1

PORJECT MANAGEMNET

SPORTS CLUB

GROUP 11
AMRUTA KHARAT
GIRISHMA BHAGMARE
SANDEEP MINJ
SIDDHARTH GAUTAM
PRITHWI BANARJEE
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CONTENTS

1. CASE STUDY……………………………………………………………………… 1
2. REQUIREMENTS FOR THE PROJECT……………………………………….. 2
3. WORK BREAKDOWN STRUCTURE…… ………...………………………… 3
4. PROJECT COST MANAGEMENT…………………………………………...… 6
5. PROJECT TIME MANAGEMENT……………………………………………… 12
6. RISK BREAKDOWN STRUCTURE…………………………………………….. 13
7. PROJECT CHARTER…………………………………………………………….. 14
8. SUCCESS CRITERIA…………………………………………………………… ... 17
9. COMMUNICATION PLAN………………………………………………………. 18
10. SOURCES OF REVENUE AND EXPENSES FOR REGULAR YEARS……… 19
11. MEMBERSHIP PACKAGES……………………………………………………… 20
12. ASSUMPTIONS……………………………………………………………………. 21
13. DATA IAMGES……………………………………………………………………. 23
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CASE STUDY

On a bright Sunday morning in Rohtak, Mr. Bean was enjoying his morning coffee along with
the newspaper. The newspaper headlines of that day read how consistent Haryana has been in
producing champion players in outdoor sports like Kabaddi, Hockey, Boxing etc. etc. but why
the state still lacks in producing Indoor sports Champion. Pondering upon this Mr. Bean came to
the conclusion that this is happening because there is no such opportunity for the youngster
where they can play any indoor sports or any sport other than Boxing and wrestling because of
the lack of infrastructure. Mr. Bean during his early days represented the state in football, but
because of lack of infrastructure he chose to open a sports Club in Delhi in the year 1990. The
club provided various facilities for different sports like baseball, football, Carrom etc. and also,
they organize different sports tournaments for their members. The initial investment for that
project is around 5lakh and the Club did fairly well in Delhi they break- even in their 3rd year of
operations and in the year 2000 the gross margin for the company is 30% and by then the
company made itself present in 5 tier-1 cities. Today, the company is named after his late father
Mr. Chilly and the revenue that the company is generating is in 7 figures.

Year Revenue Operating Expense Profit

1992 8 lakhs 6 lakhs 2 lakhs

1996 23 lakhs 19 lakhs 4 lakhs

2000 39 lakhs 32 lakhs 7 lakhs

2004 58 lakhs 45 lakhs 13 lakhs

2008 71 lakhs 62 lakhs 9 lakhs

2012 91 lakhs 73 lakhs 18 lakhs

2016 1.1 crore 89 lakhs 21 lakhs

2020 1.5 crore 1.05 crore 45 lakhs

On 4th March 2020, Mr. Bean while talking to his CMO Mr. Moddy expresses the fact that he
wants to expand his business in the north area and he also mentions a few tier-2 cities where he
thinks that the business will grow. After a month later Mr. Noddy came to Mr. Bean and said
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while he is going through all the possible cities none of them suits the budget that he is allocating
so instead he suggests that the company should target Rohtak, where they will get enough
responses because of lack of such things in that area and the cost of the club will be well within
the budget. The budget mentioned by the CFO, Mr. Oswald for such a project is around INR 10
million and the time for the completion of the project is 72 weeks.

REQUIREMENTS FOR THE PROJECT

The project is a three- phased project, the step one of the projects is to construct the Sports club
within 72 weeks, the next step is to procure the material required for different sports and the final
step is to recruit people who will run the bar. Although the budget mentioned is well above the
requirements none of the project manager came forward to take the project initially then because
of the importance of the project and because of its seriousness the project is allocated to Mr.
Tom has been working with the company since its inception and he has the reputation of
managing a project well under the budget.

Services offered in this Clubs are-

● Lawn tennis court
● Basketball court
● Table tennis and board games such as carom and chess
● Squash
● Badminton
● Juice and snack bar
● Tournament twice in a year which will include every sport provided by the sports club.
● Trained coaches for games will be provided.

Hence above activities will be provided by the sports club. With the above activities members of
a sports club will get a chance to spread the social network by interacting with one another.
There will be special member services and different packages will be allowed to customers based
on their need of playing games. This will give customers variety in selection.

STEP- 1: Requirements
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WORK BREAKDOWN STRUCTURE

SPORTS CLUB

Initiation and Pproject

Design Planning Exterior Structure Interior
Closeout

Acquiring Mapping the Material

site layout Door Framing Plumbing
Procurement

Meeting Finalizing Risk

Electricals Roofing Flooring
Consultants the layout assessment

Prototype
Windows Electricals
Design

Client
Finishing
Approval

Finalizing
design Decor

Step-2: Requirements

● Lawn Tennis- Resources required for lawn tennis are:

o Tennis net
o Balls- approximately 150 per year
o Tennis Posts
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o Umpires chair
o Tennis posts ground sockets
o Court flooring will be hard court whose requirement will be dealt during
construction and its cost will be included in construction costs.
o 2 long benches to sit for players during break
● Basketball- Resources required for basketball are:
o 5 balls per year
o Basketball board
o Basketball net
o Basket ring
o Court will be cemented and its construction cost will be included in construction
of building costs.
o 4 long benches to sit for teams during rest period
● Badminton- Resources required for badminton are:
o Shuttlecocks- approximately 400 pieces per year for 1 court so total 800 pieces
o 2 Badminton set (includes net and posts)
o Flouring will be Anchored Cushioned which will be taken care of by the
construction team and its costs will be included in construction costs.
● Table tennis- Resources required for table tennis are:
o 2 Table-tennis table which will be Stag Centre Fold Table-Tennis Table
o Balls-300 balls
o 2 Net of Decathlon company
o Flooring will be of concrete surface that is covered with a professional Tera flex
mat and its cost will be included in construction costs
● Carrom- Resources required for Carrom are:
o 4 Carrom Board of Synco Kid master
o 16 pieces of Striker of Synco Signature
o 16 chairs and 4 tables to play on 4 boards at a time
● Chess- Resources required for Chess are:
o 4 Full set (Board and Pieces) of Staunton
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o 8 chairs and 4 tables to sit and play on 4 boards at a time

● Squash- Resources required for squash are:
o 10 Balls of decathlon having 2 years warranty
o 2 small benches to sit for players during rest period

Step-3: Requirements

 1 instructor each for basketball and lawn tennis and 2 common instructors for all other
indoor sports.
 1 person to work for juice and snack bar
 1 accountant and 1 clerk
 1 manager and 1 maintenance person
 5 workers for cleanliness

The main aim of the project is to provide world-class facilities to the people of Rohtak. For Mr.
Tom the main aim is to finish the project well-within the budget and also to finish the project in
time.
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PROJECT COST MANAGEMENT

Project cost management is the process of estimating, budgeting, and controlling costs
throughout the project life cycle, with the objective of keeping expenditures within the approved
budget.

For a project to be called successful, it’s necessary that

● It delivers on the requirements and scope

● Its execution quality is of a high standard
● It’s completed within schedule and
● It’s completed within budget.

Hence, project cost management is one of the key pillars of project management and is relevant
regardless of the domain, be it manufacturing, retail, technology, construction, and so on. It helps
to create a financial baseline against which project managers can benchmark the current status of
their project costs and realign the direction if needed.

The importance of cost management is easy to understand. To take a simple, real-life example, if
you decide to build a house, the first thing to do is set the budget. When you have a sense of how
much to spend on the project, the next step is to divide the high-level budget into expenses for
sub-tasks and smaller line items.

The budget will determine critical decision points such as: which designer to hire—a high-end
one who will construct and deliver the project end-to-end, or someone who can help with a few
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elements and be able to work for a smaller budget? How many stories should the house have?
What quality of materials should be used?

Without a predefined budget, not only is it difficult to answer these questions, but it becomes
impossible to assess whether you are progressing in the right direction once the project is
underway. In large organizations, the scale of this problem is further magnified due to concurrent
running of multiple projects, change in initial assumptions, and the addition of unexpected costs.
That’s where cost management can help.

By implementing efficient cost management practices, project managers can:

● Set clear expectations with stakeholders

● Control scope creep due to transparencies established with the customer
● Track progress and respond with corrective action at a quick pace
● Maintain expected margin, increase ROI, and avoid losing money on the project
● Generate data to benchmark for future projects and track long-term cost trends

THE FOUR STEPS IN PROJECT COST MANAGEMENT

While cost management is viewed as a continuous process, it helps to split the function into four
steps: resource planning, estimation, budgeting, and control. They are mostly sequential, but it’s
possible that some resource changes happen midway through the project, forcing the budgets to
be adjusted. Or, the variances observed during the control process can call for estimated
revisions.

1. Project Resource Planning

Resource planning is the process of identifying the resources required to execute a project and
take it to completion. Examples of resources are people (such as employees and contractors) and
equipment (such as infrastructure, large construction vehicles, and other specialized equipment
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in limited supply). Resource planning is done at the beginning of a project, before any actual
work begins.
To get started, project managers first need to have the work-breakdown structure (WBS) ready.
They need to look at each subtask in the WBS and ask how many people, with what kind of
skills are needed to finish this task, and what sort of equipment or material is required to finish
this task?

By adopting this task-level approach, it becomes possible for project managers to come up with
an accurate and complete inventory of all resources, which is then fed as an input into the next
step of estimating costs.

A few tips to consider during the process:

● Consider historical data—past schedules and effort—before determining sub-tasks and

the corresponding resources.
● Take feedback from SMEs and team members—a collaborative approach works well
especially in projects that do not have past data to use.
● Assess the impact of time on resource requirements. For instance, a resource may be
available only after a few months, dragging the project’s schedule. This could have an
impact on cost estimation.
● Although this step happens at the planning stage, project managers need to account for
ground realities. For example, you may identify the need for a resource with certain
expertise, but if such a resource is not available within the organization, you have to
consider hiring a contractor or training your team to get them up to speed. All these real
variables impact cost management.

2. Cost Estimation

Cost estimation is the process of quantifying the costs associated with all the resources required
to execute the project. To perform cost calculations, we need the following information:
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● Resource requirements (output from the previous step)

● Price of each resource (e.g., staffing cost per hour, vendor hiring costs, server
procurement costs, material rates per unit, etc.)
● Duration that each resource is required
● List of assumptions
● Potential risks
● Past project costs and industry benchmarks, if any
● Insight into the company’s financial health and reporting structures
● Estimation is arguably the most difficult of the steps involved in cost management as
accuracy is the key here. Also, project managers have to consider factors such as fixed
and variable costs, overheads, inflation, and the time value of money.

The greater the deviation between estimation and actual costs, the less likely it is for a project to
succeed. However, there are many estimation models to choose from. Analogous estimation is a
good choice if you have plenty of historical cost data from similar projects. Some organizations
prefer mathematical approaches such as parametric modeling or program evaluation and review
technique (PERT).

Then there is the choice between employing a top-down versus bottom-up approach. Top-down
typically works when past costing data are available. In this, project managers usually have
experience executing similar projects and can therefore take a good call. Bottom-up works for
projects in which organizations do not have a lot of experience with, and, therefore, it makes
sense to calculate a cost estimate at a task-level and then roll it up to the top.

Cost Estimation as a Decision Enabler

It’s useful to remember that cost estimation is done at the planning stage and, therefore,
everything is not yet set in stone. In many cases, project teams come up with multiple solutions
for a project, and cost estimation helps them decide which way to go. There are many costing
methodologies, such as activity-based costing, job costing, and lifecycle costing that help
perform this comparative analysis.
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Lifecycle costing, for instance, considers the complete end-to-end lifecycle of a project. In IT
projects, for example, maintenance costs are often ignored, but lifecycle costing looks long-term
and accounts for resource usage until the end of the cycle. Similarly, in manufacturing projects,
the goal is to minimize future service costs and replacement charges.

Sometimes the estimation process also allows teams to evaluate and reduce costs. Value
engineering, for example, helps to gain the optimal value from a project while bringing costs
down.

3. Cost Budgeting

Cost budgeting can be viewed as part of estimation or as its own separate process. Budgeting is
the process of allocating costs to a certain chunk of the project, such as individual tasks or
modules, for a specific time period. Budgets include contingency reserves allocated to manage
unexpected costs.

For example, let’s say the total costs estimated for a project that runs over three years is $2
million. However, since the budget allocation is a function of time, the project manager decides
to consider just the first two quarters for now. They identify the work items to be completed and
allocate a budget of, say, $35,000 for this time period, and these work items. The project
manager uses the WBS and some of the estimation methods discussed in the previous section to
arrive at this number.

Budgeting creates a cost baseline against which we can continue to measure and evaluate the
project cost performance. If not for the budget, the total estimated cost would remain an abstract
figure, and it would be difficult to measure midway. Evaluation of project performance gives an
opportunity to assess how much budget needs to be released for future phases of the project.

Another reason to firm up budgets is that organizations often rely on expected future cash flows
for their funding. During the initial phases, the project manager has a limited financial pool and
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has to set targets accordingly. It’s similar to building the foundation and one floor of the house in
the initial few months and later completing the rest of the project, as you save more.

4. Cost Control

Cost control is the process of measuring cost variances from the baseline and taking appropriate
action, such as increasing the budget allocated or reducing the scope of work, to correct that gap.
Cost control is a continuous process done throughout the project lifecycle. The emphasis here is
as much on timely and clear reporting as measuring.

Along with the cost baseline, the cost management plan is an essential input for cost control.
This plan contains details such as how project performance will be measured, what is the
threshold for deviations, what actions will be done if the threshold is breached, and the list of
people and roles who have the executive authority to make decisions.
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PROJECT TIME MANAGEMENT

Project Time Management refers to a component of overall project management in which a

timeline is analyzed and developed for the completion of a project or deliverable. Project time
management consists of six different components or steps.

● Activity Definition– Identifying and scheduling different components of the project

management sequence that are required for completion of project deliverables.
● Activity Sequencing– The process of project time management that defines the order in
which deliverables must be completed.
● Activity Resource Estimating– Identifying and defining the types and quantities of
resources and materials required to complete a deliverable.
● Activity Duration Estimating– Identifying and estimating the timeline for completion
of durables.
● Schedule Development- the analysis of the order of activities, timelines, resources, and
schedule barriers to develop a project schedule.
● Schedule Control– Project management intervention to mitigate changes to the product
schedule

The project time management process is dynamic and may require input from several different
teams each with individual project time management processes in order to integrate the various
interdependent component parts of the project to achieve the project deliverable(s). The
processes are recurrent within each work package of the project and occur at least once within
the project as a whole. This process is called the Develop Project Management Plan process. The
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output from this integrated team effort is called the schedule management plan and is a subset of
the overall project management plan.

RISK BREAKDOWN STRUCTURE

The risk breakdown structure (RBS) is a hierarchical framework that provides potential risk
sources to a project. Risks include something unplanned and unexpected which will adversely
impact the price, scheduling or efficiency of the project. It includes categories such as
operational, strategic, finance, external and project management. A Risk Breakdown Structure is
similar to a WBS or a resource breakdown structure (RBS) in its hierarchical representation. It
can be presented in graphic or table format.

SPORTS CLUB

Initiation and Design Foundation Electrical and Plumbing Finish work

Inadequate Plans Site condition issues Site condition issues Site condition issues

Poor Estimates Labor iisues Labor iisues Labor iisues

Regulatory issues Supply chain issues Supply chain issues Supply chain issues

Third Party issues Regulatory Regulatory

Disposal issues Qulaity Issues Qulaity Issues

Regulatory Client Risk Client Risk

Qulaity Issues
 Client Risk

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PROJECT CHARTER

1) Overview of the project: This project is about opening a new sports club in Rohtak city
at Delhi-bypass Road. The idea of this project came to mind because there is a lack of
availability of a sports club in that region which can provide citizens with different games
like squash, lawn tennis and basketball. There has been a change in the citizens of Rohtak
in respect of the games they play. They have started playing games which were
uncommon earlier like basketball, lawn tennis and squash. Thus, the main intention of
this sports club is to provide citizens with different games and increase talent in those
games, which a nation like India lacks. The name selected of the club i.e. Being Young is
because even the elder people can come, play and feel young. Thus, the name shows the
importance of being young as when you are young you are energized and wound up.

2) Project Objective: Main objective of the project is to start a sports club in Rohtak city
which will provide the people of the city with uncommon as well as some of the common
indoor sports such as basketball, squash and lawn tennis within 72 weeks at a cost not
exceeding Rs. 10 million.

3) Project scope-

● Deliverables-
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a) Project Layout:
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o Deliverables Priorities-
 Constrain: Here the fix parameter will be that project layout must be in the
scope and should not go beyond it.
 Enhance: Here costs should be optimized so as to keep the project within
available budget.
 Accept: Time delay of a few days will be accepted but project layout should be
precise. Though delay in time will increase cost and will be hard to enhance
cost care will be taken to allocate costs properly.

Dimensions are written next to the name in terms of length, breadth and height. Fig. are in feet.
b) Permissions & Approvals from Local Authority-
 Deliverables Priorities-
o Constrain: Here the fix parameter will be time as getting approval and
permissions on time is important in order to complete a full project on
time.
o Enhance: Here too costs will be tried to enhance which means optimum
costs will be tried to incur in order to get approvals and permissions.
o Scope: It will be accepted if approval and permissions will be a bit of
scope i.e. if less square feet will be approved to start than it can be
managed by building a multi-stored building.

c) Selection of Location-
 Deliverables Priorities-

o Constrain: Here cost parameter will be fixed i.e. the location must meet
the budget.
o Enhance: Here time will be tried to optimize so that the project doesn’t
get delayed and even cost remains in control as it is generally accepted
that an increase in time increases the cost.
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o Accept: here it will be accepted if location goes a bit out of scope that is
getting a lesser space than planned as that can be compensated with
building multi-stored building

d) Construction of Sports Club-

 Deliverables Priorities-
o Constrain: Building should be completed within the time specified as it is
important to provide services within the time given.
o Enhance: Costs will be tried to optimize so that the project can be
completed within budget.
o Accept: A little here and there in scope will be accepted though scope is
an important consideration

e) Procurement of Equipment-
 Deliverables Priorities-

o Constrain: Procurement should be done on time.

o Enhance: Cost will be tried to optimize by getting into most beneficial
contract
o Accept: Scope will be accepted as in getting a bit higher or lower quality
equipment will serve the purpose.

f) Designing of Membership Packages-

 Deliverables Priorities-

o Constrain: Here the packages should meet the scope.

o Enhance: Time will be tried to optimize in order to market the services
early
o Accept: Variance in cost will be accepted as it won’t be much in
designing.

● Limits & Exclusions- In this project limit in scope will be related to services that
will be offered and membership packages that will be available. Members will
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have to bring their own equipment such as racquets, accessories, etc. Club will
provide them with balls and all other facilities. Eating or drinking at a juice bar
will cost them and it won’t be included in Membership fee. Maintenance of Club’s
equipment will be done every month in order to ensure proper working of
equipment.
● Reviews with customers: In this section reviews with customers will be done.
Here customer means both internal (employees) and external (members). Reviews
will be done in order to know what their expectations from the club are and are
they getting what they desire. Are the time, cost and scope in project layout
achievable? Thus, clear communication in all these matters will be done as they
are important to avoid claims and misunderstandings.

4) Major Milestones-

● A suitable piece of land

● Getting Permission from the local Authorities
● Vendors selected for the Construction supplies
● Supplies delivered to the construction site
● Getting vendors onboard for different sports supplies
● Material Procurement for different sports
● Staff Selection

5) Constraints-

● Drawings both architectural and structural are accurate

● No of workers
● Project can start and finish only after getting approvals at different stages from
authorities
● Construction details and materials according to architects’ plans
● Time constraint of finishing and handing over to client

SUCCESS CRITERIA
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The success will be measured using the below mentioned factors.

● On-time Delivery
● Clarity of project specifications
● Well defined objectives
● Quality
● Cost
● Defects
● Minimum variations during construction
● Management t needs satisfaction
● Difference between actual cost and estimates
● Orderliness of site
● Revenue
Other than Revenue, Difference between actual cost and estimates, and Orderliness of site,
remaining information can be collected from the client by means of surveys and feedback forms
at regular intervals during the project. This way changes can be made to suit client requirements
according to the feedback obtained.

COMMUNICATION PLAN

Communication plans are one of the most critical elements of a project and according to popular
research 80% of a project’s success depends on strong, transparent, frequent and reliable
communication plans. Another study suggests that project managers spend close to 90% of their
time in some form of project related communication. Explaining an action plan for both internal
and external communication is mandatory for all kinds of construction projects as per ISO
9001:2015. A communication plan must identify who needs what information, when they need it
and how that information should be provided. Communication is believed to be effective within
the parameters of the working group in the industry only when the transmitted ideas achieve
their desired action or reaction. As the operations involved in the construction industry are a
team effort, embracing varying participants, i.e. client, architect, quantity surveyor, consultants,
contractor’s organization, specialists etc., the main objective of communication here is getting
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things done through multiple stakeholders. Following are the elements of our communication
plan for the construction project:

Stakeholders
The first step towards developing our communication plan is to identify all the right and
relevant stakeholders of the project. These are the clients, general contractor, engineer,
architect, project manager, service providers etc. Topics such as project progress,
accomplishments, upcoming challenges, significant changes, budget estimates, timelines etc.
need to be discussed with them.
The various stakeholders in a construction project are:

Design
Team

Internal
Consultants Environment
The Information
Environment inside
a construction
project where
communication
happens between all
External
stakeholders
Contractors Environment

Client
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Communication items-
Once the primary themes of communication and their requirements of each stakeholders have
been sufficiently mapped a proper breakdown is needed to put the communication plan into
practice. Each communication plan that impacts the success of the project needs to be listed
and ranked. The frequency of such reporting can be regular (daily, weekly, fortnightly etc.) or
occasional (As the need arises). Types of communication can be divided into:
● Information collection
● Dialogue
● Decision/Action taken

SOURCES OF REVENUE AND EXPENSES FOR REGULAR YEARS

Below are the sources of revenue for the Being Young sports club:

● Membership fee
● Revenue from juice and snack bar
● Income from participation fee for the tournament that will be held twice in a year

Below are the sources of expense for the Being Young Sports club:

● Salary of Personnel
● Electricity
● Maintenance
● Lease for leasehold land
● Advertisement expenses
● Materials
● Office expenses
● Loan instalment and interest on loan

Hence above are the sources from which revenue will be earned and expense will be done every
year. There might be some unseen expenses and revenue in the business later which will be
needed to be added in the cash flow statements.

MEMBERSHIP PACKAGES-
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1) Diamond Package:
● Activities include- All sports facilities and free participation in all the events done
by Being Young Sports club.
● Membership fee- Rs. 1,00,000.
● Benefits- No time constraint i.e. can come anytime they want. Special offers will
be granted to them from time to time. Membership cards can be used by family
members too, limiting to 5 members whose name must be registered in advance.
Thus 5 people can take benefit of a single membership, in short this is a kind of
family membership

2) Gold Package:
● Activities include- Selection of any 3 sports they would like to play and free
participation for that sports in the events organized by Being Young Sports Club.
● Membership fee- Rs. 12000 yearly
● Benefits- This is a good package for those who want themselves to limit to just
some games they like and also, it’s very cost effective. They too have time
freedom but only an individual can use it and not family. This package can be
converted into quarterly and half yearly packages with Rs. 4000 and Rs. 7000
respectively for the package.

3) Silver Package:
● Activities include- Can play only one game and will have time restriction. Extra
fee will be taken for participating in games other than those you have opted for.
● Membership fee- Rs. 6000 yearly
● Benefits- A very cost-effective package for those who have financial problems
and likes to play only one game. This package can be converted into quarterly and
half yearly packages with Rs. 2000 and Rs. 3500 respectively for the package.
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ASSUMPTIONS

Total Members in first year from starting will be:

a) Diamond Package-50 members

b) Golden Package-120 members
● 70- Yearly Basis
● 30- Half-Yearly Basis
● 20- Quarterly Basis
c) Silver Package-50 members
● 25-yearly basis
● 10-half yearly basis
● 15-quarterly basis

Assumptions regarding revenue from Events:

a) In the first year there will be 400 entries at each event that will pay a participation fee.
b) Participation fee is Rs.500 per person.

Project outcome-

● Total weeks required for construction of the sports building= 70 weeks

● Total Cost= construction + materials req.+ salary = 9.42 millions
● Savings = 0.58 millions

Projections-

Year Revenue Expenses Profit Income tax Profit after

(10%) income tax
1st year 6345000 1692000 4653000 4653000 4187700

2nd year 7025000 2247000 4778000 477800 4300200

3rd year 6990000 2466000 4524000 452400 4071600

4th year 6890000 3135000 3755000 375500 3379500

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5th year 6550000 3312000 3238000 323800 2914200

GANTT CHART
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RESOURCE SHEET

RESOURCE ALLOCATIONS
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INITIAL INVESTMENT

MEMBERSHIP REVENUE
28
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SALARY EXPENDITURES
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LOAN PAYEMNTS