BUDGET PLANNING 2019

OVERALL GOALS AND OBJECTIVES

 To sustain the Club profitability at reasonable net profit target of P3.5M to 4M
- Revenue enhancement (Restaurant, Banquet, S&G, Concessionaire)
- Cost reduction / savings program to offset the inflation impact of 9M additional expense,
to offset the additional 4M in salaries via right sizing and productivity ratios
 To increase patronage of members and guests
- Improve customers service and members information
- Aggressive marketing of Club facilities to members and guests
- Quality improvement of food selections and new offerings
 To improve facilities of the Club
- Repair and improvement
- Equipment upgrade
 Employee growth and development
- Quality customer service
- Product knowledge
- Values enhancement
 Industrial peace with the Union
- Team building
- Educational and sports program
Sample KPIs – Finance Department – supporting 2019 profitability and cash flow goals

Key Performance Indicators (KPIs)

Particulars / Programs Key Results Areas (KRAs) to Attain Major Goals Department
Profitability & Cash Flow Patronage Support /
Responsible Person
1. To continue with Direct improvement on cash M. Bernardo
renewed efforts to flow; for 2019 expected at Cashier
remind, to P1M to P2M
communicate, to
request and to collect
for delinquent members
of their about P8M
charges up to date, of
which as of now P1.7M
have been collected
2. To recommend Expected cash flow of P5M Membership / Ms.
scheduling of sale / for only 20 shares at P250K / Ichu / BOD
auction of shares of share; and P1M additional
delinquent members profit (administrative
totaling of 95 members transfer fee of P50K / share)
3. To meet deadline on To assist GM with timely and HR: Early PMS and
every 8th day of the next accurate financial data as Security billing
following month input for GM’s course of through HR follow
(instead of 15th) action to immediately up
address P?L improvement
program
 4. Training and Avoid errors and MIS
development of complains from HR
accounting staff relating members
to treasury and SOA
collection.
Ex: training of cashier on
proper recording of all
kinds of payments
5. strict monitoring of Eliminate complaints in
daily cash flow and bank billing that will result to
reconciliation and early payment and
avoiding erroneous better collection
billing
6. Right sizing: reduction of Additional P220,000/year HR
one (1) PMS by October savings on cash flow

KPIs
- Revenue generations
- Cost management
- Budget and CAPEX
- Productivity
- Facilities improvement / upgrade

Department support and commitment to attain the major programs on how to support each KPIs and goals.
August 14 – 23 Department goals and objective setting, KPIs and KRAs
P&L Target
Patronage improvement
Facilities upgrade / improvements
Employee growth and development
Major Assumptions
Inflation effect
Right sizing
Sales / Revenue target

August 24 – 30 Department Preliminary Budget

Department presentation of KPIs and KRAs
KPIs presentation for review of VVCCI Treasurer Mr. Ramos
Preliminary department budget presentation
Profit & Loss
Cash Flow
CAPEX
Aug31 - Sept 06 1st pass of FY2019 Budget (Department Presentation with GM)

September 07 2nd pass of FY2019 Budget (as necessary for revision after 1st pass)

September 10 Presentation for review and approval of FY2019 Budget to VVCCI Treasurer Mr. Ramos

September 20 1st Presentation to BOD for corresponding review, revisions

October 18 Presentation to BOD for final approval