Executive Summary As the heading implies it is a summary of the entire plan and is prepared after the complete plan document has been drawn up. It gives stakeholders, advisors and staff brief information about what the organization is currently doing and what it is up to in the coming period. Learn how it works to create a nonprofit strategic business plan that is founded on a standard template How it works to create a strategic plan for non-profit organization 2. Vision and Mission Statement A Vision statement tells the whole world "what" the NPO wants to achieve and for what purpose it is in existence.
Non-profit Strategic Plan Executive Summary As the heading implies it is a summary of the entire plan and is prepared after the complete plan document has been drawn up. It gives stake-holders, advisors and staff brief information of what the organization is currently doing and what it is up-to in the coming period.
It sets the boundaries within which employees can decide and act towards achieving results and also informs third parties like investors, vendors, customers and clients dealing with the organization what the NPO expects from them. Values As a non-profit organization, a NPO has to approach government and non-government entities for aid and donations to fund their activities and also approach the community for support to their service.
Such entities would donate and support only if the NPO has a strong goodwill and reputed name. To ensure this, any non-profit organization has to have a work culture based on good values, which are listed as part of the strategic plan to remind all internal staff and external stakeholders the values recognized and adhered by the NPO.
Values respected by a typical NPO would include qualities such as integrity, trustworthiness, honesty, transparency, team work and accountability. Campaigning the Cause Marketing. The NPO has to sell its laudable cause, purpose and the change it wants to bring about through its service to governments, foundations, philanthropic entities and individuals to obtain grants and raise funds.
In a for-profit organization, marketing function brings in the revenues for the organization without which the organization will not survive. Similar to any marketing activity, the NPO should plan its campaign of conveying its message to such entities and convincing them to make grants in its favor.
This section details exhaustively everything a NPO has to do to raise the targeted funds, leaving no stone unturned, including the message, whom to approach, how to approach and grant seeking methodologies.
When the plan period is 3 to 5 years, long term goals can be broken down to annual goals under the SMART rule and any shortcoming in one year can be made good in the subsequent plan year.
At this section, list all the goals and targets to be achieved by the NPO. It informs everyone in the organization what the NPO is planning to achieve in the current plan period and in the period immediately following.
Key Performance Indicators To deploy resources efficiently, the strategic plan identifies and sets benchmarks as key performance indicators that would be used to measure and show how efficiently the NPO activities have been conducted during the plan period.
As the very name implies, Key Performance Indicator KPI is a measure that tells how efficiently a key activity has been performed.
Key activities that determine the success of an organization are listed and measured periodically to find how efficiently the organization is functioning. Human Resources The strategic plan has to detail existing human resources, additional manpower needed to execute targets set, training needs of staff, authority and accountability in performing various tasks and empowerment to take decisions in right time.
The plan should also clearly define the organization hierarchy such that operational issues are properly escalated and solved in right time without wastage of resources.
The SWOT Analysis includes not only listing of strengths, weaknesses, opportunities and threats but also how they are going to be managed.
The NPO should plan how it is going to use its strengths to increase its activities in raising more funds to serve more beneficiaries, how it is going to overcome its weaknesses, how it is going to use opportunities to expand its activities and what steps it is going to take to meet a threat.
Risk Analysis Most of the activities of a NPO are dependent on environmental or outside factors beyond the control of the NPO, having an inbuilt element of risk while being performed.An implementation plan or an implementation strategy is a method on how the main strategy, in this case, the strategic plan, is brought to life.
In a sense, it serves as the organization’s guide to the strategic plan. A strategic plan template is used to outline a firm’s vision and mission statements to set the premise’s objectives.
The plan templates, developed in word and excel and PDF file formats, open up the minds of all planners so that they think globally. Sample business plans from nonprofit organizations with which The Bridgespan Group has worked. For nonprofit organizations, the business-planning process offers a rare opportunity to step back and look at the organization as a whole.
It is a time to connect the dots between mission and programs, to.
This plan provides detailed investor information and includes the basic strategic business plan information necessary for initial establishment and operation of Kiln Creek Bowling Center. The plan outlines the plans for business growth, methods, procedures for operation, and infrastructure.
If you are looking for a sample fish farming business plan template, here is a business plan for starting a fish farm and free feasibility report you can use. Are you searching for a business plan sample for your fish farming business?
This article presents you with a fish farming business plan sample that you can easily use as a template to write one for your business. A business plan is the action plan, identifying the tasks, milestones, and goals, but also identifying the potential for success and the potential risks ahead, given the nonprofit’s “competitive advantages” and the environment in which it operates.