Minnesota State Colleges and UniversitiesMarketing and Communications AssessmentJuly 2004

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What are we trying to accomplish?

• Enhanced service to Minnesota

• Informed, motivated employees

• Better recognition of contributions to Minnesota’s vitality

• Expanded financial base

How will this project help?

• Assessment of current capacity and strategies

• Articulation of a one-year action plan

• Development of a longer-term strategic marketing plan

The Assessment: The 4 x 4 Method

• The model

• The strategies

• The language

• The impact

Assessment Process

• Reviewed plans, collateral material, strategies, speeches and other communications tools

• Interviewed over 50 trustees, presidents, chancellor’s staff, faculty, staff and students

• Observed and participated in various meetings

• Advised the chancellor about opportunities

The Model: Indicators

1. Committed leadership2. Precise and actionable plans3. Adequate financial resources4. Appropriate staffing levels/skills

The Model: Findings

• Times have changed; so must the model.• Outstanding leadership who respect each other.• Lack of agreement among leadership about

system vs. colleges/university public positioning • Directional plans without specific goals/objectives• Little collaborative planning/implementation• Inconsistent funding of marketing; no master

plan• Talented staff, who generally work independently• A new development function

The Strategies: Indicators

1. Aligned with the strategic plan2. Targeted by audience3. Pro-active and persistent4. Able to be leveraged/replicated

The Strategies: Findings

• Good people doing good things• Outstanding publications. graphic identity• Excellent project management• Activity, not action• Delivered in campaigns• Not assertive enough• Broad (e.g. “underserved populations”)• Not well-leveraged• Public relations hasn’t been a priority• Employee communications hasn’t been a priority

The Language: Indicators

1. Emphasizes benefits, not features2. Persuades and motivates3. Is simple and easily understood4. Avoids jargon, clichés and

acronyms

The Language: Findings

• Too focused on the system rather than service to the people of Minnesota

• Too focused on two-year colleges/programs

• Good statistics, facts, stories, case studies• Multiple themes, tag lines• Too focused on process and not on

outcomes• Documents are often too long, complicated• Tendency to sound defensive

The Impact: Indicators

1. Measurable2. Visible3. Memorable4. Satisfies leadership/stakeholders

The Impact: Findings

• Chancellor’s work is very well received• Doors have been opened—very important• Impact is hard to measure; metrics are

missing• Hard to judge overall “bang for the buck”• Lack of collaborative planning and

implementation results in dissatisfaction• Hard work doesn’t equate to progress

One vision for the system

All Minnesotans will know and appreciate the contributions

of Minnesota State Colleges and Universities. Decisionmakers will value equally the University of Minnesota

andMinnesota State Colleges and Universities in the same manner. All students will understand they are part of a larger educational enterprise. All graduates and supporters will speak of the system as they speak of

theirfavorite college or university.

To get there, we would need…

• Consistent college and university names• Aligned brand management• 2-3 percent of gross system revenues

dedicated to marketing• 10 years

An alternative vision for the system

The state’s decision makers—in government, business, philanthropy, the communities of color and the volunteer sector—recognize the importance ofMinnesota State Colleges and Universities to thevitality of Minnesota. Their actions support thesystem, its colleges and universities and programs. Their words challenge the system to ever higherlevels of service and quality.

To get there, we will need….

• Clear and shared goals• Compelling messages• Pride• An effective, aligned leadership team • Assertive, targeted, regular strategies• Consistent, engaged relationships• Effective public relations• To think big!

The result?

The right people… hearing the right messages… at the right time to persuade

them… to take the right action… for the right reasons.

Recommendations: The Model

• Add specific goals and objectives to the system’s plan;

include presidents in planning• Secure agreement about marketing the system

vis a vis marketing the colleges and universities• Articulate integrated marketing and PR

objectives to advance the system’s goals• Hire a public/media relations director• Maintain consistent funding for marketing and PR• Revisit naming policy

Recommendations: Strategies

• Balance the power of the system with the influence of the colleges and

universities• Build strategic alliances and relationships • Create news; don’t just announce it • Aggressively pitch stories and op ed pieces; train

spokespeople • Target a small group of influential people (no more than 250)• Leverage—get as much mileage as possible from each initiative• Develop specific strategies for each legislator/government

official• Increase number and distribution of Performance • Develop a system-wide employee communications strategy

Recommendations: Strategies

• Take the system to Minnesota.-Schedule speeches and presentations-Produce a video and small brochure about the system’s

contributions to Minnesota

-Include media interviews, meetings with community leaders,

meetings with faculty and students on every campus visit-Hold board meetings on-campus; create news-Encourage membership on boards and commissions-Integrate the system more fully into college/university marketing-Engage Minnesota leaders more regularly-Locate the Chancellor’s Office in a free-standing building

Recommendations: Strategies

• Launch major events for FY 2005

-September: Chancellor’s State of the System

address in a public meeting -Fall: 4-6 large, regional public meetings to “listen” to

Minnesota; present findings to legislature (builds

on CAC) -Winter: Lobby Day at the Legislature--EVERYBODY

-Spring: System annual meeting; state-wide awards program• Don’t ever, ever, ever quit

Recommendations: Language

• Adopt new message system about service to Minnesota “We educate Minnesota; we make it work.”• Balance messages about certificate/diploma/associate programs with baccalaureate/graduate programs• Use consistent organizational terms (e.g.-Chancellor’s office, colleges and universities)• Emphasize benefits, results, achievements, value, outcomes• Write and speak simply, clearly and persuasively• Be proud—not apologetic or defensive• Seize teachable moments• Remember that shorter is ALWAYS better than longer

Recommendations: Impact

• Invest in results not process• Require staff to quantify contributions to achieving

goals• Add metrics to plans. “We will know we will have

succeeded when….”• Measure outcomes not inputs• Don’t do surveys to evaluate progress; shift energy to targeted actions rather than research• Resolve internal disagreements; don’t let them

fester

Next step….

To develop a FY 2005 system marketing

and communication plan by September

17, 2004

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