Download Develop communication strategies and infrastructures to engage

Student Affairs Strategic Planning Guide—2011-2012
PHASE 1
Division of Student Affairs Strategic Planning Initiative 4:
Develop communication strategies and infrastructures to engage and inform
stakeholders
Initiative Group Leader (s):
Ryan Collay SMILE/OPCP
Kent Sumner MU
(Eric Hansen UHDS)
Initiative Group Leader (s) Contact Information (email, phone):
Maureen
Ryan
Eric
Robert
Wendy
Martin
Neha
Brent
Kent
Jen
Julia
Lindy
Melody
Childers
Collay
Hansen
Lamb
Little
Main
Neelwarne
Redpath
Sumner
Busick
Sandidge
Osborne
Oldfield
Disability Access
Services
SMILE/OPCP
UHDS
Admissions
RecSports
Registrar
Student Affairs
NSPFO
Memorial Union
Career Services
Student Media
INTO-OSU
University Marketing
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Executive Summary:
Intentional, robust, and sustained marketing and communications efforts at the division-wide level
have been identified in the Student Affairs Strategic Planning process to be essential strategic
components for effective engagement with internal and external audiences. The goals of this effort
is to intentionally link these efforts to telling the "Student-Centered Story" that supports the mission
and vision of Student affairs. Through conversations and efforts of the members of the Student
Affairs Communications Group, it has become clear that a dedicated and professional approach is
important and necessary to support the goals and aspirations of the division and its units. There is
both a desire and a need to better tell the story of students and the role of these efforts in
supporting student's and the impact of Student Affairs (See Appendix A – Telling the Student
Affairs Story). There is also a need to articulate the work and nature of collaboration, to enfold the
partnerships and stakeholders in these efforts and in telling the story of the division and how it
contributes to student success. This goes well beyond "making a pitch". It involves strategically
assessing, planning, and messaging to engage stakeholders with a goal of helping to better define
the value added by Student Affairs so we can collectively plan, communicate, and behave in ways
that reinforce those benefits to students and the community. As such, the Division of Student
Affairs will require the identification and development of people, plans, and processes in order to
address needed efforts around marketing and communications. This recommendation is offered in
response to the charge of the Student Affairs Communications and Marketing Initiative #4 Subcommittee to identify solutions to the presenting issues.
The Student Affairs Communications and Marketing Initiative #4 Sub-committee submits the
flowing strategic activities as recommendations for consideration:
4.1 - Develop and fund student affairs marketing/communications position(s)
4.2 - Create and charge a permanent Student Affairs Communications Council using the
development of the Student Affairs Assessment Council as the model
4.3 - Develop a Student Affairs Marketing and Communications Plan
4.4 - Develop an infrastructure to support Division and Unit marketing and communications
efforts
There is a priority order to the recommendations, and the roles within each, as developing these
needed components to meet the stated objectives requires the implementation steps link in stated
sequence. Each step assures intentionality to meeting the requirements of what comes next in the
sequence.
Additional details are attached for each of the recommendations including proposed budgets,
relationship diagrams, and example position descriptions. Once general agreement on the
conceptual direction and priorities are confirmed, the sub-committee is willing and interested in
more fully explore the best approach for implementation.
Intended Outcomes/Outputs
Program Outcomes:
1) Concise values statements reflecting SA mission, values and goals to internal and external
stakeholders (i.e., who we are, what we represent)
2) Stronger, clearer messages about the value-added of Student Affairs-led effort for internal
and external stakeholders (i.e. students' learning and development, university marketing
and communication)
3) Increased capacity for informing and connecting potential users of SA services with our
offices and departments
4) A sustainable marketing and communications infrastructure (i.e. people, resources, spaces,
etc.) to support the goals and values of SA and the necessary assessment to assure we are
adaptive and responsive
5) Additional advising support and integration for individual SA department’s
marketing/communications efforts
Outputs
1) Increase SA marketing/communication messages and collateral via paper, electronic,
person with internal and external stakeholders
2) Create marketing/communications plan and methods of assessing the effectiveness on SA
marketing.
3) Increase in quality marketing collateral
4) Increase awareness of internal and external stakeholders regarding SA contribution to the
universities’ mission and goals
5) Increase alignment with university and departments within SA
6) Increase awareness and understanding of SA principles, values, and services.
7) Increase participation in SA/SA department-sponsored services, activities, events
Benchmarks
• East Caroline University - http://www.ecu.edu/cs-studentaffairs/samarketing/
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Illinois State University - http://www.studentaffairs.ilstu.edu/vicepresident/division_resources/StudentAffairsMarketingCouncil.shtml
Ohio University - http://www.ohio.edu/studentaffairs/marketing.cfm
The Ohio State University - http://studentlife.osu.edu/leadership/1/#profile-17
Columbia University http://www.studentaffairs.columbia.edu/comdev/groupres/commandmarketing
Proposed Activity 4.1: Develop and fund student affairs marketing/communications position(s)
Initiative Subgroup:
Kent Sumner - Convener
Julia Sandidge
Melody Oldfield
Proposal 4.1
As the Division of Student Affairs aspires to develop marketing/communication strategies and
infrastructure to engage and inform it stakeholders and tell their story, there needs to be a central
office to focus the diverse messages from throughout the division. Student success and retention
is dependent on student awareness of the support systems and environments provided by the
Division of Student Affairs. Through an effective marketing/communications plan managed by this
centralized role (i.e. Student Affairs Marketing & Communications Director), the division can
effectively engage communities, provide information and encourage student development through
university programs, services and activates.
Roles
The Student Affairs Communications/Marketing role serves as the marketing and communications
officer to promote and advance the interests of the Division of Student Affairs, its individual
departments and to tell students stories. Develops and implements marketing/communication
plans for the Student Affairs and consults with departments on individual
marketing/communications plans. The position helps articulate the programs and service provided
by Student Affairs to students and other internal and external audiences. Informs students, staff,
faculty, parents and other constituent groups about key office goals, initiatives, policies and
decisions within the division. Identifies marketing / communications needs, determines tactics, and
develops materials and assess the effectiveness of marketing/communications efforts. Responds
to incoming media and other public inquiries; identifies and implements strategies to gain positive
media attention. Works with Student Affairs Leadership Team to address crisis communications.
Serves as the primary Division liaison to other communication personnel at the University.
Monitors social media activities and develop strategies for the Division of Student Affairs and its
departments to be part of the community.
Experience
• Bachelor’s degree in marketing, communication, journalism or other related fields
• Five or more years as a communications professional
• Experience in Higher Education
• Supervisory and budgeting experience
• Demonstrated ability to relate to college age students
• Demonstrable commitment to promoting and enhancing diversity
See Appendix B for proposed Logic Diagram, and Appendix C for example position
descriptions
Activities
• Leads division-focused marketing/communications planning
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Develops tactics for effective messaging of SA and tell student stories
Develops assessment methods to measure effectiveness of marketing/communication
efforts
Brand Development and Management
Develops marketing material for SA, both print and online presence
Convenes and manages the SA Communication Council
Serves as primary liaison with other marketing/communication individuals and groups on
campus
Structure
1) Reporting structure:
Version A:
The Marketing & Communications Director would be a member of the SALT team
and report directly to the Vice Provost of Student Affairs. A support system would
need to be developed for the director that included Project Manager/Office
Coordinator, Copy Writer, Graphic Designer, and Online Marketing Coordinator.
This could be accomplished in several ways including:
• Hiring fulltime staff member for each area
• Utilizing a mix of fulltime, part time and student staff to cover each area
• Contracting with University Marketing to use their creative team ($50 per
hour)
• Contracting with an outside advertising agency
Version B:
University Relations and Marketing (URM) would hire a staff member dedicated to
the Division of Student Affairs (OSU Foundation Officer model). This URM staffer
would be member of SALT but report to the Vice President for University Relations
and Marketing. Their support system would be the existing URM creative team with
charges to Student Affairs for additional staff.
Version C:
Two to three current department marketing/communications staff would be given
release time to co-lead the marketing and communications efforts of the Division of
Student Affairs. These staff members would be members of the SALT team and
have dual reporting relationships to their current directors and also to the Vice
Provost of Student Affairs. A support system would need to be developed for the
director that included Project Manager/Office Coordinator, Copy Writer, Graphic
Designer, Web & Digital Media Developer, and Social Marketing Coordinator. This
could be accomplished in several ways including:
• Hiring fulltime staff member for each area
• Utilizing a mix of fulltime, part time and student staff to cover each area
• Contracting with University Marketing to use their creative team ($50 per
hour)
• Contracting with an outside advertising agency
Version D:
One current department marketing/communications staff would be given 0.5FTE of
release time to co-lead the marketing and communications efforts of the Division of
Student Affairs. These staff members would be members of the SALT team and
have dual reporting relationships to their current directors and also to the Vice
Provost of Student Affairs. A support system would need to be developed for the
director that included Project Manager/Office Coordinator, Copy Writer, Graphic
Designer, Web & Digital Media Developer, and Social Marketing Coordinator. This
could be accomplished in several ways including:
• Hiring fulltime staff member for each area
• Utilizing a mix of fulltime, part time and student staff to cover each area
• Contracting with University Marketing to use their creative team ($50 per
hour)
• Contracting with an outside advertising agency
Version E:
The creation of a graduate assistantship position was considered and rejected as a
viable solution due to potential challenges around:
• Continuity of long-range strategic planning
• Continuity of tactical/relational issues given breaks and two year cycle
• Professional skill sets
• Time and focus on marketing/communications priorities
• Credibility with senior leadership
• Little financial benefits
If Versions A, B, C, or D (or close approximations) are not viable, it is recommended
to not create a marketing/communications role for the Division. See Appendix B for
Tiered Decision Logic Diagram.
2) Proposed Budget
Version A – Phase I
Director of Marketing & Communications (1.0FTE)
OPE
Student Staffing
Projects
Office Equipment & Software
Office Services & Supplies
Total
$80,000
$39,000
$10,000
$50,000
$6,000
$5,000
$180,000
Version A – Phase II+ (as needed)
Director of Marketing & Communications (1.0FTE)
Project Manager/Office Coordinator (APS)
Copy Writer
Graphic Designer (GA2)
Online Marketing Coordinator (PIR1)
OPE
Student Staffing
Projects
Office Equipment & Software
Office Services & Supplies
Total
$80,000
$33,000
$36,000
$32,000
$36,000
$114,000
$10,000
$50,000
$6,000
$5,000
$392,000
Version B –
Associate Director of Marketing & Communications (1.0FTE)
Project Manager/Office Coordinator (APS)
Copy Writer
Graphic Designer (GA2)
Online Marketing Coordinator (PIR1)
OPE
Student Staffing
Projects
Office Equipment & Software
Office Services & Supplies
Total
$70,000
$TBD
$TBD
$TBD
$TBD
$TBD
$TBD
$50,000
$6,000
$5,000
$TBD
Version C –
Co-Directors of Marketing & Communications (1.0FTE)
Project Manager/Office Coordinator (APS)
Copy Writer
Graphic Designer (GA2)
Online Marketing Coordinator (PIR1)
OPE
Student Staffing
Projects
Office Equipment & Software
Office Services & Supplies
Total
$60,000
$TBD
$TBD
$TBD
$TBD
$TBD
$TBD
$50,000
$6,000
$5,000
$TBD
Version D –
Director of Marketing & Communications (0.5FTE)
Project Manager/Office Coordinator (APS)
Copy Writer
Graphic Designer (GA2)
Online Marketing Coordinator (PIR1)
OPE
Student Staffing
Projects
Office Equipment & Software
Office Services & Supplies
Total
$30,000
$TBD
$TBD
$TBD
$TBD
$TBD
$TBD
$50,000
$6,000
$5,000
$TBD
Formal and Informal Relationships
1) Formal
i) Direct Staff
ii) Student Affairs Leadership Team
iii) Student Affairs Communications Council
iv) SA Development Officer
v) University Relations & Marketing
2) Informal
i) OSU News and Communications
ii) IMC Network
iii)
iv)
v)
vi)
vii)
OSU Alumni Association
Alumni
OSU Foundation
Family and Public Outreach
Student Leaders
See Appendix D – Support System and Appendix E – Relationship Chart
Next Steps
What specific milestones need to be accomplished to implement the strategic activity and reach
the identified outcomes and outputs?
Recommendations 4.1
Solicit feedback from SALT to finalize alignment of desired outcomes that could help inform
final marketing/communications position.
The sub-committee has reviewed other Marketing/Communication positions from other
universities and other OSU departments. We have two items that we feel are important.
1. Because of the scope and relationship required for this position, we believe that it
can only be handled by a full time staff member (either version A, B, or C would be
acceptable). If the position was managed by a part time or graduate student, it
would be counterproductive to the work required.
2. This position needs a support system. The support system could be handled in
different ways, but the financial resources need to be allotted to cover the costs.
3. If the decision is made to proceed then the following steps should be made:
i. Decision on reporting structure
ii. Development of actual position description(s)
iii. Identification of actual budget
Proposed Activity – 4.2: Create and charge a Student Affairs Communications Council
Initiative Subgroup:
Wendy Little – Convener
Jen Busick
Marty Main
Proposal 4.2
It is recommended that a Student Affairs Communications Council be developed. To be
most effective, the work of the Student Affairs Marketing & Communications Director will
need to be leveraged with the perspectives, creativity and effort of marketing and
communication colleagues throughout the Division and university. This group will be a
learning community, an advisory group and a working group to support the marketing and
communications mission of the Division of Student Affairs. The groups will be a resource to
gather student's stories from throughout the departments. Depending on the charge and
participation, this council may replace the current Student Affairs Communications Group
structure and mission.
Roles
1) Identify and articulate outcomes and outputs sought from SALT, current SA Comm Group,
other stakeholders and subject matter experts, with the intention to develop specific
strategies and tactics to accomplish. May include:
a) Advise Student Affairs Marketing & Communications Director regarding:
i) Division-wide Focus:
(1) Advancing Student Life (out-of-class stories, group/collaboration)
(2) Alignment with campus and community stakeholders
(3) Policy development based in best practices
(4) Implementing documents/plans/messages into more accessible messages to
better communication for specific audiences (internal and external)
(5) Implementing consistencies and connections between departments (themes,
look, activities)
(6) Discovering common Student Affairs values and expectations
(7) Supporting development/fundraising work
(8) Providing infrastructure to archive/manage media (i.e., misc. logos, artwork,
images, final publications for all SA departments)
ii) Unit Support:
(1) Best practices for getting things done
(2) Orienting/Training SA staff to become SA brand ambassadors
(3) Assisting in the development of division and unit marketing plans and
connection to assessment and SALT (Could use Unit Assessment Plans as a
model)
2) The Student Affairs Communications Council will provide an environment for shared
learning and collaboration.
a) Develop and maintain a marketing resource guide (internal & external channels,
vendors, etc.)
b) Identify areas for collaboration
c) Continuing education - Invite speakers, hold workshops (may be sub meetings for those
interested)
d) Strive for consistency – pricing, quality, message, templates, infrastructure
3) Support student learning and goals within student affairs (may overlap with academic class
requirements). Experiential learning opportunities.
a) Clearinghouse to connect students looking to do projects with units that need projects
done.
b) Consistent way to connect students to these opportunities within our division. Might be
in collaboration with another Student Affairs Strategic Plan Initiative (#2).
Activities
1) Marketing/Communications Planning
2) Brand development
3) Standardized graphic identity
4) Resource guide
5) Shared learning opportunities
Structure
3) The Communications Council will be facilitated in a manner consistent with the division’s
Assessment Council. It will be charged by the Vice President for Student Affairs and will be
chaired or convened by the Director of Marketing & Communications The Council well be
include interested staff from a variety of departments and programs within Student Affairs
and other interested partners and stakeholders.
a) The group will meet quarterly to talk about division-wide goals. In addition, there will be
educational meetings, workshops, or workgroups taking place throughout the year at
separate meeting times.
b) All meetings are open for anyone on campus to attend.
4) Budget
a) Professional Development, $1000
5) Other needed resources
6) If full proposal cannot be implemented, is there a phase in approach that could work?
a) Will not start a Student Affairs Marketing Council unless a director is hired. Will continue
with Student Affairs Communications Group that is currently meeting.
Formal and Informal Relationships
Formal
3) Invitation to all Student Affairs Departments, encourage those in marketing/communication
roles.
4) Student Representatives, encourage units to invite their students that have an interest.
5) At least one Head Academic Advisor
6) At least one professor(s) that is connected to Faculty Senate or other faculty network
Informal
1) University Relations and Marketing Colleagues
2) Integrated Marketing Communications (IMC) Network Colleagues
Next Steps
What specific milestones need to be accomplished to implement the strategic activity and reach
the identified outcomes and outputs?
Recommendations 4.2
1. Hire a Student Affairs Marketing Communications Director
2. Establish and charge the Student Affairs Communications Council
3. Develop the Student Affairs Marketing Plan, led by the Student Affairs Marketing
Communications Director and supported by the Student Affairs Communications
Council.
Can some tasks be delegated to subgroups? If so what subgroups are needed?
Subgroup: Continuing Education Group
Leader:
TBD, someone from the council
Task:
Define desired learning of group, invite speakers, schedule meetings.
Inform the group of webinars, conferences, and other educational
opportunities. Set-up fieldtrips and presenters.
Members: TBD
Subgroup: Marketing Resource Guide Group
Leader:
TBD, someone from the council
Task:
Maintain an online document with resources for internal and external
communications.
• Specifications for promotion channels on campus as well as
contacts (identify inconsistencies for discussion at the council
meetings)
• Vendors list
• Organize make tools available (ex: marketing plan how-to,
templates, etc.)
Members: TBD
Subgroup: Other subgroups / workgroups will emerge to work on items identified in
the Student Affairs Marketing Plan. (Ex: student stories or proof points)
Leader:
TBD
Task:
TBD
Members: TBD
Proposed Activity 4.3: Develop a Student Affairs Marketing and Communications Plan
Initiative Subgroup:
Ryan Collay - Convener
Maureen Childers
Rob Lamb
Neha Neelwarne
Proposal 4.3
One of the fundamental tools for the Student Affairs Director of Marketing & Communications and
the Student Affairs Communications Council will be the development of a marketing and
communications plan. This will provide an opportunity for broad dialogue with stakeholders in the
process of identifying division-wide marketing and communications needs and priorities. From this
agreement will be developed targeted audiences, strategies and tactics to employ the plan.
Roles
a) Under the direction of the Student Affairs Marketing & Communications Director
develop a plan that includes:
i) Scope
(1) Division-wide Focus:
(a) Identify and prioritize SA messages and audiences
(b) Advancing Student Life (out-of-class stories, group/collaboration)
(c) Alignment with campus and community stakeholders
(d) Policy development based in best practices
(e) Implementing documents/plans/messages into more accessible messages to
better communication for specific audiences (internal and external)
(f) Implementing consistencies and connections between departments (themes,
look, activities and students stories)
(g) Discovering common Student Affairs values and expectations
(h) Supporting development/fundraising work
(i) Providing infrastructure to archive/manage media (i.e., misc. logos, artwork,
images, final publications for all SA departments)
(j) Create clear and welcoming messages for the built environments
(2) Unit Support:
(a) Best practices for getting things done
(b) Orienting/Training SA staff with training on policies and best practices to
become SA brand ambassadors
(c) Assisting in the development of unit marketing plans and connection to
assessment and SALT (Could use Unit Assessment Plans as a model)
(3) Community Connection:
(a) Collaboration with campus and community stakeholders
(b) Collaboration and coordination with University Marketing
(c) Working with the OSU Foundation
(d) Understanding the broader reach to communities and stakeholders that
includes families, pre-college programs
(e) Reaching into the underrepresented communities to support college access
b) Role of plan (not a limited list of activities)
i) Serve as a guiding, alignment, and focus tool for division-wide marketing and
communication priorities
ii) Assure that Marketing & Communications Director function meet the strategic
needs of the division and the university
iii) Define the necessary collaborations within units and across campus
iv) Provide direction and coherence to SA communication and marketing activities
v) Assure support and funding for these activities
vi) Support professional development for staff and faculty including, but not limited to:
(1) Provides a formal collaborative structure that supports marketing and
communication goals of the division
(2) Increases the role of informal partners such that they become part of the formal
structure
(3) Increases the number of informal partners through collaboration and outreach
(4) Creates the necessary training on messages and support materials for the units
and the division
c) Sequence
i) Engage stakeholder community in identifying marketing and communications needs
and priorities
ii) Benchmark national best marketing and communications practices in students
affairs, universities, and other industries
iii) Develop strategies for target audiences in alignment with the OSU strategic goals,
learning outcomes, and the integrated marketing communications plan (IMC) 3, as
well as the articulated division guiding principles, values, and goals.
iv) Develop positioning statement for the division
v) Develop marketing and communication tactics including marketing channels,
vehicles, and collateral as well as priorities and timelines
d) Assessment
i) Develop methods to assess effectiveness of marketing and communications efforts
including awareness raising, reputation/brand development and behavior
modification.
ii) Develop outcomes and output measures that reflect the need for coherence and
collaboration
iii) Engage Student Affairs Communications Council in defining those metrics that are
initially supportive of collaboration and integration
iv) Begin the process of annual refection and staff development addressing questions
including:
(1) How will data be collected?
(a) Each unit will provide an annual reflection of the goals and objectives linked
to outputs and outcomes
(b) These reflections will be collected by the Student Affairs Communications
Council and the Marketing & Communications Director to create a
comprehensive document
(2) How will data be used?
(a) The annual reflection will drive the review of needs with the Director’s
position and unit management
(b) Each unit will define needed materials, resources
(3) How do we support reflective practice?
(a) Through the Community of practice in the Student Affairs Communications
Council
(b) Through both unit reflections as well as division wide reflections
(c) Through refining and define those plans elements designed to make a
change or meet a need
Activities
1) Identify and articulate outcomes and outputs sought from SALT, current SA Comm Group,
others, but not dictate specific strategies and tactics to accomplish.
2) Develop strategic marketing communications target audiences and goals (For example see
Appendix F – U of O Student Affairs Marketing & Communications Plan)
3) Develop tactical activities, timelines and metrics
4) Measure outcomes/outputs
5) Other?
Next Steps
What specific milestones need to be accomplished to implement the strategic activity and reach
the identified outcomes and outputs?
Recommendations 4.3
1. Hire a Student Affairs Marketing Communications Director
2. Establish the Student Affairs Communications Council
3. Develop the Student Affairs Marketing Plan, led by the Student Affairs Marketing
Communications Director and supported by the Student Affairs Communications
Council.
Proposed Activity 4.4: Develop an infrastructure to support Division and Unit marketing and
communications efforts
Initiative Subgroup:
Eric Hansen – Convener
Wendy Little
Kent Sumner
Proposal 4.4
There are a number of infrastructure tools and processes that should be developed to help
department, division, (and campus) marketers and communicators improve the quality of efforts
and leverage resources including standards, training, images, software, equipment, time and
money.
Roles
1) Identify and articulate outcomes and outputs sought from current SA Comm Group, others,
but not dictate specific strategies and tactics to accomplish.
a) Under the direction of the Student Affairs Marketing Communications Director and in
collaboration with University Relations and Marketing, develop systems that include:
i) Best practices for infrastructure support (i.e. software, file sharing, training, etc.) for
marketing and communications
ii) Implementation of systems and tools that would assist in increasing effectiveness
and efficiency of creative resources including proof points, photos/images,
marketing and communications (MarCom), plans, vendor contracts, etc.
iii) Training opportunities for division communicators in utilizing infrastructure tools.
Activities
a) Identify searchable database tool to post and retrieve student stories/proof points that
are in alignment with university, division, and department goals.
b) Research and develop training for effective marketing and communications assessment
to ascertain marketing return on investment (MROI)
c) Explore capabilities of current media management software (e.g. Final Cut Server) for
creative resources beyond images (i.e. video, native files, final publications, etc.)
d) Develop training for media management software (e.g. Final Cut Server)
e) Develop criteria and protocol for tagging images/videos
f) Develop training needs assessment survey
g) Identify searchable database tool to post and retrieve division and department MarCom
plans
h) Explore calendaring software with Central Web Services for events for:
i) Improved internal and external communication
ii) Reduction of competing programming
iii) Opportunities for collaboration
i) Develop comprehensive list of promotion opportunities and protocol throughout
campus
j) Develop list of Integrated Marketing Communications (IMC) brand-certified creative
vendors including plans for future contracts. Look for opportunities to add to contract
terms to leverage time on campus.
Structure
1) Prioritize infrastructure needs with department communicators, University Relations and
Marketing, campus IMC communicator colleagues, and Student Affairs Leadership Team
(SALT).
2) Pool any financial investment in marketing and communications infrastructure with campus
marketing and communications colleagues in colleges, University Relations and Marketing,
Division of Outreach and Engagement, etc.
Next Steps
What specific milestones need to be accomplished to implement the strategic activity and reach
the identified outcomes and outputs?
Recommendations 4.4
1. Hire a Student Affairs Marketing Communications Director
2. Establish the Student Affairs Communications Council
3. Develop the Student Affairs Marketing Plan, led by the Student Affairs Marketing
Communications Director and supported by the Student Affairs Communications
Council.
4. Work with campus partners to address infrastructure needs and collaborative/shared
solutions
Appendix A – Telling the Student Affairs Story
Telling the Student Affairs Story: What does it look like when we are done? Adapted from a Student Affairs Communications Group meeting July, 2010. Individuals (Faculty, Staff & Students) within SA Departments are able to communicate clearly and
consistently what SA contributes to the university and the lives of students. A unified sense of
student affairs describing who we are, what we do, and why it matters.
• Themes are integrated into our daily work (annual report) and future planning (if this is who
we are what does that mean for what we do) / Focus / Evidence
• Values are clear, so when recruiting and hiring employees we & they can better evaluate fit
with the organization.
The SA Leadership Team, Assessment Committee, & Communications Group are all working
together towards achieving the same goals and are speaking the same language.
• SALT is creating the vision and direction / goals, ensuring alignment with the university and beyond, defining the curriculum / learning outcomes (SACG proposes that these are tied to life skills, development, & community) that creates opportunities for proof points and stories that demonstrate who we are, and addressing the gaps in what our curriculum is and what reality is. • SA Comm Group is crafting the message in a way that best reaches our target audience and working with departments, SALT, Univ. Marketing to deliver the message. They are the ones that will articulate and deliver the message in a way that aligns with the OSU brand essence. This group will compile the proof points and hone and edit them as messages to get back out. • SA Assessment is measuring our success at delivering the curriculum / learning outcomes and the message and identifying gaps in what we say and what we do. This information will be reported back to SALT and SA Comm Group. Students can talk about / articulate the benefits they gained outside the classroom. Students
clearly understand the values of OSU and can make decisions on their fit with OSU (even prior to
enrolling).
• SA is the heart and soul of OSU, strengths are in service and support for the community, our values are the values people see as constituents of the university SA Clearly Connected with IMC & OSU Brand
• OSU Essence: Mindful, Achieving, Authentic, Confident SA Goals & Theme Areas: Life Skills, Development, Community Proof Points for SA Marketing, Promotion, Demonstration, Communication of SA Story…who we are, what we do, why it matters. Systems for sustainability and manageability
• Constantly soliciting proof points and stories to support our themes /messages /story • Live the brand & values all the time… don’t just think about it when we report annually o A message that is simple and that sticks, vibrant and relevant all the time o Catalyst to spur constant awareness and presence in what we do and how we act Tools & templates available to people in SA doing marketing & communications.
Appendix C – Sample Position Descriptions
Florida State University
Division of Student Affairs
Position
Director of Marketing and Communications
Salary Range for Requisition
The salary will be commensurate with experience.
This is an A&P 04 position.
Responsibilities
•
Coordinates all marketing and communication strategies for the DSA general office and the
following units: Oglesby Union (Flying High Circus, Student Life Center, Student Services
Building, and Central Posting), Campus Recreation, The Career Center, The Center of
Academic Retention and Enhancement, The Center for Global Engagement, The Center for
Leadership and Civic Education, The Dean of Students, The Center for Multicultural Affairs,
The Office of Research, Student Government Association, Thagard Student Health Center,
The University Counseling Center, and University Housing.
•
Supervises the Art Director in project management, conception, artistic design, and
execution of all advertisements, print materials and other visual elements.
•
Supervises the Web Developers in the design & maintenance of all electronic marketing
(web pages, publications, advertisements, & graphics) for the Division.
•
Supervises the Research and Assessment Coordinator in the development, coordination,
and maintenance of Oglesby Union research data, assessment efforts, database
information, studies, reports, and products.
•
Supervises and provides instruction and professional development for student (graduate
and undergraduate) staff (15) recruited from the Communications, Information Technology,
and Graphic Design departments.
•
Supervises the creation of publications & advertisements to provide a coordinated and
integrated marketing effort. Provides information and/or visibility to the public, press, &
other institutions of higher education.
•
Provides professional development for full-time staff and the 20 marketing representatives
across the division.
•
Assists Oglesby Union Associate Director in planning, implementing, and assessing
department goals and initiatives.
•
Develops & maintains cooperative relationships with other University departments,
recognizing the university’s overall mission & goals.
•
Provides marketing support and consultations on the various University projects that
engage and impact the Division of Student Affairs, including representation on university
committees and other boards.
•
Supervises & works with printers, designers, photographers & various multi-media
productions suppliers, writing all specifications, securing quotes and bids, and supervising
all projects to completion.
•
Develops/maintains marketing strategies to incorporate assessment and fundraising plans.
•
Analyzes information and public relations needs of Division services, facilities and
organizations.
•
Other duties and special projects as assigned
Requirements
• Skilled to utilize computers related to job; PC & Macintosh helpful; preferred software
knowledge in Photoshop, Illustrator, InDesign, Dreamweaver, Final Cut Pro and web tools
• Ability to relate well to college students, represent the division to campus & non-campus
groups
• Ability to speak effectively in public
• Experience in press release writing, layout and graphic design, illustration, web design,
photography and multi-media pre/post production (radio, television, print, video, and
electronic)
• Experience in copy editing
• Ability to create, organize, & work independently
• Ability to follow oral and written instruction
Qualifications
• Master’s degree in an appropriate area of specialization; or Bachelor’s degree in an
appropriate area of specialization & two years of appropriate experience
• Team player who can interact professionally with others
• Ability to work in a fast-paced environment & meet deadlines
Schedules
Regular working hours Monday through Friday, with some weekend and after-hours work as
required to facilitate division sponsored events. These events include but are not limited to
Parents’ Weekend, Family Weekend, Homecoming, and Seminole Sensation Week.
Other Information
This position reports to the VP for the Division of Student Affairs with a dotted-line report to the
Associate Director of the Oglesby Union responsible for Research and Communications
Appendix D - Support System
Project Manager/Office
Cooridinator
Online Marketing
Cooridinator
Copy Writer
Graphic Designer
SA Marketing &
Communications
Director
Appendix E - Relationship Chart
SALT
SA Comm.
Group
Student
Leaders
Family and
Public
Outreach
SA
Marketing &
Communications
Director
Development
Officer
UniversOy RelaOons & MarkeOng Alumni
IMC
Network
News &
Research
Comm.