901 N. Stateline Ave.
Texarkana, TX 75501
(706) 662-7751 www.lancerlegacyranch.com
1 October, 2014

Table of Contents
I.
Executive Summary
1.
Business Owner(s) & Product/Service
2.
Mission Statement
3.
Company Structure
4.
Target Market(s)
5.
Current Opportunity
6.
Projection of Business Future
7.
Financial Summary
II.
Market Analysis
1.
Industry, Yesterday, Today and Tomorrow
2.
Competitive Analysis (Appendix B)
3.
Demographics & Target Market
4.
Entry Barriers
III.
Marketing Strategy
1.
Product/Service
2.
Sales Strategy
3.
Promotion
4.
Pricing Strategy
5.
Web Strategy
6.
Differentiation (Competitive Advantage)
IV.
Operations Plan
1.
Location
2.
Operation
3.
Organization Structure
4.
Employees
5.
Space
6.
Capacity:
7.
Critical Suppliers
8.
Financial system
9.
Computer system.
10.
Equipment
11.
Permits and Licenses
12.
Insurance
V.
Financial Plan
1.
Product and Service Pricing
2.
Funding Source(s)
3.
Cash Flow Projection (Appendix A)
VI.
Appendix A: Cash Flow Statement
VII.
Appendix B: Competitive Analysis
VIII.
Appendix C: Resume

I. Executive Summary
Background - We are former members of 2/5 Cavalry Regiment who fought during OIF II in Sadr
City. That year both defined who we were to become as men and exacted its price. Most of us have PTSD and TBI with the attending symptoms, illnesses and social failings. On April
5 th
, 2014 we reunited at Fort Hood, Texas to commemorate our first battle together. What we noticed as spent time with each other is that our PTS receded for the first time in a decade allowing us to feel, more or less, human once again. A small band of us decided to find a way to bring this peer to peer based model of therapy to as many combat veterans as possible. On April 4 th of 2015, we will begin to serve our fellow warriors by providing a secure, healing environment as we work toward building a model community.
1.
Business Owner(s) & Product/Service i.
Board of Directors a) President – Benjamin Hayhurst b) Vice President – Waylon Holbrook c) Secretary – Joseph Thompson ii.
Executive Director – Captain James M. Fisk iii.
LLR provides peer to peer informal therapy, support and education to combat veterans and their families.
2.
Mission Statement i.
Lancer Legacy Ranch will establish a multi-faceted, self-sustaining agrarian community as a place for veterans to recover, with the support of their families, from the ravages of war by providing purpose, fellowship and healing.
ii.
Values: a.
SELF-SUFFICIENCY: In five years we will be able to operate without the need for grants or donations, providing care and assistance for 88 to 100 on-site residents. All power generation will be from renewable energy. All utility systems will be interwoven to provide maximum efficiency and sustainability.
We will grow and raise what we need to survive. Animals will not only serve as food, they will serve as therapy b.
COMMUNITY: We will gather up to 100 like-minded combat veterans and their families to live and work together on the same property. We will foster positive relationships among the local population and governance. We will promote the value of selfless service and encourage involvement in the community at large. c.
COMBAT VETERAN FOCUSED: This is for the warrior tried in battle and their families. d.
RECOVERY: We believe that we can overcome the label of PTSD by providing a life with purpose where honest labor given to a noble cause replaces self-pity and worthlessness, fellowship among people who understand your struggle replaces isolation, and the healing of mind, body and spirit becomes a lifestyle that replaces destructive behavior.
3.
Company Structure
Lancer Legacy Ranch is a 501(c)3 non-profit corporation registered in Texas.
4.
Target Market(s)

i.
We serve veterans (always giving preference to those who have been in combat) and their families prioritized in the following way: a.
Members of 2 nd
of the 5 th
Cavalry Regiment, past, present and future. b.
Members of 1 st
Cavalry Division, past, present and future. c.
Any service member who has honorably served the nation. ii.
LLR is B2C
5.
Current Opportunity
The concept for Lancer Legacy Ranch was born among the alumni of Operation Iraqi
Freedom II during our 10 year reunion at Fort Hood, Texas on April 4 th
, 2014. Every member of that cohort that I have spoken with struggles with the symptoms of PTSD due to the extreme nature of our combat mission during 2004. As many of our team have recently departed the Army or are in the process of doing so we realized that we function best when we spend time with each other. This led us to the conclusion that given the right setting and the right people, we would be able to accomplish for each other what modern behavioral techniques, medication and therapy could not. a.
All employees are combat veterans, providing an immediate sense of empathy.
Even veterans from different units and different services, we believe, prove more credible to fellow veterans than to those without military experience. b.
Farming, as an occupation, is in decline with the age of the average farmer being
55.9 according to the Department of Labor. Agriculture is in desperate need of new farmers to maintain the demand for food nationwide. According to a 2011
New York Times article by Patricia Brown, although rural America comprises
17% of the country’s population, 44% of men and women veterans live there. c.
Our peer and unit based model of therapeutic recovery does not exist anywhere else.
6.
Projection of Business Future
LLR is laying the foundation for a community based operation that will extend far past our lifetime.
By using federal grant funds early we will establish a self-sustaining model with zero overhead costs. Additional funds will be diverted into an annuity account ($382K by 2021) which will serve as a reserve fund to handle unexpected future developments. The key factor to insuring continuity and guaranteeing service to veterans 20 to 40 years hence is developing leadership. The Executive
Director will develop written Standard Operating Procedures in coordination with department heads that reflect best practices and will be required to assist his replacement for a year to insure a smooth transition. The Board of Directors will decide at the end of the training period, based in part on the
ED’s recommendation, if the new ED is ready to assume leadership.
With the war in Iraq concluded (maybe) and the Afghanistan theater winding down, thousands of service members have already been released from active duty with tens of thousands more facing involuntary separation. A conservative estimate from the VA’s National Center for PTSD is that
20% of service members who fought in the Global War on Terrorism suffer from PTSD. What is the future of the business? i.
The Veteran’s Administration is overwhelmed with the number of service members in need of treatment and social services. This has been an issue since Vietnam and is not projected to end soon. ii.
Wars will continue into the foreseeable future, insuring that veterans decades into the

7.
future will require rehabilitation and assistance that we are posturing ourselves to provide.
Financial Summary i.
Total amount of funds sought for venture: $ 2,105,000 ii.
Total amount of estimated startup costs: $ 148,650 iii.
Total amount of projected average monthly expenses: $ 44,528 iv.
Total amount of projected average monthly revenue: $ 53,730

II.
Market Analysis
2.
Industry, Yesterday, Today and Tomorrow
Lancer Legacy Ranch is a nonprofit Veterans group for combat veterans and their families.
Such service organizations have proliferated over the last decade of warfare, driven partly by a desire to amend for the treatment of returning combat vets during the Vietnam era and partly by the veterans themselves who are looking for a way to continue serving. According
3.
to the National Center for Charitable Statistics, there were over 35,000 such groups in the US as of 2012. This accounts for 2% of all American charities with revenues topping $1.2 billion. With the war in Afghanistan winding down and the Army involuntarily expelling thousands in an era of fiscal downsizing, the demand for combat veteran services is expected to grow exponentially in the next two years.
Competitive Analysis
While nonprofits do not compete for clients as such they do vie for charitable donors and grants to fund their operations. The following competitive analysis will be performed for similar veterans groups in the state of Texas. i.
Freedom Care Warrior Project (aka Warrior Ranch) – a nonprofit, 501(c)(3) organization that delivers direct support to physically and psychologically injured combat veterans through innovative, outdoor-based therapies and pioneering research. They strive to provide participants with therapeutic programs which result in measurable and sustainable improvement. These programs are designed to re-enable and re-energize participants and provide the support and self-confidence necessary to maximize long-term recovery. ii.
Camp Freedom Ranch – Their purpose is to stop the epidemic of suicide among our veterans who suffer with PTSD/TBI by offering them a Warrior-to-Warrior Camp Fire, Ranch-style
Resort experience so they can finally get the much-needed rest their mind, body, and soul need heal. By covering gaps and enhancing services to our nations Veterans and Wounded
Warriors they hope to insure that they and their families receive the treatment and services they need for a full recovery. iii.
Soldier’s Heart - Their goal is to prepare families and communities in supporting and healing veterans - both those returning from current wars and those who fought in past wars. The project focuses on creating a network of community based services to facilitate a healthier and more successful reintegration of our nation’s veterans.
4.
Demographics & Target Market
Our primary target market are veterans or currently serving members of 2/5 Cavalry
Regiment in Fort Hood, Texas with a secondary market in the larger 1 st
Cavalry Division.
Since it is in the best interest of the organization to demonstrate results for future grants, we will offer service to veterans of all branches of the military as space allows. Service will be verified through DD Form 214 for vets and a commander referral for active service members.
5.
Entry Barriers i.
There are no financial barriers to entry nor any pressure from external market forces. ii.
Our staff possesses all of the core competencies required to succeed. Further, we have established a network of professionals and resources to provide the guidance necessary to maintain an objective perspective of our progress.

2.
III.
Marketing Strategy
1.
LLR provides service to veterans struggling with the symptoms of PTSD by offering shelter, sustenance, security and support. Our community stands apart from other groups for two reasons: 1) we include the service member’s family in the healing process and 2) all staff members are combat veterans who understand the client’s struggle or a veteran family member who knows the challenges faced by veteran and relatives alike.
Product/Service
4.
We offer veterans with PTS a tranquil, stress free environment free of charge for a period not to exceed six consecutive months a year. In exchange for four hours of work per day, that matches their physical ability, we provide food, shelter, recreation and one-on-one mentoring with combat veterans. Beginning in 2016 we will offer up to ten families (40 people max) a free group adventure trip to provide an opportunity for them to reconnect with each other and decompress. Once we have fully developed a permaculture system and sustainable living community model we will offer yearly seminars at a small cost to the public and free to veterans. We also offer a yearly stipend for any former 2/5 Cav soldier to attend the OIF II memorial in Fort Hood, TX which is needs based.
Promotion
5.
i.
Internet - LLR has employed a website and Facebook page to promote their mission. ii.
Persoanl Interaction - Members have used direct appeals to friends and family. We have presented our plan at the annual meeting of the 5 th Cavalry Association and plan to do the same at the 1 st
Cavalry Association in 2015. We will present our plan to area churches beginning in 2015. iii.
Media –

Radio – a donor has arranged for 50 advertising segments on NPR of 30 seconds duration. Our partner at the Valhalla Project is a regular contributor on the Family
Radio network and has agreed to introduce us to the producer to discuss a segment.

Magazines & News Papers – The ED is a published author who will write articles for publication to promote the LLR mission.

Books – the ED has written a book about OIF II that has been accepted for publication by the Warrior Publishing Group. The editor and promoter is Dale Dye, marine combat veteran, author of the Vietnam classic Platoon and star of multiple films such as Saving
Private Ryan and Band of Brothers.
Marketing Summary.
The bottom line is that we will succeed because of our loyalty to each other and devotion to self-less service. No one in this organization is looking to get rich but are instead driven by an intense desire to help their veteran brother and sister to find their way back to the community of man. We each feel a keen sense of debt to the seven men who gave their lives to rescue us from certain destruction and will accept no other outcome than victory.

IV.
Operations Plan
Lancer Legacy Ranch will be established in White Rock, Texas on 90 acres of pasture land. The primary requirements are availability of water, space to expand, sufficient isolation to safeguard livestock and provide a peaceful environment for recovering soldiers.
1.
Location
The proposed location is within Red River County, Texas. The Registered Agent is located at 901
N. State Line Ave, Texarkana, TX 75501-5202.
2.
Operation i.
Lancer Legacy was recognized by the Texas State Comptroller on May 16, 2014 and granted tax exempt status by the IRS on 29 September, 2014. LLR will break gound on April 4 th
,
2015. Until the ranch is ready to receive guests, we will refer clients to our partners in
Yellville, Arkansas, the Valhalla Project. We have purchased a Recreational Vehicle to serve as a base of operations while buildings are constructed. The following is a list of key objectives by year. For income and budget data see Appendix B:

2015 – Establish initial base of operations through land acquisition, clean out house and barn, make minor repairs to property, prepare cross fencing as necessary, purchase basic equipment necessary for cattle ops, survey terrain and create a permaculture plan, begin topography sculpting, purchase first 40 cattle, host benefit concert (annual) in Clarksville,
TX. Serve 10 veterans.

2016 – Purchase and sell calves 3x during the year, plant first crops, secure contracts for solar and geothermal improvements, begin construction of main house, expand maintenance shop, publication begins for Black Knights, Dark Days (all proceeds fund ranch), speaking engagements to raise awareness for LLR services, first harvest in
September, host Harvest Festival and dedication of main house. Serve 24-48 veterans.

2017 – Full time staff increases from 3 to 5, crop and cattle operations continue as in
2016, begin construction on two permanent party houses and four guest quarters, conduct first off-site travel adventure, eliminate power and water bill via solar and well, retire property mortgage. Serve 110 to 208 veterans.

2018 – crop operations double and cattle operations continue as normal, begin construction on two permanent party houses and four guest quarters, conduct two off-site travel adventures, host paid hunting trips. Begin planning for Farmer’s Market in the
Killeen/ Waco Area. Begin planning for on-site permaculture instruction. Serve 416 to
832 veterans.

2019 – crop operations continue as previous, cattle operations increase 25%, begin construction on two permanent party houses and four guest quarters, conduct two off-site travel adventures, host paid hunting trips , begin Farmer’s Market in the Killeen/ Waco
Area, begin bi-annual on-site permaculture instruction. Serve more than 1,000 veterans per year.

2020 - crop operations and cattle operations continue as previous, begin construction on two permanent party houses and four guest quarters, add one full time staff position, conduct two off-site travel adventures, host paid hunting trips, continue Farmer’s Market in the Killeen/ Waco Area, continue bi-annual on-site permaculture instruction, reduce grant funding by 87%. Serve more than 1,000 veterans per year.

2021 - crop operations and cattle operations continue as previous, begin construction on two permanent party houses and four guest quarters, add one full time staff position
(max), conduct two off-site travel adventures, host paid hunting trips, continue Farmer’s
Market in the Killeen/ Waco Area, continue bi-annual on-site permaculture instruction,

eliminate grant funding. Serve more than 1,000 veterans per year. Operations are now self-sustaining. Ranch can now support 7 families (or 25 people) full time and 25 for periods of 6 months or less. ii.
Ranch operations are conducted as needed. Phone calls will be received from 9-5pm CST
Monday through Saturday. Farmer’s Market hours TBD. iii.
Activities on the ranch vary by season, but we remain available to soldiers 365 days a year.
3.
Organization Structure
LLR is a nonprofit corporation.
4.
Employees i.
Operations are designed so that two people may run day to day events with ease. The first three employees will be required to meet a wide variety of challenges. As the ranch grows we will be able to offer 7 full time positions by 2021 (not including the manager position and
3 other workers at the Killeen Farmer’s Market). ii.
Positions and Responsibilities
Executive Director : Responsible for enacting the will of the LLR Board of Directors in good faith. The Executive Director will have overall strategic and operational responsibility for LLR's staff, programs, expansion, and execution of its mission .
Leadership & Management:

Ensure ongoing local programmatic excellence, rigorous program evaluation, and consistent quality of finance and administration, fundraising, communications, and systems; recommend timelines and resources needed to achieve the strategic goals

Actively engage and energize LLR volunteers, board members, event committees, alumni, partnering organizations, and funders

Develop, maintain, and support a strong Board of Directors: serve as ex-officio of each committee, seek and build board involvement with strategic direction for both ongoing local operations as well as for the national rollout

Lead, coach, develop, and retain LLR's high-performance senior management team.
Ensure effective systems to track scaling progress, and regularly evaluate program components, so as to measure successes that can be effectively communicated to the board, funders, and other constituents
Fundraising & Communications:

Expand local revenue generating and fundraising activities to support existing program operations and regional expansion while simultaneously retiring building debt

Deepen and refine all aspects of communications—from web presence to external relations with the goal of creating a stronger brand

Use external presence and relationships to garner new opportunities
Planning & New Business:

Design the national expansion and complete the strategic business planning process for the program expansion into new markets

Begin to build partnerships in new markets, establishing relationships with the funders, and political and community leaders at each expansion site

Be an external local and national presence that publishes and communicates program results with an emphasis on the successes of the local program as a model for regional and national replication
Operations Manager - Reports to the ED and serving as a member of the Management
Team along with the ED and Administration Director. This position's primary

responsibility is ensuring organizational effectiveness by providing leadership for the organization's specialized functions.

Improve the operational systems, processes and policies in support of LLR’s mission.

Manage and increase the effectiveness and efficiency of Support Services (HR, IT and Finance), through improvements to each function as well as coordination and communication between support and business functions.

Play a significant role in long-term planning.

Oversee overall financial management, planning, systems and controls.

Management of LLR budget in coordination with the Executive Director.

Development of individual program budgets.

Regular meetings with ED around fiscal planning.

Regular meetings with staff to monitor delegated tasks and identify logistical requirements.
Administration Director - Performs administrative duties for executive management.
Responsibilities may include screening calls; managing calendars; making travel, meeting and event arrangements; preparing reports and financial data; training and supervising other support staff; and customer relations.

Invoicing to funding sources.

Payroll management, including tabulation of accrued employee benefits.

Disbursement of checks for agency expenses.

Organization of fiscal documents.
Maintenance Specialist - Troubleshoots all maintenance problems involving electrical, structural, plumbing, and equipment repair or replacement.

Performs preventive building maintenance duties.

Performs routine plumbing and electrical repairs.

Purchases supplies, equipment, and materials necessary to complete projects.

Repairs and refits vehicles and farm equipment as necessary.

Develops and implements an annual maintenance schedule.
Agricultural Specialist - Visit sites to observe environmental problems, to consult with contractors, and/or to monitor construction activities.

Design integrated agricultural output systems using permaculture principles.

Test agricultural machinery and equipment to ensure adequate performance.

Design structures for crop storage, animal shelter and loading, and animal and crop processing, and supervise their construction.

Provide advice on water and soil quality and issues related to pollution management, river control, and ground and surface water resources.

Conduct educational programs that provide veteran farmers with information that can help them improve agricultural productivity.
Therapeutic Initiatives Director - responsible for researching, planning and implementing programmed physical activities for individuals and groups.
Outreach Coordinator - The Community Outreach Coordinator’s primary responsibilities are to build strategic relationships, conduct a variety of outreach activities, and recruit and retain volunteers for all BCCC programs.

Volunteers: LLR values community. Therefore, we will seek to incorporate volunteers whenever possible. We will pursue the following strategies to maximize volunteer participation:

College level Agriculture and Environmental programs. We will partner with Red
River community college and Texas A&M to create a research program utilizing a summer intern program.

High school Agriculture and science classes – We will host a field trip in the spring and fall to allow students hands on access to farm life.

Boy Scouts of America – We will offer to train young men on various merit badges
(i.e. – marksmanship, orienteering, camping, etc.) and encourage Eagle Scout candidates to perform their required service projects on minor improvements around the ranch.

Fort Hood MWR – We will present volunteer opportunities to Brigade commands at
Killeen, TX during their quarterly MWR Volunteer Program meetings. iii.
Type of employees needed (special skills, knowledge or education). a) Farming b) Animal Husbandry c) Construction d) Food Preparation and storage e) Grant application and management f) Human Resource management g) Public speaking h) Environmental Science and Preservation i) Auto Maintenance j) Home Maintenance k) Logistics
5.
Space Requirements i.
No more than 7 new construction homes (approx. 1500 sf each) and 14 cottages built with sustainable materials (cobb, log, pounded earth, repurposed shipping containers, etc.) ii.
Cattle – 2 acres per head (80 acres total) iii.
Other livestock (5 acres total) iv.
Greenhouse 30x96 v.
Maintenance shop vi.
Cattle barn vii.
Hay barn viii.
Storage bay
6.
Capacity:
Our capacity to provide shelter, food and training to combat veterans will be limited during the first year of operation. However, we have a partnership agreement with the Valhalla
Project who can handle up to 8 per day. They have also agreed to provide training in all aspects of permaculture and nonprofit management free of charge to our staff. Our capacity will double each year beginning in 2016 until we are able to serve at least 1,000 veterans per year.

7.
Critical Suppliers. i.
Cattle & other livestock – local ranches, local auctions ii.
Seed (crop and grass) – Texas Dept. of Agriculture, Rick’s Farm & Home, Southern
Seed Legacy, CAHH Seed Bank iii.
Farm Equipment and Supplies – Fullbelly Feeds, Rick’s Farm & Home, King
Equipment, Curtis Bachman Equipment iv.
Sustainability – North Texas Renewable Energy Group, Greensource DFW, ONCOR,
Texas Solar Panel Company v.
Veteran’s Service – Texas Veterans Commission, Veteran’s Administration, VFW post
4562, American Legion
8.
Financial system.
LLR currently has an employee experienced with business accounting. Furthermore, an accountant from Moorehaven, FL has agreed to review our accounting methods free of charge.
9. Equipment i.
Admin a) Laptop x 2 @$750 ea. b) Printers x 2 @ $2000 ea. c) Portable radios x10 @$50 ea. ii.
Tools a) Basic construction (on hand) b) Basic automotive - $5000 c) Basic farm - $300 d) Welding & Metal Fabrication - $2000 iii.
Fixtures a) Fencing – TBD (costs $1 per foot) b) Head chute - $5000 max. c) Water troughs - $500 for 5 d) Power generator, water based - $20,000 iv.
Farm Machinery a) Tractor w/ scoop and mower (one on loan as needed) $12,000 new b) Hay Baler - $8000 c) Hay Fork - $1000 d) Cattle Trailer - $7000 e) D2 Dozer – on loan as needed f) Hay rake - $1500 g) Disc - $2500 v.
Vehicles a)
¾ Ton Pickup - $8000 b) Maintenance Contact Truck - $7000 c) ATV x 2 @ $4000 ea. vi.
Animal Handling a) Tack - $10,000 b) Bottles - $500 c) Marking - $300 d) Hot shot - $100 e) Electric fencing - $3000 f) Beekeeping - $1500

V.
Financial Plan
1.
Strategy Summary
LLR will use a combination of our own contributions, charitable giving and grants to fund our needs during the first six years. Since donors and foundations are more inclined to give to established organizations than to start-ups, we intend to increase our chances at funding as follows: 1) we will use our internal cash resources ($20K total in Jan 2015 to secure the real estate contract, $15K in April to close on the property and $100K in June to cover operating expenses for the year) 2) complete a master’s course in grant writing from Central Michigan
University in January 2015. These two steps will improve our chances of receiving grant funding from the Meadows Foundation in Dallas. The chances of receiving a grant from the
Texas Veterans Association are even better as they have had more money to disburse ($2.5 million excess in 2013-2014) than they have had applicants. We will turn a profit our first year of operation, even without the receipt of grant funding, and every subsequent year of operation. Our budget needs are designed so that we can delay certain large expenditures such as capital improvements and accelerated loan repayment should grant funding be delayed or disapproved for any given year with minimal impact to our mission.
2.
Managing Books and Records i.
The checking account for Lancer Legacy Ranch is recorded and reconciled monthly using the
Quicken computer program by the duly elected corporate Treasurer. ii.
The Administrative Coordinator is responsible for recording sales and expenses as well as preparing the fiscal year cash flow statement for the Board of Directors. The AC will also prepare IRS form 990 and iii.
The AC will also maintain a record of all donations received and issue receipts to donors at the beginning of the calendar year.
3.
Budgets and Assumptions i.
Fixed Asset Acquisitions – This includes all capital improvements such as construction, equipment and vehicle purchases, and mortage/loan retirement. The assumption is that we will be unable to find a land grant or donation and thus will need to buy the land with our own funds ($395,000 note with 5% down on a FFA new farmer loan). We will attempt to retire this debt within three years utilizing grants. Prices for equipment are estimates based on premium equipment at the highest advertised rate. Construction costs were estimated using www.building-cost.net.

2015 - $93,000





2016 - $453,000
2017 - $385,000
2018 - $78,600
2019 - $25,600
2020 - $25,100 ii.
Beef Cattle Program – expenses are based on data from Texas A&M publication ‘Beef Fax’.
Calf avg price = $1,000. Feeding costs based on $30 grain cost per head per month.
Veterinarian costs estimated at $300 per month, decreasing over time as staff become more experienced in animal health care. Includes 3% attrition rate with sick or injured calves. It
 will take two years to acquire a herd capable of reproducing in sufficient quantity.
2015 - $42,000






2016 - $148,800
2017 - $148,800
2018 - $147,600
2019 - $147,000
2020 - $147,000 iii.
Crop Management Program – 1 to 2 acres of land will be dedicated to intensive farming.
Seed costs for potatoes, tomatoes, green beans, garlic, basil, corn and sweet potatoes totals g\ – 1 to 2 acres of land will be dedicated to intensive farming. Growing costs for potatoes, tomatoes, green beans, garlic, basil, corn and sweet potatoes total $8625 to plant one acre of
 land. No planting will occur in FY 15.
2016 - $9125




2017 - $9125
2018 - $17,750
2019 - $227,750
2020 - $140,750 iv.
Therapeutic Services – Every activity at Lancer Legacy Ranch can be considered therapeutic in that we will pair both staff and volunteers with the activity that they find most invigorating. These include, but are not limited to, farming, working with animals, cooking, organizing, marksmanship, construction, art, writing, and landscaping. Additionally, we will provide funds in 2016 for a limited number of soldiers to attend the April 4 th Memorial at Fort Hood, Texas. This will continue each year even as we add off-peak season group
 adventures to various locations throughout the world.
2016 - $4000




2017 - $14,000
2018 - $30,000
2019 - $30,000
2020 - $30,000 v.Operating Expenses – Initially, our largest operating expense will be utilities and sustainment. As we achieve greater self-sufficiency with green initiatives and establish the ability to feed ourselves, the largest expenditure will be employee wages and benefits. The pay level will be set each October by the Board of Directors. All staff members will receive the same pay regardless of position or tenure. This does not apply to contract laborers employed seasonally or for specific tasks.

2015 - $42,500





2016 - $174,750
2017 - $189,850
2018 - $337,900
2019 - $305,500
2020 - $314,500
3.
Funding Sources i.
Grants a) Texas Veterans Commission – These are funded between May and June and cannot be used for capital improvements.

2015 - $125,000

2016 - $125,000

2017 - $250,000

2018 - $200,000

2019 - $125,000


2020 - $50,000 b) Meadows Foundation – These grants are available year round with minimal restrictions.
These will be used to fund building projects.

2015 - $250,000

2016 - $250,000

2017 - $250,000

2018 - $125,000

2019 - $225,000

2020- none c) Future Farmers of America – This grant funds between March and May and will be used to purchase farm equipment.

2015 - $10,000

2016- $10,000

2017- $10,000

2018- none

2019- none

2020- none d) US Department of Agriculture – This grant funds between August and October with heavy restrictions. It is primarily given to nonprofits who assist beginning veteran farmers and requires 25% matching funds.

2015- none

2016- none

2017 - $50,000

2018 - $50,000

2019 - $50,000

2020 - none ii.
Donations – Generally speaking, donations comprise a small percentage (1-10%) of projected income. Figures below represent 3% or less. Their impact becomes negligible to income by 2021.

2015 - $104,800 (this amount has already been pledged).

2016 - $12,000

2017 - $12,000

2018 - $12,000

2019 - $18,000

2020 - $20,400 iii.
Events a.
Annual Benefit Concert – We budget $30,000 for this event which features a major headline performer. Projected gross income estimated at $40,000 given a $20 ticket and
2000 attendees. When possible, this event will utilize sponsors to reduce overall upfront cost to the ranch. b.
Harvest Banquet Invitational – Major gala event hosted in the main house featuring food grown and raised on the ranch. $20 per plate donation plus sponsorships.
4.
Revenue Streams i.
Cattle – based on 18 month avg. gross price per CWT.

2015 - $125,000

2016 - $125,000

5.

2017 - $250,000

2018 - $200,000

2019 - $125,000

2020 - $50,000 ii.
Produce – based on 7 crop analysis gross price analysis from Univ. of Wisconsin.

2016 - $28,750

2017 - $28,750

2018 - $57,500 (production doubled)

2019 – Begin Farmer’s Market iii.
Hay Surplus – based on $5 per square bale = $3000 per year (given two harvests). iv.
Hunting Tags – estimated at @$800 per tag ($1,000 below local avg.)

2017 - $4000

2018 - $4000

2019 - $10,000

2020 - $15,000 v.Lecture/ Seminar - $100 per person seminar, $300 speaking fee

2016 - $1500

2017 - $1500

2018 - $1500

2019 - $8000

2020 - $11,500 vi.
Publication – Contract w/ Warrior Publishing Group to split sales, est. $5 per copy.

2016 - $6450

2017 - $1950

2018 - $1950

2019 - $2000

2020 - $2000 vii.
Farmer’s Market – gross sales estimated at $100,000 per 35k people each year. Bell and
Coryell near Fort Hood, TX have more than 400k residents and three Farmer’s Markets.
Amount below divides potential income by 4.

2019 - $285,000

2020 - $300,000
Cash Flow Projection (see Appendix B)

Appendix A: Cash Flow Statement

Appendix B: Cash Flow Projections FY 15-21
FY 2015

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Appendix C: Competitive Analysis
Take a look at your most prominent competitors and rate them on the following characteristics. Now you have done that, decide how you will make your business appear different (better) to the public, by rating how you want to be.
Factors LLR
Warrior
Ranch
Camp
Freedom
Ranch
Soldier’s
Heart
1. Service
2. Veteran operated
3. Quality
4. Service
Variety
5. Length of stay
7. Reliability
9. Image
10. Location
11.
Atmosphere
15.
Availability
16.
Management
17. Stability

18. Marketing

Appendix D: Resume
J . M A T T H E W F I S K
1946 Lake Vernon Road | Leesville, LA 71446 | (706) 662 -7751 | j.matthew.fisk@outlook.com
O B J E C T I V E
Director and founder of Lancer Legacy Ranch, a non-profit and self-sustaining agricultural community providing opportunity and a safe, therapeutic environment for combat veterans and their families.
S K I L L S P R O F I L E
Experienced Operations Officer for a multi-faceted logistics management organization capable of planning, executing and supervising complex sustainment operations in austere conditions
Successfully managed multiple projects and roles simultaneously through effective delegation, and constant supervision.
Coordinated and conducted four training events per year for over 1200 people using multiple speakers from a wide variety of agencies.
Dynamic public speaker able to use all forms of media to effectively communicate ideas and solutions.
Fluent in Spanish and quickly adapts to foreign culture; highest language aptitude test score in Fort Benning history.
E M P L O Y M E N T H I S T O R Y
Commissioned Officer, U.S. Army
Leesville, LA
5/11/2007 - Present
Provided supervision and management for a supply warehouse maintaining a $3 million inventory for a 25,000 member client base; warehouse was selected for Supply Excellence Award.
Executive Officer for an upper echelon maintenance company, responsible for daily operations and readiness.
Safety Officer managing a staff of seven, responsible for advising the senior leader of 3,600 personnel on safe operations and OSHA standards and performing accident investigations.
Environmental Compliance Officer responsible for monitoring adherence to state and federal EPA guidelines for an organization of over 3,600 personnel and coordinating the response to violations.
Operations Officer for a logistics organization responsible for planning, executing complex movements of supplies and personnel.
Deputy Logistics Officer for 3,600 personnel responsible for coordinating supplies, budgeting, equipment readiness and sustainment planning.
Noncommissioned Officer, U.S. Army
Killeen, TX
5/27/2003 — 5/11/2007
Team leader of four personnel, responsible for their welfare, conduct and professional development in a hazardous environment.
Served as documentarian and translator during multicultural engagements with foreign dignitaries.
Maintained communications, transportation and other vital systems in good working order at all times.
Spanish Teacher, Glenhaven Youth Ranch
Plainview, AR
Taught Spanish to fourteen at-risk teenagers through creative engagement and immersive techniques.
Piloted a physical training program that instilled discipline and motivation in young men.
Cared for the physical, emotional and medical needs of six residents directly on a full time basis.
Assisted with care and feeding of 30 cattle and 6 horses.
1/1/2002 — 1/1/2003
Enlisted Infantryman, U.S. Army
Columbus, GA
Trained to perform security operations, operate heavy machinery, and maintain accountability of expensive equipment.
8/14/1997 — 8/14/2001
Responsible for the safety and welfare of three personnel during security operations.
A C T I V I T I E S
Published nonfiction author
Experienced with real estate acquisition and property rehabilitation
Singer and musician adept with stringed instruments and percussion
Martial artist with a black belt in Taekwondo