Washington 12th Man

Strategic Organizational Plan

Prepared by:
James Cook, Nick Homann, Chloe Lindbom,
Nehal Shah, & Bryn Stevens

April 2, 2021

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Table of Contents

Executive Summary...............................................................................................................................................................3
1.0 Organizational Background.........................................................................................................................................4
1.1 Business Definition......................................................................................................................................................4
1.2 Vision........................................................................................................................................................................... 4
1.3 Mission........................................................................................................................................................................4
1.4 Value Proposition........................................................................................................................................................4
1.5 Organizational Structure.............................................................................................................................................5
1.6 History and Culture.....................................................................................................................................................5
2.0 Situation Analysis........................................................................................................................................................5
2.1 Definition & Scope of Situation...................................................................................................................................6
2.2 Stakeholders Effected..................................................................................................................................................6
2.3 Competition.................................................................................................................................................................7
2.3.1 Organizations...........................................................................................................................................................7
2.3.2 Sports Teams............................................................................................................................................................7
2.4 SWOT Analysis.............................................................................................................................................................8
2.5 Market Position.........................................................................................................................................................10
3.0 Plan............................................................................................................................................................................ 10
3.1 Objectives, Strategies, and Tactics............................................................................................................................11
3.2 Critical Success Factors..............................................................................................................................................13
3.3 Key Performance Indicators (KPI)..............................................................................................................................16
3.4 Budget and Resource Allocations..............................................................................................................................17
3.5 Timeline (beginning with proposals acceptance/approval).......................................................................................17
3.6 Evaluation Method and Anticipated Results.............................................................................................................18
Appendices.......................................................................................................................................................................... 19
Membership Options......................................................................................................................................................19
B. 2020-2021 Budget.......................................................................................................................................................21
C. Proposed 2021-2022 Expense Budget.........................................................................................................................22
D. Proposed Timeline......................................................................................................................................................25

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Executive Summary

The Washington 12th Man is an organization from Washington, Illinois that raises money to help pay for various
expenses for the Washington High School football team. The Washington 12th Man organization is looking for a
way to better communicate with the members of the community, promote more volunteer work for the
organization, and increase annual revenue.

This document lays out our plan to increase annual revenue and promote more community engagement with the
Washington 12th Man organization. Information about the organization and insight on the company’s goals were
provided to us during a handful of interviews with Dakota Bullard, a representative of the Washington 12th Man
organization. The objectives for our plan include:
- To switch 100 percent of memberships from the unofficial Facebook fan group to the official Facebook
account.
- To increase sponsorships from sports-related businesses outside of Washington by 10 sponsorships.
- To convert 10 percent of Family Memberships ($50) to Orange & Black memberships ($125).
- To upgrade 5 percent of memberships to an Orange & Black or Panther membership ($250).
- To increase member attendance at organizational events by 50%.
- To convert 100 percent of organizational documents to virtual documents.

Switching 100 percent of the fan membership from the unofficial Facebook fan group to the official
Washington 12th Man Facebook page will help centralize the organization’s communication with the
community as well as stop any spread of misinformation. Increasing sponsorship outside of the Washington
area will help bring in more revenue. Getting people to buy Panther and Orange & Black memberships will
promote more engagement with the organization from the community and increase revenue. Converting all
organizational documents to virtual documents will help the organization connect better with the community
and vice versa. If all goes according to plan, this plan will help the Washington 12th Man better communicate
with the Washington Community, gain more volunteer work among the community, and, ultimately, increase
annual revenue.

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1.0 Organizational Background
This section will describe the functions of the Washington 12th Man Program. It will elaborate on the types of
business that is done, look at the mission and values of the program, and explore the organizational structure, its
history, and culture. The information provided in this section is necessary to better understand the situation
analysis in 2.0 and the plan in 3.0.

1.1 Business Definition

The Washington 12th Man Program is an initiative started by alumni of the Washington Community High
School to support and encourage high school students partaking in sporting activities at the varsity level,
especially football. The program is a community cornerstone that has been around for over 30 years. The
program relies on volunteers that mostly comprises members of the community who are alumni of the football
program or parents of students on the team.
The Washington 12th Man Program depends on sponsorships offered by local businesses, membership fees and
proceeds from their yearly mega event- the 12th Man Golf Outing.
The proceeds generated from these events, membership and sponsorship fees are used to purchase equipment
for the team and to support members of the community who are in need.
The Washington 12th Man operations are located at the Panther Plex, 115 Bondurant St, Washington, IL 61571

1.2 Vision
We created a vision statement for the 12th man program because they currently do not have one.

To be able to retain volunteers and garner sponsorships from local businesses to provide support to the
Washington Community Football Team.

1.3 Mission
The purpose of the Washington 12th Man is to support the Washington Community High School football
program through fundraising and sponsorships.

1.4 Value Proposition

The value proposition is a concise outline about what truly differentiates an organization from any of its
competitors.
Slogan: “Panther Football, A Tradition of Excellence”
Key Message Platform:
 The Washington 12th Man is the heart of the Washington football program.
 The Washington 12th Man provides the Washington football program with equipment to keep them
going.

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  The Washington 12th Man supports the community by providing for those who are in need.
1.5 Organizational Structure

The Washington 12th Man Organization consists of five main board members. On top of this, 12th man works
with sponsors as well as several volunteers within the community throughout the year. Most volunteers consist
of players/former players at Washington High School and their families. There are no official qualifications
needed to be a part of the Washington 12th Man board or to be a member. However, in order to be a board
member, one must have a serious, vested interest in the 12th Man organization. All members of the Washington
12th Man organization must be willing to put in the hours and have pride in being part of the organization.
 President: Joe Bullard
 Treasurer: Julie Reneau
 Golf Outing Co-Director: Dakota Bullard
 Golf Outing Co-Director: Austin Fisher
 Head Football Coach: Darrell Crouch

1.6 History and Culture

The Washington 12th Man program was started in the 1980’s with the purpose of supporting the Washington
Community High School football team financially. Since the start, the 12th Man has become a staple of
Washington High School, and is well known in Washington, IL. It is made up of current players and families as
well as alumni of the team and school. Members range from ages 18-80 years old. Famous alumni from the
program include Colton Underwood (former NFL player and The Bachelor), Christian Uphoff (former ISU
football player, currently pursuing a career in the NFL), and Doug Lee (former NBA player and Purdue
basketball player), Mark Dennis (former NFL player), JJ Guedet (current football player at Minnesota), and
Todd Foster (former basketball player at Purdue). The organization hosts 2 large events for the team every year.
The organization’s biggest money maker being the annual 12th Man Golf Outing. The golf outing is so popular
it is invite only and has a waiting list of roughly 40 teams (there are 4 players per team). Entry into the event is
$130 and includes a lunch, golfing, a catered dinner, and drink tickets. The golfing is followed by an auction
where sports memorabilia is available. The second event they hold is the 7 on 7 held at Babcook Field in
Washington. The 7 on 7 tournament is also invite only and on average 65-70 teams from the state of Illinois
attend. The event is so large that it has received state-wide recognition. Beyond these 2 events, the 12th Man
has volunteers at every game to help run concession stands and sell fan apparel. The organization raises money
for practice equipment, jerseys, and recently helped pay for a turf football field. They also provide cleats and
equipment for players who are unable to afford it. The organization has also helped out with other sports at
WCHS if asked.

2.0 Situation Analysis

This section will provide information on how the Washington 12th Man can become more successful in its
operations. By looking at the current external and internal factors, Washington 12th Man will be able to assess
its current business situation and make changes. Analyzing these changes will be helpful to better understand
the plan proposed in section 3.0.

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2.1 Definition & Scope of Situation
The Washington 12th Man program is a non-profit organization that supports the athletic program of the
Washington Community High School, it supports high school athletes competing in junior varsity and varsity
teams. The program focuses on servicing the high school football team, as it is the most popular in the
community. Members of the program are required to pay an annual membership fee, which ranges from $12 for
a single membership to $250 for the “Panther Membership.” There are also other optional ads you can purchase
ranging from $100 to $750. Members are usually alumni of the football program or the high school or parents of
alumni who were involved with the athletics.
The Washington 12th Man Program is looking to add more sponsorship partners for their events, which usually
brings in revenue that runs the program. Now all their sponsorship partners are businesses around the town, they
are hoping to expand their market to incorporate businesses from around the state.
The other issue that the organization has been dealing with is retaining volunteers and keeping them involved
throughout the year. Since the program is a non-profit organization, they only operate through volunteers. The
volunteers consist of people who are associated with the athletic department, football team or the school,
passionate fans and parents of students who are involved in the football program. But lately due to the fear of
the pandemic, and other internal reasons, the program has been dealing with a very high volunteer turnover.
One of the biggest causes, which has been existent for quite some time, is parents of students in the team, who
were involved with the program stop volunteering after their child graduates. They want to come up with ways
to keep them involved and interested.
The problems must be traced back to the roots: there needs to be a community-wide shared understanding of the
Washington 12th Man’s strategic direction and the issues they are facing. This understanding will entail
members and volunteers not only agreeing on what their respective responsibilities are, but also come up with
solutions to overcome the issues by making organizational decisions.
For the issue of finding sponsorship partners for the events, there needs to be proper communication between
the members of the organization and potential sponsors where their money is going to and what the businesses
of the sponsors would get out of it. With COVID-19 related uncertainty around the event, there needs to be a
backup plan and ways to make the event happen even in the case of the worst circumstances.
2.2 Stakeholders Effected
The Washington 12th man has a strong presence in the community of Washington. The stakeholders involved
with them are essential to the future of this organization.
External stakeholders are made up of small businesses and independent parties who donate to or sponsor the
program. The Washington 12th man must work hard to make sure that these stakeholders are satisfied with what
the program is doing. This includes going to find sponsors before other sports teams and making sure that the
sponsors know what their membership entails. There is also the factor of trying to expand beyond the local
businesses, which can become difficult when the program is specifically for the Washington high school
football team.
Internal stakeholders include volunteers and members. The Washington 12th man offers different tiers of
benefits to those who utilize the membership options (See Appendix A). These people who purchase the
memberships need to be satisfied with what they’re paying for. For the volunteers of the program, there needs to
be a way to keep them motivated and interested in continuing to be a volunteer to the program.

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2.3 Competition
The Washington 12th Man has a special place in the Washington community. The Washington 12th Man helps
provide support and funds strictly for the Washington Community High School football program. Being a non-
profit organization that supports only the football team, does not mean that they do not have competitors in the
area that the community is also helping or supporting. With booster clubs and other organizations holding
events, it becomes difficult for the Washington 12th man to stand out among the other groups raising funds.
Washington 12th Man has many volunteers and donors, but it has become increasingly difficult to keep these
people invested in the organization. In addition, organizations such as Washington 12th Man have harder time
keeping people invested since it is made up of mostly volunteers and alumni from Washington Community
High School. Some of Washington 12th Man’s competition includes other sports teams. This can be any sports
teams at any level in the area. School teams at just almost all levels look for sponsorship. Because there are
plenty of other programs looking for sponsorships, 12th Man must make sure that they continue to attract
sponsorships to be able to continually fund the program. It has been more challenging to find sponsorships
during the pandemic.
Below are different competitor categories that Washington 12th Man must go up against when looking for
sponsors and fundraising.
2.3.1 Organizations
 Washington Community High School Boosters Club - This organization supports all the sports at the
high school and are going to be looking for a greater number of volunteers and sponsors. Since
Washington 12th Man is only for the football team, it becomes difficult to get the volunteers. They are
looking for alumni help, but only so many people are involved with football or are parents of football
players.
 Band Booster Club - This organization is focused on finding sponsors for the Washington Community
High School band. The organization goes to people within the community to help sponsor and donate to
the band for new uniforms, instruments and more. This makes it difficult for the Washington 12th Man
to find their own sponsors or ones that would support two organizations.
2.3.2 Sports Teams
 Washington Community High School Sports Teams - The teams at the high school are also looking for
sponsors to help them with equipment and some of the team's costs. The local booster club supports
some of this, but the teams are then sent to go find more sponsors. They also hold fundraisers for their
teams which may interfere with the Washington 12th Man events or draw more attention to them.
 Local Travel Sports Teams - There are plenty of youth and high school travel teams, such as the Cobras,
in the area that look to sponsors to help fund their programs. These teams don’t have booster clubs to
help sponsor them, so they are on the search for local businesses and people to sponsor them as well.
 Surrounding School Sports Teams - Not only teams in Washington, but other high schools nearby, such
as Metamora Township, also turn to sponsors to help fund their programs too. These teams reach out to
the people and businesses in other communities besides their own, which can make it difficult for
Washington 12th Man to stay local.

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2.4 SWOT Analysis
The SWOT table below shows the Washington 12th Man’s strengths, weaknesses, opportunities and threats.
Aspects are what the company already entails while the implications and possible actions are how the aspects
can possibly benefit the company in the future.

Aspects Implications Possible Actions

Strengths Strong presence in the Makes events such as Start allowing 1-2
community the Golf Outing more teams in the waitlist
competitive. join a year (but to keep
it competitive they are
More companies are selected at random and
willing to become are not guaranteed a
sponsors. spot the following year)

Make sponsorships
more competitive by
adding more levels of
membership.
Events held are in high More money raised for Hold more events
demand the team. similar to the golf
outing to generate more
More recognition state- money.
wide
Make connections with
bigger schools around
the state to have a
better-known program.
Good membership Allows more sponsors Add more levels to the
system and members by membership program to
making it more allow a larger group of
affordable members

Allows for sponsors to Offer more incentives

pay more or less to the highest paying
depending on their sponsors
financial situation
Weaknesses Makes it harder to find Create a website or
information about the Facebook page ran by
Lack of proper organization. the 12th Man board that
communication with does not allow posts
the public Makes it harder to from outside parties.
differentiate between
the 12th Man and Have the board
Booster Club members names,
emails, and social
media somewhere it is
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 easy to find.
Lack of social media Harder for people to Create social media, a
find information website, or app that
quickly allows for quick access
to information
Information found in
community Facebook Create an official
groups could cause Facebook that does not
confusion without an allow posts from
official social media individuals that are not
site on the board
Add a media
relations/social media
board member
Opportunities Virtual recruiting for Allows players to Hold a Zoom session
sponsorships recruit sponsors easier with potential sponsors
(especially during hosted by the players
COVID) and their teams.

An opportunity to hold Make recruiting into a

another event under the social media challenge
12th Man with the players.
More fundraising Allows the organization Host a membership
events to bring in more money dinner where players
are in attendance
Give volunteers and
members more Turn Mom’s Night into
opportunities to get a 12th Man sponsored
involved event

Threats Possible lack of interest Less members in the Begin recruiting

with incoming families program to bring in incoming families
money starting with freshman
orientation
Less volunteers for
events Come up with more
incentives exclusively
for parents of current
players

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 Possible loss of High up members may During COVID, bring
members due to not be able to afford prices down for long
COVID their membership term members

Less Find a way to make the

people/sponsorship financial commitment
interest due to financial more worthwhile
problems during COVID

2.5 Market Position

The Washington 12th Man is very well known in the town of Washington and has started to become more
popular in surrounding areas. It is known to be a competitive program when it comes to events and
memberships. There are many other competitors in the area such as other sports teams and organizations (See
Section 2.3). However, Washington 12th Man is unique due to it being the only outside organization to raise
money for the high school football program.
Many Washington Football alumni continue to be a part of the 12th Man years upon graduating. The coaches
and 12th Man board pride themselves on continuing the tradition of success in the program, and credit their
alumni for making the program into what it is today. The board, coaches, and members are known for having a
solid bond outside of football as well. The 12th Man is a community itself, and even supports other teams
within the school.

3.0 Plan
The section below provides a proposed plan of action for the new fiscal year (May 1, 2021 to May 1, 2022) for
the Washington 12th Man. Based on the two previous sections, this plan will help the Washington 12th Man
achieve its goals. The subsections below include objectives, strategies, and tactics; critical success factors; key
performance indicators; budget and resource allocations; an implementation timeline; and the final evaluation
method and anticipated results.

3.1 Objectives, Strategies, and Tactics

The table below shows the objectives, strategies, and tactics for the plan. The objectives are focused on
measurable goals that describe a desired outcome, a target audience, and a time that the goal should be
completed by. Rationales and benchmarks are also added for stating why the goal fits the organization’s mission
and to give a point of comparison for each goal. The strategies are the approach used to complete the objectives,
while the tactics are the tools and specific activities used to achieve and fulfill the objectives.

Objectives Strategies Tactics

1. To switch 100 percent of Social media Create social media accounts
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memberships from unofficial
Facebook fan group to
official Facebook account by Fan engagement Create website
July 1, 2021.

Benchmark: Everyone
communicates freely or
through a parent run
Facebook group that has 4.4k
members.

Rationale: Members have

raised a concern of not having
one solid form of
communication that everyone
is able to access. Fan run
Facebook groups are
contributing to the spread of
false information.
2. To increase sponsorships Business owner awareness Connect with media and state
from sports related businesses accounts through social
outside of Washington by 10 media
sponsorships by May 1, 2022. Recruitment

Host events with state-wide

Benchmark: The benchmark attendance (college
is zero since there are not recruitment camp)
current sports related
sponsors outside of
Washington.

Rationale: Bringing in more

attention to the program will
bring in more sponsorships
and members, which brings in
more revenue.
3. To convert 10 percent of Engagement Improve Orange & Black
family memberships to an membership by making it the
Orange & Black membership best cost for incentives.
by May 1, 2022. Alumni program

Beer koozies
Benchmark: Currently 8 Sunglasses
percent have a family
membership.
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Rationale: A family
membership fee is $50, while
the Orange & Black
membership brings in $125 a
year. This membership also
includes more benefits such
as game tickets and more.
4. To add more benefits to the Membership Strategy Membership add-ons for
Orange & Black and Panther purchase (sponsored touch
membership. Then, upgrade downs, A-Frames on the
5% of memberships to an Engagement field)
Orange & Black or Panther
membership by May 1, 2022.
Sponsored merchandise

Benchmark: Currently 31 Added rewards:

percent of members are Access to exclusive
Orange & Black members, merchandise
and 51 percent are Panther Fat head
members. Custom clothing
Banners

Rationale: By adding more

benefits to these
memberships, it would allow
the 12th Man to increase their
prices of each membership. It
would also create a more
competitive membership
program.
5. To increase member Add more member only Members only dinner with
attendance at events by 50 events the team
percent by May 1, 2022.
Bags tournament
Member engagement
Benchmark: There is no Extension of golf outing
benchmark since these events
do not exist yet.
Rationale: Adding more
events will increase member
engagement and allow others
to get involved with the
organization.
6. To convert 100 percent of Conversion Make all documents digital
organizational documents to
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 virtual documents by August Digital membership sign-up
1, 2021. Training
Digital volunteer sign-up

Benchmark: All documents

are paper documents with no
access to all members, unless
they ask.

Rationale: This will allow all

members to have access to
the documents and allow
them to sign-up whenever,
without having to do it in
person. Due to COVID-19, it
is important for the
organization to have
electronically accessible
documents.

3.2 Critical Success Factors

The four categories in the table below show different ways that the Washington 12th Man can be positively or
negatively affected when trying to fulfill their objectives.
• Opportunities include times where the Washington 12th Man can take advantage of the situation to build their
organization by increasing sponsorships and membership engagement.
• Barriers include behaviors, attitudes, ideological and more opposition to the Washington 12th man.
• Environment includes internal and external factors that could affect the Washington 12th Man’s new
objectives.
• Resources include the necessary materials, people and accounts to complete business objectives.

Objectives Opportunities Barriers Environment Resources

1. To switch 100 Establish a way People may Strengthened Social media
percent of for all members, provide wrong relationships (Facebook)
memberships volunteers and information
from unofficial sponsors to
Facebook fan reach out to each Easy access to Excel program
group to official other People may not all Washington to insert data
Facebook have the 12th Man
account by July platform on information
1, 2021. Increase which they Online calendar
efficiency of decide to for scheduling
member, communicate on 12th Man
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 volunteer and meetings
sponsor
interaction
Agenda for
meetings
2. To increase Increase People outside Motivated Members,
sponsorships communication of the town may members, sponsors and
from sports about the not want to be volunteers and volunteers
related Washington 12th involved with sponsors continually
businesses Man the program advocate for
outside of Washington 12th
Washington by man
10 sponsorships State-wide Members may
by May 1, 2022. recognition not want to put
in the extra Need more
effort to reach members to
Hosting out beyond the reach out to
recruitment town others
events for the
players
Social media

New recruitment
employee
3. To convert 10 Increase annual Members may Members Members
percent of family revenue for not want to motivated to advocating for
memberships to Washington 12th change the change level of others to go to a
an Orange & Man current membership higher level of
Black memberships membership
membership by
May 1, 2022. Increase Member
communication Members may satisfaction Merchandise
about the not want to put sellers -
Washington 12th more into the Koozies,
Man program than Sunglasses
they already are

4. To add more Increase Sponsors outside Member Members

benefits to the Washington 12th of the town may satisfaction continually
Orange & Black Man’s annual not want to be advocating for
and Panther revenue. involved with Washington 12th
membership. the program Members Man
Then, upgrade motivated to
5% of More incentives change level of
memberships to for members Members may membership Merchandise
an Orange & not want to sellers - Fathead,
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 Black or Panther change their Custom clothing,
membership by current level of Banners
May 1, 2022. membership

Members may
not want some
of the benefits

5. To increase Increase the Members may Engaged/motivat Find space for

member amount of be busy or have ed members, events
attendance at members conflicting sponsors and
events by 50 attending schedules with volunteers
percent by May Washington 12th the events Create a
1, 2022. Man events document or ad
Notable increase for events
in overall
Involve member
everyone that is attendance Consistent time
a part of the and day for
Washington 12th members to
Man attend event
6. To convert Easier to read Members may Satisfaction in Excel program
100 percent of documents for not want the workplace to enter data
organizational new and existing changed
documents to members documents
virtual Members Shareable files
documents by recognize the online for all the
August 1, 2021. Documents may positive changes documentation
not be as easily in organization
accessible

3.3 Key Performance Indicators (KPI)

Key Performance Indicators are specific and measurable steps for the Washington 12th Man to complete during
the plan. These steps will ensure that each objective can be completed successfully on time if Washington 12th
Man uses the proposed measurements based off the current benchmarks.
 Objective 1 - To switch fan engagement from unofficial Facebook fan group to official Facebook
account by July 1, 2021.
 Benchmark - Everyone communicates freely or through a parent run Facebook group that has
4.4k members.
 KPI - Set a deadline for 25% of the members to join the official Facebook account every 2
weeks.
 Look at these percentages every two weeks and adjust the following biweekly
percentages accordingly.
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  Objective 2 - To increase sponsorships from businesses outside of Washington by 10 sponsorships, by
August 1, 2022.
 Benchmark - The benchmark is zero since there are not current sports related sponsors outside of
Washington.
 KPI - Washington 12th Man sponsorships should increase by 1 sponsorship every 1.5 months,
starting May 1, 2021.
 Look at the numbers at the end of each month and adjust the numbers accordingly for the
next month.
 Objective 3 - To convert 10 percent of current family memberships to an Orange & Black membership
by August 1, 2022.
 Benchmark - Currently 8 percent have a family membership.
 KPI - Orange & Black memberships should increase by 1.2 percent over 12 months, starting
May 1, 2021.
 Look at the percentages at the end of each month and adjust the following months
percentage.
 Objective 4 - To add more benefits to the Orange & Black and Panther membership. Then, upgrade 5
percent of current memberships to an Orange & Black or Panther membership by May 1, 2022.
 Benchmark - Currently 31 percent of members are Orange & Black members, and 51 percent are
Panther members.
 KPI - Panther memberships should increase by 2.4 percent each month, over 12 months, starting
May 1, 2021.
 Look at the percentages at the end of each month and adjust the following months
percentage.
 Objective 5 - To increase member attendance at events by 50 percent by May 1, 2022.
 Benchmark: There is no benchmark since these events do not exist yet.
 KPI - Attendance at the new events should increase by 25 percent at each event.
 Analyze and compare the percent of attendance at each event and adjust the percentages
accordingly.
 Objective 6 - To convert 100 percent organizational documents to virtual documents by August 1, 2021.
 Benchmark - All documents are paper documents with no access to all members, unless they ask.
 KPI - Documents being transferred to virtual documents should be 33 percent done each month,
over 3 months, starting May 1, 2021.
 Look at the percentages each month and adjust the following months percentages
accordingly.

3.4 Budget and Resource Allocations

We were able to compose a budget based on the Washington 12th Man’s expenses and revenue from the 2020-
2021 financial year. See appendix B for the 2020-2021 budget, we also formulated a proposed expenditure
budget for 2021-22 fiscal year, these expenditures will include and reflect proposed tactics for each objective.
Each expense based on the Objectives is explained below. The expense numbers are based on research on
similar products and services and hence it is subject to change. See Appendix C for proposed Expense Budget

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for 2021-2022 fiscal year.

Description of Expenses based on Objectives

Objective-1 $300
Objective-2 $3200
Objective-3 $402
Objective-4 $8250
Objective-5 $7254
Objective-6 $0
Unforeseen Expenses (20%) $3881.20
Total Cost $23,287.20

3.5 Timeline (beginning with proposals acceptance/approval)

If the Washington Football 12th Man decides to move forward with our plan, we will begin putting our year-
long plan into effect beginning on May 1st, 2021. Timelines are meant to make sure that all milestones are met
in a timely, orderly fashion. Each of our objectives are split up by color. Development of each objective will
begin on May 1st while the implementation of each objective varies. Decisions made within the organization
may influence the execution of our plan. Our timeline is flexible and subject to change due to unknowns with
COVID-19 as well as other internal and external factors.

See appendix D for our proposed timeline spread for 2020-2021.

3.6 Evaluation Method and Anticipated Results

To prove your results, you must measure throughout the year. Evaluating the effectiveness is crucial to
determine your results. You need to see whether or not your official social media accounts have been created,
measure how many more sponsorships you have accumulated, calculate the new amount of family
memberships, Orange and Black memberships and Panther memberships, and conclude whether all your
documents are converted to digital documents. These measurements correlate with the KPIs that should be
measured. See section 3.3 for more information on the KPIs.

 Objective 1 - To create an effective source of communication for members by July 1, 2021.

 If the members switch over to the official Facebook group, the objective will be successfully
met. The members must be accurately informed of the change to the official page, in order for all
members to switch over.
 If the objective is unsuccessful, use the new Facebook page to gather new members.
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 Objective 2 - To increase sponsorships from businesses outside of Washington by 10 sponsorships, by
May 1, 2022.
 If sponsorships have increased to at least 10 from outside of Washington, the objective was met.
 If you have less than 10 sponsorships by May 1, 2022, then reach out to organizations outside of
Washington to improve this number.
 Objective 3 - To convert 10 percent of family memberships to an Orange & Black membership by May
1, 2022.
 If by May 1, 2022, at least 10 percent of current family memberships are converted to Orange &
Black memberships, this objective was met.
 If the objective is not met, then work on incentivizing your Orange & Black membership towards
people who have family memberships.
 Objective 4 - To add more benefits to the Orange & Black and Panther membership. Then, upgrade 5%
of memberships Orange & Black to Panther membership by May 1, 2022.
 If you have 5 percent or more of your current Orange & Black memberships converted to the
Panther membership by May 1, 2022, the objective is successful.
 If you have less than 5 percent of your current Orange & Black memberships converted to
Panther memberships, then work on the benefits that correlate with the Panther membership to
make it more appealing.
 Objective 5 - To increase member attendance at events by 50 percent by May 1, 2022.
 If you have 50 percent of member attendance at the newly proposed events by May 1, 2022, the
objective is successful.
 If you have less than 50 percent member attendance, adjust efforts associated with gaining
member attendance (ex: inviting more members, member-member communication).
 Objective 6 - To convert 100 percent organizational documents to virtual documents by August 1, 2021.
 If all paper documents are converted to digital by August 1, 2021, then this objective is
successful.
 If not, all paper documents are converted to digital by August 1, 2021, then work on converting
the rest of the paper documents to digital.

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Appendices

Membership Options

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B. 2020-2021 Budget

ACCOUNT TOTAL TOTAL

ACCT INCOME VARIANCE NOTES
ABILITY BUDGET ACTUALS
38 Teams x
Registratio 4
n of Participant
100 Golfers $22800 $22800 $0.00 s x $150
Sponsorshi
200 ps $5000 $7400.00 $2400

201 ISB Chips $200.00

Country
202 Towels $200.00
Hole
203 Sponsors $7,000.00
Auction
300 Revenue $6,500.00 $8,000.00 $1,500.00
400 Donations $5,000.00 $6,000.00 $1,000.00
Membershi 167
500 ps $25,755.00 $28,056.00 $2,301.00 Members
$12/membe
501 Single $288.00 $156.00 rship
$25/membe
502 Family $350.00 $400.00 rship
Orange $125/memb
503 and Black $6,375.00 $7,000.00 ership
$250/memb
504 Panther $18,750.00 $20,500.00 ership
Advertisem
600 ents $11,550.00 $15,100.00 $3,550.00

601 Full Page $5250 $6000 $750/advt

602 Half Page $2800 $4400 $400/advt

Quarter
603 Page $1400 $1600 $200/advt
Business
604 Card $2100 $3100 $100/advt

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 TOTAL $76,605.00 $87,356.00 $10,751

ACCOUNT TOTAL TOTAL

ACCT EXPENSES VARIANCE NOTES
ABILITY BUDGET ACTUALS
100 Golf Event $29,667.00 $29,667.00 $0.00
$40 per
101 Green fees $6,080.00 $6,080.00 golfer
$12 per
102 Beer $ $1,824 $1,824 golfer

103 DJ $350.00 $350.00

$6.50 per
104 Lunch $ $988.00 $988.00 golfer
Raffle
105 Tickets $20 $20

106 Raffle Items 2000 2000

Auction
107 Items $1,500 $1,500
Countryside
108 rental 6000 6000

109 Keg $225 $225

$15 per
110 Dinner $ $2,280.00 $2,280.00 golfer

111 Sweatshirts $8,400 $8,400

Equipmen
200 t $12000 $12000 $0.00
300 Misc. $3000 $3000 $0.00

400

TOTAL $44,667.00 $44,667.00 $0.00

COMPARISONS TOTAL BUDGET TOTAL ACTUALS VARIANCE

Income v Expense $31,938.00 $42,689.00 $10,751.00

C. Proposed 2021-2022 Expense Budget.

ACCT EXPENSES ACCOUNTABILIT TOTAL BUDGET NOTES

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 Y
100 Objective 1 $300.00
Website
110 Development $300
120 Social Media $0
Google
130 Calendars $0
200 Objective 2 $3200
T-shirt, food,
drinks, other
expenses for
100 invited
210 Event Cost $3000.00 players
FB and IG boost
Social Media posts and
220 Marketing Cost $200.00 advertising
Volunteer efforts
Press Release on official
230 Cost $0.00 networks

Based on 1.2%
growth per
month, it would
amount to 11
new members.
Bringing total
O&B members to
300 Objective 3 $402 67
4 per
Beer Koozie membership at
310 Incentive $201 $0.75/per item
2 per
Sunglass membership at
320 Incentive $201 $1.50 /per item
Based on 2.4%
growth per
month, it would
amount to 28
new members.
Bringing total
Panther
400 Objective 4 $8,250.00 members to 110
1 per
membership at
410 Custom Fathead $1650 $15
2 Custom Shirts
at $10 per item,
1 custom jersey
at $25, all per
420 Custom Clothing $4950 membership

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 1 Small Banner
at $5, 1 large
banner at $10,
430 Custom Banners $1650 per membership
Current Total
500 Objective 5 $7254.00 Members-167
Catered food
Members only and venue costs
501 Dinner $3340 $20/person
Snacks and
Drinks-
$0/person
Equipment-$480
Bags (8 Boards at
502 Tournament $2150 $60/board)
Extension of 6 More Teams,
503 Golf Event $1764 $73.5/golfer

600 Objective 6 $0
Digital
Membership
601 Sign-Up $0
Digital Volunteer
602 Sign-Up $0
Digitalization of
documents and
603 files $0
Unforeseen 20% 0f total
700 Expenses $3881.20 ($19,406)

TOTAL 23,287.20

D. Proposed Timeline

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