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
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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.
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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
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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
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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
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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.
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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.
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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)
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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
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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.
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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
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






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:
-
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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.
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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
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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):
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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
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Appendix
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