UNIVERSITY COMMUNICATIONS PLAN
U N I VE R S ITYCO M MU NIC ATION SPLAN2019 – 2024
Table of ContentsUniversity Communications PlanMissionRoleMeasuring ImpactGoals3G OAL O N EStrengthen Our Foundation9G OAL TWOCultivate the Most Vibrant Community in Higher Education13G OAL TH REEEnable Discoveries that Enrich and Improve Lives17G OAL F O U RMake UVA Synonymous with Service21G OAL F I V EIncrease the Value and Equity of the University of Virginia Brand25G OAL SI XInfluence University Perception Among Key Audiences29G OAL SEV ENExercise Excellence and Best Practice in Communications and Marketing33Key Performance Indicators (KPIs)37APPENDI XPillars and Values38
University*Communications PlanUniversity of Virginia MissionMeasuring ImpactThe University of Virginia is a public institution of higher learning guided by a founding vision of discovery,innovation and development of the full potential oftalented students from all walks of life. It serves theCommonwealth of Virginia, the nation and the world bydeveloping responsible citizen-leaders and professionals; advancing, preserving and disseminatingknowledge; and providing world-class patient care.Framed by the vision of the University’s strategic plan, “AGreat and Good University: The 2030 Plan,” if UniversityCommunications successfully executes its work outlined herein, UVA will be better known for: recruitingthe best and brightest students regardless of background; attracting and retaining renowned scholars;conducting transformative research; living its values;generating deep interest and pride among key stakeholders; stewarding unprecedented levels of investment;being a good neighbor and generating mutual respectacross our community; and demonstrating its placeamong the great universities.University Communications’ RoleUniversity Communications is charged with strengthening UVA’s positive reputation and increasing awarenessof its many accomplishments. To do this, we:6 Highlight the academic rigor, collaborative research,vibrant student life, contributions to our community, commitment to service, athletic prowess, andthe overall achievements of our broad Universitycommunity, including students, faculty, staff, alumniand others. Emphasize the University’s founding mission to cultivate an educated and informed citizenry, and itsanimating principle of service. Share the University story with key audiences by using owned, earned, paid and social media programs. Develop strategic communications, content, marketing plans and campaigns that support the institution’shighest priorities and address market challenges. Steward and increase the value of the UVA brandthrough a robust brand platform, a coherentvisual identity system, and participation in a maturelicensing and trademark management program. Bolster the University’s reputation by leading aneffective and proactive issues management program.GoalsUniversity Communications commits to the followinggoals as areas of shared priority and accountability.Four of the goals are adopted from “The Strategic Plan.”The final three goals are specific to our focused workin communications, content, marketing, reputation andbrand stewardship.Over the next five years, our departmental units willprovide integrated support across our team to plan,coordinate, deploy, measure and report our efforts insupport of these goals, ensuring the greatest degreeof collaboration, quality and efficacy. Each year, we willdevelop a work plan that outlines specific commitments,initiatives and deliverables that align with and advancethis five-year plan. Specific key performance indicators(KPIs) will be defined based on these goals and mayspan the duration of the plan, be annual or unit-based,or both.*Institutionally, we are entering a period with significant change anticipated. We will conduct an interim assessment after three years todetermine if any course correction is required to maintain our alignment with “The Strategic Plan.”3
U N I VE R S ITY C OM MU NIC AT IONS PLANGoals Sourced fromInstitution1Strengthen Our FoundationWe should strive to attract and support the best students,faculty, and staff, recognizing that our success dependson the quality of our people. We must also provideefficient and effective systems that support their work,and cultivate a culture that nurtures and stimulates theirgrowth and development. (The Strategic Plan, Goal One)2Cultivate the Most Vibrant Communityin Higher Education3Enable Discoveries that Enrichand Improve LivesOne of our greatest strengths is our student experience,which features opportunities for meaningful interactionsinside and outside of the classroom among faculty,students, and staff; a tradition of student self-governance,volunteerism, and a strong honor system; a dynamic artscommunity; and an outstanding athletics program—allin a uniquely beautiful, historic, and distinctive setting,and all of it designed for the purpose of preparingstudents to lead, learn, and serve. We are large enoughto satisfy a vast array of interests, and small enough tocreate a sense of connection and belonging. In orderto continue to attract the very best students, and toprepare and inspire them to live their best lives, we mustoffer them an unparalleled experience while on Grounds.As a major research university, we are committed to pursuing the truth, wherever it might lead. While we havemade great strides in increasing our research outputin recent years, we must intensify our efforts if we areto join the first rank of the nation’s leading researchuniversities. At the same time, we must recognize thatresearch is becoming increasingly interdisciplinary,and for a good reason. Many of the most importantchallenges and opportunities cannot be confronted orseized by faculty working solely within their disciplines.In order to lead in research, we must improve ourresearch infrastructure, make it easier for faculty to worktogether, and focus particular attention on addressingsome of the world’s most critical challenges.Our relationship with Charlottesville and the surroundingcounties is critically and mutually important. Our successas a university depends in no small part on the strengthof those communities, and on the strength of ourrelationship with them. We will reach our potential asa university only if we partner with our neighbors toensure that the Charlottesville region is an attractive andequitable place to live. At the same time, as an anchorinstitution we must take seriously our responsibility tobe a good neighbor and employer.Discovery is also not confined to the realm of research.Great learning experiences also involve moments ofdiscovery, which enrich the lives of our students. Theidea of learning as an opportunity for discovery shouldguide how we approach our teaching. (The Strategic Plan,Goal Three)4Make UVA Synonymous with ServiceWhen this University was founded, its primary missionwas to prepare students to become citizen-leaders whowould serve our fledgling democracy. The vision wasimperfect, of course, as it included only white malesas participants in this project. But the core idea—that UVA exists to serve the public—remains bothrelevant and compelling. In an era of increasingskepticism about the contributions of universities,we will rededicate ourselves to the original animatingpurpose of the University and look for ways to betterserve our community, the Commonwealth, and beyond.(The Strategic Plan, Goal Four)Last, our extraordinarily loyal alumni are a critical part ofour community. We should do more to engage them andto provide them with opportunities for life-long learning as they navigate their way through a fast-paced andchanging economy. (The Strategic Plan, Goal Two)45
U N I VE R S ITY C OM MU NIC AT IONS PLANGoals Specific toUniversity Communications567The value of our brand, its true underlying equity, growswhen stakeholders and the public perceive both thatUVA is an institution of high caliber, and that its workbenefits the larger society. We must be relentless in identifying, producing and distributing compelling contentthat drives positive perception and aligns with the goals,priorities and initiatives outlined in “The Strategic Plan.”To do so, we will create a robust and integrated ContentPlan that identifies core themes that are representedacross the University. We will also steward the University’s intellectual brand property, including its marks andexpression; and expand and evolve its application, whileensuring its proper use.Our stakeholders should feel compelled to engage withand support UVA. This can take the form of enrolling atUVA as a student, aspiring to teach or conduct researchat UVA or to work here. It can include giving time andresources; it can also mean advocating for the valueand importance of UVA. The greater the positive perception, the stronger, more relevant and enduring UVAwill become. We will regularly measure the impact ofour communications, content and campaigns to ensureour effectiveness in reaching key stakeholders and ininfluencing audience opinions about the University andits work.To effectively execute this plan requires a workforcethat has the relevant and emerging skills required forcreating and developing content for modern communications programs. Our success in supporting UVArequires us to be adept at ensuring contemporarypractice and continuous improvement in our work aswell as in promoting a culture that values collaboration,ideation, celebration, risk-taking and mentorship.University Communications must be well-versed ininstitutional priorities, disciplined in knowing our coreexpertise and attentive to the things that stoke ourpassions. At the intersection of these three components—priorities, expertise and passion—you will find a teampositioned to be both good and great in its pursuits.Increase the Value and Equity of theUniversity of Virginia Brand6Positively Influence UniversityPerception Among Key AudiencesExercise Excellence and Best Practicein Communications and Marketing7
GOAL ONEStrengthen OurFoundationTarget AudiencesIn support of this institutional goal, University Communications’UVA students, faculty andstaff; alumni; donors;prospective students,faculty and staff; media;elected officials (local,state and federal);business and industrypartners; peers; andVirginia residentsshared priorities will be to:1Identify and highlight the most compelling stories of UVA’s students,faculty and staff. Our communications will honor their work, experiences, achievements, contributions and overall value.2Increase positive perception of UVA for the purpose of attracting thebest and brightest students regardless of background, renownedscholars, excellent teachers and highly skilled staff.3Measurably increase the reach and impact of our communicationprograms to strengthen UVA’s reputation and emphasize the University’s priorities and accomplishments.9
G O A L ONEStrengthen OurFoundation10Objectives for Content and NewsObjectives for MarketingObjective for CreativeObjectives for Issues Management Create and distribute content, using audienceinsight data, that shows why UVA is a fantasticplace to study, teach, work and conduct research. Serve as the official UVA spokesperson for generalinquiries and media requests related to issues,crises, personnel matters and legal actions. Ensure connectedness in storytelling acrossGrounds—including the Academic Division, UVAHealth and Athletics—to tell the UVA story. Strengthen UVA’s reputation for rapid, precise andfact-based information sharing for students, facultyand staff during times of crisis or breaking news. Lead Issues Management Working Group in helpingidentify and manage issues or events that couldharm the University’s reputation. Contribute to the development of issues briefings,involving leadership and representatives fromrelevant areas. Lead efforts to disseminate accurate information and to serve as an advocate andprincipal for addressing misinformation. As appropriate, and in support of issues management practices, work closely with Content and Newson proactive and supporting storytelling. Create and distribute content that raises awareness of our fundraising activities in support of theHonor the Future campaign. Develop and implement a robust, proactive mediarelations strategy that strengthens relationshipswith traditional media and digital influencers andthat emphasizes UVA’s strengths and contributions. Develop campaigns and communications that support the institution’s efforts to: attract and supportexceptionally talented, diverse and service-orientedstudents; recruit and retain excellent and diversefaculty; and attract and support the most talentedand passionate staff.Define our brand in ways that emphasize our culture,sense of community, quality of life, engagement andconnectivity of employees and students. Test workwith current students, faculty and staff to ensureauthenticity. As appropriate, collaborate acrossGrounds—including with partners in the AcademicDivision, UVA Health and Athletics—to project acohesive image of UVA’s institutional brand.Develop a cohesive and distinguishing creativeapproach for digital, multimedia and printcommunications that showcases the University’sfoundational strengths and connects to our varioustarget audience groups.11
GOAL TWOCultivate theMost Vibrant Communityin Higher EducationTarget AudiencesIn support of this institutional goal, University Communications’UVA students, faculty andstaff; Charlottesville region;alumni; donors; prospectivestudents, faculty and staffshared priorities will be to:1Promote the values at the heart of the University, including service,excellence, honor, diversity and inclusion, free speech, academicfreedom, and student self-governance.2Focus institutional storytelling so that UVA is better known andvalued as an institution that provides an unparalleled student experience that enriches individuals and prepares them for successfulcareers, to be ethical and contributing servant-leaders, and active,engaged alumni.3Emphasize stories that reflect the University’s commitment to bridgebuilding; to meaningful dialogue on Grounds and across the Charlottesville region; and to UVA’s commitment to being a good neighbor.4Celebrate the vibrancy and diversity of thoughts, experiences and backgrounds, and communicate about difficult and shared experiences.13
G O A L TWOCultivate theMost Vibrant Communityin Higher EducationObjectives for Content and NewsObjectives for MarketingObjective for CreativeObjectives for Issues Management Proactively identify, monitor and prepare for adverseissues or events that could cause reputational harmand impact our ability to promote a diverse andvibrant community. Partner across the department to collect positivecontent that can be used following adverse issues orevents to broaden the profile of UVA and its dedication to academic, research and service successes. Demonstrate the meaning of “quality of life,” in tellingthe UVA story. Develop content that illustrates howour vibrant community promotes a strong sense ofconnection and belonging, and better living for all. Amplify messages about connections and sharedresponsibility with the Charlottesville communityand region. 14Develop content that identifies and celebratescommunity involvement and enhancement that UVAbrings to the region through service, research, thearts, athletics and good citizenry. Develop relevantstorylines about students, faculty and staff who areengaged in their communities.Tell challenging stories about UVA’s past, presentand future that proactively demonstrate lessonslearned through conflict and hard circumstances.Boldly address critical issues with a goal of healing,community-building and open dialogue.Maintain a robust environmental program thatexpresses the UVA brand throughout Grounds andacross the region, including on University TransitService buses, UVA Athletic venues, light polebanners and in airport installations. Develop and lead brand strategies that coordinateour department’s work to integrate insights fromthe Charlottesville Community Working Group andother sources in a way that reflects and promotes avibrant community inclusive of UVA, Charlottesvilleand the region. Support select events and initiatives—such asthe Community Bridges 5K, Hoos Reuse, FinalExercises, Virginia Film Festival, etc.—that engageand enhance our community, providing a roadmapfor consistent use of brand, messaging andpersonalization. Lead and generate engagement with the Commonwealth of Virginia Campaign (CVC) which historicallygenerates nearly a million dollars annually in support of local non-profits. Ensure that diverse voices and experiences are partof the content planning for digital and marketingplatforms and programs.Explore how to streamline and more effectivelyreach the UVA alumni audience.Develop a cohesive and distinguishing creativeapproach for digital, multimedia and print communications that showcases the University’s vibrantcommunity and connects to our various targetaudience groups.15
GOAL THR EEEnable Discoveries thatEnrich and Improve LivesTarget AudiencesIn support of this institutional goal, University Communications’UVA students, faculty andstaff; alumni; donors;prospective students,faculty and staff; media;elected officials (local,state and federal); federalagencies/grantors;business and industrypartners; peers; andVirginia residentsshared priorities will be to:1Celebrate and promote scholarly excellence and research in thesciences, humanities, social sciences, the arts and interdisciplinaryinitiatives that cross boundaries, including UVA Health stories onpatient care, teaching and translational research.2Elevate themes that highlight our path to research preeminencein key areas (Democracy; Environmental Resilience and Sustainability; Precision Medicine; the Brain and Neuroscience; and DigitalTechnology and Society) through owned, earned and promotedcommunication channels.3Create and deliver content that showcases the pursuit of discoveryand positive contributions to society through stories of personalgrowth, teaching, research and service.17
G O A L THR EEEnable Discoveries thatEnrich and Improve Lives18Objectives for Content and NewsObjectives for MarketingObjective for CreativeObjective for Issues Management Ensure a continuum of storytelling on Virginia.eduand other digital platforms that supports thecontent strategy and specifically speaks to theUniversity’s excellence in research and discovery,innovation and entrepreneurship. Develop an audience-focused messaging strategythat includes narratives that reinforce the importantcontributions of the basic sciences to incrementaldiscovery and to the value that humanities, socialsciences and the arts bring to both quality of lifeand to an interdisciplinary understanding of someof the world’s most pressing challenges. In ongoing market research, include a longitudinalassessment of perceptions of UVA’s leadership inliberal arts and basic science as well as strengthsin key areas (Democracy; Environmental Resilienceand Sustainability; Precision Medicine; the Brainand Neuroscience; and Digital Technology andSociety). The team will assess UVA’s perceived leadership position in various disciplines and how targetaudiences perceive the value of liberal arts. Advance UVA’s defined and aspirational strengthsin discovery through reputational work, targetedcampaigns, advertising, digital and video content.Build relationships with influential leaders andmembers of the media who cover diverse areasof UVA’s research strengths and develop plansfor regular interaction and pitching that positionsUVA as a national and global expert on selectdiscovery priorities. Develop a plan for further improving storytelling inthe humanities, social sciences and interdisciplinary research with the intent of reinforcing its value indeveloping skills such as critical thinking, decisionmaking, leadership and overall societal
University Communications commits to the following goals as areas of shared priority and accountability. Four of the goals are adopted from “The Strategic Plan.” The final three goals are specific to our focused work in communications, content, marketing, reputation and brand stewardship. Over the next five years, our departmental units will
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