Ls 626 431 - Strategic Fundraising Plan - Anastasia Artayet Shepherd Final Draft

Running Head: STRATEGIC FUNDRAISING PLAN 1
Final Project: Strategic Fundraising Plan
Anastasia Artayet Shepherd
Marshall University
LS 626-431
STRATEGIC FUNDRAISING PLAN Artayet Shepherd 2
Table of Contents
I. CASE STATEMENT SUMMARY................................................................................. 6
A. Overview .................................................................................................................... 6
B. Rationale and Purpose ................................................................................................ 7
C. Core Competencies .................................................................................................... 7
C.1. Retail Display Presentation Experience .............................................................. 7
C.2. Warehouse and Inventory Management .............................................................. 8
C.3. Fundraising and Development ............................................................................ 8
C.4. Marketing Support............................................................................................... 8
C.5. Volunteer Management ....................................................................................... 9
C.6. Administrative and Operations Leadership ......................................................... 9
D. Target Markets ........................................................................................................... 9
II. PROPOSED VISION AND MISSION ........................................................................ 10
III. STRATEGIC OBJECTIVES ...................................................................................... 10
A. Provide Classroom and Creative Arts Resources for Teachers Pre-K through 12 .. 10
B. Create Unique Collaborative Environment as a Preferred Mode of Operation ....... 10
C. Leverage the School Box Program as a Vehicle for Corporate Giving ................... 11
IV. STRATEGIES ............................................................................................................ 11

A. Provide Classroom and Creative Arts Resources for Teachers Pre-K through 12 .. 11
B. Build Best Practices ................................................................................................. 12
C. Create a Unique Collaborative Environment as the Preferred Mode of Operation . 12
D. Leverage the School Box Program as a Vehicle for Group Giving ......................... 13
V. PERFORMANCE MEASURES OF SUCCESS ......................................................... 14
VI. FACILITY REQUIREMENTS AND STORE LOCATION ..................................... 15
VII. PRODUCT/INVENTORY STRUCTURE................................................................ 16
VIII. PARTNERSHIPS AND COLLABORATORS ....................................................... 18
A) Kids in Need Foundation ......................................................................................... 18
B) “Crayons to Computers” in Cincinnati, Ohio .......................................................... 18
C) McDowell Public Schools........................................................................................ 19
D) Habitat for Humanity Restore ............................................................................ 19
IX. MARKETING REQUIREMENTS ............................................................................ 20
X. GOVERNANCE STRUCTURE & BOARD MEMBERS .......................................... 21
A) Start-up .................................................................................................................... 22
B) Board of Trustees ..................................................................................................... 23
C) Formal Board Committees ....................................................................................... 24
D) Executive Committee............................................................................................... 24
E) Finance and Operations Committee ......................................................................... 25
F) Governance and Nominating Committee ................................................................. 26
G) Advisory Committees to the Board ......................................................................... 26
H) Fundraising and Development Advisory Committee .............................................. 27
I) School and Community Relations Advisory Committee .......................................... 28
J) Retail Donations Advisory Committee ..................................................................... 28
XI. STAFFING STRUCTURE ......................................................................................... 29
A) Executive Director ................................................................................................... 30
B) Retail Program Manager .......................................................................................... 31
C) Warehouse Manager ................................................................................................ 32
D) Volunteer and Administrative Coordinator ............................................................. 33
XII. FUNDING PARTNERSHIP MODEL .................................................................... 34
XIII. FUNDRAISING STRATEGY AND TACTICS ..................................................... 36
1. Donor Identification and Solicitation........................................................................ 37
2. Donor Events ............................................................................................................ 42
3. Online fundraising .................................................................................................... 43
4. Major Project Fundraising ........................................................................................ 43
5. Planned Giving.......................................................................................................... 44
XIV. FUNDRASING CALENDAR FOR FISCAL YEAR 2018 .................................... 45
XV. FIVE-YEAR FINANCIAL FORECAST .................................................................. 46
A. Income-related Assumptions .................................................................................... 46
B. Expense-related Assumptions .................................................................................. 47
References ......................................................................................................................... 49
I. CASE STATEMENT SUMMARY
A. Overview
The potential of a West Virginia-based organization offering free school supplies in a
retail store environment to teachers in the Southern West Virginia region who serve students
from low income families is a fabulous possibility. A frequently-benchmarked “Free Store for
Teachers” is “Crayons to Classrooms” in Cincinnati, Ohio. Some of these stores are operated as
independent 501(c)(3) not-for-profit organizations. Others have sponsored affiliations, such as
corporate foundations and sponsors who have worked together to distribute over 10,000 student
supply kits for students and families. I propose a “SMART store” charity be created for West
Virginia. SMART is an acronym for “Students Matter: Academic Resources for Teachers.”
My comprehensive Strategic Fundraising Plan and Operating Feasibility Study for the
West Virginia based “SMART Store” is based on the fundraising cycle (Rosso, 2003),
developing and articulating a case for support (Seiler & Aldrich, 2011), and the total
development plan (Seiler, 2011). Therefore, this SMART strategic fundraising plan will include
articulation of:
• Proposed Vision
• Proposed Mission
• Strategic Objectives
• Strategies
• Performance Measures of Success
• Facility Requirements and Potential Locations

• Product Inventory Structure
• Partnerships and Collaborators
• Marketing Requirements
• Governance Structure and Prospective Board Members
• Staffing Structure
• Funding Partnerships
• Five-Year Financial Forecast
B. Rationale and Purpose
Of the 38 “Free Stores for Teachers” programs across the United States, all programs
share the same purpose: to collect donations of surplus, close-out, and otherwise available
material and re-distribute them to classroom teachers in schools serving lower income families
for use in aiding student learning.
C. Core Competencies
Operating “SMART Store” will require several necessary core competencies to establish
and operate a proposed location in Welch, West Virginia. These core competencies are
summarized as follows:
C.1. Retail Display Presentation Experience
This includes complete knowledge of retail displays and organizing school supplies,
classroom kits, incentive products, and related resources in a creative manner similar to a retail
store. A typical “Free Store for Teachers” requires 25% to 30% of total space in a retail display
area.
C.2. Warehouse and Inventory Management
Some “Free Stores for Teachers” demonstrate sophisticated warehouse and inventory
management practices. Warehouse and inventory management competencies include the ability
to organize products in an SKU system and to accept spontaneous inventory deliveries from
donor organizations. Inventory management also includes low cost purchasing of basic school
supplies when donations do not support and sustain demand in the retail store. A typical
configuration of retail management may include a fairly complex computerized inventory
management system, as well as 70% of the facility’s total square footage used as a warehouse
area. Loading docks, materials handling equipment, and a warehouse facility adjacent to the
retail space also appear to be a common requirement of the “Free Store for Teachers” enterprise.
C.3. Fundraising and Development
All “Free Stores for Teachers” rely totally on a comprehensive strategy for fundraising
and development. Some of the more successful free stores have conducted capital campaigns to
purchase their facilities. Stores also require annual operating campaigns for financial resources to
support staff and material overhead for the program. Acquisition and solicitation of donated
goods are also a core competency in the fundraising and development area.
C.4. Marketing Support
An effective “Free Stores for Teachers” program will need a comprehensive marketing
strategy and ongoing relationships with local school districts in the target areas. Special event
management and media relations are key marketing competencies needed. Consequently,
marketing leadership and skills will be essential to support a “Free Store for Teachers”
enterprise. This could be done in combination with professional staff, as well as board members
who have a core competency in marketing and communications. Furthermore, to appeal to
emotion, reason, and organizational credibility (Seiler & Aldrich, 2011), this document contains
“the ask” script that will be utilized as part of our marketing and fundraising strategy.
C.5. Volunteer Management
All “Free Stores for Teachers” rely heavily on volunteers to be successful. Volunteers
may be teachers who benefit from the store, as well as a wide array of additional volunteers in
the community. Comprehensive volunteer management skills will be an essential element of a
successful “Free Store for Teachers” program. SMART will utilize Gattle’s (2011) team
approach throughout donor solicitation, recognition, and involvement, insuring that donors and
volunteers are recognized as important and share compelling testimony about how their support
for the organization has been meaningful to them.
C.6. Administrative and Operations Leadership
“Free Store for Teachers” will require administrative and operations leadership. This will
include finance and accounting systems, staff development, program planning, staff scheduling,
payroll support, and donor database management.
D. Target Markets
SMART stores will utilize free and reduced meals as a poverty indicator for necessity of
free resources for students and teachers. Based on the West Virginia Office of Child Nutrition
Scorecard (2015), there are more than 143,000 students in the state of West Virginia that are
living in poverty and utilize free and reduced meals. The potential size and target markets of the
first “SMART Store” in McDowell County represents those schools in McDowell County of
school aged students (5 to 17 years) eligible for free and reduced lunches. The 2010 Population
Census shows that there are 3,214 school-aged students in McDowell County and West Virginia
Office of Child Nutrition Scorecard (2015) shows that 2,731 students in McDowell County are
utilizing the free and reduced lunch program.
II. PROPOSED VISION AND MISSION
Vision
To enhance the readiness to learn for all children in need and their teachers in West
Virginia by providing the tools for learning.
Mission
“SMART Store” collects and distributes, at no cost, the basic tools for classroom learning
into the hands of teachers and school children in need. We help children and their teachers enact
their love of learning.
III. STRATEGIC OBJECTIVES
A. Provide Classroom and Creative Arts Resources for Teachers Pre-K through 12
Position “SMART Store” as a resource for classroom and creative arts resources to
teachers, their schools, and school districts, serving populations of children most in need.
B. Create Unique Collaborative Environment as a Preferred Mode of Operation
Creating volunteer networks and collaborative environment among business,
professional, community, civic, and educational associations as a preferred mode of operation for
“SMART Store.”
C. Leverage the School Box Program as a Vehicle for Corporate Giving
Leverage the ”School Box Program” as a vehicle for corporate donors in West Virginia to
support lower income students and families by contributing school supplies annually to this
program. Because corporations are most interested in supporting causes that form a link between
the company and the nonprofit that benefits the company socially and economically
(Burlingame, 2011), we will show how their company’s SMART sponsorship supports K-12
students by creating a well-educated workforce that will benefit the WV economy and the
sponsor itself. SMART will also leverage the sponsors, such as Massey Energy, into an
improved public image, while also improving Massey Energy employee morale in Southern WV,
thus increasing work productivity and educating their inherent work force (Burlingame, 2011).
Massey Energy’s support of SMART is based on the premise to be good corporate citizens and
that corporate giving and volunteering is a way to demonstrate corporate social responsibility to
society (Burlingame, 2011).
IV. STRATEGIES
A. Provide Classroom and Creative Arts Resources for Teachers Pre-K through 12
1. Survey teacher preferences for school supplies and materials needed.
2. Identify specific desired facility, capacity, location, and a timeline for initial operations
and opening.
3. Develop visitation and free shopping trip policies for teachers, including those from low
income schools, as well as other schools based on an exchange of volunteer time.
4. Identify sourcing opportunities for products and financial contributions.

5. Develop and implement a product collection campaign as part of start-up operations.
6. Expand the services of “SMART stores” to serve all eligible children and schools in the
state of West Virginia as feasible during the first five years of operation.
7. Integrate services of “SMART stores” with WV Public Radio, NPR, and Mountain Stage
to build a strong source for musical instruments and arts supplies for students.
8. Identify WV arts organizations and local retailers to be partners in identifying sources for
musical instruments and art supplies for students in the area.
B. Build Best Practices
1. Engage initial sponsors and donors in visitation trips to Crayons to Computers in
Cincinnati as a way for them to gain first-hand experience with the concept.
2. Conduct donor requests from major corporations in the State of West Virginia to benefit
all future West Virginia - based stores.
3. Adopt store operating policies and inventory structure of the Crayons to Computers store
in Cincinnati acquiring software as available for McDowell -based operations.
C. Create a Unique Collaborative Environment as the Preferred Mode of Operation
1. Engage parents and families in the region, encouraging their leadership as volunteers to
support their schools and families.
2. Engage the West Virginia Chamber of Commerce as a vehicle for building leadership
support for “SMART stores” in McDowell County and the future state-wide stores.
3. Engage the high-schools as a source for key student volunteers for the “SMART stores”
facility.
4. Explore the connection of “SMART stores” with the United Way of Southern West
Virginia to assess the benefit of affiliation.
5. Engage major healthcare providers for school district employees to play a leadership role
in the sponsorship of the McDowell -based store.
6. Explore a partnership with Goodwill Industries to obtain a regular supply of underwear,
socks, gloves, and mittens for students.
7. Engage the West Virginia Higher Education Policy Commission as a resource for
“SMART stores.”
D. Leverage the School Box Program as a Vehicle for Group Giving
1. Designate “founding partner status” for primary corporate funders of the School Box
Program as part of “SMART stores”, acknowledging their contribution to initiating the concept
for the area.
2. Provide service opportunities for churches in the region to become partners in the
School Box Program and as an introductory vehicle for their long-term support of “SMART
stores.”
3. Develop an appropriate database of partners through the School Box Program
developing these relationships for future individual donors to the “SMART stores” facility.
4. Explore collaborations with United Way’s “Stuff the Bus” Program as a “SMART
stores” partner.
V. PERFORMANCE MEASURES OF SUCCESS
Because total development plans must reach three to five years as part of our
organization’s strategy for addressing mission, goals, and objectives (Seiler, 2011), hereafter are
the SMART details for each year of the strategic fundraising plan as part of the first five years of
operation. SMART is following Seiller’s advice (2011) that organizations must follow
fundraising with pride in mission and boldly invite large gifts from committed donors, to raise
considerably more money through a total development plan, raising funds necessary for program
support, special needs, capital needs, and long-term endowment.
1. To reach 700 teachers per year or 50% of the potential market of teachers from eligible
WV schools by the end of the first five years of store operation.
2. To support up to 5 shopping trips per year per teacher, leveraging resources to at least
25,000 students of the total of 143,000 eligible students in West Virginia.
3. To leverage an annual of $1.28 million in donated school supplies per year for the first
five full years of store operations or $6.4 million over five years.
4. To leverage start-up donor support and sponsorships equivalent to $300,000 per year for
the first three years of operation or $900,000 for three years of operating support.
5. To leverage an average of $275,000 per year in additional cash donations toward store
operations and the purchase and transportation of goods to be distributed in the first five
full years.
6. To raise capital donations of $320,000 for leaseholder improvements to support a 3,000
sq. ft. “SMART stores” with warehouse space and equipment.

7. To engage community partners as joint project sponsors for 80% or more of the programs
and services of “SMART stores.”
8. To secure funding for the School Box Program in collaboration with corporate support
for the next three years of the program through 2021.
9. By 2020, to generate new private funding support from individuals, churches, and
corporations in West Virginia for at least 40% of the School Box Program.
10. To leverage 60% of the philanthropy for “SMART stores” from new sources of
corporate, individual, and community donors by the end of the fourth year of operation.
11. In 2023, to fully participate in and benefit from the national affiliation and branding and
marketing program of the Kids In Need Foundation network of Free Store for Teachers
and its corporate partner, Target.
VI. FACILITY REQUIREMENTS AND STORE LOCATION
The McDowell County “SMART Store” is proposed to be located at 21 Mc Dowell
Street, Welch, WV 24801. This 3,500 sq. ft. of commercial property and upstairs apartment to be
utilized as office space is listed for $89,500.00.
The following lists of improvements and facility requirements are those included in the
improvement cost estimate for renovations in order to accommodate “SMART stores.” These
items are part of a capital project to make the necessary leaseholder improvements for the Free
Store.
• Lighting Improvements for the warehouse area and retail store area
• Painting scheme and design for store branding colors, store and warehouse floor, and
ceiling areas above the store
• Exterior and interior signage
• Remodeling of front entrance
• Pallet racking (possible in-kind donation)
• Store shelving and racking (possible in-kind donation)
• Office equipment, including desks, chairs, and file cabinets (possible in- kind donation)
• Fatigue mats for check-in, check-out, and sorting areas
• Sorting tables
• Check-out tables
• Shopping carts and bags (possible in-kind donation)
• Four computers, two printers, a server, and monitors (possible in-kind donation)
• Proprietary point-of-sale/shopper database developed by “Crayons to Computers” in
Cincinnati and licensed to “SMART stores” in McDowell
VII. PRODUCT/INVENTORY STRUCTURE
While each of the national Free Stores has a product or inventory structure related to their
product donors, the following Product/Inventory Structure for “SMART stores” in McDowell is
modeled after the program of “Crayons to Computers” in Cincinnati.
The Product/Inventory Structure for McDowell would offer three brands of supplies and
materials, including:
• Basic School Supplies and Materials

• Student Learning Kits
• Pre-school/Early Childhood Resources
Basic School Supplies and Materials
Basic Wipes, samples Felt, package Paper, construction

Bags, Gift, Mix/Match Felt, squares Paper, 8-1/2 x 11
Bags, Plastic, 4x6 Folders, hanging Paper, 11 x 17
Batteries Glue Paper, filler
Beads Hats, Scarves, Gloves Paper, large
Binders Healthy Activities Party supplies
Bookmarks Legal Pad Pencils, Beginners
Books, Book Nook Legal Pads, package of 3 Pencils, colors
Buttons Mix/Match Mailing Tubes Pencils, no erasers
Calendars Markers Pencils, regular lead
Card Tins, Mix/Match MLK Books/Activities Pencils, drawing
Cards, playing/blank Miscellaneous Plastic Sheets
Clear Cases, plastic National Geographic Poster Paint
Computer Accessories Notebooks, spiral, 1 Poster Paper
Day Planner, undated Notebooks, spiral, 3-5 Posterboard, 14 x 16
Envelopes, Manilla Notebooks, left-handed Posterboard, tri-fold
Envelopes, White Notepads, package Posters, Mix/Match
Expandable Files Organizer Post-it notes, samples
Potty Power Soap Container STEM boxes
Rhythm Revolution Steno Book Where Do I Sit
Ribbon Stickers, all kinds Wrapping Paper, roll
Rubberbands Streamers Yarn, Boa Type
Rulers Tablecloths Yarn, bag of 3
Rulers, Creative Tape, transparent Fun Fur, bag of 3
Scissors Tissues, facial Wallpaper Books

Scrapbook Paper Tubes, Plastic White Where Do I Sit
VIII. PARTNERSHIPS AND COLLABORATORS
One of the key attributes of the feasibility study for “SMART stores” in McDowell has
been determining the committed partners and potential collaborators leveraging other community
resources to achieve the store’s mission. The following confirmed partnerships are committed to
the Free Store project and the specific points of shared resources and collaboration which follow.
A) Kids in Need Foundation
The Kids in Need Foundation will play an integral role in developing and implementing
“SMART stores” in West Virginia. The Foundation maintains a network of Free Stores
throughout the United States with members paying a modest annual fee for participation.
The Kids in Need Foundation could make the following contributions:
• Use of the national branding strategy for Free Stores associated with the Kids in Need
Foundation and Target Stores
• Participation in major national, regional, and state donations of products for Free Stores
• Participation or sponsorship of a School Box Expansion Program which may eventually
be implemented by “SMART stores”
• Collaboration with a peer-to-peer network of Free Store operators
• Participation in an annual conference
• Regular advice and counsel on Free Store development
B) “Crayons to Computers” in Cincinnati, Ohio
“Crayons to Computers” in Cincinnati, Ohio is likely to enjoy a special relationship with
the “SMART Store”. The Cincinnati-based store is a national model with best practices
replicated by other stores throughout the country. Specific, unique synergies between the
Cincinnati-based “Crayons to Computers” and the McDowell -based “SMART stores” include
the following:
• Access and use of a proprietary, custom-designed check-out, inventory management, and
customer shopping database
• Joint product development of learning kits and crafts
• Ongoing coaching and assistance in daily operations
C) McDowell Public Schools
One of the major clients for “SMART stores” will be the teachers serving McDowell
Public Schools. Recent difficulties with school district funding will only accelerate the problem
of inadequate resources for teaching and learning in the classroom. The partnership with
McDowell Public Schools will include:
• Media stories on student and teacher needs
• Media stories on teacher and student successes utilizing “SMART stores” as a
community resource
• Access to local school teachers as volunteers
D) Habitat for Humanity Restore
Charleston, WV operates a material re-use facility that could provide furnishings and
equipment through the re-use of recycled and donated products, including furniture, lumber,
office equipment, and recycled goods. The following collaborations have not been formally
committed; however, they remain potential prospects, particularly in the area of volunteer
development and joint programming with “SMART stores”.
IX. MARKETING REQUIREMENTS
The following concepts are considered helpful to establishing the identity and
relationship of the free store to other educational services and needs within the community.
1. Logos and Branding will be designed by Jimbo Valentine of Huntington, WV on a pro-
bono basis.
2. Marketing and Community Identity Strategy to guide the greater McDowell area with the
concept of a free store for teachers, the needs in the community, and “SMART stores”.
3. Develop a series of feature articles on teachers who go the extra mile to support students
and the level of need for classroom supplies and learning tools for students with the
Charleston, Princeton, and Beckley WV newspapers.
4. Schedule a news conference event featuring teachers and students as a main focus of
capturing the need for “SMART stores”.
5. Work with United Way Industries to develop a series of articles featuring the unique
relationship between United Way Stores and “SMART stores”.
6. Feature students in the free store who are exceptional student achievers through a follow-
up special event which highlights a link between adequate resources in the classroom and
student success.
7. Create a joint campaign featuring the United Way “Stuff the Bus” Program and a unique
partnership with “SMART stores.”

8. Engage Energy Express/AmeriCorps in a common series of promotional activities and
articles which focus on the community’s voluntary response to meeting the needs of rural
children at the grassroots level.
X. GOVERNANCE STRUCTURE & BOARD MEMBERS
The following governance and advisory structure would initiate “SMART stores” in West
Virginia as a 501(c)(3) organization within the State of West Virginia . This is the most common
model for teacher free stores among the network of those entities throughout the United States.
Executive
Committee
Board of Trustees
Finance and Operating
Committee
Governance and
Nominating Committee
Fundraising and School and Community Retail Donations

Development Advisory Relations Advisory Advisory Committee
Committee Committee
A) Start-up
Since “SMART stores” may be incorporated separately as a 501(c)(3) not-for-profit
organization, the following key activities are anticipated as part of a 90-day start-up to launch
this effort in the community:
1. Submit an IRS 1023 application to establish a 501(c)(3) status for “SMART stores”. This
designation will be achieved between six weeks and 120 days from application.
2. Establish a fund for “SMART stores” to accept and acknowledge gifts parallel to the IRS
1023 application for not-for-profit status.
3. Secure founding Board of Trustees for “SMART stores”.
4. Form a Transition Team, including initial sponsors and the Executive Committee.
5. Secure Board Member and Founding commitment to actively lead the fundraising and
development effort for “SMART stores” establishing the organization within the
community.
6. Arrange for accounting services to be provided by Goodwill or United Way Industries to
“SMART stores” on a contractual basis.
7. Recruit the Executive Director after pledges have been received for the first three years of
operation and initial capital investment.
8. Additional Board candidates may be developed from key constituencies of “SMART
stores” including teachers, civic and community groups, corporate donors, and local
businesses.
B) Board of Trustees
A Board of Trustees should be constituted to begin “SMART stores” by the fall of 2018.
The Board of Trustees have no less than 10 members and no more than 20 members and should be
elected for a period of two years with the possibility of renewal for two additional two-year terms
or a total of six years of service on behalf of “SMART stores.” The principle responsibilities of the
Board of Trustees will be further elaborated upon in a Code of Regulations and will include the
following:
• To serve as the chief fiduciary agent for “SMART stores” according to the laws of the State
of West Virginia and the Code of Regulations as developed.
• To promote the purposes and advocate on behalf of “SMART stores” throughout the state.
• To oversee strategic plans, operating plans, and fundraising and development plans as
developed by the Executive Director.
• To approve the use and management of endowment funds and other charitable funds of
“SMART stores” in keeping with donor requirements.
• To engage the community and various agencies in a common mission to serve children in
need throughout the state.
• To approve all policies developed for “SMART stores”.
• To actively participate in the fundraising and development programs of “SMART stores”.
• To attend regular meetings of the Board of Trustees.
• To review the monthly, quarterly, and annual financial statements and balance sheets of
“SMART stores”.
• To approve annual operating and capital budgets developed by the Executive Director.
• To review and approve reports of the Finance and Operations Committee, the Executive
Committee, the Governance and Nominating Committee, the Fundraising and Development
Committee, the School and Community Relations Committee, and the Retail Donations
Committee of the Board of Trustees.
• To approve individual expenditure items outside the budget recommended by the Executive
Director.
• To elect and appoint trustees and committee members as appropriate.
• To hire, evaluate, and terminate the Executive Director in conjunction with good business
practices.
• To annually assess the mission effectiveness and stakeholder satisfaction with “SMART
stores”.
• To annually report to stakeholders, including participating teachers, schools, school
districts, and donors on the mission effectiveness, accomplishments, ongoing challenges,
and financial conditions of “SMART stores”.
C) Formal Board Committees
The Board of Trustees for “SMART stores” should have three formal committees,
including an Executive Committee, a Finance and Operations Committee, and a Governance and
Nominating Committee. These committees should be limited to trustee participation comprising
part of the governance structure of the organization.
D) Executive Committee
The Executive Committee consist of a Chairperson, Vice Chair, Secretary, and Treasurer
elected by their peers annually. Responsibilities of the Executive Committee may consist of the
following:
• To facilitate communication among the trustees, their board committees, and advisory
committees to serve the purposes of the organization.
• To act on behalf of the Board of Trustees on those items that cannot be deferred to a regular
trustee meeting in those months in which trustees do not have plenary meetings.
• To make recommendations to the Board of Trustees on special issues of concern providing
an initial review of challenges, plans, and financial matters facing the organization.
• To serve as the agent of the Board of Trustees in evaluating and hiring the Exec. Director.
• To decide upon the compensation of the Executive Director in consultation with the Board
of Trustees.
• To act as the personnel committee reviewing personnel practices, policies, handbooks, etc.
• To serve as a grievance review committee, as appropriate.
E) Finance and Operations Committee
The Finance and Operations Committee may be responsible for the following:
• To provide review and analysis of financial statements, budgets, and other financial reports.
• To provide oversight of findings in the annual audit to be performed by third party auditors.
• To provide a source for review and evaluation of recommended capital improvements for
facilities leased or owned by the organization.
• To provide recommendations to the Board of Trustees for the selection and evaluation of
any outside accounting or auditing firms hired by the organization.
• To provide recommendations to the Board of Trustees for fiscal policies of the organization
and the handling of donor intent on charitable gifts to the organization.
F) Governance and Nominating Committee
The Governance and Nominating Committee may be responsible for the following:
• To research and cultivate a pool of potential candidates for balanced composition and
representation on the Board of Trustees.
• To annually recommend a slate of candidates for the trustees and trustee committees for
approval by the Board of Trustees.
• To recommend replacement of trustees for vacancies during a trustee’s term of office.
• To recommend a list of candidates for offices of trustees at the annual meeting.
• To conduct an annual orientation of new trustees.
• To facilitate an annual process for trustee evaluation.
• To provide ongoing trustee development for the roles, responsibilities, and governance
expectations of the Board of Trustees.
• To facilitate revisions of the By-laws and Code of Regulations as appropriate, as well as
development of policies such as, but not limited to, whistle-blowers and probations and
dismissal policies to be utilized in the event that professionalism, trust, morals, or ethics
violations or concerns occur.
G) Advisory Committees to the Board
The purpose of an advisory committees will be to engage community leaders in the mission
of the organization and to cultivate a future pool of prospective trustees. Members of advisory
committees are appointed for one year of service by the Board of Trustees. Each advisory
committee is led by a member of the Board of Trustees. Advisory committees function in a
consultative role only to the trustees and would not constitute part of the governance structure.
H) Fundraising and Development Advisory Committee
The Fundraising and Development Advisory Committee will be responsible for providing
advice and expertise to the Board of Trustees and Executive Director on the fundraising and
development strategy of the organization, including the following:
• Major gifts and deferred giving programs
• Donor intent
• Donor relations
• Capital and endowment campaigns
• Annual gifts
• To provide guidance and access to potential donors capable of significant financial
contributions to the organization.
• To participate as appropriate in the interview process for any fundraising professionals or
firms hired by “SMART stores”.
• Based on individual ability, to participate in major gifts and capital campaign programs of
the organization by identifying donors and participating in the solicitation process.
• To review and evaluate all fundraising processes of the organization, including case
statements, campaign timetables, gift schedules, etc. for the reasonableness and potential
success.
• To provide guidance to the Executive Director in developing a Donors Hall of Fame.
I) School and Community Relations Advisory Committee
The School and Community Relations Advisory Committee will be responsible for the
following:
• To provide counsel and advice to the Board of Trustees and Executive Director regarding
public relations and marketing plans of the organization.
• To provide guidance to the Board of Trustees and Executive Director on the institutional
identity and marketing practices of “SMART stores”.
• To provide advice to the Executive Director on community issues, communications issues,
and related changes in operational leadership.
• To review and evaluate key marketing and public relations materials of the organization,
including web sites, collateral material, and other technology-based communications.
• To provide guidance and access to key community organizations who are likely partners for
“SMART stores”.
• To provide guidance and access to school districts who may be key clients of “SMART
stores”.
• To provide general public relations and communications advice regarding the positioning
and communications of “SMART stores”.
J) Retail Donations Advisory Committee
A Retail Donations Advisory Committee is envisioned to complete the advisory committee

process. Since the major product lines of “SMART stores” are donated products, this advisory
committee is considered important for effective leadership of the organization. Members of the
Retail Donations Advisory Committee will be responsible for the following:
• To provide access to major corporations and businesses capable of donating goods and
products to “SMART stores”.
• To provide feedback and advice to the Executive Director on the various product lines
and product areas made available to teachers through “SMART stores”.
• To identify major contributors of products and services to “SMART stores” who may
serve as sponsors of key retail areas of the store.
• To provide assistance to the Executive Director in working with other stores and
entities who rely on donated products and goods for joint purchases or receipt of large
quantities of donated goods.
• To provide a source of advice and expertise on the appeal, attractiveness, layout, and
functionality of the retail section of “SMART stores”.
XI. STAFFING STRUCTURE
The following staffing structure for “SMART stores” in West Virginia is based upon a
review of staffing models of other Free Store organizations. The following staffing structure will
likely take “SMART stores” in West Virginia through a five-year operating period without
substantial change.
Board of Trustees
Volunteer and
Executive Director
Administrative
Coordinator
Retail Program Manager Warehouse Manager
Store Volunteers Warehouse Volunteers
A) Executive Director
“SMART stores” will require the full-time services of an Executive Director. This position
will serve as the chief administrator of the operation. He/she will specifically be responsible for:
• Soliciting ongoing corporate gifts in support of “SMART stores”, including cash and
donated goods.
• Soliciting ongoing individual gifts in support of “SMART stores”, including cash and
donated goods.
• Managing and overseeing all special programs for collecting and distributing donated
goods through major campaigns, such as the School Box Program.
• Actively participating in the Kids in Need network of Free Stores.
• Participating in meetings of the Board of Trustees and preparing materials for the trustees
and all working committees in advance of their work sessions.
• Serving as the organization’s chief spokesperson to the community, media, and
participating school districts.
• Approving and overseeing the purchase of basic school supplies from major national chains
for distribution at “SMART stores”.
• Approving the participation of “SMART stores” in major acquisition programs with other
stores in the Kids in Need network and other recycling entities of the community.
• Overseeing all budget operations, including budget development, financial statements, and
balance sheets.
• Coordinating all activities as appropriate to assure smooth operation working with sponsors
and partners.
• Working with local school districts to increase outreach and knowledge of “SMART
stores” in local communities.
• Serving as the major strategic partner with other charitable organizations having similar
goals for common programming areas.
• Overseeing all donor recognition activities in support of “SMART stores”.
• Negotiating all major contracts related to implementing the organization’s priorities
working with vendors as appropriate.
B) Retail Program Manager
A Retail Program Manager is envisioned for “SMART stores”. This position will serve as
the major “out front” role inside the retail store during the hours of operation and during re-
stocking periods. He/she will specifically be responsible for:
• Organizing all display layouts at the direction and supervision of the Executive Director.
• Organizing special store promotional and sponsored areas working with donors.
• Overseeing all input to the inventory and customer database system of “SMART stores”.
• Solicitation of product donations for retail store.
• Training and coordinating all volunteers serving in the retail operation of “SMART stores”.
• Working with the Warehouse Manager on inventory and re-stocking supplies on a daily
basis.
• Qualifying schools and teachers for their eligibility to participate in “SMART stores”
programs.
• Monitoring shopping trip data to determine significant trends in improved management of
“SMART stores”.
• Working with teachers individually and collectively to better understand their needs for
future classrooms resources assisting in their mission.
• Coordinating educational programs which occur in “SMART stores” with other common
recyclers and community service agencies sharing a common mission.
• Speaking to teacher groups, volunteer groups, and parent groups on behalf of “SMART
stores” at the direction of the Executive Director.
C) Warehouse Manager
“SMART stores” will also be served by a Warehouse Manager. He/she will specifically be
responsible for:
• Developing and maintaining an inventory management system consistent with the
inventory and customer database purchased for “SMART stores”.
• Overseeing all safety policies, guidelines, and warehouse compliance with safety and
OSHA standards of operation.
• Maintaining a license as a forklift operator.
• Coordinating shared inventory management and exchange programs with other stores and
recyclers within and beyond the community.
• Coordinating all shipping, receiving, and warehouse materials handling services.
• Training all volunteers serving in the warehouse.
• Determining the acceptability of large donated lots of contributed goods from corporate
donors within and beyond the community.
• Identifying and recommending major purchases of inventory items within the budget for
distribution in the store.
• Setting recorded values of all donated goods for the purpose of determining their income
and expense value on the financial statements.
D) Volunteer and Administrative Coordinator
“SMART stores” will also be served by a Volunteer and Administrative Coordinator who
primarily works for the Executive Director, but also supports the Retail Program Manager and
Warehouse Manager. He/she will be specifically responsible for:
• Recruiting all volunteers for retail and warehouse operations.
• Managing all incoming telephone calls to the store.

• Providing all clerical support to the Executive Director and management staff.
• Organizing financial information for distribution and maintaining accounting records.
• Maintaining all vendor records and purchase orders of the store.
• Overseeing the purchasing of promotional items and services as directed by the Executive
Director.
• Implementing all direct mail programs and overseeing their distribution to a third party
mailer as appropriate, as direct mail is the most effective and efficient way to build a donor
base, albeit extremely costly (Temple, Seiler, & Aldrich, 2011).
• Providing all data entry to the inventory and customer data system established for the store.
• Coordinating all meetings as requested with staff, donors, volunteers, and members of the
Board of Trustees.
• Maintaining formal Board Minutes and files of the organization.
• Printing and distributing all meeting agendas and materials as requested.
XII. FUNDING PARTNERSHIP MODEL
It is anticipated that “SMART stores” will require an initial start-up funding
campaign of $1.9 million to support the organization during its first three years of operation
and provide adequate time for “ramp-up” to full leadership by the Executive Director and
the Board of Trustees. Of the estimated $1.9 million for start-up costs, $300,000 per year for
three years is anticipated for operational expenses which include some purchase of goods to
be distributed through the store to fill the gaps for items that may not be received through donations.
In addition to the $1.9 million of financial support for “SMART stores” in the first three
years of operation, it is expected that the store will generate approximately $7.4 million in donated
goods and supplies during the first five full years of store operation. These goods and supplies will
be available for direct distribution to teachers in eligible schools and school districts throughout the
state of West Virginia, as SMART expands from McDowell County into Southern WV.
The following companies show interest in their representatives being Board Members and
also contributing a three-year pledge toward the $1.9 million goal of establishing “SMART stores”.
• Alcon
• American Electric Power
• Chesapeake Energy
• Intuit
• Nippon-Tungsten
• Ramaco Development
• Massey Energy
• Mylan Pharmaceuticals
• Toyota
• West Virginia Coal Association

The School Box Program will be expanded to include individual donors by establishing a
system for donations through this network of pick-up and drop-off sites. Additionally, individual
donors will be solicited for cash donations to the Free Store, especially through churches, youth
serving organizations, and seeking partnerships between businesses and civic organization
members. The individual donor strategy is likely to begin with an expansion of the School Box
Program by the end of the second year which will lead to further cash donation strategies for
individuals to “SMART stores” in successive years of store operation. Intuit, led by CEO Brad
Smith, will sponsor the STEM boxes created by 7 Degrees at Marshall University (2017) for
distribution to WV schools. Brad Smith is a major donor who has quickly caught the SMART
mission and vision and recognizes the importance of education and technology in West Virginia
youth (Hodge, 2011).
XIII. FUNDRAISING STRATEGY AND TACTICS
“Education is like a baseball game; it needs all its players: parents, teachers, students, and
community (unknown, n.d.).” This will be our motto and theme for our 5-year strategic fundraising
plan. There are many lessons in baseball. Lessons of cause and effect, motive and result, sweat and
sacrifice, teamwork and collaboration, mentorship, community engagement, or how statistics are
increasingly used to make decisions (Beard, 2016). All of this can apply to our charity. Baseball
teaches us to take risks, since you can’t steal second base unless you take your foot off first. It
teaches us that every day is a new day and a new opportunity. It teaches us to keep swinging. This
is how we will approach donor involvement, fundraising, and operations. This is why baseball will
be our theme. The comprehensive fundraising program with strategies and tactics can be
categorized as follows:
1. Donor identification and solicitation

2. Donor events
3. Online fundraising
4. Major project fundraising
5. Planned giving
1. Donor Identification and Solicitation
“The Ask” Script can be used to prepare a specific ask for each initiative, such as
businesses, individuals, capital support vs. program support, etc. SMART’s ask is as follows:
Students Matter: Academic Resources for Teachers [SMART] has given the children of West
Virginia/McDowell County the support they need to achieve success since 2017. In West Virginia,
18.8% of children live in poverty.
Right now the SMART store is starting an exciting adventure. At the same time, our
community has a growing need reflected by long waiting lists for our programs. Teachers see the
opportunities available by utilizing our programs and they want to ensure that WV children have
their basic needs met, while also learning how to help themselves. In order to change the future of
WV children in poverty, we need the support of the community.
That is why we are coming to you right now. Your contribution of $ would make a
significant difference in our ability to support teacher academic resource donations, expand our
reach to more students and schools, and meet the needs of our impoverished communities. Can I
count on your support?
Donors are most likely to renew if they are promptly thanked for every gift they make, and
frequently contacted by staff with news about programs and giving opportunities and asked to give.
Therefore:
• We will respect generational giving differences by utilizing language in donor solicitation that
speaks about SMART programs meeting basic needs, helping the poor help themselves,
making their community better, changing the world, and statistical significance (Brown &
Kou, 2011).
• We will track all gifts that are received using Paradox, an inter-relational database program
that also controls who receives publications.
• We will send thank you letters within 48 hours of a gift being received, with those letters
customized and signed by the Executive Director.
• We will track contacts with donors and potential donors of using ACT software program.
• We will send a weekly donor newsletter by email to all donors for whom we have email
addresses, featuring our biggest achievements, invitations to events, and opportunities to
contribute.
• We will send a colorful quarterly newsletter by mail to all donors.
• We will send Quarterly Progress Reports by email or regular mail to donors of $1,000 or
more, each summarizing our outputs.
• We will maintain a Development Progress Report that tracks what gifts have come in, which
are pledged, and which need to be secured in each quarter. That report is continuously updated
and acts as the “to do list” for the committee.
• We will maintain calendars of dates and deadlines for corporate and foundation donors.
• A first renewal letter will be automatically generated three months prior to the one year
“anniversary” of a donor’s last gift. If the donor doesn’t renew, another letter is sent a month
later, and a third letter is sent two months later. Those letters are updated once a quarter.
• Donors will be approached before their renewal date by phone or email to discuss their
interests, schedule a face-to-face meeting, and solicit an increase in their support.
• “Expired donors” going back three years will get invitations to events and end of the year
solicitations to give. Notes about major past donors will stay in the ACT database for five
years or longer.
• We will continuously conduct research on current donors, even small donors, to discover
people with high net worth or positions on foundation boards who we might be able to up-sell.
That information is put into the ACT database so that all fundraisers can see what information
we have about donors when placing phone calls.
• Highlights of planned renewal efforts in 2021 include significantly increasing the amount of
development staff travel, meeting with corporate and foundation donors who we did not see in
2020, as we expect to have volunteers to help do background research on current and new
donors.
Successful fundraising programs are sometimes characterized as resembling a funnel, with
a wide top and narrow bottom or shoot. The wide top represents reaching a large number of
potential donors, and the narrow bottom is the actual number of donors that will result from that
outreach. SMART needs to identify about 10 potential donors for every actual gift we receive. We
will utilize the LAI principle (linkage, ability, interest) in our donor research (Martin, 2011).
Table 1 describes four categories of potential donors we will regularly search for prospects,
where we get the names of prospects, and how we make solicitations. The LAI principle will be
further utilized for implementation of our Direct Mail marketing (Warwick, 2011) as direct mail is
most effective in establishing a donor base.

Table 1
Target Groups for Potential Major Donors
Group Name Description Sources Solicitation Method
Friends and Individuals Board members Current “Crowd source” the prospecting
colleagues of introduced to donors SMART staff process by asking all SMART staff,
current donors SMART by a Senior fellows directors, and donors more than
and staff friend or once a year to recommend
colleague who individuals who might give.
already
supports us. Add to temporary comp mailing list
and event invitation lists.
Write, call, schedule meetings,

submit proposals, and follow up.
Bring senior fellows or current
donors to meetings.
Corporations Officers, PR Add contacts and background info to

& Education and officials at Leadership Directories ACT and Paradox, code to receive
Associations corporations Media publications.
and
associations Media coverage of Try to get endorsement/entry
with an interest corporations and industries through a current corporate donor.
or association
with Education. Current donors Write, call, schedule meetings,
donors to meetings.
Table 1 (continued)
Target Groups for Potential Major Donors
Group Description Sources Solicitation Method
Name
Individual Individuals who Public lists of donors and Add contacts and background info to
prospects give to other sponsors to events ACT and Paradox, code to receive
groups or publications.
candidates;
letter writers to Sympathetic civic and Write, call, schedule meetings,
daily business leaders submit proposals, and follow up.
newspapers. Try to bring senior fellows or
current donors to meetings.
Foundations Foundations FoundationSearch Ask current foundation donors to

who give gifts recommend other foundations and
to other Chronicle of Philanthropy try to get endorsement/entry.
education
groups. Donor lists from other Add contacts and background info to
groups ACT and Paradox, code to receive
publications, add deadlines to
Philanthropy Roundtable calendar.
meetings and newsletter
Try to do joint projects with groups
Current foundation donors already receiving funding from the
foundation.
Write, call, schedule meetings,

donors to meetings.
2. Donor Events
Face-to-face meetings are necessary to get larger gifts (Rosso, 2011). They can occur
either one-on-one, in a donor or prospect’s home or office, or in a group situation. We will
pursue both. Group meetings can be hosted specifically for SMART donors or for elected
officials and other audiences at which SMART development staff can make presentations and
connections with donors and prospects.
Events hosted by sponsors, education allies, or business and civic groups, in which case
SMART is an exhibitor, presenter, or just sends people to attend, all of these are potential for
making connections and recruiting volunteers and donors. The inaugural SMART solicitation
benefit (Donahue, 2011) will take place on the same day as the WV Student Success Summit,
in order to get more than 500 education administrators, teachers, students, military leaders and
community group members, as well as legislators, to attend both events and create
opportunities for donors to mingle with legislators. This Summit benefit is expected to happen
every July.
Furthermore, to stay true with our “Education is like baseball; it needs all its players”
fundraising theme, we will host events with the WV Power Minor League Baseball team at
Appalachian Power Park in Charleston, WV. These events will vary from taking donors to
games and hosting them in the Legends Club suite as our stewardship event (Donahue, 2011),
to taking our low-income students, parents, and volunteers to our WV Power Field of Dreams
motivation, community building, and thank-you events. Baseball games happen April through
September, which beautifully lines up with the end and beginning of the academic years for
our students and would assist students, parents, volunteers, and teachers in meeting up with
SMART donors during summer break.

Our inaugural Field of Dreams event will be hosted in 2020, where each SMART youth
guest will participate in an on-field catch and meet the Power starting line-up team. Guests will
have their name announced and run to position on the field with a Power team member, be
gifted their own souvenir baseball, and then have a pizza party while watching the baseball
game. As part of our corporate giving and funding structure, sponsors will have tickets and
hospitality to Field of Dreams, as part of their second-order benefit from their sponsorship and
cause-marketing activities (IEG Sponsorship Report, 2009).
3. Online fundraising
Our website and social media presence will have ads and requests for contributions on
the homepage and an exciting “donate” feature on every page (Stanger, 2011) that will utilize
instant personalized thank-you feedback, student and volunteer testimonials, and statistics
about how their donation benefits student’s education (Brown & Kou, 2011). We will utilize
this presence to respect and utilize generational differences in giving, as well as utilization of
the trend that forty-one percent of organizations are using blogging, text, instant messaging,
and Facebook to raise money (Barton and Wasley, 2008).
Donors will then be asked if they would like to join our e-newsletter, which also
contains promotional language requesting contributions. We are steadily expanding the list of
people receiving the newsletter to include potential as well as actual donors. Donating online
will be made by use of Kimbia, an online donation and reservation processing system that is
easy to use, secure, allows us to receive funds immediately, keeps donors on our Web page,
and is fully automated.
4. Major Project Fundraising
While ideologically motivated individual donors are apt to contribute for general
operating, corporations and foundations want project-specific proposals. We will tailor our
programs to meet both the requirements of our mission while also exciting new donors to make
the contributions needed to fund our programs. Therefore, donors such as Intuit will focus on
STEM box funding (7 Degrees, 2017), and foundations such as the Mary Reynolds Babock
Foundation, WK Kellogg Foundation, and the Claude Worthington Benedum Foundation will
have grants written and provide to them as part of specific programing and ranging from
operations, program, capital, pilot, and challenge grants (Davis, 2011).
5. Planned Giving
Planned giving encompasses activities as simple as naming a charity in one’s will to
life insurance companies and charitable remainder trusts. As baby boomers retire, planned
giving is rising. SMART realizes that most new organizations do not have the financial
resources and personnel to allow for a comprehensive planned giving program, but as SMART
has a strategic plan that outlines our first five years of operation with clear goals and an
accurate mission statement, why services provided are important to the community, and a case
statement that clearly and concisely describes how and what the organization does
(Regenovich, 2011). Because planned gifts are sometimes twenty to thirty years later, we will
ensure that our organization exudes growth and stability and that we will be a responsible
steward of the gift (Regenovich, 2011).
In 2023, SMART will launch a planned giving program with the following parts:
• A Planned Giving Board consisting of estate planning and planned giving professionals
who are SMART donors.
• Advertisements in our publications and newsletters and on our Web, and a brochure
making the case for including SMART in your will and estate planning. Furthermore,
when an individual requests information, we will personally call them and invite them for
a SMART tour, meet with them personally to begin a long term relationship, and engage
and involve the donor on a personal level (Regenovich, 2011).
• A document that provides more detailed guidance to planned giving, explaining the tax
advantages and choices.
XIV. FUNDRASING CALENDAR FOR FISCAL YEAR 2018

Due Tasks and Activities
Event Name
Date JAN FEB MAR APR May June Income
Phone Follow Hand- Pledge Corporate Field of

Calls/ Up written Meeting/ Employee Dreams 100k
Meeting Thank SMART site Presentations Event
Capital Pledges April 15 You tour Held
letters
100k
Field of
Letters Radio Spots/
Mailing Mail all Dreams
Founders Event June 15 and SMART site Jersey Order
List items Event
Invites Tour
Held
Phone Follow Phone SMART follow up Field of 7,500.00

Calls/ Up Calls/ site tour calls/meetings/ Dreams
United Way July 15 Meeting Meeting thank you(s) Event
Held
Mailing Phone Phone SMART site follow up calls/ Field of

List Calls/ Calls/ tour meetings/ Dreams
Meeting Meeting thank you(s) 75k
In-Kind Aug 15
Due Tasks and Activities

Event Name
Date July August SEPT OCT NOV DEC Income
thanks mailing letters 100k

you list and mail all items Holiday Cards:
letters invites Friendsgiving Social
& social Media
Capital Pledges April 15
media Video
photos
and
videos
Hand- 100k
Follow
written
up Friendsgiving Holiday
Founders Event June 15 Thank Meetings Retreat
phone Dinner Cards
You
calls
letters
Hand- delivery POS POS testing SMART Follow

written of setup unveiling; Up Calls/
Thank goods/ Friendsgiving Meetings/ Paid
United Way July 15 you donation Thank second
letters s you(s) quarter
Hand- delivery Store Store Setup SMART unveiling; Follow-Up

written of goods/ Setup Friendsgiving Calls/
Thank donations Meetings/ 75k
In-Kind you Thank-yous
Aug 15
letters
XV. FIVE-YEAR FINANCIAL FORECAST
The five-year financial forecast which follows is based on the following set of
assumptions for income and expenses.
A. Income-related Assumptions
A founder’s campaign will be established to raise 300,000 for three years or a total of
$900,000 for operating expenses to launch “SMART stores”. As part of the founder’s
campaign, an additional $300,000 will be raised for capital improvements for future stores and
warehouse facilities. The School Box Program partnership with Cincinnati, Ohio may be
managed by “SMART stores” beginning in fiscal year 2023. This will contribute potentially a
break-even or positive cash flow taking into account related income and expenses. In the
accounting for many Free Stores, donated goods are booked as income (value) annually related
to their valuation by the store to determine the real size of the financial impact of the store in
local communities.
At the end of five years of operation, at the close of FY 2023, the financial model
illustrates “SMART stores” with a possible cash reserve of $419,576. This is approximately
3.8% of the total income, including in-kind donations. Since the project is the start-up of a new
organization, a possible margin of error is helpful to assure the stability of “SMART stores”.
This reserve could be designated to endowment in 2023 to further secure the store’s future.
B. Expense-related Assumptions
Net operating costs for “SMART stores” are anticipated to be approximately $371,500
per year based on a full fiscal year of operations in 2019. In many Free Store operations, the
cost of goods distributed (given away for free to teachers) are booked as an expense offsetting
their corresponding donated value which appears as income on their financial statements. This
is done to determine the true size and scope of Free Store operations and the value of goods
distributed to their communities.

"SMART stores" Five-Year Financial Forecast
Income: 2018 2019 2020 2021 2022 2023 6-Year Total
Founders Operating Pledges (3 years) 200,000 400,000 300,000 - - 900,000
Founders Capital Pledges 200,000 100,000 - - - 300,000
Corporate Donations (Other) - 80,000 200,000 280,000 325,000 350,000 1,235,000
Individual Donations - 6,000 10,000 12,000 16,000 22,000 66,000
Foundation Support/Grants - 10,000 12,000 12,000 14,000 25,000 73,000
Gifts In-Kind/Product Donations 150,000 1,000,000 1,200,000 1,500,000 1,700,000 1,900,000 7,450,000
United Way Contributed Services 7,500 30,000 30,900 30,900 30,900 30,900 161,100
School Box Program Donations - 130,000 135,000 140,000 145,000 150,000 700,000
Other Special Events and Programs - 10,000 12,000 12,000 14,000 20,000 68,000
Expenses: Total Income 557,500 1,766,000 1,899,900 1,986,900 2,244,900 2,497,900 10,953,100
Employee Salaries 20,000 180,000 184,650 189,440 194,372 200,000 968,462
Employee Taxes and Benefits 7,500 63,000 64,628 66,304 68,030 72,000 341,462
Goods Distributed (value) - 500,000 1,100,000 1,400,000 1,600,000 1,800,000 6,400,000
Product Purchases 5,000 30,000 35,000 38,000 40,000 60,000 208,000
Leaseholder Improvements - 30,000 5,000 5,000 5,000 5,000 320,000
Advertising/Marketing 3,000 3,000 3,500 3,500 4,000 6,000 23,000
Warehouse Support - 5,000 5,000 6,000 7,000 8,500 31,500
Technology Support 1,000 2,000 2,000 2,000 3,000 3,500 13,500
Accounting Support 2,000 5,000 6,000 7,000 8,000 9,000 37,000
Outside Legal, Accounting, and Insurance 12,000 20,000 21,000 22,000 24,000 24,000 123,000
School Box Program - 125,000 130,000 135,000 140,000 140,000 670,000
Facility Lease and Utilities 7,500 30,000 30,900 30,900 30,900 30,900 161,100
Volunteer Development 4,000 6,500 6,500 7,500 7,500 7,500 39,500
Donor Recognition 3,000 3,000 3,000 3,000 3,000 4,000 19,000
Intern Development 2,000 2,000 2,000 2,000 2,000 3,000 13,000
Furnishings and Equipment - 2,000 2,000 2,000 2,000 2,000 10,000
Freight and Transportation 3,000 20,000 20,000 20,000 20,000 22,000 105,000
Total Expenses 70,000 1,296,500 1,621,178 1,939,644 2,158,802 2,397,400 9,483,524
Net Income/Loss 487,500 469,500 278,722 47,256 86,098 100,500 1,469,576
Less Inventory Surplus 150,000 500,000 100,000 100,000 100,000 100,000 1,050,000
Annual Cash Balance/Reserves 337,500 (30,500) 178,722 (52,744) (13,902) 500 419,576
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Ls 626 431 - Strategic Fundraising Plan - Anastasia Artayet Shepherd Final Draft

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Running Head: STRATEGIC FUNDRAISING PLAN 1

Final Project: Strategic Fundraising Plan

Anastasia Artayet Shepherd

B. Rationale and Purpose ................................................................................................ 7

C. Core Competencies .................................................................................................... 7

C.1. Retail Display Presentation Experience .............................................................. 7

C.2. Warehouse and Inventory Management .............................................................. 8

C.3. Fundraising and Development ............................................................................ 8

C.4. Marketing Support............................................................................................... 8

C.5. Volunteer Management ....................................................................................... 9

C.6. Administrative and Operations Leadership ......................................................... 9

D. Target Markets ........................................................................................................... 9

II. PROPOSED VISION AND MISSION ........................................................................ 10

III. STRATEGIC OBJECTIVES ...................................................................................... 10

B. Create Unique Collaborative Environment as a Preferred Mode of Operation ....... 10

IV. STRATEGIES ............................................................................................................ 11

B. Build Best Practices ................................................................................................. 12

C. Create a Unique Collaborative Environment as the Preferred Mode of Operation . 12

V. PERFORMANCE MEASURES OF SUCCESS ......................................................... 14

VI. FACILITY REQUIREMENTS AND STORE LOCATION ..................................... 15

VII. PRODUCT/INVENTORY STRUCTURE................................................................ 16

VIII. PARTNERSHIPS AND COLLABORATORS ....................................................... 18

A) Kids in Need Foundation ......................................................................................... 18

B) “Crayons to Computers” in Cincinnati, Ohio .......................................................... 18

C) McDowell Public Schools........................................................................................ 19

D) Habitat for Humanity Restore ............................................................................ 19

IX. MARKETING REQUIREMENTS ............................................................................ 20

X. GOVERNANCE STRUCTURE & BOARD MEMBERS .......................................... 21

B) Board of Trustees ..................................................................................................... 23

C) Formal Board Committees ....................................................................................... 24

E) Finance and Operations Committee ......................................................................... 25

F) Governance and Nominating Committee ................................................................. 26

G) Advisory Committees to the Board ......................................................................... 26

H) Fundraising and Development Advisory Committee .............................................. 27

I) School and Community Relations Advisory Committee .......................................... 28

J) Retail Donations Advisory Committee ..................................................................... 28

XI. STAFFING STRUCTURE ......................................................................................... 29

A) Executive Director ................................................................................................... 30

B) Retail Program Manager .......................................................................................... 31

C) Warehouse Manager ................................................................................................ 32

D) Volunteer and Administrative Coordinator ............................................................. 33

XII. FUNDING PARTNERSHIP MODEL .................................................................... 34

XIII. FUNDRAISING STRATEGY AND TACTICS ..................................................... 36

1. Donor Identification and Solicitation........................................................................ 37

2. Donor Events ............................................................................................................ 42

3. Online fundraising .................................................................................................... 43

4. Major Project Fundraising ........................................................................................ 43

XIV. FUNDRASING CALENDAR FOR FISCAL YEAR 2018 .................................... 45

XV. FIVE-YEAR FINANCIAL FORECAST .................................................................. 46

A. Income-related Assumptions .................................................................................... 46

B. Expense-related Assumptions .................................................................................. 47

I. CASE STATEMENT SUMMARY

The potential of a West Virginia-based organization offering free school supplies in a

independent 501(c)(3) not-for-profit organizations. Others have sponsored affiliations, such as

• Performance Measures of Success

• Facility Requirements and Potential Locations

• Product Inventory Structure

• Partnerships and Collaborators

• Governance Structure and Prospective Board Members

• Five-Year Financial Forecast

B. Rationale and Purpose

for use in aiding student learning.

C.1. Retail Display Presentation Experience