Professional Documents
Culture Documents
PR Final Project 1
PR Final Project 1
Mikayla Ickes
Messiah University
SAM PR PROFILE 2
BACKGROUND
History
The Susquehanna Art Museum, or SAM, was started in 1989 by a group of central
Pennsylvania art educators that recognized the need for an art museum in the state’s capital of
Harrisburg. With the help of community leaders, businessmen and women, and volunteers, SAM
became a reality. Originally, the museum had no concrete location, relying on the State Museum
of Pennsylvania and the Whitaker Center to host exhibits and programs (“About SAM,” 2011).
Laurene Buckley served at the museum’s executive director for three years, providing immense
assistance in fundraising for a permanent location. By 2015, SAM found itself moving into a
new space in Harrisburg’s Midtown region under their new director, Alice Anne Schwab.
(Hatmaker, 2015). During this location change, the museum also fell into a financial crisis, not
meeting its fundraising goals and falling “about $750,000 short of avoiding a default on its $3
Despite all, SAM continues to grow, featuring work from local, regional, national, and
international artists. The museum also strives to educate and instill an appreciation of art for
individuals of all ages. For adults, it provides a variety of classes, lectures, workshops,
discussions, critiques, and more. For youth, SAM hosts various programs at the museum and
visit schools with their VanGo! Museum on Wheels, reaching thousands of students each year
and helping them to further develop their creativity, problem-solving, and critical thinking skills
("About SAM,” 2011). Their efforts over the past two decades have deepened their dedication to
Mission
The Mission of the Susquehanna Art Museum is to “experience creativity and explore
meaning through the visual arts.” Further, it strives to serve “as a catalyst in the Commonwealth”
SAM PR PROFILE 3
through the various educational programs and diverse exhibitions that SAM provides. In order to
uphold their mission and implement their vision, those at the museum believe in the core values
these, they strive to inspire life-long learning, build internal and external community, inspire and
honor creative ideas, present innovative approaches to art, and engage diverse audiences to
ORGAZITONAL STRUCTURE
As a small and relatively new established organization, SAM has four full-time
employees, two part-time employees, 31 board members, and various volunteers. The four full-
time employees serve as the dominant coalition (DC), or top management of the organization
(Wilcox, Cameron, & Reber, 2015, p. 258). Executive Director Alice Anne Schawb is at the
forefront, followed by Director of Exhibitions Lauren Nye, Director of Education Tina Sell, and
Special Events Manager Ross Tyger. They also oversee Mark Bradshaw and Chris Conroy who
manage visitor services on the weekends. The dominant coalition communicates laterally with
one another in addition to the Board of Directors. The board is composed of various community
members, including Messiah President Kim Phipps, and helps to advise and guide some of
individual. Given the size of SAM, the members of the DC divide and share the responsibilities.
They do use an outside organization for their graphic designs and had the help of a marketing
intern this winter, but everything else is handled by the museum. Further, they do not yet have
the resources to employ individuals to handle marketing, development, or even managing the
front desk, but are hoping to expand. Although the tasks do not directly fall under their job
descriptions, they are still relevant to their specific role. While everyone assumes various tasks,
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everything is finalized by Alice Anne, serving as the primary liaison between the museum and its
publics, specifically the media. Of the other members, Tina develops traditional media and
manages communication through email. Lauren oversees the website and social media pages that
include Facebook, Instagram, and Twitter. Ross handles the event planning aspect, like booking
spaces and catering, and he also manages the VanGo! van. Although their intern is no longer
there, she assisted with writing press releases, scheduling social media posts, and revising the
museum’s media contact list (A. A. Schwab, personal communication, April 18, 2019).
As SAM continues to grow and raise the necessary funds, it would be helpful to hire at
least one public relations professional. In doing so, the other directors would be able to focus
more on their designated tasks. There would also be the potential that they would be able to
strengthen their relationships with the community and their publics considering that a PR
professional could dedicate their time to conducting research and taking the necessary steps.
Huang-Horowitz (2015) supports this, stating that the assistance of a PR professional “can help
small businesses manage their identity and reputation, either by providing counseling services,
training employees and executives, or simply be hired by the small business specifically for
identity and reputation management activities” (p. 352). Having just one person would also
maintain the small, tight-knit, and transparent relationship and communication that the four
members of the DC already have established. Ultimately, adding a public relations professional
With having various members of the organization carry out different public relations task,
consistent. When asked about SAM’s PR practices, Schwab said, “Our main focus has been to
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survive,” and commenting that she knows that their ability to develop and maintain relationships
with their publics needs improvement (A. A. Schwab, personal communication, April 18, 2019).
When carrying out public relations practices, there is a segmenting of external publics.
These include but are not limited to featured artists, other local art museums and galleries, the
community of Harrisburg, SAM Members, nearby schools, and local media organizations.
Considering the museum is smaller and need to build rapport, they focus primarily on active and
activist publics who actively seek information and have the most influence on an organization
Wilcox et al., 2015, p. 179). For SAM, the publics they are most concerned with are their
members and the community of Harrisburg, but they still identify the need to grow their
outreach. Conversely, because of their size, there is not as great of a need to segment internal
publics, but they still account for the difference in communication toward the Board of Directors.
Research
In order to put their public relations practice into play, the directors of SAM partake in
research. Their primary purpose is environmental scanning, or “the constant reading, listening,
and watching of current affairs with an eye to the organization’s interests” (Wilcox et al., 2015,
p. 259-260). They also research in order to know their publics, especially when considering new
exhibits and displays. In order to do so, the museum uses both qualitative and quantitative
methods. Qualitative research relies less on numbers and more on interpretation attitudes and
perceptions while quantitative research uses sampling to generalize how publics may act (Wilcox
In terms of qualitative methods, SAM uses its Board of Directors and impromptu
interviews. Their Board of Directors includes various community members throughout Central
Pennsylvania, so they bring personal insight as to what the region may benefit from. They also
assist with various event receptions, so they are present for events and receive feedback from
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visitors. Similarly, when individuals come to visit SAM, the employees working may stop and
talk with visitors informally and impromptu to gain an understanding of opinions (A. A. Schwab,
personal communication, April 18, 2019). For quantitative research, they primarily use surveys.
Their use of voting ballots after certain displays helps to understand their publics reactions and
generalize what viewers want to see. One survey conducted showed that 93% of visitors want to
see impressionist art on display. Also important is tracking attendance. They sell tickets at
different rates (e.x. student price, adult price, children price), so that provides an understanding
of primary demographics. Through tracking attendance, they also found that 90% of visitors
come on the weekends (A. A. Schwab, personal communication, April 18, 2019).
Falling under both categories, SAM uses various analytic tools to understand their
publics and their habits. Through email analytics, they have found that those with “punchy”
subject lines yielded double the amount of views. Further, they have found that know that the
average email opening rate is only 25% of their list. They have also been partaking in workshops
to help understand and use Google analytics and others for their website and social media. From
that, they have found that Facebook is their most visited and effective social media platform (A.
A. Schwab, personal communication, April 18, 2019). Similarly, they have a visit book where
individuals can document where they are visiting from and leave comments about the museum.
They also have found that their primary audience falls under an older age demographic. This data
further helps them understand their publics and how to reach them more effectively.
For being a smaller organization, they conduct research frequently and routinely. To
improve, it may be beneficial to reach beyond only researching their target audience. While
developing those relationships are beneficial and important, there is already established loyalty
with members and visitors. In order to try and boost attendance and growth, SAM should
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conduct research with a broader audience to try and understand why certain publics are not
Action Planning
Based on the research gathered, they can implement action plans to guide their public
relations practices. Part of this includes the development of and adhering to a mission statement
which SAM clearly states this on their website along with their vision and core values. The
museum has found this to be especially guiding and important when bringing in new exhibits. As
mentioned, most visitors want impressionist art to be featured. However, only displaying popular
art would not uphold the values of understanding and exploring diversity. As a museum that
rotates art and has no permanent installations, they must develop routine, standing operating
procedures (SOP) in terms of budgeting, contacting artists, legalities and insurance, installing the
art, planning opening receptions, and more. They also establish SOPs for their weekly events and
classes as well as taking the VanGo! Van out to schools. In the case that they decided to hold a
gala or partake in a community event like Arts Fest, they develop specific, single-use plans. To
plan accordingly, there are eight steps that PR professionals take. However, Alice Anne did not
walk through these steps or comment on their planning process to a great extent.
While SAM does an excellent job developing their mission and what they stand for, they
should ensure that they have plans clearly laid out. This would ensure that the expectations of
both the museum and its publics are met and help to avoid confusion or crisis. Creating plans
also allows the directors to have concise directions for various events and exhibits to ensure that
certain tasks are being completed or that people are not exerting time and energy trying to work
A large part of the public relations process is actually communicating with publics and
implementing developed plans to achieve certain objectives. Further, it is key for organizations
actions. To provide this, SAM maintains open communication and transparency between the
organization and its publics. The contact information of each director is located online if anyone
needs to get in touch with them, and someone is always present at the museum to either stop by
or call in to talk to. Further, all their press releases are accessible through their website for either
professional or personal use. The museum also tries to avoid any discrimination in
communicating their messages, which is important considering their values and the diverse
community they are located in. For example, Alice Anne discussed how a recent newsletter
alerted visitors to a change in hours because of Easter. However, she wanted to remain inclusive,
keeping in mind that Passover was also around that time, so she stated the change using the word
In order to communicate and implement, SAM also uses various media outlets. In terms
of Hallahan’s integrated public relations media model that shows the variety and scope of certain
communication tools, they use all five types of media including public media, controlled media,
interactive media, events, and one-on-one communication (Wilcox et al., 2015, p. 173).
Respectively, they have advertisements on television, send out newsletters, use social networking
sites, hold events, and accept phone calls. By using an array of media, achieve Grunig’s first
et al., p. 172). Further, they are able to reach a broader audience of both passive individuals who
may be aware of but not specifically interested in the museum unless prompted and active
To reach their publics, SAM mainly uses digital media. Email is their primary way to
connect with members, however, their research shows that it is not as effective. Their website is
the main source of information for the museum that the community has access to. They list all
their events and educational opportunities through the page and provide details about past,
current, and future exhibits. There are also links to their social media, a contact form and
number, and a link to sign up for the email newsletter. If individuals want to donate or reserve
venue space that is also completed online. They also use digital media to communicate with
calling for entries from artists. SAM will pay an entry fee to certain organizations that list their
submission openings on artist opportunities websites. They also post the call on their social
media and send emails to artists they know or are interested in. In terms of social media, they
connect with publics on Facebook, Instagram, and Twitter. However, they tend to use Facebook
Their use of traditional media is much less but still important. They often will advertise in
the greater Harrisburg’s community magazine called theBURG or The Patriot News, the local
newspaper. They also recently invested in a billboard along Interstate 83 that runs through
central Pennsylvania. Depending on the event or exhibit they are promoting, Alice Anne will
contact WITF, Harrisburg’s local television and radio station, to advertise (A. A. Schwab,
channels and media to reach various publics and by providing publics with the opportunity to
give feedback. However, they would benefit from communicating and implementing actions
based on their research. Rettie (2002) found that emails gain significantly higher responses from
individuals between the ages of 30 to 34 years. Considering SAMs target public is composed of
older individuals, they should reconsider their use of email communication. Instead, they may
SAM PR PROFILE 10
benefit from using more traditional media. Sending out paper newsletters in the mail instead of
through email could potentially yield a greater response. For those who use social media, they
should conduct further research to more accurately target audiences. Reach (2013) states that the
average user age on Facebook is 41 years old. He also highlights how important it is to determine
the best social media platform to connect on in order to save time and resources (p. 68). Since
there is only one person running all social media pages, keeping in mind majority demographics
could improve how effective their social media is. They could also benefit from a more
interactive presence than just a factual one by hosting polls or running contests. In doing so, the
museum creates greater engagement with their publics, helping to develop and maintain
relationships.
Evaluation
efforts are and whether certain aspects need to change. For SAM, Schwab equates success to
attendance numbers (A. A. Schwab, personal communication, April 18, 2019). While measuring
the volume or numbers is important, there is an equal need to measure value or the impact.
However, it is understandable why a new and small organization is concerned with increasing its
numbers. At the museum, accounting for attendance also helps evaluate how well an exhibit was
Schwab did not comment much on their evaluation process. This may develop with time
and resources; however, it is important to them to establish goals that are specific, measurable,
achievable relevant, and time-bound; having direct objectives may require them to reevaluate
some of their practices. Also, having these goals are important when meeting with the Board of
Directors. If they are only reporting numbers and have nothing to compare them against, there
may be a lack of initiative to ask for or offer guidance and assistance. The museum needs to
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establish better evaluation to ensure that they are meeting the needs of both themselves and their
publics.
Fundraising
As previously stated, the Susquehanna Art Museum suffered great financial troubles.
While a large part of their funds comes from applying for grants, fundraising is crucial to their
establishing memberships to the museums. This is something the Schwab has done extremely
well, increasing memberships by 50 percent after only two months of being the director. To
create appeal and boost interest, she “launched a series of members-only events and other
benefits” (Vendel, 2015). Memberships are available from $30-$500, each level offering various
incentives.
Jung’s (2015) research provides recommendations for raising funds. His work highlights
the importance of fundraising from diverse audiences considering that “when arts are only
funded by a small group of people and their ideas are preserved and reflected in museum
services, the inclusive use of the commons is lost and social obligations are unmet” (p. 265). He
suggests relationship-based fundraising to build relationships with diverse publics and apply
and board members, understanding different giving patterns of diverse communities, and
adopting alternative methods to building relationships and raising funds” (p. 265). The museum
would benefit even more from taking these initiatives considering they align with their core
values and the fact that SAM is located in a diverse city. They also could benefit from employing
someone with fundraising experience and expertise, however, the directors of SAM are doing the
best they can to fundraise considering the circumstances; it seems that improvement will come
CRISIS PLANNING
Currently, the Susquehanna Art Museum does not have a clear crisis plan in place, even
having dealt with difficult situations. Developing a crisis plan is crucial to maintain their image
and sustain relationships with their publics. Combating issues when they arise creates a slower
process of action and may allow for sensitive information to reach publics without the say of the
organization. Research further highlights this importance, showing that customers are more
likely to trust a company and to engage in an exchange with it when it is the first to publicly
reveal the existence of a problem rather than staying silent about it (Beldad, van Laar, & Hegner,
2018, p. 159). Further, since it is an art museum and others’ work is on display, there must be
added precaution to maintain respect for the time and efforts of artists and establish trust between
While there have not been many major instances, on August 17, 2018, a mother and
daughter visited SAM and destroyed a piece of art on display. Schwab was there at the time and
immediately alerted Sean Matthews, the artist. Situations like this entail further legal matters
considering that the piece was insured by the museum’s insurance company for $5,000, leading
to an investigation of the situation (Vendel, 2018). Schwab was very open and transparent about
the situation, offering Matthews and PennLive with the footage from the incident. The video
ended up going viral, even gaining international attention she discovered when she received a
voicemail about the incident in Portuguese (A. A. Schwab, personal communication, April 18,
2019). While SAM had no control over the women’s actions and the piece breaking, being
proactive in their crisis planning would have helped their recovery and image restoration as the
conflict management lifecycle suggests. In doing so, they would have been able to manage
PR ANECDOTES
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Success
One successful exhibit that SAM promoted is their current show highlighting Israeli art
and history. Initially, Schwab felt that featuring the art would be a reach considering it is not
traditional or of western culture. However, she wanted to uphold SAM’s mission and core beliefs
and reach audiences that would not know about the exhibit otherwise. Because of this, Schwab
really pushed various communication methods. She sent out postcards, reserved ads on various
Harrisburg websites, and took out spots on WITF. Because of religious ties, she also reached out
to the Jewish community in Harrisburg. The show opened at the beginning of February 2019.
Despite being held during the shortest month and facing two closures due to snow, SAM
recorded some of its highest attendance rates and received positive feedback from visitors.
Further, this helped grow their publics base through building relationships with new audiences.
Failure
One exhibit that was not as successful and yielded low attendance was another non-
traditional that featured architecture. It was the first show SAM hosted in their new location
which, along with their financial crisis, may have contributed to the lack of visitors; they were
still in an adjustment period. The show also followed a popular impressionism exhibit, while
architecture may not have been of public interest. Nonetheless, it felt negative effects in terms of
public relations. PennLive wrote a review of the exhibit and conducted a digital review featuring
Alice Anne. However, the footage was used for a completely different article that discussed the
negativity surrounding their financial state. While Schwab had no control over the footage, she
regards it as a failure in the PR aspect of media relations and representation (A. A. Schwab,
DISCUSSION
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various models. Developed by Grunig and Hunt, these include press agentry, public information,
two-way asymmetric, or two-way symmetric (Wilcox et al., 2015, p. 57). Using these models in
terms of the Susquehanna Art Museum’s public relations helps to explain their communication
Based on the given research, the Susquehanna Art Museum primarily functions in terms
of the two-way symmetric model. Even referring to their core values, they strive to educate and
engage with their publics for the good of their community. They provide opportunities for their
publics to voice their opinions, and listen, while still holding true to their mission. From this,
balance is created. Sometimes this does shift depending on the expertise of SAM or the need of
the community, but it seems that they work well together and mutually benefit. It is also
important to note that this has created some negative situations when control was in the hands of
the public over the organization, like with the damaged art. However, being a smaller
organization that relies on the support of its community requires the two-way symmetric model
to help build strong public relations. As SAM grows and changes, they may need to enact a
different model or use multiple ones to control information output and set boundaries, but for
now, their use of the model helps them communicate and develop relations effectively.
CONCLUSION
The Susquehanna Art Museum has undergone great change and growth in the past two
decades. Despite the odds, it continues to support and advocate for the arts in Central
Pennsylvania. The difficulties they have faced developed a need for improvement in various
aspects of their public relations practice, but many of these will come with time and further
development. They clearly express their mission, vision, and core values, which they account for
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and adhere to in their public relations practices. Ultimately, the directors at SAM understand the
importance of community and strive to serve and develop relationships with their publics.
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References
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Beldad, A. D., van Laar, E., & Hegner, S. M. (2018). Should the shady steal thunder? The effects
of crisis communication timing, pre‐crisis reputation valence, and crisis type on post‐
crisis organizational trust and purchase intention. Journal of Contingencies & Crisis
Hatmaker, J. (2015, July 29). Susquehanna Art Museum names new executive director.
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https://www.pennlive.com/entertainment/2015/07/susquehanna_art_museum_names_n.ht
ml
https://doi.org/10.1016/j.pubrev.2014.10.018
Jung, Y. (2015). Diversity matters: Theoretical understanding of and suggestions for the current
fundraising practices of nonprofit art museums. Journal of Arts Management, Law &
Reach, C. S. (2013). Choosing social media for client development. Law Practice: The Business
http://search.ebscohost.com/login.aspx?direct=true&db=asn&AN=85969881&site=ehost-
live&scope=site
https://eprints.kingston.ac.uk/2108/1/paper.html
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Vendel, C. (2015, October 8). Newly-hired Susquehanna Art Museum director wasn’t told about
https://www.pennlive.com/midstate/2015/10/susquehanna_art_museum_alice_a.html
Vendel, C. (2018, August 28). Mom, daughter damage sculpture at Susquehanna Art Museum.
Retrieved from
https://www.pennlive.com/news/2018/08/mom_daughter_damage_sculpture.html
Wilcox, D., Cameron, G., Reber, B. (2015) Public relations: Strategies and tactics. Boston, MA: