2014 Bulldog Not-For-Profit Awards by Bulldog Reporter

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For more information about the Bulldog Reporter Media Relations Awards, including entry deadlines, fees and submission requirements, please go to www.bulldogreporter.com. © Copyright 2014, Bulldog Reporter–publisher of the Daily ‘Dog, Inside Health Media, PR University, Media Pro and Media Pro Pitching Alerts. Written by Talia Sinkinson

On the Cover: Havas PR and the PR Consortium Corps For Galvanizing for Giving

2014 BULLDOG NOT-FOR-PROFIT PR AWARDS FOR EXCE LLENCE IN NON-PROFIT COMMUNICATIONS

HALL OF FAME Summary of Winning Campaigns from the 2014 Bulldog Awards for Excellence in Media and Publicity Campaigns The 47 winners of the 2014 Bulldog Not-For-Profit PR Awards for Excellence in Non Profit Communications enter a pantheon of exemplary communications practitioners, and their campaigns will be summarized in this edition of the Bulldog Not-For-Profit Awards Hall of Fame magazine.

Winners were chosen exclusively by working journalists from entries representing the very best strategic and tactical prowess that PR/corporate communications has to offer. Campaigns were judged by a team of working journalists, who assessed them on the basis of their ability to achieve extraordinary visibility and influence opinion, as well as on their creativity, command of media and technology, and tenacity. This year’s Grand Prize was awarded to Havas PR and the PR consortium for their “Galvanizing for Giving” campaign. The judges awarded this campaign two Gold Awards— for Best Charitable Giving/Fundraising Campaign and Best Use of Social Media. “Havas’ ‘Galvanizing for Giving’ campaign exemplifies the best our profession can attain. It utilized sophisticated research, brilliant creative concepts and savvy media relations, especially social media. Best of all, the results were massive—and given the campaign’s worthy cause—inspiring.” observed Bulldog Reporter publisher James Sinkinson.

We now present to you the 2014 Bulldog Not-for-Profit Award Winners

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GRAND PRIZE WINNER Havas PR North America Wins Grand Prize for #GivingTuesday, a Phenomenal Social Media and Fundraising Campaign When shopping season began with Black Friday and Cyber Monday, the 92nd Street Y, in partnership with the United Nations Foundation (UNF), launched #GivingTuesday, a one-day event that united influencers, corporations and nonprofits to give back on the Tuesday after Thanksgiving. The second annual #GivingTuesday was an opportunity to rally more support—and it was up to Havas PR North America to break through retail-generated chatter and persuade reporters and the public to look beyond the big sales and into the true giving spirit. Read on as Havas PR CEO Marian Salzman explains how this social media takeover increased Twitter followers, widespread awareness and charitable giving by 90 percent year on year. The Challenge: Cause a stir over social media to bring about buzz and bucks for #GivingTuesday. Havas PR’s research showed that in 2011, Americans gave almost $300 billion to their favorite causes, but total dollars donated had yet to rebound to prerecession levels. Despite these numbers, people were spending: Holiday retail sales were increasing at a rate of 3.3 percent a year. The team knew many organizations needed help and many people were willing to give it if asked, especially if they could be reached where they live today: On social media. Thus, the campaign’s target audiences were prospective partners—official charities or for-profit businesses, schools and religious and community groups committed to volunteering for or giving back to registered charities—as well as donors and the wider public.

How should PR pros initiate partnerships? “We must first recognize the importance of emphasizing to partners that doing good is almost always good for them, too—that is, it will help our clients in building both brand and bottom line; it will enable ambassadors to further establish their good name and build connections, and it will add to organizations’ bona fides,” explains Havas PR CEO, Marian Salzman. “Once it is clearly defined in those terms, more often than not partners are quite happy to jump on board. And I say this without cynicism—call it a pragmatic approach. In a capitalist market, companies still must turn a profit, but if they can do that while also helping out for a good cause, then they are more likely to participate. We call it ‘conscientious capitalism.’” What innovative ways can PR pros better engage reporters and influencers? “Turn ‘business as usual’ on its head, in whatever way

The Strategy: Build solid relationships with partners—social media ambassadors, businesses, organizations and more. The campaign’s success depended on strong partnerships that spanned the globe. Beginning in the summer, Havas PR targeted media and deputized #GivingTuesday’s “social media ambassadors” (SMAs) and partners to expand reach. They also activated the first-ever comms corps, an alliance of top PR agencies to collectively drive communications. Together, partners kicked off #GivingTuesday with a media rollout 60 days out from launch, then tailored pitches for reporters covering key sectors like social media, philanthropy and social good. Unite under the #UNselfie. The PR pros also took the trend and word of the year—the selfie—and introduced the #UNselfie, or the selfless selfie, which asked people to celebrate generosity by posting a photo of themselves giving or sharing why they give and to which organizations. SMAs and partners were given #UNselfie toolkits.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

Instagram PR efforts allowed partners and the general public to participate in the #GivingTuesday extravaganza

B E S T N O N - P RO F I T C O M M U N I C AT I O N S C A M PA I G N O F T H E Y E A R that makes sense for your cause and goals. For example, #GivingTuesday transformed a time of mass consumerism into a day of giving back to others, or as one Forbes.com headline put it, ‘From Conspicuous Consumption to Conspicuous Compassion.” What were the most creative angles you used to pitch the media? “We were able to pitch #GivingTuesday as a movement that was taking the selfie and tweaking it to become the #UNselfie. It was another way to call out the creativity of the campaign—to show how we had tapped into a cultural movement and hijacked it for our (very good) purposes.”

through Google+ Hangouts and Twitter chats to strategize with the movement’s founders and industry experts. Our team created widgets, badges and a Thunderclap, which alone had a social reach of 2.6 million, and, in partnership with Google and Mashable, we organized the first-ever donate-able Hangout-a-thon, a 12-hour Google+ Hangout.”

How can PR pros move from telling consumers about something to getting them to do something? “Reach them where they live— on social media—and give them a job to do—and make it authentic. For #GivingTuesday, we deputized 2,500-plus partners and social media ambassadors whose mission was not just to give, but to spread the word through grassroots activations about this worthy movement. And it worked.” How did you integrate digital properties and boost reach? Havas PR’s strategies were: • Increase fans and engagement on social platforms by recruiting more SMAs and developing strategic messages, Twitter chats and events to engage new followers and audiences • Amplify #GivingTuesday partner messaging online • Provide relevant content for advocates and supporters, including new tool kits, Google+ Hangouts and educational content • Encourage a diverse community of partner organizations and individuals to rally behind #GivingTuesday and partners’ campaigns and initiatives by inspiring more community Meetups, citywide initiatives and official campaigns in partnering countries. “To build buzz around our coordinated social effort, we used the hashtag #GivingTuesday in all references to update and attract advocates. Our social media ambassadors connected regularly

Communities gathered using Meetups, citywide initiatives and official campaigns in partnering countries.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

Audiences around the globe took to social media with #UNselfie photosthat demonstrated their own creativity and unselfishness. Why do Google+ Hangouts offer a compelling marketing opportunity? “We have found Google+ Hangouts to be an ideal platform to amplify brand messaging in a very targeted way. Hangouts showcase thought leadership in a guided, monitored conversation and incorporate various other social media platforms both before and after each session. Prior to the Hangout, questions can be taken via Twitter with a bespoke hashtag to encourage audience engagement. And post-Hangout, sessions can be archived as video—for example, on YouTube or a company website.” What are the best ways to leverage visuals for PR campaigns? For #GivingTuesday, the visual element was integral to the campaign—the #UNselfies encouraged grassroots implementation of compelling visual moments. And so it goes with many of the most successful PR campaigns now. With almost every ‘SoMe’ platform today, the visual is key—from Instagram, Pinterest, SnapChat, Tumblr, YouTube … the list goes on. And of course, PR is closely intertwined with social media these days, which is to say that to a great degree, the success of PR campaigns depends on leveraging visual capabilities. The best ways to do this for PR initiatives are to incorporate visuals into the PR campaign in a very organic way and in a way that encourages the audience to participate. We hit the sweet spot of leveraging visuals with #GivingTuesday.” The Results: #GivingTuesday leads the online conversation and raises millions. On Twitter alone, the #GivingTuesday hashtag trended across the U.S. for more than 10 hours straight, was used

B E S T N O N - P RO F I T C O M M U N I C AT I O N S C A M PA I G N O F T H E Y E A R in 300,000-plus tweets by more than 175,000 unique Twitter participants and had more than 2 billion impressions on Twitter. The number of Twitter followers grew 40 percent during the week of #GivingTuesday. Facebook saw over 300 million impressions on that day, likes grew by 25 percent during the week, and reach on the Facebook page was up 440 percent from the previous week. More than 7,000 #UNselfies showed up on Instagram and other social platforms. The campaign also garnered 1.3 billion media impressions in print, online and on broadcast outlets worldwide. Finally, in the U.S., online giving increased by 90 percent compared with #GivingTuesday 2012. Secrets for Success: Read on as Salzman offers her takeaway advice and explains why the “Galvanizing Giving” campaign won the Grand Prize at the 2014 Bulldog Not-for-Profit PR Awards. • Create a cornerstone for the whole campaign. “Have a strong campaign idea. Something that hijacks a popular cultural movement can really take off quickly and well.” • Explain the mutual benefit. “Clearly communicate the value to potential partners; i.e., answer the question, ‘What does working with this cause do for me and/or my brand or business?’” • Challenge norms. “Turn ‘business as usual’ on its head, whatever that means for your particular cause or campaign.” • Focus on social. “Reach consumers where they live—on social media—and give them a job to do—and make it authentic.” Winner’s Profile As the North American earned-media and buzz agency within French holding company Havas, Havas PR North America is part of the Havas PR Global Collective. Headquartered in New York with a presence in Pittsburgh, Boston, Southern California, Austin, Texas, and Providence, R.I., the agency has seen rapid growth in the last two years and become one of the most-awarded PR agencies of its size. The PR pros are, first and foremost, newscrafters, as evidenced by the many stories they’re part of every day. Havas PR North America focuses on getting the people, causes, brands and institutions it stewards to the future first by providing them with transformative, innovative ideas. The agency is grounded in media, strategy, client service and community and believes great ideas can come from anywhere or anyone—to that end, it has created a highly entrepreneurial, collaborative culture that fosters innovation and strategic thinking by relying on the best minds regardless of title and discipline. For more information, visit us.havaspr.com.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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GOLD NYU Langone Medical Center for NYU Langone Medical Center Celebrates “Hurricane Babies” First Birthday! When Hurricane Sandy hit the New York City region, 15 million gallons of water surged into the lower levels of NYU Langone Medical Center’s main campus. Over the next 13 hours, 322 patients, including 20 babies, were safely evacuated and transferred to area hospitals. In an effort to celebrate the life of the newborns and their families with a unique birth story, the PR team sought to bring together the families, nurses and doctors and highlight the success of NYU Langone Medical Center after the negative attention it received from the evacuation during Hurricane Sandy. The PR team proactively pitched media outlets regarding the one-year birthday of the “hurricane babies.” They held a one-year birthday party for all families that gave birth to their children around the time of Hurricane Sandy and created an invitation and sent it to those families. Healthy snacks, cupcakes and teddy bears were purchased as gifts for the babies. The morning of the anniversary, the team had arranged for six babies and their parents to be interviewed on the “Today” show with Matt Lauer. They met the families at the studio and prepared for the interview. After the interview, the families and PR pros all gathered at the medical center’s main campus where a conference room had been transformed for the birthday party. As the families arrived, they were cosseted and began mingling with doctors and nurses, while the babies ate and played. The communication staff was in the room to facilitate interviews with reporters, television and radio personal. After about an hour, they lit candles and sang to the babies and let them attempt to each have a cupcake. As the party came to an end, NYU Langone Medical Center sent them on their way with a teddy bear to always remember their special day. The team worked closely with digital specialists to make sure social media was integrated into the campaign. To do this, they created a video of one patient who gave birth during the height of the storm, when the lights were all out at the medical center. She had taken footage of the birth on her phone, and because she and her husband—and her baby—were extremely “media-genic,” the PR team was able to create a moving video that launched the NYU Langone Custom YouTube Channel. They also posted the video and pictures of the event to social media channels on Facebook, Twitter and Instagram, engaged reporters before and after the event and showed the finished video at the event. During the week of the anniversary, the story of NYU Langone Medical Center’s “hurricane babies” dominated the media. The event had significant attendance, and coverage included garnered media of over 20 original articles and segments including NBC, ABC World News, NY1 and the Huffington Post. The content both appeared in print and broadcast. There were more than 80,000 YouTube views of the video, and NYU Langone Medical Center gained hundreds of new followers across all of social media channels.

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GOLD Makovsky for JedCampus: Encouraging Safer Campuses and Creating a National Dialogue The Jed Foundation is a New York-based not-for-profit that seeks to stimulate and advance a vital dialogue about the mental health of college students. In May 2013, The Jed Foundation launched the JedCampus program—a first-of-its-kind national effort to help colleges and universities better assess their services, and publicly recognize those schools offering comprehensive mental health and suicide prevention services on campus. The program centered on a voluntary survey schools take about the current level of mental health programming. Schools whose surveys reveal sound mental health and suicide prevention services on campus are recognized publicly with a JedCampus seal, and for those schools with gaps, The Jed Foundation offers support to enhance programming. In order to support the launch of JedCampus and other awareness-raising initiatives, Makovsky, a leading independent integrated communications firm, was tapped to amplify the spotlight on this public health issue, expose the program to key audiences, and increase the number of schools that took the survey. Following extensive research, Makovsky used the summer vacation time period to educate higher-ed administrators and university presidents about the program. In May, the agency secured an exclusive article in The Chronicle of Higher Education, ensuring that the JedCampus program had the attention of busy administrators, who could work over the summer to fill out the survey. Simultaneously, Makovsky worked to place the Foundation’s executive and medical directors in stories about college, mental health, suicide prevention and emotional issues. Makovsky continued to drive the conversation through the summer by leveraging a carefully timed national press release, alongside media relations and online conversation, and continuing through “back- to-school” season. Laser-focused on the October 1 announcement, Makovsky worked backward to prepare for an onslaught of media around the announcement. The agency developed downloadable materials for those schools awarded the JedCampus Seal to customize and send to their local/regional media contacts, allowing Makovsky’s lean team to focus on national media—including an exclusive interview published on the USA Today College website on October 1. The USA Today article was paired with a national radio media tour, a Chronicle of Higher Education exclusive announcement, national press release and e-newsletter distributed from The Jed Foundation to further extend the story’s reach. The news was also discussed widely via Twitter and Facebook, thanks to carefully crafted and timed content. As a result, 165 colleges signed up to receive the Seal. An additional media touchpoint was leveraged in November, when JedCampus was accepted into Best Practice Registry’s Suicide Prevention Resource Center. The successful launch led to an expansion of the program with The Clinton Health Matters Initiative and Facebook partnerships.

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S I LV E R Richards Partners for Salvation Army Red Kettle Campaign 2013 The Salvation Army is one of the nation’s oldest and largest social services providers, and its annual Red Kettle Campaign is the longest-running and best-known fundraiser in the United States. The iconic Red Kettles are seen outside storefronts each year from the day after Thanksgiving through Christmas Eve. In its 123rd year, the campaign was faced with five fewer days to donate between Thanksgiving and Christmas, the span of the campaign, and the potential to lose $20 million in fundraising due to the shortened season.

syndicated feature story—and secured the closing-bell ceremony at the New York Stock Exchange to mark end of the season and beginning of a new year of fundraising. In addition, 30 million people tuned in to watch Selena Gomez’s Red Kettle Kickoff performance, and coverage from the national press release and print articles mentioning The Salvation Army’s Giving Tuesday efforts reached an audience of 126.9 million. All in all, Richards Partners increased impressions from the previous year by 422 percent, and The Salvation Army saw a 4.1% increase in total donations during November and December, raising over $526 million.

Starting in early November, the campaign has a steady drumbeat of activity, including the Dallas Cowboys Red Kettle Kickoff halftime show and the Rock the Red Kettle Concert, as well as corporate partnerships. For the past 17 years, the Dallas Cowboys have helped the Army kick off the bell-ringing season by announcing the Red Kettle Kickoff performer alongside the Army and participating in a satellite media tour the day before. The Red Kettles are everywhere after kickoff, with additional campaign elements including a search for the world-record bell ringer and a free concert for young donors called Rock the Red Kettle. In 2013, Richards Partners was charged to elevate national media coverage throughout the season and add fresh elements into the campaign. By adding a focus to the campaign on Giving Tuesday, using the talent and corporate partnerships, and identifying national media opportunities, Richards Partners increased impressions to the campaign’s highest numbers on record. The PR pros conducted a media tour in New York City with a national spokesperson before campaign to meet with top-tier outlets. They also embarked on an unprecedented partnership with NBCUniversal to produce a takeover on Giving Tuesday and helped announce Selena Gomez as Red Kettle Kickoff talent during a press conference, followed by national media interviews and satellite media tour interviews. Richard Partners executed two Google Hangouts and distributed downloadable video and images through national multimedia news releases for each talent announcement and Red Kettle Kickoff. Then, in response to icy weather affecting retail sales, Richards Partners distributed a national press release to bring attention to the potential shortfall in donations. Richards Partners secured two segments on Fox News and one segment on NBC Nightly News, as well as placements in USA Today and The Wall Street Journal the week of Christmas. The team encouraged charitable giving at the end of the year through a

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GOLD Purple Heart Homes for PHH Co-founder CNN Hero – Maximizing PR Opportunity CNN Heroes is a unique opportunity for any non-profit to gain significant media exposure that helps increase both awareness and contributions. In February 2013, Purple Heart Homes co-founder Dale Beatty was named a CNN Hero. A video was produced by CNN about Purple Heart Homes, and Dale Beatty was given his own CNN home page. Knowing the steps necessary to be named one of the top 10 CNN Heroes—which means additional media exposure—Purple Heart Homes wanted to maximize that exposure and take advantage of Beatty’s reason for co-founding Purple Heart Homes. Since Purple Heart Homes was co-founded by two Iraq combat-wounded Veterans, the team’s first strategy was to make a case for both Dale Beatty and John Gallina, who grew up together in the military, deployed to Iraq together and were both severely injured on November 15, 2004 when the vehicle they were riding in hit two anti-tank mines that exploded, resulting in Beatty losing both limbs below the knees and Gallina suffering from severe head and back injuries. CNN Heroes only recognizes one hero in an organization even if it has been co-founded, so the communications team needed another story produced by CNN that told Gallina’s story. They also wanted to maximize the CNN Hero campaign advantage using the company website, social media and vast networks to help build a fan base and donation base. When Beatty was selected as one of the 10 Heroes, Purple Hearts Homes wanted to boost votes for him. Purple Heart Homes sought to convince CNN to produce another video that told the viewing audience about two high school friends, who would become battle buddies for life. They would then leverage Beatty’s nomination to help Purple Heart Homes attract other grants and increase donations—and strengthen the brand, reputation and recognition of its single mission: to provide housing solutions for Service Connected Disabled Veterans. The team needed to position Purple Heart Homes and its co-founders as ‘the leading authorities on “Veteran housing issues”—and do this all with a budget of under $10,000. The campaign was wildly successful. Unique visits to the Purple Heart Homes website increased 49%, and online donations increased 41%. Purple Heart Homes received $150,000 for Dale Beatty being named a CNN Hero, and Purple Heart Homes raised more that $175,000 as a result of CNN campaign with online donations. Social media reach also spiked, reaching numerous new audiences.

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S I LV E R NAMI for It’s Time Year End Campaign NAMI developed a year-end campaign to give people an opportunity to demonstrate their support for mental health—for themselves and for others. Recognizing that taking action is key to cementing support for any cause, the “It’s Time” campaign offered direct and specific opportunities for people to get involved in advocacy, education and support for the cause through donations and raising awareness. Building off the successful 2012 year-end campaign that focused on providing a platform for people with the lived experience of mental illness to share their stories, in 2013 the campaign was conceived to expand and broaden reach. Rather than only targeting people with a lived experience of mental illness, the team wanted to incorporate everyone—because every single person in this nation is affected by mental illness. The big focus of “It’s Time” was a call to action. All digital media was focused on three major actions: Make a donation; share your story; or take a pledge to show your support by joining the public education campaign or sharing a social media post. The campaign utilized a multitude of channels including PSAs, social media, news stories, statistics, blogs, e-blasts and more. NAMI jump-started the campaign with Mental Illness Awareness Week (MIAW) efforts. MIAW had its own awareness site complete with ways to get involved in the community, tools for hosting events, templates for op-ed and policy/advocacy outreach and cross-promotion with other NAMI endeavors. NAMI used a slow-drip effect—using MIAW as a kick-off and then starting with smaller efforts moving in to bigger ones—and capitalized on timely opportunities such as “Giving Tuesday,” where NAMI ambassadors tweeted in support for NAMI. The PR team also advertised in print magazines and on Facebook as the campaign built in intensity. The campaign included a Twibbon campaign encouraging people to change their profile pictures, cover images and Twitter skins; endorsements and support from various celebrities; a PSA from the cast of Lifetime’s original series “Call Me Crazy”; a shareable hashtag #Itstime; and Facebook and Twitter ads, weekly memes and images and badges for sharing. Integrated email and digital marketing initiatives echoed the “It’s Time” theme and messages, and various print materials with artwork and featured stories were shared by individuals on the NAMI blog called “You Are Not Alone.” Donation opportunities were

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

aggressively promoted on the website and social media channels. Finally, the NAMI Facebook, Twitter and website homepages were customized to promote the campaign. The campaign raised nearly $430,000 for the millions of Americans affected by mental illness, and NAMI received over 2,900 total online gifts between October 1 and December 31, 2013. The campaign also garnered extensive media cover and social media buzz. The team was able to further educate the public by securing a position for Phil, Amy and Academy teachers (wearing their red Academy t-shirts) to ring the closing bell at the New York Stock Exchange, culminating the day’s media tour. The bell ringing provided a unique opportunity to reach business and key opinion leaders about Mickelson’s work with ExxonMobil to advance STEM education as a key to US competitiveness. The team reached out to key business media offering joint interviews with Mickelson and Dr. Jacobs during Mickelson’s appearance on the NYSE floor. Weber Shandwick leveraged social media to share the news with internal audiences and external allies, further highlighting to the public the importance of STEM education and well-equipped teachers. The Mickelson Exxon Mobil Teachers Academy Facebook page gave the campaign an effective platform to get potential teacher applicants excited, driving applications for next year’s academy. The team secured 10 media interviews, resulting in 29 placements nationwide, with 28 including Academy mentions. The broadcast segments reached an estimated audience of at least 8,784,052, with an estimated total publicity value of at least $426,353. Online segments reached an estimated audience of at least 95,064,205 unique visitors per month. Social media coverage surrounding the National Academy included a total of 880 posts appearing on Facebook and Twitter, reaching an estimated audience of 2.2 million followers.

BRONZE Havas PR North America for France in Bite-Size New York Experiences Taste of France, a nonprofit organization devoted to promoting the many wonderful attributes of France, would be returning to New York in September 2013 for a second year. Havas PR North America’s goals in working on pro bono media relations and publicity were to promote Franco-American friendship, legitimize Taste of France as a cultural affair and expand the perception of France beyond the

B E S T C A M PA I G N U N D E R $ 1 0 , 0 0 0 B U D G E T traditional stereotypes by bringing to life the country’s leadership in technology, innovation, beauty, culture, lifestyle and tourism, in addition to food and wine. Havas PR executed a full-on press push to focus media attention on Taste of France and generate pre-event buzz to drive attendance and awareness, and to amplify event partner and sponsor brands. They did it all with good old-fashioned pitching and calendar listings because the budget was zero. They also customized pitching using vendors’ experiential demonstrations. For beauty and lifestyle outlets, for example, Havas PR invited them to participate in the free demonstrations by L’Oréal and French perfumer MANE. They pitched soccer lessons for kid-friendly media, a Met Opera performance for arts publications and more. The agency managed all interviews for local and international media for day-of coverage and provided on-site press support. In addition, they packaged ongoing pre-event newsletters giving media coverage updates that Taste of France officials could share with event partners and sponsors—and arranged for some of them to ring NASDAQ’s Opening Bell. Citybuzz donated ad spots through taxi and hotel networks, and JCDecaux donated billboards. Havas PR relied heavily on the huge sample of happenings they could publicize—including the display of a jet engine by Safran and a hot air balloon flying over the park—both invented in France. Plus, Taste of France kicked off with remarks from the French Minister of Foreign Affairs and the French Minister for the Food Industry. Havas PR also shared fun facts about France in the comprehensive social media component of the campaign, which included asking the city’s top French chefs and sommeliers to help spread the word to their own followers and fans. PR efforts garnered 211 million media impressions for the event, and the weekend was covered in 90-plus local and national placements and event listings. Broadcast coverage included every major local TV outlet, and the festival was also widely covered by French media. Taste of France had a continually growing social presence: Its Facebook page added 710 likes, and @MyTasteofFrance Twitter followers grew by more than 30 percent in less than two weeks. #TasteofFrance exploded on Instagram during the event, with more than 1,200 posts documenting it in photos. Throughout the weekend, Taste of France was mentioned on social media every 28 minutes.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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GOLD Havas PR and the Communications Corps for Galvanizing for Giving In response to the shopping season that begins with Black Friday and Cyber Monday, the United Nations Foundation (UNF) and 92nd Street Y (92Y) started #GivingTuesday, a one-day event that unites influencers, corporations and nonprofits to give back on the Tuesday after Thanksgiving. The second annual #GivingTuesday, on December 3, 2013, was an opportunity to once again launch an official holiday giving season and rally support from celebrities, influentials, organizations, businesses and individuals to come together for one common purpose: Giving back to causes worldwide. To be successful, Havas PR and the Communications Corps had to break through retail-generated chatter and influence reporters and the public to look beyond Black Friday and Cyber Monday. They targeted a wide array of media and—this was key—deputized #GivingTuesday’s Social Media Ambassadors (SMAs) and partners to expand the ability to reach local and national media through tool kits and sample messaging. Through digital properties, including Twitter, Facebook, Instagram, a central website (givingtuesday.org) and a custom-built community page, the team encouraged the sharing of information and rewarded people for doing so. Before the big day, Havas PR mobilized more than 10,000 partners globally, ranging from 4Kids of South Florida to 4-H, from Bank of America partnering with Feeding America to MasterCard Singapore sending contributions to the Singapore Children’s Society. The target audience included partners and their current and potential donors. Social media’s tendency is to lean toward negativity and selfpromotion, but Havas PR overcame that by introducing the #UNselfie, taking the concept of the selfie and asking people to instead post and share an emotional connection: Why they give and which organizations they give to. Havas PR activated the first-ever comms corps, a unique alliance built with some of the top PR agencies in the world to collectively leverage their expertise and networks in order to make communications and public relations around the initiative a success. Together, they kicked off #GivingTuesday with a media rollout in September, then tailored pitches for reporters covering key sectors like social media and social good. They also empowered the 10,000-plus partners and SMAs with digital/social and #UNselfie toolkits. The kits included sample tweets and Facebook posts, sample Instagram posts, graphics, and ideas for where and how to use everything. For a coordinated social effort, Havas PR used the #GivingTuesday hashtag in all social media references to update and attract advocates. The SMAs met regularly through Google+ Hangouts and Twitter chats to strategize with the movement’s founders. The team created widgets, badges and a Thunderclap, which had a social reach of 2.6 million people, and organized the first-ever Hangout-a-thon (a 12-hour Google+ Hangout). On December 3, they inspired others by using all online platforms to share stories and photos about people who were giving back. The campaign was a social conversation heard and shared around the world. On Twitter alone, the #GivingTuesday hashtag trended across the U.S. on December 3 for more than 10 hours straight, was used in 300,000-plus tweets by more than 175,000 unique Twitter participants, and had more than 2 billion impressions on Twitter. That all works out to an average 11,208 tweets per hour, or 187 times per minute; during peak hours, #GivingTuesday was tweeted as much as 700 times per minute. The number of Twitter followers grew 40 percent during the week of #GivingTuesday. On Facebook, there were more than 300 million impressions on that day, likes grew by 25 percent during the week and reach on the Facebook page was up 440 percent from the previous week. More than 7,000 #UNselfies showed up on Instagram and other social platforms. What’s more, Havas PR garnered 1.3 billion media hits in print, online and on broadcast outlets across the world, the U.S. and local communities everywhere.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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S I LV E R Weber Shandwick for ‘World Hunger Relief Yum! Brands' annual World Hunger Relief campaign raises awareness, volunteerism and funds for the United Nations' World Food Programme (WFP) and other hunger-relief agencies. Now the world's largest private-sector hunger relief effort, it is a model of corporate social responsibility, the only one of its kind to donate 100 percent of proceeds without restrictions to the WFP and other organizations that fight world hunger. Today the campaign spans 130 countries and leverages 40,000 KFC, Pizza Hut and Taco Bell restaurants, 1.5 million employees and Yum’s vast social assets. It also features multi-Grammy-award winner and international superstar, Christina Aguilera, who volunteers her time as global hunger spokesperson. To bolster this effort, Weber Shandwick introduced a multi-lingual, multi-screen global campaign with an estimated $50 million of marketing support. Tactics were all focused on the core objectives of raising awareness, creating volunteerism and raising funds to fight hunger. A new public service announcement (PSA) featuring volunteer spokesperson Christina Aguilera included footage from Aguilera’s field visit to Rwanda. In addition to the new PSA, Aguilera raised awareness for the issue through new World Hunger Relief posters and window clings posted at KFC, Pizza Hut and Taco Bell restaurants worldwide, plus limited advertising and robust online efforts, including the campaign’s website, HungertoHope.com. A separate PSA featured David Novak, Yum! CEO and passionate advocate, and targeted business communities and aired on CNBC, FOX, Bloomberg, BBC and others, as well appearing on a Times Square Jumbotron multiple times throughout October 2013. What’s more, Louisville-based Muhammad Ali Humanitarian Awards presented by Yum! Brands Foundation honored individuals from around the globe.

broad awareness with bold new packaging showcasing WFP’s signature “red cup.” On World Food Day, Yum! launched its first-ever global day of giving to encourage volunteerism and raise funds. The team also expanded WHR to create a deeper, grassroots movement with the “Hunger2Hope Employee Volunteer Challenge” and implemented Lead2Feed World Hunger Leadership Challenge in cooperation with the USA TODAY Charitable Foundation. Multilingual releases, an internet press kit, photos, audio releases and b-roll were made for global use, while an integrated social media plan and digital advertising reached hundreds of millions of people. Yum! also continued to address hunger across the US through its Harvest program. The most important measure of success: WHR has helped provide nearly 148 million meals this past year alone. Through celebrity volunteerism and global media outreach, WHR 2014 garnered an estimated 4.3 billion earned media impressions, with more than 1.4 billion media impressions in North America. WHR efforts were promoted to KFC, Pizza Hut and Taco Bell’s community of 65M+ Facebook fans worldwide, among many other owned social outlets, and through WHR campaign materials available for Yum’s 40K stores with an estimated 115M weekly visitors.

WHR engaged employees and franchises to raise awareness, volunteers and donations: In Honduras and Ecuador franchisees volunteered at local food shelters; in the UK, KFC employees raised $1.6 million through a run/walk-a-thon; Yum! China raised $3.1 million with a social media campaign; Yum! India launched its Hunger To Hope Kitchen; and KFC South Africa’s Ad Hope campaign raised more than $5 million. In Asia, franchisees raised $175,000 in one day through its Fitness Carnival. In the US, KFC auctioned off Colonel Sanders memorabilia, and Taco Bell encouraged fans to support the #WorldHungerRelief effort by donating $1 at #Taco Bell and raised $3.2 milllion. Pizza Hut helped raise $2.5 million and

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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GOLD The Aerospace Corporation for The Aerospace Corporation's Campaign to Get Employees Back to Work On September 30, 2013, employees of The Aerospace Corporation received news that the company successfully concluded a year-long negotiation of the fiscal year 2014 contract with primary customer, the Air Force’s Space and Missile Systems Center (SMC). At midnight on October 1st, 2013, the US government, having failed to reach a budget agreement, went into a partial shutdown. Initially Aerospace leadership believed the corporation would be granted “excepted” status, whereby it continues to work. However, Aerospace received a stopwork order from the SMC customer. This stop-work order impacted more than 60 percent of Aerospace’s total workforce. The downsized corporate communications team immediately enacted its emergency communications plan. The team distributed a press release and updated all the corporate social media pages, aware that social media would be an effective external communications tool to communicate Aerospace’s partial work status. As soon as the press release was distributed to media, the team received phone calls from media outlets wanting Aerospace to comment. The team also emailed the press release to state and local constituents to ensure they knew how Aerospace was affected by the partial shutdown. Aerospace executive leadership reached out to customers, distributing the news release personally. In their conversations, leadership discussed how the partial shutdown affected their areas of work and how Aerospace would continue to support those customers. Executive leadership was in constant communications with SMC to see if there was any way to allow partial part-time work on some of the job orders. Dr. Austin, president and CEO of The Aerospace Corporation, called local, state and federal representatives to see how they could assist in getting Aerospace employees back to work. One challenge: Aerospace operates a nonprofit federally funded research and development center, and thus, the corporation cannot lobby or advertise. The team had to equip representatives with the key message that, during the shutdown, Aerospace could not perform essential, critical tasks in support of the nation’s national defense. Another challenge was preparing for an on-camera interview with the Los Angeles ABC affiliate. The ABC team contacted corporate communications just minutes ahead of time, and the communications team was in a rapid-response mode to prepare talking points and get approval for the interview. The team provided fact-finding for an op-ed article co-authored by the mayor of El Segundo, California, which was posted online and printed in the Los Angeles Times, and Congressman Henry Waxman posted a message on his website about the urgency in getting Aerospace employees back to work. In addition to the ABC interview, a furloughed corporate communications employee was interviewed by NPR. Aerospace continued to get media coverage from local and state press, and soon after the L.A. Times op-ed ran, Aerospace was authorized to work “at risk,” which means the budget responsibility would fall to SMC. Communications efforts were instrumental in ending Aerospace’s furlough sooner than it normally would have. As a reaction to Aerospace’s media coverage, SMC authorized work and brought back some employees on a part-time and/or full-time basis. Eventually, on October 17th, Congress signed a budget that allowed all employees to come back to work.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T D I S A S T E R R E L I E F C A M PA I G N

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T D I S A S T E R R E L I E F C A M PA I G N

S I LV E R GroundFloor Media for Establishing ColoradoUnited as the Brand and Voice of Colorado’s Recovery from the 2013 Floods In September 2013, communities throughout Colorado were devastated by torrential rains and flooding, affecting almost half of the state’s counties, resulting in nine deaths and $2 billion in property damage. Gov. John Hickenlooper empowered his cabinet staff to work with GroundFloor Media (GFM) to create a flood recovery office to help streamline communications to the public. With as many as 30 local, state and federal agencies working on recovery efforts, the new ColoradoUnited Office of Recovery organized and handled all media and social media communications so a consistent message focusing on transparency and fiscal responsibility was reaching the public.

GFM managed ColoradoUnited’s social media properties, providing up-to-the-minute updates via Facebook and Twitter. To ensure the digital properties were easily found, GFM performed a review of search engine optimization for ColoradoUnited, and offered recommendations for enhanced search results. GFM also worked with area charities and organizations to provide connections between those in need with volunteers. This included publicizing local and statewide charities that were accepting donations, and relaying how the donations were being distributed. As part of the commitment by the Governor and his chief recovery officer, the state set the goal of getting all roads damaged by the rains and flooding at least temporarily fixed by December 31, 2013. It was a tall task, with more than 485 miles of roadway across the state damaged or completely washed out. As part of the massive rebuilding project, communication was key in keeping communities informed about the progress.stores with an estimated 115M weekly visitors.

As part of the creation of the Office of Recovery, GFM helped build the office’s “ColoradoUnited” brand, including the name and logo and Web and social media properties. In addition, GFM worked with the Governor’s communications team and chief recovery officer to create a communications plan, messaging, FAQs, press releases, event calendars, a media response process and media lists. GFM also participated in ongoing crisis communication planning and strategy calls, and developed a related communication process flow and media and social media plans. In addition to getting help to those in crisis, the plan entailed focusing on economic and tourism issues. While many communities were in crisis, much of the state was not directly affected by the floods but would be dramatically impacted by a related loss of tourism. As part of the communications plan, the framework set up for the ColoradoUnited Office of Recovery helped create a “playbook” and “strategic plan” that can live beyond the current recovery effort. From a media perspective, GFM monitored and tracked all coverage of the flooding and designed outreach and messaging to counter negative impressions of the state. With a framework in place, GFM worked with the various recovery agencies to share ongoing updates with the media and the public through social media. GFM reacted to and proactively secured coverage with local and national media outlets. GFM triaged incoming media requests to ColoradoUnited’s media line and email address, and provided messaging and media training for spokespeople. GFM also monitored media coverage and responded to outlets when facts were misconstrued or when story angles were unfair or did not include all the relevant facts.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T G R E E N / E N V I RO N M E N TA L / S U S TA I N A B I L I T Y C A M PA I G N

GOLD Havas PR Global Collective for Creating a Global Media Team to Move Action on Climate to the Forefront When the UN’s Intergovernmental Panel on Climate Change (IPCC) released its fourth assessment report, AR-4, in 2007, insignificant errors were seized upon and exaggerated to generate controversy and cast doubt on the credibility of climate- change science. For the next report, released in three phases in 2013, the United Nations Foundation (UNF) stepped in to help support its release. The report would be only the fifth comprehensive, collaborative assessment by scientists of the state of the earth’s climate in the 25-year history of the IPCC, the group that shared the Nobel Prize with Al Gore for their work on AR-4 in 2007. AR-5 would provide the world with a clear scientific view on the current knowledge in climate change. This time around, the UNF needed a global media team to help shift the course of conversation. It chose Havas PR and its collective of affiliates as the worldwide public relations partner to help support the release of each phase, or Working Group report, in nearly a dozen target countries. Havas PR assembled a climate consortium with more than 50 professionals from the Havas PR collective’s offices and affiliates. The consortium’s 18-month assignment consists of traditional and social media outreach around key climate research projects and involves an aggressive digital strategy using the latest tools. They ensured 24/7 coverage across time zones by putting the collective’s greatest asset— local excellence that blossoms globally—to use for today’s most talked-about topic. To begin, teams undertook intensive media monitoring of climate change coverage in each target market. They curate all clips into a daily media report and distribute it to the UNF and the Havas PR global collective. The daily report, “Climate Clicks,” features up to 25 key stories—the latest news, blog posts, social media conversations—about climate change. They then developed specialized media background curriculums with the UNF and implemented them with 140 hand-picked scientists. The sessions (offered in 15 countries beginning in July 2013) gave the scientists a refresher in media relations. They then matched the scientists to Havas PR media teams, who pitched them to media outlets as local resources to comment on release day, arranged interviews and gave reporters additional background. In September 2013, Havas PR launched Climasphere.org, a website developed with the UNF as a resource hub for a specific audience of climate change influencers, including NGOs, policymakers and environmental bloggers and reporters. Climasphere includes top global climate stories and infographics, research papers, policy information and more. The depth and breadth of Climate Clicks (branded externally as Climaclicks) resulted in its inclusion. At launch, the team secured the first official U.S. response and a global exclusive from U.S. Secretary of State John Kerry on his response to WGI. In addition, they have recruited prominent international climate thought leaders to provide exclusive blog posts. Efforts extend throughout social media, including Twitter, Facebook and Google+, to disseminate the information housed on Climasphere. The largest challenge when creating Climasphere.org was time—just eight weeks from inception to launch. The Havas PR climate consortium has already generated widespread coverage of the issue worldwide, spreading the word to target audiences and starting important conversations. In September 2013, for example, the media-coached scientists were featured in stories that earned 412 million online, broadcast and print media impressions. After three months, Climasphere.org has more than 20,000 unique visits from 30-plus countries.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T I S S U E / C AU S E A D V O C AC Y C A M PA I G N

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T I S S U E / C AU S E A D V O C AC Y C A M PA I G N

S I LV E R MWW Group for The Friend Movement: The New F Word Friend Movement is a grass-roots organization that had no prior PR, no media attention and no formalized communication strategy around its pre-launch. Friend Movement, in collaboration with The Tyler Clementi Foundation, GLSEN and GLAAD, has partnered to shift the conversation in communities from anti-bullying to “profriendship.” In short, MWW was tasked with creating the initial public perspective on a foundational level. In an over-saturated anti-bully PSA vertical, Friend Movement was going to be taking a very assertive (even controversial) approach to getting the antibullying message across to media and the general public. The campaign offered up celebrities using their middle finger against the camera—a considerably crass way in the U.S. to rebuke or chastise an opponent or enemy. On top of the “The New F Word” campaign they wanted to debut, Friend Movement also wanted to cross-promote their charity concert with LeAnn Rimes and launch an extended national campaign that would take them to 40 cities across the country, taking anti-bullying supported photographs of the general public. This was all to be done within six weeks. The campaign targeted youths aged 12-25, celebrities who wished to partake in the advancement of the movement and civic-minded adults who would be willing to donate time and finances to the campaign’s travels to the four cities. MWW did a brief sentiment report of media, as well as preemptive messaging sessions for the founders, Ronnie Kroell and Elliot London, for the inevitable question about how the more conservative American public would react. MWW reached out to various entertainment and philanthropic members of the media and had them rate the campaign with their concerns. From there, MWW crafted counter-arguments to those questions and concerns for the co-founders to reiterate proactively each time they spoke with media. MWW created a working document that addressed all heavy-hitting anticipated questions. Both co-founders came from the entertainment world but had no knowledge of the public-facing side of PSAs. As such, sessions were dedicated to training them for broadcast and telephone interviews. For the campaign launch, MWW drafted a press release along with wrangling quotes from notable celebrities for use as pitching points. On the launch date, the MWW team seeded the entertainment, business and local Los Angeles media verticals. For the charity concert, MWW created a media advisory that was sent to entertainment and local Los Angeles broadcast outlets, in addition to having called various

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

paparazzi firms for the red carpet portion of the event. MWW’s efforts resulted in over 200 key individual media outlets covering the campaign launch, and most of the celebrity entertainment media covering the concert and PSAs themselves for The New F Word. The concert resulted in every major entertainment and music publication’s online sites publishing photos of the headlining talent, LeAnn Rimes. The majority of coverage was positive due to the counter-messaging MWW prepared the co-founders for. Competing organizations had all responded to the campaign in various forms—some creating partnerships due to the volume of attention Friend Movement was receiving and others looking to reassert their own campaigns in a more edgy fashion.

BRONZE MWW Group for Murphy-Goode Winery: Goode Food, Goode Wine, Goode Deeds Murphy-Goode Winery was founded in 1985 by three friends who decided to make their love for wine a reality. Murphy-Goode takes pride in their company and culture and it is reflected through their values, including “Goode Games, Goode Wine, Goode Eats and Goode Deeds.” Goode Deeds is the winery’s philanthropic arm where they offer tips on how to be a Goode Leader or how to inspire Goode. Within this effort, Murphy-Goode has partnered with Operation Homefront, a nonprofit 501(c)(3) organization that provides emergency assistance for US military troops, the families they leave behind, and wounded servicemen and women when they return home. This partnership inspired a new blend of wine from Murphy-Goode, Homefront Red, released in September 2013. For every bottle sold of Homefront Red, Murphy-Goode will make a donation to Operation Homefront with the goal of donating $300,000. There was low awareness for Murphy-Goode’s new Grill Sergeant, Dirk Yeaton, who creates Murphy-Goode wine-inspired recipes. Yeaton, a military veteran, combines his passion for food and wine with a focus on BBQ and grilling. With this food and military background, MWW understood that a the target audience could be broad, with focus on moms, wine enthusiasts and foodies, in order to effectively position the Grill Sergent as a great asset to the Murphy-Goode’s team. In order to raise awareness about the “A Few Goode Heroes”

B E S T I S S U E / C AU S E A D V O C AC Y C A M PA I G N campaign and position Murphy-Goode as a Do Goode company, MWW needed to spread the word about the campaign and its benefits to the larger public. The PR team issued a press release on the national winners of “A Few Goode Heroes” and announced the news of the Grill Sergeant Executive Chef hire, offering him as spokesperson for cooking segments. They sent top wine, food and military writers bottles of Homefront Red for sampling, along with information on Murphy-Goode’s commitment to veterans. A press release also helped launch Homefront Red to national media, and a local market media tour with the winemaker and CMO raised visibility in key markets. MWW thought it necessary to engage media during key times to spread the word about Murphy-Goode’s commitment to Operation Homefront. To do so, MWW helped host a July 4th event honoring the winner of “A Few Goode Heroes” campaign at Busch Stadium in St. Louis; secured a national brand-specific segment on The Daily Buzz to launch Homefront Red during the key Labor Day holiday; supported a national sales tour with media meetings in key markets with local wine writers; and created a food feature MAT release with a Grill Sergeant recipe for national distribution. MWW's overall goal was to showcase Operation Homefront’s support through various media-generated initiatives. The campaign scored over 1,000 placements and, top hits include Examiner.com, Wine Spectator, Austin Chronicle, Metro New York, Reverse Wine Snob, The Daily Buzz and Northwest Military.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T I S S U E S M A N AG E M E N T / P U B L I C A F FA I R S C A M PA I G N

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T I S S U E S M A N AG E M E N T / P U B L I C A F FA I R S C A M PA I G N

S I LV E R The Aerospace Corporation for The Aerospace Corporation's Campaign to Get Employees Back to Work On September 30, 2013, employees of The Aerospace Corporation received news that the company successfully concluded a year-long negotiation of the fiscal year 2014 contract with primary customer, the Air Force’s Space and Missile Systems Center (SMC). At midnight on October 1st, 2013, the US government, having failed to reach a budget agreement, went into a partial shutdown. Initially Aerospace leadership believed the corporation would be granted “excepted” status, whereby it continues to work. However, Aerospace received a stop-work order from the SMC customer. This stop-work order impacted more than 60 percent of Aerospace’s total workforce. The downsized corporate communications team immediately enacted its emergency communications plan. The team distributed a press release and updated all the corporate social media pages, aware that social media would be an effective external communications tool to communicate Aerospace’s partial work status. As soon as the press release was distributed to media, the team received phone calls from media outlets wanting Aerospace to comment. The team also emailed the press release to state and local constituents to ensure they knew how Aerospace was affected by the partial shutdown. Aerospace executive leadership reached out to customers, distributing the news release personally. In their conversations, leadership discussed how the partial shutdown affected their areas of work and how Aerospace would continue to support those customers. Executive leadership was in constant communications with SMC to see if there was any way to allow partial part-time work on some of the job orders. Dr. Austin, president and CEO of The Aerospace Corporation, called local, state and federal representatives to see how they could assist in getting Aerospace employees back to work. One challenge: Aerospace operates a nonprofit federally funded research and development center, and thus, the corporation cannot lobby or advertise. The team had to equip representatives with the key message that, during the shutdown, Aerospace could not perform essential, critical tasks in support of the nation’s national defense. Another challenge was preparing for an on-camera interview with the Los Angeles ABC affiliate. The ABC team contacted corporate communications just minutes ahead of time, and the communications team was in a rapid-response mode to

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

prepare talking points and get approval for the interview. The team provided fact-finding for an op-ed article co-authored by the mayor of El Segundo, California, which was posted online and printed in the Los Angeles Times, and Congressman Henry Waxman posted a message on his website about the urgency in getting Aerospace employees back to work. In addition to the ABC interview, a furloughed corporate communications employee was interviewed by NPR. Aerospace continued to get media coverage from local and state press, and soon after the L.A. Times op-ed ran, Aerospace was authorized to work “at risk,” which means the budget responsibility would fall to SMC. Communications efforts were instrumental in ending Aerospace’s furlough sooner than it normally would have. As a reaction to Aerospace’s media coverage, SMC authorized work and brought back some employees on a part-time and/or full-time basis. Eventually, on October 17th, Congress signed a budget that allowed all employees to come back to work.

BRONZE NYU Langone Medical Center for NYU Langone Medical Center Plans for Media Interest One Year After Hurricane Sandy When Hurricane Sandy hit the New York City region on October 29, 2012, 15 million gallons of water surged into the lower levels of NYU Langone Medical Center’s main campus. Over the next 13 hours, 322 patients, including babies and pregnant mothers, were safely evacuated and transferred to one of 14 area hospitals. To help maintain the reputation of a world-class medical center during the one-year anniversary, the communications team sought to provide an update on the state of the institution, highlight the medical center is open and coming back stronger than ever, and feature the continued success of NYU Langone despite suffering significant damages. Advanced preparation and research led the team to develop a comprehensive fact sheet that compiled all the information regarding the happenings of Hurricane Sandy, what the institution learned and how it has addressed the issue to prepare for the future. They invited key media personnel to attend a media tour that was developed and led by the communications team. The team arranged for the media to hear from the senior vice president of facilities management and the senior vice president of patient care services and chief nursing officer. They also trained the senior

B E S T I S S U E S M A N AG E M E N T / P U B L I C A F FA I R S C A M PA I G N management members and provided them messaging in advance. To shift the focus away from the NICU nurses who had much of the spotlight the day of the evacuation, the team planned a birthday party for all the babies born within the days surrounding the hurricane. They invited all the families who had babies during the time period and held a birthday party with press invited. They also invited the doctors and nurses who delivered the babies to attend the party to be reunited with the babies and their families. The party began with a healthy lunch, followed by children playing and interviews arranged by media. The event concluded with singing happy birthday to the children, giving them all cupcakes and teddy bears. NYU Langone circled back to key media that had made specific press requests during the evacuation that were strategic focuses for the institution to provide materials one year later. By proactively connecting with these specific outlets, the team could expect a positive story. Media pick-up consisted of 34 outlets including “NBC Today”, ABC News and the Huffington Post. For most the part, efforts of the communications department were successful in meeting the strategic goals of the hospital and further reaching its goals of being proactive in communications with both media and the general public. The team was able to maintain the institution’s reputation as a top academic medical center. Overall, the planned event was successful and remains an example of effective PR event planning that shifts focus of a negative story to a positive one.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T M E D I A R E L AT I O N S C A M PA I G N

GOLD The Michael J. Fox Foundation and Ruder Finn for Parkinson's in Prime Time After 22 years of living with Parkinson’s disease (PD) and 13 years after his retirement from acting because of progressing disease, Michael J. Fox defied all odds this past fall by returning to network television full-time in a namesake NBC sitcom. When news of Michael’s prime-time return broke, celebrity and entertainment media circles erupted with anticipation. At the same time, a different discussion emerged in the Parkinson’s community. Millions who rely on Michael and the Michael J. Fox Foundation (MJFF) as a source of optimism that the disease will one day be cured started to ask: “How can Michael return to full-time acting despite living with Parkinson’s for so long?” “Does this mean the quality of life for people with Parkinson’s is improving?” To drive thoughtful, educational coverage about PD amidst a media landscape focused on the celebrity/entertainment hype of Michael’s return to TV, Ruder Finn (RF) targeted high-impact, top-tier journalists with agenda-setting story ideas. They offered Joe Nocera of The New York Times, who had previously worked with MJFF, the opportunity to interview Michael J. Fox on behalf of the Foundation. Nocera’s op-ed highlighted Michael’s role in inspiring Parkinson’s patients and caregivers and helping to alleviate the stigma associated with PD while providing an overview of MJFF’s history and mission to innovate in the fight for a cure. In addition, a feature piece in USA TODAY examined how the PD treatment landscape has evolved since Michael’s diagnosis. A press release on MJFF’s brain health survey resulted in coverage in additional outlets. RF targeted high-impact financial/business media outlets to communicate with the “big donor” audience. To ensure the Foundation was given a strong voice in media coverage, RF crafted MJFF staff-written op-eds which resulted in a guest blog post by MJFF CEO Todd Sherer on Forbes about the Foundation’s efforts to lead collaboration in the disease research space and an op-ed by MJFF co-founder Debi Brooks in The Daily Beast discussing the power of optimism Michael embodies in addressing brain diseases. A Wall Street Journal story featured on the cover of the Business section also highlighted MJFF’s innovative research and data-sharing initiatives. To activate MJFF’s passionate supporter network, RF supported MJFF in helping promote the over 2000 “Michael J. Fox Show” premiere parties across the country hosted by MJFF’s grassroots fundraising arm. Then, RF worked closely with NBC’s affiliate marketing department to coordinate nearly 20 local broadcast stories on local NBC newscasts highlighting these premiere parties. RF We also retained a patient in MJFF’s network to byline a piece in Healthy Women.org. To capitalize on Michael’s return to TV and celebrate what researchers have achieved in the PD space, RF scored an op-ed by CEO Todd Sherer in Scientific American presenting a “to-do” list for PD researchers highlighting the most urgent unmet medical needs of those living with PD and showcasing Todd as a leader to this community. Todd also participated in a Medscape interview to discuss new PD research and recent innovations in clinical trial recruitment. Finally, an email from MJFF to its network of clinicians addressed anticipated questions in response to Michael’s return to TV. As a result of RF’s orchestration, Michael’s return to TV catalyzed a new attitude of activism and optimism. This program transformed what could have been a limited celebrity-focused effort into an extraordinary opportunity for authentic discussion on Parkinson’s disease and the state of research.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T M E D I A R E L AT I O N S C A M PA I G N

S I LV E R Crenshaw Communications for Give Credit Where Credit's Due! Crenshaw Communications & McGraw-Hill Federal Credit Union Credit unions are often viewed as the old-fashioned financial institution your grandfather belonged to for his union job. Yet, today’s credit unions are modern and tech-savvy and provide an “antidote” to the traditional big bank, offering lower fees and substantial benefits. New Jersey-based McGraw-Hill Federal Credit Union, led by charismatic CEO Shawn Gilfedder, created a financial wellness offering for corporate members as well as programs for businesses to provide up-to-the-minute financial advice to employees, thereby boosting loyalty and even productivity. The challenge? How to communicate this modern CU story to core constituencies. Crenshaw Communications’ research reflected the general news climate in showing a public disdain for banks and a lack of confidence in the big-bank model. The agency also observed a lack of compelling news on credit unions and the absence of a public voice for the category. Engagement with CU members via social media and educational events was inconsistent. To spearhead the effort, Crenshaw crafted story angles that explained and promoted the positive credit union model vs. traditional banking and for-profit institutions. The team also transformed a rather stodgy McGraw-Hill Federal Credit Union monthly Financial Literacy Series into a compelling educational event by securing top-tier business and financial journalists to present seminars on hot financial topics—and promoted the appearances via earned media placements and social sharing, including monthly Twitter chats with financial experts. Crenshaw brokered exclusive partnerships for the CU with important organizations such as the Society for Human Resources Managers (SHRM) and secured speaking engagements for McGraw-Hill CEO Gilfedder, including a keynote address at top HR conference. McGraw-Hill subject-matter experts (SMEs) were promoted to personal finance, real estate, banking and consumer media, and story angles were narrowed to appeal to niche audiences. The team also produced a client-owned consumer survey series pegged to key seasons associated with spending and saving to create compelling content exclusive to McGraw-Hill. They then tied each survey to a holiday, annual event or pop culture “hot button.” Social networks were leveraged to educate and engage with current and potential members, as well as reporters and bloggers with

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

industry-related news and trends to position McGraw-Hill Federal Credit Union as experts in the financial sector. Crenshaw promoted educational opportunities and seminars through branded hashtags and monthly Twitter chats with speakers and facilitated contests within the credit union’s membership to increase social interaction, growth and following. Industry-related conversations kept followers engaged and informed, and all positive media placements, speaking engagements, awards, case studies and surveys were “socialized” on Facebook, Twitter and LinkedIn. During Crenshaw’s tenure with McGraw-Hill Federal Credit Union, Crenshaw secured over 170 media placements, yielding +570M combined impressions. Coverage was scored in numerous top-tier outlets and included quotes from Shawn Gilfedder, McGraw-Hill Federal Credit Union leadership and subject matter experts.

BRONZE Weber Shandwick for ‘World Hunger Relief Yum! Brands' annual World Hunger Relief campaign raises awareness, volunteerism and funds for the United Nations' World Food Programme (WFP) and other hunger-relief agencies. Now the world's largest private-sector hunger relief effort, it is a model of corporate social responsibility, the only one of its kind to donate 100 percent of proceeds without restrictions to the WFP and other organizations that fight world hunger. Today the campaign spans 130 countries and leverages 40,000 KFC, Pizza Hut and Taco Bell restaurants, 1.5 million employees and Yum’s vast social assets. It also features multi-Grammy-award winner and international superstar, Christina Aguilera, who volunteers her time as global hunger spokesperson. To bolster this effort, Weber Shandwick introduced a multi-lingual, multi-screen global campaign with an estimated $50 million of marketing support. Tactics were all focused on the core objectives of raising awareness, creating volunteerism and raising funds to fight hunger. A new public service announcement (PSA) featuring volunteer spokesperson Christina Aguilera included footage from Aguilera’s field visit to Rwanda. In addition to the new PSA, Aguilera raised awareness for the issue through new World Hunger Relief posters and window clings posted at KFC, Pizza Hut and Taco Bell restaurants worldwide, plus limited advertising and robust online efforts, including the campaign’s website, HungertoHope.com. A separate PSA featured David Novak, Yum! CEO and passionate advocate, and targeted business communities and aired on CNBC,

B E S T M E D I A R E L AT I O N S C A M PA I G N FOX, Bloomberg, BBC and others, as well appearing on a Times Square Jumbotron multiple times throughout October 2013. What’s more, Louisville-based Muhammad Ali Humanitarian Awards presented by Yum! Brands Foundation honored individuals from around the globe. WHR engaged employees and franchises to raise awareness, volunteers and donations: In Honduras and Ecuador franchisees volunteered at local food shelters; in the UK, KFC employees raised $1.6 million through a run/walk-a-thon; Yum! China raised $3.1 million with a social media campaign; Yum! India launched its Hunger To Hope Kitchen; and KFC South Africa’s Ad Hope campaign raised more than $5 million. In Asia, franchisees raised $175,000 in one day through its Fitness Carnival. In the US, KFC auctioned off Colonel Sanders memorabilia, and Taco Bell encouraged fans to support the #WorldHungerRelief effort by donating $1 at #Taco Bell and raised $3.2 milllion. Pizza Hut helped raise $2.5 million and broad awareness with bold new packaging showcasing WFP’s signature “red cup.” On World Food Day, Yum! launched its first-ever global day of giving to encourage volunteerism and raise funds. The team also expanded WHR to create a deeper, grassroots movement with the “Hunger2Hope Employee Volunteer Challenge” and implemented Lead2Feed World Hunger Leadership Challenge in cooperation with the USA TODAY Charitable Foundation. Multilingual releases, an internet press kit, photos, audio releases and b-roll were made for global use, while an integrated social media plan and digital advertising reached hundreds of millions of people. Yum! also continued to address hunger across the US through its Harvest program. The most important measure of success: WHR has helped provide nearly 148 million meals this past year alone. Through celebrity volunteerism and global media outreach, WHR 2014 garnered an estimated 4.3 billion earned media impressions, with more than 1.4 billion media impressions in North America. WHR efforts were promoted to KFC, Pizza Hut and Taco Bell’s community of 65M+ Facebook fans worldwide, among many other owned social outlets, and through WHR campaign materials available for Yum’s 40K stores with an estimated 115M weekly visitors.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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GOLD Give Kids The World Communications Team for GKTW: Extreme Village Makeover Give Kids The World (GKTW) is a non-profit organization that fulfills the wishes of children with life-threatening illnesses and their families from around the world to enjoy a cost-free visit to the Central Florida attractions and to experience the magic of GKTW Village. In the 70acre “Village,” there are 146 villas for wish kids and their families. Through “Adopt-a-Villa,” a program that encourages the participation of small and large businesses to help maintain the villas, one partner, Wyndham Vacation Ownership, spearheaded a project to renovate 88 villas in need of refurbishing within a two-week period. After GKTW received ABC’s permission to use “Extreme Village Makeover,” “Good Morning America” (“GMA”) was inspired to get involved with television host and carpenter Ty Pennington to help renovate our administration building into an updated volunteer center. Walt Disney World came on board to underwrite the cost of the building update, and even Emeril Lagasse joined in the live reveal. As the project progressed, the team was blessed with unique and various opportunities to showcase its mission, values and brand to national and international audiences. The PR pros first expanded social media reach by hosting a Twitter Party and Blogger Bash before EVM started. The Blogger Bash attracted 60 bloggers who visited the Village, toured the property, had dinner with the wish families and participated in the evening’s entertainment. Afterward, 60 blogs covered Give Kids The World with a reach of 500,000 readers. The next month, GKTW used those blog posts as the basis for questions for a Twitter Party. Anyone with a Twitter account around the world was invited to participate, read the blogs and study up to answer questions posted online every five minutes and potentially win offered door prizes. GKTW posted a daily blog during the two-week renovation. These entries described things such as the “GMA” reveal, the amazing support of volunteers and the generous efforts of contractors in the area. Actions to amply find unique and inviting stories started with an audience of families and volunteers who have participated and supported GKTW activities in the past. For families in general, the team contacted family bloggers, and for volunteers in general, they contacted nonprofit traditional media. For individuals and groups affected by lifethreatening illnesses, they contacted American Health Information Association, KidsHealth and Action For Better Healthcare Management. For the travel audience, they contacted popular Orlando bloggers. They then created a strategic calendar for the next six months to garner multilingual social and traditional media placements. The popularity of a show like “Good Morning America” helped GKTW reach new audiences. International outlets such as CNN Latina and Univision offered a different way to expand the Spanish-speaking audience in the Central Florida area. The “GMA” coverage resulted in national and international attention, evident by the 22,145 increase in number of GKTW website page views. When this new audience accessed the website, they were greeted by a newly designed EVM “landing page” that featured the image of Ty Pennington and numerous “calls to action” where visitors could get involved and support GKTW by volunteering or contributing. This page also facilitated easy navigation for all the EVM blog posts, videos and other coverage of the EVM process. The purpose behind this new welcome page was to spark interest in EVM and to make EVM information more accessible for our followers. After the “GMA” reveal, GKTW had $5,400 donated on the website during the week as compared to $1,189 the previous seven days.

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GOLD Weber Shandwick for World Hunger Relief Yum! Brands’ annual World Hunger Relief campaign raises awareness, volunteerism and funds for the United Nations' World Food Programme (WFP) and other hunger-relief agencies. Now the world's largest private-sector hunger relief effort, it is a model of corporate social responsibility, the only one of its kind to donate 100 percent of proceeds without restrictions to the WFP and other organizations that fight world hunger. Today the campaign spans 130 countries and leverages 40,000 KFC, Pizza Hut and Taco Bell restaurants, 1.5 million employees and Yum’s vast social assets. It also features multi-Grammy-award winner and international superstar Christina Aguilera, who volunteers her time as global hunger spokesperson. To bolster this effort, Weber Shandwick introduced a multi-lingual, multi-screen global campaign with an estimated $50 million of marketing support. Tactics were all focused on the core objectives of raising awareness, creating volunteerism and raising funds to fight hunger. A new public service announcement (PSA) featuring volunteer spokesperson Christina Aguilera included footage from Aguilera’s field visit to Rwanda. In addition to the new PSA, Aguilera raised awareness for the issue through new World Hunger Relief posters and window clings posted at KFC, Pizza Hut and Taco Bell restaurants worldwide, plus limited advertising and robust online efforts, including the campaign’s website, HungertoHope.com. A separate PSA featured David Novak, Yum! CEO and passionate advocate, and targeted business communities and aired on CNBC, FOX, Bloomberg, BBC and others, as well appearing on a Times Square Jumbotron multiple times throughout October 2013. What’s more, Louisville-based Muhammad Ali Humanitarian Awards presented by Yum! Brands Foundation honored individuals from around the globe. WHR engaged employees and franchises to raise awareness, volunteers and donations: In Honduras and Ecuador franchisees volunteered at local food shelters; in the UK, KFC employees raised $1.6 million through a run/walk-a-thon; Yum! China raised $3.1 million with a social media campaign; Yum! India launched its Hunger To Hope Kitchen; and KFC South Africa’s Ad Hope campaign raised more than $5 million. In Asia, franchisees raised $175,000 in one day through its Fitness Carnival. In the US, KFC auctioned off Colonel Sanders memorabilia, and Taco Bell encouraged fans to support the #WorldHungerRelief effort by donating $1 at #Taco Bell and raised $3.2 milllion. Pizza Hut helped raise $2.5 million and broad awareness with bold new packaging showcasing WFP’s signature “red cup.” On World Food Day, Yum! launched its first-ever global day of giving to encourage volunteerism and raise funds. The team also expanded WHR to create a deeper, grassroots movement with the “Hunger2Hope Employee Volunteer Challenge” and implemented Lead2Feed World Hunger Leadership Challenge in cooperation with the USA TODAY Charitable Foundation. Multilingual releases, an internet press kit, photos, audio releases and b-roll were made for global use, while an integrated social media plan and digital advertising reached hundreds of millions of people. Yum! also continued to address hunger across the US through its Harvest program. The most important measure of success: WHR has helped provide nearly 148 million meals this past year alone. Through celebrity volunteerism and global media outreach, WHR 2014 garnered an estimated 4.3 billion earned media impressions, with more than 1.4 billion media impressions in North America. WHR efforts were promoted to KFC, Pizza Hut and Taco Bell’s community of 65M+ Facebook fans worldwide, among many other owned social outlets, and through WHR campaign materials available for Yum’s 40K stores with an estimated 115M weekly visitors.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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S I LV E R YMCA of Greater New York for Opening New Coney Island and Rockaway YMCA Branches As the one-year anniversary of Hurricane Sandy approached, the YMCA of Greater New York announced the opening dates of new state-of-the-art facilities in two historic and traditionally underserved beachfront communities that had been severely affected by the storm: Coney Island and the Rockaways. Through a range of PR tactics including ribbon-cutting ceremonies attended by City elected and community leaders, direct media outreach, social media engagement, media and influencer pre-opening “hard-hat” tours of the facilities, and many others, the Y successfully raised awareness of the new branches among key stakeholder audiences and highlighted the organization’s vital impact both on individual communities and the City at large. These efforts resulted in a high volume of significant media coverage supporting the Coney Island branch opening, while also building momentum and excitement for the upcoming Rockaways branch opening.

media campaign around the burying of a time capsule in the foundation of the new Coney Island branch and issued a press release announcing the appointments of Executive Directors of both branches. The new branch Web pages were continually updated with renderings, photos, construction updates and program offerings. The Coney Island branch opening generated strong media coverage results throughout 2013, with stories appearing on local television stations and in daily and community newspapers and blogs, including Bloomberg TV, CNN.com, CBSNewYork.com, WNYW-TV, NY1, New York Daily News, The Real Deal, Crain’s New York Business, and The Huffington Post, among many others. Media coverage included YMCA messaging on community building and highlighted the organization’s positive impact on the neighborhoods it serves.

To generate excitement around the new branches and awareness of the crucial services they will provide, the YMCA of Greater New York launched a multi-pronged, year-long traditional and social media campaign leading up to the first branch opening in Coney Island, and will continue outreach around the Rockaways opening in early 2014. Key campaign activities included a high-profile ribboncutting ceremony, supported by communications materials and media outreach for the official opening of the Coney Island YMCA branch. Event attendees included YMCA of Greater New York President and CEO Jack Lund; Brooklyn Borough President Marty Markowitz; District 47 Council Member Domenic M. Recchia, Jr.; and YMCA of Greater New York Board Chair Sal Maglietta. The team conducted media outreach by issuing a “Lessons Learned from Hurricane Sandy”-themed media advisory tied to the one-year October 29 anniversary of the super-storm, which included key Y takeaways concerning disaster relief and long-term community building. The Y also rang the NASDAQ opening bell to promote the new branch openings and highlight the Y’s positive impact on New York City to a new-look private “hard-hat tours” of the in-progress construction sites, and a monthly print column appeared in a local community paper detailing the progress of the Rockaway branch’s construction. The team also developed a social

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GOLD Kaiser Permanente for share.kaiserpermanente.org Kaiser Permanente’s Brand Communication team started 2013 with a premise: Increasing competition, coupled with known and unknown impacts of the Affordable Care Act, would make it harder to reach and influence critical audiences. Existing external PR websites were neither optimized for growing mobile and social audiences, nor designed to support brand journalism, in which organizations not only serve up corporate news, but become their own content hubs and compete with all companies and websites for viewers. With 30 percent fewer journalists employed in 2013 than in 2000, Kaiser surmised that more of its “owned media” would be consumed if it was presented well. They also knew that they could improve how content was presented to journalists and bloggers, and thus improve the likelihood that content would be used and cited in earned media. Kaiser decided to combine two external sites—its corporate news site and its corporate social responsibility site and launch it all on a nimble, mobile friendly platform ... in less than one year. As the team developed the site, they simultaneously focused on primary audiences and desired behaviors. Kaiser purposely chose navigation labels that conveyed action and purpose—“Thinking Healthy, Spreading Ideas, Taking Action, Making Headlines.” Design emphasized state-of-the-art SEO and an advanced ability to create custom article groups called “My Collection” that could be forwarded through a single custom URL. The team also added live feeds for Twitter handles and seven blogs, which cover everything from Kaiser’s heritage to unscripted member testimonials. The name chosen says it all: share.kaiserpermanente.org. While development proceeded, the PR pros created a 20-page stakeholder management workplan and held meetings or desktop briefings with more than 75 communications and operational executives and physician leaders across the organization. After two weeks of quality assurance work and user testing, share.kp.org launched. The site saw more than 37,000 page views in the first 24 hours, and 117,000 page views in its first week. The reception has been fantastic, and the site has become a vital destination for the public, the media, employees and anyone with an interest in Kaiser Permanente. While employees and physicians comprise the single largest audience, that audience size is about 33 percent—which means a healthy majority of the readership is coming from outside the organization.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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GOLD Havas PR North America for Joining Forces for Those Who Serve The Bob Woodruff Foundation works in partnership with thousands of organizations big and small across the country, giving them grants (to the tune of $20 million to date) so that they can serve wounded vets and their families in their communities. As the foundation’s pro bono PR team, Havas PR focuses on teamwork, too. Collaboration epitomizes great cause work, so they believe in the power of partnerships. For the past five years, the agency has paired the Bob Woodruff Foundation (BWF) with individual and corporate donors, other charitable organizations, social media experts, potential grantees, politicians, board members, important media figures, influential bloggers and media outlets (local, national and international), even fashion stylists—whomever the PR pros knew through research and networks would be key to helping the mission of the foundation: to ensure that injured veterans and their families are thriving long after they return home. For the past seven years, BWF has executed its biggest maneuver, Stand Up for Heroes, during the week of Veterans Day and the New York Comedy Festival. Bruce Springsteen has performed each year, and in 2013 his famous comrades onstage included Roger Waters, John Mayer, Bill Cosby, Jerry Seinfeld and Jon Stewart. It’s all to honor wounded service members and their families and give them a night out— for hope, healing and fun. Havas PR’s media targets for Stand Up for Heroes 2013 included entertainment, general news, military and philanthropy outlets. As in previous years, they also targeted pitches to media in the hometowns of a dozen or so veterans who would be attending the event. To get it all off the ground, they first drafted a release detailing the event and the foundation’s work, then directed letters to the local-market media and military outlets. Havas PR also coordinated interview schedules for the dozen veterans and for foundation co-founders Bob and Lee Woodruff, distributed an invitation for the pre-party (which they organized) to military and local media, and media-managed the event and the red carpet at the event’s new, bigger space at the Theater at Madison Square Garden. In addition, they drafted and distributed a media alert and red-carpet speaking points for celebrities and military, conducted extensive outreach ahead of that moment, and distributed redcarpet photos to entertainment press after it was done. Finally, Havas PR wrote and pitched a wrap-up release detailing the event’s activities and successes. In 2010, Havas PR partnered the foundation with fashion and beauty companies and celebrity stylist Mary Alice Stephenson to give makeovers to 50 female caregivers and wounded military service members who would be attending the event. That idea was so popular among the women, their dates and the media that it has continued; they pitched that aspect of the event to media, too. Throughout, the team used the foundation’s Facebook, Twitter and Instagram accounts and a website as supporting material for the press. They also took over those pages before the event to give an up-close look at the inspirational stories of the veterans who motivate the work of the Woodruff family. Plus, they developed posts for @Stand4Heroes, BWF’s handle. Havas PR’s independent social media consultancy, SocialProvidence, brought the concert to life through a live Google+ Hangout—an interactive discussion among musicians on location, celebrities and veterans on the impact of the foundation, and a free pass to part of the sold-out concert. One key tactic was integrating it with BWF’s Twitter, Facebook and Instagram platforms to deliver a unified message and increase donations by driving a social conversation around Stand Up for Heroes. All part of a pro bono package, SocialProvidence also developed and implemented a content calendar for the two weeks before the event and built buzz on social media, leveraging celebrity partnerships to drive a global conversation. The agency volunteered $120,000 worth of time (figured at $200 per hour) to help make this stand-alone charitable event a success. In 2012, Havas PR CEO Marian Salzman, who sits on the foundation’s board, threw a backyard barbecue at her home in Connecticut to raise visibility and money (many agency staff served on the Junior Committee or otherwise assisted). That evening was instrumental in beginning BWF’s courtship with PepsiCo and its partnership with #GivingTuesday, which launched later that year and allowed the foundation (and thousands of other organizations worldwide) to raise funds through microdonations and activate a new social media audience.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

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S I LV E R Purple Heart Homes USA for Purple Heart Homes and Community Coming Together to Help Disabled Veterans with Housing Solutions Purple Heart Homes, a non-profit co-founded by two Iraq combatwounded veterans, remains on a mission to provide housing solutions for Service Connected Disabled Veterans that served in all eras. Purple Heart Homes co-founders Dale Beatty and John Gallina were told when they met the obligations of their military contract to return to reintegrate back to their communities. The problem was communities were not told how to help returning veterans reintegrate. A communication gap existed and still exists to a large degree in communities throughout the US. We are attempting to solve the problem one community at a time. Of the 22.3 million veterans in the U.S., 3.2 million have returned with Service Connected Disabilities. These range from posttraumatic stress (PTS) to loss of limbs. Often when these veterans return home, they are faced with the immediate realization that their homes and apartments are not handicap accessible. The Veterans Aging in Place Program was designed to help older disabled veterans who served in Desert Storm, Vietnam, Korea or WW Il remain in their own homes longer before having to consider costly alternatives. The Veterans Home Owners Program was designed to assist veterans returning from Iraq and Afghanistan realize the dream of home ownership through the generosity of various sponsors. The Credit Repair Program developed a strategic relationship with credit unions to provide mortgages to many otherwise ineligible applicants. The campaign sought to identify key leaders in the community that would help welcome and participate in a renovation project leading to a housing solution. The communications team briefed local media and provided media advisories about the Service Connected Disabled Veteran. Video were produced to help tell the story for placement on YouTube and to share with media outlets, and key political officials were invited to help advocate for housing solutions for Service Connected Disabled Veterans. The team also pitched TV shows to participate in a project showing the viewing audience how a renovated home makes a difference in the lives of those who served the country. The primary social problem is that thousands of disabled American

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

Veterans and their caregivers fall through the cracks and do not have the means or know how to make their homes handicap accessible. Many worthy individuals and families are suffering mightily as a result. To make major breakthroughs, totally creative solutions had to be brought to the table. All in all, the campaign raised $90,000 to renovate a home for Staff Sergeant Sandra Lee. The Community of Manchester stepped up to welcome her home and made her a part of their community.

B E S T P A R T N E R S H I P W I T H C O R P O R A T E , C O M M U N I T Y, N O N - P RO F I T O R N G O O R G A N I Z AT I O N the national winners of “A Few Goode Heroes” and announced the news of the Grill Sergeant Executive Chef hire, offering him as spokesperson for cooking segments. They sent top wine, food and military writers bottles of Homefront Red for sampling, along with information on Murphy-Goode’s commitment to veterans. A press release also helped launch Homefront Red to national media, and a local market media tour with the winemaker and CMO raised visibility in key markets. MWW thought it necessary to engage media during key times to spread the word about Murphy-Goode’s commitment to Operation Homefront. To do so, MWW helped host a July 4th event honoring the winner of “A Few Goode Heroes” campaign at Busch Stadium in St. Louis; secured a national brand-specific segment on The Daily Buzz to launch Homefront Red during the key Labor Day holiday; supported a national sales tour with media meetings in key markets with local wine writers; and created a food feature MAT release with a Grill Sergeant recipe for national distribution. MWW's overall goal was to showcase Operation Homefront’s support through various media-generated initiatives. The campaign scored over 1,000 placements and, top hits include Examiner.com, Wine Spectator, Austin Chronicle, Metro New York, Reverse Wine Snob, The Daily Buzz and Northwest Military.

HONORABLE MENTION Weber Shandwick for World Hunger Relief Yum! Brands’ annual World Hunger Relief campaign raises awareness, volunteerism and funds for the United Nations' World Food Programme (WFP) and other hunger-relief agencies. Now the world's largest private-sector hunger relief effort, it is a model of corporate social responsibility, the only one of its kind to donate 100 percent of proceeds without restrictions to the WFP and other organizations that fight world hunger. Today the campaign spans 130 countries and leverages 40,000 KFC, Pizza Hut and Taco Bell restaurants, 1.5 million employees and Yum’s vast social assets. It also features multi-Grammy-award winner and international superstar Christina Aguilera, who volunteers her time as global hunger spokesperson. To bolster this effort, Weber Shandwick introduced a multi-lingual, multi-screen global campaign with an estimated $50 million of marketing support. Tactics were all focused on the core objectives

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

of raising awareness, creating volunteerism and raising funds to fight hunger. A new public service announcement (PSA) featuring volunteer spokesperson Christina Aguilera included footage from Aguilera’s field visit to Rwanda. In addition to the new PSA, Aguilera raised awareness for the issue through new World Hunger Relief posters and window clings posted at KFC, Pizza Hut and Taco Bell restaurants worldwide, plus limited advertising and robust online efforts, including the campaign’s website, HungertoHope.com. A separate PSA featured David Novak, Yum! CEO and passionate advocate, and targeted business communities and aired on CNBC, FOX, Bloomberg, BBC and others, as well appearing on a Times Square Jumbotron multiple times throughout October 2013. What’s more, Louisville-based Muhammad Ali Humanitarian Awards presented by Yum! Brands Foundation honored individuals from around the globe. WHR engaged employees and franchises to raise awareness, volunteers and donations: In Honduras and Ecuador franchisees volunteered at local food shelters; in the UK, KFC employees raised $1.6 million through a run/walk-a-thon; Yum! China raised $3.1 million with a social media campaign; Yum! India launched its Hunger To Hope Kitchen; and KFC South Africa’s Ad Hope campaign raised more than $5 million. In Asia, franchisees raised $175,000 in one day through its Fitness Carnival. In the US, KFC auctioned off Colonel Sanders memorabilia, and Taco Bell encouraged fans to support the #WorldHungerRelief effort by donating $1 at #Taco Bell and raised $3.2 milllion. Pizza Hut helped raise $2.5 million and broad awareness with bold new packaging showcasing WFP’s signature “red cup.” On World Food Day, Yum! launched its first-ever global day of giving to encourage volunteerism and raise funds. The team also expanded WHR to create a deeper, grassroots movement with the “Hunger2Hope Employee Volunteer Challenge” and implemented Lead2Feed World Hunger Leadership Challenge in cooperation with the USA TODAY Charitable Foundation. Multilingual releases, an internet press kit, photos, audio releases and b-roll were made for global use, while an integrated social media plan and digital advertising reached hundreds of millions of people. Yum! also continued to address hunger across the US through its Harvest program. The most important measure of success: WHR has helped provide nearly 148 million meals this past year alone. Through celebrity volunteerism and global media outreach, WHR 2014 garnered an estimated 4.3 billion earned media impressions, with more than 1.4 billion media impressions in North America. WHR efforts were promoted to KFC, Pizza Hut and Taco Bell’s community of 65M+ Facebook fans worldwide, among many other owned social outlets, and through WHR campaign materials available for Yum’s 40K stores with an estimated 115M weekly visitors.

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GOLD Epic PR Group for Putting Resources in Members’ Hands for The Private Practice Section of the American Physical Therapy Association (PPS) is a nonprofit member organization created in 1956 to champion the success of physical therapist-owned businesses. The organization’s members include entrepreneurs and business owners who demonstrate leadership and innovation in the field of healthcare. Originally, PPS retained Epic PR Group (Epic) to develop, execute and lead a strategic public relations campaign designed to increase attention for PPS as a nonprofit member organization, as well as its initiatives and events. The campaign put into motion a variety of strategies and tactics that had never previously existed to build a solid communications foundation. The campaign quickly evolved to enhance the PPS member experience by creating and delivering communications tools for each member to put to use. Epic enlisted the “teach a man to fish” strategy with the goal of helping PPS members learn to create impactful, long-lasting public relations opportunities. While Epic was the driver of the campaign, significant direction and content came about by engaging PPS members as part of the process. The shift in strategies—placing the members’ needs above those of the organization introduced and brought together differing and contributing points of view, as well as collaboration among physical therapy business owners. It began an ongoing practical education of what PR is in comparison and contrast to marketing, advertising or social media, alone. It set about helping to increase PPS member recognition in their local markets, established greater name recognition for PPS in these markets, and equipped PPS and its members and increased share of the media mindshare by integrating multiple opportunities to utilize content provided to them. The campaign centered on a multitude of hard-hitting elements: Monthly press releases tailored to each member, designed to position PPS Media Corps members as experts and news sources on a variety of physical therapy, health, fitness and wellness topics; messaging for each member matching each press release topic; “how to” deliverables to assist members when talking with reporters—including how to spot a newsworthy patient success story, how to distribute a press release and how to optimize content from each press release via social media and marketing; recommendations for building exposure community events centered on press release topics to position members as leaders in their community; a two-year content calendar featuring topics for press releases, marketing and social media; and boilerplate for PPS and PPS Media Corps members. As a result of Epic’s efforts, the PPS PR Committee began to drive the direction of communications and strategy for the association. The exchange between Epic and the leadership of PPS members created a true open-door policy on PR. The campaign shed light on the complexities involved with outlining strategic business goals and achieving those goals through pursuit of an overall integrated marketing and communications plan. Members consider their press release one of the most valuable tools provided by their association. It paves the way to relationships with local reporters and enables business owners to reach healthcare consumers in their communities with useful information. The combined insider-outsider collaboration has blossomed into a dynamic effort where everyone’s talents and intelligence is on the table, helping grow the talents and intelligence of the entire member organization. And the collective body of the PPS PR Committee became equipped to tackle and overcome challenges from a variety of angles.

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S I LV E R Con Edison for Plug into Summer Fun Social Media Contest In summer 2013, Con Edison developed and implemented the “Plug into Summer Fun” social media contest. The campaign highlighted Con Edison’s partnerships with the more than 35 nonprofit organizations across New York City and Westchester that Con Edison supports through its grant-making program. The company used its social media platforms to spotlight these nonprofit partners. Con Edison’s nonprofit partners also used their social media channels to promote the contest and their partnership with Con Edison, the utility that powers New York City and Westchester.

awareness of the contest by issuing press releases, publishing two advertisements in the Daily News, sending an email to customers, retirees, and those who opted in to receive information from Con Edison and its partners. More than 19,000 individuals entered the contest in the hopes of winning a prize—an exclusive cultural experience in New York City or Westchester. In addition to fostering positive brand identity for Con Edison, the contest also positioned the company as a dynamic organization highly engaged with local community groups on a grassroots level.

Con Edison’s Facebook pages hosted the contest for six weeks from July 15 to August 23. Each day, contest entrants answered a multiple-choice trivia question about Con Edison’s nonprofit partners or energy efficiency for the chance to win a sought-after prize to exclusive New York City experiences, courtesy of Con Edison’s nonprofit partners. Winners were chosen daily via lottery and were automatically entered to win a weekly grand prize. Prizes ranged from VIP tickets to a Shakespeare in the Park production in New York City’s Central Park, to a behind-the-scenes tour of the American Museum of Natural History. Con Edison used its social media presence on Twitter and Facebook as well as print and Facebook advertisements, a promotional video, emails to customers, press releases and the Con Edison website to promote the contest. On Twitter, the contest received a high level of engagement, including retweets, favorites and @replies or mentions, with over 200 different acknowledgements of @ConEdison posts and mentions of Con Edison from users in posts about the contest. There were 1,277 total click-throughs from Twitter to the contest app, as tracked by Bit.ly. During the contest, Con Edison Twitter followers increased by 287. On Facebook, Con Edison promoted the contest across three pages: Con Edison corporate, The Power of Giving and Power of Green. The PR team promoted the contest in nearly 100 posts on the three pages. During the contest, Con Edison Facebook page 'Likes' increased by net 2,627. Con Edison also implemented a Facebook advertising campaign to raise awareness about the contest, deploying ads that promoted the daily prize. Con Edison’s video team produced a humorous promotional video featuring two Con Edison employees to introduce the contest and highlight some of the prizes. The video was promoted across Con Edison’s social media channels. In addition, Con Edison boosted

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T P R AG E N C Y F O R N O N - P RO F I T C O M M U N I C AT I O N S

GOLD Havas PR Global Collective for The Havas PR Global Collective The widespread PR agencies of global advertising and communications services group Havas united as one collective in September 2012 when Havas rebranded worldwide. The agencies in its global PR group became reinvigorated and coalesced under a number of umbrellas, most notably cause-related activities. Havas was the first global communications group to go carbon-neutral, back in 2006, so for that and many other reasons, cause truly is at its core. Havas even started a nonprofit global platform, One Young World, for young leaders to help them do something they’re already yearning to do: Change the world. In terms of ethics, the agency globally places the philosophy of doing well by doing good at the heart. To succeed, they believe in having a purpose beyond profit and focusing a huge amount of energy on causes that they believe need to be tackled to create a better world. At the same time that Havas focuses on doing good, however, the team also knows that doing good is good for business, especially for clients. As brand partners, Havas is committed to finding charities and soliciting marketplace research to best assess the causes that will click with clients’ values and make great business sense for them. Havas digs deep to understand cause from the inside out. In 2013, that included Havas PR U.K., Manchester/Edinburgh, commissioning a report on how real people view the CSR, local PR and community relations efforts of big businesses. The unique findings—including that just 19 percent of the 2,000 people surveyed doubt that national businesses have good intentions when they get involved in community projects—have been an extraordinarily successful new-business tool and provide insights to existing retail clients. And when Havas becomes financially successful itself, it gives back. Take Havas PR North America, which donates more than $1 million every year (in time and cash) for every $12 million in revenue; last year it also began mandating 100 hours of service from every team member. Whenever Havas can, it employs the “act local, think global” maxim to its greatest power. Together, in every region of the world and more than three dozen countries—a number that will change in 2014 as Havas builds on its solid foundation and creates new partnerships and identifies more acquisition targets—pro bono is what defines the culture and community of Havas PR’s global collective.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T P R AG E N C Y F O R N O N - P RO F I T C O M M U N I C AT I O N S

S I LV E R Sachs Media Group for Sachs Media Group Sachs Media Group has deep experience and a documented track record of helping not-for-profit organizations fulfill their missions and achieve strategic objectives through creative, effective and novel approaches. Leveraging an array of tactics from bartered television programming to social/digital campaigns to culturechanging community awards programs, Sachs Media’s work has helped not-for-profit organizations educate the public about childhood sexual abuse, increase child abuse reporting, increase donations of clothing and household items, promote volunteerism among high school students, increase charitable giving and make Floridians aware of their rich state history.

Group to promote fundraising and awareness. Finally, Sachs Media Group first became involved with Bridges of America—the oldest and most successful program of substance abuse treatment, transition and work release in the state of Florida—in 2011 when the Florida Department of Corrections announced budget cuts that would have resulted in the closing of two Bridges facilities. Since that time, Sachs Media Group has maintained its representation of this not-for-profit organization by providing public relations services, crisis management, event planning, and marketing and design.

Recognizing that not-for-profit organizations often have limited budgets and are always accountable to demonstrate the maximum value for every dollar spent, Sachs Media has a history of devising strategies that rely more on creativity and value than a large budget. Over the years, the agency’s successes and reputation have made not-for-profit communications a significant part of its practice. For example, Sachs Media Group branded Lauren’s Kids Foundation at its inception five years ago and since then has helped the organization conceive and implement numerous initiatives to raise awareness about childhood sexual abuse. Another example: As Florida was approaching the 500th anniversary of the arrival of Ponce de Leon to its shores, the Friends of the Museums of Florida History Foundation wanted to use the event to acquaint Floridians with the state’s rich and diverse history—and Sachs Media led the PR effort. In addition, Sachs Media Group helped the Foundation for Excellence in Education generate media coverage and raise awareness about academic gains made over the 15 years since Florida adopted education reform. The agency worked with Miami Beach Community Health Center to provide strategic counsel to mitigate controversy and public relations challenges, manage media to promote fair and balanced coverage and develop necessary messaging materials as needed. Furthermore, the Best and Brightest Awards, recognizing impressive high school students for their service and academic achievements, were created in a partnership between Sachs Media Group and World Class Schools. In addition, faced with the task of generating the significant charitable donations necessary to fund a huge level of service for people most in need in an eight-county Florida region, United Way of the Big Bend requested the services of Sachs Media

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST PUBLIC SERVICE ANNOUNCEMENT

GOLD Entertainment Software Association for Check the Ratings: A PSA Raising Awareness of Video Game Ratings & Parental Controls The Entertainment Software Association (ESA), the trade association representing leading U.S. computer and video game companies, created the Entertainment Software Rating Board (ESRB) in 1994 to provide consumers, particularly parents, with the information they need to make educated computer and video game purchasing decisions for their families. In 2013, amid a heightened national dialogue about gun violence in the U.S., the ESA sought to further educate parents about the ESRB rating system and the parental controls on all current video game devices. To accomplish its goal, ESA developed and distributed a first-of-its-kind national public service announcement (PSA) and engaged in a related public education campaign to raise greater awareness and encourage the use of these tools. The PSA reminded parents to check each game’s ESRB rating, use the ESRB’s free mobile app to learn more about game content, and set parental controls. ESA leveraged the unique interconnectivity and reach of the video game industry’s platforms and partnerships to promote the PSA. ESA further extended the PSA’s reach through national and state-level media relations, digital and social media engagement, coordination among ESA member companies and retail partners, and outreach to policymakers. First, ESA distributed the PSA by uploading the PSA to the ESRB’s YouTube channel, working with partners and retailers to increase reach and tapping TV Access to distribute a press release and the PSA video to all broadcast stations in the U.S. To engage the video game industry, ESA provided ESA members and non-members with a design guide to promote the PSA and conducted outreach to major video game industry organizations to encourage them to promote the PSA on their communications channels. They encouraged members of the ESRB Website Council to place the PSA on their respective websites and conducted outreach to members of the ESRB Retail Council. National media outreach included an exclusive pitch to Politico Playbook about the news that ESA had begun distributing the PSA and a national press release that included supportive quotes from Sen. Joe Manchin (D-WV) and Reps. Marsha Blackburn (R-TN) and Bob Goodlatte (R-VA). ESA also conducted outreach to Washington, D.C. media, parenting and women’s magazines, mommy bloggers, parenting and family beat reporters, and video game industry press. At the state level, ESA reach out to statehouse, parenting and family beat reporters and syndicated an article about the PSA and ESRB ratings. Digital and social media efforts included engaging with policymakers online, promoting the PSA on ESA’s social media properties and distributing an email to the Video Game Voters Network (VGVN) encouraging them to share the PSA link on Twitter and Facebook. ESA also tweeted a link to the PSA to partners and potential third party-supporters and developed a callout box for the homepage of the ESA website with a description and link to the PSA. Finally, ESA conducted congressional outreach to educate policy makers about the PSA and secure their assistance in expanding its distribution to their constituents. The team developed a PSA toolkit to support congressional outreach. The campaign generated more than 350 million impressions through the video game industry’s innovative technologies, interactions with consumers on digital and social media channels, and partnerships with retailers. Over 234,000 people viewed the PSA on YouTube, and the PSA is the most watched PSA in the history of the ESRB.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST PUBLIC SERVICE ANNOUNCEMENT

S I LV E R AtlantiCare for What You Need to Know about the Health Insurance Marketplace/Affordable Care Act AtlantiCare’s marketing and communications department was tasked with promoting awareness of the Health Insurance Marketplace, which was created by the Affordable Care Act. As a safety net hospital, AtlantiCare provides more Charity Care than the seven closest hospitals in the region. AtlantiCare treats emergency patients regardless of their ability to pay. Helping people enroll in health insurance or determine whether they were eligible for coverage through New Jersey FamilyCare, New Jersey's publicly funded health insurance program, which includes CHIP, Medicaid and Medicaid expansion populations, supported the vision of building healthy communities because those who are covered are more likely to seek preventive and or/early care, rather than seeking/needing more costly emergency care for a more serious condition that could have been prevented.

informed about implications of Affordable Care Act and AtlantiCare’s assistance in enrolling in Health Insurance Marketplace. Staff was also provided with lapel buttons that read “Ask Me About Health Insurance Marketplace.” Finally, the team produced a 90-second video that was posted online and ran as paid commercial. Community outreach events bolstered the initiative throughout. The campaign resulted in direct, face-to-face communication education to nearly 4,500 individuals within the target audience. Direct assistance was provided to 1,790 individuals/families in enrolling in coverage through Medicaid or coverage through the Health Insurance Marketplace. Moreover, the Health Insurance Marketplace page saw 1,034 total views, and PR materials spurred 347 calls to AtlantiCare Access Center.

AtlantiCare had 75 certified application counselors prepared to assist in the education and application process. Some of these counselors were members of the AtlantiCare Access Center, which is part of the marketing and communications department. Major challenges the team faced were the glitches the Health Insurance Marketplace experienced. AtlantiCare wanted to position itself as an important community resource without being deemed as part of the Market Place’s problem. An additional challenge was extension of the enrollment period. Messaging had to regularly be updated. To increase awareness about the Health Insurance Marketplace and the importance of health insurance, the team used a paid “AtlantiCare Building Healthy Communities” advertorial series featuring key messages about the Affordable Care Act, the Health Insurance Marketplace, AtlantiCare Primary Care Plus and AtlantiCare’s Special Care Center. They also pitched the media stories about AtlantiCare’s certified application counselors, AtlantiCare’s Special Care Centers and AtlantiCare Primary Care Plus. AtlantiCare engaged physicians and staff outside of AtlantiCare’s marketing and communications department in sharing the message about AtlantiCare’s certified application counselors through media interviews and community events. Brochure on Centers for Medicare and Medicaid Services (CMS) were distributed inside AtlantiCare and through community outreach events, and AtlantiCare staff was

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST SPECIAL EVENT/STUNT

GOLD GroundFloor Media for Jimmy & Rosalynn Carter Work Project 2013 Comes to Denver In March of 2013, GroundFloor Media (GFM) began working with Habitat for Humanity of Metro Denver (Habitat Metro Denver) to help plan and support the public relations initiatives surrounding the 2013 Jimmy & Rosalynn Carter Work Project (CWP). As part of the 30th year of the Carters’ partnership with Habitat for Humanity, Denver became one of three locations selected to participate in this week-long initiative. The program resulted in the building of 11 new townhomes and completion of critical repairs to 15 existing homes, all in Denver’s Globeville neighborhood. To accomplish the program goals, GFM and Habitat Metro Denver executed an intense, eight-month promotional campaign that included a variety of public relations components. The PR team’s work focused on message development and media training, planning and executing events and announcements, developing collateral materials, conducting media relations outreach and providing social media recommendations and support. In the months leading up to the CWP, GFM worked with Habitat Metro Denver to refine its key messaging and to develop messages specific to the CWP. The team also conducted media training sessions with Habitat Metro Denver leadership and several Habitat partner families to ensure all spokespersons were prepared to conduct live, on-camera interviews. Several individual announcements and events were created to build ongoing buzz about the CWP and to accomplish important project objectives such as soliciting volunteers for the build site and encouraging ticket sales for the Raise the Roof fundraising celebration. GFM worked with Habitat Metro Denver to plan and garner media coverage surrounding a multitude of events and announcements. For each of the events and special announcements, GFM conducted outreach to local and regional news outlets encouraging participation and pitching stories for publication. Working with Habitat Metro Denver, GFM drafted an op-ed titled “Building Solutions to Denver’s Affordable Housing Problem.” The editorial was finalized by Habitat Metro Denver, and GFM secured publication of the piece in The Denver Post, just prior to the CWP build week. The op-ed was then edited by GFM for distribution to executive directors of all other Colorado Habitat for Humanity affiliates who were encouraged to send it to their local papers. Building 11 new homes and repairing 15 existing homes in just one week takes a lot of manpower. To make the CWP a reality, the organization needed to secure more than 2,000 volunteers. Through ongoing media relations efforts, GFM and Habitat Metro Denver were able to build a strong buzz for the event and fill nearly ALL volunteer spots needed in just one day. Beyond that, the financial support that went into making this a successful event was thanks to the many sponsors secured. Through a combination of local and national corporate sponsorships, faith coalition sponsorships and individual giving, more than $3 million was raised to help fund this ambitious building event. Furthermore, more than 3,500 people attended the Raise the Roof fundraiser as part of the CWP week of events, which raised more than $600,000. Throughout the period of time the CWP was being promoted, including the October build week, more than 600 news stories mentioned the CWP either nationally or in local markets across the country. More than 400 of those stories had specific reference to Denver’s participation in the CWP. The audience reached through this media coverage is estimated at more than 672,378,000 viewers, readers and listeners.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST SPECIAL EVENT/STUNT

S I LV E R

BRONZE

NYU Langone Medical Center for Born in the Storm

Havas PR North America for France in Bite-Size New York Experiences

On October 29, 2012, Hurricane Sandy and Stone Weinstock arrived in New York City, with the hurricane inflicting destruction upon parts of the city and NYU Langone Medical Center. Yet, in the midst of a blackout and before the hospital was forced to evacuate, newborn Stone Weinstock came into the world on the labor and delivery floor. In a video by NYU Langone Medical Center, Stone's parents and grandmother and NYU Langone experts discussed the miracle of his birth.

Taste of France, a nonprofit organization devoted to promoting the many wonderful attributes of France, would be returning to New York in September 2013 for a second year. Havas PR North America’s goals in working on pro bono media relations and publicity were to promote Franco-American friendship, legitimize Taste of France as a cultural affair and expand the perception of France beyond the traditional stereotypes by bringing to life the country’s leadership in technology, innovation, beauty, culture, lifestyle and tourism, in addition to food and wine.

The ultimate goal of the video was to develop a compelling narrative about the experience of a family who delivered a baby at NYU Langone Medical Center during Hurricane Sandy—taking a look back at the positive moments of that fateful day, one year after the event occurred. The PR team wanted the piece to highlight the topquality care of the OB/GYN staff at NYU Langone and to provide access to an untold story from that dramatic night when patients were evacuated, as well as an update on how the family and baby are doing. They selected the Weinstock family, who had been willing to participate in media interviews shortly after the hurricane, and then worked with several members of the NYU Langone medical team who had been present for the delivery and evacuation. The video was shot over two days—one day spent at the Medical Center interviewing staff, and another day spent with the Weinstock family at home. The PR pros were lucky enough to speak with an entire team involved in the delivery, from the attending, to a resident, to a nurse. They were also fortunate to be able to speak not only with Stone’s parents, but also with his grandmother, who was present at the birth. And, the family was gracious enough to provide them with home video and footage and photographs of the delivery in the dark. The result was a three-minute-and-forty-one second video posted on the NYU Langone website and YouTube channel and was teased on Facebook and Twitter. Thanks to social media promotion as well as Google ad promotion, the video garnered nearly 39,000 views on YouTube. On Facebook, a promoted post had more than 127,000 views, with 301 likes, 8 comments, 62 shares and 1,200 video plays. The video was also played at a first birthday celebration NYU Langone hosted for 15 families who gave birth or were evacuated with their newborns on the night of Hurricane Sandy.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

Havas PR executed a full-on press push to focus media attention on Taste of France and generate pre-event buzz to drive attendance and awareness, and to amplify event partner and sponsor brands. They did it all with good old-fashioned pitching and calendar listings because the budget was zero. They also customized pitching using vendors’ experiential demonstrations. For beauty and lifestyle outlets, for example, Havas PR invited them to participate in the free demonstrations by L’Oréal and French perfumer MANE. They pitched soccer lessons for kid-friendly media, a Met Opera performance for arts publications and more. The agency managed all interviews for local and international media for day-of coverage and provided on-site press support. In addition, they packaged ongoing pre-event newsletters giving media coverage updates that Taste of France officials could share with event partners and sponsors—and arranged for some of them to ring NASDAQ’s Opening Bell. Citybuzz donated ad spots through taxi and hotel networks, and JCDecaux donated billboards. Havas PR relied heavily on the huge sample of happenings they could publicize—including the display of a jet engine by Safran and a hot air balloon flying over the park—both invented in France. Plus, Taste of France kicked off with remarks from the French Minister of Foreign Affairs and the French Minister for the Food Industry. Havas PR also shared fun facts about France in the comprehensive social media component of the campaign, which included asking the city’s top French chefs and sommeliers to help spread the word to their own followers and fans. PR efforts garnered 211 million media impressions for the event, and the weekend was covered in 90-plus local and national placements and event listings. Broadcast coverage included every major local TV outlet, and the festival was also widely covered by French media. Taste of France had a continually growing social

BEST SPECIAL EVENT/STUNT presence: Its Facebook page added 710 likes, and @MyTasteofFrance Twitter followers grew by more than 30 percent in less than two weeks. #TasteofFrance exploded on Instagram during the event, with more than 1,200 posts documenting it in photos. Throughout the weekend, Taste of France was mentioned on social media every 28 minutes.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST USE OF SOCIAL MEDIA

GOLD Havas PR North America for Galvanizing for Giving In response to the shopping season that begins with Black Friday and Cyber Monday, the United Nations Foundation (UNF) and 92nd Street Y (92Y) started #GivingTuesday, a one-day event that unites influencers, corporations and nonprofits to give back on the Tuesday after Thanksgiving. The second annual #GivingTuesday, on December 3, 2013, was an opportunity to once again launch an official holiday giving season and rally support from celebrities, influentials, organizations, businesses and individuals to come together for one common purpose: Giving back to causes worldwide. To be successful, Havas PR North America had to break through retail-generated chatter and influence reporters and the public to look beyond Black Friday and Cyber Monday. They targeted a wide array of media and—this was key—deputized #GivingTuesday’s Social Media Ambassadors (SMAs) and partners to expand the ability to reach local and national media through tool kits and sample messaging. Through digital properties, including Twitter, Facebook, Instagram, a central website (givingtuesday.org) and a custom-built community page, the team encouraged the sharing of information and rewarded people for doing so. Before the big day, Havas PR mobilized more than 10,000 partners globally, ranging from 4Kids of South Florida to 4-H, from Bank of America partnering with Feeding America to MasterCard Singapore sending contributions to the Singapore Children’s Society. The target audience included partners and their current and potential donors. Social media’s tendency is to lean toward negativity and selfpromotion, but Havas PR overcame that by introducing the #UNselfie, taking the concept of the selfie and asking people to instead post and share an emotional connection: Why they give and which organizations they give to. Havas PR activated the first-ever comms corps, a unique alliance built with some of the top PR agencies in the world to collectively leverage their expertise and networks in order to make communications and public relations around the initiative a success. Together, they kicked off #GivingTuesday with a media rollout in September, then tailored pitches for reporters covering key sectors like social media and social good. They also empowered the 10,000-plus partners and SMAs with digital/social and #UNselfie toolkits. The kits included sample tweets and Facebook posts, sample Instagram posts, graphics, and ideas for where and how to use everything. For a coordinated social effort, Havas PR used the #GivingTuesday hashtag in all social media references to update and attract advocates. The SMAs met regularly through Google+ Hangouts and Twitter chats to strategize with the movement’s founders. The team created widgets, badges and a Thunderclap, which had a social reach of 2.6 million people, and organized the first-ever Hangout-a-thon (a 12-hour Google+ Hangout). On December 3, they inspired others by using all online platforms to share stories and photos about people who were giving back. The campaign was a social conversation heard and shared around the world. On Twitter alone, the #GivingTuesday hashtag trended across the U.S. on December 3 for more than 10 hours straight, was used in 300,000-plus tweets by more than 175,000 unique Twitter participants, and had more than 2 billion impressions on Twitter. That all works out to an average 11,208 tweets per hour, or 187 times per minute; during peak hours, #GivingTuesday was tweeted as much as 700 times per minute. The number of Twitter followers grew 40 percent during the week of #GivingTuesday. On Facebook, there were more than 300 million impressions on that day, likes grew by 25 percent during the week and reach on the Facebook page was up 440 percent from the previous week. More than 7,000 #UNselfies showed up on Instagram and other social platforms. What’s more, Havas PR garnered 1.3 billion media hits in print, online and on broadcast outlets across the world, the U.S. and local communities everywhere.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST USE OF SOCIAL MEDIA

S I LV E R The Aerospace Corporation for The Aerospace Corporation's Tweet-Up Campaign for the Warner Brothers Gravity Movie As the operator of a federally funded research and development center (FFRDC), The Aerospace Corporation is prohibited from doing any kind of corporate marketing or advertising. There are also very severe restrictions on endorsements or apparent endorsements of any product or service. However, in a stroke of PR genius, the Aerospace communications staff devised a plan to promote the expertise of the company—on no budget—that involved partnering with Warner Bros. Studios for the Blu-ray release of their hit movie “Gravity.” In 2013, Aerospace’s Center for Orbital and Reentry Debris Studies (CORDS) experts Ted Muelhaupt, Bill Ailor, and Roger Thompson were asked to speak on camera about space debris for a short documentary titled “Collision Point” that would be included on the Blu-ray disc release of “Gravity.” “Gravity” was a 2013 science fiction thriller about astronauts attempting to survive and return to Earth after the destruction of their space shuttle and the International Space Station by orbiting debris. “Gravity” won seven Academy awards and one Golden Globe award during the 2014 Hollywood awards season. When the documentary was finished, the Aerospace PR team reviewed it for accuracy and tone to make sure the space debris experts were accurately portrayed. Determining that this was the case, they decided to organize a one-hour “tweet-up” on the corporation’s Twitter page, @AerospaceCorp, the week of the release of the Blu-ray disc. A tweet-up is a virtual meeting, usually organized around a specific topic that is initiated by a specific hashtag that the organizers then use to make announcements and keep all interested attendees posted on tweet-up details. The purpose of the tweet-up was to have Aerospace’s three orbital debris experts, along with several of the other experts featured in “Collision Point,” available to answer questions a tweet-up participant might have after seeing “Gravity.” This tweet-up was the team’s first-ever social media event. At Aerospace, a significant percentage of work is in support of government customers, and much of that work is sensitive or classified. That being the case, there is a high degree of potential risk in hosting a live social media event on corporate channels. Should an off-topic or potentially sensitive question be asked, the brand and the trusted partnership Aerospace has with its customers could be placed in jeopardy.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

Aerospace successfully secured Warner Brothers to tweet pre-event messages, and Aerospace’s social media team prepared a pre- and post-event Twitter campaign that included messages about the event, experts’ Twitter pages and Warner Bros.’ Twitter page. The campaign also used the hashtags to give the event reach and exposure. Warner Bros. produced a graphic that used art from the movie and contained all the relevant hashtags. Warner Bros. sent this graphic to its Twitter followers and Aerospace sent it to its own social media followers. Anyone following the relevant hashtags also received copies of the graphic, which promoted the Aerospace experts and the time of the tweet-up. Prior to the tweet-up, the Aerospace communications staff briefed the subject matter experts about social media protocol, what they would do during the tweet-up, and possible problems that might arise. After much preparation, Aerospace’s first social media activity proved successful and a good template for future activities in terms of the preparation required the pre-event messaging, and the actual event conduct.

BRONZE NAMI for You Are Not Alone NAMI, The National Alliance on Mental Illness is the country’s largest grassroots organization dedicated to building better lives for the millions of Americans affected by mental illness. NAMI advocates tirelessly for improved access to services for those in need, treatment and research. One of the most important roles it plays in the community is that of a supporter and a friend providing hope for those who feel they have none and reminding them that they are not alone. “You are not alone in this fight” was the theme of NAMI’s 2012 year-end campaign. Along with the massively successful campaign for donations and awareness, the PR team started a blog called “You Are Not Alone” (YANA) for individuals to share their stories of hardship, hope and recovery. This blog was featured on NAMI’s website in a running feed where people could submit their stories at any time and read the archive of stories posted by others. Through surveys and research analysis, the team found that one of the most effective and meaningful things NAMI can do as a nonprofit hoping to improve the lives of those living with mental illness is provide a platform where people can share their feelings and experiences and draw on inspiration

BEST USE OF SOCIAL MEDIA from others going through the same things. A NAMI staff member reviews submissions daily ensuring to post at least two per day. The stories are then promoted on the home page of the NAMI website and shared on its Facebook page and Twitter feed. YANA stories are often featured in NAMIâ&#x20AC;&#x2122;s other publications. Three stories were featured in the annual report and many more are included in a monthly e-newsletter, NAMI Now, and the tri-annual publication, The Advocate. The Tumblr page is accessible through a hub on the NAMI website and has the accompanying hashtag #notalone. People are also able to submit their stories via email to any NAMI staff member or through the Tumblr itself. Every story is tagged with key words so they are searchable and easy for readers to find. Every individual who submits a story that gets posted receives an email from a NAMI staff member to alert them that their story has been posted, thank them for sharing their experience and direct them to the link where they can find their post. The YANA Tumblr account receives an average of five to seven submissions per day, all of which are reviewed by a NAMI communications staff. The audience was so receptive to and appreciative of the things YANA represented that the team did not feel they could remove it once the year-end campaign was finished. They decided to keep the blog as an ongoing social media platform for users and readers to continue to share their stories, and seek support.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T U S E O F V I D E O I N A C A M PA I G N

GOLD Kaiser Permanente for City Walk Every Body Walk!, a public awareness campaign powered by Kaiser Permanente, aims to get adults walking 30 minutes a day, five days a week, to improve overall health. Walking is a simple form of exercise that most people can do. Exposing audiences to walking is the best way to prevent the effects of a sedentary lifestyle, which often result in such chronic conditions as heart disease, diabetes and depression, which represent significant costs to the healthcare system. Every Body Walk! has created more than 150 short-running films that tell compelling stories of average people and the amazing health benefits of walking. There is an extensive Every Body Walk! YouTube Channel featuring video content that is embedded across various websites with an interest in walking and active lifestyles. While Every Body Walk! launched in 2011 as a gift to the country to improve collective health, the campaign has done much to bring messages about walking to adult audiences wherever they are. That message has been conveyed through a documentary film on walking, titled “The Walking Revolution.” The television series, “City Walk,” is an additional asset that showcases walking in cities and communities across the country in cool and contemporary ways. The 8-part television series aired monthly during primetime between May—National Physical Activity Month—and November 2013. The show reached more than 50 million U.S. households through Los Angeles public television station KCET and its national satellite affiliate LinkTV. Aimed at urban millennials, “City Walk” is now available at kcet.org/citywalk and on Hulu, an online channel aggregator owned by the studios. Select “City Walk” segments are also available on everybodywalk.org. Because Every Body Walk! has a host of partners, they helped promote the show to their respective walking audiences. Those featured in the show were alerted in advance of the air dates so they could inform their stakeholders, post a link to the show or even host a screening. Enthusiasm for the show was contagious. During the season, KCET even hosted two screening events for television writers and key influencers. The events were held in Los Angeles and New York at the Soho House, a private membership club. “City Walk” is additive to the portfolio of Every Body Walk! assets. Most important, “City Walk” is an excellent example of earned media. “City Walk” is the only national show airing on KCET. The relationship between Every Body Walk! and KCET is overwhelmingly positive and, as a result, the station is a partner of the walking campaign and a strong supporter of Kaiser’s efforts. There has been media coverage of the show in traditional and online outlets. The show has proven so successful for KCET that the station has committed to broadcasting a second season of “City Walk” beginning in September 2014.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

B E S T U S E O F V I D E O I N A C A M PA I G N

S I LV E R NYU Langone Medical Center for Born in the Storm On October 29, 2012, Hurricane Sandy and Stone Weinstock arrived in New York City, with the hurricane inflicting destruction upon parts of the city and NYU Langone Medical Center. Yet, in the midst of a blackout and before the hospital was forced to evacuate, newborn Stone Weinstock came into the world on the labor and delivery floor. In a video by NYU Langone Medical Center, Stone's parents and grandmother and NYU Langone experts discussed the miracle of his birth. The ultimate goal of the video was to develop a compelling narrative about the experience of a family who delivered a baby at NYU Langone Medical Center during Hurricane Sandy—taking a look back at the positive moments of that fateful day, one year after the event occurred. The PR team wanted the piece to highlight the topquality care of the OB/GYN staff at NYU Langone and to provide access to an untold story from that dramatic night when patients were evacuated, as well as an update on how the family and baby are doing. They selected the Weinstock family, who had been willing to participate in media interviews shortly after the hurricane, and then worked with several members of the NYU Langone medical team who had been present for the delivery and evacuation. The video was shot over two days—one day spent at the Medical Center interviewing staff, and another day spent with the Weinstock family at home. The PR pros were lucky enough to speak with an entire team involved in the delivery, from the attending, to a resident, to a nurse. They were also fortunate to be able to speak not only with Stone’s parents, but also with his grandmother, who was present at the birth. And, the family was gracious enough to provide them with home video and footage and photographs of the delivery in the dark. The result was a three-minute-and-forty-one second video posted on the NYU Langone website and YouTube channel and was teased on Facebook and Twitter. Thanks to social media promotion as well as Google ad promotion, the video garnered nearly 39,000 views on YouTube. On Facebook, a promoted post had more than 127,000 views, with 301 likes, 8 comments, 62 shares and 1,200 video plays. The video was also played at a first birthday celebration NYU Langone hosted for 15 families who gave birth or were evacuated with their newborns on the night of Hurricane Sandy.

BRONZE 2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

AtlantiCare for What You Need to Know about the Health Insurance Marketplace/Affordable Care Act AtlantiCare’s marketing and communication’s Department was tasked with promoting awareness of the Health Insurance Marketplace, which was created by the Affordable Care Act. The team had produced a series of videos to promote access to care in 2013 –called AtlantiCare Advances. Each covered a topic related to access to care. They chose to use one commercial in this series to as part of the “What You Need To Know About The Health Insurance Marketplace” campaign. The video was made to increase awareness about the Health Insurance Marketplace and the importance of having a form of health insurance among approximately 8,000 existing AtlantiCare patients who were uninsured or underinsured; increase awareness among the general public about the importance of having health insurance; AtlantiCare’s certified application counselors’ role in helping the community enroll in insurance; and key components of the Affordable Care Act. The PR team decided to use a child actor to draw attention to simplicity of the message and away from controversy of the Health Insurance Marketplace website issues. The child actress addressed children through the concept of “Jessica’s Talk Show” with the message that “grown-ups” need to know how important coverage is. The video included a child-friendly “set” design—the AtlantiCare Behavioral Health play therapy room. Graphics mimicked a child’s drawing to illustrate points in the message of the video. The video was used for an 18-spot paid run on NBC-40 television and was posted to AtlantiCare YouTube and to AtlantiCare Facebook. A link to the video was spread over the AtlantiCare Intranet so staff and physicians were aware of the campaign. The PR team also pitched the video to media as an example of one way AtlantiCare was helping to educate the community about the need for health insurance and the Health Insurance Marketplace. Finally, all materials promoted a call to action that included calling AtlantiCare Access Center, part of AtlantiCare’s marketing department, to assist in linking the community to certified application counselors or answering questions about health insurance, financial assistance and/or the Health Insurance Marketplace. All in all, the campaign achieved direct, face-to-face communication education for nearly 4,500 individuals within the target audience. Direct assistance was provided to 1,790 individuals/families in enrolling in coverage through Medicaid or coverage through the

B E S T U S E O F V I D E O I N A C A M PA I G N Health Insurance Marketplace. Moreover, the Health Insurance Marketplace page saw 1,034 total views, and PR materials spurred 347 calls to AtlantiCare Access Center.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

BEST WEBSITE

S I LV E R American Society for Aesthetic Plastic Surgery for Knowledge is a Beautiful Thing-Website The recent economic recession, combined with new and in some cases unscrupulous entrants into the plastic surgery sector, had a negative impact on members of The American Society for Aesthetic Plastic Surgery (ASAPS), a leading professional organization comprised of 2,600 plastic surgeons devoted entirely to aesthetic plastic surgery and cosmetic medicine of the face and body. The aesthetic surgery consumer information landscape is cluttered with information online from unqualified physicians that is misleading to consumers. This situation has created serious patient safety issues, as patients turn to unqualified providers and unapproved products to achieve their cosmetic surgery goals often with unsatisfying, dangerous and sometimes, life-threatening results. In October 2013, ASAPS launched www.smartbeautyguide.com, its consumer-facing website with the following objectives: Empower consumers with knowledge and resources to make informed and intelligent decisions regarding plastic surgery; position ASAPS and its members as authorities in the aesthetic surgery space; and provide demonstrable value to ASAPS members through increased referrals to their practices.

consumer website using timely and informative content. To kick off the launch of the website and build an online community, ASAPS ran a month-long contest from mid-October to mid-November titled “$1,000 Worth of Smart Beauty.” Participants were encouraged to enter the contest via SmartBeautyGuide.com in addition to the Facebook page and Cosmopolitan magazine online. The evaluation of success of the website launch was based on the overall objectives which were to empower consumers with knowledge, position ASAPS and its members as authorities in the aesthetic surgery space and increase patient referrals to ASAPS members. Key factors that were considered include website traffic to smartbeautyguide.com, number of views on ASAPS members’ smartbeautyguide.com profiles, referrals to ASAPS members’ websites and average time spent on the website. Overall, the Smart Beauty Guide website had traffic of 5,443 visits in the first four weeks driven by the online contest which attracted 202 participants and social media platforms like Facebook with almost 7,000 followers in the first month of the launch. The website has had a total of 138,014 visits and 116,202 unique visitors since its launch. The average monthly traffic to the website is currently 27,603 visitors per month.

The Smart Beauty Guide website was launched with the following key features: Planning toolkit with checklists designed to facilitate consultation, procedural costs and patient safety information; AskA-Surgeon featuring responses by ASAPS members to patients’ questions about plastic surgery; Find a Plastic Surgeon search tool for locating an ASAPS aesthetic surgeon; procedural information on surgical and non-surgical procedures; news on emerging trends in plastic surgery posted daily. These features are accessible on the home page with links to ease navigation. ASAPS incorporated a smart beauty blog into the Smart Beauty Guide website to offer perspectives from health and beauty media mavens and practicing ASAPS member physicians whose own experiences provide an even greater peek into the world of aesthetic plastic surgery. Sixteen unique blogs are posted each month authored by bloggers with an established social media presence in the health and beauty space with diverse blogging styles. ASAPS announced the launch of the website with a press release. The Aesthetic Society also created the Smart Beauty Guide Facebook, Twitter and Google+ pages with the aim of building an online community, engaging them and directing them to the

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME

O U T S TA N D I N G N O N - P RO F I T C O M M U N I C ATO R

GOLD Havas PR and 92nd Street Y for Henry Timms The 92nd Street Y has a storied 140-year history as a world-class nonprofit cultural and community center. Located in New York City, it has connected people through culture, arts, entertainment and conversation. Now 92Y is reimagining the role of the traditional community center, thanks to the guidance of Henry Timms, its executive director, in using innovative programming and new technology to create community both locally and globally. Henry is the founder of #GivingTuesday, a global day of giving that engaged more than 10,000 corporate and nonprofit partners in 46 countries in 2013. To launch this movement and to make his idea a reality, Henry rallied the resources of 92Y and the power of partners, such as the United Nations Foundation, to encourage collaboration and creativity across sectors and industries. Starting at a grassroots level, #GivingTuesday spread rapidly on social media and on the ground, as Henry and his team began telling its story at key conferences and summits, including SXSW, Davos and others. He has engaged major endorsers, helping for-profit and nonprofit organizations alike discover strategies for using new media to build communities and support for their cause. Henry is dedicated to sustaining #GivingTuesday’s mission as an educational movement by bringing together industry experts to collaborate on educational toolkits, webinars and other materials. He has personally led a course at Stanford’s d.school about innovation and philanthropy. The initiative has been honored with a Cannes Lion at the International Festival of Creativity and a Webby nomination, among numerous other prestigious domestic and international awards. Plus, 92Y was shortlisted for the 2013 Drucker Institute Non-Profit Innovation of the Year award for #GivingTuesday. In addition, Henry led the team that created the first Social Good Summit at 92Y in 2010 with the United Nations Foundation and Mashable; the Bill and Melinda Gates Foundation joined the partnership in 2012. The summit, held during UN Week, is a three-day conference that unites a dynamic community of global leaders. Through Henry’s leadership, 92Y partnered last year with Michael Roth, president of Wesleyan University, to develop a massive open online course (MOOC) called “How to Change the World” around the Social Good Summit theme. Since his arrival at 92Y, Henry has inspired the organization to develop a range of other groundbreaking initiatives, including the multiplatform Campaign for the American Conversation with Harvard and Stanford universities; venture capital and fashion fellowships with the New York City Economic Development Corporation; the interdisciplinary 7 Days of Genius festival; and a global broadcast of 92Y’s High Holiday services. Last year, Henry and his team launched a new video-on-demand site that live streams and posts archived and recorded video content from 92Y’s stage free of charge. In 2012, Henry established the Center for Innovation and Social Impact, which serves as an incubator for new ideas and 92Y initiatives. Henry has dedicated his career to the support and encouragement of philanthropy, culture and the arts. He is a practitioner in residence at the Stanford Center for Philanthropy and Civil Society (Stanford PACS). He is also a finalist for the 2014 American Express NGen Leadership Award, which honors nonprofit or philanthropic leaders age 40 or under who have demonstrated significant impact in addressing society’s critical needs; a member of the selection committee for the 2015 CECP Excellence Awards; and a U.S. Trustee and Fellow of the Royal Society of Arts, Where he also chairs the nominating committee for the RSA’s Benjamin Franklin Medal. Last year, Henry was selected as one of the 100 most forward- thinking individuals in America by British Airways and participated in its inaugural Innovation Lab in the Sky, called UnGrounded.

2014 NOT-FOR-PROFIT AWARDS HALL OF FAME