team soar final paper

Running head: SOAR BUSINESS PLAN 1

Swift Outdoor Accessible Recreation (SOAR) Business Plan

Katie Bartnik, Nick Favia, Deb Sandoval, Karen Starling, and Patrick Williamson

Keller Graduate School of Management, DeVry University at Tinley Park, Illinois

MGMT600 – Business Planning Seminar

Professor Hughes

April 23, 2016

SOAR BUSINESS PLAN 2

Table of Contents

Executive Summary.........................................................................................................................6

Industry Analysis.............................................................................................................................9

Competitive Analysis.................................................................................................................12

Indirect Competitors..............................................................................................................13

SWOT Analysis.........................................................................................................................14

Strengths................................................................................................................................14

Weaknesses............................................................................................................................15

Opportunities.........................................................................................................................16

Threats...................................................................................................................................17

Regulations Review...................................................................................................................18

Purchasing Directors and Officers Insurance for Board Members........................................18

Professional Liability Insurance............................................................................................18

Property Insurance.................................................................................................................19

General Liability Insurance...................................................................................................19

Marketing Plan...............................................................................................................................19

Target Market............................................................................................................................20

Decision Matrix.....................................................................................................................21

Consequence table with original values............................................................................21

Ranking alternatives..........................................................................................................22


Scoring model....................................................................................................................22

Weighted scoring model....................................................................................................23

Product Demographics...........................................................................................................23

Target Psychographics...............................................................................................................23

Value Proposition......................................................................................................................24

Primary Research...................................................................................................................24

Pricing Strategy.........................................................................................................................25

Marketing and Sales Strategy....................................................................................................27

Integrated Plan...........................................................................................................................29

Marketing Budget and Schedule................................................................................................33

Budget....................................................................................................................................34

Schedule.................................................................................................................................35

Operations Plan..............................................................................................................................35

Day-to-Day Operations..............................................................................................................35

Board of Directors.................................................................................................................36

Executive Director.................................................................................................................37

Recreational Specialist...........................................................................................................38

Fundraiser Specialist..............................................................................................................39

Human Resources......................................................................................................................41

Facilities and Equipment Plan...................................................................................................42


Technology Plan........................................................................................................................44

Technology Decision Matrix.................................................................................................44

Consequence Table with Original Values.........................................................................45

Ranking Alternatives.........................................................................................................46

Scoring Model...................................................................................................................46

Management Team....................................................................................................................46

Brian P. Swift, Executive Director........................................................................................47

Recreational Specialist...........................................................................................................48

Fundraiser Specialist..............................................................................................................49

Facilities Manager.................................................................................................................50

Organization Chart.....................................................................................................................51

Management Team Gaps...........................................................................................................51

Finance Plan...................................................................................................................................53

Fundraising................................................................................................................................53

Grants.........................................................................................................................................54

Sponsorship................................................................................................................................56

Donations...................................................................................................................................57

Use of Funds..............................................................................................................................57

Statement of Activities..............................................................................................................58

Balance Sheet.............................................................................................................................59


Cash Flows.................................................................................................................................60

Break Even.................................................................................................................................61

5-year valuation.........................................................................................................................62

Exit Strategy..................................................................................................................................62

References......................................................................................................................................64


Executive Summary

The Americans with Disabilities Act of 1990 (ADA) prohibits discrimination and ensures

equal opportunity for persons with disabilities in various areas. However, in 2001, nearly eleven

years after its inception, a study found a pattern of inadequately prepared recreation agencies to

meet the mandates of the ADA.

Swift Outdoor Accessible Recreation (SOAR) is a 501(c) (3) non-profit organization that

challenges the void of accessible parks and recreation and supports the regulations of the ADA.

The specific mission of SOAR is to provide programs, services, and equipment to improve the

emotional and physical quality of life for people with disabilities along with families and

individuals in need by creating outdoor accessible environments. There are many opportunities

and ways for SOAR to achieve its mission and goals. The following business plan provides a

foundation for the organization that can be expanded as the expected growth occurs. SOAR

stands out from the market of special recreation associations because it focuses primarily on

outdoor activities and plans to offer adaptable equipment for participants. These activities

include biking, fishing, hiking, hunting, and picnicking, among others.

Participation in outdoor recreation has become a part of American culture and is a

benchmark indicator of people’s social well-being. As the economy continues to recover from

the recession, outdoor recreation spending is expected to grow, according to a report from

IBISWorld. Since SOAR programs are a form of outdoor recreation, this expansion of the

industry can be capitalized for the growth of the organization.

SOAR was developed in August of 2015, but the organization is still in its infancy. A

SWOT analysis was performed to identify the organization's strengths, weaknesses,

Hughes, LaTonya, 04/25/16,

Excellent job and start for the paper!

Debra Sandoval, 05/03/16,


opportunities, and threats. The results provided information about situations and details that

might impact the success of the new organization.

Non-profit organizations provide a unique opportunity for the development of their

marketing plan. Not only will the plan require details about how to build meaningful

relationships with customers utilizing SOAR’s services, but it will also address the additional

need for supplemental financial support and volunteers. The marketing plan provides details

about the target market, the primary research conducted to outline SOAR’s value proposition, as

well as details about the marketing and promotion strategies.

The business plan for SOAR contains a detailed structure for the operations plan.

Currently, SOAR has a Board of Directors and one main employee, the founder and Board

President, Brian P. Swift. The plan will expand the employee support system, as well as

minimize management gaps through strategic volunteer recruitment. The operations of SOAR

will require employees to telecommute and the technology platform that will be utilized is

Google, including Google software and applications.

SOAR’s start-up funding will be collected from four primary resources: fundraising,

grants, donations, and sponsorships. These funds will be used to pay employees, market the

organization, and for the purchase of accessible equipment. A break-even analysis shows that

SOAR will break even around five events, which are scheduled to take place within the first

year.

The exit strategy planned for SOAR, should it be needed, aligns with the regulations

surrounding non-profit organizations, by the IRS and state tax boards. The four steps are later

described in detail, but address the termination of services, any remaining funds, identification of

responsible parties, and storage of company files.


Many people with disabilities find it difficult and frustrating to enjoy outdoor recreational

activities for various reasons. Equipment is not adaptive for the outdoor environment for

individuals with disabilities and there are not dedicated outdoor spaces to accommodate disabled

individuals to enjoy outdoor recreational activities (Creating Accessible Recreation Swift, n.d.).

Brian Swift, at the age of seventeen, became a quadriplegic after breaking his neck while

playing football with a permanent paralysis from the chest down. Despite Brian’s life-changing

event, he went on to graduate from college and then continued on to law school. After

completing law school Brian worked for several years at law firms and eventually transitioned

into Corporate America. While working in Corporate America, Brian becomes very successful

as one of the leading sales professionals and spent his last ten years as a top manager. Also,

Brian established a number of startup companies while continuing to develop, inspire and lead

several employees on his full-time job to become successful in their roles in the workplace

(Swift, B. P., n.d.).

Although Brian was very successful in Corporate America his love for sports lingered in

his heart and he coached football and basketball for over twenty years. After his accident, Brian

discovered the importance of outdoor recreational activities during his time at the physical

therapy rehabilitation center. Outdoor recreational activities not only improved mobility for

disabled individuals, but also the mental well-being along with helping to control weight gain

(Creating Accessible Recreation, n.d.).

After the accident, Brian’s love for the outdoors and nature persisted and he resumed

outdoor activities of hunting, fishing and taking long rides outdoors. This was Brian’s way of

dealing with the emotional and physical tension and stress of his disability (SOAR-Swift

Outdoor Accessible Recreation, n.d.). Brian realized the challenges people with disabilities face


when they try to participate in outdoor activities independently or with family members.

Therefore, because of these challenges Brian started a non-for-profit organization called SOAR

which stands for Swift Outdoor Accessible Recreation (SOAR-Swift Outdoor Accessible

Recreation, n.d.).

SOAR’s mission is to provide programs, services, and equipment to improve the

emotional and physical quality of life for people with disabilities along with families and

individuals in need by creating outdoor accessible environments (SOAR-Swift Outdoor

Accessible Recreation, n.d.). In addition, SOAR’s goals are (1) to enable people with disabilities

to discover, participate, enjoy, and thrive in outdoor activities; (2) obtain adaptive equipment and

land for outdoor related activities for the disabled; (3) provide pertinent information related to

the needs, challenges and opportunities for the disabled; and (4) provide products to the disabled

which will aid them in the participation of outdoor activities (Creating Accessible Recreation,

n.d.).

Industry Analysis

SOAR will promote their outdoor recreation activities to individuals living in the Will

County area given that Brian lives in Mokena, Illinois. As of July 1, 2015, Will County

population is 687,263 with 5.6% of the population (approximately 38,487 individuals) that are

physically challenged under the age of 65 (QuickFacts Will County, Illinois, n.d.). SOAR will

utilize Will County park districts and forest preserves to motivate those physically challenged to

participate in outdoor recreation activities. Despite the 5.6% of those physically challenged

under the age of 65, SOAR will offer their outdoor recreation activities to all ages.

Participation in outdoor recreation has steadily become a part of American culture and is

often used as a benchmark and indicator of people’s social well-being. Outdoor recreation is


also regarded as a vitally important and beneficial element of many people’s lives. In reality, the

importance of outdoor recreation activities is apparent by more than 140 million (44%)

Americans who recently indicated outdoor recreation was a priority in their day-to-day lives

(Ghimire, 2014).

Ghimire , 2014 states, “As participation in most outdoor recreation activities require

financial and cultural resources, income and education are likely to support the outdoor

recreation participation culture. Income contributes to financial resources while education is

likely to contribute to greater socialization” (Ghimire, 2014). A deciding factor for families to

participate in outdoor recreation or park visitation is because of lower incomes. Also, people

with lower incomes were more likely to face other problems such as lack of transportation

(Ghimire, 2014).

According to Child, 2015, “institutional park constraints found that, while being informed

about park plans was not an impediment to park use among residents, their perceived level of

information concerning park facilities and programs was positively associated with park use;

those more aware of literature have documented similar relationships with regard to park use and

physical activity recreation behaviors” (Child, 2015). Furthermore, lack of

awareness/knowledge is generally associated as a barrier to park use (Child, 2015).

Outdoor recreation services are prepared to grow over the five years to 2021 as the

economy resumes its slow resurgence. While the time spent on leisure and sports is anticipated

to contract 0.2% in 2016, the surge of more health-conscious consumers may increase demand

for some recreational activities that consist of physical activity. Generally, increasing income

and falling unemployment will raise consumer confidence, making consumers more willing to

spend money on recreation. Steady economic growth for the remainder of the outlook period


will start recreation activity expenditure to increase at an annualized rate of 3.2% over the five

years to 2021. The estimated value in spending for recreation services in 2016 is 439.8 billion

and forecasted value by 2021 is 515.5 billion (IBISWorld Business Environment Profiles April

2016). Excellent research!

While participation in outdoor recreation activities can be difficult for those with physical

challenges, a number of studies have focused on outdoor recreation activities and have

documented the psychological, social and mental health benefits those physically challenged

gain from participation. Enhanced self-concept and esteem, personal growth, increased personal

growth and increased leisure skills, increased social adjustment; enhanced body image and

positive behavior changes are all benefits of outdoor recreation activities. (McAvoy, L., 2001).

Additionally, physical activity provides cardiovascular benefits, weight loss and a faster

recuperation from illness. According to (Wilson, J.F., 2012), “outdoor recreation can equally

provide social interactions, which often has positive psychological effects on participants.

Outdoor recreation serves as a venue for combining the benefits of physical activity and/or social

interaction with the positive impacts of nature (Wilson, J. F., 2012).

As stated earlier, SOAR’s program is tailored to embrace all ages and abilities to

participate in outdoor recreation activities. According to IBISWorld, the demand for the elderly

and disabled services industry is expected to remain resilient over the five years to 2020, driven

by the increasing number of adults aged 65 and older. In addition, growth will also be prompted

by government initiatives that will encourage more people to seek care at home instead of in an

institutional setting (IBISWorld Industry Report 62412, n.d.). SOAR can begin to promote and

network with park districts in Mokena and surrounding communities to offer those physically


challenged the opportunity to participate in outdoor recreation activities such as hunting, fishing,

horseshoes/bag, bicycling, hiking and archery.

Although Mokena has a number of parks within the community, many of them do not

meet the needs of those who are physically challenged. Due to the lack of park districts offering

accessible accommodations for outdoor recreation activities, SOAR can be a resource to promote

their programs to improve the emotional and physical quality of life to those physically

challenged.

Competitive Analysis

Lincolnway Special Recreation Center (LWSRA), is one facility located in New Lenox,

Illinois, approximately 6 miles from Mokena, that offer programs to those physically challenged.

LWSRA has provided adaptive and special recreation services since 1976 and these programs

range from athletic activities to special events embracing all ages (Lincolnway Special

Recreation Association, n.d.). LWSRA offers a wide variety of programs, including

participation in Special Olympics Illinois each season to residents of all ages and all abilities,

social programs, programs for children, trips, special events, athletic programs and an adult day

care program, adapted sports programs such as goalball, adapted track and field, wheelchair

basketball and wheelchair softball (Lincolnway Special Recreation Association, n.d.).

Hughes, LaTonya, 04/25/16,

Great research in this area!


Competitor Strengths and Weaknesses:

Strengths

- History with the community offering programs for outdoor recreation activities and services for physically challenged (Improvements Underway/Ongoing Maintenance, n.d.)

- Financial resources from various

resources such as the state, grants and private donations for continuous operation for their programs (Sponsorships and Donations, n.d.)

Weaknesses

- Many of the parks have not made any upgrades to accommodate needs of those physically challenged (Improvements Underway/Ongoing Maintenance, n.d.)

- Parks only offer a select number of

outdoor recreation activities (Improvements Underway/Ongoing Maintenance, n.d.)

Indirect Competitors.

South Suburban Special Recreation Association (SSSRA) is a therapeutic recreation

program that offers year-round programs for individuals with disabilities or special needs.

SSSRA has been in the Will County community since 1971 and offers a wide variety of special

Olympic programs throughout the year including unified golf, unified volleyball, basketball,

track and field, and many more programs (South Suburban Special Recreation Association, n.d.).

Joliet/Bolingbrook Park District – Lily Cache Special Recreation Association (LCSRA) has a

partnership between Bolingbrook and Plainfield Park Districts and their mission is to serve the

special needs population. Their goal is to provide recreational programs which build self-esteem

and promote a lifetime of growth. In addition, Lily Cache Special Recreation Association fosters

an environment which allows individuals to discover their own unique potential and abilities.

LCSRA offer programs that include social events, seasonal camps and imaginative field trips to

competitive Special Olympic sports (Joliet/Bolingbrook Special Recreation Association, n.d.).


SWOT Analysis

As SOAR begins the process to obtain funding for their program, a SWOT analysis is

essential. This analysis is aimed to help identify strategies that will best align SOAR’s resources

and capabilities with obtaining funding to support their mission and goals.

Strengths

- Access to highly skilled workers- Proximity to key areas for outdoor activities- Community oriented- Goals and values are clearly defined- Strong commitment to program

Weaknesses

- Restricted financial resources- Weak spending in R&D- Limited management & marketing skills- Inadequate experience in grant writing- Minimal awareness of SOAR

Opportunities

- Expansion of market- Exposure to unique programs- Network with similar organizations- Programs designed for all ages- Collaborative effort to improve accessibility in Park District (ADA)

Threats

- Economic factors*- Existing or entry of other facilities offering similar programs***- Sustainable financial backing**- Preventing access (seasonal)

Strengths.

Access to highly skilled workers: A highly skilled workforce is crucial in this industry, as

employees are heavily relied on to provide personalized services (IBISWorld Industry Report

OD6047, Competitive Landscape, n.d.). In addition, SOAR’s board member, Erin Dryer is a

registered nurse and would be a great resource for recruiting skilled workers to work with

physically challenged at SOAR’s future headquarters and outdoor events.

Proximity to key areas for outdoor activities: The location is important to industry

participants as many patients choose facilities based upon location (IBISWorld Industry Report

OD6047, Competitive Landscape, n.d.). SOAR is promoting outdoor recreation activities at


locations that are convenient with Brian’s residency (South Suburbs of Chicago). Will County

has a number of park districts and forest preserves near the South Suburbs of Chicago to hold

events for those physically challenged to participate in programs such as fishing, hunting,

archery, bicycling, fitness/exercise, weightlifting and four wheeling.

Community oriented: Provide products to the disabled which will aid physically

challenged in the participation of outdoor activities (Creating Accessible Recreation, n.d.).

SOAR’s mission is to provide programs, services, and equipment to improve the emotional and

physical quality of life for people with disabilities along with families and individuals in need by

creating outdoor accessible environments (SOAR-Swift Outdoor Accessible Recreation, n.d.).

Goals and values are clearly defined: SOAR’s goals and values are to (1) enable people

with disabilities to discover, participate, enjoy, and thrive in outdoor activities; (2) obtain

adaptive equipment and land for outdoor related activities for the disabled; (3) provide pertinent

information related to the needs, challenges and opportunities for the disabled; and (4) provide

products to the disabled which will aid them in the participation of outdoor activities (Creating

Accessible Recreation, n.d.).

Strong commitment to the program: To provide pertinent information related to the

needs, challenges and opportunities for the disabled (Creating Accessible Recreation, n.d.).

SOAR is dedicated to improving the quality of life for people with disabilities (SOAR-Swift

Outdoor Accessible Recreation, n.d.).

Weaknesses.

Restricted financial resources: SOAR is raising funds for an accessible UTV 4 X 4.

SOAR is continuing to have fundraising events, apply for grants and use social media to reach

their goal to purchase the UTV 4 X 4 (SOAR-Swift Outdoor Accessible Recreation, n.d.).


Weak spending in research and development: SOAR is in its infancy and the goal is to

offer as many accessible outdoor activities as possible. SOAR will continue to expand

fundraising efforts to offer programs to those physically challenged to participate in outdoor

activities (Creating Accessible Recreation, n.d.).

Limited management and marketing skills: SOAR is in its infancy stage and board

members have limited skills in management and marketing. The board members are currently

working on an as needed basis (part-time) and are not meeting consistently to promote outdoor

activities for physically challenged.

Inadequate experience in grant writing: Research and writing skills are essential to

finding grant opportunities for SOAR’s outdoor activities program. SOAR’s board members are

inexperienced in grant writing but will continue developing fundraising efforts to offer programs

to those physically challenged to participate in outdoor activities.

Minimal awareness of SOAR: SOAR is in its infancy but will need to find additional

ways to promote their programs to those who are physically challenged through social media

mediums – Twitter, LinkedIn, Vine, Pinterest; advertisements in hospitals, local schools,

rehabilitation centers in Will County area.

Opportunities.

Expansion of target market: Expansion of market to reach physically challenged via local

schools, hospitals, rehabilitation centers and radio advertisements to participate in outdoor

recreation activities.

Exposure to unique programs: Expose physically challenged to unique programs

(hunting, four wheeling, trap shooting, accessible camping, fishing, hiking, horseshoes/bags,

archery and bicycling.


Network with similar organizations: SOAR can network with similar organizations such

as Will County Park District and Forest Preserves to receive assistance with grant support to

promote programs proposed by SOAR. In addition, SOAR can work with facilities to host

events such as hunting, camping, and other recreation activities.

Programs designed for all ages: Will County’s population is 687,263with 5.6% disabled

with programs designed for ages 65 and under. Despite the 5.6% of those physically challenged

under the age of 65, SOAR will offer their outdoor recreation activities for all ages.

Collaborative effort to improve accessibility in Park District (Americans with Disabilities

Act): Accommodations will be made in the future to 31 miles of trail that do not comply with the

Americans with Disabilities Act of 1990 (ADA) standards. According to the Forest Preserve

District of Will County brochure, there are plans for improvement to the 31 miles of trails in the

future (Americans with Disabilities Act, n.d.). SOAR would be a great resource and voice to

promote their programs to improve the quality of life for people who are physically challenged.

Threats.

Economic factors: Due to the unique structure of this industry, revenue is computed by

adding contributions, grants, investment income and realized gains. If the economy faces a

recession, businesses and individuals limit their giving and this can affect industry revenue.

Fundraising is slow due to the recession (IBISWorld IExpert Industry Summary 81321, n.d.).

Existing or entry of other facilities offering similar programs: the existing organization has

a history of the community offering programs for outdoor recreation activities and services for physically

challenged (Improvements Underway/Ongoing Maintenance, n.d.). In addition, financial resources from

various resources such as the state, grants and private donations for continuous operation for their

programs keep their program running. (Sponsorships and Donations, n.d.)


Sustainable financial backing: SOAR will need committed and loyal sponsors to aid in

financial backing to make organization possible. For example, as mentioned on the Reeves

website, “grant recipients should not rely on the Reeve Foundation for continued funding for

their programs or projects” (Recreation Resources for People with Disabilities, n.d.).

Preventing access (seasonal): Winter season in Illinois creates barriers to outdoor spaces

such as hiking and biking trails, hunting, picnic areas, and beach areas preventing access to

outdoor recreation.

Regulations Review

Developing a risk management plan is a major key to ensuring that SOAR is not caught

off guard by unforeseen events or oversights. SOAR will need to purchase insurance for

members of the organization as indicated below.

Purchasing Directors and Officers Insurance for Board Members.

SOAR’s non-profit board members could be individually named in a lawsuit claiming

fraud or financial mismanagement. An example of this would be if one of the board members

handles SOAR’s assets unwisely and loses everything, a major creditor might sue SOAR and its

board members. This insurance covers the cost of defending the board members along with

paying any resulting money damages (Pakroo, P., n.d.). The minimum amount of insurance

coverage is 1,000,000.

Professional Liability Insurance.

Professional liability insurance protects from careless lawsuits and legitimate client

injuries (Osborn, 2014). Also, protection against liabilities caused by mismanagement of the

organization, in addition to workplace-related claims such as discrimination or sexual harassment

(Pakroo, P., n.d.). The minimum amount of insurance coverage is 1,000,000.


Property Insurance.

The business insurance policy will cover the loss of any property SOAR owns that

provides income for the business and affects SOAR’s bottom line. For example, if a windstorm

damages any of these items, business property insurance can help replace everything from

computers and inventory to equipment and tools (Business Property Insurance, n.d.).

General Liability Insurance.

This liability insurance will cover for accidents that happen such as a classic slip and fall.

SOAR will be covered for damages it has to pay to someone who is injured on-site (Pakroo, P.,

n.d.).

Marketing Plan

The overview of SOAR is to provide opportunities to improve the quality of life for

people with disabilities through access to outdoor activities. The mission statement of SOAR

reads “provide programs, services, and equipment to improve the emotional and physical quality

of life for people with disabilities along with families and individuals in need by creating outdoor

accessible environments” (SOAR, n.d.). SOAR would like to provide a service to those with

physical disabilities to get out and enjoy nature through outdoor activities, such as fishing,

hunting, bicycling, camping, picnicking, ATV’ing, hiking, and cross bowing. They would like to

purchase specially fabricated ATV’s that would allow those with physical disabilities the ability

to drive and operate. Along with this, they would like to provide assistance to those with

disabilities through volunteerism. Recreation is an important contributor to quality of life,

especially for those with disabilities (Mayer & Anderson, 2014). “Although it is known that

people with disabilities can achieve positive effects on physical, mental, and social health by the

regular practice of physical activity, whether competitive or not, their level of participation in


such programs is still very low when compared with the remaining population” (Kawanishi &

Greguol, 2013). SOAR’s main objective is to improve the mind and body of those with

disabilities through outdoor recreation. This is a niche market as there are no organizations

currently offering the programs and services SOAR would be offering. There are similar

organizations such as the Adaptive Sports Foundation, Disabled Sports USA, and Fishing Has

No Boundaries which offer programs for the physically challenged, but each one of these

organizations doesn't offer usage of wheelchair accessible ATV’s, which SOAR wishes to pursue

in the future. This is where SOAR has a competitive advantage.

Target Market

SOAR would like to focus its efforts on the Will County area. According to the United

States Census Bureau, there were approximately 687,263 people living in the Will County area

as of 2015. In terms of numbers, Will County has seen a 35.81% surge in population from 2000-

2014 which shows a projected growth in the coming years (Quick Facts: Will County, 2014).

With this said, the organization would like to target this particular area with an emphasis on

surrounding portions of the Mokena area, the location of the founder. The headquarters would be

a brick and mortar home-office facility located in Mokena.


Decision Matrix.

Consequence table with original values.

Cook County Kankakee County Will County

Distance to Main Office

(Mokena, Illinois)9 miles 22 miles 0 miles

Disabled Population 6.7% 12.5% 5.6%

Median Household

Income (2014)$54,828 $51,000 $76,142

Partnership Organizations

West Suburban Special Recreation Association; South Suburban Special

Recreation Association

River Valley Special Recreation Association

Lincolnway Special Recreation

Association; Joliet-Bolingbrook Special

Recreation Association; New

Hope Center, Inc.; Tri County Special

Recreation Association

Population, percent change -

April 1, 2010 (estimates base) to July 1, 2015,

(V2015)

0.8% -2.3% 1.4%


Ranking alternatives.


Distance to Main Office (Mokena, Illinois) 2 1 3

Disabled Population 2 3 1

Median Household Income (2014) 2 1 3

Partnership Organizations 2 1 3

Population, percent change - April 1, 2010 (estimates

base) to July 1, 2015, (V2015)

2 1 3

TOTAL 10 7 13

*Scoring: 1 = worst and 3 = best

Scoring model.


Distance to Main Office (Mokena, Illinois) 50 0 100

Disabled Population 50 100 0

Median Household Income (2014) 50 0 100

Partnership Organizations 50 0 100


base) to July 1, 2015, (V2015)

50 0 100

TOTAL 250 100 13

Legend: 100*(Actual Score – Worst Score)/(Best Score – Worst Score)


Weighted scoring model.

Weight Cook County Kankakee County Will County

Distance to Main Office (Mokena, Illinois) 35% 17.5 0 35

Disabled Population 15% 7.5 15 0

Median Household Income (2014) 20% 10 0 20

Partnership Organizations 15% 7.5 0 15


base) to July 1, 2015, (V2015)

15% 7.5 0 15

TOTAL 100% 50 15 85

Product Demographics

Of the 687,263 living in Will County, there are approximately 5.6% or 38,383 people

with disabilities under the age of 65 (Quick Facts: Will County). The United States Census

Bureau also expects to see an increase in migration from Cook County residents due to the high

cost of living and close proximity to modes of transportation traveling in and out of the city of

Chicago. With a surge in population in the coming years, disability numbers will expect to rise as

well. Also, Will County has multiple wheelchair accessible parks and preserves for the activities

SOAR would like to include in their services. This makes Will County the key location for its

SOAR headquarters.

Target Psychographics

Focusing strictly on hunting would leave SOAR at a disadvantage as there would be a

limited market within the area. The organization would like to focus on other outdoor activities


to widen the spectrum. The organization would like to target those with a passion for hiking as

well as other outdoor activities.

Value Proposition

SOAR aims to provide the physically challenged an opportunity to get out in the

environment and take advantage of various outdoor activities. SOAR wishes to provide activities

that assist in improving the mind a body. A study by the U.S. National Library of Medicine

National Institute of Health shows that those exposed to green outdoor settings, reduced

symptoms of ADHD and improved brain function (Kuo, 2004). Another study by the American

Academy of Pediatrics showed that spending time outside raised the levels of Vitamin D in

children and improved bone strength while decreasing the risk of health issues (2009). There are

many advantages of being outdoors and this is a niche market that many organizations do not

offer. Since the primary activity of the elderly and disabled services in the U.S. is providing

social activities, the organization would be lumped in with elderly and disabled services in the

U.S. According to IBIS World, this industry has brought in approximately $43 billion in revenue

and they plan to see an annual growth of 4.3% in the next 10-15 years (Diment, 2015).

Primary Research.

In doing primary research within the marketplace, we designed a survey (see Appendix

A) which segments the market into those with or without disabilities and the various activities

each would enjoy if given the opportunity. This survey was distributed through the Lincolnway

Special Recreation Association and the Will-Grundy Center for Independent Living. Our results

showed that 73.4% of the 60 surveyed spent 3 or more hours outdoors which, reinforces SOAR’s

mission of improving the quality of life. Along with this, the survey shows the willingness of

survey participants to pay for the services they selected. There were 60 respondents, and of those


60, 76.7% or 44 individuals would be willing to pay for an activity if it were made available to

them. This was over three-quarters of those surveyed. Of the 44, 34.1% would pay $20-$30 for

the activity. This shows there is a demand for the use of wheelchair accessible recreations. These

results along with our marketing strategy support the decision to attach a fee to the activities in

helping to fund the services. The details of the pricing strategy will follow in the next section.

Pricing Strategy

SOAR is offering a unique service for the Midwest region with an organization focused

on providing programs, services, and equipment to improve the quality of life for those that are

physically challenged. The pricing strategy is aimed to cover the costs of organizing the outdoor

activities while also being able to make a profit to further grow the organization. Due to the

unique services provided through SOAR, the outdoor activities have been divided into two

categories: regularly scheduled events and special events. The regularly scheduled events will

cost a small fee, between $5 and $10, which will cover the cost of organizing the group and

mapping the location that is wheelchair accessible. Depending on the volume of participants and

required number of volunteers, the cost will be adjusted or a maximum number of participants

will be included for each event.

The pricing strategy for the special events varies greatly. The current annual hunting trip,

sponsored in part by SOAR, is a free event, with a nominal fee requested if sponsorship cannot

cover the entire cost of the trip. Camping trips vary based on location because there are a various

rental and permit fees associated with the different camp sites. Some locations offer discounts for

disabled people. The cheapest fee for camping permits within Will County is $7.50 per night for

a group event. However, the cost to the participant will also include a fee to cover the cost of

coordinating the event through SOAR Additional scheduled activities during the camping trip


will also incur fees, to be set based on the activity. The final special events to be hosted by

SOAR are picnics. These picnics will be free unless additional outdoor activities are also

scheduled. The picnic costs will be covered by the amenities provided for various fees. These

would include food, games, and other services.

The following chart provides some examples of the pricing strategy for various outdoor

activities to be provided by SOAR. Great chart below.

Cost to SOAR

Basic Fee for Participant

Additional Service(s)

Additional Costs

Fee with Extras

Basic Bike Ride $0 $5 Water Bottles, Snacks

$2/person $7

Bicycling with Equipment

Rental Coordination

$0 $5 Coordinating Equipment

Rentals

Labor $15

Bird Watching $0 $5 Water Bottles, Snacks

$2/person $7

Camping $7.50/night for permit

$30/family Coordinated Activities

Labor, Volunteers

$45/family

Fishing $0 $5 Coordinating Equipment

Rentals

Labor $10

Hiking $0 $5 Water Bottles, Snacks

$2/person $7

Hunting $2,000+ with rental equipment

Nominal with annual

SponsorshipPicnic $35-$70

shelter rental

Free entry + individual charges

for food and/or activities


Marketing and Sales Strategy

SOAR is a 501 (c) 3 organization that will need to rely on various modes of funding.

According to the National Center for Charitable statistics, there are approximately 1,548,644 tax-

exempt organizations in the U.S. with 1,076,208 dedicated to public charities. In 2013 alone,

public charities reported $1.74 trillion in total revenue of which, 21% came from contributions,

gifts, and government grants (Quick Facts-Non-profits). The organization cannot rely on strictly

fundraising for running the organization. Some factors to consider are:

1. Economic

2. Political/Policy

3. Technological

4. Sociocultural

Table 1 shows the charitable contributions in the United States from 1974-2014. The

brown lines in the chart indicate years when the economy was in a recession. In those years,

contributions were stagnant or decreased year over year, but from 2010-2014 when the economy

improved, charitable donations increased as well.


Political factors can also have an effect on charitable giving to tax-exempt organizations.

Budgets need to be created every year on the federal and state level. If the government needs to

cut funds, non-profits would be directly impacted. The politician in office at the time could also

impact funds. Technological factors also have affected the way donations are received. With the

emergence of GoFundMe and other charitable sites, the way people have donated money has

changed. Sociocultural factors have also impacted donations. The Millennial generation has

become the working class and are more apt to donate their time and money. According to the

Blackbaud report, 62% of Millennials that donated money, donated via charity apps, emailing,

and text messaging (L.D., 2015).

SOAR needs to focus on these particular mediums of generating funds if they wish to

remain sustainable:

1. Fundraising

2. Grants

3. Corporate Sponsorship

4. Digital Fundraising

According to a 2012 Bank of America study with an effort from The Center on

Philanthropy at Indiana University stated, 95.4% of high net worth individuals gave to charity in

2011. The study identifies high net worth as “households with incomes greater than $200,000 or

greater and/or net worth more than $1,000,000” (U.O., 2012). Table 2 shows comparisons of

charitable giving by high net worth individuals versus the general population.

Studies show that high-income individuals contributed more financially, but the younger

demographic contributed more of their time than any other age group. According to the research

group Achieve, 70% of those labeled Millennials (born early 1980’s-early 2000’s) contributed at


least an hour of their time volunteering in 2014 (L.D., 2015). SOAR would need volunteer

contributions just as much as financial ones.

Integrated Plan

In order to gain exposure, SOAR needs to rely on help from volunteers throughout the

community. Since most volunteerism is performed by younger individuals, SOAR would need to

have recruiters speak at local colleges for volunteers. Some colleges or high schools require

some volunteer time to graduate. Providence Catholic High School for example, requires Seniors

to perform 25 hours of community service, Juniors 15 hours, Sophomores 10 hours, and

Freshman 10 hours (Providence Catholic High School, 2015). Joliet Catholic Academy also

requires their students to volunteer as well. Seniors are required to perform 30 hours of

“Christian Service,” Juniors 15, Sophomores 10, and Freshman 5 (Joliet Catholic Academy,

2015-2016). Some colleges and high schools to recruit in the area are:

1. Lewis University (Romeoville)

2. North Central College (Naperville)

3. Joliet Junior College (Joliet)

4. Rasmussen College (Aurora)

5. Lincoln-way East High School (Frankfort)

6. Providence Catholic High School (New Lenox)

7. Joliet Catholic Academy (Joliet)

Fundraising will be crucial for SOAR to sustain as a non-profit. The data above shows

contributions from a specific income level. Will County homes with a median income of

$200,000 or more accounts for 7.8% of family households, 9.4% of married-couple families, and

1.8% of non-family households, which equate to 6.5% of the entire Will County population. The


highest median household cities in Will County that SOAR will focus their fundraising efforts on

are:

1. Naperville

2. Bolingbrook

3. Frankfort

4. Mokena

This type of fundraising should be speaking engagements at local churches as this is

where a majority of charitable giving is received. According to Forbes, Catholic Charities USA

earned approximately $4.5 billion in revenue during the 2014 fiscal year. Of that $4.5 billion,

88% were committed to charitable organizations (Barretts). While we are focusing our target

fundraising on Naperville, Bolingbrook, Frankfort and Mokena, we would like to set up speaking

events to help raise funds at these specific parishes with the biggest church communities:

1. St. Francis of Assissi Parish (Bolingbrook)

2. Holy Spirit Catholic Church (Naperville)

3. St. Anthony Parish (Frankfort)

4. St. Mary Parish (Mokena)

We feel if we focus on these churches, this will give us the opportunity to maximize our

fundraising cash flow. Along with fundraising and volunteer recruiting, SOAR needs to rely on

private grants to help fund the organization. Grants that focus on quality of life and which SOAR

qualifiers are:

1. The Reeve Foundation Quality of Life Grant (private)

2. MDRT Foundation Grant (private)

3. Craig H. Neilsen Foundation Grant (private)


Corporate sponsorship is probably one of the best ways for an organization to gain

exposure. SOAR would like to implement its corporate sponsorship program. This program will

consist of $100 or more being labeled a platinum sponsor. The gold sponsorship level will be

those donating between $50-$99, silver level $40-49, and bronze level $1-$39. The advantages

for an organization being labeled platinum, gold, silver, or bronze is corporate recognition at

speaking events, signage at the individual events, and inclusion in marketing material, i.e. flyers,

pamphlets, etc. The more they donate, the more exposure in the various advertisements. With

SOAR’s target market centered on outdoor activities, i.e. ATV’ing, fishing, bow hunting, etc.,

the organization should focus its sponsorship efforts on local businesses such as:

1. Dick’s Sporting Goods (Tinley Park & Orland Park locations)

2. Bass Pro Shops (Bolingbrook location)

3. Gander Mountain (Joliet location)

4. Cabela’s

Each one of these organizations donate to organizations similar to SOAR Bass Pro Shops

donate to non-profits that are involved in community development (Contribution, n.d.). Cabela’s

also donates to 501 (c) (3) organizations that align with their “culture of hunting, shooting,

sports, fishing, camping, and outdoor recreation” (Sponsorship, n.d.). SOAR should also display

shoe collection boxes in the entrances in each of these locations to collect shoes for its “Shoes 4

SOAR” promotion. This will help get its name out there and collect shoes for its cause.

Fundraising the traditional way has taken way to another form of fundraising that has taken over

in the technological age, crowdfunding. Crowdfunding uses social donation sites to raise money

for specific causes. Some crowdfunding sites the organization should take full advantage of are:

1. GoFundMe


2. Indiegogo

3. #ILGiveBig – In Illinois, the Donors Forum partnered with Groupon to launch this initiative,

a #GivingTuesday movement which reached over 600 non-profits and created cross-sector

partnerships.

Along with fundraising via online, it should also fundraise by event hosting’s. This will

help the organization gain exposure within the industry, but also built relationships. The event

hosting’s SOAR would like to host are:

Large Events

a) 5K

b) Golf Outing

c) Candlelight Bowling

d) Winter Dance

Small Events

a) Bake Sale

b) Shoe Donation

Word of Mouth – According to the American Marketing Association, word of mouth

remains the most powerful tool for any non-profit.

a) Fliers

b) Rack Cards

c) Schedule of Events Calendar

SOAR’s communication strategy would consist of a mix of advertising via radio and

television, public relations, personal “selling,” sales promotion, and direct marketing tools

(Kolter & Armstrong, 2009). Below is an example of promotional material that SOAR would use


as a marketing tool. It’s a promotional flyer for the organization’s first annual fundraiser. The

organization would rely on volunteers to help pass out the promotional material within the

community to help gain exposure. Volunteers will play a huge role in the marketing aspect of

this non-profit (SOAR, n.d.).

Marketing Budget and Schedule


Budget.

Resource Description Estimated Total Cost

Technology

- Website Design (Internship)-Go Daddy $5.49/month

- Facebook Design (Internship)-36,000 views $24.00/day

- GoFundMe Cost 8% per donation

- Indiegogo Cost (Generosity by Indiegogo) $0

Materials (Copy & Print)

- Flyers Design and Print 1000 (Staples) $110.00

- Rack Cards Design and Print 50 (Staples) $24.99

- Business Cards Design and Print 500 (Staples) $19.98

- Schedule of Events Calendar Cards Design and Print 100 (Staples) $149.90

Grants

- Grant Writer Fee (Flat Rate/Quarter) $2,500.00

Events

- 5K Zombie Run $1,500.00

- Candlelight Bowling Thunderbowl (Mokena) $0.00*

- Golf Outing Green Garden Country Club (Frankfort) $0.00**

- Winter Dance Frankfort Square Park District $900.00***

- Bake Sale Donated Goods and Volunteers $0.00


- Shoe Donation Collection Boxes $0.00

* 100 bowlers, 19.99/bowler for food and bowling. SOAR would include prizes and raffle in

price.

** 100 players, $37.00/player includes dinner, golf, and lunch after 9 holes. SOAR would

include prize money and raffle prizes in the final price.

***$300.00 for DJ Services, $400.00 to reserve hall for 4 hours and optional liquor/insurance

$200.00

Schedule.

Event Description Date

5K Zombie Run Sponsored by SOAR August 2016

Candlelight Bowling Bowling Event held at Thunderbowl Mokena

December 2016

Golf Outing SOAR Benefit Golf Outing June 2016

Winter Dance SOAR Benefit Dance November 2016

Bake Sale Cookie Bake Sale by Team SOAR 04/23/16

Shoe Donation Shoe Collections at Sponsor Locations May 2016

Operations Plan

Day-to-Day Operations

SOAR is a non-profit service organization that aims to improve the quality of life for

those with physical challenges by offering outdoor recreation programs and activities. Aligned


with the mission statement, SOAR will host, organize, and sometimes sponsor outdoor activities

for those with physical challenges, along with their families and friends. As previously

discussed, the benefits of spending time outdoors are reflected in a person’s physical and mental

well-being. SOAR’s services will not only benefit its customers, but also the communities they

reach. The expected future growth of the organization would include specialized equipment

rentals as an additional option for the services. In the meantime, the day-to-day operations will

vary for the different people involved with the organization, including the Board of Directors, the

employees, and the volunteers. These operations are quite different from a typical organization

and will be discussed in greater detail with respect to each position.

SOAR currently consists of a four-member Board of Directors and one full-time

employee. SOAR will hire two part-time employees within the month, two contracted

employees, and recruit many volunteers. The employees consist of Brian Swift, the President,

Founder, and Executive Director of Swift Outdoor Accessible Recreation, SOAR will hire a

Recreation Specialist and a Fundraising Specialist. SOAR will also have two indirect employees

that consist of a contracted grant writer and a part-time accountant. All direct employees and

Board of Directors are and will be working towards the same end goal which is to offer programs

and services for individuals with physical disabilities that promote being close to nature.

However, each of them has a very different day to day responsibilities.

Board of Directors.

The Board of Directors is responsible for the health and overall effectiveness of the

organization (Resources, n.d.). They are scheduled to meet monthly, and each board member has

responsibilities that need to be fulfilled before each monthly meeting. (See Appendix B for the


scheduled meeting dates and agendas for those scheduled dates). The responsibilities of the

Board members consist of:

● Determining the organization's mission and purposes

● Selecting the executive staff through an appropriate process

● Providing ongoing support and guidance for the executive; review his/her performance

● Ensuring effective organizational planning

● To secure adequate resources for the organization to fulfill its mission

● Managing resources effectively

● Determining and monitoring the organization's programs and services

● Enhancing the organization's public image

● Serve as a court of appeal for unresolved issues or complaints

● Assess programs’ performance

● To secure speaking event opportunities

● To seek out Fundraising opportunities

Executive Director.

The Executive Director is responsible for the successful leadership and management of

the organization according to the strategic direction set by the Board of Directors (Getting the

right people, n.d.). Brian Swift’s daily responsibilities as the Executive Director consist of:

● Participate with the Board of Directors in developing a vision and strategic plan to guide

the organization

● Identify, assess, and inform the Board of Directors of internal and external issues that

affect the organization by keeping up with the trends of the business


● Act as a professional advisor to the Board of Director on all aspects of the organization's

activities

● Foster effective team work between the Board and the Executive Director and between

the Executive Director and staff

● Conduct official correspondence on behalf of the Board as appropriate and jointly with

the Board when appropriate

● Represent/Market the organization at community activities to enhance the organization's

community profile

● Networking with communities, potential clients, volunteers, and donors

● Acting on sponsorship opportunities that the Board had brought to the table

● Meeting with various directors from other organizations

● Overseeing payroll and budgets

Recreational Specialist.

The Recreational Specialist promotes program activities, conducts program

administration functions, and performs related duties, as assigned. The Recreational Specialist is

a part-time position. The responsibilities consist of:

● Planning, conducting and evaluating specialized recreation programs and activities

● Assists in developing goals and objectives for the recreation programs

● Selects and purchases materials and supplies for recreation programs

● Promotes and publicizes programs; prepares marketing material including flyers,

schedules of events, brochures, and activity guides

● Supervises, trains, and evaluates assigned recreation leader staff

● Conducts program administration and registration functions


● Interacts with community groups and members of the public to keep program elements

responsive to community need; builds community support and loyalty for specialized

recreation programs

The Recreational Specialist develops strategies for making the case that an organization

needs funding and will be responsible for the scheduled event from start to finish. They will find

opportunities to run an event, such as fishing, and act on the opportunity by putting the event

together. They will determine where the event will take place if transportation will be an issue,

if transportation can be found, how much the event will cost, what equipment will be needed,

and how many people need to register to break even. The Recreational Specialist will seek

approval for the event through the Executive Director. Once approved, the Recreational

Specialist will add the event to the calendar, update the SOAR website and Facebook page, and

market the event. They will also be responsible for registering the participants, collecting and

tracking payment, and getting all paperwork signed, including waivers.

Schedule Volunteers

Register Customers

&Collect Fees

Post Calendar&

Create Marketing Materials

After Completion of Schedule for Catalog

Add Activity Dates to Calendar

& Repeat Process

for Catalog

Identify Accessible Recreation Location

&Activity Options

for Location


Fundraiser Specialist.

The Fundraiser Specialist is responsible for meeting donation targets by approaching

trusts, corporations, statutory bodies, major donors, and private individuals, as well as organizing

money-raising events. Fundraiser Specialist will also work with individuals, communities,

businesses, and charitable trusts to raise awareness of the organization's work, aims, and goals.

Ultimately, their job is to increase the contributions of those individuals and groups by building

relationships and exploring new fundraising techniques and ideas (Fundraising jobs, n.d.). The

Fundraiser Specialist is responsible for every aspect of the fundraising events, from start to

finish.

● Research prospective donors

● Create a strong fundraising message that appeals to potential donors

● Identify and contact potential donors

● Use online platforms, such as crowdsourcing, to raise donations

● Organize a campaign or event to solicit donations

● Maintain records of donor information

● Evaluate the success of previous fundraising events

● Train volunteers in fundraising procedures and practices

● Ensure that all legal reporting requirements are satisfied (Fundraisers, n.d.)

● Delegating responsibilities and following up to determine if they are completed


The Fundraiser Specialist will research all fundraising opportunities and determine the

cost to run each of them. It will then be determined which fundraisers will be most profitable,

and at what time of the year, each should be executed. Once the fundraisers have been chosen,

they will be placed on the organization's calendar, website, and Facebook page, and marketed.

Volunteers will be scheduled, and donations and sponsors will be located for each fundraiser.

The day-to-day operations of each department are all critical for the success of the

organization and to ultimately reach the long-term goal, which is to have an outside accessible

recreational park. In order to not only own land, but also make it fully accessible for camping,

fishing, hiking, biking, and riding ATV’s. SOAR will need to seek corporate sponsorships, hold

fundraising events, and continue to host activities to gain clientele.

Human Resources

SOAR is a small non-profit organization that only requires a few employees to run its

operations. Currently, SOAR has one employee and will hire two part-time direct employees that

will telecommute. The staff generally work part-time and all have flexible schedules. The

Collect Sponsorships

&Donations

Schedule Volunteers

Post Calendar & Create Marketing Materials

After Completion of Calendar

Add Fundraising Events to Calendar

Identify Fundraising Opportunities &

Locations Options for Events


Executive Director has a set salary of $20,000. The Recreational specialist earns a salary of

$21.00 an hour, working approximately 20 hours a week, with the benefit of a flexible schedule.

The Fundraiser Specialist is a part-time position and also has a flexible schedule. This position,

however, does not earn a set salary. The Fundraiser Specialist will be paid per fundraiser and

thus, their salary is determined by the amount the fundraiser earns. The Fundraiser Specialist will

receive 5% of all earnings for each fundraiser. SOAR will run six to eight fundraisers a year:

four large events and two to four small events. SOAR is still in the development stages of

growth and therefore, cannot offer competitive salaries presently. Instead, SOAR will offer

business cell phones, flexible scheduling, and generous vacation time. In time, competitive

salaries and other benefits will be determined by the board of directors and the accountant.

Facilities and Equipment Plan

To date, SOAR does not have an establishment to have an active Facilities and

Equipment Plan in place. However, the goal for SOAR is to raise enough money for the creation

of an accessible outdoor recreation park that will provide individuals with physical disabilities

with the opportunity to participate in activities such as camping, fishing, hiking, hunting, four

wheeling, bicycling, and more (SOAR, n.d.). This future plan for 40 acres of developed land

will cost anywhere from $275,000-$450,000 depending on the location within Will County,

which to date, has not been determined (Landwatch.com, n.d.). The cost to make the land

accessible will vary depending on what the land currently has. For example, if the property has a

lake already, the ADA certified trails will need to be added and the cost will depend on how long

and a number of trails are needed. If a lake needs to be added, a 3 acre 10-foot deep man-made

lake will cost approximately $485,000 (Rodney Tonelli, personal communication, March 31,

2016).


The future plan also includes a need for adaptable equipment to be utilized by the

participants of the events that SOAR sponsors and hosts. The amount of adaptable equipment

will vary as each person's disability is different. The goal is to have a variety of adaptable

equipment to start hosting and sponsoring events. The equipment will be rented out for a small

fee for each event, however, the participants are welcome to bring their own equipment, as well.

The variety of start-up equipment will cost approximately $6,375.00 (At

adaptiveoutdoorsman.com, n.d.). This price includes crossbow triggers, shooting rests, strong

arm versatile fishing rod holder, blinds, tripods, archery targets, poles, electric fish reel, tents,

and crossbows. SOAR would also like to purchase an ATV for the purpose of transporting

wheelchairs across the park. With 40 acres of park, wheelchair batteries could wear down and

those utilizing a manual wheelchair could also become fatigued. By purchasing an ATV, it

would not only give the participants a sense of freedom and exhilaration, felt only while

traversing the backroads and trails of the great outdoors, it would also transport the participants

from point A to point B. This application would then make the ATV a utility task vehicle (UTV).

The ATV will cost approximately $15,600.00, which includes customization (Mobilityquad,

n.d.). (See Appendix D for the quote from Mobility Quad).

When the accessible outdoor recreation park is open and running, SOAR will then hire a

facilities manager to obtain the park and maintenance the equipment. At that time, a facilities

plan will be set in place and explain in detail the needs of the park and equipment. The Facility

manager will ensure that a maintenance system is in place that will attend to any and all

developments before they influence operations (Mull, 2009). The facility plan will include

planning, work orders, and work assignments.


Technology Plan

Currently, SOAR has limited assets, which include office equipment: a fax machine,

copier, and laptop. Additional laptops and company cell phones will be purchased. Due to the

unique operations for running SOAR, it does not have many technology needs. The Executive

Direction, the Recreational Specialist, and the Fundraiser Specialist will all utilize Google

Chromebook laptops and company cell phones. The SOAR office has a printer, fax machine,

scanner, as well as, a land-line telephone. SOAR will provide the laptops for employees to

access work from anywhere, as the employees all telecommute.

The organization will utilize Google software as it allows for real-time collaboration on

documents, calendars, spreadsheets, and more (see below for Decision Matrix). The Google

software can also synchronize with other products, such as tablets and smartphones. Asana, an

online team task, and project manager, will be utilized by the Executive Director to assign

projects to the team. Various Google applications will allow for easy, accessible communication.

The current technological equipment and software do not need an in-house IT person. The basic

upkeep will be done by each employee. If a situation arises, the laptops will be serviced by the

geek squad at Best Buy, as that is where the laptops will be purchased with an extended

warranty.

Technology Decision Matrix.


Consequence Table with Original Values.

Google Platform Microsoft Platform Mac Platform

Ease of use

Account management – one username for all

devices (commonly used email account)(Wahlman, 2013)

Account management – creation of (new)

account with Outlook

Account management – creation of new

account with iCloud

Accessibility & Collaboration

Google Apps Synchronize across

any device; Multiple people working on one file; available on any device with internet

Microsoft Office Online; Multiple

people working on one file; maintain files on

OneDrive cloud service to access on

any device with internet

Apple Productivity Apps; Multiple people

working on one file with iCloud; available

on any device with internet

Expansion Options

Computers, tablets, phones, watches

Price: low

Computers, tablets, phones

Computers, tablets, phones, watches

Price: high

Computer Cost 15.6” HD display: $249

15.6” HD display with 1 year Office 360 subscription: $320

15.4” HD Display with 1 year Office 360

subscription: $1,970

Future-Proof

Updates through Google; Can update devices at any time while maintaining

information

Updates through Microsoft;

Replaceable parts

Updates through Apple


Ranking Alternatives.


Ease of use 3 2 2

Accessibility & Collaboration 3 3 3

Expansion Options 3 1 2

Cost 3 2 1

Future-Proof 3 2 1

TOTAL 15 10 9

*Scoring: 1 = worst and 3 = best

Scoring Model.


Ease of use 100 50 50

Accessibility & Collaboration 100 100 100

Expansion Options 100 0 50

Cost 100 50 0

Future-Proof 100 50 0

TOTAL 500 250 200

Legend: 100*(Actual Score – Worst Score)/(Best Score – Worst Score)

Management Team

The Management team consists of the Executive Director, the Recreational Specialist and

Fundraiser Specialist. The qualifications for an Executive Director are:

● University degree in a related field

● Five or more years’ experience in a progressive management position


● Knowledge of leadership and management principles as they relate to non-profit/

voluntary organizations

● Knowledge of all federal and provincial legislation applicable to voluntary sector

organizations including employment standards, human rights, occupational health and

safety, charities, taxation, CPP, EI, health coverage, etc.

● Knowledge of current community challenges and opportunities relating to the mission of

the organization

● Knowledge of human resource management, financial management and project

management (Getting the right people, n.d.)

Brian P. Swift, Executive Director.

It is rare that someone can take a “tragedy” as an opportunity to change their life and help

others. That is exactly what Brian P. Swift did. In 1979, on the day after Christmas, Brian, at the

age of 17, broke his neck playing football. The accident left him a C6 quadriplegic, with

permanent paralysis from his chest down. In the process of his rehabilitation, he became aware

of the importance of recreation for rehabilitation, not only to improve mobility but to improve

mental well-being. Brian saw this event in his life as a challenge and an opportunity to assist

others. This life-changing event developed into his personal crusade. Brian went back to school

and received his bachelor’s degree from Saint Xavier University and his Juris Doctor degree

from DePaul College of Law. Brian overcame the challenge of his disability utilizing sports for

himself and others by coaching football and basketball for over twenty years. He also continued

to hunt, fish, and take long rides in the outdoors after his accident, as a means to combat the

emotional and physical strains of his disability.


The father of three children and a husband of over 26 years, Brian developed his strategy

of success, CIA: Commitment, Integrity, and Attitude. By using this strategy, Brian leaves

people invigorated to face their own struggles with hope, faith, and purpose!

It is Brian’s hope that SOAR can provide a place and services to help others build their

bodies and minds to be healthier and happier. As SOAR grows with the help and generosity of

others, it is his goal to positively affect as many lives as he can through the wonders of the great,

accessible, outdoors (SOAR, n.d.). (See Appendix C for Brian P. Swift's resume).

Recreational Specialist.

To develop and coordinate implementation of innovative fee-based outdoor recreation

programs, which support Swift Outdoor Accessible Recreations efforts to increase public

understanding and awareness of outdoor recreation opportunities for the physically challenged

and generate support for SOAR (Recreation Specialist, n.d.).

● Bachelor's degree in outdoor recreation or related fields

● Two years of experience as a Recreation Programmer, developing and implementing

outdoor recreation programs OR an equivalent combination of education and experience

● Working knowledge of and the ability to apply knowledge of current recreational trends,

activities, and teaching techniques

● Develops and implements outdoor recreation programs in the parks, which increase

awareness of outdoor recreation opportunities for the physically challenged, appeal to the

interests of the public or scheduled groups being served, and promote environmentally

responsible recreation


● Develops and maintains effective working relationships with the Executive Director and

the Board of Directors to improve the scope and effectiveness of outdoor

education/recreation programs

● Implementation and evaluation of specific program budgets and generates summary

reports for the Board of Directors to review

● Oversees the overall seasonal planning, evaluation, and promotion of public programs,

through timely communication with the Executive Director and the Board of Directors

● Assists with preparation of effective displays and educational materials, focusing on

appropriate outdoor recreation themes or topics for use, as approved or directed by the

Executive Director (Job Bulletin, n.d.)

Fundraiser Specialist.

The Fundraiser Specialist organizes events and campaigns to raise money and other

donations for an organization. They design promotional materials and increase awareness of an

organization’s work, goals, and financial needs (Fundraisers, n.d.).

Here is a summary of qualifications required:

● Bachelor's degree

● Two years minimum experience in fundraising

● Leadership: Fundraiser Specialists manage large teams of volunteers and must be able to

lead them

● Good communication skills: Fundraiser Specialists need strong communication skills to

clearly explain the message and goals of their organization so that people will make

donations

● Ability to research opportunities


● Organizational skills: Fundraiser Specialists manage large campaigns and events. They

must have strong planning and organizational skills in order to succeed

● Budgeting: all fundraisers will maintain their own budget

● Relationship building: to encourage a long-term commitment to funding

● Presentation skills: to schools, local companies, churches, etc.

● Account handling: servicing a donor, ensuring they are happy with their donation scheme

and are kept well informed of progress and success

● Opportunism: the ability to spot a potential relationship and act upon it

● People management: good relations with volunteers are vital. Being able to support and

motivate volunteers is necessary to ensure they are happy and effective

● Direct marketing experience: a popular marketing tool. Experience of marketing via

social networking websites is also useful

● Enthusiasm and commitment: A successful Fundraiser Specialist must really believe and

be committed to the cause they are addressing

Facilities Manager.

Once SOAR secures land, a Facility Manager will be hired along with two facility

maintenance employees. The Facility Manager position will be necessary to oversee the two

facility maintenance employees, equipment logs, and inspections. The Facility maintenance

employees will be responsible for maintaining the property and equipment of the Accessible

Recreational Park.


Organization Chart

Management Team Gaps

As stated, the business is still in development, as it started in August 2015. Due to the

infancy of the business, there are some management team gaps that will need to be addressed.


First, the Founder, President, and Executive Director, Brian Swift, is operating on his own.

Brian is trying to accomplish many responsibilities that should be spread over several employees.

The hiring of two employees will help to divide up responsibilities, so Brian can concentrate on

solely the President and Executive Directors responsibilities.

Next, the lack of knowledge of non-profits is a setback. The Executive Director should

attend some seminars, conferences, and network with other non-profits to learn more about being

a non-profit organization. As it will be necessary when legalities occur.

As Founder, Brian needs to look at the qualifications of his Board of Directors and what

entitles them to hold such a title. Does each have a vested interest in SOAR? Are the current

Board members willing to work for the mission of SOAR? The Board of Directors is responsible

for the overall health and effectiveness of the organization. Each Board member should be

capable of ensuring adequate resources to support the mission of SOAR. This includes monetary

support from each member.

Finally, lack of organization is a large management gap. Brian Swift is currently handling

all responsibilities of SOAR. There currently isn’t an organizational calendar, set meeting dates,

communication system, or advertisements put in place other than a website that Brian is

managing himself. Again, once the employees are hired, it will eliminate some of the

disorganization. However, Brian will need to have a system in place to share with interested

parties. The Board of Directors should be aware of all meeting dates, agendas, and scheduled

events. Advertising the upcoming events of SOAR will help ensure not only participation but

volunteers as well. Having a calendar of events on the website, Facebook page, and being

accessible to interested parties will help communication gaps.


Finance Plan

A financial plan is important for any company whether the company is for-profit or non-

profit. Non-profits need to plan their finances just like any other business. Specific goals from a

financial standpoint and gaining income for a non-profit mean improving services, programs, or

researching. But unlike for-profit businesses, non-profits get their funds from grants, donations,

fundraisers, and sponsors. The financial planning for a non-profit business must be created based

on analysis of the market and target audience needs.

SOAR is a not-for-profit organization that believes that much can be done by providing

improved accessibility and promoting the availability of outdoor recreational resources to

persons with physical challenges. It allows those with physical challenges to experience outdoor

activities that they would normally not have access to. This experience improves mental and

physical well-being.

Fundraising

Fundraising is a huge part of a non-profit business plan. Without money, a business

cannot run, whether they are non-profit or for-profit. Fundraising is the process of gathering

voluntary donations and seeking the financial support of willing individuals. SOAR plans to have

at least 6 fundraisers per year (4 main fundraisers and 2 smaller fundraisers) in order to help keep

a steady revenue. These main fundraisers include a 5k run, candlelight bowling, a golf outing and

a Winter Gala. The two smaller fundraisers are a bake sale and shoe donations. The cost and

approximate revenue from these fundraisers are listed below:


Event Cost Revenue Profit/Loss

5K Run $1,500* $5,000* $3,500

Candle Light

Bowling

$2000** $4,000** $2,000

Golf Outing $3,700*** $7,000*** $3,300

Winter Gala $900**** $15,000 $14,100

Bake Sale $50 $150 $100

Shoe Donations $0 $1,000 $1,000

Total $8,150 $32,150 $24,000

*250 runners @$20/runner Cost: $1,500 (T-shirts, permits, medals)

**100 bowlers @ $40/bowler Cost: $20/bowler

***100 players @$70/golfer Cost: $37.00/golfer

****200 people @$75/person

Grants

Grants are another extremely vital part of running a non-profit because it provides non-

repayable funds or products to our non-profit. In order to apply for these, SOAR will hire a

professional grant writer who finds and applies for grants on a regular basis. This would provide

SOAR with a steady revenue from these as well. Although these grants seem easy enough, they

often come with a strict set of rules that the recipient must obey in order to not be forced to have

to pay back the grant. The grants that SOAR is eligible to apply to are listed below:


Grants to Chicago, Illinois Non-Profits for Youth, Education, Seniors, Wildlife, Social

Services GrantWatch ID#: 133098

$10,000

Grants to Chicago, Illinois Non-profits and Agencies for Environment and Nutrition

Programs for Children: GrantWatch ID#: 168085

$20,000

Grants to USA Non-profits in the Multiple States for Education, Environment,

Community Enrichment and Entrepreneurship: GrantWatch ID#: 152127

$25,000

Grants to USA Non-profits for Innovative Programs to Assist Disadvantaged

Communities: GrantWatch ID#: 166088

$10,000

Grants to USA, Canada and the United Kingdom Non-profits in Multiple States to

Strengthen Communities: GrantWatch ID#: 166631

$15,000


Sponsorship

A sponsor for a non-profit organization and a donor are two different ways of giving. A

sponsor is an entity that has an ongoing relationship with the non-profit expecting a type of

benefit in return. For example, a sponsor might donate money to a local animal shelter to reach

the corporate social responsibility goals and to also improve its image in the community.

Businesses can sponsor specific organizations or they can sponsor a single event such as one of

SOAR’s main fundraisers listed above. A business that is interested in gaining the maximum

exposure could possibly negotiate wanting to be a part of every one of the fundraisers, year-

round. This is called an organizational sponsorship, which can include official product or service

status; exclusivity; banners and links on the non-profit’s website, trade show or event booth;

access to a mailing list; onsite signage at events; name and logo on uniforms; ability to use the

non-profit’s name and logo in the business’s marketing; naming rights on buildings and events;

product sales or giveaway opportunities at events; and advertising in the organization’s

newsletter or magazine (Edmunds, n.d.). For SOAR, the way sponsorship will work is different

levels of sponsorship. These levels and prices are indicated in the table below:

Level of sponsorship Price

Bronze $30/month

Silver $40/month

Gold $50/month

Platinum $100/month


Donations

Charitable donations were an estimated $358.38 billion in 2014, which was the highest

recorded total in 60 years. This is a 7.1 percent increase to 2013 and represented the fifth year in

a row that charitable donations have gone up. Of the money donated, 72% represented

individuals, 5% represented corporations, 15% represented foundations, and 8% represented

bequests (Giving USA, 2015). Donations are going to be a big part of SOAR’s income and a

major key in affording accessible equipment for activities.

Use of Funds

The use of funds created from the above revenue generators will be used to pay salaries,

provide budgets for marketing, and also purchase accessible equipment for future activities that

SOAR wants to offer to physically challenged individuals.

Use of Funds Cost

Salaries:

Brian $20,000

Non-profit Accountant $35,000*

Event Planner $21,840/First year, $49,920/subsequent**

Fundraising Specialist 5% of all monies raised at events

Marketing Budget $9,500

Accessible Equipment ***

*Accountant is part time as of now. Salary retrieved from (Simply Salary. (2016, March 30))

**Event planner part time. 20hrs a week @ $21/hr. for the first year. After the first year, she will

become full-time at $49,920/year. Salary retrieved from (Simply Salary. (2016, March 30))

2016 2017 2018 2019 2020RevenuesGrants $80,000.00 $85,000.00 $85,000.00 $75,000.00 $70,000.00Fund raisers $24,000.00 $31,200.00 $40,560.00 $52,728.00 $68,546.00Donations $10,000.00 $12,000.00 $14,400.00 $17,280.00 $20,736.00Sponsors $1,850.00 $3,000.00 $6,000.00 $10,000.00 $15,000.00Board of Directors $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00Total revenues $120,850.00 $136,200.00 $150,960.00 $160,008.00 $179,282.00

ExpensesPayroll expenses $76,480 $104,920 $104,920 $104,920 $104,920General and Admin expenses $9,166 $9,106 $9,106 $9,106 $9,106Insurance expense $1,400 $1,400 $1,400 $1,400 $1,400Fund raising expenses $900 $900 $900 $900 $900 Total expenses $87,946 $116,326 $116,326 $116,326 $116,326

Change in net assets 32,904 19,874 34,634 43,682 $62,956.12

Net assets - beginning - 32,904 52,778 87,412 131,094

Net assets - ending 32,904 52,778 87,412 131,094 $194,050.12

Swift Outdoor Accessible Recreation (SOAR)Statement of Activities


***Accessible equipment will be bought based on financial discretion. Each quarter will have a

meeting to discuss how much money can be put toward this equipment.

Statement of Activities

2016 2017 2018 2019 2020Assets Cash and Cash Equivalents $120,850.00 $136,200.00 $150,960.00 $160,008.00 $179,282.00 Furniture and Equipment $1,226.97 $1,226.97 $1,226.97 $1,226.97 $1,226.97 Prepaid expenses $1,400.00 $1,400.00 $1,400.00 $1,400.00 $1,400.00Total assets $123,476.97 $138,826.97 $153,586.97 $162,634.97 $181,908.97

Liabilities

Current Liabilities : Accured Expenses $86,906.00 $114,926.00 $114,926.00 $114,926.00 $114,926.00

Total Current Labilities $86,906.00 $114,926.00 $114,926.00 $114,926.00 $114,926.00

Swift Outdoor Accessible Recreation (SOAR)Balance Sheet

2016-2020


Balance Sheet

*Liabilities and Assets do not add up because we are not going into unrestricted and restricted

funds which would be located in the “Net Assets” section.

2016 2017 2018 2019 2020Cash flow from Operating activities Cash received from Donations $10,000.00 $12,000.00 $14,400.00 $17,280.00 $20,736.00 Grants Received $80,000.00 $85,000.00 $85,000.00 $75,000.00 $70,000.00 Events $24,000.00 $31,200.00 $40,560.00 $52,728.00 $68,546.00 Cash Paid For: Salary ($76,840) ($104,920) ($104,920) ($104,920) ($104,920) General and Supplies ($9,166) ($9,106) ($9,106) ($9,106) ($9,106) Insurance ($1,400) ($1,400) ($1,400) ($1,400) ($1,400) Fundraising Expenses ($900) ($900) ($900) ($900) ($900)Net Cash from Operating Activities $25,694.12 $11,874.12 $23,634.12 $28,682.12 $42,956.12

Cash Flows from Investing activities Purchase of Investments $5,000 $5,000 $5,000 $5,000 $5,000 Fixed Asset Purchases (1,226.97) 0.00 0.00 0.00 0.00Net Cash Flow from Investing Activities $3,773.03 $5,000.00 $5,000.00 $5,000.00 $5,000.00

Net Increase in Cash $29,467.15 $16,874.12 $28,634.12 $33,682.12 $47,956.12

Swift Outdoor Accessible Recreation (SOAR)Cash Flows 2016-2020


Cash Flows


Break Even

As you can see from the chart above, SOAR will break even around the 5-6 event mark.

Since SOAR is projecting to do at least 6 events per year, SOAR will break even within the first

year.


5-year valuation – Great chart!

2016 2017 2018 2019 2020$0.00

$20,000.00

$40,000.00

$60,000.00

$80,000.00

$100,000.00

$120,000.00

$140,000.00

$160,000.00

$180,000.00

$200,000.00

5 Year valuation

Costs* Revenue

Year

Tota

l Cos

t & R

even

ue

*Assumption is that cost will remain the same after first-year pay raise for an employee.

As you can see from the graph, revenue is increasing every year under the assumption that every

year SOAR will grow. We assume that every year the income from fundraisers will increase at a

rate of 30% per year. We also assume that donations will grow at a rate of 20% per year.

Exit Strategy

Closing a non-profit is very different from closing a for-profit business. Non-profits have

very strict rules given to them by the IRS and state tax board that relate to their tax-exempt

status. A term called “winding up” is used when non-profits close. It is used to describe the steps

board members have to take in order to close the non-profit. The first step would be to notify

people of the termination of services. Anyone that is signed up for one of SOAR’s activities

needs to be notified and refunded as soon as possible so that they may have the opportunity to

find something else to do. The board members would direct them to a similar opportunity so that


the clients do not feel totally abandoned. The second step is figuring out what happens to any

remaining SOAR funds. Since SOAR is a non-profit, individuals are not allowed to profit from

it. Both IRS and state tax officials want to see that directors, officers, and employees do not start

using SOAR as a way to gain tax-sheltered money. SOAR will use any remaining funds to finish

paying off outstanding bills, expenses, or granting money to underprivileged people. The third

step is figuring out who responsible parties are. SOAR’s Board of Directors will be responsible

for overseeing all activity relating to the “wind up.” All names of directors will be filed with

state and federal agencies as a point of contact for any unresolved issues and questions that may

come up after the organization’s dissolution. Lastly, official company files will be stored and

preserved for at least one year after dissolution in case these files need to be audited or

investigated. These files could also be used as a defense if there is any litigation filed after

SOAR’s dissolution (Feigenbaum, n.d.).


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Appendix A

Primary Research

How much time do you typically spend outdoors per week, weather permitting? (60 responses)

Is this amount of time restricted by the availability of accessible outdoor recreation areas? (59 responses)

If the following accessible programs/activities were made available, how many would you utilize (choose all that apply)? (60 responses)


Would you be willing to pay for the programs/activities you chose above? (60 responses)

If yes, what is the most you would pay for a program/activity? (44 responses)


Basic DemographicsWhat is your age? (60 responses)

What county do you live in? (60 responses)

Are you physically challenged? (60 responses)


Do you have any additional comments about outdoor accessible recreation? (12 responses)

Not today, thanks!Thank youI am in no way a Outdoors person personally. But I do strongly believe that all activities at the Park should be made accessible for everyone who needs and wants to use them.Every park must be fully accessible to all people with all disabilities.Outdoor movieYes they make swings for wheelchairs and to have something on the ground that can be wheeled on easily instead of mulch or rockActivities need to be accessible for all residents to be successful in the community. The struggle of obesity is real in all of the above counties listed and by having opportunities to enjoy the outdoors successfully obesity is addressed. There has to be a win-win situation between keeping nature and humanity flourishing here in Illinois.A tremendous need for children with autism-spectrum conditions, as well as children of parents who are hard of hearing, are play spaces with FENCES. (Children with autism-spectrum conditions are prone to darting away, and parents who are hard of hearing can have a difficult time monitoring their children's precise whereabouts, in the event visual contact with one of them is lost while attending to the needs of another one.) I would LOVE to be able to take my children to a FENCED park with trees to climb and tall slides to slide down!Sounds exciting!Our 15 year old son is physically challenged. He uses a power chair.A few parks in the area have special needs/adaptive playground equipment, but none have a swing for a wheelchair. As our daughter ages, some of the swings at playgrounds are set too low for her, and her feet drag on the ground (not fun for swinging). Some playgrounds (Fort Frankfort) don't even offer a safety harness on the swing. Swings seem to be the only thing that adaptive playgrounds have around Frankfort. An adaptive merry-go-round would be fun for a change!My students are all students with physical challenges and we have tried to get them more involved in their community but they are limited if what they are able to do because of accessibility.


Appendix B

Board of Directors scheduled meetings and AgendaMeeting Dates Agenda

April 29, 2016 ● Discuss Business Plan● Review Budget● Grant updates● Set income goal● Sponsorship opportunities● Fundraising opportunities

May 27, 2016 ● Review old business● Approve budget● Review organization Schedule● Grant updates● Sponsorship opportunities● Fundraising opportunities● Scheduled events/fundraisers● Equipment purchase approval● Review advertising opportunities

June 24, 2016 ● Review old business● Approve budget● Grant updates● Sponsorship opportunities● Fundraising opportunities● Speaking opportunities● Scheduled event approval● Scheduled fundraisers

July 29, 2016 ● Review old business● Approve budget● Grant updates● Sponsorship updates● Sponsorship opportunities● Fundraising opportunities● Scheduled event approval● Equipment purchase approval● Scheduled fundraisers● Fundraising opportunities ● Speaking opportunities


August 26, 2016 ● Review old business● Approve budget● Grant updates● Sponsorship updates● Sponsorship opportunities● Fundraising opportunities● Review last month fundraiser ● Scheduled event approval● Scheduled fundraisers update● New Fundraising opportunities● Speaking opportunities

September 30, 2016 ● Review old business● Approve budget● Grant updates● Sponsorship updates● Sponsorship opportunities● Review the last fundraiser ● Scheduled event approval● Scheduled fundraisers update● New Fundraising opportunities● Speaking opportunities● Review advertising opportunities

October 28, 2016 ● Review old business● Approve budget● Review income goals● Grant updates● Sponsorship updates● Sponsorship opportunities● Scheduled event approval● Scheduled fundraising events● New Fundraising opportunities● Speaking opportunities

November TBD Due to Thanksgiving weekend being the SOAR sponsored hunting event, the meeting may be held via phone conference or there will be no scheduled meeting for November.

December 16, 2016 This will be our end of year Christmas party, there will be a short agenda, the party to follow.


Appendix C

Brian Patrick Swift

10254 W. 195th Street ~ Mokena, IL 60448

Home Phone: 708-478-8695

Cell Phone: 708-269-7064

[email protected]

Professional Experience

2008-2013 Marketing Manager-Mold Solutions Inc.Provide marketing and strategic planning for the startup of Mold Solutions International. Create marketing materials, documents and protocol for inspections and proposals. Create strategic alliances to achieve aggressive sales objectives in the organization. Increased sales and profits 5 out of 6 years.

2005-2008 Mystic Outdoor Lighting Sold and installed architectural residential and commercial lighting.

1989-2005 Area Sales Manager- DonTechDeveloped and lead 10 to15 account executives, responsible for 12 million dollars in annual revenue

2003 Achieved Quota 2001 President’s Club for outstanding management performance

(Top 5% of managers) 2000 Achieved Quota Assumed the leadership role for one of the poorest performing premise Sales areas in the company. Within the year, the area finished the Number one premise sales team in DonTech. 1999 Distinguished Sales Performance Club (Top 10% of managers)

Designed and taught a training program for forty sales professionals Included follow-up training sessions and new product introductions.

1998 Achieved Quota 1997 Distinguished Sales Performance Club (Top 10% of managers)

Assumed the leadership role for one of the poorest performing telephone Sales areas in 1996. In one year the area achieved quota, in turn, Awarded DonTech’s high-performance award for “Strategic Focus” MVP for area 3

mailto:[email protected]


Member of the Executive Development Program 1996 Distinguished Sales Performance Club (Top 10% of managers)

MVP for area 5 1995 Training Manager built a central telephone sales unit. Hired, trained, and developed sixty

Sales professionals and achieved a 16% net gain on a traditional “flat gain Market”. Finished the number one telephone area in DonTech

Account Executive- DonTech Multimedia advertising consultant responsible for 300 businesses

1994 President's Club for outstanding sales performance (Top 5% in sales) 1991 Distinguished Sales Performance Club (Top 10% in sales) 1990 Distinguished Sales Performance Club (Top 10% in sales)

Rookie of the Year - Top new sales representative in the company.

1992-1995 American Accessibility Consultant Performed site assessments for numerous villages and park districts

1988-1990 Law Assistant - Edward R. Vrdolyak, Ltd. Wrote reports helped prepare arguments, and provided research for lawyers. Assisted lawyers with proceedings, which included the closings, hearings, and trials of certain cases.

Education

1984-1988 Juris Doctor-DePaul University, College of Law, Chicago, ILRegional Negotiating Winner, representing DePaul University, College of Law, in the national negotiation competition.

1980-1984 B.A.-Saint Xavier University, Chicago, IL Student laureate in the Lincoln Academy of Illinois for spirit and values- for achievement in curricular and extracurricular activities.

References- Professional and personal references available upon request


Appendix D

team soar final paper

Documents