Running head OUR COMMUNITY SALUTES1OUR COMMUNITY SALUTES38.docx

Running head: OUR COMMUNITY SALUTES 1
OUR COMMUNITY SALUTES 38
Our Community Salutes, Business Plan
BA 599 Capstone
Redia Anderson
Dinodini Babau
Stacy Bernard
Dana Keith Callahan
Rickey Hampton
Mitchell Logsdon
Corey Mosley
Terrence Murchison
Grantham University
Dr. Joni Scott
January 11, 2016
Table of Contents
Abstract4
Background - Our Community Salutes (OCS)5
Proposed Business Strategy (Rickey Hampton)6
Comparable Non-Profit Organization Business Model (Mitchell
Logsdon)
Administrative Structure
Governance Model
Funding Strategy
Championing the Cause10
OCS’s Current Opportunities and Possibilities10
Strengths13
Weaknesses14

Opportunities14
Threats15
Analyze the Current OCS Chapters and Offer Enhanced Program
Opportunities16
Define Data Points
Market Sizing
Geographic Distribution
Enlistment Forecast
Forecast Mitigations
Competition22
National Military Family Association22
A Sanctuary for Military Families Inc.22
Blue Star Families23
Potential Revenue Streams23
Newman’s Own Foundation23
Fisher House Foundation24
United Way24
Potential New Products and Services Offerings Revenue
Streams for Recruits and Persons of Influence (Dino Babau)
Building Alliances with Commercial Partners (Terrence
Murchison)
Strategyfor Transitioning OCS Volunteer Chapters to Non-
Profit Organizations(Stacy Bernard)Error! Bookmark not
defined.
Proposed Non-Profit Organizational Structure
Philanthropy Specialist
Associate Strategic Planning Partner
Department Administrator
Department Coordinator
Summary and Transition
Appendix A - Assistant Director Philanthropy Major Gifts
Position Description32
Appendix B - Associate Strategic Planning Partner Position
Description34
Appendix C – Department Administrator Position Description36
Attachment D - Department Coordinator PositionDescription38

Abstract
OCS corporate strategy is rooted in a low-product
diversification strategy. Although the type of corporate strategy
can be sustained, organizational growth is often sacrificed. A
low product diversification strategy makes expansion into other
customer segments difficult. By diversifying product or
services, OCS could gain exposure to a far-reaching base of
customers. OCS should continue saluting the niche market of
high school senior enlistees, but could incorporate saluting the
veterans, for example, who are involuntarily being separated
from the armed services because of congressionally mandated
forced reduction measures.
Background - Our Community Salutes (OCS)
Our Community Salutes (OCS) was founded in 2009 by Dr.
Kenneth Hartman Dr. Hartman is the president and founder of
OCS, a 501(c)(3) nonprofit organization created to recognize
and honor graduating high school seniors (and parents) who
have pledged to join the U.S. Armed Forces after graduation.
Dr. Hartman holds an undergraduate degree from The State
University of New York at Geneseo, a master’s degree from
Michigan State University, and a Doctorate from the University
of Pennsylvania. Dr. Hartman also serves as a Senior Fellow at
Eduventures, Inc., a U.S. Army veteran, and a member of the
Cherry Hills Schools Board of Education.
OCS’s mission statement is clear. To recognize and honor high
school enlistees for one’s commitment to military service by
proving guidance, information, resources, and community
support for enlistees and family members through the transition
from post-high school to military service. OCS takes great pride
in thanking students for putting their life on the line for our
freedom.
The inspiration for honoring and celebrating high school
seniors, who decided to serve one’s country after graduation,
came to Dr. Hartman while attending a high school graduation
ceremony in Cherry Hills, NJ. Dr. Hartman learned after

sampling graduates about different career choices, that a small
number of men and women who chose to enter the armed
services were not being recognized by local communities for
such a selfless sacrifice compared to other enrollees (Courier-
Post, 2015). Recognition to college graduates, military ROTC,
and West Point students for one’s pledge of commitment to the
armed forces was evident.
Dr. Hartman decided to reach out to Ronald Tuczak who
worked as an Army recruiter until his retirement as a U.S. Army
Lieutenant Colonel (LTC). Hartman expressed his
disappointment for the lack of recognition shown by local
communities and sought his help because Hartman felt that
showing an expression of support to those willing to enlist was
essential. The organization now consists of volunteers, such as
educators, businessmen and women, veterans, government
officials, and community leaders. Proposed Business Strategy
OCS business strategy is presently related to a focused
differentiation strategy where its product offering is tailored to
a small niche market. Less than 1% of high school graduates
make the selfless decision to serve our Nation (Courier-Post,
2015) and postpone college or entering the civilian workforce.
What OCS offers to customers is the well-deserved honor of
being recognized for the bravery and selfless sacrifice to serve
in the U.S. armed forces, especially during times of war. OCS
stands alone in the goodwill market role because of the
organizational structure, which holds a single product offering.
OCS organizational structure is not too complex, as community
volunteers, who are committed to implementing plans for OCS
graduation ceremonies will submit requests to the National
office to create an OCS chapter as a first step in the process.
OCS present business strategy is strategically aligned with its
mission and vision. Although their strategy remains unchanged,
marketing strategies that appeal to high school graduates’
persons of influence need to be explored to determine product
or service offerings that can generate revenues. By generating
revenues through persons of influence donations, OCS is able to

tap into a revenue stream that when combined with donor
donations can provide long term sustainability to its mission.
The challenge OCS faces is deciding what product or service
offerings are persons of influence willing to pay for. Without
conducting a credible marketing survey to determine the needs
of this market, OCS is likely to meet the needs of only a small
market segment, and thereby not maximize its revenue potential.
By developing products or services that adds value to new
recruits’ persons of influence, can set the foundation for
volunteer chapters to generate revenues that can support their
move to independence while providing future sustainability.
These value added products and services will likely be key to
bolstering the chapters’ organizational structure so that full
time employees are better able to solicit donor donations that
further enhance the effectiveness of the chapters. The chapters
will also have more leverage to help them form corporate
alliances because their product offerings provide an equitable
exchange that alliance partners are attracted to. For example, if
OCS offers prime destination vacation products, then travel and
hotel alliances are more likely to be achieved.
Because of the potential benefits new value added product
offerings would provide OCS, volunteer chapters can sustain
their operations independently and implement an organization
structure that supports them moving to nonprofit status. Once
these strategies have been achieved, other additional revenue
generating measures can be implemented that help OCS
maintain competitive advantages that are sustainable well into
its future. Investing in a credible marketing survey that utilize
mathematical quantitative analysis to determine what product
offering will add value to their target segment lives can
potentially pay long lasting dividends that can be built upon
deep into the future.
Comparable Non-Profit Organization Business Model
Administrative Structure
The Boy scouts of America is an organization that is broken up
into a three tier system. The Unit is at the local level it is made

up of Troops, Teams, and Crews. The next level is Local
Councils, the local councils have many units within them. The
most upper level of the scouts is the National council. Units
require structure and someone to manage them. The BSA is a
boy lead organization but it requires adults to help carry out the
required tasks, transportation and guidance. All units have their
own volunteer committee that is responsible for keeping the unit
on track for scouting activities and for managing funds. The
committee is made up of committee chairman, secretary,
treasurer, advancement chair, equipment coordinator, outdoor
activities chair, and a training chair (Anonymous, n.d.). All
units have Scoutmasters and assistant scoutmasters. The
scoutmasters accompany the scouts on all activities whereas the
committee is responsible for making things happen in the back
ground.
Governance Model
The BSA develops goals and a financial plan that includes
regular audits. All organizations need to have proper training
on what is authorized and what is unacceptable. It is important
that each level of OCS be transparent with regard to finances to
reduce the chance of theft and to keep all volunteers and the
head OCS organization apprised of what their capabilities are. I
recommend OCS provide proper financial management training
as well as a set of guidelines on what collected funds can be
used for.
Participation of all organizations is vital to the growth and
success OCS. First I feel they need to determine a measure of
success. Is one ceremony a year success, or will it be multiple
gatherings?
Training importance for youth and adults to ensure the program
is running as desired and to reduce the likelihood of something
happening that could be perceived as improper. One of the most
important training aspects is no one on one contact with scouts.
This in turn helps to eliminate the possibility of improper
relations. I recommend OCS devise some sort of training
program for its members to ensure the protection of the students

and the volunteer members. This will not only help the
volunteers and student enlistees but it could help if something
were to happen s and a lawsuit was brought against OCS.
I would recommend OCS develop a set of standard operating
guidelines for each level of the organization. This will assist in
ensuring the organizations runs as desired but will assist new
organizations to be developed and not have to reinvent the
wheel each time a new organization is developed.
Funding Strategy
The Units can use a multitude of fund raising methods but they
must conform to the BSA guidelines set by the National Council
and local councils. The most common funding sources are dues
paid by the scouts and leaders, fund raising sales of popcorn,
charter organizations contributions (anonymous, n.d.). The
registration fee is retained at the National council level. Each
local unit has a charter organization such as a church, fire
departments, schools or local business, to help with a facility to
meet in and help with obtaining and maintaining unit
equipment. By utilizing charter organizations the BSA
organization has reduced one of the largest overheads of an
organization by not having to pay for most meeting locations.
Each unit is required to have its own tax ID number by
completing an IRS form SS-4 at (WWW.irs.gov). Not all Units
are tax exempt as it is determined by the charter organization
for example if it is chartered by a church then it will be tax-
exempt but this is not the case if it is chartered by an athletic
store. If you are determined to be tax exempt the unit will fill
an IRS form 990-N.
The Local Councils raise funds by Friends of scouting program
that collects donations that they elicit from members and the
community (anonymous, n.d.). They get funding from popcorn
sales as a percentage of money the units make goes to the local
council. They get money from special events, legacies,
foundation grants, and activity fees for summer camps and
camporees. The events that scouts take place in help pay for the
program and facilities.

The National council obtains its funding through scout supply
sales such as uniforms, camping and memorabilia. They get
money from membership fees, grants from foundations.
Legacies and corporate sponsorships.
The BSA develops a five year strategic plan where they
determine how they will increase participation, resources,
increasing their brand, ensuring they have a relevant program.
They make sure to include innovation, technology and how they
will provide better training to youth and adults.Championing the
Cause
Society wants soldiers to feel supported and enjoy a sense of
pride for making such a selfless choice. OCS holds ceremonies
to honor and recognize enlistee’s and families in banquet halls,
auditorium, and sports arenas. Members of the organization
help soldiers and family members throughout the process of
moving from civilian to military life, and back again. OCS
provides valuable information to the enlistees and families
through direct mail, websites, and one-on-one contact to help
illustrate the importance of joining such a select group of
individuals.
Imagine the impact if the organization could expand to include
veterans!OCS’s Current Opportunities and Possibilities
High school students must consider the potential financial
impact on oneself and his or her family when making the
decision to join the Armed Forces versus going to college post-
graduation. The military population is male dominated,
however, now that all job fields are being opened to females,
this factor is likely to be less to change traditional male
dominated head of the household status. The military in turns
provide a stable career for enlistees with families and children.
The 2014 National employment rates are shown in Figure 1.
Figures 2 and 3 show about half of all high school students
graduating faced a period of unemployment within the first 15-
months of graduation.
Figure 1. 2014 National Employment Rates

Figure 2. U.S. Bureau of Labor Statistics
Figure 3. Veterans Vs. Non-Veterans Unemployment Rates
Strengths
Dr. Hartman’s educational and work experiences provide an
excellent platform for consideration given to diversifying OCS
corporate strategy. Given the current number of veterans who
count against the national unemployment rate, a significant
opportunity to provide young adults new job skills, professional
development, and soft skills exist. Dr. Hartman’s military
affiliations and networks can serve as an advantage for
obtaining referrals over the long- term that could help sustain
OCS’s mission of saluting heroes. Many of OCS board members
have military connections, which could also be a source of
obtaining referrals far into the future.
Recognizing high school graduates who have committed to the
military is an effective way for OCS to achieve its mission
statement and realize Dr. Hartman’s vision. The amount of
support from local citizens and business owners assists OCS to
sustain the operation. OCS has operations in several states that
support multiple military bases, which is important to help the
organization successfully diversify product offerings. OCS has
built a positive reputation throughout the communities it serves,
which will help if the organization decides to expand the
product offerings.
Weaknesses
Offering pre-service recognition products and services to high
school recruits is a significant contribution to the segment
population. However, OCS fails to offer product and services to
those individuals who separate from the service after serving
their country. The lack of servicing to the veteran demographic

can be constricting to the future growth of the company;
therefore, negatively affect the organization’s competitive
advantages. OCS has opened offices in 20 states since the
inception in 2009. The closures of some offices in participating
states could make expanding more difficult. The lack of mass-
market appeal, regardless of the growth potential, must be a
pivotal factor to consider.
Having only one product or service offered, which is
recognizing high school recruits, substantially constrains OCS’s
growth potential and brand recognition. Being one-dimensional
overshadows the lack of recognition offered to new recruits who
belong to categories other than high school seniors.
Opportunities
Diversification of the products and services would stand a
better chance of meeting the needs of society and could
establish a strong market expansion for the company because of
the competitive advantages that would provide long-term
sustainability. Online education and training via organizations
such as Accenture, for example, might allow for the widest
market penetration and product dissemination supported by
industries with job training and job placement benefits. E-
training can set OCS apart from rivals thereby, expanding
product offerings on a grander scale by infiltrating the market
segment of retraining veterans Nationally.
Transitioning OCS’s mission to close the gap on those
transiting from the Armed Forces back into the civilian
workforce could recognize individuals who served our Nation
and stimulate word of mouth adverting promoting OCS’s
goodwill, brand recognition, and financial growth. OCS could
develop alliances with new market entrants to strengthen OCS
core competencies and help build a solid footprint by adopting
strategies that support post-service offerings to veterans.
Developing and implementing strategies that salutes Veterans
could help OCS expand its market saturation across the Nation,
especially in the light of the threat of U.S. force reduction

initiatives that have secondary effects at the National, state, and
local government levels. OCS has the potential of realizing
significant funding potential through the development and
execution of an e-training curriculum. The sphere of military
influence held by many of OCS board members could leverage
access to a consistent pool of training participants living
throughout the United Stated. Such comprehensive strategies
have the potential to provide OCS with the competitive
advantages necessary for sustaining and growing the
organization far beyond the intended scope of this business plan
to include recognition as a global leader in serving U.S.
veterans abroad.
Threats
Recent congressional mandates show a schedule to implement a
reduction in military personnel that could create a more
significant number of Veterans potentially seeking new job
skills. The impending force reduction might have secondary
effects in the Reserve and National Guard components. Inherent
to uniformed force reductions are resulting decreases in
forecasted recruit accessions into the active service regiment.
The unintended consequence of reducing the military troops
could have a rippling effect on opening other OCS branches and
reducing funding streams.
Another threat to OCS receiving financial donations from
corporate sponsors is the rise of federal interest rates; expected
to occur in a series of interest hikes over time. The change
would increase the National debt and corporate sponsors,
therefore, might implement policy changes that reduce
charitable contribution expenditures to mitigate financial risks.
Such factors combined with lowered recruit accession missions
could reduce the amount funding opportunities for OCS.
Recognizing only high school seniors for the sector’s military
commitment significantly limits OCS’s customer base, which is
dependent on the number of new high school recruits accessed
yearly. OCS’s target market should include a wider selection of

heroes to salute for the company’s vision to materialize fully;
otherwise, OCS could experience a missed opportunity by not
capitalizing on markets with a constant supply of customers.
OCS stands the risk to lose the support of some financial donors
and combined with the potential risk of reduced accession
missions; the leaders could lose the needed momentum to move
into new states and prevent existing branches from decreasing
in size and scope. Analyze the Current OCS Chapters and Offer
Enhanced Program Opportunities
OCS organizational structure consist of state chapters
responsible for providing regional purview for high school
salute ceremonies. The chapters coordinate directly with OCS
corporate headquarters about planning and execution of its
recognition program. The independent chapters conduct high
school salute ceremonies annually that overlap the high school
graduation ceremonies within its region. OCS has chapters in
19 states and one territory, Puerto Rico. Thirty-seven chapters
that are approved to operate OCS salute ceremonies and 16 held
salute ceremonies in 2015.
High school students planning to transition into the military
know OCS for its continued support. All OCS salute programs
present high school recruits with challenge coins and
certificates, while recognizing participants’ parents and
guardians. OCS chapters could provide timely information to
new recruits and families by updating website information
weekly. OCS might terminate chapters that are not maintaining
policy standards or prove to be inactive. An Associate Strategic
Planning Partner (see Attachment B) could conduct quarterly
site visits to determine the OCS chapter’s readiness. Define
Data Points
Programs carried out at each OCS chapter will target high
school seniors and one’s family who have committed to, or
shown interest in, joining the military service. Engagement
strategies will expand to potential sophomore and junior
enlistees to provide knowledge of programs offered. The effort
will benefit OCS by bringing awareness of company goals, and

student and community involvement will expand in honoring
our enlistees.Market Sizing
According to the U.S. Department of Education, high school
graduation rates are at the highest level in years. Graduation
rates hit 81% in 2012-2013 (U.S. Department of Education,
2015). In the 2015-2016 school year there is an expectation of
3.3 million students who will graduate high school (National
Center for Education Statistics, 2016). With the increase in
numbers of graduates, the available pool of candidates who can
join the military has increased proportionally.
Figure 4.High School Graduation Rates from Coast to Coast.
This figure represents the graduation rates across the U.S. for
2013. Source: http://hechingerreport.org/the-gradation-rates-
from-every-school-district-in-one-map/
Most branches of the service will require a high school diploma
for entrance into military service. Entrance can be made with a
GED (General Education Development) certificate, but it can
limit job prospects upon enlistment (Today’s Military, 2016).
With the increase in the number of high school graduates, as
reported by the Department of Education in 2015, the military is
being offered greater numbers of potential candidates.
Geographic Distribution
The majority of enlistments come from the south and south-west
portions of the United States. In 2013, 44% of enlistments came
from Georgia and Florida, despite the fact they contain only
36% of the 18-24 year olds (Joyner, 2014). It may be asked why
two states would represent such a large portion of the yearly
enlistments. Joyner (2014) stipulates that the Department of
Defense cannot offer a good answer as to why this phenomenon
happens, but one member was willing to take a guess. LCDR
Nate Christensen believes that both states large military
presence has an effect on enlistment, as youth have greater
exposure to military members. Joyner (2014) also indicate that
economic activity can have a large effect on enlistment rates in
certain states. Georgia and Florida both have high youth

unemployment rates, thus the military can offer an escape when
it comes to employment (Joyner, 2014).
Figure 5.Enlisted Personnel per 1000. This figure represents the
number of enlisted member from each state in 2013. Source:
http://www.outsidethebeltway.com/wp-
content/uploads/2014/07/enlisted-personnel-by-state.png
Enlistments Forecast
According to the Bureau of Labor Statistics (2015)
approximately 240,000 members enlisted in the military in
2014. Federal News Radio (2014) reports 2013 was a stellar
year for recruitment as well. Military officials identify the fact
that blockbuster recruiting years may not always continue. As
youth unemployment continues to drop, the military can face
tougher recruiting opportunities in 2016 and future years
(Federal News Radio, 2014).
Another impact on future recruiting is the reduction in end
strength across all services. This reduction in end strength will
have dramatic effect on recruiting numbers. For example, in
2014 the Army reduced recruiting goals to 57,000 which was a
reduction of 12,000 from 2013. These reductions will require
recruiters to be more selective in filling the reduced numbers of
slots (RT Question More, 2014). The Army will continue to
draw down end strength through 2018. The Army will cut
15,000 in 2016 and 2017. The final cuts of 10,000 will be in
2018 which will take the Army’s end strength to 450,000 (Army
Times, 2015).
Forecast Mitigations
As the graduation rates have increased there would be a natural
inclination to believe this increase would also be proportional
to an increase in enlistments in the military. This would be a
false assumption when faced with end strength drawdowns of all
branches of the military. With a reduction in the number of slots
available the number of enlistments will reduce as well.
Based on the reduced enlistment opportunities and in an

effort to ensure OCS can continue with the mission to honor
military enlistees, they must ensure to capitalize on the
synergies of numerous chapters. Currently, each chapter is
responsible to plan and organize the honoring ceremonies
individually. Figure 6 breaks the country into 9 regions and
these regions are based on the per capita enlistments in the
region. Should OCS follow a similar pattern and break the
country into 9 regions and organize all the chapters under a
regional directorship they stand to gain opportunities in
maximizing the visibility and impact of the enlistment
ceremonies. In regions such as the South Atlantic and East
South Central, which garner the highest enlistment numbers, it
is easy to deduce there would be a large number of chapters
conducting ceremonies at various times. The regional directors,
having oversight of each chapter, can ensure the chapter’s
efforts have the largest impact on the largest number of
enlistees. This balancing of synergies will not only save man
hours and time, but decrease the cost impact on ceremonies to
individual chapters. Combining ceremonies for chapters located
within driving distance, the expense can be shared between the
chapters and thus decreasing the overall cost to each.
Figure 6.Enlisted Personnel per 1000. This figure represents the
number of enlisted member from each region in 2013. Source:
http://www.ed.gov/news/press-releases/us-high-school-
graduation-rate-hits-new-record-high
Competition
OCS does not have direct competition because no other
recognized U.S. organization offers the same service. Other
organized businesses, however, do offer military personnel
different offerings, which OCS could benchmark. Four
comparable National non-profit organizations earning less than
$3M in revenue are the National Military Family Association, A
Sanctuary for Military Families, Blue Star Families, and
Military Support Groups of America. Although each
organization provides a different approach to serving high

school students, veterans, and families, the organizations are
secondary competitors. The ideal approach for OCS would be to
expand services or work in conjunction with other non-profits
that provide similar services, so the market does not become
saturated. National Military Family Association
National Military Family Association (NMFA) has acted as a
liaison for military families for over 46 years, earning a
positive record of supporting service members, spouses, and
dependents. The organization is a go-to source for
administration officials, members of Congress, and others who
require a better understanding of the issues facing military
families. The leaders of the Association provide a voice on
Capitol Hill, the Pentagon, and Veterans Affairs through the
support and programs offered. The motto is we look out for the
families who stand behind the uniform and those who serve.A
Sanctuary for Military Families Inc.
Project Sanctuary supports military families by providing
therapeutic retreats, enabling the families to reconnect and
reintegrate into communities through education initiatives and
innovation services. Hundreds of military families attend
retreats each year. Over 90% of the attendees are functioning as
a successful community member, zero suicides, and all service
men and women who were seeking work are currently
employed. Project Sanctuary is a proud founding member of R4
Alliance, a membership of programs of excellence providing
therapeutic and community-based recreation services to military
families. R4 illustrates achievement of the highest quality
services through collaborative efforts in research, education,
standards of excellence, economic viability, and continuum of
care. Blue Star Families
Established in April 2009 and led by a group of military
spouses, Blue Star Families created a platform for military
family members to connect with civilian communities and
leaders addressing the challenges of being a part of the military
life. BSF organizations consist of active duty, National Guard,
Reserve, and wounded worriers who are transitioning from all

branches of service, including local and national supporters of
veterans and civilians who are eager to contribute resources.
Potential Revenue Streams
Foundations that have funded military-support organizations
could act as a potential National sponsorship for OCS. A
philanthropy specialist (see Attachment A) could help secure
donations to help OCS fund its operations. Funding is a critical
element in the proposed non-profit structure.Newman’s Own
Foundation
Newman’s Own Foundation is an independent and private
foundation formed in 2005 by Paul Newman to sustain the
legacy of his philanthropic work. The Foundation, funded
entirely by the profits and royalties from Newman’s products,
does not maintain an endowment, raise funds, or accept
donations. On September 26, 2013, the Newman’s Foundation
committed $7 million in grants over 3-years to support U.S.
military men, women, and families through its Honoring Those
Who Serve program. More than 50 nonprofit organizations were
the recipients of grants awarded to help military personnel,
veterans, and families manage deployments and the transition
from active duty to civilian life. Fisher House Foundation
Known for the network of providing comfort homes, Fisher
House Foundation offers military personnel and veteran’s
families housing at no cost while a loved one is receiving
medical treatment. Homes area located near major military
installations and VA medical centers throughout the United
States. Fisher House has more than 21 suites with private
bedrooms and baths. Families share a common kitchen, laundry
facility, dining room, and an inviting living space. The housing
program has saved military and veteran’s families an estimated
$282 million in out-of-pocket costs for lodging and
transportation. Fisher House also operates the Hero Miles
program and Hotels for Heroes program, which uses donated
frequent flyer miles and donated hotel points to bring family
members to the bedside of injured service members while
providing free lodging. United Way

United Way has made a more aggressive approach to
supporting the military, veterans, and support organizations
since the terrorist attacks in 2001. An estimated $2.8 million
men and women have served in the U.S. military since 9/11. The
unemployment rate among post 9/11 veterans age 18-24 is
double the national average. PTSD occurs in 1 in 5 veterans
from the Iraq and Afghanistan wars, and an average of 22
veterans per day commit suicide. United Way’s numerous
branches help with the challenge military personnel and
families face daily. Over 2-million volunteers and 9.6 million
donors worldwide raise more than $5 billion each year through
the Red, White, and Blue program. United Way is the world’s
largest privately funded, nonprofit organization. Members
engage in nearly 1,800 communities across more than 40
countries and territories worldwide to create community
solutions that help to improve military lives. United Way
partnerships include global, national, and local businesses,
nonprofits, government, civic and faith organizations, along
with military personnel, educators, labor leaders, and health
providers.
Potential New Products and Services Offerings Revenue
Streams for Recruits and Persons of Influence
Suggestions for new products and services for new enlistees and
their families are listed below.
The Armed Forces Vacation Club – AFVC - could be
approached in order to see if the hospitality services they
usually extend at extremely competitive prices to service
members, to see if the same services could be extended to high-
school students who decide to join the armed forces right out of
high-school.
If a military installation is nearby, accompanied by the
recruiter, the service member and/or family members can visit
the installation’s MWR facilities, such as the gym, the PX/NEX,
movie theater on post (if available); some military installations,
especially larger ones, have very well established MWR sites,
where trips to popular vacation destinations can be purchased;

sporting equipment of all sorts can be rented, starting with
things as simple as renting a bicycle, to kayaks, to RVs and a
whole lot more then that; family activities can he held in places
that can be rented at very low cost, if any; some military
installations have lakes that are being administered by the MWR
and beaches are maintained for the military and their families
enjoyment.
Even though this is a free attraction, if the new recruit happens
to live in Ohio or the neighboring states, the US Air Force
Museum is an extremely interesting and educational place to
visit. The new recruits and their family, by visiting this
museum, will see what they are about to enter and the history of
the US Air Force, and will develop an incredible sense of pride
of what they are about to be part of. By the way, this is a two-
day visit easily.
In the US Army Reserve, there is a program where the
employers of the Army Reserves Soldiers are recognized and
sometimes, depending on the coordination that can be done,
they can be invited by military units to part-take or be a
spectator of some training, this way he/she and the families can
see what their son or daughter will be doing.
OCS can arrange with the local Military Entry Processing
Station (MEPS) to meet with current service member and have a
question-answer session about the challenges and rewards of the
military life.
Building Alliances with Commercial Partners
Hotels
Hilton Worldwide is known to support those who serve. The
company currently provides support to veterans and their
families through Operation: Opportunity, a program that will
hire 10,000 veterans in the next few years. Hilton currently
donates million of HHonors points to veterans and may be
willing to do the same for OCS.
http://news.hiltonworldwide.com/index.cfm/news/hilton-
worldwide-pledges-to-hire-10000-veterans-in-next-five-years-

and-to-donate-millions-of-hilton-hhonors-points-to-help-
jobseeking-veterans
La Quinta Inns & Suites is a company that has a great
reputation for supporting military families. The company
currently partners with Fisher House, a company that helps
military families that need assistance by providing them homes.
The company is also a member of Carry the Load, an
organization dedicated to restoring the meaning of Memorial
Day. Considering the company’s extensive involvement with
military organizations I am certain they would be interested in
partnering with OCS.
http://www.lq.com/en/landing-pages/military/military-
community-outreach.html
Banks
Bank of America supports the military through numerous
initiatives. The company has donated home to veterans and also
hires a large amount of veterans as the company is dedicated to
helping military families return to civilian life. I am certain
that Bank of America would take advantage of an opportunity to
partner with OCS.
http://about.bankofamerica.com/en-us/partnering-locally/jobs-
for-veterans-announcement.html
Capital One supports military families by offering SCRA
benefits and resources. The company is also the recipient of the
2014 Secretary of Defense Employer Support Freedom Award.
Capital One has shown its dedication to military families and I
am certain the company would be honored to partner with OCS.
https://www.capitalone.com/about/military/
Travel
Southwest offers discounts to active military members and their
families. The company usually devotes one month of the year
to honoring members of the military through their ‘Military

Heroes Month’ initiative. The company offers programs with
numerous nonprofit organizations and I am certain that
Southwest would be happy to add OCS to that list.
http://swamedia.com/releases/southwest-airlines-pays-tribute-
to-our-nations-troops-throughout-november-during-military-
heroes-month?l=en-US
Alaska Airlines supports military employees and understands
the diverse work experiences they bring to the workplace. The
company supports their role and believes that it is important to
maintaining a diverse workforce. The company would
definitely partner with OCS.
https://www.alaskaair.com/content/about-us/sustainability-
report/society/diversity-equal-opportunity/veterans.aspx
Strategy for Transitioning OCS Volunteer Chapters to Non-
Profit Organizations
Steps in order to be a Non-profit Organization: Simple Format
1. Apply and submit a 501 (c)(3) tax exemption application to
IRS
2. Apply for State tax exemption
3. Draft By-Laws
4. Appoint Directors
5. Hold a meeting of the Board
6. Obtain Licenses and permits
Questions before we continue as a nonprofit. How is the
business developing and maintaining income for:
1. Owner
2. Directors and staff
3. Programs and Incentives
Extended Steps for Non-Profit:
1. Build Foundation:
a. Mission Statement
b. Business Plan
c. Develop a Board (roles & responsibilities, training,
evaluations, etc.)

2. Incorporate Your Non-Profit
a. Have formal structure, programs, and services
b. Organization Officers, Directors, and staff positions
c. IRS required documents (as stated previously)
3. File 501(c)(3) Tax-Exempt Status
a. User fees $400 to 850, this all depends on the average annual
gross receipts and if the organization exceeds $10,000 annually
over a 4 year period.
b. Takes 3 to 12 months for the IRS to approve or deny the
organization
4. Compliance
a. Register with all State Agencies, also if the organization will
be in other states registration is required according to that state.
(Each state varies) Keep in mind some nonprofits cannot
conduct fundraisers in some states
Annual reporting requirements must be met and Form 990,
which shows finances, activities, governance process, directors,
key staff, which are open to public inspection. Remember
renewal requirements vary per state.
Proposed Non-Profit Organizational Structure
A Philanthropy Specialist
A philanthropy specialist (see Attachment A) could help secure
donations to help OCS fund its operations. Funding is a critical
element in the proposed non-profit structure.
Associate Strategic Planning Partner
Marketing strategies are critical as OCS leaders want
to ensure the public is aware of the organization, the programs
offered, and the benefits of becoming involved in celebrating
our youth. The OCS Associate Strategic Planning Partner
would monitor each area chapter’s marketing strategy and
progress aimed to solicit involvement, and mitigate gaps
between stated goals and actual program results.
Department Administrator
As the military is currently downsizing, the number of soldiers
exiting the military fluctuates monthly. Challenges to
understanding the real number of soldiers transitioning from the

military could be difficult. OCS Department Administrator (see
Attachment C) should establish contact with the Transition
Coordinator at each military base to gain statistical data. In
turn, the relationship built with the Transition Coordinator
could assist OCS with improvements needed to assist further
transitioning soldiers. The transition coordinator has the contact
information of each soldier exiting the military and meets with
each soldier during the transition process.
Such briefings should allow the soldiers to hear success stories
or speak with employees, volunteers, interns of the program.
The technique will help Soldiers become supportive of the
program and market OCS. OCS should work with USAA, Wal-
Mart, and other big supporters and sponsors of the military to
recognize or offer specialty packages for soldiers. Specialty
bags are similar to a care packages but on a larger
scale.(package may include a collage of: job tips, transitioning
tips, what to expect, free computer, watches, books as
appreciation for one’s service to the County.
Department Coordinator
There are many privacy acts within the different
branches of the military, making obtaining demographic
information difficult. OCS department coordinator (see
Attachment D) could work with the Transition Coordinator to
gain access to some limited protected information, such as the
number of dependents by category. Obtaining information from
the soldier’s DEERS file is another strategy that holds specific
identifiers, but the most expeditious way to obtain the
information is to work directly with each soldier.
Defense Manpower Data Center (DMDC) serves under the
Office of the Secretary of Defense to collate personnel,
manpower, training, financial and other data for the Department
of Defense (DOD). The data shows the history of personnel in
the military and one’s family for healthcare, retirement funding,
and other administrative needs. DMDC could be a primary
source of information on the soldier’s demographics, including
personnel information and training, such as Transition

Assistance Program at an individual level.
Summary and Transition
The current OCS leadership could benefit from instituting a
formal structure in which to move from a volunteer organization
to a non-profit structure. The goal of the next phase of the
business plan will illuminate possible strategies highlighting
required forms of business, while identifying other categories of
funding opportunities thereby, representing additional markets
OCS might consider.
Appendix A - Assistant Director Philanthropy Major Gifts
Position Description
Location:
Professional Area: Managerial/ Professional,
Manager/Professional
Job Code:
Schedule: Full Time
Shift: Days
Job Details:
Secures philanthropic gifts through a process of identifying,
qualifying, strategizing, cultivating, soliciting and stewarding
major gift prospects. Identifies individual major gift prospects
using various databases, and department members. Develops
cultivation and solicitation strategies for each individual.
Establishes a program of personal visits with past, current, and
prospective donors. Strategically moves major gift prospects
through the development cycle from qualification to cultivation
to solicitation to closing to stewardship. Meets monthly and
yearly metrics with respect to prospect and donor visits,
solicitations, and dollars raised. Coordinates donor interests
with the priorities of the organization and develops funding
proposals to match interests with needs. Coordinates
stewardship reports to communicate with donors concerning the
use of their gifts. Assists in department projects, events and
programs. Other duties as assigned.
EDUCATION: Bachelor's Degree required. Advanced Degree

and or 2-years experience in sales, marketing or related field
may offset total years experience. Working knowledge of
fundraising techniques and strategies preferred.
LICENSURE/CERTIFICATION/REGISTRATION: None
COMPLEXITY OF WORK: Requires strong communication
skills, critical thinking skills, decisive judgment and the ability
to work with minimal supervision. Ability to establish and
maintain friendly and cooperative relations with corporate
executives, donors and management staff. Must be able to
perform well in a dynamic highly interactive collaborative team
environment.
REQUIRED EXPERIENCE: Minimum 3-years fundraising or
face-to-face solicitation experience with major gifts experience
preferred.
PHYSICAL REQUIREMENTS: Requires the ability to sit and
be stationary for prolonged periods of time, normal or corrected
vision and manual dexterity sufficient to perform work on a
personal computer. Requires the ability to walk to various
locations throughout the Cleveland Clinic and function in a
stressful environment.
Appendix B - Associate Strategic Planning Partner Position
Description
Location:
Job Code:
Schedule: Full Time
Shift: Days
Job Details:
Provides consultative support in the development of Strategic
Plans and Projects. Ensures the linkage of Enterprise strategies
with the business needs and manages the relationship with

central stakeholders to support those needs. Plays a significant
role in the design and roll-out of the Strategic Management
System and takes on a leadership roles within the organization.
Provides consultative support in the development of Enterprise
level transformational projects, including Strategic Plans and
Projects for geographic regions and other Strategic Initiatives.
Collaborates closely with stakeholders to ensure alignment of
Strategic Plans and Projects in related initiatives across the
enterprise. Leads/manages multi-disciplinary teams in complex
and/or enterprise-wide projects that support the enterprise
strategic goals. Represents the Strategy Office in the external
community. Incorporates project management skills while
consulting on a variety of projects and initiatives including
facilitation of meetings; creating/delivering presentations to
senior executives; problem solving, setting and driving goals
and timelines; designing and conducting complex analytics; and
developing implementation plans. Proactively manages complex
client relationships and demonstrates thoughtful leadership in
assessing problems and opportunities. Develops strong
relationships with project teams and senior executives to ensure
Strategic Plans are created. Partners with Strategic Intelligence
to conduct and integrate analytics in major planning efforts.
EDUCATION: Bachelor's degree in Health Care Administration,
Business or related field. Master's degree preferred.
LICENSURE/CERTIFICATION/REGISTRATION: Project
Management Professional (PMP) Certification preferred.
REQUIRED EXPERIENCE: A minimum of 8-years progressive
experience managing projects in the healthcare industry or in
the consulting field; or a Master's degree and 4-years of
experience. Work experience in sophisticated analytical
strongly preferred. Requires excellent critical thinking; problem
solving; relationship building skills; and verbal and written
communication skills. Demonstrates strong attention to detail
and proactive problem solving capabilities. Critical
thinking/problem-solving, change leadership mindset,
understanding of healthcare industry, strong senior relationship

and presentation skills, ability to work stand alone, creativity.
PHYSICAL REQUIREMENTS: Manual dexterity to operate
office equipment. May require periods of sitting, standing and
the ability to walk to various locations throughout the health
system to attend meetings. Must have normal or corrected vision
and be able to clearly communicate verbally by phone or in
person. Must have own transportation to travel to multiple sites.
Appendix C – Department Administrator Position Description
Location:
Professional Area: Managerial/ Professional
Pay Grade:
Schedule: Full Time
Shift: Days
Job Details:
This administrative position will focus on the company’s
overall operations to include budget development, employee
management and non-exempt productivity, and assists in the
development of department strategic initiatives. Directs the
organization and management of department operational and
business activities. Supports the application operating
procedures and communicates with management to ensure
understanding and compliance with policies and procedures.
Directs the selection and placement of new employees,
performance evaluations, and corrective actions. Helps to
interpret and communicate policies and procedures and
communicates relevant changes. Develops and manages
departmental operating budgets and educational funding
activities and monitors cost variances. Identify and lead
department cost management initiatives to achieve quantified
results. Develop strong understanding and co-lead in the
monitoring of the revenue cycle supporting the Chief Financial
Officer. Manage operational areas and identify and drive
improvement opportunities in all areas including, employee
engagement experience, cost management, quality management,
and other department functions that support the overall

performance. Assists in implementing strategic initiatives
within the department including institute growth strategies, new
practice acquisitions, and marketing plans.
EDUCATION: Bachelor's Degree in Business. Excellent
analytical, verbal, and written communication skills.
COMPLEXITY OF WORK: Requires critical thinking skills,
decisive judgment and the ability to work with minimal
supervision. Must be able to work in a stressful environment
and take appropriate action.
REQUIRED EXPERIENCE: Five years progressively
responsible related work experience, including supervisory
experience. A Master's Degree may offset 2-years of the
experience requirement
PHYSICAL REQUIREMENTS: Requires extensive sitting and
dexterity to perform work on a PC and ability to walk to attend
meetings; must have normal or corrected vision and the ability
to verbally communicate to employees and patients.
Attachment D - Department Coordinator Position Description
Location:
Professional Area: Internal Caregiver Experience , Admin &
Clerical
Department:
Pay Grade: Schedule: Full Time
Shift:
Job Details:
Functions as the Department Coordinator while also performing
the duties of the assigned function. Coordinates resources with
the Transition Coordinator at each military base to gain
statistical and demographic data for soldiers. Manages
department schedule for activities. Participates on project teams
and build competency around specific department tools and
methods for organizational performance improvement. Conducts
quality monitoring. Provides training, recommends improved
processes, and maintains documented processes and procedures.

EDUCATION: High School Diploma or GED.
COMPLEXITY OF WORK: Requires critical thinking skills,
decisive judgment and the ability to work with minimal
supervision. Must be able to work in a stressful environment
and take appropriate action. REQUIRED EXPERIENCE:
Minimum 3-years experience in similar role, which includes the
coordination of multiple tasks. Some leadership or experience
providing work direction helpful. PHYSICAL
REQUIREMENTS: A high degree of dexterity, normal or
corrected vision, extensive sitting and frequent walking,
occasional lifting or carrying up to 25 pounds.
Please reword this paragraph in your own words. Please DO
NOT use the same exact words as in this paragraph.
· 1- There were some very interesting concepts in this chapter
and the author laid them out in very simple terms (which I
appreciate). Page 649 talks about credit cards. When you make a
purchase with a credit card, you are essentially trading a loan
for an asset. "Credit cards are essentially prearranged loans,"
usually with high interest rates. Some people use credit cards
without thinking of them this way. If people think of using them
the same as taking out loans, it may deter people from using
them so much. The store has an accounts receivable (an asset),
that the bank exchanges for cash at a slight discount. The bank
either recuperates its cash from the credit card holder if they
pay the balance off, or they receive interest on the loan if they
don't.
Credit cards are not money. Money is an asset that is exchanged
for goods or services. Credit cards are loans and therefore are
not liabilities of banks.

I have to watch this video and write about it.
2- Week 3 Khan Academy Videos
View more »
Expand view
Watch the following Week 3 Khan Academy videos:
· Overview of Fractional Reserve Banking
· Full Reserve Banking
· M01, M1, M2
I have to write about what I read.
3- Week 3 Electronic Reserve Readings
View more »
Expand view
Expand view
Read the Week 3 Electronic Reserve Readings
Please
reword this
paragraph
in your own words. Pleas
e DO NOT use

the same exact words
as
in this parag
raph.
o
1
-
There were some very interesting concepts in this chapter and
the author laid them out in
very simple terms (which I appreciate). Page 649 talks about
credit cards. When you make a
for an asse
t. "Credit cards are
essentially prearranged loans,"
usually with high interest rates. Some people use credit
cards without thinking of them this way. If people think of
using them the same as taking out
loans, it may deter people from using them so much.
The store has an accounts receivable
(an asset), that the bank exchanges for cash at a slight discount.
The bank either
recuperates its cash from the credit card holder if they pay the
balance off, or they receive
interest on the loan if they don't.
Cr

edit cards are not money. Money is an asset that is exchanged
for goods or services.
Credit cards are loans and therefore are not liabilities of banks.
I have to watch this video and write about it
.
2
-
Week 3 Khan Academy Videos
Watch
the following Week 3 Khan Academy videos:
·
Overview of Fractional Reserve Banking
·
Full Reserve Banking
·
M01, M1, M2

3
-
Week 3 Electronic Reserve Readings
Read
the Week 3
Electronic Reserve Readings
Please reword this paragraph in your own words. Please DO
NOT use
the same exact words as in this paragraph.
o 1- There were some very interesting concepts in this chapter
and the author laid them out in
very simple terms (which I appreciate). Page 649 talks about
credit cards. When you make a
for an asset. "Credit cards are
essentially prearranged loans," usually with high interest rates.
Some people use credit
cards without thinking of them this way. If people think of
using them the same as taking out
loans, it may deter people from using them so much. The store
has an accounts receivable
(an asset), that the bank exchanges for cash at a slight discount.

The bank either
recuperates its cash from the credit card holder if they pay the
balance off, or they receive
interest on the loan if they don't.
Credit cards are not money. Money is an asset that is exchanged
for goods or services.
Credit cards are loans and therefore are not liabilities of banks.
I have to watch this video and write about it.
2- Week 3 Khan Academy Videos
Watch the following Week 3 Khan Academy videos:
e Banking
3- Week 3 Electronic Reserve Readings
Read the Week 3 Electronic Reserve Readings
I need to write a paper on Fiscal Policy Paper on Wal-Mart.
Please do not copy from any website. Write this paper in your
own words. I have to write about #5.This is a team assignment
so I just need to write 170 for my part of the paper.

Write a 1,400- to 1,750-word paper in which you include the
following:
1- Research federal government spending and taxes over the last
3-5 years (fiscal policy). Has total government spending
increased or decreased? Explain. Have income tax rates
increased or decreased? Explain.
2- Describe the impact of these fiscal policies on the U.S.
economy
3- Describe the impact of these fiscal policies on your team's
selected organization.
4- Have other macroeconomic events impacted the economy
and/or your selected organization? If so, explain.
5- What are expectations regarding the strength of the economy
in the next 2 years?
6- Make recommendations for your organization regarding how
to best compete in the expected economy.
Include a minimum of 3 peer reviewed sources not including
your textbook.
I need to write a paper on
Fiscal Policy Paper
on
Wal
-
Mart
. Please do not copy
from any website. Write this paper in your own words.
I have to write about
#
5
.
This is a team assignment so I just need to write 170 for my part

of the paper.
Write
a 1,400
-
to 1,750
-
word paper in which you include the following:
1
-
Research federal government spending and taxes over the last 3
-
5 years (fiscal
policy). Has total government spending increased or decreased?
Explain.
Have
income tax rates increased or decreased? Explain.
2
-
Describe the
impact of these fiscal policies on the U.S. economy
3
-

Describe the impact of these fiscal policies on your team's
4
-
Have other macroeconomic events impacted the economy and/or
your selected
organization?
If so, explain.
5
-
What are expecta
tions regarding the strength of the economy in the next 2 years?
6
-
Make recommendations for your organization regarding how to
best compete in the
expected economy.
Include
a minimum of 3 peer reviewed sources not including your
textbook.
I need to write a paper on Fiscal Policy Paper on Wal-Mart.
Please do not copy
from any website. Write this paper in your own words. I have to

write about
#5.This is a team assignment so I just need to write 170 for my
part of the paper.
Write a 1,400- to 1,750-word paper in which you include the
following:
1- Research federal government spending and taxes over the last
3-5 years (fiscal
policy). Has total government spending increased or decreased?
Explain. Have
income tax rates increased or decreased? Explain.
2- Describe the impact of these fiscal policies on the U.S.
economy
3- Describe the impact of these fiscal policies on your team's
4- Have other macroeconomic events impacted the economy
and/or your selected
organization? If so, explain.
5- What are expectations regarding the strength of the economy
in the next 2 years?
6- Make recommendations for your organization regarding how
to best compete in the
expected economy.
Include a minimum of 3 peer reviewed sources not including
your textbook.

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