Educational Institutions


Tools for Teachers, Success for Students

aka Dayton Crayons to Classrooms

Dayton, OH


We collect and distribute school supplies at no cost to teachers of students in need.

Ruling Year


Principal Officer

Steve Rubenstein

Main Address

1750 Woodman Drive

Dayton, OH 45420 USA


Dayton, OH





Cause Area (NTEE Code)

Primary/Elementary Schools (B24)

Secondary/High School (B25)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2017, 2016 and 2016.
Register now

Social Media

Programs + Results

What we aim to solve New!

Add a problem overview to your profile.

Update now

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Crayons to Classrooms

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Total number of volunteer hours contributed to the organization

Population(s) served

No target populations selected

Number of schools served.

Population(s) served

No target populations selected

Number of new teachers served.

Population(s) served

No target populations selected

Number of students served.

Population(s) served

No target populations selected

Number of teacher shopping visits.

Population(s) served

No target populations selected

Total dollar value of school supplies distributed.

Population(s) served

No target populations selected

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Our long term goal is to provide basic learning materials to teachers of students in need in the Greater Dayton, Ohio area. Our definition of "need" is based on a school’s enrollment in the National School Lunch Program (NSLP). We serve schools where 70% or more of the school’s student body is participating in NSLP. At last count, there were 79 schools in our market area that meet this criterion.

Strategic Goals:
1. Expand our reach to serve students in need in our target market.
2. Expand our presence and capacity to reach individual donors.
3. Maintain and expand support of foundation and corporate donors.
4. Build brand awareness as a top-of-mind charity.
5. Continually review and develop our board, committee, staff and volunteer talent.
6. Facilitate the move and expansion of Crayons to Classrooms.

The following objectives and initiatives represent major priorities to be accomplished over the next five years, beginning in 2013.

A) Expand our Reach to Serve Students in Need in our Target Market
1. Promote the “Volunteer to Shop” program for those teachers serving students in need whose schools do not qualify.
2. Implement business process improvement study to improve scheduling of teacher shopping visits.
3. Review the potential to adjust our criteria to serve schools with 60% of students in need.
4. Expand our program to focus more on scheduling teachers rather than scheduling schools.
5. Investigate expansion to serve teachers and schools in Clarke, Preble, and Miami counties, etc.

B) Expand our Presence and Capacity to Reach Individual Donors
1. Update our donor demographic profile.
2. Promote our online giving capacity.
3. Utilize social media to reach younger donors.
4. Develop our major gift, legacy giving, and planned giving capacity.
5. Expand our annual fund efforts.

C) Maintain and Expand Support of Foundation and Corporate Donors
1. Revisit corporate and foundation goals and priorities annually to identify ongoing opportunities.
2. Expand our corporate and foundation support as our program grows in other counties.
3. Develop an introductory outreach to new and expanding companies in the region.
4. Position DC2C to engage Miami Valley Research Park companies upon a move to Woodman Drive.
5. Develop our capital plan to recruit in-kind or cash donors for our new location.

D) Build Brand Awareness as a Top-of-Mind Charity
1. Develop a Marketing Committee with expertise.
2. Expand our overall social media presence and strategy.
3. Re-assess our advertising strategy (billboards, etc.)
4. Continue an effective networking presence (BBB, Dayton Rotary, etc.)
5. Build a relationship with one or more of the young professional networks in the region.

E) Continually Review and Develop our Board, Committee, Staff, and Volunteer Talent
1. Further refine our Board and committee recruitment and cultivation process (i.e., Board Skill Matrix).
2. Reach out to young professionals as Board and volunteer leaders.
3. Expand our committees to reach more non-Board members.
4. Continue to diversify our corps of volunteers.
5. Expand our high school special needs volunteer program.

F) Facilitate the Move and Expansion of DC2C
1. Complete the development of the design of the new store on Woodman Drive.
2. Complete budgeting of the new store project, including renovation and moving costs.
3. Seek capital funds or in-kind support to fund the move and expansion.
4. Implement the promotional and move-in strategy for the move and expansion.
5. Evaluate the potential of the move to leverage a larger community appeal and hiring of the Development Director.

Our ultimate goal is to enhance the readiness to learn of all 27,800 Dayton-area students whose families cannot afford to buy basic supplies every student needs to succeed. We do this in partnership with local foundations and businesses, individual donors, and community volunteers.

DC2C solicits or purchases useful classroom supplies and surplus products from manufacturers, distributors, and retailers. We warehouse these items onsite and distribute them to schools through our teacher resource center, a retail-style "free store." Teachers from eligible schools are invited to "shop" on scheduled days each semester to select the products they need.

In 2013, we expanded our small, efficient staff from three persons to five. We rely on dedicated volunteers to help keep our shelves stocked and to welcome and assist the teachers with their selections.

Space for our free store, warehouse, and office is provided at a discounted rate by Goodwill Easter Seals Miami Valley, and we will be moving into a larger space with our host organization when Goodwill Easter Seals Miami Valley relocates to a new building on Woodman Drive in the near future.

We have just recently updated our long-term strategic plan. We are preparing to mail our third annual back-to-school direct mail funding campaign, one of three direct mail appeals we conduct each year. Every year since our inception, we have been pleased to receive cash and in-kind product contributions from multiple new donors. We will continue to seek strategic collaborative partners to assist in our product procurement and volunteer efforts.

We are gratified that the initial broad community support of our program is ongoing and that DC2C continues to benefit from many generous contributions of volunteer time, funding, and in-kind inventory. Our relationships with school district administrators and the teachers and principals from the schools we serve is strong. We have built a solid foundation for future growth.

The following performance measures are the proposed metrics of success projected as the result of carrying out the DC2C Strategic Plan. These performance measures are intended to be used for annual evaluation by DC2C to assess progress on strategic plan priorities. These performance measures will also be used to communicate progress to key stakeholders.

1. Realistic annual goals in future years with the objective of achieving $300,000 in annual cash donations.
2. At least 50 new individual cash donors every year while at the same time growing total individual cash donations.
3. Annual operational expenses on budget every year.
4. Continually increased annual dollar amount of product distributed to teachers every year, or a minimum of at least $750,000 annually.
5. Leveraged annual gift-in-kind product donations.

DC2C has also developed an internal financial dashboard of vital signs. These include:
• Total expenses
• Financial donations
• In-kind donations
• Outgoing product distributions
• Growth in individual donors
• Growth in individual donor dollars
• Cash equivalents
• Cash reserve funds
• Pledges received
• Inventories
These vital signs are tracked each month to assure accountability to stakeholders and funders.

Finally, DC2C also publishes a monthly Program Report Card that tracks the following metrics:
• Number of Schools Served
• Number of Teachers Served
• Number of Students Served
• Number of Teacher Visits
• Value of Merchandise Distributed
• Average Amount of Merchandise Distributed per Teacher Visit

The purpose of Dayton's Crayons to Classrooms (DC2C) is to enhance the readiness to learn of all students in Greater Dayton, Ohio, by providing them the basic school supplies that are essential to academic success--at no cost to the students, teachers, families, or schools. We began by opening our doors to teachers from eight schools in January of 2009. As of July 31, 2013, our services had grown to provide free learning materials valued at $3.3 million to 42 schools serving children in pre-kindergarten through grade 12.

The continuing economic downturn and resulting high unemployment is putting particular strain on the budgets of increasing numbers of families in the Dayton area. Even formerly middle-income families are being forced to choose between necessities as they decide which bills to pay each month. If parents must struggle to provide food and shelter for their children, they clearly will find it difficult to buy notebooks, pens, and crayons--the sorts of items all kids are expected to bring to school each year.

DC2C serves students living in poverty (identified as those eligible to participate in the National School Lunch Program). Recent statistics indicate that there are approximately 27,800 students receiving free or reduced-priced school meals in the greater Dayton area. About 1,860 teachers serve the educational needs of these students in 79 chronically under-funded schools. We know that, on average, each teacher spends between $500 and $1,000 of his or her own money each year to buy basic learning supplies that the students' families and schools cannot afford. At a minimum, that equates to $930,000 spent annually by teachers in the greater Dayton area. Given that our long-term goal is to provide basic learning materials to students in need at 79 Dayton-area schools, our goal for the current academic year is to expand the number of schools benefiting from our teacher resource center by at least eight, bringing our total roster of schools served in 2013-2014 to 50.

External Reviews

Affiliations & Memberships

Association of Fundraising Professionals - Member




Fiscal year: Jan 01 - Dec 31

Need more info on this nonprofit?

Need more info on this nonprofit?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to view a Sample Report.


The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2016
A Pro report is also available for this organization for $125.
Click here to see what's included.

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Not Applicable


Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable


Has the board conducted a formal, written self-assessment of its performance within the past three years?


Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization


Race & Ethnicity

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.

Sexual Orientation

This organization reports that it does not collect this information for Board Members, Senior Staff, Full-Time Staff and Part-Time Staff.


This organization reports that it does not collect this information for Board Members, Full-Time Staff and Part-Time Staff.

Diversity Strategies

We track retention of staff, board, and volunteers across demographic categories
We track income levels of staff, senior staff, and board across demographic categories
We track the age of staff, senior staff, and board
We track the diversity of vendors (e.g., consultants, professional service firms)
We have a diversity committee in place
We have a diversity manager in place
We have a diversity plan
We use other methods to support diversity