ID267 Ongoing mechanism for staff to contribute to the strategy

The Idea

The number and diversity of strategic ideas submitted during the strategy consultation demonstrates that staff want to help shape the future of Keele. Therefore, the idea is to create a structured mechanism for all staff to continue putting forward ideas that support delivery of the University's new strategy. 
 
The scheme would be framed around "Help Deliver the Strategy", with the aim of building engagement, improving strategy delivery and driving innovation. Rather than being a one-off exercise, the strategic ideas portal would remain open, creating an ongoing route for staff to contribute ideas and insights as the University evolves. 

Why This Idea Should Be Considered

Launching a new strategy is only the starting point. Its success depends on how well it is understood, owned and translated into action across the University.

Keeping the ideas portal open would provide an opportunity to continue harnessing the insight, expertise and experience of colleagues across the organisation. Staff are often closest to students, systems and processes and are therefore well placed to identify opportunities for improvement, inefficiencies, emerging challenges and practical solutions. Colleagues also bring experience from previous roles, institutions and sectors, which can provide valuable perspectives. Capitalising on the diversity of people, experiences and ideas can only strengthen delivery of the strategy.

This should not be viewed as a one-off process or opportunity. The volume of ideas submitted demonstrates that staff care about the future of Keele and want to contribute to its success. People are putting forward ideas both within and beyond their immediate areas of responsibility. This suggests not only a desire to contribute institutionally, but potentially that there are limited routes for staff to influence decisions, propose improvements or shape activity within their own teams.

At present, many staff may feel they have little opportunity to influence the wider direction of the University. Given the hierarchical nature of large organisations, only a relatively small number of individuals are typically involved in shaping institutional priorities and decision-making. An ongoing ideas mechanism would provide a constructive way for staff at all levels to contribute to the future development of the University.

Keeping the portal open would also support a more iterative approach to strategy delivery. The higher education landscape is changing rapidly, with shifting student expectations, financial pressures, policy developments and technological change. An ongoing mechanism for gathering ideas would enable the University to respond more quickly to opportunities and challenges rather than relying solely on periodic, top-down planning cycles. While the overarching strategy would remain constant, the ways in which it is delivered may need to evolve over time.

There are also significant cultural and organisational benefits. Staff are more likely to feel heard, valued and invested in the strategy when they can actively contribute to it. The strategy becomes less of a static document and more of a shared endeavour. This is particularly important in higher education, where collegiality and academic values place importance on participation and contribution.

The approach should also improve the quality of ideas available to the University. Drawing on a diverse range of staff provides access to different perspectives, experiences and expertise. Staff working in different roles see different opportunities and challenges, from operational inefficiencies to student experience issues, and can often identify practical solutions that would not emerge through top-down planning alone.

Maintaining an open ideas process could also unlock bottom-up innovation, encourage experimentation across departments, surface ideas that may not otherwise reach senior leaders, and help identify colleagues with the potential to lead future initiatives.

Done well, this approach would:

• Increase staff engagement and sense of ownership of the strategy.
• Generate more grounded, deliverable ideas aligned with institutional priorities.
• Support a more iterative and adaptive approach to strategy delivery.
• Help identify quick wins alongside longer-term transformational opportunities.
• Encourage innovation from across the University.
• Reinforce a culture of openness, trust and continuous improvement.
• Demonstrate a modern and participative approach to leadership and decision-making. 

How We Would Implement This Idea

Implementation would need to be carefully designed. If staff believe that ideas are not being properly considered, the process could quickly lead to disengagement and cynicism. The scheme should therefore be structured and strategy-led rather than operating as an open-ended suggestion box.

Expectations would need to be clear from the outset. Not every idea will be taken forward, but every idea should be considered and receive a response.

Ideas would be submitted through a simple digital process with guidance on what makes a strong proposal. Contributors would be asked to explain the problem they are seeking to address, their proposed solution and how it aligns with the University's strategy or priorities. There could be an open portal or periodic themed calls to focus contributions. 

The decision-making process should be transparent and published in advance.

Ideas could be reviewed at regular intervals by a representative review group, building on principles used in the Strategic Ideas process and Peer Review College. Membership should extend beyond those already in leadership or decision-making positions and could include staff from a range of grades, roles and backgrounds, alongside student representation and other relevant stakeholders.

To reduce the risk of groupthink or dominant voices influencing outcomes, an initial anonymous scoring or rating stage could be used before collective discussion.

The review group would need to strike a balance between maintaining alignment with the strategy, avoiding going in multiple directions and remaining open to new opportunities, emerging challenges and changing external circumstances. The process should also encourage reflection on ideas that are not taken forward, allowing the University to learn from patterns in what is proposed and what is rejected and what this tells us about ourself as an organisation.

A defined response should be provided for every idea submitted. This should explain how the idea has been considered and what, if any, next steps will follow. Where an idea is not progressed, the rationale should be explained, positive feedback given and contributors thanked for their engagement and willingness to participate. 

Psychological safety would be critical to success. Staff need to feel able to challenge existing ways of working, propose alternatives and share unconventional ideas without fear of criticism or negative consequences. The culture surrounding the scheme should celebrate participation and experimentation rather than focusing solely on successful ideas. Furthermore, to encourage participation from all staff, comments must be supportive and constructive. Different role types and personality types will be more experienced or able to cope with negative or challenging feedback – the last thing the scheme wants to achieve is to upset or discourage staff who may have stepped out of their comfort zone to engage.

Recognition could also be built into the process. Examples could include opportunities to contribute to pilot projects, lead implementation activity, receive recognition through internal communications, or be acknowledged through staff awards and recognition schemes.

The home for this would be the strategy unit to signal the link to institutional strategy rather than being associated with other areas of the university which might narrow ideas. After review by the group, ideas could be sent to relevant areas of the university either for comment or for implementation (after approval through the normal channels).

What Success Would Look Like

• A demonstrable pipeline of ideas linked to strategic priorities. 
• Delivery of tangible improvements and quick wins arising from staff suggestions. 
• Increased staff understanding of and engagement with the strategy. 
• Positive feedback on the transparency, fairness and responsiveness of the process. 
• Evidence that ideas are being tested, refined and scaled in a structured way. 
• Broad participation from staff across different roles and areas of the University. 
• A shift towards a more open, participative culture where staff feel able to contribute and influence. 

Over time, this would become less about a standalone initiative and more about embedding a way of working—where strategy delivery is informed not only from the top down, but also through ongoing input from across the organisation. The strategic ideas portal would become a permanent mechanism for translating staff insight, expertise and creativity into tangible improvements that support the University's long-term ambitions.