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- 1. ! ! Communications!Plan! Prepared by: Kristen Cockburn Angela D. Best John Moodie
- 2. Table of Contents INTRODUCTION................................................................................................................................. 1 GOALS AND OBJECTIVES............................................................................................................... 1 SITUATION ANALYSIS..................................................................................................................... 1 TARGET AUDIENCE ......................................................................................................................... 2 KEY MESSAGES ................................................................................................................................. 3 STRATEGIC APPROACH ................................................................................................................. 4 TOOLS AND TACTICS ...................................................................................................................... 4 ONLINE PRESENCE ............................................................................................................................... 4 MEDIA RELATIONS............................................................................................................................... 8 VOLUNTEER ENGAGEMENT.................................................................................................................. 8 THIRD-PARTY FUNDRAISING .............................................................................................................. 10 COMMUNITY OUTREACH.................................................................................................................... 12 BUDGET.............................................................................................................................................. 12 EVALUATION.................................................................................................................................... 13 DESCRIPTION OF EVALUATION SOURCES: ........................................................................................... 14 CRITICAL PATH............................................................................................................................... 14 CONCLUSION.................................................................................................................................... 15 REFERENCES.................................................................................................................................... 16 LIST OF APPENDICES APPENDIX A: LIST OF PARTNER ORGANIZATIONS APPENDIX B: LIST OF LOCAL BUSINESS DONORS APPENDIX C: BUFFER VS. HOOTSUITE APPENDIX D: MULTIMEDIA NEWS RELEASE SAMPLE APPENDIX E: VOLUNTEER JOB TITLE AND DESCRIPTIONS APPENDIX F: PARTNERSHIP AGREEEMENT SAMPLE APPENDIX G: THIRD-PARTY FUNDRASING PROCEDURE DOCUMENT SAMPLE APPENDIX H: COMMUNITY CALENDAR OF EVENTS
- 3. LAHPEC! 1! Introduction The Ontario Lung Association (OLA) is one of the oldest and most respected non-profit organizations in Canada. As a leader in the prevention and control of chronic lung disease, asthma, tobacco cessation and air quality and lung health, OLA provides education, care and support to Ontarians living with lung disease. The mission of OLA is “to be the recognized leader, voice and primary resource in lung health to enable all people to breathe with ease1 .” The Lung Association of Hastings and Prince Edward Counties (LAHPEC) is an OLA community office located in the Eastern Region of Ontario. As a community-based organization with only one dedicated full-time staff, LAHPEC relies on the passion and hard work of its volunteers to help raise awareness of LAHPEC in the community, deliver programs and maintain the general administration of the local office2 . In June 2015, LAHPEC transitioned to a home-based office, which has reduced the visibility and engagement of LAHPEC in the community and has also resulted in the greater need for more skilled volunteers who can work from home. As a result, this communications plan was established in response to the increased needs of LAHPEC to attract and retain new skills-based volunteers as well as raise awareness of the LAHPEC brand. The plan was developed in collaboration with Lola McMurter, special events coordinator at LAHPEC. Goals and Objectives The overall goal of the communications plan is to elevate the LAHPEC brand in the local community. Specific objectives of the plan include: • Objective one: Increase awareness of LAHPEC to 30%. • Objective two: Grow the percentage of skills-based volunteers by 20%. • Objective three: Increase third-party fundraising events by 15%. Situation Analysis A strengths, weaknesses, opportunities and threats (SWOT) analysis was conducted on the current communications activities of LAHPEC. The contents of the SWOT analysis were developed through conversations with Lola McMurter, LAHPEC special events coordinator and Rebecca Tompkins, OLA marketing specialist.
- 4. LAHPEC! 2! Strengths Weaknesses • Good brand (good mission, mandate) • Qualified staff • Has committed volunteers • Support from provincial office • Participation in community events (home shows, trade fairs, radon gas seminars, etc.) • Program documents and fact sheets (print documents and web documents) • Good media relations • Attends volunteer and career fairs • Registration with Volunteer Information Quinte • Home based office • One staff: commitments vs. time available • Volunteers are mature (40 years +) • Social media • Website • Weak connection between communication activities and mission Opportunities Threats • Community partner organizations • Health Canada’s national health days (e.g. National Non-Smoking Week, Lung Cancer Awareness Month) • World Health Organization’s health day (e.g. World Asthma Day, World Environment Day) • Environmentally and health conscious population • Change in government and government funding opportunities • Wide variety of non-profit organizations: competing for volunteers, funding, etc. • Fluctuations in economy Target Audience The primary target audience for this plan is adult residents of the Hastings and Prince Edward Counties, both male and female, between the ages of 18 and 45 years. The LAHPEC is particularly interested in this age category to improve the awareness of their brand as well as increase their engagement as volunteers because they are working professionals that have up-to-date, technical skills to offer. This audience can be broken down into the following two age categories: • Young professionals between the ages of 18 and 29: Young professionals can be classified as individuals who are currently registered in a post-secondary program and about to finish school or are working professionals within the first ten years or their careers. They are extremely busy and focused on establishing themselves as professionals. When it comes to volunteering, they do not have a lot of time and would prefer an opportunity where they are giving back to the community, while acquiring work-related skills3 . Online, this age group is active on various social media platforms such as: Facebook, Twitter, Snapchat, Instagram, LinkedIn and YouTube4 . • Working professionals between the ages of 30 and 45: Working professionals can be classified as adults who typically have at least 10 years of work experience. They are very focused on their work and have families of their own. Although they do not have a ton of time, they are motivated to
- 5. LAHPEC! 3! volunteer and offer their skills and expertise to help out the local community5 . Online, this age group is typically active on social media platforms such as Facebook, Twitter, LinkedIn and YouTube6 . The secondary target audiences for this plan can be broken down into: • Current volunteers: It is important for LAHPEC to recognize and retain current volunteers. Current volunteers are both male and female, typically over the age of 45 years. These volunteers have time to commit to LAHPEC as they are likely retired or beginning to think about retirement. These volunteers are particularly committed to the cause because of either a direct or indirect personal experience with lung disease. These volunteers are not very active on social media, but may have Facebook accounts to keep in touch with family and friends. They tend to get their information from LAHPEC through regular emails and in-person meetings. • Local organizations: It is important that LAHPEC promote, connect and build relationships with local like-minded organizations such as: Loyalist College, Canadian Cancer Society, Heart and Stroke Foundation and local conservation authorities. Community organizations are motivated to do their work because of their local communities. They are always looking for ways and partners to help make a big impact on the community. Most organizations are quite active on different social media platforms: Facebook, Twitter, LinkedIn, YouTube and Pinterest. Key Messages Because the LAHPEC is a community-based office of the OLA, the key messages have been established to align directly with the OLA. The key messages for the plan are: • LAHPEC is the leader in the prevention and control of chronic lung disease, asthma, tobacco cessation and air quality and lung health. • “When you can't breathe, nothing else matters” TM (tagline). • LAHPEC relies on the passion and hard work of volunteers to help achieve its vision “to improve lung health.” • LAHPEC needs people between the ages of 18 and 45 years, with a variety of skills and experiences to fill a wide range of volunteer jobs.
- 6. LAHPEC! 4! • LAHPEC is seeking individuals, groups or organizations interested in giving back to the community and hosting their own third-party fundraising events. Strategic Approach The following strategic approaches were used to inform the overall design of the plan: 1. Alignment with OLA’s new brand positioning. The OLA is currently undergoing a rebranding process. Elements of this new brand position include: leveraging OLA’s Breathing as One Campaign and moving away from fact sharing and towards story telling approaches to communication. 2. Strategic partnerships. The key to any successful organization is establishing and maintaining strong and strategic partnerships with local, like-minded organizations. Benefits of partnerships include: saving costs, strengthening programs, improving efficiency and complementing skills and abilities7 . Categories of strategic partners include: education institutions, non-profit organizations, community groups, volunteer and employment organizations and information and news sources. A list of partner organizations can be found in Appendix A. Tools and Tactics The tools and tactics were developed based on the SWOT analysis outlined in the Situation Analysis section. The communications activities will take an integrated approach and will include: online presence, media relations, volunteer engagement, third-party fundraising and community outreach. Online Presence LAHPEC is currently engaged online through its web page and their own individual Facebook page. Being active online is extremely important, as it is the easiest way to get information out to the public, build new connections and establish stronger connections with a target audience8 . It is recommended that LAHPEC enhance its online presence by strengthening its website and use of Facebook as well as increasing social media coverage with the addition of Twitter and LinkedIn platforms and running two social media campaigns per year. Website Currently the LAHPEC does not have its own website, but has a page hosted on OLA’s website. The individual landing pages for community offices are quite underwhelming and lack a lot of important
- 7. LAHPEC! 5! information. Currently, OLA’s main website is under a massive reconstruction; therefore, it is recommended that LAHPEC leverage this opportunity to get involved with the reconstruction and suggest ways to make the content on the community office pages more easily accessible and engaging. Suggestions may include: • Links to community office pages be front and centre on the main webpage. • LAHPEC and all community office pages should include: o About section o Calendar of local events o Integration with all social media platforms o Specific volunteer call to action o Community section: a place to share local stories and post about events Facebook Facebook remains the market leader of social networking sites with more users signing up every day. Approximately 80 per cent of adults aged 18 to 49 use Facebook9 . The Facebook platform remains the best social media platform for audience engagement as it allows for the sharing of diverse sets of content including: pictures, videos, text posts, polling and shared content. The current LAHPEC Facebook page has 39 likes and is not very active, with approximately only three to five posts per month in the last two months. With Facebook being one of the most widely used platforms, there is significant potential to strengthen and grow the LAHPEC Facebook page by using some of the following tactics: • Post profiles on volunteer and stories about clients. • Provide news and updates on LAHPEC. • Share content from community partners including: event news, trending health news and promoting partner’s work in the community. • Provide original content from LAHPEC events to be shared such as videos or photo albums. • Rework ‘About’ section to tell story and vision of LAHPEC.
- 8. LAHPEC! 6! Twitter Another social media tool that would be useful in engaging the public is Twitter. Approximately 32 per cent of adults aged 18 to 49 years use Twitter10 . Twitter’s high-volume of content and face-paced nature makes it an important tool for connecting with the public in real time. By adding a Twitter account to its social media toolbox, LAHPEC has a great opportunity to significantly boost its online presence. Here are some recommendations for LAHPEC’s use of Twitter: • Live tweet events held or attended by LAHPEC. • Share information and links for upcoming events and activities or related news. • Create ‘Twitter lists’ to make connections and build network with community partners • Create unique hashtags to promote LAHPEC. LinkedIn There are currently 11 million Canadian professionals on LinkedIn11 . It is the world’s largest social media platform specifically for professional networking. LinkedIn can be used by organizations to increase its visibility and build its network. LAHPEC should leverage LinkedIn to raise awareness of its brand, establish local networks, recruit volunteers and create professional opportunities with community partners. LAHPEC can do this by: • Taking part in LinkedIn discussion groups on issues relevant to LAHPEC. • Post volunteer opportunities and actively search for volunteers with specific skill sets. • Reward current volunteers by providing LinkedIn endorsement and writing references. • Actively search for community partners and influential leaders to grow network. Social Media Campaigns Campaigns are a good way of getting followers to engage directly with the LAHPEC social media pages. It is important to clearly identify the purpose of the campaign (i.e. to engage with users, get feedback on program marketing tactics), keep the contest to one to three weeks and involve some kind of direct engagement with the user. Types of contests include: sweepstakes, quizzes, photo, video and essay 12 . All contests should include a prize for the winner. Prizes may include: gift cards to local grocery stores,
- 9. LAHPEC! 7! LAHPEC merchandise or entry into a community event. See Appendix B for a list of local businesses that donate frequently to non-profit organizations. It is recommended that LAHPEC host at least two social media campaigns per year. A sample contest is outlined below: Take a Breath of Fresh Air Campaign This campaign is targeted to increase awareness of LAHPEC in the local community. The contest will be held in June, timed for the start of summer. Community members will be encouraged to submit a photo of themselves ‘taking a breath of fresh air’ somewhere in the Hastings and Prince Edward Counties. The photos will be uploaded through Facebook and Twitter with the hashtag #BreathFresh. The campaign will run for one month. At the end of the month, LAHPEC will select the winner of the contest who will receive a donated gift card from a local grocery store. Additional Social Media Recommendations Posting consistency If LAHPEC is to be successful in building a local audience online it is important its social media presence be consistent. This means it must be committed to posting and sharing content over social media on a regular basis. Each social media platform has its own specific set of optimal posting times13 , which include: Platform Best days to post Recommended number of days per week to post Best time of day to post Maximum number of posts per day Twitter Monday to Thursday 5 9 a.m. to 3 p.m. 3 to 5 Facebook Weekdays 3 to 5 1 p.m. to 4 p.m. 2 LinkedIn Tuesday to Thursday 2 Noon and 5 p.m. to 6 p.m. 1 Scheduling Posts ! Scheduling posts ahead of time can save a lot of time and stress when executing the plan. Scheduling posts will also guarantee consistency of posts as well as ensure that time-sensitive content such as events, holidays and contests are properly covered14 . To streamline LAHPEC’s social media posting routine, it is recommended that LAHPEC incorporate a social media management application like Buffer or Hootsuite. Both Buffer and Hootsuite offer the ability to work across all of the recommended social media platforms, Twitter and LinkedIn all in one window. Posts can be written in advance and then scheduled for
- 10. LAHPEC! 8! posting at a later date. These applications also collect and track social media analytics for all different social media platforms. There are free and paid versions of both applications, offering different features. A detailed comparison of Buffer vs. Hootsuite can be found in Appendix C. Media Relations LAHPEC already has a great relationship with local media outlets and is currently doing a good job of interacting with these sources. However, with the shrinking traditional media landscape and the increase in digital news sources, media pitching has become extremely competitive. Not only are there many different ways to receive news, but there has also been a significant increase in content being shared15 . In order for news to break through the clutter and be shared, it is recommended that LAHPEC stay up to date with trends in media, including: • Developing multimedia news releases. Including multimedia such as good quality photos and videos in a news release can increase the chance of LAHPEC’s news being covered and can bump traffic to the website up to 77 per cent16 . This is because it elevates the content, makes it more engaging and more sharable. For an example of a multimedia news release, see Appendix D. • Using LAHPEC’s online resources. Feature news releases on the website as well as share the releases on all social media channels. This will increase the option of people viewing your news as well as news sources picking up on the story17 . • Never underestimating the value of using story drivers to develop content. Be sure to stay up-to-date with different media outlet’s editorial calendars, trends in the industry, buzz topics on social media and piggy-backing on one of the ideas of the influencers or companies that the reporter follows18 . Volunteer Engagement LAHPEC depends on the time and skills of their volunteers in order to deliver the services they provide. Every volunteer brings different experiences and skills to the organization. However, the average age of the current volunteers at LAHPEC is over 45 years. While these volunteers have great dedication to the cause, there is a need to boost the number of volunteers between the ages of 18 and 45 years, who have relevant and up-to-date skills that would be beneficial to LAHPEC’s work.
- 11. LAHPEC! 9! Individuals are motivated to volunteer for many different reasons; but volunteers within the target audience are most likely to volunteer for two reasons: to give back to the community and to gain and improve work-related skills19 . Although the motivation for volunteering is largely rooted in the impact to the community, volunteer recognition is extremely important to keep volunteers motivated and invested20 . LAHPEC can take several steps that will grow the number and quality of their volunteer base, retain these volunteers, as well as improve the experiences of their current volunteers. It is recommended that LAHPEC formalize their volunteer program by: • Creating formal volunteer job titles and descriptions. The use of formal job titles with accompanied job descriptions allows for volunteers to know exactly what is expected of them and gives them an overview of their responsibilities. More importantly, these formal titles and descriptions provide volunteers with a sense of identity and can be used by volunteers to increase the value of their volunteer experience, which will be beneficial for adding to their resumes and applying to jobs. It is best to avoid titles and descriptions that have to do with the lack of pay. For example, the word ‘volunteer’ does not need to be in the title; it is no different than writing ‘paid’ in the formal job title21 . These formal volunteer positions can be posted on the LAHPEC web page, social media channels, as well as through VIQ’s listing services. Please see Appendix E for a sample of volunteer job titles and descriptions for LAHPEC. • Establish formal relationship agreements with strategic partners. A formal agreement or memorandum of understanding could be put into place with strategic partners such as Loyalist College. Many of the programs at Loyalist (Appendix A) have designated volunteer hours or internship placements built into the programs. Although the individual volunteers would change, there would be a long-term commitment that ensures LAHPEC receives skills-based volunteers on a routine basis. For a sample partnership agreement, please see Appendix F.
- 12. LAHPEC! 10! It is recommend that LAHPEC emphasize volunteer recognition through: • Continuously recognizing volunteers with: increasing their work responsibility, sending them to training opportunities, organization branded material (t-shirt, mug, etc.), recognition events (lunches) and volunteer of the month. Some different ideas for volunteer recognition could include: o Family fun day: Host an event for families of your volunteers (e.g. picnic, bowling) o Client gifts: Have those served by LAHPEC make personalized gifts (e.g. artwork, photos, thank you cards) o Scrapbook: Create scrapbooks for your volunteers full of photos from different LAHPEC events and have staff and clients write comments and quotes in the books. • VIQ’s annual volunteer recognition event. Once a year VIQ hosts a volunteer recognition ceremony, which is free for members. LAHPEC is a registered member of VIQ and should leverage opportunities like these. • Posting volunteer profiles to different media channels. A great way to acknowledge volunteer’s work is to interview volunteers and publish profiles on them via the different traditional and social media channels (noted above). Volunteers should be recognized all year round, but particularly promoted on National Volunteer Week (April 10th to 16th ) and International Volunteer Day (December 5th ). Third-party Fundraising Non-profit organizations are continuously on the lookout for new revenue sources, as well as innovative ways to increase outreach and fundraising22 . With increasing demand on LAHPEC’s resources (monetary and human) and transition to a home-based office, third-party fundraising events are a great way to raise substantial amount of donations, with not a lot of commitment from LAHPEC. A third-party event can be defined as any fundraising activity (all proceeds supporting LAHPEC) that is conducted by a group, organization or individual not affiliated with LAHPEC. Third-party events save time and costs as all of the marketing and execution of the events are conducted by someone else 23 .
- 13. LAHPEC! 11! It is recommended that LAHPEC grow its third-party fundraising portfolio using the following approaches: • LAHPEC should start to use its strategic partners to begin growing its third-party fundraising portfolio. Formalizing partnerships with specific programs at Loyalist College (i.e. Public Relations, Social Service Worker, Fitness and Health Promotion) that have fundraising components built into the programs, as well as community groups such as the Rotary Club would be a good way to have continuous third party support (Appendix A). Additionally, LAHPEC should increase the use of VIQ’s resources such as promoting third-party fundraising opportunities on their website and volunteer boards. • Promote different types of third-party fundraising event opportunities. There are many different types of events that could get third parties excited about fundraising including: challenge events, community events, corporate events, galas/parties, raffles and personal campaigns. Prepare a document about the different types of third-party fundraisers, which outlines tips on how to host events, how to get people involved and what is involved in hosting event. These opportunities should also be promoted on the LAHPEC’s webpage and social media sites, as well as at community events. It is recommended that LAHPEC formalize its third-party fundraising using the following approaches: • Establish a formal third-party fundraising policy and procedures document. This document should include: information about LAHPEC (vision, mission, values), permissions, event timing, event branding and use of logo, financial guidelines, sponsorship information and liability. The document should also include an event proposal application form and procedures. This information should be made easily available on the LAHPEC’s webpage as well as social media (Facebook, LinkedIn). A sample procedure document can be found in Appendix G. • Understand the legal environment for third-party fundraising. LAHPEC would have no fiduciary responsibility over the hosts of the events; however, there are rules and regulations that are required to be followed from the Canada Revenue Agency. This includes: formal agreements, income tax
- 14. LAHPEC! 12! regulations, receipts, etc. A copy of the policy commentary can be found at http://www.cra- arc.gc.ca/chrts-gvng/chrts/plcy/cpc/cpc-026-eng.html Community Outreach With the move to a home-based office and only one full-time staff on site, LAHPEC has made the decision to conduct less community outreach and focus on increasing their third-party fundraising portfolio. While third-party fundraising is a great opportunity, LAHPEC should continue to leverage and attend its routine community events including: school visits, career fairs, radon gas seminars, community fairs and festivals. A list of events can be found in Appendix H. It is recommended that LAHPEC increase the effectiveness of community outreach by: • Making outreach activities more interactive. It is important to draw in the public to the LAHPEC booth when attending community events. Tactics such as quizzes/trivia, games, client talks and tips by professionals (e.g. how to quit smoking) should be used. o Example “Breathe-in, Breath-out Trivia”: Create a jeopardy-style poster board of trivia questions about breathing and lung health. Have participants answer trivia questions. With correct answers, the participants could receive an OLA pin or ribbon. • Increase participation at community partner events and national and international health days. Supporting other causes and organizations in the community will help to strengthen partnerships as well as increase the participation and promotion at LAHPEC events. Budget The budget for this plan is $0, under the assumption that LAHPEC use its current budget for attending community events and media relations. However, it is recommended that LAHPEC seek donations from local businesses (Appendix B) or work with OLA to have prizes for the social media campaigns, volunteer recognition and community outreach donated. It is recommended to have a meeting with OLA to discuss options for contest prizes, volunteer recognition and evaluation (below).
- 16. LAHPEC' 14' Description of evaluation sources: Social media application: Hootsuite or Buffer Hootsuite and Buffer are the two social media applications outlined in the Online Presence section. Each platform offers social media analytics, which should be used for measuring the success of LAHPEC’s social media activities. Specific metrics that can be calculated within each application are: • Reach: Is the potential for a post to be seen by the page’s audience and is represented by the number of: page likes on the LAHPEC Facebook, followers on Twitter and connections on LinkedIn24 . • Engagement: Measures how much and how often users are interacting with the content on the LAHPEC’s social media pages. Engagement is measured by the likes, comments and shares of each specific post25 . SurveyMonkey SurveyMonkey is a world leader in web-based survey delivery. LAHPEC can use this online tool to develop and distribute surveys to help evaluate and inform communications activities. A free version of SurveyMonkey is available and allows for the basic design of a basic survey up to ten questions. There are paid options available, which offer more sophisticated survey design and analytics. For more information about SuveyMonkey’s features and pricing, visit www.surveymonkey.com. It is recommended that the following two surveys be conducted at the end of the first year: • Community survey: create a survey to gather information to measure the awareness level of LAHPEC in the community. Questions should cover: mission, activities, working location and key messages. The survey can be distributed on a number of channels including: social media and through local partners (e.g. Loyalist College, VIQ, other non-profits, etc.) • Volunteer survey: create a survey to send out to current volunteers to measure their opinions, motivations and satisfaction with volunteering. Questions could include: rating how volunteering makes them feel, time committed to volunteering and tasks completed while volunteering. Critical Path ' The following critical path outlines the timeline for managing the plan. The plan will be executed by Lola McMurter, LAHPEC special events coordinator, with assistance from LAHPEC volunteers.
- 17. LAHPEC' 15' Month Task Events First Quarter: April to June 2016 • Send communications plan to Rebecca Thompkins • Select and set up social media management application • Create a Twitter and Linkedin account and begin following relevant partners in the community and current volunteers • Create formal job descriptions for volunteers and share with VIQ • Create content for Take a Breath of Fresh Air Campaign • Identify and formalize strategic partners • Develop Third-Party Fundraising Procedure • Hold Take a Breath of Fresh Air Campaign (June) • Third Friday every month: schedule social media posts • National Volunteer Week: April 10th to 16th • Quinte Career Fair: April 21st • Earth Day: April 22nd • World Asthma Day: May 3rd • World No Tobacco Day: May 31st • World Clean Air Day: June 5th Second Quarter: July to September 2016 • Create community outreach trivia game • Present third-party fundraising ideas to Loyalist college programs for consideration • Third Friday every month: schedule social media posts • Pull for Kids: August Third Quarter: October to December 2016 • Conduct half-year evaluation (April to September) • Lung Month • Hold second social media campaign • Contact Loyalist College programs with available internships • World Pneumonia Day: November 12th • World COPD Day: November 19th • Christmas Seal Campaign: December • International Volunteer Day: December 5th Fourth Quarter: January to March 2017 • Contact Lindsay Kerik from Loyalist Career centre regarding waiving the fee for February Career fair for non-profit agency. • Third Friday every month: schedule social media posts • Prepare next yearly communications plan • Conduct final evaluation • Finalize next yearly communications plan • National Non-Smoking Week: February • World Cancer Day: February 4th • Loyalist College Career Fair: February • Tulip Day: February to March • World Tuberculosis Day: March 24th Conclusion The overall goal of the plan is to help LAHPEC elevate its brand in the local community. By providing opportunities to increase the awareness of LAHPEC, attract skills-based volunteers and promote third-party fundraising events, this plan will be a successful mechanism for assisting LAHPEC reach its goal. This plan is set to run for one year and be implemented by one full-time LAHPEC staff. After the plan has been implemented for a few months and when LAHPEC starts to receive more skills-based volunteers, it is recommended that LAHPEC review the plan and its activities to make sure that it aligns closely with the skills of the faculty and volunteers.
- 18. LAHPEC' 16' References ' 1 Ontario Lung Association. (2015). About us. Retrieved from http://www.on.lung.ca/page.aspx?pid=363 2 McMurther, L. (2016). The Lung Association Ontario [PowerPoint Presentation]. 3 Cockburn, K. (2016). Non-profit volunteering: Interests and skills [Survey results: SurveyMonkey]. 4 Patterson, M. (2015). Social media demographics to inform a better segmentation strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-demographics/ 5 Cockburn, K. (2016). Non-profit volunteering: Interests and skills [Survey results: SurveyMonkey]. 6 Patterson, M. (2015). Social media demographics to inform a better segmentation strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-demographics/ 7 Stengel, G. (2013). Nonprofit collaborations: Why teaming up can make sense, Forbes Magazine. Retrieved from http://www.forbes.com/sites/geristengel/2013/04/09/nonprofit-collaborations-why- teaming-up-can-make-sense/#21971f9a4c2c 8'Wood, A. (2014). How to ensure your nonprofit organization has an effective online presence. Retrieved from http://blog.amilia.com/how-to-insure-your-non-profit-organization-has-an-effective-online-presence ' 9 Patterson, M. (2015). Social media demographics to inform a better segmentation strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-demographics/ 10 Patterson, M. (2015). Social media demographics to inform a better segmentation strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-demographics/ 11 Patterson, M. (2015). Social media demographics to inform a better segmentation strategy. Retrieved from http://sproutsocial.com/insights/new-social-media-demographics/ 12 Beeson, R. (2014). 14 creative ideas for your next Facebook contest. Retrieved from http://www.agorapulse.com/blog/facebook-timeline-contest-creative-ideas
- 19. LAHPEC' 17' ' 13'Kolowich, L. (2016). Best times to post on Facebook, Twitter, LinkedIn & other social media sites. Retrieved from http://blog.hubspot.com/marketing/best-times-post-pin-tweet-social-media-infographic ' 14 Smith, B. (2014). Scheduling Facebook posts. Retrieved from http://www.buildsocialconsulting.com/scheduling-posts-facebook/ 15 Fowlie, K. & Buna, A. (2016). MarketWired presentation Loyalist College [PowerPoint]. 16 Coffee, P. (2013). 5 tips for creating great multimedia press releases. Retrieved from http://www.adweek.com/prnewser/5-tips-for-creating-great-multimedia-press-releases/63285 17 MarketWired. (2015). Pitching media in the digital age. Retrieved from http://blog.marketwired.com/2015/12/08/pitching-media-in-the-digital-age-with-jessica-wohl-food- beverage-reporter-ad-age-2/ 18 MarketWired. (2015). Pitching media in the digital age. Retrieved from http://blog.marketwired.com/2015/12/08/pitching-media-in-the-digital-age-with-jessica-wohl-food- beverage-reporter-ad-age-2/ 19 Davila, M & Diaz-Morales, J. (2009). Age and motives for volunteering: Further evidence. Europe’s Journal of Psychology, 2. Retrieved from www.ejop.org 20 Slawdowski, P. (2011). Volunteer recognition in a changing landscape, Canadian Journal of Volunteer Resource Management, 19(2). Retrieved from http://www.cjvrm.org/past/Issue19.2FINAL.pdf 21 Fritz, J. (2015). How to write a job description that your volunteers will love. Retrieved from http://nonprofit.about.com/od/volunteers/ht/voldespos.htm 22 Kaplan, A. (2014). A powerful method for nonprofits to raise more money. Retrieved from http://www.huffingtonpost.com/auren-kaplan/a-powerful-method_b_4138690.html 23 Wolfe, K. (2013). The complete guide to creating a third party fundraising program. Retrieved from http://www.donordrive.com/blog/the-complete-guide-to-creating-a-third-party-fundraising-program-part- 1-whats-in-it-for-us/#.VtCJ7JMrKt8
- 20. LAHPEC' 18' ' 24 Dunham, K. (2014). The beginners guide to social media metrics: Reach and exposure. Retrieved from http://blog.hootsuite.com/beginners-guide-to-social-media-metrics-reach-exposure/ 25 Dunham, K. (2014). The beginners guide to social media metrics: engagement. Retrieved from http://blog.hootsuite.com/beginners-guide-engagement/ '
- 24. Appendix B: List of Local Business Donors The following is a list of companies and potential donations that are well known to provide donations to non-profit organizations in the community. When submitting a donation request letter it should be done so on agency letterhead for businesses records. Company Address Contact Person Potential Donation Note Denny’s 398 N Front St, Belleville, ON K8P 3C9 (613) 962-6634 On duty manager. $25.00 In person: Speak with management, submit donation letter given and receive gift card on the spot. First Choice Hair Cutters 211 North Front Street, Belleville, ON K8P 3C3 (613) 968-8344 Employee on duty. (Shampoo &Cut) In person: Speak with employee, submit donation letter and receive gift card on the spot. Cedar Nights 21 College St W, Belleville, ON K8P 2G2 (613) 771-1311 On duty Manager. $20.00 In person: Speak with management, submit donation letter given and receive gift card on the spot. Quinte Alternative Fitness Studio 68 Dundas St W #5, Belleville, ON K8P 1A3 (613) 962-2908 Nancy Caines, owner. 10 free classes ($139.99) Phone call: Speak with owner, Nancy Caines, submit donation letter and receive gift card on the spot. The Spa at Loyalist 376 Wallbridge-Loyalist, Belleville, ON K8N 5B9 (613) 969-1913 On duty employee. Classic Manicure (18.00+ tax) In person: Speak with employee, submit donation letter and receive gift card on the spot. Monatana’s 170 Bell Blvd, Belleville, ON K8P 5L2 (613) 967-9970 On duty manager. $20.00 In person: Spoke with management, submit donation letter and receive gift card on the spot. Boston Pizza 180 Bell Blvd, Belleville, ON K8P 5L2 (613) 966-2444 On duty manager. $25.00 In person: Speak with management, submit donation letter and receive a gift card on the spot. Quinte Bowl 17 Roy Blvd, Belleville, ON, K8N 4Z5 (613) 967-2695 Owner, Ron Jones. Free bowling session In person: Speak with owner , Ron Jones, Submit donation letter and receive certificate on the spot. Marks No Frills 211 Bell Blvd, Belleville, ON K8P 5K6 1 866-987-6453 Owner’s wife, Jen Daoust. $25 or more in gift card In person: Speak with owners wife, Jen Daoust submit donation letter and receive certificate upon approval.
- 25. Appendix C: Buffer vs. Hootsuite Buffer: • It is an application for managing social media accounts and scheduling posts • Intuitive and clean interface • It supports Twitter, Facebook, Google+, LinkedIn and Pinterest • Users can schedule 10 posts at a time • Flexible scheduling interface • Offers analytics on published posts. Analytics are easy to understand Hootsuite: • Is a social media managing platform • Initially it supports Twitter, Facebook, Google+, LinkedIn and Wordpress. However, application directory allows for further integration with apps • Allows user to respond to content on timeline • Users can schedule unlimited posts using free plan • Offers analytics on social networks. Provides professional reports Hootsuite vs. Buffer: • Hootsuite allows user to monitor social media feeds. Buffer only allows for monitoring of published posts. • Hootsuite’s analytics are comprehensive but difficult to understand. Buffer analytics are simplified and easy to understand. • Buffer focusing on scheduling and interface is easy to use. There is a greater learning curve in understanding Hootsuite’s interface. • Scheduling posts on Buffer is flexible and convenient. Hootsuite allows greater ability to integrate more applications. • Buffer is limited to scheduling 10 posts at a time. Hootsuite allows for unlimited scheduling of posts. Overall Buffer is better for those looking for a tool to specifically to publish and schedule content that is easy to use. However, for those looking to monitor and manage their social media platforms with more comprehensive analytics, Hootsuite is a better choice.
- 26. 2/26/2016 Blaze Fast-Fire'd Pizza Announces Grand Opening of First Arlington, TX Restaurant http://www.marketwired.com/press-release/blaze-fast-fired-pizza-announces-grand-opening-of-first-arlington-tx-restaurant-2096990.htm 1/3 News Room Print Friendly Share SOURCE: Blaze Pizza February 16, 2016 09:00 ET Blaze Fast-Fire'd Pizza Announces Grand Opening of First Arlington, TX Restaurant Free Pizzas for Blaze Pizza Fans in Parkway Central Shopping Center on Friday, February 19 ARLINGTON, TX--(Marketwired - Feb 16, 2016) - Arlington is heating up with the opening of Blaze Fast-Fire'd Pizza. The fast-casual artisanal pizza concept known for its chef-driven menu and casually hip restaurants, will officially open its doors in Arlington's Parkway Central Shopping Center on Thursday, February 18th. To celebrate the grand opening, the restaurant will offer FREE build-your-own pizzas on Friday, February 19 from 10:30 a.m. - 11:00 p.m. to anyone who follows Blaze Pizza on Instagram, Twitter or Facebook. Additionally, guests will enjoy entertainment provided by Lone Star Bottle Band and prize giveaways. Blaze Pizza is a modern day "pizza joint" serving up high-quality pizzas that are both fast and affordable. Since its first restaurant debuted in 2012, Blaze has quickly become one of the nation's hottest restaurant concepts, with fans lining up each day for the custom-built pizzas, freshly made salads, blood orange lemonade and s'more pies. Each restaurant features an interactive open-kitchen format that allows guests to customize one of the menu's signature pizzas or create their own, choosing from a wide array of artisanal toppings -- all for around $8. The generously-sized 11-inch personal pizzas are then sent to a blazing hot open-flame oven -- the centerpiece of the restaurant -- where dedicated pizzasmiths ensure that the thin- crust pies are fast-fire'd and ready to eat in just 180 seconds. Each Blaze restaurant makes its own pizza dough from scratch daily using a recipe developed by Blaze Pizza's Executive Chef Bradford Kent ("The Pizza Whisperer"), which requires a 24- hour fermentation period to produce his signature light-as-air, crisp crust. For pizza fans with specific dietary needs, Blaze Pizza offers gluten-free dough and vegan cheese. "Great pizza starts with great dough," said Chef Kent. "That's why we make our dough from scratch in-house daily. No frozen dough, preservatives or dough conditioners -- EVER. Just a few simple ingredients and a mixer." Local craft beers will be poured on tap, including (512) Pecan Porter, (512) Pale Ale, Community Public Pale Ale and Community WIT. The restaurant will also partner with local schools, sports clubs, nonprofits and other community organizations to host fundraising events at Blaze, donating 20 percent of an event's proceeds back to local groups. "We couldn't be more excited to introduce Arlington to Blaze," said Brian Kelley, Managing Partner of Saddles Blazin LLC, a Blaze Pizza franchisee. "By providing fast-fire'd artisanal pizza, local craft beer, and an inclusive fundraising program, we know residents will soon MULTIMEDIA Blaze Pizza View Image: S M L Blaze Pizza TV Spot - 2... Blaze Pizza HIGHLIGHTED LINKS Blaze Pizza Search SITE NEWS Français About Us Careers Media Partners Blog PRODUCTS SOLUTIONS NEWSROOM RESOURCES CONTACT US SIGN IN
- 27. 2/26/2016 Blaze Fast-Fire'd Pizza Announces Grand Opening of First Arlington, TX Restaurant http://www.marketwired.com/press-release/blaze-fast-fired-pizza-announces-grand-opening-of-first-arlington-tx-restaurant-2096990.htm 2/3 Print Friendly Share News Room VIEW RELATED NEWS About this company Blaze Pizza come to know, and love, Blaze." The opening of the Arlington restaurant marks the fifth Blaze Pizza location in Texas. Blaze debuted in the Lone Star State in May 2015 with the opening of the Frisco location (3311 Preston Rd., near Stonebriar Centre). Also opening in 2015 were locations in Sugar Land (16100 Kensington Dr.), Houston (Woodlake Square, 9650 Westheimer Rd.) and Austin (14009 N. Research Blvd., near Lakeline Mall). WHAT: Blaze Pizza's Grand Opening and "Free Pizza Day" One free pizza per person on Friday, February 19 for guests who follow Blaze Pizza on Instagram, Twitter or Facebook. WHEN: Opening Day: Thursday, February 18 at 10:30 a.m. Free Pizza Day: Friday, February 19 Ribbon Cutting at 10 a.m. Free pizza served 10:30 a.m.-11:00 p.m. Musical entertainment by Lone Star Bottle Band from 1-5 p.m. WHO: Arlington Community WHERE: Blaze Pizza Arlington Parkway Central Shopping Center (next to Whole Foods) 841 E. Lamar Blvd. Arlington, TX 76011 (817) 522-1230 Blaze Pizza is calling all pizzasmiths in the greater Arlington area to join their team. Submit an application for crew and shift manager online at www.saddlesblazin.com/careers.html. Blaze Pizza will be open Monday through Thursday from 10:30 a.m.-10 p.m., Friday and Saturday from 10:30 a.m.-11:00 p.m. and Sunday from 11:00 a.m.-10:00 p.m. About Blaze Pizza The first Blaze Pizza® restaurant opened on Aug. 6, 2012, in Irvine, Calif., and quickly gained attention for its chef-driven recipes, thoughtful interior design, and a service culture that celebrates individuality. Now ranked as the overall #2 fast-casual brand in FastCasual.com's annual Top 100 list, Blaze Pizza is building momentum and developing a cult-like following as it expands across the country. The company currently operates 110 restaurants in 27 states and Canada, including the major metropolitan areas of Los Angeles, New York, Chicago, San Francisco, Toronto, Dallas and Washington D.C. Founded by Elise and Rick Wetzel (co- founder of Wetzel's Pretzels), the concept is backed by investors including LeBron James, Maria Shriver, Boston Red Sox co-owner Tom Werner and movie producer John Davis. For more information, please visit blazepizza.com and facebook.com/blazepizza or click here to view a company video. Blaze Pizza®, Fast-Fire'd®, the horizontal logo design, and the proprietary names "Pizzasmith", "Intelligent Choices For Our Pizzas, People & Planet" and related trademarks are the property of Blaze Pizza LLC. CONTACT INFORMATION MEDIA CONTACT: Kelsey Hyde Bond Public Relations & Brand Strategy 504-897-0462 Email Contact
- 28. Appendix D: Formal job titles and descriptions for volunteers Title Description Office Assistant • Assist with the daily operations of the running of the office • Administrative tasks • Reporting to and working directly with Volunteer coordinator Videographer • Create informative videos to be used for social media • Attend and record agency events when required Photographer • Attend and photograph agency events when required • Photograph relevant material for agencies use Fundraising assistant • Supervise sales in the community during key fundraising campaigns • Inform the public of relevant agency topics Social Media Specialist • Source social media content • Engage with followers on all social media platforms • Research and engage with both local and national partners Event/community outreach assistant • Attend community events and represent agency • Recruit volunteers
- 29. Sample Job Description The Canadian Diabetes Association Need YOUR Help! Job title: Office Assistant The Canadian Diabetes Association - Belleville, ON Job Type: Volunteer Required Experience: Customer Service experience (one year) We are in need of office support to assist in day to day functions in our Belleville Office located at Bayview Mall. We are currently Seeking Volunteer's For Monday, Wednesday and Thursday mornings from 9 a.m. to 12:30 p.m. Who We Are Looking For: • Energetic • Professional • Telephone/ Email Manners • Hard Worker/Self Starter • Organized • Communicator What We Need Help With: • Internet Research Projects • MS Excel/ MS Office • Outlook • Telephone Answering • Telephone Cold Calling Potential Canvassers CONTACT US TODAY!! Betsy Lake (Community Engagement) 613 384 9374 ext 225 Things To Note: • FREE parking • Close To TRANSIT • Volunteer Hours Sign Off • Volunteer Acknowledgement Certificate • Resume Experience !
- 30. Appendix E: Partnership Agreement Sample MODEL MEMORANDUM OF AGREEMENT BETWEEN [COMPLETE NAME OF PARTNER] AND [COMPLETE NAME OF PARTNER] I. INTRODUCTION THIS MEMORANDUM OF AGREEMENT (“Memorandum”), dated _________, 200_ between [COMPLETE NAME OF PARTNER] (“PARTNER”) an organization [SPECIFY TYPE; for example: not-for-profit] established under the laws of [COUNTRY] with its offices in [LOCATION, COUNTRY] represented by [REPRESENTATIVE OF PARTNER], [TITLE]; and [COMPLETE NAME OF PARTNER] (“PARTNER”), a District of Columbia, USA not-for-profit corporation with its principal place of business in Arlington, Virginia, USA, represented by [REPRESENTATIVE], [TITLE]; collectively referred to as “the Partners”. II. PREAMBLES WHEREAS, [PARTNER] is an organization [SPECIFY TYPE; for example: not-for-profit] established with the goal of [GENERAL GOAL; for example: the conservation of biodiversity in the areas where it works, within a framework of sustainable development] in [COUNTRY]; WHEREAS, PARTNER is a non-profit organization, qualified under Section 501(c)(3) of the United States Internal Revenue Code and organized for the purposes of preserving plants, animals, and natural communities that represent the diversity of life on Earth by protecting the lands and waters they need to survive and by assisting non- governmental organizations in other countries such as [PARTNER] by improving their capacity to conserve biodiversity and the natural systems necessary to sustain biodiversity; and duly registered in [COUNTRY] on [DATE], as appears on [DESCRIBE REGISTRATION.] WHEREAS, this Agreement has as its objective the collaboration and participation of both organizations for the conservation of biodiversity in [COUNTRY]; and for this reason this Agreement facilitates the establishment of channels of communication that permit the creation and interchange of information, as well as scientific, technical, financial and institutional collaboration in the area of biodiversity conservation. WHEREAS, the missions of the Partners are complementary; THEREFORE, the Partners wish to continue working together and in compliance with the following clauses: III. GOAL INCLUDE A GENERAL DESCRIPTION OF THE GOAL OF THIS AGREEMENT
- 31. 1 Third Party Events Planning Guide Thank you for your interest in planning an event or program to benefit the patients of Northumberland County. We are pleased that you are considering holding a fundraising event to benefit the Northumberland Hills Hospital Foundation. This kit has been designed to provide information to assist you in the planning of your event. If you have any questions after reviewing this material, please do not hesitate to contact our office. Your decision to help will have a positive impact on our hospital. Your efforts will help support the purchase of essential medical equipment for Northumberland Hills Hospital. Supporting NHH through a gift to the Foundation won’t just help someone you know or love get better; it has the potential to actually transform the care they receive, making sure they get the best care possible, using the most up-to-date technology and procedures, in a healing environment that is close to home. Thank you again. We are grateful for your commitment to the Northumberland Hills Hospital Foundation. We wish you every success with your fundraising activity. Contact Name: Rhonda Cunningham 1000 DePalma Drive, Cobourg, ON K9A 5W6 Tel: (905) 377-7767 Fax: (905) 373-6936 Email: rcunningham@nhh.ca
- 32. 2 The Foundation is fortunate to receive many inquiries and proposals from companies, individuals, families and staff groups that would like to support the Hospital and its departments. ** If you would like to or are planning an event or program to benefit the Northumberland Hills Hospital submit a completed and signed Event Proposal form (see attached – Page 7)** These documents must be submitted at least two months prior to the event or program date. Each proposal is carefully reviewed to see if it is feasible and fits with our organization’s goals and objectives. These are some of the criteria we will use to evaluate proposed events: Does the event support the mission and image of the Northumberland Hills Hospital & Foundation? Does the event have a realistic budget, timeline and plan? What are estimated proceeds from the event? Who will chair the event? Will there be other members of the committee? Does the event honour an individual or mark a special occasion? Will the event raise funds for areas of priority as determined by the Northumberland Hills Hospital leadership team or do you have a specific area in mind? Please be aware of the following: The Northumberland Hills Hospital Foundation does not advance funds, provide donor lists or solicit sponsorship revenue for third party fundraising events. We can provide limited support. Our department’s ability to provide services for your event is limited by staff size and internal fundraising obligations. (We state this information in advance so that there are no disappointments or misunderstandings with regards to our ability to participate in and support your fundraising event). The use of any Northumberland Hills Hospital and Foundation brand, logo or name will require written authorization from the Foundation Office prior to usage. Once again, thank you for your interest in planning an event or program to benefit Northumberland Hills Hospital. We appreciate your support. Please allow two weeks for the Foundation Office to review and respond to your proposal.
- 33. 3 Northumberland Hills Hospital Foundation Policies & Procedures For Third Party Fundraising Third party fundraising programs must fit the Northumberland Hills Hospital Foundation mission statement. Hospital Mission Exceptional patient care. Every time Hospital Vision Leaders and partners creating health care excellence Foundation Mission The Northumberland Hills Hospital Foundation is a dedicated team of enthusiastic volunteers and staff who are passionately committed to improving health care and the quality of life in our communities. Our mission is to foster philanthropic support to benefit the patients of Northumberland Hills Hospital (NHH). Permission The Northumberland Hills Hospital Foundation has a fiduciary responsibility to ensure that the Northumberland Hills Hospital name is being used properly, that funds are being handled and accounted for in a responsible manner, and that fundraising is being conducted in a manner that is consistent with our mission and public image. All fundraising events require written permission from the Northumberland Hills Hospital Foundation in advance. Do not make public announcements or promote the event until you have received written approval of your event proposal. Fundraising events must comply with all relevant provincial and federal laws. Event Timing It is the policy of Northumberland Hills Hospital Foundation to maintain a list of all events and other fundraising efforts benefiting the hospital. This includes all activities of the Northumberland Hills Hospital Foundation office and events sponsored at-large by others in the community. It is the responsibility of the event coordinator to approve the fundraising date with the Northumberland Hills Hospital Foundation Office to ensure no conflict exists between events. There must be sufficient time between events to maximize support, enthusiasm and attendance for your event. Event Promotion & Logo Usage The Northumberland Hills Hospital Foundation must review all promotional materials (including without limitation press releases, public service announcements, scripts, posters, brochures) before they are used. We encourage you to promote your event through local media and posters or flyers. The logos of Northumberland Hills Hospital & Foundation cannot be reproduced without permission. The Northumberland Hills Hospital Foundation will assist if requested by promoting the event, when appropriate, through: Northumberland Hills Hospital web site: As a link to the event or organization’s web site can be requested Monday Report – an email newsletter to employees of the Northumberland Hills Hospital Foundation Forum Newsletter (published twice a year)
- 34. 4 Event Language Any promotional materials must expressly state that your event is raising funds to benefit the Northumberland Hills Hospital and/or Foundation. Any promotional materials must properly characterize the use for which the donation will be made. For example, “Proceeds benefit the purchase of high priority medical equipment for the Northumberland Hills Hospital.” Financial Guidelines Event expenses must be less than fifty percent (50%) of the total amount raised, excluding in-kind donations. If event expenses are greater than the total collected, the group conducting the event is responsible for payment of these additional expenses. Within 30 days after the last day of the event, please arrange for the presentation of a cheque made payable to Northumberland Hills Hospital Foundation. Budget: Establish an attainable objective, a useful rule of thumb: be conservative when estimating revenue. Before moving forward with the organization of an event it is important to outline what your costs will be. This will help you monitor your expenses. Remember: the lower your costs, the greater your contribution will be Sponsorship Northumberland Hills Hospital Foundation cannot solicit sponsors for your fundraising event and will not provide any donor or patient family contact information. Printed materials and other information should state, “Proceeds will benefit the Northumberland Hills Hospital and/or Foundation.” In-Kind Sponsorship In-kind sponsorship is defined as a donation of a product or service such as food, beverage, printing, or silent auction items. The Northumberland Hills Hospital Foundation will not solicit in-kind sponsors for your fundraising event. In-kind sponsors should be acknowledged at the event or in follow-up. The value of in-kind donations from sponsors should not be included in your total event revenue. In order to issue tax receipts to donors in a timely and accurate manner, we require a type written list of information. **Please review the DONATION RECORDS report (see attached – Page 8)** Helpful Tips: Begin with who you know. Begin by asking your employer and then ask family and friends if they would be comfortable approaching their employers. If you have a close working relationship with a company, ask if they would be willing to approach their business contacts and suppliers on your behalf. When you are asking for a donation for your event, whether for cash or a gift in kind, please remember that there are many other community groups organizing events that they may have given to. Don’t take a “no” personally, keep going and you will get a positive response.
- 35. 5 Liability, Changes & Cancellation Liability: You agree to indemnify and hold harmless Northumberland Hills Hospital and Foundation and all its officers, directors, and employees from any and all claims and liabilities in any way related to the event. Fundraising events and program must comply with all relevant provincial and Federal laws. Event organizers must discuss liability insurance coverage and waivers with the Northumberland Hills Hospital Foundation prior to signing the Event Planning Form. Changes: You must immediately advise Northumberland Hills Hospital Foundation of any changes in your fundraising event. Cancellation: There may be times when a fundraising event must be canceled. Northumberland Hills Hospital and Foundation, through any of its directors, officers and senior administrators retains the right to cancel the fundraising event. You hereby agree to cancel the event, if so directed, and further agree to release Northumberland Hills Hospital and Foundation and its officers, directors, and employees from any and all liability in connection with such action. What the Northumberland Hills Hospital Foundation Can Do For You Offer event planning expertise and advice. Acknowledge your direct contributions to Northumberland Hills Hospital Foundation. Approve the use of the Northumberland Hills Hospital and/or Foundation name and/or logos for your event. Provide a letter of support to validate the authenticity of the event and its organizers. Provide limited existing materials for your event such as flyers, brochures, and a Foundation banner. Acknowledge your event by publishing the details, such as event name, event description, locations and contact information. Things to Remember Complete and sign the event proposal form, then return it to the Northumberland Hills Hospital Foundation at least 2 months prior to the date of your event. Establish goals that are realistic and measurable. Identify your audience/people who you think will be interested in attending. Plan a budget. Identify sources of income and all expenses. If you keep costs down, you may generate a larger donation – something everyone will feel good about. All promotional and publicity materials must be approved by the Northumberland Hills Hospital Foundation to ensure that you are using the Hospital and Foundation name, logo and charitable language correctly. Collect the funds and submit the proceeds. We ask that all funds be forwarded to Northumberland Hills Hospital within 30 days of the conclusion of the event. The list of event donors and their information must also be included. Until permission is received, the name of Northumberland Hills Hospital and Foundation cannot be used for any purpose and contributions cannot be solicited. The forms you submit for the event are only valid for that event. You must submit a separate form for each event.
- 36. 6 Thank you again for your interest in planning an event to benefit Northumberland Hills Hospital. Philanthropic contributions such as yours are instrumental and help us to meet the health needs of members of our community. A Northumberland Hills Hospital Foundation representative is always available to answer your questions or for guidance. Thank you! ** Please fill out the attached Event Proposal forms** For more information, please contact: Rhonda Cunningham Northumberland Hills Hospital Foundation 1000 DePalma Drive, Cobourg, ON K9A 5W6 905-377-7767- rcunningham@nhh.ca
- 37. 7 THIRD PARTY EVENT PROPOSAL FORM – PAGE 1 Please complete, sign and return the event proposal form to the address below. Acknowledgement of your application will be forwarded to you within 10 business days. Northumberland Hills Hospital Foundation Attention: Rhonda Cunningham 1000 DePalma Drive, Cobourg ON, K9A 5W6 Tel: (905) 377-7767 Fax: (905) 373-6936 E-Mail: rcunningham@nhh.ca Contact Information Name of Person or Organization Planning Event____________________________________________ Contact Name_______________________________________________________________________ Mailing Address______________________________________________________________________ City/Province_________________________________________PostalCode______________________ Home Telephone ______________________________ Alternate Telephone______________________ Email Address_______________________________________________________________________ Name of Proposed Event_______________________________________________________________ Date(s) _____________________________________________________________________________ Event Location_______________________________________________________________________ Address of Location___________________________________________________________________ Description of event ___________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ Will this be a multi-year event to benefit the NHH Foundation? Yes ________ No ________ Financial Details: Who do you expect to attend the event? ____________________________________________ How will funds be raised e.g. ticket sales, raffles, pledges, etc.? _________________________ ________________________________ Cost per person? _____________________________
- 38. 8 THIRD PARTY EVENT PROPOSAL FORM – PAGE 2 Are you seeking sponsorship? Yes _______ No _______ If yes, who, are you seeking sponsorship from? (Attach list, if needed) Estimated revenue from event: __________________ Estimated expenses: __________________ Estimated donation to Northumberland Hills Hospital Foundation: ___________________________ Proposed Budget All costs will be paid from the proceeds or directly by the event organizer. Please list all event costs even if you expect them to be donated. COST Location/Venue ……...………………………. $__________ Food/Beverage……………………………….. $__________ Printing (tickets, posters, etc.)………………… $__________ Advertising…………………………………… $__________ Prizes…………………………………………. $__________ Other (please specify)………………………… $__________ Other…………………………………………. $__________ Other…………………………………………. $__________ Total Expected Income $__________ (-) Total Costs $__________ (=) Revenue to Northumberland Hills Hospital Foundation $__________ Logistics: How to you plan on promoting the event? □ Brochures/flyers □ Newsletters □ TV ads □ Print ads □ Radio Ads □ Personal network □ Coupons □ Other, please specify: _______________ Will alcohol be served? If yes, how? __________________________________________________ Has the liability insurance been arranged? If so, please provide details: ______________________ _______________________________________________________________________________ We would be pleased to provide you with guidance around the logistics of your event. Request for resources: □ Letter of endorsement □ Information about NHH May we promote your event on our website? Yes ________ No _______ Can we release your name and contact info to the media if asked about your event? Yes ___ No ___ Would you like to have a cheque presentation after the event? Yes_____ No _____
- 39. 9 THIRD PARTY EVENT PROPOSAL FORM – PAGE 3 Third Party Letter of Agreement: 1) I acknowledge that the Northumberland Hills Hospital Foundation (NHH Foundation) auditors may request verification of revenue from events being run on its behalf. 2) Northumberland Hills Hospital and Northumberland Hills Hospital Foundation shall incur no legal or financial liability whatsoever associated with this event. 3) I agree to provide staffing and volunteers for this event. 4) Proceeds will be directed to the highest priority at NHH, unless otherwise stated. 5) Net proceeds from the Third Party Event together with all related financial reports will be remitted to NHH Foundation within 30 days of the Third Party Event. 6) If NHH Foundation has serious concerns about the way the project is being implemented and such concerns are not immediately addressed, NHH Foundation can cancel this agreement by giving the Third Party 24 hours notice. NHH Foundation is not responsible for financial or other damages that may result from such cancellation. By my signature below, I acknowledge that I received a copy of the Northumberland Hills Hospital Foundation’s Policies and Procedures for Third Party Fundraising. I understand and agree to follow these policies and procedures. ________________________________________________________________________ Event Name ________________________________________________________________________ Printed Name Signature ________________________________________________________________________ Date Please keep one copy of these policies and procedures for your reference and return the signed original along with your completed Event Proposal Form to: Rhonda Cunningham Northumberland Hills Hospital Foundation 1000 DePalma Drive, Cobourg, ON K9A 5W6 Phone (905) 377-7767 or Fax (905) 373-6936 Privacy Statement: The Northumberland Hills Hospital Foundation respects your privacy. We protect your personal information and adhere to all legislative requirements with respect to protecting privacy. We do not rent, sell or trade our mailing list. The information you provide will be used to deliver services and to keep you informed and up to date on the activities of the Northumberland Hills Hospital and Foundation, including programs, services, special events, funding needs, opportunities to volunteer or to give, open houses and more through periodic contacts. If at any time you wish to be removed from any of these contacts simply contact us by phone at (905) 377-7767 or via e-mail at rcunningham@nhh.ca and we will accommodate your request. For NHH Foundation use only Signed by NHH Foundation on ______________ By: _____________________________________ Approved by: ____________________________
- 40. 10 Northumberland Hills Hospital Foundation, 1000 DePalma Drive, Cobourg, ON K9A 5W6 Office: 905-377-7767 Fax 905-373-6936 DONATION RECORDS REPORT The event coordinator should create a spreadsheet that contains this information for sponsors, donors and in-kind sponsors. This spreadsheet must be turned in to Northumberland Hills Hospital Foundation within 30 days after the event. SPONSORS & DONORS: First and Last Name (Company or Organization Contact Name) Company or Organization Address City Province Postal Code Phone Number Donation Amount IN-KIND SPONSORS: First and Last Name (Company or Organization Contact Name) Company or Organization Address City Province Postal Code Phone Number Item Donated Value of Item Donated
- 41. IV. AREAS OF COLLABORATION DESCRIBE AREAS OF COLLABORATION BETWEEN PARTNER AND [PARTNER] FOR EXAMPLE: Learning and building capacity. This can include the sharing of knowledge and lessons learned, organizational development and sustainability, sustainable finance, and conservation initiatives. CONSERVATION, COMMUNICATIONS AND BUILDING A CONSERVATION ETHIC. This can include sustainable strategies as well as communications that will build public conservation awareness and support for conservation. V. RESPONSIBILITIES OF PARTNER DESCRIBE PARTNER’S RESPONSIBILITIES UNDER THIS AGREEMENT FOR EXAMPLE: PARTNER will work with PARTNER to create, implement, monitor and evaluate annual work plans that identify specific objectives and activities of interest to both Partners in [COUNTRY], particularly in the region of [REGION] (the “Work Plans”, which are incorporated in this agreement by reference. Within the context of specific projects, PARTNER will work with Partner to establish mutually amenable methods of coordination which will be included as part of the Work Plans mentioned above. VI. RESPONSIBILITIES OF [PARTNER] DESCRIBE THE RESPONSIBILITIES OF PARTNER UNDER THIS AGREEMENT FOR EXAMPLE: Assign volunteers from Partner to work with PARTNER, with other partners of PARTNER, or with other regional or local organizations, to conduct activities agreed upon by both parties, to assure that work is completed in accordance with the approved Work Plan. VII. DUE DILIGENCE The Conservancy may request copies of documents to ensure that [PARTNER] meets the criteria of a non-profit conservation organization and that [PARTNER] meets appropriate standards of capacity, competence, and financial accountability. These documents include but are not limited to the following: a certificate of good standing, a list of the names of all of its board members and principal officers, copies of [PARTNER]’s bylaws and articles of incorporation. [PARTNER] agrees to notify the Conservancy immediately of any change in [PARTNER]’s status or operations, or if any official judicial, legislative, or administrative proceeding is instituted against [PARTNER].
- 42. VIII. PRINCIPAL CONTACTS The Principal Contacts for each one of the organizations is: [PARTNER]: [NAME OF PRINCIPAL CONTACT] [TITLE] [ADDRESS] [TELEPHONE] PARTNER: [NAME OF PRINCIPAL CONTACT] [TITLE] [ADDRESS] [TELEPHONE] Such Principal Contacts may be changed in writing from time to time by their respective Partners. IX. USE OF INTELLECTUAL PROPERTY The parties agree that any intellectual property, which is jointly developed through activities covered under this MOU, can be used by either party for non-profit, non-commercial purposes without obtaining consent from the other and without any need to account to the other. All other intellectual property used in the implementation of the MOU will remain the property of the party that provided it. This property can be used by either party for purposes covered by the MOU but consent will be obtained from the owner of the property before using it for purposes not covered by the MOU. X. EFFECTIVE DATES AND AMENDMENTS. This MOU shall take effect upon signing by both Parties and shall remain in effect for a period of two (2) years from that date unless earlier terminated. Neither party may assign or transfer all or any portion of this MOU without the prior written consent of the other party. The MOU may be renewed at the end of this period by mutual written agreement by both Parties. The provisions of this MOU may only be amended or waived by mutual written agreement by both Parties. Any Party may terminate this MOU and any related agreement, workplan and budget at any time and for any reason by giving thirty (30) days prior written notice to the other Party; provided, however, that in the event MAMA GRAUN fails to perform any of its obligations under this MOU PARTNER shall have the right to terminate this MOU and any related agreement, workplan and budget immediately upon written notice. The individuals signing this MOU on behalf of their respective entities represent and warrant (without personal liability therefor) that upon the signature of each, this MOU shall have been duly executed by the entity each represents. XI. TRANSFER OF FUNDS. The parties acknowledge and agree that this MOU does not create any financial or funding obligation on either party, and that such obligations shall arise only upon joint execution of a subsequent agreement or workplan (which shall include a budget) that specifically delineates the terms and nature of such obligations and that references this
- 43. MOU. Such subsequent agreements or workplans, and budgets, will be subject to funding being specifically available for the purposes outlined therein. All PARTNER funds are further subject to PARTNER’s obligation to expend PARTNER funds solely in accordance with the agreed upon budget and the line items contained therein. XII. NO JOINT VENTURE Notwithstanding the terms “Partners” and “Partnership”, the Partners agree that they are not entering into a Legal Partnership, joint venture or other such business arrangement, nor is the purpose of the Partners to enter into a commercial undertaking for monetary gain. Neither Partner will refer to or treat the arrangements under this Agreement as a Legal Partnership or take any action inconsistent with such intention. XIII. DISPUTE RESOLUTION The Partners hereby agree that, in the event of any dispute between the Partners relating to this Agreement, the Partners shall first seek to resolve the dispute through informal discussions. In the event any dispute cannot be resolved informally within sixty (60) calendar and consecutive days, the Partners agree that the dispute will be negotiated between the Partners through mediation, if Partners can agree on a mediator. The costs of mediation shall be shared equally by the Partners. Neither Partner waives its legal rights to adjudicate this Agreement in a legal forum. ENTIRETY This Agreement, including all Annexes, embodies the entire and complete understanding and agreement between the Partners and no amendment will be effective unless signed by both Partners. Such signature by both Partners may be made by telefacsimile. FOR [FULL NAME OF PARTNER] FOR [FULL NAME OF PARTNER] [NAME] [NAME] [TITLE] [TITLE] Date: Attorney Date To Expire: OR Approved by Attorney on Date by e.g. fax/phone/email Witness Date Witness Date Witness Date Witness Date
- 44. Appendix G: Calendar of Events Month Events April 2016 World Health Day: April 7th National Volunteer Week: April 10th to 16th Quinte Career Fair: April 21st Earth Day: April 22nd National Immunization Awareness Week: April 25th to 29th Daffodil Days (partner: Canadian Cancer Society) May 2016 World Asthma Day: May 3rd World No Tobacco Day: May 31st June 2016 World Environment Day & Clean Air Day: June 5th Recreation and Parks Month (partner?) July 2016 International Self-Care Day: July 24th August 2016 September 2016 Pull for Kids Childhood Cancer Awareness Month World Heart Day: September 29th (partner: Heart and Stroke Foundation) Belleville Career Fair October 2016 Healthy Workplace Month Fire Prevention Week: October 9th to 15th (partner: local fire department) World Stroke Day: October 29th (partner: Heart and Stroke Foundation) November 2016 Lung Cancer Awareness Month/National Lung Month World Pneumonia Day: November 12th World COPD Day: November 19th December 2016 Christmas Seal Campaign International Volunteer Day December 5th January 2017 National Non-Smoking Week February 2017 World Cancer Day: February 4th International Childhood Cancer Day: February 15th Loyalist College Career Fair Heart Month (partner: Heart and Stroke Foundation) March 2017 Tulip Day International Women’s Day: March 8th World Tuberculosis Day: March 24th ! * Will Campaign all year round
- 45. To keep up to date with community events and to post your event: Quinte News http://www.quintenews.com/events/ Snapd Quinte https://quinte.snapd.com/ Belleville Chamber of Commerce https://bellevillechamber.ca/upcoming-community-events-1/ ! Loyalist College Events – Community http://www.loyalistcollege.com/events/ Talent Egg – Career and Education Events http://talentegg.ca/ Bay of Quinte Tourism http://tourism.bayofquinte.ca/ !