UNITA Agile Management Guide - Revision history

Antonio De Jesus Menchaca Martinez: /* 3. Internal and External Communication */

2025-06-13T09:35:56Z

3. Internal and External Communication

← Older revision		Revision as of 09:35, 13 June 2025
Line 768:		Line 768:
	The table below allows to define the current status of the dependency, define possible related issues and propose solutions. This way, the TT can easily establish the specific actions with which the dependency will be handled.		The table below allows to define the current status of the dependency, define possible related issues and propose solutions. This way, the TT can easily establish the specific actions with which the dependency will be handled.

	=3. Internal and External Communication=		=Internal and External Communication=
	The communications management process determines how to communicate most efficiently and effectively to the various stakeholders. It defines and documents the communication items content, format, frequency, the audience and expected results. It also defines how to communicate project status and the assignment of activities to the various stakeholders, and the communication strategy for each stakeholder, based on their interests, expectations and influence in the project.		The communications management process determines how to communicate most efficiently and effectively to the various stakeholders. It defines and documents the communication items content, format, frequency, the audience and expected results. It also defines how to communicate project status and the assignment of activities to the various stakeholders, and the communication strategy for each stakeholder, based on their interests, expectations and influence in the project.

Antonio De Jesus Menchaca Martinez: /* 2. Agile Project Management */

2025-06-13T09:35:43Z

2. Agile Project Management

← Older revision		Revision as of 09:35, 13 June 2025
Line 263:		Line 263:
	* [https://www.futurelearn.com/links/l/4gmsbzbhepx80t6ymqn7o2cz6jypvqd]		* [https://www.futurelearn.com/links/l/4gmsbzbhepx80t6ymqn7o2cz6jypvqd]

	=2. Agile Project Management=		=Agile Project Management=

	This chapter describes succintly the main procedures for agile management, with emphasis on agile meetings, and presents the available tools for the implementation of this methodology. It also devotes specific sections to critical elements of decision making, such as decisions, indicators, dependencies, deliverables, changes, issues ands risks.		This chapter describes succintly the main procedures for agile management, with emphasis on agile meetings, and presents the available tools for the implementation of this methodology. It also devotes specific sections to critical elements of decision making, such as decisions, indicators, dependencies, deliverables, changes, issues ands risks.

Antonio De Jesus Menchaca Martinez: /* 1. Introduction */

2025-06-13T09:35:29Z

1. Introduction

← Older revision		Revision as of 09:35, 13 June 2025
Line 1:		Line 1:
	=1. Introduction=		=Introduction=
	The UNITA Agile Management Guide defines the operational functioning of UNITA. Updated from phase one of the project, it allows each UNITA contributor to work efficiently and in the respect of UNITA criteria.		The UNITA Agile Management Guide defines the operational functioning of UNITA. Updated from phase one of the project, it allows each UNITA contributor to work efficiently and in the respect of UNITA criteria.
	The new guide reflects UNITA's commitment towards agile management in the development and functioning of an open, participative and multilingual European University of border, rural and mountain regions.		The new guide reflects UNITA's commitment towards agile management in the development and functioning of an open, participative and multilingual European University of border, rural and mountain regions.

Antonio De Jesus Menchaca Martinez: /* Internal Communication */

2025-05-26T14:30:44Z

Internal Communication

← Older revision		Revision as of 14:30, 26 May 2025
Line 969:		Line 969:
	* GB + MC + UOs + T.1.1 meeting		* GB + MC + UOs + T.1.1 meeting
	* A 2-day event is recommended.		* A 2-day event is recommended.

			=== Decalogue for surveys ===

			'''Decalogue of recommendations for conducting mindful and effective surveys'''

			# '''Consider Alternative Means:''' Evaluate if there are alternative methods to gather information besides a survey. For instance, direct interviews with key stakeholders or focus groups or existing data sources may provide relevant insights without the need for a survey.
			# '''Avoid Overlapping Surveys:''' Coordinate with other WPs to avoid overlapping surveys targeting the same audience. This prevents survey fatigue and ensures higher response rates. To do so, insert the survey as event on the Datacloud shared calendar (UNITA_ALL sub-calendar) and inform WP co-leaders and UNITA Offices.
			# '''Define Clear Objectives:''' Clearly outline the purpose and goals of the survey before initiating any data collection and inform the respondents. Ensure that the objectives align with the needs of the project.
			# '''Organize Workshops for Buy-in:''' Host workshops or meetings to involve the target audience and right afterwords administer the survey. This ensures buy-in, encourages participation, and fosters collaboration.
			# '''Use open-source tools:''' Preferably use open-source tools such as Limesurvey through the UNITA Virtual Campus or similar.
			# '''Ensure GDPR Compliance and informed consent:''' Adhere to General Data Protection Regulation (GDPR) guidelines to protect the privacy and data of survey respondents. Obtain informed consent (Disclaimer example in the following page), anonymize data, and ensure secure data storage and transmission.
			# '''Design Surveys with Care:''' Develop survey questions carefully, keeping them concise, relevant, and easy to understand. Provide definitions, if the case, to avoid misunderstanding and to obtain comparable data. Use a mix of closed-ended and open-ended questions to gather quantitative and qualitative data. Take care that, in the case of open-ended questions, they are phrased in such a way as to guide the answer as much as possible toward the objective of the question, avoiding very general questions. Be mindful of sensitive or indiscreet questions - consulting the WP leaders and relevant Vice Rectors/Presidents - and of the international scale of our alliance, by avoiding ambiguous terms or terms of exclusively local use. In formulating questions, pay attention to meeting the requirements of gender, sexual orientation and social inclusion in its broadest definition of the term.
			# '''Promote Participation:''' Create awareness about the survey through multiple communication channels, such as emails, conversation groups on Datacloud Talk and newsletters. Highlight the importance of participation and emphasize anonymity.
			# '''Provide Feedback Mechanisms:''' Establish clear channels for providing feedback on survey results to the UNITA community. This fosters transparency and demonstrates commitment to acting on the feedback received.
			# '''Follow-Up Actions:''' Analyze survey results promptly and identify key findings and actionable insights. Develop a plan to address areas of improvement or concerns raised by the responders. Communicate findings and actions taken to the WP and the Management Committee to demonstrate responsiveness and accountability.

			=== Disclaimer of Informed Consent ===

			By agreeing to participate in this survey, you acknowledge that you have read and understood the following information:

			'''Purpose of the Study:''' You understand that your participation is voluntary and that you are agreeing to be part of a specific research study.

			'''Confidentiality of Data:''' You acknowledge that any data collected during this survey will be kept confidential. Your individual responses will not be disclosed or linked to your identity in any published reports or presentations. Data will be analyzed at a group level to ensure anonymity.

			'''Withdrawal:''' You have the right to withdraw from participating in this survey at any time, for any reason, without penalty. Your decision to withdraw will not affect your current or future relationship with the researchers or any associated organizations.

			'''Contact Information:''' If you have any questions or concerns regarding your participation in this survey, you may contact [Researcher's Name] at [Researcher's Email] or [Researcher's Phone Number].

			By continuing with this survey, you are indicating that you have read, understood, and agree to the terms outlined above. Your participation is appreciated and valuable to the success of this study.

Antonio De Jesus Menchaca Martinez: /* External Communication */

2025-05-26T14:27:25Z

External Communication

← Older revision		Revision as of 14:27, 26 May 2025
Line 909:		Line 909:
	\| Policy makers, business, associations \|\| X \|\| X \|\| \|\| X \|\| \|\| X		\| Policy makers, business, associations \|\| X \|\| X \|\| \|\| X \|\| \|\| X
	\|}		\|}

			== Internal Communication ==

			=== Team communication ===

			'''Guidelines'''
			* Use e-mails only for official communications and requests.
			* Use the chat conversations on Talk to have one-to-one or group conversations.
			* You can create conversation topic threads on Talk. Individuals or groups can be invited, by searching the corresponding label (e.g. P_U_WP2_T1).
			* Minimize discussions by optimal use of monthly meetings.
			* Monthly meetings take place in the assigned TT room on BBB (see on top of the Task folder the BBB room address).

			'''UNITA communication code'''
			* We encourage the use of our romance languages in written communication by e-mail as a way to be coherent with our mission and to exercise our intuition skills in catching common roots in wording.
			* Option to add the english translation for important communications. English can be used in oral communication and for working documents.

			'''Shared calendar'''
			* Each WP has a sub-calendar section on the Datacloud shared calendar.
			* The sub-calendar can be syncronized with personal calendars following the instructions on the Quick Guide.
			* Avoid overlappings with other WPT / TT meetings and public holidays.

			'''Communication Officers'''
			* Communication Officers from TT5.1 participate in Task Team meetings to collect first-hand information and to support WP and Task co-leaders in communication and dissemination activities. See the list of CO per Task Team.

			=== Meeting policy ===

			'''Timeframe'''
			* WP Teams (WP co-leaders + TT co-leaders + relevant VRs) meet 3 times a year:
			** 2 during UNITA weeks.
			** 1 during the WP face-to-face meeting (to be considered as staff weeks).
			* Additional online meetings can be organized if needed.

			* TTs meet:
			** Online at least once a month.
			** Physically once per year, during the WP face-to-face meeting.
			** If necessary, online meetings between WP and Task co-leaders can be arranged on short notice.

			* UNITA Offices meet on 2nd week of the month on Thursday 11 am CET
			* MC (T1.2) meets every 4th week of the month on Thursday 11 am CET, inviting WP and Task co-leaders in turn progress monitoring (each operational WP and constellation projects)

			* It is normally expected that all Board and Team members are physically present during the UNITA weeks and WP meetings. Online connections will be assessed on a case-by-case basis depending on the role or situation (e.g. Rector/President asking for an online connection, or final wrap-up meeting)

			* Meeting scheduling should in any case respect public holidays in each country, specified by all members in the shared calendar within Datacloud.

			=== Face-to-face meetings ===

			'''Guidelines for successful face-to-face meetings'''
			* Plan everything well in advance. Configure a detailed and unified agenda, have it validated by the appropriate body, and publish it as soon as possible, updating it with the meeting details as they are defined.
			* Make sure that all participants have a dense agenda justifying their presence along the whole event. This will also facilitate common travel arrangements for each partner university. Combine group meetings with plenaries, training sessions and time for self-arranged meetings. Visits and leisure activities should be organized after working time.
			* Assign each individual meeting to one/two coordinators, who should establish clear objectives, points to be discussed and attendees, as well as publish the pre-minutes and support material in advance. Encourage the coordinators to use the meeting time for meaningful exchanges, avoiding both one-directional presentations and futile debates.
			* Start and finish with plenary sessions. The opening plenary should create a common narrative, frame the meeting into the overall activity of the alliance, and emphasise the core objectives of the meeting. The closing plenary should review them and address the main accomplishments, lessons learnt and future actions.
			* Invite a keynote speaker bringing expertise and motivation on a topic relevant for the event or the alliance.
			* Have always in mind the enormous costs behind an international face-to-face meeting. Be transparent about them. Insist on the need to be productive, and on the risk of losing credibility among the participants when meetings are poorly prepared.

			'''Work Package Team Meetings'''
			* Yearly face-to-face meeting of all task team members of a work package. A 2-day event is recommended.

			'''Governance and management meeting'''
			* GB + MC + UOs + T.1.1 meeting
			* A 2-day event is recommended.

Antonio De Jesus Menchaca Martinez: /* External communication matrix */

2025-05-26T14:22:52Z

External communication matrix

Antonio De Jesus Menchaca Martinez: /* External communication matrix */

2025-05-26T14:22:03Z

External communication matrix

Antonio De Jesus Menchaca Martinez: /* External communication matrix */

2025-05-26T14:19:01Z

External communication matrix

← Older revision		Revision as of 14:19, 26 May 2025
Line 881:		Line 881:
	{\| class="wikitable"		{\| class="wikitable"
	\|+ External Communication Matrix		\|+ External Communication Matrix
	! Stakeholders !! Webpage !! Facebook !! Instagram !! LinkedIn !! YouTube !! Newsletter ~~!! Mass Media !! Brochures/Leaflets !! Merchandising !! E-mails/Surveys~~		! Stakeholders !! Webpage !! Facebook !! Instagram !! LinkedIn !! YouTube !! Newsletter
	\|-		\|-
	\| Students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|		\| Students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|

Antonio De Jesus Menchaca Martinez: /* External Communication */

2025-05-26T14:16:14Z

External Communication

← Older revision		Revision as of 14:16, 26 May 2025
Line 809:		Line 809:
	== External Communication ==		== External Communication ==

	External communication, from the project, has a twofold objective.		External communication, from the project, has a twofold objective.
	Activity implementation and community-building- communicating with UNITA partner universities communities (and other associated partners or stakeholders) for the purpose of implementing project activities which depend on them (regardless of the fact that it may be students for mobility or human resources directors for integrating specific institutional policies related to this topic).
	External communication channels include: e-mails oriented towards UNITA partners' communities, Website, Social Media, Surveys.		'''Activity implementation and community-building-''' communicating with UNITA partner universities communities (and other associated partners or stakeholders) for the purpose of implementing project activities which depend on them (regardless of the fact that it may be students for mobility or human resources directors for integrating specific institutional policies related to this topic).

			External communication channels include: e-mails oriented towards UNITA partners' communities, Website, Social Media, Surveys.

	External communication stakeholders for activity implementation and community building: students, academic staff, administrative staff, researchers affiliated to UNITA partners.		External communication stakeholders for activity implementation and community building: students, academic staff, administrative staff, researchers affiliated to UNITA partners.
	Results dissemination and outreach- communicating results of our project's activities to the UNITA partner universities and beyond (local, regional and national ecosystems).
	External communication channels include: Website, Social Media, Newsletter, Mass Media materials, Public reporting of Deliverables.		'''Results dissemination and outreach-''' communicating results of our project's activities to the UNITA partner universities and beyond (local, regional and national ecosystems).
	External communication stakeholders for results dissemination and outreach: local, regional, national and European higher education and research systems; local, regional, national and European ecosystems.
	An important part in external communication relies on Task 5.1. and the network of UNITA offices, while, depending on the correspondent, some external communication will go through the Governance Board or Management Committee members.		External communication channels include: Website, Social Media, Newsletter, Mass Media materials, Public reporting of Deliverables.
	Task 5.1 has drawn up an initial Communication Plan with the aim to provide strategic guidance and outline the practical steps and resources needed for UNITA communication officers to develop an integrated communication strategy to ensure awareness and high visibility of the activities carried out in the project. The final plan (deliverable) will be available in October 2025.
	Every task in the project has a designated connection to Task 5.1. UNITA Internal and External Dissemination, preferably through the communication officer of one of the universities co-leading the task. The assigned communication officer attends the meetings of the task and ensures a smooth dissemination of the actions and results of that task in the UNITA communities and, very important, outside of them.		External communication stakeholders for results dissemination and outreach: local, regional, national and European higher education and research systems; local, regional, national and European ecosystems.
	Due to its growing importance, a specific subtask in Social Media has been also created. The composed by one person from each UNITA University. The coordinator of the sub-task is every month a member from a different University, so that every UNITA Institution is involved.
	The sub-task organises and monitors the activity in social networks, assuring that they are managed according to common and shared rules.		An important part in external communication relies on Task 5.1. and the network of UNITA offices, while, depending on the correspondent, some external communication will go through the Governance Board or Management Committee members.
	The sub-task will also enhance the cooperation with Communication offices and social media profiles in every UNITA University.
	The UNITA offices are the backbone of the alliance and are responsible for supporting the task teams in reaching their objectives and for ensuring the administrative integration of the alliance. In this context, external communication, especially the one aimed at the UNITA partner universities communities, is handled through the UNITA offices. This is done in order for the communities to relate to the UNITA offices as the central networking points, but also in order to ensure continuity, efficiently and sustainability in communication with our communities.		Task 5.1 has drawn up an initial Communication Plan with the aim to provide strategic guidance and outline the practical steps and resources needed for UNITA communication officers to develop an integrated communication strategy to ensure awareness and high visibility of the activities carried out in the project. The final plan (deliverable) will be available in October 2025.

			Every task in the project has a '''designated connection to Task 5.1. UNITA Internal and External Dissemination''', preferably through the communication officer of one of the universities co-leading the task. The assigned communication officer attends the meetings of the task and ensures a smooth dissemination of the actions and results of that task in the UNITA communities and, very important, outside of them.

			Due to its growing importance, a '''specific subtask in Social Media''' has been also created. The composed by one person from each UNITA University. The coordinator of the sub-task is every month a member from a different University, so that every UNITA Institution is involved.

			The sub-task organises and monitors the activity in social networks, assuring that they are managed according to common and shared rules.

			The sub-task will also enhance the cooperation with Communication offices and social media profiles in every UNITA University.

			'''The UNITA offices''' are the backbone of the alliance and are responsible for supporting the task teams in reaching their objectives and for ensuring the administrative integration of the alliance. In this context, external communication, especially the one aimed at the UNITA partner universities communities, is handled through the UNITA offices. This is done in order for the communities to relate to the UNITA offices as the central networking points, but also in order to ensure continuity, efficiently and sustainability in communication with our communities.

	Depending on the topic, high level communications are sometimes done via members of the Governance Board and the Management Committee. For example, invitations to UNITA events sent to speakers from outside the alliance, communications to local, regional, national or European stakeholders etc.		Depending on the topic, high level communications are sometimes done via members of the Governance Board and the Management Committee. For example, invitations to UNITA events sent to speakers from outside the alliance, communications to local, regional, national or European stakeholders etc.
	For Communication and Dissemination continuous reporting on the EU Funding and Tenders portal, consult the specific guidelines		For Communication and Dissemination continuous reporting on the EU Funding and Tenders portal, consult the specific guidelines
Line 831:		Line 845:
	In the specific case of UNITA, it is a public with a high critical sense and decision-making capacity in the field of higher education and research, and that the alliance wants to mobilize for its mission, making its activities and results known to reinforce its prestige image.		In the specific case of UNITA, it is a public with a high critical sense and decision-making capacity in the field of higher education and research, and that the alliance wants to mobilize for its mission, making its activities and results known to reinforce its prestige image.
	In accordance with the external communication objectives, the following target audiences have been identified:		In accordance with the external communication objectives, the following target audiences have been identified:
	External communication stakeholders for activity implementation and community building:
	Students.		'''External communication stakeholders for activity implementation and community building:'''
	Researchers.		* Students.
	Teachers.		* Researchers.
	Administrative staff.		* Teachers.
	~~Externalcommunicationstakeholdersforresultsdisseminationandoutreach~~: (local, regional, national and European higher education and research systems; local, regional, national and European ecosystems)		* Administrative staff.
	Prospective students.
	Associated partners.		'''External communication stakeholders for results dissemination and outreach:''' (local, regional, national and European higher education and research systems; local, regional, national and European ecosystems)
	Public stakeholders.		* Prospective students.
	Private stakeholders.		* Associated partners.
	Other universities in Europe.		* Public stakeholders.
	Other universities in the world.		* Private stakeholders.
	Other European alliances.		* Other universities in Europe.
	National and foreign media, journalists and opinion makers in the countries where UNITA is represented.		* Other universities in the world.
	Policy makers, business community, associative structures.		* Other European alliances.
	Citizens.		* National and foreign media, journalists and opinion makers in the countries where UNITA is represented.
			* Policy makers, business community, associative structures.
			* Citizens.

	=== Communication Channels ===		=== Communication Channels ===

	The Alliance will make use of the following channels in order to promote UNITA activities and events at international, national, regional and local levels, as well as engaging UNITA community in those activities.		The Alliance will make use of the following channels in order to promote UNITA activities and events at international, national, regional and local levels, as well as engaging UNITA community in those activities.
	Web page: http://univ-unita.eu		* '''Web page:''' http://univ-unita.eu
	Social Media (Instagram/ Linkedin/ Facebook/ X/ YouTube)		* '''Social Media''' (Instagram/ Linkedin/ Facebook/ X/ YouTube)
	Newsletter		* '''Newsletter'''
	Mass Media (Press and TV/ Press Releases)		* '''Mass Media''' (Press and TV/ Press Releases)
	Brochures/ Leaflets		* '''Brochures/ Leaflets'''
	Merchandising		* '''Merchandising'''
	Other direct channels: (e-mails/ surveys)		* '''Other direct channels:''' (e-mails/ surveys)

	=== External communication matrix ===		=== External communication matrix ===

Antonio De Jesus Menchaca Martinez: /* External Communication */

2025-05-26T14:11:22Z

External Communication

← Older revision		Revision as of 14:11, 26 May 2025
Line 807:		Line 807:
	An important part in external communication relies on Task 5.1. and the network of UNITA offices, while, depending on the correspondent, some external communication will go through the Governance Board or Management Committee members.		An important part in external communication relies on Task 5.1. and the network of UNITA offices, while, depending on the correspondent, some external communication will go through the Governance Board or Management Committee members.

	==External Communication==		== External Communication ==

			External communication, from the project, has a twofold objective.
			Activity implementation and community-building- communicating with UNITA partner universities communities (and other associated partners or stakeholders) for the purpose of implementing project activities which depend on them (regardless of the fact that it may be students for mobility or human resources directors for integrating specific institutional policies related to this topic).
			External communication channels include: e-mails oriented towards UNITA partners' communities, Website, Social Media, Surveys.
			External communication stakeholders for activity implementation and community building: students, academic staff, administrative staff, researchers affiliated to UNITA partners.
			Results dissemination and outreach- communicating results of our project's activities to the UNITA partner universities and beyond (local, regional and national ecosystems).
			External communication channels include: Website, Social Media, Newsletter, Mass Media materials, Public reporting of Deliverables.
			External communication stakeholders for results dissemination and outreach: local, regional, national and European higher education and research systems; local, regional, national and European ecosystems.
			An important part in external communication relies on Task 5.1. and the network of UNITA offices, while, depending on the correspondent, some external communication will go through the Governance Board or Management Committee members.
			Task 5.1 has drawn up an initial Communication Plan with the aim to provide strategic guidance and outline the practical steps and resources needed for UNITA communication officers to develop an integrated communication strategy to ensure awareness and high visibility of the activities carried out in the project. The final plan (deliverable) will be available in October 2025.
			Every task in the project has a designated connection to Task 5.1. UNITA Internal and External Dissemination, preferably through the communication officer of one of the universities co-leading the task. The assigned communication officer attends the meetings of the task and ensures a smooth dissemination of the actions and results of that task in the UNITA communities and, very important, outside of them.
			Due to its growing importance, a specific subtask in Social Media has been also created. The composed by one person from each UNITA University. The coordinator of the sub-task is every month a member from a different University, so that every UNITA Institution is involved.
			The sub-task organises and monitors the activity in social networks, assuring that they are managed according to common and shared rules.
			The sub-task will also enhance the cooperation with Communication offices and social media profiles in every UNITA University.
			The UNITA offices are the backbone of the alliance and are responsible for supporting the task teams in reaching their objectives and for ensuring the administrative integration of the alliance. In this context, external communication, especially the one aimed at the UNITA partner universities communities, is handled through the UNITA offices. This is done in order for the communities to relate to the UNITA offices as the central networking points, but also in order to ensure continuity, efficiently and sustainability in communication with our communities.
			Depending on the topic, high level communications are sometimes done via members of the Governance Board and the Management Committee. For example, invitations to UNITA events sent to speakers from outside the alliance, communications to local, regional, national or European stakeholders etc.
			For Communication and Dissemination continuous reporting on the EU Funding and Tenders portal, consult the specific guidelines

			=== External stakeholders ===

			The target audience is made up of all the organizations, entities or individual persons on which a specific organism intends to make an impact when developing its actions.
			In the specific case of UNITA, it is a public with a high critical sense and decision-making capacity in the field of higher education and research, and that the alliance wants to mobilize for its mission, making its activities and results known to reinforce its prestige image.
			In accordance with the external communication objectives, the following target audiences have been identified:
			External communication stakeholders for activity implementation and community building:
			Students.
			Researchers.
			Teachers.
			Administrative staff.
			Externalcommunicationstakeholdersforresultsdisseminationandoutreach: (local, regional, national and European higher education and research systems; local, regional, national and European ecosystems)
			Prospective students.
			Associated partners.
			Public stakeholders.
			Private stakeholders.
			Other universities in Europe.
			Other universities in the world.
			Other European alliances.
			National and foreign media, journalists and opinion makers in the countries where UNITA is represented.
			Policy makers, business community, associative structures.
			Citizens.

			=== Communication Channels ===

			The Alliance will make use of the following channels in order to promote UNITA activities and events at international, national, regional and local levels, as well as engaging UNITA community in those activities.
			Web page: http://univ-unita.eu
			Social Media (Instagram/ Linkedin/ Facebook/ X/ YouTube)
			Newsletter
			Mass Media (Press and TV/ Press Releases)
			Brochures/ Leaflets
			Merchandising
			Other direct channels: (e-mails/ surveys)

			=== External communication matrix ===

			External stakeholders and the most relevant communication channels have been paired in the matrix below. Thus, the matrix constitutes a visual reproduction of the external communication strategy.

			{\| class="wikitable"
			\|+ External Communication Matrix
			! Stakeholders !! Webpage !! Facebook !! Instagram !! LinkedIn !! YouTube !! Newsletter !! Mass Media !! Brochures/Leaflets !! Merchandising !! E-mails/Surveys
			\|-
			\| Students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Researchers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Teachers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Administrative staff \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Prospective students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Associated partners \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Public stakeholders \|\| X \|\| X \|\| \|\| X \|\| \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Private stakeholders \|\| X \|\| X \|\| \|\| X \|\| \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Other Universities in Europe \|\| X \|\| X \|\| \|\| X \|\| \|\| \|\| \|\| \|\| \|\|
			\|-
			\| Other Universities in the worlds \|\| X \|\| X \|\| \|\| X \|\| \|\| \|\| \|\| \|\| \|\|
			\|-
			\| Other European alliances \|\| X \|\| X \|\| \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Media, opinion makers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\| \|\| \|\| \|\|
			\|-
			\| Policy makers, business, associations \|\| X \|\| X \|\| \|\| X \|\| \|\| X \|\| \|\| \|\| \|\|
			\|}

← Older revision		Revision as of 14:22, 26 May 2025
Line 883:		Line 883:
	! Stakeholders !! Webpage !! Facebook !! Instagram !! LinkedIn !! YouTube !! Newsletter		! Stakeholders !! Webpage !! Facebook !! Instagram !! LinkedIn !! YouTube !! Newsletter
	\|-		\|-
	\| Students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X \|\|		\| Students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Researchers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Researchers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Teachers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Teachers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Administrative staff \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Administrative staff \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Prospective students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Prospective students \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Associated partners \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Associated partners \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Public stakeholders \|\| X \|\| X \|\| \|\| X \|\| \|\| X ~~\|\| \|\|~~		\| Public stakeholders \|\| X \|\| X \|\| \|\| X \|\| \|\| X
	\|-		\|-
	\| Private stakeholders \|\| X \|\| X \|\| \|\| X \|\| \|\| X ~~\|\| \|\|~~		\| Private stakeholders \|\| X \|\| X \|\| \|\| X \|\| \|\| X
	\|-		\|-
	\| Other Universities in Europe \|\| X \|\| X \|\| \|\| X \|\| ~~\|\| \|\|~~ \|\|		\| Other Universities in Europe \|\| X \|\| X \|\| \|\| X \|\| \|\|
	\|-		\|-
	\| Other Universities in the worlds \|\| X \|\| X \|\| \|\| X \|\| ~~\|\| \|\|~~ \|\|		\| Other Universities in the worlds \|\| X \|\| X \|\| \|\| X \|\| \|\|
	\|-		\|-
	\| Other European alliances \|\| X \|\| X \|\| \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Other European alliances \|\| X \|\| X \|\| \|\| X \|\| X \|\| X
	\|-		\|-
	\| Media, opinion makers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X ~~\|\| \|\|~~		\| Media, opinion makers \|\| X \|\| X \|\| X \|\| X \|\| X \|\| X
	\|-		\|-
	\| Policy makers, business, associations \|\| X \|\| X \|\| \|\| X \|\| \|\| X ~~\|\| \|\|~~		\| Policy makers, business, associations \|\| X \|\| X \|\| \|\| X \|\| \|\| X
	\|}		\|}