Executive Summary
All4Skills is a tax-exempt and non-profit making organization that provides the local community with sporting and life skill programs for youths. All4Skills offers its services to participants ranging from kindergarten, middle primary, and high school. Services provided include positive learning, life skills, and awareness programs for educating the youth on drugs and HIV/AIDS.
As an organization built on the fundamentals of growing an informed set of youth who will take the community to the next stage, we pride in unlocking the potentials of the young people. To carry out this task, All4Skills intends to place itself as a premier provider of affordable sports experiences and to make these experiences available for all youths.
To meet its goals, All4Skills will design a series of strategic partnerships with both governmental and non-governmental organizations with similar aspirations. Fundraising activities are our core form of outsourcing funds to navigate through our set goals. To carry out this strategy, it shall set up a Fund Foundation (FF) and formidable fund management approaches.
Since its start in 2008, All4Skills has made tremendous progress in many ways. Firstly, the number of participating youths rose by 75% from 2008 to realize 2000 actively involved youths. Secondly, school progress reports indicate that youths have improved their personality and behavior. The organization has put in place mechanisms to for quality and integrity of its programs.
In evaluating the impact of the program, community surveys conducted show that school deviance in schools has much reduced. Additionally, literacy levels for both school going and non-schooled children have risen in the last two years of its service. Scholarship programs because of improved talent in sports, and general skills have been imperative steps in achieving progress.
Currently, major challenges face All4Skills and future presents overwhelming tasks. These include the influence of alternative programs, lack of adequate volunteers, constrained educational and training resources, changes in property tax policies, and facility requirements. Although the challenges are inevitable, the management board, staff, and the volunteers continue to give quality experiences to the youth in an efficient way.
Situation Analysis
Youths need to get access to affordable programs that benefit them socially, mentally, and spiritually. In utilizing these services, youths can gain from attributes developed afterwards. Numerous studies reveal that youth involvement in active sports positively develops them physically and mentally. Engagement in active physical activities cushions a person against diseases such as obesity and hypertension.
Many studies show a significant correlation between physical fitness and reduced juvenile crimes, drug use among other defiant behaviors. Research is abundant with evidence that investment in the lives of children in a constructive way reduces the social and law administration costs. This significant evidence continues to prove the importance our activities.
Market Summary
U4sillks offers relevant social and team experiences to community youths in private, public, and home-schools. The experiences provide quality recreation and improvement of sporting skills, health and fitness. Furthermore, we offer programs that develop teamwork, fair play, and leadership. One of the intangible benefits accessible to its participants is gaining self-confidence and esteem (Godwin, 1998).
Marketing Strategy
All4Skills focuses on three basic areas in achieving success with the available resources to our program.
- All4Skills provides an equal opportunity for all youth to take part in the program.
- U4Skills provides a value-oriented and safe atmosphere in which the participating youths gain skills in sportsmanship, teamwork, and interactive life skills.
- A wide variety of sports experiences to develop personal confidence and self-esteem.
Strategies employed to achieve our goals include program expansion through market penetration and diversification.
Program expansion through market penetration
The first tactic shall involve conducting aggressive school campaigns within the target area with an intention to increase the number of users benefiting from the program (Godwin, 1998). This strategy shall increase the cash reserves and assist to improve the quality.
The second tactic will involve the following action plans:
- All4Skills shall conduct presentations in various schools to create awareness with an aim to mobilize their participation.
- Facilitating sports activities by awarding talented youths.
- Special needs partial sponsorship program with support from donor funds.
Diversification
Strategies involved will target both current and future programs to meet organizational goals. Additionally, new users shall enroll in the process to widen our target portfolio. Future programs actions adopted by All4Skills include the following:
- All4Skills shall change the existing programs to improve its quality provision to participants.
- All4Skills shall strategically design programs with an aim of expanding the target as well as program portfolio.
- increase the number of persons who benefit from the services.
- dropping programs that are non-beneficial
Strategy planning Matrix
The organization will use matrix below to formulate its strategies. Derivation of the programs depends on the target populations, risk level, and costs.
Some of the growth strategies that the organization intends to use shall include market penetration, product development, market development, and diversification (Kotler & Andreasen, 2003). Partnership with other organizations is fundamental in achieving our strategic goals. Generation of strategies will follow immediately after the choice of decisions.
Cost-Benefit Analysis
It is a technique used to decide which alternatives are likely to yield the greatest returns on more funds investment. It is also known as cost effectiveness analysis to set up the investment activities or programs which when undertaken, would give the most service outcome (Kotler & Andreasen, 2003).
The program strategic growth shall expend its reserves to give quality services and later yield more fees. The program prospects to cost the organization about $100,000 from its activities for the next one year. Cost elements relevant to this spending are from the strategic activities mentioned earlier.
This process would in turn benefit our organization through extra fees to the tune of $65,000. We project that our partnerships and linkages with the external organizations and donor will generate about $105,000. The net expected benefits for the coming year are $70,000. However, the organization shall gain many non-quantifiable benefits, which include the following:
- increased satisfaction of its participants
- improved organizational or corporate reputation gained from its activities.
- increased participants’ self-worth and esteem
- Increased social competence and life skills
- Increased awareness of the community
- Increased service portfolio
Forecasting for All4Skills
It is a technique used for estimating future elements of a business or operations. It is an important process since it gives a representative picture of how future operations of an organization to allow preliminary planning (Kotler & Andreasen, 2003). All4Skills expect a hopeful future and it shall use forecasting techniques to gain insight of its future development.
The success of any operation or organization depends on how efficient its management can forecast its future and design relevant strategies to discuss the likely future scenarios (McDonald & Wilson, 2011).
In this process, the organization shall make good use of both qualitative and quantitative approaches to forecasting. Qualitative approaches are methods used by experts to generate forecasts especially where no historical data is present (Luther, 2011).
Additionally, changes in conditions affecting business operations may give such historical data obsolete and irrelevant in making future forecasts. Under this group, All4Skills shall use the approach of scenario writing as a qualitative method. On the other hand, quantitative methods are useful in establishing future elements of a business based on analysis of historical data.
Scenario Writing
The forecaster begins from a set of assumptions to develop realistic situations in this method. The process will benefit from a derivation of organizational scenario based on a given set of conditions (McLeish, 2010). In this process, the forecaster shall encounter many scenarios from which decision makers will select the most likely that applies to its operations.
Time series using projection of trend
The technique relies on the underlying long-term patterns of observations to arrive at future values. The growth in the number of participants is a critical element that measures the progress of All4Skills since its aim is to grow a large set of skilled youth within its area of operation.
Historical data show the trend in growth over time. Based on this trend, the organization can figure with some degree of certainty how the picture would be in the future (Allison & Kaye, 2005) and (McDonald & Wilson, 2011).
Conclusion
All4Skills focuses on bettering the lives of youths through training in sportsmanship, life skills, leadership, and co-operation. The program has succeeded in many ways since 2008, and records show growth of 75% in membership.
The organization attributes these successes to its strategic partnerships, highly skilled staff, government support, and community involvement. Development of youths through nurturing of talent remains the driving force of our organization.
Community surveys have shown that the All4Skills has positively influenced the lives of many youths both directly and indirectly. Participating youths who have remained actively involved to the program have shown positive development in respect of self-confidence, esteem and talent growth. Behavior change among these youths is clear from progress reports maintained from foster schools attended by these youths.
The organization anticipates delivering quality service for participants and diversification into many related programs, to help its target population wholesomely. Our target is to improve our service delivery and increase the number of participating youths for the next activity year.
Additionally, we project to expand our service portfolio through extensive marketing with an aim of increasing fees. Our core emphasis is to differentiate our services from the rest of the market players and creating appropriate public relations programs.
The organization uses the cost benefit analysis to measure the real outcome against the expenses. The analysis evaluates both quantifiable and non-quantifiable benefits to both the organization and the youths. Therefore, application of quantitative and qualitative techniques assists in forecasting of the future progress.
References
Allison, M. J., & Kaye, J. (2005). Strategic planning for nonprofit organizations: a practical guide and workbook. New York, NY: John Wiley and Sons.
Godwin, T. M. (1998). Peer Justice and Youth Empowerment: An Implementation Guide for Teen Court Programs. New York, NY: DIANE Publishing.
Kotler, P., & Andreasen, A. R. (2003). Strategic Marketing for Nonprofit Organizations. New York, NY: Prentice Hall.
Luther, M. W. (2011). The Marketing Plan: How to Prepare and Implement It. New York, NY: AMACOM Div American Mgmt Assn.
McDonald, M., & Wilson, H. (2011). Marketing Plans: How to Prepare Them, How to Use Them. New York, NY: John Wiley and Sons.
McLeish, B. J. (2010). Successful Marketing Strategies for Nonprofit Organizations: Winning in the Age of the Elusive Donor. New York, NY: John Wiley and Sons.