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University fund cuts - issue management

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This presentation was put together for a university in-class talk about issues management. The issue I used was the university funding cuts and I demonstrated the ways that the University of Gloucestershire (UK) could employ an issues management strategy.

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University fund cuts - issue management

  1. 1. Issue of the week<br />
  2. 2. An issue is:<br />"An unsettled matter (which is ready for a decision) or a point of conflict between an organisation and one or more publics.“<br />Cornelissen (2009, p10)<br />
  3. 3. University Funding Slashes<br />The issue:<br />On the 2nd February it was announced by the HEFC that University funds are to be slashed by nearly £1bn.<br />
  4. 4. In the news:<br />The Guardian<br />BBC News<br />The Telegraph<br />Politics Home<br />Blog Posts:<br />Left Foot Forward<br />Touchstone blog<br />P.H.Davis blog<br />
  5. 5. Social media mentions<br />Story was linked closely to the closure of one of Pfizer's UK sites as critics believe that cuts are sending out the same message.<br />
  6. 6. C4 News’ Economics Editor,<br />Faisal Islam, tweeted this on 2nd February<br />Faisal has 12k followers<br />More than 100 others tweeted this<br />
  7. 7. Social Media Monitoring<br />
  8. 8. Why is it important forevery organisationto have a issues managementplan in place?<br />
  9. 9. The Development of an Issue into a Crisis (Cornelissen, 2009, p.216)<br />PRESSURE<br />Latent<br />Active<br />Intense<br />Crisis<br />TIME<br />
  10. 10. One issue = several issues<br />Higher tuition fees but a lower quality of education?<br />Students unable to get a place at University<br />Cutting research budgets; critics say it could be devastating to the UK economy<br />
  11. 11. Issue Amplification<br />Conversation<br />Behaviour change<br />Further sharing<br />
  12. 12. UoG spending issues / scandal – October 2010<br />http://www.dailymail.co.uk/news/article-1316921/University-Gloucestershire-whistleblower-lifted-lid-excessive-spending-overseas-travel-wins-tribunal.html<br />
  13. 13. Constituencies<br />Internals <br /><ul><li>Current students
  14. 14. University lecturers and university staff</li></ul>Externals<br /><ul><li> Applicant / hopeful students
  15. 15. Families of hopefuls
  16. 16. Suppliers
  17. 17. The government (inc the HEFC)
  18. 18. UCAS</li></li></ul><li>Issues Management Plan<br />Source:Paul Gillions, 2009, p.380<br />Who are we<br />talking to?<br />What do we want to tell them?<br />What supporting <br />material do we need?<br />
  19. 19. Issues Management Plan<br />Source:Paul Gillions, 2009, p.380<br />Who will be our messengers?<br />When and where will the contact be made?<br />What do we expect to<br />happen as a result?<br />
  20. 20. General Issues Management Plan<br />Source:Cornelissen, 2009, p.218<br />Issues Management Process:<br />Environmental scanning<br />Issue identification and analysis<br />Issue-specific response strategies<br />Evaluation<br />
  21. 21. Environmental scanning<br />DESTEP analysis:<br /><ul><li> Demographic
  22. 22. Economic
  23. 23. Social
  24. 24. Technological
  25. 25. Ecological
  26. 26. Political</li></ul>SWOT analysis:<br /><ul><li>Strengths
  27. 27. Weaknesses
  28. 28. Opportunities
  29. 29. Threats</li></li></ul><li>Issues Identification & Analysis<br />To identify emerging and potential issues after analysing the current environment.<br />Constituencies should be identified in order to shape relevant issue management strategies.<br />Four categories of stakeholders:<br /><ul><li> Problematic stakeholders – those who oppose the organisation but have little or no importance / power
  30. 30. Antagonistic stakeholders – those who oppose the organisation and hold power
  31. 31. Low priority stakeholders – those who are likely to support the organisation but have little power / influence
  32. 32. Supporter stakeholders – those who support the organisation and have importance, power or influence. </li></li></ul><li>UoG Constituencies<br /><ul><li>Problematic stakeholders – outsiders with no involvement with the university
  33. 33. Antagonistic stakeholders – non-peaceful student activists
  34. 34. Low priority stakeholders – suppliers
  35. 35. Supporter stakeholders – current students, potential students, lecturers and staff, The Government, UCAS</li></li></ul><li>Issue-specific Response Strategies<br />Three types of response strategy<br />A buffering strategy – to stonewall and issue and delay its development<br />2. A bridging strategy – where organisations are open to change and adhere to the stakeholder expectation<br />3. An advocacy strategy – to try and change stakeholder expectation and opinion<br />
  36. 36. Bridging Strategy<br /><ul><li> Government decision
  37. 37. Dealing with the issue
  38. 38. The UoG adapting the issue
  39. 39. Transparency
  40. 40. Actively engaging with vital constituencies about their expectations</li></li></ul><li>Evaluation<br />An overall evaluation to see whether stakeholders opinions or expectations were changed at the time of crisis.<br />Organisations need to understand what ‘stage’ the issue is at.<br />All organisations need an issues management plan in place in the case of an issue arising.<br />
  41. 41. Any Questions?<br />

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