MALASPINA UNIVERSITY-COLLEGE MARKETING & RECRUITMENT SERVICES RECOMMENDATIONS & EXECUTIVE SUMMARY

Transcription

1 MALASPINA UNIVERSITY-COLLEGE MARKETING & RECRUITMENT SERVICES RECOMMENDATIONS & EXECUTIVE SUMMARY Completed by: Christine Demecha Joanna Hesketh Dale Hunt Coordinators, Malaspina University-College April 2008

2 page 2 MALASPINA UNIVERSITY-COLLEGE MARKETING & RECRUITMENT SERVICES RECOMMENDATIONS & EXECUTIVE SUMMARY April 2008 Malaspina University-College has a reputation for excellence, quality instruction and relevant programming. Our location, small class sizes, diversity of programming, costs, student services and lifestyle are among the reasons why Malaspina is the best choice for post-secondary education on Vancouver Island and beyond. Malaspina requires a comprehensive marketing and recruitment plan that is integrated in its approach, is well-organized, well-researched, promotes its many attributes, and positions Malaspina as the first choice for post-secondary education. In January 2008, a new team consisting of Joanna Hesketh, Dale Hunt and Christine Demecha, was assembled to undertake an analysis of Malapsina s marketing and recruitment practices. This analysis assessed existing institutional marketing and recruitment initiatives and identified requirements to move forward and address the current post-secondary marketing and recruitment conditions on a local, provincial, and national level. This process involved: SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats) o Through face-to-face meetings with: Deans Principals Directors Chairs Coordinators Managers Focus groups with students o Why did you choose Malaspina? o Why did you choose your program? Assessment of current and potential media for recruitment and marketing purposes o Print o Online o Social Competitor review Analysis and recommendations

3 page 3 The Department of The Department of has emerged in response to an institutional need to effectively streamline and enhance marketing and recruitment practices. This department is accountable to institutional departments and services; our enrolment management collaborative partners; and our students, alumni, employees and community partners to maintain a results-oriented mandate. Our team was assembled and assigned the task of determining and analyzing these practices to manage the diverse present and emerging needs of the institution. We are comprised of professional and competent individuals, who complement each other with varied skills and knowledge, including: student services, aboriginal education, alumni, national and international marketing and trades. Mandate of To be proactive in the development, implementation, administration, and review of a comprehensive Integrated Institutional Marketing & Recruitment Plan (IIMRP).

4 page 4 Pervasive Gaps During the process of data collection, we received large quantities of information with varying themes and focuses. Data from the SWOT Analysis indicates areas of institutional marketing and recruitment where there is a complete or partial absence of understanding, process, availability, and support. These are identified as gaps and the most pervasive are listed below. Proactive vs. reactive Marketing to target audiences Capitalizing on successes Resources - consistency Social medias Visibility in communities (internal and external) Aboriginal education awareness, profile and development Consistency between campuses Effective and appropriate connections with high schools Interactive media Customer service knowledge Progressive service plan potential student Malaspina student Identifying and promoting institutional uniqueness, successes and reputation Appropriate and relevant imagery Integrated marketing & recruitment plan and process

5 page 5 Recommendations The following themes and recommendations emerged from our analyses. Examples will be provided during the presentation. 1. Internal Communication a. Meet and work with faculty, staff, students and alumni to promote and value excellence and strengthen understanding of programs and services. b. Develop, publish and implement internal processes for marketing and recruitment initiatives. c. Utilize institutional communication channels to support marketing and recruitment messaging and practices. d. Enhance inter-campus connectedness. 2. Ongoing Research & Data Collection a. Develop, analyze, compile and maintain relevant marketing and recruitment research initiatives. b. Coordinate research and data collection processes with Educational Planning. c. Coordinate market research initiatives and data collection specific to decanal areas. 3. Internal Community a. Build a physical infrastructure that is conducive to the learning community. b. Green Space create outdoor community spaces for social learning. c. Actively engage in the institutional master plan process to support the development of the above.

6 page 6 4. External Awareness a. Create and promote a universal understanding of institutional capacities within our regions (including: programs, services, Aboriginal Education, housing, recreation, academic experiences, community connections, foundation and alumni, Center for Continuing Studies, Malaspina Students Union, etc.). b. Strengthen and build relationships and institutional awareness with community partners. c. Ensure consistency in marketing when participating in community events to represent and reflect the Malaspina brand. d. Create and enhance regional, provincial, national, and international presence and branding. 5. Aboriginal Connectedness & Relationship Building a. Appropriately acknowledge of aboriginal territories, protocols and traditions. b. Foster relationships with aboriginal communities. c. Work closely with First Nations Student Services and the Aboriginal Education Department. 6. Marketing Synergy & Synthesis a. Maximize marketing and recruitment effectiveness and efficiency by developing, implementing, administering and reviewing an integrated institutional marketing and recruitment plan.

7 page 7 Next Steps Internally 1. Data collection and analysis process Establish a comprehensive data collection and analysis process that will inform and support effective and efficient marketing and recruitment planning. 2. Departmental meetings Schedule annual retreats to identify and clarify departmental and institutional objectives for the coming year. 3. Look and feel Maintain a coordinated look and feel in all publications, advertising and marketing collateral as outlined in the Visual Identity Guidelines. 4. International and domestic recruitment and marketing Coordinate international and domestic recruitment and marketing to create efficiencies and maximize impact. (Example: shared travel costs, volume discounts, PSIBC and Canada recruitment trips) 5. Marketing and recruitment processes Develop and establish awareness of institutional marketing and recruitment processes. 6. Institutional awareness Establish internal awareness of institutional programs, activities and events (including all locations, domestic, aboriginal and international) to allow employees to be effective Malaspina Ambassadors. 7. Master Planning process Participate in the Master Plan process and provide input in areas effecting messaging and delivery of what is being promoted. 8. Social Networking Support and direct the development of effective social networking activities by students, for students.

8 page 8 Externally 1. High school recruitment Participate in high school recruitment events and coordinate marketing efforts to support these events. 2. Aboriginal relationships and recruitment Foster relationships with aboriginal communities and work closely with First Nations Student Services and the Aboriginal Education Department. 3. Block transfers Simplify processes for block transfer opportunities and participate in transfer events supported with appropriate marketing collateral. 4. Resources Maximize resource synergies and efficiencies by encompassing aboriginal and international education into the institutional marketing and recruitment process. 5. Comprehensive marketing processes Develop comprehensive marketing processes that integrate on-line, print, broadcast, and new media to target the Malaspina message and support recruitment objectives. 6. Collaboration with the City of Nanaimo and community organizations Create partnerships with the City and other community organizations to promote awareness and exposure of all parties. 7. On-campus events Support the expansion of on-campus events for regional elementary and high school students and parents.