1. Present by: Madison Avenue Marketing
Marketing Plan for St. Anne Institute: Community Based Program Expansion
Present by: Madison Avenue Marketing
Members: Michele Morehouse, Ahmed Awan, Bradford Grimme and Janardhanan Nair

2. St. Anne Institute Origins
“Saint Anne Institute is a private, voluntary, non-sectarian, not-for-profit residential and community-based treatment center located on eight and one-half acres within the heart of Albany. Since 1887, Saint Anne Institute offers a comprehensive and progressive range of programs and services to meet the unique needs of the children and families. The mission of Saint Anne Institute is to help the people entrusted to its care to live with personal dignity by enhancing their intellectual, emotional, and spiritual growth. Saint Anne's extensive community-based programs to youth and their families are framed by a strength-based, solution-focused approach (St. Anne Institute, 2013).”
“Community Based Services help connect youths and families with appropriate services, to improve the life of youths in home, school and community, assist juveniles and their families in developing effective safety networks, prevent foster home or group placement and to facilitate a safe return to the family. Educate the community regarding child sexual abuse, break the cycle of sexual abuse and victimization and reduce the risk (St. Anne Institute, 2013).”

3. Current Program Branch
Residential
Education
Community

4. Market Segmentation St. Anne Institute After School Vocational
Evening Reporting Center
Fee-For-Service
Street Outreach Program
Day Services Education
Residential Education
Preschool
Residential
Unaccompanied Alien Children
Sexual Abuse Prevention
Juvenile Sex Offenders Program

5. Demographics Demographic Albany Population 98,424 Male 46,802 Female
51,102
10 – 14 years
5,142
15 – 19 years
8,772
20 – 24 years
12,678
Households
39,963
Median Household Income
$40,145
Persons per Household
2.2
Average Family Household
2.95
Family Households
17,848
w/ children under 18
9,201
Married couple (w/ children under 18)
3,607
Female householder (no husband present)
4,598
Under 6 years
1,071
6 – 17 years
2,364
Male householder (no wife present)
918
253
495

6. Demographics Demographic Albany Homeless Youths 792 (Albany County)
UAC (Unaccompanied Alien Children)
4,799 (NYS TOTAL)
UAC Released to Sponsor
4577 (9 counties in NYS)
UAC without Sponsor or residential placement in NYS
222 (20% of UAC in NYS remaining)
Average UAC without placement per county
3.5
Schools 48
Elementary Schools & Middle Schools 20
High Schools 9
Colleges 19
Education
High School or Higher
91.4%
Bachelor’s Degree or Higher
36.6%
Graduate, Professional or Higher
17.2%
Unemployed
6.3%1
Juvenile Detention Admissions
 22 (Albany County)
Female Juvenile Arrests
107
Female Juvenile Arrests Percentage
28%

7. Direct Competitors Indirect Community Centers
Parson’s Child & Family Center
Northeast Parent & Child Society
The Charlton School
St. Catherine’s Center for Children
La Salle School for Boys
Capital District YMCA
Rudy A Ciccotti Family Recreation Center
JCC of Albany
Arbor Hill Community Center

8. SWOT Analysis: Internal
Strengths:
1. Location
2. Serves multiple counties
3. Large affiliations, partnerships and collaborations
4. Strong internal organizational infrastructure (Finance, HR, Management, Education, Health, etc..)
5. Diverse revenue sources: grants, donations, fundraisers, in-kind donations & corporate giving
6. Positivity --> values, attitudes & behaviors
7. 1st facility statewide to offer treatment of youth sexual offenders
Weaknesses:
1. Lack of community outreach to promote services within its communities (Albany, Saratoga, Rensselaer, Warren & Washington)
2. Limited Satellite office
3. Expenses/Operating costs exceeds revenue.
4, 80% of revenue goes to salaries and benefits & 20% to the actual programs and services.
5. Target Market segmentation is very narrows, catering to dominantly female adolescents in most programs.
6. Limited use of large networking base & contacts
7. Limited affiliations
8. Limited equipment & software for outreach promotion
SWOT Analysis: Internal

9. SWOT Analysis: External
Opportunities:
1. Decline in residential facility market, opens St. Anne up to expand into other diverse programs (Market penetration, growth expansion & service development)
2. Apply for wider base of grants to increase funds
3. Expand networking & contacts
4. Increase use of large network of professional affiliations (Albany Chamber of Commerce), partnerships and collaborations
5. Expand volunteer/intern opportunities
6. Change organizational culture to better utilize funds and resources
7. Expand use of digital media and increase security of social media
8. Apply for fee-for-service license through the office of mental health to accept insurance through fee-for -service to expand services
9. Expand development and community relations department
Threats:
1. Competition for market share
2. More competition for grants, less funds available for program expansion
3. Growth rate decreasing due to competition from other treatment facilities and community centers who have a strong presence among the community.
4. Competitors serve youth, adults and seniors male & female
5. Increased cost of living and maintenance of facilities
6. Increased competition in the fee-for-service
7. Competition has larger community awareness

10. Market Expansion, Growth & Development
Expand and develop programs services of the After School Vocational Program, Evening Reporting Center, Fee- for-Service, Street Outreach and the development of the possible UAC program for market segmentation growth.
Expanding the programs will enable for growth to occur in the transitional periods of each market.
Outsource training of staff to increase resources and skills that will need to be utilized with changes within the programs to become cross-functional with a limited staff.
Continued partnership with the Hudson Falls Central School District. Utilize funds obtained by the 21st Century Learning Center grant for $294,725 annually for 3 years to continue partnership with the Hudson Falls Central School District to implement future programs benefitting youths and their families later in 2014 in the greater Hudson Falls Central School District (Cave, 2014).
Placement & Promotion of recommended market segmentations
Urban Youth and Families (After School Vocational Program)
Uninsured Individuals (Fee-for-Service)
PINS/Juvenile (Evening Reporting Center)
Homeless Youths (Street Outreach Program)
Unaccompanied Alien Children (Residential)

11. Public Relations
Re-position St. Anne Institute through a set of recommended integrated communication/marketing strategies.
Hire two full-time communications/media specialists to handle the marketing and ICM initiatives on a daily basis so employees do not have to take away time from their specialized positions.
Expand upon concepts of stakeholders and programs so they can be repositioned as separate entities. This rationality will increase the number of distribution channels to a broader base of exposure verses having, such a narrow base. It limits the exposure of St. Anne’s to a particular populace, such as donors.
Utilize competitor analysis provided by Madison Avenue Marketing to understand competitions positioning.
Increase networking abilities to broaden the stakeholder base and shift how St. Anne Institute views their stakeholders.
Increase digital presence through media/advertising strategies to increase St. Anne Institute to all stakeholders with a broader presence.
Promote St. Anne Institute to increase public awareness. Connecting with local media and strengthen relationships to promote positive brand image.
Understanding the competitor’s position will allow for the Institute to find ways to proactively gain a competitive advantage to capture market share from market leaders, such as Parson’s Child and Family Center.
This networking can be expanded on through becoming a member with the Albany Chamber of Commerce.
Communicating with similar affiliates, local business, suppliers, hospitals and school districts to broaden their horizontal exposure of their brand.
Reinstitute the use of social media pages, such as Facebook, but increase the utilization of security features available to avoid losing a potential media resource that could help reach out to more of the New York State and Albany County community in which they serve.

12. Compliance
Advocate that St. Anne is following the accordance's and governances passed in the Nonprofit Revitalization Act of 2013 (New York State Attorney General, 2013). The New York State government signed in the A.G. Schneiderman's Nonprofit Revitalization Act This reform focuses on improve governance and oversight while cutting red tape. New York will become competitive with other states, which will allow the state to continue attract and nurture nonprofits (New York Attorney General, 2013). Laws, such as this make it possible for nonprofits to operate in an unrestricted manner to serve those in need.

13. Market Segmentations for Growth
Urban Youths & Families
Uninsured Individuals
PINS/Juveniles
Homeless Youths
Unaccompanied Alien Children

14. Projected Demand for Market Segments
Urban Youths & Families
Families without Health Insurance
PINS & JUVENVILE Detention
Homeless Youths
Unaccompanied Alien Children (Serves 40 counties state wide)
Segment Size:
25,000
60,000 40
748
140
Segment Growth Rate:
Slow gradual increase, average .6% increase per year
Gradual increase (cost of insurance goes up and eligibility in NYS for Medicaid is stringent)
Stable, tends to fluctuate year to year
on average .8%
Fluctuating trends; market tends to decline and increase every other year over a five year period.
Volatile, market in increasing rapidly. Nationwide UAC numbers have doubled between FY2013 to FY2014
Strategic Fit of the Segment:
-Vocational Training Program (Community Based Services)
- Fee-FOR-Service Program (Community Based Services)
- ERC (Evening Report Center)
(Community Based Services)
- SOP (Street Outreach Program) Community Based Services
- UAC Residential Care/Educational Services

15. Target Market Profile Target Profile Urban Youth and Families
Uninsured Individuals
PINS/Juveniles
Homeless Youth
Unaccompanied Alien Children
Sex:
Female/Male
Female
Age:
12 – 21
0 mos. – 90 +
12 – 16
Up to 18 years of age
Household Income:
< $40,145
< $31,800
Unknown
Education:
- Middle School
- High School
- GED
- Some Post-Secondary education
- Elementary School
- Post Secondary education
-High School
-GED
- Elementary
- Some Post-Secondary Education
Occupation:
Student
Employed or unemployed
Unemployed
Lifestyle:
- Inner city/Urban environment
- Families who make less than 31,000
- At Risk Youths
- Misdemeanor criminal activities
- Truancy or runaways  
- Illegal immigrants
- Captured by immigration (usually waiting on deportation process) or residential sponsorship
Statistics Derived from U.S. Census Bureau, NYS Criminal Juvenile Arrests, Office of Refugee Settlement

16. Pricing of After School Vocational
Scenario 1 with one-parent household with one child (age 14)
Housing
Food
Transportation
Clothing
Health Care
Child Care and Education
Other
Total
$3,793
$2,890
$1,496
$568
$1,277
$1,561
$1,109
$12,694
Scenario 2 with two-parent household with one child (age 17)
Housing
Food
Transportation
Clothing
Health Care
Child Care and Education
Other
Total
$4,600
$2,913
$2,025
$1,100
$1,200
$3,938
$775
$16,550
Expense
Cost
Salaries & Benefits 80%
$ 45,600
Other Expenses 20%
$ 11,400
Total Budget:
$ 57,000

17. Pricing of Fee-for-Service
Type of Patient Service
Cost
Evaluation Session
$100.00
Individual Session
$ $80.00
Group Session
$40.00
(Cortese, 2014).

18. Pricing for Evening Report Center
Expense of enrollment Actual Capacity vs. Full Capacity:
Expense
Quantity of Units
Cost
Average cost of Place per Juvenile in the United States per day
(Government cost) $
ERC VS. Secured Detention cost (1/3) less of daily juvenile placement
(Government Cost) $
ERC VS limited Secured Detention (1/2) cost of daily juvenile placement $
Full Capacity Enrollment
10 (Utilize Limited Secured detention b/c ERC youths are still at home while attending program)
AVG of 4.3 Weeks in a Month
$ 2,409.80
$ 10,362.14
Full Capacity Annual Cost 10
$124,345.68
Current Capacity Enrollment 3 $
$ 3,108.63
Daily Maintenance Fee
Weekly cost per ERC Youth
1 (2x a week) $
Monthly cost per ERC Youth
1 (4.3 weeks avg. a month)
$ 1,036.21

19. Tangible Street Outreach Pricing
Street Outreach Program
Quantity Per Unites
Cost
National SOP
$14,800,000.00
St. Anne Institute SOP
$ ,320.00
SOP Salaries & Benefits
80% of Budget
$ ,256
SOP Other Expenses
20% of Budget
$ ,064
SOP Vehicle Expense
Vehicle Lease
Down Payment
$ ,500
Vehicle Cost (ex. Jeep patriot)
Fair Market Value
$ ,377
Vehicle Cost
After down payment
$ ,877
Annual Interest Rate (US AVERAGE)
3.22%
Annual Lease Interest $
Sales Tax (8.17%) $
Registration & Title Fee $
Monthly Lease Expense (ex. Jeep Patriot)
Monthly Payment $
Annual Lease Expense
Annual (12 Months)
$ ,806.80
Gas Usage
sq. miles (Albany county) x Average price per $3.20
$ ,672.96
Average Cost
3.49 per gallon
$ ,824.57
Car Maintenance (Oil Change)
12 Months $
Total SOP Vehicle Expense
12 months
$ ,875.71

20. Intangible Street Outreach Pricing
Street Outreach Program
Quantity Per Unites
Price/Budget/Cost/Funds
Cost per unit 1 $
Contact Card Bundle
1000 $
Shipping Method
Standard $
Total SOP Contact Card Expense $
SOP Hotline Expense
Monthly $
Activation Fee $
Annual Hotline Expense
12 Months $
Total SOP Hotline Expense $
Remaining SOP Expenses
6.02% of Remaining Budget
$ ,989.90

21. Pricing for Unaccompanied Alien Children
Expense
Cost
UAC Individual
$40,000.00
Enrollment Capacity (140 UAC’s)
$5,600,000.00
28,000 Sq. ft. Building
$3,
Furniture
$336,000.00
Labor
Pro-Bono/Volunteer
Salaries (50 new employees)(Avg. salary $40,000)
$2,000,000.00
Fringe Benefits
$1,200,000.00
Total UAC Expense:
$12,100,000.00
Other Expenses:
$1,900,000.00
Total Cost:
$14,000,000.00

22. Projected Sales Revenue 1st Year
St. Anne Institute Projected Sales Revenue 1st Year
Revenue Source
Revenue
Vocational
$57,000.00
Fee-For-Service
$4,200,000.00
$24,290.00
Evening Report Center
$150,000.00
Street Outreach Program
$140,023.00
$0.00
Unaccompanied Alien Children
$14,000,000.00
Institution Revenue
$13,742,687.00
15,450,331.00
Total Project Revenue
$32,547,023.00
$15,681,621.00
Revenue Percentage Increase:
7.50%
9.00%
Total without UAC Grant:
$18,547,023.00
Revenue Percentage Increase
8.40%

23. Break Even Point Current Year 2014-2015 Last Year 2013-2014 Revenue
$32,547,023.00
$15,681,621.00
Revenue without UAC
$18,547,023.00
Expense
$19,518,809.50
$15,796,316.00
Expense without UAC
$16,716,609.50
Break Even Point
$13,028,214.00
$(114,695.00)
NO BREAK EVEN
Break Even Point without UAC Grant
$1,830,413.50
Without UAC Variance:
9.30%
LY Variance
11.30%

24. Break Even Analysis

25. Primary Stakeholders Community Employees Volunteers Donors Competitors
Media

26. Secondary Stakeholders: Government/Municipal
Rensselaer County Department of Mental Health
Albany County Department of Health
Albany County Department of Probation
Albany County Family Court
Albany County Department of Social Services
Administration of Children & Family Services
Office of Refugee Resettlement
New York State Department of Labor

27. Secondary Stakeholders: Professional Affiliations
Council of Family and Child Caring Agencies
Capital Area School Development Association
New York Council of Non-profits, Inc.
New York Society for English Council
Association for the Treatment of Sexual Abuse
New York State Coalition of 853 Schools
Capital District ACES-HEARTS Coalition
Rotary Club of Albany
Albany/Colonie Regional Chamber of Commerce
Rensselaer County Regional Chamber of Commerce
Office of Children and Family Services
New York State Department of Education
Hope House, Inc.
La Salle School
St. Catherine’s Center for Children
St. Peter’s Health Partners
The College of St. Rose
University of Albany, SUNY
Albany City School District
Troy City School District
Hudson Falls Central School District
Cornell Cooperative Extension
Underground Railroad History Project of the Capital Region
Trinity Alliance
Pride Center of Capital Region

28. Unique Selling Proposition
St. Anne Institute is a nationally recognized agency that facilitates residential, educational and community based programs. They are the only agency in the Capital District, which serves 40 out of 62 counties state wide (Cortese, 2014). Their focus is on youths and families. The goal is family preservation and unification. The first choice for St. Anne Institute is bringing families together, but if family unification can't happen other alternatives, such as foster homes and group home placements can occur.

29. Niche Marketing Urban Youths & Families Unaccompanied Alien Children
Uninsured Individuals
Homeless Youths
PINS/Juveniles

30. St. Anne Institute Integrated Communications Matrix
Communication Type
Objective
Medium
Frequency
Audience
Ownership
Deliver
Kick off Meeting
Ensure that everyone is on the page for the St. Anne Institute Marketing Initiatives
Face to Face
Once
Staff
Management
Marketing Objectives
Internal Department Team Meetings
Report status of project
Face to face
Weekly
Project Team
Vocational, ERC & SOP coordinator
Agenda
Goals/
Tasks
Project Status Meeting
Report to executive management status of projects
Conference Call
Monthly
Managers
Program marketing initiatives report status
Fee-for-Service Coordinator
UAC/Residential Coordinator
Digital/Print Publications
Newspaper
Promote programs at St. Anne Institute to a wider audience
Print
Semi-Annual
Students
After School Vocational
Advertise
Online
Communities
Street Outreach Program
Human Interest Story
Homeless Youths
Unaccompanied Alien Children
Feature Story
Parents
Press releases
Schools
Government departments
Audio Publications
Radio
Boost awareness of programs, expand outreach to wider populace
radio/broadcast
SOP (26 weeks)
- Stakeholders
30 second airtime commercial
Fee for Service (3 Months)
Fee-for-Service
Social Media
Facebook
Increase community awareness of the positive attributes associated with the programs
Hyperlink
Stakeholders
Development & Community Relations
Free source of promoting
Twitter
Website
YouTube
Increase community involvement
Public Service Announcement
Annually (6 month mark)
Community
Street Outreach Program Project Team

31. St. Anne Institute Integrated Communications Matrix
Communication Type
Objective
Medium
Frequency
Audience
Ownership
Deliver
Printed/Electronic Materials
Contact Cards
Establish a connection with homeless youths
Face to Face
As needed
Homeless Youths
Street Outreach Program
Homeless youths are placed in transitional living environment
Enables homeless youths to make contact for when they are ready
Brochures
Distribute informational brochures tailored to each segment to partners and cooperatives
School Districts
After School Vocational
N/A
Direct Mail
Albany County Department of Social Services
Fee-for-Service
Albany County Department of Probation
Evening Report Center
Albany County Family Court
Unaccompanied Alien Children
Albany County Children, Youth & Family Services
Newsletter
Publicize programs success and progress to stakeholders
Quarterly
- Donors, affiliates & Community
Development & Community Relations
- Highlight activities with segmented programs
Website
Coupons
Offers incentive to promote program
3 months
Uninsured individuals & Families
Fee-for-Service Project Team
- Patients coming in with free evaluation coupons
Direct Mailers
Increase vocational program enrollment
After School Vocational Project Team
More sources for job placement
Events
Open Houses
Expose the importance of reaching out to homeless youths
Face to face
Kick off meeting for SOP
Donors
Street Outreach program
Possibility of funds to expand SOP
Government Officials
Community involvement
Community
Agency Tours
Increase number of donors
Stakeholders
All programs
Possibility of new donors
Education Workshops
Provide and develop homeless youths skill sets
Monthly
SOP St. Anne Institute, Trinity Alliance & Price Center
Homeless youths can transition into living independently

32. Media Example: Internship/Volunteer

33. Media Example: Fee-For-Service

34. Media Example: SOP Contact Card
Top: Front-side of SOP contact card Below: Back-size of SOP contact card (Design via Vista Print)

35. Media Example: UAC

36. Brand Identity
Typography
Name
Symbol
Slogan

37. People
Select
Recruit
Hire
Retain

38. 12 Month Action Plan Activity Responsibility Target Date
Choose Marketing Plan & Initiatives
Executive Staff/Development & Community Relations
December 2014 – January 2015
Marketing Plan Kick off Meeting
January 2015
Create a 12 month meeting schedule
Executive
December 2014
Brand Reimage
Development & Community Relations
January 2015 – December 2015
Begin implementation of the Street Outreach Program
SOP Project Team
November 2014 – January 2015
Begin updating all contacts for all programs
Program Project Teams (Vocational, Fee-for-Service, ERC, SOP & UAC).
February 2015 – July 2015
Focus on building social media network
Interns/Volunteers
November 2014 – July 2015
Expand development & community relations department
Executive/Human Resources/Development & Community Relations
Hire 2 communication specialists
February 2015 – May 2015
Apply for membership with Albany Chamber of Commerce
Increase Affiliation with local schools and Hospitals
Fee-for-Service/Development & Community Relations

39. 12 Month Action Plan Activity Responsibility Target Date
U Print Coupon Booklets
Fee-for Service Project Team
January 2015 – March 2015
Begin Distribution of program brochures to proper distribution channels
Program Project Teams (Vocational, Fee-for-Service, ERC, SOP & UAC).
January 2015 – December 2015
Begin SOP social media campaign for Open House
SOP Project Team/Development & Community Relations
December 2015 – February 2015
Hire staff for Street Outreach program
Human Resources
February 2015
Street Outreach Program Open House
SOP Project Team
Viral Social Media Campaign (YouTube) PSA
March 2015 – June 2015
Start production & distribution of direct mailers
After School Vocational
March 2015
Develop a larger network of job placements for vocational program through going to networking conferences across the Capital Region
After School Vocational Project Team
November 2014 – November 2015

40. 12 Month Action Plan Activity Responsibility Target Date
Buy equipment for handling marketing materials
Development & Community Relations
February 2015
Begin Social Media Campaign for Wine, Dine & Stien Fundraiser
February 2015 – April 2015
Pitch Stories to Local newspapers
Program Project Teams (Vocational, Fee-for-Service, ERC, SOP & UAC).
April 2015 – December 2015
Preliminary Plans for additional housing
SOP & UAC
SOP January 2015
UAC (within 6 months of approval)
Begin planning UAC program
Residential Coordinator/UAC Project Team
Within month of approval
Hire staff for UAC
Human Resources/Residential Coordinator
February 2015 – May 2015
Attend Medical Conventions
Fee-for-Service Coordinator
May 2015 – August 2015
Distribute Evening Report Flyers to School Districts
ERC Project Team
February 2015 & August 2015
Annual Reports
Chief Financial Officer
June 2015
Collaboration Meeting with LaSalle School or Parsons to gain a better understanding of a vocational program
After School Vocational Project Team
July 2015
Begin social media campaign for Annual Fedullo-Catena Golf Classic
June 2015 – September 2015
Begin researching & planning marketing plan initiatives
September 2015 – December 2015