JISC has established a new theme area of ‘Relationship Management’, intended to support institutions in managing the processes, information and systems involved in managing relationships, to enable them to derive benefits from a coherent approach to customer/partner value.

Relationship Management

» Phase 1 | Phase 2

Theme description

JISC aims to support institutions’ complex interactions both with students - throughout the entire relationship lifecycle from prospective students to alumni - and with external business and community partners, in order to help professionalise the associated relationships and add business value. 
JISC CETIS Relationship Management
The interoperability of the systems and processes required to support and enhance these developing relationships is an important feature, since effective relationship management extends beyond the learning and teaching into wider participation, progression and business and community engagement. Student-employer-institution interactions are becoming increasingly significant in generating additional value for institutions due to lifelong learning commitments, the emerging customer dynamic and collaborative opportunities with external partners.

JISC is helping institutions to derive value from these relationships and to narrow the gap between strategic intent and operational reality, by the considered application of business philosophies and tools such as customer/partner relationship management (CRM) and service design.

Rationale

JISC has established a new theme area of ‘Relationship Management’, intended to support institutions in managing the processes, information and systems involved in managing relationships, to enable them to derive benefits from a coherent approach to customer/partner value. The rationale behind this is outlined below.

Higher and further education institutions work with a diverse range of partners and customers, from businesses to students to local authorities and others. Increasingly the dividing lines between these constituencies are becoming blurred as policies for lifelong learning, innovation, workforce development and student recruitment/ retention converge, in a global ‘knowledge’ economy under new economic and demographic pressures. These days students are often remote from the institution and increasingly numbers of students are already in work so are employees, and like alumni, representatives of businesses and other organisations like professional bodies.

In this context, when considered with the anticipated lifting of the cap on student fees, the relationship between the institution and its partners and customers has considerable significance for the institution’s business. Even if one considers students to be ‘members’ rather than customers of the institution, it is in the institutions’ interest (retention, alumni, funding etc.) to make the experience for current and future members a positive and constructive one.

In their third mission activities, institutions interact with a wide range of external parties from private and public sector organisations to cultural bodies to community groups and members of the public. These interactions take place across several related strategic areas (which can be grouped under Business and Community Engagement): employer engagement, lifelong learning, public engagement and knowledge transfer/exchange. With multiple contacts, limited resources, information overheads and the need to ensure operational efficiency and consistency, it makes sense to record and manage these interactions in a coherent way. Each institution has strategic partners which they value above others in the context of their engagement strategy, so there is also a need to ensure the partnership strategies are implemented across the organisation and that duplication and conflicting approaches do not occur, so that the partnerships deliver business value rather than become a drain or a liability.

Currently student lifecycle relationship management and BCE customer relationship management are rather separate domains within institutions, but JISC foresees some inevitable convergence for the demographic, funding and employer engagement policy reasons expressed above. JISC is therefore supporting institutions in using sound relationship management processes, principles and practices across these converging areas.

Funded projects

Funded projects fall into two areas of work:

  1. Business Community Engagement Customer Relationship Management projects
  2. Student Lifecycle Relationship Management Projects
 

Business Community Engagement Customer Relationship Management projects

An Enterprise CRM from Localisation to Enterprise Viability

Institution:
University of Huddersfield

Start: 29/06/09
End: 30/04/10

To pilot the use and development of self analysis tools to inform the development of CRM use across Schools and support services within the University of Huddersfield.

BCE CRM: Application of Self-Assessment Tool

Institution:
Bournemouth University

Start: 13/07/09
End: 22/01/10

Early research at Bournemouth University provided outline process mapping and stakeholder analysis of interactions in the BCE area of its activity. This project will review and extend the previous work and enable integration with ongoing strategic relationship marketing development. The proposed objectives will establish a process model, utilising the Self Assessment Tool, as a best practice approach to understanding the levels of adoption of CRM process at Bournemouth. The project will focus on developing a clear understanding of stakeholder interactions in BCE, initially establishing a set of process models for all BCE stakeholders. These process models will be analysed and refined to establish a model that can be used in support of the selection, developing and implementing of an institutional CRM System supporting BCE.

BCE CRM: Fast Tracking from Peripheral to Strategic Impact

Institution:
York St John University, Applied Web Analytics

Start: 29/06/09
End: 30/04/10

This project will use the CRM Self-analysis Framework to fast track York St John University's use of its newly installed CRM system to the strategic level. In doing so it will convert intangible assets (including business contacts and Alumni records) into contracts and donations. The project will focus on how to adopt the 'business philosophy' of CRM, rather than on how to implement the software system.

Birkbeck Employer Links System (BELS)

Institution:
Birkbeck University of London

Start: 06/2009
End: 04/2010

This project will put into practice the self analysis framework developed as part of Phase 1 of JISC's BCE work. The BELS project will focus on Birkbeck as an example of CRM usage and maturity within an institutional context, focusing particularly on the shift from tactical to strategic. It will also demonstrate process improvement within Birkbeck.

CaRM

Institution:
University of Hull

Start: 01/07/09
End: 30/04/10

The CaRM project will carry out a pilot project implementation of the use of the CRM Self-Analysis Framework, and deliver a case study describing the analysis and the outcomes from it. The work will be undertaken from a peripheral-tactical perspective, albeit in an institution that is aiming for a long-term strategic implementation. The project will also consider the cross-boundary issues, focusing on the relationships between the University and external businesses. The CaRM project will be undertaken in the context of existing preliminary work to implement a CRM system within two key departments at the University, the Business School and Logistics Institute, to assist them in their interactions with local businesses. The project will take advantage of this initial work to provide a basis upon which we will use the Self-Analysis Framework to identify a process for wider cross-institutional usage, maximising the value of using CRM overall.
CRM ACCORD

Institution:
Doncaster College

Start: 07/2009
End: 04/2010

The aim of this project is to develop the strategy, processes and culture that utilses the CRM to optimise revenue and increase the value of employer engagement through complete understanding and fulfiment of customer needs. This is a challenge in a large and diverse organisation. Inevitably, in such a large organisation each academy has its own culture, however, to have an effective CRM it is widely acknowledged that there must be one methodology of operation. The project will initially focus on the detailed project plan and 'buy-in' by all Academies this will move rapidly to a stage which informs strategic decision making and benefits from the information provided by a CRM embraced by the whole organisation.

CRM for Business and Community Engagements

Institution:
University of Salford

Start: 29/06/09
End: 31/12/10

This funding is being sought to support the continuing deployment of a Cross Departmental/Institutional CRM system, to support BCE activity. The funding will provide not only resource but the necessary tools to help the University move from a mix of peripheral and tactical positioning to a more strategic context. The initial phase of this project will be to confirm and benchmark the University's current position using the self analysis framework toolset. This will allow the University to provide baseline data for the continuing assessment and further deployment. Once this project has been completed, a further benchmarking exercise will be undertaken and its results and conclusions will be disseminated to other projects within this funding programme. The intention is for the University to continually assess effectiveness of its systems and processes towards BCE planning, management and co-ordination going forward post funding. This will also help inform the future strategic direction, focus and priorities for the University towards BCE.

CRM for FutureSkills in Creative Industries in London

Institution:
Roehampton University, Thames Valley University

Start: 29/06/09
End: 30/04/10

Joint project by two West London Universities, Roehampton University and Thames Valley University focussed on BCE with Creative Industries sector of West London, mapping the CRM requirements to implement Collaborative Course Design, Workplace Development and Knowledge Exchange.
Extending the CRM Self-Analysis Framework

Institution:
Coventry University

Start: 06/2009
End: 04/2010

The implementation of the process improvement project will allow a number of Coventry University's newly formed external business units to pilot the self-analysis framework to speed up the CRM support process and enable them to identify any people, process and technology issues prior to their potential merger into a University CRM system. The self-analysis framework will be used as a diagnostic tool to inform consolidation and extend overall CRM usage. The aim of this project is therefore to connect and accommodate the BCE activity from these new business units in order to extend the current CRM implementation at Coventry University from tactical to strategic usage.

Investigation into the Potential of a Collaborative CRM for HE and FE in the North East

Institution:
Knowledge House, One North East, Newcastle College, Teesside University, The KSA Partnership

Start: 06/07/09
End: 30/04/10

Investigation in to the potential of a collaborative CRM system for the Knowledge House collaboration of universities and FE colleges in the North East. Within a regional context the study will consider the capacity to interface with Business Support organisations.

(Knowledge House is a collaboration of the North East's 6 universities underwritten by Newcastle University)

Newport CRM Process and Policy Development

Institution:
University of Wales, Newport

Start: 29/06/09
End: 02/04/10

The project will develop CRM processes and a policy for the University of Wales, Newport. By undertaking research into CRM and the various processes and systems used by various partners and stakeholders of the University, followed by an internal analysis to identify what partner information is gathered by each school/department and how it is recorded and used the project will seek to gain an understanding of the needs of the schools/departments our external partners and stakeholders to develop a University CRM process and policy to ensure that information is shared and in doing so increase the University's CRM process and usage maturity.

Partner View

Institution:
University of Central Lancashire

Start: 29/06/09
End: 30/04/10

Partner View is a project to pilot the CRM Self-analysis Framework in a large post '92 University with wide ranging partner and customer relationships. The project will test the various elements of the self assessment framework and will explore the sensitivities of introducing institution-wide CRM in the University. Proposals for a system together with process mapping and a business case will result from the project.

Process Improvement Pilot at Loughborough (PIPaL)

Institution:
Loughborough University

Start: 29/06/09
End: 02/04/10

PIPaL will apply the JISC Self-Analysis Framework and will report back on the success of its approach and make recommendations for enhancements to the framework where these would be advantageous. The project will also consider alternatives based on "data mining" technology such as the Google Search Appliance.

 

Student Lifecycle Relationship Management Projects
CABLE

Institution:
University of East London 

Start: 29/06/09
End: 30/04/10

ICS Ltd and the University of East London (UEL) have worked in partnership offering distance learning degree programmes since 2004. All programmes are validated by UEL and delivered by ICS. Between them they support over 3500 students on 20 distance learning degrees. CABLE will use the expertise of both partners to improve the distance learner’s experience. The project focuses on the pre and post enrolment stages of the student lifecycle, but correlates to other ongoing initiatives within both institutions that aim to enhance the overall student experience.

Development & enhancement review of business interfaces

Institution:
University of Derby

Start: 29/06/09
End: 30/04/10

The project will improve the quality of the student experience from pre-entry to readiness to engage in learning and teaching. Enrolment, as the point at which an individual’s status changes from an applicant to a student, is considered to be significant point for which a review of service design and student relationship management would be beneficial for the JISC community.

Goldsmiths student lifecycle relationship project

Institution:
Goldsmiths, University of London 

Start: 20/07/09
End: 30/04/10

The project aims to review the experience of students at Goldsmiths and transform our approach to managing our engagement with students and prospective students. Through this project we will explore two distinct aspects of the student lifecycle to map processes and redesign services, pre and post enrolment.
Kingston relationship application for data on learner engagement

Institution: Kingston College

Start: 29/06/09
End: 30/04/10

This project (KRADLE) seeks to exploit the opportunities provided by ICT systems to manage and enhance the relationship between Kingston College and its learners. It focuses on the integration of existing web applications to create a two-way information environment for learners before, during and after their period of active study within the institution. Initiating student voice involvement to establish types of information and methods used for communicating with applicants and students throughout their lifecycle resulting in improved conversion and retention rates.

Strengthening of SLRM for Enterprise Students

Institution: University of Hertfordshire

Start: 29/06/09
End: 30/07/10

Whether in the private, public or third sector, employers are increasingly demanding “entrepreneurial graduates” (NCGE, 2008). Promoting Entrepreneurship in graduates challenges the current management of student relationships as enterprise activities are often co-curricular in nature, frequently include contact with non-university staff, and require the institution to be able to respond to individual learning and communication needs. Existing SLRM systems do not take this complexity sufficiently into account. In this JISC funded project, the University of Hertfordshire seeks to address this issue, with the support of University Enterprise Network partners Microsoft and the National Council for Graduate Entrepreneurship.

Student lifecycle midpoint: Teaching, learning & assessment feedback

Institution: University College Birmingham

Start: 29/06/09
End: 30/04/10

This project aims to enhance the sector’s knowledge of the mid-point of SLRM by carrying out a feasibility study into the expansion of an electronic assessment tracking system, to allow the recording and provision of assessment feedback for students and also provide a student centred process for reflection. It anticipates the collation of information will facilitate improvements in students’ performance and achievement, and also enable tutors to provide enhanced pastoral care.
Using emotionally intelligent transaction mapping to reshape student lifecycle interactions

Institution: Swansea University

Start: 29/06/09
End: 30/04/10

The project aims to create an Emotionally Intelligent Transaction Map of the pre-registration, registration and induction stages of the student lifecycle.

Relationship Management Startup event 29 and 30 July 2009

 

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