SE Biz Plan Template

S OCIAL E NTERPRIS E
BUSINESS PLAN
CAFÉ D’PALETTE
Liang Aik Kwan, Derek
June 18, 2008

SECTION 1: CONTACT INFORMATION
Name:
Designation:
Organisation:
http://
Email Address:
Contact No: (Office)
(Mobile)
Mailing Address:
Singapore
Describe briefly your organisation’s current works:
SECTION 2: PARTNERS INVOLVED IN SE

Please fill in this section if project involves partner(s) external to your organisation.
Name(s) of partner organisation(s):
Movement for Intellectual Disabled Singapore (MINDS)
Singapore Association for the Deaf (SADeaf)
Society for the Physically Disabled (SPD)
Partner(s)’ Website(s): http://www.minds.org.sg

http://www.sadeaf.org.sg
http://www.spd.org.sg
Describe briefly the current works of the partner(s) and their role in the enterprise:
MINDS is one of the oldest and largest non-governmental organisations catering to the
needs of the Intellectually Disabled in Singapore since 1962. It runs Special Schools;
3 Employment Development Centres, Training and Development Centres and Residential
Home to cater to the educational, vocational, social and welfare needs of the intellectually
disabled.
The Singapore Association for the Deaf (SADeaf) is a member of the National Council of
Social Service/Community Chest of Singapore. It is also affiliated to the World Federation
of the Deaf. Its mission is to assist the Deaf to achieve a better quality of life and to enable
them to integrate and contribute to society.
At the Society for the Physically Disabled (SPD), we work towards the integration of people
with physical disabilities into mainstream society. Through programmes that encompass
rehabilitation, employment, training, education, consultation and assessment in assistive
technology, day care, and social service support, we work in partnership with people with
physical disabilities to maximise their potential and to help them to be self-reliant and
independent.
Café D’Palette will be an enterprise for a spectrum of Person with Disability (PWD).
MINDS, SADeaf and SPD (probably SAVH and APSN) play the critical role in providing
quality PWD human capital to the enterprise, and will undertake the functions of vocational
assessment, off-job and currency training, as well as on-job follow-up support. Being the
agency who best understands the PWD’s capability and limitations, their occupational
therapists, psychologists and physiotherapy will also be advising on job fit, workplace
modifications and work process.
SECTION 3: THE BUSINESS MODEL

Description of My Business
What business will you be in? What will you do?. What are the enterprise's goals and
objectives?
The business is a café that serves Western-style food. The ‘D’ in the name refers to
disability and Palette (read in french) connotes the multi-talent, colourful mix of the PWD
workforce. The objective of the business is to demonstrate that an entirely PWD-run F&B
outlet can be profitable and sustainable in the long run. If proven so, it will provide a
successful model for more business owners to latch on and replicate, and hence provide
open employment for PWD in Singapore’s growing service industry, on a large scale. This
will enhance the financial independence and promotes deeper social integration for the
disabled.
Targeted Market and Customers
Describe your customer profile and why they want or need your product or service. Has a
market survey been conducted to assess the level of demand?
Option 1: The targeted customers are the middle-income group from the island’s
heartlands, and covers residents and office executives within vicinity of the Café. This
ensures sustained, high customer turnover both during lunch hours and after office hours.
The location is chosen in the heartland to keep rental cost at a minimal, and also to avoid
the fast pace of the town area, where demand on speed is generally higher and
customers are generally more high-strung.
Option 2: The targeted customers are middle-income nature-goers, such as visitors to

town parks, Botanic Garden, Zoological Garden or Nature Reserves. They are likely to
dine at the Café with a more relaxed and receptive psyche and can spend more time
taking in the myriad of unique experience offered by the Café.
Ample space in places of nature will also facilitate a generally larger floor area for
operation within the Café, which may be needed as access space for some wheelchair
bound PWD staff.
Products & Services

Describe in depth your products or services. What factors will give you competitive
advantages or disadvantages (e.g. level of quality, unique or proprietary features)?
Café D’Palette sells Western-style food that includes burgers, fish & chips, steaks, chops,
seafood, cream soups, fries, salad. We adopted the differentiated marketing strategy in
our menu to decide on our products and their attributes. 5 benefit segments are identified
as our targeted customers.
1. Economy segment: This segment targets families as the main group, and the type
of meal includes family bundles such as assorted meat patty platters for 3 to 4,
jumbo fries pack, etc.
2. Convenience segment: This segment targets working executives looking for a
quick meal during lunch hour. Services such as ‘express lanes’ offering ‘generic
orders without customisation’ will be provided.
3. Taste segment: This segment targets food-lovers who go primarily for food quality.
The product types are high-end produces include non-frozen beef/sirloin steaks,
grilled seafood, etc.
4. Health segment: This segment targets health-conscious individuals. Our meals are
healthy, with 75% less salt, 100% more coleslaw and olive oil used for frying.
5. Ethics Segment: This segment targets all religious groups or environmentalist. Our
meals are Halal certified, and will include vegetarian menu for Hindu and
Buddhists. We also promote environmental conservation. We use plastic wares to
serve our meals, and offer $0.20 refund if the infosheet used on the tray are
returned after each meal.
While going for menu differentiation, it is of foremost importance not to introduce too
many variables into the food production process, especially for the PID plate setters.
Pricing Power
What are the prices at which you plan to sell your product or service? Explain how you
arrived at this pricing structure, and why it should be profitable. Explain the unique
qualities or circumstances concerning your product or service that will enable you to
maintain this profitable pricing.
We adopt the pricing strategy based on 4 factors:
1. Cost recovery sets the lower bound. Pricing should at least cover production cost
and other related expenditures.
2. Competitors’ pricing sets the upper bound. For similar products, customers can
always shop around for the best prices.
3. Competitive advantage is our ability to keep production cost low (lower human
capital cost). It allows us to set competitive price yet enjoy a healthy profit margin.
4. Customers’ price sensitivity is generally high with regards to F&B. Setting high
price can translate to high service and food quality or value perception by
customers.
For the first year, pricing will be kept near the lower bound to achieve market penetration.
This is crucial especially in a highly price sensitive market to attract more customers and
win market shares. As more people know us, we will introduce bundling and captive
product pricing strategy, for e.g. sell a basic meal at higher price but offer a enhanced set
meal at reduced price, and sell first meal at normal price but next two meals within the
next seven days gets 10% and 20% cheaper.
Strengths & Core Competencies

Describe your most important business strengths and core competencies. What factors
will make the enterprise succeed?
Our strength is an understanding of the capability and limitations of the various PWD.
This is the single most important ingredient to be able to find the best job-fit for each and
every PWD in the café.
Key Success Factors

Low human capital cost. PWD ought to be paid competitively but at a discount to market
rate in view of their lower productivity and versatility. Low human capital cost goes beyond
lower staff wages, but cost avoidance in terms of the normal recruitment and training
efforts, which are largely bored by the partnering VWOs.
Vocational Assessment and Support Network. A reliable and dependent

vocation/functional assessment of suitable PWD candidates to be employed in the Café
D’Palette. (See Section 5: Management of Beneficiaries). During employment, there is the
critical phase of adjustment to the working environment for the PWDs. Working with
VWOs and gaining their support in these areas is therefore key to the success of the
project.
Progressive Training and Training Facilities Network. Training for PWD staff is critical to
adequately prepare them for the job in the open market. A three-step training regime
starting from sheltered training, off-the-job open training to on-the-job training has been
identified for the PWD staff to ensure quality service level at the Café. Arrangements can
be worked out to share existing facilities in Metta Welfare Association, MINDS or
Mountbatten Vocational School and by qualified training officers within the VWOs can
reduce the training cost bore by the business owner while ensuring training effectiveness.
Growth Trends In This Business

Describe your industry. Is it a growth industry? What changes do you foresee in the
industry, short term and long term? How will the enterprise be posed to take advantage of
them?
According to an article in Business Times (12 Mar, 2007), the F&B sector is set to sizzle,
with high growth potential with rising global demand for convenience and ethnic foods.
The F&B will also benefit as Singapore seeks to diversify its economic make-up away
from manufacturing to service industries.
Another social development in the making is the government pledge in the area of
progressing as an all-inclusive society. The political will to improve the employment
opportunity of the PWD in order to achieve financial independence is manifested in many
high-profile initiatives, particularly in MCYS Enabling Masterplan and the Social
Enterprise Committee led by Mr Philip Yeo.
GROWTH PLANNING
Expansion Planning
Describe your growth plans: You might include sources of financing, cash flow projection,
increase in capacity/ product range, incentive compensation plan for managers, benefits
package and policies, economics of scale etc.
Expansion plan for the 3-4th year includes

1. Opportunities for more types of PWD to join, including person with
psychiatric disability, or even person with Autistic Disorder Spectrum (ASD).
2. Staff compensation plan such as variable market bonus, staff insurance,
etc.
3. Include call-in and delivery services
4. Enhance the training & support facilities at VWO
5. Franchise (at token franchise fee) to proliferate this business model
Scenario Planning
Describe possible scenarios of adverse conditions that could affect your business (e.g.
SARS, manpower crunch, new competition) and how you intend to respond to them.
Prepare a cash flow projection based on lowered expectations and show how and where
you would reduce costs to maintain liquidity.
Within any F&B venture, there are two internal high-risk scenarios, i.e. hygiene bleach
and safety bleach. The safety risk is slightly higher when PWD staff are hired, as they
may lack the mobility, communication skills or cognitive capability to effect safety
precaution measures. Management of safety risks starts from the partnering VWO, and a
dedicated safety management plan will be draw together with the advice of Occupational
Therapists. Hygiene risk is contained as the staffs undergo equally strict hygiene routines
in their respective training environment.
External to the business, a manpower crunch has limited impact as Café D’Palette draws
from a unique labour pool. The large catchment of employable PWDs from several VWOs
also assure the required PWD staff for the business.
In the improbable event of an avian flu outbreak, poultry will be taken out of the menu,
and stricter hygiene checks will be imposed. If it’s SARS, staff who are assessed unable
to cope with the complexity of the situation should be substituted with person without
disability. At the extreme, the operation may have to be suspended as it is not easy for
PWD to re-learn or the workplace to re-adapt to SARS-ready in a short notice time.
SECTION 4: THE SOCIAL IMPACT MODEL

Description of the Social Cause
Describe how your business will benefit society.
Targeted Beneficiaries
Describe: Your beneficiary profile, why they need help, and how they will benefit from
your social enterprise.
Innovation
How is your social enterprise different from existing service providers or social service
Most of today’s SE projects in the F&B industry (Metta’s Happy Arts Deli, IMH’s Barista
Express Café) or similar VWO functions (MINDS Canteen, MVS’s Café Appetit) are not
geared towards permanent employment for the PWD, but rather training-oriented facilities
to prepare beneficiaries for open employment. Results of such open employment are
mixed, both in terms of placement rate and employment duration. Café D’Palette aims to
be the enterprise on the higher-up level (not same level) of this human capital value
chain, to hire graduates from such training facilities. By becoming Singapore’s first truly
commercial F&B SE, Café D’Palette offers a synergistic and complementary solution to
enhance the viability of these training facilities. Operating an entirely PWD-run enterprise
that spans across disability cannot be undertake by any single VWO or organisation,
which are rather stove-piped today.
SECTION 5: THE VISION AND THE PEOPLE

What is the vision and mission of your social enterprise?
The vision: To promote a truly all-inclusive Singapore society where PWDs contribute
actively and gainfully in the socio-economics scene.
The mission: To be able to offer uncompromised service and product quality to the
customers, and the best experience to our customers and to our PWD employee.
THE PEOPLE
Work Experience Related to My Intended Social Enterprise
Describe your work experience in the business you plan to start including a list of your skills
and knowledge, which will be required in your social enterprise.
Personal Background and Education (CV)

Describe yourself including your education.
Professional Consultants
List the names of your lawyer, accountant, insurance agent and any other professionals you
have or are intending to engage in respect of your social enterprise.
Details of Management Team

Provide a brief description of the individuals on the management team, their work
experience and area of expertise. Include any mentors or key advisors.
Business Owner
…
Volunteers
1. Mr Liang Aik Kwan, Derek……. Naval Engineering Officer, Volunteer with MINDS (>13
years) and SADeaf (10 years), Vice-Chairperson of volunteer group Deafinitely Boleh!
THE PEOPLE
2. Mr Gerard Francis………………Lecturer, Temasek Polytechnic, Member of SADeaf’s

EXCO.
3. Ms Lynne Tan ………………….. Auditory-Verbal Therapist with NUH, MSC(Speech &

Language Pathology)
4. Ms Lynette Koh………………….Lawyer, SADeaf’s Legal Clinic
VWO
1. Mr Leroy Lee ……………………Social Enterprise Division Manager, MINDS

2. Mr Nandana Koh ……………….Deputy Director, Metta Happy Arts Enterprise
3. SADeaf’s Rep
PERSONNEL
Details of: Number of employees, type of labour (skilled/ unskilled/ professional), where and how you
will find the right employee, pay structure and training etc.
THE PEOPLE
Suitable
Position No Type Source Training Facility Average Wage
PWD
Kitchen
SPD,
Fryer 1 PPD, PHI Skilled To be established $600
SADeaf
SPD,
Griller 1 PPD, PHI Skilled To be established $600
SADeaf
Controller 1 PPD Semi-skilled SPD To be established $800
Dish Washer/ MINDS EDC,

2 PID Semi-skilled MINDS $350
General Cleaning Happy Arts Deli
MINDS EDC,
Plate Setter 3 PID Semi-skilled MINDS $350
Happy Arts Deli
Counter
Order taker/ SAVH,
2 PVH, PPD Semi-skilled To be established $600
Cashier SPD
Navigator/ PPD(mobile), SPD,
1 Semi-skilled To be established $1,200
Supervisor PHI (oral) SADeaf
Floor
Servers/ Table SADeaf,
4 PHI, PID Semi-skilled Happy Arts Deli $350
Setters MINDS
General/ Toilet
1 PID Skilled MINDS MINDS EDC $350
Cleaning
Management
Café Manager/ Ast
PPD
Manager (incl open SPD,
2 (mobile), PHI Skilled N.A. $1,600
& close accounts SADeaf
(oral)
daily)
MANAGEMENT OF BENEFICIARIES
Hiring Process
Describe your hiring process. What is the profile of the potential employees? What is your
understanding of the needs of the beneficiaries?
We rely primarily on our partnering VWOs for hiring of staffs, though we do not rule out walk
THE PEOPLE
in applicants, which we would refer them for vocational assessments with the VWOs.
Minimum criteria for each job scope

PID (Kitchen) – IQ > 50; no/mild ASD; not on medication; good fine motor skills
PID (Floor) – IQ > 50; no/mild ASD; not on medication;
PHI (Kitchen) – No restriction on hearing loss
PHI (Floor) - Mild to moderate hearing loss (after HA/cochlear corrected); basic oral skills
PHI (Navigator/Supervisor/ Manager) - Mild hearing loss (after HA/cochlear corrected); good
oral skills, good command of English
PPD (Kitchen/ Counter) – wheelchair-bound
PPD (Navigator/Supervisor/Manager) – high mobility; good command of English
PVH (Counter) – Braille Trained, English speaking
Training & Support

What support structures (training, counseling etc) are planned for the beneficiaries? Who
would be administering the support programmes?
Vocational Assessment and Support Network.

A reliable and dependent vocation/functional assessment of suitable PWD candidates to be
employed in the Café D’Palette. We recognized that wrong attitudes of PWD and mismatch
in expectation, rather than aptitude, are major hindrance to successful open employment for
PWD today. We believe the respective VWOs can be roped in to play a bigger role in this
aspect. The VWOs are in the best position to undertake vocational assessments for PWD
candidates because they understand the functional ability of their clients best and most of
them have the support of in-house occupational/physiological therapists/psychologists.
During employment, there is the critical phase of adjustment to the working environment.
PWDs, their colleagues and employers will also have to be provided with adequate support
at the workplace. Additional training, job coaching, expectation management, briefing to
colleagues and consultancy with supervisors and employers should be provided. Working
with VWOs and gaining their support in these areas is therefore key to the success of the
project.
Progressive Training. Training for PWD staff is critical to adequately prepare them for the
job in the open market.
Sheltered Training. From short-listing, PWD staffs have to go through a period of

training conducted by partnering VWOs for a period of 3 months to up to a year, using
the VWO’s existing training facilities (e.g. Mountbatten Vocational School’s Café Bon
THE PEOPLE
Appetit, MINDS Canteen). Mock-up training facilities should be set-up as closely as
possible to the actual workplace environment. Primary objective is to teach trainees
with the know-how under a sheltered and closely guided environment.
Off-the-Job Open Training. Students who passed out from sheltered training
progress to training in an open market, such as those offered by IMH’s Barista’s
Express and Metta Association’s Happy Arts Deli. These are social enterprises that
look at providing training opportunities for PWD trainees to work in the open
employment. Primary objective is to expose trainees to customer demands and
work tempo, while being monitored or supervised by experienced staff/social
workers from the VWOs. This period of training again takes from 3 months to up to a
year, before trainees pass out to Café D’Palatte.
On-the-job Initiation. Students will undergo a week long initiation to learn about café
environment, work process, introduce of colleagues, support structure, before they are
put to the job proper.
Social Benefits
Describe the direct benefits your enterprise brings to the needy and disadvantaged. What is
the potential income of the employees?
Working in the service industry not only allows PWDs to gain financial independence (See
projected income in Section 5) but also enhance their social acceptance by shifting public
sentiment.
SECTION 6: MARKETING & SALES

Marketing Plan
Describe your overall marketing and sales strategy including how you plan to get and
retain customers. Provide details of your target market segment (e.g. size, demographics,
current demand, your expected percent share of the market).
Advertising and Promotion Plans

Describe your plans and budgets for advertising and promotions. How will you get word
out to your customers?
Location Criteria (for retail)
• What qualities do you need in a location? FORMTEXT Outline your location
criteria.
THE PEOPLE
Space requirement ~ 200 sq m or 2000 sq ft

At 6 psf for heartland HDB shop, occupancy cost ~ $12,000
Distribution Channels
Describe the channels you will use to distribute your products or services.
The Competition
Describe your strongest competitors and how you intend to compete.
Compare your enterprise with your two most important competitors, and state your
competitive advantages and disadvantages.
SECTION 7: E-COMMERCE (OPTIONAL)

E-Commerce Plans
Describe in detail how you plan to use the Internet in marketing your product or service.
E-Commerce Budgeting
Provide a detailed breakdown of the costs involved in creating, operating and maintaining
your e-commerce activities.
E-Commerce Competition
Do you have any competitors for your business? Describe how your best competitors
utilize e-commerce and your strategy to improve on their practices.
SECTION 8: PRODUCTION PLAN
Production
How and where are your products or services produced? Briefly explain your quality
control, customer service and product development.
E-Commerce Plans
We choose western-style food such as burgers, steaks, chops, is chosen as the

preparation process is more akin to a production line, where every staff can focus on a
single task while minimising movement in the space-limited kitchen. Such workflow in the
kitchen allows better job fit for person with intellectual disability (PID) or physical disability
(PPD). More complex tasks on the deep-fryer for fish and chips, the hotplates for steaks
and chops are taken up by wheelchair bound staff, whereas operating microwave ovens
or dishwashers, plate setting, drinks dispensing are simpler (and routine) tasks more
suitable for PID. This compares to Chinese-style cooking, which requires more multi-
tasking by the person handling the wok, and the food quality very much experience-
driven.
Quality control is performed by a controller in the kitchen, who directs
Depending on the business owner, pre-cook food preparation such as slicing, marinating
and packing may or may not be a separate workflow performed in the Café.
In terms of floor operation, the Café will function like most fast-food restaurants, whereby
customers place and self-collect orders at the counter. Suitable counter staff are PPD or
person with visual handicap (PVH) manning Braille registers. For orders that require long
prep time, a number tag is given to the customers to bring along his/her table (similar to
MOS Burger workflow). The task of serving and clearing tables can be left to PID or PHI
equipped with assistive tools (tags with matching colours and shapes, flashcards, memo
pads) or even PPD if access space between tables are catered for.
Suppliers
Identify key suppliers. Should you have more than one supplier for critical items (as
backup)? Are supply costs steady or fluctuating? If fluctuating, how will you deal with
changing costs?
Location Criteria (for production)

What qualities do you need in a location? FORMTEXT Outline your location criteria.
FORMTEXT space requirements
FORMTEXT future requirements
FORMTEXT site analysis study if needed (attach)
FORMTEXT demographic study if needed (attach)
FORMTEXT estimated occupancy cost as a % of sales (e.g. rental as percentage of
monthly sales)
FORMTEXT use approvals (e.g. from SLA, HDB).
E-Commerce Plans
Inventory
What kind of inventory will you keep (raw materials, supplies, finished goods)? What is
the average value in stock and the rate of turnover?
SECTION 9: COMPLIANCE WITH LEGAL AND REGULATORY REQUIREMENTS
Business Organization
Explain the form of business organization you intend to use and why it is best for your
business. List the name you intend to do business as and the legal entity of the social
enterprise (e.g. pte ltd, co ltd by guarantee, co-operative etc).
The business structure will be a private limited with shares co-owned by the business
owner and the partnering VWOs. This is to tie VWO’s interest in the effective
management of human capital in the Café, and as well as to secure fair representation of
the PWD’s interest in the management of the Café.
Licences
List what licenses you will require to go into business.
- NEA to clear and approve layout plan
- Fire & Safety Bill (FSB)
- F&B licence?
- Alcohol licence (maybe)
- Signage Permit
Insurance
List the type of insurance you will require (e.g. workmen's compensation, group
insurance, liability insurance etc).
- workmen’s compensation
- liability insurance
-
SECTION 10: ACCOUNTING AND CASH FLOW
Accounting
Furnish, in a separate sheet, your starting balance sheet and projected income
statements for the first 3 years.
See Spreadsheet
Cash Flow Planning
Provide a separate exhibit of your one year cash flow analysis including estimated sales,
E-Commerce Plans
Provide a checklist of all expense items for input into your cash flow projection.
Analysis of Costs
What are all of the costs: fixed, variable, product, delivery, etc.
Internal Controls
Explain your: Intended internal controls and cash controls, check signing policy, strategy
for controlling shrinkage and dishonesty and control of incoming merchandise (where
applicable).
Credit Policies
Do you plan to sell on credit? What terms will you offer your customers (i.e. how much
credit and for how long)? Do you know what it will cost you to extend credit?
No. Selling on credit is not a common practice for F&B business.
SECTION 11: FINANCING

Financing Strategy
Provide a chart or spreadsheet showing all of the sources of your start-up capital.
Explain any other government assistance or loan guarantee programs you intend to
apply for.
If your business is for use with potential lenders, include a cash flow projection and
projected income statements to show sources of repayment of loans. Be conservative in
your forecasts.
List your sources of referrals to lending institutions. (Your accountant, etc.)
Business Owner and partnering VWOs shall come up with the 20% working capital.
ComCare Enterprise Fund (CEF) shall co-fund up to 80% of the start-up and operating
cost
Funding Request
SECTION 11: FINANCING
♦ Project the total funding required for Year 1 and the breakdown of its use.
♦ Indicate the amount required from CEF and contributions by applicant and/or
partner(s). Contributions in kind should also be listed.
i. Funding to be used for the following: Amount (S$):

1.
2.
3.
4.
5.
Total Funding Required
ii. Funding requirement matched by:
a. Amount from the CEF
b. Applicant
c. Partner(s):
iii. Contributions in kind:

1.
2.
3.
iv. For those requiring CEF support beyond Year 1, please project additional
funding requirements:
SECTION 12: DELIVERABLES

Financial Performance
What are the expected financial deliverables for the next 3 years? Please provide year-by-
year projections.
(E.g. business targets, implementation of project phases, breakeven point, cashflow
positive etc.)
Applicants are expected to fulfill and be accountable for the various deliverables and
milestones they have laid out.
2008
2009
2010
Social Benefits
What are the expected social deliverables for the next 3 years? Please provide year-by-
year projections.
(E.g. quantifiable social benefits such as number of beneficiaries employed, average
income of the beneficiaries, number of beneficiaries that have undergone training, number
of beneficiaries moved to open employment, etc.)
SECTION 12: DELIVERABLES
Applicants are expected to fulfill and be accountable for the various deliverables and
milestones they have laid out.
Appendices
Include details and studies used in your business plan; for example
• Industry studies
• Market research studies
• Floor plans
• Maps and photos of location
• Detailed list of equipment to be purchased
• Detailed description of product or service (e.g. menu, technical specifications etc)
• Any other materials needed to support the assumptions in this plan

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S OCIAL E NTERPRIS E

June 18, 2008

SECTION 2: PARTNERS INVOLVED IN SE

Partner(s)’ Website(s): http://www.minds.org.sg

SECTION 3: THE BUSINESS MODEL

Option 2: The targeted customers are middle-income nature-goers, such as visitors to

Products & Services

Strengths & Core Competencies

Key Success Factors

Vocational Assessment and Support Network. A reliable and dependent

Growth Trends In This Business

Expansion plan for the 3-4th year includes

SECTION 4: THE SOCIAL IMPACT MODEL

SECTION 5: THE VISION AND THE PEOPLE

Personal Background and Education (CV)

Details of Management Team

2. Mr Gerard Francis………………Lecturer, Temasek Polytechnic, Member of SADeaf’s

3. Ms Lynne Tan ………………….. Auditory-Verbal Therapist with NUH, MSC(Speech &

4. Ms Lynette Koh………………….Lawyer, SADeaf’s Legal Clinic

1. Mr Leroy Lee ……………………Social Enterprise Division Manager, MINDS

Controller 1 PPD Semi-skilled SPD To be established $800

Dish Washer/ MINDS EDC,

Minimum criteria for each job scope

Training & Support

Vocational Assessment and Support Network.

Sheltered Training. From short-listing, PWD staffs have to go through a period of

SECTION 6: MARKETING & SALES

Advertising and Promotion Plans

Space requirement ~ 200 sq m or 2000 sq ft

SECTION 7: E-COMMERCE (OPTIONAL)

We choose western-style food such as burgers, steaks, chops, is chosen as the

Quality control is performed by a controller in the kitchen, who directs

Location Criteria (for production)

SECTION 11: FINANCING

List your sources of referrals to lending institutions. (Your accountant, etc.)

i. Funding to be used for the following: Amount (S$):

iii. Contributions in kind:

SECTION 12: DELIVERABLES

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