The problem: 

Alumni, donors, and people who regularly interacted with Columbia said they “do not know who Columbia is.” This was an often repeated comment.  

Indeed, Columbia’s student demographic has transformed in recent years to an incredibly diverse community in all measurable metrics– race, religion, gender identity, age, and nationality. Some felt the loss of the institution’s “Presbyterian identity” and worried that the school was getting away from its historical role of training pastors for church leadership. 

In addition, siloed messages from different departments contributed to the cacophony of voices representing the seminary. Different departments devised their own taglines, copy styles, and graphic representations, usually without consulting Strategic Communications.   

The solution: 

Strategic Communications launched an institution-wide brand audit to identify strengths and weaknesses in communications. The StratComm team presented access to all materials, digital and print, to an outside vendor to evaluate them, and interview internal stakeholders from each department. 

The outcomes: 

The StratComm and auditing teams recognized the need for templates, improved branding guidelines, and a formalized work request system—in addition to a more “authentic” public voice. Templates for social media and Powerpoint presentations were shared institution-wide. Work done by individual departments was submitted to me for approval before public use. Boilerplate graphics and copy were provided.  

Particular projects that had historically been the sole responsibility of StratComm, were put before a newly formed Editorial Board. This board contributed to the overall messages, both copy and visuals, with their concerns and desires taken into consideration by StratComm. Input from this committee was instrumental in the redesign of the institution’s print magazine–a publication that had remained largely unchanged for 20+ years. 

Work-study students were asked to post to social media. First-hand accounts from on-campus community members allowed the social media followers a more organic, unscripted view of life on campus. The students, under the my management, were encouraged and supported in their efforts through equipment training, best practices, and idea brainstorming.  

In less than a year after implementing these changes, public feedback reflected more confidence in the institution’s messaging. 

In the last quarter, overall website visits increased 28% with direct searches up 74%, organic searches up 6%, and organic social visits up 54%, continuing a several-year upward trend of increased visibility. 

In the same quarter, social media interactions increased by 68%.  

The newly designed magazine The Lantern (previously named Vantage) was met with enthusiastic praise (including several phone calls and emails within three days of mail delivery) from on-campus stakeholders and recipients, citing both the improvement in content and the overall look.