MARKETING PLAN

Washington State’s

Community Living Connecons

(Aging and Disability Resource Center)

MARKETING PLAN

July 2013

CLC EXPANSION PLAN MARKETING WORK GROUP

The CLC Expansion Plan Marketing Work Group was a collection of community stakeholders and advocates,

coordinated by the Department of Social and Health Services’ Aging and Disabilities Administration,

who met four times during 2012 to help establish a statewide CLC marketing strategy and approach.

The group was instrumental in providing input and developing content for the Marketing Plan. Group

members included:

Janet Adams,

DSHS/ADS Developmental Disabilities Administration

Eden Alexander,

Elder Law Ofﬁces of Meyers and Avery

Jeannette Barnes,

DSHS/ADS Behavioral Health and Service Integration

Mark Havens,

Alzheimer’s Association of the Inland Northwest

Heather Hebdon, Family to Family Health Information Center,

PAVE Washington

Scott Kinney,

Pierce County Community Connections

David Maltman,

Washington State Developmental Disabilities Council

Patty Morin,

DSHS/ADS Behavioral Health and Service Integration

Susan Shepherd,

DSHS/ADS Aging and Long-Term Support Administration

Gretchen Thatcher,

Central Washington Disability Resources

Michael Wong,

DSHS/ADS Behavioral Health and Service Integration

Shelly Zylstra,

Northwest Regional Council

Additional feedback and input on the marketing plan was provided by a broader group of community

stakeholders and advocates during the December 2012 Planning and Policy Committee Conference.

PROJECT STAFF

DSHS/Aging & Disability Services - Aging and Long Term Support Administration:

f Susan Engels, Chief, DSHS/ADS/ALTSA/HCS State Unit on Aging (SUA)

f Susan Shepherd, ADRC Program Manager, DSHS/ADS/ALTSA/HCS SUA

Consultation, Team Facilitation, and Plan Development Assistance Services Provided by BERK.

WASHINGTON STATE COMMUNITY LIVING CONNECTIONS

MARKETING PLAN

I. Introduction to ADRCS (CLCs) & this Marketing Plan .................................................................................... 2

What is an ADRC? ................................................................................................................................................... 2

ADRCs (CLCs) in Washington .................................................................................................................................. 2

Why Focus on Marketing? ...................................................................................................................................... 3

Role of the Marketing Plan ..................................................................................................................................... 3

II. Objectives of CLC Marketing Efforts ............................................................................................................. 5

III. Washington CLC Core Brand & Key Messages ............................................................................................... 6

Name, Logo, Website, and 1-800 Number ............................................................................................................. 6

Voice and Communications Approach ................................................................................................................... 7

Core Messages ........................................................................................................................................................ 7

Examples of Effective Campaigns & Images ........................................................................................................... 8

IV. Target Audiences: Messaging & Channels ................................................................................................... 10

V. Metrics for Evaluation ................................................................................................................................ 11

Appendix: Tools & Templates for Local CLCs ...................................................................................................... 12

A. Marketing 101 ............................................................................................................................................... 12

B. Key Resource: Technical Assistance Exchange (TAE) Website ...................................................................... 14

C. Guidance for Specific Media.......................................................................................................................... 14

D. Concise Summaries to Be Used in Marketing Materials ............................................................................... 16

E. Guidelines for People-First Language ............................................................................................................ 19

F. Target Markets Matrix .................................................................................................................................. 20

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Marketing Plan

I. INTRODUCTION TO ADRCS (CLCS) & THIS MARKETING PLAN

What is an ADRC?

Aging and Disability Resource Centers (ADRCs) are a federal initiative for empowering consumers to successfully

navigate and access public and/or private long-term and home or community-based services and support. They

provide consumers with the tools and knowledge they need to choose the best path for themselves, drawing from

a broad network of partners and service providers. ADRCs serve individuals, and their representatives, of all ages

and with all types of disabilities, regardless of income. Ultimately, they streamline access to supports and services

for consumers to ensure they receive the “right service at the right time.” ADRC sites are located in close proximity

to the populations that they serve and are tailored to meet the needs of their local communities.

ADRCs (CLCs) in Washington

Washington State was awarded its initial ADRC grant from the Federal Administration on Aging (AOA) in 2005.

Pierce County was selected as the first pilot site and began infrastructure, partnership, and process development,

with the site officially opening in 2006. In 2009, Washington was awarded an AOA-funded ADRC Expansion Grant

that required the development of a 5-year ADRC Statewide Expansion Plan. Three additional pilot areas began the

planning and development to become ADRCs, with all opening within the next few years. There are currently four

pilot ADRC sites in Washington, covering 16 counties. Washington’s ADRC networks are built on the infrastructure

of the state’s Area Agencies on Aging and their Senior Information and Assistance programs. In an ADRC, this

foundation is expanded through the development of authentic partnerships that serve persons of all ages and

disabilities. ADRCs are locally operated but must adhere to statewide standards.

In 2010, the ADRC Planning and Policy Committee was established to help the Department of Social and Health

Services’ (DSHS) Aging and Disability Services (ADS) Aging and Long-Term Support Administration (ALTSA –

formerly ADSA) create a 5-year business plan for the statewide expansion of ADRCs. The Expansion Plan was

submitted and approved in 2011, with the implementation process beginning shortly afterwards. The purpose of

the Plan is to achieve statewide coverage by well-functioning ADRCs in 5 years, and a complete statewide network

of fully functional ADRCs in ten years. The current implementation process includes the establishment of topical

workgroups to lay groundwork in four key areas: partnerships, standards, funding, and marketing.

Washington State’s ADRC program is called Community Living Connections (CLC). This convention is used

throughout the remainder of this document.

Provided below are the Vision Statement, Mission Statement, and Partnering Philosophy for the Washington State

CLC program:

Vision Statement

Individuals and families confronting challenges around disabilities and aging throughout Washington State can

easily access relevant options for services and supports that maximize independence and quality of life in their

home and community.

Mission Statement

CLCs provide quality information and education about disability and aging supports and services, as well as

assistance to access them.

Partnering Philosophy

We are better together; collaborative partnerships support high quality, responsive and accountable service

delivery.

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Marketing Plan

Why Focus on Marketing?

In Washington State, there is virtually no built-in brand awareness around CLCs. Many individuals and service

providers are unaware of the program and the pending evolution of Senior Information and Assistance programs

across the State to CLCs serving individuals of all ages and with any disability. Building public awareness and

visibility through brand identification and coordinated access processes is critical to the success of the effort.

Marketing will occur statewide through efforts by Washington State agencies and locally by the CLCs themselves.

Funding for marketing at both levels will be limited.

This Marketing Plan will serve to inform and guide statewide and local CLC promotional efforts by establishing a

strong statewide brand, identifying target markets and key messages, and developing baseline marketing materials

and strategies that can be customized for local markets. The Plan will be instrumental in coordinating State and

local outreach efforts, and will aim to reduce costs for local agencies and their partners. As CLCs will promote end

use awareness of both public and private providers, private providers may participate in CLC marketing, outreach,

and public information efforts as part of local coalitions.

Local Area Agencies on Aging with established brands will be able to incorporate the statewide CLC brand under

the umbrella of their organizational brand. By adopting elements of the Washington State CLC brand, they will be

able to signal to end users that they are participants in a high-quality statewide network and so conform to specific

standards.

Role of the Marketing Plan

The purpose of this Marketing Plan is to provide consistent statewide guidance for how marketing will be done at

the state and local levels. It establishes brand and core messages, identifies and describes target audiences,

provides a range of tools and templates, and describes how promotional efforts will be tracked and evaluated.

Most of the marketing efforts to promote CLC services in Washington will be done at the local level, by individual

CLCs acting independently. These efforts should be aligned with, informed by, and assisted by State efforts.

The graphic on the following page highlights the Marketing Plan’s role in informing both state-level and local

marketing and promotional efforts:

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Marketing Plan

Source: BERK, 2013

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II. OBJECTIVES OF CLC MARKETING EFFORTS

Goal of CLC Marketing Efforts: To raise awareness of CLCs among various groups and promote CLC services and

benefits to potential clients and their families or representatives, partners, legislators, caregivers, and other

identified groups.

Primary Objectives:

 Encourage potential clients and their families or representatives to turn to their local CLC when they need

help.

 Highlight the benefits of partnering with local CLCs to service providers and caregivers.

 Promote benefits and create awareness of CLCs among policy makers to pave the way for expansion and

sustainability.

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III. WASHINGTON CLC CORE BRAND & KEY MESSAGES

This section describes the statewide brand and core messages that are to be used in marketing efforts by the State

and local CLCs. The purpose of developing a statewide brand is to ensure CLCs are presented in an aligned fashion

across the State, creating assurances to clients and potential clients that each local CLC is sanctioned by the State

and part of a Washington State (and federal) network of high-quality organizations that adhere to established high

standards.

While adherence to the statewide brand and core messages is mandatory, individual promotional campaigns at

either the State or local level may emphasize various elements of the overarching Washington State CLC brand at

different times. Local CLC branches are strongly encouraged to develop campaigns that best suit their region and

to emphasize messages that are most likely to resonate with their target audiences.

Name, Logo, Website, and 1-800 Number

Name

In Washington State, the ADRC program is named Community Living Connections and the tagline is Linking You to

Personalized Care and Support Options.

Logo

The State logo is displayed below. Local ADRCs can choose to display their local logo as the primary logo on

marketing materials; however, in these cases, the State and Federal logos are to be displayed as secondary logos.

Displaying these logos is important, as they indicate to consumers that the local program is part of a State and

Federal network. Please go to the Washington State ADRC Project Web Page to access the Community Living

Connections logo graphic options.

The national ADRC logo, designed to complement existing logos or other branding developed by state and local

ADRCs, is shown below. If used as either a primary or secondary logo, it must remain unaltered. Please go to The

National ADRC Logo Web Page to find out more about the logo, appropriate use, and alternate formats.

In addition, all marketing materials will include a link to the statewide CLC website and 1-800 number, once

available.

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Local CLC Co-branding

When producing marketing materials, it is important for local CLCs to make clear that they are tied to the state CLC

and national ADRC programs, while also maintaining and projecting their unique local identity. Co-branding with

state and local logos can be an effective way to achieve these goals. As noted above, local CLCs can choose to

display a local CLC name and logo as primary; however they must also display the state logo and name as

secondary. Another alternative is to present the state logo and name as primary and the federal logo and name as

secondary. If displaying all three logos, it is important to consider size and location of each, so they are

complimentary and not confusing to the reader.

Website

The statewide public-facing website will be configured to provide statewide information, links to each of the local

CLCs, and a searchable database of geographically-specific community resource information.

1-800 Number

The statewide 1-800 number automatically connects the caller to their local CLC. If the consumer and CLC specialist

determine a need to facilitate a warm transfer to another person or organization, or add additional parties to the

call, the specialist can employ a conference call function to connect to the party(ies).

Voice and Communications Approach

The following guidelines summarize the recommended voice and approach when communicating about CLCs in

Washington. In summary, all local and State campaigns should be consistent in terms of being accessible, telling

real stories about real people, and being outcome-focused.

 Use accessible, easy to understand language.

 Use real people, real quotes, and real examples.

 Use people-first language in all marketing materials. See Section E of the Appendix for guidelines on using

people-first language.

 Focus on clients’ real experiences and testimonials.

 Tell personal stories and use novella-like formats.

 Use images of people who look like the target consumer population – multicultural, spanning the lifespan, and

with diverse abilities.

 Be as specific to CLC services as possible – avoid generic images or slogans.

 Speak to action and results, and show anecdotal examples of successful outcomes.

Core Messages

There are four core messages that ground the Washington CLC brand:

1) CLCs are effective in producing results and getting people the help they need.

2) CLCs provide an individualized and person-centered approach tailored to each client’s specific situation,

preferences, and goals.

3) CLCs are objective and unbiased, focused solely on meeting clients’ needs without any conflict of interest.

4) CLCs foster independence by providing high quality and relevant consumer education and supporting the

ability to choose from a range of options (i.e. options counseling).

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The over-arching CLC brand incorporates all of these core messages. Local CLC branches can choose which

elements to emphasize, depending on the characteristics of the local audiences they are trying to reach.

The core messages are described in more detail below:

1) CLCs Will Connect You with Available Services and Supports (CLCs are effective)

We want potential clients to know that CLCs work and that they can go to a network of CLC partners to get the

help they need. Since much of the target population is unfamiliar with CLC services, as well as long-term service

and support options, it is critical for marketing materials to establish that CLCs provide quality, effective services

delivered by well-trained staff. They are places where older adults and people of all ages with disabilities can go to

receive practical and meaningful assistance. The expertise of CLC staff is critical, and it should be emphasized that

CLCs are effective because staff are knowledgeable and well-versed. In addition to educating audiences about the

services CLCs provide, marketing materials should establish that CLCs are trusted by users both in Washington and

nationwide, and have proven to be effective across the board.

2) CLCs provide Friendly, Personal Service Tailored to Your Needs (CLCs offer individualized service)

Another key message is that CLC network services are individualized to meet each client’s unique circumstances.

CLC staff members are trained to listen to client’s goals, needs, and preferences; then research relevant service

and support options; and work with them to create a personalized action plan. The services provided will be

tailored and person-centered. Clients will be respected as the experts in their own lives because they know their

own capabilities and challenges, as well as what works best for them.

3) CLCs Provide Objective, Unbiased Information and Assistance (CLCs are objective)

Clients will understand that CLCs focus on providing objective, unbiased information, and that staff have no

financial incentive to favor one service over another. Information provision, options counseling, and access

assistance are based entirely on conversations with the client that establish their desired goals, preferences, and

needs. CLC network staff members have a great understanding of what services are available and will assist the

client to analyze and make decisions from a range of options, depending on what the client has indicated is both

needed and wanted.

4) You Get to Choose (CLCs provide independence)

This message emphasizes that, when working with a CLC, clients and their families are the ones who choose how

to proceed, including working with partner agencies. The CLC provides guidance and outlines a range of options

and potential avenues within the CLC partner network, while the client drives the process. The client maintains his

or her independence and dignity, and is able to make an informed decision through the help of the CLC network.

This message speaks directly to options counseling (a centerpiece of CLC services), which is a decision-support

process that provides the end-user with the best possible information regarding what his or her long-term care

options are, allowing the client to deliberate and make a decision independently. This message also speaks to care

transition coaching, in which the client leads the process and is coached to achieve successful independent action.

Examples of Effective Campaigns & Images

Listed below are examples of images that speak to the core statewide CLC messages, using clear language, telling

real stories, and highlighting successful outcomes:

 Image of a person with a disability holding a key and smiling, with the caption “This is the key to my house.

The CLC helped me find the housing program that made this home possible.”

 Image of a smiling person with a disability working at a fast food establishment, with the caption “This is my

son on the job at [insert fast food establishment]. The CLC helped us find the employment program that was

right for him.”

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 Image of an older person sitting in a comfortable living room receiving care and smiling, with the caption “The

CLC listened to me and helped me understand how I could stay at home and still get the help I need.”

 Image of a person with a disability or an older adult reviewing hospital discharge papers, with the caption

“Thanks to my CLC Care Transitions Coach, I feel more in control of my own health and haven’t had to go back

to the hospital.”

 Image of [several options – listed below] speaking with an ADRC specialist, options counselor, or care

consultant, with the caption underneath “Struggling with who to call?”

o a person with a physical disability

o an older adult

o a daughter/son of a frail older adult

o a grandparent with a young child with a developmental disability

o a parent with a child with a developmental disability

 Image of a person in a wheelchair using the electric lift of his/her van, with the caption “Because of the CLC, I

was able to find an Independent Living Specialist who helped me understand that many things in life are still

possible, even after my car accident.”

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IV. TARGET AUDIENCES: MESSAGING & CHANNELS

The core messages and brand described in the previous section represent core and common elements of CLC

marketing efforts in Washington State. As CLC marketing must address a broad range of audiences, both State and

local marketing efforts will also require a targeted approach that adjusts media and message appropriately.

A target audience or target market is a specified group for which messages and materials are designed. Target

audiences are defined by distinguishable and noticeable aspects based on where they live and/or factors related to

their age, culture, written and spoken language needs, position and role, economic circumstances, health or

disability, or lifestyle preferences.

Different target audiences have distinct characteristics and needs. Messages and channels of communication may

resonate strongly and be effective for one group, but fall flat with another. Thus, CLC marketers must be aware of

who they are speaking to and customize messaging and channels of communication accordingly. Just as

importantly, the CLC marketers coordinating these state and local efforts must consider why they are marketing to

each group. Depending on the target audience, the goal of the marketing materials could vary significantly. For

example, when marketing to potential clients (i.e. end users) the main purpose is to encourage them to reach out

to the CLC when they need help. However, when marketing to policy makers, the purpose is to demonstrate that

CLCs are worthy of policy and funding support.

In Washington State, we have identified four general categories of target audiences. Within each of these

categories, there are a number of specific sub-audiences. The four general categories include:

 Policy Makers/Regulators

 Partners/Providers

 End Users

 Intermediaries/Influencers

The matrix in Appendix F highlights marketing objectives, key messages, primary channels of communication, and

communication methods/tools for each specific market under the general categories listed above. It is designed to

serve as a valuable reference tool for the State and local CLCs as they produce targeted marketing materials and

develop marketing campaigns aimed at specific audiences.

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V. METRICS FOR EVALUATION

The following metrics will be used to track and assess the success of this Marketing Plan and statewide CLC

marketing efforts overall. These metrics will be used to evaluate State and local performance outputs (efforts and

activities) and outcomes (the impact or results of those outputs). They include both subjective indicators and

quantifiable measures.

 Consistency in marketing efforts statewide

o Are local efforts consistent with the Marketing Plan, including branding guidelines?

o Is the State logo being used effectively and correctly?

o Are the website and 1-800 number appropriately referenced in state and local marketing collateral?

 Outputs: are we seeing an appropriate level of activity?

o Summary count of State-level marketing engagements

o Summary count of local marketing engagements

o Summary count of positive news features

o Summary count of partner organizations participating in marketing efforts

 Outcomes: on an annual basis, are we experiencing a statistically significant positive impact from this

activity?

o Is awareness of CLCs increasing among key stakeholders (among policy makers, partners, intermediaries,

providers, and end users)?

o Are more providers joining the CLC network?

o Is use of CLC services increasing?

o Is use of CLC services increasing among specific populations and marketing cohorts?

o Are successful outcomes being achieved for individuals?

o Are successful outcomes being achieved for partner organizations?

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VI. APPENDICES: TOOLS & TEMPLATES FOR LOCAL CLCS

This Appendix includes potential tools and templates for the benefit of local CLCs. They are designed to assist local

CLCs in easily and efficiently developing marketing materials aligned with the core brand. Included in this section

are:

A. A brief “Marketing 101” primer (including key terms and steps for developing a local marketing campaign)

B. A link to the National ADRC Technical Assistance Exchange website

C. Guidance for choosing and utilizing various marketing mediums

D. Summary documents and resources

E. Guidelines for using people-first language

F. Target Market Matrix

Appendix A: Marketing 101

Key Terms

Below are some basic definitions of key marketing terms, some of which have already been discussed in previous

sections. Local CLC staff developing marketing campaigns and materials should be familiar with the terms and

concepts below.

Marketing: The activity, set of institutions, and processes for creating, communicating, delivering, and exchanging

offerings that have value for customers, clients, partners, and society at large. (American Marketing Association)

Marketing Plan: A guide to how marketing will be accomplished. A marketing plan establishes brand, identifies and

describes target audiences, determines promotional strategies, and describes how promotional efforts will be

tracked and evaluated.

Brand: A brand is the sum total of every experience people, consumers, clients, and target populations have with a

company or organization and their products and services. While desired brands are created and shaped, most

importantly, real brand lives in the minds of consumers or clients. In the case of CLCs, the brand should convey a

sense of the key offerings: the core “CLC philosophy” and desired outcomes for clients.

Target Markets/Target Audiences: Marketing is not about you. It is about your target audiences and their needs,

preferences, role, and information processing habits. A target audience or target market is a specified group for

which messages and materials are designed. Target audiences are defined by distinguishable and noticeable

aspects based on where they live and/or factors related to their age, culture, written and spoken language needs,

position and role, economic circumstances, health or disability, or lifestyle preferences.

Promotion: The publicization of a product, organization, or service to increase awareness and use or sales.

Promotion includes all the ways available to make a product and/or service known to and purchased or used by

customers and clients.

Advertising and Public Relations: Promotional messages delivered via various print and non-print media, including

newspapers, the Internet, TV and radio, events, etc. While advertising is paid, PR is free, but may require an

investment of staff time and energy to achieve.

Channels or Media: Methods of communicating with target audiences, directly or indirectly.

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Steps for Developing a Local Marketing Campaign

Provided below is a suggested outline of steps in developing a local marketing campaign. These steps are based on

the “Marketing to External Audiences” provided on the ADRC Technical Assistance Exchange website. Please

consult the paper for greater detail and further explanation: Marketing to External Audiences.

1) Define your target. Who are your target markets? Determine who you are trying to reach. Each campaign will

likely include materials that are geared towards a broader audience, as well as materials that are tailored for

specific audiences and markets. Use the matrix in Appendix F to identify which groups you want to target with the

campaign and appropriate media and messages for them.

2) Profile your target. Gain a better understanding of your broader eligible population, as well as the target

audiences you have chosen to market to. Every CLC will cater to its particular local population, with key differences

in factors such as race or ethnicity, income, average educational attainment, rural or urban population, and various

cultural elements.

As a local CLC, you have the best understanding of your population. It is up to you to make sure you know your

population’s needs, preferences, and habits. Along with inherent knowledge, it can be helpful to use Census and

other demographic data or (if possible) surveys and interviews to research and learn more about your eligible

population. Similarly, when you are creating materials for a specific audience, make sure you know as much about

the group as possible. Ultimately, the more you understand and know about who you are marketing to, the more

likely your campaign is to resonate and be effective.

3) Develop Materials. Once you have determined who you are trying to reach and have learned as much as you

can about their needs and preferences, it is time to begin producing materials. The overarching approach,

messaging, and brand should align with the elements outlined in Section III. However, as a local CLC, you are

encouraged to emphasize messages most likely to resonate with your target audiences and to develop language

and messages that best suit your population and region. Use the guidelines in Appendix C to determine which

marketing media you should utilize as part of your campaign. The vehicles you choose should get your message

across effectively, cause your audience to pay attention, and reach them where and when they will be most

receptive to the message.

4) Pretest Materials. If possible, it is always best to share your prototype materials with members of your target

audience(s) to receive input and feedback and to gauge how effective your materials are. Pre-testing can be done

through focus groups, interviews, self-administered questionnaires, and readability testing. Once feedback has

been received, you must determine whether you want to revise your materials, and how you will do so.

Key areas to consider when receiving feedback on pretest materials are:

 Are the messages comprehensible? Do members of the targeted audience understand the language being

used? Is the key messaging coming through?

 Are the messages on target? Does the audience find the messaging persuasive? Do they react as intended?

Are there any parts of the messaging they do not relate to?

 Are the materials appealing? Does the audience like how the materials look? Do they attract positive

attention? Is the design appealing?

 Are there mistakes in the materials? The audience may be able to find mistakes that were missed by those

producing the materials.

5) Prepare for Campaign Implementation. Before implementing the campaign, you will need to plan around a

number of key areas. Each of these questions must be addressed before moving forward with the campaign:

 How will you produce and disseminate materials?

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 How will you generate media coverage for your campaign?

 Have you built the internal capacity to ensure that you and your staff are prepared to manage the campaign

(e.g. media inquiries, questions from the public, increased volume of calls)?

 Will you get partner organizations involved in the campaign? If so, how?

 How will you monitor and evaluate the effectiveness of your campaign? (Consider metrics such as call volume,

providers in the CLC network, and feedback from partners. See Section V for additional ideas.)

Appendix B: Key Resource: Technical Assistance Exchange (TAE) Website

The Technical Assistance Exchange (TAE) website is sponsored by the US Administration on Community Living and

provides an enormous amount of resources for CLC program administrators and staff. It is an excellent resource for

CLC information generally and includes various resources relevant to marketing, including instructional briefs and

papers, example materials, other states’ plans, and a range of additional valuable materials. Local CLCs are

encouraged to first consult the TAE website when additional information or support around marketing efforts is

needed. The link to the website is: www.adrc-tae.org

Appendix C: Guidance for Specific Media

An integrated marketing campaign can include a broad array of different media and collateral. It is important to

recognize the advantages and disadvantages of each type of media, when choosing the right format for the

message. Different types of messages benefit from different mediums, and even more importantly, you will likely

reach different audiences depending on the vehicle you choose. For example, if you are trying to reach older

adults, print advertisement may be more effective than social media. It is critical to consider who your audience is,

as well as the depth and breadth of your message, when deciding how you will convey that message. In addition to

locally produced marketing materials, CLC’s can adopt canned materials produced by the state, including a

brochure and a print advertisement.

Provided below is a list of common vehicles used in marketing campaigns, as well as a description of how and

when each medium may be used most effectively. Also included below are sample templates for CLC brochures

and print advertisements.

Website

A website is the best place to provide detailed information about CLCs and to make a strong, compelling case to

potential clients and other target audiences about their benefits. Those who go to the website are likely already

interested in CLCs and looking for more information, so do not hesitate to elaborate and delve into specific details

about the program. Take advantage of the ability to include nested links and pages so visitors to the website can

easily find what they are looking for.

Consider a website an appropriate medium to reach a relatively broad spectrum of interested parties. While some

older adults and persons with disabilities seeking help may be less internet-savvy, they often have caregivers or

others in their life that will access the internet to obtain more information.

Developing a successful website requires some financial investment and technical expertise, as well as a good

understanding of design elements and website navigation issues. Above all else, a website should be easy to use,

and information should be easy to obtain. It does not have to be fancy, but it should be clear and easy to navigate.

It is important that efforts are made to make the website accessible to those who are sight or hearing impaired.

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Brochure

Print brochures are also a good medium to provide relatively detailed information about CLCs and their benefits.

However, given the limited space for text (in comparison to a website), the messaging must be more pointed and

condensed. In addition, those who pick up brochures in doctors’ offices or health clinics may not necessarily be

aware of what a CLC is or may not have much initial interest in the program. Therefore, brochures should include

clear, introductory text up front and make an attempt to quickly convey to the reader how CLCs work and why

CLCs might matter to them. Following this initial text, the brochure can delve into more specific detail about the

different components of the program and how it operates. The benefits and positive outcomes of the program

should be emphasized. The focus of the brochure can be about the CLC generally or a specific component of the

program, such as options counseling.

Like a website, brochures can reach a relatively broad audience (depending on where they are distributed). They

are an especially good way to reach out to older adults, who are more accustomed to and comfortable with

traditional print media. Producing a brochure requires relatively little financial investment or expertise, but a good

understanding of brochure design and formatting is important. A template for a sample CLC brochure, to help

guide local CLC efforts, will be provided by ADSA.

Print Advertisement

With print advertisements, the messaging must be more direct and succinct than brochures. While the medium

does allow for some detail through paragraphs of text, they are typically a secondary element. The focal point of a

print advertisement should be a compelling image and/or phrase that is likely to attract the attention of your

target audience. Since they will likely be flipping through a magazine or newspaper when they encounter a print

advertisement, the image and phrase (or phrases) must be poignant enough for them to take notice. Highlight

successful outcomes of individuals working with CLCs (see “Examples of Effective Campaigns & Images” in Section

III) and present key benefits simply and concisely.

Print advertisement allows you to target specific audiences, depending on where you choose to publish your

message (e.g. local publications geared towards people with disabilities or older adults). Carefully consider who

your message is targeting and research which publications may be most appropriate for reaching that audience.

Similar to brochures, print advertisements can reach a relatively broad spectrum of people, but are particularly

effective in reaching older adults.

The costs of producing and publishing print advertisements in local publications are relatively low, but a good

understanding of how to design an effective print advertisement is important for producing an effective product. A

template for a sample CLC brochure, to help guide local CLC efforts, will be provided by ADSA.

Radio and Television Spots

Radio and television spots allow very little room for details or specifics, but work well to tell short, compelling

stories and provide a high-level description of the purpose and benefits of the program. Radio stories can clearly

depict how someone could successfully contact the CLC and receive assistance. They are especially effective with

certain age groups, cultures and for those with low literacy skills. When repeated over several days and at

different times in the day, radio spots can pave the way for individuals who at first are uncertain, to feel more

comfortable contacting the CLC. These media are great ways to reach a broad audience and a large number of

people, including friends and relatives of people who could benefit from CLCs. It is likely, however, that the

majority of people who listen to or watch the spot will have no interest in CLCs. In addition, running spots on local

radio and television stations can be costly. Radio stations will have good expertise in creating effective short

stories to meet specific target audiences and can develop a package that fits an organization’s budget. Producing a

television commercial requires a significant amount of technical expertise and investment in production. For more

affordable television marketing, CLCs can contact their local cable stations for potential spots on their public access

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channels. Both media can be highly effective tools for raising awareness about CLCs. However, radio spots will

likely be more realistic for most CLCs, given limited marketing funds and the high cost of television advertising.

Social Media Campaigns

Social media campaigns through Twitter, Facebook, and other options allow for short, succinct messages to be

sent in real time, providing a great medium for awareness-raising and sending brief reminders. While social media

tools do not support in-depth descriptions, they do support links to more detailed web pages or documents.

Social media campaigns are a highly effective way of reaching a younger demographic, but are unlikely to receive

significant traction among older adults. Setting up and maintaining a social media campaign requires continual

attention and investment of staff time. CLCs that consider this option will want to ensure they have sustainable,

skilled, and dedicated staffing to keep the messaging fresh and up-to-date.

Appendix D: Concise Summaries to Be Used in Marketing Materials

Provided below are some concise summaries of key CLC functions and talking points, presented in “plain speak.”

This text may be incorporated directly into written marketing materials or used as brief talking points for oral

presentations.

An Overview/Introduction to CLCs

The Community Living Resources (CLC) Program is designed to help people of all ages, incomes, and disabilities

(and their families) get the home and community supports and services that they need. The program helps

individuals and their families by providing information about possible services and supports, and by linking people

to the services and supports that they choose. A process that could otherwise be very challenging and even

overwhelming can be made much easier by engaging a CLC to guide people through options and help them make

the best decisions for their future.

Summaries of Specific CLC Functions/Services

Providing Information and Awareness

People of all ages, disabilities, and income levels know they can turn to their local CLC network for reliable

information about many types of home and community-based services and supports as well as residential options.

CLC information and awareness services are there to educate the public about service options and where to turn

for help in navigating the complex array of long-term services and supports. CLCs also provide personalized

assistance to individuals so they can find their way through the maze of organizations and agencies that offer

services and supports, and to help them better understand eligibility issues and applications that could otherwise

seem overwhelming.

This service includes the easily accessible Community Living Connections website for individuals seeking

information, as well as service organizations, private businesses, and the general public. It provides a range of

general information, educational materials, and research, including links to partners, downloadable and electronic

applications forms, opportunities to connect directly to a local CLC, a searchable statewide resource directory , and

much more. A self-service portal will provide the means to confidentially share information, request assistance,

and submit applications, as well as tools for customized searches of the resource directory.

Options Counseling and Assistance

The CLC Options Counseling and Assistance service is designed to help individuals of all income levels learn and

make informed decisions about immediate and ongoing support options. The CLC Options Counselor helps the

individual connect to those services and supports that best meet their personal needs and preferences. Options

Counselors guide individuals through hard questions and difficult decisions so that they can make the best possible

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choices for their own future. They use an approach that is person-centered and directed by the individual,

resulting in a plan of action that best fits each individual’s unique situation, preferences, and needs. Options

Counselors have successfully completed a national training and certification program.

Options Counseling includes the following steps: 1) A personal interview to discover strengths, values, and

preferences of the individual and the usage of screenings for public programs, 2) a decision support process which

explores resources and service options and supports the individual in weighing pros and cons, 3) developing steps

toward a goal or a long term support plan and assistance in applying for and accessing support options when

requested, and 4) quality assurance and follow-up to ensure supports and decisions are working for the individual.

Person-Centered and Evidence-based Care Transitions

Care transitions happen when an individual moves from one provider or setting to another (e.g., from hospital to

home or nursing home, or from facility to home and community based services). For people living with serious and

complex illnesses, these transitions are especially challenging and are often prone to errors. Medication errors,

poor communication and coordination between providers, and an increase in preventable negative events have

drawn national attention to efforts to improve the safety and effectiveness of care transitions. Providers

understand that poor transitions can have negative outcomes, but struggle with a lack of collaboration across

settings, limited resources, and a growing aging population with multiple chronic conditions. Evidence-based Care

Transition models are proven to create positive outcomes for both individuals and healthcare providers, including

reduced re-hospitalizations.

CLC Care Transition Coaches first meet individuals while they are still in acute care or long-term care settings and

then follow them intensively over a period of approximately one to three months after they’ve transitioned to

their new setting or provider. The main goal is to ensure that individuals and their caregivers understand post-

discharge instructions for medication and self-care, recognize symptoms that signify potential complications

requiring immediate attention, and make and keep follow-up appointments with their primary care physicians. In

addition to a reduction in re-hospitalization rates; individuals indicate they feel more empowered to be full

partners in their own care and caregivers indicate that they are more able to provide help that genuinely augments

their loved one’s own autonomy and abilities.

Care Coordination

After participating in Options Counseling and in order to remain in their home or community, some individuals may

need multiple services and/or related activities performed on their behalf and are unable to obtain the assistance

on their own. They also may not have family or friends who are able and willing to provide adequate assistance.

In these cases, CLC Care Coordination may be available to provide a longer-term, person-centered plan of care that

allows them over time to achieve the highest level of independence possible. In some CLCs, the organization may

use this term for a staff who assists an individual from intake, helps them through options counseling and

assistance, and provides longer-term assistance as needed.

Quality Assurance and Continuous Quality Improvement

Quality Assurance and Continuous Improvement are a part of every ADRC system and help ensure that services

meet the highest standards, as well as ensure the public and private investments in ADRCs are producing

measurable results.

Washington State’s CLCs use an electronic information system to track individuals served, services provided,

performance outcomes, and costs; in order to continuously evaluate and improve the CLCs and service delivery.

At both the state and local level, processes are in place to obtain input and feedback from individuals and their

families, as well as partnering organizations in the CLC network - its operations, services used and ongoing

development.

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Every CLC should have measurable performance goals and indicators related to its visibility, trust, ease of access,

responsiveness, efficiency and effectiveness. CLCs routinely track and monitor consumer demographics and

individual-level outcomes such as diversions from institutional care, Care Transitions, the impact of Options

Counseling on individuals, as well as systems-level outcomes such as service utilization by setting and cost-savings.

Talking Points for Engaging with Policy Makers

Below are some key talking for explaining to policy makers why CLCs are important.

 The timely support that CLCs help to provide can prevent or delay the need to access government services,

saving federal, state and local funds and resources.

 Fully functional CLCs are an efficient and effective use of State funding that improve citizens’ quality of life and

lessen the strain on the State’s social service network.

 By linking consumers with services and supports that match their specific priorities and preferences, CLCs have

the ability to assist individuals to remain at home or in their communities.

 CLCs help bring together human and health services to better coordinate care across the lifespan, across

settings and within local communities, thereby reducing waste and duplication of efforts.

 CLCs use formalized Quality Assurance and Continuous Quality Improvement methods, measurable

performance goals, and indicators related to its visibility, trust, ease of access, responsiveness, efficiency and

effectiveness.

 All CLC Options Counselors complete a national training and certification program.

 CLCs utilize evidence-based Care Transition models and coaches are formally trained in the models.

 CLCs serve persons of all economic brackets, providing unbiased and comprehensive information, expert

advice, and decision-support services.

 The CLC website and resource directory contain information about public AND private-pay services and

supports that help individuals remain at home, in the community; or when needed, choosing a higher level

residential community.

Talking Points for Engaging with the Local Business Community

Businesses can partner with CLCs by helping to facilitate, sponsor, or promote CLC activities. They can provide

valuable insight into marketing to the private pay population and the local workforce. Below are some talking

points regarding potential benefits to businesses partnering with CLCs.

 Your expertise, input and feedback about CLC services can help the CLC better serve your local community.

 Becoming a sponsor for a CLC service or activity helps get your name out as a business that cares about the

community it serves, as well as providing exposure to previously untapped community members that may be

interested in your services.

 Partnering with a CLC helps your constituents receive the trusted services they depend on from you, as well as

exposes them to additional service and support options they might otherwise not be aware of.

 Helping to promote CLCs can improve your brand as a business that cares about the community and raise

awareness among employees, their family members, and the general community about CLC services.

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Appendix E: Guidelines for People-First Language

The Washington State Developmental Disabilities Council and Self Advocates in Leadership Coalition provide the

following guidelines for using people-first language. All State and local CLC marketing efforts should make sure to

use people-first language in all marketing materials.

Source: Washington State Developmental Disabilities Council, 2012

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Appendix F: Target Markets Matrix

In Washington State, we have identified four general categories of target audiences. Within each of these

categories, there are a number of specific sub-audiences. The four general categories include:

 Policy Makers/Regulators

 Partners/Providers

 End Users

 Intermediaries/Influencers

The matrix below F highlights marketing objectives, key messages, primary channels of communication, and

intermediaries for each specific market under the general categories listed above. It is designed to serve as a

valuable reference tool for local CLCs as they produce targeted marketing materials and develop marketing

campaigns aimed at specific audiences.

Specific entities listed under each of the headings are meant to be a starting point that can be built on. For

additional ideas of organizations, go to http://www.sos.wa.gov/library/wa_orgsubjects.aspx to find a list of

Washington association and organization websites by subject.

The following color key is used to identify whether audiences should be targeted by the State, local CLCs, or both:

Audience should be targeted by State

Blue

Audience should be targeted by local CLCs

Yellow

Audience should be targeted by both State and local CLCs

Green

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

1) Policy Makers/Regulators

Governor’s Office, and Legislature

(State efforts: educational focus,

responding to informational requests)

 Become

knowledgeable

about ADRCs

(Community

Living

Connections)

and successful

outcomes

 Provide policy

and funding

support.

 CLCs are an efficient

and effective use of

State funding that can

help leverage personal

and/or private options

for LTSS.

 CRCs serve all

populations.

 CRCs partner with

individuals to address

their LTSS needs, often

avoiding the need for

Medicaid coverage.

 CRCs partner with the

private sector.

 Washington State is a

national leader in

rebalancing the

Medicaid LTSS system.

Now is the time to turn

our attention to the

pre-Medicaid

population, helping

them find cost-

effective and quality

alternatives to

Medicaid funded LTSS.

 Annual reporting

mechanisms

 Briefings to Assistant

Secretary, Secretary and

Governor’s office as

appropriate or requested

 Briefings to Legislature or

meetings with Legislators

or staff as requested

 Legislative Hearings

 ALTSA Assistant

Secretary, HCS Director,

and SUA Office Chief

 Legislative aids

 Aging & Disability

Advocacy Organizations

 Aging & Disability

Advisory Councils

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

Governor’s Office, and Legislature

(Local efforts)

 Become

knowledgeable

about ADRCs

(Community

Living

Connections)

 Provide policy

and funding

support.

 CLCs are an efficient

and effective use of

State funding that can

help leverage personal

and/or private options

for LTSS.

 CRCs serve all

populations.

 CRCs partner with

individuals to address

their LTSS needs, often

avoiding the need for

Medicaid coverage.

 CRCs partner with the

private sector.

 Washington State is a

national leader in

rebalancing the

Medicaid LTSS system.

Now is the time to turn

our attention to the

pre-Medicaid

population, helping

them find cost-

effective and quality

alternatives to

Medicaid funded LTSS.

 Annual and more frequent

reporting mechanisms

 Briefings to Legislature

 Meetings with Legislators

or staff

 Policy advisors

 Legislative aids

 Local Aging & Disability

organizations (e.g. AAAs,

CILs, DD, etc.)

 Constituents

 Local advisory councils,

 Local elected officials

(county/city),

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

State Colleagues

(State efforts)

 DSHS

o Aging & Disability Services (ADS)

 Aging and Long-term Support

Administration(ALTSA): HCS &

RCS

 Behavioral Health and Service

Integration Administration

(BHSIA): DBHR and

Alcohol/Substance Abuse)

 Developmental Disabilities

Administration (DDA)

o Children’s Administration

o Economic Services

Administration

o Indian Policy Advisory Committee

o Rehabilitation

 State Council on Independent

Living

 Healthcare Authority (HCA)

 Dept. of Veterans Affairs

 Dept. of Health

 Office of the Insurance

Commissioner (OIC)/Statewide

Health Insurance & Benefits

Advisors (SHIBA)

 Employment Security

 Department of Commerce

o Developmental Disabilities

Council

o LTC Ombudsman

 State Long-term Care Ombudsman

 Certified Guardianship Program

 Office of Civil Legal Aid

(Http://www.ocla.wa.gov)

 Support CLC

implementation

and coordinate

related efforts

to improve the

consumer’s

experience

learning about

and accessing

LTSS.

 Encourage

entities funded

by state

agencies to

engage with

their local CLCs

 CLCs provide a

valuable service and

are a worthy effort.

 CLCs serve all

populations.

 CLCs help people get

to the right resource at

the right time,

recognizing

individuals’ unique

needs and matching

them to those with the

expertise in serving

specialized

populations.

 Rather than replace

current expertise, CLCs

facilitate a more

responsive, relevant,

and efficient LTSS

system by getting to

that expertise more

quickly.

 Find areas of

collaboration to

reduce costs and

duplication; and

improve consumer

experience.

 Interagency briefings &

meetings

 Memoranda of

Understanding (MOUs)

 Cross-Training

 Coordinated/Shared

messaging for local

partners/subcontracted

entities

 Marketing collateral

 Agency leadership

 DSHS/ADS Website and

CLC Website

 Brochures, fact sheets

 Outcome reports

 CLC Statewide Planning &

Policy Committee

Members (agency

representatives)

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

Federal representatives

(Local efforts)

 Provide ongoing

and sustainable

ADRC funding to

all States.

 CLCs are effective and

efficient, serving all

populations by

providing personalized

options counseling and

assistance to

understand and access

LTSS, thereby reducing

the need for more

expensive or restrictive

care, whether paid for

with public and private

funds.

 Semi-annual grant Reports

 National Meetings

 Localized Case scenarios

 State and local elected

officials

 constituents,

 advisory councils

 national, state, and local

aging & disability

advocacy organizations

 private aging, disability,

and LTSS businesses

 Healthcare associations

 Quality Improvement

Organization

Local government officials

(Local efforts)

 Provide ongoing

and sustainable

ADRC funding to

all States.

 Provide ongoing

technical

assistance and

support for

ADRC expansion

and

implementation.

 CLCs will help our local

community by

improving social

services and health

care.

 Marketing Collateral

 Presentations to local

leaders

 Localized Case Scenarios

 Marketing Collateral

 Local Outcome Reports

 Listing of Local Partners

 Cross-agency coordination

Scenarios

 Site visit Invitations

 Local aging & disability

advisory committees

 Local aging & disability

coalitions

 Constituents

 Local government agency

leadership

 Local Health Care

Providers

 CLC Website

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

2) Partners/Providers

State level service providers and

provider organizations or

associations

(State effort)

 211info & WIN 211

 ACIL-Washington

 Disability Rights of Washington

 PAVE (Family to Family

Program)

 Lifespan Respite Coalition of

Washington

 State Long Term Ombudsman

 Traumatic Brian Injury Hotline

 Home Care Association of

Washington

 Children’s Home Society of

Washington

 Easter Seals

 Washington Library Association

 Within Reach

 Washington Coalition of Sexual

Assault Programs (WCSAP)

 Parent Trust

 Parent Help 123

 Washington Connections

 Washington Healthplanfinder

 WHF Personal health Advocates

 Support CLC

implementatio

n and

coordinate

related efforts.

 Develop

Partnership

Agreements as

appropriate.

 Encourage

local-level CLC

partnership

engagement to

learn about

each other,

coordinate

cross referrals

and develop

partnership

agreements

 CLCs are channels for

engaging clients and

there is great potential

for shared resources &

infrastructure.

 Creating networks of

CLC partners reduces

the confusion faced by

our constituents when

navigating across

systems and helps

them understand and

access services more

efficiently

 Marketing Collateral

 Meetings with potential

providers

 DSHS/ADS Website

 CLC Website

 DSHS/ADS Staff

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

Area Agencies on Aging (AAAs)

(State effort)

 Embrace the CLC

concept and

effectively

implement it

throughout the

Planning and

Service Area

(PSA) .

 CLCs will enhance and

improve the services

provided by the AAAs;

 they continue the

functionality of

providing information

and assistance and will

expand the population

served.

 W4A meetings

 Management Bulletins

 Statewide Meetings

 Statewide and localized

Training: Administration

and Service Delivery

 Readiness Reviews

 Local Plan Development

 Technical Assistance

 Mentoring

 DSHS/ADS Website

 CLC Website

 Policies and Procedures

 Management Bulletins

 Technical Assistance Tool

Kits and Templates

Veterans Administration (VA)

Health Services

(State and Local effort)

 U.S. Veterans Health

Administration

 Veterans Integrated Health

Network (VISN) 20

 Veterans Medical Centers

 Local Veterans Centers

 Participate with

Washington

State to expand

Veteran’s

Options

Counseling and

the VHA/ADRC

Veterans

Directed Home

Services (VDHS)

program

statewide.

 CLC Options

Counseling and VDHS

reduces overall costs

for Medical Centers.

 Veterans at risk of

institutional care can

remain in their own

homes.

 Research study results from

other states;

 VHA aggregate outcome

reports

 One-one communications

with VAMCs

 VISN/ALTSA meetings

 Coordination with Oregon

State’s ADRC program with

VAMCs covering areas in

both states (Walla Walla and

Portland)

 Coordination with

Washington State VDA and

VAMCs to provide training to

local Veteran’s Centers

 VA/Veterans Heath

Administration (VHA)

 Local CLCs and Sponsoring

organizations

 DSHS/ADS ALTSA staff

 Washington State

Department of Veterans

Affairs (VDA)

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Target

Audience

Goal

(Response we hope

to see)

Key

Messages

Communication Methods

and Tools

Communication Channels

Indian Tribes

(Local effort)

 Tribes and

ADRCs

collaborate so

that tribal

members have

improved

experience in

understanding

and accessing

LTSS.

 CLCs can help the

Native-American

community have

improved

understanding of, and

access to, health care

and social services.

 Tribes can help CLCs

understand how best

to serve their

members.

 Meetings with tribal

leaders

 Marketing Collateral

 Presentations to tribal

communities

 CLC Website and Resource