TABLE OF CONTENTS

EXECUTIVE SUMMARY............................................................................................................4
COMPANY DESCRIPTION.........................................................................................................5
BUSINESS NAME AND LOCATION.................................................................................................................... 5

HISTORY OF THE ORGANIZATION.................................................................................................................... 5

VISION AND MISSION...................................................................................................................................... 5

BUSINESS STATUS........................................................................................................................................... 5
ORGANIZATIONAL GOALS......................................................................................................................................5
ORGANIATIONAL STRENGTHS................................................................................................................................5
ORGANIZATIONAL ADVANTAGES...........................................................................................................................6
TARGET AUDIENCES...............................................................................................................................................6
COMPETITION........................................................................................................................................................7

MARKET ANALYSIS..................................................................................................................8
MARKET TRENDS............................................................................................................................................ 8

MARKET OPPORTUNITIES................................................................................................................................ 9

ORGANIZATION.....................................................................................................................10
LEGAL STRUCTURE........................................................................................................................................ 10

SERVICES...................................................................................................................................................... 12

MARKETING PLAN.................................................................................................................13
TARGET AUDIENCE........................................................................................................................................ 13

Marketing Goals........................................................................................................................................... 13

Marketing Strategy....................................................................................................................................... 13

Measurement and Evaluation....................................................................................................................... 15

Marketing Budget......................................................................................................................................... 15

Growth Strategy........................................................................................................................................... 15

CYBERSECURITY.....................................................................................................................16
SUCCESSION PLANNING.........................................................................................................17
CENTER LOCATION................................................................................................................18
Cost Benefits................................................................................................................................................. 18

Center Benefits............................................................................................................................................. 18

FINANCIAL OVERVIEW...........................................................................................................20

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 REVENUE...................................................................................................................................................... 20

EXPENSES..................................................................................................................................................... 22

BUILDING PURCHASE and CAPITAL CAMPAIGN.............................................................................................. 25

OPERATIONAL INCOME................................................................................................................................. 26

Appendices............................................................................................................................27
Appendix A: Organizational Chart.................................................................................................................. 28

Appendix B: Job Descriptions........................................................................................................................ 29

Appendix C: Building Schematics................................................................................................................... 32

Appendix D: Infographic................................................................................................................................ 34

Appendix E: Reference letters or letters of commitment from any partners...................................................35

Dickinson Parks & Recreation..............................................................................................................................36
Southwest Area CTE Academy.............................................................................................................................37
Western North Dakota AHEC...............................................................................................................................38

Appendix G: The 501(c)(3) IRS designation letter........................................................................................... 40

Appendix H: 990-EZ....................................................................................................................................... 41

Appendix I: Financial Statement.................................................................................................................... 42

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EXECUTIVE SUMMARY
The Southwest Art Gallery and Science Center (SWAG+SC) is a unique concept that will bring together a diverse
range of artists and scientific communities in one space. Our goal is to create a permanent location where the right
brain and left brain can intersect, fostering an atmosphere of creativity, inclusivity, and accessibility. SWAG+SC’s
mission is to enhance cultural appreciation through education of arts and sciences for all ages.

SWAG+SC intends to become the leading hub for artistic and scientific exploration in southwest North Dakota.
Several strategies to achieve this goal are underway. The most important one is to purchase a venue that will serve
as a location to implement interdisciplinary learning and host events and classes in which all ages can explore their
creativity. This includes youth, seniors, veterans, those with mental/behavioral health issues, and those dealing
with issues such as grief/loss.

We will offer interactive displays and events that are designed to make the visitors an active part of the
experience. Educational classes and workshops, demonstrations, and outreach programs with a focus on STEM and
STEAM education and integration. The gallery will take a holistic approach to the arts and sciences, offering visitors
not just paintings and other static works, but immersive experiences that evolve with the visitor’s participation.

SWAG+SC will accomplish this through a strong board of directors with experience in both the arts and the
sciences. We intend to establish this unique space in Dickinson, ND, yet also increase opportunities for creativity
and innovation within the southwest North Dakota region. Southwest North Dakota has gaps in arts and sciences,
and we intend to provide the opportunity to fill those gaps.

SWAG+SC is focused on fostering a culture that is inclusive, and that values accessibility to everyone regardless of
background or ability. We have developed a strong financial foundation to sustain the venture long-term.

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COMPANY DESCRIPTION

BUSINESS NAME AND LOCATION

Our official name is Southwest Art Gallery and Science Center. We will be located in Dickinson, ND.

HISTORY OF THE ORGANIZATION

The Southwest Art Gallery and Science Center (SWAG+SC) is a newly formed nonprofit in the state of North
Dakota. The concept of bringing an art gallery and science center in southwest North Dakota began with former
North Dakota Senate Majority Leader Rich Wardner and his wife, Kayleen. Cherie Roshau, a 40-year art teacher
now retired, and Janelle Stoneking, mixed media artist and educator joined the Wardners’ with a common passion
to enhance the culture and environment by marrying art and science. The SWAG+SC was born at the Wardners’
kitchen table.

VISION AND MISSION

The organization’s vision is to facilitate a community of lifelong explorers inspired by art and science.

The mission is to enhance cultural appreciation through education of arts and sciences for all ages.

BUSINESS STATUS
SWAG+SC is incorporated in North Dakota as a nonprofit organization. SWAG+SC will be located in Dickinson,
North Dakota with the coverage area of the southwest counties of Adams, Billings, Bowman, Dunn, Golden Valley,
Hettinger, Slope, and Stark.

ORGANIZATIONAL GOALS
Six long-term goals were identified as necessary to move forward to achieve the mission and vision of the
organization.

1. To establish a permanent space for the SWAG+SC that meets programming needs.
2. To ensure fully educated board of directors with knowledge of its programmatic, fiscal, and legal
responsibilities.
3. To increase opportunities for creativity and innovation through exhibits and programs.
4. To establish inclusivity and accessibility for all visitors.
5. To operate from a position of financial strength.
6. To inspire visitors to become advocates for global change.

ORGANIATIONAL STRENGTHS
 Partners, volunteers, and board members from diverse work backgrounds, each bringing unique
perspectives and expertise to the organization.
 A diverse range of exhibits and programs with wide audience appeal.
 A team of knowledgeable and passionate staff members dedicated to education and engagement.
 Strong public and private school, university, and business partnerships.
 A history of successful programming with positive attendee feedback.

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  A commitment to accessibility and inclusivity, with accommodation for visitors with disabilities and special
needs.
 A focus on sustainability and environmental responsibility in operations and exhibits.
 A willingness to adapt and innovate, with a track record of up-to-date trends and technologies in art and
science education.
 Community interest in the organization’s success.
 Collaboration with existing network of other statewide interactive centers around the state.

ORGANIZATIONAL ADVANTAGES
No other organization in southwest North Dakota brings together art and science programming in one center.
SWAG+SC will create a holistic learning space where students and others can explore the intersections between
these disciplines. We take an integrated approach that allows students to see the connections and synergies
between art and science, foster critical thinking and innovative problem-solving skills.

The center will be equipped with state-of-the-art resources, ensuring students can access the latest tools,
technologies, and resources.

Many communities in North Dakota already have similar science centers. The closest such center is the Gateway to
Science in Bismarck, 100 miles from Dickinson. The progressive expansion of educational centers across the state
serves as a reminder for the urgent need for southwest North Dakota to support commitment to SWAG+SC’s
success.

SWAG+SC is already affecting change in the Dickinson area by building partnerships to bring creative programming
inspired by exploring what happens when the right brain and left brain are engaged. We have engaged with the
Dickinson Area Public Library, Dickinson Parks & Recreation, Dickinson State University, the City of Dickinson,
Southwest Area Career & Technical Center, Dickinson Public Schools, Trinity Catholic Schools, STEAM
organizations, and youth organizations.

TARGET AUDIENCES
A diverse population of visitors, artists, scientists, students, and professionals will have a center for art and science
programming and high-level educational opportunities.

 Artists – the center provides a space to showcase their work and express their creativity. By offering
access to cutting-edge resources and technology, we support their artistic development and help them
reach new heights in their craft.
 Scientists – the center serves as a platform to share knowledge, conduct research, and engage in
interdisciplinary collaboration. By fostering a creative and supportive environment, we encourage
scientific exploration and groundbreaking discoveries.
 Students – our center offers high-level educational opportunities that go beyond traditional classroom
settings. Hands-on experiences and immersive learning will develop critical thinking skills and cultivate
their creative potential.
 Professionals – the center provides a space for networking, professional development, and knowledge
exchange. Bringing together professionals from various fields will foster personal growth, well-being, and
a sense of belonging.
 Visitors – participants from within the region, from across the state and nation, when visiting will
experience a state-of-the-art art and science center that will enhance their visit to Dickinson and leaving
them wanting to come back.

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Page 7 of 43
COMPETITION
There is a significant gap in southwest North Dakota for the availability of a center for art and science
programming and high-level educational opportunities. The closest such center is the Gateway to Science in
Bismarck, located 100 miles away. Though Gateway is a competitor, they have been incredibly supportive of
SWAG+SC, sending us resources and offering exhibits, as well as donating to our fundraising gala event in 2022.

The Badlands Art Association has been operating in southwest North Dakota for many years and is a viable
association that promotes art and artists, resulting in an annual art show. According to its website it serves to
promote the visual arts in western North Dakota by facilitating an annual art show. The association does not have a
center that combines arts and sciences. SWAG+SC current VP, Cherie Roshau facilitated an agreement to allow the
Badlands Art Association temporary use of the campus art gallery located in Klinefelter Hall.

Art and science are taught at the local schools and at Dickinson State University. The university has an art gallery to
promote its student art. Both high schools display their students’ artwork. Again, the two disciplines are taught
entirely separate from each other.

The absence of high-level multi-disciplinary educational opportunities places our region at a disadvantage. To
remain competitive, it is crucial that a center for art and science is established. By taking this step, we attract
visitors, artists, scientists, students, and professionals who seek these resources, which ultimately contributes to
the richness of the entire community.

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MARKET ANALYSIS
Our market analysis suggests that the demographics to support an arts and science center is growing and
increasingly interested in combined arts and science experiences.

Most people who responded to a community needs survey were between the ages of 25 and 54. About 58 percent
of them said there are a few opportunities for people to experience art and creative activities, but not enough.
They indicated they want to be able to access more. When asked how important arts and creative activities are to
their quality of life, 90 percent said very important. Almost three of four people said they were interested in art
classes. When asked if they took their children or grandchildren to arts and science centers, another three fourths
said “yes, when they travel, and one is available.” This last statement indicates that people want to participate in a
center such as being offered by SWAG+SC, do not have a local option, and would most likely participate in a local
center if it was available.

We expect to attract a mix of local, regional, and national visitors. Southwest North Dakota’s rich history of raising
strong community leaders points to the need to harness local talent for the future. Our region is home to a thriving
arts community, as well as a large populace who want to explore new ideas, both of which are necessary for an
arts and science center to survive and thrive.

MARKET TRENDS
The Smithsonian Institute states in its most recent Smithsonian Voices,” …art is an essential component of the
science done at the Smithsonian’s National Museum of Natural History.” It says art is a powerful tool for telling a
scientific story. The article goes on to say that art can help experience hard-to-imagine parts of the natural world
and give a visual to new scientific discoveries. The Smithsonian says, “Art makes science fun!”

More and more, educators are realizing that creativity boosts thinking, something that is important for the
sciences. A neuroscience premise offered by educationworld.com states that scientific thinking is stimulated when
learners undertake artistic activity. Arts and science offered in interactive settings help develop, and sustain, an
interest in science and opens a new world for artists. Further, there are many careers that combine art and
science; careers such as architectural design, medical illustration, industrial engineering, and professional
taxidermy.

There are many well-known arts and science centers across the nation. Here are just a few.

 Museum of Science and Industry in Chicago, IL

 Arizona Science Center in Phoenix, AZ
 Exploratorium in San Francisco, CA
 A.C. Gilbert’s Discovery Village in Salem, OR

The national trend has inspired North Dakota cities to offer their own arts and science centers. Some notable
centers are:

 Gateway to Science in Bismarck

 Bismarck State College’s Frances Leach High Prairie Arts & Science Complex
 MRISAR Institute of Science, Art & Robotics in New Leipzig
 Center for Exploration in Grand Forks

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  Magic City Discovery Center in Minot
 Fargo-Moorhead Science Museum.

MARKET OPPORTUNITIES
Local artists are currently taking their talents to be exhibited in other communities. A local gallery will not only
offer them space to highlight their work locally but will also bring artists from across the country as they travel
through the state. Commissions on sales would stay in this community instead of benefiting other regions.

Many people in southwest North Dakota travel to Dickinson to regularly shop or access medical or business
services. Dickinson State University has an annual enrollment of about 1400 students settling into the community
each year. Local sports programs for youth and adults bring significant traffic into town year-round bringing
additional opportunities for tourism and community engagement. The oil industry brings many new workers and
their families into the community, most who are seeking opportunities for community engagement.

The Theodore Roosevelt Presidential Library currently being constructed near Medora is estimated to have
100,000 visitors annually. These visitors coupled with the already significant traffic that frequents Dickinson for
meals, lodging, and “something to do.”

Behavioral and mental health is being addressed by many in western North Dakota. A venue for SWAG+SC would
provide a place to host events and classes sponsored by healthcare professionals to promote mental health
awareness and support those who focus on healing those suffering with grief and loss.

Many local families, especially those with lower socio-economic status, cannot travel regularly to gain the
educational engagement of other art and science centers. A local center will allow all children the same
opportunity.

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ORGANIZATION

LEGAL STRUCTURE
SWAG+SC is a charitable nonprofit organization incorporated in the state of North Dakota and certified under IRS
Code 501in the state of North Dakota and certified under IRS Code 501(c)(3). It is governed by a Board of Directors,
which operates under the authority of its articles of incorporation and bylaws, in addition to the laws of North
Dakota and IRS code. The Board of Directors is directly responsible for the operational structure and the legal and
financial responsibilities of the organization.

Board members have experience in the arts, finance, marketing, law, and other fields, all bringing valuable skills
and knowledge to the table. The board’s partnerships with community organizations, businesses, and other
stakeholders bring a broad network of resources and support to the table that can be leveraged to advance the
organization’s goals. Stakeholders include artists, art collectors, critics, enthusiasts, educators in all sectors,
community groups, volunteer organizations, private business, nonprofit organizations, elected and employed city
officials, and tourist promoters.

The board consists of its officers and directors, who are as follows:
 Janelle Stoneking, President
 Cherie Roshau, Vice President
 Britney Finlayson, Secretary
 TaZin Tribitt, Interim Treasurer
 Dustin Young, Interim Executive Director
 Shirley Dukart, Community Outreach
 Irene Schafer, Community Outreach
 Lydia DeJesus, Cultural Diversity
 Betsy Brandvik, Member    
 Troy Kuntz, Member
 Marisa Riesinger, Member
 Nicole Tribitt, Member

SWAG+SCs organizational chart can be viewed in the Appendices of this plan.

SWAG+SC will expand upon its organizational structure to support the center’s needs as it transitions into a
physical venue. The strength of the board will continue but the interim executive director will transition from a
volunteer position to a full-time position. .

Initially, the board members will work along with volunteers and the executive director to operate the workings of
the organization and the center on a voluntary basis. This is very common for most start-up nonprofit
organizations.

The Executive Director will work with the board to develop a staffing plan to effectively manage the necessary
human resources. The plan will carefully consider the roles and qualifications, development of a recruitment
strategy, establishment of a timeline, and adherence to budget constraints. Following these steps, SWAG+SC can
attract qualified candidates.

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The North Dakota Community Foundation is acting as our financial manager to allow us to receive all gifts and to
ensure our donors will receive IRS-approved receipts, recognition as appropriate, and stewardship long-term.

Upon operational implementation, the executive director will be hired to oversee the center and ensure that the
mission and vision is executed as designed. A Gallery Operations Manager and a Science Center Operations
Manager will report to the executive director, who will report to the Board of Directors. Additional staff, who may
be hired as an employee or through a qualified contract will be brought on as the budget allows:

The annual salary ranges for low to mid-level annual salaries for necessary staffing is as follows, according to the
Bureau of Labor Statistics for North Dakota.

Executive Director $75-$120,000 Yr. 1

Gallery Operations Manager $60-$75,000 Yr. 2
Science Center Operations Manager $60-$75,000 Yr. 2
Human Resources & Accounting Associate $40-$50,000 Yr. 3
Information Technology Associate $46-$65,000 Yr. 3
Sales & Marketing Manager $38-$50,000 Yr. 3
Greeters/Cashiers $21-$24,000 Yr. 4
Cleaners/Custodians $22-$26,000 Yr. 5

Job roles and responsibilities can be found in the Appendix.

Additional hiring will take place based on the rate of program expansion. Public speakers, presenters, and art
instructors will be contacted to implement scheduled programming. Outsourcing will conducted for legal, human
resources, accounting, and cybersecurity.

Artists on Site (AOS) Program will allow artists to work on site to assist in paying for studio space. Each will assist
up to 20 hours per month at a rate of $10/hour. Duties that fall under the AOS Program include, but are not limited
to, loading/firing kilns, mixing glazes, installing exhibitions, and assisting in facilities maintenance and the gift store
sales. AS members can earn extra income by assisting with teaching classes or assisting with events.

A network of volunteers as well as partnerships with local community groups, businesses, and organizations will be
developed to provide additional assistance during scheduled programming and special events.

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SERVICES
SWAG+SC will offer a variety of products and services designed to diversify its programming and its revenue.

Service Description How Funded % of % of

Time Costs
Hosting of art exhibits from regional
Visitor donations & art
Art Gallery artists and traveling exhibits. Curated 15 15
sales commissions
and monitored by staff & volunteers.
For a variety of art mediums. Taught by
Participant fees,
Classroom Space community members, educators & local 25 25
donations, grants
artists
Interactive exhibits showcasing scientific
Science Center Visitor donations 15 15
discoveries and technologies
Designated space for birthday parties
Rental fees with range of
and special events. Catering by local
Events costs depending on 10 10
businesses. Offer interactive activities
activities
onsite
Opportunities for area artists, health
Studio Rentals Rental fees 5 5
care professionals, educators, etc.
Outreach to all southwest counties;
partner with local schools, Rural initiative grants,
Outreach organizations, and communities. To be arts and sciences grants, 15 10
partially accomplished with our STEAM participant fees
Roller
To supply art products in a region with Startup – donations
Retail Store 15 20
no art supply store Ongoing - sales

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MARKETING PLAN

TARGET AUDIENCE

 Students seeking innovative educational opportunities

 Professionals looking to engage in cross-disciplinary collaborations
 Amateur and professional artists seeking a platform to showcase their work
 Scientists conducting research and seeking new ideas
 Community members looking for a positive mental health space and access to state-of-the-art resources
 Hobbyists seeking a place to expand their skills and network with others sharing the same interests
 Families seeking to mitigate the pressures of stress and screen time
 Tourist seeking unique experiences
 Families and youth who want art and science experiences for family gatherings

MARKETING GOALS

 To raise awareness of the SWAG+SC as a hub for innovative art and science programming and high-level
educational opportunities
 To establish SWAG+SC as a destination for collaboration, creativity, and overall mental wellness
 To increase engagement within the Region 8 boundaries and attract visitors through the use of targeted
destination branding strategies.

MARKETING STRATEGY
We conducted a thorough market survey and feasibility study to penetrate the available market and become the
preferred choice. We used this detailed information and data to structure our business favorably for our market.

Based on the feedback received from the community, SWAG+SC identified programming needs and potential
strategies to fulfil those needs that include summer camps, afterschool programs, career programs, STEAM
programming, hands-on classes, employer visits and internships, and growing its collaborative networks to support
professionals serving underserved populations to help retain customers (Douglas Young “A New Era for Marketing
at Science Centers” 2015).

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Below are a list of the marketing strategies SWAG+SC will use to achieve its goals:

 Leverage social media

o Use strategic social media campaigns on Facebook and similar platforms to showcase our art and
science programs, facilities, and resources. Engage with our audience by sharing interesting
content about our center and related topics. Use paid social media advertising to reach and
attract potential visitors and collaborators.
 Local Outreach
o Establish partnerships with schools, community centers, and other organizations to promote our
programs and services. Attend local events and festivals to increase visibility and community
engagement.
 Email Marketing
o Develop an email marketing campaign to keep our audience up to date with our latest news,
programs, and events. Develop a monthly newsletter highlighting events for the upcoming
month.

 Website
o Maintain website that highlights the benefits of visiting our center including offering discounts,
sponsorship opportunities, and many other benefits to generate sustained and long-term
interests in being a member of the SWAG+SC community.
 Tourism Opportunities
o Collaborate with the Dickinson CVB, Dickinson Area Chamber of Commerce, and Chambers of
Commerce in Hettinger, Bowman and Beach to include SWAG+SC activities and events in their
newsletters and social media.
 Press Releases
o Send news releases for special events and activities to local and surrounding newspapers and
other print media sources
 Collaborate with Artists and Scientists
o Encourage cross-disciplinary collaboration between artists and scientists by offering workshops,
residencies, and other programming. Collaborate with local artists and scientists to develop
content for our social media channels and to showcase our programs and resources.
 Promote Positive Mental Health
o Showcase our center as a positive mental health space by offering resources and programming
specifically designed to support mental wellness. Promote workshops, events, and other
programming that help to promote self-expression, mindfulness, and stress reduction.

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MEASUREMENT AND EVALUATION

We will monitor our social media metrics (likes, shares, comments), newsletter subscriptions, and attendance at
events to measure engagement and effectiveness. We will conduct surveys and gather feedback from attendees to
evaluate the impact of our services and to help with future planning and program development.

MARKETING BUDGET

Allocate a budget for social media advertising, email marketing platform, printing costs, event expenses, and
collaborations with artists and scientists. Seek funding opportunities and grants to supplement our budget.

SWAG+SC offers a unique opportunity for individuals and organizations seeking to engage with art, science, and
innovation. By promoting positive mental health and providing access to state-of-the-art resources and
programming, we aim to bridge the gap in educational opportunities and establish rural region as a premier
destination for creativity and critical thinking, where you can experience the limitless potential of interdisciplinary
learning.

GROWTH STRATEGY
To grow the organization, SWAG+SC will do the following:

 Partner with Dickinson Area Public Library, Dickinson Legacy Square, Dickinson Parks & Recreation, and
other organizations to host off-site activities to reach a broader audience.
 Establish a website, as noted above, that contains engaging multimedia content about our services.
 As the business grows, advertise in publications that reach our target audiences.

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CYBERSECURITY
The Southwest Art Gallery + Science Center will contract with a local provider for cyber security and technology
networking support services to identify best practices, establish guidelines and protocols, and implement a
proactive cybersecurity plan. The hired agency will be responsible for putting a system in place that can discover
vulnerabilities and risks in networks. It will also coordinate to ensure security for its software systems and data
centers, including ongoing vulnerability scans, monitoring network data, and ensuring hardware and software
applications are maintained and updated. The following is a list of the baseline for technological support services:

 Safeguards information system assets by identifying and solving potential and actual security problems.
 Protects system by defining access privileges, control structures, and resources.
 Recognizes problems by identifying abnormalities, reporting violations.
 Implements security improvements by assessing current situation; evaluating trends; anticipating
requirements.
 Determines security violations and inefficiencies by conducting periodic audits.
 Upgrades system by implementing and maintaining security controls.
 Keeps users informed by preparing performance reports, communicating system status.
 Maintains quality service by following organization standards.
 Maintains technical knowledge by attending educational workshops and reviewing publications.
 Is committed to excellence by accomplishing related results as needed.

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SUCCESSION PLANNING
Succession planning is a critical component for SWAG+SC. It involves identifying and developing individuals within
the organization who have the potential to fill key leadership positions in the future. This ensures the smooth
transition of leadership and the continued success of the organization.

SWAG+SC recognizes the importance of identifying individuals with leadership potential and providing them with
the necessary training and development opportunities to ensure a continuous pipeline of capable leaders. This
process not only enhances our organization’s ability to achieve its goals, but it also increases our credibility and
appeal to stakeholders such as donors and funders.

A strong board of directors is essential to achieve success in the non-profit sector. SWAG+SC will develop and
implement a succession plan that will ensure that all board members, volunteers, and employees have a clear
understanding of the resources available to support their success within our organizational structure, which in turn
contributes to its overall self-sustainability and success.

By planning for leadership transitions in advance, non-profit organizations can minimize disruptions and ensure the
smooth continuity of its operations. Implementing a succession plan in a non-profit organization requires careful
planning and consideration. By planning for leadership transitions in advance, non-profit organizations can
minimize disruptions and ensure the smooth continuity of its operations. SWAG+SC will work with a planning
consultant to develop a detailed succession plan.

In the meantime, SWAG+SC will foster a cross-trained culture throughout every line of leadership and support
system. This approach ensures that all board members, volunteers, and employees are recruited and developed to
fill multiple roles within the structure of the centers’ operations. Members are then equipped with the tools
necessary to continue operations seamlessly even in the face of a disruption in leadership.

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CENTER LOCATION
Investing in a building to house SWAG+SC will bring a multitude of benefits to Dickinson and surrounding areas. By
purchasing a building that requires minimal renovation to get the center up and running immediately, we can
create a space that engages the community in a meaningful way. The Dickinson City Hall building, currently for
sale, is the ideal building in Dickinson for our venture.

A copy of our planned schematics for our proposed building site are in the appendices of this plan.

COST BENEFITS
1. Building purchase
a. By purchasing a building that requires minimal renovation, we can quickly establish the center
and start offering our programs and services to the community. This allows us to start generating
revenue and making an impact without significant delays.
2. Rental opportunities
a. By purchasing a building, we can generate income by renting out office suites to patrons in the
community. This additional revenue stream will help offset operating costs and contribute to the
financial sustainability of the center.
3. Investment in the future
b. Owning the building gives us long-term stability and control over our operations. Instead of
renting and potentially facing rising costs, we can invest our resources toward improving the
center and expanding our services. This ensures a sustainable future for the center and its ability
to serve the community and region for years to come.

CENTER BENEFITS

1. State-of-the-Art Technologies
1. The center will be equipped with state-of-the-art technologies that support critical thinking and
foster creative approaches. This enables us to offer innovative educational opportunities and
collaborative spaces that promote interdisciplinary learning.
2. Fostering Creativity and Innovation
1. By providing a dedicated space for art and science programs, we create an environment that
encourages creativity and innovation. Students, professionals, artists, and scientists can come
together in one location to collaborate, share ideas, and push the boundaries of their respective
fields.
3. Bridging the Gap in Education
1. The center fills a crucial educational gap in our region by offering high-level educational
opportunities. Students in our region will have access to top-notch resources, cutting-edge
technology, and expert instructors, empowering them to pursue their passions and achieve their
highest levels of potential.
4. Promoting Positive Mental Health
1. The center will also serve as a hub for promoting positive mental health. By integrating mental
wellness practices into our programming and providing a supportive environment, we empower
our community members to prioritize their well-being while engaging in art and science
activities.

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Page 20 of 43
Investing in a building for our center is not only a smart financial decision but also an investment in the future of
our community. By providing access to state-of-the-art resources, engaging critical thinkers, fostering creativity,
and promoting positive mental health, we can transform our region into a vibrant hub of art, science, and
innovation. We continue to encourage investors to join us on this journey as we create a welcoming space that
inspires and empowers individuals to reach their full potential.

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FINANCIAL OVERVIEW
This section will provide an overview of our income sources and an outline of our proposed expenses.
SWAG+SC established an account with the North Dakota Community Foundation to manage its funds
and provide ongoing support and fiscal guidance.

REVENUE

SWAG+SC reaches out to individuals, corporations, and foundations that align with its mission and
values to request financial support. We will have rental income, membership and programming fees, art
sales, revenue from the gift shop and our fundraising events. Over the past year, the community has
demonstrated strong support and we continue to experience success with our fundraising efforts.

1. Rental Income
For the first two years, we will be leasing two-thirds of our space to an oil company at a rate of
approximately $22,000/month. During the three ensuing years, we will rent space for
classrooms, parties, family events, youth camps and STEM clubs averaging $6,000/month. Year 3
Office rental space in southeast corner for therapy rooms/therapist office comes to $72000 a
year.

2. Programming Fees
Our programs will be offered on a fee basis. Programs are offered for youth, adults, and our
youth camps. In Year Two we will begin to offer Team Building classes and in Year Three we will
begin offering Stem Clubs. We will be able to offer programming for youth through our STEAM
Roller. By Year Three, we will be able to offer youth programming in our building. Total fees
collected will increase for all programs based on increased numbers of participants and minimal
incremental increases in fees based on costs.

3. Membership Fees & Day Passes

SWAG+SC will offer membership-based programs that provide exclusive benefits to members,
such as discounts on classes, access to special events, and priority registration. This method of
revenue generation will incentivize individuals to become members and contribute financially to
the organization on an ongoing basis. Additional center fees may include costs for specific
programs and services, such as art classes, science workshops, or facility rentals. These fees will
help cover the costs associated with these offerings while generating additional revenue.

Membership fees and day passes will not be required of our participants until Year Four. We
anticipate a total of 30 visitors per day with a 2:1 ratio of children to adults. Day passes range
from $10 for youth and seniors to $12 for adults. Annual memberships will be offered ranging
from $125 for an individual to $225 for a family pass with guests.

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4. Space Rental
We will not have space to offer for rentals until Year Three. At that time, we will offer open
studio space and classroom rentals. These rentals will bring in minimal income. We will generate
the most income from party and gathering space rentals. We will have member and non-
member rates for all rental spaces. Party space will generate approximately $1,200 per month in
Year Three, increasing incrementally to $3,570 per month in Year Five.

5. Art Exhibits and Show Sales

We will sell art from our artists who show in our gallery. We will receive 35 percent of all sales,
which will generate approximately $350/month in Year Three and increase to $7,000 in Year
Five.

6. Gift Shop & Art Store

Our on-site store, up and running in year three, will offer art supplies and art and science kits at
a reduced price to allow all who wish to engage in the arts the ability to do so at a price that is
affordable. The store will also provide a space to expand our existing line of branded
merchandise, including shirts, mugs, and art kits that will allow our visitors to bring arts and
science home. Future funding may come from the development of digital content that can be
sold to a wider audience beyond our physical location. Leveraging technology and online
platforms will allow us to reach individuals who are unable to join us in person, thus expanding
our reach and generating revenue from a global audience. Embracing diverse funding methods
encourages our organization’s leadership to explore and examine new approaches to enhance
SWAG+SC’s overall effectiveness and impact. We estimate that about 10% of our attendees will
purchase items from the store. If we generate 3-4 sales per day at $25, we will generate $14,400
by the end of the year in Year Three. This will increase to $20,000 by Year Five when we expect
to increase our memberships and visitor participation.

7. Contributions/Donation
We have already generated $35,000 in donations now. We expect we will bring in the same
amount in Year One. This amount will decrease over time. Contributions and donations have
been made from individuals and families who want to see a successful arts and science venue in
southwest North Dakota. We will specifically seek contributions for scholarships so youth who
wish to participate in our programming will be able to do so regardless of their socio-economic
status.

8. Fundraising Events
SWAG+SC is committed to hold fundraisers that not only bring in needed finances, but also
highlight the arts and science community. Our current fundraiser is our Gala held in the fall. This
successful event was the result of the board’s hard work and commitment of community
members and the art community throughout the state, who came together for a high-end
successful event. The first Gala raised about $100,000. This will be an annual event with the

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 expectation that we will raise about the same amount each year. We also have other fundraising
events planned, including a golf scramble. We will double our fundraising income by Year Five.

9. Grants
SWAG+SC has identified several arts and humanities grants for which we qualify. We have at
least three oil companies that are interested in our project. We expect to increase our grant
dollars in Year Three with grants dedicated to our programming. We do intend, however, to
reduce our reliance on grants each year after Year Three.

EXPENSES

1. Building Costs
We expect our mortgage to be about $40,000 each year. We have spoken with Stark
Development Corp personnel who have indicated we will qualify for Bank of North Dakota Flex
PACE interest buy-down from our loan. The quoted annual mortgage is based on a $500,000
fixed loan over 20 years @ 4.5% interest rate.

Utilities including gas, electricity, water, and sewer, internet and telephone will have reduced
costs in Year One and Two, as the renter will cover two-thirds of the overall costs. SWAG+SC will
take on these costs in their entirety in Year Three.

Property taxes are currently $15,080 per month (as paid by Bravera Bank). These taxes are
based on a valuation of $1.3 million. We anticipate taxes will increase over the five years.

We will incur costs for maintenance and repair; again the renter will cover two-thirds of these
costs in Years One and Two.

We will need to lease a printer in Year One, but our lease will increase beginning in Year Three.
We will need to install computers and terminals, smartboards, and building and gallery
furnishings. Lighting will need to be installed for the gallery in Year One and sound in Year Two.
Furnishing costs will be incurred in Years Two and Three.

2. Payroll Costs
We will hire an Executive Director in Year One at a cost of $80,000 annually, plus 15% payroll
taxes. In Year Three, managers for the Art Gallery and the Science Center will be hired at
$65,000 annually, and in Year Four, we will hire two cashiers at $45,000 each. These salaries are
based on comparative salaries listed in the Bureau of Labor Statistics for North Dakota. We
intend to utilize volunteers to assist with our programs.

3. Consultants and Contractors

We will contract for IT services, accounting services, janitorial services, and class instructors. IT
services average $900/month. In Years One and Two, our renter will pay two-thirds of this cost.

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 By Year Three, we will be covering all IT contractual costs. We will be utilizing the services of a
QuickBooks accountant in our first two years. By Year Three, when we will be offering full
programming, we will engage a CPA firm. We have a quote from Brady Martz for $900/month
plus a on-time $1,500 fee for onboarding and a $125 historical transaction fee. Brady Martz will
also complete our 990 tax return at a cost of $1,000. Janitorial services are based on 3
hours/week at $25/hour. We will contract for classroom instructors. As the number of classes
increases, so too will the number of classroom instructors. We anticipate 20 classes at $300,
increasing over time to 40 classes by Year Five.

4. STEAM Roller Van

We have been gifted the amount needed to purchase our STEAM trailer, but we need a van to
pull the trailer and supplies. We will have a loan to pay for the van over five years. The current
price for a new van is approximately $44,000 and with interest over the five years, we expect to
pay about $890/month. We will be traveling to the rural communities in southwest North
Dakota, thereby requiring gasoline and regular maintenance. These costs will increase over the
five years.

5. Supplies
Supplies are needed for the STEAM Roller, the science center and the art classes. These costs
will begin in Year One as we continue to hold events and classes without a building. The gift
shop will need to be supplied in Year Three. We expect we will need to resupply in ensuing
years. Office supplies such as paper and desk supplies will increase over time as staff and
programming increases. All fundraisers have expenses that will need to be covered. Most of
these will be for the Gala and as years commence, fewer supplies will be needed.

6. Postage Mailbox Rental

We will acquire a post office box for our mail. The box and postage is budgeted at $25/month,
increasing to about $450 in Year Five.

7. Marketing and Advertising

Marketing includes social media platforms, advertising in print, radio, and television, and other
avenues to market SWAG+SC and its programs.

8. Website Development and Maintenance

Website costs include the costs to maintain SquareSpace for the website and the domain. We
also have a DocuSign subscription for online forms, and the GiveSmart platform for online
fundraising maintenance.

9. Quickbooks Fees
The basic rate for QuickBooks is $350. We anticipate we will need to have some add-ons in
ensuing years.

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10. Conference Attendance and Travel
Staff will be given the opportunity to attend at least one professional conference each year. We
anticipate overall costs for registration and lodging will be $1,500.

11. Professional Dues

SWAG+SC, to maintain up-to-date information, will need to belong to a professional art and
science organization. Dues will range from $250/year to $350/year.

12. Insurance
Commercial General Liability and Auto Insurance is a combined insurance for businesses. Errors
and Omissions insurance or Directors and Officers insurance will be required to cover the board
of directors and staff. We will require these insurances over all five years. Security insurance will
be required beginning in Year Three.

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BUILDING PURCHASE AND CAPITAL CAMPAIGN

It is SWAG+SC’s plan to purchase the previous Dickinson City Hall building. The asking price is $1.5
million. Our research indicates that the building is valued at $1.3 million. We will embark on a capital
campaign over three years. Our goal is to raise $3.1 million to cover the purchase price of the building,
renovations, lighting, sound, and technology infrastructure, and ongoing operational costs. We are
working with the North Dakota Community Foundation to assist us in developing and embarking on the
capital campaign.

a. Additional scenarios may have to be considered. A $500,000 loan with traditional

funding at 8% interest will result in a monthly mortgage payment of $4,182 per
month.
b. Property management and janitorial services will amount to $23,152. The property
management is to pay for a manager to manage the rental spaces in the building.
c. An insurance quote has yet to be received to cover commercial general liability. For
budgeting purposes, we are considering $1,500 per year for a $5 million policy.

1. Arts and Science Center

a. Costs for the arts gallery and science center include purchasing supplies, instructor
fees and other contractual costs, purchase of furnishings, paint and repair turnover
costs for the art gallery, food, and drink for exhibitions. The total annual cost is
$18,801.
2. STEAM Roller
a. SWAG+SC anticipates it will receive a donation to cover the cost of a van. Gasoline
costs for a year are budgeted at $2,400 and insurance at $3,600.
b. Programming supplies for STEM and art will cost $6,180.
c. Labor for STEAM Roller transportation will cost $2,160 per year and class instructors
will receive $3,000 annually. Both are based one class per month.
d. Marketing the STEAM Roller program is budgeted at $1,500 per year.
e. Miscellaneous overhead and maintenance costs are budgeted at $2,826 per year.
f. Total STEAM Roller program costs are $21,666.00.
3. Payroll
a. Initially, SWAG+SC will hire an executive director and a bookkeeper/accountant.
Accountant fees are $6,000. The executive director will be hired at $80,000.
Mandatory payroll taxes will require a total of $11,739. No health or other insurance
benefits will be paid in the first years of operation.

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 Southwest Art Gallery & Science Center
Revenue and Expense Budget
Year One Year Two Year Three Year Four Year Five
REVENUE
Rental Income $ 264,000.00 $ 264,000.00 $ 72,000.00 $ 72,000.00 $ 72,000.00
Programming Fees
Youth $ 11,520.00 $ 11,520.00 $ 16,000.00 $ 16,000.00 $ 20,000.00
adult $ 2,880.00 $ 2,880.00 $ 10,800.00 $ 10,800.00 $ 10,800.00
Camps $ 12,000.00 $ 12,000.00 $ 18,000.00 $ 24,000.00 $ 24,000.00
STEM Clubs $ - $ - $ 4,500.00 $ 9,000.00 $ 9,000.00
Team Building $ - $ 15,600.00 $ 31,200.00 $ 31,200.00 $ 31,200.00
Programming Fees $ 26,400.00 $ 42,000.00 $ 80,500.00 $ 91,000.00 $ 95,000.00
Membership Fees/Day Passes $ - $ - $ - $ 76,896.00 $ 80,740.80
Space Rental
Open Studio $ - $ - $ 2,400.00 $ 2,400.00 $ 3,000.00
Parties & Gatherings $ - $ - $ 14,400.00 $ 28,800.00 $ 36,000.00
Classroom Rental $ - $ - $ 960.00 $ 1,920.00 $ 3,840.00
Space Rental $ - $ - $ 17,760.00 $ 33,120.00 $ 42,840.00
Art Exhibits & Show Sales $ 4,200.00 $ 5,000.00 $ 7,000.00
Gift Shop & Art Store $ - $ - $ 14,400.00 $ 18,000.00 $ 20,000.00
Contributions/Donations $ 35,000.00 $ 30,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00
Fundraising Events $ 100,000.00 $ 105,000.00 $ 120,000.00 $ 150,000.00 $ 200,000.00
Grants $ 10,000.00 $ 25,000.00 $ 150,000.00 $ 100,000.00 $ 75,000.00

Total Revenue $ 435,400.00 $ 466,000.00 $ 483,860.00 $ 571,016.00 $ 617,580.80

EXPENSES
Building Costs
Mortgage $ 40,000.00
$ 40,000.00 $ 40,000.00 $ 40,000.00 $ 40,000.00
Building Utilities $ 11,195.00
$ 11,420.00 $ 35,000.00 $ 35,300.00 $ 35,300.00
Taxes $ 15,080.00
$ 15,080.00 $ 16,286.00 $ 16,286.00 $ 17,000.00
Maintenance & Repair $ 7,536.00
$ 7,536.00 $ 22,800.00 $ 22,800.00 $ 22,800.00
Building Maintence Supplies $ 6,402.00
$ 6,402.00 $ 19,400.00 $ 19,400.00 $ 19,400.00
Printer Lease $ 1,000.00
$ 1,000.00 $ 6,000.00 $ 6,000.00 $ 6,000.00
Telephone & Internet $ 1,070.00
$ 1,070.00 $ 3,240.00 $ 3,240.00 $ 3,240.00
Computers/Terminal $ 6,000.00
$ 4,000.00 $ 4,000.00 $ 2,000.00 $ 2,000.00
Smartboards $ 1,000.00
$ 1,000.00 $ 4,000.00 $ - $ -
Lighting $ 20,000.00
$ - $ - $ - $ -
Tech Infrastructure & Sound $ - $ 30,000.00 $ - $ - $ -
Building Furnishings $ 8,000.00 $ 20,000.00 $ - $ -
Gallery Furnishings $ - $ 10,000.00 $ 5,000.00 $ - $ -
Building Costs $ 109,283.00 $ 135,508.00 $ 175,726.00 $ 145,026.00 $ 145,740.00
Payroll Costs
Salaries $ 80,000.00 $ 81,600.00 $ 211,600.00 $ 301,600.00 $ 310,648.00
Benefits $ 12,000.00 $ 12,240.00 $ 31,740.00 $ 45,240.00 $ 46,597.20
Payroll Costs $ 92,000.00 $ 93,840.00 $ 243,340.00 $ 346,840.00 $ 357,245.20
Consultants & Contractors
IT Services (900/mo) $ 3,564.00 $ 3,564.00 $ 10,800.00 $ 10,800.00 $ 10,800.00
Accounting Services $ 6,000.00 $ 7,200.00 $ 13,425.00 $ 11,800.00 $ 11,800.00
Janitorial (25 X 3 hr X 3/wk X 52 $ 3,861.00 $ 3,861.00 $ 11,700.00 $ 11,700.00 $ 11,700.00
Class Instructors $ 6,000.00 $ 9,000.00 $ 9,000.00 $ 12,000.00 $ 12,000.00
Consultants & Contractors $ 19,425.00 $ 23,625.00 $ 44,925.00 $ 46,300.00 $ 46,300.00
STEAM Roller Van
Loan Payment $ 10,680.00 $ 10,680.00 $ 10,680.00 $ 10,680.00 $ 10,680.00
Gasoline $ 1,560.00 $ 1,600.00 $ 1,750.00 $ 1,800.00 $ 1,800.00
Maintenance & Repair $ 500.00 $ 750.00 $ 1,000.00 $ 1,000.00 $ 1,200.00
STEAM Roller Van Costs $ 12,740.00 $ 13,030.00 $ 13,430.00 $ 13,480.00 $ 13,680.00
Supplies
STEAM $ 5,100.00 $ 5,355.00 $ 8,032.50 $ 9,371.25 $ 11,714.06
Art $ 1,080.00 $ 1,080.00 $ 1,620.00 $ 1,890.00 $ 2,362.50
Gift Shop Inventory $ - $ - $ 20,000.00 $ 5,000.00 $ 5,000.00
Offi ce $ 500.00 $ 1,000.00 $ 2,400.00 $ 2,400.00 $ 2,400.00
Fundraising $ 1,500.00 $ 1,000.00 $ 750.00 $ 750.00 $ 500.00
Supplies $ 8,180.00 $ 8,435.00 $ 32,802.50 $ 19,411.25 $ 21,976.56
Postage & Mail Box $ 300.00 $ 300.00 $ 450.00 $ 450.00 $ 450.00
Marketing/Advertising $ 5,000.00 $ 5,000.00 $ 6,500.00 $ 6,500.00 $ 6,500.00
Website Development & Maintenance $ 450.00 $ 450.00 $ 1,500.00 $ 1,500.00 $ 1,500.00
Quickbooks Fees $ 350.00 $ 600.00 $ 600.00 $ 750.00 $ 750.00
Commissions
Artist Exhibits $ 10,000.00 $ 10,000.00 $ 10,000.00 $ 10,000.00 $ 10,000.00
Gift Shop $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00 $ 4,000.00
Commissions $ 14,000.00 $ 14,000.00 $ 14,000.00 $ 14,000.00 $ 14,000.00
Conference Attendance & Travel $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 1,500.00
Professional Dues $ 250.00 $ 250.00 $ 300.00 $ 350.00 $ 350.00
Insurance
Commercial General
Liability& Auto $ 1,500.00 $ 1,500.00 $ 1,600.00 $ 1,600.00 $ 1,600.00
E&O or D&O $ 800.00 $ 800.00 $ 800.00 $ 850.00 $ 850.00
Security $ - $ - $ 350.00 $ 350.00 $ 500.00
Insurance $ 2,300.00 $ 2,300.00 $ 2,750.00 $ 2,800.00 $ 2,950.00

Total Expenses $ 265,778.00 $ 298,838.00 $ 537,823.50 $ 598,907.25 $ 612,941.76

NET REVENUE $ 169,622.00 $ 167,162.00 $ (53,963.50) $ (27,891.25) $ 4,639.04

FIVE YEAR CASH FLOW $ 259,568.29

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OPERATIONAL INCOME

APPENDICES
 Appendix A: Organizational Chart
 Appendix B: Job Descriptions
 Appendix C: Building Schematics
 Appendix D: Photos of activities
 Appendix E: Community Partner Endorsement Letters
 Appendix F: The 501(c)(3) IRS designation letter

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APPENDIX A: ORGANIZATIONAL CHART

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APPENDIX B: JOB DESCRIPTIONS
The following are a basic listing of roles and responsibilities.

 Executive Director - Job roles and responsibilities are listed but not limited to:
o Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching,
counseling, and disciplining managers; communicating values, strategies, and objectives;
assigning accountabilities; planning, monitoring, and appraising job results; developing
incentives; developing a climate for offering information and opinions; providing educational
opportunities.
o Creates, communicates, and implements the organization’s vision, mission, and overall direction
– i.e. leading the development and implementation of the overall organization’s strategy.
o Responsible for fixing prices and signing business deals
o Responsible for providing direction for the business
o Responsible for signing checks and documents on behalf of the company
o Evaluates the success of the organization
o Serves as internal auditor for the organization
o Handles all financial transactions for the organization
o Defines job positions for recruitment and managing interviewing process
o Carries out staff induction for new team members
o Responsible for training, evaluation and assessment of employees
o Responsible for arranging travel, meetings and appointments
o Oversees the smooth running of the daily office activities
o Responsible for administering payrolls
o Manages the organizations website
 Human Resource, Accounting, and Legal Associate
o Responsible for overseeing the smooth running of HR, Accounting and Legal tasks for the
organization
o Maintains office supplies by checking stocks; placing and expediting orders; evaluating new
products
o Ensures operation of equipment by completing preventive maintenance requirements; calling for
repairs
o Enhances department and organization reputation by accepting ownership for accomplishing
new and different requests; exploring opportunities to add value to job accomplishments
o Responsible for preparing financial reports, budgets, and financial statements for the
organization
o Provides management with financial analyses, development budgets, and accounting reports;
analyzes financial feasibility for the most complex proposed projects; conducts market research
to forecast trends and business conditions
o Responsible for financial forecasting and risks analysis
o Performs cash management, general ledger accounting, and financial reporting
o Responsible for developing and managing financial systems and policies
o Ensures compliance with taxation legislation
 Gallery Operations Manager - Job roles and responsibilities are listed but not limited to:
o Responsible for managing the daily activities in the art gallery
o Ensures that proper records of art works are kept and our racks and warehouse does not run out
of products

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 o Ensures that the art gallery facility is in tip top shape and art works are properly arranged and
easy to locate
o Controls goods distribution and supply inventory
o Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client
with a personalized customer service experience of the highest level
o Through interaction with customers on the phone, uses every opportunity to build client’s
interest in the company’s products and services
o Manages administrative duties assigned by the human resources and admin manager in an
effective and timely manner
o Supervises the workforce
o Manages vendor relations, market visits, and the ongoing education and development of the
organizations’ buying teams
o Responsible for the purchase/rental of art works (paintings, drawings, prints, sculptures,
photography and other merchandize) for the organization
o Responsible for planning sales, monitoring inventory, selecting the merchandise, and writing and
pricing orders to vendors
o Responsible for maintaining consignment contracts and contacts.
 Science Center Operations Manager - Job roles and responsibilities are listed but not limited to:
o Responsible for managing the daily activities in the Science Center
o Ensures that proper records of exhibits are kept and our racks and warehouse does not run out
of products
o Ensures that the science center facility is in tip top shape and art works are properly arranged
and easy to locate
o Controls goods distribution and supply inventory
o Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone)
o Through interaction with customers on the phone, uses every opportunity to build client’s
interest in the company’s products and services
o Manages administrative duties assigned by the human resources and admin manager in an
effective and timely manner
o Supervises the workforce
o Manages vendor relations, market visits, and the ongoing education and development of the
organizations’ buying teams
o Responsible for the purchase/rental of exhibits for the organization
o Responsible for planning sales, monitoring inventory, selecting the merchandise, and writing and
pricing orders to vendors
 Sales and Marketing Manager - Job roles and responsibilities are listed but not limited to:
o Sources for avenues for us to exhibit our artworks and generate sales
o Manages external research and coordinates all the internal sources of information to retain the
organizations’ best customers and attract new ones
o Models demographic information and analyzes the volumes of transactional data generated by
customer purchases
o Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
o Identifies development opportunities; follows up on development leads and contacts;
participates in the structuring and financing of projects; assures the completion of development
projects.
o Responsible for supervising implementation, advocate for the customer’s needs, and
communicate with clients
o Develops, executes and evaluates new plans for expanding sales

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 o Documents all customer contact and information
o Helps to increase sales and growth for the company
 Information Technologist - Job roles and responsibilities are listed but not limited to:
o Handles the eCommerce aspect of the business
o Responsible for installing and maintenance of computer software and hardware for the
organization
o Manages logistics and supply chain software, Web servers, e-commerce software and POS
systems
o Handles any other technological and IT related duties.
 Greeter/Cashier - Job roles and responsibilities are listed but not limited to:
o Performs Sales from Gift Shop
o Greets Customers and provides assistance
o Manages handing out information packets
o Consistently stays abreast of any new information on the organizations’ products, promotional
campaigns etc. to ensure accurate and helpful information is supplied to customers when they
make enquiries (answer customer queries regarding the store and the merchandise)
o makes suggestions and encourage purchase of products
o Bags, packages or gift wrap merchandise
 Cleaners - Job roles and responsibilities are listed but not limited to:
o Responsible for cleaning the art gallery facility at all times
o Ensures that toiletries and supplies don’t run out of stock
o Handles any other duty as assigned by the gallery manager

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APPENDIX C: BUILDING SCHEMATICS

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Page 35 of 43
APPENDIX D: INFOGRAPHIC

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APPENDIX E: REFERENCE LETTERS OR LETTERS OF COMMITMENT FROM ANY PARTNERS

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DICKINSON PARKS & RECREATION

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SOUTHWEST AREA CTE ACADEMY

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WESTERN NORTH DAKOTA AHEC

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Page 41 of 43
APPENDIX G: THE 501(C)(3) IRS DESIGNATION LETTER

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Page 43 of 43