This document provides a rebranding and training action plan for OrgSync at Loyola University Chicago. It recommends promoting the rebranding through videos, posters and during welcome week. It suggests training students through a required course, hybrid/online class or ambassador program. The training would focus on key OrgSync tools and offer prizes to keep students engaged. Campus partners could provide incentives like event tickets for participating organizations. The plan aims to increase OrgSync awareness and train students on its functions.
Valary Oleinik, Project Manager | Weil, Gotshal & Manges, LLP
4 Cs to an A+ Learning Experience: A Design Sprint
By working within time and resource constraints, people are put into a situation in which overthinking isn’t possible. Given a clear goal, participants will be amazed at how much can get done when they work together in a hyper-focused environment. The sprint also really focuses on creativity and getting people to experiment. Creativity is cited as a key soft skill needed by employers, and yet many people feel a lack of creative confidence.
The entire workshop is interactive and gamified. After being given the necessary background information about the scenario they will be addressing and the limitations they must work within, groups will spend time designing, getting feedback, and iterating. The name of the session comes from the fact that each team has a set of concept cards with words starting with the letter C, such as: Collaboration, Currency, Choice, Challenge, and Characters. At the end of the design period, each group will present their proposals, and everyone will vote to select the best option.
Participants will receive copies of all materials used with in the sprint, the case study, and other relevant handouts and resources. Among the handouts is the framework used for the design sprint which they can repurpose for other design projects or use as the basis of running their own version of the sprint. The framework is one I created called the GAME Plan, which can be used for designing any type of gamified learning experience. While not a linear plan, GAME stands for Goals, Audience, Mechanics, and Experience. In this framework, Mechanics encompasses all of the moving parts of the program including the content, media, activities, and ‘gameful’ elements and how they are put together to best serve the Audience in pursuit of the Goals.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Montreal, Canada, Quebec,
UNIVERSITÉ DU QUÉBEC À MONTRÉAL,
UNIVERSITY OF QUEBEC IN MONTREAL,
July 10-12, 2019
Valary Oleinik, Project Manager | Weil, Gotshal & Manges, LLP
4 Cs to an A+ Learning Experience: A Design Sprint
By working within time and resource constraints, people are put into a situation in which overthinking isn’t possible. Given a clear goal, participants will be amazed at how much can get done when they work together in a hyper-focused environment. The sprint also really focuses on creativity and getting people to experiment. Creativity is cited as a key soft skill needed by employers, and yet many people feel a lack of creative confidence.
The entire workshop is interactive and gamified. After being given the necessary background information about the scenario they will be addressing and the limitations they must work within, groups will spend time designing, getting feedback, and iterating. The name of the session comes from the fact that each team has a set of concept cards with words starting with the letter C, such as: Collaboration, Currency, Choice, Challenge, and Characters. At the end of the design period, each group will present their proposals, and everyone will vote to select the best option.
Participants will receive copies of all materials used with in the sprint, the case study, and other relevant handouts and resources. Among the handouts is the framework used for the design sprint which they can repurpose for other design projects or use as the basis of running their own version of the sprint. The framework is one I created called the GAME Plan, which can be used for designing any type of gamified learning experience. While not a linear plan, GAME stands for Goals, Audience, Mechanics, and Experience. In this framework, Mechanics encompasses all of the moving parts of the program including the content, media, activities, and ‘gameful’ elements and how they are put together to best serve the Audience in pursuit of the Goals.
Presented by the
Serious Play Conference
seriousplayconf.com
at
Orlando,
University of Central Florida,
UCF,
July 24-26, 2019
Montreal, Canada, Quebec,
UNIVERSITÉ DU QUÉBEC À MONTRÉAL,
UNIVERSITY OF QUEBEC IN MONTREAL,
July 10-12, 2019
If You Build It, Will They Come? - How to Increase Learning AdoptionB.J. Schone
Designing and building learning materials is a tough enough job, but what happens when you spend weeks or months on a project and nobody even bothers to use it? This presentation will explore more than a dozen ideas for increasing user adoption of learning materials through a series of strategies and tactics you can begin using immediately.
Increasing user adoption requires an in-depth understanding of your users, including their jobs, behaviors, wants, and needs. Once you understand these elements, you can design your implementation approach and introduce on-going activities to increase adoption.
In this presentation, we will explore the psychology of the user, the intent of the organization, and the actions you can take as a learning professional to drive adoption and improve the performance of your users.
Branding in the Digital Age: The Actuarial ProfessionSlam Global
This is the presentation we gave at a PARN (http://www.parnglobal.com/) Conference on (Re)defining Your Professional Brand. We discussed the development of the brand value proposition and how we delivered it through an integrated graduate campaign with the objective of building an engaged community. The second part of the presentation talks about brand-led content on a strategic level, and how to engage and influence key stakeholders with content and communications to build a valuable brand, and in turn - a powerful professional body.
Branding in the Digital Age: The Actuarial Profession
OrgSync Action Plan
1. REBRANDING & TRAINING ACTION PLAN
STUDENT ACTIVITIES & GREEK AFFAIRS
PRESENTED BY: DE'NEATRIA ROBINSON
STUDENT ACTIVITIES & GREEK AFFAIRS (SAGA) · 6551 N
SHERIDAN SUITE 127, CHICAGO, IL 60626
[COMPANY ADDRESS]
VERSION (1.1)
MAY 13, 2015
2. Version 1
5/13/2015 Rebranding & Training Action Plan 1
TABLE OF CONTENTS
REBRANDING & TRAINING ACTION PLAN.....................................................................................................2
Objective...................................................................................................................................................2
Target Audience ........................................................................................................................................2
How do people know about loyola orgsync? (based on survey) ..........................................................2
who is using orgsync? (based on survey)..............................................................................................3
Recommendations for Rebranding & Promotion......................................................................................3
Promotion .............................................................................................................................................3
Welcome Week .....................................................................................................................................4
OrgSync Amabassadors.........................................................................................................................5
Rebranding............................................................................................................................................5
Orgsync training Best Practices.................................................................................................................5
3 Part Orgsync curriculum.....................................................................................................................5
Examples of orgsync trainings...............................................................................................................6
Prizes.....................................................................................................................................................7
Keeping student Buy in .........................................................................................................................7
Orgsync training best practices: Loyola specific........................................................................................7
Porposal 1: Required Course/Training ..................................................................................................7
Porposal 2: Hybrid or online class.........................................................................................................8
Proposal 3: Orgsync ambassador or orgsync certification....................................................................8
Continuous Education...........................................................................................................................9
Project Plan...............................................................................................................................................9
Benchmarks...........................................................................................................................................9
Campus PArtners...................................................................................................................................9
Budget: Cost & No Cost Incentive.......................................................................................................10
Follow Up ............................................................................................................................................10
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REBRANDING & TRAINING ACTION PLAN
This action plan is designed to advise the office of Student Activities and Greek Affairs (SAGA) on best
practices for rebranding OrgSync and training members of the Loyola community to use the tools
within OrgSync. Suggestions were formulated after consulting an OrgSync representative, analyzing
survey data, evaluating focus group feedback, and collecting additional resources from educational
institutions that utilize OrgSync.
OBJECTIVE
The objectives of the rebranding and training action plan include:
Raising the overall awareness of OrgSync on campus to the general student body
Creating and implementing an OrgSync training curriculum for student organizations
Constructing an OrgSync re-branding campaign
TARGET AUDIENCE
Our broad target audience is undergraduate students. The primary subgroup is student organization
(org) members and executive board (e-board) members. Secondary group would be non-organization
students. Third, campus partners who play a vital role in referring students to OrgSync.
HOW DO PEOPLE KNOW ABOUT LOYOLA ORGSYNC? (BASED ON SURVEY)
Org. Fair
27%
Orientaion
17%Through Campus
Partner or Referral
26%
1st Year
Experience Course
12%
Other
18%
Org. Fair
Orientaion
Through Campus Partner or
Referral
1st Year Experience Course
Other
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5/13/2015 Rebranding & Training Action Plan 3
WHO IS USING ORGSYNC? (BASED ON SURVEY)
RECOMMENDATIONS FOR REBRANDING & PROMOTION
Focus: How do we create community buy in? How do we create awareness?
PROMOTION
“Hype” Leading Up to the Training & Announcement of Rebranding
o Promotional video
Creating a video that announces the rebranding of the Loyola OrgSync portal.
This video would be posted on the Loyola SAGA site and Loyola OrgSync site.
An important component in this video, is the utilization of well-known and
respected students on campus. This builds credibility and relatability. The
video should be no longer than 5 minutes long and be staged in recognized
areas on Loyola’s LSC or WTC campus.
o Movie trailer
Similar to a promotional video but more dramatic and theatrical. Though
students and faculty may not be particularly excited about the rebranding, the
excitement and unique experience of the video will provide an entertaining
factor and positive association with the rebranding of LUC OrgSync. The trailer
can look similar to a popular current or classic movie.
o Posters
According to the survey, one of the most attractive means of promotion, are
bright and attention grabbing posters. These posters should be eye-catching
but simple in order to catch the attention of busy students. The use of bright
color and recognizable imagery will hold students’ attention longer whether
this is a physical or virtual flyer. Though flyers can be used for the announcing
31%
30%
32%
7%
Student: General Use
Org. E-board Member
Student: Org Member Use
Other
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5/13/2015 Rebranding & Training Action Plan 4
of the rebranding, it may be more useful when promoting training
opportunities.
o SAGA OrgSync page
SAGA’s page has to be the best on the OrgSync site. This accomplishes four
objectives:
Shows students and departments the potential of OrgSync, thus
increasing SAGA’s credibility when training students
Creates curiosity around how to make their own organization sites
more visually engaging and efficient
Communicates a standard or expectation of quality for student
organization sites
Encourages students, faculty, and staff to refer to the SAGA site
frequently
WELCOME WEEK
For many of the students who completed the survey, welcome week and orientation were their first
experiences with OrgSync. It is strongly suggested that SAGA take advantage of this.
For students (incoming and returning)
o OrgSync promoted as a way to look up organizations and campus events before
arriving on campus or attending the organization fair.
o Accessibility to contact information and meeting dates of organizations.
For organizations
o Opportunity to create a promotion video on their organization’s page. Video prompts
include:
Inviting potential members to the organization fair
Welcoming students to welcome week or Loyola
Organization goals for the semester
Accomplishments of Org. (i.e. Weekend of Excellence recipients)
Why you (the potential member) should be a member
o Add interested students to mailing list on OrgSync.
o Tool for follow up- after adding students to mailing list via OrgSync or meeting them at
the student organization fair.
Professional staff role
o Set up meeting: Meet with 1 or 2 representatives of student orgs before the date of
the fair or send email with the same information
Promoting the opportunity to increase membership and name recognition,
specifically advertising their presence on OrgSync during Welcome Week
Sign at each table: Find us on OrgSync @________. (student org. name)
o Table at Welcome Week promoting the new OrgSync name with swag. This can also
function as an information/ help desk.
Swag taglines: "What You Can Do With OrgSync," “Ramblers <3 OrgSync,” “Lu
Wolf uses OrgSync”
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5/13/2015 Rebranding & Training Action Plan 5
ORGSYNC AMABASSADORS
Having an OrgSync street team or ambassadors will allow professional staff to receive relevant
feedback on the student experience with OrgSync, generate new promotion ideas, and have advocates
for OrgSync. Expectations:
Students must gone through OrgSync training (preferably with SAGA) and are knowledgeable.
Students could potentially make and update tutorials.
Students would have the responsibility of monitoring the “Lu Wolf” account and creating polls
on news feed.
REBRANDING
As Loyola moves to create a stronger community and identity, a name associated with Loyola
specifically is not only appropriate but important. Additionally, the focus group suggested a
need for intentionality behind the name of the OrgSync portal.
Name should Focus on the school identity or the function of the OrgSync platform
o Example: Rambler Sync, Loyola Connect, LUC Connections
ORGSYNC TRAINING BEST PRACTICES
3 PART ORGSYNC CURRICULUM
PART 1: Fun, Exciting, & Easy Tools
o Information that can be used for the promotion of the group. These items stimulate
students visually and acoustically, encouraging engagement.
o Posts, visuals (video & photos), polls, news
PART 2: Tools That Are The Most Beneficial
o Tools that administrators and users will access frequently. These tools allow
organizations to function effectively and efficiently. In addition to keeping forms,
constitutions and other important documents in a central location.
o Forms, files, people, transactional tools, permissions, request forms
PART 3: Unique Tools
o Tools in this section may not be utilized by all organizations but are still useful.
o To-Do list, Checkbook, Dues or Pages
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5/13/2015 Rebranding & Training Action Plan 7
PRIZES
Prizes should provide an advantage to the student organization, giving them a feeling of being ahead of
their peers. Capitalize on the natural competition between student organizations, especially those that
fit into the same category (i.e. Singing Groups, SFL, Comic Book Groups, Politically focused).
KEEPING STUDENT BUY IN
General guidelines, provided by an OrgSync representative, to keeping students involved with OrgSync
and training.
Be consistent with information and actions
o Ex: If a form is on OrgSync do not have the paper copy available in the office. Instead
show them how to access the form online.
SAGA must have the best page at all times
o Keep the portal active and engaging at all times even if it's just posting a poll. This
shows personality and a fun social side to OrgSync.
Ex: Who's tired of the snow? Did you see the volleyball game last night? How
do you feel about the new policy on campus?
o Keep post short and frequent, but not annoying
o Attach a visual to most of the post
Create a mascot account to post non-administrative information or activities on SAGA’s news
feed
o Lu Wolf profile post games, polls, and half-time contest sign ups
Do not approach conversations, training, and guidance through administrative point of view.
Deliver information in a way that suggest, performing a specific task is within the best interest
of the student and their organization, even if it is technically a requirement. Always appear to
be on their side.
Find a balance between capitalizing on the competitive natures of groups and genuine interest.
Do not be afraid to compare groups to each other when speaking to students. If they are
struggling because they are no longer engaged, let them know that their competition or student
orgs. in their same interest group have a more engaging OrgSync site than they do.
a. 1:1 consultation
ORGSYNC TRAINING BEST PRACTICES: LOYOLA SPECIFIC
PORPOSAL 1: REQUIRED COURSE/TRAINING
One of the most challenging issues institutions have encountered when creating training opportunities
such as this is student buy in. It is not uncommon to have students fully invested for the first few
weeks and then drop out once they get bored or no longer feel the information is relevant. Thus,
requiring each student organization to enroll a minimum of one or two representatives in the OrgSync
training course would increase the likelihood of consistent attendance. Students would also get
incentives each week. (Refer to the Budget subsection).
Challenges: Finding a time that that is ideal for students and professional staff, students who do not
have access to laptops, students who forget their laptops, potential space and class size limitations
Criteria & Additional Details:
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5/13/2015 Rebranding & Training Action Plan 8
Required course for student organizations, 1-2 members
6-7 weeks (this will allow students to remain interested and not get burnt out)
Curriculum would follow the model listed in 3 Part OrgSync Curriculum, the last class session
would focus on Unique Tools
Curriculum should focus on the areas that challenge Loyola students the most: Discussions,
Budget, News Feed, Messaging, File Sharing, and Calendar of Events (based on survey results)
Potential Final Project: A “teach back” activity in class or to their own organizations
Environment
o Preferably: Computer Lab
o Classroom: students would bring their own computer or borrow one from the library
o Conference Room: this would be ideal for smaller class sizes or in the event that the
course/training was offered during various timeslots
All criteria can still be applied if course is not required.
PORPOSAL 2: HYBRID OR ONLINE CLASS
Following up the concerns listed in Proposal 1, offering a hybrid or online class provides students with
the opportunity to complete tasks when they have the time. Incentives provided each week. (Refer to
Budget subsection)
Challenges: it does not allow for face to face interaction, limits support and networking with peers,
prevents the ability to ask questions in the moment, and challenges associated with assignments being
turned in at various points in the week.
Required or optional course
6-7 weeks
Curriculum would follow the model listed in 3 Part OrgSync Curriculum, the last session would
focus on Unique Tools
Curriculum should focus on the areas that challenge Loyola students the most: Discussions,
Budget, News Feed, Messaging, File Sharing, and Calendar of Events (based on survey results)
Potential Final Project (s): A “teach back” activity in class or to their own organizations; creating
their own tutorial; screenshot portfolio turned into instructor; or prompt guided presentation
Environment
o Online: No required location
o Hybrid: Class would meet 1-3 times in person
First and/or last class
Final Project or Proposal
PROPOSAL 3: ORGSYNC AMBASSADOR OR ORGSYNC CERTIFICATION
This course would only be offered to those interested in becoming well versed in the operations of
OrgSync or want to be an OrgSync Ambassador. Continuous education opportunities for other
members of the Loyola community (students, organization leaders, organization advisors, etc) to access
relevant information and OrgSync training. OrgSync Ambassadors could potentially create tutorials or
host in person training sessions at the request of organizations or departments.
Challenges: exclusive group that is trained in OrgSync, possible challenges with distinguishing whether
ambassadors would be volunteer only or work-study, hard to predict buy in
Required for certification or to apply for ambassador position
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5/13/2015 Rebranding & Training Action Plan 9
6-7 weeks, additional training for OrgSync Ambassadors
Curriculum would follow the model listed in 3 Part OrgSync Curriculum, the last session would
focus on Unique Tools. Curriculum for ambassadors would be expanded to ensure
comprehension.
Curriculum should focus on the areas that challenge Loyola students the most: Discussions,
Budget, News Feed, Messaging, File Sharing, and Calendar of Events (based on survey results)
Final Project: A “teach back” activity in class or to organization other than their own (if they
belong to one); certification participants (non-ambassadors) can lead a training in their own
department or organization
Environment
o Preferably: Computer Lab
o Classroom or Conference Room, participants would bring their own computer or one
from the library
CONTINUOUS EDUCATION
Workshops that focus on Loyola organization or department operations without presenting it as an
OrgSync training. This continuous education model can be in person (reserving a computer lab) or
webinar (Tutorial on site or GoMeeting).
Example: “Rebranding your organization” - logos could be side note
PROJECT PLAN
BENCHMARKS
1. Change name and page design of OrgSync
2. Get swag or promotional materials for rebranding
3. Promote rebranding and benefit of the change to Campus Partner (This way they know before
the students return and can refer students to the new OrgSync. Also, allows them to make
adjustments if they have become accustomed to using the original OrgSync portal. This would
also be a good time to seek out partnerships for incentives.)
4. Post rebranding on SAGA site, Loyola main page, and/or Loyola Phoenix
5. Contact student orgs. and emphasize taking advantage of the new portal during Welcome
Week. ( Refer to Welcome Week subsection)
6. Promote training opportunity. (Refer to OrgSync Training Best Practices: Loyola Specific)
7. Confirm incentives.
8. Implement training opportunity.
9. Solicit feedback and follow up.
CAMPUS PARTNERS
Campus Partner Possible Incentives
Athletics Tickets, Rambler Swag, Lu Wolf Appearance,
Recognition at Half-time, Opportunity for Org. to
host Half-time contest, or signed posters
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5/13/2015 Rebranding & Training Action Plan 10
Campus Partner Possible Incentives
Campus Recreation Challenge course for e-board members, custom
trip with Ramble Outdoors
Bookstore Gift cards, Loyola gear, or novelty items
Food Venders Free food, gift certificates
BUDGET: COST & NO COST INCENTIVE
Items and suggestions listed below are incentives for students engaging in the OrgSync training. All
options are listed under cost (insinuating that SAGA will have to dedicate funds to this incentive), no
cost (SAGA will not have to allocate funds for this incentive), or possible cost (there are one or more
factors that affect the possibly of funds having to be allocated). These items can be combined with any
of the previous proposals. Items can also be associated with a particular educational module. For
example, during the week of Photos & Videos, students could win a digital camera or the opportunity
to have their video/photo posted by SAGA.
Cost
o Add money to printing budget
o Loyola gear for E-board members
o Food for one event (with a set budget)
o Organization Banner- banner for tabling
o OrgSync, Loyola, or SAGA swag bags (this could be individual or for a specific number
of members)
o Loyola Recreation: Challenge course team builder
o Concession rental(s): cotton candy machine, inflatables, carnival supplies, etc
No Cost
o Save office space or workspace for student organization officer
o Room reservations ahead of public availability
o Free items from campus partner or vender (bookstore, athletics, Felice’s, etc)
o Lu Wolf Appearance at organization event
o “Shout Out/ Spotlight”: SAGA posting organization’s video or photo on main website or
SAGA OrgSync news feed
Possible Cost
o Making new logo for organization- marketing firm, student PR or marketing group, or
other independent sources
o Movie Night at Cinema-cost would come in if SAGA has to buy the rights to show the
film
o Picture and short blurb of information about organization in The Phoenix
FOLLOW UP
To assess the effectiveness and solicit feedback about the rebranding and training opportunity
chosen, a survey similar to the initial survey sent in Spring 2015 should be utilized.
Additionally, working with campus partners allows SAGA to gather feedback from students and
staff who have voices that may have been overlooked.