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SportBC_FinalPaper2.docxRunning head: sport bc 1
sport bc 11
Sport BC: Seminar Strategic Planning
Team 3: Global Dragon Consultants Ltd.
Anirudh Kotlo- 1816133
SatyaVishwasManda- 1777709
Inderjit Kaur- 1816343
Lu Hailong- 1782297
Bonnie Chen- 1778089
Fairleigh Dickinson University
Instructor: Prof. Bahareh Assadi
Table of contents
Executive Summary……………………………………………………………………….3
Global Dragon Consultancy……………………………………………………………….5
Sport BC…………………………………………………………………………………..5
Introduction and Initial Agreement……………………………………………………….8
Identification of Mandates………………………………………………………………..9
Stakeholder Analysis……………………………………………………………………..9
Mission, Vision and Values………………………………………………………………11
Environmental Assessments (S.W.O.T.)…………………………………………………11
Strategic Goals…………………………………………………………………………...12
Identification of Strategic Issues and Master List………………………………………..13
Strategic plan Formulation……………………………………………………………….14
Review and Adoption of the plan………………………………………………………...14
Budget and Implementation……………………………………………………………...18
References……………………………………………………………………………….20
Figures and Tables……………………………………………………………………….22
Executive Summary
Sport BC is a non-profit organization established in 1966, as a consortium of members of various Sport and Amateur Organizations in BC. It is located at 999 Canada Place, Vancouver BC wherein the basic function of services and advocacy are at the heart of helping member organizations to grow and succeed. It also provides a range of services aimed at the benefitting members and participants in amateur sports. The organization supports and comprises 50 Provincial Sport Organizations (PSO’s) and 5 Multinational Sport Organizations (MSO’s). Various products and services are offered by Sport BC.
This paper presents a strategic plan for the increase in the visibility and outreach of the services of Sport BC across the province of British Columbia. Sports in British Columbia have been encouraged with the help of the BC Sport Participation Program (BCSPP), funded by the Province of British Columbia and Government of Canada. Participation in sport promotes physical and mental health connecting people with their communities and encouraging healthy lifestyles.
Sport BC business strategic plan includes a vision to instill thriving of Sports in BC through the leadership of its staff and its members and a mission to support the growth of the amateur sport in BC and provide leadership through the delivery of its programs. image and lower positioned with fierce competition from Via Sport, Canadian Tourism Alliance and fitness clubs such as Steve Nash and Trevor Linden.
The consumer climate is the field of Amateur sport/Regular Sport with market share to be increased from 10% to 25% with respect to competitors through channels such as Advertising, Funding, and Partnership and diversify its portfolio into knowledge gap existence and entering of new arenas with potential or scope for growth. A thorough SWOT Analysis was done prior to formulating a strategic marketing plan. Therefore, in the Strategic plan and policy, Sport BC will focus on improving its competitiveness, increase publicity, strengthen cooperation with the fund, and add more fitness equipment. Also, Sport BC should focus on increasing the level of leadership and mentoring to provide better service. Expenses were needed to be allocated for Promotion which was found to be deficient with a total of 13.25% allocated which is seemingly non-significant as obtained from the data from Financial Summary of 2017-2018. Also, in comparison to Via Sport BC and BC Allied Games, the company is losing its market share with a goal of achievement of funding of at least 40% from the combined capacity of Provincial and Federal Government. Adversely, many BC residents are not aware of the Sport BC with exceptions on only Canada day wherein they organize a free event creating awareness about Health and physical literacy.
Sport BC: Seminar Strategic Planning
Global Dragon Consultancy
Dragon Consulting Group is established in 2017 by five working partners Anirudh Kotlo, InderjitKaur, SatyaVishwas, Lu Hailong and Bonnie Chen based in Vancouver, BC known as the Jewel of the West Coast as a premium management consulting spearheading business growth along with working, advising and supporting senior executives to maximize the potential and singular objective of catalyzing success for the clients, service offerings and expertise evolving dynamically in response to client’s needs. We also encompass traditional consulting areas such as Strategic planning, Corporate Finance, M&A and unique offerings such as technology transfer and innovation advisory. We stand out among the consulting landscape with the synergistic combination of holistic services offering driven by truly integrated teams. Our clients usually love us most for the forward-looking vision and eye for opportunities combined with our unparalleled execution capability.
PART I
Company Profile
Sports BC, Founded in 1966, in the state of British Columbia, is a non-profit sport federation representing more than 54 Provincial Sports Organizations (PSOs) and 5 Multi-Sport Organizations (MSOs) offering services and programs to build the capacity of the members and advocate on their behalf to improve the landscape for organized sport in BC. Since its inception, Sport BC is dedicated to the empowerment and promotion of sport and the countless hours devoted to sport and are integral in shaping the sports sector. The idea of its growth was observed in 1966, wherein a small group of dedicated volunteers created this organization to provide a unified voice for amateur sport in British Columbia with core purpose remaining the same with changes observed over a period of time. A few Provincial Sports Organizations and Multi Sport Organizations are mentioned in Tables 1 and 2.
Services Offered
SBC Insurance
SBC Insurance demonstrated a significant increase in volume and premium with the growth and referrals from Provincial sport Organizations (PSO’s) and other valued clients..
In addition, Peace Hills Insurance, a domestic company to enhance personal lines offerings with insurance services such as Condo, Home and Tenant insurance at very competitive rates.
National Sport Trust Fund
The National Sport Trust Fund (NSTF) is a philanthropic gift-giving program wherein 92 Projects were invested in 42 different projects with donations. Fee revenue of $72,535 was generated for Sport BC. Total donations of 1,427 totaling $ 1,450,465 were created for Fiscal year 2017-2018.
Kid Sport BC
The collaboration ensures a significant leadership role in the direction of the national Kid sport Organization by chairing both the national operations committee and the capacity committee by holding several of the keyboard positions.
PART II
Current Situational Analysis of the Organization
According to the latest annual report and financial update of the organization, that is 2017-2018, many young aspiring athletes from across BC received support from Kid Sport through grants totaling more than 1.98 million dollars. The company has secured a very low position in the present market, as they were not making any innovative plans and marketing in the perspective of their goals. The funding has also been good in recent years, but the development of the business is not well executed.
Besides, there is no proper Website for Sport BC and the information available on the website is also very less. There is no proper structured executive outreach, and this implies that the organization is merely unknown to most of the BC residents. 80% of PSO/MSO membership used at least one or more sport BC programs/services. The numbers say 38 volunteers of sport BC received the president’s award and national sport trust fund processed 1.45$ million in the total donation.
The donations that the organization is getting is a lot and the way funds are being used is improper, with the investments focused more on miscellaneous things rather than on productive plans. When it comes to the insurance SBC insurance is the only coverage provided to the members, which includes a full-service insurance brokerage, providing commercial business insurance, home insurance, and travel insurance products which is mostly unknown although financial summary indicates encouraging growth. Their specialty remains to provide sport liability, Sport Accident, and non- profit directors and officers coverage to the sport partners and others.
Why was the Sports BC Strategic Plan 2019-2022 Developed?
The vision of Sports BC has been included to facilitate areas where the sports participation can be contributed to the development of Health and wellness, comprehensive, sustainable and community mediated benefits within the Province.
1. Partnership for Health and Wellness: Mostly, everyone has a connection with support, either in the range of a parent, family member, athlete, coach, official, volunteer or fan. The power exercised by sports and the innumerable benefits are life-changing and which was the reason the organization is dedicated to the promotion of sports and the manifold hours devoted to it. It would also increase the physical literacy, life expectancy, and excellence among athletes and citizens.
2. Comprehensiveness: Developing key objectives for building an inclusive community wherein every participant have access to welcoming, safe environments along with facilities provided devoid of social, economic and cultural constraints.
3. Sustainability: Outlining itself as a premier destination for sports events which would embark a substantial source of revenue generation for the organization with funding increasing annually for the various member’s services and benefits. Beyond the economic benefits, the organization can be deemed to end the monopoly of other organizations and leave long-lasting effects of social and health legacies (Vancouver Sports Strategy, 2008.)
Section I
Introduction and Initial Agreement
Strategic planning is a continuous process in sports sectors to equip and respond to the ever-changing dynamic environment which enhances benefits and boost up the business performance and enhance favorable financial outcomes. Recently, many sport researchers have also expressed their views on the fact that without a multifaceted strategic approach, Sports Organizations will not be able to sustain and survive in the turbulent and chaotic environment.
Global Dragon consultancy has therefore principled an effort to improve the organizational and economic dynamics of Sport BC by the provision of regulation of framework in achieving its strategic goals which were listed as in the Website. Global dragon consultancy has agreed to offer its services to Sport BC to increase the pricing strategies, operational, capacity and feasibility planning along with feasibility studies. (Refer to Figure 1 which indicates the initial agreement between the organization and consultancy).
Section II
Identification of Mandates
Sports BC does not face any problems with respect to mandates as the organization itself is one of the related members of the Division of Sports of British Columbia which is fully sponsored by the Provincial Government. Spots culture, Sports BC updated strategic business plan includes a vision to increase its outreach through effective marketing and promotion, increase partnership among partner members and to increase the loyalty and customer base for the existing facilities with respect to other competitors as it faces stiff resistance and sanctions from the allied members such as BC Healthy families, BC Games society, Indigenous Sport, Physical and Recreational Council, Canadian sport institute Pacific, 55+ BC games, Pacific sport regional Centers, Sport Canada and Via sport. In addition, from the perspective of fitness and recreation, it faces a market crunch with respect to Steve Nash and Trevor Linden Fitness clubs.
Section III
Stakeholder Analysis
Global Dragon Consultancy performed a stakeholder analysis in which those individuals or groups that are affected by or affect the organization were identified. These stakeholders were categorized into external, internal, direct, indirect, local and international. The results of stakeholder’s analysis are based on interests and mutual considerations of each party in the achievement of Sports BC mission and vision along with its effects. Below mentioned are a few prominent stakeholders
Athletes/ Participants: Amateur participants have a stake inability of clubs, teams, and coaches for the achievement of professional and development goals. It takes them to the monetary success of the teams to offer outstanding rewards.
Spectators/ Citizens: They raise revenue through ticket and event program sales, concessions, sales of merchandise and membership subscriptions.
Governing Bodies: Governing bodies include coaches/leaders, officials, administrators, provincial/local/community multi-sport organizations who lobby governments for financial aid and support and also for negotiating broadcasting rights or for sponsorship deals.
Community: Community include educational institutions and local service clubs which serve as a platform to build new facilities or hold major events and also significantly promote the organization and which is reflected with the provision of news to the media
Financial Stakeholders: Financial stakeholders include corporations and private business for commercial sponsorship or grant funding in order to incur training, coaching and costs. They are deemed to be potential owners or investors to attract and invest money as explained in what is a Stakeholder in Sports (Linton, 2016). Alternately, we demonstrated a stakeholder matrix which evaluates its importance internally and externally as a point of contact and reference among the sport fraternity all over the Canadian as referred in the Table 3 (Canadian Sport Policy, 2012).
Section IV
Mission and Vision
Vision: Sports in British Columbia is thriving through the leadership of Sports BC and its members
Mission: Sports BC, as a member-based organization, supports the growth of the amateur sport in BC and provides leadership through the delivery of its progress and services for members.
Values: Integrity, Transparency, Collaboration, Creativity, and Innovation
Section V
SWOT Analysis
Strengths
Panel member of 50 Provincial sport organization members
Strong partnerships with stakeholders
Facilities offered at the economical prices
Premium quality services such as new products and services like retail insurance such as SBC
Power of alliance is stronger than individual
The only organization to receive licenses to sell the retail insurance
Weakness
Geographical limitability
Spectator capacity
Membership facilities
Financial Support
The requirement to rely on other allied organizations
No expertise in Marketing and Promotion
Internal Communication
Opportunities
Increase health and fitness facilities (Ex: Sports Day event)
Media and TV Coverage, Increase investment from partners/ corporate
Revamp of the company website
Sports simultaneously promoting Tourism and Economy
Brand awareness with the help of sports legacy such as Olympics (Chan, 2018)
Threats
Lack of diverse opportunities
Unattractive website design
Alienation of organization with other sports organizations in other provinces and countries
Stiff competition from other members and Fitness clubs such as Steve Nash, Trevor Linden,
No provision of health and social benefits which deters the enjoyment, participation and enhancing the safety which was expressed as the view point. (Culture, T.A., 2019).
Section VI
Strategic Goals
Partnership: To increase the level of members and partners cooperation, contribution and confidence in Sports BC.
Promotion: To promote and reflect the values of Sport and the role of the Provincial Sport Organization (PSOs) in the delivery of a successful sport system in British Columbia
Stability: To strengthen the Provincial Sport Organization (PSOs) in British Columbia (BC)
Organizational Responsibility: To ensure Sport BC is managed in a professional and fiscally responsible manner
Advocacy: To provide a voice for all sports organizations in British Columbia
Section VII
Identification of Strategic Issues and Master List
Strategic issues were identified through secondary research from the company’s Annual report of 2017-2018, comparison with other strategic plans of various member organizations that had a direct interest which solicited the input which formed the basis of broad-based feedback (SportBC, 2019). The key findings were identified to be the lack of coordination between the member organizations and internal communication between various hierarchical level .In fitness arenas, Steve Nash, Trevor Linden, and City of Vancouver’s Park and Recreation Board were deemed to be potential barriers in increasing its outreach. With the lack of membership facilities and coordination among employees, there was a knowledge gap exists with respect to organizational behavior which was meant to be fuelled through efficient leadership
Master List
Promotion and Marketing (Advertising)
Strengthening existing components (Health and Fitness)
Funding and advocacy
Partnership
Leadership and Coaching
Membership and Participation
Section VIII
Strategic Plan formulation
Lack of strategic plan was clearly addressed in the strategic issues. Hence the team decided to adopt a plan according to the industry standards and also by consenting and gaining inputs from various strategic Plans of other allied member organizations. According to Kriemadis and Theakou (2007), organizations of this kind employ Issue based or Goal based planning approach which is more comprehensive and effective involving a series of steps similar to the strategic planning process which we have adapted. Additionally, we even include developing and authorizing budget taken from the annual report along with conducting systematically organizations one-year operations and finally the monitoring and review of the operational plan.
Furthermore, we have also employed Alignment model used in conjunction with Goal-based planning to further mitigate any issues along with planning few of the adjustments in the strategies
Section IX
Review and Adoption of the Strategy Plan
Misener, Harman, and Doherty, (2013) stated that strategic planning involves combining the information from yearly reports which include statistic, financial and other data for the adoption of the plan to increase its competitiveness among the fellow organizations.
Promotion
The sport BC solely reflected only the values of sport and the role of the PSOs in the delivery of a successful sport system in British Columbia. Although the organization demonstrated adequate opportunities for promoting their services, placement was not fixed in a way wherein the outreach was disappointing and was an utter failure with regard to fulfilling the people and their expectations. This was the focal point wherein other organizations were making progress in their promotions and concentrated more on their services to meet their goals and expectations of the people. The promotions were mostly irrelevant, with concentration mainly towards the Sports-side, Philanthropy, insurance plans, Distributing Awards and focusing less on fitness service programs, which was not much reliable to the people cause most of them are relying on fitness, as it has become the fastest growing trend globally. As we all know sports have no border: Sport BC can lead to the development of other industries, such as tourism and economy, like seen with similar organizations in Ontario (Sport Events Congress returns to Ottawa in 2021 for 21st edition, 2019).
Maintain an Up-to-Date Website: Annually update links and continuous review of website content
Develop an Active Social Media Presence: Review and update social media strategy annually. Administer annually on social media (LinkedIn, Facebook, Instagram) with an active following. The positioning of Brand through active display in transit stations, malls and areas with a prominent public influx
Press/Media Relations: Identify local media with interest in promoting Sport BC. Local media to be present at all the events conducted by Sport BC
Follow Sound Financial and Budgeting Practices: Maintain a transparent budgeting process. (Nova, 2018).
Sport BC organization has not put forth more efforts to market their business in comparison to other successful organizations. The advertising has comparatively at the poorest level, as the outreach is in the saddest state that BC residents weren’t even aware of the organization owing to its improper branding. This can be one of the major backdrops, as advertising and brand marketing are the most essential steps for a business to grow in a market. Providing integrity, transparency and innovation are not enough for a non-profit organization to make progress, in marketing and services lies the strength and future of the organization.. The sport BC website itself is a big backdrop as it doesn’t portray much informative material on it, which makes it difficult for people to know about the whole agenda of the company. Having so much of improper communication of the organization to the people is what preventing sport BC from making a good path for its future (Karlis, & Webb, 2016 ).
FITNESS ARENA
The Gym, Health and Fitness Clubs industry in Canada has strengthened over the past five years to 2019 as a result of consumer trends and the proliferation of public health campaigns. With the adult obesity rate expected to rise over the past years, the Public Health Agency of Canada (PHAC) has increasingly stressed the merits of fitness regimens to choose healthy lifestyle choices. Taking this into consideration many fitness centers were opened as they would a good business in this present generation. Sport BC also includes fitness programs but due to lack of promotions and advertising, they were not able to bring more members towards their business. There are some good organizations with include both fitness services and sports clubs such as “Steve Nash” and “ Trevor Linden” which have the most effective way of providing services. The creative of ways of bringing their business into a next new level is by providing membership benefits, luxury services like sauna and steam baths, swimming pool facilities, Pro shops, and many other services are not being done much by Sport BC. This drops them to a lower place in today’s market. (Refer to Figure 2)
FUNDING AND ADVOCACY
As the expenses are huge while the revenue is very low for the sport BC as its most of the investment is in those things such as awards distributions, leadership programs which are purely out of focus and spending less on marketing and advertising which is causing the main business drop. One of the big organizations such as Via sport is being funded very well as its playing major role in its development towards its future upgrades. Due to the major backdrops of sport BC, the funding is not much when compared to other business organizations. (Refer to Figure 3)
Partnership
School and Universities: Establish a sports school program by 2020
Olympic Sport Legacy: Establish Partnership with BC Olympic committee to encourage residents and demonstrate high-performance support and sports model
Ministry of Sports: Annual face to face meeting with sports development advisor and communication regarding the current guidelines of various concerned departments.
Leadership and Coaching
Attract and Retain Members, Staff: Annually identify, recruit members along with review and evaluation of Board and committee members along with performance review and contract evaluation
Governance and Policies: Review laws and policies frequently
Formalize a Coach Mentorship Program: Establish, Review and formulate new coach mentorship program with retaining the best regional and provincial coaches.
Membership and Participation
Maintain a Club: Create information package to assist members to become a part of a club/ association in part of Sport BC. Hold meetings at least once annually to discuss growth
Develop member planning: Conduct Annual Workshops and institute yearly development and performance plan with residents as main stakeholders
Increase number of participants/members: Evaluate membership and registration fees for every 2 years. Target active participant growth of 5% every year. (Refer to Figure 4)
Section X
Budgeting and Operational Plan
Budgeting for the Sports BC is mainly done to implement and amend future developments and incorporate funding allocations which cover and executes the major operational and maintenance costs for the achievement of strategic goals and targets as outlined in the plan. This budget is based on the following principles as implemented from various strategic plans of few organizations such as Brothers Junior Rugby League (2012).
• Initiate the general expenses the organization will be bearing to incur for operation through its strategic plan year 2019-2022.
• Formulate cash flow projections on an annual basis to ensure the organization maintains adequate funds
• Also, planning biannual financial meetings with sports ministry about potential developments about funding options and future programs
From the point of view of the board control frameworks, budgeting forms are equipped for giving organizations data important to their tasks and budgetary plans relevant through coordination, correspondence, controls, execution assessment, and motivating forces. Accomplishing organization targets through these capacities requires a planning framework good with the culture of the association. Furthermore, the disposition and learning of the board with respect to the properties of the budgeting framework and the impact of the planning framework on worker conduct are fundamental components deciding if the spending framework functions viably (Kung, Huang, & Cheng, 2013).
The budget breakdown structure has been creatively framed focusing on the points where the organization was lacking, which were affecting the overall business. Global Dragon Consultants divided the strategic issues into six sections depending on the performance of the organization. (Refer to Figure 5 &6)
References British Columbia Population (2019). Retrieved from http://worldpopulationreview.com/canadian-provinces/british-columbia-population/ Brothers Junior Rugby League Club - SportsTG. (2012). Retrieved from http://websites.sportstg.com/get_file.cgi?id=1673754 Canadian Sport Policy 2012. (2012). Retrieved from https://canadiansporttourism.com/sites/default/files/docs/csp2012_en_lr.pdf Chan, K. (2018, November 15). Opinion: Vancouver's Olympic dreams could be reignited by Calgary's failure. Retrieved from https://dailyhive.com/vancouver/vancouver-olympic-games-hosting-future Culture, T. A. (2019, March 29). Governments of Canada and British Columbia Collaborate to Help Make Sport More Accessible. Retrieved from https://news.gov.bc.ca/stories/governments-of-canada-and-british-columbia-collaborate-to-help-make-sport-more-accessible Karlis, G., & Webb, E. (2016). Canadian Government Acts and Policies for Sport and Recreation: Past, Present, and Future. The International Journal of Sport and Society,6(1), 25-36. Kriemadis, T., &Theakou, E. (2007). Strategic Planning Models in Publicand Non Profit Sport Organizations. Choregia,3(2), 25-37. Kung, F., Huang, C., & Cheng, C. (2013).An examination of the relationships among budget emphasis, budget planning models and performance. Management Decision,51(1), 120-140. doi:10.1108/00251741311291346 Linton, I. (2016, October 26). What Is a Stakeholder in Sports? Retrieved from https://smallbusiness.chron.com/stakeholder-sports-54584.html Ministry of Community Sport. (2018, March 14). Sports. Retrieved from https://www2.gov.bc.ca/gov/content/sports-culture/sports Misener, K., Harman, A., & Doherty, A. (2013).Understanding the local sports council as a mechanism for community sport development. Managing Leisure,18(4), 300-315. Nová, J. (2018). Using the Concept of Sports Business Intelligence in Evaluating Sport Policies. Sport Mont,16(2), 73-76. Sport BC. (2019). Retrieved from http://sportbc.com/ Sport Events Congress returns to Ottawa in 2021 for 21st edition! (2019, March 15). Retrieved from https://canadiansporttourism.com/news/sport-events-congress-returns-ottawa-2021-21st-edition.html-0 Vancouver Sport Strategy. (2008). Retrieved from https://vancouver.ca/files/cov/Vancouver-Sport-Strategy.pdf
Tables
Table 1
|
Provincial Sport Organization |
Logo |
|
VOLLEYBALL BC |
|
|
BASKETBALL BC |
|
|
BC ATHLETICS |
|
|
BC HOCKEY |
|
|
BC ADAPTIVE |
|
Table 2
|
Multi-Sport Organization |
Logo |
|
SPORT MED BC |
|
|
BC GAMES |
|
|
BC SCHOOL SPORTS |
|
Table 3
Stakeholder Matrix
|
|
External |
Internal |
Direct |
Indirect |
local |
International |
|
Athletes/Participants |
· |
· |
· |
· |
· |
· |
|
Parents/Guardians |
· |
· |
· |
· |
|
|
|
Coaches/Leaders |
· |
· |
· |
· |
· |
· |
|
Officials |
· |
|
· |
|
|
|
|
Administrators |
|
· |
|
· |
|
|
|
National Sport Organizations |
· |
|
· |
· |
· |
· |
|
Provincial/Territorial/Aboriginal Sport Organizations |
· |
· |
· |
· |
· |
|
|
Provincial /Territorial/Aboriginal Sport Federations |
· |
· |
· |
· |
· |
|
|
Community Sport Councils |
|
· |
· |
· |
|
|
|
Corporations and Private Business |
· |
· |
· |
· |
· |
· |
|
Educational Institutions |
|
· |
· |
· |
· |
|
|
Local Service Clubs |
|
· |
|
· |
· |
|
Figure 1
Initial Agreement
CONSULTING CONFIDENTIAL AGREEMENT
This Agreement is made this _____ day of _________, 201__, by and between (the “Company”), a corporation organized and existing under the laws of the , and (the “Consultant”).
Whereas, the Company desires that the Consultant provide advice and assistance to the Company in his or her area of expertise; and
WHEREAS, the Consultant desires to provide such advice and assistance to the Company under the terms and conditions of this Agreement;
NOW, THEREFORE, the Company and the Consultant hereby agree as follows:
1. Consulting Services
Subject to the terms and conditions of this Agreement, the Company hereby retains Consultant as a consultant to perform the consulting services specifically set out in Exhibit A attached to this Agreement and made a part hereof (hereafter referred to as the “Services”), as said Exhibit may be amended in writing from time to time, and Consultant agrees, subject to the terms and conditions of this Agreement, render such Services during the term of this Agreement. Such services shall be limited to the area of expertise described in Exhibit A (the “Field”), as amended in writing from time to time. Consultant shall render services hereunder at such times and places as shall be mutually agreed by Company and Consultant. Consultant’s commitment here under shall not exceed ______days per ______.
2. Indemnification
Notwithstanding any other term of this Agreement, Company shall indemnify, defend and hold harmless Consultant, its corporate affiliates, current or future directors, trustees, officers, faculty, medical and professional staff, employees, students and agents and their respective successors, heirs and assigns (the “Indemnitees”), against any claim, liability, cost, damage, deficiency, loss, expense or obligation of any kind or nature (including without limitation reasonable attorneys’ fees and other costs and expenses of litigation) incurred by or imposed upon the Indemnitees or any one of them in connection with any claims, suits, actions, demands or judgments arising out of this Agreement (including, but not limited to, actions in the form of tort, warranty, or strict liability).
3. Confidential Information
Subject to the terms and conditions of this Agreement, Consultant hereby agrees that during the term of this Agreement and for a period of three (3) years thereafter: (i) Consultant shall not publicly divulge, disseminate, publish or otherwise disclose any Company Confidential Information without the Company’s prior written consent, which consent shall not be unreasonably withheld; and (ii) Consultant shall not use any such Company Confidential Information for any purposes other than consultation with the Company,
1. Term
This Agreement shall remain in effect for a term of one (1) year commencing on the date first written above, unless sooner terminated as hereinafter provided, or unless extended by agreement of the parties and the assent of Global Dragon Consultancy.
In witness whereof, the parties have executed this Agreement on the dates indicated below.
____________________________________ __________________________
[Consultant’s Signature] [Date]
[COMPANY]
By: ____________________________________
[Company Representative Signature]
Title: ___________________________________
Date: _______________
Figure 2
z
Figure 3
Figure 4
Figure 5
Implementation
