V. EXTERNAL AND INTERNAL COMMUNICATIONS

Over the past several years, Wesleyan has made a concerted effort to raise its visibility in the public media and to develop publications that reflect its objectives consistently among its constituencies. Wesleyan will sustain its efforts with the news media and will work to build its reputation for institutional leadership through more effective outreach at the state and federal levels. It also will expand and refine its communications with campus constituents, as well as alumni and parents.

A. Increase Visibility in the Public Media

Our efforts to improve Wesleyan's visibility in the media have been overwhelmingly successful. Wesleyan has moved from responding to outside news agendas to promoting an ambitious plan of its own which is featured regionally and nationally. Moreover, our news output has fueled internal publications, particularly the magazine, with stories about faculty research and scholarship.

Considerable potential exists to further Wesleyan's positive presence on the national scene. The President has the expertise and the passion to communicate effectively on issues of higher education. Many of our faculty have the knowledge and communication skills to address topics in their fields that can have an impact on public policies. These resources, aided by the public relations staff, can extend Wesleyan’s influence on national conversations about issues that are important to Wesleyan, to higher education, and to the development of new frontiers of knowledge.

B. Deepen Alumni and Parent Engagement through Improved Communications

Wesleyan has made significant progress in bringing its print and electronic publications in line with its marketing objectives. We have studied our marketing efforts and have developed an overall communications plan to deliver consistent messages to prospective students, alumni and parents, as well as to deepen our outreach. Our plan has been put into effect in all of our communications, including the award-winning Wesleyan Magazine, the catalog and the Web site. We are now analyzing the results and, based on our analysis, will make additional recommendations concerning the array of Wesleyan publications that reach alumni and parents. Our goal is to develop a comprehensive marketing communications plan that will support the university’s strategic initiatives and propel Wesleyan forward into the next phase of its outreach and fundraising.

Wesleyan has a vital interest in having well informed alumni and parents, particularly about "where Wesleyan is going." A recent survey of alumni and parents reveals a wellspring of good will toward Wesleyan. The university’s intellectual engagement, student interests in world affairs and social justice, the lively arts scene, the strength of the faculty, and its commitments to access and diversity elicited very positive comments. Alumni and parents also gave high ratings to Wesleyan's communications. Still, they report that they would like more information about Wesleyan and expressed particular interest in knowing more about the university’s plans for the future and how it plans to get there. We will incorporate better and more timely information about institutional directions into the Wesleyan Magazine, as well as other vehicles.

C. Improve Internal Communications

Good communications with our internal community is a strong priority. We have instituted an online newsletter, The Wesleyan Connection, which features many of the stories we are developing for the general media as well as stories that offer a definitive view of institutional policies and administrative matters. Although intended primarily as an internal means of communication, it can also be used to communicate with off-campus constituents, encouraging more routine engagement with the life of the university. The newsletter complements administrative efforts to communicate more effectively with faculty, students, and staff through regular consultation in a variety of forums, such as the faculty executive committee, the annual convocation, quarterly meetings with senior administrative staff, and regular meetings with WSA representatives and other student groups.