Final Portfolio
Rebecca Jourdan
Scott Lauren
Wendy Sanchez
University of Central Florida
Table of Contents
MISSION ........................................................................................................................................ 3
VISION ........................................................................................................................................... 3
Other Organizations in the Area.................................................................................................. 4
Ideas and Anticipated Goals........................................................................................................ 4
Potential Impacts in the Community........................................................................................... 4
Stakeholder Engagement Plan ........................................................................................................ 5
Organizational Goals ...................................................................................................................... 7
Short Term Goals ........................................................................................................................ 7
Long Term Goals ...................................................................................................................... 10
Organizational Structure ............................................................................................................... 13
Board Composition ....................................................................................................................... 16
Financial Management Plan.......................................................................................................... 21
Fundraising Plan ........................................................................................................................... 25
Volunteer Management Plan......................................................................................................... 29
Policy Advocacy Plan ................................................................................................................... 33
References..................................................................................................................................... 38
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MISSION
Our mission is to give children the tools to promote artistic self-expression through the visual
arts and the performing arts in collaborations with Central Florida School systems.
VISION
The long-term vision of the organization is to enhance art education in Central Florida by
making it available to everyone in the community, to educate children on the importance of the
arts, and to collaborate with public schools on art education.
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Other Organizations in the Area
There are several organizations that have a similar idea as to using the arts and working
with children. However, these organizations have a broad idea and the focus of working with
children is a mere aspect of their nonprofit. Take for example the Orlando Museum of Art
(OMA). The OMA has educational programs for youth and families which gives children a basic
understanding and practical skills of the arts. The museum also offers programs for children with
developmental and learning disabilities. They also have schools grades K-12 visit the facilities
throughout the school year as an art outreach program.
Another organization that works with children is the Orlando Science Center (OSC)
which focuses, as stated on their title, on sciences. The OSC offers guided school field trips,
offsite programs, afterschool programs, among other practical and useful programs and resources
as a way to give back to the community. Their mission focuses on the learning of science. Other
organizations that have similar ideas include the Children’s Museum Indianapolis, the Children’s
Museum of the Arts in New York City, the Glazer Children’s Museum, The Children’s Museum
in Easton, the Charles and Linda Williams Children’s Museum, and the Explorations V
Children’s Museum. All of these children’s organization focus on other aspects of giving back to
the community and none center on the visual arts, theater, music, and dance.
Ideas and Anticipated Goals
The arts are slowly gaining importance in the Central Florida region. The creation of the
Central Florida Children’s Museum for the Arts will support and enhance the innovation of the
arts in Central Florida. The organization will implement programs that support the diverse
Central Florida community with outreach programs such as afterschool programs, family connect
programs, field trips, camps, and homeschool programs. The programs are aimed at low income
families who do not have the appropriate resources and funds to get children involved in the arts
and who are interested in it. The goal of the museum is to invoke interest in the arts, as well as to
teach the importance of the arts to the communities, and bring those diverse communities
together through the arts.
Potential Impacts in the Community
Branding the museum will attract supporters and donors to advocate for the cause. A well
planned brand for the museum will tell audience about what they are to experience. “A nonprofit
brand is most powerful when the organization’s internal identity and external image are aligned
with each other and with its values and missions” (Kylander and Stone, 2012). Through social
media marketing, for example, the organization is expected to reach audience of all ages. Using
social media as a branding technique, the museum will engage audience through “photos, stories,
and advice” (p. 394). People base their perceptions of an organization through what they
experience, see, hear, and read” (Laidler-Kylander, 2014).
The Central Florida Children’s Museum for the Arts’ mission is to implement programs
that teach visual arts, theater, music, and dance to culturally diverse, low income, community.
The long-term vision of the organization is to enhance art education in Central Florida by
making it available to everyone in the community, to educate children on the importance of the
arts, and to collaborate with public schools on the art education.
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Stakeholder Engagement Plan
Children as Stakeholders
The main beneficiary of the Central Florida Children’s Museum for the Arts will be the
children living in the Central Florida community. Without children to serve, this organization has
no purpose, making the children of Central Florida an important stakeholder.
One of the most direct ways to reach the children in our community would be through the local
elementary, middle, and high schools. Administration and teachers can be contacted via email
and phone with details about relevant programs and services for the age groups that they serve. A
face to face meeting with the principals or executive administrators would also be beneficial in
order to begin building partnerships with local schools. Through these partnerships, children will
gain easy access to information regarding our programs.
Once a child is enrolled in one of our programs, gaining their feedback about their
experiences will be integral to our success. Enright & Bourns (2010) highlights the importance
of a nonprofit soliciting feedback from their constituents and the positive effects it can have on
sustainability. Simple surveys could be handed out after classes to find out what was enjoyable
and what the student would change. Interviews and focus groups could also be conducted in
order to obtain feedback and engage the children in shaping the programs they participate in.
Parents as Stakeholders
As important as children are to the Central Florida Children’s Museum for the Arts,
gaining the trust and acknowledgment from their parents is equally as crucial. A child can hear
about the programs we offer and want to take them, but the final decision will ultimately be up to
the parent to decide if their child will participate. An organization like this would rely heavily on
volunteers and engaging parents to volunteer their time would be extremely beneficial.
The first step would be to present ourselves in the community as a trustworthy and safe
place. If the community does not have trust in the organization, no one is going to donate their
time or money and parents will not enroll their kids in the programs offered. Setting up
informational presentation nights at local schools for parents and students to attend would be one
way to begin engaging parents. Open houses could be conducted at various days and times
during the week to allow parents with varying work schedules to attend. Having an easy to
navigate and informative website will also be crucial to maintaining a positive brand identity as
well as having an active social media presence.
Art Stakeholders
The arts and humanities are essential to the quality of life in America. Art stakeholders
are those individuals that produce art and are essential to an art organization like the Central
Florida Children’s Museum for the Arts. These stakeholders are actors, musicians, dancers, and
visual artists. Art stakeholders work to fulfill an art organization’s commitment to the public and
to an institution. Building healthy and trustful relationships between stakeholders and
organization is essential for the benefit of the museum. Engagement remains a number one need
to attract new stakeholders and maintain the old ones.
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Local artists can serve as stakeholders. Artists are important as stakeholders for our
organization because they not only represent the community, but they can support the
educational outreach programs. These artists are part of the community and can help with their
knowledge. Some local artists include Wanda Raimundi-Ortiz and Abdul Delgado. These
individuals can be reached via their personal websites and e-mails or through personalized
letters. Letters or e-mails would have the institution mission and vision, detailed program
information, expected funding graphs, and goals for the organization and the community.
Outreach letters or e-mails will be engaging and direct in asking the potential art stakeholder to
join the Central Florida Children’s Museum for the Arts.
Institutional Stakeholders
"Institutional stakeholders serve as gatekeepers for public stakeholders that the
organization values" (Brown, 2015). These type of stakeholders include higher education
institutes whose faculty and professional artists will benefit as well as provide a social service to
the community. Our non-profit would reach out to the Dean(s) of the College of Arts and
Humanities and the College of Education at the University of Central Florida via e-mails and
calls requesting a face-to-face meet up. Other colleges like Valencia College and Brevard
College will also be contacted for their support. The institutions will be asked to support the
Central Florida Children’s Museum for the Arts by helping us with volunteers, student
internships, and by collaborating in the museum events and festivals.
Community Leaders
Engaging with community leaders that share the same passion for arts will enable us to
spread the word throughout the community. We can emphasize the importance of our mission by
directly engaging with community leaders who want to give the children of their community a
place to express themselves artistically. Additionally, this would add value and credibility to our
organization if a community leader publicly endorses our brand and mission. Utilizing the
resources and influence of community leaders can help us add more value and credibility to our
organization by bridging the gaps between our organization and the people of the Central Florida
community.
Examples of community leaders we would like to reach include those that are elected
officials, school board members and perhaps, CEO’s. Additionally, we may want to reach out to
civic leaders such as religious leaders or neighborhood associations. Once we establish
communication, we can discuss the importance of having the Children’s Museum for the Arts
and emphasize the importance of having such an establishment, so that children in the
community have a place to artistically express themselves and make a positive impact on the
community. Utilizing social media as an engagement tool so that our idea can permeate
throughout the community would also be an effective form of communication.
Internal Stakeholders
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Utilizing internal stakeholders will help the organization spread the word and the
importance of our mission. "When internal stakeholders (staff and volunteers) understand the
brand and share the belief in the mission and values conveyed by the brand, they find it easier to
advocate authentically for the brand" (Laidler-Kylander, 2014).
By implementing and communicating a strong and clear mission, we can engage our
target audience and involve them in our programs. It is crucial that our staff members and
volunteers can adequately articulate the mission and programs of the organization as well as
inspire others who are excited about art education in the Central Florida community. For
example, our volunteers and donors can help bring awareness to our mission when they convey
our message to the local community. If they truly become engaged and believe in our mission,
they in turn can spread the word throughout the community, especially with their friends, family,
local establishments, religious affiliations, and corporate affiliations. If our internal stakeholders
are excited about our mission and organization, they have the ability to influence the community
that an organization like the Central Florida Children’s Museum for the Arts, would be
something that can have a positive impact on children’s lives.
Organizational Goals
After a mission, a nonprofit should create strategic goals to let stakeholders know how
the organization’s mission will be accomplished. It has been proven that setting specific goals
will increase productivity among staff and members of the board (Latham and Locke, 1979, p.
70). According to Sandilands, short-term goals are operational action plans for the immediate
future, while a long-term goal are strategic. For the Central Florida Children’s Museum for the
Arts, the following goals will be set and met.
One of the most effective ways for the organization to achieve both its short-term and
long-term goals, is to implement the S.M.A.R.T principle. “A S.M.A.R.T. goal is defined as one
that is specific, measurable, achievable, results-focused, and time-bound.” (UHR, n.d.). We
believe all of our short-term goals and long-term goals can be measured and achieved with this
implementation.
Short Term Goals
1. Recruiting Volunteers
The recruiting plan should attract a maximum of 3 volunteers per program or a total of 12
volunteers. It is essential that these individuals believe in the organization’s mission and are
willing to contribute their all, so that the organization can achieve its goals. One of the ways in
which we can successfully recruit these individuals, is through community outreach. By
engaging with the community and making them aware of our mission, we can attract potential
volunteers. Another way of recruiting people, is through social media. Creating a Facebook page
and adding hashtags, allows content to go viral.
• The goal can be measured by whether or not the organization can attract 12 volunteers.
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Achievable
• Implementation of the right volunteer recruit S.M.A.R.T. Analysis
Specific
• What - The recruiting plan should attract a maximum of 3 volunteers per program or a
total of 12 volunteers.
• How - By engaging with the community and making them aware of our mission.
• Why - we can attract potential volunteers.
Measurable
• The recruitment plan can help the organization obtain more volunteer help.
Results-Focused
• Recruiting these volunteers will ensure a variety of programs for the organization.
Time Bound
• Utilized on a continuous basis, until the targeted number of volunteers is reached.
2. Organizational Development
The Board of Trustees, will oversee every aspect of the organization and will work with
the CEO, to achieve tax-exempt status as a 501(c)(3) organization. Establishing a board of
trustees, ensures that the mission of the Central Florida Children’s Museum for the Arts, will be
sustained. By establishing a board of trustees, the organization is more likely to succeed and
reach its goals. Not only does a board add value to the organization but it also manages resources
and facilitates the organization with fundraising. The Board can achieve these goals by assessing
the needs of the organization. Additionally, the board must also find ways to attract new people
to the organization, to get them involved and help with fulfilling its’ mission. The way in which
the organization can find its board is through community outreach and essentially, finding those
individuals that not only have the skills and experience necessary to serve on the board but
believe in its mission.
S.M.A.R.T. Analysis
Specific
• What - Establish a board of trustees.
• How - community outreach and essentially, finding those individuals that not only have
the skills and experience necessary to serve on the board but believe in its mission.
• Why - to achieve tax-exempt status as a 501(c)(3).
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Measurable
• The goal can be measured by whether or not the organization has established its Board.
Achievable
• The organization can indeed establish a board by effectively engaging in community
outreach.
Results-Focused
• Achieving this goal will make certain that the organization has the necessary checks and
balances to obtain tax exempt status.
Time Bound
• By the end of the fiscal year
3. Engage 100 recurring monthly individual donors and 5 corporate sponsors within
the first year.
In order to achieve this goal, a Director of Development must be hired to oversee all
fundraising activities. Additionally, a second development officer should be hired to assist the
director in donor management, to ensure its success. One of the ways in which this goal can be
achieved, is to have a sound fundraising plan, that conveys its message and has the ability to
attract individuals and donors. The organization can build relationships with prospects and work
on building a network of donors, that will benefit the organization in the long run. Through the
means of social media, mail, events and open houses, the Director of Development can ensure
that these targets are met. It will give both philanthropist and local businesses an opportunity to
participate in sponsorship and promote publicity for both themselves and the organization.
S.M.A.R.T. Analysis
Specific
• What - Engage 100 recurring monthly individual donors and 5 corporate sponsors within
the first year
• How - a Director of Development must be hired to oversee all fundraising activities.
• Why - to attract individuals and donors.
Measurable
• Goal can be measured by whether or not 100 recurring monthly donors are attained and 5
corporate sponsors are achieved.
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Achievable
• With the hiring of the Director of Development to oversee all fundraising activities the
organization should be able to achieve these results.
Results-Focused
• Achieving this goal will help the Central Florida Children’s Museum for the Arts fulfill
its mission with giving children the tools to promote artistic self-expression.
Time Bound
• The hiring of the Director must be completed first and then fundraising activities can be
continued until goal is achieved.
Long Term Goals
1. Create a content market through social media that attracts the appropriate
stakeholders.
Information presented by the nonprofit must be compatible with listeners and stakeholders
values & attitudes (Sandilands, n.d.). Content marketing is creating and sharing relevant content
to attract, educate, and motivate stakeholders, donors, and supporters to achieve the
organization’s mission (Miller, 2012) Utilizing effective social media platforms like Facebook,
will allow the organization to share photos, updates about the organization and engage both
donors and recruit volunteers. It is the perfect medium to bridge the gaps between the community
and the organization. It allows the organization to measure the success of the page by the number
of followers it has. This can also build trust within the community and in turn, attract the
appropriate stakeholders and help to achieve the organization’s mission.
S.M.A.R.T. Analysis
Specific
• What - Create a content market through social media that attracts the appropriate
stakeholders.
• How - Utilizing effective social media platforms like Facebook, will allow the
organization to share photos, updates about the organization and engage both donors and
recruit volunteers.
• Why - help to achieve the organization’s mission.
Measurable
• The goal can be measured by whether or not the organization can attract a high number of
followers.
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Achievable
• Implementation of the right social media content marketing plan can help achieve this
goal.
Results-Focused
• Achieving this goal, will attract the appropriate stakeholders needed for the success of the
Central Florida Children’s Museum for the Arts.
Time Bound
• Utilized on a continuous basis to attract the appropriate stakeholders.
2. Implement a fund development program that will sustain a long-lasting
constituency and help support the organization, with long-term growth.
Members of the organization can actively take part in the organization by donating funds
and can facilitate the Central Florida Children’s Museum for the Arts, with increasing
membership by word of mouth and social media. The fund development program is just one of
the ways to ensure a long-lasting constituency. When all else fails, it is these donors that are
consistently following and actively engaging with the organization, that will be the ultimate
lifeline. While some may argue that grants are the best way to fundraise for nonprofit
organizations, it is the latter. Building relationships with prospective donors is just one of the
ways the organization can stay afloat in their time of need, when grant money becomes scarce.
This year alone, the Trump administration is threatening to cut funding by millions of dollars
from the NEA, which is a reliable source for the Central Florida Children’s Museum for the Arts.
This is the reason why the fund raising strategy of the organization, must be effective. Utilizing
social media platforms will ensure that the organization stays relevant and has the potential to
reach larger audiences.
S.M.A.R.T. Analysis
Specific
• What - Implement a fund development program that will sustain a long-lasting
constituency and help support the organization, with long-term growth.
• How - Utilizing social media platforms will ensure that the organization stays relevant
and has the potential to reach larger audiences.
• Why - when grant money becomes scarce.
Measurable
• The goal can be measured by whether or not the organization can survive through its
fundraising plan, when grants become scarce.
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Achievable
• Implementation of the right fund development plan, can help achieve this.
Results-Focused
• Achieving this goal, will attract the right constituents and enable the organization to
continue operating as intended.
Time Bound
• Utilized on a continuous basis to sustain long-lasting constituents.
3. Manage a diverse group of revenue streams through program fees, fundraising
efforts, and local/federal grants to ensure financial sustainability.
Funds must be invested into fundraising and development to ensure that these processes
are being handled efficiently and correctly. As the donor base grows, so should the fundraising
staff. While the donor base grows, so should the organizational budget, to make room for more
staff. Quarterly reports released by the CFO, will ensure that the organization prioritizes funds
accordingly. Implementing a plan of financial diversification, will ensure that the organization is
able to stay afloat. As the organization grows, funds can be appropriated to the right departments
and ensure long-lasting financial sustainability. To account for this diverse revenue stream, it is
important that the CFO, keep all financial records organized and easily accessible both CEO and
the board. This strategy will enable the organization to increase its capacity of servicing more
children throughout the community.
S.M.A.R.T. Analysis
Specific
• What - Manage a diverse group of revenue streams through program fees, fundraising
efforts, and local/federal grants.
• How - Funds must be invested into fundraising and development to ensure that these
processes are being handled efficiently and correctly.
• Why - to ensure financial sustainability.
Measurable
• The goal can be measured by whether or not the organization can effectively diversify a
group of revenue streams.
Achievable
• Can be achieved with the right fundraising strategy.
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Results-Focused
• Achieving this goal, will ensure long-lasting financial stability for the organization.
Time Bound
• Continuous until financial independence is achieved.
Organizational Structure
One of the biggest aspects of a nonprofit organizations is the many vital relationships it
must establish (Drucker, 1990, p. 157). Nonprofit personnel roles are key to the life of a
nonprofit organization and staffing decisions are among the most important decisions that
nonprofit organizations make. Like any other organization, a nonprofit organization relies on its
personnel to execute their strategies and advance their goals. The Board of Trustees and the
managers of the organization should study workload history, philanthropic community trends,
and similar operating environments to create current and planned initiatives, operating budget
and cost, and quality and quantity worker pool, volunteer, and staff positions. Positions like the
CEO, CFO, COO, Director of Marketing and Communications, Director of Fundraising, and the
Program/Volunteer Coordinator can determine the organization’s overall performance. The
quality of work done in these positions determines if the organization is being run seriously and
effectively towards its mission and vision.
Board of Trustees
To facilitate with fund development and other organizational matters, a Board of Trustees
must be established. While the CEO is focused on human resource management and other
matters that pertain to the organization, the board of trustees has a responsibility of making
certain the organization is being properly managed by competent leaders and also has the
responsibility of safeguarding the organization’s mission and purpose. Board members provide
foresight, oversight, and insight to the organization. Most importantly, the trustees are key
contributors to fund development and ultimately, without the active engagement of the board, the
organization can face great difficulty with raising the money it needs to operate over time
(Drucker, 1990).
Our board members will adhere to a term limit of five years with the option to serve for
up to two terms. This will allow for consistent management for at least five years, but also the
opportunity for new board members to join and provide new ideas to the organization. Once the
initial Board is chosen, a training retreat will take place. During this retreat, the board members
will learn everything they need to know about the organization, get to know each other, and set
short-term and long-term goals. They will then meet once a quarter, or four times a year.
Chief Executive Officer (CEO)
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The role of the chief executive officer is of vital importance. Not only will this individual
provide leadership for the organization, but will also be responsible for the daily operations of
the organization. Every organization, from public, private and nonprofit, must have a CEO to
ensure its success. Since most arts’ organizations are typically reliant on volunteer labor, it will
be crucial to have an executive that can manage this workforce, both effectively and efficiently.
Additionally, making certain that the volunteers are interested in helping the organization
achieve its goals and truly believe in the mission, as opposed to self-interest. Most importantly,
this individual must have the ability to communicate effectively with the Board of Trustees and
clearly define its goals and responsibilities, so that the trustees succeed in accomplishing their
mission and produce positive outcomes for the organization. Yearly performance reviews will be
completed for this position, conducted by the Board of Trustees.
Chief Financial Officer (CFO)
The CFO reports directly to the CEO. This individual will create a plan and implement
the infrastructure or systems needed to support substantial growth over the next five to ten years.
The CEO will build and manage effective administrative and financial systems, including
financial, accounting, legal, and information technology (IT). The person in this position
oversees budgeting, financial forecasting, and cash flow for administration and programs.
Furthermore, this person must possess knowledge of federal and state laws, as well as state
regulations. Knowledge of current principles and practices of budgeting, agency’s policies, and
procedures are essential to the success of this position and of the organization. The CFO will
have college students, preferably majoring in accounting, business administration, finance, etc.,
as interns to assist. Internships will be unpaid and as the organization grows, internships will be
paid with a stipend. A performance review will be conducted once every year by the position’s
supervisor to go over the individual’s accomplishments, areas of improvement, and goals for the
following year.
Chief Operating Officer (COO)
The Chief Operating Officer is responsible for ensuring effective operational and
administrative procedures in place and makes sure that the organization is running smoothly
(Society for Human Resource Management, 2017). This position is responsible for overseeing
the day-to-day operations and management, finding someone with strong leadership and
interpersonal skills are essential. A performance review will be conducted once every year by the
position’s supervisor to go over the individual’s accomplishments, areas of improvement, and
goals for the following year.
In the beginning stages of the organization, this position will be have to take on all
human resources responsibilities until a separate Human Resource Manager can be hired. To
assist the COO with administrative work, college students seeking degrees in business and
management can be recruited from nearby colleges for unpaid internships. This will be especially
helpful until full time administrative help can be hired. When funding allows, paid internships
with a stipend will be offered.
Director of Marketing and Communications
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Marketing and Communications are essential in raising awareness about a nonprofit
organization and in promoting its mission. Effective communications allow an organization to
achieve its goals through strong relationships with donors, stakeholders, constituents, and the
community. Marketing keeps the big picture in focus (Miller, 2014). Creating a strategic plan
should be the first step taken by the Director of Marketing and Communications. This position
reports to the COO and works closely with the Board and the management of the organization to
support and promote the organization at its best.
While the organization is in its early stages, the Director of Marketing and
Communications will be working together with the Program/Volunteer Coordinator on creating,
promoting, and communicating the educational programs. The person in this position will be the
liaison between the organization and the community. When funding allows, a "Director of
Education and Community Relations" will be hired to work with local schools and the
community stakeholders.
The Director of Marketing and Communications will work with college interns in
marketing and communications’ content and context. Internships will be unpaid and if budget
allows as the organization grows, internships will be paid with a stipend. Other duties that the
Director of Marketing and Communication will have include:
• Graphic Design
• Web Design
• Editorials and Copywriting
• Website/Blog Management
• Email Marketing
• Social Media Marketing
• PR Management
A performance review will be conducted once every year by the position’s supervisor to
go over the individual’s accomplishments, areas of improvement, and goals for the following
year.
Director of Fundraising
Fundraising is an essential part of any nonprofit organization. It will be vital to hire
someone with fundraising experience and knowledge to run all of the development activities.
This position will be in charge of prospect discovery, prospect management, donor relations, and
grant management. The Director of Fundraising will work closely with the Director of Marketing
and Communications in order to build relationships with the community and potential donors
and sponsors. A performance review will be conducted once every year by the position’s
supervisor to go over the individual’s accomplishments, areas of improvement, and goals for the
following year.
It will be very important to expand the development as funding allows, as it is unrealistic
to expect one individual to be able to handle all of these fundraising duties alone. More
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development officers and donor research positions and will need to be hired has the donors base
grows. A part-time grant specialist position will also be created when funding allows.
Program and Volunteer Coordinator
Volunteers will help the nonprofit organization's cost effectiveness in labor and by
increasing quality and diversity of the resource pool (Akingbola, 2013, p. 220). The
Program/Volunteer Coordinator directly manages volunteer resources to assist in the delivery of
the organization’s programs. This person also provides guidance and support to ensure the
appropriate experience to visitors and participants, as well as making a healthy and friendly
environment for other volunteers. This person will also assist in the volunteer recruiting process,
interviewing, and screening of new volunteers. As well as train volunteers and assign appropriate
volunteers to the appropriate programs in consultation with the CEO.
The Program and Volunteer Coordinator position also works with other staff members,
budgets, and program procedures to ensure the implementation and success of programs. This
person is in charge of monitoring program budget limitations and making sure that the program
plans stay within time constraints. This person will also need to work on curriculums and
implement them onto the programs. The Program and Volunteer Coordinator will be a liaison
between community, volunteers, and district schools who wish to participate in the programs.
The coordinator will work closely with the Director of Marketing and Communications on
creating, promoting, and communicating the educational programs. This person reports directly
to the COO. A performance review will be conducted once every year by the position’s
supervisor to go over the individual’s accomplishments, areas of improvement, and goals for the
following year. As the organization grows, this position will hire Program Assistants for each
program to assist with the day to day operations.
Other duties applied to this position, until the organization grows enough funds to be able
to hire an "Events Coordinator," the coordinator will be in charge of special events (e.g. birthday
parties, donor invitational, etc.). Special events drive in revenues for the nonprofit, as well as
bring in new donors and introduce them to your organization. For this aspect of the position, the
coordinator will collaborate with the Director of Fundraising.
Board Composition
The way a nonprofit organizes its board members and the way they conduct their affairs
can determine the value members add to the organization. When the members work well with
each other and when the can provide the appropriate support, a nonprofit organization can
effectively focus on strategic issues affecting the organization. The Board of Trustees should get
involved in assuring the Central Florida Children’s Museum for the Arts’ mission and goals are
being met. They should set policies to guide staff and insure sound programs, fiscal, and
administrative management.
With most organizations, boards serve the purpose of overseeing just about every aspect
of the organization from carrying out its mission, to fundraising, managing resources, selecting
the right individuals to lead and carry out certain functions, assessing strengths and weaknesses,
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selecting a chief executive and writing up a long list of checks and balances, to ensure things are
being done correctly. An effective board must be willing to evaluate its own performance and
make adjustments when necessary. Additionally, limiting the terms of office and how many
times a board trustee can be re-elected, will facilitate the organization with eliminating
underperforming trustees (Wolf, 2012).
Each member of the board should attend and have active involvement in board meetings
and conferences. They should also have personal support by being in good standing with the
organization, make annual financial contributions to a level of personal significance, and use
experience and expertise to properly and respectfully advice staff members. The Board of
Trustees should also carry out at least one special project or event as a fundraiser for the
nonprofit organization. Lastly, board members should be alert to ways people may become
involved and he or she must know how to identify prospective volunteers, members, and donors.
The following potential board members will help and support the Central Florida Children’s
Museum for the Arts.
Marketing and Public Relations Board Member
According to Tamara Paton, in an interview done by Kimberly Whitler, it is surprisingly
rare tosee board members with a marketing background (Whitler, 2016). Digital marketing and
strategies have become significantly important in attacking today’s modern society. Marketing,
public relations, and communication is a powerful strategic driver of nonprofit organizations.
Having a board member with a marketing and public relations background can be key to getting
the proper attention from the adequate community peoples. A board member with a marketing
and public relations background can bring in customer insight, social media, mobile commerce,
and omni-channel retail that other board members may not have. Someone with a background in
museum marketing and communications would be ideal for this position.
Someone with a background in museum marketing and communications would be ideal
for this position. He or she should have overall comprehensive marketing and communications
strategic idea. This individual will help lead the Director of Marketing and Communications and
oversee a consistent and active communication strategy to all stakeholders for the purposes of
recruitment, program messaging, fundraising, awareness and branding. Other duties include:
• Build on current brand and develop creative market outreach programs that will drive
new business growth.
• Advise staff on strategies and development for various marketing communications
channels and web presences including, electronic (website and social media), newsletter,
public relations, and printed collateral.
• Maintain and build relationships with key industry partners and members of the press in
conjunction with staff efforts.
• Help identify key speaking engagements for staff and community to help market and
brand the center.
Programs and Volunteer Board Member
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Having a board member that is knowledgeable in educational roles and responsibilities is
fundamental to the Central Florida Children’s Museum for the Arts. Having someone like the
superintendent of Orange County Public Schools can help in finding the right volunteer
candidates for the programs the organization offers. This member will make sure that the
museum’s programs follow educational protocol and advice coordinators on what is deemed best
for the programs. He or she should work in conjunction with other members with educational
background to advise the nonprofit staff on what is deemed best for the museum. This person
must be ready to use every opportunity to advocate the organization’s programs and its
educational purposes.
Child Education and Development Board Member
It would be wise to include a board member who has knowledge and experience working
in schools and other educational settings. Knowledge on best practices for teaching children of
all ages and learning styles would be helpful to program leaders as they build their curriculums
and programs. An experienced teacher from a local school would be an ideal candidate for this
board member position. It is important that our programs be accessible to all children, regardless
of their learning style. This board member would help us ensure that all learning styles are being
considered when lesson plans are established and that all programs are age appropriate, yet
challengingly stimulating.
Central Florida Community Representative(s) Board Member(s)
It would be extremely beneficial to have one, if not multiple, board members who are
active in the Central Florida community. This could be anyone who is actively involved in other
nonprofit organizations, the schools in the community, local business, etc. A good example of
someone well suited for this board member position would be an executive of the Orlando
Economic Partnership, a local organization that provides a wide range of business services to
local businesses here in Orlando (Orlando Economic Partnership, 2017). They would be able to
help connect our organization to local businesses and assist with the financial management.
These board members will help the organization remain current on local community events and
issues, which then gives the Central Florida Children’s Museum for the Arts a chance to adapt
when necessary to meet the needs of our constituents. As these individuals are already active
within the community, they can also assist us in promoting the organization to their existing
networks. They can engage parents to enroll their children into our programs and local
businesses to invest.
Financial Expert Board Member
A nonprofit requires good financial judgement if the organization is to run efficiently and
effectively. Having someone with a background and with experience in accounting or finance
will help the nonprofit organization. Someone with an understanding of budgets, financial
statements, and nonprofit tax laws can help the Central Florida Children’s Museum for the Arts
when it comes time to fill out the IRS form 990. An individual that knows about applying for
grants, implementing capital reserve funds, and fundraising is a plus. The ideal person for this
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position would be the Accounting Manager/Supervisor of Robert Half Finance & Accounting
U.S. Some basic responsibilities for the Financial Expert Board Member are:
• Legal responsibilities to ensure prudent use of assets and effectiveness of the
organization’s sustainability.
• Ethical responsibility for its assets extends of evaluating staff and other board members
during audits and performance expectations. Ethics must also be applied when choosing a
CEO for the nonprofit.
• Ability to read financial statements, as well as guide and teach financial and accounting
staff.
• Must be able to review, understand, and explain to other members the organization’s
annual budget and fiscal health.
“By law, the Board of Trustees is responsible for setting policy for a nonprofit
organization” (Wolf, 2012, p. 37). In the nonprofit sector, boards are generally created to cater to
the interests of the public and ensure that the mission of the organization is fulfilled. Having
experience board members in the field of marketing and pr, programs and volunteers, education
and development, community relations, and finances and accounting will allow for the Central
Florida Children’s Museum for the Arts to grow, as well as it will help in making sure the
museum is running at its best to help and support the community.
Board Dynamics
Limiting Terms
There is always a cause for concern when it comes to board members of nonprofit
organizations. One main concern is burnout, after serving for a certain amount of years or for
two consecutive 3-4 year terms. Another is lack of creativity or new ideas! By keeping the board
fresh, it gives the organization a new perspective on things. Every board member adds value to
the organization with his or her expertise, network and ideas. One of the ways the organization
can avoid these situations is by limiting terms. According to Wolf, term limits should be
implemented by the organization and limited to just a three-year term (Wolf, 2012). Some of the
ways in which the organization can benefit from limiting terms are, giving a board member an
incentive to do an outstanding job. At this rate, if board members knew they were only serving
for a limited amount of time, they may be more inclined to perform better. Moreover, as new
talent is recruited, the organization may benefit from someone that has that one great idea, that
not only helps the organization in the short-run but in the long-run as well. Better yet, it can
expand its network by rotating its board, every so often and flush out the underperforming board
members. Having term limits doesn’t necessarily mean that we have to get rid of them entirely.
Some can serve on an advisory board, where they can mentor future board leaders.
Board Member Meetings
The Board of trustees should meet as often as necessary, to address the immediate needs
of the organization. Worse case, in the event this is not feasible, they should meet a minimum of
three times per year. These meetings should be organized in a way where members can have
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engaging and meaningful discussions, that benefit the organization. “The best meetings leave us
focused and energized: the goal of the meeting is clear; our team is motivated; and the process is
smooth” (National Council of Nonprofits, 2017).
CEO & Board of Trustees Relationship
The CEO is responsible for the daily operations of the organization and should have the
right amount of expertise to lead the organization in the right direction. The CEO has the
responsibility of keeping the board in the loop with all relevant information about the
organization and support the policies set forth, by the board. All information should be released
to the board in a timely manner. Most importantly, the CEO should be a strong advocate for
volunteer support and constantly make a strong case for why it is crucial for the organization to
implement a strong volunteer recruitment plan.
Recruitment of Board of Trustees
It is the ultimate goal of the Central Florida Children’s Museum for the Arts, to recruit the
right individuals to fill the roles of the board. They must have a strong belief in its mission and
be willing to commit to the cause and do whatever it takes, to help the organization with
achieving both its short-term and long-term goals. According to Wolf, the board should be
supportive of the organization’s mission and they should possess expertise and be willing to
represent various backgrounds and different segments of the community (Wolf, 2012). when
selecting a board, First, we believe the needs of the position, need to be clearly stated and we
must mention what the responsibilities of the position, entail. A detailed job description, will
help the organization hire the right individual with the right skillset. It is important to address the
specific responsibilities of the position, for example, like someone that has fundraising
experience or has served on a board before. Our main objective, regardless of what these
individuals can bring to the table, is to make certain they are committed to the mission and
purpose of the organization. Secondly, in order to find the right pool of professionals, we want to
reach out to the community, to inform them that we are looking for board members. Perhaps,
through a referral, we can find the right person to fill the role. Additionally, we would want to
notify everyone in our network and those who follow us on social media platforms, that we are
looking to fill these positions. Posting ads on Facebook, Twitter and LinkedIn would be a great
start. Third, once we have successfully identified potential candidates, we can start the interview
process. If there is a high number of applicants, we should have a process that would allow us to
weed out some of the applications, so that we narrow it down to just the right candidates that are
best qualified. Once we finalize the list of potential candidates, we can begin conducting
interviews. This will help determine if there is a fit between the individual’s skillset and the
needs of the organization. Finally, once all of the interviews are conducted, it can be narrowed
down to those candidates who met all of the requirements of the position and who truly believe
in the organization’s mission and purpose.
Training
Again, once someone is selected for the board position, a follow up should be made and
an offer letter sent to the new recruit, to inform them that they have landed the role. As a means
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of welcoming the new member to the organization, an orientation must be conducted. Just like in
the corporate world, a welcome packet can be created and a representative from the organization
can conduct a presentation to review what the Central Florida Children’s Museum for the Arts, is
all about. Below is an example of what should be covered in the onboarding process (National
Council of Nonprofits, 2017):
• Nonprofit mission and history
• Bios of key staff and current board
• Job description and expectations
• Board member agreement
• Conflict of interest policy and questionnaire
• Financial reports
• Bylaws and certificate of incorporation
• Determination letter from IRS and certificate of tax exemption
• Summary of Directors and Officers insurance coverage
• Personnel policies
• Calendar of meetings for the year
Overall, as the organization grows in size, the process of recruitment may change,
especially as we start to experience high amounts of attrition, which is typical with most
nonprofits. “Society expects so much from our volunteer board members-in turn we need to
thoughtfully prepare and support them” (National Council of Nonprofits, 2017).
Financial Management Plan
Unlike for profit organizations, which focus on increasing shareholder value, nonprofit
organizations focus more on the interests of the public, as well as their own. Moreover,
nonprofits must heavily rely more on donors to finance their organization and must utilize these
resources for a specific cause. In order to continue receiving this steady stream of cash flow, the
money donated to the organization must be allocated correctly and accounted for. Clearly,
without a sound financial system in place, nonprofits will not know whether or not they can
continue to operate and fulfill the needs of their constituents. This is where budgeting plays a key
role, with facilitating nonprofits in controlling their finances. Since, nonprofits cannot accurately
predict how much contributions they will receive, it is extremely important to have financial
controls in place.
Therefore, the Chief Financial Officer and the board must work together to agree on a
sound financial plan, to ensure sustainability of the organization. Planning a budget for the fiscal
year is one way of ensuring nonprofits achieve their goals and are able to allocate resources
accordingly. Budget allocation is useful for measuring staff performance, making certain
programs are fully funded and provide more insight on how goals can be accomplished. It also
gives management a snapshot of how the organization is performing and what problems the
organization is likely to encounter. “A budget is a financial plan. It specifies how much money
an organization thinks it will take in and how much it will spend (Wolf, 1999).
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Chief Financial Officer’s Oversight of Budgeting
To achieve and sustain financial success, the Chief Financial Officer must review all
financial statements, handle all accounting records, as well as report on the status of the
organization and create both monthly and annual reports. The responsibility of the Chief
Financial Officer is to monitor the financial status of the organization and report to management.
Since, nonprofits are normally smaller in nature than larger corporations, Chief Financial
Officers can generally handle payroll, cash-flows, budgeting and any type of investment
strategies for the organization. The Chief Financial Officer can help the Chief Executive Officer
with creating long term financial plans that promote future growth and can also assist with
allocating resources and minimizing risks. In a staggering economy, the expertise of a Chief
Financial Officer will prove to be very valuable to the organization, in making certain expenses
are reduced, programs are fully funded and budget shortfalls are addressed.
Until finding allows for a larger team, the CFO will be solely in charge of overseeing all
financial and budgetary procedures including financial forecasting and cash flow for
administration and programs. This can be a large undertaking for one person to maintain.
Therefore, it is incredibly important that whoever is hired for this position be experienced and
knowledgeable in current principles and practices of budgeting, accounting, nonprofit law, and
effective financial management styles.
Strategic Budgeting and Report Development
An important question posed to nonprofits is, how can a nonprofit sustain itself and retain
its nonprofit identity? Nonprofits seems to continuously have to prove their efficiency and
effectiveness to the government (e.g. GuideStar and Better Business Bureau). Of the
organizations that filed form 990, nine percent of all wages in the United States come from
nonprofit organizations (Dropkin, 2007, p. 12).
Not many people see the importance of nonprofits organizations in the overall
functionality of the economy. However, nonprofits organizations are businesses. They help
create jobs, provides source of income for employees, and they consume third-party goods and
services. Nonprofit organizations play a vital role in society by focusing resources and services
on the community needs. Robert Egger (2016) provides us with a great example, take for
example the DC Central Kitchen, not only does it provides nutrition, it purchases foods from
local farmers and other local businesses hence supporting the local economy.
Coordinating a strategic budgeting plan to regulate finances in a nonprofit organization is
crucial to its survival and sustainability. It is suggested that nonprofits develop creative solutions
to seek out other strategies that have been previously implemented by other successful nonprofit
organization. Nonprofits are not competitive organizations, but do nonprofits collaborate affably
and efficiently? Collaboration is highly encouraged between nonprofits to help support and
increase revenues. Coordinating committees are highly encouraged to share, combine, and
develop information and knowledge that can benefit nonprofit organizations.
Financial Tracking
Budget planning should reflect the collective knowledge of the organization’s goals and
objectives. Nonprofit organizations are constantly maintaining and improving operations in
uncertain economies. Nonprofits must strive for sustainability. The organization’s staff creates
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annual budget plans to present to the Board of Trustees, who will then review the proposed
budget plan and approve or request revisions. A budget should be thought of as a guide that can
help a nonprofit in the future and assess its financial health. The simplest method to calculate and
keep track of a budget for a nonprofit organization is to use Excel. There are other programs that
are good, but for the inception of the Central Florida Children’s Museum for the Arts, Excel will
work best.
Planned Revenues and Expenditures
Once the IRS recognizes an organization as tax-exempt, 501 (c), subsequent reports will be
required. Organizations whose gross receipts are less than $25,000 per year are not required to
file an annual report. However, organizations like the Central Florida Children’s Museum for the
Arts, whose annual receipts are more than $100,000 or total assets more than $250,000 will have
to file an IRS Form 990; and organizations with annual receipts of less than $100,000 but at least
$25,000 and total assets less than $250,000 will have to file an IRS Form 990-EZ (GuideStar,
1999).
The Central Florida Children’s Museum for the Arts will be using fiscal years beginning July
of 2018 and its budgeting will be a zero-based approach where all expenses must be justified. Its
revenues, in its inception, will be based on:
• Contributions and cash-flow – which includes investments, museum entrance sales,
venture capital, and savings.
• In-kind donations – charitable giving such as building and land provided by the state and
county.
• Fundraising – voluntary contributions given to the museum through events, open-houses,
partnerships and sponsorships, memberships, etc.
• Program revenues – programs include classes in music, art, dance, and theatre. These
programs will be held per semesters, three semesters in one year. With an approximate of
20 students per program each semester.
• Grants – the museum will be applying to several grants including the National
Endowment for the Arts (NEA) “Challenge America,” the NEA “Cultural Affairs” grant,
Florida Department of State, Division of Cultural Affairs: “Cultural Projects,” and United
Arts of Central Florida. The prospective financial plan below does not reflect all grants,
in case the museum is not awarded a certain grant.
Expenses are an estimated amount based on similar organization’s budget plans. The
museum will grow, but to begin salaries will be as follow:
Chief Executive Officer (CFO) – Director of Marketing and Communications
$54,000/year – $49,000/year
Chief Operating Officer (COO) – Director of Fundraising – $35,000/year
$50,000/year
Program and Volunteer Coordinator -
$28,000/year
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Central Florida Children's Museum for the Arts
Prospective Financial Plan 2018-2019
Revenue 31200
Contributions and Cash Flow 30000
In-kind Donations 90000
Fundraisers and Services
Grants 10000
NEA 25000
NEA "Cultural Affairs" 5000
United Arts of CFL 60000
Program Revenue
Total Revenue 251200
Expenses 216000
Salaries and Benefits 6000
Supplies and Services 12000
Building Expenses 3000
Operating Expenses 5000
Marketing and Advertising
Total Expenses 242000
Nonprofit Budgetary Process
Budgeting decisions are driven by both mission priorities and fiscal accountability. To
assure that a nonprofit organization continues with its business, a good budgeting process must
be implemented and the organization’s staff must establish an adequate timeline to conduct
research, review, feedback, and revision before final presentation to the board. A satisfactory
budgeting process should have strategic planning initiatives which insists that income must be
budgeted before expenses.
Nonprofits are not restricted by how much income they can generate, but in how it is
distributed. Yet, nonprofits cannot be successful without generating revenues. Nonprofits base
their revenues through grants, donations, contracts, and fees. However, a nonprofit organization
may not succeed without a good financial management tools which includes clear policies and
procedures, transparency, accuracy, periodic review of its finances, and a well finance educated
board.
Sharing Reports with Stakeholders
In the nonprofit sector, transparency is extremely important when it comes to obtaining
and maintaining trust among the public. A good practice to follow is having financial records,
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such as form 990s, readily and easily available to the public. In order to comply with this, the
Central Florida Children’s Museum for the Arts will have a ‘Financials’ page on our website that
provides our yearly audited financial statements and form 990s. Having this information readily
available to the public let’s stakeholders know how an organization is spending money, where
donation dollars are being spent, and insight to how the organization is being managed.
Overall, a financial management plan is imminently useful in many respects. Not only
does it help the organization achieve its financial goals but it gives an overall picture of how the
organization is performing. Implementing a strategic financial plan and employing a financial
expert such as a Chief Financial Officer, to help oversee all financial matters, can help any
nonprofit be successful in the long-run. By implementing financial controls, monitoring the
performance of all staff and allocating resources correctly, any nonprofit can sustain itself for
years to come. Accountability is key for nonprofits, especially when contribution revenues are
unpredictable. This measure will ensure that all programs for the fiscal year are fully funded and
budget shortfalls are avoided. By budgeting and having a sound financial plan, nonprofits are
likely to avoid any financial calamities in the near future.
Fundraising Plan
A nonprofit organization must have a firm understanding of its mission and objective so
it may tell its story in a compelling matter to attract individuals and donors. Fundraising requires
thoughtful planning and willingness to create and use resources, relationships, and information.
It is also important for organizations to have multiple funding sources. Relying on one sole
funding source can be detrimental to an organization if something were to happen that interrupts
that revenue stream. The Central Florida Children’s Museum for the Arts will be using the
following strategies for funding at its inception.
Grants
Grants are good sources of fundraising for any sized nonprofit organization and it should
be considered as a financial complement (Garecht, 2014). Grants range in donation amounts
from a few hundred dollars to millions of dollars depending on the grantor's, type of grant,
source, and purpose. Generally, for a grant, a nonprofit needs to submit a written request along
with a report. Grants help nonprofit organizations grow and rely less on individual donors.
Support from different sources can support an organization’s overall revenue and provide
different pools of funding for different efforts in the organization.
The Central Florida Children’s Museum for the Arts will mostly pursue program support
grants to help fund its educational programs. Program support grants are not generally used to
cover administrative expenses. Administrative expenses will be aided with general operating
support grants which are the least restrictive (and most sought-after). Ultimately, nonprofits want
to establish a stable trustworthy relationship with grantors and foundations to create and maintain
a good track record. Having a good track record and a good relationship with funders helps
organizations when re-applying for a grant. Some grants that the Central Florida Children’s
Museum for the Arts will be applying to are:
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• National Endowment for the Arts (NEA), Challenge America (2017) - This grant is
offered to small and mid-sized organizations whose mission and programs extend the
reach of the arts to underserved populations -- those people that the arts are limited by
geography, ethnicity, economics, or disability.
• Florida Department of State, Division of Cultural Affairs: Cultural Projects (2017) - This
grant is designed for cultural project, program, exhibition, or series that support an
organization’s mission and the state’s cultural objective.
• United Arts of Central Florida (2017) - It collaborates with businesses, government,
school districts, individuals, and cultural organizations to enrich communities by
investing in arts, science, and history. This organization will match a percentage of
donations and competitive grants given to an organization. United Arts of Central Florida
raises funds for cultural organizations and provides management, administrative and
advisory services.
Until funding allow, it will be the job of the Director of Fundraising to search and apply
for these grants. However, as applying for grants can be time consuming and grant writing is a
very technical and coveted skill, a part-time Grant Specialist will be hired when funding allows.
This will free the Director of Fundraising to focus on other advancement opportunities and donor
relations.
Program Enrollment
The Central Florida Children’s Museum for the Arts mission is to give children the tools
to promote artistic self-expression through the visual and performing arts. Therefore, the
organization will offer programs in the visual arts, theater, music, and dance. Each program will
have subcategory classes which will be divided by age and depending on enrollment. The
program enrollment goal is to reach $60,000 by the end of the first fiscal year. The Director of
Marketing and Communications and the Program and Volunteer Coordinator will work together
to build relationships with the communities and with district schools to promote the organization
and attract middle class and low income families.
Donor Engagement and Development
Fundraising is not all about the money, but building relationships with prospective donors
(prospects) and maintaining these relationships in the long-term. The donor cycle is made up of
four parts: Discovery (finding and meeting a new prospect), Cultivation (building a relationship
with the prospect), Solicitation (presenting a funding proposal to the prospect; the “ask”), and
Stewardship (thanking the donor for their gift). Every stage of the donor cycle is incredibly
important for different reasons and steps should be taken to ensure a donor moves through each
stage successfully. There are many ways an organization can go about moving a donor through
this cycle. The following are just a few ways the Central Florida Children’s Museum of the Arts
plans to engage our donors.
Social Media
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One of the most cost effective ways for the Central Florida Children’s Museum of the
Arts to engage new donors is through social media. It seems like the best marketing vehicle for
both nonprofit and for profit organizations to reach the masses. It’s a fun and innovative way of
engaging both new and existing supporters and growing the organization. For starters, content
sharing is key, especially when updates occur within the organization or when there is a need to
notify the community about any major events. There are so many fun and exciting ways for this
organization to utilize social media platforms that are likely to produce great results. According
to an article posted by Nonprofit Tech For Good (2016), a social and mobile media blog for
nonprofits, the global population of social media users is expected to increase by 2.44 billion or
about 33% of the world population. Additionally, giving is expected to grow by 4.3% up from
the prior year, proving to be one of the most effective marketing strategies in this day and age.
While other methods such as emailing, door to door campaigns and direct mailers, are trending
to become more of a thing of the past, social media is definitely gaining ground and will prove to
be the most effective way of reaching new audiences quickly and establishing a reputation for
the organization.
Creating a solid plan is only the beginning of what could potentially be a fundraising
behemoth. Clearly, the organization would need an effective marketing plan that not only caters
to its followers, but also be effective in attracting new ones. Theoretically, the organization
should be able to measure the success of the plan by the number of followers it has on its page.
The higher the numbers, the more effective the strategy will become and likely resonate with the
intended audience. Also, goals set up by the organization are more likely to be easily measured
and accounted for.
The ultimate goal is to attract prospects and community members to our page, continue to
engage current followers, and raise funds through this method of cultivation. Creating a
Facebook page will give this organization an opportunity to share personal stories, photos,
videos, comments, updates and most importantly, enable the organization to establish a good
reputation. The more the organization is trusted by the community, the more likely donations
will start funneling in. It would be in the best interests of the organization to make certain that
donations are easy to make, clear, and secure.
Social media allows not only for this organization to get its message across and advertise
but also to attract existing and new supporters to become engaged. For example, setting up an
open house via Facebook is a classic example of getting people to not only hear about your
organization but also gives them the opportunity to become engaged by attending the event. This
way, new supporters get an opportunity to learn more about the organization and its mission,
meet faculty and demonstrate the need for strong donations. The more effective the organization
is with its message the more likely people are to support the cause.
Engaging the community and supporters, is just part of the equation. This organization
needs an effective marketing strategy in order to be able to raise funds effectively. One way to
achieve this is to focus on both short-term and long-term goals. For example, a short term goal
might be to first engage friends and family, then branch out to their networks. Utilizing a media
tool like Facebook is not only cost effective, but also an effective resource in engaging the
community. When a budget is not as lucrative as a for-profit organization for advertising,
Facebook serves the purpose of reaching the intended audiences quickly, which will lead to
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further success down the road. In contrast, a long-term goal would be to sustain and grow
fundraising support through social media. Attracting new donors is something that is definitely
needed in order to continue operating, however, keeping the current supporters engaged is
important as well, so that they stay loyal. Therefore, it is crucial to provide fresh content daily
and engage donors, so that interest is not diminished.
Facebook is probably one of the most effective social media tools that can facilitate the
organization with achieving this. Teamwork is key, so more than likely, the Marketing and
Public Relations board members need to work with everyone across the organization. Again, this
goes back to engaging our internal stakeholders and making certain that they are living and
breathing the brand of the Central Florida Children’s Museum of the Arts.
Housefile and Prospecting Mail
Housefiles refers to mail sent to past donors. However, the Central Florida Children’s
Museum for the Arts is just beginning so mail will be sent to people who have shown interest in
the nonprofit organization and in the programs. Direct mail fundraising to people who have
donated in the past is the best predictor for future donations because people who donate to a
cause they believe in are most likely to donate again. For its inception, the Central Florida
Children’s Museum of the Arts will send prospective mail to district schools, parents, local
businesses, etc. Initial mail will focus on the mission and the story to attract potential donors and
to create long lasting relationships. “Often...the donor...wants to tackle an issue that is deeply
personal to him or her” (Foster, Kim, & Christiansen, 2009). Targeting people emotionally, is
component of a fundraising letter strategic plan. Staying in touch thereafter is key to maintaining
donors and potentially getting new ones by the oldest marketing technique, word of mouth.
Corporate Partnerships and Sponsorships
Finding and establishing corporate partnerships and sponsorships and can incredibly
beneficial to all parties involved. We will give local businesses and philanthropic individuals the
opportunity to sponsor programs, events, and areas of the building in order to raise funds for the
Central Florida Children’s Museum for the Arts. The funds will be crucial to the successful
operation of our organization and promotes the business or individual who has chosen to be a
sponsor. This can be great publicity for businesses trying to reach a broader audience. Naming
opportunities can also be very attractive offers to individuals looking to leave a positive legacy
behind.
Events and Open Houses
Conducting open houses and special events on site at the Central Florida Children’s
Museum for the Arts will be a great way to introduce the organization to the community and
highlight the positive impact our programs will have on the children who participate. Not only is
this a good way to engage families to sign up their kids for our programs, it is an excellent venue
for networking and donor cultivation. Individual and organizational prospects will be invited to
attend and learn more about the organization, meet the executive leadership and board members,
and see how impactful their potential support could be.
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Once the organization has acquired these sponsorships/partners/donors, these events and
open houses would also be a great way to thank and honor them. After a gift is made, no matter
the amount, it is incredibly important that the donor is thanked in some way. A simple thank you
note can go a long way in making a donor feel recognized and can encourage continued giving.
Major gift donors and sponsors will be honored at the end of the year to recognize them for their
contribution and support of our programs.
Volunteer Management Plan
The Central Florida Children’s Museum for the Arts can only be successful in recruiting
volunteers, if it establishes a sound volunteer management plan. The purpose is to not only have
the ability to recruit volunteers but to have some structure on how to manage these volunteers,
once they come on board. This plan should address any short-term issues the organization may
be facing with recruiting volunteers and address any long-term issues. It should also provide
effective strategies that will facilitate the organization with allocating these resources and
mention how the organization will select, screen and train these volunteers, once they are
recruited. The plan should touch on the proper implementation of how to effectively tie these
volunteers to a particular role, based on the skillset the individual possesses. For example,
someone with years of marketing experience, clearly should be placed in the marketing/public
relations department. Contrary, to someone with years of administrative experience, that should
perhaps assist the board of directors or the CEO of the organization, with daily administrative
duties. Again, this is why it is crucial for the organization to develop a solid volunteer
management plan.
Volunteer Roles
Volunteers work best when they have a clear understanding of the limits and expectations
of their position in the organization. The organization will give volunteers straightforward
boundaries and structures with clear lines of reporting. Every volunteer is essential to the Central
Florida Children’s Museum for the Arts. Volunteer position needed at the museum are:
• Program Instructor – These volunteers will teach children about art, music, theatre,
and/or dance. Program he/she will be teaching depends on number of registrations and
age groups so further instructions will be given prior to program start dates. This person
must patient, dedicated, innovative, and motivated. This person should use his/her
expertise for a worthy cause and nurture creativity in children. Each program will be
divided by age groups so the program instructor must be comfortable working with
children of K-12 ages.
• Fundraising – Fundraising volunteers will be working with the Director of Fundraising
and he/she will help with fundraising event, bulk mailing, direct communications, and
prospect engagement. Roles vary for each event and communications. This person must
be self-driven, respectful, know how to maintain confidentiality, enthusiastic, friendly,
and a willing to get involved.
• Marketing – Marketing volunteers will be assisting the Director of Marketing and
Communications and will be working closely with the Marketing Intern. He/she must
possess good communication skills, positive attitude, and a willingness to succeed.
He/she must know basic computer skills (Word, Excel, PowerPoint, etc.), internet
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research knowledge, and social media knowledge (Facebook, Instagram, and Twitter).
This individual will assist with writing, editing and publishing press releases, community
calendar notices, publications, social media postings, and other materials promoting the
organization. Experience with photography is a plus.
Volunteer Outreach and Recruitment
Volunteers are essential to the survival of the Central Florida Children’s Museum for the
Arts. Recruiting volunteers is the simple act of asking people to work for the museum without
pay (Community Tool Box, 2017). Even though volunteers do not get paid, there is usually a
reason why they want to volunteer. Some of them include:
• They care about the organization, the cause, and/or the social change.
• Someone asked them.
• Personal experience with organization’s issues and they wish to be involved with the
issue.
• They have skills that they can use by volunteering.
• They see a career possibility and they can use the volunteer time as experience and
training.
• Seek external recognition and get an internal “good feeling.”
• Actively enjoy volunteering
A plan must be created to recruit volunteers. The plan must include questions to attract
the best and appropriate volunteers. The Program and Volunteer Coordinator must consider
questions like, what skills are required for the position, what will the volunteer do, and how the
job role can be defined. The museum will require volunteers to teach each program, a maximum
of 3 volunteers per program or a max total of 12 volunteers. These volunteers will be actively
sought out by sending letters to the schools they work at. The Director of Fundraising will
require 2 to 4 volunteers to help with fundraising events, bulk mailing, and prospect engagement.
Social Media
Recruiting and attracting new volunteers through social media is an effective marketing
tool for many nonprofit organizations. According to an article posted by Nonprofit Hub (2017),
55% of people who engage with causes via social media are inspired to get more involved.
Facebook for example, is effective in reaching the organization’s intended audience quickly and
gives the organization the ability to share endless content for volunteers to review and share.
Additionally, volunteers can generally obtain most, if not all, information about the organization
from social media pages and as well as from members of the organization. It provides volunteers
with more insight and enables them to view comments made by people in the community,
donors, and affiliates. This strategy can greatly benefit the organization by allowing members to
engage their followers, share updates and stories, as well as reinforce its mission.
One very effective way of spreading the word about the organization is to create
attention. Announcing an upcoming event and creating a hashtag will allow the content on the
page to go viral. Word can quickly spread amongst donors, followers, stakeholders, and help
with connecting with new people. Eventually, more and more people will start becoming familiar
with the organization and its mission. Similarly, Twitter would allow the organization to start
following people in the community and inform them about updates and inform them about its
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mission and purpose. Which in turn, will allow for the opportunity to recruit and attract more
volunteers. The public relations expert will have to utilize their expertise in this area and build a
rapport, in order to convince people that volunteering would be for a good cause. It’s just one of
the most cost effective ways of reaching out to volunteers and creating a name for the Central
Florida Children’s Museum for the Arts.
Mail
In its inception, the museum will use bulk mailing to local schools, K-12, targeting
teachers in the arts field to become volunteers to teach in the programs. Mailed letters will also
target local artists and gallery owners. Letters’ heading must be interesting and enticing enough
to catch the interest of individuals. Messages must be appealing and interesting. Boring messages
will only appeal boring people. The message should also be short and to the point, as well as
inviting.
Interactive Communication
The Central Florida Children’s Museum for the Arts will also sign up with
VolunteerMatch.org, a nonprofit organization that matches volunteers with organizations. This
mode of finding good volunteers will create strong relationships with the diverse community of
Central Florida. The museum will begin by using VolunteerMatch.org free services, but
eventually will consider, and depending on what the Board of Trustees deems best, paying the
yearly fee to use their full services which includes customization of our web page in their
system, e-mailing system, analytics, self-promoting, and more (VolunteerMatch.org).
Direct Communication
Another mode of outreach is by direct communication. “One of the easiest ways to make
a one-to-one invitation is by telephone” (Barr, 2017). Calling local businesses and asking for
volunteer support is always challenging and intimidating, but it is one of the oldest modes of
communication and of asking for help and support. Target people are family, friends and local
businesses. Other targets include district and community schools, churches, and colleges and
universities that may have a listing, or place the museum on a list, of potential volunteers.
Schools and colleges tend to foster a volunteerism ideology and by targeting and recruiting
teachers and students the museum will benefit tremendously (Wilson, 2012, 191). For calling
guidelines, the best ways are by creating an organized script, personalizing the script, be
respectful, be as informative as possible, and be concise. Direct communication also involves the
oldest promotion technique, word-of-mouth.
Volunteer Management
One very important aspect of a sound volunteer management plan, is the ability to
manage volunteer staff and retain them. As with many volunteers, they are expected to give their
best and fulfill the needs of the organization. Volunteers are an integral part of the organization
for a reason, because they believe in the cause and want others to benefit from the hard work and
effort that is put in. Having managers in place, will make certain that the organization and the
volunteers are benefiting from one another.
Volunteer Supervisors
31
The Program and Volunteer Coordinator will be the main point of contact for all the
volunteers with the Central Florida Children’s Museum for the Arts. Hiring someone with
volunteer management experience for the position of Program and Volunteer Coordinator will be
crucial as this person will be in charge of finding, screening, training, and managing every
volunteer. The COO will be able to offer some support, but the Program and Volunteer
Coordinator will be working independently for the most part until funding allows for
administrative support to be hired. Because our programs will be taught primarily by volunteers,
it is critical that we develop a pool of reliable and knowledgeable volunteers. We must be sure
that each class and program is staffed correctly for all programs to run smoothly.
Our goal is to recruit 50-75 volunteers in the first year of operation. Community
involvement will keep the organization aligned, especially as it grows. Every child will benefit
from volunteer involvement by having mentors they can look up to and learn from. The ultimate
goal of the Central Florida Children’s Museum for the Arts is to provide a space where children
can express themselves artistically and having a full-staff of volunteers, fulfills this purpose.
Establishing a network of volunteers helps the organization with engaging more and more
children in the community and in turn, creating more of an interest in the arts. Utilizing
volunteers is not only cost effective, but utilizing a diverse pool of volunteers can bring unique
skills to an organization that might not be found in the full-time staff. If the organization can
recruit volunteers that are excited about the program, it is likely to build positive momentum
throughout the community and help with gaining more support in the long run.
Volunteer Selection and Orientation
Volunteers will be able to apply through the Central Florida Children’s Museum for the
Arts’ website via an online form. Aside from entering contact and personal information, such as
full name, address, and phone number, perspective volunteers will have the opportunity to
indicate what areas they would like to volunteer in. There will also be a section that lists certain
skills ideal for volunteering with the Central Florida Children’s Museum for the Arts, such as
past experience working with children, art or musical experience, and customer service
experience. This will assist the volunteer coordinator with assigning volunteers to appropriate
areas. As all volunteers will be working with and in close proximity to children, all volunteers
will have to consent to background checks.
Once volunteers complete the application process and pass the background check, they
will have to sign up for a half day orientation. Orientations will be offered two times a month,
and will increase to three times a month if needed. During this orientation volunteers will learn
everything they need to know about the organization and their individual roles at the Central
Florida Children’s Museum for the Arts. The first half of the orientation will include general
information such as the organization’s mission and vision, the structure of the organization, and
details regarding all the programs that are offered. The second half of the orientation will be
specific to the area the volunteer will be working in. This is the time they will learn about their
individual job duties. Should a volunteer wish to move to a different area, they will be required
to attend the second half of another orientation to learn the duties of their new role.
Volunteer Retention
It is extremely important to manage volunteers in ways in which they feel appreciated
and not overworked. Implementing an effective management plan, can help with addressing
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these situations, if and when they arise. For example, when morale is low or volunteers feel
overworked or stressed, management can provide incentives like gift card bonuses or conduct
random drawings for volunteers to win gifts, perhaps, even give out awards of recognition for a
job well done. Just letting volunteers know that management cares and appreciates all of their
hard work and effort, could prove to be effective. Management should supervise and measure the
performance of each and every volunteer to make certain they aren’t just doing their job but also
are not in any way overwhelmed or bored. An open door policy can help in this area just in the
event a volunteer ever experiences any issues. It will allow a volunteer to address any concerns
ahead of time and help management with finding a solution if necessary to remedy the problem.
Overall, a volunteer management plan should be implemented by every nonprofit organization,
so that volunteers and the organization get the best out of each other. It should address both short
term and long term issues that the organization may be facing and provide a solution to fix them
as well. Most importantly, it enhances the ability of management to manage volunteers in a way
which benefits the organization and helps with retention. A volunteer management plan not only
provides structure but it is the perfect contingency to deal with issues arising from recruiting,
retention and properly placing volunteers in roles, which benefit the organization and help fulfill
its’ mission.
Policy Advocacy Plan
Everyday, nonprofits engage in advocacy that advances their missions. Nonprofit organizations
play an important role in the development and implementation of public policy. Nonprofits can be an
instrument in promoting an informed, healthy, and strong political society by responding to the impact
of public policies on behalf of and for the community and the people. Effective advocacy builds upon
the people’s abilities to achieve the greater good for the greatest number of people and the
communities. The Central Florida Children’s Museum for the Arts will advocate on behalf of the arts
and its beneficial impact on children and the Central Florida communities.
Advocacy Strategies
Engaging in public policy advocacy can raise awareness of the organization’s mission, mobilize
constituents, and attract positive media attention. Advocacy includes a wide range of activities that
influence decision making. It includes activities such as litigation, relationship building, network
creation, leadership development, and public education. “It’s [advocating] about a fundamental
understanding of the role of nonprofits in society, what our work means to this country and the people
we serve, and how all of that is affected by the decisions our elected officials make and the policies
they enact” (standforyourmission.org). The Central Florida Children’s Museum for the Arts will focus
on public education and advocacy as part of its public advocacy plan.
Public education
The Central Florida Children’s Museum for the Arts will primarily advocate by educating and
informing the general public about political issues concerning the arts and humanities. “The Internet
has engendered new possibilities for advocacy organizations to engage stakeholders and influence
public policy” (Guo & Saxton, 2014, p. 58). In collaboration with the Board of Trustees the Director of
Marketing and Communications will create a plan an advocacy plan to engage the public and the
33
community in political news events by using the internet, the organization’s website, and social media.
The plan will include three key strategic points: content awareness, content involvement, and recycling
the “ask” or stimulating discussion. The museum will not be involved in lobbying, but it will inform the
public on tax reforms, Congressional decision on charitable giving, and other political agendas and
decisions dealing with the arts and humanities.
Advocating
A strong advocacy plan can help in adapting the basic rules and resources for a nonprofit and
the community. Board involvement makes nonprofit advocacy more effective. The board’s
involvement can shape the context for policy advocacy by helping to maintain a reasonable public
policy environment in which the organization can do effective work. The museum needs the leadership,
wisdom, talent, and connections of board members in advocacy activities. As part of the Board of
Trustees roles and responsibilities, the Central Florida Children’s Museum for the Arts will include, as
a requirement, the board’s involvement in advocacy for the arts and humanities. Board member are
crucial in advocating, promoting, and defending the organization’s mission, attending events or
meetings where the museum needs to be visible, or making connections with influential leaders within
their network. As influential community leaders, board members can help increase the likelihood of the
organization’s advocacy success.
A strong advocacy plan can help in adapting the basic rules and resources for a nonprofit and
the community. Board involvement makes nonprofit advocacy more effective. The board’s
involvement can shape the context for policy advocacy by helping to maintain a reasonable public
policy environment in which the organization can do effective work. The museum needs the leadership,
wisdom, talent, and connections of board members in advocacy activities. As part of the Board of
Trustees roles and responsibilities, the Central Florida Children’s Museum for the Arts will include, as
a requirement, the board’s involvement in advocacy for the arts and humanities. Board member are
crucial in advocating, promoting, and defending the organization’s mission, attending events or
meetings where the museum needs to be visible, or making connections with influential leaders within
their network. As influential community leaders, board members can help increase the likelihood of the
organization’s advocacy success.
“By joining a board, an individual is making a public commitment to support and strengthen an
organization by providing…leadership, expertise, and influence to advance the organization’s mission
and impact” (standforyourmission.org). As board members, advocating include:
• Participating in public events such as art fair to represent the museum and advocate for
the arts and humanities.
• Partnering with government agencies to use public spaces for programs and for other
program benefits.
• Strengthening art education and programs helping children do better in school, work,
and life.
• Convening community leaders at times of natural disaster or human crisis to develop
solutions for the community and promote healing.
Benefits and Challenges
34
As we know, there are some benefits and challenges of participating in policy advocacy for
nonprofit organizations. While some nonprofits choose not to advocate at all, the Central Florida
Children’s Museum for the Arts, feels that there is a need to implement an advocacy strategy. “The
advocacy function is crucial not only to organizations that engage primarily in external representational
activities, but also service providers and other charitable organizations” (Guo & Saxton, 2014, p. 59).
The organization believes children in Central Florida, should have a place where they can express
themselves artistically and be able to benefit from it. One of the ways in which the organization can
benefit from advocacy, is through the community. As more people become aware of what the
organization is trying to accomplish or that it even exists, the more public support it can receive. This
can be achieved by utilizing effective marketing tools such as social media, press releases, and direct
mail. Any issues that arise can be communicated through these means and, in turn, help the
organization advocate for its cause.
The organization is able to show its dedication and passion for the arts through advocacy. For
example, stakeholder interests is protected and trust is created throughout the organization, in turn
promoting more engagement throughout the community. Organizations are much more effective when
they engage in advocacy because they are able to mobilize their constituents (Berry, 2005). Moreover,
committees can be created to advocate for the Central Florida Children’s Museum for the Arts and give
the organization a voice. Another important benefit of advocacy, is creating new relationships and
alliances. Getting on board with other organizations that have similar interests can facilitate and
strengthen the organization’s position in the arts. Additionally, if all of the other organizations are
advocating for the same things, changes are more likely to happen. When it comes time for the
organization to recruit more volunteers or to spread the word about its cause, implementing an effective
advocacy strategy can help the organization reach its goals and emphasize the importance of children’s
arts. This can also help the organization with opening new channels of funding, by reaching out to new
audiences.
Cultural and Artistic Life
Advocating for the arts can have a positive impact on the country’s cultural and artistic life, by
providing opportunities in self-expression, building better relationships within the community, and
giving them a place to enjoy recreationally. With so much diversity in our country, this can lead to
positive outcomes that can help various groups that may not normally engage with one another and find
common ground. Which in turn, can foster new relationships throughout the community and increase
volunteerism. Through these efforts, individuals can gain more insight about other cultures that they
may have not known about before. Advocacy not only helps with the local community and gaining
more public support, it also enhances the ability for further outreach throughout the country which can
have long lasting positive effects on all communities. For children, in particular, it can possibly lead to
better school performance by providing self-confidence and allowing them to enjoy themselves. For
example, places like New York City that is rich in culture and diversity. What better way to enjoy your
time there, whether residing or visiting, than to explore the various museums that are located
throughout the city. Popular museums like The Metropolitan Museum of Art and American Museum of
National History, are two of the most popular museums in New York City that most people visit. There
is an array of different exhibits and artifacts for everyone to enjoy learning more about. Such
establishments, allow for every visitor to indulge in this rich and diverse culture of the museum. Thanks
35
to the efforts and broad reach of organizations like the National Endowment for the Arts (NEA), which
virtually make it feasible for museums like these, to stay afloat.
Authoritative Government Policies
Government policies, especially like the one proposed by the Trump administration, put arts
programs in jeopardy by reducing funding by millions of dollars. According to an article, posted by
Yancey Strickler from “The Hill,” the Trump administration is threatening to cut funding to the
National Endowment for the Arts (NEA), by $148 million dollars. This organization helps promote
student programs, mentorship programs, and professional development programs for teachers and
museums. The NEA organization promotes access to the arts in virtually every community across
America distributing funds in various counties and states. The NEA was established by Congress in
1965, to provide support to various nonprofits for projects and art education programs, exhibitions, and
healing arts. The continued existence of the NEA is vital for nonprofits such as the Central Florida
Children’s Museum for the Arts. The private sector on its own cannot fully support cultural funding.
The NEA is the only organization that can broadly and effectively distribute funds throughout the
country (Strickler, 2017).
By cutting the funding of this important organization, arts programs throughout the country are
in jeopardy of being eliminated. According to an article posted by Jenna Arvis from Quartz, a guide to
the new global economy for people in business, the individuals that are most affected are those who
participate in the arts, receive grants for art shows, musical productions, and after school programs in
every congressional district (Arvis, 2017). Those funds distributed by NEA help nonprofit
organizations raise money from donors and help unlock matching grants from both local and state
agencies. Moreover, cutting the budget for the NEA, will lead to future turmoil for every community,
every city, and every district that relies heavily on these funds for their existence, especially
underserved communities that have little to no chance of receiving funds. These funds also help
children in impoverished communities receive additional training in music and the arts. This is why it
is so fundamentally important for the NEA to stay up and running, without it, the world of the arts
would be diminished and less programs would be available for those who truly have an appreciation for
the arts. Art is important in society for a number of reasons, it reaches across barriers of class, culture,
and language. Art is a form of expression that stimulates a reaction. It is part of the human spirit and
helps make sense of the world (Wesel, 2017).
Mission, Vision, & Advocacy
As previously stated, the mission of the Central Florida Children’s Museum for the Arts is “to
give children the tools to promote artistic self-expression through the visual and performing arts”. Our
long-term vision is to “enhance art education in Central Florida by making it available to everyone in
the community, to educate children on the importance of the arts, and to collaborate with public schools
on the art education”. In order for our organization to achieve these goals, we must advocate for public
policies that protect the arts and defend against those that wish to threaten them, such as budget cuts to
the NEA. In fact, many believe it is the duty of certain organizations to advocate for causes that directly
relate to their missions (Sheridan, 2008).
However, it is extremely important for all 501(c)(3) organizations to be aware of what types of
advocacy activities they can participate in. 501(c)(3) organizations are prohibited from engaging in
36
lobbying, which means that the majority of the organization’s activities can not include “influencing
legislation” (Internal Revenue Service, 2017). The IRS defines legislation as “action by Congress, any
state legislature, any local council, or similar governing body, with respect to acts, bills, resolutions, or
similar items (such as legislative confirmation of appointive office), or by the public in referendum,
ballot initiative, constitutional amendment, or similar procedure” (2017). This does not mean that non-
profit organizations under a 501(c)(3) status may not engage in any form of advocacy or concern
themselves with public policy. Under the IRS definition of lobbying, 501(c)(3) organizations are
permitted to “conduct educational meetings, prepare and distribute educational materials, or otherwise
consider public policy issues in an educational manner without jeopardizing their tax-exempt status”
(2017).
In conclusion, policy advocacy requires action to reach implementation in the community and
with art programs. It is through advocacy that policy can be pushed through challenges for the
beneficial policy changes. The Central Florida Children’s Museum for the Arts will use its policy plan
to advance policy, practice, and quality of arts and art education. It will also raise visibility,
understanding, and support of the arts and humanities with the appropriate tools within the diverse
Central Florida community. With its plan, the organization will push forward to ensure a healthy
infrastructure in which creativity, culture, and the arts can thrive.
37
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Final Portfolio Booklet (withtout flash)
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Final Portfolio Booklet (withtout flash)
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