southeastern YOUTH & FAMILY

Focusing The Power Within

Integrated Marketing Campaign

southeastern YOUTH & FAMILY

Focusing The Power Within

Small room : Big ideaSNovemBer 3, 2008

executive summaryFocusing the Power Within

For more than 35 years, Southeastern Youth and Family has provided structure and stability for at-risk youth in the Milwaukee area. This long heritage is a testament to the hard work and dedication of its staff and donors. By those who are familiar with it, Southeastern is highly respected for both its educational system and its group home program. Despite Southeastern’s long and respected heritage, its current brand image offers enormous opportunity for

growth. By creating a more focused, consistent brand image, and incorporating the new image into a strategic marketing plan, we plan to increase awareness and positive perception of Southeastern within and outside of the organization. It is our contention that this change in perception will increase donors both in number and in quantity donated as well as numbers in terms of volunteers.

SUCCESS

Through primary research gathered from Southeastern staff and current donors we’ve determined that Southeastern’s current brand is lacking in both focus and awareness. Based on recurring comments made in staff focus groups and donor surveys, we’ve devised a new brand identity that addresses these issues utilizing an updated look and message focus. In addition, we’ve devised a marketing plan that implements this new identity with the goal of increased positive awareness. The new identity is based on the notion that Southeastern provides structure and stability that channels the energy of its students toward

positive outcomes. This message will be communicated publicly as “Focusing the Power Within.” In order to maximize Southeastern’s return on investment, we’ve performed secondary research to determine which individuals and corporations are the most efficient targets in terms of donations, as well as which individuals are most likely to volunteer time. We’ve then taken these targets and devised a number of strategies and tactics to most effectively reach them.

In the coming pages, you’ll be taken through our research, rational, updated brand identity, and plan for execution. We’ve included a timeline and budget to assist Southeastern in this exciting transition, as well as supplemental material to support the information contained in this book. It has been our distinct pleasure to be a part of Southeastern’s ongoing dedication to improving the lives of at-risk youth, and it is our sincerest hope that the information contained in these pages will assist in taking this outstanding organization to new levels of success.

2 3

situation analysisMilwaukee area agencies continue to choose Southeastern because of its positive, long-term dedication to improving the lives of Milwaukee’s at-risk youth.

OPTIMISM

iNduStry/market aNalySiSAccording to Education Week magazine, Wisconsin’s overall high school graduation rate is 85 percent, the third highest in the country. In Milwaukee, however, the graduation rate is 53 percent. Many of Milwaukee’s at-risk youth come from difficult home situations, including divorced or single parents, parents in prison, or homes where there is emotional or physical abuse. Other youth have alcohol and drug addictions or require special physical or mental health care.

Southeastern Youth and Family responds to this growing need for specialized care and frequently finds both its school and group treatment homes at maximum capacity. However, as the need continues to grow, Southeastern has the ability to expand its services and facilities to meet the needs of Milwaukee’s population of at-risk youth. With additional financial resources, government sponsored aid and in-kind donations, Southeastern can increase its school and group home numbers.

ClieNt aNalySiSSoutheastern Youth and Family’s mission focuses on providing structure and stability that channels the energy of its youth toward positive outcomes. Southeastern assists young children, at-risk adolescents and their families develop the life skills necessary for becoming mature and productive members of Milwaukee’s community. Southeastern is currently running three primary programs including the Southeastern Education Center, which can teach up to 85 middle school students, three group treatment homes for adolescents age 12-17, and the Circle of Friends daycare, which provides state licensed quality child care and preschool programming for children.Southeastern excels at providing high-quality care and support for hundreds of at-risk youth each year. However, it currently lacks a cohesive marketing strategy with which to distinguish itself from the dozens of other organizations with similar missions that currently operate in the area. Southeastern

Youth and Family depends on a core group of volunteers to help maintain the buildings and assist with programs. Predominantly, African-American residents of the local community near Southeastern are most likely to volunteer their time with this organization.

CoNSumer aNalySiSSince 1973, over 5,000 children have been referred to Southeastern Youth and Family’s alternative middle school and group treatment homes. They are referred through a variety of different avenues including social services, the justice system, and the Milwaukee Public School system. Although there are many similar organizations in the Milwaukee area agencies continue to choose Southeastern because of its positive, long-term dedication to improving the lives of Milwaukee’s at-risk youth.

ServiCe aNalySiS There are three main types of services offered by Southeastern Youth and Family. Their two primary services include an education center and residential group homes. Other smaller services

offered by the organization are the mentoring/tutoring program and family counseling. The educational center is offered to middle school students, sixth to eighth grade who are referred to Southeastern by the Milwaukee Public Schools for behavioral problems in integrated classrooms. For this service, curriculums are slightly modified to fit individual student needs. There are assessments to decide how each student learns best, and what personal barriers (behavioral and psychological) they may have in the academic settings. The other main service offered by Southeastern is the group home program. These group homes are for troubled boys ages 12 thru 17 that need stable living environments. These boys work towards gaining responsible lifestyle skills that will move them towards positive futures. Having the financial support and volunteer coordination to tweak and better equip the programs would greatly enhance the overall success of each individual service.

Competitive aNalySiSThree major competitors in southeastern Wisconsin are Lad Lake, St. Charles Youth and Family Services, and Walker’s Point Youth and Family. Lad Lake is the largest of the overall competitors, assisting over 1700 students and troubled youth each year. They operate on about $11 million dollars annually. There is a large gap between this organization and its number two competitor. St. Charles works with 42 students and youths every year and operates on a much smaller, tighter budget. Walker’s Point works with over 650 students a year in several different programs. It is complicated to understand the competition among all of these programs due to the way in which clients arrive at each service center. Southeastern uses referrals from MPS. St. Charles is centrally located in Waukesha and works with that school district for referrals. Lad Lake takes in youths based on recommendations from community outreach organizations. A more detailed comparison of these individual institutions can be found in the Appendix under the Secondary Research Report.

6 7

researchThere is a sense of excitement, pride, and achievement for the work that Southeastern does.

PASSION

SeCoNdary reSearCHA wide variety of secondary research examined funding issues such as corporate giving, fundraising strategies, and philanthropic foundations as well as preliminary market research including competing organizations, volunteer and donor profiles. Since Southeastern is both an educational organization as well as an organization that works with at-risk youth, our research shows that it is eligible to take advantage of many different types of funding opportunities. Southeastern is uniquely qualified to apply for a wide variety of federal grants, private grants, and corporate philanthropy programs that offer thousands of dollars of funding each year to non-profit organizations.

primary reSearCHThe primary research for Southeastern Youth and Family compiled opinion surveys and focus groups from donors, faculty, board members and students. The inquiries analyzed the current perceptions of the organization from both within and without. Research revealed that, while those associated with Southeastern do not necessarily have a feeing of unity or excitement about the brand image, there is a sense of excitement, pride, and achievement for the work that Southeastern does. Suggestions for improvement from the faculty focus groups showed a need for a reenergized brand that invigorates and excites everyone that participates with Southeastern. The donors showed that though the economy has taken a hit in the past few months, their willingness to donate is heavily based on what the organization does for the community.

consumer profilesLarry is attracted to emotional and compelling material.

doNorLarry is our target Southeastern donor, a 40 year-old Caucasian man from Brookfield who is married with kids. He works in finance, makes $90,000 a year, and likes to donate to organizations he feels a connection to and has previous experience with. Larry has had limited exposure to inner-city life but understands the need for social improvements within these communities. Larry typically finds out about charities and non-profits through friends and family and decides to donate based on additional internet research he does

himself. Larry decides to make subsequent donations based on his experiences with the charity/non-profit. Larry is attracted to emotional and compelling material that combines raw real-life imagery with inspiring and poignant success stories. In his free time, Larry is involved with his church and enjoys coaching his kid’s athletic teams. He watches Sports Center, Jim Cramer’s Mad Money, The Office, and Sopranos. He reads the sports and financial sections of the daily paper, Newsweek, and Men’s Heath. He listens to talk and sports radio.

DESIRE

voluNteerWillie is our target Southeastern volunteer, a 35 year-old African-American man from north-central Milwaukee who is married with kids. He works as a security officer at Miller Brewing, makes $35,000 a year, and likes to volunteer his time to organizations he feels improve his community. Willie typically finds out about volunteer opportunities through word-of-mouth and his church. Willie decides to donate his time based on both his comfort level and the impact he feels he is making with the organization. Willie is attracted to emotional and compelling material that combines raw real-life imagery with inspiring

and poignant success stories. In his free time, Wille is involved with his church and enjoys following local athletic teams. He watches primetime television sitcoms, the news, and sporting events. He reads the local community newspaper. He listens to urban news-talk radio and WJMR.

Corporate profileThompson Publishing is our target corporate donor. Thompson Publishing is a 10 year-old company with 80 employees. Employees are college-educated and work in a variety of entry level to upper management positions. Thompson Publishing prides itself on paying wages and offering benefits that surpass the national average for other organizations in the field. Last year, net income was $120 million. Thompson Publishing donated $500,000 to local non-profits. Most employees at Thompson Publishing drive to work from the surrounding suburbs. The average commute time is 27 minutes each way. They live in

moderate to upscale neighborhoods and average a family income of $100,000 per year. The atmosphere at Thompson Publishing is business casual. The company is led by CEO John Jacob. Jacob wants Thompson Publishing to be an active member in the community. Jacob is willing to donate to organizations that he feels are worthy of funding and provide unique services to the community. Thompson Publishing also encourages their employees to volunteer in the community. In fact, Jacob has considered offering 10 hours of paid volunteering time per year per employee.

12 13

Something inspirational goes here Something inspirational goes here

fpo

campaign objective and strategies

Create a compelling, mission-driven brand image that encourages increased charitable support and volunteerism.

oBjeCtive

SUCCESS

Unify the Southeastern Youth and Family brand to reflect the positive characteristics of the kids.

Increase brand awareness and recall. GOAL: 25 percent increase in donations GOAL: Double the amount of volunteers

Strategy1

Strategy2

southeastern YOUTH & FAMILY

brand identityBrand Focus

BraNd aS:A Product: Offers both an educational center and group homes ¶A Person: An Energetic, goal-oriented guide ¶An Organization: Professional and well-established ¶A Symbol: Sun, Power, Bright Colors ¶

Core uSer:Demographic: Caucasian, homeowners, over 25 years ¶

of age with a household income of $75,000 or moreDesire: To feel personally connected to positive change; ¶

to be recognized for their contributions

Core valueSEmpowerment ¶Optimism ¶Passion ¶Success ¶Dedication ¶Strength ¶

fuNCtioNal BeNefitSQuality Service/Staff ¶Range of Services ¶Stability ¶Structure (curriculum/program) ¶Accessibility (referrals/connections) ¶

STABILITY16

emotioNal BeNefitSExcitement ¶Accomplishment ¶Desire ¶Hope ¶Compassion ¶

Core ideNtity“Channeling energy into positive outcomes”.

value propoSitioNSoutheastern provides structure and stability that channels the energy of its students toward positive outcomes.

BraNd poSitioN“Focusing the Power Within”

creative campaignConnect brand identity to the energy of the kids.

oBjeCtive

Create consistent visual identity

Create consistent brand voice

Strategy1

Strategy2

STRENGTH18

southeastern YOUTH & FAMILY

8008 West Capitol Drive, Milwaukee, WI 53222 • P 414.464.1800 ext. 22 • F 414.464.1804 • www.syfs.org

Focusing The Power Within

March 10, 2009

Ryan HartmanRock Bottom Brewery740 N. Plankinton AveMilwaukee, WI 53203

Dear Ryan,

Southeastern Youth & Family will host Painting a Bright Future at the Milwaukee Public Market’s Palm Garden on March 26. To introduce our new look, guests will enjoy cocktails, appetizers and artwork by Southeastern students and local artists. We will also feature an elaborate silent auction made possible by generous supporters throughout the community.

Each year, Southeastern Youth & Family continues to provide structure and stability that channels the energy of its students toward positive outcomes.

Please help make our event a success by donating an item or gift certificate for our raffle. The item can be sent to my attention at the address below. All contributions to Southeastern Youth and Family Services, Inc. are deductible for income tax purposes to the maximum extent by law. Southeastern Youth and Family Services, Inc. is a 501 (c) (3) nonprofit organization. Financial statements of Southeastern Youth and Family Services, Inc. are available to prospective contributors upon request. Should you have any questions or require additional information regarding this event or Southeastern Youth & Family, please contact me.

Thank you for your consideration, and I look forward to hearing from you soon.

Cordially,

Carol McLainDevelopment Director

8008 West Capitol Drive, Milwaukee, WI 53222 P 414.464.1800 ext. 22 • F 414.464.1804

www.syfs.org

Focusing The Power Within

southeastern YOUTH & FAMILY

carol mclain, cfreDEVELOPMENT DIRECTOR

letterHead

BuSiNeSS Card

weB page

20 21

southeastern YOUTH & FAMILY

|home our kids our programsabout us support us news & events||||

contact us site map|

Focusing the Power WithinWhen Kyle enrolled in Southeastern Education Center at age 13, he struggled with disciplin-ary issues and had a dif�icult time controlling his anger. A short time later, he’s begun transi-tioning to Milwaukee Public School and has already set his sights on receiving a higher education – with a very speci�ic college in mind.

“I want to go to Harvard,” Kyle says earnestly, speaking with enthusiasm about his eagerness to study law and learn Japanese – an interest he’s had since discovering an af�inity for the culture’s heritage and honor. And thanks to Southeastern, Kyle understands the responsibil-ity required of him if he’s going to achieve his goals.

“Ever since I’ve been at Southeastern, I’ve had to take on a lot of responsibility,” Kyle says. His mother – who commutes 150 miles to and from work each day – feels comfortable leaving it up to Kyle to get up and ready for school every morning, taking care of the family dogs, and watching over the house while she’s away. “I guess by testing me with responsibili-ties, the staff at Southeastern really helped prepare me for the real life responsibilities I deal with now.”

Having come so far, Kyle is still able to look back on his time at Southeastern and pinpoint that watershed moment in his improvement. “It was when the teachers started trusting me and the students started respecting me. All because I started controlling my anger. Right at that moment, I felt the best I have in 15 years.”

“I want to go to Harvard”

Southeastern provides structure and stability that channels the energy of its students toward positive outcomes.

Southeastern strives to accomplish to assist young children, at-risk adolescents and their families to develop life skills that enable them to mature and become productive members of our community by:

Employing quality, professional staff;Providing a caring and safe environment;Promoting physical, emotional and social stability;Tailoring programs to meet individual needs;Maximizing effectiveness through successful collaborations.

INDIVIDUAL BRIEFwHat do we waNt to aCCompliSH?The objective is to revitalize Southeastern Youth & Family’s brand image in order to increase charitable support and volunteerism.

wHo are we talkiNg to?In order to increase charitable support, we are speaking to individuals with a high propensity to donate money to charitable organizations, specifically individuals within our target markets: Caucasian, non-Hispanic homeowners, over 25 years of age with a household income of $75,000 or more. In regards to increasing volunteerism, we are speaking to primarily African-American community members who are more likely to donate their time than their money.

wHat do tHey tHiNk Now?Based on the primary research, current and past donors of Southeastern are typically either unaware of or confused about the overarching image of Southeastern. They recognize Southeastern as doing good in the community, but are apprehensive about Southeastern’s clientele. They see Southeastern as just another dumping ground for troubled youth. They have little faith that these types of organizations can truly make a lasting difference in the community.

wHat do we waNt tHem to tHiNk?We want current, past and potential donors to be aware of and excited about the Southeastern brand, and to view Southeastern as a positive, well-structured organization. We want them to feel the energy of the students who attend Southeastern and to understand that Southeastern is the catalyst for that energy. We want them to see how powerful their contributions to Southeastern can be in improving the lives of its students. We want volunteers to see how Southeastern can positively channel the energy of these kids, and to feel secure within the confines of the organization.

wHy SHould tHey tHiNk tHiS?Southeastern is able to transform youths and place them on a path to personal and career success. Southeastern provides quality services that have proven successful in the past. We will use raw and real-life personalized imagery to show the often heart-wrenching reality that these kids face in their everyday lives. We will also use inspiring personal success stories to show the power that Southeastern has to transform these kids’ lives.

wHat iS our meSSage?Southeastern kids have an incredible energy that, when channeled properly, can help change their lives and their community for the better.

22 23

CORPORATE BRIEFwHat do we waNt to aCCompliSH? The objective is to introduce Southeastern Youth & Family to prospective corporate donors and reintroduce the organization to previous donors to increase donor support.

wHo are we talkiNg to?We are speaking to corporations with the financial resources to donate money to non-profit organizations. This includes companies that have a strong history of donating as well as others that offer goods or services closely related to education, leadership and/or empowering youth. The primary focus will be on companies in Milwaukee and Waukesha Counties and the metro Milwaukee area.

wHat do tHey tHiNk Now?The majority of potential corporate donors fall into two groups. The first group is corporations that are unaware of Southeastern. Based on the primary research, current and past donors of Southeastern are typically either unaware of or confused about the overarching image of Southeastern. They recognize Southeastern as doing good in the community, but are apprehensive about Southeastern’s clientele. They see Southeastern as just another dumping ground for troubled youth. They have little faith that these types of organizations can truly make a lasting difference in the community. The second group is corporations that are aware of Southeastern but are not familiar with their services.

wHat do we waNt tHem to tHiNk?We want to instill an image that will serve two purposes. The first is to immediately recognize Southeastern as a necessary organization worthy of donations. The second being to educate corporations about what Southeastern does for the youth in the community. Given this image, we then want them to think of Southeastern when the topic of troubled youth is discussed, and to funnel dollars to Southeastern when donation decisions are made.wHy SHould tHey tHiNk tHiS?

Southeastern is able to transform youths and place them on a path to personal and career success. Southeastern provides quality services that have proven successful in the past. We will use raw and real-life personalized imagery to show the often heart-wrenching reality that these kids face in their everyday lives. We will also use inspiring personal success stories to show the power that Southeastern has to transform these kids’ lives.

wHat iS our meSSage?Southeastern kids have an incredible energy that, when channeled properly, can help change their lives and their community for the better.

24 25

internal campaignMake staff brand championsoBjeCtive

Energize staff around brand

Reinforce and sustain brand identity among staff

Strategy1

Strategy2

DEDICATION

One Day-Fun Day Date: February 13, 2009 ¶Description: Southeastern Education Center will host a one-day ¶

event for all employees in the organization. This event will introduce the new branding efforts to the entire organization and allow for a smooth integration of the brand for the New Year. This event includes guest speakers, icebreaker activities, and discussions that engage different communities of employees (e.g. house employees and teaching faculty).

Budget: $450 ¶

28 29

Throughout the year:wHat’S New aNd exCitiNg at SoutHeaSterN!

Dates: Once a quarter ¶Description: This is an internal newsletter sent to all employees ¶

that details Employee of the Quarter, events that are coming up at the individual sites, and other exciting internal discussions.

Budget $0 ¶

State of SoutHeaSterNDescription: The department heads of each site will meet ¶

once a quarter and then email once a month to discuss three topics:

What’s new at the site? (Principal 1. talks about past month’s art show)

New Brand tactic for the quarter (Remember 2. to where your organization polo shirt on Friday)

What’s coming up? (House coordinator 3. mentions Unity Open House next week)

Budget $0 ¶This entire event is conducted by email and brief •

twenty-minute meetings every 3 months. i Saw tHe SigN!

Description: Signs to replace the current signs at the school ¶ location and the corporate office to promote the new branding efforts and make the brand visible to the public.

Budget $500 ¶

HOPE

direct marketing campaignIncrease response rates against target audiencesoBjeCtive

Manage and maintain database of current and past donors and volunteersStrategy1

Develop guidelines and schedule of distribution of marketing materialsStrategy2

direCt marketiNg CampaigNUpdate current donor information and contribution history ¶Obtain lists of potential donors and corporate grant opportunities ¶Create templates; Solicitation letters, thank you letters, ¶

volunteer communications, newsletters, contribution envelopes, etc.Develop list of appropriate direct market outputs: ¶

Media kit – To be enclosed in a Southeastern folder; to be • sent to businesses/individuals with a high potential to donate, media and anyone who inquires about Southeastern Youth & Family; to include: cover letter, one-sheeter, current press release, company profile, annual report, DVD with photos/ artwork/video; visual representation of donation dollars at work, business card

Self-mailer – Information brochure/donation solicitation• Monthly e-newsletter – To be distributed to staff, volunteers, •

donors, parents/guardians (when available); monthly profile of an exceptional student or staff member; discuss on-going and upcoming events;“Refer a friend” program will advocate Southeastern community to forward the newsletters to friends and family with the propensity to donate and/or volunteer

Create distribution schedule based on both Southeastern events ¶ and calendar events/holidays; include periodic mailings of misc. euphemra items in distribution schedule (magnets, Southeastern post-it notes, artwork calendars, caps, etc.)

public relations campaignCreate positive local media interestoBjeCtive1

Create community involvement to increase awareness and supportoBjeCtive2

Develop relationship with local media outletsStrategy1

Execute relevant community outreach eventsStrategy2

Create newsworthy story pitchesStrategy3

POWER32

puBliC relatioNS CampaigNEstablish a Southeastern Youth & Family spokesperson ¶

for all media inquiresResearch appropriate media contacts and establish interaction ¶Develop local community partnerships ¶Reach out to community for event donations ¶Execute relevant community outreach events; ¶

Alert media of events as detailed in supplement

marCH: paiNtiNg a BrigHt future Date: March 26, 2009 ¶Description: Southeastern Youth & Family will host a happy ¶

hour event to introduce the new brand identity to new and existing donors. Held in the Milwaukee Public Market’s Palm Garden, donors will bid on artwork by Southeastern students and local artists.

Budget: $2000 ¶

juNe: BikeS for a Better Summer Date: June 13, 2009 ¶Description: One day bike give-away event that allows for bike ¶

recipients, donors, and community members to gather to kickoff the summer. Held at the Southeastern Education Center, participants can tour the school and learn about what Southeastern has to offer.

Budget: $900 ¶

auguSt: fieldiNg tHe dreamS of SoutHeaSterN Date: August 29 or 30, 2009 ¶Description: Donors, group home kids, and staff members will ¶

gather at Miller Park to have a fun-filled afternoon of tailgating and baseball. This event allows donors to build relationships with each other and Southeastern kids, further strengthening the connection with Southeastern Youth & Family. Dave Sobelman will man the grill and provide a tangible example of Southeastern’s success.

Budget $1750 ¶

NovemBer: faCeS of our future BreakfaSt Date: November 6, 2009 ¶Budget $2000 ¶

34 35

Throughout the year:foCuSiNg your future Career

Dates: TBD ¶Description: Board and community members will speak to ¶

Southeastern kids about his/her career. Speakers will enlighten the students about the multitude of career opportunities available if they channel their energy and strive for excellence in their school work. Tips for success will be offered and students can seek advice from speakers.

Budget $600 ¶

adopt a ClaSSroom or group Home Description: Community members and corporations will “adopt” ¶

a classroom/group home for the year. Donors will have a personal connection to the organization and build a relationship with the kids in their adopted location.

Budget $710 ¶

media campaignIncrease recall and frequency of message among target audienceoBjeCtive

Utilize locally relevant media sources to increase coverage of potential donor base

Strategy

Work with local ad agency to secure placement in the Milwaukee ¶ Journal-Sentinel’s “Partners for Humanity” program. Program involves sponsor ad agency providing free ad design to Southeastern Youth & Family and securing a one-time (1x) free ad placement with the Journal-Sentinel.

Solicit local TV and radio stations for complimentary Public Service ¶ Announcement’s promoting the Southeastern Youth & Family cause

Preferred radio station formats: News/Talk, Contemporary Hit • Radio, Classic Rock, Public Radio

Secure paid sponsorships on public radio stations in Milwaukee ¶ (WHAD 90.7, WUWM 89.7)

Utilize morning and afternoon drive time sponsorships to • capture largest audience around promotion of key fundraising events (Painting a Bright Future, Bikes for a Better Summer, Faces of Our Future Breakfast)

May also consider sponsorships in eclectic programming on • Saturday and Sunday mornings

10-15 spots at $1,500-2,000 per week ($4,500-$6,000 total)•

SUCCESS36

38 39

!"#$%& '()**' '(+#,-.,&%'

!"# $%& %'& $%( )*+" )*,( %*- ."'/ 01/ +02 3"1 )456789

!"#$%&#

/$0%0,%#1)&#12.1$#314+,$5105#$%0%612$1,7718+0$%#519,%#+0,7&

/$0%0,%#1)&#12.12.:0;#19,%#+0,7&130%<1$#314+,$5105#$%0%6

=,)$;<13#41&0%#130%<1$#314+,$5105#$%0%6

'()#"($*

!"#$%"&'()%&"*('&+",-

!>#;)%#12$#?5,61%#,914)0750$@1#"#$%1.2+1ABC1&%,..

D#"#7281%09#70$#1.2+10$%#+$,71;299)$0;,%02$

E),+%#+761&%,..1#?$#3&7#%%#+

/$%#+$,71&0@$,@#1+#7,60$@1$#314+,$5105#$%0%6

FA%,%#12.1ABCG1#",7),%02$19##%0$@&

+,"#-)./$"0#%(1

H85,%#1;)++#$%152$2+10$.2+9,%02$1,$51;2$%+04)%02$1<0&%2+6

I4%,0$170&%&12.182%#$%0,7152$2+&1,$51;2+82+,%#1@+,$%12882+%)$0%0#&

J+#,%#1%#987,%#&

J+#,%#150&%+04)%02$1&;<#5)7#

234*,-.5#*$%6(7

K#&#,+;<1,88+28+0,%#19#50,1;2$%,;%&L1!&%,470&<10$%#+,;%02$

!&%,470&<1ABC1&82-#&8#+&2$1.2+1,7719#50,10$M)0+0#&

D#"#728172;,71;299)$0%618,+%$#+&<08&

!>#;)%#1+#7#",$%1;299)$0%612)%+#,;<1#"#$%&

./#$%"&'()%&"*('&+",-

K#,;<12)%1%21;299)$0%61.2+1#"#$%152$,%02$&

J+#,%#1$#3&32+%<61&%2+6180%;<#&

/#8,$

N88761.2+1!"#$%&'(()*+&,-%#).(-/"-(#)01%,/-(,2)3+,)4&5%-"/60)8+2@+,9

A#;)+#1;298709#$%,+61OANP&12$172;,71QR1,$51+,5021&%,%02$&

A#;)+#1&82$&2+&<08&12$172;,718)470;1+,5021&%,%02$&

'O,0$%0$@1%<#1C)%)+#' 'Q,07@,%#'1#"#$%1STUV!"#$%& '()**' '(+#,-.,&%'

!"# $%& %'& $%( )*+" )*,( %*- ."'/ 01/ +02 3"1 )456789

!"#$%&#

/$0%0,%#1)&#12.1$#314+,$5105#$%0%612$1,7718+0$%#519,%#+0,7&

/$0%0,%#1)&#12.12.:0;#19,%#+0,7&130%<1$#314+,$5105#$%0%6

=,)$;<13#41&0%#130%<1$#314+,$5105#$%0%6

'()#"($*

!"#$%"&'()%&"*('&+",-

!>#;)%#12$#?5,61%#,914)0750$@1#"#$%1.2+1ABC1&%,..

D#"#7281%09#70$#1.2+10$%#+$,71;299)$0;,%02$

E),+%#+761&%,..1#?$#3&7#%%#+

/$%#+$,71&0@$,@#1+#7,60$@1$#314+,$5105#$%0%6

FA%,%#12.1ABCG1#",7),%02$19##%0$@&

+,"#-)./$"0#%(1

H85,%#1;)++#$%152$2+10$.2+9,%02$1,$51;2$%+04)%02$1<0&%2+6

I4%,0$170&%&12.182%#$%0,7152$2+&1,$51;2+82+,%#1@+,$%12882+%)$0%0#&

J+#,%#1%#987,%#&

J+#,%#150&%+04)%02$1&;<#5)7#

234*,-.5#*$%6(7

K#&#,+;<1,88+28+0,%#19#50,1;2$%,;%&L1!&%,470&<10$%#+,;%02$

!&%,470&<1ABC1&82-#&8#+&2$1.2+1,7719#50,10$M)0+0#&

D#"#728172;,71;299)$0%618,+%$#+&<08&

!>#;)%#1+#7#",$%1;299)$0%612)%+#,;<1#"#$%&

./#$%"&'()%&"*('&+",-

K#,;<12)%1%21;299)$0%61.2+1#"#$%152$,%02$&

J+#,%#1$#3&32+%<61&%2+6180%;<#&

/#8,$

N88761.2+1!"#$%&'(()*+&,-%#).(-/"-(#)01%,/-(,2)3+,)4&5%-"/60)8+2@+,9

A#;)+#1;298709#$%,+61OANP&12$172;,71QR1,$51+,5021&%,%02$&

A#;)+#1&82$&2+&<08&12$172;,718)470;1+,5021&%,%02$&

'O,0$%0$@1%<#1C)%)+#' 'Q,07@,%#'1#"#$%1STUV

event timeline

40 41

!"#$%"&'( )*+,--!"#$%#& !"##

'%($)*+,-&$. !$"#

!.%//+.01*"2.1 !%"#

3"1)4+,56&$1&1 !&'(##

./%$0#(1&%2$#/"3 )4+,--3&7"%+8".9+3%":&29+;&<1:&..&2 !%'$##

3"1)4+,56&$1&1 !&'&##

567'/0(8$'&#/9": );<+---=2&%>/%1. !)'###

;&<+,-&$.1 !%'*##

3"1)4+,56&$1&1 !*'+##

1$=/& )>+---?(@:")+A%7"B+!6B$1B21*"61 !%'###

1/:0$''&"$96: );;+---,5.&2$%:+?2"$."$# !,'###

C$.&2$+ !*'###

!"#$% &'()(((

budget list of supplemental materials

copy style guidedesign style guideinternal manualpublic relations/promotions manual