Executive Summary Twenty-five percent of Richmond Metro youth participated in organized sports last year, compared with 85 to 90 percent in the suburbs, according to a recent State University report entitled Richmond's Youth Sport Need Assessment. Currently, there are 40,000 children in the Richmond Metro area between the ages of 6 to 14.
In contrast to the metro area, the suburbs have a full array of youth sports with strong financial support. This late start for urban children, especially urban girls, in organized sports robs them of the opportunity for physical activity, coaching, being part of a team, learning skills, and substantial time away from 'negative recreation' (drugs, violence or sexual activities).
Clinical studies also show that sports and recreation programs can help youth establish lifelong, healthy, physical activity patterns. Regular physical activity can ward off life-threatening diseases; reduce feelings of depression and anxiety; help control weight and obesity; and build and maintain healthy bones, muscles, and joints, according to the President's Council on Physical Fitness.
The children in the city's core must have the opportunity for a successful start in education and sport regardless of age, race, gender, family composition, income or community. In response to this significant disparity, YouthSports will be created to provide the sports program necessary for Richmond children to have equal opportunity for organized sports. Thanks to a three-year matching grant from The John Ford Stevenson Foundation (JFSF), YouthSports and several corporate partners plan to utilize organized sports and physical activity programs to promote healthy development in youth. The JFSF, based in San Francisco, CA, is the nation's largest philanthropy devoted exclusively to health and health care. It concentrates its grantmaking in three goal areas: to assure that all Americans have access to basic health care at reasonable cost; to improve care and support for people with chronic health conditions; and to reduce the personal, social and economic harm caused by substance abuse; tobacco, alcohol, and illicit drugs.
Schools and health care centers will host sport registration. The JFSF renewable matching grant is based on the concept that local funding sources have the clearest understanding of their communities' needs.
With matching contributions from local partners, the project will receive substantial funding. Collaborating partners include:. BlueCross/BlueShield. Mayor Linda Hargrove and the City of Richmond.
Parks & Recreation Department. Richmond Unified School District. Templex Corporation. Kaufman and Sons.
PriceRight Supermarkets. Avion Computers. The Richmond Mall. Richmond Bank. Rider Corporation.
With this base of support, YouthSports will raise additional money from program sponsors and fundraising campaigns. Need actual charts? We recommend using LivePlan as the easiest way to create graphs for your own business plan. 1.1 Objectives. To increase participation in youth sports and recreation programs in the Richmond Metro area.
To increase youth access to health care and healthy development. 1.2 Mission The mission of YouthSports is to create a youth sport program in the Richmond Metro area increasing both sport participation rates and healthy development of the area's youth. 1.3 Keys to Success.
Utilizing the school system to promote the sports program and recruiting team coaches. Minimize field maintenance and facility costs with the school and city park systems. Maintaining the City Council's support to provide scholarship funds for needy youth who want to participate in sports. Recruiting more corporate support for the sports program. Maintaining a high approval rate with the area's parents and youth.
About this time very year, youth football coaches from all over the US start putting their fall plans in place; roster, play books, recruiting, practice organization, coaches responsibilities, ordering uniforms and the dreaded fundraising and budget questions. How much will it take to run our team properly? When I first started coaching 20 years ago, I never thought about our team’s budget. I spent about $500 out of my own pocket and coached the team with some help from a few parents that also chipped in a few dollars or equipment here and there. But after several years, my pocket book was a little lighter and decided to develop a budget for my youth sports teams. Many volunteer coaches put in 20 to 40 hours a week to coach and buying new equipment each year gets to be very expensive.
At a conservative hourly wage of $12.50 / hour at 10 hours a week with a 12 week season, your team could owe 2 paid coaches $3,000. Which by the way, $3k is an excellent one Fall season budget for a youth football team. I know some of you may say, “No Way!” Well, add up everything that is spent from your coaches, league, parents, and freebies you get and see how close you come to my budget number. Let me do a quick breakdown of some of our major budget items:. Advertising $500. Player Jerseys – $1500.
Coaches Uniforms $500. Footballs $300. First Aid Kit / Supplies $200.
Blocking Dummies $500. End of Year Banquet $2,000. Tournament Fees $500 If you do not have to buy your jerseys this is a huge advantage. You can also save on your budget by reducing your End of Season banquet but I love the banquet.
Our budget is usually around $7,500 per Fall football season and we will have a few hundred dollars at the end of the season that we use to buy coaching videos or go to clinics. Here are a few fundraising ideas:. Sell product door to door – cookies, candy, bread dough, discount cards. Casino Bus Trip. Team Dinner / Breakfast at Restaurant get% Team ticket. Corporate Sponsors. Parent / Grandparent Donations.
Texas Hold’em Party. Raffle / Sweepstakes.
Team Garage Sale. Web Affiliate Program with Retailers. Score Pass Cup at Games $1 for each TD.
Sell Breakfast burritos, donuts or Gatorades at games I know this sounds like a lot. But if you plan your budget and fundraising, just like you do you season, you will make your budget. Plus, its great to have the right tools and equipment to teach your players. If you have any fundraising and budgeting ideas let me hear about them. Welcome to Coach Parker's Youth Football Zone. This is a place where youth football coaches can share information about coaching youth football. Thanks Coach Parker Coach Parker has been coaching youth sports since 1994.
In 1994, he was a member of the Plano Sports Authority Football Coaching Staff of the Year. Coach Parker grew up in Texas; living, breathing and playing football.
Go Dallas Cowboys! He started playing football in 3rd grade and played through HS. His High School Offensive Coordinator and Linebacker's coach, was Ron Schroeder, one of the winningest Coaches in Texas Football History. Coach Parker also played Racquetball and Handball for Texas A&M club teams and was a certified racquetball instructor. Buy my Printable Playbooks.
Executive Summary Unite for Youth is a nonprofit agency providing mentoring programs for middle and high school youth in the Greater Claremont area. The program will form partnerships with local school districts and the juvenile court system. Unite for Youth's goal is to foster a commitment to young people that will promote pro-social friendships, strong interpersonal skills, and reassert a sense of hope in the future. Only through personal relationships can a sense of individual responsibility be reestablished that will give youth the commitment to follow through on path to adulthood with a sense of pride and accomplishment. Through repeated failures in the classroom and the development of destructive habits, at-risk young people have lost faith in the possibilities that await them if they are successful in putting their lives together. To accomplish this goal, young people must be in a caring, inclusive learning environment that promotes their best effort and reinforces personal respect. Unite for Youth is a program that is in direct response to the growing number of young people that are either falling through the cracks at school or are already entangled with the juvenile court system.
The goal of the program is to identify youths who are going to have a turbulent transition to adulthood and offer positive support system to avoid the pitfalls that can derail their lives. The focus is slightly different at each level but the goal remains the same; empower the young person to make positive changes in his/her life. Unite for Youth will focus primarily on middle school youths.
It is projected that within three years, 50% of the system's students will be in middle school. This age group is particularly problematic and a perfect time for mentoring to be effective. Unite for Youth's mentoring programs will pair a youth with mentor for 12 months. During that time the two will participate in weekly planned activities to strengthen the relationship between the two and improve the young person's confidence and hopefulness. Mentors will receive continuous training throughout the year and will participate in monthly meeting to report the young person's progress. Over time, Unite for Youth will create a learning environment that will be an invaluable resource to young people, aspiring mentors and the community at large.
Need actual charts? We recommend using LivePlan as the easiest way to create graphs for your own business plan. 1.1 Objectives Unite for Youth is being established to provide mentoring for at risk middle and high school youth in the Greater Claremont area.
The program will create partnerships with the local school districts and the juvenile court system. Unite for Youth matches a caring adult volunteer with a referred youth. Unite for Youth will setup four distinct mentoring programs:. Trailblazers: Trailblazers is the central program of Unite for Youth. At risk middle school students and their mentors participate in a structured program of support. Turnaround: Turnaround focuses on students who are chronically suspended from middle and high schools. Higher Ground: Higher Ground engages youth involved in the juvenile court system.
Lunch Friends: Lunch Friends works with children from local elementary schools. 1.2 Mission The mission of Unite for Youth is the pursuit of the following principles:. Commitment: Unite for Youth wants to inspire pro-social friendships, strong interpersonal skills, and instill a sense of hope in the future. Responsibility: The focus of Unite for Youth is to empower youth in establishing goals and following through on commitments. Possibility: Unite for Youth wants to expand the perspective of young people to make them aware of life's possibilities.
Support: An individual is dramatically influenced by their support system. Unite for Youth wants to surround young people in a caring, inclusive learning environment. 1.3 Keys to Success. Establish a strong network of support with the school systems and the juvenile court system. Launch a series of fundraising activities that will successfully fund the expanding program. Establish an effective training program for mentors that will increase their ability to be successful communicators.
Establish an effective monitoring system to protect both the youth and the mentor.
Youth Sports Nonprofit Business Plan Executive Summary Twenty-five percent of Richmond Metro youth participated in organized sports last year, compared with 85 to 90 percent in the suburbs, according to a recent State University report entitled Richmond’s Youth Sport Need Assessment. Currently, there are 40,000 children in the Richmond Metro area between the ages of 6 to 14. In contrast to the metro area, the suburbs have a full array of youth sports with strong financial support. This late start for urban children, especially urban girls, in organized sports robs them of the opportunity for physical activity, coaching, being part of a team, learning skills, and substantial time away from “negative recreation” (drugs, violence or sexual activities). Clinical studies also show that sports and recreation programs can help youth establish lifelong, healthy, physical activity patterns. Regular physical activity can ward off life-threatening diseases; reduce feelings of depression and anxiety; help control weight and obesity; and build and maintain healthy bones, muscles, and joints, according to the President’s Council on Physical Fitness.
The children in the city’s core must have the opportunity for a successful start in education and sport regardless of age, race, gender, family composition, income or community. In response to this significant disparity, YouthSports will be created to provide the sports program necessary for Richmond children to have equal opportunity for organized sports. Thanks to a three-year matching grant from The John Ford Stevenson Foundation (JFSF), YouthSports and several corporate partners plan to utilize organized sports and physical activity programs to promote healthy development in youth. The JFSF, based in San Francisco, CA, is the nation’s largest philanthropy devoted exclusively to health and health care. It concentrates its grantmaking in three goal areas: to assure that all Americans have access to basic health care at reasonable cost; to improve care and support for people with chronic health conditions; and to reduce the personal, social and economic harm caused by substance abuse; tobacco, alcohol, and illicit drugs.
Schools and health care centers will host sport registration. The JFSF renewable matching grant is based on the concept that local funding sources have the clearest understanding of their communities’ needs. With matching contributions from local partners, the project will receive substantial funding.
Collaborating partners include:. BlueCross/BlueShield. Mayor Linda Hargrove and the City of Richmond. Parks & Recreation Department. Richmond Unified School District. Templex Corporation.
Kaufman and Sons. PriceRight Supermarkets. Avion Computers. The Richmond Mall.
Richmond Bank. Rider Corporation. With this base of support, YouthSports will raise additional money from program sponsors and fundraising campaigns. 1.1 Objectives. To increase participation in youth sports and recreation programs in the Richmond Metro area. To increase youth access to health care and healthy development. 1.2 Mission The mission of YouthSports is to create a youth sport program in the Richmond Metro area increasing both sport participation rates and healthy development of the area’s youth.
1.3 Keys to Success. Utilizing the school system to promote the sports program and recruiting team coaches. Minimize field maintenance and facility costs with the school and city park systems. Maintaining the City Council’s support to provide scholarship funds for needy youth who want to participate in sports. Recruiting more corporate support for the sports program.
Maintaining a high approval rate with the area’s parents and youth. Organization Summary YouthSports will be a private, non-profit, youth sports program serving children, ages 6-14, in the Richmond Metro area. The focus of the program is to promote youth sport participation, promote healthy development in youth, and increase youth access to health care. YouthSports has rented office space near the city cent park system. Outdoor sports will be played on public school and park property. Indoor sports will be played in public school gyms. Services YouthSports will offer the following sports during the year:.
Flag Football, August-November. 1st/2nd Grade Basketball, October-December. 3rd-8th Grade Basketball, December-March. Spring Soccer, March-May.
T-Ball/Softball/Baseball, May-July. Market Analysis Summary There are 40,000 children in the Richmond Metro area between six to 14 years of age. The age group percentages break down as follows:.
50% – Ages 6-8. 30% – Ages 9-11. 20% – Ages 12-14. Currently, only 10% of 6 -11 year olds in the Richmond Metro area participate in organized sports.
More importantly, only 5% of girls in that age group are involved in sports. The current age break down provides YouthSports with an excellent opportunity to impact half of our target group at the youngest ages. This will have a tremendous impact on the success of the program over the next five years. It is also important to note that there are over 25,000 children in the Richmond Metro area between the ages of two to five.
These children will be entering the YouthSports program within the next three years. 4.1 Market Segmentation The 2-5 and 6-8 age groups represent over 70% of the children that YouthSports will serve over the next three years.
It is critical that the program is prepared to manage the influx of these young children. This sample will provide you with some of the elements that should be included in your lawn and garden service business plan. Use this example to compile your own. 1Executive Summary Fescue & Sons Yard Care is a residential lawn care service targeting rural middle-class homes with large yards which the owners cannot care for well on their own. Over the last three years, the prices for homes in the nearby urban area have skyrocketed.
Many families in our targeted income bracket have chosen to buy larger parcels in the nearby countryside, rather than spending huge amounts on small lots in the city. However, many of them are unprepared for the level of care such large lawns require, and end up with small gardens near the house, and overgrown acreage further away. Download: Fescue & Sons Yard Care will start out as a partnership, owned jointly and equally by Red and Kikuyu Fescue.
For the last five years, Red has worked as head landscaper at ABC Landscaping. He now has the design and lawn-care expertise, as well as the management experience, to begin his own business. Kikuyu is a graphic designer and master gardener. Her skills will be extremely useful in creating the look of our marketing materials, from brochures to business cards to newspaper ads.
She will continue to work in her current job while Red manages the day-to-day details of the company. Over the first summer, Red will be the primary employee, with some part-time help from his son, Rye. Rye has worked with Red at ABC landscaping and will continue to help out at Fescue & Sons in the summers. In the coming spring, we will hire an additional landscaper for seasonal work, and may hire another if demand warrants. In mid-summer of Year 2 we will purchase additional equipment, including a second trailer or used truck. As a business with largely seasonal profits, we will use the high summer revenues to support the business through the winter’s leaner months.
We will have a modest profit in the first year, but expect profits over $8,000 in the second fiscal year and over $10,000 in the third year. 1.1 Objectives Our objectives for the first three years of operation are to:. Create a service-based company whose primary goal is to exceed customers’ expectations. Obtain contracts for yard service in at least 30 different residential homes. Increase our number of clients served by 3% per year. Develop a sustainable home business, being maintained by its own cash flow.
1.2 Mission The mission of Fescue & Sons Yard Care is to provide top-quality residential and commercial yard care service. We will strive to attract and maintain customers by providing services in the most timely manner to provide 100% customer satisfaction. Our services will exceed the expectations of our customers.
1.3 Keys to Success. Experienced landscaper with excellent customer-service skills.
Commitment to high quality and professionalism in every task and encounter. Small size, allowing direct management oversight of every project and employee 2Company Summary Fescue & Sons Yard Care will offer residential and commercial lawn care service, including lawn cutting, trimming, edging, and removal of the clippings. Most of our customers will use our services once every week or every two weeks, depending on the amount of rain we get. In this area, lawn care needs vary greatly depending on the weather, and while this year is likely to be dry, future years will probably see a return to normal rain levels, meaning faster-growing grass and weeds and more frequent lawn care. 2.1 Company Ownership Fescue & Sons Yard Care will start out as a partnership, owned jointly and equally by Red and Kikuyu Fescue. As the business grows, the owners will consider re-registering as a limited liability company or as a corporation, whichever will better suit the future business needs.
Sports Memorabilia Business Plan Executive Summary Jerseys R Us (Jerseys) is a Massachusetts-based collectible sports jersey store. Jerseys focuses on offering famous player baseball, football and cycling jerseys.
Jerseys is an existing business that is being purchased by Phil Garment. Jerseys will reach profitability by the end of year one and will modestly generate profits for future years. The sports collectible market is huge, particularly for sport jerseys. The ages of collectors ranges from young kids to grown adults. With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys has segmented the market into two niches, children and adults.
In general the children are most interested in the baseball and football jerseys with the adults showing primary interest in all three. Jerseys R Us has recognized three keys to success that will be instrumental. The first is having a comprehensive inventory.
This will serve as an attraction to get many people browsing the store for what is for sale. The second key is to listen to customers.
Having an active feedback loop will be essential for Jerseys to exceed customer expectations. New business license listings atlanta ga zip code. The last key to success will be to implement and adhere to strict financial controls.
Jerseys’ competitive edge of inventory will be leveraged to quickly grow sales. The inventory is an advantage for two reasons. First, it is very comprehensive, much more so than its competitors. Second, having a constant turnover of inventory will also be effective in increasing the times that an individual customer will come back to Jerseys to check up on any new products.
Jerseys R Us is owned and led by Phil Garment. Phil is a lifelong sports fanatic. He is passionate about sports which is clear just from speaking with him.
After receiving his undergrad degree, Phil went to work for a leading sports marketing firm where he developed an incredible web of networking contacts. These contacts are instrumental in getting access to rare, hard to find jerseys. Phil also received great project management skills from the experience.
To bolster this work experience, Phil studied for an MBA, providing him with the requisite skills for running a business. 1.1 Mission It is Jerseys R Us’ mission to be the premier jersey collectible store. This will be accomplished by offering a wide selection of fair-priced jerseys and ensuring complete customer satisfaction. 1.2 Keys to Success. Having a comprehensive, worthwhile inventory.
Listening to customer feedback. Follow strict financial controls.
1.3 Objectives. To be the premier sports jersey collectible store in the Mappleton area. Have constant turnover of inventory encouraging customers to come in often. Be known for excellent customer service. Company Summary Jerseys is an existing business that is being purchased by Phil Garment. The business will be a sole proprietorship.
The business is being sold because the previous owner is ready to retire. For a lump sum, the lease will be transferred and Phil will receive the current inventory as well as the good will of the business. The name will remain the same and the inventory will also be similar, however, in addition to baseball and football jerseys, Phil will stock cycling jerseys as well. 2.1 Company History The business began as Jerseys R Us back in 1980 by Chuck Jack. Chuck is ready to retire and was looking to get a bit of cash from his business, recognizing that a large portion of his retirement account will be supplied by his wife’s pension. 2.2 Company Ownership Phil Garment is the sole proprietor. Products Jerseys R Us sells famous players’ collectible sport jerseys, typically from baseball, football, and cycling.
There is a huge market for famous player jerseys, especially in Massachusetts which has rabid sport fans. The products will be procured through two sources, the first is personal networking, the second is eBay. While some customers might actually wear these previously worn jerseys, most are purchasing them as a collectible that they will put on display. Market Analysis Summary The sports collectible market is huge, particularly for sport jerseys. The ages of collectors ranges from young kids to grown adults.
With the growing popularity of eBay, sport collectible trading has become even more popular with a much more open market. Jerseys has segmented the market into two niches, children and adults. In general the children are most interested in the baseball and football jerseys with the adults showing primary interest in the cycling jerseys. Jerseys will employ different strategies to market itself to the two different market segments. While Jerseys will use an active marketing strategy, they will also rely on walk-by traffic as an excellent source of walk-in customers. 4.1 Market Segmentation Jerseys will be targeting two distinct types of customers.
Each one has its own distinct demographics. Children: these are kids typically ages seven to 15.
They often participate in sports but are also caught up in viewing/following of professional sports and enjoy collecting memorabilia. While this group does not have significant amounts of discretionary income, a function of their age, they typically do get an allowance and save their money for purchases relating to sports. Adults: this market segment is typically very active in sports, they either play sports or follow it religiously. To them, nothing would be better than to stay in front of a TV for the entire Saturday or Sunday watching all the different games that day.
Sixty-five percent of the adults that collect memorabilia began as a child and have continued into adulthood. The average income of this group $45,000. Fifty-five percent have at least some college education. This group enjoys to watch sports, while most of the observations occur with the TV, this group views live sports at least 10 times a year.
4.2 Target Market Segment Strategy Jerseys recognizes the need to try to communicate to both segments of the market and that a campaign must be developed separately for each group. Of the advertising that Jerseys will be undertaking, some will be utilizing magazines with primary child readership demographics for the child market, and adult publications for the adult segment.
To attract additional child attention, Jerseys will also sponsor a few little leagues to ensure a presence among the children. The walk-in traffic of the store will be primarily adults as the store is located in a busy commercial retail area of the city and while some children do walk through the city browsing, the walk-in traffic will be primarily adult. 4.3 Industry Analysis The sport collectibles market is made up primarily of mom and pop stores. There are very few larger stores or chains. This is the case to a large degree due to the fact that the products are used, one of a kind items. They are often hard to come by, thereby limiting the ability of a larger store to buy larger quantities, leveraging scales of economy. The popularity of eBay has significantly increased the quantity of trades in the U.S., opening up the market for a much larger audience.
While the market has opened up significantly, prices have seemed to rise. It can be speculated that the prices have risen due to the phenomenon of a bidding frenzy where people get all worked up about winning the auction and bid irrationally, relying on emotion to guide them through the auction. Because Jerseys has inside market knowledge, it is able to avoid the auctions that are unreasonably high and concentrate on the auctions that have gone unnoticed and are soliciting low bids. The high bid phenomenon of eBay therefore supplies a steady stream of customers to Jerseys because the customers are looking for reasonable prices, as well as the ability to touch ad feel before they purchase.
4.3.1 Competition and Buying Patterns Jerseys R Us faces two sources of competition:. Local sports collectible retail stores. There are two other retail stores in the city, however they tend to concentrate more on equipment than clothing.
This is a good source for the same products that Jerseys’ sells, however, prices are not always reasonable. The buying habits of customers depends to a large degree on age and amount of knowledge they have regarding the market. The younger the customer, the more likely they will want to touch and feel what they are buying. The older the customer, the more they are willing to rely on a description of the item for their purchase as opposed to needing to see it in person.
Additionally, the more information they have about the market, the more confident they are about bidding or buying something somewhat unknown since they can speculate its worth. Indoor Soccer Facility Business Plan Executive Summary Dribbling Indoor Soccer is the only indoor soccer facility in the Wingback County area. The population of Wingback County is 240,000 residents. Dribbling Indoor Soccer has two professional-style, lighted fields, (73′ x 140′) featuring Field Turf®, for fast-action, fun soccer. No matter what the weather conditions are, day or night, soccer players will find a safe, clean, and friendly atmosphere for soccer enjoyment. Several divisions for youth, men, women, and coed provide all players–from beginners to highly skilled–the right environment for recreational yet competitive soccer.
League play is continuous year round. All league participants are required to become members of Dribbling Indoor Soccer. The annual fee is $40. Team registration per session is $700. Each session has 10 games with championship awards being given to the first place team.
Download Free Budget For Youth Football Program Descriptions
In addition, skills clinics are available for beginning adults and those wishing to polish their skills. The two fields can also be rented for practices, birthday parties, corporate events, preseason and post-season team parties, camps, clinics, school grad nights, fund raising tournaments, organized lacrosse and field hockey leagues and more. A soccer store is on site to provide leading soccer brands to players, teams, leagues and schools. The facility will also have a small cafe that will serve drinks, sandwiches, and pastry. Dribbling Indoor Soccer projects that the center will have more than 1,000 members, 30 adult teams and 30 youth teams by the end of year one. 1.1 Objectives The objectives for Dribbling Indoor Soccer are the following:.
Build facility membership to more than 800. Register 30 adult and 25 youth teams by the end of first year of operation. Develop facility potential to be rented for special events. 1.2 Mission The mission of Dribbling Indoor Soccer is to provide Wingback County residents with a state-of-the-art soccer facility that will enable both youth and adults to enjoy the sport of soccer year round. Company Summary Les Klew has been a fixture of the county’s soccer community for the past twenty years. Over the years he has coached hundreds of children. Many of his first players now have children of their own.
Currently, he is the supervisor of soccer officials for Wingback County area. His level of expertise in soccer has made him an important contributor to the development of the sport in Wingback County. He has instant credibility with players and coaches. Like Les, his wife Noh has been an important booster of soccer in Wingback County, especially women’s soccer. Noh has coached numerous girls teams and has served as the chairperson of the Wingback County Soccer Association.
The opening of Dribbling Indoor Soccer is a natural next step for this couple that has been so important to the growth and love of soccer in the county. Both will actively use their contacts to promote the facility to players and coaches. 2.1 Company Ownership Dribbling Indoor Soccer is owned by Lester (Les) and Naomi (Noh) Klew. The business will maintain a sole proprietorship status for at least the first two years of operation. The business projects that the Ouisterfield facility will be so popular that a second indoor operation will be established in the nearby city of Midfield.
At that time the business will reorganize to become an S Corporation. 2.2 Start-up Summary The start-up cost of Dribbling Indoor soccer is focused primarily on the field installation and the setup of the soccer store. The Les and Noh Klew will invest in the business, and, addition, the Klews will obtain a long-term loan. 2.3 Company Locations and Facilities Dribbling Indoor Soccer is located on West 18th Street in the city of Ouisterfield. The 30,000 square foot facility is a former warehouse that will be converted into a playing facility. The location is easily accessible to all city residents.
It is nearby Southtowne Park with is the largest and most popular city park. This unique location is perfect.
In addition, the facility has ample off-street parking. Products and Services Dribbling Indoor Soccer is an indoor soccer facility that offers league play, soccer training and a soccer shop. The facility is also available to be rented out for special events. The following is the fee schedule:. Annual Facility Membership: $40. Team Registration per Session: $700.
Facility Rental Fee: Member $55 – 65/hr, Non-Member $80/hr. Skill Clinic Fees: Range from $80 (per week) for children, to $400 for groups They are led by soccer skill instructors with “A” Level Coaching Certification. The skill clinics are geared toward the novice who wants to improve their soccer skills. The facility also has a soccer shop that sells the very best in soccer gear, indoor and outdoor.
The shop has the best selection of turf shoes available in the city. Market Analysis Summary Soccer is a popular sport in Wingback County. Currently there are 6,000 children participating in the youth soccer leagues, and 3,000 adults participating in the adult league.
The number of players are growing dramatically. There are two factors that are impacting the popularity of soccer. The first is the large number of children in the county under the age of 12. There are approximately 30,000 children in the county under the age of 12.
The projection is that the percentage of children under the age of 12 will continue to grow for the next five years. The most popular sport with this age group is soccer. The second factor is the growing number of young people between the ages of 24 – 35 that are participating in team sports. Participation in coed softball has increased by 20% each year for the past three years. The demand for fields has led to the county building four new playing fields this year. Adult outdoor soccer league has grown by 50% over the past two years.
Currently, there are 24 adult league teams participating in the outdoor city soccer league. 4.1 Market Segmentation Dribbling Indoor soccer will focus on the following target customers:. Youths, ages 6-14 years of age. Adults, ages 24-35 years of age.
Club finances should be managed and administered by the Club Treasurer. It is important to ensure that income exceeds or at least matches expenditure and that adequate records are kept. For new clubs, it is important to raise funds quickly to cover essential expenditure such as affiliation fees, league membership fees, pitch hire charges (which may have to be paid in advance) and kit. The first step for the Treasurer is to set up a bank account in the club name. Any cheques or withdrawals should require a minimum of two signatures from committee members.
When a new club official with the authority to sign cheques is appointed, the bank must be notified immediately and a new bank mandate must be completed. Second, set a subscription rate for players and members to meet your costs for the season. Carry out fundraising appropriate for the size of your club and seek local sponsorship for your club or teams to help raise finances. You could also contact your parent County Football Association for advice on grant aid available.
The Treasurer needs to keep account of all club expenditure, as well as income. To help the Treasurer keep up-to-date records, the club should use a weekly account sheet. All teams could also have an account sheet, which they should give to the treasurer on a weekly basis Any petty cash should be balanced against receipts. A cash book and all vouchers must be retained by the club for at least two seasons preceding the current season to be available for production to the County FA whenever required.
HM Customs and Excise or other bodies may require further information. Every club should produce a set of annual accounts. This should show opening balance, income, expenditure and closing balance. These accounts should be signed off by the club committee at its Annual General Meeting.
A financial statement must be prepared, which must be verified each year by an appropriately qualified person. A copy of the financial statement shall, on demand, be forwarded to The FA. Every member of a club is likely to be a joint owner of any assets of the club, but also jointly liable for all or part of any debts. Clubs should therefore consider suitable insurance. It is also important to make provision for how any cash, kit or other assets will be dealt with if the club ceases to exist.
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