evolution of a university communications office
TRANSCRIPT
+
The Evolution of a University Communications Office A Case StudyUniversity of La VerneVice President Dr. Homa Shabahang, Consultant Judy Asbury
+Purpose
■ How can the communications office most effectively partner with faculty, deans, provost, president, board to achieve the strategic goals of the university?
■ What is the “right” structure for the communications function for your institution?
■ How can you work toward that structure and help people deal with the change?
+Goals/Functions for U Communications■ Enrollment/Retention
■ Reputation
■ Support Advancement efforts
■ Internal Communications
■ Community Communications
■ Government Affairs
■ Others?
+Communications – Then and Now■ Source of Information – Old Model
■ Advertising■ Editorial - Traditional Media –
Gatekeepers■ Communications was
responsibility of handful of people
■ Source of Information – Now■ Internet, Social Media■ Smart phone video, pics
transmitted instantly■ 24/7 News ■ Trending, Influencers■ Content management across
channels ■ Communications is
responsibility of all; managed by handful
+Managing U Communications
■ Where is communications housed?■ Advancement■ Enrollment■ President’s office■ Individual Colleges,
Departments
■ What is the OPTIMAL house?■ What is your desired
outcome?■ Benefits/costs of
centralized vs. decentralized
+University of La Verne – Case Study
■ In 2005:■ Website managed by IT■ Colleges doing their own
communications/marketing■ No unified look, message
■ 2012:■ PR (Editorial) under Advancement VP■ Marketing (Ads, collateral, website) centralized
under Enrollment Management VP■ Some consistency in look, messaging
■ 2013:■ Confusion internally on who to call (PR or
Marketing?)■ Unmet expectations, disappointment■ Still inconsistent communications, message,
brand, quality
+2005
PR
C of Arts/Sci
enceC of
BusinessC of Law
C of Educa-
tionSports
ADVANCEMENT
ALUMS DONOR
No Marketing Dept/Website Administered by IT
+22007-12
Marketing
C of Arts/Sci
enceC of
BusinessC of Law
C of Educa-
tionSports
ADVANCEMENT
ALUMS DONOR
Website Administered by Marketing; Social Media mostly PR
PR
ENROLLMENT
+2012 - 152
C of Arts/Sci
enceC of
BusinessC of Law
C of Educa-
tionSports
ALUMS DONOR
Website Administered by Marketing; Social Media mostly PR
PR
VP of ENROLLMENT
Marketing
Office of Strategic Communications
StrategicCommCouncil
+Moving Toward a Central UnitUniversity of La Verne– Case Study
■ Process of discovery with President, Provost, VPs:■ What is the current situation costing us?■ Yes, we need a central communications unit ■ Why? Keep brand integrity, keep quality high,
keep message consistent, clear direction
■ Process of alignment and co-creating:■ What is the structure? ■ Where is central unit housed?■ Who is in charge?■ How do we create one unified team?
+Creating Office of Strategic CommUniversity of La Verne– Case Study■ PR and Marketing leaders to co-lead
■ Housed under Enrollment for number of reasons■ Advancement VP new, many challenges to
bring best practices to her area■ Enrollment is top priority for university
■ Created Strategic Communications Council of President, Provost, Vice Presidents to discuss major communications issues, guidance for VP Enrollment Management.
+3 years later….University of La Verne– Case Study
■ The good:■ Design is winning awards■ Communications for Advancement, PR at higher level
■ The bad:■ Office of Strategic Comm (OSC) still has silos■ Dissatisfaction from many team members■ Expectations from university are too high, often unmet■ Combined PR/Mktg-OSC responsible for new vision, with no additional $$
■ A need for:■ Overall Strategy for University Communications■ Leadership with University partners (Deans, VPs, Directors)■ Empowerment of OSC team members ■ Clear understanding of goals, priorities of OSC■ Additional $$$ to match expectations
+Reorganizing the OSCUniversity of La Verne– Case Study
■ From hierarchy to integrated teams■ Teams of Digital, PR, Advertising,
Design■ Team leaders meet weekly; whole team
monthly■ Members of OSC team learn to co-
create – identify roles/accountabilities■ AVP serves as leader, meets with
external university partners, president often
■ Team leaders meet with University partners on projects, develop trust for their expertise.
+2015-16
Design
VP of ENROLLMENT
Ad
Office of Strategic Communications
StrategicCommCouncil
PR Digital
AVP
+Shifting Understanding of the Office of Strategic Communication
■OSC: Marketing +PR
Faculty/Deans Dictate
PR or Marketing Direct
Implemented by OSC
■OSC: Strategic Communications
OSC leader and OSC team leaders + Faculty/Deans
Discuss and Decide
Implemented by OSC
+Results
■ Major awards for design/publications
■ Deans, VP expectations managed (more often)
■ Clear priorities for team
■ Empowered team members
■ Enjoy the team/choosing the basement
+Learned: A Successful Central Communications Office Has:■ Clear understanding of the main
communication goals – assists with university wide understanding
■ Strategy for prioritization, what we can do, what we can’t
■ Alternative creative resources for university partners to use (keeping brand oversight)
■ Respect for expertise of team members
■ Manage university content: One message, many mediums, coordinate distribution
+Learned: Creating a Unified Team■ Generate Alignment – key steps
■ Create safe space■ Ability to see/listen to each other■ Hear different perspectives as “their/my” truth, not “the” truth ■ Understand commonalities and differences■ Tune into collective sense, group as a whole
■ Co-create vision and mission of the team■ Co-create roles, responsibilities for various projects – matrix
organization■ Accepting change is a process■ Seeing the situation as “data” not as a judgment of right or wrong■ Pay attention to language, phrases used that remind all of the
past
+What Does This Mean for Advancement?■ Understand the role advancement plays
in overall university goals■ With Enrollment, Reputation Mgmt
■ Agendas are likely different, although ultimate goal of success for University is same
■ Advancement writing is a style■ Conflicts arise; welcome them as
opportunities to discover how to meet needs more efficiently
