CLAgency Constitution

 

1.     Introduction

          a.     CLAgency was founded in September 2013 by Scott Meyer with a simple vision: Create an opportunity for students to work directly with the College of Liberal Arts and its departments to increase awareness and understanding of what it means to be a part of the Liberal Arts community. CLAgency started with nine student account executives working with eight departments and has grown into 28 team members working with twenty Liberal Arts departments. From then to now, CLAgency has made itself an indispensable asset to the College of Liberal Arts.

          b.     Vision

                        i.     CLAgency strives to be a leader and to set a precedent as a student-run public relations agency in the collegiate circuit. Through our innovative ideas and marketing, we aim to make the College of Liberal Arts a destination college for current and future students at the University of Minnesota. CLAgency is made up of a diverse community of students from numerous departments in the College of Liberal Arts, therefore; we represent and uphold the identity of a CLA student. CLAgency acts as a flagship and model for student-run agencies, demonstrating how a community of students can market a college and its continual growth.

2.     Purpose of CLAgency & Management Structure

          a.     CLAgency is a student-run public relations agency that caters to the public relations and marketing needs of the College of Liberal Arts. The purpose of CLAgency is:

                    i. To provide a space whereby students can learn, practice, adopt, and specialize public relations skills and tactics. By bringing lessons from their classes, students can develop public relations and marketing skills to prepare them for careers post-graduation.

                    ii. To gain experience with technology and the ever-changing world of media within the marketing realm (website management, social media, project/campaign management). Programs such as Hootsuite and website managers like SquareSpace give students a chance build digital media content from scratch.

                    iii. A chance for undergraduates to network with marketing professionals in the Twin Cities. By organizing and inviting guest speakers, workshops, and hosting Board of Advocates gatherings, students gain personal connections and opportunities to learn directly from highly qualified leaders in the Twin Cities area.

                    iv. To learn how to market oneself as a CLA student and advocate for CLA majors. In this way, students are able to promote diversity within CLA and CLAgency due to the fact that we are made up of numerous types of majors. Account Executives form a community that embodies CLA’s core values: curiosity, engagement and ambition.

          b.     The management structure of CLAgency is as follows:

                    i. The Office of Institutional Advancement’s Chief Marketing Officer, Scott Meyer founded CLAgency; Managing Director(s) leads the student-run agency; Associate Managing Director(s); Senior Account Executives; Account Executives. Office of Institutional Advancement (OIA) Advisors, Supervisors, and Consultants act as client-relationship managers for CLAgency and are part of external involvement.

3.     Account Executive Expectations, Responsibilities

          a.     As a collaborative and innovative agency, Account Executives are expected to be fully committed to both CLAgency and their respective departments. An Account Executive’s job includes: attending weekly labs; managing and tracking time; writing blog posts for the CLAgency website; communicating with their Department Chair(s); and interviewing, drafting, and editing stories for their department’s newsletter. Account Executives learn PR-style writing, as well as develop their own voice for blogging. Account Executives will participate in numerous workshops in labs over the course of the semester, and have the opportunity to lead workshops if their proposals are approved by Managing Directors. This allows CLAgency to grow as a unified team.

          b.     Account Executives also have the opportunity to work with their department outside of the work plan. This may involve projects such as promoting special events or social media management. This is optional and varies from department to department, depending on the Account Executive’s workload availability.

          c.     Account Executives are encouraged to participate in agency gatherings outside of lab. Such activities are organized by our in-house team and encourage team building outside of labs. These get togethers celebrate CLAgency’s collaborative culture and relationship building.

4.     Labs + Time Management

          a.     CLAgency labs are held weekly for 90 minutes and cover a wide range of topics including: professional development, networking, and community building. Our goal for weekly lab meetings is to provide an opportunity for the entire agency to gather, network, discuss individual progress and brainstorm if obstacles are encountered throughout the work plan. Account Executives strengthen their relationships share stories, thoughts, and ideas. In addition, weekly labs encourage team spirit and agency culture within CLAgency. CLAgency fosters a supportive, collaborative environment and therefore account executives are encouraged to make progress on the work plan with others. If an account executive feels they cannot complete their work on time, they are encouraged to seek support from other members of the team.

          b.     Time management is one of the biggest challenges an Account Executive may face as most work is completed remotely. Account Executives are expected to log between 10 and 20 hours per week. They are expected to notify management if they cannot fulfill their hours. It is the responsibility of an Account Executive to keep track of the time they spend completing CLAgency work. CLAgency work includes: meeting with Department Chairs; interviewing story subjects; brainstorming, writing, and editing stories and blog posts; attending CLAgency labs and other approved CLA events. Account executives also have the opportunity to work directly with members of their department, and can often use space in the department’s primary office to make progress

5.     Board of Advocates

          a.     Our Board of Advocates serve as a source of mentorship, credibility, and inspiration for CLAgency. The board consists of marketing professionals throughout the Twin Cities. All 12 of our board members have ties to the College of Liberal Arts as alumni and friends, as well as the mentorship role they take on through CLAgency. The Board of Advocates represent a diverse group of people working in  marketing and public relations  in the Twin Cities. Each offers unique experiences and expertise to help the Account Executives learn about many different facets of the agency world. We meet three times a year with, twice during the fall semester and once during the spring semester. These meetings allow us to show CLAgency’s growth and serve as a networking opportunity for Account Executives.

6.     Alumni

          b.     Once graduated, Account Executives are moved to the ‘Alumni’ page of our website, where it shows the years they worked at CLAgency and also provides a link to their LinkedIn. This gives current Account Executives to reach out and network with past Account Executives, and also shows the public just how many students have worked with CLAgency in both the past and present. Furthermore, we often have graduated Account Executives speak in labs about finding a job after college and other relevant topics that are beneficial to students preparing to graduate.

7.     Code of Conduct- Read the University of Minnesota's Board of Regents Policy Code of Conduct