This document provides a marketing plan for the New Jersey Highlands Coalition (NJHC) for fall 2015. The NJHC aims to raise awareness of their mission to protect water resources and open spaces in the New Jersey Highlands region. Their target market includes residents of the Highlands and those who use its water supply. Current marketing efforts include social media, newsletters, and some traditional media. The plan analyzes the organization's strengths, weaknesses, opportunities and threats, and competitors. It then outlines a marketing strategy and specific tactics to implement, including paid advertising, events, flyers, email marketing, website updates, and social media posts, along with schedules and measurement of effectiveness.

1. Marketing Plan
New Jersey Highlands Coalition
Fall 2015

2. 2 | P a g e
Table of Contents
Executive Summary……………………………………………………………………………….3
Situational Analysis…...…………………………………………………………………….…….4
Target Market…………………………………….………………………………………..5
Current Marketing Efforts……………………………………………………………..…..6
Social Media………………………………………………………………………………7
Fundraising Events………………………………………………………………………...8
Law and Politics…………………………………………………………………………...9
Summary of Strengths, Weaknesses, Opportunities & Threats………………………….10
Comparative Analysis……………………………………………………………………………12
Direct Competition……………………………………………………………………….13
Aspirational Competition………………………………………………………………...14
Analysis…………………………………………………………………………………..16
Marketing Strategy……………………………………………………………………………….17
Defining the Brand……………………………………………………………………….18
Marketing Strategy Objectives…………………………………………………………..20
Marketing Tactics………………………………………………………………………………..21
Paid Advertising…………………………………………………………………………22
Event Marketing…………………………………………………………………………23
Flyers, Email Marketing & Newsletters………………………………………………....25
Events……………………………………………………………………………………29
Website…………………………………………………………………………………..36
Corporate Social Responsibility…………………………………………………………39
Social Media……………………………………………………………………………..40
Posting Tactics…………………………………………………………………………...43
Implementation Schedule………………………………………………………………...46
Measurement……………………………………………………………………………………..47
Conclusion……………………………………………………………………………………….48
Appendix A – Situational Analysis………………………………………………………………49
Appendix B – Competitive Analysis…………………………………………………………….51
Appendix C – Marketing Tactics………………………………………………………………...73
Appendix D – Market Research………………………………………………………………….78
Endnote…………………………………………………………………………………………..84

3. 3 | P a g e
Executive Summary
This marketing plan is intended to accomplish the goals outlined by the New Jersey Highlands
Coalition (NJHC) as their primary focus for engaging with its target audience. Through the
research, analysis, implementation schedules and recommendations provided in this plan, the
NJHC should be able to broaden its reach and increase its donor base. The marketing strategy set
forth in this plan is meant to generate awareness by conveying a message of clean water.
The NJHC is an environmental nonprofit located in New Jersey. Their mission is to “protect,
restore, and enhance the water and other natural and cultural resources,” of the Highlands. In
addition, the NJHC aims to protect the wildlife that lives in this region and aims to preserve the
open land and recreational space that is available to residents in the Highlands region. The NJHC
has a number of broad organizational goals, as well as specific marketing goals. In summary, the
marketing goals are as follows:
 To raise awareness of the NJHC’s goals and mission in order to gain support via
monetary contributions or volunteer power
 To gain support for legislature that is actively protecting and preserving the NJ Highlands
 To create a brand that the people of NJ recognize and are willing to support
Generally, the target market for the NJHC is all residents in the Highlands region and all those
who make use of clean water that is provided by the Highlands. More specifically, NJHC focuses
on adults 35 years old and older. Currently, the typical the NJHC donor is 50 years old, well
educated, and affluent. It is crucial to recognize that one market – the older generation – will
prove useful in monetary donations, while the other market – families – will prove useful in
raising awareness, voting favorably in legislation that aims to protect the Highlands, and
eventually expanding the NHJC’s donor base.
The core marketing strategy that is outlined in the following plan consists of generating
awareness through a clean water campaign and reaching the most Highlands’ residents possible.
There are a few key tactics that are crucial to implementing this plan. The NJHC needs to focus
on improving current events, and creating more of a presence within the Highlands through new
events such as tabling and booster nights. Another tactic is to forgo the political focus that is
currently present and focus instead on a clean water campaign through consistent messaging via
traditional media and social media.
The following marketing plan provides a concrete strategy for the NJHC to achieve its marketing
goals. There are solid and tangible actions that need to be taken by the NJHC to ensure
maximum marketing efficiency. Tactics address traditional media, social media, events, website
design and collaborations.

4. 4 | P a g e
Situation Analysis
The NJHC works to protect the Highlands region, which is a section of the Appalachians in New
Jersey that provides 5.4 million people in New Jersey with clean drinking water. The NJHC’s
mission is to “protect, restore, and enhance the water and other natural and cultural resources,” of
the Highlands1
. In addition to protecting the water supply provided by the Highlands, the NJHC
also aims to protect the wildlife and open space in the Highlands area. The region also has a
wealth of cultural resources that the organization aims to protect. The cultural resources of the
region include the history of New Jersey’s involvement in the iron industry from mining in the
early 1700’s. Another goal of the organization is to protect the agricultural aspect of the New
Jersey Highland’s. According to the NJHC, 13% of the land in the Highlands is for agricultural
uses such as farming.
The NJHC has numerous goals that it aims to achieve through their organization. In summary,
these goals are as follows:
 To safeguard the water resources, ecological integrity, and biodiversity of the New Jersey
Highlands.
 To promote the development and implementation of a strongly protective Highlands
Regional Master Plan.
 To ensure strict enforcement of the New Jersey Department of Environmental
Protection’s Highlands Water Protection and Planning Act, and other regulations.
 To increase local, state, federal and private sources of funding for land conservation and
stewardship in the region, and to promote better planning, growth management and land
acquisition strategies.
 To educate the public and decision-makers on, and to serve as an information source for
NJ Highland preservation issues.
 Mobilizing individuals and organizations into a strong alliance to protect, preserve and
enhance the New Jersey Highlands.
1
Mission. (2014). Retrieved from http://www.njhighlandscoalition.org/

5. 5 | P a g e
Target Market
The current target market of the NJHC encompasses all New Jersey residents that live in the
Highlands, and every person who utilizes the clean water that the Highlands region provides.
The Highlands region covers seven different counties in Northwest New Jersey: Bergen,
Hunterdon, Morris, Passaic, Somerset, Sussex, and Warren; the region includes more than 80
municipalities in these counties.
More specifically, the NJHC targets older individuals living in, or receiving water from, the
Highlands. NJHC’s typical donor is 50 years old, well educated, and can afford to donate money
to the organization. In perspective, approximately 14.7% of people living in New Jersey are over
65 years of age2
.
A secondary current target market of the NJHC includes policy makers and local politicians,
groups who are central in shaping policy and influence with the NJHC.
2
New Jersey People Quick Facts. Retrieved from http://quickfacts.census.gov/qfd/states/34000.html

6. 6 | P a g e
Current Marketing Efforts
The NJHC makes several current marketing efforts. The organization focuses its main efforts on
traditional media and social media. The NJHC’s efforts in social media are its active profiles on
Facebook, Instagram, and Twitter. In terms of traditional media, the NJHC focuses on its
billboards, earned media, and its newsletters.
Traditional Media
The primary use of traditional media by the NJHC has been to promote The Highlands Festival
at Waterloo, which is detailed on page 8 (“Fundraising Events”). Other than this, the NJHC has
only purchased one space of traditional media that is a billboard in Trenton, New Jersey. This
billboard is leased by the NJHC and the Pinelands Preservation on an ongoing basis. The
billboard costs $75 for every four week period and the cost for every new image made is an
additional $60.
Earned Media
Although the NJHC does not purchase much in the way of traditional media, the organization
makes use of earned media. Earned media is any publicity that a company has not paid for.
According to the NJHC, the organization has made heavy use of earned media from sites such as
Politico and NJ Spotlight. On the Politico website, there are several articles about Chris
Christie’s policies about the Highland region, but no content could be found about the NJHC.
Similar results were found on the other website, NJ Spotlight.
However, there are other instances of earned media that actually include the NJHC. An article
was written in the Daily Record about the NJHC handing out grants to other local grassroots
organizations to support their aims. This article can be examined in Figure A1. Another article in
the local Hunterdon County paper discusses how the NJHC made comments on a report about
the Highlands. This article can be examined in Figure A2.
The NJHC also gains earned media through their controversial billboards that they have
continually bought outside of the New Jersey Department of Environmental Protection. Figure
A3 is an article in the Star Ledger written about the NJHC’s billboard, describing it as a “thinly-
veiled jab at Governor Chris Christie.” The billboard in question is an image of Eileen Swan,
who Chris Christie had reportedly ousted from the council, which he then filled with anti-
Highlands Act members.
Newsletters
The NJHC sends out a newsletter twice a year to their subscribers. Non-subscribers can also
view these newsletters at any time on the NJHC website. The newsletters usually consist of
updates on the organization’s events, for instance, the most recent newsletter discusses the
Highlands Festival at Waterloo, and lists all the musicians that played and various individuals
who contributed. The newsletter also includes any news on grants or awards recently received by
members of the NJHC. There are 911 individuals subscribed to the NJHC’s ListServ.

7. 7 | P a g e
Social Media
In addition to the NJHC’s efforts in traditional media scopes, the organization uses social media
to further its cause. The NJHC is active and has profiles on Facebook, Instagram, and Twitter.
The organization uses its social media accounts as a form of free advertising and marketing
outreach and to keep in touch with its followers. The following sections will overview the main
statistics and posting points as of November 2015 of the NJHC’s social media pages.
Facebook
The NJHC’s Facebook page is one of its more active social media sites. The NJHC members
post status updates, share events from other organizations which they support, and list their own
events on the page. The NJHC appears to use its Facebook page predominantly for promoting
their events, promoting similar organizations events, and keeping the public apprised of any law
changes or movements that affect the Highland or water protection acts. Key statistics from the
Facebook page are as follows:
 1,045 people like their page
 Posts content every 3-5 days
 Average post receives 0-4 likes
 Rated with 5 stars from 5 separate reviews
Instagram
The NJHC also has a profile on Instagram, another social media site. As opposed to Facebook,
this site is used solely for sharing pictures, and then liking or commenting on the pictures posted.
Relevant statistics from the Instagram page are as follows:
 40 followers
 Following 17 users
 19 total posts
 Average post receives 0-5 likes
Twitter
The NJHC also utilizes a Twitter account. Unlike Instagram, Twitter is used almost solely for
short status updates called Tweets that can then be retweeted, or forwarded to other users, or
favorited, which means they are liked by other users. Relevant statistics from the Twitter account
are as follows:
 1,239 followers
 Following 215 users
 1,604 Tweets
 Average retweeted 0-2 times

8. 8 | P a g e
Fundraising Events
The NJHC uses social media largely to promote different fundraising events. The three main
events hosted by the NJHC are The Highlands Festival at Waterloo, the Hopped Up Highlands
Pub Crawl, and the Tour of the Highlands Road Rally. These fundraising events are crucial to the
NJHC because they raise both money and awareness.
The Highlands Festival at Waterloo
The Highlands Festival at Waterloo is the NJHC’s largest and longest-running annual event. It is
a two-day music festival that includes a variety of other activities and shopping sites, and is held
in the historic Waterloo Village.
 Event has its own website, Twitter, and Facebook page
 Event has been run four times, starting in 2013
 In 2014, 1,700 tickets were sold
 In 2015, 1,500 tickets were sold
Hopped Up Highlands Pub Crawl
The Hopped Up Highlands Pub Crawl is a tour of several restaurants in Morristown, New Jersey
that will be held for the third time in 2016. NJHC’s concept for this event stems from the idea,
“You can’t make good beer without good water.”
 $20 for advance ticket, $25 tickets sold at event
 Event has been held twice, 2014 and 2015
 82 attendees in 2015
 Raised $3.5k for organization
Tour of the Highlands Road Rally
The Tour of the Highlands Road Rally is an event that partners a local car club with the NJHC.
The event is designed to show off the natural beauty of the Highland area as a way to garner
support for the organization.
 Event has been held twice; once in 2014 once in 2015
 Tickets cost 50$ for early registers, $75 for later registers
 Organization and sanctioned by Raritan Valley Sports Car Club Inc.

9. 9 | P a g e
Law and Politics
Other than fundraising events and marketing, another important aspect of the situation analysis
of the NJHC is the political landscape that the organization operates in. The NJHC lobbies for
different environmental acts that affect their organization. The following section will discuss
these aspects of the NJHC in detail. Exposing the political viewpoints of the NJHC polarizes
their intended audience.
Amendments to the Highlands Water Protection and Planning Act
Prior to Governor Christie, no amendments had been made to the Water Protection and Planning
Act. Just over three months into office, the first amendment was made on April 22, 2010, which
exempted solar panels from the limitations set upon the development of impervious surfaces and
covers. Impervious surfaces are man-made foundations (porous paving, elevated structures,
decks/patios, etc.) that might prevent or reduce absorption of rainwater back into the land,
leading to pollution, run-off, drought, etc.

10. 10 | P a g e
Summary of Strengths, Weaknesses, Opportunities and Threats (SWOT)
A SWOT analysis is a specific way to analyze four aspects of a situation: the strengths,
weaknesses, opportunities, and threats. To create this, all of the aspects of the current situation of
the NJHC were analyzed. This includes the political situation, the fundraising events, and the
social and traditional media that the NJHC engages in. This is a SWOT analysis for the
fundraising situation of the NJHC.
Strengths
 Target audience: Older demographic
most likely to donate
 Only non-profit organization in NJ
that focuses on protecting multiple
aspects of environment
 Has a strong statewide presence
Weaknesses
 Target market too specialized: 50+, well
educated, living in/around Highlands
 Events held do not generate much revenue
 Website donations difficult to navigate
 NJHC has no clear brand
Opportunities
 Events have ongoing opportunity for
success
 Ideas for new, future events
Threats
 Too many organizations in coalition have
opposing views
 Competing with a large number of similar
organizations for donations
A strength of the NJHC is that it is the only nonprofit organization focused solely on protecting
the aquifers, forests, farmlands, wildlife, cultural resources, and diverse recreational
opportunities found in the Highlands. Those that live in New Jersey may be more inclined to
donate to an organization that seeks to serve an area that they reside in.
The wide variety of events that the NJHC holds could be viewed as a weakness because
compared to individual donations; they do not generate a lot of revenue. Another weakness of the
organization is that their target market is too specialized which limits the number of potential
donors. Another weakness is the NJHC’s website, which is difficult to navigate. Individuals
willing to donate could be deterred due to the current layout of the website, and the difficulty of
doing so.
FIGURE 1: SWOT Analysis

11. 11 | P a g e
Although the number of events could be view as a weakness, the number of events also has the
potential to be an opportunity for the organization. As some of the events are now continuing on
to their third, fourth, and fifth years there is the opportunity to maintain the following of those
who previously attended while gaining new followers to these events. Similarly, the wide range
of events currently held can be seen as an opportunity to attract new and different donors to their
foundation database. Another weakness of the NJHC is that they have no clearly defined brand,
which distinguishes themselves from other organizations, playing into the aforementioned
weaknesses. The vagueness of the NJHC’s brand comes from how the organization plays into
multiple different fields. Also, the organization has no advertising or marketing for itself that
would clearly define it as a brand, instead, it only advertises for its events and fundraisers.
One difficulty of the organization is that it is built up of many smaller organizations. These
smaller organizations often have their own particular agendas that they value more than the
agenda of the NJHC. This creates a threat to the NJHC because it creates inner turmoil for the
organizations to agree with each other and move forward with any plans of action. Another threat
is the number of similar organizations that individuals have to choose NJHC out of to donate to.
This includes much larger, nation-wide organizations that people who live in New Jersey may
still donate to.

12. 12 | P a g e
Competitive Analysis
The following section presents an analysis of the NJHC’s competitors. A list of all
environmental non-profit organizations currently in New Jersey was pulled to create an in-depth
analysis. To narrow down this list of 87 organizations, certain criteria were established to
classify potential competitors.
The criterion was defined as:
 Proximity
 Average events per month - put on by the organization
 Reported Revenue - retrieved from 990 forms
 Social media statics
Proximity and Reported Revenue emerged as the key impact metrics used to compare potential
competitors to the NJHC.
Five organizations from the initial list were chosen for analysis. They are broken down into
Direct Competition and Aspirational Competition.

13. 13 | P a g e
Direct Competition
The following chart outlines the organizations that were selected as direct competitors.
Direct competition was established on the basis of proximity, mission, and revenue/resources.
After an analysis of the 87 environmental non-profit organizations currently in New Jersey, three
have been established as direct: Hackensack Riverkeeper, Alliance for New Jersey
Environmental Education and Passaic River Coalition.
Hackensack Riverkeeper
 10 miles away from the NJHC
 Conservation and preservation of resources the Hackensack River
Alliance for New Jersey Environmental Education
 Operates within Highlands Region
 Facilitates local advancement of environmental education
Passaic River Coalition
 Located 30 miles from the NJHC
 Protects waterways from Highlands of New York and New Jersey to Newark Bay and
Atlantic Ocean
Each of these organizations is run by a small staff, similar to the NJHC, and targets/operates in
counties that depend on the Highlands for some of their water supply. They share similar
strategies for raising awareness in that they encourage community involvement by consistently
hosting events and running programs, often in partnership with local groups. Given that these
organizations are working towards similar causes as the NJHC, have comparable monetary
resources, and are after the funds/volunteer efforts of New Jersey residents impacted by the
Highlands, they must be considered relevant competitors.
FIGURE 2: Direct Competition

14. 14 | P a g e
Aspirational Competition
Aspirational competitors are defined as non-profits that were not included as immediate direct
competition due to their significant distance from the NJHC and/or their revenues being
significantly higher than the NJHC’s. These organizations serve as good examples of effective
marketing strategies, campaigns, and tactics. Monmouth Conservation Foundation, and Greater
Newark Conservancy are included because they operate on a larger scale than the NJHC, and
provide examples of outreach programs that broaden their visibilities in their respective
communities. The following figure lists key metrics about these two organizations, as well as
select programs that are summarized after the figure.
Monmouth Conservation Foundation (MCF)
 Services Monmouth County
 Hosts and takes part in array of community outreach style events
 Kids For Conservation Foundation
 Academic enrichment program targeted at preschool and kindergarten students
 Contest is based around creative projects and curriculum dedicated to
environmental education
 $1.5K academic grant given to students in winning class
 Reaches young audience and improves visibility among parents
 Navesink Challenge
 MCF donates annually
 Run through areas protected by MCF
 Proceeds are used to aid Middletown Youth Athletic Association
FIGURE 3: Aspiration Competition

15. 15 | P a g e
Greater Newark Conservancy (GNC)
 GAIN (Giving And Inspiring Newark)
 Program developed in conjunction with #GivingTuesday
 Unites individuals, businesses, and local non-profits with the goal of embracing
charitable acts to better the Newark community
 Newark Youth Leadership Project
 Inspires high schoolers to take an active role in protecting environment
 GNC’s Clean & Green Program
 Helps at-risk youths transition back into community
 Provides employment and mentorship
 Focus on fixing up vacant lots, creating gardens and landscapes, helping other at-
risk individuals

16. 16 | P a g e
Analysis
All of the listed direct competitor organizations are operated by small staffs ranging from 5 - 8
people. Based on these numbers, the revenues earned by the competition (averaging $391,963)
suggest a high degree of community awareness and involvement, especially considering the
Alliance for NJ Environmental Education operates with a small revenue stream compared to the
NJHC. This suggestion is confirmed in that the competing organizations’ consistently run
programs and host events which maintain public interest. Activities like organized cleanups,
regular nature walks, summer camps, environmental education assemblies, and fundraising runs
are a few examples commonly utilized by the competing non-profits.
Social media does not seem to be much of a driving force in terms of gaining awareness for
competitor organizations. Most of the competition is not highly active on their accounts and the
organizations do not interact with followers often or at all. In most cases, the few posts that are
shared do not have any popularity, which further suggests that social media does not play a big
role in increasing awareness. For most organizations, Facebook is used to promote events and
share political views. Twitter, on the other hand, is mainly used to spread awareness of different
political activities that people could get involved in. Instagram, although less frequently used,
helps some organizations by spreading awareness to a younger demographic. Ultimately, if
utilized to its full potential by increasing post activity, feedback, and interaction from followers,
social media could be an effective means of increasing awareness for an environmental non-
profit.
A second distinction between the NJHC and its competition lies within the organizations’
websites. The general content of each competitor’s website is very concise and visually
appealing. Unlike the current the NJHC website, they incorporate user-friendly links and give a
very clear breakdown of where to find information. Their donate buttons, particularly, stand out
on the homepages. Also, most of the competitors’ websites have a dedicated tab for upcoming
events that are neatly laid out in a calendar form. Such a tab is non-existent on the current the
NJHC website, but would be useful in making the public aware of upcoming events and
meetings.
In conclusion, if the NJHC does not update its current website, and does not take advantage of
the promotional and financial benefits of running community involvement programs (or some
similar source of revenue other than donations/events), competitors will draw attention and
resources away from the already limited pool of current and potential donors.

17. 17 | P a g e
Marketing Strategy
Based on the research and the situational analysis presented in previous sections, the following
presents an overview of the proposed marketing strategy for the NJHC. There is overwhelming
evidence that the root causes of the majority of the NJHC’s awareness and public participation is
because a) their message appears to only be reaching their current donor base rather than
expanding to a new one, and b) they are splitting their potential clientele base by exposing the
political aspect to them. To remedy this, we propose a new overarching marketing strategy - to
raise awareness of the NJHC by simplifying the key message. It will focus on the importance of
a lifestyle that revolves around clean water for the future, and all environmental facets pertaining
to the protection of clean water supplies in the Highlands region both presently and for years to
come.
● Clearly defining the NJHC brand by setting cohesive brand guidelines
● Identifying the main objectives and messages of the marketing plan
● Addressing the political split of the organization and how it affects the key messaging
● Maintaining the current target audience through market penetration
● Expanding to a new adjacent target audience through market development
● Discussing donation amounts and goals
● Pinpointing key regions, both geographic and demographic, to focus our marketing
efforts on

18. 18 | P a g e
Defining the Brand
The importance of creating a brand identity is a major focus for not only consumer brand
managers, with the ultimate goal of attracting new customers and cultivating long term
relationships with the consumer but also for non-profit brand managers. To a non-profit
organization, creating a strong brand identity and definition can:
● Bring awareness of the organization and issues it seeks to address
● Attract new donors
● Build long-term donor relationships between the individual and organization3
.
Who is NJHC Currently?
The NJHC’s common interest and mission, by definition, is protecting, enhancing, and restoring
the water and cultural resources from the New Jersey Highlands. The current goals of the NJHC
are:
 Safeguarding the water resources, ecological integrity, and biodiversity of the New Jersey
Highlands.
 Promoting the development and implementation of a strongly protective Highlands
Regional Master Plan.
 Ensuring strict enforcement of the NJ DEP’s Highlands Water Protection and Planning
Act, and other regulations.
 Increasing local, state, federal and private sources of funding for land conservation and
stewardship in the region, and promoting better planning, growth management and land
acquisition strategies.
 Educating the public and decision-makers on, and serving as an information source for,
New Jersey Highlands preservation issues.
 Mobilizing individuals and organizations into a strong alliance to protect,
preserve and enhance the New Jersey Highlands.
Aside from the mission, the NJHC currently does not have a clear and cohesive branding
definition or identity. By synchronizing all facets of communication and giving a simple,
consistent definition of their brand, the NJHC can begin to market a clean brand identity that
aligns with the key messaging of the plan.
3
Stebbins, E., & Hartman, R. L. (2013). Charity brand personality: can smaller charitable organizations leverage
their brand's personality to influence giving. International Journal Of Nonprofit & Voluntary Sector
Marketing, 18(3), 203-215. doi:10.1002/nvsm.1468

19. 19 | P a g e
Creating a Clear Brand Identity and Definition
Brands are usually defined through six levels of meaning. In the case of NJHC, the six levels are
defined as follows:
● Attributes - NJHC is informative, active, pro-active, preservative, conservative, and
resourceful.
● Benefits - NJHC serves as a resource of information about clean water and the highlands
region; acts as an active and pro-active advocate for the preservation, enhancement, and
protection of water and land for New Jersey residents; and draws awareness to the
resources New Jersey Highlands has to offer, such as clean water.
● Value - NJHC stands for protecting, enhancing, and restoring the water and cultural
resources from the New Jersey Highlands.
● Culture - NJHC represents New Jersey culture; meaning it is significant, complex, and
resourceful.
 Significant because it plays a major role in NJ environmental protection.
 Complex because it is a parent coalition to many smaller organizations, meaning
it has numerous parts operating parts.
 Resourceful because strives to protect New Jersey resources.
● Personality - NJHC’s personality would be similar to an environmental activist or
environmental science teacher or professor, both very knowledgeable about water and
resource protection and preservation.
● User - NJHC’s primary consumer/user, or loyal donor in this case, would be a financially
stable, New Jersey resident who is over the age of 55 and owns a home or land. The
secondary user would be people approaching this age group with a couple years, typically
dealing with an ‘empty nest’.
Brand Guideline
In order to keep the brand identity and definition aligned, five fundamental guidelines were
created to follow and implement moving forward. They are as follows:
 Using the same logo and format across all platforms: Social media, website, print
materials, banners, advertisements, events, product, etc.
 Choosing one font to adopt for all typography coming from the organization including
print materials as well as website fonts.
 Conveying factual information free of political opinions or slander on all information
pamphlets, website pages, and social accounts.
 Political messaging should focus on issues and campaigns; e.g. political messaging
pertaining to a particular bill or piece of legislation would make sense, but should be
separated from the overall NJHC brand.
 Include all social media links in emails, e-newsletters, event pages, and below the email
signature of anyone working for the organization. Include social media handles on paper
newsletters, brochures, and hand-outs.

20. 20 | P a g e
Marketing Strategy Objectives
Based on the research, competition, and analysis of the NJHC’s surroundings, the following is a
breakdown of how to fulfill the primary marketing goals. The objectives outlined in this section
highlight the most useful and efficient ways to balance raising awareness, keeping tabs on the
political climate, and increasing donors. The NJHC should focus on messaging pertaining to
sustainability, raising awareness, and Clean Water.
Lifestyle of Clean Water
 Better the environment
 Preserve the progress made
 Promote a clean, outdoorsy lifestyle
Retaining Current Donors
Although the NJHC is branching out to new target markets, the organization still wants to retain
its current donor base. Several methods to retain current donors can be utilized by the
organization, and are listed below:
 Maintaining communication between the organization and the donor base by using
newsletters and email updates
 Listening to and implementing suggestions made by loyal and active participants
 Specialized events for long-time donors, such as a donor benefits dinner

21. 21 | P a g e
Marketing Tactics
After analyzing the current situation of the NJHC, there are many tactics that are addressed in the
following section. When implemented, these tactics can improve the overall status of the NJHC.
The discussed sections specifically break down ways to improve many aspects of the NJHC,
including advertising, marketing, events, the website, and social media. Advertising is a key
component for the NJHC, such as improving the current billboard, using stickers as a way to
reach many people in a cost effective manner, and taking advantage of advertising on social
media outlets, such as Facebook. Marketing tactics, such as marketing on Facebook, email blasts,
and proper location of flyers are key to the success of the events. This section includes a mockup
of a potential website that the NJHC can use in the future. Finally, making improvements with
existing social media outlets can lead to overall better communication between the NJHC and its
supporters.

22. 22 | P a g e
Paid Advertising
Paid advertising is a key aspect for the NJHC, due to limited budget. The proper uses and
messages of the billboard can be a focal point for NJHC. A billboard congruent with the message
of clean water rather than a political focus will attract a larger audience. Additionally, the use of
a sticker campaign is an inexpensive way to spread the word about the NJHC - one sticker,
whether on laptops, notebooks, or cars, can be seen by many people.
Billboard
According to a study conducted by Arbitron6
, 58% of commuters who pass by a billboard learn
about an event they are interested in. Thus, the NJHC’s billboard spot may be more effective if
used to advertise for its fundraising and awareness-raising events rather than for political
lobbying.
• Political messaging can be polarizing - current the NJHC billboard could be leading
potential stakeholders to shy away from the organization’s goal.
• It might benefit the NJHC to relocate the billboard and re-tailor its message and
purpose to instead focus on promoting the NJHC events, such as the annual pub
crawl, etc.
• Due to NJHC’s direct affiliation with Pinelands Preservation Alliance, it is possible that
the Trenton billboard will need to be retained.
• Under these circumstances, it is strongly recommended leasing a NJHC-specific
billboard in the Highlands region in which the NJHC can strategically tailor its
billboard messaging to attract event attendees.
Stickers
Stickers are flexible in terms of placement, and they are relatively inexpensive to print, deploy
and distribute resulting in a low cost per impression over time.
 Placement of stickers - notebooks, laptops, bumpers of cars
 Over the course of a year, a sticker can be seen by thousands of people, reaching an
incredible amount of potential stakeholders.
• Stickers are typically long-lasting when compared to other tangible marketing materials
A sticker campaign can enable consumers to become advocates for the brand with little effort.
Advertising with stickers transforms into earned media opportunities effortlessly. When
combined with a social media call-to-action a sticker campaign can also fuse with a digital
campaign.
The NJHC should consider investing in a die-cut sticker campaign in which
“#whatsinyourwater” stickers can be distributed to new and prospective members and publics.
Note: Refer to Appendix C2 for a mockup of a potential sticker design.
6
http://www.arbitron.com/downloads/InCarStudy2009.pdf

23. 23 | P a g e
Event Marketing
Event marketing is any specific advertising that an organization does for one of its events. There
are several ways organizations can utilize event marketing to its advantage.There are many ways
in which marketing for events can lead to ultimate success of the events. In this section, there are
the most effective types of media channels, ways to use advertising on Facebook, and using
Google AdWords. The implementation of these different advertising outlets can improve the
overall success of the events. One study discussed below gives instruction on the best way to
market for events.
According to a recent study conducted by Nielsen7
, newspapers are the most effective type of
media channel when it comes to ad engagement and response.
• Print ads rank highest in terms of driving purchasing intent (including donations), overall
engagement, and even simply getting noticed by consumers.
• In terms of direct advertising effectiveness, print newspaper ads came in at 41%, second
only to television advertisements.
• Newspapers tend to be more thoroughly perused by readers than local free “circulars,”
because consumers pay for or subscribe to newspapers.
• In terms of stakeholder targeting, 40% of adults aged 55-64 read a daily newspaper, while
52% of adults aged 65+ read a daily newspaper according to data compiled by the Pew
Research Center8
, making the print newspaper an effective channel for reaching NJHC’s
core target demographic.
When looking at print advertising:
 Newspapers (whether a daily paper or weekly publication) tend to be more thoroughly
perused by readers than local free “circulars,” because consumers pay for or subscribe to
newspapers.
 Companies can also tailor a newspaper ad to suit a given budget, with the average cost of
a local or regional newspaper ad falling around $200 according to Entrepreneur1
magazine.
 In terms of stakeholder targeting, 40% of adults aged 55-64 read a daily newspaper,
while 52% of adults aged 65+ read a daily newspaper according to data compiled by the
Pew Research Center2, making the print newspaper an effective channel for reaching
NJHC’s core target demographic.
Utilizing a local or regional New Jersey print newspaper to advertise for the proposed NJHC
Beer Fest event, and potentially any other events NJHC may schedule in the future, would be a
cost-efficient, demographic-targeted, effective way to market the event with a call-to-action (i.e.
encouraging event attendance).
• It is recommend that the NJHC focus on advertising with The Star-Ledger, which serves
as New Jersey’s most-distributed and widely-read daily newspaper.
7
http://www.cmswire.com/cms/customer-experience/nielsen-study-newspapers-hold-edge-in-engagement-ad-
effectiveness-020497.php
8
http://www.journalism.org/media-indicators/newspaper-readership-by-age/

24. 24 | P a g e
• Other regional newspapers include The Record, which is distributed in Bergen, Passaic,
and Morris Counties, and The Herald, distributed in Sussex County.
Advertising on Facebook (see C6 for demographic breakdown of Facebook users)
A research conducted by Pew Research Center in 2015, indicates that 72% of adult Internet users
are active on Facebook. Of those users, 79% fall between the ages of 30-49, and 64% fall
between the ages of 50 to 64, making Facebook a powerful tool for reaching prospective donors
as well as, and more importantly, spreading the message on what NJHC does and hopes to
accomplish.
NJHC is already on Facebook, however NJHC is not utilizing Facebook’s advertising program,
besides currently boosting individual posts to achieve greater visibility.
• Facebook advertising is highly customizable in terms of targeting a specific audience,
with options to target viewers based on location, age, demographics, interests, and
behaviors (including likeliness of donating towards charitable organizations)
• Simple to strategically reach a very specific audience.
• Facebook advertising is budget-friendly and flexible, making it easy for an organization
to tailor their ad campaign to suit their financial needs and restrictions.
There are two specific ways in which NJHC can utilize Facebook advertising:
• To create visibility and draw awareness towards its goal and cause, and
• To create buzz for and draw potential attendees towards an event(s).
The former strategy can result in page likes, website visits, and social shares, while the latter can
result in increased event awareness, attendance, and social reach. A Facebook ad’s existence on a
user’s timeline or sidebar creates a high likelihood of visibility for the brand, which leads to
enhanced awareness.
Google AdWords
Using Google AdWords, Google’s pay-per-click advertising program, can be an extremely
effective way to reach stakeholders.
• According to Forbes9
, pay-per-click advertising can drive traffic to websites, thus
exposing users to the organization and increasing awareness—and potential donations.
• Google AdWords lets the user control advertising cost by setting a budget and
customizing a program that suits their unique needs.
• Google AdWords currently offers a unique grant program for non-profit organizations
and charities where NPOs can potentially receive up to thousands of dollars of free
Google AdWord advertising per month using strategic keywords.
• NJHC can sign up to see if they qualify on the Google AdWords NPO grants
website10
.
9
http://www.forbes.com/sites/johnrampton/2014/03/29/5-reasons-your-business-should-use-adwords/
10
https://www.google.com/grants/

25. 25 | P a g e
Flyers, E-mail Marketing, and Newsletters
Flyers, e-mail marketing, and newsletters are an inexpensive way to communicate and engage
with NJHC supporters. Non-profit organizations such as NJHC should take advantage of these
resources, for once the skills for using these resources are mastered, they are quite simple to use
properly. Listed below are the tools to successfully use these resources. Samples Flyers
Appendix C1.
Benefits of Utilizing Flyers
• Flyers are beneficial for non-profits mainly because they are very inexpensive to produce.
• A free design site such as Canva can generate a flyer.
• Flyers are made to be simple and easy to read with large fonts to persuade the consumer
towards what the organization is promoting
• Flyers are meant to be as brief as possible while providing key information so
organizations are more likely to attract the consumer’s attention.
Benefits of Email Marketing
Incorporating e-mail into the marketing plan will improve the overall user engagement for a very
low cost and, in many cases, require only a very limited amount of time and effort. Below are
specific benefits to utilizing e-mail:
Reduced Time & Effort
• It typically takes less than two hours to create a marketing communications piece that can
be distributed to many more people than offline mailings.
• By utilizing a recurring e-mail template, one need only to tailor the copy for the e-mail
and customize any graphics/photo content as needed.
• An excel spreadsheet can efficiently organize and consolidate e-mail list subscribers.
• A single person can handle e-mail communication for any organization.
More Frequent Communication
• Allows the organization to communicate with its subscribers and investors with more
frequency.
• More frequent communication puts the organization front-and-center of its
stakeholders. Beware not to send out e-mails too frequently, though.
• Too frequent of e-mails can turn subscribers to unsubscribe. Try sending out two
e-mails a week and see how the subscribers react.
Test E-mail Content
• With e-mails, it is particularly easy to see what graphics, headlines, and even colors
subscribers and investors respond to.
• The organization can simply create one version of the e-mail to send out to a portion of
the email subscribers and create another to send out a different portion of the subscribers.

26. 26 | P a g e
• The organization can get a better sense of which content users responded to by tracking
subscriber actions post-mailing.
Spreading Information
• E-mail forwarding allows for the organization efforts to potentially reach a larger
audience, as well as creates a “brand advocate” in the subscriber doing the forwarding.
• Information spreading allows the potential for new subscribers.
Eco-Friendly
• In the current climate, organizations and brands alike are trying to be more and more
environmentally friendly.
• NJHC’s core mission is focused on the environment, specifically water conservation, e-mail
marketing (which saves on paper-related waste) aligns with the organization’s beliefs.
Best Time to Send an Email
When the organization is about to send out an e-mail, think about when the user would be most
likely read it.
• The best time to send out an e-mail and get people to actually read the content is from
Tuesday to Thursday and between 12-1pm (or during lunch hour).
• This time is for people to take a break from work, which can lead to mobile
checking of e-mails.
• According to e-mail marketing tips from Comm10011
, another good time is between 7-
8pm, when the majority of people are home from work and unwinding from their long
day.
11
http://www.emailmarketing.comm100.com/

27. 27 | P a g e
Newsletter Do’s and Don’ts
Typically, a newsletter should be no longer than one full page or 500 words. A short and sweet,
consolidated newsletter gives the reader less to read, making them more likely to follow through
on the call-to-action or reaction to content. The current newsletter format is very lengthy - it may
turn away readers from reading due to the time they would have to spend reading it in entirety.
Below are the do’s and don’ts of non-profit newsletters that the organization might implement
based on tips compiled by Nonprofit Marketing Guide12
.
Include Social Media Links
• Always make social media presence known.
• Subscribers will be able to click through to any of the social media sites easily.
• These buttons should be on the bottom of the newsletter and the organization should ask
its subscribers to follow the organization’s page for more information/updates.
Know The Audience
• Knowing the audience is the first step of any tactic.
• The organization must be able to tailor the information that is sent to that specific
targeted group.
• If the content in the newsletter is not relevant and/or valuable to them, the reader will be
much more inclined to delete it.
• Think about these few questions when writing the newsletter: How will this make readers
feel? Will it make lives easier or better? Does it show how important readers are to the
organization?
Send Frequently
• Most non-profits send newsletters too infrequently.
• If the content is good and relevant, the organization should be sending out more frequent
newsletters.
• Digital newsletters should be sent out no more than once a week and no less than every
six weeks.
• It is proposed that the organization send out one newsletter bi-monthly.
• This enables the organization to break up the amount of content within the spring
and fall newsletters into simpler, easy-to-read bi-monthly newsletters
• This will also keep stakeholders updated more frequently with bite-sized
information.
12
http://www.nonprofitmarketingguide.com/

28. 28 | P a g e
Make It Personal
• People want to give to non-profits when they feel emotionally connected to the cause.
• If the content in the newsletter is too objective and does not show passion, the readers
will more than likely unsubscribe.
• The newsletter should be formatted to sound like it is written by one person and speaking
to one supporter.
• Try to curate each newsletter in a more conversational style.
• Avoid aggressive language or dry information.
Keep The Subject Line Specific
• People are busy - put as much detail in the subject line as possible to attract the reader's
attention to draw them into reading the entire newsletter.
• Add in an emphasis on the benefits to the reader but keep the line about 50-60 characters.
• Also, every newsletter should have a different subject line.
Make It Mainly Text
• People are looking for words when they receive an e-mail..
• Try to send the main message in a timely, interesting, and valuable way.
 At the same time, the organization does not want to send out just a plain old e-mail with
just text.
 Incorporating an eye-pleasing design and engaging photos can be a huge benefit.
Appeal To The Skimmers
• Many people skim through their e-mails before they go ahead and begin to read the full
message.
• Try adding in descriptive subheadings, headlines, and short chunks of text with active
verbs to grab the reader’s attention.
• This pulls readers into perusing the whole newsletter instead of only scanning it.
• If they do not end up reading all the information, they will at least be able to take away
key information points from the subheadings, etc.
Utilize E-mail Newsletter Services
• If the e-mail subscriber includes over 20 people then use of an e-mail newsletter service
(such as MailChimp or SailThru) should be considered to expand the list even more.
• The cost of using an ESP (e-mail service provider) is low, but the benefits are substantial.
• The providers have the ability to automate functions that the organization will not waste
its time on, such as managing unsubscribers.

29. 29 | P a g e
Events
Events are a necessary component in the success of raising awareness for an organization as well
as raising funds. The three different types of events discussed in the following section are table
events, booster nights, and the beer festival. The following section will detail how to run these
events to their fullest potential and to maximize the benefits for the NJHC.
Table Events
Table events are events in which an organization can set up a table in a public area where people
can come and learn more about its cause. People can approach the table and a representative
from NJHC will talk to them about the organization and how they can get involved. The table
events should have several components present including an appealing and engaging display,
flyers, sign-up sheets, etc. Tables should be set up at non-profit conferences and gatherings,
school events, and community events. In general, they should be in public areas within the
Highlands in which awareness can be generated and people can be informed about the NJHC.
Benefits of Table Events
• Beneficial for non-profits because they do a great job generating awareness about the
organization.
• Relatively inexpensive and work towards informing and bringing more attention to the
non-profit.
• An organization encourages people to get involved with email sign-up sheets,
explanations of future events, and sharing of social media accounts.
Mission of Table Events
Table events should be used to educate others about what NJHC is working towards. It should
properly indicate NJHC’s mission to protect, restore, and enhance the water and other natural
and cultural resources of New Jersey's Highlands, now and for the future. Additionally, table
events are good places to network with people who are interested in NJHC, people who want to
get involved, people who want to become more informed, and people who want to donate to the
organization.
How to make the table effective
 Appealing & Engaging Display
 An appealing display is essential to attract people to the table.
 Having a visual (i.e., a poster) increases the number of people that the
presentation would reach, rather than just an oral presentation.
 Poster can catch the attention of people who walk by and who do not know what
NJHC is.
 Allows one-on-one interaction, therefore reaching people on a personal level.
Know the Audience
• Know and understand the key publics before speaking to them.

30. 30 | P a g e
• In order to spread organizational awareness, the audience must be satisfied with the
presentation, therefore it must be catered towards their interests.
• It is important to be aware of the audience's demographics, interests, and expectations.
Engage the Audience
• People's attention spans are remarkably short.
• The audience must be interested and engaged in the information and presentation at the
event table.
 Share a personal experience - By sharing a personal experience, presenters are
able to instantly connect with the audience on a human level. This shows others
that the speaker is approachable. Additionally, be passionate and share interest in
the information.
 Relate to a recent event - By relating the information to a recent event it makes
the information more realistic, relevant, and makes the audience able to relate to
the information. Point out something important that could affect the audience.
This will make them care more about the situation that the NJHC is fighting to
protect.
Encourage Interaction
• Exchange dialogue with the people that approach the event table.
• Provide them with information and allow them to ask questions.
• Try to encourage feedback from the viewers
To be effective, the NJHC table should have a few things on hand when presenting at one of
these events. Below are our recommendations:
• Poster Board (see example C3)
• Essential in attracting viewers to the table and is a good conversation starter.
• Flyers
• There should be flyers available at the table for people to take home.
• Should have general information such as social media outlets, the NJHC website,
and contact information for NJHC.
• Sign-Up Sheet
• Available for people who are interested to sign up to receive emails and
newsletters.
• Stickers
• Have the NJHC stickers available for people to take home with them.

31. 31 | P a g e
Booster Nights
A booster night is an event in which NJHC can team up with a local restaurant within the
Highlands region to generate awareness and raise money for the organization. Booster nights can
provide a great opportunity for NJHC to interact and have fun with their local supporters, raise
money, and raise NJHC’s community profile. NJHC will need to contact restaurants within the
Highlands area which might be willing to collaborate and work with NJHC for this fundraising
event. (Note: See appendix with list of restaurants.)
NJHC may then discuss a deal with the restaurant in which a certain percentage of the evening’s
sales go to NJHC. For example, 10-20% of the sales for the evening will go to the organization.
Usually, the restaurant will host one of these events on a slow night (Monday-Thursday) so it is
important to generate awareness within the community. It is then the job of NJHC to advertise
and get as many people to go to the restaurant on that night as possible. Many restaurants work
with non-profit organizations, as they indicated on their websites, so when researching and
connecting with restaurants look for ones that will support the organization's cause.
Benefits of Booster Night
• Booster Nights are a win-win for the two collaborating parties.
• The fundraiser will fill up the restaurant on a slower night, while attracting people who
are either current NJHC members or new stakeholders interested in environmental
advocacy.
• In return, NJHC will be able to raise money and raise awareness while the restaurant
generates revenue.
No Cost To NJHC
 There is barely, if any cost, on NJHC - the only costs will come from advertising and
promoting the event.
Raises Awareness
• The host restaurant will typically allow the organization to set up an informational table.
• NJHC could set up an event table at the Booster Night to share information, flyers,
stickers, and allow people to sign up for the email list or donations.
Creates Community Atmosphere
• Provide an opportunity to bring people together in support of a common cause.
 This will make the evening more enjoyable, fun, and energetic.
• Think about handing out small door prizes (stickers, water bottles, etc.) as an incentive to
come and to increase community spirit for the evening.

32. 32 | P a g e
Procedure to reaching out to restaurants (see list of restaurants C4)
1. Call the restaurant.
• According to Restaurant Fundraisers13
, when the organization reaches out, try and make
contact mid-afternoon, between the lunch and dinner rush.
• At this time the organization will have a better chance of connecting with a manager who
has time to help the organization.
2. Fill out an online application.
• Many restaurants have detailed fundraising information on their website, making it easy
to get in contact with the restaurant to submit a request.
Reaching out to participants
Advertising and promotion is the key element when it comes to the success of a booster night.
NJHC should encourage as many people as possible to come out to the event and support the
cause. Here are a few ways to spread the word:
E-mail Blast
• Leading up to the booster night, NJHC should send weekly e-mails to let people know
about the event - make the e-mails appealing and energetic
Website
• Promote the booster night on the main page of the website as well as on the site’s
“Events” page once it is planned.
Newsletter
• Promote the booster night in the newsletter.
• Be sure to make the event seem appealing and fun so that people will want to participate.
• Provide the location and times that it occurs so there is no confusion.
Flyers
• Post flyers about the event around the area that is hosting the Booster Night, as well as in
the restaurant if permitted.
Newspapers
• Place newspaper ads to broadcast the event locally.
• A lot of key publics turn to newspapers for information on environmental information.
This will also reach new publics to create awareness of the events.
13
http://www.restaurant-fundraisers.com/how-to-run-a-successful-restaurant-night

33. 33 | P a g e
Social Media
• Spread the word on all social media outlets that NJHC has.
• Social media will be a good way to promote the event because people can share and help
advertising online.
• Since the majority of the target demographic uses Facebook, starting a Facebook event
page would be very helpful as it can be gaged how many people may come to the event
(i.e. RSVP on the event page). Additionally, people can invite their friends to the event.

34. 34 | P a g e
Beer Festival
The Beer Festival is a long-term marketing tactic that strives to raise money for NJHC as well as
create awareness. This event would combine both the pub-crawl and the music festival that
NJHC already organizes. This event requires a lot of planning but can be very successful when
executed properly. The festival should be hosted in the summer and has the potential bring
together several different publics to enjoy a fun weekend enjoying beer and live music, as well as
learning about NJHC and environmental care.
Evaluation of Current Pub Crawl and Music Festival
Currently the Highlands Festival at Waterloo is an event that provides live music and
environmental awareness to those that attend. There is live music and activities as well as local
food that is offered at the festival's food court. This event currently attracts a good number of
people but could be more effective. The Hopped Up Highlands Craft Pub Crawl that NJHC
organizes is an event that is run in Morristown in November. The pub crawl travels to different
bars in Morristown and also provides cool events along the way, such as social media
competitions, prizes, and discounts. This event strives to reach approximately 125 people. Both
of these events are fun, engaging, and successful but could be so much more if they collaborated.
Benefits of Beer Festival
The beer festival will reach out to the current key publics of both the Highlands Festival at
Waterloo and the Hopped Up Highlands Craft Pub Crawl. Making the event a beer festival will
attract more interest from college students, the working class, and older generations. This will
make the event larger and in turn NJHC will create more awareness for NJHC and will raise
money for the organization as well.
Components of Beer Festival
Several of these components are the same as the music festival: volunteers, music, food, venue,
etc. The main difference now is teaming up with breweries and brewpubs for the event.
Team Up With Local Breweries
• Contact and team up with various brewpubs in New Jersey.
• They will provide kegs of craft beer in which people can sample beers throughout the day
while listening to good music.
• A list of all breweries and brewpubs in New Jersey can be found at
NewJerseyCraftBeer.com.
Volunteers
• Volunteers will be needed to run different activities and set up and take down the event.
Music
• Book various local music groups to volunteer to perform at the festival.

35. 35 | P a g e
• By making this event a beer festival, the organization will attract a larger crowd of
younger people and in turn, more bands will want to display their music, creating greater
exposure in return.
Food
• Continue to use the local food that the music festival already provides.
• The food is environmentally friendly as it is natural, international, vegetarian, vegan, and
freshly prepared.
Other
• A copy of a comprehensive beer festival event checklist can be found online at the
Brewers Association’s website14
. It has all the additional information needed to plan the
NJHC’s first annual summer Beer Fest.
14
https://www.brewersassociation.org/attachments/0001/1075/Festival_planning_checklist.pdf

36. 36 | P a g e
Website
What makes a non-profit website effective?
For non-profit organizations, a website dramatically affects the way people view an organization
as a whole. Content, design, and clarity are three important factors that go into the creation of a
website. It is important to focus on the fundamentals before anything else. For example: raising
awareness, increasing donations, increasing volunteers (i.e. member sign-ups and newsletter
subscriptions), newsletter distribution, and increasing social media following.
Statitics to Consider
• According to data compiled by Nonprofit Hub15
, 65% of consumers are visual learners
• In addition, videos on the website increase conversation by 86%
• For every 1,000 email subscribers, non-profits have 199 Facebook fans, and 110 Twitter
followers. This is why collecting email addresses electronically is beneficial, according to
Nonprofit Tech For Good16
research
Proposed solutions for NJHC Website
The informational content within the site is necessary and should not be deleted. Certain visual
changes are recommended. (See C5 for mockup examples)
Please Note - A digital media intern could easily implement the following:
Layout & Theme
• Consider changing the web-site layout to a more modern, dynamic format.
• There are several sites that create websites for absolutely free (or at a very minimal cost).
• Wordpress is very cost-friendly and provides professional, clean-cut themes to choose
from, as does Wix, which is highly user-friendly and requires minimal if any coding
knowledge.
• Keep in mind that minimalism in website design is a growing trend being embraced by
users - too much clutter turns site visitors away.
• New website design should be sleek, user-friendly, and minimalist in design.
• As a suggestion, the organization might consider adding website reconstruction and
maintenance to current interns’ responsibilities so it does not take any time away time
from the members of the coalition.
Social Media
• Links to NJHC’s social media platforms should be much more visible on the website.
• Make sure users can connect to the platform with just one click.
• Also, be sure to fix the current Instagram link on the website as it is a dead link.
Contact Information
15
http://www.nonprofithub.com/
16
http://www. nptechforgood.com

37. 37 | P a g e
• A “Get In Touch” section at the bottom of the home page can including an official
mailing or office addresses as well as a direct e-mail address so people can easily reach
out to NJHC without digging through the website.
Navigation Tabs:
• Some tabs tend to overlap in information. Below are proposed tabs the organization may
consider utilizing.
• Home:
• This should bring users back to the main page,
• Instead of being a textual tab, users can return home simply by clicking on the
NJHC logo.
• Consider adding an e-mail subscription form and donation shortcut button to
the home page.
• Our Coalition:
• This page provides background information and serves as an “About Us”
page.
• This is also where the 990 form can be found instead of displaying it on its
own tab, thus helping to de-clutter the main page.
• About The Highlands:
• This page should highlight the NJ Highlands area, the stakeholders who are
affected, the animals that live in the area, etc.
• It can also serve as a resource for people doing general research on the
Highlands area or related topics, creating an opportunity to drive more site
traffic.
• Make A Difference:
• This serves as the donation page and a way for people to find out how they
can get involved.
• It would be also be effective to provide information about where the donations
are going.
• Another idea is to tell the web users how their donation is making a
difference. For example:
• $20: Provides clean water to approx. ______ homes.
• $50: Saves approx. _________ animals in the Highlands region.
• This page can also include subpages for becoming a member (both for
individuals and organizations).
• For signing up, there should be an electronic form as opposed to the current
print-and-mail format that is being used. Users should not spend more than
five minutes completing this and they do not have to worry about printing
anything out and mailing it in.

38. 38 | P a g e
Why Does It Matter
 This page can serve as a resource that also appeals to human interest, providing a space
where users can learn about how what NJHC is doing matters to New Jersey.
 This area should focus on the importance of water conservation efforts, and have a tie-in
to the #whatsinyourwater social media campaign.
Events
 This page should include a calendar including future events and a brief description.
 The most recent event can be included and a brief overview of how it went.

39. 39 | P a g e
Corporate Social Responsibility
What is corporate social responsibility?
• A corporation’s initiatives to assess and take responsibility for the company’s effects on
environmental and social wellbeing.
• These are the efforts that go beyond what may be required be an organization.
• These short-term costs may not provide immediate financial benefit to the organization,
however it will provide positive social and environmental change.
Impacted Companies & Organizations (sample pitch letter C7)
There are many large companies and organizations in New Jersey that receive their water from
the Highlands region. Such companies would not be as successful as they are if they did not use
the water from the highlands region, thereby making them direct stakeholders in the cause which
NJHC fights for. Listed below are companies that receive water from the Highlands region.
• Pfizer
• Mars Chocolate: North America
• Merck
• Anheuser Busch
Benefits of Collaborating
Create, Develop & Enhance Credibility
• Companies getting involved with a non-profit event or cause (such as NJHC) and being
seen as dependable and supportive will build trust with their customers
Media Exposure
• All events and/or campaigns have their own marketing efforts to make sure it is
successful.
• When sponsors decide to be involved, they will automatically get the benefit of being
promoted throughout the process. Some events, projects, or campaigns have local media
support while others may offer national campaigns. This could provide extended
exposure and visibility in markets they have not tapped into yet.
Brand Awareness & Recognition
• Logo placement on a variety of marketing materials such as flyers, direct mail, brochures,
websites, e-mail marketing campaigns, tickets, signage, etc. will add to increase brand
awareness.
• Being recognized as a sponsor will communicate value and support with the audience.
Generate New Sales/Donations & Form New Business Partnerships
• When it comes to events, many will have tables available to display information or
encourage people to sign-up for emails on site.
• Create new professional relationships with other sponsors, vendors, speakers and
attendees.

40. 40 | P a g e
Social Media
Importance
Social media can be relatively easy to use when it comes to engaging and educating the
community, attracting potential new donors, and measuring the success of events and
engagement. Based on NJHC’s target demographic, utilizing social media in an effective way
will invariably both reach current and potential stakeholders.
According to the Pew Research Center17
• 82% of internet users ages 30-49 use social networking sites
• 65% of internet users ages 50-65 use social networking sites
• 49% of internet users 65+ use social networking sites
• 71% of online adults use Facebook
• 23% of online adults use Twitter
According to NJHC Survey Results
 15% of responders find out about NJHC events via Facebook
 2% of responders find out about NJHC events via Twitter
 0% of responders find out about NJHC events via Instagram
In comparison to:
 36% of responders find out about other NJ environmental organizations via Facebook
 10% of responders find out about other NJ environmental organizations via Twitter
 5% of responders find out about other NJ environmental organizations via Instagram
These statistics reveal that there is room to improve NJHC’s social media presence. Based on
the results, this social media strategy will focus primarily on improving and re-centering a
presence on Facebook. Results have revealed a very weak response to the organizations Twitter
page, so the report will not be acknowledging Twitter as a priority. However, it will also make
some suggestions for the existing Twitter if the organization plans on continuing its presence on
that platform. Instagram does not seem to be yielding much response.
What can social media accomplish?
According to Nonprofit Quarterly18
, social media can accomplish a variety of marketing
functions.
Advertising
• Many platforms offer options for brands to pay for certain posts to be promoted for
nominal prices. Note back to advertising section for more details.
Education
• Post issue-centric content to establish thought leadership within the focus of NJHC.
17
http://www.pewinternet.org/fact-sheets/social-networking-fact-sheet/
18
https://nonprofitquarterly.org/2014/03/13/social-media-nonprofits-engaging-with-community/

41. 41 | P a g e
• By informing stakeholders of issues that are directly affecting them, it instigates them to
do something about. The organization can do this by:
 Utilizing environmental scare tactics
 Posting statistics about how pollution is affecting users personally
 Sharing images of corrosion within the watershed
 Providing information on how to get involved.
Publicity
• Because of the ability to share and invite, stakeholders will automatically be sharing their
involvement with the organization to other potential stakeholders.
• Inviting a whole Facebook friend-list to an upcoming event puts the organization
out there and will attract new audiences.
• Someone seeing a notification that a Facebook friend just “liked” the
organization’s page can spread awareness.
• Sharing and Retweeting a fact about pollution in the watershed can aid in
educating the public.
• More visitors to the Facebook page leads to more click-throughs to the website.
Measurement
• Facebook in particular has some very user-friendly ways to measure involvement,
including providing data on new follower demographics, most shared posts, and post-
reach.
• It’s essential to use tools like this to see what’s working and what’s not; what brings
people in and what pushes them away.
• This is not only important for social media but also is a way to see what the organization
itself needs to work on when it comes to appealing events, avoiding politics, etc.
Who should handle social media?
There are several options available for how to maintain social media sites and posts. The first
and most highly suggested is to utilize interns. If this plan does not work, the marketing plan
provides tips for employees to contribute without it being too difficult or requiring much
responsibility or expertise.
Interns – It is understood that there is an intern program in place. One suggestion is that the
social media responsibilities be given to an intern, especially one that is a millennial and may be
savvier with using social networks. Whether a separate intern is hired to run social media, or add
this responsibility onto one of the existing positions, this would be the most effective way to
handle the social channels.
Employees - If it will not be possible to assign social media maintenance to an intern, existing
employees can potentially share the responsibility. By assigning various staff members a specific
responsibility, it can help balance out the work. For example: one employee can be in charge of
creating events and advertising them on social media, while another is responsible for weekly
posts (elaborated upon in the social media tactics and strategy proposal). Since being local and

42. 42 | P a g e
community-oriented are strengths of the organization, regardless of who runs social media, it
would be nice to have occasional posts from employees, like perhaps a monthly update on
donors, updating followers, etc.

43. 43 | P a g e
Posting Tactics
With regards to posting on social platforms, there are many directions to take. Below are some
specific suggestions to get stakeholders involved and keep them informed.
Facebook
Page Appearance
Problem - The current page has one obvious problem. The loud cover photo does not do a great
job of portraying what the organization stands for. It looks as if “flood hazard regulations” are
what the organization all about, and the current graphic makes the page look a bit messy.
Solution – It is recommended that the photo is replaced of a scenic area within the watershed.
The cover photo should portray that the organization is helping its stakeholders to protect,
enhance and restore this critical area.
Content
Problem - One of the main focuses of this marketing strategy is to enhance the organization’s
reputation as environmental advocates, and strive to be less vocal about politics. There are
several polarizing political views published on the page, which may be distracting to potential
donors and volunteers. By consistently promoting clean water and avoiding politics, the
organization will attract a broader audience.
Solution - Stick to the facts and appeal to human interest. Remind people how important clean
water is and how harmful people and industry can be to the places where their water comes from.
Like the cover photo, post these facts with images from the area.
Twitter
Content
Problem - Overall, the organization’s existing Twitter looks fairly good. However, one criticism
is that the posts aren’t necessarily consistent with what is posted on Facebook. Additionally, the
survey that was conducted revealed a very weak response to the Twitter page, making it less
effective than Facebook.
Solution - One way to fix the inconsistency issue is to utilize an app like Hootsuite which can
cross-pollinate posts from Facebook to Twitter and vice versa. Again, using hashtags will add to
consistency and promote the organization within a broader network.
Recommendations
Hashtags
• Utilizing hashtags is a great way to keep posts organized and direct followers to similar
posts.

44. 44 | P a g e
• The hashtag suggested is #WhatsInYourWater - a catchy, appealing tag to incorporate in
all of the organization’s posts.
• Another potential hashtag is #FactFriday. This one is used by many other organizations,
so followers of other organizations may click on the hashtag and find NJHC’s posts.
Timing
Timing is everything when it comes to successful posts. According to research compiled by
CoSchedule19
, timing suggestions are below.
 Facebook:
 Days of the week
 32% Higher engagement on Saturdays and Sundays
 18% Higher engagement on Thursdays and Fridays (People are happiest on
Fridays, so post funny or uplifting content)
 Times during the day
 Posting at 3pm= Most click-throughs (Utilize this time to post links to the website or
invites to events)
 Posting at 1pm= Most shares (Utilize this time to post information on organization
and events)
Refer to the organization page’s customized “Facebook Insights” for more analytics on the best
times to post.
Logistics
Although social media seems like it can be quite an investment in time and operations, there are
many user-friendly programs and apps that allow the organization to easily curate multiple social
platforms all in one place.
• Hootsuite is a free app that allows users to queue up posts throughout the week or even
month.
• Whether it’s a #FactFriday image to be posted on Twitter, or an event
announcement to be scheduled to post on Facebook, one person can establish all
of the coming weeks’ posts in a single sitting and Hootsuite will push them to the
organizations page at the specific time and on the specific day selected.
• It can also repeat posts and post the same thing to various media platforms.
19
http://coschedule.com/blog/best-times-to-post-on-social-media/

45. 45 | P a g e
Suggested Policies
Clear Messaging
• Avoid straying off track and posting irrelevant information/ events that will drive visitors
away from the organizations social media platforms.
• Potential problems could be making politically polarizing references as social media
feeds off of political drama and anything someone finds remotely controversial can easily
explode into unwanted attention on social media.
• Be sure every post made is strategically targeted towards the audience.
Consistency
• If the organization begins a weekly post topic (i.e. #FactFriday) make sure the
organization keeps up with it every week. This will keep the followers in touch with the
organization.
• Follow previous advice about having the same cover/heading photo on all platforms.
Maintenance
• Only advertise upcoming events; once something has occurred, take it down.
• Update cover photo and posts frequently. Since the organization deals with the
environment, try to post scenic pictures from places stakeholders will recognize. This can
also be done with seasonal photos.
Give Credit Where It Is Due
• Make sure the organization posts its own content, such as photos NJHC has the rights to
(fair-use photos) and/or NJHC research findings.
• If using outside sources, give them credit! If partnering up with another organization, tag
them in posts referencing them or in events they are included on.
• If using a photo taken by a supported and submitted, always credit this person wherever
the image appears.
• When taking photos and information from the internet, be sure the content is labeled for
reuse, or free to share and reuse. A great way to do this is by utilizing Google’s advanced
search algorithm and filtering the results as “free to use and share”.

46. 46 | P a g e
Implementation Schedule
The implementation schedule is a calendar for 2016 describing, in detail, when the NJHC should
enact the various changes suggested by the marketing plan. It includes when to have events,
change website formatting, and when to start and stop different promotions. The visual
representation is seen below.
MARKETING IMPLEMENTATION CALENDAR 2016
JANUARY Launch redesigned website; print bulk stickers; launch Facebook
advertising campaign to promote website traffic
FEBRUARY Initiate CSR collaboration outreach to companies; begin distributing bi-
monthly digital newsletter; host Booster night
MARCH Host local table events; distribute flyers, stickers, etc.
APRIL Begin advertising Beer Fest via Facebook; send newsletter; host Booster
night
MAY Begin advertising Beer Fest via (second) billboard; host Booster night
JUNE Begin advertising Beer Fest via newspapers; continue with billboard and
Facebook; send newsletter; host Booster night
JULY Host NJHC Beer Fest
AUGUST Wrap up Beer Fest promotion by sharing event recap/photos on website
and Facebook; send newsletter; host Booster night
SEPTEMBER Host local table events; distribute flyers, stickers, etc.
OCTOBER Host Booster night; send newsletter
NOVEMBER Host Booster night
DECEMBER Host special holiday Booster Night; send end-of-year newsletter
Note: Social media efforts as well as Facebook and Google AdWord advertising should be
implemented year-round
FIGURE 4: Implementation Schedule

47. 47 | P a g e
Measurement
The success of the implementation of the tactics and strategy outlined in this marketing plan can
only be determined if the NJHC measures their actions and its responses effectively. Given the
number of social media and website suggestions provided, the primary measurement
recommendation is tracking all social media websites and traffic to the website. Monitoring the
activity over a series of months and years can show during what periods of time there is the most
or least activity, and from there adjust the actions that may have caused them. This includes
keeping track of social chatter including mentions, likes or number of website visits, including
where the most click traffic was with specific click patterns.
From a business perspective, an important aspect to measure is money. Keeping track of
donations and other incoming monetary assets earned by the NJHC's campaign is twofold: A)
Counting the number of donors over time, and B) the specific amount each donor contributed.
Measuring money influx is crucial to the growth of the NJHC as a non-profit, and is a reliable,
quantifiable way to measure its physical actions such as events and fundraisers.
On a tangible scale, the NJHC should prioritize measuring the physical engagement of their
audience through its events to determine its reach of its information. For example, having a ticket
system where each participant is counted and asked for a review or a survey at the end. This can
gauge how participants responded to the event, and whether it is worth it for the NJHC to spend
money to host it again. Keeping detailed records of events such as the proposed Beer Festival
over time will show the NJHC if, firstly, if it is reaching the intended target audience and
secondly, if the audience is reacting positively to them.
In this way, the NJHC can measure the effectiveness of its actions to ultimately expand on those
that are the most successful,, while eliminating those that are not.

48. 48 | P a g e
Conclusion
After evaluating the current situation, relevant competitors, political landscape, and conduction
primary research for the NJHC, a marketing strategy geared towards brand awareness was
developed. If the NJHC chooses to implement the suggested tactics, it can be expected to see
improvement in brand recognition, which can lead to greater monetary and volunteer support
among the NJHC. The success of the marketing plan, if implemented, can be determined by the
different measurement methods previously mentioned. It is essential for the NJHC to follow the
outlines marketing plan and schedule to establish their organization within the non-profit
environmental market.

49. 49 | P a g e
Appendix A
FIGURE A1: Media example of the NJHC
FIGURE A2: Media example of the NJHC

50. 50 | P a g e
FIGURE A3: Media example of the NJHC

51. 51 | P a g e
Appendix B – Competitive Analysis
Alliance for New Jersey Environmental Education
Background
The Alliance for New Jersey Environmental Education is a non-profit organization is Somerset,
NJ, inside the Highlands region. Established in 1985, they provide a networking forum for New
Jersey’s environmental educators. The description of the company on their website is “The
Alliance for New Jersey Environmental Education (ANJEE) was established in 1985 to provide a
networking forum for New Jersey's environmental educators. We are an organization of
dedicated individuals who devote time, energy, and resources to facilitate the advancement of
environmental education in our local, state, and global communities.” They have a total of 5
officers and 8 directors on their board of trustees.20
Mission Statement
Their mission statement is “The Alliance for New Jersey Environmental Education (ANJEE)
envisions a time when people will embrace their place in the natural world, understand that
human health is dependent on a healthy environment and have the skills they need to enjoy their
environment and protect it for present and future generations.”21
Finances
They reported $55,000 in revenue for the year of 2014. I cannot find data on prior years to show
a percent growth making me think that they made under the threshold of what is required to
submit a 990. $3,200 came from contributions and grants, $44,800 came from program service
revenue, and $7,400 came from investment income.22
Market
ANJEE targets younger generations in Somerset County, generally ages 5-12, to educate them
about the environment by going on mini nature retreats. The parents of these children are also the
target in order to keep environmental education in the family.
Strategies/Tactics
They hold annual conferences to educate younger generations on environmental life. Most of this
organization seems to be geared towards educating people about water pollution and helping
their students become environmentally literate. They also participate and plan meetings every
other month at which everyone is welcome to join and listen in. One of their upcoming events
features a movie about a couple people who took a trip around America in electric car and called
it the “Ride The Future Tour”. They wanted to show the viability of electric cars and want to
show alternative transportation that doesn't hurt the environment.
20
Retreived from: http://www.anjee.net/what-is-anjee.html
21
Retreived from: http://www.anjee.net/mission-statement.html
22
Retreived from: https://www.citizenaudit.org/222826543/

52. 52 | P a g e
Products/Services
The Alliance for New Jersey Environmental Education primary service is education. They have
meetings every month to get likeminded people around to talk about different things to do.
Partners/Supporters
ANJEE lists its supporters as PSE&G, Laserwave Inc., Transoptions Inc, Hackensack
Riverkeeper, as well as a few others. Hackensack Riverkeeper is one of NJHC’s bigger
competitors.

53. 53 | P a g e
Hackensack Riverkeeper
Background
Founded in 1997 on one simple premise – human beings, in fact all living creatures, have an
inherent right to clean water – Hackensack Riverkeeper, Inc. is an independent, non-
governmental advocate for the Hackensack River. The Hackensack Riverkeeper, Inc. is run by a
staff of 6 people, as well as a board of directors consisting of one individual (according to the
organization’s website).23
A majority of these people have degrees fields in political science,
management, and environmentalism and are founders or co-founders of other environmental
organizations.24
Mission Statement
Its primary mission is to provide representation for the natural living resources of the
Hackensack River. This representation is manifested in Hackensack Riverkeeper’s
environmental advocacy, education and conservation programs. The focus of Hackensack
Riverkeeper, Inc. is to protect and defend the environmental quality of the ecosystem of the
estuary, river and watershed and the quality of life for the people and other creatures that inhabit
the Hackensack River watershed.
Finances
In 2013, Hackensack Riverkeeper, Inc. reported a revenue of $614,475. The majority of this
came from contributions and grants totaling $538,149, while $82,844 came from other revenue
and fundraising.25
23
Retrieved form HR website: http://www.hackensackriverkeeper.org/about-us/board-of-directors/
24
Retrieved from HR website: http://www.hackensackriverkeeper.org/about-us/our-history/
25
Retrieved from GuideStar: http://www.guidestar.org/FinDocuments/2013/223/530/2013-223530496-0b0774f8-
9.pdf

54. 54 | P a g e
Markets
Hackensack Riverkeeper focuses on towns within the Hackensack River watershed. There are 58
such municipalities that fall within either Bergen, Hudson or Rockland County in New Jersey.
Hackensack Riverkeeper, Inc. focuses mainly on Bergen, Hudson and Rockland counties,
specifically the municipalities directly within the Hackensack River Watershed. Of these
municipalities, none fall directly within the Highlands region, but the following do depend on the
Highlands for some or all of their water supply: [Bergen County] Alpine*, Bergenfield, Bogota,
Carlstadt, Cliffside Park*, Closter, Cresskill, Demarest, Dumont, East Rutherford, Emerson,
Englewood, Englewood Cliffs*, Fairview, Fort Lee*, Hackensack, Harrington Park, Hasbrouck
Heights*, Haworth, Hillsdale, Leonia, Little Ferry, Lodi*, Lyndhurst*, Maywood, Montvale*,
Moonachie, New Milford, North Arlington* Northvale, Norwood, Old Tappan, Oradell,
Palisades Park*, Paramus*, Ridgefield, Ridgefield Park, River Edge, River Vale, Rutherford*,
South Hackensack , Teaneck, Tenafly, Teterboro, Washington Twp*, Westwood, Woodcliff
Lake, Wood-Ridge [Hudson County] Bayonne*, Jersey City*, Kearny*, North Bergen, Secaucus,
Union City* [Rockland County] Clarkstown, Orangetown, Ramapo*
*= Municipality lies PARTLY within Hackensack River watershed and partly within EITHER the
Hudson or Passaic River watershed.
Strategies/Tactics
Hackensack Riverkeeper, Inc. carries out its mission through a combination of both formal and
informal environmental education projects focused on raising the level of awareness and
sensitivity of the people of the Hackensack River watershed. Hackensack Riverkeeper, Inc. also
advocates the responsible restoration and conservation of the various fish and wildlife habitats
that exist within the watershed.
The Hackensack Riverkeeper works with local groups26
, police departments and artists27
to
inspire community involvement and awareness. For example, a student at Bayonne High School
(in partnership with PSEG’s Functional Environmental Achievement Team), donated wildlife
boxes he made to the organization in an effort to support the wildlife along the Hackensack River
watershed. The organization also highlighted a local artist’s installation entitled “Hackensack
Dreaming” which conveys her interpretation of the Hackensack watershed.
Products/Services
Hackensack Riverkeeper partnered with the Bergen County Sheriff’s Office on a joint anti-litter
campaign after spending 9 years retrieving garbage and litter from the the river. The campaign,
titled CLEAN STREETS = CLEAN WATER: Bergen County Litter Marshal Program28
, is
designed to reduce the amount of trash that makes its way from the area’s roadways into its
waterways. It uses billboard messaging as its primary promotion tool, with several billboards
placed along the county’s heavily traveled roads.
26
Retrieved from HR Facebook: https://www.facebook.com/HackensackRiverkeeper/posts/10154463120834569
27
Retrieved from HR Facebook: https://www.facebook.com/HackensackRiverkeeper/posts/10154436319874569
28
Retrieved from HR website: http://www.hackensackriverkeeper.org/take-action/clean-streetsclean-water-
campaign/

55. 55 | P a g e
Partners
Baroan Technologies, Campmor, Excel Termite and Pest Control, Genzyme Biosurgery,
Goldman Sachs, Hackensack Chamber of Commerce, Meadowlands Chamber of Commerce,
North Jersey Media Group, Otterstedt Insurance Agency, Panasonic, PSE&G, PuroClean,
Ramsey Outdoor Stores, Redd’s Restaurant, Select Safety Rules, Sanducci’s, Shop-Rite
Supermarkets, Starbucks of Hackensack, Steamroller Entertainment, United Water, Wakefern
Food Corporation, Wallenius Wilhelmsen Logistics, Whole Foods Market, Wild Birds Unlimited
of Paramus, XChange at Secaucus Junction
Sponsors donate funds, auction items or food for events such as cleanups
Political Involvement
Hackensack Riverkeeper, Inc, like NJHC, seems to have some kind of political agenda, although
it doesn’t come off quite as strongly as NJHC’s. The organization often posts on its Facebook
wall petition links, consequences of passed Senate bills, and federal water news. They are clearly
not in support of the Christie administration.

56. 56 | P a g e
Passaic River Coalition
The Passaic River Coalition (PRC) resolves problems through education, research, and public
service. They created the Land Fund Trust to preserve sensitive riverfronts. Their goal is similar
to the NJHC and some of the land they are protecting is located in the Highlands. They host
public hearings and also host town-wide cleanups where the committee and volunteers meet up
and clean roads, parks, playgrounds, etc. They allow donations through credit card, PayPal, and
gifts of stocks and bequests. This organization is very similar to the NJHC in both mission and
revenue.
Background
PRC is a non-profit established in 1969 that protects waterways from the Highlands of New
York and New Jersey down to the Newark Bay and Atlantic Ocean, spanning over 1000 miles of
waterways. The PRC is “the watershed organization for the Passaic River Basin of northern New
Jersey and southern New York, a 935-square mile region of urban, suburban, rural, and
wilderness areas in which more than 3 million people live”.
They focus on flood management, enlargement of recreational and natural areas, enhancement of
water supply management, improvement of water quality, and groundwater management.
PRC has 12 members on their board.
Mission Statement
PRC’s mission is stated as “Improving water quality isn't just our goal . . . It's your future!”29
Finances
Their revenue of 2014 is slightly over $506,000 so they are very similar in revenue to the NJHC.
All of this income came from contributions and grants.30
Markets
Their target market is people around Morris County who are familiar with environmental
procedures and relatively informed about politics. Older people between the ages of 45-65 seem
to be their target. They want people with money for donations as well as people who have some
time on their hands to conduct site visits. They use a lot of complex technology so it is necessary
to be a little tech savvy and interested in what they are doing.
Strategies/Tactics
The Passaic River Coalition isn’t meeting or event focused. Instead, they plan and execute
projects funded by donations. All their fundraising are through donations alone. On Facebook
they do promote houses in the area that they are trying to protect to try to get likeminded people
living within their area.
29
Retreived from: http://www.passaicriver.org/index.html
30
Retreived from: https://projects.propublica.org/nonprofits/organizations/221945455

57. 57 | P a g e
Products/Services
They help clean and protect waterways in the Highlands region with donations from generous
people. Individuals can go to their website and donate by mail, paypal, credit card, by gifts of
securities (stocks), or by bequests.
Partners
Their supporters on their website include other environmental organizations such as: River
Network, Clean Water America, Association of NJ Environmental Commissions, Greenwood
Lake Commission, Ramapo River Watershed, and Garden State Earth Institute.
Political Involvement
They push on Facebook to get followers to vote in protection of the waterways and environment.
They seem to oppose Chris Christie. He wants to use the Passaic River to balance the state
budget, which the Passaic River Coalition is against.