Department Goals

Strategic Marketing and Communications Plan (2025-2028)

(Pending Final Approval)

Riverland Community College recognizes the importance of an effective and strategic marketing plan to promote the college, its brand, and its resources to the internal customer and the community. The Communications Department is responsible for managing the college’s marketing, communications, and public relations efforts to promote and communicate the strategic mission of Riverland Community College. We are charged with promoting student success as well as presenting a consistent look and message for the college while maintaining a positive image for our students and the community.

College Mission, Vision, and Values

• Vision: We will offer the best opportunity for every enrolled student to attain academic and career goals in an ever-changing world.
• Mission: To transform lives through excellence in service, education, and career training.
• Values: Cultivating student growth through service, collaboration, innovation, and respect.
• Heart of Riverland: We are dedicated to our employees, our students, and our region.

Analysis

Riverland prides itself on academic excellence, personalized student services, advanced technology, workforce and economic development, as well as strong community and industry partnerships. We serve a diverse student population (26% students of color) and support an inclusive environment. Marketing efforts focus on recruitment, retention, transfer/career, graduation, alumni, and donor relations, as well as building relationships with our local, state, and global community. The development of a strategic marketing plan will help leverage greater awareness of the college and support ongoing strategic efforts to increase enrollment.

Enrollment at a Glance

Riverland’s enrollment is strong: Our current Fall 2024 FYE (Fiscal Year Equivalency) is 1,080.83, up 11.70% (113.18 FYE) compared to the 56th day of the Fall 2023 semester. Concurrent enrollment accounts for 21.27 FYE of this increase. Collectively, Minnesota State colleges and universities are up 6.05% FYE.

The following are Fall-to-Fall FYE enrollment changes compared to the same point last year:

• PSEO enrollment is up 14.97%.
• New incoming student enrollment is up 11.82%.
• Returning student enrollment is up 11.73%.
• Farm Business Management (FBM) is down 38.20% (fiscal year comparison, not Fall-to-Fall. These numbers may change later in the semester due to an operational processing concern that was identified).

Lastly, 78.5% of our Fall enrollment is from Riverland-based sessions, and 21.5% is from concurrent sessions hosted in high schools. Our overall Fall enrollment is up 7.8% compared to the end of Fall 2023. Spring 2025 FYE is 673.10, up 12.03% (72.27 FYE) compared to 84 days before the start of Spring 2024.

Source: Vice President of Strategic and Enrollment Report, week of 10-21-2024.

Goals

To support Riverland's goal of becoming an Hispanic-Serving Institution (HSI), expand outreach to diverse student populations, and improve internal and external communications to increase student engagement and community involvement.

Enhance Marketing to Hispanic Students and Families

• Objective: Increase outreach to Hispanic students and families through culturally relevant campaigns.
  • Tactics:
    • Develop bilingual marketing materials (Spanish and English) across all platforms.
    • Partner with Hispanic community organizations and local high schools to host bilingual open houses and enrollment workshops.
    • Highlight success stories of Hispanic alumni and current students in targeted campaigns.

Expand Outreach to Students of Color and Adult Learners

• Objective: Increase enrollment of students of color and non-traditional adult learners.
  • Tactics:
    • Implement targeted digital advertising through social media platforms, focusing on demographic insights of students aged 25+.
    • Promote flexible, online, and hybrid programs tailored for working adults.
    • Collaborate with community organizations to raise awareness of scholarships and financial aid for adult learners and underserved communities.
    • Create a "Finish Faster" campaign encouraging students to take more credits to accelerate their path to a degree (e.g., a Summer-2-Summer idea for an accelerated AA degree program).
    • Showcase testimonials from adult learners.
    • Promote flexible scheduling options for adult learners (Flex/Pace, part-time, etc.).

Build Brand Awareness on Campus and in the Community

• Objective: Strengthen Riverland’s presence and reputation in the community.
  • Tactics:
    • Utilize local media outlets, such as regional radio stations, Hispanic media, and community bulletins.
    • Host community events at all campuses, including job fairs and informational sessions to increase visibility.
    • Leverage outdoor marketing, including billboards and community sponsorships.
    • Develop a plan to involve the college mascot in community events, public interactions, fairs, parades, etc.

Improve Internal Communications

• Objective: Strengthen communication across departments and campuses.
  • Tactics:
    • Implement a project management system to streamline marketing requests and ensure timely execution of marketing initiatives.
    • Launch a marketing/admissions newsletter with clear, consistent updates on campaigns, successes, and upcoming events.
    • Host regular internal marketing workshops to align academic and support departments with marketing goals.

Increase Social Media Engagement

• Objective: Elevate Riverland’s social media presence to engage current and prospective students.
  • Tactics:
    • Incorporate more creativity, humor, and engaging content to boost social media engagement.
    • Develop a social media content calendar to post engaging and interactive content, including student achievements, campus events, and success stories.
    • Increase the use of video content, such as student testimonials, virtual tours, and faculty spotlights across platforms like Instagram, TikTok, and YouTube.
    • Utilize analytics tools to measure engagement and adjust strategies based on performance metrics.

Target Audiences

• Hispanic and Latinx students
• Adult learners (25+)
• Students of color
• High school graduates (18-24)
• Local businesses and community partners

Key Performance Indicators (KPIs)

• Increase Hispanic student enrollment to 25% by 2028.
• Grow adult learner enrollment by 10% by 2028.
• Boost social media engagement (likes, shares, comments) by 25% within the first year.
• Expand community partnerships by 10% or more each year (in collaboration with Advancement and Foundation).
• Improve internal communication satisfaction scores (measured through surveys) by 20% over the next two years.
• Redesign the website with a more cost-effective CMS, concise page content, and enrollment focus as outlined by the EAB report by 2028.

Conclusion

The purpose of Riverland Community College’s Strategic Marketing Plan is to support the college’s mission by enhancing public awareness and participation in the college’s many programs, services, and activities. The plan seeks to increase the overall visibility of the college and reinforce its brand and reputation within the community. The success of any marketing plan depends on several factors, including effective advertising, public relations, and market research. Flexibility and innovation are also key to a plan’s success. To truly succeed, the plan needs the support of the College Cabinet, college departments, faculty, and staff.

 

FY2023-24 Goals

1. Secure Web Processes identified as possible Security Risks
   1. Web Directory
   2. Profiles
   3. Email Address Practices
   4. Web Processes
2. Continue Web work to update CMS for Path specific Journeys.
   1. Customized Training
   2. Earn and Learn
   3. Adult Learner (language and pathways)
   4. Media Webpage (based on samples provided)
3. Social Media/Interactive Media
   1. Continue to create Transfer Pathway videos for landing pages.
   2. Continue to create Career Tech videos for landing pages.
   3. Update older program videos, reshoot the videos, if necessary.
   4. Continue to enhance engagement on social media.
   5. Social Ambassadors: Work with work study student to create fun and engaging content.
   6. Learn how to encourage content creation from student’s perspective to share on social media.
   7. Enhance social media posts, frequency, engagement about upcoming open houses, events, career celebration months or weeks, and fall, spring, and summer sessions.
4. Presidential Transition
   1. Transfer message styles to fit the communications style of the New President
      1. Announcement Structure
      2. e-publications
      3. Internal Communications Methods
      4. Media Procedures/Spokesperson
      5. Branding
      6. Internal/External Communications
      7. Sponsorships
5. Informative Data
   1. Tie Enrollment to Budget (2,025 FYE)
   2. Revist Program Inquiry Process
   3. At a Glance Profiles

FY2022-23 Goals

1. Hire, Train and Create Job Flow for the new Interactive Media Consultant
   1. Meet the needs of Government Relations Team during the legislatve season.
   2. Tell more personal student stories on our Web, social media and other mediums
   3. Provide some relief to the Communications team workload.
2. CMS Journeys (Mura Update) Example: Adult Learners
   1. Create special journey paths for various audiences using the new updated CMS software. It’s new so we are only going to start with Adult Learners to separate their path from the traditional learners and meet them where they are.
   2. We will be limited on what we can do because we do not have many products or services set up for adult learners.

FY2021-22 Goals

1. BRAND (implementation of strategic plan, financial sustainability)
   1. Brand Guidelines and approval process for college brand (protection)
   2. Address the program/dept Logo issues and its impact on the overall brand
   3. Diminish the use of older brand logos and materials.
   4. Community awareness

Related Document links: Branding Policy,  Visual Identity Standards,  Communications Style Guide 

2. WEBSITE PROGRAM PAGES ENHANCEMENT (risk management, financial sustainability, diversity, student success)
   1. Keywords and alignment of search terms for each program area (SEO)
   2. A faculty profile and bio that can be used in conjunction with their related program pages. (Also, for internal/external communications communications) –partially done
   3. Program pages – more succinct descriptions (some have not been altered for years and audiences just don’t read them
   4. Explore using more video and motion on pages and research how effective that is (2 years)
   5. Take a look and share more Web analytics
   6. Incorporate Pathways and Liberal Arts more seamlessly into Information flow.

Related Documents: Web Analytics

3. GENERAL PUBLIC AREA APPEARANCES (Brand) (student success, financial sustainability, diversity)
   1. Wall Art that has a collegiate feel and purpose.
   2. History—Try to incorporate history into buildings
   3. Cohesiveness – Try to build connections to other buildings/campuses in each building
   4. Brand awareness – i.e. drinking cups, wayfaring signage, clocks, trash bins, rugs, etc.
   5. Bulletin Boards and Tack strips—Is there something more collegiate feel/technically saavy

4. MEDIA PROCEDURES UPDATE (miscellaneous)
   1. Re-evaluate media procedures and processes including ongoing update of distribution methods and lists. Revisit Media Relations protocols.