2015
Growing ALOUD
PUBLIC RELATIONS CAMPAIGNS
VALERIE SPEARS, JESSICA LIPTAK, BRIANNA KESSLER, MELANIE MONDOY, AND
ALEXIS BELTON
TEXAS WESLEYAN UNIVERSITY | Dr. Kay Colley
1
Table of Contents
Mission Statement ............................................................................................................................. 3
S.W.O.T. ............................................................................................................................................ 4
Research Findings……………………………………………………………………………………………………………………………….5
Objectives & Tactics………………………………………………………………………………………………………………………….18
Evaluation…………………………………………………………………………………………………………………………………………26
Recommendations…………………………………………………………………………………………………………………………….29
Appendices………………………………………………………………………………………………………………………………………30
2
Mission Statement
Dallas Council's mission:
"To reduce the incidence and impact of underage and dangerous drinking in Dallas County."
ALOUD does not have a current mission statement. The client feels strongly about getting youth
involved to write a mission statement specifically for ALOUD with the guidance and support of coalition
leadership.
Creating a mission statement helps keep the organization focused on setting and meeting goals. A
mission statement captures the organizations goals and philosophies. It should reflect the client’s niche
market of underage students and set you apart from other organizations.
Recommendation for ALOUD:
"To partner with Dallas county students to prevent underage drinking in the community."
This statement is short and to the point. It captures the aspect of student involvement while working to
prevent the dangers of underage drinking in the Dallas community. It is a simple statement that shows
what the organization does.
3
S.W.O.T.
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Strengths
Part of the Dallas Council, a major alcohol
and substance prevention center in Dallas
o
strong search engine optimization
Motivate students through Buzz Freed
campaign with prom attire
Working relationship with the department
of public safety in Dallas
Worked with 3 schools ( JJ Pearce, Thomas
Jefferson, Highland Park )
Received Community Coalition Partnership
Grant
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Opportunities
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Located in a fast-growing city
Plethora of social media sites to reach
teens
Secondary research shows there is an
increase in stricter alcohol-related laws and
practices in the Dallas area
(http://www.tabc.state.tx.us/laws/underag
e_drinking_laws.asp)
4
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Weaknesses
Small budget:
o Educational supplies: $3000
o Printing/Artwork: $4000
o Billboards/Offsite Rent: $7000
Only one social media website
Regularity of website posts
o ALOUD has weak SEO
Lack of content on website
Lack of youth involvement with ALOUD
Limited number of volunteers
Threats
Promotion of drinking on social media
sites, like the chive
Promotion that drinking is "cool"
through advertisements on TV and
billboards throughout Dallas
Social norms on underage drinking
Access of youth to alcohol from adults
Lack of family involvement in youth
High number of liquor stores
Promotion of drinking from restaurants
in the Dallas area
Research Findings
Background
ALOUD is an underage drinking prevention group that started in 1999. The initial program struggled to
receive funding. From 1999 to 2009, ALOUD contended with forming an effective program, and was
taken over by the Dallas Area Drug Prevention Partnership.
Currently, the organization focuses on impacting college and high school students with the help of an
involved community. It works under the Dallas Council on Alcohol and Drug Abuse. The organization
receives help from 12 community sectors, including youth, parents, businesses, media, school, higher
education, youth serving organizations, law enforcement, religious & fraternal organizations, civic &
volunteer groups, healthcare professionals and other organizations involved in reducing substance
abuse.
Qualitative research conducted by one, 30-minute interview with client, ALOUD:
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Receives funding through grants:
o Provided by the Texas Department of State Health Services for the campaign through a
Community Coalition Partnership (CCP) grant
Receives the same amount of the grant award based on the proposal for the current cycle
Can seek other grant proposals (discretionary funds, foundations, etc.) that are continuously
available if there is a genuine need or willingness from the community to participate
Budget for the campaign is:
o Educational supplies: $3000
o Printing/artwork: $4000
o Billboards/offsite rent: $7000
Run by one staff member and 20 coalition volunteers
o Predominantly adults, with little to no participation from students
Go into schools, host events, and give out materials to try to communicate the effects of
underage drinking
Believes the best way to get the message to students is by having students talk to other
students
Discovered students affected more if there was a recent alcoholic tragedy at the school
5
Financial Statement for 2014
Primary research conducted on ALOUD discovered from e-mail interview with client:
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Lack of youth involvement is caused from a communication set back from the organization
o Having no youth helping ALOUD makes it hard for ALOUD to understand their targeted
market
o Client wants to work on the issue by having more students from Dallas County help
Keeping student volunteers is problematic over time because students eventually graduate and
move on
Lack of volunteers, interns and staff affects the company because it relies on community
involvement to complete its mission and receive grant funding
Youth will be more receptive to a message from the speaker if they have the same ethnic makeup, age, and gender
6
(http://communicationtheory.org/barriers-to-communication/)
This graphic shows some communication barriers that ALOUD may run into. It lists different barriers that
might cause ALOUD’s audience not to receive the message ALOUD is trying to send. As stated earlier,
youth is more receptive to a message if they have the same age, gender and ethnic make-u. ALOUD also
needs to take into consideration the barriers on this graphic when sending out and receiving a message.
7
Content Analysis of Social Media
The following is an analysis of:
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https://www.facebook.com/TheCouncilonAlcoholandDrugAbuse
https://twitter.com/dallascouncil
Secondary research shows that social media is: (http://onforb.es/1sO73KY)
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Important for businesses
Important to know what tools are best to use for measurement
Increases brand recognition
Increases inbound traffic
Decreases marketing costs
Better increases SEO rankings
Improved customer insights
Richer customer experience
Primary research conducted from current social media sites by examining current social media:
*See appendix I for how social media was examined
Facebook
Strengths
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Weaknesses
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Twitter
Daily posts to the page
Pictures with each post, which is
good for the audience to see
ALOUD posts the same posts
that The Council on Alcohol and
Drug Abuse posts
Little engagement from the
audience on posts that are
posted
Small number of likes
Did not reach a lot of people
0 shares
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*See appendix I for how research was conducted
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Followers of the account are
from different organizations
across the Metroplex.
Tweets are sent out daily
Sent tweets are links from
Facebook, meaning the tweets
are a condensed version of
what was posted to Facebook.
Instead of linking back to
Facebook, there needs to be
original tweets and new
content.
Tweets do not gain any
attraction because they are
links and not original tweets
Posts would not gain favorites
or re-tweets because they are
just links to articles from the
Facebook page.
No twitter account for ALOUD
Content Analysis of Website
Analysis of:
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http://allianceonunderagedrinking.org/
Secondary research shows:
In order to achieve successful social and website marketing and advertising the website must:
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Determine purpose of website
Install website analytics program to monitor audience
Target the audience correctly
Target the audience demographics correctly
Display content aimed at the target audience
Create positive viewing experience for target audience
Enhance brand awareness
Improve communication and feedback system
Provide up-to-date information
List a clear display of goals on the website
Provide interactive media
Improve operational efficiency
Research recommendations found at ( https://www.businessmarketingblog.org/how-to-analyze-awebsite-and-marketing-plan/, http://meetcontent.com/blog/a-web-analytics-framework-for-contentanalysis/ , http://www.thermostudios.com/wp-content/uploads/effective-website-infograph.gif )
Picture found at: http://www.smashingmagazine.com/2008/01/31/10-principles-of-effective-web-design/
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Primary research of website:
Primary research conducted from the ALOUD website by Brianna Kessler on March 1, 2015:
*See appendix II for how research was conducted
Primary and secondary research of organizations website concluded the following:
Strengths of website
 Displayed clear goal on home page
 Provided some contact information
 Listed substance abuse hotline number
 Provided link from the dallascouncil.org
website to the ALOUD website
 Listed services provided by
organization
 Displayed goal in English and Spanish
 Provided Facebook link
Goal/opportunity of website
 Inform the audience of upcoming and
past events
 Provide mission statement
 Provide goal
 Gain more involvement and
participation
 Create awareness
 Create leadership opportunities to
youth
 Advertise incentives to attract
members
 Get donations
 Get volunteers
Weaknesses of website
 Unclear target audience
 Unclear audience demographics
 No website analytics
 No online forums provided to allow a
visitor to get involved, sign up, or have
more information sent to them via mail or
email
 No link to the dallascouncil.org
 No bulleted lists
 No outside links to find out about the
organizational leaders of this program
 Not enough graphics
 No video or audio
 No media relations tab
 Unappealing color scheme
 Provided no additional information about
the services
 No information about successful PR
campaigns
 Failed to utilize the calendar
 Only one social media site link
 No resources listed
 No affiliations listed
Threats
 dosomething.org
(https://www.dosomething.org/campaigns)
 Websites that encourage drinking
 More appealing websites with same goal,
such as dosomething.org, maad.org
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Conclusion from research was based off the following websites:
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http://www.vandelaydesign.com/best-non-profit-websites/
http://www.vandelaydesign.com/non-profit-organization-websites/
http://www.writing-for-non-profit-websites.com/
http://www.guidestar.org/rxa/news/articles/2005/promoting-your-not-for-profit-throughpublic-relations.aspx
http://wps.prenhall.com/hss_cutlip_effectivpr_9/
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Reputation
The campaign should improve reputation for ALOUD. The goal for the organization is to become known
as a place for students to come and share their stories and get help. Instead of an organization that
focuses on adults communicating to students, ALOUD should focus on increasing reputation among high
school students, which will give ALOUD a name that students easily recognize.
Primary Research on current reputation:
Secondary Research on effective reputation:
(Search done online, looking for ALOUD or Dallas Council
in newspaper articles, looked under Google reviews and
judysbook.com for any reviews)
 Not pronounced through social media, online
and media relations
 No reviews or comments made online
 Reputation from the Buzz Freed program.
o The Alcohol and Drug Abuse Council
announced it would be partnering with
The Dallas Council on providing prom
dresses and tuxedos to students who
participate in the Buzz Freed program.
o An article was done on this on April 1,
2015 for Lufkin Daily News.
 Nothing about ALOUD is in the media
(http://colleendilen.com/2015/01/14/the-criticalrole-of-reputation-in-nonprofit-success-data)
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Drives success through donations,
relationships, attendance
Be pronounced online through social
media, website development, and
analyzed by Google analytics
Competition
Some competition/publics in Dallas include the Dallas Challenge Inc. and the Dallas Area Drug
Prevention Partnership.
Primary research was conducted on the competition to discover what they were doing within their
organization: Our research consisted of looking at other competitive websites. We looked at their
missions, programs they provide, and how they executed their mission and goals. Through the research
we found examples to follow and mistakes to avoid.
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The Dallas Challenge Inc. has programs that focus on drug and alcohol prevention, education,
intervention, and outpatient treatment. The program also provides family education and hosts
activities/events. The Dallas Challenge Inc. runs a program called The Lasting Connection (TLC)
program. This program is specifically for schools and community centers. The goal is to help
students bond with their parents, increase communication, learn how to say no to alcohol, learn
how to set limits and appropriate consequences, and the difference between responsibility and
independence.
o The Dallas Challenge has more involvement with family than the Council. The Dallas
Challenge puts a lot of focus on developing relationships between students and parents.
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The Dallas Area Drug Prevention has partnered with the Council in the past. Dallas Area Drug
Prevention has partnered with the Council for the Buzzfree PROMises dress/tux giveaway event.
The Dallas Area Drug Prevention goals are to limit youth access to substances, change the
culture and contexts within which decisions about substances are made, and reduce the
prevalence of negative consequences associated with substance abuse.
o
The Dallas Area Drug Prevention program shares the same goal as ALOUD by aiming to
stop drug and alcohol abuse. The difference is how each organization approaches the
goal. Dallas Area Drug Prevention works on activities and assemblies in and outside of
school. ALOUD’s main focus is to build up peer organizations within Dallas area schools.
(Competition was found through an Internet search of alcohol prevention programs in Dallas)
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Competitive Environment
Secondary research done on competitive environments: (http://smallbusiness.chron.com/elementsmarketing-environment-affect-marketing-decisionmaking-35841.html)
Technological Environment
 Prominent use of technology in youth's lives
 Constantly providing information because
people have multiple electronic devices
 Applications on devices, like the Chive, often
promote drinking by displaying a 'cool factor'
into getting drunk.
Cultural Environment
 Mass media, including movies, television shows,
and radio programs that show characters
getting drunk.
 Billboards and other forms of alcohol
advertisement vehicles also promote alcohol as
a tasty drink.
Demographic Environment
 Almost half of the families within the Dallas
area have an international background
(http://quickfacts.census.gov/qfd/states/48/4
819000.html).
 Encouragement or allowing underage drinking
from international parents because it is not
seen as problem in their country.
Economic Environment
 If the price of alcohol is lower, the more people
will drink.
 Specials on drink price, kegs, and other sources
of low-priced alcohol encourage binge drinking
and intoxication.
(http://pubs.niaaa.nih.gov/publications/arh261/5-14.htm)
 A sizable chunk of the state's general revenue —
$635 million — in 2010 came from the mixed
beverage tax. In terms of total revenue, the top
five grossing counties in order of population size
are Harris, Dallas, Tarrant, Bexar and Travis.
Harris County alone raked in more than $135
million from the sale of mixed drinks.
(http://www.texastribune.org/2011/01/21/alco
holic-drinks-bring-in-revenue-county-bycounty/)
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Major Publics
ALOUD has a large public because it is established in a city that is fast-growing and constantly changing.
Through secondary research we discovered the different types of publics ALOUD has. By conducting an
internet research, we were able to find the major publics. We examined over 20 different websites and
determined how the different websites’ audience and organization could relate to ALOUD. After
searching through each individual site, we were able to find what organizations are
ALOUD’s major publics.
Limiters:
The majority of limiter publics are rehab centers rather than prevention programs. The audiences of
many of the publics are people who are already in need of help, family and friends of those who need
help, and volunteers for people who can help with the different organizations and business.
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Justsayyes.org: Its audience is specifically youth. It already has a plan of action taking place to
speak to the students. The difference between justsayyes.org and ALOUD is that ALOUD is a long
term commitment of students wanting to make a change with one another. Where
justsayyes.org is an organization of adults trying to change students. ALOUD can offer many of
these publics an opportunity for direct contact with high school students.
Soteen.com: a national organization that works with creating funding and awareness for teens
to stay out of trouble with substance abuse.
Dallaschallenge.com: An organization that serves those who struggle with substance abuse.
Drugfreedallas.org: Puts on activities and meetings to help keep Dallas drug free. Its target is not
just teens but all people in Dallas; however, it does have events and things just for youth.
Justsayyes.org: an organization in Dallas that host school assemblies and has a peer-to-peer
organization as well and is very proportionate in the Dallas area.
Enablers:
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SADD: an organization for students against destructive decisions. This organization is a potential
partner for ALOUD
 MADD: mothers against drunk driving, another potential partner
 The government: enables ALOUD because they set the laws against underage drinking. Mike
Rawlings is the current mayor of Dallas, and his website does not show any support for fighting
underage drinking. However, he does want to promote a better community, and has done
events to help prevent domestic abuse. He is a potential opinion leader for the Dallas area.
Producers:
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The Dallas Council: this organization is the leading force for ALOUD. It provides the staffing and
resources for the program to function.
Texas Department of State Health Services: provides ALOUD with funding through grants
Customers:
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Dallas schools: High schools located in the Dallas area are going to be ALOUD's biggest
customer. They allow ALOUD to seek out teens in an environment they are already used to. It
15
also can involve students through out-of-school programs. Currently, J.J. Pearce High School,
Highland Park High School, and Thomas Jefferson High School are customers. Potential
customers can come by expanding into other high schools in the Dallas area.
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Texas colleges and universities: While some universities are primary customers, most
universities will be secondary customers. Since some high school students go on to colleges and
universities, the college and universities are receiving ALOUD’s initial customer.
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Audience
Generation Z:
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Anyone younger than 18, which makes up more than a quarter of the United States population.
Grew up in a time when many family members may have been unemployed and money was
tight, so they are resourceful and entrepreneurial.
Characterized by:
o being experiential
o self-broadcasting
o passion pointed
o having authenticity towards strangers
o being non-committal
Generation Z and Millennials are often put into the same category, mostly because they are so
close in age. There are distinct differences that must be recognized.
(Source: Meet Generation Z: Forget Everything You Learned About Millennials, by Sparks & Honey)
Benefit Statement
ALOUD reduces the amount of underage drinking within the Dallas area by community involvement,
especially among the youth.
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Objectives & Tactics
Campaign goal
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Increase ALOUD’s number of staff member to improve the organization’s communication
efforts.
Impact objectives
Our research has shown that ALOUD can improve in communication and marketing by adding one paid
position and two internship positions because the current goals and strategies of the organization are
hard to reach with the limited number of staff the organization currently has.
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To create one paid communications specialist position for ALOUD within one year from the start
of the campaign to help increase awareness of ALOUD by 5 percent within Dallas County.
To create a public health internship for ALOUD within one year from the start of the campaign
to help increase the amount of student volunteers by 5 members among the Dallas Independent
School District.
To create a communications internship position for ALOUD within one year from the start of the
campaign to help work with the communications specialist to increase awareness of ALOUD by 5
percent within Dallas County.
Strategy
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Theme
o Proactive action strategy to create a communications specialist position in one year.
o Proactive action strategy to create an unpaid a public health internship in one year.
o Proactive action strategy to create an unpaid a communications internship in one year.
Target Publics
o Communications Specialist: College graduates or unemployed adults within 50 miles of
the Dallas Council who have at least a bachelor’s degree in:
 Marketing
 Mass Communications
 Advertising
 Public relations
o Public Health Internship: College students within 30 miles of the Dallas Council who are
working to obtain a bachelor’s degree (juniors or seniors), a master’s or doctoral degree
in:
 Public health
 Psychology
o Communications Internship: College students within 30 miles of the Dallas Council who
are working to obtain a bachelor’s degree (juniors or seniors), a master’s or doctoral
degree in:
 Marketing
 Mass Communications
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Advertising
Public relations
*See appendix IV for job descriptions
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Time needed: 1 year
Personnel needed: One member of the ALOUD program who will create the position by:
o Writing job descriptions
o Balancing a budget for positions
o Posting jobs online and in print
o Interviewing applicants
o Training the new employees
Money needed:
o To create the paid communications specialist position, it is recommended that a
$35,000 salary be provided for the position based on research of other communications
specialist job titles within the Dallas area.
(http://www.payscale.com/research/US/Job=Communications_Specialist/Salary)
o Internships will not be paid, but client could offer benefits such as:
 College experience
 Build portfolio
 Hands-on experiences
 Exposure to non-profit work
 Stipends
o Resources such as:
 3 Computers
 3 Desks
 3 Chairs
 Offices or cubicles
 Handbooks
 Office supplies for communications specialist and interns (see budget below)
Possible effect on groups other than target public:
o The Dallas Council affected by having to provide resources for new position
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Budget
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This budget includes the yearly salary of the communications specialist. If the client cannot afford to
pay the salary of a communications specialist, the total budget will be $4,870.97. This includes not
having as many office supplies within the budget.
Item:
Yearly Salary(Communications Specialist)
3 Desks
2 Computers (Desktops)
2 Staplers
Pens
Pencils
Paper
Paper clips
Printer/scanner/copier
Dry Erase Markers
Dry Erase Boards
2 Paper trays
Creative Cloud Suite 6
Microsoft Office 2013 Standard- Business Edition
Online Job Advertisements
*see appendix III for cost breakdown
Job Advertisement Flyers
*see appendix III for cost breakdown
Cost:
$ 35,000.00
$
600.00
$ 3,600.00
$
18.00
$
10.00
$
10.00
$
100.00
$
10.00
$
60.00
$
7.00
$
25.00
$
40.00
$
950.00
$
249.97
$ 3,815.00
Total Cost:
$ 45,004.97
$
500.00
Prices for office materials found on amazon.com
Non-profit creative cloud suite 6 price found at:
(http://churchmediadesign.tv/non-profit-buying-guide-to-adobes-creative-cloud-and-creativesuite-6/)
Testing
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Research needed
o Examining similar positions job descriptions
 What kind of skills would ALOUD want the positions to have?
 What specific things would the positions do to help ALOUD?
o Collecting primary research on current communication and public health strategies
o Collecting primary research on communication and public health strategies after one
year of the employee starting to see if goals have been met
How this will be done
o Visit competitor websites and job postings to view job descriptions
o Look at last two years of communication and public health strategies used and measure
effectiveness
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
o
Did the previous communication and public health strategies from ALOUD
satisfy a goal?
 What was done well?
 What needs improvement?
 What kind of things will the new employee and interns need to work on?
Examine primary research conducted after one year after campaign to see if campaign
was successful by measuring success of goals.
Communication plan
o
Before posting job
 Distribute flyers and post on career boards at colleges and universities
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TCU
UTA
UTD
Texas Wesleyan University
Tarleton State University
Dallas Baptist University
Southern Methodist University
University of North Texas
Texas Woman's University
(These universities were selected because they are major universities within 50 miles of the Dallas
Council. They offer classes and training to fit with each of the specific positions, so training the new
employees will be easier for ALOUD.)

Colleges:
UTA
TCU
Texas Woman's
University
UTD
Tarleton State
University
Dallas Baptist
University
UNT
Texas Wesleyan
University
Create a media contact list of places you want to advertise the new position:
Phone:
(817)
272-2932
(817)
257-2222
(940)
898-2950
(972)
883-2943
(254)
968-9078
(214)
333-5556
(940)
565-2105
(817)
531-6512
E-mail:
careers@uta.edu
Website:
www.uta.edu/careers
careers@tcu.edu
www.careers.tcu.edu
careers@twu.edu
www.twu.edu/career-services
careercenter@utdallas.edu
www.utdallas.edu/cometcareers/
careers@tarleton.edu
www.tarleton.edu/careerservices
careerservices@dbu.edu
www.dbu.edu/careerservices/
careercenter@unt.edu
www.studentaffairs.unt.edu/careercenter
www.txwes.edu/campus-life/careerservices/
careerservices@txwes.edu
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Media:
Dallas Morning
News
PRSA
DFW
Communicators
Phone:
(214)
977-8222
(212)
460-1400
none
E-mail:
customercare@dallasnews.com
Website:
www.dallasnews.com
research@prsa.org
www.prsa.org
none
dfwcommunicators.com
During posting of job:
o
 Post jobs to places on media list
 Keep in contact with media to ensure listing is accurate and up-to-date
When employees are hired:
 Post new employee and intern information on website after hired.
 Who are they?
 What do they do at ALOUD?
 What position do they hold?
 What goals do they want to achieve for ALOUD?
 Post links to the website biography of new employee and interns on social
media
*See appendix V for biography examples
Calendar:
May 2015
June 2015
July 2015
August 2015
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Plan/
Research
positions

November 2015


Post all
positions
Go through
applications
Research
for
positions
Create
media list
December
2015
 Conduct
interviews
Post
comm.
specialist
position
January
2015
 Train
employee
*See training
schedule in
appendix VI
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Post comm.
specialist
position
 Look at
current
applications
February 2016

Train
employee
*See training
schedule in
appendix VI
September
2015
 Post all
positions
 Look at
current
applications
October 2015
March 2016
April 2016


Post
employee
biography
on website


Post all
positions
Look at current
applications
Employee does
communicatio
n strategies for
alcohol
awareness
month
Justification
Communications Specialist:
Creating this position will help ALOUD in its long-term goals. Primary research done during a 30 minute
interview with the client has shown that one of the main issues facing ALOUD is not having enough staff.
By creating this position, it will give the employee who goes out to schools and advocates for ALOUD
more time to focus on student relationships outside the organization. Having a communications
specialist will allow ALOUD to have an employee who focuses on building relationships with the public
through marketing, social media and advertising. This employee will have the ability to market an event
while the other employee creates and manages the event. This position will also allow help in managing
future interns and provide informed decisions on communication strategies to attract middle school and
high school students.
Public Health Intern:
Creating this position will help ALOUD in its long-term goals. Primary research done during a 30 minute
interview with the client has shown that one of the main issues facing ALOUD is not having enough staff.
By creating this position, it will give the employee who goes out to schools and advocates for ALOUD
more time to focus on student relationships outside the organization. The public health intern can help
collect and analyze data, plan and conduct public health studies, work in conjunction with other
programs.
Communications Intern:
Creating this position will help ALOUD in its long-term goals. Primary research done during a 30 minute
interview with the client has shown that one of the main issues facing ALOUD is not having enough staff.
By creating this position, it will give the employee who goes out to schools and advocates for ALOUD
more time to focus on student relationships outside the organization.
The communications intern will help the communications specialist with day-to-day tasks such as media
relations, social media updates, and event planning and organization. The intern can also help develop
new ideas and revamp old ones.
23
Output Objectives:



To create internship job flyer handout
To create internship job board posting document
To create biography of new employee and internships for company website
Flyers and Job board documents:
*see appendix VII for flyers
o Communications Specialist
 Seeking Non-Profit Communications Specialist
 Qualifications:
o Bachelor’s degree in:




o Skills:




Marketing
Mass Communications
Advertising
Public relations
Event Planning
Social Media
Media Relations
Marketing for non-profit organizations
o Internships
 Non-Profit Internship opportunity
Looking for
 Communications intern who is a senior or junior in:
o Marketing
o Mass Communications
o Advertising
o Public Relations
 Public health intern who is a senior or junior in:
o Public Health
o Psychology
 Benefits for both interns include:
o Receive school credit
o Get hands-on experience
o Build your portfolio
o Help others
24
List of where the positions can be advertised:
UTA
TCU
Texas Woman's
UTD
Tarleton
DBU
UNT
Texas Wesleyan
Dallas Morning News
PRSA
Dallas Communicators
Communications
Specialist
x
x
x
x
x
x
x
x
x
x
x
Communications
Intern
x
x
x
x
x
25
Public Health Intern
x
x
x
x
x
x
x
x
x
x
Evaluation

How to measure student volunteers gathered by public health intern:
This is important because the goals of the public health intern is to help the client get
volunteers. This also helps evaluate the main goals of ALOUD.
o
o
o

Before campaign
 Current student volunteers total 0 (as stated in the primary research from the
interview with the client)
During March 2016, one month after new employees are trained and one month before
campaign ends
 Count the number of applications
 Count the number of trained student volunteers
After campaign
 Count the number of trained student volunteers
 Count the total number of hours worked by student volunteers
 Averaging the amount of money saved for ALOUD by having volunteers can
be done with the following equation:
(Total hours worked x state minimum wage = amount of money saved
by having volunteers)
How to measure the success of new events established by the organization after one year from
the ending of campaign:
This is important because it measures the events marketed by both the communications
specialist and communications intern, as well as the performance of the event. It will also
measure the public health’s intern goal of trying to get more students involved with ALOUD.
o
o

Before campaign
 Current event (as stated in the primary research from the interview with the client):
 BuzzFree PROMises
o Count amount of current pledges
After campaign
 Count number of new events created
 Measure attendants
 Have sign-in sheet
 Measure number of new pledges
How to measure the success of the training week- to be done Friday of training week
This is important to make sure the employees are thoroughly trained and prepared for the
position. It will help ALOUD make adjustments to future training as well.
26

o
Test knowledge of organization by giving new employees a post-training week test that
should include questions about:
 The mission
 The goal
 ALOUD’s policies
 Individual responsibilities
 Office structure
 Policies of partnering schools
o
Compose post-training week survey to give to employees to gather qualitative
information about training week from employees, which will ask:
 The effectiveness of training week on a scale of 1-10
 If training helped them answer the post-training test questions
 How to make training week more effective
 If employee feels prepared to do the tasks
How to measure the effectiveness of social media
Social media is something that barley exist currently. Our goal is to increase these sites traffic
tremendously through the creation of the communication specialist and intern positions.
Measuring the effectiveness of social media will help determine if the communications specialist
and intern are maintain the goals of the campaign.
o
o
o
Before the campaign:
 The current amount of social media has very limited amount 318 likes on Facebook
During March, April and May 2016:
 Twitter account will need to set up
 Count the number of posts shared or liked
 Count the number of followers and likes on Facebook and Twitter
After the campaign:
 Count the number of posts shared or liked
 Count the number of followers and likes on Facebook and Twitter
 Measure the traffic of the sites on a month to month base
 Go to insights on Facebook and Twitter to see posts reach, pages liked and
engagement
 How to measure the amount of awareness after the positions are filled
These new positions will help ALOUD with its awareness after they are filled. It is important to
measure the time before, during and after these positions are filled for the future
o
Before campaign:
 There are no positions that have been created
 Researched what was the budget to hire
 Have people heard of these positions?
27
o
o

During December 2015- February 2016:
 Measure results against stated objectives
 Determine observable impact
 Document resources and efforts
After campaign:
 Did the organization achieve its objectives?
 Were the positions filled within budget?
How to measure media awareness before and after
This is important to know because awareness about ALOUD will increase volunteers, as well as
money for fundraising.
o
o
o
Before campaign:
 Have people heard about ALOUD
 What was known about Organization
 Was there good SEO
During December 2015- December 2016:
 Measure results against stated objectives
 Determine observable impact
 Document resources and efforts
After campaign:
 Did they reach desired audiences?
 Did the audience understand message
28
Recommendations
Social Media:



Have someone constantly monitoring all social media sites
Have someone who knows what they are doing take the lead to bring ALOUD’s mission online
Measure the traffic of the sites on a month to month base
o Go to insights on Facebook to see posts reach, pages liked and engagement
Website:
Creating a more interactive and higher SEO website will help draw attention to ALOUD.



Monitor search engine optimization so that people can use a google search and easily find you
o Create tags on website
Use WordPress platform to easily create the website
Place more graphics, photos and videos to make website more interactive
Board of Trustees:
By creating a board of trustees, ALOUD can have help funding and managing the organization.


Campaign for a board of trustees from local Dallas City Officials
Seek influential political leaders, doctors, lawyers and school boards that can be members
29
Appendices
Appendix I ………………………………………………………………………………………………………………………………………. 31
Primary research conducted from ALOUD social media sites:
Appendix II ………………………………………………………………………………………………………………………………….……32
Primary research conducted from the ALOUD website
Appendix III …………………………………………………………………………………………………………………………….………. 33
Online Job Advertisements cost breakdow1
Job Advertisement Flyers cost breakdown
Appendix IV ……………………………………………………………………………………………………………………………….…… 34
Communication specialist job description
Public health Internship job description
Communications Intern job description
Appendix V ……………………………………………………………………………………………………………………….…………... 37
Biography example 1
Biography example 2
Biography example 3
Biography example 4
Appendix VI ………………………………………………………………………………………………………………………………..…..41
Employee training schedule
Employee training schedule
Appendix VII ………………………………………………………………………………………………………………………………….. 43
Public Health internship flyer
Communications Internship flyer
30
Appendix I
Content Analysis of social media
Content Analysis of social media
Melanie Mondoy conducted research on March 23, 2015. Mondoy examined ALOUD and Dallas
Council social media using research recommendation and personal knowledge.
How social media was analyzed
Research current social media sites
o Facebook
o Twitter
How social media was analyzed:
Visited social media sites and looked for the following







How many likes were on Dallas Council and ALOUD
How many followers were on Dallas Council
What type of content was on Facebook?
How many people did the posts reach?
How many people like the posts?
What are the tweets that are beings sent?
Are there any hashtags that have been used for Dallas Council or ALOUD
31
Appendix II
Content Analysis of Website
Content Analysis of Website
Brianna Kessler conducted primary research on March 1, 2015. Kessler examined ALOUD
website using Research recommendations and personal knowledge.
How website was analyzed:
1. Before website was analyzed
o Researched key factors and indicators of a successful website
( https://www.businessmarketingblog.org/how-to-analyze-a-website-andmarketing-plan/, http://meetcontent.com/blog/a-web-analytics-framework-forcontent-analysis/ , http://www.thermostudios.com/wpcontent/uploads/effective-website-infograph.gif )
o Researched successful non-profit organizations website on google.com to
compare.
o Researched similar nonprofit organizations website on google.com to compare.
o Visited The Dallas Council's website.
2. After research was conducted
Visited organization website and looked for the following:
 Was there a visible, clear, and concise mission statement
 Was there a visible, clear, and concise list of goals
 Was there a visible, clear, and concise list contact list
 Was there a visible, clear, and concise media list
 Was there different language options
 What types of graphics were used and were they geared at specific audience or
demographic
 What types of audio content was available and was it geared at specific
audience or demographic
 What types of video content was available and was it geared at specific
audience or demographic
 What types of color scheme was used and was it geared at specific audience
 What types of social media links were available and was it geared at specific
audience or demographic
32
Appendix III
Online Job Advertisements & Flyers cost breakdown
Online Job Advertisements cost breakdown
Flyer Budget

Fed Ex printing prices
o Full Page Print
 50 – $29.99
 100 – $59.99
 250 – $149.99
 500 – $289.99
 1,000 – $579.99
Communications Intern
35 prints
Health Intern
35 prints
Communication specialist
35 prints
x 7 schools
TOTAL: 245 prints
x 4 schools
TOTAL: 140 prints
x 8 schools
TOTAL: 280 prints
TOTAL: 665 prints = Approx. cost is $500.00

Online postings
o PRSA (pricing source)
 Internship ads
 30 days = $100 x 2 internships= $200
o Job posting for 5 months = TOTAL: $1,000

Communication Specialist ad
 30 days = $350
o Job posting for 5 months = TOTAL: $1,750
**$100 savings per month if PRSA member**
o Dallas Morning News
 Communication Specialist ad
 60 days of online advertising = $385.000
o Job posting for 150 days = TOTAL: $1,065
33
Appendix IV
Communication specialist job description
Communication Specialist
Description:
Responsible for coordinating the communications output within a company. Creates and
delivers emails, direct mail, brochures, newsletters and other publications.
Responsibilities:



















Create company literature and other forms of communication.
Create marketing promotion materials both print and electronic.
Work with advertisers for timely and usable submissions
Copyedit, proofread, and revise communications
Recommend, implement, and maintain site design and operation
Design, and launch email marketing campaign
Plan and deliver education courses and materials
Work with manager and business units to determine event budget and manage
expenses to that budget
Promote services and products through Public Relation initiatives.
Develop marketing- communications campaigns
Create thought leadership materials
Create and deliver press releases, media relations content.
Develop fresh materials
Conduct extensive media outreach
Prepare agendas conduct research
Coordinate scheduling and logistics
Draft and send press releases that contain important updates about their clients to print
and broadcast media outlets.
Organize events at which clients can meet with the public to increase product
awareness or knowledge of their services or recent developments
Proposing and managing advertising on their behalf of their clients included in the job
description
Qualifications:



Bachelor’s in Marketing, Mass Communications, Advertising, Public Relations
Must have 3 years of related job experience
3 references
34
Appendix IV
Public health Intern job description
Public Health Intern
Description:
Non-profit organization is looking for a public health intern to join our team. This internship will
include data entry as well as assisting in public health initiatives.
Responsibilities:







Assist with program development including: developing reports, monitoring and
evaluation; training modules and development; operational research
Data entry and reviews of ongoing health program activities, work plans, and goal
achievements
Assist with public health and international development research
Participate as an active member of grant writing teams
Data entry and review for financial reporting of health programs
Assist with program development and proposal development and submission as
needed
Prepare marketing materials for volunteer program as needed
Requirements:



Must be currently enrolled at a university and:
o Be a public health or psychology major
o Have at least a 3.0 GPA
o Provide Two letters of recommendations
Display an interest in a career related to health, health promotion and education
Possess strong verbal, written, communication and analytical skills
35
Appendix IV
Communications Intern job description
Communications Internship
Description:
Non-profit organization is looking for a public health intern to join our team. This internship will
include data entry as well as assisting in public health initiatives.
Responsibilities:







Update and maintain social media presence including daily monitoring posting
scheduling and reporting FB updates
Assist in planning, writing and managing e-blasts and e-news letters
Draft, distribute and pitch news releases, media alerts and other stories
Manage editorial and event calendars
Update website regularly
Collaborate with staff on new ideas, directions and tools for marketing and
communications
Prepare weekly reports and maintain regular contact with supervisor
Qualifications:








Grasp of available tools and platforms in social media space
Working toward a marketing, mass communications, public relations, or advertising
degree and have:
o At least a 3.0 GPA
o Two letters of recommendation
Previous internship or related experience in marketing or communications a plus
Excellent written and oral communication and interpersonal skills
Must be computer literate
Ability to work well independently and within a team
Commitment to cultural sensitivity and respect for differences
Commitment to the continuous improvement of service quality and the organizations
mission
36
Appendix V
Website biography example 1
Biography Examples
Add 4 employee/staff bio pages to the website
(New tab titled "Meet our Team" will need to be created on the ALOUD website)
Website Mock Bio 1 Community Coalition Coordinator
Name: Justin Mazzeo
Title: Community Coalition Coordinator for Alliance on underage
drinking (ALOUD)
Email: jmazzeo@dallascouncil.org
Office Telephone: (214)-522-8600, Ext. 256
Office address: 1349 Empire Central Drive #800
Responsibilities: (insert description)
Fun Fact: (insert description)
37
Appendix V
Website biography example 2
Website Mock Bio 2 (communication specialist)
Name: (insert description)
Title: Communication specialist for the Alliance on Underage
Drinking (ALOUD)
Email: (insert description)
Office Telephone: (insert description)
Office address: (insert description)
Responsibilities: (insert description)
Fun fact: (insert description)
38
Appendix V
Website biography example 3
Website mock Bio 3 Communication intern
Name:
Title:
Email:
Office Telephone:
Office address:
Responsibilities:





Assists with media relations
Assists with press releases
Assists with social media updates
Assists with event planning and organization.
Helps to develop new ideas and revamp old ones.
Fun fact: (insert description)
39
Appendix V
Website biography example 4
Website mock Bio 4 Communication intern
Name:
Title:
Email:
Office Telephone:
Office address:
Responsibilities:



Assist in data collection
Plan and conduct public health studies
Work in conjunction with other programs
Fun Fact: (insert description)
*Note- Interns will make their own mock bio within the first few weeks to be reviewed and
revised by communication specialist. Bio active on website through the duration of the
internship. Two Bios made for each intern containing same information and displayed on same
page.
Goals of Intern bio pages




Intern mock bio can be used to show youth working toward ALOUDS mission
Intern mock bio can be used as an incentive for intern to showcase on portfolio or show
future employers
Intern may be contacted
Type of advertisement for future interns
40
Appendix VI
ALOUD Training Schedule
ALOUD Training Schedule
The training would essentially be the same for both the intern and paid position. The only
difference would be learning their roles, and tactics given to them during the training week.
This will reduce time for Justin by being able to train both at one time if hired around the same
time.
Policies and procedures
1. Mission and Vision of ALOUD
2. History of organization
3. Purpose of training
a. Guarantee the integrity and work environment of ALOUD through curriculum,
training endeavors and program implantation.
4. Policies, What ALOUD stands for and does not stand for as an organization
a. Policies of Dallas Council
b. Policies of ALOUD
c. Policies of partnering schools
5. Organization
a. Define organizational structure
i. How things run in the office
ii. The structure of the whole organization starting with Dallas Counicl
6. Training
a. Training schedule (1 week) – see example below
b. Potential assignment made and set to be carried out
i. Assignments for intern
ii. Assignments for paid position
1. Must show ability to communicate orally and written
7. Training Certification
a. Must demonstrate knowledge of everything taught
b. Must show ability to properly utilize:
i. Teaching method
ii. Office facility
iii. Instructional aid
c. Demonstrate ability to work with the schools by
i. Spending “x” amount of hours in the school during training to understand
all aspects of the organization
ii. Showing your ability to get along with school personnel by asking school
administration
41
Monday
Tuesday
9 am
Guidelines
and
expectations
for the week
10am
History
11am
Policies
Goals
12pm
Lunch
break
Office
structure
Policies of
partnering
schools
Objectives for schools
Lunch break @ 12
1pm
Meet and
greet
2pm
Objectives for
the week
Questions
Wednesday
Field day, Lunch break @ 12
Thursday
Field day, Lunch break @ 12
Friday
Review
Lunch
break
42
3pm
Objectives
Evaluations Certifications
Plans for
the future
4pm
Questions
Appendix VII
Public Health internship flyer
43
Appendix VII
Communications internship flyer
44