FRIENDS OF THE WETLANDS
BUSINESS PLAN
March 2010
Executive Summary
This Management Plan sets out the future directions of Friends of the Wetlands. From a brief background to the establishment of Friends of the Wetlands it moves on to structure, operation and financial considerations.
This document is intended to be a “living” document and will by necessity undergo additions, modifications and adjustments as circumstances evolve. Within this document a number of issues have been identified and flagged requiring attention. It is the intent that as these issues are addressed, their resolution forms part of this document.
One of the observations that is made in this document is that the organisation will be dependant on external funds in the immediate and probably medium term. The financial plan is based on various assumptions (stated) and in the main best estimate data. As ‘real’ figures become available the financial model will need to reflect this data.
This plan also acknowledges that the Wetlands that are the focus of Friends of the Wetlands activity are Council owned and a close relationship needs to be established with Council personnel to ensure cooperation and operation that is mutually acceptable that delivers desired outcomes.
Issues
Objectives and Strategies
Each workgroup needs to develop objectives and strategies. Suggest follow a process akin to the SMART approach so all strategies are:
Specific
Measurable
Achievable
Realistic
Timeframed
Income generation
There needs to be an agenda item at a meeting of the wetlands group where products that hold potential for development are discussed and how that may be achieved.
Hosting of Web page
Current hosting of the web site is via Bryan Atkin. This needs to be looked at with longterm view in mind.
Titles and naming of photographed fauna a flora
There are currently a large quantity of photographs that require titles and commentary of photographed fauna and flora, with more to be generated. This area needs to be considered and either people or strategies identified how best to deal with this situation.
Public Access and Legal Responsibility
Public Access and Legal Responsibility are areas for Council’s consideration. Friends of the Wetlands could assist Council decision making by providing data in this area. However, Friends of the Wetlands needs to check their legal liability/responsibility if it engages in these decision-making processes.
Wetlands Management
Wetlands Management is an area of Council responsibility. Feedback on management practices could be an activity that Friends of the Wetlands engages in once the wetlands have been open to the public. Is this the long-term future of Friends of the Wetlands?
Contents
Executive Summary................................................................................................................................................ 2
Issues......................................................................................................................................................................... 2
Table of Figures..................................................................................................................................................... 4
Table of Tables....................................................................................................................................................... 4
Acknowledgements............................................................................................................................................ 5
Russell Island Wetlands Project.......................................................................................................................... 6
Background............................................................................................................................................................ 6
Current Status......................................................................................................................................................... 6
Future Activity....................................................................................................................................................... 9
Operational Plan................................................................................................................................................. 10
Operational procedures........................................................................................................................... 10
Liability/Insurance................................................................................................................................... 10
Workgroups......................................................................................................................................................... 10
Hydrology............................................................................................................................................... 10
Internet/Database..................................................................................................................................... 11
Data Collection........................................................................................................................................ 11
Reclamation/Restoration.......................................................................................................................... 11
Weed Control.......................................................................................................................................... 11
Public Access.......................................................................................................................................... 12
Hours of operation............................................................................................................................................... 12
Data processing.................................................................................................................................................... 13
Human Resources Plan....................................................................................................................................... 14
Administration...................................................................................................................................................... 14
Foundation........................................................................................................................................................... 14
Sponsorship and Promotion................................................................................................................................. 14
Funding and Development................................................................................................................................... 15
Training................................................................................................................................................................ 15
Promotional Plan................................................................................................................................................ 16
Financial Plan..................................................................................................................................................... 17
Sales..................................................................................................................................................................... 18
Financial Performance.......................................................................................................................................... 22
Cashflow.............................................................................................................................................................. 24
Profit and Loss Projections.................................................................................................................................. 28
Public Access........................................................................................................................................................ 29
Sustainability....................................................................................................................................................... 30
Table of Figures
Figure 1: Existing Structure and Positions of Friends of Wetlands......................................................................... 8
Figure 2: Suggested Structure of Friends of Wetlands as an Incorporated Organisation.................................. 8
Figure 3: Operational Workgroups............................................................................................................................. 10
Figure 4 Administration Structure.............................................................................................................................. 14
Figure 5 Sales Projections........................................................................................................................................... 19
Figure 6 Sales, Expenses and Net Profit Year 1....................................................................................................... 22
Figure 7 Sales, Expenses and Net Profit Year 2...................................................................................................... 22
Table of Tables
Table 1 Identified Positions of Friends of the Wetlands.......................................................................................... 7
Table 2 Plant and Equipment requirements ($1000 and over).......................................................................... 12
Table 3 Other Equipment and Consumables (under $1000)................................................................................ 12
Table 4 Pricing of Products.......................................................................................................................................... 18
Table 5 Sales Projections Year 1................................................................................................................................ 20
Table 6 Sales Projections Year 2................................................................................................................................ 21
Table 7 Costs associated with Office establishment.............................................................................................. 23
Table 8 Cashflow Forecast Years 1 & 2.................................................................................................................. 25
Table 9 Profit and Loss Projections for Years 1 & 2............................................................................................. 28
Acknowledgements
The partners and supporting groups of this project are:
Friends of the Wetlands,
Bay Islands Community Services Inc.,
The Minister for the Environment, Heritage and the Arts,
Minister Agriculture, Fisheries and Forestry,
Redland Shire Council,
SEQ Catchments,
Southern Moreton Bay Islands Ratepayers Association Inc.,
Redlands Senior Action Group,
Consultant Zoologist Ronda J Green, BSc(Hons) PhD and assistant Darren Green,
Russell Island Association,
C.R.Kennedy and Co (survey equipment-supplier/training).
Russell Island Wetlands Project
Background
The genesis of the Russell Island Wetlands Project was a presentation by Bryan Atkin at a meeting held on 21 April, 2008, where the project was outlined as a three stage project, which was focused on Whistling Kite and Turtle Swamp Wetlands. The three stages are:
Stage 1 - Collection of data
Stage 2 – Preparation of detailed plans
Stage 3 – Implementation
Each of these stages was further broken down in detail:
Collection of data
Funding application.
Detailed contour survey.
GPS survey to establish existing wetlands, flora and degraded areas.
Preparation of detailed plans
Funding application.
Initial plan using collected data.
Designing and recommending actions and changes needed to rehabilitate degraded areas.
Designing facilities and structures needed to allow controlled public access.
Implementation
Funding application.
Implementing accepted and approved recommendations for rehabilitation of the wetlands.
Implementing accepted and approved recommendations for the controlled public access.
Current Status
Stage 1 – collection of data for Whistling Kite and Turtle Swamp has been completed.
Contour data has been collected and mapped, as has hydrological data together with flow directions as shown below.
However, other wetlands exist on Russell Island, namely Midgee Street Wetlands and Mosquito Wetlands, both located at the southern end of Russell Island. These have now been included as part of the Russell Island Wetlands Project.
Data collection for the Midgee Street Wetlands will commence early 2010. At this stage it is envisaged that data will be compiled and analysed in a similar manner to that of Whistling Kite and Turtle Swamp. It is envisaged Mosquito Wetlands will be rolled-out following Midgee Street Wetlands data completion
Organisational Structure
Following an open call meeting held on the 14th December, 2009 the following positions were identified and filled or in the process of filling.
Table 1 Identified Positions of Friends of the Wetlands
|
Committee |
|
President |
|
Chairperson |
|
Treasurer |
|
Minute taker |
|
Secretary |
|
Supervisory tasks |
|
Project manager |
|
Works supervisor |
|
Workplace health & safety |
|
First Aid |
|
Foundation tasks |
|
Liason |
|
Membership |
|
Human resources |
|
Group formalisation |
|
Sponsorship-Media |
|
Workgroups |
|
Management plan |
|
Internet-Database |
|
Data collection (survey/photography) |
|
Reclamation/restoration (rubbish) |
|
Weed control |
These positions and current Friends of Wetlands structure maybe represented as shown below.
Figure 1: Existing Structure and Positions of Friends of Wetlands
It was mentioned at the 14th December meeting, that the Friends of the Wetlands should be formally registered as an incorporated organisation. Given the above existing positions, a structure for the organisation is suggested below, which has minimal transitional disruption.
Figure 2: Suggested Structure of Friends of Wetlands as an Incorporated Organisation
The incorporation process has now been completed with Friends of the Wetlands registered as an incorporated not-for-profit organisation, which is managed by an executive. The executive consists of:
President – Bryan Atkin (Qualifications in engineering and organisation founder)
Project Manager - Chris Lock (Qualifications and experiences in environmental and water quality management)
Secretary - Penny Leader (Qualifications and experience in leverage solutions and training)
Treasurer - Bronwyn Daley (Qualifications and experience in accountancy and auditing)
Future Activity
Following the completion of Mosquito Wetlands data collection it is planned to concentrate on other Southern Morton Bay Island Wetlands.
The skills, resources, knowledge and know-how acquired during the Project’s application on Russell Island will be applied to the other islands in conjunction with Island communities.
One of the future considerations of the project will be wetlands management, sustainability and Island community potential.
Operational Plan
The operational component essentially consists of the various workgroups that have been identified. These workgroups (Figure 3) each have defined activities, which are coordinated by the Project Manager. Although not in existence at the time of writing all activities will be according to established workplace health and safety practices and assigned by the Project Manager. Where Council involvement or approval is required the Project Manager will ensure compliance as required.
Figure 3: Operational Workgroups
Issue: Each workgroup needs to develop objectives and strategies. Suggest follow a process akin to the SMART approach so all strategies are:
Specific
Measurable
Achievable
Realistic
Timeframed
Operational procedures
Operational management will be established from the requisites of Council guidelines and various legislations that govern the management of biodiverse areas. Generally, operational procedures will follow the guidelines of the Redland Shire City Council when planning any activities and the Council will be consulted on these actions. This will ensure that activities are appropriate to the indicated needs and monitored effectively.
This plan will be a living document hence subject to alteration and amendments as the project develops.
Liability/Insurance
Liability and Insurances covering participants working for the Wetlands project will have to be temporarily covered by the Redland Shire Council as the Wetlands caretaker. This can be done under a Memorandum of Understanding up or until monies can be secured when the Friends of Wetlands become an entity and able to procure funding for these purposes. For volunteers working in the field this can be instilled under the guidelines for Bushcare Program. For other people that will work for the project temporarily and/or in other work contexts, arrangements can be defined in the Memorandum of Understanding indicating the processes needed to assure liability and insurance coverage.
Workgroups
Hydrology
The function of the Hydrology group is to determine:
- Water health by testing for dissolved, suspended and emulsified compounds
- Flow rates and direction
- Adjacent marine environment health and influences
- Seasonal changes and degree of effect/influence
- Any urban impact effects
- Requirements for infrastructure or maintence works
Internet/Database
The key function of the Internet/Database group is to:
- Maintain the Friends of Wetlands Web site
- Enter data into the database
- Maintain and develop database
- Recommend software programs and applications to manage or present information
- Troubleshoot inconsistencies
Issue: Current hosting of the web site is via Bryan Atkin. This needs to be looked at with long term view in mind.
Data Collection
The function of the Data Collection group is to:
- Conduct surveys of areas/sites
- Document fauna and flora species that inhabit an area or site
- Observe seasonal changes
- Document aspects/features/encroachments/degradation/impacts of area/site
- low, species or geo-morphologies
The Friends of the Wetlands will utilise the Redland City Council’s data and information management systems to establish data management and collation processes. This ensures adherence to the aims indicated in the Action Plan and intentions shown in the 6 principles outlined in the Queensland Biosecurity Strategy 2009-14. It is envisaged that by utilising these systems it will help to streamline processes for efficacy in data information and management.
Reclamation/Restoration
The Reclamation/Restoration group is involved in activities that return an area/site back to its natural state. It does this by:
- Removing any waste materials and rubbish
- Removing any introduced obstacles or barriers that impact on a local ecosystem
- Establishing native species balance, particularly flora, for a particular type of area/site
- Replenishing degraded areas/sites with soils, water flow rates and direction
Weed Control
The Weed Control group is responsible for the control and eradication of:
- Introduced species into an area/site
- Monitoring areas/sites for potential outbreaks of foreign/introduced species
- Observing seasonal variations and strategy development for control
- Documenting urban impact incidents
- Identifying areas/sites requiring restoration
Public Access
The Public Access group is an advisory group. As the Wetlands are Council owned it has responsibility for their maintenance, infrastructure and access. However, in the management of the Wetlands informed and timely information provided to Council by this group would be a valuable component in Wetlands management.
Advice can be broad from observations made to scientific data collected. Areas of advice could include:
- Population data on flora and fauna of an area/site
- Infrastructure requirements (boardwalks, bike paths, car parks, public toilets, litter bins)
- Maintenance works
- Flora specimen supplies
- Exclusion zones
- Areas of unique or special interest
Table 2 Plant and Equipment requirements ($1000 and over)
|
Plant and equipment required |
Already owned |
Buy, lease or volunteer |
|
Vehicle |
Yes |
Volunteer |
|
Computer |
Yes |
Volunteer |
|
Camera |
Yes |
Volunteer |
|
GPS logger |
Yes |
|
|
Hydrological analytical unit |
No |
Buy |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
Table 3 Other Equipment and Consumables (under $1000)
|
Equipment and consumables required |
Already owned |
To buy or lease |
|
|
|
|
|
Offfice consumables |
Yes |
N/A |
|
Processing consumables |
No |
Buy |
|
Packaging |
No |
Buy |
|
Office furniture |
No |
Buy |
|
Total |
|
|
Hours of operation
For management and coordination purposes it is suggested that set times be allocated for recurring activities. Hours of operation will be on a volunteer basis.
Suggested times could be:
Project meetings are held on a regular basis and scheduled in the evening on a week day. 7.00 pm to 9.00pm seems to be a convenient time.
Data collection Saturday 8.00 am to 12.00 pm or as arranged
Data processing by arrangement with person responsible
Sunday As required
Data processing
It is envisaged that data processing will be carried out as close to receipt of data as possible. Due to the volunteer nature of involvement the expectation is that the volunteer responsible for an activity will carry out that activity within a workable and agreed to timeframe.
Issue: Data processing needs to follow collection in a timely manner in order to avoid backlogs, assist in project progression and to utilise the data as soon as possible. A policy needs to be developed that covers this area.
Human Resources Plan
Administration of Friends of the Wetlands will become increasingly important as the organisation grows and particularly if/when it becomes incorporated. From the 14th December meeting a number of administrative functions were identified. These are presented in the following proposed structure.
Figure 4 Administration Structure
Administration
Bay Islands Community Services, the auspicing organisation, currently handles the majority of the administration requirements. As an area that is thought to become more demanding a strategy needs to be developed and implemented in order to ensure future operation.
Activities that are expected to increase are:
- Insurance cover (quotations, payments, policy control)
- Funding application submissions
- Milestone and project reports
- Documentation and information management
- Registry maintenance of resources
- Coordination and facilitation of activities
Foundation
The foundation area is concerned with human resources within Friends of the Wetlands and growing its membership. Activities include:
- Interacting with members to be involved with specific activities
- Follow up with members as required
- Liaise with other organisations and individuals and encourage membership
- Conduct membership drives
- Maintain contact with members and keep informed of current events and information
Sponsorship and Promotion
The principal activities include:
- Liaise with organisations and individuals for sponsorship of the Friends of the Wetlands, through monetary donations and products and services donations
- Prepare items for media release/use
- Develop and organise printing of posters, flyers, handouts etc that promote the activities being carried out and outcomes
- Ensure adequate recognition of sponsors where appropriate
Funding and Development
Due to the volunteer operation of Friends of the Wetlands and the current lack of products or services that could generate income, funding from external bodies is critical for continuance and development. The activities of this section therefore include:
- Identify appropriate granting bodies and funding programs
- Complete project funding applications
- Complete milestone and project reports
- Advise appropriate individuals or representatives of current progress as required
- Identify areas suitable for development
- Identify resources required for development
Training
One of the areas requiring continual input is work group member training. As new members come into the organisation and are engaged in activities, training in standard operating procedures will be given by experienced personnel.
As the organisation grows and develops it is envisaged that members could be sponsored in undertaking certified courses in areas such as Environmental Protection, Conservation and Land Mangement or data handling and communications.
Promotional Plan
The promotional plan entails increasing local community members, businesses and the general public’s awareness of the wetlands, it’s value as a contributor to life style and as a resource that can be appreciated and enjoyed. Awareness of impacts on the wetlands and the need for sound management practices to be applied.
This increased awareness will be achieved through:
- Articles in various media outlets
- Inclusion in advertisements that promote the SMBI
- Tourism outlets
- Approaches to television programs for inclusion such as The Great South East
- Posters displayed in appropriate locations
- Calendars
- Fridge magnets
- Representation at local events
- Business sponsorship and support
- Inclusion in Council promotional activities
- Postcard sales
- Craft card sales
- Branding of products
- Membership drives
- Information presentations
- Leaflet circulation
- Media releases on major outcomes being attained
Promotion is an ongoing activity, which involves all members of Friends of the Wetlands.
Financial Plan
As the Friends of the Wetlands grows and meets its objectives, there will be a need to identify sustainable funding opportunities. These are best developed in partnership with key stakeholders and may be single applications or part of a bigger project happening within council and/or state or federal government
Some of the funding opportunities may be improved by:
- developing a case for Council to include Friends of the Wetlands pilot project as part of Council’s development programs
- develop commercial products that evolve out of the Wetlands
- develop fund raising events
- identify sponsors
- join or become associated/affiliated with another body that has the capacity to carry the Wetlands endeavor
- identify synergies with developers, tourism bodies and Government to develop resources
Other strategies could be identified, however for this management plan option c) above is being considered with components from other options as appropriate.
This Financial Plan is based on a number of assumptions, which are outlined below:
Assumptions
- That Friends of the Wetlands will continue to grow and become a registered (Incorporated) organisation
- That volunteer effort will be sufficient to allow the organisation to develop a position of competitiveness and generate revenue
- That the Wetlands will create sufficient interest to attract visitors in appropriate numbers that can be capitalised upon
- The products suggested for sale are realistic and achievable
- The organisation will be successful in obtaining grants at least to the level indicated
- Costs used are estimates mixed with goodwill and volunteer contribution
- That Council will be supportive in infrastructure provision that is sufficient to promote and generate Wetlands use as desired
- That Council desire public access to the Wetlands and are prepared to meet associated costs in managing such a resource
In pursuing the development of products that evolve out of the Wetlands project, two main considerations have been taken into account. These considerations are:
- The Wetlands are a natural resource which exhibit some unique features, characteristics or components
- The Wetlands project is an information generating project which has value and is in an area which is receiving increased attention from Governments and the general public through climate change concerns, environmental responsibility and lifestyle considerations.
It is therefore suggested that a number of products could be developed and commercialised in a manner that raises awareness of the wetlands and promotes the resource to a wide customer base. The products identified at this stage are:
- Postcards and Calendars – utilising the natural scenic beauty of the wetlands and the large number of photographs existing in the data base, selected shots with commentary could be printed in a postcard format and retailed through Island outlets and businesses associated with the southern Moreton bay island (SMBI) communities.
- One of the unique resources Russell Island has is the Russell Island orchid. Given an appropriate approach to the Department of Primary Industries, arrangements could be put in place to tissue culture specimens of this orchid and grow out for commercial sale. As orchids can be slow growing it is suggested that immature and mature stocks be marketed, in order to generate income in a timely manner and to also capitalise on the potential of the product.
- A third product is a project kit based on the information generated from the Wetlands project. This kit could be marketed as an educational tool to schools and also used to garner interest in school field visits. The information could be presented in a form that is tailored to primary school or secondary school levels. By addressing Education Queensland curriculum requirements the potential for its inclusion as a legitimate education activity exists.
Product development is based on volunteer input to reach the retail stage. After that point it is anticipated that a more commercial approach would be taken. Suggested (estimates only) prices and costs are shown in the following table.
Table 4 Pricing of Products
|
|
|
Product/Service 1 |
Product/Service 2 |
Product/Service 3 |
Product/Service 4 |
||||
|
|
|
Post Cards |
|
Russell Island Orchid lge |
Russell Island Orchid sml |
School Project kits |
|
||
|
Unit Sales Price |
$3.00 |
100.00% |
$25.00 |
100.00% |
$10.00 |
100.00% |
$15.00 |
100.00% |
|
|
GST |
|
$0.00 |
0.00% |
$0.00 |
0.00% |
$0.00 |
0.00% |
$0.00 |
0.00% |
|
Unit Sales Price, no GST |
$3.00 |
100.00% |
$25.00 |
100.00% |
$10.00 |
100.00% |
$15.00 |
100.00% |
|
|
Cost of Goods Sold |
|
|
|
|
|
|
|
|
|
|
|
Materials |
$0.40 |
13.33% |
$2.00 |
8.00% |
$1.00 |
10.00% |
$3.00 |
20.00% |
|
|
Consumables |
$0.25 |
8.33% |
$2.00 |
8.00% |
$1.00 |
10.00% |
$2.00 |
13.33% |
|
|
Labour |
|
0.00% |
|
0.00% |
|
0.00% |
|
0.00% |
|
|
Other |
|
0.00% |
|
0.00% |
|
0.00% |
|
0.00% |
|
Total COGS less GST |
$0.65 |
21.67% |
$4.00 |
16.00% |
$2.00 |
20.00% |
$5.00 |
33.33% |
|
|
Gross Profit |
$2.35 |
78.33% |
$21.00 |
84.00% |
$8.00 |
80.00% |
$10.00 |
66.67% |
|
|
TimeTaken in Hours |
|
|
|
|
|
|
|
|
|
|
|
GST on COGS |
$0.06 |
|
$0.36 |
|
$0.18 |
|
$0.45 |
|
Sales
At the time of writing there is little data available on which sale performances can be based. However, some triggers can be identified that could be used as a basis for estimates made. Triggers that include:
- Christmas New Year period
- Easter
- School holidays
- Likely school excursion periods
Times when visitors to the Islands are likely to be higher than normal. Other dates that could be targeted could include Australia day, mother’s and father’s days. Or events which generate festive or jovial feelings such as the Melbourne Cup when people are more likely to make spontaneous or additional purchases.
The Sales projections below do not reflect any substantiated data on which these figures are based, but rather indicate that there will be variations in sales. The postcards could be produced relatively quickly and used in the first year to help create public and community awareness. Orchid sales are more a reflection on time to grow out to a suitable size. It is estimated that the large size product would require around two years propagation, depending on grow out facilities and conditions.
The actual figures used are included in the tables below. The figures are guesses and used only to indicate startup scale and a future direction for growth.
Figure 5 Sales Projections
Other products that could be followed up are:
- Dried and pressed Wetlands flowers and used in the production of cards, perhaps through the involvement of local craft groups
- Wetland plants seed sachets for people to plant in gardens or pots
- Depending on resource availability the potential for honey production may exist
- T-shirts with logos etc could be produced
Again this list is not comprehensive and others may have more interesting and commercial concepts that could be pursued.
Issue – there needs to be an agenda item at a meeting of the wetlands group where products that hold potential for development are discussed and how that may be achieved.
Table 5 Sales Projections Year 1
|
Month |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Total |
|
ITEM OR SERVICE 1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Post Cards |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
120 |
|
Selling price per item or service |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3 |
|
Total sales |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
30.00 |
360 |
|
Cost of goods sold |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
6.50 |
78 |
|
GST on COGS |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
0.59 |
7 |
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
ITEM OR SERVICE 2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Russell Island Orchid lge |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Selling price per item or service |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
|
Total sales |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
Cost of goods sold |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
GST on COGS |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
ITEM OR SERVICE 3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Russell Island Orchid sml |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Selling price per item or service |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
|
Total sales |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
Cost of goods sold |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
GST on COGS |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
|
ITEM OR SERVICE 4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
School Project kits |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Selling price per item or service |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
|
Total sales |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
Cost of goods sold |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
GST on COGS |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
Table 6 Sales Projections Year 2
|
Month |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Total |
|
ITEM OR SERVICE 1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Post Cards |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
20 |
50 |
30 |
30 |
80 |
80 |
20 |
10 |
30 |
10 |
10 |
10 |
380 |
|
Selling price per item or service |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
3.00 |
|
Total sales |
60.00 |
150.00 |
90.00 |
90.00 |
240.00 |
240.00 |
60.00 |
30.00 |
90.00 |
30.00 |
30.00 |
30.00 |
1140.00 |
|
Cost of goods sold |
13.00 |
32.50 |
19.50 |
19.50 |
52.00 |
52.00 |
13.00 |
6.50 |
19.50 |
6.50 |
6.50 |
6.50 |
247.00 |
|
GST on COGS |
1.18 |
2.95 |
1.77 |
1.77 |
4.73 |
4.73 |
1.18 |
0.59 |
1.77 |
0.59 |
0.59 |
0.59 |
22.45 |
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
ITEM OR SERVICE 2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Russell Island Orchid lge |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
|
|
|
|
|
|
|
|
|
25 |
40 |
45 |
110 |
|
Selling price per item or service |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
25.00 |
|
Total sales |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
625.00 |
1000.00 |
1125.00 |
2750.00 |
|
Cost of goods sold |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
100.00 |
160.00 |
180.00 |
440.00 |
|
GST on COGS |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
9.09 |
14.55 |
16.36 |
40.00 |
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
ITEM OR SERVICE 3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Russell Island Orchid sml |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
|
30 |
20 |
20 |
50 |
30 |
10 |
10 |
20 |
10 |
10 |
10 |
220 |
|
Selling price per item or service |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
10.00 |
|
Total sales |
0.00 |
300.00 |
200.00 |
200.00 |
500.00 |
300.00 |
100.00 |
100.00 |
200.00 |
100.00 |
100.00 |
100.00 |
2200.00 |
|
Cost of goods sold |
0.00 |
60.00 |
40.00 |
40.00 |
100.00 |
60.00 |
20.00 |
20.00 |
40.00 |
20.00 |
20.00 |
20.00 |
440.00 |
|
GST on COGS |
0.00 |
5.45 |
3.64 |
3.64 |
9.09 |
5.45 |
1.82 |
1.82 |
3.64 |
1.82 |
1.82 |
1.82 |
40.00 |
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
|
ITEM OR SERVICE 4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
School Project kits |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Number sold per month |
|
|
5 |
5 |
|
|
5 |
10 |
|
5 |
5 |
|
35 |
|
Selling price per item or service |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
15.00 |
|
Total sales |
0.00 |
0.00 |
75.00 |
75.00 |
0.00 |
0.00 |
75.00 |
150.00 |
0.00 |
75.00 |
75.00 |
0.00 |
525.00 |
|
Cost of goods sold |
0.00 |
0.00 |
25.00 |
25.00 |
0.00 |
0.00 |
25.00 |
50.00 |
0.00 |
25.00 |
25.00 |
0.00 |
175.00 |
|
GST on COGS |
0.00 |
0.00 |
2.27 |
2.27 |
0.00 |
0.00 |
2.27 |
4.55 |
0.00 |
2.27 |
2.27 |
0.00 |
15.91 |
|
Time Taken (Hours) |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
0.00 |
Financial Performance
It is recognised and acknowledged that the Friends of the Wetlands has mostly existed through the volunteer efforts of Bryan and Anita Atkin, with some supporting assistance through grant funds. It is also recognised that this situation will not change for the immediate future.
The gaining of grant funds from appropriate programs remains essential to the development of the project as does the need for volunteer input.
Given small sales revenue and the increasing costs as the project team and activities expands the organisation will need to gain access to external funding. The following diagrams and estimated costs have been used to demonstrate a likely scenario.
Figure 6 Sales, Expenses and Net Profit Year 1
As the second year performance indicates, the sale of the large size orchid can have a significant impact on performance. Again this is not based on actual figures but projections that seem reasonable. It is used as a point of demonstration that there is a need to have a high priced product in the product mix.
Figure 7 Sales, Expenses and Net Profit Year 2
Currently Friends of the Wetlands has survived by the use of private residence and use of Bay Island Community Service facilities. Whether this situation is feasible on an ongoing basis is a question that requires serious consideration.
The considerations of establishing a “Home” for Friends of the Wetlands include:
- Where and what is available?
- How much will rent or user costs be?
- When is it required?
- Will the organisation develop to the point of employing employees on a part-time or casual basis?
- What are the associated costs that will need to be met?
Some of these requirements are shown in the following table. It is not comprehensive and is included to prompt consideration on this matter.
Table 7 Costs associated with Office establishment
|
Plant and Equipment $1000 and over |
|
||
|
Item |
Already owned |
To be purchased |
Total |
|
Laptop computer |
1600 |
|
$1,600.00 |
|
Office equipment |
1100 |
|
$1,100.00 |
|
Office furniture |
1200 |
|
$1,200.00 |
|
|
|
|
$ - |
|
|
|
|
$ - |
|
|
|
|
$ - |
|
Total |
$3,900.00 |
$ |
$3,900.00 |
|
|
|
|
|
|
Equipment and Consumables under $1000 |
|
||
|
Item |
Already owned |
To be purchased |
Total |
|
Stationery |
|
100 |
$ 100.00 |
|
Print cartridges |
|
120 |
$ 120.00 |
|
Consumables |
|
200 |
$ 200.00 |
|
|
|
|
$ - |
|
|
|
|
$ - |
|
|
|
|
$ |
|
Total |
|
$420.00 |
$420.00 |
|
|
|
|
|
|
TOTAL |
$3,900.00 |
$420.00 |
$ 4,320.00 |
Cashflow
The cashflow section is once again a section used as a demonstration rather than based on actual figures. It demonstrates that grant funds will play a very significant role in Friends of the Wetlands ability to develop and achieve the ultimate desired outcomes.
Table 8 Cashflow Forecast Years 1 & 2
|
|
|
|
Month |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Totals |
|
CASH IN |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash sales |
|
|
|
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
360 |
|
Credit sales payments |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
GST |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total sales |
|
|
|
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
360 |
|
Working Capital |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Grant |
|
|
|
10000 |
|
|
|
|
|
|
|
|
|
|
|
10000 |
|
A. Total Cash In |
|
|
10030 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
10360 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CASH OUT |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Expenses GST included |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
Accountancy |
|
|
|
|
|
|
|
|
|
|
500 |
|
|
|
500 |
|
|
Advertising |
|
|
|
20 |
|
40 |
40 |
40 |
|
|
40 |
|
|
20 |
200 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Electricity |
|
|
|
20 |
20 |
20 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
330 |
|
Equipment lease/hire purchase |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
Insurances |
|
|
|
80 |
80 |
80 |
80 |
80 |
80 |
80 |
80 |
80 |
80 |
80 |
80 |
960 |
|
Internet |
|
|
|
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
348 |
|
Motor Vehicle |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Office supplies |
|
|
|
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
220 |
|
|
Rent / lease of property |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
Repairs & maintenance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
Telephone |
|
|
|
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
420 |
|
Travel |
|
|
|
|
|
|
|
200 |
|
250 |
|
|
|
400 |
|
850 |
|
Volunteer Reimbursement |
|
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
240 |
||
|
Other |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Expenses non GST |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Bank charges |
|
|
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
120 |
|
|
Cost of Goods Sold |
|
|
7 |
7 |
7 |
7 |
7 |
7 |
7 |
7 |
7 |
7 |
7 |
7 |
78 |
|
|
Other |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GST paid on COGS, information only |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
1 |
7 |
|||
|
GST paid on Overheads info only |
17 |
20 |
19 |
23 |
41 |
23 |
42 |
19 |
69 |
19 |
56 |
21 |
370 |
|||
|
Total business expenses |
|
201 |
241 |
221 |
271 |
471 |
271 |
481 |
231 |
771 |
231 |
631 |
251 |
4266 |
||
|
NET PROFIT |
|
|
-171 |
-211 |
-191 |
-241 |
-441 |
-241 |
-451 |
-201 |
-741 |
-201 |
-601 |
-221 |
-3906 |
|
|
Capital purchases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
B. Total Cash Out |
|
|
201 |
241 |
221 |
271 |
471 |
271 |
481 |
231 |
771 |
231 |
631 |
251 |
4266 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net Cash flow (A-B) |
|
|
9830 |
-211 |
-191 |
-241 |
-441 |
-241 |
-451 |
-201 |
-741 |
-201 |
-601 |
-221 |
|
|
|
Opening Balance |
|
|
|
9830 |
9619 |
9429 |
9188 |
8748 |
8507 |
8057 |
7856 |
7116 |
6915 |
6315 |
|
|
|
Closing Balance |
|
|
9830 |
9619 |
9429 |
9188 |
8748 |
8507 |
8057 |
7856 |
7116 |
6915 |
6315 |
6094 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CASH FLOW FORECAST (Year 2) |
|
|
|
|
|
|
|
|
|
|
||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Month |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Totals |
|
CASH IN |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash sales |
|
|
|
60 |
450 |
365 |
365 |
740 |
540 |
235 |
280 |
290 |
830 |
1205 |
1255 |
6615 |
|
Credit sales payments |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
GST |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total sales |
|
|
|
60 |
450 |
365 |
365 |
740 |
540 |
235 |
280 |
290 |
830 |
1205 |
1255 |
6615 |
|
Working Capital |
|
|
2084 |
|
|
|
|
|
|
|
|
|
|
|
2084 |
|
|
Grant |
|
|
|
|
|
|
|
|
|
|
|
|
35000 |
|
|
35000 |
|
A. Total Cash In |
|
|
2144 |
450 |
365 |
365 |
740 |
540 |
235 |
280 |
290 |
35830 |
1205 |
1255 |
43699 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
CASH OUT |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Expenses GST included |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
Accountancy |
|
|
|
|
|
|
|
|
|
|
500 |
|
|
|
500 |
|
|
Advertising |
|
|
|
100 |
|
40 |
|
100 |
|
40 |
|
100 |
|
|
380 |
|
|
Electricity |
|
|
|
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
30 |
360 |
|
Equipment lease/hire purchase |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
Insurances |
|
|
|
44 |
44 |
44 |
44 |
44 |
44 |
44 |
44 |
44 |
44 |
44 |
44 |
528 |
|
Internet |
|
|
|
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
29 |
348 |
|
Motor vehicle |
|
|
120 |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
120 |
1440 |
|
|
Office supplies |
|
|
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
240 |
|
|
Rent / lease of property |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
Repairs & maintenance |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
||
|
Telephone |
|
|
|
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
35 |
420 |
|
Travel |
|
|
|
|
100 |
|
|
200 |
|
450 |
|
|
|
1200 |
|
1950 |
|
Volunteer Reimbursment |
|
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
100 |
1200 |
||
|
Other |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Expenses non GST |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Bank charges |
|
|
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
120 |
|
|
Cost of Goods Sold |
|
|
13 |
93 |
85 |
85 |
152 |
112 |
58 |
77 |
60 |
152 |
212 |
207 |
1302 |
|
|
Other |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GST paid on COGS, information only |
1 |
8 |
8 |
8 |
14 |
10 |
5 |
7 |
5 |
14 |
19 |
19 |
118 |
|||
|
GST paid on Overheads - info only |
34 |
53 |
34 |
38 |
53 |
43 |
75 |
38 |
80 |
43 |
143 |
34 |
670 |
|||
|
Total business expenses |
|
401 |
681 |
473 |
513 |
740 |
600 |
896 |
505 |
948 |
640 |
1800 |
595 |
8788 |
||
|
NET PROFIT |
|
|
-341 |
-231 |
-108 |
-148 |
|
-60 |
-661 |
-225 |
-658 |
191 |
-595 |
661 |
-2173 |
|
|
Capital purchases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GST payable to Tax office = Nil |
|
|
|
|
|
|
|
|
|
|
|
|
|
|||
|
B. Total Cash Out |
|
|
401 |
681 |
473 |
513 |
740 |
600 |
896 |
505 |
948 |
640 |
1800 |
595 |
8788 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net Cash flow (A-B) |
|
|
1743 |
-231 |
-108 |
-148 |
|
-60 |
-661 |
-225 |
-658 |
35191 |
-595 |
661 |
|
|
|
Opening Balance |
|
|
|
1743 |
1513 |
1405 |
1258 |
1258 |
1198 |
537 |
312 |
-346 |
34845 |
34251 |
|
|
|
Closing Balance |
|
|
1743 |
1513 |
1405 |
1258 |
1258 |
1198 |
537 |
312 |
-346 |
34845 |
34251 |
34911 |
|
|
Profit and Loss Projections
Based on the above considerations, if Friends of the Wetlands were to stand as an independent organisation greater revenue generating ability would be required to avoid net financial loss
Table 9 Profit and Loss Projections for Years 1 & 2
|
|
Year 1 |
|
Year 2 |
|
||
|
INCOME (No GST) |
|
|
% of Sales |
|
|
|
|
|
SALES |
|
360 |
100% |
6,615 |
100% |
|
|
Cost of Goods Sold |
78 |
22% |
1,302 |
20% |
|
|
|
GROSS PROFIT |
282 |
78% |
5,313 |
80% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
EXPENSES (including GST paid) |
|
|
|
|
||
|
Accountancy |
|
500 |
139% |
500 |
8% |
|
|
Advertising |
|
|
200 |
56% |
380 |
6% |
|
Electricity |
|
|
330 |
92% |
360 |
5% |
|
Equipment lease/hire purchase |
0 |
0% |
0 |
0% |
||
|
Insurances |
|
|
960 |
267% |
528 |
8% |
|
Internet |
|
|
348 |
97% |
348 |
5% |
|
Motor vehicle |
|
0 |
0% |
1440 |
22% |
|
|
Office supplies |
|
220 |
61% |
240 |
4% |
|
|
Rent / lease of property |
|
0 |
0% |
0 |
0% |
|
|
Repairs & maintenance |
|
0 |
0% |
0 |
0% |
|
|
Telephone |
|
|
420 |
117% |
420 |
6% |
|
Travel |
|
|
850 |
236% |
1950 |
29% |
|
Workers compensation |
|
0 |
0% |
0 |
0% |
|
|
Volunteer Reimbursement |
|
240 |
67% |
1200 |
18% |
|
|
Other |
|
|
0 |
0% |
0 |
0% |
|
Bank charges |
|
120 |
33% |
120 |
2% |
|
|
Employee wages |
|
0 |
0% |
0 |
0% |
|
|
Employee superannuation |
|
0 |
0% |
0 |
0% |
|
|
|
|
|
|
0% |
|
0% |
|
Other |
|
|
0 |
0% |
0 |
0% |
|
|
|
|
|
0% |
|
0% |
|
|
TOTAL EXPENSES |
4188 |
1163% |
7486 |
113% |
|
|
|
|
|
|
|
|
|
|
|
NET PROFIT |
-3906 |
-1085% |
-2173 |
-33% |
|
|
|
|
|
|
|
|
|
|
|
RESERVES/SAVINGS |
-3906 |
|
-2173 |
|
|
|
|
|
|
|
|
|
|
Public Access
Public access is an area that needs to be resolved by the Redland City Council. Friends of the Wetlands needs to feed information gathered into the decision making process. It is envisaged that a friendly and productive relationship will result from this association.
Areas which will need consideration include:
- Management practices employed
- Level of public access
- Infrastructure requirements – paths, bicycle tracks, car parks, public toilets, benches, tables, bird viewing blinds, litter bins
- Impacts of access
- Representation/consultation in decision making
Issue - Public Access and Legal Responsibility are areas for Council’s consideration. Friends of the Wetlands could assist Council decision making by providing data in this area. However, Friends of the Wetlands needs to check their legal liability/responsibility if it engages in these decision-making processes.
Issue: Wetlands Management is an area of Council responsibility. Feedback on management practices could be an activity that Friends of the Wetlands engages in once the wetlands have been open to the public. Is this the long-term future of Friends of the Wetlands?
Sustainability
As the financial plan demonstrates access to external funds and the generation of revenue is critical for sustainability.
Revenue can be generated through a diverse range of activities, which include:
- Government grants
- The sale of products and services.
- Sponsorships
- Donations
- Membership
- Gifts
- Raffles, stalls, community drives
This is an area which needs in-depth discussion and include the likely degree/balance of volunteer effort and funded activities.
A second strategy for sustainability is to develop relationships with other organisations. Such as:
- South East Queensland Catchment association
- Wetlands Australia
- Landcare Australia and relevant associated Bushcare groups
- Southern Moreton Bay Islands Forum
