IronStrike

In early 2007, Joy’s House, a day service provider for adults, was nearing its daily capacity. The organization was located at a farmhouse nestled in the Broad Ripple area of Indianapolis.

Sensing a need for change, particularly given demographics, the organization undertook a feasibility study and other research to determine the viability of a capital campaign to support an expansion of the home.

Knowing how critical it would be to tell its story well to the local community in the months leading up to and during a potential expansion, Joy’s House engaged IronStrike to revisit the organization’s messaging and its marketing and public relations approach.

IronStrike conducted interviews with Joy’s House guests, caregivers, donors and Indianapolis community leaders. Combining findings from these interviews with other research conducted by Indiana University-Purdue University regarding the need for more adult day care options in central Indiana, IronStrike developed a two-year marketing communications plan for Joy’s House.

One notable finding – more focused attention on the needs of caregivers (both caregivers of Joy’s House guests as well as caregivers in central Indiana in general) – led to changes in Joy’s House’s approach to programming, marketing as well as to the actual expansion.

Key audiences of the marketing plan included the neighborhoods surrounding Joy’s House as well as Joy’s House guests, caregivers, board members, donors and volunteers. To complete the communications plan, IronStrike worked closely with the marketing committee of the board of directors of Joy’s House. Over the following two-year period, the vast majority of the marketing plan was implemented by Joy’s House staff, with guidance from IronStrike as needed.

In August 2009, the organization completed a $2 million expansion, increasing the size of the home by 9,000 square feet and allowing it to eventually have up to 100 guests. The home has undergone a significant internal and external transformation for the benefit of adults in central Indiana who need the home’s services.

Our work with IronStrike initially focused on inside-out communications to ensure staff, board of directors and other internal stakeholders were strongly aware and engaged in the mission and story of Joy’s House before beginning an external communications effort.

Myra proved herself to be strong in qualitative research, meeting with community leaders and employee groups to gauge the understanding of key issues facing families in our community as they relate to the mission of our organization. She was a strong communicator and gained the respect of all who worked with her. Her positive reputation in the Indianapolis community also allowed her to facilitate meetings and group discussions which directly benefited Joy’s House.

Tina McIntosh

CEO, Joy’s House