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.

1. Issue of the week

2. An issue is: "An unsettled matter (which is ready for a decision) or a point of conflict between an organisation and one or more publics.“ Cornelissen (2009, p10)

3. University Funding Slashes The issue: On the 2nd February it was announced by the HEFC that University funds are to be slashed by nearly £1bn.

4. In the news: The Guardian BBC News The Telegraph Politics Home Blog Posts: Left Foot Forward Touchstone blog P.H.Davis blog

5. Social media mentions 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.

6. C4 News’ Economics Editor, Faisal Islam, tweeted this on 2nd February Faisal has 12k followers More than 100 others tweeted this

7. Social Media Monitoring

8. Why is it important forevery organisationto have a issues managementplan in place?

9. The Development of an Issue into a Crisis (Cornelissen, 2009, p.216) PRESSURE Latent Active Intense Crisis TIME

10. One issue = several issues Higher tuition fees but a lower quality of education? Students unable to get a place at University Cutting research budgets; critics say it could be devastating to the UK economy

11. Issue Amplification Conversation Behaviour change Further sharing

12. UoG spending issues / scandal – October 2010 http://www.dailymail.co.uk/news/article-1316921/University-Gloucestershire-whistleblower-lifted-lid-excessive-spending-overseas-travel-wins-tribunal.html

15. Families of hopefuls

16. Suppliers

17. The government (inc the HEFC)

19. Issues Management Plan Source:Paul Gillions, 2009, p.380 Who will be our messengers? When and where will the contact be made? What do we expect to happen as a result?

20. General Issues Management Plan Source:Cornelissen, 2009, p.218 Issues Management Process: Environmental scanning Issue identification and analysis Issue-specific response strategies Evaluation

22. Economic

23. Social

24. Technological

25. Ecological

27. Weaknesses

28. Opportunities

30. Antagonistic stakeholders – those who oppose the organisation and hold power

31. Low priority stakeholders – those who are likely to support the organisation but have little power / influence

33. Antagonistic stakeholders – non-peaceful student activists

34. Low priority stakeholders – suppliers

37. Dealing with the issue

38. The UoG adapting the issue

39. Transparency

41. Any Questions?