NPO Business Plans (Elizabeth Bolton, Ph.D.)

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NPO Business Plans (Elizabeth Bolton, Ph.D.)

  1. 1. THE NONPROFIT BUSINESSPLAN: THE RATIONALE ANDESSENTIAL ELEMENTSElizabeth B. Bolton, Ph.D.Community Development and Nonprofit LeadershipDepartment of Family, Youth and CommunitySciencesUniversity of Florida
  2. 2. BACKGROUND AND RATIONALE A valuable part of the community  Leadership  Volunteers  Services  Financial Capital  Employment  Social Capital
  3. 3. NONPROFITS AND OTHER ORGANIZED GROUPS MAKEECONOMIC CONTRIBUTIONS TO COMMUNITIES BYDEVELOPING LEADERS
  4. 4. NONPROFITS MAKE ECONOMIC CONTRIBUTIONS BYTRAINING VOLUNTEERS
  5. 5. NONPROFITS MAKE ECONOMIC CONTRIBUTIONS TO COMMUNITIESBY EXTENDING SERVICES TO TARGET AUDIENCES
  6. 6. NONPROFITS MAKE ECONOMIC CONTRIBUTIONS TOCOMMUNITIES BY CONTRIBUTING TO FINANCIAL CAPITAL.
  7. 7. NONPROFITS MAKE ECONOMIC CONTRIBUTIONS TOCOMMUNITIES BY PROVIDING EMPLOYMENT.
  8. 8. NONPROFITS MAKE ECONOMIC CONTRIBUTIONS TOCOMMUNITIES BY CONTRIBUTING TO SOCIAL CAPITAL.
  9. 9. Facts you need to know:
  10. 10. In Floridathere aremore than46,587nonprofitsBureau of Labor Statistics IRS Exempt Orgs(2005)
  11. 11. In Floridanonprofitsdirectlyemployapprox.380,000people.National Center for CharitableStatistics (2005)
  12. 12. Florida nonprofits generate an additional 250,000 jobs fromspending by the organizations and their employees.Phil. And Nonprofit Leadership Center. (2002)
  13. 13. Floridanonprofits arethe FOURTHLARGEST Sourceof employmentamong all industrysectors.IRS EOMF (2005)
  14. 14. Floridanonprofitshold assetsexceeding$76.2 billionPhil. And Nonprofit Leadership Center. (2002)
  15. 15. Florida nonprofits generate at least $300million in sales tax.Phil. And Nonprofit Leadership Center. (2005)
  16. 16. Florida nonprofits generate more than$14.6 billion in wages andcompensationPhil. And Nonprofit Leadership Center. (2002)
  17. 17. Florida nonprofits generatemore than $61Billion in totaleconomic activity.Phil. And Nonprofit Leadership Center. (2002)
  18. 18. Nonprofitsector in Floridahas grownfaster than thestate’s overalleconomy.Phil. And Nonprofit Leadership Center. (2002)
  19. 19. Full time 250,000 equivalent = volunteer workersPhil. And Nonprofit Leadership Center. (2002)
  20. 20. “Florida’s nonprofit sector is an economic powerhouse, generating andexpending billions of dollars and employing a significant proportion ofFloridians. However, this sector remains relatively smaller in Florida than itscounterparts across the country.” (p. 4)Salamon, L.M., Geller, S.L. and Sokolowski. S.W. (2008). Florida’s Nonprofit Sector: An Economic Force.Nonprofit Economic Data Bulletin Number 29. Baltimore, Md: Center for Civil Studies, John HopkinsUniversity.
  21. 21. THE BUSINESS PLAN• Leaders/Board/Governance• Organizing Documents• Strategic Plans• Financial Management• Marketing• Public Relations• Fund Raising Plan• Volunteers• Programs/Services/Products• Lobbying Plan• Ethics Plan• Risk Management Plan
  22. 22. THE CONCEPT UNDERLYING THEORGANIZATION Problem/Issue Who is impacted Dimensions of the problem What will happen if problem is not addressed Outcomes What is missing/needs to be done differently Why is this NPO needed
  23. 23. CONTROLLING DOCUMENTS EIN Bylaws Articles of Incorporation IRS Letter of Exemption Consumer’s Certificate of Exemption Uniform Business Report Solicitations of Contributions Registration
  24. 24. GOVERNANCE/LEADERSHIP  Board of Directors  Size  Officers w/position descriptions  Org. Chart  Committees – Standing, Ad Hoc  Executive Director  Board Assessment Plan
  25. 25. THE STRATEGIC PLAN• Environmental Analysis• External Threats and Opportunities• Internal Strengths and Weaknesses• Mission• Vision• Goals• Objectives• Service to be provided• Who will provide the service
  26. 26. FINANCIALS Budget Balance Sheet Income Statement Statement of Cash Flow 990
  27. 27. MARKETING Analysis Target Audiences Goals and Objectives Analyze target audiences and competition Develop market strategies Price, Product, Place, Promotion Evaluation and Monitoring
  28. 28. PUBLIC RELATIONS Goals and Objectives Vision and Mission Values Critical Elements Research, message, materials, work plan Media/endorsements/Internal com. Crisis control
  29. 29. VOLUNTEER MANAGEMENT Recruitment Orientation Training Supervision Evaluation Recognition
  30. 30. FUND RAISING Financial Goals Special Relationships Case for Support Fund Raising Model Strategies Stewardship
  31. 31. CODE OF ETHICS Values Statements of Ethical Conduct Conflict of Interest Statement
  32. 32. LOBBYING Legislative advocacy Election H Prepare Board of Directors Know legislative process Develop data Develop policy agenda
  33. 33. RISK MANAGEMENT Volunteer elements and mitigation strategies Financial elements and mitigation strategies Employer/employer elements – mitigation Insurance Who is responsible?
  34. 34. GETTING TO WHERE YOU WANT TO BE:LOCAL RESOURCES NCNCF  Workshops  Newsletters  Networking  Membership Dept. Family, Youth and Community Sciences  Certificate in Executive Leadership in NPO (Distance Ed)  BS and MS  Interns Alachua County Government  Alachua County Library – Foundation Directors  E civis

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