Kindly work on project 2 for me. This is very important to me as i hope to boost up my failing grade. Please no plagiarism. must be original.

I have seen your work and know you will deliver.

The purpose of this project is for you to have some practice working with financial concepts in the real world. This will involve integrating some material from throughout the course. The project will also involve the development of your own approach to doing the work. The project does not provide a stepby-step procedure for you to follow. Your task is to determine the WACC for a given firm using what you know about WACC as well as data you can find through research. Your deliverable is to be a brief report in which you state your determination of WACC, describe and justify how you determined the number, and provide relevant information as to the sources of your data. You have selected a company for which to research and find the WACC. Your research is to be independent from any information you may find at thatswacc.com or similar sites, although you might want to use such sites to provide a reasonableness check on the WACC that you calculate. Assumptions As you recall, the formula for WACC is rWACC = (E/E+D) rE + D/(E+D) rD (1-TC) The formula for the required return on a given equity investment is ri= rf + i * (RMkt-rf) RMkt-rf is the Market Risk Premium. For this project, you may assume that the Market Risk Premium is 4%, unless you can develop a better number. rf is the risk-free rate. The YTM on 10-year U.S. Treasury securities is a good approximation. You may assume a corporate tax rate of 40%. One good source for financial data for companies as well as data about their equity is http://finance.yahoo.com. By looking around this site, you should be able to find the market capitalization (E) as well as the for any publicly traded company. There are not many places left where data about corporate bonds is still available. One of them is http://finra-markets.morningstar.com/BondCenter. To find data for a particular company's bonds, find the Quick Search feature. Then, be sure to specify corporate bonds and type in the name of the issuing company. This should give you a list of all of the company's outstanding bond issues. Clicking on the symbol for a given bond issue will lead you to the current amount outstanding and the yield to maturity. You are interested in both. The total of all bonds outstanding is D in the above formula. If you like, you can use the YTM on a bond issue that is not callable as the pre-tax cost of debt for the company. Deliverable Write a two or three page report that contains the following elements: 1 2 Your calculated WACC How data were used to calculate WACC. This would be the formula and the formula with your values substituted. 3 4 Sources for your data. A discussion of how much confidence you have in your answer. What were the limiting assumptions that you made, if any? Nasaru, Inc. Business Plan for 2016-2020 Developed on April 9, 2016 **DRAFT ** thomasa massaquoi Last Reviewed on: April 9th, 2016 April 9, 2016 Confidentiality Agreement The undersigned reader acknowledges that the information provided by _________________________ in this business plan is confidential; therefore, reader agrees not to disclose it without the express written permission of _________________________. It is acknowledged by reader that information to be furnished in this business plan is in all respects confidential in nature, other than information which is in the public domain through other means and that any disclosure or use of same by reader, may cause serious harm or damage to _________________________. Upon request, this document is to be immediately returned to _________________________. ___________________ Signature ___________________ Name (typed or printed) ___________________ Date This is a business plan. It does not imply an offering of securities. Contents Confidentiality Agreement...........................................................................................................................1 Background..................................................................................................................................................4 Vision...........................................................................................................................................................5 Mission........................................................................................................................................................6 Guiding Principles........................................................................................................................................7 Personal Development................................................................................................................................8 Championing the Cause...............................................................................................................................8 Organization Profile and Structure..............................................................................................................8 Board of Directors....................................................................................................................................9 Connnie Jo Kirk....................................................................................................................................9 Brenda Malik.....................................................................................................................................10 Karen Wells........................................................................................................................................10 Marion Nickerson..............................................................................................................................10 TBD....................................................................................................................................................10 Staf...................................................................................................................................................10 Executive Members...........................................................................................................................10 Standing Committees.........................................................................................................................10 Advisory Board..................................................................................................................................10 General Members..............................................................................................................................10 Actions.......................................................................................................................................................11 Operations in Uganda & Nakifuma Residential Complex.......................................................................11 School and Library.............................................................................................................................12 Work training.....................................................................................................................................12 Personal Development Activities.......................................................................................................13 Home Industry...................................................................................................................................14 Food Dome and Farm........................................................................................................................14 Small Hotel with Tour & Travel Service..............................................................................................14 Mobile Activities................................................................................................................................15 Counseling.........................................................................................................................................15 Intermediary......................................................................................................................................15 Small Business Support......................................................................................................................15 Nasaru/Austin and Manor Texas............................................................................................................16 Fundraising Activities.............................................................................................................................16 Online Sales.......................................................................................................................................16 Handicraft Shop.................................................................................................................................16 Application for Grants & Donations...................................................................................................16 MARKETING AND COMMUNICATION PLAN...........................................................................................17 Financial Management..............................................................................................................................19 Financial Reporting................................................................................................................................20 Internal Reporting..............................................................................................................................20 External Reporting.............................................................................................................................21 Operating Budget......................................................................................................................................22 Future Plans and Development.............................................................................................................24 Objectives and Priorities This Year.............................................................................................................24 People Development Plan.........................................................................................................................26 Risks and Opportunities.............................................................................................................................26 SWOT Analysis.......................................................................................................................................26 Risk Register..........................................................................................................................................27 Success Measures......................................................................................................................................28 Management Plan.....................................................................................................................................29 The Action Plan..........................................................................................................................................30 Background Guidance: This section might be the longest in your plan. It should be up to a page or so outline all the key facts of your organization and the field within which you are working. Here are some questions to try and cover for this section. 1. How long has the organization been in business? What is the legal status of the organization? 2. What is the staffing profile and structure of the organization (including unpaid staff)? 3. What need does the organization serve? Why is this important to the world right now? 4. Is the need for the organization growing or shrinking? (Do a bit of research!) 5. What kind of geographic boundaries does the organization have? What is your reach and what is the potential for your business in terms of numbers? 6. What is the profile of your most likely service users? Is it men, women, children? What are their ages? What do you know about this group of people? How does the organization address their needs? 7. What successes did the organization have last year? 8. What challenges do you anticipate next year that will need to be addressed? Imagine Nasaru Video Link Nasaru's mission is to give struggling orphans and impoverished children throughout the world a fighting chance for a hopeful future. We raise awareness through the web, hosting events and donations. Our larger mission is education, building and establishing economic stability and growth through sustainable solutions. Your foundation can help us provide the necessary resources through Nasaru's recruitment of consultants who will construct primary and secondary schools, a small clinic and a large aquaponic tank system to harvest fish and green vegetables for approximately 4,200 children. Uganda is a landlocked country located in East Central Africa. According to UNICEF, Uganda has 2.7 million orphans (2013). Of that number, 1.5 million have been orphaned as a result of AIDS. The effect of this epidemic, many children lack the basic needs of food, clothing, shelter, safety and education. Malaria, dehydration, and respiratory infections are the main causes of death for children under the age of 5. Years of conflict between the government and the Lord's Resistance Army (LRA) and other wars between various groups have been the catalyst of a significant humanitarian crisis with many displaced communities, orphaned children, and a vast insecurity. Nearly 25% of the population lives on the equivalent of less than $1.25 per day. Facts about Uganda 37.8 million population 1.5 million people with HIV 2.7 million orphans 39.7% of children married before age 18 25.4% child labor 24.5% living on less than $1.25 (international poverty line) The LRA has abducted more than 25,000 children since 1986 Mission Awareness: The children of these impoverished villages everyday die from disease, malnutrition and lack of clean water Schools in these villages are deteriorating without resources for improvement Increasing population creates cramped and uninhabitable schools and dormitories Food is sporadic and unsustainable Nasaru, Inc. is an incorporated non-profit founded by Ms. Connie Jo Kirk and has a board of four directors. This Business Plan is about opening our hearts and minds to the extreme suffering so many people endure every day, and to provide relief from that suffering wherever possible. Nasaru will build and operate a comprehensive self-sustaining school in Uganda, based on food dome model in Manor, TX. The main building at the complex will be an orphanage providing a home for 4200 homeless children. Additional buildings will act as support to the orphanage's activities, including a school and work training facilities, and widen the target of support to distressed women and neglected elderly people. Nasaru will be active in the community, providing counseling and support at a grassroots level, while working with government departments and charitable organizations to improve the level of legal and social support for human rights, humanitarian and social issues. Vision Guidance: This is the place to really dream big! Imagine the organization was wildly successful, with unlimited resources, and no barriers whatsoever. What would be different about the world? How would the lives of your service users and the community you serve change? A good vision is inspiring, focuses on serving the world, and is very ambitious. It is often the ideal result, and is bigger than just what you (or your business) can deliver alone. It should be developed in consultation with your Board and Executive Management Team. Try and develop a Vision of the world if your organization could serve every single person who needs your services. Capture what the world would be like if you could do this in 3-5 sentences. Your Vision Checklist: Does it excite you? Does it tell the world about the good you want to do? Is it bigger than you? (In other words, is it more than you can do alone?) Is it simple? Is it clear? Is it about what you can give? (not about what you'll get) Changing the path of orphaned children living in destitution, that they may have the chance to develop and live fulfilling and meaningful lives. This will be achieved through provision of residential, educational, vocational, counseling and personal development facilities at a grassroots level. The principal policy of Nasaru is to help, where possible, anyone who suffers hardship and distress, regardless of religion, nationality, race, class, age or circumstances. Help shall be offered rather than imposed and provided freely with absolute integrity and intention of selfless compassionate service. Mission Guidance: People often confuse the Vision and Mission, but they serve two distinct functions. The Vision captures how you want the world to change. The Mission is about the organization's purpose. Mission - Your role in delivering the vision. What you'll do to help bring about this change in the world.) Capture here how you serve people, and what your role in delivering the Vision will be. This again is usually a sentence or two, and should be developed with your Board and Executive Management Team. Your Mission checklist: Does it tell the world about the purpose of the organization? Is it clear and simple? Will it help keep you focused on the right things? Does it link in well with your Vision and tell people your part in delivering it? The main objective of Nasaru will be to raise funds for charitable operations that alleviate suffering in Africa and around the World. 1. To provide for, support and educate those suffering in poverty and distress as a result of local, national or international disaster or by reason of social, personal or economic circumstances The groups identified as being in greatest need of support are: Orphans and Neglected Children, Child Prostitutes, Neglected Senior Citizens and Destitute Families 2. To work with government departments and charitable organizations to help: Eliminate commercial sexual exploitation, the sale and trafficking of children and child abuse Improve the level of legal and social support for human rights, humanitarian and social issues 3. To provide opportunities for personal development by establishing facilities for direct international interaction, mutual learning and understanding, with the goal of helping to create a more balanced and peaceful world. Guiding Principles Nasaru advocates the importance of : compassion for others, a healthy and moral existence, living with awareness, and development As a result, these guiding principles will be installed into the central character of Nasaru and all its activities. Nasaru recognizes that humanity is in a constant state of learning and development. Therefore to provide the best possible service, Nasaru must also not be static in its thinking and approach but must strive constantly to develop and improve in every way possible. Nasaru will establish a library, where research into a wide variety of different cultures will be undertaken to identify, bring together and establish in one place the life knowledge and wisdom most closely related to these principles. Personal Development Nasaru's Residential Complex will not just be a 'bed for the night', but a place that helps to develop and empower members with the aim of setting them up with a strong foundation for the best chance in life possible. Helping them to help themselves and become free-thinkers, by offering unbiased education so they can make their own choices leading to a more fulfilling and worthwhile life. Nasaru believes that many problems in the world, such as religious intolerance, racism, destruction of the environment etc., are a basic result of human fear and ignorance. Through a broad education and direct interaction between people of different nations, one would hope that humanity can grow to become more open-minded and compassionate, and less prejudiced and self-centered. Championing the Cause Guidance: You now have an important message for the world (your organizational vision and mission), so it's essential that some thought is given as to how this will be communicated this to others. Instead of \"marketing\" your services, think of it as \"championing the cause.\" This is the place to capture how best to communicate how you'll help your service users and the role you'll play in the community. Use the template below to structure this thinking and develop a plan to take your message into the world! Your Board is your mouthpiece and will have a key role in Championing the Cause. Make sure that they are invested in delivering these activities and that their strengths and skills are taken into account when you design the methods of communicating. Organization Profile and Structure The purpose of the organization is to provide education to impoverished foreign municipalities on methods to build and sustain economic stability and growth by fostering sustainable solutions utilizing education, clean water and medical services. Two legal entities will be established. The first, in Uganda, will focus on the provision of charitable activities. The second, in the US, will focus on fundraising. Nakifuma: Nakifuma is the Ugandan name for the school. Nasaru Nasaru has been set up in the US as a 501(c) 3 non-profit charity organization. Nasaru will also be used to provide opportunities for underprivileged people to live and work in a western society to experience the culture and way of life. In this way it is hoped that people can achieve a more global view on life, appreciating the positive and negative factors of other cultures. Board of Directors The board of directors is the governing body of Nasaru. Individuals who sit on the board are responsible for overseeing the organization's activities. Board members meet periodically to discuss and vote on the affairs of the organization. The board of directors, as a governing body, should focus on the organization's mission, strategy, and goals. Each member of the board shall serve on a standing committee. Connnie Jo Kirk Born and raised in Austin, Connie Kirk has been a civil rights activist since she was 13 years old, as such, Connie has been recognized for her humanitarian efforts. These efforts led the Mayor and City of Austin to proclaim February 18, 1993 as Connie Kirk Day in her honor. Connie graduated from Texas Southern University in Houston in 1972, earning a Bachelor of Science degree in education, with a minor in art. After winning TSV's \"Queen of Soul\" competition, Connie performed during half-time of all football games for Nasaru in 1970, and even performed at two professional football games, including the NFL All Star Pro Game. After college, Connie returned to Austin, planning to enter the music scene, but instead, joined the Peace Corps.While serving in the Peace Corps, Connie worked as a teacher in Swaziland, Southeast Africa. She was invited to sit with King Sobhuza and his royal family during the king's 77th birthday celebration, an event that was attended by diplomats and ambassadors from around the world. Connie was evacuated from Southeast Africa during the Apartheid War a few months later, remaining in Liberia, Northwest Africa. When conditions due to the war deteriorated, Peace Corps volunteers were evacuated from Liberia as well and Connie returned to Austin. Brenda Malik Karen Wells Marion Nickerson TBD Staff The staff is responsible for the implementation of the organizations mission, and acts in accordance with the org's vision as outlined in the bylaws. The staff is hired by ad-hoc hiring committees composed of Board and Executive Members. Staff includes the Executive Director, Assistant Executive Director, project managers and any other coordinators, laborers, or managers the Board sees fit to hire. Executive Members The Executive Members of Nasaru are bonded and shall have ownership of a dome in the Nasaru Village in Manor, Texas. Executive Members shall serve on at least one standing committee. Standing Committees Each standing committee shall elect a spokesperson. Standing Committees are: Project Planning Committee, Bylaws Committee, Media & Communications, Fundraising, Membership and Technology. Advisory Board The advisory board is composed of spokespersons from the standing committees and will advise the board and Executive Director upon request on appropriate topics. The advisory board will assume tasks and responsibilities as needed and as decided by the Executive Membership and/or Board. General Members General Members that may attend Nasaru events, donate money or goods, rent housing and participate as non-residents of the village. These persons will receive newsletters, be solicited for donations and are invited to use Nasaru Village facilities. Actions Actions will begin by renting a suitable property to function as a temporary orphanage. Once operations are established at these premises, land will be purchased and building work on a new orphanage, with capacity to home 4200 children, will commence. The new orphanage will then be developed to extend the services provided from basic housing to include schooling, work training, personal development activities and home industry projects. Also the target population to receive aid will be extended and facilities will be provided for ex-prostitutes, neglected senior citizens and destitute families. Operations in Uganda & Nakifuma Residential Complex So that Nasaru can begin providing support without delay, suitable premises for an orphanage will be rented immediately. The property will be refurbished as necessary and the required furniture and appliances installed. Qualified staff will be hired and the orphanage will start to receive its first children. During the following six months extensive work will be carried out to source donations for the continued running of the orphanage and for the building project. It is expected that within these six months the orphanage will be running smoothly and enough contributions will have been collected to begin building. The first action at the complex will be to build and operate the new orphanage. The building will have two stories and be built in a U shape configuration around an open courtyard. The upper level will be entirely residential, with girls on one side and boys on the other. Younger children will sleep in dormitories of 10 children per room while older children and young people will be accommodated in smaller rooms with 4 people per room. The upper story will also provide a living room, washrooms, toilets, and single rooms for livein helpers. The ground floor will provide the activity rooms. These include the crche & nursery, kitchen, dining room, study room, computer room, living room, office and first-aid room. Nasaru's policy is to help all those children and young people who are in need, regardless of religion, nationality, race, class, age and circumstances. However 'need' will be assessed on a case by case basis. Where it is possible to re-integrate young people back into society or re-unite children with their families, this will always be the preferred option. For those members who live at the house, it will aim to provide an encouraging, loving, happy and stable environment while instilling a good understanding of right and wrong, and an appreciation of the needs of others through close communal interaction. Children will initially attend local village schools, although they will receive extra lessons in English from volunteer English language teachers invited from abroad. The English language is widely used internationally and by studying it members will have many more choices and opportunities available to them for their life after leaving Nasaru. Nasaru will develop a website which will include an on-line chat area where children will have the opportunity to communicate with other children from around the world. Here they will be able to practice their language skills, learn and develop their understanding about other cultures and have fun. In conjunction with this, exchange programs will be established with other groups around the world, giving children the opportunity to visit and experience firsthand other cultures and ways of life. Other opportunities offered to older members will include personal development activities, vocational training, and for some, employment. School and Library Once the houses are established, a school will then be constructed. Students will not only learn the traditional subjects they would learn in a local school, but also receive a higher standard of education in the English language, a broader world view on subjects such as history and religion, and an additional focus on the natural world and the world we live in. With regard to religion, the school will provide a bias-free and complete education in the main world religions as well as a variety of traditional faiths. Members will receive the proper foundations to decide the way which is best for themselves, while learning to respect the beliefs of others. The school will provide the children and young people with a solid educational foundation, from where many more opportunities will be available to them than would otherwise have been possible. Volunteer teachers will be invited from abroad to provide assistance and additional material. The use of volunteer teachers will not only provide an excellent additional resource for the school but also provide the volunteers with a wonderful opportunity to experience the Asian culture first hand. Work training Many street children and sex workers have very limited schooling and even less vocational training. The first barrier to cross is teaching the value of working, of creating something to be proud of and receiving direct remuneration for this work, rather than begging or submitting to physical and emotional abuse for money. By offering a variety of in-house vocational training programs and funding attendance at established external vocational training centers, members will not only be taught a useful trade to sustain themselves in the future but they will also develop self-respect and confidence as a direct result. Vocational Programs on offer will include, but not be limited to: Carpentry Clothing Engine Mechanics Farming Accounting Computer Skills Tourism Hotel & Catering Prior to starting a program, members will be evaluated as to where their passion and abilities lie. Priority will be given to matching a member's area of passion and ability with specific programs, thereby providing them with the best chance of enjoyment and success. Personal Development Activities Team and adventure activities are an excellent means of developing self-respect and self-confidence of members who take part. Participants also learn how to become a productive member of a team, to rely on others and accept the responsibility of others relying on them. These are all valuable attributes which allow for the opportunity of creating a more fulfilling and rewarding life for oneself. The Complex will include activity and sports areas, as follows: Adventure area (climbing, rope swings, rope walks etc.) Sports area (football, badminton etc.) Also regular adventure trips for older members will be arranged, such as: River rafting, Jungle and mountain treks, Camping and Beach trips The physical activities mentioned above will be balanced with cultural and artistic activities. Nasaru will provide opportunities for studying traditional and modern music, dance and art. Teachers for these activities will be recruited locally and from abroad. Traditional Ugandan plays are not only a source of entertainment but are also used as a means of passing on moral and spiritual teachings. Participants will be encouraged to write their own plays based on their personal lives. It is hoped that these plays will help promote emotional healing in the participants as well as educating audiences and also preserving local culture. The Complex will provide cultural and artistic activities, as follows: music plays Traditional and modern dance other traditional art Shadow puppet performance Performances and shows will be presented locally. It is also hoped that at some point in the future, it will become possible to put on performances in the US and/or some other overseas countries. Home Industry Older members of a working age will be offered the opportunity of working within Nasaru's Home Industry business. For most who choose this option it will be for a short term only, as a means to accumulate some savings in preparation for leaving. Products produced will focus on those items most suitable for export, such as handicrafts, small furniture items and garments. Food Dome and Farm A Food dome, farm and orchard will be created where members of Nasaru will look after a number of livestock and grow fruits, herbs and vegetables. Importantly, by working to help nurture animals and plants, it is hoped that members will develop increased self-respect and respect for the environment, also a greater feeling of self-worth and confidence. All these are qualities often lost from a life on the streets or in prostitution. By having these qualities re-installed, members should be much better equipped to live a fulfilling life in society. The food dome will also provide a supply of natural organic foods for the Complex. Members will be encouraged to appreciate and become aware of the effect that food has on their bodies and grow to be more healthy individuals with a better quality of life as a result. Members involved with the farm and cooking at the Complex will study food nutrition and traditional herbal remedies to help provide everyone with the solid basis for a healthy body and mind. Small Hotel with Tour & Travel Service A small basic hotel will be built with 20 rooms and capacity for 40 visitors. This will be used for providing accommodation to visiting volunteer workers, other visitors and tourists. Working in the hotel with give some members the chance to learn basic hotel and catering skills with the opportunity to interact with people from other countries, while providing themselves and Nasaru with an income. In conjunction with the hotel, a tour & travel service will be established. Members trained in and learning tourism will work as guides, offering informative tours to local attractions for visiting tourists. Mobile Activities A mobile unit will be created to visit and provide aid to prostitutes, street children, neglected senior citizens and destitute families. Trained counselors and helpers will provide aid where needed. A helpline shall also be advertised for people to call for assistance, which the mobile unit will respond to. Counseling Trained counselors will visit prostitutes and street children to listen to their problems and provide advice and assistance as required. Assistance will be provided to help gain access to government services, such as healthcare, free schooling, birth certificates and identity cards. Advice will be provided on the risks of unsafe sex and also the value of education. Work training and some employment will be offered from the Residential Complex. Intermediary It has been estimated that there are around 50,000 street children in Uganda. In many instances street children have run away from home to search for a better life. They may have been beaten or sexually abused by their relatives or there may simply not have been enough food to go around. Some are lured away from home by friends with talk of great opportunity. Whatever the reason for leaving, what these children usually find is a life spent either begging for money on a polluted city street or being forced into a life of prostitution. Street children are considered to be the lowest class of society. In many cases the main reason that the children do not return home is due to embarrassment. They fear embarrassment in front of their family and the embarrassment they would bring upon their family within society. Trained counselors will visit the street children and strive to find their families. Then, working with both parties as an intermediary, establish communication between the two and, where possible, find a means to reunification. After reunification, regular visits will continue to ensure the child is living in a satisfactory and safe family environment Small Business Support Many families suffer financially, due to a lack of basic financial awareness or limited capital. The mobile unit will visit family businesses to provide financial management advice and small business loans. This will be an ongoing process to help establish families with a stable and secure source of income. Nasaru/Austin and Manor Texas Fundraising Activities Online Sales In the US a small internet business will be established to sell handicrafts imported from Uganda. An online shop will initially be set up on E-Bay followed by Nasaru's own website shop. The sponsor company will provide photographs of items, marketing merchandise and website development to assist with setting up the online shop. The company will also provide credit on shipments which will help with financing working capital. The costs in the US will therefore be reduced to: Shipping and import costs, Delivery van and running expenses, Driver's salary, Stock Supervisor's salary, Administrator's salary and Overheads. Handicraft Shop Establishing a Handicraft Shop in the US has a two-fold purpose. The shop will provide a contribution for the charitable activities of Nasaru and also provide members in Uganda with the opportunity of living and working in another culture. Products sold in the shop will primarily be handicrafts, garments and small furniture items made by crafts men and women in Uganda. Application for Grants & Donations The few companies and individuals who have been made aware of the ideas set out in this proposal have already expressed a strong desire to provide assistance. Once the legal entities have been set up, formal grant and donation applications will be made. Target donors will initially be companies where a connection and relationship already exists (approximately 50) and existing grant making charities and foundations. Applications will also be made to other local companies and individuals. Further down the line, donations will also be requested through : Nasaru's website, the Handicraft shop in the US, the US import business website MARKETING AND COMMUNICATION PLAN What groups do we need to serve most? Try to divide your audience into groups - service users, community leaders, funders, etc. There may be several groups but they will need you to communicate slightly different messages to them. What do they need to hear from us? What need do they have? What problem can you solve for them? In the case of community leaders, etc., what do they need to hear about us? What is the best way to find and communicate with them? Where are they? Do they communicate online? In person? Are there networking groups, events, or trainings that you can participate in to give an opportunity to communicate with them? When will we communicate with them? How often? Will you reach out to them daily? Hold networking events once a month? Hold a supporter's luncheon? Send out a quarterly newsletter? How will we know if they have heard our message? If this works, how will you know they have heard you? What will success look like? 2016 Organization 2017 2018 2019 2020 Establish Legal Entity in Uganda Seek approval from established Foundations Fundraising Submit funds proposal to companies where a connection already exists - approx. 50 companies. Submit funds proposal to individuals where a connection already exists. Continue with grant applications procedures to individuals, companies and charities to establish regular donations for the day to day operations of Nasaru Continue with grant applications procedures. Continue with grant applications procedures. Continue with grant applications procedures. Establish on-line trading business in US. Expand and develop the online trading business in US. Continue developing the on-line trading business in US. Establish Handicraft Shop in US. Continue operating Handicraft Shop and provide employment for Complex members. Submit funds proposal to grant making charities and foundations Residential Complex Rent & Refurbish Set up Tour & Travel Service in Uganda and begin marketing in US. Purchase land Purchase land Purchase land Build: Home Build: Small Hotel Building Build: Orphanage Farm Operations Hire and Train Staff Operate Temporary Orphanage Start to receive children & young people Arrange volunteer workers from abroad Set up Farm Facilities and start to operate Establish and operate Personal Development Activities Home Industry School Work Experience Move Orphanage Establish and Activities to operate Senior Complex Citizens' Home Start to receive distressed women Start marketing and operating Hotel Set up Home Start marketing Industry Projects and operating Tour and Travel Service Establish and operate Teaching Facilities at the School Establish Mobile Arrange Unit Activities volunteer English teachers from abroad Set up work experience training facilities Financial Management The main office Austin, TX under the direct control of the Members of the Board, will be responsible for financial management and maintaining the fund bank accounts. Four fund bank accounts will be operated, two for an Unrestricted Fund (US and Uganda) and two for a Restricted Fund (US$ & Uganda). Nasaru guarantees that all funds donated are used to support authorized projects or activities, at grassroots level, as detailed in this Business Plan. Three funding methods will be open to donors, an unrestricted fund, a restricted fund and a Child sponsorship fund. 1. Unrestricted Fund: Income to the Unrestricted Fund will be used to finance any of the authorized projects and activities as detailed in this Business Plan. The specific project that receives support and the timing of the support will be at the judgment of Head Office in Austin, TX. 2. Restricted Fund : Donors may wish to donate to a specific project, such as the school or senior citizen home, or to a specific area within a project, such as the clothing or medical requirements at the orphanage. In this case the contribution will be held in a Restricted Fund. Income to the Restricted Fund will only be used for the specific project requested by the Donor. If the situation arises that some projects are heavily over-funded while others are terribly under-funded, then the original Donors may be contacted and asked if they are willing for their contribution to be re-allocated to a different project. 3. Child Sponsorship: A sponsorship program will be established where Donors can become Sponsors of one or more children at Nasaru. To become a Sponsor requires a commitment. Sponsors are asked to provide, as a minimum, for the basic living, clothing and schooling costs of the child up until the age of 16. Any additional contributions will be held on trust for the child until they reach the age of 16 and in accordance with any special requests from the Sponsor. It will not be possible for Sponsors to select the child that they wish to sponsor. Children will become available for sponsorship in the order that they joined Nasaru. This is to ensure that the children are treated as fairly as possible. Financial Reporting Internal Reporting Nasaru will maintain separate and proper books of account for each of the activities undertaken, in accordance with Generally Accepted Accounting Principles. Each of the Operational Units shall be required to prepare and submit monthly financial reports to Head Office, in Austin, TX, who will undertake constant review and control of income and expenditure at the operation units. The accounts preparation and reporting structure will be as follows: External Reporting Head Office in Austin, TX shall be responsible for the preparation and submission of Annual Financial Reports to the Board of Directors at the General Meeting. Annual Reports shall then be available on request for Donors and Members of Nasaru. The Annual Report shall include the following: Report of the Board of Directors Review of Activities Review of Financial Statements Future Plans Financial Statements Balance Sheet Income & Expenditure Statement Cash Flow Statement Independent Auditor's Report Notes to the Accounts Appendices Views of the Children & Members Photos Uganda suffers corruption in all levels of society. Many people are unwilling to make donations when they cannot be sure that their contribution will really end up where they expect it to. A Donor numbering system will be included within Nasaru's accounting reporting system, to help provide assurance to Donors that their contributions are really being used on what they donated to. At the time they make a contribution, each Donor will be given an individual reference code specific to them. Included in the Notes to the Accounts will be a list of the Donor numbers and the amount of donation received. Using a number system ensures anonymity for the Donors, while they can still see that their donation was correctly received and contributed towards the authorized expenditure of Nasaru. In this way, Donors can feel comfortable that every penny they contribute is really getting directly to those who need it most. Operating Budget Future Plans and Development The current plans already represent a significantly sized project which will take a number of years to establish. However once the Organization is set up and running, it will form the blueprint for establishing similar projects in other cities and countries. As we learn and develop together, it is expected that we will make mistakes along the way. What is important is that we learn from those experiences and incorporate what we have learned into providing a continually improving service and blueprint for the future. Objectives and Priorities This Year Guidance: Now that you have some clarity about the big picture of your organization and its message to the world, it's time to break your activities down into achievable steps. In this section, think about 3-5 objectives or priorities that you can focus on THIS YEAR to help take you a few steps closer to the vision. Keep them somewhat high level and try to make these SMART: S - Specific M - Measurable A - Achievable R - Realistic T - Timebound For example, a SMART objective might be: To develop two or three packages of services and materials to support single mothers in attaining well-paid work, and launch these online by August 2012. This is specific in that it tells you what you want to do and who it will serve. You can measure the number of packages and services, and it has a deadline. Only you will know if this is realistic or achievable - there are too many variables there for me to guess! Use your own judgment and weigh these up against one another once you have 3-5 objectives to determine if they are achievable. For example, is it realistic to have this completed over the summer if you have key staff members taking vacations or going on holiday? Don't be too ambitious, but do try and make these challenging! Your objectives and priorities checklist: Did you limit it to 3-5 things? Are your objectives SMART? Do they support your Vision and fit in with your Mission? Are you clear how your values will support you in delivering these things? Are your activities spread out across the year? Have you checked the timing of them against other commitments and known patterns in your business? Are all your activities in your Communication Plan accounted for? Does it feel exciting to see what you could accomplish in the next year?! People Development Plan Guidance: In any business, it is important not to neglect the life-blood of the organization - the people! Your Board, Managers, Staff and Volunteers will need the right skills and knowledge to work together to deliver your goals. Use the template below to help guide you in planning how you'll make sure they have what they need to do this important work. Area of Development Needed Example: Website design, leadership skills, accounting, grant writing What will be done Attend a course, read a book, talk to someone and get tips When By the end of July Cost of this development (Both in terms of time and money) 2 days time; $125 Next, (and this is important!) summarize how this personal development will help your people to deliver your services better. How will investing this time, energy and resource help you and your staff deliver the organization's objectives and mission this year? Risks and Opportunities Guidance: It's a good idea to spend just a bit of time thinking about what might not quite go to plan over the year so that if we can watch out for them or take corrective action, it will limit the damage. This is called risk management. Likewise, it's a good time to think about any opportunities that we haven't thought about yet so that we don't miss any good ideas along the way. Use the tool below to think about all the things that could go wrong, and to plan how you'll deal with these things. (This is called a SWOT Analysis.) Think too about what could go really, really right in terms of new opportunities for your business. How will you react to these things? This is a very good tool to use with your Board and/or Executive Management Team as part of your planning processes. SWOT Analysis Strengths Weaknesses (List here anything you can think of that makes your organization amazing! What can you rely on to deliver your services?) (What isn't quite the way it should be yet? What is missing?) Opportunities Threats (List here any potential opportunities to really push your organization forward that you have not yet taken advantage of.) (List here anything that might get in your way of achieving your goals - such as funding you aren't sure of yet, relationships that might break down, etc.) Risk Register Use the table below to capture any risks that are identified during your SWOT analysis, and any others you are aware of that might come up over the next year. (You may want to expand on this as part of your organizational governance activities and review them at Board meetings at least quarterly.) Risks Identified Example: Grant funding is reduced and resources are not available to cover the operating costs of the organization. Controls in place Good relationships with government officials. Expertise in grant writing in house. Diversity of income sources developed Who is responsible Executive Director Executive Director Board Success Measures Guidance: All these actions and activities will be worthless if you don't know how to measure the good you're doing by undertaking them. In this section, capture how you will manage programs and monitor your success. What will tell you that the things you're doing are working to bring your message to the world and helping you achieve your Vision and Mission? Focus these on what you'll look for THIS YEAR. You may want to have up to 10 of these, or you can simply find one for each of your objectives/goals/priorities. For example: Objective: To develop two or three packages of services and materials to support single, child-free women in discovering their life's purpose, and launch these online by August 2012. Measures: Interview prep classes launched by 1 Aug 2012. 10 trainees enrolled each month between August and December. Good feedback from trainees on how useful the class was in helping them prepare for an interview. Number of trainees who get a job by 1 Jan 2013. When this will be measured: Measures of Success: (Try to have measures throughout the year) Management Plan GUIDANCE: Capture how often you'll review this Business Plan and how decisions about priorities and changes will be made. It is essential that you don't do all this great work and the let it gather dust on a shelf somewhere. Your business plan will be \"LIVE\" and will need to reviewed and updated at least every quarter by your Board and your Executive Management Team. The Action Plan Guidance: This is the most flexible part of your Business Plan. It is the part that you will use to help stay focused, keep you from being overwhelmed, and make sure that you stay on track with your plans. Use the template below to help break down your objectives and goals into manageable chunks so that you can get started on putting this plan into action NOW! There may be some things you don't know yet. That's okay! Just capture when you WILL know and what you'll do to find out. Plan to \"replan.\" Once you know more, you can plan more. Come back to this action plan at least every few months to check in on your progress. Quarter 1 (Dates: ) Action to take Quarter 2 (Dates: Action to take Start Date End Date Related Objective Start Date End Date R C Related Objective Start Date End Date R C ) Action to take Quarter 3 (Dates: Related Objective R C ) All Content Rebecca Macfarlane 2012 Not to be copied, shared, or reproduced without written permission. Quarter 4 (Dates: Action to take ) Related Objective All Content Rebecca Macfarlane 2012 Not to be copied, shared, or reproduced without written permission. Start Date End Date R C