsletter

☐ Staff Bulletin

☐ Email

☐ Board

☐ Government

☐ Other

☐ Inform

☐ Consult

☐ Involve

☐ Collaborate

☐ Empower

Appendix 6: Examples of self-assessment tools that could be used/adapted to measure the strength or Boards/organisations/partnerships

VH_Partnerships Analysis Tool_web.pdf

Partnership_Self-Assessment_Tool-Questionnaire_complete (2).pdf

LHAZ_Partnership_selfassessment_toolkit.pdf

Documents

STAKEHOLDER ENGAGEMENT AND COMMUNICATION …