The path to partnership excellence: Best practices from the University of Bristol

In June, we had the pleasure of inviting Frances Frith as a guest speaker at one of our partnership training courses. Frances was in charge of outlining the partnership approach at the University of Bristol, and the main challenge they were facing was that activities between specific companies and the university were not well-coordinated: Staff managed partners inconsistently, leading to different processes and costs for the same partner across different faculties. They were also missing opportunities to partner with larger companies on major initiatives. This transformation in partnerships management aimed to make the university the partner of choice. We have gathered some of the key elements she shared during the session below.

Initial steps

As a first step, a central partnership team was created to develop and support the institution’s strategy and capability around partnerships. This team developed a holistic vision and approach that incorporated all types of partnerships, ensuring consistent development and management across the university. The goal was to coordinate all necessary elements—people, resources and partnerships governance— across the university. At the initial stage, distinguishing between transactional and strategic partnerships was crucial. Transactional partnerships involved single projects with one type of activity, while strategic partnerships represented long-term relationships with diverse activities across the university, often involving multiple faculties.

Systems approach & vision

The success of this initiative was due to a systems approach, integrating people, networks, resources, and system governance. Senior-level commitment was essential for its broad-reaching impact across the university. One of the keys to success was presenting the plan and goals to the partnership management group: having a clear vision helped unify people towards shared goals and to gain their support.

Developing partnerships

But how are partnerships developed? Partnerships could start with one company engaging in various activities with one part of the university, potentially growing into strategic partnerships involving multiple faculties. It was important to develop a shared understanding across the university of the different types of partnerships.

Partnership management group

Frances chaired the partnership management group, which oversaw and managed the institutional portfolio of current and potential strategic partnerships. This small group, consisting of one business engagement representative from each faculty and heads of the corporate and civic partnerships team, made decisions and monitored the value delivered by these partnerships against the university’s strategic priorities. The group regularly evaluated partnerships based on predefined criteria, including research and enterprise alignment, collaborative research engagement, income generated, educational and civic alignment, and the strength of the relationship.

Partnerships team

The Partnership Management group was in touch with the Partnership Team, made of key account managers, each managing a portfolio of strategic partnerships. They worked with key people within the university and the partner organisation at both strategic and operational levels, ensuring that the strategic conversation was maintained and not reduced to specific project discussions. They also monitored activities to align with the overall goals of the partnership.

Cultural change

A significant cultural change was necessary for this initiative to succeed. Initially, there were frustrations and conflicts, but through various activities, the partnerships team brought people together from across the university. This helped them understand each other’s roles and build shared understanding, confidence, and trust. The partnership management group was crucial in fostering trust, understanding, and common purpose among key senior people across faculties and professional services.

Supporting resources and systems

Key resources and systems that supported this cultural change included a CRM system, crucial for sharing information about activities with external organisations and enhancing professionalism. They also developed a partnership portal (website) that explained how partnerships were managed and provided guidance and resources for consistent and effective partnership development. The partnerships pipeline, a spreadsheet updated by the partnership management group, complemented the CRM system by providing an overview of existing and potential strategic partnerships and their alignment with the university’s strategic priorities, aiding strategic planning and resource prioritisation.

Partnership portal setup

The portal outlined what a strategic partnership is constituted of, with a resources page that offered documents for business engagement canvases and a repository of presentations for corporate partners. It detailed the activities of different partners and what type of support was provided by the team and other university teams for strategic partnerships, including a guide for setting up various activities. It also outlined the different ways partners could engage with the university, categorised into five areas: student engagement, research, commercial activity, sponsorship and donation, and continuing professional development. Each category provided descriptions and contact information for relevant university personnel, ensuring professionalism.

Meeting management

Needless to say, each strategic partnership is treated on a case-by-case basis, with account managers and partner referents determining the appropriate meeting frequency. While other communications can occur between the university and the partner, focusing communication through the account managers prevents partners from being overwhelmed by requests from various university members.

Frances Frith’s insights into the University of Bristol’s partnership strategy highlighted the importance of a well-coordinated and strategic approach to managing partnerships. By establishing a central partnership team, appointing key account managers, and fostering a culture of shared understanding and trust, the university was able to transform its partnerships into mutually beneficial relationships. The implementation of a CRM system and a partnership portal further supported these efforts, ensuring consistency and professionalism. This comprehensive approach not only enhanced the university’s ability to collaborate with external organisations but also positioned it as a preferred partner for major initiatives. The key takeaway is that successful partnerships require strategic planning, consistent management, and a collaborative culture, all driven by a clear vision and senior-level commitment.

Ready for more?

Our partnership training courses are designed to empower professionals in building strategic and impactful collaborations. These courses offer systematic approaches to identify, initiate, and sustain partnerships that align with institutional goals. Participants gain hands-on experience, mentoring, and tools to develop personalised action plans, ensuring tangible outcomes.

Perfect for professionals in university-industry collaboration, our courses encourage networking, knowledge exchange, and practical implementation.

Dalila de Filippo (author) is the Training Operations Coordinator at UIIN.