Business Plan
Free public access. Paid organized programs. Transparent financial decisions.
Jordan Park is a fictional RSMA facility model with eight tennis courts and four pickleball courts. The FY2027 forecast combines instruction, camps, pickleball, tournaments and stringing while protecting free public court access.
FY2027 financial snapshot
$207,175
Projected program revenue
$183,942
Direct department expenses
$23,233
Contribution before facility overhead
Planning status: Academic forecast, not reported results or a City-approved appropriation. Full-cost sustainability remains unproven until facility overhead, capital needs and additional delivery labor are costed.
Open the current FY2027 Budget & Pro Forma
Customer experience evidence
Review the participant satisfaction survey · Feedback instrument, not survey results.
Review the KPI dashboard · Proposed targets and tracking tools.
Review the inquiry-to-return CRM workflow · Proposed follow-up process.
Budget and staffing
Financial Framework & Annual Budget
The latest FY2027 academic budget projects $207,175 in program revenue, $151,200 in wages, and $24,192 in employee benefits at 16% of wages. Personnel costs total $175,392. Direct operating costs total $8,550: $1,000 in cost of goods sold and $7,550 in other operating expenses. Total direct department expenses are $183,942, leaving $23,233 before facility overhead.
The model funds three tennis coaches, two front-desk employees, and two pickleball staff members. Public tennis and pickleball court access remains free, with no membership model. City-funded maintenance, utilities, shared administration, insurance, equipment replacement, and capital requirements must be entered on Sustainability before full costs or General Fund support can be calculated.
How the Latest Budget Reconciles
Projected revenue mix
FY2027 academic forecast. Bar lengths compare revenue streams; values total $207,175.
Adult group lessons — $54,825
Junior group lessons — $48,375
Private lessons — $41,400
Camps — $21,375
Tournaments — $16,000
Stringing — $14,400
Pickleball — $10,800
Court access, leagues, teams and special-event revenue are budgeted at $0. Future offerings require a separate funded proposal.
Tennis wages are $123,900: three coaches × 32 group-teaching hours per week × 43 weeks × $25, plus three coaches × 6 private-lesson hours per week × 46 weeks × $25. Front-desk wages are $12,900 (two employees × 10 hours × 43 weeks × $15); pickleball wages are $14,400 (two staff × 10 hours × 36 weeks × $20). Total wages are $151,200; benefits at 16% are $24,192.
Other direct expenses are $5,000 for special events, $1,800 for tournament platform costs, and $750 for uniforms, plus $1,000 soft-goods COGS. The workbook calls for quotes or receipts supporting the units and rates behind these amounts. The Original Budget download is retained only as a historical reference; the latest Budget & Pro Forma workbook is the current planning source. Historical totals are not comparable until prior-year scope is reconciled.
Weekly Program & Staffing Assumptions
The former illustrative timetable has been replaced by the latest workbook assumptions. A dated, conflict-free seasonal roster must validate these hours, court capacity, enrollment, preparation, and event coverage before operational use.
Private tennis lessons: Three coaches × 6 hours per week × 46 weeks at $50 produces $41,400. Six hours is the working base; a higher-volume narrative is not an approved assumption.
Adult tennis groups: Three coaches × 17 hours per coach per week × 43 weeks × $25 produces $54,825. Confirm that 17 represents hours per coach, and validate fee units and enrollment before approval.
Junior tennis groups: Three coaches × 15 hours per coach per week × 43 weeks × $25 produces $48,375. The workbook also describes eight classes per week and six-week sessions; that narrative must be reconciled with the teaching-hour forecast.
Front desk: Two employees × 10 hours per week × 43 weeks at $15. Free court access seven days a week does not imply a continuously staffed front desk.
Pickleball: Five participants × four classes per week × $15 × 36 weeks produces $10,800. Two staff each have 10 funded hours per week for 36 weeks at $20; allocate instructional and other duties explicitly.
Capacity and controls
Seasonal Capacity & Funding Check
Teaching-hour basis: The workbook uses 51 adult-group and 45 junior-group coach-hours per week over 43 weeks, plus 18 private-lesson coach-hours per week over 46 weeks. The $123,900 tennis payroll at $25 per hour buys 4,956 annual hours, matching those group and private teaching assumptions. Camp delivery, preparation, meetings, training, absence cover, stringing, and tournament duties still need an assigned, funded owner. Additional paid hours must flow into the budget.
Camps: The $21,375 forecast assumes 15 paid participants × $475 weekly fee × three camp weeks, one in each of June, July, and August. Confirm fee approval, enrollment, the fee unit, and a funded camp roster; the workbook does not separately identify camp staffing wages.
Tournaments and stringing: Tournament revenue is $16,000 from 20 events × 20 paid entries × $40. Stringing is $14,400 annually: 20 customer-supplied-string racquets per month × $20, plus 20 facility-supplied-string racquets × $40, over 12 months. Validate service volume, labor, supplies, and event coverage.
Access and capacity: Eight tennis and four pickleball courts remain free for public open play. Validate simultaneous court use, weather makeups, camp and tournament allocations, and staffing conflicts before adopting a timetable. Leagues and teams are potential future programming, with no revenue in the current budget.
Financial controls: Wages equal 73.0% of revenue; wages plus benefits equal 84.7%. Direct cost recovery is 112.6%, and the contribution margin before facility overhead is 11.2%. These measures do not demonstrate full-cost sustainability. The $23,233 contribution is available toward facility costs; full-cost recovery and required General Fund support remain incomplete.
Pricing Strategy & Review
Program pricing protects free public access while supporting organized-program costs. Validate rates, fee units, enrollment, staffing ratios, seasonal capacity, and market comparisons against Revenue Assumptions and Pricing History. The workbook flags adult and junior teaching-hour assumptions and camp fee approval for confirmation. The 75% class-fill target is a management KPI, not a validated enrollment basis for every revenue line.
Variance Reporting & Projections
Use Budget vs Actual for monthly revenue, expense, and contribution tracking. Record each material variance, its cause, corrective action, responsible lead, and follow-up date. Revenue increases of 31.0% over the current-year projection and 50.2% over prior-year actual are not organic-growth measures: prior-year scope must first be reconciled.
The seven-year General Fund view covers FY2023–FY2029. FY2023–FY2024 actuals are unavailable; FY2025 uses prior-year actuals, FY2026 the current-year projection, and FY2027 the draft budget. FY2028–FY2029 use editable 3.0% planning assumptions for program revenue and cost escalation, including personnel. These are placeholders, not City forecasts. Full department costs, capital outlay, and General Fund support remain incomplete until Sustainability inputs are entered; major construction or renovation is planned separately through the City capital process.
What the contribution can—and cannot—cover
The direct contribution is 11.2% of revenue. Every $1 of additional delivery labor or facility expense reduces the $23,233 contribution by $1. It is not a whole-facility profit figure.
Illustrative stress test: A 10% revenue shortfall with direct costs unchanged reduces revenue to $186,457.50 and contribution to $2,515.50 before overhead. This scenario is arithmetic, not a prediction; variable costs may also change.
Approval gates before operating launch
Finance lead: Enter annual maintenance, utilities, insurance, shared administration and replacement costs; calculate full-cost recovery and required support. Keep capital outlay separate.
Program lead: Reconcile coach-hours with classes, session lengths, participant counts and fee units. Build a dated court-and-staff roster.
Facility lead: Assign and cost camp, tournament, stringing, preparation, training and absence coverage. Recalculate wages and benefits.
Program and finance leads: Record local price comparisons, historical enrollment where available, supplier quotes and the source/date for each assumption. Do not treat demand as established without evidence.
Authorizing manager: Review the revised budget, public-access capacity and safety readiness together before approving delivery.
Roles above are proposed responsibilities, not named appointments. The workbook remains the financial source of record.
Marketing and community
Leadership Brand
My leadership brand centers on access, clear standards, measurable results, and a welcoming experience. Jordan Park’s proposed marketing translates those commitments into clear invitations, visible pathways, and dependable follow-up.
Marketing & Sales Strategy
Marketing uses a seasonal campaign calendar, RecTrac data, email, community partners, school and recreation outreach, referral invitations, program landing pages, and on-court conversion prompts. Sales success is measured through inquiries, enrollment, conversion, retention, fill rate, referrals, and revenue by program type.
Proposed 12-Month Marketing Calendar
This monthly schedule is a proposed outreach calendar, not the funded delivery calendar. Leagues and teams have $0 revenue in the current budget; launch dates require separate enrollment, staffing, and funding approval.
January: Launch an adult beginner series; track inquiries and registrations.
February: Invite partner referrals and reconnect with past participants; track re-enrollment.
March: Promote junior pathways through schools; track inquiries and program fill.
April: Promote spring clinics; track first-session conversion. Evaluate leagues separately before funding or launch.
May: Promote summer camps after staffing and fee approval; track enrollment pace. Junior teams remain a separate proposal.
June: Welcome camp families and recommend next steps; track attendance and satisfaction.
July: Promote family events and tournament opportunities; track participation and referrals.
August: Follow up with summer participants about fall programs; track retention.
September: Promote beginner re-entry programs; track fill rate. Adult leagues require separate funding approval.
October: Run a community introduction event; track new-player conversion.
November: Gather participant feedback and review pricing, staffing, and next-year priorities.
December: Recognize participants and staff, review annual results, and prepare winter outreach.
Accountability: Program leads coordinate each campaign. Review enrollment, conversion, retention, and program contribution weekly; document the next action and follow-up date in the CRM workflow.
Customer Journey
Learn → Play → Belong → Stay. The experience begins with a clear invitation and welcoming first session, advances through skill development and social play, then uses enrollment follow-up, retention tracking, and referral invitations to create lasting participation.
Community Engagement
Jordan Park engages schools, recreation partners, families, beginners, older adults, and competitive players through low-barrier introductory opportunities, community events, partner outreach, volunteer roles, and inclusive programming.
People and resources
Compensation & Benefits
Compensation aligns role scope, coaching qualifications, customer-service expectations, and professional-development responsibilities. The approach pairs fair pay with clear job descriptions, consistent scheduling expectations, evaluation feedback, recognition, training access, and defined advancement pathways.
Plan documents
Latest Budget & Pro Forma (FY2027 planning source) · Original Budget (Historical Reference) · Marketing & Sales Strategy
Proposed 90-day implementation plan
This sequence begins after the model receives authorization. It is a planning schedule, not evidence of an operational launch.
Days 1–30 · Validate. Finance and program leads reconcile costs, fee units, demand evidence and court capacity. Deliverable: a sourced budget, risk register and conflict-free roster. Gate: no uncosted delivery duties.
Days 31–60 · Prepare. Facility and coaching leads complete onboarding, emergency-response walkthroughs, participant communication and registration setup. Deliverable: readiness checklist and supervised session plans. Gate: safety and staffing sign-off.
Days 61–90 · Pilot and review. Program leads test only approved, funded offerings. Track participation, fill, feedback and contribution; record corrective actions. Deliverable: a first review report with actuals clearly separated from targets. Gate: expand only when safety, staffing and finances support it.
See measurement definitions and review responsibilities · See participant progression pathways