Evolution of an Enterprise Student Org
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Presentation from Salesforce.org Higher Ed Summit 2017 by: Rebecca Joffrey of Cornell University Faced with a classic case of the "Salesforce measles", Cornell University needed to create a strategic plan to move from 23 separate Salesforce implementations to an enterprise strategy. Join Rebecca Joffrey as she takes you through the steps taken at Cornell to convince senior leaders to invest in an centralized approach to CRM.
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Evolution of an Enterprise Student Org
- 1. Evolution of an Enterprise Student Org Rebecca Joffrey IT Innovation Officer Cornell University @RebeccaJoffrey
- 2. I sometimes describe my approach to academic leadership … as “bottom up, top down, bottom up.” —Cornell President, Martha E. Pollack
- 3. Evolution of an Enterprise Student Org Bottom Up: 1. Solve Customer Pain Points Bottom Up: 3. Connect to Business Processes Top Down: 2. Make the Case for an Enterprise Org
- 4. 1. Solve Customer Pain Points Getting Started in Cornell’s College of Agriculture & Life Sciences Pain Point Solution Outcome New Student On-Boarding Chatter 98% participation with increased ability to support students during a stressful time; 2700 posts and comments Students of Concern Service Cloud Reduced outreach time from 3 weeks to seconds getting students the resources they need and ,fewer end-of-semester meltdowns Course Add/Drop Advising Wave Move from anecdote to data to support student decision making Transfer Option Students Chatter 64% increase in applications Swim Test Pardot Reduced staff time needed to follow up, consistent outreach to all students
- 5. 2. Make the Case for an Enterprise Org Shifting from Departmental Intent to University Intent CRM Enterprise Blueprint (June) Proof of Concept for the “Point of Gravity” (Engaged and Global Cornell) (August) Presentations to Provosts and Deans to Secure Funding (October – January)
- 6. About CRM CRM systems are the second most rapidly changing core system area in higher education. 64% of universities use at least one CRM, up from 19% in 2011. − AACRAO and Educause The CRM landscape at Cornell includes 230+ custom apps and point solutions (e.g., Handshake, iModules); 19 separate implementations of Salesforce; and “best of class” centrally-supported applications (e.g., Qualtrics, Image Now). Increased adoption of CRM is putting stress on Cornell’s systems of record, data governance policies, and data security. 6
- 7. Salesforce Measles (and point solution measles!)
- 8. 1 3 4 5 14 14 19 0 2 4 6 8 10 12 14 16 18 20 2010 2011 2012 2013 2014 2015 2016 Salesforce “Orgs” at Cornell Source: Salesforce.org; updated 10/17/16 Cornell has 19 Salesforce orgs. We spend $266k per year on licensing and have spent $550k to date on implementation partners. 8
- 9. Salesforce Implementations $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 FY13 FY14 FY15 FY16 FY17 Recurring Licensing Costs Admin O&M One Time Implementation Costs Engaged / Global Project TODAY Lower cost, greater value Higher cost, lower value Savings • Leverage past capital investment • Limit integrations • Share O&M • Stabilize licensing with ELA
- 10. Almost every College is using or has expressed interest 10
- 11. Risk: College silos Just signed new contract Consultant starts this week Use cases expanding 11 • How do Global and Engaged Cornell operate across multiple orgs? • How does CIT support integrations with 19+ orgs? • How do we keep data consistent?
- 12. Bright Spot: There is desire to collaborate around audiences w/ Tech w/ JohnsonActive collaboration Active collaboration Discussions re: single ugrad org New Initiative 12
- 13. Proposal: Enable an audience-based point of gravity (Engaged and Global Cornell) 3. Corp Relations Collaboration with CCB 13 2. Student Svcs Collaboration with CALS 1 . S t u d e n t E x p e r i e n c e “ O r g ” l e d b y E n g a g e d a n d G l o b a l C o r n e l l
- 14. 3. Connect to Business Processes Establishing governance that drives the enterprise vision from the bottom up Campus Leadership Steering Committee Deans, Vice Provosts, and VPs Chair: Kevin Hallock, Dean ILR Working Group to ensure uniform student experience Student Services Heads in each College/School/Unit Chair: Ryan Lombardi, VP Student & Campus Life Student Services CALS/ILR Student Activities Engaged/Glob al Reporting Inst Research & Planning Project #1 Project #2 Project #3
- 15. Goals Parents GPA Address Activities Tutoring appointments Job offers Clubs Financial Aid T-shirt size Mentors Roommate GEOSPATIAL ENGAGEMENT LONGITUDINAL Kids Donations Campus Visits LAW SCHOOL HOUSING DATAAPPAPP APP 1) Focus on Data (for holistic view of constituent’s relationship over time with the university and improved student experience)
- 16. 2) Build Two “Apps” 1. Student Services (case management tools to be rolled out across interested Student Services offices) These tools will empower College advising teams to link students to appropriate individuals and resources for support, while ensuring that the services provided are effective, student-centered, timely, efficient, and equitable. 2. Student Activities (custom-built tools that allow students to discover and apply to opportunities) These tools will make it easier for students to find and participate in Cornell programs (scholarships, international experiences, research, engaged learning). They will provide Colleges and program units with program management tools and also with data that can be used for things like advising, program planning, travel registry needs, housing projections, donor reporting, and improving the student experience.
- 17. 3) Extend the “Apps” More Data Types Scholarships Research Fraternities Clubs More Units Colleges, Entrepreneurship Learning Strategies Center, CREA, PSP Student Services CALS/ILR Project #1 Student Activities Engaged/Global Project #2
- 18. Operations Security, Enterprise License Agreement, Support, Integrations Enterprise Org Data Model Architecture Analysis of CALS “Org” APP APP Define process by which new “apps” get defined, approved by Steering, funded, and built 4) Establish a Solid Foundation 3. 2. 1. CALS
- 19. Operations Security, Enterprise License Agreement, Support, Integrations Enterprise Org Data Model Architecture Analysis of CALS “Org” APP APP 5) Consolidate the “Front End” Experience 3. 2. 1. NEW APP
- 20. Keys to Success Focus on a single audience at first (not the lifecycle) Have a driving vision that brings people together (vs. a consensus model) Recognize all that has to happen foundationally to ensure success (Salesforce is “easy” – building for the enterprise is hard) Find solutions for groups that aren’t on board (e.g., reports that build bridges to central units, a “pilot”) Make it ‘theirs’ What has worked (so far) for Cornell
Editor's Notes
- Faced with a classic case of the "Salesforce measles", Cornell University needed to create a strategic plan to move from 23 separate Salesforce implementations to an enterprise strategy. Join Rebecca Joffrey as she takes you through the steps taken at Cornell to convince senior leaders to invest in an centralized approach to CRM.
- I sometimes describe my approach to academic leadership in these kinds of cases as “bottom up, top down, bottom up.” What I mean is, typically, ideas about new curricula bubble up from the faculty, often working with students, and then they come to the dean, the provost and the president. And then it’s our job – my job, leadership’s job – to assess these proposed initiatives in terms of university priorities, to identify where resources are available, to ensure that all the stakeholders are engaged, to work through any conflicts that arise, and provide suggestions and guidance that maximize the likelihood of success, based on prior experience. That’s the “top down” part. And finally, there’s the last “bottom up” part, and that’s the work of refining and implementing the ideas, which goes back to the faculty. Q&A with President Martha E. Pollack as she takes the helm April 17, 2017 http://news.cornell.edu/stories/2017/04/qa-president-martha-e-pollack-she-takes-helm
- Chatter: Incoming students feel like they are taken care of from the moment they are accepted to Cornell by onboarding them into Chatter. Our staff, as well as a dedicated group of Peer Advisors, answer new student questions over the summer 24/7. Because of this students feel heard by Cornell University and even better, feel that they have made connections with current students (and each other) before they even get to campus in the fall. Contacts/Cases: We have re-engineered the way that we identify students of concern early in the semester, allowing us to help them either find tutors, adjust their schedule, or perhaps find an underlying problem we were previously unaware of. By re-engineering, we automated outreach to instructors and advisors. Processes in the past were people entering random information into excel sheets, and then finally reaching out has drastically changed and this has resulted in a significant decrease in student meltdowns at the end of the semester. Examples: · Instantaneous follow-up when a student is not doing well in a course about the resources available to them on campus, this communication also includes their faculty advisor and athletics (if they are an athlete). · The follow-up to students who have health related concerns or are experiencing a family crisis at home. Our office will send out an initial email, but then follow up with the students two weeks later to see if they would like to meet to talk and discuss their options if they are struggling in their courses. · Special email to First Generation college students welcoming them to campus. Wave: Using analytics, we can finally identify where students need support course-by-course, student-by-student. We can identify who is struggling and what the likely outcome is just by using data that can be easily entered and then brought out in a series of easy to interpret reports. Pardot: Using a serious of “drip campaigns” that are fully automated we can reach out to students for a variety of reasons, helping them reach their goals in a timely fashion. An example of this is the swim test. We set up a series of emails, perhaps 4 of them, each a week apart, to those students identified as having yet to complete their swim test. If they complete it, the system marks them off, and they don’t receive the second email. If they don’t complete the swim test, they get the second email, and then the third, and then the fourth. This saves staff time as well as gets out to the student with plenty of time to complete the task, and with frequent reminders to a specific group of students. Example from Jo-Lynn: A student came in today from Human Ecology – one of his CALS friends had shown him our career tile in Chatter “Summer Experience Funding, Housing & Resources.” He was looking for funding resources but said his office couldn’t help him and he wanted to know if he could have access to the resources in that tile. So once again, having chatter maintain a place for these tiles and information that make it readily available for our students is another step ahead of our contemporaries in other colleges. (Just out of curiosity I looked at the Humec website, and they have no info about summer funding).
- CIT needs to develop an informed position on how we will approach constituent engagement, how we can best support the units implementing CRM, and how the University might harvest value from this new class of technology. What is CRM? Technology that can help universities automate, manage, and analyze interactions with constituents. The purpose of CRM is to provide a consolidated view of constituents in order to improve the constituent experience and enhance institutional decision making.
- We needed a point of gravity – to draw people together around an enterprise strategy
- To be fair – Salesforce measles is still a problem…
- salesforce is being used in the AAP to track student internships, jobs, program and workshop attendance, as well as where are alumni are and what employers are engaging with our students and graduates. I hope that's helpful.
- Proposal: Enable an audience-based point of gravity (Engaged and Global Cornell)
- These are University-wide initiatives that will touch all students and also faculty, staff, and partners (i.e., it’s a strong point of gravity). A unified view of a student’s experience will enable more efficient grants management, measurement of program impact and outcomes, and tracking of students off-campus (emergency management). There are more than 200 ”program offices” at Cornell with similar needs (Entrepreneurship at Cornell, Center for Regional and Economic Advancement, research programs, etc…) that can take advantage of the platform once built.
- You can go in many different directions Talk about approach How Salesforce “works” (tools to build apps) Start with Apps that enhance the data (then others can benefit from that data); also, it’s important to make sure there is enough in the Service being provided that is real and valuable to units (if you roll out cases without good info in the system, people will lose interest)
- Future directions could be: Faculty Advising Marketing Directories Tutor scheduling tool We’re on a good road. Stay on this road and iterate, learn, figure out what is next Applications that will both use the data model and inform the data model
- Extend the “Apps” (adoption) Utility apps that were built years ago Once in place (solve problems; pain points vs. installing technology; pick a pain point) STEM Tracks Don’t pursue arts [ask Dave V] Support for students who aren’t in fraternities / career path visibility Don’t go on exchange Scholarship eligibility Dean’s email: which students for this award?
- We have to get this right… Like you, I was not in CIT before so all this work is invisible but significant. It’s the reason that when you say, can’t you “just” xxxxxx It’s also why a central instance makes sense. The fact that the apps are easy to build.. Infrastructure of an enterprise system is crucial
- We have to get this right… Like you, I was not in CIT before so all this work is invisible but significant. It’s the reason that when you say, can’t you “just” xxxxxx It’s also why a central instance makes sense. The fact that the apps are easy to build.. Infrastructure of an enterprise system is crucial
- Had to start small! Otherwise couldn’t show success People are hungry for a vision for this thing…