Unlike most for-profit companies where success is measured in monetary terms, in a nonprofit, success is achieved if you have sufficient financial resources to carry out your mission and the mission’s objectives are accomplished.Most nonprofits collect data about the “inputs” — how many resources like staffing, purchases, machines, and number of offices were used to achieve the objectives.In your strategic plan, you should include a subsection under marketing and development addressing how you will achieve funding levels to support your efforts to carry out your mission.
Please contact your financial or legal advisors for information specific to your situation.
In the previous three installments, we looked at “4 Sections Every Business Plan Must Have (and Why They’re Important),” “Why You Need a Business Plan (and the Best Style for You),” and “When Is a Good Time to Review and Renew Your Business Plan?
A business plan usually runs about 30 to 50 pages in length, but you shouldn’t aim for that many pages if you don’t need them.
If you complete the first draft of your plan and it’s only a few pages, then it likely needs some rethinking.
Once you polish these sections and make them as strong as you can, feel free to add anything else you’d like.
It’s your organization, and since there are no set rules for business plans, you can customize your exactly as you see fit.
” This month, we discuss creating a business plan for a nonprofit.
You need a business plan for the start-up or expansion of a nonprofit for the same reasons you do for a for-profit enterprise.
They also collect information about the “outputs” — how many items were made and sold, reports prepared, patients seen, speeches given, and so forth.
But what warms the hearts and minds of potential donors are the “outcomes.” If the nonprofit is a medical clinic, examples of outcomes would be how many lives were saved, how many families were kept intact, and how many days were not lost at work.