ACCORD Strategic Recommendations

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Leadership
Studies
Center
for
Leadership
Studies
Center
for
THANK YOU
FOR EMPOWERING US
3
This project would not have been possible without the support of
many people. The BCG consulting team is greatful for all who have contributed in developing this
strategic plan but would like to personally thank a few select individuals.
To start we would like to thank our Professor Kim Jaussi who throughout this process never failed to push
us to our limits, encourage us with her voracious and relentless passion, and empower us to thrive.
Next we would like to thank Patty Albaugh who dedicated her time to do whatever was needed for us,
whether that was a sounding board, a constructive critic or our biggest advocate. She always believed in our
ability to succeed and produce great results.
To our Teaching Assistants Gary, Molly and Kristin, always a phone call away, you all were irreplacable in
providing techinical and emotional support, relating to us throughout ths process like no one else could.
Of course none of this would be possible without the generous donation from Manley’s Mighty Mart and
Big Al’s Pizza. We are so appreciative of the opportunity you have given us to make a tangible contribution
to the Binghamton Community and help to grow and sustain this community that is our home away from
home.
Most of all we would like to thank ACCORD, especially Kacey Ellsworth, who met with us week after week
with a smile on her face. Thank you for answering every question, trusting us and allowing us to become
involved in such a phenomenal organization.

4
OUR TEAM
Amanda Dettmann is currently a junior Management Major with concentrations in
Marketing and Leadership and Consulting. She is from Milwaukee, WI and is expect-
ing to graduate in May of 2015. On campus she is actively involved in Binghamton’s
Women in Business Club and is also the three-year captain of the Binghamton Uni-
versity Women’s Volleyball Team.
Anthony Marino is currently a junior at Binghamton University and is double major-
ing in Psychology and Management with concentrations in finance and leadership/
consulting. He is involved in the Chi Phi Fraternity as well as the binghamton student
music association and guitar club. His hobbies include writing and performing music,
snowboarding, and tennis.
Alex Koscielniak is originally from Wroclaw, Poland. Since coming to the U.S. over
10 years ago, he has lived in Cohoes, New York, a small city located in the Capital
District. He is currently a junior majoring in Management with a concentration in
Leadership and Consulting, and Finance. In his free time, Alex likes to travel, hike
and explore. Some of his many interests include soccer, F1 racing and innovation.
Upon graduation, he plans to work in a place where he can grow and create a lasting
impact. A few years from now, his intention is to continue his education in a top MBA
program.
Rachel Appel is a graduating senior getting a B.S. in Management with a concentra-
tion in Leadership & Consulting and a B.A. in Political Science with a concentration
in Global & International Affairs. Rachel is from the DC area and plans to head back
there after graduation to attend law school and wants work in the international hu-
man rights field. Rachel is very adventurous and loves being active; she is a certified
scuba diver and enjoys yoga, soccer and biking.
Trista Goodwin is currently a junior Business Management major with a concentra-
tion in Leadership and consulting and will graduate May 2015. She is a non-tradi-
tional full time student that works full time at Number 5 as a bartender and closing
manager. She also has three amazing sons, ages 8, 9 and 14. She has previously held a
Territory Management position in the corporate world for the largest liquor and wine
distributor in the US, Southern Wine and Spirits but left to further her education and
plans on returning to the same industry once graduated.

5
PROJECT OVERVIEW
This deliverable is a result of 16 weeks of studies, research, and analysis both inside and outside of the classroom.
Our semester began with studies of Business Models as well as Harvard Review Business Cases in conjuction
with creating initial contact with non-profits in the Binghamton area. After our interview with ACCORD it was a
unanimous decision to strategicaly consult for this prominent Broome County organization. Weeks of gathering
internal and external research led us to our analysis of every aspect of ACCORD as well as its target market and the
market demand. This analysis allowed us to create 18 strategic recommendations with a total ROI of $162,451.
-Analyzed financial records of past 3 years
-Examined past and current Marketing Plan
-Dissected current policies and procedures
-Interviewed Executive Director
-Met and observed Board of Directors
-Analyzed customer demographics
-Researched advertising outlets in the Binghamton Commu-
nity
-Performed extensive competitor analysis
-Explored cross industry best practices
-Investigated current market conditions to assess demand
-Became approved by Binghamton University Human Sub-
-Created and conducted 4 different surveys generating over
150 total responses
-Dissected 15 Harvard Review Business Cases to capitalize
on potential recommendations
-Studied and further analyzed 9 business models to demon-
strate the strengths and opportunities for ACCORD
-Generated, curated, and compiled 18 recommendations for
ACCORD to implement within the next 5 years
-Calculated a final ROI of all recommendations of $162,451
INTERNAL
RESEARCH
EXTERNAL
RESEARCH
ANALYSIS
STRATEGIC
RECOMMENDATIONS
Total Man Hours 980
Total ROI $162,451

7
HISTORY OF ACCORD
ACCORD
Founded
1982
97% of all funds
came from the
Unified Court
System
2010
ACCORD’s funding
cut by 67%
2011
Year-end deficit
of $38,000
2012
Year-end
deficit
$86.00
2013
Binghamton
Consulting
Group works
with ACCORD
2014
Year
FinancialStatus
Mediation Services by Cases
ACCORD has consistently increased the types of services provided and
received an increasing amount of cases from year to year even when their funding
was cut in half. ACCORD has struggled but managed to maintain capacity even
with financial deficits. By diversifying funding sources ACCORD can continue its
expansion.

8
FINANCIAL SNAPSHOT
68%
21%
8%
2% 1%
Revenue Breakdown (2013)
Grants from Government Sources
Program Service Fees
United Way Allocation
Contributions and Foundation
Grants
Special Events & Interest Income
Net Income
2011 $ 382.00
2012 ($ 48,626.00)
2013 $ 5,610.00
ACCORD relies heavily on grants from government sources. Our goal is to DIVERSIFY INCOME.
The organization is financially sustainable even with the
recent budget cut, but its overall health is still in jeopardy
without their safety net.
Fundraising Efficiency Ratio
This illustrates what the cost of generating one dollar of contributions is
Fundraising Expenses/Contributions + Special Event Revenue
2011 $ 0.31
2012 $ 0.17 Average $ 0.24
2013 $ 0.24
ACCORD is very efficient at
generating revenue through
fundraisers. This is a great
area to focus more efforts
towards in the future.
More in-depth analysis via
ratios located in the
appendix

10
DIVERSIFICATION OF
FUNDING
MARKETING
OPPORTUNITIES
STRATEGIC
OPPORTUNITIESInternal
Opportunities
Marketing
Opportunities
Diversification
of Funding
Sources
“Where would you like to be in 5 years?” BCG Consulting
“I would like to be stable, have diverse funding sources,
double in size, be strong and sustainable”- Kacey Ellsworth
In order to reach this goal we recommend:

11
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
PRIORITY OF IMPLEMENTATION
PRIORITY
Adjust Pricing Scales $6,968
Hire Student Interns $15,200
Establish an Endowment Fund $8,981
Update Marketing Plan $9,743
Corporate Sponsorships
Expand Training Programs
Referral and Follow Up Procedures
Grow Marketing Campaign in the Binghamton Community
Expand Alternative Credit Resolution Program
$4,340
$40,049
$10,434
$13,943
$3,960
$7,520
$1,856
$5,112
$8,000
$4,050
$3,200
$6,252
$1,317
$11,526
Induct A New Board Member
Team Member Professional Development
Office Atmoshpere Transformation
Create a “yelp” Profile
Utilize Community Events Calendars
Utilize Current Facebook Page
Create a LinkedIn Page
Purchase and Implement “Constant Contact”
Create a New Logo

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STRATEGIC RECOMMENDATIONS TIMELINE
Y
E
A
R
1
Y
E
A
R
2
Y
E
A
R
3
Y
E
A
R
4
Y
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A
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5
1. ADJUST PRICING SCALE
2. HIRE STUDENT INTERNS
3. ESTABLISH AN ENDOWMENT FUND
4. UPDATE MARKETING PLAN
5. CORPORATE SPONSORSHIPS
6. EXPAND TRAINING PROGRAMS
7. REFERRAL AND FOLLOW UP PROCEDURES
8. GROW MARKETING CAMPAIGN IN
THE BINGHAMTON COMMUNITY
9. EXPAND ALTERNATIVE CREDIT RESOLUTION PROGRAM
10. INDUCT A NEW BOARD MEMBER
11. TEAM MEMBER PROFESSIONAL DEVELOPMENT
12. OFFICE ATMOSPHERE TRANSFORMATION
18. CREATE A NEW LOGO
13. CREATE A “YELP” PAGE
14. CREATE A LINKEDIN PROFILE
15. UTILIZE COMMUNITY EVENTS CALENDARS
16. UTILIZE CURRENT FACEBOOK PAGE
17. PURCHASE AND IMPLEMENT “CONSTANT CONTACT”

Leadership
Executive Director - Kacey Ellsworth
Board of Directors
Kacey Ellsworth has been the Executive Director of ACCORD since 2011. She is extremely
loyal to the organization and is devoted to the mission and values of ACCORD, as well as
completely dedicated to the success of the organization. Kacey is excited for the future of
ACCORD.
There is a 96% overall satisfaction amongst the staff or team. They are happy to be part of
the team, enjoy coming to work, and are satisfied with their involvement in the organization
(Team member survey).
There is a lot of teamwork and many employees are cross-trained to help when the need aris-
es. The team is satisfied with the investment ACCORD makes towards trainings and educa-
tion and they seem to take initiative when faced with challenges and opportunities.
Levels of Leadership
”LEVEL THREE LEADERSHIP-GETTING BELOW THE SURFACE” by James G. Clawson
Level 1 – Focuses on influencing visible behavior. It is simpler than Level 2 or 3 because the
leader is not worried what others are thinking or feeling. Techniques include force, intimida-
tion, coercion, threats, etc.
Level 2 – Focuses on conscious thought and is concerned with influencing the way people
think. Common techniques include logic, data, reasoning, analysis, debate, etc.
Level 3 – Focuses on values, assumptions, beliefs, and expectations. Seeking to understand
the employee and match them or educate them to align with the goals and strategic direc-
tions of the firm.
In the recent times, ACCORD has seen a lot of reorganization with new hirings, a recent change
in Board of Directors Presidenture, and new Board members.
The Board of Directors is currently happy with the direction ACCORD is taking. They are
pleased with Kacey as the Executive Director of ACCORD.
The Board comes from very diverse backgrounds and all support the mission of ACCORD by
improving the community through dispute resolution.
The Board of Directors brings together professionals from different industries including: Finance,
Mediation/Arbitration, Law, Business Management, Nonprofit Management and Media/Com-
munications.
Leadership
Executive Director Kacey Ellsworth

Models
References
Surveys
Calculations
Statistics
APPENDIX STRATEGIC
RECOMMENDATIONS

TABLE OF CONTENTS
Strategic Opportunities
Marketing Opportunities
Diversification of Funding
Appendix:
• Business Models
• Marketing Materials
• Sources & Calculation
• Miscellaneous
• Job Descriptions
• Surveys & Results
• Competitor Information
• Finance
Pg. 16
Pg. 30
Pg. 46
Pg. 58
Pg. 59
Pg. 80
Pg. 102
Pg. 112
Pg. 134
Pg. 142
Pg. 156
Pg. 159

STRATEGIC
OPPORTUNITIES
Improvements
“If you could describe ACCORD in one word,
what would it be?”- BCG Consulting
“Promising”- Kacey Ellsworth

1. HIRE STUDENT INTERNS
Priority # 2
2. REFERRAL AND FOLLOW UP
PROCEDURES
Priority # 7
3. INDUCT A NEW BOARD MEMBER
Priority # 10
4. TEAM MEMBER PROFESSIONAL
DEVELOPMENT
Priority # 11
5. OFFICE ATMOSPHERE
TRANSFORMATION
Priority # 12
6. DESIGN NEW LOGO
Priority # 18

18

Because of the small staff number, several duties are overlooked. Areas needing assistance
are: marketing, social media, information support and grant writing; interns can manage
these responsibilities for the most part autonomously.
1. June-August 2014: start developing interview questions, and setting
aside time in September for interviews, post intern offerings on SOM
experience (www.som.experience.com).
See Appendix for how to post on SOM experience and for intern
offer ing descriptions
2. September 2014: continue posting intern offerings, continue inter-
view process
3. October 2014: At the absolute latest, pick interns
***Internship should be during the academic year and/or summer
***Make sure to open availability for virtual interview, to accomodate
for applications received over the summer
***If intern demonstrates high performance and potential, a full time
position should be offered
***In Year 2017 begin exploring options to transition these positions
to full time staff
**Interns should be brought in year after year
HIRE STUDENT INTERNS
OPPORTUNITY
STEPS FOR IMPLEMENTATION

19
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
BENEFITS
$15,200
RISKS
• Alignment of Intern’s VABEs with ACCORD’s VABES could not come natu-
rally
• Once Intern leaves it could be difficult to maintain the progress they made
and continue with tasks if part or full time employee is not immediately
hired
3-6 months
Align with school
semesters
• Large pool of applicants to choose from
• Kacey and other staff will be able to focus
on the most important and essential tasks
• Year round recruiting tool---test drive talent
and future employees
McKinseys.......................................................................pg.70
Value Chain.....................................................................pg.64
Diamond Model..............................................................pg.74
Grant Writing Intern Description.............................pg. 135
IT Intern Description..................................................pg. 137
Marketing Intern Description....................................pg. 138
Guidelines.....................................................................pg. 139

20

OPPORTUNITY
REFERRAL & FOLLOW UP PROCEDURES
ACCORD does not currently have a consistent follow up procedure.
With their 87% satisfaction rate, referral and follow up procedures
would be very useful to spread ACCORD’s name into the market. By
further enhancing their relationship with current and past customers
via set referrals and follow up procedures, there is a major opportuni-
ty for increasing word-of-mouth marketing (the most advantageous
form of marketing).
Referrals
1. Come up with list of local businesses to partner with
2. Prospect by utilizing Sales/Marketing intern & provided scripts
3. Once partnership is made, businesses will refer clients to AC-
CORD
Follow Up Procedure
1. Send Thank You Card to past clients 2 months after mediation
service
• Include ACCORD business cards to give to family/friends
• Include Post Satisfaction Survey with stamped self addressed
envelope
2. Analyze Post Satisfaction Surveys and see what improvements
can be made

21
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
BENEFITS
RISKS
• Difficult to get contact information from customers in order to conduct fol-
low up procedures
• Will need to utilize a database to collect all information once gathered - this
could be an extra expense and time consuming
$10,434
3-6 months
• Reach a greater percentage of the community by networking
• Cut down on costs needed to market by utilizing business partners
and past clients as marketing tools
• Post-satisfaction survey provides feedback on areas of
• improvement
• Keeps ACCORD in the forefront of past clients’ minds and shows
appreciation
Value Chain..............................................pg.64
SWOT........................................................pg.68
McKinseys 7 S..........................................pg.70
Expanded Recommendation Details..pg.127
REASSESS PROCEDURE
AFTER 1 YEAR

22

The Board of Directors that ACCORD has is very well bal-
anced, but according to our assessment it is missing a crucial
piece. Every organization needs an individual that will bring
extraordinary ideas to the table. This individual should not
only think outside the box, but think in new boxes. We would
like for ACCORD to make space for another board member,
the Chief Creative Officer.
CHIEF CREATIVE OFFICER
1. Establish qualifications criteria at
Board of Directors meeting.
2. Begin search via-LinkedIn and tap
other connections for potential leads.
3. Contact the best qualified individuals
and introduce them to the organization.
4. Invite those interested to present their
candidature at Board of Directors meet-
ing.
5. Vote in the individual most likely to
help ACCORD succeed.
INDUCT A NEW BOARD MEMBER
OPPORTUNITY
CREATIVE
PERSONALITY
ADVENTURER
NAVIGATOR
EXPORER
VISIONARY
PILOT
DIPLOMAT
POET
INVENTOR

23
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
Diamond Model.............................................pg.72
Good to Great.................................................pg.78
McKinseys 7 S.................................................pg.70
Creative Personalities..................................pg.115
Chief Creative Officer Description............pg.136
4 years
BENEFITS
RISKS
• Getting to know the or-
ganization and its values
may take some time
• Selecting the right indi-
vidual can be time con-
suming
$12,226
ADEQUATELY RE-
SEARCH POSITION
BEFORE INTERVIEWS
• Bring more balance to board meetings
• Gain creative advantage on competitors
• Broader outlook and approach to question policies and strategies from a
different point of view

24

The Executive Director of ACCORD is unable to focus on growing and leading
the organization forward due to the fact that there is no practical business knowledge
amongst Team Members. ACCORD has the potential to reach new heights, but in order
to do that the Executive Director must focus on organizational issues and strategy, not
micro-operational tasks.
As a part of the employee contract, ACCORD is to develop its Team Members
professionally; according to financial status of the organization. In the recent years AC-
CORD has had some ups and downs financially speaking, meaning that virtually no
professional development has occured. In order for the Executive Director to fulfill her
duties, she must delegate certain tasks to other Team Members. Although ACCORD is on
the right track to grow their surplus every year, its not at the point where surplus could be
utilized to pay for coursework.
1. Identify alternative sources of paying for professional develop-
ment
2. Explore relevant coursework via Massive Online Open Courses
such as Coursera and Edx
3. Evaluate employees based on their role in the organization and
where they can improve the most
4. Encourage employees to complete new coursework/certifications
once every 2-3 years
5. Identify specific coursework and institutions at which Team
Members are to further their knowledge
6. Meet with Team Members to discuss plan
7. Budget at the beginning of each year to invest a certain amount
of money into the development program.
OPPORTUNITY
TEAM MEMBER PROFESSIONAL DEVELOPMENT

25
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
BENEFITS
2 YEARS
6 MONTHS TO RESEARCH
RISKS
• Too much professional development
could increase confidence, productiv-
ity, and abilities causing an employee
to create unrealistic standards for the
future
$1,856
• Increase efficiency and productivity
• Allow the flow of new and creative ideas
• Creates encouraging and supportive environment
Diamond Model.............................................pg.72
Good to Great.................................................pg.78
Balanced Scorecard........................................pg.76
Team Member Motivation.........................pg. 128

26

Currently all ACCORD employees are reffered to as “Staff”. In such a small organization one may
feel like just another one of the staff members that is limited to working on simply their assign-
ment. Based on analysis of an HBR case, “Johnsonville Sausage”, we have assessed that all employees
should be reffered to as team members. By creating a team, an atmosphere of equality and collabo-
ration will be created.
Team members of ACCORD aren’t only dealing with day to day task and deadline stress, they are
also exposed to conflict everyday, as part of their job. They are exposing themselves to conflict
situations in order to help others solve those disputes. Employees should have some sort of coping
mechanism available to clear their head and relieve their negative feelings, which will enable them
to carry on with their exceptional customer service performance.
As an innovative solution to relieve stress while in the office, we recommend that team members
are allowed to practice Meditation for 30 minutes per week. This would be ideal on either Thurs-
days or Fridays when stress levels are peaking. This will enable employees to forget about the prob-
lems they dealt with this week and come into the next week with a positive mindset.
OFFICE ATMOSPHERE TRANSFORMATION
OPPORTUNITY
1. Gather a Team Member meeting
2. Announce a new approach and explain to them how important
cooperation is in the office and let them know that from now on they
will be referred to as team members or teammates
3.Explain the benefits that this will bring on working towards grow-
ing and expanding together as a TEAM
4. Facilitate your deep understanding of dealing with conflict and the
nature of the things that team members are exposed to
5. Introduce meditation in the office as the new office trend and give
detailed explanation to team members

27
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME Right Away
BENEFITS
30 minutes per week
Meditation
Clears the
Mind
Reduces
Stress
Boosts
Intuition
Helps find
connections
RISKS
• Time and cost of changing “Staff”
into “Team” in all present organi-
zational documents
• Confusion amongst team mem-
bers at beginning of transition
$5,112
• Increase employee engagement and motivation
• Increase productivity
• Build stronger team dynamics by working towards a common goal
Diamond Model.............................................pg.72
Value Chain....................................................pg.64
McKinseys 7 S................................................pg.70
Team Member Motivation..........................pg.128
Motivation....................................................pg.129

28

After extensive research, we were able to find no relationship between trees, mediation and
conflict resolution. Although the slogan out of conflict grows resolution is very clever, it does
not stand out to customers.
Based on our research and brainstorming we recommend incorporating a Rubik’s cube and
into the company logo. A Rubik’s cube is very hard to solve and so are most of the conflicts
that people come to ACCORD with. One needs a structured approach to solve the Rubik’s
cube and that is exactly what ACCORD offers. ACCORD = structured approach to resolve
disputes. The different colors in the Rubik’s cube will also stand out and make it much more
likely to be remembered and associated with the organization.
Example: An unsolved Rubik’s cube followed by an arrow pointing to a solved Rubik’s cube
(this would show where you are when you come to ACCORD and where you are after work-
ing with ACCORD). The squares on the first Rubik’s cube should include symbols for fight-
ing, problems and conflict, such as puzzle pieces, unhappy faces and importance of time. The
squares on the second Rubik’s cube should include everything that stands for resolution and
happiness, such as a peace sign, speed of process and dollar signs to illustrate savings.
1. Contact and create a relationship with Binghamton University
Graphic Design department
2. Announce competition for best logo according to your mis-
sion and values for small prize
3. Receive and have Team members and volunteersvote on the
best design with the best fit for what ACCORD stands for
4. Make final decision with Board of Directors
5. Implement new logo at all levels of the business
6. Announce new look to all stakeholders of ACCORD
DESIGN NEW LOGO
OPPORTUNITY

29
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
2 weeks
At time of
relocation
BENEFITS
RISKS
• Costs associated with designing and replacing logo on all organization-
al materials
• Confusion among existing customers and all other stakeholders on the
change
$11,526
• Provide a stronger identity
• Avoid customer association of the word “accord” with the car
• Stronger branding could produce a viral effect in the community
Value Chain................................................pg.64
SWOT..........................................................pg.68
Balanced Scorecard.....................................pg.76
Survey Results............................................pg.146

MARKETING
OPPORTUNITIES
Improvements
ACCORD’s Values:
Confidentiality Communication
Empowerment Impartiality
Respect Advocacy

7. UPDATE MARKETING PLAN
Priority #4
8. GROW MARKETING CAMPAIGN IN THE BINGHAM-
TON COMMUNITY
Priority #8
9. CREATE A YELP PROFILE
Priority # 13
10. CREATE A LINKEDIN PROFILE
Priority # 14
11. UTILIZE COMMUNITY EVENTS
CALENDARS
Priority # 15
12. UTILIZE CURRENT FACEBOOK PAGE
Priority # 16
13. PURCHASE AND IMPLEMENT
CONSTANT CONTACT
Priority # 17

32

1. Thoroughly read last Marketing Plan from 2009.
2. Place an “X” by all bullets and paragraphs according to the key
below:

3. Refer to Appendix for outline and breakdown of how to update
current plan
4. Kacey and Marketing Team meet 1 hour per day for 1 week to
rewrite current Marketing Plan
5. Approve the new Marketing Plan with the Board of Directors
not accomplished
currently in process
accomplished
UPDATE CURRENT MARKETING PLAN
ACCORD’s current Marketing Plan is from 2009. This poses dis-
advantages for any hopes of forward progress for the organization.
Without an updated SWOT, accurate competitor information, and
specific action plan it will be difficult for ACCORD to utilize new
avenues of marketing. There is great potential for such a prominent
asset like ACCORD in the community but only if appropriately
marketed.
OPPORTUNITY

33
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
• Analysis of current areas of strength
and opportunities in marketing
• Understand the necessary allocation of marketing funds
• Create a strong brand awareness in the organization
• Deliver this brand awareness to the community
3-6
monthsIn 4 months take re-
vised Marketing Plan
to Board for approval.
Make necessary changes
by month 6.
SWOT...............................................................pg.68
Value Chain.....................................................pg.64
Updated Marketing Plan.............................. pg.87
BENEFITS
RISKS
• Getting the Board of Directors to approve the updated Mar-
keting Plan could be time consuming
$ 9,743

34

OPPORTUNITY
GROW MARKETING CAMPAIGN
IN THE BINGHAMTON COMMUNITY
89.9% of the people we surveyed had never heared of ACCORD. This
proves the opportunity for increased marketing in the Binghamton
Community. There are new avenues of marketing now available that
are not being heavily utilized. Increasing the number of customers due
to these new marketing efforts will ultimately allow ACCORD to gen-
1. Enter all current avenues of marketing using the “Current Market-
ing Avenues” table in Appendix
2. Compare “Current Marketing Avenues” table to “Potential Mar-
keting Opportunities” in Appendix
3. For 1 year increase advertisement and promotions to one new
form (new radio or TV station or newspaper) every other month
4. Record all advertisements in “Current Marketing Avenues” for
this new year of advertisements
5. For year 2 increase advertisements and promotions to one major
advertisement (radio, TV, newspaper) per month based on most suc-
cessful promotions from previous year

35
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
• Target new markets with different advertisements and promotions
• Advertisements can reach both new clientele and new volunteers or inter
ested potential employees and interns
• Specific check points for the number of advertisements per month and
year
• Many channels offer free air time for non-profits
• Potential for more Corporate Sponsers due to increased TV, newspaper,
1 yearYear 1: 6 total
advertisements
Year 2: 12 total
advertisements
SWOT...............................................................pg.68
Value Chain......................................................pg.64
Balanced Scorecard..........................................pg.76
Current Marketing Avenues............................pg.83
Marketing Opportunities................................pg.84
BENEFITS
RISKS
• Advertising is expensive
• Increased marketing can lead to increased amount of cases which can only be
served if the number of volunteers and team members is increased because current
capacity is maxed
$13,943

36

When customers “Google” ACCORD, nothing but the website shows up.
Today customers like to do their research beforehand. A lot of customers
rely on Yelp to make a purchase or service decision. Yelp is a very useful tool
to help customers find and review businesses. We highly recommend that
ACCORD signs up and encourages clients to review your services. Yelp is
completely free, yet a powerful tool to establish your brand image and show
off your satisfaction rate.
1. Sign-up for a free YELP account at www.yelp.com
2. Add photo and detailed description of business
3. Encourage customers to write reviews
4. If review frequency is lower than 30% of those asked, incentiv-
ize their review by offering a small discount
5. Keep track of reviews to ensure 99% satisfaction
6. Continuously update and maintain profile to ensure timely
and accurate information
CREATE A YELP PROFILE
OPPORTUNITY

37
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME 3-6 months
2 HOURS(CREATION)
1 HOUR
MONTHLY
(MAINTENANCE)
BENEFITS
$8,000
RISKS
• Unhappy clients can post bad reviews which can hurt image
• Yelp is a very effective marketing resource- 67% of reviews are 4 or 5
stars, those who have advertised with Yelp generteed upwards of $23,000
• User friendly interface
• Transparency of quality of service
Value Chain..............................................pg.64
SWOT........................................................pg.68
Porters Five Forces..................................pg.62

38

ACCORD has a weak online presence: their website and all other social
media profiles are outdated and under utilized. In a time where media
has evolved to new heights, the potential to reach millions of people is
now available via social media. LinkedIn for non-profits is a new re-
source, already used by millions of non-profit professionals to strength-
en their networks– enabling them to identify potential volunteers,
board members, team members, and donors.
1. Establish and grow your presence by building a Company Page
2. Encourage supporters to promote your cause
3. Find board members
4. Find skilled volunteers
5. Locate qualified team members
OPPORTUNITY
CREATE A LINKEDIN PROFILE

39
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
• Your volunteers, board members, and supporters are already your strongest advocates.
Encourage them to add LinkedIn’s Volunteer and Causes section to their profiles so they
can showcase their service and champion your organization across their professional
networks simultaneously = GREAT MARKETING TOOL
• With 277M+ registered professionals and 82%of them interested in volunteering, Linke-
dIn is the best place to post opportunities for skilled volunteers to engage with your
nonprofit. Posting a volunteer opportunity on LinkedIn will position your organization
in front of relevant professionals who are interested in donating their skills and expertise
to a nonprofit.
• 3 million+ companies have Company Pages on LinkedIn = potential to reach new orga-
nizations for Agriculture Credit Resolution
3-6 months
Value Chain.....................................................pg.64
SWOT...............................................................pg.68
Porters Five Forces.........................................pg.62
BENEFITS
$6,252
NO RISKS
Continually update
with growth

40

UTILIZE COMMUNITY EVENTS CALENDARS
OPPORTUNITY
Binghamton has many free advertising opportunities that are underutilized by
many organizations in the community. Community Event Calendars are a ma-
jor example of such an opportunity. All major radio and TV stations as well
as newspapers have these Community Events Calendars on their websites and
charge no fee to post on them. This would be a great, FREE marketing tool for
ACCORD to utilize.
1. Hire a Social Media/Marketing Intern who would be in charge of posting on
these calendars
2. The Intern will post all training sessions, fundraisers, workshops, and other
relevant events on all Community Events Calendars 3 weeks prior to the date
of the event.
3. A list of many stations and newspapers with these online calendars is found
in Appendix
4. After 1 year of posting on the Community Events Calendars reassess their
ROI and make necessary updates to frequency and date of postings

41
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
BENEFITS
• Hard to assess profitablilty of Com-
munity Calendars without means of
tracking website visitors
RISKS
Start: 3-6 months
Reassess: 1 year
Advertise all major events on
community calendars for 1 year
Porters Five Forces........................................pg.62
Value Chain...................................................pg.64
SWOT.............................................................pg.68
Community Event Calendars......................pg.82
$4,050
• Postings are free
• Advertisements would reach a large audience

42

UTILIZE CURRENT FACEBOOK PAGE
ACCORD currently generated a very small amount of traffic through their so-
cial media accounts and overall online presence. Their current Facebook page
“ ACCORD – A Center For Dispute Resolution, Inc.” was created on February
11, 2010 and only has 124 “likes”, 84 pictures, and 6 reviews. There is huge po-
tential to increase the traffic generated to and from Facebook with an adequate
plan and realistic check points.
1. Narrow the social media focus to only Facebook
• Discontinue current use of Twitter account – it does not generate
enough traffic and is therefore not a good use of time currently
2. Hire a Social Media Intern who will be in charge of:
• Weekly Facebook postings
• Daily advertisements starting 1.5 weeks before major events (ex:
fundraisers, community training sessions, workshops, etc.)
• Utilize Facebook Insights to track activity of Facebook page
3. After 1 year reassess traffic generated from Facebook through Facebook In-
sights and make necessary updates to frequency and types of posts
4. Advertise the Facebook page on all brochures and handouts – “Like us on
Facebook at ACCORD – A Center For Dispute Resolution, Inc.”
OPPORTUNITY

43
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME Start: 3-6 months
Reassess: 1 year
-10 more Facebook page fol-
lowers per month for 1 year
SWOT...............................................................pg.68
Value Chain......................................................pg.64
Porters Five Forces..........................................pg.62
Facebook Post Options...................................pg.81
Facebook Insights...........................................pg.85
BENEFITS
RISKS
• Initially Facebook can be confusing to a
new user which will create time constraints
$3,200
• Facebook is free advertising
• Allows larger market reach (Facebook users have doubled since
2010)
• Will receive direct feedback from posts based on the number
of “comments” and “likes” on Facebook and through Facebook
Insights

44

CRM
Constant Contact is a Customer Relationship Management tool
that allows you to create campaigns in order to achieve your goals.
Relationship management is one of the weakest aspects of AC-
CORD’s business plan. Relationship management is almost non-ex-
istent, while customer databases are outdated. ACCORD has never
followed up with their previous customers, retained customer sat-
isfaction assessments and informed them about upcoming events.
This resource can not only be used for Customer Relationship Man-
agement but Volunteer Management as well.
COSTS AS LITTLE AS $20/month
PURCHASE AND IMPLEMENT
OPPORTUNITY
1. Go to www.constantcontact.com and sign up for an account
2. Start with free trial
3. Learn and test-drive different tools available through Con-
stant Contact
4. Weigh the cost and benefits associated and make decision
whether to upgrade to a premium account
5. Continue using tool to keep all stakeholders updated and in-
formed
“Imagine what you could do for your business if you never missed a chance to connect with
your customers, clients, and members.”

45
R.O.I. Difficulty
START TIME
Priority
REFERENCES
1/2 day
(to set up profile)
1 hour weekly
(maintenance)
BENEFITS
RISKS
• Time taken away from performing other day to day tasks
$1,317
Value Chain.....................................................pg.64
McKinseys 7 S.................................................pg.70
• Allows sustained connection with clients
• Potential to drive business
• Manage multiple processes through one system

Improvements
ACCORD’s Vision:
To lead the community toward a culture of
peace, understanding, and open
communication
DIVERSIFICATION OF
FUNDING

14. ADJUST PRICING SCALES
Priority # 1
15. ESTABLISH AN ENDOWMENT
Priority # 3
16. CORPORATE SPONSORSHIPS
Priority # 5
17. EXPAND TRAINING PROGRAM
Priority # 6
18. EXPAND ALTERNATIVE CREDIT
RESOLUTION PROGRAM
Priority # 9

48

ADJUST PRICING SCALES
The services this organization provides are currently undervalued and
capitalizing on this neglected business will boost the overall financial
health of ACCORD.
1. Increase minimum refundable deposit from $10 to $20.
2.Increase charges for fee for service programs that you have dis-
cretion over priceing by 10%.
3. Concentrate focus on family, community, elderly mediation and
other low revenue generating mediation services towards customer
satisfaction and donations.
4. Increase fees for repeat clients by 5% per predetermined number
of visits to emphasize your higher level of dedication and services
to them.
OPPORTUNITY

49
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME Right Away
1 week
(to properly align
prices with vision)
BENEFITS
BCG Growth Share Matrix .........................pg.60
Growth Trajctory..........................................pg.74
SWOT.............................................................pg.68
McKinseys 7 S...............................................pg.70
RISKS
• Any returning customers could be upset with increased prices
• Could cause a decrease in customer satisfaction rate
$6,968
• Increase revenue
• Increase perceived value of services
• Easy to implement

50

OPPORTUNITY
ESTABLISH AN ENDOWMENT FUND
This fund has the potential to serve as the new “safety net”
which was depleted a couple years back. Once established it will
not require much more work to maintain.
1. Get endowment buy-in from your key stakeholders.
2. Get board-approved policies to make the endowment a top priori-
ty.
3. Incorporate quantitative goals into your yearly fundraising plans.
4. Establish an endowment committee on Board of Directors to
manage fund and make investment decisions.
5. Develop marketing materials you can use when making face-to-
face calls.
6. Work to educate your constituency about the endowment and its
value.
7. Set a goal to achieve in the fund and plan ahead on where to invest
achieve organizational growth

51
R.O.I. Difficulty
START TIME
Priority
REFERENCES
5 years to collect
proper funds
BENEFITS
RISKS
• Possibility of negative return resulting in a loss of capital if funds allocated in-
accurately
• Have to find the right balance between investing in growth and addressing
pressing current needs of the organization
$8,981
Balanced Scorecard............................pg.76
McKinseys 7 S.....................................pg.70
SWOT...................................................pg.68
• Reliable source of income and promote stability (safety net)
• Provides a tangible goal for donors
• Diversify income

52

CORPORATE SPONSORSHIPS
ACCORD currently underestimates the potential of corporate funding and sponsorships. It is
2014 and companies value Corporate Social Responsibility very highly. It is starting to become the back-
bone and identity for many companies. ACCORD charges $500 to place the logo of a corporate sponsor
on their Website indefinately, essentially meaning forever.
When a business donates to worthy local causes, such as ACCORD, its image is often enhanced
in the public’s perception. No longer considered as simply a profit seeking corporation, a business’ invest-
ment in the community signals a commitment and concern for members of the community. Today, many
consumers make purchasing decisions based upon this quality. Residents of a community will often show
favor to local businesses. In many cases, they will go out of their way to support companies that support
that community.
OPPORTUNITY
1. Change amount of time corporate sponsors’ logo is displayed on
the website.
2. Change cost of placing corporate logo on your website to $750 for 3
years and $1000 for 5 years.
3. Incentivize 5 year sponsorship by placing logo on fliers and other
advertising material.
4. Begin by reaching out to current sponsors about extending existing
relationships
5. Have interns contact at least 30 corporations in Broome County
6. Aim to sign on 7-10 corporate sponsors in first 12 months after
re-branding
7. Make it a goal to sign 2 new sponsors every year.
8. Prioritize re-signing current sponsors after every interval.
Demonstrate conviction that you are offering a good marketing investment to the sponsor.

53
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
Porters Five Forces......................................pg.62
BCG Growth Share Matrix........................pg.60
Good to Great..............................................pg.78
Corporate Partnerships for Non-Profts.pg.119
Sample Local Business Environment.....pg.133
BENEFITS
RISKS
• Brand image can be hurt if the sponsoring entitys brand image is ruined at
any point
$4,340
1.5 years
Continually update mar-
keting tactics to increase
corporate sponsors
• Stable revenue stream
• Discretionary income
• Associations with larger business could increase customers

54

OPPORTUNITY
EXPAND TRAINING PROGRAM
ACCORD lacks a strong and stable source of revenue generation. Rather than rely on external
factors such as the Unified Court System or donors, ACCORD needs to expand on an internal
revenue generating mechanism: Training. Through our external research we discovered many
other community dispute resolution centers around the country generate at least 15% of their
funding through training sessions
1. Establish two training divisions: Home & Professional
See Appendix for training Session by Division and possible new
Training Programs
2. Create massive marketing campaign to advertise services
See Appendix for contact list of who to reach out to and prospecting
script
3. Utlilize LinkedIn to find new training staff to accomodate for the
growth in demand
4. Sign up for a free Skype account and develop a structure for conduct-
ing certain Community Training’s via Skype webcast.
*When transitioning to new location account for the construction of a
Training Center

55
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
BENEFITS
3-6 months
• Could be difficult to find and hire qualified facilitators for new
Training Programs
$40,049
Year 1: 6 Trainings
Year 2: 12 Trainings
• Training generates 100% revenue
• Capabilities are already in existence and just need to be expanded
• Attracts new market segment
BCG Growth Share Matrix.............................................pg.60
Growth Trajectory............................................................pg.74
Porters Five Forces...........................................................pg.62
Training...........................................................................pg.116
Training Reference List.................................................pg.117
Training Divisions..........................................................pg.118
Prospecting Script for Training Program...................pg.132
RISKS

56

OPPORTUNITY
EXPAND ALTERNATIVE CREDIT RESOLUTION PROGRAM
1. Compile list of wholesalers and individual Agriculture pro-
ducers in Broome County and PA
2. Utilize sales/marketing intern and provided Prospecting
Script
3. Gain wholesale clients and provide excellent service
4. Follow Up procedures
Currently
Agriculture
Wholesaler
Cleveland Plant and
Flower Company
Untapped market
Opportunity
Increase
Agriculture
Wholesalers in NY
and PA
Individual Credit
resolution

57
R.O.I. Difficulty
START TIME
Priority
REFERENCES
TIMEFRAME
BENEFITS
Huge Growth
Opportunity in
Alternative Cred-
it Resolution
Referral System
generates new
clients at low cost
Increase in
clients and new
pricing startegy
creates additional
revenue
Website and
social networking
provide
inexpensive
marketing
Utilizing
sales/marketing
intern cuts cost
in marketing
RISKS
$3,960
1.5 years
Expand programs in
NY and PA equally
BCG Growth Share Matrix............................pg.60
Growth Trajectory..........................................pg.74
Good to Great.................................................pg.78
Expansion of Alternative Credit Resolu-
tion....................................................pg.131
• Demand can change by time of
full implementation

Models
References
Surveys
Calculations
Statistics
APPENDIX

Model Name/Survey Name etc.
60
BCG GROWTH SHARE MATRIX
BCG Growth-Share Matrix assesses the health of a company’s busi-
ness units or products in terms of market growth and market share
(services in this case). This tool allows organizations to quickly as-
sess potential opportunities available and decide where to allocate
resources to maximize profit. The model compares each of a com-
pany’s business units or products against its main competitors by
evaluating the company’s share of a market and the growth trajec-
tory of that market.
Dogs (Low Market Share & Low Market Growth) –Your market presence is
weak and it would take many resources to make a profit with the opportunity.
Commonly used to analyze which units should be eliminated.
Cash Cows (High Market Share & Low Market Growth) -You are well estab-
lished in a mature market and generating the lion’s share of revenue but overall
market is not growing and future growth is uncertain.
Stars (High Market Share / High Market Growth) - Growth is attainable and
there should be some strong opportunities to capitalize on but most likely will
take a large investment to realize.
Question Marks (Low Market Share & High Market Growth) - Opportunities
that currently are not producing revenue due to low market share but potential is
there to make money because they are in markets with high growth potential.

61
Question marks
Higher market share
Highermarketgrowth
Stars
1. Community Trainings
2. Divorce Mediation
3. CASA Program
Cash Cows
1. Family Mediation
2. Community Mediation
3. Small Claims Mediation
4. Special Education Mediation
Dogs
1. Mobile Home Disputes
2. Parent-Teem Mediation
3. Assisted Senior Mediation
4. Early Intervention Program
4
1
1
3
3
3
2
Dogs
Cash cows
Question Marks
1. Lemon Law Arbitration
2. Community Agricultural Services
1
2
4
Stars
Cash Cows
2
2
1
**BCG Growth-Share Matrix based on both qualitative an quantitative data
HIGHLIGHTS:
Community Agricultural Services and Community Trainings are the two services with highest po-
tential to grow and gain market share, therefore, those two should be invested into heavily.

62
PORTERS FIVE FORCES MODEL
The Porter’s Five Forces framework is used to de-
termine the competitive intensity and attractiveness
of an industry. Attractiveness in this context refers
to the overall industry profitability. This framework
can be used when introducing a new service, ex-
panding into a new market, divesting a service line,
acquiring a new business, or assessing the cause of
declining sales or profitability.

63
-Low barriers to entry
-Tough field
-Low costs
-Low margins
-Virtually no threat
-Board of Directors
-Community
-Fundraising Efforts
-State + Federal re-
sponsibility
-All similar to buyers
because they are con-
tributing and purchas-
ing towards the social
impact that the organi-
zation makes
-Ability and willingness
of participants
Social Development vs. Charity
-Value vs Quality
-Same range of services?
-What level of expertise?
-Donors must continue to donate
-No identi-
cal compe-
tition
-Fundraising com-
petition from other
-High cost to consum-
er
-High quality
-Lawyers, attorneys
-Willingness to join
forces
-Keep organization
striving towards im-
provement
Competitive
Rivalary
New Enterants
Power of non-
competing
service provider
Substitute
Services
Power of
Donors
STRONG
AVERAGE
WEAK

64
The Value Chain is a strategic concept created by Michael Porter
at the Harvard Business School. The value chain consists of five
primary links and four supporting structures. The model is based
on the claim that every organization receives inputs, modifies or
manipulates those inputs, delivering the product/service through
marketing and sales procedures and providing some additional
service if need be (primary links). The quality of value added at
each primary link collectively builds an organization’s competitive
advantage. The supporting structures are what allow value to be
added at each primary link. If value is lacking in any of the links
or supporting structures, an organization’s strategic competitive-
ness is weakened. By analyzing each link in the value chain, we
ascertained which activities ACCORD performs well that already
add value, and what links were weak or need improvement where
value could be added to provide more economic opportunities.
The chart to the right illustrates our analysis.
VALUE CHAIN

66
“Average” because the referral process from various
outside sources such as the courts, elementary schools,
police, etc. is very informalized. There are no official
agreements that these sources must refer potential
clients specifically to ACCORD.
“Strong” because ACCORD has an 87% satisfaction
rate, they have a large pool of dedicated and passionate
volunteers and offer a comprehensive list of mediation
services.
“Average” because ACCORD almost always is able to
encourage clients to come to a mediation agreement;
they provide clients with a post-satisfaction survey, but
do not adequately record contact information for the
future or make the clients adequately aware of their
other mediation services.
“Weak” because there is a general lack of brand
awareness in the Binghamton community. There social
media presence is minimal and untimely, their website
is not maintained or udated and they currently only
advertise with a few newspapers.
“Weak” because there are virtually no followup pro-
cedures with clients.
VALUE CHAIN CONTINUED
Operations
Inbound
Logistcs
Outbound
Logistcs
Marketing
&
Sales
Service

67
“Average” due to the fact that ACCORD is un-
derstaffed, the staff they have are overextended and
many duties are neglected. In addition Kacey is
forced to micromanage and take on more repson-
sibilites than necessary.
“Average” due to the fact that employee evalua-
tions and professional development are moderate.
“Weak” due to the fact that computers are outdat-
ed, databases are not functional and do not provide
accurate or reliable data, and ACCORD lacks the
technology to analyze customer trends and conduct
business analysis.
“Average” due to the fact that their location is not
in an ideal location but ACCORD is researching
new locations at the moment of printing. In ad-
dition, procurement expenses are not high but do
comprise the majority of ACCORD’s costs.
Firm Infrastructure
Human Resource
Management
Technology
Development
Procurement

68
SWOT Analysis
A SWOT analysis is a simple model which outlines an organization’s strengths
and weaknesses, and also potential opportunities and threats to look out for. It
serves as the perfect tool to
identify how to optimize the overall health of your organization.
EXTERNAL
INTERNAL

69
OPPORTUNITIES
- Binghamton University is mandating its incoming
employees to be go through a mediation training class
before they are to work at the school
- Landlord-Tenant disputes are increasing in the Bing-
hamton area as the university continues to expand its
student population
- More and more agricultural disputes are taking place
as the general population of Broome County and adja-
cent counties is increasing
- Divorce rates are always increasing as time moves
forward
- Technological familiarity is increasing amongst the
genreal population as it is becoming further integrated
into our society
THREATS
- Law firms stealing business
- Competitors’ marketing more official and professional
(attorneys - updated website, brochures, etc.)
- Increased low income population that won’t be able to
afford services
- National cuts for grants awarded to non-profit
organizations
- Organizations developing their own training pro-
grams in conflict resolution

STRENGTHS
General:
- strong-willed executive director
- provides a service that is always in demand
- loyal volunteers
- effective fundraisers
- affordable services
- high customer satisfaction
- high level of dedication from stakeholders on all levels
Marketing:
-fundraisers becoming more popular (more revenue)
-corporate sponsors for 2 fundraisers
-newspaper advertisements most effective
-15 programs
-5 fee of service programs
Customer Service:
-set procedures
-staff cross trained
-very dedicated staff & volunteers
WEAKNESSES
General:
- heavily dependent on grants for funding
- recently lost safety net
- use of information systems (database)
- staff overextended
- small amount of donations and contributions
- leadership in a very central role
- in the shadow of law firms
- no business knowledge amongst employees
Marketing:
-only 1 person who does online marketing
-need to increase effectiveness of marketing sources
outside of newspapers
-need more $ to increase TV, newspaper, and radio
advertising
Customer Service:
-not much follow up
-low level of privacy within office

70
McKinsey’s 7-S Framework
- The “hard” elements are considered
strategy, structure, and systems and
these can be directly influenced by
management.
- The “soft” elements are considered
shared values, skills, style, and staff
and these are a little less tangible but
still vital to an organizations success.
- A healthy organization consists of all
7 of these elements being mutually
aligned and not pulling against each
other.

71
It seems however, that some staff is un-
motivated and the fact that a lot of busy
work is taken care of by the executive
director illustrates that the type of work
that needs to be accomplished isn’t
distributed as effectively as it could be.
___ = Strong
___ = Average
___ = Weak
ACCORD is full of talented people who
have the right ideas and skills which allows
some amazing things to be completed
within the Binghamton community.
See appendix for quarterly review recommended questions
to ask when evaluating the efficiency of ACCORD’s
operations.
An occasionally disfunctional
server and lack of an efficient
database makes for greater
difficulty in completing daily
activities.

72
DIAMOND MODEL
Managing

Change

Commitment

to
the
Strategy

Designing

Bonding
to

the

Organization

Developing

Influence

Strategic

Thinking

Leader
Tasks
Organization
Others
The effectiveness of the organization and its structure are de-
termined by the relationship between the four major elements
standing as points of the diamond and also with the mission
and values at the heart of the diamond. Success comes when
the strategy envisioned, the relationships with followers, and
the individuals themselves collectively align with the leader-
ship of the organization.

73
Based on observations, survey results, and specific questions
asked to Kacey we are able to classify the relationships between
the points of the diamond. Strong relationships are marked with
a green “s,” moderate to AVERAGE relationships are marked
with a yellow “x,” and weak relationships are marked with a red
“x.” Green shows already successful areas; yellow shows possi-
ble problem areas, and red shows areas that are in major need of
attention and improvement.
STRONG
AVERAGE
WEAK
See recomendations 3, 4 &
5 to change AVERAGE to
STRONG

74
GROWTH TRAJECTORY
The goal of a growth trajectory
matrix is to illustrate opportunities
for growth within an organization.
Gain a larger
share of
wallet
Your
Share
Expand existing services to new customers
Develop new services for new customers
Develop new services
for existing customers

75
___ = Most Opportunity
___ = Some Opportunity
___ = Little Opportunity
- ACCORD’s greatest opportunity for growth lies in offering new types of fee for service programs
catered to new customers. Also by adjusting their priceing scales they can easily boost revenue gener-
ated.
- Another less apparent opportunity for growth is offering the services it already provides to new
customers. Through modifying its marketing plans and focusing and referrals/follow-up procedures,
the organization can grow.
- Since ACCORD doesn’t typcally serve repeat customers, expanding new sevices to existing custom-
ers may not be an effective direction for the organization to take.

76
BALANCED SCORECARD
The Balanced Scorecard is a strategic planning and management system that is used ex-
tensively in business, government, and nonprofit organizations worldwide to align business
activities to the vision and strategy of the organization, improve internal and external com-
munications, and monitor organization performance against strategic goals.
The Balance Scorecard suggests that businesses and organizations use these four perspec-
tives to align with their vision and strategy and to develop metrics, collect data and analyze
the data based on these four perspectives. What questions should the organization be asking
themselves:
Vision & Strategy-Where the organization wants to be in the future and how they intend to
accomplish it
Financial Perspective - To succeed financially, how should we appear to our shareholders?
Internal Business Process -To satisfy our shareholders and customers, what business pro-
cesses must we excel at?
Organizational Capacity - To achieve our vision how will we sustain our ability to change
and improve?
Customer/Stakeholder - To achieve our vision, how should we appear to our customers?
Once those questions are asked the organization develops their strategic objectives, perfor-
mance measures and targets and what initiatives will be taken while always staying aligned
with their vision and strategy.
“City of Charlotte” article from Harvard Business School provides an excellent example of how
the Balance Scorecard is used to set policy and the vision of where they wanted the city to go.
“The Scorecard is a communication, information and learning system. Building a scorecard
helps managers link today’s actions with the achievement of today’s priorities. It encourages
accountability. And, today, we define accountability by results.”
Pam Syfert, City Manager

77
Financial Perspective
How should we appear to resource providers
Initiatives:
Increase donors
Increase Fee for Service programs
Fundraisers and endowment
Learning & Growth Perspective
How will we sustain our ability to change and
improve
Initiatives:
Improve website
Employee/volunteer monthly meetings
Training/Professional development programs
Hire intern with technical talent
Vision & Strategy:
GROW ACCORD
Recognition, financial
stability and safety net,
technology, innovation
and size
Customer Perspective
How do we appear to our
customers
Initiatives:
Service excellence
Trusted business Partners
Follow up and referral systems
Social Media and website
Business Process Perspective
What business processes
should we excel at
Initiative
Website and Social media ad-
vancement
Hire sales/marketing intern
Expand local business partners
Referral program
Updated POS--pamphlets, etc.
Newspaper, TV, Local news
advertising
Outcome
Financial Stability
Safety Net
Oucome
Increase in Efficiency
& Effectiveness
Outcome
Increased Recognition
Service Excellence
Outcome
Innovation
Employee/Volunteer Empowerment
Increased knowledge & Satisfaction

78
GOOD TO GREAT
Disciplined People Disciplined Thought Disciplined Action
Level 5
Leadership
First Who, Then
What
Confronts the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
1) Level five leaders have a deep determination to accomplish their vision and are able and willing to sacrifice personal prestige
in favor of a strong team.
2) The “first who, then what” element refers to finding the best people at what they do and empowering them to define their
own work.
3) “Confront the brutal facts” refers to facing reality and not being afraid to identify major problems in what needs to be done,
regardless of difficulty. Distorting and ignoring brutal facts isn’t a healthy way to think about strategy.
4) The hedgehog concept is figuring out what you are good at and sticking with it. It is a combination of something you love to
do, something you’re in fact really good at, and something that people will pay you to do.
5) The culture of discipline element goes hand in hand with the hedgehog concept. Decisions need to be made in alignment
with your strong suits and taking on tasks that deviate from this isn’t an intelligent strategy.
6) Technology accelerators simply refer to developing and/or utilizing a technological system that is perfectly suited to tailor
your organization’s needs and solve your organization’s problems.
The Good to Great model is used to illustrate the six basic
elements that are necessary to transform a company or
organization from mediocre to consistently superior within
their industry.

79
Disciplined People Disciplined Thought Disciplined Action
Level 5
Leadership
First Who, Then
What
Confronts the
Brutal Facts
Hedgehog
Concept
Culture of
Discipline
Technology
Accelerators
WHERE YOU STAND
___ = Good position
___ = Needs some attention
___ = Needs a lot of
attention
ACCORD has very talented and
dedicated individuals within the
organization who know how to
perform their jobs effectively.
Decisions need to consistently
be made keeping the vision of
ACCORD in mind.
Updating the current
technology ACCORD
utilizes is a necessity for
boosted
efficiency in operations.

81
FACEBOOK POST OPTIONS
This chart represents the idea type of Facebook postings that could be posted
by a Social Media Intern on a weekly basis according to the recommendation
“Increase Online Presence”

82
COMMUNITY EVENTS
CALENDARS
This table displays just a few of the FREE options available to ACCORD for online postings
of upcoming events.
Medium Name Submission Location Contact Information
Radio
WMXW
(Mix 103.3) communitybinghamton@clearchannel.com 1-855-886-0336
TV
WBNG 12
Action News
http://www.wbng.com/community-
calendar N/A
TV
WIVT/WBG
H (News
Channel 34) wivtcommunity@nc34.com N/A
TV
WICZ FOX
40 http://www.wicz.com/local/eventsform.asp N/A
Online
Seek it Local
Business
Directory
http://www.seekitlocal.com/freelisting.asp
x N/A
Online
Binghamton
Today
http://www.binghamtontoday.com/evps/ev
entry2.cfm
http://www.binghamton
today.com/contactus.cf
m?type=events

83
CURRENT MARKETING
AVENUES
Date Medium Name of Station, Channel, Newspaper, Etc. Frequency
This table can be used to track current and future avenues of marketing in order to
keep record of all advertisements in the community.

84
MARKETING OPPORTUNITIES
Medium Name Ad Title Audience Releases per week Length Price Contact Info
Newspaper Pipe Dream Classified Ad
Binghamton
University Students 2
1.) up to 25 words
2.) border 3.65"x3.175"
3.) border 3.65 x 4.82"
1.) $15
2.) $30
3.) $45
(607)777-2516
business@bupipedream.com
Newspaper Pipe Dream Display Ad Form
Binghamton
University Students 2
1.) Business Card
2.)Vertical/Horizontal
Quarter
3.) Vertical/Horizontal Half
4.) Full Page
1.) $30
2.) $180
3.)$340
4.) $620
(607)777-2516
Newspaper The Reporter
Small Business Profiles
or 2014 Community
Guide
Jewish population of
Binghamton
weekly, bi-weekly, or
monthly not specified contact for pricing
Bonnie Rozen: (607)724-2360 ext. 244
bonnie@thereportergroup.org
Newspaper
and Online Press Connects Announcements
General Binghamton
Community
advertise will run for 5
days 3 lines
$15 ($5 for each
additional line)
subclass@binghamt.gannett.com 1-
800-640-1722
Newspaper
and Online
Greater Binghamton
Business Journal BizEventz
General Binghamton
Community
print: once per week
online: daily updates not specified contact for pricing
Mary LaMacchia (315) 579-3907
news@cnybj.com
Online Pipe Dream Web Ad
Binghamton
University Students 2 Business Card - 1 Month $20
(607)777-2516
Online oodle Web Ad
General Binghamton
Community unlimited
unlimited in beginning -
generate traffic by posting
about ACCORD
free until want to
upgrade to formal
advertising sales@oodle.com
Online
Seek it Local
Business Directory
Online Advertising -
Business Listing
General Binghamton
Community daily
"Standard Package" (Name,
address, phone number,
keywords/tagging, multiple
locations, photo galleries)
$100 1-time
payment http://www.seekitlocal.com/CartIntro.aspx
Radio WHRW (90.5FM) General Advertisement
Binghamton
University Students daily not specified contact for pricing Marisa Monte pr@whrwfm.org
Radio WKGB (92.5FM)
Website Advertisement
and Radio Event
Promotion
Rock Station -
Middle Age Listeners
(male) daily not specified contact for pricing communitybinghamton@clearchannel.com
Radio
W236AP (100.5
The Drive)
and Radio Event
Promotion
Alternative - General
population daily not specified contact for pricing 607-772-1005
Radio
WHWK (98.1 The
Hawk)
and Radio Event
Promotion
Country - general
Binghamton
Population and
younger people daily not specified contact for pricing
Alex Palmieri
alex.palmieri@townsquaremedia.com
607-772-8400 (x310)
Radio
WAAL (99.1 The
Whale)
and Radio Event
Promotion
Classic Rock - could
use to find volunteers daily not specified contact for pricing
Alex Palmieri
alex.palmieri@townsquaremedia.com
607-772-8400 (x310)
Radio
WLTB (Magic
101.7)
and Radio Event
Promotion
Top-40: younger
audience
(interns/property
dispute - landlord) daily not specified contact for pricing
info@magic1017fm.com
607-748-9131
Radio
WMXW (Mix
103.3)
and Radio Event
Promotion
Adult Contemporary:
advertise fundraisers
and services daily not specified contact for pricing
communitybinghamton@clearchannel.com
1-855-886-0336
This table shows numerous advertising options in the
Binghamton Community.

85
FACEBOOK INSIGHTS
Overview chart:
USEFULNESS:
• charts total “likes”
• the amount of people who are connected to fans who “like” your page
• how many people created a “story” from your page
• the amount of people exposed to your page in any form over the week
• the dates of all your postings
Reach chart:

86
USEFULNESS:
• Organic Reach: How many people, fans or not, saw your content in the news feed, the ticker, or
directly on your page.
• Paid Reach: The total amount of people who saw an ad or sponsored story for your page in the
last 7 days.
• Viral Reach: Everyone who saw a story about the page published by a friend. These are created
by posting, “liking,” commenting, sharing, or doing another action that would lead people to your
page.
• Total Reach: The sum of organic, paid, and viral reach.
• Unique Users by Frequency: A chart showing how many people viewed content on your page
during the selected calendar week. It is sorted by the amount of times people viewed your content
Reach chart:
USEFULNESS:
• Talking About This: The amount of unique people that created a story about your page.
• Viral Reach: The number of individual users that saw a story about your page that was created by
one of their Facebook friends.
These charts and facts where taken from http://www.socialmadesimple.com/blog/face-
book-insights-explained

87
MARKETING PLAN UPDATES
Key
Specific updates to make
Cost saving area
Extra expense
The following pages relate to our recommendation for updating the 2009 Marketing Plan.
These updates pertain to topics such as specification of timeframes, time required to complete
tasks, and who specifically should be incharge of tasks. Green circles show areas where cost
savings would occur if the updates were to be made, and red circles show areas where an extra
expense would occur if the suggestion were used. These updates coupled with your own up-
dates after completing step 2 of implementation will allow you to make major strides in com-
pleting the “Update Marketing Plan” recommendation.

88
ACCORD, A Center for
Dispute Resolution, Inc.
Marketing Plan
Place year this Marketing Plan was written
so know which year(s) it is applicable for
Put logo into all caps to fit with updated
ACCORD name

89
Executive Summary
Through effective marketing strategies, ACCORD seeks to:
 Increase brand name recognition
 Increase program usage
 Increase Volunteer recruitment
 Increase revenue
While recognizing that ACCORD has room for growth in its past and existing marketing
strategies, ACCORD has several strengths and opportunities that can be utilized.
ACCORD has a very strong, dedicated volunteer base, as well as a strong history of
service to the community. This combined with the compelling mission of the agency will
enable us to move forward in the community. The main obstacle to achieving the goals
in this marketing plan is the lack of finances; every effort will be made to obtain support
for marketing through donations and grants. The marketing for ACCORD as driven by
the Marketing Team will seek to diminish our weaknesses while strengthening our
assets.
ACCORD will accomplish the goals as stated above by completing the Objectives and
Tasks stated in this Marketing Plan.
Thank you,
Kacey Ellsworth
Assistant Executive Director
State specifically the members of the
Marketing Team

90
TABLE OF CONTENTS
Executive Summary....................................................................................................... 2
Current Issue Analysis.................................................................................................. 4
Agency Name.............................................................................................................4
Strategy Statement....................................................................................................4
Mission Statement.....................................................................................................4
History of ACCORD...................................................................................................5
Current Marketing Situation..........................................................................................5
SWOT Analysis..........................................................................................................6
Strengths.................................................................................................................6
Weaknesses............................................................................................................6
Opportunities..........................................................................................................7
Threats.....................................................................................................................7
Marketing Issues.......................................................................................................8
Marketing Objectives............................................................................................…8
Marketing Strategies.............................................................................................…8
Action Plan.................................................................................................................….9
Goal/Objective-ACCORD Publications…………………………………………………..9
Goal/Objective -- Advertisement ……………………………………………………… 10
Goal/Objective –Community Awareness………………………………………………11
Budget ..........................................................................................................................12
Controls ........................................................................................................................13
Put this page before Executive Summary
since Executive Summary is the first page
listed here

91
Current Issue Analysis
Agency Name
ACCORD, A Center for Dispute Resolution, Inc.
Agency Statement (tag line)
Out of Conflict Grows Resolution
Mission Statement
ACCORD promotes peaceful alternatives to conflict through mediation and other
dispute resolution services, training, and advocacy. Through the service of trained
volunteers, ACCORD seeks to:
 Provide individuals, families, and organizations with constructive ways to resolve
conflict
 Promote safe and stable living environments for children at risk of abuse and
neglect
 Present youth with decision-making skills and alternatives to violence
 Broaden community understanding and acceptance of alternative dispute
resolution
History of ACCORD
ACCORD A Center for Dispute Resolution, Inc. was founded in 1982 and is
dedicated to assisting individuals and families find peaceful resolution to conflict.
ACCORD offers an effective alternative to the courts for the resolution of disputes. In
1985, services expanded to Tioga County and in 1992, Family Mediation Program was
added. Mediations are held at the convenience of, and at no cost to, the parties
involved. In 1995 the Special Projects program was started. Adding such things as
DSS conciliation, Lemon Law Arbitration, and Special Education Mediation.
In 1998, The Voices for Children/CASA Program (CASA) merged with ACCORD
(CASA was established as separate nonprofit agency in 1993). Court Appointed
Special Advocates (CASA’s) are trained by ACCORD to assist Broome and Tioga
County Family Court to assure the safety and permanency of abused and neglected
children. Family Court judges assign cases to CASA volunteers. CASA’s monitor the
case, give reports to the family court judge, and advocate for needed resources. In
2000, the CHOICES program was added, serving all Tioga County schools with
individual and group conflict management sessions for youth referred by the schools,
probation or other community agencies. In 2002, our staff began providing assistance to
those wishing to file petitions in Broome and Tioga County's Family Courts. ACCORD
uses interns and volunteers to support the programs through both direct services to
clients after appropriate training as well as through administrative support. The Choices

92
Program ended in January of 2004 due to the funding ending: In July of 2005 the
VFC/CASA Program expanded, adding staff and opening an office in Tioga County. In
20** The Divorce Mediation Program was added.
Programs of ACCORD
 Alternative Dispute Resolution Services
 Small Claims
 Community
 Family Court (Custody, Visitation, and Child Support.)
 Parent/Teen
 Special Education
 Early Intervention
 VESID (Vocational & Educational Services for Individuals with Disabilities)
 Mobile Homes
 Department of Labor
 Divorce
 Department Of Social Services Conciliation’s
 Lemon Law Arbitration
 Family Team Meeting
 Assisted Senior Communication
 Voices for Children –Court Appointed Special Advocate (CASA)
 Family Court Petition Intake
Current Marketing Situation
Currently the local courts (Broome and Tioga) have very heavy caseloads. In particular,
the number of cases dealing with issues such as divorce, child abuse and neglect, and
child custody, are steadily increasing. Also, due to a declining economy, more and
more individuals are making use of the social services offered in our area.
ACCORD does not directly compete with any other agency in Broome or Tioga County
for most of our programs because no other agency offers mediation or court ordered
child advocacy services to the community. The only program that we have that is in
direct competition with another program in our community is Divorce Mediation.
ACCORD’s current Marketing Strategy includes involvement at volunteer fairs,
presentations at local events and agencies, fundraising outreach, press releases, radio
and television advertising. Increasingly we are becoming a part of social networking
through Face book, Twitter, You Tube, and Linked In.
Add specific year
Divide this list into two categories: Fee-
For-Service Programs and Free Service
Programs
This is no longer true - update with new
competitor information and the services
they have
Add “online Community Events Calendars”
into the list as well if utilize “Increase On-
line Presence” strategic recommendation

93
SWOT Analysis
Strengths
 A large database of volunteers.
 Staff, Board and volunteers are committed, caring, competent, professional,
flexible, conscientious, and helpful.
 A very powerful program concept and philosophy -- high impact to our clients and
our community.
 Ability to provide mediation and advocacy to area individuals and families at little
or no cost to them.
 Agency collaborates with local agencies and the court system.
 Agency is effectively involved with state and national organizations and affiliates.
 Unique services to the community.
Weaknesses
 Volunteers are insufficiently utilized.
 Agency lacks consistent community exposure.
 Agency’s fundraising efforts are moderate at best.
 Agency’s grant writing process is weak.
 Limited staff available to research funding options.
 Current staff will not be able to serve the additional clients that will come to us as
a result of marketing measures.
 Reliant on the government and other outside sources for funds.
Opportunities
 Some counties adjacent to Broome County do not have agencies that offer
ACCORD’s services; thus, expansion into those counties may be possible.
 Mediation is a well-known method of conflict resolution.
 Various local media (i.e. newspapers, television stations, radio stations, etc.)
provide free or discounted advertising to non-profit organizations.
 The community provides an endless supply of clients.
 Grant money is available through the Voices for Children / CASA program.
 The community provides an endless supply of potential supporters, both
individual and corporate, that may be willing to fund or otherwise provide for the
various activities of ACCORD (i.e. corporate sponsorship of advertising).
 The Voices for Children / CASA program offers free, pre-produced television and
radio advertisements to all affiliates.
 The clustering of mobile homeowners in mobile home parks simplify the
marketing of ACCORD’s Mobile Home Park Mediation program.
 The police in our community can be a tremendous voice for ACCORD by making
referrals to our agency when appropriate.
 By creating and maintaining a comprehensive website, more people will be
aware of the services ACCORD offers.
Put specific # of volunteers so it can be
referred to later when deciding if more
volunteers are needed
How so? List which services are unique
and have no competitors in the area
Readdress this because survey results
show current volunteers at maximum
capacity
Readdress this point if Interns
are utilized
Analyze why more of these opportunities have not become
strengths even after four years of having them in the Marketing
Plan

94
 Re-establishing the Peer Mediation Training in our local schools that ACCORD
conducted in the past would increase funding and improve community exposure
for our agency.
 Publishing press releases in the local newspapers about our agency’s various
activities will “get the word out” about ACCORD.`
Threats
 Attorneys can potentially see ACCORD as competition.
 There are a finite number of volunteers in the community.
 There is limited funding from the government available to our agency.
 State budgetary concerns threaten to decrease the amount of funding we
currently receive.
 Other businesses in the area offer similar for-profit services (i.e. divorce
mediation).
ACCORD’s two biggest strengths are the volunteers and the agency mission. Our
agency is made up of committed and talented staff people, board members and
volunteers who work tirelessly to achieve ACCORD’s mission. The work we do to
resolve conflict and advocate for abused and neglected children is extremely relevant
and necessary. By collaborating closely with the court system and other local agencies,
ACCORD has brought significant change and hope to the community.
However, the work that ACCORD can do is limited by the agency’s lack of resources.
Decreases in government funding, rising costs, and a shortage of outside donors are
not only preventing the agency from fully achieving its current mission, but also do not
allow ACCORD to expand to meet the ever-increasing needs of the people in our area.
In addition, although more people need ACCORD’s services, a large percentage of the
people in our community are not aware of the services we offer. Likewise, although
ACCORD needs the support of the community more than ever before, many potential
supporters are unaware of our agency.
Based on these identified strengths and weaknesses, ACCORD needs to make the
public aware of our programs and services by taking advantage of local media and
establishing contact people in the community. The agency must also explore all
possible fundraising avenues for marketing public relations.
Marketing Issues
1. Inconsistent and diverse agency image (How do you portray an agency in the
media that is made up several diverse program?)
2. Ineffective Public Relations and media exposure – ineffective marketing,
publicity, lack of brand name recognition.
Add social media/online maketing as an
opportunity
List current competitors here
Reassess threats because of market
changes since 2009
Put heading of “Take Away:” here to show
the next paragraph shows the overal main
points of the above SWOT

95
3. Insufficient ties to certain aspects the community (e.g., school, businesses,
diverse populations, churches)
Marketing Objectives
1. Increase brand name recognition
2. Increase program usage
3. Increase the number of volunteers serving ACCORD
4. Increase revenue
Marketing Strategies
Product: As an agency, ACCORD trains Volunteer Mediators and Court Appointed
Special Advocates. These trained volunteers provide numerous services to the
community. Mediators provide individuals, families and organizations with constructive
ways to resolve conflict. Court Appointed Special Advocates help children find safe,
permanent homes where they can thrive and prevent children from falling through the
cracks of the system. These skilled volunteers, which ACCORD trains, and the services
which they provide to the community, are considered the “products” of ACCORD.
Price: ACCORD is a non-profit agency that provides its services at little or no cost to the
public. Capital is obtained from the following sources: grants, fundraising, corporations,
churches, civic organizations, individual sources, and fee for service programs.
Place: ACCORD primarily serves Broome and Tioga counties. Both counties are by
large rural with metropolitan centers (Binghamton and Owego, respectively). The
populations of Broome and Tioga counties are predominantly white, with small
percentages (less than 10%) of African American, American Indian and Alaska Native,
Asian, and Hispanic or Latino persons.
Customers: ACCORD’s customers are the individuals, families, and organizations our
mediation and other conflict resolution programs serve, and the children our Voices for
Children/CASA program serves. ACCORD has two target groups of customers for
public relations. The first customer group is internal, or inside the agency, and consists
of current staff, volunteers and donors. The second group of customers is external, or
outside of the agency, and consists of potential staff, volunteers, donors, and potential
clientele.
Break into 3 categories and use #s and bullet points to describe:
1. Free services
2. Fee-For-Service
3. Grants, fundraisers, corporations, curches, civic organizations, individual donations
Add Pennsyivania market because of
Agriculture Program
Remove because no longer part of
ACCORD
Add Competitors: section to list competitors and their strengths,
weaknesses, areas of expertise, and effect on ACCORD

96
Action Plan
Goal/Objective – Create and maintain original ACCORD publications (both in print and
online), and distribute them to a diverse audience.
Task 1: Update and maintain our operational website.
Who Involved: Kacey Ellsworth, Joy Lewis, Dick Squire and Julie Wist, volunteer
web-master.
Timeline: Website will be updated by July, 2010 and then reviewed quarterly
and updated after that.
What to happen: Kacey Ellsworth, Joy Lewis and Dick Squire will look at the
layout of the pages and discuss corrections. Joy and Dick will pass the
information to Julie Wist the webmaster.
Why happening: The website will help to increase brand name recognition, in
addition to keeping sponsors, donors and volunteers informed about the agency’s
current happenings, needs, accomplishments and goals.
What resources: All ACCORD staff will contribute information to the web pages
relevant to their programs and areas of expertise.
Cost: Julie Wist has donated her time and talents, and therefore the design of
the website is free. The cost to host the website is $75 per year.
Task 2: Produce and distribute ACCORD’s newsletter regularly.
Who Involved: ACCORD Staff, Broome County Information and Technology.
Timeline: A newsletter will be published in the fall and spring of each year.
What to happen: Staff will submit articles to the editor by the due date. Then the
newsletter will be printed and distributed.
Why happening: The newsletter will help to increase brand name recognition, in
addition to keeping sponsors, donors and volunteers informed about the agency’s
current happenings, needs, accomplishments and goals.
What resources: ACCORD staff will contribute information to the newsletters
relevant to their programs and areas of expertise. Editor will compile the
information and edit the material. Broome County Information and Technology
will print the newsletter. Kacey Ellsworth will organize the pick up of the
Newsletters, labeling and the mailing.
Cost: The time of the staff writes the articles and the editor to format and
compile. The total cost of postage and printing for approximately 750 -1,000
newsletters is $500.00.
Task 3: Set up a Face book page for Mediation and CASA
Who Involved: Kacey Ellsworth, Joy Lewis, Laurie Baron, and Dick Squire.
Timeline: Pages will be up and running by March 15th
2010.
What to happen: Joy will do the Face book page for CASA, Laurie will do the
Facebook page for mediation. Dick and Kacey will oversee and monitor the
information that is posted.
Why happening: Face book is a way to market the services of ACCORD and to
promote events that we will be having in the future as well as recruit volunteers.
What resources: Staff time is the main resource.
Put brochures online in PDF format so people
can access them at their convenience
Be specific
about tasks, i.e.:
“Add descrip-
tions of pro-
grams and keep
program offer-
ings, training
offerings, and
list of Board up
to date”
Be specific
about how
many years this
will continue
for
Doing this
online could cut
costs in half
Facebook page
now exists
so change to
“Maintain the
Facebook page
ACCORD - A
Center for
Dispute Reso-
lution
State how often updates will be
made (daily, weekly, etc.)

97
Cost: Staff time.
Task 4: Set up a Twitter account for Mediation and CASA
Who Involved: Kacey Ellsworth, Joy Lewis, Sally Colletti, and Dick Squire.
Timeline: Accounts will be up and running by April 15th
2010.
What to happen: Joy will do the Twitter page for CASA, Sally will do the Twitter
page for mediation. Dick and Kacey will oversee and monitor the information that
is posted.
Why happening: Twitter is a way to market the services of ACCORD, promote
events that we will be having in the future as well as have discussions or pass on
information to our volunteers and clients.
Cost: Staff time.
Task 5: Set up a LinkedIn account for Mediation and CASA
Who Involved: Kacey Ellsworth, Joy Lewis, Terry Gemmill, and Dick Squire.
Timeline: Accounts will be up and running by June 15th
2010.
What to happen: Joy will do the LinkedIn page for CASA, Sally will do the
LinkedIn page for mediation. Dick and Kacey will oversee and monitor the
information that is posted.
Why happening: LinkedIn is a way to market the services of ACCORD, have
discussions within our community or pass on information to our volunteers and
clients.
Cost: Staff time.
Task 5: Review and update all agency brochures, adding an Agency brochure.
Who Involved: Marketing Team, Staff, Kacey Ellsworth, Karen Farnham and
Dan Cargill.
Timeline: August 15, 2010.
What to happen: Marketing team will review all agency brochures. Kacey will
solicit feedback from staff. Kacey will compile all information and pass on to
Karen. Karen will complete the design. Kacey will approve and pass on to Dan
for printing.
Why happening: Having graphically consistent brochures will promote brand
name recognition.
Cost: $2,000.00.
Goal/Objective – Develop advertisements for ACCORD and Voices for Children /
CASA to be aired on television and radio, or be printed in local newspapers, and contact
local media to arrange for the airing/printing of these advertisements at specific times of
the year. Obtain individual or corporate sponsorship of advertising as necessary.
Social Media/Marketing Intern would complete
this task - no staff time would be wasted so cost
of this task would be cut Remove becuase of “Increase in Online
Presence” strategic recommendation - will
cut cost because of staff time gained back
Change date
because has not
yet occured
Put all updat-
ed brochures
on website for
easy access to
customers
Update timeline/timeframe because updated brochures
need to be printed when new services are added

98
Task 1: Produce three radio advertisements; One that addresses mediation, one
for Divorce Mediation and one that focuses on the Voices for Children/CASA
Program.
Who Involved: Marketing Team responsible for developing radio advertisement.
Timeline: Advertisement to be produced and aired by 06/30/09. Subsequent
advertisement to proceed initial training dates and as budget allows.
What to happen: Marketing Team will collect information on marking radio ads
including but not limited to cost, what involved, timelines etc. local radio stations
will produce and air the ad.
Why happening: Build awareness and exposure. To increase volunteerism as
well as brand name recognition.
What resources: Expertise in advertising dedication and creativity of the
Marketing Team, and production agency, radio station etc.
Cost: Substantial cost will be incurred to produce the advertisement. Every
effort will be made to receive donations and reductions in cost. $2,500.00 is
budgeted for this task.
Task 2: Air National CASA’s public service advertisement on local television
Station.
Who Involved: Kacey Ellsworth, Debbie Wahl, Marketing team.
Timeline: By 12/31/10 the CASA Public service announcement will have aired
multiple times.
What to happen: Debbie will call different television stations to obtain rates for
airing a public service plan for curing the PSA.
Why happening: This will build brand name recognition for the CASA program.
In turn increasing volunteerism and it has the potential for increasing revenue.
What resources: National CASA’s pre-produced Public service Announcement
will be used for this task.
Cost: Every effort will be made to obtain donated airtime.
Task 3: Develop a standard press release format that can be modified to
advertise various ACCORD events in the local newspapers and radio stations.
Who Involved: Joy Lewis will develop a standard press release. Kacey will
review and approve.
Timeline: By January 15, 2010 the standard press release will be complete.
What to happen: Joy will design a standard press release by researching
examples and options.
Why happening: Regularly submitted press releases will increase exposure with
the media outlets as well as the public in general. Standardized press releases
will ensure consistency and stability.
What resources: Time of Joy Lewis to design the standard press release.
Cost: Minimal cost for copies made of the press release.
Task 4: Submit press releases to all local radio stations, television stations and
newspapers for every training, event and accomplishment.
Who Involved: All staff, Joy Lewis, and Kacey Ellsworth.
Timeline: Press releases will be sent to media outlets a minimum of four weeks
Do 2 radio advertisements, one for Divorce Mediation and one for Free
Services provided. Because Divorce Medation has not changed since 2009 the
same advertisement can be used but create a new Free Services advertisement
Cost will be
cut because
only have to
make 1 adver-
tisement not 3
Update
timeline
with new
desired end
date
Remove
because no
longer applica-
ble with CASA
separate from
ACCORD
Continue
but list how
frequently the
press releases
should occur

ACCORD Strategic Recommendations

ACCORD Strategic Recommendations

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