Group Communications Project
Grant Proposal
Technical Writing: under the direction of Kathleen Newport
Fall 2012
Jason Dennis, Alexis Hinkle, Kaitlyn Kincade, Samantha Sonkowsky
Table of Contents
UW-Whitewater Grant Proposal
ENG 372 Group Communications Project
1
2
3
4
5
6
7
Transmittal Memo................................... p.1
Flyer........................................................ p.2
Task Analysis......................................... p.3-4
Audience Profile..................................... p.5-6
Identify the Process............................... p.7-8
Written Proposal.................................... p.9-16
a Executive Summary.......................... p.9
b Statement of Needs.......................... p.10, 11
c Survey of Users................................ p.12-17
d Interviews with Subject Matter
Experts............................................. p.13-16
i Greg Swanson
ii Frank Bartlett
iii Bob Barry
iv David Skelton
Narrative Documents............................ p.16-28
a Illustrations of Initiative Action........... p.16-18
i Budget Sheet............................ p.16-17
ii Budget Narrative....................... p.18
b Project team and key members........ p.19
c Description of internal organization...... p. 20-24
Impact of project................................. p.25
e How realistic is this project.................. p. 26
f Project Design.................................... p.27
Presentation PDF.................................... p.28
Skills and Interest of Grant Writing Team p.29-41
a Team member bios............................. p.29-32
i Jason Dennis
ii Alexis Hinkle
iii Kaitlyn Kincade
iv Samantha Sonkowsky
b Team Resumes.................................. p.33-41
i Jason Dennis
ii Alexis Hinkle
iii Kaitlyn Kincade
iv Samantha Sonkowsky
Reflection Memo....................................... p.42
d
8
9
10
TO:
Prof. Kathleen Newport
FROM: Jason Dennis
Alexis Hinkle
Kaitlyn Kincade
Samantha Sonkowsky
DATE: 11/29/12
RE:
Grant Proposal
After reviewing the needs of students at the University of Wisconsin- Whitewater, we
have decided to propose a grant to fund the addition of a building on campus that
would offer laundry facilities with a study area and coffee shop that is accessible 24
hours a day. This facility would enhance the educational and professional opportunities
for students at the university.
We submit herewith a proposal for funding and implementing a laundering facility
outlined in the enclosed documents.
The documents attached are:
●
●
●
●
●
●
Task Analysis
Audience Profile
Identifying the Process
Written Proposal
Presentation PDF
Reflection Memo
The presentation will be conducted by the following authors:
Financials: Jason Dennis
Marketing: Samantha Sonkowsky
Public relations: Alexis Hinkle
Survey: Kaitlyn Kincade.
Any questions related to technical aspects of the proposal can be directed to the
research team.
Your consideration of the proposal is greatly appreciated.
If you have any further questions in regards to the contents of these documents please
contact one of the grant writing team members:
Jason Dennis: dennisjp13@uww.edu Budgeting Coordinator
Alexis Hinkle: hinklean20@uww.edu Project Impact Coordinator
Kaitlyn Kincade: kincadekm18@uww.edu Survey and Development Coordinator
Samantha Sonkowsky: Sonkowsksm16@uww.edu Communications Coordinator
UWW CAMPUS
STUDY
COFFEE BREAK
LAUNDRY
Samantha Sonkowsky
Jason Dennis
Kaitlyn Kincade
Alexis Hinkle
ENG372
11/28/12
Team Task Analysis
Start: Tuesday, November 20th
In class Tuesday, Nov. 20th:
● Brainstormed ideas
● Choose grant writing project: On campus center for laundry, study, and coffee.
In class Tuesday, 27th:
● Divide tasks among members: Refer to contract for division of duties
● Begin tentative timeline for completing:
● Identifying the Process SAMI
● Team Task Analysis: SAMI
● Audience Analysis: ALEXIS
● Survey of Users: KAITLYN
● Executive Summary: JASON
● Upload resume and bio info to folder
○ please follow Sami’s bio example, keep format
All items due in class Thursday, 29th
Beginning of class Thursday, 29th
● Go over completed assignments in class
● Delegate new assignments to team members
● Use classroom time to get new documents done
● Sami has emailed 4 members of grounds on campus, waiting to hear back from
them
● Make appointments with SME’s via e-mail for email survey or face-to-face
interview
● create interview questions
In class Thursday Nov. 29th:
● Begin written proposal doc
● Transmittal Memo-ALL
● Create title page-AH
● Create table of contents-SS
● Executive summary is completed (J.D. 11/27/12)
● Statement of needs-AH
● Survey-KK
● Interviews: E-mails to SME sent out 11/27/12 by SS
Create group PPT on gdocs. to start adding slides
Due in class on Dec 4th:
● Progress reports
● Written proposal document elements
● Interviews should be completed
● Start adding information to PPT presentation
In class Thursday Dec. 4th:
● Compile survey information-ALL
● Go over interview contents-SS
● Begin Illustrations of action-KK
● Budget sheet-JD
● Budget Narrative-JD
● Begin Narrative Section-ALL
● Place all material onto PPT for oral presentation
Due in class Tuesday Dec 6th:
● Narrative section Material
● Entire presentation needs to be completed
Dec 6th:
● In class work day to compile presentation and place all documents into a printed
portfolio
Dec 11th:
● Oral presentations
● about 5-8 mins long
● About 5 slides maximum
Audience and Purpose
Primary audience: Facilities Planning and Management Team and Residence Life at
UWW
Secondary audience(s): Students attending the University of Wisconsin-Whitewater
and Community members and residents of Whitewater, WI
Relationship with audience: Colleague and Community Member
Purpose of document: Persuade to grant the proposal for a laundry facility with a
study area and coffee shop that will enhance the educational and professional
opportunities for students at the university.
Audience and purpose statement: We are persuading university and community
members of Whitewater, WI that having a laundry facility on campus that also serves as
a study lounge and coffee shop will serve a number of purposes. The first, a clean
laundromat with baskets and capabilities for patrons to use a number of technologically
advanced services to make their laundering needs easier and more convenient.
Secondly, the coffee shop will provide an area for social gatherings, drink and food
options, as well as a venue for local music performers and other artists. Lastly, this
facility will also have a study area that is open 24 hours, providing students a quiet area
to read and study. It is especially convenient for students while they are doing their
laundry. This way they are using their time wisely and increasing productivity.
Intended use of document: To solve the problem of no 24 hour study area, lack of
coffee shops in the town, and a much needed laundromat on campus that caters to the
needs of students.
Information needs: The community and students know very little about laundry options
in town and the convenience and benefits a multi-unit facility would offer them.
Technical background: In regard to this topic, the primary audience can be considered
laypersons.
Cultural considerations: The laundromat facility is culturally adaptable to all college
campuses.
Probable questions: ”Where would this facility be built?” “How would this benefit the
campus and/or community?” “Would this cost the students money to build?” “How
many people would the facility employ?” “How would you separate the study area from
the coffee house portion that could possibly be loud with live music?” “If I am studying
in the lounge area, how would I know if my laundry is done?” “Since the laundromat is
on campus, would I be able to use Purple Points to do my laundry?” “Could my parents
deposit money into an account for my laundering needs?” “Why hasn’t anyone thought
of this sooner?”
Probable reaction: Most should have a welcoming reaction and a display of
enthusiasm! There may be some initial hesitations from students and community
members if they are wondering where the funding for the project is coming from and if
their student bills will be affected.
Audience Preferences about the Document
Length and detail: There are a number of documents and a detailed outline with flow
chart for the internal matching grant proposal. The narrative section will be between 4
and 8 pages.
Format and medium: The proposal will include a transmittal memo, title page, table of
contents, executive summary, statement of need, surveys of users, interviews with
subject matter experts, illustrations, the budget sheet, the budget narrative, and a
narrative section. We will also include skills, interests and abilities of the grant writing
team through bios and resumes of each individual. A final powerpoint presentation will
be given.
Tone: Friendly but professional, serious, and formal tone (credible).
Due date and timing: This document must be available by Thursday Dec. 6, 2012 for a
presentation of the proposal between Thursday Dec. 6 and Tuesday Dec. 11, 2012.
Budget: We are requesting a budget of: $60,000 for a new facility and student staff.
Budget will vary if updating a current space and will be considerably less.
Samantha Sonkowsky
Jason Dennis
Kaitlyn Kincade
Alexis Hinkle
ENG 372
11/28/12
Identifying the Process
Nov. 20th:
● Brainstorming on ideas
● Chosen idea: An all-in-one laundromat with study area and coffee shop.
Nov. 27th:
● Create contract
● Sign contract
● Delegate roles
Due Nov. 29th:
● Task Analysis-SS
● Identifying the Process-SS
● Audience Profile-AH
● Survey needs to be sent out-KK
● Executive Summary-JD
● Upload Resume and Bio to Folder
Nov. 29th:
Begin written proposal doc
Transmittal Memo-AH
Create title page-AH
Create table of contents-SS
Executive summary is completed (J.D. 11/27/12)
Statement of needs-AH
Survey-KK
Interviews: E-mails to SME sent out 11/27/12 by SS
Create group PPT on gdocs. to start adding slides
Due Dec 4th:
● Progress reports-ALL
● Written proposal documents elements
● Interviews should be completed-ALL
● Start adding information to PPT presentation-ALL
Dec. 4th:
● Compile survey information-ALL
● Go over interview contents-SS
● Begin Illustrations of action-KK
● Budget sheet-JD
● Budget Narrative-JD
● Begin Narrative Section-ALL
● Place all material on to PPT for oral presentation
Due Dec 6th:
● Narrative section Material
● Description of internal org/individual leadership-SS
● Description of organizational leadership activities-SS
● Description of outreach of leadership activities-SS
○ Flow Chart as a graphic explanation arrows of steps of project-SS
○ Project Timetable-SS
● Image for poster/flyers-AH
● Image of building-KK
● Who’s involved in the project- list of names and positions-SS
● How is it implemented-KK
○ timetable
○ dates mapped out and explanation
● How realistic is this project?-JD
● Impact of project-AH & JD
○ Based on S of N
○ Based on budget
● Explain how you will evaluate the project/program-JD
Dec 6th:
● Entire presentation needs to be completed
● In class work day
● Compile the portfolio
● Make sure everything is SINGLE SPACED and 12 PT FONT
● Print off building design
● Create group resource to add all reference material
Dec 11th:
● Oral presentations
Samantha Sonkowsky
Jason Dennis
Kaitlyn Kincade
Alexis Hinkle
ENG 372
11/29/12
Written Proposal
Documents needed for this:
Transmittal Memo-AH
Title Page- AH
Table of Contents-SS
Executive Summary - JD
Statement of Need-AH
Survey of Users -All
Interview with Subject Matter Experts - SS (All)
Director of Planning
Illustrations of your Initiative in Action -KK
Budget Sheet - JD
The Budget Narrative - JD
Statement of Need
According to research done by Procter & Gamble, in 2011, Americans washed about 35
billion loads of laundry, which is approximately 100 million tons of linens and garments.
That being said, a huge bulk of laundry done at coin laundry systems are done by single
people living in rental units. There are presently around 35,000 coin-operated laundries
and a majority of them are found in areas with a large rental populace. Brian Wallace,
director of communications for Coin Laundry Association, of Illinois, states that “people
who don’t own their homes do not usually own major appliances.” Therefore, they
spend many hours at the laundromat.
In Whitewater, Wisconsin, there is only one option for a laundromat, Eastside Laundry
which has been documented with poor to fair quality and very expensive. Not only is
the facility “poor to fair” but, most laundromat facilities are unstaffed and difficult to
contact if problems arise. We plan to eliminate that problem by staffing our
establishment with student workers. After looking into the lack of laundry services
offered in Whitewater, we were informed of manta.com’s (an online community for small
businesses) list of top 5 laundromats near Whitewater, which are not so near. They are
located in Palmyra, Elkhorn, Johnson Creek, and Janesville, Wisconsin. This is
problematic for students without transportation and/or the time to travel out of town to
clean their laundry.
There is documented success by a number of combination laundromat / café buildings
within the United States. The laundromat industry earns $5 billion in gross revenue per
year (Coin Laundry Association). The initial startup costs are estimated anywhere from
$200,000 to $500,000 with an annual cash flow of $15,000 to $200,000. This range
varies greatly depending on the number of machines, expenses for running the
machines, and how popular the facility is. Based on our research, there is a large need
for such facilities, especially for students who live off campus and do not have access to
laundering facilities within residence halls. We plan on reducing costs by implementing
the current UWW laundering program, Laundry View. Once the building is in place,
costs of maintenance and service are relatively low.
Laundry View is a self-monitoring computer program system that allows users to access
the laundromat via their computer, laptop, or mobile device. It offers the ability to see
machines in use and the number of machines available at any given time. Also, by
using this system, students are more efficient with their time. The machines used are
high-efficiency front-loading washers, which consume 50% less water than a traditional
machine. This reduction conserves energy by reducing dry time as well cost. For
convenience, we will also offer a low cost laundry drop off service.
There are on average 10,700 students attending the University each year, with 4,000 of
them living in residence halls. That leaves 5,300 students either living off campus or
commuting. That is a large number of students without access to a residence hall
laundromat. Placing a laundromat building on campus will also increase convenience
within walking distance. Carts can be purchased from the building or rented during a
semester or yearly time frame, to make bringing laundry to and from their housing
easier.
Our main goal is to offer convenience to students. This is why we want to offer a place
where students feel welcome and comfortable, with rooms for studying and learning as
well as an open seating area with a café, serving coffee and a light assortment of food
(not prepared in house). The café area would also act as a hangout (that is not a bar)
and a location for students to showcase talents such as open mic nights, comedy
nights, poetry readings, and other small music acts. By keeping the building open 24
hours, we are accommodating a number of students who don’t keep traditional hours
and need a place to relax and study while having a cup of coffee. If they happen to be
doing laundry at the same time, it is an added bonus!
Survey Questions: This is the Survey web link:
http://www.surveymonkey.com/s/7MM7CJ7
*This is the updated survey results:
http://www.surveymonkey.com/MySurvey_Responses.aspx?sm=EQr8sJ2dTaGGSHLv
DEY425e1V1dlrHEFJJDhnwrqwJU%3d
http://www.surveymonkey.com/MySurvey_Responses.aspx?sm=EQr8sJ2dTaGGSHLv
DEY425e1V1dlrHEFJJDhnwrqwJU%3d (the updated link)
We were thinking about creating a building that would accommodate many needs all at
once right here on campus! It would be one building split into three different sections: a
laundromat, a coffee shop, and a study section.
1.) Would you use a laundromat here on campus if it had a coffee shop and study area
attached to it? How often would you use it?
2.) How often and what time of the day do you typically do your laundry now?
3.) What would make the current laundromat you use more convenient?
4.) What types of food and/or beverages would persuade you to spend money at our
coffee shop?
5.) What would persuade you to use the study section of our building?
6.) What are some reasons you don't use laundromats in town and what would make
them better?
7.) Would you use a laundromat that allowed you to use purple points and a prepay
system?
Interview with Greg Swanson Director of Facilities Planning and Management
When you speak about laundry facilities currently, are you talking about laundry mats in the
area? On campus? (Currently students either wait for their laundry to be done, or they drop off
their laundry, leave, and come back when it's complete.)
1. What do you think about this idea to improve the UW-Whitewater campus?
I would recommend conducting a study to determine cost/benefit and whether such a project,
and to what extent a new or remodeled space, could be self-sufficient from a funding standpoint.
An idea of this nature would improve services to students, but would need to be economically
viable.
2. Is there current space on campus that we could use/convert to execute this project? Finding
a space of sufficient size on campus for a laundry facility would be difficult unless it were
housed in a residence hall or other auxiliary building (UC, dining hall). Attention would need to
be paid to parking, 24-hour access, and other restrictions.
3. Are we able to redesign and improve current space on campus? This might be possible.
4. What sort of maintenance do the laundry facilities require? Besides general housekeeping,
vending machines need stocking routinely. Servicing on the laundry machines is done about
monthly to make they're operating properly. There are rental companies that provide and
maintain the machines for the use revenues.
5. What type of planning would we have to do for this project? The project would probably be a
student affairs undertaking. A feasibility study might be worthwhile if one hasn't already been
done.
6. What sort of budget would you estimate for this type of project?
For updating current spaces:
For creating a new space:
Facilities size and costs is an unknown until scope, scale, and amenities are identified.
7. With contracting employment on campus, is it feasible to make this facility open 24hrs a day?
If the space can be isolated and accessed within a building without issue, a 24-hour self-service
laundry might be possible.
8. How long would it take to get a project like this in motion? From proposal, to funding, to
implementation? Again, whether the laundry service is new or remodeled space will determine
term to implementation. Time to plan and implement can be years.
9. Is there someone else on campus planning, management, budgeting, etc. that you could refer
us to, to send them similar questions?
I would recommend checking with UC/Dining and Residence Life to see if laundry service
spaces are currently in place, if such spaces had been considered or are being planning for
implementation. These entities would be more likely to have potentially pertinent information.
Interview with Frank Bartlett Director of Residence Life
1. What do you think about this idea to improve the UW-Whitewater campus?
Do you think students would want to come back to campus to do their laundry?
2. Is there current space on campus that we could use/convert to execute this project? I don’t
know about space on campus. I know that the residence halls have laundry rooms and that the
buildings are secured for resident access only.
3. Are we able to redesign and improve current space on campus? If you are thinking about an
academic building, that would have to get into the campus’ project queue, for the other entities
(UC/Dining, Residence Life, Rec Sports/Athletics, etc.) would need to figure things into their
planning.
4. What sort of maintenance do the laundry facilities require? Daily custodial service is needed
in the laundry rooms – probably around a half an hour a week day. Our laundry contract
provides for twice a year duct cleaning. In addition, maintenance issues are dealt with by their
contracted service provider.
5. What type of planning would we have to do for this project? There are 2 big questions in my
mind. 1. Is this a service that would be utilized by students off campus and 2. Where would it
be located (this would have to be a facility that is open to all students during operating hours & I
don’t think an academic building would be a logical location for it.
6. What sort of budget would you estimate for this type of project? No idea – depends if you are
contracting it out or whether you are buying the machines to start. This room would need
extensive plumbing, electrical and HVAC work so the numbers would be greater than stated
below. In addition, you would need to figure on the type of washers/dryers & whether it would
be contracted out or taken care of by the campus.
For updating current spaces: Its anticipated to cost us over $122/per square foot to renovate
our upcoming residence halls.
For creating a new space: According to College Planning and Management – the cost per
square foot for new construction is 275.86 – 473.37 per square foot for student services projects
and between 188.83-287.28 per square foot for residence hall projects. This project would
more likely fall under Residence Hall as we have laundry facilities in our buildings.
7. With contracting employment on campus, is it feasible to make this facility open 24hrs a day?
That would be for you to figure out. Is there demand to pay for 24 hour staffing.
8. How long would it take to get a project like this in motion? From proposal, to funding, to
implementation?
I think the space location question is a complicated one. At this point in time, I would find it
challenging to think this could be in place by the fall of 2013 and I think the space question is
complicated.
9. Is there someone else on campus planning, management, budgeting, etc. that you could refer
us to, to send them similar questions?
Bob Barry from the University Center who also supervises the Dining Facilities & Greg Swanson
from Facilities Planning & Management. Again, you would need to be clear with them that you
are looking for a non-residence hall laundry facility for the campus community.
Interview with Bob Barry Certified Auxiliary Services Professional
Executive Director, James R. Connor University Center
1. What do you think about this idea to improve the UW-Whitewater campus?
I like the idea of a laundry center that would have more of a socializing component to it. Due to
state contracts, it would have to be done in collaboration with University Dining and Residence
Life, current contract stakeholders. Essentially, students who ran it would have to work for or
through them.
2. Is there current space on campus that we could use/convert to execute this project?
Not that I can think of. There’s currently a shortage of space on campus. This would have to be
designed into a future residence life or dining project.
3. Are we able to redesign and improve current space on campus?
See above
4. What sort of maintenance do the laundry facilities require?
MacGray, our laundry company, has a person who visits campus at least twice weekly to check
machines, empty coin mechanisms, do repairs, etc. Aside from that machines that break down
have to be addressed with 24 hours so someone would have to be on-call for the other days.
Daily cleaning of the facility would have to occur.
5. What type of planning would we have to do for this project?
Including all stakeholders to plan it including; student representatives (yourselves), Residence
Life, University Dining, Campus Planner, other administration
6. What sort of budget would you estimate for this type of project?
This cannot be answered without further research but if I had to guess….
For updating current spaces: $125,000 is a ROUGH guess if it’s not currently a laundry
or food service space
For creating a new space: New as in new building? Huge – new as in converting other
non-laundry/non-food service space to a space like this, $175,000?
7. With contracting employment on campus, is it feasible to make this facility open 24hrs a day?
No, we get complaints from students that midnight to 2 am hours in dining attract belligerent and
intoxicated people, I don’t see it being open 24 hours. That’s what residence hall and apartment
laundry facilities are for; smaller groups and more security.
8. How long would it take to get a project like this in motion? From proposal, to funding, to
implementation?
After you find a space, 1 or 2 years depending on how much renovation needed to occur.
Finding the space could take quite some time unless you know of space already.
9. Is there someone else on campus planning, management, budgeting, etc. that you could refer
us to, to send them similar questions?
Frank Bartlett, Residence Life (bartletf@uww.edu), Tami McCullough, Campus Planner
(mccullot@uww.edu)
Interview with David Skelton Assistant Director of Facilities
1. What do you think about this idea to improve the UW-Whitewater campus?
An area for students to socialize is always a good idea.
2. Is there current space on campus that we could use/convert to execute this project?
Extra space is limited.
3. Are we able to redesign and improve current space on campus?
Current resident hall laundries could be enhanced to achieve a better social
environment.
4. What sort of maintenance do the laundry facilities require?
We currently have a contract with an outside vendor which maintains and repairs all
laundry equipment.
5. What type of planning would we have to do for this project?
Student feedback – budgeting – construction or renovation design – construction
proposals - construction.
6. What sort of budget would you estimate for this type of project?
It all depends on the scope of the project?
7. With contracting employment on campus, is it feasible to make this facility open 24hrs
a day?
I think it could be possible with proper security precautions ( Camera’s?)
8. How long would it take to get a project like this in motion? From proposal, to funding,
to implementation?
It would depend on if it is a new build ( 12 months ) or a current space renovation ( 6
months )
9. Is there someone else on campus planning, management, budgeting, etc. that you
could refer us to, to send them similar questions?
Greg Swanson – FP&M
Budget Outline
Budget for:
Laundromat
Start-Up Expenses
Equipment
Washers
Stack Dryers
Tables
Change
Machines
Laundry Hops
Licensing Costs
Remodeling
Quantity
15
6
2
Price per Unit
$2,000.00
$3,000
$200
Estimated Cost
$30,000.00
$18,000.00
$400
2
5
15
$700
$100
$1,000
$1,400
$500
$15,000
$20,000
$85,300
Overhead/Recurring Expenses
Expense
Taxes
Maintenance
Water/Energy
Utility
Marketing
Depreciation
Rate
Sales Tax Exempt, 2%
Other
Arbitrary
Est. Charge/Month
$1,406.00
$200
15% Gross Sales
Arbitrary
$15/mo
$1,293.60
$50
$15
$2,964.60
Revenues
Item
Wash
Dry
Laundry
Service
Price
$2.00
$1.00
$1.00/lb
Est.
Cost/Day
100
80
Est. Sales/Day
$200.00
$80.00
(Assume 5-10 lb avg)
4 $28.00
Est.
Sales/Month
$5,600.00
$2,240.00
Est. Net
Sales/Month
$784.00
$8,624.00
$5,659.40
Break-Even Point: Approximately 25 Washes and 20 Dries per day (Excluding Laundry Service)
Budget Narrative
The budget for our laundromat and coffee shop combo will be broken down separately to
easily evaluate the success of each half. We plan to operate out of McCutchan Hall, as it has
been recently vacated due to the completion of Laurentide Hall renovations. This saves us a
great deal in start-up costs as we do not have to build or purchase a building to operate out of.
However, renovations will be necessary to convert an area of McCutchan Hall into a functioning
laundry room with necessary space, energy requirements, venting, and plumbing. We were
able to interview Greg Swanson, Director of Facilities Planning & Management at UWWhitewater, and ask him about the ability to use current space on campus for our operation. He
confirmed that there is a possibility we would be able to renovate current space on campus to
accommodate our needs, however, finding a space large enough for our operation could be the
issue.
Our overhead for our laundromat and coffee shop are estimated separately also. Coin
laundromats have generally low overhead figures, largely made up of utility costs. Coffee shops
face overhead comprised of utility costs as well as employee expenses, taxes, and inventory.
Both the laundromat and coffee shop also face relatively high start-up costs due to the
machines required to be purchased, including washing machines, dryers, change machines,
coffee makers, etc.
Below is additional information about estimated start-up costs, estimated overhead, how
to achieve sustainability, and additional opportunities created by our establishment that may not
exactly appear on paper. To see how these figures were estimated, please reference the
budget excel sheet.
Start-Up
Laundromat
For initial start-up costs regarding the laundromat, we estimate that a budget of $85,300
should be enough to cover the costs of:
● Washing Machines (16)
● Dryers (12)
● Tables (2) for Folding Clothes, etc.
● Change Machines (2)
● Laundry Hops (5)
● Licensing/Start-up Fees
● Remodeling for appearance and laundry accommodations
After acquiring these items and remodeling the area to accommodate for washers and dryers,
our laundromat will be operational and ready for business.
Coffee Shop
Initial start-up costs for the coffee shop portion of our operation will total to an estimated
$26,450. This estimated start-up budget includes the purchasing of:
● Coffee Machines
● Refrigerator
●
●
●
●
●
Cash Register
Cups/Plates/Silverware
Tables/Chairs/Couches
Employee Uniforms
Remodeling for appearance and functionality
Once these items are acquired and remodeling is complete, our coffee shop will be nearly
operational. In addition, employees will need to be hired and trained, a menu will need to be
finalized, and a vendor who can supply our coffee shop’s menu requirements will need to be
found. Marketing strategies will need to be implemented prior to opening to inform our target
market and all potential customers of our existence and services available.
After purchasing equipment to start up both the coffee shop and laundromat, an estimated
$111,750 will have been invested thus far.
Overhead
Laundromat
We estimate that our laundromat would incur overhead expenses totalling roughly
$3,000 per month based on figurative sales projections. These expenses are mostly comprised
of utility costs and taxes.
Coffee Shop
We expect our coffee shop to have a much higher overhead compared to our
laundromat, totaling roughly $9,000 per month based on figurative sales projections. The cost
of employees accounts for nearly 50% of this overhead figure.
For further details about these overhead projections, please reference the budget excel
document.
Sustainability
Short term sustainability can be achieved by consistently covering our overhead
expenses. Approximated break even points have been calculated for both the laundromat and
the coffee shop and can be found on the budget excel sheet. These approximated break even
points are lower than what we believe to be realistic sales volumes, leading us to believe that
our project will be able to achieve not only short term sustainability, but also recover start-up
costs and eventually turn a profit. Based on realistic figurative sales projections and our
estimated budgets, our laundromat and coffee shop together could begin to turn a profit after
two years of operation.
Opportunity
Aside from the capital return on investment, this Laundromat and coffee shop would also
create employment positions, promote use of Purple Points, and offer convenient, secure
laundry solutions for all Whitewater faculty and students. The coffee shop would bring a
positive social atmosphere to the campus due to the addition of study/lounge areas with internet
access and live entertainment. We intend to invite students with musical talent to perform at our
coffee shop to increase foot traffic and create an enjoyable atmosphere for students. Offering
more services on campus can help provide solutions to hectic schedules. Students may also
feel more comfortable utilizing services offered by the University compared to off-campus
alternatives.
Project Team Members
Grant Writing Team Members
Kaitlyn
Kincade
Jason
Dennis
Survey and
Development
Coordinator
Budgeting
Coordinator
Samantha
Sonkowsky
Alexis
Hinkle
Communications
Coordinator
Project and Impact
Coordinator
Key Project Team Members
Frank
Bartlett
David
Skelton
Director of
Residence Life
Assistant
Director of
Facilities
Bob Barry
Certified
Auxiliary
Services
Professional
Executive
Director, James
R. Connor
University Center
Greg
Swanson
Director of
Facilities
Planning and
Management
Description of Internal Organization
Based on the information compiled from our subject matter experts we can outline how
the internal organization will be laid out for implementing this project.
Internal Organization and Considerations
● Building
○ The team needs to consider where the building will be placed. Currently
there is a shortage of space on campus according to Bob Barry, Certified
Auxiliary Services Professional and Executive Director, James R. Connor
University Center. A new building would have to be designed in the future
and could be a part of a future residence life or dining.
● Maintenance
○ The campus currently contracts the company MacGray to do
maintenance. A person comes twice a week to check functionality of the
machines, coin mechanisms, repairs, etc... In terms of our project, we
would not have to seek out additional maintenance for this facility. If the
building were to be accessibly 24 hours we would have to have a person
from MacGray on-call during “outside of regular business hours” to deal
with any issues that arise during those time periods.
● Planning
○ All stakeholders would have to be involved in the planning for this project.
Stakeholders would include:
■ Student representatives
■ Residence Life
■ University Dining
■ Campus Planner
■ Administration personnel
● Budgeting
○ For budgeting this project we would need to conduct some additional
research. Rough estimates for this project, projected by Bob Barry would
be:
■ To update a current space: $125,000 roughly if that space is not
already equipped with laundry or food service space
■ To create a new space: More research would have to be done in
terms of an entirely new building. If we converted other nonlaundry/non-food service space to a space like this: $175,000
roughly.
● 24 Hour Access
○ One of our goals was to make this facility open 24 hours. This may not be
feasible due to the already numerous amount of complaints from students
that midnight to 2am hours in dining attract belligerent and intoxicated
people. The residence halls are already open 24 hours, this facility may
not be able to hold the same availability.
Individual Leadership
As a team we will have a role in leading the project to successful implementation. The
team will exert influence on this project via three types of environmental actions:
● Establish goals and performance standards
● Established values for this project
● Establish the business and people concepts
The team, as in any project, will gain success if they have leaders who set high
standards and goals across the spectrum. The team will set:
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Strategies
Market Leadership
Plans
Meetings
Productivity
Quality
Reliability
Our goal is to create a new environment on campus for students that will offer them a
more positive and engaging experience.
Values reflect the concerns of the project it has for members that are involved,
investors, stakeholders, and the community. Our Values define the manner in how the
project will be carried out. We value everyone involved in the project and will work
together as peers to execute this project successfully.
Our concept for the project will define what type of products and services will be offered
and the methods and processes for conducting business.
Our projects, goals, values and concept will make up our project’s personality. The
project’s personality will outline:
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Roles
Relationships
Rewards
Rites
Organizational Leadership
The organizational leadership is inherent in the very nature of the project. The
leadership aspect in regards to the project will arise from the peculiar relationships that
form among people joined together in a collaborative effort. The project team will be in
charge of facilitating communication within the team to meet needs and impressions.
All actions put into motion will have purpose, and by joint effort will be accomplished by
the team. The managers selected for the team will be in charge of ensuring that the
organizational leadership has a substantive and meaningful core around which to form
itself to give it traction for advancing the project entirely to its completion.
The organizational leadership will provide the functions of leadership to a an
organizationally beneficial degree that cannot be matched by the individual charismatic
leader alone. It is also far more reliably focused on the organization’s ability to
accomplish its own purposes and ensure its own sustainability (rather than resulting in
the misconduct of those in the interests of the leaders).
Outreach of Leadership Activities
The grant writing team and the project development team will be in charge of outreach
leadership activities throughout the duration of the entire project. The grant writing team
will be in charge of the following activities:
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Interviewing hopeful members to lead the project team
Selecting the project team
Hosting project team lead meeting
Overseeing project mapping timeline
Contacting project team leads to ensure project is on schedule
Hosting mid-project presentation to Residence Life board members
Planning and hosting project completion soiree for all those who were involved
The project team will be involved in the following outreach of leadership activities:
Once the project team leads are selected, they will then select project team members
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Hosting a team meeting with leads and members to initiate project
delegation of roles to members
Ensuring that deadlines are met
Facilitating direct communication with grant writing team
Hosting weekly meetings
Ensuring all around safety
Keeping digital documentation of daily task completions
Weekly check-ins with grant writing team
All outreach activities are to ensure that cross communication is occurring between the
grant writing team, project leads, team members, and all people who are involved. If
failure of communication occurs, leadership positions may be revoked.
Project Timeline
Tasks
First three months
● Identify property/secure help/create project team committee
● Educate project committee
● Explore project needs
Months 3-6
● Select architect for project
● Select site and survey the area
Months 6-9
● Create master plan and programming for business design
● Prepare all financial documents
● Hire civil engineers
Months 9-12
● Schematic design
Months 12-14
● select project contractor
● Conduct fundraising to counteract funds needed after grant monies is applied to
the project
Months 15-18
● Complete construction drawings
● Permit project with all
Months 19-20
● Contractor Final pricing
● Finalize financing
Months 20-32
● Construction of the project
Months 24-26
● Order furnishings and equipment
Months 32-33
● Occupy building
Month 33
● Building dedication
Impact of Project
Economic Value & Efficiency
Based on research regarding start-up costs and tasks associated with opening a
laundromat and coffee shop cafe, our project has a very good chance at eventually
turning a profit and being successful. Our estimates indicate that after roughly two
years of operation, our project should have paid for itself and began turning a profit.
Survey results indicate that there is ample interest in our project among the student
body. Many claim that there are additional conveniences they would experience if a
laundromat that wasn’t limited to dorm residents was placed on campus.
The coffee shop cafe and laundromat complement each other by combining a required
service with added convenience, time management opportunities, and a friendly social
atmosphere. The coffee shop and lounge area provide students with an enjoyable
atmosphere to study or relax in while waiting for their laundry. This efficiency faced by
students is one major reason why we believe students will prefer to use our laundromat
compared to other laundromats in town. We also plan to have live music performances
to contribute to the enjoyable atmosphere we hope to create.
Economically, our project would be a good investment because eventually the
University can profit from its operations. Our project also creates convenient job
opportunities for students who would enjoy being employed on campus. The potential
profits and the opportunities created by our project could prove to benefit both the
University and the community for years to come.
Environmental Quality
Environmental impact is a concern for business owners and users alike, which is why
this project plans to utilize a system already in place at the University of Wisconsin
Whitewater. The system is a self-monitoring computer program called Laundry View,
that allows users to access the laundromat via their desktop, laptop, or mobile device. It
offers the ability to see machines in use and the number of machines available at any
given time. This is a major time saving device for students that have busy schedules
and don’t have the extra time to wait around for machines to open. Also, users will be
able to monitor high volume usage times and work their schedules in a way to avoid
them.
Laundry View also uses high-efficiency front-loading washers, which consume 50% less
water than a traditional machine. Using high-efficiency dryers also helps in the reducing
and conserve energy by reducing dry time as well as cost. Although some dryers use
less energy than others, it is really the energy efficient and high efficiency washer that
save money and energy. By using a high efficiency washer you use less water, wash
your clothes faster, and your clothes are hardly wet when they are done. Therefore, it
takes less time to dry and less energy your dryer has to use.
Social/Individual Well-Being
Our laundromat and coffee shop cafe could improve individual well-being by offering a
neat, clean, convenient location to do laundry and study or relax. Instead of treating
laundry as a task and setting aside hours just to complete laundry, it can be combined
with studying or other social plans at our laundromat. The convenience we provide
students will help them manage their time more effectively and efficiently. This project
will continue to provide revenues for the University and opportunities to students for
years to come.
How realistic is this project?
There are two major issues that need to be addressed before this project can begin.
The first issue would be finding an existing, convenient location on campus to renovate into a
Laundromat and coffee shop. Ventilation, plumbing, and energy necessities will need to be
determined and accounted for during the renovations. In addition, inspections will be required
by appropriate authorities to gain legal approval of this project. The other issue would be the
purchasing and installation of all necessary equipment. Either assistance would have to be
hired to get the correct appliances ordered and installed or in depth research would have to be
conducted, both of which cost additional money. Once the appliances are in place, thorough
training and instruction would have to be given to at least one management position employee
so further training could be conducted among all employees. Appliances must be maintained
regularly to ensure proper performance.
However, if the logistics can be sorted out and this project still seems like an
economically viable option, I believe there is enough interest from the students to allow our
Laundromat and coffee shop to be successful even with competition around town. Out of 22
responses to our survey, 13 people said they would use a Laundromat located on campus. Of
the people who said no, the most common reasons were that there are already laundry
machines available to dorm residents or the responder is a commuter. I believe a good portion
of students who don’t live in the dorms but live near campus would find our Laundromat
beneficial and convenient. So realistically, the interest in such an idea exists but the logistics
may be difficult to work through.
Explain how you will evaluate the project’s success.
We will have the ability to evaluate our project’s success on a daily basis. Many cash
registers offer printable report options that summarize transactions and provide management
with sales totals. This data can help determine if our project is profitable, barely sustaining, or
hemorrhaging money. As more and more data is compiled from each day’s reports, a larger
overview of the project can be gathered to monitor our project’s long term success. By following
standard record keeping principles, it should be a relatively simple task to monitor our project’s
progress.
We will also evaluate our project’s success based on feedback received from customers.
Whether it be by word of mouth or feedback cards available at each table, we will take all
feedback seriously in attempt to continuously improve our project so it can satisfy our
customer’s needs to the fullest.
Impact of the Project
Opportunities created by our Laundromat and coffee shop include employment, increased
services offered on campus, and additional study/lounge areas. Our project could also prove to
be a profitable operation, generating additional revenue for the University.
Jason P. Dennis
Experience
Jason Dennis is a UW-Whitewater undergraduate student expecting to graduate in
December 2012 with a BS in Mathematical Statistics with an emphasis in Actuarial
Sciences. Through continued studies after graduation, he plans to take and complete
multiple actuarial science exams and begin a career as an actuary someday. Jason
has experience in sales, customer relations, computer programming, and other various
computer software proficiencies.
Mission
Currently, Dennis finds himself as part of a team applying for a grant through the UWFoundation to help improve the campus for all who use it. The team is aiming to create
a proposal to erect an on-campus laundry facility with a coffee shop and study lounge
included. This facility could prove to be a convenient, useful option for students to get
laundry done on campus while studying for an upcoming exam or preparing for a
presentation scheduled later that day. If this grant is awarded to the proposal, Dennis
would find himself as part of the management team helping to ensure the facility is
running smoothly, margins are being held, and customers are satisfied.
Jason Dennis
UW-Whitewater Undergraduate Student
E-mail: dennisjp13@uww.edu
Alexis N. Hinkle
Experience
Alexis Hinkle graduates in May from the University of Wisconsin-Whitewater. She will have a B.S. in PreBiomedical Profession with an emphasis in Physiological and Cellular Biology. She will be attending
graduate school to become a Physician Assistant. Currently you can find Alexis working as an intern at
the Ambrose Health Center and in Public Relations for the University of Wisconsin-Whitewater Academic
Support Center. She previously studied at the University of Wisconsin-Stevens Point where she earned a
B.A. in Fine Arts/ Communication and a M.B.A. in Business Administration from the University of ArizonaPhoenix. After pursuing a career as a professional dancer, Alexis joined the fashion industry working for
a top jewelry designer in Manhattan. She has also followed her passion for children, working as a nanny
for a family in New York City for the past 7 years. Alexis enjoys spending time with her family and dogs,
Isadora Duncan and Isla Moon. She has experience in: fashion marketing, retail and account
management, leadership, accounting, sales management, public relations, and customer service.
Mission
Alexis is currently a part of a grant writing team at UW-Whitewater. The team aims to create a proposal to
enhance the educational and professional opportunities for students at the university. Their teams
proposal is to create a building on campus that would offer laundry facilities with a study area and coffee
shop. By utilizing Alexis’s management and PR skills, she will be able to express to the campus and
community the need for such a facility and allow them to see this project as a benefit to the community as
a whole. The grant proposal is a medium for Alexis to lead in PR and organizational roles as well as her
background in Business Administration.
Alexis N. Hinkle
Undergraduate Student at UW-Whitewater
E-mail: HinkleAN20@uww.edu
Kaitlyn M. Kincade
Experience
Kaitlyn Kincade is a senior at the University of Wisconsin-Whitewater. She is getting her B.A in
Social Work with a minor in Human Services Foundations. Currently she works as a wine waiter
who is training to become a sommelier. She has experience in: customer service, technical
writing, leadership, CPR certified, First Aid and AED certified. This Summer Kincade took part in
an independent study and went to South Dakota. There she went the Sisseton-Wahpeton Oyate
of the Lake Traverse Reservation and worked in a Native American school where UWW
students, including herself, helped empower ESDS students to recognize the value of education
and of themselves as individuals.
Mission
Kincade is currently a part of a grant writing team at UW-Whitewater. The team aims to create a
proposal to enhance the educational and professional opportunities for students at the
university. Their teams proposal is to use an existing building on campus and modify it so that it
would offer laundry facilities with a study area and coffee shop. With Kincade’s customer service
experience, she will be able to implement the ideas of potential customers into a computerized
map of the modified building. If the proposal is granted, Kincade will be organizing the
implementation of building modifications.
Kaitlyn M. Kincade
Undergraduate Student at UW-Whitewater
E-mail: kincadekm18@uww.edu
Samantha M.K. Sonkowsky
Experience
Samantha Sonkowsky is a soon to be graduate at the University of Wisconsin-Whitewater. She
will have a B.A. in Spanish language and literature with an emphasis in professional business.
Currently she works at the marketing firm MarketStar as a market lead field specialist for
Google. She has experience in: marketing, retail management, leadership, education
technology demonstration, customer service, technical writing, and entrepreneurship.
Sonkowsky recently returned from a study abroad trip to Seville, Spain where she studied
international marketing and management at SAIIE. Her research on penetrating marketing in
Denmark was presented at the Universidad de Sevilla.
Mission
Sonkowsky is currently a part of a grant writing team at UW-Whitewater. The team aims to
create a proposal to enhance the educational and professional opportunities for students at the
university. Their teams proposal is to create a building on campus that would offer laundry
facilities with a study area and coffee shop. With Sonkowsky’s leadership and technical writing
skills she will be able to facilitate communication within her team to effectively write and execute
the grant proposal. If the proposal is granted, Sonkowsky will then be the lead in all marketing
activities for the new building on campus, with creating awareness of the new building and
create promotional platforms to engage students.
Samantha M.K. Sonkowsky
Undergraduate Student at UW-Whitewater
E-mail: Sonkowsksm16@uww.edu
Jason P. Dennis
525 W. Harper Street, Whitewater WI 53190 | Ph: (262) 555-8331 | E: dennisjp13@uww.edu
Objective:
Financial services for an insurance company
Education:
2008-2012
University of Wisconsin-Whitewater, Whitewater, WI
B.S. in Mathematical Statistics/Actuarial Sciences received December
2012.
GPA: 3.0/3.4
Employment:
2012
Q3 Contracting, Inc., Pewaukee, WI
Worked in the office as an administrative assistant at a construction
contracting company (full-time, seasonal). Performed dispatch duties
among delivery drivers, document filing, customer relations, training of
replacement employees, and processed completed orders.
2011-2012
Westsider Citgo, Whitewater, WI
Part-time gas station attendant during the school year. Performed cash
register operations, customer relations, trained new employees, stocked
inventory and store cleaning.
2010-2011
ZBB Energy Corporation, Menomonee Falls, WI
Worked as a human resources assistant full-time seasonally. Duties
included scheduling appointments, handling confidential documents,
accomodating upper management with travel reservations. Also worked
with engineers doing tests, research, and designing test modules.
2008-2009
Krokowski Farms, Mukwonago, WI
Worked full-time seasonally as farm help. Assisted with planting,
growing, harvesting, and sales of produce. Performed mechanical
maintenance and troubleshooting. Independently set-up, operated, and
take-down of produce stands at local farmer’s markets.
2007-2008
The Siege Paintball, LLC., Mukwonago, WI
Worked part-time as an employee/referee. Took responsibility of client
safety, provided rules and instructions for groups of clients, cleaned and
maintained equipment, performed cash register duties, and
booked/checked in groups of clients.
Interests:
Paintball, Frisbee, Running/Exercising, Sports
Personal:
Awards:
2009 National Champion, National Collegiate Paintball Association (NCPA)
Division 2 Champion, Paintball Sports Promotions (PSP)
ALEXIS HINKLE
736 CENTRAL AVE. BELOIT, WI 53511
608-728-4289 ▪ alexis_hinkle@yahoo.com ▪ alexistsw.weebly.com
Objective
Pre Biomedical Profession Graduate whose qualifications include a degree in Physiological and
Cellular Biology as well as Communications and Business, with qualities including high energy,
creative, and passionate team player with over five years of experience and dedication to patient
healthcare and customer service.
Education
University of Wisconsin Whitewater
 May 2013 ▪ B S : Pre Biomedical- Physiology and Cellular Biology
University of Phoenix
 July 2008 ▪ MBA: Business Administration
University of Wisconsin Stevens Point
 May 2004 ▪ BA: Theatre Arts and Communication
Experience
Administrative Assistant May 2012 - Current
 Forte Automation ▪ Machesney Park, IL
Handled invoicing, purchase orders, and accounts payable. Worked with petty cash and
implementing organizational system for accounts payable office.
Household Assistant February 2007 – September 2012
 Frank K. Bynum Jr. and Nancy Bynum ▪ N e w Y o r k , N Y
Managed the lives of three children in Manhattan through a number of school and personal
obligations and events. Tutored and created activities and routine to facilitate productivity and
enjoyment.
Account Management June 2008 – August 2008
 Jennifer Fisher Jewelry ▪ N e w Y o r k , N Y
Influential in key management of the JFJ Brand and image by overseeing jewelry accounts.
Maintained client relationships with television, movie properties, and fashion magazines
including Vogue, Elle, InStyle, Gotham, and Cookie. Negotiated product placement in magazine
ads and was influential in brand recognition and brand imaging decisions with QVC and WalMart. Managed expenses, company budgeting, and financial planning and forecasting.
Branch and Sales Manager July 2005 – February 2007
 Purpose Financial, Valued Services, LLC ▪ J a n es vi l l e , W I
Handled company promotions and door to door marketing materials for client appreciation.
Managed the team that developed productive and lucrative collection techniques while
maintaining client relationships. Directed all aspects of finance including monthly integrated
reports, financial planning, cash management, budgeting and internal audits. Managed all
delinquent accounts, court cases, and arbitration. Key Accomplishments: 100% internal audit.
Administrative Assistant/ Medical Receptionist June 2004 – July 2005
 Mercy Clinic South ▪ J an e s vi l l e , W I
Managed office workflow including fax, dictations, medical record findings, and patient
messages. Served as Point of Contact for pharmaceutical representatives. Handled all
correspondence and prepared daily schedules for 25 physicians.
Skills

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Computer Skills include proficiency with Windows, MS Office, Quikbooks, and Internet
Solid work ethic, great interpersonal skills, payroll, scheduling, training, money
management, problem solver, and multitask in high stress situations
Honors and Accomplishments
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Scholarships: Janesville Rotary Arts 2000, WI Performing Arts 2000, James Moore
Performing Arts 2003
Honors: Tri Beta National Biological Honors Society, Who’s Who Amongst American
College Students, Purple Pride Citizenship Award, United Way Day of Caring Volunteer,
Dancer/Assistant in a magic show at Six Flags Great America
Composition: Chosen choreographer for ACDFA: National College Dance Showcase- 2
years
Volunteer Work and Internships
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University Health and Counseling Services Internship 2012, 2013
Undergrad Research Project: Mallard Behavior Study with Dr. Davis 2012-2013
Pre Healthcare Associates of Today Organization 2011-2013
WIC Nutrition and Health Volunteer 2011-2013
Nursing Home Volunteer Program: Delavan, WI 2011-2012
Whitewater Triathlon Volunteer 2012
Fort Atkinson Science Fair Judge 2012
Whitewater Diabetes Walk Volunteer 2011
References
Provided Upon Request
Kaitlyn M. Kincade
Current Address
218 S. Prairie St
Whitewater, WI 53190
608-728-1244
Kincadekm18@gmail.com
Education
University of Wisconsin Whitewater
Major: Social Work
Minor: Human Services
Social Work – Related Experiences
September 2009 - Current
September 2012 – Current
Application Selection Committee for the Today and Beyond Service Learning Partnership
Project
Today and Beyond service learning partnership project with Crystal Ascherbrener (Professor)
I advertised this new course to other students, and selected the 12 students for the next
trip
Service Learning Experience
May 2012- May 2012 (10 days)
Crystal Ascherbrener, Native American Service Learning Partnership Project
It was an independent study designed to help students apply classroom experiences
with life experiences.
I went to South Dakota and Worked in Enemy Swim Day school on a reservation.
I helped empower ESDS students to recognize the value of education and of themselves as
individuals.
Job shadowing class
2008 -2009
Ms. Thim
I job shadowed a first grade class and got to work directly with the students as well as
learn how to make teaching plans for the year.
Employment
Wine Steward
Staller Estate Winery and Vineyard, Delavan, WI 53115
I help make the wine
Provide wine tastings and tours for customers
Provide wine and food parings for customers
August 2012 – Current
Lifeguard
June 2010 – Current
UW-Whitewater rec sports, Whitewater, WI 53190
I watch over patrons in the pool
Provide assistance which may vary giving someone information about the pool and its
hours to preforming CPR, First Aid, using an AED, or rescuing someone from drowning
in the pool.
I helped with the hireing process by testing potential new employees water skills (how
they rescue patrons from the water)
I also trained about 8 new hires
Front Desk Secretary
November 2010 - November2011
Aquatic Center, Whitewater, WI 53190
I sold memberships, food and other accessories
I catered birthday parties
Filed and documented paperwork and memberships
I provided excellent customer service
I trained a couple of the new employees
Samantha Sonkowsky
Student at University of Wisconsin-Whitewater
(920)850-1680 (cell)
Sami.Sonks@gmail.com
[Specialties]
Retail management, sales, customer service, Spanish, interpreting/translating, new
technology, international business: management and marketing, entrepreneurship, and
MS office suite: Word, Excel, PPT.
[Experience]
Student at University of Wisconsin - Whitewater
September 2010 - Present
Currently pursing a bachelors degree in Spanish Language and Literature with
Professional Business minor and will be graduating in December 2012.
Studied Abroad in Spain until June 2012 at the Spanish American Institute of
International Education (SAIIE). Studied international business and marketing along with
Spanish for business. I am an active member of CEO club, ISA, Spanish club, and LU.
Has completed 80 hours of in class interpretation/translation training experience.
Market Lead Field Specialist at MarketStar
Oct 2012-Present
Helps in facilitating communication within the Madison-Milwaukee Market. Relays
information from market manager to fellow field specialists as their resource and basis
for communication within the team. Facilitate conference calls with other market leads
and then transmits that information to market specialists in a weekly conference call. Is
responsible for making sure all specialists submit call-reports and additional paperwork
deadlines on time within the market.
Field responsibilities include: Executing education demos for the client while creating
positive guest experiences that result in sales. Outside of field: completes call reports,
recounts of guest interactions, and digital media submission of guest experiences on the
field along with participation in specialist forum.
Summer Intern at Menasha Packaging
June 2012-Aug 2012
Piling off boxes, measurements, stack pattern accuracy, quality assurance, data entry,
order fulfillments, and customer service. Part of the summer intern program set up to
help students who are family members of employees at Menasha Packaging help pay for
their schooling.
Computer Sales Specialist at Best Buy
August 2010 - September 2011
Providing customers with pertinent production knowledge about computers, both with
PC and MAC base operating systems. Customer service, sales, trained other employees,
cash handling, order processing, and making sure all customers leave with what they
need to have the optimal computer experience. Apple Computers Professional Certified.
Extensive knowledge of all Microsoft programs such as: Word, Excel, PPT,..etc.
Assistant Manager at Zumiez
August 2008 - August 2010
Planning, communication, and execution of management duties such as: making sales
goals, selling product, cash handling, scheduling, excellent customer service, paperwork,
recruiting, and providing a fun as well as safe work environment for my employees. I
also was in charge of training new employees and filled in for other managers at near by
locations.
Won the title of “Employee of the Period” consecutively 8 times in a row, which entails
not only reaching top sales goals but exceeding them as well. Received 2 raises while
working here and a yearly bonus. Was ranked 95 in the company during 2009 out of
350+ stores based on sales. Alone brought it $271,700 for Zumiez in 2009.
Customer Sales Specialist at Best Buy
June 2008 - January 2009
Cashiering, signing customers up for Reward Zone, Spanish translation/interpretation
(when necessary) cash handling, adding on product plans for certain merchandise,
providing excellent customer service with a smile, and providing product knowledge.
Assistant Manager at Steve and Barry's
August 2007 - August 2008
In charge of management duties such as tracking hourly sales, inventory, shipment, cash
handling, back stocking product, customer satisfaction, stockroom maintenance,
scheduling, training employees, and providing and healthy work environment for my
employees.
[Education]
University of Wisconsin-Whitewater
Spanish B.A. in progress, Spanish, Professional Business, 2010 - 2012
Activities and Societies: Hispanic Honors Society, GK International Honors Society,
Spanish Club Co-President, ISA Member, LU Member, and CEO Member
GPA: Cum 3.527
[Languages]
English
(Native)
Spanish
(Full professional proficiency)
[Volunteer Experience]
Coach at Appleton Little League
May 2009 - August 2009
Volunteered to coach a 9-10 year old little league team when their coach quit. Taught
the girls basic softball fundamentals and team building skills.
Volunteer at Appleton East Softball
September 2004 - May 2007
Ran girls softball camps year round to teach and enhance softball skills, training,
conditioning and team building skills.
Tutor at University of Wisconsin-Fox Valley
September 2007 - December 2009
Tutored fellow students in Spanish and in Italian, free of charge. Helped them with
homework, study skills, and test preparation.
Volunteer at South Appleton Rockers Softball Association
May 2005 - August 2007
Helped run the Rockers Kick-off Classic Softball Tournament. Concessions, field prep,
score keep, overall logistics of game play.
[Honors and Awards]
Academic Excellence Award in Spanish and in Italian at UW-Fox Valley.
Has been on the Dean’s List every academic semester.
High Honors GPA status.
Scholarship recipient for academic excellence for 2012 study abroad program in Seville, Spain.
[Interests]
New technology, starting up my own businesses, interpreting/translating Spanish, foreign
languages, helping others, snowboarding, and traveling.
TO: Professor Kathleen Newport
FROM: Alexis Hinkle
DATE: 12/14/12
RE: Grant Proposal Reflection
I am pleased to say that this group grant proposal writing project and presentation has
been a wonderful show of communication and cooperativeness by a group. We all
worked very well together and worked really hard on this project.
I have never had a group experience that went as smoothly. I am extremely satisfied
with how the proposal turned out and was impressed with the utilization of Google Docs.
I am pleased with the group’s presentation and professionalism.
I look forward to working in groups for future projects and have a positive experience to
model after.
I thank you for your direction throughout the process.
References
Coinlaundry.org:
http://www.coinlaundry.org/resources-education/laundry-industry-overview/
Feedburner, Creating a Passive Income:
http://creatingapassiveincome.com/2012/03/earning-a-passive-income-with-a-laundromat/
Manta.com:
http://www.manta.com/c/mthzjcq/eastside-laundry