Washington 12th Man

Strategic Organizational Plan

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

April 2, 2021
Table of Contents

Page
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 & Culture ……………………………………………………………………5
2.0 Situation Analysis …………………………………………………………………………... 6
2.1 Definition & Scope of Situation ……………………………………………………..6
2.2 Stakeholders Affected ………………………………………………………………. 7
2.3 Competition …………………………………………………………………………. 7
2.3.1 Organizations …………………………………………………………….... 8
2.3.2 Sports Teams ………………………………………………………………. 8
2.4 SWOT Analysis …………………………………………………………………… . .9
2.5 Market Position ……………………………………………………………………. 11
3.0 Plan ………………………………………………………………………………………….
11
3.1 Objectives, Strategies & Tactics …………………………………………………….12
3.2 Critical Success Factor ………………………………………………………………14
3.3 Key Performance Indicators (KPI) ………………………………………………….16
3.4 Budget & Resource Allocations ……………………………………………………. 17
3.5 Timeline ……………………………………………………………………………..18
3.6 Evaluation Method & Anticipated Results ………………………………………….18
Appendices ……………………………………………………………………………………….
A.
B.
C.
D.
References ………………………………………………………………………………………..

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 Executive Summary

The Washington 12th Man is an organization out of 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 outlays 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).
- Upgrade 5 percent of memberships to an Orange & Black or Panther membership.
- To increase member attendance at organizational events by 50%.
- To convert all 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 taken place 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

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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.
● 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 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

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(former basketball player at Purdue). The organization hosts 2 large events for the team every
year. Their 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.

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. At the moment all of 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

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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 uncertainty
around the event, there needs to be a back up 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 has to 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.

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 out or
supporting. With booster clubs and other organizations holding events, it becomes difficult for

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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 has to 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 has to 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 alumnis 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 teams 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 Makes events such as the Golf
in the community Outing more competitive.
More companies are willing to
become sponsors.
Start allowing 1-2 teams in the waitlist
join a year (but to keep it competitive
they are selected at random and are not
guaranteed a spot the following year)
Make sponsorships more competitive by
adding more levels of membership.

Events held are More money raised for the Hold more events similar to the golf
in high demand team. outing to generate more money.

More recognition state wide. Make connections with bigger schools

around the state to have a better known
program.

Good Allows more sponsors and Add more levels to the membership
membership members by making it more program to allow a larger group of
system affordable members

Allows for sponsors to pay Offer more incentives to the highest

more or less depending on their paying sponsors
financial situation

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Weaknesses Makes it harder to find
information about the
Lack of proper organization.
communication
with the public Makes it harder to differentiate
between the 12th Man and
Booster Club
Lack of social Harder for people to find
media information quickly
Information found in
community Facebook groups
could cause confusion without
an official social media site
Opportunities Virtual recruiting Allows players to recruit
for sponsorships sponsors easier (especially
during COVID)
An opportunity to hold another
event under the 12th Man
More fundraising Allows the organization to bring Host a membership dinner where
events in more money
Give volunteers and members
more opportunities to get
involved
Create a website or facebook page ran
by the 12th Man board that does not
allow posts from outside parties.
Have the board members names, emails,
and social media somewhere it is easy
to find.
Create social media, a website, or app
that allows for quick access to
information
Create an official Facebook that does
not allow posts from individuals that are
not on the board
Add a media relations/social media
board member
Hold a Zoom session with potential
sponsors hosted by the players and their
teams.
Make recruiting into a social media
challenge with the players.
players are in attendance
Turn Mom’s Night into a 12th Man
sponsored event
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Threats Possible lack of Less members in the Begin recruiting incoming families
interest with program to bring in money starting with freshman orientation
incoming families
Less volunteers for events Come up with more incentives
exclusively for parents of current
players

Possible loss of High up members may not During COVID, bring prices down for
members due to be able to afford their long term members
COVID membership
Find a way to make the financial
Less people/sponsorship commitment more worthwhile during
interest due to financial COVID
problems

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,

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 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 - Bryn

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 memberships Social media Create social media accounts
from unofficial Facebook fan group to
official Facebook account by July 1, Fan engagement Create website
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 from sports
related businesses outside of Washington
by 10 sponsorships by May 1, 2022.
Benchmark: The benchmark is zero since
there are not current sports related
sponsors outside of Washington.
Business owner awareness
Recruitment
Connect with media and state
accounts through social media
Host events with statewide
attendance (college
recruitment camp)

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 family Engagement Improve Orange & Black

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memberships to an Orange & Black membership by making it the
membership by May 1, 2022. Alumni program best cost for incentives.

Benchmark: Currently 8 percent have a Beer koozies

family membership. Sunglasses

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 Orange &
Black and Panther membership. Then,
upgrade 5% of memberships to an
Orange & Black or Panther membership
by May 1, 2022.
Membership rewards/perks Membership add-ons for
Big merchandise stuff purchase (sponsored touch
downs, A-Frames on the field)
Engagement
Sponsored merchandise

Added rewards:
Benchmark: Currently 31 percent of Access to exclusive
members are Orange & Black members, merchandise
and 51 percent are Panther members. Fat head
Custom clothing
Rationale: By adding more benefits to Banners
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 attendance at Add more member only Members only dinner with the
events by 50 percent by May 1, 2022. events team
Bags tournament
Benchmark: There is no benchmark since Member engagement Extension of golf outing
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 virtual Digital membership sign-up
documents by August 1, 2021. Training Digital volunteer sign-up

Benchmark: All documents are paper

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

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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 - Chloe

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 are able to 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 Everyone wants Social media
percent of for all members, provide wrong to feel valued (Facebook)
memberships volunteers and information and equality
from unofficial sponsors to reach Excel program to
Facebook fan out to each other People may not Strengthened insert data
group to official have the relationships
Facebook Increase platform on Online calendar
account by July efficiency of which they Easy access to for scheduling
1, 2021. member, decide to all Washington meetings
volunteer and communicate on 12th Man
sponsor information Agenda for
interaction meetings

2. To increase Increase People outside of Motivated Members,

sponsorships communication the town may members, sponsors and
from sports about the not want to be volunteers and volunteers
related Washington 12th involved with sponsors continually

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businesses Man the program advocate for
outside of Washington 12th
Washington by Statewide Members may man
10 sponsorships recognition not want to put
by May 1, 2022. in the extra Need more
Hosting effort to reach members to
recruitment out beyond the reach out to
events for the town others
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 Increase Member
May 1, 2022. communication Members may satisfaction Merchandise
about the not want to put sellers - Koozies,
Washington 12th more into the Sunglasses
Man program than
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 Members Washington 12th
membership. the program motivated to Man
Then, upgrade More incentives change level of
5% of for members Members may membership Merchandise
memberships to not want to sellers - Fathead,
an Orange & change their Custom clothing,
Black or Panther current level of Banners
membership by membership
May 1, 2022.
Members may
not want some of
the benefits

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

member amount of busy or have ed members, events

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attendance at members conflicting sponsors and
events by 50 attending schedules with volunteers Create a
percent by May Washington 12th the events document or ad
1, 2022. Man events Notable increase for events
in overall
Involve member Consistent time
everyone that is attendance and day for
a part of the members to
Washington 12th attend event
Man

6. To convert Easier to read Members may Satisfaction in Excel program to

100 percent of documents for not want the workplace enter data
organizational new and existing changed
documents to members documents Members Shareable files
virtual recognize the online for all the
documents by Documents may positive changes documentation
August 1, 2021. 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 of 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.
● 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.

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 ● 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-Nehal

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.This budget includes 20% of unforeseen expenses; however, it
does not include overhead costs. See Appendix C for proposed Expense Budget for 2021-2022
fiscal year.

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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 it 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.

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.

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 ○ If the objective is unsuccessful, use the new Facebook page to gather new
members.
● 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 incentivising 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.

Appendices

A. Membership Options

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B. 2020-2021 Budget

20
 ACCOUNTAB TOTAL TOTAL
ACCT INCOME VARIANCE NOTES
ILITY BUDGET ACTUALS

21
 38 Teams x 4
Registration Participants
100 of Golfers $22800 $22800 $0.00 x $150
Sponsorship
200 s $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
500 Memberships $25,755.00 $28,056.00 $2,301.00 167 Members
$12/members
501 Single $288.00 $156.00 hip
$25/members
502 Family $350.00 $400.00 hip
Orange and $125/member
503 Black $6,375.00 $7,000.00 ship
$250/member
504 Panther $18,750.00 $20,500.00 ship
Advertiseme
600 nts $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

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

ACCOUNTAB TOTAL TOTAL

ACCT EXPENSES VARIANCE NOTES
ILITY BUDGET ACTUALS
100 Golf Event $29,667.00 $29,667.00 $0.00
101 Green fees $6,080.00 $6,080.00 $40 per golfer

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 102 Beer $ $1,824 $1,824 $12 per golfer

103 DJ $350.00 $350.00

$6.50 per
104 Lunch $ $988.00 $988.00 golfer

105 Raffle Tickets $20 $20

106 Raffle Items 2000 2000

107 Auction Items $1,500 $1,500

108 Countryside rental 6000 6000

109 Keg $225 $225

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

111 Sweatshirts $8,400 $8,400

200 Equipment $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 ACCOUNTABILITY TOTAL BUDGET NOTES

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

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 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.
Brining total O&B
300 Objective 3 $402 members to 67
Beer Koozie 4 per membership
310 Incentive $201 at $0.75/per item
2 per membership
320 Sunglass Incentive $201 at $1.50 /per item
Based on 2.4%
growth per month,
it would amount to
28 new members.
Brining total
Panther members
400 Objective 4 $8,250.00 to 110
1 per membership
410 Custom Fathead $1650 at $15
2 Custom Shirts at
$10 per item, 1
custom jersey at
$25, all per
420 Custom Clothing $4950 membership
1 Small Banner at
$5, 1 large banner
at $10, per
430 Custom Banners $1650 membership
Current Total
500 Objective 5 $7254.00 Members-167
Catered food and
Members only venue costs
501 Dinner $3340 $20/person
Snacks and
Drinks-$!0/person
Equipment-$480
(8 Boards at
502 Bags Tournament $2150 $60/board)

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 Extension of Golf 6 More Teams,
503 Event $1764 $73.5/golfer
600 Objective 6 $0
Digital
Membership Sign-
601 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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