The Akal Academies

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/22096

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DC Field	Value	Language
dc.contributor.author	Ghura, Amarpreet Singh
dc.contributor.author	Sherry Chand, Vijaya
dc.date.accessioned	2019-06-04T00:50:30Z
dc.date.available	2019-06-04T00:50:30Z
dc.date.issued	2017-03-17
dc.identifier.uri	http://hdl.handle.net/11718/22096
dc.description.abstract	In July 2016, Baba Iqbal Singh Kingra Ji, Chairperson, The Kalgidhar Trust-Society (TKTS), a non-profit social development organization based in Himachal Pradesh, India, wanted a plan for expanding the rural school activities of TKTS. In 2012, TKTS had fixed a target of 500 academies with 250,000 students to be achieved by 2020. As of 2016, it ran 129 schools that catered to 62,000 students. Apart from continuing with its donations and bank loan-based model, TKTS could explore franchising, entering into management contracts with existing schools, lease in land, or enter into public-private partnerships with the government	en_US
dc.publisher	Indian Institute of Management Ahmedabad	en_US
dc.relation.ispartofseries	RJMC0043;
dc.subject	NGO Expansion	en_US
dc.subject	Decision Making	en_US
dc.subject	Optiona Analysis	en_US
dc.title	The Akal Academies	en_US
dc.type	Cases and Notes	en_US
Appears in Collections:	Cases and Notes

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