Miami 2020 Plan

Students cheer on the Redhawks during a sporting event at Miami University.

UCM Contributions to Foundational Goal 1

UCM 2: University objective that most supports Foundational Goal 1: Transformative Work Environment

Create a more integrated communications and marketing model that supports the forward-looking goals of Miami 2020, stimulates and rewards creativity, promotes the university’s exemplary performance, and empowers others in decentralized communications roles to advance the Miami brand in a unified way.

UCM Strategies

  • Transition to a centralized, full service web operation that provides content/design support and ongoing training to enable campus developers to more effectively manage sites.
  • Create a dotted-line relationship between decentralized communicators and marketers to central UCM, defining what that relationship means and what support is provided by UCM as a result.
  • Expand and provide more resources for the Communications Council, as well as a forum for discussion and resolution of mar/comm related issues.
  • Provide ongoing campus training and informal “brown bag lunch sessions” in web, social media, and branding for our campus/divisional marketing partners with special and expanded focus on communicators.
  • Connect regularly with deans for updates, obtaining feedback and presenting new concepts, and partnering with them for divisional pieces that will help reach prospective students.
  • Host a planning and creative retreat for campus communicators.
  • In UCM, retain an average of ten student workers/interns per semester to help them build marketable skills, and promote their work to their academic departments.
  • Hire a new feature writer for more in-depth features, improved web content and Miamian features that can be re-purposed for multiple audiences.
  • Re-purpose stories done in other campus areas and in the Miamian, adding video and photography and recirculating through e-Report, external media, social media and hometowns of those featured.
  • Open access to "hometowner" and online student achievement software programs so campus communicators and students can share accomplishments with their hometowns around the nation.
  • Refine Creative Services so that designers are better able to produce work more efficiently and strategically, and can increase contributions to successful division communications.
  • Expand the UCM resources site with more templates, guidelines, marketing tips, and production processes to help others communicate more easily.
  • Ensure all UCM employees have an annual evaluation and active professional development plan.
  • Create an adaptable traffic management and production process that reduces time and money spent, and advises on alternatives to print media.
  • Increase the number of ways internal and external audiences can receive university news.
  • Re-format and re-design e-Report so that news and announcements can be more timely, measure its effectiveness, and determine whether alternative methods of dissemination (weekly, bi-weekly) would be more effective.
University objective 1: Promote a work environment built upon continuous improvement and evaluation that empowers employees through ongoing professional development and career growth opportunities.

UCM strategies

  • Provide a comprehensive annual evaluation and a professional development plan for all UCM employees so that they remain abreast of the continually changing and advancing skills and expertise required of marketers and communicators.
  • Reward employees through established merit procedures, internal recognition, celebration of successes, and use of Miami PRIDE for exceptional effort.
  • Recognize significant achievements in the Miami community through internal publicity and communications.
Objective 2: Recognize and reward Miami employees for increasing effectiveness and productivity by utilizing their expertise, creativity, and collaboration to constantly improve accountability, productivity, and efficient utilization of resources.

UCM strategy

  • UCM will communicate annually the requirements for exemplary performance that contributes to helping the university achieve its goals.
University objective 3: Implement flexible and accountable governance structures that increase the university’s responsiveness and ability to make timely decisions.

UCM strategy

  • Promote open and accountable governance by communicating timelines through internal communications, and create electronic means of tracking progress as needed to assist the university in responding rapidly to change and issues.
University objective 4: Minimize tuition increases through a transparent, strategic financial and budgetary system that incentivizes new revenue streams, reallocates resources, and promotes team-oriented solutions to fiscal challenges.

UCM strategies

  • Increase revenue from scholarships through the new trademarks and licensing office ($450,000 by FY 2015).
  • Increase efficiencies by providing alternatives to printing, well-defined production processes, and an established vendor base to maximize savings.
  • Report on budget accomplishments at the university level and provide expertise to media who seek information regarding the university budget.
  • Purchase media for ad campaigns in the most efficient ways by partnering with other campus areas that buy media and testing non-traditional media to maximize visibility.