VIEW 2018 ANNUAL REPORT

Executive Summary
The Atlanta Fed’s annual report and three subsequent quarterly special reports explore the Sixth District’s varied economies in text, video, and images, partly by visiting some of the cities on President Bostic’s 2018 travels. The report examines socioeconomic gaps, including differences in economic mobility and resilience, through statistics and interviews with people struggling to overcome economic challenges and others working to help others improve their economic mobility and resilience.

Mission Statement
Promote the stability, integrity, and efficiency of the U.S. monetary, financial, and payment system.

Goals
Our internal SWOT analysis indicates that our primary strengths lie in such intangibles as our credibility as a quasi-government institution and our expertise in the subject matter. Our weaknesses could lie in the limited audience that our subject appeals to. These strengths and weaknesses can be taken advantage of or addressed by acknowledging the opportunities they offer us. This subject is timely in our current political atmosphere and society’s increasing mistrust of mainstream news media. Our ability to convey a sense of authority and relevance on the subject may help reach new readers and gain new followers through disseminating the Annual Report in a manner that is easy to understand and consume.

• Increase awareness of the Federal Reserve Bank of Atlanta’s strategic priority surrounding economic mobility.
• Increase attention for the use of Atlanta Fed economic mobility resources.
• Gain a larger share of voice surrounding the topic.
• Drive targeted audiences to the annual report on the website.

Strategies
Focus on the “distributed trust model” to facilitate people sharing information with their colleagues and contacts. Sharing e.g., retweets, likes, etc., are more effective at reaching audiences interested in Atlanta Fed information and, thus, more likely to view or use our resources and/or share with more people.

Utilize our unique value proposition and assess our attribution model and influence across all channels. The key message focuses on why the qualitative and quantitative data of the report is relevant to the district’s economy and the entire nation. Every communication message surrounding this report is trackable to assess what sources drive traffic to the annual report main page.

Employ practices to leverage Bank relationships and media to reach influencers. Leverage external-facing functions to reach people important to their industries and communities. Provide social media copy to Bank employees that wish to utilize the resource. Identify media outlets to tell the stories of local communities highlighted in the report.

Channel Selection
We will target users across our major digital channels, using KPIs in reach and engagement to measure our success or to offer insight into a need for reevaluation of strategy. We will prioritize engagement (over vanity metrics such as reach and impressions), which will have a more lasting and purposeful impact than simply laying out the report and assuming people are looking at it.

To this end, we will utilize our unique value proposition and leverage our brand recognition and strength across all channels. Every campaign stemming from the Annual Report will belong cohesively to the brand of the Report, which will, in turn, belong recognizably to the Atlanta Fed brand. There should be no confusion about who is issuing this Report. When marketing the Report, we will utilize the best methods for each platform, recognizing that different demographics and channels require different approaches, as best outlined by data, best practices, and subject matter expertise. This method will ensure an engaged audience of current followers while maximizing the potential of earning new followers and fulfilling our PA missions. We will employ all media, including photography, video, text, audio, and graphics, and deploy them across the channels best suited for their use.

Our social media strategy will necessarily be flexible and easily digestible for our demographics. We will utilize best practices across all platforms, including A/B testing in content execution. Our use of hashtags, promoted or paid) content, calls to action, and influencer marketing should reflect our goals at every opportunity.

Since email can easily devolve into a one-way street, we will employ a more diversified strategy for this area of the marketing plan. We will use smaller, more digestible chunks of the report spread out through each quarter to instill a more conversational back-and-forth relationship with our email recipients. This will help us maintain better touch throughout the year rather than one impersonal email blast each quarter. We will cross-reference our email lists to not spam users on multiple lists. Additionally, we will internally promote special email signatures or footers to promote the Annual Report on emails that are not specifically regarding it. We will, as usual, ask our partners to target influencers and media through press releases. We will track such KPIs as URL clicks, email opens, click-throughs, bounce rate, unsubscribes, and forwards.

Social Channels: Facebook, Twitter, LinkedIn, Instagram
Blog hosting platforms: Potential for a macroblog to be written on the annual report
Email publishing platforms: Annual report subscriber list in MailChimp, personal email connections, and targeted industry contacts through specific Bank departments, temporary email signature for Bank employees
Website platforms: FRBA website attribution model considers tracking every link sent to better correlate references and platforms to success measures, using trackable QR codes on print materials
Influencers: Toolkit for organizations and individuals to use to promote content, including social media and email copy and graphics
Media: Press release, interviews with media outlets, the potential for one main op-ed to be written and placed in the AJC with subsequent op-eds tailored towards the specific communities mentioned in the report and pitched to those local newspapers

Measuring Success
Goal One: Increase awareness of the Federal Reserve Bank of Atlanta’s strategic priority surrounding economic mobility.

KPI: See a year-over-year increase of 5% to the annual report web page traffic and an uptick in average time spent on a page at an average of 30 seconds over the previous year. Determine the percentage of content read by users (estimated).
Metrics: Unique page views, Average time spent on a page, pages per session (if multiple pages), read time (estimated by ReadTime.eu and then calculated percentage read by dividing average time spent on a page by estimated read time).

KPI: See a 100% year-over-year increase in link clicks from social media channels. See a 2% increase in social media engagement across all platforms.
Metrics: Link clicks, engagement rate

KPI: See a 25% email open rate to the subscriber list from the initial email push.
Metrics: Email subscription list open rate

KPI: See a 5% increase in YouTube views (30 seconds plus) for all 2018 annual report videos over the 2017 annual report. Determine the
percentage of video watched by users for future comparison baselines.
Metric: Unique video views, Average percentage of video watched

KPI: See a 5% increase in Facebook video views (30 seconds plus) for all 2018 annual report videos posted to the platform as compared to the 2016 annual report.
Metric: Facebook video views

Goal Two: Increase attention in use of Atlanta Fed economic mobility resources.

KPI: Measure the amount of web traffic the main annual report page drives to other projects and website areas referenced in the
report during the six-week promotional period. See main page overall bounce rate remains consistent with 2017’s 20% bounce rate.
Metric: Referral percentage of main annual report page to other FRBA website pages mentioned in the report, Bounce rate

KPI: Have an 8% click-through traffic from subscriber lists emails to the annual report main page from the initial email push.
Metric: Click-through rate

Goal Three: Gain a larger share of voice surrounding the topic during the six-week promotional period.

KPI: Measure share of voice of the annual report’s topic until 2019 report release.
Metric: Share of voice (Meltwater)

KPI: Have five more media citations of this year’s annual report topic and/or data compared to the 2018 report.
Metric: Media mentions (Meltwater)

KPI: See at least 150 shares across all social media channels and five email forwards during the six-week promotional period.
Metric: Number of shares across social media platforms and number of email forwards.

KPI: See a higher-than-average return rate for FRBA website visitors to the subsequent special report releases landing pages during their initial promotional periods.
Metric: Website returning visitors (future phase)

Goal Four: Drive targeted audiences to the annual report on the website.

KPI: Have paid campaigns account for 20% of the website traffic to the annual report main page during a six-week promotional period
Metric: Website referral traffic from paid campaigns, Cost-per-click and link click rate (Twitter), Cost per result and unique link clicks
(Facebook), estimated ad recall lift (Facebook); Cost-per-click and link click rate (LinkedIn)

KPI: See a 15% email open rate to partners targeted emails to subscriber lists from initial email push.
Metric: Partner subscription list open rate

KPI: Have a 16% click through traffic from partners social media websites to the annual report main page during the six-week promotional period.
Metric: Click-through rate

KPI: Have a 6% the click through traffic from partners subscriber lists emails to the annual report main page from initial email push.
Metric: Click-through rate