Strategic Planning ~ Communications Plan


 Strategic Planning ~ Communications Plan September 2008 The strategic planning process provides an opportunity for students, classified staff, academic staff, faculty, administration, alumni, and community stakeholders to be involved in setting the future direction of the University of Wisconsin-Parkside. Through strategic planning we are better able to develop more effective, efficient, and high-quality programs and services for both our internal and external constituencies. It is our goal to be collaborative in nature through a process that calls for us to communicate effectively on a campus-wide basis for the purpose of encouraging involvement, creating a sense of purpose, stimulating idea-sharing, and reporting the results of these endeavors Objectives: • • • • • To establish campus awareness of strategic planning and our process thereof To encourage participation and promote campus buy-in and support To encourage collaboration and transparency To keep the campus well-informed To communicate results of the process to a broader public audience Constituencies/Audiences: • Internal Constituencies o Strategic Planning Leadership Team o Campus groups o Governance  Classified staff  Academic staff  Faculty  Parkside Student Government o Students, Faculty, Staff, and Administration 
 
 • External Constituencies o Alumni o Community Partners o UW-Parkside Foundation Trustees o Advisory Boards  School of Business and Technology  Music  Theatre  Athletics o Area legislators and elected officials o UW-Parkside Retirees o Emeriti Faculty o Adventures in Lifelong Learning (ALL) o General public Purposeful Communications: • We are responsible stewards of state tax dollars, tuition and fee resources, and gift and grant funding. State budget reductions, workforce trends and advancing technology underscore the importance of efficiency in all of our systems. It is our goal to both be efficient and effective in the use of our resources We are inclusive and transparent in our decision making processes The University can embrace change. By doing so, the strategic planning process will serve as a guide for our campus to deliver high-quality programs and services to all our constituencies We are developing new models for our work and for the communications necessary for collaboration with all our constituencies. It is imperative that both internal and external stakeholders are informed of processes and have opportunities for input and feedback during the process. Further, our constituencies also play key roles in successful implementation and assessment of our plans. Our strategic plan requires excellence in communications. It is our goal to initiate and follow through with a sound communications strategy. We will put in place responsive systems and processes to provide a high-quality, stable and predictable level of service from the University of Wisconsin-Parkside. • • • • Key Communicators: • • • • 
 Chancellor Strategic Planning Leadership Team Augmented Strategic Directions Teams Vice Chancellors, Deans, Department Chairs, and Directors 
 • • • Governance Groups o University Committee Chair o Academic Staff Committee Chair o Classified Staff Committee Chair o Parkside Student Government President Foundation and Advisory Boards Alumni Board Modes of Message Delivery Internal • Campus Web site • Campus Publications (especially marketing materials) o Strategic Planning “Building Bright Futures” publication o Campus View Book o New Freshmen Guide o Transfer Students Guide o Campus and Community Guide o Perspective Magazine o RSS feeds o Ranger News o Communiqué • Social Media o UW-P Blogs o Facebook o Twitter o You Tube External Kenosha News (editorial board meeting, Strategic Planning “Building Bright Futures” publication insert, story pitches, and news releases) Racine Journal Times (editorial board meeting, Strategic Planning “Building Bright Futures” publication insert, story pitches, and news releases) Milwaukee Journal Sentinel (story pitches, and news releases) Area weekly newspapers (story pitches, and news releases) WGTD (Chancellor monthly interviews, Strategic Planning “Building Bright Futures” publication, story pitches, and news releases) WLIP (Strategic Planning “Building Bright Futures” publication, story pitches, and news releases) WRJN (Strategic Planning “Building Bright Futures” publication, story pitches, and news releases) Northern Illinois media outlets (TBD) Technical and Community Colleges with whom we have articulation agreements (GTC, MATC, Kettle Moraine Technical College, College of Lake County, and others TBD) K-12 Districts: KUSD, RUSD, Burlington Public Schools, Central High School, Wilmot High School, etc. (Strategic Planning “Building Bright Futures” publication) Legislators Communications (Strategic Planning “Building Bright Futures” publication, copies of news releases, and feature stories from local newspapers) Time Warner Cable Advertising UW System Clipsheet (forwarding of news stories) • • • • • • • • • • • • • 
 
 • • • Kenosha Area Business Alliance (KABA) (meeting with Executive Director, Strategic Planning “Building Bright Futures” publication, and quarterly news stories) Racine Area Manufacture and Commerce (RAMAC) (meeting with Executive Director, Strategic Planning “Building Bright Futures” publication, and quarterly news stories) Kenosha Area Chamber of Commerce (meeting with Executive Director, Strategic Planning “Building Bright Futures” publication, and quarterly news stories) Miscellaneous Other Communications • • • • Strategic Planning Power Point Presentation Strategic Planning FAQ Talking Point briefings Executive Summary Actions: • • • • • • • Chancellor approval of Strategic Planning Communications Plan Strategic Planning Theme identification/approval from Chancellor (“Building Bright Futures”) Develop Chancellor Communications methods and documents o Newsletters, Power Point, talking points, etc. Print copies and electronic version of Campus Profile (editing probably necessary) Strategic Planning Publication (Executive Summary of full version) Form focus groups Develop an editorial timeline, publishing schedule and editorial process. (The Vice Chancellor for University Relations and Advancement will delegate areas of responsibility to the campus communications team). Define Web components. Redevelop website for Strategic Planning. Populate Strategic Planning website Develop evaluation and measurement tools. Conduct evaluations and measurements. • • • • • Timelines (TBD): o o o o Phase I – Launch Web site, initial presentations, fall forums Phase II – Spring forums, internal communications, begin external communications Phase III – Continue internal and external communications Evaluation and assessments 
 
 Guiding Principles Throughout this effort, our work will be informed and guided by these principles: • Constituencies Service: Providing high levels of communications is essential • Engage: Proactively engage / involve staff and faculty in the design and implementation • Value: Recognize and respect the expertise, value and contributions of campus expertise and work • Streamline: Find ways to streamline and simplify campus communications • Standardize: Work toward campus-wide standardization of campus communications • Collaborate: Look for opportunities to work collaboratively together • Improve: Focus on improving quality and timeliness of campus communications within budgetary parameters • Leverage: Leverage technology to meet campus communication needs • Communicate: Communicate frequently and effectively throughout the process • Change: Value the past and the present while building a solid foundation for the future