Tippecanoe County
Campaign for Hoosier Families  

Group Members:  
 
Christopher Ha Executive Director  
Nan Lin Co-Media Director  
Zeina Kayyali Co-Media Director  
Yuwen Wei Research Director  
Xiaoyu Zhou Communications & Event Coordinator  
 
 
 
 

 
  
Table of Contents  
 
Introduction ..……………………………………………………………………………………..2  
 
Situation Analysis ....………………………………………………………………………..…… 3  
 
Campaign Planning ...…………………………………………………………………………......6  
 
Campaign Execution ...…………………………………………………………………...……...11  
 
Campaign Evaluation ...……………………....………………………………………………….15  
 
Final Schedule and Budget ..…………………………………………………………………….18  
 
Lessons Learned ...………………………………………………………....…………………….20  
 
Our Agency …..………………………………………………………………………………….24  
 
Appendix ………………………………………………………………………………………...28  
 
 
   

 
1  
  
I.   Introduction
 
Campaigns are important in solving organizational problems because of the various

communication tools and knowledge used to face the array of issues organizations encounter. By

using these communication tools, we are able to induce changes in knowledge levels, behaviors

and attitudes. Communication tools such as brochures, press releases and special events, generate

awareness and encourages the publics to take action. Nonprofits usually have lack of resources

such as finance, manpower, and media relations. Due to the lack of finance, the nonprofits do not

have enough money to hold certain necessary events or recruit interns. The shortage of

manpower prevents nonprofits from running consistent programs, and the insufficient media

coverage makes it difficult for nonprofits to publicize important information for their target

publics. Therefore through the campaigns ability to generate awareness, the organization can

accumulate more resources to identify and solve their issues. For the purpose of this campaign,

we contacted a total of four non-profit organizations; Natalie’s Second Chance, the Tippecanoe

Arts Federation, Almost Home Humane Society and Campaign for Hoosier Families. Ultimately,

we decided that Campaign for Hoosier Families would be the best fit for us, since our campaign

goals align with their organization’s concerns. Some of the organization’s concerns are their

campaign’s awareness, information content, and the internal staff.  

 
2  
  
II. Situation Analysis  
The Campaign for Hoosier Families (CHF) is a separate campaign under the

administration of the Lafayette Urban Ministry (LUM), a nonprofit organization in Tippecanoe

County. CHF makes advocacy a key aspect that ensures public policies are implemented at the

local, state and federal levels for the protection of low-income families, and a pathway out of

poverty. The mission of CHF is to teach the publics on ways they can impact the local or state

legislative system in order to induce a change. Some activities that CHF engages in are the

different ways for contacting state legislators to achieve recognition and effectively produce

change. Common contact methods used are phone calls, emails, and letters delivered to state

legislators.  

By interviewing the client and conducting online research, we found that CHF has only

executed one campaign which happened in the past year. The campaign’s main goal was to raise

awareness and teach the public how to contact state legislators. Major aspects of the campaign

included a special event, increased social media coverage, and an informational brochure. The

special event was to increase awareness about what specifically the Campaign for Hoosier

Families does, giving digital resources for political activism, providing the necessary information

to keep up with the Indiana General Assembly, locating the state legislator, and contacting them

through various methods of communication. Social media was another big aspect where they

created additional platforms to boost the expansion of information across the web. By creating a

Twitter and Facebook page, they were able to reach a wider array of audiences. Lastly, the

 
3  
  
informational brochure was a handy portable resource to handout to members of the greater

Lafayette community to provide them with information about their organization.  

However after the campaign, CHF continues to face problems with ineffective use of

multimedia, inconsistent staff who lack social media skills, heavy use of written information

content, lack of activities/events, and latent publics. To begin, CHF has a tremendous problem

with the types of information content that they release and inefficiency of using multimedia.

First, a majority of their content are too information intensive and very dull for its readers.

Through social media and press releases, the content of their information are provided in an

abundance of words without any additional visual aid to ease the eyes of its viewers. Therefore,

audiences are often inattentive and unwilling to read any of the content that are distributed.

Moreover, CHF is rarely exposed to traditional media platform, such as newspaper, radio and

periodicals. Since most of audiences are from low income families thereby they are more likely

to get access to traditional media, the rare coverage on traditional media will result in low

awareness among target audience.  

Other problems CHF faces are with inconsistent staff members or volunteers to regularly

assist with the campaign throughout the year. This results in the inconsistent and inefficient

management of their entire campaign since its early start in 2015 and their media platforms. This

leads to the problem within social media because there is no staff with knowledge of the

necessary skills to continue operating the different platforms.  

Apart from multimedia, staffs, and information content, CHF does not have enough

special events and activities to actively engage their publics. The only event they have held is the
 
4  
  
Political Skills for the Digital Age where they taught members of the community how to address

and contact their legislator. Although the event was free, it proved to be unsuccessful because of

the absence of many people. As for activities, they only encourage their public to contact state

legislators about their position on bills.  

Lastly, CHF encounter problems with latent publics. Most of the people targeted by CHF

are the legal citizens of the United States without the knowledge of how to attain resources to do

something about policies opposing low income families. These people are considered latent

publics because they are facing the problems of low income families but do not detect and

recognize that these are groups in need and how they can help.  

Due to time constraints, we decided to address the issues with ineffective use of

multimedia, inconsistent staff without social media knowledge, and heavy use of written

information. Choosing appropriate media platforms to disseminate information to different target

publics is significantly important for an organization. While strategically publicizing information

through traditional media, social media has also become prevalent among publics in this society

nowadays. Furthermore, staff members of any organization are essential to success, whether they

are full-time members, interns or simply volunteers. CHF’s problem is that their staff is limited

on knowledge about social media. By educating the staff about social media and the necessary

skills to continually manage their media platforms, they can achieve a greater amount of

awareness for their campaign. In addition to fostering an environment for media platforms, we

are developing these staff members with the necessary skills set so that they can pass it on to any

new incoming interns or volunteers willing to help with this area. At the same time, the
 
5  
  
organization is struggling to strategize creative content. Therefore, the quality of information

content has to be improved, in order to retain and attract more audiences. By tackling this

problem as well as inconsistent staff and use of multimedia, we can fully launch creative

informational content that CHF can utilize to post on their social media platforms. In addition,

we can also disseminate their information through local publishers to target more people in the

greater Lafayette.  

III. Campaign Planning  

From the situational analysis, we have formulated our goal and objectives for the campaign.  

Goal:  

The goal of this campaign is to increase the participation of the greater Lafayette community

residents in the Campaign for Hoosier Families.  

Objective 1: To increase the number of lower income families that consult CHF for resources in

regard to contacting the state legislator from 10 to 25.  

Objective 2: To increase the number of staff members with social media skills through social

media workshop from 1 to 10.  

Objective 3: To increase the number of participants in the resource event from less than 10 to

20.  

 
6  
  
Objective 4: To increase the viewers of CHF’s publicity video on YouTube to 200 by sharing

the video with the 89 people following their Facebook page and encouraging them to share the

video to others.  

Objective 5: To increase the number of likes on Facebook from 89 to 150.

Rationale:  

At the moment, CHF has a very low amount of awareness among its publics. Our goal is

to increase participation of the greater Lafayette community residents in order to reach a broader

audience and transform their latent behaviors to active behaviors.  

Our first objective is to increase the number of low income families that consult CHF for

resources in regard to contacting the state legislator to 25. Policy changes cannot be completed

by solely a small part of people. Instead, we need help from the whole community. It is

important to inform people and create understanding for what we are exactly doing, and how

people can contribute. In order to achieve our goal, we have to motivate more publics to seek

knowledge about CHF and its mission. On average, there are only 10 people that come to consult

CHF for resources every month. Therefore, we set the number of 25 as our first objective by the

end of April, which is achievable and feasible.  

As part of our campaign, we will increase the amount of staff members of Lafayette

Urban Ministry with social media skills to 10. As one of the most important component of an

organization, staffs significantly determine if publics are willing to participate in the

organization’s events. In terms of social media, skilled staff members would make the brand
 
7  
  
more appealing to target publics versus non-skilled staff members that struggle to attract even a

small amount of individuals. Currently, there is only one individual at LUM knowledgeable of

social media skills. Therefore, we decided to increase the number of their staff members with

social media to 10. By doing this, they can continue to consistently update information on their

media platforms and post about any resources to get the community engaged without our help.  

Also, we intend to increase the amount of participants in the resource event from less

than 10 to 20. The resource event is a the best way to increase public awareness of the campaign

and attract media attention, as well as enhance engagement with the targeted publics. Besides,

CHF can also present more comprehensive information about their mission and services through

this events. As the executive director claimed that no one attended the last special event

“Practical Skills for Digital Age,” the number of 20 this time will be viable for our event.  

Moreover, we will be creating a video which will be posted on Youtube. The video is

aimed at raising awareness about CHF and what they do. Based on the number of people that

have liked their Facebook page, which is currently 89, we have decided that it would be

appropriate to set a goal of reaching 200 views for the Youtube video.  

Lastly, we strive to increase the number of likes on Facebook to 150. For now, there are

89 likes in total of CHF’s Facebook page. We aim at increasing the number to 150 by the end of

our campaign.  

 
8  
  
Strategy for the Campaign:  

Based on the issues we have defined above, we detected that most of the problems

originated from the low consciousness of CHF’s mission among Lafayette residents. Ineffective

dissemination of information induces extremely low awareness of CHF among the greater

Lafayette residents. In this case, we determined to spread information through both traditional

media and social media, to reach more variety of publics. Besides, the lack of social media

knowledge leads staff members at LUM unable to run effective social media tools, which causes

a disconnection between CHF and their audiences through the internet. Therefore, our first

strategy is to enhance the skill that the staff members are lacking. Except for the the unskilled

staff members and media tools, we will increase people’s awareness of CHF and their mission,

by constructing more creative information content.  

To better reach our audience, we have segmented the publics into four categories non-

publics, latent publics, aware publics, and active publics. Beginning with non-publics, these are

individuals who are not affected by the issue, thus being individuals who belong to middle and

higher income families. We plan to target them through multimedia platforms, including

traditional media platforms such as newspaper and radio station, and social media such as

Twitter. We will produce more appealing media content and Twitter posts, by transforming

CHF’s content such as press releases, newsletters, and emails from text heavy information into

visual content which is easier to consume. With appealing content, non-publics are more likely to

tune into our information, and be attentive to CHF’s mission and purpose. Thus, they will be able

 
9  
  
to learn how to advocate policy change for low income families and hopefully change their

inactive behaviors into an actively participating behavior.  

Similar to non-publics, we have latent publics. Latent publics are not aware of the issue

or situation that they are facing. However with latent publics, these are individuals who are a part

of low income families and therefore are affected but are unaware of how certain policies are

negatively affecting them. Thus they do not know what they need to do to make a change. What

they need is more accessible information and reachable help that can motivate them to realize

their situation. Through the full use of multimedia tools, we plan on making the latent publics

more aware of their situation, encouraging them to participate in CHF and create a change that

will help them.  

Next, we have the aware publics. Aware publics consist of Lafayette Urban Ministry

staff members who recognize the problem that are facing low income families, but do not have

the capability to act and make changes. Currently, the staff members working for CHF at LUM

are limited not only on quantity, but also on practical skills. We plan to target aware publics by

holding a social media skill workshop to train them and increase their social media skills first,

allowing them to be able to organize and help resolve the problems. The goal is to transform the

members from aware publics to active publics.  

Lastly, we have the active publics, most of whom are from the low income families.

These families are clearly aware of the issue they are facing, and they intend to organize

something for resolving their problems. Most of them always actively participate in the

Campaign for Hoosier Families, and they are able to fully utilize their rights to induce a change
 
10  
  
in policy. We plan to target active publics through and multimedia tools and some resources

event informing them about the proper resources necessary to bring about change in policies

affecting them. Also, since most low income families may not be able to afford the expensive

technological devices, we will pay more attention to disseminating information to the active

publics via traditional media platforms, such as newspaper and radio station.  

IV. Campaign Execution  

In order to execute the campaign, we conducted a social media skills workshop,

established multimedia platforms, and hosted a resource event. All of our outputs and outcomes

can be found in the Appendix part.  

Social Media Skills Workshop  

The information workshop that we hosted was directed towards the members of CHF to

train them about the basic knowledge of running social media platforms. During the workshop,

our group taught the techniques of how to utilize Twitter and Facebook by creating powerpoints

and presenting the process to the staff step by step. For Twitter, we taught them how to tweet,

retweet, follow, post pictures and videos as well as how to view their tweet activity. We also

talked about the tweet activity feature which helps them identify how many people have engaged

with their tweet and visited their profile through a specific post. As for Facebook, we taught

them how to upload pictures and videos, post and share statuses. More importantly, we educated

the audience on how to use these social media platforms effectively and in a way that would

 
11  
  
benefit their organization. We conducted thorough research and presented them with statistics

that showed the best times to post throughout the day. Furthermore, we talked about the type of

pictures that they should choose for their profile pictures and cover pictures. We explained the

importance of choosing an appropriate and effective picture to represent them on social media,

and what type of pictures would appeal to their specific audience. Afterwards, we held a question

and answer session with the attendees to make sure that our presentation was effective and that

they have gained the skills that we taught them.  

Multimedia Platforms  

We decided to increase Lafayette residents’ consciousness of CHF through multimedia

platforms, including traditional media and social media. For traditional media, we communicated

with the public radio station WBAA and the Exponent from Purdue, to publicize CHF’s

information such as service and events, in forms of news releases, newsletters, flyers and so on.

Apart from traditional media, we enhanced the quality of ICT and social media for CHF, by

writing press release, creating a video, and infographics. The infographic was geared towards

members of the greater Lafayette area, and contained visuals and easily read text that explained

ways to contact state legislators for policy changes in favor of low income families. It became

versatile, being able to be printed as a flyer, poster, or utilized as an image that can posted on the

social media.  

On April 4, WBAA publicized our resource event’s information on their event calendar,

which allowed people to find the information when visiting the WBAA website. The Exponent

also posted a news article on their newspaper about the resource event early Friday morning on
 
12  
  
April 22. Furthermore, we utilized print media, social media, and ICT to disseminate our

information. Lafayette Urban Ministry (LUM) posted our flyer and press release on their website

and social media, which allowed most of LUM’s potential and existing followers to see the

information. We created three different infographics, each aimed at raising awareness about

different aspects of the campaign. Our first infographic was an informational flyer promoting our

resource event, the second infographic included general information about CHF, and lastly the

third infographic provided information on how to get involved with CHF. By the end of April 21,

the day before our event, we had given out 64 copies of flyers that we created to promote the

event around Lafayette and West Lafayette area. We also posted the event flyers on Facebook,

Twitter, and Instagram in order to promote the event to a wider audience.  

On April 18, we finished video editing, and posted it on YouTube

(https://www.youtube.com/watch?v=tV8NkZbOaFk ). The video included a brief interview with

the executive director Susan Brouillette talking about the organization’s missions, duties, and

past achievements, as well as multiple scenes of the location and staff working at LUM. In

addition to the initial proposed contents of the video, we have also included an interview with

Joe Micon, Executive Director of Lafayette Urban Ministry. The interview goes further into

details about how CHF relates to LUM and its effect on the community. Furthermore, since the

interviewee Joe Micon was a highly credible individual, we chose to include him as he is the face

of the organization that administers Campaign for Hoosier Families.  

 
13  
  
Resource Event  

We held a resource event to inform more people about CHF and its mission. The event

was held in the lobby of LUM from 4:30 to 7:30 p.m. on April 22 (Friday). In the event, we

provided a variety of information on CHF’s service and events. We provided the brochures made

from the last campaign, three different infographics in flyer form to give out, and the

promotional video was played continuously throughout the event. Furthermore, there was special

consultant at the event that provided attendees with further help and information. There was a

question and answer session organized two hours into the event for those interested but had

questions for staff members. The session included a brief plug about how to advocate policy

change for low income families. At the same time, we provided an information board for visitors

to better understand CHF’s mission, and free food such as pizza and chips. We also made a

survey for attendants to provide feedback about our event, which we will analyze in our

evaluation part.  

Throughout this whole process, our agency maintained contact with the client on a

weekly basis; methods of contact included meetings for planning, emails for updates, and phone

calls as a backup in case there is slow response in email replies. Our primary contact was Susan

Brouillette, director of Campaign for Hoosier Families. In addition we had two secondary

contacts, Enosh Kazem and Joe Micon, executive directors of the Lafayette Urban Ministry. As

the campaign came to an end, our agency conducted an evaluation with staff members and

members of the Lafayette community. Through surveys and informal interviews, we were able to

gather data that told us about our efforts and whether they were successful or not.  
 
14  
  
V. Campaign Evaluation  
We have set a goal and five objectives in our proposal. By the end of the campaign, we

have achieved half of the objectives. Although we have not achieved the rest, there are still

progress made throughout the campaign. The empirical evidence such as screenshots, photos,

and charts can be found in the appendix portion.  

Our first objective was to increase the number of lower income families that consult CHF

for resources in regard to contacting the state legislator from 10 to 25. The evaluation of this

objective will be how many people contact CHF for resources, advice on writing letters, and

overall seek CHF for volunteering opportunities to help low income families within Tippecanoe

County. Since our resource event was held on April 22, CHF did not have the opportunity to

reach out to the attendees via email before this campaign concluded. Thus, our objective was not

reached because emails about how to get involved with CHF have not been sent out to the

attendees; therefore we do not know how many individuals will seek CHF for resources.

As part of our campaign, we decided to increase the amount of staff members of

Lafayette Urban Ministry with social media skills to 10. The aim of our second objective was to

increase the number of staff members who have social media skills from 1 to 10. In order to

achieve this objective, we held a social media workshop for staff members of the campaign.

Before the workshop, there was only one person who had social media skills. Although we only

had 3 staff members attend our event, we had previously anticipated that at least 10 would

attend. The reason for the low attendance at the workshop is due to our client not informing the

 
15  
  
staff about it, even though it was planned and confirmed ahead of time. In the future, we would

make sure to check with the client more frequently and ask for a confirmation on the number of

attendees. Nevertheless, we gave our client our powerpoint presentation and all of the other

important information relating to social media skills and they intend to use them in their next

staff meeting where 15 people will attend. Therefore, even though only 3 people attended the

social media workshop, they can use information and materials that we gave them to help

increase the number of staff with social media skills to 18.  

Our third objective was to increase the number of participants in the resource event from

less than 10 to 20. The resource event is the best way to increase public awareness of campaign

and attract media attention, as well as enhance engagement with the targeted publics.

Additionally, CHF can also present more comprehensive information about their mission and

services through this event. According to the executive director, no one attended their last special

event “Political Skills for Digital Age”. We were able to achieve our goal by increasing the

number of attendees to 22 this time for our event.  

As for our fourth objective, it was to increase the viewers of CHF’s publicity video on

YouTube to 200 by sharing the video with the people following their Facebook page, and

encouraging them to share the video to others. The video is aimed at raising awareness about

CHF and what they do. Based on the number of people that have liked their Facebook page,

which was originally 89, we decided to set a goal of reaching 200 views for the Youtube video.

By the end of April 25 , we have obtained the number of 144 viewing the video. Despite the fact

 
16  
  
that we didn’t reach the number of 200, we have accomplished 72 percent of our set objective,

which means we still made certain progress on the video publicizing.  

For the last objective, we aimed to increase the number of likes on Facebook to 150. At

the beginning, there were 89 likes in total of CHF’s Facebook page. We planned to increase the

number to 150 by the end of our campaign, which meant we had to get at least 61 more people to

follow CHF’s page. By the end of April 25, we’ve successfully achieved this objective by

increasing the number of likes on CHF’s Facebook to 154.  

Although we didn’t achieve all of our objectives, we believe that our general goal had

been successfully reached. We were able to increase participation and awareness about CHF

among the residents of the Greater Lafayette area. Especially through the use of different media

platforms and our resource event, we increased the number of people who know about CHF and

what they do. Besides, we also received complimentary letter from our client, CHF’s director

Susan Brouillette, which has been attached at the beginning of our report.  

 
17  
  
VI. Final Schedule and Budget  
SCHEDULE:  

March  

Monday   Tuesday   Wednesday   Thursday   Friday   Saturday   Sunday  

1 2 3 4 5 6
             
Campaign Meeting w/ Client Brainstorm &
 
Proposal Due to discuss content Research Video
 
of Video Ideas
   
7 8 9 10 11 12 13
             
Brainstorm &
     
Research Video
Ideas
 
14 15 16 17 18 19 20
             
Spring Break Spring Break Spring Break Spring Break Spring Break Spring Break Spring Break
             
21 22 23 24 25 26 27
             
Meeting w/ Client Edit Video Edit Video
       
to Shoot Video &  
discuss Special
Event
 
28 29 30 31
             
Begin Drafting Final Proposal
   
Event Powerpoint Due
   
 

 
18  
  
April  

Monday   Tuesday   Wednesday   Thursday   Friday   Saturday   Sunday  

28 29 30 31 1 2 3
             
Begin Drafting Final Proposal Group Meeting Finalize
     
Event Powerpoint Due to Practice Powerpoint and
   
Presentation for Presentation for
Event Event
   
4 5 6 7 8 9 10
             
Post Event Meeting w/ Client Begin Drafting
 
Information on Discuss Infographic
 
WBAA Infographic &
 
Final Draft of
Video to Susan
 
11 12 13 14 15 16 17
             
Information Meeting w/ Client Finalize
 
Workshop First Draft Infographic for
 
Finished Print
   
& Video Upload
Request
 
18 19 20 21 22 23 24
             
Meeting w/ Post News
     
Client
    Article About
to show Video & Resource Event
Infographic on Exponent
   
&
   
Evaluation
  Resource Event
 
25 26 27 28 29 30
             
Final Report Due
 
 

 
19  
  
BUDGET:  

  Category: Quantity   Price  

Resource Materials   Flyers: 128   $5.82  

Brochures: 30   $7  
Information Board: 1   $2.97  
Content for Info. Board: 12   $4  

Foods   Pizza: 2   $26.01  

Chips: 2   $7  
Drinks, Water   $12  

Groceries   Cups, Plates, Forks, Napkin   $8  

Total     $72.80  
 

All funds for the Resource Event was donated by the Agency.  

VII. Lesson Learned  

What we have done well  

Our group was able to work efficiently together to produce the best results possible. We

were all committed to this project and dedicated sufficient time to each part of the campaign.

Moreover, all our interactions and meetings with the client were conducted professionally. We

were able to successfully organize and lead a social media workshop for CHF. In the workshop

we talked about the significance of social media for an organization, and how CHF can utilize

social media to reach a wider audience.  

 
20  
  
Additionally, we contacted local media outlets including the Exponent newspaper and

WBAA radio station to help promote our campaign. The WBAA radio station publicized our

event information on their website, and the Exponent newspaper invited a reporter to write a

news article to publicize the campaign. Moreover, LUM posted our press release on front page of

website. By reaching local media to win media coverage, our campaign attracted the attention

and interest of more people, got more people involved through different social media platforms,

and attracted more visitors to attend the resource event. By the end of the campaign, we got 153

likes on CHF’s Facebook page. We also got plenty of positive feedback about the campaign after

it was publicized through the news article published on Exponent. For the resource event, we got

22 people to attend and they provided us with positive feedback through a survey. Therefore, we

were successful in using multiple forms media coverage to help us increase awareness about the

campaign.  

Our resource event was publicized in an efficient and timely manner. Before the event,

we created flyers and brochures to hand out to different people around the West Lafayette and

Lafayette areas. As mentioned we got the Exponent newspaper and radio coverage to promote

the campaign, and we created a video which was posted on Youtube. During the event, we

provided plenty of useful information and materials, including an informational board, video and

brochures. These materials were provided to help visitors obtain a clear and comprehensive

information about CHF. Visitors appreciated these informational materials that we provided took

some for deeper exploration. Through oral feedback they informed us that the infographics and

 
21  
  
video we created made the information much easier to understand. Overall, we did well in

publicizing the event and presenting the information in a more appealing manner.  

What we need to improve  

This was the first practical campaign we created. There were a lot of things we were not

familiar with. Through the four-month experience and toughening, each of us has been getting to

know what it takes to create a good and effective campaign. We have tried our best to create a

awareness about Campaign for Hoosier Families, from information publicizing, to employee

training and event holding. After evaluating our work and achievements in this campaign, we

found some things that we need to pay attention and do better in our future professional work.  

Firstly, CHF is a campaign aimed at raising awareness on political issues, and especially

policy advocacy. As communication students, we have done our best to create a public relations

campaign for CHF. At the beginning of the campaign, we faced somewhat of a difficulty in

determining what CHF’s mission is in a concise way. In the future, we will conduct more

research about our client, especially through primary research method, like in-depth interviews

and focus groups. Therefore, we can have better understanding about our client and their

mission.  

Secondly, LUM and CHF have an issue with understaffing, so we did not get sufficient

help from our clients. For example, CHF did not have any staff members working on updating

their Facebook, and Twitter pages to inform their followers about the resource events, even

though we held the social media workshop event for them. In the future, if our clients have the
 
22  
  
understaffed problem, we will hold volunteer recruitment event at the beginning of the

campaign. Therefore, volunteers not only can help with our campaign events, but they can also

help with future events that would be held by the client.  

Third, we created a survey to understand people’s feedback about our event, the result of

the survey showed that we need to change the location for our special event in the future. We

gathered fifteen surveys in total, and five of the them said we should change location. One of the

attendees wrote on the survey “you should choose the location at a more popular place to attract

more attention in the future”. In the future, we should conduct more research before we hold a

special event, in order to determine the best location, and thus get more people to be involved in

our campaign events.  

Finally, although the client was cooperative throughout the entire process of the

campaign, we did have one minor challenge. When we contacted the client to set up a meeting

we would occasionally wait up to a week before we receive a response. This made things

somewhat difficult for when we had a deadline to meet. Additionally, our client did not inform

the staff members about the social media workshop, which led to a low number of attendees.

Furthermore, the client requested more work from us every time we met face to face. She was

persistent about gathering as much resources as she possibly can from the event. In the future, we

will make sure that the client is invested more in the campaign and set clear guidelines in regards

to what type of resources we will produce, in order to avoid these issues. For example, we will

prepare a professional contract to bind both our agency and clients.  

 
23  
  
VIII. Our Agency  
Mount PR was established in January of 2016, with members from diverse backgrounds

and experiences. With our diverse backgrounds and experiences, we are able to analyze

situations in a variety of unique perspectives. This is a benefit to our clients in that we are able to

see different viewpoints that the client may have not seen beforehand. Mount PR gets its name

from our motto of “always striving to be the top.” Our members are dedicated to providing only

the best services to our clients. Our clients are primarily non-profit organizations.  

Group Members:  

Christopher Ha | Executive Director  

I am an undergraduate student at Purdue University pursuing

a Bachelor of Arts in Public Relations & Strategic

Communication. I am extremely involved at Purdue,

working for various departments and participating in many

student organizations. Outside of Purdue, I was on the

executive board for a nonprofit organization with a 501(c)3

status. Common skills that I continue to develop through my

numerous leadership opportunities are: Interpersonal

Communication, Management, Public Speaking, Leadership,

Event Planning, and Student Affairs.  

 
24  
  
 

Nan Lin | Co-Media Director

I am a junior majoring in Public Relations and Strategic

Communication at Purdue. As a native Chinese, I speak

excellent Mandarin and have great command of diverse

Eastern culture. Three-year experiences in U.S. allows me to

speak fluent English and some basic French. Currently, I am

a member of Public Relations Student Society of America

(PRSSA), the account associate in Boiler Communication,

and the media coordinator for Susan Bulkeley Butler Center

at Purdue. My common skills are: Public Speaking, Social

Media, Leadership, Writing, and Strategic Planning.  

Zeina Kayyali | Co-Media Director  

I am a currently a junior at Purdue University seeking a

Bachelor of Arts degree in Public Relations and Strategic

Communication. I am also working towards getting a

certificate in Entrepreneurship. I was born and raised in

Jordan, and attended an international school growing up.

This helped me become fluent in both Arabic and English. I

 
25  
  
like to travel as much as possible, and thus have exposed myself to a variety of different and

unique cultures from around a world which has helped me expand my horizons and perspectives.

I initiated my first campaign for a non profit as a sophomore in high school. That sparked an

interest in me to continue working in this field, and to mainly focus on working with nonprofits.  

Yuwen Wei | Research Director  

I am a Junior at Purdue University studying for my Bachelor of Communication with a

concentration in Public Relations strategy. I have experience from a previous internship in which

I did strategic planning and campaign implementation for

a transportation company. I was involved in the process

of advertising and promoting the campaign event by

designing and distributing the infographics. So I have the

ability to interact with other people in a team, practical

skills to create infographics, and experience in campaign

implementation. Moreover, I am proficient in Mandarin

and English, and very familiar with SPSS computer

program. Besides, I have the basic public relation writing

skills, like writing news release, media kits, or blogs.  

 
26  
  
Xiaoyu Zhou | Communications &

Event Coordinator  

I am a junior major in Public Relations &

Strategic Communication at Purdue

University. I have had rich experiences in

interviewing as well as writing feature

stories and blogs for disseminating campus

activities hold by student organizations.

Also, I used to be a research assistant for the consumer decision-making research in Brian Lamb

School of Communication. Since I took filmmaking and television production courses before, I

possess basic skills of using cameras and broadcasting. I am a multilingual person and able to

speak excellent Mandarin, English and basic Japanese. My common skills are: public speaking,

interviewing, feature stories writing, social media running and strategic planning.  

 
27  
  
IX. Appendix  
1.   Infographics………………………………………………………………………...........29

2.   Video………………………………………………………....…………………………..30

3.   Event Publicizing..……………………………………………………………...………..32

a.   WBAA

b.   Exponent

c.   LUM ICT/Social Media

d.   Our Own Social Media

4.   Resource Event….....…………………………………………………………………….36

a.   Photos

b.   Survey

c.   Checking Sheets

5.   Social Media Workshop…........………………………………………………………….38

6.   Social Media (Facebook)...……………………………………………...…………….....41

a.   Previous Situation

b.   Outcome

7.   Letter from Client....…………………………………………………….…………….....43

 
 

 
28  
  
1.   Infographics:

 
29  
  
2. Video  

https://www.youtube.com/watch?v=tV8NkZbOaF  

 
30  
  

 
31  
  
3. Event Publicizing  

 
32  
  

 
33  
  

 
34  
  

 
35  
  
4. Resource Event  

 
36  
  

 
37  
  
5.1 Social Media Workshop  

 
38  
  
5.2 Social Media Workshop PowerPoint  

 
39  
  

 
40  
  
6. Social Media  

 
41  
  

 
42  
  
7. Letter from Client

 
43