FAITH M. JACKSON
Accomplished Communications Leader
Project Management
I am skilled at all aspects of project management, from overall communications planning to producing campaign elements. I most enjoy working on complex projects with cross-functional teams and multiple components.
Drew University Website Redesign
Launch Date: January 2017
My Roles: Project lead, writer, content editor
Project Goals: Support Drew's market repositioning and introduction/re-introduction to new and current audiences and to meet the University’s high-level needs: improved enrollment, alumni engagement, fundraising, and brand recognition.
Results:
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Doubled the number of hits to our visit page as the same time period last year, with the new homepage being the #3 driver of traffic to that page.
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Lower bounce rates and increased visitor time on key pages.
Award: 2018 CASE II Silver Award for Institutional Home Page
Drew University Recruitment Videos
Launch date: August 2015
My Roles: Project manager for 13 videos; off-camera interviewer and quote selects for 2 videos; storyboard for 3 videos.
Project Goals: Create videos of current students and recent alumni speaking about their experiences at Drew University. Videos are for direct email marketing and social media campaign as well as for the Drew University YouTube page. This was part of a larger campaign to increase enrollment and raise applicant profile. Videos remain the key elements of our campaign, with updates to content made each year.
See More Videos in the Series:
Rutgers Day Communications Materials
Dates: Work started in January 2009, repeated annually through 2015
My Roles: Project manager, copywriter
Project Goals: Create communications promoting a new event inviting the general public to experience Rutgers on a single day. Produce more than 70 print and online components to encourage spirited participation by university community. Motivate the general public to attend in large numbers, and provide clear direction and communication about events and traveling the campuses.
Results: More than 50,000 visitors attended the first year, with the number rising each year to 91,000 in 2015. Surveys each year indicate high satisfaction with the event. Standards, project management workflow, and some advertising copy I initiated are still in use today.
Takeaway: Holding brief weekly project meetings with all producers leads to synergies that save time, proactively prevent mistakes, and generate more relevant content.
Rutgers Magazine Website
Launch date: May 2014
My Role: Project lead
Project Goals: Use new elements in the Drupal 7 content management system to create a website that showcases the strong images and compelling content from the print version of the magazine; is responsive; allows for multimedia elements; makes entering content easy for editors and designers; and results in our visitors spending more time engaging with content.
Result: All goals were met, with the editors and designers reporting that it is much quicker to publish the online version of the magazine than with previous systems. We also experienced a 200% increase in the average number of pages each visitor views per session.
Takeaway: Creating a backend that serves the needs of employees is just as important as creating a site that looks good to an external audience.
Working Together
Faculty and Staff Guide to Rutgers
Launch date: July 1, 2013
My roles: Project manager, editor, copywriter
Project Goals: Lead a large cross-functional team to create a printed guide that introduces and celebrates the new Rutgers after its integration with most of the units of the former University of Medicine and Dentistry of New Jersey. Provide descriptions and contact informaton for administrative offices and schools, including maps of all campuses.
Results: The final product was praised by the Interim Chancellor of the newly formed Rutgers Biomedical and Health Sciences, and numerous employees reported that it was indespensible in understanding the new environment.
Takeaway: While it may seem outdated to provide faculty and staff with a 54-page printed brochure, having something in hand on day 1 of a merger made people feel welcomed to the new enterprise.
Award: 2014 CASE II Gold Award, Best Practices in Communications (Win was for entire campaign.)
Zimmerli Art Museum Website
Launch date: July 2012
My role: Project manager
Goals: Create a new Drupal website for the museum incorporating its new identity. Consult on and develop architecture and content, recommend templates, create custom galleries for exhibitions and collection to make full use of museum's images.
Results: Client was thrilled with the final product, and the project was completed under budget. Site is still in use today.
This is just one of 17 invites designed. Others included the main event, plus smaller school-based convocations.
Rutgers University Commencement
Communication Materials
Dates: Work started January 2011, repeated yearly until 2015
My roles: Project lead, copywriter
Goals: Organize and produce approximately 50 individual components to promote a universitywide commencement ceremony while still supporting small school convocations. 2011 was the first time since the 1960s that students earning all degrees from all schools would commence together in the athletics stadium. In the first year, it was important to re-establish the tradition by drawing high numbers of students and their families to attend.
Results: The communications and the event were successful, with 28,000 people attending he first year, increasing to 35,000 in 2014. The overall communications plan and workflow originally created are still in use.
Takeaway: When communicating with a student audience, it is important to engage all university administrative offices that work directly with them to maximize the reach of the messaging.
Visit Site
Educational Development Center
Communication Materials
Launch date: April 2014
My roles: Communications consultant, project manager, copywriter
Goals: Create a 2-year communications plan to increase overall enrollment as well as promote a new program for children on the autism spectrum.
Results: The communications plan was created and the client was satisfied with it. As time went on, the client was unable to implement all aspects of the plan due to lack of personnel and financial resources. However, the two parts of the plan I was contracted to do were enough to help the organization meet enrollment goals.
Takeaway: Clients may not be able to implement all the elements of even a very basic, low-cost communications plan. Prioritizing the most important one or two tactics can still go a long way to help clients meet their goals, especially if they are building on an already positive reputation.