Worksheet (1) The Business Plan. What are we particularly good at?
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- Abner Mason
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1 The Business Plan Worksheet (1) What are we particularly good at? The purpose of this worksheet is to provide one framework for exploring answers to this question and question 2 (b) (v) in the planning template. This is a basic format that can be adjusted to include different numbers of planning participants as well as different aspects of the nonprofit s work overall, or of separate programs or other mission related activities of the nonprofit. 1. The group of people responsible for tackling this question should identify the key aspects of the nonprofit s work overall and/or each program. These are described in the left-hand column of the table. They should also identify the people inside and outside the organization whose opinions they want on the nonprofit s various program strengths. These can be signified in the first row of the table. 2. In group discussions or through consultation by members of the planning team, each individual contributing an opinion should be asked to rate the nonprofit on a scale of 1 (Poor) to 5 (Excellent) and describe briefly the reasons for this rating. 3. If there are significant differences of view, the planners can explore the nature of these differences and the reasons for them. They may then need to identify further information that is required in order to resolve these differences and allow the nonprofit to shape an informed view of its strengths. 4. This information is likely to take the form of hard data about the nonprofit work and its outcomes. The planning team can combine these data with these internal and external perceptions of what the nonprofit does very well in order to form an overall view of what the nonprofit is particularly good at in its mission related work. Aspect of Program/Work Participant One Participant Two Participant Three 1 5 Reasons Reasons Reasons Physical service environment Participant Four 1-5 Reasons Participant Five 1-5 Reasons Knowledge Skills and Techniques Relationships
2 Service/program process
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5 The Business Plan Worksheet (2) Where do we find the resources to cover the requirements of new programs or developments? The purpose of this worksheet used to provide one framework for exploring answers to this question, question 4 (c) in the planning template. This is a basic format that can be adjusted to include different numbers of income sources for each program development or activity for which new resources are required, or to encompass the whole nonprofit s income strategy. NEW OR ADDITIONAL PROGRAM ACTIVITY: Potential Gross $ Value Adjustment for interaction with other sources Predicted Gross Value Direct Costs of generating funds: - Personnel - Materials - Media - Advertising/DM - Equipment - Etc. TOTAL: Predicted Net Value Transaction costs to manage change and mitigate risks. OVERALL RATING OF VALUE OF SOURCE TO NONPROFIT Source One Source Two Source Three Source Four
6 How this worksheet can be used: The potential Gross Value of a particular source will be a judgment based on current knowledge of this particular type of revenue or support, other nonprofits levels of income from that source and market research. The adjustment for the effects of interaction with other sources will similarly need to be based on the nonprofit s own experience, what other nonprofits who have experienced such interactions can tell them, and, where this is appropriate, conversations with funders about their potential reactions to a new funding stream. "Transaction costs" can have a monetary value assigned to them. For example, a nonprofit might decide that to handle the knock-on effect of the particular change, they need the equivalent of a full-time staff member. The full cost of such a person can become the transaction cost value in dollars that is deducted from the Predicted Net Value of a particular source. Alternatively, a risk or "transaction cost" factor can be used. For example, if a nonprofit feels that the level of disruption is likely to be high, it could attach a factor of 40% and reduced the Predicted Net Value accordingly. NOTE ON PRICING OF SERVICES: One of the sources of funds that can be challenging for a nonprofit to calculate dollar values for is fee income - attaching a price to a service or product through which it delivers its mission. A fee or price can only be charged for products or services from which you can exclude people if they do not pay. The main reasons for the nonprofit applying a fee, charge or price include: The need to recover costs so that the service can continue to be offered. To recover more than costs, to make a profit, so that more money can be invested in the service or in other programs of the nonprofit. To seek out those who actually place a value on what the nonprofit provides. This could apply to education tuition and artistic productions. To ration the nonprofit service in accordance with its capacity to meet demand. This could apply to day care. To ensure "buy in" on the part of users of the service. Historically this has particular applied to counseling. In calculating what price is appropriate for a particular nonprofit service, the organization needs to be clear about goals - what difference exactly is the nonprofit trying to make through this program? With mission center stage, a nonprofit can weigh up the factors in favor of raising prices, those factors that would suggest reduced prices and how to resolve the tensions between these contradictory forces. Once it has conducted an initial analysis, it is important that the nonprofit then experiments in limited ways with different types of price based on its initial conclusions, and then adjusts levels in accordance with the results of these experiments. A nonprofit can consider imposing a price or increasing prices if: There are relatively few substitutes, i.e. little competition. The people buying the service consider it so essential that price is not a factor. They perceive that the price is so low relative to their overall income that price is not important.
7 The nonprofit wants to limit the number of consumers of its service in line with its capacity to meet demand. The nonprofit needs to recover some or more of the costs of delivering the product or service. The nonprofit wants to increase the level of "buy in" on the part of people using the service. The same nonprofit will restrict price increases or reduce the price, or decide not to charge a price at all if: The number of people it seeks to serve with this service that are deterred from using it because of the imposition of the price or a price level becomes unacceptable. This is likely to happen in most human service organizations. Imposing or increasing prices conflicts seriously with the values of key staff, volunteers, donors or other people with a strong interest in the organization. There are benefits to others beyond the consumers of the service that add to the difference that the nonprofit is trying to make. This may justify keeping prices low in order to encourage further consumption and the leverage of these extra benefits. A nonprofit committed to the welfare of low income families may keep charges for extra, after-school, hours low because it believes it is important to encourage mothers within the family be able to take late afternoon classes in order to acquire qualifications. The nonprofit can afford to finance any deficit that arises because prices mean revenues that are lower than costs. The most common way of trying to secure more money from those who can afford it while not excluding those who cannot is sliding scales or other forms of differentiating prices. Arts groups of various kinds offer cheaper prices the students or people with low incomes; they also pitch packages of concerts or other offerings. Charity health care is another example.
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