The Annual BusinessPlan document will be reviewed on a quarterly basis with updates and recommendations provided to Council. During the course of the financial year, available resources and organisational and community priorities (strategic & non strategic and financial & non financial) may change resulting in alteration to the overall plan.
Great Plains College BusinessPlan 2013-14 | Education with Energy 3 | P a g e A reduction of operating locations in 2013 and the commitment to focus efforts on three campus locations (Kindersley, Swift Current and Warman) in addition to three program centres (Biggar, Rosetown and Maple Creek) has allowed the organization to create efficiencies in order to put our operating budget in a position of stability for the upcoming year. However, rising salary and benefit costs as well as inflation to items such as utilities leave the organization vulnerable in the long term if operating funding remains status quo.
Overall, these are not a small achievement for a young regional institution. Indeed, the Bank’s many successes reflect the successes of the region it serves. Now, after a successful initial period of operation, the Bank has entered to a new stage of business. During this phase the imminent focus of the Bank would include improving its services and overall operational effectiveness. Building on its strong foundation, the Bank has to enhance its key strengths and mitigate weaknesses. Supporting the development aspirations of the member countries, the Bank has to efficiently gear up to improve its activities and achieve more shares in providing development finance. The new BusinessPlan (2013-2017) of the Bank which is approved by the Board of Governors during its 12th meeting held on 5 July 2013 in Istanbul is the key strategic document of the Bank and will guide the Bank in its activities over the coming period. The plan provides a strategic perspective and a realistic road map for the Bank to progress its operations efficiently. Particularly, the Bank would aim to advance its vision and translate the strategic objectives into goals over the coming five year period and consider the ways and means to achieve them. The plan has been developed in view of different operating scenarios (i.e. low-case, base-line and high-case). Accordingly, based on its competitive advantage and market niche in the region, the Bank’s strategic goals over the next five years under different operating scenarios would mainly focus on following activities;
The accompanying table lists important program milestones, with dates and managers in charge, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation. A similar milestone development program will be developed for our Mount Hill location to insure its timely execution. What the table doesn't show is the commitment behind it. Our businessplan includes complete provisions for plan-vs-actual analysis, and we will hold follow-up meetings every month to discuss the variance and course corrections. Milestones
New program development will focus particularly on professional and graduate studies areas. The Doctor of Education in distance education program will accept its first students in 2008, and AU’s proposal to offer the first online doctoral program in business administration is under review by the Campus Alberta Quality Council. A consultant has been engaged to explore a model and curriculum for a doctorate in nursing. Undergraduate certificate and graduate diploma programs in heritage resources management opened this year, and a new graduate diploma program in legislative drafting will open on April 1, 2008. The architecture program mentioned in last year’s businessplan is proceeding through the various internal and external approval processes. One-time funds have also been secured for feasibility studies of new program possibilities in the professions, such as in engineering, where distance education can help meet market needs and increase learning options.
Include only the supporting documents that will be of immediate interest to the person examining your plan. Keep the others with your own copy where they will be available on short notice. Have your plan neatly bound at your local print shop or in blue, black or brown covers. Make copies for each lender or investor you wish to approach. Do not give out too many copies at once, and keep track of each copy. If you are turned down for financing, be sure to retrieve your businessplan.
The development of the College’s budget occurs at a time when the world’s economic environment is starting to improve. Despite the improvements, the economic situation in Alberta continues to be challenging and the provincial government recently tabled its 2010/2011budget which incorporates a $4.7 billion deficit. The College’s operating budget was prepared in a significantly tighter fiscal environment. After five years of six percent operating grants, base grants for 2010/2011and 2011/2012 will not increase and a number of other grants have been reduced. Other revenue sources such as tuition and ancillary operations are tied to the consumer price index and are not expected to show any material growth over the four years of this businessplan. During the same time period the College is projecting continued cost pressures tied to program delivery, provision of support services and the maintenance of a large campus with aging infrastructure.
Your businessplan should be typed. The sections of the businessplan should be separated. Notice how this worksheet has the various sections divided. Each section is separate. The sections, in order to stand out, can be bolded with a larger font size than the text. You may even choose to underline the section title. A font size of 11 or 12 is a good reading size. Keep the layout the same. If you are going to bold the titles, it is good to have all titles bolded and the same size. Keep the spacing the same – between titles and between sections. Keep it simple – in language and structure. Read it aloud to yourself. Have someone else read it for constructive criticism.
In keeping with the decision taken in 2011 to focus on these 3 strategic priorities and having learned that the best way to have impact is by focusing on a limited set of objectives, the Foundation will not work on strategic priorities 4 and 5 as identified in the BusinessPlan 2011-2014. These strategic priorities which address innovation for adaptation and mitigation and the promotion of green technologies have been addressed in part under Strategic Prioritie s 1, 2 and 3 where work on food and nutrition security and access to sustainable energy in the context of climate justice have informed the messaging of the Foundation.
A businessplan is a working tool used to assist an entrepreneur when developing a new product/service idea or when expanding an existing business. Basically, it provides three functions. One, is an action plan that describes who, how, when, why and where the business will develop and expand. Two, it assists the entrepreneur to organize his/her thoughts , providing a clear sen e of direction and identifying ways to achieve specific goals and objectives . Three, it is the key document that supports a loan application for financing .
The 2011-2012 BusinessPlan is focused on eight strategic areas which are mission-critical for the College to achieve its overall goals and objectives as described in its current Strategic Plan 2008-2013, its transformation plan, as well as the Multi-Year Accountability Agreement. The eight strategic areas of focus are recruitment, enrolment, retention, graduation rate, mobile learning, online learning, employee development, and financial stability.
The businessplan is the document at the centre of your enterprise. It states what you intend to do, how and when you will do it, how much it will cost and how to fund it and keep it going. In looking in more detail at the feasibility of your idea you have now got nearly all the information to bring together into a businessplan. Its first function is to demonstrate the potential viability of your idea to possible backers. Its second function is to give you a model plan for the development of your business and a model against which you can compare what actually happens.
These are essential but they are not center piece of your businessplan. These creative strikes are just that—opportunistic strikes, responses to present market conditions, announcements of launch, and so on. Once you know your audience and your brand – your position – the communications tactics are simple!
The going concern approach emphasizes on the future of the firm while the gone concern approach focuses on the past and the current situation of the company. Through these two approaches, banks make their lending decisions. Berry & Grant (2004) explain as “the going concern approach” the activity of collecting information about future prospects of the SME as in businessplan, interviews, accounting information and market data. Opposite to that approach is situating the firm in the worst case scenario; “the gone concern approach” which encourages bankers to collect credible signals from companies concerned with securing the repayment through valuations of the asset base (Berry & Grant, 2004). To reduce the information symmetry from the perspective companies, the transparency of should be increased by disclosing their complete financial statements. In order to reinforce reliability of the information provided by the companies, a recommendation would be that the financial statements are developed by a respected accounting company. In order to obtain the financial resources form the bank as well as favorable repayment options; the previous recommendations regarding both approaches must be followed.
This section should include a summary of the financial projections. This summary should describe the feasibility of the business in terms of sales, growth, net income, cash flows, expenses, etc. The potential lender for your business will examine this section of the businessplan in great detail to assess the viability of your business. The viability of your business will determine the final decision of the lender to accept or reject the loan application. To show a realistic picture of the business feasibility, it is recommended to prepare financial projections for a minimum of three years. Three years of projections will allow the business owner as well as the lender to assess the development of the business. The projections will indicate the evolution of sales, expenses, and cash flows and determine the viability of the business. If you would like an NBDC consultant to help you prepare the financial projections for your business, you will need to provide the following information:
Include only a summary of the financial statements and projections in the body of the businessplan and pro forma balance sheets for at least three years (recommended five years). Provide monthly projected figures for the first and second year, quarterly figures for years three and four and annual projections thereafter.