EMRFC



Draft – Jan 2012Providing competitive and structured Rugby Union for the local community in a safe and friendly environmentEMRFCBusiness Plan 2012Contents TOC \o "1-3" \h \z \u Summary PAGEREF _Toc315899869 \h 3Executive Summary PAGEREF _Toc315899870 \h 3Club Governance PAGEREF _Toc315899871 \h 3Management Committee PAGEREF _Toc315899872 \h 3Executive Committee PAGEREF _Toc315899873 \h 3General Committee PAGEREF _Toc315899874 \h 3Club Size PAGEREF _Toc315899875 \h 3Senior Membership PAGEREF _Toc315899876 \h 3Mini and Youth Membership PAGEREF _Toc315899877 \h 3Associate Membership PAGEREF _Toc315899878 \h 3Key Success Factors PAGEREF _Toc315899879 \h 3Overview and Analysis PAGEREF _Toc315899880 \h 5Vision PAGEREF _Toc315899881 \h 5Facilities PAGEREF _Toc315899882 \h 5Club History PAGEREF _Toc315899883 \h 5Eton Manor Now PAGEREF _Toc315899884 \h 6Overview PAGEREF _Toc315899885 \h 6Club Governance PAGEREF _Toc315899886 \h 6Senior Rugby PAGEREF _Toc315899887 \h 6Mini and Youth Rugby PAGEREF _Toc315899888 \h 7Rugby Coaches PAGEREF _Toc315899889 \h 7Referees PAGEREF _Toc315899890 \h 7Community Links PAGEREF _Toc315899891 \h 7SWOT Analysis PAGEREF _Toc315899892 \h 8Strengths PAGEREF _Toc315899893 \h 8Weaknesses PAGEREF _Toc315899894 \h 8Opportunities PAGEREF _Toc315899895 \h 9Threats PAGEREF _Toc315899896 \h 9Strategic Action Plan PAGEREF _Toc315899897 \h 11Overview PAGEREF _Toc315899898 \h 11Short Term Objectives PAGEREF _Toc315899899 \h 11Consolidation and Re-organisation PAGEREF _Toc315899900 \h 11Identify Revenue Streams PAGEREF _Toc315899901 \h 11Medium Term Objectives PAGEREF _Toc315899902 \h 12Improve playing surfaces PAGEREF _Toc315899903 \h 12Clubhouse Improvements PAGEREF _Toc315899904 \h 12Long Term Objectives PAGEREF _Toc315899905 \h 12Develop an upstairs bar PAGEREF _Toc315899906 \h 12Market Analysis PAGEREF _Toc315899907 \h 13Target Customers PAGEREF _Toc315899908 \h 13Membership PAGEREF _Toc315899909 \h 13External Customers PAGEREF _Toc315899910 \h 13Competitors PAGEREF _Toc315899911 \h 13The Future PAGEREF _Toc315899912 \h 13Financial Plan PAGEREF _Toc315899913 \h 14Overview PAGEREF _Toc315899914 \h 14Management Accounts PAGEREF _Toc315899915 \h 14Forecast and Budget PAGEREF _Toc315899916 \h 16Cash Flow PAGEREF _Toc315899917 \h 18SummaryExecutive SummaryNOTETo be completed following agreement of the documentClub GovernanceThe rugby club is operated as an unincorporated association which pays rent to its patron, Eton Manor Rugby Football Club Limited (by guarantee and not having a share capital)Management CommitteeExecutive CommitteeChairman– Mr Paul SaundersHon. Secretary– Mr Matt EvansHon. Treasurer – Mr Ian LovettClub Captain– Mr Ian EdwardsYouth Chairman– Mr Terry Burton General CommitteeMr J. Makowski, Mr J. Ayling, Mr G. Davies, Mr S. Thompson, Mr H. Luong, Mr P. Thomas, Mr B. McKie, Mr D. Edwards, Mr J. Bradley, Mr F. Spencer, Mr S. BottomleyClub SizeSenior Membership75 Playing40 Non-playingMini and Youth Membership300 Playing500+ ParentsAssociate Membership22Key Success FactorsModern clubhouseFreehold to the property at Nutter LaneLong established reputationSuccessful senior playing sectionClubmark, Gold Seal of Approval Club for youth and miniHigh levels of community engagement and strong local brandOverview and AnalysisVisionThe vision of Eton Manor Rugby Football Club is to provide competitive and structured rugby union for the local community in a safe and friendly environment. We also believe that future development is intrinsically linked to increasing the involvement of the community in participating in sport and educational projects by increasing the use of the Club’s existing and future facilities.Facilities The Club has the following facilities on site which is owned freehold: -First team pitch with floodlights, dugouts and spectator areas commensurate with the standard of rugby we currently play.-2 further full size pitches-1 grass training pitch with training lights -4 players changing rooms, 2 officials changing rooms-A Clubhouse with two bar areas and kitchen which can service up to 100 covers. -Large BBQ and hardstanding area suitable for marquees.-Large, recently refurbished car park.Club HistoryEton Manor RFC was formed in 1923, a section within the Eton Manor clubs, Hackney Wick, east London. We became an independent club in 1970 and have a very proud and illustrious history. The Club has produced a number of international players that have represented their various countries and several English internationals at schools and youth levels. In addition the Club supports County rugby with its youth and senior players regularly represent the County at various levels. Traditionally the Club has enjoyed a high profile in local rugby circles. In administration the Club has in the past provided various county committee members and President. In 1998 the club moved to new facilities in Wanstead, London, and with the help of lottery funding a new clubhouse was built. The process of rebuilding the club was further enhanced when in 2001 the club secured the freehold of the land, thus securing the future of the club at their current home.When the Club moved to their current ground, it was decided that a mini section should be reformed to encourage the playing of rugby by boys and girls from an early age. The mini and youth section has grown into a well-established and successful part of the club, attracting in excess of 300 playing members. The section also runs one of the largest annual youth festivals in the county, with in excess of 800 boys and girls attending.Eton Manor NowOverviewThe club a busy place which provides serves rugby to both our Senior and Junior section. However, in order to sustain the services which we provide to our members we also hire out our facilities to the local community and various businesses.Typically these events include wedding receptions, birthday parties, funerals and other bespoke celebrations. In addition we hire out the facilities to be used for meetings e.g. a local bikers group, a crèche and Pilates class; as well as corporate training events for local and national companies, e.g. Skanska and Kierbeck Steel. We also hire the grounds for representative rugby matches, school sports days and local charity events.Club GovernanceIn the period between 2006 to 2009 our business plan identified various projects that were undertaken to improve the facilities on offer to our members and customers. These included the development of the car parking facilities; installation of new flood-lights, dug outs (team huts at pitchside) and crowd barriers to the first team pitch; we also formed a patio area with BBQ to the side of the club which serves as a beer garden area or hardstanding for a marquee. However, since 2009, the club has failed to attract a main sponsor which has meant that we are increasingly having to rely on proceeds from the bar and membership to generate revenue.At the beginning of 2011 a new committee was elected to the club including the three key positions of Chairman, Treasurer and Secretary. In addition to this the general committee was extended incorporating more volunteers. This approach has already seen results by increasing the level of membership and revenues, re-negotiating our brewery supplier and putting steps in place to better control our costs and measure our expenditures.Senior RugbyThe Club runs 3 senior XV’s on a regular basis throughout the season. Since the 2009/10 season the 1st XV have played in London 1 North. The 2nd XV play in BL Merit league 2 and the 3rd XV play in the BL League 3. Mini and Youth RugbyThe Club has made considerable progress in expanding mini & youth rugby. In 2009 we achieved the Clubmark Gold Seal of Approval, a nationally recognised award. It is also run within the guidelines set out by the RFU in their continuum including a dedicated child protection officer. Since 1998 the number of mini & youth teams has increased from 4 to 12 with further expansion planned. The Club has developed excellent links with the neighbouring schools and local educational authority with the clubs qualified coaches often assisting in local government run sports schemes and after school rugby clubs. Rugby CoachesThe Club has a designated full time coaching co-ordinator and we run a coaching development programme. There are a total of 22 qualified coaches of varying coaching levels. RefereesThe Club is an active supporter of the London Society of Referees Society and currently have two referees who are members of the Society. In addition there are a number of qualified referees both at junior and senior levels associated with the club. Community LinksThe Club has formed a very strong link with the local educational authority as well as the parents and family of the youth section. SWOT AnalysisStrengthWeaknessEton Manor BrandRugbyExcellent FacilitiesThriving Mini and Youth SectionFundingLack of VolunteersName has no geographical association with the areaUnder utilisationOpportunitiesThreatsGrants/SponsorshipIncrease MembershipIncreased Utilisation of Current FacilitiesOlympicsIncreased CostsLoss of and Transient Playing StaffLoosing Youth to university at Colt LevelStrengthsEton Manor BrandThe Eton Manor brand has a long history associated with the east London area, particularly at the Olympic site whose footprint extends over the original home ground (The Wilderness). The club is a prominent member of the Essex Rugby Union.RugbyOur members comprise a busy senior section which runs 3 teams catering for all abilities. Our first team competes in London Division 1 North, a “semi-professional” standard of rugby. As a benefit aspiring players want to be associated with the club.Excellent FacilitiesIn addition to our modern clubhouse we have improved the facilities since 2006 by improving the existing car park, floodlights to the first team pitch, professional dugouts and a hardstanding BBQ area to the side. These facilities are commensurate with our playing status and also enable us to be attractive to external clients.Thriving Youth and Mini Section Our youth sections are our biggest strength attracting in excess of 350 players along with their families who also use the facilities. The youth players attend the local state and private schools of Wanstead, Woodford, Hackney and Tower Hamlets. WeaknessesFundingWe currently have no major club sponsorLack of VolunteersWhilst the situation is improving with respect to the governance of the club, still too few people fulfil too many roles, especially amongst the senior teams. We must improve the structure of the club in line with RFU best practice and a volunteer co-ordinator has been appointed to drive this through the club.Name has no geographical association with the areaThe name of the club does not associate itself with the surrounding area and we feel that this is a negative when attracting new members as they can’t link the name to the place. There are no plans to change our name however.Under utilisationWe feel there is scope for our facilities to be utilised further. Our external clients are mainly through word of mouth. Some reasons for this are, we do not actively market the venue plus, during the season, the clubhouse is used to service its members into the evenings on match days. Unlocking increased utilisation would increase revenue.OpportunitiesGrants/SponsorshipWe believe that a major club sponsor will provide needed cash for the club. We intend to pursue grant opportunities. Increase MembershipWhilst we have increased the membership fees at the start of the current season, we believe there is still scope to increase membership numbers by working harder to capture existing club users and publicise the playing facility.Increased Utilisation of Current FacilitiesOur target market for the utilisation of our facility will typically hire the venue for social or corporate events. OlympicsWe have identified an opportunity to use the grounds for camping activities around the 2012 Olympic Games. We have a sub-committee actively working on this and hope to realise a profit of about ?20k at this time. For details see the budget for 2012/13. Other opportunities are also being pursued should they prove to be more profitable. These include hiring out the venue in its entirety as we have had some interest from the Metropolitan Police and private companies or hiring the car park during the games.ThreatsIncreased CostsRisings costs are an ever present risk, however, recently we have re-negotiated our beer and spirit supplier, finding savings of 5% and tied in our energy supplier for 2 years.Loss of and Transient Playing StaffGiven the status of the first team within the structured league system and the professional nature of the modern game, the risk of losing playing staff is ever present. Whilst it is difficult to value the impact in terms of money, relegation could make us less attractive to future membership.Loosing Youth at Colt LevelColt level rugby is the age group which links youth and senior rugby. We are losing too many players at this stage due to University, work and other factors.Strategic Action PlanOverviewAs part of the overall development of the Club the aim of this Plan is to help focus and guide the Club’s activities thus providing a documented and measurable structure for development. It will help the Club to clarify its objectives, resources, priorities and timescales for its future development. The production and implementation of the Plan is designed to encourage ownership of the recommendations and action plans by our members, partners and all stakeholders.Short Term ObjectivesConsolidation and Re-organisationThe club is in a period of consolidation financially after a period of spending which saw the improvement of the current facilities in works to the carpark, floodlights, dug-outs and hardstanding areas around the club. We are actively challenging our costs and improving the control of finances. Example’s of this are the new tills which have been purchased and will help us control stock, analyse waste and target sales etc. A vital part of this is to restructure the clubs debt which will in itself realise economies and will enable stable financial planning during the year utilising working capital.Re-organisation of the club structure began in early 2011, however there is still more work to be done to recruit and manage volunteers in all areas of the Club and particularly management, marketing and coaching. This will enable us to be a more effective organisation and develop the areas which we see are key in unlocking potential revenue i.e., utilisation of the clubhouse through increased events, improvements to the catering facilities and member services. Identify Revenue StreamsNew membership fees The new management committee increased the costs of membership packages throughout the club for the 2011/12, increasing revenue from this income stream by 400%. In addition we have introduced monthly direct debits further guaranteeing a steady income throughout the year.SponsorshipA strategy is needed to attract a new club main sponsor.Facility HireUtilisation of the facilities must be increased, especially during summer months in between the playing season. Volunteers are required to co-ordinate advertising and social activities. One step which was taken this year was to introduce a two level pricing system for alcohol to maximise revenue on external sales.Business involvementCurrent advertising space on the perimeter of the site will be reviewed with a view to renting the space for regular advertisement income.Medium Term ObjectivesImprove playing surfacesThe pitches are located adjacent to the river Roading and are therefore liable to flooding periodically. In addition once the land is saturated, it is difficult to remove the standing water. Both these events cause disruption to our ability to play games. In the 2009/10 season we lost 7 weeks of revenue due to this disruption. Our intention in the medium term is to examine the feasibility of installing pitch drainage.Clubhouse ImprovementsThese include increasing the size of the current kitchen facilities to cater for larger events (current limit 100 servings). This will also have the effect that the selling of food becomes a bigger revenue source both for functions and during member events, training, games, etc.Long Term ObjectivesDevelop an upstairs barThe current premises are designed to be able to accommodate an extension above the current ground floor elevation. Our objective would be to develop an upstairs bar whose access is separate from the main bar area. The advantage this would give would be to increase the utilisation of the existing premises during the evenings at weekends while also being able to host our members, increasing their engagement within the club and revenue potential.Market AnalysisTarget CustomersMembershipThe audience to which the club delivers services is its present and future members. The focus of the club should therefore be delivery of services to the existing membership.The membership is made up of anyone, over the age of 7 years old, that has an interest in rugby that can be supported from our geographic location in east London. There are no other limitations in terms of geography, gender etc.External CustomersThese are a distinct group apart from the membership. These are the customers that purchase services from the club and hence support it financially. This group includes:Businesses & OrganisationsBusinesses offering sponsorship – particularly, but not exclusively, businesses based in the east London area. Businesses offering donationsIndividuals Individuals & supporters hiring club facilities Individuals & supporters offering donationsIndividuals & supporters from the local area that are 18+ seeking a venue for parties. CompetitorsIn terms of competitors, they can be considered in two categories. Firstly there are other rugby clubs, direct competitors that are competing for members and may provide other services, venue hire for example. Essex and East London is a very active rugby playing area with 20 clubs within a 5 mile radius from the New Wilderness. We have established that the demographic from the mini and youth sections will follow the local schools in the surrounding area and we are active in these areas providing coaching and refereeing. At senior level the challenge is to convert the youth into fully active members of the senior club. Some initial work was done during 2011 to establish what our current hall hire, pitch hire rates etc. compared with other venues locally. The findings were that our rates were comparable with similar venues.Secondly there are indirect competitors, other organisations competing for sponsorship income. The FutureThe market is mature for Rugby Union in our area. Growth tends to be stimulated by macro events like success in the Rugby World Cup and demand for facilities are influenced by economic factors.Financial PlanOverviewThe Club is currently managed by Executive Committee who are all unpaid volunteers. The Club is actively improving its financial management and this season has recruited a number of new volunteers to assist in the running of the club which means that financial safeguards have been improved and forecasts have been used to track income and spending. This information is critical in being able to measure success going forward. Our accounting processes will be upgraded and the use Cloud technology along with SAGE will give decision makers access to accurate information.The Club has a mortgage secured against the freehold of the grounds which was valued at ?550k in 2003, so it is prudent to expect that equity has built up since. Other than this the Club has no long term outstanding debts.The immediate short term the goal is to eliminate our current overdraft by realising some equity in the club freehold and increase the mortgage. The lump sum will be enough to clear the overdraft and leave the club with enough working capital for the year ahead while we consolidate and work on plans to increase the clubs revenue.Management AccountsTo be provided at a later dateForecast and BudgetEton Manor RFC Forecast (Excluding VAT)2012/13Details Draft 1.0Jan-12Feb-12Mar-12Apr-12May-12Jun-12Jul-12Aug-12Sep-12Oct-12Nov-12Dec-12Total20112010?????????????????NoteIncome???????????????1Surplus from bar trading?1,058?3,345?3,345?1,973?3,345?7,463?3,803?8,730?5,175?4,718?4,718?3,345?51,015?45,025?23,4012Rental income - mobile mast?0?0?1,500?0?0?1,500?0?0?0?0?0?0?3,000?6,936?6,2473Members subscriptions?600?600?600?600?600?600?600?5,000?5,000?3,000?2,000?1,000?20,200?6,156?7,2004Money for social events?0?0?600?0?600?1,400?1,200?0?200?200?200?200?4,600?0?0?Match fees?0?0?0?0?0?0?0?0?0?0?0?0?0?0?0?Clothing sales?50?50?50?50?50?50?50?50?50?50?50?50?600?0?0?Commissions?0?0?0?0?0?0?0?0?0?0?0?0?0?0?05Donations?0?0?0?0?0?6,000?0?0?0?0?0?1,000?7,000?0?22,2606Sponsorship and similar income ?500?0?0?0?0?0?0?4,000?1,000?0?0?0?5,500?8,016?10,4297Grant amortisation?825?825?825?825?825?825?825?825?825?825?825?825?9,900?9,316?9,3168Food and miscellaneous income?140?140?140?140?140?140?140?2,000?140?140?140?140?3,540?1,405?359?Bank interest received?0?0?0?100?100?100?100?100?100?100?100?100?900?0?129Advertising net revenues- Bill boards ?0?0?0?0?0?2,000?2,000?2,000?2,000?2,000?2,000?2,000?14,000?0?010Income from Olympics ?0?0?0?0?5,000?5,000?4,000?22,000?10,000?0?0?0?46,000?0?0?Total Income?3,173?4,960?7,060?3,688?10,660?25,078?12,718?44,705?24,490?11,033?10,033?8,660?166,255?76,854?79,224??????????????????Expenditure????????????????Light & heat?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?12,840?11,078?10,617?Rates & water?420?420?420?420?420?420?420?420?420?420?420?420?5,040?3,021-?24,381?Repairs & maintenance?700?700?700?700?700?700?700?700?700?700?700?700?8,400?8,911?2,577?Insurance?450?450?450?450?450?450?450?450?450?450?450?450?5,400?4,927?5,202?Cleaning, rubbish removal etc.?650?650?650?650?650?650?650?650?650?650?650?650?7,800?7,243?6,160?Hire costs?0?0?0?0?0?0?0?0?0?0?0?0?0???Clubhouse depreciation?667?667?667?667?667?667?667?667?667?667?667?667?8,004?7,998?7,998?Security costs?30?30?30?30?30?30?30?30?30?30?30?30?360?240?011Legal & professional fees ?700?700?700?700?700?700?700?700?700?700?700?700?8,400?1,830?180?Accountancy?150?150?150?150?150?150?150?150?150?150?150?150?1,800?1,400?1,920?Printing, postage & stationery?60?60?60?60?60?60?60?60?60?60?60?60?720?705?1,850?Depreciation?340?340?340?340?340?340?340?340?340?340?340?340?4,080?4,014?3,314?Telephone/internet?110?110?110?110?110?110?110?110?110?110?110?110?1,320?544?1,254?Bad debts?0?0?0?0?0?0?0?0?0?0?0?0?0?0?0?Sundry?200?200?200?200?200?200?200?200?200?200?200?200?2,400?1,799?5,170?Insurance?200?200?200?200?200?200?200?200?200?200?200?200?2,400???Kit & equipment?40?40?40?40?40?40?40?40?40?40?40?40?480?376?196?Pitch supplies and grass cutting?300?300?300?300?300?300?300?300?300?300?300?300?3,600?0?0?Registration fees?240?240?240?240?240?240?240?240?240?240?240?240?2,880?2,589?2,412?Travel?70?70?70?70?70?70?70?70?70?70?70?70?840?782?361?Food etc.?20?20?20?20?20?20?20?20?20?20?20?20?240?138?473?Provision of first aid & physio costs?60?60?60?60?60?60?60?60?60?60?60?60?720?632?912?Money for social events & donations?0?0?0?0?0?0?0?0?0?0?0?0?0?1?0?Laundry?20?20?20?20?20?20?20?20?20?20?20?20?240?1?012Bank charges & interest?1,860?1,860?1,860?2,000?2,000?2,000?2,000?2,000?2,000?2,000?2,000?2,000?23,580?14,292?9,87613Olympic set-up costs ??4,000?3,000?2,000?2,000?4,000?4,000?4,000?????23,000?0?0?Total Expenditure?8,357?12,357?11,357?10,497?10,497?12,497?12,497?12,497?8,497?8,497?8,497?8,497?124,544?72,519?36,090???Surplus income over expenditure -?5,185-?7,397-?4,297-?6,810?163?12,581?221?32,208?15,993?2,536?1,536?163?41,711?4,334?43,1341Surplus from bar trading - See bar income and expenditure budget Net of VAT 2Rental income - This income is generated from a mobile mast erected on erected on the grounds3Members subscription - have been substantially increased and members are encouraged to pay by DD. We expect his trend to continue4Money for social events - The grounds are well located and convenient for travel. It is planned to crease revenues by hiring the club house to interested parties for social events and funerals.5Donations - We have planned to ask for specific donations so members can see what their gifts have achieved. E.g. Pitch improvement fund. There are a numbers of members that have asked if they can support the club in this way.6Sponsorship and similar income - These `fund are received from the youth section of the club which has been expanding and is well attended 7Grant amortisation - Lottery grant write back 8Food and miscellaneous income - item being sold from the bar - sweets, snacks etc.9Advertising net revenues - The grounds look over the busy A12 , it is planned to increase advertising revenue by obtaining sponsors to advertise on these signs. There are substantial revenue opportunities here. 10Income from Olympics - The club has a working committee and we intend to use the club grounds and facilities as a camp site for the public public wishing to see the Olympics. Online bookings have already been taken. 11Legal and professional fees - Provision have been made for legal and valuation costs for re-mortgage the land and building 12Bank charges and interest - We have estimated the increased mortgage repayment that will be required to be paid by the club in the event of a new grant being agreed. 13Olympic set-up costs - This is an estimation of the costs that will be incurred in order to obtain substantial revenue from the 2012 Olympic camping proposal.Cash FlowEton Manor RFC Forecast Cash Flow2011/2012Details Draft 1.0Jan-12Feb-12Mar-12Apr-12May-12Jun-12Jul-12Aug-12Sep-12Oct-12Nov-12Dec-12TotalNotesCash Inflow??????????????Surplus from bar trading?1,058?3,345?3,345?1,973?3,345?7,463?3,803?8,730?5,175?4,718?4,718?3,345?51,015?Rental income - mobile mast?0?0?1,500?0?0?1,500?0?0?0?0?0?0?3,000?Members subscriptions?600?600?600?600?600?600?600?5,000?5,000?3,000?2,000?1,000?20,200?Money for social events?0?0?600?0?600?1,400?1,200?0?200?200?200?200?4,600?Match fees?0?0?0?0?0?0?0?0?0?0?0?0?0?Clothing sales?50?50?50?50?50?50?50?50?50?50?50?50?600?Commissions?0?0?0?0?0?0?0?0?0?0?0?0?0?Donations?0?0?0?0?0?6,000?0?0?0?0?0?1,000?7,000?Sponsorship and similar income ?500?0?0?0?0?0?0?4,000?1,000?0?0?0?5,500?Grant amortisation?0?0?0?0?0?0?0?0?0?0?0?0?0?Food and miscellaneous income?140?140?140?140?140?140?140?2,000?140?140?140?140?3,540?Bank interest received?0?0?0?100?100?100?100?100?100?100?100?100?900?Advertising net revenues- Bill boards ?0?0?0?0?0?2,000?2,000?2,000?2,000?2,000?2,000?2,000?14,000?Income from Olympics ?0?0?0?0?5,000?5,000?4,000?22,000?10,000?0?0?0?46,000?Debtors?1,000?1,000?1,000?1,000?????????4,000?Total Income?3,348?5,135?7,235?3,863?9,835?24,253?11,893?43,880?23,665?10,208?9,208?7,835?160,355?Expenditure??????????????Light & heat?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?1,070?12,840?Rates & water?420?420?420?420?420?420?420?420?420?420?420?420?5,040?Repairs & maintenance?700?700?700?700?700?700?700?700?700?700?700?700?8,400?Insurance?450?450?450?450?450?450?450?450?450?450?450?450?5,400?Cleaning, rubbish removal etc.?650?650?650?650?650?650?650?650?650?650?650?650?7,800?Hire costs?0?0?0?0?0?0?0?0?0?0?0?0?0?Clubhouse depreciation?0?0?0?0?0?0?0?0?0?0?0?0?0?Security costs?30?30?30?30?30?30?30?30?30?30?30?30?360?Legal & professional fees ?700?700?700?700?700?700?700?700?700?700?700?700?8,400?Accountancy?150?150?150?150?150?150?150?150?150?150?150?150?1,800?Printing, postage & stationery?60?60?60?60?60?60?60?60?60?60?60?60?720?Depreciation?0?0?0?0?0?0?0?0?0?0?0?0?0?Telephone/internet?110?110?110?110?110?110?110?110?110?110?110?110?1,320?Bad debts?0?0?0?0?0?0?0?0?0?0?0?0?0?Sundry?200?200?200?200?200?200?200?200?200?200?200?200?2,400?Insurance?200?200?200?200?200?200?200?200?200?200?200?200?2,400?Kit & equipment?40?40?40?40?40?40?40?40?40?40?40?40?480?Pitch supplies and grass cutting?300?300?300?300?300?300?300?300?300?300?300?300?3,600?Registration fees?240?240?240?240?240?240?240?240?240?240?240?240?2,880?Travel?70?70?70?70?70?70?70?70?70?70?70?70?840?Food etc.?20?20?20?20?20?20?20?20?20?20?20?20?240?Provision of first aid & physio costs?60?60?60?60?60?60?60?60?60?60?60?60?720?Money for social events & donations?0?0?0?0?0?0?0?0?0?0?0?0?0?Laundry?20?20?20?20?20?20?20?20?20?20?20?20?240?Bank charges & interest?1,860?1,860?1,860?2,000?2,000?2,000?2,000?2,000?2,000?2,000?2,000?2,000?23,5801Olympic set-up costs ?0?0?1,500?2,000?2,000?4,000?4,000?4,000?0?0?0?0?17,5003Payment to HMRC - VAT/NHI Old?0?0?0?3,000?3,000?3,000?1,500?0?0?0?0?0?10,500?Payment to HMRC - VAT/NHI New?263?3,325?325?288?3,225?438?338?4,839?375?363?6,559?325?20,6612Creditors/accruals?0?0?0?10,000?10,000?3,100?0?0?0?0?0?0?23,100?Total Expenditure?7,613?10,675?9,175?22,778?25,715?18,028?13,328?16,329?7,865?7,853?14,049?7,815?161,221?Cash balance B/F (- overdraft)-35,000 -39,265 -44,805 -46,745 19,340 3,460 9,685 8,250 35,801 51,601 53,956 49,114 -35,000 ?Cash in flows from business3,348 5,135 7,235 3,863 9,835 24,253 11,893 43,880 23,665 10,208 9,208 7,835 160,355 ?Cash Out flow from business-7,613 -10,675 -9,175 -22,778 -25,715 -18,028 -13,328 -16,329 -7,865 -7,853 -14,049 -7,815 -161,221 ?Mortgage funding 0 0 0 85,000 0 0 0 0 0 0 0 0 85,000 ?Cash balance C/F-39,265 -44,805 -46,745 19,340 3,460 9,685 8,250 35,801 51,601 53,956 49,114 49,134 49,134 1 Set-up costs are subject to current negotiations regarding the final use2Creditors? 000'sClub members?Pete Thomas 5.5Ian Lovett 3.5Mark Cuscherie2Ian Edwards 4John Ayling 3Accruals?OSEA - Olympic set-up1.5Barclays (arrears)3.63HMRC - VAT 6.5HMRC - PAYE 433.6 ................
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