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Creating a business plan helps bring your ideas to life and communicates to key stakeholders how you intend to run the organization.Typically, business plans include the following sections: Nonprofit business plans are different from for-profit business plans because they don’t focus on showing how the organization intends to provide continuous profits for stakeholders.
While most of SCORE’s work has focused on small businesses, over the years it has assisted some startup and emerging non-profit organizations, particularly on business issues.
As a result of these experiences, SCORE strongly believes that to be effective, competitive and sustainable, non-profits must not only be caring and creative, they must run their operations as businesses.
In our democratic society, we ask non-profit organizations to fulfill several important responsibilities, from providing public benefit and serving the underprivileged to advancing education and science and reducing the burden of government.
We also expect non-profits to operate on a higher, more noble plane than other organizations, and we insist that they focus on public good rather than private gain in accomplishing their goals.
The role of this so-called “third sector” of our economy has become a vital part of our national culture.
Non-profits have proven to be effective instruments for addressing social needs outside of government.
Feasibility Study A practical, reasonable and probable process for closely examining a subject, with the aim of determining how readily it can be performed or executed.
Vision An idea or scheme marked by foresight; a mental image, a dream.
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.