Response to - Arkansas...1 Arkansas State Police Response to Request for Proposal Arkansas State...

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Arkansas State Police

Response to Request for ProposalArkansas State PoliceAdvertising and Marketing Services

SP-19-0041

Proposal Opening Date: February 15, 20192:00 p.m. Central Time

CJRW300 Main StreetLittle Rock, AR 72201501.975.6251

CJRW NW326 SW A Street, Suite 200Bentonville, AR 72712479.461.7696

Technical Proposal Required Documents

Click It or Ticket

E.1Qualifications and Experience

Buckle Up In Your Truck

E.1. ADescribe your firm’s experience and capabilities in traffic safety advertising development, multi-channel marketing, creative concepting, advertising, and public relations in the past five (5) years.

1. Include experience with traffic safety best practices and High Visibility Enforcement mobilizations.

2. Include which services and roles are covered in-house and which are covered by subcontractors.

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As the agency of record for the Arkansas State Police Highway Safety Office (ASP-HSO) for 14 years, CJRW has an unmatched and proven record of success in traffic safety advertising. During this time, CJRW has developed numerous traffic safety campaigns including these specific campaigns produced within the past five years: Occupant Protection (Click It or Ticket), Impaired Driving (Drive Sober or Get Pulled Over), Distracted Driving, Toward Zero Deaths, Work Zone Safety, and Motorcycle Safety Awareness. All of these campaigns included advertising development, multi-channel marketing, creative concepting, advertising, and public relations components.

Over the past 14 years, CJRW has also worked on a number of additional campaigns, most notably:

• Click It or Ticket Enforcement Campaign (Memorial Day and Thanksgiving)

• Drunk Driving, Over the Limit, Under Arrest Enforcement Campaign (4th of July, Labor Day and December Holiday/New Year’s)

• Teen Underage Drinking (Prom) Enforcement Campaign – Zero Tolerance. Drunk Driving. Over the Limit, Under Arrest

• Share the Road, Motorcycle Campaign

• Arkansas Department of Parks & Tourism Welcome Center Message Campaign

• University of Arkansas at Pine Bluff Outreach Event

• Toward Zero Deaths Campaign

• Work Zone Safety Enforcement Campaign

• Distracted Driving Enforcement Campaign

• Distracted Driving Awareness Campaign

• Drug Impaired Driving Enforcement Campaign

• Speed Prevention Enforcement Campaign

• Race for Hope – Partnership with NASCAR Hall of Fame Member Mark Martin

• Sports Marketing (Arkansas Razorbacks, UAPB Winning Combination Diversity Outreach, Hooten’s Arkansas Football, Arkansas Twisters, live endorsements on sports talk radio, live on-air local radio remotes at local motorcycle rallies such as Bikes, Blues and BBQ in Fayetteville and the Hog Rally in Hot Springs, Arkansas Traveler’s and Northwest Arkansas Naturals)

A case study detailing CJRW’s work on a high-visibility campaign (within the past five years) is provided on the following pages.

Describe your firm’s experience and capabilities in traffic safety advertising development, multi-channel marketing, creative concepting, advertising, and public relations in the past five (5) years.E.1 A

ARKANSAS

STAT E P O L I C

E

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ARKANSAS STATE POLICE HIGHWAY SAFETY OFFICE DRIVE SOBER OR GET PULLED OVER

SituationThe Drive Sober or Get Pulled Over campaign is a nationwide enforcement mobilization facilitated by NHTSA (National Highway Traffic Safety Administration) in conjunction with state and local law enforcement offices. The heightened enforcement effort coincide with the Fourth of July, Labor Day and Christmas holidays during the 2014-2015 fiscal year.

The goal of Arkansas’s Drive Sober or Get Pulled Over mobilization campaign for 2015 was to reduce or maintain the number of alcohol-related fatalities by both raising public awareness of the heightened law enforcement efforts and educating target audiences regarding the importance of sober driving.

The Fourth of July, Labor Day and Christmas holiday enforcement awareness programs targeted those most likely to drive impaired – young males, ages 18 to 34. Messaging relayed the grave risk of injury – or even death – to those who chose to get behind the wheel after having too much to drink. Sub-messaging focused on enforcement and the high probability that impaired drivers would be caught and arrested.

Messaging was relayed to target audiences utilizing both paid advertising and earned media tactics. Mediamark Research Inc. (MRI) media consumption data, Nielsen ratings data, and Arbitron ratings data dictated a strong media mix of broadcast and cable television, radio and online advertising. Broadcast TV provided mass reach and frequency in major metro areas, while cable TV generated frequency of exposure in targeted programming and extended the buy’s reach. Radio further extended both reach and frequency, targeting young males when they were most likely in their vehicles. Digital advertising added to reach and frequency, utilizing a popular medium for the younger audience. Out-of-Home advertising engaged the target audience and extended the reach of the “Drive Sober” brand. Sports marketing was integrated into the media plan as sports is a primary interest of our target audience. We continued our partnership with the only two minor league baseball teams in the state - the Arkansas Travelers (Central Arkansas) and Northwest Arkansas Naturals.

CJRW launched the TZDArkansas.org website. This website is the primary resource for the safety enforcement mobilization campaigns run by the Arkansas Highway Safety Office. The website includes news, events, programs, the state’s safety plan and video content. The homepage features an interactive quiz asking visitors to answer highway safety questions, then providing more detailed information about the various enforcement programs such as distracted driving, speeding, impaired driving and occupant protection.

A social media presence was established for all the mobilization campaign efforts, developing a content strategy for social media promotion and creating unique and engaging content to deliver in social media channels. It includes everything from the actual plan development and background research on target audiences in social media, to establishing social media pages and feeds for the program and creating

JONESBORO POLICE DEPARTMENT

--~ DRIVE SOBER OR BET PULLED OVER ~

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interesting photos, info-graphics or short videos to post, and initial page management and posting.

During the Labor Day Drive Sober or Get Pulled Over enforcement mobilization, a new creative campaign was launched featuring the message that if you choose to drink and drive, here are the consequences you will face: you will lose your license and go to jail because you have committed a crime; you will be restricted to driving with an ignition interlock; you will do community service; you’ll pay court costs, attorney fees, and fines that could be thousands of dollars and you could kill or injure yourself or someone else.

Numerous earned media tactics were employed to further reinforce the campaign’s message. Media pitching resulted in radio and TV coverage for each campaign period, including on-air interviews with local television stations during their early morning show and several morning radio programs. In addition, news releases were distributed prior to each enforcement period.

The campaign’s messages were further extended through a partnership with the Arkansas State Highway and Transportation Department, which provided 30-plus electronic message boards displaying “Drive Sober or Get Pulled Over” on busy roadways in numerous counties comprising the target markets.

Additionally, the Arkansas Highway Safety Office sponsored “Clunker Car Night” at an Arkansas Travelers’ baseball game. A 30-second ad ran on the ballpark’s giant electronic scoreboard, emphasizing both sober driving and occupant protection. Fans participated in the Dizzy Bat Game as well as a Seat Belt Relay. Click It or Ticket branded “clickers” were distributed as well as hand fans featuring the “Drive Sober or Get Pulled Over” message, and an ad was featured in the game program. Both “Drive Sober or Get Pulled Over” and “Click It or Ticket” messages were played over the public address system throughout the game.

Methods used to measure behavior change issues or the success of each program:

Since 2010, alcohol-related fatalities have been on the decline in Arkansas. As of 2015, Arkansas alcohol related fatalities were at 29%, which is below the National percentage rate of 31%.

CJRW negotiated $368,156 in paid media added value through bonus spots. The earned media added value totaled $528,219, which included on-air appearances, both newspaper and online story placement and the statewide highway electronic message boards.


-fi. CllCKIT -DR-TICKET ARKANSAS

HIGHWAY SAFETY

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Digital Signage

Online Banner Ads

Consequences/Motorcycle

Consequences/Car

Consequences TV Spots

Please, scan these QR Codes with your mobile phone QR reader.


https://vimeo.com/136553682


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TRAFFIC SAFETY BEST PRACTICES/ HIGH-VISIBILITY MOBILIZATION EXPERIENCE

CJRW is comprised of a unique mix of seasoned professionals and energetic, youthful innovators. We are one of the most experienced agencies in the region. As a full-service company, we offer a completely integrated array of services. This professional expertise across disciplines allows CJRW to routinely meet – and exceed – the ever-changing demands of our clients. Perhaps that’s why many have been our business partners for decades. Such loyalty can only be earned by delivering powerful, unequaled results time and time again.

Below is a summary of services offered in-house by CJRW that will enable the Arkansas State Police Highway Safety Office to accomplish the objectives of its communications program. CJRW will be the prime contractor for all of these services.

Additionally, CJRW will work with a number of diversity partners for tactics involving minority outreach, grassroots efforts, and other projects depending on the final scope of work developed by CJRW and ASP-HSO.

CJRW services include but are not limited to:

• Market Research and Analysis

• Community Outreach and Education Programs

• Event Management

• Sports Marketing Management

• Public Relations/Earned Media

• Influencer Marketing

• Crisis Communications

• Media Training

• Reputation Management

• Stakeholder Engagement

• Internal Marketing and Engagement

• Brand Development

• Creative Campaign Design and Development

• Website Design and Development

• Search Engine Marketing

• Media Planning and Placement – Traditional and Digital

• Content Marketing

• E-mail/Text Marketing

• Digital Marketing Solutions

• Social Media Marketing and Engagement

• Video & Film Production/Photography

• Creative Collateral Production Management

• Consumer Promotion

• Trade Marketing and Sales Materials

• Shopper Marketing

• Publication Design and Production

CJRW’s roles and services offered specifically relating to ASP-HSO goals are detailed in the following departmental resources.


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Account Management Department

Our Account Management Department works directly with clients and potential clients building relationships and determining client needs and wants in the way of marketing and/or advertising. Account managers are charged with understanding the client’s business situation and representing those needs within the agency; i.e., working together to determine the best way to deliver the client’s services and/or products to the target audience and researching consumer insights to understand where and how people are most receptive to their messages. Our account managers keep in close contact with their clients in order to advise on all issues related to the media and advertising landscape and strategy.

Public Relations Department

At CJRW, we identify the right communication channels to connect and motivate target audiences and complement advocacy efforts. We maintain a fully staffed public relations department with experienced, talented professionals who have built strong relationships with local and national media that can be leveraged on behalf of the Arkansas State Police Highway Safety Office. The public relations team works in tandem with the traditional media and digital/social teams to develop multi-channel earned media strategies. This collaborative approach is focused on reaching, informing and influencing target audiences based on where, when and how they receive, consume and consider messages.

Additionally, our agency has vast experience putting together events that make an impression and foster lasting relationships with valuable audiences. With event management experience ranging from the White House and presidential campaigns to groundbreaking ceremonies and news conferences, our event management team produces and manages events from start to finish. We provide research, planning, logistical support, and follow-up services for events of all sizes.


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Media Department

CJRW plans and places more media dollars annually than any other agency in the state. With more than 150 combined years of planning and buying experience, CJRW’s media team places $15 to $20 million each year in national, regional and local media. We place nearly $3 million annually in digital media alone, a service we have been practicing since 1998. The team also negotiates an estimated $3 to $6 million in added value each year, meaning that our clients get the most for their marketing dollars.

The CJRW media team provides a full array of services to develop the best possible media plan for each and every client. We offer strategic planning and buying capabilities for all media:

• Digital (all platforms)

• Broadcast Television

• Cable Television

• Connected Television

• Co-op Programs – print, outdoor, TV, radio, digital

• Radio

• Magazine

• Newspaper (including FSI)

• In-Store

• Out-of-Home

Specific to digital media, the CJRW media team has planned and placed almost every type of digital media and is testing and implementing new technologies every day. Digital media is an integral part of the media mix for each and every one of our clients. Specifically, we have implemented the following digital elements for both desktop and mobile devices:

• Anchor ads

• Banners

• Connected TV banners and video

• Digital radio audio, banners, interstitial and video

• Digital TV

• eMail

• Engagement banners and video

• Expanding video ads

• Expanding banners

• Floating banners

• Gaming ads

• In-app ads

• IoT TV tagging mobile

• In-banner video

• Interstitial banners and video

• Native ads

• Pre-roll video

• Post-click ads

• Retargeting – search and site

• Search

• Search retargeting

• Social media banners and video

• Text ads

• Video overlays

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Digital Department

Our digital team develops and implements immersive campaigns that effectively communicate with the right audiences at the right time, through the right channel. Digital marketing has graduated to a new age of accountability, and online strategies must have plans rooted in measurable results that show clear value of website, content and social media strategies.

We are committed to delivering turnkey functionality, usability and a strategic solution that engages target audiences across every medium. With our experience in User Interface Design and Information Architecture Development, you can trust CJRW’s online recommendations and count on our ongoing support. Our expert staff of web developers, designers and producers, as well as social media planners and content developers, has years of experience and are creative, smart and innovative, giving our clients not only a beautiful site, but one that works and works well.

Our team handles everything online, including website design and implementation, database development, social media strategizing and monitoring, mobile app support, and much more. We also love data and create reports often that help our clients measure ROI and help our team see where planning needs to adapt. Our staff’s expertise in social media strategy development and implementation is unmatched in the market. Innovative and compelling messaging is the hallmark of social media campaigns designed to get noticed and produce results for clients wherever and whenever their target audiences seek information.

Mark Martin – Two Seconds

Click It or Ticket TV Spot

Please, scan this QR Code with your mobile phone QR reader.


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Creative Department

CJRW has an award-winning creative team that is equipped with all the capabilities necessary to enhance the Arkansas State Police Highway Safety Office’s communications elements. Specifically, creative encompasses radio and television production, copywriting, point of sale, brand development, outdoor advertising, collateral creation, guerilla marketing tactics, and print and online marketing.

CJRW practices accountability-based marketing. We have the expertise to use any and all appropriate media channels to motivate action on behalf of your message. If it doesn’t get results, it’s just not creative enough for us. Additionally, CJRW provides a broad range of market research to its clients, ensuring they have the most accurate and up-to-date information when making business and marketing decisions. More than any other agency in the region, our research team can provide critical insight to the creation and execution of a communications program.

CJRW has vast experience with film and video production, having strong connections with top production studios and photographers across the Mid-South. With a full-time broadcast producer on staff dedicated to overseeing production from beginning to end, ASP-HSO’s projects will be kept running smoothly and on schedule. CJRW ensures film and video projects are executed to the highest quality, at the right budget, for each client’s needs.

We produce scalable video to boost our client’s visibility on a variety of platforms. In addition to standard television spots on broadcast and cable channels, we create pre-roll video for digital platforms on many targeted channels like Connected TV, YuMe, Pandora, HULU, PBS Digital, NCC TV, Centro, Tube Mogul and others. We produce commercials, webisodes, podcasts, corporate training videos, informational videos, animated content, mobile content, video streaming and webcasting, marketing and sales presentations, and testimonials that work on conventional media and all digital platforms. In post-production, we use 2D and 3D animation, motion graphics and visual effects combined with audio to make static graphics come alive for many of our multimedia projects. In short, we can handle almost any project at any scale.

I RAN INTO A WALL AT 200 MPH AND WALKED AWAY...

Mark MartinNASCAR HALL OF FAME

Arkansas State Police Highway Safety Offi ce

WHY RISK YOUR LIFE WHEN IT ONLY TAKES TWO SECONDS TO BUCKLE UP?

AHSO 34271.1 HOOTEN's AR Football ad1_rr_May 7_FINAL.indd 1 5/8/18 1:49 PM


Mark Martin – Take Two

Click It or Ticket TV Spot



E.1. B

QUALIFICATIONS AND EXPERIENCE Describe your firm’s experience with public information, education, and awareness- oriented advertising and marketing campaigns and social-norming methods and how your firm is uniquely positioned to provide these services to ASP-HSO.

1. Include your firm’s experience engaging the target audience identified in the RFP.

2. Include your firm’s special event and sports marketing experience and capabilities.

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Uniquely QualifiedCJRW was founded in 1961 and built on the foundation of developing public education and awareness campaigns. There is truly no other agency that can come close to our nearly six decades of experience with creating successful marketing and outreach efforts to communicate with Arkansans.

Our longevity and continued growth are a result of professional expertise in all disciplines, an understanding of both proven methods and emerging trends, unyielding commitment to quality, and bold, cost-effective campaigns that solve problems and create opportunities.

CJRW has been honored to service the Arkansas State Police Highway Safety Office since 2005. In the ensuing 14 years, CJRW has gained an unrivaled, in-depth working knowledge of national best practices for traffic safety public information campaigns and other evidence-based strategies, which we continue to leverage in support of high visibility enforcement mobilizations and traffic safety events in Arkansas. Throughout our partnership with ASP-HSO, the media landscape has evolved at a rapid pace, and so have our marketing tactics.

Our proven record of success with traffic safety advertising combined with our unmatched experience in statewide marketing and communications efforts makes CJRW uniquely qualified to continue providing these services to ASP-HSO. Additionally, we’ll continue to utilize our extensive statewide relationships to help develop partnership opportunities. And with CJRW, all projects are managed in-house with your dedicated account team working collaboratively together to develop strategic program goals and then implement and execute campaigns.

QUALIFICATIONS AND EXPERIENCEDescribe your firm’s experience with public information, education, and awareness- oriented advertising and marketing campaigns and social-norming methods and how your firm is uniquely positioned to provide these services to ASP-HSO.E.1 B

Alkansas. THI! NATURAL STA.TE

• Arkansas Scho'lanhip Lottery

• Georgia-Pacific ~ ARKANSAS ~..V DEPARTMENT OF HEALTH

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& RECREATION FOUNDATION

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ExperienceIn addition to the extensive traffic safety experience covered in section E.1.A., below is an overview of examples of our public information, education, and awareness-oriented advertising and marketing campaigns and social-norming initiatives for other agencies and organizations:

• Arkansas Blood Institute – donor awareness

• Arkansas Department of Health/Stamp Out Smoking – tobacco prevention and cessation

• Arkansas Department of Parks and Tourism – state travel and tourism awareness

• Arkansas Department of Workforce Services – increase awareness of workforce training and grant opportunities

• Arkansas Economic Development Commission – state economic development initiatives

• Arkansas Health Insurance Marketplace – increase access to quality health insurance through state-wide consumer education

• Arkansas Human Development Corporation (on behalf of Natural Resources Conservation Service) – for farmers, raising awareness of various techniques to increase yield, while saving money

• Arkansas Livestock Show Association/Arkansas State Fair – raising money for youth scholarships and local economic development

• Arkansas Parks & Recreation Foundation – enhancing parks and recreational activities

• Arkansas Scholarship Lottery – Arkansas Academic Challenge Scholarship awareness

• Chemical Stockpile Emergency Preparedness Program (Arkansas & Kentucky) – emergency preparedness awareness and tactics

• Chesapeake Energy – community development campaign to enhance the company’s ability to operate efficiently and without regulatory or civic roadblocks

• Georgia Pacific – message development to help combat negative perceptions about the company and its Crossett, Arkansas, operations

• Henderson State University – enrollment awareness

• Manhattan Road & Bridge – construction zone safety

• Ouachita Baptist University– enhancing the profile and image of OBU beyond its traditional audiences

• Springdale Police Department – crisis management and mitigation

The following case study provides an in-depth overview of a public information campaign for Stamp Out Smoking and also addresses CJRW’s experience in engaging the male, 18 to 34-year-old target audience, as well as teens and minorities.

E.1.A.

Describe your firm’s experience with public information, education, and awareness- oriented advertising and marketing campaigns and social-norming methods and how your firm is uniquely positioned to provide these services to ASP-HSO.E.1 B

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TOBACCO CESSATION AND PREVENTION PROGRAM “STAMP OUT SMOKING”

ObjectiveIn 1993, the Arkansas Tobacco Prevention and Cessation Program (TPCP) was established within the Arkansas Department of Health (ADH) and later enhanced through the receipt of funding from the Master Settlement Agreement (MSA) in 2001. In 2002, TPCP hired CJRW to develop and implement a statewide media and public education campaign to encourage tobacco users to quit or, better yet, never start.

Strategy and ExecutionAfter extensive research, message development and testing by CJRW’s creative and research teams, Arkansas’s anti-tobacco campaign was officially created and became known as “Stamp Out Smoking” or SOS. The message of the overall campaign, which is ongoing, centers on cessation and targeted prevention efforts for Arkansas’s youth. Messaging and related materials encourage smokers to utilize ADH resources, namely the Arkansas Tobacco Quitline, a toll-free helpline that also serves as a measurement of the campaign’s impact.

Based on research outcomes, the CJRW team implemented a plan to deliver an integrated message for SOS by using the following tactics:

• Effective and original creative including print ads, logo design, and commercial video creation to brand SOS

• Paid media placement

• Website development: http://www.stampoutsmoking.com, http://www.sosprojectprevent.com

• Rotating ads featuring a mix of tactics to appeal to various audience segments

• Grassroots programs and earned media efforts, including education and promotion kits, community sponsorships, presentations, partnerships, health fair booths, in-school programs, and other cost-effective efforts to enhance paid media advertising and extend the messaging outreach.

Each year, these tactics take on specific objectives and executions. For instance, CJRW launched “Let’s Clear the Air,” a sub-campaign to both heighten public awareness of the deadly consequences of secondhand smoke and promote the benefits of comprehensive smoke-free laws.

STAMP OUT SMOKING1-800-QUIT-NOW


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The creative campaign featured stories from a bartender, a musician, and a waitress, all impacted by cigarette smoke in the establishments in which they work. Three television ads, three radio ads, six print ads, and online banner ads told their stories to audiences statewide. In addition, the campaign equipped coalition members, partners, and advocates across Arkansas with new tools to spread the smoke-free message.

CJRW developed and distributed a community education toolkit, an educational brief on the benefits of smoke-free environments, business flyers, fact sheets, a sample presentation, talking points, a news release, letter to the editor template, and discussion guides.

A website developed by CJRW – cleartheairarkansas.com – housed these supporting materials along with the ads, providing easy, any-time access to stakeholders and citizens wishing to educate their communities.

Finally, grassroots elements of the SOS campaign feature annual executions of varying school-based prevention programs. For example, SOS conducts two contests within Arkansas schools across the state to spread the prevention message and encourage students to become anti-tobacco advocates. “Ready. Set. Record.” (formerly Big Pitch Film Festival) targets middle, junior, and high school students and challenges them to develop a 27-second video that relays the dangers of tobacco and nicotine usage and the importance of prevention among peer groups. Children in grades 2-8 are also given the opportunity to enter the “My Reason to Write” Project and write about ways in which they can become nicotine and tobacco-free advocates in their communities.

To read more of my story visit ClearTheAirArkansas.com

MOST CUSTOMERS DON’T REALIZE HOW MUCH THEIR SMOKING AFFECTS ME.

“

”KATE MORAN, Waitress

LET’S CLEAR THE AIRGoing smoke-free w ill not hurt businesses o r sales. In fact, a 2010 s tudy conducted b y the University o f Arkansas found cities in the Southeastern Conference that implemented comprehensive smoke-free policies in restaurants had a n almost 1 8 percent i ncrease i n sales, relative to those that did not. Going smoke-free makes f or healthier businesses and healthier employ-ees. Everyone deserves a smoke-free workplace.

ClearTheAirArkansas.com

VEO TYSON, BartenderTo read more of my story visit ClearTheAirArkansas.com

“EVERYONE DESERVES A SMOKE-FREE WORKPLACE, EVEN BARTENDERS. ”

LET’S CLEAR THE AIRGoing smoke-free w ill not hurt businesses o r sales. A 2010 study conducted by the University of Arkansas found cities in the S outheastern Conference t hat i mplemented com-prehensive smoke-free policies in bars had an average 25 percent i ncrease in sales, relative to t hose t hat d id not. Going smoke-free makes for healthier businesses and healthier employees. Everyone deserves a smoke-free workplace.


MY VOICE IS MY INSTRUMENT. I CAN’T LET IT BE DAMAGED BY SMOKE.

CODY BELEW, SingerTo read more of my story visit ClearTheAirArkansas.com

“

”

LET’S CLEAR THE AIRGoing smoke-free will not hurt businesses or sales. A 2010 study conducted b y the University o f Arkansas f ound cities in the Southeastern Conference that implemented comprehensive smoke-free policies in bars had an aver-age 25 percent increase in sales, relative to those that did not. Going smoke-free makes for healthier businesses and healthier employees. Everyone deserves a smoke-free workplace.



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YOUTH TOBACCO & NICOTINE PREVENTION

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ResultsSOS has achieved significant inroads into tobacco cessation and prevention in Arkansas. The campaign utilizes specific metrics to gauge the impact of SOS, including focus group testing of creative campaigns, in-depth interviews with smokers, and annual ad recall surveys. Overall, smoking rates have declined across population segments since the start of SOS more than 10 years ago:

• The percentage of Arkansas high school students who are current users of cigarettes dropped from 35.8 percent in 2000 to 15.7 percent in 2015.

• Adult smoking in the state of Arkansas declined from 29.3 percent in 2013 to 23.6 percent in 2016.

Paid media has been an overwhelming success. In fact, TPCP requested that CJRW remove the Quitline information from its advertising rotation because the call volume exceeded staff’s capacity to answer. Since program launch, the Quitline has received more than 91,000 calls.

Grassroots programming also continues to generate results and impact smoking’s most vulnerable target – Arkansas’s youth. Over the past three years, the annual “Ready. Set. Record.” Project has received nearly 800 video submission entries. Approximately 3,500 students have participated in the annual essay and poetry contest, “My Reason to Write.”

CJRW’s SOS campaign has received multiple awards throughout the life of the campaign. Stamp Out Smoking received eight national “Excellence in Public Health Communications” awards from the National Public Health Information Coalition during the annual conference held in Atlanta. Stamp Out Smoking was recognized for outstanding public relations tactics, creative materials, paid media campaigns, website development, editorial writing, and social media efforts. SOS won additional National Public Health Information Coalition Awards (NPHIC) including bronze awards for the My Reason to Write essay project poster and the Big Pitch Film Festival Awards Ceremony Keynote. Silver NPHIC awards were given for the Big Pitch

Film Festival poster, Stamp Out Smoking website re-launch, and Stamp Out Smoking social media materials for special observances. Top Gold awards were given for the Smokeless radio spots and SOS Project Prevent website launch. Additionally, a Pandora digital campaign gained results 10 times the national average.

Awards at the local level include three Public Relations Society of America (PRSA) Prism awards for the Counter Marketing Campaign, Know the Facts Panel Cards, and the SOS Progress Report. SOS won the following five Bronze Quill awards from the International Association of Business Communicators (IABC): Know the Facts Panel Cards – Award of Excellence, SOS Project Prevent Big Pitch Poster – Award of Excellence, Arkansas Tobacco Prevention and Cessation Program Progress Report – Award of Excellence, My Reason to Write Poster – Award of Merit, and Project Prevent Big Pitch Event – Award of Merit.

In addition, Canada, California, and Colorado sought permission to run the Arkansas-produced SOS ads in their markets, as did the World Lung Foundation, based in New York.

HOW TO QUIT. In the fi ght against tobacco, nobody has to do it alone. A private, 24/7 free, personal Quit Counselor will help you get ready to quit, choose a quit day, change your routines, deal with withdrawal, and fi ght slips and relapses.

SECONDHAND

aerosol toxins include nicotine and very small particles that are breathed out by ESD users and are breathed in by people close to them or

No electronic smoking product is approved to help quit smoking or tobacco, and none of the health claims made by sellers of these products have been proven to be true.

SECONDHAND AEROSOL IS

ELECTRONIC SMOKING DEVICES

CAN HAVE LONG-TERM RESULTS

Arkansas Department of HealthTobacco Prevention and Cessation Program

www.stampoutsmoking.com #StampOutSmoking

Know the Facts

1-800-QUIT-NOW (1-800-784-8669)

SMOKING DEVICESE L E C T R O N I C

N I C O T I N E E X P O S U R E

BRAIN

OF TEENS AND UNBORN CHILDREN

GROWTH

WATER VAPOR

THEIR SKINABSORBED THROUGH

CREATE AN AEROSOL THAT IS BREATHED IN BY HEATING A LIQUID

CONTAINING PROP YLENE GLYCOL AS THE MAIN INGREDIENT,

WATERNOT

E L E C T R O N I C SMOKING DEVICES

NOT


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Describe the ways you can live tobacco- and nicotine-free, and show your friends how to do the same.

WRITE A POEM, AN ESSAY OR SONG LYRICSWRITE A POEM, AN ESSAY OR SONG LYRICS

My Reason to Write

How I See a Healthy MeHow I See a Healthy Me

facebook.com/SOSProjectPrevent #SOSProjectPrevent #HealthyMe

Open to students in grades 2-8 with judging in two categories: elementary school and middle school.

Entries should focus on the assigned topic and must be written by students. Essays should be no more than 450-750 words, depending on grade level. Lyrics and poems should be 100-150 words. Lyrics should include two verses and a chorus, while poems need to be 12-20 lines.

Entries must be submitted by mail or email or to the website by 5 p.m. on Monday, April 16, 2018.

Laura Taylor | Arkansas Children’s Hospital 1 Children’s Way | Slot 69 | Little Rock, Arkansas 72202

[email protected]

sosprojectprevent.com

Rules PrizesRules PrizesESSAY 200-450 Words, elementary school 300-750 Words, middle school

• FIRST PLACE Chromebook

• SECOND PLACE Samsung Galaxy 7” Nook & $40 Barnes & Noble Gift Card

• THIRD PLACE Beats EP Headphones

LYRICS/POEMS100-150 Wordstwo verses and a chorus (lyrics)12-20 lines (poems)

• FIRST PLACE Chromebook

• SECOND PLACE Samsung Galaxy 7” Nook & $40 Barnes & Noble Gift Card

• THIRD PLACE Beats EP Headphones

Arkansas Department of Health

My Reason to Write

(For both elementary and middle school)

Outdoor

Print

Smokless Tobacco Prevention Pandora Online Ads

WHAT’S MISSING IN THE PICTURE IS YOU.

sosprojectprevent.comSmoking is Isolating.

Why replace smoking with vaping? Either way, you’re

inhaling harmful chemicals that damage your body.

You can’t replace your health. Call 1-800-QUIT-NOW for

resources to help you live tobacco and nicotine-free.

Poison is Poison

DON’T BE THE ONLY ONE MISSING OUT.

sosprojectprevent.comSmoking is Isolating.

My Reason to Write Poster


.. .. ..

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EXPERIENCE - SPECIAL EVENT AND SPORTS MARKETING CJRW has an in-house event marketing team led by Dan Sawyer, who established and operated an event marketing firm prior to joining the agency. From event marketing, promotion, and contract negotiations, to back-of-the-house operations and day-of-event operations and logistics, our team of professionals has the knowledge, capabilities and experience to make every client event a great success. And most importantly, they are involved from the beginning of campaign initiatives and work collaboratively with other account teams. This means they understand overarching strategic goals and work to strategically plan events and partnerships to campaign objectives.

We understand the power of special event and sports marketing as an integrated component of a comprehensive marketing program. We know how to utilize special events and sports marketing to reinforce core messages by aligning our clients with a particular and unique experience. We understand the key to pulling off an effective event marketing effort is to identify the target audience correctly, creating an experience that makes an impact on a personal level and remains etched in the participant’s memories.

Here’s an overview of the special event and sports marketing successes CJRW has helped coordinate for ASP-HSO:

• Arkansas Razorback Football and Basketball radio spots and in-game live reads through AR Sports Network

• University of Arkansas at Pine Bluff, Golden Lions Football Game (A Winning Combination Diversity Outreach Program)

• Arkansas Travelers and Clunker Car Night

• Northwest Arkansas Naturals and Labor Day Weekend

• Arkansas Twisters (former arena football team)

• Hooten’s Arkansas Football Guide (two-page ad)

• AR Sports 360 Football Preview Guide (this is no longer in print)

• Online advertising through the following sports-focused websites: Hootens.com, Hogville.net, ArkansasRazorbacks.com, and SportingLifeArkansas.com

• Live Radio Endorsements on KABZ-FM, The Buzz, which is a sports-talk radio station in Central Arkansas. Station has a large coverage area in the state.

• Live Radio Endorsements on Sports Talk with Bo Mattingly in Northwest Arkansas

• Arkansas Radio Network Sports Show

• Arkansas Razorback Pay-Per-View Football Game through IMG

• Razorback Radio Network (spots ran during first AR Razorback football game)

• Live on-air local radio remotes at local motorcycle rallies such as Bikes, Blues and BBQ in Fayetteville and the Hog Rally in Hot Springs.

Following are examples of special event and sports marketing experience with other clients:


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CLIENT: ARKANSAS STATE FAIR The Arkansas State Fair is faced with the challenge each and every year of hosting the largest entertainment event in the state. The State Fair is constantly in the media spotlight battling to maintain and improve its family-friendly image due to its location, age of the facilities, and neighborhood crime rate. Managed by the Arkansas Livestock Show Association, the State Fair is responsible for raising money for youth scholarships, boosting economic revenue for the city of Little Rock, attracting visitors from all four corners of the state, and providing a first-class event for the citizens of Arkansas. CJRW has been challenged with achieving all these goals on a yearly basis, as well as improving the image of the Fair and Fairgrounds through our special event capabilities including marketing, event coordination, media relations, and, most of all, public relations.

CJRW uses a strategic approach to managing the challenge of promoting the State Fair. The State Fair team concentrates efforts in three targeted areas for event marketing:

Paid Media Campaign

• Strategically implemented messaging spread across a six-week multi-platform campaign

• Includes television, radio, outdoor, print, and social and digital media

• Production of collateral materials, including the Fair guide, banners, directional signs, and promotional posters

• Development, coordination, and implementation of marketing surveys during the Fair and analysis of survey results post-Fair

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Event Management

• Coordination of event logistics including media luncheon and news conference event, as well as the food concessionaires’ luncheon

• Sponsorship and marketing program activation

• Special contest management

• Corporate hospitality and networking event supervision

Public Relations

• Managing the brand of the State Fair

• Coordination of important Fair values, events, and safety measures

• Crisis management

• Pre-Fair promotional media tour with Fair executives

• Extensive on-site live remotes, interviews, and feature stories on local and national television networks

• Week-long “tour” of Central Arkansas radio stations to promote the Fair to the general public through on-air interviews

• Implementation of publicity outreach, creation, and distribution of news releases, social media, blogs, etc.


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CLIENT: ARKANSAS SCHOLARSHIP LOTTERY With an objective to associate the Arkansas Scholarship Lottery (ASL) brand with winning and help promote contributions to scholarships, CJRW introduced both paid and earned media strategies surrounding college sporting events.

University Scholarship Check Presentations

CJRW worked with universities across the state to secure on-field check presentations with Lottery officials during football games to promote annual scholarship funding amounts. State lawmakers were also invited to participate in the presentations, helping to build positive stakeholder relationships.

CJRW managed all aspects of the check presentations including university outreach, planning and execution, run of show, and a follow-up press release to local media.

University of Arkansas Athletics Sponsorship

CJRW manages the Lottery’s annual marketing sponsorship with the University of Arkansas athletics department, which provides positive brand exposure during football and baseball seasons.

The sponsorship, as negotiated by the Lottery, CJRW, and IMG College LLC, included the following for Fiscal Year 2018:

• Football – In-Game Live Radio Mention (1 per game)

• Football – In-Game :30 Radio Spot (2 per game)

• Football – Pre-Game Show Radio Interview with Lottery Official (1)

• Football – On-Field Scholarship Check Presentation with Lottery Officials and Scholarship Recipients (1)

• Football – Videoboard Feature with Lottery Logo (1)

• Baseball – LED Backstop Signage with Lottery Logo and Graphics

• Social Media Promotion with Arkansas Razorback page of choice


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CJRW manages media placement, creative (radio and signage), on-field scholarship check presentation planning and logistics, and helps develops an annual social media promotion.


, '~ Arkansas Razorbacks O with Arkansas Scholarship Lottery. ~ Paid Partnership · 0

Arkansas Scholarship Lottery is looking for students to share their scholarship stories for a chance to win SSOO and an appearance in Lottery advertising!

You can submit your video about why the Academic Challenge Scholarship is important to you in one of 2 ways.

1. Submit your video in the comments of this POSt!

2. Visi t ARStudentsWin.com and submit it there.

Entry deadline is December 1. Good luck! #ARStudentsWin

26

CLIENT: OAKLAWN GAMING AND RACING Extended Racing Season

In April 2018, Oaklawn Racing announced a historic shift in its racing schedule. Since before World War II, Oaklawn raced from early January to mid-April. Though it was a tradition, the track would lose a number of racing days because of inclement weather. Therefore, it also lost revenue.

Louis Cella, having just been named president of Oaklawn, made the bold decision to break from tradition and extend the racing schedule into May.

CJRW was asked the manage the announcement, which included a news conference, a news release, media outreach, and a video (included in the nearby QR code).

Outreach included a strong traditional and social media component that included coverage in local, regional, and national mainstream and industry-specific media.

Expansion

Oaklawn Racing and Gaming is one of the premier thoroughbred racing facilities in North America. It is a family-owned, iconic industry in Arkansas with a history that exceeds a century.

CJRW has been honored to represent Oaklawn as its agency-of-record for more than 40 years.

In mid-2018 Louis Cella, Oaklawn’s current president, shared confidential details with CJRW about plans for a $110 million expansion project that includes a 200-room hotel, event center, spa, new restaurants, and an expanded gaming center. Not even the Oaklawn staff knew of this historic announcement until the day it was revealed publicly.

CJRW’s responsibilities included, but were not limited to:

• Managing a news conference that included the Governor of Arkansas

• Producing a high energy video that revealed details of the expansion

• Developing news releases

• Media outreach

• Message development

• Speech writing

A New Day is Dawning



RACING + GAMING


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• Signage

• Logo development for the new enterprise

On the succeeding pages are the news release CJRW developed and architectural renderings of the new facility. The video in the nearby QR code was also produced for the news conference and social media.

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CLIENT: LITTLE ROCK TOUCHDOWN CLUB Promotion of Club Meetings and Speakers

Since 2014, CJRW has been an in-kind sponsor of the prestigious Little Rock Touchdown Club. As such, we have provided product and services to help promote speakers at the weekly meetings and encourage attendance.

Our efforts have been primarily focused on digital and social media services and have included weekly postings featuring original content and continuous updates.

Membership for the club has grown since our involvement, and speakers routinely receive local media coverage and, in some cases, national coverage.


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The Cliff Harris Award

The Cliff Harris Award is given to recognize the top Division II collegiate defensive player in the United States. It is presented annually by the Little Rock Touchdown Club.

CJRW’s responsibility is to unveil the list of finalists for the award on the club’s website and social media platforms. Additionally, we announce the winner, which is normally revealed on Christmas Eve.


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{a Cliff Harris Award W December 24, 2018 · 0

Congratulations to the winner of the 2018 Cliff Harris Award: Corey Ballentine, defensive back f rom Washburn Universit y. Presented by the linle Rock Touchdown Club and Wright Lindsey Jennings LLP, Corey will be honored at the TD Club Awards banquet in little Rock on January 10th with special guest speaker Heisman Trophy winner and ESPN analyst Desmond Howard.

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30

CLIENT: TROPICAL SMOOTHIE CAFE Tropical Smoothie Café is a growing franchise of the DYNE Hospitality Group here in Arkansas with 27 stores. The franchise owner desired to utilize Arkansan’s love of sports and entertainment to enhance awareness for the stores and their locations.

CJRW introduced three specific sports/entertainment opportunities to help accomplish the stated objective: Arkansas Travelers sponsorship, high school and college sports sponsorships, and Arkansas State Fair sponsorship.

Arkansas Travelers Sponsorship CJRW secured an on-field sponsorship for the 2018 season of the Arkansas Travelers, which included a banana race. This opportunity covered 30 home games and five Tropical Smoothie Café Coupon giveaway nights.

High School and College Sports Outreach

CJRW negotiated sponsorship rates at multiple high schools and colleges for football and basketball game sponsors. Schools were targeted based on relative locations to nearby Tropical Smoothie Café locations. One such example – Tropical Smoothie Café sponsored Benton High School Basketball’s Midnight Madness event and held a shooting contest where the winner was awarded free smoothies for one year. In all, Tropical Smoothie Café passed out 1,200 t-shirts, coupons, and other merchandise to incentivize customers to patronize their stores.

Arkansas State Fair Super Pass

For the first time in 2018, the Arkansas State Fair offered Super Passes, which provided Fair patrons with accelerated access to rides and events. CJRW negotiated for Tropical Smoothie Café to be the exclusive ticket outlet for Super Passes. All 27 stores participated. The value of paid media and added value media was approximately $110,000.


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CLIENT: PRCA (PROFESSIONAL RODEO COWBOYS ASSOCIATION)RODEO CJRW has managed the marketing and advertising efforts for the Arkansas State Fair’s PRCA Rodeo for the past 10 years. PRCA is the premier rodeo association in North America, and every year it stops in Little Rock for the state fair event, which is a qualifier for the national tournament held annually in Las Vegas.

CJRW efforts include creating television and radio commercials, placing all media buys and schedules, and creating and managing a state-wide social and digital marketing campaign to promote the rodeo performances in Barton Coliseum. An additional responsibility includes managing media appearances by PRCA management and top professional cowboys.

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QUALIFICATIONS AND EXPERIENCE Describe your firm’s capacity to provide dedicated account staff and timely response services for the ASP-HSO advertising, marketing, and public relations needs in Little Rock, Arkansas.

E .1. C

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CJRW exercises a highly-disciplined approach in professionally executing all aspects of a dynamic and effective marketing, advertising, and public information campaign. With more than 60 employees and 58 years as Arkansas’s leader in the marketing communications industry, we take pride in delivering our clients comprehensive communications support reflecting leading-edge capabilities with the most up-to-date and relevant approaches to strategic marketing and communications.

CJRW utilizes a dedicated account team approach to managing client accounts. The ASP-HSO account will continue to be serviced by the key team members listed in response sections E.1.D, E.1.E, and E.1.F with support from other staff members as needed. All ASP-HSO account team members are located in the CJRW Little Rock office.

Shanon Williams will continue as the dedicated ASP-HSO account manager and will be the point of contact for projects. She will maintain day-to-day client communications and always respond to client requests within 24 hours. Additionally, she will supervise and coordinate the following activities:

• Account staff coordination

• Client/staff meetings coordination

• Partner organization communications

• Budget management

• Project timelines management

• Status reports

• Quality control

We are committed to providing an unmatched level of support and service, reflective of CJRW’s scope of experience and expertise. This commitment, coupled with an uncommonly deep professional skill set, uniquely qualifies CJRW to continue to serve as your partner, as we have for the past 14 years.

CJRW is a full-service agency, offering a completely integrated array of services. From government relations, to public relations and communications, to marketing and advertising, to digital engagement and event planning. CJRW’s capabilities run deep and wide, and provide the firm great flexibility in structuring client-focused solutions.

CJRW’s team of professionals provides unmatched expertise in the following areas:

• Branding and Message Development

• Communications/Media Relations

• Strategic Planning

• Market Research

• Community Outreach/Education

QUALIFICATIONS AND EXPERIENCEDescribe your firm’s capacity to provide dedicated account staff and timely response services for the ASP-HSO advertising, marketing, and public relations needs in Little Rock, Arkansas.E.1 C

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• Stakeholder Engagement

• Media Planning/Placement

• Coalition Management/Public Advocacy

• Public Policy Consultation

• Marketing and Advertising

• Digital Development/Interactive Media

• Social Marketing/Engagement

• Event Management

• Publications Design/Production

• Film/Video Production

• Accountability for Results

Approach to Providing ServicesCJRW understands the need to work closely with the Arkansas State Police Highway Safety Office team in planning, executing, and evaluating advertising and marketing communications campaigns. We value our client relationships, each built on a foundation of trust and confidence that is earned through the effective, efficient implementation of marketing communications programs, which we have consistently demonstrated for the past 14 years.

As the largest, most established homegrown agency in the state, CJRW is uniquely equipped to provide professional services in the areas of consumer brands/goods, multi-channel marketing, advertising, and public relations, ensuring the highest quality of marketing communications support available. Every member of our professional staff was selected based on their experience and demonstrated ability to bring tangible value to our clients. From strategic planning, to brand development, to innovative digital services, to public relations, to creative development, to media services and account management, CJRW hires the best people available and works hard to help them develop and deliver professional excellence, each and every day.

CJRW is committed to exercising a highly-disciplined approach in professionally executing all aspects of a dynamic and effective marketing, advertising, and public relations campaign. This will include meeting conference reports, documentation of decisions made, and outcomes associated with all activities undertaken. CJRW will be available to participate in all meetings relevant to the work undertaken, providing thorough project updates and ensuring that all facets of the project stay on track, on time, and on budget.

We are committed to providing an unmatched level of support and service, reflective of CJRW’s scope of experience and expertise. This commitment, coupled with an uncommonly deep professional skill set, uniquely qualifies CJRW to serve as your partner.


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We know our stuff, work efficiently and accurately, and always go the extra mile to ensure maximum synergy and integration so that every aspect of the project directly supports the overall strategic goals, objectives, strategies, and tactics.

At CJRW, we seek to immerse ourselves in our clients’ businesses and work with them as an active, involved partner to collaboratively solve problems and reach business goals. We identify the right communications channels to connect with potential clients, then we help them develop a fully integrated communications platform that not only reaches their audiences, it motivates them.


E.1. DProvide the name, title, and relevant work history of the Account Manager to be assigned to the ASP-HSO account.

1. Include experience in traffic safety advertising, public information-oriented, education-oriented, and awareness-oriented advertising and marketing campaigns and social-norming methods.

2. Include experience in multi-channel marketing, advertising, strategic planning, creative concepting, and public relations with similar large-scale project development and implementation.

3. Include experience in traffic safety best practices in public relations campaign management.

4. Include experience in Arkansas markets.

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QUALIFICATIONS AND EXPERIENCEProvide the name, title, and relevant work history of the Account Manager to be assigned to the ASP-HSO account.E.1 D

Shanon Williams

Vice President/Senior Account ManagerArkansas State Police Highway Safety Office Account Manager

Shanon is the most experienced traffic safety advertising account manager in the region. She has served as the primary account manager for the Arkansas State Police Highway Safety Office (ASP-HSO) since 2006. Supported by an experienced team, Shanon oversees the earned media and social programs, creative campaign development, special events planning, and media relations. She is also responsible for the budgetary and administrative functions related to the account. Shanon will continue to perform these duties going forward.

Since 2006, Shanon has attended the National Strategic Communications Forum, which brings together highway safety communicators from 38 states to discuss the latest trends, successes, and challenges. Shanon also attended the 2018 Highway Safety Conference to combat impaired driving to make Arkansas a safer state.

During her time spent working with ASP-HSO, Shanon has worked on traffic safety advertising; public information-oriented, education-oriented and awareness-oriented advertising and marketing campaigns; public relations campaigns, and social-norming initiatives, most notably:

• Click It or Ticket Enforcement Campaign (Memorial Day and Thanksgiving)

• Drunk Driving, Over the Limit, Under Arrest/Drive Sober or Get Pulled Over Enforcement Campaigns (4th of July, Labor Day and December Holiday/New Year’s)

• Teen Underage Drinking (Prom) Enforcement Campaign – Zero Tolerance. Drunk Driving. Over the Limit, Under Arrest

• Arkansas Motorcycle Safety Awareness Campaign

• Arkansas Department of Parks & Tourism Welcome Center Message Campaign

• University of Arkansas at Pine Bluff Outreach Event

• Toward Zero Deaths Campaign

• Work Zone Safety Enforcement Campaign

• Distracted Driving Enforcement Campaign

• Distracted Driving Awareness Campaign

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• Drug Impaired Driving Enforcement Campaign

• Speed Prevention Enforcement Campaign

• Race for Hope – Partnership with NASCAR Hall of Fame Member Mark Martin

• Sports Marketing (Arkansas Razorbacks, UAPB Winning Combination Diversity outreach, Hooten’s Arkansas Football, Arkansas Twisters, live endorsements on sports talk radio, live on-air local radio remotes at local motorcycle rallies such as Bikes, Blues and BBQ in Fayetteville and the Hog Rally in Hot Springs, Arkansas Traveler’s and Northwest Arkansas Naturals)

In addition to her vast traffic safety marketing experience, Shanon brings three decades of advertising and communications experience to each client project. Her team-focused approach ensures that CJRW clients have a coordinated and talented team that understands their goals and objectives. Her project management expertise ensures all requirements of each project or campaign are completed on time and on budget.

Shanon’s experience in multi-channel marketing, advertising, strategic planning, creative concepting, and public relations with similar large-scale project development and implementation includes, but is not limited to, projects for the following clients:

• Visit Hot Springs

• Arkansas Department of Health/Stamp Out Smoking

• Henderson State University

• Centennial Bank

• Arkansas Blood Institute

• Arkansas Economic Development Commission

Prior to joining CJRW, Shanon was with Alltel Communications, Inc., where she began her career as a manager in the Alltel Mobile marketing communications department. She then moved into a project manager role with Alltel long distance and interexchange services. Shanon also has prior experience as a state-wide media planner/buyer, as well as serving as an account executive at another Little Rock advertising agency.

Shanon is a born-and-raised Arkansan who has traveled the highways and backroads of Arkansas for both business and personal trips.

QUALIFICATIONS AND EXPERIENCEProvide the name, title, and relevant work history of the Account Manager to be assigned to the ASP-HSO account.E.1 D

E.1. EProvide the name, title, and relevant work history of the Media Buyer to be assigned to the ASP-HSO account.

1. Include experience in traffic safety advertising, public information-oriented, education-oriented, and awareness-oriented advertising media buying.

2. Include experience in media buying with similar large-scale project development and implementation.

3. Include experience in Arkansas markets and in negotiating added-value.

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Jane Embry Selig

Senior Media Planner/Buyer

WORK HISTORY

CJRW, Little Rock – 2004 to present

• Arkansas State Police Highway Safety Office – media planning and buying from 2005 to present

• Arkansas Department of Health/Stamp Out Smoking – media planning and buying from 2004-2007 / media planner – Fall 2018 to present

• Oaklawn Racing and Gaming – media planning and buying from 2005 to present

QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEProvide the name, title, and relevant work history of the Media Buyer to be assigned to the ASP-HSO account. E.1 E

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Brian Kratkiewicz

Senior Vice President/Director of Media and Innovation

WORK HISTORY

CJRW, Little Rock – 1997 to present

• Arkansas State Police – media strategy development from May 2005 to present

• Arkansas Department of Health/Stamp Out Smoking – media strategy development from 2004 to present

• Arkansas Department of Parks & Tourism – media planning and strategy development from 1997 to present

• Arkansas Health Insurance Marketplace – media strategy development from 2015 to present

• Arkansas Economic Development Commission – media strategy development from 2016 to present

Taco Bell Corporation, Irvine, CA – 1996 to 1997

• Manager, Media and Entertainment

• Managed media planning and 34 ad agencies across the country

Grey Advertising, New York and Los Angeles – 1984 to 1996

• Associate Media Director

• Developed national media strategies for the following accounts:

~ Kraft/General Foods

~ Revlon

~ Mitsubishi Motors


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1. Include experience in traffic safety advertising, public information-oriented, education-oriented, and awareness-oriented advertising media buying.

Jane Embry has worked as the media planner/buyer on the Arkansas State Police Highway Safety Office account for 14 years, developing and implementing media plans across the entire state of Arkansas for the numerous Arkansas State Police Highway Safety Office target audiences. She has also developed and implemented state-wide media plans for Stamp Out Smoking, helping to get out the marketing messages to educate and inform consumers about the dangers of tobacco, smokeless tobacco and e-cigarettes.

Brian has worked on the Arkansas State Police Highway Safety Office account since it was awarded to CJRW in 2005. He works with the media team to help develop plan strategies as well as finding new ways to reach the target audiences in traditional and digital media. He focuses on researching digital media technologies, trends and vendors in order to keep the Arkansas State Police Highway Safety Office media mix in-line with ever-changing media consumer media usage patterns.

2. Include experience in media buying with similar large-scale project development and implementation.

Jane Embry has developed and implemented state-wide media strategies and media buys for numerous clients over the last 15 years. She has planned, negotiated, placed, and tracked media for ASP-HSO from 2005 to present for numerous target audiences such as Men 18-34, Men 35-64 (mid-life motorcyclist), Adults 18-34 and Adults 25-54. She also develops and implements state-wide paid media programs for the following large-scale Arkansas-based accounts:

• Arkansas Department of Health/Stamp Out Smoking

• Oaklawn Racing and Gaming

Brian develops statewide traditional and digital media plans and strategies for Arkansas Department of Parks & Tourism, Arkansas Department of Health/Stamp Out Smoking, Arkansas Health Insurance Marketplace, Arkansas Economic Development Commission, and numerous other accounts over the years. The strategies for all of these accounts help to target consumers across the state of Arkansas in order to educate and inform. He researches and develops digital marketing strategic plans for these and all of the other accounts at CJRW.


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3. Include experience in Arkansas markets and in negotiating added-value.

Developing and implementing paid media programs for the state-wide accounts detailed above has allowed Jane Embry to acquire an expertise in Arkansas media, from the large metro markets to the rural areas across the state. Jane Embry has placed at least $30 million in paid media within Arkansas. She knows which media do the best jobs in reaching each specific target audience in each market and how to generate the greatest reach across the state most cost-efficiently. She has developed long-time relationships with the vendors and sales contacts with each media vehicle in each and every market. These relationships and the buying power of placing media for these mass state-wide accounts allow her to maximize the amount of added value for each and every one of her clients. For Arkansas State Police Highway Safety Office alone, we estimate that Jane Embry has negotiated and secured more than $9 million in added value in the form of lower rates, matching spots, and bonus impressions. For all of her accounts combined, we estimate Jane Embry has negotiated more than $20 million in added value since 2005.

Overseeing the development and implementation of paid media programs for the state-wide accounts noted above has allowed Brian to gain a true expertise in Arkansas media. He knows the right mix of media needed in order to best reach each specific target audience in each market. This allows the media buys to cost-efficiently maximize reach across the state. Brian has worked with and developed relationships with media vendors over the last 21 years across the entire state. Overseeing all media strategies and CJRW media buyers has allowed him to help maximize the amount of added value that CJRW secures for all clients and ensures that the overall buying power of the agency is harnessed for each and every client.


Provide additional names, titles, and anticipated responsibilities of your firm’s key in-house staff members to be assigned to the ASP-HSO account, highlighting who will perform the following and include relevant experience and accomplishments.

1. Strategic Planning 2. Creative Concepting and Services 3. Copywriting 4. Digital and Social Media Content and Services 5. Public Relations

E.1. F

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QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEProvide additional names, titles, and anticipated responsibilities of your firm’s key in-house staff members to be assigned to the ASP-HSO account, highlighting who will perform the following and include relevant experience and accomplishments.E.1 F

Strategic Planning

Shanon Williams, Darin Gray, Jill Joslin, Brian Kratkiewicz

Creative Concepting and Services

Wade McCune, Lyuba Bogan

Copywriting

Ralph Eubanks

Digital and Social Media Content and Services

Chris Ho, Keegan Wright, John Slaughter, Gable White, Josh Walker, Caroline Reddmann, Shelby Fisher, Greta Goslee

Public Relations

Mark Raines, Dan Sawyer, Rebecca Kirkpatrick-Bahn, Estefanie Perez

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Darin Gray

Chairman and Chief Executive Officer Anticipated Responsibility: Strategy

Darin was named President of CJRW in early 2014 and later Chairman and CEO. Prior to joining CJRW, he was owner of Gray Matters, Inc., publisher of the Northwest Arkansas Business Journal and several niche publications. He began his professional career in the economic development arena while working for the Arkansas Industrial Development Commission. He also spent several years working in the Chamber of Commerce industry, including a stint as the economic developer for the Rogers-Lowell Area Chamber of Commerce. While serving in the economic development sector, Darin attended and graduated from the University of Oklahoma Economic Development Institute and the Arkansas Community Development Institute.

He is a past Chairman of the Arkansas State Parks, Recreation and Travel Commission. He is also a founding member of the Northwest Arkansas CEO Forum and currently serves as a Board member of the Center for Missions Mobilization.

In addition to the several periodicals published by Gray Matters, Gray was also involved in the development and management of several prominent business-to-business programs within the Northwest Arkansas business community, including the Northwest Arkansas Business Journal’s annual Forty Under 40 Event, Fast 15 and “A” List Real Estate events.

PROFESSIONAL EXPERIENCE

CJRW Chairman and CEO President

Gray Matters, LLC CEO and President

Arkansas Business Publishing Group Publisher, NWA Business Journal

Nabholz Construction Vice President of Business Development

Rogers-Lowell Area Chamber of Commerce Director of Economic Development

EDUCATION

Bachelors in Communication, Political Science, Organization Management from University of Arkansas, Fayetteville


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Jill Joslin

President Anticipated Responsibility: Strategy and research planning

Jill is a 33-year veteran of Arkansas’ advertising industry with an extensive background working with a variety of clients, making her a valuable member of the CJRW team. She was selected as President of the firm in 2016 and previously was director of the Account Services Division, providing years of experience to CJRW account executives and account associates. Jill oversees agency management, as well as client management on all levels, including overseeing research and demographic studies. Her vast experience in the media and creative departments allows her to take data and lead a team toward a strategic plan that captures a targeted audience. She is also skilled at communicating with clients to determine objectives and then following through to deliver cutting-edge creative on time and within budget.


CJRW President Director of Account Services

Heathcott Associates Advertising Agency Vice President Director of Account Services

EDUCATION

Bachelors in Marketing, University of Arkansas, Little Rock


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Shanon Williams

Vice President, Senior Account Manager Anticipated Responsibility: Day-to-day management of the account and client liaison

As an experienced communications professional, Shanon brings three decades of advertising and communications experience to each client project. She supervises many of the agency’s key accounts, including the Arkansas State Police Highway Safety Office, Centennial Bank, and Visit Hot Springs. Through this experience, she has gained insight and a deep understanding of our local government and pays close attention to potential impacts on CJRW clients.

Prior to joining CJRW, Shanon was with Alltel Communications, Inc., where she began her career as a manager in the Alltel Mobile marketing communications department. She then moved into a project manager role with Alltel long distance and interexchange services. Shanon also has prior experience as a media planner/buyer, as well as serving as an account executive at another Little Rock advertising agency.

Her collective experience includes managing marketing and advertising for the Arkansas Department of Economic Development, Chenal Properties, Inc., Dillard’s, Terminix International, several financial institutions, and multiple tourism industry accounts.

Shanon’s team-focused approach with each project ensures that CJRW clients have a coordinated and talented team that understands their goals and objectives. Her project management expertise ensures all requirements of each project or campaign are completed on time and on budget.

Shanon has served as a volunteer for organizations such as the Susan G. Komen Race for the Cure, American Heart Association, Arkansas Children’s Hospital, Women’s Foundation of Arkansas and Leukemia Society. In 2011, Shanon received CJRW’s Chairman’s Award in recognition of her outstanding contributions to the agency and its clients.


CJRW Vice President/Senior Account Manager Board of Directors

Stone Ward Advertising Account Manager Account Executive

ALLTEL Communications, Inc. Interexchange Service Product Manager, Media Services Media Supervisor Advertising Coordinator


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Cranford Johnson Robinson Woods Media Planner/Buyer

Marketing Solutions, Inc Media Planner/Buyer

Mangan Rains Ginnaven Holcomb Media Planner/Buyer

EDUCATION

Bachelors in Communications, emphasis in Advertising & Public Relations, University of Arkansas, Fayetteville


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Mark Raines

Senior Vice President, Director of Client Services and Public Relations Anticipated Responsibility: Oversee and develop earned media strategies and grassroot tactics

Mark manages many corporate communications and government relations accounts, including some Fortune 500 companies. Prior to joining CJRW, Mark was director of corporate communications for Chesapeake Energy, one of the world’s largest producers of natural gas. But it is in the television news media where Mark spent most of his career. He began his career in 1988 as a reporter, producer and overnight anchor for the NBC affiliate in Little Rock and later became news director at KTHV, the CBS affiliate in Little Rock. Under Mark’s leadership, KTHV became the number one station in the Little Rock market for news in the morning and late evenings for the first time in 25 years. The station won a number of Emmy Awards and a Peabody Award during his tenure. He also coached anchors, reporters and producers in the art of effective storytelling.


CJRW Senior Vice President and Director of Client Services Vice President and Director of Public Relations

BHP Billiton Director of Corporate Communications

Chesapeake Energy Corporate Communications Director

Gannett News Director – KTHV Channel 11

EDUCATION

Bachelors in Broadcast Journalism, Arkansas State University, Jonesboro


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Brian Kratkiewicz

Senior Vice President, Director of Media and Innovation Anticipated Responsibility: Oversee digital media strategy and new partnerships

Brian Kratkiewicz (pronounced krat-kEV-ich) joined CJRW in September 1997 as media director for the agency. His experience in all aspects of media planning and buying spans 27 years and covers a wide range of consumer brands. Brian came to CJRW from the Taco Bell Corporation in Irvine, California, where he served as manager of media services and entertainment. His responsibilities included managing one national agency and 34 regional agencies, coordinating Taco Bell’s national and local media presence. Brian worked with all key marketing personnel at Taco Bell, including the marketing director, advertising manager, brand managers and 10 zone marketing managers around the country. He also managed development of all added-value programs, working with a budget in excess of $100 million. Prior to moving to California, Brian worked at Grey Advertising in New York, where he was assistant media group head for the General Foods account, including Minute Rice, Stove Top Stuffing, and Grape Nuts brands.


CJRW Senior Vice President, Director of Media and Innovation Director of Media and Account Services Director of Media and Interactive

Taco Bell Corporation Manager of Media and Entertainment

Grey Advertising, Orange County, CA Associate Media Director

Grey Advertising, New York Media Grouphead

EDUCATION

Bachelors in Advertising, Michigan State University


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Creative Concepting and Services

Wade McCune

Vice President, Creative Director Anticipated Responsibility: Oversee creative direction and strategy

Wade McCune is among the most awarded and honored figures in Arkansas’s communications industry, with nearly 30 years of advertising agency experience as a writer, strategist, and creative director. Notable brands McCune has worked with include Arkansas Department of Parks & Tourism, Arkansas Scholarship Lottery, Oaklawn Racing and Gaming, Stamp Out Smoking, George’s Chicken, and Dillard’s Department Stores. Wade McCune has received some of marketing communications’ most prestigious honors from a number of industry organizations. Those include five national Gold ADDY Awards from the American Advertising Federation, honors from the Radio Advertising Bureau, and awards from the Public Relations Society of America. McCune’s work has also received Best of Show and the Special Judges Awards for Best Copywriting, Best Design, Best Website, and Best of Digital Media in ADDY competition.


CJRW Creative Director

Thoma Thoma Creative Director/Director of Digital Marketing

SHOW Creative Marketing Owner/Creative Director

CJRW Copywriter Senior Copywriter Associate Creative Director

EDUCATION

Bachelors in Journalism, University of Arkansas, Fayetteville


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Lyuba Bogan

Senior Art Director Anticipated Responsibility: Creative concepting and art concept and direction

Lyuba joined CJRW in 2005 as an art director. In addition to computer-aided design, she is skilled at illustration, in styles both technical and whimsical. Lyuba has applied her unique talents to create award- winning work for clients such as Arkansas Department of Parks & Tourism, Arkansas State Parks, Greers Ferry Lake & Little Red River Tourism Association, Arkansas South Association, TRANE, Vestcom, Oaklawn Racing and Gaming, Summit Bank, Stamp Out Smoking, Little Rock Wastewater, Capers Restaurant, Cajuns Restaurant, Copper Grill, and Magic Springs.

Lyuba was raised in the Far East of Russia where she attended art schools beginning at the age of eight. Her fine art has been featured in exhibitions and galleries in Russia, Japan, and the United States. Her commercial illustration work has been published in children’s books, magazines, advertising, and retail products distributed nationally.


CJRW Senior Art Director

Two for Tea Design Studio Owner/Art Director/Illustrator

Arkansas Arts Center Instructor

EDUCATION

Bachelors in Fine Art and Graphic Design, Arkansas State University


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Copywriting

Ralph Eubanks

Associate Creative Director Anticipated Responsibility: Copywriting and creative concepting

Ralph has 12 years of experience as a creative director for two of Arkansas’ largest ad agencies. His knowledge of every aspect of the advertising and marketing business guided him as an advertising agency owner for 10 years as well. He is skilled as a writer, producer, director, account executive, media buyer, and creative director.


CJRW Senior Vice President, Creative and Account Services

Heathcott Associates Creative Director

Frank J. Wills Company Creative Director Copywriter

Write Now Productions Copywriter

EDUCATION

Bachelors in Journalism, Marketing Minor, University of Arkansas, Fayetteville Graduate Studies in Advertising, University of West Florida, Pensacola


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Digital and Social Media Content Services

Chris Ho

Director of Digital and Interactive Services Anticipated Responsibility: Oversee strategic planning for website and social media

Chris has been in the graphics and advertising business for 23 years. He started his career as a graphic artist in 1995. Since then, he owned his own web business for six years and transitioned to the agency life in 2005 with Sells/Clark as an interactive designer. Chris has enjoyed specializing in all things digital and has been responsible for assembling and managing interactive teams for more than a decade. As Director of Digital and Interactive Services, Chris supervises and leads the entire digital department at CJRW. His client experience includes interactive solutions for banks, tourism, franchise restaurants, trucking, automotive, charities, state government, retail and wholesale merchandise.


CJRW Director of Digital and Interactive Services

GWL Advertising, Inc. Digital Account Manager

Mass Enthusiasm Account Management Director

The Allison Agency Interactive Director

Sells/Clark Agency Interactive Designer

Fantasy Designs, Inc. President

Trivia & Company Art Director

EDUCATION

Bachelors in Graphic Design, University of Central Arkansas


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Keegan Wright

Digital Media Manager Responsibility: Management of digital media team

Keegan is an experienced digital marketer and manager with a demonstrated history in the marketing and advertising industry. Skilled in search engine optimization (SEO), analytics, online paid placements, and strategic planning, Keegan has been in the development and advertising industry for 15 years. Keegan started his career as a freelancer developing websites and online media strategies for many different industries. He transitioned to agency life in 2015 with Mass Enthusiasm after a seven-year career in Law Enforcement. Keegan’s experience encompasses all things digital with specializations in overall strategy, search engine marketing, and data tracking. His industry experience includes online marketing strategies for automotive, trucking, healthcare, state government, tourism, and education, to name a few.


CJRW Digital Media Manager

GWL Advertising, Inc. Digital Media Manager

Mass Enthusiasm Digital Media Manager Digital Advertising Strategist

Maumelle Police Department Officer

EDUCATION

Bachelors in Music Teacher Education, Arkansas Tech University Business Administration and Management, Arkansas State University


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John Slaughter

Interactive Developer Anticipated Responsibility: Lead development of website

John has been building for the web for 20 years. After graduating from UALR, his journey through development began at Mass Enthusiasm. As a front-end developer, John implemented new mobile web standards through multiple content management systems and web frameworks with a focus on design and user experience. At his most recent position at GWL Advertising, John extended his development skills with database management, server-side languages, server administration and DNS/domain management. He has built more than 100 websites in his career.


CJRW Interactive Developer

GWL Advertising, Inc. Web Developer

Mass Enthusiasm Web Developer

Arkansas Education Association Webmaster & Graphic Designer

JDS Creative Freelance Designer & Developer

EDUCATION

Bachelor of Arts in Studio Art (Graphic Design emphasis), Minor in Information Technology, University of Arkansas at Little Rock


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Gable White

Digital Art Director Anticipated Responsibility: Creative concepting and digital art direction

Gable has eight years of agency experience in interactive and graphic design. He received his education at Savannah College of Art and Design before lending his talents to agencies in both Atlanta, Georgia, and Little Rock. He is passionate about the use of art and typography as a means to meet the needs of a client and engage the intended audience. His client experience includes interactive and graphic design for national fast food chains, manufactured beverages, supermarkets, automotive, banks, book covers, retail merchandise, and non-profits.


CJRW Digital Art Director

Martin-Wilbourn Partners, LLC Art Director

Engauge Designer

22squared Designer

EDUCATION

Interactive Design, Savannah College of Art and Design


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Josh Walker

Digital Content Writer Anticipated Responsibility: Creative concepting and digital content development

Josh has more than 10 years of experience as a professional copywriter, proofreader and editor. He is an expert in digital content writing for web and social media. He also has a background in front-end web development. Josh writes content for clients such as the Arkansas Department of Parks & Tourism, Arkansas Health Insurance Marketplace, and the Arkansas Scholarship Lottery. In his career, he has won more than 20 local ADDY awards.


CJRW Digital Content Writer

Mothlite Media Creative Director

The Madison Center Project Coordinator/Grant Writer

Communities in Schools Creative Writing Instructor/Artist in Residence (Poetry and Fiction)

EDUCATION

Bachelors in English, emphasis in Creative Writing, Delta State University Bachelors in Political Science, Delta State University


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Caroline Reddmann

Social Media Manager Anticipated Responsibility: Social media content development

Caroline oversees our creative process workflow, implementation and the monitoring of all of our clients’ social media accounts. She enjoys working with our team to develop innovative digital campaigns. She also comes from a tourism background and enjoys incorporating some of her favorite locations and products of The Natural State into the monthly plans that her team creates.


CJRW Social Media Manager

Springdale Chamber of Commerce Director of Tourism and Visitor Relations

JWT ACTION Account Coordinator/Assistant Account Executive

EDUCATION

Bachelors in Journalism, University of Arkansas, Fayetteville


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Shelby Fisher

Web Project Manager Anticipated Responsibility: Digital project management

Shelby began her career in public relations at a boutique agency called Sydney Reising Creative in New York where she would go on to assume the role of Public Relations Coordinator for the women’s clothing designer alice + olivia by Stacey Bendet. After making the decision to return to her Arkansas roots, she joined CJRW in June of 2017. Shelby is responsible for managing digital projects from conception to launch, managing ongoing website updates post-launch, content management system training for clients, and assisting in larger digital campaigns.


CJRW Digital Project Manager Social Media Coordinator

alice+olivia Public Relations Coordinator

Sydney Reising Creative Public Relations Assistant

Harding University Student Publications Director of Public Relations and Marketing

Sydney Reising Creative Public Relations Intern

EDUCATION Bachelors in Public Relations, Harding University


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Greta Goslee

Associate Social Media Coordinator Anticipated Responsibility: Social media content implementation and monitoring

Greta assists in content planning and implementation of social media plans, as well as responsive engagement and reputation management across all platforms.


CJRW Associate Social Media Coordinator

EDUCATION Bachelors in Communications, Henderson State University


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Public Relations

Dan Sawyer

Brand Strategist, Director of Special Events Anticipated Responsibility: Partnership and sponsorship opportunities research; special event and sports marketing coordination

Dan’s experience includes special events, promotions, account management, and business-to-business communication. He has worked with some of the largest events in the mid-south region, including the Arkansas State Fair, Riverfest, the State Fair of Louisiana, Magic Springs, the Mud Island Amphitheater, and Country Thunder USA. He has also worked with companies such as Ford Motor Company, Coca-Cola, Verizon, AT&T, Arkansas Electric Cooperatives, Walgreens, Chevrolet, Dodge, and HBO Sports.

Dan also works with several agency clients on more traditional agency services including public relations and promotions for the Arkansas Department of Parks & Tourism, the Arkansas Blood Institute and Oaklawn Racing and Gaming.


CJRW Brand Strategist/Director of Special Events

ProFusion Marketing, Inc. President

EDUCATION

Bachelors in Marketing, Psychology Minor, University of Notre Dame


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Rebecca Kirkpatrick-Bahn

Public Relations Associate Account Executive Anticipated Responsibility: Implement and develop public relations strategies

Rebecca helps manage client project work and develops marketing and public relations strategies. Her experience is multidimensional and includes work in universities, nonprofits, arts organizations, food service, design, web development, fashion retail, social media management, and marketing and patron services. Rebecca has provided public relations services for Ouachita Baptist University, Opera in the Rock, Arkansas Symphony Orchestra, Oaklawn Jockey Club, The Alotian Club, Kirkpatrick Creative, and Gram & Dun of Kansas City, MO. Her greatest professional strengths include writing, editing, communications, research, and design.


CJRW Public Relations Associate Account Executive

Arkansas Symphony Orchestra Patron Services/Social Media Management

Kirkpatrick Creative Junior Web Designer and Assistant

EDUCATION

Bachelors in Music, Piano Performance, Minor in Mass Communications, Ouachita Baptist University Masters of Musicology, University of Missouri, Kansas City


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Estefanie Perez

Public Relations Specialist Anticipated Responsibility: News release development and coordination of public relations tactics

Estefanie joined CJRW after completing a summer internship in 2016. As a member of the public relations team, she is responsible for coordinating media relations tasks and initiatives and assisting in the planning and execution of public relations tactics. Additionally, she supports the agency with Spanish translations and day-to-day multicultural consultations. Originally from Maracaibo, Venezuela, Estefanie is bilingual in Spanish and English.


CJRW Public Relations Specialist Public Relations and Diversity Marketing Coordinator

Mitchell Big Break Internship, Public Relations

CJRW Public Relations Intern

EDUCATION

Bachelors in Mass Communications and Business Administration with emphases in Finance and Management, Ouachita Baptist University


E.1. GList and describe any advertising, creative, or public relations awards won by your firm for original work in the most recent fiscal year.

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QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEList and describe any advertising, creative, or public relations awards won by your firm for original work in the most recent fiscal year. E.1 G

We have entered and won awards for our clients in several communications industries including marketing, advertising, creative, public relations, digital, and websites. In the past fiscal year, we have received the following accolades:

ESTO Awards

The Mercury Award, presented by the U.S. Travel Association’s Educational Seminar for Tourism Organizations (ESTO), is the most prestigious award for state travel marketing. The awards recognize members for excellence and creative accomplishment in state marketing and promotion.

ESTO Mercury Award Arkansas Tourism Best Digital Marketing Campaign

Telly Awards

The Telly Awards is a 39-year-old awards competition that honors the best work in television and digital video. The competition annually receives more than 12,000 entries from all 50 states and five continents. Fellow winners in CJRW’s categories include companies like Netflix, 20th Century Fox Gold, and Microsoft.

Silver Telly Award Arkansas Scholarship Lottery Branded Content - Directing

Silver Telly Award Arkansas Scholarship Lottery Branded Content - Editing

Silver Telly Award Arkansas Scholarship Lottery Branded Content – Videography/Cinematography

Silver Telly Award Arkansas Scholarship Lottery Branded Content – General Entertainment

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Hermes Awards

The Hermes Awards is an international competition for creative professionals involved in the concept, writing, and design of traditional materials, marketing, and communications programs and emerging technologies. It is one of the largest competitions of its kind in the world. Winners range in size from small communications firms to media conglomerates and Fortune 500 companies. Other winners beyond CJRW include Johns Hopkins Medical Center, Citi, Comcast, and Disney.

Hermes Platinum Award Arkansas Parks and Tourism Electronic Media Ad Campaign

Hermes Platinum Award Arkansas Scholarship Lottery Electronic Media Ad Campaign

Hermes Platinum Award Arkansas Scholarship Lottery TV ad

NASPL Award

The North American Association of State and Provincial Lotteries is the leading trade organization representing 52 lotteries in the United States. Each year, they present awards to the most innovative lottery advertising in America.

NASPL Winner Arkansas Scholarship Lottery Best Radio Advertising

QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEList and describe any advertising, creative, or public relations awards won by your firm for original work in the most recent fiscal year. E.1 G

E.1. HList and describe any certifications, memberships, and/or accreditations relevant to branding and multi-channel marketing communications.

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CERTIFICATIONS, MEMBERSHIPS, AND ACCREDITATIONS:

Arkansas Advertising FederationAAF Little Rock provides yearly scholarships to qualified Arkansas students and hosts the annual ADDY® Awards honoring excellence in advertising. Monthly meetings featuring industry-related speakers, professional development workshops and networking social events are just a few of the many professional Member Benefits AAF Little Rock offers.

Arkansas Community Development Institute Advances and empowers community development professionals and change leaders by facilitating the exchange of their ideas, best practices and available resources.

Arkansas State Parks, Recreation and Travel Commission The Arkansas State Parks, Recreation and Travel Commission is composed of private sector individuals, partners and experts with first-hand knowledge of the travel, recreation or hospitality industry. Members of the Arkansas Parks, Recreation and Travel Commission are appointed by the Governor for a six-year term and can be reappointed for additional terms. The role of the Commission is to act in an advisory and guidance role to assist the Arkansas Department of Parks and Tourism in meeting its core mission and objectives.

Arkansas Tourism Development Foundation A 501(c)6 non-profit organization sustained by memberships from all business sectors, the Arkansas Tourism Development Foundation was founded in 1977. Its role is to assist the Arkansas Department of Parks and Tourism in the promotion and development of a strong tourism program. Specifically, the Foundation funds projects for which use of state tax receipts are prohibited, or are inadequate or unobtainable.

Leadership Greater Little Rock Program Elite class of 50 members who participate in a nine-month intensive leadership training program focusing on building awareness and understanding of government, business, education, recreation, housing, health care, social services and more in Central Arkansas.

BrightEdge A BrightEdge certification validates a user’s ability to leverage the full BrightEdge platform to deliver value from search and digital marketing.

Business Forward Council Collective of entrepreneurs, investors, small business owners and executives from across America who help brief policymakers on how best to accelerate the economy and create jobs.

Chamber of Commerce Memberships CJRW is a member of all local chambers of commerce in the state.

QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEList and describe any certifications, memberships, and/or accreditations relevant to branding and multi-channel marketing communications. E.1 H

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Destination Marketing Association International Destination Marketing Association International (DMAI) is the world’s largest and most reliable resource for convention and visitor’s bureaus (CVBs) or tourism boards. Members are provided the most cutting-edge educational enrichment, networking opportunities and travel marketing benefits available.

Downtown Little Rock Partnership A member-based nonprofit organization in pursuit of a remarkable urban experience for those who live, work, play and invest in downtown Little Rock.

Facebook Blueprint Certification Blueprint Certification recognizes advanced-level proficiency with Facebook’s family of products and services. Blueprint Certifications are designed to measure advanced-level competency in Facebook advertising skills.

Google AdWords The Google Ads certification is a professional accreditation that Google offers to individuals who demonstrate proficiency in basic and advanced aspects of Google Ads. A Google Ads certification allows individuals to demonstrate that Google recognizes them as an expert in online advertising.

Google Analytics Certification Google Analytics certification is an industry recognized certification for business consultants who package, sell and deliver analytics, website testing and conversion optimization services to online companies, organizations and businesses.

Hospitality Sales and Marketing Association International (HSMAI) HSMAI is committed to growing business for hotels and their partners, and is the industry’s leading advocate for intelligent, sustainable hotel revenue growth. The Association provides hotel professionals and their partners with tools, insights and expertise to fuel sales, inspire marketing and grow their business.

IABC – International Association of Business Communicators We deliver on the Global Standard in communication through our educational offerings, certification, awards program, resource library, online magazine and annual World Conference.

Junior League of Little RockThe Junior League of Little Rock is an organization of women committed to promoting volunteerism, developing the potential of women and improving the community through the effective action and leadership of trained volunteers. Its purpose is exclusively educational and charitable.

Arkansas Governor’s Mansion Advisory CouncilThe Council assists the Arkansas Governor’s Mansion Commission with managing the maintenance, improvement, repairs or reconstruction of the mansion, its buildings and grounds.


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Leadership Arkansas Leadership Arkansas is a unique program designed to take a comprehensive view of the economic and political challenges that face the State. Sponsored by the Arkansas State Chamber of Commerce and Associated Industries of Arkansas, Leadership Arkansas, with the guidance of the organization’s Boards and Executive Committees, recruits highly motivated individuals to experience first-hand the dynamic interactions between cities, industries, governmental units and the people they serve.

NAVIS: Certified Partner NAVIS and our partners enhance product integrations, establish exclusive referral networks, and commit to strategic best practices.

Northwest Arkansas CEO Forum Elevate Performance, LLC, which is the host for Northwest Arkansas CEO Forum, delivers peer advisory groups, one-on-ones and advisory services/assistance to give a client extra resources to succeed around an important issue, challenge or opportunity.

PRSA – Public Relations Society of America PRSA provides professional development, sets standards of excellence and upholds principles of ethics for its members.

Sales and Marketing Executives International The only global sales and marketing professional association. Members enjoy online forums, educational webinars and peer connections for knowledge sharing. SMEI’s professional certification programs create a worldwide standard of credibility for individuals seeking recognition for their professional competencies.

Southeast Tourism Society Dedicated to improving the economic vitality of the Southeast by uniting all segments of the Travel and Tourism Industry; promoting tourism within our member states, fostering cooperation, sharing resources and providing continuing education. The goal of STS is to maintain and promote a cohesive membership organization responsive to the development of travel and tourism professionals and organizations within the southeast United States.

Travel South The official regional destination marketing organization for the southern United States. Travel South USA serves as an information source for journalists, tour operators, retail travel agents and other travel professionals.

University of Arkansas Professor Media Planning and Strategy Instructor at the University of Arkansas at Fayetteville’s Lemke Department of Journalism. This class is required for students seeking a degree in journalism with an emphasis in advertising/ public relations.


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University of Oklahoma Economic Development Institute The OU EDI experience is designed to immediately impact a participant’s professional career by providing comprehensive courses that align with International Economic Development Council (IEDC) manuals, as well as the latest trends in economic development. More top economic development professionals have been trained by OU EDI than any other organization.

U.S. Travel U.S. Travel is the national, nonprofit organization representing all components of the travel industry, while growing and sustaining travel and protecting the freedom to travel. Members of U.S. Travel reach across 19 segments of travel and other organizations that support the travel industry, including accommodations, attractions, state marketing organizations, ad agencies and more.


E.2Digital Services

Click It or Ticket

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DIGITAL SERVICES Describe your firm’s website hosting, content development, and management experience and capabilities. Include your firm’s knowledge of best practices and analytical benchmarks with website development.

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Website Hosting

Our clients trust us to provide secure and flexible hosting solutions. We are focused on reliability, uptime, and security, with custom solutions for each client. Our hosting environment is a Linux webserver running Apache or Nginx. CJRW uses the Django web framework to develop websites. We build against the latest 2.x version of Django, which requires Python 3.4-3.6. PostgreSQL is the preferred database for Django projects. Our larger sites with heavier traffic rely on a flexible cloud solution such as Heroku using Amazon Web Services. The cloud setup provides a scalable solution at the click of the mouse.

CJRW has the knowledge and capabilities to determine the precise hosting solution for any client and build the site to suit the client’s needs. Following are some additional key points regarding our hosting capabilities:

• 99.9% uptime

• Flexible disk space, with minimum of 100 GB

• Minimum dual-core processing

• Easily scalable solutions

• Secure PCII compliance

• Safe Harbor certified datacenters

Content DevelopmentAt CJRW, we understand that marketing today, digital marketing in particular, is built on content – videos, infographics, images, articles, blog posts, and leading-edge thoughts. Content is the currency of websites and social media platforms.

We take a content-centric approach to every strategy, product, and program we develop. Our team of digital content strategists and creators are experienced in working with clients to define core messaging and key target audiences as a means of developing an exceptional content experience.

CJRW’s dynamic content marketing strategic plan development process looks like this:

• Work with client representative and agency account team to develop content brief to serve as the basic guide for the new design and ensure that the focus is on the most memorable and audience-building content. This brief outlines the manner in which online content tells the brand story and prompts the desired outcomes.

• Provide a full audit and analysis of existing and potential digital content. This helps define the most engaging elements – most likely to attract the most page views, shares, email registrations, inquiries, appointments, and other valuable transactions.

• Create a content plan with a major focus on the development of new and engaging content to be featured on the homepage.

Describe your firm’s website hosting, content development, and management experience and capabilities. Include your firm’s knowledge of best practices and analytical benchmarks with website development. E.2 A

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~ Custom content strategies based on research, keyword analysis, analytics, and an understanding of target audiences.

~ Content generation programs tailored to the needs of the target audiences.

~ The collection and display of content focused on making an emotional connection and building trust.

~ Best practices in SEO for all content – existing content, migrated content, and new content.

~ Constant evolution of content offerings based on tracking and monitoring of a site’s performance, changes in search engines’ indexing mechanisms, etc.

Each year we develop more than 1,200 feature stories, 450 videos, and 50 photo shoots yielding more than 2,500 images to promote brands. CJRW’s ability to help brands tell their stories and connect to their desired audiences is a key strength of our company. As successful content marketers, we offer the content capabilities of a traditional publisher, coupled with extensive digital expertise, to bring you more innovative ideas and track the results that the content generates.

Successful content strategy is both an art and a science. The “art” is creating content that tells a story in more meaningful ways and inspires audiences to take action. The “science” of successful content strategy is connecting that content with your audiences. We know that a critical mass of engaging, highly relevant, optimized information is the key not only to driving more organic search engine traffic to your site, but to engaging your target audiences once they arrive there.

Management Experience and CapabilitiesProject management is the key to the successful launch of any website. CJRW has developed a tried and true web development management and scheduling process that allows for team collaboration and client input on the front end and throughout the process. From the content planning stage to publishing on the website or social network, the workflow process is presented to and approved by the client, so the client is fully engaged in every step along the way.

Our in-house team of digital and web development experts offer a complete range of services including:

• Responsive Website Design

• Custom Web Development

• A/B Testing and Analysis

• Research and ROI Planning


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• Competitive Review and Analysis

• Inbound Marketing Methodologies

• Web & Mobile UI/UX Research and Testing

• Web & Mobile UI/UX Design and Development

• Search Engine Marketing

• Search Engine Optimization

• Keyword Research & Analysis

• CRM Consulting and Implementation

• Lead Generation Campaigns

• Email Marketing Campaigns

• Digital Video Development

• Platform Specific Social/Content Strategies

• E-newsletter Design and Automation

• Reputation Management

• Online Conversion/Social Monitoring

• Digital Measurement/Reporting

• Content Management Training and Ongoing Support

Best Practices and Analytical Benchmarks Our best practices start with quality control, the understanding of how the visitor experiences the website, and exploring points of user misunderstanding, unexpected visitor reactions, and points of friction. We initiate quality control testing at two levels of the website development process to ensure proper user experience. The two testing stages revolve around the beta site releases after CMS has been implemented and after approved content has been entered.

Quality control testing is divided into two major areas, code stability and user experience. Code stability checks for bugs, glitches, errors, broken links, points of friction, etc. This evaluation is also about creating a faster, cleaner, better site that works the way the developer intended on multiple browsers and multiple screen sizes. The user experience portion tests how effectively the user can find documentation and navigate through the website on both a desktop environment and mobile devices.


E.2. B

DIGITAL SERVICES Describe your firm’s understanding of, experience with, and capabilities in social media. Include your firm’s strategic and creative process in the development of social media content.

80

CJRW’s philosophy to social media content strategy is unique and handcrafted. Not every client needs a Facebook strategy. Not every client needs a Snapchat strategy. Some need to be everywhere, while some need to be only on LinkedIn. Through research, online monitoring tools, and listening to our clients, CJRW pinpoints the who-what-when-where-and-why of your social media story. We amplify our client’s brand voice through creative content and leverage aggregated sets of digital data to make business decisions that maximize returns.

Every social media platform is different and can be used to communicate with different audiences in different ways. Every day, a new social media platform emerges on the scene, changes its set of features, adds new products, or changes guidelines, which could all affect client campaigns. CJRW stays on top of the latest social media platform developments and best-in-class or new, innovative uses through a combination of research, training, and convergence of ideas with personal contacts at Facebook/Instagram, Snap Inc., Pinterest, Twitter, and more.

Through building relationships with our contacts at the big social media platforms and forging connections with emerging platforms at conferences like SXSW, CJRW is able to offer clients innovative tactics that drive conversions. Every CJRW social media team member is required to receive certifications on various social media, including Facebook Blueprint (which covers Instagram), Twitter Flight School, Google Analytics, Spredfast certification, and others. CJRW’s team loves social media. Simply put, our team has a thirst for knowledge and continually pushes the boundaries of what makes a successful, integrated campaign.

Content DevelopmentWe specialize in immersive social media campaigns that effectively communicate with the right audiences at the right time through the right channels. CJRW does not believe in a “one size fits all” approach to social media and content strategy, and we do not believe every target audience can be effectively targeted with the same message across all mediums, whether it be a print ad or on social media. Through working with national CPG brands with a myriad of niche audiences and products to marketing the state of Arkansas to potential tourists in key feeder markets, our digital team understands the importance of research-based social media and content strategies.

Describe your firm’s understanding of, experience with, and capabilities in social media. Include your firm’s strategic and creative process in the development of social media content. E.2 B

81

CJRW’s two-phase process is cyclical, based on research and ever evolving information, to deliver the most advanced and effective campaign. Our social media and content strategy process starts with conducting an audit of existing campaigns and assets and analyzing brand research from focus groups, along with data and trends from private industry research, eMarketer, Iconoculture, and online listening tools, picking up real-time consumer conversations. Using this research, CJRW creates an audit and recommendations document. After the research phase, CJRW works closely with the client and account team to define objectives, assess research trends, and ensure the technical infrastructure and implementation plan are in place. CJRW’s digital team onboards the entire account team and client so that everyone is aware of all goals, technical capabilities, and opportunities and prevailing research trends. Together, the team defines key audiences and their stories, individual audiences’ tone of voice, content story arcs, and distribution methods – creating compelling content campaign strategies. Once the campaign launches, we start the story and keep it going using tools like Sprout Social, Hootsuite, Later, Spredfast, Toneden, and more. All stakeholders are kept apprised of the campaign status through weekly recap reports, detailed monthly reports, and an overall campaign report.

Major assets we use in niche network development are our research and online listening capabilities, which utilize natural language processors to distill online conversation into demographic, geographic, sentiment, and more.

From there, CJRW identifies usage patterns within platforms or keywords used within niche demographics to inform campaign tactics and content. As an example, for a Buick-GMC automotive retailer, CJRW used this tool to identify which consumers were naturally talking about the new Buick Cascada, a convertible. The dealer wanted to promote to millennials and understand how they were talking about it. Using this information, CJRW developed a campaign that geo-targets millennials on social media that is not highly promotional, but entirely entertaining using the demographic and natural language gleaned from the online listening tool. CJRW geo-targets millennials in places they will be waiting and thinking about how great it would be to enjoy the outdoors in a new convertible, whether that be the DMV or the doctor’s office. This strategy gives social media users a high value exchange with a tangible incentive for watching their social media ad.


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82

For the Arkansas Health Insurance Marketplace (AHIM), social media is a critical point of communication to reach the Arkansas population during the open enrollment period. Arkansas has a diverse population with a variety of socioeconomic and political backgrounds. Utilizing online listing tools, research databases, and A/B testing, messaging is developed so that different audiences are targeted on different times on different social media.

During the last open enrollment period, from segmentation efforts, CJRW identified 20 niche audiences with distinct messaging and social media-specific strategies. An example is targeting rural young adults who may feel invincible and under-prioritize health care. Strategies developed played on the country segment’s ingenuity and independence, with DIY health care examples like treating bug bites with WD-40 or making a cast for a broken limb out of Duct Tape®, and were distributed on highly visual channels, like Instagram. By establishing a messaging map and social media accounts on pertinent channels with strong branding, we disseminated campaign messages and fostered an online conversation with a focus on individual enrollment.

We understand that social media sharing is not a one-message-fits-all-channels proposition. Social content optimization (SCO) is an ongoing process that requires a knowledge of current engagement habits and channel updates.

At the core of SCO is:

• Regular review of insights and analytics to see when audiences are online and understanding peak times for engagement

• Focus on highly sharable content types that audiences prefer, keeping in mind that this varies across channels

• Consideration of content types that channels are weighting more heavily than others, especially Facebook

At CJRW, our focus is always on results, and how we manage your investment is critical to delivering these results.


E.2. C

DIGITAL SERVICESDescribe your firm’s capabilities and experience using target audience insight and tracking to direct and redirect marketing efforts. Include your firm’s experience with paid and social media metrics, analytics, and comprehensive reporting.

84

Metrics/Analytics and Reporting

We continually track and analyze paid digital media schedules. This analysis of the schedules allows us to ensure we are receiving the programming, placements, and impressions that were negotiated. It also allows us to optimize our media schedules to ensure that they are as effective and cost efficient as possible.

In terms of digital paid media buys, we track each and every digital ad buy that we place for our clients. All digital assets and executions are tagged with specific URLs generated by the Google URL builder. These URLs allow us to track our digital ad buys by campaign, medium, vehicle, creative content, specific media units, or other buy elements. We use this analytics data to continuously optimize our buys, shifting funds to the most effective/cost-efficient sites, creative executions, media unit, etc.

Specifically, we analyze the following metrics generated by the buys:

• Visits

• Page views

• Page views-per-visit

• Time spent on site

• Cost-per-visit

• Cost-per-page view

We also receive and analyze tracking data provided to us by the website partners with which we are advertising. Reported impressions allow us to ensure that the media buy is running at the weekly/monthly pace that was planned, and to make sure that we achieve our overall delivery goals that were negotiated.

This tracking data is analyzed and compiled into detailed weekly/monthly tracking reports for each of our clients. This allows us to support the recommended plan optimizations that we feel will generate the strongest and most cost-efficient digital buys possible.

Two examples of how these analytics allow us to optimize and provide the most effective/efficient plans possible for our clients are the Arkansas Department of Parks and Tourism and United Built Home digital buys.

• Continuous tracking and optimization of the Arkansas Tourism digital buys has guided us to shift funds from desktop and banner-based buys to buys that are now primarily pre-roll video (70+ percent) and mobile (65+ percent). Tracking the analytics has also allowed us to generate results that remain extremely cost-efficient even as we spend our dollars in more expensive video inventory. Optimization helped contribute to a 9 percent increase in visits to Arkansas.com, specifically from the digital ad buy in 2018 versus 2017, from 640K visits to 695K visits.

Describe your firm’s capabilities and experience using target audience insight and tracking to direct and redirect marketing efforts. Include your firm’s experience with paid and social media metrics, analytics, and comprehensive reporting. E.2 C

85

• Analysis of analytics for United Built Homes allowed us to cost-efficiently increase visits to UBH.com by 23 percent in 2015/16 versus 2014/15. Optimization of the digital buy guided us to shift more funds into the paid search and digital radio categories that were performing well from other underperforming areas. We were able to help UBH increase visits to their website by another 15 percent in 2016/17.

Consumer Insight

The ongoing analysis of syndicated industry research resources allows us to stay on top of and gives us insight into consumer media trends and industry spending patterns, which allows us to develop and implement the most effective media strategies possible.

We subscribe to eMarketer data in order to stay abreast of relevant consumer patterns such as product usage trends, consumer behavior patterns, and industry specific behavior trends and patterns. They also provide us with consumer media usage and ad spending data. This tells us where consumers are spending their time with media each day and where the ad industry is placing its ad dollars. Kantar competitive ad spending data also allows us to see where competitors of our clients are placing their advertising dollars by medium.

Search Engine Marketing / Social Media Marketing

Google Tag Manager (GTM) is used to not only implement Google Analytics for tracking but also to track actions of website visitors for further analysis as campaigns run. Through GTM, we track duration of video views on websites through YouTube embeds as well as on page scroll depth. GTM allows us to also track conversion actions (actions considered valuable to clients) so that we can adjust search engine marketing campaigns and social media campaigns based off of high intent visits. In addition, outbound link clicks are also tracked and certain tags are used to better attribute conversion actions to the correct platform.

Google Analytics custom dashboards and reports allow us to monitor most things that would potentially impact the success of a campaign as well as gain insight into how our target audience behaves once hitting the website. Multiple remarketing lists are created prior to campaign launch to use as needed as data is gathered. All of this information is analyzed to adjust campaign direction and message if needed.

The insight gained from GTM and Google Analytics, combined with platform specific metrics such as impression share, engagement rate, video view rate, time spent viewing ad, and many more, are used to inform decisions regarding the direction of campaigns.

Describe your firm’s capabilities and experience using target audience insight and tracking to direct and redirect marketing efforts. Include your firm’s experience with paid and social media metrics, analytics, and comprehensive reporting. E.2 C

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E.2. D

DIGITAL SERVICES Describe your firm’s approach to digital content development and data, research, and management.

87

Digital Content Development and Data

We believe content is the most critical asset that an organization can have – it’s the reason consumers will engage with a message (or not) and, ultimately, how they connect with your brand.

Our best practices for creating digital content is to first understand your target audience and how that audience flows in and out of your website, marketing, and social media platforms. The first step in creating digital content is to engage the user. The more relevant the content is to the visitor, the higher quality the visit. Creating content for the sake of having content can be detrimental to a digital strategy. This can cause the user to disengage due to too much or irrelevant content.

In early 2018, Facebook updated their algorithm. The update changed the way social content was delivered to the user. More relevant content from friends and family was pushed to the top while business and organization information often fell to the bottom of the feed. It is more important than ever to gauge the quality of your content and make each piece of content focused on user engagement.

Our data shows that creating content that is directed towards a target audience has more user engagement. Our data also shows that users can spend as much time on a social media ad as they would on a website, furthering the importance of quality over quantity.

Strategic content development is one of the key differentiators between the CJRW digital team and other companies. With CJRW, ASP-HSO will continue to partner with a team that’s synonymous with successful content programs, backed by a deep understanding of content marketing approaches.

Research and Management

Research is based on user behavior and trends in the digital space. Research coupled with our digital management and reporting experience is how we can shift, optimize and steer our digital campaigns. CJRW regularly tests different types of content on both websites and in ad content. This allows us to not only gain insight to which landing page or ad performs better, but also improve performance of both websites and digital ads.

We use several software resources that assist with managing digital content, reporting, audience development, reputation management, and user trends.

Describe your firm’s approach to digital content development and data, research, and management. E.2 D

E.3 Account Management

Drive Sober or Get Pulled Over

E.3. A

ACCOUNT MANAGEMENTDescribe your firm’s approach to developing integrated advertising campaigns. Include a description of your firm’s creative process and how it determines and prioritizes strategy, insights, and recommendations.

90

DESCRIBE YOUR FIRM’S APPROACH TO DEVELOPING INTEGRATED ADVERTISING CAMPAIGNS. QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEDescribe your firm’s approach to developing integrated advertising campaigns.

Include a description of your firm’s creative process and how it determines and prioritizes strategy, insights, and recommendations. E.3 A

At CJRW, we understand that innovative ideas, results-driven strategy, skillful implementation, and careful post-project evaluation work together to create success for our clients. We utilize a formalized team approach to project management and work process flow when developing integrated advertising campaigns. This ensures commitment to exercising a disciplined approach to planning, executing, and evaluating all aspects of a campaign, from the formal project kick-off (immediately following contract execution) through the final stages of execution.

A research-based, comprehensive communications plan is at the heart of any integrated advertising campaign. Developed by the agency working in collaboration with the client, the strategic communications plan is a plan of work similar to a road map.

Key components to the plan include:

• A clear statement of the client’s objectives

• An inventory of resources (human and capital)

• Clear definition of target markets/audiences

• Evidenced-based strategies that are a priority

• Agreed-upon messages to be delivered

• Targeted media/channel mix that reaches the target audiences

• Measurable objectives to determine the plan’s effectiveness

Once a strategic plan has been approved, the account manager continues to work with the agency-wide account team to clearly communicate the client’s overall objectives and to make sure that writers, art directors, public relations specialists, broadcast producers, social media content developers, and media buyers are working together on task and on budget to accomplish the clear goals outlined in the approved strategic plan.

Our process for creative development is designed to connect on an emotional level with target audiences and foster long-term relationships. This process consists of four phases:

1. Learn: Consumers are moving targets. Research helps us track their ever-changing tastes, trends, and preferences.

2. Plan: This is where we transform research into insights, matching core values to audience targets.

3. Imagine: The creative development phase is where messaging comes alive and engages audiences into action.

4. Connect: Execution, follow-up, and refinement of the plan.

91

CJRW begins every client project utilizing the agency’s Creative Work Plan or Marketing Brief. It is a detailed project descriptor that clearly defines the purpose, the direction, the target audience, the tone, the issues, the mandatory selling points, the single-most important communication idea, and the expected results of each creative assignment.

Once the Creative Work Plan is completed and approved by the client, the creative team’s goal is to execute creative strategies that deliver effective messages to identified target audiences.

Our copywriters and art directors work together to create an overarching concept based on research and client input. Knowing that you are the foremost expert on your industry, CJRW encourages as many client meetings as are necessary to fully understand the organization’s objectives.

Concepts are then designed to command attention, regardless of competing messages. From start to finish, our creative process ensures that advertising on behalf of the Arkansas State Police Highway Safety Office is effective and leaves a lasting impression on your target audiences.

The media team then works in unison to build an effective media plan. It’s crucial that your message gets in front of the right people, at the right time, and all at the right price. Our media professionals are experts at creating plans that make sure you get the most impact for your marketing budget.

Once the communications components have been approved and placed, CJRW then begins outcome monitoring. Constant monitoring of all communications activities and ultimate outcomes allow the team a timely opportunity to shift focus, realign media channels, or make other necessary adjustments to meet the campaign’s objectives.

As a creative communications agency, we offer our clients a turn-key, full-service, integrated product that allows all communications needs to be managed by one team. From advertising and marketing to broadcast production and media placement, to digital marketing, social media, and public relations, CJRW’s professionals are among the industry’s most responsive, experienced, and innovative. We understand the new communication behaviors of the 21st century.

DESCRIBE YOUR FIRM’S APPROACH TO DEVELOPING INTEGRATED ADVERTISING CAMPAIGNS. QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEDescribe your firm’s approach to developing integrated advertising campaigns.

Include a description of your firm’s creative process and how it determines and prioritizes strategy, insights, and recommendations. E.3 A

E.3. B

ACCOUNT MANAGEMENTDetail your firm’s strategic approach to developing campaigns through owned, earned, and paid media.

93

In the content marketing trilogy of Discovery, Consumption, and Sharing, there is a mix of media types that marketers employ to facilitate the connection between information and content consumers. If you are in-tune with the marketing communications world, then you’ve likely heard these buzz words being passed around – owned, earned, and paid media. However, at CJRW, we include two additional and very important media delivery channels that seem to get left out of the equation – shared and loaned media. We refer to these as our “High Five” of media delivery channels.

Here’s a 30,000-foot view of each media delivery channel and what they might contribute to a content marketing strategy:

Paid MediaOften thought of as “traditional” advertising, this now includes both offline and online paid media like display ads, pay-per-click search ads, and sponsorships. The “pros” for paid media is its ability to be implemented pretty much on-demand, the ability to have some degree of control, and to be immediately scalable. The growing popularity of social advertising on sites like Facebook, Twitter, and LinkedIn (YouTube as well) adds another option for marketers to gain presence in channels where target audiences are spending their time. The appearance of branded messages and content within paid media can work together with social sharing and organic search.

Earned MediaEarned media is the result of public and media relations efforts to gain coverage in online and offline media outlets, essentially creating a brand presence within media without having to pay for it. This also extends to brands that behave online in such a way that customers are “empowered to publish” and create content on the brand’s behalf, inspiring buzz and word of mouth.

Utilizing public relations and media outreach, earned media is an important component of any multi-channel marketing and communications strategy. The credibility of any message is multiplied when presented in the context of a news story rather than when included in a paid advertising format.

Owned MediaMedia, content, and assets that the brand controls, like primary and secondary websites, blog sites, newsletters, branded social media accounts, newsletters, collateral material, and even employee or stakeholder ambassadors are owned media. The more owned media you have, the more chances you have to extend your message presence. Owned media initiatives typically target your brand’s existing community.

Brands are increasingly behaving like publishers with editorial staff managing content creation steams. “Content Marketing” is the hot topic when it comes to owned media and can facilitate brand information discovery through search and social channels. Content engages audiences and fosters relationships. Brand content to serve both broad and niche audiences is not immediately scalable, but can provide long-term engagement benefits without corresponding growth in costs.

Most marketers include social media platforms under owned, but we like to treat social media as another delivery channel, and we call it shared media.

DESCRIBE YOUR FIRM’S APPROACH TO DEVELOPING INTEGRATED ADVERTISING CAMPAIGNS. QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEDetail your firm’s strategic approach to developing campaigns through owned, earned,

and paid media. E.3 B

94

Shared MediaBrand social web participation and interaction with consumers on content sites such as Facebook, Twitter, and YouTube that results in content is shared media because it is a result of a shared interaction. Because of the nature of social sharing and engagement on social media sites, shared media can propagate across an individual’s network to others, and so on and so on. Paid and owned media can inspire shared media. Shared media can inspire earned media.

Loaned MediaWith the proliferation and growth of shared media, an emerging media delivery channel has been defined. Loaned media would include industry alliances or affiliations, partnerships, subcontractors, cooperative marketing efforts, volunteer organizations that support your brand, product or cause, and possibly vendors who have a vested interest in your success.

How the client’s media message map overlaps and intersects depends on the following:

• Campaign objectives

• Messaging goals

• Target audiences

• Partnership opportunities

• Campaign budget

Determining the correct media mix is part of the campaign strategic planning and implementation process from start to finish. Our public relations, media, digital, and creative teams work closely with the account management team and client staff to plan campaign goals and objectives. Then the following tactics are researched and evaluated to determine final media mix recommendations:

• Paid media purchases

• Digital/social media strategies

• Earned media opportunities

• Sponsorship/partnership opportunities

Finally, messaging and creative elements are pre-tested, produced, and implemented.

DESCRIBE YOUR FIRM’S APPROACH TO DEVELOPING INTEGRATED ADVERTISING CAMPAIGNS. QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEDetail your firm’s strategic approach to developing campaigns through owned, earned,

and paid media. E.3 B

PAID MEDIA

ACCOUNT MANAGEMENTDescribe the process your firm will use to challenge ASP-HSO with new ideas that will advance ASP-HSO’s mission and objectives. Include an example of how your firm has used innovative methods to promote new programs and develop new partnerships.

E .3. C

96

CJRW PROCESSCJRW implements a multi-pronged approach that includes both internal and external collaboration, brainstorming, and, most importantly, continuous research.

The first element in our process to find and implement new ideas is internal collaboration and brainstorming. The various teams at the agency brainstorm in two ways. First, they meet internally as a team to discuss and share ideas and results of new and different technologies, executions, and vehicles that have been implemented for our clients. Second, they also meet regularly in a larger group, including account services, digital, and creative in order to think of innovative new ways to reach our target audiences and to discuss the latest technologies being implemented across the industry.

Next, we employ external collaboration. There are numerous elements that we use to learn and share new innovative ideas. Our team members attend conferences such as the SXSW Digital Conference in Austin each year to listen to industry innovators and learn new tools and technologies that are being used across the marketing industry. Our media team also meets with digital media and technology vendors regularly in order to learn about and analyze new media vehicles and technologies for our clients. Finally, we produce case studies and reports that we share with our clients, the marketing industry, and even with college classes across the state.

The final and possibly most important element in our process of innovating new ideas is research. All of our team leaders perform ongoing research in order to seek out new ideas and to find out what other marketers and advertisers are implementing. The following resources comprise a partial list of the online and published sources we regularly turn to for information.

• eMarketer – traditional and digital marketing and consumer trends such as media usage patterns and ad spending.

• Industry trade publications, websites, and emails – industry news and information on creativity and innovation (Nielsen, Digiday, Media Post, AdWeek, Media Week, etc.

• Online webinars – industry experts present case studies of new innovative technologies and executions that they have implemented.

• Nielsen – media trends and innovation.

• Kantar Media – competitive media spending reporting.

• White papers – published industry reports and case studies.

DESCRIBE YOUR FIRM’S APPROACH TO DEVELOPING INTEGRATED ADVERTISING CAMPAIGNS. QUALIFICATIONS AND EXPERIENCEQUALIFICATIONS AND EXPERIENCEDescribe the process your firm will use to challenge ASP-HSO with new ideas that will

advance ASP-HSO’s mission and objectives. Include an example of how your firm has used innovative methods to promote new programs and develop new partnerships. E.3 C

97

ExampleThe Arkansas Department of Parks and Tourism allows CJRW to find and implement new innovative media vehicles, technologies, and executions. Our goal is to find and implement something new and innovative for the state each and every year. If successful, these innovative new approaches are then implemented across all of our clients. The first digital media budget for Arkansas was $600K in 2003 and primarily used banner ads to get the tourism message out to consumers across the internet. This plan generated more than 30,000 visits to Arkansas.com. Through a process of researching, finding, implementing, and tracking the results of new media technologies and media partnerships over the last 16 years, and following consumer media usage patterns and industry ad spending patterns, the digital media budget has grown to more than $3.2 million and generated nearly 700,000 visits to Arkansas.com as of 2018. Based on this industry data and strong results, we have steadily increased the share of digital in the overall media mix from eight percent in 2003 to 45 percent in 2018. Detailed below are some of the key innovations that we have implemented over the last 15 years.

• 2004 – content partnerships and homepage takeovers

• 2005 – rich media ads, pay-per-inquiry, in-banner content

• 2006 – in-banner video ads

• 2007 – mobile banners, floating banners, expanding ads

• 2008 – pre-roll video

• 2009 – connected/digital TV (HULU), expanding peel-back units

• 2010 – mobile video, social media ads, expanding video ads

• 2011 – interstitial ads, mobile app ads

• 2012 – interactive video ad units, iPad ads

• 2013 – mobile interstitial ads, film strip interactive ads, expanding mobile ads, TV-conquesting video ads

• 2014 – programmatic ad network buys, big data targeting, TrueView video, retargeting banners

• 2015 – native video and banners, in-article banner ads, internet radio/audio ads, cross-screen retargeting

• 2016 – Shazam mobile IoT technology, mobile pushdown units, cross-platform targeting, mobile adhesion video

• 2017 – DVAST video (digital video ad serving technology), superhero content banners, geo-fencing ads, mobile interscroller ads, out-stream in-article video, video billboard units

• 2018 – in-image video ads, six-second video ads

• 2019 – programmatic buying software, brand-wrap skins



98

In 2018, CJRW won the national Mercury Award for best state tourism digital marketing strategy from the U.S. Travel Association, beating out such states as Michigan, Idaho, and Texas.

“This campaign was a very effective campaign and accomplished all its goals. It was compelling and incorporated new and innovative channels to promote engagement … and the approaches used really hit the mark. This was a complicated and large-scale initiative that incorporated the latest and greatest in marketing tools and channel.”

For ASP-HSO, we began digital marketing in 2008 and have implemented the following various new technologies over the last 10 years.

• LiFTs 1st party data targeting – looks at past user location, frequency of visits, and time spent at those locations to determine user affinities, allowing us to reach users who are presently or have recently visited a bar, brewery, club, or liquor store.

• Pre-roll and native video

• Mobile site and app video and cross-platform targeting/retargeting

• ScreenSync technology targeting mobile users while they are watching TV

• Programmatic ad network buys

• Mobile gaming ads targeting younger males through PlayWire

• Pandora digital radio

• Connected TV through HULU, Premion, and Centro

• Digital targeting of the Hispanic audience



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ACCOUNT MANAGEMENTDescribe how your firm ensures there is a commitment to a collaborative team approach when working on a project.

E .3. D

100

Effective teamwork is a function of strong leadership, clear alignment of responsibilities, and team engagement. CJRW has nearly 60 years of experience in creating, developing, and leveraging high-performance teams to the benefit of its clients. We understand the importance and are extraordinarily competent in bringing the power of effective team collaboration to life, each and every day.

Leadership: Every project or client-focused team is assigned a strong leader with deep experience directly relevant to the specifics of the client and demands of individual projects. We hire account leaders based on leadership ability and industry experience, supporting them with a highly competent team of subject matter experts with specialized skill sets. Leadership responsibilities are always clearly delineated on a single individual or tight lead team, depending on the nature of the client and their principal needs and priorities. This promotes clear responsibility and accountability for client service and productivity.

Alignment: We pride ourselves on the ability to nurture an internal culture of collaboration and the ability to harness the power of common purpose. We value trust and rapport within the workplace as the foundation for alignment around a shared purpose, sharply focused on each client’s specific goals and objectives. Each team member assigned to a client or project is there because they bring a specific perspective, skill or point of view vital to the client’s success. And the role of each team member is clearly expressed in terms relevant to the team’s ultimate purpose and points directly to accountability. No one ever has to guess at his or her individual purpose or how it contributes to the team’s effectiveness.

Engagement: We understand the value of engagement. We work hard to nurture the individual sense of purpose that guides every team member to excel and focus the energy that comes with it on the goals of our clients. Success is routinely celebrated, and every day presents new learning opportunities that we encourage our staff to embrace to the benefit of the clients we serve.

Describe how your firm ensures there is a commitment to a collaborative team approach when working on a project. E.3 D

ACCOUNT MANAGEMENTExplain your firm’s capabilities and approach in understanding and marketing to specific audience segments.

• Include any proprietary programs your firm uses to gain a better understanding of audience habits, tendencies, and motivations.

• Include how your firm demonstrates program success to your clients.

E .3. E

102

Explain your firm’s capabilities and approach in understanding and marketing to specific audience segments. E.3 E

While ideas are great, we know that everything we do needs to have solid backing in research and be measurable against real key performance indicators (KPIs). This is where CJRW truly excels.

Multidimensional insights enable CJRW to leverage consumer intelligence to gain an understanding of the attitudes, behaviors, and motivations for specific target audience segments. We continually analyze and research consumer and industry trends, as well as new technologies, and then use these insights to implement plans across all platforms – digital, television, outdoor, radio, and print.

CJRW typically draws on data from five general sources as a basis for decision-making.

• Market Intelligence from External Data Sources – External market data is normally gathered through secondary information sources. This usually means sourcing and analyzing published information to build a credible picture of market dynamics, answering specific questions critical to the development of marketing and communications strategy.

• Competitor Intelligence – This typically involves the routine, ongoing collection and analysis of news, materials, and other information about competitors from a wide variety of sources. This usually includes putting mechanisms in place to support the routine, ongoing collection of intelligence about competitor behavior and strategic intent through openly available information sources and through informed industry sources.

• Social Media Monitoring – Increasingly, market intelligence involves collecting data from posts, tweets, and other content on social media platforms. With a well-developed social media department/staff, CJRW is particularly adept at monitoring conversations taking place over a wide variety of social media platforms and analyzing the nature of what’s being said. We routinely issue reports that outline volume, sentiment, specific influencers and their locations, categorizing conversations based on the topic and tone.

• Market Intelligence from Internal Data Sources – While most market research is focused externally, a great deal of insight can come from making better use of existing database information resident within the organization. Analysis of readily available internal data has the potential for showing hidden patterns and correlations within the data, often exposing new market opportunities previously overlooked.

• Customer Knowledge Management – Finally, we counsel clients to avoid overlooking knowledge about customers, markets, and competitors that comes from their own staff members. This is often a poorly tapped source of information. Collecting and disseminating the information falls into the realm of customer knowledge management, and making better use of this customer knowledge can help organizations focus far more time and energy on what the customer really wants.

Research ResourcesThe CJRW team utilizes a full complement of research tools in order to effectively and cost-efficiently target each client’s specific audiences and maximize the impact of the advertising budget. All of these research tools have a subscription fee associated with them, but since we use them for all our clients, there is no additional out-of-pocket expenses to the client for any of these research resources.

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• eMarketer – Data, insights, and trends related to digital and traditional marketing, media, and commerce. Analysts, forecasters, and researchers publish industry reports, forecasts, comparative estimates, charts, articles, interviews, case studies, and videos. eMarketer curates, compares, and contextualizes information from global sources, detailing digital trends related to advertising, marketing, media, and commerce.

• iConoculture – In-depth, culturally informed consumer research combined with tailored advisory support generates real-time understanding of consumer trends. iConoculture provides insight into both consumer segments (Boomers, Millennials, demographics, multicultural, socioeconomic, etc.) and behaviors (media/technology, travel, consumer spending, consumer activities, etc.).

• Mediamark Research & Intelligence (MRI) – Database of media usage habits, demographics, psychographics, and consumer behavior that provides insight into the actions and motivations of American consumers. MRI also provides quantitative data about consumers’ product purchases and usages, as well as qualitative data about consumers’ attitudes, opinions, and mindsets.

• Telmar – Media planning and data integration software that uses MRI data to generate precise audience targeting and plan delivery data. Telmar provides strategic targeting and media planning. Telmar also analyzes thousands of consumer and media data sets to assess target markets, audience reach and frequency, and media performance.

• Nielsen ratings – TV and radio ratings data that pinpoints which stations, programs, days of the week, and time-periods best reach each demographic audience.

• Media Market Guide (SQAD) – Database of TV, radio, print, and digital planning costs and audience data.


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• Strata – Media buying and billing software that allows buyers to create TV and radio schedules and market rankers, as well as media insertion orders.

• Kantar/SRDS – Database of TV, radio, print, and digital planning costs and audience data. Kantar also provides competitive advertising spending data, tracking ad occurrence and expenditure across more than 20 traditional and digital media channels, classifying them by product, brand, and category.

• Comscore – Digital marketing database, providing online brand and audience data, as well as consumer behavior data.

• Google Analytics/Trends/Keyword Planner – Website metrics software that allows us to track the digital advertising campaigns. Google analytics allows us to tag all ads with specific URLs, generated by the Google URL builder. These URLs allow us to track our digital buys by campaign, medium, creative content, specific media units, or other buy elements. We use the analytics data to continuously optimize our buys, shifting budget to the most effective/cost-efficient sites, creative executions, and media units.

• Facebook Analytics and Twitter Analytics – Campaign tracking and audience performance insights.

• Hootsuite – Social media impact measurements and analytics.

• Sprout Social – Social media content and performance analytics.

• SpyFu – ReTool to research and download competitor’s most profitable keywords and ads for paid and organic social media.


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Reporting and OptimizationWe work in collaboration with our clients and develop a measurement framework for each element of integrated campaigns. The result of this process is a matrix of goals, KPIs, and tactics, and eventually targets, so that all key stakeholders and partners are aligned with the campaign mission from the start. It’s this alignment that allows us to be successful in driving and tracking performance during campaigns.

During a campaign, we schedule client meetings at regularly scheduled intervals, from daily to monthly, depending on the campaign length. In the performance review meetings, we will evaluate your reports together with your team and provide recommendations on how to optimize campaigns toward your desired goals.

In terms of traditional media, optimization and tracking is done in the following ways to ensure that the plans are performing at maximum effectiveness and efficiency.

• Television/Radio – our media contacts inform us on an on-going basis of commercial placements that have been missed or pre-empted by news events so we may negotiate make good placements, replacing those that were missed.

• Print – position reports are generated to ensure that all ads are running as negotiated in terms of correct creative unit, issue, ad size, etc.

• Out-of-home – all board locations are monitored to ensure that they are running as planned and that the physical ads have not been damaged by the elements.

From a digital media standpoint, we continuously track plan performance by medium, ad placement, website, creative message, etc. and optimize the plan to ensure that we are generating the best results most cost-efficiently.

We also track each individual digital buy with each website to ensure that we are receiving the exact plan that we placed and that support is running in the right locations and at the right price. This helps to ensure that the buy runs as negotiated across every site, helping to generate great cost-efficient results.

As buys are running and after each buy is completed, we meet with our clients in order to present and discuss the results. The continuous tracking and reporting that we do while the campaigns are running ensure that there are no major surprises at the end of the campaign. This also allows us to optimize our buys continuously and in the future. Results guide us to the best overall media mix and the best media vehicles within each medium.

We also realize that we are accountable for our clients’ campaign metrics such reduced drunk driving rates and increased seat belt usage. While plan delivery is extremely important, it must result in overall campaign goal achievements.


E.3. F

ACCOUNT MANAGEMENTDescribe your firm’s philosophy regarding strategic media planning.

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Our strategic media planning philosophy is simple: Each strategy is unique, built on research, and implements the optimal media channel mix, consisting of both traditional and new/emerging media channels, vehicles, and executions.

In regards to our media planning and buying capabilities, the CJRW media team provides a full array of services to develop the best possible media plan for each and every client. We offer strategic planning and buying capabilities for all media:

• Digital

• Broadcast Television

• Cable Television

• Connected Television

• Co-op Programs – print, outdoor, TV, radio, digital

• Radio

• Magazine

• Newspaper (including FSI)

• In-Store

• Out-of-Home

Strategy PhilosophyEvery media strategy that we develop is uniquely tailored to the specific marketing objectives of each client, taking into account the products or services being marketed, target audiences, key marketing areas, and key time periods. We also consider the creative messaging needs of each product to ensure that our channel mix recommendation will be effective in getting the message across to consumers.

We start each strategic plan with an open mind and let research help guide our media recommendations. Media usage and consumer trends data from sources such as MRI, Telmar, eMarketer, and other sources, helps to guide our strategic recommendations in terms of which media channels and vehicles will reach our target audiences most effectively.

Our approach to developing media channel mix recommendations is to utilize a blend of traditional channels, that have been and can still be effective, and new digital media channels that we feel can be as effective or more effective in reaching each client’s target audiences. While consumer media usage is moving from traditional media channels to digital media channels, television, radio, outdoor, and print, in some instances, still generates strong reach of consumers. Having said that, consumers now spend more time with digital media than traditional media. Therefore, we are constantly researching digital media opportunities, looking to implement new channels, vehicles, and creative executions in every strategic plan that we develop.

Describe your firm’s philosophy regarding strategic media planning. E.3 F

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We have planned and placed every type of digital media and are testing and implementing new technologies every day. Digital media is an integral part of the media mix for each and every one of our clients. Specifically, we have implemented the following digital elements, buying methodologies, and targeting methodologies for both desktop and mobile devices.

Ad Types

• Anchor ads• Banners• Connected TV banners and video• Digital radio audio, banners, interstitial and video• Digital TV• Engagement banners and video• Expanding video ads• Expanding banners• Floating banners• Gaming ads• In-app ads• IoT TV tagging mobile

• In-banner video• Interstitial banners and video• Native ads• Pre-roll video• Post-click ads • Retargeting – search and site• Search• Search retargeting• Social media banners and video• Text ads• Video overlays

Buying Methodologies

• Cost-per-click• Cost-per-completed view• Cost-per-inquiry

• Cost-per-thousand• Homepage takeovers• Programmatic buying

Targeting Methodologies

• B-to-B and consumer• Behavioral • Big data • Consumer profile/”look-alike” • Contextual • Cross screen/platform retargeting• Daypart • Demographic • Device-based

• Geo-fencing• Geographic targeting – region, state, city, zip code • Mobile conquesting of competitive TV ads• Multi-ethnic – African American and Spanish

language• IP address• Retargeting• Segment and channel-based


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As appropriate for each client, we apply a rigorous 13 step media planning and buying process to each account to ensure that we create the best possible research-based media strategies and the most cost-efficient media buy possible. The first six steps in the process that pertain to media strategy development are detailed below.

1) Media Audit. Meet with the marketing team to ascertain the following specific marketing information:

a. Budgets

b. Timing

c. Geography

d. Effectiveness of past media utilized

e. Communication goals

f. Success measurements

g. New media ideas

h. Other priorities

2) Apply Research. Everything that we do is based on research. Utilizing our internal research resources, we will determine the best media mix to generate the greatest reach and the most cost-efficient plan.

3) Media Brainstorm. Once we have determined which media will be most effective, the CJRW media team will meet to think of new ways that we can utilize each medium.

a. How can we buy each medium to generate the greatest reach and cost efficiency?

b. What kinds of promotions can the media provide us as added value?

c. What new media is there that can be effective?

4) Media Plan Development. We will apply the input from the client marketing team, the research findings, and our ideas to develop a written media strategy and a media flowchart. The strategy will provide a detailed rationale of each of our recommendations. The flowchart will detail all media support with costs and reach/frequencies.

5) Media Plan Presentation. Upon completion of the media strategy and plan, we will sit down face-to-face with the client marketing team to review and discuss all of our recommendations.

6) Media Plan Revisions. We will make any necessary revisions to the media plan and send it back to the client for approval.


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Buying PhilosophyWhen it comes to negotiating and placing the media plans, our philosophy is to utilize our vast buying power to secure quality inventory at extremely low rates. Our buying power is also supported by strong vendor relationships and experienced buyers.

When we negotiate media buys for our clients, we leverage the total spending power of the agency to generate volume discounts and secure the lowest rates possible. As we place more media than any other agency in the state/region, $20 to $30 million annually, this combined spending works to generate additional savings for each and every one of our clients. This buying power also helps us to secure higher levels of added value in the form of bonus ad support, editorial content/mentions, social media placements, sponsorship opportunities, etc. This additional no-charge support helps to extend the media budget and amplify the impact of the creative messaging. We also place all media internally without the assistance of media buying services to make sure that we have complete control over the entire process and secure the lowest rates possible.

While buying power allows us to secure extremely low rates, we always look to balance cost-efficiency with high quality inventory. This combination of efficiency and quality works to maximize reach of target audiences and the impact of the creative message.

Programmatic buying is part of every digital buy that we place. Real-time bidding supported by big data and behavioral targeting capabilities allows us to add both cost-efficiency and greater reach to all of our buys. Programmatic allows us to maximize the impact of every ad dollar that we place by providing greater targeting and cost-efficiency.

Our team of experienced buyers also works to build strong relationships with vendors across all media. They deal with every single contact in an extremely professional and friendly manner. This goes a long way in terms of the vendors bringing new or last-minute opportunities to us as opposed to other agencies to evaluate and offer to our clients. Our six media buyers have 150 years of combined experience, with our most junior buyer having 12 years of experience.

The final element of our approach to buying is ongoing monitoring and optimization of the media schedules. We stay on top of TV and radio commercials that have been pre-empted or missed, securing make-good units as quickly as possible. We monitor ad locations in print to ensure that they run in the positions negotiated. All outdoor board locations are pre-vetted by actually travelling to and viewing the locations. Google analytics data and UTM coding of all digital ads allows us to continuously track and optimize our digital campaigns by website, medium, and ad type. Optimization of the digital buys allows us to generate the most cost-efficient buys and maximize visits to websites. The final seven steps in our process, pertaining to media buying and negotiating, are detailed below.


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7) Media Negotiations. Upon approval of the media plan, we will enter the marketplace and negotiate the actual media buy.

a. Determine the best broadcast stations using Nielsen and Arbitron ratings data.

b. Secure final negotiated rates.

c. Negotiate added value.

8) Media Schedule Revisions. Once we have completed negotiating the media schedule, we will present them to the client for approval.

9) Final Media Schedules. If revisions are needed after the initial presentation of the media schedules, we will make the revisions and provide the final schedules to the client.

10) Place the media buys. Once we have final approval on all schedules, we will contact our vendors and place the media buys.

11) Added value. Generating added value support to expand our client’s advertising presence is also a key element of the marketing program. Added value would be secured in the following forms:

a. Lower rates

b. Additional no-charge ad support

c. Promotional programs

d. Contests

12) Media Schedule Monitoring. We will continually monitor the media schedules as they run and contact the client for approval on any adjustments that need to be made.

a. Make-goods for broadcast schedules

b. Production or positioning problems for print

c. Provide positioning reports

d. Provide online media tracking reports

e. Provide post reports for broadcast television

f. Provide summary reports for radio and cable television

13) Media Debriefing. As the new planning cycle approaches, we will meet with the client marketing team to determine what has worked best and determine which changes we may want to make for the next planning cycle.


E.3. G

ACCOUNT MANAGEMENTDescribe your firm’s experience and knowledge of best practices in public relations campaign management.

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CJRW’s Public Relations Department provides the widest range of PR services available in the state and region. Public relations services include, but are not limited to:

• News release writing and editing

• Key message development

• Brand enhancement

• Crisis management

• Thought leadership

• Media relations

• Media training

CJRW’s Public Relations Department is dedicated to being a leader in emerging PR practices to help reach the goals and objectives of our clients. The ways in which audiences receive and respond to messages are constantly changing. It is important to be responsive to those shifts.

In a saturated news market where content is everchanging and available at one’s fingertips, it is essential that the important safety messages from ASP-HSO are prominent. Whether it be traditional media (newspapers, TV, radio) or emerging digital and social media platforms (Facebook, Twitter, Instagram, etc.), CJRW’s experienced public relations team can cut through the “news clutter” to craft messages that capture the attention of news consumers. In cooperation with our award-winning digital team, our PR team can help you own the digital space and control the messages.

The process begins with educating ourselves on the issues that are important to our clients’ success. We immerse ourselves in your organization and, in turn, work together to develop successful PR strategies designed to meet, and exceed, campaign objectives.

CJRW’s PR team is led by a former Little Rock television news director who has strong relationships with key decision-makers at every relevant media outlet in Arkansas. The relationships, developed over time, are based on mutual trust and respect. When newsrooms receive a call from CJRW, they listen and pay attention because it will lead to newsworthy content.

We offer a variety of services designed to meet the specific needs of clients. From broad strategies such as message development and thought leadership to specific needs such as crisis communications, media training, and developing strategic partnerships – CJRW has the team and expertise to super-serve ASP-HSO.

For a specific client example, please see the case study included on the following page:

Describe your firm’s experience and knowledge of best practices in public relations campaign management. E.3 G

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CLIENT: SPRINGDALE POLICE DEPARTMENT

SituationLike many cities, Springdale, Arkansas, faces challenges that come with growth and development – positive and otherwise. Youth gang activity is an issue the city’s police department has been forced to address. Between March 15 and April 10, 2015, two teenagers died in separate incidents, both of which resulted from youth street-level gang-on-gang violence. People were concerned. Residents were concerned for their safety; parents and educators were worried about school security; and business

leaders were concerned about the economic impact. This was a new problem for this town – front-page news. The Springdale Police Department needed to quickly and effectively communicate to the community the steps being taken to address the problem.

SituationRecognizing that they were in the midst of a crisis situation that posed a threat to the city on a number of levels, leaders contacted CJRW due to our experience with crisis management and mitigation.

Among the immediate steps taken were:

• Planning and organization of a news conference whereby city officials, law enforcement, educational leaders, and members of the minority community explained the problem and what was being done about the situation.

• Development of messaging statements and talking points.

• Proactive development of social media messaging to frame the issue and manage the narrative.

• Highlighting of the police department’s outstanding track record for solving crimes and making arrests.

• Promotion of new security measures implemented in the city’s schools.

• Endorsement from Arkansas State Police and the FBI for the work performed by Springdale Police.

Long-range planning included:

• Media training for the police chief and department spokesperson.

• CJRW’s management of the development of all media correspondence.

• CJRW’s development of holding statements for the department to use immediately following an incident.

• Preparation of the job description for the newly created position of Springdale Communications Director and participation in finalist interviews for the position, with a special emphasis on law enforcement communications.


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ResultsThe city of Springdale and the Springdale Police Department are now equipped with the tools and techniques for effective communication with the town’s residents. Messaging developed by CJRW in 2015 continues to be relevant and is used today to help alleviate citizen concerns.


E.3. H

ACCOUNT MANAGEMENTDescribe your firm’s understanding of the unique systems, timelines, and responsibilities that are inherent when managing a State-government account. Include an example that demonstrates your firm’s experience working with limited funds to achieve a goal.

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Describe your firm’s understanding of the unique systems, timelines, and responsibilities that are inherent when managing a State-government account. Include an example that demonstrates your firm’s experience working with limited funds to achieve a goal.E.3 H

CJRW has decades of experience working with and serving government agencies and public entities, perhaps more than any other marketing firm in the history of Arkansas. We understand the unique demands and responsibilities associated with work in the public sector.

We counsel and advise local, state, regional, and federal government agencies, public utilities, and quasi-governmental entities on communications issues that impact both bottom lines and long-term goals. Additionally, we support our public sector clients in developing strategic partnerships with other constituencies and groups that share common interests and similar goals.

We understand well the challenges that government organizations face in implementing marketing initiatives, whether that means changes in budget; launching a new brand; developing a strategic marketing plan; being flexible about changes in roles or leadership; initiatives from legislatures, boards, or marketing committees; or even natural disasters. We understand these challenges because we have worked with our public sector clients through almost every imaginable situation.

Experience Working with Limited FundsFor many years, it has been CJRW’s honor to not only serve state agencies, but at our core competency, the taxpayers of Arkansas. Each of our employees who work on these accounts looks to provide the best return on our fellow taxpayer’s investment. Arkansas’s investment is always top-of-mind to ensure the most efficient and quality outcomes. It’s what we do; it’s part of our company’s mantra, and it’s why we strive to maximize results for all levels of project funding. Following is an example of working on a project with limited funds for Arkansas Tourism.

ARKANSAS AMBASSADORS

Campaign Format: Statewide initiative for stakeholder engagement

Program Development Budget: $11,000

Program Overview: In partnership with Arkansas Tourism, CJRW launched a social ambassador program in Fiscal Year 2019. The Arkansas Ambassador program goal was to activate key Arkansans who would influence their peer group to travel the state and allow Arkansas Tourism access to share their content. Implementing the brand ambassador program created a set of advocates that positively spread the tourism brand message and do so without compensation.

To encourage interest in the program, ambassadors were positioned as being an exclusive group of individuals, featured on all of Arkansas’s social media platforms and given an Arkansas Ambassador branded swag bag. A minimal budget was put in place for the following tactics:

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• In-state Facebook ad campaign to generate nominations for the Ambassador group

• Ambassador incentives including branded t shirts, stickers, hats, etc.

• Agency coordination of ad development and auditing nominations

Since August 2018, 25 ambassadors have been selected. Their content has been shared more than 130 times on Arkansas’s social media pages and has received more than 71,000 likes.

The accompanying video includes more information on the Arkansas Ambassador program development. Please scan the QR code with a smartphone to view the video.


Describe your firm’s understanding of the unique systems, timelines, and responsibilities that are inherent when managing a State-government account. Include an example that demonstrates your firm’s experience working with limited funds to achieve a goal.E.3 H

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ACCOUNT MANAGEMENT Describe how your firm will be able to incorporate and expand on existing partnerships and programs to advance ASP-HSO’s mission.

E .3. I

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As the state’s oldest and largest marketing firm, CJRW has built an extensive network of long-term relationships with businesses, schools, non-profit organizations, and media outlets, as well as local, regional, and state government entities. We will continue to leverage these relationships to optimize and expand ASP-HSO program reach and effectiveness. As examples, following are a few ideas for incorporating new partnerships and expanding on existing programs.

NEW PARTNERSHIPS

Earned Media

• The new Spring/Summer campaign for the Arkansas Department of Parks & Tourism is focused around encouraging road trips. CJRW can help facilitate a partnership where non-enforcement safety messages are placed on the Arkansas Department of Parks & Tourism website and throughout their social media. Safety messages would include Buckle Up, Every Trip, Every Time; One Text or Call Could Wreck It All; and Buzzed Driving is Drunk Driving.

• Develop a partnership with the Arkansas State Fair/Barton Coliseum by wrapping their trash can barrels with safety messaging. Barrels would be inside Barton Coliseum throughout the year and also throughout the Fairgrounds October 11 – 20 during the Arkansas State Fair. Messaging on the barrel wraps could change throughout the year.

• Community School Outreach Program – CJRW would target local area high schools, colleges, and universities by asking if safety message banners could be placed in or around their football fields or inside the gymnasium. CJRW would also inquire if there would be any interest in bringing the drunk driving simulator to the school for a demonstration. The simulator makes a big impact – especially to kids.

Paid Media

• Create live endorsements from 103.7 The Buzz on-air personalities Roger Scott (The Show With No Name) and Justin Acri (The Zone) with a focus on Buzzed Driving is Drunk Driving.

Social Media

• Create an “Influencer” campaign for Distracted Driving awareness to challenge teens and young adults to not text and drive.

• Develop a social media campaign focusing on Buzzed Driving is Drunk Driving. The CJRW digital team would research local events throughout the year and would create a campaign to geo-fence specific areas and event venues where people are consuming alcohol.

• Promotion with Uber/Lyft – CJRW would partner with the primary transportation network service in the state, Uber, by asking their drivers to place a small window cling on all vehicle windows. CJRW would also place

Describe how your firm will be able to incorporate and expand on existing partnerships and programs to advance ASP-HSO’s mission. E.3 I

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Uber-based social media ads that would be geo-fenced around specific areas where people like to gather and consume alcohol: River Market, SOMA, East Village, Heights/Hillcrest, and Chenal/WLR.

EXISTING PARTNERSHIPS

Earned Media

• Develop new and engaging messaging for the Arkansas Department of Transportation to run on digital message boards throughout the year and not just during high-visibility enforcement campaigns.

• At the Arkansas Welcome Centers (owned by Arkansas Department of Transportation), ask each Center to post safety message door clings on their front door to remind visitors to buckle up, not text and drive, and not drink and drive.

Paid Media

• CJRW will commit to updating the television and radio creative every quarter for the Arkansas Broadcasters Association Partnership.

Social Media

• Develop an on-going social media campaign to run throughout the year and not just during enforcement campaigns. Use social-norming messaging (Buzzed Driving is Drunk Driving, Buckle Up, Every Trip, Every Time and One Text or Call Could Wreck It All) when not in a high-visibility enforcement campaign period.

Describe how your firm will be able to incorporate and expand on existing partnerships and programs to advance ASP-HSO’s mission. E.3 I

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E.4 Past Client Marketing Plan Sample Work Submission

Click It or Ticket

E.4. Provide the following information and relevant support material for the Marketing Plan from one (1) of your firm’s past traffic safety clients:

1. Provide the comprehensive multi-channel, strategic marketing plan including client challenges, opportunities, and goals. Detail the approach taken to address the client challenges.

2. Describe the analysis and research conducted to inform the plan such as reports, focus groups, online surveys, etc.

3. Describe the big idea you developed as the foundation or vehicle for the campaign.

4. Provide the branded, electronic, print media, and social media campaign components developed as a result of the plan. Include the following, as applicable:

a. Brochure design and productionb. Color magazine, newspaper, and radio & television ad production

and placementc. Annual report design and productiond. Poster design and productione. Feature article and news releasef. Website development and implementation

5. List and describe the analytics that were established and measured to demonstrate results and to optimize the plan.

6. Explain the success of the marketing plan in terms of results such as audience reach and goal achievement.

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ARKANSAS STATE POLICE HIGHWAY SAFETY OFFICE: CLICK IT OR TICKET

Strategic Marketing Plan

Click It or Ticket is a nationwide seat belt enforcement mobilization conducted annually by the National Highway Traffic Safety Administration (NHTSA) in conjunction with state and local law enforcement offices. The heightened enforcement effort coincides with the Memorial Day and Thanksgiving holidays.

CHALLENGES/OPPORTUNITIES/GOALS

ChallengesCJRW addressed the challenges listed below by developing a campaign with a hard-hitting yet engaging enforcement message targeted to both drivers and passengers about the importance of wearing a seat belt and the consequences that takes place when a seat belt isn’t worn, which is getting a ticket or even worse - death.

1. Low seat belt use rates in Arkansas

2. Males 18-34 account for only 49% of the population and yet comprise 63% of traffic fatalities. Lack of seat belt use is a factor.

3. Arkansas’s annual observational survey conducted in 2014 showed that one out of every four people in Arkansas were still not buckling up.

Opportunities1. Support the Click It or Ticket Core Message

The campaign’s core message was that seat belts are the single most-effective way to prevent death and injury on Arkansas’s roadways. Period. Sub-messaging focused on deterrence and emphasized the higher probability that motorists would receive a ticket, especially given the recent enactment of the primary seat belt law. CJRW continued to support the Click It or Ticket core messaging throughout the campaign by talking to passengers not just drivers.

Provide the following information and relevant support material for the Marketing Plan from one (1) of your firm’s past traffic safety clients.E.4 A

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2. Continue to Educate Target Audience on the Importance of Vehicle Restraint Usage CJRW continued to directly engage this audience through paid media tactics including sports marketing and live radio endorsements on Sports/Talk radio formatted stations as well as other top-rated radio stations popular with males, 18-34. Traffic report sponsorships which ran a 15-second Click It or Ticket message adjacent to traffic reports in the morning and afternoon drive times, reached a large number of people at premium times during the day when they were behind the wheel. For online, CJRW placed ads on websites that consistently resonated with men, ages 18 to 34.

3. Increase public awareness of the heightened law enforcement efforts

Arkansas state law requires that all front seat passengers, not just drivers, be buckled up. It requires all children under fifteen years of age to be properly secured in the vehicle. A child who is less than six years of age and who weighs less than sixty pounds should be restrained in a child passenger safety seat. If the driver has a restricted license, all passengers in the vehicle must be properly buckled up. While this may be the law, public awareness surveys show one in four Arkansans are still not buckling up. To get the Click It or Ticket enforcement message to the general public, CJRW partnered with statewide fast-food restaurants where each of the participating restaurant locations displayed Click It or Ticket window cling signs on their drive-through windows and placed Click It or Ticket stickers on “to-go” orders. The Arkansas State Police Highway Safety Office partnered with the Arkansas Highway and Transportation Department to run a message on 30 digital message boards on highways and interstates around Arkansas during the enforcement mobilization period.

4. Continue to Drive Visitors to TZDArkansas.org

CJRW included the TZDArkansas.org web address and call to action to visit the website in all Click It or Ticket campaign communications.

Goals1. Increase seat belt use rate in Arkansas, goal is to

be equal to or exceed the national average, which is currently at 89.7%

2. Continue targeting males 18-34 audience through earned and paid media tactics

3. Improve results of the public safety awareness survey for seat belt use

4. Drive users to TZDArkansas.org


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RESEARCH

Findings/TrendsDuring the second quarter of 2015, the Arkansas State Police Highway Safety Office announced an increase in the number of fatalities on Arkansas roadways. Preliminary figures indicated 156 people died in traffic crashes in Arkansas between January and April of 2015, up from 122 fatalities during the same reporting time period one year ago (2014). National Highway Traffic Safety Administration preliminary statistics for the entire year of 2014 showed there were 466 traffic fatalities in Arkansas. Of those traffic fatalities, 333 were motor vehicle occupant fatalities, over half of which were not using seat belts. Arkansas’s 2014 seat belt use was at 74% and lagging way behind the national average of 87%.

A seat belt has been proven to be the single most effective piece of safety equipment one can use to avoid death or serious injury in a car crash. Sadly, Arkansas’s numbers indicated that people still weren’t getting the message about seat belt use. Seat belts save lives, but Arkansas’s annual observational survey conducted in 2014 showed that one out of every four people in Arkansas were still not buckling up.

There was a heightened sense of urgency to the May Click It or Ticket campaign due to a significant increase in fatalities in early 2015 and because of the upcoming Memorial Day holiday when there were more motorists on the roads. The Arkansas State Police and other state and local law enforcement agencies were prepared to actively address Arkansas’s low seat belt use by stepping up the enforcement of seat belt laws during the Memorial Day holiday period.

Creative Development and Execution/Big IdeaSeat belt usage messaging is typically directed at drivers. CJRW recommended expanding the campaign messaging to focus on the requirement that passengers must also use their seat belt. This strategy helped reinforce seat belt usage messaging to a broader audience. CJRW developed and produced new Click It or Ticket enforcement TV and radio spots which ran during the national May Click It or Ticket enforcement mobilization. The spots were targeted to males, ages 18 to 34, who account for only 49% of the population and yet comprise 63% of traffic fatalities, where the lack of seat belt use was a factor. The spot, titled “Every Trip, Every Time,” featured two males in their early 20’s as the on-camera talent. The message in the spot conveyed that in Arkansas, both drivers AND passengers are required to buckle up every trip, every time. CJRW created two versions of the spot – one using an Arkansas State Trooper and one using a local law enforcement officer.

CJRW utilized the federally funded advertising dollars to make a focused and tactical media purchase of broadcast television, cable television, radio, out-of-home and print. For radio, traffic report sponsorships were


IF YOU DON’T CLICK IT,

EXPECT A TICKET.

Police officers are working overtime looking for seat

belt law violators. May 18 – May 31. It’s not about

writing tickets, it’s about saving lives. Buckle up.

ARKANSAS STATE POLICE HIGHWAY SAFETY OFFICE

Print Ad

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recommended, and a 15-second Click It or Ticket message ran adjacent to traffic reports in the morning and afternoon drive times, reaching a large number of people at premium times during the day when they were behind the wheel. CJRW also placed live endorsements on a local talk-radio station, utilizing popular radio personalities to help connect the Click It or Ticket message with a large, male-oriented audience. Gas Station TV helped reach a captive audience with the Click It or Ticket message as they were fueling up at local gas stations. Although newspaper is typically not part of the media strategy, CJRW recommended running ads in local newspapers in the eight counties that had extremely low seat belt use rates. For online, CJRW placed ads on websites that had consistently resonated with men, ages 18 to 34, on past projects. The buy included Hispanic media, and all materials were produced in English and Spanish.

In order to appreciate the Click It or Ticket campaign creative, we have provided a QR code below to view the television spot and provided additional creative samples of print and digital assets.


Print Ad

IF YOU DON’T CLICK IT,

EXPECT A TICKET.

Police officers are working overtime looking for seat

belt law violators November 23 - 29. It’s not about

writing tickets, it’s about saving lives. Buckle up.

ARKANSAS STATE POLICE HIGHWAY SAFETY OFFICE

TV Spot


https://m.youtube.com/watch?v=H9vcpbrEklA

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Paid MediaA media mix of broadcast television, cable, radio, print, online, sports marketing and supplemental out-of- home was used to deliver the Click It or Ticket message in the major Arkansas DMAs including the rural STEP participant towns and the areas where surveys would be implemented.

MEDIA STRATEGY

• Concentrated support in a two-week period to maximize awareness of the Click It or Ticket message prior to the survey.

• Purchased strong GRP levels to breakthrough ad clutter and deliver our message to males 18-34.

• Bought around the national media schedules to maximize our reach and frequency of exposure of the Click It or Ticket message.

MEDIA MIX

The media mix consisted of television, radio, online, print and supplemental out-of-home.

• Broadcast television generated mass reach and frequency

• Cable provided frequency of exposure in targeted programming and also extended our reach

• Radio allowed us to extend both reach and frequency and target young males when they are actually in their vehicles

• Print provided continued reach to those living in the counties with the lowest seat belt use rates

• Used supplemental out of home media to continue to build reach and frequency.

Broadcast Television• Implemented a daypart mix consisting primarily of prime time, late night, price access and sports

programming which reaches our target audiences

• Determined networks and programming based upon Nielsen ratings data

• Purchased programming that specifically targets African Americans and Hispanics to the extent available


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Cable Television• Purchased those networks that best target males 18-34 (i.e. ESPN, Comedy Central, MTV, Spike, etc.)

• Placed support from 4pm to midnight to maximize our reach

• Purchased networks that target African Americans and Hispanics (i.e. BET and Univision)

• Used to penetrate the areas that cannot be reached by Non-Metro radio

Radio • Purchased a broad daypart mix, including AM Drive, Daytime, PM Drive, Evening and Weekend

• Purchased live endorsements using two local on-air personalities to help connect the Click It or Ticket message with a large, male-oriented audience.

• Determined stations and programming based upon Arbitron ratings data

• Included stations that specifically target African Americans and Hispanics

• To effectively reach the rural markets, we purchased Non-Metro stations that were determined by County-by-County ranker reports

Print• Purchased a double-truck ad in Hooten’s Arkansas Football

• Purchased quarter page newspaper ads in the counties in Arkansas with low seat belt use rates. One ad ran each week of the two-week flight.

Online • Utilized ad networks which allowed us to have a presence on premium national websites such as

Gamefly.com and CollegeHumor.com targeted geographically to Arkansas and demographically to Men 18-34. 30-second pre-roll video ads across mobile and desktop were recommended to maximize impact and awareness of the Click It or Ticket message. We also recommend integrating YouTube into the digital strategy, which is the most popular entertainment destination for web users according to Nielsen data. Banners were included as added-value. The campaign generated at least 2.2 million impressions.

• Pandora Internet Radio, the most popular streaming music service, reached 6 out of 10 people aged 18-34. Pandora also allowed us to target both geographically and demographically. We recommended including a mix of the mobile, desktop and connected car “Audio Everywhere” platforms where the Click It or Ticket radio spot played between songs. This campaign generated one million impressions within a two-week period including added-value companion banners.

• Placed a mix of premium banners and pre-roll video on high traffic local websites that reached the male target including Hogville.net, Hootens.com and Arktimes.com. Additionally, a Spanish Click It or Ticket banner ran on Ellatino.com, HolaArkansas.net and LaPrensaNWA.com to reach the Hispanic community digitally.


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• Purchased online banners on select Arkansas newspaper websites to sustain the Click It or Ticket message for a 30-day period targeting residents in the STEP/survey markets and in counties where seat belt usage is particularly low. Those websites include: NWA ADG, ADG, Benton Saline Courier, Berryville Carroll County News Midweek, Camden News, Clinton Van Buren County Democrat, Conway Log Cabin, DeWitt Era-Enterprise, Eureka Springs Lovely County Citizen, The Evening Times, Fairfield Bay News, Ft. Smith Times Record, Greenwood Democrat, Harrison Daily Times, Hope Star, Hot Springs Sentinel-Record, Jacksonville-Cabot Leader, Jonesboro Sun, Mt. Home Baxter Bulletin, Osceola Times, Paragould Daily Press, PulaskiNews.net, Perryville Perry County Headlight, Pocahontas Star Herald, Searcy Daily Citizen, Stuttgart Daily Leader, Texarkana Gazette, Trumann Poinsett Co. Democrat Tribune and Van Buren Press Argus-Courier.

Supplemental Out-of-Home Media • Gas Station TV reached a captive audience as they

are fueling up at the local gas station. A 30-second TV spot ran during ESPN Sports, Headline News and Accu-Weather at 208 gas pumps screens across 40 Murphy Oil gas stations around the state.


Additional Information Contact: Ann Whitehead - State Police Highway Safety Office

(501) 618-8133 [email protected]

INCIDENTS OF FATAL CRASHES ON ARKANSAS

HIGHWAYS ON THE RISE: “CLICK IT OR TICKET” ENFORCEMENT CAMPAIGN

PART OF PLAN TO STEM 28% INCREASE IN ARKANSAS FATALITIES

May 21, 2015

(LITTLE ROCK) – Arkansas is experiencing a significant rise in the number of statewide motor vehicle crash fatalities investigated by municipal, county and state law enforcement agencies. Preliminary reports indicate 156 people have died in traffic crashes during January – April this year (2015), compared to 122 fatalities during the same reporting period one year ago (2014). “There is a sense of urgency to this year’s Click It or Ticket campaign,” said Colonel Bill Bryant, Director of the Arkansas State Police and Governor’s Highway Safety Representative. “While the loss of one life is one too many, we are concerned at the twenty-eight percent increase in fatalities so far this year.” National Highway Traffic Safety Administration preliminary statistics for the entire year of 2014 show there were 466 traffic fatalities in Arkansas. Of those traffic

From:&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&Bridget(WhiteSent:&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&Friday,(November(15,(2013(4:52(PMTo:&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&Ann(WhiteheadCc:&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&Chip(Payne;(Debra(Hollis;(Karen(Bonds;(Lloyd(Vanover;(Nick(Collins;(Steve(RountreeSubject:&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&FW:(ARKANSAS(STATE(POLICE_Thanksgiving(Holiday(Seatbelt(Enforcement ((From: Arkansas State Police [mailto:[email protected]] Sent: Friday, November 15, 2013 4:48 PMTo: Bridget WhiteSubject: ARKANSAS STATE POLICE_Thanksgiving Holiday Seatbelt Enforcement

If you're having trouble viewing this email, you may see it online.

One State Police Plaza Drive - Little Rock, AR 72209 - (501) 618-8230 - [email protected]

CLICK IT OR TICKET THIS THANKSGIVING Motorists will be grateful if they buckle up this holiday season

Additional Information Contact:

ASP Highway Safety Office – Ann Whitehead(501) 618-8133 – [email protected]

November 15, 2013 (LITTLE ROCK) – Arkansas State Troopers are joining forces with other stateand local law enforcement officers during the Thanksgiving holiday season in acrack-down on seat belt law violations. The Thanksgiving holiday is typically one of the busiest travel periods, both inArkansas and across the nation. Traffic crash statistics from 2011, which represent the latest data set currentlyavailable, indicate there were 249 passenger vehicle occupant deaths nationallyduring the Thanksgiving reporting period. Fifty percent of those killed were not

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70.7%Seat Belt Use

73.5%Seat Belt Use

52%Seat Belt Use

62.5%Seat Belt Use

75.6%Seat Belt Use

70%Seat Belt Use

72.5%Seat Belt Use

78.7%Seat Belt Use

Low Seat Belt Use in Arkansas

MEDIA ADVISORY

Arkansas State Police Highway Safety Office Additional Information Contact: Ann Whitehead – State Police Highway Safety Office (501) 618-8133 [email protected] Who: Arkansas State Police Highway Safety Office What: “Click It or Ticket” Law Enforcement Mobilization When: Thursday, May 21 11:00 am Where: Arkansas State Police Headquarters One State Police Plaza Drive

Little Rock, AR Details: Arkansas State Police Highway Safety Office announces

plans of its annual “Click It or Ticket” campaign to encourage Arkansas drivers and passengers to use their seat belts.

Media Interview Opportunities:

• Colonel Bill Bryant Director, Arkansas State Police

• Chief Kirk Lane Benton Police Department

Click It or Ticket Press Event Arkansas State Police Headquarters

The Commission Room #1 State Police Plaza Drive

Little Rock, Arkansas Thursday, May 21, 11 a.m.

11 a.m. Bridget White Arkansas State Police Administrator Arkansas Highway Safety Office Welcome and introductions 11:02 a.m. Colonel Bill Bryant

Arkansas State Police Director and Governor’s Highway Safety Representative

11:07 a.m. Chief Kirk Lane

Benton Police Department 11:12 a.m. Colonel Bryant Questions and answers

to keep Arkansas’s roads and highways safe. Let’s keep

and Governor’s Highway Safety Representative

News Conference Press Kit Items

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Sports Marketing• Sports marketing was integrated into the media plan, as sports are a primary interest of our target audience

– Men 18-34. The Arkansas Travelers (minor league baseball) are one of the most popular sports team in Central Arkansas and AHSO participated in a partnership with the Traveler’s again for 2013. A two-page spread ad was also purchased in Hooten’s Arkansas Football, an annual publication that covers all the football teams (high school and college) in the state of Arkansas.

IT’S A REAL LY BIG DEAL.

Buckle up day and night or you might miss the game.A reminder from the Arkansas State Police Highway Safety Offi ce

AHSO 27793 Hootens ad - COIT.indd 1 5/14/15 1:59 PM

Hooten’s Arkansas Football Print Ad


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On May 21, the Arkansas State Police Highway Safety Office held a news conference to announce the annual Click It or Ticket campaign to encourage Arkansas drivers and passengers to use their seat belts. Featured speakers included Colonel Bill Bryant, Director of the Arkansas State Police, and Chief Kirk Lane of the Benton Police Department. CJRW developed a news release, media advisory, a letter to law enforcement officers inviting them to attend the news conference and a poster, which was featured at the news conference, that provided a statewide look at the 8 counties in Arkansas with low seat belt use rates.

CJRW coordinated partnerships statewide with local fast-food restaurants. Participating fast-food chains included:

• Wendy’s (statewide)

• Popeye’s (Little Rock, Central Arkansas, Pine Bluff, Conway, Searcy, Benton, White Hall, Cabot and Russellville)

• Little Caesar’s Pizza (Central Arkansas)

• Domino’s Pizza (Little Rock, Bryant, North Little Rock, Conway and Maumelle)

The restaurants displayed Click It or Ticket window clings signs on their drive-through windows and placed Click It or Ticket stickers on “to-go” orders.

The Arkansas State Police Highway Safety Office partnered with the Arkansas Highway and Transportation Department to run a message on 30 digital message boards on highways and interstates around Arkansas during the mobilization period. The Click It or Ticket campaign slogan was displayed for two weeks. This was an effective tool in promoting safe behaviors to motorists during the law enforcement mobilization. When calculating the earned media generated for these boards, we used the rate of the digital outdoor board located on I-630 and multiplied the board rate times 30, since that is the number of digital boards located throughout the state. Lastly, we multiplied this total by six to receive our total earned media value.

The ASP-HSO also sponsored two home games of the Arkansas Travelers and Northwest Arkansas Naturals baseball teams, in which Click It or Ticket and impaired driving branded promotional items were distributed. A 30-second spot aired on each ballpark’s electronic scoreboard, and an ad was also placed in the games’ programs. Hooten’s Arkansas Football is a widely-read publication that features high school and college level football in the state of Arkansas. The Click It or Ticket ad was positioned on page 2 and 3 so it was the first thing readers saw when they opened the publication.

Total earned media value for the Click It or Ticket enforcement campaign was $430,578.


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Metrics/Analytics

The Click It or Ticket campaign was measured by:

1. Hits to the website

2. Media analysis

3. Public awareness survey of the Click It or Ticket campaign

RESULTS

Website AnalyticsTZDArkansas.org was updated to feature the newly produced “Every Trip, Every Time,” television spots as well as the enforcement campaign news release.

Google Analytics for the Click It or Ticket enforcement campaign period showed the following:

New Users: 10,170

Pageviews 17,041

Avg. Session Duration: 40 seconds

Paid Media AnalyticsCJRW’s paid media buy produced a combined added value of $188,880. CJRW also provided a buy detail report campaign that provides the paid media analytics such as GRP’s, Reach and Frequency, Cost-Per-Point, and Impressions. A copy of the buy detail and bonus reports are included.

CJRW also provided paid media data for all campaigns that ran throughout the fiscal year for the Annual Report. The following is a snapshot of the paid media results such as audience reach and goal achievement.


Annual Report

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MARKET NUMBER OF ADS BONUS ADS FREQUENCY GRP REACH

Little Rock 1,127 960 4.4 408.2 91.2%

Little Ft. Smith/Fayetteville

944 1,288 4.3 105.69 82.1%

Jonesboro 454 852 2.7 227.6 66.5%

Texarkana 1,127 418 N/A N/A N/A

El Dorado 312 312 N/A N/A N/A

Conway 284 0** N/A N/A N/A

Survey Market Cable

1,406 1,746 N/A N/A N/A

Hot Springs 400 797 N/A N/A N/A

Hispanic 118 36 N/A N/A N/A

Cost per Point and GRP Levels – Click It or Ticket

*Cable is shown as cost per unit. *For broadcast television, Fort Smith and Fayetteville are reported together.

Broadcast Television/Cable


MARKET BROADCAST TV CABLE TV RADIO

Little Rock $124.69 $29.12 $36.47

Little Ft. Smith/Fayetteville $105.69 $15.48 $22.43

Jonesboro $76.80 $13.50 $13.69

Texarkana No broadcast TV $13.78 $16.78

El Dorado No broadcast TV $5.31 N/A

Hot Springs No broadcast TV $9.80 $16.97

Conway No broadcast TV $9.21 N/A

Hispanic N/A $N/A N/A

*For broadcast television, Fort Smith and Fayetteville are reported together.**Did not air bonus. Station input error. Made-up during July buy.

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Note: In order to reach the smaller STEP markets in Arkansas, we purchased radio and cable. In addition to the six major radio DMAs, we purchased non-metro radio stations, which are in unrated markets, so the CPP is not available. Non-metro radio and cable was purchased in the following areas: Camden, Mt. Home, Harrison, Hope, and Searcy.

Earned MediaEarned media included multiple appearances by state police officers on major local television news broadcasts, interviews on several radio stations, on-air interviews during the Arkansas Travelers baseball game and multiple write-ups in local newspapers and websites throughout Arkansas. Also, included in our earned media efforts were the partnerships statewide with local fast-food restaurants, Clunker Car Night with the Arkansas Travelers minor league baseball team and the partnership with the Arkansas Highway and Transportation Department that ran Click It or Ticket messages on 30 digital message boards on highways and interstates around Arkansas. The total earned media value for the Click It or Ticket enforcement campaign was $430,578.

Radio

MARKET NUMBER OF ADS BONUS ADS FREQUENCY GRP REACH

Little Rock 679 459 5.9 307.6 53.4%

Ft. Smith 234 310 5.4 307.6 57.8%

Fayetteville 216 216 5.6 242.2 42.8%

Jonesboro 168 168 5.3 320.6 60.8%

Texarkana 150 150 6.0 328.8 55.3%

El Dorado 192 0* N/A N/A N/A

Hot Springs 154 154 6.8 251.8 36.6%

Conway 38 38 N/A N/A N/A

STEP Markets 440 440 N/A N/A N/A

Helena 30 90 N/A N/A N/A

Hispanic 188 188 N/A N/A N/A


*Station error. Bonus will run during Thanksgiving campaign.

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Public Awareness Survey ResultsAccording to information pulled from the FY2017 Arkansas Highway Safety Office Performance Plan and Highway Safety Plan, here are the results of the public safety awareness survey about seat belt use:

Seat belt use B-1: How often do you use seat belts when you drive or ride in a car, van, sport utility vehicle or pick up? When

Arkansans were asked how often they wear their seat belt when driving, the majority (83%) of those interviewed said they wear their seat belt “Always” and 11% “Most of the time” while driving.

B-2: In the past 30 days, have you read, seen or heard anything about seat belt law enforcement by police? Around 4 out of 10 (41%) Arkansans surveyed said they had read, seen, or heard of a special effort by police to ticket drivers in their community for seat belt violations.

B-3: What do you think the chances are of getting a ticket if you don’t wear your safety belt? Around (49%) of all respondents thought the chances of getting a ticket for not wearing a seat belt was likely “Always” or “Most of the time.” Even those respondents who thought the likelihood of getting a ticket was not as high still believed it would happen, either “Half of the time” (20%) or “Rarely” (23%).

Increase in Seat Belt UseWith the passage of the primary seat belt law, Arkansas’s seat belt use rate increased from 70.4 percent in 2008 to 77.7 percent in 2015. The national average in 2015 was 88.5 percent. While Arkansas saw an improvement in seat belt use, there’s still work to be done to get our state to the national average level and above.

CJRW is committed to the Arkansas State Police Highway Safety Office and will work diligently to continue to educate our state on the importance of wearing a seat belt, improve Arkansas’s seat belt use rate and in turn, decrease the fatalities on Arkansas roadways.


Technical Proposal Packet Bid No. SP-19-0041

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☐ American Indian ☐ Asian American ☐ Service Disabled Veteran☐ Hispanic American ☐ Pacific Islander American ☐ Women-Owned

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Note: If a redacted copy of the submission documents is not provided with Prospective Contractor’s response packet, and neither box is checked, a copy of the non-redacted documents, with the exception of financial data (other than pricing), will be released in response to any request made under the Arkansas Freedom of Information Act (FOIA). See Bid Solicitation for additional information.

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Printed/Typed Name: Date: February 15, 2019

I I I

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estefanieperez

Typewritten Text

estefanieperez

Typewritten Text

Estefanie Perez

CJRW, Inc.

estefanieperez

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Estefanie Perez

300 Main Street

estefanieperez

Typewritten Text

Estefanie Perez

Little Rock

Estefanie Perez

AR

Estefanie Perez

72201

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Darin Gray

Estefanie Perez

501-975-8327

Estefanie Perez

Chairman and CEO

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501-975-6251

estefanieperez

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Estefanie Perez

Chairman and CEO

Estefanie Perez

Darin Gray

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Technical Proposal Packet Bid No. SP-19-0041

PROPOSED SUBCONTRACTORS FORM

Do not include additional information relating to subcontractors on this form or as an attachment to this form.

PROSPECTIVE CONTRACTOR PROPOSES TO USE THE FOLLOWING SUBCONTRACTOR(S) TO PROVIDE SERVICES.

Type or print the following information:

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SERVICES.I

EQUAL EMPLOYMENT OPPORTUNITY POLICY STATEMENT

It is the policy of CJRW not to discriminate against any employee or applicant for employment because of race, color, religion, sex, sexual orientation, gender identity, national origin, age, marital status, genetic information, disability or because he or she is a protected veteran. It is also the policy of CJRW to take affirmative action to employ and to advance in employment all persons regardless of race, color, religion, sex, sexual orientation, gender identity, national origin, age, marital status, genetic information, disability or protected veteran status and to base all employment decisions only on valid job requirements. This policy shall apply to all employment actions, including but not limited to recruitment, hiring, upgrading, promotion, transfer, demotion, layoff, recall, termination, rates of pay or other forms of compensation and selection for training, including apprenticeship, at all levels of employment. Employees and applicants of CJRW will not be subject to harassment on the basis of race, color, religion, sex, sexual orientation, gender identity, national origin, age, marital status, genetic information, disability or because he or she is a protected veteran. Additionally, retaliation, including intimidation, threats, or coercion, because an employee or applicant has objected to discrimination, engaged or may engage in filing a complaint, assisted in a review, investigation, or hearing or have otherwise sought to obtain their legal rights under any federal, state, or local EEO law is prohibited. Any suspected discrimination or harassment should be reported immediately to the senior executive at each location.

_______________________________ Darin Gray, Chairman and CEO

CJRW 300 Main Street Little Rock, AR 72201 501.975.6251 cj rw.com

Turning Your Story Into Success.

CONTRACT AND GRANT DISCLOSURE AND CERTIFICATION FORM Failure to complete all of the following information may result in a delay in obtaining a contract, lease, purchase agreement, or grant award with any Arkansas State Agency.

SUBCONTRACTOR: SUBCONTRACTOR NAME:

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TAXPAYER ID NAME: Goods? Services? Both? YOUR LAST NAME: FIRST NAME: M.I.: ADDRESS: CITY: STATE: ZIP CODE: --- COUNTRY:

AS A CONDITION OF OBTAINING, EXTENDING, AMENDING, OR RENEWING A CONTRACT, LEASE, PURCHASE AGREEMENT, OR GRANT AWARD WITH ANY ARKANSAS STATE AGENCY, THE FOLLOWING INFORMATION MUST BE DISCLOSED:

F O R I N D I V I D U A L S * Indicate below if: you, your spouse or the brother, sister, parent, or child of you or your spouse is a current or former: member of the General Assembly, Constitutional Officer, State Board or Commission Member, or State Employee:

Mark (√) For How Long? What is the person(s) name and how are they related to you? [i.e., Jane Q. Public, spouse, John Q. Public, Jr., child, etc.] Position Held

Current Former

Name of Position of Job Held [senator, representative, name of

board/ commission, data entry, etc.] From MM/YY

To MM/YY Person’s Name(s) Relation

General Assembly Constitutional Officer

State Board or Commission Member

State Employee

None of the above applies

F O R A N E N T I T Y ( B U S I N E S S ) * Indicate below if any of the following persons, current or former, hold any position of control or hold any ownership interest of 10% or greater in the entity: member of the General Assembly, Constitutional Officer, State Board or Commission Member, State Employee, or the spouse, brother, sister, parent, or child of a member of the General Assembly, Constitutional Officer, State Board or Commission Member, or State Employee. Position of control means the power to direct the purchasing policies or influence the management of the entity.

Mark (√) For How Long? What is the person(s) name and what is his/her % of ownership interest and/or what is his/her position of control?Position Held

Current Former

Name of Position of Job Held [senator, representative, name of

board/commission, data entry, etc.] From MM/YY

To MM/YY Person’s Name(s) Ownership

Interest (%) Position of

Control

General Assembly Constitutional Officer

State Board or Commission Member

State Employee

None of the above applies

D D D D D

I

D

I

l

D

Contract and Grant Disclosure and Certification Form

Failure to make any disclosure required by Governor’s Executive Order 98-04, or any violation of any rule, regulation, or policy adopted pursuant to that Order, shall be a material breach of the terms of this contract. Any contractor, whether an individual or entity, who fails to make the required disclosure or who violates any rule, regulation, or policy shall be subject to all legal remedies available to the agency.

As an additional condition of obtaining, extending, amending, or renewing a contract with a state agency I agree as follows:

1. Prior to entering into any agreement with any subcontractor, prior or subsequent to the contract date, I will require the subcontractor to complete aCONTRACT AND GRANT DISCLOSURE AND CERTIFICATION FORM. Subcontractor shall mean any person or entity with whom I enter an agreementwhereby I assign or otherwise delegate to the person or entity, for consideration, all, or any part, of the performance required of me under the termsof my contract with the state agency.

2. I will include the following language as a part of any agreement with a subcontractor:

Failure to make any disclosure required by Governor’s Executive Order 98-04, or any violation of any rule, regulation, or policy adopted pursuant to that Order, shall be a material breach of the terms of this subcontract. The party who fails to make the required disclosure or who violates any rule, regulation, or policy shall be subject to all legal remedies available to the contractor.

3. No later than ten (10) days after entering into any agreement with a subcontractor, whether prior or subsequent to the contract date, I will mail acopy of the CONTRACT AND GRANT DISCLOSURE AND CERTIFICATION FORM completed by the subcontractor and a statement containing the dollaramount of the subcontract to the state agency.

I certify under penalty of perjury, to the best of my knowledge and belief, all of the above information is true and correct and that I agree to the subcontractor disclosure conditions stated herein.

Signature___________________________________________Title____________________________Date_________________

Vendor Contact Person________________________________Title____________________________Phone No._________

Agency use only Agency Agency Agency Contact Contract Number______ Name___________________ Contact Person________________Phone No.___________ or Grant No._____

D~~

Certifications and Assurances for Fiscal Year 2019 Highway Safety Grants

(23 U.S.C. Chapter 4 and Sec. 1906, Pub. L. 109-59, as Amended)

[The Governor s Representative for Highway Safety must sign these Certifications and Assurances each fiscal year. Requirements that also apply to subrecipients are noted under the applicable caption, and must be included in agreements with subrecipients.]

By applying for Federal grants under 23 U.S.C. Chapter 4 or Section 1906, the State Highway Safety Office, through the Governor's Representative for Highway Safety, agrees to the following conditions and requirements.

GENERAL CERTIFICATIONS AND ASSURANCES

In my capacity as the Governor's Representative for Highway Safety, I hereby affirm that-

~ I have reviewed the information in support of the State's application for 23 U.S.C. Chapter 4 andSection 1906 grants, and based on my review, the information is accurate and complete to the bestof my personal knowledge.

~ In addition to the certifications and assurances contained in this document, I am aware and Iacknowledge that each statement in the State's application bearing the designation"CERTIFICATION or ASSURANCE" constitutes a legal and binding Certification or Assurancethat I am making in connection with this application.

~ As a condition of each grant awarded. the State will use the grant funds in accordance with thespecific statutory and regulatory requirements of that grant. and will comply with all applicablelaws. regulations, and financial and programmatic requirements for Federal grants, including butnot limited to-

b� 23 U.S.C. Chapter 4 - Highway Safety Act of 1966, as amended b Sec. 1906. Pub. L. I 09-59. as amended by Sec. 40 I I, Pub. L. I 14-94b 23 CFR part 1300 - Uniform Procedures for State Highway Safety Grant Programsb 2 CFR part 200- Uniform Administrative Requirements. Cost Principles. and Audit

Requirements for F edera I A wardsb 2 CFR part 120 I - Department of Transportation. Uniform Administrative Requirements.

Cost Principles. and Audit Requirements for Federal Awards

~ I understand and accept that incorrect, incomplete, or untimely information submitted in support ofthe State's application may result in the denial of a grant award. If NHTSA seeks clarification of theState's application, I authorize the State Highway Safety Office to provide additional information insupport of the State's application for a 23 USC Chapter 4 and Section 1906 grant.

!;%8(&/6/(3:�

ARKANSAS STATE POLICE HIGHWAY SAFETY SUBGRANT AGREEMENT

Page 1 of 12

Attachment C: 2019 NHTSA Certificates and Assurances Agreement

SECTION 402 CERTIFICATIONS AND ASSURANCESIn my capacity as the Governor's Representative for Highway Safety, I hereby affirm that-

P The Governor is the responsible official for the administration of the State highway safety program, by appointing a Governor's Representative for Highway Safety who shall be responsible for a State highway safety agency that has adequate powers and is suitably equipped and organized (as evidenced by appropriate oversight procedures governing such areas as procurement, financial administration, and the use, management, and disposition of equipment) to carry out the program. (23 U.S.C. 402(b)(l )(A))

P The political subdivisions of this State are authorized, as part of the State highway safety program,to carry out within their jurisdictions local highway safety programs which have been approvedby the Governor and are in accordance with the uniform guidelines promulgated by the Secretaryof Transportation. (23 U.S.C. 402(b)(l)(B))

P At least 40 percent of all Federal funds apportioned to this State under 23 U.S.C. 402 for this fiscalyear will be expended by or for the benefit of political subdivisions of the State in carrying outlocal highway safety programs (23 U.S.C. 402(b)(l )(C)) or 95 percent by and for the benefit oflndian tribes (23 U.S.C. 402(h)(2)), unless this requirement is waived in writing. (This provisionis not applicable to the District of Columbia, Puerto Rico, the U.S. Virgin Islands, Guam,American Samoa, and the Commonwealth of the Northern Mariana Islands.)

P The State's highway safety program provides adequate and reasonable access for the safe andconvenient movement of physically handicapped persons, including those in wheelchairs, acrosscurbs constructed or replaced on or after July I , 1976, at all pedestrian crosswalks. (23 U.S.C.402(b)(l )(D))

P The State will provide for an evidenced-based traffic safety enforcement program to preventtraffic violations, crashes, and crash fatalities and injuries in areas most at risk for such incidents.(23 U.S.C. 402(b)(l )(E))

P The State will implement activities in support of national highway safety goals to reduce motorvehicle related fatalities that also reflect the primary data-related crash factors within the State, asidentified by the State highway safety planning process, including:

� Participation in the National high-visibility law enforcement mobilizations as identifiedannually in the NHTSA Communications Calendar, including not less than 3 mobilizationcampaigns in each fiscal year to -Ï Reduce alcohol-impaired or drug-impaired operation of motor vehicles; andÏ Increase use of seat belts by occupants of motor vehicles;

� Sustained enforcement of statutes addressing impaired driving, occupant protection, anddriving in excess of posted speed limits;

� An annual Statewide seat belt use survey in accordance with 23 CFR part 1340 for themeasurement of State seat belt use rates, except for the Secretary of Interior on behalf ofIndian tribes;

� Development of Statewide data systems to provide timely and effective data analysis tosupport allocation of highway safety resources;

� Coordination of Highway Safety Plan, data collection, and information systems with theState strategic highway safety plan, as defined in 23 U.S.C. 148(a). (23 U.S.C. 402(b)(l )(F))


Page 2 of 12

----------

r The State will actively encourage all relevant law enforcement agencies in the State to follow theguidelines established for vehicular pursuits issued by the International Association of Chiefs ofPolice that are currently in effect. (23 U.S.C. 4020))

r The State will not expend Section 402 funds to carry out a program to purchase, operate, or maintainan automated traffic enforcement system. (23 U.S.C. 402(c)(4))

��5��5�� 5� �5�� 5In my capacity as the Governor's Representative for Highway Safety, I hereby provide the following additional certifications and assurances:

Intergovernmental Review of Federal Programs

The State has submitted appropriate documentation for review to the single point of contact designated by the Governor to review Federal programs, as required by Executive Order 123 72 (Intergovernmental Review of Federal Programs).

Federal Funding Accountability and Transparency Act FF AT A)

The State will comply with FF AT A guidance, 0MB Guidance on FF AT A Subward and Executive Compensation Reporting. August 27, 2010, (https://www.fsrs.gov/documents/OMB Guidance on FF A TA Subaward and Executive Compensati on Reporting 082720 I O.pdO by reporting to FSRS.gov for each sub-grant awarded:

r Name of the entity receiving the award;

r Amount of the award;

r Information on the award including transaction type, funding agency, the North American IndustryClassification System code or Catalog of Federal Domestic Assistance number (where applicable),program source;

r Location of the entity receiving the award and the primary location of performance under the award,including the city, State, congressional district, and country; and an award title descriptive of thepurpose of each funding action;

r A unique identifier (DUNS);

r The names and total compensation of the five most highly compensated officers of the entity if:(i) the entity in the preceding fiscal year received-

(I) 80 percent or more of its annual gross revenues in Federal awards;(II) $25,000,000 or more in annual gross revenues from Federal awards; and

(ii) the public does not have access to information about the compensation of the seniorexecutives of the entity through periodic reports filed under section 13(a) or l5(d) of theSecurities Exchange Act of 1934 (15 U.S.C. 78m(a), 78o(d)) or section 6104 of the InternalRevenue Code of 1986;

v Other relevant information specified by 0MB guidance.


Page 3 of 12

Nondiscrimination (applies to subrecipients as well as States)

The State highway safety agency will comply with all Federal statutes and implementing regulations relating to nondiscrimination ("Federal Nondiscrimination Authorities"). These include but are not limited to:

¦ Title VI of the Civil Rights Act of 1964 (42 U.S.C. 2000d et seq., 78 stat. 252), (prohibitsdiscrimination on the basis of race, color, national origin) and 49 CFR part 21;

¦ The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42U.S.C. 4601), (prohibits unfair treatment of persons displaced or whose property has beenacquired because of Federal or Federal-aid programs and projects);

¦ Federal-Aid Highway Act of 1973, (23 U.S.C. 324 el seq. , and Title IX of the EducationAmendments of 1972, as amended (20 U .S.C. 1681-1683 and 1685-1686) (prohibitdiscrimination on the basis of sex);

¦ Section 504 of the Rehabilitation Act of 1973, (29 U.S.C. 794 el seq. , as amended, (prohibitsdiscrimination on the basis of disability) and 49 CFR part 27;

¦ The Age Discrimination Act of 1975, as amended, (42 U.S.C. 6101 el seq. , (prohibitsdiscrimination on the basis of age);

¦ The Civil Rights Restoration Act of 1987, (Pub. L. 100-209), (broadens scope, coverage andapplicability of Title VI of the Civil Rights Act of 1964, The Age Discrimination Act of 1975and Section 504 of the Rehabilitation Act of 1973, by expanding the definition of the terms"programs or activities" to include all of the programs or activities of the Federal aidrecipients, subrecipients and contractors, whether such programs or activities are Federally-funded or not);

¦ Titles II and III of the Americans with Disabilities Act ( 42 U .S.C. 12131-12189) (prohibitsdiscrimination on the basis of disability in the operation of public entities, public and privatetransportation systems, places of public accommodation, and certain testing) and 49 CFR parts37 and 38;

¦ Executive Order 12898, Federal Actions to Address Environmental Justice in MinorityPopulations and Low-Income Populations (prevents discrimination against minoritypopulations by discouraging programs, policies, and activities with disproportionately highand adverse human health or environmental effects on minority and low-income populations);and

¦ Executive Order 13166, Improving Access to Services for Persons with Limited EnglishProficiency (guards against Title VI national origin discrimination/discrimination because oflimited English proficiency (LEP) by ensuring that funding recipients take reasonable steps toensure that LEP persons have meaningful access to programs (70 FR 74087-74100).


Page 4 of 12

The State highway safety agency-

� Will take all measures necessary to ensure that no person in the United States shall, on thegrounds of race, color, national origin, disability, sex, age, limited English proficiency, ormembership in any other class protected by Federal Nondiscrimination Authorities, be excludedfrom participation in, be denied the benefits of, or be otherwise subjected to discrimination underany of its programs or activities, so long as any portion of the program is Federally-assisted;

� Will administer the program in a manner that reasonably ensures that any of its subrecipients,contractors, subcontractors, and consultants receiving Federal financial assistance under thisprogram will comply with all requirements of the Non-Discrimination Authorities identified inthis Assurance;

� Agrees to comply (and require its subrecipients, contractors, subcontractors, and consultants tocomply) with all applicable provisions of law or regulation governing US DOT's or NHTSA'saccess to records, accounts, documents, information, facilities, and staff, and to cooperate andcomply with any program or compliance reviews, and/or complaint investigations conducted byUS DOT or NHTSA under any Federal Nondiscrimination Authority;

� Acknowledges that the United States has a right to seek judicial enforcement with regard to anymatter arising under these Non-Discrimination Authorities and this Assurance;

� Agrees to insert in all contracts and funding agreements with other State or private entities thefollowing clause:"During the performance of this contract/funding agreement, the contractor/funding recipientagrees-

a. To comply with all Federal nondiscrimination laws and regulations, as may be amended from time to time;

b. Not to participate directly or indirectly in the discrimination prohibited by any Federalnon-discrimination law or regulation, as set forth in appendix B of 49 CFR part 21 andherein;

c. To permit access to its books, records, accounts, other sources of information, and itsfacilities as required by the State highway safety office, US DOT or NHTSA;

d. That, in event a contractor/funding recipient fails to comply with any nondiscriminationprovisions in this contract/funding agreement, the State highway safety agency willhave the right to impose such contract/agreement sanctions as it or NHTSA determineare appropriate, including but not limited to withholding payments to the contractor/funding recipient under the contract/agreement until the contractor/funding recipientcomplies; and/or canceling, terminating, or suspending a contract or funding agreement,in whole or in part; and

e. To insert this clause, including paragraphs (a) through (e), in every subcontract andsubagreement and in every solicitation for a subcontract or sub-agreement, that receivesFederal funds under this program.


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The Drug-Free Workplace Act of 1988 (41 U.S.C. 8103)

The State will provide a drug-free workplace by: a.) Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or use of a controlled substance is prohibited in the grantee's workplace and specifying the actions that will be taken against employees for violation of such prohibition;

b.) Establishing a drug-free awareness program to inform employees about:

1. The dangers of drug abuse in the workplace;2. The grantee's policy of maintaining a drug-free workplace;3. Any available drug counseling, rehabilitation, and employee assistance programs;4. The penalties that may be imposed upon employees for drug violations occurring in the workplace;5. Making it a requirement that each employee engaged in the performance of the grant be given a copy of

the statement required by paragraph (a);

c.) Notifying the employee in the statement required by paragraph (a) that, as a condition of employment under the grant, the employee will -

1. Abide by the terms of the statement;2. Notify the employer of any criminal drug statute conviction for a violation occurring in the workplace no

later than five days after such conviction;

d.) Notifying the agency within ten days after receiving notice under subparagraph (c)(2) from an employee or otherwise receiving actual notice of such conviction;

e.) Taking one of the following actions, within 30 days of receiving notice under subparagraph ( c )(2), with respect to any employee who is so convicted -

1. Taking appropriate personnel action against such an employee, up to and including termination;2. Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program

approved for such purposes by a Federal, State, or local health, law enforcement, or other appropriateagency;

f.) Making a good faith effort to continue to maintain a drug-free workplace through implementation of all of the paragraphs above.


Page 6 of 12

Political Activity (Hatch Act) (applies to subrecipients as well as States)

The State will comply with provisions of the Hatch Act (5 U.S.C. 1501-1508), which limits the political activities of employees whose principal employment activities are funded in whole or in part with Federal funds.

Certification Regarding Federal Lobbying (applies to subrecipients as well as States)

Certification for Contracts, Grants, Loans, and Cooperative Agreements

The undersigned certifies, to the best of his or her knowledge and belief, that:

� No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, toany person for influencing or attempting to influence an officer or employee of any agency, a Member ofCongress, an officer or employee of Congress, or an employee of a Member of Congress in connectionwith the awarding of any Federal contract, the making of any Federal grant, the making of any Federalloan, the entering into of any cooperative agreement, and the extension, continuation, renewal,amendment, or modification of any Federal contract, grant, loan, or cooperative agreement;

� If any funds other than Federal appropriated funds have been paid or will be paid to any person forinfluencing or attempting to influence an officer or employee of any agency, a Member of Congress, anofficer or employee of Congress, or an employee of a Member of Congress in connection with thisFederal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submitStandard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions;

� The undersigned shall require that the language of this certification be included in the awarddocuments for all sub-award at all tiers (including subcontracts, subgrants, and contracts under grant,loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly.

This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.


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Restriction on State Lobbying (applies to subrecipients as well as States)

None of the funds under this program will be used for any activity specifically designed to urge or influence a State or local legislator to favor or oppose the adoption of any specific legislative proposal pending before any State or local legislative body. Such activities include both direct and indirect (e.g., grassroots") lobbying activities, with one exception. This does not preclude a State official whose salary is supported with NHTSA funds from engaging in direct communications with State or local legislative officials, in accordance with customary State practice, even if such communications urge legislative officials to favor or oppose the adoption of a specific pending legislative proposal.

Certification Regarding Debarment and Suspension (applies to subrecipients as well as States)

Instructions for Primary Tier Participant Certification (States)

I. By signing and submitting this proposal, the prospective primary tier participant is providing thecertification set out below and agrees to comply with the requirements of 2 CFR parts 180 and 1200.

2. The inability of a person to provide the certification required below will not necessarily result indenial of participation in this covered transaction. The prospective primary tier participant shall submitan explanation of why it cannot provide the certification set out below. The certification or explanationwill be considered in connection with the department or agency's determination whether to enter intothis transaction. However, failure of the prospective primary tier participant to furnish a certification oran explanation shall disqualify such person from participation in this transaction.

3. The certification in this clause is a material representation of fact upon which reliance was placedwhen the department or agency determined to enter into this transaction. If it is later determined that theprospective primary tier participant knowingly rendered an erroneous certification, in addition to otherremedies available to the Federal Government, the department or agency may terminate this transactionfor cause or default or may pursue suspension or debarment.

4. The prospective primary tier participant shall provide immediate written notice to the department oragency to which this proposal is submitted if at any time the prospective primary tier participant learnsits certification was erroneous when submitted or has become erroneous by reason of changedcircumstances.

5. The terms covered transaction, civil judgment, debarment, suspension, ineligible, participant, person,principal, and voluntarily excluded, as used in this clause, are defined in 2 CFR parts 180 and 1200.You may contact the department or agency to which this proposal is being submitted for assistance inobtaining a copy of those regulations.

6. The prospective primary tier participant agrees by submitting this proposal that, should the proposedcovered transaction be entered into, it shall not knowingly enter into any lower tier covered transactionwith a person who is proposed for debarment under 48 CFR part 9, subpart 9.4, debarred, suspended,declared ineligible, or voluntarily excluded from participation in this covered transaction, unlessauthorized by the department or agency entering into this transaction.


Page 8 of 12

�� The prospective primary tier participant further agrees by submitting this proposal that it will includethe clause titled "Instructions for Lower Tier Participant Certification" including the "CertificationRegarding Debarment, Suspension, Ineligibility and Voluntary Exclusion-Lower Tier CoveredTransaction," provided by the department or agency entering into this covered transaction, withoutmodification, in all lower tier covered transactions and in all solicitations for lower tier coveredtransactions and will require lower tier participants to comply with 2 CFR parts 180 and 1200.

�� A participant in a covered transaction may rely upon a certification of a prospective participant in alower tier covered transaction that it is not proposed for debarment under 48 CFR part 9, subpart 9.4,debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knowsthat the certification is erroneous. A participant is responsible for ensuring that its principals are notsuspended, debarred, or otherwise ineligible to participate in covered transactions. To verify theeligibility of its principals, as well as the eligibility of any prospective lower tier participants, eachparticipant may, but is not required to, check the System for Award Management Exclusions website(https://www .sam.gov/).

�� Nothing contained in the foregoing shall be construed to require establishment of a system of recordsin order to render in good faith the certification required by this clause. The knowledge and informationof a participant is not required to exceed that which is normally possessed by a prudent person in theordinary course of business dealings.

�� Except for transactions authorized under paragraph 6 of these instructions, if a participant in acovered transaction knowingly enters into a lower tier covered transaction with a person who isproposed for debarment under 48 CFR part 9, subpart 9.4, suspended, debarred, ineligible, or voluntarilyexcluded from participation in this transaction, in addition to other remedies available to the Federalgovernment, the department or agency may terminate the transaction for cause or default.

Certification Regarding Debarment, Suspension, and Other Responsibility Mailers-Primary Tier Covered Transactions

(1) The prospective primary tier participant certifies to the best of its knowledge and belief, that it and its principals:

�2� Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarilyexcluded from participating in covered transactions by any Federal department or agency;�4� Have not within a three-year period preceding this proposal been convicted of or had a civil judgmentrendered against them for commission of fraud or a criminal offense in connection with obtaining,attempting to obtain, or performing a public (Federal, State or local) transaction or contract under apublic transaction; violation of Federal or State antitrust statutes or commission of embezzlement, theft,forgery, bribery, falsification or destruction of records, making false statements, or receiving stolenproperty;�5� Are not presently indicted for or otherwise criminally or civilly charged by a governmental entity(Federal, State or Local) with commission of any of the offenses enumerated in paragraph (l)(b) of thiscertification; and�6� Have not within a three-year period preceding this application/proposal had one or more publictransactions (Federal, State, or local) terminated for cause or default.


Page 9 of 12

(2) Where the prospective primary tier participant is unable to certify to any of the Statements in thiscertification, such prospective participant shall attach an explanation to this proposal.

Instructions for Lower Tier Participant Certification

1. By signing and submitting this proposal, the prospective lower tier participant is providing thecertification set out below and agrees to comply with the requirements of 2 CFR parts 180 and1200.� The certification in this clause is a material representation of fact upon which reliance was placedwhen this transaction was entered into. If it is later determined that the prospective lower tier participantknowingly rendered an erroneous certification, in addition to other remedies available to the Federalgovernment, the department or agency with which this transaction originated may pursue availableremedies, including suspension or debarment.

� The prospective lower tier participant shall provide immediate written notice to the person to whichthis proposal is submitted if at any time the prospective lower tier participant learns that its certificationwas erroneous when submitted or has become erroneous by reason of changed circumstances.

� The terms covered transaction,civil judgment debarment, suspension, ineligible, participant, person,principal, and voluntarily excluded, as used in this clause, are defined in 2 CFR parts 180 and 1200.You may contact the person to whom this proposal is submitted for assistance in obtaining a copy ofthose regulations.

� The prospective lower tier participant agrees by submitting this proposal that, should the proposedcovered transaction be entered into, it shall not knowingly enter into any lower tier covered transactionwith a person who is proposed for debarment under 48 CFR part 9, subpart 9.4, debarred, suspended,declared ineligible, or voluntarily excluded from participation in this covered transaction, unlessauthorized by the department or agency with which this transaction originated.

� The prospective lower tier participant further agrees by submitting this proposal that it will includethe clause titled "Instructions for Lower Tier Participant Certification" including the "CertificationRegarding Debarment, Suspension, Ineligibility and Voluntary Exclusion- Lower Tier CoveredTransaction," without modification, in all lower tier covered transactions and in all solicitations forlower tier covered transactions and will require lower tier participants to comply with 2 CFR parts 180and 1200.

� A participant in a covered transaction may rely upon a certification of a prospective participant in alower tier covered transaction that it is not proposed for debarment under 48 CFR part 9, subpart 9.4,debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knowsthat the certification is erroneous. A participant is responsible for ensuring that its principals are notsuspended, debarred, or otherwise ineligible to participate in covered transactions. To verify theeligibility of its principals, as well as the eligibility of any prospective lower tier participants, eachparticipant may, but is not required to, check the System for Award Management Exclusions website(https://www.sam.govD,

� Nothing contained in the foregoing shall be construed to require establishment of a system of recordsin order to render in good faith the certification required by this clause. The knowledge and information


Page 10 of 12

of a participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.

9. Except for transactions authorized under paragraph 5 of these instructions, if a participant in acovered transaction knowingly enters into a lower tier covered transaction with a person who isproposed for debarment under 48 CFR part 9, subpart 9.4, suspended, debarred, ineligible, orvoluntarily excluded from participation in this transaction, in addition to other remedies available tothe Federal government, the department or agency with which this transaction originated may pursueavailable remedies, including suspension or debarment.

Certification Regarding Debarment Suspension neligibility and oluntary clusion - o er Tier Covered Transactions

� The prospective lower tier participant certifies, by submission of this proposal, that neither it nor itsprincipals is presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarilyexcluded from participating in covered transactions by any Federal department or agency.

� Where the prospective lower tier participant is unable to certify to any of the statements in thiscertification, such prospective participant shall attach an explanation to this proposal.


Buy America Act (applies to subrecipients as well as States)

The State and each subrecipient will comply with the Buy America requirement (23 U .S.C. 313) when purchasing items using Federal funds. Buy America requires a State, or subrecipient, to purchase with Federal funds only steel, iron and manufactured products produced in the United States, unless the Secretary of Transportation determines that such domestically produced items would be inconsistent with the public interest, that such materials are not reasonably available and of a satisfactory quality, or that inclusion of domestic materials will increase the cost of the overall project contract by more than 25 percent. In order to use Federal funds to purchase foreign produced items, the State must submit a waiver request that provides an adequate basis and justification for approval by the Secretary of Transportation.

Prohibition on Using Grant Funds to Check for Helmet Usage (applies to subrecipients as well as States)

The State and each subrecipient will not use 23 U.S.C. Chapter 4 grant funds for programs to check helmet usage or to create checkpoints that specifically target motorcyclists.

Policy on Seat Belt Use In accordance with Executive Order 13043, Increasing Seat Belt Use in the United States, dated April 16, 1997, the Grantee is encouraged to adopt and enforce on-the-job seat belt use policies and programs for its employees when operating company-owned, rented, or personally-owned vehicles. The National Highway Traffic Safety Administration (NHTSA) is responsible for providing leadership and guidance in support of this Presidential initiative. For information and resources on traffic safety programs and policies for employers, please contact the Network of Employers for Traffic Safety (NETS), a public-

Page 11 of 12

private partnership dedicated to improving the traffic safety practices of employers and employees. You can download information on seat belt programs, costs of motor vehicle crashes to employers, and other traffic safety initiatives at www.trafficsafety.org. The NHTSA website (www.nhtsa.gov) also provides information on statistics, campaigns, and program evaluations and references.

Policy on Banning Text Messaging While Driving

In accordance with Executive Order 13513, Federal Leadership On Reducing Text Messaging While Driving, and DOT Order 3902. l 0, Text Messaging While Driving, States are encouraged to adopt and enforce workplace safety policies to decrease crashes caused by distracted driving, including policies to ban text messaging while driving company-owned or rented vehicles, Government-owned, leased or rented vehicles, or privately-owned vehicles when on official Government business or when performing any work on or behalf of the Government. States are also encouraged to conduct workplace safety initiatives in a manner commensurate with the size of the business, such as establishment of new rules and programs or re-evaluation of existing programs to prohibit text messaging while driving, and education, awareness, and other outreach to employees about the safety risks associated with texting while driving.

I understand that the information provided in support of the State's application for Federal grant funds and these Certifications and Assurances constitute information upon which the Federal Government will rely in determining qualification for grant funds, and that knowing misstatements may be subject to civil or criminal penalties under 18 U.S.C. 1001.

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The recipient will arrange for an organization-wide financial and compliance audit, if required by 2 CFR Part 200.501 (Formerly OMB Circular A-133), within the prescribed audit reporting cycle. The audit report must separately identify highway safety funds from other Federal funds. One (1) copy of the report will be furnished to the Arkansas State Police Highway Safety Office (ASP-HSO) within three months of the report date. Failure to furnish an acceptable audit as determined by the cognizant Federal audit agency may be a basis for denial and/or refunding of Federal funds. A copy of 2 CFR Part 200.501 is available at www.ecfr.gov. The recipient has been made aware of audit requirements. The recipient is required to inform the ASP-HSO if subject to these audit requirements.

AUDIT REQUIREMENTS


Page 12 of 12

-------------- ----------

Estefanie Perez

Digital Signature

rebeccabahn

Stamp

of 2

STATE OF ARKANSAS OFFICE OF STATE PROCUREMENT

1509 West 7th Street, Room 300 Little Rock, Arkansas 72201-4222

ADDENDUM 1 TO: Vendors Addressed FROM: Brandi Schroeder, Buyer DATE: January 29, 2019 SUBJECT: SP-19-0041 Advertising and Marketing Services

The following change(s) to the above-referenced RFP have been made as designated below:

x Change of specification(s)

Additional specification(s)

Change of bid opening time and date

Cancellation of bid

x Additional Attachments

CHANGE OF SPECIFICATIONS

• Delete Section 2.3.C.1. – (No replacement)

• Delete Section 2.3.D.1. – (No replacement)

• Delete Section 2.3.E.1. – (No replacement)

• Delete Section 2.3.F.1. – (No replacement)

• Delete 2.3.G. and replace with the following:

The Contractor shall provide an in-house Account Manager to be assigned to the ASP-HSO account.

• Add the following to Section 2.3.G.

5. Within thirty (30) days of award, the Account Manager shall be physically located in an office in the greater Little Rock metropolitan area.

• Delete 2.3.H. and replace with the following:

The Contractor shall provide an in-house Media Buyer to be assigned to the ASP-HSO account.

• Add the following to Section 2.3.H.

4. Within thirty (30) days of award, the Media Buyer shall be physically located in an office in the greater Little Rock metropolitan area.

• Add the following to Section 2.4

C. The Contractor shall oversee all aspects of the contract, and it is highly preferable that the Contractor handles the majority of all services required by the RFP.

1. The Contractor may choose to subcontract one or more, or a portion thereof, of the services required by the RFP, however, prior to subcontractors performing work under this contract, the Contractor shall provide ASP-HSO with the responsibilities of each subcontractor and shall obtain written approval from ASP-HSO for any subcontractor proposed.

SP-19-0041 ADDENDUM 1 Page 2 of 2

• Delete 2.7.A and replace with the following:

The Contractor shall provide a dedicated Media Buyer assigned to the ASP-HSO account who shall be physically

located in the greater Little Rock metropolitan area.

ADDITIONAL DOCUMENTS

• Add Attachment D – AR 2017 Seat Belt Use Survey Report

• Add Attachment E – AR 2018 Motorist Survey Report The specifications by virtue of this addendum become a permanent addition to the above referenced RFP. Failure to return this signed addendum may result in rejection of your proposal. If you have any questions, please contact Brandi Schroeder at [email protected] or (501) 682-4169. Company: Signature: Date:

Estefanie Perez

CJRW, Inc.

Caitlin Vestal

2/15/19

rebeccabahn

Stamp

RADIO# of Spots Estimated Value Comment

Little RockKABZ-FM 39 $1,950.00KKPT-FM 44 $1,232.00 $1 BonusKKSP-FM 32 $640.00 $1 BonusKLAL-FM 46 $2,990.00KMJX-FM 44 $1,320.00 $1 BonusKSSN-FM 46 $3,036.00 $1 Bonus

FayettevilleKEZA-FM 42 $1,260.00 $1 BonusKIGL-FM 46 $1,196.00 $1 BonusKKIX-FM 50 $2,400.00 $1 BonusKMCK-FM 42 $1,008.00 $2 BonusKMXF-FM 44 $1,276.00 $1 Bonus

Fort SmithKFPW-FM 34 $612.00KISR-FM 46 $920.00KKBD-FM 46 $506.00KMAG-FM 42 $630.00KTCS-FM 48 $1,104.00KHGG-FM 34 $204.00 Bonus Station (KFPW)

JonesboroKDXY-FM 40 $1,360.00KFIN-FM 42 $630.00KIYS-FM 36 $468.00

TexarkanaKKYR-FM 34 $1,564.00 $1 BonusKPWW-FM 40 $1,120.00 $1 BonusKTOY-FM 34 $1,360.00

Hot SpringsKLAZ-FM 40 $1,040.00KQUS-FM 47 $1,786.00

El DoradoKLBQ-FM 20 $164.803 Station ComboKIXB-FM 36 $432.00KAGL-FM 36 $432.00KMRX-FM 36 $432.00

RADIO TOTAL: 1,166 $33,072.80

Arkansas State Police Highway Safety Office2014 Thanksgiving Occupant Protection

Bonus Report

# of Spots Estimated Value CommentHispanicKSEC-FM 34 $1,020.00KOLL-FM 34 $1,020.00KDQN-AM 32 $188.16KBHC-AM 32 $188.16KREU-FM 36 $324.00

HISPANIC RADIO TOTAL: 168 $2,740.32

OTHER RADIO

Delta RegionKCLT/KAKJ-FM 30 $1,350.00

RARN - Rural Radio Network9 Station Combo 360 $4,000.00 KDEW/KWYN/KDRS/KCXY/KMGC

KVOM/KPOC/KHPQ/KFFB KCNY-FM 38 $629.66

OTHER RADIO TOTAL: 428 $5,979.66

SUMMARY OF ESTIMATED VALUE:Total Radio: $33,072.80Total Hispanic Radio: $2,740.32Total Other Radio: $5,979.66

TOTAL ADDED-VALUE: $41,792.78

Bonus Report


RADIOProposed Proposed Proposed Proposed Proposed

Little Rock Dial Format Budget GRPs Reach* CPP* # of SpotsKABZ-FM 103.7 Sports/Talk/Personality $2,050.00 45 7.4% $45.56 40KKPT-FM 94.1 Classic Rock $1,352.00 52.4 10.4% $25.80 44KKSP-FM 93.3 Sports/Talk/Personality $672.00 28.8 6.8% $23.33 32KLAL-FM 107.7 Adult Contemporary $3,260.00 59.8 17.0% $54.52 46KMJX-FM 105.1 Classic Country $1,356.00 45.6 9.8% $29.74 44KSSN-FM 95.7 Country $3,232.00 69.4 15.3% $46.57 46

Market Total: * $11,922.00 301 53.2% $39.61 252FayettevilleKEZA-FM 107.9 Adult Contemporary $1,344.00 48 9.3% $28.00 42KIGL-FM 93.3 Classic Rock $1,686.00 55.2 11.1% $30.54 46KKIX-FM 103.9 Country $3,202.00 106.4 21.5% $30.09 50KMCK-FM 105.7 Contemporary Hit Radio $1,086.00 39.6 12.2% $27.42 42KMXF-FM 101.9 Contemporary Hit Radio $1,336.00 50 11.2% $26.72 44

Market Total: * $8,654.00 299.2 52.1% $28.92 224Fort SmithKFPW-FM 94.5 Adult Rock $612.00 34 7.6% $18.00 34KISR-FM 93.7 Top 40s / Hits $954.00 76 18.2% $12.55 46KKBD-FM 95.9 Classic Rock $516.00 50.4 11.8% $10.24 46KMAG-FM 99.1 Country $718.00 51.6 17.7% $13.91 42KTCS-FM 99.9 Country $1,160.00 88.8 18.8% $13.06 48

Market Total: * $3,960.00 300.8 57.4% $13.16 216JonesboroKDXY-FM 104.9 Hit Country $1,388.00 113.6 23.3% $12.22 40KFIN-FM 107.9 Country $630.00 85.8 16.9% $7.34 42KIYS-FM 101.9 Contemporary Hit Radio $528.00 49.2 15.9% $10.73 36

Market Total: * $2,546.00 248.6 46.3% $10.24 118TexarkanaKKYR-FM 102.5 Country $1,944.00 84.4 20.9% $23.03 34KPWW-FM 95.9 Pop Hit Radio $1,204.00 76 15.7% $15.84 40KTOY-FM 104.7 Urban AC $1,410.00 103.4 16.3% $13.64 34

Market Total: * $4,558.00 263.8 44.2% $17.28 108


Proposed Proposed Proposed Proposed ProposedHot Springs Dial Format Budget GRPs Reach* CPP* # of SpotsKLAZ-FM 105.9 Contemporary Hits Radio $1,048.00 64.8 17.3% $16.17 40KQUS-FM 97.5 Country $1,804.00 135.6 21.2% $13.30 48

Market Total: * $2,852.00 200.4 34.8% $14.23 88El DoradoKLBQ-FM 98.7 Country $197.65 n/a n/a n/a 243 Station Combo $1,440.00 n/a n/a n/a 108KIXB-FM 101.3 CountryKAGL-FM 93.3 Classic Rock/SportsKMRX-FM 96.1 Top Hits

Market Total: * $1,637.65 n/a n/a n/a 132HispanicKSEC-FM 95.7 Fayetteville $1,150.00 n/a n/a n/a 34KOLL-FM 106.3 Central AR $1,150.00 n/a n/a n/a 34KDQN-AM 1390 DeQueen $188.16 n/a n/a n/a 32KBHC-AM 1260 Hope/Nashville $188.16 n/a n/a n/a 32KREU-FM 92.3 Ft. Smith $324.00 n/a n/a n/a 36

Hispanic Total: $3,000.32 n/a n/a n/a 168

* The market total reach does not include unrated station information. Reach is not duplicated. CPP is weighted by station GRP level.

Proposed Proposed OTHER RADIO Budget # of SpotsKABZ "The Buzz" :60 EndorsementsTommy Smith Morning Show 1x per day, M-F $1,500.00 10Matt Jones OT Show 1x per day, M-F $1,000.00 10

Delta RegionKCLT & KAKJ 104.9/105.3 Blues/Oldies $1,729.50 30

8 Target Counties: Arkansas, Cross, Faulkner, Greene, Ouachita, Perry, Randolph and Van BurenRARN - Rural Arkansas Radio NetworkKDEW, KWYN-A/F, KDRS, KCXY, KMGC $4,000.00 360KVOM, KPOC, KHPQ & KFFB Combo KCNY-FM 107.1 Hit Country $593.10 38

Other Radio Total: $8,822.60 448


Proposed NEWSPAPER BudgetArkansas Press Association - 2 Quarter Page/4-Color ads inserted into the following papers: $12,281.60DeWitt Era-Enterprise, Stuttgart Daily Leader, Wynne Progress, Conway Log Cabin Democrat, Paragould Daily Press, Camden News,Perryville Perry County Headlight, Pocahontas Star Herald,Clinton Van Buren County Democrat & Fairfield Bay News

Newspaper Total: $12,281.60

Proposed ONLINE BudgetArkansasMatters.com $1,000.00 - Homepage Take Over on 11/25 - Prime banner on AM.com for one month - Banner on KARK News App for one month

ElLatino.com (Hispanic) $458.82 - 300x600 homepage banner

Online Total: $1,458.82

SUMMARY OF ACTUAL BUDGET:SUMMARY OF PROPOSED BUDGET: Total Actual Radio:Total Proposed Radio: $39,129.97 Total Actual Hispanic Radio:Total Proposed Other Radio: $8,822.60 Total Actual Hispanic Radio:Total Proposed Newspaper: $12,281.60 Total Actual Hispanic Radio:Total Proposed Online: $1,458.82

TOTAL BUDGET:TOTAL BUDGET: $61,692.99


BROADCAST TELEVISIONProposed Proposed Proposed Proposed Proposed Actual Actual Estimated Estimated Actual

LITTLE ROCK Channel Affiliate Budget GRPs Reach* CPP* # of Spots Budget GRPs Reach* CPP* # of SpotsKARK 4 NBC $11,925.00 102.6 42.8% $116.23 36 $11,925.00 102.6 42.8% $116.23 36KASN 38 CW $1,560.00 33.6 12.4% $46.43 23 $1,560.00 33.6 12.4% $46.43 23KATV 7 ABC $17,130.00 92.9 44.8% $184.39 26 $17,130.00 92.9 44.8% $184.39 25KLRT 16 FOX $11,215.00 104.7 50.5% $107.12 30 $11,215.00 104.7 50.5% $107.12 30KTHV 11 CBS $9,070.00 74.4 31.4% $121.91 26 $9,070.00 74.4 31.4% $121.91 26

Market Total:* $50,900.00 408.2 91.2% $124.69 141 $50,900.00 408.2 91.2% $124.69 140

FAYETTEVILLE/FT. SMITHKFSM 5 CBS $7,620.00 106.13 24.5% $106.13 26 $7,620.00 106.13 24.5% $106.13 26KFTA 12 FOX $9,550.00 103.58 31.1% $103.58 31 $9,550.00 103.58 31.1% $103.58 32KHBS/KHOG 40/29 ABC $13,100.00 134.64 38.2% $134.64 28 $13,100.00 134.64 38.2% $134.64 28KNWA 24 NBC $8,800.00 85.77 35.8% $85.77 35 $8,800.00 85.77 35.8% $85.77 35NHBS 22 CW $3,300.00 89.19 11.8% $89.19 23 $3,300.00 89.19 11.8% $89.19 23

Market Total:* $42,370.00 105.69 82.1% $105.69 143 $42,370.00 105.69 82.1% $105.69 144

JONESBOROKAIT 8 ABC $13,780.00 162.2 58.2% $84.96 28 $13,780.00 162.2 58.2% $84.96 28OAIT-TV 5 NBC $3,700.00 65.4 20.0% $56.57 26 $3,700.00 65.4 20.0% $56.57 26

Market Total:* $17,480.00 227.6 66.5% $76.80 54 $17,480.00 227.6 66.5% $76.80 54

HISPANICKXUN FTS/FAY UNIVISION $2,740.00 n/a n/a n/a 36 $2,740.00 n/a n/a n/a 36KLRA LR UNIVISION $2,220.00 n/a n/a n/a 36 $2,220.00 n/a n/a n/a 36KAJL-TV NWA TELEMUNDO $1,385.00 n/a n/a n/a 46 $1,385.00 n/a n/a n/a 46

Hispanic Total:* $6,345.00 n/a n/a n/a 118 $6,345.00 n/a n/a n/a 118

Arkansas State Police Highway Safety Office2015 May Click It or Ticket Campaign

CABLE TELEVISION ActualProposed Proposed Actual Budget # of Spots

COMCAST Budget # of SpotsLITTLE ROCK + U-VERSE + DirecTVA&E/BET/DISC/ESPN2/ESPN/ABCFAM/FX $17,703.00 608 $20,600.00 987HIST/MTV/SPIKE/TBS/TNT/TOON/USABENTONA&E/DISC/ESPN2/ESPN/TBS/TNT/USA $2,900.00 277 see above

System Total: $20,603.00 885 System Total: $20,600.00 987COMCAST - EL DORADOEL DORADOA&E/DISC/ESPN2/ESPN/FX/HIST/TBS $1,680.00 311 $1,680.00 312

System Total: $1,680.00 311 System Total: $1,680.00 312COX MEDIANWATOON/ESPN/ESPN2/MTV/A&E/TRU/TBS $7,960.00 400 $7,908.50 400HIST/DISC/FX/BET/GALAVISIONWESTERN ARTOON/ESPN/ESPN2/MTV/A&E/TRU/TBS $4,480.00 400 $4,476.00 400HIST/DISC/FX/BET/GALAVISIONHARRISONESPN/ESPN2/A&E/TBS/HIST $1,650.12 400 $1,649.62 400DISC/FX/GALAVISION

System Total: $14,090.12 1,200 System Total: $14,034.12 1200CABLEONETEXARKANAA&E/DISC/ESPN/ESPN2/FX/HIST $5,760.00 418 $5,760.00 418TBS/TOON/USA

System Total: $5,760.00 418 System Total: $5,760.00 418CONWAY CABLECONWAYESPN/MTV/BET/AMC/SPIKE $3,566.00 298 $3,377.00 284TOON/TBS/USA

System Total: $3,566.00 298 System Total: $3,377.00 284


SUDDENLINK Proposed Proposed ActualJONESBORO Budget # of Spots Actual Budget # of SpotsUSA/TBS/A&E/HIST/TOON $5,400.00 400 see below 400TRU/FX/ESPN/ESPN2/DISCHOT SPRINGSESPN/ESPN2/USA/TBS/HIST $4,760.00 400 400SPIKE/A&E/BET/DISC/FXCAMDENESPN/ESPN2/USA/TBS/DISC/TNT $1,470.00 252 262HOPEESPN/TBS/USA/DISC/TNT $1,350.00 250 250MT. HOMEESPN/A&E/HIST/TBS/DISC/ESPN/ESPN2 $1,302.00 252 254SEARCYESPN/ESPN2/USA/TBS/DISC/TNT $2,142.00 252 252

System Total: $16,424.00 1,806 System Total: $16,424.00 1818RADIO

Proposed Proposed Proposed Proposed Proposed Actual Actual Estimated Estimated ActualLittle Rock Dial Format Budget GRPs Reach* CPP* # of Spots Budget GRPs Reach* CPP* # of SpotsKABZ-FM 103.7 Sports/Talk/Personality $2,220.00 60 9.7% $37.00 48 $2,220.00 60 9.7% $37.00 48KDJE-FM 100.3 New Rock $1,500.00 54.4 12.8% $27.57 48 $1,500.00 54.4 12.8% $27.57 48KIPR-FM 92.3 Hip Hop $2,720.00 69.6 14.7% $39.08 40 $2,720.00 69.6 14.7% $39.08 40KKPT-FM 94.1 Classic Rock $1,162.00 25.8 5.7% $45.04 34 $1,162.00 25.8 5.7% $45.04 34KSSN-FM 95.7 Country $3,016.00 69 14.6% $43.71 50 $3,015.00 69 14.6% $43.71 50KZTS-FM 101.1 Hip Hop $600.00 28.8 9.4% $20.83 40 $600.00 28.8 9.4% $20.83 40

Market Total: * $11,218.00 307.6 53.4% $36.47 260 $11,217.00 307.6 53.4% $36.47 260FayettevilleKEZA-FM 107.9 Adult Contemporary $1,434.00 69.2 6.4% $20.72 56 $1,434.00 69.2 6.4% $20.72 56KIGL-FM 93.3 Classic Rock $1,654.00 52.6 10.4% $31.44 54 $1,654.00 52.6 10.4% $31.44 54KKIX-FM 103.9 Country $3,420.00 60.8 15.8% $56.25 50 $3,420.00 60.8 15.8% $56.25 50KMCK-FM 105.7 Contemporary Hit Radio $1,312.00 59.6 18.4% $22.01 56 $1,312.00 59.6 18.4% $22.01 56

Market Total: * $7,820.00 242.2 42.8% $32.29 216 $7,820.00 242.2 42.8% $32.29 216


Proposed Proposed Proposed Proposed Proposed Actual Actual Estimated Estimated ActualFort Smith Dial Format Budget GRPs Reach* CPP* # of Spots Budget GRPs Reach* CPP* # of SpotsKFPW-FM 94.5 Adult Rock $608.00 59.6 15.0% $10.20 38 $608.00 59.6 15.0% $10.20 38KISR-FM 93.7 Hit Radio/Top 40 $880.00 52 13.1% $16.92 40 $880.00 52 13.1% $16.92 40KKBD-FM 95.9 Classic Rock $400.00 44.8 12.3% $8.93 40 $400.00 44.8 12.3% $8.93 40KMAG-FM 99.1 Country $756.00 54.4 15.3% $13.90 44 $756.00 54.4 15.3% $13.90 44KTCS-FM 99.9 Country $936.00 77.6 16.9% $12.06 40 $936.00 77.6 16.9% $12.06 40KTTG-FM 96.3 ESPN Radio $288.00 19.2 1.6% $15.00 32 $288.00 19.2 1.6% $15.00 32

Market Total: * $3,868.00 307.6 57.8% $12.57 234 $3,868.00 307.6 57.8% $12.57 234JonesboroTriple FM Combo $3,564.00 246 50.4% $14.49 126 $3,564.00 246 50.4% $14.49 126KDXY-FM 104.9 Hit CountryKEGI-FM 100.5 RockKJBX-FM 106.3 Adult ContemporaryKFIN-FM 107.9 Country $824.00 74.6 21.0% $11.05 42 $824.00 74.6 21.0% $11.05 42

Market Total: * $4,388.00 320.6 60.8% $13.69 168 $4,388.00 320.6 60.8% $13.69 168TexarkanaKKYR-FM 102.5 Country $1,990.00 66 19.8% $30.15 30 $1,990.00 66 19.8% $30.15 30KPWW-FM 95.9 Pop Hit Radio $1,036.00 97.2 21.6% $10.66 44 $1,036.00 97.2 21.6% $10.66 44KTOY-FM 104.7 Urban AC $1,620.00 84 14.4% $19.29 40 $1,620.00 84 14.4% $19.29 40KYGL-FM 106.36 Classic Rock $872.00 81.6 15.0% $10.69 36 $872.00 81.6 15.0% $10.69 36

Market Total: * $5,518.00 328.8 55.3% $16.78 150 $5,518.00 328.8 55.3% $16.78 150Hot SpringsKLAZ-FM 105.9 Contemporary Hits Radio $1,600.00 118.8 25.8% $13.47 56 $1,600.00 118.8 25.8% $13.47 56KLXQ-FM 101.9 Classic Rock $752.00 48.8 4.3% $15.41 48 $752.00 48.8 4.3% $15.41 48KQUS-FM 97.5 Country $1,922.00 84.2 10.8% $22.83 50 $1,922.00 84.2 10.8% $22.83 50

Market Total: * $4,274.00 251.8 36.6% $16.97 154 $4,274.00 251.8 36.6% $16.97 154El Dorado4 Station Combo $1,800.00 n/a n/a n/a 144KIXB-FM 101.3 Country $450.00 n/a n/a n/a 36KAGL-FM 93.3 Classic Rock/Sports $450.00 n/a n/a n/a 36KMRX-FM 96.1 Top Hits $450.00 n/a n/a n/a 36KMLK-FM 101.5 Urban $450.00 n/a n/a n/a 36KLBQ-FM 98.7 Country $450.00 n/a n/a n/a 48 $450.24 n/a n/a n/a 48

Market Total: * $2,250.00 n/a n/a n/a 192 $2,250.24 n/a n/a n/a 192

* The market total reach does not include unrated station information. Reach is not duplicated. CPP is weighted by station GRP level.


Proposed Proposed Actual Actual Estimated Estimated ActualHispanic Dial Coverage Area Budget # of Spots Budget GRPs Reach* CPP* # of SpotsKSEC-FM 95.7 Fayetteville $1,250.00 38 $1,250.00 n/a n/a n/a 38KOLL-FM 106.3 Central AR $1,250.00 38 $1,250.00 n/a n/a n/a 38KDQN-AM 1390 DeQueen $211.68 36 $211.68 n/a n/a n/a 36KBHC-AM 1260 Hope/Nashville $211.68 36 $211.68 n/a n/a n/a 36KREU-FM 92.3 Ft. Smith $360.00 40 $360.00 n/a n/a n/a 40

Hispanic Total: $3,283.36 188 $3,283.36 n/a n/a n/a 188

OTHER RADIO ActualConway Dial Format Budget # of SpotsKCNY-FM 107.1 Hit Country $616.00 38 $616.00 38

Delta RegionKCLT & KAKJ 104.9/105.3 Blues/Oldies $1,729.50 30 $1,729.50 30

Rural Arkansas Radio Network STEP/Survey Market11 non-metro stations $6,000.00 440 $6,000.00 440KCXY-FM CamdenKMGC-FM CamdenKAMD-FM CamdenKTLO-FM Mt. HomeKHBZ-FM HarrisonKTHS-FM BerryvilleKZHE-FM HopeKZHE-FM StampsKDRS-FM ParagouldKWCK-FM SearcyKWYN-FM/AM West Memphis/MarionKTRQ-FM West Memphis/Marion

Arkansas Radio NetworkKARN/KLAL/KIPR/KOKY/KURB Various $4,600.00 200 $4,600.00 200

Total Traffic Radio NetworkKDJE/KHKN/KMJX/KSSN Various $7,400.00 200 $7,363.00 200

KABZ "The Buzz" :60 EndorsementsTommy Smith Morning Show 1x per day, M-F $1,500.00 10 $1,350.00 10Matt Jones OT Show 1x per day, M-F $1,000.00 10 $810.00 9

Talent Fees: $117.65$176.47

Other Radio Total: $23,139.62 928 Other Radio Total: $22,468.50 927


ONLINE Proposed ActualBudget Impressions Budget Delivered Imps Clicks

Centro (Ad Network) - Targeting Men 18-34 in AR $14,260.00 $14,260.00 - Desktop & Mobile Video / Contextual Targeting 512,278 532,596 950 - YouTube.com video 40,000 201,045 386

Q1 Media (Ad Network) - Targeting Men 18-34 in AR $10,500.00 $10,500.00 959,905 3,000 - Desktop & Mobile Video 965,570

Pandora Internet Radio - Targeting Men 18-34 in AR $7,060.00 $7,060.00 525,158 3,953 - Audio Everywhere (:30 audio) 500,000

Xfinity.com - :30 pre-roll video $1,000.00 33,000 $1,000.00

ArkTimes.com - Homepage Takeover (May 11 - May 24) - 5 banners $2,392.00 n/a $2,382.35 280,944 71

Hootens.com - Video & Banners $764.71 55,000 $764.71 55,000

Hogville.net - Exclusive SEC Tournament Takeovers (2 dates - TBD) $3,529.42 1,700,000 $3,000.00 2,180,823 1,125

AR Press Association - one month run - 29 newspaper websites in low selt belt usage/STEP areas $10,911.19 181,817 $10,911.19

Local Hispanic WebsitesHola-Arkansas.com - ROS banner & button ad $550.00 n/a $550.00ElLatino.com - Half Page ROS banner $458.82 n/a $458.82LaPrensaNWA.com - Half Page ROS banner $88.24 n/a $88.24

Online Total: $51,514.38 3,987,665 Online Total: $50,975.31 4,735,471 9,485


OUT-OF-HOMEProposed Actual

Gas TV Budget Impressions Budget Delivered Imps40 Murphy Gas Stations / 208 total screens $7,074.12 125,268 $7,074.12 142,873 - one week paid / one week free

Gas TV Total: $7,074.12 Gas TV Total: $7,074.12

PRINT

Hooten's Football Guide - 2-page spread (pages 2 & 3) $8,117.65 $8,117.65 `

La Prensa NWA (Hispanic) - Quarter Page / 4-Color $529.42 $529.41

AR Press Association - 3col x 10" / 4-Color - 11 newspapers in low seat belt usage areas $13,071.40 $13,071.40

Print Total: $21,718.47 Print Total: $21,718.46

SPORTS MARKETINGArkansas Traveler's Partnership $22,059.00 $26,470.59

Sports Marketing Total: $22,059.00 Sports Marketing Total: $26,470.59

SUMMARY OF PROPOSED BUDGET: SUMMARY OF ACTUAL BUDGET:Total Proposed TV : $117,095.00 Total Actual TV :Total Proposed Cable: $62,123.12 Total Actual Cable:Total Proposed Radio: $42,619.36 Total Actual Radio:Total Proposed Other Radio: $23,139.62 Total Actual Other Radio:Total Proposed Digital/Online: $51,514.38 Total Actual Online:Total Proposed Out-of-Home: $7,074.12 Total Actual Online:Total Proposed Print: $21,718.47 Total Actual Online:Total Proposed Sports Marketing: $22,059.00 Total Actual Online:

TOTAL PROPOSED SPENDING: $347,343.07 TOTAL ACTUAL SPENDING:


$350,295.70

$117,095.00$61,875.12

$50,975.31

$42,618.60$22,468.50

$7,074.12$21,718.46$26,470.59

BROADCAST TELEVISION# of Estimated

LITTLE ROCK Spots Value Comments

KARK 38 $3,610.00

KASN 23 $1,035.00

KATV 12 $2,100.00

KLRT 29 $3,625.00

KTHV 17 $2,125.00

FAYETTEVILLE/FT. SMITH

KXNW 87 $2,175.00 KFSM digital station

KFTA 31 $2,635.00

KHBS/KHOG 28 $3,500.00

KNWA 29 $2,465.00

NHBS 24 $1,440.00

JONESBORO

KAIT 28 $4,900.00

OAIT 26 $1,300.00

HISPANIC

KXUN 18 $990.00

KLRA 18 $810.00

KAJL 46 $1,385.00

Total TV: 454 $32,710.00

CABLE TELEVISION

COMCAST

LR/U-Verse/DirecTV/Benton 841 $11,774.00

COMCAST - EL DORADO

EL DORADO 312 $1,560.00

COX MEDIA

NWA 697 $6,273.00 $.50 Bonus Spots

WESTERN AR 392 $3,136.00 $1 Bonus Spots

HARRISON 249 $996.00 $.50 Bonus Spots

CABLEONE

TEXARKANA 418 $4,598.00

CONWAY CABLECONWAY 0 $0.00 Did not air bonus. Station input error.

Make-up will run during July buy

SUDDENLINK

JONESBORO 798 $5,586.00

HOT SPRINGS 797 $4,782.00

CAMDEN 424 $1,696.00

HOPE 499 $1,996.00

MT. HOME 494 $1,976.00

SEARCY 504 $1,512.00

Total Cable: 6,425 $45,885.00

Arkansas State Police Highway Safety Office

2015 May Click It or Ticket Campaign

Bonus Report

RADIO # of EstimatedSpots Value Comments

Little Rock

KABZ-FM 48 $2,160.00

KDJE-FM 48 $1,344.00 $1 Bonus

KIPR-FM 40 $2,400.00

KKPT-FM 34 $1,122.00

KSSN-FM 49 $2,597.00 $1 Bonus

KZTS-FM 40 $600.00

Fayetteville

KEZA-FM 56 $1,288.00 $1 Bonus

KIGL-FM 54 $1,512.00 $1 Bonus

KKIX-FM 50 $3,150.00 $1 Bonus

KMCK-FM 56 $1,120.00 $2 Bonus

Fort Smith

KFPW-FM 38 $608.00

KHGG-FM 76 $456.00 Bonus sister station to KFPW

KISR-FM 40 $840.00

KKBD-FM 40 $400.00

KMAG-FM 44 $704.00

KTCS-FM 40 $880.00

KTTG-FM 32 $288.00

Jonesboro

Triple FM Combo 126 $2,898.00

KDXY-FM

KEGI-FM

KJBX-FM

KFIN-FM 42 $672.00

Texarkana

KKYR-FM 30 $1,800.00 $1 Bonus

KPWW-FM 44 $660.00 $1 Bonus

KTOY-FM 40 $1,600.00

KYGL-FM 36 $684.00 $1 Bonus

Hot Springs

KLAZ-FM 56 $1,456.00

KLXQ-FM 48 $720.00

KQUS-FM 50 $1,900.00

El Dorado

4 Station Combo 0 $0.00 Station error. Bonus will run during

KIXB-FM Thanksgiving campaign

KAGL-FM

KMRX-FM

KMLK-FM

KLBQ-FM 49 $392.00

Hispanic

KSEC-FM 38 $1,140.00

KOLL-FM 38 $1,140.00

KDQN-AM 36 $211.68

KBHC-AM 36 $211.68

KREU-FM 40 $320.00

Total Radio: 1,494 $37,274.36


Bonus Report

OTHER RADIO

# of Estimated

Conway Spots Value Comments

KCNY-FM 38 $608.00

Delta Region

KCLT-FM 30 $750.00

KAKJ-FM 60 $720.00 Bonus sister station to KCLT

Rural Arkansas Radio Network

11 non-metro stations 440 $4,800.00

Arkansas Radio Network

KARN/KLAL/KIPR/KOKY/KURB 200 $4,600.00

Total Other Radio: 768 $11,478.00

ONLINE Estimated

Imps Value CommentsCentro - Cross Platform Companion Banners 180,750 $2,715.00

Q1 Media

- Cross Platform Companion Banners 330,690 $2,976.00 2,629 clicks

Pandora Internet Radio - Cross Platform Companion Banners 525,158 $3,675.00 3,953 clicks

HolaArkansas.com - 1120 x 90 Banner n/a $50.00

Total Online: 1,036,598 $9,416.00

OUT-OF-HOME

Gas TV40 Murphy Gas Stations / 208 screens 142,873 $7,074.12 one week added-value

Total O-O-H: 142,873 $7,074.12

PRINT

Hooten's Football Guide - 1" ads 13 $3,250.00 13 bonus 1" ads in FB guide

Total Print: 13 $3,250.00

SUMMARY OF ESTIMATED ADDED-VALUE:

Total AV TV : $32,710.00

Total AV Cable: $45,885.00

Total AV Radio: $37,274.36

Total AV Other Radio: $11,478.00

Total AV Digital/Online: $9,416.00

Total AV Out-of-Home: $7,074.12

Total AV Print: $3,250.00

TOTAL ESTIMATED VALUE: #########


Bonus Report

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