2x2 Public Relations

Eugene YMCA
Fundraising Plan

Prepared by: Erica Hawley, Taylor Jones, Sophie Lair and Serena Motelewski

TABLE OF CONTENTS
1. Executive Summary......3
2. Situation Analysis......3
3. Organization Background and History4
4. Operational Environment..6
5. SWOT Analysis..7
6. Publics.....8
7. Goals...10
8. Objectives...10
9. Messaging..11
10. Strategies and Tactics..12
11. Timeline...13
12. Budget.....13
13. Evaluation Plan..14
14. Parting Shot.......14

1. EXECUTIVE SUMMARY
The Eugene YMCA is dedicated to strengthening our local community by offering valuable
programs and resources that promote healthy lifestyles. However, the current facility is quickly
approaching maximum capacity with nearly 9,000 members. In order to continue providing
valued services to the growing Eugene community, the Y must secure approximately $28 million
to construct a larger facility and purchase new fitness equipment.
2x2 Public Relations created this report to provide a detailed approach to raising $500,000 by
September 2016. We began with a thorough analysis of the situation, the YMCA organization,
the current operational environment and the local community. Through intensive research, we
identified local businesses as our primary target audience for our proposed fundraising
campaign. These businesses share the same values as the Eugene Y in promoting the health
and wellness of the local community. We identified effective and cost-efficient communication
tactics that will secure 40 business partnerships by February 2016. These partnerships are
projected to provide $400,000 in funding.
To raise the remaining $100,000, we will appeal to senior citizens as our secondary target
audience. Through our research, we found that senior citizens are among Americas most
generous donors. They are also likely to have a strong interest in the local community after
witnessing its growth and expansion over the years.
The fundraising campaign will begin in January 2016 and run through September 2016. The
proposed cost of $12,055 detailed in our budget proposal will cover 118 hours of agency time
that is necessary to implement all planned communication tactics. We will measure the success
of our campaign by counting the number of media impressions made, the number of business
partnerships secured and the amount of money raised. The timeline provided will keep the
campaign on track to raise $500,000 by September 2016 and ensure the Eugene Y can
continue to provide a safe and welcoming space for the local community.
2. SITUATION ANALYSIS
On December 17, 2014, the Eugene School Board voted unanimously to approve the sale of the
current Roosevelt Middle School property to the Eugene Family YMCA. The approval of the
$2.85 million deal allowed the YMCA to purchase 5.22 acres of land at 24th Avenue and Hilyard
Street. While Y officials originally hoped to purchase the land for $1.5 million, the Eugene
School District 4J wanted to sell it for $3.65 million1, resulting in the $2.85 million negotiation.
The YMCA is not able to begin construction until the Roosevelt Middle School moves to its new
location in the summer of 2016, but announced its projected opening in 2018, said Eugene
Family YMCA Executive Director Dave Perez.2 After demolishing the current Roosevelt Middle
School and building the new YMCA, the entire project will cost approximately $28 million to
complete.
1

Jeff Wright, Eugene Board OKs Sale of Part of Roosevelt Site to YMCA (2014). The Register Guard.
http://registerguard.com/rg/news/local/32565653-75/eugene-school-board-oks-sale-of-part-of-roosevelt-site-to-ymca.html.csp
2
Elon Glucklich, Plan For New Eugene Family YMCA Includes Patterson Street Extension, Fewer Parking Spots (2015). The Register Guard.
http://registerguard.com/rg/news/local/33390660-75/plan-for-new-eugene-family-ymca-includes-patterson-street-extension.html.csp

The project timeline is as follows:

Fall 2015 Quiet Phase of the Capital Campaigns begins
Spring 2016 Public Phase of the Capital Campaigns begins
Summer 2016 The new Roosevelt Middle School is completed
Fall 2016 The old Roosevelt Middle School is demolished/construction for the new Y begins
Winter 2018 Estimated opening date of the new YMCA3
The new Eugene Family YMCA has proposed a construction plan to extend to Patterson Street,
south of 24th Avenue, along with building an access road from the extended Patterson Street
that would reach through to Hilyard Street. The Y has also requested approval for its plan to
install fewer parking spaces than city code requires. At this time, city code is requiring that The
Y builds 427 parking spots for cars. The local YMCA is trying to get that number reduced to 222,
along with offering 80 to 100 bike parking spots. If The Y can show that alternative
transportation will increase and reduce the demand of parking spaces, the city code will allow
up to a 50 percent reduction of the required parking spaces.4
Communications and Operations Director Jeff Oliver has expressed that capacity is an ongoing
issue for the Y, which he hopes this new location will fix. Currently, the organization struggles
with limited space to accommodate the amount of people who visit. With their new 65,000
square-foot building, the YMCA has the opportunity to build a facility that will better
accommodate their members.
3. ORGANIZATION BACKGROUND AND HISTORY
For more than 160 years, the YMCA has worked to strengthen communities by promoting
healthy living. The organization began with a small group of friends and grew into a nationally
leading nonprofit for youth development, healthy living and social responsibility. Today, the Y
has an active presence in more than 10,000 neighborhoods across the nation.5
The first Eugene YMCA was built in 1909, on Willamette Street in downtown. In 1955, the
Eugene Y moved to its present location at 2055 Patterson Street. By the late 1970s, the local
community had grown and the Eugene Y expanded, adding more than 80 programs for youth
and adults. It is now the citys leading provider of childcare and one of the largest service
organizations in Lane County.6 Since its founding, the Eugene Y has been committed to building
strong kids, families and communities, regardless of age, personal belief or background.

Eugene Family YMCA, The New South Eugene YMCA at Roosevelt. A New Y in South Eugene. http://www.eugeneymca.org/a-new-y-insouth-eugene
4
Elon Glucklich, Plan For New Eugene Family YMCA Includes Patterson Street Extension, Fewer Parking Spots (2015). The Register Guard.
http://registerguard.com/rg/news/local/33390660-75/plan-for-new-eugene-family-ymca-includes-patterson-street-extension.html.csp
5
6

the Y: Organizational Profile. (2015). http://www.ymca.net/organizational-profile

About the Y. (2013). http://www.eugeneymca.org/about-the-y

Operations
The YMCA of the United States is a 501(3)(c) nonprofit organization.5 The national headquarters
is in Chicago, Illinois, which oversees the governance of more than 2,700 YMCA locations and
provides further services and support7. Nationwide, the Y serves more than 22 million people,
employs approximately 19,000 full-time staff and relies on the generous support of more than
600,000 volunteers. Globally, the YMCA serves more than 45 million people across 119
countries.5
Daily operation and outreach for the Eugene Y is divided among nine departments, each led by
experienced and devoted directors.8 Strategic support and advice is provided by the Board of
Directors, which is composed of local residents and business owners.
Memberships
The South Eugene facility serves 8,800 members. Monthly, half-yearly and annual
memberships are available, based on individual or family status.9 Financial assistance is
provided through the Everyone is Welcome Membership Scholarship Program.
Each day, more than 500 children attend The Ys after-school programs and approximately
7,500 children participate in Y-sponsored youth development programs throughout Lane
County.10
Facilities
The Eugene Y provides a safe and welcoming space where individuals and groups can come
together for exercise, sport-play and individualized support. The current facility has reached
capacity with almost 9,000 members and only 34 parking spaces.
The following is a list of facilities available at the Eugene Y.
Cardio and weight lifting equipment
Group fitness rooms
Basketball court
Swimming pool
Three racquetball courts
One squash court
Four indoor tennis courts
Pickleball court
Services and Programs
The Eugene Y offers a variety of fitness classes and programs for people of all ages.
More than 100 fitness classes per week; including water aerobics, yoga and Zumba.
Fitness tests and assessments
Wellness coaching
Personal training
7
8
9

the Y: About Us. (2015). http://www.ymca.net/about-us

Staff. (2013). http://www.eugeneymca.org/staff
Membership Types. (2013). http://www.eugeneymca.org/membership-benefits

10

The Eugene Family YMCA Capital Campaign Case Statement, p.1. (2015).

Youth sports programs

Summer camps
Childcare; including preschool, pre-k and after-school programs
Swimming and tennis lessons
Adult sport leagues
Diabetes Prevention Program; one of the first in the nation
Reach and Rise Mentoring Program, for youth aged 6-17
Mobile app; with class schedules, electronic membership cards, program and event lists,
and facility status updates

4. OPERATIONAL ENVIRONMENT
The city of Eugene is experiencing a period of development. Over the past decade, the demand
for athletic, cultural and educational services has increased in accordance with the citys
population. According to the U.S. Census Bureau, the population of Eugene has risen from an
estimated 137,893 in 2000 to 160,561 in 201411. The Eugene Y is a long-time staple in a
community that values local, homegrown, independent businesses. To maintain this position
and authority in the growing community, the Eugene Y must be strategic in connecting with the
appropriate publics.
As the population of Eugene increases, local businesses have incentive to establish
relationships with prospective consumers. The YMCA can connect people and brands by
supporting healthy minds and bodies in their community. The YMCA can overcome fundraising
obstacles by partnering with local businesses who share those values. Furthermore, senior
citizens are another public who share these values and can support the YMCA. Persons 65
years and over accounted for 12.6 percent of the Eugene population in 2010 (ibid). This group
has seen Eugene change throughout the years and can provide guidance to the YMCA during
this campaign.
The Eugene YMCA and the Eugene Civic Alliance (ECA) are competing for funding to construct
new athletic facilities. The planned sites are a half-mile away from each other and are separated
by Amazon Park. The YMCA and ECA can both flourish because they have distinct missions;
the Y provides after-school programs, youth sports, summer camps and community athletic
spaces. The ECA will offer youth programs as well, but their facility will focus on adult leagues
and ticketed sporting events. The conflict of interest is present in their soliciting of funds from
the same publics.
Locals are making their comments about the YMCA public on Yelp12. The comments range from
praise to criticism. In general, locals want more space and more equipment, which is what the
new Y will provide. They want updated facilities and a more professional staff. The reviews are
consistently positive for the after-school programs. Local businesses can engage these locals in
their brand if they provide funding for the YMCA. New equipment, professional development for

11
12

The United States Census Bureau (2014). http://quickfacts.census.gov/qfd/states/41/4123850.html

The Eugene YMCA on Yelp (2015) http://www.yelp.com/biz/eugene-family-ymca-eugene

staff, and a better user experience are some ways that business partners can establish
meaningful relationships with the new YMCA and its members.

5. SWOT ANALYSIS
Strengths
Eugene institution since 1909- well
established in the community
Nationally recognized nonprofit
Image of healthy lifestyles
Offers plentiful resources
Family-oriented programming
Receives funds from grants
Offers membership for various
types of families
Organizes after-school programs
for children allowing the parents to
work
501 (c)(3) nonprofits are tax
exempt
Opportunities

Fresh start with the new facility

Rebuild its current image
Offer updated service for its users
Increase community involvement
Raise funds as a nonprofit
organization
Tax deductible for
businesses
Reach out to potential members
through Roosevelt Middle School,
which is in close proximity

Weaknesses
Lack of communication to the
public about resources offered
Advertising and marketing
strategies need
improvement
Professionalism of staff
The outdated facility will still be in
use until winter of 2018
The cost of the new building is
upward of $28 million
Price for membership can be costly
for lower income families

Threats
Competition for funds
Potential construction mishaps
Compete with Roosevelt for afterschool programs
Downturns in the economy will
affect fundraising
Competition from local sporting
programs, daycares and gyms/rec
centers

6. PUBLICS
The demographics of Eugene are summarized as follows13:

DEMOGRAPHIC SUMMARY
2014 Census Data

Market Area- Eugene, Oregon

Oregon Total

160,561

3,970,239

72%

82%

Homeownership rates

49.8%

62%

High school graduate or higher

93.8%

89.4%

93.8%

89.4%

$26,017

$26,809

17.1

22.5

$42,167

$50,229

Total number of firms, 2007

16,645

348,154

Accommodation Sales

369,764

7,555,764

2,582,532

50,370,919

29.9%

29.8%

Population
Overall estimate
Living in same house, 1 yr. & over

Education/Financials
High school graduate or higher
Bachelors degree or higher
Mean time travel to work, age 16+
Median household income

Businesses

Retail Sales ($1000)

Women-owned firms, 2007

Psychographics
The Eugene community enjoys partaking in various activities like the ones listed below14:
Sports (cycling, running, watching sporting events)
Nature (water activities, hiking)
Geocaching
Shopping
RVing
Festivals (wine, art, farmers markets)

13
14

The United States Census Bureau (2014). http://quickfacts.census.gov/qfd/states/41/4123850.html

Things to Do: Activities (2015). Eugene Cascades Coast. http://www.eugenecascadescoast.org/things-to-do

A majority of the businesses in Eugene that participate in corporate social responsibility support
the following causes15:
Business sustainability
Water savings
Setting green standards
Involving students in stronger committees and higher education
Philanthropic giving
Geographics
Eugene is located approximately 100 miles south of Portland and halfway between the Pacific
Ocean and the Cascade Mountains. Placed in the center of western Oregon, with an area of
about 41 square miles, Eugene rests in the broad Willamette River Valley. Temperatures
moderate throughout the year, with average annual temperatures of 52.1 F. Most rainfall
occurs from October to May with an average annual precipitation of about 50.9 inches. Winters
experience prevailing winds from the southwest, and summers are kept mild by cooling
northwestern winds.16
Technographics
Eugene ranks 62nd on the list of Americas most internet connected cities. The share of
households with internet is 87.3% of the population and 8,290 households live without internet17.
So using the internet to connect with individuals is a great way to create and maintain
relationships while also informing an audience.
Conversations about the Eugene YMCA are present on various social media platforms. By
analyzing the social media platforms of the Y, we can begin to understand the impact it has on
the community. The Eugene YMCA has a presence on Twitter, Facebook and Instagram. With
1,571 followers on Twitter, 2,607 likes on Facebook and 156 followers on Instagram, this local
organization plays a significant role in the city of Eugene. This demonstrates a category of
relationships that the organization has built and continues to hold on a media platform. These
days it is important to maintain relationships with customers and consumers both in person and
virtually because of the constant availability and accessibility.
Primary Public: Local Businesses
Our primary public are local businesses in Lane County. We chose to target businesses
because we believe corporate social responsibility will motivate them to donate funds to the
YMCA. Businesses have the opportunity to improve their image by establishing and maintaining
relationships with the YMCA because the Ys brand supports healthy bodies and healthy minds
in the community. We will be targeting businesses who are local and independent because
Eugene values homegrown businesses, and the Y is a staple in the community. Both the Y and

15

Mark C. Casper. Making Progress. (2014) https://corporate.thermofisher.com/content/dam/tf/responsibility/Documents/Corporate-SocialResponsibility-Report-2014.pdf

16
Eugene Geography and Climate (2009). City-Data. http://www.city-data.com/us-cities/The-West/Eugene-Geography-and-Climate.html
17

Mike Maciag, Americas Most Internet-Connected Cities (2014). The Governing. http://www.governing.com/topics/transportationinfrastructure/gov-most-connected-cities-2013-internet-adoption-report.html

local businesses value the growth of the community, so we plan to maintain those values when
targeting businesses.
Secondary Public: Senior Citizens
Our secondary public is senior citizens, ages 55 years and older, specifically those with
memberships to the Eugene YMCA. Persons 65 years and older constitute 12.6 percent of the
Eugene population, as reported by the U.S. Census Bureau in 2010.18 Seniors who have lived in
Eugene for a long period of time tend to be invested in their community because they witnessed
the citys growth and expansion. Four out of five Americans most generous donors are 60 years
of age or older.19 We believe that seniors as engaged donors will feel motivated to contribute to
the evolution of an iconic, community-driven organization. Their interest in the meaning of life
and the Eugene community may inspire their decision to donate funds and volunteer.
Core Problem Statement
The Eugene YMCA is planning to build a new and improved facility that will accommodate the
citys growing population. Before construction can begin in Fall 2016, the Y must secure $28
million in funding.
7. GOALS
Raise funds for the Eugene YMCA to build its new facility, purchase equipment, enhance
its services and expand its programs.
The high-profile business we want to reach is Nike and the main local business we hope
to partner with is Market of Choice. We plan to secure a large monetary donation from
Nike and create an ongoing, community-focused partnership with Market of Choice.
8. OBJECTIVES
Secure 40 business partnerships by February 2016
Among our 40 businesses, we want to secure one high-profile company
Raise $400,000 from businesses by September 2016
$350,000 from local businesses
$50,000 from one high-profile company (Provide an incentive by naming a room
after the company.)
Encourage senior citizens to donate and raise $100,000 by September 2016

18
19

The United States Census Bureau (2014). http://quickfacts.census.gov/qfd/states/41/4123850.html

Sixty and Over: Elders and Philanthropic Investments (2015). Benefactor Group. http://benefactorgroup.com/sixty-and-over-elders-andphilanthropic-investments/

10

Sponsorship Tiers for Businesses

All donors will be recognized for their contributions in newsletters, publicity and grand opening festivities.

Platinum - $20,000
20 free memberships, renewed monthly
Personalized plaque at front entrance
Gold - $15,000
50% reduced membership for employees
Name on plaque at front entrance
Silver - $8,750 (average donation needed by each company to meet our $400,000 goal)
30% reduced membership for employees
Name on plaque at front entrance
Bronze - $5,000
One week pass to use the facility
Name on plaque at front entrance
9. MESSAGING
Primary Public: Local Businesses
Key Message
Enhance your relationship with the community by partnering with the Y to invest in the
future of Eugene.
Secondary Messages
1. By helping us you are helping yourself; 82 percent of consumers consider a companys
commitment to CSR when making a purchasing decision.20 Let customers know that you
are giving back to the community by investing in health and happiness.
2. Show your customers that their patronage is worth more than a transaction by making a
contribution to the neighborhood.
Secondary Public: Senior Citizens
Key Message
Make a contribution to improve an institution that has invested in you and the community
that you have grown to love.
Secondary Messages
1. Make your mark on the community that has invested in you by donating to the YMCA.
You know best about the community and have the opportunity to invest in one of its
staples.
20

Lavine, L. (2013, June 26). The Power of Giving Back: How Community Involvement Can Boost Your Bottom Line. Retrieved
November 29, 2015, from http://www.entrepreneur.com/article/226974

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2. By donating to the YMCA, you are assuring the organization stays in your family tree.

10. STRATEGIES AND TACTICS

1. Use personal communication to connect with local businesses. The best strategy is to
meet face-to-face with local owners and managers to pitch our plan.
a. Create testimonial YouTube videos featuring local residents who are heavily
involved with the YMCA and communicate their personal stories. We will show
our videos during our pitch to potential business donors.
b. Collect letters from local opinion leaders to give to the businesses during the
meeting. (See appendix 1 for an example)
2. Use print media to reach potential business partners.
a. Land two articles in local newspapers detailing the YMCAs fundraising campaign
and how businesses can get involved. (See appendix 2 for an example)
b. Send one of our opinion leaders letter to the editor to have printed as an op-ed
piece.

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11. TIMELINE

12. BUDGET

13

13. EVALUATION PLAN

In order to evaluate the success of our plan, we will use the yardstick effectiveness approach for
our primary public. For our basic measurement, we will count the number of impressions we
make in print media and the number of testimonials we collect for both our videos and our
letters. The ultimate way we will count the reach of the testimonials to our potential partners is
by the amount of meetings we land with local businesses. The meeting in which we pitch our
idea of a partnership is when the businesses will receive the testimonials. This is also the step
in which we will measure the awareness of our plan with the businesses. We will also measure
awareness by the number of inquiries we receive after presenting our plan. Lastly, the way we
will measure behavior is by counting the number of partnerships we land. This will show that we
have successfully changed behaviors.
If our pitches dont result in many partnerships, we will take this failure into consideration by
debriefing what didnt work in each meeting. After debriefing all our meetings, we will learn from
our mistakes and use this information to alter our pitch for the next set of businesses. In order to
be successful, we will highlight the fact that our research has shown that customers are
conscious of businesses that give to the community.
We will measure whether our plan is on track by keeping a timeline of receiving $130,000 by
April 2016, $140,000 by July 2016 and $140,000 by September, equalling $400,00. This will
keep us on track for construction, which is scheduled to begin in fall of 2016.
14. PARTING SHOT
We will raise $500,000 by September 2016 to help build the new YMCA facility, purchase
equipment and enhance available programs. We will primarily target local businesses that share
the same values as the people of Eugene. Our research shows that people prefer to do
business with companies that support the local community. The partnerships will benefit both
the Y and local businesses. We also plan to target senior citizens with a paying it forward
mindset. We want to remind them of the times the Y has benefited their lives, and by donating
they are supporting the health of future members.
Our two key publics are viable to target because they are also staples in the community and
either directly or indirectly have a tie to the Eugene YMCA. The way we target each public will
vary. For the businesses we will use rational appeals, but for the senior citizens we will use
emotional appeals.

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