Stakeholder Analysis

Key Stakeholders	Needs/Wants	Source	Initiatives/Actions	Success as measured against KPIs
Students Parents Alumni	A valued degree – leading to further study or graduate level employment. A good, caring, safe student experience, with quality accommodation and facilities. High standards of teaching and academic support. A University to be proud of, so that we retain involvement.	Student surveys Focus groups. Consultative committees. Recruitment/ Development Office contacts. Alumni.	Add+vantage programme and increased work experience/ placements/ internships. New Student Building. Focus on student satisfaction, completion and employment.	Student numbers Completion percentage League tables position Student satisfaction percentage Positive destination percentage Alumni numbers and percentage involvement £ fund-raised
Employers Businesses	Employable students with right skills and capabilities. Partnership working. CPD Research with beneficial, measurable impact on their organisation.	Focus groups Business Development Manager reports Board of Governors National reports.	Pedagogic developments, eg Activity Led Learning Add+Vantage programme Global Leaders Programme ACUA Increases CPD.	Growth in AR/CPD income Graduate-level employment percentage Global Leaders Programme Work experience targets met Employer Engagement FTE numbers met.
Schools Colleges	Good quality relevant courses/degrees Successful students Close links and partnership.	Focus groups Recruitment contacts through RAO.	Phoenix Partnership programme.	Student numbers Completion percentage League tables ranking Positive Destination percentage Student satisfaction percentage
Employers Businesses	Employable students with right skills and capabilities. Partnership working. CPD Research with beneficial, measurable impact on their organisation.	Focus groups Business Development Manager reports Board of Governors National reports.	Pedagogic developments, eg Activity Led Learning Add+Vantage programme Global Leaders Programme ACUA Increases CPD.	Growth in AR/CPD income Graduate-level employment percentage Global Leaders Programme Work experience targets met Employer Engagement FTE numbers met.
ScHE Funders (eg HEFCE, NHS)	Meeting the public agenda with new thinking coupled with solutions and skills A cost-effective University that is flexing to meet government priorities.	Regular meetings, conferences etc. White Papers. Consultation/policy documents.li>	New or revised courses that meet skills and knowledge priorities in line with national policies. Institutes Employer Engagement Programme New Engineering building	Turnover/income growth percentage Investment percentage Number of policy related pilot programmes.
Applied Research funders	As for HE funders but emphasis on innovation, new thinking and solutions. Close relationships with users of research.	CUE BDMs Principal Investigators RCUK TSB	Applied research policy New Institutes and ARGs HEIF4 plans Corporate Partnership Unit.	Turnover/income growth percentage Growth in AR income Profile on partnership development 'staircase'.
Professional Bodies/Agencies	A progressive University, effectively run, with high standards of outcome alongside practicefocused innovation in the curriculum.	Regular meetings and conferences Reports/Policy papers PSB visits.	As for HE funders with demonstration of dissemination of innovative practice. Externally funded projects focused on practice development.	QAA and PSB accreditation reports. Coverage of innovations in academic and professional press. Representation on PSB senior bodies. Income from projects.
HE Partners, home and abroad	A respected University adding value and meeting expectations on developing joint activity.	Partners direct International student satisfaction survey British Council, UKTI.	International strategy New bilateral agreements. AR or pedagogic networks and associations. UKIERI and PMI2 engagement.	Number of ‘live’ multitouch agreements. Student progression from partners Staff and student exchanges Number of joint AR and curriculum projects.
Staff	Solutions to issues identified through surveys and other means. A successful, financially sound and wellmanaged University with good, long-term prospects. Successful career development.	Staff Satisfaction Survey. Focus groups.	Biennial satisfaction surveys. Pay and Reward Scheme and DPR appraisal system. Leadership development programme. Estates Strategy and related investment.	Staff satisfaction percentage. Staff retention levels. Staff promotion within and to posts outside the University. Estates strategy implementation milestones.
Suppliers of goods and services	Clear briefs and efficient, IT-enabled processes. Opportunity to develop deeper/broader relationships with the University.	Supplier interface.	SMART processes and procedures. Procurement policies.	Procurement savings. Number of strategic partnerships.
City and its communities	A successful flourishing university, raising the profile of the city, bringing business/ employment to the city, and its economy	City Council contacts and Coventry City Partnership.	Joint profile-raising. Support for City initiatives. Masterplans. Investment in Estates development and land acquisition. Joint applied research programmes. Joint engagement in cultural events and programmes.	£ Estates investment. Student numbers New jobs created. New businesses started/attracted, and SMEs assisted. Funding secured for joint initiatives and research projects/ programmes.