Bakusasa Trust Business Plan - Updated April 2015

©Copyright 2013 Bakusasa Trust. All Rights Reserved. Design and Development by Bakusasa Trust
An Awesome SA initiative

Table of Contents
1. Introduction to BAKUSASA TRUST …………………………………………………………………………………………...3
2. Executive Summary………………………………………………………………………………………………………………………4
3. Mission Statement………………………………………………………………………………………………………………………..5
4. Objectives of BAKUSASA TRUST………………..…………………………………………………………………..……………..5
5. Keys to Success………………………………………………………………………………………………………………………….…6
6. Situation Analysis…………………………………………………………………………………………………………………………6
7. LBGF TRUST Project and Marketing………………………………………………………………..………………………....…7
7.1. Organisation Summary…………………………………………………………………………………………………..7
7.2. Marketing Strategy…………………………………………………………………………………………………………7
7.3. Marketing Objectives……………………………………………………………………………………………………..8
8. Management Structure…………………………………………………………………………………………………………………9
8.1. Head Office…………………………………………………………………………………………………………………...9
8.2. Project Management……………………………………………………………………………………….………….10
8.3. Coach and Mentor Development………………………....…………………………………………………....11
9. Expansion Plan…………………………………………………………………………………………………………………………..12
10. LBGF TRUST Coaching Model……………………………………………………………………………………………………..15
11. Monitoring and Evaluation Plan…………………………………………………………………………………………………21
12. Sustainability Plan……………………………………………………………………………………………………………………….22
13. Corporate Development Process…………………………………………………….………………………………………….24
14. Awareness Campaign and Marketing Plan………………………………………………………………………………….27
15. Financial Stability……………………………………………………………………………………………………………………….28
16. 2015/ 2016 Budget……………………………………………………………………………………………………………………..32
©Copyright 201 BAKUSASA TRUST. All Rights Reserved. Design and Development by BAKUSASA TRUST

1. Introduction to BAKUSASA TRUST
BAKUSASA TRUST
From Disadvantaged Children to Future Leaders
Organisation Name: BAKUSASA TRUST
Acronym: NONE
Contact Address: P.O.Box 930, Howick, 3290, South Africa
Telephone: +27 (0) 72 249 2733
Email: lee@leebromleygolf.co.za
Website: www.bakusasatrust.org.za
BAKUSASA TRUST Projects: Howick GC Project
Midlands GC Project
Nogqaza Project
LIV Village Project
Gowrie Farm Project
Trustees: Mr Guy Smith
Mr Toy Mzemela
Mr Paris
Mr Roger Newman
Mr Iain Ewing
Facebook Page: https://www.facebook.com/LBGF2014
Twitter: @leebromleygolf
Linked In: http://za.linkedin.com/pub/lee-bromley/58/936/a77/
You Tube Video Links: http://www.youtube.com/channel/UCae5gY0K
vsWdxMFop4iKCHw
Ripple Crowdfunding Platform https://www.ripple.org.za/lbgf
An Awesome SA Initiative

2. Executive Summary
The BAKUSASA TRUST, a non-profit organisation under Awesome SA (NPO Registration Number:-
059-801-NPO) was formed on 18 July 2013. BAKUSASA TRUST is a “Grass Roots” initiative and “First
Touch” Program that introduces golf to disadvantaged children from deprived areas, with the
purpose of using the sport of golf as tool to provide children with the opportunity, information and
knowledge to build character, learn core values, to become physically, emotionally and socially
developed citizens of South Africa.
The LBGF “Sport for Social Development” age-appropriate program is a unique and innovative
combination of Long Term Athlete Development, Emotional Intelligence, Life Skills, Fundamental
Movement Skills, Fundamental Sports Skills and a solid set of Core Values. The progressive program
allows children to develop at their own pace, ability and enthusiasm. Furthermore, it is based on the
developmental age of children, rather than their chronological age.
BAKUSASA TRUST provides a positive impact on children, their families and communities, through
the great game of golf. It provides the perfect framework for optimal growth, development and
maturation. The program dramatically reduces the risk of children becoming involved in drugs,
underage and unprotected sex (HIV and AIDS), crime and gang-related behaviour.
BAKUSASA TRUST teaches children 12 (twelve) Core-Values;
BAKUSASA TRUST has the only, genuine, grass roots program that provides disadvantaged children, a
mentorship and life development program for life. Through the program, the children, will gain new
skills with which to better themselves through learning important life and social skills, and
empowering themselves with the skills to grow up to be successful citizens and leaders.

3. Mission Statement
4. Objectives of BAKUSASA TRUST
BAKUSASA TRUST’s main objective is to enrich the lives of disadvantaged children, using golf
as a tool to provide the children with the opportunity to excel in life. BAKUSASA TRUST is
involved in activities that promote sport, specifically golf, for all impoverished, previously
and currently disadvantaged youth in South Africa. Through these activities, it is envisaged
that the children with whom BAKUSASA TRUST will work, will gain new skills with which to
better themselves through learning important life and social skills, empowering themselves
with the skills to grow up to be successful citizens and leaders in their communities;
BAKUSASA TRUST will ensure that selected children are given the best possible Primary,
Secondary and Tertiary Education by covering the costs of such education and/or securing
bursaries to the relevant Educational Institutions or High Performance Centres;
Establish, implement and consistently manage a coaching philosophy with structured levels
of progression;
Create National and International awareness of the BAKUSASA TRUST program and coaching
model;
Implement a corporate development process to align with business partners that share the
same vision and looking to invest through their Corporate Social Investments initiatives;
Train certified coaches, mentors and assistants for each project run by BAKUSASA TRUST;
Integrate non-athletic components into the program, such as educational assistance,
counselling, medical evaluation, emotional intelligence and community service;

Establish 20 (twenty) memberships with each participating golf club within BAKUSASA
TRUST’s area/s of operation when the selected children have progressed to the required
level of the program.
Establish and implement a state of the art training academy and school;
Develop an implement a comprehensive and innovative Long Term Development (LTD),
unique to BAKUSASA TRUST and South Africa;
Ensure the sustainability and growth of LBGF by way of flow from income (and if necessary,
capital) from the General Capital Fund as well as from donations;
Maintain the fund into which unspecified donations from corporations and private
individuals shall be paid and invested.
5. Keys to Success
6. Situation Analysis
The need for youth development programs is validated and magnified by information that attributes
long-term value to children in these programs. Numerous studies document the direct value of
children participating in mentorship and development programs, such as BAKUSASA TRUST, results in
reducing the potential to become involved in drugs, sex, crime and gang-related behaviours.
Furthermore, it gives children the grounding to build character and learn important life skills. The
economic, social and personal value of investing in the lives of children produces a positive impact on
the communities and country. BAKUSASA TRUST provides opportunity that serves as a personal
reference for children throughout their lives. Offering hope and opportunity for a better future is
what drives us.

7. BAKUSASA TRUST Project and Marketing Plan
a. Organisation Summary
BAKUSASA TRUST, an Awesome Sa initiative, is a non-profit, youth development program
serving children from the a of 5 (five) years old to adulthood, in the KwaZulu-Natal Province
of South Africa. The focus of the program is to promote healthy development in children, by
providing them with the opportunity to build character and learn important life skills through
golf.
BAKUSASA TRUST Head Office is based at Gowrie Farm in the KwaZulu-Natal Midlands, South
Africa where the pilot project and coaching model was created and implemented.
b. Marketing Strategy
BAKUSASA TRUST strives to be the premier “Grass Roots” initiative and “First Touch” program
for children in South Africa. The marketing strategy serves to successfully communicate the
unique value BAKUSASA TRUST offers children and corporate partners. This strategy reflects
the focus of the benefits to, not only the children, but the communities in which these
children live. The marketing strategy will continue to identify the needs of the market and
communicate with this audience in the most effective and positive manner. Continuous efforts
will be made to understand how BAKUSASA TRUST can maintain the quality and integrity of
our program within the financial resources provided by the community of donors and
supporters. The BAKUSASA TRUST “Brand” will become globally synonymous with youth
development and enriching the lives of future generations.
The growth strategy is based on continued attention to the quality of the experiences and
opportunities for the children, in conjunction with identifying opportunities to expand the
participation of programs through KwaZulu-Natal and beyond.

c. Marketing Objectives
The objective is to enrich the lives of as many disadvantaged children as possible in a positive
and supportive manner. A positive, constructive and meaningful manner is the sought-after
result of the BAKUSASA TRUST experience. This experience will assist children to better
understand the necessary skills that life demands and empower them to realise the choices
and attached commitment available to them.
BAKUSASA TRUST marketing objectives serve common purposes;
Enrich the lives of disadvantaged children in South Africa and enable their parent/guardian
to appreciate the value of the BAKUSASA TRUST experience for their child;
Create awareness for BAKUSASA TRUST on a national and international platform, allowing
corporate partners to enjoy numerous and unique benefits for their corporate social
investment;
Fund raising efforts to acquire the financial resources to meet the objectives and ensure
expansion of the projects reach;
Create strategic alliances to provide the appropriate platform to ensure BAKUSASA TRUST
becomes the premier and preferred youth development organisation;
Promote the coach training accreditation program and attract individuals to become
coaches, mentors and assistants at one of BAKUSASA TRUST projects;
Education of all sectors of the community and promote BAKUSASA TRUST’s strategy
pyramid;
.
Opportunity
to excel
in sports & Life
A broad variety of experiences to Self
Develop, Build Characterand learn
important Life Skills
A wholesome, positive, safe and value-orientated
atmosphere where children learn BAKUSASA TRUST
core values
Equal opportunity to participate,regardless of skill level

8. BAKUSASA TRUST Management Structure
BAKUSAS TRUST is administered and co-ordinated from the Head Office by Project Director, Mr Lee
Bromley, with support of a small and dedicated team. Further support is received from the team at
Awesome SA and Ewing Trust Company.
Each project will be responsible for the implementation and management of the BAKUSASA TRUST
operations and coaching model. Each project must meet clearly defined time-based targets.
8.1. Head Office
The Board of Trustees is currently made up of 6 (six) trustees:
Mr Guy Smith
Mr Toy Mzemela
Mr Paris
Mr Roger Newman
Mr Peter Mitchell
Upon securing a “Presenting / Title Corporate Partner”, the corporate involved will be
invited to have a representative on the Board of Trustees, ensuring all concerned parties
interests are represented and the appropriate governance of BAKUSASA TRUST.
In order to create and maintain transparency and legitimacy in the operations of BAKUSASA
TRUST, various consultants / affiliates will be appointed to take care of important aspects of
the foundation.
BAKUSASA TRUST currently has and will secure partnerships with the following organisations
and/or consultants;
Fundraising / Marketing Consultants
To be secured
Brand Ambassadors
Wikus
Weber
Mishka
Patel
Kyleigh
Lazarus
Neels van
Jaarsveld
Melissa
Vurovecz
Malcom
Mitchell
Shajar
Khan
Tonderai
Chavhanga
Andile
Ndlovu
Legal Advisors
Venns Attorneys
Auditors / Accountants / Trust Administrators
Ewing Trust Company Limited
Trust Advisor / Mentor
Awesome SA

Head Office Hierarchy
8.2. Project Management
Whilst all BAKUSASA TRUST Projects will be co-ordinated from BAKUSASA TRUST Head Office,
each project will implement the coaching model and curriculum independently, according to
the progress of the children, but with time-based targets. Each project will have the following
minimum structure;
The Head Coach of each project is responsible for the operations of the project and will be
required to report weekly and monthly to Head Office. The Head Coach is also responsible for
all BAKUSASA TRUST Project equipment, assets and resources for his/her project. The Head
Coach will be supported by a Mentor and Assistant Coach, who in turn will be responsible for
training an apprentice, who is either a volunteer or an aspiring coach.
The Head Coach will become a Level 3 Accredited Coach, being an individual who has
completed the first 3 levels of the BAKUSASA TRUST Coaching Curriculum.
TRUSTEES
Administrator /
Personal Assistant
Fundraiser &
Marketing Manager
Book Keeper
Project Director
Head Coach
Assistant
Coach
Mentor / EQ
Facilitator
Apprentice /
Volunteer

The Mentor will be an accredited Level 1 Coach and an accredited EQ-Advantedge facilitator.
The Mentor has the added responsibility of the welfare of the children and to ensure the
children are doing well at school and at home. The Mentor is responsible for facilitating EQ-
Advantedge’s emotional intelligence program within the BAKUSASA TRUST Program and
makes regular visits to each child’s school and parents to promote healthy relationships
between the child and his/her teacher and his/her parents.
The Assistant Coach will be an accredited Level 1 Coach and assists the Head Coach with
Coaching Sessions and the implementation of the BAKUSASA TRUST Coaching Curriculum. In
some Projects, the Assistant Coach will also be the translator for effective communication
between the Head Coach and the children.
8.3. Coach and Mentor Development Program
All BAKUSASA TRUST Project coaches and mentors are required to complete the BAKUSASA
TRUST Coaching and Mentoring Accreditation Program. Furthermore, all coaches are required
to complete a first aid course.
Each coaching level is based on the progressive levels that the children will reach as they
benefit from the BAKUSASA TRUST experience. Each level is more advanced and requires the
coaches to evolve with the children in their project. The coaching curriculum in each level, not
only covers the golf coaching aspect, but also requires the coaches to be just as competent in
the life-skills aspects, including the physical, emotional, mental and social development stages
that the children may be experiencing.

BAKUSASA TRUST expects coaches to consistently deliver the BAKUSASA TRUST Coaching
Philosophy and, as the children are expected to, the coaches must also grasp the opportunity
to be the best they can be. Coaches are also expected to want to progress through all the
levels of the Coach Accreditation Program, to become elite golf and social development
coaches.
From the volunteer or apprentice stage, an individual should share the vision of BAKUSASA
TRUST and progress through all the levels of the Coach Development Program and aspire to
manage their own project.
As BAKUSASA TRUST expands and rolls out the Coaching Model throughout South Africa, it
will also implement a Coach Development Program in all areas, with the purpose of increasing
the number of golf coaches and life-skills coaches in South Africa. Members of the
communities, educators, sports facilitators and community officials will be invited to
participate in the coach development program and become BAKUSASA TRUST accredited
coaches.
9. Expansion Plan
BAKUSASA TRUST’s vision has no boundaries and plans to launch as many projects as resources will
allow. The current expansion plan is based on the ability to recruit and accredit as many coaches,
mentors, assistants, apprentices and volunteers, in the shortest period of time. This will provide
BAKUSASA TRUST with a workable implementation and expansion model;

The simple process in project identification will ensure LBGF TRUST reaches this target. LBGF TRUST
has designed a simple but effective expansion process;
Launch Project with Day and
Time set for sessions
Conduct Demo at School or
in Community to recruit
Children
Presentation to School
Principal or Community
Head. Set Date and Time for
Demo
Identification of
Disadvantaged Schools and
Communities
Identification of expansion
area and nearest golf facility
1. BAKUSASA TRUST will identify potential areas to launch a BAKUSASA TRUST
Project.
2. Disadvantaged schools and communities will be identified and a meeting
with the school principal or community leaders will be set up.
3. A presentation of the BAKUSASA TRUST Program to the school principle
and/or community leaders. A date and time will be confirmed for the
demonstration of a BAKUSASA TRUST Session to the disadvantaged children,
to attract them to participate in the project.
4. A demonstration is held at a school or in the community.
5. Registration for the BAKUSASA TRUST Project is completed and a launch
date and schedule is set for the local Project.

10. BAKUSASA TRUST Coaching Model
In order for BAKUSASA TRUST to reach its goals and objectives, a stringent and methodical coaching
program is implemented and maintained consistently at all BAKUSASA TRUST Projects. This program
provides a solid framework and clearly defined the roles and responsibilities of all in BAKUSASA
TRUST and its coaching model.
The Coaching Model has defined modules and covers the physical, emotional, mental and social
development of the children in the program. It also encompasses the BAKUSASA TRUST 12 (twelve)
Core Values.
The BAKUSASA TRUST Coaching Model covers;
Physical Literacy – Long Term Athlete Development
Children must be adequately prepared for a life in sport, many individuals enjoy working hard to
improve, even without aspirations to be elite athletes. Long Term Athlete Development (LTAD)
provides a model to work from, with an approach to prepare athletes to reach elite levels, but it is
equally valid for a healthy lifelong participation in sport. LTAD is the brainchild of Dr Istvan Balyi, a
former Hungarian Athletics coach and now sports scientist from the University of Victoria in Canada.
LBGF incorporates LTAD into its coaching program to provide children with physical literacy. This is
achieved by developing Fundamental Movement Skills (FMS) in children, forming the foundation on
which to build a Fundamental Sports Skill (FSS).
Physical Literacy
•Long Term Athlete Development
Physical Education
•Physical Activities and Games
Social Development and Integration
•LBGF Core Values
Emotional and Cognitive Intelligence
• Eq-Advantedge Facilitation

The LTAD adopted elements, provide LBGF TRUST with a structured, progressive and sound
development program.
Sports scientists have reported that there are critical periods in the life of a young person in
which the effects of training can be maximised. They have also concluded that it can take anything
from eight to twelve years of training for a talented athlete to achieve elite status. This has led to the
development of athletic models, which identify appropriate training aims at each stage of the
athlete's physical development. Research has shown that that chronological age is not a good
indicator on which to base athletic development models for athletes between the ages of 10 to 16 as
within this age group there is a wide variation in the physical, cognitive and emotional development
Phase 1 - FUNdamentals
This phase is appropriate for boys aged 6 to 9 and girls aged 5 to 8. The main objective should
be the overall development of the athlete’s physical capacities and fundamental movement
skills. The key points of this phase are:
Participation in as many sports as possible;
Speed, power and endurance are developed using FUN games;
Introduction to the simple rules and ethics of sports;
Develop the athlete's:
ABC's (Agility, Balance, Coordination and Speed)
RJT (Running, Jumping, Throwing)
KGBs (Kinesthetics, Gliding, Buoyancy, Striking with a body part)
CKs (Catching, Kicking, Striking with an implement)
Phase 2 - Learning to Train
This phase is appropriate for boys aged 9 to 12 and girls aged 8 to 11. The main objective
should be to learn all fundamental sports skills. The key points of this phase are:
Further develop fundamental movement skills;
Learn general overall sports skills;
Continue to develop endurance with games and relays;
Introduce basic flexibility exercises;
Continue to develop speed with specific activities during the warm-up, such as agility,
quickness and change of direction;
Develop knowledge of warm up, cool down, stretching, hydration, nutrition, recovery,
relaxation and focusing;
Training programs are structured and based on a single periodisation;
Competition is structured and a 70:30 training/practice to competition-ratio is recommended.

Phase 3 - Training to Train
should be the overall development of the athlete’s physical capacities (focus on aerobic
conditioning) and fundamental movement skills. The key points of this phase are:
Further develop speed and sport-specific skills;
Develop the aerobic base;
Learn correct weight lifting techniques;
Develop knowledge of how and when to stretch, how to optimise nutrition and hydration,
mental preparation, how and when to taper and peak;
Establish pre-competition, competition and post competition routine;
Special emphasis is also required for flexibility training due to the sudden growth of bones
tendons, ligaments and muscles;
A 60% training to 40% competition ratio (includes competition and competition-specific
training) is recommended.
Phase 4 - Training to Compete
should be to optimise fitness preparation, sport/event specific skills and performance. The
key points of this phase are:
50% of available time is devoted to the development of technical and tactical skills and fitness
improvements;
50% of available time is devoted to competition and competition-specific training;
Learn to perform these sport specific skills under a variety of competitive conditions during
training;
Special emphasis is placed on optimum preparation by modelling, training and competition;
Fitness programs, recovery programs, psychological preparation and technical development
are now individually tailored to the athlete's needs
Phase 5 - Training to Win
This phase is appropriate for boys aged 18+ and girls aged 17+. The main objective should be
to maximize fitness preparation and sport/event specific skills as well as performance. The
key points of this phase are:
All of the athlete’s physical, technical, tactical, mental, personal and lifestyle capacities are
now fully established and the focus of training has shifted to the maximization of
performance;
Athletes train to peak for major competitions;
Training is characterized by high intensity and relatively high volume with appropriate breaks
to prevent over training.
Phase 6 - Retirement & Retainment
The main objective should be to retain athletes for coaching, officiating, sport administration
etc.

Physical Education – Activities and Games
BAKUSASA TRUST incorporates physical education in its Coaching Model due to the benefits of
physical activity in young children. These benefits include;
Promotes healthy growth and development;
Important connections between different parts of the brain that develop memory and language;
Provides opportunities to develop social skills;
Helps with relaxation and sleep;
Develops Self Esteem;
Develops Fundamental Movement skills.
Fundamental Movement Skills
Fundamental Movements Skills (FMS) are specific gross motor movements that involve
different body parts, such as feet, legs, trunk, hands, arms and head. Children need to be
taught FMS and they don’t acquire them naturally. Children that learn FMS are more likely to
participate and play different games, sports and recreational activities.
The BAKUSASA TRUST Coaching Model includes many games and activities at every coaching session
to promote physical education and fundamental movement skills. In addition to these important
fundamentals in childhood development, playing game and activities during BAKUSASA TRUST
coaching sessions also creates a fun and enjoyable atmosphere. This atmosphere ensures that
children want to return for more coaching sessions.
Social Integration and Development
Every BAKUSASA TRUST coaching session includes the learning of the BAKUSASA TRUST core values,
rules and etiquette where children are given the opportunity to learn how to develop as socially
moral human beings, able to interact with peers from different social, economic and religious
backgrounds;

Emotional Intelligence – EQ-Advantedge
BAKUSASA TRUST in partnership with EQ-Advantedge, the children learn a strong emotional
foundation to successfully navigate an ever-more changing and challenging world. Incorporated into
the BAKUSASA TRUST coaching model, the children are equipped with;
Emotional Wellbeing;
Socially Appropriate Behaviour;
Better Understanding of themselves and others;
Greater Self-Esteem;
Physical Wellness.
This is achieved through sessions delivered by BAKUSASA TRUST Mentors who undergo an
EQ-Advantedge accredited facilitator process, to ensure the mentors are trained to make use of
sound Social and Psychological theory and practice. This makes every session enjoyable and
practical.
During sessions, children are encouraged to interact through various play-therapy, role-play and
hands-on experiences, in order to maximise understanding and absorption of the lessons.
Visualisation and relaxation exercises teach the children how to take control of their emotions and
self-esteem, giving them the tools to develop greater well-being and exercise equanimity, calmness
and self-composure. In addition children are also provided with nutritional learning designed to help
children understand what is healthy and good for them and why.
The age appropriate emotional intelligence courses cover topics such as;
Decision Making;
Nutritional Awareness;
Conflict Resolution;
Friendship;
Stress Management;
Emotional Insight;
Empathy;
False-Beliefs;
Self-Esteem;
Anger Management;
Peer Pressure.
©Copyright 2013 BAKUSAS TRUST. All Rights Reserved. Design and Development by BAKUSASA TRUST

BAKUSASA TRUST Coaching Principles
The BAKUSASA TRUST Coaching Model is based on several principles, which includes:
A “Proudly South African” approach that recognises international best practices, and research but
clearly understands the cultural, social and political factors that make South Africa unique unto
itself;
Enhanced participation, enhanced excellence, enhanced capacity and enhanced interaction;
The physical, mental, emotional and cognitive development of children;
Maximising the involvement of all children, parents, coaches, officials, community, sport and
recreation programs, schools, golf clubs and specialist consultants;
Promoting a healthy, physically literate country whose citizens participate in lifelong physical
activity.
A simple but effective coaching model and curriculum that can be easily implemented at all
BAKUSASA TRUST projects, to achieve the same results across the board.
A structured, tiered coaching model that ensures all the children, regardless of skill level are able
to progress at their own pace and with their peers at the same level.
An internationally recognised, successful and innovative approach to coaching children to excel in
sports and in life.
BAKUSASA TRUST Coaching Philosophy
The BAKUSASA TRUST Coaching Philosophy is based on a combined coaching model that provides
every child with the opportunity to build character and learn important life-skills along the way. In
each level of the coaching model, BAKUSASA TRUST develops children’s fundamental movement
skills and fundamental golf skills to create physical literacy. More so, BAKUSASA TRUST has a duty to
provide every child in the program, with the physical, mental, emotional and cognitive skills,
combined with 12 (twelve) core values, to give every child the opportunity to excel in life and to
make their own, informed choices in life.
The BAKUSASA TRUST “Steps” combined with a positive and fun environment forms the core of the
BAKUSASA TRUST coaching levels, providing the perfect platform for the children to be themselves,
to learn and grow and to gain the necessary physical, mental and emotional skills to be the best that
they can be.

11. Monitoring and Evaluation Plan
BAKUSASA TRUST’s monitoring and evaluation plan will enable the organisation to learn about its
activities and results, as well as, support internal planning and development. Monitoring and
evaluation is extremely important in the accountability of BAKUSASA TRUST to its stakeholders,
partners and corporate social investors.
The four stages of monitoring and evaluation – planning; monitoring; evaluation; using the findings,
are represented as a continuous cycle. These stages will assist BAKUSASA TRUST to:
Specify program objectives in measurable terms;
Identify key indicators of success;
Outline data collection and analysis activities;
Develop a timeline to monitor the success of the program on an ongoing basis.
Planning
BAKUSASA TRUST will continue to find and improve upon more efficient means of launching projects
to ensure that the maximum number of disadvantaged children are given the opportunity to enrol in
a project close to them. Planning will always be an important tool in developing each BAKUSASA
TRUST Project in terms of equipment, coaching programs, community involvement, to ensure that
the highest level of professionalism, efficiency, proficiency, mentorship and growth is achieved at all
times.
Monitoring
Each BAKUSASA TRUST project is required to submit standardised monthly reports directly to the
Head Office. The use of email and internet connectivity will ensure this process is expedited in a
timely and efficient manner. The continuous monitoring of the children’s progress at each project
and in comparison to all other projects will ensure that complete project model is as efficient and
effective as it can be. From a financial standpoint, BAKUSASA TRUST will meticulously monitor each
project’s financials and find more effective financial means of achieving objectives.
Evaluation
BAKUSASA TRUST management have a mandate to continuously improve the service offering to the
children, stakeholders, corporate social investors and the team at BAKUSASA TRUST. It is vital that
BAKUSASA TRUST continues to evolve with the latest management, financial, training, sports science,
long term development trends to ensure constant improvement in productivity. The evaluation of
reports and statistics from each project will play a vital role in the process.
Use the Findings
The Monitoring and Evaluation of the monthly data received from each project will be used to
enhance the program as a whole. Furthermore, individual needs for each project may vary in certain
aspects of the program, which can be implemented from the findings.
©Copyright 2013 BAKUSASA TRUST. All Rights Reserved. Design and Development by BAKUSASA TRUST.
Planning
Monitoring
Evaluation
Use the
Findings

12. Sustainability Plan
BAKUSASA TRUST’s innovative and strategic sustainability plan will ensure that innovative and
efficient measurable elements are implemented , to produce the longevity and success of the
organisation. The 7 (seven) key elements of the sustainability plan are;
Organisational Identity
BAKUSASA TRUST has distinguished and will market its organisational identity and brand. The
organisation’s identity is made up of its vision, mission, and values. It tells the “story” of BAKUSASA
TRUST and why it exists. BAKUSASA TRUST will by identified with its leadership. Branding is the
organization’s look. BAKUSASA TRUST will become identifiable to the public through its logo and the
look of its publications and other communications.
A Long-Range Strategic Plan
The BAKUSASA TRUST strategic plan speaks to the mission, vision, goals and niche of the
organisation. BAKUSASA TRUST uses this strategic plan to create an annual operational plan. The
strategic plan includes the following steps;
An assessment of the external environment : What are the trends in the field? What are the
opportunities and threats for BAKUSASA TRUST and its work? How BAKUSASA TRUST can situate
itself to take advantage of the opportunities and avoid the threats? How BAKUSASA TRUST can be
poised to respond to/benefit from trends in the field.
An assessment of the internal environment to analyse the strengths and weaknesses of BAKUSASA
TRUST, including staffing, budget, morale, management, perception of BAKUSASA TRUST from
colleagues and funders and any other issues that may affect BAKUSASA TRUST’s ability to take
advantage of the opportunities or ward off the threats in the environment.
Financial & Systems
Administration
•Budget,Cash Flow Analysis,
Audit, SARS Reporting
Long-Range Strategic
Plan
•Goals, Objectives,Benchmarks
Long-Range Fund Raising
Plan
•Needs and Resources
Assessment, Donor Cultivation,
Grant Writing, CorporateSocial
Investment
Organisational Identity &
Brand
•Vision, Mission, Values, Branding,
Messaging, Strong Leadership
Long-Range Fund Raising
Plan
•Needs and Resources Assessment,
Donor Cultivation, Grant Writing,
Corporate Social Investment
Annual Operational Plan
•Objectives, Activities and
Timelines, Staffing, Program
Needs, Committed Resources
Board Development Plan
•Needs Assessment, Evaluation
Recruitment, Orientation
Maintenance/Team Building
Staff Development &
Organisational Culture
•Needs Assessment, Evaluation
and Review, Training, Team
Building

The revisiting of the organization’s mission, vision and niche to assess whether they are still
relevant.
The creation of long- term goals. BAKUSASA TRUST goals are far-reaching but attainable, and will
help BAKUSASA TRUST move towards fulfilling its mission in accordance with its values and vision.
The development of quantifiable, time-lined objectives to reach each goal.
The creation of benchmarks to measure progress toward accomplishing an objective.
Annual Operational Plan
The annual operational plan identifies the work BAKUSASA TRUST will undertake in the coming year,
including objectives, activities and timelines. It is intimately tied to the strategic plan in that any
activity BAKUSASA TRUST will undertake in the year ahead will move BAKUSASA TRUST towards
meeting its goals and objectives identified in the strategic plan. An annual operational plan is created
for each project and combined in an overall organisational operational plan. This organisational plan
is used to create BAKUSASA TRUST ’s budget and funding proposals.
Financial & Systems Administration Plan
The annual financial plan is BAKUSASA TRUST’s fiscal plan of action. It includes the BAKUSASA TRUST
budget as well the conduct of a number of processes to monitor the financial health and well-being .
The Annual Budget
BAKUSASA TRUST will be a financial sustainable organisation by spending more than 75% (seventy
five percent) of its revenue on program activities and less than 25% (twenty five percent) on
administration. Management will identify sources of revenue to meet the budgetary needs.
The funding gap (amount needed to fully fund the operational budget) drives the fund-raising plan.
The Cash Flow Analysis
It is essential to know if the funds will come into BAKUSASA TRUST in a timely manner to pay the bills
and to meet the payroll as it comes due. It identifies what funds are expected to come in each month
and measure that by the anticipated expenditures for each month. The analysis anticipates the cash
flow for a year and will be updated every month to reflect at least a year from that time point, and
will be used to identify if a cash flow shortage will arise and when. Only through this process will
management be able to anticipate a cash flow problem and take steps to fix it in time.
Annual Audit
The annual audit is an important part of the annual financial plan and will be conducted by an
independent certified public accountant (CPA). Every audit will help identify and repair any important
record-keeping errors and can help build confidence among funders of BAKUSASA TRUST’s financial
health.
SARS Reporting
All charitable, non-profit organizations have to file certain forms with the South African Revenue
Service. The annual financial plan will ensure that this is completed in an efficient and timely
manner.
Long-Range Fund-Raising Plan
BAKUSASA TRUST needs a long-range fund-raising plan to maintain its sustainability. The long-range
fund-raising plan helps the staff and the board to ensure that the organization will have the funding
necessary to conduct its annual operational plan and to fulfil its long-range strategic plan. The long-
range fund-raising plan includes steps to identify the funding needs of the BAKUSASA TRUST, through
the creation of the annual budget and the growth trajectory of BAKUSASA TRUST. BAKUSASA TRUST
will identify and cultivate potential donors, apply/ask for funding (write grants and/or solicit
individual donors) and report BAKUSASA TRUST’s accomplishments on an on-going basis.

Annual Board Development Plan
To ensure BAKUSASA TRUST is a strong and sustainable organisation, it has a Board of Directors that
is engaged in BAKUSASA TRUST’s strategic vision and whose members are willing to help BAKUSASA
TRUST meet its programmatic and fund-raising goals. The annual board development plan will help
BAKUSASA TRUST keep its current board members engaged while cultivating new board members to
fit the ever-changing needs of BAKUSASA TRUST.
Staff Development and Organisational Culture
BAKUSASA TRUST’s staff are competent and well respected in the field. Staff development is an on-
going process of investing in the individuals that make up BAKUSASA TRUST, ensuring that each
individual has the confidence and skills necessary to excel at his/her work. Staff development also
means building a BAKUSASA TRUST culture that values each staff member and creates cohesion and
a feeling of team among staff members. BAKUSASA TRUST invests in its employees, rewards initiative
and competence, and provides transparency and flexibility. The staff development program includes
the conduct of a needs assessment, an annual employee evaluation and review, staff training, and
team- building.
13. Corporate Development Process
BAKUSASA TRUST is currently undergoing a corporate development process which will see it align
with partners who are looking to enjoy numerous benefits for their corporate social investment while
assisting BAKUSASA TRUST in its quest.
BAKUSASA TRUST has created a unique offering to the corporate sector and will continue to source
and customise mutually beneficial partnerships, in its quest to fulfil its goals and objectives.
Corporate Partners are provided excellent marketing and creative leverage. It is also an exciting
opportunity to align their organisation with a genuine “grass roots” youth development program that
enriches the lives of the next generation.
Every tier of the corporate partner offering can be customised to suit the specific needs of a
corporate organisation in the following aspects;
CORPORATE PARTNER BENEFITS:
Licence and Endorsements
Licence to use BAKUSASA TRUST logo(s), images and/or trademark(s) for sponsor’s promotion,
advertising, or other leverage activities.
Merchandising rights (the right to create co-branded merchandise to sell).
Product Endorsement – BAKUSASA TRUST will endorse sponsor and its products.
Online
Provision of content for sponsor social media activities and website.
Appropriate promotion of sponsor through BAKUSASA TRUST website and social media activities.
Ability for sponsor to add value to BAKUSASA TRUST fans/friends and contacts via BAKUSASA
TRUST-controlled social media and website database.
“Signage” and links to sponsor website on BAKUSASA TRUST website.
Endorsement – LBGF will endorse sponsor and its products.
Appropriate promotion through events created and managed by BAKUSASA TRUST , such as
BAKUSASA TRUST Celeb Pro-Am, and the online and marketing activities thereof.
Advertising space allocated on the LBGF TRUST website www.bakusasatrust.org.za

Venue / On-site
Name recognition and prominent advertising space at all the BAKUSASA TRUST Projects.
Social media activities on-site (live Twitter feeds, Face Book and LinkedIn updates, You-tube,
Ubersense, etc).
Demonstration / Display opportunities.
Merchandising (selling dual-branded products).
Signage
Venue signage.
Inclusion in on-site event signage.
Name recognition on promotional banners / posters, marketing material, mail blasts, stationery
and correspondence.
Name recognition on all public relations material.
Vehicle Signage.
Name recognition on BAKUSASA TRUST uniforms and equipment.
Database Marketing
Unlimited access to event-generated database(s) for direct marketing.
Opportunity to provide inserts in BAKUSASA TRUST mailings and newsletters.
Opportunity to run database(s)-generating activities on-site.
Employees / Shareholders
Participation in events by employees or shareholders.
Access to discounts, merchandise and other sponsorship-oriented perks.
Creation of an event, day or program specifically for employees
A corporate golf clinic by BAKUSASA TRUST.
Public Relations
Inclusion in all press releases and other media activities.
Inclusion in sponsor-related and media activities.
Public Relations campaign designed for sponsor’s market (consumer or trade).
Featured article in BAKUSASA TRUST Newsletter.
©Copyright 2013 LBGF TRUST. All Rights Reserved. Design and Development by Lee Bromley

Ancillary or Supporting Events
Invitations to ancillary parties, receptions, shows, launches etc.
Signage, sampling and other benefits at ancillary parties, receptions, shows, launches etc.
Advertising and media opportunities at ancillary parties, receptions, shows, launches etc.
Opportunity for sponsor to address audience at ancillary functions.
Opportunity for sponsor to provide prizes for media or event promotions.
Other Promotional Opportunities
Custom-design of a new event, program, award or other activity that meets the sponsor’s specific
needs.
Securing and administration of entertainment, celebrity appearances, costumed character, etc, to
appear on sponsor’s behalf.
Provision by sponsor of spokesperson / people, celebrity appearances, costumed characters for
events.
Couponing / advertising on invitations.
Opportunity to provide prizes for media or event promotions.
Media Profile
Inclusion in all print, outdoor and/or broadcast advertising (logo or name).
Inclusion on event promotional pieces (posters, flyers, brochures, apparel etc-logo or name).
Event-driven outdoor advertising.
Advertising space in event programs (Printed and Digital), catalogues and online articles.
Pass-through Rights
Right for sponsor to on-sell sponsorship benefits to another organisation, pending BAKUSASA
TRUST approval.
Right for retailer sponsor to on-sell sponsorship benefits to vendors in specific product categories.
Contra
Opportunity for sponsor to provide equipment, services, technology, expertise or personnel useful
to the success of BAKUSASA TRUST in trade for part of the sponsorship investment.
Opportunity for sponsor to provide media value, in-store/in-house promotion in trade for part of
the sponsorship investment.
Opportunity for sponsor to provide access to discounted media, travel, printing, or other products
or services for part of the sponsorship investment.
Cause Tie-in
Opportunity to involve sponsor’s preferred charitable organisation or cause.
Donation of a percentage of funds raised at the BAKUSASA TRUST Charity Celeb-Am Golf
Tournament to charity annually.
Contracts
Discounts for multi-year contracts.
Right of first refusal for renewal at conclusion of the contract.
Customised payment schedules.

CORPORATE PARTNER TIERED OPPORTUNITIES:
PRESENTING PARTNER / PATRON SPONSOR
Principal sponsor of BAKUSASA TRUST and generally valued at over R600 000.00 (six hundred and
thousand South African rand) per annum in cash and/or contra. As a Premium Partner, the
organisation is assured of the highest level of visibility in all of the BAKUSASA TRUST’s operational
and marketing activities.
OFFICIAL / AFFILIATE PARTNER
Major partners using the partnership opportunity to achieve a wide range of marketing and business
objectives. Generally falling in the range of R 200 000.00 (two hundred thousand South African rand)
– R 300 000.00 (three hundred thousand South African rand) per annum in cash and/or contra.
SUPPORTING PARTNER
Lower level of partnership whereby companies usually use the sponsorship for community
development and to achieve a more limited number of marketing and business objectives. Generally
valued at between R 100 000.00 (one hundred thousand South African rand) - R 150 000.00 (one
hundred and fifty thousand South African Rand) per annum in cash and/or contra.
ASSOCIATE PARTNER
Companies looking to invest in corporate social investment through the provision of services and
products, rather than financial contribution.
14. Awareness Campaign and Marketing Plan
BAKUSASA TRUST has already embarked on an extensive, strategic awareness campaign through
social media. Video presentations of coaching sessions and regular interactive online presence is at
the forefront of the campaign. BAKUSASA TRUST has also conducted radio interviews and has
featured in prominent newspapers.
BAKUSASA TRUST’s social media and online presences, currently include;
Twitter: https://twitter.com/leebromleygolf
Linked In: http://za.linkedin.com/pub/lee-bromley/58/936/a77/
Facebook: https://www.facebook.com/pages/Lee-Bromley-Golf-Foundation/165898583601772?ref=hl
You Tube: http://www.youtube.com/channel/UCae5gY0KvsWdxMFop4iKCHw
Awesome SA: http://www.awesomesa.co.za/?article&global[_id]=120&global-The%20Lee%20Bromley%20Golf%20Foundation
SuperSport Let’s Play: http://www.supersport.com/letsplay/news/advocates
Together SA: http://www.togethersa.co.za/portfolio/bakusasatrust

MARKETING AND FUND-RAISING PLAN:
The BAKUSASA TRUST Marketing and Fund-Raising Plan includes fundamental elements that will
ensure BAKUSASA TRUST is constantly planning, sourcing required funding and creating awareness.
These elements include;
Creating and constantly networking, allowing BAKUSASA TRUST to keep informed about what is
going on within the corporate social investment sector and developing connections.
Ultimately, BAKUSASA TRUST will form a partnership with a consultant or organisation who will
take on scouting and tracking opportunities that may be available to BAKUSASA TRUST.
Create associations and partnerships with other like-minded non-profit organisations.
Ensuring BAKUSASA TRUST is appropriately positioned to secure, or at least apply for funding and
assistance.
Build relationships with International Youth Development Organisations.
Diversifying funding to ensure BAKUSASA TRUST is not completely dependent on one form of
support.
Stick to the mission with consistency and create a local base of support.
Develop a plan for financial sustainability which is intricately linked with the idea of
institutionalising BAKUSASA TRUST and its program as a whole.
15. Financial Stability
BAKUSASA TRUST has identified fundamental components for its financial stability;
©Copyright 2013 LBGF TRUST. All Rights Reserved. Design and Development by Lee Bromley
Strategic
and
Financial
Planning
Income
Diversificati
on
Sound
Administration
and Finance
Own Income
Generation

15.1. Financial and Strategic Planning
Although BAKUSASA TRUST is in the similar situation to most non-profit organisations,
whereby it needs to raise “as much as possible, as soon as possible”, it also understands
the minimum it must raise to achieve its proposed objectives, related to fulfilling its
respective missions and covering administrative costs.
As BAKUSASA TRUST grows, it will maintain focus on long range objectives while dealing
with day to day management issues. Effective planning is the prerequisite for accessing
available local and international funds. BAKUSASA TRUST focuses on the carefully
prepared budget rather than implementing a projected financial plan for the first year.
A financial plan operates in the basis of scenarios, ranging from the minimum feasible
to the ideal and basically, consists of projected expenditures, with the organisation’s
potential to generate the income to cover such expenditure. Therefore, BAKUSASA TRUST
will focus on the financial requirements for each project individually on a minimum basis,
based on the pilot project. Funding for each project will be sourced from within the
project’s relevant, local corporate community initially, before exploring provincially and
nationally.
15.2. Income Diversification
At least 60% (sixty percent) of BAKUSAS TRUST’s overall budget must come from at least
five different sources, to ensure that a large portion of the budget does not depend on
one partner. In a scenario such as this, BAKUSASA TRUST becomes seriously jeopardised if
there are any changes in the partner’s decision and it can induce a major crisis.
15.3. Sound Administration and Finance
The management of resources is as essential to achieving financial sustainability, as
knowing how to generate income. BAKUSASA TRUST has efficient procedures for
administration and finances, which are governed by a series of institutional policies, to
ensure transparency in fiscal management. Moreover, these procedures allow BAKUSASA
TRUST to anticipate the organisations financial standing and, ultimately, make appropriate
decisions in a timely manner.
Accounting and administrative procedures fit into BAKUSASA TRUST’s needs. Regardless
of their scope and structure, these procedures record BAKUSASA TRUST’s transactions,
ensuring the ability to visualise the organisation a whole.

Below are the types of financial statements that BAKUSASA TRUST management and Trustees will
review periodically;
Other financial reports that BAKUSASA TRUST accountants will produce include;
Financial Statement Review Comments
Balance Sheet Bi-Annually
Income / Expenditure
Statement
Monthly
Cash Flow Monthly
Audit Reports When conducted
Ideally at the end of each
fiscal year.
Financial Statement Entries With the balance sheet
Inventory Control Bi-Annually
Financing
Depending on the amount,
significance, risk incurred.
Budget
Presented to the Board of
Directors three months prior
to the end of the fiscal year.
Approval minimum 30 days
prior to the end of the fiscal
year.
Budget Verification
Quarterly reviews, at
minimum.
Essential for a non-profit
organisation since it
depends on contributions. If
they fail to material, the
budget could be seriously
compromised.

15.4. Own Income Generation
BAKUSASA TRUST will diversify its sources of revenue through the generation of its own.
income. This unrestricted income will be generated through innovative means, such as;
Contributions to a trust or endowment fund – The objective of the trust fund is to
benefit from the interest generated by the capital. The capital remains untouched and
its value maintained or increased over time.
Fundraising for institution building or operations – Donations from individuals,
corporates or agencies willing to make contributions in support of the institutional
development of BAKUSASA TRUST. These donations may be given in the following ways;
Helping BAKUSASA TRUST to increase its income generation capacity whether by
hiring new staff, acquiring computer systems or the initial investment necessary to
implement an income-generation project, etc;
Increase equity, whether by building infrastructure or building up an endowment
fund;
Contributing unrestricted funds for a specific time period. Such funds are usually
provided to an organisation when it starts up operations to allow it to achieve a
degree of financial stability until such time as its project volume increases.
Income Generation through Public Contribution – Solicit public support for BAKUSASA
TRUST.
There are many ways to approach the public, including;
Support a Child Campaign at R200/month.
Organise golf events and other events on which the public attend and/or
participate.
Solicit donations in public campaigns.
Solicit corporate contributions in exchange for tax deductions, image, group
membership of the BAKUSASA TRUST or a combination of these.
Income Generation through the Sale of Goods and / or Services - This income-
generating strategy exists in many forms. It can be as simple as the sale of promotional
products, or as complex as offering professional consulting services in a particular field.
Online services is another method of soliciting these products and services.
Income Generation through Financial Management – BAKUSASA TRUST will implement
this income-generation technique by the appropriate, strategic management of
BAKUSASA TRUST’s assets, in order to maximise their financial potential. For instance,
property that is not being used can be rented, bank accounts can be transferred to
interest-bearing accounts until the funds are needed, or unused assets which retain some
market value can be sold.

Income Generation through Corporate Alliances – Cause-related marketing alliances
with corporates. Commercial activities where BAKUSASA TRUST partner with
corporations to market an image, product, or service with the purpose of obtaining a
mutual benefit. The corporate achieves a good public image, sells more products or
services and BAKUSASA TRUST raises funds to carry out its mission. Funds received
could be a percentage of sales and/or a specific amount.
17. 2015/2016 Budget
BAKUSASA TRUST annual budget takes into account the number of expected Project launches
through the year. In order to do this, it is important to understand the individual needs of each
project. The individual project budget is shown on the next page.

Equipment FY 2015 FY 2016
SNAG® Equipment R 18 000.00 R 18 000.00
US Kids Golf Equipment R 25 000.00 R 25 000.00
Coaching Equipment R 15 000.00 R 15 000.00
Golf Balls and Accessories R 4 800.00 R 4 800.00
Total R 62 800.00 R 62 800.00
Membership & Affiliation FY 2015 FY 2016
Membership Cards R 9 000.00 R 9 000.00
SNAG® Certificates R 3 000.00 R 3 000.00
Level Booklets R 19 500.00 R 19 500.00
Shirts and Caps R 15 000.00 R 15 000.00
Level Caps R 6 500.00 R 6 500.00
Level Pins R 37 500.00 R 37 500.00
Total R 90 500.00 R 90 500.00
CoachingFees FY 2015 FY 2016
Head Coach R 60 000.00 R 60 000.00
Mentor R 48 000.00 R 48 000.00
Assistant Coach R 30 000.00 R 30 000.00
Coaching Development R 36 000.00 R 36 000.00
Total R 174 000.00 R 174 000.00
Operating Expenses FY 2015 FY 2016
Website & Advertising R 26 400.00 R 10 000.00
Rentals R 24 000.00 R 24 000.00
Transportation R 175 000.00 R 0.00
Utilities & Fuel R 9 600.00 R 9 600.00
Uniforms R 36 000.00 R 36 000.00
Other R 10 000.00 R 10 000.00
Total R 78 000.00 R 89 600.00
.
Project Sessions FY 2015 FY 2016
Food R 78 000.00 R 78 000.00
Drinks R 5 196.00 R 5 196.00
Miscellaneous R 10 400.00 R 10 400.00
Total R 93 596.00 R 93 596.00
Competitions& League FY 2015 FY 2016
Tournament Entry Fees R 0.00 R 45 000.00
Food R 0.00 R 9 000.00
Drinks R 0.00 R 3 000.00
Prizes & Trophies R 2 500.00 R 6 000.00
Administration R 10 000.00 R 30 000.00
Total R 12 500.00 R 93 000.00
CorporateExpenses FY 2015 FY 2016
Audit & Accounting Fees R 10 000.00 R 10 000.00
Statutory Requirements R 15 000.00 R 15 000.00
Administration R60 000.00 R 120 000.00
Legal Fees R 5 000.00 R 5 000.00
Total R 90 000.00 R 150 000.00
Total Expenses Actual Estimated
R 804 396.00 R 753 496.00
BAKUSASA TRUST Individual Project Operating Budget - 2015/2016
Annual Budget : EXPENSES (Target - 100 children)
Estimated Cost Breakdown
8%
27%
29%
21%3%
12%
Equipment
Membership & Affiliation
Coaching Fees
Operating Expenses
Clinic Sessions
Competitions & League
Corporate Expenses
Assumptions
1. Enrolment of only 100 children into the
Project.
2. Coaching Fees for Head Coaches
(Professional Golfers)will be R 5 000.00 per
month per Head Coach.
3. Coaching Fees for Mentors will be R 4000.00
per month per Mentor.
4. Coaching Fees for Assistant Coaches will be
R 2500.00 per month per Assistant Coach.
5. Rentals for space at each Project will not
exceed R 200.00 per month.
6. Transportation is based on the discounted
purchase of an 18-seater minibus.
7. Utilities (Telephone, Electricity& Water) will
not exceed R 800.00 per month.
8. Uniforms and kit for children will not exceed
R 450.00 per child.
9. Food, Drink and Caddy Fees will not exceed
R 55.00 per child per session.
10. Green Fees per child will
not exceed R 55.00.

Bakusasa Trust Business Plan - Updated April 2015

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Bakusasa Trust Business Plan - Updated April 2015