New Transport Stakeholder Management Approach

What are we doing?

We are implementing a new Stakeholder Management Framework for our stakeholder engagement approach across the organisation that aligns with the place-based focus of our operating model.

This framework allocates divisions with lead accountability for the health of relationships and strategically maps the interaction of key stakeholders with the cluster.

What does that mean?

We’ll be engaging with stakeholders in a new model that will help deliver better community outcomes and ensure transport both reflects stakeholder needs and benefits from positive stakeholder relationships during operations and delivery of projects.

Why are we doing this?

Our stakeholders have found it difficult to know who to talk to, and how to get answers and get things moving in Transport.

The approach has been informed by the Reputation Index where stakeholders told us what they did and didn’t like about working and engaging with us. The most common feedback was a lack of coordination, multiple hand-offs and a lack of accountability.

Symbol of Change story

In the past

The perception of our stakeholders was that our organisation was disjointed and finding the ‘right’ contact was difficult, resulting in frustration and duplication. As a result, our stakeholders were escalating issues to the highest levels – Deputy Secretaries, Secretaries and Ministers. The consensus was that we weren’t easy for our stakeholders to work with and that we would reach out to them when we wanted something, but when reversed they found it difficult to navigate the organisation.

As well, projects and programs worked in silos and little consideration was given to others across the cluster who may be working with the same stakeholder.

Then something happened

Future Transport 2056 redefined how we plan the services and infrastructure of the future, and soon after, we aligned our operating model to deliver our long-term plan.

So now…

We are aligning our stakeholder engagement model, ensuring that the right areas of our business are the custodians of the right people externally. There will be a central point of contact for our partners, industry, making it easier for stakeholders to navigate Transport.

In the future

Improved interactions with transport and a reduction in issues being escalated and an increase in positive relationships and shared outcomes. In the long-term, we will have a cohesive approach to working with our stakeholders and a better understanding of their needs and how we optimise these relationships to deliver Future Transport 2056.

Benefits of this symbol of change

  • The Stakeholder Management Framework promotes collaboration and information sharing across divisions and agencies with the sole purpose of enhancing stakeholder engagement. It provides significant benefits across a range of areas.
  • From a business perspective, fostering solid, ongoing stakeholder relationships means that we better understand what our stakeholders’ priorities are and what they want. This in turn means we are more likely to deliver projects and initiatives that meet their needs, reducing the risk of changes or disruptions. Stakeholders may also become advocates, allowing us to do more and win Government support.
  • There are also reputational benefits for the organisation which in turn helps attract high calibre organisations and stakeholders who will want to partner with us. It also has the potential to provide third party support and endorsement when things go wrong or in the event of a crisis.
  • An improved organisational reputation also helps to improve staff attraction and retention and has flow-on morale effects.

Key milestones

  • Stakeholder Management Framework approved by SOC
  • L100 and all divisional leadership teams have been briefed and participated in a stakeholder identification and mapping process
  • A comprehensive view of who our stakeholders are and Primary Relationship Leads

Date

Milestone

Late Oct

Finalise contested stakeholders list

Late Oct

Investigate digital stakeholder mapping solution

Mid Nov

Roles and responsibilities, tools and tactics reference material developed (Stakeholder Management Guide) and reviewed by SOC, and socialised with DMOs

Late Nov

Divisions identify key priority stakeholders and quick wins

Late Nov / early Dec

Finalise Stakeholder Management Guide

Mid Dec

Guidelines distributed to primary relationship leads

Late Jan

Communications campaign kick-off

Late Feb

Stakeholder communications distributed

Mar

Reputation Index Research

Mar / Apr

Stakeholder learning module added in Equip, included in onboarding and HR exit processes (to ensure hand-over from PRLs)

What are we doing?

We are implementing a new Stakeholder Management Framework for our stakeholder engagement approach across the organisation that aligns with the place-based focus of our operating model.

This framework allocates divisions with lead accountability for the health of relationships and strategically maps the interaction of key stakeholders with the cluster.

What does that mean?

We’ll be engaging with stakeholders in a new model that will help deliver better community outcomes and ensure transport both reflects stakeholder needs and benefits from positive stakeholder relationships during operations and delivery of projects.

Why are we doing this?

Our stakeholders have found it difficult to know who to talk to, and how to get answers and get things moving in Transport.

The approach has been informed by the Reputation Index where stakeholders told us what they did and didn’t like about working and engaging with us. The most common feedback was a lack of coordination, multiple hand-offs and a lack of accountability.

Symbol of Change story

In the past

The perception of our stakeholders was that our organisation was disjointed and finding the ‘right’ contact was difficult, resulting in frustration and duplication. As a result, our stakeholders were escalating issues to the highest levels – Deputy Secretaries, Secretaries and Ministers. The consensus was that we weren’t easy for our stakeholders to work with and that we would reach out to them when we wanted something, but when reversed they found it difficult to navigate the organisation.

As well, projects and programs worked in silos and little consideration was given to others across the cluster who may be working with the same stakeholder.

Then something happened

Future Transport 2056 redefined how we plan the services and infrastructure of the future, and soon after, we aligned our operating model to deliver our long-term plan.

So now…

We are aligning our stakeholder engagement model, ensuring that the right areas of our business are the custodians of the right people externally. There will be a central point of contact for our partners, industry, making it easier for stakeholders to navigate Transport.

In the future

Improved interactions with transport and a reduction in issues being escalated and an increase in positive relationships and shared outcomes. In the long-term, we will have a cohesive approach to working with our stakeholders and a better understanding of their needs and how we optimise these relationships to deliver Future Transport 2056.

Benefits of this symbol of change

  • The Stakeholder Management Framework promotes collaboration and information sharing across divisions and agencies with the sole purpose of enhancing stakeholder engagement. It provides significant benefits across a range of areas.
  • From a business perspective, fostering solid, ongoing stakeholder relationships means that we better understand what our stakeholders’ priorities are and what they want. This in turn means we are more likely to deliver projects and initiatives that meet their needs, reducing the risk of changes or disruptions. Stakeholders may also become advocates, allowing us to do more and win Government support.
  • There are also reputational benefits for the organisation which in turn helps attract high calibre organisations and stakeholders who will want to partner with us. It also has the potential to provide third party support and endorsement when things go wrong or in the event of a crisis.
  • An improved organisational reputation also helps to improve staff attraction and retention and has flow-on morale effects.

Key milestones

  • Stakeholder Management Framework approved by SOC
  • L100 and all divisional leadership teams have been briefed and participated in a stakeholder identification and mapping process
  • A comprehensive view of who our stakeholders are and Primary Relationship Leads

Date

Milestone

Late Oct

Finalise contested stakeholders list

Late Oct

Investigate digital stakeholder mapping solution

Mid Nov

Roles and responsibilities, tools and tactics reference material developed (Stakeholder Management Guide) and reviewed by SOC, and socialised with DMOs

Late Nov

Divisions identify key priority stakeholders and quick wins

Late Nov / early Dec

Finalise Stakeholder Management Guide

Mid Dec

Guidelines distributed to primary relationship leads

Late Jan

Communications campaign kick-off

Late Feb

Stakeholder communications distributed

Mar

Reputation Index Research

Mar / Apr

Stakeholder learning module added in Equip, included in onboarding and HR exit processes (to ensure hand-over from PRLs)

Page last updated: 24 January 2020, 16:38