Tocobaga Marketing Proposal for Clothes To Kids.

1. Executive Overview

1.1 Insights from the Tocobaga × Clothes To Kids meeting

Otter.ai’s meeting summary shows that Law Smith (Tocobaga) met with Jennifer J and Sarah Shine from Clothes To Kids (CTK) to discuss the non‑profit’s digital marketing and website performance. CTK’s goal is to provide ≈16 000 wardrobes to children in 2025 and to grow to ≈25 000 wardrobes by 2030. Law noted that the current website isn’t generating donations effectively and suggested immediate improvements such as integrated donation forms, better story‑telling, consistent content and SEO . Jennifer highlighted that CTK uses multiple platforms to collect donations and volunteers and wants these experiences unified. They agreed to schedule an in‑person strategy session to clarify goals and to leverage the website and digital presence .

Action items:

• Update the website to clearly highlight the different ways to support CTK (donate, volunteer, shop, etc.).

• Schedule an in‑person strategy session to discuss goals and how to best leverage the website and digital presence.

• Embed donation and volunteer sign‑up functionality directly in the site instead of sending visitors to third‑party forms.

• Create an archive for past media content (blog posts, news stories) to drive traffic and engagement.

Identified needs: The meeting highlighted that the CTK website is not attracting donors effectively; the organization must better communicate growth goals, provide guidance on telling its story, integrate donation/volunteer platforms into the site, and organize content for visitors.

1.2 Financial analysis (FY 2024)

Revenue and support. CTK’s audited 2024 financial statements show that the organization generated $2.845 million in total support and revenue (including grants and contributions, in‑kind donations, special events and investment income). Contributions and grants accounted for $1.47 million, in‑kind donations contributed $0.81 million and special event revenue added $0.41 million.

Expenses. CTK spent $2.21 million in FY 2024. Program expenses were $1.92 million, management and general expenses $119 k, and fundraising and development $167 k. Under the statement of functional expenses, marketing and printing totalled $18 388 in 2024 (compared with $18 399 in 2023), of which about $1 419 was charged to program services, $425 to management and general and $16 544 to fundraising. That means CTK spent ≈0.6 % of its FY 2024 revenues on marketing and printing ($18 388 ÷ $2 845 168). The marketing budget is therefore well below typical nonprofit benchmarks (see below).

Net assets. After expenses, CTK recorded a change in net assets of +$0.64 million and ended FY 2024 with $3.17 million in net assets, providing a solid financial base for growth.

1.3 Benchmarks for nonprofit marketing spending

Multiple industry studies recommend that nonprofits dedicate 5–15 % of their total budget to marketing. Big Sea, a digital agency that works with nonprofits, notes that nonprofits should spend between 5 % and 15 % of their overall budget on marketing and that smaller organizations may need to be nearer to 15 % to have meaningful impactbigsea.co. WebFX, another digital‑marketing agency, echoes this advice, recommending nonprofits allocate 5–15 % of total revenue to marketing and reserve 5–10 % of the marketing budget for testing new strategieswebfx.com. Getting Attention’s nonprofit budgeting guide reiterates that nonprofits should allocate between 5 % and 15 % of their budget to marketing, contrasting this with the for‑profit range of 10–20 %gettingattention.org. It also cites the 2023 M+R Benchmarks Study, which found that nonprofits spent $0.11 on digital advertising for every dollar of online revenue, with 56 % of digital advertising budgets devoted to fundraising, 26 % to brand awareness and 15 % to lead generationgettingattention.org.

In a large sample of 7 171 U.S. 501(c)(3) organizations (annual revenue $1–10 M), 60 % of nonprofits reported advertising and promotion expenses and the median annual spend was $12 067kindful.com. Performing‑arts organizations spent the most (median $53 416) because their missions depend on audience attendancekindful.com. Although CTK’s mission is not audience‑dependent, its FY 2024 marketing spend ($18 388) is still low relative to its revenue base.

Implication for CTK: At $18 388, CTK’s marketing & printing budget is ≈0.6 % of total revenue, significantly below the 5–15 % guideline. To grow from 16 000 wardrobes/year to 25 000 by 2030 and to attract more donors and volunteers, CTK needs a more proactive, story‑driven marketing program and should invest a larger share of its budget in marketing activities.

2 Proposed 6‑Month Marketing Commitment

2.1 Objectives and SMART goals

Based on the meeting insights and financial analysis, the following objectives are proposed for a six‑month marketing commitment (December 2025–May 2026). Each objective is accompanie1.1 Insights from the Tocobaga × Clothes To Kids meeting

Last meeting’s summary shows that Law Smith (Tocobaga) met with Jennifer J and Sarah Shine from Clothes To Kids (CTK) to discuss the non‑profit’s digital marketing and website performance. CTK’s goal is to provide ≈16,000 wardrobes to children in 2025 and to grow to ≈25,000 wardrobes by 2030. Law noted that the current website isn’t generating donations effectively and suggested immediate improvements such as integrated donation forms, better story‑telling, consistent content and SEO [1]. Jennifer highlighted that CTK uses multiple platforms to collect donations and volunteers and wants these experiences unified. They agreed to schedule an in‑person strategy session to clarify goals and to leverage the website and digital presence [1].

Action items:

·      Update the website to clearly highlight the different ways to support CTK (donate, volunteer, shop, etc.)[1].

·      Schedule an in‑person strategy session to discuss goals and how to best leverage the website and digital presence[1].

·      Embed donation and volunteer sign‑up functionality directly in the site instead of sending visitors to third‑party forms[1].

·      Create an archive for past media content (blog posts, news stories) to drive traffic and engagement[1].

Identified needs: The meeting highlighted that the CTK website is not attracting donors effectively; the organization must better communicate growth goals, provide guidance on telling its story, integrate donation/volunteer platforms into the site, and organize content for visitors[1].

2.1 Objectives and SMART goals

Based on the meeting insights and financial analysis, the following objectives are proposed for a six‑month marketing commitment (December 2025–May 2026). Each objective is accompanied by specific, measurable, achievable, relevant and time‑bound (SMART) goals.d by specific, measurable, achievable, relevant and time‑bound (SMART) goals.

ObjectiveSMART goalRationaleIncrease donationsIncrease online donations by 20 % compared with the same period in the previous year, achieving at least 250 new online donors and 50 new monthly recurring donors by 31 May 2026.CTK’s growth requires additional funding; the website currently under‑performs. Integrating donation forms and highlighting giving options should increase conversions.Grow volunteer baseRecruit 180 new volunteer sign‑ups (≈30 per month) via the website and events by 31 May 2026; achieve a 30 % conversion rate from website visits to volunteer sign‑ups.Volunteers support store operations and events. Integrating volunteer sign‑up forms and promoting opportunities will help meet store staffing needs.Enhance brand awareness & community engagementIncrease overall website sessions by 30 % and email list subscribers by 25 %; achieve 10 % growth in social media followers and 15 % growth in engagement across Facebook/Instagram.CTK’s mission relies on community recognition. Story‑driven content, SEO, email and social media will build awareness and engagement.Improve digital infrastructure & analyticsFully integrate donation and volunteer forms into the website (no third‑party redirects), implement Google Analytics 4 and Tag Manager with conversion tracking, and establish a reporting dashboard with monthly reviews.Without integrated forms and data, CTK cannot measure ROI. A digital foundation is necessary for sustainable growth.Prepare for long‑term growthDocument marketing processes, train CTK staff on website/content management and digital tools, and develop a rolling content calendar for the next 6 months.CTK staff need autonomy after the initial commitment. Training and documentation ensure continuity beyond the engagement.

2.2 Target audiences and messaging

CTK serves multiple stakeholder groups. Messages should be tailored to the motivations of each audience.

AudienceCharacteristics & motivationsMessaging approachIndividual donors (major donors, recurring donors, one‑time donors)Adults in the Tampa Bay area and beyond who want to help children in need. Values impact, transparency and local stories.Use emotionally resonant storytelling about the children CTK serves; highlight that $75 provides a full wardrobe. Emphasise tax‑deductible giving and options for one‑time and recurring donations. Provide social proof (testimonials, impact metrics).Corporate & foundation partnersBusinesses and grant‑making entities seeking to support community causes and meet CSR objectives.Develop sponsorship packages with recognition benefits; emphasise CTK’s measurable outcomes and opportunities for employee volunteerism. Provide data (wardrobes provided, families served) and community impact stories.VolunteersIndividuals (parents, retirees, students, corporate teams) motivated by hands‑on service.Promote fulfilling experiences of helping children, flexible shifts and the joy of seeing kids pick new clothes. Simplify sign‑ups and provide orientation resources.Shoppers (customers of CTK thrift stores)Members of the community who support CTK by shopping.Advertise store promotions, “shop for a cause” messaging and highlight that purchases fund wardrobes. Use social media and local SEO to drive foot traffic.Schools & referral partnersGuidance counselors and social workers who refer families.Provide clear referral guidelines and up‑to‑date information on eligibility; share success stories to encourage referrals.General public & mediaResidents of the Tampa Bay area unfamiliar with CTK’s work; local media outlets.Use PR and community outreach to highlight CTK’s mission, milestones (e.g., 16 000 wardrobes), events and ways to support the organization.

2.3 Overall marketing strategy

2.3.1 Website & digital infrastructure

1. Website audit and restructure. Conduct a full audit of the current site (UX, SEO, analytics). Reorganise navigation to feature “Donate,” “Volunteer,” “Shop” and “Refer a Student” prominently. Create landing pages for each pathway with integrated forms rather than third‑party links. Ensure mobile responsiveness and ADA compliance. Implement GA4 and Tag Manager with conversion tracking.

2. Integrated donation & volunteer forms. Evaluate platforms such as Classy, Givebutter or Funraise and embed secure forms directly on CTK’s domain. Provide options for one‑time and recurring gifts, corporate matching, and volunteer scheduling.

3. SEO & content optimisation. Perform keyword research targeting phrases such as “donate clothes Tampa,” “volunteer clothing nonprofit” and “free clothes for kids.” Optimise titles, meta descriptions, headers and alt tags. Implement schema markup for nonprofit and local business. Set up local listings (Google Business Profile) for each store.

4. Analytics and dashboards. Configure GA4, Tag Manager and Data Studio dashboards to track traffic sources, conversions (donation, volunteer sign‑up, email sign‑up) and revenue by channel. Review metrics weekly and share monthly reports with CTK leadership.

2.3.2 Content marketing & storytelling

1. Editorial calendar. Develop a six‑month content calendar featuring weekly blog posts (stories of kids served, volunteer spotlights, donor recognitions, behind‑the‑scenes) and monthly “impact reports.” Archive past media and blog content in a searchable section to drive organic traffic and provide social‑proof.

2. Email marketing. Set up an email platform (e.g., Mailchimp, HubSpot) and segment the list by donors, volunteers and shoppers. Launch a welcome series explaining CTK’s mission; send monthly newsletters with stories, events, volunteer opportunities and donation appeals. Use automation for donor thank‑you messages and volunteer reminders.

3. Social media. Create a social media calendar with two to three posts per week across Facebook, Instagram and LinkedIn. Share stories, behind‑the‑scenes videos, volunteer testimonials and calls to action. Use Facebook/Instagram fundraising tools for specific campaigns. Monitor engagement and respond promptly.

4. Press and community outreach. Draft press releases announcing milestones (e.g., number of wardrobes provided), partnerships and events. Pitch human‑interest stories to local newspapers, TV and radio outlets. Participate in community events (e.g., school fairs, chamber meetings) to raise awareness and recruit volunteers.

2.3.3 Digital advertising & outreach

1. Google Ad Grants. Apply for Google Ad Grant (provides up to $10,000 in free search‑ads credit per month). Once approved, create search campaigns targeting donation, volunteer and shopping keywords. Allocate at least 70 % of the budget to fundraising keywords, 20 % to volunteering and 10 % to brand awareness. Optimise campaigns weekly.

2. Paid social advertising. Allocate a modest budget (e.g., $1,000–$2,000 over six months) for Facebook/Instagram ads to reach prospective donors and volunteers in the Tampa Bay area. Use look‑alike audiences based on existing donors and website visitors. Rotate creative every 2–4 weeks.

3. Retargeting. Implement retargeting via Google and Facebook to re‑engage visitors who viewed donation or volunteer pages but did not convert.

2.3.4 Events & partnerships

1. In‑person/virtual events. Host a “CTK open house” or “Wardrobe Walk‑Through” event in February 2026 to showcase the stores, invite donors and volunteers and celebrate the work. Use the event to capture new sign‑ups and donations.

2. Corporate & school partnerships. Develop a sponsorship packet for local businesses with tiers (e.g., wardrobe sponsor, store sponsor). Offer volunteer days for corporate teams. Collaborate with schools to organise clothing drives and recruit referrals.

3. Mid‑year fundraising campaign. In April/May 2026, launch a multi‑channel campaign (email, social, Google Ads, direct mail) tied to the end of the school year. Set a clear goal (e.g., funding 2,000 wardrobes) and provide progress updates.

2.4 Tactics and execution timeline (Gantt Chart)

The following table below presents a high‑level Gantt chart for the six‑month commitment.


2.5 Client services and communication

• Kickoff and discovery: Conducted in the first week. This meeting will refine goals and gather materials.

• Weekly check‑ins: For the first two months (Dec 2025–Jan 2026), hold 15–20 minute weekly meetings to review progress, identify blockers and adjust tactics. Meetings will be virtual unless an in‑person session is required.

• Bi‑weekly check‑ins: Beginning in February 2026, move to bi‑weekly meetings (every other week) while continuing to provide weekly written updates via email. Meeting frequency can be adjusted if major campaigns or issues arise.

• Reporting: Provide a concise monthly report summarising key metrics (traffic, donations, volunteer sign‑ups, email performance, advertising KPIs) and highlighting insights, wins and recommendations.

• Responsive communication: The marketing consultant will respond to CTK communications within one business day. A shared Slack channel or project management chat can be established for quick questions.

3 Let’s Go!

CTK’s mission of providing wardrobes to low‑income children is life‑changing, yet the current digital infrastructure and marketing spend are insufficient relative to industry benchmarks. CTK currently spends <1 % of its budget on marketing and printing, far below the recommended 5–15 % range (bigsea.cowebfx.com). The six‑month marketing commitment outlined above will modernise CTK’s digital presence, integrate donation and volunteer processes, tell compelling stories and expand outreach through SEO, email, social media and advertising. By investing in a structured, data‑driven marketing program, CTK can unlock new funding streams, recruit more volunteers and build the foundation needed to reach its goal of serving 25,000 wardrobes by 2030.

Next Steps:

• Approve the outlined proposal and timeline.

• Confirm campaign budgets and priority initiatives.

• Schedule kickoff call to align on messaging, approvals, and metrics.

Prepared by: Tocobaga Integrated Marketing & Business Advisory