PowerPoint TitleSub heading if required

Keeping your stakeholders happy

Huw LewisCustomer Services Director

Nexus

Metro: all change modernisation

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• £35m a year investment in heavy engineering

• Most projects involve night or 24/7 working

• Compact urban and suburban geography

• The busiest rail routes outside London

• Nexus is a public body accountable to its community

Stakeholder engagement• Planning incorporates stakeholder needs• Early communication to protect services• Identify key sensitivities

Customer information• Early warning of works • Clear explanation of scope• Detailed travel advice across multiple channels

Neighbourhood relations• Street-level engagement and clear information• Day-to-day relationship management

Three phases of engagement

Nexus

Enabling linkages Functional linkages

Diffused linkagesNormative linkages

DfTNECA

Local councils

HSE

(outputs)

(inputs)

LEP

Central Government

MPs

Taxpayers

Staff

Suppliers

UnionsEx-staff

Frequent users

Occasional users

Potential users

Corporate clients

Service providers (NHS etc)

Ward councillors

Education providers

Commercial operators

Political parties

Other PTE/CAs

Commercial entities (eg. shopping centres)

Professional bodies

International transit authorities

Access groups Media Resident groups

Special interest groups

Transport pressure groups

Social media

Those with the power and resources to allow Nexus to exist

Peer organisations No formal relationship, but take an interest in Nexus

Consume outputs or provide some kind of input

Employers

Development agencies

European Union

Emergency services

ORR

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Who are your stakeholders?

CONSULT

City Council - (planning, transport, heritage)

Heritage/arts bodies Access organisations

Artist with work in the station Rugby World Cup local organiser

INVOLVE

City Council – leader and cabinet LEP

ITA members DBTW

Network Rail/East Coast DBTW tenants/Nexus Travelshops

INFORM

Frequent Metro passengers Occasional Metro passengers

Train operating companies Tourism/visitor bodies

ENGAGE

Local businesses East Coast tenants

Taxi operators

Newcastle Central Station

Who has influence in a community?

Who has influence in a community?

Stakeholder engagement

• 19 July school holidays start

• 26-28 July Sunderland Airshow

• 2 September Schools return

• 14-15 September Great North Run weekend

Customer information

• 30,000 social media followers• 300,000 website visits per month• Employer and service user channels

Neighbour relations

Persistent complainers

Interested parties

Identified neighbours

Because they feel you are doing something wrong…. and they may well be right

Because the disturbance is excessive

Because of an X-factor you don’t know about

Why do people complain?

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Central Station: In the public eye

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Central Station: In the public eye

CONSULT

City Council - (planning, transport, heritage)

Heritage/arts bodies Access organisations

Artist with work in the station Rugby World Cup local organiser

INVOLVE

City Council – leader and cabinet LEP

ITA members DBTW

Network Rail/East Coast DBTW tenants/Nexus Travelshops

INFORM

Frequent Metro passengers Occasional Metro passengers

Train operating companies Tourism/visitor bodies

ENGAGE

Local businesses East Coast tenants

Taxi operators

Newcastle Central Station

• Tailor your stakeholder plan to the project

• Commercial neighbours have unique needs

• Micro-manage the customer environment

• Have the capability to be flexible

Central Station: In the public eye

• Stakeholder planning starts the same day the project does

• The project manager should be accountable

• Your stakeholder team needs all the facts

• Different stakeholders deserve different resource

• Give yourself time, but …

• Don’t let it distract you from the day job

Summary

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