A STRATEGIC CAMPAIGNBY TEAM THRIVE

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T H R I V E

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who we are A group of Mizzou seniors with interests

as diverse as our hometowns and a united

desire to create useful content for a

client we strongly believe in

here’s our take

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LET’S GO!

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CONTENTSPART 1

SUMMARY

SITUATIONAL ANALYSIS

SWOT

SECONDARY RESEARCH

PRIMARY RESEARCH

PART 2

CREATIVE BRIEF

TACTICS

CREATIVES

CONCLUSION

MEET THE TEAM

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SUMMARY

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SUMMARYPURPOSE

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PROBLEM

SOLUTIONFor the past four months, Team Thrive has been developing a marketing campaign for MASN’s Missouri Afterschool Resource Center (MOARC) to promote general awareness and also present it as a viable option for afterschool programming to schools that may not know about the program.

MOARC has identified the need to market their training services to afterschool organizations that are not currently covered by the 21st Century Community Learning Center (CCLC) Grant. Additionally, organizations that use MOARC’s services are in danger of losing their grant money if the federal government makes funding cuts to the CCLC Grant. This would result in less afterschool programs using MOARC services in the next academic year.

SUMMARY

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SOLUTION

Our recommendation to the Missouri Afterschool Network involves— several tactics that emphasize

the importance of afterschool programming to organizations with minimal funding.

MOARC thrives on the personal connection of

coaching services they provide to schools which distinguishes them from their competitors.

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situational

analysis13

SITUATIONAL

ANALYSIS

company

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The Missouri Afterschool Resource Center (MOARC) provides technical assistance to School Age Community and 21st Century grantees. In addition, non—state funded programs may attend MOARC training and events.

Ninety—one percent of Missouri parents agree that there should be some type of after—

school program for children. The after—school development program market is steadily growing,

with parental support increasing. This type of category is emerging. Twelve percent of Missouri’s K-12 children participate in afterschool programs,

so there is room to grow. Afterschool programs are marketed as programs for children to foster further

education and development.

GOALS

1 2 3Foster partnerships at the local, state, and national level to support afterschool professionals and programs

Develop public support and garner resources to advance and sustain afterschool programs

Ensure quality by providing supports to afterschool programs that are necessary to meet and exceed the Missouri Quality Standards.

of parents want afterschool programs

K -12 children partcipiate in afterschool programs

CATEGORY

SITUATIONAL

ANALYSIS

CONSUMER

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Consumers are primarily loyal. Currently, the customers are CCLC grantees, which means the federal government provides them money to receive training and assistance. Those customers are not the most profitable, nor is there a viable solution to that conundrum.

Hence, MOARC is looking to sell their services to organizations not covered by the federal grant. Barriers to marketing our services to non—grantees are time and money. Many people assisted by MOARC are teachers that are paid an hourly wage for their afterschool efforts. The purchase is high—involvement and rational. Key motivations include seeking a professional workforce for afterschool programs to provide a proper supplement to the school day.

SITUATIONAL

ANALYSIS

COMPETITION

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The Francis Institute for Child and Youth Development United for Children

The Francis Institute in Kansas City specializes in creating and developing a professional workforce for the care and education of children and youth.

Francis is also a non—profit organization that requires an in—depth training for potential facilitators. Students and current programmers can come to the center specifically for training and guidance and they also offer technical help as well. The Institute specializes in training future school and program administrators on how to properly and fully develop their programs

United for Children in St. Louis is a high—functioning child care program that benefits from a thorough training for all of its employees who work at the center.

Their mission is to improve the quality and accessibility of to service for children and youth by empowering and inspiring families and communities alike. They are also an established non—profit program with a guidelines system to ensure that their program reaches all possible requirements.

SITUATIONAL

ANALYSIS17

Jumpstart Headstart

Jumpstart is a nationwide program that seeks to positively impact the lives of children and youth through various structured programs. They work with children in groups or one—on—one to engage and connect with them on a more personal level.

Jumpstart also has a lot of legislative pull — they work with lawmakers in their districts on child education bills they hope to see pass. They offer financial solutions for families that may not be able to afford their services outright.

Head Start is a child development program that specializes in children ranging in age from newborn to five years old. They also provide social, health and nutrition services to participating families. They state on their website that one of their goals is “to enhance children’s physical, social, emotional and cognitive development.”

Head Start targets toward lower—income families with less means available to them.

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SWOT

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strengths

weaknesses

opportunities

strengths

weaknesses

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The first of MOARC’s many strengths is the quality of the training provided by the organization. The coaches have

to have a degree in education to consult teachers. Most of MOARC’s coaches earned Masters of Education.

Finally, the same universal standard is implemented in all programs and they provide valid research and facts to

support the adoption of their programs.

While MOARC has many strengths, there are some weaknesses. The first is there is a limited reach and scope within the state.

Also, the company’s first attempt to offer services to non—grantees is not strong. Lastly, there is a possible lack of time for training and

monetary funding for the programs.

strengths

weaknesses

opportunities

opportunities

threats

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MOARC technical assistance has opportunities to engage with school districts not currently involved in afterschool programming to find out why and how to present MOARC as a valid opportunity. Technical assistance has the opportunity to expand to facilitating involvement with other facilities, including YMCA.s, churches, Boys and Girls Club, etc. Ninety—one percent of adults surveyed believed that there should be a place for children and teens to go afterschool every day and MOARC technical assistance has the opportunity to expand these programs and provide better environments for children to learn.

Missouri’s Afterschool Programs brochure, nine in 10 parents are satisfied with the afterschool that their children already attend. Also, pre—existing successful and prominent afterschool programs are already in place at many school districts.

There are also many preconceived notions that afterschool programs simply serve as a daycare or childcare service, which poses a threat to parents wanting to put their children in afterschool programs.

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SECONDARY

RESEARCH

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SECONDARY

RESEARCH

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FindingsResearch showed that the 21st Century Community Learning Centers program is the only source of federal funds available for school districts to develop and provide quality afterschool learning opportunities. Programs that are not affiliated with the 21st Century Community Learning are far more expensive than those that are affiliated with the grant.

Over three—quarters of Americans (76 percent) agree that members of Congress and state and local elected officials should increase funding for afterschool programs

Of Americans agree the Congress should increase funding for afterschool programs.

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SECONDARY

RESEARCH

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The Harvard Family Research Project offered great insight how technical assistance could improve afterschool programs. This study encourages technical assistance to better performance measurement and regular reporting of this performance. Schools and organizations that receive the grant are not educated on the best way to improve performance. Technical assistance is something that would come in to play here to help these problems.

Harvard Family Research Project study encourages

technical assistance.

SECONDARY

RESEARCHSHARE

STORY

YOUR

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advertiseResearch found many different ways to advertise for non—profits. One key tactic, according to Social Media Examiner, was to continue sharing your story.

The way to reach people with nonprofits is to share who you are and what you are doing. Make sure all of your stories are sharable, which means, make them flexible for a number of platforms.

You can share the same story many different ways and reach many different people. Videos and personal stories can be incredibly persuasive to followers. This gives them a greater insight across different platforms.

SECONDARY

RESEARCH 78

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Facebook is a great and inexpensive way for organizations to advertise their cause. You can specifically target your Facebook ads to certain

genders, ages, professions, education levels, etc. Boosting ads through Facebook Business can

significantly increase Likes and Followers.

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PRIMARY

research29

PRIMARY

RESEARCHLarge dependency

on the assigned

consultant

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surveysFor our primary research we constructed two separate surveys. The first survey we sent out was designed for grantees: teachers, administrators, and other organizations that use MOARC technical assistance and express their opinions on it. We sent this email to many different people, and only received 12 responses back, which is significantly less than the number we were hoping for.

One survey question asked about the overall feelings towards technical assistance and whether or not it was beneficial. Many of the answers pertained to who the assigned ARE was and that had a large effect on if the program helped them or not.

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PRIMARY

RESEARCH

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The second survey we sent out was to non—grantees. These are people that have afterschool programs, but are not receiving any of the grant money for technical assistance or outside help. We gathered these lists from different sources. This survey was even more disappointing, with only 6 responses. We believe it is because the purpose and name of the survey was unclear to people that having never heard of or used MOARC before. The respondents were confused on what technical assistance exactly was and how it would be helpful to them.

The unsuccessfulness of these surveys led us to one

very important insight, there is a discrepancy in the

communication between MOARC leaders, technical

assistance coaches, and the organizations both of

these groups are working with.

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CREATIVE BRIEF

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CREATIVE

BRIEF34

WHO when

what WHY

Invested StakeholdersWe want to reach faculty, staff and administrators who have a vested interest in the betterment of afterschool programs.

• Non—grantee organizations in Missouri• Organizations in Missouri that have afterschool services but don’t have the 21st century grant • We want them to invest in the technical assistance that MOARC provides.

We believe this new marketing campaign will be most effective if initiated after the start of the school year, when teachers understand their classroom needs and wants.

Start a marketing campaign for the non—grantees in order to advertise the service. Our program is unique in that we provide professional consultants who strive to better afterschool programs and connect with stakeholders on a personal level.

Parents and teachers are in need of technical assistance and MOARC provides insightful, personable technical assistance (“coaching”) that can improve the overall experience and quality of afterschool programming.

Where

XCampaign material will be distributed to afterschool programs all across Missouri.

CREATIVE

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Consumer insight

I’m a principal at a school that doesn’t fall under the 21st century grant, but I am interested in

improving our afterschool program. When we hit a roadblock, we don’t know where to find

answers so an expert opinion would be extremely beneficial. I am looking for someone personable

who can also offer insightful advice on how to improve the quality of our afterschool programs

and essentially the lives of our children.

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TACTICS

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TACTICS

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Build MOARC’s

social media

presence and

content

TACTICS

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Social media is critical to any business’ sustainability and Facebook is too big to ignore. With over 1.4 billion users worldwide, it’s important that MOARC has an active, updated page on Facebook and other social media outlets. According to the State of Inbound Marketing, 42% of marketers report that social media is critical to their business. Using videos on YouTube and updating our Facebook account, we want to bring MOARC a stronger presence on social media to reach a broader audience in a cheap efficient way.

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Educate Invested

Stakeholders on

MOARC and its

benefits

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MOARC has conducted substantial research and customized programming to bring the best possible experience to its clients. It’s important to emphasize what makes MOARC stand out from other afterschool technical assistance program. We want to educate our stakeholders through traditional and nontraditional methods. We want to emphasize that MOARC delivers personable, professional and passionate technical assistance to our clients. We will use language that is informative and intimate.

PASSIONATE

PROFESSIONAL

PERSONABLE

TACTICS

Improve

communication

with clients and

prospective

clients

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TACTICS

more than

just a

bi’yearly

visit

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With bi-yearly visits, it could be difficult for MOARC to find clients who want to invest with such limited communication. We want to emphasize that MOARC is a personable organization that cares about its Invested Stakeholders. Finding ways to directly and indirectly communicate with clients would make them feel informed and prepared to implement MOARC technical assistance in their afterschool programs.

TACTICSIncrease brand

awareness as

a service that

provides personable’

professional and

passionate technical

assistance

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TACTICS

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MOARCThe three circles represent the three proposed pillars for MOARC —

personable, professional and passionate technical assistance.

The three colors give a tone of playfulness and friendliness. We want people to know that the coaches are welcoming and easy to talk to.

They are consultants who care.

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CREATIVES

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postcard

Our Invested Stakeholders are varying in age and not all of them are active on social media. We want to also reach our target using traditional media. The postcard gives contact and background information on MOARC and our technical assistance. We will mail the postcard to non—grantee schools and afterschool programs. MOARC can also send the postcard to website visitors who have expressed interest. The postcard will be available for traditional and electronic mail.

Come take a ride with the Missouri Afterschool Resource Center! We provide: insightful feedback personal coaching quality educatorsWe’re dedicated to helping you create the best afterschool program possible. To learn more: visit MOASN.org or call us at (573) 884—2462!

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back copy

REASON

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MOARC

logo

MOARC should be known for its personable, professional and passionate technical assistance.

We want to emphasize a distinct difference — yet uniformity — between MOARC and MASN.

These new brand identifiers can be used in presentations and in further printouts.

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VIDEOUsing an online agent, we recommend that MOARC create short videos to educate Invested Stakeholders on its benefits. Having visual for our services makes MOARC a more personable and recognizable brand. MOARC could use these videos for updates on coaches, testimonials from current clients and tutorials from the coaches. Some user-friendly suggestions we have are PowToons, VideoHive and Videolicious. These paid outlets make it easy to create videos educating clients on MOARC and its technical assistance.

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meet the coaches

newsletterIn a newsletter handout, we’ll have information discussing the benefits of MOARC and a personal story of each of our technical assistance coaches. Prospective clients will receive this handout after reaching out for more information on MOARC and its technical assistance. There will be profiles of each of MOARC’s coaches to The newsletter will be available and print and digital.

Clint darr

Hometown

Columbia, Missouri

Education

Background

University of Misso

Meet your

coach

Hometown

Columbia, Missouri

Education Background

University of Missouri – BSBA (Business Administration)University of Missouri – Masters of Education (MEd)

Clint darr

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Meet your

coach

Hometown

Columbia, Missouri

Education Background

University of Missouri – BSBA (Business Administration)University of Missouri – Masters of Education (MEd)

Family

Married, 3 daughters, 1 grandson, 1 granddaughter, 2 dogs, 1 cat

How long have you been working for MOARC as a technical

coach/assistant? 4 months What do you think is the biggest benefit to having technical assis

tance within a school district? To give the directors and staff of the afterschool programs a resource to turn to for any kind of question, support, training, or assistance they may need, and to provide a perspective from outside of their own organization. What has been your biggest success story while working for

MOARC or with a specific school district? Working with a new program and a brand new director to overcome the complexities and chal-lenges of getting a new program up and running, all while I was brand new at my job as well!

Clint darr

MOARC

With the coaches visiting their respective sites twice a year, we’re afraid that the client could feel disconnected or out—of—the—loop. Taking costs and resources into consideration, we believe it would be most beneficial to start a “Coach’s Corner” talk with Google Hangouts. Hangouts bring conversations to life with group video calls for free for up to 10 callers. We would invite regional schools to meet virtually with coaches through our social media and email — if coaches can’t get to a certain school, administrators can get online and have submitted questions for that session and have specific things discussed with the coaches — a way of adding to the standard 2 meetings a month.

google

hangouts

a month

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coaches corner

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(courtesy of Google)

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CONCLUSION

EXIT

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conclusion

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conclusion

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Based on our research and

recommendations’ we consider our chosen

tactics to be the best course of action as

MOARC seeks to expand their afterschool

programming efforts’

This campaign will enable MOARC to reach

more children across the state and

create a better learning environment for

future generations’

THE CREATORS62

THE CREATORS63

My name is Jazmin Burrell and I am a senior graduating in May with a degree in strategic communication from the world's best School of Journalism. After graduation, I hope to find a position in account management or marketing in the Kansas City area. I was extremely active in after—school activities in middle and high school from playing the oboe in band to cheerleading courtside at basketball games. I loved participating in after school activities because I built lifelong friendships and strong relationships with teachers. It gave me an education outside of the classroom and free snacks. I hope to one day start my own after school program at my old high school in Grandview, Missouri.

Jazmin

burrellACCOUNT EXECUTIVE

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My name is Savannah Smith and I am a senior graduating with a degree in Journalism and Business. After college, I hope to work and live in New York City in an advertising/marketing role, with a (very) future goal of owning my own digital agency. Growing up, school was always an outlet for me to discover my passions and I had numerous influential teachers who challenged me and firmly believed I could do anything I set my mind to. It was this sort of empowerment that has shaped me into the person I am today.

SAVANNAH

SMITHcopywriter

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MEGAN

SHEAHAN

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My name is Megan Sheahan and I am a senior at the Missouri School of Journalism. I was born and raised in St. Louis, Missouri until attending Mizzou. After graduation in May, I am planning on getting a job in marketing or event planning. Some of my favorite after—school activities were participating in sports, such as running track and playing field hockey. I also was a member of my high school yearbook. Being a part of an after—school activity helped shape the woman I have become today by creating long lasting friendships, learning valuable lessons and being a part of something that is bigger than myself.

pr

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My name is Michael White and I am a senior at the Missouri School of Journalism. I am from the Chicagoland Area, where I lived most of my life before attending Mizzou. In May, I graduate and plan to move back to Chicago where I hope to find a job in marketing or public relations. I was never in an after school program, but I’m thankful for the various extracurricular activities my high school offered. I found a voice through their student newspaper of which I was an editor. The position inspired me to attend this very school. I also lettered in football for two seasons and served as a color commentator for select men’s basketball games. Out of all of those outlets, my favorite memory was the first time I was published. It was the first of a recurring series of columns about restaurants.

mickey

white

OUTREACH

My name is Heather Patterson and I am a senior at the Missouri School of Journalism. I am originally from Dallas, Texas and grew up in Texas my entire life until coming to college at Mizzou. After graduation in May, I am planning to get a job in sports marketing or pubic relations in New York City.Some of my favorite after—school memories come from my elementary school in the 5th grade. We could sign up for a number of activities ranging from hip hop dance to basic cooking, and high school students taught them all. I really enjoyed spending a few hours after school with the older kids learning different things and spending more time with my friends.

heather

patterson

researcher

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I am passionate about discovery, storytelling and strategy. Figuring out a way to deliver a message in the most effective, efficient and creative way is a challenge I love to tackle. In May 2015, I will graduate from the University of Missouri with a Bachelor of Journalism, business minor and a multicultural certificate. Over the years, I have expanded my interests in journalism and business, while delving specifically into the colorful and dynamic world of design. I was born in Fergana, Uzbekistan and moved to NYC when I was 9. Now, I’m proud to say I call the Big Apple my home, where I hope to move back to. My favorite activity in grade school was any time that allowed us to creatively pursue something, whether it was art or music. This motivated me to audition for a specialized arts high school which concentrated on fine arts. If it weren’t for these programs, where would all the creative minds be?

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yuliya

kim

art director

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This document was produced by AdZou at the Missouri School of Journalism. The contents are the property of MOARC. All information is confidential and proprietary and shall not be modified, reproduced, distributed or used for any purpose without prior written consent of MOARC. © Thrive; April 24th, 2015

school’s out