Disability Race Business Plan

Edward Kinal

BUS 250 Entrepreneurship

Instructor, Brooks Brophy

December 11, 2013

Confidential

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Table of Contents

1.0 Executive Summary1.1 Introduction1.2 The Organization1.3 Services1.4 The Market1.5 Financial Considerations1.6 Mission1.7 Key to Success

2.0 Industry Analysis2.1 Industry Description2.2 Industry Size, Growth Rate, and Services Projections2.3 Profit Potential2.4 Mission Statement2.5 Services

3.0 Market Analysis3.1 Target Market3.2 Market Segmentation3.3 Professionals that work with the people with disabilities

a.) Physical Therapistb.) Occupational Therapistc.) Speech-Language Pathologistd.) Clinical Social Workerse.) Special Education Teachers

3.4 Government Agenciesa.) Federal Governmentb.) State Government

3.5 Corporate Sponsorships3.6 Disability Consumers3.7 Individual Consumers

4.0 Competitor Analysis4.1 The Economics of the Business4.2 Our Strategy to Increase Revenues

a.) Profit Margins4.3 Start Up Costs

a.) Start Up Capital Requirements – One time Start Up Expenses (Estimate)b.) Start Up Capital Requirements – Repeating Monthly Expenses (Estimate)

5.0 Marketing Plan5.1 Introduce a New Service5.2 Launch an Advertising Campaign5.3 Product, Price, Promotions, and Distribution5.4 Sales Process5.5 Collect Funds/Sales

6.0 Operations Plan7.0 Management Team and Organization Structure

7.1 Management Team Organization Chart7.2 Management Team

a.) CEOb.) Business Managerc.) Marketing Manager

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d.) Accountante.) Administrative Assistant

7.3 Board of Directorsa.) Board of Directors Organization Chart

8.0 Financial Projections8.1 Pro Forma Statement of Cash Flows for 1st, 2nd & 3rd Year8.2 Twelve Month Cash Flow for Year 2014

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1.0 Executive Summary

1.1 Introduction

Disability Race is a non-profit 501 (c) (3) organization, and it will be established in Washington. Disability Race expects to catch the interest of a regular loyal customer to register for the race to support new technology for the people with disabilities.

1.2 The Organization

Disability Race non-profit organization is based in Seattle, Washington. It is operated and managed by one person at this time.

Mr. Edward Kinal has extensive experience in sales, marketing, and management in telecommunication corporations and a government agency.

The organization intends to hire a full time business manager, marketing manager, accountant and administrative assistant to handle customer service and day to day operations.

1.3 Services

Disability Race offers support in research, education and investments in projects that explore extreme challenges in technology and equipment for those underserved people with disabilities. We will establish a monthly race in some states throughout the year. We plan on recruiting volunteers to assist with planning and implementation of a race each month to save operation costs.

1.4 The Market

Disability Race plans on establishing the race in northern states during the warm months and southern states during the winter months. The organization will concentrate its business and marketing on local residents and professionals, which will be the dominant target market. This will establish a healthy, consistent revenue to ensure stability of the business. In addition, the traffic is expected to increase approximately 2% of the revenues each month. High visibility and competitive services are critical to capture this segment of the market.

1.5 Financial Considerations

Disability Race expects to raise $20,000 of its own capital, and to borrow $55,000 by the bank as a five year loan. This provides the bulk of the current financing required. Disability Race anticipates sales of about $1,207,000 in the first year, $1,530,000 in the second year, and $1,941,000 in the third year of the plan. Profits for this time period are expected to be approximately $747,000 in year 1, $1,080,000 by year 2, and $1,491,000 by year 3. The organization does not anticipate any cash flow problems.

The gross margin for one year is approximately 62%, second year is approximately 71%, and third year is approximately 77%.

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Year 1 Year 2 Year 30

500,000

1,000,000

1,500,000

2,000,000

2,500,000

Highlights

Sales Net Profit

Year 1 Year 2 Year 30%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Gross Margin

1.6 Mission

Disability Race aims to offer high quality services at a competitive price to meet the demand of the middle to higher income local market area residents and professionals.

1.7 Key to Success

1. Provide the highest quality of service with personal customer service.2. Competitive pricing.

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2.0 Industry Analysis

2.1 Industry Description

This industry analysis will assist in researching the non-profit organization in which Disability Race will be implemented. This is a charity/service organization to support research, education and investments in projects that explore extreme challenges in technology & equipment for those underserved people with disabilities.

2.2 Industry Size, Growth Rate, and Services Projections

The demand for Disability Race is projected to grow approximately 20% annually based on public support and revenue via contributions and race registrations. To compare with similar service, Susan Komen Race for the Cure public support and revenue increased by 21% from 2009 to 2010. Disability Race is new to the market, and the monthly revenue is projected to increase approximately 2%.

2.3 Profit Potential

Profit potential can be determined by performing a five force analysis. The following chart examines whether these threats are low, medium, or high.

Substitutes are very low threat to the industry because the percentage of disability population compared to the general public population is small.

New entrants are medium threat to the industry. This is a growing industry, so there will likely be many new entrants into the industry in the future because it is ripe for innovation.

The threat of rivalry is somewhat low due to the number of competitors being low. Since this is relatively a new industry, that is just the beginning and will grow. Therefore, there is room in the market for growth.

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Threat to Industry Profitability

Competitive Force Low Medium High

Threat of Substitutes √

Threat of New Entrants √

Rivalry Among Existing Firms √

Bargaining Power of Suppliers √

Bargaining Power of Buyers √

The suppliers pose a low threat to the Disability Race because the industry is more attractive. After evaluating the five forces model on the Disability Race industry, it can be concluded that all of the forces are low; therefore, threats in the industry will not affect the industry profitability. It is likely to grow more in the future; therefore, the industry is ready for innovation. The Disability Race industry is a realistic place to start and be successful in a new venture.

2.4 Mission Statement

Fulfilling the promise to enhance people with disabilities lives, and to end the technology crisis for those with disabilities.

Disability Race approach to discovery and delivery of new technology to those with disabilities.

We fund research, education and investments in projects in technology and equipment for those underserved people with disabilities.

2.5 Services

The service is viable because no one is doing it at this time, and I do see a need out there. For example, The Deaf/Blind community is having trouble getting a telecommunication device to communicate with the hearing society via internet, landline or wireless because there is no company at this time that makes this type of equipment. FCC is now involved in this, and they have implemented National Deaf/Blind Equipment Distribution Program (NDBEDP). The FCC gets a portion of funds from Telecommunication Relay Service funds to compensate for the NDBEDP, but the states are responsible to implement and manage the program. When I implement Disability Race, then we will be able to bring in revenue to compensate research and investments in projects that explore extreme challenges in new technologies for those with disabilities. Another example, I would like to hire someone to do research on producing an artificial eye for the blind people so they can see. I saw an Asian guy working in Safeway, and he is disabled because he does not have a hand. He only has one hand to do the cash register and bag foods. This is where I need to do something, so we can generate funds to compensate someone to do research and develop a perfect hand that functions as close as a real hand. When I implement the Disability Race, I will do an intensive marketing such as advertising on the internet, media, online banner to raise awareness to bring people to do the race to support the disabilities. I also will bring in volunteers to help us make the Disability Race a success just like what Nancy Brinker promised her dying sister, Susan G. Komen, she would do everything in her power to end breast cancer forever. When I thought of this idea, I felt that I had to promise myself that I would do everything in my power to end the technology crisis for those with disabilities.

I believe the business will enter into an exciting & growing industry because if I keep my commitment and deliver new technology, then they would want to continue to do the race to continue to enhance the technology. If we do well in the United States, then I would look into the possibility of doing this globalization. The reason why I would like to enter globally is because in my entrepreneurship classmate Hiro and I had a discussion and he told me that he saw Deaf/Blind people lying down in a mine in Cambodia. The Cambodia government is corrupted and there are some severely neglected disabilities there. That bothers me and I want to help them, but I need to implement the Disability Race first in order to generate revenue then go into globally and will be able to help the disabilities worldwide.

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3.0 Market Analysis

This business is an opportunity with real potential because approximately 54 million individuals (20% of the U.S. population) of all ages, races, ethnicities, socioeconomic status and educational attainment in the United States live with at least one disability.

3.1 Target Market

Based on our industry research, we think we have opportunities to attract customers from the following market groups.

Professionals that work with the people with disabilities Government agencies Corporations that supports the people with disabilities Disability consumers Individual consumers

3.2 Market Segmentation

The five target market segments selected for this service are professionals that work with the people with disabilities, government agencies, corporation sponsorships, disability consumers and individual consumers.

3.3 Professionals that work with the people with disabilities

a.) Physical Therapist

Physical therapists are highly trained professionals who help people with disabilities or injuries regain mobility or lessen pain by using a range of techniques they have learned during their extensive training. Most physical therapists possess a doctoral degree in physical therapy and are required to obtain a license in all 50 states. People with cerebral palsy and other mobility-reducing disabilities are served by physical therapists.

b.) Occupational Therapist

People who have disabilities that hamper their ability to perform everyday tasks can be helped by an occupational therapist. An occupational therapist uses hands-on techniques to demonstrate and teach their patients ways to live a life that is less impacted by their disability. Most occupational therapists possess a master's degree in occupational therapy and are required to obtain a license in most states.

c.) Speech-Language Pathologist

Speech-language pathologists, also called speech therapists, diagnose and treat people with speech-related disabilities and speech-related problems due to disability or injury. Speech-language pathologists use specialized techniques and modalities to help their patients improve their speech and vocal skills. Many speech therapists are also able to teach sign language as an alternative to vocal speech. Most of these professionals possess a master's degree in speech-language pathology and are required to obtain a license in most states.

d.) Clinical Social Workers

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Clinical social workers are a potentially major source of support for people with disabilities. These individuals often help their clients coordinate their care with doctors and family members. Clinical social workers can refer their clients to other resources for the purpose of receiving additional benefits or services. Clinical social workers must possess a master's degree in social work and are required to obtain a license in most states.

e.) Special Education Teachers

Children with disabilities require teachers who are trained to help them learn. Special education teachers evaluate each student's level of disability and devise a unique plan to help the students learn the basic academic skills that will help lessen the impact of their disabilities on their life. Special education teachers must possess a bachelor's degree in special education and, if teaching in a public school, must possess a teaching certification.

3.4 Government Agencies

a.) Federal Government

Disability.gov is the federal government website for comprehensive information on disability programs, and services nationwide.

b.) State Government

DISABILITYRESOURCES.org is a nonprofit 501(c)(3) organization established to promote and improve awareness, availability and accessibility of information that can help people with disabilities live, learn, love, work, and play independently. They serve thousands of individuals with disabilities through a multidisciplinary network of service providers and consumers. In order to reach as many people with disabilities as cost effectively as possible, they target their services and publications to libraries, disability organizations, independent living centers, rehabilitation facilities, educational institutions, and health, and social service providers.

3.5 Corporation Sponsorships

Easter Seals is an example, of a, national corporate sponsors contributed more than $20 million last year to help Easter Seals provide services for children and adults with disabilities and their families in communities nationwide.

3.6 Disability Consumers

Persons with disabilities can participate in Disability Race to support their community.

3.7 Individual Consumers

The public can participate in Disability Race to support the disability community.

4.0 Competitor Analysis

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Disability Race is a future competitor because there are not yet direct or indirect competitors. There is no way to establish a competitive analysis grid for Disability Race at this time.

4.1 The Economics of the Business

Revenue Drivers

Revenue is generated by selling race registration and collecting donations.

Revenue = C x F x T x P

This is the formula we use to show how revenue is the engine that grows this non-profit organization.

Revenue Defined

The “C” stands for number of customers. Customers are the most important people in driving our business. Without them, our revenue comes to a grinding halt. We will keep our customers happy and loyal. We are committed to having an ongoing customer relationship program. We will measure the level of customer satisfaction and loyalty. We will maintain efforts to attract new customers and have a sales and business efforts. We will measure how effective it is and continue working to improve our efforts.

The “F” stands for frequency of purchase. We will focus on how and what we can do to encourage customers to buy or donate more often. We will develop and produce an annual Disability Race newsletter and distribute it to all registered customers and donors to keep them updated on how we are doing and what we did in contributing new technologies to those with disabilities.

The “T” stands for average transaction size. The larger the number of customer registration and donors, the higher our revenues. We will continue to keep in touch with current customers and donors via marketing channels in order to retain them and continue attract new customers.

The “P” stands for price of our services. We will continue to increase the perceived value of what our customers are receiving in exchange for the price they pay; we will maintain and may even be able to increase price.

4.2 Our Strategy to Increase Revenues

We will review our strategic plans annually and conduct a brainstorming session to get creative in how to increase revenues.

a.) Profit Margins

This is a new non-profit organization and the profit margin is estimated to be approximately 33%.

4.3 Start Up Costs

a.) Startup Capital Requirements – One-time Startup Expenses (Estimate)

Startup Expense Amount DescriptionAdvertising $8,000.00 Promotion for opening the businessCash $1,000.00 Amount needed for cash register

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Deposits $500.00 Check with utility companiesEquipment $10,000.00 Computer, Xerox, FaxInsurance $1,200.00 Bid from insurance agentLicenses and permits $489.00 File for non-profit (c)(3)Professional Fees $3,000.00 CPA, Attorney, etc.Rent $1,700.00 Fee to be paid before openingServices $4,000.00 Cleaning, accounting, etc.Signs $1,500.00 Use contractor bidsSupplies $2,000.00 Office, cleaning, etc.Unanticipated expenses $5,000.00 Include an amount for the unexpected

Total Startup Costs $38,389.00 Amount of costs before opening

b.) Startup Capital Requirements – Repeating Monthly Expenses (Estimate)

Expenses Amount DescriptionAdvertising $1,000.00 Website, newspaper articlesBank service fees $15.00 Business fundamental monthly feeCredit Card Charges $500.00 Business meeting with customersDelivery fees $1,000.00 Shipment of brochures & info packagesHealth insurance $3,200.00 Business Manager, Accountant, Office

Administrative Assistant, Marketing Manager

Insurance $350.00 Office insuranceInterest $300.00 Credit Card & Loan interestInventory $0.00 BrochuresLease payments $1,700.00 Office space leaseLoan payments $1012.00 Startup LoanOffice expenses $100.00 Office suppliesPayroll other than owner $11,833.00 Business Manager $50K/Year,

Accountant $35K/Year, Administrative Assistant $22K/Year, Marketing Manager $35K/Year = $142K/Year

Payroll taxes $1,183.00 Business Manager, Accountant, Administrative Assistant & Marketing Manager

Professional fees $500.00 CPA & AttorneyRent $0.00 Already included in lease paymentsRepairs and maintenance $500.00 Office hardware repairs and

maintenanceSales tax $8,550.00 WA Sales tax 9.5% (2,000 registration

at $45 each x 9.5% is the total sales tax.Supplies $100.00 Supplies for officeTelephone $1,200.00 Business phones & faxUtilities $500.00 Electric, Water & GasManager’s salary $4,583.00

Total Repeating Costs $37,468.00Total Startup Costs $38,126.00

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Total Cash Needed $75,594.00

5.0 Marketing Plan

Our marketing strategy to achieve profits:

Introduce a New Service Launch an Advertising Campaign Encourage Word of Mouth Bring in New Customers Increase Sales Get Existing Customers to Buy More Improve Customer Loyalty Make Customers Feel More Valued Retain Existing Profitable Customers Offer Existing Customers Exclusive Offers Better Establish Our Brand Ensure Business Stays Fresh and New

5.1 Introduce a New Service

Below is our marketing strategy to get the word out to introduce our new service.

Email Posters Newspaper P.R. Social Media – Facebook & Twitter Phone Direct Mail

- Postcards- Personal Letter

There are four ways to find out if our social marking is working.

1.) Count Our Friends and Followers

One of the indicators that our social media campaigns are doing well is when we see that our social media accounts are experiencing an increase in the number of followers. The gross number of followers we have will automatically translate into sales and profits. Number of followers is one important factor that we should consider when measuring success.

2.) Monitor Actions From Our Audience

The activity level of our audience is another key measure of success. This indicates that our followers are actually paying attention to what we are doing. The simplest way to do this is to monitor the actions of users while they are on our social media pages. There are a couple of ways we can do this. For example, on Facebook, we can see how many Facebook users have liked or shared a certain post or how many are registered to attend Disability Race. On Twitter, we can see the favorites and the re-tweets of our posts. We need to look at the specifics and context is

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the key. Just as number of followers or friends can’t be a sole measure for success, neither can increase in amounts of content consumption or creation, likes or favorites. The actual content itself is important. We need to look at what kind of posts get the most attention. We need to look at certain themes that seem to be a hit for our audience. Does a specific times of the day or week affect our user’s behavior? Our trends will help us focus our efforts accordingly.

3.) Evaluate Our Traffic

Another good indicator for measuring success of our social media efforts is by measuring the amount of traffic that is driven to our website from the social media sites that we have linked to it. This can be done by using google analytics or another similar tool. We need to make sure to take note of the peaks and low points. What time of the day does our site experience the most traffic and what days of the week. We need to analyze which certain promotions trigger more traffic than others. We need to monitor the changes over the course of a set of period time and compare the results to the timing of our social media and other marketing efforts to assess our effectiveness.

4.) Calculate Sales

The goal of our social media campaign is ultimately to persuade our website visitors into buying our services. We do not want to analyze when and how our website traffic is increasing but also whether those traffic increases the result in sales increases.

5.) Final Note

Developing effective social media campaigns is a step by step process with each step crucial to the next. It starts with building and increasing our audience base and the end goal is to convert those followers and clicks into actual sales and profit. It is imperative to carefully and comprehensively assess our social media efforts on a regular basis. This will help us identify strengths and weaknesses so we can ensure that our time and money are being well spent on efforts that will yield the greatest results.

5.2 Launch an Advertising Campaign

Below are the possible ways to launch an advertising campaign:

Newspaper Ads PSA Radio Ads PSA TV Commercials Banner Ads on websites

5.3 Product, Price, Promotions, and Distribution

Product

Foundation dedicated to supporting research, education and investments in technology and equipment for people with disabilities.

Pricing Strategy

Our organization pricing strategy needs to involve trying to beat our competitor’s price if any competitor’s enter the market. (We do not have a competitor at this time). We can offer race

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specials such as free Disability Race T-Shirts – giveaways to ensure that our customers constantly feel they are getting a good value.

Promotional Strategy

Our organization’s promotional strategy’s objective is to inform our target audience of our services. Based on the target audiences, we will need to do this in several ways. Newspaper ads, PSA radio ads, PSA TV commercials and banner ads on websites can all be used to thrust the service through the beginning stage of the life cycle.

Distribution Strategy

Our organization distribution strategy shall include providing free brochures/posters to local professionals, organizations, businesses in lieu of registrations and sponsorships.

5.4 Sales Process

The 7 Steps to a Complete Sales Process

1.) Prospect for sales leads.

Most technical experts commit the mistake of talking about the features of the service, without pointing out its benefits to the customer. When discussing the service features, always the question, “So what?” Put yourselves in the shoes of the prospective buyer, and always link it to a direct benefit to the customer.

2.) Make the initial contact.

This step is about finding new customers, and while it may seem like a piece of cake, it’s really harder than it looks. You should constantly put on your “prospective radar” and think of new ways to search for new customers. The first step usually involves creating a profile, then segmenting your existing customers. After this, you should develop a tactic for approaching each segment – a step that will be discussed further later.

3.) Approach the customer.

This is where you will talk to the prospective customer. Depending on how effective your approach is, the customer will either think of you as a bothersome or valuable.

4.) Assess the needs of the customer.

At this point, you must be able to identify what the prospect needs, and how your service can solve it. To do this, you need to ask the right questions that will allow you to “diagnose” your prospect’s needs. But it doesn’t stop there, you also have to build rapport and trust with your prospect, before you finally reveal what the service is to them.

5.) Present the service.

As mentioned in the first step, you should focus on what the benefits of the services and when presenting the service to the customer. Proceed to enumerate and explain the benefits as if you were a buyer yourself.

6.) Make a great close.

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This is especially crucial as 80% of deals fall through because of an error in the closing the sale or the deal or the transaction. The timing should be perfect and not too early or too late. Several studies have been made regarding making a perfect close. It’s up to you to use the closing technique that fits best to your presentation. One technique is the “If then close” – If I could demonstrate how this service provides you with then would you be willing to buy this service?

7.) Follow up.

The relationship has been nurtured and all you have to do is build that relationship. This will increase the likelihood that your customer will buy again in the future from you.

5.5 Collect Funds/Sales

Sales of Disability Race Tickets:

Disability Race will have the walk/run participant entry form on Disability Race website.

Adult $45 (select timing division) Child $35 (12 and under – select timing division) Untimed Adult $40 Untimed Child $30 (12 and under) Free Yellow Disability Race T-shirt including selection of shirt size

Below are fundraising ideas for the Disability Race:

1.) Never miss an opportunity: Now is not the time to be shy. Let everyone know that you are in training to walk/run a 5k. When they ask why, the conversational door has been opened. Take this opportunity to tell them why you participate in the Disability Race and who you race for. Let them know what your fundraising goal is and then ask for a donation. This is a great opportunity to educate your community and fundraise at the same time. The Disability Race website will provide resources to guide participants to do fundraising and the resources may include:

A handbook A personal fundraising webpage on Disability Race website A fundraising ideas library on Disability Race website Printable tools, including posters and business cards on Disability Race website A Facebook fundraising application designed for Disability Race participants Fundraising clinics in every walk/run a 5k city Write an Email or Letter Campaign – we provide sample fundraising appeals that

will help you craft that perfect message in 10 minutes or less. Emails you send through our website automatically contain a link back to your personal fundraising webpage. Many walkers/racers reach their fundraising goals just by sending email to everyone in their address book.

2.) Forget-me-knots: Tie a yellow ribbon on your potential donor’s fingers and ask them not to remove it until they’ve made a donation. This is a great way to turn the, “yeah, I promise I’ll donate” into action.

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3.) Corporate Matching: Take advantage of corporate matching gifts programs. Many of your donors may work for companies that have a program like this – their donation could double simply by filling out a form from their Human Resources department and following the steps to submit a matching gift.

4.) Corporate Sponsor Shirt: Identify one corporate sponsor that you can ask for a large donation. Offer to wear their shirt for advertising while training and on the event.

5.) Waiters: Ask the waiter/waitress or bartender at your favorite hangout to donate a day’s tips. If you have a friend who waits or bartends, ask them, too.

6.) Donation for Days: Ask people to donate an amount per each mile of your 5k (3.1 miles). Instead of a $25 donation, encourage them to make three $20 donations! Remember they can pay over the course of three months. Reminding your donors of the option to donate over time is a great way to increase the size of donations.

7.) Delegate: Give your close friends donation forms and ask them to get donations for you.

8.) Wine-Tasting Party: Have a wine and cheese tasting party. If you know anyone (who knows anyone) who owns, manages, or works in a winery – ask if they will host it! Charge at the door. Blind tastings are fun – or dress up the event with some very special vintages.

9.) Gala Night: Host an elegant or formal party. Have food and beverages donated.

10.) Silent Auction: Ask some local businesses to donate items or gift certificates and hold a silent auction at your fundraising event, or on a payday at work. Things like a book of car wash certificates, $10 off dry-cleaning, movie passes, play tickets, restaurant gift certificates, pet grooming, and a week of free coffee. Set minimum donation limits and allow people to bid them up. Some walkers even get their place of business to agree to set up a silent auction for one item every Friday at work. They get something donated and the office has fun bidding on something new each week.

11.)Web-Based Auction: Get friends and family to donate things for you to sell on an internet auction site. Make sure to let bidders know that the item’s selling price is going towards your fundraising for the Disability Race event in your community.

6.0 Operations Plan

It is pretty often that accounting, human resources, and technology practices get pushed aside in a non-profit organization because program work is prioritized as being more important. This is okay until a crisis occurs, like someone embezzles money from the organization or a disgruntled employee sues the organization. These types of things happen more often than expected. It is very important to put the proper operations policies and procedures and controls in place ahead of time to prevent these horrible things from happening.

We are required to implement and actively use these three manuals in our organization:

1.) Accounting manual

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2.) Employment manual3.) General operations manual

The accounting manual will keep an organization in compliance with non-profit specific Generally Accepted Accounting Principles (GAAP), as well as protect its financial assets, and ensure that proper internal controls are in place. The contents of a non-profit accounting manual generally include:

Division of Duties Cash Receipts Procedures Cash Disbursements Procedures Reconciliations Petty Cash Fund Purchases Fixed Asset Management Payroll Financial Reporting Grant Compliance Fiscal Policy Statements

The employment manual will help protect an organization against employee lawsuits and grievances. This manual will also help non-profit employees understand key employment policies as well as the benefits available to them and mandated by Washington and other states employment law. The contents of an employment management generally includes, but is not limited to:

Employment Policies Leave from Work and Other Benefits Vacation and Sick Leave FMLA Other state mandated policies Conditions of Employment Compensation and Other Administrative Matters Grievance Policies Verification of Receipt At Will Employment Statement

It is important to always involve a personnel attorney in creating or revising our employment manual.

The operations manual will document critical organizational information and general operating procedures. This manual will also improve operational efficiency. The contents of an operations manual generally includes, but is not limited to:

Security Culture/Procedure File Saving Procedure Back Up Procedure Marketing and communications Procedures New Hire Procedure Emergency/Evacuation Procedure

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Fundraising Filing Procedure Human Resource/Personnel Filing Procedure Events Procedures

7.0 Management Team and Organization Structure

7.1 Management Team Organization Chart

7.2 Management Team

a.) CEO

The CEO is responsible for the following:

Creating, communicating, and implementing the organization's vision, mission, and overall direction. Leading the development and implementation of the overall organization’s strategy.

Leading, guiding, directing, and evaluating the work of other executive leaders including presidents, vice president, and directors.

Soliciting advice and guidance, when appropriate, from a Board of Directors.

Formulating and implementing the strategic plan that guides the direction of the organization.

Overseeing the complete operation of an organization in accordance with the direction established in the strategic plans.

Evaluating the success of the organization.

Maintaining awareness of both the external and internal competitive landscape, opportunities for expansion, customers, markets, new industry developments and standards, and so forth.

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CEO

Business Manager

Marketing Manager Accountant

Administrative Assistant

Representing the organization for civic and professional association responsibilities and activities in the local community, the state, and at the national level.

Demonstrating the leadership necessary to make the organization's mission a success. This leadership includes providing leadership vision, leadership that attracts followers and all other aspects of successful leadership.

b.) Business Manager

The business manager is responsible for the following:

Business manager have significant responsibility for managing operations.

Supervising operations typically includes direct oversight of service personnel, facility maintenance, workplace safety and generally making sure workers have the resources they need to get the job done.

Business manager are hired by and report to the owner.

c.) Marketing Manager

The marketing manager is responsible for the following:

Responsible for the marketing of company services to the right market.

Demonstrate technical marketing skills and company service knowledge.

Develop an annual marketing plan in conjunction with sales. This should detail the year’s activity to meet agreed company financial objectives.

Budget management – to deliver all marketing activity within the agreed budget.

To direct marketing staff where budgets are devolved.To manage all aspects of print production, receipt and distribution.

To achieve frequent, timely and positive media coverage across all available media.

To manage the entire service line life cycle from strategic planning to tactical activities.To conduct market research in order to identify market requirements for current and future services.

d.) Accountant

The accountant is responsible for the following:Prepare, examine, and analyze accounting records, financial statements, and other financial reports to assess accuracy, completeness, and conformance to reporting and procedural standards.

Compute taxes owed and prepare tax returns, ensuring compliance with payment, reporting and other tax requirements.

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Analyze business operations, trends, costs, revenues, financial commitments, and obligations, to project future revenues and expenses or to provide advice.

Report to management regarding the organization’s finances.

Establish tables of accounts, and assign entries to proper accounts.

Develop, maintain, and analyze budgets; prepare periodic reports that compare budgeted costs to actual costs.

Develop, implement, modify, and document recordkeeping and accounting systems; make use of current computer technology.

Prepare forms and manuals for accounting and bookkeeping personnel, and direct their work activities.

Survey operations to ascertain accounting needs and to recommend, develop, and maintain solutions to business and financial problems.

Work as Internal Revenue Service agent.

Advise management about issues such as resource utilization, tax strategies, and the assumptions underlying budget forecasts.

Provide internal and external auditing services for businesses and individuals.Advise clients in areas such as compensation, employee health care benefits, the design of accounting and data processing systems, and long-range tax and estate plans.

Investigate bankruptcies and other complex financial transactions and prepare reports that summarize the findings.

Represent clients before taxing authorities and provide support during litigation involving financial issues.

Appraise, evaluate, and inventory real property and equipment, and record information such as the property's description, value, and location.

Maintain and examine the records of government agencies.

Serve as bankruptcy trustee and business valuator.

e.) Administrative Assistant

The administrative assistant is responsible for the following:

Maintains workflow by studying methods; implementing cost reductions; and developing reporting procedures.

Creates and revises systems and procedures by analyzing operating practices, recordkeeping systems, forms control, office layout, and budgetary and personnel requirements; implementing changes.

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Develops administrative staff by providing information, educational opportunities, and experiential growth opportunities.

Resolves administrative problems by coordinating preparation of reports, analyzing data, and identifying solutions.

Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs; maintaining equipment inventories; evaluating new equipment and techniques.

Provides information by answering questions and requests.

Maintains supplies inventory by checking stock to determine inventory level; anticipating needed supplies; placing and expediting orders for supplies; verifying receipt of supplies.

Completes operational requirements by scheduling and assigning administrative projects; expediting work results.

Maintains professional and technical knowledge by attending educational workshops; reviewing professional publications; establishing personal networks; participating in professional societies.

Contributes to team effort by accomplishing related results as needed.

7.3 Board of Directors

A board of directors is a body of elected or appointed members who jointly oversee the activities of an organization. The process for running a board, called the board process, includes the selection of board members, the setting of clear board objectives, the dissemination of documents or board package to the board members, the collaborative creation of an agenda for the meeting, the creation and follow up of assigned action items, and the assessment of the board process through standardized assessments of board members, owners, and CEOs.

a.) Board of Directors Organization Chart

8.0 Financial Projections

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Director

President

Secretary Vice President Treasurer

Director Director Director

See next page

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