Managing change in higher education the challenge of communication

1
Managing change in higher education the
challenge of communication
Managing Change in Higher Education Special
Interest Group (SIG)

• Welcome and introductions
• Chris Sarchet Special Interest Group
  Co-ordinator, University of Bedfordshire
• Christine Child, London School of Economics
• Kathy Fowler, University of Aberdeen

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Aims and Objectives
Managing Change in Higher Education Special
Interest Group (SIG)

• SIG purpose
• Provide learning from experienced practitioners
  on managing change in higher education
• Working Session
• Guidance on challenge of developing and
  maintaining communication strategy for change

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Working Session Structure
Managing Change in Higher Education Special
Interest Group (SIG)

• Establishing a Student Service Centre
• Improving the Timetabling Service
• Panel Question Time
• Top tips on communication
• Developing evidence base for practice

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Establishing a Student Services Centre
Managing Change in Higher Education Special
Interest Group (SIG)

• Christine Child
• Head of the Student Services Centre
• London School of Economics

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Background
Managing Change in Higher Education Special
Interest Group (SIG)

• 1996
• Student administration provided in disparate
  offices
• Wanted a One-stop shop
• Key players
• Academic Registrar
• School Secretary

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Aims
Managing Change in Higher Education Special
Interest Group (SIG)

• Improve services to students
• Improve space utilisation
• Realise efficiencies

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Project Team
Managing Change in Higher Education Special
Interest Group (SIG)

• February 1999
• Secretary (Chair)
• Academic Registrar
• Head of Estates
• Head of Finance
• Member of Academic Staff
• Managers of services in the new Centre

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Steering Group
Managing Change in Higher Education Special
Interest Group (SIG)

• July 2000
• Lay Governor
• Senior managers from the Academic Registrars
  Division
• Senior Manager from MIS
• Senior Manager from Finance
• Senior Manager from Estates
• Project Manager (external professional)
• Student Union Representative

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The 5th Architect
Managing Change in Higher Education Special
Interest Group (SIG)

• We feel some concern that staff who are
  presently in naturally lit and ventilated
  offices, in which they can open windows and look
  out, would willingly work in internal
  artificially lit and ventilated spaces with no
  prospect sic. This could be a recipe for sick
  building syndrome.

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Change of Aim
Managing Change in Higher Education Special
Interest Group (SIG)

• Originally
• Careers, Student Accommodation, Admissions,
  Student Administration
• Revised
• Admissions, Student Administration

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Timelines
Managing Change in Higher Education Special
Interest Group (SIG)

• 1996 Initial project conception
• 1999 Project Team (Feb)
• 1999 Consultation
• 1999 Funding re-affirmed
• 2000 Steering Group (July)
• 2000 Change to scheme approved
• 2001 ARD change of structure approved
• 2001 Staff consulted then informed about
  restructuring (Nov)
• 2001 Details of services in SSC agreed (Nov)
• 2002 Staffing levels agreed following
  consultation (Jan)
• 2002 Divisional newsletter to keep staff
  informed (Feb)
• 2002 Centre opened (Aug)

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SSC with mezzanine
SSC with mezzanine
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Moving into SSC
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SSC Counter
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Atrium alongside SSC
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Outcome
Managing Change in Higher Education Special
Interest Group (SIG)

• Poor ventilation
• Poor heating (heating failed, pump too weak)
• Noise from atrium
• Poor lighting
• Poor shelving
• Desk layout incompatible with teams

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Comments
Managing Change in Higher Education Special
Interest Group (SIG)

• Nobody noticed that the glass didnt go all the
  way up until it arrived on the day.
• I suppose where we fell down was (not
  communicating) with the people underneath them
  (managers).
• I frankly think it is a success in macro terms.

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How did it happen?
Managing Change in Higher Education Special
Interest Group (SIG)

• Lack of communication/consultation
• Input from users too late
• Design decisions taken without reference to users
  
• Late major decision changes
• Late provision of training

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Managing Change in Higher Education Special
Interest Group (SIG)

• Careers fairs
• open evenings
• and the Russian President

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Improving the Timetabling Service at the
University of Bedfordshire
Managing Change in Higher Education Special
Interest Group (SIG)

• Background
• Project mandate
• Project Methodology
• Communication strategy
• Progress report

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Timetabling, and the service at the University of
Bedfordshire
Managing Change in Higher Education Special
Interest Group (SIG)

• Background
• Different processes and culture at two campuses
• Vice Chancellors view
• Staff view
• Student view

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Timetabling, Project Mandate
Managing Change in Higher Education Special
Interest Group (SIG)

• To produce a University-wide teaching and
  room-booking timetable by 1st June 2009.
• To develop appropriate processes and policies to
  facilitate its production.
• To automate as many of these processes as is
  possible.

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Timetabling, Project Methodology
Managing Change in Higher Education Special
Interest Group (SIG)

• PRINCE 2
• Project management methodology
• Benefits
• Challenges
• Managing change in higher education

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Timetabling, Communication strategy
Managing Change in Higher Education Special
Interest Group (SIG)

• Effective Communication
• PRINCE2 and communications
• Overview of communication Strategy
• Issues and examples
• Learning

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Timetabling at the University of Bedfordshire,
Progress Report
Managing Change in Higher Education Special
Interest Group (SIG)

• Schedule of works
• Vice Chancellor
• Changing the culture
• Review of project to date
• Learning

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Top tips to communicate change
Managing Change in Higher Education Special
Interest Group (SIG)

• Communicate consistently
• Careless words cost
• Use a variety of media meetings, briefings,
  focus groups, community-email messages,
  message-of-the-day, bulletins/newsletters
• Dont do cold call emails in person is best,
  by phone next best

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Top tips to communicate change
Managing Change in Higher Education Special
Interest Group (SIG)

• Listening is probably more important than talking
• Be truthful especially about limitations on the
  ability to amend the plan
• You may have the vision and see the whole
  journey, but each member of your audience starts
  from a different place and sees the difficulties
  of getting to this unknown place

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Top tips to communicate change
Managing Change in Higher Education Special
Interest Group (SIG)

• Try to achieve quick and/or early wins and tell
  everyone about it
• Never, ever respond in anger especially by
  email
• A good change manager is a negotiator not a bully
• Accept that you may not be able to take everyone
  with you, but that doesnt mean that you should
  not keep trying to do so!

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Top tips to communicate change
Managing Change in Higher Education Special
Interest Group (SIG)

• Identify both key champions (pro the change) and
  major blockers nurture them both
• Project Boards can be very useful and effective,
  but beware size if necessary divide it up an
  effective overarching decision making body and
  larger stakeholder groups to make
  recommendations on details

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Top tips to communicate change
Managing Change in Higher Education Special
Interest Group (SIG)

• You will not always be right be prepared to
  adjust and change the plan in the face of good
  arguments, but not if that change will cause a
  train wreck
• Learn lessons, share experience, make time for
  feedback and celebrate!