portfolio

launch strategy

Success Story: Pinkberry, Sacramento LaunchWhen Pinkberry came to 3fold in late February 2010, the frozen yogurt company was preparing to open the fi rst of six Sacramento area stores using buzz kit events and media outreach—no paid advertising.

With seven weeks to prepare for the Howe ‘Bout Arden opening, 3fold immediately began scheduling catering events, and informing traditional media outlets, as well as food, lifestyle and mommy bloggers about the brand coming to Sacramento.

In order to get buy-in from the area’s top infl uencers, 3fold planned and executed a VIP Grand Opening party on the eve of the store’s opening. Through this exclusive sampling opportunity, journalists, bloggers, Twitter users and elite Yelp users became excited about the Pinkberry experience. As a result, they informed their audiences, which created a larger fanbase.

Local morning news station, Fox40, reported from Pinkberry, and 3fold delivered samples to the anchors the morning of the Grand Opening.

The Sacramento Bee drove crowds to the Thursday night event in their printed and electronic editions.

Local news station, KCRA, reported from the Pinkberry VIP party on Grand Opening night.

ResultsMajor media exposure included:

Morning television news coverage on 3 out of 4 stations• Evening coverage on 2 out of 4 news stations• Radio coverage on two of the area’s top morning radio shows and the area’s • number one rated conservative talk radio station, KFBKCoverage in The Sacramento Bee twice, Sacramento Business Journal, and • Sacramento Parent Magazine

Social media exposure included:Coverage on 23 local blogs• Coverage on “From Dates to Diapers”—written by Christine Young, Nielson’s • Top 50 Power Moms, one of Wal-Mart’s “ElevenMoms” and a spokesmom for Johnson’s Baby.Over 300,000 impressions on Twitter• 10 reviews on Yelp with a 4 out of 5 star rating by the end of the store’s fi rst • sales week

Total number of impressions:12,728,133 people reached•

Grand Opening:Over 700 minis served in the VIP Grand Opening tent• Lines up to two hours for free yogurt on the eve of the store’s opening• Opening day: 1,900 customers served•

2 | Center for Healthcare Decisions

When it comes to healthcare benefits, Californians do not expect insurance to pay for everything. But they are very clear about the medical problems that matter most for coverage.

In an effort to understand how people prioritize healthcare benefits, the Center for Healthcare Decisions (CHCD) developed What Matters Most to address an important question for state and national healthcare reform: what types of medical problems are essential for coverage? This project is part of CHCD’s on-going commitment to bring the public’s voice to healthcare policy.

ApproachWhat Matters Most was conducted in two stages: a random-sample telephone survey to learn how Californians prioritize coverage of various medical situations and a series of discussion groups to identify the reasons that differentiate higher and lower priorities.

Field Research Corporation surveyed 1,019 Californians, presenting a series of short medical vignettes ranging from curable cancer to mild forgetfulness. Examples:

A 24-year-old woman has long-standing asthma that prevents her from being active. With an inhaler and medications, she can live a more normal life.

A 32-year-old man is very active with sports and his glasses often get in the way. Laser surgery would correct his vision so he wouldn’t need glasses anymore.

Each respondent was randomly assigned 19 vignettes (from 87 total) and asked two questions for each:

1) On a scale of 1 to 10, what priority would you give to cover this if you were designing a health plan for a general population in California?

2) Given that the more that health insurance covers, the more the plan may cost you and others, would you want health insurance to cover this service or not?

Following the phone survey, CHCD conducted 15 two-hour group discussions with 176 community members throughout California. At each session, group members discussed a sampling of the vignettes, providing the rationale for why some services are rated high, mid-level and lower priority.

ResultsThere is strong agreement among Californians that • insurance coverage is most important for saving lives, preventing illness and restoring or maintaining basic activities of living.

When medical problems do not have a major impact • on an individual’s functioning or life span, or when treatments are not likely to work well, Californians consider them a lower priority for coverage.

Certain situations – such as those regarding obesity • and substance abuse – elicit intense debate, reflecting differing views about illness and the obligations of health insurance.

Several themes dominate discussions about coverage • priorities, including:

Personal fulfillment. Self-esteem, happiness, good mental health and individual achievement are goals that some view as high priority for coverage. Others regard them as intangible, without boundaries and not the purpose of health insurance. This topic divides discussion group members more than any other.

Personal responsibility. Seen as important in avoiding medical problems or taking actions to resolve them, it is a value that everyone embraces. But for many, a person’s lack of personal responsibility is the overriding rationale for making a problem a lower priority for coverage.

Prevention. As saving lives is the preeminent health outcome, preventive care is regarded as the best use of health insurance. Its value is two-fold: avoiding or reducing suffering and saving societal and personal dollars.

Executive Summary

What Matters Most | 3

Based on the survey data and discussion findings, Californians’ coverage priorities are grouped at three levels:

What Matters Most. Medical situations that matter the most to most people:

Problems that are likely to lead to illness, disease, disability or death if not prevented or treated. •

Problems that interfere with functioning that is essential for the most important activities of daily living (work, • self-care, family care).

Problems that may bring much higher societal costs if not treated early.•

Among these high-priority situations, people support coverage when:

Less expensive or non-medical ways of treating the problem have been tried first.•

There is medical treatment available that is proven to be effective.•

What Matters Some. Medical situations that some people also regard as important for coverage:

Problems that cause physical discomfort but do not interfere with major activities of living.•

Problems that bring personal distress to the individual.•

Non-medical services that are designed to help individuals become or remain healthy and fit.•

What Matters Least. Medical situations that fewer people regard as important for coverage:

Problems that are unsightly but not physically harmful.•

Problems that delay or prevent individuals from pursuing recreational activities.•

Treatments that are requested by patients for convenience or to feel reassured.•

Problems that are not medically significant or would resolve over time without treatment.•

Next StepsAs healthcare and policy leaders explore ways to reduce costs and extend coverage to more people, What Matters Most results could help develop a prototype basic coverage plan:

1) Focus first on those medical situations that matter most, assuring that there are no financial barriers to getting the care. Foregoing ‘inconsequential’ care is no bargain unless patients can obtain and afford the care that matters most.

2) Review the services rated at mid-level priority – such as dental, vision, substance abuse and obesity – and develop options that balance benefits with resources.

3) Consider developing a tiered cost-sharing model for lower-priority situations and for medical treatments with low effectiveness.

4) Keep the public actively involved in these decisions. Their participation can help policymakers design coverage standards that are most likely to be accepted by individuals in their roles as patients, as taxpayers and as concerned citizens desiring a system that is fair and affordable.

Executive Summary

What Matters Most report

Success Story: Center for Healthcare DecisionsSacramento Healthcare Decisions (SHD) began in 1994 as a nonprofi t, nonpartisan organization to capture the public voice to improve healthcare policy and practice, with an emphasis on end-of-life care in the Sacramento region. The organization works on statewide projects that address the rising cost of healthcare, as well as consults with other states on civic engagement activities related to expanding health coverage.

SHD came to 3fold because they needed help expanding their infl uence. They were hoping to grow from a primarily regional audience to a more national constituency. As they began to broaden their horizons, SHD realized their current name suggested a limited geographic infl uence. They changed their name to the Center for Healthcare Decisions (CHCD) and worked with 3fold to incorporate updated branding that was a more appropriate refl ection of their work.

Given the range of projects and topics, the varying purpose of their work, and their different audiences, we recognized that the CHCD struggled to communicate their niche in a clear and compelling way. They needed an extensive communications plan that would increase their visibility locally, statewide and nationally.

In order to achieve the CHCD’s goals, 3fold focused heavily on media placements, positioning the organization as a premier resource for information related to healthcare policy and reform. The release of the CHCD’s public-input project, What Matters Most, presented a natural opportunity for 3fold to brand the CHCD as an expert on issues related to the public’s opinion on healthcare as the discussion around national healthcare reform began to peak in the press.

Informational handout card

Identity system

ResultsAs a result of 3fold’s training, strategic planning and public relations efforts, the CHCD received 24 media placements between May and December 2009, including coverage by National Public Radio’s Talk of the Nation, the Wall Street Journal, Huffi ngton Post, The San Francisco Chronicle and the Sacramento Bee. 3fold took a local organization with little name recognition, capitalized on the climate of healthcare in the country, and positioned the CHCD as one of the top national resources for valid, newsworthy and cutting edge healthcare information.

Success Story: People to People InternationalIn March of 2009, People to People approached 3fold to provide creative consulting services related to developing initiatives to modernize and increase participation in their Ambassador Programs. As one of the world’s largest and most respected educational travel providers, the organization felt its marketing and recruitment efforts had grown stale, its internal operations too disconnected, and its ability to embrace new technologies and trends stagnant.

People to People asked 3fold to research, analyze and assess the organization’s marketing challenges and opportunities, and develop a comprehensive strategic plan to overhaul their communication and outreach. This project would address plans to increase potential traveler participation by removing external and internal obstacles to program participation at specifi c points throughout the recruitment process, particularly focusing on the point of sale before local Information Meetings and the 72-hours following them.

p2p global hub website home

Methodology3fold did an in-depth analysis of similar travel providers, facilitated focus group sessions, and discovery meetings with People to People leadership, and identifi ed emerging and existing advertising and digital strategies that would most effi ciently and successfully boost the organization’s return on investment.

Based on the fi ndings for increasing traveler application submission and program participation, 3fold recommended:

Information Meeting Redesign • Social Media Strategy• Tracking and Follow-Up• Alumni Referral Program•

iPod skin concept

ResultsAfter receiving the plan, People to People partnered with 3fold to consult on producing their p2p global hub, and began the planning stages for testing a number of the recommended initiatives. One of these initiatives, a Student Ambassador Programs recruitment pilot project, was given to 3fold to implement and evaluate for markets in Connecticut, Virginia and Maryland.

Flip camera skin concept

Scanable member card concept

3fold Success Story: L Street LoftsLocated in the heart of Midtown Sacramento, the L Street Lofts are a 92-unit for-sale loft property. The fi rst of its kind in Sacramento, the Lofts needed an agency that could tackle both general product marketing as well as educating the general public on the benefi ts and features of loft living.

When the Lofts hired 3fold in February 2007, the project was struggling to get traffi c to their website and Sales Studio. With the building still under construction, 3fold needed to create a picture of loft-living without having a property to show potential buyers. Creating a lifestyle/character-based campaign, we created advertisements centered on the key demographics the product was built to serve: young professionals ready for an urban lifestyle, empty-nesters looking to downsize, and older professionals tired of or not interested in the suburban lifestyle. In addition to launching the campaign in various regional publications and billboards, we integrated these characters into the building signage to help people make a quick and easy association with the ads they were familiar with seeing.

poster promotional Rubik’s Cubes

Neighborhood Referal ProgramThe Lofts were changing the skyline in Midtown, and naturally caused a fl urry of questions as people were sitting down at tables and bars in the neighborhood. To capitalize on this natural interest, 3fold created an incentive program for the servers and bar tenders in the neighborhood to help drive interested traffi c to the Lofts’ Sales Studio. We developed referral cards that the neighborhood employees could fi ll out and hand to their clients to send them to the Sales Studio. In turn, we had a series of incentives for those that participated.

referral card

Cocktail Napkin CampaignTo help inspire additional interest in the project and to leverage the neighborhood referral program, the 3fold team coordinated with area restaurants, including Zocalo and the L Wine Lounge, to provide Lofts’ branded cocktail napkins to be used at their bars. In the end, 100,000 cocktail napkins were ordered and used in the neighborhood bars over the course of two months.

An Event StrategyIn addition to a grand opening street fair including live music and vendors, 3fold Communications developed a mini-event strategy that included “Loft Living Workshops” that provided the sales team an opportunity to invite their more promising leads into the sales studio for intimate workshops on various topics that pertained to loft living. These topics included design strategies, urban gardening and space organization. The events were developed not only as a sales strategy, but also as another way to help educate potential buyers about what it would be like to live in a loft.

Grand Opening!

www.Lstreetlofts.com

Food. Fun. Music. Lofts.

April 2811:00am - 4:00pm

18th StreetBetween Capitol &

L Street

Live music from Mick Martin and the Blues Rockers

www.Lstreetlofts.comWe’re new to the neighborhood.

Street Fair

special event handout card

campaign t-shirts

www.Lstreetlofts.com

Loft LivingWorkshopJuly

19, 2

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an G

ard

enin

g Community Gardens

Fremont Community Garden14th and Q Street (on the corner) - About 50 spaces

J. Neely Johnson Park Community Garden 516 11th Street in Downtown - About 10 spaces

Danny Nunn Park Community Garden6920 Power Inn Road in South Sacramento - About 20 spaces

Southside Park Community Garden5th Street near W Street in Downtown - About 40 spaces with kids' garden area also

Strauch Park Community Garden3075 Northstead Drive in South Natomas, next to the Hazel Strauch Elem. School - About 24 spaces

Farmers Markets

EVERY SUNDAY8:00 AM - Noon | **Open All Year**

State Parking Lot - 8th and W Streets (Under Freeway)

EVERY TUESDAY10:00 AM - 2:00 PM | Open May 1st to Oct. 30thRoosevelt Park - 9th and P Streets (Around Park)

EVERY TUESDAY10:00 AM - 2:00 PM | Open May 1st to Oct. 30thFremont Park - 16th and P Streets (Around Park)

EVERY WEDNESDAY10:00 AM - 2:00 PM | Open May 2nd to Oct. 31st

Chavez Plaza - 10th and J Streets (Front of City Hall)

EVERY THURSDAY10:00 AM to 2:00 PM | Open May 3rd to Oct. 25th

Downtown Plaza - 4th and K Streets (Between Macy's & Holiday Inn)

construction signs and billboard

community fl yer

website banner

The ResultsPrior to March 2007, the Lofts were receiving an average of 20 visitors/calls to the sales studio a week, this increased to an average of over 80 visitors/calls per week to the Sales Studio between April and August 2007. In addition to increased Sales Studio traffi c, their website hits grew by 147%, which is representative of a heightened level of general awareness.

poster postcard

business card

Success Story: Sacramento Midtown FestivalThe Midtown community in Sacramento is vibrant one. With restaurants, boutiques, and bars this neighborhood is always itching for an opportunity to gather, eat, drink, and listen to good music. There was already a vibrant monthly gathering in Midtown called, Second Saturday that centered around art galleries. To capitalize on this built in audience and to woo affl uent art and music lovers from the suburbs, 3fold leveraged an existing monthly event, conveniently staged with the epicenter of the event entirely around our L Street Lofts property. The Midtown Festival covered two city blocks with over twenty street vendors, three live band performances, two performance stages, and the all-important beer garden.

3fold Communications developed, planned, marketed, and managed the entire event from concept to execution. Craigslist posts and MySpace networking were utilized to call for band auditions and vendors. 3fold worked with area businesses and city administration to ensure all permits were in place, and all logistics handled. In addition to the event planning, the 3fold team developed a brand image for the event, with strong and vibrant colors that represented the eclectic and diverse community in Midtown. A postcard handout and signage strategy was developed, with window signs and a 20-foot banner that stretched across Midtown’s busiest street. Over 10,000 event postcards were distributed to area businesses, and a strategic trade out with the alcohol distributor resulted in leveraged electronic billboard time. The marketing and advertising strategy was a success, with 5,000 people in attendance -- far exceeding the goal of 3,000 people.

As a side benefi t, City and Midtown offi cials and merchants largely credit the Midtown Festival with providing a much-needed boost to their monthly event, which for many Sacramento residents has now become a monthly tradition.

online strategy

B Street TheatreMain Websitebstreettheatre.org

B Street TheatreSocial Media

Oregon Fruit ProductsQueen of Tarts Blog

Oregorn Fruit Products Facebook Fan Page

Oregon Fruit ProductsTwitter Page

Sacramento CapitalsTwitter Page

Sacramento CapitalsFacebook Fan Page

Sacramento Capitals2010 Season E-Blasts

Website: thecenternow.org

branding

Basic FactsHomeless youth in Sacramento . . . . . . . . . . . more than 1,700

Homeless youth nationwide . . . . . 1.6 million

Change from 2007 to 2008 . . . 78% increase

Volunteer OpportunitiesWe have openings for group or individual volunteers to cook or bring meals, and to take on maintenance, cleaning, landscaping and other projects.

Please check our website for current volunteer opportunities: www.windyouth.org

How You Can HelpWe welcome monetary donations to help support our current activities and allow us to expand the programs we offer homeless youth.

Monetary donation opportunities include:Online and mailed donations• Give through the United Way • Employee Giving ProgramHonor and memorial gifts• Make a gift of stock• Corporate matching gifts• Planned giving•

We are happy to discuss avenues for giving that benefit our programs and provide tax benefits to you, your heirs, or your company. Please call us at 916.561.2424.

Donations of GoodsWish ListSee our wish list at www.windyouth.org or request one be sent to you by calling 916.561.2424.

New and gently used teen clothing and items from our wish list may be brought to the Wind Youth Center. Please call ahead for donation times at 916.561.4900.

Thrift Store DonationsFor free pickup of your donations of household items, clothing and miscellaneous items call 916.761.9614, or drop off items at The Thrift Store: 6150 Auburn Boulevard, Citrus Heights.

VehiclesPlease call 916.561.2424 to arrange pickup of vehicle donations.

in the right direction

It is estimated that there are more than 1,700 homeless youth in the Sacramento region. Though they face incredible hardships, they haven’t given up their dreams of safe, happy and healthy lives—and neither have we.

windyouth.org

Certified Partner Agency #3148

Wind Youth Center and Learning Center701 Dixieanne Avenue Sacramento, CA 95815 Phone: 916.561.4900

Emergency After Hours Number 916.628.1492

Wind AdministrationP.O. Box 13856 Sacramento, CA 95853 Phone 916.561.2424 Fax 916.641.5571

windyouth.org

The mission of Wind Youth Services is to engage youth experiencing homelessness who need safety from the streets and access to resources, to help them move from crisis to healthy functioning and independence.

Wind Youth Services offers a range of services to homeless and at-risk youth:

We assist youth into a stable and safe living • situation.

We work with each youth to assess their • circumstances, identify their needs, and set goals for positive lifestyle changes.

We provide guidance, support and • education to help youth acquire the tools they need in order to transform their lives.

We work with the individual strengths of • each youth to apply what they learn to make progress towards their goals of independence and empowerment.

Our ProgramsWind Youth CenterSince 1994, the Wind Youth Center has provided one of the few places in Sacramento where homeless and at-risk youth can receive assistance.Services offered through the Center include:

Basic Needs We provide meals, clothing, showers, laundry, hygiene items, food boxes, computer and phone access, mail, access to a public health nurse, medical referrals, online health records, a legal clinic and referrals to many other services.

Advocacy While Wind services are voluntary and free, teens meet with a Youth Advocate to develop an individualized plan that identifies what services they need and how to overcome barriers. In addition, Youth Advocates work closely with parents and families, schools and other service providers to determine the best possible plan for each youth.

Life Skills A typical day at the Wind Youth Center includes group activities such as cooking, computer skills classes, music, art, physical recreation, drama classes, employment assistance, substance abuse groups, field trips, speakers and workshops.

Wind OutreachThe outreach program is the gateway into Wind Youth Services. Outreach Advocates work with schools, community-based organizations and health programs to connect with at-risk youth. Youth also find their way to Wind through referrals from other teens, law enforcement, businesses and caring adults. Approximately one quarter of the youth encountered on the street come into the center for additional services and assistance.

Wind Learning CenterWind operates a year-round, on-site junior high and high school classroom in partnership with the Twin Rivers Unified School District Community Collaborative Charter School. Students receive individualized attention to catch up on credits and meet the requirements for high school graduation.

The Wind HouseOur 12-bed shelter provides homeless youth immediate safety, a comfortable bed and nutritious meals until more permanent housing can be found. In addition, the shelter staff provides crisis intervention, life skills development, and recreational activities.

Providing SolutionsEach year Wind provides vital services addressing the needs of homeless youth.

Youth engaged through outreach . . . . . . . 80 –120 per month

Meals served . . . . . . . . . . . . . 22,000 per year

Teens utilizing center services . . . . . . . . . over 400 per year

Donor information brochure

in the right direction

We can’t undo your past, but we can help you

toward a brighter future.

The Wind HouseIf you need a place to stay, contact Wind Youth Services. Wind is available as a safe and immediate refuge from living on the street.

Staying at The Wind House is voluntary and can be accessed by contacting a youth advocate at the Wind Youth Center or calling the emergency after hours number.

The Wind House is open to youth ages 11 to 17, though exceptions can be made for 18-year-olds who meet certain criteria.

Wind Youth Center 961.561.4900 (phone) 916.920.2280 (fax)

Emergency After Hours Number 916.628.1492

windyouth.org

Wind Youth Center Location 701 Dixieanne Avenue Sacramento, CA 95815

Transit RoutesNearest Bus Stop Del Paso Blvd. & El Camino Ave. Bus route 15 from Downtown Sacramento. Walk Southwest on Del Paso, turn left on Oakmont.

Nearest Light Rail Stops Arden Wy./Del Paso–from station, walk Northeast on Del Paso, turn right on Oakmont.

Royal Oaks–walk across Arden, walk up to Oakmont, stay on Oakmont down to Dixieanne.

shelter • food • shower/laundry facilities

If you are a teen who is hungry, or in need of safety from the streets, Wind Youth Services can help.

Wind Youth CenterOpen Monday through Friday from 8:30am to 4:30pm. Ages 11 to 22.

Drop-in for free:Breakfast and lunch• Food boxes• Clothing• Showers• Laundry facilities• Lockers• Computer lab• Daily activities• Nurse on site two days a week• Housing assistance•

Wind Learning CenterIf you’re trying to stay in school but having trouble doing so, Wind offers a 7th through 12th grade program through the Twin Rivers Unified School District. The school program is accredited and can help you earn your high school diploma.

Additional educational opportunities include:

“When I came into the shelter I really felt like I could call it home.”

—Natasha, 16

“Wind didn’t give up on me even when my Dad did…”

—Noah, 19

Art• Cooking• Poetry Group• Dance• Drama•

Yoga• Journalism• Art Therapy• Alcohol/Drug • counseling

Music/Recording studio• Physical recreation•

To get involved, stop by the Wind Youth Center for information. You do not have to be enrolled in the Wind school to participate in the activities.

Tri-fold pocket guide for youth

Identity system