The Birchwood-Clearview Community Association (BCCA) aims to enhance quality of life for over 800 homes through citizen involvement. As a non-profit organization, BCCA hosts community events but has a limited budget supported by $20 annual member dues, which are not required. BCCA seeks to increase its primary role in the community and raise its low 4.4% membership rate. A stakeholder analysis identified residents, members, and local businesses as key groups that currently lack awareness of BCCA's mission and offerings. The communication climate presents challenges in efficiently informing all 800 homes about activities through monthly newsletters alone.

1. BIRCHWOOD-CLEARVIEW COMMUNITY ASSOCIATION (BCCA)
Strategic
Communication
Plan
Strategy
Stakeholder
Analysis
Communication
Objectives
Metrics
Submitted by: Felicia Pratt, Patricia Espinosa,
Kevin Gonzalez and Lauren Shaffer

2. Overview: Birchwood City/Clearview Association (BCCA)
•BCCA’S MISSION, THROUGH CITIZEN INVOLVEMENT, IS TO ENHANCE THE QUALITY OF LIFE FOR RESIDENTS OF THIS COMMUNITY OF OVER
800 HOMES (BCCA, 2017)
•THE BCCA IS A NON-PROFIT 501(C)4 ORGANIZATION, RECOGNIZED BY THE PRINCE GEORGE’S COUNTY COUNCIL AS
HOMEOWNERS CIVIC ASSOCIATION WITHIN DISTRICT 8 (PGCC, 2017).
•DEVELOPED IN THE MID-1950S, BIRCHWOOD CITY IS A SUB-DIVISION OF OXON HILL, MD
•EARLY ON, THE RESIDENTS ESTABLISHED BIRCHWOOD /CLEARVIEW COMMUNITY ASSOCIATION (BCCA) TO HELP DEVELOP A SENSE OF
COMMUNITY IN THE TOWN
•BCCA’S SPECIAL EVENTS INCLUDE: FAMILY VALENTINE FUNCTIONS, EASTER EGG HUNTS, COMMUNITY DAYS, FUN NIGHT
(HALLOWEEN), BREAKFAST WITH SANTA, TEEN DANCES, FRIDAY NIGHT FOR TEENS, BUS TRIPS TO EDUCATIONAL EVENTS & AMUSEMENT
PARKS, AND SENIOR NIGHTS
•THE COST OF BCCA PROGRAMS AND ACTIVITIES IS SUPPORTED THROUGH $20 ANNUAL MEMBER DUES, AND MEMBERSHIP IS NOT
REQUIRED OF THE HOMEOWNERS IN THE COMMUNITY (BCCA, 2017). LEWIS (2011) POSITS THAT EVERYONE HAS A STAKE IN
ORGANIZATIONS, ESPECIALLY IN A CIVIC GROUP, WHERE MEMBERSHIP IS NOT COMPULSORY, BUT THE ORGANIZATIONS EFFORTS BENEFIT
EVEN NON-MEMBERS.
•BCCA HAS PROVIDED EDUCATION SCHOLARSHIP TO COMMUNITY MEMBERS IN THE PAST
•BCCA ALSO HAS INFLUENCED STATE FUNDING FOR VARIOUS PROJECTS (KEEPING ELEMENTARY SCHOOL OPEN, ETC)
(BCCA-interviews, 2017)

3. STRATEGY
Strategic Goal Communication Goal
The BCCA strives to be the primary community
resource organization for City of Oxon Hill by 2019
• Instill awareness of BCCA’s services and
benefits to City of Oxon Hill
Increase memberships by 10% • Improve the household’s understanding of
BCCA’s benefits to join

4. STAKEHOLDER ANALYSIS

5. STAKEHOLDER GROUP IDENTIFICATION
Stakeholder List Description
Board Members President, VP Treasurer, Secretary
Committee Chairperson Publicity, Recreation, Technology, Education, Youth, Hospitality,
Membership, Beautification
Volunteers Additional community members that volunteer their time on
each committee
Association members People that pay their dues, but do not volunteer
Prince George’s County Park & Planning Department Local government agency coordinates services
Residents (non-members) They live in the community but are not BCCA members
Business community Businesses that invest in strategic initiatives that impact Oxon Hill,
(location of BCCA)
School System Quality schools but not active in BCCA issues
Elected Officials (local) County Council District 8, State Delegate District 27
Prince George’s County Police Responsive to community public safety needs
Builders Home builders in the area

6. STAKEHOLDER MAP
Stakeholder List
1. Board Members
2. Committee Chairpersons
3. Volunteer
4. Association Members
5. Prince George’s County Park &
Planning Department
6. Residents (non-members)
7. Business Community
8. Elected Officials (local)
9. Prince George’s County Police
10. Builders
11. School System
Impact
Attitude
Low
High
Negative Positive
5
4
9
1
2
3
6
7
8
10
11

7. STAKEHOLDER ANALYSIS
Stakehold
er List
Perceptions: What do they think? Implication
1.Board
Members
Board members (President, Vice President, Secretary, & Treasurer) have a very positive
attitude towards the BCCA and the community. They also have high impact because
they are the voice of the community, and set the plan of action for BCCA.
Length of involvement in the community: Varies between 3-5 years. Some expressed
“low level involvement until voted into office”
Goal & Objectives Alignment: Mostly aligned on the goals. “provide community
service” “promote, foster, and protect the welfare of the community” “Improve the
civic, social, and economic status of the community
Factors that hinder BCCA from achieving its goals: Lack of resources. ”low budget”
“lack of residents and community support” “low membership” “lack of money”
Motivators: Alignment. “help my community” “make improvements” “help BCCA
grow” “get involved in the community” “be informed”
Demotivates: Varied opinions. “heavy workload” “lack of appreciation” “not enough
resources”
Changes needed at BCCA: Varied opinions “get more residents involved” “increase
attendance at monthly meetings” “building an online presence” “grow membership”
“raise funds”
Decision Making Process: Alignment. “board members present proposals at
association meetings and the residents vote by majority” “Decisions are made on a
timely basis” “Decisions made at meetings”
Satisfaction with Role: Alignment. “Very happy with the role” “preparing me for future
roles” “Happy opportunity to get involved and give back to my community”
Engaged group that will support
the communication plan. They
are dedicated to the success of
the organization but they are
concerned about the long term
viability of the BCCA. They fear
that unless they are able to
expand membership levels and
create deeper commitment
from the residents, the BCCA will
not be effective and may
cease to exist. Currently there
are only 35 households out of
800 who are BCCA members.
Low 4.4% membership rate.
As also expressed in research,
the high involvement in a
process by a variety of
stakeholders typically generates
better outcomes and a greater
sense of ownership (Posey,
2017).
(BCCA-interviews, Oct 15-Nov 9 2017)

8. STAKEHOLDER ANALYSIS
Stakeholder List Perceptions: What do they think? Implication
2.Committee
Chairpersons:
The Committee Chairs have a very positive attitude towards the community and BCCA.
They are heavily involved in the day-to-day operations, lots of responsibility, and yet not a
paid position. They want their voice heard and they also want to do their part in ensuring
the community is a wonderful place to live. The Chairpersons have a high impact in the
community because they represent the association’s interests at various local governance
meetings and help move the civic association’s agenda forward.
The chairs are Publicity, Recreation, Technology, Education, Youth, Hospitality, Membership,
Beautification, Ways and Means (open), Public Affairs (open), Community Service (open).
The chairpersons are definitive stakeholders (Mitchell, Agle, & Wood, 1997), because they
hold both power and legitimacy according to the BCCA By-laws (BCCA, 2017).
Key stakeholder group due to their size and
influence.
Positive view on BCCA therefore can
support the communication plan.
The danger is in not growing the BCCA
membership enough to be able to rotate
these chairs, fill open chairmanships, and
that the existing chairs get tired and refuse
to serve in future terms. The plan must
address what can be done to support this
group.
3. Volunteers: Volunteers are members of the civic association. They volunteer on the different
committees. These individuals have a positive attitude towards the community, and help
the committee chairs bring the ideas to fruition.
These are paying members that go above and beyond paying their $20 yearly membership.
Important to help these stakeholders feel
engaged and appreciated.
These stakeholders can see the big picture
of the BCCA efforts and this talent pool will
probably hold committee chairs or board
memberships in the future.
(BCCA-interviews, Oct 15-Nov 9 2017)

9. STAKEHOLDER ANALYSIS
Stakeholder List Perceptions: What do they think? Implication
4.Association
Members:
The members of the civic association are interested in the BCCA
because it improves the neighborhood. These individuals are in the
middle of the impact scale, and have a positive attitude towards
the organization as it is investing in their community. They feel
good about paying their yearly membership dues of $20.
When asked how they communicate with BCCA, they expressed
via Newsletter (3-times per year), email, and Nextdoor.
When asked what information they would like to get from BCCA
communications “about the community” “upcoming events”
“Latest update on neighborhood improvements”
Need new ways to engage these members
to ensure they renew their memberships and
they feel like valued members of the
organization.
Cornelissen (2014) reveals the need to
recognize all the individuals involved, and
the stakeholder model of supportive
engagement is best suited in this case, to
ensure communications continue to reach
this key stakeholder group.
5.Prince George’s
County Parks &
Planning
Department
Huge impact on our civic association because they control the
facilities in the community parks where the association events take
place. The association must get approval from them in order to get
any event booked. They control the budget of what can get done
in our community. They have been very favorable towards the
various activities that the association has proposed; however when
events impact their revenue, the civic association does receive
pushback from them.
Must maintain good partnerships with the
stakeholders in this group to ensure BCCA’s
events can be hosted for free at the parks
and planning recreation facilities.
The BCCA has a very limited budget of $700
dollars therefore it can’t afford to rent
facilities for events.
This group needs to be actively engaged in
the proposed communication plan.
(BCCA-interviews, 2017)(BCCA-interviews, Oct 15-Nov 9 2017)

10. STAKEHOLDER ANALYSIS
Stakeholder
List
Perceptions: What do they think? Implication
6.Residents
(who live in
the
community
but have
decided not
to be
members of
BCCA)
Residents are unaware of a BCCA website. Residents heard of BCCA but
don’t know/understand the mission & goals. Currently receive the
monthly newsletter but does not look at it. Do not attend community
events
When asked what kinds of information they like to get from BCCA:
“What’s going on in the community”
“More information on what is allowed or not allowed in the
neighborhood”
“Event details, things to watch out for in the neighborhood”
“Information that I’m not already getting in other places”
“Alerts about upcoming events”
“Police activity, social activities, and surrounding area activities”
“Local information”
“Not sure, wasn’t aware BCCA had a website”
When asked what kind of services or offerings would you like to see from
BCCA?
“Definitely more presence of police patrol”
“Can’t think right now how to answer this one”
“Would like to see information about emergency/evacuation plans in
case of a catastrophic act of nature, terror attack, etc”
“More social activities for the young adults”
Since residents are not knowledgeable about the mission, goals,
offerings and services they are reluctant in becoming an
“official” member of BCCA.
By not becoming a member BCCA’s funds are limited, event
ideas that would really help the community are limited, and the
power in numbers that is needed to make a real change in the
community is not there.
The research supports getting the residents involved in BCCA:
Residents can see what the BCCA committees are doing, they
share in the benefits to the community (Carpenter, 2017); and
the social aspects of events may also appeal to new members
as opportunities to build new friendships as a part of the
involvement.
In order to build and support ongoing engagement, through
things like strategic planning and implementation, there are
three important things to remember: Communicate, Actively
involve stakeholders in the process, and make sure people
know what the strategic plan is and where they fit in it (Posey,
2017). Therefore, the proposed communication must address
new ways to engage residents and move them to action to
become paying members of the BCCA.
(BCCA-interviews, 2017)(BCCA-interviews, Oct 15-Nov 9 2017)

11. STAKEHOLDER ANALYSIS
Stakeholder
List
Perceptions: What do they think? Implication
7.Business
Community
Currently disengaged with the association and plays a small role in
the life of the community. Part of our plan should consider
engaging this stakeholder group in sponsorship activities with the
association because based on interviews with business owners the
following was discovered:
• Business owners do not know the BCCA strategy
• Business owners have a favorable view toward the BCCA
• BCCA is viewed as a great organization to collaborate with
Plan must engage this stakeholder more actively.
There can be win-win opportunities here for the
BCCA and these business owners in terms of joint
partnerships.
Perhaps by creating a new dedicated role in the
BCCA’s structure with the goal to engage this
stakeholder group there is an opportunity to
change the current situation.
8.Elected
Officials
Positioned in the top-right quadrant because they are typically
engaged with the community. They can have a positive impact as
leaders, but no high concentration of power in one elected official
to affect the community. They look favorably at the organization
as it improves the community and reflects well on them.
Mutual support is necessary to advance BCCA’s
goals and this support needs to be sought
throughout the community by engaging different
groups. The stakeholder model of strategic
management shows us that all of the groups
have an interest in the organization, in order to
benefit from it, so it provides a mutual
dependency for success (Cornelissen, 2014).
(BCCA-interviews, 2017)(BCCA-interviews, Oct 15-Nov 9 2017)

12. STAKEHOLDER ANALYSIS
Stakeholder List Perceptions: What do they think? Implication
9.Prince George’s
County Police
Positioned as a positive but low impact,
because the department is cooperative and
responsive to the needs of the community, but
it does not have much influence on the civic
organization’s goals.
Must partner well with this stakeholder to ensure events are safe.
Furthermore, there is an opportunity here for BCCA to be the
bridge between the community and the police department.
Taking on this conduit role would benefit BCCA to be seen as a
key player in contributing to the safety and security of the town.
Perhaps organizing self-defense seminars or safety preparedness
classes where BCCA can recruit new members.
10.Builders They are interested in maintaining the good
reputation of the community to ensure that
once the new developments and housing
projects are completed, these can be sold for
a profit. Therefore, they fall within the positive
attitude but with moderate impact.
Plan must engage this stakeholder more closely. The value of the
properties in the town are influenced by how the community is
viewed. If the BCCA can engage the builders in sponsoring
events that strengthen the community, then both organizations
can benefit from the synergies created.
11.School System Important part of the community, but it does
not hold a significant level of influence on the
organization. The school system was rated on
the stakeholder map as positive but low
impact.
Many homebuyers and renters care a great deal about the
school district in their community. If BCCA is able to engage this
stakeholder for community events and fundraising opportunities
both organizations can benefit.
12
(BCCA-interviews, Oct 15-Nov 9 2017)

13. ENVIRONMENT

14. COMMUNICATION CLIMATE
● Various stakeholder groups feel that the BCCA can communicate more
efficiently (BCCA-Interviews, 2017).
○ Residents who have responded preferred “email or text” as their method of
communication and BCCA places a printed newsletter on doors every month. (BCCA-
interviews, 2017).
○ Business owners do not know the BCCA strategy but feel that it is a great organization to
collaborate with (BCCA-Interviews, 2017).
● Overall, the community stakeholders look favorably at the BCCA
○ “I am absolutely honored to collaborate with BCCA. I see how hard everyone works; their
dedication to their neighborhood and their citizens is both inspiring and humbling. As a
group, they are extremely capable and able to get to corporate and government
personnel that will help them achieve their vision.
● BCCA holds monthly community meetings, however, they are not well
attended.
● Only 35 homes (out of 800, 4.4%) joined the BCCA.
● BCCA Board Members have perceived that the residents are not receiving
the information about activities, events or programs--the need exists to reach
all 800 houses more efficiently

15. ENVIRONMENT
BCCA is at a high risk of not gaining membership through new residents.
There is a high risk to not retain current membership. The membership
percentage is very low (4.4%). Lack of paying members means insufficient
funds to support events & programs
It is a medium risk to not obtain business sponsorships to obtain funding. The
BCCA also needs to retain positive relationships with the police, parks and
rec and other stakeholders
Risks
• Residents don’t care about their community associations when they don’t
know other stakeholders. “Associations should promote annual social
gatherings and promote some sort of incentive program to get homeowners
more involved in board meetings” (McKuen, 2016) Resident participation is
difficult to implement (Appletree, 1978).
• Need for transparency in community association management including
budgets, election disputes, project transparency, etc. (Di Masi, 2017)
• Residents and business owners do not understand the vision, mission of the
BCCA (BCCA-Interview, 2017).
Obstacles and
Barriers
15

16. ENVIRONMENT
• Community associations in general are a growing sector in America. “The number of community
associations in the United States grew from 10,000 in 1970 and 222,500 in 2000 to 342,000 in 2016”
(Community Association Institute, 2017), (Drennen, 2014).
• “90% of respondents say they are on friendly terms w/ association board members” (Community
Association Institute Kentucky, 2017)
• Research argues that “Community Associations have a positive impact on housing values” (Hopkins,
2016).
Situational
Analysis
• Partnerships with state regulators is a must. “Community associations are subject to state laws that
control how associations are established, governed and managed. This state-based regulatory system
has proven successful because it is predicated on the principle of local control over land-use and real
estate decisions.” (Community Association Institute, 2017)
• Community Associations are most successful when they offer educational scholarships to residents
(Harris, 2014)
• Neighborhoods with community associations are significantly more likely to working together to solve
neighborhood disputes (Oh, Yoon-kyung et al, 2011)
• The BCCA needs to establish relationships with the business owners for funding and sponsorships. This
is a largely underutilized source of funding
Collaboration

17. STRENGTHS
•Active and engaged Board Members, Committee
Chairpeople, Volunteers, and Association Members
•The perceptions of the Committee Chairpersons
range from high to neutral, there have been no
negative issues
•Positive partnerships with external stakeholders –
police department, school system, elected officials,
business community
•Excellent working relationships with
other internal stakeholders groups
WEAKNESSES
•Membership is low only 35 homes out of 800 have
joined BCCA
•Limited budget for events and activities
•Fundraising to support campaigns is always
challenging for the committees
•Preferred communication channels are not utilized
•Dependency on Prince George’s County Parks &
Planning Department for event facilities and event
approvals
OPPORTUNITIES
•New Membership Drive
•Nearby MGM National Harbor for possible
entertainment and special offers
•Beautification campaign is underway and seeking
community involvement
•Increase business sponsorship funding the programs
and activities
•A presence on social media can be established to
communicate more efficiently
•Utilize technology to initiate and renew memberships
THREATS
•Apathy leads to stagnant participation
•Alternative community organizations (YMCA/other
organizations individuals choose to invest time in)
compete for community resources
•Only having 35 homes limits the amount of initial
funds the organization has to work with.
SWOT

18. IMPLEMENTATION PLAN

19. HIERARCHY OF COMMUNICATION EFFECTS
Join BCCA
Believe that joining BCCA will
not only benefit the
community but their as well
Understand HOW joining BCCA benefits
them as an individual and their
community
Clear explanation of the mission & goals of BCCA.
(Action)
(Belief)
(Understanding)
(Information)

20. Communication Objective
WHAT ARE THEY TRYING TO ACHIEVE?
•INSTILL AWARENESS OF BCCA’S SERVICES AND BENEFITS TO THE CITY OF OXON HILL:
IMPLEMENT A COMPREHENSIVE BCCA ASSETS PRESENTATION FOR STAKEHOLDER GROUPS, PARTICULARLY AIMED AT THE LOCAL GOVERNMENT AUDIENCE.
THE PUBLICITY COMMITTEE SHOULD PROVIDE AN OUTREACH CAMPAIGN TO THE CITY TO ENSURE THEIR KNOWLEDGE BASE INCLUDES THE BCCA AS THE
“GO TO” RESOURCE.
•IMPROVE THE HOUSEHOLD UNDERSTANDING OF BCCA’S BENEFITS TO JOIN:
BECAUSE MEMBERSHIP IS THE LIFEBLOOD OF THE ORGANIZATION, GENERATE A PLAN TO ENGAGE AND IMPROVE BOTH NEW MEMBERSHIPS AND RENEWALS
OF ANNUAL MEMBERS. PRESENT THE EXTRINSIC AND INTRINSIC BENEFITS OF JOINING. CURRENTLY THE BCCA IS A 501(C)4 ORGANIZATION, BUT THERE ARE
DISCUSSIONS ABOUT CHANGING TO A 501(C)3 STATUS, IN ORDER TO PROVIDE A TAX BENEFIT FOR CONTRIBUTORS.
SUPPORTIVE INFORMATION
PRIORITIZING ENGAGEMENT WITH VOLUNTEERS SERVING IN A NONPROFIT ORGANIZATION IS IN ALIGNMENT WITH EMPLOYEE ENGAGEMENT, AS THEY BOTH DEAL WITH AN INVESTMENT IN HUMAN
CAPITAL AND IMPROVING PRODUCTIVITY (LOVALLO & MENONCA, 2007). CONTRIBUTIONS TO CIVIC LEAGUES GENERALLY ARE NOT TAX DEDUCTIBLE AS CHARITABLE CONTRIBUTIONS FOR FEDERAL
INCOME TAX PURPOSES (IRS, 2017). NONPROFITS SHOULD CONNECT THE POLICY DOTS ACROSS ALL LEVELS OF GOVERNMENT (NCN, 2017). THE PUBLIC AFFAIRS CHAIR IS CURRENTLY VACANT
(BCCA, 2017). NONPROFIT RELY ON MEMBERS TO DONATE MONEY, VOLUNTEER, AND PARTICIPATE IN EVENTS (CARPENTER, 2017), SO THEIR SUCCESS IS CONTINGENT UPON THE GROWTH AND
DEDICATION OF MEMBERS.

21. Message:
We will encourage people to join,
and renew our current members
Message:
We will support the projects that
benefit our whole community
We will seek new opportunities to
engage youth in our community
Message:
We will support new ways to
communicate with the community
Message:
THEME
Action
Increase
Membership
Perceptions:
New & Renewal
challenges
Perceptions:
Positive activities
are needed
Stakeholder:
Youth
Committee
Stakeholder:
Publicity
Committee
Perceptions:
We need to reach
more people
Stakeholder:
Beautification
Committee
Perceptions:
Need support for
improvements
Stakeholder:
Membership
Committee
INTERNAL STAKEHOLDERS

22. EXTERNAL STAKEHOLDERS
Message:
Membership connects all of us
and improves our neighborhood.
Message:
We support our local businesses
who are helping our community.
We share the same community
engagement aspirations
Message:
Our mutual efforts provide youth
with a healthy environment.
Message:
THEME
Understanding
Improve
Engagement
Perceptions:
Why should I join
the BCCA?
Perceptions:
Positive working
relationship
Stakeholder:
Parks & Planning
Stakeholder:
School System
Perceptions:
School activities
are the priority
Stakeholder:
Businesses
Perceptions:
What’s in it for
my business?
Stakeholder:
Residents
(non-members)

23. DEMOGRAPHICS
Length of time in
Birchwood -
Clearview
More than 20 years
Rent or Own Age
Level of Education
Some level of college
education
Ethnicity
African American
Employment Status
Employed Full-time
Household Income
$30,000 or more
25 or older; high
concentration in the
age group of 65-74
Own

24. PREFERRED METHOD OF COMMUNICATION
10
9
8
7
6
5
4
3
2
1
0
Email Print Phone text Social Media
(facebook, twitter,
etc)
Nextdoor App
Results

25. SOCIAL MEDIA USAGE
0
8
7
6
5
4
3
2
1
Facebook Twitter Pinterest Instagram LinkedIn YouTubeSnapchat
Results

26. FACEBOOK GROUP
Data shows that those who
have taken the survey
preferred social media
platform is facebook
This can be created right
away at no additional cost
Another tool to
communicate to
community members that
are online (help to bridge
offline world and online
world).
Used to highlight
community events, blog
articles, and additional
information from the BCCA
website.
Will be managed by the
Technology Committee

27. WEBSITE INFORMATION HIERARCHY
Home
About BCCA
Meeting Minutes
Resources
Report it
Programs &
Initiatives
Find A Job
Events/Calendar Members
Member Benefit Become a Member Volunteer
Connect

28. WEBSITE
Domain ideas:
• www.welcometobcca.com
• www.welcometobcca.org
• www.birchwood-clearview.com
• www.birchwood-clearview.org
Felicia Pratt can volunteer her time to
create it.
Only cost will be the cost of the domain
($14.99/yr)
Used to share the vision, mission & goals
of BCCA. Highlights community events,
create blog articles, add newsletters and
additional information from the BCCA
website.
Will be managed by the Technology
Committee

29. Email Marketing Tool
Initial investment is $0
Can connect to website so people can
sign up for the newsletter
Can segment the list into members, so
that we can send an email to residents
who have not paid their dues a reminder.

30. IMPLEMENTATION PLAN BY GOAL:
30
Messages Audience Channel Rationale
Clearly explain mission, vision, and goals, as well
as, services and offerings to the residents of the
community
Existing members and
potential new members
• Website
• Email
• Facebook
Website highlighting BCCA’s mission, vision, and goals
and how by joining they can connect, grow and
become a powerful force in the city of Oxon Hill.
Although residents do not know BCCA website exist.
Other communication tools should point back to the
website to bring continued awareness of BCCA.
Messages should reinforce how their role
connects to the services and benefits to Oxon
Hill City
Committee Chairpersons
and Board members
• Face-to-face
• Facebook
page
By making sure board members and committee
chairpersons understand how their role/committee
connects to the bigger picture they can feel a
connection or a buy-in to their role.
Message should show external stakeholders
how the services & benefits not only help the
Birchwood community, but plays a bigger part
in the in the vitality of Oxon Hill.
Business Owners, Business
Community, Elected
Officials, Police, Parks &
Planning
• Facebook
• Email
• Committee
meetings
Should be more effort to provide information through
online efforts (NPOFB, 2017) By publicizing upcoming
events & services using facebook, websites, and
community meetings, external stakeholders can begin
to see the reach of BCCA and see how it connects
(and influence) to Oxon Hill as a whole.
The BCCA has an opportunity to expand their foothold
in the community through
efficient utilization of communication, focusing on their
strategy and organizational
story (Westbook, 2014).
GOAL 1: Instill awareness of BCCA’s services and Benefits to the City of Oxon Hill

31. IMPLEMENTATION PLAN BY GOAL:
31
Messages Audience Channel Rationale
Membership opens up community
possibilities for connecting, growing, and
unifying the city.
Existing members
and potential new
members
• Email
• Facebook
• NextDoor App
• Website
Residents mentioned their preferred communication
tool is email (BCCA Survey) . BCCA should invest in
an email marketing solution they could use to send
out newsletters
Create content on the website that explains the
benefit of becoming a member.
Highlight events & programs (scholarship recipients,
green-up cleanup) in the online newsletter that
promotes connecting, growing, and unification using
face
Messages should focus on growth in order
to support the goal of attracting new
members, and also renewing current
annual memberships
Committee messages should focus on and
provide the benefits of each committee
Committee
Chairpersons and
Board members
• Face-to-face
• Facebook
page
Face-to-face meetings provide personal interaction
with the committee so they can see the value of the
plan
BCCA Needs a Facebook page (NPoFB, 2017)
Facebook should be used to support the primary
channel (face-to-face). Could show before & after
pictures of community events.
Message should show business owners that
we are strong in numbers
Business Owners,
Business Community,
Elected Officials,
Police, Parks &
Planning
• Facebook
• Email
• community
meetings
Using these channels can show external stakeholders
that their voice matters and is powerful. This can form
a reciprocal relationship that can prove to be
beneficial to Birchwood city, financially and maybe
even politically.
GOAL 2: Improve the household understanding of BCCA’s benefits to join

32. IMPLEMENTATION PLAN TIMELINE
Channel Schedule Purpose Content Timing
Website Updated as needed
to showcase
newsletter, events,
and programs
The digital hub of BCCA. Pay
membership, Highlight services &
offerings, reiterate mission, vision,
& goals
Information on events, programs,
meetings. Link to join and pay
membership dues. Content from
the newsletter, & content related
to the community
Website should be re-
designed and
completed by March
31, 2018
Print
Newsletter
Sent Monthly Provide information and
encourage participation in the
association. Highlight activities in
the community
Information on upcoming event,
recent programs, meeting
agenda, photos, and a link back
to the website
currently instated, no
change needed
Email
Newsletter
Sent monthly Provide information and
encourage participation in the
association. Highlight activities in
the community
Information on upcoming event,
recent programs, meeting
agenda, photos, and a link back
to the website
Acquire mailchimp,
design newsletter by
then of Q1 2018
(February, 2018)
Facebook post 3 times a month
or more
supplemental resource to help
reach & engage communities
members online
Community information &
updates, blogs articles, links that
direct members back to the
website.
FB group can be
created Q1
NextDoor
App
as needed supplemental resource to help
reach & engage communities
members online
Community information &
updates, blogs articles, links that
direct members back to the
website.

33. IMPLEMENTATION PLAN TIMELINE
Channel Schedule Purpose Content Timing
Email
Broadcast
No more than 2 –
3 per month
Provide information and
news to members and
encourage participation to
upcoming event.
Information on the topic of the
email. Date, location, link to
registration.
Start April 1, 2018
Face-to-face
Meetings
Monthly
community
meetings
Provide information/news to
the community
Information about upcoming events,
past events, things the organization
has accomplished, volunteer
recognition
currently instated,
no change needed
face-to-face
Meetings
Monthly
executive Board
(board &
chairpersons)
meetings
To allow the executive
board to stay connected
and discuss their activities for
that month
create agenda for community
meeting, follow-up on to-do’s from
previous meeting
currently instated,
no change needed
Text Messaging As needed To remind individuals of
upcoming events
Information about the upcoming
event along with a link back to the
website

34. METRICS & Budget

35. METRICS & BUDGET
Tactic Metrics Success
Criteria
Accountability Budget
Website (google
analytics)
Track visits to the site (implies awareness is being
broadened)
Length of time on specific pages (Implies that visitors are
reading the content on the page)
500 visitors/mo
min of 2 min on
the page
Technology Chair $60/yr for
hosting
$2500 (web
design)
Email
Communication
Track open rate 15% open rate Technology Chair $0
Print Newsletter How many have been placed on doors 800 Publicity $1,000
Meetings & Events Track attendance (high attendance implies people are
engaged and are receiving the communication)
25 attendees
or more for
meetings
Executive Board
(Chairperson’s &
Board)
meetings $0
cost of
events varies
Membership
registration
Track actual memberships (Increase in membership
implies strategies are working).
80 additional
members
Membership
Committee
0$
Facebook Group Track # of people joining the fb group (people are
becoming more aware of BCCA), track likes &
comments (shows engagement)
100 community
members
Technology Chair $0

36. LIMITATIONS
RESEARCH CHALLENGES:
THERE WERE LIMITATIONS TO OUR RESEARCH PROJECT, PRIMARILY DUE TO PRIVACY CONCERNS OF INDIVIDUALS. A PROJECT OF THIS TYPE, WHICH INCLUDES PRIVATE
CITIZENS, BUSINESSES, AND GOVERNMENT AGENCIES, HAS A BLEND OF UNIQUE CHALLENGES THAT REQUIRE ADDITIONAL TIME AND FUNDING. IN ORDER TO GET
DEEPER INTO COMMUNITY ISSUES THERE NEEDS TO BE A FAMILIARITY AND TRUST, WHICH HAS A BETTER CHANCE OF OCCURRING WITH A LONGER TERM RELATIONSHIP,
RATHER THAN A TRANSACTIONAL-TYPE OF INQUIRY AS WAS THE CASE OF THIS RESEARCH PROJECT.
THE BUSINESSES IN THE AREA HAVE THEIR OWN INTERESTS AND MAY NOT WANT TO APPEAR TO BE NEGATIVE IF THEY EXPRESS CONCERNS. AN EXAMPLE OF THIS IS
WHEN A COMMUNITY GROUP MAY OFFER A POTENTIAL OPPORTUNITY BUT NOT A GUARANTEE, BECAUSE THE COMMUNITY GROUP CANNOT COMPEL PARTICIPATION
IN SHOPPING DECISIONS. SPONSORSHIP OF COMMUNITY EVENTS MAY NOT TRANSLATE INTO AN IMMEDIATE QUANTIFIABLE RETURN TO SOME AREA BUSINESSES. IF THE
COMMUNITY GROUP IS ABLE TO ACHIEVE AND SUSTAIN A NOTICEABLE GROWTH RATE, IT MAY BE ABLE TO ATTRACT BUSINESSES TO PARTICIPATE IN COMMUNITY
EVENTS.
PUBLIC AGENCIES ALSO HAVE PRIVACY CONCERNS, FOR EXAMPLE THE POLICE ARE VIEWED AS A VALUED EXTERNAL STAKEHOLDER GROUP. HOWEVER, IT IS VERY
CHALLENGING TO RECEIVE CANDID FEEDBACK ABOUT THE COMMUNITY, MANY DETAILS ABOUT POLICE ACTIVITY ARE PRIVATE. IT WOULD SEEM AS THOUGH ONE
WOULD HAVE TO ESTABLISH A CLOSE RELATIONSHIP WITH MEMBERS OF THE DEPARTMENT IN ORDER TO GAIN OFF-THE-RECORD INSIGHTS ABOUT WHAT’S REALLY
GOING ON IN AND AROUND THE COMMUNITY.
THE TASK OF ENGAGING RESIDENTS WHO ARE NOT MEMBERS OF THE BCCA PROVED VERY CHALLENGING. THERE WAS SOME VALUABLE DATA GATHERED FROM A
SMALL SAMPLE GROUP THAT RESPONDED ONLINE, HOWEVER, THIS RESEARCH PROJECT HAD LIMITED TIME AND RESOURCES TO GATHER COMPREHENSIVE DATA FROM
THIS LARGE STAKEHOLDER GROUP. IT IS RECOMMENDED THE BCCA DEVELOP A PROACTIVE DATA COLLECTION STRATEGY, IMPLEMENTING TACTICS LIKE A DOOR-TO-
DOOR INTRODUCTION TO DELIVER A BRIEF SURVEY THAT CAN BE RETURNED BY MAIL. FAMILIARITY MAY CREATE A BETTER CLIMATE OF INTEREST AND TRUST IN ORDER
TO FACILITATE FEEDBACK.

37. REFERENCES:
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1242.
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BIRCHWOOD CLEARVIEW COMMUNITY ASSOCIATION - STAKEHOLDER INTERVIEWS (BCCA-INTERVIEWS, 2017)
BIRCHWOOD CLEARVIEW COMMUNITY ASSOCIATION NEWSLETTER, SEPTEMBER 2017 ISSUE, (NEWSLETTER, 2017)
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38. REFERENCES:
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39. APPENDIX 1
Questions asked during interviews
1. Do you understand the goals & mission of Birchwood-clearview Community Association
(BCCA)?
2. Are you a part of BCCA? Why or Why not?
3. Are you aware of the offers & services provided by BCCA?
4. How often does BCCA communications with you?
5. Are you pleased with how BCCA communicates with you?
6. What is your preferred method of communication (email, paper, phone, text, etc)?
7. Are you aware that BCCA has a Website?
8. How often do you visit the website?
9. What kind of information would you like to see on your community association website?
10. What kind of information would you like to receive from your community association?
11. What kind of services and or offerings would you like to see from your community
association?
12. How often do you attend BCCA events?
13. Would you like to receive text message reminders of upcoming events?

40. APPENDIX 1(continued)
Questions asked during interviews (continued)
14. Are you aware of the BCCA mission and goals?
15. How do you feel about working with the BCCA?
16. What are the benefits your organization realizes?
17. Are there any drawbacks to working with the organization?
18. How do you feel about the organization's communication?
19. How do you see BCCA impacting the community?
20. What is your opinion of how the BCCA implements its strategy for the mission and goals ?