Disabled Adults Foundation of Canada April 19, 2013 Organizational Plan Elizabeth Dai, Dana Kang, Kamrul Nazir, Charles Li, Mark Meloche, Marcus Sim. Table of Contents Introduction ..................................................................................................................................................................... 1 Background ..................................................................................................................................................................... 1 Management Team and Key Personnel....................................................................................................................... 2 Vision .............................................................................................................................................................................. 2 Mission ............................................................................................................................................................................ 3 Focus Group ................................................................................................................................................................ 3 Young adults (aged 20 to 24) .................................................................................................................................. 3 Younger working age adults (aged 25 to 54) .......................................................................................................... 3 Older working-age adults (aged 55 to 64)............................................................................................................... 4 Senior Group ............................................................................................................................................................... 5 Younger seniors (aged 65 and over) ....................................................................................................................... 5 Older seniors (aged 75 and over) ............................................................................................................................ 6 What we do ............................................................................................................................................................. 6 Competitors ..................................................................................................................................................................... 7 Regional (British Columbia) ....................................................................................................................................... 7 National ....................................................................................................................................................................... 7 DAFCAN Competitive Advantages ............................................................................................................................ 8 Incorporation Requirements ............................................................................................................................................ 8 Non-Profit or Charity .................................................................................................................................................. 9 Legal requirements ...................................................................................................................................................... 9 Other requirements ...................................................................................................................................................... 9 DAFCAN Governance Policy ....................................................................................................................................... 10 Legal Requirements for Governance......................................................................................................................... 10 DAFCAN Governance Policy Bylaws ...................................................................................................................... 11 DAFCAN Organizational Chart ................................................................................................................................ 11 Policy Issues .............................................................................................................................................................. 12 Risk management .......................................................................................................................................................... 12 Naming and copyright ............................................................................................................................................... 12 Volunteer/organization liability ................................................................................................................................ 13 Normal course of operations risks............................................................................................................................. 13 Vehicle insurance ...................................................................................................................................................... 13 Directors and officers liability insurance .................................................................................................................. 13 Marketing Plan .............................................................................................................................................................. 14 Successful Examples ................................................................................................................................................. 14 Revenue Options and Strategies................................................................................................................................ 14 National and Family Foundations ......................................................................................................................... 15 Government Agencies and Corporations .............................................................................................................. 15 Earned Income Ventures ....................................................................................................................................... 15 Individual Donors ................................................................................................................................................. 15 1 Raising Funds and Awareness Effectively ................................................................................................................ 15 Social Media ............................................................................................................................................................. 16 Facebook ............................................................................................................................................................... 16 DAFCAN.com ...................................................................................................................................................... 16 Twitter ................................................................................................................................................................... 17 SWOT Analysis ........................................................................................................................................................ 17 Strengths: .............................................................................................................................................................. 17 Weaknesses: .......................................................................................................................................................... 17 Opportunities: ....................................................................................................................................................... 17 Threats: ................................................................................................................................................................. 18 Operations Plan ............................................................................................................................................................. 18 Office Space and Locations ...................................................................................................................................... 18 Acquiring Equipment ................................................................................................................................................ 19 Trucks ................................................................................................................................................................... 19 Bins ....................................................................................................................................................................... 19 Miscellaneous ....................................................................................................................................................... 20 Hiring of Staff ........................................................................................................................................................... 20 Operations Logistics ................................................................................................................................................. 20 Bin Locations ............................................................................................................................................................ 20 A day in the life of a DAFCAN truck driver............................................................................................................. 21 Start Up Schedule...................................................................................................................................................... 22 DAFCAN Fund Allocation ....................................................................................................................................... 22 DAFCAN membership.............................................................................................................................................. 22 DAFCAN Fund ......................................................................................................................................................... 22 Startup Budget ............................................................................................................................................................... 23 Breakdown of costs ................................................................................................................................................... 23 Equipment and Supplies............................................................................................................................................ 23 Wages and Salaries ................................................................................................................................................... 24 Insurance Expense..................................................................................................................................................... 24 Marketing Expenses .................................................................................................................................................. 25 Startup Budget: ......................................................................................................................................................... 25 Monthly Budget: ....................................................................................................................................................... 25 Conclusion..................................................................................................................................................................... 26 Recommendations ......................................................................................................................................................... 27 Bibliography .................................................................................................................................................................. 28 2 List of Illustrations Figure 1- Disability type by gender for young adults with disabilities aged 20 to 24, Canada, 2006..................... 3 Figure 2- Disability type by gender for younger working-age adults with disabilities aged 25 to 54, Canada, 2006 ......................................................................................................................................................................... 4 Figure 3- Disability type by gender for older working-age adults with disabilities aged 55 to 64, Canada, 2006 . 4 Figure 4- Disability type by gender for younger seniors with disabilities aged 65 to 74, Canada, 2006 ................ 5 Figure 5- Disability Rate of Seniors ........................................................................................................................ 6 Figure 6- Population with Disabilities .................................................................................................................... 6 Figure 7- DAFCAN Organizational Chart ............................................................................................................ 11 Figure 8- Sources of funding................................................................................................................................. 16 Figure 9- South Vancouver Warehouse (ICX.ca, 2013) ....................................................................................... 19 Figure 10- Donations Bin (Developmental Disabilities Association, 2013) ......................................................... 20 Figure 11- Locations of Donation Bins (This is Not a True Ending, 2013) .......................................................... 21 Figure 12- A Day in the Life of a DAFCAN Truck Driver .................................................................................. 21 Figure 13- Start up Schedule ................................................................................................................................. 22 Figure 14- Startup budget for DAFCAN with List of Resources and Costs ......................................................... 25 Figure 15- Monthly Budget for DAFCAN Broken Down by Costs ..................................................................... 25 Figure 16- Breakdown of Monthly Costs for DAFCAN by Percentage ............................................................... 26 3 Executive summary The purpose of this report is to provide a detailed plan for staring Disabled Adults Foundation Canada, DAFCAN to potential members, volunteers, and donors who are interested in DAFCAN. After researching, members of DAFCAN, Marcus, Mark, Elizabeth, Kamrul, Charles, and Dana realized that disabled adults in our community needed help and we formed DAFCAN. This report contains introduction of DAFCAN management team, the background of our chosen cause, and regional and national organizations that can compete with our organization. We provide our competitive advantages over those organizations. In addition to a strong background of DAFCAN, we have profound knowledge of legal requirements for us to perform as a non-profit organization. We also have set policies including Governance bylaw, organization chart, human resource policy, fund raising policy, financial policy to give the management direction. This report also shows that we are aware of risks of operating this organization and so we are ready to proceed to our plan effectively with appropriate insurance. To make our plan more realistic, we have established a specific operations plan including operating locations, equipment, staff, and delivery services, and start-up budgets. The management team of Marcus, Mark, Elizabeth, Kamrul, Charles, and Dana has formed DAFCAN to help disabled adults aged over 20 in the Lower Mainland because we think there are enough charities to help disabled children; however, not many charities are focusing on disabled adults. The management team is composed of a variety skill set. Each one of us has valuable and distinctive skills; Marcus has hands on experience working for a similar charity, Mark has strong communication skills, Elizabeth has analytical and problem solving skills, Kamrul has fundraising experience, Charles has computer programming skills, and Dana has customer service experience. The composition of these skills will help DAFCAN run successfully. The main reason that we chose to help disabled adults is that the number of them is greater than that of disabled children. As people get older, the number of people who have more than one type of disability is increasing. This means that older people need more help. Our goal is to provide enough services and help for almost every disabled adult. At first, we will implement bins around Vancouver area. We will collect clothes, books, shoes, and other items to sell. Next, we will provide the proceeds to the disabled adults registered in our charity. Even though the process of what we will do looks simple, we will build a concrete and thorough plan for this charity to become successful. Not only DAFCAN, but also a number of charities are helping disabled people regionally, nationally, and internationally. Some of the charities have similarities in vision and mission, and kinds of programs they provide. At the same time, some charities have differences. As there are many of them, this industry sector is very competitive. However, some of them set very strict categories of eligibility of getting their help or proceeds. In addition, some are not active when it comes to marketing their charity. In those matters, the management team of DAFCAN finds strong competitive advantages over other charities. We do not restrict eligibility of the types of disability and age. As long as they are over 20, we help them financially, which not many charities are doing, and we have a strong marketing plan to achieve our goal. At first, we will register as a non-profit organization. Registering as a non-profit would give our organization greater flexibility in disbursing proceeds to properly vetted disabled adults and reduce the registration costs. The benefits out way the inability to offer tax receipts to donors as the majority of our revenue is going to come from the proceeds of clothing and book donations collected. Legally we are required to register as a corporation with the government and have determined the appropriate forms and steps to follow. In additional application with the Canada Revenue Agency is required to receive tax exempt status which we are entitled to as a non-profit. 4 DAFCAN was born with a mission of mitigating the sufferings of the Adult Disabled in the Lower Mainland of BC. With this mission in mind, it has certain policies and it has certain legal requirements. DAFCAN has an Organizational Chart with the CEO as its head. This organizational chart shows the chain of command within the organization. It has a 6 member board of directors which will implement its policies. The Board will provide leadership in anticipating future opportunities and challenges and guide the organization accordingly; and maintain effective relations with critical stakeholders. Each director heads different committees. DAFCAN has also bylaws that form the constitution of DAFCAN. Bylaws also state the structure of board and the formation policies of committees. DAFCAN's success will depend on the effective implementation of the policies of different committees. For the successful implementation of these policies, DAFCAN Board will play the critical role of forming committees with the persons who have sufficient knowledge & expertise. So the ultimate success of DAFCAN lies with its Board. We’ve identified a number of risks to consider when starting and operating our non-profit organization. For example, when registering our corporation we are going to take the extra step to register our name to avoid potential copyright issues. We will also diligently monitor our volunteers to ensure they don’t receive payment for services and not act in any manner that could create a liability for our organization. We will utilize directors and officer’s liability insurance and vehicle insurance to protect both our organization and our volunteers from any potential legal action. There are different ways for a non-profit organization to raise capital. The most effective ways historically are through one of the five main channels: Foundations, Government, Corporations, individual donors and EarnedIncome. Our goal in the long run will be to ultimately achieve 90% revenues from individual donors and 10% from the remaining sources. In the short run our goal is 100% revenue from individual donors. Our marketing strategies will include a broad social media program with Facebook, Twitter and a home website, each with its own specific functionalities. DAFCAN donation bins will be placed throughout Vancouver and have our brand printed on each one, with posters detailing our cause in the surrounding areas. This marketing plan will be most effective based on the internal and external factors detailed in the situational analysis. In addition to those different ways to raise capital for DAFCAN to provide services, it also has specific organizations plan. DAFCAN will lease a warehouse in South Vancouver to use as an office and also to house our trucks and equipment. We will rent service trucks from Penske and custom-make donation bins to fit our objective. We will then purchase miscellaneous items for our operations and begin hiring staff members which will mainly consist of truck drivers. Following that, we will place 45 of our custom made donation bins around Vancouver area and begin operations. Operations will consist of truck drivers emptying the contents of the bins into the trucks and delivering them to Value Village where they will be weighed and sold. The proceeds from this sale will form the DAFCAN fund, and the monies in that fund will be made available to eligible DAFCAN members by way of food stamps, medical equipment, and social activities. We have estimated the funds needed and monthly operating budget. The monthly budget for DAFCAN will be approximately $52,000 per month and will need to obtain a starting fund of just under $350,000. We plan to utilize a variety of methods in order to obtain our startup budget some of which include connecting with investors or signing up for a loan. The startup budget will be able to cover costs such as office and field equipment, salaries for workers, office rent and salaries. Based on the information in this organizational plan report, the recommendations are to register of DAFCAN as a non-profit organization, provide help to disabled adults aged over 20, lease a warehouse, obtain trucks, hire truck drivers and volunteers. 5 Introduction The purpose of the Disabled Adults Foundation of Canada (DAFCAN) organizational plan is to provide potential donors with information about our organization as we raise funds towards our start up budget. On February 7th 2013, six of us British Columbia Institute of Technology (BCIT) students got together and formed DAFCAN. We formed this organization because of a mutual sentiment among us that disabled adults in Canada needed more financial help than there was currently available. To gather data for our plan, each member of the team was assigned one or two sections. The majority of our research was secondary as most of our data came from articles and websites on the internet. However, some team members also have personal experiences in non-profit organizations so we also used primary research as one of our sources of data. To ensure the research was in-depth and credible, we cited our sources meticulously. We also held weekly group meetings to discuss and correct each other’s work, and to verify each other’s data before including it in this plan. There were certain details and information that we chose to leave out to make sure the plan was concise and reader friendly. These details include: Fluctuating costs (we budgeted for them but did not include fixed figures) Government regulations Organizational policies To inform potential donors about DAFCAN’s objectives and operation’s details we have covered the following sections: Disabled adults Background and history of DAFCAN DAFCAN’s competitors Legal requirements DAFCAN’s risk and governance Marketing plan Operations plan Startup budget DAFCAN Non-Profit Corporation established on February 07, 2013. DAFCAN stands for Disabled Adults Foundation of Canada. Our organization focuses on disabled adults aged over 20 and senior group. Background According to the Statistics Canada, from 2001 to 2006 the number of people who reported having a disability increased by three-quarters from a million people (+21.2%), reaching approximately 4.4 million in 2006. At the same time, the non-disabled population experienced lesser growth, increasing by 3.3% to reach 26.2 million people. As a result, the national disability rate increased 1.9 percentage points from its level of 12.4% in 2001 to reach 14.3% in 2006 (Human Resources and Skills Development Canada, 2013). One reason for the increase in Canadian disability rate is because of the gaging Canadian population. As people get older, they are more likely to have disabilities. British Columbia has 16% of disability rate. Among the three major age groups of Children (0 to 14), adults (15 to 64), and seniors (65 and over), children have the least number of populations who are 1|Page disabled. However, there are many charities and foundations for children but not so many for adults and we wanted to address that issue. Management Team and Key Personnel Marcus Sim, President - With recent experience with the Developmental Disabilities Association, he knows first-hand the challenges that we will face, what the best course of action to overcome those challenges are, and how to efficiently implement those actions. Mark Meloche, Chief Operating Officer - he has varied customer service experience, which has provided him with a diverse skill set. He is a strong communicator and presenter which would be beneficial in delivering our message effectively to potential donors and building interest in our cause. His work ethic and multi-tasking ability will be helpful as he will be required to accomplish a variety of tasks given the small initial size of our organization. Elizabeth Dai, Chief Financial Officer - With a Bachelor’s Degree in Science, she has excellent analytical skills such as math and problem-solving. She has won various awards in the field of mathematics in the past and has experience volunteering for the non-profit organization of the Community Policing Centre. Kamrul Nazir, Senior Advisor – He has an experience of founding the Lakhpur Shimulia College in 1999. His role included convincing the Ministry of Education in Bangladesh to establish a full-fledged college and motivating politicians to affiliate the college in national development sectors. His wisdom and advice will be invaluable to our Foundation. Charles Li, Director of Social Media – He has experience in blogging, computer programming and interest in social media. He will work closely with Dana to ensure that our Foundation will be exposed to as many potential donors as possible. Dana Kang, Director of Planning and Marketing - With over 5 years of customer service experience, Dana is always thinking outside the box, looking for ways to gain new revenue streams for our cause. This year, she hopes to plan and coordinate small events such as silent auctions and fundraiser dinners to add donations in addition to our bin collections. Summary The management team of Marcus, Mark, Elizabeth, Kamrul, Charles, and Dana has formed DAFCAN, Disabled Adults Foundation Canada to help disabled adults aged over 20 in the Lower Mainland because we think there are enough charities to help disabled children; however, not many charities are focusing on disabled adults. The management team is composed of a variety skill set. Each one of us has valuable and distinctive skills; Marcus has hands on experience working for a similar charity, Mark has strong communication skills, Elizabeth has analytical and problem solving skills, Kamrul has fundraising experience, Charles has computer programming skills, and Dana has customer service experience. The composition of these skills will help DAFCAN run successfully. Vision To become the foundation where every adult with a physical disability throughout Canada can turn to find resources and seek out financial help. 2|Page Mission To help meet the physical and social needs of disabled adults by providing funds that the individual can use in his or her daily life. Focus Group DAFCAN focuses on four major groups: young adults, younger working age adults, older working-age adults, and seniors. We also care for all types of disability such as developmental, emotional, hearing, learning, memory, etc. Young adults (aged 20 to 24) Statistics Canada shows that there are 99,440 young adults who have a disability. This number represents 4.9% of the age group (Human Resources and Skills Development Canada, 2013). The table below shows the percentage of each disability types by gender aged 20 to 24, 2006. The women have higher rate of disability than that of men. Figure 1- Disability type by gender for young adults with disabilities aged 20 to 24, Canada, 2006 Men Women Disability type Number % Number % Agility 17060 1.7 18690 1.8 Communication 13500 1.3 10760 1.1 Developmental 10020 1.0 5540 0.5 Emotional/Psychological 12490 1.2 12580 1.2 Hearing 6720 0.7 4750 0.5 Learning 26060 2.5 18850 1.9 Memory 10140 1.0 9420 0.9 Mobility 19400 1.9 22240 2.2 Pain 23710 2.3 31030 3.1 Seeing 4780 0.5 7030 0.7 Other 2350 0.2 2360 0.2 Source: Statistics Canada, Participation and Activity Limitation Survey, 2006. The women have higher rate of disability than that of men. Younger working age adults (aged 25 to 54) According to Statistics Canada, over 1.4 Canadians who are aged 25 to 54 are living with a disability. This represents 10.6% of the age group. In addition, the disability profile reports conducted by Human Resources 3|Page and Skills Development Canada says that “Adults aged 25 to 34 have a disability rate of 6.1 %, adults aged 35 to 44 have a disability rate of 9.6 % and adults aged 45 to 54 have a disability rate of 15.1%.” As people get older, the disability rate is steadily increasing. The table below shows the percentage of each disability types by gender aged 20 to 24, 2006 (Human Resources and Skills Development Canada, 2013). Figure 2- Disability type by gender for younger working-age adults with disabilities aged 25 to 54, Canada, 2006 Men Disability type Agility Number Women % Number % 397000 6.0 486670 7.0 Communication 99150 1.5 103870 1.5 Developmental 37960 0.6 34210 0.5 Emotional/Psychological 127070 1.9 212730 3.1 Hearing 144700 2.2 133190 1.9 Learning 166940 2.5 149210 2.1 Memory 92460 1.4 103730 1.5 Mobility 378120 5.7 519890 7.5 Pain 486550 7.3 621080 8.9 Seeing 120450 1.8 157880 2.3 Other 21460 0.3 20230 0.3 Source: Statistics Canada, Participation and Activity limitation Survey, 2006. Women are more likely to have a disability, and 80.4% of people have more than one type of disability. Older working-age adults (aged 55 to 64) Approximately, 824,920 adults aged 55 to 64 are estimated to be disabled (Human Resources and Skills Development Canada, 2011). This is 19.6% of this age group. The table below shows the percentages of each types of disability by gender. Figure 3- Disability type by gender for older working-age adults with disabilities aged 55 to 64, Canada, 2006 Men Women Disability type Agility Number % Number % 256060 14.4 333820 18.1 Communication 43390 2.4 37320 2.0 Developmental 12320 0.7 6880 0.4 4|Page Emotional/Psychological 53610 3.0 67310 3.6 Hearing 140070 7.9 91050 4.9 Learning 54420 3.1 57130 3.1 Memory 38480 2.2 48210 2.6 Mobility 249420 14.0 355360 19.3 Pain 269660 15.2 354530 19.2 Seeing 65510 3.7 82020 4.4 Other 7850 0.4 9000 0.5 Source: Statistics Canada, Participation and Activity Limitation Survey, 2006. This represents that more than 83% have more than one type of disability. Senior Group Younger seniors (aged 65 and over) Approximately 739,500 seniors have a disability in Canada (Human Resources and Skills Development Canada, 2011). This represents 33% of the group. It also tells us that the older people are the more people are disabled. The table below shows that the percentages of each types of disability by gender among the age 65 and over group. Figure 4- Disability type by gender for younger seniors with disabilities aged 65 to 74, Canada, 2006 Disability type Men Women Number Agility % Number % 227740 21.4 294200 25.1 Communication 29520 2.8 20150 1.7 Emotional/Psychological 18900 1.8 26930 2.3 Hearing 167750 15.7 97990 8.3 Learning 21500 2.0 24040 2.0 Memory 27890 2.6 29610 2.5 Mobility 216030 20.3 316860 27.0 Pain 219270 20.6 291690 24.8 51170 4.8 74030 6.3 Seeing 5|Page Other 11300 1.1 11650 1.0 Source: Statistics Canada, Participation and Activity Limitation Survey, 2006 Older seniors (aged 75 and over) According to the disability profile report, in 2006, 1,018,900 seniors who are aged 75 and over are living with a disability. The number is 56.3% of the older seniors group, and this is the highest compared to any other groups. Figure 5- Disability Rate of Seniors Source: 2006 Participation and Activity Limitation Survey This is obvious that there is a dramatic increase in the disability rate from 23 percent among people aged 55 to 64 to 73 percent among people aged 85 and older. What we do There is a growing number of disabled adults with age, and the disability profile reports says there is a 31% drop of the average household income for the older working-age adults group. However, the average income for the disabled adults who are aged 65 and over is almost the same as that of the same aged people without disability. These facts show us the need for among the aging disability adults financially, especially for the group aged 20 to 64. The chart below shows the population with disabilities. Figure 6- Population with Disabilities Children (0 to 14) Adult (15 to 64) Seniors (65 and over) Source: 2006 Participation and Activity Limitation Survey 6|Page We will put bins around lower mainland including Vancouver, West Vancouver, North Vancouver, New Westminster, etc. We will collect goods from the bins day by day and sell those to our community. The proceeds collected from the sale of the donation items will form the DAFCAN fund. The way it works an individual will apply to be a member of DAFCAN. We will deem whether a person is a ‘Disabled Adult’ based on age and physical or developmental disability (physician’s certification). When one becomes a member of DAFCAN, he or she will be eligible for monthly food stamps, assistance with purchases of medication or equipment, and even cash. Summary The number of disabled adults is greater than that of disabled children. As people get older, the number of people who have more than one type of disability is increasing. This means that older people need more help. Our goal is to provide enough services and help for almost every disabled adult. At first, we will implement bins around Vancouver area. We will collect clothes, books, shoes, and other items to sell. Next, we will provide the proceeds to the disabled adults registered in our charity. Even though the process of what we will do looks simple, we will build a concrete and thorough plan for this charity to become successful. Competitors Regional (British Columbia) BC Rehab Foundation (BC Rehab Foundation, 2013) It was found in 1994. It helps physically disabled people through a wide range of programs such as education, research, arts, recreation, and wellness. Canucks Autism Network (Charity Village, 2013) It helps families in BC living with autism. It provides recreational, sports, social, and vocational development programs for the people who have autism. Community Living British Columbia (CommunityLivingBC, 2008) It supports and provides services to developmentally disabled adults and families who have a disabled child. The members of the organization help those people to learn skills so that they can achieve their goals and try to find jobs for them. Developmental Disabilities Association (Developmental Disabilities Association, 2013) It is a community living agency, which provides programs and services for disabled children and adults, and families with developmentally disabilities. It also helps those people financially by receiving proceeds from selling collected clothes, housewares and bottles from the bins set in Vancouver and Richmond. This organization would be our biggest competitor. National Autism Treatment Services of Canada (Charity Village, 2013) It supports people with autism and other related disabilities across Canada by providing treatment, education, and continuous services. 7|Page Canadian Association for Professionals with Disabilities (CAPD, 2013) It helps current and potential professionals with disabilities through job retention. It only committed to helping professionals with disabilities believing that all individuals (with and without disabilities) should have the same opportunity to achieve their life goals. SpeciaLink (Charity Village, 2013) It is the National Centre for Child Care Inclusion. It tried to achieve the best practices for young children who need special help and support. It has child care programs and recreation settings. DAFCAN Competitive Advantages Providing proceeds regionally – Even though our focus at first would be in Lower Mainland, our long-term goal will be to support disabled adults living in all of British Columbia. Some organizations are providing their services and programs only to local people, such as Richmond, North Vancouver, Vancouver group, and so on. They are not likely to change their target group. For example, Developmental Disabilities Association is helping disabled people living only in Vancouver and Richmond. Eligibility of the type of disability – All charities have their eligibility criteria. Some of them are so narrow that not many people are receiving the help they need. For example, Autism Treatment Services of Canada is helping people only with autism, Financial help –DAFCAN provide financial help. Average income of disabled people aged 25 to 65 is much lower than that of people without disability. In addition, more than 15% of the people said that they need financial help (Human Resources and Skills Development Canada, 2011). However, only a few charities or disability organizations are providing financial help. For example, BC Rehab Foundation is providing educational and recreational programs to disabled people, not providing financial help. Active Marketing Strategies – It is not obvious that all charities and foundations are actively providing ongoing services and programs. Some of the events they have are hardly known to people (with and without disability). However, DAFCAN is highly motivated to help community or people living in BC by actively holding events, and doing marketing so that we can receive more proceeds or better proceeds for the people we want to help. Summary A number of charities are helping disabled people regionally, nationally, and internationally. Some of the charities have similarities in vision and mission, and kinds of programs they provide. At the same time, some charities have differences. As there are many of them, this industry sector is very competitive. However, some of them set very strict categories of eligibility of getting their help or proceeds. In addition, some are not active when it comes to marketing their charity. In those matters, the management team of DAFCAN finds strong competitive advantages over other charities. We do not restrict eligibility of the types of disability and age. As long as they are over 20, we help them financially, which not many charities are doing, and we have a strong marketing plan to achieve our goal. Incorporation Requirements There are a number of factors to consider before registering an organization and beginning to operate as a nonprofit or charity. There are legal considerations involved and a number of steps to take. We’ve researched this area and the sections below identify our incorporation plan and the legal requirements involved. 8|Page Non-Profit or Charity After analyzing all the factors we’ve decided to register as a non-profit. If we were to register as a charity we would have to apply to the CRA (Canada Revenue Agency) for special registration status (Industry Canada, 2012). This would lengthen the time it would take to launch the organization as we would have to wait for the CRA's approval before commencing fundraising and general operations. To navigate this process we would have to hire a lawyer with expertise in this area which would substantially increase our start-up cost. The filing of yearly tax returns would also become more difficult and would require an accountant with experience in this area. If we were to register as a non-profit there would be no special registration process required for income tax purposes (Charity Central, 2010). We also feel that registering as a charity would unnecessarily restrict our operations. Charities have a disbursement quota (Charity Central, 2010). When evaluating prospective donees we would like to avoid the pressure of having to distribute a certain amount of money. This way we can ensure that when we make a donation to a disabled adult we are making it for the right reasons instead of simply meeting a quota. This would grant us more flexibility with our cash in case of an increase in short term operational costs or when investing in new equipment or fundraising campaigns. This flexibility is important to us to ensure we can get off the ground running and can operate as smoothly and efficiently as possible. The only benefit to registering as a charity is the ability to issue donation receipts for income tax purposes. This would be beneficial to our donors and would be a great incentive when fundraising. However since the majority of our revenue is going to come from the sale of donated items not offering tax receipts shouldn't hurt donations. It is impossible to issue a donation receipt for donated clothing or books and our donors do not expect one when donating. There is no way for us to appraise donated items that have a value when donated in small quantities by a large number of donors. We are offering those that donate a service by recycling their old and unwanted items and they are donating to a good cause. It's a win win for both parties and therefore not necessary to go through the extra steps required to register as a charity. As a non-profit we would be exempt from paying income tax which is the same benefit offered to charities (Industry Canada, 2012). Therefore there would be no additional incentive to register as a charity in this aspect. The process for receiving tax exempt status is much less rigorous than registering as a charity. Legal requirements There are a number of steps that need to be taken before being able to operate as a non-profit. First of all we would have to fill out a certificate of incorporation like any other new corporation. Therefore we would have to complete and sign form 4001 (articles of incorporation), form 4002 (initial registered office address and first board of directors), a NUANS (name search report) and finally pay the filing fee (Industry Canada, 2012). The costs of this would vary depending on outsourcing this task or completing it in house. We would be incorporating as the Disabled Adults Foundation of Canada and all 6 of us would be listed as directors of the corporation. This is more costly than simply receiving a registration number; however it will greatly reduce one of our risks identified in the risk management section of our report. Other requirements To be registered as a non-profit and receive tax exempt status our organization must “be both organized and operate exclusively for social welfare, civic improvement, pleasure or recreations or for any other purpose except profit” (Canada Customs and Revenue Agency, 2001). By clearly demonstrating in our articles of 9|Page incorporation our operational plan is for benefitting disabled adults and not to generate a profit we will be able to receive income tax exempt status. The only exemption we would not receive would be from capital gains or property appreciation (Canada Customs and Revenue Agency, 2001). This would not be a likely scenario for us given we are renting our office space and will not be investing donations and collections in any asset classes that are likely to trigger capital gains. The Industry Canada website offers model bylaws for non-profits to use as they see fit to ease the creation process. They can be found at “http://www.ic.gc.ca/eic/site/cd-dgc.nsf/eng/cs04999.html". Our by-laws are discussed in more detail in the governance section of this report. Summary Registering as a non-profit would give our organization greater flexibility in disbursing proceeds to properly vetted disabled adults and reduce the registration costs. The benefits out way the inability to offer tax receipts to donors as the majority of our revenue is going to come from the proceeds of clothing and book donations collected. Legally we are required to register as a corporation with the government and have determined the appropriate forms and steps to follow. In additional application with the Canada Revenue Agency is required to receive tax exempt status which we are entitled to as a non-profit. DAFCAN Governance Policy Like every other organizations, DAFCAN will be guided by its Governance Policy. Governance Policy will lead the organization to success. It will reflect its mission, vision and objectives. This Governance Policy will ensure discipline and integrity within the organization. This Policy includes Governance bylaws, Organization Chart, Human Resource Policy, Fund Raising Policy, Financial Policy etc. These policies will give the management direction to its ultimate goal. Legal Requirements for Governance To ensure the success of DAFCAN, we need to start with a solid foundation. So we should put the DAFCAN on the legal requirements so that it is run smoothly and ethically to ensure its integrity. DAFCAN has the following legal requirements: Mission and its scope: Every non-profit has a mission. DAFCAN also has a mission of mitigating the sufferings of Adult Disabled in the Lower Mainland of BC. Everyone involved in DAFCAN has a responsibility of achieving the success of this mission. Business plan and system: DAFCAN should identify the sources and uses of its funds. It should also figure out whether it can be viable in the long run. A set of bylaws: Bylaws serve as the constitution of DAFCAN. We have to make sure that issues of major importance to DAFCAN are clearly addressed. Board: DAFCAN will be run by its boards of directors. Organizational meeting and duties and responsibilities: DAFCAN will hold a meeting once in a month and define duties and responsibilities for everyone involved in DAFCAN. Having staff and volunteers in place: DAFCAN has day-to-day operations to perform, it's important to figure out who will do the actual work. More importantly, we have to figure out who will supervise operations and be held accountable. (Carver & Carver, 2013) 10 | P a g e DAFCAN Governance Policy Bylaws To maintain discipline within the organization and be in compliance with the CRA regulation, DAFCAN as a Non- Profit Organization will run on the following bylaws: DAFCAN will be guided by its Board with the Chairman presiding over it; Board Directors' major responsibilities would be of Fund Raising and Budgeting, financial monitoring, Planning and evaluation, Major responsibility of the Board will be to comply with the legal and regulatory requirements Have a 6 member Board with each Board member heading different committees; Board member will be rotating committees every year with the CEO presiding over the meeting; Board will hold a meeting every month making or amending laws or bylaws; Board will have the absolute power to dissolve or form a committee; Different committees will be accountable to the Board; The Board will provide leadership in anticipating future opportunities and challenges and guide the organization accordingly; and maintain effective relations with critical stakeholders. (Centre Point, 2009) DAFCAN Organizational Chart Following is the DAFCAN Organizational chart. It shows the chain of Command which means who reports to whom and who does what. DAFCAN Board maintains the integrity of the organization. Chief Executive Officer (CEO) is the head of the organization. Figure 7- DAFCAN Organizational Chart CEO MARCUS SIM BOARD Elizabeth Dai Chief Operating Officer Charles Li Director of Social Media DANA KANG Director of Planning & Marketing Mark Meloche Chief Operating Officer Kamrul Nazir Senior Advisor 11 | P a g e Policy Issues For its smooth functioning, DAFCAN has some policies like Human Resource Policy, Financial Policy, and Marketing Policy etc. Human Resource Policy helps to ensure positive work environment and positive relation among all employees, executives and volunteers. This Policy helps to mitigate harassment among all workers, employees & volunteers, maintains flexible hours of work and maintains confidentiality of personal and work related information. Financial Policy authorizes an individual(s) to handle cash, prepare budget, and invest surplus fund prudently with the separation of duties to ensure discipline and integrity at DAFCAN. Marketing Policy is used for raising fund attracting prospective donors. This policy helps to identify target markets, donors or clients, respond to client needs in a satisfactory manner, and involve stakeholders in the planning process. For details, please have a look at the attached bibliography. (MaRS, 2012) Summary DAFCAN is a non-profit organization. It was born with a mission of mitigating the sufferings of the Adult Disabled in the Lower Mainland of BC. With this mission in mind, it has certain policies and it has certain legal requirements. DAFCAN has an Organizational Chart with the CEO as its head. This organizational chart shows the chain of command within the organization. It has a 6 member board of directors which will implement its policies. The Board will provide leadership in anticipating future opportunities and challenges and guide the organization accordingly; and maintain effective relations with critical stakeholders. Each director heads different committees. DAFCAN has also bylaws that form the constitution of DAFCAN. Bylaws also state the structure of board and the formation policies of committees. DAFCAN's success will depend on the effective implementation of the policies of different committees. For the successful implementation of these policies, DAFCAN Board will play the critical role of forming committees with the persons who have sufficient knowledge & expertise. So the ultimate success of DAFCAN lies with its Board. Risk management As with any business there are risks involved. Operating a non-profit is no different and in fact it becomes more complex when dealing with employees and volunteers. Below each risk of operating a non-profit is identified and a plan to mitigate these risks is laid out. The use of insurance is also addressed. Naming and copyright There are a number of potential risks to consider when registering and operating as a non-profit organization. One potential risk can be found in the incorporation faze of our non-profit. It was mentioned earlier that we would be registering our corporation under the name Disabled Adults Foundation of Canada instead of using a numbered corporation. By registering as a named corporation by completing a NUANS (Name Search Report) we will have to have our named approved by Corporations Canada. This way we can avoid confusion with others and reduce our potential for liability (Industry Canada, 2012). As we are a small organization, any legal action caused by a naming conflict would be devastating to our operations. This is why incorporating as a named corporation is important. 12 | P a g e Volunteer/organization liability Once we begin to grow and employ volunteers, another risk would be any liability they could create for our organization or directors. If any of our volunteers, employees or directors fail their 3 basic duties of diligence, loyalty and obedience (as outlined on the volunteer Canada website) our organization and the directors could be liable for actions taken by our volunteers or staff (Volunteer Canada, 2013). This risk can be partially reduced with the use of insurance and will be addressed in more detail below. One more risk from having volunteers working in our organization will be to monitor that they do not receive any compensation, even a small amount as a thank you. Any amount of compensation could bring in to question if they are a volunteer or an employee. If they receive compensation for work completed then our organization would be responsible for paying a minimum wage and all the federal taxes, Canadian Pension Plan and Employment Insurance responsibilities required of an employer (Nonprofit Risk Management Centre, 2008). This would greatly affect our budget and if unnoticed could trigger fines and penalties from the government that may affect our tax-exempt status. They could also claim benefits that are given to other employees in our organization. The only payment we can offer volunteers is a reimbursement of their expenses from the time they were volunteering for our organization (Nonprofit Risk Management Centre, 2013). We would mitigate this risk with diligent volunteer training and manager training to insure that volunteers know their work is appreciated without blurring the lines with any form of compensation. Normal course of operations risks There is always a risk of damage or theft when you are operating a business out of an office space. We will mitigate this risk by selecting a secure location for operating our business as well as carrying appropriate insurance to cover this liability. We will address this in more detail in the section below. Another risk we’ve identified would come when employees or volunteers are driving their own or company owned vehicles in daily duties. This risk will be addressed with insurance and is covered in more detail in the coming section. The remaining risks are business risks. Will be have enough cash to operate our business? Can we meet our funding goals? We are aware of these risks and have outlined an operational budget that will take in account these risks and reduce the possibility that our organization runs into financial difficulty. Vehicle insurance There are a few areas where we would need insurance to operate our organization as a non-profit. The majority of our operations involve collecting donated clothing, books and other items from bins we place around the lower mainland. We would have to insure the truck that we use in case of damage or any liability that may arise from being involved in an accident. We would require no fleet commercial insurance for our truck(s). We would also want to check with any employees or volunteers to assure that if they are using their own vehicle for organizational activities that their current insurance coverage is adequate for the tasks that they are performing. If not our organization would need to purchase non owned auto liability insurance to top up their personal coverage (Nonprofit Risk Management Centre, 2008). Directors and officers liability insurance To add to our vehicle insurance we would need to protect our volunteer board of directors with directors and officer’s liability insurance to protect against the risk identified in the above section. As an organization we 13 | P a g e would purchase this insurance to protect our directors and minimize their personal liability. This is very important to ensure we are able protect our organization from any potential legal action and the costs of defending any potential legal action (Volunteer Canada, 2013). This insurance would cover any losses arising from the actions of our board members. Although this doesn’t cover actions taken by other volunteers and staff it will reduce some of the risk. Summary We’ve identified a number of risks to consider when starting and operating our non-profit organization. For example, when registering our corporation we are going to take the extra step to register our name to avoid potential copyright issues. We will also diligently monitor our volunteers to ensure they don’t receive payment for services and not act in any manner that could create a liability for our organization. We will utilize directors and officer’s liability insurance and vehicle insurance to protect both our organization and our volunteers from any potential legal action. Marketing Plan Since 1970, there have been over 200,000 non-profit organization start-ups in North America, but only a mere 0.07% (144) of those have surpassed $50m in annual revenue. In fact, the 10 largest US non-profit organizations have an average founding year of 1903 (Foster & Fine, 2007). History will tell that establishing a successful non-profit is no easy task, even if the main goal is benefiting society. There are certain trends that we can find within the fastest growing of these establishments, whom implement many strategies that a non-profit organization can implement to gain donations. The rise of social media plays an important role in expanding our scope along with a situational analysis of our company. Successful Examples The majority of the elite groups (those who have surpassed $50m in annual revenue) do two things: o o Raised the largest percentage of funds with one main source. Created professional designations tailored to the needs of funding source. Diversification is important in generating awareness and expanding the scope of our operation. On the other hand, it is also - if not more so - imperative to stay true to our initial goals and channel our efforts towards generating funds through one major source. In our case it is minor donations from individuals. The same channels of funds make up the majority of revenues for Habitat for Humanity, which achieved revenues of $198m in 2005 (The Bridgespan Group, 2012). Apart from generating funds, another factor that has historical importance is the addition of talent and opportunities for our staff to achieve a professional designation. This allows us to be focused on growth and always have a team that is committed to the same goals. The Aga Khan Foundation of Canada, which is the top-rated non-profit on the LovetoKnow website, offers several fellowship streams. These internship opportunities allow individuals to be trained in various sectors such as management and media, all to be readily implemented into their organization once training is complete (Esposito, 2013) (AGA Khan Foundation Canada, 2013). Revenue Options and Strategies There are four main sources of revenue that non-profits are attracted to: Foundations, Corporations, EarnedIncome Ventures, and Individual Donors. It is typical for a non-profit organization to use a form of all four 14 | P a g e sources in their operations plan, but just one as their majority source. The American Kidney Foundation, used to generate funds for multiple sources equally, from individual donors and corporations. They never surpassed annual revenue of $6m until federal regulations forced the need for the organization’s existence to skyrocket in importance; it was then that they switched their primary focus on to the corporate side of fundraising. The American Kidney Foundation has generated over $70m annually since 2004 (Foster & Fine, 2007). National and Family Foundations Foundations are the main supporting source for a relatively low number of successful non-profits. They are typically one-time grants in the early stages of the non-profit’s life to give it the necessary push to the public. Not many of these companies continue to financially support them once the initial funding goal has been reached. The non-profit organization “PATH: A catalyst for global health” was created with a grant from the Ford Foundation, and since then has achieved $120m in annual revenue of which over %55 is generated through other foundations (Path, 2013). The most common circumstance where a non-profit will receive funding from foundations is when a specific amount of money is the only ingredient missing in solving a significant problem. The medical and health sectors benefit greatly from this stream, especially when the non-profit is illness or disease-specific (Foster & Fine, 2007). Government Agencies and Corporations Government sources like to help fund non-profit organizations that benefit low income citizens. This eases the need for governmental subsidies such as Disability Benefits on the Canadian Pension Plan and the Opportunities Fund (Governement of British Columbia, 2013). There is a perceived stigma that government is backing away from funding the social sector due to negative economic news, mainly from the US. The truth is government funding in the nonprofit sector is growing faster than the nations GDP (Wiley Media, 2002). Corporate businesses tend to be major donors when there is an ultimate benefit to them in the end. The benefit can be a boost in public relations, or an entry into a market that they are not legally allowed to enter as corporations, such as blood and bone marrow markets. Most corporations donate materials and in-kind donations, not actual cash. Food banks are a type of non-profits that heavily rely on corporate donations. Earned Income Ventures Programs that cater to student loans, health clinics and employment services for the disabled usually raise the majority of revenues from service fees (Foster & Fine, 2007). Girl Scout cookies’ sales are a form of earned income that generates the majority of their funds (Grant Space, 2012). In the student and housing loan sectors, organizations achieve revenues from services such as application assistance providing services contracted from the government. Medical sectors gain earned income from medical reimbursements from governments along with service fees. Individual Donors Individual Donations usually come in small amounts, but accumulates quickly due to the many separate donors. The non-profits that generate the most revenue from individual donors have causes that directly touch them or someone in their lives. Make-A-Wish Foundation of Canada generates the majority of its income from small gifts from individual donors (Foster & Fine, 2007) (Make a wish Canada, 2013). The income level for this type of fundraising grows the fastest as more people become aware of the cause. Raising Funds and Awareness Effectively Initially, DAFCAN will aim to achieve 100% percent of revenue from minor individual donors via donation bins, using our resources for advertising and operations costs. Once we accomplish a steady stream of revenues, 15 | P a g e we will start devoting our attention to other sources of funding and have growth be our primary goal. These ventures will have a main objective of raising awareness and marketing our organization, as well as gradually make up approximately %10 of our total revenues. Some strategies involving the other three sources of raising funds are: Foundations Government Corporations Earned Income Figure 8- Sources of funding Since foundations generally like to fund non-profits either initially or by being the final donor to an established goal. We can make an annual project of fully providing for a certain group of people in need, such as a specific local Disabled Adults home. We can gain donations from possible donors such as CandaGives and find other possible grantmaking at http://grantconnect.ca/ (Canada Gives, 2013). File the GST523-1 form to qualify for government funding, allow them to lower the governmental aid from funds such as Community Living BC (CLBC) and Heath Canada (Federal department responsible for maintaining and improving Canadians’ overall health (Governement of British Columbia, 2013). Most corporate donations come in the form of in-kind money, which is perfectly suitable to the DAFCAN needs. We can approach retail corporations such as Target or TheBay for their unsold and outdated clothing to add to our donations. The second important trait that most long-lasting successful non-profits have is the ability to provide professional designations that cater to their company vision. In our case, once DAFCAN has been established, we can hire professionals in the medical field to determine the eligibility of applicants to the DAFCAN fund. Social Media Our social media campaign will be applied through a variety of outlets, but will be heavily focused on our Facebook page. This is where word-of-mouth can generate awareness at the fastest pace (Bowman, 2012). Our main website, DAFCAN.com, will be where the specific details are for people who wish to inquire about DAFCAN. Our Twitter page will be used to tweet current events and interesting facts to generate followers and overall awareness. Facebook Our Facebook page will be the core of our social media campaign. Over 17.5 million people have a Facebook account in Canada, approximately %52 of the population (socialbakers, 2013)! This is also where we will have the largest initial scope based on our team’s current Facebook Friends. Some of the strategies that we can implement with Facebook are: Feature stories and articles of adults in need of aid. Feature stories and articles of adults that have received aid from DAFCAN. Contests and trivia with prizes that encourage participation and sharing. Recruitment of volunteers. Announcement and advertisement of upcoming events. Encourage feedback and respond to issues effectively. DAFCAN.com The main website of our organization will be the central hub where all details can be found. Our Facebook and Twitter pages will have links that take you here if the user wants more information. At any given time, the website will be the place to go to find (World Wildlife Fund, 2013): Details about current and upcoming events 16 | P a g e Organizational goals. Information and credentials of our management team Vision and Mission Statement Career Opportunities Volunteering Opportunities Financials and Government involvement An option to donate directly online. Twitter The DAFCAN twitter account will have the most updates of the three social media functions. The vast majority of our twitter involvement will cover at least one of the following (Camusio, 2013): Promoting upcoming events very near in the future (within a week). Following other people or organizations that have similar interests or needs. Engage in conversation with people who want to learn more or contribute. Volunteering Opportunities (Along with Facebook). Links inviting people to follow DAFCAN on our Facebook and main Websites. Direct followers to our main website to inquire about DAFCAN details. SWOT Analysis As with any starting business venture, there are certain internal and external factors that must be addressed. Listed below are the strengths and weaknesses that give us either an advantage or disadvantage over competitors, and opportunities and threats that can be beneficial or detrimental depending on the industry environment. Strengths: - Tax Exempt (refer to p. #) Volunteer Accessibility Multiple Locations Minimal Effort Required to Contribute - Inexperience, unproven history Low revenue in beginning stages, will not be able to match salaries of competitors Small staff, low resources Other budgeting issues (purchasing from suppliers and minimal return on investment for entrepreneurs) - Large untapped market share Great need for our help Grants from Gov’t or Private sector Cause marketing (percentage of purchase price of a commercial company Is donated to us) Earned Income Ventures (creating professional designations) Weaknesses: Opportunities: - 17 | P a g e Threats: - Competitors Economic Crises causing individual donations to decrease Donations from corporate and private foundations decline due to changes in general priorities. Public image, any scandal will be damaging to an organization based on donations (Ogunjimi, 2013). Government Restrictions and damaging external policies Summary There are different ways for a non-profit organization to raise capital. The most effective ways historically are through one of the five main channels: Foundations, Government, Corporations, individual donors and EarnedIncome. Our goal in the long run will be to ultimately achieve 90% revenues from individual donors and 10% from the remaining sources. In the short run our goal is 100% revenue from individual donors. Our marketing strategies will include a broad social media program with Facebook, Twitter and a home website, each with its own specific functionalities. DAFCAN donation bins will be placed throughout Vancouver and have our brand printed on each one, with posters detailing our cause in the surrounding areas. This marketing plan will be most effective based on the internal and external factors detailed in the situational analysis. Operations Plan Our operations plan covers the start-up needs of our organization in terms of location, equipment, staff, and delivery of services. It will also address the issue of how our organization would work logistically and present an idea of our start-up timeline. This section is divided into the following: Office Space and Locations Acquiring Equipment Hiring of Staff Operations Logistics Start Up Schedule DAFCAN fund allocation Office Space and Locations DAFCAN will lease a warehouse within the Greater Vancouver area to use as an office and also to house our trucks and equipment. Our research returned the following top three options for warehouses currently for lease: o o o $5000 /5000 Sqft – Great warehouse location for auto related shops/ showroom/ training (New Westminster) (Craigslist, 2013). South Vancouver Industrial Area. Convenient location, easy access to Airport, Downtown Vancouver and Highways #99 & #91, and Southeast Marine Drive. Public transit nearby. Warehouse 7,436 SqFt on Main (6,100 SqFt with 21' ceiling height) (ICX.ca, 2013). 5,202 SqFt dock loading unit with excellent access for 53' trailers. High profile location (Southeast corner of Bridgeport & Shell), renovated heat/ventilation/air-conditioning (HVAC) controlled offices, 20' warehouse ceiling and fenced yard/loading area (ICX.ca, 2013). We will choose the second option and below are some characteristics of the warehouse that make it the ideal for our operation. See below for picture. 18 | P a g e o o o o o Great location - Fraser Street and Marine Drive Ample room for office Staff - Upstairs Office is 1,336 SqFt Ample room for trucks and equipment - Total Warehouse is 8,772 SqFt Ease of loading/ unloading - 3 loading docks plus parking Within our budget - Gross Rent is $8,802.14, Basic Rent is $5,080.45 ($6.95/SqFt) + HST $609.65. NNN: $2,777.80 ($3.80/SqFt) + HST $333.34. Figure 9- South Vancouver Warehouse (ICX.ca, 2013) Acquiring Equipment We will divide our equipment section into three sections: Truck, bins and miscellaneous. Trucks We will lease three trucks to carry out daily operations. Our research returned the following top two options for truck rentals and leases: o o Penske – 16 feet Moving Trucks (Penske, 2013). National Lease – 16 feet Box Truck (National Lease, 2013). We will go with the Penske 16 feet Moving Trucks. Along with their reputation for customer satisfaction, their trucks have the following features that make them ideal for our operation: o o o o o Interior dimensions of up to 16 ft. 6 in. long x up to 7 ft. 8 in. wide x up to 6 ft. 6 in. high Up to 117 sq. ft. of floor space Up to 826 cu. ft. of loading space Up to 4,300 lb. load capacity Up to 37 gal. gasoline fuel tank (up to 10 mpg) These features will allow us to collect approximately 200 20-pound bags of donations per trip. Bins We will need 45 donation bins to place in and around Vancouver. After some research we find that most bin rental companies do not provide the specific type of donation bin that we need. Donation bins have certain specific measurements and need to accommodate ease of donations. Additionally, they need to be secure to prevent theft and damage. For these reasons, we will have to custom-make our bins 19 | P a g e at a height of 72", width of 52” and depth of 41.5”. After we include the ease of access and security features, it will look something like the donation bins that the Developmental Disability Association has; please see below. Figure 10- Donations Bin (Developmental Disabilities Association, 2013) To get these bins custom made, we will acquire the services of Around the Clock Welding, a welding company based in Vancouver. Miscellaneous With two of the biggest pieces of equipment taken care of, we will also need miscellaneous items like gloves, garbage bags and garbage bins. We will buy the majority of these items from Home Depot but for items like computers and office stationary we will buy at Staples. Additionally, we will buy three medical kits (one for each truck) from Pacific First Aid and staff uniforms from Image Uniforms (both are Vancouver based companies). Hiring of Staff With our equipment in place and our office location secured, we will then hire six truck drivers. Truck drivers are responsible for picking up clothing and household items from donation bins in and around Vancouver. Shifts are during the day, seven days a week. To be considered for this position, one must have a class 5 driver's license and safe drivers abstract, as well as experience driving a three-ton truck. A truck driver must also possess excellent geographical knowledge of Vancouver and have the ability to read maps efficiently. We will post our ad on Craigslist and Kijiji to look for potential truck drivers. Wages will start at $13.50 per hour, with yearly increases. Truck drivers will form the bulk of our staff. Other administrative activities including accounting, payroll, and marketing will be handled by individuals within our group. Operations Logistics After all our staff is hired, we are ready to begin operations. Bin Locations As mentioned, we will have 45 bins to place in and around Vancouver to collect donations. The following map of Vancouver contains the locations of where we will place these bins (marked by X): 20 | P a g e Figure 11- Locations of Donation Bins (This is Not a True Ending, 2013) Xx x x x x x x x x x x x x X x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x Our operation will consist of three truck drivers making their routes around Vancouver to empty the donation bins. The route will consist of the Vancouver West route, Central Vancouver and Downtown route, and the Vancouver East route, and each route will consist of 20 bins. A day in the life of a DAFCAN truck driver To get a better picture of our operations logistics, please see below for a detailed look at a day in the life of a DAFCAN truck driver. Figure 12- A Day in the Life of a DAFCAN Truck Driver Hour Activity Arrive at office. Map out the most efficient route for the day. 0900 Check the assigned truck for safety and make sure the truck panel contains the right 0915 amount of collectibles from the previous day. Head out on the route to empty the donation bins. 0930 Coffee break on the road. 1130 Continue with collection of donations 1145 Lunch 1330 Continue with collection of donations 1400 Drop off collected donations for the day at Value Village. Obtain signed slip containing 1530 the weight of the donations dropped off. Return to the office and fill out the last of the paperwork. 1630 21 | P a g e Start Up Schedule Our start up schedule will begin on June 1st, 2013 and end on July 30th, 2013. This will include items like registering our non-profit organization, purchasing equipment and first day of operations. Please see below for a detailed table of our start up schedule. Figure 13- Start up Schedule Date (2013) Item Register DAFCAN as a non-profit organization. June 1 Secure warehouse location for July 1st and sign a one-year lease agreement. June 2 Secure and sign lease agreements for our fleet of Penske trucks. June 5 Work out an agreement with Around The Clock Welding for the production of our June 6 custom made donation bins. Purchase miscellaneous items such as gloves, garbage bins and bags from Home Depot. June 15 Additionally, purchase medical kits from Pacific First Aid. Purchase office items from Staples and order uniforms from Image Uniform. June 16 Move into our warehouse/ office. July 1 Begin the hiring process for truck drivers. July 2 Once our truck drivers have been hired, we will place the donation bins in and around July 15-30 Vancouver and our operation can officially commence! DAFCAN Fund Allocation DAFCAN membership To become a member of DAFCAN, individuals can apply to us. Based on their age, disability and financial status, and a physician’s certification, we will deem if they are eligible to become members. DAFCAN Fund The DAFCAN Fund will be formed with the proceeds received from the sale of the collectibles. The fund will be made available to members of DAFCAN in the following ways: o o o Food stamps Medical equipment Events and outings Every DAFCAN member will be eligible to receive monthly $100 food stamps from us. Similarly, if a DAFCAN member needs new crutches or a new wheelchair, all they have to do is apply in person or through our website and we will purchase and deliver it to their homes. Additionally, DAFCAN will also sponsor occasional events and outings such as bowling nights and karaoke nights so that members of DAFCAN can participate in social activities. Summary DAFCAN will lease a warehouse in South Vancouver to use as an office and also to house our trucks and equipment. We will rent service trucks from Penske and custom-make donation bins to fit our objective. We will then purchase miscellaneous items for our operations and begin hiring staff members which will mainly consist of truck drivers. Following that, we will place 45 of our custom made donation bins around Vancouver area and begin operations. Operations will consist of truck drivers emptying the contents of the bins into the trucks and delivering them to Value Village where they will be weighed and sold. The proceeds from this sale 22 | P a g e will form the DAFCAN fund, and the monies in that fund will be made available to eligible DAFCAN members by way of food stamps, medical equipment, and social activities. Startup Budget A startup budget is required for our new organization to purchase all of the necessary equipment and pay for various fees. The startup budget for DAFCAN will be able to cover office rent, office furniture and supplies, equipment such as computers and printers, collection bins, marketing costs, truck rental, uniforms and salary for workers. Several methods are available to attain our needed initial funding. One way to obtain our startup budget is to sign up with Gust, which is an online platform that connects investors with organizations in need of startup money (Gust, 2013). On the Gust website, DAFCAN can make a profile and search for investors who are interested in contributing to our cause. We will also be able to upload our proposal presentation for investors to view. Another method would be to contact foundations in Canada that provide grants for nonprofit organizations. Example include the B.C. Rehab Foundation and the Rick Hansen Institute (both located in Vancouver), which provides grants to organizations that help disabled individuals in need. Another foundation is The Vancouver Foundation, which offers grants to disabled causes as well as a variety of other organizations (CharityVillage, 2013). A third method would be to obtain a microloan to secure our startup budget. VanCity is one such institute that offers loans of up to $35,000. These loans can be paid back in 5 years’ time and is charged a prime interest rate of currently 4% (VanCity, 2013). The steps to obtain a microloan at VanCity would be to first have this business plan reviewed, fill out the microloan workbook, and complete an interview with VanCity. Breakdown of costs Office Space: South Vancouver Industrial Area $6.95 /Square Feet per year 8,772 Sq. Feet Total Space Basic Rent: $6.95 x 8,772 sq. feet x 1/12months x 12% tax = $5,690.10/month NNN Fees: Triple Net Lease – Fees include real-estate taxes, building insurance and maintenance. $3.80 x 8,772 sq. feet x 1/12months x12% tax = $3,111.14/month Gross rent per month: Basic Rent + NNN Fees = $5690.10 + $ 3111.14 = $8,801.24/month Equipment and Supplies 1. Trucks – Penske 16 feet Moving Trucks We assume that the 3 trucks will be driven every day of the month, excluding holidays. Insurance for the trucks is included. Charge: $89.99 per day + $0.29/km Approximately 150 km travelled by each truck each day 23 | P a g e Truck rental expense: ($89.99 x 30days/month x 3 trucks x 12% tax) + ($0.29 x 150km/day x 30days/month x 12% tax) = $13,455.79/month 2. Donation Bins – Custom made by 24 Hours Welding (prices includes parts and labour). 45 Bins x $200/bin x 12% tax = $10,080 3. Office Equipment and Supplies Equipment Computers: Printer/photocopier: Chairs: Desks: $500 each x 6 = $3000 $300 each x 2 = $600 $75 each x 10 = $750 $250 each x 7 = $1750 $6100 Total Office Supplies: Printer ink, paper, pens, pencils, light bulbs, staplers, staples etc. Estimated: $300/month 4. Other Supplies/Charges Other miscellaneous supplies (e.g. garbage bags, gloves): approximately $200/month Garbage bins for trucks: $25 x 3 = $75 Vehicle first aid kits: $25 x 3 = $75 Worker uniforms: $30/shirt x 10 = $300 Truck Fuel: 150km/day x 3 trucks x 30days/month x $1.40/L for 10km = $1,890/month Wages and Salaries We estimate that our hired truck drivers will work a regular 40 hour week and that each board member will be paid equal salaries. Truck Drivers - $13.50/hour $13.50 x 40hours/week x 6 drivers x 4.5 weeks/month = $14,580/month Board of Directors - $2000/month x 6 members = $12,000/month Insurance Expense Directors’ and officers’ liability insurance will be required to protect against liabilities that stem from mishandled or lost assets. Estimated $10,000 /year (Insurance cost will be based on amount of revenue generated) o Or $10,000/12months = $833.33/month 24 | P a g e Marketing Expenses A website will be set up and posters produced and distributed to promote DAFCAN. Register website domain name - $10 Poster design and production - $500 Startup Budget: We estimate to secure a startup budget large enough to sustain DAFCAN for the first 6 months of operations. DAFCAN will need a startup budget of approximately $350,000, items and costs are listed in Figure 13. Figure 14- Startup budget for DAFCAN with List of Resources and Costs Resources Monthly Cost Incorporation Fees $8,801.24/month x 6months = Office Space $13,455.79/month x 6months = Truck Rental Donation Bins Office Equipment $300/month x 6months = Office Supplies $200/month x 6months = Miscellaneous Supplies Garbage bins for trucks Vehicle first aid kits Worker uniforms $1,890/month x 6months = Truck Fuel $14,580/month x 6months = Truck Driver Wages $12,000/month x 6months = Board of Directors Salaries $833.33/month x 6months = Insurance Expense Marketing Expenses Total Startup Costs Total Cost $250 $52,807.44 $80,734.74 $10,080 $6100 $1,800 $1,200 $75 $75 $300 $11,340 $87,480 $72,000 $5000 $510 $329,752.18 Monthly Budget: DAFCAN will need monthly funds of $52,060.36 to stay operational. Figure 14 shows a monthly resource list along with their costs while Figure 15 shows the breakdown of costs by percentage. Figure 15- Monthly Budget for DAFCAN Broken Down by Costs Resources Monthly Cost $8,801.24/month Office Space $13,455.79/month Truck Rental $300/month Office Supplies $200/month Miscellaneous Supplies $1,890/month Truck Fuel $14,580/month Truck Driver Wages $12,000/month Board of Directors Salaries $833.33/month Insurance $52,060.36 Monthly Costs 25 | P a g e Figure 16- Breakdown of Monthly Costs for DAFCAN by Percentage Truck Driver Wages 28.0% Breakdown of Monthly Costs for DAFCAN by Percentage Miscellaneous Supplies 0.4% Office Supplies 0.6% Insurance 1.6% Truck Fuel 3.6% Office Space 16.9% Truck Rental 25.8% Board of Directors Salaries 23.1% Summary Based on the estimates of costs and fees, the monthly budget for DAFCAN will be approximately $52,000 per month and will need to obtain a starting fund of just under $350,000. We plan to utilize a variety of methods in order to obtain our startup budget some of which include connecting with investors or signing up for a loan. The startup budget will be able to cover costs such as office and field equipment, salaries for workers, office rent and salaries. Conclusion 1. DAFCAN is an organization that will use donations to provide medical and financial support to adults with disabilities. Based on the tax exemptions and other government regulations, it will be more effective if it is registered as a non-profit organization rather than a charity. 2. Due to the lack of aid provided to the adult population, adults aged 20 and over are the groups that have the biggest need for support. These adults must be certified as a Disabled Adult to be able to receive funds, this is a control used to prevent funds from being allocated to people who don’t need it. 3. We will need a number of tools and equipment to ensure our operations plan works efficiently. This includes: A warehouse that is big enough, cost-friendly and is at a convenient location Rental trucks from a company with good reputation, satisfies dimension requirements and within budget Donation Bins that have the appropriate security features, durability and low production costs Miscellaneous items such as gloves, garbage bags, garbage bins, gloves and uniforms from reliable companies that provide wholesale merchandise. 26 | P a g e 4. There must be a sufficient number of trained staff with the ability to cover all the designated collection routes efficiently. It is important for DAFCAN truck drivers to have previous truck driving experience and in depth geographical knowledge of Vancouver. 5. For a start-up non-profit to be successful, it will need to be properly funded in its early stages. It would be smart to generate awareness while at the same time create our target initial start-up budget. Online platforms that pair investors with starting organizations are ideally the most suitable. Recommendations Based on the needs concluded in our report, we find the following recommendations the most suitable for success. Applying these recommendations will ensure the highest likelihood of establishing a sustainable nonprofit organization. 1. Register DAFCAN as a non-profit organization 2. Provide aid to adults with disabilities over age 20 who are certified by a physician as Disabled 3. Acquire equipment and tools from a number of sources (see page #): 4. Hire six truck drivers, each with a class 5 driver’s license, experience as a truck driver, excellent geographical knowledge of Vancouver and ability to read maps efficiently. 5. Sign up with Gust, an online platform designed to match up investors with non-profit organizations in need if start-up money. Upload our proposal presentation for potential investors. 27 | P a g e Bibliography Governance Self Assessment Checklist. 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