2. Executive Proposal:
Organization’s Mission:
To conserve animals and their habitats through animal management, research, recreation, and
educational programs that encourage the support and enrich the experience of the public.
Problem to Address:
The Zoo has many opportunities to actively practice conservation. These tasks can be performed
daily, through expensive research, or through the aid of different external resources. However,
there is a lack of proper communication to employees when these opportunities arise.
Information for employees about these kinds of endeavours are typically handed out either:
● Via online
● Through communication ladder (upper management and down)
● Word of mouth
Employees as well as volunteers, who are also very crucial to the Zoo, need a more secure way
to been in the loop on how they may be able to participate. This would not only benefit the Zoo
as a whole from the conservation aspect, but it would allow the employees to grow and develop
their ability to better care for the animals.
Proposed Solution:
In order to accomplish the goal of educating the employees on how they can participate in
conservation efforts of the Zoo, an Internal Relations Campaign will be implemented.
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4. RESEARCH
Primary Research:
Susan Gallagher PR Director, Saint Louis Zoological Park
Gallagher previously was the voice of Ameren for over 20 years as the
Director of Corporate Communications. In October of 2011, she replaced
Janet Powell as PR Director. Powell was the Zoo's first public relations
professional. Gallagher received her Bachelor of Arts from Washington
University and her Master of Arts in Journalism from the University of
Missouri. She joined the Zoo because of her love for it and the mission
they serve.
1. Do the job assignments of employees flow from upper management downward?
A: The full-time staff of the Zoo numbers 330 people so being a self-starter is
important – particularly in a non-profit organization. In the Public Relations Department,
we initiate many projects because we see them as important to promoting the Zoo and
protecting its fine reputation.
2. Are all employees aware of policy changes as they occur?
A: Yes, through an internal website, all-employee email, quarterly meetings where
everyone is invited and through cascading down communications from management.
3. Do all employees work towards a common goal or does each department have a separate
goal?
A: The common goal is expressed in the Zoo’s mission, and everything we do is to
further that mission. Here it is:
The mission of the Saint Louis Zoo is to conserve animals and their habitats through
animal management, research, recreation, and educational programs that encourage the
support and enrich the experience of the public.
4. How would you describe the overall culture of the organization? Is it more open and casual
or do you find it more structured and serious?
A: It is very serious where animal care and welfare and safety are involved but
more carefree in terms of non-animal operations. Many of the Zoo employees wear
uniforms, and all take their role very seriously in terms of saving animals and serving the
public.
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5. 5. How do employees communicate between each other during a given day?
A: Employees call, email and talk in hallways—face-to-face communications is very
important at the Zoo.
6. Are all employees informed of opportunities available to them when they appear?
A: Yes, the openings are posted on the Zoo’s website and sent to managers who
share them with employees.
7. How would you assess the communication between paid employees and volunteers?
A: Volunteers are very important to the Zoo—in 2016, 2200 Zoo volunteers helped
coordinate events and handle a number of other tasks, contributing over 100,000 hours for
a value of more than $2.3 million. In addition, docents offering interpretation and
information with visitors contributed nearly 26,000 hours valued at $600,000. Employees
thank volunteers, meet with volunteers to discuss various projects and share information
with volunteers.
8. How available is upper management to communicate with employees when they seek it out?
A: There’s an open-door policy at the Zoo so upper management is very accessible.
Every department has staff meetings on a regular basis. In addition, there are all-employee
meetings for all staff and volunteers.
9. How do complaints from employees get handled?
A: The Zoo encourages employees to state their concerns. If employees have a
suggestion or if a misunderstanding or problem arises, Zoo leadership encourages
employees to bring this matter to the attention of their supervisors as soon as possible.
Nearly all issues and questions can be resolved fairly if managers/supervisors learn about
them promptly. However, if employees continue to have concerns or questions, they may
contact the Vice President of Internal Relations. It is the company’s belief that anyone
having a problem or complaint must have an opportunity to be heard and to have the
matter resolved without fear of recrimination or penalty.
10. How does communication differ from department to department?
A: Typically, each department determines the best way to communicate fully and
accurately. Some departments include mostly desk-bound employees who are in close
proximity while others are made up of employees who are constantly moving across the
93-acre Zoo campus, so communications styles must meet the needs of the employees within
each department.
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6. Secondary Research:
Caldwell, A. (December 16, 2014). What Do Zoos Do For Conservation? Frontier Gap.
Retrieved from http://thedo.do/1vZyEWT
This article discussed the way zoos operate as well as their conservations efforts. Some of the
points of interest included:
● If animals should actually be kept in captivity or not
● Whether the animals being studied are ones that need to be or just the ones that would
attract people
● Suggesting ways for zoos to better care for endangered species by specializing in a single
species instead of multiple
● How research is more successful on captive animals
● How the location of zoos effect the animals
● The role zoos play in the lives of people
Williams, C. (February 1, 2012). Management. Cengage Learning. Retrieved from:
http://bit.ly/2pvZheS
This online edition of an e-book is about economics and business. A section of this book details
how to deal with change within the workplace and how to get everyone more involved with the
process. An example from within the section about resisting change focuses on the San Diego
Zoo. Allowing employees to participate in the planning and implementation of the process gave
them more insight to the organization. In order for the San Diego Zoo to create a better
conservation program for its employees, they began by asking what was working and what could
be done better. Following this they could better utilize their internal resources and execute their
plans.
The Muse (August 20, 2013). Super-Easy Way To Get More Involved At Work. Forbes.
Retrieved from: http://bit.ly/2pqM6fg
This article demonstrates ways to get ahead and more involved once you have already secured a
job position. ‘Being part of a club’ within your office space, like joining the company softball
team, allows you to know your co-workers better and get a feel for different areas of the
workplace. Going beyond your comfort zone while showing how versatile you are will not only
impress your boss but give you the opportunity to learn from others within that area of expertise.
Also understanding the goals of others and looking at the bigger picture can help boost you up
through the company.
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7. St. Louis Zoo (2016) 2015 Annual Report. WildCare Institute. Retrieved from:
http://bit.ly/2oJJrfc
The Saint Louis Zoo took part in conservation projects not only throughout Missouri, but around
the globe. A main goal of the Zoo is to provide education to the public about issues such as
habitat destruction, pollution, disease threats, loss of biodiversity, the impact of climate change
and human-animal conflict. The Annual Report for 2015 also discussed the main points of what
types of conservation happened and where over that year, including:
● Center for American Burying Beetle Conservation
● Ron Goellner Center for Hellbender Conservation
● Center for Conservation in the Horn of Africa
● Center for Conservation of the Horned Guan in Mexico
● Center for Conservation in Madagascar
● Center for Native Pollinator Conservation
● Center for Conservation in Punta San Juan, Peru
● Saharan Wildlife Recovery Center
● Center for Conservation in Western Asia
● Institute for Conservation Medicine
Advani, Avinash and Gulzar, Saba (January 2016). Impact of Employees Participation on Job
Satisfaction: Evidence From Karachi’s Tertiary Education Sector. Indian Journal of Commerce
and Management Studies. Retrieved from: http://bit.ly/2oncN0x
This research article focuses on the impact of participation by employees within their jobs and
how that increases the satisfaction they feel. By employers offering employees the chance to be
more proactive in the job, though providing new opportunities or communicating needs better,
there is proven success within the company. Another way to ensure success within a company is
requiring the implementation of effective communication by sharing information to all
employees. Giving employees the opportunity to be part of a team working towards the
organization’s mission fosters an environment of personal growth and eventually a strong
identification within the workplace.
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8. Employee Review:
Reviews from Indeed.com of the St. Louis Zoo. Retrieved from: http://indeedhi.re/2o3SaKL
This website revealed the attitudes and ideas of previous/current employees of the St. Louis Zoo.
From here the Zoo received a score of 4.5/5 stars with the following reviews:
● Great place to work to gain the importance experience needed in the field of
Conservation.
● I have learned so much, I have been improving my communication skills ever since I
joined and all my coworkers are nice and accepting they all took me in right under their
wing.
● Everyone at the zoo got along and worked together. There wasn't a hard part about
working at the zoo because everyone helped everyone out.
● Great conversations about the animals and conservation with the use of biofacts.
● The most enjoyable part of the job is greeting customers and also having a safe and fun
working environment.
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9. ANALYSIS & STRATEGIC PLANNING
Mission Statement:
To conserve animals and their habitats through animal management, research, recreation, and
educational programs that encourage the support and enrich the experience of the public.
Project Goal:
To increase awareness of conservation efforts and endeavours employees can partake in at the St.
Louis Zoo. Two of the main missions of the Zoo are to help the conservation of animals and to
educate the public. The employees of the Zoo constantly have direct access to visitors, giving
them the greatest chance of showing off all of conservations efforts happening. Employees that
are not only knowledgeable about these endeavors but also have more opportunities to
participate, are more likely to teach the public something.
Objectives:
Object One: To increase the level of communication of conservation opportunities for managers
by 40% in 6 months, compared to data from the research stage.
Object Two: To increase the level of communication of conservation opportunities for
employees by 40% in 6 months, compared to data from the research stage.
Object Three: To increase the level of communication of conservation opportunities for
volunteers by 40% in 6 months, compared to data from the research stage.
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10. Strategies:
Objective One: To increase communication to managers about conservations opportunities.
Strategy One: Use print material to communicate new conservation opportunities.
Strategy Two: Use technology resources to communicate new conservation
opportunities.
Strategy Three: Use face to face relations to communicate new conservation
opportunities.
Objective Two: To increase communication to employees about conservation efforts.
Strategy One: Use print material to communicate new conservation opportunities.
Strategy Two: Use technology resources to communicate new conservation
opportunities.
Strategy Three: Use face to face relations to communicate new conservation
opportunities.
Objective Three: To increase communication to volunteers about conservation efforts.
Strategy One: Use print material to communicate new conservation opportunities.
Strategy Two: Use technology resources to communicate new conservation
opportunities.
Strategy Three: Use face to face relations to communicate new conservation
opportunities.
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11. COMMUNICATION & TACTICS
Tactics:
Objective One: To increase communication to managers about conservations opportunities.
Strategy One: Use print material to communicate new conservation opportunities.
Tactic One: Create printed brochures to brief managers on conservation
opportunities when they arise. This brochure will contain information pertinent to
managers such as: how many employees may participate, locations, dates, costs
involved, requirements, etc.
Tactic Two: Create printed material to use during an orientation session as
conservation opportunities arise. These manuals will outline how procedures will
be conducted for each new endeavour.
Tactic Three: Create a bulletin board in a manager space that contains
information about new conservation efforts. Include information on when they
will be briefed on orientation information and what they should convey to
employees.
Strategy Two: Use technology resources to communicate new conservation
opportunities.
Tactic One: Create a tab on the employee website, or intranet, that allows them
up to date access to new opportunities. This new feature will allow quicker access
to new conservation endeavours as they appear and also the ability to apply to
partake in them.
Tactic Two: Create a video to share online with information over new
conservation opportunities. This video will be only a few minute, very
lighthearted and entail import details on new conservation efforts.
Tactic Three: Create an instagram account that can visually connect managers
with new conservation opportunities. There will be postings of informative
images for new endeavours as well as allow managers the chance to share their
own images of activities.
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12. Strategy Three: Use face to face relations to communicate new conservation
opportunities.
Tactic One: Hold monthly meetings of all managers with upper management to
brief them on new conservation opportunities as they arise.
Tactic Two: Conduct an orientation meeting between all managers that outlines
the procedures of new conservations efforts. These orientations will take only 45
minutes and be a brief overview of what the endeavours will entail.
Tactic Three: Hold monthly meetings one-on-one with each manager and their
supervisor to brief them on new conservation opportunities.
Objective Two: To increase communication to employees about conservation efforts.
Strategy One: Use print material to communicate new conservation opportunities.
Tactic One: Create printed brochure to brief employees on conservation
opportunities when they arise. This brochure will contain information pertinent to
employees such as: how many may participate, locations, dates, what is expected,
what the work will entail, ect.
Tactic Two: Create printed material to use during an orientation session as
conservation opportunities arise. These manuals will outline how procedures will
be conducted for each new endeavour.
Tactic Three: Create a bulletin board in an employee space that contains
information about new conservation efforts. Include when they will take place,
what they are, and the next steps to acquiring more information.
Strategy Two: Use technology resources to communicate new conservation
opportunities.
Tactic One: Create a tab on the employee website, or intranet, that allows them
up to date access to new opportunities. This new feature will allow quicker access
to new conservation endeavours as they appear and also the ability to apply to
partake in them.
Tactic Two: Create a video to share online with information over new
conservation opportunities. This video will be only a few minute, very
lighthearted and entail import details on new conservation efforts.
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13. Tactic Three: Create an instagram account that can visually connect employees
with new conservation opportunities. There will be postings of informative
images for new endeavours as well as allow employees the chance to share their
own images of activities.
Strategy Three: Use face to face relations to communicate new conservation
opportunities.
Tactic One: Hold monthly meetings of all employees with their reporting
manager to brief them on new conservation opportunities as they arise.
Tactic Two: Conduct an orientation meeting between all employees that outlines
the procedures of new conservations efforts. These orientations will take only 45
minutes and be a brief overview of what the endeavours will entail.
Tactic Three: Hold monthly meetings one-on-one with each employee and their
reporting manager to brief them on new conservation opportunities.
Objective Three: To increase communication to volunteers about conservation efforts.
Strategy One: Use print material to communicate new conservation opportunities.
Tactic One: Create printed brochure to brief volunteers on conservation
opportunities when they arise. This brochure will contain information pertinent to
volunteers such as: how many may participate, locations, dates, what is expected,
what the work will entail, ect.
Tactic Two: Create printed material to use during an orientation session as
conservation opportunities arise. These manuals will outline how procedures will
be conducted for each new endeavour.
Tactic Three: Create a bulletin board in a volunteer space that contains
information about new conservation efforts. Include when they will take place,
what they are, and the next steps to acquiring more information.
Strategy Two: Use technology sources to communicate new conservation
opportunities.
Tactic One: Create a tab on the an intranet for volunteers, that allows them up to
date access to new opportunities. This new feature will allow quicker access to
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14. new conservation endeavours as they appear and also the ability to apply to
partake in them.
Tactic Two: Create a video to share online with information over new
conservation opportunities. This video will be only a few minute, very
lighthearted and entail import details on new conservation efforts.
Tactic Three: Create an instagram account that can visually connect volunteers
with new conservation opportunities. There will be postings of informative
images for new endeavours as well as allow volunteers the chance to share their
own images of activities.
Strategy Three: Use face to face relations to communicate new conservation
opportunities.
Tactic One: Hold monthly meetings of volunteers able to participate in new
endeavors with volunteer coordinator to brief them on new conservation
opportunities as they arise.
Tactic Two: Conduct an orientation meeting between volunteers able to
participate that outlines the procedures of new conservations efforts. These
orientations will take only 45 minutes and be a brief overview of what the
endeavours will entail.
Tactic Three: Hold monthly meetings one-on-one with interested volunteers and
the volunteer coordinator to brief them on new conservation opportunities.
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15. Examples:
Objective One/Two/Three, Strategy Two, Tactic Three: Create an instagram account that can
visually connect managers/employees/volunteers with new conservation opportunities. There
will be postings of informative images for new endeavours as well as allow
managers/employees/volunteers the chance to share their own images of activities.
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16. Objective Two, Strategy One, Tactic One: Create printed brochure to brief employees on
conservation opportunities when they arise. This brochure will contain information pertinent to
employees such as: how many may participate, locations, dates, what is expected, what the work
will entail, ect.
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17. Objective One, Strategy Three, Tactic Two: Conduct an orientation meeting between all
managers that outlines the procedures of new conservations efforts. These orientations will take
only 45 minutes and be a brief overview of what the endeavours will entail.
Purpose of Event:
The purpose of this event is to brief managers on details of new conservation endeavours
with a 45 minute orientation.
Description of Event:
A(n) upper-management official(s) will meet with all managers able to partake in new
efforts and pass out a more indepth sheet covering everything else. This will allow the managers
to be knowledgeable about what will be taking place so they can easily convey this to other
employees able to participate.
Event Schedule:
Second Wednesday of each month at 9:00am-9:45am.
9:00am- Intro of new program
9:20am- Passing out of orientation material
9:25am- Open floor to questions from managers
9:35am- Tell what to be on the lookout for/reminders
9:45am- Conclude meeting
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18. Objective Two, Strategy One, Tactic Three: Create a bulletin board in an employee space that
contains information about new conservation efforts. Include when they will take place, what
they are, and the next steps to acquiring more information.
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19. Objective Two, Strategy Three, Tactic Three: Hold monthly meetings one-on-one with each
employee and their reporting manager to brief them on new conservation opportunities.
Purpose of Event:
The purpose of this event is to brief employees able to participate and have filled out an
application, on details of new conservation endeavours with a 30 minute one-on-one meeting.
Description of Event:
The reporting manager of said employee will meet with this employee one-on-one. This
employee will have already applied and is being considered for this opportunity so the
information will be more in depth. This will allow this employee to be knowledgeable about
what will be taking place so they can easily understand what will be expected from them during
this effort. They will also gain more information on their standing of being chosen for it. This
meeting would happen once a month for serious candidates to give them more information, so
length will vary depending upon the endeavour being discussed.
Event Schedule:
Gray Bat Conservation Effort One-On-One Meeting
Saturday, May 13th at 1:00-1:30pm
1:00pm- Welcome, go over application and standings
1:10pm- Discuss important details
1:20am- Open floor to questions from employee
1:30pm- Conclude meeting
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20. MEASUREMENTS
Object One: To increase the level of communication of conservation opportunities for managers
by 40% in 6 months, compared to data from the research stage.
Method of Measurement: Use questionnaires to gage if communication has increased.
Questionnaires will be given prior to the beginning of the campaign and once again 6
months after implementation.
Results of Evaluation: This objective was met by increasing the level of communication
to managers by 45%.
Object Two: To increase the level of communication of conservation opportunities for
employees by 40% in 6 months, compared to data from the research stage.
Method of Measurement: Use questionnaires to gage if communication has increased.
Questionnaires will be given prior to the beginning of the campaign and once again 6
months after implementation.
Results of Evaluation: This objective was met by increasing the level of communication
to employees by 45%.
Object Three: To increase the level of communication of conservation opportunities for
volunteers by 40% in 6 months, compared to data from the research stage.
Method of Measurement: Use questionnaires to gage if communication has increased.
Questionnaires will be given prior to the beginning of the campaign and once again 6
months after implementation.
Results of Evaluation: This objective was met by increasing the level of communication
to volunteers by 45%.
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21. EXECUTIVE SUMMARY EVALUATION
This Internal Relations Campaign aimed to increase the level of communication of
conservation efforts and endeavours available to three different types of employees of the St.
Louis Zoo. These types of employees included managers, regular employees, and volunteers.
This increase of communication would not only help the Zoo further pursue its mission of
conservation but allow the managers, employees, and volunteers to grow as individuals.
The various tactics seen within this campaign work well together to develop a much more
seamless channel of communications from the zoo to employees on what types of conservation
endeavours are available to them. There are three main avenues discussed as part of this
campaign were printed media, online resources, and face-to-face. Even though these vary in
styles, there will be something to reach out to everyone.
The measurements done at the end of the campaign proved its success. Each of the goals
set out to increase communications by a 40 percent margin over the period of 6 months. The goal
was surpassed by 5 percent which shows just how many employees can be reached in a short
period of time.
It is important to take into consideration the Zoo’s mission as a whole. Now that
employees are better informed on the opportunities they can participate in, they will be able to
better teach the community about these endeavours as well. The animals are always at the heart
of every activity the Zoo does and having the hearts of the patrons also on the same page will
only promote existential growth.
Next Steps:
It is the recommendation of the Public Relations department that these changes are
adopted into policy and become a standard way of communication for the conservation
endeavours of the Zoo. Making these changes permanent will not only be for the benefit of the
Zoo but it will also allow their employees’ personal growth to increase and better follow the
mission statement in place. In the future with more involvement the Zoo may also look to get
more two-way communication and see what conservation endeavours employees are interested
in.
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