Digital Team Dashboard

GOALS:

• •Improve measurements of brand reputation and desired attribute associations by 2-5% among the college-aware general public in key markets as measured by a biannual market survey fielded in Summer 2026
• •Increase engagement with paid, owned and earned media among key audiences by 5%, as measured by clicks, views and other conversion targets
• •Increase affinity among key audiences (alumni, community leaders); and determine an effective measurement approach

CORE TACTICS (every year):

• •Leverage university & community activities, and create new platforms that enhance trust and affinity
• •Optimize owned, earned and paid media channels
• •Develop and support high-impact institutional creative projects and priorities
• •Develop and execute against quarterly plans for presidential marcom in partnership with OOP
• •Optimize retail presence to build brand affinity

INITIATIVES (this year):

• •Complete our brand strategy and creative strategy
• •Begin redesign of arizona.edu
• •Optimize Social Listening to align with brand strategy (social media plan)
• •Complete biannual market survey in summer 2026
• •Develop a mechanism for measuring affinity more regularly and across specific audiences
• •Develop new brand creative
• •Create a centralized omni-channel content calendar

GOALS:

• •Contribute to the success of student recruitment for Main Campus, Arizona Online and UAGC - helping each unit reach its enrollment targets
• •Support campus retention and student success initiatives – contributing to an institutional retention increase of 2% per year
• •Increase awareness of the university’s commitment to student success among key decision makers

CORE TACTICS (every year):

• •Continue Bear Down Rundown and optimize all other student communication platforms for main and AZO
• •Continue to support enrollment & retention partners with toolkits, messaging and other deliverables
• •Continue to optimize student-facing websites for enrollment outcomes for main and AZO
• •Execute the Arizona Online marketing plan

INITIATIVES (this year):

• •Reimagine the student landing page, arizona.edu/student
• •Begin redesign of Admissions pages on arizona.edu
• •Support messaging changes and evolving needs of Enrollment Marketing during a transition year
• •Define how we will measure the success of these tactics

GOALS:

• •Increase revenue and brand engagement tied to licensing and sponsorship by 5%
• •Increase creative options for brand campaigns and campus partners by providing 5 toolkits and 10 new assets & templates

CORE TACTICS (every year):

• •Identify opportunities to improve efficiency around the protection and revenue generation of the brand - i.e. contracting, procurement, etc.
• •Continue to evolve innovative licensing models
• •Regularly audit logo usage and logo development processes
• •Identify and create new campus assets that can be offered to sponsors/partners
• •Execute the Brand Development marketing plan

INITIATIVES (this year):

• •Develop new promotional products guidelines for internal campus use
• •Develop new brand creative for spring 2026 campaign
• •Revise brand guidelines to align with new brand strategy and creative
• •Support pop-up shops with the campus store and other retail partners
• •Complete a brand asset valuation project
• •Redesign Trademarks & Licensing Website

GOALS:

• •Adoption and enthusiasm for the new brand strategy and creative by 80% of the campus marcom community
• •Have a unified approach to marketing strategy and execution with 80% of colleges and divisions using our planning and creative tools

CORE TACTICS (every year):

• •Provide regularly updated creative assets, templates and tools for campus marketer use
• •Provide compelling monthly ONE Programming
• •Continually improve and evolve strategy for Quickstart in collaboration with the Arizona Digital Product Council
• •Quarterly audit and update of priority institutional web properties
• •Generate new assets and continually optimize the digital asset library

INITIATIVES (this year):

• •RFP/RFI for digital and media asset management
• •Develop a mechanism for sharing campus resources and talent - i.e. videographers, designers, etc.
• •Pilot a shared marketing planning tool
• •Ethically develop AI tools that facilitate brand management and development
• •Create a more formal onboarding process for new campus marcom employees, new guidelines and new tools
• •Decrease our overall digital footprint to position content where our followers are – primary web properties, streamlined emails and social accounts
• •Effective rollout of brand and creative strategy

GOALS:

• •Welcome and align with our new CCMO
• •Improve organizational efficiency (and construct a rubric to measure this) by optimizing processes and technology
• •Facilitate an environment of respect, listening, responsiveness, accountability and the ability to be yourself at work
• •Provide every staff member with at least one professional development opportunity every other year

CORE TACTICS (every year):

• •Revise, streamline and clarify the divisional budget
• •Encourage our teams to identify and apply for professional development opportunities
• •Continuously optimize and operationalize the career conversations process
• •Continuously find opportunities (or address needs) for training around institutional changes
• •Create a quarterly “big ideas” session for departmental collaboration

INITIATIVES (this year):

• •Transition project management to Monday and unify PM strategy within the MarCom division.
• •Make progress toward an improved organizational structure reunifying marketing and communications
• •Develop a CCMO welcome package
• •Construct a rubric to identify and prioritize work that is most aligned with our division’s strategic imperatives and most impactful for the institution
• •Move offices in a mindful and supportive way