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Whatshan Lake Retreat Business Plan (January 24, 2010)

January 24,

2010

Whatshan Lake Retreat Business Plan

Report prepared for the Doukhobor Heritage Retreat Society #1999(DHRS)


Table of Contents 1. Introduction .................................................................................................................................... 3

2. Background on Whatshan Lake Retreat ........................................................................................... 4

3. Products and Services: What Whatshan Lake Retreat Offers ............................................................ 4

4. Past Performance ............................................................................................................................ 6

5. Demand and Supply of Similar Products and Services..................................................................... 10

5.1 Environmental Scan Wilderness Retreats .................................................................................. 10

5.2 Environmental Scan Music Festivals .......................................................................................... 12

6. SWOT Analysis ............................................................................................................................... 13

6. 1 Strengths .................................................................................................................................... 14

6.2 Weaknesses ................................................................................................................................. 15

6.3 Opportunities ......................................................................................................................... 16

6.4 Threats ........................................................................................................................................ 17

7. Strategic Directions & Options ....................................................................................................... 17

8. Implementation Plan ..................................................................................................................... 19

9. Financial Plan Operating ............................................................................................................. 22

10. Capital & Development Plan ...................................................................................................... 24

Appendix 1: Whatshan Lake Retreat Environmental Scan.................................................................... 26

Appendix 2: Facility Utilization, 2007 to 2013 ........................................................................................ 34


1. Introduction The Whatshan Lake Retreat is a beautiful and relatively new facility that was developed by the Doukhobor Heritage Retreat Society #1999(DHRS) When the Retreat was opened in 2000, it was the fulfillment of the dreams of many hard working volunteers from the Doukhobor community in western Canada. However, as was soon discovered, building the retreat was only the first step needed to develop a sustainable and successful wilderness retreat. While the retreat is operational and has been providing a wonderful experience to hundreds of people every year, the retreat has yet to establish a clear identity or constituency. It has also not yet established a solid and sustainable business model for ongoing operations. In recognition of this situation, in 2009 the Board of Directors decided to develop a Business Plan that would provide guidance on the steps required to achieve a fully productive and sustainable retreat that fulfilled the intentions of its founders. This draft business plan is a result of that decision and is intended

s. The organization of this Business Plan contains the following elements:

Background to the Whatshan Lake Wilderness Retreat A description of the services and facilities that the Retreat has to offer A review of the operations of the Retreat over the last few years An environmental scan of similar operations in British Columbia and one in Alberta An assessment of the strengths, weaknesses, opportunities and threats (SWOT) of the Retreat Recommendations regarding strategic directions and options for the Society Recommendations for an Implementation Plan for the next 2 3 years Financial Projections based on the preceding recommendations A Capital Plan for one-‐time expenditures needed to upgrade the Retreat and implement the recommendations


2. Background on Whatshan Lake Retreat The initiative to create the Whatshan Lake Retreat emerged from members of the Doukhobor community in western Canada who wanted to celebrate the 100 year Anniversary of the arrival of the Doukhobors to Canada in 1899 by dedicating a worthy legacy to peace-‐loving people in British Columbia and Canada. A core group of leaders identified the possibility of securing a large and remote site for development as a retreat. Using their own financial resources, the group acquired the current site of the Whatshan Lake Retreat from Mr. Alex McAlister who shared the goal of preserving the beauty of the 204 acre site in perpetuity. The building of the Lodge started in 1995 and was finished in October 2000. The Whatshan Lake Retreat is the result of a vision of the Doukhobor Heritage Retreat Society #1999 (DHRS): a vision to create a place where people may gather in peace and harmony. This vision is an expression of Doukhobor cultural and historical values.

3. Products and Services: What Whatshan Lake Retreat Offers The Whatshan Lake Retreat consists of a number of facilities situated on 204 acres in a relatively remote part of the Southern Interior of British Columbia. Whatshan Lake is near the west shore of the Arrow Lakes, roughly halfway between Vernon (the Okanagan Valley) and Nakusp (in the West Kootenays). There are no incorporated communities within a short driving distance. The small community of Edgewood, with a population of 150, provides limited supplies 10 kilometres away. Whatshan Lake is approximately 180 km from Kelowna, 174 km from Nelson/Castlegar, and 575 from Calgary and Vancouver. The facilities at the Retreat consist of the following:

Whatshan Lodge: The lodge has a seating for 100 people. Audio and visual equipment is available for meetings. Men's and women's washrooms with 3 showers each are also provided. A commercial kitchen is included with lodge rental. Rental -‐ $200 a day.

The Whispering Pines Concession (WPC), including showers, bathrooms, a kitchen, concession, and covered eating area. Rental = $125 a day.

8 dormitory style Cabins: Five cabins without kitchenettes. These cabins sleep up to 10 people (in bunk beds). Every cabin has electricity, a bathroom with shower, and wood stove for heating. Rentals are $50 a day plus $10 per person.

Three cabins with kitchenettes, capable of accommodating up to eight people. Rentals are $60 a day plus $10 per person.

175 Camp Sites: 38 serviced camp sites (water and electrical) and 137 un-‐serviced camp sites. Shared outdoor toilets and water are available. All camp sites can accommodate large campers. Rental is $10 $15 dollars per site (unserviced/serviced)


Stage: A modern and well constructed Band Shell with large seating area. Rental = $200 a day.

Administration Building: including a caretaker suite, first aide, storage and workshop.

Volunteer Camp Area: an area dedicated for use by long term volunteers. While the Lodge has a commercial kitchen, providing meals is not a regular part of the Retreat s services. Food services are arranged from a caterer in Edgewood who has a working relationship with the Retreat. Whatshan Lake Retreat also sponsors two distinct programs that are run at arms-‐length, though still legally under the umbrella of DHRS#1999 Society.

The Whatshan Music Festival: an annual weekend event, held in early July. This is a relatively low key and small event compared with many other music festivals in the region, with attendance under 300 people. The event is usually run as a break-‐even operation, though some hope it could become a revenue generator. The festival does provide rental revenue for the Retreat, though it also occurs during prime season when it should be possible to rent the site to other parties. http://www.whatshanmusic.com/

Freedom Quest is the second program sponsored by the DHRS#1999 Society. Funded by the Provincial government, Freedom Quest offers confidential services to Youth and Families throughout the West Kootenay Boundary area ranging from youth drug and alcohol prevention, counseling and support to family support and referral. Freedom Quest occasionally uses Whatshan Lake Retreat for programming, primarily during the shoulder season. Freedom Quest pays rental fees for use of the Retreat. http://www.freedomquestonline.ca/index.htm

http://www.whatshanmusic.com/

http://www.freedomquestonline.ca/index.htm


4. Past Performance The working assumption of the DHRS Society is that revenues from rental of facilities should cover operating costs associated with the Retreat. Over the last three years, rental of facilities produced

during this period were primarily investment income and donations. In the last year, investment income has been hit hard by the economic downturn, which will likely adversely impact future investment income. Consequently, revenues from rental of facilities are extremely important to the health and sustainability of the Retreat. For the last few years Whatshan Lake Retreat revenues from rental of facilities have fluctuated from a high of $47,290 in 2007 to a low of $34,605 in 2008. Table 1: Revenues from Rental of Facilities (2007-‐9)

Figure 1: Revenues by Source 2007-‐9

Revenues

2007 2008 2009

Lodge $ 11,900 $ 7,275 $ 9,250

WPC $ 1,100 $ 1,025 $ 200

Cabins $ 27,910 $ 22,350 $ 22,460

Camping $ 5,630 $ 3,755 $ 5,230

Stage $ 250 $ 200 $ 400

Totals $ 47,290 $ 34,605 $ 37,540

Total Guests 483 339 398


While there was a sizable surplus in 2007, there were small deficits in 2008 and 2009. This was in spite of the fact that staffing costs were very limited. The Board has committed to hiring a staff team that will add close to $50,000 a year to operating costs. Without a significant increase in revenues from facility rentals, there will be an recurring and unsustainable deficit. With this in mind, it is worth analysing how revenues have been generated in the past. As can be seen in Figure 2, revenues come overwhelmingly from two main sources: the Cabins and the Lodge. Camping provides a modest income while the concession and stage produce minimal revenues.

Figure 2: 2009 Source of Revenues

A key factor is utilization during both summer and shoulder seasons (currently the Retreat is closed during winter). Figures 3 and 4 look at occupancy and utilization levels throughout the year.


Figure 3: Days Booked Per Month -‐ 2009

Figure 4: People per Month -‐ 2009

Figure 3 shows that in 2009, the site was never occupied for more than 50% of the available days, even during the prime summer months when the site was unoccupied 66.6% of the time (even including the Music Festival). The vast majority of bookings occur on weekends, especially long weekends. Week days in the summer are usually not booked. Since rental of cabins provides almost 60% of revenues, it is worth examining in more detail any trends in this area. Is the situation getting any better or is it worsening? By comparing the three years from 2007 to 2009, some interesting trends emerge (see Table 2). Table 2: Utilization Levels for Cabins (2007-‐9)


Total Cabins Days

Utilization as % of Capacity

2009 2008 2007

2009 2008 2007

January 0 0 0

0% 0% 0%

February 0 0 0

0% 0% 0%

March 8 0 0

3% 0% 0%

April 16 0 42

7% 0% 18%

May 17 27 16

7% 11% 7%

June 26 0 6

11% 0% 3%

July 40 36 55

17% 15% 23%

August 58 54 77

24% 23% 32%

September 51 50 65

21% 21% 27%

October 24 52 20

10% 22% 8%

November 0 31 0

0% 13% 0%

December 0 7 0

0% 3% 0%

Totals 240 257 281 Average 8% 9% 10%

At first glance, the data show that utilization has dropped each year from 2007 to 2009. One way of expressing utilization levels is as a percentage of total capacity. With 8 cabins and an average of 30 days in a month, full capacity is 240 booked days a month. Figure 5 shows that Whatshan utilization dropped from 10% of capacity in 2007 down to 8% in 2009. Note: another perspective on utilization, which looks at total bed capacity in the cabins, can be found in the financial projections and the appendices). However, closer examination reveals that both 2007 and 2008 experienced significant bookings from contractors looking for temporary accommodations for their crews during the shoulder seasons. Not only are these types of bookings very volatile, they are not part of the core business or mandate of the Retreat. Once these contractor bookings are stripped out, a very different picture emerges.


Figure 5: Adjusted Cabin Utilization

The picture that emerges is slow and uneven growth of the core business, with most of the growth coming from repeat clients. In addition to the Music Festival and Freedom Quest, repeat clients included: the Foundation for Higher Learning, the Penner Family Reunion, and the Russian Youth Group. Bookings for 2010 include these three groups, as well as a new client that has made bookings for the next five years: the Okanagan Christadelphians. However, the modest increases in the core business of the Retreat will not be sufficient to cover future costs that include higher levels of staffing. Note on the Whatshan Music Festival: the music festival has experienced declining attendance (down from 300 in 2007 to 240 in 2009), which can be attributed to a number of factors, including the economic downturn and changes in types of band. Currently, the Music Festival books the week entire week of the music festival, though the festival itself is only three days. Consideration should be given to making the facility available to potential clients, with the understanding that there will be some preparation activities during their stay. With summer being prime season, every effort needs to be made to be efficient and maximize bookings.

5. Demand and Supply of Similar Products and Services

5.1 Environmental Scan Wilderness Retreats There are number of wilderness retreats in British Columbia and Alberta that provide services similar to Whatshan Lake Retreat. Among the better known wilderness retreats are such places as the Naramata Centre and Hollyhock (Cortes Island). These two well-‐known retreats are part of a large and growing number of non-‐profit and private wilderness retreats. To better understand the purpose and role that these retreats play, it is useful to distinguish between two distinct perspectives that help define these retreats.


The first perspective is to provide a shared experience and promote community good through learning and education in a shared environment. In this context, people usually already know each other or belong to the same organization or church, prior to coming to the retreat. All the retreats found in BC through an internet search that focused on this objective have non-‐profit or religious sponsors. Most have been in existence for many years and often have a youth summer camp as part of their history. The second perspective is to provide personal development through various educational, spiritual and healing activities. This perspective focuses more on the individual, even though most activities are group based. Usually, most of the group members are strangers prior to coming to the retreat. While many wilderness retreats share both of these perspectives to some degree, they usually focus on one as their primary mandate. The Whatshan Wilderness Retreat can be seen to hold the first perspective as its primary purpose, as would the Naramata Centre and the Goldeye Centre in Alberta. In contrast, Hollyhock tends to focus more on the second perspective, even as it espouses strong social and environmental values. Most of the retreats that focus on the second, more individualistic perspective appear to be privately owned. With the exception of Hollyhock (a non-‐profit), most are smaller operations and many offer predominantly alternative lifestyle programs. Most of these retreats are also more recent in origin. It should be noted that most wilderness retreats also pursue a third objective that could be roughly described as offering facilities for corporate retreats. In most cases, pursuit of this objective is not part of their core mandate, but rather a revenue generator that allows them to pursue their primary mandate. For the purposes of this business plan, Whatshan Lake Retreat peer group and main competition comes from those organizations whose primary perspective is to provide a shared experience and promote community good through learning and education in a shared environment. In the Southern BC Interior, a web based search identified the following organizations that belong to this peer group:

Naramata Centre -‐ http://www.naramatacentre.net/

Camp Dunlop (Kelowna) -‐ http://www.campdunlop.com/

Camp Owaissi (Lake Okanagan) -‐ http://www.campoac.com/

Silver Lake Forestry Centre (Central Okanagan) -‐ http://www.silverlakekidscamp.com/

Blue Lake Forestry Education Centre (Canal Flats, EK) -‐ http://www.bluelakecentre.com/ The Naramata Centre and Silver Lake Forestry Camp are the two sites that offer the services most similar to Whatshan Lake Retreat. Naramata Centre is far larger than any of the other retreat centres and operates at an international and provincial level with a budget over $2,000,000. Silver Lake Forestry Camp is a newer organization that has just built a lodge and will compete for many of the same clients as Whatshan Lake Retreat Lake Retreat in the West

http://www.naramatacentre.net/

http://www.campdunlop.com/

http://www.campoac.com/

http://www.silverlakekidscamp.com/

http://www.bluelakecentre.com/


Kootenays, outside of a number of smaller and private retreats that seem focused on more lifestyle or individualistic programming. While a detailed comparison of prices for similar facilities was not carried out, a quick comparison of the different retreat centres would seem to indicate the main differentiating factors between retreats are the location and specific facilities, not pricing. If Whatshan Lake Retreat is able to develop adult focused accommodation, this would become a dominant factor in differentiating itself from all but the Naramata Centre. As part of this environmental scan, interviews were held with two key informants involved in running Wilderness Retreats (Naramata Centre and Goldeye Centre). Notes from these interviews can be found in the appendix. The following key points emerged from these interviews:

Business has been solid and expected to remain so.

Both Goldeye and Naramata have full bookings from mid April to the end of September, as well as significant bookings in March and October. Informants were not asked about utilization rates.

Both Naramata and Goldeye have similar programs that emphasize group experiences, adult education and corporate retreats.

Both also have long term sponsors who are core users and are represented in the governance structure.

The two retreat sites are organized to allow for different groups to book different parts of the site at the same time.

Adult accommodation is a key revenue generator, especially in the shoulder season.

Both offer food as a core service, especially to adult education groups and corporate retreats. Food is a revenue generator.

Marketing is an on-‐going necessity, with emphasis on building long term relationships and repeat clientele.

5.2 Environmental Scan Music Festivals One of the secondary objectives of the Business Plan is to assess strategic options for the future of the Whatshan Music Festival. To assist in this task, a brief environmental scan of the music festival sector in British Columbia was undertaken. This included interviews with two key informants from the Nakusp Music Fest and the Kaslo Jazz Music Festival. Over the last fifteen years, there have been a growing number of multi-‐day music festivals in the BC southern interior. Music festivals in the general vicinity of the Kootenays and Okaganan are now held at numerous locations, the most notable being: Kaslo, Nakusp, Salmo (Shambhala), and east Kootenay Lake (Star Belly Jam). The music festival business had been steadily growing until the recent downturn in the economic which has negatively impacted attendance at most music festivals. A couple of music festivals have either gone out of business (Merritt) or have suspended their activities for the time being (Pemberton).


Nonetheless, the two key informants felt that the demand for music festivals has a solid base for the future. With strong demand from both over 45 year olds and under 25 year olds, the informants agreed that a well planned music festival that had defined its niche should be able to pay all of its direct costs and break even. Neither informant felt that music festivals were a suitable means for fund raising, indicating the breaking even was a sufficiently challenging task. Two keys to success were felt to be high profile bands and staff that are both paid and passionate. The informants noted that Whatshan Music Festival did not have bands with high name recognition. Most music festivals are either a lot larger than the Whatshan Music Fest or are part of a local

the differences in scale, it is hard to compare them to Whatshan. One community that has developed an interesting approach is Sorrento, where a small community based retreat organizes specialized weekend festivals and other music workshops for bluegrass and swing aficionados1. This retreat is based out of a small town and is not rural or wilderness, like Whatshan. Yet its approach to music is an interesting example of how a small scale approach can work. It is also notable that the key informants both felt that Whatshan Lake Retreat would lend itself to workshops and smaller scale music events. At the present time, there does not appear to be much competition between music festivals. Rather, t Both key informants were will to assist Whatshan Music Festival, if asked. There is also a feeling that there is a slowly growing market

sufficient market for new and existing music festivals, but rather the ability of a music festival to define its niche and become a well organized and motivated body of people.

6. SWOT Analysis A Strength / Weakness / Opportunities / Threats (SWOT) analysis is a common tool in strategic planning.

The SWOT tool takes information gathered through the environmental scan and feeds it through a filter to identify key issues. These issues are then inserted into a planning process that provides both strategic direction and an implementation plan. Please note that the Strengths and Weaknesses sections have each been organized into two sub-‐sections: the first subsection focuses on areas that are relatively

1 http://www.bcswingcamp.ca/index.htm and http://musicworkshops.ca/Bluegrasshomepage/Bluegrass_home.htm

http://www.bcswingcamp.ca/index.htm

http://musicworkshops.ca/Bluegrasshomepage/Bluegrass_home.htm


subject to change or intervention; the second subsection focuses on areas that are temporary or may be changed through intervention.

6. 1 Strengths Fixed

Distance / isolation: Whatshan Lake is a strength to the extent that individuals and groups often seek escape from the hectic urban lifestyle that most Canadians live in. The remoteness of Whatshan Lake is a reality and can become part of the identity and selling point for the retreat. While Whatshan Lake may seem remote to many, it is still within a two and an half hour drive of most of the West Kootenays and Okanagan Valley, its primary catchment area and market. Whatshan is a longer, but still manageable, six hour drive from Vancouver and Calgary, two large secondary markets.

Physical site: Whatshan Lake Retreat is located on 204 acres of largely undeveloped land. The part of the site that is developed is very private and quiet, with access to a natural swimming hole. While the property does not include water frontage on Whatshan Lake, the lake can be accessed from a variety of points that are only a short drive away.

Facilities: all facilities are newly constructed (less than 10 years old) and in excellent condition. The music stage is a unique facility for a wilderness retreat. The eight cabins, the concession building (Whispering Pines), a ropes course, and the lodge provide facilities to meet a range of activities.

Long term demand: Discussions with other wilderness retreats indicates that demand for wilderness retreats is stable, with excellent growth prospects. Across North America, there is strong demand for learning experiences in settings. In part this builds on the long term North American trend to adult and life-‐long learning. However, future demand for wilderness retreats will also draw from the steady erosion of natural landscapes that are within driving distance of growing urban zones. The Okanagan, long a destination for those seeking a rural setting, is slowly people looking for settings that are less impacted by permanent human settlement. Lastly, with the aging of the baby boom generation, there will be major growth in one of the two age cohorts most likely to demand a wilderness retreat setting (children and youth being the other high demand age cohort). Knowing that there is stable and long term demand for wilderness retreats should give volunteers, potential partners and possible donors the motivation to invest their time, energy and money.

Subject to change

Lack of debt: The Whatshan Lake Retreat and its sponsoring non-‐profit Society are currently free from debt. This should inspire confidence in the current and past financial management of


the Retreat. The lack of debt also provides the potential to take on debt in the future, if required. Lastly, the absence of debt allows all revenues and grants to be directed to the maintenance and growth of a financially sustainable wilderness retreat program rather than going to pay principal and interest on a debt.

Dedicated board and volunteers: the Whatshan Lake Retreat exists as a result of the vision, commitment, and energies of a core group that is still in place. This group has demonstrated its core values, competence and commitment over the last 15 years. The past performance of this core group should give potential partners and donors the confidence needed to support and participate in the next development phase for the Retreat.

6.2 Weaknesses Fixed

Distance from markets and very few local facilities: A strength can also be a weakness. Whatshan Lake is further from urban centres than most other retreats, such as the Naramata Centre (15 minutes from Penticton) and Goldeye (2.5 hours from Edmonton and Calgary). There are also a number of other retreat type facilities within the Okanagan, closer to population centres, yet with similar facilities: Silver Lake Forestry Centre and Lodge (Central Okanagan), Camp Dunlop (Kelowna) and Camp Owasissi (18 km from Kelowna).

Lake access is poor and unattractive: while the site of the Whatshan Lake Retreat is very attractive, it does not have direct waterfront access nor is the waterfront nearby accessible or attractive (being fenced off). This means that the Whatshan Lake Retreat cannot compete head-‐to-‐ head with many competing facilities when direct water access is a requirement. Instead, Whatshan Retreat will need to target groups for whom good water access is secondary or not important. As compensation, Whatshan Lake Retreat does have a beautiful swimming hole that is in some ways more unique.

Subject to change

Weak revenues: Whatshan Lake Retreat has very low revenues for the range of facilities that it has to offer. Whatshan Lake Retreat revenues are dramatically lower than those of the Goldeye Centre, a larger but relatively similar facility. The weak revenues directly limit the ability to hire staff, to reduce dependence on volunteers, and to increase marketing. Based on current plans to hire staff, the Retreat will incur significant deficits in the order of $30,000 a year. While revenues from existing facilities can be significantly increased, a new source of revenues needs to be created if the Retreat is to become sustainable, with permanent staff.


Low utilization levels are the one of primary reasons for low revenues. Whatshan Lake Retreat has significantly lower occupancy levels during summer and shoulder season than Goldeye and Naramata, both of which have full occupancy from April to the end of September.

that attractive to many adult groups that are seeking a higher level of privacy and comfort. Developing this type of accommodation is critical to accessing a large group of consumers, especially in the shoulder seasons. This point was emphatically made by key informants.

Site layout: related to the above point, new adult accommodation needs to be separated from the more dormitory style, youth and family cabins. A site that is designed to separate two distinct classes of clients not only is more attractive, but can result in simultaneous bookings of the two areas.

The lack of strategic partnerships (outside of Freedom Quest) is a key area where Whatshan Lake Retreat differs from many other wilderness retreats. Other retreats use long-‐term strategic partnerships with user groups to ensure high utilization levels and to provide donor funding (either operational or capital). Strategic partnerships are also used to bring active membership into their Boards and organizational structures.

Weak identity and recognition: Whatshan Lake Retreat is not widely known, nor is there a clear identity that conveys to a newcomer what the retreat is all about.

Staff levels are very limited and fragile: the Board that manages the retreat is highly dependent on one or two managers. This makes the arrangement very vulnerable to staff illness, dissatisfaction, or under-‐performance.

Leadership and volunteers are aging and need refreshing: there is no pipeline of next generation leadership within the governing group or its volunteers.

Aesthetics: while the setting of Whatshan Lake Retreat is attractive, there buildings are quite functional and lack aesthetic charm or personal touches. Other retreats have used log construction for at least some of their buildings to create an attractively rustic appearance. Landscaping and cosmetic touches could be used to create a sense of charm and attraction. These touches are important for marketing and creating a more intimate feeling appropriate to a retreat setting.

The general area around Whatshan Lake is of mixed appearance: while parts of Whatshan Lake are beautiful and accessible, other parts are run down and unattractive.

6.3 Opportunities Th

adult education is strong, especially in the Okaganan. There is no shortage of targets for marketing: health programs, seniors, youth, religious and spiritual groups, arts and music communities.


The potential for partnerships could bring in new energy to the leadership and volunteers: there is a strong likelihood that a number of groups would welcome the opportunity to partner with Whatshan Lake Retreat, especially if they are invited to join the organization and the Board.2

The music festival has potential: key informants believe that there is a place for a setting like Whatshan Lake Retreat, if the right mix of leadership and programming can be cultivated.

The ropes course is an asset that could be utilized by some of the groups targeted by marketing efforts. While not unique, the course is an asset, as long as it is appropriately managed for risk.

Aesthetics: hat would increase its aesthetic impact. These upgrades could include: cosmetic touches to buildings, low maintenance but high impact plantings (climbing roses and other perennials), new trails, and meditation or quiet areas both interior or outside. Cosmetic upgrades can be a low cost and high impact investment.

6.4 Threats The financial risks associated with hiring of new management staff necessitates an increase in

revenues (facilitate revenues and/or donations). If revenues increased are not achieved, the momentum to build a stronger organization could collapse.

Loss of leadership could undermine the viability of the whole organization. The current leadership provides direction and free labour, but can be counted on for only so long. Without successful recruitment and integration of new leaders and volunteers, the momentum to build Whatshan Lake Retreat as a sustainable contribution to the region will be at risk.

The relationship between the retreat and its two sponsored programs (Freedom Quest and the Music Festival) could become source of tension and distraction. These relationships need to be placed on a long term foundation that defines respective roles and responsibilities.

The music festival could collapse if it does not make progress to a more financially and organizationally sustainable level. While the potential and leadership appear to exist, more resources are probably needed to achieve sustainability.

7. Strategic Directions & Options

Core Strategies 2 One such possibility is the Kootenay Camp Retreat Society which consists of Representatives of thirteen Churches affiliated with the Pentecostal Assemblies of Canada in the Kootenay Section. Their purpose is to facilitate Summer and Winter Camps, Retreats, and Conferences through the Pastors and Churches of the Kootenay Section of the Pentecostal Assemblies of Canada. These camps, retreats and conferences are conducted through mutual cooperation to promote spiritual, physical and emotional health.


a) Utilization rates: priority must be given to marketing to groups that will make maximum use of the facilities, preferably on a repeat use basis. Smaller groups that use only weekends are not a

to be established that targets and rewards groups with longer bookings that utilize a higher

b) Expand facilities to include adult accommodation that is suitable for clients that expect a higher

degree of comfort and privacy than what the current cabins can provide. It is unlikely that the Retreat can afford full time staff without bringing in a new source of revenue. Adult accommodations that integrate into the Retreaand should be considered a very high priority. These new facilities should be located in a way to create a sense of separation from the existing cabins. This new accommodation should be designed to support workshops and board retreats. A preliminary proposal would consist of four clusters of various sizes (3 4 bedrooms), each with bathroom and living room. These units could share some common space, such as a meeting room.

c) Marketing: a targeted marketing program must be instigated that focuses on key groups in the primary market areas of the Okanagan and West Kootenays. The marketing program should emphasize establishing personal relationships and face-‐to-‐face contact with potential users of the retreat. Key target groups include: religious and spiritual organizations; arts and music groups; and, wellness groups, especially those targeting those over 45 years old.

d) Partnerships: the DHRS Board and Retreat staff should develop a program to recruit partners into the organization. These partners would be offered a longer term relationship and participation on the DHS Board. These partners would become a source of bookings, as well as operational and capital funding. There are three main areas where these potential partners could be found:

Organizations with compatible values that are existing or future repeat users of the Retreat (e.g. Christadelphians, the Foundation for Higher Learning, Selkirk College and UBC-‐Okanagan);

Corporate sponsors who support the purposes of the Whatshan Lake Retreat and who also may be able to use the Retreat for corporate retreats and meetings (e.g. Heritage or Kootenay Savings Credit Unions, Columbia Basin Trust, Interior Health, and BC Hydro);

The relationship between DHRS and Music Festival and Freedom Quest could be formalized and turned into a partnership, with a set of explicit expectations, obligations and representation on the governing body.

e) Investment over a three year period in infrastructure and development: the priorities for

investment include: New adult accommodation


Deficit financing during the next three year development phase. Aesthetic up-‐grade to the overall site Funds for an enhanced marketing effort over the next three years; Infrastructure improvements needed for long term viability.

f) A risk management plan should be developed to address dependency on staff and the

probability of short term deficits over the next three years. Given the level of dependency of the Board on its only staff, a well defined oversight process should be created to support and supervise staff. This process should provide explicit benchmarks for performance, as well as outline steps that will be taken to address any deficiencies, regardless of the source of the deficiency.

g) The Music Festival should be seen as a partner and a generator of bookings, in a manner similar

to other groups that book the Retreat. Aside from rental revenues, the festival should be seen as revenue neutral, being responsible for its own profits and losses. This will enable the organizers of the music to better assess their financial viability, as well as use revenues for staffing or marketing and invest any profits

Outstanding Question: The Board and/or staff need to assess the desirability of making food services a more integral part of the services offered by the Retreat. This will require discussions with staff and with the current caterers, in order to determine the most cost effective and responsive way to address the need to provide groups with high quality food services. The planning for food services should also examine how to ensure that the food service is a profit centre, rather than a negative or neutral revenue generator.

8. Implementation Plan

Process: The Board and membership should review the strategic recommendations and options

presented in this report in early 2010. Decisions should be made and a formal plan approved. The Board should review the implementation plan, make adjustments and allocate tasks to specific parties, together with a process for monitoring progress.

Utilization: The Board should set detailed utilization targets by month and year, including information on

target groups and percent capacity being utilized by type of facility. The issue is not so much the need for specific data, but rather the need to understanding the dynamics that drive bookings and revenues.


Board and staff should ithat actual performance can be measured against targets. There are a variety of software programs that can be purchased to accomplish this, including integration into bookkeeping systems. However, MS Excel would suffice for an experienced user.

The Board Executive and staff should review performance to targets on a quarterly basis. If targets are not being met, adjustments to targets should be made immediately. Missing targets should trigger revisions to marketing and budgets. The Board should review overall targets at least annually.

Establish priority booking process: The Board should develop a policy that gives priority to early bookings (e.g. prior to March 15)

by partnership groups and other groups that commit to more intensive use of facilities over longer periods of time. Secondary priority should be given to medium intensity use by groups closer to summer and shoulder seasons (e.g. 60 days notice). Low priority should be given to low intensity users (e.g. 30 days notice).This policy should be developed by end of summer 2010, for implementation by fall 2010.

Capital and Development Plan: The Board should approve a capital and development plan by end of February 2010, including

prioritization of items.

A fund raising plan should be developed and implemented by March 2010, with clear responsibilities identified.

The Board or a Board committee should monitor performance of fund-‐raising. The Board should review and revise capital plan in May 2010, based on donor feedback and early results of fund raising efforts.

Partnership Development: Approve basic components of partnership strategy by end of February 2010.

Develop detailed partnership policy by May 2010, for immediate implementation. Policy should address status of Music Festival and Freedom Quest.

As a high priority, Board and staff to collaborate on partnership development, as detailed in the approved policy.

Marketing: Staff should be provided with the Business Plan (as modified and approved by the Board) and

directed to develop a detailed marketing program with implementation to start by the end of April, if not sooner.

The detailed marketing plan will include identification of specific target groups, venues and approaches to be used in the West Kootenays and Okanagan. The marketing plan will also


entify for Whatshan Lake Retreat.

-‐approved.

Risk Management: The Board should identify significant risks and agree on basic strategies for managing them. The

risk management plan should include a strategy for the following areas:

Staff performance and relations: identification of process for regular monitoring meetings, at which performance to targets and budget would be reviewed, as well as any adjustments to address shortfalls. There should be a time-‐sensitive conflict resolution process, in case of major differences between Board and staff.

The ropes course should have a clear set of policy directing its appropriate use.

The Board should set in place a plan to deal with shortfalls in revenue or donations. There should be a monthly review of performance to budget during the months from May through to October.


9. Financial Plan Operating This section includes a four year budget projection that builds on the Boards current cost estimates and adds the following elements:

Provides for increased revenues from existing facilities, based on increased utilization rates for beds and cabins. See chart on following page, and detailed estimates in Appendix 2;

Includes revenues from a new effort develop a Christmas/New Year market.

Add revenue from new adult accommodation, starting in 2012.

Identifies donor funds that need to be raised to cover shortfalls in 2010, 2011, 2012. These are included in the Capital & Development Plan.

Financial break even is only achievable with the additional revenue source. This facility should bring in an additional $38,000 in revenues by 2013, with few additional costs. The $38,000 is what brings the budget into balance in 2012 and 2013. The small surpluses in those years will likely be consumed by unbudgeted cost increases related to building maintenance and additional staffing during peak season.

No. Item 2009 2010 2011 2012 2013

Estimated Forecast Forecast Forecast Forecast

1 RENTALS (b) $ 36,955 $ 54,508 $ 72,568 $ 114,100 $ 136,156

2 DONATIONS $ 4,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000

3 INVESTMENT INC. $ 4,000 $ 8,000 $ 10,000 $ 12,000 $ 12,000

4 OTHER $ 2,000 $ 2,000 $ 2,500 $ 3,000 $ 3,000

6 PHILANTROPICAL DONATIONS $ 50,000 $ 30,000 $ 10,000

16 TOTAL INCOME $ 46,955 $ 119,508 $ 120,068 $ 144,100 $ 156,156

17

18 ADVERTIZING $ 2,500 $ 2,500 $ 2,600 $ 2,700 $ 2,700

19 BUILDING $ 2,000 $ 3,000 $ 3,300 $ 3,500 $ 3,500

20 MANAGER $ 10,000 $ 60,000 $ 60,000 $ 60,000 $ 60,000

21 1. Increasing % of rentals © $ 1,090 $ 1,451 $ 2,282 $ 6,808

24 FUEL $ 3,200 $ 3,300 $ 3,500 $ 3,700 $ 3,700

25 INSURANCE $ 13,000 $ 13,000 $ 13,500 $ 13,750 $ 13,750

26 L & P $ 6,500 $ 7,000 $ 7,500 $ 8,000 $ 8,000

27 OFFICE & SUNDRY $ 3,500 $ 5,000 $ 5,500 $ 6,000 $ 6,000

28 REPAIRS & MAINT. $ 5,000 $ 7,000 $ 9,000 $ 11,000 $ 11,000

29 SUPPLIES $ 1,000 $ 1,500 $ 1,600 $ 1,700 $ 1,700

30 TELEPHONE $ 800 $ 1,000 $ 1,300 $ 1,600 $ 1,600

31 TRAVEL (f) $ 6,000 $ 6,000 $ 6,500 $ 7,000 $ 7,000

32 PROMOTIONS (g) $ 2,000 $ 2,000 $ 3,000 $ 3,000

33 BUSINESS PLAN $ 7,000

37 CONTIGENCY 5% OF EXPENSES(i) $ 5,620 $ 5,888 $ 6,212 $ 6,438


39 TOTAL EXPENSE $ 60,500 $ 118,010 $ 123,639 $ 130,444 $ 135,196

41 DIFFERENCE $ (13,545) $ 1,498 $ (3,571) $ 13,656 $ 20,960

The following chart highlights the increased utilization rates included in the financial projections. Detailed projections by month can be found in the appendix. Increasing utilization rates are the core objective of the marketing efforts over the next four years. The detailed estimates highlight the areas that need to be targeted:

1. Summer months (July and August) 2. Shoulder seasons (April, May, June, September and October). 3. Christmas


10. Capital & Development Plan During preparation of this business plan, a number of onetime expenses were identified as required or desirable over the next four years. These expenses relate to capital improvements and business development costs, including:

a) Construction of a Lodge for adult accommodation of between 15 to 20 bedrooms, depending on configuration and inclusion of meeting space. Careful consideration should go into design of the lodge, since this will be premium space that will be required to generate a significant new flow of revenues. The two key decisions regarding layout design will be:

Inclusion of a meeting space within the lodge. This will be useful for board and corporate -‐

Use of a pod system that allows the creation of more intimate clusters that can include living room type spaces that will add to the attraction of the building.

The costs estimate provided below are for a 20 bedroom (each with separate bathroom) building, or a 15 unit building, with meeting space and organized into pods or three to four separate clusters, each with their own identity.

b) Construction of an additional water supply well; c) Development of a fire protection system, including: water storage reservoir, fire pump, and

distribution; d) Standby power supply; e) Aesthetic upgrades in the form of nature walks, meditation areas, plantings of shrubs, and

cosmetic improvements to buildings.


f) Financing budget deficits in years 2010, 2011, and 2012

Estimates for Capital Improvements and Business Development Lodge $552,500* Water supply $106,000* Fire protection $300,000* Standby Power $ 42,000* Aesthetic Upgrades $ 50,000 Budget deficit $ 90,000 Totals Fund Raising Target $1,140,500 * Estimates provided by WSA Engineering

This business plan does not have sufficient information to comment on the relative importance of the water supply, fire protection and standby power, which together total $448,000. The construction of the lodge and deficit financing together require an estimated $642,500 and are of the highest priority

from the perspective of achieving the objectives and projections set out in the business plan.


Appendix 1: Whatshan Lake Retreat Environmental Scan

Key Informant Interviews: Wilderness Retreats Date: November 30th, 2009 Name of Retreat: Goldeye Centre Location: Nordegg, Alberta Key Informant: Don Rilling, Manager Contact Information: (403) 721-2102\ Web Site: http://www.goldeye.org/ 1. Degree of Confidentiality

a. High b. Medium c. Low

2. Products and Facilities

a) The summer Youth Camp is their primary focus. The youth camp books the main facilities all summer (8 weeks).

b) Corporate Sponsorships and retreats: sponsorships are key to both core funding and youth camps. Corporate sponsors pay $10,000 to sit on board. They also provide camp sponsorships. Corporate retreats are separate and include both sponsors and non-sponsors (usually not summer). The cooperative sector is the primary area of sponsors, including the Alberta Community & Co-operative Association and some of its members.

c) Educational Workshops are organized both by in-house staff and by third parties. These workshops bring in approximately 25% of revenues.

d) Accommodation is organized into two separate areas: adult and youth, though there is cross over. Adult facilities are major revenue generators and include four units (2, 4, 6 and 10 bedroom units). Each has own washrooms and sitting areas (fireplaces). The units are clustered around a Board room.

e) The overall facility is capable of making multiple booking at the same time, due to facility layout. There are strong guidelines and supervision around appropriate conduct when there are shared bookings (e.g. public drinking).

f) They are developing ropes course for both adults and youth, with certified trainers/supervisors.


g) Meals are a core element of their service. Not only are meals a revenue stream, but meals are seen as necessary to attract many corporate and workshop clients. The Centre makes high quality

3. Utilization levels: Booked solid from March to November, with other bookings in December to April. 4. Business model: $360 to $400k annual budget, with full time staff, includes kitchen.

a) Pricing structure: comparable to Whatshan, though they provide meals as a non-negotiable extra. Meals are key to their staffing model.

b) Other revenue sources: Annual corporate sponsors. Foundation revenues. 5. Marketing: 2.5 hours from Calgary and Edmonton.

a) Who: Schools are key to shoulder season (May, June, and September). Schools raise their own

funds. Long-term partners from cooperative and youth sectors. Corporate planning and team building: clients bring their own facilitators. Some facilitators

bring their clients. Weddings and family reunions.

b) Vehicles for advertising: attend trade shows and conventions: e.g. sports groups, educational

groups, etc. Manager is contact person (face to face).

c) Messaging:

d) Cultivating relationships and problem solving. Need the right person for the manager position. 6. What strategies do you use to maximize revenues and cover operating and maintenance costs?

Develop long-term relationships, including at the sponsorship and board levels. 7. What trends do you see for wilderness retreats? Solid business. No down turn.


Date: December 3rd, 2009 Name of Retreat: Naramata Centre Location: Okanagan Valley Key Informant: Andrew Church, outgoing Executive Director Contact Information: Toll free 1 (877) 996-5751 (in AB and BC) Web Site: http://www.naramatacentre.net/

1. Degree of Confidentiality

d. High e. Medium f. Low

2. Facilities and Products

a) Facilities 23 acres in Naramata 225 beds; up to 400 people on site; Full meals, except during summer retreat when it is optional

their own meals.

b) Products 7 week, intergenerational retreat (United Church) summer Adult programming during spring and fall, through in-house programming ($250,000) Conferences and retreats by 3rd parties: $1,000,000 (down 5% this past year)

3. Utilization levels: mid April to end of September, completely full. 4. Business model:

a) Revenues: Total budget $2.5 million b) Pricing structure: not directly relevant. Book through programming

c) Other revenue sources: United Church of Canada

5. Marketing: Western Canada and International.

a) Who: United Church and other sympathetic groups; adults; government and non-profits.

b) Vehicles for advertising: have just hired a new marketing person; plan to use e-mail newsletter.

c) Messaging:

http://www.naramatacentre.net/


6. What trends do you see for wilderness retreats?

Increased regional market and less international, partly due to climate change, cost of fuel. Retreat centres are a growing business. Become part of a peer group of retreats: Sorrento is another retreat in the Oikosnet network of

retreat centres: http://retreatcenternetwork.org/

http://retreatcenternetwork.org/


Key Informant Interviews: Music Festivals Date: November 26th, 2009 Name of Music Festival: Kaslo Jazz Etc Festival Location: Kaslo Key Informant: Jim Holland Contact Information: (250) 353 7577 Web Site: http://www.kaslojazzfest.com/v2/ 1. Degree of Confidentiality

g. High h. Medium i. Low

2. Attendance levels: Started in 1992 with 150; 1996 = 600; 2001 = 2000; 2007 = 5,000; 2009 = 3500.

Capacity = 2,000 per day. 3. Marketing

e) Who: over 45 years old; 30 to 40% of attendees come within an hour of Nelson; 20%from within 5-6 hours; 10% from US; 10% international. Lots of repeat customers.

f) Vehicles for advertising: word of mouth is #1; spend less than 10% on advertizing.

g) Messaging:

4. Business model:

c) Types of tickets: $170 a ticket;

d) Cost sources and proportions: sell merchandize (beer, t-shirts, caps), vendor fees.

e) Revenue sources and proportions:$275,000 annual budget. 5. The music

a) Bands: need some band recognition; invest cyclically (every 3 or so years) in big name band brings in new customers. But broader cast brings people back.

b) $60,000 performance fees budget. 6. What strategies do you use to maximize revenues and cover operating and maintenance costs?

3 5 year plan to build audience.

http://www.kaslojazzfest.com/v2/


7. What trends do you see for music festivals? Recent down turn in music festival market. A couple festivals have closed, including Merrit.

Others have experienced lower attendance. Still believe there is a long term growth in the sector. Growth in people who tour a series of

festivals over a 3 4 week period. Increasing fuel costs indicates increasing regional markets, as opposed international. Aging population indicates a large population with disposable income and interest in festivals. Also interest among younger people. Kaslo notices spin off from Shambhala. Plan to use social media tools more. Greening initiatives are growing among music fests.

8. Observations about Whatshan

a) Strengths: nice permanent set up; good site.

b) Weaknesses: weak band recognition; no local facilities or spin-offs.

c) Things that need to be done: Get paid staff with passion and leadership


Date: November 26th, 2009 Name of Music Festival: Nakusp Music Fest Location: Nakusp Key Informant: Doug Switzer Contact Information: (250) 265-3706 Web Site: http://www.nakuspmusicfest.ca/ 1. Degree of Confidentiality

j. High k. Medium l. Low

2. Attendance levels: festival is six years old; in 2007 & 2008, attendance was 5500 per day, for three

days. 2009 was 5100 per day, reflecting down turn in the economy. 3. Marketing

h) ; West Kootenay (15%); Revelstoke/Salmon Arm and Golden (11%); East Kootenays (8%), and Alberta (9%).

i) Vehicles for advertising: elaborate, extensive and expensive marketing. Web site; radio ads in

target markets (Okanagan); 20 30 page program; sponsorships and contests; give aways. Advertise through Discover BC Tourism Rockies; Vancouver Sun has a festival special issue; small town press.

j) Messaging: music (Rock, with other types thrown in); party but not too raucous; fine line

between the two.; location is part of the message. 4. Business model:

f) Types of tickets:$155 205 (early bird specials are less expensive and provide cash flow for booking bands);

g) Cost sources and proportions: Budget = $1.2 million; 7 full time equivalent staff; lots of

advertizing;

h) Revenue sources and proportions:$120,000 from sponsors (who get tickets and merchandize in return equal to about 40% of sponsorship level); merchandise and beer garden = $220,000; ticket sales.

5. The music

c) Bands: big names; good mix of music. book thru promoters. 6. What strategies do you use to maximize revenues and cover operating and maintenance costs?

http://www.nakuspmusicfest.ca/


Capture revenues in as many ways as possible; build reserves; get cash flow. 7. What trends do you see for music festivals?

Merritt went bankrupt and Pemberton is taking a breather. Next year looks bleak. Music industry is doing well and live performances is the leading area.

8. Observations about Whatshan

d) Strengths: Young, good location, well managed

e) Weaknesses: bands are too low profile.

f) Things that need to be done: Higher profile bands Experiment with one day concerts and with workshops

Access the Okanagan


Appendix 2: Facility Utilization, 2007 to 2013

Revenues by Source and Date

2009 Lodge Whispering

Pines Cabins Camping Stage Totals Total People

Revenues Days Revenues Days Revenues Days Revenues Days Revenues Days Revenues Days

January $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 0

February $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 0

March $ 200 2 $ -‐ 0 $ 700 2 $ -‐ 0 $ -‐ 0 $ 900 2 15

April $ 1,150 7 $ -‐ 0 $ 1,710 6 $ -‐ 0 $ -‐ 0 $ 2,860 7 46

May $ 600 2 $ -‐ 0 $ 1,770 10 $ -‐ 0 $ -‐ 0 $ 2,370 10 39

June $ 1,100 7 $ -‐ 0 $ 2,340 8 $ 255 5 $ -‐ 0 $ 3,695 8 43

July $ 1,700 8 $ 200 1 $ 5,980 10 $ 3,070 6 $ 400 4 $ 11,350 10 83

August $ 2,500 11 $ -‐ 0 $ 6,520 15 $ 1,820 10 $ -‐ 0 $ 10,840 10 102

September $ 500 2 $ -‐ 0 $ 1,290 4 $ 85 4 $ -‐ 0 $ 1,875 13 55

October $ 1,500 6 $ -‐ 0 $ 2,150 7 $ -‐ 0 $ -‐ 0 $ 3,650 7 51

November $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 0

December $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 0

Totals $ 9,250 45 $ 200 1

$ 22,460

62 $ 5,230 25 $ 400 4 $ 37,540 67

434

24.6%

0.5%

59.8%

13.9%

1.1%



Pines Cabins Camping Stage Totals Total People


January $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 February $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0

March $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 April $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0

May $ 1,700 7 $ 375

$ 2,810 7 $ 170 3 $ -‐

$ 5,055 0 75

June $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 July $ 1,400 6 $ 400 3 $ 3,320 9 $ 2,275 5 $ 200 1 $ 7,595 0 45

August $ 3,000 12 $ 250 2 $ 7,570 18 $ 1,310 14 $ -‐

$ 12,130 0 111

September $ 250 5 $ -‐

$ 2,640 30 $ -‐

$ -‐

$ 2,890 0 16

October $ 625 2

$ 3,560 30 $ -‐

$ -‐

$ 4,185 0 59

November $ 300 2 $ -‐

$ 2,200 8 $ -‐

$ -‐

$ 2,500 0 31

December $ -‐

$ -‐

$ 250 7 $ -‐

$ -‐

$ 250 0 2

Totals $ 7,275 34 $ 1,025 5 $ 22,350 109 $ 3,755 22 $ 200 1 $ 34,605 -‐ 339

21.0%

3.0%

64.6%

10.9%

0.6%



Pines Cabins Camping Stage Totals


January $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 February $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0

March $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 April $ 1,600 8 $ 600 6 $ 4,170 14 $ 690 10 $ -‐

$ 7,060 0 27

May $ 1,000 5 $ -‐

$ 2,000 5 $ 300 5 $ -‐

$ 3,300 0 27

June $ 600 3 $ -‐

$ 630 3 $ -‐

$ -‐

$ 1,230 0 11

July $ 2,100 8 $ 500 4 $ 4,430 11 $ 3,880 7 $ 250 2 $ 11,160 0 106

August $ 3,200 13 $ -‐

$ 7,560 13 $ 760 14 $ -‐

$ 11,520 0 130

September $ 2,400 12 $ -‐

$ 6,840 13 $ -‐

$ -‐

$ 9,740 0 118

October $ 1,000 4 $ -‐

$ 2,280 4

$ -‐

$ 3,280 0 64

November $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0 December $ -‐

$ -‐

$ -‐ 0 $ -‐

$ -‐

$ -‐ 0

$ 11,900 53 $ 1,100 10

$ 27,910 63 $ 5,630 36 $ 250 2 $ 47,290 -‐

483

25.2%

2.3%

59.0%

11.9%

0.5%

Music Festival Lodge

Whispering Pines

Camping Stage Totals

Total People

2009 $600 2 $200 1

$2,090 2 $200 1 $ 4,690

240

2008 $600 2 $200 1

$2,050 2 $200

$ 4,650

270

2007 $600 2 $200 1

$2,875 2 $200 1 $ 5,475

300


2010 Lodge Cabins Adult Accommodation Camping Stage Concession Totals

Revenue Days Base Per Person Days Persons Cabins Revenues Days Revenues Revenues Revenues Revenues

Daily rate $ 200 $ 53 $ 10 per cabin per day $ 100 booked $ 10 200

January $ -‐ $ -‐ $ -‐ 0 0 0 $ -‐ $ -‐ $ -‐ $ -‐

February $ -‐ $ -‐ $ -‐ 0 0 $ -‐ $ -‐ $ -‐ $ -‐

March $ 400 2 $ 424 $ 640 2 8 4 $ -‐ $ -‐ $ -‐ $ 1,464

April $ 1,200 6 $ 1,272 $ 1,440 6 6 4 $ -‐ $ -‐ $ -‐ $ 3,912

May $ 800 4 $ 848 $ 960 4 6 4 $ -‐ $ -‐ $ -‐ $ 2,608

June $ 800 4 $ 1,272 $ 1,440 6 6 4 $ 250 $ -‐ $ -‐ $ 3,762

July $ 2,400 12 $ 3,816 $ 4,320 12 6 6 $ 3,000 $ 400 $ 200 $ 14,136

August $ 2,400 12 $ 6,360 $ 7,200 20 6 6 $ 3,000 $ -‐ $ -‐ $ 18,960

Sept $ 800 4 $ 1,696 $ 1,280 8 4 4 $ 250 $ -‐ $ -‐ $ 4,026

October $ 800 4 $ 1,272 $ 960 6 4 4 $ -‐ $ -‐ $ -‐ $ 3,032

November $ -‐ $ -‐ $ -‐ 0 0 4 $ -‐ $ -‐ $ -‐ $ -‐

December $ 800 4 $ 848 $ 960 4 6 4 $ -‐ $ -‐ $ -‐ $ 2,608

Totals $ 10,400 52 $ 17,808 $ 19,200 68 $ 6,500 $ 400 $ 200 54,508

19.1% 32.7% 35.2% 11.9% 0.7% 0.4%


January $ -‐ $ -‐ $ -‐ 0 0 0 $ -‐ $ -‐ $ -‐ $ -‐

February $ -‐ $ -‐ $ -‐ 0 0 $ -‐ $ -‐ $ -‐ $ -‐

March $ 800 4 $ 848 $ 1,280 4 8 4 $ -‐ $ -‐ $ -‐ $ 2,928

April $ 1,200 6 $ 1,272 $ 1,440 6 6 4 $ -‐ $ -‐ $ -‐ $ 3,912

May $ 1,600 8 $ 1,696 $ 1,920 8 6 4 $ -‐ $ -‐ $ -‐ $ 5,216

June $ 1,600 8 $ 1,696 $ 1,920 8 6 4 $ 250 $ 400 $ -‐ $ 5,866

July $ 3,200 16 $ 6,360 $ 7,200 20 6 6 $ 3,000 $ 400 $ 400 $ 20,560

August $ 3,200 16 $ 6,360 $ 7,200 20 6 6 $ 3,000 $ -‐ $ 400 $ 20,160

Sept $ 1,600 8 $ 1,696 $ 1,280 8 4 4 $ 250 $ 400 $ -‐ $ 5,226

October $ 1,200 6 $ 1,272 $ 960 6 4 4 $ -‐ $ -‐ $ -‐ $ 3,432

November $ -‐ $ -‐ $ -‐ 0 0 4 $ -‐ $ -‐ $ -‐ $ -‐

December $ 1,200 6 $ 1,908 $ 2,160 6 6 6 $ -‐ $ -‐ $ -‐ $ 5,268

Totals $ 15,600 78 $ 23,108 $ 25,360 86 $ 6,500 $ 1,200 $ 800 $ 72,568


21.5% 31.8% 34.9% 9.0% 1.7% 1.1%


Revenues Days Base Per Person Days Persons Cabins Revenues Days Revenues Revenues Revenues Revenues

Daily rate $ 200 $ 53 $ 10 per cabin per day $ 100 booked $ 10 200

January $ -‐ $ -‐ $ -‐ 0 0 $ -‐ 0 $ -‐ $ -‐ $ -‐ $ -‐

February $ -‐ $ -‐ $ -‐ 0 0 $ -‐ 0 $ -‐ $ -‐ $ -‐ $ -‐

March $ 800 4 $ 848 $ 1,280 4 8 4 $ 800 4 $ -‐ $ -‐ $ -‐ $ 3,728

April $ 1,200 6 $ 1,696 $ 1,920 8 6 4 $ 1,600 8 $ -‐ $ -‐ $ -‐ $ 6,416

May $ 1,600 8 $ 2,544 $ 2,880 12 6 4 $ 2,400 12 $ -‐ $ -‐ $ -‐ $ 9,424

June $ 1,600 8 $ 2,544 $ 2,880 12 6 4 $ 3,200 16 $ 250 $ 400 $ -‐ $ 10,874

July $ 3,200 16 $ 7,632 $ 8,640 24 6 6 $ 6,000 30 $ 3,000 $ 400 $ 400 $ 29,272

August $ 3,200 16 $ 7,632 $ 8,640 24 6 6 $ 6,000 30 $ 3,000 $ -‐ $ 400 $ 28,872

September $ 1,600 8 $ 2,544 $ 1,920 12 4 4 $ 3,200 16 $ 250 $ 400 $ -‐ $ 9,914

October $ 1,200 6 $ 1,696 $ 1,280 8 4 4 $ 2,400 12 $ -‐ $ -‐ $ -‐ $ 6,576

November $ -‐ $ -‐ $ -‐ 0 0 4 $ -‐ $ -‐ $ -‐ $ -‐ $ -‐

December $ 1,200 6 $ 2,544 $ 2,880 8 6 6 $ 2,400 12 $ -‐ $ -‐ $ -‐ $ 9,024

Totals $ 15,600 78 $ 29,680 $ 32,320 112 $ 28,000 $ 6,500 $ 1,200 $ 800 114,100

13.7% 26.0% 28.3% 24.5% 5.7% 1.1% 0.7%


January $ -‐ $ -‐ $ -‐ 0 0 $ -‐ 0 $ -‐ $ -‐ $ -‐ $ -‐

February $ -‐ $ -‐ $ -‐ 0 0 $ -‐ 0 $ -‐ $ -‐ $ -‐ $ -‐

March $ 800 4 $ 848 $ 1,280 4 8 4 $ 1,200 6 $ -‐ $ -‐ $ -‐ $ 4,128

April $ 1,600 8 $ 1,696 $ 1,920 8 6 4 $ 2,400 12 $ -‐ $ -‐ $ -‐ $ 7,616

May $ 1,600 8 $ 3,816 $ 4,320 12 6 6 $ 2,400 12 $ -‐ $ -‐ $ -‐ $ 12,136

June $ 2,000 10 $ 3,816 $ 4,320 12 6 6 $ 4,000 20 $ 250 $ 400 $ -‐ $ 14,786

July $ 3,200 16 $ 7,632 $ 8,640 24 6 6 $ 9,000 45 $ 4,000 $ 400 $ 400 $ 33,272

August $ 4,000 20 $ 7,632 $ 8,640 24 6 6 $ 9,000 45 $ 4,000 $ -‐ $ 400 $ 33,672

September $ 2,000 10 $ 3,816 $ 2,880 12 4 6 $ 4,000 20 $ 250 $ 400 $ -‐ $ 13,346

October $ 1,600 8 $ 1,696 $ 1,280 8 4 4 $ 2,400 12 $ -‐ $ -‐ $ -‐ $ 6,976

November $ -‐ $ -‐ $ -‐ 0 0 4 $ -‐ $ -‐ $ -‐ $ -‐ $ -‐

December $ 1,200 6 $ 2,544 $ 2,880 8 6 6 $ 3,600 18 $ -‐ $ -‐ $ -‐ $ 10,224


Totals $ 18,000 90 $ 33,496 $ 36,160 112 $ 38,000 $ 8,500 $ 1,200 $ 800 $ 136,156

13.2% 24.6% 26.6% 27.9% 6.2% 0.9% 0.6%


2007 Utilization

Days in Monthly Actual Capacity

Month Capacity Use Utilized

January 31 2,294 0 0.00%

February 28 2,072 0 0.00% March 31 2,294 0 0.00%

April 30 2,220 202 9.10% May 31 2,294 100 4.36%

June 30 2,220 33 1.49%

July 31 2,294 273 11.90% August 31 2,294 371 16.17%

September 30 2,220 329 14.82% October 31 2,294 128 5.58%

November 30 2,220 0 0.00%

December 31 2,294 0 0.00%

Totals

27,010 1,436 5.32%

2008 Days in Monthly Actual Capacity


January 31 2,294 0 0.00%

February 28 2,072 0 0.00% March 31 2,294 0 0.00%

April 30 2,220 0 0.00%

May 31 2,294 146 6.36%

June 30 2,220 0 0.00%

July 31 2,294 232 10.11% August 31 2,294 341 14.86%


November 30 2,220 58 2.61%

December 31 2,294 7 0.31% Totals

27,010 962 3.56%




January 31 2,294 0 0.00%

February 28 2,072 0 0.00% March 31 2,294 30 1.31%

April 30 2,220 91 4.10% May 31 2,294 81 3.53%

June 30 2,220 106 4.77%

July 31 2,294 364 15.87% August 31 2,294 169 7.37%


November 30 2,220 0 0.00%

December 31 2,294 0 0.00%

Totals

27,010 1,168 4.32%

2010

Monthly Actual Capacity


January 31 2294 0 0.00%

February 28 2072 0 0.00% March 31 2294 64 2.79%

April 30 2220 144 6.49%

May 31 2294 96 4.18%

June 30 2220 144 6.49%

July 31 2294 432 18.83% August 31 2294 720 31.39%

September 30 2220 128 5.77% October 31 2294 96 4.18%

November 30 2220 0 0.00%

December 31 2294 96 4.18% Totals

27010 1920 7.11%

2011

Utilization




January 31 2294 0 0.00% February 28 2072 0 0.00%

March 31 2294 128 5.58% April 30 2220 144 6.49%

May 31 2294 192 8.37%

June 30 2220 192 8.65%

July 31 2294 720 31.39%

August 31 2294 720 31.39% September 30 2220 128 5.77%

October 31 2294 96 4.18% November 30 2220 0 0.00%

December 31 2294 216 9.42%

Totals

27010 2536 9.39%




March 31 2294 128 5.58% April 30 2220 192 8.65%

May 31 2294 288 12.55%

June 30 2220 288 12.97% July 31 2294 864 37.66%


October 31 2294 128 5.58%

November 30 2220 0 0.00%

December 31 2294 288 12.55%

Totals

27010 3232 11.97%


2013

Utilization




March 31 2294 128 5.58% April 30 2220 192 8.65%

May 31 2294 432 18.83%

June 30 2220 432 19.46%

July 31 2294 864 37.66%


October 31 2294 128 5.58% November 30 2220 0 0.00%

December 31 2294 288 12.55%

Totals

27010 3616 13.39%

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