Crafting a Strategic Campaign

People who believe they cannot afford health insurance often have little or no knowledge of what it actually will cost. This discovery was made by the Healthcare Leadership Council, a consortium of leaders from all health care sectors, using research from The Schapiro Group. TSG delved deeply into attitudes of several target populations with a low incidence of health coverage, but this information was just the starting point. The research also included an innovative experiment which provided insights into the most effective ways to communicate with the target audiences. The findings provided strategic direction to Health Access America, a broad, intense and extended campaign to educate and enroll uninsured populations. Under the guidance of HLC, Health Access America forges partnerships with grassroots organizations and local event sponsors to reach out with face-to-face information and enrollment opportunities. Starting by targeting seven communities across the country, Health Access America soon had enrolled more than 12,000 previously uninsured individuals and families.

Debbie Witchey Executive Vice President Healthcare Leadership Council www.hlc.org

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Maximizing Communication with a Target Audience

The key to keep traffic flowing is to keep information flowing. Using driver research by The Schapiro Group, Georgia’s Department of Transportation has re-tooled its Transportation Management Center to maximize its 2-way communication with drivers. Guided by TSG’s driver satisfaction and awareness findings, GDOT designed a unique multi-channel system for alerting the public about traffic logjams and alternative routes. This included a campaign to increase usage of the 511 call-in service, which has resulted in daily calls skyrocketing from 900 to 8,000. The 511 system also includes a floodgate messaging feature that pushes alerts to geographic areas where a significant traffic delay exists. In addition to automated advisories, 511 operators are on hand to take incident reports. Recognized for its innovative leadership, GDOT’s Traffic Management Center has become a national model for public and private agencies involved in traffic flow management.

Anthony M. Bradford TMC Manager Georgia Department of Transportation www.georgia-navigator.com

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Forging a Shared Vision

For a new strategic plan to work, how it is developed matters hugely. When The Community Foundation for Greater Atlanta embarked on this process, the “how” involved three criteria: full participation by every staff person, reliance on hard data to guide the way, and no set-in-stone picture of what the end result would be. Interestingly, TCF wasn’t aiming for a dramatic change of direction. The goal was to maintain the fundamental focus – assisting donors, supporting non-profits and addressing community needs – but within a new framework based on deeper insight, stronger capabilities, and a spirit of innovation. For six months TCF suspended routine grant-making so the staff could absorb a range of expert perspectives, including research by The Schapiro Group on how non-profits viewed TCF. This input was pivotal in shaping the new plan, which emphasizes general operating support rather than program-specific grant-making alone. This change proved especially timely, because it happened just before the economic downturn brought unprecedented financial challenges to the non-profit sector. The plan also includes clear metrics which will position TCF to evaluate its impact more precisely. The result will be enhanced accountability to donors as well as a new resource for non-profits to evaluate their own effectiveness in turning TCF grants into community benefit.

Alicia Philipp President The Community Foundation for Greater Atlanta www.atlcf.org

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Discovering the Untold Story

Does the public think better of a business that belongs to the chamber of commerce? The American Chamber of Commerce Executives (ACCE) brought this question to The Schapiro Group in 2007. ACCE exists to help local chambers provide leadership in their communities and recruit businesses to become members. What better way to convince a bottom-line oriented business person to join the chamber of commerce than by demonstrating the advantage through data? TSG designed and conducted a national telephone survey that documented the public’s high regard for chamber membership, including overall favorability, consumer awareness, reputation for good citizenship, and likelihood of future patronage. ACCE released the findings at its 2007 convention and has publicized them widely ever since. Over the past 2+ years more than 500 local chambers have used the data in outreach, yielding results that have far surpassed ACCE’s most optimistic expectations.

Chris Mead Senior Vice President American Chamber of Commerce Executives (ACCE) www.acce.org

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Building Support Through Responsiveness and Results

“Pay more tax” usually is a tough sell to property owners. But in the early 1990s, Central Atlanta Progress (CAP) convinced Downtown businesses that self-imposed taxes made sense – with results that still benefit the area today. In spite of a real estate recession at the time, CAP had a bold plan for reinvigorating the heart of Downtown Atlanta. Implementing the plan required funding and the best solution was an improvement district imposing special-purpose taxes for use in the immediate area. Downtown’s commercial property owners approved the tax and the Atlanta Downtown Improvement District (ADID) was born. Research conducted by The Schapiro Group found that the top priority of property owners was enhanced public safety. Guided by these findings, ADID’s first new initiative was the Ambassador Force®, a highly visible authoritative presence on Downtown streets. It rapidly paid dividends in improved public safety and cleaner streets. Through regular surveys of property-owners and the general public, ADID has remained responsive to the needs of its constituents. For nearly two decades the improvement district has funded the Ambassador Force as well as a “Clean Team” and capital improvements, making the area more appealing and user-friendly for residents, workers and tourists.

Paul B. Kelman, FAICP Executive Vice President Central Atlanta Progress, Inc. www.atlantadowntown.com

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Establishing Thought Leadership in an Industry

The driving public wants to know more, and know it faster – and traffic management agencies should invest accordingly. This is the strategic advice that Cambridge Systematics offers its state and local transportation clients, armed with research from The Schapiro Group. Since 2002 Cambridge has been measuring driver awareness and usage of traffic assistance resources, ranging from highway message boards to websites to service patrols. Research findings have pinpointed opportunities to use the popularity of radio and message boards to fill in knowledge gaps about other services, such as how to call for a service patrol vehicle and what 511 offers. Recent research is preparing Cambridge to help clients design traffic information systems of the future around GPS and instant messaging. By scientifically measuring customer satisfaction, Cambridge is helping transportation agencies meet the needs of the driving public and establishing itself as an industry leader.

Kenneth Voorhies, P.E. PTOE ITS/OPS Southeast Manager Cambridge Systematics, Inc. www.camsys.com

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Building an Arena through Strategic Leadership

Over a decade, as a member of the Gwinnett County Commission and the Gwinnett Convention and Visitors Bureau Board, Judy Waters influenced how hundreds of millions of capital dollars were invested. Her leadership in getting the Gwinnett Arena developed was typical of her careful, methodical approach. Judy first envisioned how such a facility would serve the needs of generations of Gwinnett families and businesses, present and future. Then she led the effort to document the economic potential in serving those uses. Her low-key, fact-based manner effectively convinced a majority of other decision-makers that a regional arena would pay off in a big way. Research generated insight into what citizens desired: very large ballroom, family-friendly design and programming, capacity for business functions, and central location. Residents and leaders envisioned an asset for Gwinnett and environs rather than a metro-wide competitor to downtown Atlanta’s Phillips Arena. The research helped Judy and other arena allies to frame the project for public discussion, positioning it as a completion of the existing Gwinnett Civic Center rather than a new stand-alone venue. The project took time to overcome resistance within the Commission, but when the Gwinnett Arena at last opened its doors, it fulfilled the desires of Gwinnett citizens and has been a hit ever since.

Judy Waters Executive Director The Community Foundation for Northeast Georgia www.cfneg.org

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Forging a Shared Vision

For Market Street Services, strategic success is measured by the sustained economic progress of its community clients. Founded by J. Mac Holladay in 1997, MSS has built its reputation by convening local leaders to forge a shared vision of how the community should grow. With MSS providing specific research as well as broad development expertise, community stakeholders from the business, civic, political and non-profit arenas collectively reach a consensus on development strategies, types of industry that are most desired, the workforce skills that are needed, and the infrastructure that must be put in place. Even booming communities profit from partnering with MSS, evidenced by a project with the Gwinnett Chamber of Commerce. In spite of tremendous growth, Gwinnett County had never formalized an economic development strategy. MSS led the Partnership Gwinnett process in which key leaders from across the county wrestled with local opportunities and challenges, ultimately agreeing on ten focal areas. Aggressive implementation of the plan has led to economic wins (relocation of NCR), the promising cultivation of long-term opportunities (trade relations with China), and quality of life advances (a strategic plan for the arts).

J. Mac Holladay, CCE Chief Executive Officer Market Street Services www.marketstreetservices.com

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Being Mentored and Paying It Forward

Mentors aren’t just for young people and rising stars. To Alice Wiggins-Tolbert, being mentored is a lifelong career growth strategy. This outlook has helped her rise to high-level jobs in public transportation, academia and the private sector. Currently she is Director of Project Development with the international planning and engineering firm Parsons Brinckerhoff. When offered the consulting position, her initial hesitation gave way to the encouragement of trusted, seasoned colleagues who knew both the industry and her own capabilities. From her second week on the job, she was bringing in clients and managing projects. “What a heady feeling to know that people believe in you and are there to push you to another level,” she says. Striving to meet the expectations of mentors means that tough challenges gradually become effortless, paving the way to higher levels of competency. Appreciating her own mentors, she has consciously mentored others. “Many of them have surpassed me in their professional achievements,” she says. Being open to guidance has prepared Wiggins-Tolbert to help the next generation become entrepreneurial, creative, focused, task-oriented and competent in leadership roles.

Alice Wiggins-Tolbert Director of Project Development Parsons Brinckerhoff www.pbworld.com

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Developing a Transition Plan

Reading Good to Great focused Marsha Anderson Bomar on the fact that many firms falter in the shift from first to second generation leadership. The book inspired her to start planning for the day when Street Smarts, her land use and transportation engineering/design firm, would be guided by others. Founded by Marsha in 1990, Street Smarts grew steadily with a diverse base of private and public clients. Determined to prepare for succession, seven years ago Marsha set a ten-year timetable and started moving methodically through planning steps. This involved analyzing current leadership to assure “the right people were on the bus, occupying the right seats,” as she puts it. She engaged key employees in early discussions, drawing on outside resources including The Schapiro Group for consulting, research and facilitation. Gradually the internal conversations evolved from being led by outside experts to in-house people, which Marsha recognized as a critical element to gain buy-in across the team. With her team leaders, all data were completely transparent, building on the openness and trust which had always been hallmarks of Street Smarts. Today Marsha periodically tweaks the transition plan but continues to follow it in its original form. After winning multiple awards for entrepreneurial leadership in her career, the ultimate accolade will be if after she’s gone, Street Smarts doesn’t miss a beat.

Marsha Anderson Bomar President and Founder Street Smarts www.streetsmarts.us

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Performance Based Grantmaking

The Metropolitan Atlanta Arts Fund is focused on strengthening and stabilizing small and mid sized arts organizations. For many years, the Fund employed a unique strategy using a data-driven approach toward its multi-year grant-making to support non-artistic staff (i.e., administrative, marketing, development), establishing capital reserves, and supporting debt reduction. This deliberate approach has paid off handsomely, as MAAF has established 55 new permanent staff positions in small and mid sized arts organizations in the metro Atlanta region over the past 15 years.

Now, in recognition of perhaps the most challenging economy that arts organizations have known, the Arts Fund has employed a grantmaking strategy that awards general operating grants to highly performing arts organizations. These general operating grants support organizations’ strategic plans, enabling them to use funds where they are most needed. All organizations are discovering new ways of adapting to this new environment, and general operating funds provide the best opportunity for arts organizations to survive and thrive.

Lisa Cremin Director Metropolitan Atlanta Arts Fund www.metroatlantaartsfund.org

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Marketing and Branding: The Challenges of a Merger

With client needs growing faster than it could handle, the venerable Georgia law firm of Gambrell & Stolz determined that a strategic merger was the best solution both for clients and its own lawyers. Joining with the right firm would expand capabilities in the near term while assuring future advantage in recruiting and retaining top-notch legal talent. An in-depth study of potential merger partners determined that the Tennessee-based firm of Baker, Donelson, Bearman, Caldwell & Berkowitz, PC was the best fit. For Gambrell & Stolz, the challenge was in giving up its name, which was an established and respected statewide brand. At the same time, Gambrell was aligning with a well-respected firm which already had an Atlanta presence. How would the marketplace respond? The Schapiro Group was engaged to design and implement a marketing plan to re-introduce the former Gambrell & Stolz as Baker Donelson in Atlanta, better able to meet clients’ needs yet doing so in the tradition of trust and service for which the old firm was known. Less than two years later, Baker Donelson has built successfully on the Gambrell & Stolz heritage while adding the capabilities necessary to support client growth. Proving that it can attract and keep high caliber attorneys in the Atlanta practice, Baker Donelson is securing its place in the Southeast’s largest market.

Linda A. Klein Managing Shareholder Baker, Donelson, Bearman, Caldwell & Berkowitz, PC www.bakerdonelson.com

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Rolling Out a New Service

In 1997, United Way of Metropolitan Atlanta received a technology donation from Williams Communities. This gift, along with a three-digit number assigned by the Georgia Public Service Commission, enabled United Way of Metropolitan Atlanta to create the country’s first around-the-clock information and referral service, United Way 2-1-1. Since then, highly trained call center agents have answered more than 3 million calls, every one confidential and free. Today, the fully searchable United Way 2-1-1 database of more than 4,500 agencies and programs is also online, making it easier than ever for metro Atlanta residents to find or give help. In addition to steering thousands of individuals and families to the resources needed, United Way 2-1-1 has guided the work of our entire organization. Many of our strategic decisions around education, income, health and homelessness are based upon the data that United Way 2-1-1 meticulously collects 24 hours a day, 7 days a week. What started in Atlanta is now available to more than 80 percent of people in the US, and legislation is before Congress to make 2-1-1 a national effort.

This commitment to quality has helped make United Way 2-1-1 the leader among information and referral services nationwide. All of us at United Way of Metropolitan Atlanta are grateful for United Way 2-1-1 and for the privilege of serving the community that made it possible.

Milton Little Jr. President United Way of Metropolitan Atlanta www.unitedwayatlanta.org

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Organizing a Community

The Medicare Diabetes Screening Project (MDSP) educates seniors across America about the importance of being checked for the disease, which affects nearly 24 million Americans and increases the risk of heart attack and stroke. MDSP chose Columbus, Georgia as the site for one of several pilot programs encouraging older adults to be screened. Research with consumers and health care providers conducted by The Schapiro Group was used in planning and implementation. The strategy of the pilot was to “organize the organized,” which led to a coalition comprised of the Columbus Research Foundation, the local Area Agency on Aging, Chamber of Commerce, churches, senior centers and the public health department, among others. Local fire departments were enlisted to offer free risk assessments, which proved so popular that they were extended beyond the original deadline. The success of the Columbus model led MDSP to establish similar coalitions in four other Georgia cities. The next step, a statewide council, is now being organized.

Jay Hedlund Director Medicare Diabetes Screening Project www.screenfordiabetes.org

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Starting Off with a New Client

At a key point in his transportation consulting career, Jon Ringler found himself in a difficult spot on two large projects for his company's biggest client. On the first project, he inherited some issues that complicated the project wrap-up. The second project, which was gearing up, involved technical areas that were outside his experience. Ringler focused on the need to maintain the client's confidence. Drawing from his training as a pilot, he remembered the mantra for a pilot who gets lost - "Climb, conserve and confess." He would "climb" by taking a big-picture view, "conserve" the project's budget until he was comfortable moving ahead, and "confess" by bringing in people with expertise that he lacked. It was the late '90s, and the dot.com bubble was starting to burst. Smart, technically savvy people were looking for jobs, and Ringler could cherry-pick. While none of his several new hires had transportation experience, he believed their talents transcended industry sectors. They proved him right, paving the way for a solid client relationship that continues to this day.

Jon Ringler Director of Operations Serco www.serco-na.com

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Turning Vision into Reality

Gwinnett County is known for turning vision into reality, having transformed itself in a few short decades into an economic powerhouse with a high quality of life. Even so, Caryn McGarity saw an unfulfilled opportunity. As Executive Director of the Gwinnett Convention and Visitors Bureau (GCVB), she was convinced that stronger promotion of the arts could boost the county’s tourism appeal while broadening horizons for residents. The chance to drive this idea came as she served on the steering committee of Partnership Gwinnett, a high-level visioning project of the Gwinnett Chamber of Commerce to guide growth in the county. The group designated 10 strategic areas for emphasis, with tourism and the arts among that top 10. Their inclusion in the plan paved the way for GCVB to assemble an arts leadership team and develop a strategic plan for promoting arts and culture. Engaging The Schapiro Group to tailor a plan around existing resources, by the summer of 2008 the team was cultivating funds for local arts grantmaking. Despite a slowing economy, $100,000 was quickly raised to seed the effort. Continuing to lay groundwork, McGarity and the team see growing enthusiasm for their mission. As resources build, the arts will become a vivid part of Gwinnett’s future and a magnet for tourism.

Caryn McGarity Executive Director Gwinnett Convention & Visitors Bureau www.gcvb.org

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Defying the Odds

In 2001, Atlanta City Councilmember Cathy Woolard was contemplating a run for Council President. As a district representative whose constituents represented about one-twelfth of the city’s population, she would need to vastly extend her reach in order to win citywide. Data became an important component of every decision in that race, including the one to get in. After careful analysis of every data point available about voters and voter behavior, Cathy determined that this was a winnable race. That analysis, combined with polling data, gave her what she needed to run a highly targeted campaign. Resources were spent where they could do the most good. By the time election day rolled around, Cathy’s targeted voters knew who she was and what she stood for. More importantly, they were motivated to vote for her and encouraged to vote by the campaign. On election day, she was among the top two vote-getters and headed for a runoff. That’s where her dedication to data truly paid off. Armed with her analysis of turnout trends and her carefully assembled database of known supporters, she was able to turn her voters out for a decisive runoff victory. Data underlay a highly strategic and tactical effort. Coupled with good execution, Cathy was headed for the President’s gavel.

Cathy Woolard Executive Vice President - Global Advocacy & External Relations CARE www.care.org

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