Tag Archives: school

Businnes Plan

Art School Museum Business Plan


Art School Museum Business Plan


Hands On! Children’s Art Museum of Chicago. (Hands On! ) is an 501(c),(3) nonprofit organization. “Hands On!” is a new organization that aims to provide unique, meaningful arts programming for every child, to educate children in the art and to create an audience for the artist for life. We will offer a dynamic and ever-evolving program. Our programs will include fine arts, but we are primarily focused on visual art. The majority of activities are open-ended and can be enjoyed by anyone who walks in. The Museum will be staffed by working artists, and all structured activities will be led by master artist-teachers.

The President’s Committee on the Arts and Humanities and the Arts Education Partnership initiated a study last January to examine the effect of arts experiences on young children and to discover how and why they changed. The evidence shows that children who are active in the arts have a higher success rate than those who aren’t. Champions of Change examined the evidence and found that arts participation can lead to positive habits that will help other disciplines. It also has the ability to reach students at high-risk when other disciplines are not. The arts offer young people authentic learning experiences that engage their hearts, minds, and bodies. Arts education can be a learning tool for students. It can inspire creativity, self-discipline, as well as the skills and confidence needed to overcome the many challenges that they face throughout their lives.

The three founding board members, all mothers of young kids, are uniquely qualified and equipped to carry this project off the ground. Karolyn Kuehner, Executive Director, holds a Bachelor of Music degree in Piano Pedagogy and a Master of Music degree in Piano Performance and Pedagogy, with highest honors, from Chicago Musical College of Roosevelt University. For more than ten years, she served as a Lecturer in Piano at Roosevelt University. Elmhurst College and Concordia University also had her on their piano faculties. Ms. Kuehner, who was recognized for her contributions to piano pedagogy, received the D.H. Baldwin Fellowship. Ms. Kuehner is an active Brownie Troop leader with the Girl Scouts of Chicago and is an advocate for homeschooling. Ms. Kuehner was a guest on Educate! On Channel 20 and Medill Reports from Northwestern University. Interviews with Ms. Kuehner have appeared in Chicago Parent and the Homeschooling Link.

Sheri, Operations Director, holds both a Bachelor of Arts and Master of Public Administration degrees from Governors State University. She was previously the Beverly Area Planning Association’s Housing director, a non profit community organization. Ms. Jendra has also been an Assistant Planner at the Northeastern Illinois Planning Commission. Ms. Jendra has been active in various capacities as a volunteer at St. Barnabas Catholic Church Elementary School and in a variety youth sports activities.

Nancy McGourty, Marketing director, has a Bachelor of Science (Commerce) degree from DePaul University, with a major of Marketing. Prior employment included the positions of Assistant Vice President/Marketing for Founders Bank, Economic Director for the Beverly Area Planning Association and Marketing Officer within the Corporate and Institutional Banking section at First Chicago Bank. Ms. McGourty actively participates in the Beverly/Morgan Park community, as a director with the Southwest Beverly Improvement Association as well as as a volunteer at Sutherland Elementary school, St. Barnabas Catholic Church, as well as the AYSO.

Our Board of Director members include the founder board members. They are joined by James Lindsey and Paul Tuminaro who are both Chicago-based artists advocates and members of the NewGroup Board of the Museum of Contemporary Art.

We need funding to cover the initial costs of starting up, legal costs, leasehold improvements and rent and associated expenses.

We estimate that approximately 60% hands on!’s annual revenue comes from a combination of admissions, programming, memberships, and other related activities. The remainder of our funding comes from:

  • Writing proposals to obtain grants

foundations.

  • Solicitation of individuals, corporations, or small businesses.
  • An annual benefit concert with large scale benefits for families, as well as special events.
  • Many small-scale fundraising events.

    • Objectives

    Hands on!‘s goals during the first year are:

    • Earned revenue can be generated from membership and admission fees, programming and outreach, as well as retail sales and special events.
    • To secure new funding sources including foundation grants, government grants, and private and corporate donations.
    • To have 375 total paid members.
    • Our outreach programs are designed to reach 1,500 children.

    Mission

    hands on! aims to help children of all age develop their creative potential through visual and performing arts. Hands on! aims to provide a safe environment for children of all abilities and ages to express themselves through the fine arts. Hands-On! creates a work environment that is creative, challenging, rewarding and respectful of individuals and ideas.

    Keys to Success

    This topic was not included in the original business plan, but is included here as a placeholder for others using this plan as a guide. You should remember that the default outline has been created to be flexible. Each business plan is unique so the topics in the outline are often omitted and others added. The outline should be used as a guideline and not as a checklist. You can add and delete topics easily. Make it your plan, not the software’s plan.

    Businnes Plan

    Driving School Business Plan


    Driving School Business Plan


    Markam Driving School (MDS) offers a wide range of driver services. Markam Driving School’s ultimate goal is to be a one stop facility for all driver requirements, including licensing, registration, and so on. But, Markam primarily offers private and corporate driver education in Seattle, WA. MDS has been positioned as an affordable facility offering excellent service.

    1.1 Objectives

    Markam Driving School, MDS (MDS) has three years to achieve the following goals:

    • In the third year, sales revenues will reach approximately $2.1million
    • You can expand by opening two additional facilities in Portland, OR or Tacoma.
    • Become the low cost provider of comprehensive driving education services in the Pacific Northwest.

    1.2 Mission

    Markam Driving school’s mission is simple: to provide driver education courses that are convenient, comprehensive, and high-quality at a reasonable price. SAFETY is the most essential aspect of driver education. Markam Driving School strives to produce drivers who are safe and competent in driving.

    1.3 Keys to Success

    Markam Driving School has reached a significant point in its history. The company has a great track record of offering affordable driver education services at a comparable price for the greater Seattle region. Now, it is looking to expand its reach into the Pacific Northwest. Two additional facilities will be opened by the firm, one in Portland, OR, and one in Tacoma WA.

    When the company was established six years ago, the owners saw a huge untapped market. There was no company that could offer the driver education they needed at the most affordable cost. Large companies were charging too much for their services and the local companies were not providing enough programs and services or they were poor quality. This was where the opportunity lay in forming synergies between organizations that were either suppliers or buyers. This allows companies to reduce costs, gain market share, and shut out competitors. Since the beginning of MDS, this has been MDS’s winning strategy and business model. The company’s successful growth in mature markets has been a testament to its management strategy. Now the company is ready to expand and the keys to success over the next three years for such an endeavor are as follows:

    • Lower costs so that the company’s gross margin increases to 66%.
    • Each facility should have a cost control office that reports to the president.
    • For every employee, implement a cost-reduction plan.
    • For further cost reduction, strengthen and pursue strategic alliances with suppliers.
    • Strive to secure contracts with organizations that require our services like police departments and high schools.


    Businnes Plan

    Dog Obedience School Business Plan


    Dog Obedience School Business Plan


    Canine Critter College, also known as Tri C, is a Eugene dog obedience school. Canine Critter College has a unique approach to dog obedience. Tri C does not train dogs, but teaches owners how to properly train their dog. Understanding the dog’s social and physical behavior and establishing clear communication with them is one of the most important lessons you can learn.

    Canine Critter College will use this strategy to build long-term happy customers. Canine Critter College is a customer-centric business that will always gain market share. This is due to its training philosophy and customer-centric approach.

    Canine Critter College will be profitable by month seven, and will generate $91,000 in revenue for the third year.

    1.1 Mission

    Canine Critter College has one mission: to provide the best dog training program possible. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. We will exceed your expectations with our services.

    1.2 Objectives

    The following objectives will be met in the first three years after operation begins:

    1. To create a service-based firm whose main goal is to exceed customer&#8217’s expectations.
    2. To increase the number client by 20% per annum.
    3. To develop a sustainable start-up business.

    1.3 Keys to Success

    Delivering a service that customers love at a reasonable price is the key to success. Success is achieved through a customer-centric business approach.


    Businnes Plan

    School Fundraising Business Plan


    School Fundraising Business Plan


    Catholic School Development Foundation, (CSDF), will be a nonprofit operating foundation whose sole purpose it to provide guidance and support in the areas of development and fundraising to Catholic elementary or secondary schools. Operating foundations are defined as “An organization that uses its resources for research or provides a direct service.” (Foundation Directory of 1995, p. vi.)

    Most operating foundations are dependent upon large endowments. But this foundation is based on a “living endowment”. This term refers to the sisters/brothers/priests who taught several generations of immigrants and then lived a life of poverty. Our Catholic schools have never had a financial endowment. Instead, their flourishing at very low costs to families is due to their living endowment.

    A living endowment is not required to operate CSDF. However, it does not mean that consultants who work through CSDF need to be religious. It does not necessarily mean that CSDF employees will live in poverty. Compensation can be just the same as for-profit organizations. Understanding the costs and fees associated with for-profit consulting is key to understanding how this is possible.

    The industry-standard fees for campaign work charged by for-profit businesses average $15,000 per customer per month. Of this amount, about one-third goes to the consultant doing the work, another third is overhead (primarily training costs and the cost of making presentations across the country for new work), and one-third is profit to the owner of the firm. This standard income/expenses structure poses a problem for the for-profit and offers an opportunity for non-profits.

    Young consultants are the problem for traditional firms. They see the monthly fees and compare them to their salary and decide that they can handle it on their own. The established national firms also face high turnover, training and recruitment costs, as well as a chronic shortage of experienced consultants who do the actual work. The new competition has also increased the number of local competitors. Over the last ten years there has been an explosion of development consulting firms, most with no one in the firm except the owner. Although it may appear on the business card that John Doe & Associates is listed, there are seldom any associates.

    One-third of fees, which would normally be profits, is an opportunity for the non-profit. What if, instead of buying a house on the beach for a firm owner, those profits were set aside each month in a cash reserve to serve Catholic schools that cannot afford development counsel? While Jesuit High School may easily afford high monthly fees, St. Ann’s Indian School cannot. CSDF is able to save money on one client’s ‘#8220profits to send a consultant directly to St. Ann&#8217.

    1.1 Objectives

    1. One client in Year 1, four clients in Years 2, seven in years 3. From this point forward growth can occur much faster.
    2. Sales have grown steadily between Year 1 and Year 3.
    3. Breakeven in three consecutive years while CSDF builds its name and reputation. Generate earnings in year four allowing us to begin gratis consulting projects.

    1.2 Mission

    Catholic School Development Foundation exists in order to offer development counsel to America’s Catholic elementary, and high school schools.

    • We are specialists because we are focused on this one objective.
    • We take the long-term approach to building lasting relationships between the school’s supporters and the school, thereby removing profit pressures.
    • We will always look out for the long-term best interests of clients. If you are not ready for a campaign, we will say so. If you are not ready for a campaign, we will let you know.
    • We are not fundraising experts, but development consultants. We take a comprehensive approach to the financial health of the school.
    • As consultants, our primary role is much the same as that of a teacher. Our primary job as consultants is to teach by “doing”. This implies that there will be a partnership between student and teacher.

  • Because we understand the unique circumstances involved in raising money for schools, our consultants are only those who have previous experience in this area.
  • We are a not for profit organization. However, in order to attract the best specialists, we must compete against the largest companies in the country. We offer a sliding scale of compensation, but we ask that clients remember this when they look at our proposal.
  • Campaigns can be stressful. Prayer keeps us grounded, helps us remember the mission behind the money and resolves all misunderstandings. It helps to overcome fear and encourages those who give. We believe that prayer is an integral part to success.

    • 1.3 Keys To Success

    The keys to success are:

    1. Capability to attract and retain qualified personnel.
    2. Perception in the marketplace as a specialist serving Catholic schools.
    3. Establishing trust and promoting their cause as a nonprofit.

    In a consulting firm, the ‘#8216’ capital walks out the front door every evening at 5 o’clock. The firm’s experience level is its only equity. This represents the ability to attract future clients.

    It is hard to keep experienced staff. In the 1980s, there was a surge in new consulting firms providing non-profits with consulting services and fundraising. Many independent consultants were trained by national firms. The organization that finds a way to attract and maintain qualified personnel will prevail. This is the most important factor in success.

    It is tempting to start your own business once you have some experience. The answer lies in the nature and structure of an undeveloped industry: fundraising consulting is the most ‘low entry barriers’ business.

    • There are not any education requirements.
    • There are not any requirements for a professional level.
    • There are no licensing requirements. An individual who cuts a ten dollar hair must be licensed. Consultants who are leading campaigns worth $10 million or more, placing an organization at high risk, do not require licenses.

    • Ultimately, getting work is a function of relationships, not experience and knowledge. It is hard for Board members to distinguish between good salesmen and experienced professionals because they have very little experience in major gift fundraising.
    • It only takes one successful campaign to launch a career as a consultant, especially if that school was a high-profile prep school.
    • Finally, the costs of office and start-up are minimal. Since clients never visit the firm, a home office will easily suffice. A great voice mail system could give clients the impression that you are a larger firm. Many small-sized firms were started for less than $5,000.

    It is easy to start your own business. It is important to retain qualified employees if an organisation wants to grow. It must make it more appealing for consultants to stay than leave to achieve this. This is the central issue we will discuss later.