Transcript Stakeholder Engagement - University of Gloucestershire

Stakeholder Engagement:
View from SLAP- University
of Gloucestershire
The SLAP Project: Simplifying Learner
Administration Processes
The aim of the SLAP project is to improve enquiry,
application and (re-)enrolment processes to the benefit of
customer service and University efficiency.
The deliverables include the mapping, review and redesign
the key business processes associated with:
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Student enquiries (from the point of receipt)
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Application
This includes implementation of re-designed online
processes.
Stakeholder Engagement
Introduction:
• Getting stakeholder consultation and engagement right
is crucial for the success of the SLAP project
• It can help to ease the path of what is a challenging
project
• Failure to recognise and engage stakeholders can
scupper the chances of effecting any change
• Crucial to ensure that it is done effectively and that
relevant expertise is applied
• Simple stakeholder analysis was carried out at the bid
stage to identify and elicit support for project objectives.
Stakeholder Engagement
Stakeholder Analysis:
• Identify stakeholders
• Prioritise stakeholders
• Understanding stakeholders - how they will feel
about and react to the SLAP Project
• Develop communication plan for stakeholders
Stakeholder Engagement
SLAP Approach to Stakeholder Analysis:
• Lots of people can be affected by the SLAP Project
• To ensure a positive contribution seek to:
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Understand who they are
What influence/source of power they bring to bear
What they have at stake
Establish a process to actively manage stakeholders through
communication
• Our analysis is based on:
 Impact, orientation, need and/or power
Stakeholder Engagement
Stakeholder Analysis – why it’s important:
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Expectations can be assessed and influenced. This knowledge can be used to
determine the amount of leverage available to change expectations without
compromising the project aim or setting a stakeholder on the warpath
Requirements have to stay in line with what people are expecting. If
stakeholders find out the requirements don’t fit their expectations, SLAP will
have a major problem
Knowledge about the stakeholders and their expectations and interests helps
shape the project organisation: building the Project Stakeholder Team
Forms part of the risk analysis strategy to identify where the potential problems
may lie
Stakeholder Matrix:
Power & Interest Low:
Power Low / Interest High:
Enquirers: students/parents/schools
Student Records
Student Helpzones
Student cohort admin teams
Admissions Tutors
Power High / Interest Low:
Power & Interest High:
Faculty Deans
University Executive
Student Recruitment
Academic Registry
Finance & Planning
Marketing
ICT
JISC
Stakeholder Communication:
Power & Interest Low: Inform
Power Low / Interest High: Consult
Project Website
Staff News
Project Stakeholder Team
Project Updates
Project Reports
Consultation events
Demonstrate Quick-wins
Power High / Interest Low: Involve
Power & Interest High: Partner
Team / one-to-one meetings
Project Stakeholder Team
Project Updates
Project Reports
Demonstrate change
Management / one-to-one meetings
Project Stakeholder Team
Project Updates
Project Reports
Project Board
Stakeholder Engagement
Sell the Benefits:
• Reduction in duplication of effort, especially regarding data entry
• Reduction in response times to enquiry and application
• A system of enquiry and application processes that make it possible to
track conversion rates eg: enquiry to qualification
• Streamline enquiry and application processes so that they are not
unnecessarily bureaucratic
• Reduction in the number of local databases containing data duplicated
elsewhere
• Increased ability to access and input the right data at the right time.
• Release staff time for more productive activities: following up enquiries
with marketing activities
Stakeholder Engagement
Manage Stakeholder Expectations:
• Complex project with many stakeholders
• Communicate clearly to stakeholders:
 Project scope - what is included and what is not
 Specific project objectives and their benefits
 Project timescales
• Managing stakeholders and expectations through
the project lifecycle. New stakeholders as the
SLAP project progresses
Stakeholder Engagement
Relationship building:
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Stakeholder management plan:
Stakeholder
Potential
impact
on
Project
What does the Project
expect the Stakeholder
to provide?
Policy and
process owner
who determines
institutional
administrative
policy and
procedures
High
Experienced staff to be
involved in user group
and user acceptance
testing.
Heads of School
Manages School
admin staff who
will operate the
new system at
local level and
academic staff
who will indirectly
input and directly
extract data
Medium
Commitment to
implementing change.
Admin Staff
Will operate new
system
High
Contribute to system and
process design and
testing.
College Registrar
Stake in the
project
Perceived attitudes
and/or risks
Lack of clarity about
preferred approach.
Stakeholder
Management Strategy
Responsibility
Involvement in Project
Steering Board, Regular
updating meeting with
project leader.
Project Manager
Lack of interest in project.
Involvement in briefing
sessions at quarterly
School meetings.
Registrar and
Project Sponsor
Concern about increased
workload.
Involvement in user
groups.
Project Team
Views project team as too
technically oriented.
Commitment to
implementing change.
Worried about what
training they will receive.
Stakeholder Engagement
Relationship building:
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Be proactive and communicate:
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Seek out and manage individual key stakeholders
Seek out and manage individuals who may be critics or
blockers
Don’t let personalities get in the way
Don’t ignore key players
Don’t underestimate the time involved in building relationships
Market the Project Team – get faces and names known
Stakeholder Engagement
Positive Communication:
Demonstrate:
• Progress
• Change
• Benefits
…counters institutional cynicism
Regular feedback from stakeholders
Stakeholder Engagement
Questions: