East Bay Coalition for the Homeless - Roger Williams University

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Key Research Findings Awareness/Image 1. Other than “insiders,” the EBCH is not well known 2. EBCH image is not clearly articulated Strengths to Build Upon 1. Dedicated staff and board; committed to the mission/cause 2. Well thought of by current and former donors 3. Strong belief that donations to the EBCH are put to good use New Messaging 1. Highlight EBCH’s services that help families become independent 2. Primary means of learning about charities is through news stories, direct contact and through family & friends 3. Primary reasons for donating to a charitable organization are belief in the cause and belief that donations are well–spent Fundraising 1. Board members need help asking for donations 2. Non-donors express a willingness to make a donation 3. Former donors stopped EBCH contributions because of their involvement in other organizations Fall presentation of research results to the EBCH Board 5
Situation Analysis Organizational Analysis From the very beginning, the East Bay Coalition for the Homeless has depended on the local East Bay community to support it in its efforts. The program was started 1989 when community leaders and church groups joined together to devise a strategy to meet the needs of the homeles. Currently, the EBCH is a program of the East Bay Community Action Program. The organization owns and operates 18 apartments for homeless families. Consistent with the “hand up, not a hand out” idea, the EBCH’s programs are focused on providing eligible families safe, affordable housing as well as support and services to help them become financially stable so that the families can manage their own housing needs for the long term. EBCH’s annual operating budget is $500,000, including $130,000 in cash assistance that goes directly to households to prevent homelessness. The major source of funding for its housing programs are Federal Funds from HUD at $58,000, State funds, private grants and fundraising activities. Funding for the majority of services has remained level since the early 1990s. More recently, however, the EBCH has lost $90,000 in donations and funding because of the current economic downturn. The EBCH would like to recapture at least $50,000 of that. These economic realities mean that the organization does not have the budget to dedicate to marketing and communications as some competing organizations do. Nevertheless, the EBCH has a small but dedicated staff who exhibit a real passion and dedication for their work and the organization offers a unique set of services. Current Marketing Efforts The East Bay Coalition for the Homeless currently has its own website which provides information on upcoming events, how to volunteer, services offered, and who the board members are. The EBCH also has also expanded its presence on several other sites including Shelterlistings.org, WhyHunger.org and Rhode Island United Way 2-1-1. Currently, marketing efforts focus primarily on what the organization does and the services it offers along with fundraising efforts through events. 6
Page 1 and 2: EAST BAY COALITION FOR THE HOMELESS
Page 3 and 4: CPC Project Disclaimer: The reader
Page 5 and 6: Table of Contents Executive Summary
Page 7 and 8: Project Goals & Objectives Client R
Page 9: Fall 2012 Baseline Board Survey See
Page 13 and 14: Competitive Analysis: Internet Acce
Page 15 and 16: Competitive Analysis: Social Media
Page 17 and 18: Competitive Analysis: Differential
Page 19 and 20: SWOT Analysis Strengths 1. Staff’
Page 21 and 22: Positioning Strategy There are a nu
Page 23 and 24: Logo The existing logo, while recog
Page 25 and 26: Additional Messaging Under the “O
Page 27 and 28: Communication Objectives, Strategie
Page 29 and 30: Blogging Blogs provide a voice for
Page 31 and 32: Facebook Guidelines & Strategies 1.
Page 33 and 34: LinkedIn LinkedIn can help the EBCH
Page 35 and 36: Youtube/Vimeo Short videos provide
Page 37 and 38: Press Releases/Media Advisories/New
Page 39 and 40: Suggested Events 1. Walk-together:
Page 41 and 42: RIPTA Advertising A program of “i
Page 43 and 44: Donor Premiums There are a number o
Page 45 and 46: Sample Executions Sample Business C
Page 47 and 48: EAST BAY COALITION FOR THE HOMELESS
Page 49 and 50: Campaign Evaluation What to Track W
Page 51 and 52: Appendix A Fall 2012 Research Repor
Page 53 and 54: Executive Summary This report discu
Page 55 and 56: Research Process Research Objective
Page 57 and 58: Findings and Analysis Statistical A
Page 59 and 60: If you were not on the EBCH board,
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If you were asked to describe the E
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If the EBCH did not exist, what wou
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EBCAP Board Responses: Again, messa
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The spread of the ratings is presen
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C. How the Relationship with the EB
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Board Survey 66
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THESE ARE QUESTIONS FOR EBCH BOARD
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ALL RESPONDENTS SEE THE REMAINING Q
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ALL9 * Listed below are four potent
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ALL14 How effective is each of thes
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Appendix B December 13, 2012, EBCH
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You would continue to advocate for
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How many events per year... Should
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Differentiating Characteristics •
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Appendix C Spring 2013 Research Res
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Education 60% 50% 40% 30% 20%
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Familiarity w/ Other Organizations
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Donations: EBCH and Others Reasons
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Donate to other charities 100% 90%
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Know Anyone Associated with the EBC
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Message Effectiveness Tested five r
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This first question is a SCREENING
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FD5 How likely are you to encourage
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FD9 Why do you no longer donate to
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CD5 How likely are you to encourage
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CD10 Which of these fundraising eve
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CM4 What percentage of people in th
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CM8 How likely might you be to dona
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CM12 What factors do you consider w
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CL5 What is the highest degree or l
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Networked Nonprofits: Maturity of P
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At this stage, the organization doe
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Organizations in this category have
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FOR IMMEDIATE RELEASE East Bay Comm
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Appendix G Radio PSA Alert Template
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Appendix I Press Kit Guidelines Wha
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Appendix J WordPress Guide 132
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