The Proof Is In The P.O.P

PLANBOOK
A Public Communication Campaign for:

Julie Press, Account Executive
(610) 451-0163, jmpress@millersville.edu
Donunshae Sanders, Assistant Account Executive
Mela Kuieh, Research Director
Courtney Kling, Media Planner
Morgan Bard, Creative Director
Emily Myket, Copy Director
Dr. Jennifer F. Wood, Associate Professor
Department of Communications and Theater
Hash 153, P.O. Box 1002
Millersville, PA 17551
717-871-7291
jennifer.wood@millersville.edu
COMM 452
Public Relations Campaigns
Spring 2016

Dr. Jennifer F. Wood, Associate Professor
Department of Communications and Theatre
Hash 153, P.O. Box 1002
717-871-7291
jennifer.wood@millersville.edu
Julie Press, Account Executive
33 North Prince Street
610-451-0163
jmpress@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, Convener
Frederick Douglass Institute
210 Stright Hall, Room 108
210 South Tenth Street
Indiana, PA 15705
724-357-3299
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 Campaign
The 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.
Introduction
The 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.
Background
This 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 Analysis
Currently, 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 statement
The 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.

Research Results Summary
In 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 & Why
There 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 Message
The 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: Presence
To design consistent mission-driven communication pieces for FDI Collaborative that will communicate to
internal and external audiences by April 15, 2016.
Goal 2: Opportunity-sharing
To increase the visibility and effectiveness of unified internal communication with key publics by April 15, 2016.
Goal 3: Purpose
To design prioritized strategic communication strategy for FDI Collaborative leadership by April 15, 2016.
Campaign Objectives
This 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.
Presence
To 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-Sharing
To increase overall visibility through strong online presence by 60%.
To increase overall organization unity through strong presence by 40%.
Purpose
To establish components of a strategic communication strategy by 100%.

Message Strategies
Message 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. This
section further examines the implementation and action of how the objectives will be carried out.
Presence
To 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-Sharing
To 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.
Purpose
To compile all communication pieces with instructions.
To centralize all communication efforts amongst FDI directors.
Message Tactics
The 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.
Presence
To 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- Sharing
To 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.
Purpose
To create an information usage kit.
To create a google drive.
Budget Summary
The 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 Summary
This 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.
Evaluation
The 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.

Research
Introduction......................................................................................................................................................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.
Action
Goals............................................................................................................................................................... 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.
Communication
Strategies .........................................................................................................................................................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
Evaluation
Evaluation 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

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

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 .
SPRING 2016 Dr. Jennifer F. Wood Research 1
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 Watson
Veronica 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 Johnson
Brian 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 Sanelli
Dr. 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.

Dr. Shavonne Shorter
Dr. 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

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

Expert 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

Force 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 AMC
The 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.
Budget
The 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 publics
The 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 campuses
The 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 publics
Purposeful 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 PASSHE
The 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 presence
Maintaining 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 relationships
Stronger 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 volunteers
The 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

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

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

survey 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.

ACTION
In 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: Presence
To design consistent mission-driven communication pieces for FDI Collaborative that will
communicate to internal and external audiences by April 15, 2016.
Goal 2: Opportunity-sharing
To increase the visibility and effectiveness of unified internal communication with key publics by
April 15, 2016.
Goal 3: Purpose
To design prioritized strategic communication strategy for FDI Collaborative leadership by April 15,
2016.

OBJECTIVES
This section further emphasizes how the goals will be accomplished.
Presence
To 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-Sharing
To increase overall visibility through strong online presence by 60%.
To increase overall organization unity through strong presence by 40%.
Purpose
To establish components of a strategic communication strategy by 100%.

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.

COMMUNICATION
In 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.
Presence
To 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-Sharing
To 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.
Purpose
To 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

TACTICS
This section further examines the implementation and action of how the objectives will be
carried out.
Goal 1: Presence
To change headings to navigation bar and develop pages to provide more information.
Goal 2: Opportunity- Sharing
To 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: Purpose
To 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

EVALUATION
In 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.

Evaluation of Tactics
Goal 1: Presence
Refer to Appendices section I
This 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.
Refer to Appendices section J
This 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.
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.
Refer to Appendices section K
These 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
by creating a structured approach to all communication and promotional efforts.
Refer to Appendices section L
This 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
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 M
These 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
by providing a more accessible webpage with the user’s experience in mind.
Refer to Appendices section N
These 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
by creating a way to consistently communicate with external audiences.
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- Sharing
Reach 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.

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