Description
Project Writeup guidlines
Introduction
– – Initial involvement Initial analysis • • – Idea development Feasibility
Cost analysis • Costs, Pricing, returns assessment, sales projections
Strategy development – SWOT analysis
Charity/Fundraising/Nonprofits Organization
A SWOT analysis for a charity/fundraising organization is just like for a for-profit organization or commercial business. Although there are no investors or return on investment to consider in a charity organization but it has to consider the factors such as fundraising, volunteer staff and goodwill. We used the SWOT analysis to develop the marketing strategy and financial development of the organization.
Strengths
As a Charity Organizations the strengths of our business are:
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• •
• • •
Exempted from Tax on purchase or on buying. Can offer products at lower or higher prices Volunteer staff/employees to save the cost to the business which is very important in this case as the business is a charity/non-profit Working for charity/fundraising so Good reputation in the market Exclusive access to certain resources with minimum cost Motivated workforce/volunteers Cost advantages Everyone is more focused on job satisfaction as compensation rather than salary
Employees can shift skill sets quickly. nonprofits offer the opportunity for employees to learn new skills and gain experience in areas they have yet to tackle.
Strong management team Positive Community Involvement
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Weaknesses
• Difficulty in covering the expenses
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• • • • •
• • • • •
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No opportunity for return on investment Budget problem in purchasing from suppliers Cannot benefit personally, whether through receipt of a salary or of profits or otherwise Cannot carry out fund raising activities which falls outside the charity objectives. Limited number of customers Restricted environment in the University Restricted Place to setup and execute the business No prior experience for fundraising business and its development More work to do with fewer resources
Concrete results or clear benchmarks of success can be difficult to spot. Work environments can be frustrating. The level of burnout is high. The stakes are higher. There is a constant focus on fundraising.
Low R&D No online presence Not innovative Not diversified
• •
•
Lack of time
Opportunities
• Any grant that a charity may be eligible for is an opportunity. Opportunities to work with the other organizations commercial business or other charity organazation Cause marketing, for example, is a system in which a portion of the purchase price charged by a commercial business is donated to a specific charity. Ideally, it offers benefits to both organizations, as well as to the buyer, whose charitable giving is facilitated. An unfulfilled customer satisfaction Technological improvement Lenient regulations.
Acquisitions Innovation Online
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• •
• • •
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Threats
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•
Very vulnerable to economic crises. Unfortunately, charitable giving is one of the first cash outflows that consumers cut back on when money is tight. Public charities are held to a higher standard than for-profits. Since they depend on contributions, nonprofits need to avoid the perception of impropriety. Even a small scandal can be damaging. Change in customer's perceptions about the charity organazation Stricter regulations Increased trade barriers Tax rate/ Inflation rate / income rate etc. A weak brand name. A disinterested staff.
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• • • • •
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Poor reputation among customers.
Competition Economic slowdown External changes (government, politics, taxes, etc) Product substitution
Competitor analysis
Strategy development Financing, Marketing
Advertizing penetration brand awareness Under the name of our charity business SMALTS we developed marketing and advertising plan to build awareness, organization image, positive attention and to communicate our message to the target audience. We used the marketing and advertising tactics in order to get growth, funding from our target market. With the help of these activities we were able to enhance our reputation through name recognition, built a great customer ship, strengthen the relation with the existing customers and increased donations. We were also able to get new customers for donations and to buy our products and generated a positive momentum and support for our charity organization and its programs.
We used the marketing mix (Product, Price, Place, Promotion) properly in our business execution plan. We offered a no of products like DAhi Bahly, Gool Gappy, Chaat, Shahi Qulfi and games like Dart, Fuse Ball (Small football table). We used pricing creatively to get the maximum revenue with the purchase of our products. We also setup golf course to get the attention of the people towards our business and ultimately the revenue. Advertising We used print material, public relations and networking extensively to support the activities of our business and to generate the revenue. We invited different teachers and the students of different batches specificely to promote the
business and to generate the revenue. Bceuase our business is a nonprofit so networking and word of mouth played a vital role in marketing and communicating our message to the prospectus. We were able to get a prominent place in the University to setup our business stalls and to display the product and games. We promoted extensively with the help of Flex banners, Standees, Flex Posters and decorated our business stall creatively and used other paper broachers to let the customers know about our business plan and the great cause of charity. Brand Awareness We used SMALTS as brand name which we were able to put into the minds of the our target audience and they remembered it. This created a value able and trust able relationship with our customers, sponsors, volunteers, staff and other people of the university. We were also able to distinguish ourselves from other competitors with the help of our branding and we received a noticeable attention from everyone.
1. Define your target market, research similar organizations and associations.
2. Determine the desired outcome of your marketing efforts.
3. Using the information gathered in Step 1 and 2 develop brochures and marketing 4.
materials that describe the benefits, services, donation opportunities, and values of your organization. Develop a social media marketing strategy. Social media such as Twitter and Facebook can provide you with ways to reach out to those interested in your organization in a low cost and effective way. Social media works great when it comes to reaching those who are passionate about causes that individuals hold dear to their hearts. Develop and maintain a professional internet marketing presence by creating a web site. You can use a web site as a great resource to display useful information, news, monthly newsletters, events, create community, share alternatives to donating money, and showcase the benefits of your organization. Research and maintain your prospect and customer databases. Do not let these resources be wasted. Use them for special mailings, follow-up telephone calls, event invitations, alliance development, research profiling, and market segmentation. Show and advertise the results and objectives that your organization achieves. You fill find that it is effective to showcase those that are receiving benefits, inversions, activities, and projects. Always actively search for alliances with other organizations, commerce, government, advertising media, and business. This step alone often brings the most benefit to nonprofit organizations.
5.
6. 7. 8.
Business implementation
– – – Site development Process development Returns assessment
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Accounting • Treat all donations/sponsor contributions as investment.
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Business closure – – Wrapping up Closing accounts • Costs, profits, balance sheet, income sheet
PART 2
1. Assume all the businesses hosted by the 10 teams are ongoing 2. Marketplace can be expanded beyond the confines of FAST campus 3. Critically analyze 1. the implementation of the business 1. Mission, objectives, process, strategy, etc. 2. Do SWOT analysis of results 3. Redesign a strategy based on your experience and the results to develop and guide the business over the next three years. 1. Market studies, competition, 4. New strategy must ensure that business is 1. Viable 2. Competitive 3. Thrives in its environment 4. Has a well defined strategy that ensures not just survival but also growth and position within competing businesses 5. Must take into account financial projections, of at least one year. 6. All 7. Attach copies of all receipts, accounts, studies, reports
Critical Analysis In this part, we critically analyze our results, strategies, process, products and competitors and the business structure. More over we also critically review our functional strategies like financial, operations and marketing strategies to acquire a competitive advantage over our competitors. In start we shortly introduced each item individually before doing any kind of analysis Keep in mind while writing we conduct this business in every season spring, summer, fall and winter (four times in a year) for one week in each university. We conduct this activity in four different universities of Lahore. Fast, PU, UMT, Comsats Potential Headings will be as follow Business Results Competitors
Business Structure
Comppnay name Management team
Key Roles
(by Carter McNamara) · Clients - Everything in a nonprofit is ultimately directed to serving clients. Clients are the "consumers" or "customers" of the nonprofit's services. Note that services can be in the form of tangible or intangible products. · Board - The board is comprised of individuals from the community and, ideally, is representative of the organizations clients. Law and theory dictate that the board is in charge, and directly accountable for the overall direction and policies of the organization. Powers are given to the board by the Articles of Incorporation (or other governing document, for example, Articles of Association, Constitution, etc.). The board can configure the nonprofit in whatever structure it prefers to meet the organization's mission and usually does so via specifications in bylaws. Members of nonprofit boards are generally motivated by a desire to serve the community and the personal satisfaction of volunteering. Nonprofit board members may not receive monetary compensation for serving on the board. See the library topic Boards for description of the overall responsibilities of a board, key board roles, how meetings are carried out, etc. · Board Chair - A board chair's role is central to coordinating the work of the board, executive director and committees. The chair's role may have appointive power for committees, depending on what is specified about this role in the bylaws. The power of the board chair is usually through persuasion and general leadership. See the topic Board Chair for an overview of the board chair role. · Committees - Typically, the board chooses to carry out its operations using a variety of board committees. The topicDescription of Typical Committees for a description of typical board committees. · Executive Director - The board typically chooses to have this one person who is ultimately responsible to carry out the wishes of the board. The executive director is directly accountable for the work of the staff and supports the work of the board committees. For more information, see the library topic Chief Executive Role. · Staff - Staff report to the executive director and may support the work of the committees. · Volunteers - Volunteers are unpaid personnel who assist staff, serve on committees and generally work under the direction of the executive director. See the topic Volunteer Programs for an understanding of the role of volunteers.
Three Major Aspects of Nonprofit Structure
(by Carter McNamara) Typically, the nonprofit operations are organized into major functions. These functions usually include central administration and programs. · Governance - The governance function of a nonprofit is responsible to provide overall strategic direction, guidance and controls. Often the term "governance" refers to board
matters. However, many people are coming to consider governance as a function carried out by the board and top management. Effective of governance depends to a great extent on the working relationship between board and top management. · Programs - Typically, nonprofits work from their overall mission, or purpose, to identify a few basic service goals which must be reached to accomplish their mission. Resources are organized into programs to reach each goal. It often helps to think of programs in terms of inputs, process, outputs and outcomes. Inputs are the various resources needed to run the program, e.g., money, facilities, clients, program staff, etc. The process is how the program is carried out, e.g., clients are counseled, children are cared for, art is created, association members are supported, etc. The outputs are the units of service, e.g., number of clients counseled, children cared for, artistic pieces produced, or members in the association. Outcomes are the impacts on the clients receiving services, e.g., increased mental health, safe and secure development, richer artistic appreciation and perspectives in life, increased effectiveness among members, etc. · Central administration - Central administration is the staff and facilities that are common to running all programs. This usually includes at least the executive director and office personnel. Nonprofits usually strive to keep costs of central administration low in proportion to costs to run programs.
Fundraising
As noted above, nonprofit managers (and the board of directors) must engage in fundraising in order to meet the fiscal needs of their organization. Generally, fundraising is not one of an executive director's favorite tasks. It can be an all-consuming activity, tapping an executive director's creative and social energy. Executive directors are constantly challenged to strike a balance between the time they devote to fundraising and program management. Too little attention to one area can leave an organization bereft of cash or quality services. There are several basic sources of funding in the nonprofit sector. The first is a grant. Grants may be given by government agencies, foundations or corporations, usually to operate a specific program. As noted earlier, agencies receiving government grants to operate human service programs base their reimbursement on fees for the services. Grants from foundations or corporations are generally provided up front and require a report on program activities and expenditures at the end of the grant period. Nonprofit organizations will solicit individuals for funds, also. Individual donations may come from an organization's membership or constituents (e.g. viewers of public television or residents of a neighborhood community). These are generally small donations, ideally from a large number of people. Sizable gifts may come from individuals who are referred to as major donors. Cultivating relationships with major donors requires the energy and resourcefulness of the board and director. Many nonprofits will hold special events to raise dollars. These vary from bake sales to major events. Fundraising can be a full-time job (or a full-time obsession) for nonprofit executive directors. Executive Directors are challenged to balance their time between raising money and program management. If too much time is spent on fundraising, programs and staff may not get the direction and coaching they need. On the other hand, if fundraising takes a back seat to program management, the organization's cash flow will suffer. Two factors will enhance fundraising efforts. One is good programs. Programs that are meeting important community needs and demonstrating results will sell themselves. A
board that is committed to its fundraising responsibilities will also be an asset to the organization. Board members who take their role in fundraising very seriously will promote the organization and help bring resources to it. It is important to note, however, how the political climate can affect an organization's fundraising. Foundations and corporations may choose specific issues or causes for priority in grantmaking. In the 1980's organizations working with the elderly received major support from foundations and the government. These same organizations saw their support decrease as youth issues became a major focus in the 1990's.
Unique Nature and Struggles of Traditional Small Nonprofits
(by Sandra Larson)
The Heart of the Matter: Leadership and Management
At the heart of any successful nonprofit is an effective chief executive and board of directors. These leaders must work as a team with vision, skill, and sufficient resources to accomplish the organization's mission. While leadership is shared, critical management skills must rest with the chief executive. However, the board must be sufficiently skilled in management to assess the work of this director and assist in strategic decision making.
Values as the Bottom Line
Values are the driving force in a nonprofit. The bottom line is the realization of a social mission, not profits. This poses complex problems for the leadership team. How are programs agreed upon, progress monitored, and success measured? How are priorities set and consensus reached? How are staff rewarded and what control systems are applicable? Skilled consultants may be needed from time to time to assist the team in answering these qualitative, value-laden questions and focus on appropriate management systems.
Nonprofit Personnel are Often Highly Diverse
Diversity is reflected, not only by different races and ethnic groups, but ultimately by different values and perspectives. This strong diversity is a major benefit to the nonprofit because input from a wide variety of perspectives usually ensures complete consideration of situations and new ideas. However, nonprofit personnel must ensure they cultivate and remain open to the various values and perspectives.
Problems are Especially Complex for the Small Nonprofit
The majority of nonprofits have small staffs and small budgets, e.g., less than $500,000, which compounds the leadership and management problems they face, especially given their charters and the magnitude of community needs with which they deal. Those new to nonprofits may react that, because nonprofits tend to be small in size, issues in nonprofits should be simple in nature. On the contrary, the vast majority of organizations (regardless of size) experience similar issues, e.g., challenges in planning, organizing, motivating and guiding. However, when these issues are focused in a small organization, the nature of the organization becomes very dynamic and complex.
Sufficient Resources to Pay Leadership May Be Lacking
With lack of sufficient moneys, attracting and retaining paid management also can be problematic. Hard work with little career development opportunity encourages turnover of chief executives and staff. This can stall the organization's work. Expertise that is brought in to advise the management may be lost once that leadership leaves.
Lack of Managerial Training is Problematic for the Small Nonprofit
Many nonprofit managers have been promoted primarily out of non-management disciplines and do not have the managerial skills that are needed to run a nonprofit organization. Training and consultation can do much to help these new leaders/managers gain the skills they seek and help them up a myriad of learning curves that rainbow out in front of them.
Chief Executives Wear Too Many Hats
A nonprofit chief executive has to be a current expert in planning, marketing, information management, telecommunications, property management, personnel, finance, systems design, fundraising and program evaluation. Obviously this is not possible, regardless of size. A larger organization may be able to hire some internal experts, but this is certainly not the case for the smaller organization. Furthermore, the technology of management progresses today too rapidly for the non-specialist to keep abreast of new thinking and expertise, whatever the size. Outside expertise therefore is often a must for both the large and small organization.
Too Small to Justify or Pay for Expensive Outside Advice
Most nonprofits, even larger ones, often hesitate to spend money on administrative "overhead" such as consultants or other outside experts because this is seen as diverting valuable dollars from direct service. Of course, most nonprofits have no choice. They don't have enough money to even consider hiring consultants at for-profit rates. Low-cost, volunteer-based assistance often is an appropriate solution.
One-shot Assistance Often is Not Enough
While most consultant organizations want to teach managers "how to fish" rather than give them a "fish," "fishing" (management skills) is not something that often can be learned in one consultation. Especially in more technical arenas such as computerization, learning comes while grappling with an issue or management problem over a period of time. Building internal management capacity takes more time than a one-shot consultation. Repeat help therefore is not a sign of failure but of growth -- a new need to know has surfaced.
Networks are Lacking
Everyone outside the nonprofit sector observes, "Why don't those chief executives get together more, share more ideas, undertake cooperative ventures?" There are many reasons. First of all, running a successful organization (delivering the quality service that fulfills the organization's mission) isn't enough. Most nonprofit directors run a second business -- raising money to support the first. Both are complex and very timeconsuming activities, especially when the director wears all the management hats. Second, developing networks or researching joint ventures is time-consuming, expensive and risky.
Nonprofits Usually Have Little Time and Money
Funders do not seem to think research and development activity justifies new expenditures; at least many are hesitant to fund what might not succeed. While nonprofits may be more entrepreneurial than funders, they have little capital to risk. Collaborative planning will be enhanced by computerization and telecommunications, but these investments also are difficult to fund. In some ways, affordable consultants can substitute for expensive, up-front research and development costs, at least at the feasibility level. In many cases, they can carry an organization through the needed planning to actually develop a new system of collaboration, merger, or automation.
Nonprofits Need Low-Cost Management and Technical Assistance
Nonprofits are valuable community assets that must be effectively managed. The need to provide affordable, accessible management and technical assistance to nonprofit organizations is clear for all the reasons stated above: the complexity of the task, the lack of board and internal expertise, the lack of time and money, changing needs, the learning curve, and, finally the importance of the results to the community. What is well done is based on what is well run.
Typical Nature of Planning in Nonprofits
For most nonprofits, they don't have a lot of time, money, or resources for sophisticated, comprehensive strategic planning. The focus is usually on the major issues facing the nonprofit and quickly addressing them. Typical major challenges for the facilitator are basic training of personnel about planning concepts and process, helping the nonprofit to focus and sustain its limited resources on planning, ensuring strategies are really strategic rather than operational/efficiency measures, and helping design small and focused planning meetings that produce realistic plans that become implemented.
Checklist: Starting a Non-Profit Corporation
If you are thinking of starting a non-profit corporation, below is a checklist of steps to take before you open for business. Keep in mind that your non-profit's start-up requirements might vary from the list below, depending on the specific type of business you are in, and where your business is located.
1. Decide on a business name for your non-profit corporation. Keep in mind that your state
may require that your non-profit corporation's name include an identifying word such as "incorporated," "limited," "corporation," or an abbreviation of such a term. (Learn more: Pick a Winning Name for Your Business)
2. Search availability of your non-profit's chosen business name, and for similarity to
existing names. (Learn more: Make Sure Your Proposed Business Name is Available)
3. Register your non-profit's name (including as a "fictitious business name"). (Learn
more:Registering Your Business Name)
4. Decide where to incorporate your non-profit. (Learn more: Deciding Where to
Incorporate)
5. Choose directors for your non-profit corporation. (Learn more: Corporate Structure:
Directors to Shareholders)
6. Create and sign your non-profit corporation's Articles of Incorporation. (Learn
more: Writing and Filing the Articles of Incorporation)
7. File your non-profit corporation's Articles of Incorporation with your state's Secretary of
State, and pay related filing fees.
8. Write your non-profit corporation's By-Laws. (Learn more: Writing Corporate By-Laws ) 9. Apply for tax-exempt status from the federal and state government. (Learn
more: Becoming a Tax-Exempt Organization)
10. Obtain business licenses and permits for your corporation from: • The federal government. (Learn more: Federal Start-Up Requirements) • Your state government. • Your local government. (Learn more: Local Start-Up Requirements) 11. Open a separate bank account for your non-profit corporation.
Incorporating can be a benefit to your new non-profit organization in the long run -- most notably if your business obtains tax-exempt status -- but the incorporation process can be complicated. To ensure that your new non-profit complies with your state's legal requirements at all steps in the incorporation process, you may wish to consult an experienced business attorney. Click here to learn more.
Marketing Stratigies Financial Stratigies Operations Products Our products
Competitors’ products Swot analysis Our strengths over competitors Weaknesses Opportunities Threats
Future Strategy UTILIZATION of strengths Overcome weaknesses Exploit opportunities Buffer/Neutralize threats Competitive Advantage Future Products Future Marketing Stratigies Future Financial Performance Conclusion Appendix Biblography
Business Plan -sample template
1. Executive summary This should summarise the plan. It should give anyone reading it with a quick and clear idea of what you are planning to do. It should be no more than 1 page and include the main points that you want the reader to remember.
? This section is written after the rest of the plan is complete!
1. Introduction; Vision, mission, values • • Brief statement on the purpose and duration of the plan. (Optional
some context within which the plan was produced, what informed it and the process Mission (Overall Aim) – a Mission Statement is quite simply the aims and objectives or your organisation expressed in one or two sentences. It does not go into detail on what an organisation will specifically do, but it is a longterm statement of intent which should reflect the purpose for which the organisation was founded (refer to Constitution’s objects). Example: The empowerment of single mothers in North Kensington. Aims/Strategic Goals – set out the key priorities of the organisation, in the medium to long term. Example: To improve family relations; to campaign for better homes)
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Sometimes organisations have separate ‘vision’ (‘dream scenario') and ‘values’ (guiding principles) statements. They might also simply state their aims & objectives instead of, or in addition to their mission statement. Don’t get stuck with terminology – as long as your organisation is clear about what you are referring to and use your chosen terms consistently.
? Note: Once the mission statement has been established, it should not be challenged for an agreed period, except in exceptional circumstances, in order to give the organisation sufficient stability to work towards its agreed goals.
2. Background
• Brief background of the organisation (why, how, when it came into being) • Location; geographical area covered and target group(s) • Legal status (Charity registration; company registration) • Some key events and characteristics of the organisation to date • Achievements and track record 3. Users/beneficiaries or area of benefit • • • Who are the users - where are they Key issues/problems you are seeking to address Evidence of need – local statistics, anecdotal evidence, monitoring information
4. Strategic Analysis • • • • • SWOT – internal and external look at the current situation of the organisation Staffing issues Partners/partnerships – current and potentials (optional) PEST or STEEPLE Unique Selling Point (USB): what will you be able to provide that is different and is not currently on offer from other organisations? Or, why are you best placed to provide this service?
5. Priorities/ Services & Activities • • • Relating to the stated aims & objectives, and the outcome of the analysis – what are the key areas the organisation will be concentrating on in the near future (can include short term, medium term and long term plans)? Outline of services and activities to be provided – who, how, when? Relate to a SMART action plan (usually annexed at the end of the plan -see 13)
6. Management Structure • • • • • Governance Line management Staffing/volunteers issues Subcommittees, task groups, advisory groups Other internal priorities (optional) - quality assurance, learning & development (how will the organisation ensure it keeps learning and developing?)
7. Marketing & publicity
• • • •
How How How How
will will will will
you you you you
advertise what you do to everyone who could use your services? make sure no one is excluded? target the kinds of people you most want to reach? promote yourself to supporters, partners and potential funders?
1. Financial plan/implications • Current/expected income (funding) • Project and running costs • Capital items (eg photocopier) or maintenance costs for existing equipment • Premises costs (eg moving to larger premises; maintenance) • Salary and management costs, including tax, National Insurance.. • Projected income and expenditure – cashflow • Financial procedures/control • SEE CASH session and materials
2. Fundraising strategy/plan • • • Targets for fundraising (eg ‘fundraise for an outreach worker’) with timescales/milestones Potential funders Other potential opportunities, eg partnership bids, new service/repackaging services, generating income by selling a service
3. Monitoring & Evaluation • • • • • • Outcome indicators - how will you measure the success of the organisation or project? Performance management - how will you make sure you reach the targets you have set? How will you collect information about the work that you are doing? (on paper, database, questionnaire, survey…) Who will do this and when? How will this information feed into improving the project? Who will analyse this information and act on it to make changes? When?
1. Conclusion • Brief paragraph summarising the key points of the plan and the desired outcomes
1. Action Plan/Implementation Plan • SMART Action Plan: Specific – objectives for the organisation and users Measurable – outcomes to prove the objectives have been reached Achievable – given PEST analysis Realistic – in the light of resources Timed – milestones, targets
•
Ideally set out in a table with targets and outcomes
Action Plan – template
Overall Aim: To improve the emotional and physical health of young people in Kilburn Specific aims: • • • To enable users to take more responsibility for their health To improve users’ self-esteem To improve users’ ability to manage conflict Objective Counselling and 1-to-1 support • Activities Drop-in counselling sessions in centre Referrals and drop-in support • Targets Recruit counsellor by Sep 08 5hrs, 3 days/wk • • Outcomes Users are more aware of health services Increased selfesteem Increased independe nce Users more able to manage conflicts at home and with peers Users are more aware of and have better access to local health services • • • Outcome indicators Regularity of attendance Level of access to other services Selfreported outcomes Course report Behaviour at centre
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Workshops in conflict management
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Workshops on-site with qualified trainers
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5 2-day workshops by March 08 15 young people per workshop Pack produced by Sep 07 Launch/info event by Nov 07
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Written info & advice on health issues
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Produce • info pack on sexual health • Disseminat e partner agencies info
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Level of involvement in event Service take-up Info
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• Annual drama Annual drama by young people on health issues •
Info rack set up by Jan 08 10 young people from centre recruited by Aug 07 Weekly rehearsals from Sep 07 Performance for 30 young people by Dec 07 Users are more confident in identifying and dealing with health issues • •
requests Take up of services Attendance and confidence levels at centre Selfreporting after performanc e
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Mission The SMALTS is a nonprofit, charitable organization dedicated and working to improve the quality of life and healthier lives of underprivileged and improvised cancer patients, especially children and youth of Pakistan.
Objectives
We work with modest principals: • • • • • • Love for Children and youth Dedication Quality Maximizing results Honesty Keeping our service Free of discrimination
doc_956511556.docx
Project Writeup guidlines
Introduction
– – Initial involvement Initial analysis • • – Idea development Feasibility
Cost analysis • Costs, Pricing, returns assessment, sales projections
Strategy development – SWOT analysis
Charity/Fundraising/Nonprofits Organization
A SWOT analysis for a charity/fundraising organization is just like for a for-profit organization or commercial business. Although there are no investors or return on investment to consider in a charity organization but it has to consider the factors such as fundraising, volunteer staff and goodwill. We used the SWOT analysis to develop the marketing strategy and financial development of the organization.
Strengths
As a Charity Organizations the strengths of our business are:
•
• •
• • •
Exempted from Tax on purchase or on buying. Can offer products at lower or higher prices Volunteer staff/employees to save the cost to the business which is very important in this case as the business is a charity/non-profit Working for charity/fundraising so Good reputation in the market Exclusive access to certain resources with minimum cost Motivated workforce/volunteers Cost advantages Everyone is more focused on job satisfaction as compensation rather than salary
Employees can shift skill sets quickly. nonprofits offer the opportunity for employees to learn new skills and gain experience in areas they have yet to tackle.
Strong management team Positive Community Involvement
• •
•
• •
•
Weaknesses
• Difficulty in covering the expenses
• • • •
• • • • •
• • • • •
• • • •
No opportunity for return on investment Budget problem in purchasing from suppliers Cannot benefit personally, whether through receipt of a salary or of profits or otherwise Cannot carry out fund raising activities which falls outside the charity objectives. Limited number of customers Restricted environment in the University Restricted Place to setup and execute the business No prior experience for fundraising business and its development More work to do with fewer resources
Concrete results or clear benchmarks of success can be difficult to spot. Work environments can be frustrating. The level of burnout is high. The stakes are higher. There is a constant focus on fundraising.
Low R&D No online presence Not innovative Not diversified
• •
•
Lack of time
Opportunities
• Any grant that a charity may be eligible for is an opportunity. Opportunities to work with the other organizations commercial business or other charity organazation Cause marketing, for example, is a system in which a portion of the purchase price charged by a commercial business is donated to a specific charity. Ideally, it offers benefits to both organizations, as well as to the buyer, whose charitable giving is facilitated. An unfulfilled customer satisfaction Technological improvement Lenient regulations.
Acquisitions Innovation Online
•
• •
• • •
•
Threats
•
•
Very vulnerable to economic crises. Unfortunately, charitable giving is one of the first cash outflows that consumers cut back on when money is tight. Public charities are held to a higher standard than for-profits. Since they depend on contributions, nonprofits need to avoid the perception of impropriety. Even a small scandal can be damaging. Change in customer's perceptions about the charity organazation Stricter regulations Increased trade barriers Tax rate/ Inflation rate / income rate etc. A weak brand name. A disinterested staff.
•
• • • • •
•
• • • •
Poor reputation among customers.
Competition Economic slowdown External changes (government, politics, taxes, etc) Product substitution
Competitor analysis
Strategy development Financing, Marketing
Advertizing penetration brand awareness Under the name of our charity business SMALTS we developed marketing and advertising plan to build awareness, organization image, positive attention and to communicate our message to the target audience. We used the marketing and advertising tactics in order to get growth, funding from our target market. With the help of these activities we were able to enhance our reputation through name recognition, built a great customer ship, strengthen the relation with the existing customers and increased donations. We were also able to get new customers for donations and to buy our products and generated a positive momentum and support for our charity organization and its programs.
We used the marketing mix (Product, Price, Place, Promotion) properly in our business execution plan. We offered a no of products like DAhi Bahly, Gool Gappy, Chaat, Shahi Qulfi and games like Dart, Fuse Ball (Small football table). We used pricing creatively to get the maximum revenue with the purchase of our products. We also setup golf course to get the attention of the people towards our business and ultimately the revenue. Advertising We used print material, public relations and networking extensively to support the activities of our business and to generate the revenue. We invited different teachers and the students of different batches specificely to promote the
business and to generate the revenue. Bceuase our business is a nonprofit so networking and word of mouth played a vital role in marketing and communicating our message to the prospectus. We were able to get a prominent place in the University to setup our business stalls and to display the product and games. We promoted extensively with the help of Flex banners, Standees, Flex Posters and decorated our business stall creatively and used other paper broachers to let the customers know about our business plan and the great cause of charity. Brand Awareness We used SMALTS as brand name which we were able to put into the minds of the our target audience and they remembered it. This created a value able and trust able relationship with our customers, sponsors, volunteers, staff and other people of the university. We were also able to distinguish ourselves from other competitors with the help of our branding and we received a noticeable attention from everyone.
1. Define your target market, research similar organizations and associations.
2. Determine the desired outcome of your marketing efforts.
3. Using the information gathered in Step 1 and 2 develop brochures and marketing 4.
materials that describe the benefits, services, donation opportunities, and values of your organization. Develop a social media marketing strategy. Social media such as Twitter and Facebook can provide you with ways to reach out to those interested in your organization in a low cost and effective way. Social media works great when it comes to reaching those who are passionate about causes that individuals hold dear to their hearts. Develop and maintain a professional internet marketing presence by creating a web site. You can use a web site as a great resource to display useful information, news, monthly newsletters, events, create community, share alternatives to donating money, and showcase the benefits of your organization. Research and maintain your prospect and customer databases. Do not let these resources be wasted. Use them for special mailings, follow-up telephone calls, event invitations, alliance development, research profiling, and market segmentation. Show and advertise the results and objectives that your organization achieves. You fill find that it is effective to showcase those that are receiving benefits, inversions, activities, and projects. Always actively search for alliances with other organizations, commerce, government, advertising media, and business. This step alone often brings the most benefit to nonprofit organizations.
5.
6. 7. 8.
Business implementation
– – – Site development Process development Returns assessment
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Accounting • Treat all donations/sponsor contributions as investment.
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Business closure – – Wrapping up Closing accounts • Costs, profits, balance sheet, income sheet
PART 2
1. Assume all the businesses hosted by the 10 teams are ongoing 2. Marketplace can be expanded beyond the confines of FAST campus 3. Critically analyze 1. the implementation of the business 1. Mission, objectives, process, strategy, etc. 2. Do SWOT analysis of results 3. Redesign a strategy based on your experience and the results to develop and guide the business over the next three years. 1. Market studies, competition, 4. New strategy must ensure that business is 1. Viable 2. Competitive 3. Thrives in its environment 4. Has a well defined strategy that ensures not just survival but also growth and position within competing businesses 5. Must take into account financial projections, of at least one year. 6. All 7. Attach copies of all receipts, accounts, studies, reports
Critical Analysis In this part, we critically analyze our results, strategies, process, products and competitors and the business structure. More over we also critically review our functional strategies like financial, operations and marketing strategies to acquire a competitive advantage over our competitors. In start we shortly introduced each item individually before doing any kind of analysis Keep in mind while writing we conduct this business in every season spring, summer, fall and winter (four times in a year) for one week in each university. We conduct this activity in four different universities of Lahore. Fast, PU, UMT, Comsats Potential Headings will be as follow Business Results Competitors
Business Structure
Comppnay name Management team
Key Roles
(by Carter McNamara) · Clients - Everything in a nonprofit is ultimately directed to serving clients. Clients are the "consumers" or "customers" of the nonprofit's services. Note that services can be in the form of tangible or intangible products. · Board - The board is comprised of individuals from the community and, ideally, is representative of the organizations clients. Law and theory dictate that the board is in charge, and directly accountable for the overall direction and policies of the organization. Powers are given to the board by the Articles of Incorporation (or other governing document, for example, Articles of Association, Constitution, etc.). The board can configure the nonprofit in whatever structure it prefers to meet the organization's mission and usually does so via specifications in bylaws. Members of nonprofit boards are generally motivated by a desire to serve the community and the personal satisfaction of volunteering. Nonprofit board members may not receive monetary compensation for serving on the board. See the library topic Boards for description of the overall responsibilities of a board, key board roles, how meetings are carried out, etc. · Board Chair - A board chair's role is central to coordinating the work of the board, executive director and committees. The chair's role may have appointive power for committees, depending on what is specified about this role in the bylaws. The power of the board chair is usually through persuasion and general leadership. See the topic Board Chair for an overview of the board chair role. · Committees - Typically, the board chooses to carry out its operations using a variety of board committees. The topicDescription of Typical Committees for a description of typical board committees. · Executive Director - The board typically chooses to have this one person who is ultimately responsible to carry out the wishes of the board. The executive director is directly accountable for the work of the staff and supports the work of the board committees. For more information, see the library topic Chief Executive Role. · Staff - Staff report to the executive director and may support the work of the committees. · Volunteers - Volunteers are unpaid personnel who assist staff, serve on committees and generally work under the direction of the executive director. See the topic Volunteer Programs for an understanding of the role of volunteers.
Three Major Aspects of Nonprofit Structure
(by Carter McNamara) Typically, the nonprofit operations are organized into major functions. These functions usually include central administration and programs. · Governance - The governance function of a nonprofit is responsible to provide overall strategic direction, guidance and controls. Often the term "governance" refers to board
matters. However, many people are coming to consider governance as a function carried out by the board and top management. Effective of governance depends to a great extent on the working relationship between board and top management. · Programs - Typically, nonprofits work from their overall mission, or purpose, to identify a few basic service goals which must be reached to accomplish their mission. Resources are organized into programs to reach each goal. It often helps to think of programs in terms of inputs, process, outputs and outcomes. Inputs are the various resources needed to run the program, e.g., money, facilities, clients, program staff, etc. The process is how the program is carried out, e.g., clients are counseled, children are cared for, art is created, association members are supported, etc. The outputs are the units of service, e.g., number of clients counseled, children cared for, artistic pieces produced, or members in the association. Outcomes are the impacts on the clients receiving services, e.g., increased mental health, safe and secure development, richer artistic appreciation and perspectives in life, increased effectiveness among members, etc. · Central administration - Central administration is the staff and facilities that are common to running all programs. This usually includes at least the executive director and office personnel. Nonprofits usually strive to keep costs of central administration low in proportion to costs to run programs.
Fundraising
As noted above, nonprofit managers (and the board of directors) must engage in fundraising in order to meet the fiscal needs of their organization. Generally, fundraising is not one of an executive director's favorite tasks. It can be an all-consuming activity, tapping an executive director's creative and social energy. Executive directors are constantly challenged to strike a balance between the time they devote to fundraising and program management. Too little attention to one area can leave an organization bereft of cash or quality services. There are several basic sources of funding in the nonprofit sector. The first is a grant. Grants may be given by government agencies, foundations or corporations, usually to operate a specific program. As noted earlier, agencies receiving government grants to operate human service programs base their reimbursement on fees for the services. Grants from foundations or corporations are generally provided up front and require a report on program activities and expenditures at the end of the grant period. Nonprofit organizations will solicit individuals for funds, also. Individual donations may come from an organization's membership or constituents (e.g. viewers of public television or residents of a neighborhood community). These are generally small donations, ideally from a large number of people. Sizable gifts may come from individuals who are referred to as major donors. Cultivating relationships with major donors requires the energy and resourcefulness of the board and director. Many nonprofits will hold special events to raise dollars. These vary from bake sales to major events. Fundraising can be a full-time job (or a full-time obsession) for nonprofit executive directors. Executive Directors are challenged to balance their time between raising money and program management. If too much time is spent on fundraising, programs and staff may not get the direction and coaching they need. On the other hand, if fundraising takes a back seat to program management, the organization's cash flow will suffer. Two factors will enhance fundraising efforts. One is good programs. Programs that are meeting important community needs and demonstrating results will sell themselves. A
board that is committed to its fundraising responsibilities will also be an asset to the organization. Board members who take their role in fundraising very seriously will promote the organization and help bring resources to it. It is important to note, however, how the political climate can affect an organization's fundraising. Foundations and corporations may choose specific issues or causes for priority in grantmaking. In the 1980's organizations working with the elderly received major support from foundations and the government. These same organizations saw their support decrease as youth issues became a major focus in the 1990's.
Unique Nature and Struggles of Traditional Small Nonprofits
(by Sandra Larson)
The Heart of the Matter: Leadership and Management
At the heart of any successful nonprofit is an effective chief executive and board of directors. These leaders must work as a team with vision, skill, and sufficient resources to accomplish the organization's mission. While leadership is shared, critical management skills must rest with the chief executive. However, the board must be sufficiently skilled in management to assess the work of this director and assist in strategic decision making.
Values as the Bottom Line
Values are the driving force in a nonprofit. The bottom line is the realization of a social mission, not profits. This poses complex problems for the leadership team. How are programs agreed upon, progress monitored, and success measured? How are priorities set and consensus reached? How are staff rewarded and what control systems are applicable? Skilled consultants may be needed from time to time to assist the team in answering these qualitative, value-laden questions and focus on appropriate management systems.
Nonprofit Personnel are Often Highly Diverse
Diversity is reflected, not only by different races and ethnic groups, but ultimately by different values and perspectives. This strong diversity is a major benefit to the nonprofit because input from a wide variety of perspectives usually ensures complete consideration of situations and new ideas. However, nonprofit personnel must ensure they cultivate and remain open to the various values and perspectives.
Problems are Especially Complex for the Small Nonprofit
The majority of nonprofits have small staffs and small budgets, e.g., less than $500,000, which compounds the leadership and management problems they face, especially given their charters and the magnitude of community needs with which they deal. Those new to nonprofits may react that, because nonprofits tend to be small in size, issues in nonprofits should be simple in nature. On the contrary, the vast majority of organizations (regardless of size) experience similar issues, e.g., challenges in planning, organizing, motivating and guiding. However, when these issues are focused in a small organization, the nature of the organization becomes very dynamic and complex.
Sufficient Resources to Pay Leadership May Be Lacking
With lack of sufficient moneys, attracting and retaining paid management also can be problematic. Hard work with little career development opportunity encourages turnover of chief executives and staff. This can stall the organization's work. Expertise that is brought in to advise the management may be lost once that leadership leaves.
Lack of Managerial Training is Problematic for the Small Nonprofit
Many nonprofit managers have been promoted primarily out of non-management disciplines and do not have the managerial skills that are needed to run a nonprofit organization. Training and consultation can do much to help these new leaders/managers gain the skills they seek and help them up a myriad of learning curves that rainbow out in front of them.
Chief Executives Wear Too Many Hats
A nonprofit chief executive has to be a current expert in planning, marketing, information management, telecommunications, property management, personnel, finance, systems design, fundraising and program evaluation. Obviously this is not possible, regardless of size. A larger organization may be able to hire some internal experts, but this is certainly not the case for the smaller organization. Furthermore, the technology of management progresses today too rapidly for the non-specialist to keep abreast of new thinking and expertise, whatever the size. Outside expertise therefore is often a must for both the large and small organization.
Too Small to Justify or Pay for Expensive Outside Advice
Most nonprofits, even larger ones, often hesitate to spend money on administrative "overhead" such as consultants or other outside experts because this is seen as diverting valuable dollars from direct service. Of course, most nonprofits have no choice. They don't have enough money to even consider hiring consultants at for-profit rates. Low-cost, volunteer-based assistance often is an appropriate solution.
One-shot Assistance Often is Not Enough
While most consultant organizations want to teach managers "how to fish" rather than give them a "fish," "fishing" (management skills) is not something that often can be learned in one consultation. Especially in more technical arenas such as computerization, learning comes while grappling with an issue or management problem over a period of time. Building internal management capacity takes more time than a one-shot consultation. Repeat help therefore is not a sign of failure but of growth -- a new need to know has surfaced.
Networks are Lacking
Everyone outside the nonprofit sector observes, "Why don't those chief executives get together more, share more ideas, undertake cooperative ventures?" There are many reasons. First of all, running a successful organization (delivering the quality service that fulfills the organization's mission) isn't enough. Most nonprofit directors run a second business -- raising money to support the first. Both are complex and very timeconsuming activities, especially when the director wears all the management hats. Second, developing networks or researching joint ventures is time-consuming, expensive and risky.
Nonprofits Usually Have Little Time and Money
Funders do not seem to think research and development activity justifies new expenditures; at least many are hesitant to fund what might not succeed. While nonprofits may be more entrepreneurial than funders, they have little capital to risk. Collaborative planning will be enhanced by computerization and telecommunications, but these investments also are difficult to fund. In some ways, affordable consultants can substitute for expensive, up-front research and development costs, at least at the feasibility level. In many cases, they can carry an organization through the needed planning to actually develop a new system of collaboration, merger, or automation.
Nonprofits Need Low-Cost Management and Technical Assistance
Nonprofits are valuable community assets that must be effectively managed. The need to provide affordable, accessible management and technical assistance to nonprofit organizations is clear for all the reasons stated above: the complexity of the task, the lack of board and internal expertise, the lack of time and money, changing needs, the learning curve, and, finally the importance of the results to the community. What is well done is based on what is well run.
Typical Nature of Planning in Nonprofits
For most nonprofits, they don't have a lot of time, money, or resources for sophisticated, comprehensive strategic planning. The focus is usually on the major issues facing the nonprofit and quickly addressing them. Typical major challenges for the facilitator are basic training of personnel about planning concepts and process, helping the nonprofit to focus and sustain its limited resources on planning, ensuring strategies are really strategic rather than operational/efficiency measures, and helping design small and focused planning meetings that produce realistic plans that become implemented.
Checklist: Starting a Non-Profit Corporation
If you are thinking of starting a non-profit corporation, below is a checklist of steps to take before you open for business. Keep in mind that your non-profit's start-up requirements might vary from the list below, depending on the specific type of business you are in, and where your business is located.
1. Decide on a business name for your non-profit corporation. Keep in mind that your state
may require that your non-profit corporation's name include an identifying word such as "incorporated," "limited," "corporation," or an abbreviation of such a term. (Learn more: Pick a Winning Name for Your Business)
2. Search availability of your non-profit's chosen business name, and for similarity to
existing names. (Learn more: Make Sure Your Proposed Business Name is Available)
3. Register your non-profit's name (including as a "fictitious business name"). (Learn
more:Registering Your Business Name)
4. Decide where to incorporate your non-profit. (Learn more: Deciding Where to
Incorporate)
5. Choose directors for your non-profit corporation. (Learn more: Corporate Structure:
Directors to Shareholders)
6. Create and sign your non-profit corporation's Articles of Incorporation. (Learn
more: Writing and Filing the Articles of Incorporation)
7. File your non-profit corporation's Articles of Incorporation with your state's Secretary of
State, and pay related filing fees.
8. Write your non-profit corporation's By-Laws. (Learn more: Writing Corporate By-Laws ) 9. Apply for tax-exempt status from the federal and state government. (Learn
more: Becoming a Tax-Exempt Organization)
10. Obtain business licenses and permits for your corporation from: • The federal government. (Learn more: Federal Start-Up Requirements) • Your state government. • Your local government. (Learn more: Local Start-Up Requirements) 11. Open a separate bank account for your non-profit corporation.
Incorporating can be a benefit to your new non-profit organization in the long run -- most notably if your business obtains tax-exempt status -- but the incorporation process can be complicated. To ensure that your new non-profit complies with your state's legal requirements at all steps in the incorporation process, you may wish to consult an experienced business attorney. Click here to learn more.
Marketing Stratigies Financial Stratigies Operations Products Our products
Competitors’ products Swot analysis Our strengths over competitors Weaknesses Opportunities Threats
Future Strategy UTILIZATION of strengths Overcome weaknesses Exploit opportunities Buffer/Neutralize threats Competitive Advantage Future Products Future Marketing Stratigies Future Financial Performance Conclusion Appendix Biblography
Business Plan -sample template
1. Executive summary This should summarise the plan. It should give anyone reading it with a quick and clear idea of what you are planning to do. It should be no more than 1 page and include the main points that you want the reader to remember.
? This section is written after the rest of the plan is complete!
1. Introduction; Vision, mission, values • • Brief statement on the purpose and duration of the plan. (Optional
some context within which the plan was produced, what informed it and the process Mission (Overall Aim) – a Mission Statement is quite simply the aims and objectives or your organisation expressed in one or two sentences. It does not go into detail on what an organisation will specifically do, but it is a longterm statement of intent which should reflect the purpose for which the organisation was founded (refer to Constitution’s objects). Example: The empowerment of single mothers in North Kensington. Aims/Strategic Goals – set out the key priorities of the organisation, in the medium to long term. Example: To improve family relations; to campaign for better homes)•
•
Sometimes organisations have separate ‘vision’ (‘dream scenario') and ‘values’ (guiding principles) statements. They might also simply state their aims & objectives instead of, or in addition to their mission statement. Don’t get stuck with terminology – as long as your organisation is clear about what you are referring to and use your chosen terms consistently.
? Note: Once the mission statement has been established, it should not be challenged for an agreed period, except in exceptional circumstances, in order to give the organisation sufficient stability to work towards its agreed goals.
2. Background
• Brief background of the organisation (why, how, when it came into being) • Location; geographical area covered and target group(s) • Legal status (Charity registration; company registration) • Some key events and characteristics of the organisation to date • Achievements and track record 3. Users/beneficiaries or area of benefit • • • Who are the users - where are they Key issues/problems you are seeking to address Evidence of need – local statistics, anecdotal evidence, monitoring information
4. Strategic Analysis • • • • • SWOT – internal and external look at the current situation of the organisation Staffing issues Partners/partnerships – current and potentials (optional) PEST or STEEPLE Unique Selling Point (USB): what will you be able to provide that is different and is not currently on offer from other organisations? Or, why are you best placed to provide this service?
5. Priorities/ Services & Activities • • • Relating to the stated aims & objectives, and the outcome of the analysis – what are the key areas the organisation will be concentrating on in the near future (can include short term, medium term and long term plans)? Outline of services and activities to be provided – who, how, when? Relate to a SMART action plan (usually annexed at the end of the plan -see 13)
6. Management Structure • • • • • Governance Line management Staffing/volunteers issues Subcommittees, task groups, advisory groups Other internal priorities (optional) - quality assurance, learning & development (how will the organisation ensure it keeps learning and developing?)
7. Marketing & publicity
• • • •
How How How How
will will will will
you you you you
advertise what you do to everyone who could use your services? make sure no one is excluded? target the kinds of people you most want to reach? promote yourself to supporters, partners and potential funders?
1. Financial plan/implications • Current/expected income (funding) • Project and running costs • Capital items (eg photocopier) or maintenance costs for existing equipment • Premises costs (eg moving to larger premises; maintenance) • Salary and management costs, including tax, National Insurance.. • Projected income and expenditure – cashflow • Financial procedures/control • SEE CASH session and materials
2. Fundraising strategy/plan • • • Targets for fundraising (eg ‘fundraise for an outreach worker’) with timescales/milestones Potential funders Other potential opportunities, eg partnership bids, new service/repackaging services, generating income by selling a service
3. Monitoring & Evaluation • • • • • • Outcome indicators - how will you measure the success of the organisation or project? Performance management - how will you make sure you reach the targets you have set? How will you collect information about the work that you are doing? (on paper, database, questionnaire, survey…) Who will do this and when? How will this information feed into improving the project? Who will analyse this information and act on it to make changes? When?
1. Conclusion • Brief paragraph summarising the key points of the plan and the desired outcomes
1. Action Plan/Implementation Plan • SMART Action Plan: Specific – objectives for the organisation and users Measurable – outcomes to prove the objectives have been reached Achievable – given PEST analysis Realistic – in the light of resources Timed – milestones, targets
•
Ideally set out in a table with targets and outcomes
Action Plan – template
Overall Aim: To improve the emotional and physical health of young people in Kilburn Specific aims: • • • To enable users to take more responsibility for their health To improve users’ self-esteem To improve users’ ability to manage conflict Objective Counselling and 1-to-1 support • Activities Drop-in counselling sessions in centre Referrals and drop-in support • Targets Recruit counsellor by Sep 08 5hrs, 3 days/wk • • Outcomes Users are more aware of health services Increased selfesteem Increased independe nce Users more able to manage conflicts at home and with peers Users are more aware of and have better access to local health services • • • Outcome indicators Regularity of attendance Level of access to other services Selfreported outcomes Course report Behaviour at centre
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Workshops in conflict management
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Workshops on-site with qualified trainers
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5 2-day workshops by March 08 15 young people per workshop Pack produced by Sep 07 Launch/info event by Nov 07
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Written info & advice on health issues
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Produce • info pack on sexual health • Disseminat e partner agencies info
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Level of involvement in event Service take-up Info
• •
• Annual drama Annual drama by young people on health issues •
Info rack set up by Jan 08 10 young people from centre recruited by Aug 07 Weekly rehearsals from Sep 07 Performance for 30 young people by Dec 07 Users are more confident in identifying and dealing with health issues • •
requests Take up of services Attendance and confidence levels at centre Selfreporting after performanc e
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Mission The SMALTS is a nonprofit, charitable organization dedicated and working to improve the quality of life and healthier lives of underprivileged and improvised cancer patients, especially children and youth of Pakistan.
Objectives
We work with modest principals: • • • • • • Love for Children and youth Dedication Quality Maximizing results Honesty Keeping our service Free of discrimination
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