Final ppt presentation

• 1. PSPR 6210: Corporate Social Responsibility SU2 2012Professor: Larry ParnellFacilitator: Mitchell Marovitz Students: Amy Wehinger, Simona Surdu, Scott Smith

2. The Wounded Warrior Program (AW2)is the official U.S. Army CSR Programthat assists and advocates for severelywounded Soldiers and their families. The Community Support Network(CSN) is an AW2 initiative that connectsseverely wounded Soldiers, Veterans,and their Families with caringorganizations that support themthroughout theirrecoveryandtransition to life post-injury. Mission: strives to foster the Soldiersindependence. 3. Internal Stakeholders:InternalAW2 beneficiaries, CSN activeStakeholdersorganizations, AW2 Leadership,AW2 Advocates, WTUinterdisciplinary team, MedicalExternal Stakeholders Evaluation Boards, VA, NRD,Army Homefront Fund, etc. External Stakeholders:Government, Department ofLabor, public and privateorganizations, communities,community leaders, etc. 4. Internal Stakeholders To educate AW2 participants about theservices/products/opportunities provided in theircommunities by the CSN To integrate AW2 participants into their localcommunities Annual surveys to update progress and current activities To encourage an open dialogue betweenbeneficiaries and CSN participants Feedback from quarterly conference calls To develop strong relationships and communicationsbetween beneficiaries and CSN coordinators tocontinue to improve the program 5. External Stakeholders To inform public and private organizations how theirservices/products can support AW2 soldiers, veteransand their families Bi-annual awareness campaigns To allay misconceptions to organizations that AW2soldiers are costly to accommodate Assess perceptions yearly To promote the role CSN participants play in therecovery and transition of soldiers, veterans and theirfamilies To encourage qualified public and private organizationsto actively participate in the AW2 program 6. Internal Stakeholders External Stakeholders Program is a sacred Veterans are strategicmission; hires; Well be with you for as AW2 soldiers are not costlylong as it takes; to accommodate; Soldiers goal is to Heal in Join CSN as part of yourtransition;companys CSR efforts; Veterans can apply their Help AW2 soldiersskills into the civilianreintegrate in localcommunity;communities Program will foster your AW2 soldiers are not aindependencecharity case 7. StrengthsWeaknessesProgram is recognized byWeaning soldiers off thesenior members as a sacredprogram is difficult;mission;Depending on orgs toInitiative was developedprovide data pointsbased on direct request from Illegal to advertise programstakeholdersOpportunitiesThreatsChange of command withFederal spending cut-backs;new leadership;CSN transition lifecycle canDiversity employmentbe lengthy and very costly;trends;High national unemploymentTie CSN with corporate CSRrates 8. Develop public awareness campaigns incorporating liveevents around national holidays such as Armed ForcesDay (Spring) and Veterans Day (Autumn) Creates high visibility for organizations who want tohonor service members by helping AW2s achievesuccess within their communities Connects stakeholders in the public and privatesectors Highlight relationship success stories using social mediaplatforms Demonstrates rapport between AW2s and CSNorganizations Foster connections by hosting job fairs/workshops Acquaint AW2s with local organizations & services 9. Edutainment media junkets during awareness campaignweek Include CSN participants and AW2 soldiers for maximum media involvement Staff informational booths with advocates at various servicecelebrations across the nation Produce monthly e-newsletter for updates and highlightstories/activities for internal and external audiences Videos (emotional & entertaining) for multiple web channelsspotlighting stories of soldiers/families and organizationswho participate Update Facebook and Twitter to promote campaigns, sharestories and encourage dialogue Mobile application for program information Blogs by AW2s and organization executives describing theirrelationships and achievements 10. Media Relations- Hands-on media outreach with target long-lead media to highlight the significance of the program; Influencers- Get public validation from third-partyinfluencers, including army personalities, prominentjournalists, NGO partners, military bloggers, etc; Private soldier centric CSR initiatives- i.e. Honor FlightNetwork (Southwest Airlines) 11. Current Quarterly conference calls Proposed Real-time social media updates Weekly YouTube inspirational videos Bi-weekly blog entries Monthly E-newsletter Semi-annual public awareness campaigns Semi-annual brochure 12. Funding required for the following: Media junkets for bi-annual awareness campaign Staff for informational booths Additional video productions for social media Additional job fairs/workshops Possible budget sequester on Jan. 2 May halt new CSR campaigns May need to cut or reorganize current programs Federal budget cut-backs 13. oFunding Cuts: oBe prepared to demonstrate program ROI and solicit alternative funding; oUse internal and external coalitions to advocate on behalf of the program; oEngage AW2 advocates in lobbying efforts; oWork with Army Homefront Fund to raise awareness and funds to support the program; oProvide additional resources and grassroots support for the program 14. oWTC change of command: oAdapt to potential modifications of AW2 CSN program oProgram may change focus to meet future Army needs oDiscuss with new commander program future and stakeholder support 15. Methodology: Establish perception benchmarks with media coverageanalysis, inquiry tracking, social media monitoring,surveys, focus groups. Compare against benchmarks quarterly. Longitudinal study to evaluate and track CSN lifecycle. CSN active organization audit regarding participation andconversion rate into civilian jobs. 16. Metrics: Outputs- # of views of online articles, # of blog mentions, #of speaking engagements, # of media impressions, % of keymessages in long lead media coverage; Outtakes- % hearing engagement messages, % awarenessof the program among target audience, % supportingpositioning, # of unique website visitors Outcomes- lower turnover time, # of requests forinformation, higher ROI on engagement, growth in CSN viaorg # 17. Students:Amy Wehinger: [email protected] Surdu: [email protected] Smith: [email protected] 18. Anderson, E. (2012, June). Fourteen Organizations Join AW2Community SupportNetwork. Retrieved from: http://aw2.armylive.dodlive.mil/2012/06/fourteen-organizations-join-aw2-community-support-network/Bartnick, S. (2012, August 1). Project Manager, WarriorCommand StrategicCommunications ProjectGarbe, W. (2012, July). Warrior Transition Command Leadersreflect on future. 19. Retrieved from:http://www.army.mil/article/83390/Warrior_Transition_Command_leaders _reflect_on___/U.S. Army Warrior Transition Command.Retrieved from: http://wtc.army.mil/aw2/index.htmlU.S. Army Warrior Transition Command. (a.).Retrieved from: http://wtc.army.mil/about_us/wtc.htmlU.S. Army Warrior Transition Command. (b).Retrieved from:http://wtc.army.mil/aw2/community_support/index.htmlWeiss, Y., & Kletzing, A. (2012, August). The Harvard BusinessPlan Competitions