Campaign Proposal

Create opportunity
in your community.
How to Build Opportunity

Community Action Program of
Central Arkasas
Matter.
May 5, 2021
You matter.
Your story matters.
Let us show the community you and your story matter.
Let’s build some opportunity together that matters.
Table of Contents
Executive Summary........................................................................................................................ 6
Secondary Research Report.......................................................................................................... 8
Primary Research Plan................................................................................................................. 18
Campaign Planning Report....................................................................................................... 25
Campaign Tactics & Logistics Plan............................................................................................ 31
Proposed Evaluation Plan.......................................................................................................... 52
Appendix A: Client Interview Report.......................................................................................56
Appendix B: Secondary Research Summary: Industry Research.......................................61
Appendix C: Survey for Parents................................................................................................70
Appendix D: Survey For Residents Affected Financially by Covid.................................. 72
Appendix E; Survey for Residents Who Qualify for CAPCA’s Services............................ 74
Appendix F: Focus Group Guide for Empty Nesters............................................................ 76
Appendix G: Survey for Local Businsses........................................ 77
Appendix H: Pediatric Health Center Pamphlets..................... 78
Appendix I: Flyers at Local Churches and Parks........................80

Appendix J: Holiday Sticker........................................................................................................ 82
Appendix K: WIC and Boys & Girls Club Infographic.......................................................... 83
Appendix L: Rental Assistance Pamphlets.............................................................................. 84
Appendix M: Unemployment Office Flyers............................................................................ 86
Appendix N: Prospective BBQ................................................................................................... 87
Appendix O: Public Library Flyers............................................................................................ 88
Appendix P: Bring-A-Friend Event..........................................................................................89
Appendix Q: Workout Studio Flyers........................................................................................ 90
Appendix R: Bear Facts Days......................................................................................................91
Appendix S: CAPCA Color Run..................................................................................................92
Appendix T: Thank You & Holiday Cards..............................................................................93
Appendix U: Chronological Calendar......................................................................................94
Appendix V: Gantt Chart............................................................................................................96
Appendix W: Itemized Budget..................................................................................................98
Appendix X: Budget Pie Chart................................................................................................ 102
About Us......................................................................................................................................... 103

Executive Summary
Hello CAPCA,
Create opportunity in your community. What is unique about
CAPCA is their dedication to improving the quality of life for their neighbors.
Each service offers specific support to those in our community who need it most.
After four years immersed in the Central Arkansas community, we could not
think of a better service-learning partner.
Through our interview with Executive Director Jennifer Welter, we

discovered CAPCA has a dedicated staff who provide services that are in
constant demand. CAPCA has a wealth of resources and opportunities that
continue to benefit their local community. They are one of Central Arkansas’
best-kept secrets, and through our campaign we hope to increase awareness
so that more people can benefit from their services.
Our campaign is composed of the following four stages: research,

planning, implementation and evaluation. Each step builds on the one
before to create a comprehensive plan with the goal of increasing awareness
of CAPCA, creating positive attitudes and getting our target audiences to take
action with in-kind donations or enrollment in their programs.
The research process is all about gathering the information we need

to have a complete understanding of CAPCA’s mission. Our group conducted
secondary research about the history of Community Action Agencies and the
nonprofit industry as a whole. We also compiled and analyzed data from other
teams in our class to help give us insight on CAPCA.
The next stage in our campaign is planning. During this

stage, we created overall campaign goals and specific
objectives for each of our target audiences. We also created
our tagline, Create Opportunity in Your Community, which
we think fully embodies what CAPCA stands for.
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After the planning stage, we moved on to implementation, where we
strategized what we think are the best ways to meet our objectives. We
brainstormed tactics that are unique, attainable and relevant to our target
audiences. During this phase of our campaign, we also spent time on important
details of logistics such as timeline, budget and staffing. Our goal was to create
a plan so thorough that it could easily be carried out.
Lastly, during the evaluation stage of our campaign we will reference

previous measurement tools like surveys, focus groups and specific metrics
to measure the effectiveness of our campaign. Each objective will have
individual evaluation criteria to measure success.
Our campaign contains a total of 32 tactics and will be conducted over a

span of 14 months. Our final budget totals $2,395.74 before sales tax.
We are humbled to be able to use the skills we have gained over the past
four years to assist CAPCA in their mission of “administering high
quality programs and services that address economic need, educate,
and promote the self-sufficiency of eligible participants.” We hope to
leave a small but lasting impact on CAPCA through our work.
Sincerely,
Matter.
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Secondary Research Report
In public relations, research informs everything we do. Our individual
secondary research and the collective research of our classmates gave us a
foundation upon which we built our campaign proposal. We also used this
research to identify and target specific audiences and pinpoint areas where
additional research is needed. Understanding CAPCA as an organization,
their peers and competitors and the industry as a whole will allow us to
make informed and effective recommendations for CAPCA.
Client Materials Audit

Based on the research provided, there are several materials our client uses
to inform and persuade the public to get involved. Currently, CAPCA has eight
brochures; out of those eight we believe the Head Start brochure is one of the
most important because it explains what steps need to be taken to enroll in this
program depending on their location. Head Start is one of the main services of
this nonprofit organization, so it is crucial for new and upcoming users to know
the required information to enroll. The CAPCA agency brochure is also
significant because this highlights all of the services they provide. Although this
brochure contains vast information about our client and can be overwhelming
to look at, it can be redesigned to look more organized and therefore become a
key collateral piece for CAPCA.
Community assessments are also provided on CAPCA’s website, and these

give more detailed information about programs and services. There are only
four of them, and each is specific to a different community and topic. These help
us and potential clients recognize how major crises like COVID-19 can affect the
organization, but it also shows how well they are able to manage harsh times like
these. Community assessments are specific and crucial documents that if done
correctly can be extremely helpful for CAPCA as well as
potential donors and clients who need their services.
CAPCA possesses a broad list of other resources that are key

for their success and to create more awareness. We believe the
In-Kind Booklet is one of the key materials the organization has
out of the nine types that have been shared.
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In-kind contributions are especially important to nonprofit organizations because it is
the donation of tangible goods as well as time. These contributions are an important source of
nonprofit revenue, especially when the economy is declining. This booklet is essential to
understanding CACPA’s requirements related to this topic and how to get involved.
CAPCA’s annual report helps to understand the organization on a deeper level. Instead
of hearing what CAPCA is doing in the community, there is evidence of what CAPCA has done
in the community. This is helpful when setting specific and measurable goals and
objectives for the campaign. The annual report gives a visualization of what CAPCA is doing
and reinforces the reality that actions speak louder than words.
Additionally, the audit of CAPCA’s social media sets a foundation of areas of

improvement. The website showed the information needed for it; the website simply needs a
new design and user-friendly layout, which is in the process of being created. Their social
media showed there is room for improvement on reaching and engaging with the
community. Analyzing the social media allows for setting specific and measurable outcomes in
the campaign to increase awareness for the brand.
Overall, CAPCA has a wealth of information, but it needs to be reformatted in a

user-friendly and organized manner in the presentation of this information.
Industry
Research about the industry allows us to have a better understanding of the legislation
that was put in place by President Johnson in 1964 in response to the national poverty rate.
The knowledge of why the Economic Opportunity Act was put in place to
create Community Action Agencies, like CAPCA, led to a better understanding of
the need for the programs these agencies have to offer.

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Once there was an understanding of the history of this legislation, we looked to see
how these agencies have evolved over time with the poverty rate in today’s society.
One helpful area of research of the industry was the contemporary efforts that
address extreme poverty. Analyzing the United States Agency for International
Development (USAID) and the goals they have stated for ways to reduce the poverty rate
by 2030 is beneficial when planning this campaign. This information will allow us to look
at the ways USAID has worked to alleviate poverty over the years and their successes and
failures. This area of research allows us to learn from their experiences and apply that to
our planning of this campaign. From the research done by the Center for American
Progress, knowing the factors they list that contribute to the poverty rate and how the
issue of poverty is not a main concern for middle- and upper-class Americans to diminish
reinforced the truth that there is a poverty problem, and it needs to be
highlighted and resolved.
The research spotlights an immediate poverty problem in the United States, and
Arkansas has particularly high poverty rates. From the Census reports, we gained an
understanding of the demographics of the people in poverty and the specifics of the rates
of segments of poverty, like inability to pay rent and afford food. These reports also
revealed the impact COVID had on the poverty rates on the national and state levels. This
gave us insight on the client demographics and the factors that need focusing on. To be
able to reach the clients, we need to know who they are and the CAPCA programs they
can benefit from.
With this research about the industry, the history of the need for its formation and
the evolution of the programs in response to the poverty rates, we have planned an
informed campaign that has a foundation on the efforts that have been made in the past
to alleviate poverty rates to plan for the future on continuing the alleviation and end goal
of diminishing poverty.
Peer Agencies
CACPA has five peer agencies that one of the teams in our
class researched: Jackson County Civic Action in Mississippi, Tulsa
Community Action Project, United Way of Houston, Our Health
Communities in Rogers, Arkansas, and Shelby County Community
Services Agency in Tennessee. Each peer provides community action
services to their local residents. Most of the peer research provided
was about their social media accounts; here is some key information
about each peer community action agency profiled.
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The Jackson County Civic Action Committee is located in the Jackson County area in
Mississippi. They focus on serving their culturally diverse communities by providing services
to promote human development and self-sufficiency. The Tulsa Community Action Project’s
main mission is to help younger children who come from low-income families to grow up
and achieve economic success. They use high-quality early childhood education and family
services together to promote success. They use a two-generation approach to prepare the
children for success in school, and it helps the parents by increasing their skills and earning
potential.
United Way of Houston has brought together diverse partners and approaches to get to the
root of complex challenges holding people back. They are focused on providing financial
stability, supporting families and youth with physical and behavioral health and educational
services along the way and provide the safety net that catches the most vulnerable. Our
Health Communities in Rogers, Arkansas, is an umbrella organization that provides
programs to help serve their communities, like Meals on Wheels, Hopelink and Hidden in
Plain Sight.
CAPCA’s last peer, Shelby County Community Services Agency, is focused on

providing economic security and independence to help people improve their lives and help
the community by creating changes. They want to create a thriving community by
breaking the cycle of poverty through the resources and education they offer. CAPCA’s peers
at the end of the day are all focused on the same goal. These organizations give our group
benchmarks to compare CAPCA’s current PR efforts with those of similar community action
agencies. We look to this information to see what is effective for these peers and what we
could do better with our client.
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Local Competitive Peers
CAPCA can learn lessons by studying four of its main local competitive peers:
Bethlehem House, Conway Ministry Center, Faulkner County Boys and Girls Club and
Haven House. Each peer shares promising qualities and tactics that CAPCA could learn
from and possibly implement into their own plans.
First, the Bethlehem House uses a Christan foundation to help the

homeless with a focus on teaching life skills to successfully transition into a better future.
On social media, specifically Facebook and Instagram, Bethlehem House regularly takes
the time to post content thanking the community for services, donations and support. This
content includes messages from the Bethlehem House to the community and visual media
showcasing the community’s involvement.
Next, Conway Ministry Center (CMC) helps the needy with a focus on homeless
individuals who are food insecure. They use their social media effectively on notable
platforms such as Facebook, Instagram, Twitter and YouTube. More specifically, CAPCA
could learn from CMC’s use of Facebook and YouTube. CMC utilizes Facebook’s
fundraiser feature to help collect donations, which seems to help streamline the process of
donating, shortening the time it takes to give, and makes doing so easier for their
audiences. People like as few steps as possible, and this feature tailors to that. While CMC
is not currently active on YouTube, their past content was promising. Their videos consisted
of staff and volunteer stories and updates on their programs. This allowed the audience to
build a personal connection to the center, which is something CAPCA could benefit
from doing.
The Faulkner County Boys and Girls Club (BGC) is a nonprofit child care program,
which is similar to CAPCA’s Head Start program. BGC, in particular, is skilled at
prioritizing their online content. What they rely on most from the community is
donations, so they prioritize social media posts and website content related to
fundraising over other content related to BGC. Information about fundraising
events/programs and portals to donate is the focal point of their online presence and is
always easily accessible. CAPCA should consider adopting this tactic and not be timid in
promoting fundraising and donations.
Finally, Haven House is a Qualified Residential Treatment

Program for female minors who have suffered abuse and neglect.
Their social media engagement is relatively high compared to
CAPCA. All of their content is on Facebook, where they focus the
majority of their posts on the community’s actions and service toward
the Haven House. They do this by sharing photos of gifts or
participation that the local businesses provide.
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They also actively brag about their staff and repost any content they post related
to the Haven House. This allows the audience to feel more personally involved with Haven
House and stay connected to them. Adding this tactic to their own social media content,
CAPCA could gain a more stable and participating following.
All four of these competitive peers - Bethlehem House, Conway Ministry Center,
Faulkner County Boys and Girls Club and Haven House - provide inspiration for unique
and effective tactics. CAPCA could utilize all of these methods to help attain their goals,
and learning from their peers should prove to be extremely beneficial.
Target Audience: Volunteers

Some volunteers who are a target audience for CAPCA could be older church ladies,
empty nesters and stay-at-home moms. Some of the volunteers could be high school
students, but that isn’t a target audience because realistically they only volunteer for a few
months to pad their resume. Older church ladies are a potential target volunteer audience
for CAPCA because they have plenty of spare time; they want to do good and help the
community.

These ladies could bring in more volunteers and in-kind donations from their church
groups. The older women at churches tend to be more involved in their church
communities; they could bring CAPCA to the church and vice versa. Another group of
women who are a good target audience are empty nesters. Empty nesters are notoriously
looking for activities to fill their time after their kids move out for college. They are
looking for meaningful ways to contribute and have the time to give in-kind donations
(i.e., time) and bring awareness to CAPCA.
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The next target audience of volunteers falls into the same category as empty
nesters, stay-at-home moms. These potential moms have the time and usually social
media platforms. They are able to donate their time and post about CAPCA on their social
media to bring in more stay-at-home moms. These are just a few groups who have the
time and potentially want to spend their time helping CAPCA and raising awareness for
them.
Target Audience: Donors

As for donation purposes, another section of target audiences could be churches,
local businesses and banks. Churches would be an audience that CAPCA could
specifically focus on during the holiday season when they are the most financially
generous. As for local businesses, this is an audience CAPCA could and should target year
round because not only are they more willing than individuals to donate money, but their
services as well. Banks are known for donating and partnering with nonprofit
organizations, so it is important for CAPCA to be at the forefront of their minds over other
programs. With all of these audiences, CAPCA could offer to promote the organizations’
support to CAPCA by posting about them on social media or having a page on the
website that is dedicated to showing them off, thus mutually benefiting them both.
Understanding that CAPCA cannot spend grant money on advertising their services,
targeting these already established donors will be helpful in not wasting time on
audiences who won’t donate.
Additional Primary Research

There are several findings that suggest additional research for this organization; the
first area that would need to be addressed is conducting primary research on why donors
and volunteers are choosing other organizations over CAPCA. According to the
secondary research on CAPCA’s competitive peers, there are several other nonprofit
organizations that are receiving more attention, and this suggests we need to dig
further into that reason. While all of the organizations that compete with CAPCA for
donations differ in their services, they all have one thing in common, and that is they all
have a strong social media presence, high fundraising efforts and a user-friendly website.
With the additional research done, we better understand how to
make that change with CAPCA.
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Primary research would show us why donors and volunteers are more inclined to
donate and help other nonprofits. It would also disclose what type of social media posts
people want to see from this organization and from what platforms.
In regards to fundraising events, more research would help us find what type of
events need to be planned for CAPCA to rise and be recognized by more people.
Research would show us what type of events people like and would enjoy attending as
well as which events would work best with the organization’s values and schedule. In
addition to the research done for both the social media platforms and fundraising events,
there is also a big area of opportunity for CAPCA’s website. Further analysis would allow
us to recognize what the viewers of CAPCA’s website like and dislike so the
organization can make changes to what needs to be fixed and keep what is already
working for them.
On the whole, additional research will enable CAPCA to create more consistent
and active social media platforms and offer a well organized and interactive website,
which will attract donors and volunteers. They can also offer new and enjoyable events
that would generate more donations and allow people to know more about them and
the services they offer.
Inconsistent Findings
A client’s perception may be shaped by various factors. Based on the research
conducted thus far, there are no findings that run counter to the client’s perceptions.
Perception can be described as being able to recognize when a technique is not
working well, being aware of that and comprehending why it is crucial. Our client
provides good and reliable services, which is why the findings from this
research align perfectly with the client’s beliefs. This research will allow our
client to recognize where the areas of opportunity are and improve
client satisfaction.
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Situation Analysis
While CAPCA provides life-changing services to their clients, many people in extreme
poverty are still unaware of the organization. Executive director Welter even described the
organization as a “well-kept secret.” For a small agency that relies on government aid and
in-kind donations, gaining the attention of future donors, volunteers and clients is a
priority. CAPCA has an opportunity to improve their community outreach and share their
mission with a wider range of audiences.
Our public relations campaign has the potential to increase audience awareness with
a strategic plan for community outreach. We will do so using tactics that update CAPCA’s
online presence and reimagine their traditional media. We will also propose new ways of
fundraising to help raise awareness and increase in-kind donations. Our overall goal is to
make CAPCA top of mind in Central Arkansas by revamping their social media toolkit and
focusing on community relations.
Core Challenge
While CAPCA has a plethora of resources and information, their core challenge is to
increase awareness within their communities and gain the attention of important
stakeholders.
SWOT Analysis
The SWOT analysis is a chart to help organize the strengths, weaknesses,
opportunities and threats related to CAPCA’s current PR efforts. This will allow us to
highlight areas where CAPCA has thrived and reevaluate areas where CAPCA can
improve their communication with donors, volunteers and potential clients.
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Strengths Weaknesses
• Dedicated staff who care about • Lacking a strong online presence.
their clients.
• Lacking engagement in social media.
• Offer a multitude of services.
• Overwhelming amount of
• Provide services that are always in promotional materials that need
demand. • redesign and formatting.
• Take into consideration special • Lacking community awareness and

factors and obstacles for clients involvement.
seeking help.
Opportunities Threats
• Increase social media engagement • Effects of the pandemic on
and presence. operations.
• Increase awareness and involvement • Lack of donations.

from the community.
• Government funding changes over
• Launch a new website that is user time.
friendly.
• Competing nonprofits.
• Obtain more in-kind donations.
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Primary Research Plan
To create targeted messaging for CAPCA, it is important that we understand the
target audiences we have selected for this campaign plan. Whether they are potential clients
or donors, analyzing their motivations and behaviors will help us to create objectives and
methods for further research that we can use in our overall campaign proposal.
Target Audience 1: Families with Children Ages 2-5

Description:
Families with children ages 2-5 are potential and eligible clients for multiple services
CAPCA offers. According to the United States Census report from 2019, approximately 34
million people were in poverty. From that 34 million people, the CBPP reported that 24
million adults said they had an inadequate amount of food due to not being able to afford it;
16 million adults living with children reported not having enough money to afford food. The
CBPP reported also 13 million people live in rental housing, and from that one in five renters
are not caught up on rent.
Rationale:
This is at the core of the mission CAPCA serves, and they have the most need for benefit
from offered services.
Current Relationship: Minimal

The relationship is minimal if they are not CAPCA clients yet. They do not want to ask
for help, but we want them to ask for help to better the situation they are in. Current clients
may be receiving some services but not all they are eligible for.
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Influencers: Family, friends, churches, schools, social media/TV, peers
Self-Interests: Basic needs (food, rent and utility assistance, child care), pride,
self-respect and dignity
Research Objectives:
• To determine the reasons people do not utilize CAPCA’s services.
• To identify to what extent each service offered is being used.
• To determine any obstacles in receiving services.
Research Method
• Print out survey questionnaires located in Appendix C.
• Distribute questionnaires to current clients as they come to CAPCA to receive
their service(s).
• Aim to get 75-100 completed surveys to have a strong number of respondents relative
to the total number of clients you serve currently.
• Examine these results and utilize them to make suggestions to improve
communications at CAPCA.
Target Audience 2: People Experiencing Poverty Due

to the Pandemic
Description:
In the early stages of the coronavirus pandemic, unemployment rates
skyrocketed. The unemployment rate by May 2021 is estimated to be upwards
of 16%.
Even those who maintained employment often had reduced hours or
had to adapt to new working conditions. As a result of the past year, many
Arkansans have experienced poverty for the first time in their lives. They are
unable to pay rent and buy the necessities they need. This is a new
demographic that would be eligible to receive aid from CAPCA.
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Rationale:
CAPCA’s long-term mission is to end extreme poverty in Central Arkansas. The
global pandemic led to a rapid increase in poverty all throughout Arkansas. Catering to
this audience is important because of the timeliness and urgency of these global events.
Current Relationship: Low

Since this target audience is a direct result of recent world events, they may have
no experience with organizations like CAPCA. They may not even know CAPCA exists
or that their services could help them with things like paying rent, applying for jobs and
even home maintenance and care.
Influencers: Federal and local governments, friends and family

• Government regulations can impact various job industries, which impacts their ability
to work. Government aid, or lack thereof, also has a strong influence on the decisions
they make.
Self-Interests: Basic needs (food, rent and utility assistance), health and safety and a
sense of normalcy
• To identify other Covid relief services in Central Arkansas.
• To determine awareness levels of CAPCA’s services related to assistance for
the unemployed.
Research Method:
• Print out survey questionnaires in Appendix D.
• Distribute surveys at local unemployment offices and food pantries.
• Aim to get 400 completed surveys back to obtain an
adequate sample size.
• Examine these results and utilize them to make suggestions to
improve communications at CAPCA.
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Target Audience 3 - Individuals Who Are Shelter-
and/or Employment-Insecure
Description
This involves people who do not have a stable income. They are struggling with
keeping or getting a job or just not making enough money to sustain themselves. Also, they
are not able to properly provide for themselves and the needs of their household. Helping
people with these kinds of needs is one of the core focal areas of CAPCA.
Rationale:
Providing services to people like this is the basis of what CAPCA is all about.
Current Relationship: High

This is a good portion of CAPCA’s client base, but they could reach more of those
who qualify for and need services.
Influencers: Friends, family, social media, schools, churches
Self-Interests: Basic needs (food, everyday household items, etc.), pride, fear
of embarrassment
• To determine what is stopping people from using the services and how to remove those
barriers
• To figure out how many more people need help but aren’t asking for
services.
• To pinpoint what will get more people to use the services CAPCA offers.
Research Method:
• Print out survey questionnaires located in Appendix E.
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• Distribute them to recurring and one-time clients.
• Aim to get 75-100 completed surveys to have a strong number of respondents relative
to the total number of clients you serve currently.
• Examine these results and utilize them to make suggestions to improve communications
at CAPCA.
Target Audience 4 - Empty Nesters

Description:
Empty nesters are potential donors and volunteers for CAPCA. Empty nesters are
adults whose children have grown up and moved out. They have a lot more free time and
a need to nurture and take care of someone. It is a way for them to help the less fortunate
and give back to their community.
Rationale:
This is a target audience for potential donors/volunteers because CAPCA needs
people to consistently donate their money and time.
Current Relationship: Low

This group is not a huge donor for time or money currently but could be persuaded
to become consistent volunteers and/or donors.
Influencers: Friends, peers, other local organizations, other empty nesters
Self-Interests: A way to focus their time, social status, helping others/families and giving
back to those less fortunate
• To determine the reason for low awareness in the community among empty nesters.
• To identify ways to promote awareness and bring in more
donors/volunteers among empty nesters.
Research Method:
• Hold focus groups including empty nesters.
• Ask list of questions found in Appendix F.
• Aim to complete three or more successful focus groups.
• Examine the results and determine the steps to take to gain
more awareness with empty nesters and get more volunteers.
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Target Audience 5: Local Businesses
Description:
Local businesses in Faulkner and surrounding counties such as Conway Corporation
who can assist eligible households with their utility bills. Local businesses may be small, but
their giving has a big impact on the community.
Rationale:
Local businesses are a target audience because CAPCA relies on their services to
facilitate the clients’ needs. CAPCA believes in order for citizens to succeed, they need an
opportunity to have essential services such as electricity, water and internet, which
businesses like Conway Corporation provide. Other local businesses do not provide services
directly, however, with their donations they are able to keep these services up and running
for the clients.
Current Relationship: Moderate

Conway Corporation Funds is an existing program that shows a strong relationship
with CAPCA. Their services are reserved for households with
vulnerable members, since there is limited funding. CAPCA describes vulnerable members as
the elderly, disabled people, children under the age of five, and people that require
electricity for medical purposes. These funds may also be used for homeless members who
are struggling with obtaining a permanent shelter. Other local businesses are able to
provide funding/donations for the different programs and services CAPCA offers. In-kind
and monetary donations are always appreciated.
Influencers: Social media, television advertisements, family, schools, peers,

other businesses, marketing opportunities, fiscal rewards
Self-Interests: Essential needs (water, electricity, wifi), protection,

entertainment, education and communication
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• To identify which services/programs are being funded more over others.
• To measure how much more each business can assist.
• To pinpoint the reasons why specific services/programs are receiving more aid.
Research Method:
• Print out survey questionnaires located in Appendix G.
• Distribute them to current local donors and funders.
• Aim to get 5 or more completed surveys to have a strong number of respondents
relative to the total number of local donors/funders in Faulkner County.
• Examine the results and utilize them to make suggestions to improve
communications at CAPCA.
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Campaign Planning Report
This milestone is about creating cohesive outcomes and messaging for our group’s
proposal. Creating a tagline inspired by CAPCA’s existing mission statement and goals gives
us a point of reference from which to unify and inspire our goals and objectives. In this
milestone we also create specific objectives and messaging for each target audience. This
serves as the foundation for the tactics we create and recommend to our client. Our
campaign will begin on June 1, 2021, and end on July 31, 2022, lasting 14 months.
Campaign Goals
• Goal 1: To increase awareness of CAPCA’s services to audiences who qualify for them by
July 31, 2022.
• Goal 2: To obtain a 30% increase in new donor money by July 31, 2022.
Campaign Theme
Create opportunity in your community.
Our tagline is a call to action not only related to the services CAPCA provides, but
to those who have the potential to give in-kind donations. One of the great things about
CAPCA is they serve many different counties and communities throughout Central
Arkansas. This tagline appeals to the individuality of these counties.
It works as an appeal to donors, because it frames them as an influential
person who has the power to make a difference in the community. This may
engage their sense of personal pride and also appeal to their love for the
community they are a part of.
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When it comes to the communities CAPCA serves, a recurring issue our group
identified is a hesitation to ask for help. Those who are in extreme poverty in Arkansas tend
to be prideful and resistant to assistance even if they know it is available. We believe this
tagline can potentially combat this issue, framing the services CAPCA provides as helping
these individuals to make a positive impact in their own lives and their community.

Campaign Objective 1: To increase awareness of the Head Start program among families
with children ages two to five to 70% by July 31, 2022.
Message 1: “Wow! I did not know that Head Start was an available preschool program
where I can enroll my child.”
Campaign Objective 2: To increase the enrollment of Head Start by 25-50 children by

July 31, 2022.
Message 2: “I will enroll my child at Head Start because they are getting a quality
education that compares to other private preschool programs in the area.”
Target Audience 2: People Experiencing Poverty Due to the Pandemic

Campaign Objective 1: To increase awareness of CAPCA’s essential rent, utility and food
assistance programs among this audience to 50% by July 31, 2022.
Message 1: “CAPCA can help me get back on my feet.”
Campaign Objective 2: To gain 100 new food pantry patrons or rent

assistance sign ups by July 31, 2022.
Message 2: “These resources are here for me, and I am not afraid to
ask for help.”
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Target Audience 3: Individuals Who Are Shelter-
Campaign Objective 1: To obtain 50 new clients who use necessary services by
July 31, 2022.
Message 1: “This is a place that can really help me and assist me in reaching my goals and
desire to become self-sufficient.”
Campaign Objective 2: To have at least 20-25 clients refer a new client/recommend

CACPA to someone they know who is eligible by July 31, 2022.
Message 2: “CACPA is somewhere I would like my friends/family/acquaintances to visit. I

have to let them know about it and get them to go.”
Target Audience 4: Empty Nesters

Campaign Objective 1: To increase awareness among empty nesters to 50% by
July 31, 2022.
Message 1: “I had no idea there was a place to help right in my own neighborhood.”
Campaign Objective 2: To obtain 35 new volunteers by July 31, 2022.
Message 2: “I heard about CAPCA through another empty nester, and I want
to donate my time too!”
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Campaign Objective 1: To achieve 50% awareness of CAPCA among local businesses
by July 31, 2022.
Message 1: “I was not aware of CAPCA; now that I know of them I would like to help the
community have a better future.”
Campaign Objective 2: To increase $2,000 in new monetary donations from local

businesses and 20% of in-kind donations by July 31, 2022.
Message 2: “I heard from another local bank that they donate to CAPCA; I looked into this
organization, and I want to help too.”
PR Strategy Categories and Definitions*

Strategies – the overall concept, approach, or general plan for the campaign designed to
achieve the objectives. Frequently associated with channels of communication, the broad
categories of communication methods to be used.
Mass media strategies/channels – broad dissemination of messages through traditional

print and electronic media, including newspapers, magazines, radio, and television.
Media relations – earning traditional media coverage through gaining the

attention of media gatekeepers by disseminating newsworthy information.
Content is considered uncontrolled but generally more credible because third parties decide
what is included.
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Institutional advertising – paying for messages to be placed in traditional
media with a focus on overall brand/image/reputation. (Content is considered controlled
and thus less credible because it appears exactly as the sponsor intends.)
Digital media strategies/channels – broad or niched dissemination of messages

through online channels.
Blogs – websites hosted by an individual or organization with entries listed in

reverse chronological order, usually with the ability for others to subscribe, share, and post
comments (e.g., WordPress is a common blog-hosting platform)
Media sharing sites – websites that enable users to share digital content,
including images, music, and video (e.g., Instagram, Pinterest, and YouTube).
Podcasts – websites that enable users to download digital content in audio

and/or video format.
Social networking sites – websites hosted by an individual or organization that

enable users to interact with other users in the form of “friends” or “followers,”
(e.g., Facebook, Twitter).
Direct communication strategies/channels – other means of reaching target

audiences directly, without the use of traditional or digital media third parties.
Special events – gathering people together for a purpose,

including celebration, education, promotion, and reunion.
Sponsorships – a relationship in which individuals or organizations supply

money and/or resources to support a program or event, usually in
exchange for public recognition of the donation.
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Internal relations – managing relationships with internal publics, including
employees, volunteers, and board members.
In-person communication – delivering messages face-to-face, including

one-on-one (e.g., over lunch or coffee), one-to-few (e.g., town hall meeting),
and one-to-many (e.g., public presentations).
Collateral materials – print items and merchandise that support the promotion of
an organization, program, or event. (e.g., brochures, t-shirts).
* All definitions were developed by Dr. Amy Hawkins based on broadly agreed upon
characterizations of communication-related strategies.
As we continued to develop our campaign, we used these three types of strategies to

create specific tactics to achieve the objectives created in this section. This section serves as a
foundation that becomes much more detailed and concrete in the tactics plan.
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Campaign Tactics and
Logistics Plan
Now that we have established the objectives and messages for our particular
audiences, this section shares tactics tailored to the campaign’s desired outcomes. Not only
are there tactics for the overall campaign, but ones for each individual audience and its
objectives. Each tactic has been carefully chosen to ensure the maximum amount of
effectiveness for the campaign, which begins on June 1, 2021, and ends on July 30, 2021.
Overall Campaign Goals
Goal 1: To increase awareness of CAPCA’s services to audiences who qualify for them
by July 31, 2022.
Goal 2: To obtain a 30% increase in new donor money by July 31, 2022.
Tactic 1: Complete website redesign.
Rationale: Updating CAPCA’s website to condense the drop-down tabs, update their
mission statement and other important information to increase their awareness and
website traffic is underway and should be completed by this campaign’s start date,
June 1, 2021.
Implementation Plan:
• Create an organized list for all programs and services CAPCA offers and make sure
they are all represented on the new website.
• Assign staff members to keep information updated regularly and presented
in an organized manner.
Timeline: Immediate
Budget: $0
Staffing: The office manager will be in charge of redesigning
the website.
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Tactic 2: Update CAPCA’s social media platforms.
Rationale: Currently, the Facebook header and many of the posts on both Facebook and
Instagram do not fit the logo color scheme and design. The posts have lots of different fonts,
colors and formats that do not create a cohesive-looking social media platform. Updating
the color scheme and post styles will improve CAPCA’s social media presence and increase
traffic on Facebook and Instagram.
• Create a cohesive color scheme consistent with the current logo.
• Update biographical information on Facebook and Instagram.
• Update profile and header images on Facebook and Instagram.
• Update Instagram Story highlight covers to match the color scheme.
Timeline: Immediate
Budget: $0
Staffing: The office manager will be in charge of these social media updates.
Tactic 3: Schedule a magazine interview with the CAPCA director.

Rationale: Local magazines can be found in businesses of all types around town that are
read by people who encompass all of the audiences CAPCA is aiming to reach.
• Get in contact with a writer from one of the local magazines (e.g., 501 Life or
Women’s Inc.) to schedule an interview.
• Release the interview during the summer months when people have the most time for
leisurely reading.
• Monitor and record the amounts of clients, donors, volunteers and donations that are
brought in as a result of the interview.
Timeline: Schedule the interview to be released in the June, July or

August issue when people have more time for leisurely reading.
Budget: $0
Staffing: The office manager will be placed in charge of scheduling
the interview.
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Tactic 4: Implement a Box Top drop-off location.
Rationale: Box Tops are located on common household items found in households
across all CAPCA audiences that can be returned to the CAPCA office to be turned into
monetary donations. People are more inclined to help out when it is at no extra
cost to them.
• Create a location that the Box Tops can be returned to CAPCA.
• Create a social media post sharing the details of the Box Top drive and where they
can be returned at the CAPCA facility.
• Include a description in the food boxes that are sent to clients through the Food
Pantry and the Student Market to share with current clients that items in their boxes
contain Box Tops and can be returned.
Timeline: The Box Top drive should be implemented immediately and continue
through the end of the campaign on July 31, 2022.
Budget: $0
Staffing: An office assistant will be in charge of collecting the Box Tops and keeping
them in a central location until they are ready to be redeemed for a monetary return.
Tactic 5: Begin an Amazon Smile program.

Rationale: Amazon is a giant retailer that multiple audiences use. The Amazon Smile
account allows them to shop Amazon through a link that is attached to
CAPCA, and a portion of the sales from the site are donated to CAPCA.
People are more likely to shop through the link because it is at no extra cost
to them and is seen as an indirect donation to CAPCA.
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• Register CAPCA for an Amazon Smile account.
• Create a post on social media sharing the link and how it works.
• Share the link on CAPCA’s website where it is easily accessible.
Timeline: The account should be created immediately and continue through the end of
the campaign on July 31, 2022.
Budget: $0
Staffing: The office manager will be in charge of creating the account and sharing
periodically on the website and through social media.

Objective 1: To increase awareness of the Head Start program among families with
children ages two to five to 70% by July 31, 2022.
Tactic 6: Create a pamphlet and display them in

pediatric health centers.
Rationale: Parents take their children to pediatric health centers for checkups and
other visits that may arise if a child needs medical attention. Reading material in the
waiting rooms of these centers are related to children, and this would be a prime spot to
share Head Start with parents who may not know it is an option. Parents are looking for
new, interesting material to read while waiting, and an eye-catching design would create
curiosity in what Head Start is and what it has to offer.
• See Appendix H for an example of a pamphlet that informs parents about Head Start.
• Disperse the pamphlets among local pediatric doctors and dentists offices.
• Monitor how many pamphlets are in the waiting rooms at the end of each month to see
if they need to be replaced.
Timeline: The pamphlets should be dispersed for the months June

through August of 2021.
Budget: $36.00
Staffing: The early childhood director will be in charge of creating
an informational pamphlet and monitoring for if and when more
pamphlets need to be sent to the location.
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Tactic 7: Create a flyer and disperse at local churches
in the nursery and preschool classes.
Rationale: Parents at church are given access to flyers related to their children’s needs.
• See Appendix I for a flyer sharing the information a parent would need to know
about Head Start.
• Disperse the flyer among nurseries and preschools at local churches.
• Monitor how many flyers are available at the churches at the end of each month to
see if they need to be replaced.
Timeline: The flyers should be dispersed for the months of June through August 2021.
Budget: $60
Staffing: The early childhood director will be in charge of creating an informational flyer
and monitoring for if and when more flyers need to be sent to the locations.
Tactic 8: Create a flyer and hang them up at local parks.

Rationale: Parents take their children to local parks to play and are likely to see flyers
that pertain to opportunities for their children.
• See Appendix I for a flyer sharing the information a parent would need to know
about Head Start.
• See Appendix I for a list of local parks that flyers can be dispersed among.
• Monitor how many flyers are available at the parks at the end of each
month to see if they need to be replaced.
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Timeline: The flyer should be dispersed for the months June through August 2021.
Budget: $36.00
Staffing: The early childhood director will be in charge of creating an informational flyer
and monitoring for if and when more flyers need to be sent to each location.
Tactic 9: Participate in local events like Fall Festivals,

Trunk-or-Treats and Christmas parades to pass out candy,
stickers or small cards with the Head Start logo.
Rationale: Parents bring their children to community events that are free and are
likely to inquire about an opportunity that their children can benefit from if they see them
involved in the community.
• Create a list of all community events throughout the year that CAPCA can
participate in.
• See Appendix J for a sticker that can be passed out with candy and an info card
about Head Start.
• Continue to find ways to be involved in the community where both parents and
children can gain an awareness and understanding of what CAPCA is.
Timeline: Community events should be scheduled for October through

December of 2021.
Budget: $338.76
Staffing: The early childhood director will be in charge of selecting community holiday
events to participate in.
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Objective 2: To increase the enrollment of Head Start by 25-50 children by July 31, 2022.
Tactic 10: Create an interest post on Facebook to share what

Head Start is and where to find more information.
Rationale: Parents turn to Facebook for information and advice when it comes to their
children, and an interesting post can be shared with others who ask about information
related to Head Start.
• Create an initial post on Facebook that shares information about Head Start.
• Create a series of follow-up posts that share more detailed information about Head
Start that parents would need to know when enrolling their child, including what the
facility is like and the curriculum the children follow.
• Respond to every comment and message on the posts to move the parents into a
direct message to be intentional and share information regarding Head Start.
Timeline: Posts on Facebook should be shared during July and August 2021.
Budget: $0
Staffing: The early childhood director and office manager will work together to ensure
the brand messaging is consistent, and Head Start information is current and correct.
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Tactic 11: Host an open house event where potential parents can see
the Head Start facility and what their child would
experience and learn while at school.
Rationale: Parents are more likely to enroll their child at a child care facility when
they can see where their child will be and what kind of care they will be receiving.
• Set a date or dates where parents can walk through the Head Start facility, following
COVID guidelines if still necessary.
• Have a meet and greet with the staff who will be working with the children.
• Display different activities the children will participate in while enrolled at Head Start.
• Have a table set up where parents can enroll their children while they are at the open
house.
Timeline: Open house events should be scheduled for July and August 2021.
Budget: $36.00
Staffing: The early childhood director will arrange open house events.
Tactic 12: Create an infographic that is displayed at WIC offices.

Rationale: Parents in poverty often receive assistance from WIC and are open to other
assistance opportunities they qualify for.
• See Appendix K for an example of a pamphlet that informs parents about Head Start.
• Disperse them at local WIC offices for parents to read and pick up.
• Monitor how many infographics are available at the offices at the end of each month
to see if they need to be replaced.
Timeline: The pamphlet should be dispersed for the months of June through
August 2021.
Budget: $36.00
Staffing: The early childhood director will create an infographic
and monitor if and when more need to be sent to the offices.
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Tactic 13: Create and post an infographic
at local Boys & Girls Clubs.
Rationale: Children who are in poverty are sometimes enrolled at Boys & Girls Clubs,
and parents are likely to look for child care opportunities for younger siblings.
• See Appendix K for an example of an infographic that informs parents about
Head Start.
• Monitor how many infographics are available at the Boys & Girls Clubs at the end of
each month to see if they need to be replaced.
Timeline: The infographic should be dispersed for the months of June through
August 2021.
Budget: $36.00
Staffing: The early childhood director will disperse the infographic and monitor if and
when more need to be sent to the clubs.
Target Audience 2: People Experiencing Poverty

Due to the Pandemic
Objective 1: To increase awareness of CAPCA’s essential rent, utility and food
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Tactic 14: Partner with local rental and apartment companies
to hand out pamphlets about rent assistance programs.
Rationale: People experiencing pandemic-related poverty may have never had to
seek rental assistance before. Landlords who provide this information not only help their
tenants but ensure they are paid the rent they are owed for that month.
• Create a pamphlet detailing the rent assistance program with information about
how to enroll in the program. See Appendix L for example pamphlets.
• Reach out to apartment owners and landlords in lower-income areas.
• Give those pamphlets to the landlords and ask them to distribute them to
tenants in need.
• See Appendix L for list of local apartment complexes.
Timeline: August 2021

Budget: $36.00
Staffing: The community programs director will be in charge of delegating this tactic.
Tactic 15: Advertise with flyers at unemployment offices.

Rationale: People who are experiencing poverty because of the pandemic are likely
experiencing issues with job loss. They are likely to visit the unemployment office or their
website, so this is a great place to reach out to them.
• Create a flyer advertising CAPCA’s employment assistance program.
• Make digital copies and physical prints for unemployment offices to distribute.
• See Appendix M for examle flyers.
Timeline: July 2021

Budget: $153.50
Staffing: The community programs director will be in charge of
delegating this tactic.
Objective 2: To gain 100 new food pantry patrons or rent assistance

sign ups by July 31, 2022.
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Tactic 16: Partner with Conway Corporation to do
a utility assistance sign-up drive.
Rationale: Conway Corp has a monopoly on utilities in Conway. Almost every citizen uses
their services, so partnering with them to help those showing extreme need could reach
many in our target audience.
• Contact Conway Corp about a partnership for an event.
• Create a booth outside of their building with sign-up sheets and information regarding
the utility assistance program.
• Advertise on CAPCA and Conway Corp’s social media about the event.
Timeline: September 2021

Budget: $0
Staffing: The community programs director will be in charge of delegating this tactic.
Tactic 17: Create a Facebook sign-up campaign.

Rationale: Even though this target audience may be experiencing poverty, it is likely
that they still have a smart phone with Facebook access. This audience is likely to share or
see a post that someone else has shared about CAPCA’s programs.
• Create posts that detail these programs and have a link to sign up.
• Include a form for potential clients to sign up for programs that
they qualify for.
• Post them on Facebook with a caption encouraging people to share the
posts with their friends with a saying like “You never know who could
be in need.”
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Timeline: June 2021
Budget: $0
Staffing: The office manager will work in tandem with the community
programs director to execute this tactic.
Tactic 18: Set up a grocery store sign-up table.

Rationale: Everyone has to buy food for themselves and their families, so this is a great
place to encounter a large amount of people who may qualify for these services.
Specifically targeting lower-income areas or stores that offer more value products will
narrow down this target audience further. Getting them to sign up with an email allows
for future communication that will encourage them to sign up for these programs.
• Set up a table outside of grocery stores like Walmart and Dollar General.
• Have clipboards with email sign up sheets.
• Ask people to sign up and indicate services they may be interested in.
• Follow up by emailing them specific information about who qualifies for each service
and links to sign up.
Timeline: June 2021

Budget: $0
Staffing: The community programs director will be in charge of this tactic.

Objective 1: To obtain 50 new clients who use necessary services by July 31, 2022.
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Tactic 19: Host a BBQ to preview CAPCA services for
potential new clients in the community.
Rationale: Through an event potential clients can easily learn about the services
CAPCA offers while receiving a meal without the commitment or anxiety of going
by themselves.
• Host a BBQ open and free to the public for a four-hour time frame.
• See Appendix N for an example of a BBQ event social media post and flyer.
• Have it catered by Whole Hog.
• Hold a silent auction.
• Provide pamphlets with necessary information about CAPCA.
• Give them to go bags if there are leftovers at the end of the event.
Timeline: July 2021

Budget: $403.10
Staffing: The community programs director will be in charge of this tactic.
Tactic 20: Distribute brochures and flyers at public libraries.

Rationale: The library is where this audience often goes to use computers and just to
spend time, so it is a high probability that they would see these informative materials.
• See Appendix O for a flyer with service information and contact
information.
• Place them outside and inside the library (focus on computer area).
Timeline: June 2021

Budget: $36
Staffing: The office manager will be responsible for this tactic.
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Objective 2: To have at least 20-25 clients refer a new client/recommend CAPCA
to someone they know who is eligible by July 31, 2022.
Tactic 21: Solicit Facebook or blog testimonials/client reviews.

Rationale: This is a way that people will trust what is said about CAPCA because people
trust their peers, and it is believed that one only takes the time to post something positive
about a service if that service is really good, and they think others should go there.
• Ask people when leaving a CAPCA facility if they could post about CAPCA and provide
them with tag material, like their @ handle and different hashtags.
• Repost and/or like these posts and reviews.
Timeline: June 2021-July 2022

Budget: $0
Tactic 22: Host a bring-a-friend event where

special offers are provided.
Rationale: This will motivate people to want to bring someone else in need, and in turn
that new client will not only help a friend but learn about services that could
further assist them.
• Inform people about it at least two to three weeks before, so they have time to find and
invite someone to come with them.
• See Appendix P for an example of social media post content.
• Have someone on staff confirm they are a new visiter.
• Provide them with all the information CAPCA would give a new client.
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Timeline: August 1, 2021- December 31, 2021
Budget: $0

Objective 1: To increase awareness among empty nesters to 50% by July 31, 2022
Tactic 23: Post flyers/brochures at local

workout studios and gyms.
Rationale: This tactic would be beneficial because empty nesters often go to local
exercise studios such as BURN Studio, Planet Fitness and Conway Regional Fitness
Center. If there were flyers or a brochure there to get their attention, they would learn
more about CAPCA.
• See Appendix Q for flyer/brochure that is informative yet to the point.
• Make sure to gain permission to leave them in a place where they will be seen and to
restock them monthly.
Timeline: August 2021

Budget: $36
Staffing: The office manager will carry out this tactic.
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Tactic 24: Hold a silent auction at CAPCA BBQ.
Rationale: This tactic would be beneficial because adding an extra event to the BBQ
would bring in more people. If CAPCA had a table of things where the proceeds would
go to them, the empty nesters could learn about them and depending on the item being
auctioned, they would feel good about donating the money. Also, whoever receives the
items at the auction would remember CAPCA.
• Assemble a table of items for the silent auction with a local Arkansas theme.
Timeline: July 2021

Budget: $0
Staffing: The office manager would be in charge of this tactic.
Tactic 25: Host a booth at Toad Suck Daze and Dazzle Daze.
Rationale: This tactic would be beneficial to raise more awareness among empty
nesters because there would be someone who works at CAPCA there to talk about it.
There would be something eye catching about the table and a unique item to get
empty nesters’ attention specifically.
• Set up a table at the event with flyers and a banner.
• Have activities for kids such as face painting.
• Use a sign-up sheet for adults to get their newsletter/donation information.
Timeline: September 2021 and May 2022

Budget: $0
Staffing: The office manager will be in charge of this tactic.
Objective 2: To obtain 35 new volunteers by July 31, 2022.
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Tactic 26: Host a display at UCA Bear Facts Days.
Rationale: This tactic would be good for CAPCA because empty nesters are often
sending their kids off to college. A lot of families in Conway send their kids to UCA. The
parents of these new college students will attend Bear Facts Days with them, and that is
an opportunity to get empty nesters’ attention about a volunteer opportunity while they
are not having to take care of their kids anymore.
• Set up a table at each event.
• Distribute flyers/brochures. See Appendix R.
• Have a volunteer sign-up sheet and newsletter sign-up sheet.
Timeline: There are multiple Bear Facts Days held throughout the year.
Budget: $36
Staffing: The office manager will be in charge of this event.
Tactic 27: Host a UCA homecoming tent during

tailgating before the football game.
Rationale: This tactic would be beneficial to CAPCA because empty nesters, especially
ones who went to UCA with kids there, will go to homecoming. It is a big event for the
school, and if there was a CAPCA tent with games, this could raise awareness and get
more volunteers.
• Pitch a tent during tailgating at homecoming in a prime location.
• Set up corn hole game to attract people.
• Post a CAPCA volunteer to recruit empty nesters.
• Use signs and sign-up sheets for new volunteers.
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Timeline: October or November 2021
Budget: $352.74
Staffing: The office manager will handle this tactic.

Objective 1: To achieve 50% awareness of CAPCA among local businesses
by July 31, 2022.
Tactic 28: Place the logos of local businesses

on CAPCA’s website.
Rationale: This tactic would be beneficial because when potential donors/funders look
at CAPCA’s website, they can picture how their business logo would appear on there.
This would be a win-win situation. CAPCA would receive more donations and
awareness, and the local businesses would be promoting their image off of the website.
• Ask for high-definition logos of current local businesses that support CAPCA.
• Include these in a separate menu on CAPCA’s website.
• Monitor how many clicks that tab gets.
• Change the location of logos or try a different size if the tactic does not
work properly.
Timeline: Immediate
Budget: $0
Staffing: The technology manager or assistant can be in charge of placing the logos of
local businesses on the website.
Tactic 29: Print the logos of local businesses on t-shirts

or other promotional items.
Rationale: This tactic would attract the attention of other local
businesses when they see logos on t-shirts and other items that could
be easily given out, such as backpacks, hats and water bottles. This
would have a similar impact as having a logo on a website; both
organizations would benefit greatly from it.
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• Purchase items that can be easily given away.
• Put logos on these items.
• Create small care packages including these items.
• Give these packages out to current clients or people who need them.
• Record the total of items given out and if people come back for more.
Timeline: This tactic will be implemented immediately and repeated as many times
as possible throughout the year.
Budget: $240
Staffing: An office manager or assistant will be in charge of placing the logos on the
t-shirts and have them printed and sent.
Tactic 30: Host CAPCA Color Run.

Rationale: This tactic could be a great way to create awareness among local businesses
and other audiences who may want to help this organization as well. A Color Run is a
common tactic; we thought it would attract people because races like this are known to
be fun and to bring the community together. Every mile the participants are splashed
with colored powder, with the purpose of finishing the race as colorful as possible. We
suggest this race take place around the UCA campus because it is safe and can be closed
on a weekend without affecting many people.
• See Appendix S for an example of a flyer that can be used to advertise the race.
• Find sponsors to cover the cost to host the event.
• Find a date and location that would work for the color run.
• Advertise the race.
• Prepare every mile station for the day of the race.
• Record total number of entries sold and how much money the
extra stations raised.
• Analyze if the tactic was effective enough to repeat in
following years.
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Timeline: The color run would have to take place during September because
of weather restrictions the rest of the year.
Budget: $392.80
Staffing: The executive director of CAPCA would have to approve of this event, as well
as overseeing the creation of the race.
Objective 2: To increase $2,000 in new monetary donations from local businesses and
20% of in-kind donations by July 31, 2022.
Tactic 31: Send a newsletter to all donors/funders.

Rationale: This tactic would be beneficial because by sending donors and funders a
newsletter including where their money is being applied to, you show them that it is
being put to good use, which creates trust. These newsletters could include various
messages, such as the organization’s achievements, so the donors feel inspired in a way to
give more and push to be more successful. Other messages can be statistics or statements
that reinforce the difference those donations make in the community.
• Make a draft of the newsletter.
• Decide if this will be a quarterly or monthly occurrence.
• Plan to send it out via email at a specific day and time; be consistent.
• Record if there are any responses or differences in donor/funder behavior.
Timeline: For this tactic we decided to send out the newsletter in November because
people tend to associate this month with thankfulness; the newsletter is another way of
saying thank you to donors.
Budget: $0
Staffing: An office assistant can be in charge of creating these newsletters and sending
them to each individual donor.
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Tactic 32: Send out personalized thank you
and holiday cards.
Rationale: This tactic we believe would make a difference in the amount of
monetary donations CAPCA receives because this creates a spotlight on the certain
donor or funder. This spotlight effect is the key to a long-lasting relationship with these local
businesses; the cards could include achievements CAPCA and the business have reached
together. The unique part of this tactic is that some of these cards can be made by the
Head Start kids or other clients who use their services so it feels more personal.
• See Appendix T for an example of a thank you card that will be sent to donors/funders.
• Plan a day to gather interested clients and the Head Start kids.
• Explain the activity to the volunteers; let them know the cards will reach donors
and funders.
• Dedicate a day or two to review the cards.
• Thank the volunteers for their help.
• Arrange a day to send them out.
• Record how many cards are sent out and how many responses you get.
Timeline: The thank you cards will be sent out during November, December
and February.
Budget: $94.84
Staffing: An office assistant can be in charge of coordinating a day to make the
cards and sending them once they are done. With the help of the Head Start
early childhood director, the cards would have the drawings of the
children on them.
It is imperative to the campaign that each and every tactic is given the
right amount of effort if they are to work. While each tactic may not cost as
much as another, that does not make it any less important or effective.
We believe these tactics will be the most helpful in achieving
our campaign goals and objectives.
51
Proposed Evaluation Plan
This evaluation plan will outline how we plan to measure the success of our
campaign. After all tactics have been executed, you will be able to evaluate their
effectiveness in achieving each objective. You will use benchmarks from our campaign
planning report to compare awareness, attitude and action changes made by our
target audiences.
Goal 1: To increase awareness of CAPCA’s services to audiences who qualify for them by
July 31, 2022.
Evaluation: Create a “how did you hear about us” section on every form that clients
fill out.
Rationale: With this information we can determine if our awareness tactics had an
impact on gaining new clients.
Goal 2: To obtain a 30% increase in new donor money by July 31, 2022.
Evaluation: Measure how much donor money was received from June 2020 to July 2021
and compare that to the amount of donor money after our campaign is complete.
Rationale: If the 2022 amount is 30% greater than the 2020 amount, the objective was
met.

Campaign Objective 1: To increase awareness of the Head Start program among
families with children ages two to five to 70% by July 31, 2022.
52
Evaluation: Distribute questionnaires to a sample of parents with children ages two to
five and analyze the differences in results.
Rationale: The baseline of awareness was determined by questionnaires, so redistribute

them and analyze the growth in awareness of Head Start from their responses.
Campaign Objective 2: To increase the enrollment of Head Start by 25-50 children by

July 31, 2022.
Evaluation: Count the number of students enrolled in Head Start and compare that to
the year before enrollment numbers.
Rationale: Counting the number of students enrolled allows for distinction of how many
more were enrolled in the 2021-22 school year than the year before. If there are 25-50 new
students, we will know the campaign was successful.
Target Audience 2: People Experiencing Poverty

Due to the Pandemic
Campaign Objective 1: To increase awareness of CAPCA’s essential rent, utility and food
Evaluation: Distribute surveys to determine if new clients from this audience

found out about rent, utility and food pantry services via campaign tactics.
Rationale: If these new clients found out about CAPCA’s food pantry or rent
assistance programs via our campaign, it will be considered effective.
53
Campaign Objective 2: To gain 100 new food pantry patrons or rent assistance sign ups by
July 31, 2022.
Evaluation: Make note of the previous calendar year’s sign ups and compare it to the
number of sign ups after the campaign is complete.
Rationale: If there are over 100 new sign ups, the campaign can be considered effective.

Campaign Objective 1: To obtain 50 new clients who use necessary services by July 31,
2022.
Evaluation: Determine the number of new clients who came independently by contacting
the office manager.
Rationale: This number will let CAPCA know if their client volume has increased.
Campaign Objective 2: To have at least 20-25 clients refer a new client/recommend

CACPA to someone they know who is eligible by July 31, 2022.
Evaluation: Determine the number of new clients that came in with a pre-existing client by
counting how many people participated in the bring-a-friend event by contacting the office
manager.
Rationale: This number will let CAPCA know if their client volume has increased.

Campaign Objective 1: To increase awareness among empty
nesters to 50% by July 31, 2022.
Evaluation: Distribute questionnaires to potential volunteers or

target new empty nesters in the area.
54
Rationale: The questionnaires are measurable so therefore it will be easy to determine if
CAPCA has hit the target number.
Campaign Objective 2: To obtain 35 new volunteers by July 31, 2022.
Evaluation: Determine the amount of volunteers who are already involved in this target
audience by asking the office manager.
Rationale: Depending on the number of empty nester volunteers, CAPCA will be able to
work toward doubling that number.

Campaign Objective 1: To achieve 50% awareness of CAPCA among local businesses by
July 31, 2022.
Evaluation: Distribute questionnaires to current local businesses that support CAPCA;

study answers and if referral traffic has increased after a year.
Rationale: If there are at least half of the starting number of donors/funders, then the
campaign can be considered successful.
Campaign Objective 2: To increase $2,000 in new monetary donations from local

businesses and 20% of in-kind donations by July 31, 2022.
Evaluation: Measure the average gift amount of every donor/funder

received for one year and compare the same amount a year later to identify if
there has been an increase.
Rationale: If the monetary amount is going up, the tactics

implemented are effective.
Overall, this campaign will be evaluated based

on the success of each objective. Each evaluation tool is
specific to their respective objectives and will measure the
effectiveness of the campaign as a whole.
55
Appendix A:
Client Interview Report
During our client interview on Tuesday, February 2, 2021, with the Community
Action Program for Central Arkansas’ executive director, Jennifer Welter, she informed us
about the organization as a whole, what they do and how they started. Welter strives to
create a greater awareness of this organization and how they can help various
communities in Arkansas and select parishes in the bordering state of Louisiana. This
report focuses on what she would like to accomplish in regards to the organization’s goals
and objectives. Additionally, we describe who the campaign is meant to target and what
assumptions the organization makes about these target audiences. Then the various
themes and messages suggested by the client are analyzed and noted in detail. To finalize
the client interview report, we discuss ideas the interview generated concerning sources of
background research, such as how their programs vary depending on location. Overall,
the purpose of this report is to prepare our team for the tasks we will have to accomplish
later on during this project. We will next conduct background research on CAPCA itself
and the industry of community action agencies.
Campaign Goals and Objectives

During the interview, Welter talked about her possible goals and objectives for
CAPCA. Some goals she mentioned were increasing awareness, donations and volunteers.
CAPCA has been described by the community as the “best-kept secret” (21:28). Welter
said the main goal of winning as the most successful campaign would be one that
accomplishes increased awareness so the community action agencies can work themselves
“out of a job one day” (2:31). Welter talked about how increased donations and
volunteers fall under awareness. If they want to get those outcomes, then it all comes
back to awareness of CAPCA and community action agencies. After
raising awareness, the next goal is increasing donations.
56
There are different kinds of donations they get at CAPCA. They get “in-kind”
donations from the community. These donations can be money, but most of their in-kind
donations come from people volunteering their time. This is considered an in-kind
donation, according to Welter, “if it is something that we would spend federal dollars to pay
for” (6:59). CAPCA also gets government assistance. “Our Head Start programs, for instance,
one of those programs is $465,000 a year for just that one program” (6:38). This connects
to their last goal, increasing volunteers. If CAPCA has awareness and donors, they will get
more volunteers: “Donors want you to have volunteers, and I feel like if we had awareness,
we can bring in all of those pieces, so to me that’s definitely the knowledge of our programs
and engagement through in-kind volunteers or donations, all of those things, but that key
word I think comes back to awareness” (21:52). Welter mentioned that she loves the “people
helping people” program because she came to CAPCA as a volunteer.

Target Audiences
CAPCA’s target audiences are composed of different groups among Central
Arkansas residents. By analyzing the target audiences and the demographics as well as
socio- and psychographics, we can get a better understanding of who they are and what
motivates and influences them. The better understanding we have, the better we can plan
to reach each audience.
The first target audience are the clients CAPCA serves. Welter said in the interview,
“We want to reach our clients. We want them to know we are here and what services we
have” (25:39). For an organization that is in the business of helping others in need, those
individuals need to know what services they offer, so they can accept the help
to better their lives. Welter said that as human nature people are proud and do
not want to ask for help. When clients come in for services, Welter said it is CAP-
CA’s priority to make them feel welcome and empowered and proud to come to
CAPCA (24:36).
Once we know about the needs of the clients and their routines,
influences and values, we can start to analyze where and how to best
reach them for the optimal chance of exposure to create that
brand awareness.
57
Another target audience is volunteers. A nonprofit organization cannot survive
on the paid staff alone. With the large number of people in the community who are in
need of service(s) from CAPCA, it is not a single person’s job; it takes a community. Welter
said that a part of what volunteers need to understand is how crucial in-kind donations
are (25:50). CAPCA being funded by a match grant means the volunteers need to know
and understand how vital in-kind donations are to increase or maintain the amount the
grant is each year. Volunteers can do more for CAPCA than just giving their time; they
can serve in different ways among the organization. This is an aspect of awareness that
needs to be shared among volunteers. By knowing what counts as in-kind donations, we
can then strategize ways to use them in tactics on how to increase the number of
volunteers.
The last target audience is donors. This target audience can donate “their time,
their talents or their treasures any way around” (25:50). Donors are a vital part of
keeping CAPCA in a place where they can continue to help others in the community who
are in need of the services. Without donors, CAPCA would not be able to serve the
community in the way that it deserves to be served. Due to CAPCA being a partly
government-funded program, money for promotional and marketing tools is not in the
operating budget. Welter said they are pushing for more donors and donations and part
of that money could be put toward a campaign they can be proud of sharing (33:03).
Once we know what this target audience’s drive is and the different ways they can
donate, we can plan how to bring awareness to the needs for donors to help. With the
changes COVID brought, we can use this as a way to build relationships with the donors
and inform them of the ways they can still help.
Messages and Themes

Throughout the interview, Welter made it clear there were key messages that
CAPCA needed to prioritize. One message Welter focused on is that everyone is welcome
at CAPCA. Her main goal seemed to be to increase awareness of the programs CAPCA
funds and to let the community know those services are available to them. Welter and
CAPCA want the Central Arkansas community to feel comfortable reaching out to
CAPCA in times of need. This also goes with another theme that came up in the
interview, which was decreasing the stigma around asking for help.
58
Welter stated, “We are a proud people. It’s hard for us to ask for help... and when
people do come to us we want them to feel empowered and proud” (24:36). It can be
hard for those who are struggling to ask for help, but CAPCA wants their services to be
well utilized. Decreasing feelings of shame and embarrassment is key to increasing positive
awareness and action. CAPCA wants to let their clients know there is nothing wrong with
asking for help.
Another important message CAPCA wants to convey is the urgency surrounding

poverty in Central Arkansas. This is a societal issue that cannot just be ignored or pushed
off until a later date. The people in need of these services tend to have exhausted all
other resources. In some cases, the services CAPCA provides can be the difference between
life and death. A lot of the Central Arkansas community is ignorant of the increasing
poverty problem in their area, making it difficult for them to understand its urgency.
This is also an issue that can affect everyone. Welter wants to convey that many
people in Arkansas are much closer to desperation than they would like to believe. One
crisis, whether it be the pandemic, job loss or any other unforeseen situation, could lead to
poverty. Welter stated, “A lot of people look at the programs as handouts, but we think
of them as a hand up, like we’re reaching out to help pull you out of poverty and help
bring you to self sufficiency, so we want to give you that education piece attached to it”
(15:02). Having this fundamental awareness of poverty contributes to decreasing the
stigma around asking CAPCA for help in times of need. Instead of shaming their clients
for being in their situation, CAPCA seeks to empower their audience to seek the help
they need.
59
Background Research
CAPCA is a community action agency that is present in three counties in Arkansas:
Faulkner, Cleburne and White (4:02). It services its communities with programs to help
lift people out of poverty. These programs include Head Start for early childhood
education, migrant and seasonal Head Start, a food pantry, weatherization, utility
assistance and rental assistance (3:33). These programs appear in all locations with the
exception of the migrant and seasonal Head Start being prominent in more areas of
Arkansas and two parishes in Louisiana.
The obvious and most essential demographic include the adults and children of all
races and religions who are living below the poverty line or anyone who is in need of the
programs CAPCA provides. Their willingness to ask for help, however, is very low
especially in a region where pride is so important in society standards.
Another important demographic that needs to be sought out more is volunteers.

CAPCA is allowed to count any work that volunteers do that they would have otherwise
paid for as an in-kind donation (7:00). Regarding this demographic it seems that their
willingness is there, but they could simply be unaware of the opportunity CAPCA offers
them.
This preliminary interview report is designed to prepare our team for the tasks we
will have to accomplish later on during this project. The analysis of this interview allows
us and the other teams to find new research opportunities and find the areas we need
to work on the most for this campaign to be effective and tailored to the organization’s
needs and goals. This report will also lead us to new findings we may have missed during
the interview and help analyze all of the questions thoroughly.
60
Appendix B:
Secondary Research Summary
Industry Research
In order to effectively make suggestions for CAPCA, our group has conducted
comprehensive research on the industry and factors that make CAPCA possible and
necessary. This includes a deep dive into the history of legislation that allowed for
community action agencies, contemporary efforts to alleviate poverty and statistics on
poverty in Arkansas. All of this data will provide a framework from which we gained a
greater understanding of how CAPCA came to be and continues to operate.
The War on Poverty

The “war on poverty” is the name that was given to the legislation proposed by
President Johnson during his State of the Union Address in January of 1964; this was in
response to a national poverty rate of 19% (Wikipedia). Johnson’s speech led to Congress
passing the Economic Opportunity Act. The Economic Opportunity Act of 1964, “authorized
the formation of local Community Action Agencies,” as part of the War on Poverty. The
intended purpose of the Economic Opportunity Act is to “eliminate poverty, expand
educational opportunities, increase the safety net for the poor and unemployed and tend
to the health and financial needs of the elderly” (Wikipedia). President Johnson intended
for this to be a new course for the elimination of poverty in America.The
Economic Opportunity Act included 11 major programs (Wikipedia). These are
The Job Corps, Neighborhood Youth Corps, Work Study, Urban and Rural
Community Action, Adult Basic Education, Voluntary Assistance for Needy
Children, Loans to Rural Families, Assistance for Migrant Agricultural
Employees, Employment and Investment Incentives, Work Experience and
Volunteers in Service to America. Overall, the purpose of these
programs was to bring services and help to families in poverty.
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Community Action Programs
One initiative that resulted from the Economic Opportunity Act is Community
Action Agencies and Community Action Programs. Community Action Agencies (CAAs)
are, “local private and public non profit organizations” (Wikipedia). These are part of
the Community Action Programs. The community action agencies are designed to
promote “self-sufficiency” and rely mostly on volunteer work. CAAs are able to
operate from federal government grants. These grants are called Community Services
Block Grants (CSBG). Most CAAs, like CAPCA, get the bulk of their funding for the Head
Start program. Each CAA is governed by a local board of directors that consists of,
“one-third low-income community members, one-third public officials and up to
one-third private sector leaders” (Wikipedia).
Contemporary Efforts to Address Extreme Poverty

Poverty has been an issue in the United States ever since its founding. Over time
the way the U.S. has dealt with this issue, however, has evolved. The United States
Agency for International Development (USAID) is an international development agency
that seeks to, “promotes a path to recipient self-reliance and resilience” (USAID, 2018).
They have created goals that have the potential to alleviate extreme poverty by the
year 2030. They defined extreme poverty as, “living on less than $1.90 per day,” or “ the
inability to meet basic consumption needs on a sustainable basis” (USAID, 2018). They
believe that sustained economic growth is important to solving issues of poverty in the
U.S. They also stated, “Leverage existing development capacities and priorities towards
ending extreme poverty - such as increasing food security, promoting child survival,
adapting to climate change through climate resilient growth, strengthening health
systems, expanding access to renewable energy, and improving education” could help
with the issue (USAID, 2018). Their organization not only “creates unified goals for
reducing poverty but facilitates several projects to carry out those goals by preventing
the next global epidemic, responding to a devastating earthquake, or helping a farmer
access tools to grow her business” (USAID, 2018).
62
The Center for American Progress also cited economic instability in recent years as
a contributing factor to extreme poverty. Their mission is all about “improving the lives of
all Americans, through bold, progressive ideas, as well as strong leadership and
concerted action” (Boteach et al., 2014). They focus on creating nonpartisan policy to end
extreme poverty in America. They believe “demographic shifts, rising income inequality,
and insufficient access to jobs and education pose new policy challenges” (Boteach et al.,
2014), and these challenges are not being met by the American government. The Center
for American Progress does credit the U.S. for “the creation of Medicare and Head Start,
enactment of civil rights legislation, and investments in education” (Boteach et al., 2014).
All of these programs and initiatives have their roots in the original 1965 War on Poverty
initiative.
Both of these organizations encourage a renewed effort by the American

government and its citizens to advocate for those in extreme poverty. While the
severity of the issue has not changed, it is not an issue that is on the forefront of the
American public’s mind. As the U.S. continues to transform socially, as seen in the past
decade, extreme poverty needs to be addressed with haste.
Top National Nonprofits Working to Alleviate Poverty

There are many different top nonprofits, like CAAs, working hard with the goal
of alleviating extreme poverty. The first is a network of organizations where anyone can
donate food, and the people who really need that food are allowed to receive it. For
many, food pantries are crucial, and it is extremely important for various families in
different communities to locate one near them. Food banks are also helpful in
the way that these can promote other programs and resources for people in
need. These pantries are also environmentally beneficial because they reduce
waste at landfills, which reduces greenhouse gasses.
63
According to Cargill (2017), all the food that is used in food banks is rescued
before it goes bad, so it can be used by a person in need instead of being thrown
away. The list of benefits for food pantries could go on for pages, which reiterates
why these are so important and considered the top choice for this list.
Oxfam International is another well known organization that helps

alleviate hunger, among other issues throughout the world. This organization has
been around since 1942, and currently helps approximately 90 countries, the United
States being one of them. Oxfam is such a big organization with a lot of expertise on
the issues they handle that they are able to make a change in the community and
with that gain more people that would want to advocate for the many problems
they handle. What sets this organization apart from others is that Oxfam tackles
the root cause of poverty, gives immediate relief to communities when encountered
with a crisis and creates long-lasting solutions for all the countries they help. The
most important tactic this organization incorporates is giving everyone a role, not as
a privilege but a right. This helps create unity and a sense of belonging in the
community, even for the ones living in poverty.
The Children’s Hunger Alliance is a nonprofit organization based in Ohio that

helps feed children in need of healthy meals. Their main focus is to partner with
various day care centers, local school districts and other centers that may involve
caring for children who need nutritious meals. They are also in charge of
reinforcing a healthy and balanced lifestyle to the children, as well as providing
programs that lead kids and their families to engage in physical activity so they can
establish positive habits from an early age. The Children’s Hunger Alliance receives
help from various businesses, groups and foundations from all over the nation,
which makes this organization more successful in making a difference in the lives of
food-insecure children.
According to the Human Rights Careers website, there are many global
organizations that are working extremely hard to end hunger and poverty all over
the world. Out of all of those, Global Citizen, an international advocacy
organization caught our attention. This organization does not
provide meals per se, but it engages citizens of various
countries to use their voices collectively to achieve their goal that
is ending poverty and hunger by 2030.
64
According to the Global Citizen website, their platform helps users to “learn about
the systemic causes of extreme poverty, take action on those issues, and earn rewards for
their actions; as part of a global community committed to lasting change.” This
organization believes that small changes make big differences;, small actions may not be
obvious at first, but their impact on the various issues they handle are noticeable. So far,
according to their website, 2,676,664 actions have been taken in the food and hunger
area, revealing they are progressing nicely, which explains why Global Citizen is
considered a top organization to alleviate hunger and poverty globally. Altogether, these
organizations appear to mitigate poverty and hunger more so than others which is why
they are ranked higher in the national/global list.
Statistics on Poverty in the U.S. and Arkansas

According to the United States Census, the official poverty rate in 2019 was 10.5
percent. This was the lowest rate observed and recorded since the estimates in 1959. The
Census reported that in 2019 there were approximately 34.0 million people in poverty
nationwide. Reports from the Census showed there had been a repeated decline in
poverty from 2014 through 2019. When COVID-19 hit the United States, that is when
there is a new spike in poverty reported by Americans.
The Office of the Assistant Secretary for Planning and Evaluation, part of the
U.S. Department of Human Health and Services, released projections of the impact the
COVID-19 pandemic would have on poverty and program eligibility. These projections
showed the poverty level was to be higher than 2019 and the number of people in
poverty to be above 13 percent by the end of 2020. The projections also
showed there would be an increase to 10 percent of eligibility in programs
such as Medicaid, TANF and SNAP by December 2020.
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With the projected rise of those in poverty due to the pandemic, there was also a
rise in adults reporting in the United States that they could not afford food for
themselves and their family. The Center on Budget and Policy Priorities reported adults
with children were more likely to report that their household did not have enough food
due to not being able to afford it. 15 percent of adults with children and nine percent of
adults without children reported that their household did not have enough food to eat
after the pandemic occurred. The report also stated 10 to 16 percent of adults said their
children had not eaten in the last seven days because they could not afford it. The
report from the CBPP reported Black and Latino adults were three times more likely
than white adults to report they did not have enough food for their households. The
ratio of Black and Latino versus white adults reporting was 20 percent to seven percent
(CBPP, 2020).
As of data collected by the CBPP from Jan. 6 - Feb. 1, 2021, in the United States,
almost 24 million adults reported their households often did not have enough to eat in
the last seven days. This report shows that 11 percent of all adults in the country stated
this food insecurity. 16 million adults, 20 percent, were reported to be living with children
and the children were not eating enough because of the inability to afford food.
The data collected by the CBPP from Jan. 6 - Feb. 1, 2021 showed that in Arkansas,
247,000 adults, 13 percent, reported not having enough food. 152,000 adults, 20
percent, who live with children reported not having enough food to eat due to not being
able to afford it. 24 percent of adults in Arkansas have reported being on the
Supplemental Nutrition Assistance Program, SNAP, according to the CBPP.
Along with reporting on the impact the COVID-19 pandemic had on being able
to feed families, there were also reports the CBPP shared on adults and paying rent. The
CBPP stated an estimated 13.2 million adults live in rental housing; of those adults, one
in five adult renters were not caught up on rent when data was collected Jan. 20 -
Feb. 1, 2021. The CBPP report on adult renters shared that 26 percent of renters with
children and 18 percent of renters with no children under the age of 18 were not caught
up on rent during Jan. 20 - Feb. 1, 2021. According to the data collected Jan. 6-18, 2021,
close to one in three children living in rental housing also live in households without an
adequate food supply.
66
According to the Census by the United States in 2019, the national poverty level was 12.3
percent. Arkansas was reported at 16.2 percent of adults being below the poverty level.
When comparing Arkansas to the surrounding states, Arkansas is not the most
impoverished state. This is not a comfort factor, but should be used as a call to action to
make improvements for those in poverty in our state.
National Head Start Association

One of the major services that CAPCA provides is their Head Start program. Head
Start provides early childhood education to students whose families are experiencing
extreme poverty. This program offers care to children who are six weeks all the way up to
five years of age. “Head Start is a comprehensive program that offers quality early
education in and out of the home, parenting education, health and social-emotional
wellness services (including for women before, during, and after pregnancy), nutrition
education, and family support services,” (CAPCA, 2019).
The National Head Start Association (NHSA), “is the national commitment to give
every vulnerable child an opportunity to succeed” (NHSA, 2020). Founded in 1974, they
are a national network that creates a universal model for all Head Start Programs to
follow. The NHSA offers grassroot advocacy, Capitol Hill representation, research,
professional development and national networking as their five major areas of service
(NHSA, 2020). Nationally, there are 2,809 Head Start Programs (NHSA, 2020). They
strive to invest in local communities by investing in each Head Start branch. The NHSA
also hosts yearly conferences devoted to educating Head Start advocates, parents and
students across the nation. Currently, the NHSA has over 245,000 employees
and serves around 1 million children nationwide (NHSA, 2020).
67
CAPCA is possible because of its many predecessors who were dedicated to
ending poverty in the United States. These industry leaders and peers continue to work
toward a world where their services are no longer needed. Having an understanding
of this history is imperative, as it influences the way CAPCA continues to serve the
Central Arkansas community.
References
Boteach, M., Baron, S., Ross, T., Stegman, E., & Wright, K. (2014, January 7). The war on
Poverty: Then and now. Retrieved February 16, 2021, from https://www.amer
icanprogress.org/issues/poverty/reports/2014/01/07/81661/the-war-on-poverty-
then-and-now/
Bureau, U. C. (2020, September 17). 2019 Poverty Rate in the United States. Retrieved
from https://www.census.gov/library/visualizations/interactive/2019-pover
ty-rate.html
Bureau, U. C. (2020, September 15). Income and Poverty in the United States: 2019.
Retrieved from https://www.census.gov/library/publications/2020/demo/p60-
270.html
CAPCA, Inc. (2019). Retrieved February 18, 2021, from https://www.capcainc.org/
Children’s Hunger Alliance. (2020). About Us. Children’s Hunger Alliance. Retrieved
02 17, 2021, from https://childrenshungeralliance.org/about-childrens-hunger-al
liance/#x-section-11
Fanning, J. (n.d.). 99 great organizations confronting poverty & hunger. MSWOn
linePrograms.org. Retrieved 02 16, 2021, from https://mswonlineprograms.org/
poverty-hunger/
Global Citizen. (2012). Food & Hunger. Issues. Retrieved 02 17, 2021, from https://www.
globalcitizen.org/en/about/who-we-are/
Hasanagic, A. (n.d.). 25 Organizations Dedicated to Fight Poverty. Human Rights Ca
reers. Retrieved 02 16, 2021, from https://www.humanrightscareers.com/issues/
organizations-dedicated-to-fight-poverty/
Incorporated, C. (n.d.). Five reasons why food banks matter. Retrieved February 18,
2021, from https://www.cargill.com/story/five-things-you-need-to-know-about-
food-banks
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National Head Start Association, (2020, December 23). Mission, vision, history. Retrieved
February 17, 2021, from https://www.nhsa.org/about-us/mission-vision-history/
Oxfam America. (n.d.). Extreme Inequality and poverty. OXFAM. Retrieved 02 16, 2021,
from https://www.oxfamamerica.org/explore/issues/extreme-inequality-and-pov
erty/
Projections of Poverty and Program Eligibility during the COVID-19 Pandemic. (2020,
October 26). Retrieved from https://aspe.hhs.gov/pdf-report/poverty-program-eli
gibility-covid
Tracking the COVID-19 Recession’s Effects on Food, Housing, and Employment Hardships.
(n.d.). Retrieved from https://www.cbpp.org/research/poverty-and-inequality/
tracking-the-covid-19-recessions-effects-on-food-housing-and
The United States Agency for International Development. (2018, February 22).
Ending extreme poverty. Retrieved February 15, 2021, from https://www.usaid.
gov/ending-extreme-poverty
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Appendix C:
Survey for Parents
1. What category best reflects the current age of children living in your home?
(select all that apply)
- 0-1
- 2-3
- 4-5
- 6 and older
- Prefer not to answer
2. Which category best reflects how you heard about the services CAPCA offers?
-CAPCA promotional material (brochure, flyer, etc.)
-Family member
-Friend
-Social media
-Other: ________
3. Which category best reflects how long you have used services CAPCA offers?
-Up to one year
-More than 1 year and up to 3 years
-More than 3 years up to 5 years
-More than 5 years
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4. Which of the following services do you currently use from CAPCA? (check all that ap-
ply)
-Bookworm -Project Homeless Connect
-Employee Assistance -REALL
-Emergency Shelter -Rental Assistance
-Food Pantry -Student Market
-Head Start -Veggies for All Garden
-Individual Development Account -Weatherization
-Low Income Home Energy Assistance -Other:______________
5. Has COVID-19 had a negative influence on any of the following needs? (check all that
apply)
-ability to pay rent
-ability to afford adequate amount of food
-ability to provide childcare
-Other:________
6. Which category best reflects the place of child care your children receive?
Parent or family member at home
Head Start
Preschool
Grade school
Other:________
7. Are there any recommendations you have that CAPCA could improve the
way that services are provided?
-(write answer in here)
71
Appendix D:
Survey for Residents Affected
Financially by Covid
1. Have you been affected financially by the pandemic to the extent it has interfered with
your ability to pay for shelter and/or food?
-Yes
-No
-Prefer not to answer
2. What is your employment status?

- Unemployed
- Employed part-time
- Employed full-time
- Other
3. Are you currently unemployed as a result of COVID-19?

- Yes
- No
4. How long have you been unemployed since March 2020?

- 0-3 months
- 4-6 months
- 7-12 months
- More than 12 months
- Not applicable
72
5. Have you received any wage assistance because of your unemployment?
- Yes
- No
- Not applicable
6. If so, where did you receive these services?

- (Write in answer)
7. Have you received any rent assistance since you’ve become unemployed?
- Yes
- No
- Not applicable
8. If so, where did you receive these services?

- (Write in answer)
9. How likely would you be to seek assistance for things like rent and utility bills and
employment opportunities if they were free and available to you?
- Very unlikely
- Unlikely
- No opinion
- Likely
- Very likely
10. What category best reflects your current age?

- 18-29
- 30-39
- 40-49
- 50-64
- 65 or older
73
Appendix E:
Survey for Residents Who
Qualify for CAPCA’s Services
1. Are you in a financial position where you are unable to afford shelter and/or food?
- Yes
- No
2.What is your employment status?

- Unemployed
- Employed part-time
- Employed full-time
- Other
3. How long have you been dealing with issues regarding a job or your home?
- Less than one month
- More than 1 month up to 6 months
- More than 6 months up to 1 year
- 1 to 2 years
- Over 2 years
4. How would you rate your satisfaction with the service(s) CAPCA has provided you today?
- Not at all satisfied
- Partially satisfied
- Satisfied
- Well satisfied
5.Would you say there are more services that CAPCA could
be providing?
1- Strongly disagree
2- Somewhat disagree
3- Undecided
4- Somewhat agree
5- Strongly agree
74
6. How many other residents do you know who could also benefit from the services
CAPCA provides?
-0
- 1-3
- 4-9
- 10-15
-16-20
- 21+
7. What are some reasons you think are stopping you or others from taking further
advantage of these services?
[Write in answer]
8. How much do you agree with the following statement: I would use CAPCA
services again.
3- Undecided
4- Somewhat agree
5- Strongly agree
9. How much do you agree with the following statement: I would recommend CAPCA
services to others.
3- Undecided
4- Somewhat agree
5- Strongly agree
10. What is your current age?

- 18-29
- 30-39
- 40-49
- 50-64
- 65 or older
75
Appendix F:
Focus Group Guide
for Empty Nesters
1. Have you heard of CAPCA before today?
2. Have you ever interacted with CAPCA employees? If so, in what context?
3. Describe your understanding of CAPCA.
4. How familiar are you with CAPCA and their clients?
5. In your opinion, where does CAPCA need the most help volunteer wise?
6. How would you like to help CAPCA gain more awareness in your community?
7. What are your views of your community’s greatest needs?
8. What are three things that CAPCA can do to recruit more volunteers?
9. How can CAPCA strengthen their relationship with the community?
76
Appendix G:
Survey for Local Businesses
1. How much do you interact with CAPCA?
2. How would you evaluate these interactions?
3. How did you hear about CAPCA?
4. What services/programs are you donating to? Why?
5. How familiar are you with the rest of the services provided?
6. Would you consider funding other services/programs?
7. Would you recommend CAPCA to other businesses for funding? Why? Why not?
8. How would you describe your overall experience with CAPCA?
9. What can CAPCA do to improve and get the attention of more local businesses?
10. Who do you think are CAPCA´s biggest competitors?
11. Do you currently donate to other organizations?
12. What made you choose CAPCA over other nonprofits?
13. Is there anything else you would like to say/add about CAPCA?
77
Appendix H:
Pediatric Health Center Pamphlets
78
79
Appendix I:
Flyers at Local Churches and Parks
80
Local Churches/Parks Address Phone Number
Christ Church Conway 1065 Clayton St #1, 501-269-6680

Conway, AR 72032
Covenant Life Church 1150 N Museum Rd, 501-777-5705
Conway, AR 72032
Faith Assembly of God 1655 Middle Rd, Conway, 501-327-9094
AR 72032
First United Methodist 1610 Prince St, Conway, 501-329-3801
Church AR 72034
The Summit Church 1905 Dave Ward Dr, 501-205-2920
Conway, AR 72034
Turnpointe Church of 701 Garland St, Conway, 501-499-9832
Conway AR 72032
City of Colleges Park E, 1025 Siebenmorgen Rd, 501-450-6186
Conway, AR 72032
Gatlin Park 2325 Tyler St, Conway, 501-450-6186
AR 72034
Laurel Park 2310 Robinson Ave, 501-450-6186
Conway, AR 72034
81
Appendix J:
Holiday Sticker
82
Appendix K:
WIC and Boys & Girls
Club Infographic
83
Appendix L:
Rental Assistance Pamphlets
84
Apartment Complex Address Phone Number
Brierwood Apartments 207 Willow St, Conway, 501-329-1302

AR 72032
College Park Apartments 400 S Donaghey Ave, 501-327-6117
Conway, AR 72034
Chapel Ridge of Conway 401 2nd St, Conway, AR 501-327-8700
72032
Fox Run Apartments 300 S Donaghey Ave 501-327-8739
# O, Conway, AR 72034
Germantown Apartments 955 S German Ln # c2, 501-329-0767
Conway, AR 72034
High Point Apartments 2270 Meadowlake Rd, 501-932-0851
Conway, AR 72032
Martin Street Apartments 1931 Martin St, Conway, 501-327-6117
AR 72034
Rock Creek Apartments 375 Monroe St, Conway, 501-205-1331
AR 72032
South Donaghey 1405 S Donaghey Ave 501-329-9047
Apartments #35, Conway, AR 72034
85
Appendix M:
Unemployment Office Flyers
86
Appendix N:
Prospective BBQ
87
Appendix O:
Public Library Flyers
*note that flyers can be used together

or seperatel;y.
88
Appendix P:
Bring-A-Friend Event
89
Appendix Q:
Workout Studio Flyers
90
Appendix R:
Bear Facts Days
91
Appendix S:
CAPCA Color Run
92
Appendix T:
Thank You & Holiday Cards
93
Appendix U:
Chronological Calendar
Immediate
1. Website Redesign
2. Social Media Update
4. Box Top Drop-off (repeated monthly)
5. Amazon Smile (repeated monthly)
21. Client Testimonials (repeated monthly)
28. Online Donor Recognition (repeated monthly)
29. Print Donor Recognition (repeated monthly)
June 2021
3. CAPCA Director Interview (through August)
6. Pediatric Health Center Pamphlets (through August)
7. Flyers in Churches (through August)
8. Flyers at Parks (through August)
12. WIC Infographic (through August)
13. Boys & Girls Infographic (through August)
17. Facebook Sign Up Campaign
18. Grocery Store Sign Up
20. Public Library Brochure
July 2021
10. Head Start Campaign (through August)
11. Head Start Open House (through August)
15. Unemployment Office Flyers
19. Prospective BBQ
24. Silent Auction
August 2021
14. Rental Assistance Pamphlets
22. Bring-A-Friend Event (through December)
23. Workout Studio Flyers
September 2021
16. Conway Corp Drive
25. Dazzle Daze
30. CAPCA Color Run
94
October 2021
9. Community Holiday Events (through December) Overall
25. Bear Facts Day
27. Homecoming Tent
Parents
November 2021
27. Homecoming Tent Clients
31. Donor Newsletter
32. Thank You & Holiday Cards Shelter/Employment Insecure
December 2021
25. Bear Facts Day Empty Nesters
32. Thank You & Holiday Cards
Businesses
January 2022
February 2022
March 2022
April 2022
25. Bear Facts Day
May 2022
25. Toad Suck Daze
June 2022
July 2022
95
Appendix V: Gantt Chart
Tactic Name Immediate June ‘21 July Aug. Sept. Oct. Nov. Dec.
1. Website Redesign
2. Social Media Update
3. CACPCA Director Interview
4. Box Top Drop-off
5. Amazon Smile
6. Pediatric Health
Center Pamphlets
7. Flyers in Churches
8. Flyers and Parks
9. Community Holiday Events
10. Head Start Campaign
11. Head Start Open House
12. WIC Infographic
13. Boys & Girls Infographic
14. Rental Assistance Pamphlets
15. Unemployment Office Flyers
16. Conway Corp Drive
17. Facebook Sign Up Campaign
18. Grocery Store Sign Up
19. Prospective BBQ Event
20. Public Library Flyer
21. Client Testimonials
22. Bring-A-Friend Event
23. Workout Studio Flyers
24. Silent Auction
25. Toad Suck Daze/ Dazzle
Daze
26. Bear Facts Days
27. Homecoming Tent
28. Online Donor Recognition
29. Print Donor Recognition
30. CAPCA Color Run
31. Donor Newsletter
96
Jan. ‘22 Feb. March April May June July
Overall
Parents
Clients
Shelter/Employment Insecure
Empty Nesters
Businesses
97
Appendix W: Itemized Budget
Tactic Name Item Vendor Quantity Price
Families with Children Ages 2-5
Pediatric Health Center Pamphlets Printing Conway Printing 30 $36.00
Flyers in Churches Printing Conway Printing 50 $60.00
Flyers at Parks Printing Conway Printing 30 $36.00
Assorted Candy Walmart 3 $26.97
Bags
Custom Stickers Vista Print 1,000 $185.84
Outdoor Tent* Walmart 1 $49.99
Printing Conway Printing 30 $36.00
Community Holiday Events Table* Walmart 1 $39.96
11. Head Start Open House Custom Stickers* Vist Print - -
12. WIC Infographic Printing Conway Printing 30 $36.00
13. Boys & Girls Club Infographic Printing Conway Printing 30 $36.00
Subtutle $578.76
People Experiencing Poverty

in a Pandemic
14. Rental Assistance Pamphlets Printing Conway Printing 30 $36.00
Unemployment Office Flyers Printing Conway Printing 50 $60.00
Table* Walmart - -
Clipboard Pack Walmart 1 $21.51
of 12*
Custom Banner Office Depot 1 $71.99
for Table*
Custom Stickers* Vista Print - -
Table* Walmart - -
Banner* Office Depot - -
18. Grocery Store Sign Up Clipboards Walmart - -
Subtotal $189.50
98
Individuals Who Are
Shelter Insecure
19. Prospective BBQ Event Food Whole Hog BBQ 40 $252.84
plates
Napkins Sam’s Club 1 $10.48
Paper Plates Sam’s Club 2 $35.36
300 ct
Plastic Utensils Sam’s Club 2 $23.56
Drinks Walmart 6 (2 L $11.16
bottles)
Cups Walmart 1 (50 ct) $9.70
Table* Walmart - -
Outdoor Tent* Walmart - -
Banner* Walmart - -
20. Public Library Flyers Printing Conway Printing 30 $36.00
Subtotal $439.10
Empty Nesters
23. Workout Studio Flyers Printing Conway Printing 30 $36.00
24. Silent Auction Signs (Printing) Conway Printing 30 $36.00
Table* Walmart - -
Clipboards* Walmart - -
Toad Suck Daze & Dazzle Daze Banner* Office Depot - -
Outdoor Tent Walmart - -
Table* Walmart - -
99
26. Bear Facts Days Outdoor Tent* Walmart - -
Table* Walmart - -
Clipboards* Walmart - -
27. Homecoming Tent Outdoor Tent* Walmart - -
Table* Walmart - -
Cornhole* DICK’s Sporting 1 $149.99
Hot Dogs Walmart 6 (packs $28.68
of 16)
Hot Dog Buns Walmart 8 (packs $7.04
of 8)
Hamberburger Walmart 3 (packs $59.49
Patties of 32)
Hamberburger Walmart 8 (packs $7.04
Buns of 8)
Cipboards* Walmart - -
Napkins 1200 ct Sam’s Club 1 -
Paper Plates Sam’s Club 2 $35.36
300 ct
Plastic Utensils Sam’s Club 2 $23.56
Condiments Walmart 1 $5.58
(Picnic Pack)
Subtotal $460.74
100
Businesses
29. Print Donor Recognition Shirts Custom Ink 30 $240.00
30. CAPCA Color Run Outdoor Tent* Walmart - -
Table* Walmart - -
Water Bottles Sam’s Club 4 $14.95
40 ct
Assorted Color Color Blaze 40 $377.85
Powder 6 ct
32. Thank you & Holiday Cards Construction Walmart 2 $9.92
Paper 240 ct
Washable Walmart 1 $14.94
Markers 100 ct
Assorted Stickers Walmart 1 $14.99
5100 ct
Postage Stamps Office Depot 3 $33.00
Envelopes 500 ct Office Depot 1 $21.99
Subtotal $727.64
Grand Total $2.935.74
(not including sales tax)
101
Appendix X: Budget Pie Chart
Overall Shelter/Employment Insecure
Parents Empty Nesters
Businesses
102
About Us
Morganne Lane
Major/Minor: Major in Public Relations and
Minor in Communication
“Basically super woman.. I don’t know how she does it.” -

Samantha M.
“She is extremely motivated and goal oriented”- Tania N.
“She is one of the most hardworking people I have ever

met”- Maggie R.
“I can always count on her to go above and beyond”-

Olivia W.
Samantha Meidell
Majors/Minor: Majors in Public Relations and Communication
Minor in Marketing
“She is constantly supporting and encouraging us to move

forward. Never fails to remind us of the big picture.”-
Morganne L.
“She is very determined and never misses a deadline.”-

Tania N.
“She always brings positive energy to every situation. Truly, the

definition of an optimist.” - Maggie R.
“She works great under pressure and always

brings fresh and exciting ideas to the
table.”- Olivia W.
103
Tania Nunez
Minor in Innovation and Entrepreneurship
“She always put 110% effort into every task”-
Morganne L.
“She brings such great energy into every meeting.”-

Samantha M.
“She isn’t afraid to ask questions to make sure

everything is done correctly.”- Maggie R.
“She has great time management skills and is always

ahead of schedule”- Olivia W.
Maggie Rickles
Minor in Business Administration
“She is always prepared and has the most creative ideas.”-
Morganne L.
“She never fails to help out another team member when they
need it.”- Samantha M.
“She will always speak her mind if it is for the better of the
team.”- Tania N.
“She is a very trustworthy person in and outside of the

classroom.”- Olivia W.
Olivia Wilson
Minor in Marketing
“She has an amazing eye for detail and is willing to spend as much
time as it takes to make things perfect.”- Morganne L.
“She is an exquisite writer; I wish I could do what she does.” -

Samantha M.
“Her level of organization astonishes me.” - Tania N.
“She is not afraid to take initiative.”- Maggie R.

104
Thank you!
CAPCA,
Thank you for the opportunity to make change in our community. Over the past
fifteen weeks we have gained a perspective through this project that would not have
been possible without you. We have not only grown in our public relations
skills, but as people as we have navigated partnering with you. Working for
those who are most vulnerable in our community has forever changed us. We
know that this project will have a lasting impact on each of us as we continue
on into the professional world.
Thank you so much for the opportunity,
Matter.
105

Campaign Proposal

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Campaign Proposal

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Create opportunity

How to Build Opportunity

Secondary Research Report.......................................................................................................... 8

Primary Research Plan................................................................................................................. 18

Campaign Planning Report....................................................................................................... 25

Campaign Tactics & Logistics Plan............................................................................................ 31

Proposed Evaluation Plan.......................................................................................................... 52

Appendix A: Client Interview Report.......................................................................................56

Appendix B: Secondary Research Summary: Industry Research.......................................61

Appendix C: Survey for Parents................................................................................................70

Appendix D: Survey For Residents Affected Financially by Covid.................................. 72

Appendix E; Survey for Residents Who Qualify for CAPCA’s Services............................ 74

Appendix F: Focus Group Guide for Empty Nesters............................................................ 76

Appendix G: Survey for Local Businsses........................................ 77

Appendix H: Pediatric Health Center Pamphlets..................... 78

Appendix I: Flyers at Local Churches and Parks........................80

Appendix K: WIC and Boys & Girls Club Infographic.......................................................... 83

Appendix L: Rental Assistance Pamphlets.............................................................................. 84

Appendix M: Unemployment Office Flyers............................................................................ 86

Appendix N: Prospective BBQ................................................................................................... 87

Appendix O: Public Library Flyers............................................................................................ 88

Appendix P: Bring-A-Friend Event..........................................................................................89

Appendix Q: Workout Studio Flyers........................................................................................ 90

Appendix R: Bear Facts Days......................................................................................................91

Appendix S: CAPCA Color Run..................................................................................................92

Appendix T: Thank You & Holiday Cards..............................................................................93

Appendix U: Chronological Calendar......................................................................................94

Appendix V: Gantt Chart............................................................................................................96

Appendix W: Itemized Budget..................................................................................................98

Appendix X: Budget Pie Chart................................................................................................ 102

About Us......................................................................................................................................... 103

Through our interview with Executive Director Jennifer Welter, we

Our campaign is composed of the following four stages: research,

The research process is all about gathering the information we need

The next stage in our campaign is planning. During this

Lastly, during the evaluation stage of our campaign we will reference

Our campaign contains a total of 32 tactics and will be conducted over a

Client Materials Audit

Community assessments are also provided on CAPCA’s website, and these

CAPCA possesses a broad list of other resources that are key

Additionally, the audit of CAPCA’s social media sets a foundation of areas of

Overall, CAPCA has a wealth of information, but it needs to be reformatted in a

CAPCA’s last peer, Shelby County Community Services Agency, is focused on

First, the Bethlehem House uses a Christan foundation to help the

Finally, Haven House is a Qualified Residential Treatment

Target Audience: Volunteers

Target Audience: Donors

Additional Primary Research

• Take into consideration special • Lacking community awareness and

• Increase awareness and involvement • Lack of donations.

Target Audience 1: Families with Children Ages 2-5

Current Relationship: Minimal

Target Audience 2: People Experiencing Poverty Due

Current Relationship: Low

Influencers: Federal and local governments, friends and family

Current Relationship: High

Influencers: Friends, family, social media, schools, churches

Target Audience 4 - Empty Nesters

Current Relationship: Low

Influencers: Friends, peers, other local organizations, other empty nesters

Current Relationship: Moderate

Influencers: Social media, television advertisements, family, schools, peers,

Self-Interests: Essential needs (water, electricity, wifi), protection,