Girls on the Run New Orleans Fund the Run Campaign

7/27/2019 Girls on the Run New Orleans Fund the Run Campaign

http://slidepdf.com/reader/full/girls-on-the-run-new-orleans-fund-the-run-campaign 1/40

1

Girls on the Run International

Background

Founded in Charlotte, N.C., in 1996 by Molly Barker, Girls on the Run International focuses on

empowering young girls to improve their self-esteem. They do this by encouraging girls to become active

and healthy through a running-based curriculum. This organization’s official website states their mission is

to “inspire girls to be joyful, healthy and confident using a fun, experience-based curriculum which

creatively integrates running.” According to their website, GOTRI core values include “recognizing our

power and responsibility to be intentional in our decision making, embrace our differences and find

strength in our connectedness, express joy, optimism and gratitude through our words thoughts and

actions, nurture our physical emotional and spiritual health, lead with an open heart and assume positive

intent, and stand up for ourselves and others.” GOTRI was officially recognized as a 501(c)(3) nonprofit

organization in 2000.

Curriculum

The GOTRI curriculum is targeted to girls age 8 to 13 and is divided into three parts and is delivered

over 10 to 12 weeks. The first eight lessons focus on girls getting to know themselves, the second eight

lessons focuses on team building and the third eight lessons focus on contributing to the community and

learning about messages from the world at large. Girls in 3rd through 5th grade participate in the Girls on

the Run curriculum while girls in 6th through 8th grade participate in the Girls on Track program. Both

curricula are tailored to each age group and include discussions on healthy body image, teamwork and

healthy relationships. Both curricula culminate in a 5k race. The curriculum is consistent at individual

council locations internationally.

Volunteers

Volunteers are an integral part of GOTRI. More than 52,000 volunteers helped GOTRI in 2012.

These include volunteer coaches who oversee a small group of girls through the season to running buddies

who volunteer as supporters to run alongside girls during their end-of-season 5k. Additional support is also



2

done through SoleMates, which provides adult supporters the opportunity to raise money for Girls on the

Run while training for their own athletic event.

Sponsorships

GOTRI has five national partners including Athleta, Goody, Secret, Garmin and Gamma Phi Beta. In

addition, through partnering with Action Plus, GOTRI is able to produce apparel and merchandise that is

sold on their website and also sold to individual councils at cost in order to promote fundraising. National

sponsors such as Goody feel that they “share a similar mission with Girls on the Run to give girls and

women tools that make them feel great about who they already are, and allow them to confidently express

themselves in any setting.” Others, like Secret, have received positive feedback from their consumers about

the organization.

Competition

What differentiates GOTRI from similar organizations is the blending of running into an

educational curriculum. National competition includes the Girl Scouts of America, which serves more than

2.3 million girls annually and seeks to instill confidence, strength and character in girls age 5 to 17. The

Beautiful Foundation is also a national organization that targets African-American girls that inspires them

to pursue education and social entrepreneurship through an after school program. Girls Inc. is an

international organization that “inspires all girls to be strong, smart and bold” through various programs

that help girls 6 to 18 navigate gender and social barriers. While these national and international programs

have similar missions to GOTRI, they do not offer the blend of a running and educational curriculum. In

addition, these programs target a broader group of girls and are meant to be ongoing programs. GOTRI

boasts a shorter curriculum instead.

Media Coverage

GOTRI coverage has included publicity in Runner’s World, Forbes, The National Post, Shape

Magazine, People, Fitness Magazine, Running Times and on CNN, NBC and ESPN. However, each GOTRI

council operates individually, which means public relations and advertising campaigns vary from council to

council. Currently, GOTRI does not have an overarching public relations or advertising program. GOTRI

does operate national Facebook, Twitter, YouTube and Flickr pages. Their Facebook page boasts more than



3

22,000 likes, their Twitter more than 10,000 followers and their YouTube channel has 59 subscribers with

more than 38,000 total video views.

Girls on the Run New Orleans

Background

Girls on the Run New Orleans was founded in 2010 and is led by Executive Director Katie Sawyer.

GOTRNOLA currently operates out of 10 schools within Orleans Parish, including Academy of the Sacred

Heart, Andrew Wilson, Arthur Ashe, Ecole Billingue, the International School of Louisiana, Joseph Craig,

Louise McGehee, Success Preparatory Academy, Lusher Charter School and Ursuline Academy.

Curriculum

GOTRNOLA runs two seasons annually, one in the fall and one in the spring. Program costs for

participants are on a sliding scale, ranging from free to the full cost of $200. The end of the fall season

culminates in a private 5k event, while the spring season culminates in a public 5k run, where anyone

interested in participating is allowed to. GOTRNOLA requires program sites to provide at least two

volunteer coaches in order to maintain a working volunteer base that doesn’t place a strain on GOTRNOLA

as a whole. Executive Director Katie Sawyer cited other GOTR organizations that expanded too rapidly and

were forced to take a season off to recover as the reason for this decision. Most recently, GOTRNOLA

implemented two separate yet similar curricula for the fall and spring seasons. This was done to meet the

demand of participants wanting to repeat a season with GOTRNOLA yet not experience the exact same

curriculum as they had previously. GOTRNOLA places a two-season limit on program participants in order

to allow as many girls as possible to experience GOTR.

Sponsorship

GOTRNOLA has gained the sponsorship of many local New Orleans businesses including:

● Rigby Financial Group

● Kentwood Spring

● Abita Beer



4

● Landry’s

● Southern Runner

● Jimmy John’s

● Varsity Sports

● New Orleans Ice Cream Co.

● Louisiana Running Co.

● New Orleans Track Club

● Brian Gille Architects

● LaPorte

● Yogurtland

● GNC

In August 2012, GOTRNOLA received a $20,000 grant from the Coca-Cola Foundation at the

Essence Festival this past summer. While the sponsor list for GOTRNOLA is prolific, it does not distinguish

between current sponsors and one-time donors. Additionally, GOTRNOLA has hosted fundraisers through

Reginelli’s and the New Orleans Hornets that were not considered very successful.

GOTRNOLA offers various ways for the public to support the organization. When an individual

donates online, they are told $25 buys water bottles for one team, $50 trains a coach, who can in turn train

new coaches, $100 provides the curriculum and supplies for one team of 15 girls, and $200 funds an

individual girl in need. GOTRNOLA in turn, offers support for pending members who are apprehensive

about joining. In addition, adults seeking to support GOTRNOLA can participate through their SoleMates

program, which states that a $262 donation provides a full scholarship for one girl. Registration for

SoleMates is $15and GOTRNOLA asks participants raise a minimum of $100. SolesMates provides the

opportunity for participants to find running buddies for New Orleans running events, with the most recent

SoleMates team running event being the Crescent City Classic on March 30. Supporters are also able to

donate to GOTRNOLA online.

Media Coverage



5

GOTRNOLA has also gained the attention of local media outlets, such as The Times-Picayune, the

Nola Defender and Good Nola.

Competition

There are several groups that pose a threat to GOTRNOLA. Most notably is the recent founding of

the GOTR St. Tammany Council. While this council serves a different parish, it could drive away potential

participants and supporters from GOTRNOLA. Within Orleans Parish, Youth Run NOLA is an after-school

running program founded in 2010 consisting of twice-weekly practices that seeks to empower youth

through running. With a similar running focus, Youth Run NOLA may sway participants and supporters

away from GOTRNOLA. Girl Scouts of Louisiana East is another competitor, which serves girls throughout

Louisiana and has existed as a national organization for more than 100 years. God Girls, Inc., another

competitor, seeks to give young girls in New Orleans a faith-based curriculum to enhance their mental and

physical health through support and positivity. This program is similar to GOTRNOLA through mission

and may draw those who want to donate to a Christian-based curriculum. Finally, Girls First is a local

nonprofit that provides physical activity to underserved girls at Tulane University. While the structure

differs from the GOTRNOLA curriculum, its mission and physical proximity makes them competition for

supporters and participants.

Previous Media Campaigns

To date, GOTRNOLA has not implemented a public relations and advertising campaign, nor do they

have a current campaign outside of their website and online newsletter. Through an interview with

Executive Director Katie Sawyer, most of the expansion of GOTRNOLA has been facilitated through word

of mouth. However, GOTRNOLA does operate a Facebook and Twitter. Their Facebook has 1,638 likes and

their Twitter has 256 followers. Their Facebook is updated on a regular basis, while their Twitter is sparsely

updated with February 2013 seeing only five original tweets in total.

Current Information

GOTRNOLA is currently in their fourth season, with their public spring 5k scheduled at Audubon

Park on Sunday, May 12. GOTRNOLA has implemented the Girls on Track program at two sites and allows



6

online registration for participants at Louise MeGhee. They are looking to expand their program into two

schools in Jefferson Parish for the fall 2013 season.

Secondary Research

Case Studies

We found more than 14 case studies highlighting the importance of programs that aid the

development of self-esteem in young girls. Collectively, we learned the following:

● In sport and self-esteem programs there were more positive differences in girls who participated in

programs likes GOTR than those who didn’t. These benefits include increased physical well-being,

mental health, social awareness and support for peers. (Social Cognitive Factors Associated With

Physical Activity in Elementary School Girls)

● A de-emphasis on competition in athletic and recreational programs still provide the same benefits

a competition- based program would. (There’s No “I” in Team)

● GOTR boasts an innovative and unique curriculum that includes education about the “girl box,” a

term coined by GOTR founder Molly Barker that talks about the unrealistic expectations placed on

young girls and how to overcome those expectations. (Girls on the Run: Coping with the Crisis of

Cultural Pressure)

● Self-esteem in young girls is focused on internal and external appearance appraisal. (Concurrent

and Longitudinal Predictors of Self-Esteem in Elementary and Middle School Girls)

● Internationally, GOTR has a positive reputation and has rapidly expanded to more than 200

councils since the program’s inception in 1996. (Girls on the Run International: “A Lot More than a

Running Program”)

● GOTR and Girls on Track may produce increases in self-esteem, body size satisfaction, commitment

to physical activity and frequency of physical activity. In addition, gender specific programs like

GOTR provide the framework necessary to promote physical activity to achieve the desired benefits.

(Changes in Pyschosocial Factors and Physical Activity Frequency Among Third to Eighth-Grade

Girls...)



7

● Adolescent girls who participate in sports are less likely to suffer from low self-esteem despite

ongoing exposure to socio-economic pressures in the media, such as the belief thinness is a desired

physical trait. (Playing Like A Girl)

● Girls who participate in recreational activities such as running are less likely to develop symptoms

of depression during adolescence. (Pubertal Development Moderates the Importance of

Environmental Influences on Depressive Symptoms in Adolescent Girls and Boys)

● Emotional effects of emotional branding have shown to develop a deeper interest in reaching a

target audience. As an audiences makes emotional associations with a product, the more likely they

are to continue being repeat consumers. (Emotional Branding Pays Off: How Brands Meet Share of

Requirements through Bonding, Companionship and Love)

● Nonprofits routinely find success through engaging the public in high-impact programs that are

characterized by “sociality, market orientation and innovation.” (Competitive Strategy in Social

Entrepreneurial...)

● Nonprofits routinely find success when their leadership possess entrepreneurial skills and

businesslike practices. (Balancing Market and Mission: A Nonprofit Case Study)

● Research focused on community-based participation benefits nonprofits as it allows them to alter

their organizational practices to better suit the community they are serving. (Who Benefits From

Community-Based Participatory Research?)

● Nonprofits are most likely to work with other nonprofits to provide services or strengthen the

community as an important capacity-building strategy. In the Greater New Orleans area, 87 percent

of nonprofits engage in partnering with another nonprofit and 69 percent partner with businesses

or employers. (Urban Institute report on human service in the greater New Orleans)

● With pop culture influencing what girls should look like physically, it is also changing the portrayal

of women, going from meek ingénues to strong heroines. This can be found in television shows such

as “Xena: Warrior Princess and “Buffy the Vampire Slayer,” which gained momentum in the 1990s.

This illustrates a changing cultural shift of the societal expectations of girls and women, both good

and bad. (Power Feminism, Mediated: Girl Power and the Commercial Politics of Change)



8

An overview of the selected case studies can be found in Appendix B.1.

Media Coverage

To Date, GOTRNOLA has received online and print placement in The Gambit, The NOLA Defender,

NOLA.com, the Mukilteo Beacon and the Magnolia News. NOLA.com has given GOTR the most media

placement, highlighting their program a total of four times since 2012.

For a detailed media coverage report, see Appendix B.2.

Social Media

To Date, GOTRNOLA operates a Facebook and Facebook. Their Facebook page boasts 1, 706 fans,

their Twitter 256 followers. Posts on Facebook average about three to four posts per week and their Twitter

posts average 5-6 tweets per month. In addition, GOTRNOLA videos highlighting their 5k can be found

online but are posted from private YouTube accounts.

For a detailed social media evaluation, see Appendix B.3.

Academic Evaluations

The semi-annual survey distributed by GOTRI evaluates the efficacy of the program through

measuring self-esteem, body factors and eating attitudes of participants before and after participating in

the program and is published by the Journal of Physical Activity and Mental Health. The results in the most

recent academic assessment show program participants had significantly higher commitment to physical

activity, higher activity levels and increased positive body image. They also reported an increase in self-

esteem, physical activity, social support for physical activity and decrease in body size dissatisfaction. The

findings were consistent across income levels, race, ethnicity and number of seasons participating.

For a sample of the academic evaluation results, see Appendix B.4.

Primary Research

Method

In order to gather quantitative and qualitative data, Princess PR chose to employ surveys and in-

depth interviews. Surveys were useful in gathering large quantities of data and gauging general awareness



9

of GOTR across a variety of demographics. In-depth interviews provided a more personal and qualitative

view of the individuals. After multiple attempts, we found the methods of surveys that worked best to gain

community feedback. The initial surveys and in-depth interviews were distributed during February 2013

and the follow-up in-depth interviews were compiled in March 2013.

We chose to use several methods for distributing surveys including in-person and Internet

distribution. Distributing surveys during Mardi Gras, before and between parades, was an interesting

venture with little success. Many respondents were disinterested in filling out a survey, and logistics

prevented people from completing surveys with relative ease. We found that canvassing local grocery stores

was an effective way to sample a broad range of people and find our target audience. We specifically chose

Rouses on Tchoupitoulas Street, Whole Foods on Magazine Street and Walmart on Tchoupitoulas Street in

order to gain a wide variety of demographics as each of these caters to a slightly different market.

For Internet distribution, we employed two sources. First we posted the link to the Google form

survey to a New Orleans-specific public message board (reddit.com/r/neworleans). Second, we selected

friends and coworkers with broad local networks to share the survey among their friends, family and

coworkers. They emailed the survey and posted it to their own social media sites.

In the initial stage, each team member was instructed to complete at least one in-depth interview

and collectively we aimed for 200 survey responses. We succeeded in conducting five in-depth interviews

and receiving 170 survey responses, 144 of them being online responses. The rest of the responses were

logged afterward. After the information was collected, we analyzed the data for the top strengths and

weaknesses. That information can be found in the SWOT analysis section.

Survey Results

The majority of survey respondents (49 percent) were between the ages of 25 and 34 years old and

the majority (59 percent)of those were female. Household incomes were very diverse with between 10 and

23 percent in each range. The largest portion, with 23 percent of the respondents, was the $35,000-54,000

range. Within the New Orleans area the geographic distribution of respondents was diverse. The largest

percentage lived in the 70115 (19 percent), 70118 (18 percent), 70119 (14 percent) and 70125 (9 percent) ZIP

codes.



10

Although 20 percent of our respondents replied that they did not volunteer, those who did were

most commonly education-based (26 percent), youth (18 percent) and art/music (12 percent) programs.

This shows that our target audience is already interested in the type of program GOTR offers. The majority

(44 percent) said that they volunteer several times per year and learn about new opportunities through

word of mouth (38 percent), online (25 percent) and local news (17 percent). As expected, friends and

family (35 percent) were among the top opinion influencers, followed by news outlets (15 percent),

professional organizations (11 percent) and coworkers (14 percent).

We found that 80 percent of respondents with children reported their children participating in

some kind of after school program. Of those, children were primarily involved in sports (31 percent),

arts/music (31 percent) and educational (18 percent) activities.

Our research shows that GOTR has a distinct problem with awareness. Eighty percent of our

respondents were not at all familiar with GOTR and only nine percent were very familiar or extremely

familiar with the organization. The majority of respondents were also unfamiliar with the competition

including the Beautiful Foundation, the Infinity Initiative, Youth Run NOLA, Saving America’s Youth and

Boys Hope Girls Hope. Girl Scouts was the only competitor that had significant awareness with more than

75 percent of all respondents being familiar, very familiar or extremely familiar. Of those surveyed with

children attending schools in which GOTR operates, only one-third reported any familiarity with GOTR.

The majority (67 percent) of those who reported any familiarity also reported having no children.

Many respondents expressed interest in the issues that GOTR addresses and with the type of

program offered and more than 88 percent of all respondents showed interest in having their daughter

participate in or themselves volunteering with an organization like GOTR.

Sample surveys can be found in Appendix A.4. For compiled Survey results, see Appendix A.1.

Interview Results

● Parent interviews

All of our in-depth interview respondents expressed healthy body image and self esteem were either

very important or extremely important, and four out of five indicated that conforming to stereotypes is not

at all important. Similar to the survey results, respondents tended to get their daily news from news outlets



11

and online sources. They each expressed an interest in volunteering with, donating to or having their

daughter participate in “an education based youth program that encourages self -esteem and positive body

image for young girls.” All of the respondents with children indicated that their children participate in a

variety of after-school activities. Of those who give annual contributions, the majority learned about new

volunteering and philanthropic opportunities through word of mouth and other personal connections.

● Company interviews

In our second series of interviews, we approached local business owners and managers to discuss

their business’ practices for contributing to charity and establishing partnerships. All of the companies

interviewed in this process are interested in contributing to local nonprofits. Some stores prefer to donate

merchandise while others prefer monetary donations. For example, Perlis is typically most interested in

donating their products to be used in auctions as opposed to giving flat monetary sums. Perlis was less

selective than other companies in what organizations they donate to. Others were highly selective in the

type of organization, for example, Southern Runner will specifically sponsor running groups or teams with

monetary donations, products or discounted merchandise and uniforms. Southern Runner was interested

in a committed partnership that would benefit both sides. Companies were mostly interested in engaging in

a mutually beneficial public partnership and did not expect anything directly in return.

We also interviewed members of the 610 Stompers to get an impression of the willingness of

philanthropic nonprofit organizations to support our cause. We found that they give large grants at the at

the end of each year, typically with one major grant and one smaller one. In order to be consider for this

grant, organizations must apply and have a positive image in the community. They will be chosen based on

need and the potential for effective use of the money. While the members have a shared interest in children,

they do not specifically target children’s groups to support. The 610 Stompers look for an open partnership

where both parties gain exposure and fully support one another.

In addition, we had the opportunity to sit in on an interview between the Greater New Orleans

Foundation and the Shawn M. Donnelley Center for Nonprofit Communications on March 5. GNOF works

with nonprofit organizations to make them visible to potential donors and also seeks out donors to support

local nonprofits. They also host workshops for nonprofits that focus on fundraising and self-promotion. To



12

date, the GNOF has provided more than $100 million to New Orleans nonprofits throughout the past 25

years. GNOF had stated they had worked with GOTRNOLA previously, but GOTRNOLA had not been a

grant recipient through their organization.

The GNOF stated the most important thing for nonprofits is to provide assessment results to

potential donors and supporters. This means showing that the nonprofit organization has significant

measurable results that can be seen. They also discussed relevance and the importance of self-awareness

and consistent branding in succeeding in gaining a consistent stream of income.

For detailed results, see Appendix A.2.

Organization Correspondence

In conversations with GOTRNOLA Executive Director Katie Sawyer, both in class and via email, we

learned many things about the organization’s structure and what she sees as its main challenges and

strengths. Sawyer discussed with us their lack of staff and that she is the only paid staff member and is only

part-time. She discussed their current funding status including the recent $20,000 grant from their

national partner, Coca-Cola, which is their largest grant to date. GOTRNOLA does not directly receive

financial support form GOTRI. At this time GOTRNOLA has no sponsors committed to giving annual

donations but have been successful in retaining donors year-to-year, including a fundraising night at

Reginelli’s (this is not yet a recognized annual event). They have not looked into long-term giving

commitments with sponsors but are in the beginning stages of developing an individual giving campaign.

During a brainstorming session with other similar councils, they determined that they had similar

challenges such as “funding, first and foremost.”

In promoting the SoleMates program and the seasonal 5k, Sawyer expressed partnering with

existing running communities has been successful. They currently have interns that are part of Tulane

sororities and are finding benefits in that partnership. Sawyer expressed interest in future partnerships

with sororities for philanthropy projects and as role models for participants.

For correspondence and interview notes, see Appendix A.3.

SWOT Graph



13

Strengths Weaknesses

● Proven positiveimpact(academicevaluations)

● Passionatecommitment

● Nationalsupport/recognition

● Scandal-free ● Everyone

wins/non-competitive

● Relatable/achiev able mission

● Good national

sponsors ● Mobile/can

happenanywhere/convenience

● Permanentcurriculum

● Weak socialmedia

● Lack of staff ● Lack of

awareness ● Lack of national

funding ● Lack of news

coverage ● Lack of

permanentsponsors

● No recognizedannualfundraiser

Opportunities Threats

● Volunteers/goodlocal community

● Community service (mediaexposure etc)

● Location (allkinds of events,runningcommunity, oneof the largesttriathloncommunities,

ample space) ● Donors ● Support of other

nonprofits ● Colleges and

sorority partnerships

● Other nonprofits

(See:

“Competition”)

● Funding ● Lack of

awareness ● Other after-

school programs

(See:

“Competition”)



14

SWOT Analysis

Strengths

Through secondary research, we found that participation in a 10-week program led to girls

reporting increased self-esteem, physical activity, social support for physical activity and decrease in body

size dissatisfaction. The overall increase in social support for physical activity also showed the impact on

families, friends and community members who changed their exercise attitudes and behaviors as a result.

This proves that GOTR has a positive impact on its participants and that it is a strength of the organization.

These impacts and attitudes will last potentially for a lifetime and help girls achieve their goals. GOTR has a

set of core values that their leaders are committed to including, recognizing the power and responsibility to

be intentional in one’s decision making; embracing everyone’s differences and find strength in everyone’s

connectedness; and expressing joy, optimism and gratitude through words, thoughts and actions. Through

contact with Sawyer, we have established that her commitment to theses values drives the success of the

coaches and teams. The leaders of GOTR have also instilled a permanent curriculum which is to be followed

by each council. This is a strength because it demonstrates consistency in the program and delivers the

same activities to develop the proven life-changing skills for the young girls. National commitment is a

potential strength because it provides a community of other councils that can support each other and a

connection to larger level sponsors.

Maintaining a clean reputation is important in attracting good partnerships and participants. If the

organization were tainted by scandal, they would be less trusted to provide positive influences to

participants. It is shown in the academic evaluations that the non-competitive nature of the program

instills confidence through personal success. This also relates to having a relatable and achievable mission.

Participants are able to relate to coaches and the desire to be healthy. This can bring in more participants

because the goals are within their reach. National Sponsors, while not always providing direct financial

support, are good connections to have and can provide national recognition for our small council. The

mobility of GOTR is a very positive strength because it allows any school to participate without worrying



15

about having a designated track or field that many low-income areas may not have. This helps GOTR

achieve their mission of not limiting participants based on income.

We believe the greatest strength of the organization is the passionate commitment Katie Sawyer as

director, and the organization’s participants possess. The support of great leaders helps translate

GOTRNOLA’s mission and goals to its participants.

Weaknesses

As shown in our primary research, 80 percent of our survey respondents were not familiar with

GOTRNOLA. Lack of awareness means people will not donate, participate or advocate for the organization.

As a nonprofit, GOTRNOLA relies on community support and donations to survive. GOTRNOLA does not

receive any funding from GOTRI. Lack of news coverage is related to the lack of awareness and could be

used to combat the issue. After we constructed a media coverage report, we found only a few stories written

about GOTRNOLA and the activities involving them. According to our primary research, a significant

portion of our target audience receives at least a portion of their daily news from local news outlets. Social

media is another outlet that can be used to increase awareness and involvement. At this time, GOTRNOLA

is lacking in its potential use of social media to connect to their audiences, particularly young coaches and

volunteers.

The lack of an annual fundraiser is a weakness because it means that donors do not have a

designated time to be reminded about the organization and reminded to continue their commitment to

donating. Lacking permanent sponsorship is a weakness because it inhibits their potential for funding. This

is always a problem for nonprofits because they rely on donations to sustain their mission.

The greatest weakness the organization faces is the community’s current lack of awareness. Many

members of the community have expressed no knowledge of GOTRNOLA. The lack of awareness caused

confusion about what GOTRNOLA has to offer the community.

Opportunities

There is a wealth of untapped sponsorship opportunities in the local community with local

businesses and philanthropic nonprofit organizations that could create sustainable funding efforts. From

our research, all local companies that we interviewed have initiatives that deal with social engagement and



16

responsibility. Community partnerships, either through sororities, fraternities or nonprofits, will aid

GOTRNOLA in expanding their outreach to other communities and grow as a nonprofit while

strengthening local awareness. Being in New Orleans provides a wide variety of opportunities such as

events, the local community and local businesses. There is potential for support from other local nonprofits

that, based on our research, are open to supporting an organization like GOTRNOLA.

In addition, Sawyer says GOTRNOLA has enthusiastic volunteers and connections that enable her

to help spread awareness at some running and athletic events, such as the Crescent City Classic, in New

Orleans. According to her, New Orleans has a thriving athletic community that could provide volunteers

and support for GOTRNOLA.

As a part of the GOTR curriculum, each team participates in a one-day community service project

towards the end of the season. This outreach into the greater New Orleans area has the potential to garner

positive media exposure through positively impacting the community.

The greatest opportunity for the organization is the wealth of local companies and nonprofit

organizations with social responsibility initiatives interested in working with an organization like GOTR.

Threats

A major threat to GOTRNOLA is other nonprofits in the area with similar goals and missions.

Although GOTRNOLA has made substantial progress since they were founded in 2010, there are many

other youth empowerment based nonprofits located in the area such as Girl Up!, the Beautiful Foundation

and the Girl Scouts that can take attentiong away from GOTR. These other organizations may take valuable

donor support from money to supplies and volunteers. Other competition can be seen in other afterschool

programs such as theater and dance classes that may seem more important or more fun. Lack of awareness

is a threat that poses danger to all aspects of GOTR and their mission. It indicates that the community does

not feel connected to the nonprofit and therefore does not have substantial reasons to support its

development and growth.

The greatest threat is the competition with other similar nonprofits, which limits participation

within the community. GOTRNOLA and other nonprofits compete for the volunteers, donors, and

participant’s commitment and availability.



17

Selection

At Princess PR, we believe that the ideal campaign would seize the opportunity to partner with local

companies and other philanthropic nonprofit organizations in order to increase funding and support for

GOTRNOLA.



18

Strategy Statement

Through strategic communication, this campaign will increase funding and support for GOTRNOLA

by targeting three different donor categories:

● Small local businesses

● Local corporations

● Local philanthropic nonprofit organizations

Objectives and Key Messages

Target Message: GOTRNOLA is a worthwhile investment on many levels: education, social justice, and

health. Businesses who donate their time, money, or effort will see a return of their investment in the

community.

Objective One: Educate large corporations, small local businesses and philanthropic nonprofit

organizations on the benefits of supporting GOTRNOLA.

Key Message 1: Supporting GOTRNOLA will give local companies the opportunity to directly invest

in the community on a local level.

Objective Two: Generate a consistent donor base

Key Message 2: Becoming an annual supporter of GOTRNOLA will increase their local visibility

among GOTRNOLA participants, volunteers and the New Orleans community.

Objective Three: Educate nonprofit organizations about the different opportunities to support GOTRNOLA

and how their support can benefit their own organization.

Key Message 3: Philanthropic nonprofit organizations will benefit from the partnership,

collaboration and support of GOTRNOLA. This relationship will in turn increase overall awareness for

partnering organizations.

Benchmarks

Based on our research results, we found GOTRNOLA currently has:



19

● No permanent local sponsors (support is given on a season-by-season basis)

● No annual fundraiser

● Total media coverage in four local outlets since 2010

● One full year sponsor (Coca-Cola)

Quantifiable Goals

By the end of our campaign we will:

● Approach 25 local corporations for donations and support

● Approach 25 local small businesses for donations and support

● Approach 15 philanthropic nonprofit organizations for donations and support

●

Create an annual fundraising event

● Gain media coverage in five print media outlets over the next year; a 60 percent increase in previous

print media placements

Target Audience

Demographics:

Small Businesses:

● Fewer than 500 employees

● Doesn’t possess a corporate social responsibility program

● Donations are based upon the discretion of the business owner

Large Businesses:

● More than 500 employees

● Has a corporate social responsibility program

● Mission is aligned with GOTRNOLA values

Nonprofit Organizations:

● Any size

● Federally recognized as a 501(c)(3)





21

Tactics

The Campaign: “Fund the Run”

Introduction: Girls on the Run New Orleans will begin a fundraising campaign focused on gaining

support from small businesses, large businesses and nonprofit organizations in May 2013. The campaign

will focus on raising money to support the GOTR mission of empowering all girls, not just those who can

afford it. We decided to call the campaign “Fund the Run” because it sounded fun and engaging while being

upfront about the campaign.

There are two key aspects with this campaign, going to these organizations in person to share

information about GOTRNOLA and bringing potential supporters to you through an annual event.

While the campaign will focus on generating funds and creating a consistent donor base, it will also

generate awareness of GOTRNOLA throughout the community.

Through “Fund the Run,” we wanted to emphasize the dollar amount of any donation or support

doesn't matter, much like how GOTRNOLA’s 5k run doesn’t focus on time, but rather the accomplishment

of reaching a goal. With that, our messaging under “Fund the Run” is “support Girls on the Run at your

own pace” to tie back into GOTR values.

The entire campaign will begin May 2013 and will end in August 2014. However, with some small

changes to campaign materials, it can easily be renewed for September 2014 and beyond.

Rationale: In our research we found that you have very limited funds and, as you said, the current rate of

scholarships is not sustainable with your current funding sources. Princess PR set out to figure out how to

increase your funding so that more girls can participate. Our research indicated an untapped wealth of

resources, specifically businesses and nonprofit organizations, who’d potentially would support

GOTRNOLA. Many companies have corporate social responsibility commitments and we believe that you

and your passion, with our tools, can convince these companies that GOTRNOLA is an organization that

they want to support. In addition, smaller businesses often seek to ally themselves with local organizations

to not only help support a New Orleans nonprofit that invests in the city, but also brings awareness to their

business as well.



22

Tactic: “Fund the Run” Sunday Luncheon

Key Messages:

● “Supporting GOTRNOLA will give local companies the opportunity to directly invest in the

community on a local level.”

● “Becoming an annual supporter of GOTRNOLA will increase their local visibility among

GOTRNOLA participants, volunteers and the New Orleans community.”

Target Audience: Nonprofit organizations, small businesses and large corporations

Intended Goal: Raise $10,000 through new partnerships; have 50 attendees

Major Timeline Points:

●

RFPs sent: April 2013

● Resend RFPs: January 15, 2014

● Deadline for bids: February 3, 2014

● RFP job awarded: February 15, 2014

● Save the date (via email): March 20, 2014

● Invitations (via email): June 2, 2014

● RSVP deadline: July 1, 2014

● Event date: July 20, 2014

● Repeat annually

Budget: $1,750

Rationale: This will become an annual fundraising event to expand the budget for the coming year and

will be held prior to the start of the fall season. The purpose is to bring together local businesses and

nonprofits to learn about GOTRNOLA and give them an opportunity to donate and support. This will be a

time to for you to educate attendees on the organization and explain the benefits of supporting

GOTRNOLA. The plan is to have Executive Director Katie Sawyer or a member of the board of directors

make a short 15 to 20-minute presentation highlighting the importance of donor funding and how



23

GOTRNOLA gives back to the community through community service projects and instilling messages of

empowerment and confidence to young women. For a detailed event plan and timeline, see Appendix H.

Tactic: Rack Cards

Key Message:

●

“Supporting GOTRNOLA will give local companies the opportunity to directly invest in the



Intended Goal: Educate the target audience on who GOTRNOLA is and the benefits of supporting

GOTRNOLA.


●

RFPs sent: April 2013

● Resend RFPs: May 15, 2013

● Deadline for bids: June 1, 2013

● RFP job awarded: June 15, 2013

● Deadline for printing: September 3, 2013

● Distribution: Ongoing through August 2014

Budget: $164.95

Rationale: Rack cards are an easy way to share selected information with any audience. They will provide

a brief background of the organization, educate potential donors about GOTRNOLA and explain how

anyone can donate. Rack cards are an easily portable and informal way to distribute information and

initiate contact with potential partners. They will be included in media kits, handed out at buzz-up

presentations and given to potential partners as needed. In addition, rack cards can be handed out to those

not included in the campaign’s target audience, as a rack card offers a simple, yet effective explanation of

GOTRNOLA.

We have redesigned the existing rack card to make it more visually appealing and organized.

For a sample of the redesigned rack card, see Appendix C.1.



24



25

Tactic: Pen and Notepad Takeaways

Key Message:

● “A partnership with GOTRNOLA will in turn increase overall awareness for partnering

organizations.”


Intended Goal: Keep GOTRNOLA present in the minds of the target audience to increase support.


● RFPs sent: April 2013





● Distributed: At luncheon, July 20, 2013 and as needed

Budget: $225.50

Rationale: Takeaways will be given out as a token of thanks and to create a lasting impression for

luncheon attendees and donors. Pens and notepads can be used daily and will serve as a constant reminder

of GOTRNOLA. Notepads and pens can have a high pass-a-long rate, which can increase impressions and

awareness of your brand, which will potentially help to increase awareness throughout the target audience

and beyond. As a useful item, these items will simply not clutter a home or office and are reasonably

inexpensive.

For mock-ups, see Appendix G.



26

Tactic: Media Kit

Key Messages:





● “Philanthropic nonprofit organizations will benefit from the partnership, collaboration and support

of GOTRNOLA. This relationship will in turn increase overall awareness for partnering

organizations.”


Intended Goal: Educate the target audience about GOTRNOLA, their program, and why they should

support them.


● RFPs sent: April 2013





● Distribution: Ongoing through August 2014

Budget: $5.18 per media kit

Rationale: Media kits are useful in gathering information to be shared with media, potential donors and

other organizations. The media kit will be printed and also uploaded to the website and will include the

following:

● Backgrounder: This provides a basic background of GOTRI and GOTRNOLA to highlight both

organizations’ history and success. This will provide a brief glimpse into the work that GOTR does.



27

● Testimonials: Brief stories or quotes from participants and their parents that show the effects of the

organization.

● Myths and Facts: Provides information and dispels misconceptions about the organization and

running in general.

● Rack card: A brief description of the organization’s history and achievements with a focus on ways

to help and support GOTRNOLA.

● Donation information: This will provide an outline of how potentials donors can give, where their

money is going, and what they’ll receive in return. This will have an attached donation form to fill

out and instructions on how to donate online if they prefer.

● Introduction letter: This letter would introduce GOTRNOLA to the company, organization or media

to which it is sent. Each group of the target audience will receive tailored letters highlighting the

different aspects of donating and supporting GOTRNOLA as it pertains to their organization.

A printed media kit will surpass the clutter of email and provide a more formal way to distribute

information. Corporations may prefer to have a paper copy of the information, while others may prefer

digital versions.

For the “Fund the Run” campaign, physical media kits will be given to each “Fund the Run”

luncheon attendee and organizations who receive a “Buzz Up” from Katie Sawyer or a member of the board

of directors.

For samples of media kit materials, see Appendix C.



28

Tactic: Electronic Media Kit

Key Messages:







organizations.”

Target Audience: Nonprofit organizations, small businesses, large corporations and local media outlets

Intended Goal: Educate the target audience about GOTRNOLA, their program, and why they should

support them.


● Upload to website before July 1, 2013

● Update as needed

Budget: $0

Rationale: Currently, GOTRNOLA doesn’t offer any media information on your website. An electronic

media kit is an easy way to make the contents of the physical media kit available to interested parties who

may or may not be the intended recipient of a physical media kit.

Electronic media kits are an easy way to send the resources of the media kit to media and other

sources without the cost and waste of printing. Each component of the media kit will be online in a PDF

format. It should be posted on the website and can be shared easily via email allowing as many people as

possible access to the information. See “media kit” for more information on the contents.



29

Tactic: Press releases

Key Messages:







organizations. “

Target Audience: Local media outlets

Intended Goal: Share information about GOTRNOLA and highlight events.


● All releases should be sent via email to specific media outlets 30 days prior to the event or

immediately following an achievement.

Budget: $0

Rationale: Press releases grab media attention and may result in a story in a media outlet. This will bring

attention to GOTRNOLA and show the successes and progress of the organization, which could attract new

donors, supporters and participants. Increasing awareness of your brand will encourage donors that they

want to be affiliated with the organization. The following are examples of press releases to be sent

seasonally or as needed:

● Seasonal 5k: This will give a brief introduction to the organization and what the 5k is. It will

announce the official date of the season’s culminating event and provide information on how to

register. This will reach beyond the usual running community and encourage people who may not

normally participate in a 5k to register and support the organization.

● Start of the season: This will announce the start of the season and include any major milestones

achieved since the previous season, including recent successes or the introduction of a new site.



30

New major donor: This will publicly announce new partnerships or donors to put a spotlight on

both the organization and the new partner or donor.

● Luncheon: This will be sent after the event occurs and will highlight the event’s success and list

notable attendees.

For sample press releases and media relations material, see Appendix D.



31

Tactic: “Fund the Run” Tiered Donation System

Key Messages:






Intended Goal: Educate large corporations, small local businesses and philanthropic nonprofit

organizations on the benefits of supporting GOTRNOLA in order to increase funding and partnerships.


● To be implemented immediately

● Ongoing program

Budget: $0

Rationale: Providing a detailed outline of potential donation levels and how each amount will impact

GOTRNOLA will encourage potential donors to give. Transparency in levels of donation and how money

will be used may further encourage donors to give. We have given the existing tiers a new image with

running related titles to be more relatable to GOTR. The new levels are as follows:

● “Walker” will replace the “bronze” level sponsorship

● “Jogger” will replace the “silver” level sponsorship

● “Runner” will replace the “gold” level sponsorship

● “Sprinter” will replace the “platinum” level sponsorship

We have also created two new tiers for donation which will target large corporations and commit

them as sponsors for multiple seasons. To qualify for the “marathoner” level, partners will have to donate

$20,000 and will be considered “sprinter” level sponsors three seasons. In addition, they will receive 10

registrations for the annual 5k. Those who give $30,000 or more will be considered “ultramarathoner” level

partners and will be considered “sprinter” level sponsors for five seasons. In addition, they will receive 15



32

registrations for the annual 5k and one employee may act as a board member for the duration of their

partnership. These changes will encourage corporations with greater resources to give lump sums instead

of having to ask them for a small amount each year. The extra benefits of the “ultramarathoner” level will be

a substantial incentive for corporations to provide larger donations. This will also help GOTRNOLA by

having more 5k participants who may continue to participate after the conclusion of their sponsorship or

may be interested in becoming SoleMates to individually support GOTR.

The slogan for this new system will be “Support Girls on the Run at your own pace.”

For a sample donation sheet, see Appendix C.2.



33

Tactic: “Buzz Ups”

Key Message:




Intended Goal: Educate large corporations, small local businesses and philanthropic nonprofit

organizations on the benefits of supporting GOTRNOLA.


● During the first week of each month, contact five potential supporters to schedule presentations

●

Send thank you card within one week after meeting

Budget: $0

Rationale: “Buzz Ups” are quick and personal way to reach out to local businesses and organizations to

provide them with information about GOTRNOLA and why they would be good partners. This will be a

time to give a quick, 15-minutes presentation to explain to organizations why they should support

GOTRNOLA. These will take place on-site, so you will want to bring rack cards, business cards and media

kits to this event. It is ideal to leave behind one media kit and rack cards as needed.

These are talking points intended to be presented in person to the target audience. These are

intended to be flexible based upon the person presenting them. No presentation should exceed 15 minutes.

● Introduction

○ What is GOTR? Talk about the mission and goals of the organization as a whole.

○ Give potential new partners a quick background on the organization and what “Girls on the

Run” means. They need a reason to engage.

● GOTRNOLA

○ When did it start? How and why was a council started here? Why is it so important -

nationally and locally?





35

Tactic: Thank you cards

Key Message:



Target Audience: Potential donors and supporters, specifically Luncheon attendees and “buzz up”

recipients

Intended Goal: Continue contact with potential donors and supporters to encourage them to give.


● To be sent within one week after the conclusion of a donation, event, or “buzz up” presentation

●

Ongoing program

Budget: $176.44

Rationale: A thank you card is a simple way to thank a donator, supporter, a company that listened to a

“buzz up” presentation or any other person who positively impacted GOTRNOLA in some way. Sending

personalized, handwritten cards from you, other GOTRNOLA board members or volunteers sets

GOTRNOLA apart from other nonprofit organizations seeking support for their programs. The goal of

sending out thank you cards is to bring GOTRNOLA to the forefront of an organization’s mind several days

after an interaction.

An added bonus of sending thank you cards is that there is no limit to whom can receive them. They

also cut through the clutter of email correspondence. Ideally, thank you cards should be sent as soon as

possible after a donation or event, but no more than one week later.

For a mock-up, see Appendix G.



36

Evaluation

Tactic: “Fund the Run” Sunday Luncheon

Summary: The purpose of the GOTRNOLA “Fund the Run” Luncheon is to show appreciation and

gratitude for large corporations, small businesses, and philanthropic nonprofit organizations that have

supported GOTRNOLA and their cause. Through the luncheon, donors will have the opportunity to mingle

with one another, enjoy great food and recognize the extent to which their contributions can impact the

New Orleans council of GOTR. At the end of the luncheon, participants will be able to begin or renew their

sponsorships with GOTR and share any of their positive experiences they might have had with GOTR.

Proposed Effects: Raise $10,000 through new partnerships

Evaluation: Handing out evaluation forms or comment cards is not recommended for the luncheon.

Instead, the success of the luncheon can be gauged by the attendance rate and amount of donations that are

received. The goal is $10,000.

Follow-up: Send thank you cards to attendees one week after the Luncheon. We recommend ongoing

communication between GOTRNOLA and potential sponsors.

Tactic: Rack Cards

Summary: Rack cards are an easy way to share selected information with any audience. Rack cards are an

easily portable and informal way to distribute information and initiate contact with potential partners.

They will be included in media kits, handed out at “Buzz Ups” and given out as needed.

Proposed Effects: The rack cards will provide a brief background of the organization, educate potential

supporters about GOTRNOLA and explain how anyone can get involved. This will work to convince

potential supporters that GOTRNOLA is a valuable way to directly invest in the community.

Follow-up: Update information as needed

Tactic: Pen and Notepad Takeaways



37

Summary: Takeaways will be given out as a token of thanks to create a lasting impression for luncheon

attendees and donors. Pens and notepads can be used in daily and will serve as a consistent reminder of

GOTRNOLA.

Proposed Effects: The proposed effect of the pen and notepad takeaways are to increase impressions and

awareness of your brand will potentially help to increase participation and donors. These notepads and

pens will reach far beyond the individual they are given to and will leave an impression on every person

they lend a pen or write a note to. These are useful items that will not simply clutter their home or office.

Tactic: Media Kit/Electronic Media Kit

Summary: We have created a set of promotional materials for GOTRNOLA and distribute them to

potential sponsors for promotional use.

Proposed Effects: Creating a media kit for GOTRNOLA will educate the target audience about who

GOTRNOLA is and the benefits of the program or partnership. Media kits are useful in gathering

information to be shared with media, potential supporters and other organizations.

Evaluation: If possible, track the number of clicks, views or downloads of the electronic media kit on your

website.

Follow-Up: Update annually or as needed.

Goal: Approach 25 local corporations for donations and support

Rationale: This represents approximately 20 percent of the total number of local corporations within the

greater New Orleans area. Large corporations typically have corporate social responsibility programs and

large amounts of money to give. We believe that this number is an achievable goal and will start

GOTRNOLA on a successful path to long-term partnerships.

Evaluation: Companies will be reached through “Buzz Ups”, with media kits and eventually at the "Fund

the Run" Luncheon. The success of this goal will be easily measured by whether or not all 25 targeted

corporations are contacted within the time period, how many attend the luncheon and how much funding is

raised within the campaign timeline.

http://en.wikipedia.org/wiki/Promotion_(marketing)

http://en.wikipedia.org/wiki/Promotion_(marketing)



38

Goal: Approach 25 local small businesses for donations and support

Rationale: This represents approximately .1 percent of the total number of local small businesses in the

greater New Orleans area. Small local businesses have less money to give but are good partnerships because

they are engaged in the community. We believe that this number is an achievable goal and will start

GOTRNOLA on a successful path to long-term partnerships.

Evaluation: Businesses will be reached through buzz-ups, with media kits and eventually at the "Fund the

Run" Luncheon. The success of this goal will be easily measured by whether or not all 25 targeted

businesses are contacted within the time period, how many attend the luncheon and how much funding is


Goal: Approach 15 local nonprofit organizations for donations and support

Rationale: This represents approximately one percent of the total number of local nonprofit organizations

in the greater New Orleans ara. While nonprofits do not always have funds to give, they are often willing to

partner with other nonprofits to work towards a common goal. Philanthropic nonprofit organizations, such

as the 610 Stompers, may have monetary donations to give and are likely to partner with organizations with

a similar interest or mission. We believe that this number is an achievable goal and will start GOTRNOLA

on a successful path to long-term partnerships.

Evaluation: Organizations will be reached through buzz-ups, with media kits and eventually at the "Fund

the Run" Luncheon. The success of this goal will be easily measured by whether or not all 25 targeted

corporations are contacted within the time period, how many attend the luncheon and how much funding is


Goal: Create an annual fundraising event

Rationale: Although GOTRNOLA has ongoing fundraising efforts we believe that having a recognizable

annual fundraiser will help to increase visibility and donations by allowing individuals or corporations to

plan their annual donations accordingly.



39

Evaluation: The success of the event will be measured by the amount of donations received. For the first

year this goal is $10,000 and should increase in future years.

Goal: Gain media coverage in five print media outlets over the next year

Rationale: This is a 60 percent increase in outlet placements from the total local media coverage since

2010

Evaluation: This can be measured through comparing media placement for the campaign, running from

May 2013 to August 2014 to the media coverage report, which lists every local media listing since

GOTRNOLA inception in 2010. The evaluation can follow the same format of the media coverage report

included in Appendix B.2.

Addendum

Because this campaign is limited in scope, we had several ideas that did not fit within given constraints. We

would like to provide some basic ideas for potential future campaigns or additions.

● Improve social media

○ To further foster connections with donors and supporters, posts on Facebook and Twitter

can tag supporters to further expand the acknowledgement of their support beyond this

campaign’s intended target audiences.

● Hire public relations intern to manage social media and press relations

○ To save time, tasks such as updating social media and writing press release drafts can be

completed by a public relations intern. This would allow others to focus their efforts on more

substantial tasks, such as “Buzz Up” presentations.

● Invite high school and college track and cheer teams to participate in 5k events

○ In a recent interview with Executive Director Katie Sawyer, she expressed interest in setting

up cheer sections along the route of the 5k event. This can be done by inviting local schools



to help support GOTRNOLA. Not only does this further the vision intended by Katie Sawyer,

it also enables cheer section participants to give back to their community.

● Enhance sorority partnerships

○ While GOTRNOLA has already developed soroity partnerships, these can be further

developed, as a sorority can select GOTRNOLA as the nonprofit organization to support for

an academic year. In addition, sorority partnerships are an effective way to cultivate

volunteers to either coach, be running buddies, at as a cheer section.

Documents

Girls on the Run New Orleans Fund the Run Campaign