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Faculty of Science Marketing Working Party FINAL Summary of Findings Confidential: Due to the strategic nature of the report content, this report is not for general distribution Date: October 2008 Compiled by: Marketing Working Party – Faculty of Science Index Page

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Faculty of Science

Marketing Working Party

FINAL

Summary of Findings

Confidential: Due to the strategic nature of the report content, this report is not for general distribution

Date: October 2008

Compiled by: Marketing Working Party – Faculty of Science


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Index

  • Page

  • Introduction 3

  • Methodology 8

  • Current Marketing Environment at Macquarie University 9

    • Engagement with Corporate Marketing Unit 10

    • Engagement with the Student Recruitment Program 11

    • Engagement with Macquarie International 12

    • Engagement with Institutional Advancement 16

    • Marketing Committees/Team Meetings 17

  • Current Marketing Environment in FoS Departments 18

    • Executive Dean’s Vision and Marketing Expectations for the FoS 19

    • Current Implementation of Marketing in the FoS Departments 22

    • Statistical Analysis 23

    • FoS Departments’ Plans and Objectives 24

    • Marketing Activities Currently Undertaken at FoS Departmental Level 27

    • Marketing Events Currently Undertaken at FoS Departmental Level 28

    • Marketing Needs at FoS Departmental Level in 2009 29

    • FoS Departmental Marketing Challenges into 2009 30

    • FoS Departmental Top 3 Marketing Priorities into 2009 32

    • Effectiveness of Current Marketing Activities at FoS Departmental Level 34

    • Marketing Support Required by FoS Departments in 2009 35

    • Dissemination of FoS Marketing Funds 36

    • Marketing Resources Currently Available in FoS 37

    • Outreach Activities at FoS Departmental Level 38

  • Key Marketing Programs for FoS in 2009 39

  • Sample Marketing Matrix of Marketing Roles and Responsibilities 45

  • Marketing Practices in Some NSW Universities 47

  • Recommended Marketing Structure for FoS 50

  • FoS Departmental Structure 51

  • Acknowledgements 52


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Introduction

  • Purpose of Project

  • In July 2008 the Executive Dean of the new Faculty of Science (FoS) called for working parties across key functions of the new Faculty to be established to:

  • review the current practice of each key function

  • make recommendations on how each key function should operate in the new FoS

  • Environmental Context Marketing Working Party Summary of Findings has Been Compiled

  • It should be noted that the Marketing Working Party Summary of Findings has been compiled in an environment where:

  • Senior marketing management have requested that the FoS marketing plan and resource considerations are not finalised before senior marketing management has the opportunity to work with all the faculties to develop marketing strategies based on the University's marketing strategy for 2009. This will occur when all the Executive Deans and Faculty Marketing Officers are in place. As a result, the Marketing Working Party is not able to recommend a marketing structure for the FoS as part of this document

  • The Corporate Strategic Marketing Plan for 2009 has not yet been developed

  • There is no 2009 business plan in place for the FoS at the time of writing the report

  • There is limited access to departmental key performance indicators (KPIs)

  • There is no budget 2009 parameters for guidance

  • The potential impact of a curriculum revue on Marketing is currently unclear but anticipated to be substantial

  • There is limited access to statistics at departmental level in a user-friendly format across all variables required for market analysis purposes

  • Role

  • The role of the working party was to:

  • review current practice in each area carrying out the marketing function

  • recommend best practice for the faculty that meets university requirements

  • recommend on the balance of responsibilities at faculty level and department level

  • recommend on staffing levels for the functional unit

Continued next slide …


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Introduction - continued

  • Outcomes

  • The following requirements of the working party were to:

  • provide an interim report to the Executive Dean in the week of July 28

  • provide a final report in the week of September 25.

  • Working Party Members

  • The members of the working party were:

  • Peter Bull – Senior Lecturer, Dept of Chiropractic, Chair of ELS Outreach Committee

  • Cathy Gonzales - Marketing Coordinator, Dept of Electronic Engineering and Chair of the Marketing Working Party

  • Skaidy Gulbis – Communications and External Relations Manager, Division of EFS

  • Jason Elias – Manager, Student Recruitment

  • Kali Madden – Executive Officer CUDOS, Dept of Physics

  • Baris Satar –Manager Marketing and Recruitment, Macquarie International

  • Working Party Philosophy

  • The philosophy of the working party was to be inclusive ie involve the opinions and experiences of as many people as possible who currently conduct aspects of marketing in the departments that will comprise the new FoS, in order to make recommendations regarding the role of marketing in the new Faculty.

  • Clarity Around the Marketing Role in the Faculties

  • Originally, the role of Marketing was to be a part of the senior marketing structure across the new faculties. Then a change occurred where the Marketing role was no longer part of the senior marketing structure but a Marketing Officer role under a new faculty position titled Director of Development. Since then, HR has been advised that this structure not be introduced and instead the Marketing role be a separate function not reporting to the Director of Development. At the time of writing this report it is understood that the new Marketing role will report to the Faculty Manager with a dotted reporting line to the Director of Marketing, not to the Director of Development. Confirmation is yet to be given regarding the level of the role. Also, a job description for the role was not available at the time of writing this document.

Continued next slide …


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Introduction - continued

Definitions

Originally the working party was to review the function of Marketing/Outreach. However, it became clear to the working party members that the difference between the marketing and outreach functions needed to be made apparent and not confused. Therefore, a request to the Executive Dean FoS was made to re-position the working party’s role to be Marketing only due to the these differences. The Executive Dean FoS subsequently approved the change of the working party’s focus from Marketing/Outreach to Marketing only.

The Marketing Working Party identified early on that clarity also needed to be given around the term Advancement. Therefore, the following are the definitions that the Marketing Working Party referred to when conducting its activities. It should be noted that although these functions are distinct roles in their own right, there are times in which the Marketing Working Party felt the objectives of each interconnect. The diagram below illustrates this point of view.

Continued next slide …


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Introduction - continued

Marketing Defined

Marketing can be defined as the product planning, pricing, promotion, distribution, and servicing of goods and services needed and desired by consumers. (Marketing in an Age of Change – by Jon G Udell and Gene R Laczniak p 5).

There are two levels of marketing:

Strategic marketing: attempts to determine how an organisation competes against its competitors in a market place. In particular, it aims at generating a competitive advantage relative to its competitors.

Operational marketing: executes marketing functions to attract and keep customers and to maximise the value derived from them, as well as to satisfy the customer with prompt services and meeting the customer expectations.

Outreach Defined

Outreach as described by the University of Rhode Island comprises teaching, research and service activities that connect the University in mutually beneficial relationships through the exchange and application of knowledge with non-traditional audiences.  Outreach activities can take a number of forms, including applied research, technical assistance, evaluation studies, and policy analysis. At the University of Rhode Island the forms of the Outreach are structured under Teaching Outreach, Service Outreach, and Research Outreach. 

Teaching Outreach is the transfer of single or multi-discipline based content and concepts via traditional or alternative formats to audiences other than the traditional undergraduate or graduate programs or curricula of the University.Service Outreach is the application of knowledge gained in academic teaching, research, and work experience for the benefit of others external to the University.Research Outreach is the application of research to a particular real world issue where the researcher in turn utilises feedback from the audience to further develop his/her continuing research program.

Continued next slide …


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Introduction - continued

Advancement Defined

Source: Council for Advancement and Support of Education (CASE)

Advancement is a systematic, integrated method of managing relationships in order to increase an educational institution's support from its key outside constituents, including alumni and friends, government policy makers, the media, members of the community, and philanthropic entities of all types. The primary core disciplines of educational advancement are alumni relations, communications and marketing, and development (fundraising). The following provides a further explanation of each one.

Alumni Relations

Alumni relations programs build and strengthen relationships with students and former students, faculty, and friends. They keep alumni informed about the institution and in contact with each other by providing opportunities such as homecomings, reunions, and alumni club events. They provide educational opportunities to alumni through continuing education programs, weekend seminars, and travel programs.

Communications and Marketing

Communications and marketing programs incorporate institutional or public relations, periodicals, publications and government relations. The goal of campus public relations is to keep interested audiences informed about the institution to influence their opinion and to build support for the institution.

An institution's magazine, tabloid, and newsletter serve as a vehicle for alumni news and include news and feature articles about issues affecting the institution. An institution's publications convey its image to students, parents, alumni, faculty, and the community, ranging from student recruitment tools such as the viewbook or Web site portal to the alumni reunion brochure or a flier promoting a campus open house. Finally, government relations continue to be an important aspect of educational advancement. As public dollars and programs diminish, more institutions must increase contact with federal, state, and local governments.

Development

Development at educational institutions encompasses a sophisticated and comprehensive program of annual giving, campaigns, major gifts, and planned giving. While alumni annual giving remains the cornerstone of the development function, other sources of funding include corporations, foundations, trustees, faculty and staff, parents, and current students.


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Methodology

  • In order to:

  • review current practice in each area carrying out the marketing function;

  • recommend best practice for the faculty that meets university requirements;

  • recommend on the balance of responsibilities at faculty level and department level; and

  • recommend on staffing levels for the functional unit;

  • the Marketing Working Party undertook the following methodology.

  • Due to the Marketing role not being currently established at the FoS level at the University, there is no structure to work with. Therefore, the Marketing Working Party decided that it needed to conduct an intensive information gathering process ‘from the ground up’ in order to understand what are the current marketing activities undertaken in each of the FOS’ departments and the marketing needs into 2009. It was envisaged this knowledge would assist in formulating the requirements, structure and the responsibilities for the new Marketing function in the FoS.

  • The information gathering process comprised the following:

  • face-to-face interview with the Executive Dean, FoS

  • face-to-face interview with the Dean of ELS

  • face-to-face interview with the Director of Marketing

  • face-to-face interview with the Executive Director, Institutional Advancement

  • face-to-face interviews with all 12 Heads of Departments comprising the new FoS

  • face-to-face interviews with HDR Directors for ICS and EFS

  • face-to-face interview with Director of MQ Photonics CORE

  • face-to-face interview with lecturer from the Graduate School of the Environment

  • face-to-face interview with the Business Development Manager, ICS

  • interviews with two Marketing Managers from the Science Faculties of two universities in Sydney

  • Marketing workshop conducted with key people who have historically been involved in marketing the departments comprising the new FoS eg academics, administrators, etc

  • After the information gathering process was completed, an analysis of the findings was conducted in order to report the findings in this document.



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Engagement with Corporate Marketing Unit

  • The following provides a high level summary of how the FoS marketing role may engage with the Corporate Marketing Unit:

  • The University’s Marketing Unit will work with each of the faculties to develop their own strategic marketing plan which supports the overall University marketing strategy and the strategic direction as outlined in [email protected], while at the same time addressing the particular priorities and aims of the faculties

  • Engage in a similar way to how the role of Marketing Coordinator in the Department of Electronic Engineering is currently engaging with the Corporate Marketing Unit

  • Work with the Marketing Unit to develop postgraduate marketing plans, with faculty-specific events and activities supported by advertising and positioning campaigns at the corporate level

  • Work with the Marketing Unit across the undergraduate student recruitment program eg faculty representation at Open Day, parent information evenings, career markets, interactions with schools

  • Work with the Marketing Unit on advertising campaigns

  • Engage with the Marketing Unit’s Media section to identify stories about research in the Faculty as a means to promote research

  • Work with the Corporate Marketing Unit to implement One Voice One Image branding and messaging across all communications


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Engagement with the Student Recruitment Program

Outlined below are key focus areas for undergraduate student recruitment for 2008. Future strategies will be implemented in consultation with the Faculties to establish strategic priorities that reflect both the University’s

objectives and those prioritised by the four faculties.

The performance metric of increasing first preferences for 2009 by 7.5% is a key focus for the Corporate Undergraduate Recruitment team for 2008. Increasing first preferences will continue to be a metric that is a principal focus of the recruitment team, ultimately working toward achieving the goal of 10% first preference by 2014.


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Engagement with Macquarie International

  • The following summary provides some initial ideas Macquarie International (MI) has in engaging with Faculties under the proposed new university structure. It should be noted, the following is an initial summary that needs to be more broadly discussed and developed when all the new Faculty marketing personnel are appointed and with the entire Macquarie International team.

  • The creation of four faculties at Macquarie University and the creation of Faculty Marketing personnel within each faculty provides a framework within which marketing and communications between faculties and the international office can be formalised.

  • The MI – Faculty engagement strategy is designed to work for the mutual benefit of Faculty Marketing personnel and Macquarie International Marketing Coordinators and should undergo a period of discussion and consultation with relevant parties prior to implementation.

  • The Macquarie International Study Abroad and Exchange team, which encompasses all inbound and outbound short-term mobility programs in addition to Volunteering Programs, Internships and the Global Leadership Program will be actively involved in the Communications Strategies. The Aims of the Strategy include:

  • - Increased communication and information exchange

  • - Increased opportunity to proactively undertake marketing opportunities, to realise economies of scale and optimisation of the total Macquarie University marketing spend

  • - Increased support for both international and faculty-based marketing initiatives

Continued next slide …


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Engagement with Macquarie International - continued

  • International Communications

  • Weekly statistics of communications data are available from Hobsons and can be distributed to the Faculty Marketing personnel if required. This information includes enquiry information, web hits and information

  • regarding follow up and conversion strategies. This activity is managed by the Macquarie International Communications Coordinator, Kathleen Evesson.

  • International Publications

  • Production of a suite of international marketing materials, including brochures, flyers and a range of marketing collateral are designed and produced by the Macquarie International Communications team.

  • This process is managed by the Marketing and Communications Coordinator, Kathleen Evesson.

  • These materials are produced to the standards and specifications outlined in Standard 1 of the National Code of Practice for Registration Authorities and Providers of Education and Training for Overseas Students 2007 (The National Code), which outlines the obligations for education institutions in promoting education programs to prospective international students.

  • The Macquarie International Quality Assurance Manager, Zoe Williams and Communications Coordinator Kathleen Evesson can provide advice to Faculty Marketing Managers regarding the requirements for compliance.

  • Acceptance Statistics

  • Weekly updates of acceptances for international students are provided by email each week. This report provides an update on the status of faculty enrolments. Statistics detailing the profile of faculty international student cohorts, including country of origin and enrolment profile by program are available by request and can be distributed to faculties on a regular basis.

  • The Marketing Intelligence Coordinator, Juan Laverde is the manager of this area.

  • Media Management

  • Macquarie International produces a weekly newsletter, The Globe, edited by Jenny Shedden. The Globe features updates on events around campus and profiles current international students and research activities at Macquarie University. Jenny will be regularly in contact with Faculty Marketing personnel to manage the creation and distribution of The Globe.

Continued next slide …


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Engagement with Macquarie International - continued

  • Student Services

  • Commencing from Semester 1, 2009 – Macquarie International will work with Faculty Academic staff to

  • incorporate a faculty-specific study skills component into the Orientation program. Programs to enhance

  • the student experience and provide support for optimal student performance are staged throughout the

  • semester calendar. Faculty Marketing personnel will be encouraged to be involved in the promotion of

  • these activities.

  • Planning and Consultation

  • The Manager, Marketing and Recruitment will convene a regular marketing meeting to discuss forthcoming marketing initiatives with Faculty Marketing personnel. It is recommended this meeting take place on a quarterly basis with particular focus on the end of year planning cycle for the calendar year ahead. Participation of Macquarie International staff in Faculty forums as recommended and by the invitation of Faculty Marketing Staff.

  • Macquarie International Marketing Activities

  • The Macquarie International Marketing Activities Schedule is created for the calendar year and provides the framework within which additional marketing activities are scheduled. From 2009 the schedules created by the full-degree and Study-Abroad and Exchange teams will be merged to provide a complete picture of marketing, recruitment, profiling and relationship development activities. This schedule will be distributed to the Faculty Marketing personnel. Consultation regarding appropriate events to attend or supplementary activities will be undertaken with Faculty Marketing personnel and Academic staff as appropriate.

  • Advertising

  • Based on MI’s current practice, for international advertisements, MI pays the cost of the advertisement design and any 'general'/ branding advertisements.

  • However, for advertisements that promote a particular trip where a member of faculty staff is travelling, or where a particular subject area/ course is promoted (eg an engineering-specific advertisement in India), then the Faculty will need to contribute to the cost of placing that international advertisement.

Continued next slide …


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Current Marketing Environment at Macquarie University

International Marketing Trips Scheduled by Macquarie International in 2008


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Engagement with Institutional Advancement

The new marketing role in the FoS will need to engage with the Director of Development and the imbedded Advancement team in the FoS to ensure a consistent and professional approach in communications.

It will be important that Marketing and Advancement in the FoS communicate effectively and meet regularly. Once the Advancement team is inbedded in the Faculty of Science, the engagement between FoS Marketing and Advancement will be further clarified.


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Marketing Committees/Team Meetings

  • As part of the new marketing role’s ongoing activities, it is envisaged the role in the FoS will be required to attend the following meetings in order to build relationships and to be well informed about activities relating to marketing across campus:

  • meet on a weekly basis with the Director of Development in FoS and the imbedded Advancement team

  • chair an FoS Marketing Committee that meets regularly

  • be a member of the FoS Outreach Committee with an academic as the chair

  • request to attend FoS departmental meetings

  • attend the University’s monthly Marketing community meetings

  • attend regular meetings with marketing personnel across all 4 Faculties

  • attend the monthly student recruitment program meetings chaired by Manager Student Recruitment

  • meet with Macquarie International personnel on a quarterly basis



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Executive Dean’s Vision and Marketing Expectations for the FoS

  • A face-to-face interview was conducted with the Executive Dean, FoS to determine the vision for the

  • new FoS and how marketing is anticipated to support the vision. The following provides a summary of

  • the Executive Dean’s view of how Marketing will be implemented in the new FoS.

  • Vision for new FoS:

  • Recognised as a place where quality and relevant science is taking place

  • Research is very important. Increase cooperation between different areas of the university

  • Research conducted that has a social relevance

  • Our differentiating factor is our connection between arts and sciences eg social impact of climate change vs modelling is an example of this

  • A faculty that is more efficient and effective

  • How marketing can support FoS vision:

  • Promote community relevance of our role and research

  • Assist in recruiting HDR students locally and internationally

  • Make people understand we do research that is significant with owners of problems turning to us ie build our profile

  • Promote advantages of a PhD

  • Undergraduate teaching in schools: more teachers engaged with what we do. Need to earn respect. A reputation based on reality

  • Provide the connection between what we are good at and the perceptions in the community about what we are good at – we need to be more visible

  • We should be the local school for the best schools in Sydney

  • We need to position ourselves more strongly with schools.

  • Marketing strategy for FoS:

  • To attract higher quality of students to Science

  • Marketing funding:

  • See a need for a centralised marketing funding ie a faculty marketing budget with a line item to cover marketing costs in each dept

Continued next slide …


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Executive Dean’s Vision and Marketing Expectations for the FoS

  • Successsful marketing of FoS:

  • This will be measured by an increase in schools having their high performing students choose to study science at MQ

  • More high performing students that become PhD students at MQ

  • Successful marketing will result in Year 10 students and their parents are able to recite back our good points

  • In the interim (next 10 years) an increase in international students studying Science at the University

  • FoS marketing priorities:

  • Change our reputation: via attitude about science at schools

  • Conduct market research to get an understanding of what we are trying to do before we do it eg get a better understanding about the market place

  • Develop clear statements/messages about how we have achieved things eg research achievements

  • Postgraduate coursework marketing: marketing will need to coordinate this across the faculty

  • FoS marketing challenges:

  • The marketing challenge is the declining interest in science

  • Naming degrees helps to increase interest eg Forensic Science is a successful example of this

  • Another marketing challenge is that young people are not as interested in an education as they are in a career

  • Another challenge is managing marketing across 10 departments – need to ensure cohesive rather than fragmented marketing programs

  • How the marketing role needs to engage with the FoS depts:

  • There needs to be a clear understanding of the role of Marketing – a marketing plan will support this

  • The marketing role needs to have an understanding of the market to give guidance on programs to implement.

  • There needs to be a marketing committee that has representation from each of the departments

  • Marketing needs from each department will vary

  • Need to have a marketing strategy

  • Need to have a marketing calendar

  • It will be important to coordinate the needs across the faculty

  • The marketing needs will need to be matched by the budget – line by line

  • Something the marketing role will need to think through is the balance of the marketing function inside the depts vs across the faculty

Continued next slide …


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Executive Dean’s Vision and Marketing Expectations for the FoS

  • Priority FoS programs requiring FoS support:

  • Engineering, Computing, Biology, Geosciences, Health

  • Programs that provide the most students

  • How Outreach can support FoS vision:

  • Further develop Outreach to build personal connections with teachers in order for them to become our advocates

  • A current initiative is a school partner program involving teacher internships: 70-80 peninsular schools science teachers approached – 1 year program. Outcome: have one or two dozen of these science teachers to receive professional development in Science at Macquarie University with their school’s support

  • FoS outreach priorities:

  • Need to do an audit of all outreach activities in the Faculty of Science so we know what is happening and how we can gain greater impact eg if someone has a contact at one school it may benefit another dept and at the same time increase our standing with a school ie will have a better understanding of our depth and breadth

  • How outreach will be coordinated in the FoS:

  • Outreach covered by a committee chaired by an academic with the marketing person as a member of that committee


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Current Implementation of Marketing in the FoS Departments

  • The following provides a summary of how marketing is currently being implemented in the

  • FoS departments under the current structure:

  • Predominantly, academics and administrative staff are implementing marketing activities on behalf of FoS departments as there are no marketing personnel employed in departments, except for very few departments who have access to staff who are skilled in areas such as web development, multi media design, publications and event coordination. Only one department in the new FoS has access to a full-time Marketing Coordinator

  • As a result, these staff members are conducting marketing activities in addition to their primary job role of teaching, research or administrative duties for example

  • This creates a challenging environment for the implementation of marketing activities where these activities are implemented at times in an uncoordinated, ad-hoc way, and under the pressure of short-lead times. As result, this can lead to some staff members feeling frustrated and isolated

  • By having access to marketing expertise within departments, it is felt that the implementation of marketing activities would be delivered in a more coordinated, professional manner

  • By having access to a marketing resource in the new FoS that has an informed relationship with theCorporate Marketing Unit, it is envisaged this will enable the departments to be better informed about when marketing activities are occurring and what needs to be done to make them happen. It is also envisaged it will enable the departments to become more involved in the corporate marketing process

  • It was suggested that for major Science marketing initiatives, round table discussions are implemented as a means of communication rather than a reliance on emails. One email sent to a large group of people was thought not to be the best way to communicate marketing initiatives. Instead, having a parent tree approach to emailing where one person contacts around five people is a preferred means of emailing rather than one email being sent to a large number of people


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Statistical Analysis

During the information gathering process, the Marketing Working Party has found that access to base management information is not readily available in an easy to use format.

The Marketing Working Party endeavoured to access the following:

Statistical summary of enrolled students in each of the FoS departments over a 3-5 year period to determine whether they are increasing, decreasing or stable using the following criteria:

  - U/G , P/G coursework, HDR

- First year enrolments

- Total enrolments

  - Domestic and International

  - Full-time and part-time

  - Age

  - Male and female

  - General course area

It should be noted that the Management Information Unit (MIU) is currently undergoing a data conversion (scheduled completion November 2008) which had an impact on only being able to provide some of the information requested (headcount by course in 2005 to 2008, completions in 2005 to 2007 and EFTSL in 2007), but not all the information required in an easy to use format.

As FoS departments identified base management information/market analysis being important to them in order to identify opportunities, it is felt that easier access to statistics formatted in a readily available way required by FoS departments be pursued.


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FoS Departments’ Plans and Objectives

The following provides a high level summary of some of the plans and objectives for each of

the FoS departments. These plans and objectives mostly reflect the 2008 calendar year.

This is due to 2009 plans and objectives having not yet been developed at the time

the information was given:

Department of Biological Sciences

1. New digitally enhanced labs – best labs of their kind in Australia and possibly the world

2. Incorporating new staff: 4 additional regular academics and 5 new CORES academics

Department of Computing

1. Improve image with stakeholders

2. Develop relationships with schools, parents, teachers, industry in a consistent and complementary way eg reinforcing career prospects

3. Development of industry internships

Department of Electronic Engineering

1. Undergraduate student growth

2. Increasing recognition of Engineering @ Macquarie and maintaining existing marketing momentum

3. Build upon research strengths

4. Build industry partnerships

Department of Chiropractic

1. Resourcing the program

2. Fundraising

3. Professional development

4. Development of scholarships and prizes

5. Increase impact and productivity of research conducted

Department of Mathematics

1.Maintain service level teaching programs

2. Maintain student numbers

3. Inspire the next generation of mathematicians

4. Effectively promote mathematics related careers

Department of Physics

1. Overhauling Physics web presence is a high priority

2. Undergraduate student growth

3. Postgraduate student growth

4. Develop image of the Department of Physics

Continued next slide …


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FoS Departments’ Plans and Objectives - continued

Department of Geosciences

1. Promoting job opportunities in Geosciences

2. Growth in international masters students seeking work in the resources industry

Department of Human Geography

1. Merging Human Geography with Physical Geography and the Graduate School of the Environment

2. Student recruitment

3. Teaching

4. Funding

5. Research output eg publications, graduations

6. Strategic partnerships

Department of Physical Geography

1. Merging Physical Geography with Human Geography and the Graduate School of the Environment

2. New centre proposals – climate risk core will grow out of this

3. National Centre for Climate Adaptation – multi-institutional project based in part at MQ

4. Website to reflect degree changes

5. Research undergraduate students’ motivations and expectations

6. Impact of academic restructure on 2010 student recruitment

Graduate School of the Environment

1. Maintaining the distinctive identity of the Graduate School of the Environment (GSE) as a provider of first choice in postgraduate environmental education programs

2. Positioning the GSE within the new Department of Environment and Geography, and enhancing already existing links with other members of that department

3. Increase student numbers

4. Maintain high teaching standards to ensure quality product to offer

5. Increase profile of GSE academics in the media and on campus

6. Build on partnerships with key organisations and agencies (all GSE staff involved in this)

Department of Chemistry and Biomolecular Sciences

1. Improve image with stakeholders

2. Create a single image from two groups

3. Increase student numbers

4. Increase interactions with schools (yrs 10/11)

5. Market coursework masters to domestic students

6. Teach science in the context of what students want

Department of Statistics

1. Amalgamate into new faculty successfully (this is a BIG shift)

2. Promote career opportunities in Stats with MApplied Stats degree

3. Strengthen double degrees eg. Maths/ Stats

4. Increase undergraduate student numbers at 300 level

5. Strengthen ties with other (FoS) Departments eg create new joint courses

Continued next slide …


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FoS Departments’ Plans and Objectives - continued

Department of Brain Behaviour and Evolution

1. Improve web presence to ensure it is in line with new Faculty

2. Growth in undergraduate program and new major curriculum review (Planet unit)

3. Develop brand identity of new Planet unit

4. Engage CORE staff and increase revenue

Museum Studies

1. Increase international student numbers

2. Investigate possibility of hosting an international conference in Thailand (very little is done on asian museology; historically dominated by European and US styles)

ELS HDR

1. Progress monitoring and regular communications regarding completions tracking

2. Maintain and improve commencements

ICS HDR

1. Increase the number of quality HDR commencing candidates and completions

2. Generate sufficient research income to support a high level of research activity

3. Establish a pervasive research culture

4. Improve research impact and productivity

5. Investigate non-traditional research funding options as government funded schemes are competitive and limited

6. Encourage Honours students to continue their further studies at Macquarie University rather than elsewhere

Business Development Manager, ICS

1. Increase industry engagement (linkages, partnerships, consulting opportunities)

2. Increase commercialisation (inventions, disclosures)

3. Maintain outreach opportunities (seminars, events)

Dean, Division of ELS

1. Internationalisation eg India (Master of Biotechnology)

2. Increasing HDR numbers


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Marketing Activities Currently Undertaken at FoS Departmental Level

  • The following is a summary of marketing activities currently undertaken in the FoS departments.

  • The activities tend to predominantly focus on the local market :

  • marketing collateral eg brochures, one pagers, career fact sheets, posters etc to promote programs. There are around

  • 121 external publications currently being used by Departments in the FoS. Of the 121 publications throughout the Faculty,

  • 44 are brochures, 70 are single sheets, 5 are newsletters, there is 1 magazine, and 1 art gallery exhibition catalogue

  • develop and update website content

  • create maps and diagrams that go into brochures, publications, web pages, careers web page etc

  • coordinate events such as career days, school outreach, Open Day, undergraduate and postgraduate information evenings/careers nights, campus tours, astronomy nights

  • coordinate presentations at high school career days/school visits

  • coordinate school visits on campus

  • coordinate departmental involvement at Siemens Science Experience, HSC Enrichment Program, MBA and Postgrad Expo; Australian Engineering Week, National Science Week; Honeywell Summer School, career markets

  • industry/associations partnerships and liaisons

  • outreach role coordinating the indigenous science education program

  • create a marketing plan

  • advertising

  • ask an expert/commercial consulting – academics appearing in various media as a representative of the University giving their perspective on a trend etc that is across their program

  • create a communications plan for the postgraduate market

  • build a network of relationships with MI, SIBT and Marketing Unit to support department’s marketing plan

  • preference letters, postcards

  • overseas trips in conjunction with Macquarie International to promote programs to international students

  • develop cotutelle agreements to encourage overseas students to study our programs as part of their total study experience


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Marketing Events Currently Undertaken at FoS Departmental Level

The following calendar provides a summary of the marketing events currently undertaken at the FoS departmental level.


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Marketing Needs at FoS Departmental Level in 2009 Level

  • The following provides a summary of marketing needs required by the FoS departments:

  • A model/structurefor implementing marketing in the new Faculty that details the infrastructure of who is

  • responsible for the various marketing activities – clear accountability; as well as identifying a more systematic

  • way of conducting marketing – a model that will relieve academic staff in particular of marketing responsibilities

  • A strategic marketing plan for the new FoS that details a marketing strategy that all the departments can be a part of but yet where each department can still maintain its individuality. In addition, the strategic marketing plan needs to enable the new Faculty to have a unified approach to marketing and assist in the increase of enrolments

  • Internationalisation broadened beyond China and India with a strategic plan for Science of where to go next for each program.

  • Realise the untapped opportunity in the HDR market locally and internationally for FoS departments

  • Conduct market research so the FoS can make better decisions about how we do things based on factual information

  • Conduct market analysis to provide support in targeting opportunities in the marketplace; competitor analysis; number of enrolments; trends; identify gaps where opportunity can be achieved

  • Develop a marketing partnership between the FoS and the Marketing Unit, the FoS and Macquarie International, as well as amongst FoS departments to best maximise opportunities

  • Overhaul web presence top priority for many FoS departments being perceived as the number one marketing tool

  • Overhaul of publications so they are in line with the new One Voice One Image branding and messaging

  • Raising Science profile and promoting science career paths

  • Need stand-alone presence/profile for department eg Engineering, Chiropractic, Physical Geography (Macquarie University equals the environment) etc

  • Continue to build a healthy media profile with science journalists

  • Support in recruiting undergraduate, postgraduate and HDR students

  • Coordinate an image bank of appropriate images to be used in Science marketing materials that are specific to departments

  • Access to a marketing resource that is equitable across all departments in the new FoS


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FoS Departmental Marketing Challenges into 2009 Level

The following provides a summary of marketing challenges for each of the FoS departments:

  • Department of Biological Sciences

  • 1. Need to develop better relationship with companies in the adjacent technology park

  • 2. Making contact with science journalist community

  • 3. Need to encourage 'talking heads' in the department and faculty

  • Department of Computing

  • 1. HDR recruitment

  • 2. New Faculty structure will provide more opportunities for collaboration however, this will also increase load and pressure

  • 3. Funding

  • Department of Electronic Engineering

  • 1. Maintaining marketing momentum

  • 2. Maintaining current resources

  • 3. Staffing to match growth in students is critical

  • Department of Mathematics

  • 1. Access to marketing funding

  • 2. Access to marketing resource

  • 3. Raising profile of Mathematics

  • Department of Physics

  • 1. Increasing growth in undergraduate market for Physics

  • 2. Funding/resource for marketing

  • 3. International marketing – need gudiance in terms of where to focus to recruit HDR or Honours Physics students

  • Department of Geosciences

  • 1. Educating high school students about Geosciences

  • 2. Educating high school students about job opportunities in the field of Geosciences and variety of work available

  • Department of Human Geography

  • 1. Marketing to schools

  • 2. Marketing the Handbook

  • 3. Academic advising

  • Department of Physical Geography

  • 1. Increasing undergraduate student numbers

  • 2. Marketing resources

  • 3. Recruiting HDR and Honours students

  • Graduate School of Environment

  • 1.Broadening database of GSE contacts across the 12 GSE staff members

  • 2. Identifying where GSE should advertise to be most effective

Continued next slide …


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FoS Departmental Marketing Challenges into 2009 - continued Level

  • Department of Chiropractic

  • 1. Change perceptions about Chiropractic

  • 2. Marketing funding and support for programs

  • 3. The need to obtain funding from other sources besides Macquarie University

  • Department of Chemistry and Biomolecular Sciences

  • 1. Broaden MBioTech marketing

  • 2. Producing people with sought after skills such as mass spectroscopists

  • 3. Higher profile for CORES

  • Department of Statistics

  • 1. Have always had access to funds to action marketing plans. If this level of financial backing is taken away how can marketing goals be accomplished?

  • 2. Currently supply a lot of free support to MQ PhD students – if stats not supported financially this might not be able to continue (this type of support probably ought to be funded by HDRU)

  • Department of Brain Behaviour and Evolution

  • 1. Maintaining our prominence as a research centre under the new structure

  • 2. Increasing number of undergraduate students

  • 3. Maintain presence as a small unit by strong collateral and web marketing

  • Museum Studies

  • 1. Sustainability of the program (reviewed annually)

  • 2, How the program can be integrated with FoS

  • 3. Utilising multi-disciplinary aspects of the Faculty to promote museum opportunities eg virtual reality lab

  • ELS HDR

  • 1. Commencing Marketing early on in the year (2 intakes Jan and July) – need to start before externally funded scholarship closing dates (end Aug for EIPRS and end Oct for APA)

  • 2. Ongoing promotion of MQRES

  • ICS HDR

  • 1. Resourcing - web infrastructure, content coordination, media opportunities coordination, internal relationship management, and research culture development and promotion

  • Business Development Manager, ICS

  • 1. Marketing support for events

  • Executive Dean FoS

  • 1. The marketing challenge is the declining interest in Science. It is a harder mountain to climb

  • 2. Naming degrees helps to increase interest eg Forensic Science is a successful example of this

  • 3. Young people are not as interested in an education as they are in a career

  • 4. Managing marketing across 10 depts - will need them all to be on board - you don't want 10 different marketing communities

  • Dean, Division of ELS

  • 1. Creating a better strategy to reach schools

  • 2. Promoting Science with a career path

  • 3. Changing perceptions of Science in the community - undervalued


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FoS Departmental Top 3 Marketing Priorities into 2009 Level

The following provides a summary of marketing priorities for each of the FoS departments:

Department of Biological Sciences

1. Promoting the new Biology labs

2. Promoting research development

3. Implementing the Science Teacher Internship Program

Department of Computing

1. Undergraduate student recruitment

2. HDR student recruitment

3. Raising awareness of computing in schools and with parents

Department of Electronic Engineering

1. Develop web page

2. Promoting research

3. Marketing to industry/schools

Department of Chiropractic

1. Research focus: development of marketing strategies to improve the impact and productivity of research and to help staff to build a better research profile

2. Resourcing the program to get the best staff and best equipment

3. Educating target audience about Chiropractic

Department of Mathematics

1.Marketing maths clearly in the FoS

2. More effective communications with schools to promote high school students about the value of taking maths extension 1 and 2

3. More accurate advice available in schools (for example, general maths is not adequate for SET courses in university) and more maths career information

Department of Physics

1. Web upgrade is top priority

2. Market analysis - good advice on market opportunities

3. Decent templates to use to develop brochures etc

4. Growing HDR numbers

Department of Geosciences

1. Improving web presence

2. Maintaining links with as many schools as possible

3. Raising awareness about careers in Science

Department of Human Geography

1. Recruiting graduates

2. Recruiting postgraduates

3. Reputational study with preferred partners

Department of Physical Geography

1. Better web presence

2. Marketing collateral

3. School recruitment strategy and plan based on research

Graduate School of Environment

1. Improve web presence

2. Improve marketing collateral

3. Improve networks with GSE Alumni

Continued next slide …


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FoS Departmental Top 3 Marketing Priorities into 2009 - continued

Department of Chemistry and Biomolecular Sciences

1. Create/define strong identity

2. Improved web presence

3. Brochures

4. Funding/resources to support the 'leg work'

Department of Statistics

1. Recruit more PhD students

2. Change perceptions about Statistics

3. Attract UG students who will take typical academic progress onto PG

Department of Brain Behaviour and Evolution

1. Attract more students to BBE major as it is the only one in Australia (modelled on best practice overseas) and complementary to psychology and biology

2. Promote BBE as an attractive option to first and second year Humanities and Human/Health Sciences students

3. Identify natural synergies with other programs in new FoS especially with biology and marine science

Museum Studies

1. Internationalisation

2. Development of social media

3. Building a school program

ELS HDR

1. Profiling research/researchers and highlighting with media opportunities

2. Engaging existing Honours (potential HDR) through events

3. New means of attracting potential HDR candidates (external)

ICS HDR

1. Better web presence in promoting research

2. Create academic research profiles

3. Building relationships across campus, particularly with Macquarie International and the Faculty to create opportunities

Business Development Manager, ICS

1. Raising general profile of FoS

2. Raising profile of particular areas of excellence

3. Raising awareness of relevant research conducted by FoS

4. Improve web presence for Industry Partnership Program

Executive Dean, FoS

1. Change our reputation via attitude about us in schools

2. Conduct market research to have an understanding of what we are trying to do before we do it eg get a better understanding about the market place

3. Marketing will need to make a priority about making clear statements/messages about how we have achieved things eg research achievements

4. Postgraduate coursework marketing: marketing will need to coordinate this across the faculty

5. Audit of all the schools, organisations and other contacts FoS makes so we have a better understanding of the depth and breadth of our message in order to

create greater impact

Dean, Division of ELS

1. Better strategy in reaching schools

2. Promoting Science career paths

3. Raising profile of Science in the community


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Effectiveness of Current Marketing Activities continued

at FoS Departmental Level

  • The following is a summary of comments from HODs regarding the effectiveness of their current marketing activities:

  • Need guidance on how to measure effectiveness of marketing activities – currently rely on anecdotal feedback

  • High activity but low return – needs to be more focussed with greater return

  • Need a means of measuring the impact/effectiveness of a CORE

  • Need metric on impact of international marketing eg web hits, number of enquiries, increased number of international students into a program

  • Marketing has had positive impact in growth of undergraduate students

  • If marketing could fund academic release eg such as an academic 1 day/week to be go to schools that could be effective

  • Our brochures are quite effective


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Marketing Support Required by FoS Departments in 2009 continued

  • The following provides a summary of marketing support required by the FoS departments:

  • “We need someone to go out and market us. We can’t expect the academics to do it.

  • Academics are teaching and researching.”

  • Market analysis to identify opportunities ie where each department should focus its resource to achieve its targets, provide competitor intelligence

  • Research target audience for each FoS department in order to determine appropriate and clear messages

  • Need marketing funding and staff

  • Create an effective web presence for all departments and the FoS eg improve careers section with detail of where graduates have obtained employment after graduating and how their degree has helped them in their career

  • Review current publications to assess their effectiveness and create effective publications to promote the FoS programs and their benefits

  • Liaise with industry to identify industry needs

  • Provide support with school interactions eg HSC Enrichment, Siemens Science Experience, Honeywell Summer School,

  • school visits on campus, presentations at school careers days

  • Raise awareness of Science in schools and the career opportunities in the field of Science rather than promoting Macquarie University

  • Provide support in educating target audience about specific departments so what they do is understood better/shift perceptions eg Chiropractic

  • Marketing support for the science teachers internship program

  • Facilitate the interaction with Macquarie International to market FoS undergraduate and postgraduate courses to international students more effectively

  • Marketing support that will enable the Human Geography Department to become a preferred partner for environment and geography organisations

  • The FoS marketing role needs to build a good working relationship with the Corporate Marketing Unit and other units across campus

  • Coordinate the FoS departments’ views and news via publications and media such as Nature – need to have good media links

  • Provide support in marketing our museums on campus


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Dissemination of FoS Marketing Funds continued

  • When it comes to a centralised faculty marketing budget versus a departmental marketing budget, the Marketing Working Party found that the HoDs were divided in their preference for either a centralised faculty marketing budget or a budget that had a mix of centralised and departmental marketing budget authority. There was marginal preference for the marketing budget to be solely aligned to departments.

  • The following are some quotes to further illustrate the various views:

  • “Prefer a central but consultative budget “

  • “One large budget will encourage synergy and cohesion.  If you have a half dozen small marketing budgets you will only get peanuts”

  • “It would be reprehensible if it (Marketing) was taken out of the departmental budgets”

  • “This Faculty is very big.  I would rather see funds directed to the departments.  If we (the depts) have the funds we can make things happen”

  • “At departmental level with other initiatives funded at the faculty level”


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Marketing Resources Currently Available in FoS continued

Academics and administrators have mainly been the ones who have coordinated the marketing activities in their departments because the marketing function does not exist. However, there is a small number of staff within the departments who are conducting activities relevant to marketing and it is their main job function. The following table summarises these marketing skills currently available in these departments:


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Outreach Activities at FoS Departmental Level continued

  • The following provides an indication of the varied outreach activities the FoS departments participate in:

  • Open Day

  • Pathways/Advisory Day

  • HSC Enrichment Program

  • Australian Engineering Week

  • National Science Week

  • National ICT Week

  • Siemens Science Experience

  • Science and Engineering Challenge

  • Indigenous programme

  • Host Movies at Macquarie

  • Department of Health and Chiropractic provides charitable support to community welfare groups such as the Women’s Refuge and homeless people

  • Engage with schools eg school visits, campus visits, lectures, practicals/experiments, industry visits

  • CSIRO Science School Program

  • Department of Computing provides resources and facilities for the Informatics Olympic team

  • Department of Computing involved in Linguistics Olympiad

  • Science Teachers Development Day

  • Department of Physics hosts 2 astronomy nights/year

  • Department of Physics participates in the School of Astronomy for Amateurs

  • Honeywell Summer School (Engineering)

  • Most HDR students work with the community (end users)



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Implementing Key Marketing Programs for FoS in 2009 continued

  • The following provides a summary of suggestions for implementing key marketing programs for the FoS departments as identified by FoS staff participating in the information gathering process. The 7 key marketing programs identified (in no particular order) are:

  • International Marketing

  • Promoting Science

  • Undergraduate recruitment

  • Postgraduate coursework recruitment

  • Web development

  • Publications overhaul

  • Marketing HDR

  • 1. Suggestions for implementing international marketing by FoS staff:

  • A list of Macquarie International (MI) contacts for the departments to access

  • Clarification around international marketing funding responsibilities at MI and Faculty level – who is responsible to pay for what?

  • Train people other than academics to visit international markets as academics are not always able to go overseas at times required due to teaching commitments. It is acknowledged however, that some markets prefer academics to visit

  • Alternatively, have academics trained across several programs so only a few well trained academics are called upon to represent the programs

  • Implement a kick-off meeting for strategic planning (perhaps in Dec 08) between MI and the FoS so international marketing goals are clarified and agreed upon. It is felt that this step would assist in giving internationalisation the same profile that undergraduate recruitment experiences and create less of an adhoc approach ie a more consistent approach with a focus on quality recruitment

  • Create an opportunity several times a year where MI informs (not via email) the Faculties about their learnings from their overseas travels eg trends, opportunities, enrolment trends, agreements with new countries as a means of keeping the FoS informed

Continued next slide …


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Implementing Key Marketing Programs for FoS in 2009 continued

  • 2. Suggestions for promoting Science by FoS staff:

  • Need to make Science more appealing than it is currently perceived. Need to make it exciting

  • Combine Science with arts or humanities to illustrate human science solutions

  • Engage enthusiastic, charismatic and willing academics and students to be trained to be a public face for Science eg communicating with the media (academics, not students), making presentations, supporting events

  • Prepare a FoS publication that illustrates career pathways ie what you can do with Science and pay scale

  • Work with the Career Development Centre to promote careers in Science

  • Develop a process whereby Science graduates provide a profile of their career path after leaving Macquarie University to be used in marketing material

  • 3. Suggestions for implementing Undergraduate Recruitment by FoS staff:

  • The Corporate Undergraduate Student Recruitment team to work with the Faculty marketing person and other Faculty representatives to create a marketing strategy and plan around undergraduate student recruitment for Science

  • Set up a process, preferably via the web, to simplify offering up-to-date work experience details to interested students

  • Create a web function to link academics with schools

  • Create a database indicating who is visiting which schools and what they are presenting

  • Use online communication more than mail-outs to get our message out to schools

  • The impact of the curriculum review: the outcome of it won’t be known until May 2009. However, marketing collateral needs to be in place by March 2009 to promote 2010 programs

Continued next slide …


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Implementing Key Marketing Programs for FoS in 2009 continued

  • 4. Suggestions for Postgraduate Coursework Recruitment Program

  • Need to develop a marketing strategy for recruiting postgraduate coursework students for the FoS departments

  • Identify effective communication methods for promoting FoS postgraduate coursework opportunities for FoS departments

  • Consider a postgraduate expo for FoS on campus

  • Engage with the University’s Alumni team to develop a strategy for promoting FoS postgraduate coursework opportunities to Alumni

  • Investigate and consider applying the Graduate School of the Environment’s profiling method of its postgraduate students across FoS departments

  • Engage the Corporate Marketing Unit to assist with analysis of most effective media to access in order to communicate key messages to target market for each FoS department

  • 5. Suggestions for FoS Web Development and Content Management System Implementation

  • Improving web presence was one of the main recurring marketing needs and priorities identified by FoS HODs

  • Improving the marketing of HDR via the web in particular was highlighted eg web pages, supervisor research profiles, profiles of HDR student success stories

  • As a first step, have each FoS department commence reviewing their current content in order to delete out-of-date information and add new information not already on the web in readiness to migrate current web pages over to new CMS

  • Engage University’s newly appointed web writer to assist with guidelines to writing on the web

  • Ensure only images that are permissable feature on the web eg photos of staff, students, industry representatives

  • Update images on FoS web pages

  • Engage with University’s newly appointed Web Project Manager to obtain guidance regarding timelines and departmental responsibilities in terms of the new CMS and overhaul of University website

  • Engage with University’s newly appointed Information Architect to seek guidance on improving presence on web for each FoS department

Continued next slide …


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Implementing Key Marketing Programs for FoS in 2009 continued

  • 6. Overhaul of FoS Publications

  • There are approximately 121 external publications currently being used by Departments in the FoS.

  • Of the 121 publications throughout the Faculty, 44 are brochures, 70 are single sheets, 5 are newsletters, there is 1 magazine, and 1 art gallery exhibition catalogue.

  • It is suggested that a hierarchyof departmental publications is created both in print and on the web that specifically promote each department’s area of science. The hierarchy would include the Corporate Marketing Science booklets for Undergraduate, Postgraduate, and HDR studies, a faculty annual report, a faculty careers in Science booklet, and each department having a selection of publications including department specific undergraduate and postgraduate brochures for the local and international markets, higher degree research guide, a survival guide, departmental newsletter, and single sheets for varying purposes eg career fact sheets

  • An audit of FoS publications illustrated how the suite of 121 publications were of varying design and format, thereby not unifying the publications as representing a particular faculty at a particular university. Therefore, this reinforced the need to use the standardised templates (templates for A4 brochures, A5 pamphlets, A4 one pagers, fact sheets, posters, pull-up banners) currently being created by the Corporate Marketing Unit so that departments can publish information in a more unified and simplified manner. In addition, it has been identified that it would be helpful if the Corporate Marketing Unit develop a step-by-step guide on ‘how to do’ a brochure, sheet or other publication

  • It has been identified that a clear style guidance on the layout and type specification to use for specific applications be made available by the Corporate Marketing Unit. The style guide would also need to include different elements such as fonts, font sizes, colours to use, standard information required on publications ie date published, cricos code, disclaimer, recognition of photography etc

  • There is a need to have available up-to-date, relevant, well-designed and permissable images of staff, students and site relevant photos

  • It was suggested that for major Science marketing initiatives such as the undergraduate and postgraduate Science program booklets developed by the Corporate Marketing Unit, a round table discussion at the outset of the booklet development is conducted between representatives from the Faculty and the Corporate Publications team rather than requests for updated information via email. It is believed this approach will allow for better engagement between both parties and the opportunity to develop an appropriate signing-off process at various stages of the publications, thereby creating a better publication

  • Furthermore, it is suggested that the Publications team imbedded in the Corporate Marketing Unit conduct workshops with each FoS department to provide professional advice on how to improve their current suite of publications

Continued next slide …


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Key Marketing Programs for FoS in 2009 continued

  • 7. Suggestions for implementing marketing for HDR by HDR staff interviewed:

  • “There is nothing like a good reputation, both on the grapevine and amongst one’s colleagues.” - Professor Brian Orr,

  • Director MQ Photonics Research Centre and Lasers and Photonics CORE

  • The promise of the institution

  • When research is funded the host institution signs a contract promising to provide an optimum environment to support both the researchers and the funders in accomplishing their mutual aim – that of generating socially significant new knowledge for the possibility of benefiting Australia and the world

  • The promise of the researchers

  • When the institution has delivered on their promise by providing the resources and infrastructure required to support a world class research effort, the researchers are free to deliver on their core responsibility – that of creating, generating and disseminating top quality new knowledge

  • The core business of research

  • Publish top rate scientific outputs

  • Attend and present professionally at conferences

  • Attract and nurture high quality HDR candidates

  • In order to deliver on the promised aims, the host environment needs to sustain a pervasive culture of research that communicates both inside and outside the institution, acting as a destination of choice for prominent existing researchers, and the researchers of the future. This culture supports improved research productivity, impact, and communication, that in turn attracts enhanced research funding through the reputation of excellence and significant output.

  • Suggested Marketing support for achieving research excellence by FoS HDR staff interviewed

  • Relationship Management (Internal and External Communications for Collaboration)

  • Community of practice events to grow internal skills and collaborative culture

  • Collaborative events to grow linkages between interfacing areas

  • Community events to grow relationships between potential partners

  • Marketing events and community building for existing Honours students

  • Collaborative infrastructure supporting regular communication both internally eg Macquarie International and externally

  • Communications and Collaborations Infrastructure

  • Public facing internet and social media tools

  • Support in coordinating the update of public facing communication eg web pages, supervisor research profiles, research specific profiles, profiles of HDR

  • student success stories

  • Internal communications infrastructure

  • Support in coordinating the update of internal communication

  • Maximise opportunities in the media

  • Create a Science Research Information package that academics can take to local and international conferences to promote HDR opportunities

  • Advertising

  • Strategic plan and budget in line with HDR admissions aims (intakes and grant deadlines)

  • Consultative professional image representation of individual research areas

  • Timely advertising eg promoting scholarship deadlines/ tied in with the HDR calendar for greatest effect



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Sample Marketing Matrix of Marketing Roles and Responsibilities

  • In order to:

  • determine where the responsibilities lie with regard to Marketing for the FoS; and

  • document the major marketing activities required for the FoS

  • It is suggested that a marketing matrix is created to map these two items. It is believed that implementing this approach will give good guidance to where marketing responsibilities lie and the marketing structure required to fulfill the marketing activities to be achieved.

  • The following is a sample only because to do this will require working with the Corporate Marketing Unit, Marketing International, FoS departments, and Advancements teams. It is likely this will not happen until:

    • the marketing role in the Faculties has been employed; and

    • whether senior marketing management agree to this approach (the matrix would not be able to be developed until senior marketing management have had the opportunity to work with all the faculties to develop marketing strategies based on the University's marketing strategy for 2009)

sample only



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Marketing Practices in Some NSW Universities Responsibilities

  • Several NSW universities – UTS, University of Newcastle, University of Sydney and UNSW were scoped in relation to their corporate and sub-brand marketing structures to identify some example of marketing practices in NSW universities. The information summarised in this section was collected from public information ie web, interviews with Science Marketing Managers from two universities, and knowledge gained from one of the Marketing Working Party’s own experience working in Marketing at several universities in NSW.

  • University of Newcastle (UoN):

  • Marketing objectives are based on strong central activity promoting all degree programs to complement targeted Faculty activity. At corporate level the priority is “Why choose the UoN?” including publications; corporate calendar of events, corporate campaigns, and media and publicity; while faculty marketing activity centres on ”Why choose this degree program?” including Information evenings, rebranding(advertising, new publications, mediaetc).Their guiding principles ”New Ways of Working With Faculties”lists the following actions:

  • Refreshed brand, positioning, personality, essence, key messages, visual identity to reflect new strategic direction

  • Annual marketing planning process delivering activity plans integrated with central activities

  • Data-driven analysis and identification of Faculty priorities and at-risk programs

  • Establishment of marketing working groups in each Faculty reporting to PVC; managing plan and budget

  • Activity plans aligned to priority areas

  • Two marketing project officers working with Faculties

  • Faculty marketing plans

  • Marketing and Public Relations at UoN works with Faculties to develop communication plans with the assistance of Faculty marketing contacts / project officers. All marketing materials produced at Faculty level are produced through Faculty marketing contacts / project officers.

  • Key projects at Faculty-level at UoN include: targeted publications such as ‘Great Careers in Science” (a faculty marketing activity; targeted campaigns for at-risk degrees, identification of ‘media stars’, celebration of media success, and potential story leads; visits by key academics to schools; and identification of graduate achievers and postgraduate information events.

  • At Corporate-level key activity includes: school relationship program; all-University publications eg Prospectus; media and quantifying impact; corporate campaigns eg Open Day; profile raising and advertising coordination.

  • UTS:

  • The model of marketing at UTS is based on a strong service-ready central Marketing and Communications Unit (MCU) which includes marketing services, an in-house design and production team. Each Faculty has a Marketing Manager reporting to the Dean via a Faculty Manager. Most Marketing Managers are a level 8.The Marketing Manager is responsible for all undergraduate and postgraduate, domestic and in some instances international marketing; and represents the Faculty on committees charged with these functions. The committee model across-UTS collaboration is successful at communicating the one united marketing vision. Outreach also sits under domestic marketing. In most Faculties, there is at least a supporting Marketing Officer position (either part-time or full-time), who reports to the Marketing Manager.  An interview with the UTS Science Marketing Manager confirmed that the role works closely with the central marketing unit to coordinate calendar activities; and to create ‘niche’ activities to promote science.  Faculty Marketing Managers are given sufficient delegated authority to meet key marketing objectives. The Science Marketing Manager seeks strategic direction from the Dean’s Management Group and coordinates this direction with the central marketing unit.

Continued next slide …


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Marketing Practices in Some NSW Universities - continued Responsibilities

UTS and UoN Brand Architecture:

Brand architecture describes the ways that the different parts of the organisation identify themselves relative to the University. It helps the Universities to be clear about who they are in everything they say and do.Both universities have taken into account the needs of Faculties, schools, research centres (both those wholly run by the University and joint/collaborative ventures), business partnerships and sub brands. They define levels of brand activities:

Core activities that are central to what the university does and everything expected of a university to provide: The output of faculties, schools, individual degrees and services (both online and campus based). Like Macquarie University COREs, their Research Centres are core activities of the University and they ensure that they enhance the reputation of the University in everything that they do. They do not have their own logos but are identified prominently in type on stationery, marketing communications and signage.

Sub brands build on the strength of the University brand. In stationery and marketing communications, individual sub brands are the focus of the communication but the University logo will be positioned prominently.

University of Sydney:

The Faculty of Science marketing model here is quite different. There is a separate marketing unit headed by a Director of Marketing, Community and International Relations, with six positions reporting to the Director: Assistant Marketing Manager, Marketing and Events Officer, Information Officer, Web Developer, Publications and Web Content Officer, and Finance Manager.

Traditionally this University’s faculties have maintained strong local marketing structures while the central Marketing and Student Recruitment Unit has focussed on general undergraduate marketing. Faculties have retained discernible brand identity with their discipline-specific publications and other collateral. The corporate units such as the Media Office and Publications under the umbrella Marketing Communications operate with autonomy.

UNSW:

At UNSW there is a central marketing body conducting marketing functions such as: branding, advertising, message development, and broad strategic planning. In the Faculty of Science there is a Marketing Manager who reports to the Dean. A Marketing Officer, and an Outreach Coordinator report to the Marketing Manager. There is also an administration person in each department of the faculty. A portion of their role is marketing, however, they directly report to the manager or head of department; there is no dotted line to the Faculty Marketing Manager. The Marketing Manager meets with the administration staff monthly to discuss marketing and events.

The Marketing Manager role focusses on activities with emphasis on the domestic market such as: budgeting, enrolments, resources, strategy. The Outreach Coordinator role’s primary focus is looking after activities that engage schools (the marketing officer does some outreach as well).  There is also an education unit at the University who assist with some outreach activities.

There is a separate international office.  At the Faculty level there is an international representative that has a dotted reporting line to the international office. The role does not report to the Marketing Manager role in the faculty.


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Recommended Marketing Structure for the FoS Responsibilities

  • Although it was a requirement for the Marketing Working Party to recommend a marketing structure for the FoS, this has not been possible at this stage of the project. This is because:

  • Senior marketing management have requested that this stage of the project occur after the Corporate Marketing Plan for 2009 is finalised (potentially mid November)

  • The University’s Marketing Unit will work with each of the faculties to develop their own strategic marketing plan which supports the overall University marketing strategy and the strategic direction as outlined in [email protected], while at the same time addressing the particular priorities and aims of the faculties

  • Once this has been done, senior marketing management advise we will then be in a more informed position to recommend marketing structure at the faculty level


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  • 1. Dept. of Biological Sciences

  • • Biological Sciences

  • 2. Dept. of Brain Behaviour & Evolution

  • • Brain Behaviour & Evolution

  • 3. Dept. of Chemistry & Biomolecular Sciences

  • • Chemistry & Biomolecular Sciences

  • • Australian Proteome Analysis Facility (APAF)

  • 4. Dept. of Chiropractic

  • • Chiropractic

  • 5. Dept. of Computing

  • • Computing

  • 6. Dept. of Earth and Planetary Sciences (Geosciences)

  • • Earth & Planetary Sciences

  • • Geochemical Evolution and Metallogeny of Continents GEMOC)

  • 7. Dept. of Environment & Geography

  • • Human Geography

  • • Environmental Science (previously Physical Geography)

    • The Graduate School of the Environment

  • 8. Dept. of Mathematics

  • • Mathematics

  • 9. Physics & Engineering

  • • Physics

  • • Electronic Engineering

  • 10. Dept. of Statistics

  • • Statistics


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    Acknowledgements Responsibilities

    The Marketing Working Party wishes to acknowledge the following people who gave of their time to assist in providing information and insight:

    Stephen Thurgate – Executive Dean, FoS

    Kevin McCracken - Dean, ELS

    Kathy Vozella – Director of Marketing

    Peter Leunig – Executive Director, Institutional Advancement

    Alison Taylor - Executive Director, International Programs

    David Briscoe – Head of Department of Biological Sciences

    Chris Evans – Head of Department of Brain Behaviour and Evolution

    Richard Howitt – Head of Department of Human Geography

    Paul Hesse – Head of Department of Physical Geography

    Sharyn Eaton – Head of Department of Health and Chiropractic

    Peter Nelson – Head of Department of Graduate School of Management

    Kelsie Dadd – Head of Department of Geosciences

    Paul Smith – Head of Department of Mathematics

    Mark Wardle – Head of Department of Physics

    Graham Town – Head of Department of Electronic Engineering

    Bernard Mans – Head of Department of Computing

    Barry Quinn – Head of Department of Statistics

    Helena Nevalainen – Head of Department of Chemistry and Biomolecular Sciences

    Karu Esselle – Director/Associate Dean HDR ICS

    Trish Fanning – Director ELS HDR

    Brian Orr – Director, MQ Photonics Research Centre (incorporating Centre for Lasers and Applications); Director, Lasers and Photonics CORE

    Ben Smith – Business Development Manager, ICS

    Daniel McGill – Project Manager, Engineering Programs

    Andrew Simpson – Museums Education Officer

    Jonathan Yeo - Regional Marketing Coordinator, Macquarie International

    Debbie Richards – Assoc Prof Department Computing

    Ayse Aysin Bombaci – Director for Undergraduate Studies for Statistics

    Judy Davis – Multi-Media and Design, Dept of Human Geography

    Carolynne Payne – Executive Officer, ELS

    Linda Kerr – Executive Officer, ICS

    Judith Dawes – Postgraduate Director and BOpt Tech Director, Dept of Physics

    Bronwen Wade-Leeuwen – Project Officer, PR and Marketing, ICS

    Hilary Green – Lecturer, Dept of Statistics

    Tanya Kysa – Coordinator – Outreach and Projects, ELS

    Agnieszka Baginska – Manager Student Support Services, ICS

    Jian Yang – Associate Professor and Director of External Relations, Department of Computing

    Deb Kane – Professor, Dept of Physics

    Jenny George – Lecturer Environmental Planning, Graduate School of the Environment

    Joanne Jamie – Associate Professor, Department of Chemistry and Biomolecular Sciences

    Peter Busch – Director Postgraduate Program, Department of Computing


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