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Campaign Proposal

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Table of Contents

Executive Summary ...................................................................................................................................... 3

Organizational History........................................................................................................................... 4

Organizational Structure ...................................................................................................................... 4

Organizational Environment .............................................................................................................. 4

Organizational Trends ........................................................................................................................... 5

Publics ............................................................................................................................................................ 6

Research ....................................................................................................................................................... 7

Problem Statement .................................................................................................................................. 8

Campaign Goal ........................................................................................................................................... 8

Campaign Objectives .............................................................................................................................. 8

Campaign Strategies ............................................................................................................................... 9

Tools ............................................................................................................................................................ 11

Calendar ..................................................................................................................................................... 14

Situational Analysis ................................................................................................................................... 15

Organizational History........................................................................................................................ 16

Mission and Philosophies .................................................................................................................. 17

Organizational Structure ................................................................................................................... 18

Organizational Policies ....................................................................................................................... 20

Organizational Environment ........................................................................................................... 21

Organizational Trends ........................................................................................................................ 24

Publics ......................................................................................................................................................... 26

Research Overview Grid .................................................................................................................... 30

Research .................................................................................................................................................... 31

Problem Statement ............................................................................................................................... 35

Campaign Plan ............................................................................................................................................. 36

Goal Statement ........................................................................................................................................ 37

Objectives .................................................................................................................................................. 37

Strategies ................................................................................................................................................... 38

Tools ............................................................................................................................................................ 42

Calendar ..................................................................................................................................................... 62

Appendix......................................................................................................................................................... 63

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Executive Summary

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Organizational History

Ann Conners, the principal of Harrisonburg’s Spotswood Elementary School, founded Second Home in 2007 when she saw a need for affordable before and after-school care in the community. At the time, many elementary and middle school students were returning home from school to an empty house and therefore, not receiving proper supervision or academic support. Conners, with the help of the Muhlenberg Lutheran church, created Second Home to provide a safe place for these children to do their homework, read and play. Second Home currently cares for up to 75 students enrolled in kindergarten to 7th-grade at Spotswood Elementary or Thomas Harrison Middle School.

Organizational Structure

Second Home has a small, but extremely dedicated staff that runs the program on a day-to-day basis with the help of numerous volunteers. The staff includes 11 certified teachers and the executive director, Patty Sensabaugh. The 16-member board of directors, oversees business and budget decisions and ensures that state regulatory certifications and procedures are met.

Organizational Environment

Political Many state policies regulate the type of donations Second Home can accept, the employees it can hire and the children it can enroll. The Second Home board of directors meets quarterly to discuss and make decisions about political, economic and social issues facing the organization. The board of directors considers rulings and announcements made by the Harrisonburg City School Board and other developments, such as school zone redistricting. The board is also responsible for researching and renewing grants as a source of income.

Economic Most of Second Home’s $80,000 annual budget comes from grants, a source of income that is not guaranteed. Second Home devotes the majority of its budget to staff salaries and healthy snacks for the children, leaving little additional funding for organizational improvement and new technology. Second Home charges a fee of $10 a week per child, but will never turn a family away because of the inability to pay. Families with multiple children attending Second Home pay $5 for each additional child.

Social Second Home provides children with more than before and after-school care. The program emphasizes academic growth, safety and health. Second Home provides its students with a safe environment where they can receive one-on-one support and fully recognize their potential.

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Organizational Trends Political It is important for Second Home to remain updated on local and state policies due to potential effects on the organization. Currently, overcrowding in schools has caused the county to begin redistricting schools in the area—including Spotswood Elementary School and Thomas Harrison Middle School.

Economic Second Home has a tight budget, which relies on United Way and other community grants. However, these sources of income are not permanent. Second Home wants to identify new grants, as well as establish and maintain stable partnerships with local businesses to gain support.

Social Second Home continues to grow in all aspects of the organization and eventually plans to remain open in the summer. Second Home wants to continue training and developing a strong board and teaching staff, as well as receive increased grant funding to hire more teachers. Growing the staff will assure that the students receive the best educational support possible (B. Roadcap, personal communication, February 8, 2013).

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Publics VHC indentified four relevant publics for this campaign.

Harrisonburg Businesses not Partnered with Second Home Harrisonburg is home to over 1,500 local and corporate businesses. Unfortunately, many Harrisonburg businesses are either unaware or uninformed about Second Home and its mission. These businesses have the potential to become future partners because of their motivation to support local nonprofits as a way to become involved in the community and obtain tax incentives (Dee, 2009).

Current Second Home Partners and Donors Second Home has received support from over 40 local businesses and over 100 individual donors. Current and past donors recognize the positive impact the program has on the community and see value in supporting Second Home’s mission. However, Second Home has struggled to maintain long-lasting involvement with these partners.

Harrisonburg Media The local Harrisonburg media consists of newspaper, radio and television outlets that provide Harrisonburg residents with the latest news and updates in the community. Harrisonburg media outlets cover news stories that are important and relevant to the community while drawing attention to significant issues. The media consistently covers stories on topics directly related to child care, education, children and poverty. However, the multitude of local nonprofits creates competition for media coverage.

Second Home Internal Staff Second Home has a small and dedicated staff that believes in and supports the organization’s mission. Certified teachers and volunteers run the organization’s day-to-day operations, while the board of directors handles budget and licensing issues. Completing administrative work outside of the day-to-day operations currently comes second, because almost all of the staff’s attention and resources go directly to the children.

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Research

Media Content Analysis The research team conducted secondary research in an effort to compile articles that featured recurring keywords and themes that portray Second Home’s organizational mission. The team conducted the research to determine Second Home’s level of awareness in the Harrisonburg community, as well as gauge the motivation levels of organizations to work with nonprofits. By performing a content analysis, the research team compared the amount of times local newspapers and online articles featured Second Home in regards to other local nonprofits. The research team found that the media reported on topics relevant to Second Home, but only three articles mentioned Second Home directly.

Internal In-depth Interview The research team toured the facility and conducted interviews with key members of Second Home’s board of directors and staff. The researchers wanted to better understand the organizational structure and culture of Second Home, as well as gather and analyze all communication materials. The research team conducted interviews with two teachers, two volunteers and two board of directors’ members. The research team found that Second Home has built relationships within the community and with local businesses, but the organization is having trouble fostering and maintaining those relationships. The teachers and volunteers are extremely passionate about the students, but unfortunately do not have the time or resources to focus on administrative and professional needs.

Secondary Research: Potential Relationships The research team created a resource handbook by conducting secondary research using the Internet to examine Harrisonburg’s economy, local media outlets and competing nonprofit groups. The research team then created a comprehensive resource handbook providing Second Home with a snapshot of Harrisonburg’s economic status and demographics, contact information for local media outlets and a database of other local nonprofits.

Secondary Research: Best Practices To understand the successes and failures of nonprofit organizations, the research team studied various nonprofits that fit into a similar category as Second Home. The team conducted secondary research on a broad spectrum of nonprofits and best practices in the form of a detailed case study, which identified successful patterns and trends. The research team wanted to determine how other similar nonprofits promoted causes, reached out to potential donors and gained support for the organization. The research team found that organizations that showcase a story, face or personal connection to the organization garner public support.

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Problem Statement Since its founding, Second Home has provided exceptional care and academic support to the children of Harrisonburg; however, dedication to its mission of serving the community has resulted in a decreased focus on communicating Second Home's benefits to potential corporate and local partners. To ensure future growth, it is important that Second Home take the necessary steps to build and foster long-term relationships with businesses in the local community.

Campaign Goal

To build five long-lasting partnerships with local Harrisonburg businesses by strengthening Second Home’s communication practices and media relations over one year.

Campaign Objectives

Partnership Objectives

1. To increase awareness of Second Home’s presence with 20 Harrisonburg businesses in four

months.

2. To increase the understanding of Second Home’s mission with 10 Harrisonburg businesses

in eight months.

3. To create five new partnerships with Harrisonburg businesses in one year.

4. To develop five ongoing partnerships with Harrisonburg businesses over one year.

Media Objectives

1. To increase media coverage of Second Home by 20 percent at the end of the campaign.

2. To generate five positive media hits throughout the campaign.

3. To send an invitation to four media contacts for each campaign event.

Communication Objectives

1. To create five professional communication documents portraying Second Home’s mission

consistently throughout the campaign.

2. To increase social media engagement by 50 percent throughout the campaign.

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Campaign Strategies

Targeting Strategies The campaign will target four publics based on their role in assisting Second Home carry out its campaign goal of building and fostering future partnerships. This campaign will initially reach out to numerous companies including but not limited to businesses that were previously partnered with Second Home and a majority of the locally based companies including Rosetta Stone, legal firms and other downtown businesses. Furthermore, the campaign will also target media outlets in order to increase positive media coverage. The campaign will also target Second Home internal staff and board of director members, who are vital to the success of the campaign goals and outcomes.

Message Strategies VHC created the slogan “Our Future Grows Here” to represent Second Home’s mission of providing a safe and educational environment for low-income children who attend Spotswood Elementary School and Thomas Harrison Middle School. “Our Future Grows Here” perfectly summarizes Second Home’s main goal of providing a safe place for children to grow as a student and individual, ultimately providing them with tools for the future. The campaign will focus around two main messaging strategies, clarity and consistency. The campaign’s message strategies will also focus on triggering an emotional appeal by providing local businesses with a face and story that represents Second Home. VHC kept the Second Home logo the same as it was before, with only a few minor updates. All documents in the campaign feature the logo, with the new slogan wrapped along the bottom.

Media Strategies Uncontrolled Media Second Home will reach out to four key media outlets including WHSV, WSVA FM, the Daily News Record and Nuevasraices. The campaign will focus on open communication with the local media and building a positive relationship with media contacts. VHC encourages Second Home to use a proactive media strategy, meaning that Second Home will contact the media directly with information about its newsworthy events and success. Events Second Home will sponsor and promote several events over the course of the campaign. The events will either bring target publics to Second Home, or reinforce Second Home’s mission within the surrounding community. The communication materials used to promote events including flyers, invitations and thank you notes will all communicate consistently and clearly that Second Home is Harrisonburg’s expert in child care.

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Promotional Items This campaign will feature promotional items that are cost effective and connected to Second Home’s cause. Second Home will use versatile promotional items because of the importance to represent Second Home’s cause, but also provide functional items that have a purpose and use for businesses and other publics. Controlled Electronic Media This campaign will revamp Second Home’s current social media presence. The new social media strategy will focus on open, two-way communication. The Facebook account will feature weekly posts about Second Home’s students and teachers while also highlighting activities and accomplishments. Communication Materials All of Second Home’s communication documents will have a consistent and professional look. Putting an importance on professional communication materials will emphasize Second Home’s credibility to the target publics.

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Tools Partnership Tools The Second Home Connection Second Home will send a monthly electronic newsletter to Harrisonburg businesses and community members who support Second Home via email. The newsletter will provide partners with insider information and personal stories about Second Home to make businesses feel more connected to the child care center. Are You Smarter than a Second Homer? Every month, the Second Home connection will feature a trivia question for recipients to answer. The first person to email Second Home and answer the question correctly will receive recognition in the next issue. The trivia question will get businesses actively engaging with Second Home in order to have their company’s logo publicly recognized if they win. Stamped for Success For this campaign tactic, Second Home will showcase a child’s artwork on a postcard, along with the organization’s logo. Second Home will use these postcards for simple thank you notes and include them with any communication documents sent to its target audiences, which will add a more touchable connection. Once a business has partnered with Second Home, they will be given a stack of postcards, if interested, to use for business purposes or to give out to customers and clients. Careers Days: Sprouting Our Future Once a month, Second Home will invite a guest speaker from a local business to come and speak to the children about his or her career. Businesses will visit Second Home and interact with the children on-site. Therefore, business’ representatives will experience firsthand what Second Home has to offer, while also having the opportunity to build a personal connection with the children and staff. Messages of Growth VHC produced invitation and thank you letter templates that Second Home can use to invite target publics to events, and subsequently thank them for attendance. Sending formal invitations will portray Second Home as a professional child care center and thank you letters will let local businesses know how appreciative Second Home is for their support. Stick it for Success The campaign will feature stickers that depict Second Home’s logo, slogan and website address. Second Home can send the stickers with all direct mail and media pitches, as well as give stickers away at special events, to trivia winners and more. The stickers are a fun and price efficient way to spread awareness of Second Home, its logo, slogan and website.

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The ‘Burg’s Got Talent’ Inside the James Madison University Memorial Hall Auditorium, children will perform one by one for the audience. Below the stage and around the auditorium banners of local businesses, provided by the businesses that partner with Second Home, will be prominently displayed. VHC recommends that this event should follow the format of previous years to ensure familiarity. [Restaurant Name] Takeover: ProSEEDs Day Serving days are another successful event that Second Home has participated in before, which will help achieve partnership objectives if continued. Second Home students will ‘take over’ a restaurant and serve guests for the night. VHC recommends that this event follow the format of previous years. Supplies for Growth Businesses in Harrisonburg will place a supply drive box in their office including short lists of what supplies Second Home is in need of during back to school time. Also, right after spring break Second Home will hold a book drive. A volunteer of Second Home will come by to pick up the supplies or books at the end of each drive. Second Home will send a thank you package including postcards and stickers to the businesses who participate, as a gesture of appreciation.

Media Tools

“Growing” Back to School VHC created a 30 second radio PSA that includes tips for the back-to-school season. The message will list two or three tips for keeping children safe and healthy and at the end, the PSA will state Second Home’s slogan while giving the organization credit for the tips. The PSA will create awareness about Second Home while demonstrating that it is the leader in before and after-school child care. “The Halls” Growing Pains: Back-to-school Issues A representative from Second Home will be a guest on “The Halls,” which is a segment on Q 101 that generates conversation about children in the community. The Second Home representative will speak about education and safety during the beginning of the school year, therefore portraying Second Home as an expert in child care and community issues.

Communication Tools Sharing Our Success A news release will feature Second Home’s logo, slogan and contact information as part of the letterhead designed for use on numerous documents in the campaign. Targeted toward the media, these news releases will provide a channel for Second Home to receive news coverage on upcoming activities and newsworthy stories.

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Our History of Growth The fact sheet includes Second Home’s mission, values, purpose, description of services, successes and more. The fact sheet covers all basic information that the media will need, ensuring that the media will not have to reach out to Second Home for fundamental information. A Glimpse of Success The video footage taken on-site will highlight different shots of the Second Home facility, the children playing and the teachers engaging with the children. Video footage, known as b-roll by the media, will put a face on the organization and provide a resource for local TV stations. Unfolding Our Success VHC created a brochure featuring information about Second Home’s history, mission and contributions to the Harrisonburg community. The brochure is targeted toward individuals and businesses not already partnered with Second Home, to provide a resource that summarizes what Second Home is and why it is an important organization in the community. Tools for Success VHC will package the news release, fact sheet, b-roll and brochure into a media kit that Second Home will send to local businesses and media to spread awareness about Second Home, its mission and upcoming events. Blossoming Our Social Media Presence VHC created a topic guide for the Second Home staff to use as a reference when posting on the Facebook page. The guide contains multiple template posts and tips to help the staff maintain a strong social media presence.

Join Our Social Garden VHC created a social media guide specifically for Second Home’s Facebook page. The guide contains sample photos, post ideas and posting tips. Sharing Our Growth VHC created a new website design that integrates information about Second Home, Second Home’s social media and opportunities for visitors to get involved. The improved design will allow for easier navigation of the site, which will assist media personnel in extracting information for potential news stories. Growing Our Team: Communication Intern Wanted VHC recommends that Second Home create a new intern position. The intern will only complete communication duties including, but not limited to, managing social media, writing press releases, putting together the newsletter and updating administrative information. The intern should also possess a foundation in communications, marketing or advertising because one of the primary responsibilities will be to bridge communication gaps with downtown businesses and local media outlets.

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Calendar The life of VHC’s campaign will span 10 months. The internal start to the campaign will begin Monday, July 1. During the internal start, Second Home will introduce the campaign goals to its staff and begin creating and organizing necessary communication materials. The soft start will commence on Thursday, August 1. Second Home will reach out to local businesses using ongoing tactics such social media, a new website design and communication materials, including a monthly newsletter to partnered businesses. The hard start of the campaign will be Monday, September 2 during back to school season.

Ongoing Tools: Stamped for Success Messages for Growth Stick it for Success Tools for Success Sharing Our Success Our History of Growth Unfolding Our Future Blossoming Our Social Media Presence Join Our Social Garden Sharing Our Growth

Important Dates: The first Friday of every month, starting in September, will be a career day and the Second Home Connection will be sent out on the first Monday of every month, starting in October. July 1: Internal campaign start August 1: Soft campaign start August 5-23: School supply drive August 18: The Halls, growing pains back to school issues September 2: Hard campaign start November 16: ProSEEDs night March 22-April 3: Book drive May 19: The Burg’s Got Talent

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Situational Analysis

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Organizational History In 2007, Ann Conners, the principal of Harrisonburg’s Spotswood Elementary School, noticed a troubling trend. Conners found that many of her students were left unsupervised before and after-school. The students did not have an adult present who could help them with their homework or in an emergency. According to Patty Sensabaugh, the executive director of Second Home (personal communication, February 11, 2013), Conners knew something had to be done when students began coming to her office crying over losing their house keys. Conners reached out to the children’s parents and realized that many families in the school district could not afford child care, forcing parents to leave their children unsupervised. In the hopes of making a positive change in these children’s lives, Conners spoke with the pastors of Muhlenberg Lutheran Church. After discovering the cause of this troubling problem, Muhlenberg Lutheran Church helped Conners bring together local citizens and city officials to raise enough money to start a program for these kids called Second Home (2013, Second Home Volunteer Handbook). Second Home began as a Muhlenberg Lutheran Church social ministry program to provide after-school child care for families who could not afford it. Although Second Home began through the church, it is not a religious program. Its goal is to provide a safe and academically stimulating environment for the children (B. Roadcap & L. Britt, personal communication, February 8, 2013).

According to Sensabaugh, (personal communication, February 11, 2013) when Second Home first opened there were only 35 students enrolled, but over the past six years that number has nearly doubled. Today, Second Home is a licensed before and after-school day care center that can hold up to 75 children enrolled in kindergarten to 7th-grade (2013, Second Home Volunteer Handbook). Second Home regularly operates from 6-8 a.m. before school and 3-6 p.m. after-school, but follows Harrisonburg City School closing decisions (L. Britt, personal communication, January 15, 2013). “We have some students who come only in the morning, some who only come in the afternoon and some who come at both times. We have an average teacher and student attendance of about 89 [every day]” (P. Sensabaugh, personal communication, February 11, 2013). “[Second Home] is not just a babysitting service; it has a very safe and educational environment. We promote healthy eating, hygiene and manners. The students have a time for reading and all of the teachers are now certified, but there is still potential to grow” (B. Roadcap, personal communication, February 8, 2013).

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Mission and Philosophies

We are dedicated to providing affordable before and after-school care to Harrisonburg children in need with a special emphasis on academic development. Second Home opened at the beginning of the school year in 2007. Second Home is located in the Muhlenberg Activities Center of Muhlenberg Lutheran Church in downtown Harrisonburg. Second Home offers before and after-school care for students from Spotswood Elementary and Thomas Harrison Middle School. As a licensed day care center, Second Home can accommodate up to 75 children enrolled in kindergarten to 7th-grade. Our mission is to ensure that the children of low-income families have access to safe, quality child care and academic assistance. We are happy to report that since Second Home's beginning, school grades are constantly improving, attendance is up, truancy is down and enthusiasm and school pride are at an all-time high. Second Home employs an experienced staff of teachers and assistants and welcomes new volunteers (2013, Second Home website).

In addition to its mission, Second Home’s board of directors president, Lori Britt (personal communication, January 15, 2013), shared several keywords that describe the philosophy and culture of Second Home during an informational presentation. The keywords included homework, friends, security, math, reading, safety, healthy, challenges, motivation, choices, character, opportunity and support.

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Organizational Structure Sensabaugh is in charge of the program on a day-to-day basis and is currently the only board of director’s member who is consistently present during daily operation. She spends a significant amount of her time working with the teachers, volunteers and children during operating hours. Due to the needs of the students, administrative work is often put on hold. The board of directors oversees the goals and future of Second Home. The board makes long-term decisions, such as budgeting, to ensure that Second Home meets the necessary requirements for operation. The staff, teachers and volunteers run Second Home’s day-to-day operations. The staff works with the children directly and plans daily activities. According to the Second Home Volunteer Handbook and Second Home Staff List the current board of directors and staff is as follows.

Second Home board of directors and advisory council Lori Britt

President Term ends 2014

brittll@jmu.edu

Barbara Roadcap

Vice President Term ends 2014

bbroadcap@gmail.com

Janessa Baker

Treasurer Terms ends 2014

jbaker@yanceymiller.com

Rabia Lieber

Secretary Terms ends 2014

rabialieber@gmail.com

Violet Allain

Term ends 2014

allainvl@jmu.edu

Ann Conners

Spotswood Representative

aconners@harrisonburg.k12.va.us

Alysia Davis

Terms ends 2014

davis4am@jmu.edu

Bob Humphrey and Brett Davis

MLC Representative

Humphrey@muhlenberglutheran.org Davis@muhlenberglutheran.org

Margaret Kyger

Terms ends 2014 kygermm@jmu.edu

Saundra Larson

Staff Representative

Singinsaundra@aol.com

Caroline Monek

Intern monekca@dukes.jmu.edu

Kathy Sarver Terms Ends 2014

sarverkb@jmu.edu

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Patty Sensabaugh

Executive Director sensabaugh@gmail.com

Kishia Tutt,

Parent Representative Term ends 2013

Krtutt.tutt@gmail.com

Carolyn Frank

carolynwfrank@gmail.com

Mark Keeler

keelermf@jmu.edu

Laura Feichtinger McGrath

lfeichtinger@harriosnburg.k12.va.us

Staff Cindy Chestnut Operations Assistant Director

and Coordinator of Before School Program

Saundra Larson Administrative Assistant Director and Coordinator of Middle School Program

Michael O’Malley

Middle School and Math Teacher

Joe Riley Math and Reading Teacher

Michelle Scotellaro 4th-grade Teacher

Jaimie Hensley 2nd and 3rd-grade Teacher

Bobbi Payne 1st-grade Teacher

Ashley Christian Kindergarten Teacher

Caroline Sirbaugh Morning Teacher

Sylvia Meyer Morning Teacher

Rosemary Sangabriel Receptionist and Food Program Lead

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Organizational Policies Second Home has six articles of bylaws in place. The first article states the organization’s name as Second Home Child Care Center and states that the organization must follow laws of the commonwealth of Virginia. The remaining bylaws affect membership, the board of directors, elections, committees, directors and staff and emendations. In addition to its bylaws, Second Home must follow several child care and state policies as a licensed child care provider. For example, the program must keep a log of all foods served to the children and the temperature at which the snacks are stored and served. If a food or drink does not meet the guidelines then it cannot be served to the children. This standard often requires Second Home to turn away food donations that could save the center a significant amount of money. Another major policy that directly effects the communication and daily practice of Second Home is a licensing policy that limits the center to hosting 75 students. Second Home has many policies and guidelines in place for its students, teachers and volunteers to follow regarding safety, academics and manners. One example of safety and manners guideline is signing in and out on the volunteer log every visit (2013, Second Home Volunteer Handbook).

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Organizational Environment Political Second Home currently receives grant money from the United Way of Harrisonburg and Rockingham County, a partner agency program that receives funding from the Community Impact Fund to deliver programs that create an impact in the Harrisonburg, Rockingham County community in the areas of health, education and income. Second Home also receives grant money from the city of Harrisonburg and 21st Century, a program that supports community learning centers that provide academic enrichment opportunities during non-school hours. A majority of Second Home’s $80,000 budget comes directly from the grants it receives. Second Home must reapply for the Harrisonburg, United Way and 21st Century grants every few years, depending on the individual grant. Second Home does risk having grant proposals rejected, therefore these grants are not a guaranteed source of income. (L. Britt, personal communication, January 15, 2013). Second Home’s political structure consists of a board of directors including varying positions and responsibilities. Second Home’s bylaws state that the board must meet quarterly, all board members shall serve two-year terms and that board members can be re-elected for up to five consecutive terms (2013, Second Home Bylaws). When a new position opens at Second Home, the center hires teachers who are skilled in reading and math. All teachers must have a bachelor’s degree from a four-year institution and hold a valid teaching license. When making decisions, Second Home’s board of directors must stay informed about decisions made by the county and Harrisonburg City School Board. The Harrisonburg City School Board consists of a six-member legislative board that makes decisions about issues in the school district. The purpose is to establish and maintain high quality educational programs. All board meeting are open to the public. Recently, Harrisonburg and Rockingham county schools have become increasingly crowded—especially Thomas Harrison Middle School. In mid-January, the Harrisonburg City School Board approved a new redistricting proposal that moved approximately 60 students from Thomas Harrison to Skyline Middle School. The redistricting requires those rising middle-school students, who attend Waterman or Spotswood Elementary and live in the northeast region of Harrisonburg, to attend Skyline Middle School instead of Thomas Harrison (Sharrer, 2013). The redistricting will cause some Spotswood Elementary students to be ineligible to attend Second Home due to transportation limitations. Second Home cannot accept or transport children from schools other than Thomas Harrison Middle and Spotswood Elementary School.

Economic According to Sensabaugh, (personal communication, February 11, 2013) the before and after-school program has a maximum enrollment of 75 children. Second Home does its best to assure that its service is affordable for every family, including those facing poverty. By offering families child care that they can afford, Second Home provides many Harrisonburg children with the opportunity to grow academically and socially.

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Second Home charges $10 a week per child. Families with multiple children attending Second Home pay $5 for each additional child. According to Britt, (personal communication, January 15, 2013) Second Home will allow a child to attend at no cost, if their family can no longer afford to pay. The majority of Second Home’s $80,000 budget covers staff salaries and healthy snacks for the children. The budget consists of funding from the United Way, the City of Harrisonburg, and a grant from 21st Century, which supports community learning centers, as well as varying monthly contributions. Second Home’s resources rely heavily on grants, specifically from the United Way. Second Home receives grants for two years at a time as a stipulation of its status as a United Way agency. However, after each two-year period, Second Home must reapply for the grants. The board of directors is currently researching other grants and has previously donated money out of their own pockets so that Second Home can buy up-to-date materials (L. Britt, personal communication, January 15, 2013). According to Roadcap (personal communication, February 8, 2013), as a licensed firm Second Home must follow state and federal regulations in order to accept certain donations. The regulations often inhibit Second Home’s ability to accept donations such as food or drinks. To raise additional funds, Second Home has previously held proceeds events at local restaurants and collections at Muhlenberg Lutheran Church throughout the year. Fortunately, Second Home has received donations from 45 companies and 123 individual donors over the years. According to Roadcap, (personal communication, February 8, 2013) Second Home has established relationships with Applebee’s, Cici’s Pizza, Dairy Queen, BB&T, Cargill, Holtzman Oil, Stonewall Jackson Inn, James McHone Jewelers, Wal-Mart, Valley Children’s Clinic, Dayton, James Madison University and several local churches.

Social Second Home provides a safe place for children in the Harrisonburg community to receive educational support and recognize their potential as students. According to Britt, (personal communication, January 15, 2013) Second Home’s daily agenda consists of homework time, 20 minutes of reading and then play time. Roadcap (personal communication, February 8, 2013) explained that, along with academics, Second Home promotes healthy eating, hygiene, manners and the importance of respecting ourselves and others. Second Home teachers also encourage the students to shake hands with adults and to always thank people. Second Home promotes a comforting environment that makes learning fun and less intimidating. The board of directors and teachers believe that Second Home allows students to discover their potential as individuals. Second Home works hard to attract numerous volunteers for students so the children have the opportunity to receive one-on-one help with their homework. Second Home is more than a daycare; it provides students with academic guidance and feedback (B. Roadcap, personal communication, February 8, 2013). Many of the students from Spotswood Elementary School and Thomas Harrison Middle School experience language barriers that cause them to fall behind academically. According to Britt, (personal communication, January 15, 2013) about 61 percent of children who attend Second Home have limited English proficiency and 72 percent have little to no

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English proficiency. Overall, there are 44 different languages spoken amongst students attending Second Home. Second Home benefits the Harrisonburg community by helping children from a high crime-rate area grow both academically and socially in a positive way. By exposing children to improved education and proper manners, it is less likely they will have to rely on welfare or be sent to jail in the future (B. Roadcap, personal communication, February 8, 2013). In addition, Second Home helps establish safer communities in Harrisonburg and gives a better reputation to the Harrisonburg City School district.

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Organizational Trends Political Second Home must reapply for the grants it receives, including its biggest grant from the United Way, every application period. Second Home faces the risk of potentially losing funding if it does not receive the grant each application period, which would be detrimental to the organization. Many organizations apply for these grants and there is always the possibility of a new organization forming that may also be deserving of the grant (L. Britt, personal communication, January 15, 2013). The Harrisonburg City School Board continues to redistrict counties to ensure that certain schools and classrooms are not overcrowded with students. Based on continued growth in the community, classroom sizes, community population and funding, the school board evaluates current and future trends to maintain fairness for students in the Harrisonburg and Rockingham County school systems. The church still operates Second Home, but the center would eventually like to support itself. In the future, Second Home hopes to separate itself from the church and the misconception of the program as religiously based. As a nonprofit organization, Second Home is required to abide by statewide legislative regulations regarding afterschool child care. In order for Second Home to be considered a licensed child care center it must meet the state’s safety and health standards. For example, Second Home requires the children to immediately wash their hands before and after they eat their snack. These legislative guidelines are regularly updated by the state and will continue to impact the way in which Second Home operates.

Economic Second Home is in need of up-to-date educational resources, awareness in the community and a budget that would allow it to grow. According to Britt, (personal communication, February 8, 2013) Second Home needs more computers with Internet access because many homework assignments involve searching the web. She states that Second Home would like to identify a grant or a company sponsorship that will help increase the program’s budget to bring more educational resources to the after-school program. Second Home wants to establish and maintain better personal connections in the community to help gain support. Reaching out to local attorneys could provide another source of community support to continue to keep these children in a safe and educational environment (L. Britt, personal communication, February 8, 2013). Another industry Second Home seeks to make a connection with is the poultry industry. Since 20 percent of parents who send their children to Second Home work for poultry plants, the board of directors believes that reaching out to the poultry industry could potentially create a strong partnership and support for the after-school program. Receiving new grants and donations will help Second Home continue to grow as an organization while continuing to enhance the children’s lives.

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Social Second Home continues to grow in all aspects of the organization. Roadcap (personal communication, February 8, 2013) describes that Second Home has grown philosophically and educationally. It has also developed a strong board of directors and enhanced the educational system. Second Home wants to continue training and developing a stronger board and teachers, as well as receive increased grant funding to hire more staff. This will assure that the students receive the best educational support possible (B. Roadcap, personal communication, February 8, 2013). Second Home longs for a generational feel. Britt (personal communication, February 8, 2013) describes that having Second Home alumni come back to share their experiences with children would be a great way to show the students that they have the potential to be successful. Second Home currently operates during normal hours on early dismissal days. Britt (personal communication, February 8, 2013) hopes that Second Home will eventually operate year-round and establish educational field trips for the days when children get out of school early. Second Home emphasizes the importance of exposing the children to other educational resources outside of the center. Second Home provides a safe environment where students from Spotswood Elementary and Thomas Harrison Middle School can grow academically and socially during the academic school year. Without Second Home, many Harrisonburg children would be going home to an empty house and would not have access to educational support. Second Home reduces many children’s risk of bad behavior by providing a safe and supervised environment. Britt and Roadcap (personal communication, February 8, 2013) believe that it is essential for Second Home to provide a year-long program for students to spend time continuing their focus on academics and social growth during the summer months. Considering most parents work year round, some children may spend a considerable amount of time alone during the summer months. If Second Home can operate in the summer, the program can make sure these children are in a safe environment and are staying out of trouble.

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Publics Currently, four relevant publics interact with Second Home or have the potential to become a corporate partner. These publics include Harrisonburg businesses not partnered with Second Home, current Second Home partners and donors, Harrisonburg media and Second Home staff.

Harrisonburg businesses not partnered with Second Home Harrisonburg has a vast business community made up of 1,582 established businesses. The largest industries include retail, healthcare and social services, and accommodation and food services. The poultry industry is also very prominent within the area, along with a downtown alliance of businesses known as the Downtown Renaissance. The Downtown Renaissance helps Harrisonburg businesses collaborate and work together to enhance opportunities for local establishments. The wide variety of businesses in Harrisonburg makes up a strong part of the local economy (Secondary Research: Potential Relationships, 2013). Problem Recognition Many Harrisonburg businesses are either unaware or uniformed about Second Home and its mission to help the children of Harrisonburg. An issue that inhibits the spread of knowledge about Second Home is the lack of communication materials available to businesses. According to Smith, (2009) the businesses not partnered with Second Home are latent publics because they share an issue with Second Home, but they fail to recognize the potential of the situation. Level of Involvement Currently, Second Home does not have lasting relationships with Harrisonburg businesses. Second Home has received occasional donations but has not maintained these relationships. Constraint Recognition A constraint facing Harrisonburg businesses is the lack of awareness of Second Home’s facility. In the last 18 months there have only been three media items published about Second Home (Media Content Analysis, 2013). Without awareness of Second Home, Harrisonburg businesses will not be informed about Second Home or the possibility of building a partnership. Frame of Reference The main reasons small businesses participate in charitable giving are to contribute to a worthwhile cause, to network with other philanthropic business owners and for tax benefits (Dee, 2009). Of Harrisonburg’s 1,582 local businesses most of the business owners live in Harrisonburg. According to the 2012 Giving USA report, 80 percent of high net worth donors give to educational organizations and 81 percent of businesses that donate cite “giving back to their community” as their reason for donating. Dee (2009) states that businesses give support to causes they believe in and value. In addition, Cuthbert (2011) mentions that most businesses decide to donate to an organization if both organizations share similar values.

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Current Second Home Partners & Donors Second Home has received support from over 40 local businesses and over 100 individual donors. These partners provide vital support in the form of in-kind and monetary donations. The local community has provided a wide range of support in the past and the Second Home board of directors is currently compiling a complete list of past and current donors (Britt & Roadcap, personal communication, February 8, 2013). Problem Recognition Second Home is building a complete list of organizations and individuals that have donated to Second Home in the past. Some of the organizations listed are Dairy Queen, BB&T, Cargill, Holtzman Oil, Stonewall Jackson Inn, James McHone Jewelers, Walmart and Valley Children’s Clinic (L. Britt, personal communication, February 8, 2013). This list will eventually encompass all the donations that Second Home has received other than its funds awarded through grants. Current donors recognize the positive impact the program has on the community and sees value in supporting Second Home’s mission. Level of Involvement Current partners and donors have a high level of involvement in relation to Second Home. These donors have a high level of awareness and view Second Home with a positive attitude. Second Home needs to continue to foster relationships with these current donors to ensure future support. Constraint Recognition The constraints facing the current partners and donors include the economic downturn, which makes donating less appealing. The competition between other nonprofit organizations in the area is also a risk to consider. Frame of Reference Second Home’s current donors share the same passion for helping the children of Harrisonburg succeed academically. Current Second Home donors include local businesses and individuals, which shows that a local cause is more appealing to support. Most donors come from the Muhlenberg Church and the local Catholic Church Blessed Sacrament, which indicates that most donors were informed about Second Home and became attached to the cause through the religious community. It also indicates that most donors are religious individuals. Another large group of businesses partnered with Second Home have attachments to local schools. Dairy Queen, Applebee’s and CiCi’s all associate with Spotswood Elementary and Thomas Harrison Middle School and are partnered with Second Home to provide serving days and proceeds nights. These partnerships show that local businesses associate Second Home with a school related cause and therefore want to lend support (Britt & Roadcap, personal communication, February 8, 2013).

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Harrisonburg Media The local Harrisonburg media consists of newspaper, radio and television outlets that provide Harrisonburg residents with the latest news and updates in the community. The Daily News Record and James Madison University’s The Breeze are the two major newspapers in the area. Harrisonburg’s four major radio stations include: WBTX Radio, WMRA (the public radio station), WSVA and Clear Channel Media and Entertainment, as well as two major television stations, WHSV and WVPT, which air news and local public access television, respectively (Secondary Research: Potential Relationships, 2013). Problem Recognition

Harrisonburg media outlets cover news stories that are important and relevant to the community, as well as set the community agenda by drawing attention to significant issues. Current and past news coverage shows recognition of the importance and need for child care and education. Child care issues do seem important to the community based on the frequency of news coverage about the topic, and other related issues. Level of Involvement Over a 32-month span, there were 25 articles written on the topics of child care and children and poverty in the local news outlets (Harrisonburg Media Content Analysis, 2013). Although there have been multiple articles written about the same topic area that Second Home falls under, there has been little news coverage about Second Home itself—totaling only four articles in the 32 month time frame (Media Content Analysis, 2013). Since the Harrisonburg media covers relevant topics related to Second Home’s mission, an opportunity exists to foster a higher level of involvement between the media and Second Home. Constraint Recognition

The biggest constraint that will affect the media’s coverage of Second Home is the presence of other nonprofits and similar organizations in the community, specifically, Harrisonburg’s Boy’s and Girl’s Club and Big Brothers Big Sisters programs, which have similar missions and are the focus of much of the relevant news coverage in the media. To overcome this constraint, Second Home needs to differentiate itself from the other similar nonprofits to demonstrate the specific benefits it provides to the community. Frame of Reference The members of the Harrisonburg media have extensive knowledge of the community and the issues that have been important in both the past and present. The media plays the role of gatekeeper, as it has the ability to draw the community’s attention to certain issues and organizations in the community. As the gatekeeper, the media sets the agenda for topics of discussion in the community. The media decides what is deemed ‘news-worthy’ and thus must sort through multitudes of stories daily. The media is the most important resource for reaching a large audience in Harrisonburg. Child care and children’s issues are of importance to the Harrisonburg media. Harrisonburg print media sources have written many news articles about child care related nonprofits and child care in the past year. Q101, a FM “top 40” local radio station, hosts a radio show about the daily challenges that face children in the Shenandoah Valley. The radio host, JoJo, has a son who attends Thomas Harrison Middle School and therefore has an investment in discussing issues that face local children.

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Second Home Internal Staff Second Home has a small, but dedicated staff that runs the day-to-day operations. The staff includes 11 teachers, assigned to different grade levels, and the executive director, Sensabaugh. Multiple volunteers from the surrounding community help the staff on a consistent basis. Second Home also has a board of directors made up of 16 members who oversee the organization (L. Britt, personal communication, February 8, 2013). Problem Recognition

The staff members of Second Home directly oversee the day-to-day activities at the organization and the board of directors handles matters such as the budget and licensing requirements. The size of the organization ensures that most volunteers and staff members are involved in multiple parts of the organization and are aware of the internal issues, such as a limited budget and small administrative staff. These problems inhibit Second Home’s ability to build and maintain long-lasting relationships with the surrounding community (L. Britt & B. Roadcap, personal communication, February 8, 2013). The members of the Second Home staff will provide the support, time and materials to begin and run this campaign. Level of Involvement

The Second Home staff and board of directors are fundamentally committed to Second Home and its mission. The internal staff runs the program and witness first-hand its benefits for the community (L. Britt & B. Roadcap, personal communication, February 8, 2013). The staff will be involved in and enthusiastic about spreading Second Home’s mission throughout the community because of their direct connection to the success of the campaign. Constraint Recognition Increasing the amount of administrative work and goals outside of the day-to-day operations will be a challenge. Currently, almost all of the staff and resources go directly to the support of the children, while most of the budget goes to staffing. There is very little personnel and resources that can go into running and sustaining a campaign for a long period time because of the way the organization currently runs and is staffed (L. Britt & B. Roadcap, personal communication, February 8, 2013). The staff will have to overcome challenges in assigning responsibilities and managing time and duties in order to run a successful campaign. Frame of Reference The members of the Second Home staff and board of directors believe in Second Home’s mission. As the client, the internal staff is motivated to share what Second Home has to offer the community. Staff members are directly involved with the community and value education. Most of the staff members either currently work in education or have a background in education. The members of the Second Home staff see firsthand how youth education is beneficial to the school districts and the community (L. Britt & B. Roadcap, personal communication, February 8, 2013).

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Research Overview Grid

Media Content Analysis

Internal In-depth Interview

Secondary Research: Potential Relationships

Secondary Research: Best Practices

Goal Determine the level of community awareness and perception of Second Home

Understand Second Home’s organizational structure, culture, resources and current communication materials/ practices

Develop a comprehensive handbook of Harrisonburg economic and demographic statistics as well as business and media contact information

Determine ways in which other nonprofits promote causes, reach out to potential donors and gain support for their organization

Procedure Conducted a content analysis of Harrisonburg media using six preselected themes

Interviewed Second Home staff and volunteers

Audited communication materials

Analyzed previous literature regarding best practices of nonprofit public relations to find successful ideas, strategies and trends

Compiled analysis of Harrisonburg’s local economy

Created an updated media contact list and database of other local nonprofit organizations

Justification Identification of recurring themes and issues within media channels will help shape campaign strategies and PR tactics to meet the target public’s situation

Firsthand communication with Second Home will help identify internal strengths and weaknesses and provide insight into the Second Home culture

Compiling economic information, media contacts and nonprofit contacts provides Second Home with a valuable resource for determining and making contact with potential business and media partners

Breaking down successes and failures of similar organizations will assist in the development of successful public relations strategies for the campaign

Method Content analysis of 149 newspaper and online articles from Aug. 2007-Feb. 2009 and Jul. 2011-Present for keywords and themes that were coded and analyzed using SPSS

Interviews with Second Home staff Communication audit Facility tour

Secondary online research of Harrisonburg’s economy, the local media outlets, and surrounding nonprofits

Secondary research of Harrisonburg’s Chamber of Commerce, Downtown Renaissance websites and media outlets including TV, radio and newspaper

Sample Local newspapers Online sources

Interviewed three board of directors members, two teachers and two volunteers

Audited all current communication materials and the training handbook

Harrisonburg businesses Harrisonburg media outlets

Previous literature and case studies of relevant best practice nonprofits

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Research Media Content Analysis Goal To determine the Harrisonburg community’s level of awareness about Second Home, as well as gauge the motivation levels of organizations to work with nonprofits. Procedure Performing a content analysis, the research team compared the amount of times Second local newspapers and online articles mentioned Second Home to other local nonprofits. In order to generate articles that were relevant to Second Home’s mission, the team compiled a list of seven key words or phrases to pick out of articles. After identifying these articles, the team coded the articles in SPSS based upon the article’s theme, attitude or central message. Key words and phrases:

Second Home

After-school care/programs

Child care

Child and poverty

Education and nonprofit

Big Brothers Big Sisters

Boys and Girls Club Justification This procedure allowed the research team to shape campaign strategies in an effort to meet the target public’s situational needs. Identification of recurring themes and main ideas presented within the media samples will help Second Home identify whether information about the program has reached the Harrisonburg community. Method The research team conducted secondary research in an effort to compile articles that featured recurring keywords and themes that portray Second Home’s organizational mission. Public The research team targeted media sources in the greater Harrisonburg area, including newspaper publications and online sources. Findings The research team found four articles that primarily focused on Second Home in comparison to the Boys and Girls Club (74), Big Brothers Big Sisters (27), “Education and Nonprofit” (19), “Child care” (13) and “Child and Poverty” (12). Three of the most recent articles addressing Second Home were published within the last 18 months. Due to the high frequency of articles mentioning the Boys and Girls Club, the research team analyzed these articles and identified five common themes. The themes included resources, programming, fundraising, donations and organizational. Fundraising appeared to be the most popular

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theme found within articles from the last 18 months. The team also observed the relationship that existed between the article’s key message and its overall attitude, discovering that the Boys and Girls Club was the most positively associated nonprofit group.

Internal In-depth Interview Goal To better understand the organizational structure and culture of Second Home, as well as gather and analyze all communication materials. Procedure The research team conducted interviews with Second Home teachers, volunteers and board of directors’ members. The goal of conducting interviews was to garner these individual’s perceptions of the successes and future of Second Home, while also gathering key messages and themes. The research team also gathered and analyzed all current Second Home communication materials. Justification Interviews with the board of directors provided insight into what type of relationships exist between Second Home and the community. Teachers and volunteers shared firsthand knowledge of the day-to-day activities. The teachers are directly involved with the children every day and were able to share their understanding of the children’s development and growth over time. Method The research team conducted interviews with key members of Second Home’s staff and board of directors. VHC then analyzed the interviews for recurring key messages. The team also reviewed internal and external communication documents alongside a tour of the facility to see available resources. Interview subjects:

Dr. Lori Britt, board of directors president

Barbara Roadcap, board of directors

Patty Sensabaugh, executive director

Ms. Larson, teacher

Mrs. Scotellero, teacher

Barbara Humphrey, consistent volunteer

Caroline Monek, consistent volunteer and intern

Findings Second Home has current relationships within the community and with businesses, but the organization is having trouble fostering and maintaining those relationships. The teachers and volunteers are extremely passionate about the students and, unfortunately, do not have the time or resources to focus on administrative needs. Due to this lack of attention, communication materials and administrative work have come second. Second Home does an excellent job emphasizing safety, fun and academic growth. Yet, its communication materials

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lack a sense of cohesiveness and do not do the organization justice in advertising its potential.

Secondary Research: Potential Relationships Goal To create a comprehensive resource handbook that provides Second Home with a snapshot of Harrisonburg’s economic status and demographics, contact information for local media outlets and a database of other local nonprofits. Procedure The research team developed an economic reference guide consisting of charts by accessing government websites, Harrisonburg’s Chamber of Commerce website and Harrisonburg’s renaissance website. The research group also examined official census reports and statistics provided by University of Virginia statistical dataset that focused on Rockingham County and Harrisonburg City. The research team developed Harrisonburg’s economic profile, researched all available media outlets in the area and created a media list of reporters, the publication these reporters work for and their contact information. Once the media list was complete, the research group located all other nonprofits in the area that have similar missions to Second Home. Once located, these groups were placed into a database with accessible contact information and points of reference. Justification The economic reference guide provides Second Home with information regarding the relevant business climate of Harrisonburg, along with demographic information that will allow them to target specific groups. Knowledge of the Harrisonburg economy will help Second Home set realistic expectations and goals in regards to the formation of partnerships. The media list will supply Second Home with direct contacts at a variety of local outlets, allowing them to develop relationships with these publications while also gaining more awareness within the community. As for the nonprofit database, Second Home can utilize this tool to form partnerships while directly observing different strategies used to generate donations and support. Method The research team created a resource handbook by conducting secondary research through online research, specifically examining Harrisonburg’s economy, its local media outlets and competing nonprofit groups. Publics The research project targeted local Harrisonburg businesses and media outlets in an effort to build and maintain relationships while also generating awareness in the community. Findings The resource handbook includes 12 different media outlets and 36 local nonprofit groups with their appropriate contact information. The handbook also details Harrisonburg’s economic and demographic statistics, which consists of accurate statistics and percentages that outlined different categories (i.e. total number of local businesses, etc.).

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Secondary Research: Best Practices Goal To determine how other similar nonprofits promoted causes, reached out to potential donors and gained support for the organization. Procedure The research team analyzed previous literature regarding best practices of nonprofit public relations to find successful ideas, strategies and trends. Through the process, the team identified three outstanding organizations that are relevant to Second Home and performed a case study on each. Justification A compiled a list of successes and failures will provide insight into what strategies that have been successful for nonprofits similar to Second Home. Second Home will have examples of what types of strategies work for similar nonprofits. Method The research team studied various nonprofits that fit into a category similar to Second Home’s to understand the successes and failures of these organizations. The team conducted secondary research on a broad spectrum of nonprofits and best practices in the form of a detailed case study to identify successful patterns and trends. Case Studies: Ronald McDonald House charities of Baltimore Teach for America Our House: Atlanta, Ga. Findings Organizations that showcase a story or personal connection to the organization garner public support. Second Home must constantly update social media and the organization’s website with information to keep audiences and publics well informed. When fundraising, having a button on the website ensures immediate and easy donations. Contacting the organization should be just as efficient.

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Problem Statement

Since its founding, Second Home has provided exceptional care and academic support to the children of Harrisonburg; however, dedication to its mission of serving the community has resulted in a decreased focus on communicating Second Home's benefits to potential corporate and local partners. To ensure future growth, it is important that Second Home takes the necessary steps to build and foster long-term relationships with businesses in the local community.

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Campaign Plan

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Goal Statement

To build five long-lasting partnerships with local Harrisonburg businesses by strengthening Second Home’s communication practices and media relations over one year.

Objectives Partnership Objectives

1. To increase awareness of Second Home’s presence with 20 Harrisonburg businesses in four

months.

2. To increase the understanding of Second Home’s mission with 10 Harrisonburg businesses

in eight months.

3. To create five new partnerships with Harrisonburg businesses in one year.

4. To develop five ongoing partnerships with Harrisonburg businesses over one year.

Media Objectives

1. To increase media coverage of Second Home by 20 percent at the end of the campaign.

2. To generate five positive media hits throughout the campaign.

3. To send an invitation to four media contacts for each campaign event.

Communication Objectives

1. To create five professional communication documents portraying Second Home’s mission

consistently throughout the campaign.

2. To increase social media engagement by 50 percent throughout the campaign.

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Strategies Targeting Strategies The publics for this campaign are Harrisonburg businesses not partnered with Second Home, current Second Home partners and donors, Harrisonburg media and Second Home board of directors and staff. VHC identified these target publics based on their potential to assist Second Home build and foster future partnerships. Harrisonburg Businesses Harrisonburg has a business community of 1,582 established businesses. The largest industries include retail, healthcare, social services and accommodation, food services and poultry. Harrisonburg also maintains an alliance of downtown businesses known as the Downtown Renaissance. The Downtown Renaissance helps Harrisonburg businesses collaborate and work together to enhance opportunities for local establishments. The wide variety of businesses in Harrisonburg makes up a strong part of the local economy (Secondary Research: Potential Relationships, 2013). This campaign will initially reach out to numerous companies including, but not limited to, businesses that were previously partnered with Second Home and a majority of the locally based companies including Rosetta Stone, legal firms and other downtown businesses. Partners and Donors Partners provide vital support in the form of in-kind and monetary donations. A wide ranges of community members and businesses have supported Second Home in the past. The Second Home board of directors is currently working to compile a complete list of past and current donors to keep on file (L., Britt & B., Roadcap, personal communication, February 8, 2013). According to Britt and Roadcap (personal communication, February 8, 2013), 45 companies and 123 individual donors have supported Second Home in the past. Some of these companies include, Applebee’s, Cici’s Pizza, Dairy Queen, BB&T, Cargill, Holtzman Oil, Stonewall Jackson Inn, James McCone Jewelers, Wal-Mart, Valley Children’s Clinic, Dayton, James Madison University and several other local churches. Second Home aims to maintain these relationships while also generating new ones with other businesses in the community. Harrisonburg Media Outlets The Harrisonburg media consists of newspaper, radio and television outlets that provide Harrisonburg residents with the latest news updates in the community. The Daily News Record and James Madison University’s The Breeze serve as the two major print news outlets in the area. Harrisonburg also has four major radio stations: WBTX, WMRA, WSVA and Clear Channel Media and Entertainment. The two major television stations, WHSV and WVPT, also play an integral role in providing news and local public access television to Harrisonburg residents. (Secondary Research: Potential Relationships, 2013). These local news outlets service a majority of the city’s residents. By gaining coverage from a variety of different media outlets, Second Home can increase its publicity and generate more awareness in the community.

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Second Home Board of Directors and Staff Second Home has a small, but dedicated staff that runs the day-to-day operations. Second Home’s employee list includes 11 teachers and the executive director, Patty Sensabaugh. Each teacher works with the same grade level and children on a daily basis. Second Home also has numerous volunteers from the surrounding community who help the staff on a consistent basis. Second Home’s board of directors consists of 16 members that oversee the organization and its management policies (L. Britt, personal communication, February 8, 2013). The board of directors agree on the organization’s executive decisions and without the board and its guidance, the organization would not be where it is today.

Message Strategies VHC created the slogan “Our Future Grows Here” for the campaign to represent Second Home’s mission as an organization. This slogan is short and simple, so that people can remember Second Home’s importance within the Harrisonburg community. “Our Future Grows Here” focuses on Second Home’s mission of providing a safe and educational environment for low-income children who attend Spotswood Elementary School and Thomas Harrison Middle School. The slogan mirrors the program’s goal to help children grow as students and individuals, ultimately providing them with tools for the future The campaign will focus around two main messaging strategies, clarity and consistency. In order to attract the attention and support of other local organizations, all messages from the campaign will have a clear connection to Second Home’s mission. The campaign’s message strategies will also focus on triggering an emotional appeal so that local businesses can make a personal connection to Second Home. The Second Home newsletter will consist of a child’s personal story to create a relatable cause within the Harrisonburg community. All messages produced during this campaign will be consistent in message and design. The campaign will emphasize Second Home’s professionalism as an organization, reinforcing its ethos as the expert in before and after-school child care. VHC decided to keep Second Home’s logo nearly identical to the original because Britt requested, on behalf the Second Home board of directors and staff, that the logo remains the same (L. Britt, personal communication, February 8, 2013). VHC came to a unanimous agreement in accordance with Britt, because the logo best represents the organization and there is already recognition in the community. Since Second Home’s logo has recognition in the community, changing it significantly could create confusion and cause the organization to lose the identity it has already built. The new logo was remade with the same colors and design, but a different font choice. VHC also added the campaign slogan “Our future grows here” with the “o” as a sunflower. This sunflower will be used throughout our campaign on many other documents.

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Logo:

Media Strategies Uncontrolled Media Second Home will reach out to four key media outlets including WHSV, WSVA FM, the Daily News Record and Nuevasraices. VHC chose to use the aforementioned media outlets because they are the most popular outlets in Harrisonburg. Many members of the campaign’s target publics either use, or have access to these channels. These media outlets are more relevant to the campaign’s target publics than other outlets like The Breeze, which is tailored to the James Madison University student and faculty population. This campaign will utilize the four outlets chosen to reach a majority of the local Harrisonburg business owners. The campaign will focus on open communication with the local media and building a positive relationship with media contacts. VHC encourages Second Home to use a proactive media strategy, meaning that Second Home will contact the media directly with information about its events and activities. Therefore, a Second Home representative will send press releases to all four media outlets to pitch upcoming events. The pitches will focus on the events and children, personal stories and past successes. All media pitches will highlight the message that Second Home is Harrisonburg’s expert in child care. Once Second Home builds a positive relationship with the media, it will receive more news coverage among popular outlets. Throughout the entire campaign, Second Home must be proactive with its communication strategies and always transparent with news sources and individuals while only sending out newsworthy press releases and information to media contacts. Events Second Home will sponsor and promote several events over the course of the campaign. The events will either bring target publics to Second Home, or reinforce Second Home’s mission within the surrounding community. The campaign events will bring awareness and support to Second Home’s cause, while also creating interaction between the community and Second Home. By inviting the community to actively engage with Second Home, businesses and community members will become tied to Second Home’s mission. The campaign will promote events sponsored by Second Home, including its two existing events, The Burg’s Got Talent and Proceeds Night. VHC has also created three new events, a career

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day, a book drive and a supply drive, to promote interaction between Second Home and local Harrisonburg businesses. The communication materials used to promote events including flyers, invitations and thank you notes will all communicate consistently and clearly that Second Home is Harrisonburg’s expert in child care. The Second Home board of directors, teachers and volunteers will use key words including safe, affordable, academic focused, fun and positive when talking about the Second Home culture. In all relevant materials, messages will emphasize improving math and reading skills, providing healthy snacks and promoting good manners, demonstrating that Second Home is a unique and a worthy cause to support. Promotional Items Promotional items can be expensive and as a nonprofit, Second Home must ensure that all materials it provides to target publics are relevant and useful. This campaign will create promotional items that are cost effective and connected to Second Home’s cause. The promotional items that Second Home will use will be versatile to represent Second Home’s cause, but also provide functional items that have a purpose and use for businesses and other publics. With a small budget, Second Home must demonstrate a focus on usefulness. Providing ‘throw-away’ items could create a perception of wastefulness. Therefore, the campaign will provide promotional items that can be used by businesses and other publics in day-to-day activities. Functional and versatile promotional items will demonstrate Second Home’s desire to provide value to both the community and those who support its mission. Controlled Electronic Media This campaign will revamp Second Home’s social media presence. The new social media strategy will focus on open, two-way communication. The strategy will feature weekly social media posts about Second Home’s students and teachers and highlight activities and accomplishments. A transparent media strategy provides a way for target publics to have access to daily Second Home activities and stay updated on the program’s benefits to the community. An active social media presence will allow Second Home to interact with its publics and show commitment to providing information and updates to the public. Communication Materials All documents prepared for Second Home will have a professional appearance. VHC will provide Second Home with a media kit containing professional documents. These documents will include a brochure, fact sheet, press release template, promotional items, video footage and pictures. All the communication materials will portray a consistent message and will be on letterhead made for the campaign. A professional media kit will strengthen communication with media channels because it will build consistency and credibility. Putting an importance on professional communication materials will emphasize Second Home’s credibility and professionalism to the target public.

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Tools Partnership Tools Title: Second Home Connection Audience: Harrisonburg businesses partnered with Second Home Justification: This tactic will help the campaign reach its partnership objectives by maintaining contact and updating businesses with what is going on at Second Home. This particular tactic will include emailing a monthly newsletter to the contact person at each business. Sending a monthly newsletter is a simple and powerful way to notify local businesses of Second Home’s upcoming events and more. The newsletter will provide partners with insider information and personal stories about Second Home to make businesses feel more connected to the child care center. VHC chose to send these monthly newsletters through email because that channel is cost efficient and easier to distribute than a traditional print newsletter. Description: The newsletter will feature the primary colors red, blue and yellow along with Second Home’s logo. The first page of the newsletter will include a cover story about a recent event or any updates about the organization, such as new board members voted in or school redistricting changes. The cover story continues onto the second page along with a second story. The third page includes a photo of a child and a short spotlight story about that child in regard to the particular student’s success. The third page will also include a story written by a board member. The last page will include an upcoming Second Home events calendar and the Second Home trivia section, including the previous month’s winner and answer. Tools:

Newsletter template

List of businesses partnered with Second Home

Event calendar

Second Home personal success stories

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Title: Are You Smarter than a Second Homer? Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Having a fun trivia question at the end of Second Home’s monthly newsletter, the Second Home Connection, will gain attention amongst local businesses. A trivia question will get individuals and businesses excited about receiving the monthly Second Home newsletter. The trivia question will also get businesses active by taking the time to answer the question in order to have their company publicly recognized if they win. Description: The trivia question will be featured at the bottom of the last page of Second Home Connection. The question will consist of a topic that a current Second Home student is learning at the time or a fact about the Harrisonburg community or its history. Whoever receives the newsletter will have the opportunity to submit their response to Second Home via email. The first business to respond with the correct answer will win for that month. The winner will have their company’s logo showcased in the Second Home Connection the following month. Tools:

Second Home Connection

Trivia question topic guise

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Title: Stamped for Success Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Justification: This tactic will help achieve the partnership objectives of this campaign by reaching out to both Harrisonburg businesses partnered and not partnered with Second Home. VHC chose to create a postcard, because it is a simple take away that showcases a child’s artwork. Postcards are a cheap and creative alternative to sending a card and envelope. Second Home will send a blank postcard along with any communication documents sent out to its target audiences, which will add a touchable connection. Once a business has partnered with Second Home, they will be given a stack of postcards, if interested, to use for business purposes or to give out to customers and clients. Second Home can also utilize the postcards as simple thank you cards. The postcards will include the Second Home logo and therefore can reach multiple publics of Harrisonburg businesses and community members. Description: For this campaign tactic, the children of Second Home will submit drawings that will be printed on a postcard. Second Home may choose one or multiple drawings to be made, along with the logo, into the front image of a postcard. The back of the postcard will have blank lines, a place to write an address and an area for postage. Second Home can produce the postcards through a local printing business. By using a local business, there is the hope the business will then be interested in partnering with Second Home and may offer a lower price. Tools:

Children’s artwork

Postcards

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Title: Career Days: Sprouting Our Future Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Second Home will organize career days the first Friday of every month to help reach partnership objectives. Second Home will ask different businesses to visit Second Home, starting at the beginning of the school year. Upon a formal invitation, local businesses will have the opportunity to visit Second Home and talk to students about different career paths. Businesses will visit Second Home and interact with the children on-site. Therefore, representatives will experience firsthand what Second Home has to offer, while also having the opportunity to build a personal connection with the children and staff. The monthly career days are a great way for Second Home to create awareness and build and maintain relationships with downtown renaissance businesses, local attorneys, bankers, entrepreneurs and healthcare professionals. Description: Second Home will ask local businesses, such as Emergicare, if they would be willing to participate in a career day. Once the company accepts Second Home’s offer, they will schedule to come to Second Home on the first Friday of their scheduled month. Career Day will begin with a welcome session at 4 p.m. At that time, Patty Sensabaugh will give a welcome speech where she will introduce the company. From 4:15-5 p.m., small groups of students will move around to the business representative’s kid-friendly presentations and workshops. Each company that visits Second Home will work to find topics and activities that are suitable for the children. At 5:15 p.m., there will be a closing speech where Sensenbaugh will thank the company who attended. Tools:

Formal invitation

Flyers

Schedule for presenters

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Title: Messages of Growth Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Second Home will produce invitation and thank you letters to help reach communication, media and partnership objectives. Invitations and thank you letters will provide a face to Second Home and will encourage local businesses to become more aware of the organization’s mission. Thank you letters will let local businesses know how appreciative Second Home is for their support, providing an emotional appeal. Sending formal invitations will also help portray Second Home as a professional child care center. Description: All direct mail will feature Second Home’s logo and slogan on it. All invitations will include event information, Second Home’s boilerplate and contact information. All thank you letters will include event success information and Sensenbaugh’s signature. Tools:

Thank you template

Invitation template

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Title: Stick it for Success Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Giving away stickers will help Second Home reach its communication, partnership and media objectives. Stickers are a great giveaway because people of all ages enjoy stickers and when worn, it will promote Second Home’s logo. Another reason why stickers are useful is they can be placed almost anywhere. When other people see these stickers, they will become aware of the organization. When a community member sees someone wear a Second Home sticker, it will spark that person’s interest and then remember the logo and name. Description: Every direct mail sent out to businesses will include a sticker. Second Home will also give out stickers at events. The sticker will be circular and feature Second Home’s logo and slogan. The sticker will also display Second Home’s website at the bottom.

Tools:

Sticker design

Sticker manufacturing

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Title: The ‘Burgs Got Talent,’ Future Stars Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Continuing The ‘Burg’s Got Talent will help VHC accomplish its partnership objectives. This show is important not only because of past success, but also because by continuing the event, Second Home is building a tradition. Having the children as the performers is a good way to keep Second Home’s mission and values relevant to the show. Description: Inside the auditorium of Memorial Hall, at James Madison University, children will perform one by one for the audience. Below the stage and around the auditorium Second Home will display banners of local businesses that sponsor the event. VHC recommends that the design of this event should follow the design used in previous years to ensure familiarity. Tools:

Press release template

Flyer

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Title: “Restaurant Name” Takeover: ProSEEDs Night Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Serving days are another successful event that will help achieve the campaign’s partnership objectives. This event is always fun for the children who attend Second Home. Again, by keeping successful events, Second Home is building a lasting tradition of quality events. Holding off-site events is also a good way to reach out to businesses in the community to build lasting partnerships. Description: Second Home children will ‘take over’ a restaurant and serve guests after customers to pay a small fee for their meal. VHC recommends that the design of this event stay similar to past serving days, which were successful in the past. Tools:

Flyer

Press release

Invitations template

Thank you template

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Title: Supplies for Growth Audience: Harrisonburg businesses partnered with Second Home Justification: This tactic will help the campaign reach its partnership objectives by engaging community members and businesses partnered with Second Home. The donations will enhance Second Home’s resources, while strengthening engagement with the local community. Description: Each business partnered with Second Home will have a supply drive box in their office including short lists of what supplies Second Home is in need of during back to school time. After spring break Second Home will hold a book drive with a similar format. A volunteer of Second Home will come by to pick up the supplies or books at the end of each drive. When the supplies are picked up a Second Home representative will give the business a thank you package, including postcards and stickers, as a gesture of appreciation. Tools:

Flyer

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Media Tools Title: “Growing” Back to School Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: A radio PSA will create awareness and a positive attitude toward Second Home in the surrounding community and will help fulfill VHC’s communication objectives. Local radio stations reach a wide audience of listeners—including local Harrisonburg residents and business owners. The radio PSA will serve as an element to frame Second Home as an expert in child care and spread awareness about Second Home’s purpose and how it benefits the community. Description: The PSA will last for 30 seconds and will include tips for the back to school season. The PSA will start with an attention grabbing phrase about children going back to school and the challenges they and their parents face. The rest of the message will list two or three tips for keeping children safe and healthy during the back to school time. The end of the message will give credit to Second Home for the tips and feature its slogan. Tools:

PSA script

Pitch email

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Title: “The Halls” Growing Pains: Back to School Issues Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Participating in “The Halls” will help Second Home reach the campaign’s communication objectives. The segment on “The Halls” will spread awareness and acceptance about Second Home and its message. Speaking about issues that apply to the community as a whole will garner attention from those who support children’s issues. The segment will generate conversation in the community about child care and Second Home. Showcasing a Second Home staff member on the show will generate positive media coverage about Second Home that will not only directly plug them as a child care facility, but demonstrate the knowledge and commitment of Second Home administrators and teachers. Description: ‘The Halls’ is a segment on Q 101 that generates conversation about the children in the community. Radio personality JoJo hosts the segment from 7:30-8 p.m. on Sunday nights, and a recording of the show is aired multiple times throughout the week. The radio segment will begin with a discussion about issues children face during the ‘back to school’ season. After a discussion of children’s and community issues, the Second Home representative, Britt, will direct the conversation to tie in to Second Home and its mission. Tools:

Interview talking points

Pitch letter

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Title: Sharing Our Success Audience: Harrisonburg media outlets Justification: This tactic will help Second Home reach VHC’s communication objectives by spreading awareness about upcoming events and activities. News releases alert the media of upcoming activities and newsworthy stories. Targeted toward the media, news releases provide a channel for organizations to receive news coverage. By providing the media with news releases about Second Home and its activities, Second Home will receive more news coverage and therefore more recognition in the community. Description: A news release will feature Second Home’s logo and slogan at the top, along with contact information. The formatting and text will follow AP style and the standard form of a news release. At the beginning of the text, “for immediate release” will be written, followed by the headline. The release will feature a brief description of the event or other newsworthy information, which will run about 250 words. The end of the document will contain Second Home’s boiler plate, which is a short description of Second’s background and mission. Tools:

News release template

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Title: Our History of Growth Audience: Harrisonburg Media outlets Justification: This tactic will help Second Home achieve VHC’s communication objectives by giving important information about Second Home to various media outlets. Providing information on a fact sheet to media outlets will assist the media contacts prepare feature stories and other coverage. Description: A fact sheet will include Second Home’s mission, values, purpose, description of services, successes and more. The fact sheet will cover all basic information that the media will need, ensuring that the media will not have to reach out to Second Home for fundamental information. Tools:

Fact Sheet

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Title: A Glimpse of Success Audience: Harrisonburg media outlets Justification: Having video footage, also known as b-roll, will help achieve the media objectives of this campaign. Having video footage available for media contacts will ensure that stories about Second Home will appear on the local news with a strong emotional appeal. Footage of the children of Second Home will put a face to the organization and will make it more touchable. Description: The video clips will consist of different shots of the Second Home facility, the children of Second Home playing and the teachers engaging with the children. Tools:

B-roll

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Title: Unfolding Our Future Audience: Harrisonburg businesses not partnered with Second Home Justification: A brochure will create awareness and acceptance of Second Home’s mission and will help in reaching VHC’s communication objectives. Brochures are an eye-catching way to convey information in a quick and concise manner. A brochure will provide businesses not partnered with Second Home, an overview of what Second Home does, and how it benefits the community. The brochure will not only serve as an advertisement for the organization, but also a quick way to summarize the history, mission and services provided by Second Home. The brochure will serve as a deliverable that Second Home can give away. Description: The brochure will be a tri-fold, meaning it will fold out into three sections and will include the yellow, blue and red colors used throughout the campaign as well as the sunflower VHC created for the campaign. The front page will display a picture of the children and the slogan, while the second page will include information about Second Home’s background and mission. The back of the brochure will include contact information and the logo. The inside of the brochure will include a page about the founder, a getting involved page and a Second Home success page. Tools:

Brochure

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Title: Tools for Success Audience: Harrisonburg media outlets Justification: In order to raise awareness for Second Home and reach the media objectives of this campaign, VHC created a media kit including a fact sheet, news release, brochure, video footage and pictures. Second Home can use the media kit to contact media outlets, building a strong, professional presence. These materials will portray a professional image of Second Home’s events and raise awareness of the center and its events. Description: A fact sheet will convey the history, mission, values and service of the organization. A template news release will be created that will be easy to fill in with information for each event, which will make distribution of all news releases quick and easy for the busy faculty. Video footage, also known at b-roll, will give an emotional appeal to any story that the news station may decide to cover. Lastly, pictures will be included to enhance any stories featured in local newspapers. Tools:

News Release

Fact sheet

B-roll

Brochure

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Communication Tools Title: Blossoming Our Social Media Presence Audience: Internal Second Home staff Justification: The topic guide will satisfy VHC’s communication objectives by providing the Second Home staff with organized and relevant topics to discuss on social media. The Second Home staff can reference this guide when posting to social media because the guide will provide tips on how and when to post certain material, ensuring the post’s overall effectiveness on Second Home’s target publics. Description: The topic guide will include different posting topics such as fundraising, organizational awareness and event promotion. Second Home staff should make at least two to three posts per week dedicated to promoting the organization. The staff should regularly monitor the page throughout each day, making sure to respond to any comments from the organization’s publics in a timely manner. Tools:

Social media template posts

Tips on what and when to post

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Title: Join Our Social Garden Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: This tactic will help Second Home reach communication objectives by providing target publics with a social media platform to interact with organizational representatives. In order to develop a strong and credible social media presence, it is important for Second Home to make its Facebook page as interactive as possible. The more involved its target publics are on the site, the more likely its publics are to perceive Second Home in a positive light. Therefore, Second Home will post engaging statuses and material on its Facebook page in order to initiate conversations with its target publics. Second Home can measure these interactions by the amount of “likes” the page receives, including the amount of “likes” and comments that appear on the posts directly on the page. Description: Second Home’s communication materials will contain the link to its Facebook page in order to increase the site’s traffic. The profile picture for the page will feature Second Home’s logo, accompanied with a photo of the children as the cover photo at the top of the page. The page will also consist of a variety of photo albums of different Second Home sponsored events, such as “The ‘Burgs’ Got Talent” and “Career Days.” The news feed will feature children’s personal stories, including a post featuring the “Second Home Star of the Week,” upcoming events, organizational updates and conversations on child care and child safety. The “About” section will provide page visitors with general information about Second Home, its mission and its capabilities. Tools:

Facebook page

Social media guide

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Title: Sharing Our Growth Audience: Harrisonburg businesses partnered with Second Home Harrisonburg businesses not partnered with Second Home Harrisonburg media outlets Justification: Designing a new website for Second Home will help reach the campaign’s communication and media objectives. Its new innovative layout will convey a professional image, while also relaying relevant information about Second Home and its capabilities. This new design will engage the site’s visitors and will feature a “Donate to Growth” button on the home page. Displaying this button on the home page will save visitors time and energy searching throw the site. The new layout of the website will appeal to local media outlets that are interested in covering a story on Second Home. The improved organization and image will allow for easier navigation of the site, which will assist media personnel in extracting information for potential news stories. Description: The home page will include a picture of Second Home’s logo at the top, accompanied with its slogan, “Our future grows here.” The top of the website will contain multiple page headings, directing visitors to different areas on the site. The headings will consist of “About,” “Mission,” “Meet Our Staff,” “How to Contribute,” “Events,” and “Calendar.” The home page will also feature a rotating photo album that displays different pictures of the children, staff, center and events. Tools:

New website design

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Title: Growing Our Team: Communication Intern Wanted Audience: Internal Second Home staff Justification: The communication intern will help meet communication objectives by reaching out to local businesses in an effort to build organizational awareness and generate partnerships while simultaneously managing Second Home’s communication and media materials. The communication intern will develop and manage professional communication materials that can be used to publicize the organization in the community. The communications intern will also act as a liaison between Second Home and local business and media outlets, relaying all progress to Second Home’s board of directors. Description: In order to create comprehensive documents that portray Second Home’s organizational mission and objectives the intern should exhibit strong written and verbal skills, while also being proficient in Microsoft Office. The intern should also possess a foundation in communications, marketing or advertising. Tools:

Advertisements

Job description

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Calendar The life of VHC’s campaign will span 10 months. The internal start to the campaign will begin Monday, July 1. During the internal start, Second Home will introduce the campaign goals to its staff and begin creating and organizing necessary communication materials. The soft start will commence on Thursday, August 1. Second Home will reach out to local businesses using ongoing tactics such social media, a new website design and communication materials, including a monthly newsletter to partnered businesses. The hard start of the campaign will be Monday, September 2 during back to school season. Using on-going tactics mixed with special events, will ensure that the campaign continues to hold the attention of its audience.

Ongoing Tools: Stamped for Success Messages for Growth Stick it for Success Tools for Success News Release Fact Sheet Unfolding Our Future Blossoming Our Social Media Presence Join Our Social Garden Sharing Our Growth

Important Dates: The first Friday of every month, starting in September, will be a career day. The Second Home Connection will be sent out on the first Monday of every month, starting in October. July 1: Internal campaign start August 1: Soft campaign start August 5-23: School supply drive August 18: The Halls, growing pains back to school issues September 2: Hard campaign start November 16: ProSEEDs night March 22-April 3: Book drive May 19: The Burg’s Got Talent

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Appendix

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References Britt, L. (2013, January 11). Personal interview. Britt, L. (2013, February 8). Personal interview. (2013, January 2). City Council. Harrisonburg. Retrieved from http://www.harrisonburgva.gov/city-council-meeting Cuthbert, M. (2011) HOW TO: Decide Which Charities Your Business Should Support. Mashable.Retrieved from http://mashable.com/2011/04/20/business-csr-charity/. Dee, J. (2009). Charitable Giving and the Tax Benefits for Small Businesses. US Small

Business Association. Retrieved from http://www.sba.gov/community/blogs/community- blogs/small-business-cents/charitable-giving-and-tax-benefits-small-busine.

Giving USA: The Annual Report on Philanthropy. 2012. Roadcap, B. (2013, February 8). Personal interview. Sensabaugh, P. (2013, February 11). Personal interview. Sharrer, E. (2013, January 19). About 60 Students Redirected to Skyline Middle School Next Year. Daily News Record. Retrieved from www.dnronline.com U.S. Department of Education. (2012). 21st Century Community Learning Centers. Retrieved

from http://www2.ed.gov/programs/21stcclc/index.html United Way of Harrisonburg and Rockingham County. (2013). About Us. Retrieved from

http://www.uwhr.org/about-us