This Valley Works IMC Plan

_______________________________
November 29, 2017
Tommy Morgan
tlm0037@mix.wvu.edu
This Valley Works IMC Campaign Proposal © Morgan & Associates
CONFIDENTIAL
IMC Campaign Proposal:
Engaging Employers for
Strategic Partnerships

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

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Table of Contents
Executive Summary....................................................................................................4
Situation Analysis .......................................................................................................5
- Assessment .....................................................................................................5
- Marketing Communications Efforts.................................................................6
- Competitive Landscape...................................................................................7
Target Market .............................................................................................................8
- Primary Audience ............................................................................................8
- Secondary Audience .......................................................................................9
- Teritary Audience ............................................................................................10
SWOT Analysis...........................................................................................................11
Brand Perception........................................................................................................13
Brand Personality .......................................................................................................14
Brand Positioning .......................................................................................................15
IMC Campaign Objectives .........................................................................................16
Focus Group Results..................................................................................................17
Secondary Research..................................................................................................19
Integrated Communication Strategy Statement (ICSS) ............................................20
Creative Brief..............................................................................................................21
Campaign Theme.......................................................................................................22
Media Objectives ........................................................................................................22
Media Strategies.........................................................................................................23
Internal Communication Plan.....................................................................................25
Tactical Budget Breakdown .......................................................................................26
Creative Executions....................................................................................................34
- Digital Advertising............................................................................................34
- Media Relations...............................................................................................35
- Direct Marketing ..............................................................................................37
- Email ................................................................................................................39
- Social Media ....................................................................................................40
- Microsite...........................................................................................................44
- Experiential......................................................................................................45
- Influencer .........................................................................................................46
Media Flow Chart .......................................................................................................47
Evaluation Plan...........................................................................................................48
Conclusion ..................................................................................................................50
Appendix A .................................................................................................................51
Appendix B .................................................................................................................53
Appendix C .................................................................................................................56
Appendix D .................................................................................................................57
Appendix E .................................................................................................................60

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

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

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

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Competitive Landscape
This Valley Works’ two main competitors include Goodwill Industries of the Valley and
Virginia Western Community College (VWCC). Over the past year, each competitor has
saturated the earned media market with press coverage in local and regional outlets.
Goodwill Industries of the Valley was featured in WSLS (NBC-10) discussing the
organization’s partnership with the City of Lynchburg’s Poverty to Progress program
(Jones, 2017). VWCC’s free tuition program was highlighted during October in WSLS
(NBC-10) (Brookshier, 2017).
Each competitor is active across social media platforms, including Facebook, Twitter,
YouTube, and Instagram. Goodwill Industries of the Valley frequently posts across
social media platforms. Specifically, on Twitter, the organization posts several times a
day and utilizes various forms of content, like images and video. VWCC also posts
frequently and often highlights program offerings through video, blog posts and other
forms of content.
Our Commitment
Morgan & Associates is ready to begin today to support This Valley Works in all the
following areas: organizational brand messaging and marketing strategy, public
relations and social media, website creation (including a refresh of the larger TAP
website), content creation (including op-eds, infographics, studies, etc.), and
advertising.
This Valley
Works
More than 15 education, workforce development and personal development
programs for youth and adults
No cost programs for individuals
Local organization founded by community members
Goodwill
Industries of
the Valley
Provides services for youth, adults and seniors
Focuses on job-training skills
Scope of service includes returning citizens
Virginia
Western
Community
College
Provides certifications in six different industries
Programs and services have costs associated with them
Clients receive a degree or certificate from an accredited higher ed institution

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

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

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

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SWOT Analysis
This Valley Works is led by an experienced team of leaders. The program is a perfect
example of what nonprofit programs should strive to be – diverse. The program offers a
variety of services that reach members of the community at all stages of their lives and
from all types of backgrounds. Combine these service offerings with the recognition of
Total Action for Progress in the Roanoke area and it is clear that This Valley Works has
many strengths. The program is backed by federal funds and has made itself well-
known in the community among those in need. Additionally, This Valley Works offers
every program at free or low-cost pricing, which cannot be said of the program’s main
competitors.
Despite This Valley Works’ differentiated service offerings, the program still has many
challenges to overcome. The diversity and number of services offered have created an
unclear brand identity for the program. The larger, for-profit competitors have the
resources and brand awareness needed to enroll clients and create corporate
partnerships. They also have larger staffs that can handle bigger client load and have
those who specialize in business development. As with any nonprofit, the program has
a limited marketing budget, which contributes to the lack of awareness among
businesses. Further, This Valley Works’ lack of market saturation in the Roanoke region
is made clear by the lack of business partnerships the program has.
This Valley Works is poised for growth and success thanks in part to the current societal
trends we are seeing. According to Turner (2017), social and grassroots campaigns
Diverse service offerings
Name recognition (TAP)
Free or low-cost services
Federally funded
Awareness among
clients
Experienced leadership
Unclear brand identity
Large, for-profit
competitors
Lack of market saturation
Small staff
Limited marketing budget
Unfamiliar with business
environment
Social good trends
Trust in local
organizations
Clear identity to
encompass service
offerings
Business
development
Corporate social
responsibility
Funding
Employer shortages
Legislation changes
Unemployment rate
Growth of
competition
Local economy
Strengths Weaknesses Opportunities Threats

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

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

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

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

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IMC Campaign Objectives
The primary marketing goal for This Valley Works is to “achieve a 10% increase in
employer partnerships in one year.” Based on this goal, the objectives for this IMC
campaign are as follows:
- Increase the number of partner employers in each city or county by two in 12
months.
- Increase brand awareness for This Valley Works services among business
decision makers by 15% in 12 months.
- Increase in-kind donations by 10% in 12 months.

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Focus Group Results
The focus group was conducted with introductions and ground rules presented first. The
moderator launched straight into the concept discussions.
Concept #1: Clarity of Service Offerings
This Valley Works offers 15 different education and workforce development services to
individuals in the Roanoke, VA region. The services offered by This Valley Works
ensure that adults and children are personally and economically independent by
providing education, employment assistance, and development programs – all at no or
little cost to the recipient.
This concept provided participants with a description of This Valley Works’ service
offerings and current positioning statements. Each participant expressed concerned
over the number of programs offered by the program and the lack of a clear connection
between each of the programs. One member recommended restructuring how This
Valley Works groups their service offerings to streamline them into three distinct
verticals. The verticals are based on the groups of people that are served by the
services: veterans, youth, and ex-offenders.
Another participant suggested that This Valley Works omit the programs that aren’t as
successful. The participant noted that this could help This Valley Works more effectively
communicate the services the program offers. Additionally, the same participant noted
that renaming service offerings could be beneficial when it comes to communicating the
offerings. At this point, the idea of naming each program with an acronym was agreed
upon by the entire group.
Key takeaway: This Valley Works' service offerings are overwhelming and make it
difficult for those outside of the organization to understand exactly what the program
does.
Concept #2: Benefits of Partnering
Individuals who complete This Valley Works’ educational and developmental programs
are certified and trained for specific job functions. The program’s graduates rival job
seekers with post-secondary degrees due to the specificity and granularity of the
training received. Many businesses work with This Valley Works to guide the curriculum
to fit specific career needs within their organizational structure.
The group noted several nonprofit organizations that do a great job of partnering with
businesses and government agencies. Examples included Melwood, Ability One, and
DC Employment Readdresses Program. The entire group agreed that This Valley
Works must come up with a way to address the benefits of hiring those who may not be
as qualified at first glance, especially ex-offenders.

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

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

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Integrated Communication Strategy Statement (ICSS)

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

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

22
Campaign Theme
After thorough research of the target audiences and needs for This Valley Works, the
following campaign will utilize the entire marketing communications spectrum, including
traditional and digital advertising, social media, direct marketing, public relations and
experiential marketing to create lifelong partners and brand advocates.
ALL IN is a creative theme that takes the ideals of business leaders and those in need
of This Valley Works’ services and blends them. This campaign will deliver the message
that we can make anything work by partnering together and empowering those around
us. For business leaders, they can go ALL IN by investing in those who may need a
helping hand. For community members, they can go ALL IN by giving their time and
donations to empower programs like This Valley Works. For those in need, they go ALL
IN by putting in the effort needed to be successful in the programs offered by This
Valley Works. ALL IN is a campaign
that will compel business leaders of
the Generation X and Millennial
generations to realize that their
partnership and hiring policies is
needed to empower the clients of
This Valley Works and improve the
communities of Southwest Virginia.
The ALL IN campaign will be used
internally to guide the focus of the strategies and tactics developed over the course of
the 12-month campaign. The ALL IN campaign and #MakeItWork hashtag will also be
used externally on social media and in other forms of marketing collateral.
Media Objectives
Through the development and execution of this IMC proposal, Morgan & Associates will
accomplish the following objectives on behalf of This Valley Works during the campaign,
which is set to run from January 1, 2018 to December 31, 2018. All tactical execution
will remain within a $250,000 budget.
• Develop a social media following of 400 manager level accounts over the 12-
month campaign period starting January 1, 2018.
• Increase This Valley Works share-of-voice among competitors in regional media
by 20% over the 12-month campaign period starting January 1, 2018.
• Achieve a minimum of 10,000 unique visits to the This Valley Works webpage
over the 12-month campaign period starting January 1, 2018.
• Engage with 30% of men and women aged 37 to 52 in Southwest Virginia a
minimum of five times during the 12-month campaign period starting January 1,
2018.
• Reach potential partners a minimum of four times over the 12-month campaign
period.

23
Media Strategies
Since the target audience has a high brand awareness of This Valley Works, but a low
understanding of what the program does Morgan & Associates has developed a
multifaceted strategy to help educate and inform potential partner organizations.
• Employ digital advertising to reach both primary and secondary audiences.
o Rationale: Digital advertising gives nonprofit organizations ample control
through specific targeting, even with small budgets (Packard, 2015).
Acquiring digital advertising that is targeted to the specific geographic
areas served by This Valley Works, in addition to other targeting
parameters, will reach members of the primary and secondary audiences
while they use the Internet. With a potential minimum reached of 500,000
individuals, this strategy will help elevate the brand awareness for This
Valley Works.
• Execute a targeted media relations campaign to secure a minimum of 20 pieces
of coverage that highlights each aspect of This Valley Works.
o Rationale: Nonprofit organizations can use public relations as a primary
tool of communicating their message due to the inherent levels of
credibility associated with nonprofits (Garcia, 2012). A coordinated media
relations campaign will saturate the earned media market for the entire
This Valley Works service area. Feature coverage in regional outlets, like
The Roanoke Times, and broadcast media will be instrumental in
achieving an increase in share-of-voice.
• Employ direct marketing components to reach target audience members directly.
o Rationale: A direct marketing campaign will provide direct engagement
with targeted members of the primary audience. Using a creative
campaign, the primary audience will remember and associate This Valley
Works with the lasting impression of the campaign. Direct marketing has
been found to be trustworthy and unique in its ability to leave a lasting
impression in the minds of the recipients (Finnegan, 2017). A coordinated
direct marketing campaign will aid in engaging with potential partners. By
hand-delivering the components, This Valley Works will use a network of
volunteers to deliver the collateral for no cost. The database of companies
will be built by using each locality’s register of businesses.
• Employ an email campaign to reach members of the target audience
electronically.
o Rationale: Using email marketing, nonprofits can inform supporters and
generate donations without taking the focus away from clients (Campaign,
n.d.). An email campaign will provide direct engagement with targeted
members of the primary audience. Using a targeted and recurring
campaign, the primary audience will be consistently engaged throughout
the course of the 12-month campaign. A coordinated email campaign will
aid in achieving increase engagement with potential partners, driving
traffic to the website and engaging with members of the target audience.

24
• Develop a social media presence to spark word of mouth marketing and
cultivating a culture of brand advocates.
o Rationale: Social media will be a critical component of this integrated
campaign. As a cost-effective tool, social media will be used to reach
many individuals. This strategy will be used to develop a social media
following across social media platforms. Social media provides numerous
benefits for nonprofits, including cheaper information distribution and
developing thought leadership (Kerpen, 2015). The strategy will also
engage with the target audience, influence share-of-voice, and aid in
reaching potential partners.
• Create a microsite to host program-specific and campaign-related content.
o Rationale: The creation of a microsite will provide a “base” for all other
strategic execution. The microsite will serve in social media content
creation, reference for media relations efforts, etc. In today’s digital world,
more people turn to Internet searches over traditional means of research
(Leinbach-Reyhle, 2014). This strategy will aid in reaching members of the
target audience and engaging with potential partners.
• Utilize in-person experiential events to engage with members of the community.
o Rationale: People who experience a live brand interaction are likely to tell
roughly 17 people about their positive experience (Lyons, 2017).
Experiential marketing will engage members of the community in a face-
to-face setting. This strategy will reach members of the target audience
and provide an opportunity to engage with potential partners.
• Leverage regional influencers to tap into additional segments of brand
advocates.
o Rationale: Nonprofits can oftentimes easily utilize influencers due to the
number of passionate brand advocates that are generally associated with
nonprofits (Herald, 2016). The use of regional influencers will expand the
reach of This Valley Works and increase awareness among the target
audience.

25
Internal Communications Plan
This Valley Works has the luxury of being a part of the TAP network. Key internal
stakeholders within TAP, including the leadership and board of directors, are critical to
communicating with external audiences. Achieving the buy-in of internal stakeholders
could make the difference between success and peril for the ALL IN campaign. The
internal communications plan employs a variety of tactics to inform, engage, and keep
the attention of internal stakeholders.
To jumpstart internal understanding of the campaign, an introductory email detailing the
purpose, plan and projected outcomes of the campaign will be sent to all employees
and stakeholders associated with TAP. After an initial announcement has been made,
the campaign will begin engaging stakeholders through the following tactics:
• Each stakeholder will be provided (at random) with one of ten personal stories
from This Valley Works clients.
• Key stakeholders with strong business and professional networks will be
identified and supplied with talking points with key messaging surrounding the
ALL IN campaign to be used during networking events.
• Host an internal recognition program that highlights employees and stakeholders
for their commitment and work to benefit This Valley Works services. Individuals
will be recognized through an internal memo, as well as on social media.
• Host a gala that allows stakeholders to invite guests to meet and interact with
current This Valley Works clients. This will allow potential employers or
volunteers to see the impact of the program in-person (the cost of the gala will be
covered through in-kind sponsors)
The internal campaign will play on the commitment every TAP employee and
stakeholder has for the missions of TAP programs. Through the process of recurring
reminders and engaging events, internal stakeholders will be fully invested in the
process of the ALL IN campaign.

26
Tactical Budget Breakdown
Budget Summary
Tactic Cost Budget
Breakdown
Reach Frequency Rationale
Internal
Communication
Gala N/A N/A N/A Once
(TBD)
The gala costs
will be covered
by in-kind
sponsors and
handled by
internal
employees.
Employee
program
N/A N/A N/A Monthly The employee
program and
content
development
will be handled
in-house.
Digital
Advertising
(8% of
budget)
Static
Advertisement
$11/CPM for a
maximum of
50,000
impressions
($20,000 in full)
*Pricing according
to WSLS account
executive Logan
Wolfe
$20,000 200,000 (A
maximum of
50,000
impressions
per each
advertising
period)
4 times per
year (once
per quarter)
for a two-
week
period
Highly-targeted
digital
advertising
campaigns will
be used to aid
in engaging
with 30 percent
of men and
women aged 37
to 52 in
Southwest
Virginia.
All buying and
targeting will be
handled by a
WSLS account
executive who
will work hand-
in-hand with
Morgan &
Associates.
Media
Relations

27
(12% of
budget)
Media Pitches
(including
Media Day)
No outside cost Included in
agency fee
($10,000)
2,000,000
(The
Roanoke
Times –
700,000
WSLS-10 –
650,000
WDBJ7 –
650,000)
2 media
pitches per
month (24
total)
A series of
media pitches
will be used to
increase share-
of-voice by 20
percent in
regional media
outlets.
Outreach topics
will be
presented at
the beginning of
each month for
approval.
Press
Release(s)
No outside cost Included in
agency fee
($10,000)
2,000,000
(The
Roanoke
Times –
700,000
WSLS-10 –
650,000
WDBJ7 –
650,000)
4 press
releases
Four press
releases will be
used for major
announcements
to increase
share-of-voice
by 20 percent in
regional media
outlets.
Each press
release will be
approved by
This Valley
Works prior to
approval.
Op-eds No outside cost Included in
agency fee
($10,000)
2,000,000
(The
Roanoke
Times –
700,000
WSLS-10 –
650,000
WDBJ7 –
650,000)
2 op-eds Two op-eds will
be used to
position This
Valley Works
as a leader and
increase share-
of-voice by 20
percent in
regional media
outlets.
Op-eds will be
given to This
Valley Works
for final
approval.
Marketing
Collateral
(28.46% of
budget)

28
Email
Campaign
$65 per month
(with a two-month
free trial) *Pricing
from Constant
Contact website
$650 2,500
(limited to
the number
of emails
included in
the business
plan)
Each
month
The email
campaign will
be used to
reach potential
partners at
least four times
during the
overall
campaign and
achieve a
minimum of
10,000 unique
visits to the
webpage.
All email
collateral will be
developed by
Morgan &
Associates and
distributed
through
Constant
Contact.
Direct
Marketing
Campaign
$30.00 per
creative
executions for a
total of 2,000
*Pricing from
Shutterfly.com
$60,000 2,000
(limited to
number of
creative
executions)
4 phases
from Jan.-
Apr.
The direct mail
campaign will
be used to
reach potential
partners at
least four times
during the
overall
campaign. The
campaign will
be delivered in-
person by
volunteers (no
cost for
postage).
Microsite
Development
$18 per month for
hosting the site
($216 total); fee
of 10,284 for
development
*Pricing from
Squarespace.com
$10,500 Unable to
determine at
this time
The site will
go live on
January 15
The creation of
a webpage is
directly
associated with
driving visitors,
engaging with
members of the
target audience
and reaching
potential
partners.
Morgan &
Associates will

29
develop and
maintain the
This Valley
Works page.
Social Media
(15.74% of
budget)
Organic
Content
Development
(including Day
of Giving
support)
No cost Included in
agency fee
(20,000)
Dependent
upon number
of followers
and active
engagement
Weekly for
the 12-
month
campaign
The organic
social
campaign will
create a
consistent
stream of
messaging to
develop a
following of 400
manager level
accounts,
engage with 30
percent of men
and women
aged 37 to 52
in Southwest
Virginia,
achieve 10,000
unique visitors
to the webpage,
and reach
potential
partners.
Content will be
provided on
Thursdays for
approval for the
next week of
content.
Sponsored
Facebook
Campaign
$2,150 per
campaign
(maximum
amount to be
spent for each
campaign)
$6,450 Dependent
upon
targeting and
active
engagement
3 separate
campaigns
(Feb.,
June, Nov.)
Sponsored
campaigns will
increase the
reach of
messaging to
develop a
following of 400
manager level
accounts,
engage with 30
percent of men
and women
aged 37 to 52
in Southwest
Virginia,
achieve 10,000

30
unique visitors
to the webpage,
and reach
potential
partners.
Lightning strike
promoted
campaigns will
be determined
by This Valley
Works and
Morgan &
Associates.
Sponsored
Twitter
Campaign
$2,150 per
campaign
(maximum
amount to be
spent for each
campaign)
$6,450 Dependent
upon
targeting and
active
engagement
3 separate
campaigns
(Feb.,
June, Nov.)
Sponsored
campaigns will
increase the
reach of
messaging to
develop a
following of 400
manager level
accounts,
engage with 30
percent of men
and women
aged 37 to 52
in Southwest
Virginia,
achieve 10,000
unique visitors
to the webpage,
and reach
potential
partners.
Lightning strike
promoted
campaigns will
be determined
by This Valley
Works and
Morgan &
Associates.
Sponsored
LinkedIn
Campaign
$2,150 per
campaign
(maximum
amount to be
spent for each
campaign)
$6,450 Dependent
upon
targeting and
active
engagement
3 separate
campaigns
(Feb.,
June, Nov.)
Sponsored
campaigns will
increase the
reach of
messaging to
develop a
following of 400
manager level
accounts,

31
engage with 30
percent of men
and women
aged 37 to 52
in Southwest
Virginia,
achieve 10,000
unique visitors
to the webpage,
and reach
potential
partners.
Lightning strike
promoted
campaigns will
be determined
by This Valley
Works and
Morgan &
Associates.
Influencer
Marketing
(2% of
budget)
Ted Edlich No cost In-kind
participation
~1,300
based on
social media
following and
professional
organizations
As needed
for the 12-
month
campaign
The influencer
campaign will
be used to
reach potential
partners at
least four times
during the
overall
campaign and
engage with 30
percent of men
and women
aged 37 to 52
in Southwest
Virginia.
John Carlin $5,000 retainer
fee *Pricing
based on similar
influencers from
Virginia
$5,000 ~3,000
based on
social media
following
As needed
for the 12-
month
campaign
The influencer
campaign will
be used to
reach potential
partners at
least four times
during the
overall
campaign and
engage with 30
percent of men
and women
aged 37 to 52

32
in Southwest
Virginia.
Experiential
Marketing
(20.8% of
budget)
$17,300
(Roanoke display)
$17,300
(Lexington
display)
$17,400
(Blacksburg
display)
All creative
executions done
through contract
designer. *Pricing
based on Fairfax,
VA-based
freelance
designer pricing
$52,000 155,000
based on
population
June –
Lexington,
VA
July –
Blacksburg,
VA
August –
Roanoke,
VA
The experiential
marketing
campaign will
be used to
reach potential
partners at
least four times
during the
overall
campaign and
engage with 30
percent of men
and women
aged 37 to 52
in Southwest
Virginia in-
person.
Campaign
Management
& Evaluation
(33% of
budget)
Agency Fee $82,500 $82,500 N/A N/A The agency fee
will be a flat
annual fee that
will cover the
cost of
research,
analytics,
organic social
media content
development
and
management,
and all media
relations work.
Research 7,000 (No direct
cost. All costs
come from
agency fee.)
Included in
agency fee
($7,000)
N/A N/A Research will
be conducted
for all tactical
execution to
ensure the
most timely and
effective reach
is
accomplished.

33
Social Media
Analytics
3,000 (No direct
cost. All costs
come from
agency fee.)
Included in
agency fee
($3,000)
N/A N/A Free native
social media
analytics will be
used to track
campaigns. The
costs cover
agency fees.
Digital
Marketing &
Website
Analytics
5,000 (No direct
cost. All costs
come from
agency fee.)
Included in
agency fee
($5,000)
N/A N/A Google
analytics will be
used to track
digital
campaigns and
website
metrics. The
costs cover
agency fee.
Direct
Marketing
Metrics
5,000 (No direct
cost. All costs
come from
agency fee.)
Included in
agency fee
($5,000)
N/A N/A The agency will
conduct follow-
up surveys and
meetings to
determine
direct marketing
analytics.
Email
Marketing
Metrics
N/A Costs
covered in
Constant
Contact
costs with
no agency
fee
N/A N/A The agency will
provide reports
that are
generated
through
Constant
Contact.

34
Creative Executions
Digital Advertising Campaign
This Valley Works will run static digital advertisements through the Roanoke NBC
affiliate, WSLS. By purchasing advertising space through WSLS, This Valley Works can
reach a wide-range of individuals in the target geographic area and beyond.
Specifically, the advertisements will be hosted on www.wsls.com and placed on other
major websites, including NBC News, FOX News, and numerous other sites. The digital
campaign will be used to increase awareness, engage with individuals, and drive
visitors to the website.
Static Digital Advertisement
Media Relations Campaign

35
With no added costs to This Valley Works’ current media relations plan (outside of the
agency fee), a targeted media relations campaign will raise awareness of the program
in all the communities it serves. The media relations campaign will include a strategic
communications plan that incorporates standing editorial opportunities, ad hoc
newsjacking, contributed article content, and ongoing media interview pitching. The
media relations campaign will target regional newspapers, magazines, and broadcast
outlets, as well as nonprofit trade publications and national outlets (when appropriate).
Collateral for this campaign will include four press releases, 24 media pitches, and two
contributed op-eds.
Additionally, the media relations campaign will also include a media day hosted at the
Roanoke Higher Education Center (where This Valley Works is headquartered). The
media day will target regional media outlets, including broadcast affiliates, The
Roanoker, The Roanoke Times, and more. The media day will allow the press to see
the impact of This Valley Works program firsthand, meet current clients, and interact
with the program leaders.
Press Release
This Valley Works Announces Partnership with Carilion Clinic
The two organizations entered into a ten-year workforce development agreement
ROANOKE, Va. – This Valley Works, an operating component of Total Action for
Progress today announced a ten-year partnership with Carilion Clinic to educate and
equip individuals for medical careers with Carilion Clinic.
Under the strategic partnership, This Valley Works will develop a curriculum based on
positions that are frequently unfilled or hard to fill across Carilion Clinic locations.
Carilion Clinic has agreed to provide guaranteed employment to qualified candidates
that graduate from This Valley Works programs.
“The strategic partnership between This Valley Works and Carilion Clinic is a testament
to the faith of the greater Roanoke Valley community,” said Total Action for Progress

36
President and CEO Annette Lewis. “This partnership will provide numerous citizens with
stable employment and fill the employment holes for one our region’s largest
employers.”
The workforce development agreement will go into effect on June 1, 2018 and will be in
effect until June 1, 2028. This agreement comes as part of This Valley Works’ ALL IN
campaign, which aims to encourage businesses to partner to help employ hundreds of
Roanoke area citizens.
For more information on the agreement, please visit
www.tapintohope.org/thisvalleyworks or call 540-843-WORKS.
About This Valley Works
This Valley Works is an operating component of Total Action for Progress, a nonprofit
community action organization. For nearly 50 years, This Valley Works has helped
members of the community create a more financially stable future. Services offered by
This Valley Works include educational programs, workforce development services,
personal development services, and more. A full list of This Valley Works service
offerings can be found at www.tapintohope.org/thisvalleyworks. Join the conversation
on social media using the hashtag #MakeItWork.
Pitch
Hi XX,
There are nearly 6,000 people in the City of Roanoke who are unable to find stable
employment – a number that is growing each day. There is little relief in sight with the
national unemployment rate stalling around 4.5%.
This Valley Works, a program of TAP, works with a number of Roanoke citizens to help
develop their workforce skills for employment. I’d like to offer a conversation with
Kelsey Hampton, a current This Valley Works CNA student, to discuss the
challenges faced by many Roanoke citizens: underemployment. Kelsey can
discuss her personal story of financial burden, personal loss and renewed sense of
hope created by her CNA enrollment.
Please let me know if this is something that you would be interested in and I can
coordinate a conversation with Kelsey.
Best,
XX

37
Direct Marketing Campaign
A targeted direct marketing campaign will be used to directly reach and engage with
business leaders in the service area. Using volunteers, the direct marketing campaign
will be hand delivered to businesses of all sizes in each city or county served by This
Valley Works. By using a tangible product, the direct marketing campaign will provide
immediate engagement with the primary audience and create a lasting impression,
which is critical to maintaining brand awareness.
The direct marketing campaign, “Build A Better _____ (insert city or country name)” will
supply recipients with items from their respective city or county.
1. A puzzle with the business’ map location framed by a local woodworker. A
postcard will be included to explain This Valley Works.
2. A gift card to a fellow (non-competing) local business signed by Jo Nelson.
3. A small package of baked goods from a local bakery. A postcard will be included
to provide the profile of a This Valley Works client in the city or county.
4. A personalized letter from the company mentioning how businesses can help
build a better community with This Valley Works.
Sample Puzzle

38
Sample Postcard Phase 1

39
Email Campaign
Using email lists already developed for TAP and This Valley Works, Morgan &
Associates will supplement additional emails to reach businesses. The email campaign
will consist of a monthly newsletter that highlights This Valley Works and the two service
subsets: Adult Services and Youth Services.
This campaign aims to bring awareness directly to the target audiences by providing a
look at This Valley Works and the tangible benefits the program’s services are bringing
to members of the community.
Email Newsletter

40
Social Media
The ALL IN campaign will be primarily distributed across social media platforms. The
social media campaign will include organic content development and paid content
development. Most of the content will include the campaign hashtag #MakeItWork.
Organic Campaign: The social media campaign will begin with the initial development
of This Valley Works Twitter, LinkedIn, and Instagram accounts. Content development
will include posts regarding events, programs, clients, partnership opportunities,
nonprofit trends, local trends, etc. The content for Twitter, LinkedIn, Instagram, and
Facebook will be developed on a weekly basis. There will be five tweets, two Instagram
posts, two LinkedIn posts and four Facebook posts scheduled each week. Additional
postings will be included on an ad hoc basis.
Day of Giving: The This Valley Works’ Day of Giving will be coordinated with a larger
donation team within TAP. From a social media perspective, Day of Giving will be
highlighted for one month prior (September). The day of the event there will be
coordinated announcements of donation milestones, highlighting those who have
donated, provided This Valley Works history and other forms of relevant content to keep
the conversation about #TVWDayofGiving going.
Paid Campaign: On Facebook, Morgan & Associates will boost two posts per lightning
strike to increase the overall reach of the page at that time. On LinkedIn and Twitter, a
sponsored campaign will be created using three variations of the same post targeted at
the primary audience in each of the localities served by This Valley Works. Each
platform uses a cost-per-click (CPC) or cost-per-impression (CPM) model. A budget will
be set for a two-week period in each specified month.

41
Instagram Post

42
Twitter Post
Facebook Post

43
LinkedIn Post

44
Microsite
Currently, This Valley Works does not have a dedicated page on the TAP website.
Additionally, the current TAP website lacks features that are necessary in the current
technological climate. Morgan & Associates would like to develop an entirely new TAP
website, with a heavy focus on developing the microsite for This Valley Works. The new
website (with This Valley Works microsite) will be launched on January 15, 2018. The
new website will be developed using Squarespace for Business, which costs $18 per
month or $216 for the year.
A dedicated This Valley Works site is critical to the success of the integrated marketing
communications campaign because it will provide content for social media, a link back
page for media relations and email campaigns; and an information page for direct mail.
Every other tactic will rely on the microsite in some form. The microsite will be
operational for the duration of the 12-month campaign and available for an extension on
December 31, 2018.
Microsite Preview

45
Experiential (In-Person) Campaign
The experiential (or guerrilla marketing) campaign will be comprised of a series of three
in-person events. These events will work to shed light on an issue in Southwest Virginia
that This Valley Works by bringing the issue to life for bystanders to witness. The
experiential events will take place in downtown Roanoke, downtown Lexington, and
downtown Blacksburg.
Potential Experiential Display Mock Up
The experiential campaign for Roanoke will include an interactive display downtown.
The display will be a magnetic photo that is adhered to the side of a high-rise building.
The magnetic outline will encourage bystanders to “donate” their change to create an
image. The final product will be a photo made of change of the Roanoke skyline. This
campaign will encourage people in the community to donate to This Valley Works, learn
about the program, and create a piece of art in the city.

46
Influencer Campaign
This Valley Works can leverage the networks of regional influencers, including former
TAP President, Ted Edlich and John Carlin, Anchor for WSLS-10. Each of these
influencers will be compensated to speak on behalf of This Valley Works for media
interviews, video content, marketing collateral, events, and on social media.
Speaker Session Postcard

47
Media Flow Chart
JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC
Internal
Comms
Digital
Advertising
Media
Pitches
Press
Releases
(TBD)
Op-Eds
(TBD)
Media Day
Direct Mail
Email
Organic
Twitter
Posts
Organic
Facebook
Posts
Organic
LinkedIn
posts
Organic
Instagram
Posts
Paid Twitter
Posts
Paid
Facebook
Posts
Paid
LinkedIn
Posts
Day of
Giving
Microsite
Experiential
Influencer

48
Evaluation Plan
Evaluation methods are built in for each tactic to facilitate real-time optimization for
positive results. The rationale for each method is explained in detail. Each campaign
objective will also be measured to determine overall campaign success and collect
information that will inform This Valley Works on how to compound results in the coming
years.
- Increase the number of partner employers in each city or county by two in 12
months.
- Increase brand awareness for This Valley Works services among business
decision makers by 15% in 12 months.
- Increase in-kind donations by 10% in 12 months.
Objective #1: Increase the number of partner employers in each city or county by
two in 12 months.
Measurement: Track the total amount of new business partnerships established during
the campaign. Each tactical component of the campaign will be analyzed to determine
overall effectiveness is reaching and converting the target audience to partner. Tools
used to measure include social media analytics, Google Analytics, Snap surveys,
Constant Contact analytics, and in-person meetings.
Budget: Included in agency fee
Objective #2: Increase brand awareness for This Valley Works services among
business decision makers by 15% in 12 months.
Measurement: Calculate the overall reach of campaign tactics for the entirety of the 12-
month campaign using analytics software and Snap surveys. For digital advertising,
website, social media, email, and earned media coverage analytics tools will be used to
measure the following:
• Social media engagement
• Social media following
• Social media reach
• Website visitors
• Website conversions
• Impressions on news article
• Impressions on press releases
• Email open rates
Direct marketing tactics will be measured thought post-campaign surveys and in-person
meetings to determine reach and engagement.

49
Objective #3: Increase in-kind donations by 10% in 12 months.
Measurement: Track the total amount of donations received during the campaign that
originated from those in the target audience. The total amount raised will be segmented
by tactic to determine the long-term viability of each method. The amount raised will
also be segmented by geographic location to determine the area with the highest ROI.
Measurement will be completed by tracking the channels through which donations were
received (influencer events, social media, website, experiential, email, direct marketing,
etc.).

50
Conclusion
This integrated marketing communications plan will deliver specialized messages
through each available channel of communication to effectively reach and engage with
business decision-makers in Southwest Virginia. A coordinated campaign will ensure
that media channels are saturated with This Valley Works messaging to consistently
captivate and create relationships with the target audience.
The ALL IN campaign engages the target audience through traditional media, including
television and print, while also reaching a broader audience through digital channels like
social media and digital advertising. Physical touchpoints through direct marketing will
provide a personal touch to the target audience. The use of regional influencers will
expose a larger audience to This Valley Works messaging and email campaigns will
engage with members of the target audience in a direct manner.
While keeping both external and internal audiences in mind, this campaign will ensure
that the buy-in of internal stakeholders is secured through constant engagement. In
turn, those internally can share their in-depth knowledge of This Valley Works with
members of the community and target audience.
The goal of reaching business leaders to create business partnerships will be achieved
by first establishing brand recognition through market saturation. After widespread
awareness has been established, the campaign will drive engagement of the program
and invite members of the audience to contribute to the mission of building a better
Southwest Virginia.
This Valley Works is making a difference in Roanoke and the surrounding communities.
Morgan & Associates is confident that this campaign will expand the success of This
Valley Works and establish buy-in from regional businesses to provide more Southwest
Virginians with the workforce opportunities needed to be successful in their lives.

51
Appendix A: Focus Group Moderator Guide
The focus group was comprised of nine people. Of the group, three were men, six were
women and all were entrepreneurs and business owners between the ages of 28 and
52. Respondents from the focus group were all recruited from the Washington, DC and
Roanoke, VA areas.
NAME AGE OCCUPATION PARTICIPATION
LEVEL
BUSINESS
OWNER?
GENDER
Paige Strott 38 Business
Manager
Active No Female
Amanda
Cristi
28 Marketing
Coordinator
Active No Female
Lauren Horn 41 Salon Owner Active Yes Female
Dave Dykes 49 Small Business
Owner
Active Yes Male
Brian Kelley 52 Factory
Manager
Active No Male
Ryan
McDermott
39 Store Manager Active No Male
Megan Rufty 29 PR Specialist Active No Female
Eliza Levy 39 Communications
Director
Active No Female
Allie Foard 35 Human
Resources
Manager
Active No Female
Meeting Details/Location
The in-person focus group was conducted on Tuesday, October 17, 2017, in a
conference room at Sage Communications in McLean, VA. The meeting started on time
and lasted roughly 60 minutes.
Welcome and Introduction
I would like to thank everyone for taking time out of their busy schedules to participate in
today’s brainstorm.
As you are aware, we are here to discuss the strengths and weaknesses of nonprofit
education and employment programs.
For full disclosure, I am conducting primary research that will help inform a campaign
proposal I am doing for a regional nonprofit program in Roanoke, VA. The organization
may or may not accept my proposal, but there is a chance that they could utilize some
of the ideas that are created today.
To get things started, my name is Tommy and I have been working in the public
relations field for nearly two years. Currently, I am pursuing my master’s degree in
integrated marketing communications and today’s conversation is an aspect of my

52
capstone or thesis project. I have a history of volunteering with my proposed client and
am passionate about the program’s mission.
(Urge everyone to do a quick introduction)
Rationale
The program I am developing a proposal for is interested in attracting more employers
to become partner organizations to hire clients of the program. AS all of you have
experience or are responsible for making hiring and business decisions, I would like to
receive your opinions about my potential client’s status and your thoughts on what
would entice you as a business leader to partner with them.
Procedure
I'm going to begin by handing out a copy of concept that relates to the program. Review
the concept and then I will read it out loud. I will request that you make a few notes
about your thoughts, feelings, perceptions, etc. about the concept. We will try to stick to
a schedule of 15 minutes per concept, but this will be guided by the amount of
discussion.
When we finish with the three concepts, I will have a series of one-off questions that I
will ask and would like to receive the first answer that occurs to you.
I will be using your first name in my report, as well as your age and occupation. No
other information will be provided that can identify you in any way.
Starter
To get things started, I’m going to show each of you the program’s current logo and I
would like for each of you to tell me what you think the program offers strictly based off
the logo.
Discussion
High-level concepts are introduced one by one, with 15-20 minutes of follow-up
discussion. Record answers and extraneous discussion.
Adjournment
I appreciate each of you taking the time to join me today. I will likely post the result of
my proposal online where each of you can view your contributions. Are there any
additional questions or statements? Thank you.

53
Appendix B: References
Alter, A. (2014, August 19). 10 benefits only nonprofits can offer for-profits in a
partnership. Retrieved from http://thirdsectortoday.com/2014/08/19/10-benefits-only-
nonprofits-can-offer-for-profits-in-a-partnership/
Andreasen, A. (1996, November 1). Profits for nonprofits: Find a corporate partner.
Retrieved from https://hbr.org/1996/11/profits-for-nonprofits-find-a-corporate-partner
Asghar, R. (2014, November 11). Study: Millennials are the true entrepreneurial
generation. Retrieved from https://www.forbes.com/sites/robasghar/2014/11/11/study-
millennials-are-the-true-entrepreneur-generation/#72553e6873dc
BLS. (2016, February 29). Nonprofits in America: new research data on employment,
wages, and establishments: Monthly labor review. Retrieved from
https://www.bls.gov/opub/mlr/2016/article/nonprofits-in-america.htm
Bromwich, J. (2017, January 27). Generation X more addicted to social media than
millennials, report finds. Retrieved from
https://www.nytimes.com/2017/01/27/technology/millennial-social-media-usage.html
Brookshier, E. (2017, October 10). Free tuition program thrives at Virginia Western
Community College. Retrieved from https://www.wsls.com/news/virginia/roanoke/free-
tuition-program-thrives-at-virginia-western-community-college
Campaign Monitor. (n.d.). Ultimate email marketing guide for nonprofits. Retrieved from
https://www.campaignmonitor.com/resources/guides/ultimate-guide-email-marketing-
nonprofits/
Data USA. (n.d.). Data USA | Roanoke, VA Metro Area. Retrieved from
https://datausa.io/profile/geo/roanoke-va-metro-area/#demographics
Eisenberg, R. (2014, June 20). The charity divide: Boomers vs. Gen X and Gen Y.
Retrieved from https://www.forbes.com/sites/nextavenue/2013/10/04/the-charity-divide-
boomers-vs-gen-x-and-gen-y/#5a47698e21a0
Farrell, C. (2017, June 12). Trump should fix, not scrap, job-training program for older
adults. Retrieved from https://www.forbes.com/sites/nextavenue/2017/06/12/trump-
should-fix-not-scrap-job-training-program-for-older-adults/#6b6c99ef5363
Finnegan, S. (2017, October 13). Why is direct mail still the best solution for non-
profits? Retrieved from http://blog.lawrencedirect.com/non-profit-fundraising-ideas-why-
is-direct-mail-still-the-best-solution-for-non-profits

54
Friedenberger, A. (2017, October 4). TAP helps men look sharp with suit giveaway.
Retrieved from http://www.roanoke.com/news/local/roanoke/tap-helps-men-look-sharp-
with-suit-giveaway/article_fc7e2779-bb4d-5867-a93b-253b0bd5312d.html
Garcia, T. (2012, June 11). Five best practices for nonprofit PR programs. Retrieved
from http://www.adweek.com/digital/five-best-practices-for-nonprofit-pr-programs/
Gourley, T. (2017, May 10). 4 ways millennials and nonprofits are perfect for each other.
Retrieved from https://www.councilofnonprofits.org/thought-leadership/4-ways-
millennials-and-nonprofits-are-perfect-each-other
Herald, E. (2016, December 11). Influencer with a cause: How nonprofits can identify
and work with influencers. Retrieved from https://www.meltwater.com/blog/influencer-
with-a-cause-how-nonprofits-can-identify-and-work-with-influencers/
Jacobs, J. (2017, October 9). Community colleges should focus more on educating
adults (essay). Retrieved from
https://www.insidehighered.com/views/2017/10/09/community-colleges-should-focus-
more-educating-adults-essay
Jones, I. (2017, October 6). Lynchburg updates residents on Poverty to Progress
program. Retrieved from https://www.wsls.com/news/virginia/lynchburg/lynchburg-
updates-residents-on-poverty-to-progress-program
Kane, S. (2017, October 15). Learn the common characteristics of Generation X
professionals. Retrieved from https://www.thebalance.com/common-characteristics-of-
generation-x-professionals-2164682
Kerpen, D. (2015, April 1). 7 reasons why nonprofits need to ramp up their social media
presence. Retrieved from https://www.huffingtonpost.com/2015/04/01/nonprofits-social-
media-_n_6987304.html
Leinbach-Reyhle, N. (2014, September 29). 3 reasons websites are vital for small
businesses. Retrieved from
https://www.forbes.com/sites/nicoleleinbachreyhle/2014/09/29/websites-for-small-
businesses/#6bf2e21f2026
Lyons, E. (2017, March 21). Why experiential marketing will rule 2017. Retrieved from
http://www.huffingtonpost.ca/emily-lyons/experiential-marketing-2017_b_15518374.html
National Center for Charitable Statistics (NCSS). (n.d.). Quick facts about nonprofits.
Retrieved from http://nccs.urban.org/data-statistics/quick-facts-about-nonprofits
Nielsen. (2016, March 24). Facts of life: As they move through life stages, millennials'
media habits are different and distinct. Retrieved from

55
http://www.nielsen.com/us/en/insights/news/2016/facts-of-life-as-they-move-through-
life-stages-millennials-media-habits-are-different.html
Packard, L. (2015, February 23). How your non-profit can use online advertising
effectively. Retrieved from https://www.huffingtonpost.com/laura-packard/how-your-
nonprofit-can-us_b_6731854.html
Pew Research Center. (n.d.). Millennials. Retrieved from
http://www.pewresearch.org/topics/millennials/
Rooney, K. (2017, March 29). Trump and House tax schemes both could hit nonprofits
hard. Retrieved from https://www.cnbc.com/2017/03/29/trump-and-house-tax-schemes-
both-could-hit-nonprofits-hard.html
TAP. (2017). Our programs & services. Retrieved from
https://www.tapintohope.org/Default.aspx
Taylor, P., & Gao, G. (2014, June 5). Generation X: America’s neglected ‘middle child’.
Retrieved from http://www.pewresearch.org/fact-tank/2014/06/05/generation-x-
americas-neglected-middle-child/
This Valley Works. (2017). TAP This Valley Works - About | Facebook.
Retrieved October 9, 2017, from
https://www.facebook.com/pg/TAPthisvalleyworks/about/?ref=page_internal
Total Action for Progress. (2017). Annual Report 2016-2017.
Turner, M. (2017, January 17). 6 trends that will impact the social good sector in 2017.
Retrieved from https://npengage.com/nonprofit-fundraising/6-trends-that-will-impact-the-
social-good-sector-in-2017/

56
Appendix C
This Valley Works (TVW) is the education and workforce development component at TAP. For over 47 years quality education and training has been
provided to more than 12,000 youth and adults in summer and full year programs. TVW’s Center for Educational Opportunities focuses on dropout
retrieval, education enhancement and retention within the public schools, college access, adult basic education and GED completion.
This program prepares students to enter the high-
demand healthcare field of Certified Nursing. Our
programprovidesboththeclassroomandclinicaltraining
required by the State Board of Health Professionals.
Service area: All localities are welcome, but students must be
able to attend classes at the Roanoke Higher Education Buildling.
Certifie
d
Nur si ng Aide Program
540.767.6219 or 540.767.6220
tapintohope.org/Certifie
d
Nu r si ngAi de. aspx
The African-American Culture and Contemporary
Issues class provides assistance to students who
are at risk of dropping out. A specialized curriculum
assists students in gaining knowledge about their
heritage, learning leadership skills, developing healthy
relationships, gaining fina nci al literacy and more.
Students are also exposed to post-secondary education.
Service area: Roanoke City William Fleming Students
AACCI
540.767.6151
tapintohope.org/AACultureAndContemporaryIssuesClass.aspx
This program is designed to stimulate fir
s
t generation
college-bound students through information and
encouragement. Activities include cultural workshops,
guidance in class selection, SOL and SAT preparatory
classes, workshops in both fina nci al aid and college
life, and college campus tours.
Service area: Covington, Roanoke Co., Roanoke City,
Salem, and Botetourt.
Project Discovery
540.767.6224
tapintohope.org/ProjectDiscovery.aspx
facebook.com/TAPprojectdiscovery
Project Recovery works with public school students
who have dropped out of school. These students are
located by our staff and are encouraged to further their
education. We assist with re-enrollment in public
schools or alternative education programs.
Service area: Roanoke City
Project Recovery
540.767.6223
tapintohope.org/ProjectRecovery.aspx
Fathers First is a holistic family development program.
The program will help parents build healthy relationships,
gain responsible parenting skills and achieve fina nci al
stability through job readiness, employment.
Service area: Alleghany Co. (540962.6328), Roanoke City,
Roanoke Co., Salem.
Fathers First
540.767.6230 (Roanoke Valley)
tapintohope.org/fathersfir
s
t .aspx
facebook.com/fathersfir
s
t
TAP This Valley Works • 108 N. Jefferson St., Roanoke, Virginia 24016 • (540) 767-6220
For more information avisit www.tapintohope.org
Program Overview
The Southwestern Virginia Regional Employment
Coalition program provides work experience opportunities.
Clients are placed at non-profits across the community
to gain valuable skills that can be used once they obtain
permanent employment. Basic application completion,
resume writing, communication and time management
skills are also taught as needed. Our goal is to place all
referred clients into a meaningful work experience.
Service area: Roanoke City, Roanoke Co., Franklin Co.
SVREC
540.767.6086 or 540.767.6234
tapintohope.org/SWVARegionalEmploymentCoalition.aspx
This program helps veterans and their families find and
stay in stable, permanent housing. We focus on intensive
case management and provide limited fina nci al assistance
to help resolve housing crises and help ensure that they
don’t happen again.
Service area: Roanoke, Salem, Covington, Danville, Martinsville,
Radford, Blacksburg, Lynchburg, Staunton, counties of
Montgomery, Alleghany, Bath, Franklin, Roanoke, Botetourt,
Craig, Augusta, Rockbridge, Bedford, Amherst, Appomattox,
Campell.
SSVF
540.283.4918 or 540.962.6328 (Alleghany & Bath
counties)
tapintohope.org/SSVF.aspx
TAP’s SwiftStart program gives working parents in
southwestern Virginia career pathways to secure higher-
wage jobs by helping them obtain affordable, high-quality
child care while attending skills training for careers
in health care, information technology and advanced
manufacturing.
Service area: Roanoke Valley and New River Valley.
SwiftStart
540.767.6220
tapintohope.org/SwiftStart

57
Appendix D
1. What is your profession?
Manufacturing – 12
Nurse – 4
Administrative Services – 3
Accounting – 2
Marketing – 1
CEO/Business Owner – 14
Other/Not specified - 4
2. Are you in a decision-making position at your place of employment?
Yes – 15
No – 25
3. Do you live in the Roanoke, VA area or Southwest VA (if no, skip to question 6)
Yes – 100%
4. Have you heard of This Valley Works?
Yes – 34
No – 4
I’m not sure - 2
5. Do you know what services This Valley Works provides?
Yes – 2
No – 32
I’m not sure – 6
To the best of your ability, please identify how much you agree with the following
statements.
6. I would hire military veterans.
Definitely Agree – 23
Agree – 11
Somewhat Agree – 0
Neither Agree or Disagree – 6
Somewhat Disagree – 0
Disagree – 0
Definitely Disagree – 0
7. I would hire former criminals.
Agree – 8
Disagree – 8
8. I would hire someone without a college degree.
Agree – 13

58
Disagree – 3
9. I would value an applicant who has job-specific training and certifications.
Agree – 1
Disagree – 0
10. I would be interested in partnering with an organization to receive new
employees trained for specific job positions.
Agree – 16
Disagree – 2
11. I value nonprofit organizations.
Agree – 2
Disagree – 0
12. I would partner with an organization if it brought value to my business or
company.
Agree – 0
Disagree – 0
13. I have worked with a nonprofit education program before.
Yes – 12
No – 27
14. I have worked with a workforce development program before.
Yes – 9
No – 28

59
15. I have volunteered with nonprofit programs.
Yes – 39
No – 1
16. My age is:
18-24 – 1
25-31 – 13
32-38 – 9
39-45 – 14
45-52 – 1
53-59 – 1
60+ – 1
17. My race is:
African American – 6
Caucasian – 29
Hispanic or Latino – 2
Asian / Pacific Islander – 3
Native American – 0
Other – 0
* The survey was distributed anonymously via email and social media.

60
Appendix E

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