SPCA Fundraising Event - Coursework Example

Running Header: SPCA FUNDRAISING EVENT SPCA Fundraising Event: Strategic Plan BY YOU YOUR SCHOOL INFO HERE HERE SPCA Fundraising Event: Strategic Plan Description of Current Status The Society for the Prevention of Cruelty to Animals (SPCA) was founded in 1866 and maintains a mission to “provide effective means for the prevention of cruelty to animals throughout the United States” (ASPCA, 2014, p.1). The organization’s vision is to transform the United States into a nation where all animals, of every variety, are guaranteed human kindness and respect. The organization maintains three divisions, including Animal Health Services, Community Outreach, and the Anti-Cruelty Group, each with specific obligations to ensure the mission of the organization is achieved. The activities associated with the SPCA’s three divisions require significant funding in order to ensure all policy initiatives are fulfilled in an environment where the rising costs of supplies, labor and general operations continue to rise. Currently, the SPCA is witnessing depleting of available funds and diminished donations from the community due largely to budget cuts within local and national governments and citizen apathy toward providing critical financial donations to the organization. Concurrently, competition from legacy charity organizations and emerging non-profits are contributing to lack of available funding for the SPCA as these organizations compete for charitable donations. If the SPCA does not radically improve its procurement of critical revenues, it is projected that the organization will have to downsize its labor force, restructure the organization, and abandon many national programs designed to foster anti-cruelty initiatives that service the organization’s mission goal. The Society for the Prevention of Cruelty to Animals must fund a wide variety of different activities and programs to achieve the organization’s mission successfully. This includes financial support for the following activities and facilities: Animal Hospital Poison Control Center Mobile Spaying and Neutering Clinic Field Response Teams Forensic Sciences Animal Behavior Center Adoption Center Government Relations Division Veterinary Outreach In addition to the above support divisions requiring financial funding, the SPCA maintains a grant program which provides to various non-profit animal welfare organizations, rescue groups and animal shelters. In 2013, the SPCA provided over $17 million in grants for organizations that service the SPCA mission goals. However, with depleting available funds and reduced donations, it is projected that the SPCA will be forced, by 2015, to terminate its grant program which will significantly impact the ability of various animal welfare organizations to provide America’s animals with the care and assistance required. The national impact of the current economic situation within the SPCA could dramatically impact the health and well-being of abused, neglected or mistreated animals throughout the entire nation. Analytics Every year, it is estimated that approximately 3.8 million dogs and cats are euthanized throughout various United States animals shelters (HSUS, 2014). This equates to one animal being put down every 11 seconds in the country and the majority of these animals are healthy and viable for human adoption. The SPCA has been unable to procure quantitative data about pet euthanization as independent shelters are not mandated by government regulations to maintain statistics about their local handling and euthanizing activities (AHA, 2014). The most recent data is from 1997, which indicated that 2.7 million dogs and cats were euthanized throughout the United States. This represents an estimated increase in annual animal destruction activities of 29% year on year. Between 1969 and 2009, the volume of dogs and cats in U.S. residences has increased by over 100 percent (Rowan, 2009). This is due to owners being less diligent about spaying and neutering their pets, which contributes to explosive national growth in the volume of dogs and cats throughout the country. This is why sustainment of the SPCA’s Adoption Centers, Community Outreach Division, Mobile Spay and Neuter Clinics, and Field Response Teams are so critical to reducing the volume of animals being euthanized in an effort to control pet overpopulation. Furthermore, between 1972 and 2007, the cost of providing animal welfare activities across the country has increased from $800 million to approximately $2.4 billion annually (Rowan). Oregon, as only a single example, spends approximately $16 per capita for animal shelters and animal handling activities, which is double the national average. There is such disparity in the volume of expenditures that are required for animal welfare programs that it is difficult to quantify which regions of the country are experiencing the most significant growth in necessary expenditures toward animal welfare initiatives. In Austin, Texas, based on data collection methods between 2006 and 2007, the number of kittens entering animal shelters in the region rose by a whopping 60 percent and 3,633 kittens and adoptable cats were destroyed during this period (ASPCA, 2014). As illustrated, it appears that in the Western region of the United States, the dramatic increase in animal euthanization requires substantial funding and assistance from the SPCA in order to reduce these overwhelming growth rates. Despite the aforementioned troubling analytics, it should be recognized that it appears that marketing by the SPCA is effective in gaining citizen attention and interest in the mission of the organization. Between the 2014 months of August and October, the SPCA Facebook site received substantial growth in fans of the organization in the United States and abroad. Fans increased from 1.1 million to 1.4 million between August 5 and October 28 (Social Bakers, 2014). This would tend to suggest that expenditures in the marketing function are having a positive impact, however not necessarily impacting the volume of donations that are being received by private U.S. citizens across the nation. However, having such a dramatic increase in fans over a short period of time (three months) indicates a positive growth rate in fan base that could contribute to more visibility for the SPCA. Additionally, the SPCA experienced substantial increases in total operational expenses between 2011 and 2012. For the year ending December 31, 2011, the organization maintained total expenses of $144.92 million. Year ending 2012, these expenses increased to $168 million, an increase of 14 percent in only a single year (ASPCA, 2011). The most significant annual expense categories that provided economic burden to the SPCA is increased compensation requirements for support labor, employee benefits expenditures, rent for facilities, and costs of media buys and promotions. Hence, this illustrates that cost-of-living increases throughout the country contribute to necessary salary increases, rising rental prices, and marketing continue to escalate throughout the nation which places significant operational expenditure burdens on the organization. The SPCA, between 2011 and 2012, witnessed a drop in net cash availability of $8.27 million, a reduction from $17.86 million in 2012 and $9.59 million in 2012. Hence, total operational expenses continue to increase throughout the entire country which substantially strains the ability to ensure program viability and sustainment in the long-term. A 47 percent drop in available net cash in a single year represents the severity of the financial problems being faced by the SPCA. The fair value of the company’s many assets continues to drop year-on-year, which represents problems with making future capital asset purchases as the economic environment throughout the United States continues to impact the asset worth of organizations like the SPCA. The SPCA has witnessed substantial drop in its investments, including mutual funds, common stock holdings, and fixed income securities between 2011 and 2012. Hence, it should be recognized that volatility in the current financial markets also represent a substantial threat to sustaining available capital as it relates to non-citizen donations and other government funding. In fact, investment expenses increased by 15 percent in just a single year (ASPCA, 2013). There is growth, however, in university education throughout the entire country as it pertains to educating students about Animal Laws. Renowned higher education institutions such as Michigan State University and Lewis & Clark Law School are now providing students with fundamental education pertaining to this domain of the legal system. Between 2000 and 2009, growth in schools offering this education rose from only nine to approximately 100 (Associated Press, 2009). This is a positive national growth rate which will assist the legal system in prosecuting instances of legitimate animal abuse and maltreatment which, long-term, could provide assistance in operational expenditures by the SPCA pertaining to the Field Response Team division and other important support divisions. The criminal system serves as a deterrent for future cruelty and abuse behaviors which would, theoretically, put less reliance on the SPCA to investigate and attempt enacting prosecuting actions which erode the organization’s available financial capital. Fortunately, in 2014, the Federal Bureau of Investigation has altered its reporting system to classify animal cruelty instances separately from other crimes, which will now provide the SPCA with legitimate, current statistics about the growth rate (or decline) of animal cruelty throughout the country. This will give the SPCA greater knowledge about which regions of the country are experiencing higher instances to assist in coordinating national response teams and support to these regions. Strategic Plan The many animal welfare organizations and animal shelters throughout the United States are reliant on the economic success of the SPCA in order to sustain health and welfare initiatives for animals across the country. The SPCA must be more proactive in order to reduce current and future instances of animal cruelty as this will have long-term implications on the volume of financial expenditures experienced by the organization to support various divisions in pursuit of the SPCA mission. Proactive strategies are the foundation for this report’s strategic plan in order to reduce operational expenditures between 2015 and 2018. To sustain a new vision, “to proactively change the mindset of citizens, legal authorities and law enforcement, and local as well as federal government representatives to adopt the values and beliefs of the SPCA”, the organization must adopt radical new strategic initiatives. Goal 1: Promote an effective spaying and neutering public relations campaign to foster changed social attitudes pertaining to responsible pet ownership. Goal 2: Increase citizen interest in providing necessary donations to the SPCA. Goal 3: Enhance the quality of university education at law schools and other higher education institutions regarding contemporary Animal Laws to assist in prosecuting all instances of animal cruelty. Goal 4: Improve the affordability and convenience of the pet adoption systems across the United States to minimize national instances of healthy animal euthanization. Goal 5: Change alternative investment strategies to provide greater return on investment as a means of improving self-generated financial capital. Goal 1: Spaying and Neutering Marketing Campaign Historically, marketing campaigns designed to change attitudes and promote responsiveness to responsible pet spaying and neutering has met with insignificant return on investment for the SPCA. Major celebrities such as Bob Barker (the Price is Right) and utilization of celebrities such as Sarah McLachlan have produced minimal citizen responses, except in target markets that are attracted to these particular celebrities and public figures. The SPCA requires the development of a public relations campaign that has mass market appeal and can promote effective citizen responses to the importance of controlling the pet population. To achieve the objective of reducing the volume of animals being euthanized across the country by 40 percent by the year 2018, a more interactive and engaging public relations campaign requires construction and emphasis. Goal 2: Increase citizen interest in providing effective donations Goal 2 maintains an objective of increasing citizen-centric donations by 25% by the year’s end 2015 is critical to the future of the SPCA. In a highly competitive non-profit environment where many organizations are competing for citizen donations, it will be necessary to create the perception, in mass markets, that the SPCA is a more critical and desirable organization over that of competitors. Goal 3: Enhance the quality of university education pertaining to Animal Law This is one of the most difficult goals, however it is critical to the future longevity of the SPCA. The SPCA must establish cooperative alliances with law school and other university educators, in conjunction with support from local government representatives, to identify methodologies to incorporate more advanced and modern techniques into the university classroom to produce more effective legal practitioners equipped with skills needed to combat and prosecute future instances of animal cruelty. Goal 4: Improve affordability and convenience in pet adoption systems The SPCA must be integral as a motivating and supporting force to ensure that more citizens have access to affordable and convenient adoption services. This will require coordination between national shelters, our internal Adoption Centers, and providing education on cost reduction to ensure that shelter and adoption center cost savings can be passed onto potential citizen adopters. Goal 5: Change of investment strategies With considerable, long-standing volatility and diminished returns on investment for traditional investment strategies (i.e. stocks and mutual funds), the objective is to identify opportunities for more lucrative ROI for alternative investment strategies. A more diversified investment portfolio will ensure greater, long-term capital procurement for the SPCA. The objective is to improve total investment ROI by 30% by 2016. Marketing Plan To facilitate success with the SPCA’s strategic plan, marketing is one of the most fundamental aspects to achieve positive results in improving the financial position of the organization and proactively reducing cost-related burdens associated with rising obligations of shelters and animal over-population issues. Historically, the SPCA has been targeting certain markets that might have empathetic attitudes toward the SPCA, which has not achieved effective return on investment. The first step of the marketing plan critical to meeting our new vision is to establish brand loyalty for the SPCA. Contemporary marketing literature indicates that brand loyalty is making consumers prefer one organization over that of competing organizations in which the consumer maintains dedication and commitment toward their favorite brand (Boone & Kurtz, 2007). The achievement of brand loyalty will require additional, short-term expenditures in the promotional function along the SPCA value chain. Brand loyalty is often achieved by promoting to consumers that the firm is superior in quality of services, when integrated marketing communications present similar values and beliefs to that of consumers, and when it is believed that a brand can enhance the lifestyles of desirable consumer segments. To outperform other non-profit organizations as it pertains to donation procurement, brand loyalty is essential. The SPCA will begin the promotional campaign by producing a 60-second television commercial that will be aired on television stations throughout the United States. The basic concept of this promotional strategy will begin with dramatic and rather gruesome images of animal cruelty behaviors that were filmed by the SPCA and other authorities who have investigated and prosecuted these acts. The ads will follow with images of SPCA representatives performing emergency care and triage services to these animals with supplementary images illustrating how these rescued animals have positively responded to care, kindness and medical treatment. The script will involve several young children who can now adopt these rescued animals, illustrating their emotional gratitude to SPCA representatives selected to represent the organization in these advertisements. The goal is to both shock and gratify the emotions of mass market consumers to illustrate the competencies and dedication of the SPCA to its mission goals, along with a supplementary message of how to send donations by phone and online. This campaign will be supplemented with an outdoor billboard campaign that will be run for a period of six weeks alongside the launch of the produced television promotion. Figure 1 illustrates the concept of this promotion: Figure 1: Billboard marketing concept Historically, the SPCA has utilized images in marketing communications that are designed to inspire empathy for animals. In this marketing campaign, due to the competitive environment that complicates gaining consumer interest in providing donations, the organization must be more aggressive in using extraordinary and shocking imagery of animal cruelty. Through this billboard campaign, it will promote immediate action on behalf of consumers and altruism needed to ensure adequate donation procurement for the organization. Once launched, in conjunction with the television commercial, the company will develop a metrics system that measures the volume of responses by phone and Internet to measure the ROI on this costly public relations campaign so that appropriate adjustments to content and imagery can be constructed quickly if response levels are below expectations. However, this type of shock marketing should be effective in providing citizens in mass markets with a sense of urgency not accomplished through historical SPCA advertising content and imagery. In relation to improving university education, the SPCA will train representatives with fundamental presentation skills and senior management of the firm will conduct direct marketing activities with university administration across the country. Meetings will be scheduled to discuss opportunities for trained SPCA representatives and other external consultations (i.e. law enforcement and legal educators) to conduct seminars at various law schools and other higher education facilities. The SPCA will develop a series of 30 minute presentations using graphic arts software and Powerpoint applications that will involve SPCA representatives conducting in-class seminars (upon approved school consent) in Animal Law courses. The SPCA will also work with various educational text publishers throughout the country and curriculum developers to include case study information in contemporary books pertaining to Animal Law as a means of expanding SPCA knowledge and initiatives related to intervention activities and prosecution efforts for instances of animal cruelty. Popular and respected authors producing content for these texts will also engage with SPCA representatives to improve the content and scope of educational materials pertaining to the SPCA program initiatives and historical case study situations. The SPCA will seek sponsorship with major dog and cat food companies, such as Eukanuba and Purina, to facilitate greater promotional emphasis throughout the country and assist in funding direct marketing activities. Such sponsorships will provide significant funding for travel expenses, creation of promotional banners and merchandise, and associated intellectual property expenditure obligations related to university educational publications. Furthermore, a 60-second web video will be provided on the SPCA website that illustrates the perils that an animal goes through when waiting for euthanization and undergoing the termination process. This video will be promoted in popular magazines, such as Ladies Home Journal, Men’s Health, Rolling Stone, and other lifestyle-oriented publications. This will allow consumers to witness the complexities and emotions associated with pet destruction and foster an emotional response to provide more donations and also take responsibility for pet population control. Short-term financial plan The short-term financial plan for new strategic initiatives represent the immediate expenditures that will be incurred for marketing objectives in order to launch a new promotional campaign for the SPCA. Program initiative Expenditure National billboard marketing $1,000,000 Lifestyle magazine marketing $1,225,000 Television Promotion $3,000,000 Web Development $20,000 Direct marketing costs $300,000 Total Short-Term Expenditures $5,545,000 Long-term financial plan The long-term financial plan includes supplementary costs that will be absorbed by the SPCA to support a new vision for the organization, inclusive of anticipated revenues achieved as a result of concentrated and integrated marketing communications and sponsorships. This plan encompasses costs and projected offsetting revenues between 2015 and 2017. Activity Expenditure Offsetting Revenues and Funding: 2015-2017 Metrics and Control Activities $100,000 $3,500,000 (donations) Legal Costs $200,000 NA Travel Expenses $200,000 NA Grant Issuance for National Welfare Organizations $15,000,000 $4,000,000 (federal funding) $1,200,000 (local government funding) $5,000,000 (sponsorships funding) $2,000,000 (merchandise sales) Totals $15,500,000 $15,700,000 For the entire campaign and strategic initiatives 2015-2017, the SPCA will absorb $5,345,000 in costs which are not projected to be offset by additional funding and other revenues. However, with the objective of altering investment strategies to achieve more stable and lucrative return on investment, the SPCA can further reduce total short- and long-term expenditures in greater proportion. The SPCA will be moving its portfolio from the volatile stock market, mutual funds, and fixed income securities and shifting these investment strategies to real estate investments, derivatives and currency exchange markets. Since the 2010 recession, the real estate market has stabilized and there are lucrative opportunities for investors to invest in securities related to this market, including the credit default swap (CDS). The CDS now maintains regulations that allow the buyer to purchase insurance as protection in the event of potential seller bankruptcy or other failure to make appropriate compensation against the CDS contract. This new credit insurance allows the buyer to hedge against potential risks, thereby guaranteeing significant return on investment for this derivative. With most swaps representing a large basket of mortgage-backed contracts, ranging between $10 and $20 million per swap, opportunities for rapid and sizeable gains are significant. If there is prediction that the CDS value is about to drop, the buyer (in this case SPCA) can go short on this credit default swap betting that the swap is about to drop substantially, which provides more significant return on investment and allows for immediate divestiture of this derivative. Below is an expected return on investment for shifting investment strategy to a more stable financial opportunity: Investment Change Strategy Expected percent change in ROI from current investment strategy: 2015-2017 Credit Default Swaps 10% over the stock market Currency Exchange 5% over mutual funds Commercial Real Estate Investment 4% over fixed income securities Total Investment Improvement ROI $6,100,000 With an estimated restructured investment ROI of $6,100,000 and total short- and long-term expenditures estimated at $5,345,000, it is estimated that the SPCA can successfully achieve all aspects of its strategic plan without incurring any significant debt. In fact, these projections illustrate a capital improvement of $750,000 (gain) after taking into consideration all operational expenditures and supplementary expenditures associated with the new vision objectives for the SPCA. Whilst these figures are subjective in nature, due to the uncertainty that any financial market investment provides, it is projected that the SPCA will not incur significant long-term financial capital losses. Short-term, however, whilst the holistic campaign works to achieve greater donations, sponsorship funding, and other supplementary offsetting revenues, the firm will have to incur approximately $5.5 million in expenditures which can be successfully covered by the cash availability position currently sustained by the SPCA under its current operating model. Hence, the organization is well-equipped to sustain short-term financial burden for the goal of achieving substantial funding improvements and creating alliances and programs which can more proactively curb growth in animal euthanization and over-reliance on grants and other financial support to sustain shelters and other animal welfare agencies. It is also anticipated that the success ratios of this dynamic strategic campaign will foster more government legislation construction in favor of the agenda of the SPCA which will lead to more significant government funding and the ability of regional animal welfare organizations to procure their own local funding and grants without the current level of reliance on the SPCA. SWOT Analysis Strengths A well-recognized organization brand with considerable longevity in the U.S. market. A collaborative matrix structure which has adequate managerial reporting structures and communities of practice to facilitate efficient operations. Strong talent network with specialized credentials and educational backgrounds. Strong organizational leadership A vast knowledge management framework providing greater inter-group collaboration and tacit knowledge learning to facilitate more effective program construction. A very competent marketing team equipped with contemporary knowledge of consumer behavior and modern direct marketing practices. Weaknesses Poor technological infrastructure internally to provide communications support between divisions. Minimal cooperative networks with national law enforcement agencies to facilitate knowledge sharing and training in enforcement practices. Volatile cash availability fluctuations stemming from increasing supply chain prices. A poorly developed value chain to support all inter-dependent organizational divisions. Little experience with direct interventions with general citizens. Opportunities Gaining sponsorship with international partners, companies and organizations to improve financial capital procurement and expand brand presence. Alternative hedging investment strategies in overseas financial markets. Constructing joint ventures with Canadian animal welfare organizations to improve revenue production for the U.S. SPCA. Guerilla marketing to intervene with mass market consumers across the country and allow for more interactive communications with SPCA representatives. Threats New charitable organization market entrants seeking donation procurement. Natural disasters depleting consumer donation capability as a priority donation rationale. Rising costs in real estate, cost of living, and all aspects of the supply chain increasing operational costs for the SPCA. Funding-strapped national shelters closing their doors, thus complicating adoption and protection services for animals. Consumer protest groups providing negative publicity for the SPCA. Requirements for Leadership and Personnel The new vision and strategic plan will require significant labor and talent professionals to achieve effective ROI for all initiatives outlined in this report. The following represents a breakdown of leadership roles and obligations throughout this three year initiative: Marketing: A dedicated team consisting of the marketing director, marketing assistants, and public relations consultants will be required to develop a project methodology to identify promotional content, imagery, urban distribution strategies for communications materials, monitor and control metrics measurement systems, and ensure budget is achieved without significant over-runs. Direct marketing: This will require significant HR-related training for securing management with adequate presentational skills needed to conduct multiple seminars across the nation at universities, law schools, and with appropriate law enforcement and lawmaking entities. Consultation and training with local shelters and other animal welfare agencies to identify cost control methods as a means of providing affordable and convenient adoption services to entice more citizen interest in rescuing sheltered and abused animals will require dedicated and trained professionals. The executive leadership at the SPCA will work collaboratively with HR management to construct an appropriate, tiered training package consisting of relationship management, human psychology, business and operational strategy, general speaking skills, and B2B marketing. This training plan will be presented to the HR management at major, multi-national firms to gain perspectives on improvement opportunities and viability of adult learning in this capacity. This process, through communities of practice ideology, will require two to three months to develop, evaluate and distribute effectively. CFO: The SPCA’s Chief Financial Officer, in conjunction with the organization’s executive leadership team, will identify how to effectively shift current investments into a more stable alternative financial portfolio, taking into consideration compliance to regulations for the sale of certain market securities and stocks. General administration: It is absolutely critical that the SPCA maintain cost records for all activities associated with the initiative, as some activities are deductible at the state and federal legislative level. Executive and mid-level manager secretaries and other administrative assistants must keep accurate receipts and accounting practices to ensure that any deductible expenses are recorded and that travelling direct marketing support staff are not exceeding their individual established budgets. These support staff members and managers involved in the new vision initiatives will be informed of a new accountability reporting structure to ensure compliance to expectations of proper expense account management and reporting to the accounting team. Mid-Management Relationship Management: It is critical to the long-term success of this strategic plan to improve the longevity and financial position of the SPCA that mid-level managers maintain routine follow-up with university and law enforcement professionals working to assist in advancing the SPCA mission and vision. Proper customer relationship management is vital to the success of this plan and to ensure willingness to establish future partnerships with the SPCA that advance the well-being and care for animals of all varieties. This will require managers to make telephone contact with alliance partners across the nation, set up on-site meetings with local and national representatives of various law enforcement agencies, and utilize a satisfaction survey to illustrate that the SPCA legitimately has the interests and needs of our partners in mind. This will be a labor-intensive effort and it is recommended that mid-level managers throughout the SPCA organizational structure be assigned as champions for these activities and report to senior management about satisfaction metrics from across the country. Plan Justification This strategic change to vision and program initiatives is the only viable method by which the SPCA is going to be able to ensure its financial stability well beyond 2018. In an environment where there is volatility in multiple areas related to our value chain, including supply, real estate, labor payments, investments, and citizen apathy toward the cause, this plan is the most relevant (despite its high expenditures) for ensuring more citizen loyalty toward the SPCA brand, procuring donations, and enhancing collaborations with multiple organizational representatives in many different industries and professions. The SPCA, historically, has been lax in improving engagement with law officials, universities, shelter management and even general citizens to progress the mission of the organization to prevent ongoing and future instances of animal abuse and cruelty. By incorporating a holistic plan that includes reducing costs of adoption, motivating accountability and action for spaying and neutering pets, enhancing SPCA presence in education and general society and gaining alliances with appropriate law enforcement and law-making representatives, the projections for revenue growth and funding growth appear to be virtually limitless. The SPCA, as identified in this plan, requires more proactive behaviors throughout the entire organizational value chain in order to lessen future financial burdens on the organization while also advancing knowledge throughout the country about the severity and importance of protecting the well-being of animals. Through clever and innovative marketing, direct interventions with multiple citizen and professional actors, and creating an environment where pet owners are more active in reducing the pet population, the SPCA can be in a much better financial position by 2019 whereby there is less grant issuance reliance and where shelter and animal welfare organizations are equipped with SPCA-constructed training on how to better sustain their own business models cost-effectively. The SPCA, without this new set of goals and initiatives, would witness significant drops in available cash and still maintain trouble in promoting the vision of making America a kind and empathetic nation toward the plight of abused or neglected animals. By being more interactive and visible as a charitable organization brand, the SPCA will work in the short-term to make substantial improvements in the animal welfare infrastructure in this country and become respected as a leader in altruistic ideology and competent mission achievements. By building a better reputation for quality of services and competency in its initiatives, more alliances and sponsorships can be procured into the future which will generate more capital producing opportunities for the organization. References AHA. (2014). “Animal Shelter Euthanasia”, American Humane Association. Retrieved October 26, 2014 from http://www.americanhumane.org/animals/stop-animal-abuse/fact- sheets/animal-shelter-euthanasia.html ASPCA. (2014). “About Us”. Retrieved October 27, 2014 from https://www.aspca.org/about- us/aspca-policy-and-position-statements/mission ASPCA. (2014). “Putting Statistics to Work”, American Society for the Prevention of Cruelty to Animals. Retrieved October 28, 2014 from http://www.aspcapro.org/resource/saving- lives-research-data/putting-statistics-work ASPCA. (2013). “Financial Statements – December 31, 2012 and 2011”. Retrieved October 26, 2014 from http://www.aspca.org/sites/default/files/financial-statement-2012.pdf ASPCA. (2012). “Financial Statements – December 31, 2011 and 2010”. Retrieved October 27, 2014 from https://www.aspca.org/sites/default/files/upload/images/financial_statement_2011.pdf Associated Press. (2009). “Animal Cruelty Laws among Fastest Growing”, NBC News. Retrieved October 25, 2014 from http://www.nbcnews.com/id/29180079/ns/health- pet_health/t/animal-cruelty-laws-among-fastest-growing/#.VFpaKaL5SD8 Boone, Louis & Kurtz, David. (2007). Contemporary Marketing (12th ed.). Boston: Thompson South-Western. HSUS. (2014). “Pet Overpopulation”, Humane Society of the United States. Retrieved October 26, 2014 from http://www.humanesociety.org/issues/pet_overpopulation/ Rowan, Andrew N. (2009). “Animal Sheltering Trends in the U.S.: A Historical Lesson from – and for – U.S. Animal Shelters”, The Humane Society of the United States. Retrieved October 27, 2014 from http://www.humanesociety.org/animal_community/resources/timelines/animal_sheltering _trends.html Social Bakers. (2014). “ASPCA Facebook Page Statistics in the United States”. Retrieved October 26, 2014 from http://www.socialbakers.com/facebook-pages/7191206138- aspca/in-united-states Read More