COMMUNICATIONS CAMPAIGN

By Shannon Karpinski

MA Public Advocacy and Activism

Communications, Media and Marketing
Submitted to Orla Higgins
Submitted by Shannon Karpinski on 10/12/2018
Table of Contents
Executive summary ....................................................................................................................................... 1
Background ................................................................................................................................................... 3
Social Issue ................................................................................................................................................... 3
Situation Analysis ......................................................................................................................................... 5
PESTEL ........................................................................................................................................................ 6
Target Audiences .......................................................................................................................................... 6
Description ................................................................................................................................................ 6
Others who have influence with the target audience ................................................................................ 7
Market research findings........................................................................................................................... 8
Filling skills gaps in the Irish labour market......................................................................................... 9
Building off European Union initiatives ............................................................................................. 10
Behaviour Objectives and Target Goals ..................................................................................................... 10
Target audience barriers, benefits, motivators, competition and influential others .................................... 11
Perceived barriers and costs associated with adopting the desired behaviour ........................................ 11
Desired benefits the target audience wants in exchange for performing the desired behaviour ............. 11
Potential strategies the target audience identifies that might motivate them to perform the behaviour . 12
Competing behaviours, forces and choices ............................................................................................. 12
Positioning statement .................................................................................................................................. 12
Campaign Communications Plan: The Community of Sanctuary Employers Group ................................. 12
Product .................................................................................................................................................... 12
Communications Objectives ................................................................................................................... 13
Key Messages ......................................................................................................................................... 13
Communications Channels ..................................................................................................................... 14
Strategic Alliances and Partnerships ................................................................................................... 14
Face-to-Face Marketing ...................................................................................................................... 15
Infographics .................................................................................................................................... 15
Commitment statement ................................................................................................................... 15
Events.............................................................................................................................................. 16
Public Relations .................................................................................................................................. 16
Press releases .................................................................................................................................. 17
Radio ............................................................................................................................................... 17
Social Media ....................................................................................................................................... 17
Facebook advertisement .................................................................................................................. 17
 Human interest stories..................................................................................................................... 18
Email ............................................................................................................................................... 19
Additional printed materials................................................................................................................ 19
Implementation Steps.................................................................................................................................. 19
Timeline ...................................................................................................................................................... 20
Budget and costing...................................................................................................................................... 20
Finding sources for additional funding ................................................................................................... 21
Plan for monitoring and evaluation............................................................................................................. 21
How to measure ...................................................................................................................................... 22
Conclusion .................................................................................................................................................. 22
Appendix A ................................................................................................................................................. 23
Infographic 1 ........................................................................................................................................... 23
Appendix B ................................................................................................................................................. 24
Infographic 2 ........................................................................................................................................... 24
Appendix C ................................................................................................................................................. 25
Infographic 3 ........................................................................................................................................... 25
Appendix D ................................................................................................................................................. 26
Commitment Statement .......................................................................................................................... 26
Appendix E ................................................................................................................................................. 27
Event Invitation....................................................................................................................................... 27
Appendix F.................................................................................................................................................. 28
Press release sample ................................................................................................................................ 28
Appendix G ................................................................................................................................................. 29
Stickers.................................................................................................................................................... 29
Appendix H ................................................................................................................................................. 30
Facebook Advertisement ........................................................................................................................ 30
Appendix I .................................................................................................................................................. 31
Cost quotes for materials ........................................................................................................................ 31
References ................................................................................................................................................... 32
Executive summary

The Galway Community of Sanctuary’s (GCS) mission was to build a culture of

welcome and hospitality for refugees, asylum seekers, and Irish Travellers. GCS wanted to

implement a campaign to educate the public about asylum seeker, refugee, and Traveller-specific

issues with the goal of becoming a community of sanctuary by 2020. The SWOT and PESTEL

analyses showed that there were many opportunities for this campaign to succeed, as well as an

environment that was continually moving towards more inclusiveness in the community.

Discrimination in the workplace against asylum seekers, refugees, and Travellers was one

of the largest barriers to GCS achieving their goal. To address the issue of discrimination, this

campaign targeted businesses in Galway. The primary audience was businesses in Galway that

have hired or were actively recruiting asylum seekers, refugees, and Travellers. The secondary

audience was businesses that have not hired or were not actively recruiting asylum seekers,

refugees, and Travellers. When this campaign was created, businesses were more inclined to hire

white Irish nationals than non-white Irish Nationals, non-Irish Nationals of colour, or Irish

Travellers. Businesses were not educated on the issues facing asylum seekers, refugees, and

Travellers, the costs of discrimination for businesses, or the incentives of having a diverse

workforce.

The communications plan relied on the key messages that discrimination in the

workplace is illegal and costly to business, having a diverse workforce is beneficial to business

and the Irish economy, and that committing to fostering a welcoming and inclusive environment

proves employers’ commitment to the success of their businesses. The goals of this campaign

were to create a welcoming environment for asylum seekers, refugees and Irish travellers by

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encouraging businesses to enforce anti-discrimination policies in the workplace and actively

recruit asylum seekers, refugees and Travellers, to increase the percentage of businesses that

know discrimination against asylum seekers, refugees and Irish Travellers in the workplace is

illegal and costly to businesses, and to increase the percentage of businesses that believe hiring

asylum seekers, refugees and Travellers is good for business and the Irish economy.

To communicate these messages, this campaign relied on face-to-face marketing,

strategic partnerships and alliances, public relations, social media, and additional printed

materials. Building the Community of Sanctuary Employers Group was an ongoing task that

relied on consistent and targeted promotion, providing clear and adequate incentives for the

target audience to adopt the desired behaviours, and strong community leadership and

partnerships.

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Background

The Galway Community of Sanctuary (GCS) is a movement to build a culture of welcome

and hospitality for refugees, asylum seekers and Irish Travellers. It is part of the national Places

of Sanctuary Ireland network and incorporates communities which share the objectives of

promoting the integration, inclusion and welfare of refugees, asylum seekers and vulnerable

migrants, by encouraging every sector of society to make a practical commitment to becoming

places of welcome and safety. The figures released by the Central Statistics Office in the

‘Diversity’ report show that on Census Night 2016, 18.6% of Galway City’s population were

non-Irish nationals, with a figure of 8.4% in the county.

GSC decided to initiate a campaign to promote a culture of welcome within Galway city

and county for refugees, asylum seekers and Irish Travellers. The campaign is aimed at

educating Galway’s public about Traveller and asylum-specific issues, with a goal of Galway

city and county becoming a Community of Sanctuary to coincide with our designation of

European Capital of Culture in 2020.

Social Issue

Discrimination in the workplace is a large barrier to Galway becoming a Community of

Sanctuary. According to the Discrimination in the Labour Market: Nationality, Ethnicity and the

Recession report, compared to White Irish respondents, Black respondents are three times more

likely to experience discrimination in the workplace and in access to public services, and over

four times more likely to experience discrimination in access to private services. White non-Irish

do not differ from White Irish respondents in reported discrimination in any domain; the

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workplace, seeking work, or in relation to public services. The report also finds that migrants

who arrived in Ireland during or after 2008, when the recession began, are looking for work in an

unstable labour market with high rates of unemployment. These immigrants are almost twice as

likely as White Irish nationals to report discrimination when looking for work (Kingston,

Mcginnity, & O’Connell 2015).

Further, according to a study by the Economic and Social Research Institute, Irish Travellers

are almost ten times more likely than the White Irish group to experience discrimination in

seeking work, and over twenty-two times more likely to experience discrimination in access to

private services (Mcginnity, et al. 2017). Lead author of the report, Frances McGinnity of the

ESRI stated: "Discrimination can be damaging to the individuals who experience it, in terms of

their self-esteem, well-being and for their material outcomes such as their income and access to

valued positions and services. "There are also costs at a societal level. Discrimination in the

labour market may be economically inefficient, as the skills of individuals are not effectively

used. Discrimination can also undermine social cohesion. Monitoring and tackling discrimination

is, therefore, an important issue for Irish society."

Work, whether it is paid employment, unpaid work in the home, as a caregiver, or in a

volunteer capacity, is widely recognised as being central to human dignity. The International

Covenant on Economic, Social and Cultural Rights (ICESCR) provides for the "right to work,

which includes the right of everyone to the opportunity to gain his living by work which he

freely chooses or accepts.” To become a true community of sanctuary, Galway area employers

must demonstrate that they are welcoming to refugees, asylum seekers and Irish Travellers.

Discrimination in the workplace has the potential to harm businesses’ reputations, negatively

impact employee morale, and cost money in litigation fees when dealing with formal complaints.

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 The purpose of this campaign is to decrease discrimination against refugees, asylum seekers

and Travellers seeking employment. The focus of this campaign is to create a welcoming

environment in Galway-area businesses for refugees, asylum seekers and travellers.

Situation Analysis

Strengths Weaknesses
• Employment Equality Act 1998 – • Limited financial resources
anti-discrimination law • Limited human resources
• GCS is knowledgeable about issues • Lack of visibility in the community
facing refugees, asylum seekers and • Housing crisis – a conflation of issues
Travellers
• GCS has strong connections with
refugees, asylum seekers and
Travellers in Ireland

Opportunities Threats
• Support of other community • Businesses not always motivated by
organisations (NUIG, Fáilte Refugees human rights/social responsibility
Society, Galway Anti-Racism approach
Network, Galway Integration • Businesses aren’t aware of the costs
Consortium, AMACH LGBT+ and effects of discrimination
Galway, Galway Traveller Movement) • New “right to work” legislation for
• Skills gaps exist in various industries asylum seekers is still very strict and
that can be filled with migrant or exclusive
Traveller workers
• Build off Employers together for
Integration initiative in EU
• Incentives exist for businesses to have
a diverse workforce
• Build off Galway Capital of Culture
2020

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PESTEL

Political Economic Social

• Government is slow to • Recession • A conflation of issues:
adopt policies to fit • The unemployment housing crisis seems
the realistic needs of rate is dropping to be the priority
refugees, asylum • Labour market needs • Discrimination is
seekers and Travellers skilled workers common/part of the
current social norm

Technological Environmental Legal

• GCS not very active
on or familiar with
social media
platforms
• Many businesses use
Facebook pages or
other social media
• Corporate social • Evolving Right to
responsibility policies work legislation for
are becoming more asylum seekers
common in businesses • Limitations to kind of
• European Union work asylum seekers
Employers together can do
for Integration • Employment Equality
initiative Act 1998

Target Audiences

Description

In the Galway business directory, there are over 200 categories of employers in County

Galway. Some of the major industries in Galway include medical technology, technology, retail,

hospitality, healthcare, and tourism. According to GCS, the largest employment sectors currently

hiring migrant workers are home help, healthcare, nurse aids, or hospitality (security and

cleaning). Nationally, according to the 2016 Census, the largest sectors in which immigrants

worked are accommodation and food, IT and communications, manufacturing, and construction.

For this campaign, the primary target audience is businesses in Galway that are actively

recruiting or already employing asylum seekers, refugees, and Travellers. These employers can

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be identified by surveying the local community of asylum seekers, refugees and Travellers or by

inquiring directly with local businesses. The primary target audience is in the contemplation or

in-action stage and will, therefore, be easier to target than the secondary audience.

The secondary target audience is businesses in Galway not actively recruiting asylum

seekers, refugees and Travellers. These employers are in the precontemplation stage, so part of

the campaign’s aim is to educate these employers and give them incentives for changing their

behaviour.

Others who have influence with the target audience

Consumers are the main influencers of employers’ decisions. If GCS can demonstrate

that becoming a community of sanctuary by 2020 is what the public wants, businesses will see

that becoming a GCS accredited employer will increase business. Trade unions also influence

employers’ behaviours, so partnering with local unions can put pressure on businesses that

discriminate against refugees, asylum seekers and Travellers to change their behaviours.

Additionally, lobbying organisations influence businesses in various sectors. For example, hiring

asylum seekers is a major component in the Irish Tourist Industry Confederation’s (ITIC) long-

term strategic plan (Staff 2018). This will encourage businesses in that industry to branch out of

their ‘normal’ hiring practises. Finally, leaders of other major businesses in Ireland and in

Galway influence the behaviours of other businesses in the same industries or otherwise.

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Market research findings

Engaging with employers in the hiring of refugees

According to the United Nations High Commissioner for Refugees (UNHCR), “many

employers put forward corporate social responsibility (CSR) as the main reason for hiring

refugees.” A joint survey by the OECD together with the Association of German Chambers of

Industry and Commerce and the Ministry of Labour and Social Affairs, interviewing some 2,200

German employers in early 2017, found that almost “80% of participating employers who hired

asylum-seekers or refugees did so at least in part because of a sense of social responsibility.”

This still leaves 20% of employers who were not motivated by a sense of social responsibility.

Therefore, there is a need to make a business case for hiring asylum seekers, refugees or

Travellers. Additionally, “removing initial barriers, and documenting and promoting the business

case for refugee employment for different types of companies across various sectors and

contexts, is critical to create sustainable employment opportunities for all refugees” ("Engaging

with Employers in the Hiring of Refugees" 24).

The report also states that making a strong business case is more feasible when employers

face immediate difficulties in filling positions in areas where refugees can contribute, or for

employers who have an active diversity policy aimed at boosting innovation and productivity.

Having a workforce that reflects their diverse customer base is also a strong incentive for many

employers to hire refugees. In addition, employers have stressed that refugees are often a

particularly motivated and committed workforce. ("Engaging with Employers in the Hiring of

Refugees" 24).

Lastly, the UNHCR Report recommends that civil society organisations directly assist

refugees and employers with information about workers rights. Among the participating

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employers in the OECD survey, “three out of four employers who had hired refugees reported

only few or no difficulties with them in daily work. Accordingly, in total, more than 80% of all

employers who had hired refugees were broadly or fully satisfied with their work” ("Engaging

with Employers in the Hiring of Refugees" 25).

Filling skills gaps in the Irish labour market

During the launch event of their eight-year national strategy, the Irish Tourist Industry

Confederation (ITIC) identified the tourism trade as having a major advantage to hiring asylum

seekers to plug skills gaps. “There are lots of talented chefs, tour guides, people with hospitality

skills who are currently not allowed work,” said Eoghan O’Mara Walsh, chief executive of ITIC.

“Tourism has a problem: it can’t find enough qualified workers. If the qualified workers are

within the refugee community, then we should give them every opportunity to earn a living.”

Several panellists at the ITIC event agreed that Irish hospitality is likely to face a talent crunch as

it looks to grow from 8.9 million annual visitors to 13.7 million by 2025. Tourism businesses in

the Galway area can directly benefit from hiring asylum seekers, refugees and Travellers to plug

skills gaps that exist in this sector (Staff).

Additionally, “the State will lose out if businesses do not tap into the skills and

experience that migrants can bring to the workplace,” Virgin Media Ireland chief executive Tony

Hanway said. “We have full employment in the country now, and let’s face it, there really is an

amazing shortage of talent. If we can’t fill the jobs in Ireland, then that economic activity is

going to go somewhere else” (Slattery).

Meanwhile, more asylum seekers have been granted work permits under the new right to

work system introduced by the Irish government in June. According to the Irish Times, more

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than 500 asylum seekers, some 10 per cent of the total number of people living in direct

provision, were granted work permits in August 2018 (Bardon). This means there is an increase

in people currently looking for jobs in the Irish labour market that employers can recruit.

Building off European Union initiatives

Some work has already been done within Europe to gather employers’ support for the

integration of immigrants and refugees into the labour market in various countries. On 23 May

2017, the European Commission launched the initiative Employers together for integration at the

occasion of the second meeting of the European Dialogue on Skills and Migration to give

visibility to what employers are doing to support the integration of refugees and other migrants

into the labour market. Employers can join this initiative by describing their current and future

actions to support the integration of refugees and other migrants in their workforce and beyond.

Some of the businesses included in this initiative are T-Mobile, CISCO, and Ben & Jerry’s

(Santos). This suggests that there is already a desire by major companies in Europe to commit to

fostering a welcoming and inclusive environment.

Behaviour Objectives and Target Goals

Behaviour goal: Create a welcoming environment for asylum seekers, refugees and Irish

travellers by enforcing anti-discrimination policies in the workplace and actively recruiting

asylum seekers, refugees and Travellers.

Knowledge goal: Increase the percentage of businesses that know discrimination against

asylum seekers, refugees and Irish Travellers in the workplace is illegal and costly to businesses.

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 Belief Goal: Increase the percentage of businesses that believe hiring asylum seekers,

refugees and Travellers is good for business and the Irish economy.

Target audience barriers, benefits, motivators, competition and

influential others

Perceived barriers and costs associated with adopting the desired

behaviour

The major perceived barrier to adopting the desired behaviour is the belief that the

process of hiring asylum seekers and refugees is complicated and takes too much time to

navigate. Irish Times reporter Sorcha Pollak has reported on Twitter that many asylum seekers

have contacted her saying that employers have refused to consider them for job openings because

they didn’t recognise the paperwork.

Desired benefits the target audience wants in exchange for performing

the desired behaviour

Since 18.6% of Galway City’s population are non-Irish nationals according to the 2016

Census, having a workforce that reflects their diverse customer base is a strong benefit for many

employers to hire refugees, asylum seekers or Travellers. Businesses also want access to a

network of motivated and committed possible future employees. Another benefit to adopting the

desired behaviour of hiring refugees, asylum seekers and Travellers is positive public relations

that will lead to an increase in business. Lastly, GCS could offer free promotion of businesses on

social media, printed materials, and sponsorships of community events.

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Potential strategies the target audience identifies that might motivate
them to perform the behaviour

One potential strategy identified by businesses that might motivate them to perform the

desired behaviour is the facilitation of employers’ awareness that while hiring refugees and

asylum seekers can be challenging, they stand to gain a lot if they hire a workforce that is

diverse, adaptable and willing to learn. Another potential strategy is showcasing positive

examples through testimonies of employers and refugees, asylum seekers or Travellers and

demonstrate how their specific skills have been used by companies ("Engaging with Employers

in the Hiring of Refugees" 25).

Competing behaviours, forces and choices

The main competing behaviour is businesses choosing to hire only white Irish nationals or white

non-Irish nationals.

Positioning statement

We want Galway businesses to see hiring asylum seekers, refugees and Travellers as a

way to be a respected and prosperous business and as more important and beneficial than only

hiring white Irish nationals or white non-Irish nationals.

Campaign Communications Plan: The Community of Sanctuary

Employers Group

Product

• Actual product: Hiring asylum seekers, refugees and Travellers.

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 • Augmented product: Community of Sanctuary Employers Group accreditation which

includes the benefits of recruiting, networking and educational events and workshops,

accreditation visibility sticker,

• Core product: Increase in business and positive public relations, features in press releases

and at the initial launch event, promotion on GCS printed materials and social media,

email community newsletter.

Communications Objectives

The communications objectives in this campaign are centred around the following goals:

• Behaviour goal: Create a welcoming environment for asylum seekers, refugees and Irish

travellers by enforcing anti-discrimination policies in the workplace and actively

recruiting asylum seekers, refugees and Travellers.

• Knowledge goal: Increase the percentage of businesses that know discrimination in the

workplace is illegal and costly to businesses.

• Belief Goal: Increase the percentage of businesses that believe hiring asylum seekers,

refugees and Travellers is good for business and the Irish economy.

Key Messages

• Hiring asylum seekers, refugees, and Irish Travellers will help your business flourish.

• Discrimination against asylum seekers, refugees, and Irish Travellers is illegal and bad

for the labour market and economy.

• Fostering a welcoming and diverse workplace culture boosts employee morale and your

business’ public image.

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 • By joining the Community of Sanctuary Employers Group, you are proving your

commitment to the success of your business.

Communications Channels

There are many easy and cost-effective communications channels that can be used to

communicate the key messages to the target audiences. According to Introduction to Social

Marketing, strategic alliances and partnerships, face-to-face marketing, public relations, and

social media provide the most opportunities to stretch the organisation’s budget as far as possible

while maximising the impact of the campaign’s key messages on the target audiences. In

addition to these channels, printed materials will help promote visibility of the campaign within

the Galway community and amongst the target audiences.

Strategic Alliances and Partnerships

Identifying specific organisations that will help promote this campaign’s messages is

cost-effective and will add additional value and credibility to the campaign and to the Galway

Community of Sanctuary as an organisation. Some of the community organisations that currently

align or would potentially align themselves with the Community of Sanctuary Employers Group

include NUIG, Fáilte Refugees Society, Galway Anti-Racism Network, Galway Integration

Consortium, AMACH LGBT+ Galway, Galway Traveller Movement, and local trade unions.

The Centre of Excellence for Public Sector Marketing states “the primary value of

working with these partners towards an integrated approach is that they have the ability to move

beyond a public education role to one where they can offer viable solutions at the appropriate

time that moves the target audiences closer to action.”

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Face-to-Face Marketing

Building strong personal relationships with the businesses that will be recruited for the

Community of Sanctuary Employer’s group is vital to the campaign’s success. Direct face-to-

face contact is the first step in identifying the initial employers that may want to become

accredited with the group.

Infographics

Educating employers on why they should adopt the desired behaviour is an important

step to implementing this campaign. Distributing infographics to employers will directly and

simply communicate the key messages and the incentives for them to become part of the

Community of Sanctuary Employers Group. To help employers understand who they should be

hiring and why, sample infographics were created to educate them on the unique issues facing

refugees, asylum seekers, and Travellers. Finally, infographics that list the benefits of a diverse

workforce will reinforce the idea that hiring asylum seekers, refugees, and Travellers is good for

their business and the economy. All infographic examples were created with a free software

called Canva. Canva is free and easy to use, and it provides templates that can be saved to keep

branding and design consistent. (See Appendices A-C)

Commitment statement

A commitment statement can be given to employers to display when they become

accredited with the Community of Sanctuary Employers group. This clearly communicates the

key messages of the campaign and is designed to remind the accredited employers of the

incentives and purpose of the group. Some of these key messages are “the skills and talents of

asylum seekers, refugees and Travellers should not be wasted. When effectively included in the

15
labour market, they can help meet the growing needs for skills across the various sectors in

Ireland and make our economy stronger” and “employers can make an essential contribution in

promoting the inclusion of asylum seekers, refugees and travellers in the labour market and

beyond.” (See Appendix D)

Events

Special events, seminars, and workshops will help bolster the lasting relationship GCS

has with local businesses and will influence the target audience to adopt the desired behaviours

by directly communicating the campaign’s key messages. Once an initial group of employers has

been identified and have expressed their desire to commit to becoming a Community of

Sanctuary Employer, a launch event can be held where these employers will be publicly

acknowledged and promoted, and where other local businesses can attend to learn what it means

to become part of the group. (See Appendix E)

Workshops and special events can be held throughout the year for members of the

Employer’s Group for them to network with and recruit potential employees, learn more about

anti-discrimination policies and laws, and receive help navigating the process of hiring a refugee

or asylum seeker. Providing practical support for members of the group on any issues that may

prevent them from adopting or maintaining the desired behaviour will help sustain the

Employer’s Group and bring Galway closer to becoming a community of sanctuary by 2020.

Public Relations

Public relations is a tactic that can maximise visibility without requiring significant

funding. Successful public relations will generate positive mentions of GCS and the Community

16
of Sanctuary Employers Group, increasing the campaign’s credibility with both the public and

with the target audience.

Press releases

Press releases are an effective way to introduce a new campaign, inform the public, and

attract the attention of the target audiences. According to MediaLive, about 34% of adults read a

regional newspaper each week, so sending a press release to editors at the Connacht Tribune and

the Galway City Tribune introducing the campaign may generate attention (See Appendix F). If

additional funding is acquired for the campaign, paid advertisements can also be placed in both

newspapers.

Radio

According to MediaLive, about 34% of adults aged 20-50 years old listen to Galway Bay

FM. Therefore, another tactic for this campaign to use is a radio interview or segment. This is a

particularly good way to promote the campaign through a human-interest story. For example, the

segment could feature a local business and a refugee, asylum seeker or Traveller employee

telling the story about the positive impact the employee has had on the business, and the impact

the employer has had on the asylum seeker, refugee or Traveller. Like newspaper ads, paid radio

advertisement spots could be purchased if more funding is acquired for this campaign.

Social Media

Facebook advertisement

While social media may not be the primary method for communicating with the target

audience, it is important to utilise it for ongoing promotion of the campaign. Social media is also

17
a tool that can be used to promote the benefits of being part of this network. As an incentive to

become part of this network, you can promise businesses that you will promote them on social

media, on printed materials, in conversations or at events. Social media can also be used to

promote any upcoming events that may be of interest to the target audience.

Facebook is particularly good for cheap advertising directed towards a specific target

audience. In Ireland, 2.2 million people ages 13+ are on Facebook, with 28.9% aged 25-34,

20.7% aged 35-44, and 10.8% aged 45-54 according to MediaLive. With Facebook advertising,

GCS can choose the budget and build a highly specific audience. Some of the ways to segment

the audience are through interests, users connected to your page, gender, languages, country,

workplace, education, and age. The reach or distribution of ads on Facebook is determined by

several factors including target, competition, performance history, and budget. Facebook will

give you a "suggested bid range" to start which is based on the number of other advertisers

competing to reach your chosen target. However, you set the overall budget, daily maximum

spend, and time period. (See Appendix G)

Human interest stories

Social media, particularly Facebook, is the perfect medium for sharing human interest

stories that are relevant to the campaign and to the target audience. In a similar fashion as the

radio segment or interview, promoting the relationship between an employer and a refugee,

asylum seeker or Traveller employee will help with continuous promotion of the Employers

Group and will incentivise local businesses to become members.

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Email

Email is a useful tool for maintaining consistent contact with members of the Employers

Group. Setting up biweekly or monthly email blasts in a newsletter style will keep members

further informed about issues that affect them, upcoming events that may be of interest, and

acknowledgement of new employers that have joined the group.

Additional printed materials

Visibility within the community is another incentive for local businesses to join the

Employers Group. Once a business has been accredited, they can display a sticker in their

windows for the public to see, or wherever they choose within their business. This is a good way

to promote visibility. This is a tactic used in similar campaigns such as the Galway Capital of

Culture 2020. (See Appendix H)

Implementation Steps

Phase one:

1. Start with target audience most ready for action - Identify employers that have hired

asylum seekers, refugees, and/or Irish Travellers.

2. Recruit these businesses for the Community of Sanctuary Employers Group

3. Promote these connections publicly as positive for both the employees and employers

4. Invite businesses to the launch event for the Community of Sanctuary Employers Group

5. Send press releases, social media posts, put up flyers promoting launch event to further

recruit interested businesses

6. Continuously promote accredited businesses on social media, printed materials

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Phase two:

1. Begin targeting businesses who are in the precontemplation stage

2. Keep the momentum going with newsletter email updates to businesses, educational and

networking events, and continuous promotion on social media and in the press.

Timeline

Key Activities Tactics Timing

Phase one: Identify and recruit Face-to-face conversations, First quarter

primary target audience social media, press
releases, radio interviews
Launch event Event invite, press releases Second quarter

Promotion Facebook ads, radio, press Ongoing

Phase two: Recruit secondary
target audience
Networking, recruiting,
educational events
releases, social media,
events, radio, sticker
Face-to-face conversations, Third quarter
social media, press
releases, radio interviews
Social media, invitations, Ongoing
flyers, press releases

Budget and costing

The implementation of this campaign initially will require very little money however

some will be required throughout the campaign. The communications channels identified in this

plan have purposely been chosen as the most cost-effective methods to adequately communicate

the key messages to the target audiences. A budget of €0 to €3,000 will cover the costs

associated with the communications channels identified in the communications plan. With a
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budget of €3,000 to €8,000, there is potential to reach more of the target audience through paid

advertisements in local newspapers and on local radio. (See Appendix I)

Finding sources for additional funding

Finding sources for additional funding can be difficult for new non-profit organisations.

Along with the other benefits that come with partnering with other community organisations,

partnerships also provide the opportunity for organisations to pool both financial and human

resources. Community centres or universities may be able to offer event space for free or at

discounted costs and partner organisations may agree to assist with any costs associated with

promotional materials or may offer promotion on their social media accounts and printed

materials.

Corporate partners have several ways to support social marketing campaigns such as cash

grants and contributions, in-kind contributions, use of their distributions, and cause-related

marketing campaigns. Since corporations are included in the target audiences for this campaign,

this is a good resource to pursue in the future once GCS has established credibility in the

community and amongst the target audiences.

Plan for monitoring and evaluation

Items to measure

1. Changes in behaviour

• Percentage increase in the number of asylum seeker, refugee, and Irish Traveller

employees within a business

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 • Increase in the number of businesses actively recruiting asylum seekers, refugees,

and Travellers.

2. Changes in knowledge

• Increase in businesses’ awareness of Community of Sanctuary

• Increase in the percentage of businesses that know discrimination against asylum

seekers, refugees and Irish Travellers in the workplace is illegal and costly to

businesses.

3. Changes in belief

• Percentage increase in businesses that believe hiring asylum seekers, refugees and

Travellers is good for business and the Irish economy.

How to measure

1. By engaging with businesses and getting them to join the Employers Group, we can

constantly be aware of efforts they are taking to modify their behaviours.

2. Survey businesses about beliefs and knowledge before and after the campaign.

3. Monitor social media numbers, especially for Facebook ads.

Conclusion

By strategically targeting businesses in Galway, the Community of Sanctuary Employers

Group communications plan will bring Galway even closer to becoming a community of

sanctuary by 2020. This plan provides an opportunity to unite businesses in the belief that

Galway should be a welcoming and inclusive place for asylum seekers, refugees, and Irish

Travellers.

22
Appendix A
Infographic 1

23
Appendix B
Infographic 2

24
Appendix C
Infographic 3

25
Appendix D
Commitment Statement

26
Appendix E
Event Invitation

27
Appendix F
Press release sample
For Immediate Release
21 March 2019
Galway Community of Sanctuary Announces New Business Initiative
Introducing: Community of Sanctuary Employers Group
Galway— 21 March 2019 — Galway Community of Sanctuary invites businesses in Galway
county and city to become part of the movement to promote a culture of welcome for asylum
seekers, refugees, and Irish Travellers by joining the Community of Sanctuary Employers Group.
“Businesses play a large role in Galway’s welcoming and friendly reputation,” said Aidan Harte,
coordinator for Galway Community of Sanctuary. “For Galway to truly become a community of
sanctuary for Travellers and vulnerable migrants, businesses must commit to more active
recruiting of and the elimination of discrimination against asylum seekers, refugees, and
Travellers.”
The Community of Sanctuary Employers Group is a network of Galway businesses that pledge
to provide opportunities, value and further develop skills, and facilitate the creation of an
inclusive workplace for asylum seekers, refugees, and Travellers.
“The skills and talents of asylum seekers, refugees and Travellers should not be wasted. When
effectively included in the labour market, they can help meet the growing needs for skills across
the various sectors in Ireland and make our economy stronger," said Harte. “And by joining the
Community of Sanctuary Employers Group, employers are proving their commitment to their
business’ success.”
To become a Community of Sanctuary accredited employer, visit
www.galway.cityofsanctuary.org or contact Aidan Harte at sanctuarynuig@gmail.com.
###
For more information, contact:
Shannon Karpinski
083 356 6292
s.karpinski1@nuigalway.ie

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Appendix G
Stickers

29
Appendix H
Facebook Advertisement
Sample text to include with this post: “Did you know that when you become a Community of
Sanctuary employer, you have access to exclusive networking events and direct talent
recruitment?”

30
Appendix I
Cost quotes for materials

Press release Free

Stickers €76-€300 (depending on quantity)

Facebook Advertisement As low as €5 per week

Event Invitations 100 for €30

Commitment Statement 100 for €40

Infographics 300 for €75

Radio Interview Free

Event Rental Space Free-€300

Radio Advertisement Package €840 for 14 spots

31
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