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Fix Business Plan :: Graduate Thesis

Fix Business Plan :: Graduate Thesis



FIX = Forward Innovation Xchange ...

FIX = Forward Innovation Xchange

“An innovation nation is a country that is committed to constantly reinventing the nature of its innovation capabilities to improve the lot of humanity” (Kao, 2007, p.14).

The United States is falling hard and fast beneath the learning curves of other nations, and our current schools are not preparing students with the necessary skills to face emerging market expansion, automation, and a more competitive global labor force. While older generations retire from a more comfortable life of abundance from the post-war boom, younger generations will inherit such predicaments as over-populated jails, poor health-care systems, oil dependency, overflowing landfills, aging infrastructure, and resource depletion. To remain competitive in a shifting global economy, our children must acquire the ability to innovate and the agility to reinvent a more promising future (Kao, 2007).



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    Fix Business Plan :: Graduate Thesis Fix Business Plan :: Graduate Thesis Document Transcript

    • FIXSM 1Running Head: FIXSM BUSINESS PLAN FIXSM Business Plan: Thesis Capstone 2008 Design Management at Pratt Institute Tiffany Feeney, Benjamin Knight, Maren Maier, Danielle Penn, and Maya Schindler Pratt Institute: School of Art and Design Mary McBride, Jackie McCormack, & Denise Tahara DM 673 April 1, 2008 All Rights Reserved © 2008
    • FIXSM 2 Table of ContentsContents ………………………………………………………………..……………… 2Executive Summary ………………………………………………………...…………..3Company Overview ……………………………………………………………..……...6Product and Service ………………………………………………………………..…..10Environmental Analysis……………………………………………………………..….20Market and Industry Analysis ……………………………………………………….…29Marketing Plan …………………………………………………………………….…...44Operations Plan ………………………………………………………………………...52Development Plan ……………………………………………………………………...63Management Plan ………………………………………………………………………69Competitive Advantage ………………………………………………………………...80Financial Plan …………………………………………………………………………...82Funding ………………………………………………………………………………….89Appendices ………………………………………………………………………..……..93References ……………………………………………………………………………...133
    • FIXSM 3Executive Summary“An innovation nation is a country that is committed to constantly reinventing the nature of its innovation capabilities to improve the lot of humanity” (Kao, 2007, p.14).The United States is falling hard and fast beneath the learning curves of other nations,and our current schools are not preparing students with the necessary skills to faceemerging market expansion, automation, and a more competitive global labor force.While older generations retire from a more comfortable life of abundance from the post-war boom, younger generations will inherit such predicaments as over-populated jails,poor health-care systems, oil dependency, overflowing landfills, aging infrastructure, andresource depletion. To remain competitive in a shifting global economy, our childrenmust acquire the ability to innovate and the agility to reinvent a more promising future(Kao, 2007).Forward Innovation Xchange, (FIXSM), a subsidiary of Creative Crumbs, Inc., offers amobile summer program that inspires creativity and innovation, and empowers youth tocontribute to a sustainable future. It was born out the belief that the failure to nurturecreative intelligence in the American education system weakened our ability to competein the global market.FIXSM travels around the country in search of untapped creative talent, challengingparticipants to re-imagine the world around them. The program ventures intocommunities with a portable lab in tow, bringing participants ages 13 to 17 from across
    • FIXSM 4the United States together with local participants to incubate innovative solutions forlocal challenges. Using its dynamic curriculum formula, Awareness + Transformation = InnovationFIXSM deploys its high-tech mobile lab to immerse participants in local issues, exposesthem to concepts of design and sustainability, and stimulates creative leadership.Collaborative, hands-on activities encourage them to think about economic, social, andenvironmental issues in new ways. Equipped with technical and digital resources, theInnovation StationTM, the FIXSM program’s mobile lab, helps students build prototypes,develop patents, document their work, take risks, and share ideas with other participantsacross the country. FIXSM participants gain recognition for their work in an annualcompetition, called the InnoventionTM, and are given a chance to build on their successesbeyond the program through internships and other career opportunities, and withscholarship money to fully develop their ideas under patent protection.Research suggests that students are increasingly turning to the growing 11 billion dollarcamp industry to find pre-college, travel, and community-based programs. FIXSM willmarket its specialty summer program as an innovative camp experience, incorporatingtravel, adventure, community service, and college exposure all in one. Digital media willact as one of the FIXSM program’s main marketing vehicles, using innovative interactivecampaigns on and offline, to build awareness about the program. Online engagement willserve to inspire dialogue, collaboration, and action amongst youth, spreading sustainablechange from community to community. Other forms of marketing include travelingexhibits, community engagement at local competitions, participant-generated video
    • FIXSM 5commercials, as well as FIXSM branded viral interactive brain-teaser games aboutsustainability that get passed around online from user to user.FIXSM has identified an opportunity to re-imagine the summer camp experience and builda competitive advantage around mobility, flexibility, and accessibility. By breaking awayfrom the stationary camp model, FIXSM is able to spread innovative thinking tocommunities across the country, hone in on local and global challenges to designsolutions, and reach a wider audience. While most travel tour and pre-college camps caterto wealthier demographics, FIXSM ensures accessibility to participants with varyingsocioeconomic and ethnic backgrounds who have an interest in creative problem solving,curiosity, adventure, and humanitarianism spirit. The curriculum is designed withflexibility as a core attribute enabling it to be easily tailored to the needs of each programtheme. Finally, the use of digital technology as a means to encourage collaboration andcommunity action is another key component underutilized by other camps. The FIXSMonline forum and use of video technology promote idea exchange between programlocations nationwide, with access well beyond the summer.The FIXSM management team consists of five core members: Tiffany Feeney, BenjaminKnight, Maren Maier, Danielle Penn, and Maya Schindler whose managementexperience, education, professional networks and design related expertise lend strongleadership to the program. Each member has a Masters Degree in Design Managementfrom Pratt Institute. Cumulative professional expertise includes college recruitment andadmissions, communications management at the United Nations, filmmaking, multi-
    • FIXSM 6media marketing, advertising, public relations, online publishing, graphic design, webdevelopment, and sustainable supply chain management. Finally, each member is anexperienced camp counselor or camp director from a range of camp sub-segmentsincluding travel, religious, pre-college, and specialty camps.FIXSM will rely heavily on grants and donations to execute its five-year growth plan. Inthe first year, the company must secure at least $133,000 to cover start-up expenses andoperational needs for its initial summer program. Estimates project that FIXSM will gross$80,774 by 2012, and will continue to generate enough revenue in subsequent years tosupport ongoing operational and administrative expenses. At the five-year benchmark,FIXSM will introduce a long-term fundraising timeline to finance its expansion plan andsecure additional locations, raising approximately $50,000 to $100,000 in funds per year.FIXSM intends to apply for grants from private and public not-for-profit organizations,and will aim to exceed its conservative annual funding goals in support of an endowmentfor scholarship funds.Company OverviewCreative Crumbs, Inc., founded in 2008, is a 501(c)(3) not-for-profit organizationoffering innovation and education initiatives, including mobile residential summerprograms, school and after-school workshops, and national competitions. Its subsidiary,Forward Innovation Xchange (FIXSM), is a mobile residential summer programheadquartered in New York, NY. FIXSM will roll out its first beta test summer program inthe Tri-State area in 2009. The short-term growth strategy includes an aggressive
    • FIXSM 7expansion plan to nine main regions in the United States within fifteen years (Northeast,Tri-State, Mid-Atlantic, South, Midwest, Rockies, Southwest, West, Northwest). Afterfive successful years with the summer program, FIXSM plans to offer extracurricularprograms and educational workshops to high schools. Long-term growth plans involveinternational expansion of the FIXSM summer program and programs for younger agegroups.Mission StatementFIXSM is an adventurous summer program whose mission is to spark interest in creativethinking and inspire innovation by immersing participants into local communities,challenging them to solve problems, and instigate positive change.Vision StatementFIXSM hopes to prove the value of creativity in classroom curriculum, the importance oftapping into every child’s full learning potential, and the crucial role innovation plays inincubating stronger, more ambidextrous minds prepared to face the challenges of thefuture.Business ObjectivesThe ultimate FIXSM goal is to become a national leader, educator, and incubator forinnovation, inspiring education policy makers to reinvigorate the American educationsystem, making it more suitable for the current global environment. The company hopesto grow into a mid-sized not-for-profit with a $3 million dollar endowment by the year
    • FIXSM 82015 to be used as scholarship money and investment funds for education and innovationinitiatives. FIXSM will set its scholarship ratio above the national summer camp industryaverage of 10 percent in order to include as many participants as possible from varioussocioeconomic, racial, and ethnic groups. A major objective of the FIXSM summerprogram is to include participants who might not otherwise have considered design as acareer choice or may have never been exposed to design disciplines due tosocioeconomic reasons. The company also hopes to build a large and vibrant communityof creative youth who band together across America to design a more environmentally,socially, and economically sustainable future.Program Objectives1. To build a strong professional and educational network across colleges, universities,industries, and government, leading toward innovation through solidarity.2. To secure a strategic partnership with the Cooper Hewitt Design Museum, an arm ofthe national Smithsonian Institute.3. To enroll 180 participants from 2010 to 2014, and double enrollment every five years.4. To allocate 15 percent of company revenue towards scholarship money for programfees.5. To expand the online community and arrange licensing deals with media companiesfor advertising.
    • FIXSM 9Growth ObjectivesPhase 11. Beta test at Pratt Institute - summer of 20092. Program commencement - summer of 2010Phase 21. Curriculum workshop launch in high schools - 20132. National InnoventionTM - summer of 20144. Program expansion to nine regions across the United States- 2025Phase 3 (2014 and Beyond)1. Program extension to younger age groups2. International program expansion3. Curriculum accreditation for college creditProgram Goals1. To have fun.2. To redefine design, innovation, sustainability, and creativity in the minds of ourstakeholders.3. To build a strong culture that encourages risk taking and failure, spawns out of the boxthinking, and values the entrepreneurial spirit.4.To give youth a versatile skill set by making the creative process tangible andapplicable to all professions.
    • FIXSM 105. To foster different types of thinking, such as auditory, visual, kinesthetic, abstract,analytic, and logical.6. To instill an understanding of cause and effect, life cycles, and long term effects ofmaterial choices on a local and global scale.7. To promote inter-localization: illustrate that localizing problems is as important ashighlighting global challenges.8. To inspire action through results-oriented and creative, sustainable problem solving.9. To encourage ownership and responsibility of personal and professional choices.10. To create future leaders who will FIX problems and positively influence otherseverywhere they go.Product and ServiceProgramFIXSM is an adventurous summer camp on wheels, inspiring creativity and innovation,and empowering youth to contribute to a sustainable future. The program session willtranspire over a two-week period and travel from community to community across theUnited States, immersing participants between the ages of 13 and 17 in an environmentwhere they can incubate untapped creative talents and explore solutions to localeconomic, social, and environmental challenges. Each program is designed to address atheme specific to the needs of a given region, such as waste, energy, water,communication, food and agriculture, mobility, urbanization, education, poverty,homelessness, disease, and obesity, among others.
    • FIXSM 11The program is intended to attract students with a knack for creative problem solving,curiosity, adventure, humanitarian spirit, entrepreneurial courage, and an interest inmaking a positive difference in the world. Designed in two-week modules, FIXSMexposes participants to concepts of design and sustainability using a dynamic curriculumformula: Awareness + Transformation = InnovationThe goal is to inspire creative leadership by building awareness around an issue,encouraging transformation in thinking and approaching to the issue, and designing afinal innovation project that attempts to solve the issue, instigate positive change, andattract the resources necessary to accomplish these goals. The students will exit theprogram with video presentations for distribution to all stakeholders, including thecommunity, as well as viable products and services for potential patents and prizes.CurriculumAwarenessThe Awareness stage assesses the knowledge level of participants, exploring what theyknow, think, and feel about the particular program topic. Program directors will thenguide a series of activities allowing participants to explore the topics in greater detail,drawing big pictures that create an intimate familiarity with the topic. Based at universitycampuses, FIXSM will provide participants with exposure to leading academic institutionsand serve as professional experts and a gateway into the community. Students will
    • FIXSM 12partake in adventurous field trips, research and mapping exercises, and enjoy guestlectures from a variety of disciplines to help build awareness around the program theme.TransformationThe fifth through eighth days will focus on transformation, which is the pivotal linkbetween awareness and innovation. FIXSM will teach participants to turn theirpreconceptions on their heads and re-imagine problems with the help of holistic thinking,life cycle analysis, and out of the box exercises. It will force participants to ask howproducts, systems, and processes can be transformed to serve sustainably, and to examinethe effects of transformation. Through hands-on design activities and real-life application,participants will learn about the origins and outputs of materials and processes, andunderstand life cycle approaches to the design choices they make. Students will also learnfor every problem there are a myriad of solutions of which none are finite. The programsinter-disciplinary approach encourages the cross-pollination of ideas, requiring mentalambidexterity ranging from kinesthetic and visual learning to critical and abstractthinking.InnovationThe climax of the program takes place between the eighth and fourteenth days whengroups create exciting innovative projects that tackle the issues relating to the programtheme, and find solutions by reinventing new processes, products, or programs. Groupswill have the opportunity to build prototypes, patent their ideas, and test theirentrepreneurial courage through close collaboration with professors and industry
    • FIXSM 13professionals. They will also document their innovations in multi-media presentations,culminating in a mini film festival at the end of the program where participants mustpersuade the audience to the validity and viability of their idea. In the spirit ofcompetition by collaboration, FIXSM will also offer a national InnoventionTM whereparticipants will showcase their work, compete for scholarship money, internships,mentorship opportunities, and possible patent protection. The public will vote on theirfavorite film clips through an online poll hosted on the FIXSM website, inspiring onlineactivism and disseminating awareness about the power of innovation for a sustainablefuture. FIXSM believes that participants deserve recognition and a chance to build upontheir accomplishments beyond the program.Program FeaturesFIXSM has identified an opportunity to reinvent the summer camp around mobility,flexibility, and accessibility. By breaking away from the stationary camp model, FIXSM isable to spread awareness, inspire transformation, and foster innovation in communitiesacross the country, hone in on local issues, and reach a wider audience. This also givesFIXSM the freedom to involve the community and incorporate their participation intoevery aspect of the program. To aid this promotion, FIXSM will use mobile labs,technology, college campuses, and industry experts as central features of the campexperience. These components combined with the program’s agility will keep FIXSM ontop of the competition.
    • FIXSM 14Mobile LabAll fieldwork will make use of the FIXSM program’s mobile-lab, the InnovationStationTM. The lab is an eco-friendly mobile vehicle that simultaneously acts as a hi-techmobile field station and design studio. This design studio, in conjunction with the campusstudio location, will serve as incubators and idea playgrounds, encouraging collaborativeenvironments where students can brainstorm, execute ideas, take risks, learn how to takecriticism, justify their work, and constructively analyze their peers inspiring healthycompetition.Equipped with technical and digital resources, the Innovation StationTM accompaniesparticipants on dig days (field trips) to assist them with building prototypes, developpatents, document their work, gather information and share ideas with other participantsacross the country. The FIXSM curriculum will offer a holistic approach to educationcombining the analytical and contextual skills of the current academic classroom with thecreative and experiential skills of the design studio.There will be an Innovation StationTM available at every summer session dedicatedexclusively to the activities of that summer’s curriculum. As FIXSM expands into otherregions, the number of labs will increase, and each program’s participants will be able tointeract, share, collaborate, and compete in healthy design competitions hosted by FIXSM.Participants and the local community will assist in the design of the Innovation StationTMfor each region. This will generate enthusiasm and serve as the connecting thread
    • FIXSM 15between summer programs across the country, increasing community commitment andbrand awareness.TechnologyAdvanced technological resources will position FIXSM at the cutting edge of innovationand inter-connectivity. FIXSM recognizes that today’s youth are highly tech-savvy anduse digital media as a means to socialize, collaborate, and express themselves. FIXSM willtap into this generational undercurrent, broadcasting the importance of innovationthrough social networks, blogs, and videos. It will use these trends to add celebrity toinnovation and encourage empowerment through the collaboration and dissemination ofideas.Each child will be equipped with an open-source laptop conceptually similar to thoseoffered by the One Lap Per Child (OLPC) initiative. Laptops will operate on the FIXSMnetworking platform, and be used by participants to do research, document findings,evaluate work, collaborate with peers, and stay connected to family and friends.Specifically, the laptops will allow participants to collaborate between FIXSM programsnationwide with similar program themes. Participants will also be able to follow theprogression of other program activities, get updates about upcoming events, accessinformation about exemplars and staff, connect with alumni, publish their work, and trackprojects long after program completions. This online activism will facilitate localinnovation work, raise awareness, and encourage long-term community participation.
    • FIXSM 16College CampusesFIXSM programs will be held throughout the summer on participating college campusesin various regions across the United States. The college will provide room and board, aswell as access to campus facilities and faculty. The campus experience will familiarizeparticipants with college lifestyle and allow them to interact with peers, faculty, and realcollege students, therefore gaining further insight into college life and about the types ofcolleges they will want to attend.CommunityThe community plays a vital role in the FIXSM program. Partnerships between theprogram and community members will expose participants to real life scenarios anddemonstrate the power of community alliances. Community members will be encouragedto participate in the innovation process and offer input towards final presentations at theprogram’s mini film festival and through online polling. This inter-localization of globalchallenges will teach students that one-size-fits-all solutions to problems do not work,because they must be tailored and scaled to fit each community’s needs. Finally,community exposure will help participants learn to appreciate diverse cultures.Program BenefitsThe benefits of FIXSM extend to many stakeholders, most notably guardians and students.Students gain knowledge, empowerment, friendship, introduction to college life andcareer possibilities, community service, enjoyment of learning, and a sense ofentrepreneurship. Guardians will see children expand and develop skills, strengthen
    • FIXSM 17leadership abilities, increase awareness about the impacts of their choices on the globalcommunity, and grow into better consumers, triple bottom line innovators, and societalleaders.As a result, their children will be better prepared for college and beyond, leaving theprogram with the self-confidence and skills necessary to maneuver successfully intoday’s business climate. As FIXSM builds a strong network of corporate, government,and non-profit partners, it will offer participants exposure to recruiters at top companiesand organizations. With each success, they will brag to all their friends and youngersiblings, which will spark a catalyst effect, spreading sustainable values, attitudes, andactions.Colleges and universities, schools, teachers, and investors also benefit from the FIXSMsummer programs. Colleges selectively collaborate with summer programs that will helpthem gain exposure to strong future college applicants and become associated with itspositive brand identity. Teachers profit from curriculum and workshops that can be usedto stimulate students in the classroom. Investors benefit from students who gainexperience in their particular and or related field of business, thereby building strongeremployment prospects and business leaders for the future.
    • FIXSM 18Program Features and BenefitsFeatures Description BenefitsCurriculum Interdisciplinary modules Awareness, Transformation, teaching holistic thinking Innovation and creative leadershipMobile Design Studio/ Eco-friendly, mobile lab to Open and collaborativeHi-Tech Field Station assist with hands-on design environment encouraging exercises, dig days risk-taking and building confidenceTechnology FIXSM network, one laptop Connectivity and open computer per participant, source collaboration and digital equipmentCollege Campus Program location base Exposure to professionals, within a selected college campus community; guest lectures environment, and college with faculty and experts studentsMobility Nimble program moving Increased frequency and from community to reach, more opportunity for community offering community partnerships and solutions and education making a tangible solutions tailored to each community’s needsInnoventionTM Annual innovation Opportunity to win
    • FIXSM 19 competition held at the end scholarship money, of each summer designed internships, patent for that summer’s protection and further participants, and an annual prototype development national competition made work with expertsOnline Innovation StationTM An online community for Access to like-minded information gathering, students, completed works, sharing, and social works in progress, program networking, promoting partners, and information to activism, self expression, global sustainability and fame initiativesProprietary RightsThe following applications will be filed with the United Sates Patent, Trademark, andCopyright offices in 2008 and 2009. • Copyright protection for FIXSM Curriculum - 2008 • Servicemark protection for FIXSM - 2008 • Trademark protection for Innovation StationTM and InnoventionTM - 2009 • Trademark protection for the mobile design studio/field station, Innovation StationTM - 2009 • Patent Protection for mobile design studio/field station, Innovation StationTM - 2009In addition, FIXSM will secure all proprietary rights of its participants through patent and
    • FIXSM 20copyright protection.Product ExtensionsThe FIXSM summer program will be the first of several product offerings from CreativeCrumbs, Inc. Locations will multiply each summer and beginning 2010 operations willbegin in New York and expand nationwide over the next ten years. FIXSM will add oneprogram at a new college or university every three years. In the second year of operation,FIXSM will launch a comprehensive website and inaugurate its social networkingcomponent. By the third year of operation, an educator’s component will be opened onthe site, offering curriculum materials for teachers, successful teaching tips, professionalcontact lists, and a calendar of events. Product extensions to the summer program includecurriculum workshops for high schools throughout the year, offerings to younger agegroups, international expansion, and college credit accreditation for the FIXSMcurriculum.Environmental Analysis “…we must develop a compelling vision and a blue-print for action that will reinvent the way we educate our children, marshal our resources, pursue our research projects, communicate and share our discoveries, and conduct ourselves in the world community” (Kao, 2007, p. 5-6).By examining current economic, socio-cultural, environmental, and technological trends,it is evident that the world is at a crossroad. For nearly a century, the Industrial Age has
    • FIXSM 21dominated the world as western countries built powerful economies on foundations ofefficiency, linear thinking, and exploitation. These old frontiers, though effective at thetime, have left younger generations around the world with a handful of increasinglynegative predicaments, such as environmental degradation, resource depletion, increasedpoverty, climate change, and oil dependency. As globalization and as global powers shift,these predicaments introduce many uncertainties as well as an array of new opportunities.Economic TrendsForces such as material abundance, resource scarcity, a more competitive global laborforce, and powerful automation technologies, are pushing the world into a new frontier.As Daniel Pink, a leading expert on economic transformation and business strategy, statesin A Whole New Mind: Why Right Brainers Will Rule the Future, “We are moving froman economy and a society built on the logical, linear, computer-like capabilities of theInformation Age to an economy and a society built on the inventive, empathic, bigpicture capabilities of what’s rising in its place, the Conceptual Age” (Pink, 2005, p.1).
    • FIXSM 22Figure 1: Concept illustration of progression from Agricultural Age to the ConceptualAge. A Whole New Mind. Pink, D. (2005).To remain competitive in the new Conceptual Age, today’s children must acquire theability to innovate and the agility to reinvent a more promising future. Human capital isthe primary element of a national success strategy, and without the proper investments ina strong labor force, countries will not be equipped to keep up with the shifting needs ofthe new economy. In the United States, the statistics are alarming, demonstrating that it isfalling hard and fast beneath the learning curves of other nations.The Program for International Student Assessment (PISA), conducted in 2006, rankedUnited States performance among 15 year-old students in Science Literacy 21 out of 30,and 25 out of 30 in Mathematics Literacy of all Organization for Economic Co-operationand Development (OECD) countries (National Center for Education Statistics, n.d.).
    • FIXSM 23Similarly, the Trends in International Mathematics and Science Study (TIMSS), revealeda decline in the performance of American students from grades 4 to 12 in comparison tothose in other countries (Wu, 2005). A report, entitled Tapping America’s Potential,states if current trends continue, more than 90 percent of all scientists and engineers inthe world will be living in Asia by 2010. Additionally, America’s shortage of homegrowntalent will be more magnified as the country’s 76 million aging baby boomers begin toexit the workforce in 2011 (Kao, 2007). These statistics are associated with the lack ofstewardship in properly educating America’s workforce the future needs.EducationThe present education system in the United States, designed to meet the particular needsof industrialization, uses an intellectual model pre-occupied with rationalist ideas, linearthinking, and efficiency. Many pedagogy and curriculum experts agree that this system islong outdated. The extensive administration of standardized tests, and the renewedemphasis on testing fueled by the No Child Left Behind Act (NCLBA), create classroomenvironments where teachers discipline rather than teach, showing students how to take atest rather than how to learn.Though performance on standardized tests may increase with the help of NCLBA, manyteachers complain they cannot incorporate supplemental or creative lesson plans intotheir curriculum because they are too busy preparing students for higher test scores. Thishas been one of the most effective ways to suppress creativity, marginalizing animportant skill for the new economy and limiting the full potential of every child. As Ken
    • FIXSM 24Robinson, Professor, and Great Britain’s Secretary of State for Education andEmployment, states, “We are educating people out of their creativecapacities…completely ignoring the extraordinary creative capacities of children andtheir ability to innovate” (Ted Talks, 2006).In addition, Americans in the top 5 percent income bracket earn 13 times as much asthose in the bottom 5 percent, and the gap between the upper and lower classes iswidening increasingly. These economic trends often push upper class students intoprivate schools, leaving lower-class students in schools that do not satisfy their needsbecause all of the good teachers are attracted to these higher paying private schools,affecting the performance of the students and the allocation government funding to thepublic sector thus further widening educational discrepancies (Griffin-Good, 1999).In response, more colleges and private and not-for-profit companies are forming newschools and programs that are addressing the needs of the lower performing schools.Teachers qualified with the new skill sets will be in high demand, adjusting their style ofteaching to include a more hands-on, specialized curriculum that involves the use oftechnology as support (Griffin-Good, 1999). Curriculum theorists at leading Americanand international universities are advocating for these changes and for an approach to aneducation curriculum more suited for the needs of the 21st Century.
    • FIXSM 25Business TrendsCorporations are entering the diplomatic arena by virtue of their wealth and power.Today, more than half of the largest economic entities in the world are corporations. Non-governmental groups attempt to take on policies, including education and socialinnovation but languish because of slow government processes and bureaucracies.Businesses are equipped to step in and help in areas where the government is slow torespond. In the future, both governmental and non-governmental initiatives will work intandem to help students develop and strengthen a new set of aptitudesFigure 2: Concept illustration of progression of man: Primitive to modern-day. A WholeNew Mind. Pink, D. (2005).Socio-Cultural TrendsShifting temperaments amongst younger generations, known as Millennials, may alsocontribute to new opportunities for the future. In the TIME magazine article titled, Being13 In America written July 2005, a poll of 501 teenagers revealed that 13-year-olds aregrowing up in a world “more connected, more competitive, [and] more complex than the
    • FIXSM 26one their guardians had to navigate as kid” (Gibbs, 2005). The recent years of war,terrorism, and economic uncertainty are creating an indelible mark on teenagers, andforty-six percent believe “that by the time they reach their guardians’ age the UnitedStates will be a worse place to live than it is now” (Ibid).Millennials exhibit strong family values and a high sense of virtue, instilled in part byhighly protective “helicopter guardians” who hover over their children through collegeand even beyond (Howe, 2007). As Millennials mature, they also exhibit increasingconfidence, participation in community outreach programs, an increased interest inAmerica’s political agenda, and a strengthened voice in public discourse. This is in partdue to new vehicles of connectivity and communication, where “kids are transformingtechnology itself into a group activity, powering up their IM and e-mail servers as soon asthey touch a computer, making themselves the most 24/7 peer-to-peer connectedgeneration in history” (Ibid).These social tools help to develop strong team instincts and tighter peer bonds, ingrainingcollaborative skills into the everyday life of Millennials. By eroding the competitive andindividualistic drive associated with Generation X, this group will “take a longer view ofthe future and have faith that their generation can make the world a better place, not onlyfor themselves, but for their children” (Ibid).
    • FIXSM 27Environmental TrendsWith the growing awareness of environmental degradation and resource depletion,businesses are clamoring to change their operations. “Whether its GM unveiling an all-new electric concept car last week, or Whole Foods markets becoming nearly ubiquitous,or the rise of sustainable development, there is no doubt that there is an increased desireon the part of businesses and consumers alike to go green” (Strauss, 2007). The greenrevolution presents opportunities for students entering the work force to offer companiesinsights that can help shape and design new products and processes that are moreenvironmentally friendly, policies that can increase efficiencies, produce higher returnson investment, and generate greater customer satisfaction. A growing number of collegesare now offering sustainability based programming at both the undergraduate andgraduate level.Technological TrendsThe presence of rapid technological innovation offers increased speed and access toinformation, resources, and people reciprocating an increase in the capacity of anindividual to make positive changes. Connectivity is at an all time high, weaving peopleand cultures together from around the globe through video gaming, TV and movieviewing, 3D online virtual worlds, blogging, Instant Messaging and social networking.As of 2007, an estimated 71 percent of the North American population was online,representing 18 percent of worldwide usage (Internet, 2007). (see Appendix B, Figure 1).
    • FIXSM 28The popularity of social networking sites such as MySpace and Facebook continue togrow among teens, with monthly page views in the billions (Freiert, 2007). Web 2.0 andsocial platforms are shaping a new paradigm that promotes collaboration and exploration.In addition, open source technology offers free and equal access to technologicalapplications, creating new opportunities for creativity and innovation, particularly ineducation. A new phenomenon, called virtual schooling, has increased to 82 online publicschools in 19 states, according to Technology & Learning magazine (Carr-Chellman,2006). U.S. News and World Report recently observed, “Across the country, e-learninghas changed from a technological curiosity to an integral part of rural public schooleducation, offering more class options to students” (Ibid).Circumstances such as the new economy, corporate involvement, the Millennialgeneration, environmental stewardship, and digital technology present potent vehicles tohelp steer away from the current global predicaments. However, the root of massivechange lies in an educated and motivated workforce undeterred in exercising creativityand innovation. As John Kao stresses in Innovation Nation, we must undergo a nationalre-examination of the way we educate our children, enabling new generations of studentsto discover their unique strengths and abilities and use their creative talents to meet thechallenges of the 21st century.
    • FIXSM 29Market and Industry AnalysisUnited States Summer Camp Industry OverviewThe summer camp industry is large and diverse, with increasing enrollments annually. Atthe simplest, this industry is composed of day and residential camps classified byaffiliation: agency/municipal, religious, independent for profit, and independent not-for-profit. In the United States, day camps end in the evening and generally include childrenages 4 to 17, while residential camps extend overnight and include children ages 7 to 17.Both camp segments can be broken down into a number of sub-segments, including butnot limited to specialty, travel, community service, and academic.Summer Camp Industry Sub-segments Camp Segment Description Specialty Residential These camps specialize in areas such as applied arts, entrepreneurial business, environmental study, music, science, math, engineering, technology, and gaming. The purpose of a specialty camp is to engage students in specialty interests. Teen Travel Tour and This segment consists of outdoor expeditions, Outdoor wilderness adventure, cultural awareness, leadership, cross-country touring, and language immersion both internationally and domestically. The purpose is to expose teens to different cultures around the world gaining different experiences and life benefits.
    • FIXSM 30 Community Service Community service programs allow kids to get involved both locally and internationally as they engage in service projects within under-served communities. Academic and Academic camps and pre-college programs conduct Pre-college academic classes at colleges that offer college prep in areas such as science, math, general academics, technology, the arts, and business. Their purpose is to expose 14-17 year olds to the college life experience, prepare them for life after high school, and entice interests in varying academic disciplines and extracurricular activities (Summer Solutions, n.d.).Summer Camp Industry SizeAccording to the American Camp Association (ACA), summer camps are a growing $11billion industry, serving approximately 11 million children and adults. Presently, thereare more than 12,000 day and residential camps in the United States, of whichapproximately 7,000 are residential summer camps (ACA Media, n.d.) (see Appendix A,Figures 1, and 2).
    • FIXSM 31Summer Camp Industry Growth RateSummer camps in general experienced an increase in enrollment in 2006, according tothe ACA 2005/2006 National Survey of ACA camp community members. Over 48percent of camps indicated that summer enrollment in 2006 was at its highest or higherthan summers in the past five years (Bialeschki, 2007). When participants were askedabout enrollment in specialized programs, the increased interest in specialized activitieswas 10 percent higher than reported in the previous year’s survey (Ibid). According to theACA, 53 percent of camps are also reporting that the greatest growth is among teencampers (ACACamps.org, 2005). Lastly, teen travel tour programs have proliferated inthe last decade, offering diversified tours to further reaching corners of the world (TheCamp Experts, 2006).Two important triggers for increased summer camp enrollment are steadily increasinglevels of disposable income and busier adult lives, as both guardians work outside thehome. As a result, summer programs have increased in demand as a means to superviseand educate their children. The condition of the camp industry is predicted to be “…quitestrong [and] so long as children are born and parents must work to support the family thiswill continue” (National Camp Association, n.d.).Summer Camp Industry TrendsAccording to summer camp admissions director Jeffrey Shumlin, “We have noticed a realtrend toward doing things that are meaningful and moving away from indulgentadventures” (Strieb, 2007). The summer camp industry has diversified as a steady growth
    • FIXSM 32of specialty camps have been designed to offer programs that meet specific needs. Therole of summer camps has been changed to address the new global economy, bringingdiverse groups of people together to enjoy activities and each other (Faris, n.d.). Today’scompetitive college application process also encourages students to strengthen skills byattending specialty summer camps (Adams, n.d.).Target Market OverviewThe key stakeholders of FIXSM are students, guardians, teachers, partners/sponsors, andlocal communities. While guardians and children make their purchasing decisions forsummer camps together, the child is usually regarded as the main influencer of thedecision-making and the primary customer of the industry.The FIXSM program’s primary target is students in grades eight through eleven, who planto enroll in four-year colleges and universities, and enjoy engaging in summer programs.The type of participant who would excel at FIXSM has a natural curiosity, creativecapacity, humanitarian spirit, and a diversity of interest including but not limited to artand design, science, math, and technology.The FIXSM program’s secondary target includes guardians of students. FIXSM seeks adultswith an interest in travel, culture, technology, and humanitarianism. These guardians arehighly invested in their children’s education and encourage exposure to new people,places, and things.
    • FIXSM 33Tertiary target market members include high school administration, such as teachers,guidance counselors, and principals. Others include private partners and corporations,non-profit organizations, angel investors, local communities, government organizations,and universities and colleges.Primary Target: StudentsMarket SizeCurrent size of United States student population ages 13 to 18: • 20.8 million = Number of students grades 8-11 enrolled in public and private schools throughout the United States in 2007 (National Center, Fast Facts, n.d.) • 3.3 million = Number of high school graduates in the United States in 2007 (U.S. Census Bureau, 2007) • 15.3 million = Enrollment number at undergraduate degree granting institutions in the United States in 2007 (Ibid) • 466,000 = Number of science and engineering college undergraduates in the United States in 2005 (Science and Engineering, 2008) • 45,000 = Number of students enrolled in 4-year art & design schools in the United States, with many thousands more enrolled in summer and continuing education programs (AICAD, n.d.) • 1,493,861 = Students between grades 8-11 in the Tri-State Area (National Center, State, n.d.) • 1,390,454 = Number of enrolled undergraduate students in Tri-State Area (Ibid)
    • FIXSM 34Market GrowthAccording to the College Board’s Projected Social Context for Education of Children,1990-2015 conducted by Richard Krop and Georges Vernez:(see Appendix A, Figures 3, and 4). • Projected growth rates for population ages 0-24 from 1990 to 2015 is 15 percent, from 88 million in 1990 to 102 million in 2015. • Projected growth rates for 15-17 year olds from 1990 to 2015 is 20.8 percent, the largest of all segments 0-24. • The number of high school graduates is estimated to increase from 3.1 million in 2003-4 to 3.3 million in 2016-2017. • Students earning associate’s degrees will likely increase 9 percent overall from 2004-05 to 2016-17 and by 26 percent overall for bachelor’s degrees in the same years (National Center, Projections, n.d.).DemographicsThe program seeks out students from a wide range of socio-economic profiles as wellracially and ethnically diverse backgrounds. FIXSM targets participants who may nototherwise be exposed to design or sustainability issues regularly, with particular attentionpaid to recruitment in underserved communities. Each program will enroll students fromacross the country but will always ensure participants from the community are alsorepresented. Overall, the consumer market will likely be predominantly regional with amajority of applicants from the Tri-State, Upper Midwest, and West Coast areas. The firstprogram will take place in New York City.
    • FIXSM 35PsychographicsFIXSM seeks ‘Millennial’ students that describe themselves as creative, inquisitive, andnot generally accepting of the status quo. They want to understand how things function,and do so, by exploring and researching ideas to better understand them. They are self-motivated, self-initiated, and self-aware and can be easily pushed to question the factssurrounding a given situation. Students in this group possess innate curiosities, see theworld from a more holistic viewpoint, and can understand an even broader view whenexposed to one (J. Tyack, 2008).Many teens today are seriously looking for opportunities to learn more about themselvesand the world they live in. According to TIME magazine’s article, Being 13 In America,“Millennials” are now making more decisions, taking fewer orders, feeling empoweredand entitled to do great things. As such, they often take full advantage of theopportunities offered to them and have faith their generation can improve the world(Howe, 2007). They also have higher academic standards for themselves academicallyand use technology, both inside and outside the classroom, encouraging collaboration andgroup participation.Secondary Target: GuardiansThe FIXSM secondary target includes guardians of Millenials, also from a wide range ofsocio-economic, racial, and ethnic backgrounds. This group, known as Baby Boomers,holds seventy-five percent of the U.S. wealth and accounts for the highest earnings in thecountry (Klaassen, 2007). They spend more in virtually all categories and dominate the
    • FIXSM 36market for the most consumer goods and services purchased, reaching a market share of$2.6 trillion in 2007.Boomers are the first fully educated generation in history, as a result, they hold educationand news readership in high regard (MarketResearch.com, 2002). They also fuel growthin the travel industry, with their keen interest in the adventure travel categories, spendingmore, and staying longer wherever they go. Boomers are Internet savvy; over half useinteractive computer services, and a third make purchases online. Finally, Boomersbelieve the world can be changed and have introduced institutions such as the PeaceCorps and campaigns to end world hunger (Ibid).Tertiary Target: Educational InstitutionsFIXSM will target reputable colleges and universities in every region of the United Stateswho offer facilities and services to summer programs. In particular, FIXSM seeksinstitutions that have an affinity toward sustainability and innovation programs, and thosethat are open to developing initiatives on campus and with communities. FIXSM will alsotarget schools and after-school programs across the country that value supplementalprogramming and are focused on engaging students in practical hands-on experiences.Consumer Market ResearchSurveysAn online research study of 305 high school students, ages 13-17, and from diverse race,ethnic and geographic origins revealed the following:
    • FIXSM 37• Over 50 percent are members of volunteer organizations and participate in community service activities. 53.5 percent stated their main reason for selecting a new camp is for the exposure to new experiences.• 42.9 percent use their computer for 3-5 hours a day• 99.6 percent plan to go to college• 92.5 percent recycle• 82.1 percent participate in community service• 75.9 percent Instant message• The following types of programs are the most appealing to them: 1. Outdoor/Leadership 2. Academic/College Prep 3. Performing Arts 4. Art and Design 5. Travel Community Service• The three most important attributes of a new summer program were: 1. Hands on, creative and results oriented (89.9 percent) 2. Spurs creative thinking and stretching the mind (86.9 percent) 3. Gives you the freedom to explore, tinker, and make things (85.9 percent) (see Appendix H, Figures 1, 2, 3, 4, and 5 for more survey information).
    • FIXSM 38Focus GroupIn a focus group of 10 students ages 13-17, representing a lower socio-economic status,all participants indicated they would be interested in a summer program that used theircreative abilities to help solve local problems in fun and innovative ways. All participantsalso indicated there are problems in the world that need fixing, agreeing the world couldonly be made a better place through collaboration.(see Appendix I, Exhibits 1-10).The following conclusions can be drawn from the survey and focus group.Participants of summer camps are unlikely to change summer programs unless:  They get too old to participate  They are persuaded by family members, friends, teachers, or community leaders  They can no longer afford to attendSummer program participants are highly interested in new, hands-on activities thatproduce quantitative and qualitative results, in addition to the collaborative and friendlyenvironment that camps offer.Competitive EnvironmentThe summer camp industry is highly saturated and competitive forcing camps to offernew “wows” to attract and retain their customers (Ronan, 2007). There are low barriers toactually enter the market, however reputation is a critical factor in camp survival, and assuch, older camps have a leg up when introducing new programs.
    • FIXSM 39Summer camps compete on quality, program type, and price. Since the differentiatingfactors between camps are often intangible and emotional, value is a top criterion forpurchasing decisions. Customers are generally willing to pay a higher price for value anda great experience, so to attract and retain customers and build credibility for newcustomers, camps must offer exceptional programming led by highly qualified andamiable staff.Brand awareness is on of the largest challenges for new entrants. Most often, the reasonscustomers do not buy into services are they are unaware that they even exist (S. Herman,2008). It is essential for summer camps to make it clear to their customer base “what theyoffer, their price point and the type of student body that populates their programs” (Ibid).Technology helps spread the word about programs to a large population via websites andonline marketing. This is where target customers are now researching and comparingprograms.Customer loyalty is a large revenue generator in the summer camp industry. Word ofmouth and repeat customers offer camps a large portion of their enrollment,demonstrating that the ability to achieve a status of high credibility is extremelyimportant. Strategic partnerships with schools, museums, and local communities areinvaluable ways to gain trust and credibility more quickly.High capital start-up requirements, slow projected growth rates, and insurance andmedical regulations pose additional barriers to entry. Partnership dependence with local
    • FIXSM 40colleges and universities also pose as potential problems. School timelines and summeravailability are based on specific academic schedules and as a result, planning must occurtwo to three years ahead for these types of partnerships. To mitigate these barriers toentry, FIXSM will dedicate generous time and innovative marketing campaigns, buildstrong strategic alliances that increase the program’s credibility, and properly managefinances while adhering to a strict long-term financial plan.Competition Direct Competition Indirect Competition Future Competition Other camps and Year long school-related Kids going to school pre-college programs programs year round Domestic and international Summer employment Increase in summer sustainability programs programs Internships Similar programs that are affiliated with a credible institution School sponsored programs Vacation
    • FIXSM 41Direct Competitor AnalysisBased on an examination of the summer camp market, the list below is a representationof FIXSM competitors, highlighting strengths and weaknesses of each program sub-segment. They are considered direct competition in terms of program content, features,and benefits.Competitor Analysis Program Program Description Strength WeaknessTeen Travel Tours Putney Offers diverse Serves affluentand Outdoor programming that customers with Students learn aboutCamps immerses students program fees other cultures in in new cultures and reaching $10,000. developed and environments, Collaboration with developing countries includes language host country and and bring back their learning, global community is findings/solutions to action, personal limited to length of present to guardians exploration, program, offering and faculty. leadership, and with no community service. opportunity for long-term change.Community Habitat for Humanity Thirty-two years of Participants are notService Participants immerse operation and a involved with themselves in strong network of design and disadvantaged construction projects strategy. communities and help around the world. Collaboration is rebuild homes. Enrollment is limited to the offered to anybody. length of the program, offering no follow-up for
    • FIXSM 42 long-term change.Environmental/ Foresight Design This group “seeks to The program isSustainability Initiative improve and sustain localized to one Its Urban Sustainable the quality of life in region, and is Design Studio fosters the urban targeted to college dialogue and action on environment level and older sustainable innovation through smart participants. in Chicago. design, without sacrificing the needs of future generations.”Science, Math, Mines Engineering Curriculum is based This program onlyand Engineering Design Summer Camp on college-level targets college- A week-long engineering courses, level participants engineering camp with integrating technical and does not hand-on engineering and teamwork skills integrate design projects. to solve open-ended sustainability problems. related theory and practices.Technology FIRST Robotics Programming offers This program does Competition great motivation for not integrate Annual robotics students of all ages sustainability competition and to expand their related theory and research facility minds and generate practices. It is promoting interest in passion for purely an academic engineering and technology and exercise, and does technology. discovery. not incorporate real life scenarios.Academic and Odyssey of the Mind Encourages This program doesPre-College A creative problem- spontaneous creative not integrate
    • FIXSM 43Programs solving competition for problem-solving in a sustainability middle school and high competitive and fun related theory and school students. environment. practices. It is purely an academic exercise, and does not incorporate real life scenarios.Pre-College Enrichment Has an international Programming isPrograms Summer programs reputation for only offered in offering a wide range providing high traditional of college-level courses quality programs. It disciplines. There for high school offers exposure to are no innovative students. distinguished design or professors at Ivy technology related League schools. courses, nor any attention to sustainability.Positioning and OpportunityFIXSM positions itself as a hybrid summer program that straddles multiple camp sub-segments. As is evidenced by the above list of the program’s closest competitors,programs that use creativity and innovation to solve local problems in sustainable wayshave not yet penetrated the camp market. FIXSM has identified an opportunity to combinethese concepts with adventure, education, and service, packaging its program in a uniqueway.
    • FIXSM 44By breaking away from the stationary camp model, FIXSM reinvents the summer campexperience around mobility, flexibility, and accessibility. Traveling from community tocommunity, the program can reach a wider target audience and tailor programming tospecific needs within each community. Most importantly, FIXSM capitalizes on digitaltechnology, an underutilized tool in many camps, using it as a central thread forconnectivity during the summer and beyond. While many competitors part with studentsupon program completion, FIXSM intentionally builds online tools and initiatives thatkeep participants involved, encourage collaboration with other innovators, and enablethem to build upon a lifelong dialogue to fix the world.Marketing PlanFIXSM plans to generate excitement and buzz about innovation around the program bycreating fun, participatory, and interactive marketing tools. Its ultimate goal is to spread aviral sense of enjoyment in community collaboration and positive change among youth inAmerica.Target Market StrategyThe primary target customer of the FIXSM summer program are students ages 13 to 17,who are ambitious, engage in extra-curricular activities, and push themselvesacademically. They participate in community outreach projects for extra-curricular andcollege prep purposes and are web, computer, and gadget savvy using these tools forinformational, social, and collaborative purposes.
    • FIXSM 45The secondary target customer of the FIXSM summer program are guardians of 13 to 17year olds who hold education in high regard, have a proficiency in technology, valuedesign and innovation, and make environmentally and socially conscious purchasingdecisions. Teachers and school administrators looking to supplement curriculum withsustainability education fall into the tertiary target customer category.FIXSM plans to mirror its fun and innovative programming in online and offlinemarketing that uses interactive and engaging tactics specifically targeted to both theprimary and secondary target markets. It will tailor its marketing messages to highlightspecific opportunities offered in the program, such as peer collaboration, heightened self-awareness, strengthened innovative and critical thinking skills, literacy in social,environmental, and economic sustainability, and overall exposure to colleges and newcareers. More importantly, it will do so using democratic processes, allowing its targetaudience to participate in shaping the message along the way. (see Appendix C, Figures1, 2, 3, 4, and 5).Channel Strategy: CompetitorsThe following are a list of traditional marketing tools used by competitors in the summercamp industry:• Camp fairs• Camp referral companies (i.e. The Camp Experts)• Meetings and appointments with prospective campers• Direct mail
    • FIXSM 46• School visits (teachers and guidance counselors)• Word of mouth (referrals)• Alumni presentationsChannel Strategy: OnlineFIXSM will use online reach to target primary customers through an informative websiteequipped with a fun online social community. The student section will include aninteractive and collaborative platform with information, real-time maps, research, adatabase of past projects, and access to fellow program participants and alumni. It willoffer information on special upcoming contests and events in each location and will listcareer information and job opportunities. Prospective participants and guardians canaccess this information as well as the online InnoventionTM video gallery that hosts thefinal project commercials and links to competition information and judging. Visitors ofthe site are invited to suggest program themes and locations, and vote on their favoriteproject. The teacher’s section will offer access to curriculum models, the FIXSMprogram’s student project database, industry professionals, and upcoming FIXSMsponsored events and contests.Beyond the website, the FIXSM program’s online presence will consist of viral marketing.Participants will have a chance to disseminate InnoventionTM video commercials online,spreading their ideas about sustainability and innovation using their own voice. Thesevideos will populate the FIXSM website as well as other video host sites spreading virallyas they challenge youth to join and become agents of positive change. Viral gaming willcomplement participant-generated commercials, presenting branded material to
    • FIXSM 47customers in fun and innovative ways, revealing content through interactive games,puzzles, and brainteasers. In addition, these games, puzzles, and brainteasers will bedownloadable for handheld mobile media devises allowing users to remain active whileon the go. Desktop widgets will keep users up to date on the latest in sustainability news,FIXSM program events, and relevant local community happenings.Other online channels include interactive email blasts, Search Engine Marketing (SEM),and a presence on frequently visited social communities such as YouTube, Facebook, andMySpace. In order to increase awareness, drive traffic to the website, and maintaincontinued contact with alumni, FIXSM plans to use interactive email blasts that disperseprogram information and lists of upcoming events in colorful and clever ways, andengage in SEM to increase visibility of its website in search engine results. Finally,FIXSM will create user profiles on YouTube, Facebook, and MySpace to promoteprogram projects and events.Channel Strategy: OfflineOffline reach will include community participation and engagement at localcompetitions, program exposure through the Innovation StationTM, school visits, specialtymailers, brochures and other print collateral, fundraising events, and strategicpartnerships with groups like the Cooper Hewitt Design Museum of the SmithsonianInstitute, Nissan, Pratt Institute, and local universities and colleges to increase exposurethrough cross promotion and sponsored advertising.
    • FIXSM 48The InnoventionTM, the final presentation of participant work that will be hosted andjudged in the specific program location, marks the finale of the FIXSM summer program.Inventive posters made from biodegradable paper will be used to invite local communitymembers to participate. The Innovation StationTM, will also offer a fresh approach tomarketing, acting as a traveling road show and advertisement, peaking curiosity in localcommunities, at camp fairs, school and university events, and special calendar events likeEarth Day, Breast Cancer Awareness events, Aids Walks, and more. The public will beasked to help design the bus exterior to increase community involvement, and a strategicpartner, such as Nissan, will sponsor and brand the event to increase credibility andvisibility.Visits to local schools and school workshops will help spread awareness to teachers,principals, and students. Targeting teachers who have access to large groups of students,serves as a critical way to spread the word from a reliable source to both students andguardians. Teacher trust and support with allow FIXSM to gain further program credibilityand offer opportunities to form strategic alliances with local schools.FIXSM plans to reach prospective participant homes with a number of eco-friendlyactivity book mailers, puzzles and inventive brochures embedded with seeds thathighlight program activities and direct potential customers to explore the content richwebsite to gain additional information. By offering unique mailers and materials, FIXSMwill inform groups about the program and do so in a memorable and thought provokingway.
    • FIXSM 49Fundraising events and dinners are another way to showcase the program’s work,strengthen relationships between the program and its sponsors and donors, raiseawareness of program initiatives, and raise scholarship money to allow FIXSM to offer theprogram to as many interested prospective participants as possible. These fundraisingevents will utilize local materials and will be designed to leave as little behind aspossible. Inviting potential investors on special trips into local communities is anotherway to bring sponsors closer to the issues, offering eye-opening, emotional, andeducational experiences. FIXSM will use the above events to harness the reputation ofcorporate sponsors and extend reach and credibility to the program while also educatinggroups on various social, environmental, and economic problems.Leveraging strategic partnerships and volunteer contributions by the staff will allowFIXSM to support its marketing goals. Carefully selected partnerships will be used tosponsor products, such as laptops and materials, offer exhibition space and event venues,provide access to industry professionals and house program participants. The list ofpotential strategic alliances includes the United Nations, Cooper Hewitt Design Museum,One Laptop Per Child, Care2, and Pratt Institute, where our beta test program will launchin 2009. College and university campuses selected as the program’s host site will bechosen based on specific criteria including accessibility, quality of faculty and staff, andextent of sustainable initiatives.
    • FIXSM 50PositioningA key differentiator at FIXSM is the application of design and creativity to produceinnovative solutions to problems, delivering the curriculum in a fun and openenvironment. The programs inter-disciplinary approach to programming offersparticipants a wide range of experiences from science and medicine to business and thearts using creativity, technology, and the local community as tools. Many programs todayfail to offer holistic courses that utilize creative talents to appeal to the demands of futurecareers. American writer and business management expert, Tom Peters, has predicted theend of the MBA as a prestigious mark of accomplishment in business. He notes, “The Big Three, creativity, innovation, [and] design,” have been ignored by business schools and goes on to say “The MFA is the new MBA”, quoting Daniel Pink. Peters believes that “If you cant beat the Chinese on cost, if you cant beat Wal*Mart on prices, then whats the option? Only one! INNOVATION! And aint it a shame that the MBA Deans dont teach innovation…anywhere . . . as a . . . Core Course” (Peters, 2006).The FIXSM curriculum supports the “Big Three” and positions itself to give guardians anopportunity to consider the real demands of the future when making educationalinvestments for their children.Product/Service StrategyFIXSM has developed a versatile service strategy that underscores the program’s uniquesummer experience. Elements of the strategy include expert staff, partnerships with
    • FIXSM 51similarly aligned companies and organizations, unique curriculum models (Awareness +Transformation = Innovation), interesting program locations, and strategic online andoffline promotions. Customer service, a central part of the FIXSM service strategy, will beprovided year round both online, through a web tools platform that submits requestsinstantly, and offline through a call center, supported by well-trained staff includingformer program participants who can answer questions anyone may have about theprogram.Pricing StrategyThe FIXSM summer program’s registration fee is $1500 per week. The pricing strategywill remain competitive in the industry compared to similar programs. Low costmarketing strategies, volunteer work, supporter donations, and non-billable contributionsby the staff will allow FIXSM to support its marketing goals. FIXSM also intends tominimize costs by forming partnerships and long-term contracts at discounted rates withinstitutions, corporations, and local vendors. FIXSM expects to raise prices reasonably inthe future as enrollment and the influx of applications increases.FIXSM compares to industry averages in the following segments:• Traditional Overnight/Sleep Away camps - range from $1700 (2 weeks) to $10,000 (eight weeks) (public and non-profit are generally less at $200-$1500 a week)• Specialty camps - $1000 per week, based on location and activity• Travel Tour Programs - $5000 for 3 weeks, depends on trip length, destination, and housing ($700-2000 a week)
    • FIXSM 52• Outdoor/Wilderness adventures- $1000 per week, based on location and activity• Community Service Programs - $1000 per week, price varies depending on trip length, destination, and housing• Academic/Pre-college Programs - $1000 per week, based on location and activity (Tips on Trips and Camps.com, 2007)Operations PlanFIXSM will implement an ambitious operations plan supporting the organization’scommitment to innovative programming and superior value. Its scope of operationsrequires careful execution and planning for future growth, and building a strongoperations plan at the outset will facilitate seamless integration as FIXSM expands to newlocations.Operations StrategyFIXSM will win in the marketplace on the dimensions of quality, flexibility, and service,while remaining competitive on the dimensions of timeliness and cost.QualityTo help distinguish the quality of FIXSM programming from any other camp, FIXSM willintegrate its innovative culture into all internal systems and processes. It will emphasizeopen source collaboration and breed an entrepreneurial environment at every level ofoperations. The Innovation StationTM design studio model will build risk-taking and ideasharing into the physical setting. Similarly, the online platform will foster inclusion,
    • FIXSM 53providing participants in the local community, and the public with a chance to offer theirvoice in shaping future programming. FIXSM can easily measure and maintain programquality using this open environment by sending ongoing feedback loops andquestionnaires to participants, sponsors, staff, online users, and community membersthroughout the year.Flexibility, Mobility, AccessibilityTo maintain flexibility and mobility, FIXSM must build a lean and nimble operationsmodel that can easily move from location to location and support the organization’saggressive expansion plan. To do so, FIXSM will subcontract all operational needs thatfall outside management and program expertise. This is critically important, since amobile program such as FIXSM will require focused attention to expanding productionneeds. In particular, strategic partnerships with universities and high schools will helpdivest the organization of fixed assets that would otherwise tie it down to one location.This reduces the program’s physical plant and equipment to everything that fits onto itsmobile lab, creating a summer program that can pick up and move to any location at anytime. Designed for multi-purpose use, including a design studio, computer field station,and traveling exhibit, the FIXSM program’s Innovation StationTM helps maximizeefficiency and mobility.ServiceFIXSM is wholly committed to providing superior service to its stakeholders. The programguarantees low teacher to student ratios and access to the best and brightest minds
    • FIXSM 54associated with each program theme. Partnerships with universities also exposeparticipants to future college life in an environment that is stimulating, fun, and safe. Theweb tools platform helps provide superior customer service by using real timecommunication. Users can submit requests instantly and speak to well-trained staffoperating the organization’s call center. The FIXSM website also encourages guardiansand the community to participate in regular dialogue beyond typical customer serviceissues. Additionally, the website functions as a key vehicle for internal service needs,facilitating market research, recruitment processes, alumni connections, and resourcedatabase tools.Overall, the FIXSM program’s unique operations model differentiates it from traditionalcamps. Its program’s positioning around innovation places it at the cutting edge ofsummer programming, finding new methods and avenues to deliver its service. Bypromoting flexibility and mobility, FIXSM gains a competitive advantage over mostcamps in the marketplace that tend to operate under a static model. This mobility alsoaffords the program higher visibility and wider market reach, creating an opportunity tocast a wider net for untapped talent throughout every corner of the United States. Key toits success is the program’s ability to stay flexible without sacrificing quality, alwaysmaintaining an innovative competitive edge.Scope of OperationsStart-Up OperationsThe organization will solidify production needs during beta testing in the summer of
    • FIXSM 552009. In 2010, it will ramp up the business to two, two-week sessions, each with twogroups that cap off at twenty students per session. Based on sales forecasts, FIXSM willreach full capacity starting in 2011, offering three sessions each with two groups oftwenty students. Every three years, FIXSM will add a new location, expanding to tenregions in the United States within 20 years. For every launch in a new location, FIXSMwill start the first year with two sessions and increase to full-scale production during thesecond year of operation. (see Appendix D, Figures 1, and 2).Production Capacity Summer Number of Sessions Number of Students* 2009 1 session 20 students 2010 2 sessions 80 students 2011+ 3 sessions 120 students*Two groups of twenty students per sessionOngoing OperationsFIXSM will operate seasonally, working with limited personnel from October throughApril and increasing to full-scale operations during the summer months. September andOctober will focus on program staff recruitment and development. November throughFebruary will focus on participant recruitment, fundraising, and marketing. March
    • FIXSM 56through May will focus on preparing and planning for summer programs. (see AppendixD, Figure 3).SubcontractingIn an effort to maintain its operational flexibility, as well as minimize costs and maximizeefficiencies, FIXSM will subcontract all tasks that fall outside its core competencies. Thedistribution of operational needs are as follows:Operational Needs In House Sub Contract Administration Registration software and registration fulfillment Operations/production Payment Marketing Location, facilities, room and board Human Resources and Recruitment Web design, website support, and server maintenance Fundraising Transportation Program Development Accounting and investment services Teaching Legal services Customer Service Expert lecturers
    • FIXSM 57Production Needs Per LocationThe figures below represent production needs for full-scale operation in 2010. Pleasenote production will double with every new location.Locations and FacilitiesFacilities Amount CostOffice space 1 permanent office in $900 per month Brooklyn, NYUniversity room and board 25 dorm rooms $59,903 per summerUniversity facilities 2 classrooms, 1 office $1,000 per summerTransportation 1 bus, 4 vans $5,040 per summerEquipment, Technology and InventoryEquipment Amount CostInnovation StationTM Bus 1 per location $70,000 grantOLPC Computers 50 per location $300 per computer, $15,000 totalOffice supplies Permanent office $3,800Office supplies Program office $5,000PersonnelStaffing will correspond to seasonal demand. FIXSM will begin with three permanent staffmembers on its management team, increasing to four in 2013. Benefits packages are
    • FIXSM 58awarded only to fulltime permanent personnel, and worker’s compensation to allpersonnel for the duration of employment. Each new staff member will participate incurriculum and safety training sessions conducted before commencement of everysummer program. Finally, FIXSM will comply with NY State Board of Health agerequirements for camp directors and counselors, and maintain the minimum student tocamper ratios.Permanent Staff Permanent Staff Position Cost Executive Camp Director 1 Full-time $55,016 Programming Director 1 Part-time $13,750 Marketing and Outreach 1 Part-time $13,750 Director Grant Writer 1 Part-time $20,020Seasonal Staff Seasonal Staff Amount Cost Residential Director 1 per summer $1,830 Residential Advisor 4 per summer $6,500 Teacher 4 per summer $12,800 Medical Professional 1 per summer $10752Student to staff ratio is 1:5.
    • FIXSM 59Staff As Needed As Needed Amount Cost Guest Lecturers 4 per summer $1,000 College interns 4 per summer Small stipend Volunteers 50 for community festival and InnoventionTMStrategic PartnersFIXSM will work closely with strategic partners to advance credibility and decrease coststhrough discounts or product sponsorship deals.PartnersPartner Partnership OpportunitiesUniversities Package deal including facilities, room and boardMuseum: Cooper Hewitt Design Museum Sponsorship opportunities, fundraising partnerNissan Design Center Sponsorship and new product development for mobile labOne Laptop Per Child Sponsorship and computer technology partnerCommunity Volunteers Collaborators and economical supplemental workforce
    • FIXSM 60Legal EnvironmentFIXSM will comply with all federal and state staffing requirements, workplaceregulations, and safety standards. Permits and licenses will vary state by state and will besubmitted one year in advance. In 2008, FIXSM will submit its paperwork to the NY StateBoard of Health, which oversees all summer program operations within the state. It willcomply with NY State Board of Health age requirements for camp directors andcounselors, and counselor to student ratio.Permits Staffing Permits Compliance Children’s Camp Fee Determination Form DOH-2249 Schedule Children’s Camp Facility and Staff Form DOH-367 Description NY State Central Register Database Form LDSS-3370 Check NY State Prospective Children’s Camp Form DOH-2271 Director Certified Statement NY State Division of Criminal Justice Forms LDSS-3370 and DOH-2271 Services Sex Offender RegistryFIXSM will work with universities to submit health permits and conduct facilitiesinspections. All summer programs will employ a NY State licensed health professional asmandated by the state. The program will also maintain immunization and health records
    • FIXSM 61for all participants and staff. Each student must supply written documentation of a recentyear’s physical exam and meningococcal meningitis vaccination.Regulations and Compliance Health, Workplace, and Environmental Compliance Regulations NY State Department of Health Permit for Form DOH-3915i Operating a Camp NY State Sanitary Code Inspections twice a year NY State Board of Health Medical Plan Plan must be submitted to board of health NY State Immunization Requirements Meningococcal meningitisSafety is an important element in any summer program, and FIXSM will enforce strictguidelines to ensure physical, mental, and emotional security for its participants and staff.In each location, FIXSM will submit a written Safety Plan that includes procedures formaintenance of facilities, provisions for training staff members and orientation ofcampers, supervision of campers, campsite hazards, fire safety plan, emergencyprocedures and drills, severe weather evacuation, safety procedures for programactivities, and licensed lifeguards for all water-related activities.
    • FIXSM 62Safety and Compliance Safety Compliance NY State Board of Health Written Safety Form DOH-2040 Plan NY State Board of Health Written Plan must be submitted to board of Transportation Safety Plan healthInsuranceRates are specific to a non-profit summer program servicing 120 participants with six-week camper days in New York State. All figures are based on twelve months ofoperation, totaling $10,000 in the first year, and will fluctuate as the summer programexpands to new locations.InsuranceInsurance Time Period CostUmbrella Insurance Annual $4,000Camper Medical Insurance Seasonal $650Personal Property Insurance Annual $1,032Auto Insurance Annual $3,000-4,000 for Buss $1,500-2,000 for VansGeneral Liability Seasonal $7,000-10,000Worker’s Comp Annual $544Disability Insurance Annual $309
    • FIXSM 63Miscellaneous Production NeedsProduct/Service Time CostSoftware registration 12 month online registration $4,000 initial installmentmanagement system and credit card processing $250 monthly service fee serviceWeb development and Pro bono support $50,000supportTrademarks and copyrights Pending, or purchased $500Transportation 6 months lease for vehicles, $840 per week drivers, and gasAccounting and investing 12 months including $5,000 per year endowmentLegal services As needed Pro bonoDevelopment PlanFIXSM will conduct a beta-test at Pratt Institute in the summer of 2009 and launch its firstofficial program in the summer of 2010. In an effort to maximize participation andmarket reach, FIXSM plans to develop its business in three key phases: Phase I willexpand the summer program throughout the Northeast and Mid-Atlantic. Phase II willexpand the summer program to build a network across all nine regions of the UnitedStates, introduce the national InnoventionTM competition, and launch workshopsintegrated into the high school system. Phase III will offer summer programs for younger
    • FIXSM 64age groups and begin to build an international presence. Throughout each phase, FIXSMwill add a new location every three years.Rollout Plan Timeline Program Rollout Rollout Date Phase I Beta test 2009 1 location 2010 Phase II 2 locations 2013 High School workshops 2013 InnoventionTM 2014 Middle School workshops 2015 3 locations 2016 Phase III Summer program for younger ages TBA International program expansion TBA College credit offerings TBADevelopment StrategyFIXSM will follow a dynamic five-year strategic plan in order to achieve its aggressiveexpansion goals. Central to its strategy is the development of key partnerships at everylevel of the organization. The company will devote the initial five years to buildingstrong partnerships and alliances, hosting fundraising campaigns to help raise money,developing curriculum and program tools, and creating awareness about the program.
    • FIXSM 65FIXSM will secure a blend of partnerships at the national and local level. By aligningitself with reputable organizations, such as the United Nations, the Cooper Hewitt DesignMuseum of the Smithsonian Institute, Apple Computer, and Nissan, FIXSM can leveragecredibility and reach out to educators and industry professionals. Within the community,local partners will help FIXSM customize its curriculum and ensure its participants aremaking positive contributions addressing the community’s needs.During its first year of operation, FIXSM will seek $133,000 in annual funding throughsponsorships, private investors, and grants. Beginning September 2008, FIXSM will hire apart-time grant writer to assist with fundraising and numerous grant opportunities asoutlined in the Funding Section. As the program’s reach and success continues, FIXSMwill leverage its participant innovation projects to attract global recognition, strengthenbrand awareness, and intensify corporate sponsorship.Partnerships and funding will be targeted strategically and selected based on theirrelevance and usefulness towards particular program themes. For instance, for its firstsummer program on ‘waste’, FIXSM will seek partnerships with Pratt Institute, the CooperHewitt Design Museum, the New York City Sanitation Department, Fresh Kills Landfill,and the Salvation Army. FIXSM will seek contributions from the State of New York, theCity of New York, and local corporations, such Proctor and Gamble, Bed Bath &Beyond, and innovative industry leaders such as Method.
    • FIXSM 66Key Development AreasLocation and University AlliancesDue to the continuous addition of new FIXSM programs, locations must be secured everythree years. FIXSM will select communities that enable the program to localizesustainability issues and tap into an abundance of creative and intellectual resources.Initiating a strong relationship with prospective universities in each location, whosevalues and campus facilities fulfill the program’s needs, is crucial to the success of theprogram. Obliging the university’s academic calendar, FIXSM must secure dormitory andclassroom facilities, and catering services two to three years in advance, and is currentlyin negotiations with Pratt Institute for beta-testing in 2009.Curriculum and Beta TestThe FIXSM team is working with curriculum developers and innovation specialists to helpdesign a curriculum formula that can be inserted into any program theme at every FIXSMlocation. A beta test with high school students at Pratt Institute’s Pre-college Program in2009 will examine and quantify the formula’s effectiveness allowing time to adjustaccordingly before the program’s launch the following summer.Professional StaffFIXSM will hire local academic, professional, and community experts to participate asguest lecturers and studio exemplars in the program the summer before when they will beneeded. Personnel will participate in a three-day curriculum development intensive toincorporate each staff member’s unique expertise and skill set. FIXSM will also employ
    • FIXSM 67the participating university’s students as Resident Advisors and/or Teacher Assistants forpaid internship credit.Internal Network / WebsiteServing as the backbone of the summer program’s operational and logistical needs(marketing, recruitment, and payment) as well as a dynamic innovative user interface forstudents and teachers, the FIXSM website will be developed with the help of pro bonosponsorship from a leading multimedia marketing firm, Deep Focus. The website will becompleted during the summer of 2009 to support a comprehensive marketing launch andsuccessful recruitment for the inaugural program in 2010. The internal network, with afully populated content management system, will be completed by March 2010, andstudents will be able to network and publish projects online by the end of the firstsummer.Mobile Lab: Innovation StationTMFIXSM will purchase and refurbish a converted shuttle bus for its first iteration of theInnovation Station TM in 2009. During the first three years, FIXSM will initiatesponsorships with product design firms, such as the Nissan Design Center, to produce afully customized, Nissan sponsored and participant designed Innovation Station TM viapro bono product development.
    • FIXSM 68Development Milestones Phase I Completion Date Intellectual property: servicemark, 3Q 2008 trademark and copyright Secure strategic partnerships: Cooper 4Q 2008 Hewitt/Smithsonian, OLPC Secure first location and university 4Q 2008 alliance: Pratt Institute Secure funding Ongoing Web development and launch 2Q 2009 Advertising launch on web and in schools 2Q 2009 Beta test 2Q 2009 Key hires: Professional staff, experts and 4Q 2009 professors Product development: Innovation StationTM 1Q 2010 First program rollout 2Q 2010 Phase II Completion Date Secure second location and university 4Q 2010 alliance Strategic partnerships with high schools Ongoing Completion of online community 1Q 2012
    • FIXSM 69 Program rollout 2Q 2013 High school workshop rollout 3Q 2013, every year thereafter Secure third location and university 4Q 2013 alliance National InnoventionTM 3Q 2014, every summer thereafter Middle school workshop rollout 4Q 2015 Program rollout 2Q 2016 Secure fourth location and university 4Q 2016 alliance Program rollout 2Q 2019 Program rollout in all nine U.S. regions 2Q 2025 Phase III Completion Date Summer program for younger students TBA International program rollout TBA Commercial broadcasting TBA College credit offerings TBAManagement PlanThe FIXSM management plan reflects the organization’s commitment to innovativeeducation and high-quality service. Combined with its strategic selection of experiencedbusiness professionals, the company’s organizational structure is designed to drive start-up development, expansion initiatives, and to have flexibility in operations and logistics.
    • FIXSM 70Company OrganizationAs a public charity, FIXSM will operate within the management structure required underNew York State Not-for-profit Corporation Law (N-PCL), and under Federal Not-for-profit (NFP) Law. This includes a Board of Directors, Board of Advisors, and apermanent management staff.Organization Chart
    • FIXSM 71Management TeamThe FIXSM management team and Board of Directors were chosen to maximize expertisein every area of the business, including summer camp direction, human resources andstudent recruitment, teaching and curriculum development, innovation and sustainability,marketing, and not-for-profit fundraising and financing. An additional Board of Advisorswas chosen to provide expertise in not-for-profit legal services, business development,and summer camp logistics.The FIXSM program’s permanent staff will oversee day-to-day operations, developprogramming, and implement expansion strategies in the first five years of operation. Theorganization will rely heavily on part-time management personnel in the first year, butwill increase management hours upon summer program launch in 2010. All permanentstaff members hold salaried positions including worker’s compensation, though only full-time staff receives benefits.Executive Camp Director, Full TimeTiffany FeeneyTiffany Feeney has five years experience in secondary and post-secondaryart and design education. Her area of expertise is animation and film.She is currently the Assistant Director of Admissions at Pratt Institute and has vast campdirector experience as Senior Trip Leader and Resident Advisor of Student HostellingSummer Camp in Pennsylvania. Tiffany has a Masters Degree in Design Management.
    • FIXSM 72Duties and responsibilities: • Oversee student enrollment and business development • Develop a recruitment strategy for local, regional, and national territories overseeing all aspects of research, budgeting, scheduling, and communication to convert prospects into applicants • Promote the program at national industry fairs, conferences, and high schools • Meet with prospective and current applicants and their guardians • Manage outsourced accounting, legal services, registration management, and website developmentSalaried position at $55,000Director of Programming, Part TimeMaren MaierMaren Maier has over five years of production experience in the film/documentary filmindustry. Her skills include securing film locations and facilities, developing solidworking relationships with vendors and suppliers and managing complex productiontimelines. She is currently a buyer for sustainable products at ABC Carpet and Home,acting as a key player in the company’s sustainable product development and socialresponsibility programming. She has three years experience as an Assistant CampDirector at Breck School Summer Camp, responsible for program development and staffrecruitment. Maren has a Masters Degree in Design Management.Duties and Responsibilities: • Oversee program development and operations
    • FIXSM 73 • Develop relationships with community groups to ensure collaboration and exchange in programming and execution • Recruit professional staff and volunteers • Work with campus staff to arrange for facilities used by the program • Organize field trips and special programmingSalaried position at $13,750 from 2008 to 2013Director of Marketing and Outreach, Part TimeDanielle PennDanielle Penn has five years experience in digital and print marketing and advertisingand over twelve years of graphic design experience. Her skills include projectmanagement, ad operations, marketing, and brand management. She has a BFA inElectronic Design and Multimedia, and a BA in Media & Communication with aspecialization in Advertising and Public Relations. Danielle has over four yearsexperience as a camp counselor. Currently, she is Project Manager of Creative Services ata leading online advertising campaign management company. Danielle has a MastersDegree in Design Management.Duties and responsibilities: • Oversee planning, development and implementation of online and offline marketing and communications • Increase program visibility through special community outreach and promotions • Develop presentation and promotional collateral
    • FIXSM 74 • Establish partnerships with sponsors and fundersSalaried position at $13,750 from 2008 to 2013Grant Writer, Part TimePamela InbasekaranPamela is currently the Regional Director of Recruitment for Uncommon Schools andoversees regional grant-writing initiatives for the organization. She has served as SchoolDirector for Teach For America and taught at Middle School 224 in the Bronx for threeyears as a special education teacher, supervising the school-wide special educationdepartment and managing funding allocation. Pamela has a Masters Degree in Education.Duties and responsibilities: • Oversee grant writing, administration, reporting, and compliance • Interact and negotiate with funders and program staff • Secure public and private sector grants • Identify and research grant sourcesSalaried position at $20,020FIXSM will adhere to all staffing permit requirements and regulations outlined by the NYState Department of Health, and in every subsequent state it establishes operations.
    • FIXSM 75The Board of DirectorsThe FIXSM Board of Directors will include five professionals with a complementaryrange of knowledge and experience. The Board will maintain ultimate decision makingauthority and manage the following affairs: • Set the mission and the vision of the organization • Create a plan for the organization • Determine programs and projects • Select the Director • Support and evaluate the Director • Recruit, train and evaluate Board members • Build strong public standing • Ensure adequate resources • Manage resources effectively • Maintain integrity and accountabilityFIXSM board members will not be compensated for their services. Exceptions may onlybe made for board members who fulfill a dual role as a staff member; this policy,however, is limited to one third of the board at any given time. The board will meet aminimum of once a year or more frequently as new initiatives require. The BoardMembers are as follows:
    • FIXSM 76Board MembersDirector of the BoardDebera Johnson• Debera Johnson has over twenty years experience with industrial design and sustainability education. She is currently Director of Academic Sustainability at Pratt Institute and is the Director of the Pratt Design Incubator for Sustainable and Social Enterprise, a two-year program created to help reduce the barriers to start-up success by providing access to a large network of mentors from design to business. She is a photographer, independent video producer and director, and chair member of the New York City Chapter of Industrial Designers Society of America, the nation’s largest and most prestigious association of professional industrial designers. She is currently working on a 5,500 square foot shared workspace Design Co-op in Brooklyn.Board Member, Curriculum Development and InnovationTimothy Cunningham• Timothy Cunningham has over eighteen years of experience developing nationally recognized sustainable curricula for schools. He is a published author, patented inventor, education award winner, counselor, storyteller, group facilitator, and developer of science curriculum, books, and toys. He is currently running Peramis Productions, an idea factory and production house, known to create hands-on curricula, promotional videos, documentaries, and interpretive signage. Timothy’s commercial work primarily involves providing creative oversight and project
    • FIXSM 77 consulting services to businesses, industries, government agencies, public institutions, schools, and non-profits.Board Member, FinanceAlan Malkoff• Alan Malkoff is employed by Ameriprise Financial Services as a Certified Financial Advisor in the state of Pennsylvania. He has over twenty years experience in financial services for not-for-profit and for-profit organizations, including previous positions as vice president of finance and administration for Milton Hershey School and as a corporate senior business analyst for Hershey Foods Corporation. He is a member of the American Institute of Certified Public Accountants, the Financial Planning Association, the Hershey Public Library Endowment Trust Board, and the Board of Directors for the Ronald McDonald House Charities of Central Pennsylvania.Board Member, Marketing and OutreachMaya Schindler• Maya Schindler has over six years of marketing and advertising experience. She is currently working as a Creative Producer at Deep Focus, an interactive marketing agency. In addition she serves as Chairwoman of the Sustainability Committee moving the company towards sustainable initiatives. Her expertise ranges from 10 years of graphic design experience to website development. She has four years experience as an Assistant Director at a specialty summer camp. Maya has a Masters Degree in Design Management.
    • FIXSM 78Board Member, FundraisingBenjamin Knight• Ben Knight currently works for the United Nations, managing key staff members to create diplomatic materials and publications that assist communication between the six official languages and dozens of cultures represented at the UN. His experience puts him in contact with multiple divisions at the UN, including Unicef, Oxfam, and the UN Global Compact. Ben has rich pro-bono work experience with many non- profits developing partnerships with financial backers and raising funds for marketing initiatives. Ben has a Masters Degree in Design Management.Board of AdvisorsThe FIXSM Board of Advisors will convene at the request of the Board of Directors andprovide complementary support related to business development, legal council, andprogram operations. FIXSM advisory board members will not be compensated for theirservices.Advisory Board Member, Business DevelopmentMary McBrideMary McBride is a Partner in Strategies For Planned Change (SPC), a consulting firmspecializing in change strategies for organizations and individuals in organizations. As amember of SPC, Mary has consulted at numerous large-scale corporations as well asmany start-up companies. Her guidance has helped all of these organizations increasetheir value and performance across every area of business. She has published literary
    • FIXSM 79works on managerial effectiveness and marketing and organizational change, with a focuson the impact of globalization, design, and sustainability on strategy. She has many yearsof pedagogic experience ranging from university curriculum design to secondary schooland post-secondary school teaching.Advisory Board Member, LegalJoAnn StonierJoAnn Stonier has more than ten years of experience in privacy consulting. She iscurrently a consultant specializing in developing privacy strategies for organizations. Sheis the former chief privacy officer of American Express Company. JoAnn received herlaw degree from Saint Johns University, in Minnesota. She has many years experience asa Visiting Assistant Professor at Pratt Institute teaching Business Law, IntellectualProperty, and Business Strategy.Advisory Board Member, Summer Camp LogisticsSamantha Razook MurphySamantha Razook Murphy has over ten years experience owning and operating BrandedCamp Services, Inc., an academic camp outsourcing company. She has serviced over 100summer camps at colleges and universities, performing curriculum development,operations and logistics needs. With a BA degree from Yale University focusing ongraphic and information, Samantha returned to Pratt Institute to receive her masters inIndustrial Design (ID) with a special focus in socially responsible design. In addition tohelping coordinate research on a variety of projects, she also teaches in the undergraduate
    • FIXSM 80ID department at Pratt.Competitive AdvantageThe resistance of the American education system to allow for flexibility and creativity incurriculum creates a wide market opportunity for supplemental programming, givingFIXSM a unique competitive advantage and a chance to fulfill unmet needs in theclassroom.First to MarketFIXSM is the first summer program of its kind. Its business model and flexible programstructure will make it difficult for potential competitors to replicate. The company willgain an advantage by establishing credibility, reputation, and key partnerships beforeother competitors enter the market.Intellectual PropertyFIXSM is in the process of securing the following forms of intellectual property: • Service mark: FIXSM • Trademark: Innovation StationTM and InnoventionTM • Copyright: FIXSM curriculumRelationships and AlliancesA key component of the FIXSM competitive advantage is its strategic mix of partnershipswith the local community, universities, academic and professional experts, companies,
    • FIXSM 81and organizations. Securing summer space at prestigious universities, as well as allianceswith school districts throughout the academic year is a competitive business and requiresa strong network of partners. Building and maintaining these strategic networks will helpFIXSM expand its locations and programming, and will become a critical advantage overfuture competitors.Long-term ContractsFIXSM will secure partnerships and alliances using anti-competitor clauses in itscontracts. Particularly with universities and key academic and professional experts, long-term contracts will minimize competition, ensure confidentiality, and help maintain anedge in the marketplace.Control of ChannelThe FIXSM mobile business model allows the company to react to any changes in themarketplace quickly and easily. This flexibility allows FIXSM to move strategically fromlocation to location, depending on the needs of the program and the current competitivelandscape.Quality and ServiceWith expert partners and staff, FIXSM will deliver the highest quality programming andservice, establishing itself as the Outward Bound of sustainability, design, and innovationeducation. FIXSM will also employ cutting-edge technology and digital media,differentiating itself from other summer camps in the delivery of communication,
    • FIXSM 82customer service, and marketing.Financial PlanAs a not-for-profit, the Creative Crumbs, Inc. organization’s main mission is to help thegreater good and provide youth with a chance to build competencies for the future. Indoing so, its financial goals are to generate sufficient cash to cover program expenses andrealize philanthropic endowment goals. The five founders of Creative Crumbs, Inc. willdonate a total of $50,000 to the startup fund of $100,000 to initiate the program’s launchin September 2008. The funds will be distributed beginning in September 2008 at$25,000 per month.The FIXSM program application fee is $50 USD and program tuition is $3,00 USD foreach two-week session. The organization will begin to stabilize financially in 2011,generating enough internal revenue in subsequent years to support ongoing administrativeand operational expenses. FIXSM is able to take advantage of economies of scale andoperational efficiency when adding additional locations and building to its network ofprograms across the country, helping to maintain long-term financial stability. In 2014,Creative Crumbs, Inc. will devote a majority of its fundraising efforts to increase theorganization’s endowment and boost accessibility to the program via scholarshipopportunities.
    • FIXSM 83Summary of Finances 2008/2009 2009/2010 2010/2011 2011/12 2012/13 Tuition & Related $0 $245,000 $368,000 $368,000 $615,000 Student Fees Donations $133,000 $36,000 $42,000 $60,000 $42,000 Grants $0 $85,000 $0 $0 $95,000 Net Cash from $64,910 $45,672 $44,113 $52,627 $181,084 Operating Activities Unrestricted Net $64,910 $36,538 $31,979 $38,494 $157,484 Assets Closing Cash $64,910 $35,581 $71,694 $114,321 $205,405 Debt 0 0 0 0 0(see Appendix F, Table 1).Funding is necessary to jump start the organization, enabling FIXSM to conductcurriculum beta-testing, develop the website, create and distribute marketing materials,secure initial program locations, recruit staff and participants, apply for various grants,and continue raising donations. Fulfillment of grant requests is expected to satisfy thecapital costs of the FIXSM program’s supplies, including the Innovation StationTM andtechnological needs such as the One Laptop Per Child computer. Funding requirementsare explained in detail on page 89.InvestmentsOne Laptop Per ChildFIXSM will actively pursue grants to contribute to the initial investment of $15,000 topurchase 50 One Laptop Per Child computers to aide the awareness, transformation, and
    • FIXSM 84innovation learning process. Additional computers will be needed when FIXSM expandsto new locations.Innovation StationTMFIXSM will purchase a converted shuttle bus for an estimated cost of $70,000, usingsupplemental grants to help fund the purchase by 2010.Depreciation is calculated using the Straight-Line Method over the estimated useful lifeof fixed assets, which amounts to 15 years for the Innovation Station TM. Depreciationvalues for office equipment and computers were not calculated, as they are notconsidered fixed assets.General Fixed ExpensesRentOffice Space in Brooklyn is estimated at $900 per month for a one-year lease beginningin January for a 400 square-foot space.SalariesAnnual personnel costs for one full-time employee, with benefits, and two part-timeemployees without benefits, is estimated at $125,199 beginning January 2009.
    • FIXSM 85Camper Registration SoftwareThe online registration and database system will be purchased for an initial installationfee of $4,000 with monthly support services of $250.InsuranceAn estimate of insurance totaling $11,800 for the 2010 season will include liability andaccident insurance, worker’s compensation, disability insurance, camper medicalinsurance, owned and non-owed auto insurance, property insurance, and umbrellainsurance. Rates will vary depending upon the number of employees, number ofparticipants, and location.One Time ExpensesWebsite Development CostThe FIXSM website will be developed under the direction of multimedia marketing firm,Deep Focus for an estimated cost of $50,000. Deep Focus will provide pro bono lifetimewebsite maintenance.Seasonal Program ExpensesRoom and BoardRoom and board for eighty FIXSM program participants, five residential staff members,and one program director (board only) in 2010 estimates at $59,903.
    • FIXSM 86Seasonal SalariesSeasonal salaries for 2010 are estimated at $40,804. Employee time obligations varybetween residential, teaching, and nursing staff positions. All staff members areemployed at a minimum of four weeks.Key AssumptionsCreative Crumbs, Inc. has developed its financial projections to reflect realisticoperational and investment needs. The FIXSM program’s financial success hinges uponsecuring interest with its target market and generating sufficient levels of applications.The company has outlined monthly application goals to ensure FIXSM achieves totalenrollment every year.Application Enrollment Goals: 2009/2010 Season September October November December January February March April May June July August Application 0 0 8 12 20 16 12 8 4 0 0 0 GoalsNote: Enrollment goal for the 2010 season is 80 participants for a partial program (4 weeks)Application Enrollment Goals: 2010/2011 and 2011/2012 Seasons September October November December January February March April May June July August Application 12 8 18 21 24 18 12 6 1 0 0 0 GoalsNote: Enrollment goal for the 2011 – 2012 seasons is 120 participants for a full-length program (6 weeks)
    • FIXSM 87Application Enrollment Goals: 2012/2013 Season September October November December January February March April May June July August Application 20 14 30 34 40 30 20 10 2 0 0 0 GoalsNote: Enrollment goals for the 2013 season are 200 participants for two locations. One operating at full-length (6 weeks) and the launch of a new location operating at partial length (4 weeks)The financial projections (see Appendix F, Tables 1-8) assume FIXSM will satisfy annualenrollment goals, receive tuition payment, and secure adequate grants to purchaseprogram investments.RisksGovernment ApprovalCreative Crumbs, Inc. is awaiting acknowledgement from the U.S. Federal Governmentand Internal Revenue Service for its non-profit organization status. Delay in thedeclaration of status will delay the company from moving forward with grant proposalsand funding opportunities and will ultimately affect the organization’s operationaltimeline. In the event of postponement, Creative Crumbs, Inc. will adjust accordingly.Fulfillment of GrantsFIXSM is dependent upon government and corporate grants to offset the cost of theInnovation StationTM and computers. Failure to receive grant money will delay the launchof the program. Creative Crumbs, Inc. will employ a strategic mix of fundraisingmeasures to ensure acquisition of all necessary funds.
    • FIXSM 88Community and University AlliancesFIXSM must locate multiple communities and universities to fulfill the physical andeducational needs of the program. The inability to secure necessary facilities in preferredlocations will affect curriculum development, participant enrollment, and the recruitmentstrategy for staffing. Creative Crumbs, Inc. will shop for locations and finalize contractsthree years in advance of initial program launch in each new location.Strategic AlliancesReputation and trust are the key to success in the marketplace. FIXSM is dependant uponestablishing partnerships with reputable organizations and industry leaders. Failure toalign itself with such organizations will decelerate the growth of the program. To buildreputable alliances, Creative Crumbs, Inc. will begin negotiations immediately and offerperks such as free advertisement and internship deals in return for sponsorship.Department of HealthCreative Crumbs, Inc. must satisfy all necessary requirements outlined by the NY StateDepartment of Health and all other states in which the program will operate. If theorganization fails to comply with the State’s standards, the program will not be grantedan operating license. Creative Crumbs, Inc. will begin permit applications two years inadvance to ensure ample time to complete all required paperwork.
    • FIXSM 89StaffingFIXSM relies heavily on a stellar group of professional staff, including teachers and guestexperts. If the program fails to secure highly qualified and well-known educators, it willundermine the overall quality and value of the FIXSM experience. To prevent this fromhappening, Creative Crumbs, Inc. will scout for professional talent two years in advanceof each program launch and will devote extensive time to employee training before thebeginning of each summer.Economic UncertaintyThe state of the current United States economy poses a risk to the FIXSM summerprogram. Many households feel the pinch on daily living expenses and are unwilling tospend money on supplemental programs, particularly as college tuition continues to rise.Creative Crumbs, Inc. will market its program as the solution to the problem, rather thanas an added expense, promising participants that they will learn the pertinent skills andcompetencies necessary for a financially stable future.FundingFunding RequirementsCreative Crumbs, Inc. will seek start-up funding during the first five years of operation tocover costs until steady streams of income from application fees, tuition, teacher/groupmembership fees, and online advertising are secured. To stimulate initial growth, theorganization will begin fundraising in 2008, reaching a target goal of $296,000 by 2010.Once start-up costs are secured, the organization will begin a second round of funding
    • FIXSM 90attaining $137,000 by 2013. At the five-year benchmark, Creative Crumbs, Inc. willintroduce a long-term fundraising timeline to ensure steady program expansion, raisingapproximately $50,000 to $100,000 in funds per year. Due to the seasonal nature of thesummer camp business, fund distribution will occur every month and will intensify in thesecond quarter of every fiscal year.Funding Requirement and ScheduleFundraising for the initial five years will be allocated specifically toward start-upexpenses and program development. Creative Crumbs, Inc. will request additionalfunding in successive years for endowment growth and further program development.The average annual ratio of expenses for 2009 to 2010 is as follows:• 51% Employee cost• 22% College room and board leases• 6% Program development (curriculum, OLPC, and mobile lab)• 5% Administration costs• 5% Marketing campaigns• 4% Annual and Seasonal Insurance• 3% Scholarship• 2% Outside service (website maintenance and registration software)• 2% Capital expenditures office and digital equipment(see Appendix G, Figures 1, and 2).
    • FIXSM 91Funding StrategyCreative Crumbs, Inc. will seek funding from a variety of sources, ranging from federaland state grants, to corporate donations and loans. The source will depend on thecompany’s specific need or allocation of the funds. Strategic partners, such as the CooperHewitt Design Museum, an affiliate of the Smithsonian Institution, will act as beacons forbrand awareness and national exposure. Federal and State grants will contribute toprogram and curriculum development, as well as mobile lab productions and capitalexpenditures. Creative Crumbs, Inc. also plans to target corporate foundations, tailoringfundraising to industries related to specific program themes. For instance, a programcurriculum around water would pursue funding from Coca-Cola or PepsiCo, Bechtel, andsanitation companies. The organization will also seek out donations and grants for digitaltechnology equipment, materials and supplies, and professional lecture series.Though the funding strategy for Creative Crumbs, Inc. relies heavily on donations, grantsand corporate giving, the company will also use additional funding methods, includingpersonal equity, credit card financing, and credit lines. Each of the five members hasagreed to contribute $10,000 in personal financing, totaling $50,000 for start-up costs. Inthe event of operational emergencies, Creative Crumbs, Inc. will establish a line of creditat a local banking institution for short-term loans. The line of credit will be for $150,000,at a 25 percent interest rate over five years. Credit card financing will also help cashflows once Creative Crumbs, Inc. begins accepting applications in 2009.
    • FIXSM 92Finally, Creative Crumbs, Inc. will pool the application fee revenue and apply it towardsthe scholarship endowment, anticipating the sponsorship of 30 students on full or partialscholarships in the first five years of operation. Intensified endowment fundraising insuccessive years will help the organization obtain its 15 percent annual scholarship goals.Funding SourcesThe following list provides a sampling of foundations and government organizationsCreative Crumbs, Inc. will target for funding. The organization will build a fundraisingportfolio to ensure all types of expenses are covered in accordance with eachfoundation’s allocation guidelines and policy restrictions. With a subscription to the Non-Profit Coordinating Committee’s Government Grants Information Services (GGIS) for“Funding Alerts,” Creative Crumbs, Inc. will obtain summaries of funding opportunitieswithin days of their official publication in the Federal Grants Register. (see Appendix G,Exhibit 1).OfferingFoundations donating to Creative Crumbs, Inc. will receive federal and state tax creditsfor their offering. They will also gain a sense of goodwill for supporting America’syouth, satisfaction for maximizing every student’s potential, and accomplishment forcontributing to a more promising future in America. In return, Creative Crumbs, Inc. willensure name recognition or free online advertising space for each participatingorganization.
    • FIXSM 93 Appendix AFigure 1.Figure 2.
    • FIXSM 94Figure 3.
    • FIXSM 95Figure 4.
    • FIXSM 96 Appendix BFigure 1.
    • FIXSM 97 Appendix CFigure 1.Figure 2.
    • FIXSM 98Figure 3.Figure 4.
    • FIXSM 99Figure 5.
    • FIXSM 100 Appendix DFigure 1.
    • FIXSM 101
    • FIXSM 102
    • FIXSM 103Figure 2.
    • FIXSM 104Figure 3.Operations Flow Chart
    • FIXSM 105 Appendix EFigure 1.
    • FIXSM 106 Appendix FFigure 1.
    • FIXSM 107Table 1.Table 2.
    • FIXSM 108Table 3.
    • FIXSM 109Table 4.
    • FIXSM 110Table 5.
    • FIXSM 111Table 6.
    • FIXSM 112Table 7.
    • FIXSM 113Table 8.
    • FIXSM 114
    • FIXSM 115 Appendix GFigure 1.
    • FIXSM 116Figure 2.
    • FIXSM 117Exhibit 1.US Department of Education Eligible Grants• Small Business Innovation Research (SBIR) Program CFDA # (or ED #) 84.133S; 84.305S. Office of Innovation and Improvement Program• National Endowment of the Humanities Promotion of the Arts Grants to Organizations and Individuals Promotion of the Humanities Challenge Grants Promotion of the Humanities Fellowships and Stipends Promotion of the Humanities Research Promotion of the Humanities Education Development and Demonstration Promotion of the Humanities Public Programs Americas Media Makers Development Grants Digital Humanities Start-up GrantsPrivate Foundations and Government Organizations• Arts & Business Council of New York• The Council on Competitiveness• The Asia Society• TechNet Alliance• Business Committee for the Arts• National Research Foundation• Strong American Schools
    • FIXSM 118• National Business Incubation Association• National Foundation for Teaching Entrepreneurship• Small Business Innovation Research Program• Skoll Foundation• Nobel Foundation• Omidyar Network• Eli Broad Foundation• Bill and Melinda Gates Foundation• Nathan Cummings Foundation• Geraldine R. Dodge Foundation• The Heinz Endowments• The John D. & Catherine T. MacArthur Foundation• Rockefeller Brothers Fund - Philanthropy for an Interdependent World• The David & Lucile Packard Foundation• W.K. Kelloggs Foundation• The Annenberg FoundationCorporate Foundations• MetLife Foundation• American Express• ConEdison• Barnes & Noble• Verizon Foundation
    • FIXSM 119• AT&T Foundation• Bank of America Foundation• The Coco-Cola Company• IBM International Foundation• Target Corporation Foundation• The Ford Foundation
    • FIXSM 120 Appendix HFigure 1.Figure 2.
    • FIXSM 121Figure 3.Figure 4.
    • FIXSM 122Figure 5.
    • FIXSM 123 Appendix IExhibit 1. 1. Have you ever been to summer camp? Yes 2. If so, what types of summer camps have you been to? Go away camps – Fresh Air Fund. 3. What did you like about them? The activities and the kids. 4. If you did not like them, why didn’t you like them? 5. How likely are you to switch camps or summer programs from year to year? None. 6. What do you like most about your after school program? The activities. 7. Do you think there are problems in the world that need fixing? Global warming 8. Do you think you have the power to make the world a better place? Not me by myself 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 124Exhibit 2. 1. Have you ever been to summer camp? No. I have never been to a summer camp. 2. If so, what types of summer camps have you been to? 3. What did you like about them? 4. If you did not like them, why didn’t you like them? 5. How likely are you to switch camps or summer programs from year to year? I would like to go to a summer camp or program. 6. What do you like most about your after school program? The most thing I like about my after school is being able to be a part of many things as well as being able to communicate with anyone. 7. Do you think there are problems in the world that need fixing? Yes, I think there are a whole bunch of conflicts in the world that needs a whole lot of fixing. 8. Do you think you have the power to make the world a better place? I can’t say that I have the power to make the world a better place because it must start with the hearts of the people first. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? I would like to join programs that would help solve problems in fun and innovative ways.
    • FIXSM 125Exhibit 3. 1. Have you ever been to summer camp? No, I wish. 2. If so, what types of summer camps have you been to? 3. What did you like about them? 4. If you did not like them, why didn’t you like them? 5. How likely are you to switch camps or summer programs from year to year? 6. What do you like most about your after school program? The interesting activities and meeting new people. 7. Do you think there are problems in the world that need fixing? Of course. Terrorism is affecting the world and racism is still occurring. 8. Do you think you have the power to make the world a better place? If I put my mind to it I can but it won’t be easy because I probably will have people against me. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 126Exhibit 4. 1. Have you ever been to summer camp? Yes, I have been twice. 2. If so, what types of summer camps have you been to? One was a sports camp and active camp. 3. What did you like about them? I always had something to do. 4. If you did not like them, why didn’t you like them? 5. How likely are you to switch camps or summer programs from year to year? I don’t like switching camps like that. 6. What do you like most about your after school program? It helps me do my homework. 7. Do you think there are problems in the world that need fixing? The community needs to be fixed and schools need more books. 8. Do you think you have the power to make the world a better place? Yes, the ideas that I have can do a lot. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes I would because it would strengthen my abilities.
    • FIXSM 127Exhibit 5. 1. Have you ever been to summer camp? Yes. 2. If so, what types of summer camps have you been to? Theatre. 3. What did you like about them? The environment and the choice of groups within to be involved with. 4. If you did not like them, why didn’t you like them? I like everything because it was a type of program I’d enjoy. 5. How likely are you to switch camps or summer programs from year to year? Not likely. 6. What do you like most about your after school program? The choice of schedule. The interactivity with staff. 7. Do you think there are problems in the world that need fixing? Of course. 8. Do you think you have the power to make the world a better place? Individually no, but as a part of a collective movement yes. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 128Exhibit 6. 1. Have you ever been to summer camp? Yes. 2. If so, what types of summer camps have you been to? Fresh Air Fund and neighborhood. 3. What did you like about them? They gave me something to do. 4. If you did not like them, why didn’t you like them? I did. 5. How likely are you to switch camps or summer programs from year to year? Less likely if they are entertaining. 6. What do you like most about your after school program? Nothing really. 7. Do you think there are problems in the world that need fixing? Yes. 8. Do you think you have the power to make the world a better place? Yes. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 129Exhibit 7. 1. Have you ever been to summer camp? Yes. 2. If so, what types of summer camps have you been to? St.Charles summer camp. 3. What did you like about them? We played basketball, learned, went on trips, co-ed and met new people. 4. If you did not like them, why didn’t you like them? No reason, I like them. 5. How likely are you to switch camps or summer programs from year to year? Slim to none. 6. What do you like most about your after school program? We get to interact with other people. 7. Do you think there are problems in the world that need fixing? Not such a young age, but from observation – racism. 8. Do you think you have the power to make the world a better place? Yes. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 130Exhibit 8. 1. Have you ever been to summer camp? Yes. 2. If so, what types of summer camps have you been to? A disability camp. 3. What did you like about them? I like that we had talent shows and we would sit around the fire and tell stories. 4. If you did not like them, why didn’t you like them? 5. How likely are you to switch camps or summer programs from year to year? I haven’t been to summer camp in a long time. 6. What do you like most about your after school program? I like that you can just hang out. 7. Do you think there are problems in the world that need fixing? Poverty. 8. Do you think you have the power to make the world a better place? Yes, if I put my mind to it. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 131Exhibit 9. 1. Have you ever been to summer camp? Yes. 2. If so, what types of summer camps have you been to? Dewitt Clinton. 3. What did you like about them? We went on a lot of trips. 4. If you did not like them, why didn’t you like them? I did like them. 5. How likely are you to switch camps or summer programs from year to year? Not a lot. 6. What do you like most about your after school program? 7. Do you think there are problems in the world that need fixing? Yes, violence. 8. Do you think you have the power to make the world a better place? No, I don’t honestly. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
    • FIXSM 132Exhibit 10. 1. Have you ever been to summer camp? Yes. 2. If so, what types of summer camps have you been to? Sleep away camp. 3. What did you like about them? I had fun. 4. If you did not like them, why didn’t you like them? 5. How likely are you to switch camps or summer programs from year to year? Not likely. 6. What do you like most about your after school program? Brush factor 7. Do you think there are problems in the world that need fixing? Yes. 8. Do you think you have the power to make the world a better place? Yes. 9. Would you be interested in a summer program that used your creative abilities to help solve local problems in fun and innovative ways? Yes.
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