91大神

Administration and Finance is defined by service excellence, partnership, stewardship, and accountability. All communications should reinforce A&F as a trusted, people鈥慶entered organization that enables UMB’s mission through operational excellence and collaboration. This brand framework serves as a practical reference for leaders and staff when developing messaging, presentations, and outreach.

It can be easy in branding conversations to get bogged down in minutia and definitions. For this communications plan, A&F defines “brand” as simply the essence of its most prominent values and characteristics, and our identity within UMB. In short, the A&F brand is what its “customers”, colleagues (both internal and external) staff, students, and other stakeholders think of first when they think of Administration and Finance.

Ideas like the A&F Guiding Principles, the distinctive letterhead, the commitment to Service Excellence, and many other elements are all contributing to the A&F brand. So too is what, and how, A&F communicates.

Five sets of Guiding Principles reflect the values within A&F: well-being and sustainability; innovation and discovery; service excellence and accountability; equity and justice; and respect and integrity. Every A&F team member is expected to model these behaviors in every interaction.

Each communication, document, website, presentation, training, etc. created by or distributed from A&F is required to reflect the Guiding Principles. Where appropriate, each communication should also align with a Guiding Principles pair and should include the appropriate branding template for A&F.

The 2022-2026 91大神, Baltimore strategic planning process yielded five specific department-level communication goals. Many goals contained specific communication tasks; others contained outcomes requiring effective communications strategies.

The following A&F strategic plan goals exist to identify specific communication outcomes.

• Update A&F Website (Office of the Senior Vice President). Collaboratively update the A&F website to be accurate, personalized, and professional-looking. Establish structures that allow for easy access of unit-specific information and who to go to for the information they need (limit the # of keystrokes to access info). Strive to create standard templates, branding/theme for Utilize existing A&F unit updates to evaluate pathways for updating web content. Connect units with stakeholders to identify needs via focus groups or survey, if not already done so.
• Improve Facilities and Operations E-Communications (Facilities and Operations). Increase and improve communication and customer service through improved electronic means both internally within F&O and Specific: Review current e-communication (websites, newsletters), update or develop improved electronic communication (revamp forms, FAQs, important dates), and develop feedback methods.
• Enhance Public Safety Communications (Department of Police and Public Safety). Develop and sustain consistent public safety communications with the UMB community to build resilience and increase knowledge of departmental initiatives and resources by 15 percent over the current subscriber base (from public safety survey responses earlier this year).
• Strengthen HR Communications (Human Resource Services). Strengthen internal and external communication and customer service to ensure greater support, consistency, and
• Ensure communications support for priority University change initiatives. Create communications strategies and accompanying materials that correspond to audiences impacted by or influencing the changes, addressing specific change impacts to positively influence adoption and reinforcement.

In addition to these defined strategic plan goals, five broad overarching goals were identified for this plan:

1. GENERATE AWARENESS – Increased awareness of the scope of A&F divisions and all the ways they support the University, its mission, core values/guiding principles, campus culture and academic successes. Included will be processes and/or instructions for A&F-supported initiatives and
2. SHARE INFORMATION – A&F initiatives and programs require a strategy to share both internal to the department and campuswide.
3. CONTINUAL ENHANCING A&F BRAND/REPUTATION – Continue promoting and enhancing A&F’s reputation among staff and Secondary communication recipients include students, parents, local stakeholders, and potentially family members of A&F personnel.
4. DRIVE ENGAGEMENT – Support the efforts of each division to drive enthusiasm and engagement with A&F and UMB faculty, staff, and students.
5. ENHANCE TALENT RECRUITMENT – Support the efforts of HR, individual divisions, and within the individual schools by working to make sure A&F news is known and celebrated.

When it comes to brand architecture, there are three basic types: the branded house, the house of brands, or a hybrid. Briefly:

Branded House exists where multiple products are represented under a single brand. This means there’s a single master brand and all products/services/divisions are subservient to the primary brand. Google is an example of a branded house, where Google serves as the primary brand, with Google Photos, Gmail, Google Drive, Google Maps all working to reinforce the primary Google brand.

A House of Brands exists where multiple products are represented under individual brands. This means each product(s)/service(s)/division(s) operates autonomously of the primary brand. Unilever is an example of a House of Brands, with products like Ben & Jerry’s, Dove soaps, Sunkist drinks, Vaseline, etc.

A Blended House/Hybrid House is where some of the products maintain their own brand while using select features of the primary brand to their advantage. This means some of the sub-brands have brand promise while featuring certain aspects of the primary brand to their advantage. Coca-Cola is an example of Blended House, with Coca-Cola serving as the master brand with semi-independent brands like Coke, Sprite, Dasani, Minute Maid, Powerade, etc. serving as semi-autonomous brands.

As a sub-brand of UMB, Administration and Finance (A&F) is more than just a workplace—it is an environment that fosters individual growth and self-actualization. Within A&F, people matter: leadership prioritizes a positive employee experience and is equally committed to delivering exceptional, satisfying service to customers. This commitment defines the A&F brand image and represents the culture that every employee is encouraged to embody.

As one of the UMB administrative offices, A&F is required to adhere to all UMB branding. At the same time, select divisions and units are also individual brands within this framework. Within A&F, this extension includes maintaining adherence to the Core Values while creating our Guiding Principles, utilizing its branded language and graphic identity through branding templates, and creating offices like A&F Employee Success that operate independent of the central UMB EDI office.

At the same time, within A&F, there are eight divisions that vary in their adherence to the A&F brand. Divisions like Financial and Auxiliary Services and Facilities and Operations tend to hew closely to the A&F brand, while divisions like Police and Public Safety, Human Resources, and Enterprise Resilience maintain their own distinct brands.

The A&F Brand Platform will be identified by defining our brand position, promise, essence, values, and value proposition. This language and ideation is born from existing documents as well as the A&F Mission and Vision Statements, Guiding Principles behaviors, and Service Excellence behavioral dimensions. 

Brand Positioning: The who, what, and how of A&F. It’s how A&F wants to be thought of in the mind of its stakeholders. A team of diverse and motivated professionals fostering partnerships, delivering outstanding service, and innovative business solutions, one interaction at a time. This represents the A&F Vision. 

Brand Purpose: The unique value that a brand presents to its customer. A&F exists to support the academic mission(s) of UMB and our seven schools including supporting all the activities and infrastructure that take place in and around the UMB community. A&F oversees the physical spaces, manages financial and budgeting functions, delivers professional resources for faculty and staff, promotes security and safety within the community, and facilitates international education, research, and service. This integrates with the A&F Service Excellence program of One Interaction at a Time. 

Brand Promise: A commitment that defines the value and experience stakeholders can expect when interacting with A&F. To deliver exceptional service to the University community through professionalism, stewardship, and leadership, one interaction at a time. This represents the A&F Mission.

Brand Essence: The heart and soul. Typically, a concise phrase that defines our overall identity in order to invoke a particular thought, feeling, or emotion in stakeholders. Service Excellence, One Interaction at a Time.

Brand Personality: It’s the way the brand is personified using human characteristics. It’s not meant to be an exhaustive list, but rather one that highlights what’s most important. The A&F brand is to be thought of as friendly, engaging, optimistic, knowledgeable, empathetic, memorable, accountable, and helpful. These represent dimension of Service Excellence, One Interaction at a Time.

Brand Voice: The nuts and bolts of how A&F staff interact with others. It should be a golden thread that is woven throughout all A&F communications and interactions. A&F is focused on meeting and exceeding the end needs and expectations of our customers and stakeholders. Representing the five service dimensions of service excellence, where communications is a stand-alone dimension, the tone and communications should always come across as: friendly, engaging, knowledgeable, optimistic, empathetic, memorable, accountable, efficient, and helpful. When reporting A&F related items, stories should be centered around people rather than events. Finally, all Elm stories should identify A&F as the origin point within the headline, subhead, or first paragraph.

A&F enables the success of UMB’s academic, research, and clinical mission through operational excellence, strategic partnership, and service to the campus community.  This message should appear frequently in the following to explain “why” A&F matters:

• Leadership remarks
• The website “about” language
• Presentations
• Major announcements

Anchoring A&F are the following core, supportive messages inherent in all A&F communication practices. Nearly every communication should connect to one of them.

1. A&F Powers Campus Infrastructure and Services. Administration & Finance provides the systems, facilities, financial stewardship, and operational support that allow teaching, research, and clinical work to thrive. Example: “Through strategic stewardship of financial and physical resources, A&F ensures UMB has the infrastructure needed to advance its mission.”
2. A&F Employees Are Trusted Partners. A&F professionals collaborate with faculty, staff, and leadership to solve problems, improve processes, and support institutional priorities. Example: “Our teams work alongside campus partners to provide expertise, guidance, and responsive service.”
3. A&F Drives Innovation and Institutional Performance. A&F continuously improves systems, processes, and services to help UMB operate more effectively and efficiently. Example: “By modernizing systems and streamlining processes, A&F helps the university operate smarter and more efficiently.”
4. A&F Invests in People and Community. A&F supports a workplace culture focused on professional growth, inclusion, safety, and community engagement. Example: “Our people are our greatest asset, and we are committed to fostering a supportive and inclusive workplace.”

NEEDS ASSESSMENT – PHASE 2

Phase 2 of this plan focuses on the additional communications needs of A&F’s divisions. The intent of this phase is to explore a centralized communications structure for A&F, capitalizing on existing positions currently in place. Within this phase is also the completion of “best practices” that focus on innovative forums and processes. The identified needs have been both formally and informally collected, depending upon the work location of the responder (e.g., through focus groups, emails, etc.).

Campaign Development and Media Outreach

The development and execution of media campaigns to support departmental missions, programs, and events are needed. These campaigns also require materials to emphasize individual responsibility. Further, promotional material is needed for these campaigns, to include eBoards, newsletters, web content, reports, briefs, presentations, and other media to ensure engaging, clear, and impactful messaging. Outreach is needed to share revised content timely.

Website and Social Media Management

In addition to website content development and maintenance, social media can promote departmental activities and messages. Social media platforms should have consistent content, be visually appealing, and service as effective communication tools for both day-to-day updates and emergency messaging. After a discussion with OCPA, it was determined that A&F does not have the news frequency to support independent social media channels. OCPA has volunteered to provide social media support to any A&F campaign or project on a case-by-case basis.

New Employee Orientation

New employees are hired within A&F on a frequent and consistent basis. The second-day new employee orientation will include a brief overview of this communication strategic plan, with a focus on the A&F and UMB websites, the A&F online calendar, and how employees should expect to receive information within their unit/division.

Online Training Media Development

A&F’s department training initiatives can be enhanced by developing online training, to include SCORM packages, graphics, animations, and videos. These online modules require collaboration with subject matter experts to ensure training materials are both informative and engaging.

Desktop Publishing and Design

Desktop publishing and design have the capacity to both sell the A&F brand as well as to share the intended A&F message. Aesthetically pleasing and professionally designed materials – e.g., handouts, signs, brochures – should be created and comply with UMB branding standards.

Photography, Videography, and Media Production

To help promote the importance and impact of A&F divisions and initiatives, support toward promotional videos, visual storytelling products, and other visual materials should be developed. High-quality photographs and video content can be used in training sessions, exercises, and other department activities to document operations and significant events while highlighting the value of the department’s work.

Recognition of Department Achievements

Department achievements and employee contributions are vital to the perceived value of A&F. The need exists to develop and implement strategies to promote the achievements and significant contributions of A&F units and visions, with an emphasis on their institutional impact. Staff achievements and contributions are similarly significant and deserve campuswide promotion. By highlighting staff contributions, a secondary advantage is the internal boost to employee morale.

In-Person Engagement and Representation

Department-wide representation is needed to identify and track opportunities for public engagement, ensuring A&F departments are consistently visible and present at events. Department presence should include Fall Fest, school-based fairs and activities, and other campus gatherings. A&F staff should provide event tables and present department information while advocating for A&F’s purpose, initiatives, and functions. A&F staff should inform division and department leadership of events in which they would like to see an A&F presence, if that presence hasn’t already been arranged.

Media Strategy for Programmatic Messaging

Media strategy is under-utilized in promoting A&F’s message and programs. A&F should identify and maximize opportunities with existing media outlets, such as The Elm, to promote key programmatic messages. This would enhance campuswide understanding of the department’s work and emphasize its institutional value. Further, collaboration with OCPA teams will ensure consistent and impactful messaging across platforms. Lastly, staff internal to A&F should collaborate with each other to communicate priorities and initiatives.

Digital Accessibility

In support of A&F’s Guiding Principle of equity and to comply with the Americans with Disabilities Act (ADA), digital accessibility for individuals with disabilities is required by all public entities, including colleges and universities. Digital content used to support programs, services, or activities – whether online or via mobile platforms – must be fully accessible. This includes, but is not limited to: websites, emails, documents, media files, third-party tools, password-protected content, letterhead, PDFs, Word documents, PowerPoint presentations, and course materials. Accessibility standards mandate providing text alternatives for non-text elements (e.g., images), ensuring full keyboard navigation, and using clear and easy-to-understand language.