This is the most important part of your business plan.
Here you must summarize, on one page, every critical aspect of your nonprofit.
Your business plan, once complete, should not only help you achieve those goals, but also provide you with a clear pathway to success.
It should frequently be referenced during key decision-making times to stay on track and to make sure your not for profit organization always adheres to its stated vision.
As your nonprofit grows, or if it’s already been active for some years, these sections may be essential to providing readers with a comprehensive look at your organization.
Sometimes called “Market Research” or a “Needs Analysis,” this is where you put what you have learned about other nonprofits in this area.Your marketing section should include examples of past campaigns and their effectiveness, if possible, and as space allows.Here you need to list where your finances stand today as well as a 3-to-5 year projection.They may be as short as seven pages long, one for each of these essential sections, or up to 30 pages long as your organization grows and becomes more complicated. This is the easiest part but should not be overlooked. You should make sure your nonprofit’s name about is 2-3 inches from the top of the page.Below it, you need to have the following details: You can draft this up first, but it should be the last thing you work on.As a nonprofit, you more than likely won’t be producing a product.(If you do, the complexities regarding your tax status and whether it is or is not eligible should be discussed with a qualified accountant or attorney.) As such, you should focus on what services you offer and how you plan to offer them.What will you do if individual financial goals fall short? As a brand, new nonprofit, you might not have much to put here, and that’s okay.Remember, you only need to include what is most relevant, and you can leave out anything you may have covered in another section.This section should be able to answer the following questions: This is where you introduce the key players in your organization. You can go on to talk about their role in your nonprofit, too.Then, if you have space, you can discuss any gaps you may have and your plans to fill them.