CFB XXX-PERSONNEL SUPPORT PROGRAMS
ENTITY NAME i.e. Golf Course or Base Fund etc.
BUSINESS PLAN 2013-2016
Place local logo if desired
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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TABLE OF CONTENTS
Executive summary
page XX
Section 2
Company summary
page XX
Section 3
User analysis
page XX
Section 4
Services
page XX
Section 5
SWOT analysis
page XX
Section 6
Marketing & sales strategy
page XX
Section 7
Milestones
page XX
Section 8
Organizational summary
page XX
Section 9
Risk analysis
page XX
Section 10
Financial plan
page XX
Annex
Annex
Etc.
A
B
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Section 1
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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1.0
Executive Summary
1.1 Annual Report
In a concise format, describe organization and organizational structure as well as the recent
history of the facility/organization.
The cottage and campground facility is the only morale & welfare facility under the CFB XXX PSP
umbrella that offers a service to the whole family. For over twelve years, this facility has provided a
pleasant and affordable holiday destination for the CF community in XXX, the region and the country. We
welcome up to 15,000 visitors every year and the facility has enjoyed consistent occupancy rates with a
well-established clientele.
The first five years of operation were very difficult and in many aspects a learning experience; rates were
set too low while expenses were too high and as a result tremendous losses were incurred. In 2003, the
accumulated losses had reached the $ 700K point. It became painfully clear that the operation could not
continue this trend as it was forming a burden to the Base Fund that could not be sustained. A new
business plan was implemented at the start of FY 2003/2004 with an overarching goal to reach the breakeven point. To do this, severe cutbacks in staff were introduced as well as increases in rental rates. In
order to achieve further efficiencies, it was decided in 2004 to reduce the operation, for the winter months,
to an amount of units (8) that could be maintained by one staff member.
Due to the above-mentioned measures and a rigorous adaptation of the new business model, the
negative financial trend has now been arrested. The Net Income/Loss for FY 2010-11 was $ -15K, with a
profit of $11K on a cash flow basis. The CFCF loan balance outstanding ($ 272K, at the end of FY 10-11)
and related loan service expenses (~ $40K) remain to be a large expense item. The CFCF loan amortizes
in 2018, therefore loan service cost are projected as per the straight line projection over the duration of
this Business Plan.
In April of 2009 a differential pricing scheme was implemented that entailed the users that do not belong
to the CF community, i.e. “associate members” to pay 15 % more than tier one users, “regular members”.
This implementation was in line with existing NPF policies on club memberships and has produced a
noticeable increase in revenues. The full impact will not be realized until the upcoming FY since bookings
under the old price structure were still made for the first half of FY 10-11. The increase in revenues, over
previous FY, for cottages and campground was mostly due to a combination of the two tier pricing system
and an increase in occupancy rates (6% overall). If occupancy rates remain consistent, further gains are
expected with the two-tier pricing system.
The quality of the facility was maintained as was evident by the results from the customer feedback
surveys as well as the strong occupancy rates by CF members indicated that we were well within our
value proposition and mandate.
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We increased our weekday occupancy rates by 5% (cottages) over last year, which indicated that the
marketing and pricing strategies were successful.
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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1.2 Results on previous year objectives
Repeat previous year’s objectives and describe the results.
1.3 Financial results
Operations
Fiscal Year
April 1 2010
April 1 2011
April 1 2012
April 1 2013
Net Income
Change in Cash Flow
Bank Balance
April 1 2010
$
April 1 2011
$
April 1 2012
$
April 1 2013
$
Unencumbered cash
April 1 2010
$
April 1 2011
$
April 1 2012
$
April 1 2013
$
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Indicate a four year trend
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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1.4 Strategic priorities
The National strategic priorities are identified as follows:




Ensure effective and efficient management of all NPF business lines
Provide quality leadership at all management levels
Identify future leaders and support their career development
Responsiveness to the CF community's needs as it pertains to the delivery of Morale &
Welfare programs
CFB XXX strategic objectives are as follows:

Etc.
1.5 Outlook 2013/2014
Describe the financial outlook and main objectives for the upcoming year.
1.6 Outlook 2014/15 - 2015/16
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Describe the financial outlook and main objectives for year 2 & 3.
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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2.0
Company Summary
2.1 Current status
The Golf Club is an 18 Hole full service golf facility located at XXXXX. The club falls
under the direction of CFB XXX PSP. The golf course is widely considered to be one of
the premier courses in XXX. Unforgettable scenery and meticulously kept turf conditions
are the trademark qualities of the club.
The club operates with the Specialty Interest Activities (SIA) operating principles in mind
which includes the fact that SIAs need to operate with the goal of financial profitability and
sustainability. The membership rates are set with this key principle in mind and in
conjunction with the competitive analysis (section 4.1) as well as the value proposition.
2.2 Entity History
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In the early 1960's the idea of creating a golf course to service CFB XXX personnel and
their families was proposed using Crown land around the site of the XXXX. With the
addition of land owned by private proprietors and the considerable financial support and
volunteer work of more than 300 Canadian Armed Forces servicemen, Royal Canadian
Mounted Police members and civilian defense personnel the course began to take shape.
The club was opened in 1965 with only three holes, which are played as holes 14, 15 and
16 today. Construction on an additional 6 holes began immediately and 9 holes were
opened for play in 1967. With the help of a CFCF loan the 18 hole layout was completed in
1974. In 1991 a new clubhouse and driving range were built to better serve the
membership and military community.
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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2.3 Past Performance
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BUSINESS PLAN 2013-2016
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3.0 User Analysis
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The following charts represent membership and green fee sales by category for fiscal year
2012/13.
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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The Military / DND community are the major users of the golf club. While membership
sales in the regular category are less than in other categories, military tournaments and
green fees are a significant part of the overall revenue and rounds played at the club. In
fact, green fees sales for the military are larger than all other categories combined. One
advantage of the membership package structure is that it allows an accurate understanding
of rounds played by members in a given fiscal year. This, in turn, allows the club to better
accommodate Military tournaments.
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All Military/ DND personnel are able to access tee times in the same manner as all other
club members. In addition to Military/ DND personnel who purchased membership
packages, 240 Military/ DND personnel also requested access to tee times in 2012/13.
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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4.0 Services
Membership Rates 2012/13
Package
20 rounds 30 Rounds
40 Rounds
50 Rounds
Unlimited
Rounds
N/A
$ 650
$ 850
$ 1020
$ 1600
N/A
$ 650
$ 850
$ 1020
$ 1600
N/A
$ 850
$ 1085
$ 1325
$ 1900
N/A
$ 990
$ 1275
$ 1530
$ 2200
$ 430
$ 630
$ 815
N/A
N/A
$ 280
$ 400
$ 500
N/A
N/A
Definitions:

Regular Members. The following persons are eligible for regular membership:
1. members of the Regular Force and their families;
2. members of the Reserve Force and their families;
3. former members and their families; and
4. foreign military personnel on duty with the Canadian Forces (CF) and their
families.

Ordinary Members. The following persons are eligible for ordinary membership:
1. DND Public Service employees/full time contractors (for the period of their
contract) and their families;
2. former DND Public Service employees receiving a pension for DND service, and
their families;
3. Staff of NPF, CF and their full time contractors (for the period of their contract)
and their families;
4. former Staff of NPF, CF receiving a pension for NPF service and their families;
5. serving members of the RCMP and their families;
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7. staff of the C/MFRC and their families.
 Associate Members. Subject to the approval of the B/W/U Commander or his/her
representative, any person not specified in paragraphs above may be invited to
become an associate member. Associate membership shall be for one year with no
guarantee of renewal for further one-year terms and may be renewed upon
approval of the Executive Committee
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6. members of the Canadian Corps of Commissionaires, or other security force when
employed at a CF location, and their families; and
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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 Intermediate Member - Junior in previous year, currently enrolled full time in post
secondary education and not older than 23 years (as of June 1 of year of play)
 Junior Member - Between 10 years (as of May 1 of year of play) and 18 years (as of June
1 of year of play)
Green Fees Rates 2012/13
Rates
18 holes
Twilight
Regular
$32
$17
Ordinary
$39
$25
Associate
$59
$35
Member/Guest
$50
$30
* Ten round coupon available to military at a reduced rate of $280
Above is an example, describe your services and business operations.
4.1 Competitive analysis
You will have to ensure that a competitive market analysis is provided; to this end a
competitive scan needs to be completed on your closest competitors. The analysis needs to
be completed both on the quantitative and qualitative levels, in the sense that you are
competing on price (quantitative) as well as value (qualitative). Below is an example of a
qualitative scan.
Use the value proposition for SIA’s within PSP which is “a competitive price for a
comparable product or service”
Our value proposition is:
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A competitive price for a comparable product or service”
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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Membership fees
Green Fees
Our club
$1600
Competitor 1
$2237
Competitor 2
$1770
Competitor 3
$2311
$32
$59 weekday
$67.85 weekend
$43 weekday
$51 weekend
$93
Competitor 4
$2526
Competitor 5
$2360
Competitor 6
$2100
Entrance fee
Food and
Beverage
Assessment
$0
$200
$2873
$400
$0
$0
$3500
$300
$95
$5000
$450
$80
$48 weekday
$58 weekend
$1750
$500
$0
$300
5.0 SWOT Analysis
5.1.1 Strengths
5.1.2 Weaknesses
5.1.3 Opportunities
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5.1.4 Threats
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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6.0 Marketing & Sales Strategy
6.1 Pricing strategy
What is your pricing strategy as it relates to sections 3 & 4 above? What are you doing to attract
new customers and to retain your current members/clientele?
6.2 Discount strategy
What is your discount threshold? What do you base your discounts on? How do your discounts
relate to section 6.5?
6.3 Promotion and brand development
What are you planning to do as it pertains to the strengthening and promotion of your brand,
both to internal and external markets, needs to include an implementation plan…………what by
when?
6.4 Social Media Strategy
What is your social media strategy and how does it tie into the rest of this section?
6.5 Value proposition & differentiation strategy
What makes you different from your competition, why should people use your services as
opposed to other service providers?
6.6 Demographic data of primary and extended markets
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Insert demographical information such as socio-economical data; where does your main
clientele as well as extended markets reside in relation to your B/W/U and what challenge does
this present?
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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7.0 Milestones
Highlight specific and major milestones (what by when?) as they relate and support to the
objectives mentioned in section 1.
FY 13-14
Base/Wing objective # 1
Ensure all Base Fund business lines will be financially viable
by end of FY 13-14.
Entity objective # 1


Increase membership income.
Ensure that capital replacement program is in place and
funded.
Metric # 1


Increase dues by 4% and green fees by 2%
Complete a five year recap plan by end of season 2013
Base/Wing objective # 2
Implement employee recognition program
Entity objective # 2.
Implement employee recognition program to include all
employees (PT, FT and casual)
Metric # 2.
Base/Wing objective # 3
Organize staff golf tournament and Christmas party
Conduct customer feedback survey and use results to improve
quality of programming
Entity objective # 3
Metric # 3.
Membership survey for all membership categories
Concluded by end of season with implementation of
improvements in next playing season
FY 14-15
Base/Wing objective # 1
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Entity objective # 1
Metric # 1
14
Entity objective # 1
Metric # 1
FY 15-16
Base/Wing objective # 1
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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8.0 Organizational summary
The organization’s staff complement is as follows:
Full-time year round staff
General Manager (1) - reports directly to the PSP Manager.
Course Superintendent (1) - reports to General Manager
Administrative Assistant (1) - reports to General Manager
Seasonal full-time staff
Mechanic (1) - reports to Course Superintendent
Turf Care Staff (7) - reports to Course Superintendent
Bar/Kitchen Supervisor (1) - reports to General Manager
Bartenders (2) - reports to Bar/Kitchen Supervisor
Short Order Cooks (3) - reports to Bar/Kitchen Supervisor
Pro Shop Staff (2) - reports to General Manager
Driving Range Attendant (1) - reports to General Manager
Seasonal part-time staff
Pro Shop Staff (5) - reports to General Manager
Turf Care Staff (1) - reports to Course Superintendent
Driving Range Attendant (5) - reports to General Manager
Bartender (1) - report to Bar/Kitchen Supervisor
9.0 Risk Analysis
9.1 Risk evaluation
What are the risks within your operation that can influence operational and financial success?
9.2 Risk management plan
If the risks identified in section 9.1 are going to materialize then what are we going to do about
the impacts?
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What are the limitations of this plan as it pertains to the realities of your situation?
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9.3 Constraints
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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10.0 Financial Plan
10.1 Important assumptions
 Total rounds fall between 33,000 and 35,000
 Projected income for Pro Shop, Kitchen and Bar will be consistent with previous three
year average
 Membership will be filled to capacity
 Green fee revenues will be consistent with previous three year average
 NPP New Deal deliverables will not take effect during this plan
 Increase in wages of 3% per year across all years in business plan
What have you assumed in order for your financial projections to make sense, based on
historical data and knowledge as well as the risk factors outlined in section 9?
10.2 Projected Profit and Loss
Income Statement- 3 year outlook (in $K)
Pro Shop Net Income
Kitchen Net Income
Bar Net Income
Membership/Green Fees Income
Miscellaneous Income
Subtotal
FY 13/14
47
3
20
788
2
860
FY 14/15
47
5
20
810
2
884
FY 15/16
50
5
20
830
2
907
Wages
Loan interest
Depreciation
Course Repair/ Maintenance
Clubhouse Repair/Maintenance
Other Operational Expenses
Subtotal
373
4
100
75
12
269
833
385
4
100
78
13
275
855
396
3
100
80
14
285
878
27
29
29
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Profit/Loss
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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10.3 Capital Expenditure Plan – outlook to 2016
Capital Expenditures- Golf Club
2013-2014
2014-2015
2015-2016
Cushman Spray Vehicle- $24,000
Range Car with Safety Package- $13,500
Irrigation Pump Repair- $5,000
Paving (Outside Pro Shop)- $10,000
Total- $52,500
Golf Cars (4)- $15,000
Clubhouse Flooring- $12,000
Tee Construction #13- $20,000
Total- $47,000
Tee Construction #15- $20,000
Clubhouse Siding/Windows- $25,000
Paving (On Course)- $10,000
Total- $55,000
10.4 Projected Cash Flow and Bank Balance
Cash flow statement: 3- year outlook (in $ K)
27
100
127
29
100
129
29
100
129
(52.5)
(47)
(55)
(52.5)
(47)
(55)
(11)
(11.5)
(12)
(11)
63.5
(11.5)
70.5
(12)
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Cash from Operating
Net income/Loss
Depreciation adjustment
Subtotal
Cash from Investing
Purchase of capital assets
Cash from disposals
Subtotal
Cash from Financing
Loan service cost
(principal)-Outflow
Cash Inflow
Subtotal
Net Cash flow
17
FY 13/14 FY 14/15 FY 15/16
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BUSINESS PLAN 2013-2016
CFB XXX-PSP-BUSINESS LINE XXX (Golf Course or Curling Club or Base Fund etc.)
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Bank Balance: outlook to 2016
April 1 2014 April 1 2015 April 1 2016
$
$
$
10.5 Detailed budget for Fiscal Year 2013-2014
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Detailed Budget for Fiscal Year 2013-2014 is attached as Annex A.
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BUSINESS PLAN 2013-2016