OFFICERS CHRISTIAN FELLOWSHIP Conference Center Task Force 2EFFICIENCY
way?
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EFFECTIVENESS
a. Are the CC aligned with OCF purpose and vision?
b. Do the CC support OCF mission?
c. How can the CC be more effective in achieving the
OCF motto of building Christian leaders, families and
fellowship?
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How are we doing? Can the CC be revenue neutral?
How dependent are the CC on donations and how does
that compare to the industry?
How well are the CC being used? UR
What are the trends? CD history
How can the CC improve their marketing?
What tools can the CC use to keep on target?
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2. Covering operating expenses with
donations • How dependent should we be on donations?
3. Increase Revenue to cover expenses • Can we increase revenue?
4. Decrease expenses to match revenue • Are there areas that should be cut?
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achieve the purpose and vision of OCF?
Are we doing things right?
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UR gives you a measurement tool that
tracks progress.
facilities.
within the hospitality industry.
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Why is this important? • Assuming Expenses are managed and pricing is
sufficient to cover costs
What is a breakeven (Rev. Neutral) UR? 20% = generally what it takes to cover
operating expenses without depreciation 30% = what it takes to be able to cover
depreciation, deferred maintenance, show a profit
40% = able to grow and be sustainable How are the Conference Centers doing?
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1 Leavenworth 98% 75% 2 Heroes/Homefront 90% 100%
3 Creation 50% 50%
4 Marriage 105% 100%
6 Daniel/Leadership 80% 10%
7 Simpsons 98% 54%
8 Medical 120% 25%
2012 Summer Average 84% 54%
2011 Summer avg. 93% 63% 2010 Summer avg. 85% 54% 2009 Summer avg. 95% 70% 2008 Summer avg. 98% 71% 2007 Summer avg. 99% 61%
2006 Summer avg. 96% 60%
How capacity, UR and room assignments
give you different perspectives.
7. Lack of Oversight by Leadership
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Things
3. Commit To Doing What Is BEST Rather
Than What Has Been Tradition
4. Start Filling The Hole – Make a plan!
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making management decisions.
making strategic management decisions.
Recommend using Strategic Performance
Conference Center
Rates are too low to cover operating costs
Operating Costs far exceed Operating
Revenue even with Donations
dependent on operational donations
Develop a marketing plan to OCF and Non-OCF
groups
Sync data base – SC, WSS, Home Office
Standardize key operating procedures
individuals and groups – Produce a video and up-
to-date sound bites to be presented to all groups
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track progress
Work closer with Home Office and Field Staff –
stop trying to do everything yourself – take
advantage of being an organization. Be a team!
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WSS 1.08 1.04 1.12 1.04
SC 1.17 1.05 1.31 1.55
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WSS (41,556) (21,079) (81,513) (21,478) (165,626)
SC (82,781) (25,362)
(134,264) (125,936) (368,343)
TOTAL (215,777) (533,969)
WSS 27% 36% 25% 21%
SC 37% 59% 48% 44%
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WSS
14,086
11,838
12,263
7,960
SC
7,061
7,227
7,162
4,316
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SC
WSS 41.55
WSS
(13.26)
(19.72)
(21.24)
(15.62)
SC
(51.07)
(49.16)
(50.41)
(52.36)
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190- 285
91 Dorm
* Some published rates adjusted for comparison *** Middle School Youth Resident Camp
** Family of 4, 2Adults, 1 Teen, 1, Child, 6 night **** youth resident horse camp As of 9/1/2012
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Dorm
Dorm No Y.L.
* Some published rates adjusted for comparison *** Middle School Youth Resident Camp
** Family of 4, 2Adults, 1 Teen, 1, Child, 6 night **** youth resident horse camp As of 9/1/2012
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Annual Income (contributions and registration revenues) for these two programs always exceeds expenses when looked at individually. However, we depend on that income to cover many “overhead” expenses across the ministry which also support the youth programs—Dailey and his assistant’s salary costs, staff house maintenance, horse program usage, vehicle operations, publishing etc. Clay Thomas
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too detailed – family camp direct rev/exp
CD allocation approach (cf handout)
Bottom Line -
2011 bottom line?
WSS (41,556)
1. INCREASE REVENUE a. MARKETING TO INCREASE CAMPER DAYS
b. INCREASE RATES
3. CUT EXPENSES
OPERATING RATIO (OR) • Total Operating Expenses/Total Operating Revenue (Should Be <1)
Utilization Rate (UR) • # of actual campers / potential campers or Actual/Capacity
AVERAGE CAMPER DAY REVENUE (ACDR) • Total Operating Revenue/Total Camper Days (Should be > ACDE)
AVERAGE CAMPER DAY EXPENSES (ACDE) • Total Operating Expenses/Total Camper Days
AVERAGE MEAL COST (AMC) • Total Food and Labor Cost/Total Camper Days
AGED ACCOUNTS RECEIVABLES (AAR) • All AR’s < 30 Days And All AR’s > 30 Days (> 30 high priority. Greater risk)
PROJECTED REVENUE (PR) (BY MONTH) • Signed Guaranteed Minimum Contracts Against Budget
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operating procedures between the two
centers
groups
labor 69% 58% 148% 156%
food 23% 22% 32% 42%
bld maint 4% 4% 1% 4%
util 17% 20% 23% 22%
supplies 6% 6% 5% 6%
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