Question no-1 Objectives of Public Relation Campaign The objective was to increase

the efficiency in agencies providing a service; for example delivering chemical

toilets and information pamphlets, laying sandbags, staffing data entry and
manning call centers. While the perceived focus was on shoveling silt, what
mattered most were the intergenerational connection being created and the
conversations that occurred between residents and students. Nothing beats a
friendly face to talk with. Two of the greatest challenges faced after both
earthquakes was locating the areas where volunteers were most needed, and
prioritizing the work load. With the help of Geoop.com and Snap Internet, Jonas
Burglar and his team designed a mobile management system for the Squadrons
whereby residents could register their need for assistance via a free call number,
text message service or website. Each job was examined and prioritized by the call
center, manned by the Musical Theatre Society.

Promote Goodwill: is the simple and important PR objective. It is essential to create and promote
goodwill of SVA to build strong relationships with community
1. Raise awareness: about the benefits that people can get from SVA and make the aware
of the basic steps to be undertaken in case of earthquakes or any other emergency.
2. Inform: the community about upcoming events time by time. For example: Random
act of kindness week, weekend projects etc.
3. To ensure victims understood the purpose of the SVA and their
expectations were matched with the service provided.
4. To ensure media coverage was maximized yet did not hinder SVA
efforts.
5. To ensure public saw and heard positive student stories in the wake
of the earthquake.
6. Secure support from Civil Defense, both local and national
government and ensure that support is maintained and support
other government relations.
7.
Question-2 Stakeholders: SVA basically relies on its sponsors and partners as being a nonprofitable organization.
1. Consumers: are the external elements of organization and have a great influence on
running an organization. Consumers for SVA are those who are getting benefits when in
need.
2. Sponsors: like Subway, City care and University of Canterbury are another stakeholders
of SVA

GOLD SPONSOR

PARTNER

SPONSORS

Question no-3 Public relation Strategy: Most effective PR strategy for SVA is an
effective communication. Being a volunteer work organization and the work is mostly around the
local people and communities; communication is the strong element in operating of SVA.
a. Staff or volunteers are continuously contacted to keep a track that where they working,
how much work has been done etc.
b. Communications also helps to maintain a good relation with local people. A positive
feedback from people motivates and helps the students to work harder and more
efficiently.
c. Relationships with sponsors and other government departments also help SVA to keep
getting their funds.
d. Communication with press and media will help SVA to get more donations and
volunteers to work for them.

Question 6: Outline how the plans and budget will be monitored, what objectives it will be
monitored against and how discrepancies will be adjusted for?
Answer: Budget helps SVA set financial goals and review actual performance against its goals.
Because a budget is an estimate of future numbers based on current information.
As SVA has not any resources for income and it relies on its sponsors and partners,
budget is very crucial element for SVA and it needs to be very well monitored and managed.
Following are three practices which are essential for SCA for an effective budget:
1. Understanding the true costs of all programs to develop accurate, realistic budgets
2. Monitoring the financial status of individual programs and the organization as a whole on
an ongoing basis
3. Meeting expenses in a timely manner.
To implement these key practices, SCA needs:
1. Strong financial management resources, both human and material
2. Procedures and methodologies to generate key indicators of its financial status, account
for overhead costs and alert staff about available cash as well as shortfalls
3. Systems to effectively communicate financial information among financial and
nonfinancial staff
Monitoring of budget and adjusting discrepancies includes these steps:
1.
2.
3.
4.
5.

Identify and review variances

Determine reasons for significant variances
Determine if SVA is on track
Monthly review of information
Start gathering information and preparing for next budget.