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Sports PR trends in the second decade of the 21st century: why sports legends' non-profits work

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Sports PR trends in the second decade of the 21st century: why sports legends' non-profits work

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Content SPORTS PR TRENDS IN THE SECOND DECADE OF THE 21 ST CENTURY: WHY SPORTS LEGENDS’ NON-PROFITS WORK by Alessandra Perez-Silva ______________________________________ A Thesis Presented to the FACULTY OF THE USC GRADUATE SCHOOL UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree MASTER OF ARTS (STRATEGIC PUBLIC RELATIONS) May 2010 Copyright 2010 Alessandra Perez-Silva ii Dedication This thesis is dedicated to my father, Rene Perez-Silva, for inspiring me to continue my education and not to take the easy route. You have accomplished so much in your life and I can only hope to be half as successful as you are. Thank you for always believing in me and always encouraging me to follow my dreams. Without your support I would not be who I am today and I would not be where I am today. You taught me that education is what is most important and you have done everything to make that possible. It is for all of these reasons, plus many, many more, that I am dedicating this to you. Thank you. iii Acknowledgments I would like to take this opportunity to thank my family, friends and teachers for everything they have done for me during this process. To my Dad—thank you for spending countless hours discussing sports, athletes and charities with me. Thank you for explaining income statements and helping me understand how they work. Thank you for reading and commenting on my drafts, I would never have finished this without you. And finally, thank you for being there for me when I started freaking out about something. To my Mom—thank you for spending the first weekend of the Winter Olympics helping me revise my draft. Thank you for listening to my problems and for sympathizing with me. Thank you for taking me to yoga to help me free my mind for an hour. And thank you for helping me get through this. To my sister Gaby—without you, I would never have been able to sleep at night. You calmed me down when I started worrying about finishing my drafts on time and you told me not to worry. You acted as my own personal thesaurus and helped me re-word things that sounded weird. But mostly, thank you for being my rock throughout this year, constantly reassuring me that everything would work out. To Greg—I’m sure that by now you are very tired of talking about Lance Armstrong, Doug Flutie and Alonzo Mourning, and fortunately, you do not have to hear their names ever again. Thank you for being silent on the other end of the phone and letting me vent my frustrations and feelings to you. Thank you for sitting with me while I have a panic attack and tell me that everything will be ok. And a big thank you for all the support you have given me, it means more than you can imagine. iv To Jennifer Floto—I cannot thank you enough for answering all my emails, and telling me to just relax. Thank you for taking the time to read all my drafts and give me hundreds of revisions. Thank you for advising me throughout this process and for giving me another opinion on my thesis. Without your help, this thesis would be non-existent. To my committee members—Jon Kotler and Dan Durbin—thank you for agreeing to guide me through this past year. Thank you for quickly reading my document even though I didn’t give you much time to do so. And most of all, thank you for being supportive. To all my friends—Thank you for giving me advice. Thank you for making me laugh. Thank you for taking my mind off of my thesis. And thank you for being there for me when I needed you the most. v Table of Contents Dedication ii Acknowledgements iii List of Figures vi Abstract vii Chapter 1: Introduction 1 Chapter 2: Background 6 Chapter 3: Mission Statement and Goals 15 Chapter 4: Research 24 Chapter 5: Recommendations to Alonzo Mourning Charities 55 Chapter 6: Primer 61 Chapter 7: Conclusion 64 Bibliography 67 Appendix A: Form 990 Returns of 501 (c) (3) Organizations Balance Sheet 76 and Income Statement Items, by Asset Size, Tax Year 2006 Appendix B: Form 990 for the Lance Armstrong Foundation 79 Appendix C: Form 990 for the Doug Flutie Jr., Foundation 83 Appendix D: Form 990 for Alonzo Mourning Charities, Inc. 87 vi List of Figures Figure 1: Revenue and Expenses for three Nonprofit Organizations 6 Figure 2: Revenue and Expenses for the OYC 35 vii Abstract With every conceivable sport being integrated into the lives of Americans via television and the internet, athletes have become worldwide celebrities. It is now becoming more and more popular for professional athletes to start nonprofits in their own names, and because of this, it is more difficult for an athlete’s charity to survive. Only a select few actually flourish. To investigate why certain nonprofits are more successful than others, the author carefully researched and analyzed three athlete-owned charities, their impact on the community and in their own lives. The author also determined why the use of an athlete is beneficial to a non-profit organization. Lastly, the author offers recommendations to sports public relations professionals about how to successfully start and sustain an athlete-owned charity. 1 Chapter 1: Introduction America’s favorite pastime is sports. Every year people of all ages gather around the television for hours watching the two best Major League Baseball teams battle for the championship—The World Series. Each winter Americans throw parties to watch the biggest National Football League game of the season—The Super Bowl. Each March, college students around the country watch their college basketball team compete for the NCAA championship. Everyone who has a favorite sports team has felt the joy and pain associated with the love of her/his team. To many Americans, sports are an escape from their everyday lives, and are a way for them to feel connected to their fellow fanatics. Professional athletes are often placed high on a pedestal and fans all over the country worship them. No matter the athletes’ actions off the field, sports fans will forgive their misdeeds and continue to praise their accomplishments. For this reason, many sports legends have started charities benefiting a cause close to their hearts. Americans donate to these philanthropies to support their favorite athlete or sports team, or in the hopes of eventually meeting their hero at an event. These programs often benefit local communities, as well as raising money for research or a specific cause. Sports enthusiasts feel that they are doing their part to help the community while helping the athlete raise money for his/her organization. Lance Armstrong is one of the most successful athletes in the world. He has won the apex of cycling, the Tour de France, seven times and is an internationally recognized athlete. In 1997, Armstrong created LIVESTRONG, a group that raises awareness and funds for the education and research of cancer, while also providing counseling and financial advice to those who are in need. In the U.S., Lance Armstrong has many fans, 2 whether or not they follow cycling, who buy LIVESTRONG merchandise, or who participate in fund-raising events. Lance Armstrong appeals not only to those battling cancer; he also appeals to sports fans and those who admire his incredible story of defeating cancer. Lance Armstrong’s image helps the charity garner the donations necessary to fulfill his dream of finding a cure for cancer and helping those who are battling the disease. Like Armstrong, many professional athletes have established charities in their names. Most athletes start charities to help people with diseases or conditions, which have touched the athlete’s life. They provide those in need with the resources necessary to overcome their hardships and to make the best from what they have been given, much like the athlete was able to do. Some athletes, like Lance Armstrong, Doug Flutie and Alonzo Mourning, create a plan to raise money for a specific disease, like cancer or autism, and some gain funds to aid families from low-income neighborhoods. The projects raise hundreds of thousands of dollars for the respective causes. According to its 2008 financial statement, LIVESTRONG grossed $40.1 million from merchandise, events, marketing and donations, most of which was disbursed for cancer research, grants, fundraising and other programs. i The involvement of an athlete can be pivotal to the success of the charity for many reasons. Because it features a famous spokesperson or founder, the organization has a few major advantages: a familiar face to the public, an established fan base, and media experience. For example, Kobe Bryant’s face is seen on billboards and other endorsements throughout Southern California. If he were to create a program benefiting children who live in low socio-economic communities in the Los Angeles area, for 3 example, it would most likely do very well. The public would see his familiar face and feel more comfortable donating to his cause, rather than to a cause with an unknown spokesperson. However, although Kobe Bryant is considered the most popular L.A. athlete, is it simply his popularity that would induce someone into donating to his cause, or is there another underlying factor? What is it, exactly, that makes sports legends philanthropies successful? Is it the familiarity with the athlete endorsing the organization? Or is it their reputation as a human being that causes people to donate? These questions need to be answered before a non-profit can be established. They are important to the overall success of the organization. Throughout this thesis, I will investigate three different organizations and the impact of the athlete endorser on each. I also will create an action plan, based on my findings, to guide practitioners through the right steps and identify pitfalls in creating a celebrity athlete-based charity. The three entities upon which I will focus are the Lance Armstrong Foundation (LIVESTRONG); the Doug Flutie Jr., Foundation, created by former NFL superstar, Doug Flutie; and Alonzo Mourning Charities, started by NBA center Alonzo Mourning. Each raises money and awareness for three different causes: cancer, autism and aid to children living in low socio-economic communities. Each is extremely successful. Each of the athletes plays a large role in his charity. And, each was started because either they or a member of their family was affected by a disease or by unfortunate circumstances. Lance Armstrong overcame metastatic testicular cancer to become the world’s best cyclist; Doug Flutie’s son suffers from severe autism and Alonzo Mourning grew up poor in a foster home. The superstars aim to give help and hope to the families involved in the 4 organizations and having a famous athlete will help the association garner the donations necessary. 5 Chapter 1 Endnotes i “Lance Armstrong Foundation 2008 Annual Report.” Lance Armstrong Foundation. 5 November 2009. <www.livestrong.org/atf/cf/{D0794917-422c-499c-9c48- 9ED3DDC42947}/LAF_2008_annual_report.pdf>. 6 Chapter 2: Background Before discussing the three philanthropies in depth, it is important to define a charitable non-profit organization. A charitable organization is a type of non-profit organization (NPO), in which the majority of the money is distributed to charitable programs, with very little designated to the overall operation and to fundraising, which does not generate a profit. According to Charity Navigator, the breakdown of the average expenses for three of the major charitable companies are: 87-98% for programs, 0.6-6% for administration and 1.4-8% for fundraising [See table below]. In a nutshell, a non-profit is formed for the purpose of serving a purpose of public or mutual benefit other than the pursuit of accumulation of profits. It is important to know what a nonprofit is not. A nonprofit is not a way for ordinary businesses—or people—to shield assets or avoid paying income tax. It is not an alternative business form for any regular type of business. ii Non-profits are recognized by Congress as tax exempt, allowing the income to be distributed almost entirely to the public. However, they do operate under strict guidelines to maintain that status. Figure 1: Breakdown of three major charitable companies iii                                                                   7 Figure 1: Continued                                For an NPO, the limitations are extensive and include rules about how to distribute the money as well as how to raise the money. According to the Nonprofit Resource Center if a nonprofit corporation engages in profit-making activities unrelated to its recognized nonprofit purpose, it must set up a separate corporation to engage in that activity or risk losing its nonprofit, or tax exempt, status. iv It is these restrictions that give them unique needs that often are not well met therefore forcing them to reorganize the business model to better follow the restrictions. v NPO’s fall into an array of categories, the most common of which are religious, scientific or are public benefit corporations. They are designated by the IRS as “501 (c)(3)’s,” and must complete a Form 990. Public benefit corporations survive on a combination of donated or granted income, donated facilities and equipment, and low paid or volunteer staffs. In other words, their base activities do not generate sufficient income to meet their financial needs. vi For example, Alonzo Mourning (AM) Charities built the Overtown Youth Center with the help of donations. A partnership with architect Martin Margulies and his foundation helped the actual construction of the Center. AM Charities survives on both the revenue generated at planned events, as well as individual donations received throughout the year. Donating to the youth center is desirable because 8 the donor will see exactly where the funds are needed and where they will be distributed. vii Not all NPOs, however, operate on a shoestring and pay their workers substandard wages. For example, the American Red Cross, possibly the most famous non-profit, grossed $3.1 billion in 2008, but had $3.6 billion in expenses that year. viii Although this organization ended the year with a loss, the top earner made over $500,000. According to the U.S. Census Bureau, the median household income for 2008 was $52,029, proving that the top earner at the American Red Cross made 10 times more money than most Americans at that time, even with the corporation being not-for-profit. ix Another example is the organization Food for the Poor, which generated $1.51 billion in 2008. Like the American Red Cross, this group also ended in the negative, with its expenses being $1.52 billion. The CEO and top earner of the company made over $300,000, which is also far above the average household income for that year. x [See figure 1 above]. These examples demonstrate that a nonprofit organization can generate money and pay its employees a significant salary. The distribution of funds depends on the organization. According to the IRS, out of 237,653 organizations that returned the 990 form, the majority of the donations (85%) are used for programs, including either grants or research, with the remainder going towards management and operation (12%), fundraising (.12%), payment to affiliates (.05%) and miscellaneous expenses (3%). xi [See Appendix A for IRS report]. For some programs, grants are most important, and are given to families in need or to other entities that use the money to help these families. For instance, the Doug Flutie Jr., Foundation receives its donations in the form of grants, which are then given to programs that help 9 families struggling with autism. About 80% of the income is used for the distribution of grants, with the rest designated for fundraising and operational costs. xii Similarly, many organizations that are cancer-related allocate a large part of their donations to cancer research, hoping to eventually find a cure. LIVESTRONG for example, distributes 78.4% of its revenue to such programs, which include grants for research. xiii Because NPOs are so strongly dependent on donations, the economy plays a distinct role in the financial health of the organization. In 2008 and 2009, the economic downturn hit every business and many were trying to keep their heads above water. Although non-profits do not generate revenue, they, too, felt the effects of the economy. Most say a significant decrease in corporate and individual donor support in 2009 has had a negative impact on their programs and services. xiv The decrease in donor support is due to the fact that Americans are making less money and are focusing their income on their families rather than on charities. During a recession, nonprofits are forced to alter their business models and rethink the way they are run. George L. Head, writer for the Nonprofit Risk Management Center, says that it is especially difficult for NPOs to survive during this time. The Doug Flutie Jr., Foundation has experienced a significant decrease in funds. In 2007, the Celebrity Golf Tournament brought in $268,656 in revenue, however, this past year, in 2009, the event struggled to make $106,565. This is more than a 50% decrease in revenue for one event, forcing the organization to alter budgets and plans for other events. xv In addition to waning donations, volunteer help also is dwindling because people are working longer hours or multiple jobs. xvi These setbacks force the charities to cut programs and reduce salaries to pay the operating costs. A survey conducted by the 10 Nonprofit Finance Fund, focused on 986 nonprofits, and found that only 16% expect to cover operating expenses and 52% believe the recession will have either long-term or permanent negative effects. The survey also found that because of the recession 93% of the corporations expect an increase in demand for services this year. xvii Despite these negative effects, some positive changes can be made. George Head believes that the recession could bring new and innovative employees to the organization. Recent college grads who are trained in business management, accounting, marketing or Public Relations will embrace the opportunity to work for a nonprofit during such a desperate time. He believes it will be harder to get a job after graduation, and working for a company that is desperate for help will allow young people to fine tune their skills in an appreciative environment. They will be able to practice what they learned while gaining relevant experience for the future. The new ideas and new minds could be the breath of fresh air that the charity needs at a time like this. xviii Michael Seltzer, philanthropy expert, has faith in these programs and says that “nonprofits are survivors. We’re accustomed to wearing our belts snugly and tightening them when the economy takes a turn for the worse.” xix He also says that in the 1980s, during a similar economic downturn, nonprofits created new ways to generate income, allowing business professionals to leave their corporate jobs and bring their skills to the non-profit world. This, in turn, helped them survive. xx To aid the organizations in hard times, many resources give advice on how to survive and come out on top. Joanne Fritz, non-profit writer for About.com, offers seven helpful tips that every charity should take into consideration when re-evaluating their 11 business models. These seven rules can ensure financial success during a recession. They apply both to rank-and-file donors as well as large donors. The first rule is not to become or sound desperate because this will turn the donors off and make it more difficult to garner donations. Second, an NPO needs to prove that it is responsible, both fiscally and socially. To do this, it should cut costs wherever possible, show that it has control over the organization, that it is doing its part in the community and where the money is going. Third, the nonprofit needs to remain visible even though the rank-and-file donors may be unable to donate at this time. By staying visible, an NPO will continue to be in the forefront of their minds for the future. In other words, do not let any donors forget about your charity, by cultivating and continuing the contacts within both the community and the large corporations. The fourth rule is to diversify funding sources by identifying all types of financial support. It is important to make sure that one donor does not represent more than 10% of any given NPO’s income, and that there are many different sources. The fifth suggestion is to put all the fundraising programs under a microscope and decide which work the best and eliminate the ones that are not as successful. This way the organization can cut costs while still producing income. The sixth piece of advice is not to pull the plug on major campaigns, but to slow down for a while, allowing the focus and energy to be directed on the campaigns that do work well. Last and most importantly, do not eliminate marketing and PR. A nonprofit must stay visible and prominent during this time. For athlete- sponsored charities, this could mean involving the athlete at a more public level for reinforcement. The public will identify with the sports star, which will help him stay visible and current in the community. Fritz believes that these tips are vital to surviving 12 during this time and that by following these steps a charity should not suffer any major permanent damage. xxi Fritz explains that three “deadly mistakes” will decrease a nonprofit’s chances of survival. They are: 1. To spend less time and money on fundraising; 2. To become pessimistic, and; 3. To apologize when you are asking for money. Even if NPO leaders do nothing else, preventing these three mistakes alone will help them succeed. xxii Doug Flutie has spent the last decade raising a severely autistic son. He knows first hand how much money it costs to provide the best medical care for his child. He wanted to be able to provide families who cannot afford to pay the high costs with the medical care needed. His program helps these families accomplish just that. Alonzo Mourning overcame a difficult childhood that resulted in his choosing to live in a foster home. He went on to become a star basketball player in college and in the NBA. He survived a major illness and a kidney transplant during his time as a basketball player and returned to play. He wants children in similar situations to do the same, which is the main reason he started Alonzo Mourning Charities. Each of these men is involved in the daily operations of their charities, and serves as the president/CEO. Although each includes a Board of Directors, and other employees, the athlete is the overriding force. Mourning, Armstrong and Flutie are present at most fundraising events and often serve as ambassadors to the community. It is important for the athletes to be as involved as possible and after retirement, they are able to dedicate a lot more of their time to the charity. After visiting Mourning’s foundation and witnessing his dedication, it became clear that since his retirement from the NBA, Alonzo Mourning 13 spends his time working with the community and with his youth center. By serving as Chairman of the Board, Mourning is able to play a large role in the charity. 14 Chapter 2 Endnotes ii “What is a Nonprofit Corporation?” Not for Profit. 22 December 2009. <http://www.not-for-profit.org/page2.htm>. iii Information from charitynavigator.com, regarding the American Red Cross, Food for the Poor and World Vision. Citations for each appear in the bibliography. iv Ibid. v Ibid. vi Ibid. vii Overtown Youth Center. (Miami, Fl: Overtown Youth Center, 2009). viii “American Red Cross.” Charity Navigator. 2010 Charity Navigator. 2 March 2010. <http://www.charitynavigator.org/index.cfm?bay=search.summary&orgid=3277> ix United States, U.S. Census Bureau, Media Household income for States: 2007 and 2008 American Community Surveys. (Washington D.C.: U.S. Department of Commerce, 2009). <www.census.gov/prod/2009pubs/acsbr08-2.pdf>. x “Food for the Poor.” Charity Navigator. 2010 Charity Navigator. 2 March 2010. <http://www.charitynavigator.org/index.cfm?bay=search.summary&orgid=3714>. xi United States, International Revenue Services. SOI Tax Stats-Charities and other Tax- Exempt organizations statistics. 2005. <www.irs.gov/taxstats/charitablestats/article/0,,id=97176,00.html>. xii Kerri Kennedy Blume, Telephone interview, 2 March 2010. xiii “Lance Armstrong Foundation 2008 Annual Report.” Lance Armstrong Foundation. 2010 Lance Armstrong Foundation. 5 November 2009. <www.livestrong.org/atf/cf/{D0794917-422c-499c-9c48- 9ED3DDC42947}/LAF_2008_annual_report.pdf. xiv Dana Lacey. “Nonprofits hang tough; corporate support is down, but collaboration is up, according to a new study.” National Post’s Financial Post & FP Investing (Canada). 9 January 2010: FP18. xv Kerri Kennedy Blume. E-mail interview. 2 March 2010. xvi George L Head. “Sustaining nonprofits during economic downturn.” Nonprofit Risk Management Center. 15 December 2009. <www.nonprofitrisk.org/library/articles/strategy09002003.shtml>. xvii “Nonprofits expect permanent damage from recession.” CNN. 26 March 2009. 15 December 2009. <www.cnn.com/2009/US/03/26/recession.nonprofits/index.html>. xviii Ibid., Head. xix Suzanne Perry. “What a recession would mean for Nonprofit Groups.” The Chronicle of Philanthropy. 23 January 2008. 15 December 2010. <http://philanthropy.com/blogPost/what-a-Recession-Would-Mean/9665/>. xx Ibid., Perry. xxi Joanne Fritz. “Fundraising in a recession: 7 fundraising tips to help Nonprofits weather the recession.” About.com. 15 December 2009. <http://nonprofit.about.com/od/fundraising/tp/recessionfundraisinghub.htm>. xxii Ibid. 15 Chapter 3: Mission Statements and Goals Nearly 100 NBA players have launched organizations that generated at least $31 million between 2005 and 2007. xxiii In this sport alone, there are many different organizations to choose from, making it difficult to choose from the thousands of athlete operated charities throughout United States. After examining a handful thoroughly, I have chosen to focus on three that stood out to me as special and unique. As noted earlier, Doug Flutie started the Doug Flutie Jr., Foundation in honor of his son who has Autism Spectrum Disorder. Autism is classified as a neurobiological disorder that affects physical, social, and language skills. The syndrome usually appears before 2½ years of age. Autistic infants appear indifferent or averse to affection and physical contact, though attachment to parents or certain adults often develops later. Estimates of the prevalence of autism range from 1 to 15 per 10,000 children; some 15 to 20 percent become socially and vocationally independent. xxiv The purpose of Doug Flutie’s charity is to raise money to distribute in the form of grants which are dispersed to different autism advocacy groups throughout Massachusetts and the rest of the country. A portion of the money also goes toward Autism Spectrum Disorder research and education. During his battle with cancer, Lance Armstrong created “Livestrong,” a term he coined himself. The Lance Armstrong Foundation, or LIVESTRONG, has been very successful in encouraging cancer awareness throughout the United States and the rest of the world. Lance Armstrong uses his international fame to generate interest and awareness of cancer throughout the world. Since its inception in 1997, LIVESTRONG has raised more than $250 million toward cancer research. xxv 16 Alonzo Mourning launched an organization in 1997 catering to young children in Miami. It has used previous donations and partnerships to build a children’s center in Miami, as a place for children to go after school to receive tutoring to help with their homework, play sports and speak with mentors about their goals and direction in life. These three organizations, although very different, play an essential role in the nonprofit world as well as in the lives of the families touched by their support. The Doug Flutie Jr. Foundation Doug Flutie, is a former National Football League (NFL) and Canadian Football League quarterback, playing for teams such as the Buffalo Bills and the New England Patriots, of the NFL, and the British Columbia Lions of the CFL. Flutie is best known for his college career. During his time at Boston College (BC), Flutie won the prestigious Heisman Trophy in 1984. He is best known for his “Hail Mary” touchdown pass, at the end of a game on November 23, 1984. The memorable game was against the University of Miami and Miami took the lead 45-41 in the closing minute at the Orange Bowl. At their own 22-yard line, BC took possession of the ball with 28 seconds left in the game. Two passes moved the ball 32 yards, but only 6 seconds remained on the game clock. Flutie broke free of the defense and threw a 46 -yard pass that was caught in the end zone to win the game. The “Hail Mary” pass, named for the fact that it is considered a “prayer,” is Flutie’s most memorable moment in his own career as well as being considered one of the greatest moments in college football history. Flutie will always be remembered for one of the most famous plays in college football history. xxvi Since retiring from the NFL, Flutie has worked as a football analyst working for network 17 stations such as ESPN, Versus and ABC. He also devotes countless hours to the Doug Flutie Jr., Foundation. xxvii Doug and Laurie Flutie have two children, a daughter Alexa and a son, Doug Jr., who was diagnosed at an early age with autism. In 1998, Flutie and his wife began raising money for autism, and two years later created the Doug Flutie Jr., Foundation. The goal of the charity is to raise money to help these families get the equipment, tools, and help needed to help the many children with autism. The organization serves as a place for these families to turn to for financial and emotional help during hard times. The organization’s mission statement states its goals as to aid financially disadvantaged families who need assistance in caring for their children with autism; to fund education and research into the causes and consequences of childhood autism; and to serve as a clearinghouse and communications center for new programs and services developed for individuals with autism. xxviii Since 1998, the Fluties have raised over $10 million for autism awareness, research and support through corporate and individual donations, fundraisers and endorsement promotions. Doug also developed a cereal, Flutie Flakes, which was sold at local grocery stores, with portions of the profits going to the organization. xxix Every year, the foundation awards grants to different non-profit organizations that provide services for children living with autism as well as to organizations that research the causes and effects of Autism Spectrum Disorder. Since its creation in 1998, the Doug Flutie Jr., Foundation has distributed over $5 million to programs in New England, New York, New Jersey, Southern California and Canada in the form of grants. The foundation not only distributes grants to NPOs, it also has a partnership with Hewlett-Packard and 18 Mindshare Collaborative, which together have distributed over 350 computers to underprivileged families and their school districts in New England and New York. xxx Alonzo Mourning Charities Alonzo Mourning is a former National Basketball Association (NBA) center who spent most of his 16-year career playing for the Miami Heat. Mourning played college basketball for four years at Georgetown University and was the #2 draft pick of what was then the Charlotte Hornets, in 1992. During his career, he was a two-time NBA Defensive Player of the Year and was a seven-time member of the All-Star Team. He has played in both the Olympics and the Basketball World Championships and has won gold medals in both events. xxxi Growing up in Chesapeake, Virginia, Alonzo Mourning’s parents divorced at an early age, and their constant fighting caused him, at age 12, to take legal action that allowed him to live in a foster home. His foster family was incredibly influential in his life. Alonzo has great respect for his foster mother Fannie Threet, and has said: “Fannie guided me every step of the way. Her message was always: You can do it. She is very loving, just amazing. She was there when I needed somebody to talk to and lean on. She gave me an opportunity to grow.” xxxii Throughout his childhood, Alonzo had to deal with adversity and was forced to live in a low-income household. Although his foster family did their best to provide for him, he was unable to have the luxuries that many of his classmates had. He developed a charity to help underprivileged children and to provide them with the tools to be successful in life. Alonzo and his wife, Tracey, along with their three children, Alonzo (“Trey”), Myka and Alija, live in Miami and dedicate much of their time to AM Charities. xxxiii 19 The mission of Alonzo Mourning Charities is to encourage the educational development of our youth by creating programs and youth enrichment centers that promote positive change in low socioeconomic communities. xxxiv Since 1997, AM Charities has raised more than $6.5 million for programs that focus on the positive development of children and their families. This money goes toward the operation of the Overtown Youth Center, Honey Shine Mentoring program as well as the Alonzo Mourning Charities headquarters, all of which are located in Miami. Not only does Mourning dedicate time supporting other non-profits, he concentrates most of his attention on the advancement of youth enrichment centers, like his own Overtown Youth Center (or OYC). The OYC opened in 2003 with the help of donors in Overtown, a community in Miami featuring predominantly African-American families who fall into the low socioeconomic bracket. He plans to open more centers throughout South Florida, located in areas with low income. xxxv In addition to the Overtown Youth Center, AM Charities also sponsors the Honey Shine Mentoring Program, founded by his wife, Tracey Wilson Mourning. Honey Shine appeals to young girls and empowers them to shine as women. The program offers biweekly workshops and meetings, as well as a summer camp that allows young girls to spend significant time away from their rough households. The workshops are intended to develop and nurture the mind, body and soul of young women, by providing experiences that enlighten and create balance in their lives. xxxvi One weekend this past January, Honey Shine sponsored an SAT prep class that was free of charge for members of either the youth center or Honey Shine. AM Charities hired tutors to teach the children skills and offer tips on how to increase their score on the test. Honey Shine also offers programs for 20 parents to help them learn how to pay bills and file taxes, as well as offering classes to help them continue their own education. Alonzo Mourning Charities does not stop at enriching the lives of underprivileged children. It also raises awareness and funds for research to hopefully find a cure for kidney disease. Mourning created Zo’s Fund for Life which funds research, educates doctors, nurses and families as well as providing patient assistance. Mourning created this foundation after he was diagnosed in 2001 with Focal Glomerulosclerosis, a rare genetic kidney disease, which was detected after a routine pre-season team physical. The Lance Armstrong Foundation/ Livestrong In 1996, at the age of 25, Armstrong was diagnosed with testicular cancer that had metastasized to his abdomen, lungs and brain. During his treatment, and before he knew if he was going to survive the disease, Armstrong took an active role in learning about the disease and its treatments, and with physical training, a positive outlook and cancer treatment, Lance Armstrong became a “cancer survivor rather than a cancer victim.” xxxvii Armstrong’s personal identification with the disease caused him to start the foundation. He wanted patients who are either battling cancer or who have survived cancer, as well as families who are struggling with the effects of the disease, to have a place to turn for information and inspiration. Armstrong never dreamed LIVESTRONG would become as successful as it is today. Cancer patients are able to share their stories with fellow cancer fighters and survivors to give them hope that they too will conquer the disease. In 2008 alone, the Lance Armstrong Foundation raised over $40 million for cancer research, pushing researchers one step closer to finding a cure. 21 The Lance Armstrong Foundation has both a manifesto and a mission statement. Although they are similar, they each give a different message, both of which are important to the organization as a whole. The manifesto is: We believe in life. Your life. We believe in living every minute of it with every ounce of your being. And that you must not let cancer take control of it. We believe in energy: channeled and fierce. We believe in focus: getting smart and living strong. Unity is strength. Knowledge is power. Attitude is everything. This is the Lance Armstrong Foundation. We kick in the moment you’re diagnosed. We help you accept the tears. Acknowledge the rage. We believe in your right to live without pain. We believe in information. Not pity. And in straight, open talk about cancer. With husbands, wives and partners. With kids, friends and neighbors. And the people you live with, work with, cry and laugh with. This is no time to pull punches. You’re in the fight of your life. We’re about the hard stuff. Like finding the nerve to ask for a second opinion. And a third, or a fourth, if that’s what it takes. We’re about getting smart about clinical trials. And if it comes to it, being in control of how your life ends. It’s your life. You will have it your way. We’re about the practical stuff. Planning for surviving. Banking your sperm. Preserving your fertility. Organizing your finances. Dealing with hospitals, specialists, insurance companies and employers. It’s knowing your rights. It’s your life. Take no prisoners. We’re about the fight. We’re your champion on Capitol Hill. Your advocate with the healthcare system. Your sponsor in the research labs. And we know the fight never ends. Cancer may leave your body, but it never leaves your life. This is the Lance Armstrong Foundation. Founded and inspired by one of the toughest cancer survivors on the planet. xxxviii The manifesto is intended for cancer victims to read and adopt into their lifestyles. Armstrong believes that having a positive outlook and not letting cancer take over is the key to conquering and surviving cancer. He claims that if people adopt this way of life, their chances of survival are significantly increased. The mission statement is: At the Lance Armstrong Foundation, we inspire and empower people affected by cancer. We believe that unity is strength, knowledge is power and attitude is everything. We provide practical information and tools people with cancer need to live their life on their own terms. We take aim at the gaps between that is known and what is done to prevent suffering and death due to cancer. We unite people to fight cancer and pursue an agenda focused on: prevention, access to screening and care, improvement of the quality of life for cancer survivors and investment in research. xxxix 22 The Austin, Texas, headquarters offers a number of representatives who are available to counsel patients on cancer, treatments and diagnosis, as well as psychological and financial counseling. Armstrong stated that it was important to have a division dedicated to cancer counseling with representatives able to answer any question a patient may have. In addition to counseling, LIVESTRONG has many programs to raise both awareness and funds for cancer. The most visible symbol of LIVESTRONG are the yellow wristbands that consumers purchase and wear to raise awareness for cancer, the proceeds of which go directly to the foundation. 23 Chapter 3 Endnotes xxiii “NBA player charities often a losing game.” Youth Today. February 2007: 10. xxiv “Autism.” Encyclopaedia Brittanica: Micropaedia. 1991 ed. xxv Teresa Castro. E-mail interview. 6 November 2009 xxvi Kelly Whiteside. “Flutie in Hall of Fame on more than ‘Hail Mary;’ total of 14 more are recognized.” USA Today. 10 May 2007: 8c. xxvii “About Doug Sr.” The Doug Flutie Jr., Foundation for Autism. 2010 Doug Flutie Jr., Foundation. 10 January 2010. <www.flutiefoundation.org/About-The-Foundation-About- Doug-Sr.asp> xxviii “Mission.” The Doug Flutie Jr., Foundation for Autism. 2010 Doug Flutie Jr., Foundation. 20 December 2009. <www.flutiefoundation.org/About-the-Foundation- Mission.asp>. xxix “History.” The Doug Flutie Jr., Foundation for Autism. 2010 Doug Flutie Jr., Foundation. 20 December 2009. <www.flutiefoundation.org/About-the-Foundation- History.asp>. xxx Ibid. xxxi Alonzo Mourning and Dan Wetzel. Resilience: Faith, Focus, Triumph. New York, NY: Ballantine Books, 2008. xxxii “Alonzo Mourning.” Foster Club. 26 March 2010. <http://www.fosterclub.com/famous/alonzo-mourning>. xxxiii Ibid., Mourning and Wetzel. xxxiv “Overview.” Alonzo Mourning Charities. 2009 Alonzo Mourning Charities, Inc. 20 December 2009. <www.amcharities.org/overview/>. xxxv Ibid. xxxvi “Programs and Initiatives.” Alonzo Mourning Charities. 2009 Alonzo Mourning Charities, Inc. 20 December 2009. <www.amcharities.org/programs-_initiatives>. xxxvii Ibid., Castro. xxxviii “About Us: The LIVESTRONG Manifesto.” The Lance Armstrong Foundation. 26 March 2010. http://www.livestrong.org/site/c.khLXK1PxHmF/b.2661055/k.741B/The_LIVESTRON G_Manifesto.htm xxxix “About Us.” The Lance Armstrong Foundation. 20 December 2009. <http://www.livestrong.org/site/c.khLXK1PxHmF/b.2661023/k.C74F/About_Us.htm>. 24 Chapter 4: Case Studies: Research To better understand how each of these three charities is run, I sent a questionnaire to the Public Relations Directors of each one. It included 25 questions on topics such as donations, expenses, programs and events, and the role of the athlete. The surveys were intended to give me a deeper insight to the inner workings of each organization. In addition to the questionnaires, I interviewed the volunteer coordinator, T.K. Pratt, from the Overtown Youth Center. i. Primary Research: Questionnaires Following are the findings from each NPO. The Lance Armstrong Foundation/Livestrong xl Teresa Castro is the Public Relations Director of the Lance Armstrong Foundation. Here is a summary of her questionnaire responses: When Lance Armstrong created his foundation, he wanted LIVESTRONG’S main goal to be to inspire and empower people affected by cancer, and to give them the proper guidance and tools necessary to combat the illness. His direct understanding of the cancer battle makes LIVESTRONG different from other cancer charities. Its main focus is to encourage cancer fighters to answer questions, seek second opinions and to get involved in the cancer community. It also offers both direct services and advocacy assistance where most other organizations concentrate on one or the other. This way those involved are able to get the best guidance possible. However, it is not only Armstrong’s experience or passion for the organization that makes it successful; it is the 25 combination of the donors, the committed staff and volunteers, and the partnerships with Nike that make it stand out. As for the origins of the charity, Castro recalls: One afternoon in the hospital, Armstrong had a pivotal conversation with his doctor, Craig Nichols. Dr. Nichols told Armstrong that he could leave the hospital a regular citizen or that he could respond to, what he called, the obligation of the cured. As he was leaving the hospital, his doctor took him aside and said, “I want to talk to you about something. I want to talk to you about the obligation of the cured.” Dr. Nichols explained that this obligation had nothing to do with his own medical treatment or cure, but with his obligation to others: “It is about how you walk out of the hospital…which side do you walk out on? Do you walk out on the side as a private citizen, who never shares his story, never gets involved, but hopes he lives and goes on and leads a normal life? That is totally acceptable. Or do you go out the other side of the building? And from the minute you walk out, you stand up and say ‘I’m a cancer survivor and I’m proud of it. It changed my life forever and I’m going to tell that story as long as I have to…’.” xli Of course, we now know Armstrong chose active citizenship, which he believes is the reason he survived cancer. He decided to “Livestrong” and conquer the disease. Armstrong wanted his organization to be open to anyone, even those who have no affiliation with cancer. It appeals to anyone affected by cancer: the patients, the families, friends, caregivers, professionals, nurses or doctors, or those who simply want to donate to a good cause. The events, programs and services planned by LIVESTRONG are aimed at these demographics, and everyone is welcome to participate. Armstrong feels that the 26 more people who attend the events, the more people will spread cancer awareness and act as advocates to disease prevention. Team LIVESTRONG, also known as the LIVESTRONG Challenge, is the biggest fundraising series for the organization. Every year the Lance Armstrong Foundation hosts four LIVESTRONG Challenge events, which, in 2010, will be held in Seattle, San Jose, Austin and Philadelphia. Over the last 13 years, LIVESTRONG Challenge events have made $60 million. At each event, the organization constructs a LIVESTRONG village housing a health and wellness expo with NPOs and local and national vendors who provide samples of their products and previews of their new merchandise. During the LIVESTRONG Challenge, attendees can participate in either a 5k run/walk or a multi-distance bike ride, choosing to ride either 10, 45, 70 or 100 miles (these numbers vary slightly depending on the city). No matter the event you participate in, each city has the signature “yellow mile” where the athletes are welcomed home by friends, family and fellow athletes. Each LIVESTRONG Challenge hosts the same events, and you are invited to participate in everything. xlii The LIVESTRONG Challenge events are part of Team LIVESTRONG, which partners with World Marathon Majors, a championship-style competition comprised of five annual races: Boston, London, Berlin, New York City and Chicago. xliii With this partnership, runners can organize a team that runs to raise money for LIVESTRONG. This year, the NYC and Chicago marathons are included in the Team LIVESTRONG events. According to Castro, Team LIVESTRONG offers 11 different opportunities for participation. The goal for 2010 is to conduct 21 events, with 21,000 participants and raise $13 million. Team LIVESTRONG is also open to small communities to organize their own events to help the fight of cancer. 27 In 2008, The Lance Armstrong Foundation received 200,000 donations online, an amount that Castro notes is higher than in previous years. Of these donations, 82% of every dollar is used for the LIVESTRONG programs (the Doug Flutie Foundation uses 80% of every dollar for programs). These donations go toward research and to the charity itself and less than 7% of the donations go toward the operation of the foundation. xliv That same year, the Lance Armstrong Foundation brought in over $40 million in revenue. About a third (33%) was from cause marketing and licensing and 27% from contributions or donations. The events grossed 26% and LIVESTRONG merchandise sales, from the website or from the Nike partnership made 3.4%. The foundation spends 80% or $27,993,198 on the programs such as education, policy, grants and advocacy and government relations, and 14% on fundraising activities for the organization. The combined functional expenses for the organization are $35 million, which is $5 million less than the combined revenue for the year. xlv [See Appendix B for Form 990 from the Lance Armstrong Foundation.] The foundation is organized in a manner similar to many other large corporations, with many different departments that each serve a specific purpose. LIVESTRONG works in five areas: development, programs and service, advocacy, organizational development, and finance. The programs and service department works at creating fun and interactive events while the finance committee manages and distributes the money. While the Board of Directors dictates which organizations actually receive money, Castro notes that these are collaborative decisions. For example, the overall budget is approved by both the finance department as well as the Board of Directors. Serving as a member of the Board is a big honor. To be considered for the position, one must be nominated and 28 then elected by the existing members. Some members of the Board include Lance Armstrong, Dr. Craig Nichols, Armstrong’s doctor, and Dr. Sanjay Gupta, a frequent health contributor for shows such as the “CBS Evening News with Katie Couric” as well as “60 Minutes” and various programs on CNN. xlvi The Doug Flutie Jr., Foundation xlvii The Doug Flutie Jr., Foundation is organized differently than LIVESTRONG. The Flutie Foundation is much more intimate because each employee has previously worked for Doug Flutie, and each has gained his personal trust over the years. Kerri Kennedy Blume, the Director of Marketing and Events, who, before beginning her time at the Doug Flutie Jr., Foundation, worked as Doug Flutie’s personal assistant, responded to the questionnaire. The Flutie Foundation works more with the families than with research organizations. The mission of Flutie’s charity is to: support families affected by Autism Spectrum Disorder. We are committed to increasing awareness of the challenges of living with autism and helping families find resources to help address these challenges. We provide individuals with autism and their families an opportunity to improve their quality of life by funding educational, therapeutic, recreational and advocacy programs. xlviii December 3 rd 2009 marked the organization’s 10-year anniversary. In honor of the new decade, the aforementioned mission statement and a new logo were revealed. According to Blume, Doug Flutie’s drive and motivation make this charity successful. His charity started small, beginning with the creation of Flutie Flakes in 1998, a brand of frosted corn flake cereal named after Flutie himself, with portions of the proceeds going toward the foundation. Since the creation of the cereal, the philanthropy 29 has expanded into the Doug Flutie Jr., Foundation, one that positively changes people’s lives. Although the Foundation’s activities are primarily based in Massachusetts, families all over the United States can benefit from this organization. The foundation uses email blasts to inform the public and past donors about upcoming events and news. It considers every event a chance to network and spread the word about both the foundation and autism, and it often receives donations from corporations that the representatives meet at different third-party events. The Flutie Foundation conducts three major events each year. Most recently, on January 11, 2010, the foundation hosted the Flutie Bowl at Lucky Strike Lanes in Boston. This event generated exposure within the community for the organization and its work on autism, as well as engaging locals in a fun activity, notes Blume. The second major event was the 10 th Annual Doug Flutie Jr., Celebrity Golf Classic, held on June 23, 2009 in Plymouth, MA. This event gives the public the opportunity to golf and interact with professional athletes and other celebrities such as Drew Brees, Junior Seau, Tedy Bruschi and Terry Bradshaw. The third event was the Eastern Bank Flutie 5k, which took place on October 4, 2009 in Natick, MA. As with the other two events, this event gives corporations the chance to be sponsors. The Flutie Foundation has two main donors: Sunlife Financial, which sponsors the golf tournament and Eastern Bank, the sponsor of the Flutie 5K. In addition to these two donors, revenue is generated from other corporate donations, individual donations and from the events. In 2007, the foundation received $819,645 from primary revenue and $665,384 from secondary revenue totaling $1,485,029. The foundation sends emails 30 to the regular donors throughout the year to ask for donations. Of the revenue, $651,789 is spent on the programs, $293,160 on fundraising and only $160,189 on administration and operation of the organization. xlix [See Appendix C for Form 990 for the Doug Flutie Jr., Foundation.] The Doug Flutie Jr., Foundation has four employees working in the office: the Executive Director, a part time employee responsible for overseeing the grant review as well as running the organization; the Assistant Director, the Director of Marketing and Events and an Office Manager. The Executive Director and the Board of Directors distribute the grants and the revenue. Doug Flutie and his wife, Laurie, serve as the President and Vice President and play a large role in reviewing the grant applications. This committee also decides how much money to give to each organization. Doug Flutie is not involved in the day-to-day operations; however, he attends each event. Each of the four employees in the office has had a long-standing relationship with Flutie, and he has a high level of trust in them. Blume notes that about 20-30 organizations receive grants each year from the Flutie Foundation, and some of the grant recipients for 2009 include the Autism Alliance, which received $20,000 and the Bridgewater State College Foundation, which received $11,000. These programs give money to family support and toward education summer camps for autistic children, respectively. The grants are far reaching. For example, the Pomona Valley Workshop in Southern California received a $15,000 grant for the Anthesis Autism Services, which teaches interpersonal communication tools for non- verbal adults with Autism Spectrum Disorder l . The Doug Flutie Jr. Foundation awards grants to different programs that deal directly with families and will help pay for autism 31 treatment. There are about 160 grant applications per year and in 2009 $350,000 was distributed to these organizations. To be considered for a grant, the organization needs to assist financially disadvantaged families who need assistance in caring for their children with Autism Spectrum Disorder (through nonprofit autism organizations), fund educational and advocacy for individuals with autism and support research dedicated to finding the cause and treatment of autism. li The Board of Directors carefully considers each application, and distributes between $10,000-$20,000 to the organizations, according to Blume. When the foundation was first developed, Flutie used his personal identification with the disease and his athletic fame to market the foundation in the sports world by garnering commercials during sporting events. Blume says Flutie does not appear in public as much because he is trying to send the message that the organization is not about him or his son, it is about the thousands of families in the United States who are living with the effects of autism every day. Alonzo Mourning Charities, Inc. lii Information about this charity was obtained from T.K. Pratt, volunteer coordinator at the Overtown Youth Center. Although each division of the charity has its own director and staff, each employee is knowledgeable about the different areas. According to Pratt, life in the Overtown area of Miami is often rough and dangerous. The children in the area are exposed to drugs and violence, not only in their neighborhood but also in their own homes. The Overtown Youth Center provides a safe haven, where these children can not only do their homework in peace and with the 32 assistance of tutors, but also learn social skills and how to interact with peers and adults free of the pressures of the drug scene. The purpose of his organization is to do just that: to encourage the educational development of our youth by creating programs and youth enrichment centers that promote positive change in the lower socioeconomic communities. liii The center has had a remarkable success rate: 100% of the students who attend the youth center, graduate high school, notes Pratt. Although there are various ways in which the charity is successful, Pratt believes that the number one reason for the success is the dedication Mourning has to his organization. Unlike many other organizations, Alonzo Mourning Charities appeals to two different demographics. The Overtown Youth Center and Honey Shine Mentoring Program appeal to underprivileged boys and girls in Overtown, Miami, as well as the parents of these children. Zo’s Fund for Life appeals to those suffering from kidney disease, and the families, doctors and nurses who are involved in the fight against the illness. Having received a kidney transplant in the middle of his basketball career helped Alonzo identify with those who are in the same position. His own struggle with the illness gives him a personal identification with the disease. Like the other two men discussed in this paper, people can identify with the struggles Alonzo has overcome, making it easier for Mourning to motivate the community to become involved. In addition to the fundraising events that the youth center and Honey Shine plan individually, Alonzo Mourning Charities hosts many programs throughout the year, with the profits going directly to the charity. These programs include Zo’s Summer Groove, 33 Thanksgivings, Zo’s King Pin Classic, and Zo and Magic’s 8-ball Challenge. Zo’s 33 Summer Groove is a 5-day weekend event with activities for everyone to participate in. The activities include golf, a comedy show, a benefit dinner, a concert, a youth summit and youth sports conference, a basketball clinic and an All-Star Game. Zo’s Summer Groove is co-hosted by both Mourning and fellow Miami Heat star Dwyane Wade and the proceeds are divided between both AM Charities and Wade’s World. Mourning’s 33 Thanksgivings is a program that delivers hot Thanksgiving dinners to those who cannot afford to purchase one. The event started with 33 dinners and has grown into 533 dinners over the past few years. Mourning has expanded his work beyond the Miami community and into the rest of the country. This year, Alonzo and Magic Johnson teamed up to create an upscale event during the NBA All-Star Weekend. The proceeds went to both AM Charities and The Magic Johnson Foundation. Zo’s King Pin Classic is just one more way for the public to get involved and donate. Local athletes and celebrities are invited to attend the event, which is held at the Lucky Strike Lanes in Miami, Florida. Throughout the year, Alonzo Mourning Charities receives donations to keep the facilities running. The biggest fundraiser for the foundation is Zo’s Summer Groove, a five-day event featuring an All-Star game with Dwyane Wade, Carmelo Anthony, LeBron James, and others. The event also features a live and silent auction, a comedy show, a benefit dinner and a youth summit. AM Charities also has contracted partners like Carnival Cruise Line and Publix Grocery Store, which help in the different events. For instance, Publix is the provider of the hot Thanksgiving dinners Mourning distributes to the families in Miami. In an effort to reach both of these diverse demographics, AM Charities sends flyers to the various communities in Miami reminding people of the importance of donations to the foundation. 34 Alonzo’s fame and presence in the Miami community allows him to be seen on television in the daily news, as well as in the newspapers and on the internet. Pratt explains that seeing Alonzo on television supporting both his and other philanthropies has prompted people to donate to his causes. He is no longer seen as a dominant force in the NBA, but is now seen as a philanthropist, and he is able to demonstrate his passion for helping the community. Pratt also notes that because of his constant media presence, it is not abnormal to receive a donation of $100,000 once a year from a single source. In 2007, Alonzo Mourning charities received $2.5 million in primary revenue and $89,087 from other sources, totaling $2.6 million in combined revenue for the year. Of this money, $1,802,818 was spent on the different programs with only $683,928 going toward administration and operations and $101,298 toward fundraising. [See Appendix D for Form 990 for Alonzo Mourning Charities, Inc.] Each division has its own financial information and a different breakdown. The Overtown Youth Center, for example, generates 60% of the revenue from fundraising, 37% from grants and 3% from other sources. It spends 16% of the revenue on management, 4% on fundraising and 80% on the program. liv 35 Figure 2: Revenue and Expenses for the Overtown Youth Center. The foundation has a complex structure. The main component, Alonzo Mourning Charities, is responsible for holding the major events during the year, including Zo’s Summer Groove and 33 Thanksgivings. Inside the charity is the Overtown Youth Center, Fiscal Year 2008-2009 OYC Revenues Other 3% Grants 37% Fundraising 60% Fiscal Year 2008-2009 OYC Expenses Program 80% Management & General 16% Fundraising 4% 36 Honey Shine Mentoring Program, Zo’s Fund for Life and the Athletes’ Relief Fund for Haiti. Each program has its own staff and directors and each sponsors and hosts its own events. The revenue generated by these divisions goes directly back to each. Except for the Honey Shine Mentoring Program, Alonzo Mourning serves as chairman and founder of each part of the charity. He, along with he financial manager, is in charge of distributing the money to the different organizations. Summary of Findings Although each organization differs greatly in more than one way, each is very successful, and there are common elements in each one. The most important similarity between these charities is that the athlete owner/founder has created a foundation that aids a cause that they themselves have had experience with at one point in their lives. Their own struggles have ignited passion in each athlete, and passion is necessary in the philanthropic world. The success of these foundations is also due to their sponsoring of multiple public events throughout the year. Each of the featured charities hosts various programs during the year plus one larger-scale annual event. Each event features professional athletes and celebrities interacting at some level with the general public. Furthermore, the three organizations host an annual event; one that the public is familiar with, and one that will encompass the majority of the attendance and participation. Each charity has influential business people on its Board of Directors to provide guidance and ideas about where the organization should be going. These members have 37 each had a successful career in their respective fields and know how an organization should be run. In spite of each of these similarities, there are big differences between the three. The first is in the organization of the foundation. Each has a unique model that works for that charity, one that may not work at any other. One thing that makes Alonzo Mourning charities differ from the other two is that many of his events are co-hosted by another famous athlete. This is a clever idea because it allows for the event to cater to a larger demographic; that of both Mourning and the other athlete. These partnerships allow them to exchange ideas and thoughts about upcoming events and programs. Both the Lance Armstrong Foundation and the Doug Flutie Jr., Foundation award grants to organizations focusing on either cancer or autism. The difference between the two, however, is that the LAF distributes money to programs focusing on cancer research, and the Flutie Foundation’s grants go toward families in need. On the other hand, Alonzo Mourning Charities does not award any grants, instead it spends the money on its programs. Although there are many similarities and differences between each organization, each is unique in its own way and each is flourishing in its own niche. These three models should be looked at for future reference and advice as to what they do well. ii. Personal Insight into Alonzo Mourning Charities In 2010, the author visited one of Mourning’s projects, the Overtown Youth Center (OYC) and gained additional insight into the inner workings of the foundation. 38 Alonzo Mourning’s life was very similar to the lives of the children in Overtown. His own childhood has allowed him to understand the troubles children are faced with in everyday life. He uses the Overtown Youth Center to provide children the tools to have a better life. The center is intended to be a safe haven where children can go to escape their home lives and get advice on school and life in general. It is a mecca for children to grow and flourish in their lives. It has a large gym and after the children complete their homework for the day, they are able to practice dance, basketball, volleyball and recreational activities. Alonzo makes personal appearances and teaches them basketball skills. Ron Artest stops by as well, both to give the children basketball pointers, and to share his own personal struggles and success. During my visit to the OYC, a middle-aged couple joined our tour. They were very well dressed and I assumed that they were potential donors. Minutes later, while we were visiting with one of the 1 st grade classes, Alonzo Mourning walked in, said hello to the class and to me, and took the couple away. My instinct was right: they were from out of town and were potential donors. Alonzo Mourning came to meet with them personally. He does not let other people do his job for him; he meets with every major donor personally, knowing that it will give them a more intimate and personal relationship to the organization. Pratt mentioned that this was one of the key reasons the youth center is successful. The author learned Mourning most wants children to learn respect and good manners from his charity. Each child has been taught to say “good morning” and “good afternoon” while walking through the center, even to their elders and visitors. Mourning hopes that they will practice these actions at home and in school, so that these manners 39 will become ingrained in their everyday lives. Each child attends a grade equivalent at the OYC. The class leaders visit the public school that the children attend to learn the curriculum, which, in turn, enables them to continue the education at the youth center and to tutor them when needed. The kids are escorted to the OYC after school either by walking with the leader or being transported in a van. Each class leader has a degree in either social work or education, which allows them to be sympathetic as well as being able to teach. Some of them are teachers who have chosen to work at the OYC rather than teach in a local school. The center gives the children the attention they need in order to excel in school and helps them learn social skills. Upon arriving at the Overtown Youth Center in the afternoon, the children are taken to the cafeteria for a healthy snack. They are then sent to their classrooms to work on their schoolwork. The class leader spends the afternoon with the children answering questions and reviewing their schoolwork. Once their homework is completed, the kids are able to play sports, learn dance, drama or music, or to continue tutoring if necessary. Along with social skills, the children learn about physical fitness, nutrition and health care, risky behavior prevention and academic enhancement. These are two factors that Mourning believes are important in every child’s life. Often guest speakers inspire the children to make college a number one priority in their lives. These speakers also discuss the importance of clean living and the dangers of substance abuse. Mourning’s goal is to motivate the kids to do better in school and become interested in college. If this is accomplished, he believes he has done his job well. Once the kids are in high school, they have their own after school program and one time a year, the High School Coordinator takes them on an all-expenses paid college 40 tour, which reinforces how important college is. The center follows up with the students even into college and helps them become more integrated into their new life in college. Of the children who have attended Overtown, 100% have graduated high school and 85% are still attending college. Some do not want to go to college and choose to begin a career or join the armed forces. Mourning takes pride in this number and claims that the children will leave the center better people and that they know there is a life outside of Overtown. Another great opportunity for the children of the center is having access to medical care for free. The University of Miami Medical Center opened a medical clinic in the OYC where, every Thursday, doctors and nurses volunteer their time at the health clinic for children and their families. To some this may be the only health care they receive and Alonzo believes this health clinic to be one of the most important aspects of the youth center. After my visit to the facility, I understood why the organization is so important to Mourning. The children at the center are remarkable and the effect the youth center has had on the children is clear. It has so much to offer the children and they are fortunate to have the opportunity to attend the Overtown Youth Center. iii. Secondary research The purpose of the secondary research is to determine the athlete’s reputation in the media, and whether or not that has any impact on the organization. In this section, the author investigates how different media outlets portray each athlete, as well as how big an impact their reputation has on the success of their non-profit. 41 Lance Armstrong Lance Armstrong’s name and image have now become synonymous with LIVESTRONG and his image has come to represent hope and determination. “Lance Armstrong, in my opinion, is the personification of the hopeful side of cancer. He’s living proof that we’ve made great progress in understanding and treating the disease,” lv said John R. Seffrin, CEO of the American Cancer Society, indicating that his image is important to the success of his foundation. Furthermore, his international success has paved the way for important partnerships. This past year in August 2009, Dublin hosted the LIVESTRONG Global Cancer Summit, which was a gathering of world leaders, non-governmental organizations, prominent corporate executives and cancer survivor advocates in support of efforts to address the global cancer burden. The three-day event provided a platform for participants to share their unique perspectives on the fight against cancer and necessary steps for maintaining a sustained world-wide movement. lvi The event was hosted in Dublin immediately following Armstrong’s participation in the Tour of Ireland. lvii Lance’s reputation has brought to LIVESTRONG major medical and political figures, including CNN correspondent Dr. Sanjay Gupta and the Former Prime Minister of Jordan, Faisal A. Al-Fayez, among others. These supporters discuss and educate people about cancer and the need to find a cure. It is because of Lance Armstrong’s continued fight for cancer awareness that this summit was even possible. Jonathan S. Thomas, president and CEO of American Century Investments said that he is “honored to participate in the premiere LIVESTRONG Global Cancer Summit, an event that will bring together scores of like-minded voices committed to making cancer a global priority. All of us at American Century Investments are proud to be foot soldiers in the war against an enemy that knows no borders and claims eight million lives each year.” lviii 42 Armstrong’s international image has prompted leaders worldwide to make cancer a priority. Lance Armstrong is the personification of fight, determination and physical strength. What he has accomplished on the bike is unparalleled and gives people the inspiration to follow in his footsteps. His image of physical excellence has allowed for a partnership with Nike, the largest athletic clothing company in the world. Lance Armstrong is the ultimate athletic brand: an extraordinary winner, a cancer survivor who rebuilt his body into an endurance machine, an effective corporate spokesman and an outspoken activist. lix This partnership has both globalized the name, as well as garnered revenue for the foundation; 100% of the proceeds of the LIVESTRONG Nike merchandise go directly to the Lance Armstrong Foundation. The Lance Armstrong merchandise often features the color yellow, the signature color of the organization and Armstrong. It has recently been a common marketing practice to associate a particular disease with a particular color, for example, pink for breast cancer, red for heart disease or a rainbow for AIDS, however, the Lance Armstrong Foundation has been successful in identifying itself with the color yellow, thus associating the organization with this color. The color yellow was chosen in honor of the “yellow jersey,” which is worn by the leader of the Tour de France; one that Armstrong has worn many times during his career. Richard Sandomir, writer for The New York Times, wonders how many other athletes could, or would, be marketed as Armstrong is by Nike, with a commercial that is a clip from the news conference in which he announced that he had testicular cancer? Or with an apparel and footwear line, made by Nike, called 10/2 for the date of the cancer 43 diagnosis? lx Through this partnership, Nike has helped raise $80,000,000 for the fight against cancer. Armstrong’s biking prowess also receives major coverage. A fraternity from the State University of New York chose LIVESTRONG as its philanthropy because of their respect for Armstrong’s accomplishments. The men hosted a 12-hour bike-a-thon in which the members kept the pedals moving the entire time. lxi The inspiration behind the bike-a-thon is to honor Armstrong’s tremendous success on the bike, and the reason his organization has been successful. In 2009, LIVESTRONG launched the Global Cancer Campaign designed to support the 28 million cancer patients around the world, and to encourage nations to make cancer a priority. It received advice on the global campaign from former US president Bill Clinton, who has served as mentor and strategic advisor to the foundation. lxii The campaign was able to go global for a few reasons: Lance is a professional and famous athlete, he is an international hero and he has spent countless hours working at his organization and in the fight against cancer. He is respected for his accomplishments and his image entices people to become involved. Doug Flutie Doug Flutie is not a name that you hear on an every day basis. He is not often photographed or covered in the media, unless he is broadcasting a football game during football season. His organization does not generate the same level of press coverage as LIVESTRONG. However, Flutie uses his professional football past to create buzz in the football world. He gets other athletes to participate in his organization, which helps spark 44 the public’s interest. Flutie uses his fame to travel around the U.S. speaking about his career and about autism awareness, showing the public that Flutie is indeed dedicated to his philanthropy. Speaking to an assembly at the University of North Carolina, Flutie said, “While growing up in Florida, money was tight, but it made me appreciate opportunities even more. Once you realize that dreams are possible, the door is wide open. No one is going to walk up and hand you an opportunity, you have to get it.” lxiii Flutie lived his life with a “never give up” attitude, an attitude which helped him achieve success. This attitude is what he tries to instill into the families benefiting from the foundation, giving them hope that they will be able to provide the resources necessary for their children. His positive attitude encourages corporations to become involved in the foundation, ensuring its financial success. Flutie’s positive outlook on life is recognized in both the autism patients and the sports world. In 2009, during the US Open, the USTA honored athletes who are active in charities. It honored those who “give back” to the community. Doug Flutie was recognized along with former tennis star Andre Agassi, former women’s soccer player Mia Hamm and former NBA center David Robinson at the ceremony. Lucy S. Garvin, USTA Chairman of the Board and President said, “These four athletes are the epitome of what the USTA, as a key component of our mission, strives to achieve every day of every year—to give back to a sporting public that has given so much to us” lxiv -which is what athletes strive to do. Sunlife Financial is the partner of the Celebrity Golf Classic, an event planned by the Doug Flutie Jr., Foundation. Sunlife Financial is a large financial services company 45 that co-hosts the event with Doug Flutie. Chris Quinn, VP of Strategic Performance, acknowledges this partnership saying, “Sunlife has been a proud supporter of the Flutie Foundation since its inception and we’re especially proud of this year’s success. Sunlife believes it is an important responsibility to give back to the community where we live and work, and our relationship with the Doug Flutie, Jr. Foundation for Autism is a great example.” lxv Like the partnership between LIVESTRONG and Nike, this partnership is imperative to the Flutie Foundation; it ensures both a significant donation for the year, as well as ensuring a more publicized event with better attendance. The Celebrity Golf Classic brings in one-fifth of the revenue of the foundation for the year, which indicates that this partnership works. Active celebrity involvement gives the organization an advantage so the public has someone to identify with, instead of a name next to an empty picture. Dan Marino, former NFL player, Jenny McCarthy, actress, and Holly Robinson Peete and Rodney Peete, actress and former NFL player respectively, each have a child with autism, and are active in the fight. They are helping the National Autism Association (NAA) compete for a $1 million grant, provided by Chase, to significantly broaden its existing assistance programs, which address the most critical needs among families impacted by autism. lxvi The NAA uses these celebrities to help their cause and to help them win the grant. Non- profit organizations including the Doug Flutie Jr., Foundation for Autism and the HollyRod Foundation (founded by Holly Robinson Peete and Rodney Peete) have gotten involved in the effort to shed light on what had become a national health emergency. lxvii 46 Alonzo Mourning The media loves to write about Alonzo because of his great heart and his constant charitable acts. His personal image has now changed from the beast on the court to the beauty of the communities in Miami, and people have noticed. Mourning is now most often shown in the media because of his charity, and this is undeniably one of the biggest factors in his success. The people of Miami love Alonzo and, even after retirement, he is still considered a hero. He is revered in South Beach because he has given so much of his time and so much of his money to local charities. lxviii While Mourning was playing in the NBA, he was known for his tenacity, his skill and his determination to win a championship. For the Miami Heat, Mourning was so popular his number “33” has been retired. Image is everything in the NBA and today the league and the Heat will be basking in the legacy Mourning left, the lives he touched and the personal achievements he attained could be viewed as Hall of Fame worthy. lxix His reputation on the court has paved the way for the support of the NBA, allowing him to create influential partnerships with those involved in the professional basketball community. In October 2009, Mourning and his youth center, the Overtown Youth Center, partnered with the University of Miami Miller School of Medicine to create a free health clinic for the children, and their families, at the OYC. The University of Miami Miller School of Medicine is one of the top medical schools in the country. This partnership demonstrates another key support system—that of the educational and health communities. For many years, the Miller School of Medicine has provided compassionate health care that has made a difference in the lives of thousands of people 47 in Overtown. That longstanding relationship, built on the Miller School’s commitment to the community, took another leap forward. lxx This partnership is an unprecedented opportunity for the families in Overtown to receive the care they need. Mourning himself said, “this relationship is truly a blessing. It will give us an opportunity to recognize some of the obstacles that might keep our young people from getting an education…I truly know that if they don’t have their health, it will be difficult for them to focus on the things that will make them successful.” lxxi One thing that most professional athletes have is money, and many have more money than they know what to do with. Mourning is one of the few who donated his entire 2005 salary to local charities, both that serve underprivileged youth, as well as those that focus on kidney disease. Of this, he said that “the impact of the money is important, but it’s also to create awareness about the impact these organizations are having on people’s lives. The more we are able to make people aware of that, the more likely we are to find solutions for these problems.” lxxii The purpose was not to create publicity for himself; it was to create publicity for the organizations helping the people of Miami. For the last 13 years Mourning regularly headlined the all-star game during his event Zo’s Summer Groove, but this year he moved behind the bench after assembling a roster that includes LeBron James, Carmelo Anthony and Dwyane Wade. lxxiii Like Flutie, Mourning is trying to take the focus off of him and put it onto his organization, making the children the number one priority. On January 12, 2010, a 7.0 earthquake hit the city center of Port-au-Prince, Haiti. The quake devastated the city as well as the people of the country. Many lost family members and their homes in this tragedy. There is a large Haitian community in Miami 48 and all throughout South Florida, and this disaster severely affected these people. Within a few days of the quake, Alonzo Mourning, feeling the obligation to help his friends and neighbors, went to Haiti to help with relief efforts and was available to help with whatever was needed. Because of their status, he and close friend Dwyane Wade (guard for the Miami Heat) were able to visit Haiti when not very many people could. Mourning spent about 36 hours in Haiti last week, traveling with Miami-based Project Medishare. The retired all-star worked at a makeshift hospital and assisted rescue workers and first responders in the devastated capital of Port-au-Prince get badly needed supplies, like water, food and medical supplies. lxxiv Mourning’s help did not stop with his trip to Haiti. Mourning and Wade founded a relief fund called the “Athletes Relief Fund for Haiti” which has already raised almost $1 million. Mourning has personally donated $100,000 to the fund, and other NBA stars such as Chris Paul, LeBron James and Kevin Durant have donated equal amounts of money. While in Haiti, Mourning was featured in the daily news, and the images of Mourning carrying orphans out of the rubble and helping in hospitals, prompted the children of the Overtown Youth Center to begin a food and clothing drive to send supplies to Haiti. T.K. Pratt said the support of these children was overwhelming and that they wanted to do whatever they could to help. Mourning inspired these children to give back, even though they did not have much themselves. Pratt said this action touched Alonzo in a way that words cannot describe and the pride he feels for these children is unparalleled. 49 Summary of Findings To an athlete, image is everything. Image will help you keep your position in professional sports, it will help build a fan base and it will help build the respect from sports leaders worldwide. Respect is a key ingredient in the success of a charity because it opens the door to innovative and helpful partnerships with influential people or organizations. Without respect, these partnerships would not be possible and opportunities for expansion and financial growth would be lost. Professional athletes are able to earn the admiration of the public much easier than a regular citizen, thus allowing for the development of useful partnerships, aiding in the success of a charity. Another key ingredient to the success of an athlete’s organization is to stay current in the media. The athlete’s public image makes this possible. Although being covered in the media is important to staying current, athletes should take advantage of using social media as a way to promote their events and getting the public involved. Social media is quickly becoming the fastest way to communicate with the public and to get your news out. For example, after the earthquake struck Chile on February 27, 2010, residents quickly used Facebook and Twitter to relay messages to their family members and to local news stations. Television news anchors used these sites to post useful information about where to find food and water for those affected by the quake lxxv . Following the disaster, the traditional media focused on hard news—death tolls, rescue efforts, government announcements and images of lootings—while social networking tools such as Twitter, Facebook and some Google applications have been at the forefront of transmitting highly localized information. lxxvi 50 Social media is not only helpful in relaying important information from news stations to the public. It can also be used for athletes to inform their fans about important events in their own lives. This method allows their followers to develop a personal connection with the athlete, making them feel that they are important in the star’s life. Lance Armstrong takes advantage of the flourishing industry and uses his Twitter account daily to remind people of the importance of cancer awareness and “living strong.” He consistently acknowledges cancer survivors and praises those who are winning their battle. Armstrong also uses this form of media to include the public in the details of his personal life, by constantly publishing his cycling mileage for the day, what tournament he is participating in, or what summit he is involved in. However, in each of his updates, he reminds his followers of his cancer battle and how important it is in his life. For example, on February 12 th 2010, he “tweeted,” “Golfed w/ @college6 today. On one tee I couldn’t find my ball. I said, ‘you take my ball college?’ He replied, ‘no, cancer did’ lxxvii .” Although this was intended to be a joke, it demonstrates the importance of cancer in his life, and by publishing it, he opens the possibility that the rest of his followers will make it important in their lives as well. Twitter and Facebook can be a great opportunity for the athlete to become or stay connected with the public. Utilizing these tools can significantly increase the interest and popularity of your organization, simply by letting the followers feel a personal connection to the athlete. This is demonstrated in Lance Armstrong’s consistent use of his Twitter account and in the amount of followers he has inquiring about his whereabouts and his life. Those who follow his daily updates will be more aware of events planned by LIVESTRONG and will be more inclined to attend. Followers are given VIP access into 51 the life of their favorite athlete, giving them a more intimate and personal relationship. In addition, staying in the media is essential so as not to allow the community to forget the athlete after retirement. By sending daily updates, the athlete is able to remain in the forefront of the public mind, reminding their followers of the importance of their organization. 52 Chapter 4 Endnotes xl Information from Teresa Castro. E-mail interview. 6 November 2009 xli Ibid. xlii “LIVESTRONG Challenge Seattle.” The Lance Armstrong Foundation. 1 March 2010. <http://www.livestrong.org/site/c.khLXK1PxHmF/b.5691527/k.3F4E/TEAM_LIVESTR ONG__Seattle_Challenge.htm>. xliii “World Marathon Majors.” Wikipedia. 8 February 2010. <http://en.wikipedia.org/wiki/World_Marathon_Majors>. xliv “Lance Armstrong Foundation 2008 Annual Report.” Lance Armstrong Foundation. 2010 Lance Armstrong Foundation. 5 November 2009. <www.livestrong.org/atf/cf/{D0794917-422c-499c-9c48- 9ED3DDC42947}/LAF_2008_annual_report.pdf xlv Ibid. xlvi “About us: Board of Directors.” The Lance Armstrong Foundation. 20 December 2009. <www.livestrong.org/site/c.khLXK1PxHmF/b.2661057/k.BEF3/Board_of_Directors.htm >. xlvii Information from Kerri Kennedy Blume. Telephone interview. 20 November 2009 xlviii “Mission.” The Doug Flutie Jr., Foundation for Autism. 2010 Doug Flutie Jr., Foundation. 20 December 2009. <www.flutiefoundation.org/About-the-Foundation- Mission.asp>. xlix “Doug Flutie Foundation for Autism.” Charity Navigator. 2010 Charity Navigator. 23 November 2009. <www.charitynavigator.org/index.cfm?bay=search.summary&origid=8742- DougFlutieFoundation>. l “The Doug Flutie Jr., Foundation for Autism, Inc. 2009 Grant Recipients.” The Doug Flutie Jr., Foundation for Autism. 2010 Doug Flutie Jr., Foundation. 6 December 2009. <http://www.flutiefoundation.org/Grants-2009-Grant-Recipients.asp>. li “2009 Grant Guidelines.” The Doug Flutie Jr., Foundation for Autism. 2010 Doug Flutie Jr., Foundation. 6 December 2009. <www.flutiefoundation.org/Grants-Grant- Applications.asp>. lii Information from T.K. Pratt. Telephone interview. 9 February 2010. liii “Overview.” Alonzo Mourning Charities. 2009 Alonzo Mourning Charities, Inc. 20 December 2009. <www.amcharities.org/overview/>. liv “Alonzo Mourning Charities, Inc.” Charity Navigator. 2010 Charity Navigator. 23 November 2009. <www.charitynavigator.org/index.cfm?bay=search.summary&orig=11084>. lv Allen Salkin. “It’s not about the bike.” The New York Times. 22 June 2008: Section ST: 1. lvi “American Century Investments; American Century Investments President & CEO Jonathan Thomas to participate in LIVESTRONG Global Cancer Summit in Dublin, Ireland.” Biotech Business Week. 24 August 2009: 1483. 53 lvii “LIVESTRONG Global Cancer Summit to be held in Dublin, Ireland in August.” The Lance Armstrong Foundation. 2009 Lance Armstrong Foundation. 24 March 2010. <http://www.livestrong.org/site/apps/nlnet/content2.aspx?c=khLXK1PxHmF&b=266107 9&ct=6777191>. lviii Ibid., Biotech Business Week. lix Richard Sandomir. “Stages in the global branding of the Tour de Lance are about to begin.” The New York Times. 26 July 2005: D7. lx Ibid. lxi Brendan Kinney. “Fraternity to host LIVESTRONG bike-athon.” US Fed News Service, Including US State News. 10 November 2009. lxii Eithne Donnellan. “Lance Armstrong Foundation.” The Irish Times. 5 August 2009: lxiii Amber Rach. “Hall of Famer Doug Flutie inspires audiences at University of North Caroline-Pembroke.” US Fed News Service, including US State News. 2 April, 2009. lxiv Chris Widmaier. “USTA to celebrate athletes who ‘give back’ at the 2009 US Open in special on-court ceremony opening night—August 31.” USTA Press Release. 27 August, 2009. 13 November 2009. <www.flutiefoundation.org/uploadDocs/US%20Open%20Press%20Release.pdf>. lxv Karen Pevenstein. “8 th Annual Doug Flutie Jr., Celebrity Golf Classic presented by Sunlife Financial raises over $250,000 for Doug Flutie, Jr. Foundation for Autism.” Ebben Communications. June 2007. <www.ksportsent.com/images/flutiegolf07.pdf>. lxvi Wendy Fournier and Rita Shreffler. “Celebrities lend star power to ‘Chase the Hope for Autism’ and $1 million in autism funding.” PR Newswire. 22 January 2010. <www.prnewswire.com/news-releases/celebrities-lend-star-power-to-chase-the-hope-for- autism-and-1-million-in-autism-funding-82147602.html>. lxvii Ibid. lxviii Frank Zicarelli. “No tears for Alonzo.” The Toronto Sun. 23 January 2009: pg. S5. lxix Ibid. lxx R.C. Jones. “Miller School and UHealth partner with Alonzo Mourning Charities and Overtown Youth Center to launch clinic.” University of Miami. 30 October, 2009. 15 November 2009.<www.everitas.univmiami.net/2009/10/30/miller-school-and-uhealth- partner-with-alonzo-mourning-charities-and-overtown-youth-center-to-launch- clinic/print>. lxxi Ibid. lxxii “Alonzo Mourning donates entire salary to Charity.” The Associated Press. 2005. 15 November 2009. <www.blacknews.com/pr/alonzo101.html>. lxxiii Anthony McCarron, Julian Garcia, and Ebenezer Samuel. “The Score hears…Toad you he’d be back.” Daily News (New York). 5 July, 2009: pg. 57. lxxiv Tim Reynolds. “Haitian relief fund founded by Mourning, Wade already raises over US $800,000.” The Associated Press. 19 January 2010. 20 January 2010. <http://sports.sympatico.ca/NBA/ContentPosting.htm?newsitemid=185541931&feednam e=CP-SPORTS- BASKETBALL&show=True&number=3&showbyline=True&abc=abc>. 54 lxxv Victor Herrerro. “Internet-savvy nation taps tweets.” USA Today. 2 March 2010: 6A lxxvi Ibid. lxxvii Lance Armstrong. Twitter. 12 February 2010. <www.twitter.com/lancearmstrong> 55 Chapter 5: Recommendations to Alonzo Mourning Charities After extensive research and analysis, the author will offer recommendations to Alonzo Mourning Charities, so as to broaden its audience, participants, programs and public relations implications. i. Create a scholarship fund: While looking at other athletes’ philanthropies I noticed that some offer a scholarship fund for students who excel in school. One of the main focuses of AM Charities is to enrich the educational development of the children of the youth center, and offering a scholarship, to either a private high school or college, to a few students would be a great way to exemplify this ideal. This could encourage students to study hard to receive the scholarship, while teaching them the value of hard work. The students come from low-socioeconomic families who often cannot afford to send their children to college. The scholarship would allow a child to attend a good school and receive a great education, which they may not have been able to do without the fund. In addition, Mourning could find some institutions to endow the scholarships in his name, therefore increasing the number of available scholarships. The charity could start with Florida colleges and universities and later expand out of Florida and into the rest of the United States. ii. Internship opportunities: One of the most important things for a high school student to learn is business skills. Alonzo Mourning Charities caters to children ages 6-18, and it could offer internship opportunities for the high school children who attend the youth center. For instance, a child could work in the front desk of the youth center, or help 56 organize activities for Honey Shine. The child would get little pay, but would gain valuable work experience that they can take with them to their next job. The organization could potentially add to the partnership with the University of Miami Miller Medical School, offering chances for students interested in medicine to intern at the hospital or urgent care facilities to learn more about medical and health care. Not only will this help the children decide what medical field they want to go into, but also this experience will help them get into college and later on, medical school. iii. Mentorships: Many of the young kids in Overtown do not have much guidance from their parents and the only advice they receive is from their teachers and the staff at the OYC. Mourning could appoint successful community members in Miami to mentor a child from the youth center. This partnership will greatly impact the lives of these children. It will expose them to life outside of Overtown, demonstrate what is possible if they work hard, and it will provide them with someone to guide them through life. This is a fantastic opportunity for the organization to further the enrichment programs and further help the children. iv. Center for the parents to use computers: The Overtown Youth Center could offer classes during the weekends for parents to learn how to use computers and learn how to do their taxes, manage their money and operate useful programs. Learning basic computer programs will allow the parents to look for better jobs in which they can use their new skills. The computers would be available all day for the parents to use if they do not have a computer in their house. The organization does not need to build a new 57 facility, it could simply open the rooms during the weekends, when the children do not use the center. During this time, the center should also offer educational classes for the parents to further their education. This is a chance to teach the families more skills in order to get better jobs to support their families. It will also show the public that the organization cares about the development of the families as well as the development of the children. v. After school programs at different schools in Miami with mentors and tutoring: Since Alonzo Mourning Charities has not yet opened another youth center, it could create small after school programs at local elementary, middle and high schools in Miami, with hired AM Charities associates to lead the programs. Children could attend these programs for help with their homework, studying for tests and to help encourage the children to finish high school and go to college. This is a way for many other children to get some of the same benefits as those who attend the OYC, even though they cannot spend time at the center. vi. Open more centers throughout Miami and South Florida: As mentioned earlier, the Overtown Youth Center has proven to be influential in the lives of young children living in low socio-economic areas. Mourning should open more centers in different areas in Miami and the rest of South Florida to accommodate more children. Miami is a very culturally diverse community, housing Cubans, Puerto Ricans, Haitians, South and Central Americans, and even those from the Caribbean and the Philippines. For instance, Immokalee, near Naples, Florida, is home to many Haitians who are in the same situation 58 as those in Overtown. A youth center in Immokalee would help these children become motivated to excel in school and help prevent violence at school and at home. Expanding out of Miami would appeal to a larger demographic around South Florida. vii. Encourage the community to start their own fundraising: The Lance Armstrong Foundation encourages members of different communities around the U.S. to start their own fundraising events to raise money for LIVESTRONG. Although Mourning’s Haiti relief efforts have inspired the children of Overtown to organize a food and clothing drive to send to Haiti, it would be great if more communities around Miami and South Florida did the same. Once Haiti becomes more stable, these communities could then organize events to raise money for the Overtown Youth Center and Honey Shine as well as for Zo’s Fund for Life. The public will be able to participate in the charity without donating large amounts of money or attending events. This could also appeal to communities in other states who want to become involved but are unable to attend the events hosted by AM Charities. The money generated from these fundraising events could be used to build more centers in other areas or to expand the current programs. viii. Sponsor a home in Haiti: Alonzo Mourning has become involved in Haiti and an opportunity for him to become even further involved is to sponsor a house for a family in Haiti. Although many families in Haiti are in need of shelter at this time, sponsoring one house could potentially inspire others to do the same. This is a big project and will require more visits to Haiti, as well as money to build a new house, however, the results will be unparalleled. 59 ix. Work with other athletes to build a youth center in Haiti: In addition to the athletes’ relief fund, Mourning could work with these athletes to use donations to build a youth center for the children in Haiti. This center will offer a place for them to have shelter, food, tutoring, mentors and financial support. With many of the buildings in Port- au-Prince destroyed, the youth center would provide a safe haven for the children. This will allow Mourning to continue his help in Haiti as well as giving back to the Haitians who he has shared a neighborhood with for years. This will also offer an opportunity for other athletes to become involved in Haiti and in Mourning’s charity. x. Work with Georgetown University: Georgetown University was a large part of Mourning’s life and he is still involved in the school and interested in the basketball program. His coach, John Thompson, acted as more than a coach; he was a mentor and was responsible for Mourning’s successful academic career as well his basketball career. An opportunity for Mourning to give back the support he was given by Georgetown would be to organize a summer basketball clinic for children living in Washington, D.C., and the surrounding areas. Current and former GU basketball players may attend the camp and mentor the children and offer tips and encouragement to attend a university to play basketball. John Thompson Jr., Mourning’s coach, as well as his son, John Thompson III, the current coach, could be the coaches of the teams and Mourning could be involved as well. This would inform the D.C. area about the foundation and inspire them to donate and to become involved. 60 xi. Use connections with John Thompson and Patrick Ewing: The close relationship that Mourning has with Thompson could be used to create a new program. He is also close with former Georgetown and NBA center Patrick Ewing. The two were so close that Ewing promised Mourning that he would donate one of his kidneys if Mourning ever needed one. He, like Thompson, greatly influenced Alonzo’s basketball career and offered advice on where to go next. These two basketball legends offer an opportunity for Mourning to partner an event. He could use these relationships to expand his organization into the Georgetown community in the District of Columbia, as well as into New York City, where Ewing played for 15 years for the New York Knicks. Thompson and Ewing would also give the charity more exposure in the NBA. 61 Chapter 6: Primer Do 1. Have an athlete as the founder of the organization. 2. Plan many events throughout the year, each with a different theme, and each with different celebrity appearances for the participants to meet. 3. Portray the athlete as a role model to the young children and an inspiration to those the charity affects. 4. Listen to the athlete and take his/her advice on events and business plans. 5. Demonstrate the effect of the athlete on the charity and why the foundation is important to him/her. 6. Emphasize the importance of donations to the success of the organization. 7. Use the athlete’s image to get helpful partnerships with influential athletes and businesses. 8. Encourage the community to follow in the athlete’s footsteps and organize their own fundraising activities for the charity. 9. Use social media media to your advantage—to market the organization, publicize and get attendance for the events and to establish a personal connection with the community. 10. Arrange for the athlete to make special appearances at the events and at the facilities in order for the participants to establish a relationship with the athlete. 11. Be willing to do whatever it takes to be the best. 62 Don’t 1. Sit back and expect the charity to receive donations based on the athlete alone— plan events and market the organization to get the maximum amount of donations. 2. Start a charity with an athlete that has a bad reputation, or is known on and off the court as having a bad temper—it will be more difficult to get people involved and get them exited about donating. 3. Assume that the athlete will not do any legwork—the athlete is passionate about the people he/she is helping and wants to be involved. Include him/her in every decision; it is his/her idea and charity after all. 4. Co-host every event with another athlete—have a few events planned individually to prove that it can survive on its own, without the help of other athletes. 5. Rely only on donations—if the donations stop, the charity will fail. Make sure that your income comes from both donations and a secondary form of income. The athlete is able to donate large amounts of money to the organization, but it needs other sources to survive. 6. Have a single element charity. It needs to have multiple facets (a few funds, facilities or events) for people to donate to or to participate in. This will create diversity and contrast in the organization. 7. Sit back and weather the recession. If it does not work harder at this time, it will not be successful. Take action and modify and revise the business model, events or programs to fit the state of the economy. 63 8. Blend in with other organizations of the same kind. Find something unique about the organization and focus on that aspect. Show what makes it different and unique and why it is important to the athlete and to the community. 64 Chapter 7: Conclusion Athletes are not often seen as philanthropic people—they are seen as entertainers who work hard to become the best at their respective sport or as spoiled and “entitled.” They represent physical excellence, success and often are admired by people around the world for their athletic achievements. However, it has become more common for an athlete to create a charity in his or her name, raising awareness or money for a cause that is close to his or her own life. Athlete founded charities have proven successful, and have demonstrated reasons why these organizations work. There are four keys to the success of an athlete’s charity: influential partnerships, media coverage, fans and followers and a personal identification with the cause. These ingredients greatly influence the financial success of the organization and are important aspects to include in every charity. Partnerships can greatly influence the success of an organization for many reasons. The first and most important being that it allows for a greater demographic to be involved, ensuring more participation and more donations. A partnership can also provide an opportunity for the athlete to work with a fellow player or coach to host a well- attended event. This will increase the publicity for the organization and expand the interest into other audiences. The three men I have focused on have used their reputations and images to create useful partnerships—ones that significantly affect the organizations. Mourning calls upon the help of fellow NBA players to host events, Armstrong collaborates with his sponsors to develop a line of merchandise benefiting his cause, and Flutie uses his media experience to involve Hollywood and convince former NFL players to join together in the fight for autism. Each of these three methods has proven successful for each charity and demonstrates the power of partnerships. 65 In order to stay current, an organization needs to continue marketing itself in the media, therefore ensuring that the public will not forget about it. Athletes are experienced in the media and have spent most of their professional careers in front of the camera. This experience has allowed for them to continue to be shown after retirement, often by working with their organization. Media coverage is essential to a charity because it helps it stay current and reminds the public of the importance of donations. In the current economy, this is even more important. Athletes generate more coverage than a regular citizen, making it easier to get the charity covered by the media. Alonzo Mourning, even after retirement, is often the subject of Miami news coverage, and is often shown participating in his and other philanthropies. This allows his organization to market itself to the people of Miami and reinforce the goals of the organization. Without media coverage, the charity would be unknown to the public, making it harder to garner the donations necessary for operation. Athletes are celebrities and, like most celebrities, they have fans and followers. Some fans are so loyal that they consider the athlete their hero or idol. Athletes are now able to connect with their fans on a more personal level by using social media outlets such as Twitter and Facebook. These sites let the athlete communicate regularly with his or her fans, allowing them insight into the athlete’s personal life. These social media tools provide a casual, modern way of reminding the fans about the athlete’s organization, and how the public can get involved. The athlete already has many fans, and this resource allows him or her to encourage the fans to donate or participate in the charity. Lance Armstrong has over 2 million followers on Twitter and uses this to his advantage. It has proven a successful way of getting in touch with his fans, and 66 constantly demonstrating the importance of LIVESTRONG to both his own life and those involved. Taking advantage of the athlete’s established fan base, and allowing them to connect with him or her on a personal basis, will open the door for more interest in the charity. The last element that makes an athlete’s charity work is his or her personal identification with the disease. It is important for the athlete to have a connection to the charity, and the best way for this to happen, is for him or her to start a charity benefiting a cause close to his or her heart. Those participating in or benefiting from the charity will take comfort knowing that the athlete has suffered just as they have. Donors will feel an instant connection to the athlete, knowing that he or she is taking it seriously. It is easier for the athlete to get involved if it is special to him or her, but it is even easier for the public to donate, when they know that the athlete will use the money for a good cause. The three charities I focused on each have a founder who is emotionally invested in the cause, demonstrating to the public their dedication to philanthropy. Athlete founded charities can be incredibly successful and beneficial to the community. The athlete is a significant factor in its success if the athlete is willing to put in the work required. Each of these three charities help hundreds of people around the United States, and each athlete is considered a role model to those involved in the organization. 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Whiteside, Kelly. “Flutie in Hall of Fame on more than ‘Hail Mary;’ total of 14 more are recognized.” USA Today. 10 May 2007: 8c. 75 Widmaier, Chris. “USTA to celebrate athletes who ‘give back’ at the 2009 US Open in special on-court ceremony opening night—August 31.” USTA Press Release. 27 August, 2009. 13 November 2009. <www.flutiefoundation.org/uploadDocs/US%20Open%20Press%20Release.pdf>. “World Marathon Majors.” Wikipedia. 8 February 2010. <http://en.wikipedia.org/wiki/World_Marathon_Majors>. “World Vision.” Charity Navigator. 2010 Charity Navigator. 2 March 2010. <http://www.charitynavigator.org/index.cfm?bay=search.summary&orgid=4768> Wulff, Jane. “Bowled Over.” The Boston Globe. 12 January 2009: Pg. G2. Zicarelli, Frank. “No tears for Alonzo.” The Toronto Sun. 23 January 2009: pg. S5. 76 Appendix A (Information from United States. International Revenue Services. SOI Tax Stats-Charities and other Tax-Exempt organizations statistics. 2005. <www.irs.gov/taxstats/charitablestats/article/0,,id=97176,00.html>) Table 1. Form 990 Returns of 501(c)(3) Organizations: Balance Sheet and Income Statement Items, by Asset Size, Tax Year 2006 [All figures are estimates based on samples--money amounts are in thousands of dollars] Item Total Asset size Under $100,000 [1] $100,000 under $500,000 $500,000 under $1,000,000 $1,000,000 under $10,000,000 $10,000,000 under $50,000,000 $50,000,000 or more (1) (2) (3) (4) (5) (6) (7) Number of returns 237,653 67,251 64,213 28,383 59,105 12,713 5,986 Total assets 2,547,156,696 2,644,083 16,305,557 20,397,032 193,204,642 272,776,279 2,041,829,102 Cash 54,554,065 1,378,451 3,542,523 2,491,890 11,923,358 9,818,216 25,399,628 Savings and temporary cash investments 165,196,937 532,947 4,472,969 4,420,202 22,887,242 23,958,299 108,925,278 Accounts receivable (net) 120,930,023 115,912 869,435 831,528 10,243,465 14,866,382 94,003,301 Pledges receivable (net) 48,645,926 * 14,435 199,341 293,838 4,599,542 8,228,970 35,309,800 Grants receivable 14,967,531 61,971 384,469 428,911 3,775,610 3,591,370 6,725,200 Receivables due from officers, etc. 353,454 14,866 * 10,692 * 52,585 80,389 31,013 163,909 Receivables due from disqualified persons 157,207 0 0 0 * 3,375 * 1,217 152,615 Other notes and loans receivable 100,179,793 4,199 111,197 435,916 4,747,898 5,609,124 89,271,459 Inventories for sale or use 14,088,684 35,643 165,831 332,115 1,478,232 2,289,485 9,787,377 Prepaid expenses and deferred charges 21,996,875 34,050 152,311 110,187 1,783,033 2,596,720 17,320,574 Investments in publicly-traded securities 703,524,195 23,293 1,043,782 2,362,560 29,271,254 58,393,426 612,429,880 Investments in other securities 205,971,957 * 8,845 354,460 367,842 6,656,265 14,292,672 184,291,872 Investments in land, buildings, and equipment 35,657,973 46,003 542,610 934,298 6,730,474 6,849,324 20,555,263 Other investments 279,831,332 20,277 403,301 604,875 10,181,469 17,358,058 251,263,351 Land, buildings, and equipment for charitable purposes 632,678,295 292,099 3,714,936 6,143,651 70,326,753 88,304,654 463,896,201 Other assets 148,422,445 61,091 337,697 586,631 8,516,284 16,587,348 122,333,394 Total liabilities 931,800,259 1,814,042 3,989,541 4,755,824 69,892,389 100,837,472 750,510,992 Accounts payable 162,682,823 480,848 990,925 1,030,842 14,245,591 18,968,227 126,966,390 Grants payable 14,315,757 * 8,406 152,286 * 120,427 1,314,999 1,798,667 10,920,973 Support and revenue designated for future periods 45,713,265 91,703 402,465 486,781 4,481,111 8,499,369 31,751,835 Loans from officers, etc. 950,738 87,825 94,556 * 105,654 191,035 88,651 383,019 Tax-exempt bond liabilities 311,363,209 0 0 0 3,531,830 20,301,369 287,530,010 Mortgages and other notes payable 194,296,580 825,270 1,786,882 2,289,305 35,912,940 33,985,740 119,496,443 Other liabilities 202,477,887 319,991 562,426 722,816 10,214,883 17,195,449 173,462,322 Net assets 1,615,356,436 830,042 12,316,016 15,641,207 123,312,254 171,938,808 1,291,318,110 77 Total revenue 1,367,922,825 13,024,308 24,652,014 19,818,993 157,130,835 181,533,770 971,762,905 Total contributions, gifts, and grants received 301,617,358 7,125,357 12,675,364 9,045,541 65,631,479 56,588,750 150,550,867 Contributions received from donor-advised funds 10,368,453 134,957 206,693 276,932 682,363 671,704 8,395,804 Contributions received from direct public support 150,214,837 5,079,364 6,703,301 5,122,674 28,626,371 32,234,797 72,448,330 Contributions received from indirect public support 26,049,161 207,965 665,516 396,308 3,186,007 2,150,642 19,442,723 Government grants 114,984,906 1,703,070 5,099,854 3,249,626 33,136,738 21,531,607 50,264,011 Program service revenue 919,572,343 4,479,088 9,272,620 8,647,312 79,919,434 109,421,182 707,832,707 Membership dues and assessments 8,734,691 537,769 866,525 486,341 1,990,606 2,323,888 2,529,561 Interest on savings and temporary cash investments 9,480,661 21,314 165,878 196,412 1,248,863 1,425,673 6,422,521 Dividends and interest from securities 26,609,301 10,603 79,566 141,413 1,432,831 2,590,860 22,354,029 Net rental income (loss) 2,827,854 33,197 99,477 129,795 483,926 484,309 1,597,149 Gross rents 5,944,670 36,887 139,028 211,815 912,040 950,415 3,694,484 Rental expenses 3,116,815 * 3,691 39,551 82,020 428,113 466,106 2,097,334 Other investment income 9,136,729 4,547 21,500 39,918 463,911 546,285 8,060,568 Total gain (loss) from sales of assets 59,090,226 23,379 41,196 128,548 1,037,817 3,738,847 54,120,439 Gain (loss), sales of securities 53,679,436 17,667 25,364 50,820 1,263,548 3,085,518 49,236,519 Gross amount from sales 676,926,289 76,107 252,229 1,006,325 12,879,501 31,424,060 631,288,068 Cost or other basis and sales expense 623,246,853 58,439 226,865 955,505 11,615,952 28,338,542 582,051,549 Gain (loss), sales of other assets 5,410,789 5,712 15,831 77,728 -225,731 653,329 4,883,920 Gross amount from sales 14,865,047 619,285 34,129 155,626 2,032,169 1,601,010 10,422,828 Cost or other basis and sales expense 9,454,258 613,573 18,297 77,898 2,257,901 947,681 5,538,908 Net income (loss), special events and activities 3,740,691 497,522 747,154 458,307 1,302,507 405,767 329,434 Gross revenue 9,874,173 1,315,571 2,465,771 1,255,451 2,570,927 1,153,375 1,113,077 Direct expenses 6,133,482 818,049 1,718,617 797,144 1,268,421 747,608 783,643 Gross profit (loss), sales of inventories 6,021,543 137,414 382,482 294,031 1,355,493 1,727,268 2,124,855 Gross sales minus returns and allowances 13,962,301 326,958 633,493 779,030 3,453,848 4,037,801 4,731,171 Cost of goods sold 7,940,759 189,544 251,011 484,999 2,098,355 2,310,532 2,606,316 Other revenue (loss) 21,091,422 154,115 300,250 251,375 2,263,966 2,280,942 15,840,774 78 Total expenses [2] 1,227,644,870 14,258,644 23,550,525 19,014,051 149,297,319 167,523,123 854,001,208 Program services 1,055,672,320 12,190,602 20,183,882 15,924,583 127,096,995 143,206,633 737,069,626 Management and general 150,890,262 1,652,797 2,870,749 2,586,658 18,810,327 20,679,860 104,289,871 Fundraising 14,425,752 339,514 481,122 478,399 3,019,738 2,695,213 7,411,765 Payments to affiliates 6,656,532 75,730 14,770 * 24,411 370,257 941,417 5,229,947 Excess of revenue over expenses (net) 140,277,953 -1,234,337 1,101,488 804,941 7,833,516 14,010,647 117,761,697 * Estimate should be used with caution because of the small number of sample returns on which it is based. [1] Includes returns with zero assets or assets not reported. [2] The differences between "total expenses" shown in this table and "total functional expenditures" shown in Table 2 are due to payments to affiliates, which are not considered functional expenditures. NOTES: Data exclude private foundations, most organizations with receipts less than $25,000, most churches, and certain other types of religious organizations. Detail may not add to totals because of rounding. Source: IRS, Statistics of Income Division, August 2009. 79 Appendix B (“Lance Armstrong Foundation.” Guide Star. Form 990. 2010, Guide Star USA. 2 March 2010. <http://www2.guidestar.org/organizations/74-2806618/lance- armstrong-foundation.aspx>.) 80 81 82 83 Appendix C (Information from “The Doug Flutie Jr Foundation for Autism Inc.” Guidestar. Form 990. 2010, Guidestar USA. 2 March 2010. <www.guidestar.org/FinDocuments//2008/043/543/2008-043543134-05944a2f-9.pdf>.) 84 85 86 87 Appendix D (Information from “Alonzo Mourning Charities, Inc.” Guide Star. Form 990. 2010 Guide Star USA. 2 March 2010. <http://www2.guidestar.org/organizations/65- 1075983/alonzo-mourning-charities.aspx>.) 88 89 90

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Asset Metadata

Creator Perez-Silva, Alessandra (author)

Core Title Sports PR trends in the second decade of the 21st century: why sports legends' non-profits work

School Annenberg School for Communication

Degree Master of Arts

Degree Program Strategic Public Relations

Publication Date 04/29/2010

Defense Date 05/14/2010

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag Communication,journalism,non-profit organizations,non-profits,OAI-PMH Harvest,Public Relations,Sports,sports non-profits,sports public relations,Strategic Public Relations

Place Name USA (countries)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Floto, Jennifer D. (committee chair), Durbin, Daniel (committee member), Kotler, Jonathan (committee member)

Creator Email aliperezsilva@gmail.com,aperezsi@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-m2973

Unique identifier UC1225079

Identifier etd-PerezSilva-3315 (filename),usctheses-m40 (legacy collection record id),usctheses-c127-310082 (legacy record id),usctheses-m2973 (legacy record id)

Legacy Identifier etd-PerezSilva-3315.pdf

Dmrecord 310082

Document Type Thesis

Rights Perez-Silva, Alessandra

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Repository Name Libraries, University of Southern California

Repository Location Los Angeles, California

Repository Email cisadmin@lib.usc.edu