PUBLIC RELATIONS

 

 

The Office of Public Relations seeks to enhance and advance the image of Savannah State University to its various publics. Over the course of the next five years, activities will be undertaken in several key areas including: publications, community and media relations, and marketing.

Public Relations Publications

Planning Unit: Office of the President

Responsible Person: Director of Public Relations

Planning Objective: Savannah State University needs a stronger presence in the marketplace. The entire institution stands to benefit from added the added visibility that attractive publications provide, but Admissions and Advancement must have strong publications to thrive in the competitive arena. Publications must be seen as an investment in SSU. The payoff will be in increased enrollments, greater visibility in the media and the community and greater financial support for the university. Publications must be done professionally -- well written, with eye catching design and beautiful photography. Moreover, they require significant and sustained institutional support.

Action Plans

FY 1998:

Continue publications:

· Savannah State.....Connections (weekly internal publication)

· The Administrative Report (Bi-monthly publication for external audience)

· Expand publications program to include:

· College-based brochures (funded by each College 2-year cycle)

· SSU Fact Book (shared funding by Public Relations and Institutional Research 1-year cycle)

· Coordinate and facilitate development and maintenance of University web pages

· Develop and distribute campus-wide policies and procedures manual for the Office of Public Relations

· Develop universal standards for letterhead and use of logo for publications

FY 1999:

· Continue publications:

· Savannah State.....Connections

· The Administrative Report

· Update SSU Fact Book

· Update Savannah State University brochure and Admissions Viewbook (2-year cycle)

· Hire two additional professional staff (designer/photographer and writer)

· Produce :30 and 1:00 promotional videos (2 each)

· Initiate Savannah State University magazine -- produced quarterly (funded by Public Relations)

FY 2000:

· Continue publications:

· Savannah State.....Connections

· The Administrative Report

· Update SSU Fact Book

· Update College-based brochures (2-year cycle)

· Expand materials available electronically (catalog, application, etc.)

· Continue quarterly magazine

· Produce monograph of faculty work

FY 2001:

· Continue publications:

· Savannah State.....Connections

· The Administrative Report

· Update SSU Fact Book

· Update SSU Brochure and Admissions Viewbook ( 2-year cycle)

· Expand materials available electronically (catalog, application, etc.)

· Continue quarterly magazine

Community and Media Relations

Planning Unit: Office of the President

Responsible Person: Director of Public Relations

Planning Objective: Good community relations and media relations is first and foremost about the business of relationship building. If well executed, it accomplishes the following: enhances the reputation of the institution, helps people recognize the value a particular institution brings to the community, demonstrates the integrity of its leadership, builds visibility and trust.

Action Plans

FY 1998:

To embark on a strategic plan of relationship-building with business and civic leaders for the express purpose of gaining greater recognition and understanding among local opinion-leaders and decision-makers of the important role SSU plays in the community.

Reach out to key groups and organizations, either through seeking membership for the President or an appropriate university representative or arranging an invitation to address the membership as a featured speaker.

Establish a University Advisory Board (led by the President) comprising business and civic leaders.

Host a series of corporate breakfasts for leaders in specific industries (tourism, health care, banking, etc.) to let them know what Savannah State University is doing that relates to their area. (quarterly to begin)

Continue to aggressively pursue print and electronic media exposure for SSU coverage: features, events, profiles, etc.

FY 1999:

Expand corporate breakfasts with key constituents (expand to monthly)

Use campus events, theater presentations, lectures, athletic events, etc. as opportunities to cultivate relationships with community leaders. Invite opinion-leaders to be the guests of the President (or VP, Dean, etc. as is appropriate ) for campus events. Free tickets, VIP seating, perhaps lunch or dinner with host around the event.

Initiate student ambassadors program for student leaders to serve as tour guides, event hosts and other ambassadorial functions.

Continue and sustain media efforts.

FY 2000:

· Continue corporate breakfasts

· Continue cultivation events

· Expand student ambassadors program

· Develop national media presence

FY 2001:

· Continue corporate breakfasts

· Continue cultivation events

· Expand student ambassadors program

· Expand national media presence

Marketing

Planning Unit: Office of the President

Responsible Person: Director of Public Relations

Planning Objective: Positioning Savannah State University in the competitive marketplace requires clearly defined goals, a strategic plan and results that are measurable over a given period of time. Suggested goals:

· increase the number of top students (top 10% of graduating seniors) enrolling at SSU

· increase minority enrollment

· increase alumni/community satisfaction with SSU

· increase private support of SSU

For marketing to be successful, language and messages must be directly tied to accomplishing the mission of the institution.

Action Plans

FY 1998:

Initiate internal focus-group process to begin to define SSU’s niche in the marketplace...what is it we want to be known for?

· Develop and execute a marketing plan. Creative, consistent marketing is vitally important to the university and requires sustained budgetary support.

· Develop and execute an advertising plan. Creative, consistent advertising is vitally important to marketing the university and requires sustained budgetary support.

· Increase the visibility of the President and key administrators by securing speaking engagements at key functions locally, regionally and nationally beginning with a modest schedule of one activity per month as the calendar will allow.

FY 1999:

· Conduct focus groups to assess marketing and advertising effectiveness

· Expand the scope of WHCJ as a marketing tool for the University

· Produce marketing video

FY 2000:

· Expand marketing and advertising activities

FY 2001:

· Expand marketing and advertising activities