سياسة تحديد أصحاب المصلحة ومشاركتهم

Contents

1. Purpose of the Policy

2. Scope of the Policy

3. Legal Framework and National Strategic Mandate

4. Definitions

5. Policy Statement

6. Stakeholder Identification and Categories

7. Mechanisms for Engagement and Participation

8. Communication and Information Sharing

9. Feedback and Grievance Mechanism

10. Implementation and Responsibilities

11. Monitoring, Evaluation, and Reporting

12. Policy Review and Continuous Improvement

1. Purpose of the Policy

1.1 Qassim University affirms its commitment to transparency, inclusiveness, and accountability through the structured identification and engagement of all internal and external stakeholders.

1.2 This Policy provides a comprehensive framework for meaningful participation of students, employees, local residents, local and regional government, civil-society organizations, professional bodies, and the private sector in the University’s planning, operations, and decision-making.

1.3 By fostering continuous dialogue and participatory governance, Qassim University ensures that its academic, administrative, and community activities reflect shared interests and contribute to local and national development.

1.4 The Policy supports Sustainable Development Goal 16 (Peace, Justice and Strong Institutions) by promoting transparent and inclusive institutions and enabling effective partnerships for sustainable progress.

2. Scope of the Policy

2.1 This Policy applies to all colleges, deanships, administrative departments, research and service centers, community-outreach offices, and all units responsible for stakeholder interaction.

2.2 It covers internal stakeholders (students, faculty, staff, governing bodies) and external stakeholders (local communities, governmental entities, civil-society organizations, private-sector partners, alumni, media, and social-development agencies).

2.3 The provisions of this Policy extend to all consultation, partnership, and decision-making processes that affect the University’s academic, research, community, or environmental functions.

3. Legal Framework and National Strategic Mandate

3.1 The Policy aligns with:

• Saudi Vision 2030 and the National Transformation Program, which emphasize participatory governance and community partnership.
• The Higher Education Law and its Executive Regulations, requiring universities to engage communities in institutional planning and development.
• The Civil Society Partnership Charter (2021) and Local Governance Law, promoting collaborative decision-making between government and civil institutions.
• UN Sustainable Development Goal 16, advocating transparent, inclusive, and accountable institutions.

3.2 Implementation of this Policy ensures Qassim University’s compliance with national directives and international best practices in stakeholder engagement and institutional transparency.

4. Definitions

• Stakeholder – any individual, group, or organization with an interest in or influence over the University’s decisions, outcomes, or activities.
• Internal stakeholders – students, academic and administrative staff, researchers, governing councils, and student unions.
• External stakeholders – local residents, government agencies, civil-society organizations, private-sector entities, alumni, media, and vulnerable-group representatives.
• Engagement – two-way communication and collaboration that allows stakeholders to participate in planning, implementation, monitoring, and evaluation.
• Grievance mechanism – formal process for submitting, addressing, and resolving stakeholder concerns related to University decisions or impacts.

5. Policy Statement

5.1 Qassim University recognizes that long-term institutional success and social impact depend on meaningful engagement with stakeholders. The University is committed to openness, responsiveness, and inclusivity in all governance and operational processes.

5.2 Guiding principles:

• Transparency – information relevant to stakeholders shall be accessible and communicated in a timely manner.
• Accountability – decisions and performance are subject to regular review and reporting.
• Inclusivity – engagement opportunities are open to all stakeholder groups, including under-represented and vulnerable communities.
• Mutual respect – dialogue is based on collaboration and shared objectives.
• Responsiveness – stakeholder feedback informs planning and policy development.

5.3 Strategic objectives:

• Identify and classify stakeholders through regular mapping exercises.
• Create formal participation mechanisms for internal and external stakeholders in University decision-making.
• Build long-term partnerships that support education, research, and community development.
• Ensure that stakeholder feedback is integrated into University planning and evaluation processes.

6. Stakeholder Identification and Categories

6.1 Stakeholders are identified and classified as follows:

• Internal stakeholders – students; faculty members; researchers; administrative and technical staff; student unions; University Council and committees.
• External stakeholders – local residents and community groups; municipal and regional government offices; non-governmental and civil-society organizations; private businesses and industry associations; educational institutions and research partners; media outlets; alumni and donors; vulnerable and special-interest communities including social support and charitable organizations.

6.2 The Center for Sustainable Development maintains a stakeholder register with contact information, interest areas, and engagement records. This register is updated annually and shared with relevant deanships and departments.

7. Mechanisms for Engagement and Participation

7.1 Qassim University promotes active engagement with stakeholders through structured mechanisms that allow continuous dialogue, cooperation, and participation in institutional decision-making. The level of engagement is defined by the objectives, expected outcomes, timeframes, resources, and the level of concern or interest associated with each initiative. Engagement may take the form of consultation, collaboration, or joint decision-making depending on the subject matter and stakeholders involved.

7.2 Engagement mechanisms include:
• Stakeholder Advisory Council – a representative body including University leaders, students, local government officials, NGOs, and community representatives to advise on strategic initiatives and policies.
• Community and Government Consultation Forums – regular meetings organized by the Deanship of Community Engagement to discuss University plans affecting local residents, municipalities, and businesses.
• Stakeholder Workshops – participatory sessions for planning, monitoring, and evaluating projects related to education, sustainability, or community development.
• Inclusion in University Committees – representation of stakeholders in specialized committees dealing with sustainability, social responsibility, research, and outreach.
• Annual Stakeholder Forum – an annual event bringing together partners from government, civil society, and the private sector to assess achievements and propose new initiatives.

7.3 Engagement Activities
Our staff and faculty are involved in stakeholder engagement and determine the most appropriate activities required by each effort. Engagement levels are defined by the project’s goals, timeframes, resources, and the interests of the stakeholders concerned. Qassim University collaborates with numerous internal and external partners to ensure that its educational, research, and community programs generate social value and shared learning opportunities.

The University believes that the success of any engagement strategy depends on developing an institutional culture in which collaboration and participation are embedded in all activities. Individual and institutional achievements are recognized and celebrated, encouraging pride, mutual respect, and teamwork among staff and students.

a) Students’ Engagement
Students are central to the University’s engagement agenda. They contribute to and benefit from engagement activities and represent the University to the wider public. Qassim University’s Deanship of Student Affairs, in collaboration with the Student Union and campus societies, provides platforms for volunteering, entrepreneurship, social innovation, and community service.
• Student representation on University councils and committees ensures that student opinions are considered in planning and governance.
• The University promotes work-integrated learning, internships, volunteering programs, and community service courses that connect students to local needs.
• Sports and cultural activities organized jointly with local institutions build links between students and the wider community, reinforcing social cohesion and civic participation.
• Priorities for the next five years include expanding applied-research projects, service-learning programs, and cross-cultural engagement opportunities for students.

b) Academic and Administrative Staff Engagement
Qassim University recognizes that its academic and administrative staff are the foundation of effective stakeholder engagement. Staff participation in governance committees, consultation processes, and community-oriented projects is encouraged and facilitated through institutional support and recognition.
• Professional-development programs strengthen engagement skills, leadership, and community-partnership management.
• Internal consultation channels allow staff to provide feedback on University policies, strategic plans, and operational improvements.
• Achievements and contributions are publicly acknowledged through annual awards and recognition events.
• The University fosters a culture of continuous learning, teamwork, and service to the community, ensuring that engagement becomes an integral part of each staff member’s role.

c) Local Community Engagement
Local residents and community organizations are vital partners in achieving Qassim University’s mission. The University maintains open channels for consultation, joint activities, and participation in events that promote social and cultural integration.
• Regular community meetings and open days are organized to discuss development plans, campus initiatives, and opportunities for collaboration.
• The University hosts cultural and social events, heritage exhibitions, environmental clean-up campaigns, and educational fairs.
• Through its social-responsibility programs, Qassim University supports local schools, charities, and health and environmental initiatives, contributing to the welfare of the region.
• The University integrates social-responsibility values into all operations, ensuring that its impact extends beyond the campus.

d) Governmental Engagement (Local and National)
Qassim University maintains active collaboration with government bodies at both local and national levels.
• Regular reporting and coordination with the Ministry of Education, Ministry of Environment, Water and Agriculture, and regional authorities ensure policy alignment and transparency.
• The University provides access to relevant data, research findings, and institutional plans to facilitate evidence-based decision-making.
• Representatives of local and national government participate in advisory councils and consultation forums to provide feedback and coordinate joint initiatives.

e) Press and Media Engagement
The University maintains open communication with local and national media to enhance transparency and public trust.
• Press and media outlets are regularly invited to cover academic achievements, research projects, and community-service activities.
• The University hosts an annual Media Engagement Event to strengthen relationships with journalists, editors, and broadcasters, promoting accurate reporting and knowledge exchange.
• Qassim University also participates in national and international communication and media development events, reinforcing its support for responsible communication and media professionalism in line with national regulations. 

f) Alumni and Industry Engagement
Alumni and private-sector partners are key contributors to the University’s growth and its role in regional development.
• Alumni networks are mobilized to mentor students, provide internships, and contribute to curriculum development.
• Industry partners participate in advisory boards to align educational outcomes with labor-market needs and innovation trends.
• Collaborative projects with local businesses and professional associations support entrepreneurship and job creation in the Qassim region.

7.4 Commitments to Engagement
Qassim University’s engagement commitments are enabled by investment in people, institutional capacity, and communication infrastructure. The University will continue to align its internal environment with its strategic ambition, facilitate collaboration across sectors, and ensure that all engagement activities are inclusive, transparent, and outcome-oriented.

8. Communication and Information Sharing

8.1 Stakeholder communication follows principles of accuracy, timeliness, and mutual trust.

8.2 Communication channels include the University website, press releases, social media updates, community newsletters, public meetings, surveys, and official announcements in coordination with the Communication and Media Department.

8.3 The University provides transparent access to policy documents, strategic plans, and annual reports through digital platforms and public information sessions.

9. Feedback and Grievance Mechanism

9.1 A formal Stakeholder Feedback and Grievance System is maintained by the Center for Sustainable Development to collect, review, and respond to concerns.

9.2 All grievances are acknowledged within ten working days and addressed through objective review procedures involving the relevant university unit.

9.3 An annual summary of grievances and resolutions is included in the University’s Sustainability Report to demonstrate transparency and responsiveness.

10. Implementation and Responsibilities

The President of Qassim University, delegated through the relevant Vice-Presidents, Deans, and Directors, holds the ultimate responsibility for the implementation and enforcement of this Policy.

• Center for Sustainable Development – Lead Unit: coordinates implementation, manages the stakeholder register, organizes forums, monitors engagement outcomes, and prepares annual reports.
• Vice Presidency for Business Development and Community Partnership ensures alignment of stakeholder engagement with strategic plans and sustainability objectives.
• Deanships and Colleges – appoint Stakeholder Liaison Officers responsible for recording and reporting engagement activities within their units.
• Communication and Media Department – publishes information and facilitates two-way communication with the public and press.
• Research and Innovation Deanship – integrates stakeholder input into research priorities and knowledge-transfer projects.
• All University Community Members – expected to participate constructively in engagement activities and respect stakeholder feedback mechanisms.

11. Monitoring, Evaluation, and Reporting

11.1 The Center for Sustainable Development monitors progress and reports to the University Council annually.

11.2 Key Performance Indicators (KPIs):

• Number of formal stakeholder engagement activities conducted each year.
• Representation of stakeholders in University committees and decision-making bodies.
• Stakeholder satisfaction level based on annual surveys.
• Number of policies or initiatives modified following stakeholder consultation.
• Percentage of grievances resolved within designated timeframes.

11.3 The University publishes an annual Stakeholder Engagement and Social Impact Report summarizing activities, outcomes, and recommendations for improvement.

12. Policy Review and Continuous Improvement

12.1 This Policy shall be reviewed every two years by the University Council in collaboration with the Center for Sustainable Development to ensure continued alignment with national legislation and international best practices.

12.2 Continuous improvement measures include: expanding representation on the Stakeholder Advisory Council, enhancing digital engagement tools, and increasing capacity-building for staff and students in stakeholder communication and partnership management.