Table of Contents · Web viewTASK Communications. Tori Montano, Ariel Bojeun, Shelby Allard &...

TASK CommunicationsTori Montano, Ariel Bojeun, Shelby Allard & Katie McClure

Counseling & Student Development Center

With Help Comes Hope

WITH HELP COMES HOPE CSDCpage 2

Table of ContentsExecutive Summary………………………………………………………………………………………………………………………...3Research Findings…………………………………………………………………………………………………………………………..4

Company Overview……………………………………………………………………………………………………………...4

Key Publics………………………………………………………………………………………………………………………..4SWOT Analysis Chart……………………………………………………………………………………………………………………...5Strengths……………………………………………………………………………………………………………………………………..5

Niche Organization on Campus………………………………………………………………………………………………...5

Strong Organizational Culture………………………………………………………………………………………………….6

Utilizing Word-of-Mouth……………………………………………………………………………………………………..…6Weaknesses………………………………………………………………………………………………………………………………….7

Lack of Known Online Resources………………….…………………………………………………………………………...7

Low Budget…………………………………………………………………………………………………………….…………8

Small Staff…………………………………………………………………………………………………………………………8

Informational Print Materials Unavailable…………………………………………………………………………………….8

Visibility and Brand Confusion…………………………………………………………………………………………..……..9Opportunities………………………………………………………………………………………………………………………….……9

Reputation………………………………………………………………………………………………………………………...9Supporting Campus Organizations…………………………………………………………………………...

………………10Larger Location…………………………………………………………………………………………………………...

……..10Unpaid Interns………………………………………………………………………………………………………………..…

11Threats……………………………………………………………………………………………………………………………...……….11

Stigma of Mental Health……………………………………………………………………………………………..…………11Problem Statement………………………………………………………………………………………………………….…………….12Campaign Strategies…………………………………………………………………………………………………………….………..13Campaign Goals and Objectives…………………………………………………………………………………………….………….14

Reputational Management………………………………………………………………………………………………..……14

Relational Management………………………………………………………………………………………………..……….15

Task Management……………………………………………………………………………………………………..………..15


Unpaid Interns………………………………………………………………………………………………………………….…………16

Possible Individual Intern Tactics………………………………………………………………………………………..……16

Supervision and Intern Guidelines…………………………………………………………………………………………....17Evaluation…………………………………………………………………………………………………………………………….……18Campaign Calendar……………………………………………………………………………………………………………………….19Budget……………………………………………………………………………………………………………………………......……..20Conclusion…………………………………………………………………………………………………………………………...…….21Appendixes………………………………………………………………………………………………………………………..……….22

I- Staff Schedule……………………………………………………………………………………………………………..…..22

II- Enrollment vs. Client Increase……………………………………………………………………………………………...23

III- Sample Logo Competition Flyer……………………………………………………………………………………….….24

IV- Sample News Release……………………………………………………………………………………………………....25

V- Sample Informational Poster……………………………………………………………………………………………….26

VI- Sample Facebook Guidelines……………………………………………………………………………………………....27

VII- Sample Twitter Mockup…………………………………………………………………………………………………..28

VIII- Sample Promotional Materials…………………………………………………………………………………………..29References……………………………………………………………………………………………………………………….................30

Executive Summary“With Help Comes Hope” works to position the James Madison Counseling and Student Development Center as the most vital organization on campus in regards to mental health and student guidance. The campaign serves to help the organization with both visibility as the CSDC, as well as brand development in online platforms. Through a series of tactical steps including social media pushes, promotional items and an interactive competition three goals will be obtained.

Looking at the research conducted by TASK Communication, in combination with an interview with CSDC executive, a key target audience has been identified. This target audience is comprised of students at JMU, aged 18-24 and largely female, in the developing stages of adolescence. While not all students at JMU within this audience are potential clients of the CSDC, they may share similar needs to those who actively engage in the organization’s service. Client increase is not of central focus, whereas developing


relationships with the audiences of CSDC is the overarching theme to “With Help Comes Hope.” In order to reach this audience best, online materials will be utilized as both promotion as well as a way to engage and develop relationships with students.

Read through the proposal, referencing appendixes when necessary, in order to get a detailed overview of our proposed campaign. We believe this campaign will be very beneficial to your organization with the changes that will be taking place in the upcoming year, so thoroughly understanding the proposal is vital.


ResearchCompany Overview

The Counseling and Student Development Center (CSDC) is the leading mental health organization on the James Madison campus. The center’s free services and accessible location create a unique scenario, both within the university setting as well as in relation to mental health. Normal barriers that may have provided obstacles, such as insurance or access, are now eliminated so that the organization is accessible to key publics.

JMU’s CSDC has experienced steadily increasing clientele, vastly surpassing the growth in enrollment. These increases have continued for years past and have placed stress on the small, stretched staff. Analysis of the CDC’s organizational situation is vital in order to improve future functioning in alignment with their mission:

“To Provide a safe, supportive, trusting, and confidential environment which empowers students to develop the awareness, values, and skills they will need to meet future

challenges and lead vital, meaningful lives.”

Office Location Varner House

Phone 540.568.6552

Web Address http://www.jmu.edu/couselingctr

Key PublicsKey publics are comprised of all student body members, staff and professors, parents, alumni and any potential organization such as Active Minds or CAPS that could play a role in campus mental health advocacy. The key public of focus for this campaign includes college students in the age group of 18-24, referred to as “emerging adulthood.” While the CSDC does have markets outside of this age range, students of this age are developing more actively than the other publics. This transitional age “requires developing skills for maintaining the independence and self-sufficiency an individual gains through adolescence, and for managing new tasks with regard to developing and maintaining intimate relationships” (Mahmoud, 2012, p. 149). Yet, while this is apparent, it is also of concern that “more than half of adults with mental disorders in the United States do not receive any treatment for their conditions” (Eisenberg, Golberstein, & Gollust, 2007).


SWOT Analysis ChartFavorable Unfavorable

Internal

Strengthso Niche organization on

campuso Strong organizational

cultureo Utilization of word-of-mouth

Weaknesseso Lack of known online

resourceso Low budget and small staffo Informational print

materials unavailableo Visibility and brand

confusion

External

Opportunitieso Reputationo Supporting campus

organizationso Larger locationo Unpaid interns

Threatso Stigma of mental health

StrengthsNiche Organization on Campus

The only competition the CSDC has includes other doctors, psychologists, psychiatrists, and counseling professionals in the Harrisonburg, VA area. Just in the area surrounding Harrisonburg, there are over twenty organizations for psychologists, psychiatrists, counseling centers and similar centers. Some examples of these organizations are the National Counseling Group, Inc., ADHD and Clinical Counseling. While there are an abundant number of organizations in the area around JMU, these organizations are not in direct competition with the CSDC. The CSDC has its own niche at JMU, as the center is the only on-campus organization to offer free mental health services to students. If students want to seek help outside the CSDC, they would have to pay a fee through their insurance and find a ride to a similar off-campus organization. Furthermore, the staff also has emphasized that they do not see other similar organizations in the area as “competition,” because they are all working towards the same goals and in the students’ best interest of serving students’ mental health needs.

Strong Organizational Culture


The staff of the CSDC is recognized for their hard-work and multi-tasking abilities. As seen in Appendix I, they rarely have any down time during their busy schedules. Dr. Onestak explained how when he is hiring new candidates they must understand the fast-pace of the office, be great communicators, and bring no drama to the environment. He relies on his staff to tackle any problem immediately when it comes up and not let it affect efficiency in the building. The CSDC has a very strong mission statement that aligns with the overall culture of the organization. The mission statement inspires the staff and provides them with the focus and direction for their work. The staff of the CSDC works to create a safe, supportive, trusting and confidential environment for all students who come into the center for services. In order to create this, it must be mimicked by the internal structure of the organization. Dr. Onestak said that in order to do this, they have to maintain great internal communication and constantly strive to be more efficient. As well as, having the staff constantly document everything that goes on within the center; every staff meeting, initial intake, and client session, to continue improving. An important aspect of the center’s culture revolves around the value placed on ethics and confidentiality. The staff takes their ethical and moral obligation to their clients extremely seriously. All services performed at the center are under a cloak of confidentiality and all members of the staff are sworn to uphold this unless the person is threatening him/herself or someone else. Since Dr. David Onestak has been in charge of the center, he does not recall one instance where these values have been compromised—or even close to compromised. This confidentiality is to protect the students; however, it makes it especially difficult for the center to promote any of the lifesaving work that they do inside the building. Although the center plays a critical role on JMU’s campus, they must remain very understated and cannot disclose the tragedies that have been averted because of their help.

Utilizing Word-of-MouthCurrently, the center’s communication strategy relies heavily on word-of-mouth from clients who have used the services. The center also relies on Resident Advisors as well as Student Ambassadors giving tours to make the center known on campus. In addition to this, the staff spends time during orientation to talk to the freshmen and their parents about the services provided at the center. The center also has a small excerpt in the One Book, which is given to every student explaining the organizations and resources on campus. The idea here is that freshmen will then know where the center is and will remember that during their four-year-stay. The CSDC also uses its staff and out-sourced staff members to create liaisons in certain parts of campus. These liaisons are used to develop relationships with key groups of students such as international, non-traditional,


LBGT, and first generation. It is clear that relying on word of mouth has been extremely successful for the center. This is not surprising; as word of mouth has been attributed to being the most influential form of communication in influencing consumers and attracting clientele (Yang, Hu, Winer, Assael, & Chen, 2012). Since the 2000’s, the CSDC has seen a 120% increase in the number of clients and a 160% increase in the number of sessions over this same time-period. This means that without any formal promotion, the center has continually grown. Utilizing word of mouth is an extremely effective strategy.

WeaknessesLack of Known Online Resources

The center has a webpage available for students to access, although our survey revealed 78.8% of respondents have never accessed online material provided by the CSDC. The survey also showed that 84.9% of respondents said they would access online resources as an alternative to counseling when needed, if these resources were provided. These survey results reveal the opportunity to create better recognition and utilization of online resources for all JMU students to access on their webpage as an alternative to scheduling individual appointments at the CSDC.

Additionally, after reviewing the center’s webpage in comparison to other university counseling web pages, several findings are noted. The findings reveal CSDC lacks in overall information regarding the service of group therapy, the specific group sessions the center offers and student reluctance. If the CSDC took ideas from the other universities, their web page could improve drastically and help them to fulfill their primary mission of serving the entire student population.

Developing better recognition and awareness of online resources could alleviate the stress of too many students requesting individual appointments, and direct some students in the right direction for help, especially if they do not necessarily need an individual appointment. The primary mission of the center is to help serve the entire population at JMU, and while not all JMU students are in need of individual therapy sessions, some may want to seek help that can be provided easily in the form of online resources.

Low BudgetA major internal weakness that the center faces is its lack of resources and low budget. This makes things extremely difficult internally for the CSDC in terms of campaigning,


out reach, and increasing staff size. The center does not have any of the resources available to create a campaign that requires an excess of funds, or any outside resources for that matter. Dr. Onestak stressed to our team the importance of understanding that any campaign proposal for the center must revolve around utilizing zero monetary funds and zero extra time from the small staff. The low budget affects the size of the staff that the CSDC can employ. Without a budget increase from JMU, the CSDC cannot spend money on increasing their staff size.

Small StaffThe center’s internal structure is made up of 13 senior staff members, 2 pre-doctoral interns, 1 post-doctoral intern and a handful of trainees and undergraduate interns. All the interns and the trainees report directly to the senior staff members who report to the director of the CSDC, Dr. Onestak. Due to the nature of counseling centers, only certified doctorate staff members are allowed to see and give guidance to student and staff clientele. As the number of clients utilizing the services of the center has steadily increased over the last ten years, the schedules of the counselors have become extremely overwhelmed. With such a small staff, this leaves the counselors with a full schedule (see Appendix I). Dr. Onestak explained that his employees often do not have any allotted time in their schedule to physically leave the building. Because of this, a few years ago, the center had to completely change its internal strategies and Dr. Onestak does not believe that the center can run any more efficiently with its current resources.

Informational Print Materials UnavailableThe only way to acquire more information about the center is by visiting the Varner House itself or the website; however, these are rarely promoted. Due to this fact, students are uninformed of the services that are available to them. Results from our survey indicate that 50.1% of participants could not correctly identify what the CSDC stands for. The lack of promotion and communication revolves around the fact that the center can never turn a student away. This creates a complex situation because; although Dr. Onestak wants to help every student, he physically cannot because he does not have the allocated resources available.

Visibility and Brand ConfusionOur survey revealed that 50.1% of JMU students could not identify what the acronym “CSDC” stands for, and 34.7% of these individuals admitted to having never heard of CSDC at JMU at all. While the CSDC does not want to increase the number of students who seek their help, these statistics do not align with their mission of helping the entire student population. If the student population is unable to recognize who they are, how


can students seek their services? This lack of organizational identity is an extremely large threat to the CSDC, especially since the center is moving from Varner House to Montpelier Hall next year.

At this time, many students refer to the CSDC by their current location, “Varner House.” The inability to recognize CSDC by their actual name will create brand-recognition issues when the CSDC makes the move to Montpelier Hall next year. With students unable to recognize the acronym, CSDC, students will not be able to seek the CSDC services they may need.

OpportunitiesReputation

Many of the students who have visited the CSDC have given the center positive feedback in regards to their appointment. The CSDC website section labeled, “Student Feedback,” indicates the following:

o 96% indicated that they were able to schedule an initial appointment in a reasonable period of time

o 94% reported that their counselor understood their concernso 95% indicated that their counselor seemed skilled and competento 97% reported that they felt that their information would be kept completely confidentialo 60% reported that counseling helped them to be more successful in school (24% answered

"N/A")

Positive feedback indicates that the staff is successful in maintaining relationships and a good reputation with their student clients. Even though the center is operating with a lack of staff members, lack of funding from the university and an increasing student interest in the organization (see Appendix II), staff members are still able to manage successful organizational performance.

Supporting Campus OrganizationsWhile several organizations on campus have similar interests as the CSDC and could be utilized for partnerships and programs, the CSDC does not have as many relationships with JMU organizations and clubs as the center could potentially acquire. JMU currently has over 350 organizations on-campus for the CSDC to forge relationships with. Staff


members should consider forming alliances with groups on-campus that have similar values and concerns. A great organization for CSDC to team-up with is Counseling and Psychological Services (CAPS). According to their JMU webpage, CAPS “offers affordable outpatient mental health services to the Harrisonburg and Rockingham County community while providing students in the Department of Graduate Psychology experience in assessment and treatment of psychological problems. CAPS is equipped to provide individual, couple, and family therapy as well as to conduct intellectual and psychological assessments across the lifespan.” In addition to CAPS, the CSDC could team up with organizations and their specific philanthropies. The sorority, Sigma Sigma Sigma, takes part in Leslie George Eating Disorder Awareness Month. This is an opportunity for the CSDC to foster a relationship, so perhaps in the future Sigma Sigma Sigma could help the CSDC put on programs dealing with Eating Disorders and awareness. This could be a way for the CSDC to gain some extra help when other organizations’ goals and philanthropies align with the centers. Developing relationships with other organizations on-campus is extremely important and could help the CSDC reach more people and break through barriers with their key publics. When two organizations team up for a common mission, the energy of both organizations offers the opportunity for strategic communication initiatives.

Larger LocationMoving to Montpelier Hall will open up many opportunities and advantages for the CSDC. Dr. Onestak explained “the new space is almost three times the size of our current location. Having half of the third floor of Montpelier will provide us with many advantages.” The large space will allow all of the staff members to be on the same floor, something they have never experienced before. It also will allow the CSDC to have a more formal waiting room for clients and private sections for those clients who do not want to be seen by anyone else. The new move will also conveniently locate them near similar departments. Currently, Montpelier Hall is home to the health center, CAPS and other student wellness services. This gives the CSDC great opportunities to start partnerships and alliances with these other health organizations, particularly CAPS because they will be sharing the floor together.

Unpaid InternsWhile the lack of budget from the university and the lack of staff members is something the CSDC cannot control internally, it leaves the center with the opportunity for unpaid interns. Students from the psychology department and other relevant departments could


have the chance to gain an internship experience, while helping alleviate some of the stress from the CSDC staff members. Although these interns cannot perform the counseling tasks the CSDC staff members perform, they could help develop webpage material and other tasks staff members otherwise would not be able to perform without the help from these individuals. For the CSDC, unpaid interns will yield extra hands to develop the programs already in place, continue the website’s development, and run a social media campaign. Although an internship is not a “degree requirement” for students in the psychology major at JMU, internships are encouraged and help students gain real-world experience to work toward careers in the future. According to the University of Vermont Career Services Blog article titled, “3 Reasons Why Internships are Important for Today’s College Student,” many employers look for students who have had internship and co-op experience because they know the value these experiences bring. Internships not only provide students with an edge over other students when applying for jobs, they also help the organization. According to the Huffington Post article titled, “How Can Interns Help Your Company,” interns are a win-win situation for both the intern and for the business, and provide businesses with “free help.”

ThreatsStigma of Mental Health

A factor for the center to be aware of is opposition groups, on-and-off campus. Specific groups that could oppose CSDC services would be individuals, or families, who are under the impression or not aware that mental health is not a real health issue. Students seeking the CSDC services may hesitate to make an appointment and get the help they need out of embarrassment and fear that they will be made fun of, seen as a “crazy person,” or looked at differently, due to the stigma of mental health. The article titled, “Attitudes Toward Career Counseling: The Role of Public and Self-Stigma,” states, “public views tend to be negative toward those seeking counseling and that people may avoid counseling to avoid this negative societal label... if friends or family have a positive view of counseling, we may be more likely to actually pursue counseling” (Vogel, Wade, & Hackler, 2007, p. 2). This means students who may need to seek the services of the CSDC, may not be inclined to seek help if their friends or family have a negative view towards counseling. Although mental health is becoming increasingly widely recognized, there are still individuals who do not know, agree, or are aware of the seriousness of mental health. These types of opponents may be the individuals who need the help themselves, or they


may influence others to not seek the help they need. These opposition groups have been effective in the past, but are predicted to decrease in effectiveness as mental health becomes accepted and recognized on a global scale. In a study titled, “Help-Seeking and Access to Mental Health Care in a University Student Population,” the most commonly reported reason [students in the study did not receive services provided by the university] included lack of a perceived need, the belief that stress is normal in school, and a lack of time” (Eisenburg, Goldberstein, & Gollust, 2007, p. 600). Students may not seek help because they think what they are feeling is “normal.” It is also important for the CSDC to be aware of the threat that an individual’s lack of knowledge concerning mental health can have on their services. Our survey revealed that 81.8% respondents did not choose the correct answer when asked what is recommended when assisting an individual in distress. It is important for JMU Students to be able to recognize the signs and symptoms of an individual in stress, for the sake of that individual and for the CSDC to be able to help him or her. The CSDC needs to educate the JMU student population of the signs and symptoms of a distressed individual so students can identify those in need, and so they can get them the help they need.

Problem StatementThe lack of available resources, specifically in online form, is creating a disconnect between the CSDC’s mission statement and their identity. Furthermore, the low visibility and knowledge of the CSDC’s brand could potentially cause an obstacle for those students seeking help.


Campaign Strategies1. Education: building students knowledge of the CSDC and the resources

available to them.2. Publicity: promoting the campaign through utilizing the Breeze and other

available, free mediums on campus.3. Audience Participation: getting students involved in the CSDC’s rebranding

process.4. Alliances: forming informal relationships with organizations with similar

missions as the CSDC and offices near the new space in Montpelier Hall.5. Promotional Items: spreading knowledge of the CSDC and its online

resources.


Campaign Goals and ObjectivesReputation management goal: To transition smoothly from identification as “Varner House” to “CSDC” in regards to name recognition. Objective: To increase students’ recognition of the acronym CSDC by 20% by May 2015.

Tactics. A logo competition will be held in order to create a new logo for the CSDC. This will not only assist the CSDC in being a more recognizable name, but will get students involved in the CSDC’s transition as well. The logo will be used on all promotional and print materials throughout the campaign in order to enhance brand recognition. We hope that high frequency in impressions of the logo will engrain the transition from “Varner House” to “CSDC.” It will be of great importance to work actively against self-identification as “Varner House.”

Tactics. A flyer promoting the logo competition will be posted on bulletin boards throughout campus as well as handed out on the Commons, on the Quad, in Showker, and in ISAT (see Appendix III).

Tactics. A news release will be submitted to The Breeze in order to announce the logo competition (see Appendix IV).

Tactics. Informational posters for the CSDC will be put in all the JMU freshman class dorms (bathrooms, hallways, common areas, etc.) (see Appendix V). This will provide recognition of the CSDC acronym, as well as knowledge of the CSDC center as a tool and resource for them to use in the future.

Tactics. We will insert a virtual tour of the new CSDC center on the website to show JMU students the new center and introduce them to the move from Varner House. This will help to garnish familiarity before entering the space.

Relational management goal: To increase and improve channels of communication between the JMU student community and the CSDC in order to maintain positive feedback and relational development.


Objective: To increase the amount of published positive student feedback on interactive CSDC Social Media by 35% by May 2015.

Tactics. Revamp current Facebook page keeping it up to date, as well as create a Twitter account (see Appendix VI and VII). The Twitter account will be used to post self-help tips already provided on the CSDC’s website. The Twitter account will also utilize hashtags like “#withhelpcomeshope.”

Tactics. Distribute promotional items with the website URL included in order to spread awareness of the CSDC’s online resources. These promotional items can be decks of cards with the new CSDC logo, website information and self-help facts on each card, a t-shirt with a catchy phrase, the new logo, and the CSDC website, OR ping-pong balls with the slogan “Don’t lose your marbles,” the new logo, and the website URL (see Appendix VIII). This will allow the CSDC to assist a large amount of students without necessarily having a client increase. Task management goal: To promote the online resources provided by the CSDC including the organization’s website and Facebook page, as well as engage audience through Twitter.

Objective: To reach 4,500 hits on the online organization page as well as hit 1,500 likes on Facebook, and receive 1,000 followers on Twitter by May 2015.

Tactics. We will include the CSDC webpage URL on all print and promotional material distributed to the JMU students. This will provide freshman, as well as the remaining student body, with a tool/resource for them to use in the future.

Tactics. The Facebook and Twitter account will be used to promote the logo competition in the fall and the online resources every semester following. This will engage students and encourage them to interact with the CSDC via social media.

Unpaid InternsUnpaid interns are the most valuable and underutilized resource; for all of the tactics listed above unpaid interns should be utilized.


As mentioned prior, the CSDC staff does not want a campaign that involves a lot of work on their end. The CSDC staff members are already at their full capacity regarding their personal workload, so hiring unpaid interns to carry out the majority of the work for the campaign is the most efficient, practical way to ensure all the campaign goals are met. Interns would have a mutually beneficial relationship with the organization because the interns provide free labor, an extra set of hands, and a fresh perspective while the organization provides the interns with experience, material for their professional portfolios and recommendations for future employment.

The CSDC should hire three unpaid interns from various majors such as Communication Studies- Public Relations, SMAD, WRTC, Graphic Design and Psychology. As of Fall 2012, there are currently 568 SCOM students, 738 SMAD students, 166 WRTC students, and 56 Graphic Design. All of these students are an untapped resource that can be utilized by the CSDC.

If interns were hired from each of these majors, it would ensure a broad covering of knowledge and allow for easy division of the tasks. Although the three interns would work closely to collaborate making sure each of the tactics were carried out to the best of their ability, each intern would work on individual projects and tasks.

Possible Individual Intern Tactics:SCOM – Public Relations ConcentrationTactics: 1. News release about logo competition2. Flyer for logo competition3. Hand out promotional items and print items in freshman dorms (with other

interns)4. Pictures for Virtual Tour5. In charge of logo competition - responsible for all Facebook and Twitter content regarding the competition 6. Responsible for tracking the Facebook, Twitter, and Webpage traffic for evaluation of the campaign

SMAD – Converged Media ConcentrationTactics: 1. Design of the poster2. Design of promotional material designs – ping-pong balls, t-shirt design, OR

deck of cards3. Hand out promotional items and print items in freshman dorms (with other

interns)4. Create video for virtual tour


WRTC – Technical and Scientific ConcentrationTactics: 1. Hand out promotional items and print items in freshman dorms (with other

interns)2. Pictures for Virtual Tour3. Responsible for creating and administering pre-survey and post-survey for evaluation of the campaign4. Update webpage and technical editing of web page content5. Responsible for the technical editing of other interns’ written work such as press releases, brochures, etc.

Each major discussed above encourages their students to get internship experience at some point before they graduate. The WRTC major requires students to have at least one internship before graduation. Students can also receive class credit for their internship with the CSDC. Depending on the amount of tasks the CSDC has to offer their unpaid interns, will determine the amount of credit hours they can receive for their major. For example, the SCOM department offers students three credit hours for 160 hours over the semester, or six credit hours for 320 hours.

Supervision and Intern Guidelines: While interns will be a great tool for the CSDC to utilize, they will require supervision and guidelines, especially during the first year of this campaign. The first year that the CSDC hires the interns, the CSDC staff will have to sit down with the interns and explain the campaign and lay out each intern’s tasks and responsibilities. The interns will need to understand that they will have to be independent and self-sufficient, because the CSDC staff does not have the time to micromanage their work. If they have questions, they should direct them to the other interns and use their discretion, unless there was a major issue that needs to be addressed.

The interns hired the first year of the campaign should take part in the hiring process for the next year/semester. If they participated, they could help transition the new interns into their new positions so that the CSDC staff did not have to take the time to do that.


EvaluationTask Purpose

Preliminary Survey Gauge the visibility and understanding of the CSDC as of September 2013

Track Online Resources Traffic Check website traffic, Facebook likes, and Twitter followers to ensure objectives have been met (4,500 hits, 1,500 likes, and 1,000 followers)

Post-Campaign Survey Gauge the visibility and understanding of the CSDC after the campaign has been wrapped up, compare results to preliminary survey in order to ensure objectives have been met (20% increase in recognition)


Calendar

April 2015 Conduct post-campaign visibility survey and evaluate whether or not objectives have been reached

August 2014 Release virtual tour and promote it on all social media forums

June 2014After new offices are completed, have SCOM and WRTC interns to take photos, then have SMAD intern create a virtual tour

January 20th 2014-May 2nd 2014

Have interns distribute promotional materials (ping pong balls, t-shirts, OR deck of cards) at various locations on campus

January 12th 2014 Distribute informational poster to Hall Directors to be posted in the dorms

November 2nd 2013 Announce the logo competition winner via Facebook and Twitter

October 1st 2013-November 1st 2013

Receive logo entries via Facebook wall posts on the CSDC’s current page

September 24th, 27th, & 30th 2013

Have interns hand out flyers for logo competition on the Commons, on the Quad, in Showker, and outside of ISAT

September 16th 2013 Send out blast email to all JMU students and specific department heads (SMAD and Arts/Graphic Design)

September 16th 2013Send news release regarding logo competition to the Breeze, then begin distributing flyers/handbills to be put on bulletin boards and doorknobs in dorms and other various buildings on campus

September 15th 2013 Introduction of CSDC social media presence on Twitter

September 8th 2013-September 14th 2013 Conduct preliminary visibility surveys


September 1st 2013 Hire unpaid interns

BudgetWorth Cost for CSDC

Interns: Hourly rate: $7.25 # Hours a week: 10

(16 weeks)

$1,160 $0

Breeze: Full page ad: $695 Half page ad: $365 ¾ page ad: $585 Quarter page ad:

$195 Eighth page ad:

$110 Inserts:

o Min: $450o Max: $675

$695 $0

Flyers: Print (Color @ $.10) Distribution costs: 0

$100 $100

Contingency Cost: $400Total Cost: $2,355 $100

Promotional Materials:Item Cost for CSDC

Deck of cards x 100 decks Printing (Color @ $4) Distribution cost: $0

$400

T-Shirts x 400 shirts Printing (Color @ $4.50) Distribution costs: $0

$1,800

Ping-Pong Balls x 1000 balls Printing (Color @ $.63) Distribution costs: $0

$633

Contingency Cost: 288.3Total Cost: 3,171.30


ConclusionTASK Communications feels that if our campaign is carried through to the best of CSDC’s ability, the campaign goals and objectives can be met. The current positive CSDC reputation and relationship with key publics can be maintained and improved with a focus on the promotion of online resources. Our campaign takes advantage of the organizational move from Varner House to Montpelier Hall as an opportunity, as opposed to a threat, to rebrand and help JMU students recognize the CSDC acronym as opposed to “Varner House.” By implementing our campaign, we feel that the CSDC mission statement can be fulfilled.


Appendix I


Appendix II


Appendix III


Appendix IV


Appendix V


Appendix VI


Appendix VII


Appendix VIII


ReferencesEisenberg, D., Golberstein, E., & Gollust, S. (2007). Help-seeking and access to mental health care in a university student

population. Medical Care, 45(7), 594-601.

James Madison University CSDC Services. (2013). Group counseling. Retrieved from http://www.jmu.edu/counselingctr/services/group-counseling.shtml

James Madison University. (2011-2012). Feedback from CSDC 2011-2012 Client Evaluations. Retrieved from http://www.jmu.edu/counselingctr/about/feedback.shtml

Kadison, R. K., & DiGeronimo, T. F. (2004). College of the overwhelmed: The campus mental health crisis and what to do about it. San Francisco, CA: Jossey-Bass.

Kurtz, R. (2011, August 15). How can interns help your company. Huffington Post. Retrieved from http://www.huffingtonpost.com/2010/06/18/how-can-interns-help-your-company_n_918983.html

Mahmoud, J. S. R., Staten, R., Hall, L. A., & Lennie, T. A. (2012). The relationship among young adult college students' depression, anxiety, stress, demographics, life satisfaction, and coping styler. Issues in Mental Health Nursing, 33, 149-156.

Onestak, D. (2013, February 8). Interview by VM Montano [Personal Interview].

University of Delaware Center for Counseling and Student Development. (2013). Group counseling. Retrieved from http://www.udel.edu/Counseling/groupcounseling.html

University of Maryland University Counseling Center. (2013). Available counseling/ psychotherapy services. Retrieved from

http://www.counseling.umd.edu/Services/csservices.htm

University of Richmond Counseling and Psychological Services. Groups and workshops. Retrieved from http://caps.richmond.edu/services/groups-and- workshops.html

UVA Department of Student Health. (2013). Counseling and psychological services: Group psychotherapy at CAPS. Retrieved from http://www.virginia.edu/studenthealth/caps.html

Villanova University Counseling Center. (2013). Group counseling. Retrieved fromhttp://www1.villanova.edu/villanova/studentlife/counselingcenter/services/group.html


Vogel, D., Wade, N., & Hackler, A. (2007). Perceived public stigma and the willingness to seek counseling: The mediating roles of self-stigma and attitudes towards counseling. Journal of Counseling Psychology, 54(1), 40-50.

Yang, S., Mantian Hu, Winer, R. S., Assael, H., & Chen, X. (2012). An empirical of word-of-mouth generation and consumption. Marketing Science, 31(6), 952-963. Retrieved from Ebscohost.

(2011, October, 18). 3 Reasons why internships are important for today’s college student. [Blog]. Retrieved from http://www.uvm.edu/~career/blog/?p=595

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