This Valley Works IMC Plan

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November 29, 2017 Tommy Morgan

[email protected]

This Valley Works IMC Campaign Proposal © Morgan & Associates CONFIDENTIAL

IMC Campaign Proposal: Engaging Employers for Strategic Partnerships

mailto:[email protected]

This Valley Works IMC Campaign Proposal | CONFIDENTIAL

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Jo Nelson Director This Valley Works 302 2nd Street SW Roanoke, VA 24011 Dear Ms. Nelson, Morgan & Associates is delighted to present our credentials, approach, and methodology to serve the integrated marketing communications needs of This Valley Works. We understand your need to maintain an active presence in the greater Roanoke region to attract clients, partners and secure donors. As you prepare to increase you external awareness beyond your current client and partner base and accelerate your service capabilities, your Morgan & Associates team will work hand-in-hand with you to create compelling messages, collateral, and strategies that will resonate with your target audiences for maximum effect. We work with clients across the nonprofit spectrum, many of which are making a difference day after day in communities across the nation. Our team includes some of the most dedicated and innovate public relations, marketing and creative professionals in the nation. We have years of experience serving organizations that range from community organizations to large-scale nonprofits. As your partner, we guarantee that This Valley Works will receive focused attention and counsel form Sage management as we develop and deliver high-level strategic thinking, detailed implementation, top-level creativity, excellent service, and real results. Thank you for taking the time to review our proposal and we look forward to hearing your feedback.

Tommy Morgan President & CEO


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Table of Contents Executive Summary.................................................................................................... 4 Situation Analysis ....................................................................................................... 5

- Assessment ..................................................................................................... 5 - Marketing Communications Efforts ................................................................. 6 - Competitive Landscape ................................................................................... 7

Target Market ............................................................................................................. 8 - Primary Audience ............................................................................................ 8 - Secondary Audience ....................................................................................... 9 - Teritary Audience ............................................................................................ 10

SWOT Analysis........................................................................................................... 11 Brand Perception ........................................................................................................ 13 Brand Personality ....................................................................................................... 14 Brand Positioning ....................................................................................................... 15 IMC Campaign Objectives ......................................................................................... 16 Focus Group Results .................................................................................................. 17 Secondary Research .................................................................................................. 19 Integrated Communication Strategy Statement (ICSS) ............................................ 20 Creative Brief .............................................................................................................. 21 Campaign Theme ....................................................................................................... 22 Media Objectives ........................................................................................................ 22 Media Strategies ......................................................................................................... 23 Internal Communication Plan ..................................................................................... 25 Tactical Budget Breakdown ....................................................................................... 26 Creative Executions.................................................................................................... 34

- Digital Advertising ............................................................................................ 34 - Media Relations ............................................................................................... 35 - Direct Marketing .............................................................................................. 37 - Email ................................................................................................................ 39 - Social Media .................................................................................................... 40 - Microsite........................................................................................................... 44 - Experiential ...................................................................................................... 45 - Influencer ......................................................................................................... 46

Media Flow Chart ....................................................................................................... 47 Evaluation Plan ........................................................................................................... 48 Conclusion .................................................................................................................. 50 Appendix A ................................................................................................................. 51 Appendix B ................................................................................................................. 53 Appendix C ................................................................................................................. 56 Appendix D ................................................................................................................. 57 Appendix E ................................................................................................................. 60


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Executive Summary Morgan & Associates has developed a comprehensive plan designed to reach and engage the business decision-makers of the community. Through an integrated marketing communications campaign, This Valley Works will be introduced and engaged with business leaders to cultivate relationships and develop partnerships to serve This Valley Works clients. Through extensive research, Morgan & Associates has found that there is a massive ideological shift taking place among the Generation X and Millennial generations. In the corporate world, there is now a large emphasis on corporate social responsibility. On an individual basis, more people are seeking ways that they can make an impact on their communities outside of their daily responsibilities. Morgan & Associates has developed a campaign theme, referred to as “ALL IN,” which guides the development and implementation of all strategies and tactics. The ALL IN campaign reinforces the notion that people want to be involved in their communities – they want to go all-in for the greater good. With extensive experience working with organizations in Virginia, Morgan & Associates understands the challenges that This Valley Works is facing and how to overcome them from a marketing communications perspective. All media tactics are carefully developed and planned to deliver the appropriate messages in the most impactful manner. This is not your typical nonprofit marketing campaign, but rather a campaign that will elevate awareness for This Valley Works’ mission in the community and create long-lasting relationships with the target audience. This Valley Works is an integral part of the communities it serves. The services provided by This Valley Works cultivate a community of individuals who have overcome obstacles and developed the skills needed to create a more financially secure life for themselves. Our goal is to convey this message of hope and rehabilitation to secure the strategic corporate partnerships needed to help more people in Southwest Virginia get back on their feet.


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Situation Analysis In 2017, the state of nonprofit assistance programs is rather tumultuous. With the 45th administration, many federally funded job-training programs are facing an uncertain future, including the Department of Labor’s job-training program known as Senior Community Service Employment Program (SCSEP) (Farrell, 2017). However, there are promising signs that adults of all ages are seeking job-training programs that provide “real life” skills that can be directly applied to a career. According to a report from Inside Higher Education, many community colleges have seen an influx of nontraditional students that are rethinking the value of postsecondary education and training to achieve their workforce goals (Jacobs, 2017). So, what does all this mean? Despite uncertain political and financial factors, the need for programs that provide inexpensive or free job training for the American workforce is increasing each day. Morgan & Associates’ Assessment: This Valley Works Has Been Going Through an Identity Crisis This Valley Works (This Valley Works) is an operational program of Total Action for Progress that focuses on education and training, as well as employer hiring services in the greater Roanoke, VA geographical area (This Valley Works, 2017). This Valley Works offers education and training in areas such as Certified Nurse Aid (CNA), GED, Veterans Services, Ex-offender Reintegration, Construction training for youth and fatherhood services (This Valley Works, 2017). This Valley Works serves numerous localities in southwest Virginia, including the cities of Roanoke, Salem, Covington, Lexington, and Martinsville, as well as the counties of Roanoke, Botetourt, Alleghany, Bath, Rockbridge, Craig, Montgomery, Floyd, Franklin and Henry. Total Action for Progress, the parent organization of This Valley Works, offers more than 30 programs focused on the areas of education and career development, housing and community solutions; and economic and community development – all created to help individuals and families at every stage of life (TAP, 2017). With a mission that reads, “to ensure that youth and adults served by TAP are personally and economically independent by providing education, employment services and human development” the individuals that are served by This Valley Works often have limited resources, are unsuccessful in traditional education settings and have limited or poor work experience. In 2016, This Valley Works worked with more than 1,500 clients through education, employment training and veterans services (Annual Report, 2017). This Valley Works is unique in the number of education and job-training services provided and the number of demographics reached. Additionally, This Valley Works’ parent organization, Total Action for Progress is a respected and well-known nonprofit


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organization that has been active in the greater Roanoke, VA area for more than 50 years. Marketing Communications Efforts In terms of marketing communications, This Valley Works is active on one social media platform, Facebook. The program has been featured in regional media outlets, including The Roanoke Times, less than five times in 2017. A recent article from October highlights This Valley Works suit giveaway, which helps men in need get clothes needed to help find a career (Friedenberger, 2017). The program does not have a dedicated webpage that details its offerings and mission. Further, advertising in the regional localities has been sparse and limited to events that are being held. While Facebook is the most prominent tool for This Valley Works, postings are often unorganized and inconsistent. For example, the program posted three times in August 2017, while posting more than ten times in September 2017. Overall, most the marketing collateral that is used is program overview two-pagers that details each of the programs nearly 15 services. Refer to Appendix C to view an example.


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Competitive Landscape This Valley Works’ two main competitors include Goodwill Industries of the Valley and Virginia Western Community College (VWCC). Over the past year, each competitor has saturated the earned media market with press coverage in local and regional outlets. Goodwill Industries of the Valley was featured in WSLS (NBC-10) discussing the organization’s partnership with the City of Lynchburg’s Poverty to Progress program (Jones, 2017). VWCC’s free tuition program was highlighted during October in WSLS (NBC-10) (Brookshier, 2017). Each competitor is active across social media platforms, including Facebook, Twitter, YouTube, and Instagram. Goodwill Industries of the Valley frequently posts across social media platforms. Specifically, on Twitter, the organization posts several times a day and utilizes various forms of content, like images and video. VWCC also posts frequently and often highlights program offerings through video, blog posts and other forms of content.

Our Commitment Morgan & Associates is ready to begin today to support This Valley Works in all the following areas: organizational brand messaging and marketing strategy, public relations and social media, website creation (including a refresh of the larger TAP website), content creation (including op-eds, infographics, studies, etc.), and advertising.

This Valley Works

More than 15 education, workforce development and personal development programs for youth and adults

No cost programs for individuals

Local organization founded by community members

Goodwill Industries of the Valley

Provides services for youth, adults and seniors

Focuses on job-training skills

Scope of service includes returning citizens

Virginia Western Community College

Provides certifications in six different industries

Programs and services have costs associated with them

Clients receive a degree or certificate from an accredited higher ed institution

http://www.goodwillvalleys.com/

http://www.virginiawestern.edu/


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Target Market Primary Audience: Generation X The primary target includes men and women between the ages of 37 and 52 in the areas served by This Valley Works. Generation X includes those born between 1965 and 1980 and currently makes up much of the middle-aged professionals, including numerous executive level professionals (Taylor & Gao, 2014). Generation X contains a mix of the old and the new, which means that members of this generation are still guided by the habits of the older Baby Boomer generation, but also open to the new trends being created by the Millennial generation (social media is a prime example) (Taylor & Gao, 2014). Because this generation is a product of two different worlds, they are open to new ideas and grounded in the conservative logic of older generations. These factors have created business leaders that are financially secure and open to making an impact, which includes investing in nonprofits. A large majority of senior business leaders and team members come from Generation X. With the Baby Boomers exiting the workforce in large numbers, Generation X has stepped into decision-making positions. Because this campaign is focused towards business leaders, Generation X is the target audience. Primary Audience Demographics There are more than 66 million Generation X members in the United States (Taylor & Gao, 2014). In the Roanoke, VA Metro area, there are roughly 73,000 adults ages 37 to 52 (Data USA, n.d.). Due to their age range, most Gen Xer’s are in their prime earning years (Taylor & Gao, 2014). The generation is predominantly white with nearly 60 percent of the population identifying as Caucasian. Primary Audience Psychographics Referred to as the “neglected middle child,” Generation X is often overlooked and overshadowed by the two larger generations that come before and after them (Taylor & Gao, 2014). Compared to Baby Boomers and Millennials, Gen Xer’s tend to be more moderate when it comes to polarizing issues (Taylor & Gao, 2014). The majority of those in Generation X are worried about retirement and feel as if their generational characteristics are unclear (Taylor & Gao, 2014). Behavioral Characteristics Generation X came about in an age filled with two-income families, rising divorce rates and an unsure economy (Kane, 2017). This generation has seen the prosperity of the 1990s and economic recession of the late 2000s. Because of the society they have seen, Generation X is very independent and self-sufficient (Kane, 2017). Freedom and


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responsibility are valued by Generation X and members of this generation value learning new skills. Overall, Generation X is flexible and open to change (Kane, 2017). In terms of media consumption, the average Gen Xer spends roughly seven hours a week on social media, which is nearly an hour more per week than Millennials (Bromwich, 2017). Similarly, Generation X is more likely to donate than their older and younger counterparts. Specifically, 50 percent of Generation X will give if they can see the impact of their donations (Eisenberg, 2016). Primary Audience Example: John John is the founder and owner of Sykes Construction Co. based out of the Cave Spring area of Roanoke County, VA. John is a husband and father of two teenage boys. Fueled by his desire to continuously grow and improve himself, John puts all his energy into his work, his family and friends, and his personal network. As a small business owner, John is concerned about how his employees, customers, and the community perceive him and his business. From a Christian family, John is committed to giving back to his community and improving the lives of others. As his staff becomes predominantly filled with millennials, John will be seeking a way to blend his commitment to community service and the social good values of his workforce. How can he bridge this gap? This Valley Works. Secondary Audience: Millennials Millennials are those born after 1980 and before 1996 (Millennials, n.d.). Currently, millennials make up the largest generation in the U.S. workforce and many started their careers during the Great Recession with record-breaking amounts of student debt, earning less than their parents and higher costs of living (Gourley, 2017). While the odds are stacked against millennials, Bentley University conducted a study that found that millennials have an entrepreneurial spirit that is unmatched by other generations (Asghar, 2014). This entrepreneurial mindset is also complemented by the generation’s overwhelming need to feel connected to the broader world (Gourley, 2017). Because of these factors, many millennials have started their own businesses and have a large interest in investing time and money into nonprofit organizations.


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Millennials have a major impact on the decisions being made in businesses and organizations across the nation. As older leaders look to attract and retain young talent, more are succumbing to the wants and needs of the millennial generation. Because of the millennial generation’s influence on business decisions, they are an important secondary audience to keep in mind. When it comes to nonprofits and charitable giving, most millennials will give because of cause-related marketing (Eisenberg, 2016). Because of the technological savvy that most millennials have, they are more likely to be convinced to donate time or money via social channels (Eisenberg, 2016). The millennial generation is predominantly in their 20s or lower 30s, which makes the media consumption very different between older millennials and the youngest in the generation. However, nearly 80 percent of millennials have subscription-based video on demand (SVOD) services like Netflix (Nielson, 2016). Further, the generation also boasts the highest digital media consumption, aside from Generation Z. (Nielsen, 2016). Tertiary Audience: Internal Stakeholders The key to growth for This Valley Works with come from consistently engaging business leaders using an integrated campaign that reinforces the messaging of the program. Still, the internal stakeholders of the program and the parent organization, TAP are a vital audience to the success of This Valley Works. The buy-in and participation in ongoing This Valley Works campaigns from internal stakeholders are required for the campaigns to be funded. Additionally, internal stakeholders are often influential members of the community and their extensive networks can be utilized to amplify the reach of This Valley Works’ efforts.


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SWOT Analysis

This Valley Works is led by an experienced team of leaders. The program is a perfect example of what nonprofit programs should strive to be – diverse. The program offers a variety of services that reach members of the community at all stages of their lives and from all types of backgrounds. Combine these service offerings with the recognition of Total Action for Progress in the Roanoke area and it is clear that This Valley Works has many strengths. The program is backed by federal funds and has made itself well-known in the community among those in need. Additionally, This Valley Works offers every program at free or low-cost pricing, which cannot be said of the program’s main competitors. Despite This Valley Works’ differentiated service offerings, the program still has many challenges to overcome. The diversity and number of services offered have created an unclear brand identity for the program. The larger, for-profit competitors have the resources and brand awareness needed to enroll clients and create corporate partnerships. They also have larger staffs that can handle bigger client load and have those who specialize in business development. As with any nonprofit, the program has a limited marketing budget, which contributes to the lack of awareness among businesses. Further, This Valley Works’ lack of market saturation in the Roanoke region is made clear by the lack of business partnerships the program has. This Valley Works is poised for growth and success thanks in part to the current societal trends we are seeing. According to Turner (2017), social and grassroots campaigns

Diverse service offerings

Name recognition (TAP)

Free or low-cost services

Federally funded

Awareness among clients

Experienced leadership

Unclear brand identity

Large, for-profit competitors

Lack of market saturation

Small staff

Limited marketing budget

Unfamiliar with business environment

Social good trends

Trust in local organizations

Clear identity to encompass service

offerings

Business development

Corporate social responsibility

Funding

Employer shortages

Legislation changes

Unemployment rate

Growth of competition

Local economy

Strengths Weaknesses Opportunities Threats


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have increased significantly in the last few years. These trends provide a ray of hope for programs like This Valley Works, which provide a massive reach without the need for a major budget. Similarly, people still trust the people they know more than anything else. Even though we have seen major corporations, like Amazon, rise to power there is still an inherent trust among locally operated businesses. This Valley Works has a major opportunity when it comes to encompassing all its service offerings into one clear brand identity. Lastly, there are numerous new businesses in the Roanoke area, including Deschutes Brewery that are untapped and heavily committed to their own corporate social responsibility efforts. With any nonprofit organization, This Valley Works is threatened by funding shortfalls. A lack of employers to serve This Valley Works clients and changes in legislation also pose risks to the program. Changes in tax policy with the Trump administration is a clear example of the looming threats to the livelihood of nonprofit organizations across the country (Rooney, 2017). There are also threats that are present now, including a rising unemployment rate, growth of competitors and shortfalls in the local economy.

https://www.deschutesbrewery.com/roanoke/


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The Valley Works Brand Perception This Valley Works makes a consistent impact on the nearly 20 communities of Southwest Virginia it serves. In 2016-2017, 74 percent of returning citizens retained employment for at least one year and the same percentage of veterans were placed in jobs (Annual Report, 2017). The program reached a 100 percent graduation rate for the CNA program and the returning citizens programs had a nearly zero percent recidivism rate (Annual Report, 2017). This Valley Works benefits from the regional brand recognition of its parent organization, TAP. Additionally, unlike its main competitors, all This Valley Works services are offered at little or no cost. Because This Valley Works touches on a wide range of groups with its services, the appeal for businesses of all sizes and industries to partner is larger. However, This Valley Works’ service offerings scare potential partners away because it is not clear what the program does. This negative characteristic is also compounded by the presence of larger, well-known nonprofits in the area. Businesses that partner with organizations like Goodwill have the benefit of offering nonprofit volunteerism opportunities to their employees and the name recognition that comes with Goodwill when promoting their efforts externally. Based on a survey of 40 citizens aged 24 to 62 from Roanoke City, Alleghany County and Montgomery County, Virginia it’s clear that most have heard about This Valley Works, but they are unsure of what services the program provides. Specifically, 85 percent stated that they had heard of This Valley Works and 80 percent did not know what services This Valley Works provides. You can see the full survey results in Appendix D. This Valley Works has penetrated the communities, including their target audiences, to a point where the name is familiar, but that’s where the understanding ends.


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This Valley Works Brand Personality This Valley Works is plagued by being an overachiever in some regards. A number of services offered overshadows the benefits available to employers who may be interested in partnering with the organization. Because of this, Morgan & Associates recommends the following personality characteristics be adopted to fully resonate with the target audiences. Impactful Whether it’s assisting a low-income high school student graduate or equipping a former criminal with the skills needed to reintegrate into society – This Valley Works is making an impact in the lives of people of all ages. Organizations that make an impact are memorable and their work speaks for itself. This Valley Works makes communities better and impact the lives of people in a way that directly impacts their overall quality of life. Authentic This Valley Works is not a flashy nonprofit organization that has more flash than substance. As a part of TAP, This Valley Works values date back to President Johnson’s War on Poverty and the program is fueled by the spirit of the citizens that fill the communities it serves. Millennials especially appreciate the transparency and authenticity of organizations. This Valley Works aims to make its communities better through education and development services. It’s as simple as that. Neighborly TAP was established by citizens of the Roanoke Valley with the goal of improving the lives of their neighbors and that premise hasn't changed. This Valley Works programs were created to help people of all ages, backgrounds, and demographics succeed. Programs like This Valley Works are trustworthy because they hold the interests of the communities they serve as the most important aspect of their missions. This Valley Works understands the people of Southwest Virginia and has created programs that solve their needs now and for years to come. Credible Employers look for potential employees that are equipped to do the job that needs to be filled today. Candidates with degrees from colleges, universities and trade schools provide employers with the necessary level of confidence needed to hire them – and so does This Valley Works. The programs developed by This Valley Works are accredited and certified to meet standards required by the various industries. Furthermore, This Valley Works can adapt its programs to meet the specific job requirements of any given business or organization.


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This Valley Works Brand Positioning This Valley Works' current brand position is tied to its missions, which states, "to ensure that youth and adults served by TAP are personally and economically independent by providing education, employment service, and human development." Essentially, This Valley Works helps those in the service area overcome dead-end jobs or unemployment and make their ways into meaningful careers. The current brand positioning of This Valley Works is unclear and doesn’t resonate with members of the community. With a variety of services that are aimed at achieving varying outcomes, This Valley Works’ brand is stretched thin. To simplify This Valley Works’ brand positioning, Morgan & Associates recommends streamlining the services offered into two main categories: Youth Services and Adult Services, as well as cutting or moving select services. This change would consolidate Project Discovery, Project Pride, Project Recovery, Project Success, and YouthBuild to create Youth Services. It would consolidate Adult Basic Education, CNA and Southwest Virginia Regional Employment Coalition to create Adult Services. The programs that address homelessness, family issues and returning citizen services could be moved into their own respective programs. This process would hone in on the mission of This Valley Works to create personally and economically independent people by clearly communicating the specific services that empower people through education and workforce development. This Valley Works’ revised brand positioning statement could be as follows:

This Valley Works empowers men, women, and youth through education and development services to create and maintain a financially secure life.


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IMC Campaign Objectives The primary marketing goal for This Valley Works is to “achieve a 10% increase in employer partnerships in one year.” Based on this goal, the objectives for this IMC campaign are as follows:

- Increase the number of partner employers in each city or county by two in 12 months.

- Increase brand awareness for This Valley Works services among business

decision makers by 15% in 12 months.

- Increase in-kind donations by 10% in 12 months.


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Focus Group Results The focus group was conducted with introductions and ground rules presented first. The moderator launched straight into the concept discussions. Concept #1: Clarity of Service Offerings This Valley Works offers 15 different education and workforce development services to individuals in the Roanoke, VA region. The services offered by This Valley Works ensure that adults and children are personally and economically independent by providing education, employment assistance, and development programs – all at no or little cost to the recipient. This concept provided participants with a description of This Valley Works’ service offerings and current positioning statements. Each participant expressed concerned over the number of programs offered by the program and the lack of a clear connection between each of the programs. One member recommended restructuring how This Valley Works groups their service offerings to streamline them into three distinct verticals. The verticals are based on the groups of people that are served by the services: veterans, youth, and ex-offenders. Another participant suggested that This Valley Works omit the programs that aren’t as successful. The participant noted that this could help This Valley Works more effectively communicate the services the program offers. Additionally, the same participant noted that renaming service offerings could be beneficial when it comes to communicating the offerings. At this point, the idea of naming each program with an acronym was agreed upon by the entire group. Key takeaway: This Valley Works' service offerings are overwhelming and make it difficult for those outside of the organization to understand exactly what the program does. Concept #2: Benefits of Partnering

Individuals who complete This Valley Works’ educational and developmental programs are certified and trained for specific job functions. The program’s graduates rival job seekers with post-secondary degrees due to the specificity and granularity of the training received. Many businesses work with This Valley Works to guide the curriculum to fit specific career needs within their organizational structure. The group noted several nonprofit organizations that do a great job of partnering with businesses and government agencies. Examples included Melwood, Ability One, and DC Employment Readdresses Program. The entire group agreed that This Valley Works must come up with a way to address the benefits of hiring those who may not be as qualified at first glance, especially ex-offenders.


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One participant noted that This Valley Works could tap past or current business partners to discuss the value of the employees their businesses gained from This Valley Works. Another participant introduced the idea of coaching internal stakeholders for external conversations. This suggestion included creating an internal Q&A that could be used by internal employees and board members to effectively communicate the This Valley Works services to those outside of the organization, including business leaders. Key takeaway: This Valley Works must find the key points that differentiate their clients from other applicants, while also detailing the benefits of hiring individuals who may be considered “high-risk.” Concept #3: Corporate Social Responsibility The rise of social media and younger generations has shed light on the necessity of corporate social responsibility (CSR). No longer considered something that “is nice to have,” businesses of all shapes and sizes are committing to CSR policies that enrich and improve the communities they live and operate in. Working with organizations to develop and teach the members of their communities is vital to the success of their bottom lines and to the success of the community-at-large. All participants agreed that CSR is extremely critical for businesses of all sizes. A group of the participants discussed the CSR programs that they admire, including businesses that work with small children and the differently abled. One participant noted that the increased focus on CSR provides programs like This Valley Works with an opportunity. As part of This Valley Works strategy, the program should recognize businesses that lack a solid CSR program. Another participant suggested that This Valley Works provide business leaders and employees with information about the benefits of a CSR program, specifically one that involved This Valley Works. Key takeaway: Corporate social responsibility programs are required by society and nonprofit programs like This Valley Works are poised to take advantage of this societal trend.


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Secondary Research This Valley Works recently conducted a strategic plan that took input from the community into consideration. The outcomes from this plan included the recommendation of focusing on one brand message as opposed to the 15 programs This Valley Works offers. Additionally, the program is open to making drastic changes, including a name change to help better communicate the value This Valley Works bring to the community. Currently, This Valley Works is partnering with Carilion Clinic to train and hire floor staff. One of the main challenges the program needs to overcome is the emphasis on college degrees in the business world. Many of This Valley Works’ clients lack a college degree, but have the skills and savvy necessary to be successful in a variety of industries. According to the Bureau of Labor Statistics (BLS), the most common type of nonprofit organization is section 501(c)(3), with more than two out of three nonprofits being in this category (BLS, 2016). According to NCSS (n.d.), nearly 25.3 percent of American volunteered through or for an organization between September 2010 and September 2014. The first official nonprofit and for-profit alliance was recognized by American Express in 1982 (Andreasen, 1996). When a business enters a partnership with a nonprofit they generally enter transaction-based promotions, join issue promotions or licensing (Andreasen, 1996). According to Arter (2014), the benefits for businesses when entering a partnership with a nonprofit are seemingly endless. Benefits can range from an increase in sales, employee engagement, customer loyalty, etc. They can also provide businesses with tax donations, positive media coverage and the acquisition of new business relationships (Arter, 2014). For nonprofits, the list of benefits is also extremely lengthy. Nonprofits that enter partnerships with for-profit businesses can increase funding, expand its donor base, attract in-kind donations, increase brand recognition, etc. (Arter, 2014).


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Integrated Communication Strategy Statement (ICSS)

\ Based on the extensive research on the target audiences we know that Gen Xers and millennials alike are committed to making their communities (and the world) a better place. Generation X leaders are trying to satisfy the needs of their growing millennial staff lists and millennials want to know that the work they are doing is part of a larger good. Combining the economic impact these businesses are having on the community with the impact This Valley Works has on the individuals of the community is a clear direction for the ICSS.


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Creative Brief Client: This Valley Works Date: 11/29/17 ICSS: This Valley Works and businesses of all sizes can partner to equip those in need of work, while bolstering the workforce for all Southwest Virginia communities. Why are we advertising? To increase the number of employer partnerships for This Valley Works by 10% in one year. Whom are we talking to? Business decision makers categorized under the Generation X demographic, between the ages of 37 and 52, who live in the This Valley Works service area. What do they currently think? I want to give back to my community and my employees through corporate social responsibility programs, but I’m unsure of the benefits to my business. This Valley Works is well known by my employees and peers, but their programs aren’t clearly defined. What do we want them to think? I think that This Valley Works is an organization that my business can grow with and make a lasting impact with on our community. This Valley Works relies on the alliance of my business to improve the lives of the hardworking and underserved men, women and children of our community. What is the single most persuasive idea we can convey? This Valley Works is a local organization operated by neighbors who want to improve the lives of the fellow community members through education and employment services. Why should they believe/think it? This Valley Works is a Roanoke-based nonprofit that impacts thousands of lives in the community on an annual basis. For the past roughly 50 years, This Valley Works has empowered individuals from all backgrounds to live a more secure and vibrant life. What are the creative and media guidelines? All creative and branding guidelines must be representative of This Valley Works and Total Action for Progress' identity standards. This includes logos, fonts, colors, and language. The tone used should be trustworthy, empowering, impactful and unique to Southwest Virginia. Any advertisement should feature a strong call-to-action and any earned or owned content should convey the tone outlined above.


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Campaign Theme After thorough research of the target audiences and needs for This Valley Works, the following campaign will utilize the entire marketing communications spectrum, including traditional and digital advertising, social media, direct marketing, public relations and experiential marketing to create lifelong partners and brand advocates. ALL IN is a creative theme that takes the ideals of business leaders and those in need of This Valley Works’ services and blends them. This campaign will deliver the message that we can make anything work by partnering together and empowering those around us. For business leaders, they can go ALL IN by investing in those who may need a helping hand. For community members, they can go ALL IN by giving their time and donations to empower programs like This Valley Works. For those in need, they go ALL IN by putting in the effort needed to be successful in the programs offered by This Valley Works. ALL IN is a campaign that will compel business leaders of the Generation X and Millennial generations to realize that their partnership and hiring policies is needed to empower the clients of This Valley Works and improve the communities of Southwest Virginia. The ALL IN campaign will be used internally to guide the focus of the strategies and tactics developed over the course of the 12-month campaign. The ALL IN campaign and #MakeItWork hashtag will also be used externally on social media and in other forms of marketing collateral. Media Objectives Through the development and execution of this IMC proposal, Morgan & Associates will accomplish the following objectives on behalf of This Valley Works during the campaign, which is set to run from January 1, 2018 to December 31, 2018. All tactical execution will remain within a $250,000 budget.

• Develop a social media following of 400 manager level accounts over the 12-month campaign period starting January 1, 2018.

• Increase This Valley Works share-of-voice among competitors in regional media by 20% over the 12-month campaign period starting January 1, 2018.

• Achieve a minimum of 10,000 unique visits to the This Valley Works webpage over the 12-month campaign period starting January 1, 2018.

• Engage with 30% of men and women aged 37 to 52 in Southwest Virginia a minimum of five times during the 12-month campaign period starting January 1, 2018.

• Reach potential partners a minimum of four times over the 12-month campaign period.


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Media Strategies Since the target audience has a high brand awareness of This Valley Works, but a low understanding of what the program does Morgan & Associates has developed a multifaceted strategy to help educate and inform potential partner organizations.

• Employ digital advertising to reach both primary and secondary audiences. o Rationale: Digital advertising gives nonprofit organizations ample control

through specific targeting, even with small budgets (Packard, 2015). Acquiring digital advertising that is targeted to the specific geographic areas served by This Valley Works, in addition to other targeting parameters, will reach members of the primary and secondary audiences while they use the Internet. With a potential minimum reached of 500,000 individuals, this strategy will help elevate the brand awareness for This Valley Works.

• Execute a targeted media relations campaign to secure a minimum of 20 pieces of coverage that highlights each aspect of This Valley Works.

o Rationale: Nonprofit organizations can use public relations as a primary tool of communicating their message due to the inherent levels of credibility associated with nonprofits (Garcia, 2012). A coordinated media relations campaign will saturate the earned media market for the entire This Valley Works service area. Feature coverage in regional outlets, like The Roanoke Times, and broadcast media will be instrumental in achieving an increase in share-of-voice.

• Employ direct marketing components to reach target audience members directly. o Rationale: A direct marketing campaign will provide direct engagement

with targeted members of the primary audience. Using a creative campaign, the primary audience will remember and associate This Valley Works with the lasting impression of the campaign. Direct marketing has been found to be trustworthy and unique in its ability to leave a lasting impression in the minds of the recipients (Finnegan, 2017). A coordinated direct marketing campaign will aid in engaging with potential partners. By hand-delivering the components, This Valley Works will use a network of volunteers to deliver the collateral for no cost. The database of companies will be built by using each locality’s register of businesses.

• Employ an email campaign to reach members of the target audience electronically.

o Rationale: Using email marketing, nonprofits can inform supporters and generate donations without taking the focus away from clients (Campaign, n.d.). An email campaign will provide direct engagement with targeted members of the primary audience. Using a targeted and recurring campaign, the primary audience will be consistently engaged throughout the course of the 12-month campaign. A coordinated email campaign will aid in achieving increase engagement with potential partners, driving traffic to the website and engaging with members of the target audience.


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• Develop a social media presence to spark word of mouth marketing and cultivating a culture of brand advocates.

o Rationale: Social media will be a critical component of this integrated campaign. As a cost-effective tool, social media will be used to reach many individuals. This strategy will be used to develop a social media following across social media platforms. Social media provides numerous benefits for nonprofits, including cheaper information distribution and developing thought leadership (Kerpen, 2015). The strategy will also engage with the target audience, influence share-of-voice, and aid in reaching potential partners.

• Create a microsite to host program-specific and campaign-related content. o Rationale: The creation of a microsite will provide a “base” for all other

strategic execution. The microsite will serve in social media content creation, reference for media relations efforts, etc. In today’s digital world, more people turn to Internet searches over traditional means of research (Leinbach-Reyhle, 2014). This strategy will aid in reaching members of the target audience and engaging with potential partners.

• Utilize in-person experiential events to engage with members of the community. o Rationale: People who experience a live brand interaction are likely to tell

roughly 17 people about their positive experience (Lyons, 2017). Experiential marketing will engage members of the community in a face-to-face setting. This strategy will reach members of the target audience and provide an opportunity to engage with potential partners.

• Leverage regional influencers to tap into additional segments of brand advocates.

o Rationale: Nonprofits can oftentimes easily utilize influencers due to the number of passionate brand advocates that are generally associated with nonprofits (Herald, 2016). The use of regional influencers will expand the reach of This Valley Works and increase awareness among the target audience.


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Internal Communications Plan This Valley Works has the luxury of being a part of the TAP network. Key internal stakeholders within TAP, including the leadership and board of directors, are critical to communicating with external audiences. Achieving the buy-in of internal stakeholders could make the difference between success and peril for the ALL IN campaign. The internal communications plan employs a variety of tactics to inform, engage, and keep the attention of internal stakeholders. To jumpstart internal understanding of the campaign, an introductory email detailing the purpose, plan and projected outcomes of the campaign will be sent to all employees and stakeholders associated with TAP. After an initial announcement has been made, the campaign will begin engaging stakeholders through the following tactics:

• Each stakeholder will be provided (at random) with one of ten personal stories from This Valley Works clients.

• Key stakeholders with strong business and professional networks will be identified and supplied with talking points with key messaging surrounding the ALL IN campaign to be used during networking events.

• Host an internal recognition program that highlights employees and stakeholders for their commitment and work to benefit This Valley Works services. Individuals will be recognized through an internal memo, as well as on social media.

• Host a gala that allows stakeholders to invite guests to meet and interact with current This Valley Works clients. This will allow potential employers or volunteers to see the impact of the program in-person (the cost of the gala will be covered through in-kind sponsors)

The internal campaign will play on the commitment every TAP employee and stakeholder has for the missions of TAP programs. Through the process of recurring reminders and engaging events, internal stakeholders will be fully invested in the process of the ALL IN campaign.


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Tactical Budget Breakdown Budget Summary

Tactic Cost Budget Breakdown

Reach Frequency Rationale

Internal

Communication

Gala N/A N/A N/A Once (TBD)

The gala costs will be covered by in-kind sponsors and handled by internal employees.

Employee program

N/A N/A N/A Monthly The employee program and content development will be handled in-house.

Digital Advertising (8% of budget)

Static Advertisement

$11/CPM for a maximum of 50,000 impressions ($20,000 in full) *Pricing according to WSLS account executive Logan Wolfe

$20,000 200,000 (A maximum of 50,000 impressions per each advertising period)

4 times per year (once per quarter) for a two-week period

Highly-targeted digital advertising campaigns will be used to aid in engaging with 30 percent of men and women aged 37 to 52 in Southwest Virginia. All buying and targeting will be handled by a WSLS account executive who will work hand-in-hand with Morgan & Associates.

Media Relations


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(12% of budget)

Media Pitches (including Media Day)

No outside cost Included in agency fee ($10,000)

2,000,000 (The Roanoke Times – 700,000 WSLS-10 – 650,000 WDBJ7 – 650,000)

2 media pitches per month (24 total)

A series of media pitches will be used to increase share-of-voice by 20 percent in regional media outlets. Outreach topics will be presented at the beginning of each month for approval.

Press Release(s)

No outside cost Included in agency fee ($10,000)


4 press releases

Four press releases will be used for major announcements to increase share-of-voice by 20 percent in regional media outlets. Each press release will be approved by This Valley Works prior to approval.

Op-eds No outside cost Included in agency fee ($10,000)


2 op-eds Two op-eds will be used to position This Valley Works as a leader and increase share-of-voice by 20 percent in regional media outlets. Op-eds will be given to This Valley Works for final approval.

Marketing Collateral (28.46% of budget)


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Email Campaign

$65 per month (with a two-month free trial) *Pricing from Constant Contact website

$650 2,500 (limited to the number of emails included in the business plan)

Each month

The email campaign will be used to reach potential partners at least four times during the overall campaign and achieve a minimum of 10,000 unique visits to the webpage. All email collateral will be developed by Morgan & Associates and distributed through Constant Contact.

Direct Marketing Campaign

$30.00 per creative executions for a total of 2,000 *Pricing from Shutterfly.com

$60,000 2,000 (limited to number of creative executions)

4 phases from Jan.-Apr.

The direct mail campaign will be used to reach potential partners at least four times during the overall campaign. The campaign will be delivered in-person by volunteers (no cost for postage).

Microsite Development

$18 per month for hosting the site ($216 total); fee of 10,284 for development *Pricing from Squarespace.com

$10,500 Unable to determine at this time

The site will go live on January 15

The creation of a webpage is directly associated with driving visitors, engaging with members of the target audience and reaching potential partners. Morgan & Associates will


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develop and maintain the This Valley Works page.

Social Media (15.74% of budget)

Organic Content Development (including Day of Giving support)

No cost Included in agency fee (20,000)

Dependent upon number of followers and active engagement

Weekly for the 12-month campaign

The organic social campaign will create a consistent stream of messaging to develop a following of 400 manager level accounts, engage with 30 percent of men and women aged 37 to 52 in Southwest Virginia, achieve 10,000 unique visitors to the webpage, and reach potential partners. Content will be provided on Thursdays for approval for the next week of content.

Sponsored Facebook Campaign

$2,150 per campaign (maximum amount to be spent for each campaign)

$6,450 Dependent upon targeting and active engagement

3 separate campaigns (Feb., June, Nov.)

Sponsored campaigns will increase the reach of messaging to develop a following of 400 manager level accounts, engage with 30 percent of men and women aged 37 to 52 in Southwest Virginia, achieve 10,000


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unique visitors to the webpage, and reach potential partners. Lightning strike promoted campaigns will be determined by This Valley Works and Morgan & Associates.

Sponsored Twitter Campaign




Sponsored campaigns will increase the reach of messaging to develop a following of 400 manager level accounts, engage with 30 percent of men and women aged 37 to 52 in Southwest Virginia, achieve 10,000 unique visitors to the webpage, and reach potential partners. Lightning strike promoted campaigns will be determined by This Valley Works and Morgan & Associates.

Sponsored LinkedIn Campaign




Sponsored campaigns will increase the reach of messaging to develop a following of 400 manager level accounts,


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engage with 30 percent of men and women aged 37 to 52 in Southwest Virginia, achieve 10,000 unique visitors to the webpage, and reach potential partners. Lightning strike promoted campaigns will be determined by This Valley Works and Morgan & Associates.

Influencer Marketing (2% of budget)

Ted Edlich No cost In-kind participation

~1,300 based on social media following and professional organizations

As needed for the 12-month campaign

The influencer campaign will be used to reach potential partners at least four times during the overall campaign and engage with 30 percent of men and women aged 37 to 52 in Southwest Virginia.

John Carlin $5,000 retainer fee *Pricing based on similar influencers from Virginia

$5,000 ~3,000 based on social media following

As needed for the 12-month campaign

The influencer campaign will be used to reach potential partners at least four times during the overall campaign and engage with 30 percent of men and women aged 37 to 52


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in Southwest Virginia.

Experiential Marketing (20.8% of budget)

$17,300 (Roanoke display) $17,300 (Lexington display) $17,400 (Blacksburg display) All creative executions done through contract designer. *Pricing based on Fairfax, VA-based freelance designer pricing

$52,000 155,000 based on population

June – Lexington, VA July – Blacksburg, VA August – Roanoke, VA

The experiential marketing campaign will be used to reach potential partners at least four times during the overall campaign and engage with 30 percent of men and women aged 37 to 52 in Southwest Virginia in-person.

Campaign Management & Evaluation (33% of budget)

Agency Fee $82,500 $82,500 N/A N/A The agency fee will be a flat annual fee that will cover the cost of research, analytics, organic social media content development and management, and all media relations work.

Research 7,000 (No direct cost. All costs come from agency fee.)

Included in agency fee ($7,000)

N/A N/A Research will be conducted for all tactical execution to ensure the most timely and effective reach is accomplished.


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Social Media Analytics

3,000 (No direct cost. All costs come from agency fee.)


N/A N/A Free native social media analytics will be used to track campaigns. The costs cover agency fees.

Digital Marketing & Website Analytics



N/A N/A Google analytics will be used to track digital campaigns and website metrics. The costs cover agency fee.

Direct Marketing Metrics



N/A N/A The agency will conduct follow-up surveys and meetings to determine direct marketing analytics.

Email Marketing Metrics

N/A Costs covered in Constant Contact costs with no agency fee

N/A N/A The agency will provide reports that are generated through Constant Contact.


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Creative Executions Digital Advertising Campaign

This Valley Works will run static digital advertisements through the Roanoke NBC affiliate, WSLS. By purchasing advertising space through WSLS, This Valley Works can reach a wide-range of individuals in the target geographic area and beyond. Specifically, the advertisements will be hosted on www.wsls.com and placed on other major websites, including NBC News, FOX News, and numerous other sites. The digital campaign will be used to increase awareness, engage with individuals, and drive visitors to the website.

Static Digital Advertisement

Media Relations Campaign

http://www.wsls.com/


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With no added costs to This Valley Works’ current media relations plan (outside of the agency fee), a targeted media relations campaign will raise awareness of the program in all the communities it serves. The media relations campaign will include a strategic communications plan that incorporates standing editorial opportunities, ad hoc newsjacking, contributed article content, and ongoing media interview pitching. The media relations campaign will target regional newspapers, magazines, and broadcast outlets, as well as nonprofit trade publications and national outlets (when appropriate). Collateral for this campaign will include four press releases, 24 media pitches, and two contributed op-eds. Additionally, the media relations campaign will also include a media day hosted at the Roanoke Higher Education Center (where This Valley Works is headquartered). The media day will target regional media outlets, including broadcast affiliates, The Roanoker, The Roanoke Times, and more. The media day will allow the press to see the impact of This Valley Works program firsthand, meet current clients, and interact with the program leaders.

Press Release

This Valley Works Announces Partnership with Carilion Clinic The two organizations entered into a ten-year workforce development agreement

ROANOKE, Va. – This Valley Works, an operating component of Total Action for Progress today announced a ten-year partnership with Carilion Clinic to educate and equip individuals for medical careers with Carilion Clinic. Under the strategic partnership, This Valley Works will develop a curriculum based on positions that are frequently unfilled or hard to fill across Carilion Clinic locations. Carilion Clinic has agreed to provide guaranteed employment to qualified candidates that graduate from This Valley Works programs.

“The strategic partnership between This Valley Works and Carilion Clinic is a testament to the faith of the greater Roanoke Valley community,” said Total Action for Progress

https://www.carilionclinic.org/


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President and CEO Annette Lewis. “This partnership will provide numerous citizens with stable employment and fill the employment holes for one our region’s largest employers.” The workforce development agreement will go into effect on June 1, 2018 and will be in effect until June 1, 2028. This agreement comes as part of This Valley Works’ ALL IN campaign, which aims to encourage businesses to partner to help employ hundreds of Roanoke area citizens. For more information on the agreement, please visit www.tapintohope.org/thisvalleyworks or call 540-843-WORKS. About This Valley Works This Valley Works is an operating component of Total Action for Progress, a nonprofit community action organization. For nearly 50 years, This Valley Works has helped members of the community create a more financially stable future. Services offered by This Valley Works include educational programs, workforce development services, personal development services, and more. A full list of This Valley Works service offerings can be found at www.tapintohope.org/thisvalleyworks. Join the conversation on social media using the hashtag #MakeItWork.

Pitch Hi XX, There are nearly 6,000 people in the City of Roanoke who are unable to find stable employment – a number that is growing each day. There is little relief in sight with the national unemployment rate stalling around 4.5%. This Valley Works, a program of TAP, works with a number of Roanoke citizens to help develop their workforce skills for employment. I’d like to offer a conversation with Kelsey Hampton, a current This Valley Works CNA student, to discuss the challenges faced by many Roanoke citizens: underemployment. Kelsey can discuss her personal story of financial burden, personal loss and renewed sense of hope created by her CNA enrollment. Please let me know if this is something that you would be interested in and I can coordinate a conversation with Kelsey. Best, XX

http://www.tapintohope.org/thisvalleyworks

http://www.tapintohope.org/thisvalleyworks

https://tradingeconomics.com/united-states/unemployment-rate


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Direct Marketing Campaign

A targeted direct marketing campaign will be used to directly reach and engage with business leaders in the service area. Using volunteers, the direct marketing campaign will be hand delivered to businesses of all sizes in each city or county served by This Valley Works. By using a tangible product, the direct marketing campaign will provide immediate engagement with the primary audience and create a lasting impression, which is critical to maintaining brand awareness. The direct marketing campaign, “Build A Better _____ (insert city or country name)” will supply recipients with items from their respective city or county.

1. A puzzle with the business’ map location framed by a local woodworker. A postcard will be included to explain This Valley Works.

2. A gift card to a fellow (non-competing) local business signed by Jo Nelson. 3. A small package of baked goods from a local bakery. A postcard will be included

to provide the profile of a This Valley Works client in the city or county. 4. A personalized letter from the company mentioning how businesses can help

build a better community with This Valley Works.

Sample Puzzle


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Sample Postcard Phase 1


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Email Campaign

Using email lists already developed for TAP and This Valley Works, Morgan & Associates will supplement additional emails to reach businesses. The email campaign will consist of a monthly newsletter that highlights This Valley Works and the two service subsets: Adult Services and Youth Services. This campaign aims to bring awareness directly to the target audiences by providing a look at This Valley Works and the tangible benefits the program’s services are bringing to members of the community.

Email Newsletter


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Social Media

The ALL IN campaign will be primarily distributed across social media platforms. The social media campaign will include organic content development and paid content development. Most of the content will include the campaign hashtag #MakeItWork. Organic Campaign: The social media campaign will begin with the initial development of This Valley Works Twitter, LinkedIn, and Instagram accounts. Content development will include posts regarding events, programs, clients, partnership opportunities, nonprofit trends, local trends, etc. The content for Twitter, LinkedIn, Instagram, and Facebook will be developed on a weekly basis. There will be five tweets, two Instagram posts, two LinkedIn posts and four Facebook posts scheduled each week. Additional postings will be included on an ad hoc basis. Day of Giving: The This Valley Works’ Day of Giving will be coordinated with a larger donation team within TAP. From a social media perspective, Day of Giving will be highlighted for one month prior (September). The day of the event there will be coordinated announcements of donation milestones, highlighting those who have donated, provided This Valley Works history and other forms of relevant content to keep the conversation about #TVWDayofGiving going. Paid Campaign: On Facebook, Morgan & Associates will boost two posts per lightning strike to increase the overall reach of the page at that time. On LinkedIn and Twitter, a sponsored campaign will be created using three variations of the same post targeted at the primary audience in each of the localities served by This Valley Works. Each platform uses a cost-per-click (CPC) or cost-per-impression (CPM) model. A budget will be set for a two-week period in each specified month.


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Instagram Post


42

Twitter Post

Facebook Post


43

LinkedIn Post


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Microsite

Currently, This Valley Works does not have a dedicated page on the TAP website. Additionally, the current TAP website lacks features that are necessary in the current technological climate. Morgan & Associates would like to develop an entirely new TAP website, with a heavy focus on developing the microsite for This Valley Works. The new website (with This Valley Works microsite) will be launched on January 15, 2018. The new website will be developed using Squarespace for Business, which costs $18 per month or $216 for the year. A dedicated This Valley Works site is critical to the success of the integrated marketing communications campaign because it will provide content for social media, a link back page for media relations and email campaigns; and an information page for direct mail. Every other tactic will rely on the microsite in some form. The microsite will be operational for the duration of the 12-month campaign and available for an extension on December 31, 2018.

Microsite Preview


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Experiential (In-Person) Campaign

The experiential (or guerrilla marketing) campaign will be comprised of a series of three in-person events. These events will work to shed light on an issue in Southwest Virginia that This Valley Works by bringing the issue to life for bystanders to witness. The experiential events will take place in downtown Roanoke, downtown Lexington, and downtown Blacksburg.

Potential Experiential Display Mock Up

The experiential campaign for Roanoke will include an interactive display downtown. The display will be a magnetic photo that is adhered to the side of a high-rise building. The magnetic outline will encourage bystanders to “donate” their change to create an image. The final product will be a photo made of change of the Roanoke skyline. This campaign will encourage people in the community to donate to This Valley Works, learn about the program, and create a piece of art in the city.


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Influencer Campaign

This Valley Works can leverage the networks of regional influencers, including former TAP President, Ted Edlich and John Carlin, Anchor for WSLS-10. Each of these influencers will be compensated to speak on behalf of This Valley Works for media interviews, video content, marketing collateral, events, and on social media.

Speaker Session Postcard


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Media Flow Chart

JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

Internal Comms

Digital Advertising

Media Pitches

Press Releases (TBD)

Op-Eds (TBD)

Media Day

Direct Mail

Email

Organic Twitter Posts

Organic Facebook Posts

Organic LinkedIn posts

Organic Instagram Posts

Paid Twitter Posts

Paid Facebook Posts

Paid LinkedIn Posts

Day of Giving

Microsite

Experiential

Influencer


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Evaluation Plan Evaluation methods are built in for each tactic to facilitate real-time optimization for positive results. The rationale for each method is explained in detail. Each campaign objective will also be measured to determine overall campaign success and collect information that will inform This Valley Works on how to compound results in the coming years.

- Increase the number of partner employers in each city or county by two in 12 months.

- Increase brand awareness for This Valley Works services among business

decision makers by 15% in 12 months.

- Increase in-kind donations by 10% in 12 months. Objective #1: Increase the number of partner employers in each city or county by two in 12 months. Measurement: Track the total amount of new business partnerships established during the campaign. Each tactical component of the campaign will be analyzed to determine overall effectiveness is reaching and converting the target audience to partner. Tools used to measure include social media analytics, Google Analytics, Snap surveys, Constant Contact analytics, and in-person meetings. Budget: Included in agency fee Objective #2: Increase brand awareness for This Valley Works services among business decision makers by 15% in 12 months. Measurement: Calculate the overall reach of campaign tactics for the entirety of the 12-month campaign using analytics software and Snap surveys. For digital advertising, website, social media, email, and earned media coverage analytics tools will be used to measure the following:

• Social media engagement

• Social media following

• Social media reach

• Website visitors

• Website conversions

• Impressions on news article

• Impressions on press releases

• Email open rates Direct marketing tactics will be measured thought post-campaign surveys and in-person meetings to determine reach and engagement.


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Budget: Included in agency fee Objective #3: Increase in-kind donations by 10% in 12 months. Measurement: Track the total amount of donations received during the campaign that originated from those in the target audience. The total amount raised will be segmented by tactic to determine the long-term viability of each method. The amount raised will also be segmented by geographic location to determine the area with the highest ROI. Measurement will be completed by tracking the channels through which donations were received (influencer events, social media, website, experiential, email, direct marketing, etc.). Budget: Included in agency fee


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Conclusion This integrated marketing communications plan will deliver specialized messages through each available channel of communication to effectively reach and engage with business decision-makers in Southwest Virginia. A coordinated campaign will ensure that media channels are saturated with This Valley Works messaging to consistently captivate and create relationships with the target audience. The ALL IN campaign engages the target audience through traditional media, including television and print, while also reaching a broader audience through digital channels like social media and digital advertising. Physical touchpoints through direct marketing will provide a personal touch to the target audience. The use of regional influencers will expose a larger audience to This Valley Works messaging and email campaigns will engage with members of the target audience in a direct manner. While keeping both external and internal audiences in mind, this campaign will ensure that the buy-in of internal stakeholders is secured through constant engagement. In turn, those internally can share their in-depth knowledge of This Valley Works with members of the community and target audience. The goal of reaching business leaders to create business partnerships will be achieved by first establishing brand recognition through market saturation. After widespread awareness has been established, the campaign will drive engagement of the program and invite members of the audience to contribute to the mission of building a better Southwest Virginia. This Valley Works is making a difference in Roanoke and the surrounding communities. Morgan & Associates is confident that this campaign will expand the success of This Valley Works and establish buy-in from regional businesses to provide more Southwest Virginians with the workforce opportunities needed to be successful in their lives.


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Appendix A: Focus Group Moderator Guide The focus group was comprised of nine people. Of the group, three were men, six were women and all were entrepreneurs and business owners between the ages of 28 and 52. Respondents from the focus group were all recruited from the Washington, DC and Roanoke, VA areas.

NAME AGE OCCUPATION PARTICIPATION LEVEL

BUSINESS OWNER?

GENDER

Paige Strott 38 Business Manager

Active No Female

Amanda Cristi

28 Marketing Coordinator

Active No Female

Lauren Horn 41 Salon Owner Active Yes Female

Dave Dykes 49 Small Business Owner

Active Yes Male

Brian Kelley 52 Factory Manager

Active No Male

Ryan McDermott

39 Store Manager Active No Male

Megan Rufty 29 PR Specialist Active No Female

Eliza Levy 39 Communications Director

Active No Female

Allie Foard 35 Human Resources Manager

Active No Female

Meeting Details/Location The in-person focus group was conducted on Tuesday, October 17, 2017, in a conference room at Sage Communications in McLean, VA. The meeting started on time and lasted roughly 60 minutes. Welcome and Introduction I would like to thank everyone for taking time out of their busy schedules to participate in today’s brainstorm. As you are aware, we are here to discuss the strengths and weaknesses of nonprofit education and employment programs. For full disclosure, I am conducting primary research that will help inform a campaign proposal I am doing for a regional nonprofit program in Roanoke, VA. The organization may or may not accept my proposal, but there is a chance that they could utilize some of the ideas that are created today. To get things started, my name is Tommy and I have been working in the public relations field for nearly two years. Currently, I am pursuing my master’s degree in integrated marketing communications and today’s conversation is an aspect of my


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capstone or thesis project. I have a history of volunteering with my proposed client and am passionate about the program’s mission. (Urge everyone to do a quick introduction) Rationale The program I am developing a proposal for is interested in attracting more employers to become partner organizations to hire clients of the program. AS all of you have experience or are responsible for making hiring and business decisions, I would like to receive your opinions about my potential client’s status and your thoughts on what would entice you as a business leader to partner with them. Procedure I'm going to begin by handing out a copy of concept that relates to the program. Review the concept and then I will read it out loud. I will request that you make a few notes about your thoughts, feelings, perceptions, etc. about the concept. We will try to stick to a schedule of 15 minutes per concept, but this will be guided by the amount of discussion. When we finish with the three concepts, I will have a series of one-off questions that I will ask and would like to receive the first answer that occurs to you. I will be using your first name in my report, as well as your age and occupation. No other information will be provided that can identify you in any way. Starter To get things started, I’m going to show each of you the program’s current logo and I would like for each of you to tell me what you think the program offers strictly based off the logo. Discussion High-level concepts are introduced one by one, with 15-20 minutes of follow-up discussion. Record answers and extraneous discussion. Adjournment I appreciate each of you taking the time to join me today. I will likely post the result of my proposal online where each of you can view your contributions. Are there any additional questions or statements? Thank you.


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Appendix B: References

Alter, A. (2014, August 19). 10 benefits only nonprofits can offer for-profits in a partnership. Retrieved from http://thirdsectortoday.com/2014/08/19/10-benefits-only-nonprofits-can-offer-for-profits-in-a-partnership/ Andreasen, A. (1996, November 1). Profits for nonprofits: Find a corporate partner. Retrieved from https://hbr.org/1996/11/profits-for-nonprofits-find-a-corporate-partner Asghar, R. (2014, November 11). Study: Millennials are the true entrepreneurial generation. Retrieved from https://www.forbes.com/sites/robasghar/2014/11/11/study-millennials-are-the-true-entrepreneur-generation/#72553e6873dc BLS. (2016, February 29). Nonprofits in America: new research data on employment, wages, and establishments: Monthly labor review. Retrieved from https://www.bls.gov/opub/mlr/2016/article/nonprofits-in-america.htm Bromwich, J. (2017, January 27). Generation X more addicted to social media than millennials, report finds. Retrieved from https://www.nytimes.com/2017/01/27/technology/millennial-social-media-usage.html Brookshier, E. (2017, October 10). Free tuition program thrives at Virginia Western Community College. Retrieved from https://www.wsls.com/news/virginia/roanoke/free-tuition-program-thrives-at-virginia-western-community-college Campaign Monitor. (n.d.). Ultimate email marketing guide for nonprofits. Retrieved from https://www.campaignmonitor.com/resources/guides/ultimate-guide-email-marketing-nonprofits/ Data USA. (n.d.). Data USA | Roanoke, VA Metro Area. Retrieved from https://datausa.io/profile/geo/roanoke-va-metro-area/#demographics Eisenberg, R. (2014, June 20). The charity divide: Boomers vs. Gen X and Gen Y. Retrieved from https://www.forbes.com/sites/nextavenue/2013/10/04/the-charity-divide-boomers-vs-gen-x-and-gen-y/#5a47698e21a0

Farrell, C. (2017, June 12). Trump should fix, not scrap, job-training program for older adults. Retrieved from https://www.forbes.com/sites/nextavenue/2017/06/12/trump-should-fix-not-scrap-job-training-program-for-older-adults/#6b6c99ef5363 Finnegan, S. (2017, October 13). Why is direct mail still the best solution for non-profits? Retrieved from http://blog.lawrencedirect.com/non-profit-fundraising-ideas-why-is-direct-mail-still-the-best-solution-for-non-profits

http://thirdsectortoday.com/2014/08/19/10-benefits-only-nonprofits-can-offer-for-profits-in-a-partnership/

http://thirdsectortoday.com/2014/08/19/10-benefits-only-nonprofits-can-offer-for-profits-in-a-partnership/

https://hbr.org/1996/11/profits-for-nonprofits-find-a-corporate-partner

https://www.forbes.com/sites/robasghar/2014/11/11/study-millennials-are-the-true-entrepreneur-generation/#72553e6873dc

https://www.forbes.com/sites/robasghar/2014/11/11/study-millennials-are-the-true-entrepreneur-generation/#72553e6873dc

https://www.bls.gov/opub/mlr/2016/article/nonprofits-in-america.htm

https://www.nytimes.com/2017/01/27/technology/millennial-social-media-usage.html

https://www.wsls.com/news/virginia/roanoke/free-tuition-program-thrives-at-virginia-western-community-college

https://www.wsls.com/news/virginia/roanoke/free-tuition-program-thrives-at-virginia-western-community-college

https://www.campaignmonitor.com/resources/guides/ultimate-guide-email-marketing-nonprofits/

https://www.campaignmonitor.com/resources/guides/ultimate-guide-email-marketing-nonprofits/

https://datausa.io/profile/geo/roanoke-va-metro-area/#demographics

https://www.forbes.com/sites/nextavenue/2013/10/04/the-charity-divide-boomers-vs-gen-x-and-gen-y/#5a47698e21a0

https://www.forbes.com/sites/nextavenue/2013/10/04/the-charity-divide-boomers-vs-gen-x-and-gen-y/#5a47698e21a0

https://www.forbes.com/sites/nextavenue/2017/06/12/trump-should-fix-not-scrap-job-training-program-for-older-adults/#6b6c99ef5363

https://www.forbes.com/sites/nextavenue/2017/06/12/trump-should-fix-not-scrap-job-training-program-for-older-adults/#6b6c99ef5363

http://blog.lawrencedirect.com/non-profit-fundraising-ideas-why-is-direct-mail-still-the-best-solution-for-non-profits

http://blog.lawrencedirect.com/non-profit-fundraising-ideas-why-is-direct-mail-still-the-best-solution-for-non-profits


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Friedenberger, A. (2017, October 4). TAP helps men look sharp with suit giveaway. Retrieved from http://www.roanoke.com/news/local/roanoke/tap-helps-men-look-sharp-with-suit-giveaway/article_fc7e2779-bb4d-5867-a93b-253b0bd5312d.html Garcia, T. (2012, June 11). Five best practices for nonprofit PR programs. Retrieved from http://www.adweek.com/digital/five-best-practices-for-nonprofit-pr-programs/ Gourley, T. (2017, May 10). 4 ways millennials and nonprofits are perfect for each other. Retrieved from https://www.councilofnonprofits.org/thought-leadership/4-ways-millennials-and-nonprofits-are-perfect-each-other Herald, E. (2016, December 11). Influencer with a cause: How nonprofits can identify and work with influencers. Retrieved from https://www.meltwater.com/blog/influencer-with-a-cause-how-nonprofits-can-identify-and-work-with-influencers/ Jacobs, J. (2017, October 9). Community colleges should focus more on educating adults (essay). Retrieved from https://www.insidehighered.com/views/2017/10/09/community-colleges-should-focus-more-educating-adults-essay Jones, I. (2017, October 6). Lynchburg updates residents on Poverty to Progress program. Retrieved from https://www.wsls.com/news/virginia/lynchburg/lynchburg-updates-residents-on-poverty-to-progress-program Kane, S. (2017, October 15). Learn the common characteristics of Generation X professionals. Retrieved from https://www.thebalance.com/common-characteristics-of-generation-x-professionals-2164682 Kerpen, D. (2015, April 1). 7 reasons why nonprofits need to ramp up their social media presence. Retrieved from https://www.huffingtonpost.com/2015/04/01/nonprofits-social-media-_n_6987304.html Leinbach-Reyhle, N. (2014, September 29). 3 reasons websites are vital for small businesses. Retrieved from https://www.forbes.com/sites/nicoleleinbachreyhle/2014/09/29/websites-for-small-businesses/#6bf2e21f2026 Lyons, E. (2017, March 21). Why experiential marketing will rule 2017. Retrieved from http://www.huffingtonpost.ca/emily-lyons/experiential-marketing-2017_b_15518374.html National Center for Charitable Statistics (NCSS). (n.d.). Quick facts about nonprofits. Retrieved from http://nccs.urban.org/data-statistics/quick-facts-about-nonprofits Nielsen. (2016, March 24). Facts of life: As they move through life stages, millennials' media habits are different and distinct. Retrieved from

http://www.roanoke.com/news/local/roanoke/tap-helps-men-look-sharp-with-suit-giveaway/article_fc7e2779-bb4d-5867-a93b-253b0bd5312d.html

http://www.roanoke.com/news/local/roanoke/tap-helps-men-look-sharp-with-suit-giveaway/article_fc7e2779-bb4d-5867-a93b-253b0bd5312d.html

http://www.adweek.com/digital/five-best-practices-for-nonprofit-pr-programs/

https://www.councilofnonprofits.org/thought-leadership/4-ways-millennials-and-nonprofits-are-perfect-each-other

https://www.councilofnonprofits.org/thought-leadership/4-ways-millennials-and-nonprofits-are-perfect-each-other

https://www.meltwater.com/blog/influencer-with-a-cause-how-nonprofits-can-identify-and-work-with-influencers/

https://www.meltwater.com/blog/influencer-with-a-cause-how-nonprofits-can-identify-and-work-with-influencers/

https://www.insidehighered.com/views/2017/10/09/community-colleges-should-focus-more-educating-adults-essay

https://www.insidehighered.com/views/2017/10/09/community-colleges-should-focus-more-educating-adults-essay

https://www.wsls.com/news/virginia/lynchburg/lynchburg-updates-residents-on-poverty-to-progress-program

https://www.wsls.com/news/virginia/lynchburg/lynchburg-updates-residents-on-poverty-to-progress-program

https://www.thebalance.com/common-characteristics-of-generation-x-professionals-2164682

https://www.thebalance.com/common-characteristics-of-generation-x-professionals-2164682

https://www.huffingtonpost.com/2015/04/01/nonprofits-social-media-_n_6987304.html

https://www.huffingtonpost.com/2015/04/01/nonprofits-social-media-_n_6987304.html

https://www.forbes.com/sites/nicoleleinbachreyhle/2014/09/29/websites-for-small-businesses/#6bf2e21f2026

https://www.forbes.com/sites/nicoleleinbachreyhle/2014/09/29/websites-for-small-businesses/#6bf2e21f2026

http://www.huffingtonpost.ca/emily-lyons/experiential-marketing-2017_b_15518374.html

http://nccs.urban.org/data-statistics/quick-facts-about-nonprofits


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http://www.nielsen.com/us/en/insights/news/2016/facts-of-life-as-they-move-through-life-stages-millennials-media-habits-are-different.html

Packard, L. (2015, February 23). How your non-profit can use online advertising effectively. Retrieved from https://www.huffingtonpost.com/laura-packard/how-your-nonprofit-can-us_b_6731854.html Pew Research Center. (n.d.). Millennials. Retrieved from http://www.pewresearch.org/topics/millennials/ Rooney, K. (2017, March 29). Trump and House tax schemes both could hit nonprofits hard. Retrieved from https://www.cnbc.com/2017/03/29/trump-and-house-tax-schemes-both-could-hit-nonprofits-hard.html TAP. (2017). Our programs & services. Retrieved from https://www.tapintohope.org/Default.aspx Taylor, P., & Gao, G. (2014, June 5). Generation X: America’s neglected ‘middle child’. Retrieved from http://www.pewresearch.org/fact-tank/2014/06/05/generation-x-americas-neglected-middle-child/ This Valley Works. (2017). TAP This Valley Works - About | Facebook. Retrieved October 9, 2017, from https://www.facebook.com/pg/TAPthisvalleyworks/about/?ref=page_internal Total Action for Progress. (2017). Annual Report 2016-2017. Turner, M. (2017, January 17). 6 trends that will impact the social good sector in 2017. Retrieved from https://npengage.com/nonprofit-fundraising/6-trends-that-will-impact-the-social-good-sector-in-2017/



https://www.huffingtonpost.com/laura-packard/how-your-nonprofit-can-us_b_6731854.html

https://www.huffingtonpost.com/laura-packard/how-your-nonprofit-can-us_b_6731854.html

http://www.pewresearch.org/topics/millennials/

https://www.cnbc.com/2017/03/29/trump-and-house-tax-schemes-both-could-hit-nonprofits-hard.html

https://www.cnbc.com/2017/03/29/trump-and-house-tax-schemes-both-could-hit-nonprofits-hard.html

https://www.tapintohope.org/Default.aspx

http://www.pewresearch.org/fact-tank/2014/06/05/generation-x-americas-neglected-middle-child/

http://www.pewresearch.org/fact-tank/2014/06/05/generation-x-americas-neglected-middle-child/

https://www.facebook.com/pg/TAPthisvalleyworks/about/?ref=page_internal

https://npengage.com/nonprofit-fundraising/6-trends-that-will-impact-the-social-good-sector-in-2017/

https://npengage.com/nonprofit-fundraising/6-trends-that-will-impact-the-social-good-sector-in-2017/


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Appendix C

This Valley Works (TVW) is the education and workforce development component at TAP. For over 47 years quality education and training has been

provided to more than 12,000 youth and adults in summer and full year programs. TVW’s Center for Educational Opportunities focuses on dropout

retrieval, education enhancement and retention within the public schools, college access, adult basic education and GED completion.

This program prepares students to enter the high-

demand healthcare field of Certified Nursing. Our

program provides both the classroom and clinical training

required by the State Board of Health Professionals.

Service area: All localities are welcome, but students must be

able to attend classes at the Roanoke Higher Education Buildling.

Certifie

d

Nur si ng Aide Program

540.767.6219 or 540.767.6220

tapintohope.org/Certifie

d

Nu r si ngAi de. aspx

The African-American Culture and Contemporary

Issues class provides assistance to students who

are at risk of dropping out. A specialized curriculum

assists students in gaining knowledge about their

heritage, learning leadership skills, developing healthy

relationships, gaining fina nci al literacy and more.

Students are also exposed to post-secondary education.

Service area: Roanoke City William Fleming Students

AACCI

540.767.6151

tapintohope.org/AACultureAndContemporaryIssuesClass.aspx

This program is designed to stimulate fir

s

t generation

college-bound students through information and

encouragement. Activities include cultural workshops,

guidance in class selection, SOL and SAT preparatory

classes, workshops in both fina nci al aid and college

life, and college campus tours.Service area: Covington, Roanoke Co., Roanoke City,

Salem, and Botetourt.

Project Discovery

540.767.6224

tapintohope.org/ProjectDiscovery.aspx

facebook.com/TAPprojectdiscovery

Project Recovery works with public school students

who have dropped out of school. These students are

located by our staff and are encouraged to further their

education. We assist with re-enrollment in public

schools or alternative education programs.

Service area: Roanoke City

Project Recovery

540.767.6223

tapintohope.org/ProjectRecovery.aspx

Fathers First is a holistic family development program.

The program will help parents build healthy relationships,

gain responsible parenting skills and achieve fina nci al

stability through job readiness, employment.Service area: Alleghany Co. (540962.6328), Roanoke City,

Roanoke Co., Salem.

Fathers First

540.767.6230 (Roanoke Valley)

tapintohope.org/fathersfir

s

t .aspx

facebook.com/fathersfir

s

t

TAP This Valley Works • 108 N. Jefferson St., Roanoke, Virginia 24016 • (540) 767-6220

For more information avisit www.tapintohope.org

Program Overview

The Southwestern Virginia Regional Employment

Coalition program provides work experience opportunities.

Clients are placed at non-profits across the community

to gain valuable skills that can be used once they obtain

permanent employment. Basic application completion,

resume writing, communication and time management

skills are also taught as needed. Our goal is to place all

referred clients into a meaningful work experience.

Service area: Roanoke City, Roanoke Co., Franklin Co.

SVREC

540.767.6086 or 540.767.6234

tapintohope.org/SWVARegionalEmploymentCoalition.aspx

This program helps veterans and their families find and

stay in stable, permanent housing. We focus on intensive

case management and provide limited fina nci al assistance

to help resolve housing crises and help ensure that they

don’t happen again.Service area: Roanoke, Salem, Covington, Danville, Martinsville, Radford, Blacksburg, Lynchburg, Staunton, counties of Montgomery, Alleghany, Bath, Franklin, Roanoke, Botetourt, Craig, Augusta, Rockbridge, Bedford, Amherst, Appomattox, Campell.

SSVF

540.283.4918 or 540.962.6328 (Alleghany & Bath

counties)

tapintohope.org/SSVF.aspx

TAP’s SwiftStart program gives working parents in

southwestern Virginia career pathways to secure higher-

wage jobs by helping them obtain affordable, high-quality

child care while attending skills training for careers

in health care, information technology and advanced

manufacturing.

Service area: Roanoke Valley and New River Valley.

SwiftStart

540.767.6220

tapintohope.org/SwiftStart


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Appendix D

1. What is your profession? Manufacturing – 12 Nurse – 4 Administrative Services – 3 Accounting – 2 Marketing – 1 CEO/Business Owner – 14 Other/Not specified - 4

2. Are you in a decision-making position at your place of employment? Yes – 15 No – 25

3. Do you live in the Roanoke, VA area or Southwest VA (if no, skip to question 6) Yes – 100%

4. Have you heard of This Valley Works? Yes – 34 No – 4 I’m not sure - 2

5. Do you know what services This Valley Works provides? Yes – 2 No – 32 I’m not sure – 6

To the best of your ability, please identify how much you agree with the following statements.

6. I would hire military veterans. Definitely Agree – 23 Agree – 11 Somewhat Agree – 0 Neither Agree or Disagree – 6 Somewhat Disagree – 0 Disagree – 0 Definitely Disagree – 0

7. I would hire former criminals. Definitely Agree – 4 Agree – 8 Somewhat Agree – 3 Neither Agree or Disagree – 12 Somewhat Disagree – 3 Disagree – 8 Definitely Disagree – 2

8. I would hire someone without a college degree. Definitely Agree – 7 Agree – 13 Somewhat Agree – 6


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Neither Agree or Disagree – 7 Somewhat Disagree – 4 Disagree – 3 Definitely Disagree – 0

9. I would value an applicant who has job-specific training and certifications. Definitely Agree – 39 Agree – 1 Somewhat Agree – 0 Neither Agree or Disagree – 0 Somewhat Disagree – 0 Disagree – 0 Definitely Disagree – 0

10. I would be interested in partnering with an organization to receive new employees trained for specific job positions. Definitely Agree – 14 Agree – 16 Somewhat Agree – 3 Neither Agree or Disagree – 3 Somewhat Disagree – 2 Disagree – 2 Definitely Disagree – 0

11. I value nonprofit organizations. Definitely Agree – 35 Agree – 2 Somewhat Agree – 2 Neither Agree or Disagree – 1 Somewhat Disagree – 0 Disagree – 0 Definitely Disagree – 0

12. I would partner with an organization if it brought value to my business or company. Definitely Agree – 40 Agree – 0 Somewhat Agree – 0 Neither Agree or Disagree – 0 Somewhat Disagree – 0 Disagree – 0 Definitely Disagree – 0

13. I have worked with a nonprofit education program before. Yes – 12 No – 27 I’m not sure – 1

14. I have worked with a workforce development program before. Yes – 9 No – 28 I’m not sure – 3


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15. I have volunteered with nonprofit programs. Yes – 39 No – 1 I’m not sure – 0

16. My age is: 18-24 – 1 25-31 – 13 32-38 – 9 39-45 – 14 45-52 – 1 53-59 – 1 60+ – 1

17. My race is: African American – 6 Caucasian – 29 Hispanic or Latino – 2 Asian / Pacific Islander – 3 Native American – 0 Other – 0

* The survey was distributed anonymously via email and social media.


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Appendix E


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This Valley Works IMC Plan

Marketing

Transcript of This Valley Works IMC Plan