Hope Distributed Printed Copy (1)

0
Hope
Distributed
James Madison University
By: Liz Wilson, Raquel Suarez, Micah Smith, Sophie Kwok, and
Carol Fleming

1
CONT ENTS
1 Hope Distributed: Community Project...........................................................................................1—1
1.1 Executive Summery......................................................................................................................1—1
2 Visibility.......................................................................................................................................................2—1
2.1 Plato’s Closet....................................................................................................................................2—1
2.2 The Coat Drive.................................................................................................................................2—3
2.3 News Publications.........................................................................................................................2—5
2.4 Pickup..................................................................................................................................................2—7
2.5 Date.......................................................................................................................................................2—7
2.6 Items.....................................................................................................................................................2—7
3 Board Roles................................................................................................................................................3—1
3.1 Life Cycle of a Nonprofit............................................................................................................3—2
3.2 Board Evaluations.........................................................................................................................3—3
3.3 Creating an Advisory Board .......................................................................................................3—8
3.4 Building a Board.............................................................................................................................3—9
4 Funding and Partnerships –.............................................................................................................4—1
4.1 Potential partners for funding, storage, visibility.............................................................4—1
5 Grants............................................................................................................................................................5—1
5.1.1 Storage Facilities..................................................................................................................5—4
5.1.2 Trucking....................................................................................................................................5—4
6 Example Grant Proposal:...................................................................................................................5—1
7 Best Practice on Fundraising for Hope Distributed..............................................................6—1
7.1 Special Events..................................................................................................................................6—1
7.1.1 Turkey Dinner........................................................................................................................6—1
7.1.2 Christmas Drive....................................................................................................................6—2
7.2 “Donate” Bottom............................................................................................................................6—3
7.3 ThankYou Call................................................................................................................................6—4
7.4 Minor DonorGroups...................................................................................................................6—4
7.5 Prioritize Year-end Fundraising ............................................................................................6—5
8 Transportation/Population Serviced............................................................................................7—1
8.1 Need......................................................................................................................................................7—1
8.2 Location...............................................................................................................................................7—2

2
8.3 Transportation................................................................................................................................7—4
8.4 Hours...................................................................................................................................................7—5
9 Appendix......................................................................................................................................................8—1
9.1 Images/Tables..................................................................................................................................8—1
9.2 Pickup..................................................................................................................................................8—3
9.3 Date.......................................................................................................................................................8—3
9.4 Items.....................................................................................................................................................8—3

1—1
1 HOPE DISTRIBUTED: COMMUNITY PROJECT
1.1 EXECUTIVESUMMERY
The PUAD 573 Team partnered with Hope Distributed over the course of
the semester as part of an applied project for Dr. Swartz’s Economic and
Community Development class. The
group met with Jenny Meadows, the
administrative assistant for the
organization, to discuss the challenges
and needs of Hope Distributed as well as
what the group can do to assist the
organization. From our meeting, we
learned the top priorities were to increase
community visibility, to secure additional
funding, a larger storage facility, and to secure a new box truck. We visited
Harrisonburg's Plato Closet and we were able to connect the store manager with
Hope Distributed. Because of the contact initiated by the group, Hope Distributed
now has a partnership with the store and has collected several bags of clothing
from Plato’s Closet which was estimatedto contain close to500clothing items. The
group started a Coat Drive at James Madison University and placed five collection
boxes throughout the campus. A total of 123 items were collected. We also
contacted the Daily News Record who released a short blurb on the Coat Drive
while specifically mentioning Hope Distributed in the segment.
 Increase Community
Visibility
 Secure additional funding,
 Secure a larger storage
facility
 Secure a box truck
MISSION

1—2
We have also researched a number of areas of best practices that Hope
Distributed may take into account when running their programs. The team
researched a formula that displays the Harrisonburg area’s need for the services
provided by Hope Distributed. This formula will calculate the number of pounds
of food needed in the area that are not currently being provided by other
organizations similar to Hope Distributed. This calculation will show just how
much food Hope Distributed should be preparedto provide, and will really portray
the need of the area they serve. The second practical research we examined aimed
to determine what is the best day and time toreach the population served by Hope
Distributed. By determining the times those servedarefree, we can createan ideal
schedule to allow those individuals to come and utilize the services of Hope
Distributed.
The group also looked into best practices of other similar organizations
within Virginia. These organizations are I Live Here, I Give Here, North Carolina
Community Foundation, and All Faith Food Bank. These organizations have
utilized several techniques to promote and expand the visibility of their
organizations that may be useful for Hope Distributed when promoting their
programs. These techniques include various fundraising events and capital
campaigns to help raise money and improve programming for Hope Distributed.
With the increase in services provided and the staff that certain fundraising
and capital campaigns require, the group has also begun researching how best to
develop Hope Distributed’s Board of Directors so that they may help in supporting
the organizations with these new programs. We researched steps that may be

1—3
taken to introduce new members and ideas into the board so that the organization
may continue to move forward in achieving their overall mission of improving the
lives of people living in Harrisonburg. A nonprofit's board has the responsibility
of ensuring that an organization’s programs are being run effectively and
efficiently, and by taking the recommendations we provided into account Hope
Distributed will be able to transform their board for the better.
Lastly, we examined other organizations in the area that Hope Distributed
may be interested in partnering with, and a number of grants and storage facilities
that they can take advantage of. In order to keep up with the increased need of the
Harrisonburg area, Hope Distributed needs to continue seeking out financial
opportunities and locations that will allow their services to continue to grow. By
creating a list of grants, potential partners, and storage facilities that meet the need
of the organization, our group believesthat we can truly help them to become more
visible in the community, so that they may continue to provide quality services to
those who need it the most

2—1
2 VISIBILITY
2.1 PLATO’SCLOSET
Hope Distributed has been successful in creating partnerships with
different food vendors such as Wal-Mart, Food Lion, Costco, Kroger, and Blue
Ridge Area Food Bank. Our group wanted to help Hope Distributed gain new
partnerships with local clothing consignment stores to increase their supply of
clothing for their Clothes Closet Program. Plato’s Closet is a consignment store
that purchases and sells gently-used clothing. Since Plato’s Closet is rather
selective about the clothing they purchase, they often overlook good quality
clothing solely because the item is two years out of date. Knowing this, we visited
Plato’s Closet in Harrisonburg, VA on October 9, 2014 and spoke with the
employees about potentially setting up a donation box for the clothing items that
Plato’s Closet chooses not to purchase from customers. Since the supervisor was
not available that day, the employees provided us with the email address for the
manager, Kathleen Lantz, and recommended we email her about the collection
bin. Below is the email that was sent to Ms. Lantz regarding Hope Distributed.

2—2
Image 1
Unfortunately, the franchise agreement for Plato’s Closet prohibits the
store from setting up a donation bin in or around the store due to some issues
that other locations have had with customers and employees abusing the
donation bin. However, Ms. Lantz offered to donate the pile of clothing items that
have been taken out of the store’s sale system as well as the items that have been
left behind by customers. Harrisonburg’s Plato’s Closet typically has donated
these items to the Salvation Army or local churches but was willing to donate
them to Hope Distributed. We forwarded Ms. Lantz’s response to Jenny
Meadows on October 15, 2014 who then connected Jane Thompson, Hope
Distributed’s Clothes Closet manager, with Ms. Lantz.

2—3
Because of the contact initiated by the group with Plato’s Closet, Hope
Distributed now has a partnership with the store. As of October 31, 2014, Hope
Distributed has made two pickups at Plato’s Closet which consisted of four large,
garbage-sized bags and six or so white kitchen garbage-sized bags. Although,
Jane Thompson was not able to count the exact number of clothing items
collected from Plato’s Closet, she estimated that Hope Distributed has collected
about 500 clothing items from the consignment store. Ms. Lantz will remain in
contact with Jane as to when Hope Distributed can visit the store again to pick up
additional bags of clothing.
2.2 THE COAT DRIVE
Hope Distributed opened its doors in October of 2004, and although they
have been serving the community for ten years, they are not as well-known as
other similar nonprofits such as the Salvation Army and Mercy House. In an
effort to increase Hope Distributed’s visibility in Harrisonburg, our group started
a Coat Drive on the campus of James Madison University. A member of the group
used her connection with the Office of International Programs in order to reserve
space on campus for donation boxes. As a result, the group was able to place a
collection box in five buildings at James Madison University for about three to
four weeks at the following locations: Taylor Down Under, Warren Hall, Festival,
Carrier Library, and Suite 22 of the Office of International Programs. Topromote
the Coat Drive, we posted flyers throughout the campus after receiving stamp
approval from Event Management Services, and we created a Facebook event for

2—4
each week the Coat Drive was in session.
Image 2

2—5
Image 3
2.3 NEWS PUBLICATIONS
The group also contacted The Breeze, JMU’s school newspaper, and
Harrisonburg’s local paper, The Daily News Record, to inquire about promoting
the Coat Drive in order to engage and encourage local residents to donate their
new or gently-used coats. Although we did not receive a response from The
Breeze, the Daily News Record ran a short blurb about the Coat Drive. As a result,
two community members in Harrisonburg dropped off some of their gently-used
coats at the Office of International Programs. A copy of the newspaper article can
be found at the end of this section.

2—6
Daily News-Record (Harrisonburg, VA)
November 13, 2014
Section: New s (Local)
Madison Coat Drive To Benefit Local Nonprofit
ELAINA SAUBER
HARRISONBURG - James Madison University's Office of International Programs is sponsoring its firstcoat
drive for HopeDistributed, a local nonprofit that provides food, clothing and furniture to low-income families
in the community.
Raquel Suarez, a graduate studentin the master's ofpublic administration program and the coatdrive's
organizer, said she came up with the idea for the drive as a class projectfor her economic and community
developmentclass.The class is taughtby professor Nicholas Swartz, the director of the recently opened
Madison Center for CommunityDevelopment.
"Through this class,I've definitely learned a lot about civic engagement,communityengagementand
engaged learning,"Suarezsaid,referring to the three pillars ofthe Madison Center's strategic plan to make
a difference in the community.
Suarez, who is also a graduate assistantfor the Office of International Programs,was able to get the office
to sponsor the coatdrive through her involvementthere, as well as her experience in event planning and
communityoutreach.
She said she wanted to increase visibilityfor Hope Distributed, which has operated since 2004,both on
campus and beyond "since they do a lot of great work for families struggling in the community."
About 40 coats have been collected as of Tuesday, although Suarezhopes to collect100 coats by the end
of the drive.
The coat drive is running until Dec. 4.
Anyone interested in donating gently used coats can drop them off in the Office of International Programs
located off Warsaw Avenue at 1031 Harrison St., Suite 22.
According to its website, Hope Distributed has three "distinctbranches ofoperation,"which include its
Food Pantry, Home to Home warehouse and Clothes Closet,where the donated coats will be sent.
Those who qualify for the charity's services can visit its Clothes Closetevery two months to receive four
complete outfits of their choice.
Contact Elaina Sauber at 574-6278 or esauber@dnronline.com
Copyright(c) 2014,Byrd Newspapers, All Rights Reserved
Additionally, the Office of International Programs hosted a Thanksgiving
Potluck Dinner for JMU students, and the invitation to the potluck asked
students to donate any gently-used coats in the spirit of Thanksgiving.
In order to reach a larger audience, a group member contacted the
property manager of the apartment complex she resides in (Lakeside
Apartments) and asked to setup a collection box to continue the Coat Drive in

2—7
Charlottesville, VA. The collection box at Lakeside Apartments ran for two weeks
and during that time eight coats, five sweaters, twoscarves, one shirt, one pair of
gloves, and one hat were collected for Hope Distributed. These items will be part
of the third pickup scheduled for December 4, 2014.
The final day of the Coat Drive at all locations was on December 2, 2014.
Since then, our group has successfully collected over 120 winter clothing items,
92 of which were coats. The following is a breakdown of the number of items
collected during the Coat Drive and provided to Hope Distributed.
2.4 PIC
KUP
2.5 DAT E 2.6 IT EMS
1 November 7, 2014 31 coats
2 shirts
1 pants
1 light sweater
8 hangers
3 December 4, 2014 14 coats
8 sweaters
4 hats
4 scarves
2 pairs of gloves
1 shirt
Table 1

3—1
3 BOARD ROLES
A nonprofit’s governing board is what can either make or break the
organization. In a recent conversation with a staff member from Hope
Distributed, it is clear that this nonprofit may benefit from re-evaluating their
board and its responsibilities within the organization. By making improvements
to their governing board, Hope Distributed may improve the effectiveness and
continue to further their mission of improving lives within Harrisonburg and
Rockingham County.
A part-time staff member at Hope Distributed recently shared the current
situation of their governing board. She stated that the organization has a total of
10 board members, all of whom are members of the church. Additionally, 8 of
these board members volunteer on a regular basis, and 5 volunteer twice a
month. The majority of Hope Distributed’s board is very active and engaged in
the organization’s everyday operations, which is ultimately necessary when
ensuring that a young, small nonprofit succeeds.
However, this staff member also mentioned Hope Distributed wants to re-
evaluate their current situation. Some of the individuals who serve on the board
are not helping the organization move forward, and she hopes to encourage them
to step down. In a small nonprofit such as Hope Distributed, it is difficult to ask
an individual to stop volunteering their time, even if they are not truly making a
difference. The following pages will include information about the current board
at Hope Distributed and how it may be improved.

3—2
3.1 LIFE CYCLEOF A NONPROFIT
Much like living organisms, nonprofits go through a life cycle with
different phases that include: start-up, adolescent, mature, stagnant, and defunct
(Boardsource 2010). Each stage involves different characteristics of an
organization. The future steps of
nonprofit organizations dictate
what stage they will be included
in, and whether they move forward in their life cycle or remain in their current
state.
In the case of Hope Distributed, it is in between the start-up and
adolescent phases of the nonprofit life cycle. A charismatic, visionary founder and
a hands-on organizational board characterize an organization that is in the start-
up phase (Boardsource 2010). Additionally, a start-up nonprofit initially
operates as an all-volunteer organization (Ibid). Though Hope Distributed has
two part-time staffers, its board members are still very involved in running the
organization and volunteering their time to programs. They are not fully in the
start-up phase, but neither do they have all the characteristics of an adolescent
organization.
An adolescent organization is between its third and sixth year of its
existence, and has begun expanding its programs, hiring more staff, and
increasing its operating budget (Boardsource 2010). Hope Distributed was
established in 2004, and has been serving the Harrisonburg community for 10
years. Though they have existed for a loner time period than other nonprofits in
Hope Distributed is in between the start-up and
adolescent phases of the nonprofit life cycle.

3—3
this stage, they still embody an adolescent organization. During this phase,
Boardsource states organizations, “undertake a formal self-assessment process to
be sure all board members are clear about their roles and responsibilities,
develop simple systems for gathering and using data about programmatic
outcomes, and incorporate all of this valuable information into a strategic
planning process” (2010). Hope Distributed’s program and staff have expanded,
but its board has remained stagnant.
In order for Hope Distributed to move toward having characteristics of a
mature organization, they need to participate in this board evaluation process,
and continue to move toward becoming an established name in the community.
Boardsource states, “at this stage, the board further reduces its operational role
and increases its policy, oversight, and fundraising role” (2010). By establishing
these separate duties, the staff and governing body will have the knowledge and
ability to move the organization forward. Additionally, “the mature board
continually assesses its own performance and modifies its composition, roles,
responsibilities, and structure tostay effective” (Boardsource 27). By remaining
dynamic in its operations, a mature organization and governing board have the
ability to continue to provide services despite changing environmental
circumstances.
3.2 BOARD EVALUATIONS
In Hope Distributed’s pursuit of becoming a mature organization, it needs
to initiate an overall board self-assessment, as well as individual board member
self-assessments. Boardsource states, “Self-assessment can be particularly useful

3—4
if the board is exploring its roles and responsibilities... In the early stages of the
organization’s life, especially when the organization has hired staff after having
been largely volunteer-run” (2010). Hope Distributed’s transition in creating
increased programs and more involved staff members is what has created this
need for assessment. The following tables are examples provided by Boardsource
of self-assessment surveysthat may be utilized when participating in this process.
These examples are brief, and must be expanded upon to create effective
measurement tools:
Table 2: Board Self-Assessment Survey
Does Well Needs Work Not Sure
Organization’s Mission
Do we use it as a guide for decisions?
Does it need to be revised?
Program Evaluation
Do we have criteria for determining program
effectiveness?
Financial Resources
Do we understand the organization’s income
strategy?
Do all board members participate actively in
fundraising efforts?
Financial oversight and Risk
Management
Does the budget reflect our strategic priorities?
Do we have a firm understanding of the
organization’s financial health?

3—5
Relationship with the Chief Executive
Is there a climate of mutual trust and respect
between the board and the chief executive?
Does the executive receive a fair and
comprehensive annual performance review?
Board-Staff Relationship
Do all board members refrain from attempting
to direct members of the staff?
Do board and staff treat each other with
respect?
Public Relations and Advocacy
Are all board members actively promoting the
organization in the community?
Do we understand the organization’s public
relations strategy?
Board Selection and Orientation
Does the board have the necessary diversity of
perspectives and other resources needed?
Do new board members get an effective
orientation?
Board Organization
Do board meetings make effective use of the
time and talents of board members?
Do our committees contribute to the effective
functioning of the board?
Table 2
* Table retrieved from Boardsource, The Handbook of Nonprofit Governance
(2010)

3—6
Table 3: Individual Board Member Self-Evaluation
Yes No Not Sure
1. Do I understand and support the mission of
the organization?
2. Am I sufficiently knowledgeable about the
organization’s programs and services?
3. Do I follow trends and important
developments related to this organization?
4. Do I assist with fundraising and/or give a
significant annual gift to the organization?
5. Do I stay informed about the organization’s
financial health?
6. Do I have a good working relationship with
the chief executive?
7. Do I recommend individuals for service to
this board?
8. Do I prepare for and participate in board
meetings and committee meetings?
9. Do I act as a goodwill ambassador for the
organization?
10. Do I find serving on the board to be a
satisfying and rewarding experience?
11. Do I attend at least 75 percent of board
meetings during the year?
12. Write short answers to these questions:
a. What could the organization do to make my board service more productive and
satisfying?

3—7
b. What could I do to make my board service more productive and satisfying?
Table 3
 Table retrieved from Boardsource, The Handbook of Nonprofit
Governance (2010)
Though boards are often reluctant to participate in evaluations, it is a
necessary step in moving the organization forward. Before beginning this
process, it is important for the board chair and executive director to state why
these assessments are taking place. In the case of Hope Distributed, the purpose
of the evaluation is to set an established direction for the organization and its
governing board. It will answer the questions of what board members currently
think of their role within the organization, and will identify gaps that need to be
filled when continuing to move toward achieving the mission. (Boardource 2010).
After the comprehensive board and individual board member self-
assessments are completed, Hope Distributed will be able to address the
strengths and weaknesses within the organization. These strengths and
weaknesses will show where the board can make improvements, and where they
can build on certain aspects of the organization. One way for the board to make
improvements is to create an advisory council for board members who are
performing below the desired level. By weeding out ineffective or unproductive
board members, the organization may ultimately improve its organizational
oversight.

3—8
3.3 CREATING AN ADVISORY BOARD
An advisory council or board is, “a group that advises or supports a
nonprofit and its board and usually focuses on a specific issue” (Boardcource
2010). Hope Distributed may benefit from creating this type of board for
members who have served a number of years on the organization’s board, and
who need to eventually be phased out. This is an effective approach where board
members are not completely shut out of supervising an organization, but are not
as involved as being a member of the official governing board. Boardsource
states, “Through informal involvement, all former board members can remain
advocates and goodwill ambassadors for the organization if the organization
cultivates their willingness” (2010). Though no longer directly involved in
governance, members on the advisory council will still be active volunteers and
contribute to Hope Distributed’s overall effectiveness.
Some of the members on Hope Distributed’s governing board have been
there since the organization was founded in 2004, and show great dedication
toward its mission. Despite their desire to remain on the board, 10 years of
governing service is much too long if the organization wishes to continue to
develop and produce innovative, transformative ideas. Hope Distributed can still
keep these passionate individuals, however, by encouraging them to join advisory
councils, which may have a variety of responsibilities. They may include councils
that focus on fundraising, outreach, or public relations, and continue to promote
Hope Distributed’s mission of providing the necessary service topeople in the
Harrisonburg community (Boardsource 2010). Though these advisory councils

3—9
do not have authority to directly govern the organization, they have the potential
to continue to make a positive impact.
3.4 BUILDINGA BOARD
Once Hope Distributed has addressed the current gaps and needs within
its governing board, it will be able to make effective recruiting decisions in the
future. Boardsource emphasizes creating a diverse board, where its members
may, “Promote exploration of a wider range of ideas and options, reach
forward-looking decisions, and better represent community needs and interest…
Boards that include men and women with different skills and professional
backgrounds, ages, financial situations, and cultural and ethnic backgrounds may
be better positioned to steer the organization through frequently turbulent
environments than may boards whose membership is more homogeneous”
(2010).
This diverse board has a variety of expertise that governs the organization
in different ways including financial oversight, fundraising, and public relations.
By hiring individuals with these types of skills, the governing board has the
potential to make a positive impact on the organization as a whole.
Reference:
Boardsource (2010). The Handbook of Nonprofit Governance. San
Francisco, CA: Jossey-Bass.

4—1
4 FUNDINGAND PARTNERSHIPS–
As part of this process, we determined that it is vital for Hope Distributed
to look at ways of diversifying fund raising opportunities. From what we can tell,
Hope Distributed has secured one grant in the amount of $5,000. They have
raised additional funds through individuals, but have not been able to secure
grant funding.
Our team has identified and met with a grant writer who has agreed to
work with Hope Distributed moving forward. We have shared all the information
we’ve been able to gather, and she has been working to develop language that can
be used as a template that Hope Distributed can quickly adapt to future proposals
and be able to meet the needs of different grant applications. We have also
identified possible grant providers and have included that list in the folders
provided. In regards to cost, the grant writer will compose and submit proposals
on behalf of Hope Distributed and will only request payment when a proposal is
awarded. At that time she will invoice Hope Distributed for 10% of the amount
received.
In addition, we have identified several potential partners and have reached
out to several of them. They have already agreed tomeet with Hope Distributed
and we are more than happy to help arrange those meetings. A recommendation
that came out of one of these conversations is that Hope Distributed work with
both a secular and faith based partner. The reason, having a “lead” in each area
(secular/faith based) will help attract a more diverse audience willing to
support/fund the organization.

4—2
A final recommendation in regards to partnerships is that Hope
Distributed invest becoming a United Way certified organization. We have met
with the United Way to discuss Hope Distributed applying for their certification,
and have provided Hope Distributed with a copy of the application. We
recommend Hope Distributed meet with the United Way as well as several of the
organizations that are already certified by the United Way to see if that
certification makes sense for Hope Distributed.

4—1
4.1 POTENTIAL PARTNERS FOR FUNDING,STORAGE, VISIBILITY
GregoryC.Godsey
Senior Vice President
Harrisonburg Commercial Market Executive
Union First Market Bank
440 South Main St.
Harrisonburg, VA 22801
Gregory.godsey@bankatunion.com
(540) 564-8280
Fax (540) 432-1070
Cheryl Martino
Retail market manager
Union First Market Bank
440 South Main St.
(540) 564-8280
TerryCunningham
Sales Representative
Inter Chage
1346 Pleasants Drive,Suite 6
Terry.cunningham@interchangeco.com
540-433-1900
ThomasRea(rotary)
Vice President
First Bank & Trust
1880 E.Market St.
540-437-0601
trea@firstbank.com
TravisVance(rotary)
Wharton, Aldhizer, and Weaver, PLC
100 South Mason St.
540-434-0316
TVance@wawlaw.com
Lori Remmel

4—2
Independent Grant Proposal
& Management Consultant
540.908.8834
LoriRemmel@gmail.com

5—1
5 GRANTS
Hope Distributed has opportunities to look for grants in a number of non-profit
funded categories, including:
 Hunger relief,
 Nutrition education/ innovation,
 Clothing and living assistance, and
 Organization capacity building.
Below are private foundations that could support Hope Distributed programs for
hunger relief efforts. Funding for nutrition education and organization capacity
building might be sought after further strategic planning discussions with Hope
Distributed to determine their future direction, goals and commitment to those
areas. Also, other state or federal agency grants were not reviewed at this stage.
Bank of America Charitable Foundation
April 2015 proposal period
In 2013, provided $2.38 million in grants and matching funds in Virginia to
support:
 Jobs: Workforce development and education,
 Housing: Community development, and
 Hunger: Basic human services
Funding priorities for hunger relief:
Providing access to critical food supplies and services tofeed individuals,
children and families
 Hunger relief: Local food banks, soup kitchens, school- and after-school-
based child feeding and nutrition programs, etc.
 Food access: Food deserts, green/fresh food and produce availability, etc.

5—2
ConAgra Foods Foundation
Ongoing online application process that requires a letter of intent.
Grant range from $10,000-$75,000 - average grant is $35,000. Approximately
30 organizations will be invited to submit a full application for funding and 10-15
will be awarded a grant. Grants go to anti-hunger non-profit organizations that
align with our purpose and goals:
 Pursuing sustainable solutions that increase food security among children
and help families maximize their food resources
 Providing kids and families with innovative nutrition and food skills
education that is culturally relevant and leads to behavior change
 Enhancing organizational capacity and knowledge to serve more people in
a more efficient way
 Building a community of people who are passionate about ending child
hunger and inspiring them to get involved
Food Lion Charitable Foundation
March 15, 2015 for May 2015 Board grant review
Grants are for requests of $2,500 and up.
Food Lion Charitable Foundation focuses its philanthropic giving on eliminating
hunger and food insecurity in our communities. Organizations must be within a
25 mile radius of a Food Lion store in order to be eligible for grant consideration.
Walmart Foundation
Grant application period is December 31, 2014. Grants can range from $250 to
$2,500.
Community Grant Program
Walmart and the Walmart Foundation have identified four core areas of giving:
 Hunger Relief & Healthy Eating,
 Sustainability,
 Women's Economic Empowerment or
 Career Opportunity

5—3
Altria Companies Employee Community Fund
ongoing grant application period
(formerly the Philip Morris Employee Community Fund or PMECF.
ACECF will provide funding to organizations in Illinois, Kentucky, Pennsylvania,
Tennessee and Virginia, and will continue focusing in the following giving areas:
 Domestic Violence
 Emergency Services
 Homelessness
 Hunger Relief
 Senior Services (including Adults with Disabilities)
 Youth Services (including Youth with Disabilities)
The Dominion Foundation
ongoing grant application period
Grants range from $1,000 to $15,000
We are interested in learning about opportunities to support projects in the
following areas:
 Human Needs
 Meeting essential human needs for warmth, energy-efficient shelter, food,
and access to medicine and basic health care. Supporting emergency
preparedness and relief in the wake of natural disasters.
 Environmental Stewardship
 Protecting natural resources and helping non-profit organizations make
efficient use of energy.
 Education
 Fostering an understanding of energy in our economy and helping develop
the capacity of the future work force in the energy field.
 Community Vitality
 Fostering an appreciation of diversity, revitalizing neighborhoods, and
ensuring a vibrant community life through support of cultural endeavors.

5—4
5.1.1 Storage Facilities
All facilities have climate/ temperature control and security.
Harrisonburg Self Storage
2557 E Market St
Harrisonburg, VA
(540) 318-1608
Mini Stor-It
190 E Mosby Rd
Harrisonburg, VA
(540) 246-0181
North Main Mini Storage
1614 N Valley Pike
Harrisonburg, VA
(540) 434-1188
Stow Away Self Storage
4068 Early Rd
Harrisonburg, VA
(540) 908-2431
5.1.2 Trucking
Truck Enterprises, Inc.
3440 S Main St
Harrisonburg, VA
(540) 564-6900
Harrisonburg Motor Express
1451 N Main St
Harrisonburg, VA
(540) 434-4485
V & M Trucking
205 Charles St
Harrisonburg, VA
(540) 433-2484
Southeastern Freight Lines
241 Blue Ridge Dr
Harrisonburg, VA
(540) 801-0690
Truck & Equipment Corporation Mac

5—5
3640 S Main St
Harrisonburg, VA
(540) 434-2557
Dean Brothers Inc
1358 N Main St
Harrisonburg, VA
(540) 433-8873

5—1
5.2 EXAMPLE GRANT PROPOSAL:
Hope Distributed – Harrisonburg VA
Proposal to _______
SUMMARY
Organization
Hope Distributed CDC
1871 Boyers Rd.
Harrisonburg VA 22801
EIN:
Staff
Sam Montanez, Founder & Director
Lyn Hill
Jenny Meadows
Phone: (540) 578-3510
E-mail: jmeadows@abeaconofhope.org
Funding request
$20,000
Description
Hope Distributed is a nonprofit corporation in Harrisonburg, Virginia, in
accordance with Virginia Code Chapter 10 Title13.1. Established in October of
2004, Hope Distributes has served more than 18,878 displaced individuals, or
those struggling financially that have experienced unexpected change in their life
circumstances.

5—2
The four distinct branches of operation include Food Distribution, Clothing
Distribution, Home Furnishing Distribution, and Financial Education.
To-Date Hopes Distributes has provided 375,000 pounds of food through three
methods. The Food Pantry, open to the public every Thursday from 3:30 to 5:30
p.m. and the first, second, and third Saturday of each month from 9:00 to 11:00
a.m., provides a variety of perishable and nonperishable items. Meat, produce,
bakery, canned and dry goods are packed and provided to our clients. Food is also
distributed via Hope on Wheels a mobile food pantry. Delivering to shut-ins and
disabled individuals on a monthly basis, this program reduces the risk of hunger
among some of the most vulnerable in our society. Hope on Wheels also makes a
distribution of food in low-income neighborhoods throughout the city four times a
year. And finally, Partnering with the schools of Harrisonburg and Rockingham
County, Hope for Kid’s is a discreet School Pantry program designed to provide
boxes of nutritious food and snacks for children and their families.
TheClothes Closet provides new or gently used clothing to families and individuals
who are in need. Everyone whoqualifies is welcome to visit our facility once every
two months to receive four complete outfits of their choice including shoes and
accessories according to the season of the year.
Home ToHome is a communal warehouse with furniture and household items, for
distribution to single mothers starting a new household, victims of house fires or
natural disasters, or people who have been displaced or relocated, helping them to
obtain the essential household items to restart their new home.
Hope Distributes also provides classes to help clients understand value and life
goals along with financial recordkeeping and management. The key to it all is
figuring out a spending plan that works for you and your family toward financial
stability. Thereis a 1-hour meeting to help you understand the benefits of planning
and a subsequent one on one appointment with a Financial Education Volunteer
to assist you in figuring out a spending plan that works for you.
Annual Projected Budget
$

5—3
Program Expansion Start-up Costs
$
Fiscal Calendar
January 1 to December 31
Additional information
Lori Remmel, Grant Administrator
Phone: (540) 908-8834
E-mail: loriremmel@gmail.com
BACKGROUND
For the last 10 years Hope Distributes has served 22,731 individuals with a 140
volunteer workers and two volunteer part-time program administrators.
CAPITAL PRIORITY
A salaried full-time employee, small refrigeration truck & refrigeration
warehouse space
MISSION, CORE VALUES, PROGRAMS and OUTREACH
The mission of Hope Distributed is to provide and promote social well-being to
the citizens of Rockingham County and surrounding localities by providing relief
to low-income individuals and families with food and clothing in a dignified and
respectful manner.

5—4
Hope Distributed CDC has two part-time positions, and employs 140 volunteers
from two local colleges, and a neighboring church.
Twoaging trucks and limited storage space provide the four branches of
operation, Food Distribution, Clothing Distribution, Home Furnishing
Distribution, and Financial Education.
ECONOMIC IMPACT
Approximately 31% of Harrisonburg residents live at or under the poverty line.
Although family members may be employed, Free & Reduced Lunch Program
through the public schools increases every year. Hope for Kids eases the risk of
child hunger, reducing the threat to their health, growth, and development. The
City of Harrisonburg and Rockingham County Virginia has 11,642 children in the
school system. Of these children 7,974 are eligible for the free or reduced lunch
program. These children belong to families that do not make enough income to
supply the nutritious food they need. Often these children go home and the only
nutritious meal they eat is in school, especially during the cold winter months
when parents often have to decide between paying the bills and buying groceries.
Hope on Wheels benefits the elderly and shut-ins
CASE STATEMENT
Currently regularly scheduled volunteers drive trucks to collect donated goods on
Tuesday, Thursday, Saturday, and Sunday. Volunteers also pack dry food and
produce from Wal-Mart and other collection sites to be disbursed on Thursdays,
and first through third Saturdays. Governmental reports are also filled out and
submitted. Separately, volunteers are scheduled for the clothes closet, home
furnishing delivery, and financial counseling.
STRATEGIC PLAN FOR FUNDRAISING
Funding for Hope Distributed CDC

5—5
Source Amount
Corporate & Community
Organization Sponsors
Private funds
In-Kind Services Land for Additional
warehouse space -
Total
Walmart has contributed $20,000 plus $____ in goods and services annually
over the past two years. Wells Fargo donated $5,000 in 2013 for __________.
Hope Distributed requests $__,000 from ________ to support the ongoing
programs with a permanent, full-time employee, additional warehouse space
with refrigeration, and a medium size refrigeration truck.
ENCLOSURES
 Strategic Plan
 Operating Budget
 Financial Statement
 Board Members
 IRS Tax Exemption 501(c)3 Letter

6—1
6 BEST PRACTICEON FUNDRAISINGFORHOPE DIST RIBUTED
Today’s fundraising landscape is complex and changes quickly. To
navigate in this new world, we need to follow best practices, share our
experiences, and benchmark our results (Andresen et al., 2012). Although there
are many methods of raising money, such as grants, direct mail, and individual
giving, several other strategies on fundraising aim to fill the gaps where the
classic methods have started tofail some local non-profit organizations and those
fundraising sources run dry. In this section, four practical and viable fundraising
best practices will be introduced to Hope Distributed for future reference. These
best practices are: special events, the development of a “Donate” button and
thank you call, minor donor groups, and prioritize Year-end fundraising.
6.1 SPECIAL EVENTS
Special events can play an important role in increasing an organization’s
visibility as well as raising money for the non-profit organization. In this paper,
we introduce twospecial events that are considered viable for Hope Distributed.
6.1.1 Turkey Dinner
All Faiths Food Bank is a hunger relief regional non-profit organization
that distributes supplies to 195 non-profit agencies, pantries, soup kitchens,
churches, community centers, schools and programs that offer hunger relief. As a
special event, they host a “Turkey Dinner” which aims to provide those people in
need with turkey or thanksgiving related foods for them to celebrate with family
and friends during Thanksgiving. Hope Distributed could possibly adopt the idea

6—2
of Turkey Dinner in the coming fiscal year toprovide something special on
special occations.
Additionally, instead of giving turkeys directly tothe public, Hope
Distributed could have their volunteers sell Turkeys tothose people who are not
in need of public food before Thanksgiving Day in order to raise some money for
itself. The sale can be conducted from either Hope Distributed webpage or
Facebook page; on campus or even outside the supermarket. Since these foods
are likely to be provided by local sponsors for free, Hope Distributed can sell
them to the customers at a discounted price. Importantly, Hope Distributed can
put out posters and state that all money received will be used to help our
neighborhoods. So that, any potential customers might be more interested in
buying from Hope Distributed with the mindset that, while purchasing, they can
help others in the community. In that way, both goals of raising money and
gaining visibility can hopefully be met.
6.1.2 Christmas Drive
Samaritan’s Purse organization collaborated with Chick-fil-A to run a
program which collects shoeboxes full of gifts for international distribution to
children who live in Third World countries (Daily News Record, 11/12/2014). The
hosting collection night at the restaurant was a way toget new people involved by
providing tangible incentives to all participants. The incentives include a free
voucher for chicken sandwich provided by Chick-fil-A and a free movie for kids
provided by Veggie Tales.

6—3
Hope Distributed is currently receiving food supports from Food Lion and
Walmart, they then distribute those foods to the public on a regular basis. It is
also recommended that Hope Distributed collaborates with its local providers to
attract more citizens engaging in Hope Distributed by providing incentives such
as those that have been adopted by Samaritan’s Purse organization. It could work
in a way that whoever brings gifts, such as a decorative Christmas tree or a new
pair of shoes, can obtain a voucher to purchase or receive a gift from these local
providers’ stores.
6.2 “DONAT E”BOTTOM
When people wanted to do something but did not act right away, the
subsequent result would be that they have forgotten about it later. Braun (2014)
says that visibility is essential to an organization, but it does not necessarily lead
to direct funding or support. While we try hard tomake Hope Distributed more
visible in our community, we also need to make sure that Hope distributed does
not miss any potential donors, irrespective of how much contribution they are
going to make. It is important that we give them the opportunity to convert their
instant desires to donate, which probably would disappear shortly if were not
acted on, into actions.
We have realized that Hope Distributed website does not contain any
“Donate” equivalent button for people to make a donation. The single most
wasted resource on earth is human intention (Braun, 2014). People probably
have a strong desire to help or donate at the moment when they visit the website,
but fail to do so because there is no convenient way toact immediately. The fact

6—4
that Hope Distributed does not have an easy and effective mechanisms to convert
that intention into action might turn some potential donors away. In other words,
people who want to make a donation might be discouraged to donate by the fact
that they have to take the extra step of making a phone call to Hope Distributed
first, with no guarantee of instant response.
6.3 THANKYOU CALL
In addition, a few more volunteer or staff may be required to follow up
immediately on any interest in
Hope Distributed or send our
regards to any donation made. It is
possible that their desires to help
might fade away within days or
hours if no subsequent response is
given to them. There is a classic example in the charity industry. A number of
years ago, Penelope Burk, president of Cygnus Applied Research, Inc., wrote
about the importance of thank-you calls in retaining donors. Through research,
the president found that when nonprofits call new donors to say “thank you”,
those donors feel significantly more valued and reward the organization with
increased loyalty and money.
6.4 MINORDONOR GROUPS
Undoubtedly, major donor groups are extremely helpful in a non-profit
organization. They are the significant attributors for an organization to raise a
In fact, there is a direct relationship
between thank-you calls and the following year’s
donation amount — donors who received thank-
you calls give 40 percent more in the following
year.

6—5
substantial amount of money. The definition of major donors varies for each
organization, and it depends on the size and years of establishment of that
organization.
However, what we advocate here is minor donor groups. Using minor
donor groups to target those people who give small amount of money per year
have three advantages. First, these small fund-givers are likely to stay supportive
with one organization because of their limited financial ability. Second, they are
likely to make donation to the non-profit organization at a consistent level each
year. Third, since they are growing with the organization year by year, they might
feel that they are connected to the organization, and thus become loyal volunteers
which would consolidate the volunteer-base for that organization.
6.5 PRIORITIZE YEAR-END FUNDRAISING
The Figure 1 below shows a donation pattern by tracking annual donations
in the years of 2011, 2012, and 2013. The figure indicates that 30% of all online
donations are made in December and 10% of all annual giving happens in the last
three days of a year. On the very last day of the year, online fundraising should be
focused during the period between 12pm and 7pm. Focusing fundraising on
December each year, according to the researches, could probably help Hope
Distributed to reach a more satisfying outcome. However, it does not mean that
we do not need to put effort on fundraising throughout the rest of the year,
indeed, it means we just need to be more proactive during these periods of a year.

6—6
Image 3
Image 3. networkforgood.org/digitalgivingindex
References:
Andresen K., Stepno, B. M., Braiterman A., Brigida D., Davis M., Golden
C., Krackeler T.,
McLaughlin S. U., Swank K., Weeden C. (2012), Best practices for
Fundraising Success Diversifying Giving Channels.
https://www.blackbaud.com/files/resources/7-
12.desktop.book.web.pdf
All faiths food bank URL: http://www.allfaithsfoodbank.org/
Braun A. (2014), The promise of a pencil: how an ordinary person can
create extraordinary change. Mantra 21: 172-173.
Penelope Burk, Cygnus Applied Research, Inc. History of Direct Mail,
Direct-Mail.org,
Duneroller Publishing, http://www.direct-mail.org/history3.htm
Daily New Record – Harrisonburg 11/12/2014.

7—1
7 TRANSPORTATION/POPULATION SERVICED
7.1 NEED
There are twoaspects of best practice that can be immediately drawn into
use to effectively reach those n need in the Harrisonburg/Rockingham area. The
first is the total amount of food needed in the area reached by Hope Distributed.
Within the city of Harrisonburg there are an estimated 9,060 food insecure
individuals (Feeding America). This number expands with the addition of the
6,690(1) (Feeding America) food insecure individuals in Rockingham County to
total 15,750 in the surrounding areas. This leads to a great amount of need that
Hope Distributed, as well as other food pantries in the area, can address.
According to an informational packet published by River Bend Food bank,
a member of Feeding America, “It is difficult to predict the exact amount of non-
governmental food aid that must be distributed in a given area to achieve our
goal, but to make an approximation, use the following formula:
Need = (number of people living at or below the poverty line) x
234 lbs. of food aid per year.”
While River Bend is very careful to say that this is an approximation of the total
need, having a tangible number of pounds of food needed, even as an
approximation, will make the issue of food insecurity real for some donors,
potentially increasing their awareness of the issue in Harrisonburg and
Rockingham County. The calculation is very simple:

7—2
15,750Food insecure individuals * 234 LBS = 3,685,500 LBS of
food needed every year.
We can imagine an advertisement comparing the 3.7 million pounds of food
needed to some everyday object to make this “real” in the eyes of the community.
7.2 LOCATION
There are 6 food pantries that are listed on
http://www.foodpantries.org/ci/va-harrisonburg, which is the first website that
returns under the Google search, “Harrisonburg food pantry.” These food
pantries can be located on the map created below.
Image 4

7—3
A few facts immediately are seen with this map.
 Hope distributed is the only food pantry in the surrounding area outside
the city limits of Harrisonburg
 Hope distributed is the only food pantry outside the downtown area
As seen with the below map in comparison with the map above, Hope
Distributed has an easily accessible location to the surrounding area with the
highest poverty rate according to City-data.com. This gives Hope Distributed a
unique opportunity in its location to serve a large percentage of the impoverished
community.
Image 5

7—4
7.3 TRANSPORTATION
Another important aspect of location is transportation. The Harrisonburg
Department of Public Transportation route 6 gives those without access to their
own transportation sources the ability to access Hope Distributed’s current
location every hour. This access still requires walking as the closest bus stop is
still a distance away.
The current location of Hope Distributed is situated excellently to reach
those in the most need in the city of Harrisonburg. It has strength in the ability
for those without their own transportation to access the location, as well as
servicing an area not serviced by other food pantries.
One potential partnership that could be formed is that between Hope
Distributed and the Harrisonburg Department of Public Transportation. Route 6
already runs through the area and comes close with the stop at the hospital.
There could be a request to extend the bus route to allow for easier access to
Hope Distributed for those without transportation.

7—5
7.4 HOURS
Below are the area food banks and their hours of
operation.
Table 4
From the chart above there are obviously two food pantries with more
hours than Hope Distributed. As the volunteer base for Hope Distributed
expands one change that could easily be made is the expansion of hours.

7—6
Expanding Saturday hours, in which most people who volunteer will be free, will
allow for more individuals in need to access the pantry.
References:
Gundersen, C., E. Engelhard, A. Satoh, & E. Waxman. Map the Meal Gap 2014:
Food Insecurity and Child Food Insecurity Estimates at the County Level.
"Harrisonburg, Virginia (VA) Income Map, Earnings Map, and Wages
Data."Harrisonburg, Virginia (VA) Income Map, Earnings Map, and Wages
Data. Web. 04 Dec. 2014. <http://www.city-data.com/income/income-
Harrisonburg-Virginia.html>.

8—1
8 APPENDIX
8.1 IMAGES/TABLES

8—3
8.2 PIC
KUP
8.3 DAT E 8.4 IT EMS
2 shirts
1 pants
1 light sweater
8 hangers
3 December 4, 2014 14 coats
8 sweaters
4 hats
4 scarves
2 pairs of gloves
1 shirt

8—4
Does Well Needs Work Not Sure
Organization’s Mission
Do we use it as a guide for decisions?
Does it need to be revised?
Program Evaluation
Do we have criteria for determining program
effectiveness?
Financial Resources
Do we understand the organization’s income
strategy?
Do all board members participate actively in
fundraising efforts?
Financial oversight and Risk
Management
Does the budget reflect our strategic priorities?
Do we have a firm understanding of the
organization’s financial health?
Relationship with the Chief Executive
Is there a climate of mutual trust and respect
between the board and the chief executive?
Does the executive receive a fair and
comprehensive annual performance review?
Board-Staff Relationship
Do all board members refrain from attempting
to direct members of the staff?
Do board and staff treat each other with
respect?
Public Relations and Advocacy
Are all board members actively promoting the
organization in the community?

8—5
Do we understand the organization’s public
relations strategy?
Board Selection and Orientation
Does the board have the necessary diversity of
perspectives and other resources needed?
Do new board members get an effective
orientation?
Board Organization
Do board meetings make effective use of the
time and talents of board members?
Do our committees contribute to the effective
functioning of the board?

8—6
Yes No Not Sure
1. Do I understand and support the mission of
the organization?
2. Am I sufficiently knowledgeable about the
organization’s programs and services?
3. Do I follow trends and important
developments related to this organization?
4. Do I assist with fundraising and/or give a
significant annual gift to the organization?
5. Do I stay informed about the organization’s
financial health?
6. Do I have a good working relationship with
the chief executive?
7. Do I recommend individuals for service to
this board?
8. Do I prepare for and participate in board
meetings and committee meetings?
9. Do I act as a goodwill ambassador for the
organization?
10. Do I find serving on the board to be a
satisfying and rewarding experience?
11. Do I attend at least 75 percent of board
meetings during the year?
12. Write short answers to these questions:
a. What could the organization do to make my board service more productive and
satisfying?
b. What could I do to make my board service more productive and satisfying?

Hope Distributed Printed Copy (1)

Recommended

Recommended

More Related Content

Viewers also liked

Viewers also liked (16)

Similar to Hope Distributed Printed Copy (1)

Similar to Hope Distributed Printed Copy (1) (20)

Hope Distributed Printed Copy (1)