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Camp Blodgett: A Comprehensive Plan Book By Jonathan Erickson

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Table of Contents 

Introduction and Background

3-6

Secondary Research

7-12

Primary Research

13-17

Objectives/Strategies and Tactics

18-23

Timeline

24

Budgeting

25-28

Evaluation

29-31

o

Appendix

32-37

o

References

38-39

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Introduction and Background

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Camp Blodgett has existed for nearly 100 years now, celebrating its centennial anniversary this year. The organization provides a cost-effective summer camp for underprivileged youth, as well as several after-school programs and event services for the area along Lake Michigan on which it is located. The main mission of the camp is to “encourage academic achievement, support the development of a healthy self-esteem and promote social responsibility� for children (campblodgett.com, 2005). James Taylor, the new head of the organization, has recognized the need for increased networking and a comprehensive public relations campaign to help Camp Blodgett become a more intensive and successful nonprofit organization. Camp Blodgett has become successful in terms of its overall goal, providing an affordable summer camp experience for youth within the West Michigan area, mostly Kent and Ottawa Counties. The price for a week at the camp ranges from anywhere between 35 and 200 dollars, depending on the income status of the family at hand. By creating a tiered price structure, Camp Blodgett is able to accommodate virtually any camper, no matter how much money their family has at hand. In addition, the Camp has several other ways to fund its organization on its own, including banquet and wedding services that are able to bring in significant funding (J. Taylor, personal communication, September 4, 2013). Several problems have arisen, which Mr. Taylor has been quick to address and work towards resolving. Major issues include, but are not limited to, the lack of a strong base of fundraising and volunteers, as well as a lackluster address base to contact potential campers through. All in all, these issues add up to one main weak point: the organizations’ poor networking and electronic resourcing.

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In addition to this, Camp Blodgett has several other problems with its alumni and donor relations. The organization seems to be trying to reach out to larger donors within the Grand Rapids area, without a distinct and precise action plan of how they plan on pulling in larger amounts of people and money to support their programs, along with a poor method of communications to get the word out about events. This creates a larger issue of being able to fund the organization, in addition to adding to the overall problem of networking and communication with the community at large, not just about events, but about the organization in general. Mr. Taylor has also had trouble with a distinct price structure for the rental services the Camp provides, and has been attempting to set up a distinct and complete pricing system for services such as weddings and weekend rentals in the fall (personal communication, September 4, 2013). The goal of this campaign is to increase awareness about Camp Blodgett in Kent and Ottawa Counties through community outreach, resource and network development, and advocacy. By doing this, Camp Blodgett would obtain an increased networking base, providing increased camper retention and funding for the organization. This would have immediate and long-term effects on the health and long-term goals of the organization. With increased community outreach, the network of individuals to either donate, volunteer or become campers would increase exponentially. In addition, advocacy and resource/network development would have a similar effect on the larger community. Taking the objectives in the main mission statement to heart is of great importance to the success of Camp Blodgett as a whole. They represent improvements to the organization that would allow it to reach a bigger audience in the community within which they have operated for

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nearly a century, and would allow it to move forward into the future with a clear understanding of what they need to accomplish their own personal goals for the future. The objectives outlined in the main goal above can also be measured. Surveys completed before and after the campaign would help to measure the amount of awareness about Camp Blodgett. Along with this, focus groups beforehand would give a good basis for measurement and comparison. Overall, Camp Blodgett has a series of problems that can be solved through greater community outreach, advocacy and engagement. By focusing and working towards these broad goals, most of the organization’s issues can be resolved and dealt with. Contained within this plan book are several strategies to strive towards a more completely realized and sustainable Camp Blodgett, and the means by which they may be achieved.

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Secondary Research

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When researching Camp Blodgett and its mission, the main question that came up became, simply, ‘what has the overall impact of Camp Blodgett been on the West Michigan community?’ From this question, James Taylor’s class presentation, as well as a few other sources, became very useful to get a glimpse into how Camp Blodgett has fulfilled its mission statement, and what the overall community impact of the organization has been. Using information available on Camp Blodgett’s website, the main audience for this campaign has been determined to be the community of West Michigan, more specifically Kent County and the area surrounding the camp near Grand Haven and Muskegon. Camp Blodgett’s website describes a history of service around the Lake Michigan area, and a continued effort in recent years to “support our [the camp’s] mission and include kids from throughout Kent County” (Camp Blodgett). This statement provided a broad idea of what Camp Blodgett’s overall plan was within the community. For its future ambitions, Camp Blodgett plans on having a strategic plan, one that has “year-round” programs for the Kent County and Muskegon communities, as well as the goal to bring more and more campers to Camp Blodgett in the coming years (Camp Blodgett). Camp Blodgett’s website offers examples of several year-round programs that are already offered through the organization. These include Camp Blodgett Club, which is an after-school program serving children from grade 2 through middle school, and Young Leaders, where teens 14 through 18 participate in monthly retreats at the camp that can develop leadership skills (Camp Blodgett). The emphasis on after-school programs is one that Camp Blodgett has recognized as important, and the statistics are there to back them up: studies show that successful after-school programs can influence a child’s academic, social-emotional, and health/wellness attitudes, and can positively influence them to succeed in all of these areas (Amy Wong). In the

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same study, done by Harvard’s Graduate School for Education, it was also found that afterschool programs can lower rates of crime, sex, and drug use (Amy Wong). After-school and leadership programs aside, Mr. Taylor also targeted new revenue streams as something that he hoped to obtain from his new public relations campaign. Currently, Camp Blodgett works on a budget of $500,000, with one third of that money being raised from rentals of the facility for weddings, retreats, etc. and the other two thirds being earned from fundraising (James Taylor, personal communication, September 4, 2013). However, even with its current methods to build capital, Camp Blodgett lacks a structured and concrete price structure to progress with. Mr. Taylor outlined several areas in which he hoped to expand fundraising and capital-building, including possible team-building exercises for corporations and communitywide fundraisers for the West Michigan area. These activities, he hopes, will create a better source of funding for the camp, and increase the outreach to the community and involvement within the organization overall (James Taylor, personal communication, September 4, 2013). Mr. Taylor provided the most information toward the organization’s status and current initiatives during his presentation to the class. He revealed that he believed Camp Blodgett’s biggest problem is that it needs a full public relations approach to make sure that it is able to reach the most people within the identified publics, as well as to assist in aiding fundraising for the camp. Their newsletter, he added, is convoluted and confusing, and the camp is not able to keep an overall list of campers from year to year that they can use to aid them in helping kids return each summer (James Taylor, personal communication, September 4, 2013). In addition to simple poor public relations overall, Mr. Taylor described that campers, donors and volunteers were the obvious three groups of publics that his organization was concerned in both obtaining and retaining. Another factor mentioned was the alumni group, or those who had been campers

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that were now adults, and whose services and financial backing could be useful to the organization (James Taylor, personal communication, September 4, 2013). These are the specific audiences that Mr. Taylor addressed, and the ones in which he is most interested in both obtaining and retaining through a new public relations program. There are also several new resources online that the Camp may be able to use to revitalize and create new revenue sources, as well as enhance its volunteer base for better tracking and skill sets. In terms of funding and donations, one website that stands out towards assisting nonprofits in developing fundraising campaigns online is FirstGiving, which has a mission of “empowering passionate nonprofit supporters to raise more money than they ever thought possible for the causes they care about� (FirstGiving, 2013). In addition, the site emphasizes ease of use and the targeting of fundraisers and donors as a major selling point, although, unlike most nonprofit tools online, FirstGiving does have a monetary fee associated with its services. In addition to fundraising tools online, there are new resources available to assist nonprofits in volunteer development and retention, something that Mr. Taylor emphasized as two areas that he would like to improve. Catchafire is a new tool designed to emphasize the skills that volunteers have, and which can be used by various nonprofits nationwide. Nonprofits can enter the site, and specify which areas they need help completing, mostly involving electronic resources that can be completed with online tools (for example, creating a donor registration system for an organization). Volunteers can then lend a hand through the internet to complete the task at hand (Catchafire.org, 2012). Camp Blodgett and Mr. Taylor have identified electronic needs as a significant portion of the improvements that they would like to achieve, so a website like Catchafire could be incredibly useful for the organization and its volunteer and web needs, even with the small membership fee associated with the program. Another new tool, entitled

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HandsOnConnect, aims to assist in volunteer management within nonprofit and government organizations, something that Camp Blodgett has also described as a major issue within its current organizational structure. It does so through several tools and databases aimed at targeting ideal volunteers nationwide, and keeping track of the volunteers that the organization currently has at its disposal (HandsOnNetwork.com, 2013). Through these various tools, Camp Blodgett can address and work towards ending some of the current issues and problems that it has within its organization. Primary research into Camp Blodgett and its impact should include an emphasis into what the publics involved know already about nonprofit camps and Camp Blodgett in general. Based on Mr. Taylor’s information, the camp has had outreach and overall communications problems within the community it is mainly involved in, and an emphasis into prior knowledge is necessary. Along with this, primary research should include tactics for effective fundraising, and information into what the public views as an effective fundraising tactic and what they do not. And to identify and target the audiences that Mr. Taylor pointed out, a primary research plan for Camp Blodgett would need to include an emphasis on community involvement and how important the public believes such initiatives as after-school programs and leadership development programs (two areas in which Camp Blodgett has an emphasis in already) are to the community and its youth. In regards to raising more capital for the camp, primary research should be focused mainly on what the public is interested in having, and which initiatives to increase funding for the organization would be the most successful. By targeting the initiatives that are most important to the community, Camp Blodgett can hope to implement and improve upon its current

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structure of both fundraising and capital building. And by improving upon this, the camp can develop further planning into what it hopes to implement and achieve.

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Primary Research

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When conducting primary research for Camp Blodgett, the main focus of research came to be divided into two distinct areas: that of the target audiences and how to increase interaction with these groups, and how to increase the amount of community outreach Camp Blodgett is involved with on a regular basis. Through focus groups and online surveys, we were able to analyze information for these target areas for new insight into ways in which Camp Blodgett. The focus group (see Appendix D and E for focus group moderator guides) and survey (see Appendix F for survey) performed consisted of the two target areas, each with around five to six questions each to facilitate discussion in the focus group, and with six questions in the survey to incorporate both research topics. The first objective area, the representation of target audiences (which include donors, campers, volunteers and alumni), contained several questions on how different audiences can affect the success or failure of an organization. Some of the more straightforward questions inquired about support for organizations like Camp Blodgett. When asked in the survey if they would be interested in working with nonprofit summer camps, 56% of respondents indicated ‘yes’, with another sizeable group indicating ‘maybe’. This shows that Camp Blodgett’s mission is something that the general public is interested in, for the most part. Another question included in our online survey asked “after making a donation and supporting a nonprofit organization, how likely are you to continue to support that organization?” For this question, the majority of respondents answered either ‘very likely’, ‘somewhat likely’, or ‘moderate’, while no responses were for the ‘not very likely’ or ‘not likely’ categories. These answers indicate that the public is open to constant support of nonprofits, and that if Camp Blodgett attracts new individuals to volunteer and donate, they will be able to use their support in other areas, as well. While the degree to which support is given varied from person to person, the overall perspective of individuals was that of constant support for nonprofit

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organizations, which could bode well for Camp Blodgett with an effective public relations campaign behind it. In addition, when asked if they considered nonprofit camps a good idea for the community, 89.3% of respondents answered ‘yes’, proving again that the general public would provide a great deal of support for Camp Blodgett. Within the focus group, a variety of interesting responses came from questions regarding organizations and how they reach their audiences. When asked whether the level of exposure to organizations affected their donations and support, our focus group, which was made up of college students with previous experience with nonprofits and donations, answered that their exposure to organizations made a clear difference: the more they were able to see an organization out in the world, the more they would be aware of that organization, and therefore the more they would be able to support it. This is a pretty clear answer, but one that bears a great deal of importance for Camp Blodgett: the need to have exposure to the community, and to make the community aware of what they are doing. In addition to this question, we also inquired into fundraising for Camp Blodgett, and how the group viewed donations (for example, how much do you believe is adequate to donate, and does it depend on the organization?). For this question, the group cited income as a large factor in donations: the more money you have to spend, the more you are likely to donate. For Camp Blodgett, this could factor into who they target for donations and fundraising efforts, and what they can expect to obtain from these efforts. The group also believed that the frequency of donations was a factor as well: larger donations would come less frequently than smaller donations, which more people would be able to make on a more frequent basis. Another question for the group focused on what would prevent them from donating to an organization, which included “pestering, annoying” donation methods. This could include email requests, which can

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often flood inboxes and be largely ignored, and mail inquiries, which can also be largely ignored and considered a negative. In regard to fundraising in general, our survey asked respondents what they considered to be the best method of fundraising for organizations overall. The responses included public events, direct mail services, annual fundraisers or website donations. The most common answer from the survey was public events - events that may be smaller in size, but on a more frequent basis than large annual fundraisers. This answer reflects the idea that in order to fundraise effectively and garner donations and capital on a more frequent basis, organizations need to be having events frequently and in a way where people will be aware of them. Camp Blodgett, which holds only a few fundraisers each year on a small scale, could potentially benefit from this analysis and these responses. Also, this confirms the fact that annual fundraisers, which came in with the second most responses, can be marginally effective, and also that direct mail services are largely a negative, as this option had no responses. Another area in which both our focus group and survey focused on is organizational awareness, or how being aware of an organization can affect support and potentially donations and participation. Much like outreach, a large topic in both our focus group and survey, awareness of organizations can affect not only the level of support that they achieve, but also the donations and overall funding that they can receive. When asked what factors prevent them from donating to organizations, the focus group responded that one factor tended to be being unaware of an organization, overall. This included the organization’s mission statement, its community outreach, and a certain ‘truth vs. fiction’ factor, or what the organization really stands for. Camp Blodgett has claimed that its main publics have been stagnant, and that it would like to improve its relations with them. To do so, outreach is crucial, and it is something that not only Camp Blodgett identified a problem with in their organization, but something that our focus group also

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targeted as a factor that determined their support of an organization. When asked directly in our survey “how important is your awareness of a nonprofit organization and its mission to your support of that organization”, on a scale from ‘very important’ to ‘not important at all’, the majority of respondents answered either ‘somewhat important’ or ‘very important’, further confirming that awareness and outreach, which go hand in hand, can have a large impact on nonprofits and Camp Blodgett. From both the survey and focus group, and with our two topics for research, it can be seen that people would support Camp Blodgett, and with better awareness of the organization and increased outreach from the camp, it could become successful. The structure of its current fundraising strategy may not be conducive to helping to get the most donations, and the organization may have to work to gain a foothold within the community it serves and with the publics that it wants to achieve relevance with. But with time and effort, fundraising can be achieved, and community involvement can be obtained.

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Campaign Action Plan Objectives: For Camp Blodgett, the main objectives are to increase awareness of Camp Blodgett within both Kent and Ottawa Counties, increase the level of community outreach achieved by the organization, and to create a better and more intuitive system for networking and advocacy. By focusing on these objectives, Camp Blodgett can obtain many of the goals that it originally set out to achieve in the first place. There are also several strategies and tactics outlined below that can be implemented to achieve these main objectives.

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Strategies and Associated Tactics

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1. Camp Blodgett should set its focus on the effective use of social media. By integrating the various resources that can be found online and through social networks, Camp Blodgett can increase the awareness and support of its organization and their mission in general. Also, there are several easy-to-use fundraising resources available to use that can help the organization gain a better foothold with its online fundraising goals. a. Tactic #1: Social media posts. See Appendix A for an example of a sample Facebook posts. These posts are a simple, effective way to communicate with the community. They increase audience exposure to Camp Blodgett, and can also be useful during events and important times during the year when donations and volunteering may increase, such as summer and Christmas time. b. Tactic #2: Online promotion of events, along with new, targeted events. Promotion can be through social media, local news sources and websites, and the organization’s website. By promoting events and initiatives through both the internet and the community, Camp Blodgett can increase the level of exposure that events get to those interested, and can also target its audiences better in general. With this promotion, smaller, more cost-effective events can be included to communicate with target audiences and the community to increase involvement. c. Tactic #3: Create an easy-to-use website with a comprehensive and simple interface, along with a new fundraising presence online. With streamlined information, Camp Blodgett can make its mission even more effective and can reach those it wants to interact with in an easier way. This will also flow into creating a clearer mission statement and overall goal-setting. In terms of

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fundraising, FirstGiving can be used for the organization to raise money indirectly through the internet, and from a varied number of sources throughout the nation, as well. 2. Camp Blodgett should also focus on the targeting of key audiences identified by the organization. The understanding of who key audiences are and how to reach them is crucial. For example, if volunteers are interested, where to find them and what their abilities are; if donors, how much they are able to donate and what their status within the organization is are important factors. a. Tactic #1: A public appearance. See Appendix B for an outline of a script for said appearance. An appearance through local media can not only target the audiences that Camp Blodgett wants to interact with, but can also increase the overall outreach that the organization wants to achieve. b. Tactic #2: Goal-setting for target audiences. Set a master plan for key audiences which will be updated electronically, and make sure that this plan is all-inclusive and comprehensive before initiation of further initiatives. c. Tactic #3: Evaluation and improvements. By continually improving upon the goals set by the organization at the start of this new campaign, Camp Blodgett can make sure that it is achieving all that it set out to, and can make its communication tactics and methods even better as more and more factors are taken into account. The Camp needs evaluation to keep itself relevant, and to inspire the organization to continually improve upon already good work, and to answer the essential question for successful organizations, “where have we been, where are we right now, and where are we going?�

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3. The inclusion of a mission and increased human resources recognition become more and more important for Camp Blodgett, as well. These can be volunteers, campers, and those staffed by the organization. Renewed recognition of the merit and reasoning behind human involvement with the organization, as well as an increased reliance on its overall mission statement, can give those looking to get involved with Camp Blodgett a better understanding of why they should be involved. This can also lead into an increased presence within the community, and overall increased outreach, two more goals the organization hopes to achieve. a. Tactic #1: A press release. See Appendix C for a comprehensive example of a possible press release. This release can be sent out to local media outlets in the West Michigan area, and will identify the organization’s mission and possible ways to get involved, increasing Camp Blodgett’s exposure to the community with its message included. b. Tactic #2: Email updates once a month and general communications with the larger community. Through using database resources established by Camp Blodgett through this campaign, email updates will not only update those involved with the organization about current happenings, but will also allow the organization to update its email database and create a more comprehensive contact list. This also allows the community to be more involved with the organization, while keeping costs lower than paper newsletters. c. Tactic #3: New databases and the use of online resources. By creating a comprehensive database that will be periodically updated with comprehensive, complete information on donors, volunteers and campers, Camp Blodgett can

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create an intensive, updated list that it can use for various reasons throughout the year, and which will correct several issues that the Camp has identified. This can also be used to assist in setting a concrete pricing structure for events and rentals for the Camp, clearing up confusion.

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Timeline for Tactics Outlined

Tactics:

Week Week Week Week Week Week 1 2 3 4 5 6

Goal Setting Database Creation Website Creation Social Media Posting Event Promotion and New Events (On and offline) Community/Audience Communications Press Release Public Appearance Evaluation

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Budgeting for Strategies and Tactics

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Strategy #1: Social Media and Community Involvement -

Tactic #1: Social Media Postings o Staffing (Possible internship position): 20 hours/week, $10/hour o Facebook postings are free of charge, and can include a variety of information

-

Tactic #2: Event listings and New, Targeted Events o Rental space: $300-$1,000, depending on location and duration of event - $700 average o Possible staff assistance in set up/tear down for events: 2 hours before and after event, $10/hour, excluding free volunteer work o Catering from YoChef (Pasta Dinner selection): $15.50/person o Staffing for online promotion of events and event planning (possible internship position): 15 hours/week, $10/hour o Event listings on MLive: free of charge

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Tactic #3: Comprehensive Website and New Fundraising Sites o Staffing for Development and maintenance of site: 30 hours/week, $20/hour o WordPress (possible web development platform) hosting: $99/month o FirstGiving: 5% FirstGiving fee, along with a 2.5% credit card processing fee, which can be factored in as more and more donations are obtained

Total budget for Strategy #1 (per month, assuming one targeted event per month with five staff assisting in set up/tear down and 100 guests at event): $6,299 -

It should be noted that with ticket fees for events, this cost can be further reduced

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Strategy #2: Organizational Improvements and Outreach -

Tactic #1: Public Appearance o No specified charge associated with public appearance, contact local news sources for more information o Staffing: 2 hours per appearance, $20/hour

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Tactic #2: Goal-Setting and Organizational Development o Staffing (all staff needed for organization-wide goal setting): 40 hours/week, $20/hour, on average, with five major staff involved in planning

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Tactic #3: Evaluation and Improvements (should be constant) o Staffing: 30 hours/week, $20/hour

Total budget for Strategy #2 per month (assuming one public appearance per month and two weeks of goal-setting per 6-month period): $10,440

Strategy #3: Improved Community Relations Methods and Organizational Upkeep -

Tactic #1: Press Release o Staffing: 2 hours per press release, $20/hour

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Tactic #2: Email Updates and Community Communications o Staffing (possible internship position): 20 hours/week, $10/hour o Creation of Gmail account for official organizational communications: no cost

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Tactic #3: Database Creation o Staffing: 40 hours/week, $20/hour o Microsoft Office for database creation (Excel, Word, etc.): $99/year 27


o Google Drive for office development and communications: no cost

Total budget for strategy #3 per month (assuming two press releases per month and including once-a-year Microsoft Office subscription): $4,179

Total budget for new strategies and tactics, first month: $19,918

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Evaluation

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Camp Blodgett has the values and mission to connect with a larger community base than it currently is, and which it hopes to achieve and interact with to help the organization grow. The strategies and tactics, as well as research, listed above have been put in place with several measurable factors to ensure that Camp Blodgett can grow and have a greater impact on the community at large over time. There are several outcomes of this campaign that can be measured to show its overall effectiveness. For one thing, volunteer and donation rates should increase with more social media and community interaction. The idea behind these increases is the simple fact that with more people hearing and seeing Camp Blodgett and its values around them, along with more ways to donate and volunteer through increased electronic resources at the organization’s disposal, interaction and participation with the organization will increase, along with monetary factors. Through this increased exposure, alumni participation will also be encouraged in a direct and methodical way, ensuring that this target audience is identified and In terms of camper retention, the measurable aspect to this objective is the amount of campers that will be returning as opposed to those lost. With a new and easy-to-use camper and parent database, as well as more communication with these two groups, camper retention is meant to dramatically increase, considering the ease and overall effectiveness of these new tools. To put this entire campaign into perspective, the increased amount of social media and electronic interaction should only serve to drastically increase Camp Blodgett’s overall community exposure, which will allow the organization to hit each target area and audience that it hopes to with the proper planning and techniques. With the emphasis that this campaign also places on goal-setting and new database and organizational strategy, connecting and retaining these audiences, such as campers, volunteers, donors and alumni, will become easier to track and

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improve upon in the future. And with new electronic features available online for the organization to utilize, which work to increase donations and volunteer assistance to help set up new organizational strategies, Camp Blodgett will also be able to effectively set up its new interface easily and with increased outreach capabilities. In addition, through primary research found in this campaign, it has been shown that those who interact with organizations such as Camp Blodgett are willing to continue to support them, adding on to the already increasing community involvement and outreach that the organization will put in place and work to achieve. In summary, every aspect of this organization can be measured through its effective use of new social and electronic resources available. The resources and new ideas found in this campaign can help Camp Blodgett create a bigger impact within the community, and can help it become the organization that it has always wanted to be.

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Appendix and References

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Appendix A. Facebook Posting Example:

Camp Blodgett Camp Blodgett has many ways to get involved, including donor and volunteer information, along with events! Check our updated calendar for more information! #CampBlodgettWorks -

Frequent posts like this increase community outreach and involvement overall

B. Personal Appearance on 8West/Wood TV 8:

An appearance on 8West or Wood TV 8, local Grand Rapids news shows that would highlight the camp on the whole, its mission, events and initiatives that the Camp is currently taking, and how people can get involved with camp operations. Should include references to the ‘#CampBlodgettWorks’ hashtag on Twitter and a link to the camp’s newly revised Facebook page online for increased exposure. Sample talking points: -

The organization’s mission and history

-

Events that Camp Blodgett has coming up

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Summer camp services and volunteer opportunities

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Donor resource information and contact information for donors and volunteers

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C. Media Release:

Media Contact: James Taylor Camp Blodgett (616) 949-0780 jtaylor@iserv.net

To Whom it May Concern:

Camp Blodgett, a local West Michigan nonprofit summer camp, will be holding a fundraising event at a local Grand Rapids establishment this month. The purpose of this event is to garner monetary donations for the organization, which provides low-cost summer camp and leadership classes for youth in the West Michigan area. There will be light refreshments, a raffle, and an opportunity to volunteer for several areas of camp operations throughout the year. The cost for attending the event is $5 a person, and visitors are encouraged to use the hashtag ‘#CampBlodgettWorks’ during their time at the event.

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D. Draft Moderator Guide:

- Hello all, I’m Jon, this is Sam, and this is Heather. We’re going to ask you some questions regarding donations and supporting organizations. If you guys have any questions beforehand let me know, and we’ll have any questions answered after as well. There’s pizza on the table if you want it, too. Question 1. How can different audiences affect the way organizations succeed or fail? How do audiences view organizations? 1. How do you decide which organizations to donate to? What are some contributing factors? 2. When donating to an organization, how much do you think is adequate to donate? 3. Does the level of exposure that you have to an organization affect the amount that you donate? 4. After being personally involved with an organization, how much do you continue to support the organization (for example, if you’re involved with an organization in college, how much would you support the same org once you’re out of college?) 5. What factors prevent you from donating to an organization? 6. What factors encourage you to donate?

Question 2. How does outreach within an organization affect support? 1. How much do you think community outreach matters for organizations? 2. How much does community involvement affect your support of organizations (for example, events that organizations hold within the community to gain support and donations)? 3. What methods have you seen that work best for raising awareness for organizations? 4. How would you like donations to be recognized?

This concludes our focus group. Does anybody have any questions for us? Thank you very much for participating.

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E. Moderator Guide with Notes: - Hello all, I’m Jon, this is… and this is…. and we’re going to ask you some questions regarding donations and supporting organizations. If you guys have any questions beforehand let me know, and we’ll have any questions answered after as well.

Question 1. How can different audiences affect the way organizations succeed or fail? How do audiences view organizations? 1. How do you decide which organizations to donate to? What are some contributing factors?  Convincing advertising  Personal connections  Obligated (for example, children) 2. When donating to an organization, how much do you think is adequate to donate? o Depends on the organization o Depends on situation, how often you’re able to donate Ex. if you have the ability to donate, due to income Girl scouts - cookies 3. Does the level of exposure that you have to an organization affect the amount that you donate? o Definitely o The more you see, the more you’re able to donate 4. After being personally involved with an organization, how much do you continue to support the organization (for example, if you’re involved with an organization in college, how much would you support the same org once you’re out of college?) o How much you put into it determines the amount you support it o If you’re aware of something, you donate more to it - ex. Eagle Scout 5. What factors prevent you from donating to an organization? o false advertising o Awareness - truth vs. fiction, mission statements, etc. o Pestering stuff, annoying stuff, is a negative 6. What factors encourage you to donate? o Personal connections

Question 2. How does outreach within an organization affect support? 1. How much do you think community outreach matters for organizations? o Holding events, being out there definitely helps o Type of organization is important

2. How much does community involvement affect your support of organizations (for example, events that organizations hold within the community to gain support and donations)? o Message is important, especially in events 3. What methods have you seen that work best for raising awareness for organizations? 36


o

4.

Message is important (ex. Toms) How would you like donations to be recognized? o Depends on the level of the donation - ex. one dollar donations are different from sponsoring libraries, etc. o Recognition is important o personal connection is okay, but depends on the organization and the level of the donation o If you have a large donation, name recognition (ex. having a building named after you) is a good idea

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References

Secondary Research: Catchafire. 2012. Retrieved from https://www.catchafire.org/

Fees. FirstGiving. Retrieved from http://info.firstgiving.com/nonprofits/cost/?gclid=CKuQ9-mql7sCFeVcMgodaSMAng

HandsOn Connect. 2013. Retrieved from http://www.handsonnetwork.org/actioncenters/handsonconnect

Year Round Programs. Camp Blodgett. 2005. Retrieved from http://www.campblodgett.org/YearRoundProgs.html

Wong, Amy. Secrets of Successful After School Programs: What Research Reveals. Harvard Graduate School of Education. Retrieved from http://www.uknow.gse.harvard.edu/learning/LD314-608.html

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