The Proof is in the P.O.P

PLANBOOK

A Public Communication Campaign for:

Julie Press, Account Executive(610) 451-0163, [email protected]

Donunshae Sanders, Assistant Account ExecutiveMela Kuieh, Research DirectorCourtney Kling, Media PlannerMorgan Bard, Creative Director

Emily Myket, Copy Director

Dr. Jennifer F. Wood, Associate ProfessorDepartment of Communications and Theater

Hash 153, P.O. Box 1002Millersville, PA 17551

[email protected]

COMM 452Public Relations Campaigns

Spring 2016

Dr. Jennifer F. Wood, Associate ProfessorDepartment of Communications and TheatreHash 153, P.O. Box 1002Millersville, PA [email protected]

Julie Press, Account Executive33 North Prince StreetMillersville, PA 17551610-451-0163jmpress@millersville

Dear Dr. Watson,

On behalf of Elevate Public Relations, a Millersville University student-run public relations agency, I am submitting “The Proof is in the P.O.P. Purpose, Opportunity-sharing, Presence” Public Communication Campaign plan book designed specifically to fit the needs of Frederick Douglass Institute Collaborative. This plan book was developed through the guidance of Dr. Jennifer F. Wood, associate professor of Speech Communication at Millersville University. A public communication campaign’s goal is to inform the general public within a given time period through organized communication pieces. These communication pieces may be distributed to mass media in the form of our media kit.

This campaign is designed for a six-month time period. I suggest to implement this campaign at the start of July 15, 2016 and end by December 15, 2016. From July 15, 2016 until August 22, 2016 will provide the Frederick Douglass Institute Collaborative executive committee and directors sufficient amount of time to fully understand the communication strategy to then implement it at their respected universities. From August 29, 2016 until December 15, 2016 will provide the Frederick Douglass Institute Collaborative executive committee and directors the 2016 fall semester to successfully implement all communication strategies to PASSHE faculty and staff, donors, and PASSHE students.

Based on our client meetings, Frederick Douglass Institute Collaborative has an opportunity to strengthen and unify their presence due to the interconnected capabilities the internet has to offer. Our campaign allows for the executive committee and directors to have access to all communication pieces for any occasion in one organized virtual file space. The accessibility of all communication pieces to the executive committee and directors will allow them to share opportunities more frequently. Our campaign provides guidance on developing new communication pieces that are strongly rooted with a mission-driven purpose. I believe this campaign will provide key publics with a stronger understanding of Frederick Douglass Institute Collaborative due to the unified presence. Elevate Public Relations strongly believes FDI Collaborative’s proof for growth is in a purpose, opportunity-sharing, presence.

As you read through our plan book, you will gain information on research, goals, objectives, strategies and tactics to implement the campaign. We have also provided methods of evaluation to test the effectiveness of each section. After reviewing our plan book, we hope you are able to see the full potential of our campaign to the point of implementation.

Thank you again for this opportunity to work with you, the executive committee and directors. Elevate Public Relations appreciates your time and patience during this campaign process.

Sincerely,

Julie M. Press

Veronica Watson, ConvenerFrederick Douglass Institute210 Stright Hall, Room 108210 South Tenth StreetIndiana, PA 15705724-357-3299

May 6, 2016

EXECUTIVE SUMMARY

SPRING 2016 Dr. Jennifer F. Wood Executive Summary

A briefing of Elevate Public Relations Agency’s proposed campaign.

Type of CampaignThe Proof is in the P.O.P, purpose, opportunity-shating, purpose public communication campaign is a six month public relations campaign created for Frederick Douglass Institute Collaborative. This campaign informs Frederick Douglass Institute Collaborative directors on how to implement a strong presence to share opportunities and further inform the external public on Frederick Douglass Institute Collaborative’s purpose.

IntroductionThe Frederick Douglass Institute Collaborative’s mission is to create inclusive university communities and transformative connections among historically underrepresented students and faculty, as well as other communities across the Commonwealth and beyond. Frederick Douglass Institute Collaborative is in need of public relations efforts in order to unified and strengthen their presence in communication pieces.

BackgroundThis organization provides accessible, inclusive, high impact educational opportunities for underrepresented minority, low-income, and first generation students in the Pennsylvania State System.

Preliminary Identification of the Publics The primary publics are the groups of individuals this campaign is positioned for. The preliminary identification of publics include: PASSHE chancellors, FDI executive committee, FDI directors, PASSHE faculty, PASSHE staff, URM students, first generation students, donors and legislators. The key publics for this campaign are: low-income students, URM students, PASSHE faculty, first generation students and donors. The secondary publics are PASSHE staff and legislators.

Situational AnalysisCurrently, the Collaborative is piloting a new complex program which requires multimedia resources. The Collaborative is seeking funding in order to acquire the multimedia resources. Time and funding are required to develop and grow the organization.

Opportunity statementThe Frederick Douglass Institute Collaborative has the opportunity to strengthen their internal communication in order to unify their presence and increase visibility. It is crucial for a high-impact organization like the Collaborative to stay current in media trends by maintaining a unified presence in written, oral, and online presence.


EXECUTIVE SUMMARY

Research Results SummaryIn order to strengthen Frederick Douglass Institute Collaborative’s presence, we conducted a communication audit on all of the organization’s communication pieces. This communication audit was conducted by Elevate Public Relations using three surveys that gauged levels of consistency and effectiveness of the communication pieces. This communication audit looked to answer the following questions:

RQ1: What is the level of unification of all of Frederick Douglass Institute Collaborative visual and written communication?

70% of team members belived that the website and university webpages were perceived as not unified.

RQ2: Is the content included on Frederick Douglass Institute Collaborative’s website effective in creating visibility with key publics?

57% of tean members perceived the internal communication pieces ineffective.

RQ3: Are Frederick Douglass Institute Collaborative visual and written communication materials mission-driven?

62.9% of team members perceived internal communication to be inconsistent with the Frederick Douglass Institute Collaborative brand. 70% of team members perceived external communication to be incosistent with Frederick Douglass Institute Collaborative brand.

Theoretical Framework Selected & WhyThere are several elements that contribute to the effectiveness of creating strategic public relationships within the relationship management theory. This public communication campaign seeks to create a strategic system of managing the relationships that the Frederick Douglass Institute Collaborative has with its external and internal publics by first strengthening their internal communication system.


Key MessageThe key message is: The Proof is in the P.O.P: presence, opportunity-sharing, purpose. This capitalizes on the importance of creating a presence. This presence provides primary publics with opportunities and purpose. The presence, opportunity-sharing, purpose stand for the P.O.P in the message.

Campaign Goals This section reflects the necessary improvements needed to enhance the Collaborative’s presence . As provided by Dr. Watson, it was mentioned that the Collaborative was in need of a call to action within their communication pieces and a unified communication amongst the FDI Directors. This section showcases the key areas within FDI that are necessary to fulfil in order for this campaign to deliver a unified presence that pops.

Goal 1: PresenceTo design consistent mission-driven communication pieces for FDI Collaborative that will communicate to internal and external audiences by April 15, 2016.

Goal 2: Opportunity-sharingTo increase the visibility and effectiveness of unified internal communication with key publics by April 15, 2016.

Goal 3: PurposeTo design prioritized strategic communication strategy for FDI Collaborative leadership by April 15, 2016.

Campaign ObjectivesThis section further explains how the goals will be accomplished for each goal by how much attention is needed for that area on a scale of 100%. Elevate Public Relations Agency wanted to dedicate the majority of their focus to organizing and unifying FDI Collaborative’s internal communication.

PresenceTo develop written communication pieces about FDI programs for external audiences by 35%. To increase overall oral communication to external audience by 25%. To strengthen online presence by 40%.Opportunity-SharingTo increase overall visibility through strong online presence by 60%.To increase overall organization unity through strong presence by 40%.PurposeTo establish components of a strategic communication strategy by 100%.


Message StrategiesMessage strategies provide the campaign with plan to reach the objective. The strategies are focused on establishing, building, or maintaining relationships with faculty, students, and donors to increase knowledge. Thissection further examines the implementation and action of how the objectives will be carried out.

PresenceTo increase knowledge of FDI Collaborative programs to PASSHE faculty.To increase knowledge of FDI Collaborative programs to potential donors.To increase knowledge of FDI Collaborative’s history, mission and values.To increase knowledge of FDI through oral communication to key publics.To update FDI Collaborative website to create a more effective user experience.To create FDI Collaborative Facebook.To develop written brand guidelines.

Opportunity-SharingTo establish relationships with students on campus.To build mutually-beneficial relationships with PASSHE URM faculty and staff on campus.To establish relationships with donors in Pennsylvania.To strengthen credibility to PASSHE faculty by providing consistent information.To strengthen credibility to potential donors by providing consistent information.To strengthen credibility to students by providing consistent information.

PurposeTo compile all communication pieces with instructions.To centralize all communication efforts amongst FDI directors.

Message TacticsThe tactics for this public communication campaign include the following pieces: program overview factsheet, opening remarks guidelines, powerpoint integration, Facebook statuses, diversity infographic, information usage kit, website outline, and google drive integration.

PresenceTo provide a factsheet program overview to distribute around universities.To provide a factsheet program overview for potential donors.To create a boilerplate to add to internal and external documents.To create talking points for promotional and informative purposes.To create a powerpoint template that integrate talking points.To change headings to navigation bar and develop pages to provide more information.To post statuses on Facebook about FDI Collaborative and its efforts on university campuses.To post statuses on diversity within Higher Education.


Opportunity- SharingTo reach out to URM student organizations to inform members of FDI Collaborative.To develop a luncheon for faculty mentors of debate society and fellowship to say thank you.To develop a portion of website that provides information about partnerships and donors. Ask partners to link-build on their current blogs about FDI Collaborative’s work.To update all University web pages to include FDI homepage, history, mission, and values and diversity stats on infographic and other integrated pieces.To create an element in conference that allows past FDI alumni to talk about their experiences with FDI; reach out to URM organizations on each campus and invite them to event. This event then can be replicated throughout each university.

PurposeTo create an information usage kit.To create a google drive.

Budget SummaryThe budget for this campaign is a total of $2,336 if the communication pieces are printed out of house. If the communication pieces are printed in-house the campaign budget will be $1,800. This budget is close to amount the Collaborative has allocated to public relations efforts. This campaign

Timetable SummaryThis campaign is suggested is a six -month fixed time from June 15, 2016 until December 15, 2016. This public communication campaign will first implement the presence then on August 15, 2016 the presence will then be implemented and presented to primary publics through the duration of the semester. All costs will go to printing and administrative costs. Administrative costs will only be needed if the tools need to be revised or information changed. EvaluationThe evaluation can be conducted through pre and post test surveys, progress reports, and formal discussion. The methods will provide you with the effectiveness of this campaign.


ResearchIntroduction ..................................................................................................................................................... 1 This section contains an introduction to the Frederick Douglass Institute (FDI) Collaborative, including their mission, values, executive staff, goals and past public relations efforts.Background ........................................................................................................................................................ 4 This section contains the history of the FDI Collaborative, as well as the services offered, the funding background, and recognizable competitors.Situational Analysis ..........................................................................................................................................6 This section recognizes the client’s current state, as well as their potential state if they choose to implement this campaign. This is research is in the form of an Expert Interview, a SWOT Analysis, a Force Field Analysis, the Real State Analysis and the Ideal State Analysis.Opportunity Statement .................................................................................................................................11 This section identifies and explains the opportunity the FDI Collaborative has if they choose to use this campaign.Identification of Publics ................................................................................................................................12 This section identifies and describes each of the FDI Collaborative’s internal and external key publics within this campaign.Summary of Research .....................................................................................................................................17 This section includes research in support of diversity faculty development and unifying internal communication.Theoretical Framework .................................................................................................................................. 25 This section introduces the theory and how it is applied throughout this campaign.

ActionGoals .............................................................................................................................................................. 29 This section highlights and discusses the desired goals during this public communication campaign.Objectives ........................................................................................................................................................30 This section includes the steps necessary to accomplish the goals set during this public communication campaign.Key Message ................................................................................................................................................... 31 This section describes the theme of this public communication campaign.

CommunicationStrategies ........................................................................................................................................................33 This section explains the actions that Frederick Douglass Institute Collaborative should demonstrate to communicate effectively to their key publics.Tactics .............................................................................................................................................................34 This section provides the action and communication tools for the public communication campaign

EvaluationEvaluation and Assessment ..........................................................................................................................38 This section explains the ways in which the FDI Collaborative will evaluate the success of each goal, objective, strategy and tactic.

Appendix

SPRING 2016 Dr. Jennifer F. Wood Table of Contents

TABLE OF CONTENTS


RESEARCHIn This Section• Client Introduction• Client Background• Situational Analysis• Force Field Analysis• Opportunity Statement• Preliminary Identification of Publics• Issues Facing Client• Summary of Research

SPRING 2016 Dr. Jennifer F. Wood Research 1

As of 2016, the Frederick Douglass Institute Collaborative is recognized by PASSHE as a historical organization that has been around for 15 years. The FDI Collaborative provides high impact, and inclusive educational opportunities to underrepresented minority students (URM). FDI Collaborative focuses their efforts on the importance of promoting faculty diversity development. With various programs and mentorships that are offered , the FDI Collaborative has recently launched their Inclusive Future Faculty Initiative (IFF); a program designed to allow students the opportunity to sit and record one-on-one interviews with their faculty and see what it was like first hand to walk in their shoes.

The IFF will also give students the opportunity to get an idea of the experiences the faculty were apart of. The Frederick Douglass institute collaborative looks to give students the necessary opportunity to see their faculty in a more relational way in order to promote their organization and expose URM students to the life of diversity within the education industry.

Client’s Mission

Guided by the spirit and legacy of distinguished orator and statesman Frederick Douglass, the mission of the Frederick Douglass Institute Collaborative is to create inclusive university communities and transformative connections among historically underrepresented students and faculty, as well as other communities across the Commonwealth and beyond. As a network of scholars who deliver forward-thinking initiatives that promote inclusive excellence and enhance access and success in Pennsylvania’s State System of Higher Education, the Frederick Douglass Institute Collaborative seeks to advance the state of knowledge and practice around educational engagement and achievement for historically underserved and underrepresented students.

Client’s Vision

The Frederick Douglass Institute Collaborative believes that for Pennsylvania State System of Higher Education to fulfill its mission of increasing educational attainment in a commonwealth, it must be a community that seeks to amplify the intellectual vitality and potential of its members by expanding access to high impact educational opportunities.

Client’s Goals

The Collaborative categorizes their goals utilizing five main concepts. The categories are (1) excellence, (2) diversity, (3) partnerships, (4) advocacy, and (5) infrastructure and funding .

The Collaborative strives to be a system leader in connecting teacher-scholars committed to diversity with low income, first generation, and historically underrepresented minority students in high impact, transformative educational opportunities .


CLIENT INTRODUCTION

Diversity is driven by the promotion of the advancement of a diverse and inclusive community across PASSHE. Under the goal of partnerships, the Collaborative aims to identify and work with partners who have missions that are aligned with their own. The Collaborative desires to develop relationships with government officials, organizations, and institutions that lead to accessibility of other opportunities and partnerships.

Infrastructure and funding are focused on maximizing human talent and financial resources of the Collaborative.

Executive Committee

The Frederick Douglass Institute Collaborative organizational structure consists of four members of an executive committee and one director for the involved PASSHE universities. Its executive committee consists of four members; Dr. Veronica Watson, Brian Johnson, Dr. Maria Sanelli and Dr. Shavonne Shorter.

Dr. Veronica WatsonVeronica Watson, the convener of the Frederick Douglass Institute Collaborative, is Professor of English and faculty in the Graduate Program in Literature and Criticism at Indiana University of Pennsylvania. She earned her M.A. and Ph.D. from Rice University in Houston, Texas in 1997.Watson has served as Dean’s Associate for the College of Humanities and Social Sciences at IUP; envisioned and helped to launch a number of innovative programs, including a first year reader series, a community engagement initiative, and a statewide writing retreat for faculty of color and women faculty in Pennsylvania’s State System of Higher Education; and currently serves on the Board of the Pennsylvania Humanities Council.

Brian JohnsonBrian Johnson is academic advisor for Act 101 and director of the Frederick Douglass Institute at Bloomsburg University. He serves as a faculty member in the department of academic enrichment at Bloomsburg University and is the director of the Frederick Douglass Institute for Academic Excellence. He is a founder of the Pennsylvania Association of Liaisons and Officers of Multicultural Affairs, a consortium that promotes best practices for diversity in higher education.

Dr. Maria SanelliDr. Maria Sanelli is Professor of History and director of the Frederick Douglass Institute at Kutztown University. She is an experienced university leader, curriculum and grant writer, and diversity trainer. She has a wide range of scholarly interests as a researcher, writer, and curriculum specialist. Dr. Sanelli has developed curricular materials related to Military and United States History, Leadership in a Diverse World, Italian Americans, German Americans, and African American.

SPRING 2016 Dr. Jennifer F. Wood Research 2 SPRING 2016 Dr. Jennifer F. Wood Research 3


Dr. Shavonne ShorterDr. Shavonne R. Shorter is an Assistant Professor in the Department of Communication Studies at Bloomsburg University. Shorter specializes in Organizational Communication, and received her Ph.D., M.A. from Purdue University (B.A.-Frostburg State University). Her research focuses on the innately political nature of organizing. Shorter investigates organizing processes in contexts such as education, politics, and within the media.

Client’s Public Relations Efforts

The Collaborative’s past and current public relations efforts are focused on establishing, building, and maintaining relationships with donors and legislature. They also hold events for their key publics to reach the goals above. Based on their current public relations efforts, Elevate Public Relations believes Frederick Douglass Institute Collaborative can strengthen relationships through unifying the Collaborative’s presence and increasing visibility.

Clients History

The Frederick Douglass Institute Collaborative (FDI Collaborative) originated in the Commonwealth of Pennsylvania. Recognized by Pennsylvania State System of Higher Education in 2000, the Frederick Douglass Institute Collaborative was named after the distinguished 19th century orator, statesman, and public intellectual, Frederick Douglass. It is comprised of Douglass Institutes that operates at each of the fourteen universities in the System. Guided by the spirit and legacy of Frederick Douglass, the Douglass Collaborative is especially committed to advancing and supporting diversity, equity, and inclusion within our institutions and within the Commonwealth of Pennsylvania. The Collaborative pursues those goals by promoting academic excellence, civic engagement, and global citizenry through out high-impact practices and collaborative programs that are open to students across the System.

Programs Offered

The Frederick Douglass Scholars Fellowship provides Pennsylvania state system underrepresented minority (URM) graduate and/or doctoral students opportunities to teach and mentor, along with participating in other professional experiences within universities. Douglass Collaborative Support for Undergraduate Research Fellowship (SURF) provides URM undergraduate students planning to pursue a Ph. D an opportunity to gain professional research experience through an eight-week program at Yale University. Students and faculty have an opportunity to submit writing pertaining to diversity in Frederick Douglass Institute Collaborative peer-reviewed journal, Making Connections. The Collaborative is in the process of launching its Inclusive Future Faculty (IFF) Initiative, which will allow underrepresented undergraduate and graduate students to interview professors, exposing the students to information pertaining to professoriate careers.

The Collaborative implements three event programs. The Frederick Douglass Interdisciplinary Conference provide URM students an opportunity to present research, performances, and visuals geared toward current URM issues or references to Frederick Douglass.

The Colloquia is designed to facilitate intellectual discussions and cultural exchange through events. The Frederick Douglass Debate Society develops critical thinking, public speaking, and advocacy skills and then utilizes them during their debates.

Funding Background

The Collaborative operates and provides programs through allocated money from Pennsylvania State system and grants. Frederick Douglass Institutes may receive allocated money by their university.


CLIENT’S BACKGROUND

CLIENT’S BACKGROUND


Competitors

There are many different competitors that affect the faculty and student involvement with the Collaborative. All faculty members that are involved with the Collaborative are volunteers. This factor can be challenging when it comes to the amount of time that is contributed to the program. For example, a faculty member’s workload with courses and other university requirements can affect their amount of involvement with the Collaborative.

Students will also have different programs competing for their time. For example there are other diversity programs, for example, Black Student Union or African American Student Association. Different research, mentorship and fellowship programs are also available. For example Millersville offers Millersville Mentoring Alliance Program a program that connects the students with mentors. It also provides students the opportunity to become a mentor. This may be the type of competition that will affect the participation with the Collaborative as a student.

Client’s Influencing Factors

The influencing factors that affect the Collaborative are societal, technological and economical in nature. Societal

There are existing preconceptions held by underrepresented and minority (URM) students that high-impact educational opportunities are less accessible and exclusive. This issue further leads to a lack of diversity amongst faculty members and individuals in the education industry. Considering this, significant portions of URM students do not take the initiative to explore educational opportunities because there is no large example of diversity represented amongst faculty; thus ensuring the longevity of this adverse cycle and justifying the dire need for inclusion.

Technological

In the realm of digital media, visual communication and web content of a high caliber are perceived to make an organization more credible. As the media landscape is transitioning from print to digital, organizations are shifting their communication and promotional efforts to strengthen online presence. Economic

As an organization operating under the Pennsylvania state system, the amount of funding fluctuates from year to year based on the state budget. Organizations have opportunities to apply and receive monetary grants which influences the amount of resources provided. As organizations establish and build partnerships, it has the potential to decrease the needed costs and expenses if the partnership is able to assist with funding as well.

This section includes secondary research about the issues surrounding the remoteness and time, funding and the presence of the FDI Collaborative. It also includes the real state and ideal state analysis. The real state analysis describes where the client is currently and the ideal state analysis explains where the client would like to be at the end of the campaign. It also includes a SWOT and FORCE FIELD analyses.

Real State

The Collaborative’s goals focus on excellence, diversity, partnerships, advocacy, infrastructure and funding. In order to reach these goals, they have created and implemented the current programs.

The current programs that fulfill excellence are the Douglass Debate Society, a system-wide debate competition and Making Connections, a publication for faculty to publish their academic essays that examine cultural diversity. To present student and faculty work, the Collaborative hosts a conference and colloquia annually in order to instill excellence. The current program that promotes diversity is the Frederick Douglass Scholars Fellowship, a mentorship program designed to support graduate students in considering faculty careers in academia. The Collaborative maintains a partnership with Yale Summer Undergraduate Research Fellowship for undergraduate researchers preparing to pursue a Ph.D. after graduation. The Collaborative has launched a pilot of a new initiative, Inclusive Future Faculty. This initiative goal is to increase awareness of the positive aspects of faculty careers through video interviews with undergraduate students and professors.

There are current communication pieces that promote the Collaborative’s programs. The remoteness of each university results in challenges with internal communication effectiveness and unified external communication pieces. The communication pieces provide in-depth information but there could be a stronger identification of the audience. The Collaborative’s current website provides information on all programs and university site. This organization has been sustained for over ten years but with the changing climate of media, there is a need to develop a communication strategy in effect to increase internal communication effectiveness and unified external messaging.

Ideal State

The Collaborative’s current staff will be informed on how to effectively implement a communication strategy for future programs. The directors and convenor will have access to a communication handbook to reference when implementing a current communication piece. This handbook will also provide the directors and convenor with an effective guide to create new pieces that are purposeful, opportunity-sharing, and that provide a strong presence. The Collaborative will have a full understanding on the importance of unified internal and external communication in order to receive visibility while building, managing, and maintaining relationships.

The Collaborative will be informed on effective communication strategies to implement in order to further develop a unified presence. Communication pieces will effectively communicate to its respected audience while leveraging public-focused messaging. Communication pieces will share public-specific opportunities to increase engagement and provide more visibility.


SITUATIONAL ANALYSIS


SITUATIONAL ANALYSISExpert Interview

Elevate Public Relations Agency met with Dr. Veronica Watson on February 28, 2016 in Harris-burg , Pennsylvania. This meeting allowed Elevate Public Relations Agency to gain insight into the Frederick Douglass Institute Collaborative. The history of how the Collaborative came to be within passhe was established and also the goals and mission of the organization. Dr. Watson spoke about the strategic plan for the Collaborative and what they as an organization look to accomplish. This meeting included information on the Collaborative’s programs and how they are looking to appeal to more internal and external audiences. Dr. Watson mentioned a need for a presence at the moment and looks to appeal to potential donors, legislators, students and future faculty.

Internal Perception

The Collaborative communicated its desire to implement a public relations campaign around the launch of its Inclusive Future Faculty (IFF) Initiative. With the launch of this new program the need to improve its media presence in order to appeal to PASSHE students, grantors and donors was recognized. The Collaborative perceives that a three phase process must be implemented to execute the IFF initiative in an effective manner This process includes: revising its website; increas-ing social media efforts; and creating a promotional video. This process will lead to an increase in student involvement in the IFF Initiative. In the expert interview, the convener appraised the idea that research regarding grantors and donors could benefit the Collaborative in assessing the atti-tudes and grant-giving and donation behaviors that they have towards nonprofit organizations that work to increase diverse faculty development.

External Perception

The Collaborative voiced their funding challenges with implementing the IFF Initiative. Elevate Public Relation recognized the concerns that they are facing and we believe a determining factor of receiving funding is the organization’s overall presence. It would be beneficial for the Collabora-tive’s promotional and communication pieces to display a stronger and unified presence. We have observed that the directors do not have a communication strategy in place. The remoteness of the PASSHE universities and the infrequency in internal communication has led the Collaborative’s communication materials to be ineffectual in targeting its external publics. In order to strengthen and grow their presence, the Collaborative needs to implement unified and mission-driven com-munication pieces within the organization. There is a need for a handbook detailing the templates and guidelines for certain visual and written communications pieces will contribute to the Collab-orative’s media presence. Creating a recognizable and powerful media presence will increase the Collaborative’s visibility amongst its target external publics.


SWOT Analysis

Refer to Appendices Section A

A SWOT analysis is a tool many organizations use to help establish strengths and weakness-es within the organization, as well as determine the organization’s external opportunities and threats. SWOT analyses can be done on individual programs, systems, or the organization as a whole. Within this SWOT analysis, Elevate Public Relations determined the strengths, weakness-es, opportunities and threats of the Frederick Douglass Institute Collaborative. Strengths: One of the Collaborative’s most noticeable strengths is that it offers many programs that are inclusive and accessible to underrepresented students. The programs are diverse and present a number of high impact educational opportunities such as mentorship and professional development. The Collaborative has in-depth program and event written communication pieces. Another strength of the Collaborative is that each individual director is involved and participates in organization-wide meetings. Weaknesses: The internal communication distributed by the Collaborative to all of the Penn-sylvania State System institutes do not appear consistent; therefore it does not contribute to the Collaborative’s visibility to students, faculty and prospective donors and grantors. A second iden-tifiable weakness is the remoteness and limited time of each university within Pennsylvania State System. Finally, the Collaborative’s directors volunteer their time which limits their involvement to their operations. Opportunities: There is an opportunity to implement a strategic internal communication system to maximize the organizational effectiveness of the Collaborative. Another opportunity is to create a powerful media presence by creating strong, unified communication pieces for external publics, as well as a revitalized website. Threats: The threats that have been identified are other organizations and that have a stronger presence and other programs that are targeted towards URM students. If limited internal com-munication progress it may result in limited growth and understanding for the Collaborative as an organization. The funding will continue to be cut and potentially end the diversity depart-ments altogether if the positions are not filled and show some sort of benefit to the universities.


SWOT ANALYSIS

SWOT ANALYSISForce Field Analysis

Refer to Appendices Section B

A force field analysis is strategic approach to decision-making. It aids in analyzing the driving and restraining forces directed towards a possible change or action that is being considered. A force field analysis serves as the rationale behind a decision. This analysis lists the forces for and against the FDI developing a powerful, unified and purposeful media presence that will maximize its visibility amongst its external publics.

Restraining Forces

Current communication pieces do not specify AMCThe communications pieces’ effectiveness in reaching and communicating specific messages to key publics is not being capitalized on because the intended audiences, messages and communication channels are not explicitly identified in each communication piece.

BudgetThe low budget that the FDI Collaborative has currently implemented, limits its capabilities to hire employees to design aesthetically pleasing and comprehensive communication pieces and web content.

To gain visibility among external publicsThe Collaborative’s media presence is not strengthened by the communication pieces and promotional strategies that are currently in use by the organization. For this reason, the organization has minimal visibility among faculty, students and donors.

Remoteness of PASSHE directors The disjointed and unregulated communication between PASSHE directors and the FDI Collaborative convener causes the directors to not be knowledgeable of the shared philosophy of the Collaborative and also accounts for the minimal unity of the organization as a whole.

Insufficient unity on university campusesThe PASSHE directors implement Collaborative programs independently of one another on each campus, which causes the organization to appear disunified.


FORCE FIELD ANALYSIS


Driving Forces

To have purposeful communication targeted towards external publicsPurposeful communication pieces and web content that communicate clear messages to faculty, students and donors will increase their knowledge of the organization and may potentially lead to an increase their involvement with the FDI Collaborative.

To expand the organization beyond PASSHEThe expansion of the Collaborative beyond the PASSHE will increase it’s visibility. This stronger presence will allow the Collaborative to have a greater impact on the industry of diverse faculty development, fellowship, mentorship and professional development in higher education.

To maintain a powerful media presenceMaintaining a powerful media presence will boost the visibility of the Collaborative. The increased visibility of the organization among external publics will cause the organization to experience growth and receive greater returns on its investments in terms of student, faculty and donor engagement.

To strengthen internal relationshipsStronger internal relationships will lead the FDI Collaborative to become unified. The increased unification of the Collaborative will enable internal publics to achieve the organization’s goals more efficiently.

Workforce composed primarily of volunteersThe FDI Collaborative’s volunteer workforce has the ability to increase the productivity of the organization. Volunteers’ passion for the Collaborative’s mission can lead to heightened organizational effectiveness and favorable work behaviors.


THE OPPORTUNITY

Opportunity Statement

The Frederick Douglass Institute Collaborative has the opportunity to strengthen its internal communication in order to unify their presence and increase visibility. The collaborative has been recognized by the Pennsylvania State System since 2000 and has been establishing relationships and changing lives of underrepresented minorities, first generation and low income students by providing them with high-impact educational opportunities. Due to the changing climate on how the society receives information, it is crucial for a high-impact organization like the Collaborative to stay current in media trends by maintaining a unified presence in written, oral, and online presence.

We look to create consistent, unified and mission-driven communication amongst the Collaborative by updating all university web pages and that of the Collaborative. There will also be brand guidelines for all communication pieces for FDI directors to refer to in order to keep the communication consistent and templates for events and speeches to also further enhance the unified internal and external communication. The Collaborative have an opportunity to gain visibility through multiple communication pieces with key public message strategies and a strong online presence that represents the Collaborative.

Preliminary Identification of Publics

Refer to the Appendices section C

The Collaborative’s preliminary internal publics were identified as the convener, directors, and staff at each Frederick Douglass Institute university. The Collaborative’s preliminary external publics were identified as grantors, donors, Pennsylvania State System faculty staff and students.

Internal Publics

The chancellor, Mr. Frank Brogan, and assistant vice chancellor, Dr. Victoria Sanders, of the Pennsylvania State System represent and advise on diversity initiatives for the Collaborative. They act as counsel and provide updates on state budget.

The convener, Dr. Veronica Watson, is the liaison between all universities. She is primarily responsible for communicating all new and updated information to chancellor, assistant vice chancellor, directors, and staff . She is responsible for establishing partnerships, funding initiatives, and raising awareness on the inclusive and accessible practices of the Collaborative.

The Collaborative directors are responsible for relaying information about the Collaborative to faculty, staff, and students in their university. Directors utilize the Collaborative’s current communication pieces to relay messages to external publics. The directors operate their university’s Frederick Douglass Institute under their discretion.

External Publics

Underrepresented minority faculty in the Pennsylvania State System directly interact and relate to similar students employed at institutions, which will then increase knowledge of students and faculty on the Collaborative and their university’s institute. If professors are not properly targeted with the Collaborative’s communication pieces, knowledge of the programs will be limited within the universities.

Underrepresented minority students in the Pennsylvania State System are provided with the Collaborative’s opportunities to expand their knowledge. The students are the driving force of the Collaborative. Students interact with the directors at each Frederick Douglass Institute when participating in a program.

Potential donors essentially control the amount of funding the Collaborative receives for each individual program. To implement new programs, such as IFF, potential donors need to be targeted by the organization with legitimate communication pieces.

Legislature provide an influencing factor when Pennsylvania state budget is created and


PRELIMINARY IDENTIFICATION OF PUBLICS

PRELIMINARY IDENTIFICATION OF PUBLICS


implemented. They provide counsel to budget decision makers and support certain initiatives they think is important. The administration of each institution typically ensures that underrepresented individuals are represented at each institution. Administration can help ensure the correct students receive information about the Collaborative’s programs.

Primary Publics

Elevate Public Relations Agency believes it is beneficial to target underrepresented minority faculty and underrepresented minority, low-income, first-generation students in the Pennsylvania State System and potential donors.

Pennsylvania State System underrepresented faculty provide a direct connection to the underrepresented minority, low-income, first-generation students. This direct connection provides the students with exposure to their Frederick Douglass Institute opportunities. This primary public can support their university’s Frederick Douglass Institute by providing support to programs.

The Collaborative’s main vision is to provide accessible, inclusive, and high-impact educational opportunities to Pennsylvania State System’s underrepresented minority, low-income, first-generation students.

Potential donors are vital to the Collaborative’s growth with their new initiative, the IFF. Donors will provide the Collaborative the necessary resources to implement even richer experiences to the students.

Secondary Publics

A secondary external public of the Collaborative is administration. The administration of each institution typically ensures that underrepresented individuals are represented at each institution. Administration can help ensure the correct students receive information about the Collaborative’s programs.

Communication Channels

FDI Collaborative utilizes wide range of communication channels that are currently in use. Print, oral, and online channels are the areas that are explained in this section.

The Collaborative primarily uses print communication pieces to reach their key publics. The communication audit performed by the researchers in Elevate Public Relations Agency led to the conclusion that print may be one of the best channels to reach FDI Collaborative’s key publics, but there are improvements that should be made. The FDI Collaborative has a wide range of print documents, which are used as a tool to help promote and inform about their program(s).

We were given 18 print communication pieces that are currently used for both internal and external communication.

Oral channel of communication is recognized as word-of-mouth. Word-of-mouth can be explained as any member involved with the Collaborative passing along the word of the program. This can be an exchange of information on the Collaborative efforts and programs.

The Collaborative has an online presence through website and a Facebook and Twitter page for the IFF Initiative. The Frederick Douglass Institutes’ also have an online presence through their university’s website. The Collaborative website provides access to all of the university institute websites. It also provide information on programs, executive committee, recent news, and contact information. The Frederick Douglass Institute university web pages’ display combinations of information based on each director’s discretion. The Facebook and Twitter page provide a brief post about the IFF Initiative.



ISSUES FACING THE CLIENT

Remoteness and Time

The Collaborative’s executive committee and directors provide all of their time on a volunteer basis or receive a small stipend depending on each university’s funding allocation to their Frederick Douglass Institute. Despite the fact that all directors go above and beyond their duties, there is a limited amount of time spent together. The Collaborative has a scheduled meeting once a year to come together and discuss new or upcoming events, strategic plans and any areas that need specific attention. This limited amount of time restricts the directors and committee in developing, managing, and maintaining public relations efforts to benefit the Collaborative. The Collaborative has made it clear that improvements could be made in order to unify their internal communication in order to better promote the organization.

Funding

The Collaborative receives consistent funding each year from Pennsylvania State System. Each FDI Institute within the state system is provided with a portion of the collaborative’s initial funding from Pennsylvania State System and also any allocation each university provides for the Institutes. This funding is strictly to strengthen the programming and to provide resources for the students participating in the programs.

After the recent standstill with the budget impasse, the Collaborative realized their is a need for funding outside of PASSHE , therefore needing a presence to showcase to potential grantors, donors and legislators. The Collaborative has applied for funding in the past but sadly was denied due to limited supporting materials. The Collaborative’s limited resources restricts the organization from moving forward in their endeavors.

Presence

The Collaborative has an opportunity to strengthen their presence as an organization. The Collaborative currently has multiple channels for communication to internal and external audiences by means of a website specific to the Collaborative and a web page for each university’s Frederick Douglass Institute, newsletters and factsheets. However, there are not any social media accounts specifics to the Collaborative, which does hinder their promotion efforts.

The Collaborative could utilize social media channels to increase knowledge and establish relationships to their external publics. A greater greater presence online could dramatically impact the Collaborative and bring awareness to not only the collaborative but the importance of faculty diversity development altogether.

Previous Research

Previous research has been conducted by Dr. Shavonne Shorter, a director and executive committee member of the Collaborative. Her research focused on the significance of diverse faculty development in support of the Inclusive Future Faculty (IFF) Initiative. This body of research specifies the need for the IFF Initiative by identifying the causes of the low rate of diverse faculty in institutions of higher education across the United States. A brief summary of this article is included in this section.

The IFF Initiative

There is a lack of diverse faculty in collegiate institutions across the United States. Underrepresented and minority (URM) professors employed in America make up less than 12 percent of all professors employed by universities across the nation. The population of URM students in American collegiate institutions is steadily increasing. These students may potentially benefit from being mentored by URM professors but because URM professors are not being employed at the same rate of the inflow of URM students these opportunities may be limited.

The disparity between the rate of inflow of URM students and faculty into U.S. institutions of higher education may be related to URM students conceptions of professoriate positions as low-paying. Another factor that may contribute to the paucity of URM students pursuing careers in the professoriate are the negative associations that students hold about professors and faculty based on previous experiences. Increased interaction between URM professors and URM students may cause students to see professoriate as a viable career option. The IFF initiative was created to bridge the gap between the low level of URM professors employed in the U.S. and the increasing URM student population by providing the professors with opportunities to advocate for the professoriate.



SUMMARY OF RESEARCH

Introduction

This research identifies the lack of racial diversity amongst faculty that teach in universities and other institutions of higher education across the United States. As the enrollment of historically underrepresented and minority students into universities and colleges increases, the rate of underrepresented and minority faculty being hired has stagnated. These findings prove that the IFF Initiative, which will be launched by the FDI Collaborative is a viable solution to this issue.

In order to promote the IFF Initiative and other important opportunities and programs offered by the FDI Collaborative, this research examines how organizational interdependence and unified internal communication within an organization can lead to organizational effectiveness. Organizational effectiveness describes the overall level of productivity of an organization as well as its ability to achieve its goals. In the case of measuring the productivity of the Collaborative’s overall goal to provide accessible, inclusive, high-impact educational opportunities to underrepresented minority, low-income, and first-generation students Elevate Public Relations Agency conducted a Communication.

The Communication audit was used to determine the effectiveness of internal, external and website communication. The results and discussion that derive from the communication audit, outlines the effectiveness of the internal communication, external communication and the website and university web pages affiliated with the FDI Collaborative. Also, the six principles of the relationship management theory aid in determining if the FDI Collaborative’s current presence, opportunity-sharing and purpose is communicated in an impactful way through the relationships it has with its internal and external publics.

Purpose

The purpose of this research was to determine what courses of action and communication strategies need to be implemented in order to boost the visibility and overall presence of the FDI Collaborative amongst their key publics. Also, the research was designed to ascertain the levels of unification and mission-driveness of the original communication pieces provided to the Elevate Public Relations Team by Dr. Veronica Watson, the Collaborative’s convener. This campaign research was conducted in order to develop goals, strategies and tactics that will increase the presence, opportunity-sharing, purposefulness and the overall organizational effectiveness of the FDI Collaborative.


Faculty Development

There is a lack of diverse faculty in collegiate institutions across the United States. According to Shavonne Shorter (2015), a communication studies professor at Bloomsburg University of Pennsylvania, minority and underrepresented professors employed in America account for less than 12 percent of all professors. The lack of racially and ethnically diverse faculty members that teach at universities create an imbalance in varying perspectives. As the population of students of color, primarily of Black, Latino and Native American heritage are enrolled in college, the need for increasing diversity amongst academia presents a way to mitigate the “barriers that inhibit … students’ educational attainment” (Shorter, 2015, p. 2). The inclusivity of minority and underrepresented professors may provide opportunities for the exchange of ideas in academic environments and can contribute to minority students’ success in receiving a well-rounded education.

Programs that support professional development for those who are on the path to becoming professors and teachers “can have a substantial, positive influence on teachers’ classroom practice and student achievement” (Garet, Porter, Desimone, Birman, Yoon, 2001, p. 917). Several studies focused on the effects professional development have on faculty and students and have also noted that this process provides an opportunity for educators to learn to “communicate basic knowledge and to develop advanced thinking and problem-solving skills among their students” (Garet et al, 2001, p. 916). Additionally, the inclusion of diverse faculty can inspire the augmentation “of scholarship in traditional disciplines and lead in developing new areas of study” (AFT, 2010, p.4). The presence of faculty that are of diverse racial and ethnic backgrounds are linked to positive educational outcomes and experiences of students (American Federation of Teachers [AFT], 2010, p. 4).

Universities and other institutions of higher education often expose students to various demographics, specifically individuals who have different racial backgrounds. This kind of exposure creates spaces for individuals to engage in “informal interactional diversity” (Gurin, Dey, Hurtado, Gurin, 2002, p. 4), or the involvement of individuals in frequent and meaningful intergroup exchanges. Informal interactional diversity can lead faculty and students to gain skills in “intellectual engagement and motivation” as well as “perspective-taking, citizenship engagement, racial and cultural understanding and judgment of the compatibility among different groups in a democracy” (Gurin et al, 2002, p. 5).

There are numerous reasons as to why faculty or professional development programs supporting diversity within higher `education environments have positive effects on educators and students. Regardless of the positive outcomes that result from the integration of racially and ethnically diverse faculty within universities and colleges, there has been no sign of an increase in minority and underrepresented faculty in these institutions of higher education.

According to the American Federation of Teachers (2010), there is cause for concern surrounding the idea that the pace of efforts to diversify higher education faculty and staff are not moving quickly enough. It is imperative that the FDI Collaborative educates its internal and external publics on the importance of diversity in faculty development programs.

SECONDARY RESEARCH

SECONDARY RESEARCH


Effective Internal Communication

Organizational effectiveness describes the extent to which an organization reaches its goals (Grunig, 2013, p. 67). The effectiveness of an organization can be determined by several factors. These factors include efficient internal communication and interdependence between organizations.

Strong internal communication is an indicator of organizational effectiveness because it contributes to a workforce’s ability to produce better results (Smith, 2008, p. 2). Effective internal communication aids employees in gaining a mutual understanding of the organization’s goals and “the part that they have to play” (Smith, 2008, p.2) as individuals working on behalf of an organization. This provides structure to organizational activities, which in turn can lead an organization to reach its achievements. It is also important that when organizational programs are advancing there “ should be reporting at regular intervals” (Smith, 2008, p. 4). Consistent and purposeful internal communication can boost workforce morale and motivation, which often produces better organization outcomes (Smith, 2008, p. 4).

A substantial amount of nonprofit organizations lack effective internal communication, primarily because of the size, the age of the organization and resource limitations. Despite this, NPOs “may be pulling ahead in terms of employee engagement” (Smith, 2008, p.). Instituting organizational behaviors conducive to effective internal communication can enhance NPOs overall productivity.

It is critical that both “internal and external communications functions” (Smith, 2008, p. 2) are in alignment. The idea of internal and external publics having consistent communication patterns creates synergy for both the parties involved. When this is achieved, higher degrees of organizational effectiveness can be attained. James E. Grunig (1992), an authority on public relations theory, asserted that organizations work interdependently with other organizations and publics that influence their industry. The concept of interdependence is often exhibited in the relationships that nonprofit organizations have with external publics such as donors, government legislative bodies and other stakeholders. In fact, the “nature of organizations and stakeholders- which may be publics or other organizations- emerges, then as central concept in … organizational effectiveness” (Grunig, 1992, p. 81).

The importance of having consistent internal communication in an organization, as well as working interdependently with other key publics that influence or support an organization, not only determines organizational effectiveness, but also helps an organization stay in existence. Many nonprofit organizations do not have effective internal communication behaviors, which is not ideal for developing a strong and centralized workforce that is focused on achieving the organization’s goals. Also interdependence between NPOs and its key publics and stakeholders can directly lead to organizational effectiveness. Subsequently, if the FDI Collaborative were to have effective and consistent communication with the PASSHE schools that it is affiliated with then there would be an increase in FDI Collaborative’s ability to come up with strategic plans to educate the public on the need for diversity faculty development programs such as its IFF Initiative.


Research Questions

RQ1: What is the level of unification of all of Frederick Douglass Institute Collaborative visual and written communication?

RQ2: Is the content included on Frederick Douglass Institute Collaborative’s website effective in creating visibility with key publics?

RQ3: Are Frederick Douglass Institute Collaborative visual and written communication materials mission-driven?

Method

Refer to Appendices section D & E

For this public communication campaign a communications audit was conducted. The communications audit is within the realm of descriptive research. Descriptive research focuses on the observation of certain factors specific to a study (Kelley, Clark, Brown, & Sitzia, 2003). Through utilizing this method of research all internal and external communication will be evaluated to determine its effectiveness in creating a powerful media presence, visibility amongst external publics and mission-driven communication pieces.

Communication audits, which may include various approaches to measuring the quality of the communication that an organization puts out, are used as methods to assess the “strengths and weaknesses of an organization’s internal communication system” (Zwijze-Koning & de Jong, 2015, p. 37). Communication audits evaluate an organization’s communication pieces in order to identify issues and to introduce strategic solutions to resolve those issues.

In order to conduct the communication audit, a research method was instituted as a part of the evaluative process. Various research methods can be used to facilitate this process of the communication audit. It was appraised that the survey method of research would be the most effective. Three separate online surveys were created to assess the viability and adequacy of the communication materials. Each survey was dedicated to the FDI’s internal, external and the website communication. The same questions appear on each of the surveys, with the exception of the website surveys, in order to gauge the level of effectiveness of the communication pieces across each of the categories.

There are six internal communication pieces, 10 external communication pieces and 14 websites that were evaluated by the Elevate Public Relations Agency. Seven of the eight questions listed on each survey are close-ended. There is only one open-ended question on the surveys. The questions were designed to determine which public each piece is targeted towards, the level of unification of each of the pieces in relation to one another and their formats. The open-ended question at the end of each

PRIMARY RESEARCH

PRIMARY RESEARCHsurvey encouraged the participants of the survey to make comments on each of the communication pieces and websites that were evaluated.

Before the data was analyzed survey questions were cross-tabulated to investigate the relationship between the concepts addressed in each question. The results of these surveys were entered into SPSS, software used for statistical analysis. The findings were then recorded in the communication audit report.

Sample

The sample that was taken for the communication audit was a purposive sample, which involves a sample population of individuals who are specifically selected to be included in the data collection process. The members of the Elevate Public Relations Agency completed communication audit surveys because the team has knowledge of public relations strategies and have experience in examining communication pieces that relate to campaign research.

Results

Refer to Appendices section F

All of the internal communication pieces, external communication pieces and the Collaborative website and university affiliated web pages were evaluated to gauge the unification, mission-driveness, level of visibility and how each piece works to create a stronger media presence for the FDI Collaborative. The qualitative results are based on the open-ended answers derived from the communication audit surveys. The quantitative results originate from the close-ended answers recorded on each survey and are measured by correlations noted between the variables found in the survey questions. A correlation is a statistical measure or used to evaluate the relationship between two variables. The results are divided into three sections and are listed below. Members of the Elevate Public Relations Agency who took the communication audit surveys are referred to as respondents in this section.

Internal Communication

The audited internal communication pieces are specifically targeted towards individuals and constituents who are a part of the FDI Collaborative.The communication pieces provided to Elevate Public Relations Agency were assessed to have titles that do not communicate the mission and/or the purpose of the document. There are a fair amount of documents that do not have identifiable titles. It was determined that the internal communication pieces are specifically targeted towards internal publics. The respondents determined that the organization and layout of the documents are ineffective. Many of the communication pieces did not include the FDI’s logo or branding consistent with the organization.



An analysis of the survey revealed that there 31.4% of the respondents assessed that the messages contained within the internal communication pieces are not clear or concise and 62.9% of respondents judged the internal communication pieces to be inconsistent with the FDI’s brand. There were no significantly high correlations between the variables contained in the survey questions. However, there was a poor correlation (.399) or relationship between the perceived consistency of the communication pieces and the clarity of the messages that appear on the pieces. Seven respondents believed that the internal communication pieces are consistent and have a hierarchy of font.

External Communication

The audited external communication pieces are targeted towards students, faculty and potential donors. These pieces were evaluated as not having consistent or clear messages. The FDI Collaborative is not explicitly recognized as a collaborative organization throughout these communication pieces. The documents were assessed as not being mission-driven because they do not contain calls to action directed toward external publics.

In the majority of the pieces there is an absence of the organization logo or inappropriate placement of the logo. The respondents determined that the placement of key messages and mission statement of the FDI Collaborative are not effective in creating organization and a high level of visibility. The pieces were evaluated as not being visually appealing or having fonts, graphics and color schemes that are not consistent with the organization’s brand. Respondents noted that while some of the designs included in the external communication pieces are decent, they do effectively promote a powerful media presence.

An analysis of the survey revealed that 51.5% of respondents believed the external communication pieces contain no calls to action. 70.8% of respondents believed that external communication pieces were inconsistent with the FDI’s brand. 45.3% of respondents determined that formatting used in these pieces were not appropriate and 40.9 % of respondents perceived the messages contained within external communication pieces to not be clear or concise. There was a fair correlation (.342) between the promotion of specific programs and the presence of hierarchy of font in the communication pieces. 35 respondents believed that the external communication pieces displayed a hierarchy of font and also promoted a specific program.

Website

The FDI Collaborative website and university affiliated web pages that were audited are targeted towards both internal and external publics. The FDI Collaborative website and the university web pages linked to the FDI Collaborative’s site were evaluated as not being consistent with each other. The content displayed on the websites were assessed as not having mission-driven text and visual graphics. The graphics and headings incorporated onto the website are inconsistent with the bodies of text. The respondents observed that there were inconsistent layouts throughout each web page.



Respondents also noted that certain affiliated universities did not have a webpage associated with the FDI Collaborative even though links to the websites of the universities were hosted on the FDI Collaborative’s website.

The FDI Collaborative website and the individual university web pages linked to the main website, provided a limited amount of content relating to the programs and opportunities that the FDI Collaborative offers. Information found on the university web pages referenced outdated information about the Collaborative’s programs and opportunities. The graphic and design elements on the websites are not consistent with the FDI Collaborative’s brand. The Collaborative’s logo and the colors associated with the organization are not integrated onto the university web pages.

An analysis of the survey revealed that 70. 3% of respondents perceived that the website and university web pages were not unified and 85.9% of the respondents believed that the university web pages did not display the FDI Collaborative logo. 45.3% of the respondents believed that the Collaborative website and webpages were not user-friendly. There were three correlations between the variables contained in the communication audit website survey. There is a moderately negative correlation (-.343) between the unification of the website/webpages and the presence of the FDI Collaborative’s logo. 44 respondents believed that the university web pages are not unified and do not display the FDI Collaborative logo. There is a moderately negative correlation (-.344) between the unification of the website/web pages and representation of the FDI Collaborative based on the URLs. 26 respondents believe that the FDI Collaborative website URL represents the organization, but that the other university web pages associated with the organization do not. There was a moderately negative correlation (-.378) between the unification of the websites and the visibility of the programs offered. 30 respondents believe that the web pages do not display available programs and the and are not unified. Also, the respondents believe that no logo is present on any of the FDI Collaborative web pages with the exception of the home page.

Discussion

Each of the communication pieces directed toward the external publics and the internal publics were evaluated to ensure whether or not the pieces have a call to action, are consistent, promote specific programs, are appropriately formatted, as well as the levels of clarity and to which publics each communication piece targets. The results reflected are based on Elevate Public Relations Agency’s answers to the communication audit surveys. These results revealed that the organization’s external communication, internal communication and the FDI Collaborative website and affiliated university web pages currently do not promote a powerful media presence.

The survey results answered the three research questions that the Elevate Public Relations Agency developed which measured the unification, visibility and mission-driveness of the internal and external communication pieces and the FDI Collaborative’s website and the university web pages associated with the FDI. The unification of the communication pieces was assessed through the consistency of each communication piece and website and web pages in relation to each other.


The mission-driveness was determined by the presence or absence of a call to action, formatting, the promotion of specific programs and the if the intended publics for specific communication pieces could be identified by the respondents. The level of visibility was determined by the presence or absence of the FDI logo, effective URLs, and the user-friendliness of the website and web pages.

RQ1:What is the level of unification of all of Frederick Douglass Institute Collaborative visual and written communication?The respondents concluded that the external and internal communication pieces and the university web pages associated with the FDI are not unified. Respondents commented that the inconsistencies in the content, design elements and wording displayed on the website, web pages and throughout the communication pieces contributed to its disunification.

RQ2: Is the content included on Frederick Douglass Institute Collaborative’s website effective in creating visibility with key publics?Overall, it was assessed that the FDI Collaborative website and the university web pages do not have high levels of visibility among external publics but do incorporate some effective features on the website that do promote minimal visibility. Only the Collaborative homepage displays the organization logo. The absence of the organization’s logo on the university web pages negatively impact visibility. Some of the respondents evaluated that the URLs of the Collaborative website and the university web pages represent the FDI Collaborative and a moderate amount of respondents believed that the website and web pages are user-friendly.

RQ3: Are Frederick Douglass Institute Collaborative visual and written communication materials mission-driven?It was evaluated that the external and internal communication pieces and the FDI website and PASSHE webpages are not mission-driven. The communication pieces and the website and webpages effectively target either external and internal publics but the specific audience it targets within those two categories are not easily identifiable. Respondents recognized that the external and internal communication pieces were mildly suggestive but were not perceived as having calls to action. The majority of the respondents believed that formats of the communication pieces were not purposeful and often do not have a hierarchy of font displayed. The internal communication pieces were evaluated as having a clear and concise message. All respondents concluded that the PASSHE web pages do not display the programs and opportunities offered by the FDI.

The results of the three surveys suggest that all communication pieces need to have an apparent call to action. External communication was evaluated as having inappropriate design elements and formatting. Also, the communication pieces and the FDI website and PASSHE web pages need to include the organization logo, list the available programs and opportunities and reinforce the organization brand images and color schemes in order to maximize the unification of all communication material and create a highly visible and powerful media presence.


Limitations

There are two primary limitations within this research and they are the sampling frame and the broad language used in communication audit surveys.

The sampling frame was strategically formed to include the six members of Elevate Public Relations Agency. However, if the sample size were to have been expanded to include more respondents there is a strong possibility that more insight could have been gained from the communication audit.

Another limitation that was recognized is that the survey questions could have been worded more precisely. Adding questions that contained the specific terminology in our research questions would have refined the results of the research even further. Furthermore, the survey used to evaluate the communication pieces included eight questions. For further research, more questions should be included in the survey to produce more detailed results.

Theoretical Framework

The relationship management theory targets the evaluation of current public relations initiatives and actions based on the impact of the level of value placed on relationships with the publics with which an organization interacts (Botan & Hazeltown, 2006, p. 466). Within establishing strong relationships with publics, the relationship management theory asserts that key publics perceive the relationships they have with an organization as being mutually beneficial and having quality. Research conducted by John A. Ledingham and Stephen D. Bruning, communication professors at the Capital University, Bexley, substantiates that public relationships are “linked to social and political issues” (Botan & Hazeltown, 2006, p. 471). Their research has also proven that individuals who perceive that an organization as charitable within the local community are more likely to “subscribe to the organization’s services rather than sign up with a new marketplace competitor” (Botan & Hazeltown, 2006, p. 471).

There are several elements that contribute to the effectiveness of creating strategic public relationships within the relationship management theory. These elements are: trust, reciprocity, commitment, mutual legitimacy, mutual understanding and control mutuality. Trust is described as openness and security in a relationship. Trust can contribute to the creation and implementation of effective internal and external communication. Reciprocity represents the shared expectation of roles between individuals in collaborative relationships. It also reveals the idea that “individuals want to collaborate with an organization known to be a giver rather than a receiver” (Aldoory, Bellows, Boekeloo & Randolph, 2015, p. 690). Commitment is referred to as the dedication, loyalty, and intention to continue a relationship that derives from an organization’s standpoint. Organizations can show commitment through the resources and time they invest in key publics. The level at which “a stakeholder is perceived to contribute expertise to the work of the collaborative” (Aldoory, Bellows, Boekeloo & Randolph, 2015, p. 690) is termed mutual legitimacy. Mutual understanding indicates a philosophy that is shared by members of an organization and its constituents and the degree at


which a stakeholder shares similar beliefs about an issue and the way it should be resolved (Aldoory, Bellows, Boekeloo & Randolph, 2015, p. 690). The final component of the relationship management theory, control mutuality asserts that if an organization can “predict and manage the consequences of their[its] behavior” (Aldoory, Bellows, Boekeloo & Randolph, 2015, p. 690) then the relationships dependent on these consequences may strengthen and an organization’s influence can increase.

Application

This public communication campaign seeks to create a strategic communication system for managing the relationships that the Frederick Douglass Institute Collaborative has with its external and internal publics. This theory stipulates that through strengthening relationships, an organization gains the ability to achieve its goals. Relationship management theory emphasizes the importance of cultivating “positive public relationships” (Botan & Hazeltown, 2006, p. 466). The relational concept of the relationship management theory explains that an organization’s constituents affects its direction, mission, and purpose (Botan & Hazeltown, 2006, p. 468). For this reason, it is imperative that the FDI Collaborative continue to build, nurture and maintain its relationships with its key publics.

The six elements of the relationship management theory apply to the three goals of this public communication campaign, which are: to increase the presence, opportunity-sharing and purpose of the FDI Collaborative amongst its key publics. Through the development of trust between internal publics, the FDI’s communication targeted towards external publics will increase in effectiveness. The Collaborative’s internal relationships can become strengthened by establishing a mutual understanding or shared philosophy amongst internal publics. Effective communication and the development of trust between the FDI Collaborative and its internal publics will allow the members of the organization to become unified in achieving the goals of the Collaborative and therefore lead to organizational effectiveness. With increased unification and productivity amongst internal publics, mission-driven and consistent communication directed to external publics will increase as well.

The FDI Collaborative is committed to creating inclusive university communities and transformative connections among historically underrepresented students and faculty. The Collaborative also offers reciprocative opportunities for fellowship and professional development which encourage the involvement of external publics. The organization’s commitment to the higher educational community and the reciprocative opportunities it provides should be made highly visible to students, faculty and donors in order to strengthen its relationships with external publics. Also the implementation of organizational actions that represent commitment will enhance the relational ties, loyalty and the dedication of internal publics to the FDI Collaborative, which will contribute to organizational effectiveness.

The mutual legitimacy, or the expert knowledge that is represented by an organization can increase its perceived credibility among key publics. The development of a powerful media presence, will assist the FDI Collaborative in maintaining its credible image among external and internal publics.


A powerful media presence can be attributed to the implementation of consistent brand images and program information that is up to date and displayed throughout all external communication pieces and on the organization website and university affiliated web pages.

The Collaborative’s exercise of control mutuality or its ability to effectively get ahead of and manage any communication behaviors that may be injurious to its key publics can lead the organization to have stronger ties with its key publics. The Collaborative’s control mutuality in the area of establishing a shared philosophy among its internal publics can aid the organization in creating and dispensing consistent and purposeful communication to external publics. The control that the FDI Collaborative has in managing the communication behaviors that internal publics implement on behalf of the organization can directly affect the relationships it has with external publics.

ACTIONIn This Section• Goals• Objective• Key Message

SPRING 2016 Dr. Jennifer F. Wood Action 29

GOALS

This section showcases what will be implemented within this campaign in order to unify FDI’s presence.

Goal 1: PresenceTo design consistent mission-driven communication pieces for FDI Collaborative that will communicate to internal and external audiences by April 15, 2016.

Goal 2: Opportunity-sharingTo increase the visibility and effectiveness of unified internal communication with key publics by April 15, 2016.

Goal 3: PurposeTo design prioritized strategic communication strategy for FDI Collaborative leadership by April 15, 2016.


OBJECTIVES

This section further emphasizes how the goals will be accomplished.

PresenceTo develop written communication pieces about FDI programs for external audiences by 35%.To increase overall oral communication to external audience by 25%.To strengthen online presence by 40%.

Opportunity-SharingTo increase overall visibility through strong online presence by 60%.To increase overall organization unity through strong presence by 40%.

PurposeTo establish components of a strategic communication strategy by 100%.

OBJECTIVES


KEY MESSAGE

Our key message represents “The Proof is in the P.O.P.” Frederick Douglass Institute Collaborative voiced their reasoning for needing a greater presence over all platforms and across all channels. Within our Key message the “P.O.P.” is an acronym designed to lay out the opportunities that the FDI Collaborative is able to capitalize on such as the Presence, Opportunity-sharing and Purpose.

The FDI Collaborative will showcase their efforts for a greater presence by utilizing this public communication campaign and allowing their publics to be reached by the “P.O.P”. The FDI Collaborative will provide their external publics with a presence that further emphasizes the opportunities that will be shared amongst other organizations and partnerships and their purpose behind a unified communication amongst passhe FDI directors and students will show through.

Campaign Theme

The campaign theme reflects that of the FDI Collaborative’s colors : Gray, gold, black and white. With the theme, Elevate Public Relations Agency wants to showcase consistent communication within FDI Collaborative’s newfound presence, by having the campaign theme logo colors mirror that of the organization. The colors give the theme a foundation to stand on, that also create unity amongst the organization and what the FDI Collaborative look to create amongst its external publics.

COMMUNICATIONIn This Section• Strategies• Campaign Timeline• Tactics• Campaign Budget

SPRING 2016 Dr. Jennifer F. Wood Communication 33

STRATEGIES

This section identifies the physical elements needed in order to satisfy the objectives.

PresenceTo increase knowledge of FDI Collaborative programs to PASSHE faculty.To increase knowledge of FDI Collaborative programs to potential donors.To increase knowledge of FDI Collaborative’s history, mission and values.To increase knowledge of FDI through oral communication to key publics.To update FDI Collaborative website to create a more effective user experience.To create FDI Collaborative Facebook.To develop written brand guidelines.

Opportunity-SharingTo establish relationships with students on campus.To build mutually-beneficial relationships with PASSHE URM faculty and staff on campus.To establish relationships with donors in Pennsylvania.To strengthen credibility to PASSHE faculty by providing consistent information.To strengthen credibility to potential donors by providing consistent information.To strengthen credibility to students by providing consistent information.

PurposeTo compile all communication pieces with instructions.To centralize all communication efforts amongst FDI directors.


CAMPAIGN TIMETABLE

The campaign timeline is a visual representation of the time period of the campaign. This displays the 7 months that the campaign will be running and when each tactic should be implemented. This timeline would yield best results if it is started in June 2016.

Refer to Appendicies section G

CAMPAIGN TIMETABLE


TACTICS

This section further examines the implementation and action of how the objectives will be carried out.

Goal 1: PresenceTo provide a factsheet program overview to distribute around universities.To provide a factsheet program overview for potential donors.To create a boilerplate to add to internal and external documents.To create talking points for promotional and informative purposes.To create a powerpoint template that integrate talking points.To change headings to navigation bar and develop pages to provide more information.To post statuses on Facebook about FDI Collaborative and its efforts on university campuses.To post statuses on diversity within Higher Education.

Goal 2: Opportunity- SharingTo reach out to URM student organizations to inform members of FDI Collaborative.To develop a luncheon for faculty mentors of debate society and fellowship to say thank you.To develop a portion of website that provides information about partnerships and donors. Ask partners to link-build on their current blogs about FDI Collaborative’s work.To update all University web pages to include FDI homepage, history, mission, and values and diversity stats on infographic and other integrated pieces.To create an element in conference that allows past FDI alumni to talk about their experiences with FDI; reach out to URM organizations on each campus and invite them to event. This event then can be replicated throughout each university.

Goal 3: PurposeTo create an information usage kit.To create a google drive.


CAMPAIGN BUDGET

The campaign budget displays the predicted budget for the printing and production of the materials. The first section is a budget based on the materials being printed from an outside source. The second section is a budget build based on materials being printed in-house. The budget could also be altered if there are additional or less copies of each tool being produced.

Refer to Appendices section H

CAMPAIGN BUDGET

EVALUATIONIn This Section• Output Evaluations• Outcome Evaluations• Statement of Benefits

SPRING 2016 Dr. Jennifer F. Wood Evaluation 38

OUTPUT EVALUATIONS

This section details the appropriate methods that should be used internally to evaluate each of the the tactics utilized in this public communication campaign.

Evaluation Methods

The evaluation methods that are ideal for assessing the effectiveness of the tactics proposed in this campaign plan book are pre and post test surveys, progress reports and formal discussions.

Pre and Post Test Surveys

The pre-test will be distributed to PASSHE faculty and students at the beginning of a semester to measure the current knowledge both students and faculty possess about the FDI Collaborative. At the end of the semester an identical survey or post-test survey will be given to the same participants who took the pre-test in order to examine their knowledge of the FDI Collaborative increased.

Progress Reports

Progress reports are assessments that establish what sub-goals an organization has accomplished, the resources that are expended, the issues encountered, and specify whether the budget and timeline by which a project is designated to be complete is met. The systematic issuing of progress reports by the FDI Collaborative leadership will serve as a method to continually track organizational productivity and progress in relation to the goals detailed in this campaign. The progress reports will provide the executive committee with information on each university’s progress on establishing and building relationships.

Formal Discussions

Board meetings will facilitate formal discussions between FDI Collaborative leadership to decide matters regarding the effectiveness of the present communication strategies and efforts being implemented.

OUTPUT EVALUATIONS

Evaluation of Tactics

Goal 1: PresenceTo provide a factsheet program overview to distribute around universities.Refer to Appendices section IThis factsheet will be evaluated by pre and post test survey given to PASSHE faculty and staff. The implementation of this factsheet will capitalize on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by increasing knowledge and awareness of programs offered.

To provide a factsheet program overview for potential donors.Refer to Appendices section JThis factsheet will be evaluated by pre and post test survey given to prospective donors.The implementation of this factsheet will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by informing donors of the programs that support FDI’s mission and vision and further explain how they are being carried throughout the the universities.

To create a boilerplate to add to internal and external documents.This boilerplate will be evaluated by pre and post test survey given to PASSHE faculty and staff. The implementation of this boilerplate will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by providing consistency and unification amongst all communication pieces.

To create talking points for promotional and informative purposes.Refer to Appendices section KThese talking points will be evaluated by a formal discussion held by the FDI leadership. The implementation of these talking points will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by creating a structured approach to all communication and promotional efforts.

To create a powerpoint template that integrate talking points.Refer to Appendices section LThis powerpoint template will be evaluated by a formal discussion held by the FDI leadership. The implementation of this powerpoint will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by creating guidelines of which information to convey and how to do it.



To change headings to website navigation bar and develop pages to provide more information.Refer to Appendices section MThese headings will be evaluated by pre and post test survey given to PASSHE faculty and staff. The implementation of this navigation bar will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by providing a more accessible webpage with the user’s experience in mind.

To post statuses on Facebook about FDI Collaborative and its efforts on university campuses.Refer to Appendices section NThese posts will be evaluated by pre and post test survey given to PASSHE faculty and staff. The implementation of these factsheets will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by creating a way to consistently communicate with external audiences.

To post statuses on diversity within Higher Education.These posts will be evaluated by pre and post test survey given to PASSHE faculty and staff. The implementation of the newsletter will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by providing external and internal audiences with information that supports FDI’s mission.

Goal 2: Opportunity- SharingReach out to URM student organizations to inform members of FDI Collaborative.This outreach approach will be evaluated by progress reports issued by FDI leadership to assess organizational relationships and effectiveness.The implementation of this outreach approach will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by creating relationships and opportunities within organizations who have the same goals.

Develop portion of website that provides information about partnerships and donors. Ask partners to link-build on their current blogs about FDI Collaborative’s work.This web page containing partnership and donor information will be evaluated by progress reports issued by FDI leadership to assess organizational relationships and effectiveness. The implementation of this web page will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by allowing the publics to see what relationships have been maintained and built throughout FDI Collaborative.

To update all University web pages to include FDI homepage, history, mission, and values and diversity stats on infographic and other integrated pieces.These updates will be evaluated by pre and post test survey given to PASSHE faculty and staff. The implementation of these updates will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by restating the.


Create element in conference that allows past FDI alumni to talk about their experiences with FDI. Reach out to URM organizations on each campus and invite them to event. This event then can be replicated throughout each university.

The alumni experiences component of the conference will be evaluated by progress reports issued by FDI leadership to assess organizational relationships and effectiveness. The implementation of the alumni experiences will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by showing maintenance and consistent building upon relationships.

Goal 3: PurposeTo develop an information usage kit.Refer to Appendices section OThe information usage kit will be evaluated through a formal discussion held by the FDI leadership. The implementation of information usage kit will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by strategically showcasing how communication efforts should be done, so that their purpose is always promoted.

To create a google drive.Refer to Appendices section PThe google drive will be evaluated by progress reports issued by FDI leadership to assess organizational relationships and effectiveness.The implementation of the google drive will aid in capitalizing on this campaign’s opportunity to strengthen the FDI’s internal communication in order to unify their presence and increase visibility by strategically centralizing all FDI Collaborative’s communication internally.


OUTCOME EVALUATIONSThis section details the appropriate methods that should be used internally to evaluate the goals utilized in this public communication campaign.

Evaluation Methods

The evaluation methods that are ideal for assessing the effectiveness of the goals proposed in this campaign plan book are communication audits and progress reports.

Case Studies

A case study is a form of qualitative descriptive research that is used to examine individuals or groups of participants. A case study can be used by the FDI Collaborative to evaluate the planning, programming, actions, the communication and the execution of campaign strategies. The results of case studies can determine if campaign goals and strategies were effective, need to be refined or changed entirely.

Progress reports

Progress reports are assessments that establish what sub-goals an organization has accomplished, the resources that are expended, the issues encountered, and specify whether the budget and timeline by which a project is designated to be complete is met. The systematic issuing of progress reports by the FDI leadership will serve as a method to continually track organizational productivity and progress in relation to the goals detailed in this campaign. The progress reports will provide the executive committee with information on each university’s progress on establishing and building relationships.

Evaluation of Goals

Purpose |Goal 1: To design consistent mission-driven communication pieces for FDI Collaborative that will communicate to internal and external audiences by April 15, 2016.

Goal 1 will be evaluated by a case study to determine if the communication pieces implemented by this public communication campaign were successful. The implementation of consistent mission-driven communication pieces will aid in capitalizing on this campaign’s opportunity to strengthen the FDI Collaborative’s internal communication in order to unify their presence and increase visibility by redeveloping communication materials to include clear and concise written and visual elements that reflect the FDI Collaborative’s mission and the programs and opportunities it offers.

Opportunity-sharing| Goal 2: To increase the visibility and effectiveness of unified internal communication with key publics by April 15, 2016.


OUTCOME EVALUATIONS


Goal 2 will be evaluated by a progress report by the FDI Collaborative leadership to assess organizational relationships and effectiveness. The implementation of highly visible and unified internal communication will aid in capitalizing on this campaign’s opportunity to strengthen the FDI Collaborative’s internal communication in order to unify their presence and increase organization visibility.

Presence | Goal 3: To design prioritized strategic communication strategy for FDI Collaborative leadership by April 15, 2016

Goal 3 will be evaluated by a case study to determine whether or not the communication practices implemented in this public communication campaign were successful. The implementation of strategic communication strategies will aid in capitalizing on this campaign’s opportunity to strengthen the FD Collaborative’s internal communication in order to unify their presence and increase visibility by establishing systematic methods of communication between FDI Collaborative leadership and PASSHE directors.

Feedback and Program Adjustment

This section gives an overview of the evaluation methods that can be used to receive feedback for this campaign’s tactics and goals and also insight for making adjustments to them. The tactics included in this plan book can be evaluated by pre and post test surveys, progress reports and formal discussions. The goals included in this plan book can be evaluated by case studies and progress reports.


STATEMENT OF BENEFITS

Statement of Benefits

If this campaign is deemed successful, the return on investment for the Frederick Douglass Institute Collaborative will be valuable. This campaign will not only lead to a unified and consistent pres-ence internally, but it was also increase the organization’s ability to successfully communicate with all publics. An expansion in successful communication will then give way to an increase in student and faculty involvement, as well as donations and grants.

STATEMENT OF BENEFITS

APPENDICESIn This Section• Appendix• Agency Materials

SPRING 2016 Dr. Jennifer F. Wood Appendices

APPENDICESTABLE OF CONTENTS

SWOT Analysis ............................................................................................................ Appendix A

Force Field Analysis ..................................................................................................... Appendix B

Preliminary Identification of Publics ........................................................................Appendix C

Method ........................................................................................................................... Appendix E

Results .............................................................................................................................Appendix F

Timetable ......................................................................................................................Appendix G

Budget .......................................................................................................................... Appendix H

Faculty Factsheet Program Overview .........................................................................Appendix I

Donor factsheet Program Overview .......................................................................... Appendix J

Talking Points .............................................................................................................. Appendix K

Powerpoint Template ...................................................................................................Appendix L

Website ..........................................................................................................................Appendix M

Facebook ....................................................................................................................... Appendix N

Information Usuage Kit ..............................................................................................Appendix O

APPENDICESTABLE OF CONTENTS


APPENDIX A


APPENDIX B


APPENDIX B


APPENDIX C


APPENDIX D

APPENDIX D


APPENDIX E


APPENDIX FInternal Survey Results

External Survey Results


APPENDIX F


Website Survey Results


APPENDIX G


APPENDIX H


APPENDIX G

Google Drive Integration

Logo Placement

Branded Fonts

Website Update

Talking Points

Twitter

Faculty Facts Sheet

Donor Facts Sheet

Newsletter

Letterhead

Powerpoint

Facebook

Informational Events

Student Facts Sheet

Donor Bookmark

CAMPAIGN BUDGET

Google Drive Integration

Logo Placement

Branded Fonts

Website Update

Talking Points

Twitter

Faculty Facts Sheet

Donor Facts Sheet

Newsletter

Letterhead

Powerpoint

Facebook

Informational Events

Student Facts Sheet

Donor Bookmark

In-house Printing

Outside Printing

Materials

Materials

Amount of Copies

Amount of Copies

Administrative Costs

Administrative Costs

Total

Total

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

840 X $0.11=$92.40

900 X $0.11=$99.00

20 X $0.11=$2.20

20 X $0.11=$2.20

900 X $0.11=$99.00

6 hours X $20 per hour=$120.00















$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$212.40

$219.00

$122.20

$122.20

$219.00

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

$2,094.80

840 X $0.00=$0.00

900 X $0.00=$0.00

900 X $0.00=$0.00

20 X $0.00=$0.00

20 X $0.00=$0.00
















$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$120.00

$1,800.00


APPENDIX I

OPPORTUNITIES TO GET INVOLVEDThe Frederick Douglass Scholars Fellowship of the PASSHEThe Douglass Scholars Fellowship is a professional mentorship program for graduate students entering the final year of doctoral programs and other terminal degrees and preparing to be college teachers. Priority will be given to candidates who come from historically underrepresented groups who will enrich the cultural diversity of our universities and those who would help to create an inclusive campus climate and curriculum through their teaching and research. The Douglass Scholars Fellowship is available at various Pennsylvania State System of Higher Education (PASSHE) universities during the summer months. At the discretion of individual campuses, Douglass Fellowship applications may be considered for full- or partial-year appointments.

Frederick Douglass Scholarly ConferencesDouglass Institutes across the State System offer undergraduate and graduate conferences that showcase student scholarship and that help to establish a rich intellectual climate at the universities. The Douglass Scholarly Confer-ences strive to be interdisciplinary and to provide a forum in which all PASSHE students can participate, regard-less of the university that is hosting the conference.

Frederick Douglass ColloquiaDouglass Institutes across the System have a number of programs designed to support rich intellectual inquiry and exchange in their communities. From book talks and brown bag lunches to discussion/speaker series and symposia, the colloquia create safe spaces for multidisciplinary, multicultural, intergenerational learning and discussion on a broad array of topics related to diversity, inclusivity, and social justice.

The Douglass Debate SocietyWith the great nineteenth century public intellectual and orator Frederick Douglass as our inspiration and model, the Frederick Douglass Institute Partnership is establishing the Douglass Debate Society in the State System, the goal of which is to increase student engagement with contemporary issues of concern both nationally and internationally. Local Douglass Institutes will assist in preparing campus debate teams for competitions within the State System. Participants will hone their critical thinking and public speaking skills as well as their ability to craft arguments and to consider topics in their full complexity—all key to responsible and engaged citizenship in the complex world in which we live.

Are you an underrepresented minority? Are you ready to increase your involvement on campus? Get involved with the Frederick Douglass Institute, and be the change in a student’s

educational experience. Why wait? Contact your university’s representative today or visit frederickdouglassinstitute.org!

FREDERICKDOUGLASS INSTITUTECOLLABORATIVE





Make the most of your education and get involved with the Frederick Douglass Institute! Applying for one of these programs is easy. Simply, contact your university’s representative to get more information or apply for one of Frederick Douglass Institute’s developmental and beneficial

programs at frederickdouglassinstitute.org.

APPENDIX I


APPENDIX J





Are you interested in bettering the educational experience of underrepresented students? The Frederick Douglass Institute runs on gifts from generous donors and grantors. If you’re interested

in getting involved with the Frederick Douglass Institute, please visit frederickdouglassinstitute.org, and support the cause today!


APPENDIX K

Introduction:Welcome audience to event and thank host.Tell the audience who you are and what you do/organizationGive a brief history ( Legislators/donors and students)The Frederick Douglass Institute Collaborative (FDI Collaborative) originated in the Commonwealth of Pennsylvania. Recognized by Pennsylvania State System of Higher Education in 2000, the Frederick Douglass Institute Collaborative was named after the distinguished 19th century orator, statesman, and public intellectu-al, Frederick Douglass. It is comprised of Douglass Institutes that operates at each of the fourteen universities in the System. Guided by the spirit and legacy of Frederick Douglass, the Douglass Collaborative is especially committed to advancing and supporting diversity, equity, and inclusion within our institutions and within the Commonwealth of Pennsylvania. The Collaborative pursues those goals by promoting academic excellence, civic engagement, and global citizenry through out high-impact practices and collaborative programs that are open to students across the System.Explain goals, mission and vision of organization. ( Legislators/donors and students)Body:Tell the audience why you are here.What do you wish to accomplish with this event?Opportunities that are availableWhy is it relevant to the audienceMake it relationalExplain agenda for event

Closing:Have a call to actionRestate what was discussedThank everyone, including hostSay closing remarksOpen floor for Q&A’s


APPENDIX L

POWERPOINT

APPENDIX K


APPENDIX M

WEBSITEHOMEPAGE

DROPDOWN 1


APPENDIX M


DROPDOWN 2

DROPDOWN 3


DROPDOWN 4

SAMPLE PAGE


SPRING 2016 Dr. Jennifer F. Wood Appendices SPRING 2016 Dr. Jennifer F. Wood Appendices

APPENDIX N

The Information Usage Kit is a tool used in order to establish and maintain a unified presence within the Frederick Douglass Institute Collaborative. The Information Usage Kit will be provided to the FDI Collaborative directors and executive committee, and it will thoroughly explain the appropriate usage of each communication piece. The kit will also contain the proper key public for each piece.

The Frederick Douglass Institute Collaborative’s communication pieces currently appear as separate entities depending upon the university at which they are being distributed. The Information Usage Kit will be beneficial in creating a sense of unity and consistency between all of the communication pieces distributed by the Frederick Douglass Institute. The Kit is created with the intent that each communication piece will represent the same recognized brand, no matter what university or director is distributing it.

The guidelines for this Information Usage Kit have been written in a manner to facilitate distribution and implementation at each university affiliated with the Frederick Douglass Institute Collaborative.

1. Google Drive Integration- Accessibility, organizational effectiveness, unification2. Logo Placement- Consistency and credibility3. Branded Fonts- Consistency and credibility4. Letterhead- Consistency and credibility5. Website Update- Visibility to publics, user experience and unification purposes6. Talking Points- Centralize and Unification7. Powerpoint- Unification and Consistency8. Facebook- Visibility to publics, verbiage, reach multiple ages ranges9. Twitter- Supplement to Facebook10. Informational Event- Gain visibility, reach multiple key publics and distribute materials11. Faculty Facts Sheet- Faculty aware and knowledgeable, visibility 12. Student Facts Sheet- Provide clarification to students, visibility13. Donor Facts Sheets- Provide visibility and inform donors14. Donor Bookmark- Inform and provide visibility, legitimacy15. Newsletter- Update key publics on progress

University Website .................................................................................................................. 1

Google Drive ........................................................................................................................... 5

Fact Sheets ...............................................................................................................................8

Newsletter ..............................................................................................................................13

Facebook ................................................................................................................................17

PowerPoint ............................................................................................................................. 18

Infographic .............................................................................................................................20

Talking Points ........................................................................................................................22

TABLE OF CONTENTS

WEBSITE GUIDELINES

Each university that is affiliated with the Frederick Douglass Institute Collaborative is recognized on the organization’s official webpage, frederickdouglassinstitute.org, but also has a page for the FDI Collaborative on the corresponding university’s webpage.

Who are these guidelines for?

These guidelines are created for the Frederick Douglass Institute Collaborative’s directors and executive committee. The FDI Collaborative’s directors and executive committee are the key internal public within this campaign.

What should each FDI Collaborative website contain?

To appear as one unified entity, the FDI Collaborative should request that each affiliated university with a webpage dedicated to the organization include a few pieces of the same information and images. This will increase the legitimacy of the organization’s online presence.

First and foremost, one unified logo should be located on every webpage with any affiliation to the Frederick Douglass Institute. Next, the history of the Frederick Douglass Institute Collaborative is important to understanding the organization’s cause, and therefore, should be located on the web page.

The FDI Collaborative’s vision and mission should appear on each affiliated web page, because this information thoroughly explains the organization’s values. All those inquiring about the FDI Collaborative should be able to find this information on any affiliated university webpage.

The final piece of information that should be located within each affiliated university web page is the specific school’s director and contact information. This allows for any visitors to further inquire if they have any questions concerning the organization.

1

HOMEPAGE

DROPDOWN 1

2

DROPDOWN 2

DROPDOWN 3

2 3

DROPDOWN 4

SAMPLE PAGE

4

Google Drive is a way to share all important documents, spreadsheets, presentations events and more with all internal members of the Frederick Douglass Institute Collaborative. This tool is a free way to ensure that all those involved have access to the same content and information.


These guidelines are created for the Frederick Douglass Institute Collaborative’s directors and executive committee, along with any other groups of people that need access to the FDI Collaborative’s communication pieces, content and other information.

What should be included in the Google Drive?

A wide variety of information can be included within the Google Drive. First, a calendar can be created with all affiliated events at the universities. If the calendar remains updated, all directors will have knowledge of events, and they can even opt to receive email reminders.

Another use of the Google Drive is to keep a folder of all program applications. This folder will be named “Program Applications”, and it will allow all those involved to view students that want to be involved. Another folder will be “Communication Pieces”, which will include subfolders for each of the organization’s key publics.

Other examples of useful folders include “Facebook”, where all social media posts can be placed, “Reports”, an area for all organization reports, “Multimedia”, and so on.

GOOGLE DRIVE GUIDELINES

5

FACTSHEET GUIDELINES

These fact sheets contain information about each program within the Frederick Douglass Institute Collaborative. This information is vital for each external public targeted by the FDI Collaborative. Due to this, each program fact sheet will be geared toward one of three publics: donors, university faculty and students.

Donor

Who is the public for this fact sheet?

These guidelines are created for potential donors and grantors. These guidelines should provide donors and grantors with the program information needed to entice them to inquire further about opportunities for donation and grants.

What information should be included within this fact sheet?

This fact sheet will contain a logo that will be consistent with the logo on all other media pieces, as well as an overview of each program within the Frederick Douglass Institute Collaborative. Following this, the fact sheet should include a call to action, encouraging donations and grants. Finally, it should have a link to the website or other contact information.

Faculty


These guidelines are created for faculty at universities that are currently affiliated with the Frederick Douglass Institute Collaborative, but are not involved with the organization.


This fact sheet will contain a logo that will be consistent with the logo on all other media pieces, as well as an overview of each program within the Frederick Douglass Institute Collaborative. Next, there will be a call to action asking faculty to get involved with the organization. Finally, it should have a link to the website or other contact information.

8

FACTSHEET GUIDELINES

Student


These guidelines are created for students attending universities that are affiliated with the Frederick Douglass Institute Collaborative and may be interested in involvement.


This fact sheet will contain a logo that will be consistent with the logo on all other media pieces, as well as an overview of each program within the Frederick Douglass Institute Collaborative. The call to action will be located on the fact sheet, recommending that students get involved with the organization. Finally, it should have a link to the website or other contact information.

9





Make the most of your education and get involved with the Frederick Douglass Institute! Applying for one of these programs is easy. Simply, contact your university’s representative to get more information or apply for one of Frederick Douglass Institute’s developmental and beneficial

programs at frederickdouglassinstitute.org.

STUDENT FACTSHEET

10





Are you an underrepresented minority? Are you ready to increase your involvement on campus? Get involved with the Frederick Douglass Institute, and be the change in a student’s

educational experience. Why wait? Contact your university’s representative today or visit frederickdouglassinstitute.org!

FREDERICKDOUGLASS INSTITUTECOLLABORATIVE

FACULTY FACTSHEET

10 11





Are you interested in bettering the educational experience of underrepresented students? The Frederick Douglass Institute runs on gifts from generous donors and grantors. If you’re interested

in getting involved with the Frederick Douglass Institute, please visit frederickdouglassinstitute.org, and support the cause today!

DONOR FACTSHEET

12

NEWSLETTER GUIDELINES

A newsletter is an effective way to communicate with all publics, internal and external. It will give the Frederick Douglass Institute Collaborative an opportunity to showcase its exciting changes, upcoming events and more useful information.

Who is the public for this newsletter?

This newsletter is created and distributed for all internal and external publics of the Frederick Douglass Institute Collaborative. These publics include, but are not limited to, the FDI Collaborative directors, students, donors, grantors and university faculty.

What should be included in the newsletter?

The newsletter should contain a logo that is consistent with the logo on all other communication pieces. The newsletter can contain a variety of topics, including events that month, new staff and other updates. It is important to make this document aesthetically pleasing, so it is recommended that it contain photographs and other graphics.

When should the newsletter be distributed?

This newsletter should be consistent with distribution, and be sent out either weekly, bi-weekly or monthly. This creates a sense of dependability and reliability stemming from the organization to its key publics.

Where should the newsletter be distributed?

The newsletter should be dynamic in nature, and be able to conform to all media outlets. It should be sent out in an e-mail blast, so all those involved receive the newsletter. The newsletter should also be mailed at to those who wish to receive a physical copy, and it should be available online for those who wish to print it.

12 13

FACEBOOK GUIDELINES

Facebook is a social media platform utilized by individuals and organizations alike. Furthermore, it allows organizations to communicate and build relationships with all key publics. Facebook is also a great opportunity for free advertisement.


These guidelines are created for the Frederick Douglass Institute Collaborative directors, executive committee and other involved faculty that will be named as administration on the organization’s Facebook.

What should be posted on Facebook?

There is no limit to things that can be posted on Facebook, as long as they are relevant to the Frederick Douglass Institute Collaborative’s values in promoting high-impact, inclusive educational opportunities. This is a platform for Frederick Douglass Institute Collaborative to share its efforts on Pennsylvania State System’s campuses. Here the FDI Collaborative can keep people up to date on events and current happenings within the organization. This will be a prime place to display information about current and future programs.

How often should Facebook posts be made?

It is important to be active on a Facebook account in order to retain a sense of legitimacy, as well as to ensure it establishes relationships with publics. To be considered active, it is recommended that there are at least three posts posted per week.

17

POWERPOINT GUIDELINES

A PowerPoint consistent and unified with the Frederick Douglass Institute’s image is a great way to present any new information to staff at meetings and other events. This PowerPoint should include the colors with which the organization represents itself, as well as a logo.


These guidelines are created for internal members of the Frederick Douglass Institute Collaborative, including directors, executive committee, and other involved faculty.

When should this PowerPoint be used?

This PowerPoint can be used in a number of situations. A few examples of when to use this communication piece include; a) the convener giving a presentation to other staff, b) an event held and organized by the FDI Collaborative, c) use for presentations to grantors and others interested in the organization.

18

POWERPOINT GUIDELINES

19

INFOGRAPHIC GUIDELINES

An infographic will be provided to the Frederick Douglass Institute Collaborative to be distributed. The infographic will feature statistics from within PASSHE describing university diversity. The bookmark will be provided digitally for easy sharing on social media platforms as well as the website. It will also be printed as a bookmark to better reach students.


These guidelines are created for the Frederick Douglass Institute Collaborative’s directors who will be responsible for the distribution of the infographic.

What content will be on the infographic?

The content included on the infographic will be statistics about diversity at both the undergraduate and all student level at affiliated universities..

Where will the infographic be distributed?

The infographics will be distributed digitally on social media and the website. The printed bookmark infographic will be distributed at high-traffic areas on PASSHE campuses or displayed throughout the campus.

20

INFOGRAPHIC GUIDELINES

DIVERSITY THROUGH NUMBERS

IN PENNSYLVANIASTATE SYSTEM OF HIGHER EDUCATION

UNDERGRADUATESTATISTICS

ONLY9.92%STUDENTSAREAFRICANAMERICAN

OF

ONLY5.06%UNDER

STUDENTSAREHISPANIC

OF

GRADUATE

UNDERGRADUATE

frederickdouglassinstitute.org frederickdouglassinstitute.orgFor more information:

ONLY9.51%STUDENTSAREAFRICANAMERICAN

OFALL

ONLY4.73%STUDENTSAREHISPANIC

OF ALL

The Frederick Douglass Institute Collaborative provides high-impact, inclusive education opportunites to

historically underrepresented minorities.

DID YOU KNOW?

DIVERSITY THROUGH NUMBERS

This data reflects the number of both undergraduate and graduate

students in the Pennsylvania State System.

FRONT BACK

20 21

EVENT OPENINGREMARK GUIDELINES

The intent of Event Opening Remarks is to provide the Frederick Douglass Institute Collaborative with a unified voice by incorporating mission, vision, goals and history into an outline while welcoming guests to an event or other affair.


These guidelines are created for all Frederick Douglass Institute Collaborative directors that will be hosting events, or speaking to groups of individuals not familiar with the organization’s values.

What is included within the Event Opening Remarks?

The opening remarks should include all information that helps external publics understand the values of the Frederick Douglass Institute Collaborative. The opening remarks will include the organization’s history, their mission, their vision and their short term and long term goals. It is important that those opening the events understand that not all those present are familiar with Frederick Douglass Institute Collaborative.

When should the Event Opening Remarks be used?

These remarks and talking points should be implemented at the beginning of every event affiliated with the Frederick Douglass Institute Collaborative. This is to clearly and formally introduce the FDI Collaborative to all audiences.

SPRING 2016 Dr. Jennifer F. Wood Appendices22


APPENDIX 14


AGENCY MATERIALS

TEAM RESUME610-451-0163 | [email protected]

Julie Press is a senior at Millersville University studying speech communication with an option in public relations. Julie has gained leadership and project management skills in her previous work. She has gained leadership skills through her management position at the Entrepreneurial Leadership Center. Julie’s project management experience at Discover Lancaster has provided her experience with planning and executing large projects on deadline. After graduation, Julie plans to leverage her managerial and project management skills by working as a brand manager.

Julie M. Press, Account Executive

Donunshae M. Sanders, Assistant Account ExecutiveDonunshae Sanders is a junior at Millersville University, studying speech communication with an option in public relations. Sanders has experience with strategic messaging, budgeting, accounting and media relations. Along with the skills she has gained while working with a local boutique, Sanders has gained skills in media relations from her internship as an event planner by relaying information to the public and media outlets through the use of e-blasts, press releases and different forms of social media. In the future, Sanders plans on leveraging these skills by pursuing a career in brand management.

Mela Kueih, Research DirectorMela Kuieh is a senior at Millersville University, studying speech communication with an option in public relations. Kuieh gained experience as a marketing intern for ACPPA Community Art Center by researching marketing strategies and developing a marketing plan for ACPPA’s 2014 fall registration period. She has also gained experience in constructing a content analysis that culminated into a presentation, which she gave at the 2014 Mid-Atlantic Popular & American Culture Association Conference. Kuieh plans to use her knowledge of communication research to secure a marketing research position.

Morgan L. Bard, Creative DirectorMorgan Bard is a senior at Millersville University, studying speech communication with an option in public relations. Bard gained her design experience as an intern at Hempfield School District designing logos, menus, and graphics to promote events and programs in the district. This opportunity has provided her with knowledge of the Adobe Creative Cloud and design fundamentals. Bard plans to use her creativity by working with non-profit organizations in Lancaster County.

Courtney E. Kling, Media PlannerCourtney Kling is a senior at Millersville University, studying speech communication with an option in public relations. Kling gained experience with The Lantern Lodge Restaurant and Lounge, where she aided in budgeting, targeting key publics, and developing media strategies. Kling is now the Athletic Communications Assistant at Millersville University, where she is the media contact for three different teams, writes press releases and stories as well as helping to develop media strategies. She is planning on utilizing these skills in a career in sports public

Emily K. Myket, Copy DirectorEmily Myket is a senior at Millersville University, studying speech communication with an option in public relations. Myket has gained her copy experience writing and editing website content for Track5Media, as well as producing one blog a week for each of the company’s five brands. Emily is planning to leverage her internet writing skills by gaining certifications in search engine optimization, Google analytics and social media, and applying them toward her goal of becoming a digital media specialist.

AGENCY POSITIONS

Assistant Account Executive The assistant account executive’s primary responsibility is to assist/aid the account executive in initiating and maintaining contact with the client and de�ning communication within the intra-agency team. She oversees the creative director and copy director positions. The assistant account executive signs o� each task, accounts for budgeting and funds dispersed and assists the account executive as the team spokesperson.

Account Executive

Research Director

Creative Director

Media Planner

Copy Director

The research director’s primary responsibilities include backgrounding the client, assessing key issues and environ-ments, and determining appropriate research design to assess the organization, its publics and its key messages. The research director develops assessment tools to determine the success of the campaign, writes agency proto-col, data analysis, interpretation and �nal conclusions.

The media planner’s primary responsibilities include determining the appropriate channels to meet key publics, o�ering a media plan that meets the budget, serving as the primary media relations representative, and working with the account executive on budgeting and accounting. The media planner also details the costs for all media pieces.

The creative director is the strategist responsible for theoretical articulation and illustration of theoretical concepts in concrete and operational messages. After problem diagnosis, the creative director leads brainstorming sessions among agency personnel to develop messages that communicate clearly and help meet campaign objectives. The creative director has the ability to formulate concepts into written and graphical elements that are memorable and appropriate for client and objectives. With the copy director, the creative director develops tactical pieces for the client.

The copy director’s primary responsibility is writing and editing all media pieces for clients and their key publics, as well as all agency work. She works closely with the media planner and creative director. All of the copy director’s work passes through the assistant account executive for approval from them and their supervisor before being presented to the client. The tactical pieces are created with the creative director.

The account executive is the primary liaison with the client. She initiates and maintains contact with the client , as well as maintains several levels of communication. In addition, she leads in clarifying expectations and deadlines, motivating personnel, seeking approvals and signing o� on each task, determining the direction of the research projects and campaign, and serving as the team spokesperson. The account executive is responsible for the campaign proposal and for project management, setting and maintaining agendas, and professionalism of client presentation.

MISSION

Our mission as a Millersville University student-run public relations agency is to use our strategic skill sets to recognize our client’s

real problems and implement innovative solutions.

PHILOSOPHY

CLIENT RELATIONS: We provide cutting-edge, sustainable solutions, so that our client’s continue operating at full capacity long after we leave them.

INTER-AGENCY: We work closely with our agency owner to ensure the highest quality materials are provided to our clients.

INTRA-AGENCY: Our team strives to create innovative ideas and concepts that are essential to successful public relations initiatives.

1

2

3

Our ultimate goal at Elevate Public Relations is to lift our client abovethe competition by acting on these three core principles:

Public relations initiative are our specialty - Let Elevate PR handle awareness, image and branding complications in your organization.

MISSION

Our mission as a Millersville University student-run public relations agency is to use our strategic skill sets to recognize our client’s

real problems and implement innovative solutions.

PHILOSOPHY

CLIENT RELATIONS: We provide cutting-edge, sustainable solutions, so that our client’s continue operating at full capacity long after we leave them.

INTER-AGENCY: We work closely with our agency owner to ensure the highest quality materials are provided to our clients.

INTRA-AGENCY: Our team strives to create innovative ideas and concepts that are essential to successful public relations initiatives.

1

2

3

Our ultimate goal at Elevate Public Relations is to lift our client abovethe competition by acting on these three core principles:

Public relations initiative are our specialty - Let Elevate PR handle awareness, image and branding complications in your organization.

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EVALUATIONPLANNING TEAM

Creativity: Ability to work original ideas into a plan.

Work Attitude: Ability to promote a positive and optimistic attitude.

Work Cooperation: Ability to participate cooperatively with team members.

Attendance: Reports to meetings on time and as scheduled.

Job Knowledge: Ability to comprehend responsibilities without assistance.

Initiative: Ability to self-direct and be resourceful without instruction.

Clarity: All ideas expressed were clear and concise.

Analytical: Planning was logical and innovative.

Decisive: Decisions were made quickly and efficiently.

Comments:

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Employee InformationName:Position:

Rating

EVALUATIONCREATIVE TEAM

Name:Position:

Creativity: Ability to work original ideas into a plan.

Work Attitude: Ability to promote a positive and optimistic attitude.

Work Cooperation: Ability to participate cooperatively with team members.

Attendance: Reports to meetings on time and as scheduled.


Initiative: Ability to self-direct and be resourceful without instruction.

Ideation: Ability to work up creative concepts.

Originality: Ability to work up original concepts.

Craftsmanship: Intricate attention to creative.

Comments:

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EVALUATIONCLIENT

Organization Name:Contact (name):


Quality: Work met or exceeded standards.

Creativity: Ability to work original ideas into designs.

Dependability: Availability and reliability.

Communication: Regular and accessible dialogue.

Cooperation: Participated cooperatively.

Professionalism: Competence and skill of profession.

Comments:

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The Proof is in the P.O.P

Marketing

Transcript of The Proof is in the P.O.P