a vision for social innovation in northeast ohio...

A VISION FOR SOCIAL INNOVATION IN NORTHEAST OHIO

Social Innovation means creating something new that brings improvement that benefits society. Many people have ideas; the challenge is making the idea work to improve lives. Innovation is the product of hard work, patience, timing, good luck, and good connections. Innovation is what separates the inventor from the change-maker.

Good Causes + Social Innovators + Pitch Stage = Maximum Social Impact

2014

Presented by

Engaged Philanthropy Stronger Nonprofits

svpcle.org

AgendaInnovation Exchange 5:45–7:00 pmEngage with featured nonprofits’ cutting-edge programs at interactive kiosks during a cocktail reception.

Awards, Book Signing & Dessert Reception 9–10pm

Aaron HurstKeynote Speaker 8–9pmAaron is the CEO of Imperative and a globally recognized social entrepreneur. He is a close advisor to many

global brands and a frequent speaker and writer on the development of the Purpose Economy. He remains

an active advisor to the Taproot Foundation, where he was the catalyst and lead architect of the $15 billion

pro bono service market. He was the creative force behind the conception of the national Billion + Change

campaign. Previously, he worked in Silicon Valley developing the precursors to social media.

Widely known for his thought-leadership and a regular blogger for The Huffington Post, Stanford Social

Innovation Review, and LinkedIn, Aaron is a member of the NonProfit Times’ Power & Influence Top 50

and has been recognized as a top social entrepreneur by Fast Company, Ashoka, Draper Richards Kaplan

Foundation, Manhattan Institute, and the Commonwealth Club. In 2009, he received the highest honor

bestowed to an alumnus of the University of Michigan.

Aaron is the author of The Purpose Economy and co-author of the children’s book, Mommy and Daddy Do It

Pro Bono, with his wife, Kara Hurst.

Aaron, Kara, and their two children live in Park Slope, Brooklyn, New York.

Michael FlemingEmceeIn 2004, after nearly a decade working as a chef in Boston, Miami Beach, and Madrid, Spain, Michael

Fleming moved back to his hometown of Cleveland in order to be a part of the city’s revival. He found his

way into urban redevelopment, working for a private developer and at one point converting a 19th century

“Odd Fellows” hall into residences on his own. In 2011, Michael received his Master of Urban Planning,

Design and Development at Cleveland State University and in 2012, he accepted the position of executive

director of St Clair Superior Development Corporation. Michael and his team have since worked tirelessly

to build a dynamic neighborhood around the many assets within their service area, which encompasses

AsiaTown and the historic Slovenian neighborhood. Michael’s introduction of an urban grazing program

– using sheep to maintain vacant land in the city at a fraction of the cost of traditional mowing – garnered

national attention for the organization. St Clair Superior has since introduced new residential living in once-

abandoned homes, brought the concept of “instant retail” to St Clair Avenue, and is currently working on

Upcycle St Clair – a comprehensive arts-based strategy that will show how creative reuse can lift an entire

East Side neighborhood. Upcycle St Clair is a 2013 winner of the national ArtPlace America grant, which

supports arts-based strategies for neighborhood revitalization.

Michael currently sits on the board of directors for Project Learn, the adult literacy organization, and for Bike

Cleveland, the city’s primary advocate for the cycling community.

Fast Pitch Competition + Audience Vote 7–8pmFour-minute pitches from eight innovative nonprofits.

SVP PartnersMary BrightLead Coach

William B. Doggett

Carrie Miller

Mike Shafarenko

Kevin Shaw

VolunteersAnn Marie Halal

Jim Marra

Michael Obi

David Smith

Phil Stella

Robert Triozzi

FAST PITCH COACHES

SVP PartnersBishara Addison

Alexander AuWerter

Ann Marie Bergman

Dick Cahoon

Suzanne Doggett

William B. Doggett

Chann Fowler-Spellman

Mark Grossi

Shilpa Kedar

Carol Lowenthal

Gil Lowenthal

Laura J. Malone

Carrie Miller

Mike Shafarenko

Joyce Shaw

Jim Vail

Jill Miller Zimon

SVP StaffLinda SpringerExecutive Director & Partner

Hilary Sparks-RobertsDeputy Director

Caroline LindenProgram Assistant

Alison PotashIntern

Boom StaffAndrea Wedren

Helen Raymond

bigBANG! PLANNING TEAM

Cleveland Clinic Group of Aspiring Leaders (GOAL)

Cleveland Colectivo

Cleveland Leadership Center

Cleveland Professional 20/30 Club

Cleveland SHRM | Society for Human Resource Management

Engage! Cleveland

Foundation Center Cleveland

YNPN Cleveland | Young Nonprofit Professionals Network

COLLABORATORS

bigBANG! Igniters & Collaborators

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TABLE HOSTS

American Endowment Foundation

Mary and Jim Bright

Doreen and Dick Cahoon

David Delgado and Linda Springer

Char and Chuck Fowler

Chann Fowler-Spellman and Ed Spellman

Grants Plus

Lake Erie Ink: a writing space for youth

Marcia W. Levine

Gil and Carol Lowenthal

Magnolia Clubhouse

Dallas and Bill Schubert and Holley and Rob Martens

Dominique Litmaath River

Kevin T. Roberts, Esq.

University Circle United Methodist Church

Jim and Debbie Vail

The Visiting Nurse Association

The Fast Pitch presentations are being

recorded by North Water Partners. Look for

the videos soon on SVP’s website!

Event planning assistance was provided

by Andrea Wedren and Boom.

SPONSORS

Chann Fowler-Spellman and Ed Spellman

SILVER SUSTAINERS

The George Gund Foundation

BRONZE BRAINSTORMERS

UNDERWRITERSSUPPORT ATTENDANCE

Fathom — Presenter Tickets

Prizes & Operating Expenses Sponsor

PLATINUM PATHFINDERS

Doreen and Dick Cahoon

Special thanks to Everyday Innovation for donating a 2-day innovation workshop for all presenters!

CLEVELAND VELODROME Brett Davis, Board President p. 6

CITY FRESH * Nick Swetye, Executive Director p. 4

DUFFY LITURGICAL DANCE ENSEMBLE Edna Duffy, Artistic Director

p. 12 GREAT LAKES SCIENCE CENTER Kirsten Ellenbogen, President and CEO

p. 14

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HOW WERE FAST PITCH PRESENTERS SELECTED? Nonprofits from across Northeast Ohio submitted their applications in January 2014. Eight

organizations were selected to present at bigBANG! based on the innovative and effective ways they solve the social problems their missions address.

KELLY’S WAY Tonya Range, Marketing Director p. 8

LAKE ERIE INK Amy Rosenbluth, Executive Director p. 10

MAGNOLIA CLUBHOUSE * Lori D’Angelo, Executive Director

p. 16 VOOLLA * Katie Mang, Executive Director

p. 18

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They participated in eight weeks of intensive coaching from SVP Partners and volunteers to hone their Fast Pitches. Three presenters (designated

by an asterisk) are also finalists to become the next SVP Investee. See guidelines for Investee and Fast Pitch selection at svpcle.org/apply.

OVERVIEW

The New Agrarian Center (NAC) promotes and builds healthy, sustainable, and equitable local foods systems in Northern Ohio. We do this

through two key programs: The George Jones Farm and City Fresh. Our goal is simple: to get fresh, local food to those who need it at a price

everyone can afford, and to pay our farmers well.

Executive Director: Nick Swetye

PO Box 357

Oberlin, OH 441074

330.221.4027

gotthenac.org

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SOCIAL INNOVATION IN ACTION

The traditional CSA model cuts out the multitude of middlemen in our

food system, which results in both cost savings for the consumer and

increased revenue for the farmer.

As a customer of a CSA, you preorder a “share” for the entire growing

season. This is a basket of fresh, locally grown fruits and vegetables

typically containing 10-15 different items each week. Your basket is

delivered either to a pickup location near you, or at the farm itself.

The key innovations in City Fresh solve the problem of food deserts

and ensure that produce is affordable to everyone.

What makes us different from other CSA programs includes:

• Efforts to set up in low-income neighborhoods where fresh food is not accessible

• Graduated share pricing based on income

• Our ability to accept food stamps

• Week-by-week ordering without penalty or extra fees, because even middle-income families often cannot afford the entire season up front.

OPPORTUNITY FOR SOCIAL IMPACT

City Fresh is a not-for-profit Community Supported Agriculture

(CSA) program. Founded in 2005, the City Fresh program is a

direct response to the lack of fresh food access in our urban

centers. 260,000 residents of Cuyahoga County live in what

are called food deserts, where distance to full-service grocery

stores combine with low household income to create a spiraling

health crisis.

City Fresh is the only CSA in our region that is accessible to

families who live in food deserts. City Fresh customers are

offered a sliding price scale based on income, can pay with food

stamps, and are able to pay week-to-week. This is only possible

thanks to our broad volunteer network who help us operate as

many as 15 delivery points in the Greater Cleveland area each

year from June to October.

In 2013, City Fresh delivered nearly 12,000 baskets of produce

to our customers, with 4,000 delivered to families in food desert

neighborhoods and in need of the low-income subsidy.

NEED FOR CHANGE

Food deserts are a growing epidemic with vast health

consequences. In Cleveland, it is 4.5 times farther to get to a

grocery store than it is to get to a fast food chain. The result

is that one in two children growing up in food deserts will be

diagnosed as Type 2 diabetics in their lifetime. 8 of the 13

leading causes of death in the United States result from poor

nutrition. The problems are existential.

And on the other end of our food system, farmers struggle as

well. The average farmer in America is currently 60-years-old,

and the Future Farmers of America estimates that one in three

beginning farmers quits each year. The USDA estimates that for

every dollar we spend at a grocery store, just 10 cents gets to

the farmer.

At City Fresh, we’ve built a model that not only gets fresh

produce back into the food deserts and makes it affordable for

those living in low-income households, but we are also able to

return 80 cents of our customer dollars to our farmers.

New Agrarian Center

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FINANCIAL

• $100 will allow us to purchase high-quality organic seeds to

cover one acre of fields, allowing us to grow food for as many as

50 families in need.

• $1,000 will give us the ability to expand our low-income

program and outreach into a new, low-income neighborhood,

providing thousands of families access to fresh food.

• $10,000 will cover the cost of fuel for our entire vehicle fleet for

one whole year. Seems impossible, but that’s because nearly all

of our vehicles run on waste vegetable oil.

IN-KIND

• Creative Services will improve our website and marketing

materials.

• Fresh Stop Volunteers will support distribution of fresh local

foods and assist in coordinating neighborhood outreach.

• Access to a kitchen facility for weekend cooking and canning

workshops will ensure our shareholders know how to make every

bit of produce in their share delicious.

INVEST

Small investments in our distribution infrastructure and in support of our low-income shareholders will both allow us to expand into more food

desert neighborhoods, and ensure that we can continue to serve a large number of low-income participants without increasing prices for those

who pay the full-share price. We also seek creative and technical support as we embark on a year-long custom website and ordering system.

Many City Fresh volunteers have been with us for five years or longer, and new energy, new ideas, and new connections in our neighborhoods

are always needed.

GOALS & PERFORMANCE

The NAC tracks share numbers, number of Fresh Stop pickup locations, audience served through our on-farm education programs, and

number of employees, interns, and City Fresh volunteers.

FINANCES

The NAC’s business model is based on earned revenue from produce sales both through City Fresh and the George Jones Farm, grants, and

donations. Following a very difficult 2012 season, new leadership emerged in 2013 throughout the entire organization and brought the financial

situation under control.

2011 2012 2013

Income

Contributions & Grants $105,761 $134,914 $73,388

Program Service Revenue $278,975 $228,187 $199,910

Total Revenue $384,736 $363,101 $273,298

Expenses

Salaries & Compensation $136,709 $198,485 $98,163

Program Service Expenses $254,362 $246,402 $176,006

Total Expenses $391,071 $444,887 $274,169

Net Revenue -$6,335 -$81,786 -$871

2011 2012 2013

Full-Price Shares Sold 9,122 8641 8120

Low-Income Shares Sold 4105 3788 4051

Total Share Sales 13,227 12,429 12,171

% Low Income 31% 30% 33%

Number of Fresh Stops 19 17 14

Fresh Stop Volunteers 121 98 86

Board President: Brett Davis

20595 Lorain Road, Suite 300

Fairview Park, Ohio 44126

440.895.1200

clevelandvelodrome.org

OVERVIEW

Our outdoor velodrome facility opened in 2012 and is a sanctuary for people to ride bikes. Our mission is to expose kids and adults to cycling

for the health benefits and to help revitalize the Slavic Village neighborhood. Bike rental, track time, and coaching are free for kids under

18 and are free for all first-time adult riders. From May through September, we are open seven days a week and staffed by volunteers. Our

goals are to increase our organizational capacity and construct an air-supported dome over the outdoor track so we can deliver year-round

programming.

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Bike riding is good exercise, is an eco-friendly means of

transportation, and, unlike some sports, can be done for life.

Among youth populations there is an alarming trend of physical

inactivity and obesity. Children and adolescents who are obese

are more at risk for health problems such as heart disease, Type

2 diabetes, stroke, cancer, and osteoarthritis. Childhood obesity

is a critical social issue. In addition to the exercise component,

riding a bike at the Velodrome is a far safer alternative to riding

on a hazardous road. We provide a free venue and host youth

cycling programs in partnership with other local nonprofits

including Boys & Girls Club, University Settlement, Slavic Village

Development Corp, Case Western Reserve University, and

Cleveland Bike Co-Op. In addition to expanding these existing

partnerships, we are starting an interscholastic track cycling

league for grades 9 to 12. Recognizing the need for low-cost,

safe, healthy, and accessible recreational activities, we provide

youth and adult athletic programming to expand and revitalize

recreation opportunities in Northeast Ohio. Unique recreational

programming attracts new and existing work forces, thereby

slowing the “brain drain” of talented personnel leaving for the

coasts and other large metropolises.

NEED FOR CHANGE

Track riding provides a safe venue, free of cars and road

hazards, for kids and adults to ride bikes. It’s a place where

adults can supervise and coach kids while they ride their bikes.

The Cleveland Velodrome is one of only 25 velodromes in the

United States and the only one in Ohio. Our sister cities of

Columbus and Cincinnati are envious, so they come to Cleveland

to participate in our programs and races. New velodrome tracks

are being built in the US for the first time in 30 years in cities like

Chicago, Rock Hill, Boulder, and Pittsburgh. Track riding is more

popular worldwide — there are literally 100s of tracks in Europe,

100s in Asia, and 100s in Australia. Why is this? Because kids

like riding bikes – some even competitively – but adults are

hesitant to let their kids ride on the streets. So communities

build and operate velodromes, and kids have a sanctuary to

really learn to ride and, in some cases, race bicycles!


Cleveland Velodrome is the only velodrome cycling facility in Ohio

and is one of only 25 in the United States. The construction of the

Velodrome was done entirely by volunteers which, in addition to

saving money, has created a loyal and vested core of volunteers and

enthusiasts. Our primary funding mechanism for the outdoor track —

the Founders Club — was quite innovative. We successfully recruited

130 donations of $1,000 each. With this broad-based grass-roots

support, we were able to secure larger donations from Cleveland

Foundation, University Hospitals, Third Federal Foundation, and

Panther Expedited Trucking, among others. Since opening, we have

graduated over 1,500 riders through our Track 101 - Learn to Ride

the Track Program. About 25% are kids age 18 and under. We serve

recreational and competitive riders as young as seven and adults well

into their 70s. To date we have brought thousands and thousands of

people into the neighborhood to ride, race, volunteer, and spectate.

We cater to all ages, all abilities, all backgrounds.

GOALS & PERFORMANCE

We measure success based on the following

metrics:

• Rider participation (youth and adult)

• Race participation (youth and adult)

• Class and clinic attendance (free and paid)

• Group events

• Total spectators

• Operating revenue and expense

• Fundraising revenue

• Number of media exposures

The 2013 season was our first full year of

operations and we are pleased to report

that we exceeded all our 2013 season goals

including:

• Nearly 1,000 unique riders, including over 250 kids

• 16 days of exciting racing

• Over 2,000 total spectators

• 30 Track 101 sessions

• 15 Track 201 sessions

• 15 group events/parties

• Six participants at Junior Track Nationals

• Approximately 15 local and national media exposures

• Thousands of smiling faces!

Our existing base of programming includes

our Track 101 and Track 201 classes, Friday

Night Race Series, and our Boys & Girls Club

Track Cycling League. Our 2014 schedule

and programming will have more race dates,

more classes and clinics, and expanded youth

development. Additional new programs for

2014 are a weekend Time Trial Series, an

Inter-Scholastic Track Cycling League, and

more youth clinics.

FINANCES

Phase 1 of the project — the outdoor velodrome — was funded

through a successful $300,000 capital campaign. The track, all the

improvements, and the equipment are fully funded.

Operationally, the outdoor track was built to be financially

sustainable. With our volunteer staffing, the outdoor velodrome

costs about $10,000 per year to operate including maintenance,

ground rent, utilities, phone, restrooms, security, and insurance. Our

operations are seasonal and run from May through October. The

outdoor velodrome began operations in August 2012, and the 2013

season was our first full year of operations. Total revenue for 2013

was $30,000 of which $14,000 was Phase 1 capital campaign pledges

and $16,000 was from the sale of season passes, day passes, bike

rentals, class fees, race fees, and our annual fund.

All programming is free for kids. A season pass costs $200 for adults

and $100 for students. Day passes are $20 and include bike rental.

Our Track 101 class is free for kids and adult first-timers. Our next

level Track 201 class is one for $20, three for $40, and four for $50.

Bike rentals are one for $10, five for $40, and 10 for $70. Race entry

fees are $25.

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INVEST

FINANCIAL

• $100 will contribute to our annual fund.

• $15,000 will fund a program director for six months.

• $50,000 will help fund the construction of an indoor facility.

IN-KIND

• Attend a Maintenance Day (3 hours): Maintenance days will be

held in April 2014. Help us with grounds maintenance, cleaning,

and painting.

• Become a Session Leader (16 hours): Our open-riding sessions

as well as our classes are staffed by a core group of trained

volunteers. No experience required; we will train you. Our

volunteer orientation sessions are one night a month in April,

May, and June.

• Help Measure Outcomes (35 to 50 Hours): We have a point

of sale system and a rider attendance database. We plan to

upgrade and/or replace these systems to make it easier for

our volunteers, better track attendance, and integrate with our

accounting system. A swipe card system similar to that used by

health clubs would be ideal.

We are launching a Track Cycling League for grades 9 through 12 and want to expand programming for grades 5 through 8 with the Boys &

Girls Club. We seek funds to hire a program director and in-kind services to complete these projects. Our next step: funding the capital costs

to cover the track and operate 12 months per year.

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We measure success by tracking the progress of students who grew

up in and completed years of study at DuffyLit. We measure the

impact of performances by comments received via audience surveys

and focus groups from both performers and audience members.

Our goal is to deliver the universal message of the Spiritual through

music, dance, and history.

During the past three years, we have served 3,606 clients with a

goal of reaching at least 5,000 within the next two years. We collect

demographic data from our audiences including zip codes in order

to help us know what areas are being served and identify those we

want to target for future performances. Fundraising has included

“Dinner and a Show” and a Prayer Breakfast to inspire individuals

and the community to engage in activities to create a climate in which

violence and bullying cannot exist. A choreography based in the

Spiritual was developed and presented to address the social issues

of bullying and violence in our schools. In 2013, DuffyLit presented

“FACES,” a collaboration with Eliza Bryant and single young mothers.

We produced choreography based on the Spiritual, wisdom of the

elders, and the struggle and joys of single young mothers.

GOALS & PERFORMANCE

FINANCIAL

• $100 will provide a stipend to a dance instructor for four one-

hour summer camp sessions.

• $3,000 will provide office supplies, summer camp materials for

participants (books, CDs, workbooks), and field trips.

• $5,000 will provide stipends for summer camp staff (director,

office assistant, instructors, and accompanist).

IN-KIND

• Fundraising assistance will allow the director to spend more

time in artistic endeavors.

• A marketing consultant will help us broaden community

outreach to attract a wider audience for performances and thus

greater ticket revenue.

• Technology experts will provide training for staff and service

computer equipment.

INVEST

DuffyLit is a 501(c)(3) nonprofit organization that accepts financial and in-kind donations which are tax-deductible.

FINANCES

Future Need: DuffyLit needs funding for operating support. The grants received have all been designated for specific projects. The donations

and earned income are, more often than not, used as matching funds for the grants. Therefore, staff often continues to work without timely

payments and the director, at times, receives no payment at all. Operating support will pay staff, purchase office supplies, and hire instructors

in order to offer more classes and broaden community outreach.

DuffyLit Revenue Sources

Donations and Earned Income(Tuition, Performance Tickets, Memberships, Individual Donations & Corporate Sponors)

$144,600

Grant Revenue $112,764

Cuyahoga Arts and Culture $67,980

United Black Fund $21,000

Cleveland Foundation $15,000

Ohio Arts Council $8,784

Total Revenue $257,364

Artistic Director: Edna Duffy

1919 E. 107th Street

Cleveland, OH 44106

216.921.0734

duffylit.org

OVERVIEWDuffy Liturgical Dance Ensemble is an intergenerational company of singers and dancers whose mission is to improve the quality of life through

performance of the Spiritual and application to everyday life of its universal message of hope, faith, optimism, and perseverance. DuffyLit

offers classes, workshops, lecture demonstrations, and performances that engage the mind, discipline the body, and develop the talents of

people of all ages.

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The cornerstone of DuffyLit is the Negro Spiritual — its origin; its

role in gaining and promoting freedom from slavery; its impact on

American Blues, Jazz , and Gospel as well as popular music; and its

role in continuing the cause of civil, social, and personal freedom.

DuffyLit enhances the fabric of our city by weaving within it threads of

the African-American experience in this nation.

We are providing performance opportunities to seniors who otherwise

would not ever again see themselves on stage. We are connecting

seniors and children through music, dance, and American History.

We are providing quarterly performances for the homeless, free of

charge.



DuffyLit uses the arts of music and dance to promote greater

understanding and to contribute to the educational, social, and

artistic fabric of our comunity. DuffyLit classes and performances

help to build self-esteem, encourage self-discipline, and improve

self-image, self-respect, and respect for others. We want to

offer a youth and senior choir, and an annual summer camp to

involve a greater number of children and seniors in the study

and performance of the authentic Spiritual. DuffyLit works with

children, youth, adults and seniors encouraging them to learn

their history, and to respect and be proud of their heritage. This

empowers them to be accepting of those from other cultures.

NEED FOR CHANGE

DuffyLit — through the study of our national treasure, the

American Negro Spiritual — addresses the social issues

of cultural identity and race relations. Through study and

performance, we explore the significance of the Spiritual art

form in our cultural heritage and the lessons these songs offer

for navigating the challenges of everyday life. It is important

that these songs and the lessons they teach be kept alive to

remind us of origins of transcendent courage, creativity, and

indomitability forged on the anvil of slavery, lest we despair in

the considerably less difficult conditions of the present. The

fabric of the Spiritual weaves a tapestry for life: “It is an optimism

that takes the pessimism of life and uses it as the raw material

from which to garner its strength. Through all these songs there

breathes a hope, a faith in the ultimate justice and brotherhood

of man. The cadences of sorrow invariably turn to joy and the

message is ever manifest that eventually deliverance from all

that hinders and oppresses the soul will come and man, every

man, will be free” (H.T. Burleigh). The Spiritual empowers people

to realize their greater potential, both as individuals and as a

community.

President and CEO: Kirsten M. Ellenbogen, PhD

601 Erieside Avenue,

Cleveland, OH 44114

216.694.2000

GreatScience.com

GOALS & PERFORMANCE

In May 2013, Dr. Kirsten Ellenbogen became Great Lakes Science

Center’s third president. In October 2013 (the beginning of our fiscal

year), the board of directors approved a new mission, vision, and

guiding principles. There is a palpable energy at the Science Center,

and our new strategic direction is guiding the development of

radically fresh plans for programs, exhibits, and guest services. We

take performance measurement very seriously with monthly updates

to our dashboard that addresses both financial and experiential

goals. We compare the data both year-to-year and actual-to-budget.

Since FY2011, we have tracked earned and contributed revenue, daily

gate and total impact attendance, the number of contributors and

household memberships, number of visitors as part of a youth group,

number of Title 1 students who visited with groups (free), the ratio of

staff to visitor interaction, the number of volunteer hours, the number

of significant collaborations, and staff professional development and

turnover. We do this to measure our financial sustainability, to see

if we are engaging visitors and providing informal STEM education,

and to determine if we are cultivating supporters and developing

audiences and staff.

OVERVIEW

Great Lakes Science Center, home of the NASA Glenn Visitor Center, makes science, technology, engineering, and math (STEM) come alive

for more than 300,000 visitors a year through hundreds of hands-on exhibits, traveling exhibitions, OMNIMAX® Theater, Steamship William G.

Mather, daily science demonstrations, seasonal camps, family workshops, and more. We know the value of using real scientific challenges to

encourage curiosity and experimentation. And we remain committed to developing the collaborations and community partnerships needed to

stimulate innovation, improve STEM education, and cultivate the creative, critical thinkers who will shape the future of Northeast Ohio.

Studies show that programs outside of school can have a strong

impact on participants’ attitudes towards STEM, their grades, test

scores, graduation rates, and their specific STEM knowledge and

skills. Student interest and motivation can be increased by making

STEM content more relevant, by an educator’s enthusiasm for the

subject, by a positive learning environment, and by encouraging

learners to do “real science.” At Great Lakes Science Center, we

offer transformative learning experiences in a safe and fun setting

geared toward important regional content. We change lives through

our programs.

• Great Science Academy offers an in-depth, year-round program for sixth through eighth-grade students that is adding another grade each

year to provide a comprehensive middle and high school experience. It engages through problem-solving challenges in monthly workshops, frequent speakers, and in-depth field experiences that explore STEM fields.

• Girls Go! Science introduces young girls to STEM professions through interdisciplinary, highly-relevant workshops developed in collaboration with female STEM professionals from around Northeast Ohio.

• Summer Camps at Great Lakes Science Center provide increased community access with camps in ten locations in the region. We are the only science center in the country with a day camp program that is accredited by the American Camp Association.


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INVEST

FINANCIAL

• $100 will provide a workshop for a Title 1 school.

• $250 will provide a scholarship for one student to attend a

weeklong summer camp.

• $500 will provide a scholarship for one student to attend a year

of Great Science Academy.

IN-KIND

• Free: Donations of surplus, unused, or out-dated technology

such as circuit boards, monitors, computers, laptops, etc., for

students to study, take apart, or reassemble will allow them to

learn circuitry.

• $5,000: Donations of LEDs and batteries (1,000), acrylic

(100 sheets), soldering tips (100), solder (10 lbs), solderable

circuit boards (1,100), battery holders (1,100), resistors (1,100),

transistors (1,100); balloons (150), conductive jelly (5 tubes), salt,

and photoresistors (1,100) will support student learning.

• $10,000: Donations of Apple Mac Pro ($6,500), Epson

24” Stylus Pro 7890 printer ($3,000), and flat architectural

storage drawers ($500) will enable our exhibition and graphic

departments to produce professional materials, saving costs on

outside suppliers.

Great Lakes Science Center seeks to inspire the next generation of STEM professionals who reflect our nation’s diverse makeup and

maximize our capacity for innovation, creativity, and advancement. We inspire youth and their families to become critical thinkers and

problem-solvers; to have fun with STEM-related activities; and to participate in a vibrant, growing economy. We make science, technology,

engineering, and math come alive to support a community where all people value STEM to inform decision-making and enrich lives.


Great Lakes Science Center changes lives by sparking STEM

interest. Our lives are increasingly dependent on technology

and challenged by complex decision-making around scientific

issues. The more comfortable we are with STEM, the better we

navigate the changing technological and scientific landscape.

The Science Center plays a critical role in improving the

economic outlook for both individuals and the region. Research

shows that a positive STEM experience around ages 9-12

increases the probability that someone will seek a STEM career.

This is our “sweet-spot,” sparking an interest in STEM careers

for middle school children, and thereby improving their potential

employment opportunities and wages. This in turn benefits our

community: technological innovation has been a primary driver

of U.S. economic growth over the last 50 years. A strong STEM-

skilled workforce can also shift the economic downturn of our

region. The STEM unemployment rate peaked at 5.5% in 2009

while the non-STEM unemployment rate reached nearly 10%

in 2010. Additionally, the demand for STEM-capable workers

has increased even in non-STEM fields due to the spread of

technology. Our region needs a strong STEM pipeline to have a

strong economic future, and research tells us that middle school

is the critical juncture of that pipeline.

NEED FOR CHANGE

A recent study concluded that our schools are not producing

enough STEM-capable students to keep up with demand both

in traditional STEM occupations and other sectors across the

economy that require related skills. In fact, 1/3 of students

lose interest in science by 4th grade; another 17% become

disinterested in middle school. In the Cleveland Metropolitan

School District, just 24% of fifth-grade students were found to

be proficient in science. It is clear we cannot rely on schools to

address all the STEM learning needs of society, especially when

the average American spends only 5% of their lifetime in a formal

classroom. We must instead leverage the broader educational

infrastructure and find venues beyond schools that can provide

the additional needed support for our youth. The U.S. is trailing

Mexico, Canada, and many European and Asian nations in

developing a STEM workforce. In 2008, we ranked 27th in the

number of STEM graduates as a share of all bachelor’s degrees

and ranked 23rd in the number of STEM graduates as a share

of the employed 25-34-year-old population. In order to remain

competitive, and even survive, in a global economy, we must

reverse the declining interest in STEM.

FINANCES

Great Lakes Science Center employs 150 people in our community, utilizes over 21,000 volunteer hours a year, and has a $7.5 million annual

operating budget. Just 25% of our revenue is contributed, whereas the average for arts and culture institutions in Ohio is 61%.

FY 2012 Actual FY 2013 Actual FY 2014 Budget

Revenue

Earned Revenue $4,272,985 $5,009,875 $4,969,507

Federal Grants $234,033 $224,079 $234,597

Contributed Revenue $1,423,677 $1,551,861 $1,786,597

Endowment Transfer $402,703 $416,613 $435,000

Total Revenue $6,333,398 $7,202,428 $7,425,701

Marketing Director: Tonya Range

P.O. Box 221286

Beachwood, Ohio 44122

216.904.9091

kellysway.org

OVERVIEW

Kelly’s Way is a 501(c)(3) charity whose mission is to educate, energize, and empower youth health and wellness. Our team is comprised of staff

members with medical, fitness, and wellness backgrounds who share our passion of creating healthy kids and teens. We create youth-driven

events, support groups, and workshops that contain a health component targeting youth and young adults. We mentor and empower youth

by providing resources to make life-changing decisions for healthier lifestyle choices.

12

Healthy Kids Rock is based on three key elements:

1. the outstanding connection that our instructors have with the participants

2. the way participants use their experience to create permanent healthier life choices

3. the incorporation of parental participation

The Kelly’s Way program instructors are young, energetic educators.

Most instructors in our program have struggled with weight and

fitness management, so they personally and compassionately relate

to the workshop participants’ concerns.

We also realize that in order for children and teens to be successful

in our program, the need for parental support and reinforcement is

paramount. Parent-Child workshops provide parents the opportunity

to learn fun and healthier ways to keep their child excited and

engaged with their new outlook.

The Healthy Kids Rock program provides ongoing resources such as

food journey and exercise diaries, discount coupons, and free fitness

sessions. We incorporate tools that our participants are familiar with

like cell phone apps to keep track of food journeys and healthy

meal ideas and video games that have interactive fitness and dance

instruction that complement our programs.



Creating an exciting way to encourage kids to get physically fit

just simply makes sense! America’s childhood obesity epidemic

puts 1/3 of our children at risk of heart disease, diabetes, and

stroke. One study found that 70% of obese children have at

least one risk factor for heart disease, and almost 40% have two

or more. These staggering statistics were the motivation behind

Kelly’s Way and Healthy Kids Rock, a health and education

program that embraces the impact of music, entertainment,

fitness, and fun to attract children and teens and inspire them

to establish healthy eating and exercise habits. Research has

shown that physical activity has an impact not only on health,

but also on cognitive skills, attitudes, and academic behavior,

all of which are important components of improved social

and academic performance. Healthy Kids Rock motivates

participants to incorporate habits of health and fitness into their

lives.

NEED FOR CHANGE

Did you know that obese children and teens have a greater risk

of social and psychological problems like discrimination and

depression? These lead to low self-esteem and, in some cases,

even suicide. According to the CDC, almost 23 million children

and adolescents between 2 – 19 years are obese. Unfortunately,

many schools cut physical education and its funding with the

belief that more rigid classroom time would somehow stimulate

students to learn more. Unless our children adopt and maintain

healthier patterns of eating and exercise, overweight children

are more likely to become overweight adults. Healthy Kids Rock

was created to reverse these terrible outcomes. Our team of

health, nutrition, and fitness instructors provides workshops

that include Zumba, Kickboxing, Hip-hop Dance, Healthy

Food Demonstration, Urban Farming, and Nutrition Education.

What better way for kids to rock than empowering them with a

healthier lifestyle!

Kelly’s Way

GOALS & PERFORMANCE

PROGRAM PERFORMANCE

2012: 3,500 kids, teens, and parents

participated in our programs and workshops.

2013: 5,000 kids, teens, and parents

participated in our programs and workshops.

These numbers are reported by volunteer

fitness and medical instructors and based

on distribution of donated or discounted

healthy food. With financial support, we

project a yearly increase of 6,500 children,

teens, and parents.

ORGANIZATION HEALTH / CAPACITY

BUILDING

Our partners and supporters include the

YMCA of Greater Cleveland, Burten Bell

Carr Development, LeBron James Family

Foundation, The Cleveland Browns, Santana

School of Dance, Dave’s Supermarkets,

Rid-All Green Partnership. NEON Health,

Julia de Burgos Cultural Center, Chick Fil-A

(Harvard Park), and Metro Health.

SOCIAL IMPACT INDICATORS:

Ohio ranks as the 24th most obese state in

the country for children and 13th for adults.

This cycle will only change when children

become excited about fitness and reduce

their current drastic physical inactivity. We

incorporate cell phone apps, TV, social

media, and video games to build the

momentum and excitement in our programs

for our participants.

13

FINANCES

To date, Kelly’s Way has been funded entirely by in-kind donations of food and other items, and out-of-pocket by its founders and staff. We

estimate the average cost of a two-hour workshop with five instructors and healthy food for up to 50 participants to be $1,250.00 (or $25.00

per child). Last year, Kelly’s Way applied for and was granted 501(c)(3) status, and we recognize the obligation that this status entails with

respect to tracking revenues and expenses. Moreover, we understand that such financial tracking will be critical to our goal of attracting

funding from outside donors.

FINANCIAL

• $100 will provide a two-month fitness and nutrition workshop

for two students. 60 days creates a habit!

• $5,000 will cover the two-month instruction fee for one

employee to be trained in health, fitness, and nutrition.

• $10,000 will provide significant start-up capital to cover basic

needs and supplies.

IN-KIND

• Marketing services will help get the word out about Cleveland’s

first Healthy Kids Rock Fitness Bootcamp via TV, radio, print,

billboards, and social media!

• Fitness equipment and office supplies will support our program.

• Printing and graphics services will provide brochures,

palm cards, marketing packets, food journals, and nutrition

worksheets.

INVEST

Kelly’s Way seeks a sponsorship investment of $175,000 to cover our projected yearly goal of opening Cleveland’s first Healthy Kids Rock

Fitness Bootcamp for kids and teens. Your investment will employ a paid staff of five that will:

1. provide fitness instruction

2. offer nutrition workshops

3. seek new partnership initiatives

4. secure grant funding

5. create new and exciting programs outside of the bootcamp experience such as team-building, self-esteem workshops, family

enhancements, bike rides, walkathons, fitness concerts, and innovative kid-friendly programs

6. provide performance awards and programs

7. track success data

8. create habits of fitness

9. decrease Northeast Ohio’s childhood obesity rate

OVERVIEW

Lake Erie Ink: a writing space for youth provides creative expression opportunities and academic support to youth in the greater Cleveland

community. Located in Cleveland Heights, an inner-ring suburb of Cleveland, Lake Erie Ink works with youth from diverse backgrounds, school

experience, and ability. We offer after-school, evening, and weekend programs for youth in grades K–12. We also provide programming to

schools and other organizations, sharing creative writing curricula and resources that inspire students to write more, thereby building skills,

confidence, and enthusiasm for writing. Our workshops range from playwriting and poetry to college essays and creative nonfiction.

Executive Director: Amy Rosenbluth

2843 Washington Blvd.

Cleveland Heights, Ohio 44118

216.320.4757

lakeerieink.org

14

Lake Erie Ink programming is unique in the Cleveland area. We

believe it is crucial to provide a physical space where youth feel

a sense of community, connect with others, and feel safe to take

creative risks. Because our programs invite guests in to work with

the kids, we have become a hub for creative writers in Cleveland.

The Ink Spot after-school program provides a safe and nurturing

place to be after school, as well as time and resources for youth

to explore and expand their process as writers in different genres

and for different purposes. Most writing youth engage in today is

for a select purpose; we encourage students to write for their own

purposes and to participate in the larger community, both of which

are not always possible at school. The combination of educational

and creative writing activities we provide allows Lake Erie Ink

participants to explore writing which supports a range of topics and

forms. Our volunteers, many of whom are writers, play an integral

role at Lake Erie Ink. In addition to providing direct support to youth,

they are positive role models and engaged adults who inspire and

encourage our participants.



Communication is key in helping create an equitable and

just society. Helping youth find their “voice” to share their

experiences, thoughts, and ideas is at the core of what we

do. Using writing and speaking to effectively solve conflicts

and communicate on relevant issues is integral to emotional

development. When a child views him or herself as a self-

directed writer engaged in the process of meaningful

communication, there is a positive impact on his or her social

and academic success. Creativity is an essential component

of critical thinking. Encouraging youth to imagine what could

be, and then supporting them in how they might bring those

ideas to form, teaches problem-solving and collaboration.

Lake Erie Ink’s programming offers opportunities for students

from different schools and cultural environments to become

acquainted with and develop appreciation and understanding

for each other. Youth develop meaningful relationships

with adult volunteers who come from all walks of life. These

opportunities encourage empathy and develops a connection

to others, benefiting our community by building relationships,

changing perceptions, and hopefully creating optimism about

our youth, our schools, and our community.

NEED FOR CHANGE

Lake Erie Ink addresses the barriers that youth may face because

of economic, social, or academic challenges by supporting them

as they find positive ways to express themselves. Access to

creative expression opportunities is inequitable across and within

our communities. Youth have limited outlets to express their

thoughts and feelings with others and often are misunderstood or

have misperceptions of other youth from differing neighborhoods,

cultures, abilities, and socioeconomic status. Even in school, youth

are given little time to explore different forms of self-expression

due to the focus on standardized testing. Lake Erie Ink’s focus

on creative expression and communication encourages youth to

learn how to express themselves in authentic and honest ways,

sharing their ideas and experiences in a safe and supportive

environment. Our programs are a welcome haven for youth

to be who they truly are, without fear of being labeled, bullied

or dismissed. Lake Erie Ink has been running teen Open Mics

and Poetry Slams since our inception in 2011. These types of

programs not only encourage youth to write and speak about

issues meaningful to them, but also invite the community in to

listen, shifting perceptions and opening dialogue between youth

and adults.

15

FINANCIAL

• $100 will provide scholarships for two students to attend the

Ink Spot after-school program for one quarter.

• $500 will provide stipends for five guest writers to come in and

work with students.

• $1,000 will provide a ten-week creative writing residency

project for a school or organization that cannot afford to pay.

IN-KIND

• Administrative support will include data entry, updating our

website, and other marketing-related tasks.

• Program support will involve volunteering directly with our

youth. This might be onsite during after-school, evening or

weekend workshops, or off site during the school day. We

also need people to help prepare our quarterly anthologies of

student work.

• Board support will involve joining our board of directors or an

advisory board committee.

INVEST

An investment in Lake Erie Ink will enable more youth be exposed to and engaged in creative expression programming, expanding their

options for positive communication. This includes more workshops with guest writers and greater resources to publish student work. An

investment in Lake Erie Ink will increase our capacity to provide professional development resources and support to teachers in more schools,

ultimately reaching more youth, and encouraging the attitude that creativity promotes critical thinking and builds community.

ORGANIZATION HEALTH AND CAPACITY BUILDING

• Developed active partnerships with Cleveland Heights-University

Heights School district, John Carroll University, Cleveland Institute of

Art, Hiram College, and the Cleveland Heights Library.

• Joined as members of BVU and CAEC

• Increased board and advisory board membership and participation

each year since our founding.

• Formed a Young Professional’s board, Fresh Ink, in 2013.

• Implemented an annual fundraising event in 2013

GOALS & PERFORMANCE

2011-12 2012-13 2013-14

Staff 2 FTE, 1 PTE 3 FTE 2 FTE, 1 PTE

Interns 4 3 3

Volunteers 26 30 30

2011-12 2012-13 2013-14 (9 months)

Youth in on-site programs (unduplicated)

218 273 235

Youth in off-site programs (unduplicated)

850 1253 1690

Off- site locations served 12 22 24

SOCIAL IMPACT INDICATORS

When we measure the impact our program has on participants, we look for:

• Engagement in writing; confidence in and identification of themselves

as writers

• Active participation in sharing work, publication, and collaboration.

• Interest in learning more and writing more in various genres and returning

for other workshops

• Awareness of the many purposes for writing

FINANCES

0%

20%

40%

60%

80%

100%

2012 2013 2014

Lake Erie Ink Revenue Sources

Program Income

Fundraising

Contributions

Foundations

Lake Erie Ink’s funding model is a three-tier approach: grants, individual contributions, and fee-for-service. In 2011, our organization was

fortunate to receive seed money to establish our programs. Since then, we have concentrated on fundraising and broadening our contribution

base. Additionally, quality programming has increased the demand for our services from other youth-serving organizations. Since 2012, our

individual contributions have doubled, and fundraising and program income have increased 400%. Our future needs are to sustain and grow

the level of current, unique programming we offer to youth in the Cleveland community. Additional support will allow us to leverage current

resources to reach more children and deepen our partnerships with schools and other community organizations.

Executive Director: Lori D’Angelo, PhD

11101 Magnolia Drive

Cleveland, OH 44106

216.721.3030

magnoliaclubhouse.org

OVERVIEW

Magnolia Clubhouse, a center of psychiatric rehabilitation for people who experience mental illness, is operated by a unique partnership

between members and staff. At the heart of the Clubhouse model is the Clubhouse community and the belief that meaningful work and

relationships are rehabilitative. In the Clubhouse, members are needed, belong, and engage in all aspects of the Clubhouse operations.

Through this work, skills are developed which lead to increased self-sufficiency and employment. The Clubhouse also supports education and

engages in advocacy. The Clubhouse promotes health and wellness and has a clinic which provides psychiatric and primary care services.

16

The Clubhouse Model of psychiatric rehabilitation is an innovative,

comprehensive, and holistic model. The model was formalized

in 1988 through a project funded by the Robert Wood Johnson

Foundation and the National Institute of Mental Health; it is the

only model within the project that continues to exist. Clubhouse

International is a standardized model that includes worldwide training

bases, Clubhouse development, accreditation, and the program of

Clubhouse Research at University of Massachusetts Medical School.

Another innovation of Magnolia Clubhouse is its Carriage House

Clinic, a unique, state-of-the-science integration of behavioral

healthcare and primary care in a rehabilitation alliance with the

Clubhouse. The Clinic addresses the finding that people who live

with mental illness die 25 years sooner than others.

Also innovative is the collaboration between Magnolia Clubhouse

and Case Western Reserve University on a research project to

explore the effects of Clubhouse participation on isolation — a

primary deterrent to health, recovery, and longevity. Magnolia

Clubhouse also collaborates with CWRU, and researchers in

Michigan, to explore the needs of Clubhouse members’ families.



Magnolia Clubhouse fills a void in the mental health system. The

organization utilizes an international evidence-based model of

psychiatric rehabilitation begun in 1948 by people discharged

from a psychiatric hospital. Research demonstrates the model

is cost-effective; members have higher rates of employment

and lower rates of hospitalization and incarceration. Begun in

1961 as Hill House, Magnolia Clubhouse has strong support from

the mental health community. It has also had a long waiting

list. The capital project is in its final phase: the construction

of a joining structure between the two turn-of-the-century

homes in University Circle. Magnolia Clubhouse has raised

$3M and spent $2M on completed phases of the expansion.

The remaining amount to raise is $3M. The completion of

the capital project would allow capacity to double from 75 to

150 people a day, and from 350 to 700 a year. There are over

64,000 people in Cuyahoga County who have a serious mental

illness. Increasing the number of people the organization can

serve is a very clear benefit to the county and community. The

organization is also working to promote funding to implement

the model across the state.

NEED FOR CHANGE

One in four people experience mental illness each year and

5% have a serious mental illness. One third of the homeless

and one third of those in prison are people who live with

mental illness. Less than half get treatment. Treatment

primarily consists of medication and linkage to benefits.

With comprehensive psychiatric rehabilitation such as that

provided by Magnolia Clubhouse, people who live with mental

illness have improved quality of life. Rates of employment

for Clubhouse members are four to five times higher than for

others who live with mental illness. One year at the Clubhouse

costs less than two days in a hospital. The only organization

of its kind in the county and state, the Clubhouse is assisting

in the development of a Clubhouse in Dayton and advocates

for increased sustainable funding for the model across Ohio.

Magnolia Clubhouse is part of the international network of

Clubhouses that work together as a human rights movement

promoting social justice for people who live with mental illness.

Magnolia Clubhouse provides leadership in a new effort to

establish a U.S. Clubhouse Coalition.

17

INVEST

FINANCIAL

• $100 will pay for two-and-a half-days at the Clubhouse.

• $1,000 will pay for 200 Clubhouse lunches.

• $3,000 will pay for a year at the Clubhouse.

IN-KIND

• $12,000 in printing will cover the newsletter, annual report,

and other communications.

• A newer van will allow for pick-up of donations to our Resale

shop, Bloomin’.

• $100,000 in IT equipment will update our current system

which is 10 years old and obsolete.

Show that you share Magnolia Clubhouse’s values and believe in the future of its members by investing in any amount to transform the lives

of people who live with mental illness. Help Magnolia Clubhouse double its capacity to serve them. Gifts to the capital campaign include

naming opportunities. Magnolia Clubhouse partners with employers to provide transitional employment positions. The Clubhouse provides all

the training and support and guarantees job coverage. Employers are encouraged to ask for more details — it’s a great deal for a good deed.

FINANCES

Magnolia Clubhouse, established in 2004 as a separate 501(c)(3), has diversif ied and increased funding, and has established a

reserve. We have raised $3M of the needed $6M for our capital project of which $2M has been spent on completed phases of the

project. The sources of the capital funding were 22% government and the rest private, foundation, and corporate.

Total Revenue FY13: $1,162,393 Total Revenue FY12: $999,980 Total Revenue FY11: $942,721

$446,523

38%

$220,344

19%$208,541

18%

$66,193 6%

$95,533 8%

$125,259

11%

Alcohol, Drug Addiction, and Mental Health Services Board

Contract Services

Foundation Grants

Clubhouse Income and Dues

Annual Fund

United Way Services of Greater Cleveland

Magnolia Clubhouse Revenue Sources

GOALS & PERFORMANCE

Magnolia Clubhouse measures the impact it makes on Clubhouse members by measuring their employment, education, and individual

recovery, and adherence to the model standards to assess the impact being made by the Clubhouse on its members.

2011-2012 2012-2013 2013-2014 (goal)

YE Actual $1,204,230 $1,153,939 $1,202,446

Annual Fund $133,138 $209,301 $130,000

People Served 347 351 425

# staff 10 12 12

Average Daily Attendance 73 75 90

Transitional Employment $ $77,473 $81,384

Capital Campaign $38,303 $336,969 Achieved Goal of $1M by 12/2013, $2M more by Summer 2014

Executive Director: Katie Mang

2887 Lee Road

Silver Lake, OH 44224

330.475.9204

voolla.org

OVERVIEW

Most people want to make a difference, but getting involved with the cause you care about can be a challenge. That’s where Voolla changes

the world of giving! At Voolla, we turn volunteer skills into money for charities. Voolla is an online marketplace where skilled individuals and

businesses are matched to buyers of those skills, and the proceeds (or a portion) are donated to charity. Individuals and businesses give back

by selling their services and talents. Buyers are happy because they hire the service they need while transforming their moolla, or money, to

support great charities!

18

Voolla is an online platform that brings together service providers,

consumers, and nonprofit organizations in the marketplace. Our

easy-to-use search parameters allow customers to find local,

national, and virtual service providers in more than 28 personal and

business service industries. Businesses and individuals can donate

as much or as little time as they wish. All users can edit their profile,

keep track of their services in an online dashboard, and send each

other messages or proposals. The Charity Partner Program allows

any nonprofit organization to sign up and receive donations. Service

providers and consumers can select a charity partner to promote

on their profile and benefit from their spending and selling. Charity

partners have a public profile and a private dashboard to track their

users and donations. Voolla provides a Charity Promotion Toolkit

to help nonprofits promote their involvement and fundraising with

Voolla. Voolla’s process and software are patent-pending with

intended licensing for future revenue and fundraising. We provide

high-touch, personal customer service that complements our web

platform.



Providing a charitable option in the fast-growing service

industry will raise a significant amount of money for charitable

causes, allowing nonprofits to fund the programs that support

their missions. Service marketplaces are thriving, and on

average, small businesses spend $10,000 annually on each

skilled individual. By replicating purposeful purchasing (which

has been successful in the goods industry) within the online

service industry, we can empower more individuals to become

charitable donors. As the only organized charitable option in

the online service industry, Voolla empowers skilled individuals

and small businesses to do good by sharing what they do

well. 91% of global consumers are likely to switch brands to

one associated with a good cause. By selling their skills in the

Voolla Marketplace, service providers connect to consumers

who want to use their purchasing power to make a difference.

For the estimated 73% of people in the United States who do not

volunteer, Voolla provides an outlet for disengaged volunteers

to get involved in supporting charity.

NEED FOR CHANGE

Charitable giving declined significantly during the recession,

and while donations have increased since then (17.6% in

2008), it will take another seven years to fully bounce back.

Even if the United States regains giving levels seen before

the decline, charitable giving will only account for 2% of gross

domestic product. This statistic is alarming. Demand for support

from nonprofits continues to climb. In 2013, 54% of charities

reported to the Nonprofit Finance Fund that they do not have

enough money to meet the need for their services, with jobs

and housing the top concerns in low-income communities. To

meet the demand for support, nonprofits are increasing their

use of technology and collaborative tools. Voolla offers a free

Charity Partner Program to engage charities with consumers

and service providers who use their skills, money, and time to

help meet the demand. Imagine the possibilities! If every U.S.

accounting firm selected a charity to support through Voolla,

and sold one tax return completion in the Voolla Marketplace

per year, we could generate over $28 million dollars annually

for charitable causes.

19

FINANCES

Voolla was founded in 2012 by Stephanie Downs. 60% of Voolla’s start-up funding (total: $182,760) came from Stephanie’s personal investments

in 2012 and 2013. The rest of the funding in 2014 was secured through philanthropic contributions from individuals and foundations, as well as

service transaction revenue. Voolla takes a 10% fee for each transaction to cover credit card processing and operations costs.

We have also garnered support through pro bono marketing and development services. Voolla was selected by Fathom, a digital marketing

firm based in Cleveland, for one year of digital marketing services ($66,000 value). In October 2013, Voolla was selected to participate in the

Taproot Foundation’s Pro Bono day event for the creation of an API for our website ($10,000 value). Both services are expected to have a direct

impact on increasing transactions in 2014.

We understand the importance of alternative funding sources to support diversification of our revenue streams. In February 2014, Voolla

Technologies LLC, a social enterprise, was founded as a sister organization and uses the Voolla concept to develop new software and

technology features for volunteers, freelancers, individuals, and businesses.

INVEST

FINANCIAL

• $100 will provide funds to recruit three new volunteer service

providers in Greater Cleveland for the Voolla Marketplace.

• $1,000 will put the Voolla mobile application and payment

processor in the hands of 20 local service providers.

• $4,000 will cover the costs to hire two college student interns

for Summer 2014 in marketing and website development.

IN-KIND

• Creative Support – Graphic design will help us craft our

messaging and create new materials for the public.

• Information Technology – Experts will test our new

technologies, help get our application into the hands of new

users, and improve the user experience.

• Advocate – As we grow our Voolla community in Cleveland, your

help will get the word out to service providers and consumers.

You can connect us with groups of skilled individuals, people

who purchase services, and charities to join the Charity Partner

Program.

We hope that you will become a member of the Voolla Cleveland community! You can join the program as a consumer, service provider, or

charity partner. Gifts of financial investment, volunteering, and in-kind support will help us build our product to grow our reach.

GOALS & PERFORMANCE

ORGANIZATION HEALTH/CAPACITY BUILDING: The Voolla

website was launched in November 2012. Founder Stephanie

Downs has donated over 2,000 hours of time towards the

development of the Voolla marketplace and Charity Partner

Program. Katie Mang joined the Voolla team in January 2013 as

a marketing volunteer and became full-time executive director

in June 2013. Robert Meffe joined the Voolla team in December

2013 and serves as the Chief Technology Officer. Robert

oversees website and new technology development. SOCIAL IMPACT INDICATORS: We measure success through

the quality and quantity of registrations, service transactions,

and charity partnerships.

PROGRAM PERFORMANCE 2012 2013

Voolla Users 570 1133

Charity Partners 24 160

Total Users/Partners 594 1293

Building PowerfulRelationshipsSocial Venture Partners builds powerful relationships among people and organizations committed to changing our world. With our collective power, we help individuals make a greater impact with their giving, we fund and strengthen nonprofits, and we equip our community to tackle our

greatest social challenges. SVP goes beyond philanthropy. Together, we unleash potential.

SVP invites YOU to become a Partner and join our giving circle of donor volunteers. SVP’s partnership of 50+ individual professionals,

social entrepreneurs, and members of family foundations is passionate about strengthening our community.

Talk to a Partner (with a blue “Ask Me About SVP” ribbon) today and find out how we learn and stretch ourselves to make a difference.

CONTACT: Linda Springer, Executive Director • 216.231.2300 • [email protected] • svpcle.org/join

Social Venture Partners is growing its partnership of active donor volunteers. In SVP we grow and learn and get more than we give.

Join us and unleash YOUR potential! Your donation is amplified by our volunteer consulting. Partners give at personally significant levels.

Partner: annual contribution beginning at $5,000

Associate Partner: annual contribution beginning at $2,500 or $1,000

An SVP Fellow commits to participate on the Investment Team and other initiatives. Limited availability.

Donor: You do not need to be a Partner to contribute to the SVP Fund and have your donation amplified by our pro bono consulting.

Other Funders are invited to co-fund nonprofits in our portfolio.

WAYS TO INVEST

21

IMPACT THROUGH ENGAGED PHILANTHROPY

Since 2001, Social Venture Partners in Cleveland has contributed

over $2.2M in cash grants, hundreds of hours of volunteer

consulting, in-kind services, and other donations to our

portfolio organizations.

Adoption Network Cleveland

EDWINS Leadership and Restaurant Institute

EmPower U | The Visiting Nurse Association (time-only engagement)

Famicos Foundation

Family Connections

MedWish International

Near West Theatre

Open Doors Academy

Progressive Arts Alliance

The Intergenerational School

Youth Opportunities Unlimited (now merged with former investee E CITY)

NEED FOR CHANGE

Nonprofits find that funds to strengthen their organization are

scarce, yet they are expected to operate in a business-like way.

SVP believes in support for the business side of the mission,

and our volunteer consulting and funds do just that.


SVP IS AN INNOVATION IN PHILANTHROPY

1. SVP Partners serve on our Investment Team to review

letters of interest, invite full proposals, conduct site visits,

and select SVP’s next Investee.

2. An SVP Volunteer Team goes to work with the Investee.

SVP’s Lead Partner meets regularly with the Investee

executive director to develop a high-trust relationship

and get to know the nonprofit through an organizational

assessment. Other Partners tackle organizational projects

with staff.

3. Learning is part of every SVP activity and meeting. Partners

learn from one another and from other community leaders

about social issues and new initiatives. We discover how

we can make a difference.

SVP Cleveland is a 501(c)(3) grantmaking public charity and an affiliate of Social Venture Partners, the largest network of engaged donors in the world.

Dominique Litmaath RiverPresident

Dick CahoonVice President & Treasurer

Gil Lowenthal, M.D.Secretary

Shilpa Kedar

Laura J. Malone

Marcia LevineEx Officio

Heather Vallier, M.D. Ex Officio

SVP BOARD OF DIRECTORS

20

Dominique Litmaath RiverSVP Partner and President of the Board

Director of National Accounts, Optimus Medina Riley

Dominique Litmaath River joined SVP in 2009 and

immediately immersed herself in the Investment

Team, the bigBANG! Planning Team, the Strategic

Planning Team, and the board of directors. Recently

elected as president of SVP’s board. Dominique

continues to serve as the Lead Partner affiliated

with Open Doors Academy (ODA) which is in its

third year as an SVP Investee. Dominique has

worked intensively with ODA Executive Director

Annemarie Grassi on initiatives ranging from

employee compensation and diversified funding to

board governance, board engagement, volunteer

management, and scaling.

When she’s not engaged in SVP-related activities,

Dominique is the director of national accounts

for Optimus Medina Riley, SL, an experiential

marketing and innovative communications firm.

Previously, Dominique specialized in compensation

and performance management consulting, was

a senior consultant at Towers Perrin, and held

management positions at Robert Half International

and Hilton Hotels Corporation. Dominique earned

an MBA from the UCLA Anderson Graduate School

of Management and currently sits on the executive

committee of the school’s alumni network board of

directors.

Since moving to Cleveland, Dominique has actively

assisted several nonprofit organizations including

Ruffing Montessori School, the Nature Center at

Shaker Lakes, and E-CITY. Most notably, she is

the co-founder and board president of the Dutch

School Cleveland. Dominique was born and raised

in Hong Kong and is a dual Dutch and American

citizen. Dominique and her two daughters live near

Shaker Square and are active members of the

Cleveland Skating Club.

EDWINS combines the best aspects of social

enterprise, fine dining, and social welfare into

one powerful organization that serves good

food and creates better lives. EDWINS offers a

fresh approach at giving formerly-incarcerated

adults an entrée into working in the hospitality

industry, thus enhancing Cleveland’s inner city

by successfully re-integrating these adults

into society. Through a full-service, fine dining

restaurant, EDWINS Restaurant and Leadership

Institute provides students an intensive six-

month educational curriculum while they work

to generate a profitable restaurant.

Brandon Chrostowski was a Fast Pitch presenter

at bigBANG! 2013, and in May 2013, EDWINS

was selected by SVP’s Partners to be its latest

Investee and to receive an initial $15,000 grant

which has been further leveraged by SVP’s

volunteer consulting expertise, an essential

component of SVP’s approach to strengthening

Cleveland nonprofits. EDWINS immediately

requested SVP’s assistance with everything

from feedback on menu, pricing, and ambiance

to guidance with its business plan and

discussions around outcomes measurement

and community outreach approaches. EDWINS

opened with a bang on November 1, 2013, and

received overall ratings of 4.7/5 from its diners

in the first month alone! Its first class of nearly

50 students became immersed in all aspects of

the restaurant’s operations, and a new class of

students has recently joined them.

Leading the engagement with EDWINS, SVP

Partner Joyce Shaw is delighted with “SVP’s

ability to unleash the potential of EDWINS as

Brandon’s unique culinary skills are brought to

bear on the important re-employment needs

of those returning to the Cleveland workforce.”

And Brandon emphasizes that “the guidance,

mentorship, and support of SVP” has made

Cleveland’s “first social enterprise restaurant

a reality” giving students “the second chance

they deserve and helping build a better

Cleveland.”

Brandon’s approach is simple: arm those re-

entering society with a skill and a smile. The

idea for EDWINS was born “from a break” that

Brandon received early in life and grew into a

six-month program conducted in prison that

provides training in culinary arts and hospitality.

After release, individuals are not only equipped

with basic culinary skills but are also provided

wraparound services and coaching on life

skills and literacy. Brandon began his career

in Detroit and has since trained in some of the

world’s finest restaurants in Paris, Chicago,

New York City, and now Cleveland. He received

an associate’s degree in Culinary Arts and a

bachelor’s degree in Business and Restaurant

Management at The Culinary Institute of

America (CIA). Certified by the Court of Master

Sommeliers in 2008, Brandon became the

General Manager, fromager, and sommelier of

Cleveland’s L’Albatros Brasserie before leaving

to launch EDWINS.

Brandon ChrostowskiFounder and Executive DirectorSVP Investee

SVP’s Impact on EDWINS from June–December 2013

Value of volunteer hours from Partners and friends $20,200

SVP direct financial contributions (grants awarded) $15,000

Indirect contributions because of introduction by SVP $149,800

Projected operational impact from SVP-supported projects/initiatives TBD

SVP grant was leveraged 1233% $185,000

Vote by TEXTFor voting via text message, standard texting rates apply. Capitalization doesn’t matter, but spaces and spelling do. Your phone number is completely private.

You can also vote by paper at the event. Volunteers will circulate to collect your ballots.

MOST COMPELLINGPRESENTATION TEXT CODE

City Fresh cityfresh01

Cleveland Velodrome velo01

Duffy Liturgical Dance Ensemble duffy01

Great Lakes Science Center glsc01

Kelly’s Way kidsrock01

Lake Erie Ink lei01

Magnolia Clubhouse magnolia01

Voolla voolla01

To vote, text one code to 22333 To vote, text one code to 22333Vote for as many organizations as you wish. Send a separate

text message for each vote. If you would like to follow

through and volunteer, please talk to the staff at the nonprofit

presenter’s table in the downstairs lobby.

ORGANIZATION WHERE I WOULD VOLUNTEER TEXT CODE

City Fresh cityfresh02

Cleveland Velodrome velo02

Duffy Liturgical Dance Ensemble duffy02

Great Lakes Science Center glsc02

Kelly’s Way kidsrock02

Lake Erie Ink lei02

Magnolia Clubhouse magnolia02

Voolla voolla02

FOR DONATIONS TEXT CODE

Kelly’s Way kidsrock

Lake Erie Ink lei

Magnolia Clubhouse magnolia

Voolla voolla

Donate by TEXTWe hope you are inspired to donate to any of the presenters’ organizations. You can do so through text messaging. Donate to as many organizations as you wish using a separate text message for each donation. To donate, text one code to 216.206.6664. You will be prompted to text back your full name, email address, and pledge amount. After receiving a confirmation message, you can text the code of another organization. After bigBANG! you will be contacted by the organization(s) to complete your donation. If you prefer, donate directly at the presenters’ tables during the dessert reception.

FOR DONATIONS TEXT CODE

City Fresh cityfresh

Cleveland Velodrome velo

Duffy Liturgical Dance Ensemble duffy

Great Lakes Science Center glsc

To donate to Social Venture Partners, text code svpcle.

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