Mercy Endeavors Senior Center Plansbook

Endeavor PR Presents
BUILDING BRIDGES TO 2018
PR/Ad Campaigns
Spring 2014
Loyola University New Orleans
School of Mass Communication

Building Bridges to 2018 Endeavor PR
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Wednesday, April 23, 2014
Cherie Moore
Development Director
Mercy Endeavors
1017 St. Andrews St.,
New Orleans, La. 70130
Dear Mrs. Moore,
We are pleased to announce our campaign, “Building Bridges to 2018,” for you and your
staff to review. Over the past six months, Endeavor PR has conducted a comprehensive review of
Mercy Endeavors Senior Center and your current communications strategy. In this review, we
saw an exciting opportunity: the 20th anniversary of your organization takes place on the 300th
birthday of the City of New Orleans. This campaign will be about moving forward and
connecting Mercy Endeavors to the future. To do that, Endeavor PR will explain how over the
next four years, this campaign will offer your organization the strategic communications
strategy to do so.
As explained in your request for proposal, your organization wanted a project to focus on
fundraising. While many challenges currently face Mercy Endeavors, we believe that our
campaign will help build the bridge to meet your challenges now and for the future.
It has been a pleasure to work with you and your amazing staff. If you have any
questions, please feel free to contact us at any time.
Sincerely,
Endeavor PR
James Lambert (AE) Marcelle Malca (AAE) Angela LeBlanc Kamaria Monmouth
Harriet Carson Margi Kalbacher Cameron Hill

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Table of Contents
Thank you………………………………………………………………………………………………………….1
Chapter one………………..………………………………………………………………………………………3
Chapter two…………………………………………………………………………………………………………11
Chapter three………..……………………………………………………………………………………………..26
Chapter four…….……………………………………………………………………………………………………28
Chapter five…………………………………………………………………………………………………………..44
Appendix
Case Studies………………………………………………………………………………………….....A
Surveys…………………………………………………………………………………………………….B
List of contacted businesses…………………………………………………………….B-1
Interviews………………………………………………………………………………………………..C
Tactic Tools………………………………………………………………………………………………D
RFPs……………………………………………………………………………………………..D-1
Budgets………………………………………………………………………………………….D-2
Event plans…………………………………………………………………………………….D-3
Graphic Materials……………………………………………………………………………D-4
PR Materials…………………………………………………………………………………..D-5
Website Template……………………………………………………………………………D-6
Social Media…………………………………………………………………………………..D-7
Networking Event Details………………………………………………………………..D-8

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Chapter One: Client History

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MISSION
The Mercy Endeavors Senior Center’s mission is to encourage the aging population
of the Garden District and its surrounding areas to lead a satisfying life by supporting
their independence, maintaining their self-respect and offering opportunities such as
daily recreational and social activities. Through such activities and peer interactions, the
members of Mercy Endeavors are able to rediscover their forgotten passions, interests
and abilities and share them with other members. The organization avoids focusing on its
members limitations and turns to their abilities and possibilities instead. The senior
center serves to provide educational opportunities, nutrition programs, daily meals and
transportation to and from the center. Mercy Endeavors also offers and encourages
spiritual growth by providing a place where members can find companionship.
Mercy Endeavors’ goal is to provide seniors with comprehensive and vital services,
as well as to provide them with a modern center featuring up to date resources and a
supportive staff that meet the needs of Mercy Endeavors’ members.
HISTORY
Catherine McAuley, founder of the House of Mercy and one of the first three Sisters
of Mercy, started a charity for the sake of helping the poor. Sisters of Mercy is the religious
organization that came to New Orleans in 1999 and is affiliated with Mercy Endeavors. In
1869, six members of the organization traveled from St. Louis to New Orleans to teach
Irish students at St. Alphonsus School. In the 1870s, the Sisters developed a health care
ministry and daycare for working mothers. In 1924, Mercy Hospital opened and was
staffed by the Sisters for the next 70 years. By the late 1970s the Sisters established and
became involved with a series of outreach ministries in New Orleans. The original hospital

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that the Sisters established was sold in 1994, and the money was used to help launch
Mercy Endeavors. In 1998, Mercy Endeavors was founded to provide senior citizens of
the Irish Channel and Garden District neighborhoods with the resources, support and
opportunities necessary for aging seniors to stay active and independent.
Mercy Endeavors is an active day center for senior citizens in the New Orleans area
who are 55 years of age and older. Mercy Endeavors has been in existence for more than
15 years. Currently, they are located on 1017 St. Andrews Street, New Orleans, La. 70130,
but have plans to relocate to 457 Jackson Ave. A new location would provide a larger space
for the current and future members and possibly become a location to house seniors and
allow for better facilitation for activities. Membership includes daily transportation to and
from the center, transportation to medical appointments and errands (limited to five
miles of the center), discounted pricing for programs offered by the senior center and
discounted event and trip tickets.
As of today, Mercy Endeavors meets the needs of their seniors by providing
programs designed for them that range from intergenerational activities, referrals,
communal meals, education, spiritual enrichment, recreation and medical assistance.
Members are able to set up an appointment to speak with representatives about
prescription drug assistance programs, property tax assistance programs, Medicare,
Medicaid, utility and housing assistance. Mercy Endeavors is open Monday through
Friday yet only serves as a half-day facility, only open from 7 a.m.-4 p.m.
COMPETITION

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Mercy Endeavors has four main local competitors: the Harry Tompson Center, the
Uptown Shepard Center, the Central City Senior Center, New Orleans Arthur Monday
Senior Center and the Treme Community Elderly Program (Harmony House).
Mercy Endeavors serves low-income seniors who want to participate in communal
activities. Mercy Endeavors is a nonprofit senior center and costs $35 a year for singles
and $65 a year for couples. The Center serves about 100 members daily, however, due to
their income shortage they can only afford to feed 50 members a day.
Although it caters more to the homeless, the Harry Tompson Center is one of
Mercy Endeavors' major competitors. Located on Gravier Street in New Orleans, The
Harry Tompson Center started in 1999 as the Parish Center, and in 2005 changed its
name to the Harry Tompson Center. It is a nonprofit organization that accepts donations
from corporation, state and federal grants and individual donations from fundraisers. For
the past eight years, the Harry Tompson Center has had an annual fundraising event to
raise money for their services. Religion is a major component of this community center.
The Harry Tompson Center has more than 275 visits per day since Hurricane Katrina and
it may be because of this that it has over 300 likes on Facebook. The services that are
offered are showers, laundry services, health care, legal aid, a phone room for long
distance calls and some social activities. The Harry Tompson Center's mission is to
provide a calm and caring environment in which to serve the needs of the poor and
homeless in the downtown New Orleans area. Their center is dedicated to improving the
quality of life for all those who come to them in need, not only by responding to physical
needs, but also by attending to the whole person with respect and compassion, after the
example of Jesus.

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The Uptown Shepard Center, located in Orleans Parish, has a variety of activities
for their members. Their mission is to continue to give seniors the high quality of life they
deserve after retirement and to maximize independence by teaching them new skills and
sharing with others. The activities they offer are bible study, bingo, poetry, Tai Chi, field
trips, sing-alongs, Spanish class, crochet and knitting class, yoga, crafts, line dancing,
computers and grocery shopping. They have eight likes on Facebook and are open from 9
a.m. to 2:30 p.m. on weekdays only.
The Central City Senior Center Opportunity Corporation (EOC) is dedicated to
bringing the senior community together by offering services to people over the age of 60,
all around New Orleans. This senior center offers nutritional education, social activities,
recreational activities, health and social services. The Central City EOC is a nonprofit
organization started in 1965; however, it was incorporated in 1967. It accepts people age
60 and over; 55 and over if handicapped. The mission of the Central City EOC is to create
and promote the economic vitality and sustainability of Central City businesses and
residents through the identification, planning and delivery of necessary programs,
services, and redevelopment activities. Central to its mission is the focus on long term
opportunities available to nurture and enhance existing and emerging institutional
support within the area.
The Harmony House is a senior center that has operated on various sites since
1976. This senior center takes trips, plans activities, serves food and celebrates holiday
parties.

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KEY PERSONNEL AND ORGANIZATIONAL STRUCTURE
Mercy Endeavors Senior Center has two members on the executive committee, 10
members on the board of directors and four members on its organizational staff. On the
executive committee is Cherie Moore, development director, and Sister Jane Briseno, the
executive director. The organizational staff includes a nurse, programming director, bus
driver and chef. The board of directors includes Christopher Bruno, chair, James
Ellerbusch, vice chair, Summer Duperon, secretary, Sister Michael Mary Gutowski,
treasurer and Ronald Burke, Katie Rafferty, Sister Nicholas Schiro, Pauline Willeford,
Louisiana state senator Diana E. Bajoie and Sister Jane Briseno.
The organizational staff including the development director, with the exception of
the executive director, serves part time. The current center is a transformed convent. The
building includes a communal area, kitchen and activities center for its members. Seniors
participate in bingo, bible study, computer, exercise and crafting classes. In addition to
these activities, speakers come in to talk about wellness and nutrition.
PREVIOUS PUBLIC RELATIONS STRATEGY
Mercy Endeavors' previous PR strategies focused on fundraising efforts, launching
a social media presence and engaging with current donors. These donors are typically
members from the current board of directors for Mercy Endeavors. There is little evidence
to suggest that a successful continual PR campaign, if any, has been launched or executed
since their existence. Mercy Endeavors relies solely on membership, as well as donations
from board members and the community.
Previous PR efforts have included the Jazzin’ on Jackson gala, Cocktails for a
Cause, an annual rummage sale and a senior showcase. These efforts focus on raising

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funds for their new location and to continue operations at the current location. The Jazzin'
on Jackson Gala last year raised more than $26,000 for the new center building fund. In
addition, the Cocktails for a Cause was held last October, working in junction with the
Gala to raise funds for the new center. Twenty percent of the funds raised at Cocktails for
a Cause went to help break ground at the center, while the remaining funds went to help
fund the operational budget for the center. Efforts such as the rummage sale and senior
showcase help members of Mercy Endeavors sell old clothing and other handmade items.
Funds raised from these particular efforts went to help fund operational costs for the
center as well.
Mercy Endeavors' social media presence was launched in November of 2013 on
Facebook, showcasing events and pictures of the center to inform the community, as well
as connected members.
CURRENT PUBLIC RELATIONS STRATEGIES
Mercy Endeavors' main PR efforts are focusing on increasing fundraising efforts,
social media visibility, expanding their donor and volunteer database and general
community awareness. One of the most tangible goals that Mercy Endeavors has set out
on is to break ground for their new location on Jackson Ave. To help produce funding for
this, Mercy Endeavors holds their annual Jazzin' on Jackson gala. Going into its second
year, Jazzin' on Jackson serves to help raise funds for the new center location and
highlight the benefit of Mercy Endeavors to the community.
As a 501(c)(3) nonprofit organization, Mercy Endeavors actively relies on the
support of volunteers and grants, as well as donors in the community. Mercy Endeavors

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is seeking to build a database of donors and volunteers, to assist in marketing and
fundraising efforts, such as a monthly newsletter.
Mercy Endeavors seeks to increase their social media presence on Facebook and
Twitter, by connecting with members, volunteers, donors and members of the local
community.
Mercy Endeavors' current PR and marketing efforts are overseen and assisted by
the development director, Cherie Moore and one marketing intern.

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Chapter Two: Challenge, Need or Opportunity

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In order to better understand Mercy Endeavors Senior Center, Endeavor PR
began research in fall 2013. After an initial site visit in December 2013, Endeavor PR
began to develop a research strategy that was conducted over 10 weeks. Through the
course of our research, our team focused on cultivating primary and secondary research
sources consisting of case studies, interviews with seniors and staff of Mercy Endeavors
and surveys with businesses in the Greater New Orleans Area.
This chapter addresses the challenges, needs and opportunities that Endeavor PR
believes Mercy Endeavors faces and can achieve. This chapter will go into a detailed
analysis as to what was found in both our primary and secondary research and conclude
with an evaluation and summary of all results.
RESEARCH-SECONDARY RESEARCH:
CASE STUDIES
The following information was discovered through the course of our review of 16
case studies and articles relevant to Mercy Endeavors. Endeavor PR has highlighted the
following key points from this research.
 Following Hurricane Katrina, 68 percent of surviving nonprofits partnered with
local businesses in the Greater New Orleans Area. The case study showed that
nonprofits believed they had a greater sense of trust with local businesses than
government agencies and outside faith-based organizations.
 Certain nonprofits reached out to donors for brand awareness rather than
monetary funds. Multiple case studies referenced that nonprofits reached out to
businesses to increase awareness of their organization. Nonprofits must reach

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their donors in a personal way and show exactly how funds are being used within
the organization. To appeal personally to donors increases donor retention rates.
 Researching previous donor trends of an organization can prove successful when
trying to increase fundraising. Nonprofits that record their donor information
have a greater chance of determining how to reach out to previous and future
donors.
 Successful nonprofits develop a fundraising plan that is updated annually,
focusing on stakeholders, a budget and a fundraising calendar.
 A strong digital presence increases online donations from individuals and
businesses. Studies show that online donations are rising with nonprofits that
have a simple and easy-to-use modern website.
 Our research suggested that nonprofits that use "CALL TO ACTION" instead of
"DONATE" attract more clicks per user and draw a higher user interest.
 Census data confirmed that there was a growing number of people 65 and up in
the neighborhood of Mercy Endeavors. In 2000, 5.3 percent of people in the
neighborhood were 65 and up and in 2010, 8.1 percent of people in the
neighborhood were 65 and up.
 The Louisiana Governor's Office of Elderly Affairs (GOEA) provides assistance to
senior centers and the elderly in the state. GOEA was created in 1956 as the
Commission on Aging by the Louisiana Legislature to act as the state's visible
advocate and focal point for all matters pertaining to the aging population. As of
March 2014, Mercy Endeavors is not recognized by GOEA.
(See appendix A for list of case studies)

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INTERVIEWS
Throughout the course of our 10-week research period, Endeavor PR conducted
four site visits. Endeavor PR conducted in-depth interviews with some of the members
and staff of Mercy Endeavors. Our team was able to interview the entire Mercy
Endeavors organizational staff with the exception of the bus driver. The staff
interviewed included Sister Jane Briseno, executive director; Cherie Moore,
development director; Rose Cager, case manager; Vicky Brister, activities director; and
Sylvia Barial, nurse. We also interviewed seven randomly selected seniors. In addition to
these interviews, we interviewed Dr. Cory Sparks, the director of the Louisiana
Association of Nonprofit Organizations (LANO). (See appendix C for a full transcript
of interviews.)
The following are key points that Endeavor PR found:
 Word of mouth seems to be the most common way that information about Mercy
Endeavors gets out to the public. The staff members Endeavor PR interviewed
confirmed their friends and family knew of the center.
 A common theme of family was found when our team interviewed the staff.
 The Mercy Endeavors staff indicated that they were aware of other senior centers
such as Kingsley House, the New Orleans Council on Aging and the Central City
Senior Center.
 Sister Jane stated that Mercy Endeavors cannot form partnerships with other
businesses due to a contract with Second Harvest Food Bank that limits receiving
outside food donations.
 Cherie mentioned that the funds used for all of Mercy Endeavors' operations
originally came from grants and the Sisters of Mercy. The Sisters of Mercy can no

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longer donate to Mercy Endeavors. The current funds come from the following
sources:
o Government and private organizations that support social and health
needs in the community.
o Public grants - last four years- money from community development block
grant (yearly) - Cherie was unable to provide specific amount.
o Council on Aging - provide the meals - Meals on Wheels
o Funding - CACE ($4/5,000)
o Brow Foundation - $21,000
o Peoples Health - support members' birthday celebrations and gifts - $900
o Cherie did indicate that the Sisters of Mercy have donated an estimated $2
million into the center since its existence. Mercy Endeavors did not provide an
accurate donation amount for 2013.
o Our team has requested data concerning donor information, including all
sources of funding that Mercy Endeavors has applied for and received.
Mercy Endeavors has not provided this data at this time.
 Cherie stated that Mercy Endeavors has 100 seniors as members, but can only
take 50 due to the small size of the center. Cherie also mentioned that Mercy
Endeavors would break ground this summer for a larger location at 457 Jackson
Ave.
 Cherie and Sister Jane were not listed or aware of the GOEA organization.
In addition to the organization's staff, our team interviewed seven members of
Mercy Endeavors. Endeavor PR has decided not to share the names of the seniors in
order to protect their privacy.

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 All of the services seem beneficial and provide some sense of independence for
the members.
 Members felt a sense of family and a place to belong.
 Favorite activities included bingo, bible study, daily meals, computer classes and
field trips.
 All members interviewed are looking forward to the new location and believe that
it will be beneficial.
 Members interviewed found out about Mercy Endeavors through friends that
have attended or currently attend.
PRIMARY RESEARCH: SURVEYS
From our secondary research, our team decided to target local businesses in the
Greater New Orleans Area to see what motivates businesses to donate to nonprofits.
Endeavor PR distributed surveys to 110 local small businesses in the Greater New
Orleans Area over a two-week period. Our team's method of distribution of the surveys
included emailing links of the survey and conducting individual visits to businesses. Out
of our surveys, 30 businesses responded indicating a 27 percent response rate. Our
survey was issued on Monday, Feb. 24 and concluded on Friday, March 7. With these
surveys, we were able to gain valuable information about how businesses interact with
nonprofits in the community. Our survey questioned businesses as to their location, how
long they have been in business, if they in fact donate to 501(c) (3) nonprofits and what
other nonprofits they are aware of. (See appendix B for survey results) (See appendix
B-1 for list of businesses that were contacted)
 Respondents indicated they are more likely to donate items such as food or other
services rather than monetary funds. Businesses that did indicate they donate

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money were somehow connected with the nonprofit. This connection is either in
the form of social media or receiving a newsletter or donation report from the
nonprofit.
 The survey showed that more than 26 percent of businesses would rather donate
to nonprofits to improve the community and more than 23 percent said it helps
promote their business.
 When asked about other senior centers that they were aware of, the top choices
were Lakeview Shepard Center and St. Francis Assisi Residence. Mercy
Endeavors was only known by two of the respondents. While St. Francis Assisi
Residence is not a senior center, this result shows that respondents may not
know the difference between a senior center and a senior assisted home.
COMMUNICATION AUDIT
Endeavor PR performed a comprehensive review of Mercy Endeavors' current
communications. Our team looked at the ways the center is communicating to the
general public and potential donors.
 Website: The website is well-organized and very user friendly. Links to different
pages are prominently positioned and in an appropriate order. Another plus is
the "DONATE" button, which is located on every page.
 Social media: At the beginning of our research on Mercy Endeavors, our team
found that the center only had a Facebook fan page. As of March 2014, Mercy
Endeavors has joined Twitter. The Facebook page includes program flyers,
pictures from programs, pictures from visits, pictures of community service and
everyday picture of seniors. Some other pros are that the Facebook page is
engaging and easy to follow. Some cons of the center's Facebook page is that it

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was started in January 2013. Mercy Endeavors' lateness in joining social media
networks ties back to the initial issues of the lack of awareness of the center. The
page currently has 88 likes, 20 of which are from our capstone class.
 Newsletter: As of March 2014, Mercy Endeavors does not have a newsletter.
 Media relations: Our team discovered that Mercy Endeavors does not have a
developed relationship with local media outlets, both print and digital. With the
exception of events such as Jazzin' on Jackson, Mercy Endeavors is currently not
sending out press releases for upcoming events or news about the center. In the
case of Jazzin' on Jackson, Mercy Endeavors released a press release the day of
the actual event last year.
 When researching ABI/Inform Global, Business Source Complete, LexisNexis
Academic and Communication & Mass Media Complete, no recent history was
found to support PR or advertising for Mercy Endeavors. All known history of the
client has been determined by word of mouth.
COMPETITIVE ANAYLSIS
The data we collected from business surveys indicate there is a lack of awareness
of Mercy Endeavors. Out of the 30 surveys we received, only two organizations knew
that Mercy Endeavors exists.
Based off a list of all senior centers provided by Mercy Endeavors to Endeavor
PR, we determined our main competitors are the Harry Tompson Center, the Lakeview
Shepherd Center, the Central City Senior Center, the Harmony House and New Orleans
Arthur Monday Senior Center. The surrounding community is much more aware of one
of our main competitors, the Lakeview Shepherd Center. Two businesses surveyed knew
of the Uptown Shepherd Center, the same number as Mercy Endeavors. Four of the

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organizations we surveyed were aware of Central City Senior Center, which is twice the
awareness that Mercy Endeavors has. Our other main competitors were not mentioned
by any of the organizations we surveyed.
The information we collected from the surveys indicates there is a lack of
awareness of Mercy Endeavors; however, it also suggests there is a lack of awareness of
senior centers in the greater New Orleans area in general.
The services offered by the competition include the following:
Senior Center Cost (yearly) Exercise
Services
Transportation
Services
Meal
Services
Social
Activities
Health
Services
Listed
in
GOEA
Mercy
Endeavors
$35/singles
$65/couples
Yes Yes Yes Yes Yes No
Harry
Tompson
Center
Free No No Yes Yes Yes No
Uptown
Shepherd
Center
Free No Yes Yes Yes No No
Central City
Senior Center
Free Yes No No Yes Yes No
Harmony
House
Free Yes Yes Yes Yes No Yes
Arthur
Monday
Senior Center
Free Yes Yes Yes Yes Yes No
Lakeview
Shepard
Senior Center
$180/member Yes No Yes Yes No No

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SWOT DIAGRAM
Strengths
 Affordable membership
 Services offered
 Organization staff
Weaknesses
 Small, current location
 Lack of Awareness
 No communication strategy
 No long term fundraising strategy
 Partnership with Second Harvest
Food Bank
 Not recognized by the Louisiana
Governor's Office of Elderly Affairs
Opportunities
 New, larger location
 Growing number of seniors in
Lower Garden District/Irish
Channel
 Jazzin' on Jackson
Threats
 Other senior centers (See:
"Competition")
 Lack of awareness
 No communication or long term
fundraising strategy
 No sustainable funding for new
location
SWOT ANALYSIS
Our research revealed Mercy Endeavors’ greatest strengths, weaknesses,
opportunities and threats. Mercy Endeavors encourages older adults to live life to the
fullest, by supporting their independence, self-respect and vitality.
Strengths
Our team believes that the main strength is affordability. While Mercy Endeavors
charges its members, the center is able to offer more services compared to the
competition. Affordability can be key to increasing membership for long term growth as
well as your overall marketability. Potential donors can see how much of a benefit
members receive for such little annual costs.
Another strength is the organization’s staff. The staff knows the seniors on a first-
name basis, which makes for a more family-like environment. Our research affirmed

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that word of mouth seems to be the primary source of information for the public to learn
about Mercy Endeavors. Also, our team felt that the sense of family was a common
theme for both members and staff. When the seniors were interviewed, they asserted
they do not just feel like a number at Mercy Endeavors, but feel part of the group when
staff interact with them on a daily basis. This sense of family can again be used to attract
potential donors, who can see not only are seniors receiving affordable services, but the
quality of those services provided feels like family.
Services provided by Mercy Endeavors serve as a strength as well, these services
include breakfast and lunch for members, computer workshops, game nights, music
events, luncheons, field trips, grocery shopping, exercise classes, bible study, and
transportation for seniors to and from their home (if they live close enough to the
center). These services only reinforce the quality of Mercy Endeavors and again add to
its marketability to members and potential donors.
Weaknesses
When assessing Mercy Endeavors weaknesses, our team feels that the main
weakness is the lack of a long-term fundraising strategy. With building a new, larger
location, Mercy Endeavors will have to find a sustainable way to maintain the building
while keeping membership affordable. Our team believes that while the event Jazzin’ on
Jackson may be viewed as a success by Mercy Endeavors, the event does not serve as a
viable alternative to a fundraising strategy. Holding one event for a new building does
not seem constructive, especially when your staff indicated that a majority of your
marketing budget goes towards putting on that event.
The lack of awareness is attributed to no strategic communications strategy and a
lack of partnerships outside of Second Harvest Food Bank of New Orleans. Mercy

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Endeavors does not fully utilize their Facebook and Twitter accounts and has limited
engagement from their followers. The center does not send out a newsletter to donors,
volunteers, or engage with local press on a regular basis. This lack of communication or
strategy in your communication efforts only hinders future possibilities for the center.
Again, a majority of your efforts goes to building awareness about Jazzin’ on Jackson,
when efforts could be diverted year round to promote the center in the community. Also,
the current partnership with Second Harvest limits Mercy Endeavors from accepting
food donations from individuals or businesses. Our team included this as a weakness
because we believe that your organization would benefit from reviewing this partnership
to see if future opportunities for increased donations may lie outside of Second Harvest
Food Bank.
Finally, Mercy Endeavors is not listed with GOEA. This state government office
provided resources and support to senior centers throughout the state and could help
coordinate assistance that Mercy Endeavors may need in the future. Not being listed
with this office only adds to your lack of awareness and cuts your organization off from
resources.
Opportunities
Mercy Endeavors has been successful in holding events to raise awareness and
funds for their capital campaign of a new location. Events such as Jazzin' on Jackson,
which is now in its second year, have put a spotlight on the new location and built some
awareness of the center. While Jazzin’ on Jackson has created some attention on the
center, our team still believes that you should not divert as many resources to this event
as possible in the future.

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Next, this new location will help accommodate the growing population of senior
citizens in the Irish Channel and Lower Garden District. This increase in population is
another opportunity that our team feels will be beneficial to Mercy Endeavors.
Our team feels that the greatest opportunity lies in the new location for the
center. This location will help expand Mercy Endeavors' mission by reaching the
growing senior population in the Irish Channel and Lower Garden District
neighborhoods.
Threats
Our team believes that the greatest threat to Mercy Endeavors is competition
with other senior centers, which limits participation within the community. Mercy
Endeavors and other nonprofits are all competing for the same things: funding, annual
donors and volunteers. Although Mercy Endeavors has been operating for 16 years,
there are many other senior centers that are getting more attention than Mercy
Endeavors. For example, GOEA does not recognize Mercy Endeavors as a senior center
and our survey data found little awareness of your organization.
Also, lack of awareness is a threat to Mercy Endeavors and their mission. Due to
the lack of visibility in the community, Mercy Endeavors risks losing business and
donorship due to the higher awareness and prominence of other senior centers in the
city.
Mercy Endeavors also lacks a comprehensive PR and advertising strategy. When
our team looked into previous campaigns, Mercy Endeavors was unable to provide a
consistent trend in advertising or marketing measures.

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Finally, Mercy Endeavors was unable to provide a sustainable fundraising
strategy for the new location or for future operations. A lack of a fundraising strategy
can seriously hinder future investment of potential donors by not appearing organized
and transparent. A concrete strategy would be able to provide Mercy Endeavors with a
strategic plan of action that develops goals and helps achieve results for your
organization.
EVALUATION:
Overall, our research has confirmed that the ultimate strength with Mercy
Endeavors lies with their affordable membership for seniors. The amount that members
have to pay is nothing compared to the services offered. Unfortunately, our team does
not feel that this is enough to attract a sustainable long-term donor base. This is due to
what our team feels is Mercy Endeavors' ultimate weakness, which lies in a lack of a
long-term fundraising strategy. In addition, our team feels that the lack of an overall
communication strategy has limited Mercy Endeavors promotion outside of word of
mouth. The lack of a newsletter provided to donors and volunteers is an issue, because
our research found that many donors like to receive information updating them on
upcoming events and the center’s progress. Leaving donors unaware of how their money
is being spent can lead to their unwillingness to donate. Finally, our team believes that a
lack of transparent communication from your organization will hinder any future efforts
with outside organizations.
CHALLENGE/NEED/OPPORTUNITY SELECTION:
Endeavor PR has determined that Mercy Endeavors' greatest challenge lies in
building a sustainable long-term fundraising plan.

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Chapter Three: Strategy

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Strategy Statement for Mercy Endeavors
Endeavor PR has determined that the campaign for Mercy Endeavors will focus on connecting
with local businesses to build a sustainable long-term donor base.
Campaign Benchmarks
 Only 6.6 percent of surveyed businesses knew of Mercy Endeavors
 Mercy Endeavors operates on roughly $29,000 a year. This information was determined
based off of the information that Mercy Endeavors shared with us concerning
fundraising sources, as listed in chapter two.
 Current marketing budget is $5,000.
 Our team was unable to determine more benchmarks due to the lack of information
available from Mercy Endeavors. This information included lack of current fundraising
sources (outside of partners of Jazzin’ on Jackson), and current and previous donors.
Goals
 40 percent increase in awareness of local businesses of Mercy Endeavors
 50 percent increase in annual, consistent donations
 Divert $1,000 out of the $5,000 marketing budget to implement new campaign
Target Audience
Our team will focus on small businesses, with 1-20 employees, who have been in business for
three or more years in the Greater New Orleans area. Based on our survey data, businesses with
these characteristics were more likely to give monetarily to nonprofits.
Key Messages
 For what they offer, Mercy Endeavors is the most affordable senior center.
 Supporting Mercy Endeavors serves as tool for businesses to promote themselves and
give back to their community.

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 Supporting Mercy Endeavors is a tax-deductible way to reinvest in the community.
 69 percent of nonprofits after Hurricane Katrina would rather partner with local
businesses for support than with government or faith-based organizations.
 Mercy Endeavors has been in the community for 16 years and now serves 100 seniors
across the Greater New Orleans Area. Businesses who invest in Mercy Endeavors invest
in their community and promote themselves through sponsorships.

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Chapter Four: Tactics

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Strategy Statement
Endeavor PR has decided to create a four-year strategic donor plan, entitled “Building
Bridges to 2018,” to communicate the need of a long-term fundraising plan for Mercy
Endeavors. We chose the name of this campaign to coincide with the 20th anniversary of Mercy
Endeavors and the 300th birthday of the city of New Orleans. The campaign will focus on the
following areas:
 Address how businesses can partner with Mercy Endeavors to give back to their
local community and promote themselves
 Build awareness of Mercy Endeavors to the Greater New Orleans Area
 Address the need of Mercy Endeavors with the growing aging population in the
Lower Garden District and Irish Channel neighborhoods of New Orleans.
As indicated in research section of Chapter two, 69 percent of nonprofits in the Greater
New Orleans Area would rather partner with local businesses than government or faith-based
organizations for support. Our team believes that due to the location of your center, and on the
success of finding partners to sponsor events like Jazzin' on Jackson, Mercy Endeavors can
expand this to build a sustainable fundraising source. This campaign will be broken up into four
different years, each year with its own theme building up to 2018. Endeavor PR believes that
this plan will be sustainable, even with the limited staff and operating funds provided by Mercy
Endeavors. Each year will be broken up into four different themes:
 Year one: Mercy Endeavors is a tool for businesses
 Year two: Year of accountability
 Year three: Bridging the gap
 Year four: Celebrating the bridges built to 2018
Our team recommends three new sponsorship levels, which will be discussed further
under year one that will help attract new sponsors. The sponsorship levels revolve around the

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“building bridges” theme. Members who donate in the first year of the campaign will be
considered “founding members” and should receive recognition in the quarterly newsletter and
social media updates. The sponsorship levels are:
 Crescent City Connection Partner:
o Businesses that donate $300 or more annually
o Will receive items including: window clinger, quarterly newsletter, social media
support, and a brick in their name at the new center
 Twin Span Partner:
o Businesses that donate between $101-$200 annually
o Will receive items including: window clinger, quarterly newsletter, connections
on social media platforms
 Causeway Partner:
o Businesses that donate between $50-$100 annually
o Will receive items including: quarterly newsletter, connections on social media
platforms
Each year will have its own tactics that will reinforce the areas of focus that our team
wishes to stress in this campaign. Our team also suggests that all sponsors be invited to any
events that Mercy Endeavors wishes to have in the future as well as events that we suggest in
this campaign. Our team believes that the key to success for this campaign lies within the
personal relationships that Mercy Endeavors builds with the local community. That means
taking one day out of each month over the course of this campaign and calling or visiting
businesses in the community. This particular method will be explained and supported within
our suggested campaign. Every tactic found in each year can be carried over into the next year to
continue any fundraising success.
A detailed budget will be provided showing the costs of this campaign. Endeavor PR
suggests diverting only $1,000 out of the $5,000 marketing budget to pay for this campaign.

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Our team has also included the Request for Proposals (RFPs) for each tactic. (See appendix D-
2 and appendix D-1)
YEAR ONE: Mercy Endeavors is a tool for businesses
Timeline: May 2014-April 2015
The first year of the campaign will be entitled "Mercy Endeavors is a tool for businesses." This
entire year will lay out the foundation for the entire campaign and show businesses how their
investment into your organization will increase their standing in the community and customer
base. The ultimate goal of this first year is to successfully raise $10,000.
Tactic: Rack card (see appendix D-2 and appendix D-4)
Rationale: A rack card is an easy way to communicate information about your organization and
your goals. We suggest that an intern or staff member at Mercy Endeavors distribute rack
cards to businesses in the Lower Garden District/Irish Channel and to the Magazine Street
Business Association by physically handing them out. Our team has provided a list of
businesses with the best person to contact.
Goal: Have at least 90 businesses out of the 180 in the Magazine St. Business Association
showcase the rack cards to distribute to customers and the general public.
Target Audience: Businesses associated in the Magazine St. Businesses Association; customers
who shop in Lower Garden District/Irish Channel neighborhoods.
Timeline: This should be implemented by July 2014 and distributed until August 2014.
Budget: Prices range from $85, $77, and $82 for 200 copies. There will be no cost for
distribution as our team suggests that your staff personally deliver these materials.

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Tactic: Crossing Bridges Open House (see appendix D-2 and appendix D-3)
Rationale: Our team has determined that an open house of the center to local businesses will
increase awareness of the center and serve as a great networking opportunity for the
community. Also, Mercy Endeavors can show businesses where their money is going and
how it will be implemented for services and the new center. Our team has provided a
detailed guide as to how this event could be organized and promoted. We have also
included an event calendar showing events taking place in 2014 to help you plan future
events.
Goal: To attract at least 20 new businesses to give to Mercy Endeavors annually while increasing
awareness of the center and its services. Also, to show current donors where their
investment has been going.
Target Audience: Businesses associated in the Magazine St. Businesses Association
Timeline: This event would occur in January 2015
Budget: Our team suggests that Mercy Endeavors invites a sponsor business to help support the
cost of the event. We have provided a detailed budget of projected expenses.
Tactic: Window clinger (see appendix D-2 and appendix D-1 and appendix D-4)
Rationale: A window clinger would be an exclusive item that sponsors received from Mercy
Endeavors. The window clinger would be a way for businesses to show their customers
and the community that they support Mercy Endeavors and help build awareness. The
window clinger can be distributed in person or mailed to the business and would be
included with the quarterly newsletter.
Goal: Sending out at least one window clinger and a quarterly newsletter to each business that
donates in the first year. The target is still 90 businesses out of the 180 located in the
Magazine St. Business Association.

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Target Audience: Crescent City Connection and Twin Span partners
Timeline: This tactic should be implemented May 2014 and continue till the end of the
campaign in May 2018.
Budget: The cost to create this tactic will be minimal to Mercy Endeavors. Our team has
included a full list of prices with sizes.
Tactic: Quarterly Newsletter (see appendix D-5 and appendix D-4)
Rationale: A quarterly newsletter would be an exclusive item that sponsors received from Mercy
Endeavors. The newsletter would inform donors of news and events happening at Mercy
Endeavors and help show donors where their investment is going. Mercy Endeavors will
be able to collect donor’s information from the signup sheet that Endeavor PR has
created.
Goal: Sending out a quarterly newsletter to each business that donates in the first year. The
target is 90 businesses out of the 180 located in the Magazine St. Business Association.
Target Audience: Crescent City Connection and Twin Span Partners.
Timeline: This tactic should be implemented in May 2014 and continue till the end of the
campaign in May 2018.
Budget: This newsletter would cost nothing to distribute to sponsors as it would be sent out
electronically.

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Tactic: Website update (see appendix D-6)
Rationale: Your current website should be updated to include the new sponsorships. Also, if you
choose to implement this campaign, your website should include a link describing this
campaign. This tactic consists of nothing more than contacting your current web
developer and asking to update your website. Our team has provided an example as to
how this tactic may look on your website.
Goal: To properly communicate to potential donors the new campaign and ways in which
businesses can give.
Target audience: local businesses and general public
Timeline: This tactic should be implemented immediately beginning in May 2014.
Budget: This tactic would cost nothing to Mercy Endeavors.
Tactic: Social Media Campaign (see appendix D-7)
Rationale: By utilizing your existing social media platforms, your organization can connect with
local businesses and support their products and services. In return, those businesses will
help share your message on their social media platforms. The social media campaign for
this year will focus on ways in which Mercy Endeavors can be a tool for businesses and
offer ways in how the investment by businesses can be a win for everyone. Our team also
recommends using the hashtag #toolsbyME on both Facebook and Twitter to help create
a trend on those platforms. Our team has provided a social media editorial calendar that
will provide a more detailed timeline and suggestions as to what to post.
Goal: To increase activity by Mercy Endeavors on their social media platforms, to connect and
share posts of businesses in the Magazine St. Business Association, offer ways on social
media that businesses can invest in Mercy Endeavors, and show how their investment is

35
being spent. Our team recommends that Mercy Endeavors post original content on a
daily basis to continue to offer daily interaction with current and potential fans.
Target Audience: Businesses in the Magazine St. Business Association, general public.
Timeline: This tactic should be implemented immediately beginning in May 2014
Budget: This tactic would cost nothing to Mercy Endeavors as it would be implemented
electronically over social media platforms that are free to use.
Tactic: Media Release (see appendix D-5)
Rationale: A media release is an effective way to communicate to the media the beginning of the
“Building Bridges to 2018” campaign. Our team has provided a media contact list that
aid in the distribution of any media release.
Goal: To have at least one local TV outlet and two local print outlets cover the beginning of the
“Building Bridges to 2018” campaign.
Target Audience: Local media in the Greater New Orleans Area.
Timeline: This tactic should be implemented immediately beginning in May 2014.
Budget: This tactic would cost nothing to Mercy Endeavors, as it would be distributed
electronically via e-mail to local media outlets.

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YEAR TWO: Year of Accountability
The second year of this campaign will build upon the anticipated success that we see resulting
from year one. The "year of accountability" portion of this campaign will begin to expand the
message of awareness about Mercy Endeavors and recruit volunteers. This year will continue to
expand on the tactics of year one to continue what our team believes will be the extremely
positive momentum from the first year. The ultimate goal of this year is to double our goal of
$10,000 and raise $20,000.
Rationale: See year one. Will incorporate the hashtags #volunteerforME
#bridgetoaccountability
Goal: To increase awareness of Mercy Endeavors at school and professional organization
networking events to recruit volunteers. Also, the messaging theme will focus on how
businesses can be accountable for their community by supporting organizations like
Mercy Endeavors.
Target Audience: college and high school students, local businesses, and the general public
Timeline: This tactic should be implemented in May 2015 through April 2016.
Budget: same as year one.
Tactic: Attend Local Networking Events (see appendix D-8)
Rationale: If Mercy Endeavors made a presence at local colleges, high schools, churches, and
professional organizations, you could recruit from a higher pool of potential volunteers.
More volunteers would mean more staff to help your current and future center. A larger

37
volunteer base also allows for more people to spread the word about Mercy Endeavors, its
services, and ways in which people can donate.
Goal: To build a volunteer base to help with events and future projects for this campaign.
Target Audience: High school and college students, members of churches and members of
professional organizations.
Timeline: This tactic would be implemented throughout 2016 through 2017. Our team has
supplied a list of organizations, churches, and schools (see appendix) with a sample list of
dates of their respective events.
Budget: Attending these events cost nothing to Mercy Endeavors.
Tactic: Crossing Bridges open house event (see appendix D-3 and appendix D-8)
See year one
Timeline: This tactic should be implemented in January 2016
Budget: Same as year one
Rationale: A media release is an effective way to communicate to the media about where Mercy
Endeavors went to recruit volunteers and publicize how successful your organization was.
Goal: Same as year one
Target audience: Same as year one
Timeline: This release should be implemented in coordination with and when Mercy Endeavors
attends networking events. Our team has provided a list of potential local networking
events as well as media contacts as listed under year one.
Budget: Same as year one.

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YEAR THREE: Bridging the Gap
Building off of the success of year one and two, 20 on 20 will focus on utilizing the volunteer
base established in year two to connect with more businesses in the Greater New Orleans Area.
Tactic: Business Customer Challenge (see appendix D-3 and D-2)
Rationale: Four businesses will recruit at least five customers to donate to Mercy Endeavors. If
one business will match the highest customer donation, and offer a prize (up to the
discretion of the business), Mercy Endeavors can increase donations from individuals and
attract new businesses to become annual donors.
Goal: Target at least four businesses who will in turn attract at least five customers to donate to
Mercy Endeavors. Our team expects to raise at least $500 from each business.
Target audience: Businesses that volunteers will connect with from their respected
neighborhoods; individuals who patron those particular businesses.
Timeline: This tactic should be implemented in July of 2017 and run throughout the summer
until August 2017.
Budget: There would be no cost to Mercy Endeavors for promoting this tactic. Businesses would
be allowed to offer the highest donating customer a gift of their choosing and would only
match the contribution up to $50.
Rationale: This year’s social media campaign will tie into the business customer challenge and
open house event. Our team recommends that Mercy Endeavors continues to use the social
media campaign tactics found in years one and two.

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Goal: Our team recommends that Mercy Endeavors post original content on a daily basis to
continue to offer daily interaction with current and potential fans.
Target audience: Businesses who participate in the business customer challenge; same as year
one
Timeline: This tactic should be implemented immediately in May 2016 till April 2017.
Tactic: Open House Event (see appendix D-3 and appendix D-2)
Same as year one
Timeline: This tactic should be implemented in January 2017.
Budget: Same as year one

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YEAR FOUR: Celebrating the Bridges Built to 2018
Timeline: May 2017-May 2018
The final year of this campaign will be a celebration of the culmination of the partnerships that
Mercy Endeavors built over the past three years. This year will also be a way for Mercy
Endeavors to celebrate their 20th anniversary and the history of service that the Sisters of Mercy
has established in New Orleans, which will be celebrating its 300th birthday. Our team
recommends taking tactics that Mercy Endeavors believed were successful from the previous
three years and implement those in addition to these tactics.
Tactic: Birthday Celebration Bash (see appendix D-3 and appendix D-4)
Rationale: Mercy Endeavors will host an event, highlighting all of the partnerships that have
been built in the past four years with businesses. The event will also highlight the past
twenty-years Mercy Endeavors, its impact in the community, and highlight the new
location.
Goal: To celebrate and highlight the partnerships built in the past four years and to highlight the
success of the “Building Bridges to 2018” campaign.
Target audience: All current and former business sponsors, volunteers, staff, and members.
Timeline: This event will take place in May 2018.
Budget: Our team has created a projected budget for this event. Like the proposed open house
events, the cost of this event is factored into the projected
Tactic: Magazine/Newspaper Ad (see appendix D-1 and appendix D-4)
Rationale: To help promote the Birthday Celebration Bash, and highlight to the community
about the “Building Bridges to 2018” campaign, as well to target more potential donors, a
print ad will help target a much wider range of individuals in the Greater New Orleans
Area.

41
Goal: To target individuals and potential new donors to attend the Birthday Celebration Bash;
raise awareness of the “Building Bridges to 2018” campaign.
Target audience: general public
Timeline: these ads will be placed in a list (please see appendix) of magazines and newspapers
and run for the final two weeks of April 2018
Budget: Special discounts are made for nonprofits who wish to place ads in local print outlets.
Our team has created a budget for you to review, along with the original RFPs.
Rationale: A media release is an effective way to communicate to the media the success of the
“Building Bridges to 2018” campaign as well as to attract attention for the Birthday
Celebration Bash.
Goal: To attract at least one TV news outlet and at least two newspaper news outlets to cover the
Birthday Celebration Bash and the end of the campaign.
Target audience: Local news outlets in the Greater New Orleans area.
Timeline: This tactic should be implemented in May 2017 and in April 2018.
Rationale: This year’s theme for a social media campaign will tie into the theme for this year of
the campaign. This campaign will also build upon the success of the previous three years
of social media coverage.
Goal: To highlight the history of Mercy Endeavors and the success of the partnerships, or
bridges, built with businesses throughout the Greater New Orleans Area. Also, to
promote and raise awareness of the Birthday Celebration Bash.

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Target Audience: general public
Timeline: This tactic should be implemented immediately in May 2017 through May 2018.
Budget: same as year one.
Tactic: Radio PSA (see appendix D-5)
Rationale: PSAs are an effective a free way to target your audience and communicate your
message throughout the community. This PSA will be used to build awareness about the
Birthday Celebration Bash and the 20th anniversary of Mercy Endeavors.
Goal: To raise awareness in the community via radio outlets about the Birthday Celebration
Bash.
Target Audience: general public
Timeline: This tactic should be implemented in the last two weeks of April 2018, to coincide
with the newspaper and magazine advertisements.
Budget: This tactic would cost nothing to Mercy Endeavors as PSAs are not charged for by
media outlets.
Chapter Five: Evaluation

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This chapter will provide more information about the tactics that we have developed for
this campaign. Each tactic will include a summary of the tactic, its potential effects, suggestions
for evaluation, and how to follow up. This evaluation is essential in determining the overall
success of this campaign.
Rack Card:
Summary: The rack card will be distributed to customers of each business and the general public

44
to advertise Mercy Endeavors Senior Center and to be distributed to businesses in the Lower
Garden District and Irish Channel. A rack card is an easy way to distribute information about
the organization and their goals. We suggest that an intern or staff member at Mercy Endeavors
distribute rack cards to businesses in the Lower Garden District/Irish Channel and to the
Magazine Street Business Association by physically handing them out.
Potential Effects: A rack card will potentially increase awareness for businesses that are located
in the same area. They will provide an inexpensive and effective form of tangible advertising for
promotion of Mercy Endeavors Senior Center. The rack card includes sponsorship level,
description of the campaign and general information on Mercy Endeavors. A rack card should
be used in years one and three as it will open a stage for businesses and allow customers to find
out more information about Mercy Endeavors. This will increase networking and create a bridge
between businesses in that area. This will implement the current and future goals that Mercy
Endeavors has planned. In the event that a business denies a rack card simply because they do
not accept solicitation materials or for any other reason, Mercy Endeavors can retain the rack
card for members and staff to distribute at their home location. If Mercy Endeavors has to print
more, we believe that the funding should come from the existing budget that we have provided
for you.
Evaluation: A rack card is an easy way to distribute information on the organization and their
goals. A rack card will potentially increase awareness for businesses that are located in the same
area. They will provide an inexpensive and effective form of tangible advertising for promotion
of Mercy Endeavors Senior Center. Gauging success of the rack cards is evaluated through the
feedback from businesses and potential donors that view the rack card. This is also evaluated by
how visible the rack card is
Follow Up: If the rack cards are successful, we suggest that Mercy Endeavors to continue to
make yearly rack cards to be distributed to the businesses in that area and to continue using
these for future events/advertising opportunities. If a rack card is not successful, Mercy

45
Endeavors can either modify it based on the negative feedback or completely remove it from
their program.
Magazine/Newspaper Ads:
Summary: Magazine and newspaper ads are used to advertise events and information on Mercy
Endeavors. This is an effective way to communicate to the media about Mercy Endeavors'
volunteers as well as to publicize how successful the organization is. This is also a way to
increase awareness and provide potential donors. This is to help promote the Birthday
Celebration Bash and highlight to the community about the “Building Bridges to 2018”
campaign, as well to target more potential donors, a print ad will help target a much wider range
of individuals in the Greater New Orleans Area. Gauging success will be a check in sheet at the
event, consisting of name, name of business, telephone number, email and how they became
aware of the event.
Potential Effects: The goal is to target individuals and potential new donors to attend the
Birthday Celebration Bash; raise awareness of the “Building Bridges to 2018” campaign.
Evaluation: Gauging the success of the newspaper and magazine ads will come from the amount
of awareness they created among businesses in the area.
Follow Up: If the ads were successful, we recommend that Mercy Endeavors continue to create
advertisements for networking opportunities for themselves and other businesses in the Lower
Garden District and Irish Channel. If the ads were not a success, Mercy Endeavors can either
modify it based on the negative feedback or completely remove it from their program.
Crossing Bridges Open House Event:
Summary: Our team has determined that an open house at the center for local businesses will
increase awareness of the center and serve as a great networking opportunity for the
community. Also, Mercy Endeavors can show businesses where their money is going and how it
will be implemented for services and the new center. The goal is to attract at least 20 new
businesses to donate to Mercy Endeavors annually while increasing awareness of the center and

46
its services. Also, to show current donors where their investment has been going.
Potential Effects: Businesses will benefit due to the new partnerships and networking they
created by working with Mercy Endeavors. By creating an event such as this one, Mercy
Endeavors is giving businesses the opportunity to network and create more visibility for
themselves. Businesses will also be able to observe where their money is going and how effective
their contribution is. This allows businesses to connect with other businesses who have also
partnered with Mercy Endeavors.
Evaluation: Gauging success of the event involves conducting a survey of individuals who
attended the event. The purpose of the survey will be to determine if this event should happen
for the following years.
Follow Up: If the celebration was successful, we recommend that Mercy Endeavors continue to
have open house events, for networking opportunities for themselves and other businesses in
the Lower Garden District and Irish Channel. If the event was not success, Mercy Endeavors can
either modify it based on the negative feedback or completely remove it from their program.
Birthday Celebration Bash:
Summary: Mercy Endeavors will host the birthday celebration in order to highlight all of the
partnerships that have been built in the past four years with businesses as well as to celebrate
the center's impact on the community. The event will also serve to highlight the success of Mercy
Endeavors' "Building Bridges to 2018" campaign as well as the new location.
Potential Effects: Business will benefit in the sense that it is a celebration of the partnerships
built and it shows businesses exactly where their money has gone. It also allows businesses to
connect with other business in the Greater New Orleans area who have partnered with Mercy
Endeavors. This would give Mercy Endeavors access to media coverage, networking
opportunities with other businesses and a chance for Mercy Endeavors to stand out from other
senior centers and share in the success of the celebration of New Orleans' 300th birthday.
Evaluation: Gauging success of the event involves conducting a survey of individuals who

47
attended the event. This will be executed by a sign in sheet, where people will leave contact
information and your staff can contact them by email.
Follow Up: If you feel that the celebration was successful, we recommend that Mercy Endeavors
continue to do it again based on the rationale provided previously. If the event was not
successful, Mercy Endeavors can either modify it based on the negative aspects or completely
remove it. In the event that this event is a one time event, we recommend Mercy Endeavors
continue to follow through with other events outlined in the plan.
Media Release:
Summary: The media releases will serve as a way to communicate to the media the success of
Mercy Endeavors' "Building Bridges to 2018" campaign. This includes events such as the
Birthday Celebration Bash, the crossing bridges open house as well as announcing the launch of
the campaign this year.
Potential Effects: Mercy Endeavors will attempt to attract at least one TV news outlet and at
least two newspaper news outlets to cover the Birthday Celebration Bash and the end of the
campaign. The media releases will increase awareness of the center as well as the events being
hosted by the staff and members of Mercy Endeavors. This will benefit Mercy Endeavors, as it is
free coverage.
Evaluation: Success will be gauged by the amount of local coverage that is garnered for the
campaign. Our team believes that if at least one TV outlet and two print media outlets cover the
campaign from its launch and to specific events, awareness will increase about this campaign
and Mercy Endeavors. Also, Mercy Endeavors should create free Google or Bing news alerts
about the center and events that are hosted. These are easy notification that can be sent to your
organization’s email address and can notify your staff of successful coverage.
Follow Up: Our team believes that in order to successfully build a relationship with local media
and ensure the campaign is effectively covered, Mercy Endeavors should have a constant
communication with the press. If your organization believes that the media releases are not

48
successful or are not garnering coverage, our team suggests that you contact media outlets
directly. Also, Mercy Endeavors can reedit the release to the language that you feel is
appropriate and would garner coverage.
Networking Events:
Summary: Local networking events would serve as a way for Mercy Endeavors to recruit
volunteers from a higher pool of potential volunteers. This would be easy by making a presence
at local colleges, high schools, churches and professional organizations.
Potential Effects: This tactic will attempt to build a volunteer base to help with events and future
projects for the campaign. More volunteers would mean more staff to help your current and
future center. Networking events will increase awareness by targeting a specific audience
directly by attending their own event.
Evaluation: The number of volunteers recruited will gauge the success of this tactic. As stated
earlier, our team has suggested a goal to reach in terms of volunteer staff that would assist your
current operational staff and ensure the success of this campaign.
Follow Up: Our team believes that this tactic will be beneficial to recruiting a volunteer base to
assist the current staff in daily operations as well as to execute the remainder of this campaign.
Business Customer Challenge: Bridging the Gap
Summary: Four businesses will recruit at least five customers to donate to Mercy Endeavors. If
one business will match the highest customer donation and offer a prize (up to the discretion of
the business), Mercy Endeavors can increase donations from individuals and attract new
businesses to become annual donors. The plan is to target at least four businesses that will in
turn attract at least five customers to donate to Mercy Endeavors. Our team expects to raise at
least $500 from each business. Businesses will only be obligated to match up to $50 of the
highest customer donation. This is to ensure that matching a large donation would not turn
businesses away from participating. As our team has pointed out in this campaign, Mercy

49
Endeavors could continue to encourage businesses that their donation is tax deductible to help
offset costs.
Potential Effects: If this tactic is executed, our team believes it will lead to more donors for
Mercy Endeavors as well as increase positive awareness of your organization and the
participating business. Our team chose a large number of businesses to target in the event of the
plan not being accepted by targeted businesses.
Evaluation methods: The number of businesses that accept this plan as well as the new number
of donors are the best way to gauge the success of this tactic. Also the amount of new funds that
are donated to Mercy Endeavor will be another way to determine how successful this tactic was.
Follow up: Continue to try to implement this tactic is it is deemed successful and it achieves our
goals or exceeds our goals. If the plan is unsuccessful, it is a tactic that can be revisited or even
terminated if need be.
Window Clinger:
Summary: The window clinger would be a way for businesses to show their customers and the
community that they support Mercy Endeavors and help build awareness. This would be an
exclusive item that businesses receive when they become Crescent City Connection and Twin
Span sponsors. This tactic would carry out though the entire campaign as new sponsors signed
up. As shown in our budget, the costs of these window clingers are built into the sponsorship
levels that they are given out to.
Potential effects: Distributing window clingers to sponsoring businesses would help to increase
awareness of Mercy Endeavors. It could also lead to Mercy Endeavors gaining even more
potential sponsors and donors. Our team believes that it is unlikely for businesses to not accept
and display the window clingers, as they are included in their select sponsorship levels.
Evaluation method: The number of responses and businesses that donate will determine the
amount of window clingers sent out. The goals of the window clinger are that we plan to target

50
180 businesses in the Magazine St. Business Association and we hope to receive at least 90
responses.
Follow up: If feedback from this tactic is positive and it equates into more businesses reaching
out to Mercy Endeavors then this is something that should be permanently implemented.
Reusing the same design for window clingers or even designing a new one would both be
adequate options. In the event that another business notices the window clinger and interested
in one, they will be referred to the different sponsorship levels available.
Quarterly Newsletter:
Summary: The newsletter would inform donors of news and events happening at Mercy
Endeavors and help show donors where their investment is going. This would be a letter sent to
new donors and sponsors.
Proposed effects: This is a communication tool that will keep donors informed about upcoming
events, news and where their funds are going with the organization. This is a way to keep an
effective and useful relationship between Mercy Endeavors and the sponsors.
Evaluation methods: A way to evaluate the success of the newsletter is that it directly correlates
with the amount of new sponsors. An increase in newsletters means that there has been a
increase in sponsorships. Which in turn means that we have successfully reached our goal of 90
plus sponsoring businesses.
Follow up: Our team believes that a newsletter is an effective way to communicate to donors
where their funds are going and the goal of the newsletter is to help with donor retention and
keep them involved with the organization. A great way to gauge the success of the newsletter is,
the more newsletters that we send out directly correlate with the increase in donorship.
Website Update:
Summary: With an updated website, it will be easier to reach the public and potential donors. A
digital presence allows you to be easily accessed and allows you to share your messages via the

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internet. Your current website should be updated to include the new sponsorships. If you
choose to implement this tactic, your website should include a link describing this campaign.
Through an updated website, accessibility can be more easily directed.
Potential Effects: By utilizing your existing digital platform your organization can connect with
local businesses and support their products and services. In return, those businesses will help
share your message via internet platforms.
Evaluation: Success will be gauged by the update of the website and its effectiveness through
accessibility and use. With the help of services such as Google Analytics, which generates
detailed statistics about a website's traffic, this will easily allow you to determine the success of
this tactic.
Follow Up: We can gauge the success of the updated website by reviewing the number of visits
and hits the website maintains and if they have been increased. We believe that this tactic will be
useful because it will boost your online web presence and potentially create more awareness.
Radio PSA:
Summary: A radio PSA is a free and potentially effective communication tool that can inform the
general public of upcoming events and news about your organization. Our team believes that a
PSA, based on the lack of current staff and tight budget, can be a great way to build awareness
throughout the community.
Potential Effects: This will attempt to increase awareness of the organization as well as the
events being hosted. A downside could be that the PSA is not covered.
Evaluation: Success will be gauged through a post event survey from the Birthday Celebration
Bash of guests who attended to see through what method of communication they were informed
about the event.
Follow Up: Our team believes that if this tactic is successful, it should be used for future events.
If it was not successful, we recommend that you modify the contents of the message or
completely remove it from the campaign.

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Appendix

Mercy Endeavors Senior Center Plansbook

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