A VISION FOR SOCIAL INNOVATION IN NORTHEAST OHIO
Social Innovation means creating something new that brings improvement that benefits society. Many people have ideas; the challenge is making the idea work to improve lives. Innovation is the product of hard work, patience, timing, good luck, and good connections. Innovation is what separates the inventor from the change-maker.
Good Causes + Social Innovators + Pitch Stage = Maximum Social Impact
2014
Presented by
Engaged Philanthropy Stronger Nonprofits
svpcle.org
AgendaInnovation Exchange 5:45–7:00 pmEngage with featured nonprofits’ cutting-edge programs at interactive kiosks during a cocktail reception.
Awards, Book Signing & Dessert Reception 9–10pm
Aaron HurstKeynote Speaker 8–9pmAaron is the CEO of Imperative and a globally recognized social entrepreneur. He is a close advisor to many
global brands and a frequent speaker and writer on the development of the Purpose Economy. He remains
an active advisor to the Taproot Foundation, where he was the catalyst and lead architect of the $15 billion
pro bono service market. He was the creative force behind the conception of the national Billion + Change
campaign. Previously, he worked in Silicon Valley developing the precursors to social media.
Widely known for his thought-leadership and a regular blogger for The Huffington Post, Stanford Social
Innovation Review, and LinkedIn, Aaron is a member of the NonProfit Times’ Power & Influence Top 50
and has been recognized as a top social entrepreneur by Fast Company, Ashoka, Draper Richards Kaplan
Foundation, Manhattan Institute, and the Commonwealth Club. In 2009, he received the highest honor
bestowed to an alumnus of the University of Michigan.
Aaron is the author of The Purpose Economy and co-author of the children’s book, Mommy and Daddy Do It
Pro Bono, with his wife, Kara Hurst.
Aaron, Kara, and their two children live in Park Slope, Brooklyn, New York.
Michael FlemingEmceeIn 2004, after nearly a decade working as a chef in Boston, Miami Beach, and Madrid, Spain, Michael
Fleming moved back to his hometown of Cleveland in order to be a part of the city’s revival. He found his
way into urban redevelopment, working for a private developer and at one point converting a 19th century
“Odd Fellows” hall into residences on his own. In 2011, Michael received his Master of Urban Planning,
Design and Development at Cleveland State University and in 2012, he accepted the position of executive
director of St Clair Superior Development Corporation. Michael and his team have since worked tirelessly
to build a dynamic neighborhood around the many assets within their service area, which encompasses
AsiaTown and the historic Slovenian neighborhood. Michael’s introduction of an urban grazing program
– using sheep to maintain vacant land in the city at a fraction of the cost of traditional mowing – garnered
national attention for the organization. St Clair Superior has since introduced new residential living in once-
abandoned homes, brought the concept of “instant retail” to St Clair Avenue, and is currently working on
Upcycle St Clair – a comprehensive arts-based strategy that will show how creative reuse can lift an entire
East Side neighborhood. Upcycle St Clair is a 2013 winner of the national ArtPlace America grant, which
supports arts-based strategies for neighborhood revitalization.
Michael currently sits on the board of directors for Project Learn, the adult literacy organization, and for Bike
Cleveland, the city’s primary advocate for the cycling community.
Fast Pitch Competition + Audience Vote 7–8pmFour-minute pitches from eight innovative nonprofits.
SVP PartnersMary BrightLead Coach
William B. Doggett
Carrie Miller
Mike Shafarenko
Kevin Shaw
VolunteersAnn Marie Halal
Jim Marra
Michael Obi
David Smith
Phil Stella
Robert Triozzi
FAST PITCH COACHES
SVP PartnersBishara Addison
Alexander AuWerter
Ann Marie Bergman
Dick Cahoon
Suzanne Doggett
William B. Doggett
Chann Fowler-Spellman
Mark Grossi
Shilpa Kedar
Carol Lowenthal
Gil Lowenthal
Laura J. Malone
Carrie Miller
Mike Shafarenko
Joyce Shaw
Jim Vail
Jill Miller Zimon
SVP StaffLinda SpringerExecutive Director & Partner
Hilary Sparks-RobertsDeputy Director
Caroline LindenProgram Assistant
Alison PotashIntern
Boom StaffAndrea Wedren
Helen Raymond
bigBANG! PLANNING TEAM
Cleveland Clinic Group of Aspiring Leaders (GOAL)
Cleveland Colectivo
Cleveland Leadership Center
Cleveland Professional 20/30 Club
Cleveland SHRM | Society for Human Resource Management
Engage! Cleveland
Foundation Center Cleveland
YNPN Cleveland | Young Nonprofit Professionals Network
COLLABORATORS
bigBANG! Igniters & Collaborators
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TABLE HOSTS
American Endowment Foundation
Mary and Jim Bright
Doreen and Dick Cahoon
David Delgado and Linda Springer
Char and Chuck Fowler
Chann Fowler-Spellman and Ed Spellman
Grants Plus
Lake Erie Ink: a writing space for youth
Marcia W. Levine
Gil and Carol Lowenthal
Magnolia Clubhouse
Dallas and Bill Schubert and Holley and Rob Martens
Dominique Litmaath River
Kevin T. Roberts, Esq.
University Circle United Methodist Church
Jim and Debbie Vail
The Visiting Nurse Association
The Fast Pitch presentations are being
recorded by North Water Partners. Look for
the videos soon on SVP’s website!
Event planning assistance was provided
by Andrea Wedren and Boom.
SPONSORS
Chann Fowler-Spellman and Ed Spellman
SILVER SUSTAINERS
The George Gund Foundation
BRONZE BRAINSTORMERS
UNDERWRITERSSUPPORT ATTENDANCE
Fathom — Presenter Tickets
Prizes & Operating Expenses Sponsor
PLATINUM PATHFINDERS
Doreen and Dick Cahoon
Special thanks to Everyday Innovation for donating a 2-day innovation workshop for all presenters!
CLEVELAND VELODROME Brett Davis, Board President p. 6
CITY FRESH * Nick Swetye, Executive Director p. 4
DUFFY LITURGICAL DANCE ENSEMBLE Edna Duffy, Artistic Director
p. 12 GREAT LAKES SCIENCE CENTER Kirsten Ellenbogen, President and CEO
p. 14
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HOW WERE FAST PITCH PRESENTERS SELECTED? Nonprofits from across Northeast Ohio submitted their applications in January 2014. Eight
organizations were selected to present at bigBANG! based on the innovative and effective ways they solve the social problems their missions address.
KELLY’S WAY Tonya Range, Marketing Director p. 8
LAKE ERIE INK Amy Rosenbluth, Executive Director p. 10
MAGNOLIA CLUBHOUSE * Lori D’Angelo, Executive Director
p. 16 VOOLLA * Katie Mang, Executive Director
p. 18
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They participated in eight weeks of intensive coaching from SVP Partners and volunteers to hone their Fast Pitches. Three presenters (designated
by an asterisk) are also finalists to become the next SVP Investee. See guidelines for Investee and Fast Pitch selection at svpcle.org/apply.
OVERVIEW
The New Agrarian Center (NAC) promotes and builds healthy, sustainable, and equitable local foods systems in Northern Ohio. We do this
through two key programs: The George Jones Farm and City Fresh. Our goal is simple: to get fresh, local food to those who need it at a price
everyone can afford, and to pay our farmers well.
Executive Director: Nick Swetye
PO Box 357
Oberlin, OH 441074
330.221.4027
gotthenac.org
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SOCIAL INNOVATION IN ACTION
The traditional CSA model cuts out the multitude of middlemen in our
food system, which results in both cost savings for the consumer and
increased revenue for the farmer.
As a customer of a CSA, you preorder a “share” for the entire growing
season. This is a basket of fresh, locally grown fruits and vegetables
typically containing 10-15 different items each week. Your basket is
delivered either to a pickup location near you, or at the farm itself.
The key innovations in City Fresh solve the problem of food deserts
and ensure that produce is affordable to everyone.
What makes us different from other CSA programs includes:
• Efforts to set up in low-income neighborhoods where fresh food is not accessible
• Graduated share pricing based on income
• Our ability to accept food stamps
• Week-by-week ordering without penalty or extra fees, because even middle-income families often cannot afford the entire season up front.
OPPORTUNITY FOR SOCIAL IMPACT
City Fresh is a not-for-profit Community Supported Agriculture
(CSA) program. Founded in 2005, the City Fresh program is a
direct response to the lack of fresh food access in our urban
centers. 260,000 residents of Cuyahoga County live in what
are called food deserts, where distance to full-service grocery
stores combine with low household income to create a spiraling
health crisis.
City Fresh is the only CSA in our region that is accessible to
families who live in food deserts. City Fresh customers are
offered a sliding price scale based on income, can pay with food
stamps, and are able to pay week-to-week. This is only possible
thanks to our broad volunteer network who help us operate as
many as 15 delivery points in the Greater Cleveland area each
year from June to October.
In 2013, City Fresh delivered nearly 12,000 baskets of produce
to our customers, with 4,000 delivered to families in food desert
neighborhoods and in need of the low-income subsidy.
NEED FOR CHANGE
Food deserts are a growing epidemic with vast health
consequences. In Cleveland, it is 4.5 times farther to get to a
grocery store than it is to get to a fast food chain. The result
is that one in two children growing up in food deserts will be
diagnosed as Type 2 diabetics in their lifetime. 8 of the 13
leading causes of death in the United States result from poor
nutrition. The problems are existential.
And on the other end of our food system, farmers struggle as
well. The average farmer in America is currently 60-years-old,
and the Future Farmers of America estimates that one in three
beginning farmers quits each year. The USDA estimates that for
every dollar we spend at a grocery store, just 10 cents gets to
the farmer.
At City Fresh, we’ve built a model that not only gets fresh
produce back into the food deserts and makes it affordable for
those living in low-income households, but we are also able to
return 80 cents of our customer dollars to our farmers.
New Agrarian Center
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FINANCIAL
• $100 will allow us to purchase high-quality organic seeds to
cover one acre of fields, allowing us to grow food for as many as
50 families in need.
• $1,000 will give us the ability to expand our low-income
program and outreach into a new, low-income neighborhood,
providing thousands of families access to fresh food.
• $10,000 will cover the cost of fuel for our entire vehicle fleet for
one whole year. Seems impossible, but that’s because nearly all
of our vehicles run on waste vegetable oil.
IN-KIND
• Creative Services will improve our website and marketing
materials.
• Fresh Stop Volunteers will support distribution of fresh local
foods and assist in coordinating neighborhood outreach.
• Access to a kitchen facility for weekend cooking and canning
workshops will ensure our shareholders know how to make every
bit of produce in their share delicious.
INVEST
Small investments in our distribution infrastructure and in support of our low-income shareholders will both allow us to expand into more food
desert neighborhoods, and ensure that we can continue to serve a large number of low-income participants without increasing prices for those
who pay the full-share price. We also seek creative and technical support as we embark on a year-long custom website and ordering system.
Many City Fresh volunteers have been with us for five years or longer, and new energy, new ideas, and new connections in our neighborhoods
are always needed.
GOALS & PERFORMANCE
The NAC tracks share numbers, number of Fresh Stop pickup locations, audience served through our on-farm education programs, and
number of employees, interns, and City Fresh volunteers.
FINANCES
The NAC’s business model is based on earned revenue from produce sales both through City Fresh and the George Jones Farm, grants, and
donations. Following a very difficult 2012 season, new leadership emerged in 2013 throughout the entire organization and brought the financial
situation under control.
2011 2012 2013
Income
Contributions & Grants $105,761 $134,914 $73,388
Program Service Revenue $278,975 $228,187 $199,910
Total Revenue $384,736 $363,101 $273,298
Expenses
Salaries & Compensation $136,709 $198,485 $98,163
Program Service Expenses $254,362 $246,402 $176,006
Total Expenses $391,071 $444,887 $274,169
Net Revenue -$6,335 -$81,786 -$871
2011 2012 2013
Full-Price Shares Sold 9,122 8641 8120
Low-Income Shares Sold 4105 3788 4051
Total Share Sales 13,227 12,429 12,171
% Low Income 31% 30% 33%
Number of Fresh Stops 19 17 14
Fresh Stop Volunteers 121 98 86
Board President: Brett Davis
20595 Lorain Road, Suite 300
Fairview Park, Ohio 44126
440.895.1200
clevelandvelodrome.org
OVERVIEW
Our outdoor velodrome facility opened in 2012 and is a sanctuary for people to ride bikes. Our mission is to expose kids and adults to cycling
for the health benefits and to help revitalize the Slavic Village neighborhood. Bike rental, track time, and coaching are free for kids under
18 and are free for all first-time adult riders. From May through September, we are open seven days a week and staffed by volunteers. Our
goals are to increase our organizational capacity and construct an air-supported dome over the outdoor track so we can deliver year-round
programming.
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OPPORTUNITY FOR SOCIAL IMPACT
Bike riding is good exercise, is an eco-friendly means of
transportation, and, unlike some sports, can be done for life.
Among youth populations there is an alarming trend of physical
inactivity and obesity. Children and adolescents who are obese
are more at risk for health problems such as heart disease, Type
2 diabetes, stroke, cancer, and osteoarthritis. Childhood obesity
is a critical social issue. In addition to the exercise component,
riding a bike at the Velodrome is a far safer alternative to riding
on a hazardous road. We provide a free venue and host youth
cycling programs in partnership with other local nonprofits
including Boys & Girls Club, University Settlement, Slavic Village
Development Corp, Case Western Reserve University, and
Cleveland Bike Co-Op. In addition to expanding these existing
partnerships, we are starting an interscholastic track cycling
league for grades 9 to 12. Recognizing the need for low-cost,
safe, healthy, and accessible recreational activities, we provide
youth and adult athletic programming to expand and revitalize
recreation opportunities in Northeast Ohio. Unique recreational
programming attracts new and existing work forces, thereby
slowing the “brain drain” of talented personnel leaving for the
coasts and other large metropolises.
NEED FOR CHANGE
Track riding provides a safe venue, free of cars and road
hazards, for kids and adults to ride bikes. It’s a place where
adults can supervise and coach kids while they ride their bikes.
The Cleveland Velodrome is one of only 25 velodromes in the
United States and the only one in Ohio. Our sister cities of
Columbus and Cincinnati are envious, so they come to Cleveland
to participate in our programs and races. New velodrome tracks
are being built in the US for the first time in 30 years in cities like
Chicago, Rock Hill, Boulder, and Pittsburgh. Track riding is more
popular worldwide — there are literally 100s of tracks in Europe,
100s in Asia, and 100s in Australia. Why is this? Because kids
like riding bikes – some even competitively – but adults are
hesitant to let their kids ride on the streets. So communities
build and operate velodromes, and kids have a sanctuary to
really learn to ride and, in some cases, race bicycles!
SOCIAL INNOVATION IN ACTION
Cleveland Velodrome is the only velodrome cycling facility in Ohio
and is one of only 25 in the United States. The construction of the
Velodrome was done entirely by volunteers which, in addition to
saving money, has created a loyal and vested core of volunteers and
enthusiasts. Our primary funding mechanism for the outdoor track —
the Founders Club — was quite innovative. We successfully recruited
130 donations of $1,000 each. With this broad-based grass-roots
support, we were able to secure larger donations from Cleveland
Foundation, University Hospitals, Third Federal Foundation, and
Panther Expedited Trucking, among others. Since opening, we have
graduated over 1,500 riders through our Track 101 - Learn to Ride
the Track Program. About 25% are kids age 18 and under. We serve
recreational and competitive riders as young as seven and adults well
into their 70s. To date we have brought thousands and thousands of
people into the neighborhood to ride, race, volunteer, and spectate.
We cater to all ages, all abilities, all backgrounds.
GOALS & PERFORMANCE
We measure success based on the following
metrics:
• Rider participation (youth and adult)
• Race participation (youth and adult)
• Class and clinic attendance (free and paid)
• Group events
• Total spectators
• Operating revenue and expense
• Fundraising revenue
• Number of media exposures
The 2013 season was our first full year of
operations and we are pleased to report
that we exceeded all our 2013 season goals
including:
• Nearly 1,000 unique riders, including over 250 kids
• 16 days of exciting racing
• Over 2,000 total spectators
• 30 Track 101 sessions
• 15 Track 201 sessions
• 15 group events/parties
• Six participants at Junior Track Nationals
• Approximately 15 local and national media exposures
• Thousands of smiling faces!
Our existing base of programming includes
our Track 101 and Track 201 classes, Friday
Night Race Series, and our Boys & Girls Club
Track Cycling League. Our 2014 schedule
and programming will have more race dates,
more classes and clinics, and expanded youth
development. Additional new programs for
2014 are a weekend Time Trial Series, an
Inter-Scholastic Track Cycling League, and
more youth clinics.
FINANCES
Phase 1 of the project — the outdoor velodrome — was funded
through a successful $300,000 capital campaign. The track, all the
improvements, and the equipment are fully funded.
Operationally, the outdoor track was built to be financially
sustainable. With our volunteer staffing, the outdoor velodrome
costs about $10,000 per year to operate including maintenance,
ground rent, utilities, phone, restrooms, security, and insurance. Our
operations are seasonal and run from May through October. The
outdoor velodrome began operations in August 2012, and the 2013
season was our first full year of operations. Total revenue for 2013
was $30,000 of which $14,000 was Phase 1 capital campaign pledges
and $16,000 was from the sale of season passes, day passes, bike
rentals, class fees, race fees, and our annual fund.
All programming is free for kids. A season pass costs $200 for adults
and $100 for students. Day passes are $20 and include bike rental.
Our Track 101 class is free for kids and adult first-timers. Our next
level Track 201 class is one for $20, three for $40, and four for $50.
Bike rentals are one for $10, five for $40, and 10 for $70. Race entry
fees are $25.
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INVEST
FINANCIAL
• $100 will contribute to our annual fund.
• $15,000 will fund a program director for six months.
• $50,000 will help fund the construction of an indoor facility.
IN-KIND
• Attend a Maintenance Day (3 hours): Maintenance days will be
held in April 2014. Help us with grounds maintenance, cleaning,
and painting.
• Become a Session Leader (16 hours): Our open-riding sessions
as well as our classes are staffed by a core group of trained
volunteers. No experience required; we will train you. Our
volunteer orientation sessions are one night a month in April,
May, and June.
• Help Measure Outcomes (35 to 50 Hours): We have a point
of sale system and a rider attendance database. We plan to
upgrade and/or replace these systems to make it easier for
our volunteers, better track attendance, and integrate with our
accounting system. A swipe card system similar to that used by
health clubs would be ideal.
We are launching a Track Cycling League for grades 9 through 12 and want to expand programming for grades 5 through 8 with the Boys &
Girls Club. We seek funds to hire a program director and in-kind services to complete these projects. Our next step: funding the capital costs
to cover the track and operate 12 months per year.
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We measure success by tracking the progress of students who grew
up in and completed years of study at DuffyLit. We measure the
impact of performances by comments received via audience surveys
and focus groups from both performers and audience members.
Our goal is to deliver the universal message of the Spiritual through
music, dance, and history.
During the past three years, we have served 3,606 clients with a
goal of reaching at least 5,000 within the next two years. We collect
demographic data from our audiences including zip codes in order
to help us know what areas are being served and identify those we
want to target for future performances. Fundraising has included
“Dinner and a Show” and a Prayer Breakfast to inspire individuals
and the community to engage in activities to create a climate in which
violence and bullying cannot exist. A choreography based in the
Spiritual was developed and presented to address the social issues
of bullying and violence in our schools. In 2013, DuffyLit presented
“FACES,” a collaboration with Eliza Bryant and single young mothers.
We produced choreography based on the Spiritual, wisdom of the
elders, and the struggle and joys of single young mothers.
GOALS & PERFORMANCE
FINANCIAL
• $100 will provide a stipend to a dance instructor for four one-
hour summer camp sessions.
• $3,000 will provide office supplies, summer camp materials for
participants (books, CDs, workbooks), and field trips.
• $5,000 will provide stipends for summer camp staff (director,
office assistant, instructors, and accompanist).
IN-KIND
• Fundraising assistance will allow the director to spend more
time in artistic endeavors.
• A marketing consultant will help us broaden community
outreach to attract a wider audience for performances and thus
greater ticket revenue.
• Technology experts will provide training for staff and service
computer equipment.
INVEST
DuffyLit is a 501(c)(3) nonprofit organization that accepts financial and in-kind donations which are tax-deductible.
FINANCES
Future Need: DuffyLit needs funding for operating support. The grants received have all been designated for specific projects. The donations
and earned income are, more often than not, used as matching funds for the grants. Therefore, staff often continues to work without timely
payments and the director, at times, receives no payment at all. Operating support will pay staff, purchase office supplies, and hire instructors
in order to offer more classes and broaden community outreach.
DuffyLit Revenue Sources
Donations and Earned Income(Tuition, Performance Tickets, Memberships, Individual Donations & Corporate Sponors)
$144,600
Grant Revenue $112,764
Cuyahoga Arts and Culture $67,980
United Black Fund $21,000
Cleveland Foundation $15,000
Ohio Arts Council $8,784
Total Revenue $257,364
Artistic Director: Edna Duffy
1919 E. 107th Street
Cleveland, OH 44106
216.921.0734
duffylit.org
OVERVIEWDuffy Liturgical Dance Ensemble is an intergenerational company of singers and dancers whose mission is to improve the quality of life through
performance of the Spiritual and application to everyday life of its universal message of hope, faith, optimism, and perseverance. DuffyLit
offers classes, workshops, lecture demonstrations, and performances that engage the mind, discipline the body, and develop the talents of
people of all ages.
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The cornerstone of DuffyLit is the Negro Spiritual — its origin; its
role in gaining and promoting freedom from slavery; its impact on
American Blues, Jazz , and Gospel as well as popular music; and its
role in continuing the cause of civil, social, and personal freedom.
DuffyLit enhances the fabric of our city by weaving within it threads of
the African-American experience in this nation.
We are providing performance opportunities to seniors who otherwise
would not ever again see themselves on stage. We are connecting
seniors and children through music, dance, and American History.
We are providing quarterly performances for the homeless, free of
charge.
SOCIAL INNOVATION IN ACTION
OPPORTUNITY FOR SOCIAL IMPACT
DuffyLit uses the arts of music and dance to promote greater
understanding and to contribute to the educational, social, and
artistic fabric of our comunity. DuffyLit classes and performances
help to build self-esteem, encourage self-discipline, and improve
self-image, self-respect, and respect for others. We want to
offer a youth and senior choir, and an annual summer camp to
involve a greater number of children and seniors in the study
and performance of the authentic Spiritual. DuffyLit works with
children, youth, adults and seniors encouraging them to learn
their history, and to respect and be proud of their heritage. This
empowers them to be accepting of those from other cultures.
NEED FOR CHANGE
DuffyLit — through the study of our national treasure, the
American Negro Spiritual — addresses the social issues
of cultural identity and race relations. Through study and
performance, we explore the significance of the Spiritual art
form in our cultural heritage and the lessons these songs offer
for navigating the challenges of everyday life. It is important
that these songs and the lessons they teach be kept alive to
remind us of origins of transcendent courage, creativity, and
indomitability forged on the anvil of slavery, lest we despair in
the considerably less difficult conditions of the present. The
fabric of the Spiritual weaves a tapestry for life: “It is an optimism
that takes the pessimism of life and uses it as the raw material
from which to garner its strength. Through all these songs there
breathes a hope, a faith in the ultimate justice and brotherhood
of man. The cadences of sorrow invariably turn to joy and the
message is ever manifest that eventually deliverance from all
that hinders and oppresses the soul will come and man, every
man, will be free” (H.T. Burleigh). The Spiritual empowers people
to realize their greater potential, both as individuals and as a
community.
President and CEO: Kirsten M. Ellenbogen, PhD
601 Erieside Avenue,
Cleveland, OH 44114
216.694.2000
GreatScience.com
GOALS & PERFORMANCE
In May 2013, Dr. Kirsten Ellenbogen became Great Lakes Science
Center’s third president. In October 2013 (the beginning of our fiscal
year), the board of directors approved a new mission, vision, and
guiding principles. There is a palpable energy at the Science Center,
and our new strategic direction is guiding the development of
radically fresh plans for programs, exhibits, and guest services. We
take performance measurement very seriously with monthly updates
to our dashboard that addresses both financial and experiential
goals. We compare the data both year-to-year and actual-to-budget.
Since FY2011, we have tracked earned and contributed revenue, daily
gate and total impact attendance, the number of contributors and
household memberships, number of visitors as part of a youth group,
number of Title 1 students who visited with groups (free), the ratio of
staff to visitor interaction, the number of volunteer hours, the number
of significant collaborations, and staff professional development and
turnover. We do this to measure our financial sustainability, to see
if we are engaging visitors and providing informal STEM education,
and to determine if we are cultivating supporters and developing
audiences and staff.
OVERVIEW
Great Lakes Science Center, home of the NASA Glenn Visitor Center, makes science, technology, engineering, and math (STEM) come alive
for more than 300,000 visitors a year through hundreds of hands-on exhibits, traveling exhibitions, OMNIMAX® Theater, Steamship William G.
Mather, daily science demonstrations, seasonal camps, family workshops, and more. We know the value of using real scientific challenges to
encourage curiosity and experimentation. And we remain committed to developing the collaborations and community partnerships needed to
stimulate innovation, improve STEM education, and cultivate the creative, critical thinkers who will shape the future of Northeast Ohio.
Studies show that programs outside of school can have a strong
impact on participants’ attitudes towards STEM, their grades, test
scores, graduation rates, and their specific STEM knowledge and
skills. Student interest and motivation can be increased by making
STEM content more relevant, by an educator’s enthusiasm for the
subject, by a positive learning environment, and by encouraging
learners to do “real science.” At Great Lakes Science Center, we
offer transformative learning experiences in a safe and fun setting
geared toward important regional content. We change lives through
our programs.
• Great Science Academy offers an in-depth, year-round program for sixth through eighth-grade students that is adding another grade each
year to provide a comprehensive middle and high school experience. It engages through problem-solving challenges in monthly workshops, frequent speakers, and in-depth field experiences that explore STEM fields.
• Girls Go! Science introduces young girls to STEM professions through interdisciplinary, highly-relevant workshops developed in collaboration with female STEM professionals from around Northeast Ohio.
• Summer Camps at Great Lakes Science Center provide increased community access with camps in ten locations in the region. We are the only science center in the country with a day camp program that is accredited by the American Camp Association.
SOCIAL INNOVATION IN ACTION
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INVEST
FINANCIAL
• $100 will provide a workshop for a Title 1 school.
• $250 will provide a scholarship for one student to attend a
weeklong summer camp.
• $500 will provide a scholarship for one student to attend a year
of Great Science Academy.
IN-KIND
• Free: Donations of surplus, unused, or out-dated technology
such as circuit boards, monitors, computers, laptops, etc., for
students to study, take apart, or reassemble will allow them to
learn circuitry.
• $5,000: Donations of LEDs and batteries (1,000), acrylic
(100 sheets), soldering tips (100), solder (10 lbs), solderable
circuit boards (1,100), battery holders (1,100), resistors (1,100),
transistors (1,100); balloons (150), conductive jelly (5 tubes), salt,
and photoresistors (1,100) will support student learning.
• $10,000: Donations of Apple Mac Pro ($6,500), Epson
24” Stylus Pro 7890 printer ($3,000), and flat architectural
storage drawers ($500) will enable our exhibition and graphic
departments to produce professional materials, saving costs on
outside suppliers.
Great Lakes Science Center seeks to inspire the next generation of STEM professionals who reflect our nation’s diverse makeup and
maximize our capacity for innovation, creativity, and advancement. We inspire youth and their families to become critical thinkers and
problem-solvers; to have fun with STEM-related activities; and to participate in a vibrant, growing economy. We make science, technology,
engineering, and math come alive to support a community where all people value STEM to inform decision-making and enrich lives.
OPPORTUNITY FOR SOCIAL IMPACT
Great Lakes Science Center changes lives by sparking STEM
interest. Our lives are increasingly dependent on technology
and challenged by complex decision-making around scientific
issues. The more comfortable we are with STEM, the better we
navigate the changing technological and scientific landscape.
The Science Center plays a critical role in improving the
economic outlook for both individuals and the region. Research
shows that a positive STEM experience around ages 9-12
increases the probability that someone will seek a STEM career.
This is our “sweet-spot,” sparking an interest in STEM careers
for middle school children, and thereby improving their potential
employment opportunities and wages. This in turn benefits our
community: technological innovation has been a primary driver
of U.S. economic growth over the last 50 years. A strong STEM-
skilled workforce can also shift the economic downturn of our
region. The STEM unemployment rate peaked at 5.5% in 2009
while the non-STEM unemployment rate reached nearly 10%
in 2010. Additionally, the demand for STEM-capable workers
has increased even in non-STEM fields due to the spread of
technology. Our region needs a strong STEM pipeline to have a
strong economic future, and research tells us that middle school
is the critical juncture of that pipeline.
NEED FOR CHANGE
A recent study concluded that our schools are not producing
enough STEM-capable students to keep up with demand both
in traditional STEM occupations and other sectors across the
economy that require related skills. In fact, 1/3 of students
lose interest in science by 4th grade; another 17% become
disinterested in middle school. In the Cleveland Metropolitan
School District, just 24% of fifth-grade students were found to
be proficient in science. It is clear we cannot rely on schools to
address all the STEM learning needs of society, especially when
the average American spends only 5% of their lifetime in a formal
classroom. We must instead leverage the broader educational
infrastructure and find venues beyond schools that can provide
the additional needed support for our youth. The U.S. is trailing
Mexico, Canada, and many European and Asian nations in
developing a STEM workforce. In 2008, we ranked 27th in the
number of STEM graduates as a share of all bachelor’s degrees
and ranked 23rd in the number of STEM graduates as a share
of the employed 25-34-year-old population. In order to remain
competitive, and even survive, in a global economy, we must
reverse the declining interest in STEM.
FINANCES
Great Lakes Science Center employs 150 people in our community, utilizes over 21,000 volunteer hours a year, and has a $7.5 million annual
operating budget. Just 25% of our revenue is contributed, whereas the average for arts and culture institutions in Ohio is 61%.
FY 2012 Actual FY 2013 Actual FY 2014 Budget
Revenue
Earned Revenue $4,272,985 $5,009,875 $4,969,507
Federal Grants $234,033 $224,079 $234,597
Contributed Revenue $1,423,677 $1,551,861 $1,786,597
Endowment Transfer $402,703 $416,613 $435,000
Total Revenue $6,333,398 $7,202,428 $7,425,701
Marketing Director: Tonya Range
P.O. Box 221286
Beachwood, Ohio 44122
216.904.9091
kellysway.org
OVERVIEW
Kelly’s Way is a 501(c)(3) charity whose mission is to educate, energize, and empower youth health and wellness. Our team is comprised of staff
members with medical, fitness, and wellness backgrounds who share our passion of creating healthy kids and teens. We create youth-driven
events, support groups, and workshops that contain a health component targeting youth and young adults. We mentor and empower youth
by providing resources to make life-changing decisions for healthier lifestyle choices.
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Healthy Kids Rock is based on three key elements:
1. the outstanding connection that our instructors have with the participants
2. the way participants use their experience to create permanent healthier life choices
3. the incorporation of parental participation
The Kelly’s Way program instructors are young, energetic educators.
Most instructors in our program have struggled with weight and
fitness management, so they personally and compassionately relate
to the workshop participants’ concerns.
We also realize that in order for children and teens to be successful
in our program, the need for parental support and reinforcement is
paramount. Parent-Child workshops provide parents the opportunity
to learn fun and healthier ways to keep their child excited and
engaged with their new outlook.
The Healthy Kids Rock program provides ongoing resources such as
food journey and exercise diaries, discount coupons, and free fitness
sessions. We incorporate tools that our participants are familiar with
like cell phone apps to keep track of food journeys and healthy
meal ideas and video games that have interactive fitness and dance
instruction that complement our programs.
SOCIAL INNOVATION IN ACTION
OPPORTUNITY FOR SOCIAL IMPACT
Creating an exciting way to encourage kids to get physically fit
just simply makes sense! America’s childhood obesity epidemic
puts 1/3 of our children at risk of heart disease, diabetes, and
stroke. One study found that 70% of obese children have at
least one risk factor for heart disease, and almost 40% have two
or more. These staggering statistics were the motivation behind
Kelly’s Way and Healthy Kids Rock, a health and education
program that embraces the impact of music, entertainment,
fitness, and fun to attract children and teens and inspire them
to establish healthy eating and exercise habits. Research has
shown that physical activity has an impact not only on health,
but also on cognitive skills, attitudes, and academic behavior,
all of which are important components of improved social
and academic performance. Healthy Kids Rock motivates
participants to incorporate habits of health and fitness into their
lives.
NEED FOR CHANGE
Did you know that obese children and teens have a greater risk
of social and psychological problems like discrimination and
depression? These lead to low self-esteem and, in some cases,
even suicide. According to the CDC, almost 23 million children
and adolescents between 2 – 19 years are obese. Unfortunately,
many schools cut physical education and its funding with the
belief that more rigid classroom time would somehow stimulate
students to learn more. Unless our children adopt and maintain
healthier patterns of eating and exercise, overweight children
are more likely to become overweight adults. Healthy Kids Rock
was created to reverse these terrible outcomes. Our team of
health, nutrition, and fitness instructors provides workshops
that include Zumba, Kickboxing, Hip-hop Dance, Healthy
Food Demonstration, Urban Farming, and Nutrition Education.
What better way for kids to rock than empowering them with a
healthier lifestyle!
Kelly’s Way
GOALS & PERFORMANCE
PROGRAM PERFORMANCE
2012: 3,500 kids, teens, and parents
participated in our programs and workshops.
2013: 5,000 kids, teens, and parents
participated in our programs and workshops.
These numbers are reported by volunteer
fitness and medical instructors and based
on distribution of donated or discounted
healthy food. With financial support, we
project a yearly increase of 6,500 children,
teens, and parents.
ORGANIZATION HEALTH / CAPACITY
BUILDING
Our partners and supporters include the
YMCA of Greater Cleveland, Burten Bell
Carr Development, LeBron James Family
Foundation, The Cleveland Browns, Santana
School of Dance, Dave’s Supermarkets,
Rid-All Green Partnership. NEON Health,
Julia de Burgos Cultural Center, Chick Fil-A
(Harvard Park), and Metro Health.
SOCIAL IMPACT INDICATORS:
Ohio ranks as the 24th most obese state in
the country for children and 13th for adults.
This cycle will only change when children
become excited about fitness and reduce
their current drastic physical inactivity. We
incorporate cell phone apps, TV, social
media, and video games to build the
momentum and excitement in our programs
for our participants.
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FINANCES
To date, Kelly’s Way has been funded entirely by in-kind donations of food and other items, and out-of-pocket by its founders and staff. We
estimate the average cost of a two-hour workshop with five instructors and healthy food for up to 50 participants to be $1,250.00 (or $25.00
per child). Last year, Kelly’s Way applied for and was granted 501(c)(3) status, and we recognize the obligation that this status entails with
respect to tracking revenues and expenses. Moreover, we understand that such financial tracking will be critical to our goal of attracting
funding from outside donors.
FINANCIAL
• $100 will provide a two-month fitness and nutrition workshop
for two students. 60 days creates a habit!
• $5,000 will cover the two-month instruction fee for one
employee to be trained in health, fitness, and nutrition.
• $10,000 will provide significant start-up capital to cover basic
needs and supplies.
IN-KIND
• Marketing services will help get the word out about Cleveland’s
first Healthy Kids Rock Fitness Bootcamp via TV, radio, print,
billboards, and social media!
• Fitness equipment and office supplies will support our program.
• Printing and graphics services will provide brochures,
palm cards, marketing packets, food journals, and nutrition
worksheets.
INVEST
Kelly’s Way seeks a sponsorship investment of $175,000 to cover our projected yearly goal of opening Cleveland’s first Healthy Kids Rock
Fitness Bootcamp for kids and teens. Your investment will employ a paid staff of five that will:
1. provide fitness instruction
2. offer nutrition workshops
3. seek new partnership initiatives
4. secure grant funding
5. create new and exciting programs outside of the bootcamp experience such as team-building, self-esteem workshops, family
enhancements, bike rides, walkathons, fitness concerts, and innovative kid-friendly programs
6. provide performance awards and programs
7. track success data
8. create habits of fitness
9. decrease Northeast Ohio’s childhood obesity rate
OVERVIEW
Lake Erie Ink: a writing space for youth provides creative expression opportunities and academic support to youth in the greater Cleveland
community. Located in Cleveland Heights, an inner-ring suburb of Cleveland, Lake Erie Ink works with youth from diverse backgrounds, school
experience, and ability. We offer after-school, evening, and weekend programs for youth in grades K–12. We also provide programming to
schools and other organizations, sharing creative writing curricula and resources that inspire students to write more, thereby building skills,
confidence, and enthusiasm for writing. Our workshops range from playwriting and poetry to college essays and creative nonfiction.
Executive Director: Amy Rosenbluth
2843 Washington Blvd.
Cleveland Heights, Ohio 44118
216.320.4757
lakeerieink.org
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Lake Erie Ink programming is unique in the Cleveland area. We
believe it is crucial to provide a physical space where youth feel
a sense of community, connect with others, and feel safe to take
creative risks. Because our programs invite guests in to work with
the kids, we have become a hub for creative writers in Cleveland.
The Ink Spot after-school program provides a safe and nurturing
place to be after school, as well as time and resources for youth
to explore and expand their process as writers in different genres
and for different purposes. Most writing youth engage in today is
for a select purpose; we encourage students to write for their own
purposes and to participate in the larger community, both of which
are not always possible at school. The combination of educational
and creative writing activities we provide allows Lake Erie Ink
participants to explore writing which supports a range of topics and
forms. Our volunteers, many of whom are writers, play an integral
role at Lake Erie Ink. In addition to providing direct support to youth,
they are positive role models and engaged adults who inspire and
encourage our participants.
SOCIAL INNOVATION IN ACTION
OPPORTUNITY FOR SOCIAL IMPACT
Communication is key in helping create an equitable and
just society. Helping youth find their “voice” to share their
experiences, thoughts, and ideas is at the core of what we
do. Using writing and speaking to effectively solve conflicts
and communicate on relevant issues is integral to emotional
development. When a child views him or herself as a self-
directed writer engaged in the process of meaningful
communication, there is a positive impact on his or her social
and academic success. Creativity is an essential component
of critical thinking. Encouraging youth to imagine what could
be, and then supporting them in how they might bring those
ideas to form, teaches problem-solving and collaboration.
Lake Erie Ink’s programming offers opportunities for students
from different schools and cultural environments to become
acquainted with and develop appreciation and understanding
for each other. Youth develop meaningful relationships
with adult volunteers who come from all walks of life. These
opportunities encourage empathy and develops a connection
to others, benefiting our community by building relationships,
changing perceptions, and hopefully creating optimism about
our youth, our schools, and our community.
NEED FOR CHANGE
Lake Erie Ink addresses the barriers that youth may face because
of economic, social, or academic challenges by supporting them
as they find positive ways to express themselves. Access to
creative expression opportunities is inequitable across and within
our communities. Youth have limited outlets to express their
thoughts and feelings with others and often are misunderstood or
have misperceptions of other youth from differing neighborhoods,
cultures, abilities, and socioeconomic status. Even in school, youth
are given little time to explore different forms of self-expression
due to the focus on standardized testing. Lake Erie Ink’s focus
on creative expression and communication encourages youth to
learn how to express themselves in authentic and honest ways,
sharing their ideas and experiences in a safe and supportive
environment. Our programs are a welcome haven for youth
to be who they truly are, without fear of being labeled, bullied
or dismissed. Lake Erie Ink has been running teen Open Mics
and Poetry Slams since our inception in 2011. These types of
programs not only encourage youth to write and speak about
issues meaningful to them, but also invite the community in to
listen, shifting perceptions and opening dialogue between youth
and adults.
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FINANCIAL
• $100 will provide scholarships for two students to attend the
Ink Spot after-school program for one quarter.
• $500 will provide stipends for five guest writers to come in and
work with students.
• $1,000 will provide a ten-week creative writing residency
project for a school or organization that cannot afford to pay.
IN-KIND
• Administrative support will include data entry, updating our
website, and other marketing-related tasks.
• Program support will involve volunteering directly with our
youth. This might be onsite during after-school, evening or
weekend workshops, or off site during the school day. We
also need people to help prepare our quarterly anthologies of
student work.
• Board support will involve joining our board of directors or an
advisory board committee.
INVEST
An investment in Lake Erie Ink will enable more youth be exposed to and engaged in creative expression programming, expanding their
options for positive communication. This includes more workshops with guest writers and greater resources to publish student work. An
investment in Lake Erie Ink will increase our capacity to provide professional development resources and support to teachers in more schools,
ultimately reaching more youth, and encouraging the attitude that creativity promotes critical thinking and builds community.
ORGANIZATION HEALTH AND CAPACITY BUILDING
• Developed active partnerships with Cleveland Heights-University
Heights School district, John Carroll University, Cleveland Institute of
Art, Hiram College, and the Cleveland Heights Library.
• Joined as members of BVU and CAEC
• Increased board and advisory board membership and participation
each year since our founding.
• Formed a Young Professional’s board, Fresh Ink, in 2013.
• Implemented an annual fundraising event in 2013
GOALS & PERFORMANCE
2011-12 2012-13 2013-14
Staff 2 FTE, 1 PTE 3 FTE 2 FTE, 1 PTE
Interns 4 3 3
Volunteers 26 30 30
2011-12 2012-13 2013-14 (9 months)
Youth in on-site programs (unduplicated)
218 273 235
Youth in off-site programs (unduplicated)
850 1253 1690
Off- site locations served 12 22 24
SOCIAL IMPACT INDICATORS
When we measure the impact our program has on participants, we look for:
• Engagement in writing; confidence in and identification of themselves
as writers
• Active participation in sharing work, publication, and collaboration.
• Interest in learning more and writing more in various genres and returning
for other workshops
• Awareness of the many purposes for writing
FINANCES
0%
20%
40%
60%
80%
100%
2012 2013 2014
Lake Erie Ink Revenue Sources
Program Income
Fundraising
Contributions
Foundations
Lake Erie Ink’s funding model is a three-tier approach: grants, individual contributions, and fee-for-service. In 2011, our organization was
fortunate to receive seed money to establish our programs. Since then, we have concentrated on fundraising and broadening our contribution
base. Additionally, quality programming has increased the demand for our services from other youth-serving organizations. Since 2012, our
individual contributions have doubled, and fundraising and program income have increased 400%. Our future needs are to sustain and grow
the level of current, unique programming we offer to youth in the Cleveland community. Additional support will allow us to leverage current
resources to reach more children and deepen our partnerships with schools and other community organizations.
Executive Director: Lori D’Angelo, PhD
11101 Magnolia Drive
Cleveland, OH 44106
216.721.3030
magnoliaclubhouse.org
OVERVIEW
Magnolia Clubhouse, a center of psychiatric rehabilitation for people who experience mental illness, is operated by a unique partnership
between members and staff. At the heart of the Clubhouse model is the Clubhouse community and the belief that meaningful work and
relationships are rehabilitative. In the Clubhouse, members are needed, belong, and engage in all aspects of the Clubhouse operations.
Through this work, skills are developed which lead to increased self-sufficiency and employment. The Clubhouse also supports education and
engages in advocacy. The Clubhouse promotes health and wellness and has a clinic which provides psychiatric and primary care services.
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The Clubhouse Model of psychiatric rehabilitation is an innovative,
comprehensive, and holistic model. The model was formalized
in 1988 through a project funded by the Robert Wood Johnson
Foundation and the National Institute of Mental Health; it is the
only model within the project that continues to exist. Clubhouse
International is a standardized model that includes worldwide training
bases, Clubhouse development, accreditation, and the program of
Clubhouse Research at University of Massachusetts Medical School.
Another innovation of Magnolia Clubhouse is its Carriage House
Clinic, a unique, state-of-the-science integration of behavioral
healthcare and primary care in a rehabilitation alliance with the
Clubhouse. The Clinic addresses the finding that people who live
with mental illness die 25 years sooner than others.
Also innovative is the collaboration between Magnolia Clubhouse
and Case Western Reserve University on a research project to
explore the effects of Clubhouse participation on isolation — a
primary deterrent to health, recovery, and longevity. Magnolia
Clubhouse also collaborates with CWRU, and researchers in
Michigan, to explore the needs of Clubhouse members’ families.
SOCIAL INNOVATION IN ACTION
OPPORTUNITY FOR SOCIAL IMPACT
Magnolia Clubhouse fills a void in the mental health system. The
organization utilizes an international evidence-based model of
psychiatric rehabilitation begun in 1948 by people discharged
from a psychiatric hospital. Research demonstrates the model
is cost-effective; members have higher rates of employment
and lower rates of hospitalization and incarceration. Begun in
1961 as Hill House, Magnolia Clubhouse has strong support from
the mental health community. It has also had a long waiting
list. The capital project is in its final phase: the construction
of a joining structure between the two turn-of-the-century
homes in University Circle. Magnolia Clubhouse has raised
$3M and spent $2M on completed phases of the expansion.
The remaining amount to raise is $3M. The completion of
the capital project would allow capacity to double from 75 to
150 people a day, and from 350 to 700 a year. There are over
64,000 people in Cuyahoga County who have a serious mental
illness. Increasing the number of people the organization can
serve is a very clear benefit to the county and community. The
organization is also working to promote funding to implement
the model across the state.
NEED FOR CHANGE
One in four people experience mental illness each year and
5% have a serious mental illness. One third of the homeless
and one third of those in prison are people who live with
mental illness. Less than half get treatment. Treatment
primarily consists of medication and linkage to benefits.
With comprehensive psychiatric rehabilitation such as that
provided by Magnolia Clubhouse, people who live with mental
illness have improved quality of life. Rates of employment
for Clubhouse members are four to five times higher than for
others who live with mental illness. One year at the Clubhouse
costs less than two days in a hospital. The only organization
of its kind in the county and state, the Clubhouse is assisting
in the development of a Clubhouse in Dayton and advocates
for increased sustainable funding for the model across Ohio.
Magnolia Clubhouse is part of the international network of
Clubhouses that work together as a human rights movement
promoting social justice for people who live with mental illness.
Magnolia Clubhouse provides leadership in a new effort to
establish a U.S. Clubhouse Coalition.
17
INVEST
FINANCIAL
• $100 will pay for two-and-a half-days at the Clubhouse.
• $1,000 will pay for 200 Clubhouse lunches.
• $3,000 will pay for a year at the Clubhouse.
IN-KIND
• $12,000 in printing will cover the newsletter, annual report,
and other communications.
• A newer van will allow for pick-up of donations to our Resale
shop, Bloomin’.
• $100,000 in IT equipment will update our current system
which is 10 years old and obsolete.
Show that you share Magnolia Clubhouse’s values and believe in the future of its members by investing in any amount to transform the lives
of people who live with mental illness. Help Magnolia Clubhouse double its capacity to serve them. Gifts to the capital campaign include
naming opportunities. Magnolia Clubhouse partners with employers to provide transitional employment positions. The Clubhouse provides all
the training and support and guarantees job coverage. Employers are encouraged to ask for more details — it’s a great deal for a good deed.
FINANCES
Magnolia Clubhouse, established in 2004 as a separate 501(c)(3), has diversif ied and increased funding, and has established a
reserve. We have raised $3M of the needed $6M for our capital project of which $2M has been spent on completed phases of the
project. The sources of the capital funding were 22% government and the rest private, foundation, and corporate.
Total Revenue FY13: $1,162,393 Total Revenue FY12: $999,980 Total Revenue FY11: $942,721
$446,523
38%
$220,344
19%$208,541
18%
$66,193 6%
$95,533 8%
$125,259
11%
Alcohol, Drug Addiction, and Mental Health Services Board
Contract Services
Foundation Grants
Clubhouse Income and Dues
Annual Fund
United Way Services of Greater Cleveland
Magnolia Clubhouse Revenue Sources
GOALS & PERFORMANCE
Magnolia Clubhouse measures the impact it makes on Clubhouse members by measuring their employment, education, and individual
recovery, and adherence to the model standards to assess the impact being made by the Clubhouse on its members.
2011-2012 2012-2013 2013-2014 (goal)
YE Actual $1,204,230 $1,153,939 $1,202,446
Annual Fund $133,138 $209,301 $130,000
People Served 347 351 425
# staff 10 12 12
Average Daily Attendance 73 75 90
Transitional Employment $ $77,473 $81,384
Capital Campaign $38,303 $336,969 Achieved Goal of $1M by 12/2013, $2M more by Summer 2014
Executive Director: Katie Mang
2887 Lee Road
Silver Lake, OH 44224
330.475.9204
voolla.org
OVERVIEW
Most people want to make a difference, but getting involved with the cause you care about can be a challenge. That’s where Voolla changes
the world of giving! At Voolla, we turn volunteer skills into money for charities. Voolla is an online marketplace where skilled individuals and
businesses are matched to buyers of those skills, and the proceeds (or a portion) are donated to charity. Individuals and businesses give back
by selling their services and talents. Buyers are happy because they hire the service they need while transforming their moolla, or money, to
support great charities!
18
Voolla is an online platform that brings together service providers,
consumers, and nonprofit organizations in the marketplace. Our
easy-to-use search parameters allow customers to find local,
national, and virtual service providers in more than 28 personal and
business service industries. Businesses and individuals can donate
as much or as little time as they wish. All users can edit their profile,
keep track of their services in an online dashboard, and send each
other messages or proposals. The Charity Partner Program allows
any nonprofit organization to sign up and receive donations. Service
providers and consumers can select a charity partner to promote
on their profile and benefit from their spending and selling. Charity
partners have a public profile and a private dashboard to track their
users and donations. Voolla provides a Charity Promotion Toolkit
to help nonprofits promote their involvement and fundraising with
Voolla. Voolla’s process and software are patent-pending with
intended licensing for future revenue and fundraising. We provide
high-touch, personal customer service that complements our web
platform.
SOCIAL INNOVATION IN ACTION
OPPORTUNITY FOR SOCIAL IMPACT
Providing a charitable option in the fast-growing service
industry will raise a significant amount of money for charitable
causes, allowing nonprofits to fund the programs that support
their missions. Service marketplaces are thriving, and on
average, small businesses spend $10,000 annually on each
skilled individual. By replicating purposeful purchasing (which
has been successful in the goods industry) within the online
service industry, we can empower more individuals to become
charitable donors. As the only organized charitable option in
the online service industry, Voolla empowers skilled individuals
and small businesses to do good by sharing what they do
well. 91% of global consumers are likely to switch brands to
one associated with a good cause. By selling their skills in the
Voolla Marketplace, service providers connect to consumers
who want to use their purchasing power to make a difference.
For the estimated 73% of people in the United States who do not
volunteer, Voolla provides an outlet for disengaged volunteers
to get involved in supporting charity.
NEED FOR CHANGE
Charitable giving declined significantly during the recession,
and while donations have increased since then (17.6% in
2008), it will take another seven years to fully bounce back.
Even if the United States regains giving levels seen before
the decline, charitable giving will only account for 2% of gross
domestic product. This statistic is alarming. Demand for support
from nonprofits continues to climb. In 2013, 54% of charities
reported to the Nonprofit Finance Fund that they do not have
enough money to meet the need for their services, with jobs
and housing the top concerns in low-income communities. To
meet the demand for support, nonprofits are increasing their
use of technology and collaborative tools. Voolla offers a free
Charity Partner Program to engage charities with consumers
and service providers who use their skills, money, and time to
help meet the demand. Imagine the possibilities! If every U.S.
accounting firm selected a charity to support through Voolla,
and sold one tax return completion in the Voolla Marketplace
per year, we could generate over $28 million dollars annually
for charitable causes.
19
FINANCES
Voolla was founded in 2012 by Stephanie Downs. 60% of Voolla’s start-up funding (total: $182,760) came from Stephanie’s personal investments
in 2012 and 2013. The rest of the funding in 2014 was secured through philanthropic contributions from individuals and foundations, as well as
service transaction revenue. Voolla takes a 10% fee for each transaction to cover credit card processing and operations costs.
We have also garnered support through pro bono marketing and development services. Voolla was selected by Fathom, a digital marketing
firm based in Cleveland, for one year of digital marketing services ($66,000 value). In October 2013, Voolla was selected to participate in the
Taproot Foundation’s Pro Bono day event for the creation of an API for our website ($10,000 value). Both services are expected to have a direct
impact on increasing transactions in 2014.
We understand the importance of alternative funding sources to support diversification of our revenue streams. In February 2014, Voolla
Technologies LLC, a social enterprise, was founded as a sister organization and uses the Voolla concept to develop new software and
technology features for volunteers, freelancers, individuals, and businesses.
INVEST
FINANCIAL
• $100 will provide funds to recruit three new volunteer service
providers in Greater Cleveland for the Voolla Marketplace.
• $1,000 will put the Voolla mobile application and payment
processor in the hands of 20 local service providers.
• $4,000 will cover the costs to hire two college student interns
for Summer 2014 in marketing and website development.
IN-KIND
• Creative Support – Graphic design will help us craft our
messaging and create new materials for the public.
• Information Technology – Experts will test our new
technologies, help get our application into the hands of new
users, and improve the user experience.
• Advocate – As we grow our Voolla community in Cleveland, your
help will get the word out to service providers and consumers.
You can connect us with groups of skilled individuals, people
who purchase services, and charities to join the Charity Partner
Program.
We hope that you will become a member of the Voolla Cleveland community! You can join the program as a consumer, service provider, or
charity partner. Gifts of financial investment, volunteering, and in-kind support will help us build our product to grow our reach.
GOALS & PERFORMANCE
ORGANIZATION HEALTH/CAPACITY BUILDING: The Voolla
website was launched in November 2012. Founder Stephanie
Downs has donated over 2,000 hours of time towards the
development of the Voolla marketplace and Charity Partner
Program. Katie Mang joined the Voolla team in January 2013 as
a marketing volunteer and became full-time executive director
in June 2013. Robert Meffe joined the Voolla team in December
2013 and serves as the Chief Technology Officer. Robert
oversees website and new technology development. SOCIAL IMPACT INDICATORS: We measure success through
the quality and quantity of registrations, service transactions,
and charity partnerships.
PROGRAM PERFORMANCE 2012 2013
Voolla Users 570 1133
Charity Partners 24 160
Total Users/Partners 594 1293
Building PowerfulRelationshipsSocial Venture Partners builds powerful relationships among people and organizations committed to changing our world. With our collective power, we help individuals make a greater impact with their giving, we fund and strengthen nonprofits, and we equip our community to tackle our
greatest social challenges. SVP goes beyond philanthropy. Together, we unleash potential.
SVP invites YOU to become a Partner and join our giving circle of donor volunteers. SVP’s partnership of 50+ individual professionals,
social entrepreneurs, and members of family foundations is passionate about strengthening our community.
Talk to a Partner (with a blue “Ask Me About SVP” ribbon) today and find out how we learn and stretch ourselves to make a difference.
CONTACT: Linda Springer, Executive Director • 216.231.2300 • [email protected] • svpcle.org/join
Social Venture Partners is growing its partnership of active donor volunteers. In SVP we grow and learn and get more than we give.
Join us and unleash YOUR potential! Your donation is amplified by our volunteer consulting. Partners give at personally significant levels.
Partner: annual contribution beginning at $5,000
Associate Partner: annual contribution beginning at $2,500 or $1,000
An SVP Fellow commits to participate on the Investment Team and other initiatives. Limited availability.
Donor: You do not need to be a Partner to contribute to the SVP Fund and have your donation amplified by our pro bono consulting.
Other Funders are invited to co-fund nonprofits in our portfolio.
WAYS TO INVEST
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IMPACT THROUGH ENGAGED PHILANTHROPY
Since 2001, Social Venture Partners in Cleveland has contributed
over $2.2M in cash grants, hundreds of hours of volunteer
consulting, in-kind services, and other donations to our
portfolio organizations.
Adoption Network Cleveland
EDWINS Leadership and Restaurant Institute
EmPower U | The Visiting Nurse Association (time-only engagement)
Famicos Foundation
Family Connections
MedWish International
Near West Theatre
Open Doors Academy
Progressive Arts Alliance
The Intergenerational School
Youth Opportunities Unlimited (now merged with former investee E CITY)
NEED FOR CHANGE
Nonprofits find that funds to strengthen their organization are
scarce, yet they are expected to operate in a business-like way.
SVP believes in support for the business side of the mission,
and our volunteer consulting and funds do just that.
SOCIAL INNOVATION IN ACTION
SVP IS AN INNOVATION IN PHILANTHROPY
1. SVP Partners serve on our Investment Team to review
letters of interest, invite full proposals, conduct site visits,
and select SVP’s next Investee.
2. An SVP Volunteer Team goes to work with the Investee.
SVP’s Lead Partner meets regularly with the Investee
executive director to develop a high-trust relationship
and get to know the nonprofit through an organizational
assessment. Other Partners tackle organizational projects
with staff.
3. Learning is part of every SVP activity and meeting. Partners
learn from one another and from other community leaders
about social issues and new initiatives. We discover how
we can make a difference.
SVP Cleveland is a 501(c)(3) grantmaking public charity and an affiliate of Social Venture Partners, the largest network of engaged donors in the world.
Dominique Litmaath RiverPresident
Dick CahoonVice President & Treasurer
Gil Lowenthal, M.D.Secretary
Shilpa Kedar
Laura J. Malone
Marcia LevineEx Officio
Heather Vallier, M.D. Ex Officio
SVP BOARD OF DIRECTORS
20
Dominique Litmaath RiverSVP Partner and President of the Board
Director of National Accounts, Optimus Medina Riley
Dominique Litmaath River joined SVP in 2009 and
immediately immersed herself in the Investment
Team, the bigBANG! Planning Team, the Strategic
Planning Team, and the board of directors. Recently
elected as president of SVP’s board. Dominique
continues to serve as the Lead Partner affiliated
with Open Doors Academy (ODA) which is in its
third year as an SVP Investee. Dominique has
worked intensively with ODA Executive Director
Annemarie Grassi on initiatives ranging from
employee compensation and diversified funding to
board governance, board engagement, volunteer
management, and scaling.
When she’s not engaged in SVP-related activities,
Dominique is the director of national accounts
for Optimus Medina Riley, SL, an experiential
marketing and innovative communications firm.
Previously, Dominique specialized in compensation
and performance management consulting, was
a senior consultant at Towers Perrin, and held
management positions at Robert Half International
and Hilton Hotels Corporation. Dominique earned
an MBA from the UCLA Anderson Graduate School
of Management and currently sits on the executive
committee of the school’s alumni network board of
directors.
Since moving to Cleveland, Dominique has actively
assisted several nonprofit organizations including
Ruffing Montessori School, the Nature Center at
Shaker Lakes, and E-CITY. Most notably, she is
the co-founder and board president of the Dutch
School Cleveland. Dominique was born and raised
in Hong Kong and is a dual Dutch and American
citizen. Dominique and her two daughters live near
Shaker Square and are active members of the
Cleveland Skating Club.
EDWINS combines the best aspects of social
enterprise, fine dining, and social welfare into
one powerful organization that serves good
food and creates better lives. EDWINS offers a
fresh approach at giving formerly-incarcerated
adults an entrée into working in the hospitality
industry, thus enhancing Cleveland’s inner city
by successfully re-integrating these adults
into society. Through a full-service, fine dining
restaurant, EDWINS Restaurant and Leadership
Institute provides students an intensive six-
month educational curriculum while they work
to generate a profitable restaurant.
Brandon Chrostowski was a Fast Pitch presenter
at bigBANG! 2013, and in May 2013, EDWINS
was selected by SVP’s Partners to be its latest
Investee and to receive an initial $15,000 grant
which has been further leveraged by SVP’s
volunteer consulting expertise, an essential
component of SVP’s approach to strengthening
Cleveland nonprofits. EDWINS immediately
requested SVP’s assistance with everything
from feedback on menu, pricing, and ambiance
to guidance with its business plan and
discussions around outcomes measurement
and community outreach approaches. EDWINS
opened with a bang on November 1, 2013, and
received overall ratings of 4.7/5 from its diners
in the first month alone! Its first class of nearly
50 students became immersed in all aspects of
the restaurant’s operations, and a new class of
students has recently joined them.
Leading the engagement with EDWINS, SVP
Partner Joyce Shaw is delighted with “SVP’s
ability to unleash the potential of EDWINS as
Brandon’s unique culinary skills are brought to
bear on the important re-employment needs
of those returning to the Cleveland workforce.”
And Brandon emphasizes that “the guidance,
mentorship, and support of SVP” has made
Cleveland’s “first social enterprise restaurant
a reality” giving students “the second chance
they deserve and helping build a better
Cleveland.”
Brandon’s approach is simple: arm those re-
entering society with a skill and a smile. The
idea for EDWINS was born “from a break” that
Brandon received early in life and grew into a
six-month program conducted in prison that
provides training in culinary arts and hospitality.
After release, individuals are not only equipped
with basic culinary skills but are also provided
wraparound services and coaching on life
skills and literacy. Brandon began his career
in Detroit and has since trained in some of the
world’s finest restaurants in Paris, Chicago,
New York City, and now Cleveland. He received
an associate’s degree in Culinary Arts and a
bachelor’s degree in Business and Restaurant
Management at The Culinary Institute of
America (CIA). Certified by the Court of Master
Sommeliers in 2008, Brandon became the
General Manager, fromager, and sommelier of
Cleveland’s L’Albatros Brasserie before leaving
to launch EDWINS.
Brandon ChrostowskiFounder and Executive DirectorSVP Investee
SVP’s Impact on EDWINS from June–December 2013
Value of volunteer hours from Partners and friends $20,200
SVP direct financial contributions (grants awarded) $15,000
Indirect contributions because of introduction by SVP $149,800
Projected operational impact from SVP-supported projects/initiatives TBD
SVP grant was leveraged 1233% $185,000
Vote by TEXTFor voting via text message, standard texting rates apply. Capitalization doesn’t matter, but spaces and spelling do. Your phone number is completely private.
You can also vote by paper at the event. Volunteers will circulate to collect your ballots.
MOST COMPELLINGPRESENTATION TEXT CODE
City Fresh cityfresh01
Cleveland Velodrome velo01
Duffy Liturgical Dance Ensemble duffy01
Great Lakes Science Center glsc01
Kelly’s Way kidsrock01
Lake Erie Ink lei01
Magnolia Clubhouse magnolia01
Voolla voolla01
To vote, text one code to 22333 To vote, text one code to 22333Vote for as many organizations as you wish. Send a separate
text message for each vote. If you would like to follow
through and volunteer, please talk to the staff at the nonprofit
presenter’s table in the downstairs lobby.
ORGANIZATION WHERE I WOULD VOLUNTEER TEXT CODE
City Fresh cityfresh02
Cleveland Velodrome velo02
Duffy Liturgical Dance Ensemble duffy02
Great Lakes Science Center glsc02
Kelly’s Way kidsrock02
Lake Erie Ink lei02
Magnolia Clubhouse magnolia02
Voolla voolla02
FOR DONATIONS TEXT CODE
Kelly’s Way kidsrock
Lake Erie Ink lei
Magnolia Clubhouse magnolia
Voolla voolla
Donate by TEXTWe hope you are inspired to donate to any of the presenters’ organizations. You can do so through text messaging. Donate to as many organizations as you wish using a separate text message for each donation. To donate, text one code to 216.206.6664. You will be prompted to text back your full name, email address, and pledge amount. After receiving a confirmation message, you can text the code of another organization. After bigBANG! you will be contacted by the organization(s) to complete your donation. If you prefer, donate directly at the presenters’ tables during the dessert reception.
FOR DONATIONS TEXT CODE
City Fresh cityfresh
Cleveland Velodrome velo
Duffy Liturgical Dance Ensemble duffy
Great Lakes Science Center glsc
To donate to Social Venture Partners, text code svpcle.