A presentation in four steps

1. Merger of the 3 universities of Strasbourg in 2009: an opportunity to rethink the organisation of a communication device and its strategyA. Goudot(EUPRIO 2008)

2. A presentation in four steps • University of Strasbourg creation: context and goals • Strategic and pilot communication • What communication device for the forthcoming University? • Communication to support the change

3. Demain l’Université de Strasbourg Marc Bloch University 11341 students Louis Pasteur University 18109 students Robert Schuman University 10092 students Teacher training institute 2198 students University of Strasbourg 41740students Largest university of France for student number Multidisciplinary Research at the top of the international level Strong interaction A European specificity with the rhenan area with society and the economical world with the city

4. Progress Creation : 1/01/09 Phase 1 Phase 2 Phase 3 Phase 4 Sept 06 Feb 07 Feb 08 Dec 08 2012 Duration 7 months 1 year 10 months 4 years Political acquisition Political conception Preparing & starting the building up Building up The basis Nature Decide if the three universities are going to join the merging project – Define why State the ambition and the target Gather the means to reach the goal Reach the goal Objective The councils agreed, the single university project starts The project of the single university is approved by 80 % of the councils Résult Interuniversity teams of experts appointed by the rectors Interuniversity teams of experts appointed and elected Projects based on monitoring teams Projects based on monitoring teams Project device

5. Seeking for overall consensus Key points of the change The steering committee checks the consistency The change is built upon and conceived with the basis The councils validate the change Dynamic process

6. Main works Build up… An innovative and customised governance Volounteer, responsive policy based upon economical balance both in the long and short term Presidency Level 1 Research Education and training Carrying out the establishment policy Changes, coordination Cross-projects Faculties Collegiums Meeting of research, education and training Level 2 Level 3 Build up… A management system (administration) serving essential missions

7. Using the merging process as a motor for innovation and Modernization …

8. A presentation in four steps • University of Strasbourg creation: context and goals • Strategic and pilot communication • What communication device for the forthcoming University? • Communication to support the change

9. Strategic and pilot communication 1. Communication to support the change: Give information Show what is there to get 2. Create a communication device customised to the new University’s needs Increase productivity to strenghten and innovate 4 dimensions 3. Prepare the new University communication plan: Identity, information spreading New communication supports 4. Make the communication services a pilot project to merging other services Testing the reorganisation methods of the services

10. A presentation in four steps • University of Strasbourg creation: context and goals • Strategic and pilot communication • What communication device for the forthcoming University? • Communication to support the change

11. What communication device for the forthcoming university? July 07 Transitionnal merger of the communication services on the same location By analysing what already exists By analysing University of Strasbourg specific needs Done! Needs analysis By analysing those needs created by the fusion March 08 Mission definition Done! April 08 By the help of a human resources consulting firm Design of the new service’s organization In progress July 08 Transition plan Dec. 08

12. Mutual knowledge Identification of best practices Needs analysis (1a): Making the best of what already exists Method • Dividing the subjects : internal/external/student directed communication • 23 products, tested and compared by the project team, to identify the best ones. • Consulting users (brainstorming; 20 to 30 people per subject) • Web/intranet/DWE not analysed (investigated in a different project) • First approach of the central administration/periphery articulation • Meeting of political referents + project team + faculty members in charge of communication Identification of problems and lacks

13. Needs analysis (1b): Making the best of what already exists Results: Analysis of missions and activities of the central communication services • Known and approved missions : • Managing information and news (Web and newspapers) • University identity and iconography • Publications • Events • Press and media • Assistance and training to communication • Missions that needs further development • Internal information circulation • International communication • Communication assistance

14. Needs analysis (1c): Making the best of what already exists Results: Product and service offer • A compared analysis of every kind of product (analysis grid) • A list of key products of the 4 communication services

15. Needs analysis (1d): Making the best of what already exists • Communication plan : only ULP draws a systematic project every 3 years. • Control: insufficient interaction with political managers that influence implementation and final result. • Validation:Validation procedures are badly defined and delays are too long. • Result assessment: nearly non-existing; when done, proved to be efficient in terms of quality improvement. Results: Practices to enhance

16. Needs analysis (1e): Making the best of what already exists Results: Centre/periphery dichotomy • To enhance: • Have more formalised interaction between communication staff working in central service and faculties. • Paradox of communication managers working in faculties : • Insufficient communication assistance. • Instructions are too strict and do not take into consideration specific needs. Need of development of an internal network

17. Needs analysis (2): UdS specific needs Attractiveness development • Enhance international communication skills to back the development of an international culture in the university. • Make good use of European and international media. • Make good use of the networks. • Train lecturers and researchers to communication and support their initiatives. • Let foreigner students, lecturers and researchers know about University’s assets. • Applying benchmarking strategies to inform the staff on international higher education background. • Spread University of Strasbourg identity. • Improve university environment image. • Orienting communication towards students, lecturers, researchers and scoio-economic partners. The goal of the enhanced international influence

18. Needs analysis (2) : UdS specific needs Opening to the city • Inform the outside world on what happens within the University  • Find a better way of collecting and exploiting information on University activities. • Have better relationships with press and local partners. • Host more events where university community meets the citizens (Savoir(s) en commun, Agora, conferences, etc.) Search for private funding • Advertise University activities in the outside world   • Improve the University image keeping potential investors as target (stress assets and potential)

19. Needs analysis (3): Merger-related needs • Let the university community identify with the new institution • Provide information on the change that has been undertaken • Make mutual knowledge easier

20. Targeting device : From needs to design Translating needs in defined missions and activities Done ! Translating activities in position cards Done ! Designing the organization of the communication service With the help of a consulting firm Finding the appropriate position for each person

21. A presentation in four steps • University of Strasbourg creation: context and goals • Strategic and pilot communication • What communication device for the forthcoming University? • Communication to support the change

22. Communication to support the change In stage 2 (« political design ») : Global communication • A widelyaccepted communication strategy • Major actions: • Building devoted communication media • The project becomes reality « on the walls »: « Demain l’Université de Strasbourg » logo, graphic charter, several graphic works. • Demonstrating the added-value of the merging : shared values, goals, benefits Internal supports External supports A devoted intranet site A Website A newsletter 35 targeted mailing lists Events that promote mutual knowlege

23. The Web site

24. The devoted intranet

25. The newsletter

26. Communication to support the change Stage 3 : From global communication to project communication • Goal: Make people understand the change and prepare them for it. • Approach: • Continue the institutional communication on the project • Undertake a communication campaign per project • project managers + coordination unit • A communication plan/project • overall coordination • coordination unit • implementation • communication department + freelancers • check and validation • limited members of management commission • Support of stage 2 • Tracts • Flash videos per project • Target-oriented general assemblies + • Communication devices:

27. The end…