PR Final Document - Gregory Noel-Butterworth

PR Planning

MKT 6012

Gregory Noel-Butterworth – S12794493

MacIntyre Charity Table of Contents

Marking assessment sheet for PR plans, Autumn 2014

Student Name: Approved Client:

Rating scale Excellent Good Satis-factory

Weak

SWOT Analysis (12 points)3 full sentences each? Y NSource for each item? Y NDistinction between internal and external? Y N

Primary target public analysis (25 points)Focus on primary public and influences? Y NStakeholder list and map in appendix? Y NAll info referenced? Y N

Recommended strategy and analysis of current PR approach (20 points)One sentence strategy! Y NAnalysis connected to role of PR practitioner? Y N

Objectives and Key Messages (12 points)3 SMART objectives? Y N3 Key messages? Y N

List of recommended tactics (13 points)Includes media relations? Y NTwo-page press release in appendix, in correct format and style? Y N

Recommended evaluation (10 points)Correctly applies MacNamara’s model? Y N

Plan Presentation (8 points)Free of misspellings and bad grammar? Y NCorrect use of Harvard system? Y N

0

Professionally presented? Y N

Specific aspect of report that the marker liked: Grade Awarded:

Specific aspect of report to improve:

SWOT Analysis

Strengths

MacIntyre’s excellent training program attracts psychology graduates as

it helps to facilitate their professional development (Sharp, 2014).

The charity’s ‘Gold’ status Investors in People award recognises

MacIntyre’s commitment to excellence in how they recruit, train, develop

and support their staff (MacIntyre, 2014).

MacIntyre’s diverse and energetic work force attracts employees from a

range of backgrounds (Sharp, 2014).

Weaknesses

MacIntyre suffer from a lack of volunteers, which significantly reduces

their quality of service (Sharp, 2014).

The charity has recently suffered from bad publicity due to claims of

abuse, which led to the closure of a MacIntyre school in Womaston (BBC,

2014).

High levels of staff turnover are common due to high levels of stress and

low pay (Sharp, 2014).

Opportunities

Frank Bruno endorses the charity, and could be used to help create

awareness of the issues that MacIntyre face (Hellen et al, 2014)

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Social media is providing fundraising and promotional opportunities for

charities due to the vast audiences, and cheap costs associated with

setting up online profiles (Keynote, 2014)

The increased importance of CSR strategies amongst businesses means

that opportunities exist for charities to build closer relationships with

corporations (Keynote, 2014).

Threats

Continuing government cuts could result in a significant reduction in the

amount of grants available to UK charities (Keynote, 2014).

Further economic fluctuations could affect individual donations (Keynote,

2014).

Individuals are starting to reject voluntary work due to an increase in

work commitments (IVR, 2014).

2

Primary Target Public Analysis

MacIntyre charity is a residential school for autistic children. The charity actively

attempts to employ psychology graduates from the local area

(Hertfordshire/Bedfordshire/Buckinghamshire) (Sharp, 2014).

Lee Sharp (Head of Service) stated that the charity is attracted to psychology

graduates as MacIntyre feel that they have a better understanding of the

children’s mindsets and behaviours. (Sharp, 2014).

A steady decline in the amount of psychology graduates that apply for voluntary

work at the charity has led to a reduction in the quality of service that MacIntyre

can offer, and is therefore a real issue (Sharp, 2014).

This reports focus is to attract local psychology graduates (within 30-miles of

MacIntyre Wingrave) to MacIntyre for voluntary work.

This PR plan will take place between January-September 2015; therefore, the

psychology ‘graduates’ that MacIntyre are targeting are currently final-year

students. Only 9% of current psychology graduates are unemployed, meaning

that MacIntyre would have access to a very small pool of individuals

(TheCompleteUniversityGuide.Co.Uk, 2014).

By targeting soon-to-be graduates, MacIntyre will be able to target their

communications to a larger pool of recipient individuals, as many of these final-

year students will be actively seeking future voluntary work or employment.

Local universities and its delegates (course leaders/careers officers) from within

a 30-mile distance of Wingrave act as a route of access to the charity’s key

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stakeholder group (final-year university students). The following universities

will be targeted to enable access to these students.

University of Bedfordshire

Buckinghamshire New University

Cranfield University

University of Buckinghamshire

University of Hertfordshire

(All within 30-miles of Wingrave)

There is an increasing trend of stay-at-home students (19% of all students)

(Tobin, 2011). On top of this, psychology is the fifth most popular subject in the

country (194,202 students), and the courses popularity increases by an average

of 2.1% per year (The Guardian, 2013). The increasing pool of local stay-at-home

psychology students underlines the feasibility of using local universities as a

route of access to MacIntyre’s key stakeholder group

Mendelow’s (1991) Power/Interest Matrix

Mendlow’s (1991) power/interest matrix has been used to identify MacIntyre’s

key stakeholders, and has been adapted to help define local universities (and its

delegates) as key stakeholders to reach psychology graduates.

Clearly, local universities/university delegates (e.g.course leaders/career

officers) have a high level of interest in MacIntyre’s strategy as voluntary work at

the charity often leads to future employment from within the social sciences

industry (Sharp, 2014).

These universities also have a high level of power, as the universities can decide

whether to recommend voluntary work at Macintyre to their students. This

power has a significant impact on MacIntyre’s strategy – failure of the

universities to see MacIntyre as a viable option could lead to the failure of

MacIntyre’s ability to attract graduates.

In conclusion, local universities and its delegates are ‘Key Players’ (Mendelow,

1991). Local universities/university delegates represent the major drivers of

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change due to their ability to influence the opinions of final-year students. Thus,

Macintyre must communicate their plans, and discuss implementation issues

with this group in order to ensure the successful application of their strategy

(Tench & Yeomans, 2014).

It is possible, and often desirable for stakeholders to move from one box of the

matrix to another (Tench & Yeomans, 2014). MacIntyre will hope that these

soon-to-be graduates have been made aware of the opportunities available at

MacIntyre through the recommendations of their universities. Awareness

amongst final-year students means that this stakeholder group will move from

having no awareness (and therefore no interest/power), to a position in which

they themselves become ‘Key Players’ (Tench & Yeomans, 2014). Students will

now have high levels of power (due to their power to decide whether to

volunteer), and have high levels of interest (due to the potential of career

progression) (Mendelow, 1991).

Awareness (amongst final-year psychology students) of MacIntyre’s strategy will

move these students from being ‘latent’ publics (as theses students were

unaware of the problem of low voluntary levels), to becoming ‘aware’ publics (as

the students now acknowledge that the problem exists) (Grunig, 1984).

If these student attend MacFEST (see strategy section), and sign up for voluntary

work, these students would then become ‘active’ publics as they will be aware of

the problem, and will have responded to it by offering their time (Grunig, 1984).

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Segmentation Variables of Final-Year Psychology Students

The following profiles provide an overview of MacIntyre’s key stakeholder

group.

(Key – information in red applies across all three profiles)

Profile 1 – ‘’Final-year stay-at-home psychology students attending the University

of Bedfordshire

Demographics

Age: 20-25

Gender: Male/Female

Life Cycle stage of family: ‘Full nest III’ (Older couples with dependent

children).

Family soon to be ‘Empty Nest I’ as graduates may leave the home for

employment. In this case, graduates will be at the ‘Bachelor’ stage.

ACORN Classification:

Live in Luton/Dunstable.

‘Group M’ families living in multi-racial areas.

Live in 3-bedroom, semi-detached properties.

Financially struggling families (average household income of £0-£20k).

Frequent users of social media.

(ACORN, 2015)

Psychographics

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NRS Social Grading System: C1/C2/D. Jobs range from semi-unskilled

manual labour work, to supervisory roles.

Graduates will be looking to become managers or professionals (A/B

group).

(NRS, 2015)

Lifestyle (4C’s Model): ‘Mainstreamers’ (financially stretched and seek

value for money brands). (ACORN, 2015).

Psychology students living with these families are ‘Reformers’ as they are

in higher education, seek personal growth, and have independent

judgment,

(Young & Rubican, 2015)

Behavioural

Occasion: Final-year students will start to think about voluntary work at

MacIntyre after exposure to the idea.

Benefits Sought: Students are looking for opportunities of career

progression through voluntary work to enhance their CV’s.

User Status: ‘Potential Users’ –students are currently potential

volunteers.

Buyer Readiness Stage: Potential volunteers will be ‘aware’ of the

opportunities at MacIntyre through the exposure of the initial press

release. By attending MacFEST, potential volunteers will move through

the stages (‘knowledge-linking-preference-conviction’) until eventually

reaching ‘purchase’, where the graduates will take action and volunteer

(The process has been altered to suit MacIntyre’s PR strategy, i.e.

‘purchase’ refers to graduates actually volunteering).

(ExamsTutor, 2014).

Profile 2 – ‘Final-year students who attend Cranfield University/University of

Buckingham/Buckinghamshire New University’

Demographics


Live in Milton Keynes/High Wycombe.

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‘Group B’ families who have executive wealth (average household income

of 100k+).

Live in 4 bedroom-detached houses, and have a high number of stay-at-

home students.

(ACORN, 2015)

Psychographics

NRS Social Grading System: A/B. Jobs range from managerial to

professional roles.

(NRS, 2015)

Lifestyle (4C’s Model): ‘Succeeders’ (strong goal orientation, good work

ethic and have top level managerial/professional jobs) (ACORN, 2015).


Profile 3 – ‘Final-year students who attend the University of Hertfordshire’

Demographics


Live in ST Albans

Group ‘J’ families (Average household income of £60-£80k).

High concentration of stay-at-home students.

(ACORN, 2015)

Psychographics

NRS Social Grading System: B (mostly managerial jobs).

(NRS, 2015)

Lifestyle (4C’s Model): ‘Succeeders’

(ACORN, 2015).


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Media Influences and Opinion Leaders

This part of the report offers a list of the media influences and opinion leaders

that MacIntyre must target in order to positively influence the opinions of final-

year psychology students.

University Influencers:

Includes university delegates (course leaders/career officers) as these

individuals can influence the opinions of MacIntyre’s key stakeholders (see two-

step flow model section).

University publications such as the social science specific magazines, and student

union magazines will also be targeted.

Specific Industry Magazines

‘The Psychologist’’, and ‘’Psychology Today’’ will be targeted as these magazines

are associated with a high subscription rate from students (Student-

SubscritptionService.Co.Uk, 2015).

Newspapers

Local – Mk News, Luton Herald and Post, ST Albans Review.

National – Guardian, Independent, Daily Mail (NRS, 2015).

MacIntyre must acknowledge the increasing trend amongst students to use

online versions of these newspaper publications (Sweney, 2013).

Social Media

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High usage of social media platforms amongst students (Doughty, 2014) means

that MacIntyre must develop a social media presence due to its capabilities of

influencing student opinion.

T.V

Local news channels (BBC South East).

Websites

Such as BBC Herts, Beds and Bucks and www.prospects.ac.uk (who offer

graduate voluntary roles).

Two-Step Flow Model

Katz & Lazarsfeld’s (1973) model is explained below.

First of all, opinion leaders (such as university delegates/journalists) pay close

attention to media messages. Then, these opinion leaders pass on their own

interpretations of the messages, in addition to the actual media content (Katz &

Lazarsfeld, 1973).

MacIntyre will send out a press release to the influencers/opinion leaders of the

psychology students. MacIntyre must ensure that these opinion leaders show

favourable attitudes towards the charity’s PR piece. A favourable attitude will

influence the development of positive opinions (amongst psychology students)

towards MacIntyre. This then improves the chances of MacIntyre’s strategy (of

improving its external reputation) of coming into fruition.

Positive attitudes towards Macintyre amongst these soon-to-be graduates will

also improve the chances of MacIntyre increasing their numbers of graduate

volunteers.

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http://www.prospects.ac.uk/

Analysis of Current PR Approach

MacIntyre’s current strategy is to continue to restore the charity’s external

reputation after suffering from bad press that came off the back the ‘Womaston

case’ (See SWOT) (BBC, 2014).

The strategy had been implemented to arrest the consequential decline of

employee confidence, and is therefore heavily internally focused. The strategy

has been successful as staff motivation improved (Sharp, 2014).

Baskin et al (1997), stated that PR practitioners must,

‘’…communicate with all relevant internal and external publics to develop positive

relationships and to create consistency between organisational goals and societal

expectations’’ (From Oliver, 2010 P15)

Considering this, MacIntyre’s current strategy clearly pays little attention to

communicating with key external stakeholders (e.g. media/interest

groups/general public/potential volunteers)

A key role of a practitioner is to liaise with media representatives in order to

help create favourable attitudes (towards MacIntyre) amongst external publics

(Pearce & Robinson, 1982).

Research from the University of Cardiff helps to highlight the importance of a

positive strategic relationship between PR practitioners and media

representatives. The research found that 60% of newspaper stories comprised

wholly of PR material, and an astonishing 48% of these pieces used the original

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copy that had been formulated by PR practitioners (Morris & Goldsworthy,

2008).

This underlines the high level of control that PR practitioners can exude when

attempting to influence key external stakeholders. MacIntyre’s lack of media

relations means that the charity has little opportunity to communicate with

external stakeholders, which could explain the current strategy’s reliance on

influencing the behaviours of employees.

MacIntyre do not have a dedicated PR team, and most PR activities are limited to

internal newsletters/direct mail (Sharp, 2014). MacIntyre’s limited level of PR

practice derives from the financial restraints that are placed on the charity due

to continuing cuts in government funding (Cartmell, 2010).

These financial restraints mean that the implementation of an effective two-way

symmetrical strategy is low on the agenda as management prefer to invest their

limited funds into more ‘important’ parts of the charity such as childcare (Sharp,

2014).

Genevieve Edwards, director of communications at the Terrance Higgens Trust,

summarises this point by stating.

‘’Most charities do not have huge resources for PR and everyone’s budgets will be

squeezed. We are exploring opportunities with agencies at the moment’’ (Edwards,

2010).

With reference to Grunig & Hunt’s (1984) traditional PR models, it is clear to see

that MacIntyre use ‘public information’ as it,

‘’…is a one-way model that sees PR only as the dissemination of information’’

(Grunig, 1993)

The public information model is associated with controlled media vehicles such

as newsletters and direct mail (Grunig, 1993). The fact that MacIntyre use these

communication methods helps to confirm the charity’s use of this model.

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This model communicates objective and favourable information, and doesn’t

encourage its publics to engage with the organisation (due to its one-way

nature), therefore, the use of this strategy means that MacIntyre lack knowledge

in terms of the opinions of its publics. This has led to an outdated PR strategy as

MacIntyre are continually failing to respond to the changing demands of key

stakeholders (Sharp, 2014).

MacIntyre’s use of public information suggests that the charity attempts to

change the behaviours of its employees, but not of the organisation. This has led

to an unbalanced strategy (Grunig, 1993). In order to ensure that Macintyre’s

future PR strategy is more effective and balanced, it is important that the charity

use a two-way symmetric approach (Grunig, 1993).

Recommended Strategy

MacIntyre’s recommended strategy is,

‘’To restore MacIntyre’s external reputation as a leading national charity who focus

on the continual development of our service users, employees and volunteers.’’

In order to create a two-way symmetrical strategy, MacIntyre must alter their

tactical approach to encourage a balanced two-way nature of communication

between itself and its key publics (Grunig & Hunt, 1984) (See ‘Tactics Section)

The two-way symmetrical model (Grunig & Hunt, 1984) balances

communication between an organisation and its publics, and encourages

dialogue (two-way) to and from said publics (Wilcox & Cameron, 2014). Grunig

(2009) highlights the significant impact that social media can have in developing

a two-way symmetrical strategy. With this in mind, MacIntyre will use the social

media details collected at MacFEST (tactics section) to help encourage consistent

dialogue with its key external stakeholders.

A two-way symmetrical approach will allow MacIntyre to:

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Enjoy more mutually beneficial and sustainable relationships with its key

stakeholders, meaning that MacIntyre can act quickly in response to any

stakeholder issues.

‘Evolve’ their behaviours in symmetry to that of their stakeholders, which

allows MacIntyre and its publics to accommodate for each other’s

interests.

Research the demands/needs of its key stakeholders, meaning that

MacIntyre can accurately formulate successful strategies.

(Pearce, 2010)

Charities with limited resources are encouraged to use agencies to improve their

public relations practice (Edwards, 2010). Thus, MacIntyre’s lack of PR practice

means that the use of an agency will help them to facilitate the development of a

two-way symmetrical strategy (as this strategy requires specialist PR

practitioners to implement) (Grunig & Hunt, 1984).

Relationship Between the New Strategy and the Role of a PR Practitioner

A two-way symmetrical strategy will help MacIntyre’s PR practitioner (agency)

to assess the charity’s external environment (Grunig, 1992) as the two-way

symmetrical model encourages feedback from an organisations external

stakeholders. MacIntyre’s strategy is to restore its external reputation;

therefore, the ability to assess the external environment means that MacIntyre’s

PR practitioner can effectively evaluate the success of the charity’s strategic

campaign (Grunig, 1992).

With this in mind, MacIntyre’s PR practitioner will be better able to respond to,

and act upon external issues (such as pressure from interest groups), to insure

the success of MacIntyre’s new strategy.

The two-way symmetrical is identified as an ethical and credible approach

(Pearce, 2010). This fits in perfectly with the practitioner’s role of incorporating

ethical considerations into their decision-making cycle (Grunig, 1992).

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In this case, the benefit of using the two-way symmetrical strategy is that

MacIntyre will achieve a mutual understanding between itself, and its publics

(Grunig & Hunt, 1984). This mutual understanding will allow MacIntyre’s PR

practioner to understand said ethical considerations, meaning that MacIntyre

can act upon these considerations, and appear to be ethical in the eyes of its

publics. This will, again, help to restore MacIntyre’s external reputation, as key

external stakeholders will see the charity behaving in an ethical manner (Grunig,

1992).

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Objectives and Key Messages

Objectives

1. To successfully create awareness of the event MacFEST amongst at least

35% of final-year psychology students at local universities by April 2015

(see ‘Primary Target Public Analysis’ section for list of specific

universities).

2. To ensure that 10% of these students (10% of the 35%) actually attend

the event MacFEST that takes place in July 2015 (these students will then

be graduates).

3. To increase the number of voluntary applications amongst psychology

graduates by at least 15% by September 2015.

Key Messages

1. MacIntyre provide all volunteers with a personal development plan that is

well-recognised industry wide, which significantly improves psychology

graduates’ employability (Sharp, 2014).

2. MacIntyre is a gold status ‘Investors in People’ employer, and an

‘Investors in People’ champion. This means that MacIntyre have a

commitment to excellence and innovation in how the charity recruit,

train, develop and support their volunteers (MacIntyre, 2014).

3. Voluntary work at MacIntyre often leads to high-level full time

employment, giving psychology graduates a real chance of career

progression (Sharp, 2014).

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Recommended Tactics

A deeper explanation of key tactics has been offered in the ‘strategy section’ as

these key tactics have helped MacIntyre to change their strategy to one of two-

way symmetry.

The following table details the realistic tactics that MacIntyre could use to

facilitate their strategy’s’ success.

Media Relations Internal Communications Press Releases Website One-to-One Briefings Video News Releases Photography

Newsletters Intranet Briefings

Direct Mail (PR LED) Sponsorship External Newsletters Email

From businesses for events such as MacFEST

Exhibitions/Special Events Crisis Management Events such as MacFEST Planning and implementation

(very important as Macintyre did not have plans in place for the ‘Womaston case’

Community Relations Liaison Direct Involvement (in

community projects) Integration of charity with local

community

Internal (e.g. counseling) and External (e.g. with businesses for sponsorship opportunities)

Donator Relations Lobbying

Internet Newsletters Direct mail Media Relations

Background material Group briefings Hospitality (e.g. giving MP’s a

tour of the facilities)

(Gregory, 2000)

Process of MacIntyre’s Tactical Approach

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Tactics and strategy are closely related. The following points will demonstrate how MacIntyre’s tactical process will facilitate the development of a two-way symmetrical approach.

1. Send out press release to journalists/key influencers and opinion leaders.

Quotations from former boxing champion, and charity advocate Frank

Bruno (Devlin, 2013) will be used to improve the ‘news value’ of the

piece, and therefore, improve the chances of publication

(PressRelease.com, 2014).

The press release will be designed to attract key stakeholders (soon-to-be

psychology graduates/university delegates/journalists) to attend the

event ‘MacFEST’.

2. MacFEST (held in July) will be designed to suit the needs of said key

stakeholders.

-Stakeholders will be taken on a tour of the facilities by MD Bill Mumford

(former volunteer), who will discuss the benefits of voluntary work, and

its positive impact on the opportunities of career progression at

MacIntyre.

-Attendees will then attend a meet and greet with Frank Bruno, where

attending journalists can source direct quotes. Quotations form a

celebrity increases the news value of a story, therefore, journalists will be

more likely to publish a positive report of the event, which will

consequently help MacInytre restore their external reputation (strategy).

3. After the event, attending graduates will be encouraged to leave their

contact details – including their social media accounts (as social media

will help MacIntyre to adopt a two-way symmetrical strategy) (Grunig,

2009).

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Evaluation

MacNamara’s Macro Model of Public Relations is a pyramid model that evaluates

an organisations PR activities. It is an ongoing process of evaluation, where each

activity forms a step in the communications process (Baines et al, 2004).

The first stage is ‘inputs’. At this stage MacIntyre would consider:

How their audiences prefer to receive the communications (i.e. the most

suitable media vehicles to reach MacIntyre’s key stakeholders).

What their target audience wants to know (i.e. what should MacIntyre’s

press release say).

What do MacIntyre’s key stakeholders know and think now.

(MacNamara, 2002)

Evaluation of the ‘inputs’ will help MacIntyre choose the media vehicles with the

most reach (in terms of its key stakeholders), whilst also ensuring that their

communications say the right things, at the right time, to the right people (Baines

et al, 2004).

‘Outputs’ (the next stage) are directly influenced by ‘inputs’. For example, early

evaluation on MacIntyre’s key stakeholder group improves the chances of a

significant number of graduate attendees to the event MacFEST (an event, and

therefore a physical output) (MacNamara, 2002).

Physical outputs include the publication of press releases. The use of a celebrity

in MacIntyre’s press release makes publication more likely. If publication occurs,

MacIntyre will be able to evaluate their gain in publicity by looking at the amount

of the people that their press releases reached (by looking at which

newspapers/websites have published the press release) (MacNamara, 2002).

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MacIntyre will therefore evaluate their outputs by looking at the

readership/online traffic figures of the media vehicle in which their press release

has been published.

‘Outcomes’ is the final part of the pyramid, and it refers to,

‘’…what has actually happened as a result of the communications’’ (MacNamara,

2002).

Examples include a change in behaviour/attitude and an increase in awareness

(MacNamara, 2002).

MacIntyre must look back at their original objectives and see if their

communications have influenced a change in behaviour. For example, a

successful behavioural change (as a result of MacIntyre’s communications)

would be signified by MacIntyre achieving their third objective (please see

‘Objectives and Key Messages’ section).

MacIntyre have limited resources in terms of PR practice, and application of this

model requires a thoroughly trained professional (Baines et al, 2004). Thus, in

real life context, this model of evaluation may not be appropriate.

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Final Word Count: 3680-381(in Headings/Citations) = 3299 (+10% of original word limit)

Appendix 1.0 – Stakeholder List and Map

List of Stakeholders(The ‘numbers’ will be used to help plot the following stakeholder map)

Internal ExternalEmployees (1) GovernmentService Users General Public (3)

Volunteers Interest GroupsDonors Media (4)

Potential volunteers/final year students (2)

Suppliers (e.g. food/clothes for service users) (5)

Businesses (in which MacIntyre could develop a relationship with)

Local Universities (to reach target audience) (6)

Competing charities (in terms of attracting donations)

Legal/Courts

Mendelow’s (1991) Power/Interest Matrix

The matrix will help to define local universities and its delegates as key

stakeholders to reach psychology students as it,

‘’... categorises stakeholders depending on the amount of power they have to

influence others and the level of interest they have in a particular issue. Clearly, the

more power and interest they have, the more likely their actions are to impact on

the organisation, so the support of this group is crucial’’ (Tench & Yeomans, 2014).

Example of Matrix

Level Of Interest

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Level Of Power

AMinimal Effort

BKeep Informed

CKeep Satisfied

DKey Players

5

1

3

4 6

2 – after attaining awareness

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Press Release

FOR IMMEDIATE RELEASE

Local charity MacIntyre set to welcome former World Champion boxer Frank Bruno to yearly event

‘MacFEST’

World-renowned former boxer is an advocate of the charity, and will host a meet and greet session with journalists and potential volunteers.

Charity hopes that the event will encourage local psychology graduates to give time.

Managing Director Bill Mumford is keen to highlight the opportunities that become available through voluntary work at MacIntyre.

Wingrave, January 11, 2015 – Former World Champion, Frank Bruno, will grace

MacIntyre’s presence by attending the charity’s annual event ‘MacFEST’. The event will

is a celebration of the charity’s work, and will be held in Wingrave on July 19th 2015.

Attending members of the public will be entertained by some of the most exciting local

musicians, comedians, and celebrities that the Home Counties can offer. The event will

be opened with a speech from charity advocate, Frank Bruno. After this, event attendees

will be entertained with music from artists such as local RnB star Rocky NTI, and blues

singer Craig Jones. And if that’s not enough, comedian Phillip Stuart will eventually take

to the stage to really leave the crowd in stiches (please note, ear muffles for your

children are advisable).

Admission fees for the public are £3 per adult, whilst kids come free. Money received

from admission fees, food and drink will all go to MacIntyre to help raise much needed

funds. Attending psychology graduates will benefit from free admission fees, alongside a

free meal, and a chance to meet Frank Bruno himself. The charity is actively working to

increase its voluntary numbers, and is specifically targeting those who have graduated

with a psychology, or social sciences degree.

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Appendix 1.1 – Press Release

MacIntyre’s Managing Director Bill Mumford stated. ‘’MacIntrye have historically always

had a considerable number of volunteers from a psychological background, but for one

reason or another, we have seen a recent decline in said numbers’’. Mumford added,

‘’were ready to do anything we can to attract this vital group of people, and hopefully

MacFEST will help to demonstrate the personal rewards that can be attained through

voluntary work at this magnificent charity’’.

Mumford is keen to promote the opportunities of career progression that voluntary

work at MacIntyre can offer. He continued by saying, ‘’the charity has huge admiration

for psychology graduates. We feel that psychology graduates understand the mind-set of

our children, and can therefore offer superior levels of service. This admiration often

leads to full-time employment. I myself, along with other top level employees, started

out as graduate volunteers, therefore, I hope to make it clear that voluntary work at

MacIntyre really can lead to significant career progression’’.

After his initial speech, local former World Champion boxer Frank Bruno will host his

own meet and greet session, where psychology graduates and attending journalists will

be able to ask questions about the charity that Bruno heavily advocates for.

Frank Bruno spoke glowingly of the charity and told us, ‘’I’ve fought in front of

thousands of people for world championship belts, and I’m used to that sort of pressure,

but public speaking really isn’t my forte, so the opening speech will be a little nervy to

say the least! But really, MacIntyre is a fantastic charity, with fantastic employees and

volunteers who work for a fantastic cause. MacIntyre wouldn’t be here today without

the work of crucial volunteers, and so as an advocate of the charity, id like to encourage

all volunteers to come down on the 19th of July to see what MacIntyre is really about. I

look forward to meeting you all’’.

For more information on the event, line up and tickets please visit:

http://www.macintyrecharity.org

—ENDS –

Contact:

Gregory Noel-Butterworth

MacIntyre

Tel: +44 (0)20 7229 4400

Email:[email protected]

24

Appendix 1.2 – Proof of Interview

25

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