To: Ken Robbins, CEO of Trinity Senior Living Communities From: Jackie Knudson, Professional Writing Student at MSU

Date: March 27, 2012 Subject: TSLC Cultural and Communication Analysis
As a Professional Writing Student at Michigan State University, I have researched to conclude a cultural and communications analysis for the Trinity Senior Living Communities (TSLC). As a previous employee of one of the communities, Sanctuary at Woodland, I wondered what else I could discover about the marketing strategies, branding, and overall culture that I didn't already know. I was aware that the brand of the company stems largely from its Catholic heritage. I was educated as an employee that "Creating Sanctuary" consisted of helping residents lead purposeful lives and advocating the holistic and individualistic care throughout all communities. I was surprised that I learned a lot about the business of running a nonprofit and the hard work that goes into the production of the communication materials. In the following report, I have combined both my experience as a volunteer and an employee, and my knowledge of good communications strategies for nonprofits into an analysis to help your company improve.

I. Website, Trinity Senior Sanctuary.org

1. Strengths
a. Brand Identity is Consistent i. Typography is consistent on each page with repeated fonts, boldness, and italics. ii. Colors are visually appealing, right for the audience, and fit with the specified logo colors (found on TSLC style guide) iii. Photos are right for the audience and are used repeatedly on print material as well. iv. The language is consistent throughout the webpage and shows the brand identity with the names of the communities (such as "Sanctuary at "). b. Adequate Information is Provided i. "Latest News" gives users recent and important information. ii. "About Us" describes the mission, history, and purpose of

the organization. This will help readers quickly understand the values of the organization. iii. "Contact Us" gives readers a way to ask questions or get more information on the communities. iv. "Find a Community" directs users to the community that would be best for their needs (based on location and level of care). v. Twitter and Facebook links help users find the organization through social networking sites. c. Accessibility i. Text size can be made larger or smaller with the adjustment tool, which is helpful for seniors viewing the webpage who may have difficulty seeing well. ii. Easy to read fonts, colors, and links help with any reading difficulties too.

2. Areas of Improvement
a. The Number of Links i. Too many links leads to confusion or a feeling of being overwhelmed. ii. The number of links could be condensed to fewer tabs to avoid complicated navigation problems. b. Prices and Floor plans i. Readers that want the "bottom line" will want to see prices of the apartments and services once they become interested in a facility. ii. Readers can decide they want a floor plan that is not available, since all are detailed without regard to current occupation. iii. Prices may seem too steep to readers without them fully understanding the value of the residency. iv. The square footage listed for apartments may scare away readers, specifically seniors, that may currently have no mortgage payment and a large home. (Think about going from a large space with little expenses to a smaller space with a much higher monthly payment). c. Virtual Tours i. Virtual tours of facilities showcase "model" apartments that are not visually appealing, which is the purpose of the virtual tour! ii. The tours should spark interest and promote a sense of security in viewers by showing updated facility features and

current home and decor trends. d. Amount of Information i. Too much text is present on almost every page. ii. Allow readers to educate themselves further by contacting a Sales Director or Administrator of a community. e. Accessibility i. Increased contrast in background colors and fonts would improve the readability of the website. ii. The website is currently unaccessible through smart phones. Creating a TSLC "app" or changing the formatting of the website would expand your audience.

3. Suggestions
a. Reduce Clutter i. Condense links and limit the extensive amount of sub-links b. Be Concise i. Shorten paragraphs and reduce content to be more clear with written material. Textual material should be around the 8th grade reading level. c. Update Regularly i. Make sure the content is up to date, that the newsletters are current (and posted!), and that the prices of apartments/ services are current. d. Update the Formatting i. Consider changing the format so that it may be easily viewed on new technological devices (such as tablets or smart phones).

II. Calendar and Fund Appeal

1. Strengths
a. Powerful images are used that focus on relationships and quality of life (such as "fresh food focus"). b. Contact information is available for all communities. c. Areas of calendar that spotlight the history of Trinity Health improve the image and brand of the organization. This also promotes values of the organization and the mission behind the services at TSLC. d. The insert that asks for a donation is helpful in gaining more funds for operation costs.

2. Areas of Improvement
a. Condense text so that the calendar looks cleaner and more manageable to your audience. b. More emotionally driven images or quotes could be included to encourage donations.

3. Suggestions
a. Consider using the logo, the Sprig, in a more prominent manner throughout the Calendar. Explain what it means and how it relates to the purpose of the organization. b. Consider using quotes from actual residents about their positive experiences. This may contribute to more donations. c. Ask for specific amounts on the donation insert. You won't get what you don't ask for! d. Consider adding a management branch to operate fundraisers and fund appeals to promote the organization as a nonprofit as it expands in the future.

III. Press Release Analysis (Chili Cook-Off, March 6 2012)

1. Content Evaluation
a. Interesting headings and sub-headings catch reader's attention b. Topic is newsworthy and presents all relevant information to a media outlet. c. Quote and picture were included, which help the story pitch. d. Background information is limited and there is no summarized information about TSLC. Add this to advertise not just the event, but the motivating purpose behind it.

2. Style and Format Evaluation

a. Common format elements are present. i. "For Immediate Release" and date ii. "####" signals end of the release iii. Location begins the press release's story b. Common format elements are missing. i. "News Release" is not anywhere on the document in bolded text. ii. Contact information is missing from the press release. This makes it difficult for reporters to access the writer quickly

to put the story in the media.

3. Suggestions for Improvement

a. Consider adding more information in the next press release about TSLC so that the organization gets more media attention. b. Consider printing the release on the organization's letterhead so that it can be recognized with the brand immediately. c. Include contact information on the release for easy accessibility for reporters wanting to share the story.

IV. Newsletter (Sanctuary at Woodland, March)

1. Brand Identity Connection
a. Visual aspects are consistent i. Green banner at top and bottom of newsletter are present in each community's newsletters. ii. Formatting and colors stay consistent among different TSLC facilities. iii. The birthday section Word Art is the same for other TSLC newsletters. b. Personal tone connects to the mission of the organization i. Using casual language and calling readers "friends" establishes a personal connection. ii. Content addresses the needs of the community, which reflects the values of the organization as a whole.

2. Lack of Access
a. In conversations with the Regional Sales Director, Allison Murphy, I discovered that the newsletters for the communities are not typically mailed out to families of residents or potential donors. b. I found that although the newsletters are suppose to be posted online for each community, only two of the communities had them available online.

3. The Importance of Your Newsletter

a. Although the use of uniform newsletters is new to TSLC, they are beneficial to the organization's reputation as a nonprofit. b. Making monthly information available to the community is important to previous and future donors. It reminds them of

the great mission that the organization continues to pursue. c. Going forward, all newsletters should be able to address different personality types that may read the publication. i. Expressive personality types want to learn more about new things. Include new and fascinating information for these readers. ii. Analytical enjoy seeing testimonials of real residents and any statistics. iii. "Bottom-Liners" are readers that are interested in summarized information, or "the bottom line" of all the information provided. Help them by highlighting exactly what you want them to do (donate, volunteer, RSVP, etc). iv. Amiable personality types like to see faces of real people and friendly language because they value relationships and their community.

V. Graphic Identity and Branding

1. Areas of Strength and Consistency
a. Community outreach material, such as event mailings, are consistent with colors, fonts, logos, maps, and graphic design. b. The TSLC style guide for editorial standards and logo design is helpful for branding the organization. c. Consistent language and key words are used in documents and in speech that classify the organization as a respectful, community of individuals dedicated to the same cause of caring for our elders.

2. Areas of Improvement
a. Structurally improve the website to match the consistency of other communication materials. b. Add more advertisements to strengthen the brand within the surrounding community. c. Strengthen networking within Trinity Health to increase referrals from the Hospital, such as St. Joseph Mercy which operates under Trinity Health. d. Strengthen the Identify of the Sprig with TSLC and the meaning behind the symbol. This awareness can be increased over time with added community exposure.

VI. TSLC Cultural Analysis

1. The Sanctuary Culture

a. Mission, core values, vision reflect the faith based traditions in which TSLC is based upon. b. Employees that I interviewed often understood the mission of the organization to be the best senior living community (in Michigan) that focuses on quality of life for both residents and caregivers.

2. Strong Relationships
a. Staff members (Sanctuary at Woodland) felt that the best part about their job was their interactions with residents and their own ability to influence the residents' lives in a positive way each day. Hospitality Director, Melissa Dewyer, explains that "the residents' happiness is the most important and most enjoyable part of my job. That's why I am here." b. Relationships among residents and their caregivers are also strong, proving that the organization's purpose of caring for the residents' health and quality of life is more than just a job to the staff members.

3. Problematic or Non-existant Relationships

a. Contrary to the strong bond with residents, staff interactions seem to need improvement. i. An anonymous staff member from Sanctuary at Woodland commented, "We have the opposite kind of interaction within the staff. We're warm and friendly to the residents, but the staff in general is very untrusting, scared, and defensive. For a variety of reasons." ii. Another anonymous staff member pointed out, "the staff here is very individualistic, instead of like a team. We each have our own set of priorities based off each of our jobs, which creates conflict sometimes." b. Lack of Relationships with Other Organizations i. Building relationships with nearby medical facilities, senior centers, and of course the St. Joseph Mercy Health system would be beneficial to the organization's success. ii. Partnering with other nonprofits in the community may be beneficial in spreading the message of both organizations and gaining new skills in marketing or sales.

VII. Conclusion of Cultural and Communications Analysis

1. Overall Suggestions for Improvement

a. Consider updating the website to be cleaner and more concise. b. In future fund appeals (calendars or otherwise), make sure to include emotionally driven material to appeal to your audience and encourage specific donations. c. Share information about TSLC in press releases so that each time an article is shared within the media, the organization gets more attention. d. Make the monthly newsletters more professional and unified, which will enhance the organization's credibility. e. Emphasize the brand's logo with more exposure and education within the community about the sprig and its history. f. Encourage team building within the staff to remind everyone of their purpose as an employee or volunteer for TSLC and to discourage individualistic tendencies. i. If one of the communities is experiencing this type of hardship within the staff, I would assume it isn't uncommon to find additional conflict in any of the other 32 communities within TSLC. ii. Among other branding and communications improvements, this cultural improvement seems to be the most needed and important. To an outsider, this tension within the staff may be the reason a potential resident does not choose a Sanctuary community.

2. Strong Examples of Public Advocacy Communications

a. Excellent, consistent event mailings to encourage the community to visit facilities and become familiar with the values of Sanctuary. b. Calendars published by TSLC discuss the importance of health and wellness while educating readers about the organization. c. Friendly, brand consistent newsletters educate readers about recent activity within the organization.

3. My Volunteer Experience
At the Sanctuary at Woodland in Brighton, I worked directly with Ellen Neill (Community Sales Consultant) to learn how the marketing and communication transpires within the community. I learned that creating relationships with nearby businesses and nonprofits is extremely important to the amount of leads that she may receive, that will result in a move-in for a senior. This helps the organization make a difference in the community

while strengthening important bonds that may ultimately contribute to continued success. I learned that although TSLC does not necessarily market differently than a for-profit company, the ethics, values, and quality of life makes all the difference in how they operate. While interviewing Melissa Dewyer (Director of Hospitality), I was able to understand the weaknesses and strengths of the Sanctuary at Woodland through her perspective. Having been previously employed at the Sanctuary at Woodland, I can identify with her perspective and the difficulties and joys that the staff faces on a daily basis. While spending time in the corporate office in Livonia, Allison Murphy (Regional Director of Sales) was able to answer key questions that guided my analysis of the brand at TSLC. I am confident in this organization, I am confident in my suggestions for its improvement, and I wish you the best of luck in going forward with this amazing company.