Benefits of Environmental Law

Benefits of Environmental Law Introduction Dating back to 1970s the concept of environment and resource management in New Zealand has gradually developed to adjust to internationally addressed environmental issues fist recognised by the World Summit held in Stockholm in 1972 when the need to protect the environment was acknowledged by the political world (Study Guide 1: Resource Management and Environmental Law). For a long period of time and especially in the last three decades, conservation issues have been on the political agenda in New Zealand. During this time, conservationist successful brought issues to the attention of governments and had policies and institutions introduced or changed to meet their demands (Buhrs and Barlett 1993). International influence The local thinking on the need to improve environmental management was influenced following an audit of New Zealands environmental management by the OECD on 1980. (Williams, 1997 cited in ENV 103 Resource Management and Environmental Law, Part 1) New Zealand is nationally and internationally regarded as a clean and green country due to the large areas of the country being relatively untouched and more than twenty per cent of the land being still under native bush. Having a population of only 3.5 millions, the country is seen as sparsely populated and pollution problems are regarded as minor comparing to other, more industrialised countries of the world. (Buhrs Bartlett, 1993) Buhrs Bartlett (1993) stated that New Zealand is able to prevent the environmental problems from emerging by learning from other countries experiences. Even though there have been improvements in some areas such as nature conservation, in other aspect New Zealand environmental policy has been slow comparing to other western countries (Buhrs Bartlett, 1993). Political and law reform in New Zealand Starting with The Town and Country Planning Act (TCPA) being passed by Parliament In 1977, political and law reform in New Zealand has regulated the use of land enforcing the need for permission for any activities through local government. The TCPA was concerned with economics and economical development within New Zealand being directed mainly at zoning (Study Guide 1: Resource Management and Environmental Law). One of the first documents identifying how the key ideas underlying the concept of sustainable development could be applied in New Zealand, The Integrated conservation and development: A Proposal for a New Zealand Conservation Strategy was prepared by The Nature conservation council in 1981 (Study Guide 1: Resource Management and Environmental Law). Starting with The New Zealand Physical and Environmental Conference recommending the establishment of an Environmental Council, New Zealand has addressed the concerns that environmental costs were often overlooked during economic development (Study Guide 1: Resource Management and Environmental Law). Benefits of Environmental Law for New Zealanders The clean and green image that New Zealand has managed to project to the world for such a log time is a very important part of the countries international image and has been sustained due to the countries ability to protect its natural heritage and local unique fauna and flora. Every person wants a clean environment in which to leave and leave for future generations. The New Zealanders environment is as much part of the countries image as its own history and culture. The clean environment it is as equally important for people as individuals as it is for the standard of life. The Influences in the development of environmental law in New Zealand have been as much internal as external even though the environmental issues have been in countrys agenda for a very long time. Having a very developed touristic economy, New Zealands environment plays an important role in the countys economical development and prosperity. Environmental law in New Zealand is vital for protecting all the factors influencing New Zealanders standard of life and the economical growth. Contributing factors to Environmental Law in New Zealand According to Buhrs Bartlett (1993), New Zealands unique flora and fauna and its distinctive species and ecosystems have suffered serious losses since human settlement. It is estimated that prior to human settlement eighty per cent of New Zealand was cover in forest. Since then the area covered by forest was significantly reduced to fifty-three per cent by 1840 and further to twenty-three per cent by 1983, making the treat to ecosystem one of the main contributing factors to Environmental Law in New Zealand. (Commission for the Environment, 1985 cited in Buhrs Bartlett, 1993) In 1928 increased public interest in conservation led to the introduction of the Public Reserves, Domains and National Parks Act. Several National Parks have been established by 1929 and another four during the 1950s. (Department of Statistics, 1989, pp.512-13 cited in Buhrs Bartlett, 1993 ). The conservationists concerns in regards to destruction of scenic beauty increased during 1950s continue trough 1970th and the early 1980s. Following battles over government proposal for the utilisation of beech forests, a new, more radical conservation organisation, the Beech Forest Action Council (later named the Native Forest Action Council) was established. The interest of the environment movement in New Zealand moved towards conservation issues to a global dimension during the 1980s and early 1990s. (Palmer, 1990 cited in Buhrs Bartlett, 1993) The Quality of Life Issue and Pollution are just some of many contributing factors to Environmental Law in New Zealand. The quality of life is often associated with the standard of living. However, a good standard of living, like the enjoyment of life, the quality of social relations within society and the satisfaction of psychological needs can contribute to the good quality of live but does not necessarily lead to it, while the low quality of living is often associated with people living in abject poverty(Buhrs Bartlett, 1993). The quality of life issues such as pollution, public health and human environment problems have not been the subject of public concerns until the early 1970s, when they started to play a more important role in the public agenda. Poor disposal and waste management has lead to further environmental health and pollution issues with the cleaning cost estimated at over $600 million. (Ministry for the Environment, 1993; Minister for the Environment, Media Statement, 16 December 1992; Stevenson, 1992 cited in Buhrs Bartlett, 1993). There are several factor categories that help explain why certain conditions or problems have a better chance of reaching the political agenda. The Socio-cultural context of New Zealand society has been receptive to nature conservation issues. The countrys natural environment and scenic beauty is seen as unique which has offered a significant level of support allowing the conservation movement in New Zealand to develop professionally and politically skilled organisations. Significant progress in conservation policy has also been achieved due to the economic factors as well as political-institutional factors. The relative seriousness of environmental problems also contribute to the political recognition of problems. Convergence is another factor which may explain why problems receive political attention despite the weakness, or even absence, of domestic pressure and demands. This is a process by which outside influences induce countries to adopt similar policies, (Buhrs Bartlett, 1993) The RMAs role in New Zealand One of the environmental Lows in New Zealand is The Resources Management Act (1991). This is the only law which is dealt with on a daily basis by many around New Zealand. Having clean air and unpolluted beaches are some of the qualities of our environment that we rely and values, which the RMA seeks to protect. It also encourages the protection of areas of our natural environment that provides habitat for ingenious species. The RMA set out to create a more streamlined, integrated and comprehensive approach to environmental management. The focus of RMA is on managing the effects of activities rather than regulating the activities themselves. The purpose of this Act is to promote the sustainable management of natural and physical resources. In this Act, sustainable management means managing the use, development, and protection of natural and physical resources in a way, or at a rate, which enables people and communities to provide for their social, economic, and cultural wellbeing and for their health and safety. New Zealand Legislation: Acts available at: www.legislation.govt.nz/act/public/1991/0069/latest/DLM231905.html The RMA controls the environmental impacts of activities through the requirement to apply for Resource Consents as well as through any conditions for permitted activities included in the relevant regional or district plan. Conclusions Environmental Law in New Zealand as well as globally is in constant and continuous development and reassessing due to the continuously changing environmental issues nationally as well as internationally. The influences in the development on environmental law in New Zealand have been as much internal as external even though the environmental issues have been in the countrys agenda for a very long time. New Zealands environmental law has gradually change to meet the countrys needs for protecting the indigenous flora and fauna affected by the increasing population and continuously changing environmental conditions. The countrys heritage has suffered dramatic changes over time with species broth to extinction or close to it. Learning from past experiences and from other countries experiences, New Zealand has managed to protect its clean and green image by practicing a environmental issue prevention policy. References BÃ ¼hrs, Ton and Robert V. Bartlett (1993) Environmental Policy in New Zealand. The Politics of Clean Green? Chapters 2 New Zealand Legislation: Acts available at: www.legislation.govt.nz/act/public/1991/0069/latest/DLM231905.html Study Guide 1: Resource Management and Environmental Law Williams, D.A.R (1997). Environmental and Resource Management Law; cited in Study Guide 1: Resource Management and Environmental Law Bibliography Royal Forest and Bird Protection Society of New Zealand, (2005). Breaking Down Barriers The Resource Management Act Made Easy. Available from: http://www.forestandbird.org.nz/rm/index.asp Environmental Defence Society Website http://www.rmaguide.org.nz Ministry for the Environment lots of information about the Resource Management Act. Available at: http://www.mfe.govt.nz/rma/index.php Ministry for the Environment, (2006). Your Guide to the Resource Management Act. Available at: http://www.mfe.govt.nz/publications/rma/rma-guide-aug06/html/index.html New Zealand Legislation: Acts (2008). Resource Management Act 1991. Available at: http://www.legislation.govt.nz/act/public/1991/0069/latest/DLM230265.html Hardin, Garrett (1968), The Tragedy of the Commons Science, 162 (13 December), pp. 1243-1248. (Reprinted in: Ken Conca, Michael Alberty, and Geoffrry D. Dabelko, eds. (1995), Green Planet Blues. Boulder, Colorado: Westview Press, pp.38-45).

Case Brief Essay

Facts: Billie J. Rodman, Appellant was employed by Presbyterian Hospital as a unit secretary for eight years when, on Feb 17, 1987, she was terminated under hospital personnel policies following a â€Å"third corrective action† notice. Prior restrictions had been placed on Rodman’s conduct due to personal problems adversely impacting upon her place of work. Rodman was reprimanded in June 1986 for receiving an inordinate number of personal telephone calls and visitors at her work station, which was disruptive to her own work and to her co-workers. Rodman was to have no personal telephone calls during work hours outside of a designated break or dinner time, in which event they were to occur in an area not visible to patients, physicians, or other department staff. When leaving the department for dinner, Rodman was to report to her immediate supervisor and was not to leave the hospital. Rodman was to make every effort to resolve the matters in her personal life that were causing problems at work. Nevertheless, according to the testimony of her supervisor, extremely disruptive telephone calls continued. The doctors were beginning to comment on it. The staff was getting more distressed. According to her supervisor, â€Å"[A]gain we talked about the visits, the behavior at the desk. When it got pretty bad with the phone calls, Billie would slam charts, push chairs and be a little abrupt with the people she worked with.† Another written reprimand in November of 1986 warned Rodman that her job was in jeopardy if the disruptive behavior continued. The supervisor established restrictions prohibiting the claimant from having visitors at the department and instructed her to notify security if there was a potential problem. On February 15, 1987, Rodman began work at 1:00 o’clock in the afternoon. She had spoken to her boyfriend’s mother earlier  in the day to tell her that she did not want him to use her car as she had broken off their relationship. The boyfriend’s mother called her at work and told her the boyfriend had her car keys. Rodman told the mother to h ave the boyfriend call her at work. When he did, she informed him that she could not talk to him at her duty station, and he hung up on her. He called her back and left a number where he could be reached. She left the work area and went to the break room to call him. After returning to her duty station, Rodman got another telephone call from her boyfriend who told her to go downstairs to the lobby to meet him and pick up the keys. When she refused, he told her that if she did not come down he would come up to her department. Claimant left the department to confront her boyfriend, and, because her supervisor was at lunch in the hospital cafeteria, Rodman notified a co-worker, a registered nurse, that she was leaving. Rodman testified, â€Å"I didn’t want any kind of confrontation at the desk, so I went downstairs.† Before she left her desk, Rodman called the employer’s security guard and asked him to meet her in the lobby because she anticipated that a problem could develop. When Rodman got to the lobby, her boyfriend started yelling and forced her outside. In doing so, he tore her shirt. At this point the security guard arrived and observed them arguing. Rodman was in the passenger seat of her car. The security guard instructed the boyfriend to return the keys, but the boyfriend jumped into the driver’s seat, locked the doors and drove off. About thirty-five minutes later, Rodman returned to her work station, after having changed her torn shirt. She resumed working, but, as the shift progressed, more telephone calls were received for her in the department. The supervisor became frustrated with the volume of calls and the behavior of Rodman. It was determined that Rodman should be sent home. Thereafter she was terminated. Issue: At Issue is whether the misconduct which warranted termination from unemployment rose to the level of misconduct which would warrant denial of unemployment compensation under NMSA 1978, section 51-1-7 of the Unemployment Compensation Law. Whether the events of a third party constituted the â€Å"last straw doctrine.† Rule: â€Å"[M]isconduct† * * * is limited to conduct evincing such wilful or wanton disregard of an employer’s interests as is found in deliberate violations or disregard of standards of behavior which the employer has the right to expect of his employee, or in carelessness or negligence of such degree or recurrence as to manifest equal culpability * * *. [M]ere inefficiency, unsatisfactory conduct, failure in good performance as the result of inability or incapacity, inadvertencies or ordinary negligence in isolated instances, or good faith errors in judgment or discretion are not to be deemed â€Å"misconduct† within the meaning of the statute. Application: Rodman had a history of wanton or wilful disregard for the employer’s interest and was discharged for the accumulation of those events, including the precipitating event. Rodman’s conduct on February 15, considered in light of totality of circumstances including her previous history or personal phone calls and unauthorized visitors, showed a—willful or wanton disregard for her employer’s interests–. Rodman did not comply with her previous restriction put on her by her employer which was ground’s enough for termination and denial of unemployment benefits. The last straw was applied in this case due to Ms. Rodman’s totality of circumstances. Conclusion: Decision was affirmed by the courts in light that Ms. Rodman’s actions on February 15, which when it was considered in light of restrictions that where upon her previous failure to comply with those restrictions, demonstrated a willful disregard for her employer’s interests.

Meat Vending Business Plan

EXECUTIVE SUMMARY Business Name:WENDORS Meat Vending Business Address:BISU Bilar Campus – Zamora, Bilar, Bohol Nature of Business:Meat Vending Form of Ownership:Sole Proprietorship Proponents: Wendell Doria VISION A high quality business that forefronts in providing excellent services to the customers and to be one of the top most well known producer of meat not just in our town but all over Bohol and the Philippines. MISSION To satisfy the customers needs and keeping the strong relationship with the customers as well as improving the services we offer. GOALS 1.Maintain the good reputation of the business. 2. To meet the reasonable net profit by the end of the year. 3. To meet the highest satisfaction rate from the customers. 4. To offer the best quality meat. Business overview Meat offers valuable nutrients including protein, iron, zinc and b vitamins. (according to the American meat institute. ) Your body needs proteins to build healthy muscles, bones and skin as well as pro duce hormones and synthesize vitamins . Meat provides you with home-iron a type of iron that is easier for your body to absorb and not found in non meat sources like veggies and beans.Zinc helps your immune systems function properly while the B vitamins group helps regulate the immune systems an release energy. Pork is the edible flesh of domesticated hog or pig. It is the meat from the pig/swine/hog meant to be eaten fresh. Consumption of pork in moderate quantities is helpful in gaining energy. It is good for skin, eyes, nervous system, bones and mental performance. Intake of pork also ensures better immunity to body due to presence of essential antioxidants. The colours of the meat and the fat of pork are regarded as more appetizing, while the taste and smell are described as sweeter and cleaner.It is also considered easier to digest. In rural tradition, pork is shared to celebrate important occasion and to form bonding. Pork is a choice of protein that can satisfy both the gourm and and diet-conscious consumer. Pork has been a very popular source of food all through antiquity. Pork isn't fatty meat – in fact, it's one of the leanest meats available. Pork is also an important source of iron, zinc and protein. Pork is a food choice that is just as good for little ones as for adults and teenagers.Its high nutritional value contributes to kids' higher need for proteins, minerals and vitamins throughout their growth, and reinforces their immune system. Following are some the significant nutritional facts with regard to pork: * Pork has a high mineral content of Phosphorus, Selenium, Sodium, Zinc, Potassium and Copper. * The two minerals which are present in good quantities are Iron and Magnesium, while Calcium and Manganese are found in traces only. * Pork is highly enriched with Vitamin B6, Vitamin B12, Thiamine, Niacin, Riboflavin and Panatothenic Acid.However, Vitamin A and Vitamin E are found in very small amounts. MARKETING ASPECT Market Situation Po rk is in high demand especially in the school days since the target market are the restaurants, faculty and staff, students, canteen and household consumers in and out of the school campus. The restaurant owners are of high percentage of demand because the students prefer to buy viands in the restaurants and canteen in every meal than cooking for their own. And because of that, they are in need of pork for their additional menu as their source of income as well. Market NeedsThe project provides consumers quality pork and lechon that suit their daily intake. This aims to fulfil the benefits important to consumers. It will also provide quality, leaner and fresh pork as a staple food and delivers once a week to the target market that the venture would be a steady supplier Target Market The target market are those individuals who would like to eat meat. The possible customers are restaurant owners, canteen, faculties and staff, students, household customers who are willing to buy and pa y at a reasonable price. Target Demand Figure 1. Target Demand Supply of Raw MaterialsThe owner will purchase pig weighing 60-110 kgs for every slaughter from family backyard raisers and Carmen Public Market every week. To assure for a steady supply, the venture will find a steady supplier and purchase it three days before the operation. Supply of the Proposed Product The WENDORS vending business will supply once a week to the target market like restaurant and canteen, specifically every Tuesday for regular schedule. The venture also accepts orders.. Product Offering The proposed meat vending will sell pork and other parts. It will be deliver directly to the target market .The main target markets are the restaurant owners and canteen, faculty and staff. It will also offers by-products of pork such as the head, intestines, liver and feet. Marketing Strategy The venture applies some strategy in marketing the product. The most risky of putting up this kind of business is the collection of sales. The business cannot assure of 100% cash even though that the venture will make a policy that it should be in cash basis. So the venture will allocate an amount in case of the delay of payment. Venture will fairly entertain customers and practice a personalized service to its customers and try to believe on the aying customers are always right. . Marketing Mix The proposed business is comprised of the following approaches to product, price, place of distribution and promotion. Product. Pork and some parts of the pig such as the head, liver, intestines and feet are the main products to be offered to the potential target market. Pricing. It should have reasonable pricing in order to develop market. The customers who paid in cash bases can avail discounts of 10% for the pork and other part. The customers who apply credit and instalment basis will be given 7 days to pay. The pricing will greatly depend on average market price.Place of Distribution. The product can reach to the customers through direct selling. The product will be delivered to the possible target market in the scope area. Promotion. The venture will use posters and stickers. It will also engage in canvassing to the target market for the next operation. SWOT Analysis Strengths * Presence of skilled workers * Right location * High demand * High quality meat * High level of personalized service Weaknesses * Limited current wholesale accounts. * No display area or permanent location. * The supply of meat is seasonal. * High percentage of debt or in credit term. Opportunities * Few competitors Possibilities of good profit * High demand Threats * Shortage of raw materials at a given time * Increasing economic status * unfavorable government law * Swine deceases Channel of Distribution Figure 2. Channel of Distribution (Direct Selling) Table 1. Pricing Strategy Pork| Cash Basis (P)| Credit Basis(P)| Head| 100. 00| P110. 00| Meat with bones| 170. 00| 180. 00| Liver| 170. 00| 180. 00| Intestines| 80. 00| 90. 00| Feet| 120. 00| 130. 00| Demand and Supply Analysis Monthly Demand| | June| July| Aug. | Sept. | Oct. | Nov. | Dec. | Jan. | Feb. | March| April| May| | n| 2| 2| 2| 2| 3| 3| 4| 3| 2| 2| 2| 2| | | 90| 90| 90| 90| 90| 90| 90| 90| 90| 90| 90| 90| | Q| 180| 180| 180| 180| 270| 270| 360| 270| 180| 180| 180| 180| | Note: the table represents the monthly demand for pork (averaging) where  Ã‚  n  Ã‚  Ã‚  =  Ã‚  Ã‚  number  of  pigs q  Ã‚  Ã‚  =  Ã‚  Ã‚  no. of kilos Q  Ã‚  Ã‚  =  Ã‚  Ã‚  represents  total  demand  for  your  product. Table 6 Projected Monthly Sales(P)| Months| sales| January| 36,396. 00| February| 24,264. 00| March| 24,264. 00| April| 24,264. 00| May| 24,264. 00| June| 24,264. 00| July| 24,264. 00| August| 24,264. 00| September| 24,264. 00| October| 36,396. 00| November| 36,396. 00| December| 48,528. 00| TOTAL| 351,828. 00|Note: the above table represents the monthly sales TECHNICAL ASPECT Operation Strategy Since the proprietor ha d no experience about slaughtering a pig he decided to hire an expert person in this field . The proponent had talk to Mr . Edie Mangayaay to help us in this matter. He is the one to slaughter the pig with the agreed salary of P5. 00/kg of live pig. It is not necessary to build our own slaughter house because it is quite expensive and time costly, we have agreed that the operation will be done in proponents house . The place is so appropriate for slaughter because of its abundant water supply and large area.The proponents will directly deliver the product to the target market once a week. . Production Process Buying . The venture will first purchase live pig as a raw material for operation. The purchaser will go to the suppliers every week and negotiate the price per kg. of live weight. Then it will be transported for slaughtering and roasting. Slaughtering. It will be done in the butcher’s house. Since, the proponents are not expert in this activity; the venture will hire an expert slaughterer. Packing. After slaughtering the pig, it will be chopped in any cuts as what the orders required.It will be packed in plastic cellophane after weighing. Distribution. The packed pork will be delivered and distributed to the target market according to their order and suggested cuts and part of pig. Figure 3. Production Process Table 2. Total Labor Requirement. Position| Number| Monthly Salary (P)| Total Annual Salary(P)| Manager/Cashier| 1| 500. 00| 6,000. 00| Distributor/Canvasser| 1| 400. 00| 4,800. 00| Purchaser/Collector| 1| 400. 00| 4,800. 00| Total| 4| P 2,500. 00| P15,600. 00| (note: operation is twice a week) Table 3. Fixed Investment and Depreciation Charges Equipment/tools| Qty. Price/unit (P)| Total (P)| Life Span| Depreciation cost (P)| Monthly depreciation| Weighing Scale| 1| 1,200. 00| 1,200. 00| 3| 400. 00| 33. 33| Styrofoam box| 2| 500. 00| 1,000. 00| 1| 1,000. 00| 83. 33| Good knife| 1| 450. 00| 450. 00| 1| 450. 00| 37. 50| TOTAL| | | P2,650. 00| | P1,850. 00| 154. 16| Table 4. Operation Schedule. Days| Time| Activities| Monday| 8:00 a. m. -10:00 a. m. | Slaughtering of pig| Wednesday| 3:00 p. m. -5:00 p. m. | Roasting| Note: The table above is the regular schedule of the operation. Table 2. Cost of Operation. | Monthly (P)| Direct Material| 17,100. 00| Direct Labor| 900. 00|Transportation | 1,360. 00| Communication | 300. 00| Total cost of operation| P19,660. 00| Table 3. Administrative and Selling Expenses. | Monthly(P)| Depreciation of operating equipment| 154. 16| Supplies| 133. 00| Total selling and administrative expense| P 287. 16| Table 7. Supplies for the whole year Expense Description| Units| Unit Cost (P)| Total Cost (P)| Journal, Ledger, Record book| 4 packs| 35. 00| 105. 00| Calculator| 1 pc| 150| 150. 00| Ball pens| 15pcs| 5. 00| 75. 00| Pencils| 6 pieces| 6. 50| 39. 00| Bond Paper-Short| 1ream| 220. 00| 220. 00| Stapler| 1 pc| 72. 00| 72. 00| Staple Wire| 5 boxes| 12. 0| 60. 00| Liquid Eraser| 3 pieces| 40. 00 | 120. 00| Plastic Cellophane| 25 packs| 30| 750. 00| Total| | | P1,591. 00| Note: The above office supplies are to be used for one year. Communication (Cellular Phone) This is necessary to maintain good connection with the customers and the proprietor itself so that there will be a good relationship between them. It is one of the best asset of the venture in enhancing their customer service and personalized relationship with the customer because this will help a lot in achieving their goals and aside from that it will help a lot in communicating each employees. This would help customers and the owners in the distribution of the products. The venture will used Talk N’ Text Network with an estimated monthly bill of P300. 00 load. Transportation The business earnings depend on the distribution and selling of the finish products. To reach the customer’s location or selling areas, the cost of transportation will be allocated. Good channel in the transportation of the produ cts lies the business growth. It’s only delivering once a week and purchase raw material once a week. Table 8. Transportation Expense Transportation Expense| Rate per kg. nd head (P)| Kgs and no. of person| Weekly Expense (P)| Monthly Expense (P)| Pork:Freight of the Purchased Pig for slaughter| 1. 00| 90 kgs| 90. 00| 180. 00| Transportation of the Purchaser| 150. 00| 1| 150. 00| 300. 00| Distributors/Collectors Transportation| 100. 00| 1| 100. 00| 200. 00| TOTAL| | | P340. 00| P680. 00| Table 9. Projected Monthly Sales of Pork Sales of a 70 kgs. of pig| Pork| Percentage| Weight, kg. | Price/kilo (P)| Weekly Sales(P)| Monthly Sales(P)| Meat w/ bones| 65%| 45. 5| P170. 00| P7,735. 00| P30,940. 00| Head| 8%| 5. 6| 100. 00| 560. 00| 2,240. 00| Liver| 3%| 2. | 170. 00| 357. 00| 1,428. 00| Intestine| 5%| 3. 5| 80. 00| 280. 00| 1,120. 00| Feet| 6%| 4. 2| 120. 00| 504. 00| 2,016. 00| TOTAL| 87%| 60. 9| | P9,436. 00| P37,744. 00| Sales of a 100 kgs. of Pig| pork| Percentage| Weight k gs. | Price/kilo(P)| Weekly sales(P)| Head| 8%| 8| 100. 00| 800. 00| Meat /bones| 65%| 65| 170. 00| 11,105. 00| Liver| 3%| 3| 170. 00| 510. 00| Intestine| 5%| 5| 80. 00| 400. 00| Feet| 6%| 6| 120. 00| 720. 00| TOTAL| 87%| 87 kg. | | 13,535. 00| Sales of a 80 kilos of pig| Pork| %| Weight kg| Price per kilo(P)| Weekly sales(P)| Head| 8%| 6. 4| 100. 00| 640. 00|Meat/bones| 65%| 52| 170. 00| 8,840. 00| Liver| 3%| 2. 4| 170. 00| 408. 00| Intestine| 5%| 4| 80. 00| 320. 00| Feet| 6%| 4. 8| 120. 00| 576. 00| Total| 87%| 71. 2 kg. | | 10,784. 00| | | Sales of a 90 kilos of pig| Pork| %| Weight kg| Price per kilo(P)| Weekly sales(P)| Head| 8%| 7. 2| 100. 00| 720. 00| Meat/bones| 65%| 58. 5| 170. 00| 9945. 00| Liver| 3%| 2. 7| 170. 00| 459. 00| Intestine| 5%| 4. 5| 80. 00| 360. 00| Feet| 6%| 5. 4| 120. 00| 648. 00| Total| 87%| 78. 3kg. | | 12,132. 00| | | Purchases Months| Purchases| January| 25,650. 00| February| 17,100. 00| March| 17,100. 00| April| 17,100. 0| May| 17,100. 00| June| 17,100. 00| July| 17,100. 00| August| 17,100. 00| September| 17,100. 00| October| 25,650. 00| November| 25,650. 00| December| 34,200. 00| TOTAL| 247,950. 00| | | Note: the following are the purchases of live pig every month @P95 per kilo. | | Proportion of a Live Hog Not all of the pig is edible pork. On average, about 87% of a hog make it from the pen to the pan. A 70-kg hog will yield approximately 60. 9 kgs of retail cuts. Around 13% of a hog’s live weight is inedible product removed during the slaughter and dressing procedure bringing our 70 kgs. live hog to 60. kgs. dressed. The other internal organs, hair, blood, and other inedible products account for most of this loss. Once the carcass is sanitarily dressed, it is hung on a rail and placed into a cooler where it is quickly chilled after cutting. ORGANIZATIONAL ASPECT Legal Form The proposed business will be in a sole proprietorship form. It is a business in which the owner is also the employees at the same time. And because of multi task the proprietor hires an part – time employee. The duties is divided according to their expertise/stability and have equal input to major decisions.The venture is owned by Wendell B. Doria. Organizational Structure Figure 4. Organizational Structure Responsibility Matrix Position| Qualifications| Responsibilities| Owner | | * Formulate short term and long term plans, * develops strategies to guide employees towards attaining goals and objectives, *makes major decisions concerning the operations, *implement policies assigns tasks to be accomplished by employees * the owner is the same time the cashier and bookkeeper| Distributor-| * hardworking and industrious| * deliver the products to the target market| Canvasser/Purchaser – . * hardworking, * know to negotiate other people, * physically fit| * canvass orders for the next operation and * purchase raw material| Collector-. | * industrious *hardworking * know basic Mathematics| * collect receivables| Butche r/Labor- Mr. Edie Mangayaay| * physically fit, *hardworking, expert on slaughtering and roasting, * has experience on the said activities| * slaughter the pig * roast the pig, * cut the pork and roasted pig | Table 14. Project Timetable Activities| Days| 1| 2| 3| 4| 5| 6| 7| 8| 9| 10| 11| 12| 13| 14| Preparing Business Plan| | | | | | | | | | | | | | | Acquiring funds| | | | | | | | | | | | | | | Securing Business permit| | | | | | | | | | | | | | | Purchasing of equipment and supplies| | | | | | | | | | | | | | | Purchasing of raw material| | | | | | | | | | | | | | | Start of operation| | | | | | | | | | | | | | | Government and Legal Requirements The following are the fees to the government for the permits ; clearances: Table 15. Licenses and Permit Type of business license/permit/registration| Fees (P)| Mayor’s Permit| 800. 00| Police Clearance| 100. 0| Barangay Clearance| 100. 00| TOTAL| P 1,000. 00| FINANCIAL ASPECT Financial assumptions: 1. Revenue: all revenue are der ived from the sale of meat 2. Cost of raw material, supplies ; salaries remains constant throughout the period. 3. Labor ; Transportation expense will depend on the number of kilos slaughtered 4. The business assumes cash basis but also accept credit within a limited period. Project Cost I. Pre-Operating Expense Business Plan Preparation1,000. 00 Business Permit and Licenses1,000. 00 Total Pre-Operating Cost 2,000. 00 II. Fixed Assets RequirementTools and Equipment 2,650. 00 Total Fixed Assets Requirement 2,650. 00 III. Working Capital Requirement-1 month operation Transportation 680. 00 Communication 300. 00 Supplies Expense 133. 00 Salary Expense 2,500. 00 Purchasing of Pigs: 90 kgs. X 2 Live weight @95 kgs. 17,100. 00 Labor Expense 900. 00 Total Working Capital 21,613. 00 TOTAL PROJECT COST P 26,263. 00 Income Statement ?| June | July | Aug. | Sept. | Oct. | Nov. | Dec. Jan. | Feb. | Mar. | April | May | TOTAL| Sales | 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00| 36,396. 00| 36,396. 00| 48,528. 00| 36,396. 00| 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00| 351,828. 00 | Less cost of goods sold | 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| 25,650. 00| 25,650. 00| 34,200. 00| 25,650. 00| 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| 247,950. 00 | Gross Profit | 7,164. 00| 7,164. 00| 7,164. 00| 7,164. 00| 10,746. 00| 10,746. 00| 14,328. 00| 10,746. 00| 7,164. 00| 7,164. 00| 7,164. 00| 7,164. 00| 103,878. 00| Less Expenses| ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | 0. 0 | Sell ; Admin Exp. | 4,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 2,633. 00| 33,596. 00 | communi| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| 300. 00| ? | Depreciation| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| 154. 16| ? | Transpo expense| 680. 00| 680. 00| 680. 00| 680. 00| 1,020. 00| 1,020 . 00| 1,360. 00| 1,020. 00| 680. 00| 680. 00| 680. 00| 680. 00| 9,860. 00 | Labor Expense| 900. 00| 900. 00| 900. 00| 900. 00| 1,350. 0| 1,350. 00| 1,800. 00| 1,350. 00| 900. 00| 900. 00| 900. 00| 900. 00| 13,050. 00 | Total Expenses| 6,667. 16| 4,667. 16| 4,667. 16| 4,667. 16| 5,457. 16| 5,457. 16| 6,247. 16| 5,457. 16| 4,667. 16| 4,667. 16| 4,667. 16| 4,667. 16| 61,955. 92 | Net Profit | 496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 5,288. 84 | 5,288. 84 | 8,080. 84 | 5,288. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 41,922. 08 | Note: The table shows the monthly net income Cash Flow ?| Pre – Op | June | Jul | Aug | Sep | Oct | Nov | Dec | Jan | Feb | Mar | Apr | May | CASH INFLOW | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? Owners Equity | 26,263. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Cash Sales | ? | 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00| 36,396. 00| 36,396. 00| 48,528. 00| 36,396. 00| 24,264. 00| 24,264. 00| 24,264. 00| 24,264. 00 | Total cash Inflows | 26,263. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | 36,396. 00 | 36,396. 00 | 48,528. 00 | 36,396. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | 24,264. 00 | CASH OUTFLOW | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Pre Op. | 2,000. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? Fixed Asset | 2,650. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Purchase | ? | 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| 25,650. 00| 25,650. 00| 34,200. 00| 25,650. 00| 17,100. 00| 17,100. 00| 17,100. 00| 17,100. 00| Labor exp. | ? | 900. 00| 900. 00| 900. 00| 900. 00| 1,350. 00| 1,350. 00| 1,800. 00| 1,350. 00| 900. 00| 900. 00| 900. 00| 900. 00| Selling and admin | ? | 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| 2,933. 00| Transpo | ? | 680. 00| 680. 00| 680. 00| 680. 00| 1,020. 00| 1,020. 00| 1,360. 00| 1,020. 00| 680. 00| 680. 0| 680. 00| 680. 00| Total Cash outflow | 4,650. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | 30,953. 00 | 30,953. 00 | 40,293. 00 | 30,953. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | 21,613. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Net Flow cash | 21,613. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | 5,443. 00 | 5,443. 00 | 8,235. 00 | 5,443. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | 2,651. 00 | Add. Beg. balance | – | 21,613. 0 | 24,264. 00 | 26,915. 00 | 29,566. 00 | 32,217. 00 | 37,660. 00 | 43,103. 00 | 51,338. 00 | 56,781. 00 | 59,432. 00 | 62,083. 00 | 64,734. 00 | Ending cash balance | 21,613. 00 | 24,264. 00 | 26,915. 00 | 29,566. 00 | 32,217. 00 | 37,660. 00 | 43,103. 00 | 51,338. 00 | 56,781. 00 | 59,432. 00 | 62,083. 00 | 64,734. 00 | 67,385. 00 | BALANCE SHEET ?| Pre-op. | June | July | Aug. | Sept. | Oct. | Nov. | Dec. | Jan. | Feb. | Mar. | April | May | Cash | 21,613. 00 | 24,264. 00 | 26,915. 0 | 29,566. 00 | 32,217. 00 | 37,660. 00 | 43,103. 00 | 51,338. 00 | 56,781. 00 | 59,432. 00 | 62,083. 00 | 64,734. 00 | 67,385. 00 | Fixed Asset | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | 2,650. 00 | Depreciation | ? | (154. 16)| (308. 32)| (462. 48)| (616. 64)| (770. 80)| (924. 96)| (1,079. 12)| (1,233. 8)| (1,387. 44)| (1,541. 60)| (1,695. 76)| (1,849. 92)| Total current assets | 24,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 40 | 65,688. 24 | 68,185. 08 | Pre operating exp. | 2,000. 00 | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Total assets | 26,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 0 | 65,688. 24 | 68,185. 08 | Liabilities and owners equity | ? | ? | ? | . | ? | ? | ? | ? | ? | ? | ? | ? | ? | Total Liabilities | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | ? | Owners Equity | 26,263. 00 | 26,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 40 | 65,688. 24 | Income | ? | 496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 5,288. 84 | 5,288. 84 | 8,080. 84 | 5,288. 4 | 2,496. 84 | 2,496. 84 | 2,496. 84 | 2,496. 84 | TOTAL LIABILITY AND CAPITAL | 26,263. 00 | 26,759. 84 | 29,256. 68 | 31,753. 52 | 34,250. 36 | 39,539. 20 | 44,828. 04 | 52,908. 88 | 58,197. 72 | 60,694. 56 | 63,191. 40 | 65,688. 24 | 68,185. 08 | RETURN ON INVESTMENT ROI = NET INCOME/TOTAL INVESTMENT x 100 =41,922. 08/26,263. 00 =1. 665 x 100 =160% PAYBACK PERIOD PP = Total Investment /Annual ave. Income =26,263. 00/41,922. 08 =0. 63 years Break Even Analysis=F/CMuF / CMr =3,337. 16 / 33. 803,337. 16 / =98. 73klsPhp. 13,295. 46

Applying Adult Education Theory to Guide Basic Life...

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