Final Report

08

-- 01 --
 Content
01 Executive Summary pg 3

02 Our Team pg 4

Original Situation to be
03 Considered
pgs 5-6

04 What we did pgs 7-19

05 Multiple Solutions pg 20-25

Conclusions, recommendations,
06 and Next Steps
pgs 26-28

Impact and Outcome of the

07 Project
pg 29

08 User Guide pgs 30-32

09 Appendix pgs 33-92

-- 02 --
 EXECUTIVE SUMMARY
PURPOSE AND BACKGROUND OF PROJECT
Our team was tasked to look at Utah Valley Refugees (UVR) from an outside
perspective, see what wasn’t working well, and create a plan to improve the company.
As part of our research of UVR, our team struggled to learn much about the
organization. The company’s social media platforms were not updated, the website was
hard to glean accurate information off of, and the branding was not consistent. There
was also a lack of emotion and storytelling in the branding. Our team narrowed down
our project scope to the following: 1) create a brand guide for the organization to
outline and solidify brand elements in social media and the website 2) update the social
media platforms with relevant information 3) reorganize the website to increase user
friendliness 4) create videos that showcase the work that UVR is doing to share on the
website and social media 5) create a “runbook” to ensure future teams can start where
our team left off instead of “reinventing the wheel”.

IMPACT OF ACTIVITIES COMPLETED

The biggest impact of our project is increasing the brand awareness and equity of the
UVR brand. This increase in brand equity comes through the website and the social
media platforms, which have been updated throughout the course of this project. These
updates have made these platforms easier to navigate, more consistent, and have made
volunteer opportunities more accessible. Additionally, videos were created, which, due
to their ability to easily showcase UVR’s impact, add to the increase in brand awareness
and trust. The creation of the runbook will allow the work done by future teams to be
additive. The brand guide will work together with the runbook to ensure consistency in
the brand even with employee turnover. This increase in brand equity translates to an
increase in volunteers, donations, brand awareness, and community trust.

CONCLUSIONS SUPPORTING ACTIVITIES COMPLETED IN THE

PROJECT
The work done in this project will provide an influx of community engagement, brand
awareness, and brand equity. This project establishes the essential digital infrastructure
to seamlessly connect individuals and integrate them into various platforms. This digital
infrastructure is a necessary first step to creating and executing a social media
campaign that can transform brand awareness into actions for the company: securing
more refugee family sponsors, business partnerships, and donations.

DESCRIPTION OF WORK PLAN DURING THE ACTIVITIES

COMPLETED
This project ran from September to December of 2023. We started by creating the
brand guide, which is a comprehensive document that solidifies all visual aspects of the
UVR brand. The brand guide not only defines the target audiences for UVR but also
provides guidelines on effective communication with these audiences, along with
insights into the opportune moments for engaging each specific audience. We then
used the brand guide to update the social media platforms and implemented Business
Suite to ensure upkeep of social media. We worked alongside a website editor to make
adjustments to the website using Flare and the brand guide. We also worked with
photographers and videographers to create final visuals for the videos and stock
images to be used in the website and on social media platforms.

-- 03 --
 Our Team

Julia Flinders Bryson Childs Kellan Chipman

Deliverables and Report

Team Leader Sponsor Liaison Manager

Marketing Exercise Science Pre-HRM

Senior Senior Sophomore
juliaflinders@byu.edu bchilds1@byu.edu kjc242@byu.edu
(817) 609-2897 (801) 649-8348 (480) 440-9205

Genevieve Landers Coleman Childs Sam Goodson

Project Manager Videographer Web Developer

Pre-Accounting High School Information Systems

Sophomore Senior Senior

landgene@byu.edu colechilds06@gmail.com zackgoodson@gmail.com

(208) 821-1727 (801) 712-7272 (909) 633-2621

Amanda Nelson Leonard Bagalwa

Case Manager Executive Director

Office: 801-850-6013 Office: 801-850-6013

-- 04 --
At the onset of this project, UVR defined the original project as the following:

After meeting with Amanda, the Project Sponsor from UVR, she identified the biggest
problem to be considered was for us to look at the company from an outside
perspective and decide what could be improved. During our team’s research of the
company, we noticed that its social media platforms were not indicative of the work
being done in the community. We also noticed the UVR website was hard to navigate.
These infrastructural concerns became key deliverables in our project.

Below are some examples of inconsistencies in the posted content on the UVR social
media. There was no consistent color theme nor consistent fonts. The posts were
inconsistent, and rarely showcased the results of UVR’s work in the community. The
posts also conveyed a clear lack of brand consistency. There was also an imbalance
between self promotion and donation requests in the content.

-- 05 --
Below is the most prominent example of the lack of clear navigation on the
website. The “Get Involved” page was meant to help people get involved
with UVR. However, the titles were not indicative of what opportunities
existed. The paragraphs were also not clear on what was to be expected of
volunteers and donors. The page also required much scrolling and much
reading of information that aren’t always applicable to the reader.

This is reflective of what the rest of the website looked like; much scrolling
was required to find desired information or opportunities. The website was
set up to have general information scattered throughout, rather than being
conveyed in a hierarchical way. Much of the information was listed in two
separate spots, each with slightly different and sometimes conflicting
details. The forms used to volunteer or donate were not inviting nor
trustworthy. The home page used unfamiliar internal language, and didn’t
have any inviting images.

-- 06 --
 Brief Overview

In our first team meeting, we decided to assist UVR in

becoming consistent in their brand across all platforms
and increasing community interaction by identifying
their brand and transferring it into a brand guide. A
brand can simply be described as the image, emotions
and memories that come to mind when you hear the
name of the company or see their logo. It is what they
are known for. As we explored the platforms of UVR,
our team felt confused as the brand of UVR was not
displayed consistently or clearly and so we decided
that as part of our project, we helped them become
consistent in their brand. We also decided to help them
update some platforms such as the website, Facebook,
and Instagram to help increase community awareness
and interaction. We met with Amanda, the company
sponsor, once a week to discuss our project and gain
any feedback on how to continue moving forward. We
approved all ideas and changes through Leonard, the
CEO of UVR. As a team, we met two or three times a
week to brainstorm and make action items for the
upcoming weeks. We were able to work with two
different videographers to help us with the video
campaign and we worked very closely with them to help
create the content that best increased engagement and
awareness. We also worked carefully with a
photographer to create stock images to post on the
UVR social media platforms and use on the website. All
hours outside of what is listed above were spent doing
research on how to improve user engagement on social
media and on websites and working to create high-
quality deliverables.

-- 07 --
 Processes and Methodologies

RESEARCH AND PROPOSAL

Our team analyzed the UVR website and social media, extensively looking through
past posts and exploring every avenue on the website. We especially analyzed how
UVR displayed their company and their brand through online platforms. We combed
through each detail and wrote down our observations. After each member wrote
down what they noticed, we collaborated to understand what we all learned. Our
research also centered around looking through UVR resources online to understand
what volunteer opportunities the company provided. Our team focused on
researching the CEO and founder of UVR to understand his goals and vision for
growth and impact, seeking to align our project with these goals. We then created a
detailed plan outlining five core deliverables: creation of a brand guide,
reconstruction of social media, reorganization of website, production of video
content, and the creation of a runbook.

We created a powerpoint to convey our desire to complete these five deliverables.

We also described how these deliverables would be of value to UVR’s long term goals.
We presented to our Case Manager and Executive Director, proposing our five key
deliverables. They agreed, and we began executing. In this meeting, we learned that
longevity was of utmost importance to our sponsors - their biggest desire for this
project was that our work would be consistent and have a lasting impact.

Our project leader, Julia, is a marketing strategist and consultant for BYU. Since the
project was heavily based on marketing strategy, Julia created weekly training
sessions to ensure that team members had a baseline knowledge of marketing best
practices. Her expertise was narrowed down into various foundational marketing
principles and taught incrementally in weekly team meetings. These trainings focused
on teaching foundational marketing principles that related to branding, website
development, and social media development. This research and training allowed each
member of the team to develop a foundational knowledge of marketing terms and
ideals in order to best make informed decisions throughout the project.

BRAND GUIDE
Our team decided to create a brand guide because having one is standard across the
industry of business. From our research, our team discovered that a brand guide is
useful to have
because it creates 4
Brand recognition
consistency that people
respond better to. In fact,
companies with consistently
3
presented brands are three
to four times more likely to
have better brand visibility
among their target audience. 2
The graph to the right, found
through research, visually
depicts the increase in
1
likelihood of recognition from
a not consistent brand to a
consistent brand.
0
Not Consistent Branding Consistent Branding
-- 08 --
We also discovered that teams are able to work faster with a brand guide because
less ambiguity exists on how to create content and talk about the brand. Brands also
become more tangible with a brand guide, developing personalities that better
resonate with target audiences. When a company uses a brand guide, 78% of
customers perceive a relationship between themselves and the company because
the content becomes more customized to the people who resonate with the brand.
To begin the process of creating a brand guide, our team looked to the BYU Marketing
Lab for guidance on best practices. The BYU Marketing Lab is the premier market
research and consulting group on campus. They help companies to create strong
brands and are a valuable and trustworthy resource to learn how to create a brand,
and how to document that brand. Our team was given their framework they typically
use to create brand guides and utilized this framework to create a brand guide for
UVR. Their framework includes the following: logo details, fonts, colors, additional
graphics, and imagery. This
framework said that the logo
should not be discolored,
stretched or blurry. The
framework states that a
primary and secondary font
should be used. It also
mentions that there should be
definitive primary and
secondary brand colors, each
with a hexadecimal code (the
number system used to
identify a specific color) to
ensure maximum consistency. According to this template, the graphics should also
have a definitive style and should be used in the same way across all platforms. The
imagery of the brand should be consistent with the brand message, personality and
attitudes. From our preliminary research, our team understood a general idea of the
UVR brand, but wanted to make sure the official brand guide captured the true
essence of UVR. Our team decided to conduct more research on the UVR brand in
order to choose definitive fonts, colors, graphics, and imagery. We combed through
the social media again, looking to understand what logo, fonts, colors, additional
graphics, and imagery were most consistently used by UVR. Our team then chose
what fonts, colors, additional graphics, and imagery would best convey the UVR
brand that aligned with our earlier research of the goals and visions for UVR from the
CEO and founder.

After finishing defining and writing each of the aforementioned brand elements in the
brand guide, our team took this first iteration to Amanda and Leonard. They were
pleased with our choices, making little adjustments to the secondary colors and the
secondary font.

-- 09 --
After the meeting in which we discussed the brand guide, Amanda and Leonard expressed
the desire to know who their audiences were and how to speak to them. We solidified this in
the brand guide. Our team then added a section in the brand guide about audiences. The
“Audiences” section captures the four main audiences that Utah Valley Refugees speak to
which are parti-time volunteers, sponsor families, healthcare partners, and company
donors. Our team figured out these
audiences by speaking with our
Target Audiences sponsors to understand what the
company was striving to do, and
who they needed to talk to in order
Part-Time Volunteers for that to happen. To find out this
information, we started with the
needs of Utah Valley Refugees. We
found that there were four: provide
English classes to refugees, provide
healthcare to refugees, provide
Sponsor Families housing and friendship to refugees,
and provide in-kind donations
(donated goods) for refugees. From
these four needs, our team found
that there were four main people
who could fulfill those needs:
Healthcare Partners volunteers, healthcare
professionals, families, and
businesses. Our team then decided
to add a “tone” section, outlining
how to speak to each audience and
when it is appropriate to do so. Our
Company Donors team chose to utilize two characters
as examples of how to address each
target audience: Mulan and Mother
Teresa. These two characters were
chosen as a voice of empowerment and a nurturing voice, respectively, and were chosen
to align with the feeling of the brand that Leonard and Amanda wanted to convey.

Our team showed this second iteration to Amanda and Leonard, and they were pleased
with the result. Amanda and Leonard asked for us to include instructions on how to create
content, and how to utilize all of the elements of the brand guide. In response, our team
created a “How To” section of the brand guide, outlining for each major section how to
include each element into posts for social media and other client-facing documents. We
used instructions that were easy to understand, so that anyone reading the brand guide
could successfully create content that aligns with the UVR brand.

The brand guide template was created in Canva, and modeled after the brand guide that
the BYU Marketing Lab had created. In this final iteration of the brand guide, we feel
confident that it captures all aspects of the UVR brand.

-- 10 --
STRATEGIC SOCIAL MEDIA IMPLEMENTATION
We saw a need for a more consistent online presence when we initially analyzed the
content. Consequently, we made a plan for how to move forward on the social media
platforms, specifically Facebook and Instagram. A common issue that our team
identified initially was that there were many different themes and colors being
expressed in the posts. Having so much variety could potentially inhibit users from
wanting to make a contribution or interact with the brand. We set rules that all future
posts and content need to align with the brand guide in order to achieve the consistency
that UVR initially desired.

A few members of the team took time to research further into social media strategies
and got feedback from various social media marketers. The main concern that the social
media marketers expressed was a lack of updates about the company and results from
their events. With this feedback, our team was able to develop a “Pillars of Content”
document which outlines all possible content options and when it would be appropriate
to post each one. Our team chose to create and implement this “Pillars of Content”
practice because it has been a successful tool for other companies in building a
consistent brand that people can easily engage with on social media.

Average Number of Interactions per Week

80

73.13
60

40 47.45

20

15.91
9.14
0
<1 post 1-3 posts 3-10 posts 10+ posts

The graph above, found through research shows that by posting 1-3 times a week,
interactions on the social media platforms can be maximized. We also agreed that
infographics for upcoming events should be posted at least a week in advance to give
viewers time to plan to attend. Results from those events should be uploaded within two
days of the occurrence to show the community the engagement of others with the
company. In the “Pillars of Content” document, the following types of content are listed
along with an example post of each one: events, results, spotlights, donation
opportunities, refugees, and informative posts. In the process of developing the “Pillars
of Content” document, our team trained the social media specialist on how to create
social media content consistent with the brand guide and discussed with her our plan
moving forward. She was able to help us understand that her expertise was lacking in
how to schedule and plan posts so that we were better be able to train her based on our
own past experiences with post scheduling and based upon the feedback that we got
from the social media marketers.
-- 11 --
An aid that we saw fit to put in place is the Meta Business Suite application which allows
for content scheduling and post planning. After one last meeting with the social media
specialist, we all felt confident moving forward that through new and updated content,
consistent with the brand
guide and pillars of
content, that the user
interaction on social
media platforms would
increase and a better
awareness in the
community would be
raised. We did regular
check-ups to make sure
that the social media
metrics were doing well
and that it was a benefit
to the organization’s
goals.

WEBSITE REDESIGN
The main focus of this aspect of our project was to make the UVR website more user-
friendly. We began this process by talking to website developers, asking them to analyze
the current website and give feedback on what general features were effective, and what
overall edits they made to improve the website. From these interviews, we were able to
get an understanding of the high priority changes that needed to be made. Their
feedback was synthesized into three main suggestions. First, the forms on the website
needed to be more professional and uniform. The website is built to lead visitors to
actions, but when these forms don’t look professional, the visitor loses trust and doesn’t
complete the action. Second, the home page needed to be simplified. There was a ton of
information that would seldom have been seen because it required too much scrolling.
Additionally, content on the home page was not organized in a way that made it inviting.
Third, the Get Involved page of the website needed to be organized hierarchically, diving
information up into different target audiences. The original website had all the volunteer
opportunities described in one place, requiring much scrolling, and giving a visitor a lot
of information that was irrelevant to them to have to sift through.

In addition to the feedback we received from website developers and the supporting
research, we wanted to get feedback from website visitors matching our target
audiences. To gather this data, we had to first define our target audiences, and then find
people from each group to interview. Based on the research on target audiences in the
brand guide, we were able to identify part-time volunteers, sponsor families, healthcare
professionals, and business partners as the four target audiences for the website. We
were then able to interview two people per group to see what their current experience
with the original website was, and what edits they would suggest to improve their
experience.

-- 12 --
 Our group held in-depth interviews with six people from each target audience. The
summary of the feedback we got from each of these target audience is below:

The website was not easy to navigate. It was also not clear
on what opportunities existed for donating or volunteering.
It was also hard to understand what UVR is doing in the
community.

Improve the navigation, especially so it is easier to move

backwards from links. Enhance the trust building aspects of
the website so it feels more credible. Help the viewer
understand how donations are used.

Make the website more inviting with personal stories and

connections. Provide something in return for the donors
like a thank you letter or update on refugees. Clarify the
impact of each donation and make the forms clearer.

Make donation and involvement opportunities more

prominent for those without existing connections to the
company. Make sure the instructions of how to get involved
are clearer.

As a team, we then researched the above suggestions further, finding other sources that
supported the suggestions made by the website developers we interviewed. In this
research we discovered six reasons to update a website, all of which were applicable to the
original UVR website. These reasons are as follows: navigation is a challenge, the brand has
been updated, leads aren’t remaining on the site, the site hasn’t been optimized for mobile,
content needs to be updated, and the website is poorly structured.

-- 13 --
Our research shows that navigation should be simple and self-explanatory. This can be
accomplished by categorizing different pages on a website in a logical manner. Our team
implemented this principle by reducing the number of headings on the website’s banner
from six to four, and revising the diction in order to make it easier to predict what
information can be found on each page.

Having clarified UVR’s brand in the Brand Guide portion of our project, we needed to
make aesthetic changes to the website, such as colors, fonts, and capitalization in order
to remain consistent with the brand.

In regards to helping leads remain on our site, our research claimed, a fresh design can
have a huge impact on how an audience interacts with a business’s page. A website
redesign will help decrease bounce rate and turn that traffic into leads for a business.
Revising the forms will help decrease bounce rates on UVR’s website as traffic that is led
to these forms will feel more comfortable in making an action to volunteer or donate.

The UVR website is not currently optimized for mobile use (how the website appears on a
smartphone as compared to a desktop computer). As a team we decided that this change
was outside of our project’s scope and this suggestion would be included in the runbook
for future teams to build on.

Our sponsor informed us that many of the pictures on the website were outdated, once
again giving us good reason to update the website with newer pictures taken by our
photographer.

Many of our structural changes

to the website were made with
Home
the intention to help website
visitors remain on the site. Our
research showed that poor
structure is the reason 34% of Women’s
Men’s Clothing Kid’s Clothing
visitors leave a website. On the Clothing
“Get Involved” page in
particular, it was essential that Tops, Pants Tops, Pants Tops, Pants
potential volunteers could Shoes Shoes Shoes
quickly and easily find their
way to a volunteer opportunity
best suited to them. Our team Tops Pants Shoes
decided the best way to do
this was to organize this page
using the hierarchical
approach as modeled to the
right:

This structure helps a website visitor see information that is pertinent to them and not
have to see information that doesn’t pertain to them.
-- 14 --
Based on the three main suggestions from the website developers we made a structure for
the website, which we felt addressed the flaws in the original website. We then made mock-
ups of what these pages would look like in Canva, and applied the feedback we received
from our interviews with members of the target audience in the content of those mock-ups.
We specifically redesigned the home landing page, the “Our Mission” page, the “Get
Involved” page, and “Need Assistance” page. With the “Get Involved” page we created
buttons that demonstrate all of the different volunteer and donation opportunities and in
turn we made mock-ups for six additional webpages that correspond to each of the buttons
respectively. Among the most important of these changes was helping potential volunteers
understand clearly what each opportunity entails. This helps visitors build trust to take
action and decreases the confusion or frustration that could cause visitors to leave the
site.

Leonard wanted to ensure that all changes that were going to be made to the website
would be approved by him prior to applying any of the changes. For this cause, we had a
meeting specifically to meet this desire. We presented all of the mock-up website designs
to Leonard and he was able to provide his feedback and we were able to explain on a
deeper level why these changes to the website would enhance user engagement and create
more opportunity. We were informed that the web developer who initially designed the
UVR website was not going to be available to make such an update as the one we were
proposing so through Leonard’s approval we asked if we could enroll a student from the
BYU IS program who is familiar with Flare, the website redesign platform. He concurred and
we were thrilled when a student from the program replied to our message that he could
easily familiarize himself with the program and volunteer his time to help us make these
updates.

This student web developer, Sam, came and met with us in a kick-off meeting where we
were able to demonstrate to him all of the changes we were wanting to make based upon
the feedback from the interviews with the web developers. He assured us that all of the
changes we wanted to make were possible and that all he needed was access to the back-
end of the website. Amanda helped us in scheduling a meeting where Sam could meet with
Leonard to demonstrate his skills and gain access to the website. Leonard approved as Sam
helped him to update the donation survey on the website. One set-back that we came
across was that Sam quickly discovered that there was no place to save temporary changes
without them being officially uploaded to the website so. We proceeded in a very careful
manner making sure that we all agreed that what was about to be uploaded would further
UVR on the path to success. With these incremental changes made to the website, we were
able to display all that we had envisioned and capture the mission of UVR.

VIDEO PRODUCTION AND PHOTOGRAPHY

Our team noticed that the UVR website and the social media platforms never allowed
viewers to feel the emotion of the work UVR is doing within the community. Our team
researched how to fix this communication gap, and discovered that video campaigns were
a way to reach a wider audience, create conversation, and build credibility. Videos are also
a prime medium for conveying emotion to viewers, and are far more likely to be shared
than written content. 54% of social media users prefer to see video content over other
types of content. Our team reasoned that if people want to see a specific medium, they
would be more likely to pay attention to it. Thus, the use of videos could increase
community awareness about UVR.
-- 15 --
 The graph below, found through research, shows the distribution of social media users’
preferred content type on social media:

What kind of content do you want to see from a brand or

business you support?

60%

50%

40%

30%

20%

10%

0%

s
es
rs

os
os

t
le

en
te

ag

de
de

tic

nt
et

Im

Vi
Vi

Ar

Co
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al
al
ew

og

F
ci
ci

PD
/N

Bl
So
So
ls
ai
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Our team decided to remedy this communication gap with a video campaign. The primary
goal was to highlight the distinct roles and success stories of key contributors within the
program including a current refugee, a refugee graduate, a healthcare sponsor, an RFA
sponsor, and an English Class volunteer.

The motivation behind this initiative stemmed from the realization that the roles of these
program components were not adequately conveyed on the organization's online
platforms because they lacked sufficient information to showcase their significance. In
response, our team created a tailored questionnaire designed to capture the essence of
each sponsor's involvement, ensuring a comprehensive understanding of their
contributions.

To bring these narratives to life, we engaged the services of a videographer and

photographer and utilized professional recording studios for the interview sessions. Our
team also created questions that provoked stories about how UVR positively impacted
their life, or how the interviewee had seen UVR impact the community at large. These
questions provided a structured framework for participants to share their experiences,
insights, and success stories, forming the basis of compelling video content.

-- 16 --
Following the recording phase, our team dedicated time editing the videos. The objective
was to refine the content to align seamlessly with the communication needs and values of
Utah Valley Refugees. Once the editing process is complete and the videos meet the
desired standards, they will serve as powerful assets for the organization's outreach
efforts. The finalized videos are poised to be featured prominently on the organization's
social media channels and website platform, providing a visually engaging and informative
medium to showcase the invaluable contributions and success stories of the individuals
and sponsors involved in the Utah Valley Refugees program.

RUNBOOK FOR SUSTAINABLE CONTINUITY

Within the project, our team undertook the initiative of developing a comprehensive
runbook. This guide serves as a foundational resource for future volunteers and interns,
offering a step-by-step roadmap to streamline their efforts and avoid redundant tasks,
ensuring they don’t reinvent the wheel.

In constructing our runbook, we strategically incorporated a series of formulated questions

to address the potential queries that may arise among forthcoming volunteers and interns
engaged in various facets of Utah Valley Refugees. Using this approach ensures that
individuals participating in activities related to social media management, video creation,
website redesign, and content distribution are equipped with a comprehensive guide that
not only anticipates their inquiries but also provides answers.

The runbook shows the significance of key processes, such as website redesign, adhering to
the brand guide, social media content creation and distribution, and video content
creation. By outlining these essential components, the runbook not only acts as a guide but
also facilitates a smoother transition for new volunteers or interns at UVR.

The primary purpose of the runbook is to eliminate duplication of efforts and enhance
efficiency. By documenting the methodologies and best practices associated with each
aspect of our projects, we empower successive teams to build upon the foundation. This is
valuable because of the high turnover of employees and volunteers. By leveraging the
insights captured in the runbook, new teams can expedite their learning curve and better
understand the organization’s initiatives.

-- 17 --
 Techniques and Tools Used
Throughout the course of the
project, our team was guided
through a Canvas course. This
course is designed to help
students experience real-life
professional internship projects
within a team setting. These
internships are designed to have
a moderate level of complexity
consistent with an internship
you would have during the
summer requiring initiative,
creativity, communication,
interpersonal skills, and sound
judgment. It trained us on how
to become proficient in
addressing and solving business
problems and learn to work as an
effective team. We completed an
hour-long module every week.
To create our midterm and final
presentations for the class we
used Canva which is a platform
for visual design. Through this
platform we were able to create
presentations and documents
that are pleasing to the viewer
as well as professional.
-- 18 --
We held two to three meetings
as a team each week through the
Microsoft Teams platform. None
of us had ever had previous
experience with this tool and we
were all able to learn its
functions and become skilled on
this platform. Microsoft Teams
is a program structured to be a
business professional
application where teams of
workers can meet together and
communicate in a quick and
efficient way. Because we have
all developed the skills of using
teams, we will be able to be
more proficient in this program
in future business interactions.
Our team was able to map out a
timeline using a tool called
Tom’s Planner. It is a platform
that allows you to enter in
project details step by step and
assign them a certain amount of
time and put them in a
comprehensive calendar. By
using this tool, our team was
able to maintain a steady pace
and get everything done by the
due date.
 Marketing storytelling tactics
were used in the creation of the
videos. The biggest storytelling
tactic that our team adhered to
is the “hero’s journey” storyline.
This outlines that the story
should start highlighting a
protagonist that embarks on an
unforeseen quest where they
“face challenges, gain insights,
and return home transformed”.
We used the framework to create
the brand guide given by the
BYU Marketing Lab. The BYU
Marketing Lab is the premier
market research and consulting
group on campus. They help
companies to create strong
brands and are a valuable and
trustworthy resource to learn
how to create a brand, and how
to document that brand. Their
beginning framework for the
brand guide includes the
following: logo details, fonts,
colors, additional graphics, and
imagery. It gave a brief outline
that all of these aspects of the
brand must be consistent. Our
team analyzed each of the
following aspects to see what
was being used by Utah Valley
Refugees. Our team then
brought together everything we
saw being used across the Utah
Valley Refugees platform, chose
what best conveyed a brand that
Amanda and Leonard would
want, and then wrote it up with
pictures and examples in the
brand guide.
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In talking with website
developers, our team figured out
quickly that the mark of a great
website is the ease of access to
information. This can be figured
out by how many clicks it takes
for a person to do what they set
out to do on the website. In the
case of Utah Valley Refugees,
this means how many clicks it
takes for someone to find an
opportunity to volunteer their
time, donate money, donate
goods, donate healthcare
services, or become a sponsor
for a refugee family. These
website developers said that the
most effective websites have
less than 3 clicks to complete an
action item.
In lowering the amount of clicks
someone has to take to get
information or complete an
action, ee have redesigned the
website to have a simpler
navigation bar at the top,
designed with our four key
audiences in mind. The website
previously had six navigation
tools that were only on the top
bar. Our team narrowed those
six options down to four. The
original home page was a pink
background with internal
company jargon that a majority
of people didn’t understand. We
added the navigation bar as
buttons on the home page. This
way, any action item can be
completed in less than 3 clicks.
The following are problems confronted during the space of the internship:

Not consistent in social media posts

Lack of donations
Lack of volunteers who could find UVR
Social media did not demonstrate results from community events
The website was hard to navigate
Past intern teams did not have a lasting effect

For each of the following problems, here are all possible solutions that could have been
implemented:

Not consistent in social media posts

1. Outline all potential types of posts in order to minimize the amount of effort that it takes to
create a new post.
a. UVR will have to take time to brainstorm and outline the variety of content types, but once
it has been done once, it will save time when preparing new content.
b. Posts may begin to lack creativity and become redundant which will lead to an overall loss
in community interaction.
c. Depending on the talent in the social media role at the time, it may be extremely difficult
to replicate certain design features of the types of posts.
2. Train the social media specialist in the best practices of uploading social media content so
that they can be confident in their abilities to manage the social media page.
a. These trainings will require adequate research in order to find the most effective way to
run a non-profit social media page.
b. After the trainings have been delivered, UVR can be assured that moving forward, content
will begin to be more consistent which will increase overall community engagement.
c. Someone within the company would need to continually train the employees as turnover
continues to happen.
3. In a future internship, have a team run a social media campaign specifically to create and
upload new content to the Facebook and Instagram pages of UVR.
a. By turning the responsibility of the social media pages over to an internship team, the
stress that may come from having to invent new content will no longer be placed only
upon the shoulders of the social media specialist. By having a team that can work together
with her, there will be an increase in flow of ideas and an increase in the creation of
content.
b. With multiple different people working on the social media pages, we may begin to see an
inconsistency across the posts depending upon who created it.

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 1.
2.
3.
4. Make sure that all people who have access to the social media are clear on what it means to
follow the brand guide and “Pillars of Content” document so that there is no inconsistency in
brand and content even if multiple people are working on uploading content.
a. When everyone is on the same page, it allows for UVR to demonstrate consistency across
the board which increases user engagement fourfold!
b. This solution will require that UVR holds special trainings every time that a new-hire is
added to the social media team.

Lack of donations
1. Update the website, specifically the “Donations” page, so that all potential contributors may
have a smooth experience in providing a donation. This will help build their confidence that
their donation is going to make an impact on UVR.
a. Updating this page and potentially the form that is filled out for donations is going to take
a little bit of time, but by doing so UVR will see an increase in incoming donations because
more people will be able to go through the process without encountering difficulty.
b. Updating the donation form may put an end to current repeating donations.
c. UVR is already utilizing forms with Podio so actually updating the forms may not be very
difficult or time costly.
2. Create separate ways to donate for both business sponsors and regular community members.
For example, while donating $1,000 or $500 may be very simple and logical for a business,
advertising that UVR would like donations this large from community members can be
overwhelming and cause potential donors to turn away due to feelings of inadequacy.
a. It will take a lot of programming expertise in order to create new forms and divide them in
a way so that both the business sponsor and the community member are lead to the
proper forms only by navigating the website.
b. A new question could be added to the form asking for the donator to specify whether they
are a business sponsor or a community donor, but this would not solve the issue of guilt
and inadequacy when a community member is not able to contribute $1,000 or $500.
c. The order of the donation options could be switched so that instead of decreasing in value
from left to right, the options increase in value so that the donor is incentivized to give
more and does not feel bad in giving less.
d. If these forms can properly be updated as described above, UVR will have a higher
retention rate of donors due to their smooth and easy experience.
3. Have a community fundraiser to raise awareness and encourage people to donate to help the
refugees.
a. Holding a fundraiser will require that a location to be found and reserved.
b. A great benefit of doing a fundraiser is that typically the organization will generate a
revenue of $0.50-$0.75 off of every dollar spent.
c. By increasing awareness in the community, UVR will have an influx of donors that perhaps
otherwise could not have been reached.
d. Hosting an event like this requires funds and also requires advertising to help people
become aware of the event and to show people the event is worth their time. This
advertising, if on social media would require additional time to create and push out. If
using posters, it would cost money to print off ($5 per 300).

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Lack of volunteers who could find UVR
1. The biggest problem here is due to a lack of consistency on the webpage versus the social
media pages and not having a simple “one way fits all” method to volunteering available. A
solution is to update the website to make it extremely clear to all who will navigate it how they
can get involved and volunteer of their time at UVR.
a. If UVR could update all available job and volunteer opportunities onto LinkedIn, all those
who are looking to volunteer with them can know what options are available.
b. Having the jobs posted on LinkedIn be consistent with the website will lead to an increase
in volunteers because they will be more confident that UVR is an organization that is
current, up-to-date, and on top of their work.
c. By being more transparent about available volunteer opportunities, more people will want
to volunteer their time because they will have a clear understanding of what is expected of
them.
2. Have updated emails on the website and a team who can respond to those emails as quickly as
possible.
a. Hiring on new members to this response team will increase the amount of capital that UVR
pays out in wages every quarter.
b. Having this team will assure that potential volunteers are responded too as soon as
possible which will increase retention.
3. Hold an advertising campaign to raise community awareness and encourage engagement.
a. Running an advertising campaign is costly and ranges from $2,500-$12,000 a month. This
could be beyond UVR’s available budget to spent. It may not be the best use of their funds.
b. This would be a very quick way to boost interaction with UVR so if quick results are
desired, this method is encouraged.
4. Host a donor event to incentivize people to interact with UVR.
a. Some advertising on social media and around the community would be required to allow
people enough time to create space in their calendar to come.
b. Through encouraging people to come and participate in this event, not everyone will be
able to make it but those who do will be incentivized to share what they learned with their
friends. As for those who are not able to be present, they will be incentivized to participate
in future events hosted by UVR.

Social media did not demonstrate results from community events

1. Post on social media the results from the event within 2-3 days of the events occurring to
ensure people understand that others within the community are truly participating in UVR in
ways that are meaningful.
a. This allows the community to understand that people are participating within the
organization in real time. Leveraging social media can show many people with minimal
effort. It doesn’t cost anything to post on social media. All that is required is to ensure the
social media specialist (or whoever is in charge of the social media internally) is keeping to
this posting schedule.
b. It could become routine for the active followers of social media to always see what is going
on in the company. However, this doesn’t pose much of a problem if the content is already
diversified and the posts are done in an engaging way. This however, requires extra skill
from the social media specialist.

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1.
2. Launch an advertising campaign on social media that shows how the community is
participating in events.
a. An advertising campaign could be a powerful one-time engagement that shows others that
UVR does participate in the community and the community supports UVR in its events and
goals. Leveraging an advertising campaign could also lead to targeting people who would
be likely begin to participate because others are doing so.
b. However, the downside of an advertising campaign is the cost. The average non-profit
spends $126 per month on online advertising. The creation of an advertising campaign
would require hard skills that UVR does not have at their company currently. This would
mean they would have to hire someone internally to run this campaign, or hire a marketing
consulting agency. Both of which are expensive options. Hiring someone internally to run
campaigns is expensive in terms of time that would need to be spent to recruit the right
person with the right talents. Hiring a digital marketing agency for a non-profit could cost
anywhere from $900-$1,100 per campaign. This would mean that UVR could only afford to
do one marketing campaign per year. Which would mean “real time” updates could not
happen.
3. Do a livestream of each event that UVR hosts so the community has evidence that others
within the community are participating within UVR.
a. This would show the community that UVR has community participation, but not many
people watch livestreams. The following on UVR’s social media is not sufficient to generate
a big impact on the amount of people watching. Most of the results of these events are
people donating goods. It could be powerful to show that more and more goods are being
donated, but for other events, most are uneventful if the person is not physically there to
participate in the event.
4. Put up posters around the community to advertise people’s participation within UVR.
a. Putting up posters could be an effective way to show the community the participation UVR
is receiving. However, print ads have among the lowest recognition out of all advertising
mediums. They also have a lower viewership rate. This means that relative to social media
advertisements. not many people see print posters, not many people remember print
posters, and not many people recall print posters. This means posters within the
community would most likely be ineffective. If posters were to be effective, placement
would be a big factor in increasing the effectiveness. This means that someone would have
to volunteer or be paid to find the best locations around the community to put up posters.
b. Considering the geographic reach of UVR’s target community, this would be an arduous
task. It takes around an hour to drive through all of UVR’s geographic community. Finding
poster places in each of these communities would take roughly 8-10 hours - a full workday.
If someone were being paid for this work, at the going rate of $14, it would cost anywhere
from $112-$140 to get up posters from just one event. Considering UVR hosts 3-4 events
per month, it would cost anywhere from $336-$560 per month to keep the community
updated on the results from the events. This does not include the cost of designing and
printing, which would cost around $5 per 300 pages. It would require around 300 pages
per event. Meaning that per month, there would be an additional $15-20.

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 2. b
3. b
4. b
5. Create a separate video campaign that shows people within the community are participating
in UVR events.
a. Does not allow the results of the events to be shared with people in real time. It takes
hours of work to create just one video. To create a video campaign would take even longer.
b. However, videos are a powerful way to evoke emotion. If the videos showed people
participating in UVR, others within the community could be encouraged to participate
within UVR as well. That being said, this would not get the “real time” results that are
important to encouraging participation. It would also require manpower that UVR
currently does not have.
i. UVR could hire on a volunteer to create this video campaign and that would lower
costs. UVR could also pay someone per video, which would make this option more
expensive by however many videos were produced. A typical video campaign has three
to four iterations of videos. Going rates for videographers in the industry are typically
$75-$125 per hour. It typically takes three to four hours per video. This means that
paying a videographer could cost anywhere from $675-$2,500. If this were the case,
monitoring and contractual agreements would be necessary to keep costs low.

The website was hard to navigate

1. Survey website developers to receive feedback on how the website can be improved. With the
feedback create mock-up designs of what it could look like. Hire on a web developer who can
make the desired changes to the website.
a. Ensuring that the website is easier to navigate will lead to a more efficient community
involvement, because the action items become more clear, and people see information
that is immediately relevant to them in their situation.
b. Hiring on a web developer could cost money. The going rate for hiring web designers is
$30- $80 per hour. Depending on how much needs to be changed, hiring a web developer
could cost substantial money.
c. It takes a lot of time to create mockups of what the website should look like. There could
also be miscommunications between the person creating the mockups and the website
developer.
d. It takes knowledge of website organization to reorganize a website to ensure maximum
efficiency in community engagement.
2. Leave it be and hope for the best.
a. There will be a significant drop-off in how many people navigate the website versus how
many people donate and volunteer their time.
b. There will continue to be misconceptions of UVR, its mission, and its impact within the
community.
c. Won’t cost any money or any time.

Past intern teams did not have a lasting effect

1. Reevaluate the approach the the organization is taking to get them involved in order to come
up with more meaningful and impactful projects.
a. This would require the leadership at UVR to brainstorm what they needed to get done
within their company. This would also require explicit communication between the
leadership and the intern team on what needs to get done. It would also mean that the
leadership team at UVR would need to be more intimately involved within the project to
ensure the deliverables are what they wanted in the beginning.

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1.
a. This could inhibit UVR from allowing the creativity from the students to make their
company better in ways they are not aware of, but the students are. This would also ignore
the expertise of the students, who are studying the latest trends and techniques in the
industry that could allow UVR to stay cutting edge.
b. This could lead to some resentment between the students and the leadership because the
students would be executers rather than strategic thinkers. This could also prove
inefficient because the leadership at UVR may not have time to monitor closely the
progress of the team.
2. Create a runbook that can have a lasting impact on the company and help them to progress
forward notwithstanding a change in interns every semester.
a. A runbook would ensure that the students have context of the company situation from
other students who were in their same shows a few months earlier. This could be helpful in
increasing the flow of communication and understanding. It would also give the new
interns a holistic view, rather than a short job description that the students would have
need to accomplish.
b. A runbook would be tricky to keep updated. A constant employee at UVR would have to
always keep the runbook and would have to enforce the students to update it according to
high standards. These high standards might be lost in transition from each intern group. If
not taken care of and updated, a runbook could become quickly become obsolete.
3. Stop allowing interns to volunteer their time at UVR because they have proven inefficient in
the past.
a. This would mitigate the risk of outside students hindering the work happening at UVR.
b. Stopping student interns could hurt the relationship between UVR and BYU. It could also
potentially increase recruiting efforts, because UVR would have to hire out more
volunteers more frequently to get tasks done. It would also expose UVR to less people,
meaning that recruitment efforts will be more difficult, as BYU gives UVR the opportunity
to meet many different calibers of students, and higher caliber students come from
universities rather than the community at large.

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 Conclusion Having a consistent brand is
beneficial to increasing
01 community awareness.

Recommendations: With the newly developed brand guide, we recommend that all
posts and changes made to the website be done with consideration to the brand guide.
The consistency introduced through the guide ensures that the organization's values
and mission are effectively communicated, thereby increasing its overall value. In order
to achieve this desired result, we also recommend that a brand guide training be created
and implemented, ensuring every volunteer who works on content visible to the public
is familiar with the brand.
Next Steps: Ensure all social medias have information that is updated and accurate. Create
backlogs of content for the social media team at UVR in order to continue to post regularly.
Begin creating a training on the brand guide to give to new volunteers.

An updated and consistent social Conclusion

media page will maximize
community engagement. 02

Recommendations: We recommend creating a social media content timeline and a

formatted template. This will be pivotal in maintaining a sustained online presence.
Consistent and strategic content distribution helps engage the audience, fostering a
sense of community, and generating awareness about the organization's activities.
Next Steps: Detail the process of launching and monitoring social media campaigns with the
criteria of posting 2-3 times per week, posting diverse content applicable to a variety of viewers,
and posting infographics for events a week in advance and results of the event two days after its
occurrence.

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 Creating a website that is user
Conclusion friendly and easy to navigate

03 increases the amount of donations

and volunteers received.

Recommendations: The redesigned website facilitates better communication with

various target audiences. As the link between these audiences and UVR, we recommend
that all forms on the website be consistent, inviting, and easy to fill out. Additionally, we
recommend that a method be established to organize and respond to these forms in a
professional and timely manner. We would also recommend looking into a way to thank
volunteers and donors.

Next Steps: Create forms on a singular platform to embed into the website. Use the
newly created stock images to enhance the storytelling aspect of the website. Show the
people in the pictures, their stories, and how UVR has helped them personally. See if
thank you letters or a description of how one’s contributions made a difference. This
will improve SEO, as well as the emotional side of the brand.

A video campaign is a powerful Conclusion

way to increase trust and
perceived emotion in a brand. 04

Recommendations: The video campaign is a powerful storytelling tool that humanizes

the refugee experience. By featuring diverse perspectives, including a healthcare
sponsor, a refugee graduate, an RFA family, an English volunteer, and a current refugee,
we have successfully showcased the multifaceted impact of the program on various
stakeholders. Creating additional video content featuring success stories, testimonials,
and behind-the-scenes looks would be a great way to maintain audience interest and
increase audience diversity.

Next Steps: Have the media team look through the raw footage from Coleman’s
interviews to find good stories to share as reels or posts on social media. Edit these
clips and have them in the content inventory to be posted according to the timeline.

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 Conclusion A runbook containing all project
details and experience will allow for
05 future progress amongst turnover.

Recommendations: We recommend that Amanda become the all-time keeper of the

runbook to ensure it is passed on to future teams and kept up to date. Each new team
should consult the runbook at the beginning of their project and throughout the
duration of their internship as questions arise. This will ensure all work done by future
teams will be additive to work done by previous teams.

Next Steps: Decide which project to request next. Suggestions as listed in the runbook
are as follows: update the website’s mobile version, gather data to track website and
social media progress and find new ways to improve these platforms, create campaigns
specifically tailored to attract and engage potential RFA families, create a marketing
campaign to attract visitors to the updated website, or establish connections with the
Ballard Center and BYU for UVR to speak to potential student volunteers.

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01 04
Through research, we have learned that The video campaign that our team was
color increases brand recognition by able to film and edit have improved the
80%. By solidifying the colors of UVR in UVR website. They provide a way for
the brand guide, we can be assured that potential volunteers who navigate the
moving forward in the future, their website to see real-life interactions that
brand recognition will become more past volunteers have had in working with
widespread. We have also learned that a UVR and will encourage them to do the
consistent brand increases revenue by same.
up to 33%. The goal of creating the
brand guide was to give UVR and outline
of their company brand and it has
already been implemented as a useful
guide to them in promoting their
business through social media and
advertising. Thanks to the brand guide
and the efforts made by employees and
volunteers at UVR, their company now
has a brand that is consistent and more
impactful.

02
Due to the social media trainings held
with the social media specialist and her
efforts to post two to three times a week
on the company’s social media pages,
user interaction has been maximized.
These interactions carve pathways that
lead to an increase in donations and an
increase in volunteers and involvement
in community events.

03
The deliverables that our team handed 05
over to UVR were built to have a lasting
The new and updated website has
impact. The brand guide should be used
impacted UVR by providing them a user-
from here on out no matter who is
friendly environment that encourages
running the organization. The runbook
community interaction and involvement.
has been built as a way for new
Their website is a place where their
employees and interns to familiarize
brand is displayed in a manner
themselves with actions that UVR has
consistent with the organization itself.
taken in the past so that they can make
Those who navigate the website will
informed decisions and create projects
know exactly what to expect in making
that will move the company forward
donations and volunteering their service
without reinventing the wheel. When
and talents because it is clearly
future social media specialists join the
outlined.
team, Lydia now has all the expertise to
be able to share the Pillars of Content
and Business Suite with the new-hire and
they will have the ability to take over
the social media pages without creating
a break in consistency.

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Brand Guide:

How to find it:

Log into the UVR Canva account and find the flier titled, “Brand Guide - Utah Valley
Refugees”

How to access the Canva account:

Username: uvrgraphics@gmail.com
Password: Utahvalleyrefugees

What to do if the login won’t work:

Sometimes when Canva doesn’t recognize a device, it has the user trying to log in
input a code along with the password. This code will be send to the gmail listed
above. Try logging into the gmail to get the code. Use this code to log in. If that
doesn’t work, try asking Amanda to use the email to verify your device.

How to use the brand guide:

If reading for the first time, read through the entire document to get an idea for the
brand and what content should look and feel like. If referring to the Brand Guide at a
later time, use the table of contents to help you find an area in which you may have
questions. Scroll to that section to clarify questions about what is and isn’t
consistent with the Utah Valley Refugees Brand.

When it’s appropriate to edit or reevaluate:

If there is a significant change in Utah Valley Refugees (a decision to rebrand) or the
current marketing campaign is showing a significant decrease in viewer interaction
(proof that the current Brand Guide isn’t doing its job)

Who to approve edits with:

Edits to the brand guide may only be approved by Amanda.

Runbook:

How to find it:

Amanda has access to the runbook via Google Docs. The next team working with

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Utah Valley Refugees in a marketing capacity can email her
(amanda@utahvalleyrefugees.org) about it. She will decide who gets access to the
runbook to read or to edit.

How to use it in the beginning of a project.

Reading the runbook should be the first thing that any team does in any marketing
based project with Utah Valley Refugees. The runbook helps teams to start where
the previous team left off. The first thing to do is read the background of the
previous project in order to understand what was completed, why certain activities
were completed, and how these activities were executed. The second thing to do is
read the ideas for next steps. The third thing to do is talk with Amanda about your
understanding of what was done in the project, and what is needed. Listen to
Amanda and Leonard’s input on what is needed in upcoming projects. The last step is
to create a project scope that builds off of what the previous team has
accomplished.

How to use it during a project:

Following the format of previous projects, write up what was done in the project.
Create section headers that divide up the main parts of the project. Split up these
sections by asking questions and answering these questions throughout the project
that overview the questions the team had and how the team went about solving
them. Make sure that the runbook answers all pressing questions that a new team
would have. Make sure the next steps section is incredibly clear.

How to use it after a project:

After the project, make sure Amanda is aware of the updates that were made to the
runbook. Make sure that Amanda is aware of her responsibility to pass it on to the
next team.

Pillars of Content

How to find it:

The pillars of content have been posted to the UVR Canva page which can be
accessed with the following username and password:
Username: uvrgraphics@gmail.com
Password: Utahvalleyrefugees

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How to use Business Suite to schedule a post:
1. Go to the Meta Business Suite app on a cellphone or open up the website from a
desktop and log in
2. Go to Content or Planner
3. Select the date on which you want to schedule a post and choose both Facebook
and Instagram
4. Make the post (caption, picture, outside links to events, etc.)
5. Click schedule
6. Make sure that it is a public post
7. Preview the post to make sure that it appears how you want it

When is it appropriate to update the Pillars of Content?

Any time that it feels outdated our restrictive, the social media specialist should
have a discussion with both Amanda and Leonard and they should come to a
unanimous decision on how to move forward.

Who to approve it with:

The social media specialist may approve posts with Leonard if they are unsure but
for the most part they have final say on what will go out to the public.

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Brand Guide

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Interview Responses

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Website Mock-ups

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Pillars of Content

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Runbook

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Marketing Trainings

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