Challenge
California State University, Northridge (CSUN) retained Harvey Englander to conduct a communications audit to evaluate the effectiveness of CSUN`s internal and external communications systems and determine whether public perceptions of the university`s academic, cultural and athletic capabilities were consistent with its desired image.

Solution
During the course of four months, Englander conducted more than fifty interviews with the administration, faculty, staff, students, alumni, elected officials, community groups, business leaders and members of the media. In addition, we reviewed an array of CSUN`s publications, outreach materials, press clippings and existing staff, faculty and student attitudinal surveys.

Result
The results of this extensive research revealed that perceptions of CSUN, both internally and externally, were not as positive and strong as its reality. Its overall image was not well defined and, consequently, CSUN was often better known by its different parts than its totality. A lack of targeted, coherent message points left many staff to wonder how to portray the campus. As CSUN communicators sought to remedy the situation through ad hoc initiatives and independent outreach campaigns, the lack of coordination and, in some cases, counterproductive efforts often highlighted CSUN`s inability to communicate rather than showcase the good work that prompted the effort.

To supplement the strategic planning process and improve CSUN`s communications so that the internal and external perceptions come closer to the reality, Harvey Englander recommended the following activities:

• • Reinforce CSUN`S strengths by projecting a consistent image and strong central messages;
• • Create a fact sheet of CSUN`S accomplishments and strengths, as the basis of an image raising campaign, both internally and externally;
• • Assume that target audiences have a stake in CSUN and, if communicated with properly, can be pushed to change their negative opinions of CSUN;
• • Utilize the work that has been done through the strategic planning process to improve the communications system;
• • Stress coordination, consistency and coherency in messages, statistics and graphics; and,
• • Promote internal cooperation among administration, faculty, students and staff in communicating about CSUN.