COMM 681—Communication Inquiry Project Assessment Rubric Student: _________________________________ Review Date: ____________ A successful inquiry project must “meet expectations” on all components listed on the rubric. If a component receives a lower assessment, the component in question must be revised before the inquiry project will be deemed complete. NOTE: Since each student’s communication project is unique, it is expected that projects will vary in content and format. Below are general guidelines that reflect expectations for all projects. Many projects will extend beyond these guidelines to include additional information. Component (this list does not convey order, but rather the proposal must include…) Evaluation Framework and Rationale for the Study     Situates project within larger social and historical context. Demonstrates how and why this project is important and for whom. Articulates topic and purpose/objective in developing the project. Lists clear and relevant research question(s) if applicable). Exceeds Expectations Meets Expectations Needs Improvement Absent Explanation of Central Communication Concept and Guiding Theoretical Framework   Explains how a communication lens illuminates this topic. Employs communication theory successfully. Utilizes a successful literature review that explicates the central communication concept by demonstrating recency, reliability, thoroughness, and completeness. Exceeds Expectations Meets Expectations Needs Improvement Absent Comments 2 Inquiry Method    Exceeds Expectations Articulates and justifies what inquiry method was used to explore the topic. Describes specifically the steps taken to complete the project to demonstrate transparency and rigor. Method could be understood well enough to be replicated by reader. Meets Expectations Needs Improvement Absent Analysis    Exceeds Expectations Articulates the major findings of the inquiry project. Describes the fullness of results of the method as applied. Utilizes justifiable techniques for analysis based on method. Meets Expectations Needs Improvement Absent Discussion/Conclusion/Strategies    Exceeds Expectations Frames the results according to the theory articulated. Articulates how project advances academic conversation on this topic. Articulates how project benefits organizations, individuals and/or community. Meets Expectations Needs Improvement Absent Challenges and Limitations  Exceeds Expectations Describes any challenges and/or limitations realized while completing the project. Meets Expectations Needs Improvement Absent 3 Directions for Future Inquiry  Exceeds Expectations Offers suggestions for how researchers might use the findings here to ask new questions. Meets Expectations Needs Improvement Absent Appendices  Yes Complete and included as needed. No References   Yes Complete. Formatted with consistency according to a selected style guide. No Grammar/Articulation  Yes The project displays excellence in grammar and writing competency at the Masters level. Reviewer: ________________________________________ No Date: ________________________ Running head: STRATEGIC COMMUNICATION PLAN A Strategic Communications Plan: Jackson Park Ministries Queens University of Charlotte Taylor Hart 1 STRATEGIC COMMUNICATION PLAN 2 Abstract Jackson Park Ministries needs more consistent and loyal volunteers to aid in transforming the lives of those in need in the Mecklenburg county area of Charlotte, North Carolina. Having been established for over twenty years, the volunteer rate continues to either drop in the number of volunteers or inconsistent volunteers. The strategic plan will increase those numbers that will eliminate this issue so that the organization can service families properly because of the help of others. I began talking with members of the ministry’s community service board. I then began to research information on non-profit organizations, volunteering in general, volunteering through churches, and how church volunteer ship is changing. I will piece together a new communication strategy that will increase its numbers in volunteers as well as use the approach as capital in maintaining consistency in the numbers of volunteers STRATEGIC COMMUNICATION PLAN A Strategic Communications Plan: Jackson Park Ministries Communication is the fundamental aspect that defines the success or failures of the relationships that exist between two or more persons, within an organization or an institution. Sound communication systems mean effective data sharing and relations. On the other hand, inadequate systems of communication worsen rather than a potentially productive relationship paradigm. For this reason, the principal factor to consider while setting up an organization's operational and strategic plan is the issues on a strategic communication plan. A strategic communication plan is a way of ensuring that difficulties that may arise are controlled and managed before they can result, leading to increased productivity of the organization. Jackson Park Ministry is an organization that has been in the Charlotte, North Carolina area since 1985. The organization strives in bettering the lives of Mecklenburg county residents by providing housing, after school and summer camp, a food pantry and clothing closet to those in need. The organization needs volunteers considering the amount of service they provide and the area they cover. The organization needs a new communication strategy that will increase its numbers in volunteers as well as use the approach as capital in maintaining consistency in the numbers of volunteers. Therefore, devising and implementing a strategic communication plan will the best way to achieve the organization's long-term and short-term goals. Through the use of the Impression Analysis Theory, this study will explore the avenues that require strategic communication plans and propose the possible ways of ensuring that those needs are met. Jackson Park Ministries As Charlotte continues to grow in population, it is now the largest city of North Carolina. As of 2017, there are 1, 476 homeless in Mecklenburg county. Although there has been a 3 STRATEGIC COMMUNICATION PLAN 4 decrease in homelessness from 2016, this is still an issue for a city that is recognized as one of the top 25 best affordable places to live in the United States according to US News. We want to continue to decrease in numbers in the number of homeless people that in the area and we also want to make people aware that if you are need of something, then there is a place that you can lean on. Jackson Parks Ministry's mission is: "a hand up, not a hand out. “Because this organization has a desire to transform lives but does not have a plan to do so; this strategic communication plan will serve as a guide to ensure the fulfillment of the mission. As stated, For Jackson Park Ministries to effectively implement a communication strategy that increases its numbers in volunteers, it must identify the audience being targeted, and identify the best methods for communicating to that audience (inconsistent volunteers, consistent volunteers, Mecklenburg country and surrounding area residents who have a desire to make a difference in the community). Jackson Park Ministry – Volunteer Issues Everything that is done for the community is done through volunteers at the organization. Most of the volunteers are residents of Mecklenburg County. Charlotte, in general, is the largest city by population in North Carolina. This tells us that there are more than enough people in the city or county that can help and make a difference, but there is an issue with maintaining volunteers for the organization. Through personal research speaking with a few volunteers, the majority stated that most of the inconsistent volunteers are that way because of how the organization’s structure has changed. At one point, the volunteers would have many meetings, and there would be days dedicated to the volunteers as appreciation where they were able to make suggestions as to what STRATEGIC COMMUNICATION PLAN 5 they would like. There would be an opportunity where they could voice their opinions as to what events should take place or ways to improve the organization. Some of those non-consistent volunteers believe the reason why the organization doesn't have many volunteers is because of the structure. Some remain consistent because of the cause, while others look at everything all together and step back. Reclaiming these volunteers can be challenging, but there are opportunities. The structure has changed and although there can be some tweaking done to the structure, in time the structure may change again due to the current situation, so these members need to know that adaption is an essential sector for the organization. Their opinions and concerns are significant because volunteers are what moves the organization, and therefore, something should also be put in place so that they feel heard and valued. By doing this, they will also need to find a way to maintain it as well. Maintaining Consistency The consistent volunteers have shown their strength, dedication, and love for God. They have been able to adapt through the change of structure and has understood the importance of being consistency for the betterment of the people. This group has a better leadership and passion for not only the organization but the community as well and will more than likely stay consistent because they believe and admire Jackson Park Ministries Mission. A challenge but room for an opportunity with this group is that it is comprised of both older and younger volunteers. With the structure changing because of the different sources of media being created, the members feel as though they are not aware of everything. Older volunteers who have been around for years are more into going to meetings and having notices sent via mail. As of now, there are fewer STRATEGIC COMMUNICATION PLAN 6 meeting, and the majority of outreach in information is done online. The older volunteers love the incentives that are given because it satisfies their likes. The younger volunteers feel as though those to an avenue of reaching and informing are great, but they are not too fond of incentives that are given. They feel it is more appealing to the older crowd.There is diversity in demographics for the volunteers, which can be problematic to appeal to everyone’s desires. A creation in different teams that will focus solely on one or two demographics may be a fix for this. Some groups can send out information that appeals to various groups, and incentives may be voted on or drawn from those groups. Jackson Park Ministries: “We Need You” As time has shown, it has been challenging for the organization to increase its numbers in volunteers. This aspect is essential because with the time changing in the economy and with people, obtaining more volunteers would benefit the organization. Although the organization does not specify the number of volunteers it requires, it has a requirement that the volunteers be of a minimum age of 18+, and that those aged below the minimum age-line should apply with the assistance of their parents. This, therefore, creates a broad base for reaching out the potential volunteers, hence the ease with which the organization can carry out the property maintenance activities such as painting and landscaping. Possible volunteers would still reside in or around the Mecklenburg County area and surrounding areas. As we know, Jackson Park Ministries is not known by many, and that is the first step; making possible volunteers aware of the organization and also finding what appeals to the audience. Some people would love to make a difference and be a part of something, and some would like incentives to showcase their hard work and dedication. Therefore, finding what kind STRATEGIC COMMUNICATION PLAN of incentives appeals to the new audience as well. Reaching out and appealing to this group may be difficult. Since people are not even aware that Jackson Park Ministries exist, it is imperative for the group to make themselves known to the audience and discover their likes and dislikes. Then, since the organization doesn’t reach out via mail anymore, there will have to be more face to face interaction where volunteers would have to go to them. Literature Review Volunteers are a central element in non-profit organizations. Volunteers provide their time, knowledge, and commitment to what is needed most. OllisandBonnicksen (2007) states that from the year of 1989 to 1998, the non-profit organizations who rely on volunteers has risen by 46.8%. This can also constitute the reason for non-profit organizations becoming larger while the demand for volunteers is increasing (OllisandBonnicksen, 2007). This literature review will reflect on the multiple works and theories of volunteering in non-profit organizations, the advantages, and disadvantages of volunteering, how and if the culture of the church would be a challenge for volunteering practices, how the church volunteering ship has changed over the last decade, and other implications of volunteering. The purpose of this literature review is to understand the direct and indirect methods of volunteering and how each method benefits the non-profit organization. This literature also indicated the value of volunteering involvement emphasizing the managing, coordination, and training of the volunteers. Non-Profit Organizations Volunteers are an essential resource for non-profit organizations. Given the capabilities of meeting missions, goals, and objectives for non-profit organizations can often depend upon the effectiveness of the volunteering that is involved (Brudney, 2017). Volunteer involvement 7 STRATEGIC COMMUNICATION PLAN 8 utilizes financial and non-financial resources of the non-profit organization. One of the most vital elements that are formed between a non-profit organization and its volunteers is communication. Research has suggested that those who volunteer feel more informed about what is going on inside the organization becomes more involved and proactive. As stated by Brudney (2017), “The non-profit organizations cannot underestimate the essentials of maintaining an open line of communication with its volunteers and other staff members. Communication strengths relations.” Many challenges arise with the coordination and managing of volunteers in non-profit organizations. However, these challenges can be met by utilizing a framework in which evaluates the volunteer program associated with the organization's initiatives. This will enable a better understanding of the direct and indirect involvement with volunteers. Research has indicated that non-profit organizations that use indirect and direct volunteering methods, roles supported were nearly 50% higher as opposed to only using a direct method of volunteering (Brudney, 2017). The study in this research concluded that the net profits increased for nonprofit organizations who used both methods of volunteering over only using one. Volunteering provides not only direct services to clientele, but it also provides auxiliary services to the organization. Also, the auxiliary services provided by volunteers serve roles in coordination and management, and the indirect service volunteers serve roles that coordinated with specific activities and events. According to Hartenian (2007), when one must understand the relations that revolve between non-profit organizations that have become dependent on volunteers and those that are not. This study revealed that organizations that have more dependencies on volunteering methods, they benefit more by direct services given than indirect services from volunteering. However, further indications in this study have also depicted the need for more research to STRATEGIC COMMUNICATION PLAN 9 understand the full benefits of direct and indirect services provided by volunteers (Hartenian, 2007). Hartenians’s research has further indicated that non-profit organizations may value direct and indirect volunteering on different levels and that each emphasizes the need for voluntee ring (2007). Advantages of Volunteering Volunteers should be looked at an opportunity, not an aggravation. Although each nonprofit organization is unique in its ways and practices, all have one common theme (HaskiLeventhal, 2009). That common theme is the dependency of volunteers from the community. Community involvement is dependent upon for Jackson Park Ministries. Given the rise in the homeless population, more helped is imperative to ensure all who need it has equal access to the services and products they need. Many benefits come along with volunteering and giving back to the community in which you live. Some of those benefits include tax exemptions and deductions, eligibility for public and private grants, a formal structure of volunteering is adhered to, and limited liability is involved with volunteering. We need the public to change attitudes towards volunteering in non-profit organizations (Haski-Leventhal, 2009). Volunteering empowers experiences and builds a support system for those in need. Volunteers emerge from broader perspectives and provide engagement with focuses on informing the community that they serve to establish and enforce missions, goals, and objectives towards a framework that helps all. The spectrum of volunteering involvement is a strategy that encompasses an engagement strategy (Haski-Leventhal, 2009). Disadvantages of Volunteering STRATEGIC COMMUNICATION PLAN 10 With advantages, there are bound to be disadvantaged. Unfortunately, with volunteering in non-profit organizations, those who volunteer may accrue many disadvantages. Those involve costs, time commitment, and efforts made. Some other disadvantages are shared control and scrutiny from the public. According to Brudney(2012), shared control is personally limited by those involved. With non-profit organizations, they are subjected to laws and policies as with any organization. Scrutiny by the public is a significant concern. As Brudney (2017) states, nonprofit organizations are dedicated to the public interest, and therefore, the finances are open for public inspections. Working with the poor populations, some are involved with drug use. Taking on a position of volunteering, one may encounter such behaviors from others. Therefore, it is imperative to remain objective in all situations with no discriminatory remarks or bias towards those whom you are helping. Volunteers are volunteers for a reason, to help those in need, not to judge them on the bases of their situations or circumstances (Tang & Choi & Morrow-Howell, 2010). Culture of Church could be a Challenge The volunteer culture of any church or non-profit organization is based on values, beliefs, and practices that are shared by all those who volunteer. The culture of volunteering practices is not only shaped by what volunteers do but how they do it. Volunteers who are reliant on teams strive culturally, whereas those that are not finding their struggles to be unhealthy. The culture of a church does not just happen; it must be built on the reliance on staff and volunteers. For the culture of the church to foster and become prosperous, the foundation much serves the sense of spiritual calling, and a shared vision must be understood. According to Nesbit, R., &Brudney (2013), "The highest priority of placing the help in the volunteer's hands is to grow spiritually among each other.” This enables a fostering of overflowing goodness that is spread into STRATEGIC COMMUNICATION PLAN 11 communities. However, the culture of the church could be a challenge for volunteers if there are no clear visions in which they can articulate. If the vision and objectives of helping those in need are not understood, then the vision begins to leak. Nesbit, R., &Brudneyrestate that, “to keep a vision in perspective, it must continuously be refilled” (2013). Other challenges that arise with the culture of the church or non-profit organization is that of reminding. When volunteers are not reminded of their purpose and who or what they are serving, their mission can become stalled. Volunteers continuously build relationships among one another, and when the culture of the family of volunteers becomes broken, there will be a constant turn-over (Samuel & Wolf & Schilling, 2013). The culture of the family is imperative in ensuring that missions are successful. The essential factor in seeing that volunteers create a culture of the church and organization by faith, family, and fun is through leadership. If volunteers have no sense of leadership, the measures become unrecognizable. When ministries develop that positive culture among their staff and volunteers, the mission is achieved on significantly higher levels of effectiveness. Church Volunteering Is Changing Churches have witnessed a decrease in church volunteering. Church volunteering focuses on compassionate individuals who loves to take on challenges, and who are continually over performing. Given the dynamics of social disparity and poverty in the communities, churches must rely on their volunteers to give helping hands (Brudney, 2017). However, today, the churches are not seeing so many volunteers. The paradox is that most volunteers in churches are from the congregation. Therefore, much time is not being spent on the volunteering practices because of them attending church functioning, services, and helping to fund the church itself. In STRATEGIC COMMUNICATION PLAN 12 Romans Chapter 12 of the Bible, the church is a body with many parts that do different things while one thing does not become more important than another (McCluskey, 2015). As stated by Percy (2016), "this is the biblical ways of doing a church." Based on the provision of these theorists, why is it that churches still struggle to get volunteers? Statistics show that people are willing to volunteer, that they are motivated to make a difference and are looking forward to bolstering their resumes. However, there still exists a vast struggle in securing a reasonable number of volunteers to help in church operations. The answer to this question is found within the church’s’ structures. There has been a decrease in volunteering in churches given the changes in the structure (McCluskey, 2015). Churches are not promoting volunteering options; there is a lack of empowerment and no system in place to recruit volunteers. The building of teams and training volunteers is what needs to be done to deter from the changes of the church in the modern world. It is a response we often get to our research on volunteer involvement. Studies recently found that the average church engages 45% of adults and students in volunteer roles. According to Boggs & Fields (2010), “Many even engage upwards of 71%.” However, for many churches, those numbers sound like an impossible dream. What is the difference among churches with a high volunteer rate? In many cases, these churches have traded a culture of status for a culture of service (Boggs & Fields, 2010). There are also many theories associated with volunteering practices. Theories &General Volunteering Volunteering has created an overlap among areas of life. For instance, activism and care work. In which sometimes, creates boundaries in defining what volunteering is. Despite such STRATEGIC COMMUNICATION PLAN 13 implications, volunteering can be defined as having three elements. Those elements consist of that volunteering is not being paid, there are great benefits involved regarding the actions towards those they are helping, and it is freely undertaken with no coercion. The importance of theories relates to volunteering; however, it did not appear until the 1970s. In-depth research concerning human motivation was culminated by the theories of Maslow's Hierarchy Theory (Finkelstein, M. A., &Brannick, 2007). These theories laid the foundation of motivation, self-esteem, common understandings, and drives of reciprocity (Finkelstein, 2007). Motivation has been recognized as a fundamental element of volunteering. Studies conducted on motivation have investigated the generic organizational behaviors regarding the public’s service and irrespective organizations. Constructive influences were the ground-work towards performance levels with volunteers (Hustinx et al., 2010). There is extensive literature on volunteering in which provides more significant insights relating to the barriers and facilitators of the activities conducted by volunteers. As Rochester (2013) argues, “there is not a single objective definition in which enables us to provide a clear line between what is considered to be volunteering and what is not. Research Questions How can communication be improved to increase volunteering at Jackson Park Ministries? Methodology Data Analysis STRATEGIC COMMUNICATION PLAN 14 In order to assess the current state of Jackson Park Ministries, an examination if Erving Goffmans impression analysis theory will be conducted. It is important for Jackson Park Ministries to know their situation through theory so that they are able to make changes and corrections for the betterment of the organization. His concepts aid in “relationship building, identification, and image construction” (Johansson, p. 119) which essentially will keep the organization at the forefront for people who will like to volunteer or make a difference because the organization would have made a way for them to be seen and heard. Data Collection and Sample For my analysis, data was collected through qualitative and quantitative methods. Qualitative methods included observation and interviews. Pre-designed interview questions were used to collect data from the participants in the study. Further, the interviews used prompts from the participant’s response to finding data clarity and transparency. Different members of the organization were interviewed about the current state of the communication plan, their proposals about the possible adjustments to the current plan to meet the organization’s goals, and the means of maintaining volunteers. The observation was primarily applied in examining the relationship between the different systems of the organization. Moments of the observed behavioral and relations tactics were audio and audio recorded for evidence-based analysis. The focus groups that we're unaware of the process; this was essential for collecting valid and unbiased data. Quantitative data collection was minimal since the study primarily targeted obtaining data that had a percentage of human feelings and perceptions. However, questionnaires were used to collect from those who could not express their views through word of mouth because they were too busy to participate in interviews. The questionnaires, like the interviews, were STRATEGIC COMMUNICATION PLAN 15 recorded and later analyzed. The questionnaires were open-ended to enhance the clarity of the data collected, although there were exceptions for some instances; see appendix. Participants were members of the communication team, the previous and the current volunteers, and the management team of the organization. Other persons who did not meet these criteria were excluded from the study. Another inclusion criterion was the ability to communicate fluently in English and the native language of the participant. Ten people aged between 15 to 24 years, 30 people aged between 25 to 40 years and 30 people aged above 40 years met the criteria and were interviewed and provided with questionnaires, based on the group which they fell on. To obtain this information I scheduled meeting times with volunteers during volunteer events. I did this so that I could observe how the group came together before performing their tasks that were assigned to them. I went to 4 different events; 2 that consisted on during the week day and two that was over the weekend. I did this because I didn’t want to limit my interactions to just one day during each part of the week because the numbers in volunteers could have changed based on the time of the week. During this time there was a larger number in volunteers during the weekends than the week days. Results/Findings Using the thematic data analysis, it was easier to collect and analyze data during the study. One advantage of this method is that it consumes less time and eases the process of carrying out both data collection and analysis. Also, this method of analysis is flexible in that it can be modified based on the needs of the study; a fact that will make it suitable for the study on the communication needs for Jackson Park Ministries. However, its limitation is that its STRATEGIC COMMUNICATION PLAN 16 flexibility may lead to inconsistencies in theme development derived from the research data. The audio taped interviews were transcribed for practical analysis. Questionnaires were dealt with according to the criteria of thematic analysis—see appendix. Out of the interviewed members of the organization and the former and current volunteers, a more significant percentage opined that poor communication was the fundamental obstacle to the selection and maintenance of volunteers in Jackson Park Ministries. Out of the 80 selected participants, 65 people were interviewed, and their responses were collected and audio tapped for analysis. Ten participants were provided with open-ended questionnaires. Sixty-seven participants confirmed that communication planning required adjustments for better identification and allocation of volunteers. According to this group, the organization has not set up a sound communication system that enables it to reach out to the potential volunteers. Twelve of the interviewed participants thought that the management of the organization needed to reexamine their structural model relative to human resource management. Using the Impression Analysis framework, I developed a scale ranging from zero to ten, with ten being the highest level of satisfaction by the management’s ways of handling volunteers and assignment of roles, and zero being the lowest level. Based on this scale, it was evident that a theme aroused being that the organization had failed to implement practical managerial approaches, thus the disturbed maintenance of volunteers when they met. It was evident that the organization focuses on acquiring local volunteers, who turn out to be limited in number. Another theme that was revealed was that the existing communication system is the lack of a well-established multilingual system. The local population is made up of diversified culture. Due to this diversity, an effective communication system should incorporate STRATEGIC COMMUNICATION PLAN 17 the linguistic needs, cultural specifications, and preferences for the targeted groups. That way, the organization can be able to secure, allocate, and maintain both long-term and short-term volunteers who would drive the organizational and strategic goals to their expected levels. Market Impacts Graph Graph Suggested Strategies Conclusion Appendicies/References Conclusion The predictable volunteers have demonstrated their quality, commitment, and love for God. They have had the option to adjust through the difference in structure and has comprehended the significance of being consistency for the advancement of the general population. This gathering has a superior authority and energy for the association as well as the network also and will more than likely remain reliable because they accept and appreciate Jackson Park Ministries Mission. A test, however, space for an open door with this gathering is that it is included both more established and more youthful volunteers. With the structure changing in light of the various wellsprings of media being made, the individuals feel as if they don't know about everything. More established volunteers who have been around for a STRATEGIC COMMUNICATION PLAN 18 considerable length of time are more into going to gatherings and having a notification sent using mail. Starting at now, there are less gathering, and most of the effort in data is made on the web. The more seasoned volunteers love the motivations that are given since it fulfills their preferences. The more youthful volunteers feel as if those to a road of coming to an illuminating are extraordinary. However, they are not very attached to motivators that are given. They feel it is all the more speaking to the more seasoned crowd. There is assorted variety in socioeconomics for the volunteers, which can be risky to engage everybody's wants. A creation in various groups that will concentrate exclusively on a couple of socioeconomics might be a fix for this. A few gatherings can convey data that interests to different collections, and motivators might be decided on or drawn from those gatherings. STRATEGIC COMMUNICATION PLAN 19 References & Culhane, D. P., Ph.D. (2013). Community- level characteristics associated with variation in rates of homelessness among families and single adults. American Journal of Public Health, 103(2), S340-7. Retrieved fromhttps://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/146 8675810?accountid=38688 (Order No. AAM9506507). Available from PsycINFO. (618743113; 1995-95007-109). Retrieved.from…https://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/ docview/618743113?accountid=38688 Boggs, W. B., & Fields, D. L. (2010). Exploring organizational culture and performance of Christian churches. International Journal of Organization Theory & Behavior, 13(3), 305-334. Brudney, J. L., (2012). Preparing the organization for volunteers. The volunteer management handbook, 48. Brudney, J. L., (2017). Volunteer involvement in the delivery of public services: Advantages and disadvantages. Public Productivity & Management Review, 283-297. Bussell, H., & Forbes, D., (2002). Understanding the volunteer market: The what, where who and why of volunteering. International journal of nonprofit and voluntary sector marketing, 7(3), 244-257. Communication strategy consultant for planning and formula tion of communication strategy tender documents: T29060363]. (2015). MENA Report, Retrieved fromhttps://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/170 8815688?accountid=38688 STRATEGIC COMMUNICATION PLAN 20 Fargo, J. D., PhD., Munley, E. A., PhD., Byrne, T. H., PhD., Montgomery, A. E., PhD., Finkelstein, M. A., &Brannick, M. T. (2007). Applying theories of institutional helping to informal volunteering: Motives, role identity, and prosocial personality. Social Behavior and Personality: an international journal, 35(1), 101-114. Get Informed. (n.d.). Retrieved from http://www.urbanministrycenter.org/helping-thehomeless/ways-you-can-help/get-informed/ Greenspan, I. (2014). How can Bourdieu's theory of capital benefit the understanding? Hartenian, L. S. (2007). Nonprofit agency dependence on direct service and indirect support volunteers: An empirical investigation. Nonprofit Management and Leadership, 17(3). Haski-Leventhal, D., (2009). Addressing social disadvantage through volunteering. Centre for Social Impact. Home. (n.d.). Retrieved fromhttp://www.jacksonpark.org/ Impacts Through Designing Communication Strategy And Tools Within Elearning Projects. Bucharest: "Carol I" National Defence University. doi: http://dx.doi.org/10.12753/2066026X-17-168 in battered women: Examining the roles of shame and guilt. Violence and Victims, 16(1), 65-78. doi: http://dx.doi.org/10.1891/0886-6708.16.1.65 Jantunen, S. (2013). Strategic communication as a communication model: Functions, characteristics, and criticism. Reading: Academic Conferences International Limited. Retrieved from.https://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/14 00694883?accountid=38688 Johannson, C. (2009). On Goffman. In Ihlen, O., van Ruler, B., &Fredriksson, M. (2009). STRATEGIC COMMUNICATION PLAN 21 McArthur, J.A. (2014). Planning for strategic communication: A workbook for applying Nesbit, R., &Brudney, J. L., (2013). Projections and policies for volunteer programs: The implications of the Serve America Act for volunteer diversity and management. Nonprofit Management and Leadership, 24(1), 3-21. of advocacy NGOs? theoretical framework and empirical illustration. Nonprofit and Voluntary Sector Quarterly, 43(1), 99. Retrieved from https://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/1491099 809?accountid=38688 Ogrezeanu, A., Purcarea, A. A., &Ogrezeanu, A. (2017). Pathways For Positive Social Ollis, T. &Bonnickson M. E. (2007). Volunteers, ideology, and practice, towards a new century of volunteerism. Ethos, 9(2), 11–17. Ollis, T., (2001). Volunteers, ideology, and practice, towards a new century of volunteerism. Ethos, 9(2), 11–17. Percy, M., (2016). Shaping the church: The promise of implicit theology. Routledge. Public relations and social theory: Key figures and concepts. New York: Routledge. Rochester, C., (2013). Rediscovering Voluntary Action: The Beat of a Different Drum. Basingstoke: Palgrave Macmillan. Samuel, O., Wolf, P., & Schilling, A. (2013). Corporate volunteering: Benefits and challenges for nonprofits. Nonprofit management and leadership, 24(2), 163-179. social theory to professional practice. Lexington, KY. Street, A. E., & Arias, I. (2001). Psychological abuse and posttraumatic stress disorder Tang, F., Choi, E., & Morrow-Howell, N. (2010). Organizational support and volunteering benefits for older adults. The Gerontologist, 50(5), 603-612. STRATEGIC COMMUNICATION PLAN Washington, A. W. (1995). Problem-solving among battered and non-battered women Yeung, A. B. (2004). An intricate triangle—religiosity, volunteering, and social capital: The European perspective, the case of Finland. Nonprofit and voluntary sector quarterly, 33(3), 401-422. 22 Running Head: STRATEGIC COMMUNICATIONS PLAN A Strategic Communications Plan: Jackson Park Ministries Queens University of Charlotte Taylor Hart 1 STRATEGIC COMMUNICATIONS PLAN 2 Abstract Jackson Park Ministries needs more consistent and loyal volunteers to aid in transforming the lives of those in need in the Mecklenburg county area of Charlotte, North Carolina. Having been established for over twenty years, the volunteer rate continues to either drop in the amount of volunteers or in consistent volunteers. The strategic plan will increase those numbers that will eliminate this issue so that the organization can service families properly because of the help of others. I began talking with members of the ministries community service board. I then began to research information on non-profit organizations, volunteering in general, volunteering through churches, and how church volunteer ship is changing. I will piece together a new communication strategy that will increase its numbers in volunteers as well as use the strategy as capital in maintaining consistency in the numbers of volunteers STRATEGIC COMMUNICATIONS PLAN 3 A Strategic Communications Plan: Jackson Park Ministries Jackson Park Ministry is an organization that has been in the Charlotte, North Carolina area since 1985. The organization strives in bettering the lives of Mecklenburg county residents by providing housing, after school and summer camp, a food pantry and clothing closet to those in need. The organization is in need of volunteers considering the amount of service they provide and the area they cover. The organization needs a new communication strategy that will increase its numbers in volunteers as well as use the strategy as capital in maintaining consistency in the numbers of volunteers. The campaign strategy will target-- inconsistent volunteers, consistent volunteers, and Mecklenburg country and surrounding area residents who have a desire to make a difference in the community. In order for this campaign to be successful, it is imperative that an analysis of the organizations image and the role of image in relationship to their volunteers. Assessing the brands situation from an inward perspective through the lens theorist Ervin Goffman’s Impression Analysis Theory will be utilized. By taking this step an invigorating and successful campaign can be utilized to increase the numbers in volunteers and keep the consistency in volunteers as well. Jackson Park Ministries As Charlotte continues to grow in population, it is now the largest city of North Carolina. As of 2017, there are 1, 476 homeless in Mecklenburg county. Although there has been a decrease in homelessness from 2016 this is still an issue for a city that is recognized as a one of top 25 best affordable places to live in the United States according to US News. We want to continue to decrease in numbers in the amount of homeless people that in the are and we also want to make STRATEGIC COMMUNICATIONS PLAN 4 people aware that if you are need of something then there is a place that you can lean on. Jackson Parks Ministry mission is:“a hand up, not a hand out.”Because this organization has a desire to transform lives but does not have a plan to do so; this strategic communication plan will serve as a guide to ensure the fulfillment of the mission. As stated, For Jackson Park Ministries to effectively implement a communication strategy that increases its numbers in volunteers, it must identify the audience being targeted, and identify the best methods for communicating to that audience (inconsistent volunteers, consistent volunteers, Mecklenburg country and surrounding area residents who have a desire to make a difference in the community). Jackson Park Ministry – Volunteer Issues Everything that is done for the community is done through volunteers at the organization. Majority of the volunteers are residents of Mecklenburg County. Charlotte in general is the largest city in population in North Carolina. This tells us that there is more than enough people in the city or county that can help and make a difference but there is an issue with keeping volunteers for the organization. Through personal research speaking with speaking with a few volunteers, the majority stated most of the non-consistent volunteers are that way because of how the structure has changed for the organization. At one point the volunteers would have many meetings and there would be days dedicated to the volunteers as appreciation where they were able to make suggestions as to what they would like. There would be opportunity where they could voice their opinions as to what events should take place or ways to improve the organization. Some of those non-consistent volunteers believe STRATEGIC COMMUNICATIONS PLAN 5 the reason why the organization doesn’t have many volunteers is because of the structure. Some remain consistent because of the cause while others look at everything all together and step back. Reclaiming these particular volunteers can be challenging but there are opportunities. The structure has changed and although there can be some tweaking done to the structure, in time the structure may change again due to the current situation so these members need to know that adaption is an important sector for the organization. Their opinions and concerns are very important because volunteers are what moves the organization and therefore something should also be put in place so that they feel heard and valued. By doing this they will also need to find a way to maintain it as well. Keeping Consistent The consistent volunteers have shown their strength, dedication, and love for God. They have been able to adapt through the change of structure and has understood the importance of being consistence for the betterment of the people. This group has a better leadership and passion for not only the organization but the community as well and will more than likely stay consistent because they believe and admire Jackson Park Ministries Mission. A challenge but room for opportunity with this group is that it is comprised of both older and younger volunteers. With the structure changing because of the different sources of media being created. The members feel as though they are not aware of everything. Older volunteers who have been around for years are more into going to meetings and having notices sent via mail. As of now there are fewer meeting and majority of outreach in information is done online. The older volunteers love the incentives that are given because it satisfies their likes. The younger volunteers feel as though those to avenue of reaching and informing are great but they are not too fond with incentives that are given. They feel it is more appealing to the older crowd. STRATEGIC COMMUNICATIONS PLAN 6 There is diversity in demographics for the volunteers which can be problematic to appeal to everyone’s desires. A creation in different teams that will focus solely on one or two demographic may be a fix for this. Some groups can send out information that appeals to different groups and incentives may be voted on or drawn from. Jacksom Park Ministries: “We Need You” As time has shown, it has been very difficult for the organization to increase their numbers in volunteers. This aspect is very important because will time changing in the economy and with people, obtaining more volunteers would benefit the organization. Possible volunteers would still reside in or around the Mecklenburg County area and surrounding areas. As we know, Jackson Park Ministries is not known by many and that is the first step; making possible volunteers aware of the organization and also finding what appeals to the audience. Some people would love to make a difference and be a part of something and some would like incentives to showcase their hard work and dedication. Therefore, finding what kind of incentives appeals to the new audience as well. Reaching out and appealing to this group may be difficult. Since people are not even aware that Jackson Park Ministries exist, it is imperative for the group to make themselves known to the audience and discover their likes and dislikes. Then, since the organization doesn’t reach out via mail anymore there will have to be more face to face interaction where volunteers would have to go to them. STRATEGIC COMMUNICATIONS PLAN 7 Literature Review Volunteers are a central element in non-profit organizations. Volunteers provide their time, knowledge, and commitment to what is needed most. OllisandBonnicksen (2007) states that from the year of 1989 to 1998, the non-profit organizations who rely on volunteers has risen by 46.8%. This can also constitute to the reason of non-profit organizations becoming larger while the demand for volunteers is increasing (OllisandBonnicksen, 2007). This literature review will reflect on the multiple works and theories of volunteering in non-profit organizations, the advantages, and disadvantages of volunteering, how and if the culture of the church would be a challenge for volunteering practices, how the church volunteering ship has changed over the last decade, and other implications of volunteering. The purpose of this literature review is to understand the direct and indirect methods of volunteering and how each method benefits the non-profit organization. This literature also indicated the value of volunteering involvement emphasizing managing, coordination, and training of the volunteers. Non-Profit Organizations Volunteers are an essential resource for non-profit organizations. Given the capabilities of meeting missions, goals, and objectives for non-profit organizations can often depend upon the effectiveness of the volunteering that is involved (Brudney, 2017). Volunteer involvement utilizes financial and non-financial resources of the non-profit organization. One of the most vital elements that are formed between a non-profit organization and its volunteers is communication. Research has suggested that those who volunteer feel more informed about what is going on inside the organization becomes more involved and proactive. As stated by Brudney (2017), “The non-profit organizations cannot underestimate the essentials of maintaining an openline of communication with its volunteers and other staff members. Communication strengths relations.” STRATEGIC COMMUNICATIONS PLAN 8 Many challenges arise with the coordination and managing of volunteers in non-profit organizations. However, these challenges can be met by utilizing a framework in which evaluates the volunteer program associated with the organization’s initiatives. This will enable a better understanding of the direct and indirect involvement with volunteers. Research has indicated that non-profit organizations who use indirect and direct volunteering methods, roles supported were nearly 50% higher as opposed to only using a direct method of volunteering (Brudney, 2017).The study in this research concluded that the net profits increased for non-profit organizations who used both methods of volunteering over only using one. Volunteering provides not only direct services to clientele, but it also provides indirect services to the organization. Also, the indirect services provided by volunteers serve roles in coordination and management, and the indirect service volunteers serve roles that coordinated with specific activities and events. According to Hartenian (2007), when one must understand the relations that revolve between non-profit organizations that have become dependent on volunteers and those that are not. This study revealed that organizations who have more dependencies on volunteering methods, they benefit more by direct services given than indirect services from volunteering. However, further indications in this study have also depicted the need for more research to understand the full benefits of direct and indirect services provided by volunteers (Hartenian, 2007). Hartenians’s research has further indicated that non-profit organizations may value direct and indirect volunteering on different levels and that each emphasizes the need for volunteering (2007). Advantages of Volunteering STRATEGIC COMMUNICATIONS PLAN 9 Volunteers should be looked at an opportunity, not an aggravation. Although each nonprofit organization is unique in their ways and practices, all have one common theme (HaskiLeventhal, 2009).That common theme is the dependency of volunteers from the community. Community involvement is dependent upon for Jackson Park Ministries. Given the rise in the homeless population, more helped is imperative to ensure all who needs it has equal access to the services and products they need. Many benefits come along with volunteering and giving back to the community in which you live. Some of those benefits include tax exemptions and deductions, eligibility for public and private grants, a formal structure of volunteering is adhered to, and limited liability is involved with volunteering. We need for the public to change attitudes towards volunteering in non-profit organizations (Haski-Leventhal, 2009). Volunteering empowers experiences and builds a support system for those in need. Volunteers emerge from broader perspectives and provide engageme nt with focuses on informing the community that they serve to establish and enforce missions, goals, and objectives towards a framework that helps all. The spectrum of volunteering involvement is a strategy that encompasses an engagement strategy (Haski-Leventhal, 2009). Disadvantages of Volunteering With advantages, there is bound to be disadvantages. Unfortunately, with volunteering in non-profit organizations, those who volunteer may accrue many disadvantages. Those involve costs, time commitment, and efforts made. Some other disadvantages are shared control and scrutiny from the public. According to Brudney(2012), shared control is personally limited by those involved. With non-profit organizations, they are subjected to laws and policies as with any organization. Scrutiny by the public is a significant concern. As Brudney (2017) states, nonprofit organizations are dedicated towards the public interest, and therefore, the finances are STRATEGIC COMMUNICATIONS PLAN 10 open for public inspections. Working with the poor populations, some are involved with drug use. Taking on a position of volunteering, one may encounter such behaviors from others. Therefore, it is imperative to remain objective in all situations with no discriminatory remarks or bias towards those whom you are helping. Volunteers are volunteers for a reason, to help those in need, not to judge them on the bases of their situations or circumstances (Tang & Choi & Morrow-Howell, 2010). Culture of Church could be A Challenge The volunteer culture of any church or non-profit organization is based on values, beliefs, and practices that are shared by all that volunteer. The culture of volunteering practices is not only shaped by what volunteers do but how they do it. Volunteers who are reliant on teams strive culturally, whereas those that are not, find their struggles to be unhealthy. The culture of a church does not just happen; it must be built on the reliance on staff and volunteers. For the culture of the church to foster and become prosperous, the foundation much serves the sense of spiritual calling, and a shared vision must be understood. According to Nesbit, R., & Brudney (2013), “The highest priority of placing the help in the volunteer’s hands is to grow spiritually among each other.” This enables a fostering of overflowing goodness that is spread into communities. However, the culture of the church could be a challenge for volunteers if there are no clear visions in which they can articulate. If the vision and objectives of helping those in need are not understood, then the vision begins to leak. Nesbit, R., & Brudney restates that, “to keep a vision in perspective, it must continuously be refilled” (2013). Other challenges that arise with the culture of the church or non-profit organization is that of reminding. When volunteers are not reminded of their purpose and who or what they are serving, their mission can become stalled. Volunteers continuously build relationships among STRATEGIC COMMUNICATIONS PLAN 11 one another, and when the culture of the family of volunteers becomes broken, there will be a constant turn-over (Samuel & Wolf & Schilling, 2013). The culture of the family is imperative in ensuring that missions are successful. The essential factor in seeing that volunteers create a culture of the church and organization by faith, family, and fun is through leadership. If volunteers have no sense of leadership, the measures become unrecognizable. When ministries develop that positive culture among their staff and volunteers, the mission is achieved on significantly higher levels of effectiveness. Church Volunteering Changing Churches have witnessed a decrease in church volunteering. Church volunteering focuses on compassionate individuals, loves to take on challenges, and who are continually overperforming. Given the dynamics of social disparity and poverty in the communities, churches must rely on their volunteers to give helping hands (Brudney, 2017). However, today, the churches are not seeing so many volunteers. The paradox is that most volunteers in churches are from the congregation. Therefore, much time is not being spent on the volunteering practices because of them attending church functioning’s, services, and helping to fund the church itself. In Romans Chapter 12 of the Bible, the church is a body with many parts that do different things while one thing does not become more important than another (McCluskey, 2015). As stated by Percy (2016), “this is the biblical ways of doing a church.” Then why are that churches struggle for volunteers?Statistics show that people want to volunteer, they want to make a difference and they looking to bolster their resumes, but why is there still a struggle? The answer to this question is found in the processes of the church structures. There has been a decrease in volunteering in churches given the changes inthe structure (McCluskey, 2015). Churches are not promoting volunteering options; there is a lack of STRATEGIC COMMUNICATIONS PLAN 12 empowerment and no system in place to recruit volunteers. The building of teams and training volunteers is what needs to be done to deter from the changes of the church in the modern world. It is a response we often get to our research on volunteer involvement. We recently found that the average church engages 45% of adults and students in volunteer roles. According to Boggs & Fields (2010), “Many even engage upwards of 71%.” However, for many churches, those numbers sound like an impossible dream. What is the difference among churches with a high volunteer rate? In many cases, these churches have traded a culture of status for a culture of service (Boggs & Fields, 2010). There are also many theories associated with volunteering practices. Theories &General Volunteering Volunteering has created an overlap among areas of life. For instance, activism and care work. In which sometimes, creates boundaries in defining what volunteering is. Despite such implications, volunteering can be defined as having three elements. Those elements consist of that volunteering is not being paid, there are great benefits involved regarding the actions towards those they are helping, and it is freely undertaken with no coercion. The importance of theories relates to volunteering; however, did not appear until the 1970s. In-depth research concerning human motivation was culminated by the theories of Maslow’s Hierarchy Theory (Finkelstein, M. A., &Brannick, 2007). These theories laid the foundation of motivation, self-esteem, common understandings, and drives of reciprocity (Finkelstein, 2007). Motivation has been recognized as the fundamental element with volunteering. Studies conducted on motivation has investigated the generic organizational behaviors regarding the public’s service and irrespective organizations. Constructive influences were the ground-work towards performance levels with volunteers STRATEGIC COMMUNICATIONS PLAN 13 (Hustinx et al., 2010). There is extensive literature on volunteering in which provides more significant insights relating to the barriers and facilitators of the activities conducted by volunteers. As Rochester(2013) argues, “there is not a single objective definition in which enables us to provide a clear line between what is considered to be volunteering and what is not.” Research Questions To solve the above problems and make an improvement, I have decided to focus on the following Research Question: o How can communication be improved to increase volunteering at Jackson Park Ministries? Methodology I have decided to use both quantitative and qualitative approach in my methods. I have decided to use structural analysis to the church structures so that I can find ways to change the church's structures that may not favor all the different people involved in the volunteer ship of the church. I have also decided to use interviews to get views from all the volunteers to see what recommendations they would like amended in the church structures and methods to favor everyone. I have also designed some questionnaires with structured questions and open-ended questions sections so that members can freely express themselves. Data Collection and Sampling Method For the structural organization of the church, I have decided to examine the means of communication in the church. I have decided to observe how the organization communicates to it's the members. I will also investigate response by volunteers when delivered to. I have also STRATEGIC COMMUNICATIONS PLAN 14 chosen to examine how activities are held when the volunteers meet. In the two methods, I will take note and record the number of people in regard per each response. I will also judge and record the people's warmth to others and their participation in three categories. For the communication structure, I will review the response of 80 volunteers and categorize them according to the very happy, happy, and often delighted reaction. I will also do the same for activity participation.For the Interview I will select 10 people aged between 15 to 24year,30 people aged between 25 to 40 years and 30 people aged above and ask their appropriate means of communication according to them, best ways to attract new volunteers to the church, how they can motivate inconsistent members and also ensuring no lousy blood exists among them for better volunteer correlation (Yeung, 2004). I will also conduct in-person interviews on the same topics to different age groups. The interview guided questions will consist of: 1. In what ways can volunteering be fostered through motivation? 2. What are attitudes towards volunteering? 3. How do volunteers find opportunities to become more involved? 4. What barriers do volunteers encounter in relations to the opportunities? 5. What factors prevent access to volunteering opportunities? 6. How can the church make itself known to the public and appeal to its audience? 7. What methods can the church use to motivate inconsistent members? Data Analysis To analyze the data gathered so far, I need to ensure that clear measures are made a priority. Using the interview questions, I have conducted with the individuals in the study will enable me to gather further data in comparing the answers with each other. This data analysis will be related to both quantitative and qualitative measures given that the number of respondents STRATEGIC COMMUNICATIONS PLAN 15 are included along with the answers provided in the interview. I will measure the data from weekly reports rendered and using a comparison chart to dictate each response. This will enable me to understand further where and how communication efforts can be increased to improve productivity of volunteers through the recruitment process. STRATEGIC COMMUNICATIONS PLAN 16 References Boggs, W. B., & Fields, D. L. (2010). Exploring organizational culture and performance of Christian churches. International Journal of Organization Theory & Behavior, 13(3), 305-334. Brudney, J. L., (2012). Preparing the organization for volunteers. The volunteer management handbook, 48. Brudney, J. L., (2017). Volunteer involvement in the delivery of public services: Advantages and disadvantages. Public Productivity & Management Review, 283-297. Bussell, H., & Forbes, D., (2002). Understanding the volunteer market: The what, where who and why of volunteering. International journal of nonprofit and voluntary sector marketing, 7(3), 244-257. Communication strategy consultant for planning and formulation of communication strategy tender documents : T29060363]. (2015). MENA Report, Retrieved fromhttps://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/170 8815688?accountid=38688 Fargo, J. D., PhD., Munley, E. A., PhD., Byrne, T. H., PhD., Montgomery, A. E., PhD., & Culhane, D. P., PhD. (2013). Community- level characteristics AssociatedWith variation in rates of homelessness among families and single adults. American Journal of Public Health, 103(2), S340-7. Retrieved fromhttps://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/146 8675810?accountid=38688 STRATEGIC COMMUNICATIONS PLAN 17 Finkelstein, M. A., &Brannick, M. T. (2007). Applying theories of institutional helping to informal volunteering: Motives, role identity, and prosocial personality. Social Behavior and Personality: an international journal, 35(1), 101-114. Get Informed. (n.d.). Retrieved from http://www.urbanministrycenter.org/helping-thehomeless/ways-you-can-help/get-informed/ Greenspan, I. (2014). How can bourdieu's theory of capital benefit the understanding of advocacy NGOs? theoretical framework and empirical illustration. Nonprofit and Voluntary Sector Quarterly, 43(1), 99. Retrieved from https://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/1491099 809?accountid=38688 Hartenian, L. S. (2007). Nonprofit agency dependence on direct service and indirect support volunteers: An empirical investigation. Nonprofit Management and Leadership, 17(3). Haski-Leventhal, D., (2009). Addressing social disadvantage through volunteering. Centre for Social Impact. Home. (n.d.). Retrieved fromhttp://www.jacksonpark.org/ Jantunen, S. (2013). Strategic communication as a communication model: Functions, characteristics and criticism. Reading: Academic Conferences International Limited. Retrieved from.https://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/docview/14006948 83?accountid=38688 Johannson, C. (2009). On Goffman. In Ihlen, O., van Ruler, B., &Fredriksson, M. (2009). Public relations and social theory: Key figures and concepts. New York: Routledge. STRATEGIC COMMUNICATIONS PLAN 18 McArthur, J.A. (2014). Planning for strategic communication: A workbook for applying social theory to professional practice. Lexington, KY. Nesbit, R., & Brudney, J. L., (2013). Projections and policies for volunteer programs: The implications of the Serve America Act for volunteer diversity and management. Nonprofit Management and Leadership, 24(1), 3-21. Ogrezeanu, A., Purcarea, A. A., & Ogrezeanu, A. (2017). Pathways For Positive Social Impacts Through Designing Communication Strategy And Tools Within Elearning Projects. Bucharest: "Carol I" National Defence University. doi:http://dx.doi.org/10.12753/2066-026X-17-168 Ollis, T. &Bonnickson M. E. (2007). Volunteers, ideology, and practice, towards a new century of volunteerism. Ethos, 9(2), 11–17. Ollis, T., (2001). Volunteers, ideology, and practice, towards a new century of volunteerism. Ethos, 9(2), 11–17. Percy, M., (2016). Shaping the church: The promise of implicit theology. Routledge. Rochester, C., (2013). Rediscovering Voluntary Action: The Beat of a Different Drum. Basingstoke: Palgrave Macmillan. Samuel, O., Wolf, P., & Schilling, A. (2013). Corporate volunteering: Benefits and challenges for nonprofits. Nonprofit management and leadership, 24(2), 163-179. Street, A. E., & Arias, I. (2001). Psychological abuse and posttraumatic stress disorder in battered women: Examining the roles of shame and guilt. Violence and Victims, 16(1), 65-78. doi:http://dx.doi.org/10.1891/0886-6708.16.1.65 STRATEGIC COMMUNICATIONS PLAN 19 Tang, F., Choi, E., & Morrow-Howell, N. (2010). Organizational support and volunteering benefits for older adults. The Gerontologist, 50(5), 603-612. Washington, A. W. (1995). Problem-solving among battered and non-battered women (Order No. AAM9506507). Available from PsycINFO. (618743113; 1995-95007-109). Retrieved.from…https://ezproxy.queens.edu:2048/login?url=https://search.proquest.com/ docview/618743113?accountid=38688 Yeung, A. B. (2004). An intricate triangle—religiosity, volunteering, and social capital: The European perspective, the case of Finland. Nonprofit and voluntary sector quarterly, 33(3), 401-422. Strategic Communication Plan For New Beginning Christian Fellowship Church’s Plan By: Joy Caracciolo March 13, 2019 Com681, Spring II 2019 Queens University of Charlotte I. II. Executive Summary Purpose III. Rationale IV. Analysis V. VI. VII. VIII. IX. Results/ Findings Market Impacts Suggested Strategies Conclusion Appendices/ References 1 I. Executive Summary Purpose: I plan to create a strategic communication plan for my church’s organizational brand that will not only increase our overall attendance and guest retention, but also attract more 2030-year-old members. Rationale: ➢ Challenges: Branding the church while remaining ethical and branding to Millennials ➢ Opportunities: Millennial’s Brand Loyalty Analysis: ➢ Structural Analysis: Structures of Signification, structures of legitmation, structures of domination ➢ Capital Analysis: Institutionalization, social capital, knowledge capital, economic capital, symbolic capital Results: Structural Analysis What structures of significance appear in the church? ➢ The Bible- the words in the bible are read and explained in a way that allows members to apply the scenarios to things that happen in our lives each day. ➢ The Sermon- the pastor delivers a message that typically makes us reflect on how we are living and challenges us to follow God’s Plan. ➢ Prayer- during this time we thank the Lord and ask for his help and protection with the daily struggles that we face. What structures of legitimation appear in the church? ➢ The congregation stands and claps while our praise team (choir) sings. ➢ The service begins with three songs from the praise team ➢ The deacons make sure the service is run according to plan and announces each part of the services as it runs. ➢ We hug and speak to each other before the services starts. ➢ We say “Amen” after somebody prays or when there is a pause in the pastors sermon ➢ Once a baby or child starts crying the parent or an usher takes the child out of the sanctuary to calm them down ➢ The ushers hand out programs, fans, and tissues to our members when in need ➢ All kids age 5-14 leave the sanctuary to go to children’s church in a separate room ➢ Anybody can contribute to the announcement portion of the service What structures of domination appear in the church? ➢ Communion- Communion is a religious ceremony where bread and wine are shared, only members that are baptized can participate in. 2 ➢ Commands from the pastor- the pastor request the congregation to stand to their feet, say “Amen” and occasionally ask us to join hands. ➢ Offering time- Offering is the part of the church service where we give money to the church. The norm in the Christian church is to give a small percentage of your income each month. ➢ Church meetings- when the leadership team calls church meetings, the members of the church make sure to attend. Capital Analysis Current Patterns of Institutionalization: 1. The church program: The events listed in this program outline the flow of our Sunday service and give our members a schedule of what will be occurring and who will be involved in each part of the service 2. Policies: Nobody can enter the sanctuary during prayer or the reading of scripture. There is also no food or drinks allowed in the sanctuary and cell phones are to be turned on silent or vibrate for the duration of the services. 3. Signs: The signs in our church are all pretty small signs that have instructions or rules announced on them. There is a sign that says,” Please turn your phone off or on silent.” Outside of the sound engineering booth there is a sign that says, “No unauthorized members beyond this point!” The third sign I noticed was next the a light switch by the sanctuary doors that stated, “ No running please.” Current Social Capital: 1. Relationship’s with other churches: We have close ties with many of the members at Apex First Baptist Church and get invited to events that they hold throughout the year. 2. Relationship with Reverend Hammond: Reverend Hammond is a very well known reverend in the Triangle area and we had the honor of having him as a guest pastor on the monthly basis while we were searching for our interim pastor. 3. Influential members: we have a variety of members that are affiliated with powerful organizations like Wells Fargo, BB&T, University of North Carolina Chapel Hill, the North Carolina Bar Association, Biogen, and a number of other well-known organizations. Current Knowledge Capital: 1. Knowledgeable Members: The finance committee is composed of experienced accountants and financial advisors that are well informed and qualified to make wise financial decisions. We also have three members that are practicing lawyers and at least five members working in the medical field. Our members would be great resources for Millennials to speak with and learn from. 2. Music Ministry: Experienced pianist that directs all three of our choirs, 5 amazing singers that lead the worship team, and 2 sound engineers that control the music and microphones. 3 3. Leadership: Our Interim Pastor, Reverend Gary Wall, has been ordained for 10 years and been studying and interpreting the word of God for 20 years. 4. Most of our leaders don’t know much about what Millennials like to do or what attracts them. Current Economic Capital: 1. The finance committee has informed me that our church account has fund saved up to afford the next 8 months of the rent for our church building, without adding any of the additional tithes and offerings that will be collected in those months. 2. We are also budgeted to pay our interim Pastor 35,000 dollars a year, with the average amount that our members give each month. 3. Although all miscellaneous expenses need to be voted on by the deacons and trustees, we have the resources to fund three separate small group bible studies that have individual group study material and refreshments. 4. We can afford to spend $2000 per quarter on an outreach initiative. Current Symbolic Capital: 1. Our children’s choir participated in the Triangle Martin Luther King Jr. All Children’s Choir in January; each participant received a certificate of recognition. 2. As a new church, we haven’t won any awards in the community Market Impacts: ➢ Data on Millennials and Religion Suggested Strategies: ➢ ➢ ➢ ➢ Emphasize non-denomination and acceptance in all branding Increased Social Media Coverage Start a Millennial small groups (bible studies, mixers, brunch, game nights) Attend Community Events (outreach) II. Purpose The purpose of this strategic communications plan is to examine the current state of New Beginning Christian Fellowship Church’s brand to discover what aspects of the church needs to be changed or reproduced to reach the goal of attracting more Millennials. 4 Additionally, I plan to uncover the current capital was have available to invest into reaching this goal. III. Rationale Appendix A provides a comprehensive summary to not only highlight the importance of organizational branding, but also specifically demonstrate how branding can grow a church’s congregation. I discuss the many ways that organizations use branding to make a connection with their consumers/follower and the reasons that researchers have found different branding strategies successful. I then shift to the topic of branding a church and why it’s necessary for churches to begin branding; this section explain the right ways to brand the church while remaining ethical. I also incorporate the importance of branding to Millennials and investigate the challenges that surround this task. A unique challenge that churches have as an organization, is deciding whether or not they believe that it’s ethical to brand a church. The topic of branding churches has been very controversial in religious and academic communities. In Bolashade Hanson’s study of ministry branding she discusses the argument against branding in the church. Hanson (2016) asserts, “Professor Bruce Wrenn finds that the general belief by many theologians and marketing theorists is that religion should not be marketed (p. 16).” Wrenn explains some of the reasoning behind this conclusion stems from the inherent differences between the central focus of Christianity—a transcendent God—and the central focus of marketing—appealing to man’s needs and desires; Wrenn says that because marketing’s 5 focus on exchange is an appeal to self- perceived value, its use in trying to consummate religious exchanges limits God’s ability to reveal himself to us in his own way (Hanson, p 16). On the other hand, researchers like Alin Angheluta strongly believe that marketing and brand are necessary for a successful church. According to Angheluta, a contributor to the Journal for the Study of Religions and Ideologies, “The church mission and objectives are more and more difficult to accomplish because of the secularization of the today's society and the church's use of marketing is a sensitive issue that has both supporters and critics (Angheluta, pg. 1). In the opinion of Stevens et al., church marketing means analysis, planning and management of the voluntary exchange between a religious organization and its constituents, with the aim of satisfying the needs of both parties (Angheluta, pg. 2). To them, religious marketing can be used to effectively fulfill their mission and grow their congregation. Angheluta (2009) asserts that marketing can be used in the church to improve the image of the church, fundraise, and increase the attendance and loyalty. He states, “If a church is perceived as being too old-fashioned or insufficient involved in solving social problems, using marketing may contribute to changing these perceptions (Angheluta, pg. 4). An interesting task that many churches have taken on is a challenge and an opportunity. This task is branding the church to attract more millennial guest and eventually increased millennial membership. In an article titled “Church on a brand and a prayer,” the writer states that, “With church attendance falling and confusion rife over the Church’s stance on issues such as homosexuality, it seems the Church needs the kind of image overhaul generally deemed more befitting of less divine 'products and services'. It is 6 believed that these values and traditions that have shamed certain controversial issues have contributed to Millennials lack of connection to the church (Church on a Brand, para 4). According to a 2016 report by the Pew Research Center, Millennials' rating of churches (and other religious organizations) has dropped by 18% since 2010. Ironically, 18% less Millennials also believe religion is very important (41%) versus Baby Boomers (59%) (Anthes, para 3). This clearly illustrates the branding challenge that many churches have faced; how should churches be branding to Millennials? Suchita Salwan, economic expert and CEO of Little Black Book, stated, “No matter what your industry is, if you’re building a consumer brand that specifically targets people in the age group of 18-35 years of age, chances are you’ve seen your share of struggles in building customer loyalty, retention and brand awareness that is deeper than your Facebook reach, Instagram likes and SEO ranking (Salwan, para 1). The opportunity that branding to Millennials could have for churches is huge. To put it into perspective, Abrams (2017) presents some very intriguing facts about Millennials. She states that, “The U.S. Bureau of Labor reported that Millennials had overtaken the majority representation of the workforce in 2015, and, by 2030, they will make up 75 percent of the workforce (Abrams, para 2). Additionally, by 2018, Millennials will have the most spending power of any generation and 60 percent of Millennials are often or always loyal to brands that they currently purchase. (Abrams, para.3). According to a recent study of 2,000 Millennials completed by Adroit Digital, 64% of Millennials are as brand loyal or more brand loyal than their parents. They are an important demographic because they are the largest generation in U.S. history and spend $600 billion annually (White, p. 1). For any 7 organization, this data means that it's time to start thinking about how to appeal to millennial when it comes to membership and loyalty. For many organizations, the topic of branding to Millennials has been central to their overall marketing and branding campaigns. I chose to use a structural analysis in my strategic communications plan for New Beginning Christian Fellowship Church. The structural analysis comes from Giddens’ Structuration Theory, which takes the position that social action cannot be fully explained by the structure or agency theories alone (Gibbs, para 3). Instead, it recognizes that actors operate within the context of rules produced by social structures, and only by acting in a compliant manner are these structures reinforced. In the analysis component of my strategic plan I thought it would be beneficial to use Giddens structural analysis to examine the current structures that are in place and the role of human agency in regard to reproducing or transforming these structures. Whittington (2015) states, “In structuration theory, rules have a wide meaning, to include not just those that legislated in some sense but also less formal routines, habits, procedures or conventions” (p. 148). I used the information from my observations of my church to applying this structural analysis and define our structures of signification, structures of legitimation, and structures of domination. Identifying structures of significance, or rules and resources that describe meaning in a situation, helped me to better understand what our church has made important and why? Gathering the structures of legitimation, or rules and resources established by norms, habits and cultural factors, illuminated the overall culture of our church. Lastly, finding the structures of domination, which is the rules and resources 8 commanded by power, allowed me to identify who I need to present this proposal to for approval and what objections I may need to overcome. In my project, I was the only assessor that is defining these structures. I believe that Giddens’ structural theory and analysis was the best concept to answer my research question because it revealed unseen characteristics of my church that are potential reasons why we are not attracting millennial membership. To me, it makes sense to take a hard look at our church culture before we make decisions on what needs reproduced and what we need to change to reach our goal. Furthermore, this analysis isn’t just showing the behaviors and practices of the church but it is also addressing how our members are contributing to these structures. This factor is important in the strategic component of the strategic plan because it allows us to identify key opportunities and behaviors to either avoid or continue practicing. Organizational identity and brand isn’t something that can just be communicated; it should be reinforced and performed by the organization’s members. I did a capital analysis of New Beginning Christian Fellowship Church to help me develop strategies for the strategic communication plan. The application of a capital analysis, which is based on Bourdieu’s capital theory, provided a survey of the symbolic and material resources available to an organization to address a scenario (McArthur, 2014). Throughout this analysis, I was looking for 5 different types of capital: institutionalization, economic capital, knowledge capital, social capital, and symbolic capital. While looking for examples of institutionalization I will be identifying structures that have meaning in our church like rules, policies, and procedures. Economic capital and 9 knowledge capital required me to detect information regarding the financial resources available and the skill and expertise that our church possesses. Finding the social and symbolic capital of our church involved me considering the relational connections and our organization’s notoriety. The results of a capital analysis provided the data needed to leverage or expand capital needed to address the structures that need to be transformed or reproduced to attract more Millennials. Research Questions Making a strategic plan for New Beginning Christian Fellowship Church will take a good amount of analysis and digging to uncover and address the changes that need to be made. In doing this, I intended on answering the following questions: 1. What structures of the church do we need to change in the rebranding of our church to attract more Millennials? 2. What sources of capital will prove to integral to a successful strategic plan? IV. Data Analysis For my strategic communication plan, I used Giddens' structural analysis and Bourdieu's capital analysis to help me find the areas that need to be changed and give me insights on what strategies to utilize. The structural analysis should lead to specific deliverables for my strategic plan by providing data on what particular structures of our church need to be changed or reproduced. After completing this analysis, I had a list of what structures are 10 present and how our members should transform or reproduce these structures. The capital analysis on the other hand was more helpful for the strategies section of my strategic plan by providing me knowledge of the resources that are present and lacking. Once those resources were identified I had a better understanding of what strategies our church can carry out. Data Collection & Sample For the structural analysis, I observed 4 consecutive Sunday morning church services in their entirety and 3 Tuesday night bible studies; this observation period served as my field research. While observing these events I took field notes to notate the behaviors and words of our pastor, our church deacons and trustees. Additionally, I documented the actions and feedback of our church congregation in these services. Our church has a total of 80 members, so I estimated that the sample size was between 50-80 people that I observed; I estimate a range this wide because I can’t be sure that each one of our members attended every Sunday. For my capital analysis, I needed to gather specific data that translates to the church’s capital amount for each category. To get this information I spoke with members of different committees of the church that have access to personal and business information. I interviewed the 3 members of our finance committee as a group to get insights on our church’s economic capital, so that I will know what strategies we can afford. The questions I asked the finance committee are listed in appendix A. Data that will help with the remaining 4 types of capital was obtained from interviews with our 11 designated church leaders. Our church also has 1 pastor, 5 deacons, and 5 trustees that are responsible for 11 meeting and discussing about any changes, request, and upcoming events that pertain to the church. I interviewed these 11 members separately and asked them the four questions listed in appendix B. I chose not to record these interviews due to the added pressure and formalness that comes with being recorded; however, I did write down their answers to make sure to get an accurate account of their opinions and thoughts. V. Results/ Findings Part I. Structural Analysis I was able to notate my observations from 4 Sunday services and 3 Tuesday night bible studies to identify the current structures of significance, legitimation, and domination present in our church. Many of these structures are most likely not exclusive to my church, since they are observations that I have also seen throughout my life as a Christian. The structures of legitimation were the most commonly applied structure out of the three that were present. This structural analysis was very useful to determine what needs to be changed or reproduced in our strategies to increase millennial attendance. Structures of significance are rules and resources that describe meaning in a situation (McArthur, p. 36). I found three major structures of significance throughout the services and bible studies that I observed. The first structure of significance I identified was the Holy Bible. The Bible is a collection of sacred text and scriptures that our pastor and 12 members use to construct life lessons and clarity. The services and bible studies were all centered on a specific scripture from the bible that was interpreted by our pastor so that we could apply the lesson in our day-to-day lives. This structure of significance leads into the next structure of significance I observed, which was the sermon. The sermon is the part of the service where the pastor delivers a powerful message to the congregation that illuminates the chosen scripture from the Bible. During the sermon, the pastor strategically uses volume, pitch and pauses to emphasize certain points that he is making so that the audience knows when to clap and agree with the message being delivered. Lastly, I observed that prayer was the third structure of significance. In New Beginning Christian Fellowship Church, prayer happens at the beginning and end of every service and bible study that is held. Typically a deacon or the pastor leads the prayer, but I noticed that many people tend to use this time to do there own individual prayers and get emotional while they are speaking to God. This structure of significance was very interesting to me because it seemed like the meaning of prayer was different based on the person; some people were thanking God, while other people were begging God for help. There were many structures of legitimation that I uncovered as I assessed the services and bible studies for this project. Structures of legitimation are the rules and resources established by norms, habits, and cultural factors. The first structure of legitimation that I immediately noticed was the warmness and friendliness of the members; everybody hugs and engages in conversation as people filled the sanctuary. The next structure of legitimation I noticed was the flow of each Sunday service; the service starts with three 13 songs from the praise team, moves to the prayer and welcome followed by announcements and the collection of offering, then it ends with the sermon and the closing prayer. Two other structures of legitimation that tie into the flow of the service are that the deacons make sure the service is run according to plan and announces each part of the services as it runs and the church ushers walk around attending to the needs of the members as they occur. Another structure of legitimation present is children’s church, which is when all children between the ages of 5 and 15 leave the sanctuary to go to one of the classrooms in the back of the church to receive a more kid-centered message. Additionally, it is the norm for all the younger kids that don’t attend children’s church to be taken into the lobby area once they get restless or start to cry so that the service isn’t disrupted by any outburst. The last structures of legitimation that I denoted were that the congregation stands and claps with our praise team while they are singing and that our members frequently say “Amen” or “Hallelujah” during the sermon and prayer times. As I previously mentioned, many of these structures aren’t exclusive to just New Beginning Christian Fellowship Church because these norms and cultural habits were learned and practiced at different churches before our members found a new church home. The last structure present in our church, structures of domination, are the rules and resources that are commanded through power and authority. Most of the structures of domination are linked to the Christian religion and the authority that our pastor and our church leaders possess. The first structure of domination I observed was the request from the pastor; anything that our pastor asked of our members, whether individually or 14 collectively was typically done in a moments notice. When the pastor asks the congregation to “stand to their feet” “bow their head”, or “say Amen” everybody complies immediately. The next structure of domination that stood out to me was the concept of tithing. Tithes are a percentage of your monthly earning that are given to support the church and the church programs; it is customary to give one tenth of your earnings, but this isn’t required. I saw tithing as a structure of domination because people are giving this money to the church solely because they are supposed to without knowing what exactly is being done with their money, but trusting that it is for a good cause. Another Christian norm that I thought to be a structure of domination is communion. Communion is a religious ceremony where bread and wine are shared with members that are baptized to commemorate the Lord’s Supper. This ceremony only takes place one Sunday each month and is lead by the pastor and the deacons of the church. The final structure of domination that I witnessed was the request from our leadership team, which consists of deacons, trustees, the pastor, and the finance committee. As I observed the services, I noticed how serious our members were about listening to the members in the leadership group and obliging to their request. I believe that this compliance is encouraged by the power that comes with the titles held by the leaders. Part II. Capital Analysis I gathered this information from the questions I asked the 3 members of the finance committee and the 11 appointed leaders of the church. The members of the finance committee where individually asked the questions from appendix B, while the 11 leaders were asked questions from appendix C. This capital analysis will highlight the resources 15 that we have available to use in our strategy and identify the capital that we are lacking. New Beginning Christian Fellowship Church has good economic capital to fund an effective array of strategies to achieve our goal, but we definitely need to work on our social and symbolic capital. The first type of capital I discovered using the observations and field notes that I utilized in my structural analysis. Institutionalization is the structures that provide meaning in an organization like rules, policies, procedures, and signs. I found three current patterns of institutionalization in New Beginning Christian Fellowship Church. The first form of institutionalization is the church program, which list the events in the program that outlines the flow of our Sunday service and gives our members a schedule of what will be occurring and who will be involved in each part of the service. The next pattern of institutionalization is the church policies. A few rules that I were stated or written are as follows: 1. Nobody can enter the sanctuary during prayer or the reading of scripture. 2. There is also no food or drinks allowed in the sanctuary 3. All cell phones are to be turned on silent or vibrate for the duration of the services. The last patterns of institutionalization that I discovered were the signs that are on the walls of our church. The signs in our church are all pretty small signs that have instructions or rules announced on them. There is a sign that says,” Please turn your phone off or on silent.” Outside of the sound engineering booth there is a sign that says, “No authorized members beyond this point!” The third sign I noticed was next the a light switch by the sanctuary doors that stated, “ No running please.” 16 The next form of capital that I examined was social capital. Using the questions from appendix C, I was able to obtain information on the social capital that we have currently. First we have relationships with other churches; I was informed that we have close ties with many of the members at Apex First Baptist Church and get invited to events that they hold throughout the year. In addition to relationships with other church we also have a working relationship with Reverend Hammond, who is a very well known reverend in the Triangle area that we had the honor of having as a guest pastor on the monthly basis while we were searching for our interim pastor. Lastly, we have a plethora of influential members that are affiliated with powerful organizations like Wells Fargo, BB&T, University of North Carolina Chapel Hill, the North Carolina Bar Association, Biogen, and a number of other well-known organizations. Although the current social capital provides a large amount of networking opportunities for Millennials that are interested in advancing their career, the church does need to work on build more social capital that can help connect us with more Millennials. We also need work to build more symbolic capital, since our church hasn’t won any award in the community or held an event that got publicity. The third form of capital that is present in New Beginning Christian Fellowship Church is knowledge capital. According the 11 leaders I interviewed we have many members of our church that are very knowledgeable. The finance committee is composed of experienced accountants and financial advisors that are well informed and qualified to make wise financial decisions. We also have three members that are practicing lawyers and at least 17 five members working in the medical field. Our members would be great resources for Millennials to speak with and learn from. Aside from professional knowledge we also have musically gifted members of our church; our pianist that directs all three of our choirs is experienced in classic and contemporary music and we have 5 amazing singers that lead the worship team and 2 sound engineers that control the music and microphones. Lastly, our Interim Pastor, Reverend Gary Wall, has been ordained for 10 years and been studying and interpreting the word of God for 20 years. Although our church possesses a wealth of knowledge, talent and skill, our leaders don’t have much knowledge about Millennials and what would attract them to our church. Fortunately, New Beginning Christian Fellowship Church was a high level of economic capital to assist us with our plan to increase millennial attendance. After asking the finance committee the questions listed in appendix b, I found that our church isn’t in need of financial help. The finance committee informed me that our church account has fund saved up to afford the next 8 months of the rent for our church building, without adding any of the additional tithes and offerings that will be collected in those months. We are also budgeted to pay our interim Pastor 35,000 dollars a year, with the average amount that our members give each month. Although all miscellaneous expenses need to be voted on by the deacons and trustees, we have the resources to fund three separate small group bible studies that have individual group study material and refreshments. I was assured that we could afford to spend $2,000 per month on a millennial outreach initiative. 18 VI. Market Impacts: Millennials and Religion Graph A. Graph B. 19 In the study done by The Pew Research Center, it gave a composition for the percentage of Millennials that believe in God. The sample size of this study was 3,291 Millennials that answered the same questionnaire. The results of this study were categorized into 6 possible answers, which are believe in God (absolutely certain), believe in God (fairly certain), believe in God (not too certain), believe in God (don’t know), don’t believe in God, and other. As shown in graph A, this study showed that 50% were certain that they believe in God, 21% were fairly certain that they believe in God, and 10% are unsure about believing in God. 17% of Millennials did not believe in God at all. This study shows that only 50% of Millennials are true believers, which shows that half of the Millennial population doesn’t fully believe in God; this could explain why Millennial church attendance is not nearly as high as baby boomer’s church attendance. The Pew Research Center also made a religious composition of M...
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