Key stakeholders within the Universities Sustainable Development Program include employees, customers, communities, and shareholders who are most affected by the Universities development program and agenda. Of various stakeholders entail the core mandate of the Universities sustainable program. For the success of any environmentally sustainable program, communication with the multiple stakeholders remains the most critical aspect. The quality of engagement with the Universities significant stakeholders is the primary determinant of the Universities reputation and success in Environmental Sustainable Development (Stacks & Salwen 2014). According to the communication infrastructure theory, the stakeholders remain the central focus of any sustainable development program (Anagnostopoulos et al., 2017). The communication infrastructure theory in addition to the media systems dependency define and encompass the working arrangement between the primary stakeholders and the organization, in this case, the "Green Team." Combining the two theories form the most important aspect of improving communication and engagement between the "Green Team and the Universities significant stakeholders in achieving Environmental Sustainable Development.
The University of Central Lancashire(UCLAN) need to carry out a stakeholder's analysis to come up with strategic measures of winning the support of all major players for the Environmental Project. Proper management of the stakeholders would entail the first step in ensuring that the Environmental project succeeds as expected. The benefits of carrying out the analysis would enable the University Green Team to get the shape of the project in which they can be at a position to define the project at an early stage. The strategy would help the team to improve on the environmental project in addition to the support. Additionally, the team would win and put together the necessary needed resources and build the required understanding among the various stakeholders such as students and community members. Through in-depth knowledge and communication, engagement, the green team has the chance and opportunity to get ahead of the project in which prior planning and prediction entail the primary focus.
Engaging students and the local community would form the first strategy to getting the project off the ground. The students through and by training would help the "green Team" prepare its resources, materials, in addition to the knowledge to pass to other stakeholders. As the first and closets stakeholders, the students would play handy in reaching out to the broader community within and around University of Central Lancashire(UCLAN). At the same time, the community as the core populace of the region would play a critical role in fulfilling the teams' goal and critical objectives. Although they may fall in the marginalized group of stakeholders, the community members remain the central focus of the Green Team as they entail primary beneficiaries of the entire sustainable project environmentally. Transmission of information and knowledge to the marginalized group involve massive dissemination of crucial components of the plan in which, according to the communication theory, would reflect the success level of the entire project.
Identification of the stakeholder's lifestyle aspects such as where they live, who they are, relationship with the institution, and their chief aim in the project is an essential aspect that University of Central Lancashire(UCLAN) pays close attention to regarding meeting its objectives. It would thus involve stakeholder mapping in which the team will identify who the chief stakeholders are, their lifestyle, engagement, and relationship with the institution. Stakeholder mapping, in this case, would form an essential component of the Environmental Sustainable Program as it focuses mostly on the welfare and benefits of the community within at large. The Green Team would concentrate on identifying on precisely what each group needs about the Environmental Sustainable Program it is enrolling. The diagram above would help the Dream Team analyze its stakeholders and their influence and role within the project.
Currently, the Green Team is engaging with its stakeholders directly applying and using direct communication as a form of interaction. Direct communication is focused majorly on working with ad engaging with the essential stakeholders with whom the team believes has the significant effect on the sustainable development (Maxwell & Carboni 2014). It includes and involves offering direction to the team in addition to the suppliers with the aim of influencing their expectations and attitudes. The University currently has a well-planned communication strategy with precise tactics of achieving the overall effect of the Environmental Sustainable Project. The green initiative has its significant stakeholders being the students and the community at large who are the central aspect of achieving the project. The primary tactic used by the green team to win support and engage the stakeholders successfully is the application of network platform in which they build pressure among the stakeholder's network. The approach is thriving as the team many a time do not find any form of opposition from the targeted groups. By building a network of contacts, the green's initiative is in a position to reach out to a large number of stakeholders with the most significant influence from its core base, that is the students. Communication delivery in addition to engagement is not only smooth but stress-free as significant stakeholders are involved directly in direct communication (Andriof et al.,2017). Planning the delivery plan in addition to the communication channel is easy as all the stakeholders hold a single purpose and aim. According to the communication infrastructure theory, this is a multi-way from of communication in which many recipients are targeted through a single channel. Information reaches out to many within the stakeholder's network especially the focus group that entails students and the community members.
The use of social media is profoundly harnessed and applied in the direct communication implemented and used by the greens team. The method is not only practical but also reaches out to a large number of targets within a short period. Considering the team's primary target of its core stakeholders, social media plays a critical role in achieving its primary purpose of involving and directly engaging the central stakeholders. Communication thus forms the fundamental aspect of attaining the greens initiative considering that the targeted group forms a significant component of the development plan. For example, production of information is carefully focused on the projects communication portal after that directed to particular stakeholders with explicit instruction on how their response will determine the objective of the initiative.
To further improve its communication strategy with the targeted stakeholders, the greens initiative need to focus on different types of communication channels such as the use of fliers, adverts, and brochures. The leaflets and flyers need to be tailored with the right information in which the benefits of the greens initiative are highlighted. At the same time, it needs to emphasize on the benefits the stakeholders will derive from the greens initiative.
Anagnostopoulos, C., Gillooly, L., Cook, D., Parganas, P. and Chadwick, S., 2017. Stakeholder communication in 140 characters or less: A study of community sports foundations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 28(5), pp.2224-2250.
Maxwell, S.P., and Carboni, J.L., 2014. Stakeholder communication in service implementation networks: expanding relationship management theory to the nonprofit sector through organizational network analysis. International Journal of Nonprofit and Voluntary Sector Marketing, 19(4), pp.301-313.
Andriof, J., Waddock, S., Husted, B. and Rahman, S.S., 2017. Unfolding stakeholder thinking 2: Relationships, communication, reporting, and performance. Routledge.
Kazadi, K., Lievens, A., and Mahr, D., 2016. Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders. Journal of Business Research, 69(2), pp.525-540.
Soltani, A., Hewage, K., Reza, B. and Sadiq, R., 2015. Multiple stakeholders in multi-criteria decision-making in the context of municipal solid waste management: a review. Waste Management, 35, pp.318-328.
Stacks, D.W. and Salwen, M.B. eds., 2014. An integrated approach to communication theory and research. Routledge.
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