/ Sacramento City College
Strategic Planning System

Title (include date of plan):Marketing and Communications Program Plan, November, 2014

Plan Type:Program Plan

OPR:Public Information Office

Collaborative Group(s):Marketing Committee, President’s Office, Foundation, Operations, A/V, Web Governance

Reference documents: 2015-16 college goals and strategies, college mission, vision, values, and the SCC Style Guide

Planning year: 2015-16

SECTION I: Overview &Strategic Information

A. PROGRAM DESCRIPTION & PURPOSE

Using traditional and emerging communications technologies, the Public Information Office will support and enhance the introduction, orientation and engagement of students throughout Sacramento City College. In addition, the office will forge and foster improved relationships within the established SCC community, and seek to develop new internal and external partnerships. The office will continue to improve its use and promotion of the new SCC brand and style guide, and will develop and implement a Strategic Communications Plan based on the visions, goals and strategies of the college.

In addition, the 2015-16 program year has unique Marketing and Communications challenges. First, Sacramento City College is undergoing its accreditation phase, with a self-evaluation, site visit from visiting committee members and final report. Secondly, the college will be celebrating its 100th anniversary throughout the 2016-17 academic year, and so the 2015-16 year will be spent planning this important achievement. These two initiatives require much coordination between the Public Information Office and various other departments (including Foundation, Operations, Instruction and Student Services) throughout the SCC landscape.

The Marketing and Communications team notes that there are opportunities for improvement in promoting various campus resources, and will endeavor to use the 2015-16 planning year to continue that ongoing process. Areas of concentration will include the Athletics department, Visual and Performing Arts, and the learning centers in West Sacramento and Davis.

The SCC Marketing and Communications Program Plan is a document designed to be flexible enough to evolve with the college, community and student needs. The college will review the Marketing and Communications Program Plan annually, and make adjustments where necessary based on changing environments (fiscal, social, etc.) and SWOT analysis.

Marketing and communications for the SCC community is not strictly for the purpose of increasing enrollment, although that is a major purpose of this Program Plan. Marketing and communications also involves developing a strategic and coordinated approach to maintain and build relationships throughout the community and a presence with known stakeholders. In addition, the Public Information Office informs students, employees, and other important audiences about a multitude of issues, and maintains a coordinated and consistent profile for the entire college. These needs define the overall purpose of the Public Information Office and the Marketing and Communications Program Plan. They also demonstrate the importance of the plan to the mission and vision of the college, and every college goal.

The following will determine the objectives and goals of the Marketing and Communications Program Plan: Market research; market forces; college goals and strategies; guidance from the Marketing Committee and SCC President; planning cycle; student needs; and, Los Rios District and statewide priorities.

With these objectives, strategies and recommendations in place, Sacramento City College is well supported through marketing and communication strategies to move forward toward accomplishing its mission, vision and goals.

B. ENVIRONMENTAL SCAN

There are a number of external factors in the marketing environment that should be considered in developing the Marketing Program Plan.

  1. Competitive Environment - Sacramento counts more than 30 colleges and universities, including four-year or private colleges, community colleges, trade schools, and online/distance learning schools. All of these are located within a 50-mile radius.
  1. Community Colleges in the Sacramento area: All four Los Rios District colleges, Sierra College, Yuba College, Delta College and Woodland Community College.
  2. Four-Year and Private Colleges in the Sacramento area: CSU Sacramento, UC Davis, University of Phoenix and University of the Pacific.
  3. Trade Schools in the Sacramento area: ITT Technical Institute, Universal Technical Institute, MTI College of Business and Technology, Western Career College, Heald Business College, The Art Institute of California, Maric College, several cosmetology schools, etc.
  4. Online/Distance: University of Phoenix, Golden Gate University, University of San Francisco, St. Mary’s University, Chapman/Brandman University, National, DeVry University and ITT Tech.
  1. Economic Environment — The metropolitan city of Sacramento has experienced exceptional growth in the past 12 years. During this time, the addition of new businesses and expansion of others created new opportunities in the job market and attracted new residents from surrounding areas. However, in more recent years, the state budget crisis resulted in high unemployment and far lower taxation rates, with resultant cuts to the community college system and a need for fee increases. In 2013-14 the state economy began to recover, and is expected to continue throughout the 2015-16 planning year. The outlook for growth in the region and throughout the Los Rios Community College District has been cautiously predicted
  2. Political and Legal Environment — Sacramento City College is in close proximity to the state capitol and is, therefore, often spotlighted as a representation of community colleges across the state. SCC is part of a four-college district and the statewide community college system; the college must abide by appropriate rules and regulations as designated by both entities.
  3. Technological Environment — The increasing demands for and use of social media, online services, distance education, streaming, and mobile capabilities have had a considerable impact on marketing and strategic communications. Much communication strategy is now trending toward electronic and online platforms.
  4. Social and Cultural Environment — It is estimated that the Sacramento population will nearly double, to 1 million citizens, in the next decade. Culturally, the Sacramento region enjoys a wide array of diverse cultures and an acceptance of various perspectives.

There are also several internal factors that should be considered for the Marketing and Communications Program Plan. The following is an overview of these internal factors most pertinent to this plan, and is not intended to be an exhaustive list.

SWOT analysis (Strengths, Weaknesses, Opportunities and Threats to the college.)

  1. Strengths include:
  1. An excellent location, accessible to many Sacramento residents;
  2. Outreach centers in Davis and West Sacramento for increased accessibility
  3. Excellence in teaching by outstanding faculty
  4. Helpful programs and services to students
  5. Online resources
  6. Longstanding rapport within the community
  7. Outstanding advancement opportunities
  8. Convenient public transportation
  9. Improving technology
  10. Media production capabilities that pr5ovide a prompt and courteous response to student requests
  11. Diverse student body
  12. Social media profiles
  13. Established relationships with media outlets and reporters
  1. Weaknesses (challenges) include:
  1. Complex organizational structure that requires sometijes lengthy process that hinders speed and efficiency in communications strategies, opr the ability to maintain quality control or college brand and marketing efforts
  2. Buy-in from college community concnerning the importaqnce of marketing ane communications pr5ocesses
  3. Institutional jargon and abbreviations/acronyms that are truly confusing to students, staff and faculty alike
  4. Complex systems and processes that are difficult for students to understand
  5. Constantly changing requirements for students and the institution
  1. Opportunities include:
  1. Excellent and accessible location to the public – SCC has the most name rcognition of the four Los Rios colleges; proximity to the state capitol provides marketing opportunities
  2. Prime locations in Davis and West Sacramento, with easy access to nearby four-year universities – this is a positive influence that contributes to encouraging students o pursue and accomplish their educational and career goals
  3. The upcoming 100th anniversary celebration
  4. The Student Success and Support Program initiatives
  5. Stabilized funding and potential grow enrollment and improve services in a way that we have been unable to maintain due to budget constraints in the past few years
  1. Threats include:
  1. Competitive educational opportunities for students. These include private, for-profit institutions as well as public four-year universities and other community colleges within and outside the Los Rios district.
  2. Financial constraints and the shifting budget environment of the state.

C. MULTI-YEAR DIRECTIONS OR STRATEGIES

Most of the objectives outlined in the 2015-16 Marketing and Communications Program Plan have roots in prior strategic and program plans. While there may be changes in emphasis or specific approaches or tasks in any given year, the 2015-16 objectives are multi-year.

The most important long-term strategy to improving the Communications and Marketing at SCC is to actually create a Communications Department. This department would include the CPIO (Communications and Public Information Officer) as the lead, with the PRT (Public Relations Technician), Webmaster, at least one dedicated graphics artist/designer, one visual media specialist (photographer/videographer) and a clerk as the team. Objectives include moving those in the positions already to this office (not necessarily in space, although that would be most beneficial, but at least in terms of reportage), and hiring the needed personnel. Procedures include conferring with existing job descriptions, tailoring interview questions, publicizing job openings when approved, conversing with current supervisors on the need for these institutional changes, etc.

Another long-term strategy will be to develop and plan for SCC’s 100th anniversary celebration. This will be in conjunction with the Foundation office and various other departments throughout the college. This will culminate in the 2016-17 academic year.

Other long-term foci of the Marketing and Communications Office will be to enhance the public profile of the Learning Centers in Davis and West Sacramento, and re-establish coordination with the Athletics and Visual and Performing Art departments.

A note on terminology: As used here, the terms “Multi-year direction or strategy”, “Objective” and “Procedure” represent a list of increasingly specific actions. As a simple example a family may havea 3 year strategy to reduce stress by taking frequent vacations in tropical places; an objective to take a trip to Maui this year; and procedures including buying plane tickets and packing the suitcases.

SECTION II: Operational Review and Plan

A: REVIEW OF ACCOMPLISHMENT OF THE PREVIOUS YEAR’S WORK

Briefly state the objectives you worked on last year and the progress you have made on those objectives. Include a brief statement of progress on multi-year initiatives. You may wish to use a table like that below:

Objective / Expected
Outcome / Results/Progress
Promote and communicate a wide variety of events using multiple media opportun-ities (e.g. website, social media, Axis TV, email) to reflect the diversity of the college audience.
Improve coordination with PIO office and other college service areas to enhance collaboration between offices. / Disseminate City Chronicles, update website, Axis TV, and other publica-tions / In progress/complete: City Chronicles Emailed weekly; created weekly themes,including new video edition. Began redesigning look/feel to be consistent with college brand. Website-Launched new site; continuously updated with news items, photos, calendar events; began coordination with departments for fresh content.
Implement brand concept and style guide for SCC / Style guide unveiled in 2014, as was new SCC website / In progress/complete: Brand/style-Has been developed, introduced to college community; codified in Style Guide (living document that will be developed further and continuously updated);Style Guide and new logo available for download on website.
Improve college website in organization, usability and accuracy / New website was launched in Spring 2014; participation in Web Governance Committee; Introduction of WordPress to in-crease the number of people authorized to update the site / In progress/complete: Web Governance Committee formed. CPIO and PRT are both members and attend meetings.
Coordinate the development and produc-tion of major college publications / Achieve accurate and consistent informa-tion and "look and feel" (brand) for major college pub-lications. / In progress/complete:
Completed - City Advantage, website.
In progress - City Chronicles, catalog, student guide, viewbook, other brochures/flyers/outreach materials
Support and enhance enrollment management activities, such as recruitment, with improved procedures and general information related to use of logo, seal, colors, etc. / Evaluate college-wide understanding as measured by adherence to style guide and use of logo, etc.; / In progress/complete:
In progress - Working with Student Services to update college viewbook for use in outreach; coordinating with SS on miscellaneous projects such as brochures and flyers. Working with Learning Centers on marketing strategies.
Enhance Public Information Office per-formance by supporting staff development opportunities for both the Communications and Public Information Officer (CPIO) and the Public Relations Technician (PRT). / Membership in Public Relations and communications organizations; CPIO and PRT participation in activities, projects and meetings that increase knowledge and experience of college and industry practices and oper-ations. / In progress/completed:
Completed - Increased involvement of PRT in staff development opportunities, and participation in key meetings and committees. Chaired meetings of the Marketing Committee. Interim CPIO attended staff development seminar. CPIO and PRT have joined the California Community College Public Relations Association
In progress/ongoing - CPIO and PRT will continue to increase involvement in staff development opportunities and participation in meetings and committees.

B. PROGRAM OBJECTIVESAND OUTCOMES/ MEASURES OF MERIT FOR THE PLANNING YEAR

Note: The planning year is the year you are currently planning for (i.e. the coming academic year).Provide information on the program objectives for the planning year. These objectives should align with and support the College Goals. Each objective should have one or more expected outcomes (aka measures of merit). The outcomes are specific indicators or data that let us know that an outcome has been accomplished. You may wish to use the format below:

Objective 1:Promote and communicate a wide variety of events using multiple media opportunities (e.g. website, social media, Axis TV, email) to reflect the diversity of the college audience.Improve coordination with PIO office and other college service areas to enhance collaboration between offices.

  • Expected Outcomes/Measure of Merits:Update website 5 times per week during the two main semesters and 3 times per week during the summer; Send at least 3 social media messages each day during the fall and spring terms; and one during the summer; Create theme for all publications; coordinate collaboration of message throughout college

Objective 2: Institutionalize brand concept throughout main administrative services.

  • Expected Outcomes/Measure of Merits:All communications vehicles from the college administrative level must utilize the brand (look and feel), and support the overall themes of the institution. This includes a coordinated look to the AXIS-TV system, message boards, website, and all other visual media, as well as flyers/brochures/folders/programs and all other printed media.

Objective 3: Assist the Learning Centers in West Sacramento and Davis in marketing their services.

  • Expected Outcomes/Measure of Merits: Through more coordinated printed materials and visual media, and assistance in helping create and manage certain public events, the expected outcome will be a 7% increase in student enrollment.

Objective 4: Create a true communications department under the Office of the President.

  • Expected Outcomes/Measure of Merits: This will include the CPIO, PRT, Web developer, graphic designers Clerk III and visual media specialist. It is vital to move all message makers into one department in order to consistently coordinate efforts and not duplicate services.

Objective 5: Plan, market and communicate the SCC 100th anniversary

  • Expected Outcomes/Measure of Merits: Coordinate with the Foundation Office on various initiatives to successfully promote the event/s and history of the college. Expected outcome is a higher profile of SCC in the community.

Objective 6: Assist athletics department in marketing their website and communications

  • Expected Outcomes/Measure of Merits: Pay half of sports photographer/web builder position; this will aid in keeping both the main college site and athletics site fresh

Objective 7: Enhance Public Information Office performance by supporting staff development opportunities for both the Communications and Public Information Officer (CPIO) and the Public Relations Technician (PRT).

  • Expected Outcomes/Measure of Merits: Attend annual CCCPRA conference in April; attend NCMPR regional training in September; enter publications, website, etc. in various contests

C. PROCEDURES AND RESOURCE REQUIRMENTS FOR THE PLANNING YEAR:

Provide information about the procedures that you will use to accomplish your objectives and the resource requirements needed for those procedures. Include information about the funding sources available to your program.

  • Procedures: Explain the overall procedures that the program uses to fill its purpose and implement its objectives.In some cases, a given procedure may support more than one objective.
  • Resource requirements: State the resources (financial, facilities, and IT) that are needed to implement program objectives.
  • Funding sources: State the sources of funds that are applicable to your program.

You may wish to use a table to present this information; two suggested table formats are shown on the next page.