University of Minnesota, Morris

Campus Resources and Planning Committee

February 5, 2004

Members Present: Mark Fohl, Kevin Ely, Andy Lopez, Bryan Herrmann, LeAnn Dean,

Lowell Rasmussen, Maddy Maxeiner, Annie Olson, Mike Sullivan,

Ken Hodgson, Arne Kildegaard, Tammy Faux, Ferolyn Angell

Guests: Jim Mootz, Sam Schuman

(In these minutes: Report on HFA Phase III, Update on integrated marking)

Report on HFA Phase III

Schuman reported that he appointed a committee chaired by Jenny Nellis to look at expanding the auditorium. That planning committee has now given Schuman enough information to start to move toward the next step of the project. He noted that when HFA was originally built, there was an auditorium in the original drawing. Lowell Rasmussen and Schuman met with the original architect, who remarkably, remembers the plan for the facility and still has lots of plans. The next step is to hire an architect to conduct a feasibility study. At this time, we have no idea what this would cost. Schuman also commented on the inaccuracy of the UR article that states the project will take $50,000 to complete. Schuman guesses that it will take $50,000 just to hire an architect. We need to figure out how often the facility would be used. An important part of the discussion might be to look outside the bounds of UMM, perhaps this could be seen as a regional facility. There are some real opportunities to draw some events beyond the university. After the step of hiring an architect, comes the fundraising challenge. He did add that raising money for fine arts is not the hardest challenge. Andy Lopez asked if we need a programmatic plan. Lowell Rasmussen said the committee worked very hard on this issue and the committee hopes the architect will make every effort to accommodate all of the needs. Ferolyn Angell added that it would be nice to find out if there are other events that could be here if we had the facility. Schuman thought that would be worth undertaking and added that there is some community representation on the planning committee. He thought it would be better to have someone from outside the university to lead that discussion. Ken Hodgson said there are so many opportunities to get wonderful choirs here, but we canπt host them here, so we have to use the Assumption Church. He added that he has tried for years to get the honors band and choir here, but there isnπt a place on campus to accommodate everyone even though this would be a great opportunity to draw students to campus. He also added that we are currently very unfriendly to handicap accessibility. Tammy Faux asked if the committee looked at other college facilities. Schuman said yes. Rasmussen said the next step is to move to pre-design and the pre-design will get to the programmatic kinds of questions. He added that the only way central administration will move forward with the pre-design is if we have the money in hand to start the process.

Update on Integrated Marketing Communications at UMM

Maxeiner distributed information on Integrating Marketing Communications as outlined below and gave a brief summary.

Definition:

Integrated Marketing Communication (IMC) is a comprehensive, coordinated, institution-wide effort to communicate mission-critical values and messages in ways that target audiences notice, understand, and respond to. IMC stresses data-driven segmentation, message integration, and evaluation. Target audiences include prospective students, donors, alumni, parents, legislators, the U of M central administration and the Board of Regents, prospective faculty and staff, and the public community.

Note: IMC is a subset of integrated marketing ,defined as a ≥listening- first, database-dependent approach to marketing that includes a willingness to segment and coordinate such strategic assets as product (customer), price (cost), and place (convenience) to develop effective promotion (communication) strategies for key target audiences.≤ STAMATS Communications, Inc.

Background:

Campus planning processes and outside observers have cited the need for increased UMM visibility. Strategic value extends across the spectrum of philanthropy, enrollment, legislative support, alumni relations, and public opinion.

A fundamental first step in building a successful communications program is to coordinate, integrate, and effectively manage existing resources in order to build a unified voice that sends a consistent, compelling, and reinforcing message about the collegeπs mission and its values.

Without adequate coordination of communication and integration of institutional messages, efforts to position the institution cannot succeed.

Positioning: The act of placing an institution in the mind of a prospective student or donor

Position statement ≠ where we are now (based on research data)

Positioning statement ≠ where we want to be positioned

Competitive positioning: Developing and communicating powerful and meaningful differences between UMMπs mission and program and others who compete for the same resources.

Recent Example: Fourteen descriptors with widely discrepant values were found in a study of four campus external communications ranging from number of majors, to student-faculty ratio, to academic profiles, to average financial aid package, to number of faculty, to year of UMMπs founding.

Steps taken to advance IMC at UMM:

August 9/10, 2001 ≥Integrated Marketing: Understanding, Developing, and Implementing a Comprehensive Marketing Program,≤ Chicago conference by Gonser Gerber Tinker Stuhr LLP. Attended by admissions and external relations staff (n=4)

September, 2001 IMC group begins meeting and continues through fall of 2002. Produced Facts and Figures Guide. Began to develop system for unified campus data collection on fac/staff/students awards and national student awards/ scholarships. Began discussion of 5 overarching benchmark criteria for longitudinal measures of excellence and ≥brand≤ building.

October 16, 2002 ≥UMM Facts and Figures Guide≤ distributed on-line and hard copy to all campus community. A reference tool containing basic facts about UMM and where to find oft-quoted statistics that describe UMMπs personality. Assembled by informal UMM IMC group comprising staff from admissions, external relations, and institutional research.

October 24, 2002 ≥Stamats One Day Seminar: Integrated Marketing and Branding,≤ Minneapolis, MN. Attended by AVC, ER.

December 30, 2002 ≥Communications Audit, University of Minnesota, Morris,≤ provided by M. Jane Eaves, Partner, and Mark A. Gambaiana, Consultant, Gonser Gerber Tinker Stuhr LLP

Next steps:

1. Implement Communications Audit to the extent that budget limitations allow

Ä Hire communications director, create communications office, develop strategic plan

Ä Dotted line relationships with other campus communicators

Ä Upgrade Profile publication to level of comparable quality with peers

Ä IMC group continue, expand to include sports, media services, webmaster, etc.

2. Create IMC strategic plan including measurable goals and objectives, e.g.

Ä Improve recruitment of students, faculty, staff

Ä Improve philanthropic activity

Ä Improve visibility and campus prestige (faculty interviews, UMM in the news, coverage in metro media markets, national media coverage)

3. Continue to cultivate external partnerships that enhance our capabilities

Ä University of Minnesota Vice President for University Relations

(billboards, communications audit, U.S. News rankings coverage)

Ä University of Minnesota Director of Admissions

(visit and consultation with UMM administration)

Ä Minnesota Public Radio educational sponsor relationship

(one of seven colleges, Minnesota Monthly recognition, web site links, on campus broadcasts, campus event promotion, internships, over 2,000 on-air messages annually)

Minutes of January 15, 2004 and January 29, 2004 were approved as presented.