Post on 23-Dec-2015
December 2004 Communication Task Force-1-
President’s Task Force on Communication
Co-chairs: Sandy Alspach & Shelly Armstrong
Committee members: Jennifer AmlotteSandy BalkemaMichelle BallietRobert Beauchamp*Marty BledsoeCarma BurchamRick DuffettJoe Gorby
Ron GreenfieldPaula Hadley-KennedyJennifer HegenauerMaria Knirk* Ruth Ridderman Gretchen Spedowske
Also thanks to Jennifer Vereeke* and David Malewitz*
*Student Participants
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Task Force Goal:• Determine how employees and students can create
community and understanding with our communication strategies and tools.
Challenge• Define communication vs. communications
Communication = process of message exchange
Communications = products/messages
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Our Tasks• Assess internal communication
What do we do?What University information tools do you use?What do you want to know?How effective are the University’s information tools?
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Our Tasks• Assess external communications
How do we promote the University externally?What do we do?What is our message and our image? Is it effective?
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Considerations
Best PracticesStrengthsDiversity Short-term “Wins”Recommendations
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ProcessInternal communication assessment
• Focus groups with more than 100 employees to assess:Methods of communication – valuable, invaluable and missed
opportunitiesThe Ferris mission – interpretation, effectiveness and
familiarity Image and diversity – representation in materials and special
programs
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ProcessExternal communications assessment
• Materials collection survey to University departments to assess:Target audiences and forms of communicationBest practicesEvaluation techniquesEthnicity or regionally-based communicationsKey messages about programs/Ferris State University
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Process (Cont…)
External communications assessment• Website analysis of key competitors
• Review of award-winning materials and current literature
• Attendance at professional conferences
• Discussions with colleagues and consultants
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Themes
Strengths
Concerns
Short-term “Wins”
Longer-term Initiatives
Tools
Messages
Processes
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Strengths• Tools
E-mail – Convenient but hard to access off campusWeb – a good information resource; cited by departments as
“best practice,” but too much information (not always updated and accurate); hard to navigate and control
Campus-Wide Notice daily digests – good but receive too late in the day and subject lines ambiguous
MyFSU – has potential but don’t understand how to use
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Survey Results
00.5
11.5
22.5
33.5
44.5
5
Frequency Value
Lotus Notes
Key Individuals inDepartmentDepartment/Program MeetingsCampus WideNoticesCollege/DivisionMeetings
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Strengths• Messages
Career orientation (applicable/hands-on learning)Unique mix of top quality programsConvenient location in beautiful settingSmall class sizes taught by experienced faculty not graduate
assistantsWell qualified graduates who find employment in their chosen
fields of studyStrong graphic identity for undergraduate recruitingLeader in electronic recruitmentRecruitment tagline “Unleash your potential” resonates well
with prospective students and their parents
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Strengths• Processes
Response time to internal inquiries – getting better but still need improvement
Student-centeredness (dedicated to student success; strong relationships between employees and students; caring environment)
Alumni outreach/communication
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Concerns• Tools
Information overload from variety of sources
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Concerns• Messages
Lack of clarity of mission, vision, and values Uninformed about town/gown relationships and “our own people” Reputation as “suitcase” school persists; reputation as “party school”
and “last chance school” persists but is diminishing Too much emphasis placed on marketing technical and other niche
programs
Mission Statement Ferris State University will be a national leader in providing opportunities for innovative teaching and learning in career-
oriented, technological, and professional education.
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Concerns• Processes
Faculty contacts and expertise undervalued De-centralization of marketing activities causes confusion,
fragmentation, inconsistent use of graphic standards, and ineffective marketing
Some audiences are overlooked (minority, non-traditional, and international students; employers; business and industry leaders)
Weak assessment of communication activities
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Short-term “Wins”• Tools
Change Campus-Wide Notices to University-Wide Notices to avoid exclusion
Distribute CWN early afternoon instead of 5 p.m. Improve subject lines on CWNDetermine flaws in distribution and external access in CWNSend out personal notices as authorized on “our own people”
(deaths, other) on CWNExamine and communicate the process for updating the online
catalog
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Short-term “Wins”• Tools (Cont…)
Develop an online directory of all faculty listing office hours, etc.
Migrate internal-audience-driven information on Ferris website to MyFSU and encourage use by employees
Improve key-word search-ability on websiteMake contact information easier to find on website Identify missing links and outdated information on websiteComplete further evaluation of FYI and its value to employeesOffer frequent training to new and current employees
(MyFSU, Banner, Lotus Notes, Web guidelines, FSUS100 classes, etc.)
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Short-term “Wins”• Messages
Update and inform employees about use of and access to graphic standards
Provide regular updates on marketing initiativesClarify meaning of terms (degrees/programs;
image/reputation; Ferris/FSU)Clarify how we characterize the physical entities that make up
Ferris State University, i.e., one university brand with several locations, a system with regional campuses, two campuses with smaller sites around the state
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Short-term “Wins”• Processes
Continue to offer and reinforce participation in “Project Pride” (more frequently), “No Wrong Door,” and other initiatives that impact impressions of Ferris
Identify ways to improve the quality of life for employees (i.e., offer a Head Start program at Tot’s Place, lower cost for access to Rec. Center and events)
Schedule University-wide programming (i.e., Summer University) when all employees can participate
Seek President, Cabinet, and University-wide clarification and validation of mission, vision, and values
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Short-term “Wins”• Processes (Cont…)
Form a Senior Marketing Team with President Eisler setting the agenda for more coordinated marketing efforts
Develop internal recognition/reward program for “best marketing practices”
Offer employees training on how to use University marketing resources
Better use existing research to guide marketing decisionsBegin additional testing of tagline and other marketing
materials
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Longer-term Strategic Initiatives• Tools
Review the structure, navigation and search-ability of the Ferris website
Assign to Web Advisory Board with input from UA&M and departmental Web content developers
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Longer-term Strategic Initiatives• Messages
Develop a truly integrated marketing program for the University that is characterized by
making strategic marketing decisions tied to the University mission and strategic plan and supported by data
coordinating resources and sharing goals creating consistent and coordinated messages and graphics
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Longer-term Strategic Initiatives• Processes
Develop and implement a University-wide, systematic method for administrative review
Decision-making from bottom-up as well as top-downConsider moving toward a corporate model for organizing
marketing functions to include such areas as marketing communications, market research, public relations, sales and service (admissions/enrollment services), and finance
Develop and implement a plan for the annual review of University communication processes
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Thank You
to the University community and Committee members for your
participation and support!
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Discussion