Alexander Redmon Andrea DeRocco Chung Wen Chen Erin Lafayette

1. Advisor: Professor Matt Bonham Class: Strategic Planning, Implementation and Evaluation in International Affairs Alexander Redmon Andrea DeRocco Chung Wen Chen Erin Lafayette

2. Statement of Problem • About 300,000 children are involved in conflicts worldwide. • More than 7,000 child soldiers are estimated to be in Congo. • Thousands of children are recruited to serve in Burma’s army. • Over 2,000 former Columbian child soldiers are attempting to re-integrate into local communities. • There are currently over 600 million stray dogs in the world.

3. Current Situation Child soldiers relieved of their status as combatants are suffering: - Post Traumatic Stress Disorder (PTSD) - An inability to re-integrate into local communities - Difficult to regain a normal productive life Governments and NGOs such as The Coalition to Stop the Use of Child Soldiers, The International Rescue Committee, and Amnesty International are trying to eradicate this problem.

4. Possible Solution The NGO Pups For Peace’s main objective is rehabilitating child soldiers through canine friendships. Benefits: (1) Supporting healthy relationships between humans and animals. (2) Able to quicken the rehabilitation of child soldiers into society and alleviate the growing population of stray dogs. (3) Children will receive companionship that they lack. (4) Canines will be able to receive proper care and love.

5. What is Pups For Peace ?

6. PFP Mission Statement Pups for Peace is a transnational, non-governmental, non-religious, non-military and non-profit organization with the goal of rehabilitating child soldiers by re-integrating them into their communities through the use of child and canine cooperation to establish enduring friendships, trust, and responsibility.

7. How it Works?

8. Target Groups • (1) Child Soldiers - Offered courses on dog ownership - Receive resources for dog maintenance - Access to canine food supply • (2) Unregulated and overpopulated canines - Will be neutered and better regulated - Will be vetted, trained and placed in accordance with a personality assessment • (3) National and municipal governments - Offer PFP resources and funding in return for better care for their citizens and cleaner streets

9. Partnerships • Governments PFP benefits: (1) Financial funds (2) Government resources Governments benefits: • Alleviate the problem of the increasing canine population • Help and manage former child soldiers to recover from PTSD and integrate successfully into society

10. Partnerships • Canine oriented companies PFP benefits: (1) Free advertising and publicity (2) Dog food (3) Financial resources Canine oriented companies benefits: • Promote CSR and philanthropy goals • Increase brand visibility and surge in potential consumers

11. Organization Operations Headquarters: Syracuse New York, USA Regional Locations: (1) Columbia (2) Congo (3) Burma Reasons for choosing these locations: • Large child soldier populations (2) Canine overpopulations

12. PFP Structural Management • Consists of a Board of Directors, CEO, CFO, COO, Regional Directors, staff and volunteers • Led by Board of Directors working closely with the CEO • CFO and COO will report to the CEO • The regional offices will be led by Regional Directors and will work closely with the COO

13. PFP Structure Layout

14. Board of Directors Resposibilities • Work closely with the CEO to monitor PFP’s activities. • Act as an advocate for external shareholders. • Play a large role in acquiring the necessary startup funds. • Plays a vital part of targeting potential new sources of future revenue within local communities. • Actively advocate PFP’s mission and objectives.

15. CEO RESPONSIBILITIES • Oversee the CFO and COO. • Implement the Board’s initiatives. • Ensure PFP’s operations run smoothly. • Involved in extensive fundraising • Intensive marketing and promoting of PFP’s mission.

16. CFO RESPONSIBILITIES • Maintain all financial records electronically. • Keep accounting record of costs and incoming monies. • Prepare an annual budget. • Monitor and approve all costs and expenditures. • Have the power to re-allocate resources with the approval of the CEO.

17. COO RESPONSIBILITIES • Supervise day to day activities of the headquarters' operations in Syracuse • Monitor the regional offices’ operations • Report regularly to the CEO on PFP operations

18. Regional Director Responsibilities • Report directly to the COO. • Maintain close contact with PFP headquarters. • Develop and implement strategies specific to host countries. • Hire and oversee all staff members and volunteers. • Ensure that all PFP personnel are properly trained. • Coordinate regional office’s daily activities. • Maintain all local PFP personnel’s safety and has authority to stop operations in their region in the event of escalating conflict.

19. Financial Management • Start- up Capital : $500,000 • Board of Directors : $5,000/yr (per individual) • Donors : (1) Individuals (2) Private corporations (3) Government contracts (4) Public and private grants Usage: (1) Cover first year financial costs (2) Develop solid foundation for PFP

20. Supplementary Funding And Partnerships CEO and CFO will seek supplementary funding through grants and loans such as • U.S. Government • United States Agency for International Development • EPA stewardship programs • People for the Ethical Treatment of Animals • American Humane • World Advocacy • American Society for the Prevention of Cruelty to Animals

21. Emergency Funds A specific amount of money will be set aside for emergency situations such as • Costs of staff evacuation or relocation • Costs of PFP operations temporarily halted Reasons: • To ensure the safety and well-being of PFP staff and its operations • The potential of instability in the chosen regional locations

22. Breakdown of First Fiscal Year Operating Costs

23. First Fiscal Year PFP Personnel Costs

24. First Fiscal Year PFP Operations Costs

25. First Fiscal Year PFP Total Costs

26. AD/LOGO

27. Expectations • Garner international support for the cause. • Ability to raise enough funding in the first year to have a solid foundation for future operations • Maintain a steady financial balance to support the operation costs of the Headquarters and regional offices. • Expand services and operations within 10 years.