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Frameworks – What and Why?

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Frameworks – What and Why? Presentation at the UCISA 'Customer Liaison - A Framework for HE?' event on 22 April 2009 Chris Adie, University of Edinburgh

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Frameworks – What and Why? Chris Adie University of Edinburgh
Frameworks you may know… ,[object Object],[object Object],[object Object],[object Object]
Why have a framework? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
More benefits ,[object Object],[object Object],[object Object],[object Object],[object Object]
Dangers of frameworks ,[object Object],[object Object],[object Object]
Relevant Frameworks for Customer Liaison? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Consultation Institute ,[object Object],[object Object],[object Object]
Ladder of participation Citizen control Delegated power Partnership Placation Consultation Informing Therapy Manipulation Arnstein (1969) TCI Informing Consultation Acting together Supporting Increasing empowerment
Stakeholder Mapping Keep informed & satisfied (or move them to the right) Low Degree of interest Low High High Get them positively engaged Monitor (minimum effort) Keep well informed Power/Influence
Relationship Management at MIT ,[object Object],[object Object],[object Object],[object Object]
RM Maturity Model Best practices are followed and automated Optimized 5 Processes are monitored and measured Managed 4 Processes are documented and communicated Defined 3 Processes follow a regular pattern Repeatable 2 Processes are ad hoc and disorganized Initial 1 Management processes are not applied at all Non-Existent 0
RM Stage Model Capability Role Client Management Account Executive C Supply and Demand Management Broker B Marketing and Communications Management Publicist A No Relationship Undefined -
So what? ,[object Object],[object Object],[object Object]

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Frameworks – What and Why?

  • 1. Frameworks – What and Why? Chris Adie University of Edinburgh
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  • 8. Ladder of participation Citizen control Delegated power Partnership Placation Consultation Informing Therapy Manipulation Arnstein (1969) TCI Informing Consultation Acting together Supporting Increasing empowerment
  • 9. Stakeholder Mapping Keep informed & satisfied (or move them to the right) Low Degree of interest Low High High Get them positively engaged Monitor (minimum effort) Keep well informed Power/Influence
  • 10.
  • 11. RM Maturity Model Best practices are followed and automated Optimized 5 Processes are monitored and measured Managed 4 Processes are documented and communicated Defined 3 Processes follow a regular pattern Repeatable 2 Processes are ad hoc and disorganized Initial 1 Management processes are not applied at all Non-Existent 0
  • 12. RM Stage Model Capability Role Client Management Account Executive C Supply and Demand Management Broker B Marketing and Communications Management Publicist A No Relationship Undefined -
  • 13.