Millersville VPAC Campaign Planbook (FINAL DRAFT)

PLAN BOOK
The Office of Visual & Performing Arts at Millersville University
42 N. Prince Street Lancaster, PA 17603
DECEMBER 8, 2015
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Connecting Outlets to Cultivate Relationships
INFORMATION CAMPAIGN
A Millersville University of Pennsylvania Student-Run Public Relations Agency
P recision Public Relations

VISION
Amirah Mikell
Account Executive
Millersville University, Millersville, PA 17551
CONTACTS: Amirah Mikell, Account Executive (267) 407-4954
Dr. Jennifer Wood, Associate Professor (717) 871-7291
Precision Public Relations values:
- an ethical practice built on honesty and integrity.
- a strategic practice that is precise, measurable and relevant to
each client.
- creating a strong and mutually beneficial relationship.
- an environment that fosters continuous growth.
Our mission is simple; to provide our clients with the most
precise plan to lead them to their ideal state. Through detailed
research, planning and implementation, we aim to help our
clients expand their business and exceed their own expectations.
VALUES
Precision Public Relations’ vision is to help clients pinpoint a
problem and/or opportunity and guide them to an ideal state
using the most precise tactics and methods that work best
for their organization. We pursue this vision through proper
leadership, teamwork and accuracy of details. At Precision
Public Relations, we believe that creating a precise, detail-
oriented environment allows us to be the best student-run
public relations agency in our field.
Team Page
Planning
Creative
Jordyn Newsome
Copy Director, Co-Media Planner
Morgan Hartmoyer
Research Director, Co-Media Planner
Derek Klann
Assistant Account Executive

Julia Nikolaus
Creative Director
MISSION
THE TEAM

September 22, 2015
Stacy Rutherford Assistant Director, Business Operations
Millersville University of Pennsylvania
Office of Visual and Performing Arts
60 West Cottage Ave
Millersville, PA 17551
Dear Stacy Rutherford,
Enclosed is the information campaign planbook titled “The Media Relations Project Information
Campaign.” The planbook explains in detail the research to be completed and the work that has been done
by Millersville University students enrolled in the Public Relations Campaign 452.01 course during Fall
2015 for your organization. This campaign has been requested by you, the Assistant Director of the Office
of Visual and Performing Arts at Millersville University.
The planbook outlines the four strategic phases of this public relations campaign that we used, upon
your previous approval, to conduct a three-month information campaign for your organization. After
conducting our own primary and secondary research, we further analyzed the problem in which your
organization is facing and acted upon our findings to fix it.
After speaking with you, it was stated that your organization faces challenges in gaining media presence
during performances and events held at both the Winter and Ware Center. This problem is due to the
lack of sustainability in maintaining mutually beneficial relationships between your organization and the
targeted publics. We proposed to host a media event with the intentions of bringing in local media patrons
to both facilities during events and performances, as well as informing the media of your organizations’
services and abilities.
After proposing a media information campaign, we executed the four step process in relation to your needs
and what would work for your organization. With the intention of gaining more local media attention, we
reviewed your current media kit and tactics and will further explain our findings in this planbook.
We plan to not only demonstrate the effective process of communication in our field, but we will also be
fulfilling the obligations of public relations professionals, which we are properly equipped to do.
We look forward to hearing your feedback.
Sincerely,
Amirah Mikell
Account Executive, (aemikell@millersville.edu)

EXECUTIVE SUMMARY
h Precision Public Relations g
Millersville University of Pennsylvania w Dr. Jennifer Wood w Fall 2015
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This is a brief overview of the project that highlights main points from the campaign, goals and objectives, and other
important factors.

Millersville University of Pennsylvania w Dr. Jennifer F. Wood w COMM 452 w Fall 2015
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Executive Summary
Client
The Arts at Millersville University, also referred to as the Office of Visual and Performing Arts at Millersville
University. Client contact: Stacy Rutherford, Assistant Director.
Fixed Time Period
This information campaign was executed from September 15, 2015 through December 15, 2015.
Introduction
The client contact, Stacy Rutherford, has expressed concern with the Arts at Millersville University’s current
level of media coverage and the “hand-me-down” media list she was given.
Background
The Arts at Millersville University continues Millersville University’s long history of hosting performances
and fosters innovation, creative thinking, collaboration and community and campus engagement. The Arts
at Millersville University oversees two state-of-the-art facilities; the Ware Center, located in downtown
Lancaster, and the Winter Center, located on Millersville University’s campus.
Situation Analysis
The current state of the client is the lack of a reliable media relations plan. Using the key message of this
campaign, “Connecting Outlets to Cultivate Relationships”, the goal is to reach an ideal state for the
organization, which is having a consistent media relations plan that is widely known throughout the
organization and can be easily implemented.

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Executive Summary
Identification of Publics
The internal publics involved are Precision Public Relations, the Director and Assistant Director of the
Arts at Millersville University, and the Communication Staff at the office of Visual and Performing Arts at
Millersville University.
The external publics involved are the Lancaster media and the Lancaster community.
Summary of Research
Secondary research performed includes a SWOT analysis, Force Field Analysis, defining of media terms,
analysis of competition, and an analysis of media outlets within the Lancaster Area.
Primary research includes a content analysis that was performed on the Office of Visual and Performing Arts
at Millersville University’s media list, press release examples, and clippings of media activity regarding their
facilities and performance schedules. Results determined that 18 percent of the contacts on the current media
list are “dead” – meaning they are unusable for various reasons, roughly 22 percent of contacts are outside the
Lancaster area, and four percent are repeated contacts.
Theoretical Framework
The theory being implemented throughout this campaign is the Situational Theory of Publics. This theory
segments members of a public into active, aware, latent and non-public based on their activity and their
knowledge of the organization.
Goals
1. To increase the amount of active and reliable media contacts to 100 percent.
2. To establish personal relationships between the Arts at Millersville University and 75 percent of the
updated contact list.
Problem Statement
The problem that the Arts at Millersville University is facing is their need of more local media coverage and
stronger media relations.

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Strategies
Goal 1 Strategy: Dedicating one hour a week updating and checking contacts on media list.
5 percent of the budget can be negotiated if the client is interested in purchasing a product/software to help
monitor media list.
Goal 2 Strategy: Planning and hosting the media mixer event on November 21 and 22, 2015.
Tactics
Goal 1 Tactics: Dedicating one hour a week checking resources/references to ensure media contact
information is up to date. If changes need to be made, the list will be updated.
Recommend using Cision to monitor media list and track media activity.
Goal 2 Tactic: A media appreciation event will be held at the Ware Center and will be a drop-in event
that will provide present a media kit which includes important information about the Arts at Millersville
University.
A survey will be given during the event to evaluate its effectiveness.
Goal 2 Objective: To inform the local media of the Arts at Millersville University by having 50 percent of the
updated media list attend a media appreciation event on November 21, 2015.
Goal 1 Objectives: To decrease the amount of dead contacts on media list to 0 percent by December 15, 2015.
To increase the amount of active contacts on the current media list to 100 percent by December 15,2015.
To increase the total number of new media contacts to 10 percent by December 15, 2015.
Objectives
Executive Summary

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If the tactics are completed and the objectives are met, then the goals were achievable. A questionnaire is
being distributed at the media event being held on November 21 and November 22, 2015 as a method of
feedback and to provide recommendations by media present for future events. The questionnaire will help us
reach conclusions as to if the objectives were met.
Evaluation Plans
To connect outlets in the Lancaster media community, Precision Public Relations will provide the Arts at
Millersville University with an updated media list, information about media terminology, the Lancaster
market and media relations plans. These items will allow the client to be able to have concise communications
with the media to market their events to the public. This key message will be used throughout the entirety of
the campaign to represent “The Media Relations Project” campaign theme.
“Connecting Outlets to Cultivate Relationships”
To bridge our client’s real state to the targeted ideal state, the key message being used is:
Key Message
Executive Summary

Agency Page............................................................................................................................................
This page gives an overview of the public relations team that will be carrying out this campaign.
Letter of Transmittal................................................................................................................................
This is a short, succinct document that provides a quick look at the information provided in the proposal.
Executive Summary.................................................................................................................................
This is a brief overview of the project that highlights main points from the campaign, goals and objectives, and other important factors.
Campaign Theme.....................................................................................................................................
This section describes the theme of the information campaign.
Key Message...........................................................................................................................................
This section describes the key message which is the backbone of this campaign.
Introduction............................................................................................................................................
This overview provides a snapshot of the campaign concentrating on information about the client and the current situation the client faces. This section
includes the client, staff, mission, values, media goals and past public relations efforts.
Research
This stage includes all of the research carried out throughout the course of this campaign. This allowed our team to assess the situation, review data,
and develop our plan of action that we would use to carry out our campaign.
Background.............................................................................................................................................
This section concerns the organization as a whole, its publics and the corresponding relationships, general information, and various analyses of the current
situation. This section includes the specified publics and the publics wheel.
Expert Interview.....................................................................................................................................
This section consists of the notes that we made after conducting the expert interview.
Situational Analysis.................................................................................................................................
This section includes analyses of the current state of the organization that the client faces, a detailed explanation of the problem, and other related
information about the current situation and what the organization hopes to achieve with the use of the campaign. This section includes the secondary
research, real state analysis, ideal state analysis, expert interview, SWOT analysis, force field analysis, internal analysis, external analysis and the
stakeholders analysis.
Secondary Research................................................................................................................................
Primary Research....................................................................................................................................
Problem Statement.................................................................................................................................
This statement summarizes the problem the organization faces and how it will be solved.
Preliminary Identification of Publics.......................................................................................................
This section explains the groups that will be addressed throughout the campaign. It includes internal and external publics.
Summary of Research Report..................................................................................................................
This section includes an extensive look at the proposed primary and secondary research to be carried out in order to fully understand the client and situation
to ensure success of the campaign.
Proposed Theoretical Framework............................................................................................................
This section explains the theory of communication that supports the campaign, shedding light on what the theory entails and how it will help make the
campaign a success.

Table of Contents

Table of Contents
Planning
This section includes all the steps our team took in preparation to put our campaign into action. Highlighting the goals and other important aspects of
our campaign, this stage illustrates what we planned and what we wanted to achieve with this campaign.
Implementation
This section also explains exactly what our team did in order to carry out this campaign. Here, we explain the actions taken to put the campaign in
motion, illustrating the combined efforts of both Research and Planning stages.
Goals, Objectives and Tactics..................................................................................................................
This section highlights the main goals that the campaign plans to achieve. The campaign objectives are highlighted and serve as checkpoints along the way
of reaching the determined goals. This section also explains the steps to be taken in order for the team to reach the goals for the campaign.
Evaluation
In this final stage, a complete evaluation of the team’s combined efforts is presented. Reflecting on the previous three stages, conclusions are drawn
from our successes, and recommendations are presented to the client for consideration.
Evaluation Plans......................................................................................................................................
This section explains how the data received from this campaign will be measured as well as defining how the outcomes of the research will be specified.
Feedback and Program Adjustment........................................................................................................
This section highlights the steps that will be taken to evaluate the campaign once it has run its course. The situation after the campaign will be evaluated and
suggestions will be made regarding future action.
Appendices..............................................................................................................................................
This section includes supplementary material for the campaign, including the team resume, positions of team members, agency mission and philosophy, and
other important information.


CAMPAIGN THEME
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This section describes the theme of the information campaign.

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Campaign Theme
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The theme for this information campaign is “The Media Relations Project.” This theme represents the media
relations component that Precision Public Relations is developing and executing for the Arts at Millersville
University and the plans for it to be continued after the campaign is completed.

KEY MESSAGE
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This section describes the key message which is the backbone of this campaign.

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Key Message
“Connecting Outlets to Cultivate Relationships”
To bridge our client’s real state to the targeted ideal state, we are using the key message:
To connect outlets in the Lancaster media community, Precision Public Relations will provide the Arts at
Millersville University with an updated media list, information about media terminology, the Lancaster
market and media relations plans. These items will allow the client to be able to have concise communications
with the media to market their events to the public. This key message will be used throughout the entirety of
the campaign to represent “The Media Relations Project” theme throughout this information campaign.

INTRODUCTION
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This overview provides a snapshot of the campaign concentrating on information about the client and the current
situation the client faces. This section includes the client, staff, mission, values, media goals and past public relations

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Introduction
Client
Stacy Rutherford is the Assistant Director of the Office Visual and Performing Arts at Millersville University
and is also the client contact for this campaign. Her prior experiences include an internship at the Lancaster
Alliance and a management position at Main Street of Mt. Joy. Her first job with the Arts at Millersville
University was as the Business Director at the Ware Center. She has since been promoted to Assistant
Director, where she currently works under the Department Director, Lara Kendall. Rutherford’s focus is on
marketing and communication.
Once promoted to her newly acquired position, Rutherford received a media list from the former Director
of the Arts at Millersville University. The lists’ content has been described as, “a hand-me-down” with no real
depth, strategy or exploration plan. There are roughly 140 individuals who are working or have previously
worked in the media around the Lancaster area. It is unsure if these individuals are still actively involved
in their position, have been moved to different positions, or if new employees have filled the positions. It is
Rutherford’s hope that the media list can be narrowed down, segmented and detailed to include things such
as beats, media interests, general release schedules, etc.
Staff
The Office of Visual and Performing Arts at Millersville University has nine full time employees and several
part-time and intern student workers. The staff as of September, 2015 is as follows:
Laura Kendall, Director
Stacy Rutherford, Assistant Director
Barry Kornhauser, Assistant Director of Campus & Community Engagement
Nathan Cottrell, Assistant Director of Production & Facilities
James Smith, Ware Center Facility Manager
Laura Micciche, Event Schedule and Rental Coordinator
Alex Bender, Production Coordinator
Logan Wood, Technical Coordinator
Stephanie Witman, Technical Coordinator
Deb Grove, Business Office Assistant
Emily Laufer, Front Desk & Ware Center Art Gallery Coordinator
Julie Pyle Childs, Graduate Assistant, Winter Center Event Coordinator
Jeff Grey, Technical Support
Sheena Hanley, Assistant Event & Concert Coordinator
Michele Littrell, Front Desk Support

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Introduction
Mission
The Office of Visual and Performing Arts fosters creativity, learning and understanding through diverse
events, experiences and collaborations.
Values
The Arts at Millersville University strategically fulfills their mission by implementing the following core
values:
Exceptional customer service and artist support
State of the art facilities available to their community
Exploration and experimentation with new ideas
Safe and inclusive community
Meaningful artistic and cultural learning experiences
Effective stewardship of resources
Media Goals
The expectation of this information campaign would be to raise visibility amongst media personnel for both
the Ware Center and Winter Center locations and form mutually beneficial relationships between Stacy
and her organization and the media. By strategically informing target publics, most importantly the media,
of the clients’ events throughout the Lancaster community, it can potentially increase the amount of media
attention and grow the amount audience members, which will play a large role in the continued success of
the organization.
Past Public Relations Efforts
An article featuring the 2015-16 season was recently published in the Lancaster Newspaper.
Need for PR Efforts
As mentioned in the Expert Interview with the client Stacy Rutherford, media coverage of the Arts at
Millersville University’s performances is the main concern at hand. After being given a what was described as
a, “hand-me-down” media list, it is clear that an updated version of this list is needed. Creating and putting
this list to use will help the client form mutually beneficial relationships with the local media.

BACKGROUND
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This section concerns the organization as a whole, its publics and the corresponding relationships, general information,
and various analyses of the current situation. This section includes the specified publics and the publics wheel.

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Background
Background of Client
About the Client Contact; Assistant Director, Stacy Rutherford -
The agency was introduced to Stacy Rutherford is the Assistant Director of the Office of Visual and
Performing Arts at Millersville University on September 3, 2015. Rutherford is an alumna to Millersville
University. Her prior experiences include jobs at the Lancaster Alliance as an intern and Mainstreet of Mt.
Joy as a manager. Her first job with the the Office of Visual and Performing Arts at Millersville University was
as the Business Director at the Ware Center. She was then promoted to Assistant Director, where she works
under Director Lara Kendall. Rutherford’s focus is on marketing and communications. She has been the
direct contact and representative of the the Office of Visual and Performing Arts at Millersville University for
Precision Public Relations.
Background information regarding the client was collected and compiled to create a better understanding
on the client and the proposed project. This information was collected from an expert interview, which
occurred on September 5, 2015. More detailed information is located within Appendix K.
About the Client Contact, The Office of Visual and Performing Arts at Millersville University -
General:
The Arts at Millersville University has nine full time employees. The Director is Lara Kendall and the Assistant
Director is Stacy Rutherford, the contact for this campaign. The vision of the Arts at Millersville University
is, “a culture where everyone is engaged in the community and the world.” The department vision is, “The
Office of Visual and Performing Arts fosters learning, creativity, and understanding through diverse events,
experiences, and collaboration.” The department strategically fulfills its mission through its core values that
include exceptional customer service, artistic support, safe and inclusive community, state of the art facilities
available to the community, exploration and experimentation of new ideas, and effective stewardship of
resources. The annual budget of operations, beyond affording performers, is $50,000. The colors and logos
used by the Arts of Millersville University tie into Millersville University’s primary colors, which are black,
yellow/gold, and white.

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Background
Facilities:
The Arts at Millersville University includes two building for performances; the Winter Center and the Ware
Center. The Winter Center has two auditoriums, Biemasderfer and Claire that hold 290 and 650 people,
respectfully. The Winter Center is very Millersville University-oriented in the fact that it hosts many classes,
holds a department of the university, and holds many student oriented performances during its season. The
Ware Center is described as “the arm in the community”. It has three performance centers: Steinem holds
350 people; Owen Salon, which is on the third floor of the building, can comfortably seat 100-110 people in
a cabaret-style atmosphere with tables; the Atrium is an extension of Owen Salon that holds 140-150 people
cabaret-style. The Ware Center also hosts more than 665 meetings and community forums a year: 366 open
to public, 80A% presented by M.U. cultural affairs. The rental aspect of facilities within the Ware Center is a
source of revenue for the Arts at Millersville University.
Performances and Tickets:
The performance season for the Arts at Millersville University is September – May. Each year, a program
guide for both facilities is created and released to the community. The box office is run through Student
Services at Millersville University. The system used is Vendini, which has many functions that include
retention of purchaser’s information and communications regarding inclimate weather, cancellations, or
program changes. Rutherford reported a small decline in ticket sales and sees area of improvement where
discounts to loyal ticket purchasers could be used.
Each year in August, a season preview is held at the Ware Center. It details and highlights upcoming
performances for the public. Last year, roughly 700-800 community members attended, but very little media
personnel were present.
The Campaign -
Purpose:
The ultimate goal of this campaign is to raise visibility of the Arts at Millersville University because it
would be seen as positive public relations for the university, gain and retain ticket purchasers, and sell more
tickets. Rutherford has some relationships with individuals who work in the media (Lancaster Newspaper,
specifically) and a feature regarding the upcoming season was created within the past month.

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Background:
Background information regarding the client was collected and compiled to create a better understanding
on the client and the proposed project. This information was collected from an expert interview, which
occurred on September 5, 2015. More detailed information is located within the Expert Interivew section of
the Planbook and Appendix K.
The current Director and Assistant Director at the Visual and Performing Arts Center received a media list
from the former Director of the Arts at Millersville University. It is described as, “a hand-me-down list with
no real depth, strategy, or exploration.” There are roughly 140 individuals who are working or have previously
worked in the media around the Lancaster area. It is unsure if these people are still there, have been moved
to different positions, or new people have filled the positions. It is Rutherford’s hope that he media list can be
expanded, edited, and detailed to include things such as beats and media interests, their general schedules, etc.
It is believed this information would help to better cater to the Lancaster media and gain more awareness for
events that the Arts at Millersville University hosts.
Background
Background of Media in Lancaster Community -
In order to gain full insight and background for this campaign, not only was the organization researched.
This campaign involves media outlets in the Lancaster Community which were also researched. The follow-
ing is a list of main media outlets according to the PA House of Representatives (http://www.pahouse.com/
MediaList/). These specific media outlets were chosen due to their proximity to the the Office of Visual and
Performing Arts at Millersville University facilities as well as their popularity and draw for readers, viewers,
and listeners.
Radio Stations: Radio stations were chosen within a 10 mile radius of the Ware Center.
Lancaster/Manheim – Fun 101.3 (WROZ) – A newer radio station located out of Manheim, Fun 101.3 plays
a variety of current and past popular hits and advertise that they always play six hits in a row, commercial
free. Their general contact information is wroz@hallradio.net and 717-653-0800.
Lancaster - FM 97 (WLAN) – “Lancaster’s # 1 Hit music station”. FM 97 plays Top 40 hits and is popular with
young adults in the Lancaster area. In the mornings between 6-10 AM, FM 97 hosts the syndicated radio
show Elvis Duran and the Morning Show, out of Z100 New York. Their business line is 717-295-9700.
Lancaster/Manheim - 90.3 FM (WJTL )- WJTL is a radio station broadcasting a Contemporary Christian
format with no commericals. It is located in Manheim and serves them as well as Lebanon, Harrisburg, and
York. Their contact information is contact@wjtl.com or 717-392-3690.

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Background
Lancaster –91.3 FM (WLCH) – WLCH is a bi-lingual radio station that serves the Lancaster Community:
its languages are Spanish and English. It is located in the heart of Lancaster City. It hosts a lot of educational
programs that feature Spanish culture and music. Their general phone contact number is 717-295-7760.
WITF – A radio and part television station out of Harrisburg. It has an educational focus. Their TV
Programming Coordinator is Suzanne McKinnon; Cary Burkett hosts their Arts and Culture Desk; Craig
Rhodes hosts their Weekend Edition. Their contact information can be found in Appendix D.
WIXQ – A student-run radio station at Millersville University. A lot of broadcasting students host their own
shows and play music and commentate in various subjects that interest them.
Newspapers: Newspapers within a 25 mile radius were included. The Lebanon Daily News was included
because they have a headquarters in Mountville, Pa.
Lancaster Online/LNP – Newspaper located in Lancaster, Pa. It is an online publication but also prints the
LNP. Their executive editor is Barb Hough Roda and they have three staff members who focus on the arts
and entertainment. For a list of their contact information, please see the revised Lancaster area media list,
located in Appendix D.
York Daily Record – The York Daily Record is the newspaper in York. The print version of its publications is
the York Daily Record/Sunday News. The paper’s circulation is 37,323 daily and 61,665 on Sundays. It also
works under a joint agreement with the York Dispatch. Their editor and Sunday editor are Jim McClure and
Scott Blanchard, respectfully. The general news desk contact for the York Daily Record is news@ydr.com.
Patriot News/Penn Live – The Patriot News is better known to locals as “PennLive.com”. It’s online
publication covers breaking news, general news, arts and entertainment, weather, sports, etc. in Central Pa.
The general contact for the Patriot is citydesk@pnco.com.
Lebanon Daily News - Lebanon Daily News is a local daily newspaper. The main office is located on 718
Poplar Street in Lebanon. It publishes as an afternoon paper Monday through Friday and as a morning
paper on Saturday and Sunday. It also hosts its stories on their website. Their Features Editor is Michael
Waterloo and their Managing Editor is Andrea Rich.
The Snapper – The Snapper is a student-run newspaper at Millersville University. This year, their Editor-
In-Chief is Kelsey Bundra and their faculty advisor is Dr. Rob Spicer, a professor in the Communications
and Theatre department. Their focus is on campus life as well as general local, state, and world news. Their
general contact is news@thesnapper.com.

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The College Reporter – The College Reporter is the student-run newspaper at Franklin and Marshall College.
It is a weekly publication. This year, their Editor-In-Chief is Julia Cinquegrani. Their general contact is
reporter@fandm.edu.
Magazines/Publishers: Magazines were chosen within a 10 mile radius of the Ware Center. They were also
chosen based on popularity, prominence, and the things that they cover.
Fine Living Lancaster – Fine Living Lancaster is a quarterly magazine that focuses on dining, arts/music,
and entertainment in the Lancaster community and surrounding areas. They are also a sponsor of the Ware
Center’s performances.
Fig – Fig is a quarterly magazine that is produced by Moxie House LLC. Described on their website,
figlancaster.com, Fig is “…so much more than a magazine, Fig is a hyper-local, super-social communications
package that reflects the soul of a city. With compelling images and stories that give both locals and visitors
a true picture of community, Fig is an unabashedly positive resource that celebrates the joys of life in each
distinctive Fig location.” Deb Brandt is the Creative Director and Founder of Fig and owner of Moxie House,
LLC. Her contact is deborah@moxiehouse.com or social@figlancaster.com. The Ware Center has been
featured on their events calendar and businesses list.
Fly – Fly is an online and print publication. It is printed once a month and is given out freely in bars and
other public forums. According to their website, flymagazine.net, “…We get excited about the great stuff
going on in this region, and we want to spread the word.” Their contact information is editor@flymagazine.
net. The only information they have regarding the Ware Center on their website is their location and contact
information.
Central Penn Business – A journal that provides information about business in Central Pa. It is located in
Harrisburg. The print publication is circulated on a weekly business to Lebanon, Cumberland, Dauphin,
Lancaster, and York counties. Their general contact is editor@centralpennbusiness.com.
Engle – Engle is a printing and publishing company with a Lancaster office. They print over 24 local
newspapers and merchandisers in Central PA. Their general contact is news@engleonline.com.
Television: Television stations were chosen based on proximity to the Ware Center as well as viewer numbers
and popularity.
WGAL 8 – Located out of Lancaster. Their general contact is NewsDirector@wgal.com. It hosts five hours
of news coverage a day on weekdays, two on Saturdays, and three on Sundays.
Fox 43 - Located in in York. Their general news contact is news@fox43.com. It hosts seven hours of news
coverage a day on weekdays and one hour each on Saturdays and Sundays.
Background

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MUTV99 – A student-run television station at Millersville Univeristy. It hosts a wide range of shows
including a news show.
CBS 21 – Stationed out of Harrisburg. Their general news contact is news@cbs21.com. It has four hours of
coverage a day on weekends and one hour each on the weekends.
ABC 27 – Located in Harrisburg. Their general news contact is news@abc27.com. It hosts news six hours a
day on weekdays and two hours each on weekends.
Background

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Background
Facility rentals within the Ware Center is a main source of revenue for the Arts at Millersville University.
University support, donations & sponsorships of individuals & businesses, ticket sales, grants and
endowments.
Funding -
No board, but they have a Community Arts Advisory Council and the university has a Council of Trustees.
Board of Directors -
The annual budget of operations for the Arts at Millersville University is $50,000, beyond affording
performers.
Annual Budget of Operations -

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Background
-
Stacy
Rutherford
Precision
Public
Relations
VPAC
Employees
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Ware
Center
Winter
Center
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Millersville
Students
News
Outlets
Artists and
Performers
Lancaster
Citizens
Enthusiasts
VPAC
Internal
Publics
External
Publics
Publics Wheel

EXPERT INTERVIEW
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Expert Interview
About the Ware and Winter Centers
About the Arts at Millersville University
The Arts at Millersville University, also referred to as the Office of Visual and Performing Arts at Millersville
University, continues Millersville University’s long history of hosting performances and fosters innovation,
creative thinking, collaboration and community and campus engagement. The Arts at Millersville University
oversees two state-of-the-art performing arts facilities; the Ware center located in the heart of Downtown
Lancaster and the Winter Center, located on Millersville’s campus. Both centers provide a wide variety
of events and exhibitions ranging from student and faculty works to touring internationally acclaimed
ensembles. The Arts at Millersville University offers a diverse range of art genres, as well as diversity within
each genre.
The Ware Center is conveniently located in the heart of downtown Lancaster, Pennsylvania. It is a community
asset that fosters civic engagement, encourages collaboration and promotes innovation for the enrichment
of the Lancaster region. The Ware Center is described as, “the arm in the community” and has three
performance centers and multiple other spaces available for use by the public. The facility also hosts more
than 665 meetings and community forums a year, 366 of which are open to the public and 80% are presented
by Millersville University Cultural Affairs.
Steinman Hall: State-of-the-art concert and performance space. Capacity: 350.
Lyet Lobby: 3,000 square feet of lobby space, including a covered patio and appealing downtown views.
Capacity: 300.
The Atrium: Open floor plan of 3,575 square feet, perfect for large events. Capacity: 300.
The Owen Salon: Cabaret style. Capacity: 90-115.
Binns Room: Versatile room that is suitable for multiple occasions. Capacity: 100.
von Hess Library: perfect for board meetings and small presentations. Capacity: 32.
Regitz Art Gallery: Features artwork of artists that do not have gallery spaces in Lancaster. Capacity: ?
“A center of Graduate Studies and a handful of undergraduate programs for MU students”
“A Community Center for local nonprofit organizations and businesses to hold meetings, receptions, galas
and fundraisers”
The events held here cover the gamut of arts, including art exhibits, dance, film, jazz & broadway cabarets,
lectures, classical & popular music, comedy, family arts series, and more.
Building was purchased by the state in July 2010 for Millersville University
The Ware Center -

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This on-campus center is a creative hub for students, faculty and the surrounding community in music, art
and theater to share a vibrant place for local, regional, national and international artists to connect with
students in residencies, master classes and workshops. The following facilities are located in the Winter
Center:
Clair Performance Hall: Traditional proscenium stage. Capacity: 650
Biemesderfer Concert Hall: Completely tunable room featuring motorized banners and curtains that absorb
sound. Capacity: 290.
Winter Center Art Gallery: Showcases exhibitions produced in-house (including student and faculty
work from the Art & Design, Music, and Theater Departments) and nationally touring exhibitions of
contemporary and tradition-based art forms.
Named after Dr. Charles & Anita Winter
Officially opened October 2012
“A learning lab that allows for cross disciplinary and creative thinking.”
The Winter Center -
Position in Community -
Since the Arts at Millersville University has two key locations in the community, one in downtown Lancaster
and one on Millersville University’s campus, the Lancaster community plays a large role in the success of this
organization. Patrons of both venues are crucial for the success and up keeping of the organization.
Organization Publics -
Internal:
Director of the Arts at Millersville, Laura Kendall
Assistant Director of the Arts at Millersville, Stacy Rutherford (Client)
Department Staff/Interns
Winter Center and Ware Center
Precision Public Relations
External:
Surround Local Media
Lancaster Community
Arts Enthusiasts
Artists and Performers
Millersville Students
(See publics wheel on page 21)

SITUATIONAL ANALYSIS
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This section includes analyses of the current state of the organization that the client faces, a detailed explanation of
the problem, and other related information about the current situation and what the organization hopes to achieve with
the use of the campaign. This section includes the secondary research, real state analysis, ideal state analysis, expert
interview, SWOT analysis, force field analysis, internal analysis, external analysis and the
stakeholders analysis.

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Situational Analysis
The internal public is defined as the stakeholders inside an organization. The external public is the
stakeholders outside of the organization.
For our campaign, the internal publics would be our clients, Stacy Rutherford and Laura Kendall, from the
Office of Visual and Performing Arts at Millersville University. The external publics for our campaign would
be the Lancaster County media/press (newspaper, television, radio, etc.).
The following information was found during secondary research and could help the client better their
organization.
Definition of Internal Audit: (may be useful for client when conducting later evaluations)
Internal auditing is an independent, objective assurance and consulting activity designed to add value
and improve an organization’s operations. It helps an organization accomplish its objectives by bringing a
systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control, and
governance processes. (The Institute of Internal Auditors).
The idea of pitching in tiers is to ensure that ideas and relationships are established for each target market. For
the Arts at Millersville, their objective is to build and maintain professional relationships with the Lancaster
County media/press to in turn receive media exposure for local performances held at both the Ware Center
and Visual Performing Arts Center locations.
Our client would like to target/pitch to the following:
-Newspapers
-Magazines
-Television
-Radio (if applicable)
Publics
Secondary Research

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Weaknesses -
There is a lack of a media kit that is used and distributed to the media. The use of a kit would show the media
that they are prepared when they attend their events. The media list the Arts at Millersville University’s
marketing team currently has is not updated or in-depth enough for them to properly contact the media
and gear certain events towards them. Lastly, the marketing team released press releases constantly. This
oversaturation of information can cause the media to be confused and not attend.
Opportunities -
The Arts at Millersville University has a lot of opportunities to get the media to attend their events and for
them to become more involved. They have many various genres of performances and venues that will show
the media and the community that they are a cultural epicenter in Lancaster County.
Threats -
The Lancaster area is full of a lot of cultural exhibits and events. Next door to the Ware Center, the Fulton
Theatre has a cycle of musicals and plays that draw crowds on a nightly basis. Other performance centers in
the Lancaster County area include Sight and Sound Theater and the Dutch Apple Dinner Theater, which also
bring popular shows and big crowds to their facilities. The City of Lancaster hosts an event called First Friday
every month that showcases the local food, art, and social scene Lancaster has to offer. All of these facilities
and events can intrigue patrons and gain more coverage by the media.

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SWOT Analysis
S.W.O.T.
ANALYSIS
Strengths Weaknesses
Opportunities Threats
 Brand/Theme cohesiveness
 Number of cultural events
 Ware Center is seen as communal
beacon
 No current media kit
 Unfulfilled list of media contacts
 Oversaturation of event coverage
 Bring media to events
 Media kit for each event
 Give performers more recognition
 The appeal of coming back to other
shows
 Selling more tickets
 Continued oversaturation of event
coverage
 Location of Fulton Theatre (next
door)
 Other weekly local cultural events
 First Friday

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Force Field Analysis
A Force Field Analysis is a decision-making tool that analyzes forces, or elements, that have a positive or
negative impact on a decision and helps reason and communicate decisions based on those elements. Posi-
tive and negative factors, or driving and restraining forces, respectfully, are ranked on an integer scale range
from -5 to 5 with zero as the neutral area. Forces are ranked on their impact.
For this scenario, the media mixer event held on November 21 and 22, the forces were determined and
ranked based on the ability to drive or keep away the media from the event. The driving forces for this
event are ranked from most powerful to least: Unique/Cultural Performances, 5; Unique Angle, 4; Potential
Friendship, 3; Convenience and Interest in Arts, 2. The restraining forces are ranked as follows: No Interest
and Breaking News, -5; Prior Engagement - Work and Prior Engagement – Leisure, -4; Parking/Travel Costs,
-2.
The biggest driving factors are the unique cultural performance and the unique angle of the event. On No-
vember 21, a one woman show entitled Mary Todd Lincoln was performed at the Ware Center in Downtown
Lancaster. On November 22, Axis Dance Company, a dance organization with a mix of non-handicapped
and handicapped members, performed at the Winter Center on Millersville University’s campus. These
events both contained interesting subjects and elements that could potentially draw the media to this type of
event. Potential friendships, convenience in regards to location and personal schedules, and interest in the
arts are also driving forces that could get media members to the event or events similar to this.
The most important restraining factors are breaking news and no interest. If a breaking news event occurs
during the time of a scheduled event, the breaking news will take precedent over the media mixer event. If
the media member has no interest in covering the arts and entertainment, they will most likely not attend.
Prior work and leisure events come up constantly within busy schedules and considering it is a weekend and
a media member may have off, they may not want to attend something work related. Parking and travel costs
are also a minor point of contention.
(Please see force field analysis graphic on the next page)

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-5 -4 -3 -2 -1 0 1 2 3 4 5
Restraining
Forces
Breaking News
Prior Engagement –
Work
Prior Engagement – Leisure
No Interest
Parking/Travel Costs
Driving
Forces
Interest in Arts
Convenience
Potential Friendship
Unique Angle
Unique/Cultural
Performances
Media
Mixer
Event
Force Field Analysis

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Due to the hand-me-down media relations plan, media list, and inherited lack of knowledge of the Lancaster
media, the Arts at Millersville University team has limited knowledge of media terminology, the market, and
media relations plans in order to have concise communications with the media to market their events to the
public.
Real State Analysis
Ideal State Analysis
The Arts at Millersville University team has acquired knowledge of media terminology, knows the difference
between owned and earned media, understands the market and competition they acquired due to their
geographical location, and is able to create and maintain a media relations plan that is concise, fluid, and
carries over into their upcoming seasons. Their communications and relationships with the media have
become mutually beneficial in that the Arts at Millersville University provides the media with better
information and leads, which then the media uses their information to create stories and in turn educate the
public to become patrons of the Arts at Millersville University.
Using The Media Relations Project theme and the key message of “Cultivating Relationships to Connect
Outlets” the goal is to move the client from the current real state to the ideal state.
Both the Lancaster community and Millersville University students are impacted by the relationships formed
by the Arts at Millersville and the media. Ticket sales reflect the production of shows and events as well as
the affordability for students and the community thus bridging the gap of building and maintaining mutual
beneficial relationships amongst all parties involved. By forming such relationships, the Arts at Millersville
can gain a better sense of publics needs and how to cater to each sector. Without this understanding, the
Arts at Millersville can potentially fall short in upholding the core values and missions in which they display
within each facility.
Stakeholders Analysis

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Internal Analysis
The Office of Visual and Performing Arts at Millersville University continues Millersville University’s long
history of hosting performances and promotes innovation, creative thinking, collaboration, and community
and campus engagement. However, Stacy Rutherford, Assistant Director of Business Operations, and Laura
Kendall, Director of the Office of Visual and Performing Arts at Millersville University, have recently faced
some problems in regards to community engagement, primarily targeting media outlets throughout Lancaster
County. Internally, the absence of mutually beneficial relationship building tactics, internal time constraints
and a “hand-me-down” inherited media contact list has resulted in the lack of media exposure for the Arts at
Millersville University and its highlighted performances.
External Analysis
For the Arts at Millersville University, media exposure is a core component of success for the organization.
Externally, the Lancaster community varies in the different types of media outlets that are provided, as well
as the types of stories and events in which each media outlet covers. Press, radio and television divisions are
all on a fixed time period of publications based on assignments given to each staff member. The problem
between the media and the Arts at Millersville University is that there is no mutually beneficial relationship
established amongst both parties to meet the needs of the media and the Arts at Millersville University. This
is due to the lack of communication, time constraints and deadlines for those involved.

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Expert Interview
Precision Public Relations met with our client, Stacy Rutherford, on September 12, 2015. Rutherford explained
how she received a media list from the former Director of the Arts at Millersville University and described it
as a “hand-me-down” with no real depth, strategy or exploration. There are roughly 140 individuals on the list
who are working or have worked in the media around the Lancaster area. It is unsure if these people are still
there and active, have been moved to different positions, or if new people have filled the positions.
It is Rutherford’s hope that the media list can be expanded, edited, segmented and detailed to include things
such as beats and media interests, their general schedules, etc. It is believed this information would help
to better cater to the Lancaster media and gain more awareness for events that the Office of Visual and
Performing Arts at Millersville University host.
Rutherford also wants to host a “media tour”, which she described as “when the media attend an event we
host for them.” The team further explained that this is actually termed a media mixer and planned to assist in
hosting one of these before November 12, 2015, the deadline for this campaign.
A SWOT analysis was performed on the Arts at Millersville University. The analysis brought about several
strengths, weaknesses, opportunities, and threats:
SWOT Analysis
Strengths -
The Arts as Millersville University have brand recognition and cohesiveness with Millersville University of
Pennsylvania. Their use of the same colors, font, and partial name make the media recognize the Arts at
Millersville University as a tie to the university itself. The Arts at Millersville University is viewed as a cultural
beacon within the Lancaster community. The Ware Center, which is located in the downtown Lancaster, has a
centralized location that allows the community to attend open meetings, the performances hosted there, and
to hold their own meetings at the facility through their rental process.

SECONDARY RESEARCH
of Pennsylvania w Dr. Jennifer Wood w Fall 2015
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This section outlines all necessary research that needed to be conducted in order to effectively conduct this campaign.

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When pitching to the media/press our client should keep in mind these key elements when making the
connection (recommendations):
1. Keep it short & simple: Avoid sending long emails about your organization instead tell a story of
why it is important to the writer’s readership within the first sentence.
2. Get right to business: Have the pitch ready to go as if the reporter will want to run it immediately.
The less groundwork a reporter has to do for your story/event the more likely they are to use it and
or attend.
3. Stay relevant: Think beyond just what you want to say about your organization, and think about
how it fits into a larger trend.
4. Add value: The more you can help the media/press, the more they can see you as a partner and
valuable resources.
5. Build a Social Media Rapport: Connecting with them on social media and interacting with their
posts on a regular basis will get your name into their heads, so that when your pitches land in their
inbox, they recognize your name.
Secondary Research
Competition and General Media Knowledge
Fulton Opera House – The Fulton Opera House, also known as the Fulton Theater, is located right next door
to the Ware Center in Downtown Lancaster. The Fulton brings in a lot of popular shows, including ones that
were recently on Broadway, that entertain the whole family. According to their website, http://www.thefulton.
org/, tickets can be purchased online or at their box office Monday-Friday each week.
Sight and Sound Theatre – The Sight and Sound theater is located on Route 30 in Lancaster, Pa. It is one of
two Sight and Sound theaters with its twin theater located in Branson, MO. Christian theatre that according
to their website, www.sight-sound.com, produces “uplifting and inspirational stories from Joseph to Noah”.
It can seat up to 2,000 people, is wheelchair accessible, and tickets can be purchased online separately, with
discount packages, and at the door if available.
Competition (By Proximity to Ware Center) -

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Secondary Research
Media Tour:
Media tours include interviews, visits to businesses and media outlets, and satellite media tours (SMTs).
Your organization makes the initiative to go out into your market and promote a special-event, product, or
service instead of inviting the media to your organization for a media mixer. The overall goal of a media tour
is to gain coverage and to provide journalists and the public with an angle regarding your event, product, or
service.
SMTs are a new type of media tour that is more convenient for the organization and media outlets. By using
a satellite transmission medium, like Skype, a spokesperson can be seen by many individuals regardless
of geographic location. Journalists can find them more convenient as it is more of a drop-in method and
requires no travel.
Media tours do have negatives, though. There can be time constraints and travel time and expenses can add
up. This is why SMTs are becoming more and more popular in all business industries and markets.
Media List:
A media list is considered proprietary information for an organization. It is considered good practice to
keep a media list within your organization as it could be a beneficial tool to competitors in your market if
they acquire it. A good media list is customized and researched so that each reporter or magazine covers the
type of product or service that you offer. In turn, your product or service is appropriate to the readers of that
publication.
The name of the journalist/editor/producer, their beat or topic of interest, their email address, fax and
telephone numbers are included in the entry for a member on a media list. Extra information including
schedules and addresses can also be included. The layout is up to the organization: individuals can be
categorized alphabetically, by organization or publication, by beat or topic of interest, etc. It is crucial to keep
all information updated and accurate to ensure the information you are sending to the media is received
correct and in a timely manner.
Hard copy and/or digital copies of media lists are used. Your organization can determine what medium is
preferred and beneficial. There are also programs that have monthly fees that can store your media list online
and help track your organization’s material in the news.
Please see media terms factsheet in Appendix I

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Secondary Research
American Music Theater – Located on the Lincoln Highway near the Sight and Sound Theatre, this 1,600
seat theatre hosts a conglomerate of performances every season from rock performers, comedians, to
Broadway-level shows. Their mission statement is, “To create an extraordinary, immersive, live entertainment
experience by promoting an aggressive and diverse schedule of top national touring artists and compelling
musical productions.” Their website, www.amtshows.com, lists their schedule, has links for online ticket
purchasing, and information regarding wheelchair accessibility and other disability accommodations.
Dutch Apple Dinner Theater – Dutch Apple Dinner Theater is located on Centerville Road, near Millersville
University’s campus. It hosts matinee meals and shows geared towards children, dinner shows, and also
concerts. Their website, www.dutchapple.com, has a list of their current productions and upcoming
productions. The facility seats 376 people at dinner tables and is wheelchair accessible and accommodates
other disabilities as well. It is also wheelchair accessible, accommodating to all disabilities, and has a full
snack bar and bar that is opened before, during, and after performances.
The Industry -
Media Mixer:
A media mixer is an event your organization hosts and uses to invite members of the media to attend to
promote a special-event, product, or service. When planning a media mixer, it is important to take into
account the media’s schedules and production deadlines: this information can be learned by sending out an
email blast or calling certain members to gauge when and what time to host and event. Invitations to the
media mixer can be sent through the mail or via email and should be sent two weeks prior.
Mixers can range from formal to informal depending on the message you wish to send to the media. Events
like cocktail hour, short press conferences, question and answer panels, and a meet and greet with staff can be
included. Your organization’s staff and/or board of directors can meet and mingle with the media in order to
form relationships and mutual understanding and respect.
Informational pieces like a media kit can be provided at the mixer. If any media member cannot attend your
mixer, sending them a media kit after the fact or offering the media kit in digital form online can be beneficial
and still build relationships and receive publicity for your organization. More information regarding a media
kit can be found within this section of material.

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Secondary Research
Research regarding media overview and media outlets
In order to have a better understanding of the situation and the proposed campaign overview, secondary
research was performed. Media terminology, detailed information regarding media and media relations
tools, competition, and a background on the local media outlets was researched.
First, a background of media terminology was performed:
There is also a fact sheet, found in Appendix F, that was created for these terms to use internally for the
Visual and Performing Arts Center at Millersville University. These definitions, provided from blastmedia.
com, offer some overview on terminology used when talking to or about the press:
Angle – A specific topic that is chosen for a story that is presented to the media.
Earned Media – Third-party endorsement for your organization/company.
Lead Time – The amount of time that is needed by media personnel to gather information and to create their
story.
Owned Media – Unlike earned media, this is content that was created by you or your staff. An example
would be a company website or press release.
Press Kit – Within a press kit, these documents are usually found: press release(s), fact sheets, videos, photos,
backgrounders, or any other relevant, needed material for that event.
Press Mixer – An event where media can drop-in to receive information and mingle with your organization.
Press Tour – A two or three-day long event where select media are invited to visit and meet with your
organization face-to-face.
Traction – When the media become interested in your organization.

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Then, topics were further explored in detail:
In-Depth -- Earned vs. Owned Media:
Earned Media is essentially online word of mouth, usually seen in the form of ‘viral’ tendencies - mentions,
shares, reposts, reviews, or recommendations. One of the most effective driving forces of earned media is
a combined result of strong organic rankings on the Search Engines, and content distributed by the brand.
This can be helped by Search Engine Optimization (SEO), which certain companies now specialize in doing
for organizations and businesses.
Owned Media is any web property that you can control and is unique to your brand. One of the most
common examples is a website, although blog sites and social media channels are other examples of owned
media properties, too. These are extensions to your website and overall brand that can better extend your
presence into the public.
Tracking Tactics
Tracking tactics are used to see how much activity and noise was created regarding an event you hosted, a
press release you gave to the media, or an announcement that was made by your organization. These are
recommendations and suggestions to track your organization in the media.
1 - Press Clippings - Track the amount of press clippings that mention your company, its products or
services. Those articles and mentions should appear in publications viewed by your prospects.
2. Media Impressions - Calculate the number of your media impressions for a given period. Multiply the
number of press clippings by the number of total circulation for the publication in which it appeared.
3. Content Analysis - Monitor the content of the articles that get published. Remember that quality
matters. Questions such as, “did the reporter include key brand messages?” “Is your company being
portrayed in a positive light?” can help assess whether or not your press coverage is valuable.
4. Website Traffic - Measure the amount of traffic your website receives before and after launching your
campaign. Analyze spikes in website traffic can help answer whether your public relations efforts are
working.
5. Lead Sourcing - Ask new patrons how they heard about your organization.

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Secondary Research
Media Mixer:
A media mixer is an event your organization hosts and uses to invite members of the media to attend to pro-
mote a special-event, product, or service. When planning a media mixer, it is important to take into account
the media’s schedules and production deadlines. This information can be learned by sending out an email
blast or calling certain members to gauge when and what time to host and event. Invitations to the media
mixer can be sent through the mail or via email and should be sent two weeks in advance.
Mixers can range from formal to informal depending on the message you wish to send to the media. Events
like cocktail hour, short press conferences, question and answer panels, and a meet and greet with staff can
be included. Your organization’s staff and/or board of directors can meet and mingle with the media in order
to form relationships and mutual understanding and respect.
Informational pieces, such as media kits, can be provided at the mixer. If any media member cannot attend
your mixer, sending them a media kit after the fact or offering the media kit in digital form online can
be beneficial and still build relationships and receive publicity for your organization. More information
regarding a media kit can be found within this section of material.
Media Tour:
Media tours include interviews, visits to businesses and media outlets, and satellite media tours (SMTs). Your
organization makes the initiative to go out into your local market and promote a special-event, product, or
service instead of inviting the media to your organization for a media mixer. The overall goal of a media tour
is to gain coverage and to provide the public and journalists with an angle regarding your event, product, or
service.
SMTs are a new type of media tour that is more convenient for the organization and media outlets. By using
a satellite transmission medium, like Skype, a spokesperson can be seen by many individuals regardless of
geographic location. Journalists can find them more convenient as it is more of a drop-in method and re-
quires no travel.
Media tours do have negatives, though. There can be time constraints and travel time and expenses can add
up. This is why SMTs are becoming more and more popular in all business industries and markets.

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Media List:
A media list is considered proprietary information for an organization. It is considered good practice to
keep a media list within your organization, as it could be a beneficial tool to competitors in your market if
they acquire it. A good media list is customized and researched so that each reporter or magazine covers the
type of product or service that you offer. In turn, your product or service is appropriate to the readers of that
publication.
The name of the journalist/editor/producer, their beat or topic of interest, their email address, fax and tele-
phone numbers are included in the entry for a member on a media list. Extra information including sched-
ules and addresses can also be included. The layout is up to the organization. Individuals can be categorized
alphabetically, by organization or publication, by beat or topic of interest, etc. It is crucial to keep all informa-
tion updated and accurate to ensure the information you are sending to the media is correct and received in
a timely manner.
Hard copy and/or digital copies of media lists are used. Your organization can determine what medium is
preferred and beneficial. There are also programs that have monthly fees that can store your media list online
and help track your organization’s material in the news.
Media Kits:
A media kit is a tool used to generate news stories about an organization’s newsworthy campaign, special
event, news conference, or product launch. It provides media with information they need in order to better
understand your organization and the item you are presenting to them. It is a reference guide for potential
story ideas. Media kits help journalists find an angle for a story and in return, help your organization release
the message you intended.
A media kit in hard copy usually consists of these items:
- A two pocket folder
- Press releases
- Media advisories/media alerts
- Photographs
- Feature stories
- Backgrounders/fact sheets
A media kit that is digital and available to journalists online consists of the same items in digital form, ex-
cluding the two pocket folder, and also can include these items:
- Audio and video materials
- Interactive materials
- Charts
- Logos
- Slide shows of photographs
Secondary Research

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Secondary Research
However, materials used in a media kit will vary depending on the event/product/service you are
introducing. There are three different types of media kits. Promotional media kits include brochures,
advertisements, and reviews on a new product or service. A special-event media kit involves very detailed
background research and informational materials about the event itself and don’t focus much attention on
the organization as a whole. A crisis media kit is used within a crisis situation and provides journalists with
the most up-to-date information and current news regarding your organization’s ongoing situation.
Styling for media kits is an important factor. For a hard copy, information like news releases and fact sheets
go into the right pocket of the two pocket folder. Visuals, backgrounders, feature stories, publications, news
briefs, and biographical information regarding the organization, staff, and board of directors (if applicable)
goes into the left pocket.
Media kits can be distributed several ways. They can be distributed to the journalists prior to the event/
promotional release date, at the event itself, or given afterwards to a journalist who could not attend on
the scheduled date. Online media kits can be made available prior, during, and after the event for a media
member to reflect upon as they return to work and write their story.
Media in the Lancaster, Pa area:
These are a list of main media outlets according to the PA House of Representatives (http://www.pahouse.
com/MediaList/). These specific media outlets were chosen due to their proximity to the Visual and
Performing Arts Center facilities as well as their popularity and draw for readers, viewers, and listeners.
(The main media outlets can be found in the background)
Competition-Based Research
After information was researched and compiled regarding media, a simple search regarding the Ware and
Winter Centers’ competition was performed. Similarly to the media backgrounding, a 10-15 mile radius was
chosen.
(The competition-based research can also be found int he background section of the campaign plan-book)

PRIMARY RESEARCH
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This section includes the primary research results from the instruments.

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Primary Research
After analyzing the current situation of the Arts at Millersville University, a research report was created. A
literature review provided insight into media relations and public relations efforts and the media (Appendix
A). Then, research instruments were designed to gain further insight on this situation as well as provide
feedback regarding the event the organization hosted on November 21 and 22, 2015.
The first instrument that was used was a content analysis. This is a quantitative research method that
generated data regarding materials the Arts Millersville University gave to the agency to use. The second
instrument was a survey instrument in the form of a questionnaire. This is also a quantitative research
method that when used, can provide feedback from the population you are sampling. The questionnaire that
was designed was created for the event hosted on November 21 and 22 and is located in Appendix D along
with an Informed Consent Form which is located in Appendix E.
Instrument One:
The first instrument that was created for primary research was a content analysis. This was performed in
September 2015. This was performed by examining the list and performing a simple search of media contacts
using the internet. Discovering the identity of the person on the media list, their position, and location
of work can determine if they are a necessary or unnecessary member to the media list. A book of media
clippings and activity was also used to see how often the Arts at Millersville University is present in the
media and how they are represented within the media. This showed how frequently the Arts at Millersville
University is in the news, who is publishing the content, and what messages are being delivered to the
public in regards to the events that the Arts at Millersville University hosts. Details and discussion regarding
instrument one can be found in Appendix A – Primary Research Report.
The research questions addressed by this instrument were:
RQ1: How successful is the Arts at Millersville University’s media list in identifying and organizing media
personnel within the Lancaster area?
The answer to this research question was determined by the amount of dead contacts, contacts outside of the
Lancaster Community, contacts that are not necessarily media members, and repeated contacts that were
found on the list. Although success is a hard element to gauge, these elements will help to create a better
picture on just how useful the current media list is.
This research question investigated the media list currently used by the Arts at Millersville University. Is the
mixture of contacts an accurate representation of individuals in the media within the community? Or are
some contacts unnecessary for certain press releases entirely?
The variables necessary for this question are the media list and the success rate. In communication research,
an extraneous variable is described as a variable that affects the dependent variable but is not controlled
adequately by the researcher. In this research question, the media list is the extraneous independent variable.
Primary Research Results

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The dependent variable of this research question is the success rate of the media list being questioned. The
list itself is acting upon the success rate, making it a dependent variable. A dependent variable is changed
and affected by an independent variable.
RQ2: Can media members in the Lancaster area interested in the arts and entertainment be identified and
contacted?
The answer to this research question occurred when the new, proposed media list was created. After adding
new individuals and updating information on the ones already provided, creating a list with no dead,
repeated, or non-local contacts, and creating a better targeted media list, the list was used to invite media
members to the media mixer event that was hosted by the the Office of Visual and Performing Arts at
Millersville University on November 21 and 22.
The answer to this research question will further help the the Office of Visual and Performing Arts at
Millersville University by gearing their press releases to these individuals or institutions. For example, by
discovering a newspaper writer’s beat is children’s events, the Arts at Millersville University will be able to
send them relevant information for future events that focus on children’s music and art. The variables of this
research question are the media members and their interest in the arts.
The independent variable is the media and the dependent variable is their interest in the arts. This is
concluded because the dependent variable is acted upon by the independent. The media choose their own
interests in different topics, including the arts and entertainment. The identification and contact with these
media members is a third variable within this research question. The first step to answering it would be to
identify the media with this desired interest.

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Results from Instrument One:
Results regarding the media list are:
Results Regarding Press Release and Media Clippings:
- On the attached press releases that the Arts at Millersville University distributes, the press contact
and sent contact are two different people. Director Laura Kendall is the press contact but the contact who
sent the press release is Assistant Director, Stacy Rutherford. This can cause confusion on who to truly
contact regarding an event.
- The media have stated that images attached to press releases are hard to open and use for their stories.
A streamlined solution to this problem could allow the press to use photos the Arts at Millersville University
provides.
- From the information provided by the Arts at Millersville University, the only recent media activity
has come from Lancaster Online. Three stories have been written, two by the same individual, Jane Holahan
the Entertainment Reporter.

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- Several assumed media personnel gave their personal emails that cannot be tracked back to where
they work or have previously worked within the media, which caused a problem in creating the revised
media list.
Limitations and Future Research Areas to Instrument One:
There are three limitations regarding this instrument. First, the number of provided sources to analyze was
minimal. If a larger number of press releases and media clippings were provided, results could have varied
on what individuals covered stories, content of press releases, and further recommendations regarding the
two. In the future, reinvestigating using a different variety of press releases and media clippings would be
beneficial.
The second limitation is the timeliness of the provided sources. Sources provided were all written in 2015
and within the last six months. This provided a skewed overview and look into the organization’s situation.
If sources from a variety of previous years and months were provided, the sample would have delivered a
better representation of the overall population of sources that have been generated by the Arts at Millersville
University and sources that were produced about the organization. In the future, reinvestigating using a
variety of sources from multiple years and months would be beneficial.
Time was also a limitation of this content analysis. If more time was provided, requesting more sample
press releases and media clippings would have occurred. Due to the time constraint put on the agency and
deadlines for other aspects of the campaign, this request did not occur. In the future, more time should be
dedicated to investigating the media clippings and press releases further. That way, an in-depth look into
communication between the organization and the community’s media can occur.
Discussion/Suggestions Regarding Instrument One:
After performing this content analysis, RQ1 and RQ2 can be answered. The media list that the Arts at
Millersville University used prior to this campaign was not detailed, complete, nor did it provide locations
that were accurate enough to yield a quality relationship with the media. For example, television stations and
radio stations in the Hershey/Harrisburg were located in their list. That area is saturated with entertainment
and arts form the Hershey and downtown Harrisburg facilities. Due to the distance and those threats,
pitching to those media outlets constantly can be extra work and more difficult to get noticed. For these
reasons, an updated and revised media list was created for the Arts at Millersville University, located in
Appendix H.

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Primary Research
From the information provided by Stacy Rutherford regarding media activity, the only traffic they appear
to receive is from the Lancaster Online Newspaper’s entertainment reporters. After a simple search on the
internet, Broadway World, a publication who focuses on the arts and music nationwide, uses a lot of the
Arts at Millersville’s press releases for news stories regarding their upcoming events. They recently wrote
about them on September 25, 2015. This is respectable in the fact that that relationships are strong and well-
received, but those appear to be the only media outlets that publish information the Arts and Millersville
University provides to them. Other media outlets on their list seem to know little to nothing about the Ware
Center at all, as it shows from their company websites.
A new and revised media list was created. This media list features major news outlets in print, radio, and
television in and around the Lancaster Area. This list can be added upon by the Director and Assistant
Director of the Visual and Performing Arts Center at Millersville as they see fit. These current media outlets
were chosen due to their locations, popularity, circulation numbers, and ability to cover news to large
areas. The media within this list were segmented. A few of the segmented sections include media outlets
within Lancaster County, outlets outside the county, various outlets (print, radio, and television), previously
contacted individuals and newly added members.
The newly created and proposed media list was used to invite individuals to the event hosted by the Arts at
Millersville University on November 21 and 22. Out of the 40 individuals on the list, 7, or 17.5%, RSVP’d to
either date and zero were present at the events.
Instrument Two:
The second instrument that was created to be used to answer the third and fourth developed research
question was planned to be distributed at the media mixer on November 21 and 22. The population for
this questionnaire was the media in the Lancaster community. The sample frame for this questionnaire
was all the media who attended the media mixer. The form of sampling used for this survey is systematic/
convenience sampling. It is systematic in the sense that the individuals were chosen and invited to this event,
it is convenient in the fact that they would be at the event and able to take the survey at that time.
The questionnaire includes 10 questions (Appendix D). Nine of the questions are either yes or no and will
be coded by a one or zero, respectfully, when evaluation of the questionnaires occurs. There are three funnel
questions, which only require an answer if the individual answers “yes” to the question prior to the funnel
question. They are also “yes/no” response questions and coded like the other questions. The final question is
an area where the individual can voice comments or recommendations and cannot be coded like the “yes/
no” questions. These answers will be recorded and logged separately from the other coded questions.

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To ensure the instrument, a 10-question questionnaire, yields valuable information, several factors will be
considered. Pretesting was completed by the research and copy directors prior to the completion of this
campaign. A second pretest would ideally be performed with the Assistant Director of the Arts at Millersville
University, Stacy Rutherford, allowing the process of criterion validity. An item total correlation test will be
used on a draft of the questionnaire and Cronbach’s alpha will allow reliability.
Instrument Two:
The second instrument created was a questionnaire. It was created to gain feedback and recommendations
regarding the event that was hosted on November 21 and 22. The questionnaire featured 10 questions; nine
nominal questions (yes or no) and one open ended question. Three of the nominal questions were funnel
questions, meaning if a person answered a certain way to the question, they would be prompted to the next
question.
The research questions addressed by this instrument were:
RQ 3: Was the media mixer effective in providing the Lancaster community media with
information about the Arts at Millersville University?
This research question will gauge whether or not the event itself and the materials provided for the media
on November 21 and 22 were viewed as valuable, favorable, and educational. This research question will be
answered by questions 1, 2, 3, 4, 7, 8, & 9. They are all nominal questions that gauge the effectiveness of the
provided media kit, media contact sheet (Appendix F), and also inform the Arts at Millersville University if
they have attended prior events.
RQ 4: What recommendations can be made from the media mixer event?
This research question will provide feedback to the Arts at Millersville University regarding the effectiveness
of the event. This research question will be answered by questions 5, 6, & 10. Questions 5 & 6 are nominal
questions that ask if the event was informative and enjoyable and if they would attend something similar
in the future. Question 10 is the final question and it is open-ended. Data recorded from this question will
be provided to the the Office of Visual and Performing Arts at Millersville University in the form of a Word
document so they can view the comments received as feedback and plan accordingly for future events.
Results from Instrument Two:
40 people were invited to the event hosted on November 21 and 22. The media list that was created from the
data from the content analysis and was used to test its effectiveness in bringing people to the event. Seven
individuals RSVP’d to either the Saturday or Sunday slot but, unfortunately, due to scheduling conflicts, last
minute cancellations, and a busy weekend, nobody attended the event on either November 21 or 22. There-
fore, there is no survey data to record and present at this time.

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Limitations and Future Research Areas to Instrument Two:
An obvious limitation to this survey method was the lack of participants. No media personnel invited to
the event attended and, therefore, no results were yielded. An area of future research could be to use this
questionnaire again at an upcoming event to see if it gains the desired results and feedback.
A second limitation was the design of the questionnaire. This questionnaire was event-specific and cannot
be sent to individuals via email or be given to them over the phone due to the content. If it was not event-
specific, invited individuals whom did not attend still could have been contacted to provide results, but
people cannot critique or make recommendations based off of an event they did not attend. In the future,
creating a questionnaire that is not as event-specific could be used to contact invited individuals and be filled
out regardless of attendance.
Discussion of Instrument Two:
This questionnaire will be used as part of a recommendation section that will be presented to the client
on December 8, 2015. The agency will be recommending the Arts at Millersville University hosts a Media
Appreciation event in which they honor the media and thank them for their contributions to the community.
The agency believes this event will be able to form more mutually beneficial relationships between the the
Office of Visual and Performing Arts at Millersville University and nearby media.
The agency is making recommendations on the budget (Appendix L), timeline (Appendix U), invite list
(Appendix H), the invitation (Appendix O & P), proposed seating chart (Appendix S), agenda (Appendix
M), talking points (Appendix N), certificate of appreciation (Appendix Q), event menu (Appendix R),
and materials to hand out at the event, including this questionnaire (Appendix D). This instrument can be
carried over to the recommended event and if need be, the client can tweak questions to fit their current
needs and ask more specific questions about the event’s purpose of thanking the media.

PROBLEM STATEMENT
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This statement summarizes the problem the organization faces and how it will be solved.

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Problem Statement
After meeting and compiling information from the expert interviews and performing a SWOT and Force
Field analysis, the problem that the Arts at Millersville University is facing is their lack of a strategic media
relations plan. This problem occurred with the retiring of the former Director when an unclear media list
was passed down. The media list provides little to no clarity those mentioned on the list. The media list that
the marketing department has is not updated or clear enough for the marketing department to be able to
accurately identify members of the media and send related press releases and media alerts. Not being able to
identify a member of the media’s beat or interest leads to sending unnecessary information to certain media
personnel, later resulting in an overload of information.

PRELIMINARY IDENTIFICATION OF
PUBLICS
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This section explains the groups that will be addressed throughout the campaign. It includes internal and external
publics.

Millersville VPAC Campaign Planbook (FINAL DRAFT)

Millersville VPAC Campaign Planbook (FINAL DRAFT)

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