1. southeastern
YOUTH & FAMILY
Focusing The Power Within
Integrated Marketing Campaign

2. southeastern
YOUTH & FAMILY
Focusing The Power Within
Small room : Big ideas
November 3, 2008

3. executive summary
Focusing the Power Within
For more than 35 years,
Southeastern Youth and Family has
provided structure and stability
for at-risk youth in the Milwaukee
area. This long heritage is a
testament to the hard work and
dedication of its staff and donors.
By those who are familiar with it,
Southeastern is highly respected
for both its educational system and
its group home program. Despite
Southeastern’s long and respected
heritage, its current brand image
offers enormous opportunity for
growth. By creating a more focused,
consistent brand image, and
incorporating the new image into
a strategic marketing plan, we plan
to increase awareness and positive
perception of Southeastern within
and outside of the organization. It
is our contention that this change
in perception will increase donors
both in number and in quantity
donated as well as numbers in terms
of volunteers.
SUCCESS

4. Through primary research gathered
from Southeastern staff and
current donors we’ve determined
that Southeastern’s current
brand is lacking in both focus and
awareness. Based on recurring
comments made in staff focus
groups and donor surveys, we’ve
devised a new brand identity that
addresses these issues utilizing
an updated look and message
focus. In addition, we’ve devised
a marketing plan that implements
this new identity with the goal
of increased positive awareness.
The new identity is based on the
notion that Southeastern provides
structure and stability that channels
the energy of its students toward
positive outcomes. This message
will be communicated publicly as
“Focusing the Power Within.” In
order to maximize Southeastern’s
return on investment, we’ve
performed secondary research to
determine which individuals and
corporations are the most efficient
targets in terms of donations, as
well as which individuals are most
likely to volunteer time. We’ve then
taken these targets and devised a
number of strategies and tactics to
most effectively reach them.
In the coming pages, you’ll be taken
through our research, rational,
updated brand identity, and plan
for execution. We’ve included
a timeline and budget to assist
Southeastern in this exciting
transition, as well as supplemental
material to support the information
contained in this book. It has been
our distinct pleasure to be a part of
Southeastern’s ongoing dedication
to improving the lives of at-risk
youth, and it is our sincerest hope
that the information contained in
these pages will assist in taking this
outstanding organization to new
levels of success.
2 3

5. situation analysis
Milwaukee area agencies continue to choose Southeastern
because of its positive, long-term dedication to improving
the lives of Milwaukee’s at-risk youth.
OPTIMISM
Industry/Market Analysis
According to Education Week
magazine, Wisconsin’s overall
high school graduation rate is 85
percent, the third highest in the
country. In Milwaukee, however,
the graduation rate is 53 percent.
Many of Milwaukee’s at-risk youth
come from difficult home situations,
including divorced or single parents,
parents in prison, or homes where
there is emotional or physical
abuse. Other youth have alcohol and
drug addictions or require special
physical or mental health care.
Southeastern Youth and Family
responds to this growing need for
specialized care and frequently finds
both its school and group treatment
homes at maximum capacity.
However, as the need continues to
grow, Southeastern has the ability
to expand its services and facilities
to meet the needs of Milwaukee’s
population of at-risk youth. With
additional financial resources,
government sponsored aid and
in-kind donations, Southeastern
can increase its school and group
home numbers.

6. Client Analysis
Southeastern Youth and Family’s
mission focuses on providing
structure and stability that
channels the energy of its youth
toward positive outcomes.
Southeastern assists young
children, at-risk adolescents and
their families develop the life
skills necessary for becoming
mature and productive members
of Milwaukee’s community.
Southeastern is currently running
three primary programs including
the Southeastern Education Center,
which can teach up to 85 middle
school students, three group
treatment homes for adolescents
age 12-17, and the Circle of Friends
daycare, which provides state
licensed quality child care and
preschool programming
for children.
Southeastern excels at providing
high-quality care and support for
hundreds of at-risk youth each
year. However, it currently lacks a
cohesive marketing strategy with
which to distinguish itself from
the dozens of other organizations
with similar missions that currently
operate in the area. Southeastern
Youth and Family depends on a core
group of volunteers to help maintain
the buildings and assist with
programs. Predominantly, African-
American residents of the local
community near Southeastern are
most likely to volunteer their time
with this organization.
Consumer Analysis
Since 1973, over 5,000 children
have been referred to Southeastern
Youth and Family’s alternative
middle school and group treatment
homes. They are referred through
a variety of different avenues
including social services, the justice
system, and the Milwaukee Public
School system. Although there are
many similar organizations in the
Milwaukee area agencies continue
to choose Southeastern because of
its positive, long-term dedication to
improving the lives of Milwaukee’s
at-risk youth.
Service Analysis
There are three main types of
services offered by Southeastern
Youth and Family. Their two primary
services include an education
center and residential group
homes. Other smaller services
offered by the organization are the
mentoring/tutoring program and
family counseling. The educational
center is offered to middle school
students, sixth to eighth grade who
are referred to Southeastern by
the Milwaukee Public Schools for
behavioral problems in integrated
classrooms. For this service,
curriculums are slightly modified to
fit individual student needs. There
are assessments to decide how
each student learns best, and what
personal barriers (behavioral and
psychological) they may have in the
academic settings.
The other main service offered by
Southeastern is the group home
program. These group homes are for
troubled boys ages 12 thru 17 that
need stable living environments.
These boys work towards gaining
responsible lifestyle skills that will
move them towards positive futures.
Having the financial support and
volunteer coordination to tweak and
better equip the programs would
greatly enhance the overall success
of each individual service.
Competitive Analysis
Three major competitors in
southeastern Wisconsin are Lad
Lake, St. Charles Youth and Family
Services, and Walker’s Point Youth
and Family. Lad Lake is the largest
of the overall competitors, assisting
over 1700 students and troubled
youth each year. They operate on
about $11 million dollars annually.
There is a large gap between this
organization and its number two
competitor. St. Charles works with
42 students and youths every year
and operates on a much smaller,
tighter budget. Walker’s Point
works with over 650 students a
year in several different programs.
It is complicated to understand
the competition among all of
these programs due to the way
in which clients arrive at each
service center. Southeastern uses
referrals from MPS. St. Charles is
centrally located in Waukesha and
works with that school district for
referrals. Lad Lake takes in youths
based on recommendations from
community outreach organizations.
A more detailed comparison of
these individual institutions can be
found in the Appendix under the
Secondary Research Report.
6 7

7. research
There is a sense of excitement, pride, and achievement
for the work that Southeastern does.
PASSION
SECONDARY RESEARCH
A wide variety of secondary
research examined funding
issues such as corporate giving,
fundraising strategies, and
philanthropic foundations as well
as preliminary market research
including competing organizations,
volunteer and donor profiles.
Since Southeastern is both an
educational organization as well
as an organization that works with
at-risk youth, our research shows
that it is eligible to take advantage
of many different types of funding
opportunities. Southeastern is
uniquely qualified to apply for
a wide variety of federal grants,
private grants, and corporate
philanthropy programs that offer
thousands of dollars of funding each
year to non-profit organizations.
PRIMARY RESEARCH
The primary research for
Southeastern Youth and Family
compiled opinion surveys and
focus groups from donors, faculty,
board members and students. The
inquiries analyzed the current
perceptions of the organization
from both within and without.
Research revealed that, while those
associated with Southeastern
do not necessarily have a feeing
of unity or excitement about the
brand image, there is a sense of
excitement, pride, and achievement
for the work that Southeastern does.
Suggestions for improvement from
the faculty focus groups showed a
need for a reenergized brand that
invigorates and excites everyone
that participates with Southeastern.
The donors showed that though
the economy has taken a hit in the
past few months, their willingness
to donate is heavily based on what
the organization does for the
community.

8. consumer profiles
Larry is attracted to emotional and compelling material.
Donor
Larry is our target Southeastern
donor, a 40 year-old Caucasian man
from Brookfield who is married
with kids. He works in finance,
makes $90,000 a year, and likes to
donate to organizations he feels
a connection to and has previous
experience with. Larry has had
limited exposure to inner-city
life but understands the need for
social improvements within these
communities. Larry typically
finds out about charities and non-
profits through friends and family
and decides to donate based on
additional internet research he does
himself. Larry decides to make
subsequent donations based on
his experiences with the charity/
non-profit. Larry is attracted to
emotional and compelling material
that combines raw real-life imagery
with inspiring and poignant success
stories. In his free time, Larry is
involved with his church and enjoys
coaching his kid’s athletic teams.
He watches Sports Center, Jim
Cramer’s Mad Money, The Office,
and Sopranos. He reads the sports
and financial sections of the daily
paper, Newsweek, and Men’s Heath.
He listens to talk and sports radio.
DESIRE

9. Volunteer
Willie is our target Southeastern
volunteer, a 35 year-old African-
American man from north-central
Milwaukee who is married with
kids. He works as a security officer
at Miller Brewing, makes $35,000 a
year, and likes to volunteer his time
to organizations he feels improve
his community. Willie typically finds
out about volunteer opportunities
through word-of-mouth and his
church. Willie decides to donate
his time based on both his comfort
level and the impact he feels he
is making with the organization.
Willie is attracted to emotional and
compelling material that combines
raw real-life imagery with inspiring
and poignant success stories. In
his free time, Wille is involved with
his church and enjoys following
local athletic teams. He watches
primetime television sitcoms, the
news, and sporting events. He reads
the local community newspaper.
He listens to urban news-talk radio
and WJMR.
Corporate Profile
Thompson Publishing is our target
corporate donor. Thompson
Publishing is a 10 year-old company
with 80 employees. Employees
are college-educated and work in
a variety of entry level to upper
management positions. Thompson
Publishing prides itself on paying
wages and offering benefits that
surpass the national average for
other organizations in the field. Last
year, net income was $120 million.
Thompson Publishing donated
$500,000 to local non-profits. Most
employees at Thompson Publishing
drive to work from the surrounding
suburbs. The average commute time
is 27 minutes each way. They live in
moderate to upscale neighborhoods
and average a family income of
$100,000 per year. The atmosphere
at Thompson Publishing is business
casual. The company is led by CEO
John Jacob. Jacob wants Thompson
Publishing to be an active member
in the community. Jacob is willing
to donate to organizations that he
feels are worthy of funding and
provide unique services to the
community. Thompson Publishing
also encourages their employees to
volunteer in the community. In fact,
Jacob has considered offering 10
hours of paid volunteering time per
year per employee.
12 13

10. Something inspirational goes hereSomething inspirational goes here
FPO
campaign objective
and strategies
Create a compelling, mission-driven
brand image that encourages
increased charitable support and
volunteerism.
Objective
SUCCESS
Unify the Southeastern Youth and
Family brand to reflect the positive
characteristics of the kids.
Increase brand awareness and recall.
GOAL: 25 percent increase
in donations
GOAL: Double the amount
of volunteers
strategy1
strategy2

11. southeastern
YOUTH & FAMILY
brand identity
Brand Focus
Brand as:
A Product: Offers both an educational center and group homes¶¶
A Person: An Energetic, goal-oriented guide¶¶
An Organization: Professional and well-established¶¶
A Symbol: Sun, Power, Bright Colors¶¶
Core User:
Demographic: Caucasian, homeowners, over 25 years ¶¶
of age with a household income of $75,000 or more
Desire: To feel personally connected to positive change;¶¶
to be recognized for their contributions
Core Values
Empowerment¶¶
Optimism¶¶
Passion¶¶
Success¶¶
Dedication¶¶
Strength¶¶
Functional Benefits
Quality Service/Staff¶¶
Range of Services¶¶
Stability¶¶
Structure (curriculum/program)¶¶
Accessibility (referrals/connections)¶¶
STABILITY16

12. Emotional Benefits
Excitement¶¶
Accomplishment¶¶
Desire¶¶
Hope¶¶
Compassion¶¶
Core Identity
“Channeling energy into positive outcomes”.
Value Proposition
Southeastern provides structure and stability that channels the
energy of its students toward positive outcomes.
Brand Position
“Focusing the Power Within”
creative campaign
Connect brand identity to the energy
of the kids.
Objective
Create consistent visual identity
Create consistent brand voice
strategy1
strategy2
STRENGTH18

13. southeastern
YOUTH & FAMILY
8008 West Capitol Drive, Milwaukee, WI 53222 • P 414.464.1800 ext. 22 • F 414.464.1804 • www.syfs.org
Focusing The Power Within
March 10, 2009
Ryan Hartman
Rock Bottom Brewery
740 N. Plankinton Ave
Milwaukee, WI 53203
Dear Ryan,
Southeastern Youth & Family will host Painting a Bright Future at the Milwaukee Public Market’s
Palm Garden on March 26. To introduce our new look, guests will enjoy cocktails, appetizers
and artwork by Southeastern students and local artists. We will also feature an elaborate silent
auction made possible by generous supporters throughout the community.
Each year, Southeastern Youth & Family continues to provide structure and stability that
channels the energy of its students toward positive outcomes.
Please help make our event a success by donating an item or gift certificate for our raffle.
The item can be sent to my attention at the address below. All contributions to Southeastern
Youth and Family Services, Inc. are deductible for income tax purposes to the maximum extent
by law. Southeastern Youth and Family Services, Inc. is a 501 (c) (3) nonprofit organization.
Financial statements of Southeastern Youth and Family Services, Inc. are available to prospective
contributors upon request. Should you have any questions or require additional information
regarding this event or Southeastern Youth & Family, please contact me.
Thank you for your consideration, and I look forward to hearing from you soon.
Cordially,
Carol McLain
Development Director
8008 West Capitol Drive, Milwaukee, WI 53222
P 414.464.1800 ext. 22 • F 414.464.1804
www.syfs.org
Focusing The Power Within
southeastern
YOUTH & FAMILY
carol mclain, cfre
DEVELOPMENT DIRECTOR
Letterhead
Business card
web page
20 21
southeastern
YOUTH & FAMILY
|home our kids our programsabout us support us news & events||||
contact us site map|
Focusing the Power Within
When Kyle enrolled in Southeastern Education Center at age 13, he struggled with disciplin-
ary issues and had a dif�icult time controlling his anger. A short time later, he’s begun transi-
tioning to Milwaukee Public School and has already set his sights on receiving a higher
education – with a very speci�ic college in mind.
“I want to go to Harvard,” Kyle says earnestly, speaking with enthusiasm about his eagerness
to study law and learn Japanese – an interest he’s had since discovering an af�inity for the
culture’s heritage and honor. And thanks to Southeastern, Kyle understands the responsibil-
ity required of him if he’s going to achieve his goals.
“Ever since I’ve been at Southeastern, I’ve had to take on a lot of responsibility,” Kyle says.
His mother – who commutes 150 miles to and from work each day – feels comfortable
leaving it up to Kyle to get up and ready for school every morning, taking care of the family
dogs, and watching over the house while she’s away. “I guess by testing me with responsibili-
ties, the staff at Southeastern really helped prepare me for the real life responsibilities I deal
with now.”
Having come so far, Kyle is still able to look back on his time at Southeastern and pinpoint
that watershed moment in his improvement. “It was when the teachers started trusting me
and the students started respecting me. All because I started controlling my anger. Right at
that moment, I felt the best I have in 15 years.”
“I want to go to
Harvard”
Southeastern provides structure and stability that channels
the energy of its students toward positive outcomes.
Southeastern strives to accomplish to assist young children,
at-risk adolescents and their families to develop life skills that enable them
to mature and become productive members of our community by:
Employing quality, professional staff;
Providing a caring and safe environment;
Promoting physical, emotional and social stability;
Tailoring programs to meet individual needs;
Maximizing effectiveness through successful collaborations.

14. INDIVIDUAL BRIEF
What do we want to accomplish?
The objective is to revitalize Southeastern Youth & Family’s brand image in
order to increase charitable support and volunteerism.
Who are we talking to?
In order to increase charitable support, we are speaking to individuals
with a high propensity to donate money to charitable organizations,
specifically individuals within our target markets: Caucasian, non-Hispanic
homeowners, over 25 years of age with a household income of $75,000 or
more. In regards to increasing volunteerism, we are speaking to primarily
African-American community members who are more likely to donate their
time than their money.
What do they think now?
Based on the primary research, current and past donors of Southeastern
are typically either unaware of or confused about the overarching image
of Southeastern. They recognize Southeastern as doing good in the
community, but are apprehensive about Southeastern’s clientele. They
see Southeastern as just another dumping ground for troubled youth.
They have little faith that these types of organizations can truly make a
lasting difference in the community.
What do we want them to think?
We want current, past and potential donors to be aware of and excited
about the Southeastern brand, and to view Southeastern as a positive,
well-structured organization. We want them to feel the energy of the
students who attend Southeastern and to understand that Southeastern
is the catalyst for that energy. We want them to see how powerful their
contributions to Southeastern can be in improving the lives of its students.
We want volunteers to see how Southeastern can positively channel
the energy of these kids, and to feel secure within the confines of
the organization.
Why should they think this?
Southeastern is able to transform youths and place them on a path to
personal and career success. Southeastern provides quality services
that have proven successful in the past. We will use raw and real-life
personalized imagery to show the often heart-wrenching reality that these
kids face in their everyday lives. We will also use inspiring personal success
stories to show the power that Southeastern has to transform these
kids’ lives.
What is our message?
Southeastern kids have an incredible energy that, when channeled properly,
can help change their lives and their community for the better.
22 23

15. CORPORATE BRIEF
What do we want to accomplish?
The objective is to introduce Southeastern Youth & Family to prospective
corporate donors and reintroduce the organization to previous donors to
increase donor support.
Who are we talking to?
We are speaking to corporations with the financial resources to donate
money to non-profit organizations. This includes companies that have a
strong history of donating as well as others that offer goods or services
closely related to education, leadership and/or empowering youth. The
primary focus will be on companies in Milwaukee and Waukesha Counties
and the metro Milwaukee area.
What do they think now?
The majority of potential corporate donors fall into two groups. The first
group is corporations that are unaware of Southeastern. Based on the
primary research, current and past donors of Southeastern are typically
either unaware of or confused about the overarching image of
Southeastern. They recognize Southeastern as doing good in the
community, but are apprehensive about Southeastern’s clientele. They
see Southeastern as just another dumping ground for troubled youth.
They have little faith that these types of organizations can truly make a
lasting difference in the community. The second group is corporations
that are aware of Southeastern but are not familiar with their services.
What do we want them to think?
We want to instill an image that will serve two purposes. The first is to
immediately recognize Southeastern as a necessary organization worthy
of donations. The second being to educate corporations about what
Southeastern does for the youth in the community. Given this image, we
then want them to think of Southeastern when the topic of troubled youth
is discussed, and to funnel dollars to Southeastern when donation decisions
are made.
Why should they think this?
Southeastern is able to transform youths and place them on a path to
personal and career success. Southeastern provides quality services
that have proven successful in the past. We will use raw and real-life
personalized imagery to show the often heart-wrenching reality that these
kids face in their everyday lives. We will also use inspiring personal success
stories to show the power that Southeastern has to transform these kids’
lives.
What is our message?
Southeastern kids have an incredible energy that, when channeled properly,
can help change their lives and their community for the better.
24 25

16. internal campaign
Make staff brand championsobjective
Energize staff around brand
Reinforce and sustain brand identity
among staff
strategy1
strategy2
DEDICATION

17. One Day-Fun Day
Date: February 13, 2009¶¶
Description: Southeastern Education Center will host a one-day¶¶
event for all employees in the organization. This event will
introduce the new branding efforts to the entire organization and
allow for a smooth integration of the brand for the New Year. This
event includes guest speakers, icebreaker activities, and discussions
that engage different communities of employees (e.g. house
employees and teaching faculty).
Budget: $450¶¶
28 29
Throughout the year:
What’s New and Exciting at Southeastern!
Dates: Once a quarter¶¶
Description: This is an internal newsletter sent to all employees¶¶
that details Employee of the Quarter, events that are coming
up at the individual sites, and other exciting internal discussions.
Budget $0¶¶
State of Southeastern
Description: The department heads of each site will meet¶¶
once a quarter and then email once a month to discuss
three topics:
What’s new at the site? (Principal 1.
talks about past month’s art show)
New Brand tactic for the quarter (Remember 2.
to where your organization polo shirt on Friday)
What’s coming up? (House coordinator 3.
mentions Unity Open House next week)
Budget $0¶¶
This entire event is conducted by email and brief•
twenty-minute meetings every 3 months.
I Saw the sign!
Description: Signs to replace the current signs at the school¶¶
location and the corporate office to promote the new branding
efforts and make the brand visible to the public.
Budget $500¶¶

18. HOPE
direct marketing campaign
Increase response rates against
target audiencesobjective
Manage and maintain database of
current and past donors and volunteersstrategy1
Develop guidelines and schedule of
distribution of marketing materialsstrategy2

19. Direct Marketing Campaign
Update current donor information and contribution history¶¶
Obtain lists of potential donors and corporate grant opportunities¶¶
Create templates; Solicitation letters, thank you letters, ¶¶
volunteer communications, newsletters, contribution envelopes, etc.
Develop list of appropriate direct market outputs:¶¶
Media kit – To be enclosed in a Southeastern folder; to be•
sent to businesses/individuals with a high potential to donate,
media and anyone who inquires about Southeastern Youth
& Family; to include: cover letter, one-sheeter, current press
release, company profile, annual report, DVD with photos/
artwork/video; visual representation of donation dollars at
work, business card
Self-mailer – Information brochure/donation solicitation•
Monthly e-newsletter – To be distributed to staff, volunteers, •
donors, parents/guardians (when available); monthly profile
of an exceptional student or staff member; discuss on-going
and upcoming events;“Refer a friend” program will advocate
Southeastern community to forward the newsletters to friends
and family with the propensity to donate and/or volunteer
Create distribution schedule based on both Southeastern events ¶¶
and calendar events/holidays; include periodic mailings of misc.
euphemra items in distribution schedule (magnets, Southeastern
post-it notes, artwork calendars, caps, etc.)
public relations campaign
Create positive local media interestobjective1
Create community involvement to
increase awareness and supportobjective2
Develop relationship with local
media outletsstrategy1
Execute relevant community
outreach eventsstrategy2
Create newsworthy story pitchesstrategy3
POWER32

20. Public Relations Campaign
Establish a Southeastern Youth & Family spokesperson¶¶
for all media inquires
Research appropriate media contacts and establish interaction¶¶
Develop local community partnerships¶¶
Reach out to community for event donations¶¶
Execute relevant community outreach events; ¶¶
Alert media of events as detailed in supplement
March: Painting a Bright Future
Date: March 26, 2009¶¶
Description: Southeastern Youth & Family will host a happy¶¶
hour event to introduce the new brand identity to new and
existing donors. Held in the Milwaukee Public Market’s
Palm Garden, donors will bid on artwork by Southeastern
students and local artists.
Budget: $2000¶¶
June: Bikes for a Better Summer
Date: June 13, 2009¶¶
Description: One day bike give-away event that allows for bike¶¶
recipients, donors, and community members to gather to kickoff
the summer. Held at the Southeastern Education Center,
participants can tour the school and learn about what
Southeastern has to offer.
Budget: $900¶¶
August: Fielding the Dreams of Southeastern
Date: August 29 or 30, 2009¶¶
Description: Donors, group home kids, and staff members will¶¶
gather at Miller Park to have a fun-filled afternoon of tailgating
and baseball. This event allows donors to build relationships
with each other and Southeastern kids, further strengthening
the connection with Southeastern Youth & Family. Dave Sobelman
will man the grill and provide a tangible example of
Southeastern’s success.
Budget $1750¶¶
November: Faces of Our Future Breakfast
Date: November 6, 2009¶¶
Budget $2000¶¶
34 35

21. Throughout the year:
Focusing Your Future Career
Dates: TBD¶¶
Description: Board and community members will speak to ¶¶
Southeastern kids about his/her career. Speakers will enlighten
the students about the multitude of career opportunities available
if they channel their energy and strive for excellence in their
school work. Tips for success will be offered and students
can seek advice from speakers.
Budget $600¶¶
Adopt a Classroom or Group Home
Description: Community members and corporations will “adopt”¶¶
a classroom/group home for the year. Donors will have a
personal connection to the organization and build a relationship
with the kids in their adopted location.
Budget $710¶¶
media campaign
Increase recall and frequency of
message among target audienceobjective
Utilize locally relevant media sources to
increase coverage of potential
donor base
strategy
Work with local ad agency to secure placement in the Milwaukee¶¶
Journal-Sentinel’s “Partners for Humanity” program. Program
involves sponsor ad agency providing free ad design to
Southeastern Youth & Family and securing a one-time (1x) free ad
placement with the Journal-Sentinel.
Solicit local TV and radio stations for complimentary Public Service¶¶
Announcement’s promoting the Southeastern Youth & Family cause
Preferred radio station formats: News/Talk, Contemporary Hit •
Radio, Classic Rock, Public Radio
Secure paid sponsorships on public radio stations in Milwaukee¶¶
(WHAD 90.7, WUWM 89.7)
Utilize morning and afternoon drive time sponsorships to•
capture largest audience around promotion of key fundraising
events (Painting a Bright Future, Bikes for a Better Summer,
Faces of Our Future Breakfast)
May also consider sponsorships in eclectic programming on•
Saturday and Sunday mornings
10-15 spots at $1,500-2,000 per week ($4,500-$6,000 total)•
SUCCESS36

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budget list of supplemental
materials
copy style guide
design style guide
internal manual
public relations/promotions manual