Roadmap for JKSS Alumni Association Transformation
As presented by Batch 22nd - A framework for understanding the challenges and working collaboratively toward a sustainable solution for our alumni community.
Join the Transformation
Let's go to our beloved school
Beneath the mountains of Kashmir, where the valleys breathe cold,
A small boy in sixth standard, a story to unfold.
Far from a home he once knew, in a world that felt new,
He found a family in me and you.
Through the stern morning bugle and the fog-laden air,
We learned discipline's lesson and brotherhood's care.
The hand of a senior, once feared, turned to a guide,
For in that shared struggle, our spirits allied.
We marched on the parade ground, our steps in a row,
In the fields of a cricket match, we put on a show.
For in those school colors, our differences fell,
United as one, a story to tell.
Now years have gone by and our journeys have changed,
But the love that we share can't be ever estranged.
For those halls and those fields, they hold more than a past,
They hold an unbreakable bond, built to forever last.
Now when we meet, with years gone by,
The same sparkle glows in each eye.
Though paths have changed, we still reply—
"You're my brother," with a sigh.
So let's put down our differences and remember the start,
That boy in sixth grade with a full, hopeful heart.
For the family we forged, in those years and that place,
Is a love that endures, beyond time and beyond space.
Disclaimer & Appeal

A Call to Transform: A Collaborative Framework
This roadmap is a direct response to the concerns and aspirations articulated by our fellow alumni in recent discussions. We have used direct references from our conversations not to cast blame, but to highlight that the challenges we face—be it the perception of a "dictatorship," financial opacity, or a lack of representation—are shared community concerns. This document is a collective diagnosis, not a unilateral judgment. Its sole purpose is to serve as a framework for building a more transparent, democratic, and impactful alumni association.
This is not a final constitution. It is a foundational proposal. Every principle outlined here is subject to change and will be refined through extensive deliberation with the General Body, the Board, and our Batch Coordinators. We urge you to consider this document with an open mind, not as a rigid plan, but as a starting point for a conversation that will shape our collective future.
A Guiding Principle: Forging Our Future with Respect
We understand that this document will spark discussion and debate. We welcome it. This is the very essence of the democracy we seek to build. We ask, however, that all conversations be grounded in mutual respect. A junior must afford the utmost respect to their seniors, and a senior must reciprocate in kind.
To those who have carried the burden of leadership in the past: we honor your service and dedication. We request that any past grievances not be brought forward to sabotage a great future. Let us not allow the past to stand in the way of a shared, prosperous future. We are not here to assign blame, but to forge a new path together—one built on unity, coherence, and the unshakeable "Sainiki bond" that binds us all.
Forging Our Future: A Call to Shared Leadership
Our alumni association's journey has been one of unwavering brotherhood and mutual support, built on the foundations laid by dedicated individuals.

Honoring a Legacy:
We begin by extending our profound gratitude and heartfelt appreciation to our senior members, especially Mohammad Yousuf Wani Sir. For years, he has tirelessly and selflessly stewarded our trust, acting with the purest intentions to keep our community vibrant and connected. His commitment was a beacon, shining through every challenge, ensuring that most member in need were ever left unsupported.
Mohammad Yousuf Wani Sir bore an immense responsibility, shouldering the weight of an entire organization without direct financial gain, often at significant personal cost.
While perfection is an aspiration for any endeavor, his intentions were always unequivocally to serve the brotherhood. This roadmap is not a critique of his past leadership, but a powerful testament to the necessity of a formalized, robust organization and a dedicated team to support such monumental efforts.
Embracing Shared Responsibility for Collective Growth
His unparalleled commitment illuminates the path forward, revealing not flaws, but immense opportunities for collective strength. We are not here to assign blame, but to uplift and expand upon this legacy. This roadmap is a compassionate and empowering response to the evolving needs of our community, transforming "growing pains" into a unified vision for a more transparent, democratic, and impactful future.
Our ultimate goal is to honor Mohammad Yousuf Wani Sahab's selfless dedication by building a future where no single individual carries such a colossal burden alone. Instead, the responsibility and the profound opportunity to serve will be enthusiastically shared among all, strengthening the very fabric of our cherished Sainiki bond.
Charting a New Course: Building a Stronger Foundation Together
Our journey forward is illuminated by the insights shared within our community. The challenges we currently face are not setbacks, but rather powerful opportunities to evolve, strengthen our bonds, and build a more robust and responsive association. Let's embrace these opportunities to transform our current trust-based system into a dynamic model for collective growth.
Empowering Democratic Governance
The absence of regular elections and extended leadership tenures has led to a perception of centralized authority.
This critical concern has been thoughtfully noted by members like Dr. Naseem Sir and Dr. Ahsan Sir ([May 27, 2025]), highlighting our opportunity to cultivate a truly democratic and inclusive leadership structure.
Cultivating Financial Transparency
The lack of formal audits has sparked vital questions and even demands for refunds from members such as Dr. Ahsan Sir ([May 27, 2025]).
While ad hoc fundraising has been effective in emergencies, this signals our need to implement a structured financial system that ensures clarity, accountability, and long-term sustainability.
Ensuring Equitable Representation
We are a richly diverse community, yet some feel that few batches currently dominate, leading to a sense of underrepresentation ([May 26, 2025]).
This dynamic, eloquently raised by Asif Iqbal Sir ([May 27, 2025]), presents an opportunity to actively foster a more inclusive environment where every voice is heard and valued, dispelling any notion of "batchism."
Optimizing Operational Efficiency
Our reliance on informal communication, like the WhatsApp chat, and a general lack of engagement from many members ([May 27, 2025, GM Sir]) underscores the need for modernization.
This is our chance to design a more professional, streamlined, and engaging operational framework that serves all members effectively.
Achieving Legal & Tax Compliance
The absence of crucial 12AB and 80G registrations creates significant legal and financial risks, as pointed out by Ashiq Hussain Sir and others ([May 27, 2025]).
By proactively addressing this, we can unlock new fundraising capabilities and ensure our continued compliance, safeguarding our collective future.
Reigniting Member Engagement
The observed decline in member enthusiasm and occasional expressions of hopelessness are not signs of apathy, but rather a profound invitation to rekindle the vibrant spirit that once defined our association. This presents a golden opportunity to infuse renewed energy, inspiring every member to actively participate and contribute, thereby transforming disinterest into dynamic collective action and shared purpose.
These observations are not a judgment of individuals, but a clear call to action for systemic enhancement. They compel us to unite as brothers and forge a future that not only honors the immense dedication of our past leaders but also empowers every single member of our cherished community through a more compliant, transparent, and democratic structure. Together, we can build something even greater.
Recommended System: Section 8 Company
We recommend transitioning to a Section 8 Company under the Companies Act, 2013, to address the trust's flaws, including the absence of 12AB and 80G, and align with a vision for a transparent, impactful organization.
Why Section 8 Company?
Tax Compliance
Eligible for 12AB (tax-exempt income) and 80G (donor deductions), addressing the trust's non-compliance and boosting fundraising ([May 26, 2025]).
Democracy
Shareholder elections ensure rotation in management positions ([May 27, 2025, Dr. Naseem Sir]).
Transparency
Mandatory audits and RoC filings resolve financial disputes ([May 27, 2025, Dr. Ahsan Sir]).
Scalability
  • Supports mentorship, startups, and advocacy for 41 batches ([May 27, 2025, Javaid Dar Sir]).
Credibility
Corporate status enhances partnerships, vital for a Kashmir-based voice.
Comparison of Structures
Three-Tier Organizational Structure
To integrate 41 batch coordinators and ensure efficiency, we propose a three-tier structure with an Advisory Board of patrons:
1
2
3
1
Tier 3: Board of Directors
The Apex Forum
2
Tier 2: Batch Coordinators
The Vanguard Council
3
Tier 1: General Body
The Sainik Collective

Advisory Board (The Patrons):
5–15 distinguished alumni (e.g., educators, entrepreneurs) with no specific or some specific tenure.
Provides strategic guidance, mentors committees, and enhances credibility (e.g., Dr. G. B. Ahmad Sir, [May 27, 2025]).
Each term is subjected to ratification every year.
The offices of our own competent people can help structure governance policies and coordinator roles.
Tier 1: General Body (The Sainik Collective)
All registered alumni (~3,000 members) with voting rights.
Responsibilities:
  • Elect Board of Directors
  • Approve major decisions at Annual General Meetings (AGMs)
  • Participate in association activities and initiatives
  • Contribute financially to support the association's mission
Tier 2: Batch Coordinators (The Vanguard Council)
41 coordinators (one per batch), appointed by batches for 3-year terms subject to ratification every year before the AGM.
Responsibilities:
  • Compile alumni lists for elections ([May 26, 2025, ImranT Sir])
  • Collect contributions (₹2,400 minimum, although this is very low, ₹3600/year is preferred, however, people can contribute more voluntarily).
  • Represent batch interests in committees and AGMs
  • Organize batch events (e.g., reunions)
Tier 3: Board of Directors (The Apex Forum)
5 members: President, Vice-President, Secretary, Treasurer, other representative. Elected for 3-year terms, subject to ratification in the AGM every year, with a max two-term limit ([May 27, 2025, Javaid Iqbal Sir]).
Responsibilities:
  • Set strategic direction for the association
  • Oversee committees and their activities
  • Manage finances and ensure compliance
  • Represent the association externally
Vision of the JKSS Alumni Association
The vision is to create a united, transparent, and impactful alumni network that fosters the "Sainiki bond," supports ex-students, strengthens the school, and becomes Kashmir's leading voice.
For Ex-Students
Mentorship, emergency support, networking, startup support, business connections, legal assistance, and familial bonds
For the School
Infrastructure improvements, scholarships, and career development programs
For Society
Education initiatives, advocacy for reform, and becoming a leading voice in Kashmir
For Ex-Students: Comprehensive Support
Mentorship
Pair alumni with mentors for careers (e.g., IAS, KAS, CAs, Doctors, Admins). Example: IIM Ahmedabad's mentorship program.
Emergency Support
Fund medical/financial crises (e.g., [May 26, 2025]). Maintain an emergency fund, like IITBAA's welfare programs.
Networking
Host meetups and webinars, similar to Tulane's Connect platform.
Startup Support
Offer seed funding, incubation, and mentorship for alumni startups, modeled after IITBAA's E-Cell.
Business Support
Facilitate B2B connections via networking events, like IIMIAA's initiatives.
Legal Support
Provide pro bono legal advice (e.g., contracts, disputes) through alumni lawyers, inspired by Tulane's referrals.
For the School and Society
For the School:
Infrastructure
Fund labs, libraries, and post-earthquake repairs ([March 21, 2023]). Example: IITBAA's Project Evergreen.
Scholarships
Offer 5–10 scholarships/year, like Thomas Aquinas's grants.
Career Programs
Provide student workshops, emulating Oxford Falls Grammar.
For Society:
Education
Launch skill centers in Kashmir, partnering with NGOs, like IIM Indore's outreach.
Advocacy
Address unemployment and education reform, establishing regional leadership.
Partnerships
Collaborate with government and corporates for skill development.
The offices of our own competent people can help develop a strategic plan to achieve this vision.
Safeguards for Accountability: No-Confidence Motion
For President and Key Office-Bearers
To uphold democratic integrity and ensure that no individual misuses or neglects their role:
Eligibility to Propose
Any 55 or more registered voting members can jointly submit a written no-confidence petition. Must state specific reasons and include evidence of non-performance or misconduct.
Procedure
Submission to Secretary, preliminary review by an independent Review Panel, and Special General Meeting (SGM) convened within 30 days with a clear agenda.
Voting
Conducted online and in-person with minimum 33% quorum. Motion passes with at least two-thirds (⅔) majority.
Consequences if Passed
Immediate removal from office. Interim President/Officer appointed until fresh elections are held within 45 days.
Transparency and Preventing Misuse of Power
To foster a culture of transparency and prevent misuse of power, we propose a robust system of accountability. This includes a no-confidence motion for key office-bearers and a framework for monitoring performance.

Proceeding shall start only after giving a due opportunity of being heard in the natural course of justice.
Consequences for Gross Misconduct
Permanent Termination of Membership
Any individual found guilty of gross misconduct shall be permanently stripped of their alumni membership and all associated privileges.
Financial Restitution
The individual shall be held personally liable for the financial loss caused to the association. Recovery shall be made for any proven financial loss or misappropriation, with the penalty being up to five times the amount of the loss.
These penalties will be imposed only after the individual has been found guilty through a formal, transparent investigation and a vote by the General Body, ensuring that due process is followed.
Performance Monitoring Framework
To foster a culture of transparency, each officer's contribution should be tracked and published regularly.
Key Performance Indicators (KPIs):
  • Number of initiatives/events executed
  • Fundraising achieved vs. targets
  • Meeting attendance and response rate
  • Compliance filings completed
  • Alumni engagement metrics (e.g., WhatsApp groups, surveys)
Annual Review Process:
  • Self-assessment + peer assessment
  • Independent review by the Advisory Board
  • Summary to be shared in the Annual Report and AGM
Quarterly Dashboard:
  • Event calendar
  • Fund usage
  • Ongoing initiatives
  • Performance heatmap of the core committee
High-performing office-bearers may be awarded certificates and AGM recognition. Two warnings within a tenure = automatic review by the Advisory Board. Three warnings = grounds for no-confidence motion.
Examples of Leading Indian Alumni Associations
1
IIT Bombay Alumni Association (IITBAA)
Activities: Funds scholarships, supports startups via E-Cell, organizes FinTech Summits, runs Project Evergreen for campus upgrades.
Support: Offers mentorship, job postings, seed funding for startups, and B2B networking.
Lesson: Adopt startup and mentorship models, using coordinators for engagement.
2
IIM Ahmedabad Alumni Association
Activities: Global conferences, scholarships, mentorship, city-based networking events.
Support: Facilitates business connections, career coaching, and entrepreneurial mentorship.
Lesson: Implement regional networking and advocacy strategies.
More Leading Alumni Association Examples
1
NIT Durgapur Alumni Association
Activities: Reunions, scholarships, tech workshops in West Bengal.
Support: Legal referrals, career fairs for students.
Lesson: Use coordinators for community outreach, like workshops in Kashmir.
2
IIM Indore Alumni Association
Activities: Funds community projects, organizes global alumni meets, supports student internships.
Support: Provides startup incubation and professional referrals.
Lesson: Focus on community impact and internship programs.
Election Process
We should move towards a modern election process that ensures transparency and meritocracy.
The offices of our own competent people can help oversee compliance and execution.
Alumni List
41 batch coordinators compile a verified list of ~3,000 alumni (roll numbers, contacts) within 5 days. The offices of our own competent people can help audit the list.
Election IDs
Assign 8-digit random IDs, like voter ids that will be confidentially shared to each member.
Nominations
Announce elections 10 days prior for the President and other Board Positions. Candidates submit:
  • Video Manifesto: A max 10 minute video manifesto. (To show their soft skills and clarity of thought, an important factor in the office bearers)
  • PDF Manifesto: A written manifesto which particularly includes bio-data, goals, vision and execution plan.
  • Compliance: No criminal record declaration.
Q&A/Debate
Host a 2-hour (or more) Zoom/online Q&A 15 days before voting, moderated neutrally, with candidate debates.
Voting
Use Modern Tech for 2-day voting. The process will be overseen by few internal and/or external people.
Results
Announce at AGM within 48 hours.
Election and Leadership Model
To ensure a streamlined, merit-based, and efficient democratic process, we propose an election model that balances voter choice with the need for a manageable and credible pool of candidates. This approach simplifies the election for the voter while ensuring a high standard for all office-bearers.
Nomination Process: A Filter for Quality
To avoid a ballot with an overwhelming number of candidates, a two-step nomination process will be implemented. This ensures that only the most vetted and supported individuals are put forward for the association's leadership.
Internal Batch Nomination
In line with our commitment to pure meritocracy and the "Sainiki bond," the JKSS Alumni Association encourages any alumnus with a vision to step forward and lead. We firmly believe that leadership potential exists in every batch and among every member. Therefore, we extend an open invitation to all committed individuals to file their nomination for the presidency. This is a chance to serve the association and unlock its immense potential. However, to maintain a streamlined and unified election process, should more than one nomination arise from a single batch, the candidates from that batch must first resolve the nomination internally. The individual who wins their batch's mandate will then be the sole representative from that batch to proceed to the main association-wide election. This ensures that every candidate for president has not only the courage to lead but also the foundational support of their own cohort.
Candidate Declaration
A nominee who wins their batch's internal election, or a candidate from a batch with a single nominee, must then declare which of the five leadership categories they are running for (e.g., President, Vice-President, Secretary, Treasurer, and one other representative). A candidate can choose to run in one category or multiple categories, and their name will only appear on the ballot for those specific categories.
Collective Nomination
In a scenario where batches that do not wish to nominate a candidate may collaborate with other batches to endorse a single nominee. This endorsement must be formalized with a written declaration signed by a minimum of five (5) batch coordinators from different batches. The five-batch endorsement rule is crucial because it forces candidates to prove they can unite different parts of the alumni community, ensuring the President has broad support and legitimacy from the start. It forces candidates to build a coalition, preventing a small faction from dominating the election and ensuring the president has wide-ranging support.
The Consolidated Vote and Board Selection
The Consolidated Vote: Voter Choice and Clarity
On the day of the election, each registered voter will cast five separate votes on a single ballot, one for each of the five key leadership categories.
  • The voter will only see the candidates who have declared their intent to run in that specific category, ensuring a clean and manageable ballot.
  • This structure allows the voter to choose their preferred candidate for each role, without being overwhelmed by an excessive number of manifestos.
Board Selection & Vote Thresholds
Following the election, the entire Board of Directors will be formed from the pool of candidates based on the vote count in each category. A tiered threshold system ensures that every elected member has a clear and credible mandate.
  • President: The candidate with the highest number of votes in the President category will be declared the President, provided they secure at least 13% of the total votes cast in that category.
  • Other Board Members: The candidate with the highest number of votes in each of the remaining four categories (Vice-President, Secretary, Treasurer, and other representative) will assume their respective roles, provided they secure at least 10% of the total votes cast in that specific category.
This tiered threshold is designed to ensure a candidate from a single large batch cannot win with only their batch's votes. Instead, they must secure a clear majority with support from other batches, promoting unity and cross-batch collaboration.
Contingency for Unmet Thresholds: Vote Aggregation
To ensure that the most deserving candidates secure a seat, a vote aggregation process will be triggered if a candidate fails to meet their assigned threshold.
Vote Redistribution
The system will first identify the category where the candidate received their highest number of votes. All votes received by the candidate in all other categories will then be added to this primary vote count. This serves as a last-resort effort to help the candidate meet the minimum threshold and avoid a run-off election.
Run-off Election
If, after vote aggregation, a candidate still fails to meet the minimum threshold for their role, their election is considered null and void. A run-off election for that specific position will be held within 15-30 days between the top two candidates from the original poll. This guarantees a conclusive result.
Example: Understanding the Election Model in Practice
To illustrate how this streamlined, yet detailed, election process works, let's walk through a hypothetical scenario.
The Scenario:
A total of 1,000 votes are cast in the main alumni election. After internal batch elections, three individuals—Candidate A, Candidate B, and Candidate C—are the only ones to file for the main election.
  • Candidate A declares their candidacy for President, Vice-President, and the "Other Representative" categories.
  • Candidate B declares their candidacy for President and Vice-President.
  • Candidate C declares their candidacy for Secretary and Treasurer.
Step 1: The Initial Vote Count
Voters cast their five separate votes on a single ballot. The initial results for the top three candidates are as follows:
  • President:
  • Candidate A: 120 votes (12%)
  • Candidate B: 110 votes (11%)
  • Result: Candidate A has the most votes but fails to meet the 13% minimum threshold. The election is not yet decided.
  • Vice-President:
  • Candidate B: 85 votes (8.5%)
  • Candidate A: 70 votes (7%)
  • Result: Candidate B has the most votes and meets the 8% minimum threshold. This position is tentatively filled by Candidate B.
  • Secretary:
  • Candidate C: 125 votes (12.5%)
  • Result: Candidate C has the most votes and meets the 10% minimum threshold. This position is tentatively filled by Candidate C.
Example: Vote Aggregation and Final Outcomes
Step 2: Vote Aggregation (The Second Chance)
Since Candidate A for President failed to meet the 13% threshold, the system re-evaluates their support. The votes they received in all other categories will now be added to their primary vote count for President.
  • Candidate A's total for President: 120 votes (from the President category)
  • Votes received in other categories:
  • Vice-President: 70 votes
  • Other Representative: 15 votes
  • New Total for President: 120 + 70 + 15 = 205 votes (20.5%)
This new, combined total of 20.5% exceeds the 13% minimum threshold. This is the purpose of vote aggregation: it prevents a deserving candidate from being disqualified by a narrow margin. Candidate A is now officially the President.
Step 3: Final Outcomes and Role Assignment
  1. President: Candidate A is declared the winner with a final, aggregated vote of 20.5%.
  1. Vice-President: The runner-up for President was Candidate B, who had the most votes for VP and met the 8% threshold. Candidate B is declared the Vice-President.
  1. Secretary: Candidate C received the most votes for Secretary and met the 10% threshold. Candidate C is declared the Secretary.
Note: In this example, if Candidate B had failed to meet the 8% threshold for Vice-President, a run-off election for only the Vice-President's position would have been held between Candidate B and the person with the next highest vote count in that category.

Timeline
  • 5 days: Compile list, assign IDs.
  • 30 days: Nominations, Q&A, voting.
  • 2 days: Results, onboarding.
Financials and Remuneration
This section details the proposed financial model, which is structured to ensure transparency, sustainability, and maximum impact. The model is built on a conservative, yet ambitious, revenue projection and a flexible budget allocation system.

Please note
These budget figures and percentages are estimates based on a financial model and should not be considered final or binding. They are intended as a starting point for discussion and will be subject to change based on actual revenue, unforeseen expenses, and the collective decisions of the alumni association's General Body and Board of Directors.
Revenue Projections: A Foundation for Impact
Our financial model is built on the estimated size of the alumni community and a realistic projection of member contributions.
  • Total Alumni Base: The JKSS Alumni Association's potential membership stands at approximately 3,000 individuals, encompassing all batches.
  • Active Paying Members: We are targeting a 55% active paying member rate, which translates to 1,650 committed alumni. This is a realistic goal that can be achieved through effective engagement and a clear value proposition.
  • Contribution Tiers: We propose a two-tier contribution model to accommodate varying capacities. This approach acknowledges that while all alumni may wish to contribute, their ability to do so may differ.
  • Tier 1 (₹2,400/year): We project that 80% of paying members, or 1,320 alumni, will contribute at this foundational level. This yields an annual revenue of ₹31,68,000.
  • Tier 2 (₹5,000/year): The remaining 20% of paying members, or 330 alumni, are expected to contribute a higher amount. This group will generate ₹16,50,000 in revenue.
Total Projected Annual Revenue (Year 1): The combined contributions from both tiers will result in a total annual revenue of ₹48,18,000. This figure represents the total operational budget for the first year.
The Flexible Budget Model
To ensure financial prudence and maximum impact, we are adopting a flexible budget model where administrative costs are directly tied to the association's revenue. This policy curbs excessive spending during leaner years and ensures that the majority of funds are dedicated to our core mission.
Administration Costs:
The total budget for all administrative expenses, including salaries and professional services, will be capped at 20% of the total annual revenue or ₹20 lakhs, whichever is lower.
For Year 1, 20% of ₹48,18,000 is ₹9,63,600. Since this is less than the ₹20 lakh cap, the administrative budget will be ₹9,63,600.
Remuneration Philosophy:
While we propose an honorarium for our elected office-bearers and staff, we believe in a culture of voluntary contribution. Any elected office-bearer may voluntarily forfeit part or all of their remuneration by submitting a signed declaration to the Secretary, reflecting a commitment to service over personal gain.

Key Reasons for Remuneration
Attracts and Retains Talent: A professional organization needs dedicated leadership. Paying an honorarium helps attract highly skilled and experienced alumni who may not have the time to volunteer for a demanding role while also managing their careers. It acknowledges the significant time, effort, and responsibility these positions require.
Ensures Accountability and Commitment: When a position is paid, it elevates the expectation of performance. Remuneration creates a formal employer-employee relationship, making leaders more accountable for achieving goals, managing finances, and upholding the association's vision. It is a direct motivator to perform well and justifies a no-confidence motion if expectations are not met.
Promotes Professionalism: A paid, professional leadership team can dedicate the necessary time to run the association efficiently. This moves the organization away from an ad-hoc, trust-based system to a more structured, results-driven model. It allows for full-time or dedicated focus on strategic planning, fundraising, and program execution.
Supports Visionary Leadership: An organization aiming to be a "leading voice in Kashmir" needs leaders who can commit fully to that vision. A small stipend can cover a leader's incidental costs and recognize their efforts, enabling them to focus on the association's growth without personal financial strain.
Risk Management: Safeguarding Against Financial Shortfalls
The association's financial stability is paramount. The following measures will be implemented to mitigate fundraising risks and protect the organization's mission.
Performance-Based Employment Agreements
All employees, including administrators, will sign an employment agreement that includes a "No Demand of Salary" clause in case of insufficient funds. This clause legally binds the employee to acknowledge that their remuneration is contingent on the association's financial performance. This protects the organization from legal and financial liabilities should fundraising targets fail to meet expectations.
The Emergency Fund: A Financial Safety Net
A percentage of the annual revenue (proposed at 15%) will be allocated to a dedicated Emergency Fund. This fund is not just for alumni crises but also serves as a critical reserve for the association itself. In the event of a significant and unexpected drop in revenue, these funds can be utilized, with the approval of the General Body, to ensure essential administrative functions continue, thus protecting the association's mission.
Proactive Budget Adjustments
The Board of Directors will conduct quarterly financial reviews. If revenue projections fall below target, the Board will take proactive measures to adjust the budget. This may include:
  • Reducing non-essential spending.
  • Launching a targeted, short-term fundraising campaign.
Temporarily freezing honorariums for elected office-bearers (with their consent, as per the voluntary forfeiture clause).
These measures collectively create a robust financial framework that is adaptable, accountable, and resilient to the challenges of fundraising and growth.
Budget Allocation and Breakdown
After deducting the administrative costs, the remaining ₹38,54,400 will be allocated to a range of programs designed to benefit ex-students, the school, and society. The allocation is based on a strategic percentage breakdown, allowing programs to scale with the association's financial health.

Please note
The budget allocation percentages and financial figures presented in this roadmap are entirely provisional and illustrative. They are not to be considered final or binding. The purpose of these examples is to demonstrate a potential financial framework for discussion. The actual percentages and allocations will be determined after a thorough deliberation process by the General Body, ensuring a collective and transparent decision.
Program Details: Where Your Contributions Go
This budget is a commitment to tangible action. It outlines how the association will utilize its resources to create a professional, impactful, and enduring institution.
1
Alumni Support (₹15,41,760)
This is our largest investment and a direct reflection of our commitment to empowering our members. The funds will be used to:
  • Startup Grants and Seed Funding: Provide financial support to alumni entrepreneurs, helping to launch innovative ventures. This initiative will be modeled on programs at leading institutions like IITBAA, fostering a culture of entrepreneurial risk-taking and support.
  • Professional Development: Organize workshops, webinars, and training programs on crucial topics like business skills, leadership, and personal branding.
Networking and Mentorship: Launch a robust mentorship platform, connecting experienced alumni with juniors for career guidance, professional networking, and personal growth. This is a direct answer to the need for structured support identified in the WhatsApp chat.
2
School and Current Students (₹7,70,880)
Giving back to our alma mater is at the heart of our mission. The budget will support:
  • Scholarships: Provide need-based scholarships to deserving and underprivileged students, ensuring that financial constraints do not hinder talent.
  • Infrastructure Upgrades: Invest in modernizing school facilities, such as laboratories, libraries, and smart classrooms, to enhance the learning experience.
Career Counseling and Extracurriculars: Organize career counseling sessions, skill-building workshops (e.g., coding clubs, public speaking), and other programs to prepare students for the competitive world.
3
Society (₹5,78,160)
The association will not exist in a vacuum. A portion of our budget is dedicated to fulfilling our civic responsibility to the wider community of Kashmir.
  • Community Outreach: Organize and fund community outreach initiatives like health camps, literacy drives, and skill development programs in collaboration with local NGOs.
Advocacy and Policy: Fund research and policy papers on key issues affecting youth employment and education reform in Kashmir, establishing the association as a credible and influential voice.
4
Emergency Fund (₹5,78,160)
This fund is a critical safety net that embodies the "Sainiki bond" of brotherhood and mutual support. It is reserved for unforeseen needs and will be used to:
  • Financial Aid: Provide immediate financial assistance to members and their families facing medical emergencies, natural disasters, or other personal crises.
Crisis Support: Offer aid and counseling in times of bereavement or other personal hardships, creating a family-like community. This fund ensures that no member feels alone in their time of need.
5
Events (₹3,85,440)
Events are a vital part of strengthening the alumni bond. The budget will be used for:
  • Annual Reunions: Hosting a professional and well-organized annual alumni get-together with a focus on networking and celebrating achievements.
Regional Meetups & Webinars: Facilitating smaller, more frequent regional gatherings and online webinars to keep engagement high and allow for flexible networking opportunities.
Our Transformative Journey: The Execution Roadmap
This roadmap outlines the critical steps we will take to bring our vision to life, ensuring every action contributes to building a stronger, more impactful alumni association.
01
Empower Leadership: Form the Executive Committee
Establish a dedicated Executive Committee to translate our ambitious vision into tangible actions and drive the strategic implementation of our roadmap.
02
Engage Influence: Cultivate the Patrons' Council
Assemble a distinguished Patrons' Council to champion our mission, provide invaluable guidance, and amplify our impact through their esteemed support.
03
Solidify Governance: Elect Visionary Leaders
Conduct transparent and democratic elections to inaugurate passionate leaders who will steward our association with integrity, foresight, and unwavering commitment.
04
Build Foundations: Legal Registration & Alumni Unity
Secure our legal framework by registering as a Section 8 Company, simultaneously uniting our community by meticulously compiling a comprehensive and up-to-date alumni directory.
05
Ignite Connection: Reunion, Mentorship & Resilience
Galvanize our community with an inspiring inaugural reunion, launch a transformative mentorship program, and fortify our collective resilience by establishing a robust Emergency Fund, embodying the true spirit of "Sainiki bond".
Empowering Our Alumni: Pillars of Progress
Our association is built on the foundation of mutual support and forward-thinking governance. These policies are designed to ensure that every Sainiki thrives professionally and that our collective voice shapes the future of our community, reinforcing our commitment to growth and transparency.
Unlocking Alumni Opportunity: Employment and Entrepreneurship
The JKSS Alumni Association is deeply committed to fostering the professional growth and well-being of its members. In all employment and contractual opportunities generated by the association—whether for administrative roles, project management, or operational tasks—qualified Sainikis shall be given preferential consideration.
This commitment ensures that the economic and professional benefits of the association's work are directed back to the alumni community, reinforcing the core mission of mutual support and empowerment.
Transparent Governance: Bylaw Amendment Procedure
To ensure the association's governance remains dynamic and responsive to the evolving needs of its members, a clear and deliberative process governs all changes to our bylaws. This procedure upholds our values of integrity and member representation.
Proposal Submission
Any member of the Board of Directors (Tier 3) or the Vanguard Council (Batch Coordinators, Tier 2) may submit a formal proposal for a bylaw amendment or rule change. The proposal must be submitted in writing and clearly state the proposed change and its rationale.
Review and Deliberation
The proposal will first be meticulously reviewed and thoroughly deliberated upon by both the Board of Directors and the Vanguard Council. This crucial step ensures comprehensive vetting by the association's key leadership, integrating both executive and batch-level perspectives.
Voting by Leadership
Following deliberation, a vote will be held among all members of the Board of Directors and the Vanguard Council. The proposal must secure a two-thirds (⅔) majority of those present and voting to advance to the final stage.
Presidential Approval
If the proposal passes the leadership vote, it will then be submitted to the President for final approval. The President retains the authority to either approve the change or return it for further deliberation, ensuring ultimate alignment with our vision.
Our Collective Journey: Forging a Legacy Together

A Call to Action & Our Shared Future
This roadmap is more than a document; it's a bold declaration of our intent to transform the JKSS Alumni Association into Kashmir’s most dynamic and impactful alumni network. We are committed to not just preserving, but actively strengthening the unique "Sainiki bond," empowering every ex-student, elevating the Jammu and Kashmir Sainik School, and contributing profoundly to society.
While meticulously crafted with passion and foresight, this vision is a living testament to our shared ambition, a powerful starting point for collective dialogue. It encapsulates the perspective of many dedicated individuals, yet it intentionally leaves ample room for immense improvements. We invite your invaluable insights, fueled by the collective wisdom of our alumni, to refine and propel us towards unparalleled success.
We believe, with unwavering conviction, that this alumni body will evolve into a successful, professional, and truly modern institution. It will not only amplify the aspirations of every JKSS alumnus but also stand as a beacon of integrity, influence, and positive change across Kashmir.
Let doubt give way to determination! Through thoughtful innovation, a united vision, and resolute commitment, we possess the power to make this extraordinary future a reality. Our collective potential is boundless — the time to unleash it is now!
What do you say?
This is your opportunity to voice your opinion and actively participate in the transformation of our alumni association. We urge you not to stay silent.

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