Priority 1: More integrated and comprehensive Marketing, internally and externally
Who is the target audience for this issue?
- Internally: 1)UM students/participants (already interested/participating), 2)UM faculty, 3)UM providers of program/staff as whole.
- Externally (including globally): 1)Industry (company designate who handles "U" relations)/customers who will buy the programs, 2)students/participants, 3)other universities, professional societies, etc.
How should we approach this issue?
- Develop strategy for each audience (internal vs external).
- Define our role as a "matchmaker" for the supply (internal) and demand (external).
- Connect to faculty.
- Market tools for industry.
- Expand market base: 1)include more groups/individuals, 2)research (advisory group).
What roadblocks/obstacles might we face with this issue?
- Resources - bodies and time; faculty capacity, availability and willingness.
- Resistance to new ideas and change.
- Economic restraints.
- Changing cultures; think outside the box, new approaches to marketing (listen to all, get feedback).
- Lack of agility in credit programs.
- How do we promote working with InterPro to meet current industry needs?
- High-demand courses are matched with the right number of faculty to meet the needs.
What outcome would we like to see with this issue?
- Development of new programs/broaden base; more programs in more areas of expertise within the College.
- A match between industry demand and faculty interest.
- High enrollment in high-impact programs.
- Reach out to undergrad students with non-credit/certificate programs.
Who is the target audience for this issue?
- Department, including staff and faculty/internal operations; subsequently, customer.
How should we approach this issue?
- Attend Lean training.
- Make time for process mapping and implementation.
- Require all staff/faculty participate in one lean initiative.
What roadblocks/obstacles might we face with this issue?
- Day to day time constraints - competing priorities.
- Everyone being at different levels.
- Too many projects, not enough initiatives.
- Resistance to implement outcomes.
- Lack of understanding need to be lean.
- Timing of implementations.
- Who will lead it/Max.
What outcome would we like to see with this issue?
- Define processes and systems to increase productivity/efficiencies, extend department capabilities.
- 6/07 - measurable improvements to enhanced process.
- Serve customers better; more responsive.
- Create a more positive work environment.
Priority 3: CoE/UM collaboration to develop closer working relationships and effect positive change
Who is the target audience for this issue?
- University community - administrators and faculty.
- Within UM - outside InterPro.
How should we approach this issue?
- Build relationships with University and College leaders.
- Highlight educational trends and current realities.
- We need to be branded; work more closely with CoE Media and Marketing (partner barter), (too expensive); more visibility - who we are and what we do.
- We need to be viewed as an actual entity of CoE so that we can use CoE resources.
- Involve more faculty members (make it a positive experience).
- Internal UM training (other departments).
What roadblocks/obstacles might we face with this issue?
- Not being viewed as an entity of CoE.
- Expectations are unclear/not standard.
- UM perception/student quality and program standards/topics.
- Encouraging new involvement - attractive, clear model.
- Resistance to change.
- Lack of awareness and understanding.
- Incentive for all involved.
- Legacy and bureaucracy.
What outcome would we like to see with this issue?
- Be well known - College and University-wide.
- Be recognized as an important part of CoE.
- To be viewed as one unit by CoE/University.
- Globally competitive university environment.
- Develop more programs - more program/course offerings.
- More active participation from faculty.
