Standing committees
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China
6.
To fund anticipated cash needs
Finance & Economic Services Construction Transport & Travel
Ad hoc committees
Education & Training Strategy
Although the Chamber has an accumulated deficit of some $2 million, it experiences little difficulty funding this through subscription receipts (which are, in effect, prepayments). Our projections indicate that the Chamber should be able to fund most of its proposed new initiatives through increased revenue generation.
There are two important exceptions to this:
i.
a new top calibre executive director (if we decide to appoint one); and
ii.
the one-off cost of moving to the premises of the new British Consulate General.
The total cost of the new executive director (including housing) is likely to be some $2 million, more - than double the existing cost. It would take about two years before revenue will have built up to cover this. The cost of the move is likely to be at least $2 million .
Taken together we believe that the Chamber should plan on requiring an additional infusion totalling $4 million spread over 1993 to 1996. Ideally it should obtain commitments for the full amount not later
than 1993.
Exactly how this is raised requires separate study. Purely by way of example, one time contributions as follows should, theoretically, be sufficient.
Large corporate members
Smail corporate members
HKS
15,000.00
5,000.00
1,500.00
Associate members
However this depends on reaching certain levels of membership and 100% acceptance (which latter is, of course, unlikely). Therefore somewhat - but not hugely - higher contributions would probably be necessary in practice. Assuming that the Chamber has made the anticipated strides in raising its *customer satisfaction" levels by the time it launches this campaign, such a quantum of one-time subventions does not seem unrealistic.
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