In the third week of June 2007, more student work (from the current Semester 2 students) joined the PoRtFOLIO.

In her book, Generation Me, Jean M. Twenge discusses the notion that “today’s people” prefer electronic interaction to in-person interaction. She feels that: “we’re malnourished from eating a junk-food diet of instant messages, e-mail, and phone calls, rather than a healthy food of live, in-person interaction.”

Even though non-physical communication cannot replace physical contact, I agree that our generation heavily relies on it. This becomes a threat to social interaction amongst our youth because you cannot see the way someone feels by just listening to his or her words. You cannot truly understand the experience written in words like you can through a direct encounter. You cannot read the emotion in someone’s words like you can hear it. Human beings function together to make society what it is, and typing or phone conversations are not the same as in-person bonding. In addition, I think that chemistry and physiology have a lot to do with smell, touch, taste, etc., and how your brain categorizes people and creates physical reactions and connections.

In What is Art?, Leo Tolstoy distinguishes the difference between a painting and a photograph in a similar fashion as Twenge sets apart electronic and in-person communication. He says, “It is upon this capacity of man to receive another man’s expression of feeling and experience those feelings himself, that the activity of art is based.” For him, a person cannot be in the presence of a photograph: you can duplicate a photograph, and this can make it counterfeit because anyone can reproduce it (negatives, scanning the image, etc).

However, going to a museum to look at a painting allows you to be in the presence of that piece. Each painting has its own history and story. Several versions of a particular painting may exist, but each one retains its own uniqueness. Adding to a painting’s personality is the inability to duplicate it. A person can copy an e-mail, tape a phone conversation or, save an instant message to use over again. However, you can’t replace the actual experience that relates to being in the same presence as another person.

Also, electronic communication re-emphasizes the “now, now, now” mentality of instant gratification. People seem to have less patience for each other: instant messages are immediate, and if you don’t get a response to an e-mail in a day or so, it is too long. This threatens the act of actually having a genuine conversation with another person. Junk-food describes a snack, something in between meals. It pertains to a quick and easy fix. A person will come online for a quick conversation here and there, but will hardly have real discussions with people (the meal). The unhealthiness of junk-food relates to electronic communication’s weakness if overused, having a negative effect on a person’s social skills. Face-to-face contact builds character and social skills whereas electronic communication threatens it.

Our generation has fallen into the trap of being too dependent on electronic communication. We want fast results and responses and, as a result, we have become less patient and less social.

Sarah Lynn Ryeland, 26, is not your ordinary college student who spends her free time flipping through mainstream magazines and doing homework. Sarah has developed her own philosophy on the purpose of life, a topic that most students would not devote a minute to.

While recently visiting her boyfriend in Montreal, this topic happened to dominate their Monday night conversation. “I believe that people are motivated by either love or fear and the purpose of life is to work towards love.”

Clearly this issue has been given much thought by both of them. “When good things happen, when you enjoy yourself and feel happiness, it is coming from a place of love – either giving or receiving it or just feeling a loving energy.”

Taking part in any activity that brings an immense amount of joy also provides a thrill and energy that contributes to the fulfillment of this purpose. To illustrate, Sarah mentions her bungee jumping experience. “I was going through a really transitory time in my life. I moved to the other side of the world all by myself and forced myself to do things that I would normally be too scared to do.”

Judging by the huge smile on her face while reliving the jump, it is safe to say that the experience continues to provide a familiar and pleasant energy that helped Sarah take her mind off difficult situations. Be it a bungee jump or a new backpack, the little things in life all combine to bring everlasting self-enjoyment and happiness.

According to Sarah, hatred and negativity come from a place of fear. “When people act in hateful ways it is because they are afraid or feel threatened by something – usually what they are being hateful towards.”

So, the Beatles were right: all you need is love. “To me, the purpose of life is love – to give and receive love and always operate from a place of love in your heart.” Sarah adds that “not to let fear drive you but to handle every being with a loving heart should be everyone’s priority. The more love you put into your own life, the more you will feel coming toward you.”

Disclaimer: This analysis was originally written as part of a media relations assignment to follow the work of an assigned journalist for a certain time period and get an idea of the kind of work they do and what kind of stories interested them.

Montreal’s Konrad Yakabuski has been covering politics, business and culture in Quebec for the Globe and Mail since 1996. Whilst following his work and becoming familiar with his chosen subjects, it is easy to see that Yakabuski’s informative and stimulating articles provide an in-depth look into the world of Quebecois issues. Often standing up for the underdog, his genuine care for the desires and needs of both businesses and residents comes through in his writing, and his articles do their best to provide concrete solutions to the problems burdening the sometimes overlooked province.

A passionate writer, he takes on stories close to his own heart and is not afraid to let his personal opinions shine through. Sometimes working in his favour, and sometimes leaving the audience questioning and wanting more, his no-nonsense style and well researched articles get his points across in a logical and understandable manner.

Working as a political reporter in Montreal for some time before joining the Globe and Mail, Yakabuski has a tendency to let his own political opinions bleed into his content. Since he writes opinion columns, his biases are apparent in his writing, and rightly so. But he also manages to remain impartial where need be. For example, in the Focus section of the Saturday, January 20, 2007 edition of the Globe and Mail Yakabuski offers an informative peek into the life of Liberal Party leader Stephane Dion, without going into the subject’s federalist views as much as one might think he would.

Speaking of Stephane Dion’s federalist views, it should be noted that Yakabuski seems to lean towards the Quebec nationalist camp. He is fiercely defensive of Quebec’s status as a nation, but not completely in support of separatism, as, in his own words, the debate concerning
Quebec’s status as a separate society is a “minefield.”

He takes time in his writing to deftly examine trends in business and politics; however, he does tend to leave out pertinent opposing arguments. For example, in an article on Hydro-Quebec’s development plans (Sept. 27, 2006), he cites all the positives in the plan, but fails to mention both the negatives and the opposing side’s stronger arguments. Unfortunately, this is a somewhat common theme in Yakabuski’s columns, as he seems to spend much of his time championing
Quebec’s fiscal policies and successes without mentioning its subsequent failures.

Stories that appeal to Konrad Yakabuski carry political weight. They may consist of environmental, financial, or cultural issues, but whatever they may be, they are always provocative. Issues regarding the sovereignty of Quebec, the business climate and French culture are at the top of Yakabuski’s list. Not content to give out tidbits of information, when he is enamoured by a story, he really sinks his teeth into it. His scathing review of Zone Libre’s Radio Canada documentary on the Alberta oil sands (Jan.25, 2007) is a fine example of this. The article debunked Radio Canada’s report and asked many questions.

When pitching a story to Yakabuski, some questions to ask would be: does this contain information that could have an effect on the lives of Quebec residents or business owners? Does this story have political merit? If it does not concern French Canada in some way, then he is not the journalist to pitch to. He does not write about fluff or feel-good stories; the pitch must have a solid backbone. If pitching a story concerning business - particularly, oil and environmental business - politics, or entertainment relating to Quebec culture, then it is likely he would pick it up if it was presented in a clear and concise manner.

Konrad Yakabuski is a journalist worth reading. While some readers may not agree with his unforgiving honesty and ruthless personal opinions, his business-oriented, insightful opinions offer a unique perspective into French Canadian life and culture.

For more information on Konrad Yakabuski please visit: http://www.theglobeandmail.com/opinions/columnists/Konrad+Yakabuski.html

Helena Loh, 25, has spent much of the last 10 years underwater, scuba diving off the coasts of Singapore, Malaysia and Thailand.

Loh first became interested in scuba diving in her late teens after her brother and his friends got involved. Hearing about their adventures, her mother started to dive and then convinced Loh she should give it a try. “I got really excited about it when I heard about her diving experiences,” says Loh.

Another factor that led Loh to diving was the prospect of exploring underwater habitats. “I’ve always been concerned about environmental issues and the chance to see the submerged portions of the earth and its creatures up close was too good an opportunity to pass up.”

Loh learned the basics of diving off the coast of her native Singapore. For her advanced certification she was able to dive in new territories. “I was fortunate to be able to do live diving off the Malaysian island of Aur and the coast of Thailand,” says Loh.

As for her future in diving, there’s much more she would like to explore. “I’d like to dive the coral walls, shipwrecks and in lake caves,” says Loh. “I’d like to dive the Great Barrier Reef in Australia and visit Bonaire in the Americas with like-minded friends.”

Loh does not let her proximity to water affect her love of diving. She now lives in Canada but tries her best to make time for diving. “I don’t think it is about where I am located. If there is any difficulty now, it is because of time and budget constraints.”

She hopes to visit Kingston, Ontario, with a close friend to dive when she can find both the time and money.

For more information about diving hotspots visit: http://www.diveglobal.com/explore_destinations/divertales/march2002.asp

Disclaimer: This media plan was produced as an educational requirement for Corporate Communications & Public Relations at Centennial College. The plan is fictional and hypothetical. None of the mentioned parties are affiliated with such a product. Fictionalized individuals appear with names in quotes. Questions and/or comments are welcome.

Infant Alert Distance Monitor - Media Plan

Goal:

To create exposure for the product with the target audience, with the end goal of an established link (in the audience’s mind) between preventing a child’s accidental drowning and the use of the Infant Alert Distance Monitor.

Objectives:

1. To secure a feature in one long-lead publication in which four child drowning facts (provided in the media kit) were used and a link established between child drownings and unsupervised children.
2. To secure coverage on two top-rated morning shows in which our spokesperson discusses dangers of young, unsupervised children and backyard pools, as well as provides product demonstration.
3. To secure coverage in four short-lead publications in which media has used photo opportunity as well as two of the key messages.

Key messages:

• “Infant Alert Distance Monitor is a monitoring system for detecting when a child strays from adult supervision.”
• “Infant Alert Distance Monitor has a range of 30 feet, and sounds an alarm when the child strays out of range.”
• “Drowning is a silent death. The Infant Alert Distance Monitor can be your early warning system.”
• “Because children are our most precious resource.”

Intended audience:

The intended audience consists of parents and caregivers of children one to four years old. Focus will be the province of Ontario. The target demographic will be middle- to upper-middle class.

Targeting parents with children between one to four years old is appropriate because, for children in this age group, drowning is the leading cause of injury-related death. Drowning and near-drowning incidents are linked to behavioural and cognitive development, and children in this age group are high-risk for several reasons:

1. They are attracted to the water but they do not understand the risk.
2. They are top-heavy and are prone to falling.
3. They can walk but they cannot swim.

Finally, targeting Ontario makes strategic sense as it has the largest percentage of backyard pool drownings second to Quebec.

* Research from Safe Kids Canada website

Target media and contacts:

Broadcast
• Breakfast Television – Segment producer
• Cityline (CityTV) – Segment producer
• Canada AM (national) – Segment producer
• A-Channel Morning (London) – Segment producer

Magazines (long-lead)
• Chatelaine Magazine - Anna Sharratt, Health Editor
• Today’s Parent – Health Editor
• ParentsCanada Magazine - Diane Jermyn

Newspapers (short-lead)
• Toronto Star — Joseph Hall, Health Reporter
• Globe & Mail – Paul Taylor, Health Editor
• London Free Press – John Miner, Health Reporter
• Ottawa Citizen — Robert Bostelaar, Tech Editor
• Kingston Whig-Standard — Sarah MacWhirter, Features Editor

Media tactics:

1. Media kit

The media kit will provide journalists all necessary information regarding the product and its functions. It will contain two fact sheets on two key informational elements:

I. The function and technical information regarding the Infant Alert Distance Monitor, including its core purpose (detecting when a child strays from adult supervision), as well as its secondary uses (monitor the whereabouts of inanimate objects like laptops, briefcases, etc.).
II. Facts concerning infant and toddler deaths in Canada due to accidental drowning.

As well, the media kit will include a news release announcing the Infant Alert Distance Monitor to the Canadian market to coincide with Safe Kids Week 2007, focused on drowning prevention. The release will also announce the photo opportunity scheduled for May 28, 2007.

Finally, an interactive CD-Rom will be included in the media kit. The CD will feature:

• .jpgs and .tiff files with product pictures;
• A short featurette about child drowning prevention and the product’s use to this end; and,
• Mini situation-based skits illustrating the products use in other contexts – crowded airports, amusement parks, shopping malls, as well as use with inanimate objects like briefcases and laptops.

2. Photo opportunity

Scheduled for May 28 (the first day of Safe Kids Week) at 11 a.m. there will be a photo opportunity with spokesperson “Daniel Ogden,” “Bob Macilroy,” president of “Infant Alert” Canada, and “Timmy Riggins,” a 10-year-old boy involved in a near-drowning at the age of five. The photo opportunity will take place at Humber Community Pool in Etobicoke, Ontario.

3. One-on-one interviews

The interviews will feature our spokesperson, “Daniel Ogden.” “Ogden” is a retired NFL quarterback, and a father. In 1990, “Ogden” tragically lost his son, “Tyler,” in a drowning accident in the family pool.

Nothing speaks to the importance of child safety like a parent’s heartache over losing a child. “Ogden” will express the importance of monitoring products like the Infant Alert Distance Monitor as they relate to preventing tragic accidents like “Tyler’s.” Appearances will be pitched to four of Ontario’s top-rated morning programs:

• Canada AM (appearance with Beverly Thomson)
• CityLine (appearance with Marilyn Dennis)
• Breakfast Television (appearance with Kevin Frankish)
• A-Channel Morning – London (appearance with Cheryl Weedmark)

Roll-out and strategy:

The timing of this campaign is centered around Safe Kids Week 2007, focused this year on drowning prevention. Safe Kids Week is scheduled for May 28 - June 3. Each element of the plan will be rolled out to strategically coincide with the beginning of this week.

1. Magazines will be pitched the last two weeks of March to target issues coming out the beginning of June.
2. Pitches will be made to target broadcast media one month prior to Safe Kids Week, with target airdates for sometime during May 28 – June 3.
3. Newspaper contacts will receive fact cards the week before the scheduled photo opportunity. They will include an alarming fact about child drowning in Canada with the product’s name on the reverse, as well as the contact number for media inquiries. The Friday before the photo opportunity, the contacts will receive the complete media kit.

Evaluation:

Evaluating throughout

We will employ Carver Communications, a media and broadcast-monitoring agency headquartered in Ottawa. Carver will monitor all targeted media to help determine if our output objectives were obtained. Monitoring will answer the follow:

• Was there mention of the product? How many times?
• Was the coverage favourable? ‘Quality versus quantity.’
• Were any of the four key messages used in the coverage? How many times?
• Was there discussion about drowning prevention, and how the product can minimize these incidents, on any Internet news sites, blogs, discussion groups, etc?

As these results come in, it is important to quantify these results for the client. To demonstrate the extent of their return on investment we will equate the value of this coverage to similar advertising coverage, so that the client can understand cost-per-impression is significantly less than it would be if they had decided to go the advertising route.

Evaluating the outcome

Steps would be taken depending on the answers to the questions above. For example, if newspaper coverage was favourable, but inaccurate in places, we would consider if our messages were unclear, or if they had not been communicated to the media ineffectively. However, if communication with the media contacts had been clear and accurate, then we would approach the media about the coverage. This would not only quell any hostile feelings on the part of the client, but also, if handled correctly, it would work to foster a long-term relationship with the journalist(s). Similarly, if there was any one particular media contact that was especially receptive to the product and its functions, we would take steps to cultivate that relationship so the contact could be used for future campaigns.

Disclaimer: This media plan was produced by Erin Whitton as an educational requirement for Corporate Communications & Public Relations at Centennial College. The plan is fictional and hypothetical. None of the mentioned parties are affiliated with such a product. Fictionalized individuals appear with names in quotes. Questions and/or comments are welcome.

This was a communications management assignment in the Corporate Communications and Public Relations program at Centennial College and wasn’t actually done for McDonald’s. The McDonald’s case is one of the many simulated scenarios in which a communication problem is presented and students are asked to respond.

The scenario

McDonald’s Canada approaches a PR agency to seek help for its franchisees: the key target audience for this case. Here’s the problem: the franchisees face chronic staffing problems in the early morning shift (5:30 a.m. to 11:30 a.m.) on a consistent basis. The staff for this shift show poor performance, call in sick and quit with little or no notice. How would a communicator deal with it?

The plan

Organizational goal: To recruit a stable and productive workforce for the 5:30 a.m. to 11:30 a.m. shift at McDonald’s Canada.

Q1. What type of research would be needed and why in order to develop a compelling communications plan to support this initiative?

Qualitative research: Qualitative research would be a good approach for the following reasons:
• Qualitative research isn’t simply a description of a particular situation. To qualify as a research method, such inquiry must be tied to understanding, explanation, or the development of theory about an observed phenomenon.
• Qualitative research seeks to describe the complex nature of humans and how individuals perceive their own experience within a specific social context.
• Qualitative methodology uses the subject’s own words and narrative summaries of observable behaviour to express data, rather than numbers.
• The qualitative approach emphasizes an understanding of human experience, exposing the nature of people’s transactions with themselves, others, and their surroundings.
• Questions that lend themselves to qualitative inquiry are generally broad, seeking to understand why something occurs, what certain experiences mean to a client, or how the dynamics of an experience influence subsequent behaviours or decisions.
(Leslie Gross Portney and Mary P. Watkins, 2000).

In the McDonald’s case we need to answer why the poor performance and absenteeism and how can we deal with it. We need to know directly from the employees how they perceive the problem. Our objective is to learn how the employees decode their experiences, what their grievances are and how to address them.

Methods of qualitative data collection:

Interviews: Interviews involve a form of direct contact between the researcher and the subjects within the subject’s natural environment.

Observation: The researcher can become one of the members of the group that is being observed, using a technique called participant observation. With this method, the researcher actually becomes, a participant in the activities of the study group, so that observation of behaviours can be appreciated from the standpoint of those who are being observed. I would strongly recommend this method of study.

Case study: This method attempts to shed light on a phenomenon by studying a single case in detail. The case can be an individual person, an event, a group, or an institution.

Ethnography: Focuses on the sociology of meaning through close field observation of socio-cultural phenomena. Typically, the ethnographer focuses on a community.
(Leslie Gross Portney and Mary P. Watkins, 2000).

State the research problem: Poor performance and absenteeism in the early morning shift.

Define the research question: What are the reasons of chronic staffing problems in the early morning shift?

Evaluate the research problem: The problem is worthy of research because franchisees face chronic staffing problems.

Identify target audience: Franchisees

State research rationale: McDonald’s Canada has approached a PR agency as their franchisees are facing chronic staffing problems with the early morning shift.

Identify variables:

1. Weather
2. Mode of transportation
3. Actual distance of workplace from residence
4. Gender
5. Age
6. Income group
7. Marital status
8. Immigration status
9. Economic needs
10. Education level
11. Management style
12. Awareness of problem

Q2. What other questions would the communicator ask the client in order to get a firm grasp on the communications challenge?

1. What is the mode of transportation for the early morning employees?
2. What are the demographics of employees who stay put in this shift?
3. Considering former employees as a source of vital information, what is the single factor that they identify as the main problem?
4. Does the client take into consideration the actual distance from an employee’s residence to his/her workplace while recruiting people for different locations?
5. Is McDonald’s Canada willing to offer monetary incentive to the employees who work the early morning shift?
6. Has McDonald’s Canada studied other organizations that face similar staffing problems with the early morning shift?
7. Is the client willing to extend incentives; for example employee of the month, and bonus for employees who show regularity in the early morning shift?

Q3. Based on research identify two communication objectives and strategies?

Communication objectives:

1. To persuade franchisees to employ 15 per cent more immigrant population by May 2008.
2. To encourage franchisees to hire 10 per cent more employees who are 45 years and older by May 2008.
3. To support franchisees to improve staff morale for the early morning employees by May 2008.

Strategies:

1. To develop a recruitment program for new immigrants and for people 45 years or older.
2. To make all franchisees aware of the problem and to consider their suggestions while designing a solution.

Leslie Gross Portney and Mary P. Watkins, Foundations of Clinical Research Applications to Practice, (Prentice-Hall, Inc., 2000)

http://www.amazon.com/Foundations-Clinical-Research-Applications-Practice/dp/0838526950

This was an in-class case study done as part of my Introduction to Corporate Communications course in the Corporate Communications and Public Relations postgraduate certificate program at Centennial College. The premise is entirely fictional.

Premise: Springboard is a not-for-profit organization dedicated to providing food, shelter and various other support programs to Toronto’s homeless population. The organization’s success relies heavily on volunteer involvement. Therefore, a recent drop in Springboard’s volunteer base, as well as an apparent unwillingness among existing volunteers to take on different roles within the organization, is becoming a serious concern for the Board of Directors.

As the Director of Communications I have been asked to create a communications plan that will aid in re-engaging and re-involving Springboard’s volunteers in the mission and vision of the organization.

Organization Need/Opportunity
Volunteers are the lifeblood of the Springboard organization. Therefore, the organization believes that to fulfill its mission it is imperative that volunteers not only be involved in, but engaged with, the organization.

Due to the 10 per cent drop in Springboard’s volunteer base that has occurred over the last three years, it is imperative that the organization take steps to retain and further engage all current volunteers.

Thus, Springboard’s Board of Directors has set a goal of 100 per cent volunteer retention.

While the organization consistently emphasizes the importance of volunteers to the success of the organization, it has become clear that opportunities for engaging volunteers have been taken for granted and overlooked.

Springboard has concluded that its current practices, regarding volunteers, are stale and that volunteers no longer feel compelled to maintain their engagement with the organization. With this in mind, Springboard has developed a communications plan designed to ensure that volunteers become re-engaged and re-invested in the success of the organization.

Overall Goal
To retain current Springboard volunteers and to ensure that volunteers are not only involved, but engaged in, the fulfillment of the organization’s mission.

Objectives
1) To reinforce each volunteer’s understanding of the integral role they play in the success and continued existence of the organization over the next month (by the end of May 2007).
2) To increase each volunteer’s knowledge of the organization’s mission, processes, policies and challenges over the next three months (by the end of July 2007).
3) To create favourable attitudes among all volunteers about the variety of roles and opportunities available to them within the organization over the next three months (by the end of July 2007).
4) To persuade 75 per cent of current volunteers to try volunteering in a different, or unfamiliar, area of the organization by December 2007.

Tactical Plan
Volunteer appreciation evening:
The organization will hold a volunteer appreciation evening hosted by Springboard’s Executive Director and all board members.

As Springboard is a not-for-profit organization with a limited budget, the event will be held in the shelter’s dining hall. The event will take place after the regular dinner hour, so that service is not interrupted.

• Board members will decorate the dining hall and provide a pot-luck-style buffet at which they will volunteer to serve the volunteers.
• The Executive Director, Margarita Heslop, will act as master of ceremonies and will narrate a slideshow consisting of photos of volunteers that have been taken over the past decade. As many of the current volunteers have served the organization for at least 10 years it will be a look at how far the volunteers have come and what they have achieved.
• Board members will then toast the volunteers and will present them with various (made-up and sometimes humorous) awards relating to the work they have done for the organization.

The event will be light and informal and will give the board members a chance to show their gratitude to the volunteers and will reinforce the integral role that each volunteer plays.

This event will take place in the last week of May 2007 and each volunteer will be invited using e-vites (electronic invitations). There will be posters advertising the event in the volunteer lounge. All invitations and promotional materials will be created by the Director of Communications.

Interactive online publication:
By mid-June 2007 the Director of Communications, with the help of a PR student volunteer, will have created and implemented an interactive online publication, that will be called Leaps and Bounds.

• It will focus on delivering the organization’s key messages in an informal manner and will highlight news and events, as well as achievements of, and opportunities for, the organization’s volunteers.
• Each volunteer will have access to this communication tool. It will have direct links to the creators, as well as to the board members and other resources.
• It will enable and encourage a symmetrical dialogue between volunteers and staff, as well as among volunteers. The publication will also have built-in tools to record usage.

Once in place, the organization’s PR student-volunteer will be responsible for updating and maintaining the publication on a weekly basis, under the guidance of the Director of Communications.

Buddy Month:
During the month of July 2007 there will be a volunteer buddy-system implemented at Springboard.

• Each volunteer will be paired with a volunteer who usually volunteers in another area of the organization.
• Buddy assignments will also be based on the volunteers’ compatibility in terms of their availability.
• The pairs will arrange when they will work together and who will shadow whom on which days.
• Each twosome will then be encouraged, through incentives such as prizes, to shadow their partner on a volunteer shift at least twice by the end of July.

An ongoing challenge for volunteers:
Following the completion of Buddy Month, all volunteers will be encouraged to continue challenging themselves and each other to try out new roles and positions within the organization.

• Volunteers will be encouraged to communicate and coordinate with other volunteers via sign-up sheets online and in the volunteer lounge where they can switch volunteer shifts.
• There will also be a sign-in book in place (that will work based on the honour-system) where volunteers will sign-in for each shift and indicate the position, or area, that they are volunteering in.
• Each time a volunteer tries a different position they will receive a point.

At the end of 2007 there will be another volunteer appreciation evening where volunteers who have tried the most positions will receive special recognition and meaningful prizes will be awarded.

Evaluation
Evaluation regarding the success of the volunteer appreciation evening in raising the morale of volunteers will be difficult to measure, as it is not externally quantifiable. However, its success might be measured by the enthusiasm for, and involvement in, the following events and their use of the communications tools. It is also advisable to conduct a survey, or possibly a couple of focus group sessions to obtain more concrete feedback from the volunteers.

Leaps and Bounds will allow us to record the number of hits, the different users and the volume and types of feedback. If each volunteer logs-in at least twice by the end of July we can assume that they have become more informed about and engaged in the Organization. This is quantifiable information.

By the end of December 2007 there will be a list of which volunteers performed which roles. By analyzing this list it will be clear whether or not 75 per cent of volunteers were successfully persuaded to try new things and to become further engaged in the organization.

by Christine Zianis

Up and coming director Jordan Barker, is eagerly anticipating the release of his first major motion picture The Marsh, featuring Academy Award winner Forrest Whittaker.

“This film is particularly special to me because it’s my first time working at that level, with big studio budgets and well-known Hollywood actors,” he says. “It’s great to be backed by a major studio because they have the financial means to support a director’s artistic and creative vision and can attract big name talent like Forrest Whittaker.” The film, which also stars respected actress Gabrielle Anwar from A Scent of A Woman, is a psychological thriller about the supernatural.

“Gabrielle’s character is a successful children’s author who has been seeing a vision of an old, spooky-looking house in a recurring nightmare for years,” explains Barker. “When she sees that exact house, which is central to the stories she writes, on a late night TV documentary, she decides to go there and see it for herself. “She realizes the house is haunted and enlists the help of a retired ghost hunter (Whittaker) to help her uncover what’s behind her visions.”

The opportunity to work with established actors like Whittaker and Anwar was a huge draw for Barker. “Part of me was expecting them to be a bit ‘Hollywood’, or diva-like,” he jokes. “I was really impressed with Forrest’s professionalism and commitment to his role. He completely transformed himself and became his character,” he says. “I was actually quite surprised by how sensitive he was; he was constantly asking me for feedback and suggestions on how he could improve his performance.” As for Gabrielle, “she was absolutely amazing to work with. She is a genuinely kind human being.”

Barker, 30, is no stranger to the entertainment industry, having directed television commercials, music videos and a made for television movie through his production company, Gearshift Productions. However, directing a full-length feature film was as daunting as it was exciting for the rookie filmmaker.

“Telling stories through film is what I love to do, it’s what I’m most passionate about,” says Barker. “But, there’s the other side of filmmaking, the business aspect which can be tedious and at times, infuriating because movie execs and reps want to make sure the production is moving in a direction in which they approve. Creatively, it can be a bit stifling.”

Even so, Barker realized a life-long dream with the completion of this film. “Being granted the opportunity to create something powerful like a film and have a voice in all aspects of its construction has been a truly incredible experience.” The only bad part of the entire experience was the weather. “Most of it was shot in –40 degree weather just outside of Hamilton. It was hell.”

This is just the beginning for Barker, as he is currently writing an original screenplay of his own and has other film projects in the works. Indeed, it looks as though things are going just fine for the fledgling director. The Marsh is scheduled to premier April 17 in limited release in theatres nationwide.