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Slide 1: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 17 Sample Business Plan A Business Plan Rocky Mountain Region of the USDA Forest Service Presented by the Colorado Small Business Development Center K-1
Slide 2: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 17 Sample Business Plan K-2
Slide 3: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 17 Sample Business Plan Name of Company Address Company Contact Phone Business Plan in Response to the Prospectus for: ________________________________________________________________________________ on the _________________________________________National Forest K-3
Slide 4: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 17 Sample Business Plan K-4
Slide 5: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 17 Sample Business Plan Contents Part I: The Business .......................................................................................................................... K-6 Purpose and Goals .............................................................................................................................. K-6 Location of Your Business ................................................................................................................... K-9 Market And Customers ...................................................................................................................... K-10 Competitive Analysis ......................................................................................................................... K-11 Management...................................................................................................................................... K-12 Personnel........................................................................................................................................... K-13 Part II: Financial Data ...................................................................................................................... K-14 Capital-Equipment List....................................................................................................................... K-14 Start-Up Expenses............................................................................................................................. K-15 Sources and Uses of Financing......................................................................................................... K-16 Monthly Cash Flow Projection ........................................................................................................... K-19 Start-Up Balance Sheet ...................................................................................................................... k-21 Start-Up Income Statement Projection .............................................................................................. K-22 Part III: Historical Financial Reports for Existing Business ........................................................ K-24 Part IV: Supporting Documents ..................................................................................................... K-25 Part V: Appendices.......................................................................................................................... K-26 Legal Organization............................................................................................................................. K-26 Sole Proprietorship ............................................................................................................................ K-26 General Partnership........................................................................................................................... K-26 Corporation ........................................................................................................................................ K-27 Limited Partnership............................................................................................................................ K-28 Limited Liability Company (LLC) ........................................................................................................ K-29 Available Business Resources ........................................................................................................... K-30 Small Business Development Centers (SBDC) .................................................................................. K-32 K-5
Slide 6: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Part I: The Business Purpose and Goals As we proceed through our business careers, it is vital that we set goals for the future. Although this is difficult and time consuming, the final reward is worth the effort. As you fill in the following, be as realistic as you can. Answers you develop now will be the basis of your business plan. What is your purpose in pursuing this business? Define your business goals for the next year and what you foresee five years from now. K-6
Slide 7: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Description of the Business This section should describe the nature and purpose of the company, background on its industry, and what opportunities you see for its products or services. It provides you with insights that allow you to better correlate the projections and estimates presented in subsequent sections. Brief description of the business. Briefly describe your knowledge of this industry. List the products and services you will provide. K-7
Slide 8: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Legal Structure There are several ways in which your business can be legally organized. To determine the best one for you and your organization, you need to seek competent legal and tax advice. To give you a general frame of reference, the more popular forms and their reasons for use are outlined in Part V, Appendices. How is your company legally organized? Why is this legal organization most appropriate for your business? Does your operation require a state registration number? YES ____ NO ____ If ``Yes,''please include a copy of the registration in the Supporting Documents. Include any appropriate information, including shareholder or partnership agreements, in the Supporting Documents, and complete the following list of owners: Name Address SSN % Ownership K-8
Slide 9: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Location of Your Business Describe the planned geographical location of the business and discuss any advantages or disadvantages of the site location in terms of wage rates, labor availability, closeness to customers or suppliers, access to transportation, state and local taxes, laws, and utilities. Describe your approach to overcoming any problems associated with the location. Planned geographical location. Discuss advantages or disadvantages of the site location. Describe your approach to overcoming any problems. K-9
Slide 10: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Market And Customers The purpose of this section is to present sufficient facts to convince the evaluator that the product or service has a substantial market and can achieve sales in the face of competition. Discuss who the customers are for the anticipated product or service. Where are the major purchasers for the product or service? Describe your anticipated target market (e.g., age, income, hobbies, regional, national, international). Describe the size of the current total market and potential annual growth. Discuss your advertising campaign in terms of how, when, and where you will advertise, and estimated annual cost. K-10
Slide 11: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Competitive Analysis Each business has (or should have) a uniqueness that separates it from its competitors. Make a realistic assessment of the strengths and weaknesses of competitive products and services, and name the companies that supply them. Compare competing products or services on the basis of image, location, price, advertising, and other pertinent features. Discuss your three or four key competitors and explain why you think that you can capture a share of their business. Discuss what makes you think it will be easy or difficult to compete with them. Identify three or four of your key competitors. Discuss their strengths and weaknesses. Compare your product or service on key areas. For each area of comparison rank yourself and your selected competitors on a scale of 1 (high) to 5 (low). Remember: no ties. Competitors A B C D Area of Comparison Image Location Price Advertising Service You Uniqueness Other Why do you think you can compete with your competitors and capture a share of the market? K-11
Slide 12: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Management Your management team is the key to turning a good idea into a successful business. The evaluator looks for a committed management team with a proper balance of technical, managerial, and business skills and experience in doing what is proposed. Be sure to include complete résumés for each key management member in the Supporting Documents section. List owners and key management personnel and their primary duties. If any key individuals will not be onboard at the start of the venture, indicate when they will join the staff. Discuss any experience when the above people have worked together that indicates how their skills complement each other and result in an effective management team. List the advisors and consultants that you have selected for your venture. Capable, reputable, and well- known supporting organizations can not only provide significant direct and professional assistance, but also can add to the credibility of your venture. Accountant Attorney Banker Insurance Broker Advertising Others _______ K-12
Slide 13: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Personnel One of the key elements in any business is PEOPLE. Explain how you plan to recruit, develop, and maintain your workers. List the number of employees you will have, as well as their job titles and required skills. Identify essential employees, their job titles, and required skills. Identify the source and your plan to recruit essential employees. Discuss any training or retraining that you plan for your employees. Also, discuss any necessary first-aid certification or recertification, etc. K-13
Slide 14: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Part II: Financial Data Capital-Equipment List This section will help you plan purchases of capital equipment needed to start your business. Capital equipment is defined as assets which have useful lives of more than one year. Examples include machines, equipment, vehicles, livestock, tack, gear, and computers. Describe the equipment, the quantity, whether the equipment is new or used (N/U), the expected useful life, and the cost. This includes equipment purchased from existing businesses. Equipment Quantity N/ U Life Cost Total Cost of Capital Equipment $ ______________ K-14
Slide 15: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Start-Up Expenses Start-up expenses are the various costs it takes to open your doors for business. Some of these will be one-time expenditures, whereas others will occur every year. Item Total cost of capital equipment (from page 84) Beginning inventory of operating supplies Legal fees Accounting fees Other professional fees Licenses and permits Remodeling and repair work Deposits (public utilities, etc.) Advertising Insurance Bonds Advance permit fees Other expenses: $ Cost Total Start-Up Expenses $ __________________ K-15
Slide 16: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Sources and Uses of Financing This section is another critical financial forecast. What will be the sources of your initial financing? The following step of how you will use this financing to buy the assets needed to open your doors for business is equally important, and will be of major interest. Note: This section will not be used if you own an existing business, unless you're planning a major refinancing and restructuring of your business. On the next page: ! Fill in the cash amounts to be invested by the various owners or shareholders. ! Fill in the market value of noncash assets to be invested by the various owners or shareholders. Examples include equipment, vehicles, and buildings. ! Fill in the bank loans to your business, both short-term (one year or less) and long-term. ! Fill in the amounts of loans secured by your personal assets (for example, your home). ! Fill in any Small Business Administration loans from any other sources. ! Fill in the amounts of cash used to buy various assets in the Uses of Financing section. ! Fill in the noncash assets contributed by the owner (use the same amounts listed in Sources of Financing). ! Estimate your ``working capital'' needs. This is an often misused term, since it strictly means ``current assets minus current liabilities.'' However, we use ``working capital'' here to describe that money which you'll need to pay operating expenses for the first few months of business operation until profits are realized. The number of months working capital depends on the business, but as an absolute minimum you should have three months of expense money in the bank. You should discuss this with your banker, and you may want to consider a pre-approved loan called a ``line of credit,'' from which you draw funds only when you need to have them. DON'T SKIP THIS STEP! ! Total both sections (Sources and Uses); they should be equal. K-16
Slide 17: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Sources of Financing Investment of cash by owners $ ________________________ Investment of cash by shareholders ________________________ Investment of noncash assets by owners ________________________ Investment of noncash assets by shareholders ________________________ Bank loans to business: short term (one year or less) Bank loans to business: long term (more than one year) Bank loans secured by personal assets ________________________ Small Business Administration loans ________________________ Other sources of financing (specify) ________________________ ________________________ ________________________________________ ________________________ ________________________________________ ________________________ Total Sources of Financing $ ________________________ K-17
Slide 18: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Uses of Financing Buildings Equipment Initial inventory Working capital to pay operation expenses Noncash assets contributed by owners (use same amount as in Sources, above) Other assets (specify) ________________________________________ ________________________________________ ________________________ ________________________ $ ________________________ ________________________ ________________________ ________________________ ________________________ Total Uses of Financing $ ________________________ K-18
Slide 19: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Monthly Cash Flow Projection The cash flow projection is the most important financial planning tool available to you. If you were limited to one financial statement, the Cash Flow Projection would be the one to choose. For a new or growing business, the cash flow projection can make the difference between success and failure. For an ongoing business, it can make the difference between growth and stagnation. Your Cash Flow Projection will show you: ! ! ! ! how much cash your business will need; when it will be needed; whether you should look for equity, debt, operating profits, or sale of fixed assets; and where the cash will come from. The cash flow projection attempts to budget the cash needs of a business and shows how cash will flow in and out of the business over a stated period of time. Cash flows into the business from sales, collection of receivables, capital injections, etc., and flows out through cash payments for expenses of all kinds. A cash flow deals only with actual cash transactions. Depreciation, a noncash expense, does not appear on a cash flow. Loan repayments (including interest), on the other hand, do, since they represent a cash disbursement. After it has been developed, use your cash flow projection as a budget. If the cash outlays for a given item increase over the amount allotted for a given month, you should find out why and take corrective action as soon as possible. If the figure is lower, you should also find out why. If the cash outlay is lower than expected, it is not necessarily a good sign. Maybe a bill wasn't paid. By reviewing the movement of your cash position you can better control your business. Use the Cash Flow Projection chart on the next page to make sure you don't omit any ordinary cash flow item. But be sure to add any items that are peculiar to your business. The level of detail you wish to provide is another judgement call. You may want to provide much more detail than is shown in these examples. You might benefit from breaking down your total cash flow into a series of cash flows, each representing one profit center or other business unit. This can be particularly helpful if you have more than one source of revenue. The accumulated information gained by several projections can be very valuable. K-19
Slide 20: Prospectus for Campground and Related Granger-Thye ConcessionsDeschutes National Forest 2008 APPENDIX 16 Sample Business Plan Cash Flow Projection (or Cash Flow Budget) by Month: Year One A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 Cash Receipts Sales Receivables Wholesale Retail Other Services B Oct C Nov D Dec E Jan F Feb G Mar H April I May J June K July L Aug M Sept N TOTAL Total Cash Receipts Cash Disbursements Cost of Goods Variable Labor Advertising Insurance Legal and Accounting Delivery Expenses Fixed Cash Disbursements* Mortgages (Rent) Term Loan Line of Credit Other Total Cash Disbursements Net Cash Flow Cumulative Cash Flow *Fixed Cash Disbursements Utilities Salaries Payroll Taxes and Benefits Office Supplies Maintenance and Cleaning Licenses Boxes, Paper, etc. Telephone Miscellaneous Total FCD/Year FCD/Month Cash on Hand Opening Balance + Cash Receipts - Cash Disbursements Total = New Balance K-20
Slide 21: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Start-Up Balance Sheet Balance sheets are designed to show how the assets, liabilities, and net worth of a company are distributed at a given point in time. The format is standardized to facilitate analysis and comparison; do not deviate from it. Balance sheets for all companies, great and small, contain the same categories, arranged in the same order. The difference is one of detail. Your balance sheet should be designed with your business information needs in mind. These will differ according to the kind of business you are in, the size of your business, and the amount of information your bookkeeping and accounting systems make available. A sample balance sheet follows. Name of the Business Date (month, day, year) Balance Sheet Assets Current Assets Fixed Assets Less Accumulated Depreciation Net Fixed Assets Other Assets Total Assets Footnotes: $ ____________________ $ ____________________ $ ____________________ $ ____________________ $ ____________________ $ ____________________ Liabilities Current Liabilities Long-Term Liabilities Total Liabilities Net Worth or Owner's Equity (Total assets minus total liabilities) Total Liabilities and Net Worth Footnotes: $ ____________________ $ ____________________ $ ____________________ $ ____________________ $ ____________________ K-21
Slide 22: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Start-Up Income Statement Projection Income Statements, also called Profit and Loss Statements, complement balance sheets. The balance sheet gives a static picture of the company at a given point in time. The income statement provides a moving picture of the company during a particular period of time. Income projections are forecasting and budgeting tools, estimating income and anticipating expenses in the near to middle-range future. For most businesses (and for most bankers), income projections covering one to three years are more than adequate. In some cases, a longer-range projection may be called for, but in general, the longer the projection, the less accurate it will be as a guide to action. While no set of projections will be 100% accurate, experience and practice tend to make the projections more precise. Even if your income projections are not accurate, they will give you a rough set of benchmarks to test your progress toward short-term goals. They become the base of your budgets. The reasoning behind income projection is: Since most expenses are predictable and income doesn't fluctuate too drastically, the future will be much like the past. For example, if your gross margin has historically been 30% of net sales, it will (barring strong evidence to the contrary) continue to be 30% of net sales. If you are in a start-up situation, look for financial-statement information and income ratios for businesses similar to yours. The Robert Morris Associates' Annual Statement Studies and trade association publications are two possible sources. Try to understate your expected sales and overstate expenses. It is better to exceed a conservative budget than to fall below optimistic projections. However, being too far under can also create problems, such as not having enough capital to finance growth. Basing income projections on hopes or unjustified fears is hazardous to your business's health. Be realistic; your budget is an extension of your forecasts. A suggested format for an income projection follows on the next page. The content as shown in the sample may have to be modified to fit your particular operation, but do not change the basic form. K-22
Slide 23: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Income Projection by Month: Year One A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 Sales Wholesale Retail B Oct C Nov D Dec E Jan F Feb G Mar H April I May J June K July L Aug M Sept N TOTAL Total Sales: Cost of Materials Variable Labor Cost of Goods Sold Gross Margin Operating Expenses Utilities Salaries Payroll Taxes and Benefits Advertising Office Supplies Insurance Maintenance and Cleaning Legal and Accounting Delivery Expenses Licenses Boxes, Paper, etc. Telephone Depreciation Miscellaneous Rent Total Operating Expenses: Other Expenses Interest (Mortgage) Interest (Term Loan) Interest (Line of Credit) Total Other Expenses: Total Expenses: Net Profit (Loss) Pre-Tax K-23
Slide 24: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Part III: Historical Financial Reports for Existing Business ____ Balance sheet (past three years) ____ Income statement (past three years) ____ Tax returns (past three years) ____ Current credit report from major credit bureau K-24
Slide 25: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Part IV: Supporting Documents ____ Personal résumés of business owners, officers, and partners ____ Personal financial statements of business owners, officers, and partners ____ Bank or investor letters of intent to finance project ____ Copies of business leases pertinent to this business ____ Copies of all pertinent existing permits or licenses applicable to this business K-25
Slide 26: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Part V: Appendices Legal Organization There are several ways in which your business can be legally organized. To determine the best one for you and your organization, you need to seek competent legal and tax advice. To give you a general frame of reference, the more popular forms and their reasons are outlined below. Business Start-Up Kits and information on registration, licensing, and permit requirements can be obtained in Colorado by calling the Business Assistance Center Hotline: 592-5920 in Denver, or (800) 333-7798 outside the Denver area. Sole Proprietorship A sole proprietorship is a business owned by one person. This form of business is regulated by the state only in that some states (including Colorado) require you to register your trade name to do business as a sole proprietor. You do not have to register with the state if you are operating your business under your own full legal name. (Note: You must be licensed where required, and pay all appropriate taxes. You should also plan to maintain a separate checking account for your business, even if using your own Social Security number). Advantages ! Simple to start. ! Easy to dissolve. ! Owner makes all management decisions. ! Pay only personal income tax; business entity not taxed separately. Disadvantages ! Unlimited liability (owner legally liable for all debts, claims and judgments). ! Difficulty in raising additional funds. ! No one to share the management burden. ! Impermanence (company can't be sold or passed on; however, you may sell or pass on assets of the company). General Partnership A partnership is an association of two or more persons to carry on as co-owners of a business for profit. Some states require that you register your name if it is a trade name (not your full legal name). You must file state and Federal ``information returns,'' but business income and losses flow through to the partners' personal taxes. The business pays no separate income taxes. Partners may share the profits of the business (and the losses) on an equal basis, or may pro rate the proceeds as set forth in a Partnership Agreement. Whichever way you determine to share in the business, you need to have a written Partnership Agreement outlining the ownership, responsibilities, and eventualities of dissolution or liquidation for the business. Advantages K-26
Slide 27: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan ! Simple to start. ! Fairly easy to dissolve. ! Additional sources of capital from partners. ! Broader management base. ! More opportunity for each partner to specialize. ! Tax advantages: no separate income tax. ! Limited outside regulation, compared to a corporation. Disadvantages ! Unlimited financial liability for all general partners (some partners' personal debts can even be charged to the business). ! Difficulty if raising outside capital. ! Divided authority. ! Continuity problems (business dies when any partner leaves or dies, unless succession has previously been spelled out in a Partnership Agreement. Partnership terminates in the event of a personal bankruptcy on the part of any partner). ! Difficult to find suitable (compatible) partners. ! One partner may be responsible for the actions of another partner, regardless of whether that partner had prior approval. Corporation There are two types of corporations generally recognized today: a regular ``C'' corporation, organized under the laws of the state in which you do business; and an ``S'' Corporation, so designated by the IRS and not necessarily recognized by your state. A corporation is a business entity separate and distinct from its owner(s) or shareholder(s). You must file incorporation papers with the state of your choice. The corporation must file annual reports with the Secretary of State, and may have to file separate quarterly income tax returns. The corporation exists forever, can be bought and sold, and is regulated by the state. In Colorado, information about forming a corporation can be obtained from the Secretary of State's Office, 1560 Broadway, Denver; (303) 894-2251, or from the Business Assistance Center. ``C'' Corporation Advantages K-27
Slide 28: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan ! Limited liability (as long as you act like a corporation-which means having a separate checking account and phone number, paying interest on any borrowed money, keeping up a corporate record book, filing annual reports, meeting with your Board of Directors at least annually, etc.). ! Easier to bring in additional capital. ! Ownership is transferable. ! Company has continuous, perpetual existence. ! Possible tax advantages (seek adequate advice from a tax professional). ! Gives you more sense of permanence, thus more ``weight,'' in the business world. ``C'' Corporation Disadvantages ! More expensive to organize. ! Highly regulated. ! Extensive record-keeping requirements. ! Double taxation (corporation pays its own income taxes; if you pay yourself a salary or a dividend, you also pay personal income taxes). ! Shareholders/Board of Directors may counter your management decisions. ``S'' Corporation Advantages ! Filing a Subchapter Selection with the Internal Revenue Service allows you to be taxed on your corporate profits through your personal tax return. ! You still maintain the limited liability of a corporation. ! If you have additional personal income against which to deduct company losses, or if your personal tax rate is lower than the corporate tax rate, this form may be advantageous for you. Again, please seek professional tax advice to make this determination. ``S'' Corporation Disadvantages ! There are some restrictions on S Corporations, mainly in how you can sell your shares. You can have a maximum of 35 shareholders, all of whom must be U.S. citizens, and be individuals (not corporations). ! You must request permission from the IRS to be an S Corporation, and generally, must maintain the calendar year as your fiscal year. We suggest that, if you intend to be an ``S'' Corporation, you do so at the inception of your incorporation to meet IRS deadlines, and to be able to pass all losses on to the shareholders. Limited Partnership K-28
Slide 29: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan In a Limited Partnership, there are two kinds of partners: general partners, who carry full liability; and limited partners, who carry limited liability. Limited partners must make known, through filing with the Secretary of state, that they indeed are limited partners, and they may not participate in the day-to-day management of the business. Again, as in the ``S'' Corporation, profits from Limited Partnerships are taxed through each partner's personal tax return. Limited partnerships are popular in industries where a great deal of ``up-front'' money is needed for projects that are expected to produce a high return, such as in real estate, energy, movie production, and sports teams. Limited Liability Company (LLC) While wearing the corporate form, essentially, an LLC is similar to a Limited Partnership, except the general partner also carries limited liability. Profits are taxed through individual owners' personal tax returns. The advantage of this form over an ``S'' Corporation is that other corporations may be owners, and the Limited Liability Company may also hold 100% ownership in subsidiary companies. If you are a small corporation, but have interest from institutional or corporate investors, this form of organization may hold distinct advantages for you. Be aware, however, that the LLC is a relatively new business form. Legal precedents have not yet been set to outline clearly all the legal and tax ramifications of this form of organization. If interested in becoming an LLC, you are strongly urged to seek competent, professional legal and tax advice. K-29
Slide 30: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Available Business Resources The following offices are available as resources to those interested in responding to a prospectus that offers an opportunity to supply a recreation activity to the Forest visitor. USDA FOREST SERVICE PACIFIC NORTHWEST REGION 333 SW 1st Avenue P.O. Box 3623 Portland, OR 97208 ATTN: Mike Heilman 505-808-2442 COLUMBIA RIVER GORGE NATIONAL SCENIC AREA 902 Wasco Ave. Suite 200 Hood River, OR 97031 (541) 386-2333 HELLS CANYON NATIONAL RECREATION AREA Box 832 Riggins, ID 83549 (208)628-3916 COLVILLE NATIONAL FOREST Supervisor's Office 765 S. Main Colville, WA 99114 Phone (509) 684-7000 DESCHUTES NATIONAL FOREST Supervisor's Office 1645 Hwy. 20 East Bend, OR 97701 Phone (541) 388-2715 FREMONT NATIONAL FOREST Supervisor's Office 524 North G Street Lakeview, OR 97630 Phone (541) 947-2151 GIFFORD PINCHOT NATIONAL FOREST Forest Headquarters 10600 N.E. 51st Circle Vancouver, WA 98682 Phone (360) 891-5000 MALHEUR NATIONAL FOREST Supervisor's Office P.O. Box 909 John Day, OR 97845 Phone (541) 575-3000 MT. BAKER-SNOQUALMIE NATIONAL FOREST Supervisor's Office 21905 64th Ave. W. Mountlake Terrace, WA 98043 Phone (206) 775-9702 MOUNT HOOD NATIONAL FOREST Supervisor's Office 16400 Champion Way Sandy, OR 97055 Phone (503) 668-1700 OCHOCO NATIONAL FOREST Supervisor's Office 3160 N.E. 3rd St., PO Box 490 Prineville, OR 97754-0490 (541) 416-6500 OKANOGAN NATIONAL FOREST Supervisor's Office 1240 South Second Ave. Okanogan, WA 98840-9723 (509) 826-3275 OLYMPIC NATIONAL FOREST Supervisor's Office 1835 Black Lake Blvd. SW Olympia, WA 98512-5623 (360) 956-2300 ROGUE RIVER NATIONAL FOREST Supervisor's Office 333 West 8th Street, P.O. Box 520 Medford, OR 97501 (541) 858-2200 K-30
Slide 31: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan SISKIYOU NATIONAL FOREST Supervisor's Office 200 N.E. Greenfield Rd., P.O. Box 440 Grants Pass, OR 97526 (541) 471-6500 SIUSLAW NATIONAL FOREST Supervisor's Office 4077 Research Way, P.O. Box 1148 (97339) Corvallis, Or 97333 (541) 750-7000 UMATILLA NATIONAL FOREST Supervisor's Office 2517 S.W. Hailey Ave. Pendleton, OR 97801 (541) 278-3716 UMPQUA NATIONAL FOREST Supervisor's Office P.O. Box 1008, 2900 Stewart Parkway Roseburg, OR 97470 (541) 672-6601 WALLOWA-WHITMAN NATIONAL FOREST Supervisor's Office 1550 Dewey Ave., P.O. Box 907 Baker City, OR 97814 (541) 523-6391 WENATCHEE NATIONAL FOREST Supervisor's Office 215 Melody Lane Wenatchee, WA 98801-5933 (509) 662-4335 WILLAMETTE NATIONAL FOREST Supervisor's Office 211 East 7th Avenue Eugene, OR 97440 (541) 465-6521 WINEMA NATIONAL FOREST Supervisor's Office 2819 Dahlia Street Klamath Falls, OR 97601 (541) 883-6714 K-31
Slide 32: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Small Business Development Centers (SBDC) The U.S Small Business Administration (SBA) administers the Small Business Development Center Program to provide management assistance to current and prospective small business owners. SBDCs offer one-stop assistance to small businesses by providing a wide variety of information and guidance in central and easily accessible branch locations. The program is a cooperative effort of the private sector, the educational community and federal, state and local governments. It enhances economic development by providing small businesses with management and technical assistance. The SBDC Program is designed to deliver up-to-date counseling, training and technical assistance in all aspects of small business management. SBDC services include, but are not limited to, assisting small businesses with financial, marketing, production, organization, engineering and technical problems and feasibility studies. Special SBDC programs and economic development activities include international trade assistance, technical assistance, procurement assistance, venture capital formation and rural development. The SBDCs also make special efforts to reach minority members of socially and economically disadvantaged groups, veterans, women and the disabled. Assistance is provided to both current or potential small business owners. They also provide assistance to small businesses applying for Small Business Innovation and Research (SBIR) grants from federal agencies. Assistance from an SBDC is available to anyone interested in beginning a small business for the first time or improving or expanding an existing small business, who cannot afford the services of a private consultant. Local SBDCs Note: This listing is limited to SBDC offices located near the Portland/Vancouver area. For a complete listing of SBDC offices near you, visit the SBDC website at http://www.sba.gov/sbdc/ . * Lead Small Business Development Center Oregon SBDC Network Office LANE COMMUNITY COLLEGE* Dr. Edward "Sandy" Cutler, State Director 44 West Broadway, Suite 501 Eugene, OR 97401-3021 (541) 726-2250 FAX: (541) 345-6006 cutlers@lanecc.edu Washington State SBDC WASHINGTON STATE UNIVERSITY* Ms. Carolyn Clark, State Director College of Business and Economics 501 Johnson Tower Pullman, WA 99l64-4851 (509) 335-1576 FAX: (509) 335-0949 email: clrk@wsu.edu Centralia College Small Business Development Center Mr. Don Hays, BDS 600 West Locust Street Centralia, WA 98036 (360) 736-9391 FAX: (360) 753-3404 Chemeketa Community College Small Business Development Center Ms. Jimmie Wilkins, Director 365 Ferry Street SE Salem, OR 97301 (503) 399-5088 FAX: (503) 581-6017 jimmiew@chemeketa.edu K-32
Slide 33: Prospectus for Campground and Related Granger-Thye Concessions, Deschutes National Forest 2008 APPENDIX 16 Sample Business Plan Clackamas Community College Small Business Development Center Mr. Tim Shea, Director 7736 SE Harmony Road Milwaukie, OR 97222 (503) 656-4447 FAX: (503) 650-7358 tshea@clackamas.cc.or.us Columbia Gorge Community College Small Business Development Center Mr. Bob Cole, Director 400 E. Scenic Drive, Suite 257 The Dalles, OR 97058 (541) 298-3118 FAX: (541) 298-3119 bcole@cgcc.cc.or.us Lane Community College Small Business Development Center Ms. Jane Scheidecker, Director 1059 Williamette Street Eugene, OR 97401 (541) 726-2255 FAX: (541) 744-3991 scheideckerj@lanecc.edu Linn-Benton Community College Small Business Development Center Mr. Dennis Sargent, Director 6500 SW Pacific Boulevard Albany, OR 97321 (541) 917-4923 FAX: (541) 917-4831 Sargend@Peak.org Mount Hood Community College Small Business Development Center Mr. Don King, Director 323 NE Roberts Street Gresham, OR 97030 (503) 491-7658 FAX: (503) 666-1140 bizinfo@teleport.com Portland Community College Small Business Development Center Mr. Tom Lowles, Director 2701 NW Vaughn Street, Suite 730 Portland, OR 97210 (503) 978-5080 FAX: (503) 222-2570 pccsbdc@teleport.com Washington State University Small Business Development Center Janet A. Harte, Director 200 SE Park Plaza Drive, Suite 1005 Vancouver, WA 98684 (360) 260-6372 FAX (360) 260-6369 harte@vancouver.wsu.edu Central Oregon Community College Business Development Center 2600 NW College Way Boyle Education Center Building Bend, OR 97701 (541) 383-7290 FAX: (541) 318-3751 K-33