Bridges foundation inc.: Strategic management paper

Special Education (SPED) is a form of alternative education that focuses on the teaching of students with academic, behavioral, health, or physical needs. An institution engaged in such activities therefore belongs to this industry. The special education industry is composed of many learning institutions and has no major player. In the Philippines, the estimate to children with special needs is 12% in any given population. 2% are gifted while 10% are those with disabilities. Being successful in an industry with a small market rests on the schools ability to provide quality facilities, competent teachers, modern teaching programs and attractive advertising campaigns. Bridges Foundation Inc. is non-stock, non-profit learning institution founded in June of 1992. The schools founders and current were once special education teachers at the University of the Philippines. The school is located in a former residential house at 22 Scout Limbaga Street, Barangay lagging Handa, Quezon City. The institution is composed of Board of Trustees led by the Chairman. The schools administration is composed of Program Coordinators while some of them also hold other job functions such as Director and Finance Administrator. Other personnel include teaching and non-teaching staff. At present the school has 12 non-graded sections composed of around 61 students with mixed mental disabilities. Analyzing the external environment, it is concluded that competition in the special education industry is intense due to a limited market and many special education industry is intense due to a limited market and many competing players. The small market demand is considered a threat to the industry along with the alternative methods of teaching, rising cost of operations and changes in the economy due to political instability. SPED schools however could see the positive changes in the economy, technology and society as an opportunity to attract potential students to enroll with them and gain significant market share and revenues. Looking internally, an analysis of the schools value chain and financial performance from the year 2004 to 2005 revealed their weaknesses and strengths. Bridges weak points include their lack of marketing programs, teacher turnover and poor financial standing over the past two years. On the other hand, the school finds it strength from their long experience in the industry as well as being able to provide quality teaching facilities and curriculum. Taking into consideration its vision and mission as well as their present strategies, the proposed objective for Bridges is to increase its annual student population and revenues by at least 10% and 1% respectively for the next three years. In order to achieve these goals, the school should focus on how to attract more potential enrollees. Among the proposed strategies for Bridges is to launch and aggressive marketing campaign to increase awareness and at the same time further improve its programs and facilities. The school will also hold regular fund raising activities such as seminars and plays. The capability to implement the proposed strategies not only rests on the schools directors and program coordinators, but also every personnel. Everyone has a significant role in effectively carrying out the strategies in order to achieve the proposed objectives. The final task is to see how he implemented strategies would possibly affect Bridges financial statement for the next three years. The projected financial figures for the years 2006 to 2008 are estimated based on economic environmental assumptions that could affect the schools enrollment and operational levels. Assumptions of selected items in the financial statements were also made given the expected level of economic change. Projected statements were presented in three different scenarios