West Riding FA shall be transparent and accountable, engaging effectively with stakeholders and nurturing internal democracy. 

Effective communication and transparency are not just principles but the cornerstones of our values. We recognise that trust is the currency of meaningful relationships, and for us, fostering trust with all stakeholders is paramount and is prioritised. 

At our core, we believe that communication is more than just the transmission of information, it serves as the glue that binds our diverse stakeholders, enabling us to build genuine partnerships and collaborative interventions on behalf of our communities.  

We are working towards a standard where information flows seamlessly and is readily accessible by anyone who needs it or is interested in it. By doing so we understand that we invite scrutiny but also demonstrate accountability, a testament to our confidence in the integrity of our operations. We accept not everything that is communicated will be liked, but it will be honest, objective, considered and well intentioned. 

Our Communication Strategy focuses on two key elements: responsiveness to stakeholders and transparency about the Association's purpose, actions, and impact.

Responsiveness to Stakeholders*:

• Understanding Interests: Regularly engage with stakeholders to understand their concerns, expectations, and interests. 

• Hearing Their Voice: Actively listen to stakeholders' opinions, feedback and suggestions, ensuring that their perspectives are considered in decision-making processes.

• Shaping Governance and Strategy: Use the insight to shape the Association's governance structure and overall strategy, aligning our actions with the interests and needs of our stakeholders.

Transparency:

• Purpose and Objectives: Clearly communicating the Association's purpose and objectives. Define its purpose, vision, and values to provide stakeholders with a clear understanding of why the organisation exists.

• Actions and Processes: Be transparent about the activities and initiatives the Association is undertaking. This includes detailing how decisions are made, what actions are being taken, and the methods employed in achieving the Association's goals.

• Results and Outcomes: Share information about the outcomes of the Association's efforts. This includes both successes and challenges. 

• Empowering Stakeholders: Provide stakeholders with the information they need to make informed decisions or contribute meaningfully to the Association's activities. Empower them by keeping them well-informed.

Communication Channels:

• Utilise Multiple Channels: Use a variety of communication channels such as newsletters, social media, websites, and direct communication to reach different stakeholders. Tailor our messages to suit the preferences and needs of diverse audiences.

• Regular Updates: Maintain a consistent schedule for communication updates. Build a sense of reliability.

Adaptability:

• Responsive Communication: Being agile to changing circumstances and be ready to adjust communication strategies during significant changes or events.

By combining responsiveness and transparency, our communication strategy aims to build strong relationships with stakeholders, foster trust, and create a supportive environment for the Association's goals and initiatives.

Fostering trust in West Riding FA is still very much a work in progress but we strive to build a culture where trust is not just earned but cultivated, one transparent conversation at a time.

Employee Engagement and People Plan 

We employ a planned approach to develop the diversity, skills, behaviours, and culture of our workforce (professional and voluntary) and actively demonstrate a duty of care towards everyone involved in our work whether paid or unpaid. 

Our People Plan ensures our work is delivered, supported, and led by a diverse range of people who are equipped and supported to meet the demands of their role and the changing needs of the people and communities they interact with. The People Plan is aligned to the needs and the goals of the West Riding FA, contributing to the long-term success of the Association by ensuring the systems, policies, and processes in place to support people are attuned to people’s needs and aligned with the Association’s strategic objectives. 

The People Plan is reviewed annually by the HR and Remuneration Committee and the findings are shared openly. 

The West Riding FA engages an independent research partner to conduct an annual County FA staff engagement, diversity, and wellbeing survey. The administration of the survey and the analysis and reporting of the results is carried out entirely by the research partner to ensure independence and anonymity of respondents. The resulting report assists the Board and CEO in deciding on interventions to improve staff engagement, diversity, and wellbeing. In addition, several staff (5) comprise an ‘Employee Think Tank’ that functions as a conduit between the staff and the Board to rive forward improvements to the workplace.