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A one-year public relations campaign developed for the Jewish Free Loan Association emphasizing fundraising and image-building

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A one-year public relations campaign developed for the Jewish Free Loan Association emphasizing fundraising and image-building

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Content INFORMATION TO USERS This manuscript has been reproduced from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, some thesis and dissertation copies are in typewriter face, while others may be from any type of computer printer. The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are reproduced by sectioning the original, beginning at the upper left-hand comer and continuing from left to right in equal sections with small overlaps. Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6” x 9” black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order. ProQuest Information and Learning 300 North Zeeb Road, Ann Arbor, Ml 48106-1346 USA 800-521-0600 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. A ONE-YEAR PUBLIC RELATIONS CAMPAIGN DEVELOPED FOR THE JEWISH FREE LOAN ASSOCIATION EMPHASIZING FUNDRAISING & IMAGE-BUILDING by Danielle Walsmith A Thesis Presented to the FACULTY OF THE GRADUATE SCHOOL UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree MASTER OF ARTS PUBLIC RELATIONS May 2000 Copyright 2000 Danielle Walsmith Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. UMI Number: 1405226 ___ ® UMI UMI Microform 1405226 Copyright 2001 by Bell & Howell Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. Bell & Howell Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, Ml 48106-1346 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. UNI V E RS I T Y OF SOUTHER N CAL I F ORNI A T H E GRADUATE SCHOOL. UWIVEWEIT r RANK L O S A N G ELES, C A LIFO R N IA 1 0 0 0 7 This thesis, w ritten by T)oaV i-gite* _____________________ under the direction o f hcC — Thesis Committee, and approved by a ll its members, has been pre sented to and accepted by the Dean of The Graduate School, in p a rtia l fulfillm ent o f the requirements fo r the degree of tVerg^i»AgT5 L a Si*ftT66ncfoguc, teo^nons D ate^±fjS LlQ O Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Table o f Contents Introduction........................................................................... 1 Organizational M ission......................................................2 Situation Analysis................................................................3 Research............................................................................... 6 Analysis............................................................................... 12 Campaign :................................................................. 21 Budget..................................................................................36 Tim eline............................................................................... 37 Evaluation........................................................................... 38 Appendices Appendix A .............................................................41 Appendix B .............................................................44 Appendix C ............................................................ 46 Appendix D .............................................................48 Appendix E .............................................................50 Appendix F .............................................................54 Appendix G .............................................................56 Appendix H .............................................................59 Appendix 1 ...............................................................62 Appendix J .............................................................68 Appendix K .............................................................70 References......................................................................... 72 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. I. INTRODUCTION In the text Effective Public Relations, authors Cutlip, Center and Broom state that “In Its most advanced form, public relations is a scientifically managed part of an organization’s problem-solving and change processes.” (Cutlip 317) Practitioners of this type of public relations generally utilize a four-step problem-solving process which includes: 1) Defining the problem or opportunity; 2) Planning and programming; 3) Taking action and communicating; 4) Evaluating the program. This process describes strategic public relations, or public relations essential to a plan of action and highly important to achieving an intended objective. In my professional position as the Development Associate at the Jewish Free Loan Association of Los Angeles (JFLA), I realized that JFLA needed a new “strategy”, a formal long-term plan for future success and development, as it nears its second century of service to the community. I therefore developed a strategic public relations campaign for the agency entitled JFLA 2000. Due to JFLA’s relatively small staff, my role in implementing such a campaign is a combination of creative, tactical and managerial. The campaign itself emphasizes fundraising and image building, based on goals set forth by JFLA’s Executive Director, Director of Development and myself. The following pages outline the communications plan for JFLA 2000. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. II. ORGANIZATIONAL MISSION A mission statement is generally an idealistic and inspirational statement intended to give those in the organization a sense of purpose and direction by defining organizational goals, obligations, values and social responsibility (Cutlip 352). “The Jewish Free Loan Association (JFLA) affirms the ancient biblical requirement for interest-free lending by offering assistance to people in need with the goal o f helping them to lead more rewarding and responsible lives, through interest-free loans granted on a non-sectarian basis to individuals and families whose needs are urgent and who may not qualify through normal financial resources. Such interest-free loans — instead of charity - fill an important gap in our social system by promoting self- sufficiency with dignity.” Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. III. SITUATION ANALYSIS Established in 1904, the Jewish Free Loan Association of Los Angeles has been a beneficiary agency o f the United Way and the Jewish Federation since the inception of those two agencies. Because of this long-standing relationship, JFLA has in the past been able to meet certain operational expenses through assistance from the Jewish Federation, above and beyond its annual allocation to the agency. Because those monies were to one day be repaid, JFLA now owes an accumulated $465,000. Meanwhile, the Jewish Federation’s annual allocation to JFLA has been slowly diminishing. This year, the Federation proposed that JFLA begin repaying its outstanding debt to the Federation. This situation presents a huge fundraising challenge for JFLA, since the Agency will now need to raise additional dollars to meet its annual operating expenses, as well as replace the monies from its endowment fund that will go to repay the Federation. With this in mind, representatives of the Jewish Free Loan Association attended the 18th annual conference of the International Association of Hebrew Free Loans (IAHFL) in October, 1999. The purpose of the IAHFL is to provide for the exchange of procedures and other information, as will assist each member of the organization in furthering the concept of gemilut chessed, “repairing the world.” The conference features a two-day forum for the professionals of free-loan agencies from around the world to share and learn from each other. This year, Irwin Weiner, executive director of the Hebrew Free Loan Association of San Francisco, presented a paper on “Revising the Free Loan Image: Recasting the Philosophy and Services for the Millennium.” Mr. Weiner noted that free-loan agencies are often viewed as “nickel and dime” operations, as opposed to the “dollar” operations of much larger agencies, such as the Jewish Federation and Jewish Family Service, which presents fundraising challenges. Mr. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Weiner also discussed how “giving” is much more focused now than it has been in the past - that generic fundraising simply doesn’t work anymore1 . As a solution to these problems, Mr. Weiner offered, “Communication is important and can keep your image fresh and inside people’s heads.” After the conference, JFLA executives began thinking about the organization’s own image and its communication efforts with regards to meeting current fundraising challenges. As a case in point, JFLA was recently presented with a fairly substantial gift, given by a woman planning her estate. During the conversations surrounding this gift, it was discovered that while JFLA was, in fact, receiving a nice-sized gift, it was only 5-10 percent of the average gifts she presented to other charitable organizations. In fact, the gift to JFLA was merely “pocket change” for this woman, and indicative of JFLA’s “nickel and dime" image. The general belief that JFLA’s professionals hold is that this case is not unusual and that now is the time to move JFLA’s image to that of a “dollar” operation agency. Lastly, one other issue has become a “hot topic” of discussion within the Jewish community and the philanthropic community at large: the need to cultivate a relationship with younger generations, in hopes that they will become active supporters in the future. JFLA is well aware that the majority of those involved with the agency as supporters are at least middle-aged, though a large portion are retirees and elderly. A new generation of philanthropists is emerging and it is important for JFLA to create a place among this next generation. Therefore, another public relations challenge facing JFLA is its need to appeal to a younger audience. 'Nonprofit professionals have noted that today’s philanthropists are much more “hands-on” than philanthropists of a generation or two passed. Today's philanthropists are very concerned with “accountability,” the desire to know exactly where their resources are going. Therefore, fundraisers have had to develop campaigns that appeal to this sense of accountability. In addition, with competition among nonprofit organizations so intense, and a decline in the popularity of Federated giving, fundraisers have had to, in a sense “marker their program or agency to appeal to the wide variety of philanthropists’ needs. 4 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. With only a very small amount of preliminary research (see Section IV below), JFLA discovered that communication, and public relations in particular, is considered vital component fo r building brand value, maintaining brand vitality, and establishing brand credibility” CPRCENTRAL.com). In conjunction with a new endowment fund campaign, JFLA therefore decided to embark on a public relations campaign designed to begin revising ttie image of the Agency, as well as increase funding. To reiterate, the key challenges facing JFLA are: • Reduced support from the Jewish Federation; • Stigma of a “nickel and dime" operation that can operate successfully on miniscule donations; • Limited visibility among younger (25-40) prospects. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. IV. RESEARCH “Research is the systematic gathering of information to describe and understand situations and to check out assumptions about publics and public relations consequences. Methodical, systematic research is the foundation of effective public relations.” (Cutlip 319) With this in mind, JFLA set about thoroughly investigating the how’s and why’s of a nonprofit image campaign, conducting research on three levels: a) Secondary research to determine current public relations philosophies and trends in the nonprofit sector, with regards to “image.” b) Primary research to help determine JFLA’s current image and standing within the Jewish community of Los Angeles, and how, if necessary, that can be changed. c) Case studies examined to discover what has worked or has not worked for other nonprofit agencies facing similar situations to JFLA’s. Secondary research was conducted by reviewing a number of JFLA’s trade journals and other resources including the Chronicle o f Philanthropy, the Jewish Journal and prcentral.com . Important data regarding fundraising techniques, rationales for giving philanthropic gifts, branding and marketing nonprofit organizations and recruiting younger members, donors and volunteers was found. To determine JFLA’s current standing within the Jewish community of Los Angeles, as well as among both current and prospective donors, three key pieces of research were conducted: 1) comparative analysis of JFLA and other agencies that can be seen as direct competitors: 2) prospect research including review and analysis of JFLA’s current donor pool; 3) strata exercise performed to determine desired “image.” 6 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. 1. Competitive Data A matrix comparing JFLA and what can be seen as its “competitors” within the Jewish community was developed (Appendix A). Those “competitors” include three other Los Angeles-area Federated agencies — Jewish Big Brothers, Jewish Vocational Service and Jewish Family Service. In addition, the Hebrew Free Loan Association of San Francisco was examined as the Northern California counterpart to JFLA. Thirteen categories were established as comparative, all dealing with certain “image” aspects and fundraising tactics. Some of the categories allow JFLA executives to see where it ranks in size and current fundraising capacity as compared to the other agencies. Others of the categories provide information about those things that generate visibility within the community, and still other categories may provide creative ideas for JFLA in terms of how to revise its image. Those thirteen categories are as follows: • Whether the agency is strictly sectarian or offers nonsectarian programs as well; • The total number of clients served by the agency for the year ending August 31, 1999; • The size of the board of directors; • Opportunities for volunteer involvement; • Opportunities for young persons to be involved with the agency; • Events held throughout the year; • Politician and celebrity attendance at events; • Awards received by the agency, or awards presented by the agency; 7 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • “Heart-warming" programs; • The availability of a scholarship program; • Total annual revenues (divided into contributions, Federation allocation, United Way allocation, government grants, fees, and other - specifically investment income); • Partnerships with other organizations; • Miscellaneous PR tools and ideas. Information about each agency was collected through discussions with agency executives, review of each agency’s web site and annual report and examination of the annual Federation Planning and Allocation Report for 1999. 2. Prospect Data “Prospect research is the systematic acquisition and recording of information about prospects and donors from all markets to identify the linkages, interests, and abilities that may pertain to philanthropic support for a nonprofit organization.” (Fundraising VI, 1) Prospect research should be an on-going and cumulative process, which can be done both by names and by categories, and that tries to understand who constitutes the organization’s constituency (Fundraising VI, 3). To gain a clear picture of its constituency, JFLA conducted a review and analysis of its current donor pool. This analysis allowed JFLA to re-familiarize with its database and its current donor pool on a variety of levels and determine who several of the audiences will be for this campaign. Through prospect research, we hoped to uncover potential donors, determine a projected allocation of time and expense by certain supporters and learn how to interest and motivate our audiences (Teitell 714). JFLA’s fundraising computer software, as 8 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. well as a donor profile form (Appendix B), a review of both JFLA’s own database and publicized donor records of similar and other agencies, and personal interviews, provided answers to the following questions: • Which of those names in the JFLA database are recognized throughout the community as “big givers” to other agencies? And how do those “big givers" support JFLA? • How many donors have been giving to JFLA annually for at least five years? And how many of those annual donors contribute the same amount each year without ever increasing their gift? Can any of these be identified as part of the “big givers” group mentioned above? • What percentage of JFLA donors contributes less than $50? Less than $100? Less than $500? What percentage of JFLA donors contributes between $500 and $2,500? Between $2,500 and $5,000? Between $5,000 and $10,000? Between $10,000 and $25,000? More than $25,000? • How many times a year is the current donor pool contacted by JFLA? How many times a year is the entire database contacted by JFLA? • Are there previous loan recipients and loan guarantors in the database (particularly past student and business loan recipients)? If so, what percentage has made contributions to JFLA? 3. Strategic Planning JFLA enlisted as a consultant a public relations professional to conduct a “Strata Exercise” with JFLA’s executive director, director of development and development staff. (The Strata Exercise has been patented by SAE Communications as a way of determining an organization’s desired “brand” or 9 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. “image” and can best be described as a structured brainstorming session.) During the Exercise, the following questions were addressed: • What is the Jewish Free Loan Association? • What is the current donor mindset with regards to JFLA? • What is the desired donor mindset? In addition, the Strata Exercise encourages preliminary discussion of campaign strategies and tactics. Information determined from this exercise is critical to creating a successful campaign as it allows those involved to determine exactly what the desired outcome is and begin the creative process of how to achieve that outcome. (Appendix C) In reviewing a number of trade publications, specifically The Chronicle of Philanthropy and Adweek, and researching public relations on-line, particularly in the “Body of Knowledge” section of the www.prcentral.com web site, several case studies were found that could prove useful as guidance and in inspiring creativity for JFLA’s own campaign. There were two cases dealing with the United Jewish Appeal-Federation of New York, one concerned with “branding” and the second, with a particular fundraising campaign. In addition, the advertising campaigns of Catholic Relief Services of Baltimore and the Jewish Home for the Aging in Los Angeles were examined. Although UJA is a much larger organization than JFLA, and its campaigns have been carried out on a much larger scale than JFLA’s will likely be, the UJA case studies were reviewed for their creativity in dealing with similar demographic audiences as JFLA. Similarly, the Catholic Charities case must appeal to its audiences in the same manner as JFLA might appeal to its own, and shares with JFLA’s campaign a similar 10 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. scale in terms of size, budget and religious background. Finally, the Jewish Home for the Aging case provides a look at how JFLA might advertise to similar audiences, on a similar scale. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. V. Analysis A. Review of secondary research uncovered current theories and trends in the nonprofit world with regards to “branding,” image and fundraising campaigns. It turns out that “non-profit groups use the term ‘branding’ to describe many different strategies, but in general it denotes a holistic marketing approach in which a group’s mission and image come together in ways that build allegiance among donors, clients and the public at large.” (Billitteri 32) This is especially important because the “competition for funds is intensifying.” (Billitteri 32) This is particularly true in a city that has become inured to calls for help from charitable organizations. It is also especially true for younger generations, with whom there is the opportunity to cultivate future supporters and volunteers, but who are ever-more bombarded with messages, even more so than previous generations (Billitteri 32). It is important for a nonprofit organization to focus its message, integrate its marketing and use every means to get its message out, or be lost in the message-bombardment of our times (Billitteri 32). Supporters o f nonprofit-type branding claim that it can bring in dollars, volunteers and a “greater voice in pubiic-policy deliberations,” all important components of JFLA’s desire to undertake a public relations campaign (Billitteri 32). Of course, branding can backfire if donors feel they are “being wooed by slick slogans or baseless claims,” which is why it is important to clearly define the goals of the organization, to do research about each audience and to use creative but ethical marketing techniques (see Section C below) (Billiterri 32). Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. B. 1. Competitive Data Analysis The comparative analysis matrix (Appendix A) demonstrates JFLA’s positioning as far as fundraising and image are concerned. It is apparent from reviewing the total number of clients that each agency serves, as well as the total annual revenue of each agency, that JFLA is the smallest one. This can be seen as an opportunity for growth, with a goal of at least reaching the size of the other agencies on the chart. JFLA compares well in a few of the categories on the chart. Perhaps the best example of this is the percentage of total annual revenues provided by private contributions. Though JFLA is the agency with the lowest annual revenues, over half (57%) come from donations. Only Jewish Big Brothers (72%) and Hebrew Free Loan of San Francisco (100%) bring in a greater percentage of contributions. In fact, in the agency with the greatest annual revenues (Jewish Family Service) only 18% comes from contributions. In addition, JFLA has several compelling, or “heartwarming” programs. In actuality, as social-service agencies, all five of the agencies on the chart have compelling programs, therefore, the key here is each agency’s ability to market such programs to its benefit - which will be addressed as part o f this campaign. Further, JFLA receives and distributes a fair number of awards when compared to the other agencies. Again, the key here is how each agency leverages these awards to their benefit. Surprisingly, JFLA appears to be ahead of the other agencies, with the exception of Jewish Big Brothers, in its attempt to involve young people in the agency. This may be because the effort to include young people as prospects and volunteers is relatively new, but the fact that JFLA is 13 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. already beginning to focus on younger participants gives it a bit of a head start from which to expand. There are several categories in which JFLA has room to improve, and these lead to some issues that will be addressed in this campaign. For example, it is important that JFLA expand its board of directors, the members of which are truly the crux of the agency’s support and serve as ambassadors of the Agency in the community at large (Teitell 731). JFLA also provides relatively few hands on volunteer opportunities, which are a proven means of bringing supporters into an agency. In addition, JFLA currently hosts only three events per year, while the other agencies host several events of all sizes. Events are not only about fundraising, they can also be held to cultivate relationships, provide volunteer opportunities and spur visibility within the community, particularly if they are attended by community leaders and/or celebrities, which is another area upon which JFLA can improve (Levy 4). At the completion of the following campaign, another matrix should be prepared to determine how JFLA compares after making concerted PR efforts. 2. Prospect Data Analysis Analysis of JFLA’s constituency enables us to see that a substantial percentage of donors has maintained the same gift amount year after year after year, indicating that JFLA must somehow encourage these pro forma donors to increase their gift amount. Also, a comparison between JFLA’s donor pool and publicized donor records of similar agencies demonstrated that while a certain percentage of JFLA’s donors makes very minor contributions to JFLA, many of those same donors contribute much larger amounts of money to other organizations. JFLA must make these donors feel that JFLA is an agency that 14 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. should receive larger donations by changing its image from that of a “nickel and dime” agency to that of a “dollar” agency. This research also confirmed just how small a percentage of the database is comprised of young prospects, thus indicating that JFLA must establish relationships with many more young people. In addition, while a small percentage of past clients have been included in JFLA’s database, there are so many more who have not. Those who have benefited from JFLA must be turned into prospects by adding their names to the database and by cultivating a “special” relationship with them, particularly since among those who have been included in the database, a significant percentage have offered their support of the agency. 3. Strategic Planning Analysis Analysis of the Strata Exercise clearly defines what JFLA executives feel is the current image of the agency juxtaposed with the image that the executives would like to achieve through this campaign. It is apparent that JFLA has grown during the 96 years since it was founded. Just as when it began, JFLA continues to help people facing serious financial and emergency situations, but its philosophy now also focuses on Jewish continuity, an important issue within the Jewish Community currently. Jewish continuity refers to the issue of maintaining the Jewish population. In our modem world, particularly in a large, urban setting like Los Angeles, there has been, during the past decade or two, a growing number of intermarriages, and secular Jews, or Jews who do not practice their Judaism. This has led to concern and discussion about how to stop this - be it through education, strong cultural programs or alleviating the "cost of being Jewish.” JFLA’s focus on Jewish continuity allows the agency to grant interest- free loans to Jewish couples trying to adopt a baby, families sending their 15 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. children to Jewish residential summer camps, teenagers wanting to explore their heritage in Israel and families experiencing modest life-cycle events such as bar/bat mitzvahs and weddings. The agency is also developing a loan fund that will assist families with the expense of sending their children to Jewish day schools and supplemental religious schools. Unfortunately, JFLA’s focus on Jewish continuity may be an aspect of the agency with which its constituents and the community at large are unfamiliar. In addition, while JFLA began as a small organization that granted $25 loans, with more diverse programs and a regard to the relevancy of its assistance, the average loan JFLA now grants is $3,000 - enough to seriously impact the life of an individual. And finally, the roots of the Jewish Free Loan can be traced back to the Bible with passages such as: “If there is among you a needy person...you should open your hand wide to him and you should surely lend him sufficient for his needs ” Deuteronomy 15:11 It has become apparent through these research processes that many of JFLA’s current constituents, as well as prospective supporters, believe JFLA is a small organization, granting small emergency loans, and therefore, only small amounts of support are sufficient. In addition, it may be that there is a stigma regarding “loans” within the Jewish community for the purpose of assisting with Jewish continuity. In other words, because many Jewish middle-class are not taking advantage of all of JFLA’s programs, whether because they are unaware of them or because they do not consider themselves candidates for our services, other Jewish supporters may not even be aware that such programs are offered. 16 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Another challenge in the current mindset about JFLA is that many supporters may feel that loans are not a sufficiently “tangible” way of helping people. There are many campaigns, for example, that claim $1 per day provides breakfast for one homeless person etc. The concepts of loans and self-sufficiency are harder to visualize because gifts to JFLA are placed in a loan fund that grants x amount of loans per year, and those funds are recycled as loans are repaid. Compounding that is the fact that JFLA has very few volunteer opportunities to reinforce its monetary support. So whereas a supporter may contribute $365 per year to provide breakfast for a homeless person every day, and may even have the opportunity to go to a shelter and volunteer to serve breakfast to homeless people, visualizing the help that JFLA offers is much more difficult. And finally, it may be that those who have benefited from JFLA in the past either do. not believe that they need to give back to the agency, or it simply does not occur to them to do so. In addition to clearly defining a portion of the “current mindset” about JFLA, the Strata Exercise also helped to clearly define what the “desired mindset’ should be. This is critical to the campaign, as it helps to set the goal for all of the image-building work, as well as assists in developing key messages for the campaign. JFLA would like its audiences to believe the following: • JFLA is a necessary organization answering a very real need within the Jewish community and Southern California’s network of social service agencies; • The concept of free loans is powerful and has ancient religious roots; • JFLA needs more support because it operates on a very large scale, lending $2 million per year to 1,500 individuals and families; 17 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • Many prominent people in Los Angeles have benefited from JFLA’s services; and • Because JFLA helped me when I needed it, “I ought to give back.” C. Review of similar case studies provided JFLA with some creative ideas to draw upon for its own campaign. The UJF-Federation of New York’s branding campaign was “aimed at revitalizing the organization’s image, attracting more money and a higher proportion of younger donors, and elevating the Federation’s profile in its seven- county service area.” (Billitteri 33) This is similar to the goals of a campaign for JFLA, only on a larger scale. The thrust of UJF-Federation’s campaign was a new “promise statement” which it tried to reflect in its logo; in the way it treated its name and how it presented itself in visual, audio and broadcast presentations (Billitteri 33). The changes were made to everything, from letterhead to direct- mail brochures. In fact, a guide was developed for employees of the Federation “to show them how to conform communication design standards that reflect the organization’s mission.” (Billitteri 32) Like UJF-Federation, last year, the national organization of the United Way began a pilot program “aimed at enhancing its institutional identity - or ‘brand’ image — as an organization that listens to its donors and tries to improve people’s lives.” (Billitteri 34) The program’s main “aim was to raise ‘the awareness of United Way’s value...in the hearts and minds of individuals who have the potential to volunteer their time or contribute money.’” (Billitteri 34) One very important aspect of this program were “thank you” messages focusing on fundraising achievements accompanied by highlights of programming 18 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. endeavors, helping to personalize the agency for its constituents and reinforcing that the agency is about social-service. A second donor appreciation tactic can be seen in the United Jewish Appeal of New York's Operation Exodus campaign. UJA utilized the talents of PR agency Ruder-Finn to develop a photographic essay book “thanking contributors to their campaign and demonstrating an on-going need.” (PRCentral) Two editions of the book were printed - one for contributors and one for a general audience. The edition for contributors contained a list of all those who had given, with their names listed under the category of donation. The book brought in an additional $445,000, but more importantly, hundreds of letters poured in from contributors expressing their gratitude for producing such a tribute and demonstrating how touched they were to see the activities of which they had been a part. (PRCentral) The same type of case study for the United Way of Greater Los Angeles provided inspiration with regards to advertising. The local agency of United Way created an ad campaign designed for the lifestyle of Los Angeles by developing “messages with attitude,” such as “You’re an actor. Act like you care,” and “ You’re a writer. How about writing a check?” that could be seen on billboards and buses and heard on the radio. (Tyrer) The Jewish Home for the Aging in Los Angeles also embarked on an advertising campaign to support the organization’s fundraising efforts. Its print campaign runs in the Los Angeles Times and local Jewish print outlets, as well as on billboards throughout the city. Entitled “Love Happens," the campaign aims to “give potential donors a better understanding of the home by showing the warm, caring environment it provides.” (Campbell) 19 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. And finally, a 30-second TV ad and matching pair of print ads recently began running for Catholic Relief Service of Baltimore that focuses on the organization’s commitment to helping needy populations help themselves. “A conscious effort was made to avoid the emotional style of ads for other relief services. The idea was to get past the cynicism of possible donors by focusing on economic empowerment rather than just soliciting money to fight poverty.” (Tyrer) The ads feature kids learning how to read and write in a simple schoolroom and adults building homes and weaving clothes. Many of the ideas from the campaigns discussed above have inspired creativity and ideas for JFLA’s own campaign, as seen below. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. VI. Campaign A. GOAL “The goal of the campaign is a summative statement that spells out the overall outcomes of the program. Goals establish what will be accomplished if the objectives set for each of the publics are achieved.” (Cutlip 353) The Jewish Free Loan Association’s goal for this campaign is to build the image o f the agency as a prominent and necessary organization throughout the Los Angeles community, with a particular concentration on the Jewish community, by increasing awareness about and familiarity with JFLA, thereby increasing the total amount of income generated by fundraising efforts, thus enabling JFLA to better serve its clients, expand its programming and become a self-sustaining organization. B. OBJECTIVES “Objectives represent the specific knowledge, opinion and behavioral outcomes to be achieved for each well-defined target public...the ‘key results’. The outcome criteria take the form of measurable program effects to be achieved...” (Cutlip 353) JFLA’s objectives are to increase: • Awareness of JFLA among current and prospective donors; • Familiarity with JFLA throughout the Jewish community; • Current donor pool by 10% (meaning to receive a certain number of gifts by prospects who have yet to make a gift to JFLA - i.e. “new” gifts); • Total fundraising income to $1.5 million annually. 21 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. C. AUDIENCES For the purposes of this campaign, the audiences will likely be individuals who are, or who can be motivated to be interested in JFLA (Teitell 712). These include: • Current donors • Past donors • Potential donors - Those affiliated with JFLA such as people who have served as loan co signers in the past and past loan recipients2 - Those unaffiliated with JFLA, but affiliated with the Jewish community; - Those unaffiliated with the Jewish community, but who may be interested in JFLA's concept (such as businesspeople interested in helping young entrepreneurs get started). • Agency executives at other nonprofit organizations (i.e. “competitors”) • JFLA employees and staff • JFLA Board of Directors D. MESSAGES A key message is the central idea an organization is trying to convey throughout its campaign, be it during a media interview, within its collateral materials or at an event. Key messages stem from the fundamentals of the organization and communicate in a clear and concise manner the 2Emphasis on past loan recipients will be concentrated in two areas: 1) recipients of JFLA’s loans for small business; and 2) students who received loans from JFLA throughout their education, particularly from the Graduate Student Loan Fund. Cultivating these audiences may prove to be a valuable investment for JFLA since they are two groups of professionals who benefited from two of JFLA's largest funds in order to help them earn an increased livelihood. 22 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. established theme and goals of the campaign (Ketchum 158). It is generally wise to create no more than five key message points for one campaign. In this case, the key messages are: • The Jewish Free Loan Association is a necessary organization and the only one of its kind in the Los Angeles community offering interest-free loans for emergency situations. • The service provided by JFLA answers a very real need and fills a void in our social-service structure. • The concept of interest-free loans stems from ancient religious roots and is powerful in that it is the kind of social-service that promotes self-sufficiency. • JFLA has a long history in the city of Los Angeles (almost 100 years) and has served more than 300,000 people in that time. • JFLA began as a small organization, but now operates on a very large scale, lending $2 million dollars annually to more than 1,500 individuals and families. E. STRATEGIES Strategies involve the crucial decisions of a campaign and represent the overall game plan. “Strategy typically refers to the overall concept, approach, or general plan for the program designed to achieve a goal.” (Cutlip 354J JFLA’s strategies are to: • Position JFLA as a “power player” amongst Jewish organizations: • Leverage relationships with high visibility donors and past clients; 23 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • Identify past clients who can become JFLA supporters and are able to share their success stories; • Capitalize on JFLA’s biblical roots, long history, singularity of service within the community and modem programs; • . Develop a campaign aimed at past and present loan recipients, particularly recipients of business-loans and student loan recipients; • Create an Endowment Fund campaign. F. TACTICS “Tactics refer to the operational level: the actual events, media, and methods used to implement the strategy.” (Cutlip 354) • Print ad campaign To run in local Jewish outlets, local college papers, and a possible billboard edition. (Appendix D) • Special Events Special events bring people from outside the inner circle of an organization into direct contact with the cause (Levy 4). While most special events are suggested for fundraising purposes, events can also be used for identification, cultivation and solicitation of prospects, and can increase visibility for the organization. In addition to donors and prospects, agency executives from throughout the Jewish community will be invited to several of the following events. Their inclusion will add to the “buzz” and visibility of JFLA and aid in the positioning of JFLA as a “power player." The events will be pitched to various media (as defined by the media fracture below) for feature stories and calendar listings. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • Spring Anniversary Luncheon Each year, JFLA celebrates its anniversary with its only fundraising event, a luncheon. This year, the goal is to increase the attendance and the public’s awareness of the luncheon. The event will leverage a long-standing relationship with a prominent JFLA board member and supporter by presenting him with an award for outstanding leadership. In addition, the event will recognize twenty years of service by JFLA’s executive director, creating a “buzz” and visibility among competitors who will join in recognizing his outstanding achievements. More important to the overall campaign however, is to use the event to officially “kick-off” an Endowment Fund campaign by capitalizing on a new slogan (see section below) and announcing any cornerstone gifts to the campaign. In addition, the luncheon will serve as a forum to highlight programming endeavors by announcing new programs but also by having key clients attend the luncheon or exclaim their gratitude for JFLA’s services. These can include current loan recipients from “heartwarming” funds such as the Women and Children in Crisis Fund, or alumni of the student and business loan programs, or with any luck, a prominent resident of Los Angeles who received help from JFLA to get his start. There will be a corresponding tribute book for this event. (Appendix E) • “Parlor” Meetings These will be strictly informational gatherings (held during the Federation’s primacy period when fundraising by federated agencies is prohibited) designed to cultivate future gifts from small groups of current donors for the Endowment Fund. Each will be hosted at the home of a prominent JFLA supporter who will invite 6-8 other prospective Endowment 25 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Fund supporters and two or three JFLA executives and board members. A presentation will be made about the significance of an endowment fund, but no solicitation will be made. We anticipate four such events by the completion of the first half of this campaign. • . Graduate Student Mixers Two or more events will be held throughout the year for current borrowers and alumni of the Becker Graduate Student Loan Fund - a constituency totaling more than 400 people. These events too will be without solicitation, instead focusing on cultivating a solid relationship with the group and in support of forming a Graduate Student & Alumni Association (see section below). There will be a spring cocktail reception at a Jewish museum (Appendix F), a summer brunch, a possible fall “Volunteer Day” and the group will be invited to the Chanukah Celebration (see section below). The hope is that down the line, at least one of these “annual” events will turn into a fundraising event for young professionals. • Chanukah Open-House and Candle-liahtinq This event will “unveil” JFLA’s offices in the new Jewish Federation Building (anticipated move-in is October, 2000). Because the offices present many naming opportunities for development, this event will be a chance for major donors to view the facilities named in their honor. In addition, it will be in support of the Endowment Fund campaign, as this will also be when the Wall of Recognition is unveiled. The Wall of Recognition in the foyer of the new JFLA offices will specifically recognize and express gratitude to those who contribute to the Endowment Fund. There will be no solicitation of funds at this event; it will serve as a “thank you” event for those who have 26 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. supported JFLA throughout the year. The holiday season is a wonderful time to express gratitude. In addition, the graduate student and business loan recipients will be invited to participate in the event, as donors may enjoy meeting some of those who benefit from JFLA’s programs and the loan recipients may find the event to be a worthwhile networking opportunity. • Media Relations • Media-fracture Exercise & Media List An exercise designed to identify specific and targeted media, as well as to determine their areas of interest and angles with which to approach them will be conducted. This exercise will segregate local, regional and national media, as well as separate print from broadcast. One step further will divide newspapers, magazines, journals, as well as radio and television. Then, particular publications and broadcasts will be discussed such as Jewish newspapers, radio talk shows and television morning shows. At the conclusion of the exercise, the best media for JFLA is discovered. The exercise is to be followed by the compilation of a media list, which is a comprehensive series of media contacts, including name, address, telephone number, fax number, title, and other “pertinent information about editors, reporters and producers.” (Ketchum 139) The media list is designed to facilitate the media contact process. • Media Pitching A pivotal component of a successful public relations campaign is offering stories to specific media outlets, as noted in This is PR. “Successful publicity is often tied to the relationship you form in getting and disseminating information.” (414) 27 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • Gather client testimonials that demonstrate “success stories” and other human-interest stories to be pitched to journalists. Examples of these may be a happy family that was able to adopt a baby, or the first in vitro baby bom in part because of the Adoption and Fertility Assistance Loan Fund. Another example may be a of a woman who was able to make it on her own with her young son after leaving an abusive relationship, with the help of a shelter and counselors with whom JFLA collaborates, as well as the Women and Children in Cnsis Loan Fund that enabled her to obtain her own apartment. These may be good stories for the Lifestyle section of the L.A. Times or the Jewish Journal. • Pitch JFLA’s appeal to self-starting businesspeople, both as clients and donors, by telling the success-story of a recent recipient of a small business loan juxtaposed against quotes about the importance of self- sufficiency from prominent local businesspeople who contribute to JFLA. This may be a good angle for a publication such as the Los Angeles Business Journal. • Create an angle that highlights the long history of JFLA, including the evolution of Free Loan societies, the founding of one in Los Angeles in 1904 and its growth through the years. This is a good place for historical photographs of “Jewish L.A.” and may be of interest to local magazines and Jewish media outlets. • Media Training The top executive(s) of an organization is a “public figure” and often lacks experience in, or is truly uncomfortable with, dealing with this aspect. Media training is designed to help executives deal directly with the press. 28 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. A session with a consultant specializing in media training would force JFLA’s top executive(s) to focus on these important aspects (excerpted from Effective Public Relations), since they will be dealing with the press as the campaign progresses: • Talk from the viewpoint of the public’s interest, not the organization’s: • Make the “news” easy to read, hear and use; • If you do not want a statement quoted, do not make it; • State the most important fact at the beginning; • Do not argue with the reporter or lose your cool; • Do not repeat the words of a question if you do not like them; • If you are asked a direct question, give a direct answer; • If you do not know the answer to a question, simply say “I don’t know, but I’ll get the answer for you;” • Tell the truth (even if it hurts). • Collateral Materials • Press Kit to include any or all of the following components (Appendix G): • A “Fact Sheef providing a brief history (in 1 or 2 pages) and background of the organization and its services and including fundamental elements about JFLA, and serving as a quick reference for the media (Ketchum 12). • A “Q8A,” or question and answer document with reporters’ anticipated questions and the answers. This format provides the media with necessary background and answers basic questions (Ketchum 91). 29 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • A “Backgrounder” providing a fairly complete historical and contextual overview o f the organization so a reporter unfamiliar with the topic can get a clear understanding (Ketchum 47). • A “Bio,” o r biography, of JFLA’s Executive Director, which recounts pertinent facts and highlights accomplishments (Ketchum 133). • Any relevant press release or feature release (issued to prompt “feature stories"). Press releases are generally a one to two-page announcement of an event or news item used to promote activities and communicate policies (Ketchum 52). • Logo/Slogan An organization’s logo, trademark and/or slogan serves as a calling- card because it is often the first item the public views with regards to that organization. JFLA executives agree that the timing is right to spruce up the current logo and create a new, more relvant slogan. Logo and slogan are to be redesigned highlighting the Endowment Fund Campaign and to be included on all Endowment Campaign brochures (Appendix H), as well as new agency letterhead, a new general broch ure, the Wall of Recognition, etc. • Brochure To be redesigned in time for JFLA’s move to new offices, and to include the Endowment Fund “slogan,” a focus on JFLA’s more “modem” programs, testimonials and “thank-you’s” from “satisfied customers,” and highlighting JFLA’s long history. 30 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • Direct mail Direct mail is typically the centerpiece of an organization’s communication efforts with prospective and current donors, and often includes an annual or membership appeal, special appeals and thank-you packages. The following questions (excerpted from Hidden Gold) are important considerations in designing direct-mail formats: • Does this package make your organization look important? • Do all of the elements work together: outer envelope, letter, reply form, reply envelope, and any other enclosures? • Is your response form readable and attractive? • Are all the donor options clear? • Is it clear what you’re asking the donor to do? • Will it compel the donor to act immediately? For the purposes of this campaign, the following “standard" JFLA direct mail pieces will simply be re-designed to emphasize the new image: • use of new logo and slogan; • highlight “testimonials" and client appreciation; • highlight new programs; • clarify naming opportunities (i.e. Wall of Recognition) In addition, this year’s spring newsletter will be mailed without an appeal - it will simply serve as an update about the organization and a thank-you to supporters. A second donor appreciation mailing will be sent at the end of the year (see section below). 31 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. All collateral material will be distributed to contacts throughout the network of Jewish agencies as well (for example, press kits will be sent to local Jewish outlets, new brochures will be sent to agencies who may be able to refer clients to JFLA programs and newsletters will be sent to agency executives) adding to the “buzz” and visibility of JFLA amongst Jewish agencies. • Wall of Recognition A physical wall will be created to hang in JFLA’s new offices honoring those who participate in the Endowment Fund campaign and listing their names by respective categories. The Wall allows for a “naming" opportunity and recognition for those supporters who are motivated by publicity of their efforts. The Wall will include the slogan and logo of the Endowment Fund Campaign. • Web Site The current JFLA web site will be revised to reflect this campaign. The new slogan/logo will be visible, as will information about upcoming events, the Endowment Fund Campaign and Wall of Recognition and new programming. An historical overview of the Agency will be added to the site, as will client testimonials and success stories. Information will be updated on an as-needed basis. • Donor Appreciation Campaign Key to building JFLA’s image among donors and prospects is the effort installed in showing gratitude and appreciation for support of the agency. Chances are that those who feel as though their support is recognized in an 32 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. enthusiastic manner will be the ones most likely to contribute again and for an increased amount. In addition, substantial donor appreciation may create “ambassadors” for the agency, who encourage others they know to support JFLA as well. In addition to the appreciation techniques JFLA currently practices (thank-you letters, gift listings in the annual report and newsletters), the following are suggestions for a Donor Appreciation campaign (Fundraising VI, 163): • Send more than one thank-you letter from one person; get others involved such as a board chair; • Memorialize with a name on a high visibility location (i.e. Wall of Recognition); • Reflect the agency when giving a gift item or presenting an award to a special donor (for example, include the agency logo and/or slogan on plaque etc.); • Call major donors on the phone. • Hold a special event at which donors can be thanked (see Chanukah Candle- lighting above); • Invite donors to visit the agency (for example, to sit in on a Loan Committee meeting when applications are reviewed). • Graduate Student Association Creating a “Graduate Student & Alumni Association” for JFLA’s Becker Graduate Student Loan Fund is a tactic developed to draw in younger supporters of the agency (i.e., the “next generation”). We are aware that the best prospects for supporting an agency are those that are linked to that agency, have the ability to make a contribution and are interested in doing so (Fundraising VI, 11). With the group of 400+ graduate students, all are linked to JFLA because they have 33 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. received an interest-free loan to help them complete their studies. And while many of them do not currently have the ability to support JFLA, either with time or money, as they mature and progress in their careers, it is likely that as professionals, they will have the ability to contribute. In addition, it is not guaranteed that all of them have an interest in supporting the agency, but some will believe that they should give back since JFLA helped them. Others may be interested in assisting students like themselves, and still others may have an interest in being involved with the Jewish community at large. It will be through the Graduate Student Association that JFLA creates involvement and advocacy for this audience (Fundraising VI, 11). The association will create opportunities for the students and alumni to become involved with JFLA, either by planning and/or attending the events (see Special Events above), becoming members of the Loan Committee that reviews applications or by volunteering time in other capacities. The belief is that this involvement will lead to future donors and board members. (Appendix I) • Employee Communication One of the more essential audiences for JFLA is its staff. It is important for any organization, particularly social service agencies, to keep up the morale of its employees. Therefore, JFLA must maintain a feeling of “inclusion” amongst its employees, and it must recognize that without its staff, it would not be able to do what it does. The following tactics are recommended for employees: • Involvement in developing and executing the new communications campaign, as appropriate; • Invitations to all special events; 34 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. • Create special awards of recognition to be presented at special events listed in newsletters and/or annual report; • Training sessions developed for all new programming; • Requests for input and sharing of stories about client testimonials and appreciation. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. VII. BUDGET Because JFLA has limited operational funding at the present time, budget is of particular concern. Most of the above campaign will be implemented by JFLA staff. In addition, because JFLA is a nonprofit organization, it is conceivable that some of the expenses incurred throughout this campaign will be donated, or offered as greatly reduced. (Appendix J) Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. VIII. TIMELINE This image campaign is based on a twelve-month timeline, beginning January 1, 2000 and culminating with the Chanukah candle-lighting event in December, 2000. There are aspects of the campaign that will continue beyond that time. Because one year is a relatively short time in which to develop strong media relations, media pitching and media hits will certainly continue beyond 2000. In addition, the Endowment Fund campaign goal of $5.4 million will not be reached until 2004, so the Endowment Fund campaign will continue for years to come. As with most public relations campaigns, the one-year timeline is designed as a guide. It an be expected that at the end of the one-year campaign, JFLA’s image, and fundraising, will be improved, but the agency will have to continue its efforts to maintain that image or improve it even further. One technique that is used by top public relations practitioners is a “rolling-plan,” whereby at the end of a plan, one year is dropped and another year is added, keeping the plan current (Titens 8). The timeline should be reviewed regularly so that changes can be accommodated with a minimum of difficulty (Titens 8). (Appendix K) Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. IX. EVALUATION Evaluation is truly an on-going process. Some techniques will take place throughout the duration of the campaign such as analysis of press hits as they appear, tallying of numbers such as event attendees and tracking of donor records, but summative evaluation of this campaign will take place in January, 2001. There are several important factors to completing evaluation of a public relations campaign. The evaluation itself must be broken down into three main categories: 1) “Preparation” Evaluation; 2) “Implementation” Evaluation; and 3) “Impact” Evaluation. (Cutlip 406). A. The “Preparation” Evaluation assesses the quality and adequacy o f information and background in strategic planning. This is really an internal evaluation made by the communication team by asking such questions as: - Were there any key audiences that we missed? - Did people request information that we did not have readily available? - Did we think through all possible crises? - Were we as prepared as we could have been? B. The “Implementation” Evaluation documents the adequacy of tactics and efforts (Cutlip 408). During this phase of evaluation, the communication team will ask: - Did the message content truly match the campaign objectives and the appropriate media? - Were there negative reactions to our messages? - Were our communications timely and accurate? - Did the events support the overall program? - Were the staff and budget adequate? 38 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. This is also the phase that typically involves counting the number of publications printed, quality of stories in the media, readers, viewers, event attendees, etc. These numbers offer a “straightforward documentation of all activities and materials produced and distributed.” (Cutlip 412) But beyond the numbers, there must be a content analysis of materials produced and press clippings. Therefore, in addition to media names and types, and nature and quality of coverage, use of key messages will be evaluated, as will the amount of content devoted to JFLA in comparison to the amount of coverage devoted to other organizations or opposing viewpoints. And in addition to an analysis of press hits, our "Implementation” Evaluation will include: Establishing 1999 donor contributions as benchmark; Analysis of response and feedback to advertisements conducted by telephone surveys and a focus group; Analysis of attendance at events as compared to similar, past events, and to determine if the type of attendees we desired at each event were in fact those in attendance; Analysis of feedback regarding events conducted by one-on-one interviews and mail-in surveys. C. The final type of evaluation is “Impact” Evaluation, which documents the extent to which the outcomes spelled out by the objectives and the overall program goal were achieved (Cutlip 415). Public relations programs are usually designed to increase the number of people who repeat or sustain the desired behavior (Cutlip 415). To determine any change in desired behavior, comparisons must be made between two comparable measures: the starting point, or “benchmark,” and the ending point. In JFLA’s case, this will be evaluated by: 39 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Analyzing donor records such as comparing present data about giving patterns with that of last year, or the past two years. This will be done to determine figures such as total amount, total donations, number of “repear donors, number of first-time donors and number of gifts that were increased. Conducting surveys and a focus group with agency presidents and executives from throughout the Jewish community to determine any changes in their “vision” of JFLA. Conducting a focus group with the JFLA staff to determine individual attitudes and perceptions of the “new” JFLA. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX A Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced w ith permission o f th e copyright owner. Further reproduction prohibited without permission. Agency Comparative Analysis JFLA Jewish Bla Brothers Jewish Vocational Service Jewish Famllv Service Hebrew Free Loan (S.F.l Sectarian/Non- sectarian: Offers both sectarian and nonsectarian programs Offers both sectarian and nonsectarian programs Often both sectarian and nonsectarian programs; "working to dlverelfy client h ane* Offers both sectarian & nonsectarian programs 100% Sectarian Total clienta served last year: 1,300 loans granted to Individuals and families 2,646 6,000 59,264 Board of Directors (& sub committees): 25 members Approximately 70 members 50-60 members 73 members 27 members Volunteer Involvement: Board meetings; various committee meetings such as Executive, Endowment, Fundraising; loan committee Volunteers serve as Big Brothers and Big Sisters and Sports Buddies; Board and committee membeis Board and committee members; mentoring programs Much volunteer Involvement ■ help a child learn to read; activities assistant; senior citizen aid; support staff assistance Gala Committee; Can be Involved in the committee that publishes their quarterly magazine, Reflections Young Persons Involvement: R ecent recruitment of some younger board members; relationship with graduate student loan recipients has been established through matings & 2 events "JBB All S tirs' Is ■ group for young professionals that hosts fundraising events, recruits volunteers and mentors. The group raisee awareness and Is a nice way to socialize. JBB also recruits alumni of Its programs and holds slumnl "reunions'. Planning a fundraising and marketing event targeting young professionals Teen Fellowship program for young, Jewish leadership Events: Annual fundraising luncheon; 2 cocKtail receptions for graduate students per year Golf tournaments; ribbon-cutting ceremony for new facilities; bcrwt-a-thon to recruit new volunteers; utilized national “Big Brothera/BIg Sisters Month"; Annual Institute - a learning seminar for social workers & others. ‘ Strictly Business* luncheon highlights relationships wKh local businesses; ribbon-cutting ceremony of new career resource center Senior Citizen Event Day; Annual Gala Dinner Annual Gala Banquet Politicians/ Celebs attend events: N/A Police chief attended gala dinner; G overnor's appointee attended Annual Meeting; Professional sports flgurss and newsanchors attend benefits/events for kids. CEO of Tlcketmaster Is keynote speaker at "Strictly Business'; Nsw sanchotwom an Linda Alvaisz attends luncheon; Zev Yaroslavsky attends ribbon-cutting ceremony Assemblyman Wally Knox attends Senior Citizen Event Day; Congressman Henry Waxman attends gala banquet to Reproduced w ith permission o f th e copyright owner. Further reproduction prohibited without permission. Agency Comparative Analysis JFLA Jewish Bio Brothers Jewish Familv Service Hebrew Free Loan Assoc (S,F.) Awards: Annual luncheon honors long-time members; JFLA donor receiv ed aw ard from IAHFL; Exec. Dir. M ark Meltzer, receives several personal aw ards Lifetime achievement a w ards p re se n te d , to volunteers/mentors; Celebrities are "honorary Big Brothera/Blg Sisters" for a day; A board member was honored as a "hometown hero" by the Dodgers & the LA Times. JVS honors "Employees of the Year" from local businesses; JVS receives Mlcah Award from Federation for outstanding programming; JVS honored past presidents City Councilman Mike Feuer receives award at annual gala banquet Loan recipients' "achievements" are recognized on the website; Light Givers Award presented at banquet for outstanding contributions to creating a Jewish future; Schamas Award presented et banquet for exemplary leadership "Heart- warming" Programs: Loans for Immigrants, students, campershlp, adoption/infertility, developmental^ dlsbled children, abused women, young entrepreneurs. Big Brothers for the disabled; Big Brothers for Immigrants; Camp M a x Strauss for kids with life-threatening Illnesses; "at-risk' teens program at Cam p M a x Strauss clients include homeless, "mature" workers, recovering addicts, the disabled; there Is a senior citizen support group and classes; welfare- to-work program Immigration/Citizenship; Children S Adolescents ■ school phobias & substance abuse; Senior citizen programs; battered women; AIDS; homeless persons; developmental^ disabled Resettlement loans, Adoption loans, student loan, 1st-tlme Homebuyers loans Scholarship Program: N/A Annual scholarships made to Little Brothers entering college college scholarships based on need & merit to Jewish students (particularly immigrants) College scholarship for emigres will be administered through the JVS scholarship program funds the Teen Fellowship program Annual Revenues: $1,421,268 Coafrttarttons- **13,837 (*7%) Federation- *159,562(11%) United Way- *29,044(2%) Other Income- *391,996 (28%) $2,886,361 O oeM M toas- 61,0*4,0*4 (73%) Federation- *394,572(14%) United Way- *187,645 (0%) Other Income (Ind, Federal)- *258,750 $2,636,64$ Contribution*- *441,10} (11% ) FsdnSorv *604,200 (32%) Om.-*6*2,607 UrftadWiy- *29,146 ((1%) (26%) E a t *260,256(11%) kwaWOtNr- *173.776 Wwt $18,437,911 ConMbuaom-(1,M t,M l4 M ic. Grew-*t ,375,656 ■(16%) FadtrWan- *2*07,624 (16%) Oav, G re w -*5,870,765 (32%) (29%) LMtsdWW- *356.722 (2%) Fw»- funded entirely by private donations "Tangible" Gift Opportunities: Designate a loan tund; Wall of Recognition and Endowed “Chairs" will correspond to endowment fund campaign; tribute cards Donate a camp session; support a Big Brother/Little Brother relationship; Scholarship program; vehicle donations; tribute cards (acknowledged on the web) Launched six new programs last year; opened new resource center; there will be a Wail of Recognition in the new building "Circle of Mitzvot" - planned gift of $2,500 or above receives name on the wall of recognition and VIP tours of facilities and Invitations to events Planned givers receive special recognition at the annual gala + they go on the Wall of Distinguished Contributors Partnerships with other Organizations: Member - IAHFL; development of programs and referrals through other agencies ot the Federation (JVS, JFS, BJE, etc.) and community organizations (UCLA Neuro, shatters for battered women, etc.) Collaborates w/ other local Big BrotherfBIg Sister agencies; BJE “Homework Club" for Russian Immigrants; collaborates with various agencies of the Federation; large corporations and companies utilize their services Federation; Korets Foundation Miscellaneous PR Tools & Ideas Radio PSA's about the various programs offered Publishes Reflections, a quarterly magazine distributed to 40,000 members of the Jewish Community A U ) APPENDIX B Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. PROSPECT PROFILE FORM Jewish Free Loan Association Co-solicitors Date: / I Lead Solicitor Name:_ _ Address:, City:____ Hom e Phone:( )_ W ork Address:___ City:_____________ Profession: _Spouse:_ S tate: _Work Phone:( )_ _Zip:_____ _F ax( )_ Knowledge o f JFLA: State: -Zip: Spouse’s Profession: Past giving patterns: JFLA_ O ther , Giving Capacity:__________ Affiliations (Tem ple, Jewish organizations, com m unity organizations, business/ professional organizations):_________________________________________________ Special Interests:, Close friends & fam ily(reievant personal relationships): Best solicitation approach (people & events):. Notes: 45 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX C Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. JFLA - S TR A TA E X E R C IS E NO TES 12/16/99 W hat is JFLA? • Help people in serious financial/em ergency situations • Jewish Continuity • Average loan = $3,000 • Biblical roots - thou shalt not extoll interest... C urrent Donor Mindset: • JFLA is a sm all organization • Sm all donations are enough • "I don’t use JFLA services and don’t know anyone who does" - STIGM A • Loans aren’t “right," not a tangible w ay o f helping people • I don’t owe JFLA much (for those w ho have used services before) Desired Donor Mindset: • JFLA is a necessary organization within the network, answering a very real need • The concept o f free loans is powerful and has religious roots • JFLA needs more support because it operates on a very large scale, distributing $2 million per year • M any prom inent people in the L.A. com m unity received help from JFLA • I ought to give back Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX D Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. 4 new year, A new century, A new millennium ( A n old tradition. PLA JEWISH FREE LOAN ASSOCIATION S mr in g t W am m m t l t f f f t won ^ ih c i M YOUR C 0 HTRIBUT10N COULD B E REMEMBERED FOR THE NEXT HUNDRED TEARS. ' M .i»w d ie Lime tu deckle wKctc y w r d w r it iU : J a C m .n U g iw Jl’l A interest-free loan programs pnifounJIjr alter |)k ( n a ||*»hwuikU o f people cw ry yvac TYim « i u IJ not be p*weiUc w itk u t utriliutHm# frum In (lie o m n w n ity «4u> want L i lend a help* C lu m L A gift tii | R A k ip * families lu help themselves am i it Joes an continuously because at loan* arv repaid, new l»«ao* I t is nut too laic to jiv e the generous g ill ••( h»*|v i ocs (u give. C all Marl: M cllzcr »*r fcwlyn Schveter at (3 2 3 ) f6 I o u r *cfc site for m«wc information. vwatifia^vg. :S , I w est la woks « y taatA srtaa w a r, l a d a ttd h « y < bt& f t c □ $10,000 □ $5,000 □ $1,000 P I $500 f l $100 H O ita Q tttk O V ise n M a rttfC o rd I wort Iq estaW sh c Iraly — t i had ($100,000+). Ptraa caclod m . 49 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission APPENDIX E Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ) R! L O W A S S C C A r.C N ■WISH FREE LOAN A S S O C I A T I O N OF Celebrating 96 years of Community Service A! the Anniversary Luncheon The Four Seasons H oiel - Beverly Hills Sunday, May 21,2000 Honoring: James Kolin *^for outstanding leadership ‘V/uMiilW-’t 0!i C .ti f i i i iYy v C tT t V e & .. j jo m n a h s and Recognizing Mark Meltzer for 20 vears of service as Executive Director 2ND CENTURY 2ND CENTURY ENEFACTOR • $5,000 PATRON - $3,500 ludes back cover. Includes gold journal 2ND CENTURY 2ND CENTURY 2ND CENTURY SPONSOR ♦ $2»500 SUPPORTER • $1,500 FRIEND • $1,000 Includes silver journal Indudes bronze jourrul Indude fuO-page in Je from or back cover, page and ten luncheon page md six luncheon page and four luncheon journal and two lunch- le-page. pbtir.um tickets. ticket tickets. con tickets, cad and a table for ten Half-page: $500 Quarter-page*. $250 L"8 Page (business card size >.$100 Listing (ruir.e only): $36 w o u ld lik e to r e s e r v e tr ib u te spacer lixfciH.il i k \ k Im in ti Ccnnm lk*nt*l:iiii>r cSS.tXXli „uutk ju\ » i* t» « • » in \ i n t i I V i U u n P . ii r m i S t jn i J tk l (.V flttift i* # > > J lltl < flilutx H I lI I s I v» ii imf ( cnirns I nt'tM» 'I « « * *» Ii.tlt r.ivjvinviii- I ^ f f - r ■ >.3r?*V I'k-ax’ i rwlit m\ Y t«*.i M- n i u ! « . iiiih- _ _ _ _ _ _ t \p ir . m , m ,1 ii. Return to JFLA Annivcrvarv Lunchctm. 5"00 ttihhiri- ltl\d sum- JSIv ln% Vnurlcx t \ ( tmiributwmv arr tax deductible. \.Mi. • :i. > < ... / l | . i . I, | Jk.ik Sl.ll “ V i* i. IkiI i* 1 M ill C O J > \ U \t rv tju irt*' t\(H *'t’tiinu ( unu-ru rc a ih .in i m 51 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Heading Towards Our 1 3 0 4 - 2 0 0 4 c e n JEWISH F R E E LOAN ASSOCIATION d Honoring James A . K ohn is celebrating 9 6 Years of community service at a Gala Luncheon May 21, 2000 F o r O u t s t a n d i n g le a d e r s h ip . His dedication and unw avering support as a past president o f Jewish Free Loan, m em ber o f the Board o f D irectors fo r tw e n ty -fiv e years and visionary leader. Jed ro the increased g ro w th o f th e agency. He is a partner i n th e N ebcnsanl. K ohn, D avies and L e ff Law firm . Recognizing M ark M eltzer For 2 0 years o f service as Executive Director You can h elp to m ake this a day to re m e m b e r by: ♦ A tte n d in g th e lun ch e on to c e le b ra te w ith us. ♦ P ta c in g a trib u te ad in the JF LA c o m m e m o ra tiv e jo u rn a l. ♦ B u y in g a ta b le so your relatives, frie n d s and colle a g u es ca n also enjoy th e day. A trib u te sales fo rm is enclosed lo t \m i in m in jilv t v f o r c x J O i t t o n o l f o r m s o r t o n a v e u s s e n o a n . n w i i a t » o ^ t o a t t * e n c l o * e a s e c a i i E v e l y n S c h e c f e r a t ( 3 2 3 ) 7 6 1 - 8 6 3 0 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Heading ( V Towards Our 1 9 0 4 - 2 0 0 4 W e invite you to place a tribute or message in our Com m em orative Journal, as a souvenir o f th is very special event. c e n t u r y JEWISH F R E E LOAN ASSOCIATION Anniversary Luncheon at the F our Seasons Hotel Beverly Hills. CA May 21, 2000 Honori ng James A . K ohn for outstanding leadership Recognizing M ark M eltzer for 20 years of service as Executive Director Commemorative Journal Heading Towards O ur 2nd Century 1904 - 2004 FLA Century Benefactor ( 8 ~ w x inyh) Q Includes b ack cover, inside fro n t o r b ack cover o r double-page p la tim n w spread and a table for te n a t the luncheon Century Patron ( 8" w x io . 5 ’h j Q Includes fo ld journal page and ten luncheon tickets Century Sponsor ( 8 "w X io . 5 * h ) Q Includes s flre r journal page and six luncheon tickets Century Supporter (8 * w X lO -T h ) □ Includes b r o n z e journal pace and four luncheon tickets Century Friend (Bvxiano • Q Includes fuU-pufe in journal and tw o luncheon tickets Q Half-Pa*e (8J5’ w X 5-l25“h) Q Quarter-Pife C 3 - S 7 5 " w X 5 -l2 5 * h ) □ Eighth-Page Q Name Listing $5,000 $3 ,500 $2,500 $1,500 $ 1 , 0 0 0 $500 $2 50 $ 1 0 0 $3 6 P le ase type « r p m jn o r trib u te o o p r * * m a e « j w i m iH B r a Im e k ^ p c a r ia d tc lK b u a e J o iin u l I f iru a cn itiH y a rtw o rk i r Q I do not wish to purchase a tribute ad, but wish to contribute $ , Q Please send invita tio n fi) for luncheon at SISQ/person $ . Name: . C o m p a n y : . A d d re s s : _ G tyt- S u te . .ZSps- , P h o n e N o j ( Q P U oie fim d enclosed m j check p a y a b le to : JFLA o r J P ie o tr charge m j r r td it c o rd : Q M a s ter C ard J Visa A c c u N o - .E x p ir e s : / N a m e o n C a rd s . S ig n atu re: For more Information, please call Evelyn ScJieder al 1323) 761-8830 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX F Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced w ith permission o f th e copyright owner. Further reproduction prohibited without permission. Please join JFLA's Becker Graduate Student Loan Fund for a Spring Cocktail deception at the Skirball Cultural Center - a beautiful, state-of-the-art museum showcasing the American-Jewish experience. A w q M ^ . ? X ) j s e t A .m ix ^ .m jn g le /„ a n d ..t o .u r (The museum has been reserved for JFLA students and alumni.) S u n d a y , A p ril 2, 2000 5:30 p m 2701 N. Sepulveda Boulevard Los Angeles, CA 90049 (Exit 405 Freeway at Skirball Center/Mulholland Drive) Please RSVP to Danielle Walsmith by March 20th 323-761-8830 or danielle@jfla.org There will be no solicitation for funds. L/l Ui APPENDIX G Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. M A J K M -ftfiJ Z S t 0**^Onefap** E V B )N 9 Q C C T a IM M I9 M X Z K E V M B C L O ffO S U E B C IC IB L S lO ft JOSVHKUNCSLEY sum me S a o R M n r 9 U O .l£ M t LESUEAAOKBON meeca M tfK fO G E L •THOMAS A . H 0 M C J L a i0< O £ T M t ■ o n ra in B M A M • M A C S A .K O W tO M 0 M > J .K 0 M E U > •fC M fN .tP A .J R . tB O N LE V M 9 £ B ft£ V E •fH U jp K ftca m •OR. MORTON RANDALL A M N E V ROSEN 9 C U IO S N B C M ULR. SHANE ■ tu c E O s a c s a la n s r v a x « M M N K fE O E K 9 C LD 0N M VOLK •fry * PnnAnwi. The lcv nfc f t bnrnoci M dLU aedV yy •m c c la v M ii 1904 5700 Vukhirc Boulcvird. Suite 2515 Los Angeles. California 90036 (323)761*830 « Fax >3231761-8831 e-mail: ilIa4*ix.nctcomcom FACT SHEET W HO: Jewish Free Loan Association o f Los Angeles W HAT: A non-sectarian agency making interest-free loans to needy individuals and families. W HEN: Free Loan Societies began in villages and ghettos throughout Eastern Europe as early as 1800. A t that time, affluent members o f local synagogues contributed small amounts o f money fo r making loans to individuals fo r businesses, dowries and even steamship passage to Am erica. In 1904, a small group o f Los Angeles businessm en agreed to develop a simSar association for the purpose o f m aking sm all loans to the poor and needy. These loans would be finee o f interest and any other charges. The association was caled Hebrew Free Loan, and the firs t meeting took place on January 17, 1904. In 1948, the Hebrew Free Loan Association merged with the Jewish Loan and Housing Association, thus creating the Jewish Free Loan Association — a traditional. MbBca&y inspired service organization. The association met weekly to conduct business during those years. Today, (t lakes several full-time staff members to successfully manage the organization, and the Loan Committee still meets once a week to review and approve loan applications. W HERE: The very firs t meeting o f the Association took place a t 208VS South Main Street in Los Angeles. Today, the organization’s headquarters is in the mkt-Wilshire district, a central location serving residents o f Loa Angeles and surrounding communities. A satellite office operates in W est H ills, providing service to the residents o f the San Fernando and Conejo valleys. W HY: The Association is based on a tradition as old as the Bible — to do acts o f loving kindness while preventing people from becoming objects of charity. The concept of loans instead o f handouts fills an important gap in our social system. It affirms the idea o f philanthropists giving the g ift o f dignity and independence. HOW : Individuals can apply for a loan by completing an application in person, stating the need for the loan and securing co-signers to guarantee the loan. Loans are usually processed within a week. A repayment schedule is arranged on an individual basis. In case of severe financial problems, debt counseling is offered in connection with loan applications. For further information regarding Jewish Free Loan Association, contact: Evelyn Schecter. Director of Development at (323) 761-8830. 57 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ' If there is among you a needy person you should open your hand wide to him and you should surely lend him sufficient for his needs.' Deuteronomy IS I I Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX H Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced w ith permission o f th e copyright owner. Further reproduction prohibited without permission. E N D O W M E N T F U N D NAMING O P P O R T U N I T I E S I WALL OF RECOGNITION The "Your Family Name" Wall ol Recognition ($1,000,000) CATEGORIES: • ENDOWED CHAIRS l$500,000t) Endowed Chair lor Education Endowed Chair lot Social Assistance Endowed Chair lot Jewish Continuity Endowed Chait lor Small Business Endow ed Chair lor Resource Devclopmenl (SI-I million) Endowed Chair lor Home Purchase • FOVNDERSlS250fl00*l • BENEFACTORS ($100,000+) • PATRONS ($50,000+) • SPONSORS ($25,000*1 • FRIENDS ($5,000+) ■ FUND NAMING OPPORTUNITIES • FIRST TIME HOME-BUYER'S LOAN FUND • $1,000,000 Loan Fund • Supportive ol young Jewish couples and lamilies • 510,000-525,000 loans • JEWISH CONTINUITY LOAN FUND ■ $6,000,000 Loan Fund • Supportive ol all Jewish educational opportunities. M ISSIO N S T A T E M E N T The Jewish Free Loan Association offers Interest- free loans on a non-sectarian basis to individuals and lam- H ies whose needs are urgent and who may not qualify through normal financial resources. Interest-free loans instead ol chanty Rlls an Important gap In our sodal system by promoting sell- sufficiency with dignity. JFLA affirms the ancient bib lical requirement lor interest- free lending by offering assistance to people in need with the goal of helping them to lead more reward ing and responsible lives. I J E W J H tK E L O A M A S S O C lA liO M An agency of the Jewish Federation The United Way. U nm .dw »u Mark M eltw Executive Director/CEO Evelyn Schectec Direclot ol Development 5700 Wilshire Blvd, Suite 2515 Los Angeles, CA 90036 Phone (323) 761-8830 Fax (323)761-8841 t . M . i m i f l n p + r + Moving Toward Our 2nd Century: 1904-2 004 Reproduced w ith permission o f th e copyright owner. Further reproduction prohibited without permission. About JFLA I n 1 9 0 4 , a small group ol businessmen met in the heart ol the thriving new city ol Los Angeles They agreed to develop an association to provide small loans to the poor and needy with out interest or any other charges. As we approach our 2nd century ol service to the communi ty, the Jewish F ree Loan Association has reason to be proud JFLA serves the people ol Greater Los Angeles during limes of need. The Agency offers people the opportunity lor financial stability and control of their future. From its modest beginning tn 19W the vision has remained the sam e - helping people to help them selves. Today, JFLA is a non-profit, non-sectariar, agency still m eet- rng its m ission to serve people with urgent financial problems. In our modem world, people lace problems with education, )ob training impoverishment and changing technology JFLA con tinues to m eet these challenges through the generous support ol the community. In the 96 years since our inception, JFLA has helped to improve the quality ol life for over 300,000 families. I P re s e rv in g The! T h e Endowment! Tradition Fundi T he Jewish Free Loan Association, 'imrofitg toward o n 2nd century 19M-20O*'will preserve Its tradition of offering assistance to people, helping them to lead more rewarding and responsible live* by establishing an Endowment Fund. The greatest transfer of wealth tn history is talcing place now In the United States as ten trillion dollars In assets is being passed down through inheritance from one generation to another. Now is the "window of opportunity' for the Jewish Free Loan Association to help secure the future for members of our community, An Endowment Fund gift to JFLA ensures that people in our community, facing financial problems now and in the future, will have the opportunity to create a better life for themselves because, through JFLA, you offer them a helping hand Instead of a handout Cash gifts are welcome and other considerations for gifts include stocks and bond* life Insurance policies, gift annuities, charitable busts and real estate, Benefits of contributing to JFLA's Endowment Fund Indude the reduction of probate costs and estate taxes, maintaining full use of assets during your lifetime and recognition on our Donor Wall at the new rrn r L ..ttJ i.. T he goal of the Endowment Fund campaign Is {5,400,000, which JFLA plans to achieve by the year 2004, in honor of the Agency's 100th anniversary. Once fully funded, the Endowment Fund will help to pro vide for the operation of the Agency, allowing for growth in principal and prolection against inflation. The assured annual income will: ■ Protect vital programs should private funding fail to meet the community need for service* ■ Build a cash reserve to strengthen the ability of JFLA to preserve the legacy for future generations; ■ Provide a resource to m eet the challenge of changing circumstances, the econom y, lax laws, and inflation. An Endowment Fund will extend the good work of JFLA, guar anteeing it the ability lo serve the needs of people in the future. APPENDIX I Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. JEW ISH FREE LOAN ASSOCIATION Becker Graduate Student Loan Fund Student & Alumni Organization Information April, 2000 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. April, 2000 Dear Students: Many of you are aware that JFLA has been working to develop a Student < £ Alumni Association fo r all recipients of the Becker Graduate S tu dent Loan Fund. The association will be designed to offer you a variety of social events and networking and volunteer opportunities within the Jewish Community, while giving JFLA a core group of young friends and supporters. Attached is information about forming the Student A Alumni Association. I f you are interested in participating in this exciting endeavor, please return the enclosed information sheet ASAP. You will receive an invitation to attend a planning meeting, a t which we will discuss an official name for the association, establishment of committees, future events, etc. I look forward to working with you! Sincerely, Danielle Walsmith Student Loan Analyst Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. M IS S IO N The mission of the Becker Graduate S tudent Loan Fund Student < & Alumni Organization will be to foster a relationship between JFLA and its student loan recipients, providing social and social service opportunities to its members, and encouraging support of JFLA by its members. JFLA GOALS O To have current and past benef iciaries of the Becker Graduate S tu dent Loan Fund identify and recruit future student borrowers so that the student loan program can expand. $ To provide current and past student loan recipients with a way of networking and connecting to JFLA and the Jewish Community. $ To encourage future involvement, support of and investment in JFLA and the Jewish Community as a whole by student loan recipients. STUDENT GOALS Through a direct-mail survey and one-on-one conversations with several students, the following are some reasons we have encountered as to why you may want to participate: & The Student A Alumni Organization is an opportunity for those still in school to focus on something other than studying (every once in awhile!); & Because the Student & Alumni Organization is just being founded, you may find it a worthwhile challenge - to become involved in the beginning and help it to grow; $ Though your free-tim e is limited and valuable, a few hours per month of volunteering can help with brainstorming, event planning, phone calls, clerical assistance, recruitment, etc.; $ There may be future mentoring opportunities, so that you can help a new grad student survive the coming years, or help a recent graduate f ind a great job; & You may not know too much about Jewish Free Loan, but you may be intrigued to learn about the wide variety of loan programs we o ffer to the community; $ You can certainly understand that JFLA was there for you when you needed assistance, and now we are asking you for your support. 65 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. IM M EDIATE OPPORTUNITIES ^ Event planning will be a major opportunity fo r involvement, as the Student < £ Alumni Association will begin with two or three hosted events per year fo r the first few years, paving the way for several smaller events throughout each year and a large annual gaia; The Student < & Alumni Association will need to be officially named; & A formal structure will need to be set (i.e., committees, meeting dates, etc.). LONG-TERM OPPORTUNITIES Possible events: • Speaker Series • Shabbat Dinner • Picnic • . Holiday Celebrations • Career Networking A Guidance • "Jewish" Los Angeles (i.e. Skirball, Museum of Tolerance, Canter': Deli, etc.) • Volunteer Opportunities (i.e. participate as a group at Super Sunday, Tikkun L.A., Jewish Home fo r the Aging, etc.) $ Learn about JFLA and the Jewish Community; $ Student Recruitment; O Create a newsletter, or electronic newsletter, for the group; & Create a roster for the group. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. STUDENT & ALUMNI ASSO CIATION INFO RM ATIO N SHEET Name:_____________________________________________________ Address:___________________________________________________ City:_________________________________ S ta te :__________ Zip:. Phone No.: baytime ( )__________________ Evening ( )______ Email Address:______________________________________________ I have completed graduate school: Yes_______ N o ______ I am interested in: Event planning_________________ ___ Student Recruitment Leadership____________________ ___ Mentoring Opportunities Networking Opportunities______ ___ Volunteer Opportunities My schedule allows me to participate in a planning meeting on a: Weekday Afternoon (3:30 or 4:00) (Mon., Tues., Wed., Thurs.) Weekday Evening (6:30pm) (Mon., Tues., Wed., Thurs.) Other Please return this form to: JFLA Attn: Danielle Walsmith 5700 Wilshire Blvd., Suite 2515 Los Angeles, CA 90036 I f you have any questions, contact Danielle Walsmith at (323) 761-8830 or danielle@jfla.org 67 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX J Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. BUDGET Cateaorv Estim ated Cost Consultant Press Kit Development $1,000 Media Fracture $2,000 Media Training $2,000 Event Coordination $2,000 Research & Planning $3,000 Subtotal $10, 000 Graohic Desian Advertisements $140 per ad (5) Press Kit (Cover & Inserts) $500 Endowment Campaign Logo $105 (Approx. 3 hours @ $35/hr) Stationery $175 (Approx. 5 hours @ $35/hr) Two Brochures (Endowment & Redesigned General Info) $300 Endowment Brochure; $450 General Info Brochure Tribute Journal for Anniversary Luncheon $1,000 Event Invitations & Programs $200 per Save-the-Date Card (4); $200 Student Events & Chanukah Event (3); $400 for Luncheon Direct Mail $350 Newsletter & Envelopes Subtotal $5,400 Printina Press Kit $5,000 Stationary $2,200 per 10,000 letterhead & envelopes Two Brochures $500 Endowment Brochure $1,500 General Brochure Tribute Journal $5,000 Event Invitations $750 Save-the-Date Cards(3), $500 Student Events (3), $1,400 Annual Luncheon, $1,000 Chanukah Reception Direct Mail $3,200 per mailing Subtotal $24,250 Advertisina $900 per full-page ad (5) $4,500 Events Anniversary Luncheon Approx. $20,000 (based on years previous) Graduate Student Mixers (3) $3,000 Chanukah Candle-lighting $3,000 Subtotal $32,000 Total $76,150 69 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. APPENDIX K Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced w ith permission o f th e copyright owner. Further reproduction prohibited without permission. Ti mel i ne 2000 Janaarv Pekruarv S E T " - H a* June Seatamber OeWker November Beeenier Planning for Anniversary Luncheon Planning for Anniversary Luncheon continues Planning for Anniversary Luncheon continues Planning for Anniversary Luncheon continues Anniversary Luncheon held this month Continue targeted medlt pitches Continue targeted media pitches Continue targeted media pitches Continue targeted media pitches Continue targeted media pitches Continue targeted media pitches Continue media pitches Develop & plica first advertisement Planning for Graduate Student Mixer 2 o r3 “Parior Meetings" held throughout the month Begin pitching luncheon Advertisement W i runs Continue planning Wall of Recognition Continue planning Wall of Recognition Graduate Student Mixer held this month Begin planning Chenukah event Planning for Chanukah event continues Planning of Chanukah event continues Chanukah event takes place Develop slogan for Endowment Fund Campaign Graduate Student Invitations go out last week of month Gather testimonial! and human-lnteiest story Info, from archives Media Training session Develop redesigned standard brochure Targeted direct- mall solicitation to pastsmall- buslness A student loan reclolents Advertisement S3 Prepare for Annual Membership campaign dlrect- mall solicitation Direct-Mall solicitation goes out Advertisement #4 Complete Wall of Recognition End-of-year Advertisement #5 Create brochure for Endowment Fund Campaign Planning of 'Parlor Meetings" to be held In March & April Develop Press Kit Begin pitching JFLA stories to the media Design new stationery Planning of Graduate Student Mixer Forint new stationery and standard brochures for office move Move to new offices Develop end-of- year dlrect-mall solicitation End-of-year dlrect- mall solicitation goes out Donor Appreciation gifts or campaign begins Media Fracture exercise Develop Newsletter 4 thank you mailing In time for Passover Newsletter goes out Continue targeted media pitches Planning of Donor Appreciation Campaign for end of-vear Planning of Donor Appreciation campaign for end- of-vear Evaluation begins Begin research & planning of Wall of Recognition REFERENCES Aushenker, Michael. “Super Sunday: The Next Generation.” The Jewish Journal 25 February 2000, 10+. Billitteri, Thomas J. “'Branding': A Hot Trend for Charities.” The Chronicle of Philanthropy 20 May 1999, 1+. Campbell, Christine. “No Place Like Home.” Adweek. 10 December 1999. <http://www.adweek.com>. Cutlip, Scott M., and Allen H. Center. Effective Public Relations. New Jersey: Prentice-Hall, 1994. Fundraising School — Center on Philanthropy, The. Principles. Techniques of Fundraising. Indiana: Indiana University, 1993. Kennedy, Elizabeth. “Philanthropic Fun.” The Changing Face of Philanthropy Symposium. University of Judaism, Los Angeles. 18 March 1999. Ketchum Public Relations. Public Relations Readv-Source Sampler. New York. Levy, Barbara R., and Barbara H. Marion. Successful Special Events: Planning. Hosting & Evaluating. Maryland: Aspen Publishers, 1997. McKinnon, Harvey. Hidden Gold: How Monthly Giving Will Build Donor Loyalty. Chicago: Bonus Books, 1999. Newson, Doug, Judy Van Slyke Turk, and Dean Kruckberg. This is PR. 7lh ed. Wadsworth Thomson Learning, 2000. PRCentral Bodv-of-Knowledoe Page. 11 November 1999. <http://www.precentral.com>. Teitell, Conrad. Planned Giving. Los Angeles: Perkins Coie, 1995. Titens, Sherman. “Taking a Businesslike Approach.” Western Association News Mar. 2000: 8. Tyrer, Kathy. “Give Already.” Adweek. 10 December 1999. <http://www.adweek.com>. Wiener, Irwin. “Revising the Free Loan Image.” Annual Convention. International Association of Hebrew Free Loans. Beverly Hilton Hotel, Los Angeles. 18 October 1999. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

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Asset Metadata

Creator Walsmith, Danielle Tova (author)

Core Title A one-year public relations campaign developed for the Jewish Free Loan Association emphasizing fundraising and image-building

Contributor Digitized by ProQuest (provenance)

School Graduate School

Degree Master of Arts

Degree Program Public Relations

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag journalism,mass communications,OAI-PMH Harvest

Language English

Advisor Floto, Jennifer (committee chair), [illegible] (committee member)

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c16-35627

Unique identifier UC11337128

Identifier 1405226.pdf (filename),usctheses-c16-35627 (legacy record id)

Legacy Identifier 1405226.pdf

Dmrecord 35627

Document Type Thesis

Rights Walsmith, Danielle Tova

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the au...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus, Los Angeles, California 90089, USA