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BLUEPRINT FOR HOBSONS CRM IMPLEMENTATION
July 29, 2015LINDA FOSSEN, VP OF STUDENT SERVICES
CHRISTOPHER FLACK, CRM SPECIALIST
BELLINGHAM TECHNICAL COLLEGE3028 LINDBERGH AVE
BELLINGHAM, WASHINGTON 98225360-752-8300
[email protected]@BTC.CTC.EDU
Icebreaker Questions:
1. What Hobsons CRM modules has/will/may my campus implement and when?
2. What top five lessons were learned during implementation?
Learning Objectives• Learn how to select CRM wisely and with a defined purpose.
• Learn to include all stakeholders in selection and
implementation.
• Learn to identify and secure staff and find resources.
• Learn to secure top-level commitment.
• Learn how to form Hobsons team.
• Learn to value Continuous Quality Improvement.
• Learn to create implementation timeline and manage the
process.
• Learn to market internally and externally.
• Learn to train staff and students.
• Learn to collaborate with Hobsons.
• Learn to celebrate your success!
Bellingham Technical College (BTC) Mission:
Bellingham Technical College provides student-centered, high-quality professional technical education for today’s needs and tomorrow’s opportunities.
Demographics:• Annual FTE: 2020• Annual Headcount (14/15): 5127• Location: NW Washington State• Type: Technical College• Retention Rate: 67% fall to fall• Program Completion Rate: 42%• Enrollment trend: 11% decline in FTE in the last four years• Current year (14/15) enrollment:
• Fall: up 5%• Winter: up 7%• Spring: up 9%
Hobsons Modules Implementation
• Connect: June 2013 to July 2014
• Retain: March 2014 to July 2015
• AgileGrad: June 2014 to July 2015
Implementation Guiding Principles
• Improve student recruitment, retention, graduation, and job placement
• Include all stakeholders
• Structure a manageable pace and order of modular implementation
• Articulate in Strategic Plan
• Identify and secure staff and funding resources
Implementation Guiding Principles
• Secure top level commitment
• Identify and use best practices
• Provide for both technology and project management staff
• Commit to Continuous Quality Improvement (CQI)
• Encourage creativity and innovation
Form Implementation Team
• Leadership Team Composition
• Chair: VP of Student Services, Linda Fossen
• IT Technicians (2)
• Hobsons Guru: Customer Relations Management Specialist, Christopher Flack
Form Implementation Team
Work Group Leaders:• Director of Admissions; Director of Advising
and Career Services; Confidential Admin. Assistant; Dean of Prof Tech Education; Associate Dean, General Ed, Academic Transfer and Basic Skills
Other members: • Director of Financial Aid; Director, Academic
and Basic Skills; WorkFirst Student Retention Advisor; Director of Registration; and centralized Advisors
Hobsons Subcommittees• Connect and Retain communication build
subcommittees:o Simultaneously had several sub-teams
analyzing present communication and constructing a new email and text-friendly flow
o Next Steps: redesign for chat/call center
• AgileGrad curriculum plan subcommittee:o Identified program curriculum by termo Identified Institutional inconsistencies
and refined prerequisiteso Built out advising communications and
work flow
Develop Timeline and Process Management
• Agree to be flexible and focused
o Implemented in order: Connect, Retain, and AgileGrad
• Build in testing time
• Value nimbleness, responsiveness, and adaptation to changing conditions
o E.g.: Changed Hobsons Guru in mid-project
o Additional training for new staff
Develop Timeline and Process Management
• Discuss the advantages of the new technology and opportunities for refining traditional processes (e.g.: Early Alert)
• Look to the future (e.g.: PeopleSoft implementation in two years)
• Embrace the unexpected and process improvement opportunities (e.g.: Four different database sources for instructional programs in AgileGrad implementation)
• Identify/visit/call Best Practice Hobsons colleges/universities
Market Project Internally and Build Institutional Buy-in
• Frequent updates to President’s Cabinet, Enrollment Management Advisory Committee and Instruction, Student Services, and Administrative Services workgroups
• Inform faculty ahead of module launches and provide training (e.g.: Early Alerts)
• Incorporate into annual Strategic Enrollment Plan Attainment Report
Provide Continuous Training• Established brown bag workshops to review and
discuss Hobsons training modules
• Brought in Whatcom Community College to discuss their implementation of AgileGrad prior to our implementation
• Utilized Tyler and Emily from Hobsons to present webinars to BTC staff and administration
• Just in time training by our Hobsons Guru:
• Training of new leadership team and work group members
• Meet with faculty to keep them informed
Collaborate with Hobsons Team
• Communication, communication, communication (weekly meetings)
• Agree on adjustments as soon as identified
• Negotiate respectfully
• Have fun!
• Treat them well when they visit campus!
BTC Results• Improved enrollment in first year by 5% in the fall, 7% in
winter, and 9% in spring (-1% average in the state of
Washington)
• Improved recruitment, retention and graduation of students
• Redesigned marketing, advising and curriculum
management
• Unexpected outcomes:
• Business office utilization of CRM
• Foundation/Alumni planned use
• Utilization of “Current Events” for enrolled students (e.g.:
Advising workshops)
• Used Connect to inform students about new Admissions
Scholarship
Lessons Learned• Important to have strong IT/Student
Services/Instruction partnerships at all levels
• Train, train, train
• Test, test, test
• Communicate, communicate, communicate
• Maintain a positive attitude
• Student success and access: focus on results
and mission
• Don’t forget the middle student
• Have fun!
• Celebrate your success!
In ReviewRemember: High Tec and High
Touch• Help one another• Innovate• Galvanize the village• Have a plan!
• Test• Expect Excellence• Communicate
• Train• Optimize resources• Utilize Best Practices• Collaborate• Have fun!