Summer 2013 - Spring Semester 2014 Marketing Plan

Metropolitan State University Student Life and Leadership Development Office (SLLD)

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Table of Contents

(Note, throughout this marketing plan, The Student Life & Leadership Development Office may be referred to as just “SLLD”)

Executive Summary Page 4

Company Description Page 5

Recent History and Successes Page 5

Strategic Focus and Plan Page 7

Mission Page 7

Goals Page 7

Core Competency and Sustainable Competitive Advantage Page 7

Situational Analysis Page 8

SWOT Analysis Page 8

Figure 1. SWOT Analysis for The Student Life & Leadership Development Office (SLLD) Page 8

Industry Analysis Page 8

Student Enrollment Page 9

Student Diversity Page 9

Top Ten Majors Page 9

Competitor Analysis Page 10

Company Analysis Page 10

Target Audience Analysis Page 10

Student/Customer Characteristics Page 10

Low Involvement From Other Campuses Page 11

Market – Product/Service Focus Page 12

Marketing & Service Objectives Page 12

Target Markets/Audience Page 13

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Points of Difference Page 13

Positioning Page 14

Marketing Program Page 15

Product/Service Strategy Page 15

Product Line Page 15

Unique Product Quality Page 15

Packaging Page 15

Price Strategy Page 15

Promotion Strategy Page 15

Group Advising & Registration Events Page 16

Print Media Page 16

Electronic Media Page 17

Events & Programs Page 17

Promotional Items Page 18

Place (Distribution) Strategy Page 18

Financial Data and Projections Page 19

Primary Funding Page 19

New Student Center Page 19

Three-year Projections Page 20

Figure 3 Page 20

Organization Page 21

Figure 4 Page 21

Implementation Plan Page 22

Figure 5 Page 22

Evaluation Page 23

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1. Executive Summary

The Student Life and Leadership Development Office serves as a complement to the academic mission of the university and enhances the overall educational experience of students through the development of social, cultural, intellectual, recreational, and governance programs. Activities such as Fall Fest, leadership workshops and student organizations get students involved with the University and develop their leadership skills.

There have been a number of studies that show that when a student becomes involved with extra-curricular activities, positive effects follow. The student’s GPA strengthens, his/her attitude towards school improves, and their chance of school completion dramatically increases.

With all of the potential for student growth and development, SLLD also realizes that the statistics of student involvement can dramatically improve. SLLD has purchased and has been using OrgSync, an online community based management tool to improve communication between Student Organizations. The only problem is that not every Organization or their members use it, or even know it exists!

SLLD has decided to overhaul its marketing efforts to emphasize OrgSync and its connection with students and organizations. New students, Officers, and all the members of the Organizations/Clubs will know exactly what OrgSync is and how to use it. No longer will students be left out of the loop and confused about what OrgSync is.

There are currently 11,390 students enrolled at Metropolitan State University. There are 1,279 OrgSync profiles created with 77 unique active user logins in the past 7 days. With having only 10% of the total student population registered on OrgSync, we are presented with very large market potential.

Metropolitan State University is a non-traditional University with many of its students working full time while also juggling family obligations. SLLD together with OrgSync provides students with a one-stop online community tool that includes a community calendar, Organization/Club information, an involvement tracking tool, and news & updates from Student Life. In a world where time is at a premium, OrgSync and SLLD make it easy for working adults to connect with Student Life.

At SLLD, we don’t produce the student, we propel them. We don’t play the music, we make sure you hear it. We don’t create your victories, we celebrate them. We don’t set your goals, we help you reach them. At SLLD, we don’t make a lot of the experiences you have at Metropolitan State University. We make a lot of the experiences you have at Metropolitan State University, happen.

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2. Company Description

In 1999, Tara Parker was hired as Student Activities Director. The Student Activities team consisted of the Director, the Office Manager, and a University Activities Board (UAB) student worker. The office resided in St. Johns Hall. Since then, the office has been moved to the Fine Arts Building, the Veterans Center, and Founders Hall. In 2000, Tara received permission to change the name of the department to Student Life & Leadership Development.

The Student Life and Leadership Development Office serves as a complement to the academic mission of the university and enhances the overall educational experience of students through the development of social, cultural, intellectual, recreational, and governance programs. Activities such as Fall Fest, leadership workshops and student organizations get students involved with the University and develop their leadership skills.

In addition to leadership development and other involvement opportunities, the office provides services that assist students in their daily lives. Metro Transit, housing information and discount tickets "to the town" are available. The office is on the St. Paul Campus, Founders Hall, Room L-106.

Recent History and Successes (written by Brent Glass, SLLD Director)

In the past fiscal year (12-13) SLLD has been focusing on marketing, providing more leadership opportunities, and creating accountability measures for student programing at Metropolitan State University. SLLD created a small community program. The rationale behind the Small Community concept is to remove some of the paperwork/obstacles that sometimes prevent smaller groups of students from getting involved at Metropolitan State University.

The idea is to catch new, uninvolved students, who might not have the time or want to join a club, but still want to be involved with the college. The Small Community program will allow them to get and stay involved without having to maintain the active status of a Registered Student Organization while still providing valuable opportunities for other students at Metropolitan State University to get involved with Student Life.

Additionally the office has expanded the leadership offerings for students. The Student Organization for Leadership Development series was established during spring semester. This leadership series targeted emerging student leaders who participate in clubs and organizations. The SLLD office also sponsored the first spring semester transformational leadership retreat. Over 50 students participated in this two day program. Furthermore, the office designed and delivered several OrgSync workshops for student leaders and is currently creating a marketing plan to better promote the tacking mechanism for student involvement and learning outcomes. This is a significant initiative as SAFAC has modified their expectations of appropriate use of student funds to include the creation of learning outcomes for higher cost programming.

Finally, the SLLD office has been working with the Student Senate and University Facilities on the development of a University Student Center. A key part of this process through schematic and

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construction design is to ensure this project addresses the needs of the student body. The Student Center is scheduled to be built by Fall of 2015 and will be a “game changer” for the SLLD program.

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3. Strategic Focus and Plan

This section covers three aspects of corporate strategy that influence the marketing plan: (1) the mission, (2) goals, and (3) core competency/sustainable competitive advantage of The Student Life & Leadership Development Office (SLLD).

Mission

The mission of The Student Life and Leadership Development Office is to develop engaged leaders with a lifelong commitment to diversity, integrity and social responsibility.

Goals

Starting with the Summer 2013 semester, The Student Life & Leadership Development Office (SLLD) seeks to achieve the following goals by the end of the Spring 2014 semester:

1. To achieve 2,500 OrgSync profile created.2. To have 100 students utilizing the Co-Curricular Transcript Tool.3. To have 250 students using it within the past 7 days.

Core Competency and Sustainable Competitive Advantage

In terms of core competency, The Student Life & Leadership Development Office (SLLD) seeks to achieve a unique ability to (1) Provide the correct tools and resources allowing for a personal educational experience and (2) deliver greater responsibilities and opportunities through University Organizations and Student Life.

To translate these core competencies into a sustainable advantage, SLLD will work closely with University staff and Registered Student Organizations (RSOs) to satisfy the needs of our target audience.

Explanation: To help achieve OrgSync goals, SLLD has introduced a T-shirt to promote the brand and encourage students to sign up.

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4. Situational Analysis

This situational analysis starts with a snapshot of the current environment in which The Student Life & Leadership Development Office (SLLD) finds itself by providing a brief SWOT (strengths, weaknesses, opportunities, threats) analysis. After the overview, the analysis probes ever-finer levels of detail: industry, competitors, company, and consumer.

SWOT Analysis

Figure 1. SWOT Analysis for The Student Life & Leadership Development Office (SLLD)

Internal Factors Strengths WeaknessesFlexibility Department and staff are willing

to adjust to the students’ needsInconsistency in policy & procedure

Accessibility Entire SLLD staff is located in one office

SLLD office is located only on one campus; STPL

PersonnelExperienced, hard working staff; have a genuine interest in student development

Small staff; has a possibility to become over worked

OfferingsPersonal student experiences with opportunities to grow and develop both personally & professionally

Small number of organizations, only 35; relatively young department

External Factors Opportunities Threats

Consumer/SocialStudents are trending younger and younger; more students beginning college career at the University

A large portion of the University’s students still are full time working adults; students have less time than average

Competitive Internships are more difficult to find in today’s job market

Some internships offer a salary, many student opportunities through SLLD are unpaid

TechnologicalTechnological advances in mobile devices allow students to always be connected

Challenges allocating resources for a rapid changing technological world

EconomicTough job market; students need more skills to compete

Economy is slow; many students may be working longer hours which leaves them with less time

Industry Analysis: Trends in Metropolitan State University Student Enrollment, Diversity, Demographics

With a company or organization such as The Student Life and Leadership Development Office, the Industry in which it competes could be seen as the University Community. SLLD is competing for students’ time and therefore needs to know how many students are enrolled, what the student diversity looks like, popular majors, and other important facts and figures.

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(For comparison purposes, the years 2006 – 2007 and 2011 – 2012 were chosen to demonstrate significant trends over time.)

The University provides many fact sheets called Key Facts At A Glance which provide various important statistics and information on enrollment, student diversity, degrees granted, top 10 majors, and other various topics.

Student Enrollment. According to Key Facts At A Glance, the total enrollment since 2006 – 2007 (total students served, unduplicated headcount) has increased by about 27.4% with the full-year equivalent increasing by 18.9%.

In 2011 – 2012, the majority of students enrolled at the University were enrolled part-time with the statistical measurement being 66%. The remaining 33% were full-time. These figures were roughly the same in 2006 – 2007 with 65.3% of students being part time and 34.7% being full-time.

Student Diversity. According to Key Facts At A Glance, several key student diversity measurements have changed between the years of 2006 – 2007 and 2011 – 2012. Female students have decreased by 3.2% while male students have increased by 3.2%. Students of color have increased by 7.7%, international students have decreased by 0.6%, and out-of-state students have increased by 0.6%.

The average age of students has surprisingly increased by .04 years from 31.6 years to 32 years when comparing years 2006 – 2007 and 2011 – 2012. Meanwhile, the age range of students has changed from 16 – 73 in 2006 – 2007 to 16 – 79 in 2011 – 2012.

Top Ten Majors. According to Key Facts At A Glance, the top 10 majors at the University during the years 2011 – 2012 and years 2006 – 2007 are as follows:

2006 - 2007 2011 - 2012 Business Administration Individualized Studies Individualized Studies Business Administration Accounting Accounting Criminal Justice Psychology Nursing Human Services Law Enforcement Criminal Justice Psychology Nursing Finance Law Enforcement Marketing Alcohol and Drug Counseling Management Social WorkExplanation: In both time periods, the top three majors in no particular order were Business Administration,

Individualized Studies, and Accounting. After the top three, majors such as Criminal Justice, Nursing, and Law Enforcement have all dropped down the list when comparing 2006 – 2007 with 2011 – 2012. On the other hand, Majors like Human Services, Alcohol and Drug Counseling, and Social Work have enjoyed new spots in the top 10 of 2011 – 2012 when compared to 2006 – 2007.

Competitor Analysis: Students’ Use of His / Her Time

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The Student Life and Leadership Development Office is competing for the time of 11,390 students. The average age of a student enrolled at the University is 32 years old. This means that by and large, many of the students hold either part-time or full-time jobs. According to OECD Family Database, in 2009 the average age of women when having their first child was 25 years old. This means that adults close to the age of 32 commonly tend to have at least one child. Being a caregiver or having dependents means that the student will most likely have very little extra time left over for school, let alone Student Life.

Another issue with today’s current economy is that students may have to work longer hours to make ends meet. According to The Huffington Post, more than one-fourth of private sector workers make less than 10$ per hour. This trend suggests that because of the low wages, students may have to spend more time working to pay bills and other expenses. One could argue that the job the student works offers skills and development opportunities in its own right. While this may be true, SLLD also offers student employment and Student Life opportunities which may yield a faster than average rate of personal and professional development.

Company Analysis

The Student Life and Leadership Development Office has been in existence for 14 years with Tara Parker being the department’s first Director. Today, the Office Manager and Director have 37 Years of Professional and Leadership experience between the two of them. SLLD also employs 8 workers and an Intern; with two being full time and 6 being part time. SLLD now interacts and communicates regularly with students and University staff.

The office has purchased OrgSync, an online community management tool to serve as a central communication platform for students, organizations, and SLLD. Since its introduction, the platform has reduced paper costs, increased awareness of campus events, and improved communication and efficiency between student organizations.

Target Audience Analysis

In terms of target audience analysis, this section describes (1) the characteristic of students expected to use The SLLD Office’s services and (2) engagement of students using the services.

Student/Customer Characteristics. Demographically, according to a July, 2013 SLLD OrgSync survey, in general, SLLD services are used by students with a medium range of backgrounds. SLLD services are used primarily by students who are between the age of 25 – 45, female, Caucasian/white, and pursuing an undergraduate degree.

The most popular college of study among students using SLLD services is The College of Arts & Sciences, with The College of Management coming in second. The majority of students are employed full-time, with their primary campus being at the Saint Paul Campus (Mounds Blvd.) The most common primary campus among students in the survey directly relates to where the SLLD Office is located and where the majority of Student Life happens.

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The majority of students suing SLLD services are also not caregivers and do not have dependents. Also, full-time enrollment status is the most common at 55%, while part-time is at 40%. Because many adults are pressed for time in their schedules, it makes sense that only the students without children or dependents will have the highest involvement rate.

Low Involvement From Other Campuses. According to an SLLD survey conducted in July of 2013, 59% of students who use SLLD services have a primary campus of Saint Paul (Mounds Blvd.). The second most popular primary campus is Midway, with 24%, followed by Minneapolis at 7%. Brooklyn Park was only at 2%. These statistics show a glaring problem and opportunity for SLLD to increase awareness on these campuses. At the Saint Paul Campus, many posters and flyers are posted in high traffic areas. The same should be emphasized at the Brooklyn Park Campus and Minneapolis Campus.

5. Market – Product/Service Focus

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This section describes the market and product objectives for The Student Life and Leadership Development Office and the target audience, points of difference, and positioning of SLLD’s services.

Marketing & Service Objectives

SLLD’s marketing intent is to take full advantage of its brand potential while building a base from which other service and programs can be created. The marketing and product objectives are detailed in five areas below:

Current markets. Current markets will be grown by expanding brand awareness focusing on the connection between OrgSync and the rest of Student Life. In addition, new profile creations will be grown by increasing student awareness and repeat uses of services offered by SLLD, thereby leading to a higher involvement rate in Student Life.

Greater involvement. By the end of the Spring 2014 semester, OrgSync will have 2500 new user profiles created, 100 students utilizing the Co-Curricular Transcript Tool, and 250 unique student logins in the past 7 days.

OrgSync rebranding. OrgSync will now emphasizes the “Let’s Connect” tag line creating a position in the student’s mind that OrgSync is a social tool used to allow new students to get involved with Student Life.

Leadership retreats. Continue Leadership retreats in the fall and spring to encourage the development of relationships among students and faculty while also increasing involvement in student life.

Increased number of organizations. By the end of the Spring 2014 semester, we anticipate an increase of at least four new student organizations.

Target Markets/Audience

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The primary target audience for the Student Life & Leadership Development Office (SLLD) is returning students, first year students, transfer students, and registered student organizations (RSO’s).

Returning students have interests in staying connected, resume builders, personal & professional development, and RSO communication. Returning students’ influencers are their peers, RSO advisors, incentives, and free items.

First year students have interests in staying connected, involvement, meeting others, being new to the campus, personal & professional development, and resume builders. First year students are influenced by Metro 101, their peers, digital media, incentives & free items, professors, and advisors.

Explanation: To increase brand awareness and the connection between Student Life and OrgSync, flyers and posters like this were created for promotion.

Transfer students have interests in staying connected, involvement, meeting others, being new to campus, personal & professional development, and resume builders. Transfer students’ influencers are their peers, incentives & free items, professors, and advisors.

Lastly, Registered Student Organizations (RSO’s) have interests in staying connected, electronic forms, and being involved. RSO’s influencers are their peers, RSO advisors, other RSOs, funding, and incentives & free items.

Points of Difference

The “points of difference” – characteristics that make The Student Life and Leadership Development Office’s services unique relative to competitors – fall into three important areas:

Unique learning experience. No known competitor offers such a personal and student driven experience with the vast number of opportunities that SLLD does.

Variety. The current job market is increasingly challenging. Graduating students with the most transferrable skills from internships and other experiences will have the best prospects after graduation. In response to this factor, SLLD’s services offer more variety and opportunities to gain more transferrable skills than an entry level part time job or internship will.

Faster average rate of professional development. Students who are involved enjoy opportunities for professional development at a much higher rate with much easier access than traditional entry level jobs or internships.

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Positioning

Traditionally, professional/personal development opportunities available to students are either costly, low in variety, frequency, or all three. The Student Life and Leadership Development Office addresses these three undesirable problems to obtain a positioning in students’ minds as a very unique and personal educational experience offering professional development opportunities with a higher than average selection and frequency.

6. Marketing Program

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The four marketing mix elements of the Student Life and Leadership Development Office marketing program are detailed below.

Product/Service Strategy

After first summarizing the product line, the approach to product quality and packaging is covered.

Product Line. SLLD offers many services, activities, and opportunities. They consist of over 30 Student Organizations, OrgSync, The Student Senate, SAFAC (Student Activities Fee Allocation Committee), The University Activities Board (UAB), G.E.M.S. (Guiding, Empowering & Mentoring Success) Leadership & Mentoring Program, Fall Fest, Winter Extravaganza, Leadership Retreats, and Group Advising & Registration Sessions.

Unique Product Quality. The many services offered by SLLD are of very high breadth and depth. The services have been developed and tweaked by students and staff on an ongoing basis ever since the department’s creation in 2000. Tweaks and perfections of various policies and procedures can be seen with virtually every Student Senate and SAFAC meeting. Each student has the ability to voice their opinion on important matters that affect the University and the student body as a whole.

Packaging. Since SLLD offers its services rather than physical products, the packaging aspects of the services become the Office, OrgSync, Website, Facebook, email, phone, and workers. SLLD’s Office is somewhat small, which causes problems with accumulation of boxes and containers building up around certain times of the year. This cluttered look could cause a less than desirable effect on prospective students. The new Student Center will address this problem by increasing the size of the new office by about twice the size. (The current size of the SLLD office is about 635 square feet.)

Price Strategy

The students of Metropolitan State University are required to pay $2.00 per academic credit through the 2013 – 2014 academic year whether or not they participate with Student Life or SLLD. Using this information, one can predict that a student attending school part time would pay about $8 per semester while a full time student would pay $24. (The prices calculated were assuming a part time student enrollment of 4 credits and a full time student enrollment of 12 credits.) However, the unique opportunities offered by SLLD give it a significant advantage over other forms of leadership development programs and justifies this pricing strategy.

Promotion Strategy

Key promotion programs feature group advising and registration events, print media, electronic media, events / programs, and promotional items.

Group Advising and Registration Events. Having a presence at group advising and registration events enables students to learn about the many services offered by SLLD. These events also allow SLLD to create a positive first impression with the students and encourage them to sign up to OrgSync.

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Retractable OrgSync Promotional Bannero Description: Place the banner next to the University Activities Board (UAB) table,

visible to student traffic nearby.o Content: Displays the benefits of OrgSync, SLLD, and Student Life. Also displays a

picture of student involvement. Tablets or Laptops

o Description: Place at least two laptops or tablets on the table; check them out from University IT Services.

o Content: Ensure that the OrgSync profile creation page is launched. Give short tours to students on how to navigate the website.

Flyers and Posterso Description: Place flyers on the table near the laptops and place posters in the

surrounding areas close to the event.o Content: (See poster and flyer description and content sections below.)

Print Media. To increase awareness of SLLD, its services, and OrgSync, a strong emphasis on print media has to be created.

Promotional Posterso Description: 11” x 17” color

posters distributed campus-wide before classes begin.

o Content: A brief description of the sign-up process; contact information.

Flyerso Description: 8” x 11” color

inserted in admittance packets mailed to students and distributed at Group Advising & Registration Sessions.

o Content: Same or very similar to the promotional posters.

Pluggers in RSO (Registered Student Organizations) Mailboxes

o Description: ¼ page on card stock; smaller version of posters.

o Content: Brief description of sign-up process; contact information.

Explanation: Courtesy of Nina Suvorova, this flyer draft was created to catch the short attention span of a student traveling through a Group Advising & Registration Session. Notice the use of large and colorful pictures, the puzzle pieces that connect, and the woman representing the student who wants to belong. The tag line, “Let’s Connect” is also used to represent the purpose of OrgSync.

Instructive Table Tentso Description: Distribute table tents on tables in the cafeteria on the STPL campus.

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o Content: FRONT: Profile setup instructions. BACK: Co-Curricular Transcript Tool information.

Campus Newspaper Advertisemento Description: ½ page ad in the Welcome Back Editiono Content: The same design as the posters and pluggers.

Campus Newspaper Feature Storyo Description: Partner with the campus newspaper to run a story.o Content: Information on OrgSync, R.S.O. benefits, & Co-Curricular Transcript Tool.

Electronic Media. In a technology world that allows students to be connected 24/7, SLLD must create a strong presence in this area.

Campus-Wide Emailo Description: Send out to all students during the second week of classes.o Content: OrgSync description, sign-up instructions, and CCT (Co-Curricular

Transcript Tool) Information. RSO (Registered Student Organization) President’s Email

o Description: Send out to all presidents during second week of classes.o Content: OrgSync description, sign-up instructions, CCT information, RSO member

benefits, budget request module information. Use Student Life Facebook Page to Market OrgSync

o Description: Facebook updated by UAB Public Relations Coordinatoro Content: Post events, news & updates, photos, and link to OrgSync.

Improve the link to OrgSync from the SLLD website and student portalo Description: Add a login link to OrgSync to the Student Portal and redesigned

Student Life web pages. Include a redirect URL for SLLD and OrgSync. Electronic Signs

o Description: Explore possibilities of displaying information on Gateway displays.o Content: OrgSync Logo, Tagline, and SLLD Office website.

Events and Programs. University-Wide campus events and programs usually bring high traffic to the campus grounds. They present excellent opportunities to promote SLLD, OrgSync, and Student Life.

Group Advising & Registration – Welcome Presentationo Include OrgSync information in the Student Senate segment of the welcome

presentation. All Student Life and UAB Events

o Include some form of promotion such as a table setup, or banner. First year Experience Class Presentations (Metro 101 and 201)

o Promote Student Life and OrgSync in the classroom.

Promotional Items. Promotional items will be used to create a larger awareness of SLLD and OrgSync.

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T-Shirts for Student Workers and Staffo Description: Wear at Student Life events and distribute extras as promotional

items. USB – Car Chargers

o Description: Distribute at all Student Life events and Group Advising & Registration Sessions.

o Content: Has a lime green color, with the OrgSync logo, and the Metro State OrgSync URL.

OrgSync Penso Distribute out at all events and group advising & registrations.

Reusable Toteso Description: Give away as a promotional item at all group advising & registration

events.o Content: Contains logos of SLLD, OrgSync, G.E.M.S., Student Senate, UAB, and the

Metro State OrgSync URL.

Place (Distribution) Strategy

The Student Life and Leadership Development Office’s services are distributed in its present markets through Room L107 in Founders Hall on the main St. Paul campus. Many smaller departments and organizations under the umbrella of SLLD operate with nearby offices such as the Student Senate Office, Room L207. Other programs like G.E.M.S. and UAB (University Activities Board) make use of the SLLD office while also having their own phone lines and email addresses for contact.

7. Financial Data and Projections

Primary Funding

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The Student Life and Leadership Development Office receives its funding from fees that students pay per credit. Primary funding comes from the Student Activity Fee charged per credit. Normally, the Student Activity Fee is a $4 dollar per credit fee charged to every student.

New Student Center

Metropolitan State University’s new Student Center has been in the works for a number of years. In Fall of 2013, construction of the Student Center is scheduled to begin. When construction begins, the Activity Fees charged to students per credit will drop from 4$ to 2$. This decrease is part of a larger strategy developed by the Student Senate in efforts to address concerns about current students having to pay additional fees for a building that they may not ever use. The construction is scheduled to be completed by Fall of 2015; by that time many students may already graduated.

Since Activity Fees will be decreasing from 4$ to 2$, the Student Senate also voted to fund the remaining 2$ deficit by drawing funds from its reserves. After the construction of the Student Center is completed in Fall of 2015, the Activity Fees will return to their normal rate at 4$ per credit.

Three-Year Projections

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Three-year financial projections for SLLD appear below. These projections reflect the continuing growth of enrollment of students for the next three years. (Trend data was provided by Drew Melendres, Vice President of Student Affairs and Enrollment Management.)

Figure 3. Fee Revenue For The Student Life & Leadership Development Office (SLLD)

Fiscal Year '14 Fiscal Year '15 Fiscal Year '1611400

11450

11500

11550

11600

11650

11700

11750

11800

$45,200

$45,400

$45,600

$45,800

$46,000

$46,200

$46,400

$46,600

$46,800

$47,000

$47,200

Enrollment (Left)Revenue (Right)

Financial Element Units Fiscal Year ’14 Fiscal Year ’15 Fiscal Year ‘16

Enrollment Students 11,447 11,561 11,735

Revenue Dollars $45,788 $46,244 $46,940

Explanation: The financial figures in Fiscal Year 14’ and Fiscal Year ’15 include the additional $2 per credit amount drawn from Student Senate reserves.

8. Organization

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The current Student Life and Leadership Development Office’s present Organization appears in Figure 4. It shows the people reporting to the Director, Assistant Director, and the Office Manager. The next level includes the Student Worker and Leaders of the U.A.B. (University Activities Board) and G.E.M.S. (Guiding, Empowering & Mentoring Success) Leadership & Mentoring Program. The structure is formal, but allows fluid communication between all employees.

Figure 4. The Student Life and Leadership Development Office (SLLD) Organization

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Explanation: At present, The Student Life & Leadership Office operates with five student workers in only essential positions. As the office grows, positions will fill to capacity and people with special expertise will be added to the staff.

9. Implementation Plan

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Director

Office Manager

Assistant Director

U.A.B. Leader G.E.M.S. Leader SLLD Student Worker

Asst. Coord.

P.R. Int.

P.R. Ext.

Asst.

Introducing The Student Life and Leadership Development Office’s services to the student body of over 11,000 full- and part-time students is a complex task and requires that creative promotional activities gain student awareness and initial trial. Counting the existing 1,270 OrgSync user created profiles, by the end of the Fall 2013 Semester SLLD expects to have 2500 profiles created. SLLD also expects to have 100 students utilizing the OrgSync Co-Curricular Transcript Tool or roughly 4% of the users. Another goal is to achieve 250 unique profile logins per week or about 10% of users logging in each week. The anticipated rollout schedule to meet these goals appears in Figure 4.

Figure 5. Rollout Schedule to increase OrgSync student involvement

Month

Total OrgSync Profiles

Created (123 Each Month On

Average)

Unique Logins Per Week (17

Each Month On Average)

Cumulative Percentage of

Students Uniquely

Logging In

Number of Involvement

Hours Logged

Ratio of Involvement Hours to # of

Registered Users

August 1393 97 6.96 400 0.28

September 1516 114 7.52 450 0.29

October 1639 131 8.00 400 0.24

November 1762 148 8.40 350 0.20

December 1885 165 8.75 400 0.21

January 2008 182 9.06 600 0.30

February 2131 199 9.34 650 0.31

March 2254 216 9.58 700 0.31

April 2377 233 9.80 400 0.17

May 2500 250 10.00 400 0.16

The vast difference in usage of OrgSync by students will be monitored carefully to assess whether minor or major modifications may be required to the Marketing strategies of SLLD/OrgSync. As the rollout to new incoming students continues, SLLD will assess OrgSync Marketing/Promotional strategies and time constraint tradeoffs. This is important in determining whether to renew the OrgSync contract in July 2014.

SLLD can keep track of the statistics above by visiting the Student Umbrella Reports page available at https://orgsync.com/39165/umbrella/reports/user_stats. From there, the administrator can utilize the “Reports” tab located at the top of the page to export Xcel documents containing involvement hours and other relevant information.

10. Evaluation

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Monthly OrgSync profile creation and involvement targets have been set for The Student Life and Leadership Development Office. Actual statistics will be compared with these targets and the tactical marketing program will be modified if any new or unexpected factor(s) present themselves.

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