|Submission Date||May 2, 2017|
EN-13: Community Stakeholder Engagement
|2.00 / 2.00||
Director of Operations, Chief Sustainability Officer
Has the institution adopted a framework for community stakeholder engagement in governance, strategy and operations?:
A brief description of the policies and procedures that ensure community stakeholder engagement is applied systematically and regularly across the institution’s activities:
During the Campus Master process community stakeholders are invited to participate in information gathering and vision sharing sessions. The College is also invited to participate in the local community master planning sessions. We have a well established and positive town-gown relationship.
A brief description of how the institution identifies and engages community stakeholders, including any vulnerable or underrepresented groups:
We work with local city stakeholders and determine those who have an affiliation with the college.
The City of Holland also hosts meetings for "Community for Education" and a top focus of the group is reaching underrepresented groups.
List of identified community stakeholders:
City of Holland Administration
City of Holland Sustainability Committee
Holland Community Energy Plan Steering Committee
A brief description of successful community stakeholder engagement outcomes from the previous three years:
Holland Community Energy Plan which lays out the 40-year strategy for reduction of the community's greenhouse gases (GHG) in conjunction with Hope College sustainable advisory committee. http://www.cityofholland.com/sustainability/holland-community-energy-plan
The website URL where information about the institution’s community stakeholder engagement framework and activities is available:
The Hope Strategic Plan
Goal 5: Hope College will grow in national and international stature as a respected leader in higher education with a reputation for excellence.
Objective 1: Hope's reputation, relationships and influence with vital stakeholders will grow through the effective communication of our differentiating strengths and achievements.
KPI 1: Near Term. A comprehensive external communication plan will (1) identify and prioritize stakeholder groups and the thought leaders who influence them, and (2) articulate strategies to inform and engage these stakeholders in pursuit of the goals of this Strategic Plan.
KPI 2: Near Term. Every public-facing department will develop an integrated communication plan in partnership with Public Affairs and Marketing.
KPI 3: Longer Term. The reach and frequency of Hope’s communication to stakeholders will increase annually, as measured by metrics including volume of news and social media coverage, click-throughs, favorites, follower growth, social-to-website traffic, and web traffic from outside the U.S. [No baseline.]
The information presented here is self-reported. While AASHE
staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.