SPCA Florida Regional Economic Impact Study
August 18, 2016
Rachel Mostert
Ajay Nune
Morgan Rosenkranz
Adrienne Wright
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SPCA FLORIDA ECONOMIC IMPACT
Table of Contents
Executive Summary
Introduction/Overview & SPCA Florida History
Problem Statement
Florida Southern College MBA Team
SPCA Florida Key Personnel
Individual Components of SPCA Florida
Symbiotic Relationship: Adoption and Medical Centers
SWOT
Methodology
Empirical Analysis Results
SCENARIO 1: SPCA Impact from Reva McClurg Animal Medical Center to Polk County 2010-2015
SCENARIO 2: SPCA Adoption Center Impact on For-Profit Polk County Vets 2010-2015
SCENARIO 3: SPCA Adoption Center Impact on For-Profit Vets Outside of Polk County
SCENARIO 4: SPCA Regional Impact through Adoption Center and Reva McClurg Animal Medical
Center
Conclusions
Acknowledgements
References
Appendix A
Appendix B
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SPCA FLORIDA ECONOMIC IMPACT
Executive Summary
Like all nonprofits, The Society for the Prevention of Cruelty to Animals (SPCA), must answer
the charge to demonstrate its long-term impact to the community and other stakeholders. The
purpose of this study is to assess the overall economic impact of the SPCA Florida (SPCAF).
Using Impact Analysis for Planning (IMPLAN) software, this study quantifies SPCA Florida’s
direct, indirect, and induced effects (see Appendix A for glossary of IMPLAN terms) on the
regional economy from 2010 through 2015.
Over the period of study, results show SPCA Florida has had a regional economic impact of:
$71,435,170.85*
Or, for every $1.00 in revenue generated by SPCA Florida, $1.67* is created in the regional
economy.
In addition:
● SPCA Florida’s adoption center generates over $5.7 million yearly in regional
economic impact.
● With 179 for-profit veterinarians in Polk County, the SPCA Florida adoption
center has provided approximately one additional employee to each practice
over the last 6 years (2010-2015).
● Revenue created by the SPCA’s Reva McClurg Animal Medical Center is a critical
component to the organization's mission as it helps to offset the balance of the
operation’s losses and accomplish their mission of administering to the health
and welfare of the region’s pet population.
The study concludes SPCA Florida serves a critical role in Polk County and the surrounding
region, not only by creating economic value throughout the area, but also by keeping animal
populations down through spay/neuter programs, helping to feed pets through nutritional
assistance programs, and rescuing needy animals. In fact, without the SPCA Florida Adoption
Center, the Polk County Animal Control Services would be flooded with over 19,000 additional
pets per year (approximately 9,000 dogs and 10,000 cats), nearly doubling their current yearly
capacity and significantly depleting county funds.
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SPCA FLORIDA ECONOMIC IMPACT
Introduction/Overview & SPCA Florida History
The SPCA, particularly SPCA Florida, is a non-profit organization building humane and safe
environmental conditions and pet-friendly communities across the state of Florida2. The
organization relies solely on the generosity of the surrounding communities to support its
services and programs. As a section 501(c)(3) organization, SPCA Florida is a tax-exempt charity.
The organization was initiated in 1979 as S.P.C.A., Inc. by a small group of volunteers who
fostered homeless animals within their homes. These volunteers also conducted off-site
adoptions every Saturday at Publix Supermarket. Through assortments of garage sales, raffles,
and other donation drives, money was raised to purchase the first two acres of land on Brannen
Road South, where the first local animal shelter was built in 1991. In 2003, grants from the City
of Lakeland and Polk County as well as funding from private donors stimulated the purchases of
eight more acres of land and built the area’s first high-volume, affordable, spay and neuter
clinic for dogs and cats.2
The SPCA Florida’s shelter and clinic have grown to now include the state-of-the-art Reva
McClurg Animal Medical Center, the Adoption Center, and the Administration and Publix
Supermarket Charities Education Center, which houses training and community programs. The
rebranding of the organization as SPCA Florida, new outreach efforts, and strategic alliances are
creating public and private partnerships to achieve their mission of eliminating animal suffering
and engaging the entire community in the welfare and well-being of animals.
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SPCA FLORIDA ECONOMIC IMPACT
Problem Statement
In the past two years, SPCA Florida’s Executive Director Adam Stanfield, with the help of his
team, has rejuvenated the organization by focusing their efforts on strengthening their internal
practices and business operations.
In 2015, SPCA Florida:
● Helped 17,665 patients in the Reva McClurg Animal Medical Center.
● Spayed or neutered 8,175 dogs and cats.
● Cared for 4,112 pets in the Adoption Center.
● Benefited from the generosity of 25,425 volunteer hours from 500+ volunteers.
● Saved 3,889 lives through adoption and transfer services at the Adoption Center.
● Served 3,113 patients throughout Polk County via their Wellness Wagon program.
● Delivered 34,000 pounds of food to animals in elderly and homebound families. 2
The rebranding of the organization has allowed it to shift its energy toward outreach efforts
and building stronger ties within the community to ultimately see its vision of Healthy Animals/
Humane Communities reach fruition. Emphasizing their current goals of designing, delivering,
and advancing model programs to promote adoption of healthy animals, preventing cat and
dog overpopulation throughout the state of Florida, providing veterinary medical services for
animals in the community, and becoming the leading advocate for the underserved animals and
for those animals who are without a voice has led the organization to create a three to five year
strategic plan outlining these goals and others in significant detail (see Appendix B).
Believing what is good for the community is also good for the economy, our FSC MBA team was
charged with performing an economic impact study with the goals of quantifying just how
much of an effect SPCA Florida has on the local economy and determining the organization’s
value to the communit
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SPCA FLORIDA ECONOMIC IMPACT
Key Personnel
The following section highlights the members of the Florida Southern College MBA Team who
conducted this study, key personnel at SPCA Florida, as well as their Executive Board of
Directors.
The Florida Southern College MBA Team
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SPCA FLORIDA ECONOMIC IMPACT
Executive Director
Adam Stanfield
Mr. Stanfield accepted the Executive Director position at SPCA Florida in 2014. As a
former Foundation Director of the Piedmont Henry Hospital Foundation in Stockbridge, GA, he
brought a wealth of executive management experience to the organization. In addition, he
served as director for Hands of Hope Clinic (also in Stockbridge, GA), a faith-based non-profit,
where he acquired a wealth of experience in healthcare management. He has transferred the
knowledge from his experiences with human healthcare into the veterinary scene. Of the most
recent executive directors since 2010, Adam is the longest-tenured Executive Director for the
SPCAF. Expectations are high for SPCA Florida under Mr. Stanfield’s direction, as he is expected
to provide stability to a rapidly growing agency and significantly develop the medical clinic.
Adam also brings an entrepreneurial spirit to the culture of the organization.
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SPCA FLORIDA ECONOMIC IMPACT
Director of Finance
Michael Campana
Joining SPCA Florida in July 2013, Michael brought over 15 years of financial
management experience and expertise to SPCA Florida. He directs all financial aspects of the
organization, to include accounting practices, budgeting, financial planning, interfacing with the
financial community, financial analysis, and monitoring of financial performance. Michael also
ensures funds are appropriately managed to provide the best care for the animals. A graduate
of Florida State University, Michael holds a degree in accounting.
Operations Manager
Krystle Jimenez
Krystle manages the operational and support aspects of SPCA Florida’s Reva McClurg
Animal Medical Center and Animal Care/Adoption Center. She coordinates with the Medical
Director, Clinic Manager, and Shelter Manager to realize operational goals and objectives.
Assisting with IT/Web Development, Krystle ensures system orientations for all operational
components are fully utilized, implemented and function as designed. Through data collection
and synthesis, Krystle also assists with the organization’s philanthropic goals and objectives.
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SPCA FLORIDA ECONOMIC IMPACT
President
Julie Davis
Julie A. Davis, CPA is the President of SPCA Florida’s Board of Directors. She was elected
by her peers in the summer of 2015 and has been a dedicated Board Member since 2013. She
has served on the Audit, Finance, and Executive Committees as well as served as Assistant
Treasurer prior to being elected President. Julie moved to Lakeland with her husband, Chris,
who is a Florida Southern graduate. His mother and father are also Florida Southern alumni and
his sister is a current student in the FSC nursing program.
Julie graduated from Valencia Community College in Orlando, then continued her education at
the University of South Florida in Tampa where she graduated from the College of Business
with a Bachelor of Science degree in Accounting. After graduation, Julie began working for a top
10 national accounting firm, Crowe Horwath LLP. While there she focused primarily on audits of
local governments and nonprofit organizations. Julie became a licensed Certified Public
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SPCA FLORIDA ECONOMIC IMPACT
Accountant in 2011. After leaving public accounting, she became the Finance Director at Central
Florida Regional Planning Council, a local government based in Bartow, Florida where she was
responsible for the organization’s financial health and management of over twenty different
grants and funding sources ranging from economic development, regional planning, hazardous
planning, and transportation planning. In 2013, Julie returned to public accounting and is
currently the Audit Manager at Baylis & Company PA., a local accounting firm based in
Lakeland, Florida. Julie is responsible for the coordination, supervision, and completion of all
audits with a focus on government and nonprofit organizations located within Polk County.
Vice President
Kim Goldener
Kim Goldener became Vice President of the SPCA Florida Board of Directors in June
2016. Kim graduated from North Carolina State University with a BA in Business Management.
She has been with the City of Lakeland's Water Utilities Department since 2001 and is currently
the Wastewater Collection Superintendent for the City of Lakeland. For the SPCA Florida, Kim
has been part of the organization's Board of Directors since June 2015.
Vice President
Ralph Schofield
Ralph Schofield is Vice President of the SPCA Florida Board of Directors, a Lakeland
business and real estate attorney, and a certified mediator. Although he primarily practices
commercial litigation as a partner at Clark, Campbell, Lancaster & Munson, he has assisted a
number of animal welfare and other nonprofit groups in legal and management matters and
began his legal career by advocating for government transparency and industry compliance as
to environmental issues. Ralph grew up in St. Petersburg and has spent his entire life in Florida
other than the time spent studying at the University of Michigan Law School. He adopted his
dog from SPCA Florida in 2013, which was his first exposure to the organization and, because of
the passionate and enthusiastic people he met, immediately had an interest in becoming more
involved in the mission. Ralph also serves as Secretary on the United Way of Central Florida
Young Leaders Committee and as Landlord/Tenant Subcommittee Co-Chair with the American
Bar Association Section of Litigation and is a recent graduate of Leadership Lakeland Class
XXXIII.
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SPCA FLORIDA ECONOMIC IMPACT
Treasurer
Laura Lear
Laura and her husband, Craig, have one son, Austin, and live in Lakeland, FL. She is an
active member of the community. She is currently serving as Treasurer for SPCA Florida as well
as the Women's Giving Circle of SPCA Florida Chairperson and Founding Member. She also
serves on the HOA Board of Directors for Eaglebrooke. Laura was born and raised in the south
suburbs of Chicago. She began her Edward Jones career in February of 2010 as a financial
advisor in Saint John, Indiana (just outside of Chicago). Edward Jones transferred her to
Lakeland, Florida in April of 2011. She had served the firm as a secondary recruiting specialist
and as the women's inclusion specialist. She earned her MBA from St. Xavier University in
Chicago, Illinois in December, 2005. In addition, Laura received the professional designation
AAMS in 2012.
Secretary
Stacy Walsh
Stacy Walsh is a lifelong Lakeland resident who has been employed at a local non-profit
for 20 years. She serves as Secretary on the SPCA Florida Board of Directors. Beginning her
employment at the YMCA in Lakeland in 1996, she has held positions in aquatics, member
services, PR, and marketing. Since being in the position of Development Director, she has led
staff, volunteers, and members in Annual Giving Campaigns totaling more than $300,000 in less
than two years. From 2007-2014, Stacy taught at All Saints Academy and developed the
school’s first media productions program (while maintaining part-time employment and
volunteerism at the YMCA). She also coached both girls’ and boys’ swim teams at All Saints
from 2007-2014, receiving the All County Swim Coach of the Year Award in 2011.
Stacy graduated Magna Cum Laude with a Bachelor of Arts in Mass Communication from
Florida Southern College. She is an active member of the Junior League of Greater Lakeland and
serves as the Chair of The Junior League’s Grants Committee. Over the years, she has served on
Marketing Committees for the Livestrong Cancer Survivor Program, EMERGE Lakeland, and the
Susan G. Komen Race for the Cure. She is also on the Lakeland Regional Health Hollis Cancer
Center Promise Run, Friendraiser Committee, and a Partnership Liaison.
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SPCA FLORIDA ECONOMIC IMPACT
Board Member [Special Acknowledgment]
Brenda Joyce
Brenda M. Joyce is presently focused on community involvement in the Lakeland area.
Brenda is in her fourth year as a volunteer member of the SPCA Florida Board of Directors, and
also serves as Treasurer of Boxer Rescue Angels of Florida, Inc. Brenda chaired the development
of SPCA Florida’s Strategic Plan. She was also key in initiating the Board’s collective
understanding of the operating model from a consumer perspective. She is a University of
Florida certified Master Gardener and has served as past president of the UF/IFAS Polk County
Master Gardener Program.
Brenda is an experienced corporate executive and business unit general manager, having spent
most of her career in the medical device industry. She operated her own consulting business for
more than ten years providing services such as business and strategic planning and marketing
and sales training, catering to closely-held, emerging growth companies. She also taught
undergraduate and graduate level courses in Marketing, Advertising & Promotion, and
Organizational Dynamics as an Adjunct Professor in the Philadelphia area.
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SPCA FLORIDA ECONOMIC IMPACT
Individual Components of SPCA Florida
“...They truly help a lot of animals that would otherwise be abandoned. They are an amazing
group of caring people. They have huge hearts and show so much love and compassion for the
animals. Thank you again SPCA. I am forever grateful for all you do.”
~ Sandra Johnson Witmer via SPCA Florida Facebook Page
Adoption Center
In 2015, the staff of SPCA Florida matched 3,889 pets with their forever homes. On average, the
organization invested approximately $300 in every dog and cat cared for by the agency. All
animals were examined by a veterinarian, spayed or neutered, vaccinated, microchipped, and
received a month’s supply of flea and heartworm prevention. Adoption fees ranged from $30 to
$175 depending on species, breed, and age. Puppies and select breeds’ adoption fees are often
higher in order to match market price and prevent the re-sale of animals, an act which SPCA
Florida strongly discourages.2
“Every experience at the Lakeland SPCA has been amazing for our family. Everyone is so nice
and helpful. I will always recommend them to my friends and family for a pet adoption. We love
you Lakeland SPCA!”
~ Rachel Joshua Ray, May 15, 2016 via SPCA Florida Facebook Page
Food Assistance Program
In July 2013, SPCA Florida began offering food for animals of residents who faced financial
difficulties or constraints. Those residents who are on income-based programs such as
unemployment and disability are allowed to pick up food for their animals twice a month or a
total of twelve times. Since its inception, the Food Assistance Program (FAP) has provided over
54,000 pounds of food. In 2015, 38 clients moved to independence from the program by either
reducing their number of pets, utilized the organization’s spay/neuter services, or stabilizing
their personal income.2
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SPCA FLORIDA ECONOMIC IMPACT
Spay/Neuter Services
A critical service provided by the SPCA Florida is high-quality, affordable spaying and neutering
of dogs and cats to reduce the number of puppies and kittens born without homes. The Reva
McClurg Animal Medical Center sterilizes as many as 75 dogs and cats each day. In 2015, 8,175
animals were spayed/neutered during a transitional year for SPCA Florida, as it was the first full
year of Adam Stanfield’s leadership as Executive Director. Of that total, 2,227 animals were
admitted to the Adoption Center, and 2,345 were feral/stray community cats. Animal
admissions have declined 29 percent from a high of 10,824 admissions in 2006. The decline is
due in part to the organization’s emphasis on education and the spay/neuter program’s
implementation.2
“I would like to thank the medical staff for taking such good care of my Paris while she was
there for surgery. A special thanks to Melissa Washburn for taking the extra time to calm my
nerves and put my mind at ease. God Bless you all for your dedication to what you do for all the
fur babies.”
~ Gina McCoy, October 8, 2015 via SPCA Florida Facebook Page
Reva McClurg Animal Medical Center
SPCA Florida’s Reva McClurg Animal Medical Center employs nine full-time doctors and more
than fifty support staff. This state-of-the-art facility features an on-site laboratory for quick test
results, full pharmacy, hyperbaric oxygen therapy unit, digital x-ray and dental machines, and
ultrasound equipment. The veterinarians at the Reva McClurg Animal Medical Center provide
advanced and routine spay/neuter surgeries six days a week. More than 12,000 animals
received skilled veterinary care in 2015. Every month, between $10,000 and $15,000 of services
are provided free of charge to the community by the veterinary physicians in order to prevent
pet relinquishment, to keep cats and dogs in good health and spirits, and to keep pets in their
owner’s homes.2
“This clinic gave my dog a second chance at living when she had heartworms. They helped me
when I was homeless so I appreciate all that you do for my dog and I will never stop telling
people what you’ve done for me.”
~ Anonymous, August 2015 via spcaflorida.org
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SPCA FLORIDA ECONOMIC IMPACT
Symbiotic Relationship: Adoption and Medical Centers
Working in conjunction with their Reva McClurg Animal Medical Center, SPCA Florida
provides each adoptee approximately $300 worth of medical care before adoption. Since
adoption fees range from $25-$175 per pet, the adoption center is operating at a loss of
between $125-$275 per animal when coupled with individual medical fees.2 With at least 4,000
animals adopted each year, the SPCA Florida realizes a minimum loss of $500,000 from the
adoption center alone. Coupled with their other community food assistance programs, feral cat
neutering/spaying, and rescue efforts, to name a few, they are operating at a significant loss
each year. Our study results highlight the fact that they must rely on revenues from their Reva
McClurg Animal Medical Center and private donations to stay operating. However, through the
adoption program, the SPCA Florida is also helping to promote business within the local
veterinary community. For instance as the chart below depicts, each year, approximately 4,000
cats and dogs are adopted from SPCA Florida. Of these pets, approximately 1,000 are adopted
to locales outside of Polk County and another 1,000 pets continue their care at the McClurg
Reva McClurg Animal Medical Center. The remaining 2,000 pets find medical, nutritional,
boarding, and grooming services within Polk County, creating a far reaching economic impact in
surrounding areas.
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SPCA FLORIDA ECONOMIC IMPACT
The diagram below, copied from the 2015 SPCA Annual Report, pinpoints where each adopted
animal went to make its home after being cared for at SPCA Florida. Although Polk County has
the bulk of the adoptions, SPCA Florida makes a clear impact on the surrounding counties. 1
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SPCA FLORIDA ECONOMIC IMPACT
SWOT
One of the most valuable measurement tools to assess the overall health of an
organization is the SWOT Analysis. A graph consisting of four quadrants represents the
company’s strengths, weaknesses, opportunities, and threats. The first two factors are internal,
and the latter two factors are external to the organization; this ensures a comprehensive
evaluation. With the use of a well-executed SWOT Analysis, a business can benefit significantly
by focusing on their best features rather than their shortcomings, identifying any potential
areas of growth, and preventing disasters before they even happen. This can be a helpful tool
in planning financial development for nonprofit organizations, particularly with their efforts in
fundraising.
Although there are many differences between the business plans of for-profits and
nonprofit organizations, their SWOT analyses are rather similar. While nonprofits do not have
to account for shareholders or return on investment, they do have to weigh factors that
commercial firms do not, such as fundraising, volunteer staff, and goodwill.
One of the greatest strengths of the SPCA Florida is found within the staff that is
comprised largely of volunteers. These positions serve in various roles, from accountants to
canvassers to attorneys to pet walkers, etc. SPCAF experiences significant savings as a result.
Additionally, they have the advantage of a Board of Directors entirely composed of volunteers.
Also, the SPCA Florida is a tax-exempt organization and there is a high entrepreneurial potential
for the organization, two appealing factors that could lead to further investment in this
nonprofit.
However, there are several challenges a nonprofit must face that can prove to be
weaknesses; the most prominent is in the financial category. Nonprofits constantly struggle to
generate revenue to cover their expenses. They are unable to match salaries of their “for
profit” competitors and therefore must rely on job satisfaction to serve as compensation. In
addition, there are limited opportunities for returns on investment.
Fortunately, there are several opportunities for the expansion and upkeep of the SPCA
Florida, one of which is applying for grants, usually offered by government, private agencies, et
al. In the past they have not been difficult to find, even during economic recessions. However,
at this time, SPCA Florida has noticed a decline in government grants and has become more
reliant on charitable grants through individuals and commercial organizations. Secondly,
nonprofit corporations have the opportunity of forming alliances with other businesses. For
example, Cause Marketing is used by commercial businesses where a portion of their profits is
donated to a charity of choice. This provides benefits to both agencies as well as the buyer
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SPCA FLORIDA ECONOMIC IMPACT
whose purchase facilitates charitable work. In some cases, they have even created
amalgamations with other nonprofit organizations. Furthermore, a unique management
opportunity for SPCA Florida walked in the doors with the addition of executive director Adam
Stanfield in 2014. Previously, the organization had gone through two executive directors within
the span of two years; frequent change in management can make it difficult to achieve
company stability and goals. Mr. Stanfield solved this issue. However, aside from snapping the
streak of short-lived directors, the new executive director also delivers a rare management
background, coming from previous roles both as a health clinic director and a faith-based
nonprofit organization. With his experience, he provides a new system of management with a
far broader range than others have held in the past, which ultimately will provide an
opportunity for expansion and solidity for the nonprofit.
Regarding possible threats to the SPCA, there are a few factors that can prove to be
detrimental to the health and stability of the organization. For example, public image is an area
of great importance for a nonprofit as this is one of the ways nonprofits receive funding.
Relying on donations, it is imperative for them to maintain a clean reputation; even the smallest
scandal can prove to be harmful. No stakeholder is going to remain interested in supporting a
nonprofit with a negative repute. Also, with over 1,800 charities in Polk County, the SPCA
Florida has significant competition for donors’ contributions.
After reviewing the variables of SPCA Florida and carefully evaluating each of the
strengths, weaknesses, opportunities, and threats of the company, the nonprofit was placed in
the upper left quadrant of the SWOT Analysis shown below. While they have far more
opportunities than threats for development and organizational growth, they are somewhat
balanced between their strengths and weaknesses. While there is always room for
improvement, ultimately, they are in a very good position for a nonprofit association.
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SPCA FLORIDA ECONOMIC IMPACT
Methodology
In order to effectively determine the economic impact of SPCA Florida’s Adoption
Center on Polk County and surrounding areas, we used a combination of data provided by the
organization along with IMPLAN, an economic impact software planning tool recognized as one
of the most popular tools in this area of study. IMPLAN uses economic statistics unique to the
studied region, county, or even zip code areas to create highly accurate assessments of the area
given a specific event in the economy’s activity. IMPLAN has been used extensively in for-profit
and nonprofit impact studies, however, this is the first time it has been used to assess a
nonprofit organization dedicated to protecting and promoting healthy animals.
The IMPLAN software uses embedded output, income, and employment multipliers
based on economic factors specific to Polk County, Florida. Our results indicate SPCA Florida
presents on average a 1.67 multiplier effect on entered revenues, resulting in a significant
economic impact on the region.
We use these multipliers or factors of employment, income, and total value added to
gauge the direct, indirect, and induced effects of SPCA Florida’s adoption impact. The direct
effects involve exactly how those adoptions affect the veterinary industry, which results show is
the industry realizing largest gains. The indirect effects show how money moving through the
veterinary industry within Polk County affects other industries that consumers, employers, and
employees frequent. Finally, the induced effects show how those industries may need to utilize
other corporations in order to balance increases from new or additional customers. These
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SPCA FLORIDA ECONOMIC IMPACT
effects are measured not only in dollar amounts but also in the number of full time employees
required to meet new demands, costs of labor, and new value added to the industries affected.
Our first collection efforts included gaining access to the organization’s 2010-2015
adoption database to retrieve individual pet species and zip codes. Recent data reveals 25% of
all adoptions each year return to the SPCA Florida’s Reva McClurg Animal Medical Center for
their medical treatment.3 This percentage is based on all adoptees whether the pet remains in
Polk County or resides outside the county. With no data for the type of pet returning for
medical treatment, we assume a 50/50 split between dogs and cats (the same split exists for
overall adoptions).3
Once we had established the number of adopted pets returning to the SPCA Florida’s
Reva McClurg Animal Medical Center for medical treatment, we then had to determine the
number of pets seeking treatment elsewhere in the county. We filtered out data from zip
codes outside of Polk County, assuming that owners outside of Polk County are seeking
treatment within their own locales. We sorted the Polk County data into cats and dogs and
then subtracted the number of animals we determined would be returning to them for
treatment. In the end, we had final numbers for adopted cats and dogs visiting medical centers
outside of Polk County and the number of adopted cats and dogs visiting Polk County for-profit
vets.
SPCA Florida adoption data was filtered by zip code to forecast the possible revenues
realized by medical centers (independent of the Reva McClurg Animal Hospital) and then input
into IMPLAN. IMPLAN uses changes to revenue to generate economic results, therefore
adoption center data must be manipulated into potential dollars in the community in order to
produce our final results. In order to turn number of pets into dollars of revenue, we gathered
data concerning the average cost per year of a cat and of a dog. Research shows medical
expense for cats average $1,070 per year of life, while dogs are slightly higher (despite a shorter
lifespan) at $1,270 per year of life (Weliver, 2010). Using our final county and regional vet
figures, we multiplied the average costs by the number of pets to calculate the aggregate total
medical revenue for each year of adoptions through the organization.
These specific adoption figures were entered into the IMPLAN software to determine
four different scenarios. Using the embedded output, income, and employment multipliers, we
can see how the Adoption Center affects Polk County and the surrounding region. The four
scenarios we studied through IMPLAN were: 1) the impact of revenue earned through the Reva
McClurg Animal Medical Center from 2010-2015, 2) the impact of revenue earned within Polk
County from adoptions utilizing for-profit vets from 2010-2015, 3) the impact of revenue
earned outside of Polk County from adoptions utilizing for-profit vets from 2010-2015, and 4)
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SPCA FLORIDA ECONOMIC IMPACT
total SPCA Florida economic impact results from adoption and medical centers 2010-2015.
Note that all results in these scenarios are a total of the 6 years studied. To understand yearly
averages, the figures must be divided by the total number of the six years studied. We were
also able to calculate the top ten industries affected by this revenue source, as well as
contributions to state and local taxes and the overall impact to Polk County and region. As our
IMPLAN software is only populated with current statistics from Polk County, the surrounding
region results are projections using our county’s data.
Empirical Analysis Results
This section reveals our economic impact analytical results for each of the following areas:
● SPCA Florida Reva McClurg Animal Medical Center revenues from 2010-2015
● SPCA Florida adoptees revenue impact from for-profit veterinarians in Polk County
2010-2015
● SPCA Florida adoptees revenue impact from for-profit veterinarians outside of Polk
County 2010-2015
● SPCA Florida economic impact results from adoption and medical centers 2010-2015
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SPCA FLORIDA ECONOMIC IMPACT
SCENARIO 1: SPCA Impact from Reva McClurg Animal Medical Center to Polk
County 2010-2015
Over the past 6 years, the Reva McClurg Animal Medical Center has generated approximately
$36,997,121.15 to various Polk County industries and $1,241,560 in state and local taxes. The
impact on the veterinary services industry alone accounts for $24,297,638.30 during the 6 year
period, with the remaining dollars affecting primarily real estate, restaurants, hospitals, and
wholesale avenues.
Total Revenue
2010:
2011:
2012:
2013:
2014:
2015:
$2,300,545
$3,213,922
$4,216,929
$4,619,675
$4,080,212
$3,943,006
Direct, Indirect, and Induced Effects
Direct Effects are solely based on veterinary services offered at the SPCA, while indirect and
induced effects are impacts (buying of goods and services from other local industries) to the
economy through wages earned from veterinary services, additional employment needed due
to increased veterinary demand, and increased demand for suppliers to affected, local
industries.
Impact Type
Employment
Labor Income
Total Value Added Output
Direct Effect
247.2
$9,794,503.66
$11,858,005.76
$24,270,743.03
Indirect Effect
48.2
$1,708,320.67
$2,951,307.76
$5,466,043.58
Induced Effect
61.3
$2,322,823.74
$4,146,214.34
$7,260,334.55
Total Effect
356.7
$13,825,648.07
$18,955,527.86
$36,997,121.15
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SPCA FLORIDA ECONOMIC IMPACT
Top 10 Industry Effects
Listed below are the top ten industries affected by the added revenue the SPCA Reva McClurg
Animal Medical Center provides to the region. For example, SPCA Florida’s 6 years of revenue
from the Reva McClurg Animal Medical Center alone have resulted in the employment of
approximately 247 veterinary personnel and 10 real estate agents. This data indicates job
creation in Polk County.
Industry
Veterinary
Real Estate
Restaurants
Fast Food
Wholesale
Hospitals
Building Maint.
Employment
Services
Accounting
Physicians
Employment
247.5
10.2
8.9
6.6
5.8
4.2
3.6
3.4
Labor
$9,805,357.30
$85,502.00
$186,502.00
$112,323.70
$388,008.70
$267,636.80
$49,540.50
$96,828.80
Value Added
$11,871,146.00
$668,409.20
$206,884.00
$282,576.90
$795,184.90
$315,023.80
$53,220.20
$141,195.80
Total Output
$24,297,638.30
$1,233,368.70
$395,868.00
$524,222.30
$1,278,401.50
$596,859.00
$101,882.60
$182,629.30
2.9
2.6
$121,793.10
$215,400.50
$157,098.30
$213,183.70
$221,021.20
$343,708.70
State and Local Taxes: $1,241,560.00
Total County Impact: $36,997,121.15
24
SPCA FLORIDA ECONOMIC IMPACT
SCENARIO 2: SPCA Adoption Center Impact on For-Profit Polk County Vets
2010-2015
Over the past 6 years, the SPCA Florida’s Adoption Center has generated approximately
$25,919,433.94 to various Polk County industries and $869,812.00 in state and local taxes. The
impact on veterinary services alone accounts for $17,003,591.11 during the 6 year period, with
the remaining dollars affecting primarily real estate, restaurants, hospitals, and wholesale
avenues. SPCA Florida adoption data was filtered by zip code to forecast the possible revenues
realized by medical centers (independent of the Reva McClurg Animal Hospital) and then
inputted into IMPLAN to generate the following figures. IMPLAN uses changes to revenue to
generate economic results, therefore adoption center data must be manipulated into potential
dollars in the community in order to produce our final results.
Total Revenue
2010:
2011:
2012:
2013:
2014:
2015:
$2,503,140
$3,130,400
$2,656,300
$2,428,330
$2,697,500
$2,094,340
Direct, Indirect, and Induced Effects
Impact Type
Employment
Labor Income
Total Value Added Output
Direct Effect
173.2
$6,861,830.94
$8,307,478.73
$17,003,591.11
Indirect Effect
33.8
$1,196,814.87
$2,067,626.45
$3,829,399.45
Induced Effect
43.0
$1,627,323.28
$2,904,753.81
$5,086,443.37
Total Effect
249.9
$9,685,969.09
$13,279,858.99
$25,919,433.94
25
SPCA FLORIDA ECONOMIC IMPACT
Top 10 Industry Effects
Note: The chart below reveals SPCA Florida’s 6 years of revenue from the Adoption Center
alone has resulted in the employment of approximately 173 veterinary personnel from 20102015, which is almost one full time employee per “for profit” veterinarian.
Industry
Veterinary
Real Estate
Restaurants
Fast Food
Wholesale
Hospitals
Building Maint.
Employment
Services
Accounting
Physicians
Employment
173.4
7.1
6.2
4.6
4.0
2.9
2.5
2.4
Labor
$6,869,434.80
$59,900.90
$130,475.70
$78,691.70
$271,831.10
$187,500.90
$34,707.10
$67,836.30
Value Added
$8,316,684.50
$468.274.00
$144,938.80
$197,967.70
$557,090.40
$220,699.30
$37,285.00
$98,918.90
Total Output
$17,022,433.40
$864,073.20
$277,337.10
$367,259.50
$895,622.20
$418,147.30
$71,376.90
$127,946.40
2.0
1.8
$85,325.80
$150,905.30
$110,059.90
$149,352.20
$154,843.00
$240,795.40
State and Local Taxes: $869,812.00
Total County Impact: $25,919,433.94
26
SPCA FLORIDA ECONOMIC IMPACT
SCENARIO 3: SPCA Adoption Center Impact on For-Profit Vets Outside of Polk
County
Over the past 6 years, the SPCA Florida’s Adoption Center has generated approximately
$8,518,615.77 to various industries outside of Polk County and $285,870 towards their state
and local taxes. The impact on veterinary services alone accounts for $5,588,357.46 during the
6 year period with the remaining dollars affecting primarily real estate, restaurants, hospitals,
and wholesale avenues. SPCA Florida adoption data was filtered by zip code to forecast the
possible revenues realized by medical centers (independent of the Reva McClurg Animal
Hospital) and then input into IMPLAN to generate the following figures. IMPLAN uses changes
to revenue to generate economic results, therefore adoption center data must be manipulated
into potential dollars in the community in order to produce our final results.
Total Revenue
2010:
2011:
2012:
2013:
2014:
2015:
$674,460
$930,510
$625,350
$994,350
$1,038,410
$872,450
Direct, Indirect, and Induced Effects
Impact Type
Employment
Labor Income
Total Value Added Output
Direct Effect
56.9
$2,255,192.09
$2,730,315.05
$5,588,357.46
Indirect Effect
11.1
$393,342.16
$679,540.91
$1,258,560.78
Induced Effect
14.1
$534,831.92
$954,668.99
$1,671,697.53
Total Effect
82.1
$3,183,366.17
$4,364,524.94
$8,518,615.77
27
SPCA FLORIDA ECONOMIC IMPACT
Top 10 Industry Effects
The results below indicate SPCA Florida’s 6 years of revenue from the Adoption Center alone
has resulted in the employment of approximately 57 veterinary personnel outside Polk County
over the six year period of study.
Industry
Veterinary
Real Estate
Restaurants
Fast Food
Wholesale
Hospitals
Building Maint.
Employment
Services
Accounting
Physicians
Employment
57.0
2.3
2.1
1.5
1.3
1.0
.8
.8
Labor
$2,257,691.10
$19,686.90
$42,881.80
$25,862.60
$89,339.30
$61,623.60
$11,406.70
$22,294.90
Value Added
$2,733,340.60
$153,901.70
$47,635.20
$65,063.60
$183,091.90
$72,534.50
$12,254.00
$32,510.40
Total Output
$5,594,550.10
$283,984.10
$91,148.90
$120,702.60
$294,352.90
$137,427.20
$23,458.50
$42,050.50
.7
.6
$28,043.00
$49,596.10
$36,172.00
$49,085.70
$50890.30
$79,139.20
State and Local Taxes: $285,870
Total County Impact: $8,518,615.77
28
SPCA FLORIDA ECONOMIC IMPACT
SCENARIO 4: SPCA Regional Impact through Adoption Center and Reva McClurg
Animal Medical Center
Over the past 6 years, the SPCA Florida’s Adoption Center and Reva McClurg Animal Medical
Center have generated approximately $71,435,170.85 in total to various industries in the region
and $2,397,243.00 in state and local taxes. The impact on veterinary services alone accounts for
$46,862,691.59 during the 6 year period with the remaining dollars affecting primarily real
estate, restaurants, hospitals, and wholesale avenues. The industry effects chart below reveals
the organization is responsible for the employment of approximately 478 full time veterinary
personnel positions throughout the region over the six year period. SPCA Florida adoption data
was filtered by zip code to forecast the possible revenues realized by medical centers
(independent of the Reva McClurg Animal Hospital) and then inputted into IMPLAN to generate
the following figures. IMPLAN uses changes to revenue to generate economic results, therefore
adoption center data must be manipulated into potential dollars in the community in order to
produce our final results.
Total Revenue
2010:
2011:
2012:
2013:
2014:
2015:
$5,478,145
$7,274,832
$7,498,579
$8,042,355
$7,816,122
$6,909,796
Direct, Indirect, and Induced Effects
Impact Type
Employment
Labor Income
Total Value Added
Output
Direct Effect
477.3
$18,911,526.69
$22,895,799.54
$46,862,691.59
Indirect Effect
93.1
$3,298,477.70
$5,698,475.12
$10,554,003.81
Induced Effect
118.5
$4,484,978.94
$8,005,637.13
$14,018,475.45
Total Effect
688.8
$26,694,983.33
$36,599,911.79
$71,435,170.85
29
SPCA FLORIDA ECONOMIC IMPACT
Top 10 Industry Effects
The results below display the top ten industries affected by the combined revenue from the
Adoption Center and the SPCA Reva McClurg Animal Medical Center and how this revenue has
resulted in the employment of approximately 478 veterinary personnel within and outside of Polk
County over the six year period of study.
Industry
Veterinary
Real Estate
Restaurants
Fast Food
Wholesale
Hospitals
Building Maint.
Employment
Services
Accounting
Physicians
Employment
477.8
19.7
17.2
12.7
11.1
8.1
6.9
6.6
Labor
$18,932,483.20
$165,089.80
$359,597.00
$215,878.00
$749,179.10
$516,761.30
$95,654.30
$186,960.10
Value Added
$22,921,171.20
$1,290,584.90
$399,458.00
$545,608.20
$1,535,367.20
$608,257.60
$102,759.10
$272,625.10
Total Output
$46,914.80
$2,381,426.00
$764,354.00
$1,012,184.40
$2,468,376.60
$1,152,433.60
$196,718.00
$352,626.20
5.5
5.0
$235,161.80
$415,901.90
$303,330.20
$411,621.70
$426,754.50
$663,643.30
State and Local Taxes: $2,397,243.00
Total County Impact: $71,435,170.
30
SPCA FLORIDA ECONOMIC IMPACT
Conclusions
Based on the reported revenues and data collected, the IMPLAN software reveals an
approximate 1.67 multiplier in Polk County when totalling the direct, indirect, and induced
effects on the economy. Effectively, every $100 of veterinary revenue impacts the region with
$167 of delivered wealth throughout multiple industries. SPCA Florida’s Adoption Center is able
to create, outside of its own Reva McClurg Animal Medical Center, over $5.7 million in
economic impact throughout the region on a yearly basis.
Currently, there are 3 centers in Polk County that act as adoption shelters for needy animals:
SPCA Florida (~4,000 adopted pets per year), Polk County Animal Control (4,042 adopted pets
per year [3,232 dogs, 810 cats]4), and the Winter Haven Humane Society (~900 adopted pets
per year). With over 4,000 pets adopted each year, SPCA Florida helps 42.6% of the county’s
adoptable animal population. Polk County Animal Control responded to nearly 40,000 animal
requests for action in 2014 (Polk County Sheriff’s Office Strategic Plan and Budget, 2015). With
SPCA Florida’s various community programs, they are able to reach 170 animals through food
assistance/”ani-meals”, sterilized 2,345 stray cats, and helped 800 foster pets.2 Along with
4,000 pets adopted, SPCA Florida assists over 7,315 pets outside of their Reva McClurg Animal
Medical Center, helping the county defray the costs of an additional 15% of their possible
animal request responses. Without SPCA Florida, not only would the county’s economic health
be negatively impacted, but it also would jeopardize the mission and goals of the Humane
Society and Animal Control. These organizations would have to nearly double their adoption
efforts, creating a huge drain on county services. Hence, SPCA Florida’s actions are creating a
positive economic impact in Polk County and also reducing expenses for the Humane Society
and Animal Control organizations.
31
SPCA FLORIDA ECONOMIC IMPACT
Reva McClurg Animal Medical Center
6 year total Impact:
$36,997,121.15
Yearly average Impact:
$6,166,186.85
6 year state and local taxes:
$1,241,560.00
Yearly average state and local taxes:
$206,926.67
6 year total veterinarian employment:
247.5
Yearly average vet employment:
41.25
Over the past 6 years, the Reva McClurg Animal Medical Center has generated approximately
$36,997,121.15 to various Polk County industries and $1,241,560 in state and local taxes. The
impact on veterinary services alone accounts for $24,297,638.30 during the 6 year period with
the remaining dollars affecting primarily real estate, restaurants, hospitals, and wholesale
avenues. As these are 6 year totals, the average per year estimate would be $6,166,186.85 for
Polk County impact, $206,926.67 in state and local taxes, and averaging 41.25 employees at the
center on a yearly basis. According to the 2015 SPCA Medical Services Organizational Chart,
McClurg has 42 active employees solely dedicated to the Reva McClurg Animal Medical Center,
closely following the IMPLAN model’s estimation for Reva McClurg Animal Medical Center
employment.
32
SPCA FLORIDA ECONOMIC IMPACT
SPCA Adoption Impact on For-Profit Polk County Veterinarians
6 year total Impact:
$25,919,433.94
Yearly average Impact:
$4,319,905.65
6 year state and local taxes:
$869,812.00
Yearly average state and local taxes:
$144,968.67
6 year total veterinarian employment:
173.4
Yearly average vet employment:
28.9
Over the 6 years studied, the SPCA Adoption Center has been able to draw almost $26 million
to the county, which averages $4.33 million yearly. The veterinarian industry alone experiences
$17 million over this period, which averages almost $3 million per year. With nearly 180 forprofit veterinarians in Polk County, the SPCA Adoption Center has provided almost one
additional employee to each practice over the 6 years.
SPCA Adoption Impact on For-Profit Non-Polk County Veterinarians
6 year total Impact:
$8,518,615.77
Yearly average Impact:
$1,419,769.30
6 year state and local taxes:
$285,870.00
Yearly average state and local taxes:
$47,645.00
6 year total veterinarian employment:
57
Yearly average vet employment:
9.5
Over the 6 year period, the SPCA Adoption Center has been able to provide almost $1.5 million
per year to regions outside of Polk County, resulting in a total of 82 people employed in 10
different industries.
33
SPCA FLORIDA ECONOMIC IMPACT
SPCA Regional Impact through Adoptions and Reva McClurg Animal Medical Center 20102015
6 year total Impact:
$71,435,170.85
Yearly average Impact:
$11,905,861.80
6 year state and local taxes:
$2,397,243.00
Yearly average state and local taxes:
$399,540.50
6 year total veterinarian employment:
477.8
Yearly average vet employment:
79.63
Based solely on the Adoption Center and Reva McClurg Animal Medical Center, the SPCA has
provided a regional impact of $71.4 million dollars throughout 10 different industries over the 6
years studied. In veterinarian practices alone, the SPCA’s operating activities have created
employment for almost 80 personnel per year throughout the region outside of Polk County.
34
SPCA FLORIDA ECONOMIC IMPACT
Acknowledgements
This study would not have been possible without the direction of Dr. Chuck DuVal and the
encouragement of the Executive Director of the SPCA Florida, Adam Stanfield. The FSC MBA
team wishes to thank the following people for their advice, support, wisdom, and
encouragement during the course of this study:
● Dr. Chuck DuVal, FSC Assistant Professor of Finance, who spearheaded this FSC MBA
team and encouraged the learning and research process necessary to conceptualize this
economic impact study.
● Dr. James Farrell, FSC Associate Professor of Economics, who provided invaluable advice
and gave the team foresight into implementing the data effectively into the IMPLAN
software.
● Krystle Jimenez, Operations Manager, who provided statistical information from the
SPCA Florida for the years 2010-15.
● Adam Stanfield, Executive Director, SPCA Florida.
● Michael Campana, Director of Finance, who provided SPCAF financial data.
● Kristall Barber, Administrator of Animal Control, Polk County Sheriff’s Office, for
providing us pet intake and adoption data.
35
SPCA FLORIDA ECONOMIC IMPACT
References
http://www.spcaflorida.org/
http://www.humanesocietyofpolkcounty.org/
http://www.polksheriff.org/insidepcso/le/sod/boso/ac/pages/animalcontrol.aspx
Polk County Sheriff’s Office. Strategic Plan and Budget 2015-2016. May 1, 2015. Retrieved
from: http://www.polksheriff.org/FAQsFigures/Downloadable%20Files/20152016%20Strategic%20Plan%20and%20Budget.pdf
Weliver, D. The Annual Cost Of Pet Ownership: Can You Afford A Furry Friend? April 3, 2008.
Retrieved April 29, 2016 from: http://www.moneyunder30.com/the-true-cost-of-petownership
1
SPCA Annual Report, 2015
SPCA Fact Sheet, 2015
3
SPCA 3-5 year Strategic Plan, 2015
4
Statistics provided by Kristall Barber from Polk County Sheriff’s Office, Animal Control Section
Interviews:
Executive Director, Adam Stanfield and SPCA staff, May 3, 2016
Operations Manager, Krystle Jimenez, June 17, 2016
Executive Director, Adam Stanfield and President of the Board, Julie Davis, July 15, 2016
2
36
SPCA FLORIDA ECONOMIC IMPACT
Appendix A
Glossary of IMPLAN Terminology
Term
Definition
*Key terms to interpret from IMPLAN (direct, indirect, induced effects) are bolded and
italicized.
Corporation
(according to
IMPLAN)
A corporation is a legal entity, created for the purpose of producing
goods or services for the market, that may be a source of profit or other
financial gain to its owner(s); it is collectively owned by shareholders
who have the authority to appoint directors responsible for its general
management. (SNA)
Direct effects
The set of expenditures applied to the predictive model (i.e., I/O
multipliers) for economic impact analysis.
It is a series (or single) of production changes or expenditures made by
producers/consumers as a result of an activity or policy. These initial
changes are determined by an analyst to be a result of this activity or
policy. Applying these initial changes to the multipliers in an IMPLAN
model will then display how the region will respond, economically to
these initial changes.
Earnings
multipliers
I-O ratios that measure earnings paid to households by employment
throughout the economy, directly and indirectly, in connection with
delivery of $1 million of final demand for a specific commodity. (BEA)
Economic Impact
Modeling
Economic Impact Modeling is a software, data or even a technique that
allows an analyst to trace spending through an economy and measure
the cumulative effects of that spending. The need for an EIA is normally
triggered by an economic event, catastrophe, change in government
policy, justification for funding, or as needed for planning (schools,
streets, sewers, public utilities).
Employment
multipliers
I-O multipliers used to estimate the total number of jobs (both full-time
and part-time) throughout the economy that are needed, directly and
indirectly, to deliver $1 million of final demand for a specific commodity.
(BEA)
37
SPCA FLORIDA ECONOMIC IMPACT
I-O analysis
A type of applied economic analysis that tracks the interdependence
among various producing and consuming sectors of an economy. More
particularly, it measures the relationship between a given set of demands
for final goods and services and the inputs required to satisfy those
demands.
Indirect effects
The impact of local industries buying goods and services from other
local industries. The cycle of spending works its way backward through
the supply chain until all money leaks from the local economy, either
through imports or by payments to value added. The impacts are
calculated by applying Direct Effects to the Type I Multipliers.
Induced effects
The response by an economy to an initial change (direct effect) that
occurs through re-spending of income received by a component of value
added. IMPLAN's default multiplier recognizes that labor income
(employee compensation and proprietor income components of value
added) is not a leakage to the regional economy. This money is
recirculated through the household spending patterns causing further
local economic activity.
Industry
A group of establishments engaged in the same or similar types of
economic activity. (BEA)
Labor Income
All forms of employment income, including Employee Compensation
(wages and benefits) and Proprietor Income.
Multipliers
Total production requirements within the Study Area for every unit of
production sold to Final Demand. Total production will vary depending
on whether Induced Effects are included and the method of inclusion.
Multipliers may be constructed for output, employment, and every
component of Value Added.
Output
Output represents the value of industry production. In IMPLAN these are
annual production estimates for the year of the data set and are in
producer prices. For manufacturers this would be sales plus/minus
change in inventory. For service sectors production = sales. For Retail and
wholesale trade, output = gross margin and not gross sales.
38
SPCA FLORIDA ECONOMIC IMPACT
Output
multipliers
Derived from the I-O total requirements tables, the output multipliers
show the amount of output required to satisfy a given level of final-use
expenditures. For the commodity-by-commodity total requirements
table, it is the production required both directly and indirectly of the
commodity at the beginning of each row per dollar of delivery to final
use of the commodity at the top of the column. For the industry-bycommodity total requirements table, it is the industry output required to
deliver a dollar of a commodity to final users. For the industry-byindustry total requirements table, it is the industry output required to
deliver a dollar of industry output to final users. (BEA)
Scenario
A collection of one or more Activities that specify all sales to Final
Demand (Direct Effects) for a given impact.
Value added
The difference between an industry'€s or an establishment's total output
and the cost of its intermediate inputs. It equals gross output (sales or
receipts and other operating income, plus inventory change) minus
intermediate inputs (consumption of goods and services purchased from
other industries or imported). Value added consists of compensation of
employees, taxes on production and imports less subsidies (formerly
indirect business taxes and nontax payments), and gross operating
surplus (formerly €other value added€•). (BEA) Gross value added is the
value of output less the value of intermediate consumption; it is a
measure of the contribution to GDP made by an individual producer,
industry or sector; gross value added is the source from which the
primary incomes of the SNA are generated and is therefore carried
forward into the primary distribution of income account. (SNA)
39
SPCA FLORIDA ECONOMIC IMPACT
Appendix B
Realizing Our
Potential
3 – 5 YEAR
STRATEGIC
PLAN
2/22/2016
Confidential
40
SPCA FLORIDA ECONOMIC IMPACT
Executive Summary
SPCA Florida, Inc. (“SPCA Florida”), a Florida 501(c) 3 non-profit organization
headquartered in Lakeland, exists to eliminate animal suffering and to enhance the
human-animal bond by engaging the entire community in the welfare and well-being of
animals. We accomplish this by advancing model programs to promote the adoption of
healthy animals, prevent dog and cat overpopulation, provide veterinary medical
services for animals in the community and keep animals in homes through
relinquishment intervention strategies.
Over the course of 36+ years, SPCA Florida has effected positive change to the welfare
of animals within Polk County and surroundings areas. We emphasize spaying and
neutering to address pet overpopulation and educate the public in responsible animal
guardianship. With that animal welfare leadership position in place, now is the time for
SPCA Florida to focus its energy and resources on the development and expansion of
programs that will inspire the compassion and respect for animals necessary to create
truly humane communities.
SPCA Florida will continue as the premier animal welfare organization throughout the
local community and will pursue that status regionally, and state-wide. Offering highfunctioning veterinary and adoption services emphasizing quality of care and service,
both on campus and through mobile outlets, SPCA Florida will become the model to
which all sister organizations aspire.
Veterinary service growth plans will mimic developments found in human healthcare
with emphasis on making specialty services available to all customers. The ability to
routinely provide advanced procedures to shelter animals will further differentiate SPCA
Florida from other rescue organizations. Growth will include expansion of hyperbaric
treatments, orthopedic and advanced surgical procedures, dental services, and cancer
programming. To provide the highest quality of care within the industry, SPCA Florida is
pursuing American Animal Hospital Association (AAHA) accreditation for its Medical
Center and Adoption Center. Once achieved, SPCA Florida will be the first
comprehensive AAHA-accredited facility in the State of Florida.
Offering a multi-faceted animal welfare and veterinary organization to the community
has created challenges and, in some cases, misunderstanding of what we do and the
services we provide. SPCA Florida creates significant economic impact within the
region and should use its Board of Directors, staff and volunteers to engage
government representatives, community leaders and other influential individuals to
address animal welfare issues in support of our mission.
41
SPCA FLORIDA ECONOMIC IMPACT
The following 3 – 5 year strategic plan sets forth Strategic goals by major operational
function to capitalize on opportunities. Action plans driven by time-tables will be
developed as the next step in pursuing these opportunities. We will examine core
competencies, existing infrastructure, and utilization to drive performance and fulfill our
mission, as defined in Section II. Our plan will derive best practices, include
opportunities for implementation, and incorporate new strategies to fully leverage
underutilized assets of SPCA Florida. Consideration will include the physical attributes
of SPCA Florida, human and financial capital, and opportunities for partnerships within
the served community.
Section I
Introduction
SPCA, Inc. was founded in Lakeland, Florida in 1979 by Mary Stephens, Evelyn
Meierkord and Jennifer Lugenbeel who recognized the need for an animal welfare
organization to address pet overpopulation, abuse and neglect in Polk County. With no
money, no staff and no shelter, they recruited volunteers to foster animals, answer calls
from the public, adopt animals in front of Publix at Lake Miriam Square, and raise funds
to provide for the animals’ medical needs. A bequest from Dr. and Mrs. E.L. Kinsinger,
combined with the proceeds of twelve years of fundraising, allowed the purchase of two
acres in south Lakeland and the construction of the SPCA Animal Shelter in 1991.
Growth over the next twenty-two years was rapid. The SPCA Spay/Neuter Clinic was
built in 2001 to provide affordable, high-volume sterilization for all pets, and in 2003
wellness services were added. In 2009 the clinic was expanded and renamed the
McClurg Animal Medical Center, a full-service, state-of-the-art veterinary hospital, in
honor of Reva McClurg, a “Best in Show” member of SPCA Florida’s Blue Ribbon
Society1. The next additions were a new Administration Building with an education
room, puppy habitats, cat-a-tats, agility equipment and a dog walking trail for Adoption
Center animals. A new building with seven exam rooms, a phone center and a
hyperbaric unit were added to the Medical Center in 2012, and the Adoption Center was
air conditioned and remodeled. SPCA, Inc. was rebranded as SPCA Florida (SPCAF)
in 2013 to reflect its expanding service area.
The growth of the SPCA Florida campus was paralleled by expansion of programs and
services: Guardian Angel medical care for adoptable animals with diseases or curable
illnesses, foster homes for underage and recuperating pets, community cat
spay/neuter/vaccinations for unowned free-roaming and feral cats, a Wellness Wagon
taking vaccinations and preventatives to pets in their neighborhoods, Ani-meals food
and supplies for pets owned by seniors on limited incomes, pet therapy at nursing
homes, Safety Net support for pet owners wanting to keep their pets, externships for
students in veterinary fields and a Critter Camp to educate children about the joys and
responsibilities of pet ownership.
42
SPCA FLORIDA ECONOMIC IMPACT
1
In recognition of the significant role donors play in saving thousands of lives every year, SPCA Florida recognizes
Blue Ribbon Society members whose cumulative gifts total $10,000 or more during their lifetime or at the time of their
death. Recognition is given on the Blue Ribbon Society plaque in the Adoption Center lobby and in the Annual
Report.
Current Operations
SPCA Florida physically operates on 10.96 acre campus located on the south side of
Lakeland, in Polk County, Florida. The campus is fenced and designated by an
operational and aesthetic footprint with three buildings; the state of the art Reva
McClurg Animal Medical Center, the Adoption Center, and an Administration building
that includes the Publix Super Markets Charities Education Room. The facilities are
operated by a staff of approximately ninety employees (see Organizational Chart: Appendix A)
and supported by a volunteer base that exceeds 400. SPCA Florida has eight full-time
equivalent veterinarians including general practitioners and skilled surgeons. Medical
Center operations fund approximately seventy-eight percent (78%) of the organization’s
FY 2015 $6.8 MM budget. Throughout the organization’s storied history, a conscious
effort has been made to recruit and retain professional staff to support the perpetual
growth and development of the organization.
Medical Center snapshot:
Seven exam rooms are the core to the Medical Center
business model in providing face to face services with the public. Inpatient services
allow for expanded and emergent care services provided in real time while a four-table
surgical center offers an array of invasive procedures including orthopedics. Specialty
services are in priority development and include the Reva McClurg Hyperbaric Center,
expanded radiological services, and advanced digital dental procedures. Personnel
resources have been realigned to maximize talent levels, experience and interests.
As indicated by the current and historical patient volume presented below, the Medical
Center handles a large volume of customer/pet visits, while also caring for surrendered
pets.
Spay/Neuter procedures are a significant part of the total number of procedures
performed at the Medical Center and are a critical component to achieving the
organization’s mission.
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SPCA FLORIDA ECONOMIC IMPACT
Medical Center Spay/Neuter Procedures
Year
Total S/N
Dog
Cat
2010
7,997
43%
57%
2011
9,539
40%
60%
2012
9,006
39%
61%
2013
14,065
25%
75%
2014
13,577
26%
74%
Adoption Center snapshot:
As a Managed Admissions2 facility, focusing on
compassionate outcomes through the adoption process and on the live release of
various canines and felines, SPCA Florida’s Adoption Center is dynamic and
recognized as a pillar in our community. The Adoption Center’s live release rate
exceeds 5,000 animals annually. Supported through a wide variety of supplemental
programs, the reach of SPCA Florida’s Adoption Center goes well beyond finding ‘furever’ homes. Programs such as Safety Net services, Ani-meals for seniors and the
foster program provide a multitude of options to keep animals in homes with their
owners. Whether it is free food or short-term medical care, SPCA Florida’s Safety Net
is a bridge to assist those in need of temporary pet assistance. In addition to Safety Net
services, SPCA Florida provides qualified financial assistance for pet-related issues
through the Guardian Angel Fund. Guardian Angel is available to income-eligible or
economically challenged individuals and families with pets in need of care.
2
Managed Admissions or Managed intake refers to a thoughtful process whereby admission to the shelter is either
diverted completely or to a later time (i.e. scheduled) based on the shelter’s capacity to provide care and in some
cases, assure a live outcome for each animal admitted.
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SPCA FLORIDA ECONOMIC IMPACT
Adoption Center Statistics: Intake and Adoption Data
Intake
Pct.
Pct.
Total Live
Adoptions
Pct.
Pct.
Year
Dog
Cat
Total
Dog
Cat
Release**
Dog
Cat
Total
Dog
Cat
2010
3,084
3,925
7,009
44%
56%
4,144
2,006
1,601
3,607
56%
44%
2011
2,900
3,744
6,644
44%
56%
4,030
1,846
1,617
3,463
53%
47%
2012
2,748
3,756
6,504
42%
58%
4,108
1,895
1,787
3,682
51%
49%
2013*
2,235
2,949
5,184
43%
57%
4,353
1,870
2,197
4,067
46%
54%
2014
2,677
3,167
5,844
46%
54%
5,006
2306
2,275
4,581
50%
50%
13,644
17,541
31,185
44%
56%
21,641
9,923
9,477
19,400
51%
49%
*Managed admissions began
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SPCA FLORIDA ECONOMIC IMPACT
Current Client Base Demographics and Geography Served
Polk County is located in the center of the Florida peninsula, on the “Interstate 4
Corridor”, 25 miles east of Tampa and 35 miles southwest of Orlando. According to the
2010 United States Census, Polk County is the fourth largest county in Florida, by land
mass with 2,011 square miles and the ninth most populous of the 67 counties in Florida.
The County offers a diverse mix of agricultural and conservation lands, and rapidly
urbanizing areas.
Like much of Florida, Polk County has experienced considerable population growth in
the last few decades. Between 2000 and 2010, Polk County’s population grew by
24.4%. This population growth is intimately linked to proximity to the Tampa and
Orlando metropolitan areas. Recent primary growth patterns have been concentrated in
the western portion of the county in the City of Lakeland (Tampa influence) and in the
northeastern portion of the county near Haines City and Davenport (Orlando/Disney
influence). Due to a beneficial cost of living index, Polk County is developing as cottage
communities for commuter residents and this represents opportunities for growth and
mission impact for SPCA Florida.
Of the estimated 634,638 county residents, 2014 Census data indicates 62.7% are
Caucasian, 14.7% are African American, 19.0% are Hispanic, and 1.7% are Asian. A
breakdown of gender is fairly evenly split with 49% male and 51% female. Although the
Lakeland-Winter Haven Metropolitan Statistical Area (MSA) has enjoyed above average
growth, the county reports an unemployment rate traditionally higher than the state
average (5.7% vs. 5.6%, April 2015). The median income for a household in the county
is $42,435 and 13.7% of families are reported as living below the poverty line.
There are 279,913 total housing units reported for the county, including single family
housing, apartments, and mobile homes. Of these, 68.6% are estimated to be owneroccupied and 31.4% are renter-occupied. Landlords' disputes and demands are often
cited as reasons for surrender of animals to the SPCA Florida Adoption Center,
representing an opportunity for increased education and Safety Net services.
There are 17 incorporated municipalities in Polk County with approximately 39% of the
population living within various city limits. SPCA Florida’s current day-to-day operations
serve primarily the more populated municipalities. Many outlying areas offer untapped
opportunities to provide humane education, adoptions and Medical Center exposure.
Less inhabited and more rural areas of the County are accessible by SPCA Florida’s
Wellness Wagon; a mobile clinic environment capable of providing extensive medical
care to patients. Growth strategies, including marketing programs and community
outreach efforts, will target these opportunities.
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SPCA FLORIDA ECONOMIC IMPACT
Who Is the Customer?
SPCA Florida is a dynamic, and multi-faceted animal welfare and veterinary
organization. Defined through the organization’s diversified services model, how an
individual customer comes into the SPCA Florida’s business entity can be complex.
Critical to mission success is the ability to capture that customer for ongoing services,
such as ongoing wellness veterinary care, additional adoptions, and humane education.
Identifying potential donors within the customer pool is also important. In the past, our
targeted customer may traditionally have been viewed as lower socio-economic
individuals, but with increased attention to quality of care, customer service and the
more sophisticated offering of veterinary specialty services, the current customer base
is now more reflective of Polk County’s prevailing demographics.
In simple terms, a customer may flow into the organization through the Adoption Center
(adoption or surrender) or through the Medical Center (emergency or wellness check).
These designations are not mutually exclusive as there is significant crossover of many
individuals who require multiple services, as shown in the chart below. As SPCA
Florida’s functional areas are designed to support each other, the crossover in clients
serves to capture their long-term business.
See Appendix B for full page view of chart.
__________________.
Adoption Center customers have the potential of becoming Medical Center customers
through their free post- adoption wellness visit. Similarly, Medical Center customers
may become Adoption Center customers through adoption of animals or foster care,
food assistance or training assistance. Ultimately, SPCA Florida may provide a single
source location for a potential customer’s pet related needs.
Even with all the available services depicted, SPCA Florida retains only approximately
20% of our adopters for long-term care. A larger percentage of customers and their
adopted pets seek ongoing care from the for-profit vets in the community, thus providing
a considerable opportunity for economic impact outside of the SPCA Florida business
entity.
Section II
Vision:
Healthy Animals. Humane Communities.
Mission Statement:
SPCA Florida’s mission is to eliminate animal suffering and to engage the entire
community in the welfare and well-being of animals.
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SPCA FLORIDA ECONOMIC IMPACT
Pledge:
 To advance model programs that promote the adoption of healthy animals, prevent
dog and cat overpopulation, provide veterinary medical services for animals in the
community and keep animals in homes through relinquishment intervention
strategies.
 To use our resources to aid law enforcement in cases of abuse and neglect.
 To support legislation that promotes our mission.
 To become the leading advocate for the underserved animals and for those animals
who are without a voice.
Strategic Plan Structure:
The structure of this plan will utilize the concept of ‘Strategic Pillars’ as the focal point of
strategic development. In the case of strategy formulation, strategic pillars hold up the
vision. Remove a pillar, and the vision is in risk of collapse. Collectively, the strategic
plan through the use of pillars will succinctly communicate the vision and framework of
the organization. Designed to be a living document, the strategic plan may be appended
based on changing business conditions and/or the development of new, emerging
opportunities. The strategic plan is essential as it provides the foundation for
organizational success.
Section III
Pillar I: Operational Capacity
Operational capacity is the ability of a nonprofit organization to implement key
organizational and programmatic functions necessary to accomplish the mission. Simply
put, it is having the right people, skills, space and ‘stuff’ to complete the stated goals.
The key components of this Pillar for SPCA Florida are: a. the Board of Directors, b.
staff, c. volunteers, d. relations (donors/ vendors/ sponsors/ corporations) e. training and
development and f. campus facilities
A. Board of Directors
Members compromising the Board of Directors (the Board or Board) of SPCA Florida
provide an integral role in the long-term growth and development of the organization.
As a group, they are charged with defining organizational goals and overarching
strategies and policies to insure the sustainability of the organization and to guide
efforts for the future. The Board establishes the framework from which the staff devise
operational tactics to achieve such goals. Working in collaboration with key staff
representatives and executive managers, Board members apply their individual talents
to advance the mission of SPCA Florida by reducing usual workplace barriers and
leveraging their community relationships.
The Board of SPCA Florida is defined as having no fewer than eleven and no more than
nineteen members elected to a one-year, renewable term. As a governing Board, focus
concentrates on fiscal responsibilities, advocacy, networking, and active fundraising
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SPCA FLORIDA ECONOMIC IMPACT
efforts. The Board’s composition reflects similar characteristics and demographics of
Polk County, while also reflecting skill-sets needed to accomplish the mission and
provide oversight to the operational business (financial, legal, marketing, human
resources, etc.). Board members are individuals of high integrity and financial capacity.
Strategic Goals for the 3 – 5 year planning horizon:










Increase individual Board member involvement in networking, (e.g., introductions for
senior staff and arranging facility tours) and in fundraising by setting a standard and
measuring results.
Enforce the principles behind the Statement of Understanding and the financial
commitment (minimum of $1000 annually) required of each Board member.
Recruit, nominate and actively mentor3 new Board members who possess skill sets
that meet the needs of the organization and the Board going forward
Develop, implement and fully support a new Board member orientation program,
including assigning short-term mentors to insure smooth transition.
Invest in Board members by identifying and scheduling training programs that
increase their knowledge and value, e.g.:
o a session on today’s world of investment-oriented philanthropy and how and why
today’s donors are choosing the charities to which they donate
o accepting the offer from CapTrust to provide education on investment knowledge
to enhance fulfillment of fiduciary responsibility
o continually educate members on city, county, state and federal issues that may
affect achievement of the mission
Investigate and establish a procedure to acquaint the Board with ‘best practice’ or
industry trends for both the Adoption Center and Medical Center, e.g. AAHA
accreditation.
Increase our visibility at the community and statewide legislative level with active,
leadership level involvement in issues that impact our mission and business model
(e.g. 2015 Florida House Bill 71 Companion Animal Protection Act).
Create a committee to investigate and develop a business model for a self-sufficient
Dog Park and make plans for a capital campaign as warranted.
Acknowledge and publicize Board members participation both for their benefit and
that of the organization by including names on letterhead, routine PR notices, event
invitations and other appropriate marketing materials in a similar manner to other
community non-profits.
Develop and implement an ‘Advisory Committee/Board’ to provide advice and
recommendations to the governing Board and management. Typical focus of
activities for this Advisory Committee/Board would be fundraising and ideas for
fundraising, technical or expertise assistance, assessment of any new program’s
impact on the community and serving as public advocates for the organization. Effort
to engage millennials may be addressed through the creation of this Advisory
Committee/Board. First steps of this process would include member criteria, needed
areas of expertise, goals, and committee/board name
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SPCA FLORIDA ECONOMIC IMPACT






Develop and implement a plan to include the new ‘Advisory Committee/Board’
members on various committees with the potential for movement to Committee
Chair and/or to full Board status.
Increase individual Board member efforts to participate in Community Outreach to
educate the public about who we are, what we do, and what we need from them.
This effort may include such things as participation in the Women’s Giving Circle,
participating in Donor meetings and working community events.
Create an Ambassador of Kindness Award, given to a Community Member outside
of current staff and Board and develop a plan to recognize staff, volunteers and
Board members for service (see goals under staff).
Work with the Executive Director and the Development Director to identify, plan and
support new fund-raising events and/or activities to be added within the planning
horizon. Ensure a dedicated effort, working with same staff, to expand results of
both the annual Auction for the Animals and the annual Walk for Animals.
Provide tangible support to develop and implement a Planned Giving program that
supports both the endowment fund and general operations.
Utilize the approved 3 – 5 year Strategic Plan to drive the Board agendas,
discussions, delegations, and the work of all committees and as a standard for
measurement of results.
3
Mentor is defined as someone (experienced Board member) who guides another (new Board member) to greater
success.
See Appendix C for a list of all forms guiding the nomination of and activities of the Board, i.e., Statement of
Understanding, Governing Objective (Statement of expectations), etc.
B. Staff
The staff members of SPCA Florida are another key component driving the success of
the organization. Each individual staff member should be an advocate for animal
welfare while exhibiting good business sense, customer service, professionalism and
experience. Staff members should be dedicated to proper care of our animals and
should exhibit appropriate motivation and determination in pursuing the mission.
SPCA Florida’s goal is to establish a culture of camaraderie and a sense of team.
Initiative and candidate objectives will factor heavily in acquiring new team members.
Hiring decisions will align skills and talents to the needs of the organization. Candidates
will be completely vetted to ensure such alignment and commitment expectations will be
established from the start. In return for their commitment and dedication to our mission,
each staff member can expect support toward their professional development.
Strategic Goals for the 3 – 5 year planning horizon:
 Ensure staffing levels by functional area are sufficient to accommodate customer
demand and service expectations
 Establish a hiring process emphasizing organizational culture and values as a
measure of prospective team members
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SPCA FLORIDA ECONOMIC IMPACT












Properly align skills and expertise of staff members with roles, responsibilities and
interests
Create an on-boarding process to minimize new staff member assimilation time
while establishing core expectations from day one
Establish accountability standards for all staff members and provide all lead
personnel the latitude to hold their respective staff members accountable to those
standards
Formalize customer experience expectations by functional level in the Adoption
Center, Medical Center, and administrative functions
Expand cross training efforts to leverage staff resources to accommodate customer
demand and enhance the customer experience
Implement a formalized employee development plan to include annual appraisals
and progressive responsibility opportunities for motivated and aspiring staff
members through the HR function
Create training programs emphasizing quality of care standards required by AHHA
guidelines and adherence by all individual staff members to same
Foster an atmosphere of ‘ownership’ among staff that reflects understanding of the
organization's’ vision and the strategic goals presented in the 3 – 5 Year Strategic
Plan
Formalize a perpetual recognition program among staff and volunteers that
positively reinforces length of service, customer service excellence, or recognition
from the customer
Create retention strategies to promote longevity including career pathing for those
seeking long-term career in Veterinary Science or Animal Welfare
Develop a plan for senior leadership and/or succession
Ensure SPCA Florida achieves the necessary balance between equitable
compensation for skills rendered and cost constraints provided by the budgeting
process and dependence on donations
C. Volunteers
More than 400 active volunteers are an integral part of SPCA Florida’s success. Our
current group of volunteers is comprised of scores of animal lovers, committed to
improving the lives of animals in our community. Volunteers come to us from all walks
of life and at various stages of their lives, including youth and senior volunteers. Our
ideal volunteers are time-flexible, willing to learn and follow our procedures, open to
new ideas and interested in helping the animals in our community in a variety of ways
by matching their interests and skill sets with the interests and needs of the
organization.
The Volunteer Program at SPCA Florida provides volunteer staffing and support to the
following activities and programs
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SPCA FLORIDA ECONOMIC IMPACT
Shelter/kennel assistance including cleaning,
dog walking and potential adopter visits
Off-site tabling and adoption events, and
information disbursement
General support; laundry, dishes, etc.
Humane Education, Pet Therapy, Ani-meals,
Paws to Read
Medical and Office Administration
Animal photography for web site
On- campus event staffing, i.e. Campus Tours,
Critter Camp
Special Events – Auction for the Animals, Walk
for Animals
Management of donation canisters throughout
the county
Knowledge of SPCA programs and services, as well as good customer service skills are
critical. In addition, appropriate animal handling skills, for dogs and cats are important
and part of volunteer training.
Through humane education, SPCA Florida is dedicated to providing service and
programs that enrich the lives of the animals and the public we serve. Volunteers are
trained to provide quality, age-appropriate educational programs, pet therapy, tours
focused on teaching compassion and respect for animals, and proper animal care,
welfare and handling. Opportunities to expand the humane education outreach effort
are significant as the organization pursues the goal of humane communities.
Current humane education programs consist of the following:
o School programs - presentations on animal care and welfare
o Pet Therapy - visits to assisted living and nursing home facilities
o Paws to Read - programs that allow children to read to dogs
o Critter Camp - a weeklong on-campus education program, tailored to appropriate
age groups, which focuses on animal care and welfare
The programs are staffed by volunteers who are skilled in communications, trained in
teaching methods and possess the ability to perform under pressure. Volunteers in the
humane education effort must be well versed in all aspects of SPCA Florida’s programs
and services.
Strategic Goals for the 3 – 5 year planning horizon:
 Develop and implement a plan for dedicated humane education presentations to
schools and civic groups with appropriate materials and consistent messages.
 Expand incorporation of a “step” program, (e.g. 300 Club) for volunteers to advance
through as they stay longer. The program will be dedicated to motivation and
retention of high quality volunteers interested in increased responsibilities.
 Increase activity in Off Campus Tabling Events – tables/booths set-up at events held
by other organizations in which we are invited to participate. Trained volunteers
52
SPCA FLORIDA ECONOMIC IMPACT




coordinate and staff these events utilizing program and service literature, donation
boxes and storyboards to interact with the public. A laptop that showcases available
adoptees is also included and potential adopters are referred to the Adoption Center.
Develop a methodology to inventory the skill set of SPCA Florida volunteers to align
expertise, skills, and interest with the needs of the organization
Capitalize on the philanthropic capacity of volunteers by exposing them to potential
SPCA Florida initiatives or new programs that are designed to advance their passion
and interest in providing care to underserved animals
Include volunteer resource/capacity development in all networking opportunities
emphasizing the rewards gained by improving the lives of those who cannot help
themselves
Enhance volunteer presentations and delivery to convey the professionalism,
interests, and aspirations needed to advance our volunteer base through ongoing
training and investment in individuals
D. Relational (Donors/Vendors/Sponsors/Corporations)
Relationship management is at the core of SPCA Florida’s current and future success.
Having always played a valuable role in the realm of fundraising, relations will extend
beyond the individual donor to incorporate a larger proportion of our business
community, existing vendor base, and larger corporations. Our sphere of influence will
remain Polk County centric yet expand as our influence and reputation continues to
grow.
Through the Board/Development/Philanthropic function, the cultivation and solicitation
process will reflect the requirements of today’s more sophisticated donor. High-worth
individuals and businesses are doing more due diligence on charities, in addition to
working with their investment advisors to identify and qualify non-profits to which they
donate.
We recognize that in addition to the satisfaction of supporting the mission of SPCA
Florida, there is a value proposition for businesses who support our organization. The
goodwill generated through association with SPCA Florida will offer new avenues to
position our business sponsors and partners. As such, SPCA Florida will actively
engage in donor cultivation that goes beyond the individual donor by creating mutually
beneficial relationships with our business community.
Strategic Goals for the 3 – 5 year planning horizon:
 Establish donor cultivation and solicitation strategies that distinguish between the
individual and business community and pursue same according to a developed
marketing and action plan
 Develop a “Stewardship Program”, a comprehensive process designed to cultivate
donors from the initial point of contact and cumulating through the active solicitation
that increases donor awareness on various levels of financial engagement, through
quality “touch points” or routine contact and involvement
53
SPCA FLORIDA ECONOMIC IMPACT



Improve communications to and with donors by introducing the concept of an
‘Annual Report’ describing goal achievements for the year.
Educate all staff members as to their role in identifying and cultivating donors and
ensure each staff member has the knowledge to advance the potential donor’s
relationship with SPCA Florida either directly or by engaging the appropriate staff
member
Develop a recognition process for all donor levels to ensure all gifts are recognized
in a timely, appropriate manner and according to IRS tax regulations, including the
revival, update and promotion of the Blue Ribbon Society, the Annual Roll of Honor
and the Legacy Club
See Appendix D for full description.


Identify and develop relationships with organizations sharing a similar mission and
vision, including but not limited to county organizations and breed rescues and
where appropriate, leverage capacities and appeal of sister organizations to
advance goals and objectives of SPCA Florida
Reestablish the Donor Wish List program as a means to approach businesses and /
or individuals who may not be ready to make cash donations.
E. Training & Development
The future success of SPCA Florida requires knowledgeable and well-trained Directors,
senior management and support staff. Development of comprehensive and appealing
training programs will result in fully engaged personnel and thus, benefit the entire
organization. Beginning with the on-boarding process, training programs will be subject
specific and position specific. To completely address the full range of services,
positions and needs, we will incorporate existing programs and materials for inclusion in
our in-house training and development program. Where possible, we will devise our
own training and succession plan, and supplement with third party programs as needed.
Strategic Goals for the 3 – 5 year planning horizon:
 Successfully create an orientation/on-boarding program that is role specific yet
encompasses essential information inherently needed for each individual – history,
goals, challenges, and critical organizational information (see goals for Board of
Directors and staff)
 Establish a culture of responsibility where all individuals are accountable for the
execution of their role and the impact such actions have on the larger organization
and its various components
 Manage and review employees in ways that support a self-governing culture as it
relates to roles and responsibilities and defined parameters
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SPCA FLORIDA ECONOMIC IMPACT
F. Facilities
Having the appropriate brick and mortar space, building flow, equipment and technology
to support a high volume, full service veterinary and animal adoption organization is
essential to meeting the goals of the organization as well as maintaining good staff
morale. Insuring a well-lit, well-maintained and safe environment from the Campus
parking lots to the individual buildings is critical to positioning SPCA Florida as a
premier humane organization. Outside and inside aesthetics also play a key role in
creating an atmosphere that appeals to both the customer and the staff. Minimum
standards include:
Medical Center – essential facilities such as exam rooms to serve traditional veterinary
needs, advanced emergent care facilities and equipment to accommodate extended
treatments and real time emergency needs, and state-of-the art medical equipment and
devices not unlike those found in human healthcare emergency room environments.
Adoption Center – core facility components include but are not limited to housing
equipment providing shelter for all animals (cages and kennels), medical facilities,
canteen preparation facilities and supplies to provide meals for resident animals,
exercise and outdoor areas providing stimulation, and processing area for all adoptions
and transfers.
Administration – adequate office and conference rooms along with access to current
technology and supplies necessary to meet needs
Strategic Goals for the 3 – 5 year planning horizon:
 Establish a capital purchase plan to ensure essential equipment necessary to realize
organizational potential is provided
 Devise funding plan to address technology needs to ensure equipment, processes,
security, and storage capacities reach acceptable sustainable standards
 Position developing medical initiatives, procedures, standards and devices in their
proper perspective to ensure SPCAF remains current on emerging healthcare
advances
 Leverage vendor support to ensure P&M routines on medical equipment are current
 Routinely challenge the state of the kennels to determine the most enriching
environment for the animals and plan for upgrades as needed
 Establish a plan with timelines for routine maintenance of all brick and mortar
facilities and track accordingly
 Creating a refurbishing program for all high use areas throughout the facilities
 Develop a plan to identify facility security needs on a continual basis
 Develop a campus-wide facilities growth plan addressing facility needs that
correlates with SPCA Florida’s 3-5 year Strategic Plan and beyond, including a
revisit to the concept of adding a Community Dog Park on the Campus
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SPCA FLORIDA ECONOMIC IMPACT
Pillar II: Finance
Responsible fiscal management is paramount to the governance of SPCA Florida.
Board members, staff and volunteers of the organization play a role in the proper
execution of measures designed to protect the fiscal assets of the organization. As
finance transcends the entire operation, multi-level controls will be applied to ensure the
organization’s financial capacity is properly maintained. In addition, routine checks and
balances will be established to ensure all agents are performing as required. Controls
and review processes will be designed to achieve optimal management of all financial
resources including but not limited to various operational revenue streams, donor
contributions, and grant funded programs. Review of newly identified business or
revenue opportunities also falls within the Finance Pillar. Leadership will consider and
pursue more advanced strategic use of assets, such as self-financing for major missiondriven projects.
Strategic Goals for the 3 – 5 year planning horizon:
 Continue to govern financial and operational actions surrounding the global entity
SPCA Florida with transparency and accountability as guiding principles including:
○ Conducting annual audit
○ Conducting functional areas audits as needed ■ Medical Center
■ Adoption Center
■ Administration
○ Incorporating succession planning at the administrative levels to ensure
continuity of operations
○ Communicating to the membership and the public the annual performance of
SPCA Florida through an internally generated document highlighting
performance driven results
○ Measurement of SPCA Florida’s efforts on a daily, weekly, monthly and annual
basis against non-profit gold standards, as defined by Independent Charities of
America and Local Independent Charities of America
 Perform routine evaluation of performance against predefined standards or
expectations to drive fiscal responsibility
○ Quarterly budget review by Finance Committee to ensure operations remain
focused and on budget
○ Semi-annual review by Finance Committee to ensure forward opportunities are
factored in to growth or restrictive outlooks
 Continue pursuit of diversified revenue streams to further solidify financial strength of
the organization – see Pillar VI – Growth for reference.
○ Sustainability will be fundamental to all financial considerations for SPCA Florida
to ensure adequate diversification is achieved and to protect against financial
pressure resulting from individual revenue line performance
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SPCA FLORIDA ECONOMIC IMPACT
○ Incremental growth throughout varied and new found sources will be expected
using forward projections of existing and undiscovered sources
See Pillar IV – Growth





■ Employ a methodological approach to planning and integration of revenue
sources
■ Implement proven business management techniques that continually promote
achieving more with existing assets – doing more with what is owned
■ Evaluate new opportunities as presented and be open to capitalize on such
opportunities that advance the name, services, or financial capacity of SPCA
Florida
Develop a pricing mix process and evaluation, derived via market assessments and
perform at a minimum 2 year interval in the Medical Center and in the Adoption
Center. Adjust pricing as warranted.
Establish a baseline to grow contributions through existing and new sources
including:
○ Event Revenue – comprised of signature events and ancillary outreach activity
as appropriate to mission
○ Grant Revenue – through existing relationships while seeking new relations with
funding agencies at the local, regional, state and national levels as determined
by alignment of mission
○ Donor Cultivation – purposely influence the composition of SPCA Florida’s donor
base by identifying opportunities to secure younger, more influential donors as
well as business donors
○ Stewardship – incorporate new management techniques and CRM software that
improve touch points that are more interactive and offer heightened engagement
opportunities
○ Bequests/Planned Giving – develop outreach initiatives that guide future giving
opportunities among all donors emphasizing planned giving, bequests, naming
opportunities, and major gifts. See Pillar IV – Growth for details.
Develop a comprehensive marketing strategy to drive retail sales (Medical Center,
Adoption Center and Internet) while enhancing brand awareness
Review the investment policy annually to ensure the current policy is effective and
properly addresses prevailing market conditions and operational demands of the
organization – considerations will include but may not be limited to semi-annual
distribution allocation, and target spend percentage
Explore and make use of all financial resources available, as warranted, to finance
organization needs with considerations including but not limited to:
○ Exploring the establishment of an Equity Line
○ Exploring self-financing using investment assets
○ Exploring fully collateralized loan based on prevailing low cost of borrowing
(Rates)
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SPCA FLORIDA ECONOMIC IMPACT

Identify and explore strategies and actionable items to grow SPCA Florida’s
influence by acquiring existing third party operations that are fundamentally sound
and offer financial, geographical, and service growth opportunities.
Pillar III: Quality of Care and Service
As discussed in Section I, the definition of our customer is far-reaching; all residents of
Polk County and beyond, potential adopters of our animals, current and potential clients
of our Medical Center, donors and potential donors, our volunteers, etc. Excellent
quality as a measure of both clinical care and customer service applies to all and is
critical to achieving our mission.
Typically associated with customer service, the consumer experience encompasses all
engagement opportunities involving the customer. SPCA Florida continues to focus and
challenge our standards in providing the highest level of care to our clients. Such
standards and continuity of care will be governed by American Animal Hospital
Association (AAHA) accreditation guidelines that define industry best practices.
Delivering the ultimate level of care is a primary responsibility of each member
associated with the Medical Center and all have or will undergo formalized training for
both Certified Vet Assistant (CVA) and Certified Vet Technician (CVT) designations.
Closing the loop and ensuring the “consumer experience” is maximized will be our
customer service team members who also will have benefited from the introduction of a
formalized training program. Tying the continuum of care and service together is an
efficient and thorough communication process that efficiently transitions the consumer
through every functional area of SPCA Florida.
Strategic Goals for the 3 – 5 year planning horizon:
 Maximize customer service levels across all functional areas of SPCA Florida by
treating each customer with respect, attention, and care exemplifying appreciation
for utilization of services across the organization and attention to the welfare of the
animal.
 Ensure each animal receives individualized treatment plans for individual needs
○ Medical Center – define veterinarian protocols that develop compassionate
individual treatment plans for every owned pet
○ Adoption Center – construct individualized treatment plans for animals as
necessary within a herd medicine 4 environment.
 Create an environment within the Adoption Center whereby each customer is
acknowledged and interest level or needs qualified within the first few minutes of
entering the facility
 Create an unparalleled service model within the Medical Center emphasizing the
Studer Principles5 and reflective of AAHA standards.
 Devise an evaluation and implementation strategy that achieves the best outcome
for each animal within the Surrender environment
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SPCA FLORIDA ECONOMIC IMPACT











Ensure the timeliness and accuracy of information provided as the public’s first
interaction with SPCA Florida
Establish methodology for soliciting and measuring consumer feedback and
addressing opportunities for improvement
○ Utilize audio/video to ensure integrity of communications
○ Routinely solicit, review, and respond accordingly to individual feedback obtained
through online survey submissions and/or face to face interaction
○ Institute a Mystery Shopper program to systematically analyze customer
standards
Institute an appraisal process to include emphasis on the animal/human consumer
experience for all staff members beginning with onboarding and having intervals of
30 days, 60 days, and annually
Achieve the highest level of operating and quality of care standards as regulated by
the American Animal Hospital Association (AAHA). Accreditation applies to SPCA
Florida’s Medical and Adoption Centers due to shared facilities.
Apply AAHA standards to develop work and implementation teams to determine and
implement AAHA standards required for accreditation of veterinarian practice within
the Medical Center
Apply AAHA standards to develop work and implementation teams required for
accreditation of animal shelter facility
Apply AAHA standards to clinical components within each functional area of SPCA
Florida
Develop a team based approach to implementation that incrementally satisfies
accreditation requirements
Utilize a Time Line Management technique to breakdown modules logically and
systematically to achieve accreditation within the planning horizon
Leverage best practices from existing, developing and new programs to become the
gold standard of service to which all non-profit, humane organizations will aspire
Achieve the highest level of standards relating to data integrity, recording,
processing, conveying and storage and ensure an appropriate layer of transparency
○ Establish protocols addressing timeliness, content, accuracy , recording and
management of medical notes
○ Ensure SPCA Florida is compliant in the continued maintenance, upkeep and
placement of MSDS documentation as defined by regulatory standards
○ Devise routine consistent processes and procedures to achieve AAHA standards
and the necessary policies to enforce compliance
○ Create strategies protecting data integrity, maintenance and protection of
documentation
○ Maximize the consumer experience by providing open and honest services that
are thorough and integrity based
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SPCA FLORIDA ECONOMIC IMPACT

■ Establish process for recording of phone calls for use in continual training
purposes
■ Expand survey usage to solicit feedback for continual optimization of
operations and service
■ Integrate the Mystery Shopper concept to evaluate real time service levels
Establish auditing standards facility wide that occur at routine and consistent
intervals by functional areas
○ Devise routine process to monitor auditing processes applied by distinct roles to
ensure appropriateness while offering separation of duties
○ Regulatory Requirements:
■ Florida Statutes- become subject matter experts in terms of state law and the
application thereof as it pertains to Veterinarian care and animal welfare
· Intakes – formally understand and properly apply reporting requirements
of animal intake, holding period, veterinarian relationship and
administration of medications
· Outcomes – intently track, record, and convey outcome measurements as
it applies to animal welfare standards leaving no possibility of ambiguity of
empirical data
■ DEA – devise methodologies to ensure integrity of medication management,
specifically that of controlled substances and its recordation
■ OSHA – assemble team members having oversight of standards to define
delegation of duties to ensure compliance with regulations
○ Establish protocol to ensure compliance with all medical note recordation,
dictation, management, protection and storage
■ Complete the move to compliant Electronic Medical Record
management system that is properly defined, managed, and protected
while offering audit capabilities on command within the Medical Center
■ Establish compliance standards and expectations for timely and
accurate information input, management, protection and security within
the Adoption Center
4
Herd medicine is a term used to differentiate between private and shelter veterinary medicine as often the shelter
vet is obliged to focus on disease prevention and the collective health of all animals in the shelter environment versus
the individual animal.
5
Studar Principles refers to the five behaviors used in patient and family encounters to anticipate, meet, and exceed
the expectations of the customer and reduce the anxiety of the patient.
Pillar IV: Growth
Over the past few years, SPCA Florida has focused growth activities on the expansion
of the Medical Center facilities and service, along with community programs such as
Safety Net and the Wellness Wagon initiative. Increased adoptions, and a
corresponding decrease in animals surrendered for euthanasia have also been a
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SPCA FLORIDA ECONOMIC IMPACT
measurement of growth and indication of success in sharing our message. Critical to
ongoing success in the organization’s mission is identifying sustainable growth
initiatives while meeting budget/fiduciary responsibilities and staying within
donation/grant limitations. Fundamentally, development plans will seek efficiency
improvements of existing efforts, increased capacity of resources, and revenue
generation through additional program offerings and synergistic opportunities.
See Appendix E: ‘SPCA Florida Fact Sheet 2015’ for a complete list of achievements.
Key areas of growth and/or measurement for this 3 year plan include:
Operational revenue growth
Geographic and/or service area
expansion
Budgeted profit growth (maintain not for
profit status)
Program development that supports
the mission
Adoptions, spay/neuter statistics
Community and business partnerships
Individual, small business and corporate
donors
General membership numbers
Strategic Goals for the 3 – 5 year planning horizon:
 Increase volume of full fee clients for Medical Center through countywide marketing
and social media plan to be developed and approved by management
● Increase volume of adoptions in the Adoption Center through countywide marketing
and social media plan to be developed and approved by management
● Increase the number of individual and business advocates through a membership
campaign designed to attract Polk County newcomers and engage the community.
● Expand Specialty Services to include services outside the purview of traditional
Shelter and Veterinarian practice. Where possible, SPCA Florida will emulate
developments taking place on the human side of medicine and specifically, expand
and focus on specialty services to grow gross revenue.
○ Dental clinic – build out of a state-of-the-art multi-table dental clinic offered to the
public or on a referral basis
○ Orthopedic surgical referrals – leverage existing surgical skills to provide
advanced orthopedic procedures to the public and on a referral basis
○ Emergency room services – provide twenty-four hour emergency care services
○ Wellness Wagon Expansion – establish new host relationships and leverage comarketing opportunities
○ Disaster response services – working with County and City officials
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SPCA FLORIDA ECONOMIC IMPACT
● Drive geographic growth by establishing a more formalized presence throughout our
operational footprint
○ Lakeland – continue to uncover partnership opportunities through greater
outreach efforts
○ Polk County – strategically align with key players that can be leveraged to grow
presence, including:
■ Emergency Services
■ Sister Organizations
■ Business Community
○ State – Align with statewide organizations within Veterinarian and Welfare
communities
○ Nation – Align with nation-wide organizations within the Veterinarian and Welfare
communities, including:
■ Society of Animal Welfare Administrators (SAWA)
■ North American Veterinary Community (NAVC)
● Investigate expansion of geographic presence through multiple sites or locations,
e.g., a satellite adoption center, medical center or both
○ Identify potential Merger and Acquisitions – expansion of veterinarian or shelter
operating facilities through:
■ Affiliations
■ Assimilation of existing facilities into SPCA Florida operations
■ Purchase existing facilities
○ Investigate and revitalize a retail store presence such as:
■ Donated or low cost space
■ Major mall or strip mall presence
■ Free standing shop offering unhindered business opportunity
● Continue to devise new programs or expand current offerings based on
organizational and community needs that support the mission
○ Spay/Neuter education and sponsored procedures for key demographics
○ Expand Safety Net program throughout county
○ Humane Education
■ General public engagement
· Civic Organizations
· Individual Organizations
■ Schools
· Elementary – value of life
· Middle School – animal rights
· High School – responsible pet ownership
· College – meaningful benefit that animals provide
■ Collaborations
· Critter Camp – University of Florida
· Vet Tech Internship Programs
 George Jenkins High School
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SPCA FLORIDA ECONOMIC IMPACT
 Plant City High School
 Hillsborough Community College
· DVM Externships
 Accredited Universities
· University of Florida
· Virginia Tech
· Louisiana State University
· Auburn University
· Other
● Establish and implement proper staffing levels based on productivity standards and
service needs
○ Medical and Shelter Specialty Services
■ Hyperbaric – regional referral center
■ Orthopedic - regional/state specialty referral services
■ Dental – high capacity specialty service
■ Heart – long-term specialty referral center
■ Cancer – long-term specialty referral center
■ Shelter DVM – replacement of staff position
■ Infectious disease coordinator
■ Obedience Training –expanded offering requiring credentialed professional
■ Specialty Training – Service Animals
■ Playgroups – high level development of existing program
○ Administrative
■ Succession Plan
■ Department development
· Philanthropic
 Event Production
 Planned Giving
 Major Gifts
 Annual Giving
 Stewardship
· Marketing
 Social Media
 Community events
 Advertising and Publicity
● Expand the development of the Board of Directors to reflect typical attributes as
defined by prevailing market composition
○ Geographical – composition should be reflective of the communities served by
the organization
■ City specific - Lakeland, Winter Haven, Haines City and Bartow
■ Greater metropolitan statistical area – Polk County
○ Demographic – board composition should reflect community composition of each
key metric
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SPCA FLORIDA ECONOMIC IMPACT
■
■
■
■
Gender
Ethnicity
Age
Professional
· Industry breadth – ensure equitable distribution among professions
· Industry depth representation – potentially limit the exposure by profession
· Industry specialty sub-classification
● Increase the involvement of volunteers by expanding their roles within the
organizations
○ Knowledge base of skills
○ Recruit within current base
■ Firmly understand the full inventory of skill sets at the individual level
■ Firmly understand the interest at the individual level
■ Leverage skills and interests at the individual level to augments resources at
the department level
○ Recruit by demand – appeal directly to the community based on needs of the
organization
■ Operations
■ Program
■ Administrative
■ Medical
■ Shelter
● Continually evaluate opportunities to expand contacts and involvement with SPCA
Florida
○ Individuals (see Board goals for networking)
○ Businesses
■ Financial Sponsors
■ In-kind Support
■ Programmatic Support
■ Facilities
○ Partnerships
■ Sister Organizations
· Polk County Animal Control
· Hillsborough County Animal Control
· Lee County Animal Control
■ Breed Rescues
■ Private facilities
● Expand and influence the development of the SPCA Florida donor pool by
developing a Stewardship plan for donors throughout the giving spectrum. Tactical
action plan to be developed by Development management staff.
○ Transition composition of donor pool
■ Connect with younger generation
· Social Media
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SPCA FLORIDA ECONOMIC IMPACT
 Crowdfunding
 Program development
■ Increase family participation in donor events
· Enhance opportunities leveraging social media
· Specialty events
 Kitten Showers
 Birthdays
 Boy Scout and Girl Scout meetings and fundraisers
 Specialty Drives
○ SPCA Florida program involvement
■ Identify leads through non-financial participation
■ Cultivate lower level commitments to position for more significant donor
opportunities
· Proactive connection with Philanthropy
· Identify personal attachments to grow affiliation
· Apply cultivation plan to nurture routine gifts to more meaningful
attachment
● Continue to expand influence of the business community by developing mutually
beneficial relationships throughout the City of Lakeland and Polk County
○ Grow the sponsor participation in the Corporate Honor Roll Program
○ Challenge and broaden the existing methodology of thinking for inclusion
● Create a committee, to include operational staff, management and Board liaison,
charged with identifying possible campus-based business/revenue opportunities,
e.g. Boarding, Grooming. Committee mix could also include community members,
volunteers and potential new Board members.
● Continually monitor facility needs and usage to ensure optimum use.
○ Modify floor plans as identified to ensure highest and best use of real estate
○ Maximize use of space to drive service and revenues
○ Develop a strategy and funding plan to accommodate new construction based on
organizational needs
Pillar V: Community
A fully engaged community will benefit the SPCA Florida in its goal of accomplishing the
mission. Synergies exist between organizations through crossover of services that
when fully leveraged, can enhance program and service capacity. SPCA Florida is
positioned to confidently assume its role as a leader to unite service organizations,
motivate individuals, and shape policies that improve services to various constituents
further impacting achievement of our mission. Our aim is to develop mutually beneficial
relationships with partners of various levels and resource wealth to advance collective
missions and impact. We will address program and relationship development that is
reflective of the needs of our county and state, increases our influence and furthers our
mission.
See Appendix F for a list of currently active community partnerships.
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SPCA FLORIDA ECONOMIC IMPACT
Strategic Goals for the 3 – 5 year planning horizon:
● Nurture current and develop new strategic partnerships with organizations whose
own mission complements that of SPCA Florida
o National – participate in organizations that create awareness, offer guidance, or
influence legislation regarding the fair and equitable treatment of animals
 National Federation of Humane Organizations
 Humane Society of the United States
 ASPCA
o State – obtain roles in organizations that incrementally expose SPCA Florida to
broader involvement in state sponsored animal and humane animal treatment
issues
o County – engage in collaborations with community partners that advance
education initiatives and welfare services including medical care and adoption
 Polk County Animal Services
· Increase animal transfers as adoptions increase
· Expand resource support including food
 Humane Society Winter Haven
· Develop multi-site adoption events
 TLC Pet Snip
· Establish partner opportunities focusing on mass volume spay/neuter
 Breed Rescue Groups
· Extend servicing possibilities and involvement in adoption events
● Continually seek new programing to address changing needs of constituent base
○ Socio Economic – sustenance support keeping animals in homes. Expand Animeals programs geographically
○ Transitional – temporary pet homing for families in home transition or elderly in
transition for short-term or long-term health accommodations.
○ Multi-unit/Rental Housing – support options for pet restrictions
○ Retirement and other age related life changes– create unique support
opportunities for individuals transitioning out of the workforce, or moves to
assisted living centers, etc.
See Appendix G for article on retiree lifestyle choices regarding pet guardianship.
● Develop and maintain a positive, visible presence in the community by developing
and enhancing media relations and expanding SPCA Florida’s presence in
community activities, e.g. First Friday.
● Establish SPCA Florida as the leading animal welfare organization and set the gold
standard by which all other organizations are measured
○ Messaging – broadcast a clear and consistent message emphasizing the moral
aspects of organizational services, responsible pet ownership, animals rights,
and owner obligations
○ No Kill/High Kill – affirm the humane position of controlling animal overpopulation
through compassionate means
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SPCA FLORIDA ECONOMIC IMPACT
○ Over population – spearhead initiatives offering mass application for S/N services
to socio-economic populations
● Investigate, and develop program for a new Cruelty/Reward Policy
● Create community based, educational programs and events for integration into
existing SPCA Florida community outreach efforts. Topics may include:
○ Responsible pet ownership
○ Population control – spay/neuter
○ Cost of pet ownership
○ Animal rights
● Identify and implement appropriate methods to disseminate information across the
community, e.g. social media, public relations announcements, etc.
A.
B.
C.
D.
E.
F.
G.
Appendix List
Current Organizational Chart
Customer Continuum Chart – full page view
List of Forms – Board of Directors
Donor Recognition Programs – description of / and current list
Fact Sheet – 2015 SPCA Florida list of achievements
Community Partnerships – current, active
Article – regarding retiree lifestyle choices and pet guardianship
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SPCA FLORIDA ECONOMIC IMPACT
Appendix D
Donor Recognition Programs
Blue Ribbon Society – In recognition of the significant role donors play in saving
thousands of lives every year, SPCA Florida recognizes Blue Ribbon Society members
whose cumulative gifts total $10,000 or more during their lifetime or at the time of their
death. Recognition is given on the Blue Ribbon Society plaque in the Adoption Center
lobby and in the Annual Report.
Annual Roll of Honor – SPCA Florida’s Annual Roll of Honor recognizes donors who
make significant contributions to help our community’s homeless and abused animals.
Donors are recognized for cumulative gifts of $500 or more during the fiscal year
(January 1 – December 31). The Annual Roll of Honor is displayed in the Adoption
Center lobby and in the Annual Report.
Legacy Club – Legacy Club donors ensure SPCA Florida will be able to aid, alter and
adopt animals for future generations by leaving a legacy for humane care. They make
provisions for future gifts to the animals through wills, trusts, life insurance or other
planned gifts. Legacy Club members are recognized on a plaque in the Adoption
Center lobby and in the Annual Report.
Below is a sample only. A full list of what is currently on file will be added.
Annual Roll of Honor January 1, 2011 - December 31, 2011 (*Last
Updated 2/2/2012)
The SPCA Florida. Annual Roll of Honor recognizes donors who make significant contributions to help
homeless and abused animals in our community. Donors are recognized for cumulative gifts of $500 or more
made during the fiscal year (January I - December 31). The Roll of Honor is displayed in the Adoption Center
lobby and is included in the SPCA Florida Annual Report.
Philanthropists ($20,000+)
Estate of Geraldine H . Bennett Margaret A. Cargill
Foundation Central Garden & Pet
Community Foundation of Greater Lakeland Jane Jenkins
Publix Super Markets Charities
The Reitzel Foundation
Mr. & Mrs. Darrel Shea
Hazel Skjellum
Estate of Paula R. Spokane
Estate of Dorothea Stain
Anne O. Watkins
Watson Clinic. LLP
Sustainers (15,000-19,999)
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SPCA FLORIDA ECONOMIC IMPACT
Patrons (S10,000-S14,999)
The Barney & Carol J . Barnett Fund within the Community Foundation of Greater Lakeland
Claudia Kerse
MidAmerica Administrative & Retirement Solutions, Inc.
Pet Supermarket
Suncoast Combined Federal
Campaign
Walmart Foundation
Guardians ($5,000-$9,999)
Bayer HealthCare, LLC
Estate of Eugenia
Capparelli
KI K I nternational
PETCO Foundation
North County Dermatology Clinic
Brenda Joyce & Dr. Stanley Shrom
Estate of Norman Stine
Judi & Howard Strauss
Full List to be Added to Final Document
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SPCA FLORIDA ECONOMIC IMPACT
Appendix F
List of Current Community Partnerships
Ani-Meals:
· Elder Pointe Ministries (historic, but they do not income-screen their clients so we
stopped working with that organization)
· Meals on Wheels Polk County
· Polk County Elderly Services
· Volunteers in Service to the Elderly (VISTE)
Service Project Partners (Randa may have a more complete list):
· Jewett Academy
· Marriott Worldwide Vacation Club
· Mosier Data
· Boy Scouts (at least two or three Eagle projects completed on campus)
· Girl Scouts (historic, also done presentations for them)
Pet’s Day Out (Assisted Living Facility Visits/School “De-stress”)
· Emeritus
· Hawthorne Inn of Winter Haven
· Hawthorne Inn of Lakeland
· Highlands Lake Center Nursing Home
· Manor at Carpenters
· Oakbridge Health & Rehab Center
· Savannah Cottage of Lakeland
· Southeastern University (historic)
· Southland Suites
· Wedgewood Healthcare Center
Offsite Adoption Partners
· Petco North Lakeland
· PetSmart Bartow, Lake Wales, North Lakeland, Plant City
· Pet Supermarket Bartow, South Lakeland
Share Event Partners
· Abuelos Mexican Embassy (historic)
· Applebee’s (historic)
· Fish City Grill (historic)
· Pizza Hut (ongoing)
· Red Elephant Pizza & Grill (ongoing)
· Sonny’s BBQ (recent)
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SPCA FLORIDA ECONOMIC IMPACT
Local/State-wide Rescue Efforts
· Ft. Myers Cat Hoarding Case (March 2014)
· Hernando Cat Hoarding Case (February 2014)
· Hillsborough County Animal Control (ongoing)
· Hillsborough County Animal Services Emergency Shelter (2013)
· Lee County Animal Services/Control (ongoing)
· Manatee County Animal Services Dog Rescue (March 2014)
· Polk County Animal Control (ongoing)
DIY Ongoing Partners
· AmVets Post
· Blake Academy
· Elks Lodge (through Sandy Fuschetti Birthday)
· Florida Southern College – students/business classes
· GEICO (donation drive, fundraising around Walk for Animals)
· Lakeland Lion’s Club (historic)
· Lakeside Village Holiday Gift Wrapping
· Lockheed Martin (historic, haven’t done one recently)
Community Cats
· Florida Southern College (historic)
· Lakeland Square Mall
Veterinary Training
· George Jenkins High School
· Hillsborough Community College (historic, 2013)
· Strawberrycrest/Plant City High?
Additional
· BloodOne (campus donation drive, ongoing)
· Bright House Networks (Boat Show Community Day Recipient, 2014-2015 and
ongoing Walk PSA Grant Awards)
· Bul-Hed Matching Donation Challenge
· Downtown Lakeland Partnership (First Friday participation/sponsorship, other event
collaboration)
· Eagle Ridge Mall (historic donated space, DIY events)
· First United Methodist Church (Blessing of the Animals, 2014-2015)
· Keel & Curley Winery
· Lakeland Community Theatre (historic, providing pets for plays and benefiting from
pet-related play, Sylvia)
· Lakeside Village Shopping (historic, donated space/DIY holiday photos)
· Saddlebrook Resort
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SPCA FLORIDA ECONOMIC IMPACT
· Talk Fusion – Fire Dog Assistant, Transport Vehicles, Cat Patio, general donations,
etc.
· USDA Inspection Dog organization (pulled two Beagles for training/use in their
program)