NATIONAL PACIFIC AMERICAN LEADERSHIP INSTITUTE (NAPALI)

STRATEGIC COMMUNICATIONS PLAN

Prepared for

NAPALI Board of DirectorsLouis Rumpf

COM 625- Management of Communication CampaignsNational University

Prepared by

Philip Klinger

November 15, 2010

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MEMO TO: NAPALI Board of Directors

FROM: Philip Klinger, SCA Masters Program, National University

DATE: November 20, 2010

SUBJECT: Evaluation of the Leadership Program at the NAPALI organization.

Here is a report evaluating the leadership program constructed and facilitated by NAPALI.

The direct way that NAPALI tries to make a difference is through their audience of the “Fellows” who are graduates of the NAPALI Leadership Program. Their main mode of communication tactics has been by “word of mouth” and personal relationships. At one time the word of mouth tactic had as similar an effect on individuals in a population as any other tactic. However increased technology with computers, the World Wide Web, and personal media devices has made the tactic become a backdoor activity and almost a concept from the past. In fact, the word of mouth tactic has proven to be so old fashioned that the NAPALI organization sometimes has difficulties reaching future Fellows in hopes of keeping their leadership program alive and prosperous. This report contains several recommendations for new strategies and tactics that could potentially help NAPALI progress by increasing awareness of their leadership program to future Fellows. Inside this Communication Plan is a detailed outline of what could work to help NAPALI achieve their goals in years to come.

I look forward to reviewing your feedback.

Sincerely,Philip Klinger

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EXECUTIVE SUMMARY

NATIONAL PACIFIC AMERICAN LEADERSHIP INSTITUTE (NAPALI)

Philip P. KlingerNovember 15, 2010

The National Pacific American Leadership Institute (NAPALI) is an organization that was started 14 years ago hoping to revive community efforts and values to the people within the Islands. NAPALI’s main goal and purpose is to convey the message of preserving and perpetuating the traditions and cultures of leaders in American Pacific Islander communities. This will allow them to prepare new leaders to help their communities survive in a global society. The location of the Leadership Programs takes place in the Hawaiian Islands. The members of the programs “talk story”, i.e. brainstorm, on how to make their leadership skills stronger and more relevant to their community needs.

All of NAPALI’s competitors are growing in their market niche because of the increase in global awareness that indigenous communities and cultures hold solutions to multi-cultural population and environmental issues. Graduates of the leadership program are termed “Current Fellows”. The target audiences they hope to recruit are labeled “Future Fellows”.

The Situation Analysis contains the risks and difficulties for NAPALI’s expansion. Paramount to success are the topics of transportation, working with minors, sending Fellows graduated from the Leadership Program out into their communities, economic disasters, and employment issues. Key to understanding the environment in which NAPALI operates is the discussion of the “key publics”, their demographics, psychographics, and lifestyles. Demographics that belong to this particular audience are generally about 30-50 years of age, male and female, income that is at or close to poverty level, partially educated, and highly respect in their area of the community. The psychographics of this audience are primarily conservative, that is they are traditionalists and regard their place in the community to be second to their place in a church of their choice.

The core problem / opportunity focuses on using a place-based, cultural hands-on approach to “servant leadership” that will allow them to prepare Future Fellows to help their communities survive in a global society. Page 4 includes a table with the SWOT for this communication plan.

Strategies and tactics for both the primary audience of Future Fellows and the secondary audience of Current Fellows demonstrate the strength of the various communication platforms across the Pacific Rim. These platforms include radio stations with public service announcements, opt-in email, and the NAPALI website.

The Current Fellows are engaged in the fields of corporate, governmental, educational systems, trade, and agriculture. This diversity will enable them to reach out to a large target audience for recruiting Future Fellows.

For NAPALI, the language consideration of over 40 indigenous languages on the Pacific Islands and in the United States presents a challenge. Third party influentials and other opinion leaders

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are outlined as to what percentage of occupational fields that have a direct influence on the Current Fellows daily.

Evaluation criteria are aligned to the objectives of this plan, detailing the responsible party, quantitative and qualitative measurements, statistical tools and a timeline for implementation.

As of right now the word of mouth tactic has proven somewhat ineffective only reaching about 1 in 10 individuals.1 Our goal through these communication objectives in this document is to create a substantial increase in the number of receivers obtaining information about the NAPALI program. In past efforts at recruitment, a baseline measurement of about one 1 in 100 people who have received the message that NAPALI offers has joined the program.2

This means that 1% of all Islanders who hear about the program usually join the program, and if this turn out holds true in future times with this objective having a reachable effect, it would mean that 5% of all people who hear about the message would then join the program. We believe that reaching this increased target number is realistic because it will be the first year of new communications tactics and strategies.

It may take some time for this number to increase further, but this new communications objective along with new strategies and tactics will be a large improvement over the current word of mouth tactic; aka “The Coconut Wireless”.

1 NAPALI Report, page 5. 2 NAPALI Report, page 6.

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CONTENTS

INTRODUCTION.......................................................................................................................................1

BACKGROUND.........................................................................................................................................1

Competitors:....................................................................................................................................2

SITUATION ANALYSIS...........................................................................................................................3

CORE PROBLEM/OPPORTUNITY..........................................................................................................4

SWOT:.............................................................................................................................................4

GOALS AND OBJECTIVES .....................................................................................................................5

KEY PUBLICS AND MESSAGES............................................................................................................5

Key Publics......................................................................................................................................5Demographics, Psychographics, and Lifestyles..............................................................................5Motivating Self Interests..................................................................................................................6Status of Current Relationship with the Organization and Issue.....................................................6Third Party Influencials ..................................................................................................................6Objectives Each Public Will Help Accomplish: .............................................................................7Messages: ........................................................................................................................................7

STRATEGIES AND TACTICS..................................................................................................................7

Primary Audience: ..........................................................................................................................7 Strategy ...........................................................................................................................................8

Primary Channels.............................................................................................................................8Alternative Channels.......................................................................................................................8Primary Audience Tactics................................................................................................................9Alternative Audience:......................................................................................................................9Strategy ...........................................................................................................................................9Primary Channels...........................................................................................................................10Alternative Channels.....................................................................................................................10

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Alternative Audience Tactics........................................................................................................10

EVALUATION CRITERIA AND TOOLS..............................................................................................12

CONCLUSIONS.......................................................................................................................................12

RECOMMENDATIONS...........................................................................................................................12

BIBLIOGRAPHY......................................................................................................................................12

APPENDIX................................................................................................................................................12

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NATIONAL PACIFIC AMERICAN LEADERSHIP INSTITUTE (NAPALI)

STRATEGIC COMMUNICATIONS PLAN

Philip Klinger

INTRODUCTION

Throughout the past hundred years there has been a notable difference of cultural changes occurring within Hawaii and the rest of the Pacific Rim. One major reason for these changes is due to the high level of immigration and subjectivity of European/Asian Culture’s influencing everyday activity on the Islands. These changes to the way people live their lifestyles has had a direct impact upon the indigenous populations of the Islands as well as the cultural values and beliefs that go on within those communities. The National Pacific American Leadership Institute (NAPALI) is an organization that was started 14 years ago hoping to revive community efforts and values to the people within the Islands.

BACKGROUND

NAPALI is having a very successful year, recruiting and training more American Pacific Islanders to be leaders than it has done in the past. NAPALI has a long history of successful turnout: 14 years of Leadership Programs with no attrition, resulting in the graduation of 193 American Pacific Islander Fellows. These “Fellows” are made up of individuals from all over the Pacific Rim whose main goal is to preserve their native culture and values for future generations. NAPALI has a unique niche in the community of American Pacific Islanders due to the lack of culture based leadership programs, local and abroad.

The prosperity that they are experiencing today could not be expected years ago when the Board of Directors spoke with Peter Drucker, the business management guru. Drucker’s position in helping the organization really influenced the current methods of mass communication/business to rally others in the NAPALI community. NAPALI graduates are highly respected in their own communities and within the larger continental United States. This organization, NAPALI, has been supported in the past by a single non-profit funding source: The Geneva Foundation. As NAPALI transitions from a single Foundation’s support, The Geneva Foundation, to its own non-profit organization, this will present new challenges, as well as opportunities, for grant writing and local community support.

NAPALI’s main goal and purpose is to convey the message of preserving and perpetuating the traditions and cultures of leaders in American Pacific Islander communities. This will allow them to prepare future Fellows to help their communities survive in a global society. NAPALI is the only leadership program that gives full scholarships to its participants for travel, lodging, food, and graduation. This organization has totally relied in the past on word of mouth for communication: this means that NAPALI has no advertising budget. NAPALI offers full scholarships to anyone in their target audience who are interested in the week-long program.

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Most other organizations require participants to “cost share” the expenses because the other organizations are colleges, universities, and private schools. By taking the financial pressure off the Fellows, they are better able to focus their energies on the cultural activities of the leadership program. Most other organizations have a budget specifically allocated to advertising. This is not the case with NAPALI because using the Fellows as the sole source of communication allows for more effective dialogue, which then in turn inspires the new Fellows to want to become NAPALI leaders.

COMPETITORS

All these programs/organizations listed below are competitors because they encourage culture-based leadership community dialogue among islanders. They also deliver the actual programs for cultural based Leadership. The location of the Leadership Programs takes place in the Hawaiian Islands. The members of the programs “talk story”, i.e. brainstorm, on how to make their leadership skills stronger and more relevant to their community needs.

The competitors are other culture-based leadership programs offered by universities, colleges, and Kamehameha Schools. For example Kamehameha schools were set up by the Hawaiian Princess Bernice Pauahi Paki Bishop to ensure that Hawaiian children of future generations received a solid education, including leadership skills. This vision of hers has resulted in partnerships with the University of Hawaii to fund culture centers and Hawaiian immersion schools that promote and preserve Hawaiian identity and leadership skills. Major direct competitors that have a similar message to NAPALI are:

1. The Center for Hawaiian Studies at the University of Hawaii at Manoa 2. BYU- Hawaii/Polynesian Cultural Center 3. Environmental Leadership Program at Brown University in Rhode Island (held in Hilo,

Hawaii) 4. Polynesian Cultural Club “Na Kahumoku” in West Hawaii (The Big Island of Hawaii 5. The Pacific Leadership Program 6. The Pacific Leadership Program at the Australian National University (Leadership in

Melanesia, Micronesia, and Polynesia) 7. Asia Pacific Leadership Program at the East-West Center in Honolulu, Hawaii 8. Changing Faces Leadership Program: Women as Innovator Entrepreneurs at the East-

West Center in Honolulu, Hawaii

All of NAPALI’s competitors are growing in their market niche because of the increase in global awareness that indigenous communities and cultures hold solutions to multi-cultural population and environmental issues. The people creating these organizations have been wounded in the past from multiple outside economic and political pressures. Another example: outside nations have taken advantage of islands’ geographic locations and resources for their own military and economic trade purposes. As these competitors continue to grow, business seems to be more dependent upon what they do and say: their message is one of putting “Culture” back into “Leadership”. As this message continues to spread, culture based groups experience its relevance to their daily lives and community problems, ultimately driving business to annual Leadership Programs.

SITUATION ANALYSIS

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The National Pacific American Leadership Institute (NAPALI) non-profit organization was chosen for this communication plan because it is currently receiving funding from only one source: the Geneva Foundation which may limit and increase the challenge of how they recruit new Fellows. “The Leadership program is totally dependent upon private funding. The cost of each course is approximately $50,000, which includes travel and lodging for the Fellows and facilitators, transportation within Hawaii, meals, educational materials, printing, and administrative services.” 3 NAPALI is trying to reach out and recruit future Fellows from across the entire Pacific Rim. With such a wide spread geographical landscape to cover, there are many risks that may present themselves in current and future times.

Here is a detailed list of the possible risks/difficulties which could potentially threaten NAPALI:

Risks and Difficulties that Threaten NAPALI

Transportation. This is a very big difficulty which faces the organization and at any time could pose a crisis for the organization as a whole. Without transportation, future Fellows will not be able to travel and receive the training which NAPALI has to offer. Specific transportation issues which could occur include:

1. Heightened airport security in the United States resulting in travel visas being revoked;2. Limited amounts of travel routes in and out of certain areas within the Islands;3. Car and boating accidents which may result in the loss of human life; 4. With currency exchange and inflation, cost of travel on foreign airlines may go up thus

resulting in prohibitive expenses which NAPALI cannot afford to pay.

Working with Minors. NAPALI also works with younger individuals, seeking out leadership qualities in individuals long before they may become current Fellows. This means that it is possible that NAPALI could be working with a percentage of minors at any given time. Working with minors holds many liabilities and could become a crisis if ever neglected or not thoroughly monitored by the Executive Director. Specific issues which could occur when working with minors include:

1. Inadequate background checks: This may result in people with felonies or sex offenses working closely with young adults;

2. A lack of cultural insensitivity: In Polynesian cultures, young girls ages 11-16 are often promiscuous because in their culture, they have to have a baby before they can be married. A scandal could occur if these young girls are looking for biological fathers;

3. Transporting minors without the parents’ permission could result in legal action, as well as minors transporting other minors.

Sending Fellows in Leadership Program Out into Communities. Another potential problem because it is NAPALI’s leadership and guidance alone which facilitates the message they are trying to spread to areas around the Pacific Rim. It is possible that the Fellows may misunderstand the message that NAPALI wants it to spread, distracting the audience about what the organization is really trying to accomplish:

3 NAPALI Report, page 18.

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1. Misrepresentation of certain modules in the leadership program could result in promises or expectations that NAPALI may not be able to fulfill;

2. Fellows who have been “trained” may speak one of forty different indigenous languages resulting in miscommunication between Fellows, peers, and new audiences.

Economic Disaster. A very serious problem in the next few years, as their funding has been cut off for the upcoming year of 2011. Just having received their 501(c)(3) status as a non-profit, it is their challenge now to strategize how to keep the organization alive and thriving in this harsh economic time:

1. Writing grants is going to be one of their highest priorities to receive funding. However if the grants misrepresent NAPALI’s vision it is possible that there will be no funds to use.

2. As the Kupunas begin to pass away, those in and around the community who donate money to the organization may reconsider the importance of NAPALI’s message because the original donations were the results of friendship or gifts to those elders.

Employment Issues. It is true that many people within the community feel the need to work with the NAPALI organization to spread its message; however most of the volunteers will not be able to survive without payments for their efforts because:

1. If NAPALI cannot support their expanding leadership base with stipends or honorariums to current Fellows, it is likely there could be a high turnover in volunteers.

2. Without stipends or honorariums to the current Fellows, future Fellows may lose interest in becoming current Fellows.

CORE PROBLEM/OPPORTUNITY

The core problem/opportunity focuses on using a place-based, cultural hands-on approach to “servant leadership” that will allow them to prepare future Fellows to help their communities survive in a global society. The following table displays the SWOT for this communication plan.

SWOT

Strengths The Fellows share a common

Polynesian heritage. The organization is fortunate enough to

still have living Kupunas (elders) driving the NAPALI leadership program.

The 193 graduated Fellows are totally committed to the leadership program concepts.

The Fellows are asking for the culture based program to be initiated on their own islands.

Weaknesses NAPALI Fellows are spread out over a

large geographical area ranging from the State of Washington to Hawaii to their individual islands across the Pacific Rim.

The economies on the smaller islands are very poor.

Difficult for the Fellows to raise money instead of chickens.

Opportunities NAPALI will be able to send other

Threats The Kupunas are all in their early 80’s;

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emerging leaders from their islands to build community and political capacity.

As the Fellows collective capacity for leadership grows across the Pacific Rim, it increases their voice in American Government.

as each one dies, it leaves a vital hole in the Board of Directors for NAPALI.

The resources of the NAPLI Board of Directors may not be able to handle this quick of an expansion to other islands.

GOALS AND OBJECTIVES

GoalThe common goal for NAPALI is seen today in preserving the cultural ties and values at the core of the Pacific Rim societies.

Objective Statements 1. To increase the awareness level among individuals ages 30-50 in island communities

about the NAPALI Program. 2. To decrease the number of face to face one-on-one interaction to recruit new candidates

to the Leadership Program. 3. To reduce the cost of recruiting new fellows4. To bring the NAPALI Leadership Program into the 21st century

KEY PUBLICS AND MESSAGES

KEY PUBLICS

Demographics, Psychographics, and Lifestyle of target audience. The audience that NAPALI is marketing to is the Fellows consisting of both: The Leadership Program Fellows (graduates) and future generations of Fellows. This target market is further segmented into Polynesian individuals in High Schools, Universities, and/or Colleges across both the continental United States and the Pacific Rim who will become future leaders in their communities. Demographics that belong to this particular audience are generally about 30-50 years of age, male and female, income that is at or close to poverty level, partially educated, and highly respect in their area of the community.

The psychographics of this audience are primarily conservative, that is they are traditionalists and regard their place in the community to be second to their place in a church of their choice: Latter Day Saints, Roman Catholic, etc. New and innovative ideas are interesting to their community, but for the sole purpose of gaining finances to support other people who need help within the community at large. Some individuals are ambitious innovators of new companies/organizations, but personal relationships in the community continue to be their main ambition when getting friends and family involved in ideas or endeavors.

The lifestyles of all these individuals differ, but for the most part these audiences are parents with many children, college students, and people who live directly on the beaches. This target

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market segmentation aligns to NAPALI’s competitors because they are all aware that successful culture-based leadership programs depend on recruiting future generations of Polynesian ethnicity from around the world.

Motivating Self Interests. This audience is influenced and motivated by their peers within their own cultures and the leaders at NAPALI. New information is credible for them only when it is delivered to them by someone they trust, and elder, i.e. Kupuna, or they see the results first hand for themselves. All change in action comes from their Kupunas and elders; that is why this leadership program is so important, because it is designed and delivered by the NAPALI elders. This audience spends most of its time in their churches, community centers, and schools, and recreation centers.

Status of current relationship with the organization and issue. This audience spends their time working within diverse organizations that are corporate, governmental, educational systems, trade, and agriculture. The following information has been retrieved from the NAPALI Foundation Report 2007:

There are 179 Fellows: almost equally balanced between male and female. Their ethnicity was already described above in the audience for this section: however, the four largest groups are 85 Native Hawaiian individuals, 39 American Samoan individuals, 18 Chamorro individuals, and 20 Tongan individuals. This audience’s income level ranges from poverty level up to middle class; one of the Fellows has advanced from poverty and prison to becoming Mayor of Hilo, Hawaii on the Big Island. This audience has been educated from several sources: Kamehameha School, faith-based schools, and traditional public education. The audience’s language considerations have to take in the fact that there are 40 indigenous languages across the NAPALI Fellow groups.

Third party influentials and other opinion leaders. There are a few occupational fields that the NAPALI Fellows belong to outside the organization. Represented below are those occupational fields that have a direct influence on them daily with outside opinions from leaders in other sectors. 4

1) Business 22.9%2) Education 37.1%3) Health 5.7%4) Government/Law/ Politics 17.1%5) Military 2.9%6) Engineering 2.9%7) Non-Profit Culture-Based Organizations 11.4%

4 NAPALI, 2007, page 12.

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Objectives each public will help accomplish.

Objective Statements Public1. Build awareness level among

individual’s ages 30-50 in island communities about the NAPALI Program

Future and Current Fellows

2. Monitor the number of face to face one-on-one interaction to recruit new candidates to the Leadership Program

Current Fellows

3. Control the cost of recruiting new fellows

Current Fellows

4. Explore the benefits of using 21st century technology for NAPALI recruitment

Future and Current Fellows

MESSAGES

Future Fellow Messages – Primary Audience

The Fellows: messages that work. 1. God helps those who help themselves; we help God by helping each other.2. Fundraising gives everyone a chance to give.

Current Fellow Messages – Secondary Audience

The Fellows: messages that work. 1. We have to rely on ourselves; we have to do this together.

STRATEGIES AND TACTICS

PRIMARY AUDIENCE-FUTURE FELLOWS

Strategy 1- Broadcast Media. Reaching the primary target audience of future Fellows through this media platform is sensible for a couple different reasons. First, the target audience has large numbers of people who live in poverty and use broadcasts as their sole source of news, information, and entertainment to the outside world. Second, broadcast is highly inexpensive; all that is needed is a device such as a radio, television, or cell phone to receive the information via satellite or frequency. The final reason why this is a great way to reach the target audience is

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because many of the current Fellows will also be listening to information over broadcast, allowing them to reiterate the information to many others even if the members of the target audience do not hear the original message.

List of Broadcast Media channels to reach Target Market/Key Public. Two channels of Broadcast media that would be helpful in reaching this target audience are

1. Radio stations 2. Television stations

These channels are great ways to reach the primary audience because almost everybody on the island either has a TV and Radio or know others who do. Even some of the individuals who live on the beaches have a radio they listen to throughout the day. Reaching and recruiting this primary audience through messages over the television and radio give a larger chance for increased awareness of what NAPALI has to offer individuals interested in making a difference in their community.

Alternative channels to reach Target Market/Key Public. Other alternative channels which could be helpful in reaching this target audience unrelated to Broadcast media would be:

1. Churches2. Newspapers3. Mobile phone calls4. Email campaign5. Community centers6. City government offices (Department of Health and Human

Services)7. Schools, colleges, vocational and language training centers8. Libraries9. Recreation centers (luaus, song and dance festivals, etc.)

10. Community non-profit offices

These alternative channels are great for reaching and recruiting the primary target audience because a number of different reasons. Churches on the islanders offer people help and support in times of distress. Most on the islands do not see financial challenges people’s life as being a problem or a factor which could potentially interfere in their abilities to lead others. Newspapers and email are great forms of Direct Media which may be able to reach the primary audience on a regular basis. Community Centers, Libraries, Recreation Centers, and Community non-profit offices are wonderful facilities to reach the primary target audience through advertisements, posters, or brochures.

Tactic: Radio Public Service Announcements. Radio in Hawaii and throughout most of the Pacific Rim is a strong source of communication between sender and receiver. Currently NAPALI is not reaching their primary target audience, the future Fellows, by this source of communications because they have relied on traditional cultural methods such as word of mouth to communicate with other Islanders. Using the radio as a source of communication between NAPALI and the future Fellows living across hundreds of islands in the Pacific Ocean would be free if the message was delivered through a Public Service Announcement. Radio stations in

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Hawaii and throughout the Pacific Rim regularly donate air time to Public Service Announcements as an incentive to increase their own listening audience. The State of Hawaii provides small grants to Radio stations to host radio programs and public service announcements in over 40 indigenous languages across the Pacific Ocean.

Taking the objective into consideration, broadcasting through radio stations could ultimately be a valuable resource to increase the awareness of individuals ages 30-50 within a 12 week period. To do this NAPALI would simply have to contact a radio station to learn the procedure for initiating the process of free reoccurring Public Service Announcements over the course of the 12 week Campaign. There is generally only one local radio station that is the lifeline of the Islanders. One would think that a single radio signal could not travel the entire Pacific Rim. However, this is not the case as the Islanders boost any fading signal from one island onto another with their own broadcast equipment. Through this communications channel, family members would be able to share what they hear on the radio during the day with the target audience of e future Fellows at the evening meal. Future Fellows will then be able to contact the radio station the next day for more information via phone or website.

SECONDARY AUDIENCE- CURRENT FELLOWS

Strategy 2- Interactive Media. This particular type of Media is sensible in reaching the secondary target audience of current Fellows because almost each and every individual has access to interactive media outlets in their daily life. Most of the people on the islands have access to a computer with connections to the World Wide Web and those that do not in their own homes are granted access by the libraries or community centers in their local area. Interactive media, especially that used over the World Wide Web is fairly inexpensive and gives the Native Pacific Islanders another way to form connections and communal ties. Another great reason why this is a sensible media platform is because the current Fellows have access to this media each day and can connect with future fellows in mass numbers instead of taking much time reaching one individual at a time.

List of Interactive Media channels to reach Target Market/Key Public. Two forms of Interactive Media that would be helpful in reaching this target audience are:

1. World Wide Web2. Social Networks

These are the best channels through Interactive Media to reach the Key target of current Fellows because they have been trained to use the World Wide Web to communicate with NAPALI on a daily basis. These channels offer a world outside of their own communities where they can ultimately contact and reach future Fellows who live abroad. Social Networks allow the current Fellows to stay in contact with one another for added support, help, and communication. This communication between the current Fellows increases the flow of knowledge within the organization and decreases the potential for messages to be miscommunicated across a large geographic area.

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Alternative channels for reaching Target Market/Key Public. Other alternative channels which could be helpful in reaching this target audience unrelated to Interactive Media would be:

1. Mobile phone calls2. Recreation Centers3. Community Centers

These alternative channels are great for reaching the target audience of current Fellows because most of them have access to cellular phones and have recreation centers or a community center on their island. Mobile phone calls allow the current Fellows to stay in touch with one another and to communicate with the future Fellows on a daily basis. If a future Fellow desires to take the leadership program that NAPALI offers then the current Fellows can communicate directly with NAPALI through words instead of written messages. Recreation Centers and Community Centers are channels where the current Fellows can recruit new candidates (future Fellows) for the program.

Primary Tactics

Organization Website. NAPALI has a website that is available for use by the Fellows and potential consumers. Currently this website is a subset to the Pacific American Foundation Website. The website is hard to find unless you know exactly where to look on the Internet. As of next year, NAPALI is becoming its own non-profit which will necessitate the development of their own website. This will help drive interested parties easier to NAPALI who are looking under search engines for culture based leadership programs using Meta tags as key words.

The development of this website will also be helpful to the alternative audience of current Fellows because they will be able to communicate and find other people in their own communities who are interested in the NAPALI leadership program. This should ultimately help in increasing the number of recruits to the Leadership Program as future Fellows post photos of current Fellows and program activities to inspire the community.

Taking the objective into consideration, the organization website could ultimately be a valuable resource to increase the awareness of individuals ages 30-50 within a 12 week period. The first reason is that the NAPALI Fellows are mainly educated and have had some experience working with computers and communicate through web based technologies. The current Fellows have found it very convenient to get updates to their program via email from the website. The current Fellows can then register for RSS feeds from a website which delivers cutting edge information as it breaks through the world news.

One major reason why this can be used effectively is because the target audience of the current Fellows is accustomed to finding information at their fingertips. As more awareness builds among the current and future Fellows about the benefits of the leadership program in the community, the main target audience of the current Fellows will be able to help future Fellows register on the website for the program. To facilitate the registration process, NAPALI could send out a public announcement to local and government agencies in order to drive current Fellows who then direct future Fellows to their website. Current Fellows will also be able to

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download information about travel arrangements, scholarships, and local mentors. The website will also contain a shopping cart for T-shirts and other small items with the NAPALI logo on it.

These resources will be another way to raise awareness within a short amount of time such as our 12 week time schedule and to do so with a fairly inexpensive budget. It will not cost any member of the current or future Fellows money to access the information. On NAPALI’s part, a website costs less than a thousand dollars a year to maintain. In addition, a color brochure will also be uploaded to the website for current Fellows to send out via email to future Fellows to entice them into the program.

Opt-in E-mail. Currently NAPALI does not use emails on a regular basis with this target audience. Emails are generally used to address information between the Board of Directors, the Regional Leaders, and the certain, but not all NAPALI Fellows. Implementing emails between the current NAPALI Fellows and the primary target audience, the future Fellows, will allow more messages to be sent out at one time with the higher hopes of reaching more members of this target audience.

Emails will allow NAPALI to reach a larger percentage of the intended primary target audience with their message. Current Fellows belong to communities where high value is placed on oral communication. However, this target population has become westernized to work within a print and technology society. NAPALI is role modeling to the Islanders a paradigm shift in leadership styles by using email technology to locate future leaders from the primary target audience.

Taking the objective into consideration, opt in emails will ultimately be a valuable resource to increase the awareness of individuals ages 30-50 within a 12 week period. The approach listed in the last paragraph will be successful to this target audience, and within the particular amount of time, because it is driven initially by the “user interest” of current Fellows.

Within each email, NAPALI will identify a multi-population or an environmental issue for their island communities as they trigger the target audience’s interest in the Leadership Program and the work they have done. If the message is not relevant to their island community, the target audience will not be interested in participating in leadership programs on other islands or within outside communities.

A strength of email messages to the current Fellows would be that they could be sent out every day until a response is received by NAPALI. Frequent repetition of the email messages will convey the sense of urgency NAPALI feels in contacting their target audience. This activity could only be achieved if the audience has given the permission to send them emails.

Displayed on the organization website will be a data contact form which will be immediately transferred to the NAPALI database for future email messages as well as recruits who the current Fellows sign up. This means that the target audience of current Fellows is not only requesting information, but it is also providing it for the contact database. This is very valuable to NAPALI because they will have the most up to date email addresses and phone numbers of their target population on file, saving time and money in the future in their outreach efforts.

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EVALUATION CRITERIA AND TOOLS

Evaluation criteria measuring performance for 4-6 project objective statements include:

Objective Party Responsible

Objective Evaluation Criteria

Evaluation Tool

Build awareness level among individual’s ages 30-50 in island communities about the NAPALI Program

Future and Current Fellows

To increase the awareness level from 10%-50% among individuals ages 30-50 in island communities within 12 weeks of the campaign launch that starts on Jan. 1, 2011 and ends on March 31, 2011

Qualitative: Conduct random Interviews via the telephone and email

Quantitative:Conduct a 10 Question Survey using the Likert Scale sent out via email

Monitor the number of face to face one-on-one interaction to recruit new candidates to the Leadership Program

Current Fellows To find the actual measure of current face to face interactions between the current and future Fellows, to set a base line, by March 31, 2011

To decrease the number of one on one interactions by 20% by June 31, 2011

Qualitative:Conduct 4 random focus groups at community centers to collect feedback and new ideas

Control the cost of recruiting new fellows

Current Fellows To decrease the cost of recruiting future fellows by 10% in 3 months by March 31, 2011

Quantitative:Baseline Survey-To conduct a trend data analysis on the past 13 years of costs (to set a baseline)

First Year Survey-Track the current costs for one year and compare to baseline data using statistical correlation

Explore the benefits of using 21st century technology for NAPALI recruitment

Future and Current Fellows

To increase the use of technology by 10% in all interactions with and between the Fellow both current and future by March 31, 2011

Quantitative:Baseline Survey- Conduct a 10 Question Survey using the Likert Scale sent out via email

First Year Survey- collect and analyze data; distribute to Board of Directors and Fellows

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EVALUATION CRITERIA

Evaluation Criteria: 4 for the plan and 2 that address team’s capability and effectiveness include:

Evaluation Criteria

Party Responsible

Objective Evaluation Criteria Evaluation Tool

Program Awareness

Current Fellows Increase the number of NAPALI program fliers displayed in Community Centers by 20%, over the prior year’s baseline data, by March 31, 2011

QuantitativeTally of Community Centers flier’s distributed by Fellows

Impact Current Fellows Increasing the personal contacts with radio station announcers by 25% within three months by March 31, 2011

QuantitativeCurrent Fellow reports to Board of Directors on a six month basis

Client Satisfaction

Future Fellows Increase the number of new Fellows recommended from newly graduated Fellows to the NAPALI program by 15% within 6 months by June 31, 2011

QuantitativeTo tally the perspective new Fellows’ responses on website registration forms

Replication Current and Future Fellows

Increase the number of leadership programs held each year from 1 to 2 within 6 months by June 31, 2011

QualitativeFocus group feedback on the quality of the program being offered twice a year

Team Satisfaction

Philip Klinger and Team Members

Increase positive feedback from the NAPALI Board of Directors on Communication Plan by June 31, 2011

QuantitativeBoard of Directors Survey conducted annually at Board Retreat

Effectiveness Philip Klinger and Team Members

An increase by 75% of applicants recruited from NAPALI website within 6 months by June 31, 2011

QuantitativeWebmaster report to the NAPALI Board of Directors

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CONCLUSIONS

As of right now the word of mouth tactic has proven somewhat ineffective only reaching about 1 in 10 individuals.5 Our goal through these communication objectives in this document is to create a substantial increase in the number of receivers obtaining information about the NAPALI program. In past efforts at recruitment, a baseline measurement of about one 1 in 100 people who have received the message that NAPALI offers has joined the program.6

This means that 1% of all Islanders who hear about the program usually join the program, and if this turn out holds true in future times with this objective having a reachable effect, it would mean that 5% of all people who hear about the message would then join the program.

We believe that reaching this increased target number is realistic because it will be the first year of new communications tactics and strategies. It may take some time for this number to increase further, but this new communications objective along with new strategies and tactics will be a large improvement over the current word of mouth tactic; aka “The Coconut Wireless”.

RECOMMENDATIONS.

Evaluation Plan to Make Mid-course Corrections

Fellows. By June 30, 2011 we will be able to evaluate the initial stage in completing the communications plan and make mid-course corrections. We should receive a reply from the Fellows about their success in recruitment efforts. Post-campaign Effectiveness Evaluation Plan

Fellows. By January 1, 2012 we will then reconvene the same set of Volunteers so that we can learn together about how these strategies and tactics outlined in this document align with the acceptance within Pacific Islander American Communities. At this time, we will be better able to determine the strengths and weaknesses, identify the obstacles, create and implement new approaches for success, and consult with culturally sensitive technical advisors.

A final thought for recommendation would be in identifying the key success factors for replication to assure consistency.

5 NAPALI Report, page 5. 6 NAPALI Report, page 6.

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BIBLIOGRAPHY

NAPALI Foundation Report. (2007). Pan American Foundation and NAPALI.

Pacific Islander Americans. (2010). In Wikipedia online. Retrieved from

http://en.wikipedia.org/wiki/Pacific_Islander_American

Swain, L. (2010). Pacific Islander Americans. Countries and Their Cultures. Retrieved from

http://www.everyculture.com/multi/Le-Pa/Pacific-Islander-Americans.html

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