1. Change Management Strategy Enquiry & Contact Management Project June 2014

2. Purpose University of Adelaide2 Perceptions & Performance Time High Expectations Realise Effort & Complexity Frustration Light at the end of the tunnel Better than before Reduce the depth & duration of the dip

3. Scope and Objectives University of Adelaide3 Understand and respond to needs, interests and concerns Manage expectations Make explicit roles and responsibilities Build shared ownership of solutions through participation Stakeholder Engagement Active and visible sponsorship Build and maintain awareness and understanding of the need for change Information in the right format, at the right time and with the desired impact Communication Identify the skills, knowledge and behaviours required Training and job aides (e.g. quick reference guides) Opportunities for practice and feedback To Be Designed Training & Development

4. Change Management Strategies Awareness of need to change Desire to support & participate Knowledge of how to change Ability to implement skills & behaviour Reinforce & sustain the change Design Configure Test Deploy University of Adelaide4 Sponsorship, Leadership, Communication Participation, Coaching, Managing Resistance Training, Coaching Sponsorship, Coaching, Reward & Recognition Individual Transition Process Change

5. Managing Stakeholders Identify stakeholders Understand needs, interests, concerns and attitude to change Manage according to influence and impact Assign responsibility University of Adelaide5 No.UnknownResistanceAcceptanceSupporterAdvocate Key Player24122136 Keep Satisfied17764 Keep Informed159321 Minimal Effort11641 6723215207 High Influence Low Influence High Impact Low Impact

6. Enquiry & Contact Management (Email, F2F, Phone) Prospective Students (Lead Capture & Management) Marketing Campaign Services (Lead Generation & Administration) Knowledge Base (Self-Service/Web Enquiry ) Technical & Systems Administration  Contact recorded  Responding to enquiries  SLAs, responsibilities & opportunities for workforce optimisation  Measures and reports to track progress  Integrate customer feedback into the BAU process  Case Management TBD  Lifecycle, segments & value propositions for prospective students & schools  UG pipeline management (with & without Agents)  Contact management for Schools and Agencies  KPIs and standard reports  Campaign work flow  Client lists  Content development & approval  Personalisation & variations  Contact management guidelines  Track, analyse and respond to campaign outcomes  Generating leads for PG study  KPIs and standard reports  Framework  Development of content for “Go Live”  Content governance and maintenance (i.e. author, review, approve & publish)  Integrate with internet/intranet  KPIs and standard reports  Identity management & de- duping  Data definition & management  Development of use cases & configuration plan  Workspaces  Data migration & integration  Testing  Deployment Student AdministrationOffice Future StudentsFaculty of ProfessionsAsk Adelaide Technical Services - Neil Feakin University of Adelaide6 5 Work Streams Led by Subject Matter Experts

7. Critical & Multi-faceted Role for Managers Sponsor/ Senior Leaders Reference Group Managers Change Agent University of Adelaide7 Process Focus Work Streams E&CM (incl. Case Management) Prospective Student Lead Mgmt. Outbound Marketing Knowledgebase Technical  Consulted/Validate UoA approach  Understand impact on local process  Participate in testing & pilot training (as able)  Support end users People Focus Team & Individual Awareness Desire Knowledge Ability Reinforcement  Consulted/Validate Change Management approach  Tailor communication for local teams  Monitor engagement  Support Managers

8. Process for Developing Procedures & Communication University of Adelaide8 Preparation Select SMEsInduct SMEs Confirm & communicate Work Stream outcomes & design/configure process Select & brief Reference Group participants Design UoA Approach Review best practice based on OOTB solution and other University practice Consult/involve Reference Group to validate design and provide feedback on local impact Utilise fit for purpose customer forums (as appropriate) Document recommended approach. Develop communication with Change Manager Communication & Confirmation Brief Managers and Change Agents who then tailor communication to local team(s) Manager/Reference Group describe/ explore change with staff and provide feedback to SME SME finalises recommendation, submits to E&CM Board for approval and confirms outcomes with stakeholders Managers confirm outcome with staff

9. Communication – Key Messages Our Purpose: To deliver an enterprise solution for enquiry and contact management and a foundation for an integrated customer relationship management platform for the University What is the strategic intent? E&CM is the first phase in a longer term program that focuses on customers as a strategic priority To improve our customers overall experience by understanding, connecting and serving them better Customer insight and operational analytics will help us deliver cost-effective services How will this be executed? Our relationships with customers will be coordinated on a “whole of University” basis Our communications will be customised to meet the needs, interests and preferences of our customers Technology will enable an integrated, single view of customers over time and all channels of communication What are the benefits? A distinct and professional reputation that “future proofs” the University in a highly competitive and consumer driven market Increase the mutual value of customer relationships over time Greater capacity for self- service, continuity in service delivery and better use of resources University of Adelaide9 Managers will receive communication templates to support their active role in the communication plan. These will be based upon the following key messages:

10. University of Adelaide10 Strategic Intent High Level Implementation Detailed Implementation In-Scope Faculties & Departments All DVCA Employees DVCA Management DVCA Faculty Group Faculty Executive Teams Faculty Offices Executive Director Mgmt. Team Student Services & Admin Team All Faculty Marketing Ask Adelaide Student Administration Office of Future Students International Office Faculty of The Professions All Faculty/School Student Services (Design & Configuration focus) University Wide All University Employees University Engagement Branch Marketing & Communications Technology Services Online Media Technology Services Communication – Tailor Content & Level of Detail to the Audience

11. Evaluating Stakeholder Management & Communication Monthly reviews of stakeholder plan Mid-project review with relevant management teams  What’s working?, What’s not working?, What’s missing?, What’s working but adding no value? Surveys to monitor employee’s awareness & attitude to the change  After the initial communication launch  After publishing new University procedures  After training and prior to “Go Live” Operational Metrics (incl. baseline measures)  No. of enquiries, by type and channel  % of enquiries referred on for resolution  No. of prospective student leads captured and % followed up  Customer Satisfaction University of Adelaide11

12. Plan – Next Ten Weeks University of Adelaide12 June 2014 July 2014August 2014 Launch Communications Developed Project Launch Presentations/emails Managers (Benefits discussion with team, 1 on 1) Select/induct SMEs and Change Agents SMEs confirm Work Stream outcomes and process Reference Groups selected SME Consultation process Newsletter Intranet Site Staff Survey Stakeholder Review

13. University of Adelaide13 Items for decision: Seek approval to:  Implement the Stakeholder Engagement Strategy  Implement the Communication Strategy and Plan  Commence Project Launch with DVCA Faculty Group (27 th June)