Congressionally approved federal funding brought $240,000,000 to Alaska providing Emergency Rental Assistance to those impacted by COVID-19. Managed by Alaska Housing Finance Corporation, it provided up to 12 months rent and/or utility payments to 66,454 vulnerable Alaska renters - recognized as one of the nation’s top distribution efforts.
BACKGROUND COVID-19 raised eviction risks and cut a devastating path across Alaska. While 84% of the citizenry live in 15 population hubs, roughly 25% live in remote communities. Radio, internet, and digital channels are lifelines for Alaska villages; most are not connected to the road system. There are 20 distinct dialects spoken statewide and more than 100 languages spoken in the Anchorage School District. Language barriers, cultural sensitivities, and remote locations where “outsider” trust is a factor, are constant marketing challenges.
STRATEGIES Alerting Alaska’s communities to Rent Relief required collaboration with trusted, local-knowledge entities to spread messaging across broad audiences and ethnicities. A strong digital campaign working in tandem with Word-of-Mouth marketing would be critical to build trust and timely distribution.
PLANNING Alaska has approximately 90,000 rental households. Community data guided integrated marketing efforts and allowed for real-time adjustments for social media, digital, direct mail, email, texts, and robocalls. Comparing the number of statewide applicants to the percentage of renters by area allowed targeted marketing to two critical audiences: 1. Renters: Remain safely housed 2. Landlords: Remain solvent Challenge:
Treasury provided no distribution guidelines; states had to determine individual methodologies. February 2021, AHFC devised a proactive integrated marketing communication strategy bringing together 14 regional housing authorities representing 148 tribal entities, five nonprofits, and the Municipality of Anchorage. This collaborative step was strategically critical: 1. Establishing inclusive, cooperative marketing efforts cognizant of regional needs 2. Extending AHFC’s marketing channels 3. Developing a system distributing hundreds of millions of dollars in pooled funds One system, one process, one protocol statewide.
Gere Tactical developed a one-of-a-kind online automated system: 1. Streamlined application process using a specifically designed eligibility checker 2. Streamlined marketing avenues 3. Eliminated hardcopy “touch” reducing review time Automated texts, emails, and content creation augmented integrated marketing tools. Resources were created for individuals with disabilities and limited internet access. A dedicated website was developed as the information conduit along with a secure applicant portal. An online dashboard provided weekly updates and an avenue for applicants to check application status in real-time. Goal: Leverage partner networks with integrated marketing and technology. Objective 1: Exceed Treasury’s 65% distribution threshold Objective 2: Distribute $200,000,000 by Dec. 31, 2021, avoiding Treasury recapture Objective 3: Increase email database 20% Objective 4: Increase web traffic via the campaign 50% Complementing the technical system design, a robust integrated marketing campaign followed the PESO model (Gini Dietrich/Spin Sucks). Outreach prioritized population centers and rural communities with populations under 3,000. Geographic data monitoring throughout all phases allowed resource pivots by community. All marketing materials were customized based on Median Income, cultural background(s), or target market sector with multiple language options. Budget: C1: $185,000/C2: $113,000
COMMUNICATION/EXECUTION The integrated marketing campaign launched with strategically aligned messaging during a time of unprecedented health fears and a struggling economy. 1. Pre-registration awareness (2 weeks/statewide renters/landlords) 2. Application period (3 weeks/statewide renters) 3. Application review, approval/denial, funding Statewide partners generated awareness with constituents, conducting local outreach and identifying potential applicants. Their local knowledge was pivotal in addressing regional nuances. Paid statewide radio, print, digital, and social media advertising aligned with the messaging phases. Organic media relations coincided with the paid launch including local and national media print, radio, and digital. More than 130 temporary employees and nonprofit partners operated the AHFC call center fielding 500 peak calls daily.
Monthly newsletters and social media presence provided additional avenues for communication. Funds were distributed directly to landlords, utility companies and energy service providers. By June 2021, AHFC paid 13,690 applications representing 35,053 Alaska residents totaling $61,048,270. A predominantly digital advertising presence allowed flexibility to monitor communities submitting applications and make real-time adjustments. March 2021, Treasury announced a second wave of federal funds. Our robust technical system and communications network allowed a second application platform set-up in 14 days.
EVALUATION Alaska was one of the first states accepting applications for Emergency Rental Assistance mid-February 2021. Alaska’s distribution efforts have been recognized as one of the top five most successful programs in the country by the National Council of State Housing Agencies, WSJ, Vox, Bloomberg, etc. February 2022, more than 30,000 applications, representing 10% of the population and ⅓ of the state’s rental units, had been reviewed and 26,134 applications paid totaling more than $243,374,967.13. June 2022, more than $265,000,000 had been distributed to 66,454 vulnerable Alaska renters. All eligible applicants seeking assistance were provided relief. AHFC’s integrated marketing strategy to leverage expertise of its housing partners as trusted local resources, and seeking their input developing the process proved to be the critical mass for the program’s marketing effectiveness. In addition to the rent relief monies allocated to AHFC for distribution, $73,000,000 in partner funding was added to the distribution effort speaking volumes to the substantive trust AHFC cultivated.
“[AHFC] took the initiative to create a network of partnerships across the state to work together to serve the most vulnerable members of our society.” Jacqueline Pata, CEO/President of Tlingit Haida Regional Housing Authority
MEASUREMENTS Objective 1: Exceed Treasury’s 65% distribution threshold ●
Exceeded 65% threshold set by Treasury serving more than 66,454 individuals, distributing more than $265,000,000 in relief.
Objective 2: Distribute $200,000,000 by Dec. 31, 2021, avoiding Treasury funds recapture ●
Dec. 1, 2021, a $200,000,000 distribution milestone; no funds recaptured.
Objective 3: Increase email database 20% ●
Outreach exceeded 20% increase goal, expanding 70,000 to 100,000+
Objective 4: Increase web traffic via the campaign 50% ●
AHFC website tracked a 200% increase during the campaign
Below Budget/Actual Spend: C1: $183,682/C2: $110,539