HighEdWeb Assocation
 
The Annual Conference for Higher Education Web Professionals, Austin, Texas, October 23-26, 2011
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Session Details

Creative Services anyone?

MMP33 Marketing, Management, and Professional Development Track

Big Bend

Monday,
8:30
9:15
AM

BACKGROUND In 2010, William & Mary established the Office of Creative Services within the university’s central communication division. This "in-house agency" blends the capabilities and talents of the former university publications office and the former university web team. Creative Services offers an array of services in support of university-level communication and is committed to a strategic approach for university messaging. WHY CREATIVE SERVICES? This team can produce an integrated splash where individual creative elements like photos and language and graphics all come together to make a lasting impression and promote what happens on campus. Such a unit also reduces costs by minimizing reliance on outsourcing creative. Finally, this unit can be inclusive of complementary communication mediums such as print, web, video, social media, and multimedia; thus breaking down the traditional barriers between them. A central creative services can: - Increase the capacity of decentralized communication units because the central creative services offers collateral that decentralized units can reuse or extend. - Reduce duplication of effort because silos are currently creating similar communication materials in parallel. PRESENTATION SUMMARY This presentation will focus on 1) the assessment required to evaluate needs and build consensus for a creative services organization on your campus, 2) the transitional and organizational development challenges that will be present when bringing a new creative services unit to life, 3) the metrics used to evaluate the success of the first 18 months. PRESENTATION OUTLINE 1. Evaluating communications and marketing on your campus - assessing and planning - silos or stakeholders - areas of strength versus duplication of effort - executive support plus strategic decisions - best practices lead to consensus 2. Making the case for creative services - marketing "marketing" (planning for scope and resources) - emphasizing goals and managing turf - benefits and ROI 3. Orchestrating the transition - dealing with campus politics - negotiating space - considering roles and responsibilities - developing process and deploying project management 4. Shepherding the new department - change management – "the devil's in the details" - new goals, new tasks, new ways of working - getting your act together – "introducing creative services" - evaluating success

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