A fresh, compelling approach to establishing a sustainable, results-driven nonprofit business plan.
Nonprofits often use the terms “strategic planning” and “business planning” interchangeably, but a good business plan goes beyond the traditional strategic plan with its focus on mission and vision, goals and objectives. The Nonprofit Business Plan, created by the nationally recognized nonprofit consultant experts at La Piana Consulting, helps your nonprofit organization understand what a strategic business plan is and why you need one, then provides a practical, proven process for creating a successful, sustainable business model. This ground breaking resource further explains how your nonprofit can determine whether a potential undertaking is economically viable—a vital tool in today’s economic climate—and how to understand and solve challenges as they arise.
With detailed instructions, worksheets, essential tools, case studies, and a rigorous financial analysis presented clearly and accessibly for executives, board members, and consultants, The Nonprofit Business Plan is also an important resource for non-specialist audiences such as potential funders and investors. This innovative step-by-step guide will provide your team with a solid set of business decisions so that your nonprofit can achieve maximum results for years to come.
The Nonprofit Business Plan: A Leader's Guide to Creating a Successful Business Model| David La Piana (Author), Heather Gowdy (Author), Lester Olmstead-Rose (Author), Brent Copen (Author)| Fieldstone Alliance
Table of Contents
Preface
How this Book is Organized
Chapter 1: What is a Nonprofit Business Plan and Why do You Need One?
Business Planning Defined, The Value of a Business Plan, Business Planning and Strategic Planning: the Essential Differences, The Right Plan for the Situation.
Chapter 2: Getting Started
The Six Basic Business Planning Questions, Case Study: Knowledge Force – Part 1.
Chapter 3: Understanding and Assessing Your Business Model
Step 1: Examine Your Scope
Step 2: Assess your Economic Logic
Step 3: Evaluate Your Organizational Capacity
Case Study: Knowledge Force – Part 2
Chapter 4: Developing Your Plan
Clarifying Strategic Intent, Market Research and Market Positioning, Case Study: Knowledge Force – Part 3, Operations and Infrastructure, Case Study: Knowledge Force – Part 4,Governance and Management, Case Study: Knowledge Force – Part 5, Key Collaborative Relationships, Significant Partners, Case Study: Knowledge Force – Part 6, Marketing Strategy, Case Study: Knowledge Force – Part 7, Financial Projections and Fund Development, Monitoring, Evaluation and Measuring Impact, Risk and Risk Mitigation, Conclusion.
Chapter 5: The Financial Dimension of Your Business Plan
Building Financial Projections, Three Important Financial Statements, Seven Steps to Building Financial Projections, Seven, Do’s and Don’ts, Conclusion.
Chapter 6: Pulling it All Together
Case Study: Knowledge Force – Part 8, Business Plan as Roadmap.
Chapter 7: Planning for Growth: Two Scenarios
Assessing the impact of a new program on an existing organization.
Chapter 8: Business Plan as Decision-Making Tool
Engaging your key colleagues in the decision, Attracting funders to a winning idea, Acknowledging when a venture or an idea is unworkable, Conclusion: Go out and Make it Happen!
Appendix A Sample Business Plan: Knowledge Force
Appendix B Financial Projections Template
Glossary
LINK FOR THE BOOK