Group 1
Business Plan
Odunayo Arowolo
Emese Böröcz
John Rastler
Lindsey K. Spector
Dan Stratila
Strategic Planning
Syracuse University
Concrete Care 2
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Business Plan-“Concrete Care”
Executive Summary....................................................................................................................................... 3
Market analysis ............................................................................................................................................. 3
NGO Description, Operations ....................................................................................................................... 4
Introduction .............................................................................................................................................. 4
Operations ................................................................................................................................................ 5
Pasadena Office ........................................................................................................................................ 5
Field Offices............................................................................................................................................... 5
Hiring and Personnel ................................................................................................................................. 6
Office, Insurance, Equipment ................................................................................................................... 7
Product Line .............................................................................................................................................. 8
Organization and Management .................................................................................................................... 9
Organizational Structure ........................................................................................................................... 9
Marketing and Sales Management ............................................................................................................... 9
Funding ................................................................................................................................................... 10
Target Groups ......................................................................................................................................... 10
Branding Strategy.................................................................................................................................... 10
Financial Management ............................................................................................................................... 11
First Year Budget ..................................................................................................................................... 11
Concluding Statements ............................................................................................................................... 13
Appendix ..................................................................................................................................................... 13
Statistical Analyses .................................................................................................................................. 13
Job Description and Responsibilities....................................................................................................... 15
Field Offices............................................................................................................................................. 17
Our skills and experiences ...................................................................................................................... 18
Ring of Fire .............................................................................................................................................. 18
Global Seismic Hazard Map .................................................................................................................... 19
Sample Earthquake Proof Building ......................................................................................................... 19
Concrete Care 3
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Executive Summary
“Concrete Care” is an international, non profit organization with an objective to reinforce
existing residential buildings in urban areas. Through our activity we seek to benefit possible
victims of earthquakes and tsunamis in order to minimize destruction in the area of the so called
“Ring of Fire”1 a zone of frequent earthquakes.
Our vision is to avoid the worse consequences of the unavoidable. With our contributions we
would like to make the “Ring of Fire” a more secure place to live in and we exist to prevent
earthquake related losses beyond reason.
In the following business plan we will introduce our U.S. based, international, non-profit
organization with a comprehensive market analysis, operational description, structure and
financial management. The document describes the product line, the marketing strategy and the
future plans for our improvement, which will be a point of reference for our long term success
and development.
Market analysis

Concrete Care will offer technical and monetary assistance to citizens who live in an area
that is at risk for earthquakes and tsunamis in the Ring of Fire and would like to secure
building structures.

The demand for our services should be high as the countries in which we are focusing our
efforts have a high risk of damage from earthquakes and do not have the means to
strengthen all of their own buildings.
1 Countries in the Ring of Fire:
Brunei, Cambodia, Chile, China, Colombia, Costa Rica, Equador, El Salvador, Fiji, French Polynesia, Guatemala, Honduras, Hong Kong,
Indonesia, Macao, Malaysia, Marshall Islands, Mexico, Federate States of Micronesia, Nauru, New Zealand, Nicaragua, North Korea,
Palau, Panama, Papua New Guinea, Peru, Philippines, Russia, Samoa, Singapore, Solomon Islands, South Korea, Taiwan, Thailand,
Timor-Leste, Tonga, Tuvalu, Vanuatu, Vietnam
Concrete Care 4
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
Concrete Care will have offices located at the California Institute of Technology in
Pasadena, California, USA, as well as San Jose, Costa Rica; Jakarta, Indonesia; and
Manila, Philippines.

Possible Partners: Practical Action; Earthquake Engineering Research Institute, USGS;
Engineers Without Borders – USA; REIDsteel; government agencies and engineering
companies in the United States and abroad.
NGO Description, Operations
Introduction
Earthquakes occur nearly constantly all around the world and cause major devastation through
the aftermath, which may be injury, loss of life, destabilization or collapse of buildings, bridges
or other infrastructure, landslides, avalanches, floods, tsunamis, fires and disease depending on
the location and magnitude of the quake.
Seismologists work on different kinds of methods to foresee the time and location of future
seismic activity; however earthquakes can not yet be predicted with day or month specific
accuracy. On one hand earthquake warning systems exist to provide precursory regional
warning, on the other hand the objective of earthquake engineering is to minimize the damage of
earthquakes by “seismic retrofitting” of existing buildings to improve their earthquake resistance.
Our NGO exists to reinforce existing urban, residential buildings in areas of frequent
earthquakes. Economically disadvantaged residents of these areas are unable to prepare for
natural hazards on their own because of the lack of financial resources, adequate technology and
know-how.
Concrete Care is the only existing international, non-profit organization focusing on retrofitting
residential buildings in both economically disadvantaged and highly earthquake prone areas
with the aim of saving thousands of lives through preventing the disastrous aftermath of natural
hazards. The aim of our organization is to avoid the worse consequences of unavoidable
earthquakes and to assist helpless people in the most endangered zones of the “Ring of Fire”.
Concrete Care 5
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Operations
Concrete Care is headquartered on the campus of the California Institute of Technology
(Caltech) in Pasadena, California. The organization currently maintains offices in San Jose,
Costa Rica; Manila, The Philippines; and Jakarta, Indonesia where it works to reinforce the
structural integrity of urban residential buildings in earthquake prone areas.
Pasadena Office
The day-to-day operations of Concrete Care are aimed at achieving its mission. The Pasadena
office guides and supports the field offices. The President holds weekly meetings with Country
Directors to assess the progress of projects within each country as well as to relay any directives
from the Board. These meetings also allow Country Directors to offer strategic advice to the
President and vice-versa. Within the Pasadena office, the Marketing Manager seeks funding from
foundations, philanthropists, and other donors.
He/she applies for government grants and
prepares Concrete Care’s proposals for these funding opportunities. Moreover, this position
develops Concrete Care’s website as well as marketing materials such as pamphlets, PowerPoint
presentations, and media kits to disseminate the message, branding, and services of Concrete
Care. A Financial Manager implements the budget and oversees payroll and billing. In addition,
this staff member works with the Treasurer to hire an external accountant to audit Concrete
Care’s financial and tax records. The Finance Manager also tracks and coordinates donations
between headquarters and the field offices. An Administrative Manager handles human resources
issues, plans the annual conference, and oversees general administrative tasks. Finally, Concrete
Care offers a Program Coordinator position to a Caltech student through the Federal Work-Study
Program. The student works 20 hours per week and assists the Marketing Manager in running the
website, developing marketing materials, tracking media coverage, and building support for the
organization among the student body.
Field Offices
The day-to-day operations of the field offices carry out Concrete Care’s mission. The Country
Director leads each office and reports directly to the President. Country Directors manage
personnel, implement directives from the Board, approve bids, and offer advice to the President
and Board. In addition, Country Directors manage the marketing of Concrete Care within their
respective countries and are responsible for finding new donors and maintaining relations with
Concrete Care 6
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existing partners. Each field office has an Engineer who manages the applications clients submit
via the website and/or mail. Engineers review the practical feasibility of an application and
provide a construction plan based on the building plans that are submitted with the application.
Once a contractor has been secured, the Engineer works with the contractor to ensure the project
is on schedule and carried out correctly. The Financial Evaluator in each office works with the
Engineer to determine the cost of the proposed construction plan and solicits bids from potential
contractors. The Financial Evaluator advises the Country Director on bid selection, maintains all
records of bids and contracts, and ensures contractors are paid from Concrete Care’s donations.
The Local Administration Manager and Local Program Coordinator provide the same functions
in field offices as their counterparts in the Pasadena office. The former implements the budget
and oversees payroll, billing, and administration. The latter works full time to assist the Country
Director with marketing activities such as running the website, developing promotional
materials, and tracking media coverage.
Hiring and Personnel
The Board of Directors will form a search committee to hire the President. An executive search
firm can also be contracted if funds are available. The position for President will be posted in
relative websites, press, and publications that concern nonprofit management with special
emphasis on transnational management experience. Prospective candidates interview with the
Board and must receive unanimous consent. The President will work with the board to hire the
Pasadena office staff. Openings will be placed in traditional media such as The Los Angeles
Times, nonprofit trade publications, and nontraditional websites like Idealist.org that appeal to
professionals interested in nonprofit opportunities. The relative experience, education, and
personality of applicants will be evaluated through interviews with potential candidates. The
Program Coordinator will be chosen from a group of Caltech students eligible for the Federal
Student Work Study Program and who have expressed an interest in the mission of Concrete
Care. The President, with staff input, will select the applicant.
The Country Director position will be announced through traditional media within the respective
country as well as through non-traditional websites such as Idealist.com. The personal contacts
or references of Board Members or staff will also be considered. Transnational nonprofit
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management experience, leadership qualities, number of contacts, reputation, and other factors
will be weighed.
The Board will select the candidate, with consultation from the President. Other positions in the
field office will be announced through both mainstream and trade-based media. The Engineer
should have vast experience and be licensed to practice within the country. The Financial
Evaluator and Administration Manager should also be certified and possess substantial
experience within their respective professions. Strong communication, writing, and interpersonal
skills will be emphasized for the Program Coordinator position.
All hired personnel are expected to follow the organizations guidelines, procedures, and by-laws.
The President and Country Director will handle hiring and firing within their respective offices,
but they must advise the Board of their decisions. The Board will fire the Country Directors and
The President if necessary.
The Pasadena Office and Field Offices will submit request for proposals when choosing an
accounting firm to audit their respective financial records.
The Board Chair, in consultation with Country Directors and the President, will set Concrete
Care’s annual objectives. Each staff member, with input from the President or their respective
Country Director, will create an annual performance plan that explains how they will help the
organization achieve its objectives and improve their own skills. Performance evaluations will be
made against these plans.
Office, Insurance, Equipment
The California Institute of Technology has offered Concrete Care a rent-free lease for an on
campus office. As part of the condition, two Caltech faculty members serve on the Board, and
Caltech can use Concrete Care project information as case studies for engineering courses.
A specific percentage of field office budgets – 15% – are designated toward office space,
including rent, insurance, and utilities. Offices are to be located in safe areas within their
respective cities and must provide an environment conducive to work.
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All offices will need to be furnished with chairs, desks, tables, and other decorum. Workers will
each need a computer with internet access and a phone. Offices will also include a copier/printer,
fax machine, conference call phone, file cabinets, office supplies, and mailing supplies.
Engineers will need a drafting table to review building plans. Specific software such as
Microsoft Office, QuickBooks, and Adobe Photoshop will be needed for positions like the
Financial Evaluator and Marketing Manager.
The President and Country Director will have a percentage of their respective budgets at their
disposal for non-discretionary funding like dining that can be used to attract potential donors.
Product Line
The product of Concrete Care is making urban residential buildings in underdeveloped,
earthquake prone areas more secure.
Performance indicators will be based on the number of applications received, the number of
applications approved, the number of partnerships formed with construction or engineering
firms, and the number of buildings reinforced.
To ensure accountability, a Concrete Care staff engineer will monitor the progress of a project
and provide a report to both the partner organization and, through the Country Director, the
Board. Partners will sign a contract legally obligating them to complete the construction plan.
As an incentive, each partner will be allowed to display the Concrete Care Partnership Seal on
their marketing platforms as a symbol of their work with us. Failure to comply with the contract
will result in legal action.
Concrete Care 9
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Organization and Management
Organizational Structure
Pasadena Headquarters
Board of Directors
President
Marketing
Manager
Finance
Manager
Administrative
Manager
Country Director
Field Offices
Engineer
Program
Coordinator
Financial Evaluator
Local Administrative
Manager
Local Program Coordinator
Marketing and Sales Management
In today’s highly competitive market, it is important to devise an effective marketing and
communication strategy that will help increase the organization’s visibility to relevant
stakeholders, in order to achieve effective fund raising, service delivery, overall impact, and
future expansion. We must identify these facilitators who will be willing to support our projects.
This includes:
Concrete Care 10
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Funding
Concrete Care will address the classical donors of funds such as the U.S. Federal Government,
the governments of the countries where we are providing our services, EU and UN through
applications for the great variety of funds these institutions offer. We will seek grants and
donations from corporations, and foundations, especially international organizations concerned
with the reinforcement of infrastructures in highly earthquake prone areas, private voluntary
development organizations and the California Institute of Technology (CalTech).
Furthermore private donors are addressed as well, giving them the opportunity to get actively
involved if they opt to do so. This includes the exact amount they are willing to pay (although a
minimum amount has to be agreed on) and to leave them choices where to get involved. This
could go as far as giving them the opportunity to visit facilities which are retrofitted by CC with
their money. Furthermore an opportunity for smaller donors should be opened by opening bank
accounts for donations in certain countries and promote the cause corollary. Relevant industries
can provide financial assets, materials such as steel or concrete and have the opportunity to place
our ‘seal of approval’ in their own PR campaigns after they reach a specific goal of assistance. It
might also be possible to introduce a system of bronze to gold donors (with different ‘seal of
approvals’) and promote competitiveness among the donors.
Target Groups

Low-income residents in several earthquake prone countries of the Pacific Rim

Government agencies dealing with the construction of earthquake proof structures in the
regions we are located in

Organizations that provide related services such as survival skills (E.g. swimming),
education on the use of water related survival devices.

Various communities at large in which the organization operates
Branding Strategy
The success of any strategy depends highly on the organization’s ability to effectively cooperate
with current and prospective donors in an attempt to raise sufficient funds.
We will improve our organization’s visibility by promoting it through printed materials, such as
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brochures and flyers, which we will send out to all major engineering companies in the United
States and the areas where we have projects who may be interested in supporting our cause. Our
promotion strategies will include an engaging website, which will be updated regularly with
information on all the activities of the organization. We will also create our profile on social
network pages such as Facebook and tweeter.
Financial Management
Our Finance Manager will maintain our accounting records.
Over time, we will seek to establish our organization’s reputation as a worthwhile partner in
improving the safety of people in earthquake danger zones. This reputation will help us gain the
trust of potential donors and increase our annual revenue. In addition, the amount we spend on
office supplies will greatly diminish after the first year because after initial purchases we will
only need to restock non-durable goods such as paper and envelopes, while durable goods such
as computers and office furniture will only need minimal maintenance. Thus we anticipate that
our breakeven point will be within the first 5 years.
First Year Budget
Annual Revenue
U.S. Government Grants
$200,000
Local Government Grants
$100,000
Board Give and Get ($50,000 each)
$550,000
Supranational Grants (UN)
$200,000
Foundation Grants
$100,000
Corporate Donations
$175,000
Individual Donations
$100,000
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Total:
$1,425,000
Personnel Costs
President
$90,000
Marketing Manager
$60,000
Program Coordinator (Federal Work Study)
$0
Finance Manager
$60,000
Administrative Manager
$60,000
Country Director (3)
$60,000 (Total: $180,000)
Engineer (3)
$60,000 (Total: $180,000)
Financial Evaluator (3)
$60,000 (Total: $180,000)
Local Administrative Manager (3)
$60,000 (Total: $180,000)
Local Program Coordinator (3)
$60,000 (Total: $180,000)
TOTAL:
$1,170,000
Operational Costs
Rent (for all offices)
$60,000
Utilities (for all offices)
$8,000
Office Supplies (including computers)
$8,000
Retrofitting projects
$200,000
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Travel (annual meeting of the Board, President, $7,000
and Country Directors in Pasadena)
TOTAL:
$283,000
Grand total (revenue - costs)
-$28,000
Concluding Statements
Concrete Care is the only existing international, non-profit organization focusing on retrofitting
residential buildings in both economically disadvantaged and highly earthquake prone areas with
the aim of saving thousands of lives through preventing the disastrous aftermath of natural
hazards.
We consider our work as relevant, highly valuable and an effective way of assisting residents of
underdeveloped areas with a high risk of natural hazards by exporting technical support and the
know-how of seismic engineering.
Appendix
Statistical Analyses
Countries
GDP (PPP in
GDP per capita
billion US
(PPP in US
population below
dollars)
dollars)
poverty line
Brunei
20,38
Cambodia
30,18
2 100
31,00%
14 701 717
Chile
257,9
15 400
11,50%
16 888 760
7 600
2,80%
1 336 718 015
9 800
45,50%
44 725 543
China
Colombia
10,9 trillion
435,4
51 600 NA%
Population
401 890
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Costa Rica
51,17
11 300
16,00%
4 576 562
115
7 800
33,10%
15 007 343
El Salvador
43,57
7 200
37,80%
6 071 774
Fiji
3,869
4 400
25,50%
883 125
French Polynesia
4,718
Guatemala
70,15
5 200
56,20%
13 824 463
Honduras
33,63
4 200
65,00%
8 143 564
Hong Kong
325,8
Ecuador
Indonesia
1,03 trillion
18 000 NA%
294 935
45 900 NA%
4 200
Macao
18,47
33 000 NA%
Malaysia
414,4
14 700
7 122 508
13,33%
245 613 043
573 003
3,60%
2 500 NA%
28 728 607
Marshall Islands
133,5 million
67 182
Mexico
1,567 trillion
13 900
18,20%
113 724 226
Micronesia
238,1 million
2 200
26,70%
106 836
Nauru
60 million
5 000 NA%
9 322
27 700 NA%
4 290 347
Federated States of
New Zealand
117,8
Nicaragua
17,71
North Korea
Palau
Panama
40
164 million
3 000
48,00%
5 666 301
1 800 NA%
24 457 492
8 100 NA%
20 956
44,36
13 000
25,60%
3 460 462
Guinea
14,95
2 500
37,00%
6 187 591
Peru
275,7
9 200
34,80%
29 248 943
Philippines
351,4
3 500
32,90%
101 833 938
Papua New
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Russia
2,223 trillion
15 900
13,10%
138 739 892
Samoa
1,055
5 500 NA%
193 161
Singapore
291,9
62 100 NA%
4 740 737
Solomon Islands
1,627
2 900 NA%
571 890
South Korea
1,459 trillion
30 000
15,00%
48 754 657
Taiwan
821,8
35 700
1,16%
23 071 779
Thailand
586,9
8 700
9,60%
66 720 153
Timor-Leste
3,051
2 600
42,00%
1 177 834
24,00%
105 916
Tonga
751 million
6 100
Tuvalu
36 million
3 400 NA%
10 544
224 564
Vanuatu
1,137
5 100 NA%
Vietnam
276,6
3 100
10,60%
90 549 390
Job Description and Responsibilities
The Board of Directors (the Board) is composed of eleven members drawn primarily from the
engineering, architectural, and development field as well as two faculty members from the
California Institute of Technology (Caltech). Directors will elect a chair, vice-chair, treasurer,
and secretary annually, although the term of office can be extended for an additional year by
unanimous consent. Each Board member will contribute $50,000 to Concrete Care as a condition
to serving on the Board. The Board provides overall guidance and direction to the organization in
consultation with the President and Country Director. Directors are also encouraged to promote
the work and mission of Concrete Care, including the pursuit of donors.
The President of Concrete Care heads the Pasadena office and oversees three staff members. The
President is chosen by the Board of Directors to manage Concrete Care. From the Pasadena
office, the President holds meetings via Skype with the Country Directors in each participating
country. The President reviews the performance of the field offices based on reports provided by
the Country Directors. The President is also responsible for maintaining contact with the Board,
Concrete Care 16
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reviewing financials, and providing recommendations on the overall strategic direction of the
Concrete Care with consultation and guidance from the Board and Country Directors. In
addition, the President represents Concrete Care at social functions and media events and makes
personal appeals to potential donors.
The President oversees all personnel related decisions in the Pasadena office.
The Marketing Manager works to broaden the publicity and financial support of Concrete Care.
With regard to financial support, the Marketing Manager seeks to expand and deepen Concrete
Care’s funding sources by targeting new foundations, philanthropists, and other potential donors.
The Marketing Manager also applies for government grants and manages the proposals in
consultation with the President. In this function, the Marketing Manager, working with the
Program Coordinator, tracks the progress of all fundraising and grant writing activities.
Regarding promotions, this position develops marketing materials such as pamphlets,
PowerPoint presentations, and media kits to disseminate the message, branding, and services of
Concrete Care. This staff member also develops Concrete Care’s Partnership Seal, a logo that
construction and engineering firms who work with Concrete Care use to promote their affiliation.
The Finance Manager oversees the day-to-day financial management of the office. The staff
member implements the budget with the Treasurer and oversees payroll, bills, and office
purchases. In addition, this staff member coordinates donations between headquarters and field
offices. Furthermore, the Finance Manager and Treasurer are responsible for hiring an external
accountant to audit the organization’s expenditures and tax records.
The Administrative Manager maintains all personnel records and ensures Concrete Care’s human
resource policies meet existing employment laws. This person also provides administrative
support on behalf of the staff such as answering phones, scheduling meetings, and purchasing
office supplies. The organization of the annual meeting is a key responsibility of this position.
The Program Coordinator position is held by a Caltech student as part of the Federal Work-Study
Program. The Program Coordinator works 20 hours per week in support of Concrete Care staff in
Pasadena. The Program Coordinator works primarily with the marketing manager to update the
website, review promotional materials, maintain donor contacts, track grants, and support overall
Concrete Care 17
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branding and fundraising activities. This person may represent Concrete Care at trade shows and
builds support for its mission within the Caltech student body.
Field Offices
The Country Director oversees all operations within each field office and serves as Concrete
Care’s representative within the country. The Country Director position has two distinct roles.
On the promotional side, the Country Director seeks new sources of funding from organizations,
governments, and philanthropists from their countries as well as maintains relations with current
donors and partners. Moreover, Country Directors oversee marketing within the country either
via an external firm or adaptation of the Market Manager’s materials to the country. On the
managerial side, Country Directors oversee the hiring of staff and approve all bids on the advice
of the Financial Evaluator. In addition, Country Directors maintain weekly contact with the
President via Skype and carry out all directives handed down from the President or the Board.
Country Directors are responsible for enhancing the effectiveness of Concrete Care within the
country and providing strategic advice to the President and Board on how to improve the overall
operation of Concrete Care.
The Engineer is responsible for reviewing applications submitted by potential applicants. The
Engineer also reviews the building plans submitted by the applicants and ultimately determines
the feasibility of their applications, which includes drafting a proposed plan that will result in
reinforcing existing buildings. Once a contractor for the project has been secured, the engineer
works with the contractor to ensure the project is on schedule and carried out correctly.
The Financial Evaluator determines the cost of the project once the Engineer has evaluated an
application and established a proposal that will reinforce the building. Upon determining the
cost, the Financial Evaluator will solicit bids to engineering firms and construction companies
who are contracted to carry out the plan. The Financial Evaluator will offer advice and guidance
to the Country Director who ultimately approves the bids. The Financial Evaluator also
maintains company records including contracts, bid proposals, and other documents. The
Financial Evaluator ensures that contractors are paid with funds donated to Concrete Care.
The Local Administration Manager maintains all financial and personnel records of the field
office in addition to implementing the budget and managing payroll in consultation with the
Concrete Care 18
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Country Director. This staff member also oversees office purchasing and all human resource
functions. Moreover, the Local Administration Manager is charged with hiring an external
auditor to review the office’s financial records.
The Local Program Coordinator assists the President in coordinating marketing and fundraising
activities within their respective countries. The responsibilities of the Local Program Coordinator
include running the field office’s website, developing marketing materials, maintaining the
office, organizing meetings between the Country Director and other stakeholders, tracking media
coverage, and performing other administrative duties.
Our skills and experiences
Odunayo Arowolo: ... Odunayo is very talented in marketing and sales.
Emese Böröcz: interned at the American Department of the Foreign Ministry of Hungary and
was the Assistant Director of Common Sense Society Budapest, a young NGO to promote civic
engagement in Hungary. Emese moderated the NGO meetings and she is an enthusiast of the
organizations good cause.
John Rastler: worked for 2 years in government affairs for the National Hydropower Association
(NHA), a nonprofit, trade association in Washington, DC. John is the founding father of our
NGO and volunteered to document our meetings.
Lindsey K. Spector: interned at the German Parliament and has experience in fundraising
campaigns for her college. She is interested in the financial sustainability of our organization and
an expert of sucessful branding.
Dan Stratila: worked as operational officer for the Erasmus Student Network in Romania, where
he organized trips, meetings and movie nights to connect foreign college students to their host
country during their exchange semester. He contributed to our NGO with a professional logo and
our name "Concrete Care".
Ring of Fire
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Global Seismic Hazard Map
Sample Earthquake Proof Building