F U N D R A I S I N G

P L A N F O R C I N Prepared for: Dr. Holland & Cin Executive Director and Board of Directors Authors: Megan Miller, Nikia Poch, Rebecca Powers, Sara Beth Puckett, Kristina Summers & Michele Wiesner Date: May 7, 2012 Course: MNPO 7060

Table of Contents: Cin Fundraising Plan

EXECUTIVE SUMMARY EXECUTIVE SUMMARY ORGANIZATIONAL BACKGROUND OVERVIEW OF CIN ORGANIZATIONAL STRENGTHS & WEAKNESSES PAST AND PRESENT FUNDRAISING EFFORTS OVERVIEW OF PROPOSED FUNDRAISING ACTIVITIES OVERVIEW OF PROPOSED FUNDRAISING ACTIVITIES STRATEGIES & ACTIVITIES NOT RECOMMENDED WITH JUSTIFICATION EARNED INCOME MEMBERSHIP INDIVIDUAL GIVING SPECIAL EVENTS GRANTS OTHER SOURCES OF REVENUE FUNDING TRANSPARENCY & LEGITIMACY FUNDING TRANSPARENCY & LEGITIMACY WITH DONORS BUDGET, IMPLEMENTATION PLAN & CRITERIA FOR MONITORING PROGRESS BUDGET, IMPLEMENTATION PLAN, & CRITERIA FOR MONITORING PROGRESS FINAL THOUGHTS FINAL THOUGHTS APPENDICES A. MEMBERSHIP BROCHURE MOCK-UP 2 | P a g e 36 36 4 4 5 5 6 7 8 8 10 11 16 18 20 23 26 31 31 33 33 35 35

B. MEMBERCLICKS INFORMATION C. GRANT DATABASE SAMPLE D. LETTER OF INQUIRY E. GRANT OUTLINE F. COMPARISON OF DONOR MANAGEMENT SOFTWARE G. POTENTIAL CONTACTS H. BOARD PROFILE AND PROSPECTING FORMS I. IMPLEMENTATION PLAN SAMPLE J. BUDGET SAMPLE K. PROPOSED CASE STATEMENT L. PAYMENT PLAN FORM M. VOLUNTEER APPLICATION N. REGISTRATION FORM O. STUDENT QUESTIONNAIRE P. REFERENCES Q. AUTHOR BIOGRAPHIES 3 | P a g e

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Executive Summary The Athens Films Arts Institute (AFAI) is a 501(c)(3) nonprofit organization with an education mission that supports the theatre Cin in its programming of exceptional independent and foreign films and other art forms. Since the transition of for-profit to nonprofit status, Cin is in need of a clear fundraising plan to obtain resources for their future endeavors. The following is a brief summary of the proposed fundraising plan, which includes appendices compiling examples of needed forms, contacts, and databases. To begin, the paper covers an overview of Cin as an organization, including its strengths and weaknesses, and moves into an overview of their fundraising history. We have summarized our analysis of current and proposed fundraising strategies into the following categories: earned income, membership, individual giving, special events, grants, and other sources of revenue. Each strategy is addressed in detail, including the current strengths and weaknesses and recommendations for the future. Next, we address transparency and legitimacy of the organization and make recommendations for future improvements. Then, the paper provides a brief description of our plan for implementation and accompanying budget. The full plan is included as an appendix at the end of this document. Lastly, our final thoughts are composed in a succinct table describing the impact and capacity of each proposed activity as a quick glance way for Cin leaders to know what level of effort and benefit each activity will require and produce. Cin is a special organization that provides a unique service to the Athens community. Through their provision of independent and foreign films, unavailable at other cinema locations around Athens, they are enriching the community culture. By inviting all members of the community to experience a variety of art forms, Cin is enhancing not only their ties to the community but also working to embody the ideal of inclusion, making the Athens area a more appealing place to live, work, and visit. Since its transition to nonprofit, the new Executive Director Gabe Wardell along with the Board of Directors have worked tirelessly to align Cins activities with the betterment of the community. The suggestions and analyses offered in this paper have the benefit and weakness of being made by outsiders of the organization. Our intention is to inform Cin leaders of their options for the future while offering some direction for the fundraising plan.

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Organizational Background Overview of Cin Cin opened as a for-profit independent film theatre under the management of Athens Arthaus, LLC in 2007 based on the vision of founding Executive Director Brigitta Hangartner. Hangartner sought to bring the European art house experience to the Athens, Georgia by creating an arts center where Athenians could congregate, exchange ideas and experience films from all over the world. Equally integral to Hangartners vision for Cin was creating a venue aligned with the principles of new urbanism, which could function as a cornerstone for community economic revitalization. Two years after Cin originally opened, Hangartner started the nonprofit Athens Film Arts Institute, Inc. (AFAI) to assume management of Cin. Nonprofit status would allow the organization to expand educational programs offered to the community and pursue contributed revenue streams. After a yearlong campaign to build a membership base, AFAI formally took over management of Cin on January 1, 2012. AFAIs mission is as follows: Athens Film Institute, Inc. (AFAI) is a Georgia nonprofit corporation dedicated to the establishment of a community arts center in Athens, Georgia for the purpose of fostering artistic expression and education. AFAI curates and presents a full range of exceptional motion pictures and media art within a state-of-the-art exhibition environment through the use of a historically significant structure located in the historic downtown area of Athens, Georgia. AFAIs programming will serve as the foundation for engaging with the arts across all disciplines and cultures from local to international. AFAIs educational activities include promotion of dialogue involving critical esthetic and artistic issues to build an appreciation for artistic quality and provide a forum for social interaction, learning and civic engagement. This changeover to nonprofit management coincided with another significant leadership transition for the organization- the departure of Hangartner and the selection of a new Executive Director (ED) to run the organization. Hangartner, who had essentially been working pro-bono to get Cin up and running, moved to Chicago early in 2012. The new board was therefore charged with finding a new ED while simultaneously developing a fundraising plan to cover the ensuing increase in personnel expenses. The board eventually selected Gabe Wardell, former Executive Director of the Atlanta Film Festival 365, for the position of ED at Cin. Programmatically, the focal point of Cin is the exhibition of independent, classic, local and international films that Athenians may not otherwise have the opportunity to experience in a theatre setting. The quality of film selection and film exhibition are both of paramount importance to the organization. Efforts are made to contextualize films through introductions and other educational events. In addition to film, Cin also exhibits the work of local visual artists in their lobby gallery, and provides a venue for other art forms (e.g. poetry readings, music performances, etc.) in their lab space. The lab is also available for rent and is regularly utilized by local individuals and organizations for special events. Cin thus functions as a center for film, local artists, and the Athens community more broadly.

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Organizational Strengths and Weaknesses Table 1 provides a summary of internal strengths and weaknesses and external opportunities and threats identified during a SWOT Analysis of the organization. These elements have been considered in drafting the proposed fundraising plan contained in this document. Table 1: SWOT Analysis of Organization STRENGTHS
Approximately 80% of films shown at Cin are not screened elsewhere in Athens Quality of film selection and exhibition has built a loyal base Cin is the only film theatre in Athens with ability to screen 35mm prints Film appreciation programs (e.g. pre-show speeches, guest speakers, etc.) Downtown location places theatre in close proximity to restaurants and other activities Bar and caf inside facility Large lab space available for rent, programming and other events Facility is fully wheelchair accessible Hip image that could appeals to certain demographics New Executive Director = fresh start Free Wi-Fi onsite

WEAKNESSES
Now board, New ED, transition from founder-led organization Currently low use of volunteers beyond interns from UGA and Board Lack of diversity in board and to a lesser extent in membership No free parking connected to facility Few programs and services Downtown location is unappealing to some demographics Film selection is not attractive to some demographics Hours of operation are not conducive to participation by some demographics Upgrade to digital equipment needed Limited number of tables and low light make barcaf unattractive to students as study spot Currently no written strategic or fundraising plan Current configuration of space makes it difficult for patrons to purchase tickets efficiently

OPPORTUNITIES
Athens pride prompts support of local businesses New nonprofit status could be used to prompt greater volunteer participation Bar-caf and free Wi-Fi could be used to create attractive local hang-out and study spot Film as powerful medium for stimulating conversation and fostering community Perception of transition from founder-led organization to new board, new ED. etc. Proximity to UGA could be used to build partnerships and access resources

CHALLENGES
Currently does not appeal to some demographics (e.g. local African-American community, many UGA students, etc.) Cineplexes located in or near Athens, GA Popularity of Netflix and other home-viewing methods Perception of transition from founder-led organization to new board, new ED. etc. Efforts to make Cin appealing to new demographics may prompt push-back from current base of support

Past and Present Fundraising Efforts

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Athens Film Arts Institute, Inc. recently assumed 501(c)(3) status in January 2012 and is subsequently in the initial phase of development as a nonprofit organization. Raising awareness around the organizations transition to nonprofit management, fundraising to cover increased personnel costs, and developing comprehensive strategic and fundraising plans are the primary organizational goals for 2012. The largest portion of Cins income is earned; roughly $456,000 of Cins current annual budget of $485,000 is earned revenue from ticket sales, concessions, and rentals. Last year, income from sponsorships, partnerships, membership, and individual donations totaled $29,000. Past and current sponsorships were secured for The Film Noir series, the Eco-Friendly Film series, and the Summer Classic Film series. Because Cin relies heavily on earned income, developing keen strategies to continue to diversify the revenue pool is critical. The organization has also shown willingness, however, to explore new revenue streams that were not available when a for-profit company operated Cin. Although Cin has not made a concerted effort to push donations or develop a systematic approach to acknowledge donor support, a mixture of fundraising efforts has been utilized in the past year to diversify Cins revenue. Athens Film Arts Institute, Inc. has incorporated the following strategies to secure funding: special events, membership, individual giving, and earned income. Recently, Cin applied for two grants. However, whether Cin will receive funding from each grant will not be determined until later this year. In September 2011, Cin initiated a membership campaign with a goal of raising $10,000 in new memberships. By December 31, 2011, Cin exceeded its expectations by raising approximately $18,000.This membership campaign is currently in effect and will continue throughout 2012. A successful special event that facilitated new memberships was a special screening and reception for the locally produced film The Worlds Smallest Airport sponsored by Cin Board President Tony Eubanks. The Worlds Smallest Airport is a documentary about the exploits of Athens-based Thrasher Brothers Aerial Circus. Eubanks rented out the Cin lab space for the world premiere of the film in January of 2012 and invited people to a private screening and reception (T. Eubanks, personal communication, February 9, 2012). During the event, guests were asked to become members of Cin and/or make donations to the organization. As a result, donors contributed $11,000 worth of funds to Cin within the span of one week (T. Eubanks, personal communication, February 9, 2012). Additional special events were scheduled for April of 2012 to celebrate Cins five-year anniversary. The executive director and board members have also been discussing options for transforming the Summer Classic Film Series, traditionally held in July, into a fundraising event. The purpose of this special event would be to continue building a new membership base and show appreciation to existing members.

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Overview of Proposed Fundraising Activities Case for Revenue Diversification Currently, the vast majority of Cins revenue comes from earned income sources, particularly ticket and concessions sales and lab space rentals. This is advantageous in some regards. For example, the organization has direct control over the films it screens and the concessions it sells and can modify selection to better suit current audience tastes. Diversifying revenue streams, however, can provide Cin with a cushion to gauge and evolve with audience tastes without living hand to mouth. Additionally, given AFAIs educational mission, it is important that the organization tap into some revenue streams (e.g. grants and high-end donors) that support the organizations mission to build audience appetite for certain films and film genres that may not initially have big box-office appeal. Based on this analysis, we recommend the fundraising strategies and activities articulated below. Summary of Current and Proposed Fundraising Activities Table 2 provides a summary analysis of Cins current fundraising efforts in comparison with the proposed fundraising activities described in this report. Charts 1 and 2 compare the breakdown of current and proposed fundraising strategies as a percentage of income. The success of past and current fundraising efforts, organizational capacity, as well as the fundraising philosophy of leadership have been considered in drafting this proposed fundraising plan. Table 2: Summary of Current and Proposed Fundraising Strategies and Activities
Strategy Current Activities Proposed Activities All current activities PLUS: On-line ticket sales Increased marketing through marquee, website, etc. New Point-of-Service Database to facilitate ticket sales to members and frequent viewers Increased lab space use (birthday parties, community use, marketing, etc.) Specialty cocktails Creatively packaged meals and screenings (e.g. Mothers Day, etc.) All current activities PLUS: Improving website and brochure New swipe cards Link member database and point-of-service sales Providing local business discounts with membership Collecting contact info during membership registration process Membership database Swag bag, golden ticket, and other member benefits Member recognition

Earned Income

STRENGTH Ticket sales Lab rentals Concessions

Membership

ADEQUATE Brochure available in lobby Page on website Defined member benefits Membership drive Membership focused special events

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Individual Giving

WEAKNESS Special events

All current activities PLUS: Board engagement Get Involved Trailer Film festival highlighting Cins impact Increasing social media presence All current activities PLUS: Develop signature event All current activities PLUS: Develop clear mission statement and strategic plan Utilize grant database Identify future funding priorities (e.g. equipment upgrades) All current activities PLUS: Educational outreach initiatives (film making workshops, summer camps, etc.) Community outreach (senior citizens, disabled persons, community forums) Internship and Volunteer Development Expanded show times Payment plans

Special Events

ADEQUATE Film and reception events New member cultivation Member recognition and cultivation ADEQUATE NEA and GCA grant applications Experience of new ED

Grants

Other Sources of Revenue

WEAKNESS Poetry readings Exhibition of local visual artists

Chart 1: Current Fundraising Breakdown as Chart 2: Ideal Fundraising Breakdown as a Percentage of Income a Percentage of Income
Earned Membership Indiv Giving Special Events Grants Other

Earned Membership Indiv Giving Special Events Grants Other

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Strategies and Activities Not Recommended and Justification Increasing ticket and concession stand sales will be positive, but Cin should not take things too far and turn the venue into a party atmosphere rather than a film house. This can be controlled through movie selection. Cin should shy from screening films that stray too far from the current programming vision in an effort to please audiences. Cin is not recommended to pursue funding purely based on convenience. If Cin chooses to direct its programming based on available funding, it will leave itself vulnerable to mission drift and compromise the legitimacy of the organization. It is not recommended that Cin hastily attach itself to organizations they have not yet developed a reciprocal relationship with. This would invite unwanted skepticism and distrust to Cin and may unintentionally undermine its efforts to establish new relationships in the community. Allowing board members who are actively involved in other organizations to act as a liaison would be more suitable, as Cin expands its viewership to reach more culturally diverse audiences. Workshops specifically geared toward animation, documentaries, short films, and fiction films have been successfully implemented in other nonprofits in the nation. However, Cin should prepare curriculum for and perfect one workshop series before committing itself to multiple workshops at this time. For that reason, only one workshop series was mentioned for the upcoming fiscal year. In successive years, Cin should develop workshops that provide participants with well-rounded knowledge of the various genres of film while continuing to afford participants the opportunity to create original works. We do not recommend that Cin ignore issues of transparency and legitimacy. While funding, programming, and capacity building are important priorities for Cin, they must also focus on securing their reputation as a legitimate nonprofit. General Fundraising Strategies Not Recommended Direct Mail and Cold Call Campaigns Neither of these strategies is recommended for Cin because neither offers personal contact or relationship development with donors. Cin wants their donors and patrons to develop a personal connection with the organizations mission and therefore neither direct mailing or cold call campaigns would accomplish the desired results. Planned Giving Planned giving campaigns should not be initiated until true relationships can be established with donors. Relationship building will take several years and planned giving should not be initiated until relationships are well established. Capital Campaign A capital campaign should not be executed for at least another two years, since Cin held a capital campaign in 2007. Organizations should wait at least seven to 10 years in between capital campaigns.

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Earned Income Analysis Including Strengths and Weaknesses Cin currently earns income through ticket and concessions sales and lab space rentals for special events. Cin has operated as a successful for-profit film house in Athens, Georgia since 2007. However, adjusting to the new nonprofit format may be a financial challenge in regards to earned income as Cin moves forward. Current sales are similar to other movie theaters in the area, but Cin should increase their sales creativity in order to distinguish themselves from other movie theaters. Cin has a lot more to offer and should showcase benefits, such as lab rental space, full bar, unique movie selection, and special events. Ticket Prices Cin currently offers competitive movie prices for the Athens, Georgia area. Cin offers matinees for $6.00 and evening screenings for $9.00. A $7.00 special rate is available for students and seniors at evening films. In comparison: Beechwood Cinemas charges $7.00 for matinees and $9.50 (with a senior price of $7.00) for evening movie times. A college student rate is available on Tuesday nights. Carmike 12 Cinemas charges an average of $7.25 for matinees and $9.75 for evening shows. A student price is available for $7.00 Cins more affordable pricing is a fact worth mentioning when attempting to attract new patrons. Web Access Also, in regards to ticket sales, Cin both benefits and suffers from being the only locally owned movie theater in Athens. Cin is the only one of the three Athens theaters to have a personalized webpage, making gathering information about show times and ticket pricing more simplistic. Large movie theater companies own Beechwood and Carmike 12, and therefore both have generic, hard to follow webpages that require you to enter your zip code to find a theater near you. Large generic webpages can be hard to follow and information can be impossible to find. Cins webpage is more simplistic and easy to follow in these regards. Cins individualistic webpage benefits its image within the community, but the website could benefit from an evaluation and redesign. However, since Cin is a small theater in Athens, when one searches movie theaters in Athens, GA online, Cin does not appear. Not appearing in Google searches is a serious earned income dilemma for Cin. New people are constantly moving to Athens due to the presence of The University of Georgia, both for employment and for school. Many people are unaware of Cins presence. The lack of search ability, except for by name, is a serious concern. Online Ticket Sales Currently the two larger movie theaters in Athens offer online ticket sales and Cin does not. Offering patrons an opportunity to purchase movie tickets online is a service Cin should consider developing.

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Lab Space Rentals The lab space can be rented for private parties, luncheons, seminars, and as exhibition space. The lab space is most commonly rented in the evenings. Cin has the potential to greatly increase their earned revenue through lab space rentals during the afternoon and simply on a more consistent basis. Recommendations and Justifications There are many ways Cin can begin to improve their earned income numbers. Some marketing changes may increase patron numbers simply by making Cin better known within the community. Marketing Marketing involves many aspects including addressing Cins search ability within Internet search engines, such as Google. The issue is one that needs to be addressed by a computer professional (see Appendix G for potential UGA contacts). Overall the Cin webpage could benefit from an update and redesign. The general public often bases their interests in an organization or venue based on what information is available on the Internet. Web design is an important marketing aspect Cin needs to consider and embrace. Revamping a web site can be a challenging task for professionals unfamiliar with web design and an outside professional could be consulted. The exterior marquee is another marketing resource available to Cin that is not being used to its full potential. The marquee should be used to display all current films and the duration of their screening at Cin. Some of Cins patronage comes from pedestrians noticing the marquee and deciding to see a movie. If the marquee was consistently updated with movie names and screening dates, more people may be inclined to plan to see a movie at Cin. Additional advertising campaigns could also be initiated based on available funds. Other forms of advertising can include newspaper, local magazines, and newsletter advertisements. Radio and television can be additional forms of media utilized by Cin. Although screening advertisements at Cin will not increase the pool of patrons, in-house film advertisements might encourage current patrons to attend more films or special events in the future. Ticket Sales Another issue currently facing Cin is how to sell tickets on location. The ticket booth in the front corner of Cins entrance is no longer being used for its original ticket selling role, and instead customers are waiting in one unified line for tickets and concessions. This one line approach is not a solution to the problem. Numerous solutions need to be considered, but first one should consider the pros and cons for utilizing or not utilizing the exterior ticket sale booth. Pros include: Free advertising when lines are long outside the building rather than inside Patrons who are not interested in concessions can purchase their tickets and go directly into the movie theater. Someone will be in the window to answer questions regarding the current film schedule or general questions from people passing by. The presence of a person within the window may make Cin seem like a more
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welcoming place. A volunteer could potentially fill this position. The current space could be re-used in a creative way, benefiting the general appearance of Cin.

Cons include: Weather conditions Forcing people to wait outside before purchasing their tickets may seem unaccommodating. Increased staff members to run the ticket booth and the concession stand The positioning of the ticket booth may be confusing to some visitors and easy to overlook Having a person in the window may seem welcoming to some people and intimidating to others If the ticket window is no longer used, new points of service must be established to make-up for the lack of an official ticket booth The original design of the building will be lost. If Cin does choose to permanently close the current ticket booth, a new point of service system must be developed quickly. Patrons do not appreciate waiting in a long line to purchase movie tickets or concessions. A potential suggestion for improved customer service, as related to ticket sales, involves the purchase of an iPad/ iPhone application known as square. The application allows businesses to sell items or tickets using one's iPhone or iPad. It is available for purchase at approximately $1,000 and would allow Cin to continue to use their one line point of service. However, instead of only being able to sell tickets at the cash register, an additional employee would be able to walk up and down the line selling patrons movie tickets. Before a final decision is made all available resources and options should be considered. If square is purchased there will be an additional staff cost each night in order to have two people selling tickets rather than just one at the cash register. Online ticket sales would be another relatively easy way to reduce ticket lines on site and to increase Cins convenience features. Cins webpage already has the ability to accept membership enrollments and payments through PayPal. Cins PayPal set-up could be tweaked and tickets could easily become available for purchase online. Cin is currently seeking a computer database system which will allow them to sync Cin member numbers to members credit card numbers, allowing members to purchase movie tickets and concessions through their member accounts. Linking information would also increase the quality of sales because staff would be aware of member status when swiping credit cards for purchase. Saving credit card information would also create records associated with how frequently people visit Cin and in return create a potential member/ donor list. Lab Space Rentals Currently the lab space is rented on a regular basis, but only at peak times. Cin needs to attract new types of patrons who would use the space during afternoon and weekday hours, as opposed to solely evening and weekend hours.
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Birthday Parties Parents are often seeking new and exciting spaces to host parties for their children. Allowing members and nonmembers alike the opportunity to reserve the lab space and the screening rooms at specific times throughout the day could be a great opportunity to bring the culture of film alive among the youngest of children. Getting children excited about film through birthday parties will continue Cins mission and earn additional revenue. For members, reduced rates may apply depending on their level of membership. Contracting with other businesses in the community to organize birthday parties and provide discounted party supplies in exchange for advertising, etc. could be a great mechanism for building long-standing relationships within the community. Arts and Community Events Hosting and promoting arts and community events will expand Cins mission within the community. Allowing the space to be used at a low- to no-cost rate for local artists and community groups will not bring in immediate revenue, but it will build Cins relationship with the community at large. Creating and promoting Cins reputation within the community may be a way to secure future business and revenue. Marketing the Lab Space Finding cost-effective ways to inform the public that a welcoming rental venue awaits them at minimal rates would be an optimal way of gaining Cins exposure and visibility within the community. Accessing vacant billboards free of charge may be a viable option for Cin to bring in additional funds for businesses, organizations, and clubs seeking a versatile space to host events. Additional Earned Income Ideas Introduction of specialty drinks and food choices paired with the theme of the film screening. The website and member newsletter should feature the special drink. People get excited about themes and specials, and may attend more movie screenings because of planned specialty items. Initiation of meals and special events to celebrate holidays (Mothers Day, St. Patricks Day, etc.) Minor holiday programs are currently an untapped market that Cin should consider. People enjoy celebrating whenever possible and evenings themed to minor holidays could draw large audiences. (Ex. For St. Patricks Day: Irish themed movie and green beer could attract a large audience.) Develop calendars with photos related to Cin and coupons that can be used over the course of the month (perhaps only available for sale to members). Creating a calendar would provide Cin with advertising throughout the year in patrons homes and constantly remind them of the presence of Cin. Including monthly coupons may encourage people to come see a movie at least once a month in order to redeem them. Creation of a Living Social Deal, not just a movie, but also a special event.

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Attract more symposiums, conferences, and luncheons to increase lab space rentals during daytime hours as opposed to only evening hours. Increasing the hours of the day the lab space is rented will increase exposure and revenue.

Increasing the audience pool for Cin will bring in more revenue and potentially, new donors and supporters. Some people in Athens are currently unaware of Cin and the services provided. With exposure to the atmosphere, new audience members may transition from patrons to donors.

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Membership Analysis including Strengths and Weaknesses Cin has done a good job up to this point of defining levels of membership and offering them for purchase in several outlets. One can read about membership and its benefits in the lobby at Cin and register in person or purchase a membership online. Members are offered a parking discount, which is a huge draw as the theater is located in the heart of downtown Athens where parking is continually an issue. Recently, Cin has taken several measures to solidify a stronger membership base including offering tours of the space to members, creating community advertising directed at members, and planning a member appreciation event. As of April 2012, membership at Cin totaled 296. While this number may seem high, there remain some detriments to a smoothly flowing membership system at Cin that can be easily improved upon by leadership and staff. One weakness of the membership system is that member cards do not hold any data, but are simply cards a member can show upon arrival at Cin. Also, there is not a dependable system in place to delineate members from donors, or distinguish to potential members or donors which is which. For Cin moving forward as a nonprofit organization, it will be vital to keep extensive records of member and donor information, and express to potential supporters the benefits of membership versus a one-time donation, and vice versa. Leaders at Cin have articulated a focused philosophy on membership: it should be driven by genuine support for Cin and its role in the community rather than benefits or perks. With this in mind, there are several recommendations that would enhance the system already in place as well as foster a renewed support of Cin shown in member numbers and engagement. Recommendations and Justifications Membership Software The first recommendation for improving the current membership system at Cin is to purchase and install membership software that will streamline not only the registration process, but also potentially the point-of-service on site at Cin when members attend films or events. A suggestion for member database software is given in Appendix B. As an integral part of the switch to membership software at Cin, purchasing new swipe cards for members that can hold information from the database (much like a gym card or library card) is a crucial step for updating existing records. New software and cards for members will allow Cin employees to access all relevant information about members at the point-of-service. For example, if a members card is swiped and their membership is about to expire, the employee can alert them to that fact and streamline the renewal process in person. Such software also allows Cin to send automatic emails to members whose package will expire soon. In order to use the new database to its full potential, Cin will need to modify existing registration procedures for memberships. Obtaining the birthdays and favorite film genres of new members, as well as asking survey questions such as How did you find out about Cin? or What are your favorite things about Cin? would help leadership to better serve the needs of current and potential members. The registration form in both print form and online will need to be modified slightly to obtain such information.
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Website and Brochure Revisions As mentioned above, the registration process online for memberships will need to be revised to include additional information about each new member. Also, a renewal option on the membership page of Cins website would make it easier for current members to renew without having to re-enter their information. For both the website and membership brochure, improvements are recommended for the content of each. Currently, the brochure and web page for membership are identical, and do not offer the reader adequate information about why they should become a member, or rather, the case for giving. If the brochure and web page were edited to mirror Cins case statement (a condensed version), potential members might consider membership more seriously, and at higher levels. A mock-up of a new membership brochure is included as Appendix A. Member Benefits After reviewing the membership packages of three nonprofit theaters on the East Coast, we have several recommendations for additional member benefits. Cin could utilize these as a simple way to amp up membership without completely altering the existing packages. First, offering local business discounts with Cin membership is an added benefit for both members and Cin as an organization. Creating partnerships with the various downtown Athens businesses will help to build community and demonstrate legitimacy to potential members. For example, any Cin membership might get you a 10% discount at Teds Most Best Pizza. Cin could in turn offer a discounted ticket price with presentation of a receipt from Teds Most Best Pizza. Cin could easily add a listing of member discounts to the membership web page and brochure. Another member benefit that Cin could begin to implement fairly soon is a new member swag bag. Upon purchasing membership, one would receive a bag containing their parking decal, new membership card, any Cin coupons, a listing of their membership benefits and a Golden Ticket. This ticket would be good for one free film screening with the suggestion that the member give the ticket to someone who has never been to Cin. In keeping with Cins philosophy that membership perks should not be an expectation, surprise perks would be an added gesture for members, but at Cins discretion. For instance, pairing drink specials or concessions to complement the theme of a film (available to members only) would provide random recognition. These perks would be available to the public as well, but given discounted or free to members. Member Recruitment In an effort to reach out to current and potential members more effectively, phone membership drives can be initiated by board members, employees, and volunteers. Bi-annually Cin should pick a day to make phone calls to current members and any recent donors that did not purchase a membership package. Current members should be thanked and, if necessary, asked if they would be interested in renewing their membership. Recent donors should be asked to consider the benefits of membership at Cin. Membership is a great source of regular and somewhat dependable revenue for Cin. Raising member numbers with help introduce people to Cin, create better relationships with regular donors, and encourage consistent attendance at film screenings that in turn brings in revenue.

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Individual Giving

Analysis Including Strengths and Weaknesses Due to the recent transition from a for-profit business, Cin is entering the nonprofit world free of debt. This will not last very long, however, which means the board must put a lot of effort into looking for and implementing innovative new ways to encourage todays busy people to make donations. Although making a gift to Cin is not difficult at the moment, it is also not publicized well. Currently direct donations can be made by logging onto the Cin web site or by writing a check and mailing or dropping it by the box office. For those who want to become more than just a donor, there are several levels of membership they can choose from which range in cost from $35 to upwards of $5,000 at Producer level. All donations and membership costs are either all or partially tax deductible depending on the benefit package included. Some of the larger packages come with tickets or other perks, but the cost of these perks cannot be deducted. Therefore if you become a member at the Full Monty level, which is $435, you can only deduct $250 at tax time. Both founder Brigitta Hangartner and executive director Gabe Wardell have expressed an interest in pursuing donations via text similar to the campaign done by the Red Cross for victims of the Haiti earthquake. Wardell is especially interested in finding out how Cin might be able to capitalize on social media outlets such as Facebook by soliciting and collecting donations through the Facebook Causes application. Causes was designed specifically for that purpose. This would be an excellent and dynamic way to raise additional funds via Cins online presence. It is imperative that the board understands that individual giving begins with each board member and his or her own willingness to give to the cause they are representing. Therefore, we recommend that they use a Donor Form designed to collect data about potential donors (see Appendix H). Recommendations and Justifications Recommendations for the board include providing members with a step-by-step strategy to enhance their individual giving program. This strategy includes the aforementioned donor information cards that are designed to collect information from board members regarding potential donors they might know. Identified donors will be entered into a database for potential donors, separate from that of current donors. Additionally, building upon the idea that each board member most likely knows several people that could potentially become a substantial donor, Cin should create a Get Involved donation trailer on DVD that could be used as a tool for introducing Cins work. Additional recommendations include an increased focus on social media utilization. While these outlets rarely bring in large amounts of revenue they do provide a tremendous source of advertising, getting the Cin brand in front of more and more audiences. Cin can increase their social media presence by running frequent member surveys via their Facebook Fan page as well as holding Tweet-a-thons for members. Both of these increase the brands visibility with an audience currently overlooked. Cin has a blog that was primarily maintained by the organizations founder. It would be a good idea to reinstate the blog and ask for members feedback and suggestions both for desired films and special events.
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Website Revisions After a thorough review of the Cin website it is recommended that the organization hire a professional web designer to overhaul the page. Currently the site reflects the brochures Cin offers in both color and style. This design unfortunately lacks the innovation and creativity Cin has come to be associated with as an organization and a brand. The lack of a dynamic web page detracts from the brand that Cin has created and does nothing to entice people to donate. If redesigned, a key component should be to incorporate Flash to make the page more visually appealing. Cin should also consider the growing mobile audience and be sure to make their page mobile-friendly. First, there is entirely too much text on most of their pages and too few images. The images that are present are small, uninteresting and do not represent Cins brand nor do they capture the viewers attention. Cin does a good job of updating their current film offerings but it is recommended that they change the format so that the movie posters become more of the central attraction, preferably on their own page rather than stuck in the middle of the home page. While social media outlets have been incorporated into the site, the widgets reside only on the home page rather than on a banner or column where they could remind the user to share what they like. Research suggests that while the viewer will not take an extra step (i.e. click backwards to share something they find interesting), they are much more likely to share if the icons are present on the page being viewed. The color scheme should be seriously re-thought. The current black and white scheme, while classic, does not carry over well on a primarily visual medium that should encourage the viewer to interact. The most successful web colors are blue and red according to a poll done by Mashable.com last year. Perhaps Cin could incorporate more of those colors into their web palette without completely disregarding the black and white theme currently in use.

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Special Events Analysis including Strengths and Weaknesses Cin has held three special events since the summer of 2011 as part of the process of building a strong membership during the organizations transition from private to nonprofit management. Special events during the last year were held about one per quarter and included the following: Event Summer Classic Film Series Worlds Smallest Airport Premier Cin 5th Year Anniversary Timing July 2011 January 2012 Focus Membership drive Cultivation of new and existing members and donors Cultivation of new and existing members and donors Results XXX new members XXX new members $XXX net profit TBD

April 2011

Since the basic template for these special events is a good fit for the organization and has effectively raised money and members for the organization, it should therefore continue to be implemented. Following this basic template, special events: include a film screening and reception, thus connecting each event to the organizations mission engage current members and donors by providing them special opportunities to participate at discounted rates capitalize on board relationships to identify potential new members and supporters are paid for through business, board or other individual sponsorship of the event such that the net financial gain is increased focus on member and donor cultivation without hard-selling attendees are large enough to have a financial impact, but intimate enough to allow board members and staff to mingle and foster relationships with attendees (approximately XXX) are structured around important organizational dates, and/or popular or locally significant films, allowing the flexibility to make each event a unique but not an overwhelming endeavor For example, in the case of the Summer Classic Film Series an event was structured around a popular film program designed to draw in audiences and potential members/donors. In the case of the Worlds Smallest Airport Premier, an event was designed around a locally produced film to highlight the special role Cin plays in the Athens community. Cin does not currently have a signature annual fundraising event, although the Summer Classic Film Series could easily become such a special event for the organization. Developing a signature annual event would help raise the organizations profile in the community, provide an opportunity for Cin to engage potential members and donors in a new way, and provide an annual fundraising focal point for the board, corporate and local business sponsors, and other Cin supporters.
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Recommendations and Justifications Cins current fundraising efforts are designed to showcase the organizations mission and core activities and have been financially successful. We therefore recommend that Cin continue to use the current special event template for three of the four quarterly events, while adding a signature fundraising event to the annual calendar. Member Engagement Events Three of the four quarterly events should follow the template outlined above and focus on current and new member engagement. Friend-raising over fundraising will be the primary focus of these soft sell events. To improve on Cins already effective approach to these events, organizational leadership should consider the following ideas and adjustments: Before each event, review the organizational case statement with staff, board members and other volunteers to help ensure that all Cin representatives are facile in promoting mission, programs and impact. Explicitly communicate the organizations mission and impact in a variety of ways (e.g. Get Involved trailer, pre or post-screening speech, board member conversations). Vary the focus of member engagement events to target different audiences of current and potential supporters. For example, base events around different film genres (documentary, feature, etc.), and/or different organizational strengths articulated in the case statement (e.g. local Athens love, independent film voices, etc.). Sponsorships and Partnerships Cin has successfully engaged sponsors and capitalized on partnerships for the type of friend-raising events described above. The organization should continue to work with local businesses and corporate entities with branches in Athens to underwrite special events. Partnerships, particularly with various departments within the University of Georgia, as well as regional consulate offices have worked with Cin to organize screenings of individual and film series. Cin should continue to develop such partnerships and explore opportunities to build friend-raising special events around screenings where partners can underwrite the majority of expenses. Signature Fundraising Event In addition to these less structured friend-raising events, Cin should also consider developing a signature event that capitalizes on the glamour of Hollywood and the movie industry. To date, Cins friend-raising events are effective in capitalizing on the organizations appeal as a vital member of the local Athens community and a venue for the exhibition of unique cinematic voices. These organizational characteristics are not universally appealing, however. Cin could tap into a broader base of support based on the American love affair with the glitz and glamour of Hollywood. The Cin Oscars could be modeled after Project Safes highly successful fundraiser Dancing with the Athens Stars, which makes similar use of the glamour of the entertainment industry. For this event, Cin leadership would need to identify Directors, Athenians who support Cin, are able to contribute and leverage contributions from others, and are willing to commit to the fundraiser. Each Director would then select a film based on parameters set by
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Cins board, and contribute an initial entry fee of $500 to participate. Directors would then have a set period of time to garner votes for their film at a cost of $1 per vote. At the end of this period, the special event committee would tally the votes and determine the winner of Best Picture. At this point, the focus would shift toward the actual Cin Oscars event. The event would be promoted as a glamorous affair where the winners of the Cin Oscars receive their awards, making it attractive to both potential attendees and sponsors. Attendees would have the exclusive privilege of attending the award ceremony and reception, and voting in all categories other than Best Picture (e.g. Best Actor/Actress in a Leading Role, etc.). Tickets to the award ceremony would be sold at $50-$75, and attendees would cast their votes at the time they sent in their RSVPs giving the special event committee time to tally all votes. For a lower ticket price, supporters could attend the premier screening of the film that wins Best Picture immediately following the award ceremony. Expenses for the event would include decorations for Cins lobby (e.g. an actual red carpet, spotlights, food for reception etc.). Revenue would include entry fees, voting fees and ticket sales, and sponsorships for both the award ceremony and the premier screening of the film that wins Best Picture. According to projections in the Budget (see Appendix J), this fundraiser would net over 50 percent of gross income, thus passing the threshold suggested by Weinstein. What is more, since this fundraiser is based entirely around film exhibition it is well aligned with the mission and core activities of Cin as suggested by Hart. To further enhance the events connections to Cins mission, the Get Involved trailer could be screened at the top of the award ceremony, and/or the MC could highlight the organizations mission, activities and impact throughout the evening. The proposed signature event would thus serve to raise Cins profile in the community, engage a broader pool of participants in contributing to the organizations bottom line, and highlight Cins mission and impact.

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Grants Analysis including Strengths and Weaknesses Due to the recent change from for-profit to nonprofit, Cin has only applied to two grants within the past year. Earlier in 2012, Cin applied to grants from the Georgia Council for the Arts and the National Endowment for the Arts in the approximate amounts of $2,500 and $70,000, respectively. If awarded, the funds from these grants will go to the physical exhibition of films. Both of the grants were for film exhibition, and the results from these submissions will take place later in the summer. While Executive Director Wardell has been quick to apply to available grants, Cin leaders must determine what areas they wish to have funded. Since Cin is still a new nonprofit, there are many ideas and suggestions for programs and campaigns that would require funding. However, it is imperative that Cin follow the recommendations set forth by this group to: 1) Create a clear and succinct mission statement, and 2) Develop a strategic plan based on that mission statement that can guide the organization into the future. Availability of funding is crucial to any nonprofit endeavor; nonetheless, creating programs or campaigns based around available funding is a questionable practice and increases the risk of mission drift. Once the organization creates a clear plan of its goals and priorities, or a strategic plan, it will be much easier to identify potential funders (Holland, 2012). So far, potential funding topics have ranged from marketing and guest speakers to technology upgrades. As with any organization, there are a myriad of areas that could be funded, especially since Cin is attempting to develop its membership and community presence. For the purposes of this project, potential topics have been narrowed down to identify which areas Cin should focus its energy on at the present time. As Cin begins to apply for more grants, they may want to elicit the help of professional grant writers. Please see Appendix G for potential UGA contacts regarding grant writing. Of course, Executive Director Wardell has experience writing grants, so this is purely a reference to use on an as-needed basis. The organizations current strengths are Director Wardells knowledge and experience with grants. He recognizes the importance of this funding source and has wasted no time in applying to multiple grants since his acceptance of the position earlier this year. The biggest weakness is Cins lack of direction in what needs funding. Once Cin creates a clear mission statement and narrows down which programs they wish to develop, it will be much easier to identify potential grants.

Recommendations and Justifications For the future, Cin should focus on grants that deal with programming and education, film festivals, and capacity development. Immediately, Cin should attempt to obtain grant funding for the needed technology upgrades. There have already been multiple applications for film exhibition funding, which allows Cin to focus on other funding priority areas. Therefore, grant focus should be devoted to technology upgrades, programming, capacity building, and film festivals. Proposed Funding Foci In order to narrow the field of available grants, Cin has identified the following subject areas for focus: film exhibition, programming and education, equipment/technology upgrades,
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capacity building, and film festivals. Executive Director Wardell has expressed an interest in creating a capital campaign around upgrading the film projection technology. Currently, Cin primarily screens films in 35mm, and most of the industry produces films digitally. Cin must make upgrades to their screening equipment within the next year to remain compliant with the industry and able to show digital films. Upgrading film exhibition technology will allow Cin to stay competitive with other for-profit cinemas in the area and increase the level of service to the Athens community. However, Cin should postpone funding this endeavor through a capital campaign for at least two more years. Nonprofits should have an appropriate amount of time in between capital campaigns, usually seven to 10 years. Since the most recent capital campaign was only 5 years ago in 2007, Cin should focus on other areas for funding purposes. Also, because funding the technology upgrades through a capital campaign is not recommended, grant funding would be an ideal way to finance this needed change. Given the recent application to two separate organizations for film exhibition earlier in 2012, we propose focusing on funding for programming and education, capacity building, equipment upgrades, and film festivals. Cin has an established annual film festival called the Classic Summer Film Series. As mentioned above, this will probably become one of the organizations annual special events/fundraisers. This might eliminate the potential funding available for this film festival, since many grantors are disinterested in funding special events, fundraisers, or annual campaigns. However, Cin could identify and have other sporadic film festivals for which there would most likely be available funding. Programming/education and capacity building are both areas that funders seem interested in supporting, based on our preliminary research into available funding. Of course, leaders in the organization must determine which programs are priorities before they secure funding. For this reason, it is our recommendation to focus on obtaining a grant to fund or partially fund the technology upgrades to be able to show digital movies. This will enhance Cins level of service provision, in addition to securing its ability to continue providing the same high-quality service in the future. Grant Database Two group members met Executive Director Wardell at the Atlanta Foundation Center to find potential grants for Cin. We have compiled the grants from the Foundation Center and other web research into an Excel document for convenience. In addition to including information on the organization, its areas of interest, the application process, and contact information, we have also ranked each grant. The rankings are 1 through 5 with the following assignments: 1 = interests match and Cin eligible to apply 2 = interests match and Cin currently ineligible to apply 3 = interests may match and Cin currently eligible 4 = interests may match and Cin currently ineligible 5 = interests are not a good match This ranking method allows Cin leaders to quickly identify grants worth pursuing. Also, this database is easy to manage, allowing leaders to add and eliminate grants as they see fit. Please see Appendix C for a sample from the grant database; the entire database will be included as an electronic copy to the Cin Board of Directors and Executive Director. From this database, we have chosen two grants that are potential matches for Cin, although there are several in the
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database worth pursuing. These grants are with the AEC Foundation and Georgia Power Foundation, Inc. Letter of Inquiry and Grant Outline For the purposes of this project, we have included a letter of inquiry and grant outline for the Georgia Power Foundation, Inc. Please see attached appendices D and E for the letter of inquiry and grant outline.

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Other Sources of Revenue Analysis including Strengths and Weaknesses Currently, Cin hosts poetry readings. However, Cin has done very little to provide comprehensive educational programming to a diverse body of people. By focusing on developing new educational programming and community outreach initiatives, Cin can extend its reach in the community and gradually begin to function independently as a sustainable nonprofit organization. Prior to June 2011, Cin operated as a for-profit organization. Because a for-profits main focus is to increase profit, developing educational programs was not mandatory or deemed necessary. Conversely, nonprofits strive to fulfill a distinct purpose by providing relevant services and programs that will benefit the greater community. In doing so, nonprofit organizations thrive and confer their indispensability. Recommendations and Justifications As a recently established nonprofit organization that screens diverse international and independent films, Cin is currently at a pivotal stage in development. In order to further distinguish this art house as a viable nonprofit organization committed to broadening the perspectives of individuals who would otherwise lack access and exposure to international viewpoints, Cin should consider developing a range of innovative methods to cultivate new relationships with each segment of the community. By taking proactive steps to invest in the community it serves, Cin can be a premier organization in the Athens area that continues to offer film connoisseurs an intimate setting to convene and enjoy films but concomitantly develops additional programs that engage youth and marginalized groups in the community. Developing additional programs focusing on the pre-production, production, post-production and distribution phases of the filmmaking process will have a twofold effect on Cin. Cin renders itself invaluable by providing experiential learning programs to underserved youth and adults while subsequently generating other sources of revenue. Establishing reciprocal, long-term relationships with partners in the community involves research, mutually beneficial interactions, and programming as well as meaningful discourse. In order to increase trustworthy relationships, prospective participants and patrons must be invested in the mission and trust that they are not being targeted solely as a pointed campaign effort to raise funds. As such, implementing these programs will necessitate a gradual, concerted effort on the part of Cins staff, board members, and volunteers to become more involved in organizations that embrace or reflect diversity. Taking deliberate steps to participate in events that board members, staff and interns are currently involved in should be exercised first. Successful film-based programs have been implemented in other areas of the country that have used similar educational and community outreach efforts to ensure each pocket of the community is positively impacted by their nonprofit organization. Because Cin is a smaller facility, we have only recommended Cin implement three new programs: filmmaking workshops for students between the ages of 10-18, Unrehearsed summer camp program, and Stick to the Script summer camp program for the same age group. Attempting to make sudden changes without determining which professors and interns will facilitate programs could result in potentially outstanding programs failing before they are properly executed and facilitated. Interns need to be fully trained to determine how to properly use equipment and structure activities throughout the day that are creative and interesting for students involved. Because film interns
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will enter Cin with a substantial amount of knowledge, we highly recommend interns be selected from the Film Studies Department. Throughout this section, attracting new audiences who have not attended arts events in the past and developing culturally diverse audiences through creative educational programming, proactive community outreach efforts, and cultivating volunteers and interns will be discussed. By investing in programming, Cin can lay the foundation for prospective supporters over an extended period of time. Offering flexible payment plans, and expanding film show times will be included as strategic efforts to produce revenue. Educational Outreach Initiatives The process of making artwhether it is written, performed, photographed, filmed, danced, or paintedprepares children for success in the workforce not simply as artists, but as future leaders in any profession (Presidents Committee on the Arts and Humanities, 2011). Incorporating instructive, hands-on experiential opportunities into the services Cin provides the community would foster visual literacy, critical thinking skills and inventive ways to interpret and express events occurring in the local and global community. These educational programs would be particularly useful for underserved youth because data has revealed that arts education programs significantly advance students achievement, motivation and engagement, and social competencies (Presidents Committee on the Arts and Humanities, 2011). By establishing educational programming that will positively impact the community it serves, Cin will become a sustainable nonprofit organization. The costs to participate in programs, activities, summer camps, and workshops offered will generate other sources of revenue. Filmmaking Workshop Program Multiple workshops will be implemented to teach students and adults from various professions and backgrounds about the process of filmmaking. A professional filmmaker (i.e., animator, documentarian, etc.) from UGAs Film Studies Department will lead a series of 12 onsite workshops. Cin provides equipment and space. The program will conclude in a red-carpet screening of the completed student films at Cin. Each workshop will provide participants with information regarding the pre-production, production, and post-production phase of the filmmaking process. Students will have the opportunity to sell their short films on a compilation DVD for of $3.50 each. Youth have the opportunity to raise awareness and effect change by producing a short film that expresses a point of view about a social issue of their choosing. Students are given the opportunity to collaboratively write, direct, produce, and edit. Projects are created using a computer, a digital video camera, and movie editing software. Summer Camps Students between the ages of 10-18 will be afforded the opportunity to engage in a fourweek camp that delves extensively into various dimensions of the filmmaking process. Students will learn about lighting, angles, camera movement, screenwriting, directing, editing, and much more when they enroll in this fun-filled program. Depending on their personal interests, they may choose to enroll in the scripted fictional film program (Stick to the Script) or the unrehearsed documentary program (Unrehearsed).

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Unrehearsed This four-week program will be available for students ages 10-18. Students who register for this program will be immersed in learning techniques for creating short films and documentaries. As participants are learning how to captivate audiences through thoughtprovoking documentaries, they will be working in small groups to create an original short film. Working in small groups will help students develop social skills, critical thinking skills, and the art of compromisingall of which are relevant, transferable lifetime skills. A red carpet event will be held to screen the short films. To add an exciting element to this screening event, viewers will be asked to choose their favorite short film. The short film that is selected as the viewers choice will be screened the night of the upcoming opening film. Minutes before the main film is screened, the full short film or clips of the short film can be introduced to the audience as a local students stellar original piece. Stick to the Script This four-week program will be available for students ages 10-18. Students registered for this session will be submersed in a participatory experience tailored to elements of fiction films. As students are developing and honing their abilities to create plotlines, characters, and scripts, they will also work in small groups to create an original fiction film. A red carpet affair will be held to showcase the fiction films created during this program. At the screening event, viewers will be asked to choose their favorite fiction film. The fiction film that is selected as the viewers choice will be screened the night of the upcoming film. (See Appendix N to view the registration form for the proposed programs). Community Outreach Initiatives Tapping into populations that are typically overlooked by creating programs and activities that are specifically tailored to complement the needs and interests of subgroups within the Athens community will be crucial as Cin evolves. Developing new partnerships with other agencies and organizations within the community will be vital as Cin advances art, particularly cinematic, appreciation in different segments of Athens. Senior Citizens and Disabled Persons Partnering with retirement communities and agencies serving disabled persons would function as a concentrated effort to reach every pocket of the local community. On a predetermined weekday that Cin has reduced ticket sales, films that may be of specific interest to the aging community should be screened. Hosting a pre-screening event, such as bingo could enhance the senior citizen experience. Upon exiting the screening room, provide baked cookies as a minor gesture of appreciation. Group rates will be presented for groups of 20 or more. This effort could both enhance the quality of life for senior citizens and people with disabilities as well as increase ticket sales and membership. Community Forums The community forum will be an online blogging community that serves as a mechanism to link members of the community to Cins recent and upcoming screenings, events, and programs. Maintaining current information will be imperative in order to guarantee that current
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and prospective members have access to accurate updated information related to Cin. Creating thought-provoking dialogue should also be at the core of this community forum blog. Carefully selecting trusted, well-known members of the filmmaking community to serve as guest bloggers in the initial phase of development will be a great way to jumpstart this online community forum. Intern and Volunteer Development At the heart of every nonprofit organization should be a devoted group of volunteers and interns. Actively recruiting, training, evaluating, and rewarding interns and volunteers will be essential as Cin establishes itself as a necessary nonprofit venue in the community. Volunteers and interns would serve multiple functions at Cin. Depending on individual strengths, interests, and backgrounds, tasks and roles will differ. Some volunteers could be engaged in direct solicitation by initiating in-person contact with every school in the local community, while others may wish to play an active role facilitating workshops and planning red carpet events that showcase students original pieces. Other volunteers may be interested in providing input on developing effective marketing and communication strategies to ensure a full house. The key is to determine which tasks and responsibilities will highlight the skills of each volunteer and ultimately benefit Cin. Also, all volunteers could be responsible for asking their friends, family members, and/or organizational affiliates for donations during specific campaigns and projects. (See Appendix M to view the volunteer application). Expand Show Times Screening films at various times throughout the week could also be a minor adjustment to increase ticket sales. Currently, Cin screens films Sunday through Saturday beginning at 5:00 pm and ending at 10:00 pm. On Saturdays and Sundays, show times begin at 2:00 pm or 2:30 pm. We propose Cin expand screening times in the following ways: Monday-Friday: 12:00 pm, 1:05 pm, and 3:00 pm Saturday-Sunday 12:00 pm, 1:05 pm

Payment Plans Offering flexible payment options for students and families interested in registering their children for filmmaking workshops and summer camps is highly encouraged. Because the costs and fees to attend workshops may be difficult to handle in a one-time payment, multiple payment plans should be readily accessible and easy to discuss. (See Appendix L to view the proposed payment plan form). Also, allowing board members or other members in the community to sponsor a child by covering the full costs of the summer session would be an option that would ensure every student has an opportunity to participate in the summer camp program of their choice under circumstances when covering the registration fee is too costly. Raising Funds By launching educational programming and pointed outreach efforts, Cin can collect fees for services and generate revenue through products for sale. As mentioned above, compilation DVDs from both filmmaking workshops and summer camp sessions can be sold the night each short film is screened. Each DVD can be sold for $3.50. In order to ensure each
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segment of the population can receive services, a sliding-scale fee-for-service plan can be executed for summer sessions and filmmaking workshops. Registration fees for filmmaking workshops and summer camp sessions will also provide Cin with other sources of income not currently utilized. In addition to charging fees for services, a new body of prospective donors may be interested in Cin as the educational programs begin to have a positive impact on the students it serves. As parents and teachers observe noticeable improvements in their childrens level of academic achievement, the number of prospective donors sold on the effectiveness of Cins workshops and summer sessions will bolster income. For this reason, constructing a clear method of evaluation and assessment that adequately reveals progress will be of the utmost importance. Evidencing students success academically, creatively, and motivationally will help substantiate Cin as an auspicious nonprofit with the clear ability to enhance and positively impact the community it serves.

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Funding Transparency and Legitimacy with Donors Being transparent adds legitimacy to an organization, which is absolutely crucial for nonprofits that depend on donors and other funders. Four identified issues to nonprofit legitimacy include: 1) loss of distinct nonprofit activities as private organizations deliver many of the same services, 2) concerns about accountability, 3) misunderstanding of the new and emerging roles that nonprofits play, and 4) misalignment of popular political and nonprofit values (Schlesinger, Mitchell, & Gray, 2004). Legitimacy is a pertinent issue for all nonprofits, and as a newly formed nonprofit, Cin has a unique opportunity to establish its legitimacy early on. Analysis including Strengths and Weaknesses A prominent strength in Cins legitimacy and transparency is the organizations established reputation within the Athens community as a well-respected business. While only operating for five years, Cin has gained the trust and respect of many business owners and private citizens. The previous for-profit status has resulted in other strengths, such as having a clear and operational website, established customer base, and an organizational culture that recognizes the importance of the customer/client. Cin has also worked to establish nonprofit legitimacy. For example, the organization is registered with the IRS and listed with Guidestar.org as a nonprofit, where its Form 990 is available. However, the recent transition to nonprofit status has left the organization with some serious weaknesses. Some of the most instrumental elements of a nonprofit organization: the mission statement, goals and objectives, and impact on the community, are either seriously underdeveloped or nonexistent. Of course, the leadership is working to correct these issues; however, not having these items clearly outlined for the public compromises legitimacy. Recommendations and Justifications While Cin has a justifiably positive reputation in the Athens community, there is some confusion over why the organization switched from for-profit to nonprofit status less than a year ago. In order to gain the confidence of current and future patrons, Cin should strongly consider implementing the following recommendations for increasing transparency and legitimacy:

Cin should make clear attempts to explain its transition from for-profit to nonprofit; this will quell any suspicion or misunderstanding the public or patrons currently have. Develop a clear mission statement depicting Cins necessary presence in the community. Make the mission statement available on the website and in the building. After the mission statement, Cin leaders should create a strategic plan for the organization, detailing the future priorities and goals. If the Board of Directors is open, they could hire a part-time consultant to facilitate the development of a strategic plan. For a suggestion on a possible part-time consultant, please see Appendix G. Create a clear case statement for the organization to be distributed to potential donors. Please see Appendix K for a proposed case statement.

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Cin should make a concerted effort to provide the same high level of service to its patrons as it did when it held for-profit status. Otherwise, patrons and potential donors will become skeptical or suspicious of the organizations transition. Communicate clearly and on a regular basis with the public about Cins progress and intentions as a nonprofit. This will be an especially crucial step with donors. Publishing a monthly newsletter, either online or as a physical document, will make donors feel informed about the organization and enhance their feelings of ownership. As part of the annual report, Cin should form objectives tied to their goals and priorities, with mechanisms in place to measure outputs and outcomes. This will increase transparency and accountability, making the organization more appealing to a variety of funders. After the calendar year is over, Cin should publish its annual report on its website and have copies available for donors, board members, etc. Once Cin establishes its goals and priorities, they can examine the possibility of partnering with other organizations to accomplish similar objectives. These partnerships will build on established relationships and continue to increase Cins legitimacy within the community.

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Budget, Implementation Plan, and Criteria for Measuring Progress Budget Estimated expenses and projected revenue are compiled in the electronic copy of this report; for a sample of the proposed fundraising budget, please see Appendix J of this document. This budget has been organized in such a way the Cin leadership can pick and choose from the suggested activities described. The budget reflects our best estimates of revenue and expenses but deserves further elaboration before implementation. Implementation Plan An implementation plan broken down by the various strategies and activities described in this report is similarly provided as an electronic copy; for a sample, please see Appendix I of this report. Again, this plan has been organized in such a way the Cin leadership can pick and choose from the suggested activities described previously, and is intended as an outline that deserves further elaboration before implementation. Criteria for Measuring Fundraising Progress All of the strategies and activities described in this report are intended to increase earned and contributed revenue for Cin. Therefore, the ultimate measure of their success is increased and diversified revenue for the organization. This being said, we suggest that Cins leadership consider documenting the following measures to use in ascertaining the impact of fundraising efforts. As Cin assumes the mantle of nonprofit management, it is essential that the organization measure and assess the impact of various efforts in order to ensure that staff and volunteer capacity is being directed in the most effective manner for organizational success. A combination of these and/or other measures could therefore be used to create a fundraising dashboard for the organization. Number and type of films screened annually Strategic plan development Ticket sales and attendance Lab rental revenue and number of rentals per month Net income from special events and specific initiatives such as Mothers Day event Number and total revenue from donations annually Number of new members Membership renewal Number of sponsorship Rate of grant approval Amount of awarded grant funding Number of volunteers and interns Program objectives and outcomes achieved through grant funding (also see below) Criteria for Measuring Educational and Community Outreach Program Impact To determine whether measurable change in opinions and positive improvements in the academic setting have been achieved, administering pre and post-survey questionnaires to students and teachers prior to and upon completion of filmmaking workshops and summer
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sessions is advised. Refer to Appendix O to view a sample questionnaire for participating students. Asking each student to tape a personal video explaining what the workshop or summer session meant to him or her will also be an important component of evaluation. Allowing volunteers and interns to place questions, concerns, and comments concerning their first-hand observations in a predetermined location will also allow board members, the executive director, and volunteers to maintain open communication as Cin jumpstarts these educational programs. This additional measure will help to ensure filmmaking workshops and summer sessions are as useful, exciting, and impactful as possible.

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Final Thoughts Suggestions for how to improve Cins fundraising efforts have been made throughout this report and are summarized and grouped according to impact and capacity needed to implement in Table 3. With these changes, we are confident that Cin is on the path for sustained success. Table 3: Summary of Recommendations Based on Capacity and Impact
Quadrant 1 Quadrant 2 Increase marketing efforts through print, on-line, etc, New Point-of-service Database to facilitate ticket sales to members and frequent viewers Increased lab space use (birthday parties, community use, marketing, etc.) Creatively packaged meals and screenings (e.g. Mothers Day, etc.) New swipe cards Link member database and point-of-service sales Providing local business discounts with membership Membership database Get Involved Trailer Film festival highlighting Cins impact Develop signature event Develop clear mission statement and strategic plan Payment plans Educational outreach initiatives (film making workshops, summer camps, etc.) Community outreach (senior citizens, disabled persons, community forums) Internship and Volunteer Development Quadrant 4 On-line ticket sales Increased marketing through marquee, website, etc. Database to facilitate ticket sales to members and frequent viewers Improving website and brochure Collecting contact info during membership registration process Member recognition Board engagement Increasing social media presence Utilize grant database Identify future funding priorities (e.g. equipment upgrades) Expanded show times

low capacity

high capacity
Quadrant 3 Swag bag, golden ticket, and other member benefits Specialty cocktails

low impact
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high impact

Appendix A

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Appendix B
Membership Software Suggestion: MemberClicks

As a company based in Atlanta, MemberClicks is an extremely accessible option for a new membership database. MemberClicks specializes in small-staff organizations, and offers database solutions with a wide variety of features useful to Cin. For a semi-small membership such as Cin has, MemberClicks offers very competitive pricing on packages that serve all software needs and include top of the line support. The company offers complete setup training and support, which is invaluable to an organization that is new to member/donor software. Complete information can be found at www.MemberClicks.com.

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Appendix C
Potential Grants
Rankings:

interests match 1= and Cine eligible to apply 2= interests match but Cine currently ineligible

Ranking

3= interests may match and Cine currently eligible 4= interests may match and Cine currently ineligible 5= interests are not a good match

Name

Found?

Date Updated

3

Fields of Interest

General Mills Foundation Foundation Center

Feb-12

Deadlines

Other Notes

Type of
Grantmaker

Wants to support hunger and nutrition wellness, education, family services, and arts and culture

None

Email letter of inquiry to foundation for capital requests. Telephone calls and visits not encouraged. Types of support include capital campaigns, general/operating support, program development. Application form required. Application submission materials include: population served; prinicpal source of support for project in past; copy of IRS determination letter; brief history of organization and mission; copy of recent annual report/audited financial statement/990; list of BOD, trustees, officers and other key actors and affiliations; detailed description of project and funding amount requested; copy of current year's org budget and/or project budget; list of additional sources and amount of support

Company- sponsored foundation

Address
1 General Mills Blvd. MS CC-01 Minneapolis, MN 55426-1347

Limitations
Giving mainly in areas of company operations, including GA. No giving for endowments, annual appeals, advertising, seminars or workshops, publications, film, special events or fundraisers.

Contact
Ellen Luger, Exec. Dir.

Website
www.genmills.com/en/Responsibility/Community_Engagement.aspx

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E-mail
CommunityActionQA@genmills.com

Appendix D
May 7, 2012 Georgia Power Foundation, Inc. Christy Terrell Charitable Giving Northeast Georgia Region Contact crterrel@southernco.com (706) 357-6530 Dear Ms. Terrell: I am submitting the following as an initial inquiry for the Georgia Power Foundation, Inc. to consider a full proposal for the established Athens nonprofit, The Athens Film Arts Institute (AFAI). Organization Description The Athens Film Arts Institute (AFAI) is a 501(c)(3) nonprofit organization dedicated to enhancing community development and enrichment through the art of film exhibition and other artistic media. Beginning as a for-profit theatre in 2007, Cin is a beautifully preserved historic building in downtown Athens, GA with two rooms dedicated to showing unique and exceptional films from around the country and world. Last year, board members established AFAI, the new organization supporting Cin and obtained nonprofit status with the IRS. Cin provides highquality films that are otherwise unavailable to Athens residents. The organization appreciates the value of all art forms and endeavors to bring these experiences into the lives of Athens citizens, thereby enhancing quality of life. The Need Art serves a variety of important societal functions. In fact, past research indicates that art has the ability to build and unite communities by creating public spaces dedicated to the experience of art1. Similarly, Cin endeavors to utilize their space as a forum for art experience, both for seasoned artists and members of the public. While Athens does have several multiplexes throughout the area, Cin is the only small theatre regularly showing independent and foreign films. As such, Cin provides a unique service to the community, fulfilling a crucial gap in available art forms. Many Cin patrons also value the contribution Cin makes to the Athens culture. Converted from an old tire business, Cins historic building stands as an artistic icon on its own. Adding to that is a creative, inviting space for residents to enjoy a different kind of film experience than what is offered in commercial multiplexes. One only has to look at the Athens music scene, visual art, and popular dance studios to acknowledge Cins alignment with the Athens attitude of creative expression. We feel fortunate to be able to provide a unique service to Athens residents, and we hope to continue expanding our programming to enhance the Athens quality of life and community engagement.
1 Grodach, C. (October 2010). Arts spaces, public space, and the link to community development. Community Development Journal, 45(4), 474-493. 40 | P a g e

In addition to providing a specialized service to the Athens community, Cins view of art is expansive. We use our lobby to display local art, and Cins space has also been used for poetry readings. In the future, we plan to hold workshops on the art of filmmaking and other educational aspects of art to reach a younger audience. Cins comprehensive approach to the art experience enriches the surrounding culture and brings community members together. Purpose of Funding Request Currently, Cin shows films primarily in 35mm. While this is a classic form of film, most films are now only produced in digital form. This means that in the future Cin will be limited in the number of films it can show. In order to stay up to date with industry standards, Cin must convert its equipment to be able to show digital media. This digital conversion is a timeconsuming and large financial commitment, and Cin must obtain outside funding in order to fund this objective. Cin hesitates to begin a capital campaign for these technology upgrades due to a recent capital campaign for renovation of the building in 2007. Therefore, grant funding will be the most efficient way to finance this initiative. Support from the Georgia Power Foundation, Inc. will allow Cin to continue providing the same level of service in the future. Other Funding Sources Cin receives continual support from the community in terms of ticket sales and annual memberships. While individual giving constitutes the majority of Cins revenue, corporate support is another growing category. We have also recently applied for two separate grants with the National Endowment for the Arts and the Georgia Council for the Arts, to specifically fund film exhibition. The results of these grants are pending. Cin is committed to diversifying its revenue in order to continue providing a high-level of unique service to its patrons and the community. Conclusion Cin will continue to provide excellent independent film to Athens in order to promote the experience of art for all members of the community. With the help of the Georgia Power Foundation, Inc., Cin will be able to achieve its goal of technology upgrades sooner rather than later. We are committed to making independent film available to everyone in the community and will work tirelessly to achieve this goal. As an organization that acknowledges the importance of art and culture in community, the Georgia Power Foundation, Inc. will appreciate the value that Cin brings to the Athens community. The Georgia Power Foundation, Inc. has identified arts and culture as a funding priority, and we would like to give your Foundation the opportunity to touch many lives for the better by supporting our organization. Thank you for your consideration, and I look forward to hearing from you. Sincerely, Gabe Wardell
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Appendix E
Grant Outline for the Georgia Power Foundation, Inc. I. Summary a. Cins credibility and need for existence in the community b. Objectives for this project and overall c. Brief statement of Methods to initiate new technology upgrades d. Identify Cin as the grant applicant to the Georgia Power Foundation, Inc. e. Total Cost of technology upgrades for both theatres: $200,000 f. Note funds already obtained through other sources (donations, membership, other grants, etc.) g. Amount Requested: $100,000 - $200,000 (depending on guidance from Cin Board of Directors) Introduction a. Identify Cin as the applicant for funds, specifically for digital conversion (technology upgrades) b. Clearly establishes Cins purpose of bringing high-quality independent films to the Athens community c. Mission statement d. Goals of organization i. Provide service of independent film experience ii. Enhance Cins presence within the community iii. Engage members of public unaware of Cin services iv. Promote community development through provision of artistic space e. Cin Programs i. Film exhibition ii. Film festivals iii. Workshops f. Clients include members of the Athens community and surrounding counties, in addition to any visitors of area g. Cins accomplishments (including statistics) i. Number of films shown ii. Number of attendees iii. Number of memberships iv. Patron/member blurb on what Cin provides to community h. Endorsements from local businesses, patrons, board members, and possible elected/appointed political figures Problem Statement a. Identifies needs of the community and links to goals and mission of Cin b. Statistical support of needs in the community (maybe stats on multiplexes) c. Support from authorities in identifying the need/problem Objectives a. Program-related outcomes: answers the question of what Cin provides to the community, not just outputs b. Identifies Athens community as population served; possibly also mention lack of independent theatres in Georgia (except in Atlanta)

II.

III.

IV.

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V.

VI.

VII.

VIII.

c. Objectives for programs with timelines Methods a. Description of technology upgrades b. Rationale behind these upgrades and their impact on Cin service and the community c. Sequence of activities d. Staffing for technology upgrades (if different from current staffing) e. Identify clients if different due to technology upgrades f. Present scope of activities that can be accomplished with the requested funding and with reasonable timelines Evaluation a. Product and process b. Identify evaluators and how chosen (donors and patrons as biggest evaluators) c. Definition of evaluation criteria d. How will data be gathered for evaluation e. Test instruments/questionnaires (if any) f. Explanation of data analysis g. Evaluation methods and ties to program improvements Budget a. Identify and list project personnel b. Equipment, supplies, travel, other non-personnel costs c. Division of funding sources for project d. Administrative costs e. Justification of each line item included (short sentence or two) Additional Funding a. Plan for future funding b. Other needed expenditures and how they will be covered

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Appendix F

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Appendix G

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Appendix H Sample Board Prospecting Form

First Name: ____________________________________ Last Name: _______________________________ Dear Board Members, We appreciate your support in identifying other potential supporters for Cin in our collective effort to ensure that Athens residents have access to high-quality and thought-provoking film for years to come! Your responses will be kept confidential and used by staff to help foster relationships with current and potential supporters in our community. Thank you!
Donor and Prospect Name/Company 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Maximum Capacity Interest in Cin Your Relationship Willing to visit?

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Appendix I Cine Proposed Fundraising Project Plan

Task Website Changes Add on-line Ticket Sale Contact PayPal or other service providers concerning the steps and cost for implementing online ticket sales Consider Pros and Cons of adding online ticket sales based on a cost analysis Decide on on-line ticket sales system Internet Searchability and Website Upgrade Rank internet marketing goals Develop concept donor recognition page on website Due Person responsible Status

ASAP ASAP ASAP ASAP

ED ED, Board of Directors ED, Board of Directors ED, Board of Directors ED, Board of Directors

Hire professional consultant to develop a new web page design and address Cines searchability on the internet
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2 months

ED, Board of Directors

Appendix J Cine Proposed Fundraising Budget

Projected Task Revenue Website Changes Internet Searchability and Website Upgrade Earned Income POS and Ticket Sales Purchase of "square" application Weekly Personnel Addition (1 staff member @ $8.50/ hour @ 4 hours a day) Creative Sales Signature Drink Sales (40 drinks/week @ 52 weeks @ $7/drink ) $14,560 Signature Drink Supplies (40 drinks/week @ 52 weeks @ $2/drink ) Calendar Sales (100 calendars @ $15/calendar ) $1,500 Calendar Sales (100 calendars @ $8/calendar )

Projected Expenses Notes $2,000 Consultant $1,000 $238 $4,160 $800

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Appendix K

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Appendix L

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Appendix M

Volunteer Application
Contact Information
Name Street Address City ST ZIP Code Home Phone Work Phone E-Mail Address

Availability
During which hours are you available for volunteer assignments? ___ Weekday mornings ___ Weekday afternoons ___ Weekday evenings ___ Weekend mornings ___ Weekend afternoons ___ Weekend evenings

Interests
Tell us in which areas you are interested in volunteering ___ Administration ___ Events ___ Field work ___ Fundraising ___ Deliveries ___ Phone bank ___ Newsletter production ___ Volunteer coordination

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 Special Skills or Qualifications

Summarize special skills and qualifications you have acquired from employment, previous volunteer work, or through other activities, including hobbies or sports.

Previous Volunteer Experience

Summarize your previous volunteer experience.

Person to Notify in Case of Emergency

Name Street Address City ST ZIP Code Home Phone Work Phone E-Mail Address

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 Agreement and Signature

By submitting this application, I affirm that the facts set forth in it are true and complete. I understand that if I am accepted as a volunteer, any false statements, omissions, or other misrepresentations made by me on this application may result in my immediate dismissal. Name (printed) Signature Date

Our Policy
It is the policy of this organization to provide equal opportunities without regard to race, color, religion, national origin, gender, sexual preference, age, or disability. Thank you for completing this application form and for your interest in volunteering with us.

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Appendix N

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Appendix O

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Appendix P

References Hart, H. (02 May 2012). Special Event Fundraising [PowerPoint presentation]. Retrieved from UGA ELC. Holland, DK (2006) Branding For Nonprofits: Developing Identity with Integrity. Holland, T. (13 February 2012). Strategic planning [PowerPoint presentation]. Retrieved from UGA ELC. Presidents Committee on the Arts and the Humanities (2011). Reinvesting in arts education: Winning Americas future through creative schools, Washington, DC: Author. Schlesinger, M., Mitchell, S., & Gray, B. H. (December 2004). Restoring public legitimacy to the nonprofit sector: A survey experience using descriptions of nonprofit ownership. Nonprofit and Volunteer Sector Quarterly, 33(4), 673-710. Sterne, Jim (2010) Social Media Metrics: How to Measure and Optimize Your Marketing Investment. Chap. 2-3 Weinstein, S (2009). The Complete Guide to Fundraising Management (Third Edition). New York: Wiley.

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Appendix Q Author Biographies

Megan Miller Megan Miller is a graduate of Oberlin College and a first year Master of Public Administration (MPA) candidate at the University of Georgia. Megan recently moved to Georgia with her family from Detroit, Michigan where she served as the Director of Programs at Mosaic Youth Theatre of Detroit. Mosaic is an internationally acclaimed youth development organization that has performed with artists such as Maya Angelou, Aretha Franklin, Al Green, Sweet Honey in the Rock, and the Temptations for audiences in North America, Europe, Asia, Africa and the Kennedy Center. While at Mosaic, Megan grew satellite program participation from 230 to more than 1000 youth served each year, and represented Mosaic in an inter-agency collaboration recognized as a model for collaborative youth arts programming. In 2009 Megan was selected to represent Mosaic as the organizations Emerging Leader at a nine-month Neighborhood Excellence Initiative Program sponsored by the Bank of America Foundation. Nikia Poch Nikia Poch is a graduate of The University of North Carolina at Greensboro and a first year Master of Social Work candidate at the University of Georgia. Nikia recently relocated to Georgia from Bethesda, Maryland. While Nikia resided in Maryland, she worked as a full-time Special Education Teacher in Washington, DC. In June 2009, Nikia was one of few individuals selected to instruct at-risk youth in the highly competitive District of Columbia Teaching Fellows Program. The District of Columbia Teaching Fellows Program is designed to train accomplished professionals and recent college graduates to become high-impact teachers that have proven through past accomplishments that they are motivated to end a legacy of educational inequality in the nations capitol. In her downtime, Nikia is a spoken word artist committed to illuminating and eradicating social injustices domestically and abroad. By shedding light on oppressed populations, Nikia hopes she can be a positive force to ignite social change. Rebecca Powers Rebecca is a graduate of Virginia Polytechnic Institute and State University with a BS in the Science Option of Human, Nutrition, Foods, and Exercise and a BA in Art History. Currently Rebecca is pursuing a Mater of Historic Preservation degree at the University of Georgia. While attending graduate school Rebecca completed an internship with the United States Army in Hawaii gaining working knowledge of the National Historic Preservation Act and the Section 106 process. Simultaneously to pursuing a master degree, Rebecca is also working towards a certificate in nonprofit management. After graduating from the University of Georgia, Rebecca aspires to continue her professional career in historic preservation and urban development.
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Sara Beth Puckett Sara Beth Puckett is a graduate of Appalachian State University with a Bachelors degree in Public Relations. She is currently a student at The University of Georgia seeking a Masters in Nonprofit Organizations. Sara Beth has a wealth of experience working with international nonprofits and specializes in international development. She has travelled to Kenya three times and was chosen for a community development internship in Mombasa, Kenya in 2011 where she taught English, Science, and Creative Arts to students in the citys poorest school. Sara Beth plans to relocate to Atlanta following graduation and begin a career that helps fulfill her dream of an end to global poverty. Kristina Summers Kristina Summers is a graduate of the Grady College of Journalism & Mass Communications at the University of Georgia and a current graduate student in both the Conservation Ecology & Sustainable Development and the Masters of Nonprofit Organization program also at The University of Georgia. Kristina formerly spent three years with the Georgia Department of Natural Resources, Wildlife Resources Division, Nongame Conservation Section as a Public Affairs Specialist and is credited with helping to create the social media policy and communications plan for the state. In her spare time she works as a blogger and social media consultant helping wildlife conservation and natural resource organizations with their communications plans. She also teaches part time while working towards her degree. Kristina believes that by working in conservation ecology and outreach she can leave the world a little better than she found it, which is her ultimate goal in life - so that she leaves a better world for her children. Kristina is married to a documentary filmmaker and has three children. Michele Wiesner Michele Wiesner is a graduate of North Georgia College & State University in Dahlonega, Georgia with a Bachelor of Science in psychology and a Bachelor of Arts in French. Currently, she is a second-year Master of Public Administration (MPA) candidate at the University of Georgia with interests in nonprofit management, local government, and public policy. A lifelong resident of Georgia, Michele has close ties to the Athens community and hopes to stay involved after graduation. She has experience in grant writing, research, communication, and project management. Additionally, she has worked with a variety of nonprofit organizations, including the Downtown Development Authority for Commerce, GA and Project Safe, Inc. After graduating, she plans to work with the nonprofit Hire Heroes USA as their Volunteer Coordinator. Hire Heroes USA aims to reduce the high level of veteran unemployment by working with veterans and their spouses after military separation. Michele looks forward to a career dedicated to serving the public.
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