Business and Strategy Planning for a Nonprofit Organization
Overview
This chapter presents ideas to help draw up a realistic strategy and business plan for a nonprofit organization, providing case studies of both success and failure in the UK with lessons from these. It is based on research and also on the author’s experience of writing business plans for organizations as manager or consultant, along with successful fundraising.
“Those who don’t know history are destined to repeat it” as Edmund Burke reputedly wrote. Nonprofit organizations are prone to the usual human frailties, so we must learn from the experience of nonprofit organizations, from business and from other countries.
Most researchers accept that the figure for new businesses in the UK that survive longer than five years is 1 in 5, while many nonprofit organizations still only make ends meet by fundraising for grants. So getting the strategy and business plan right for a new or existing nonprofit is essential.
Some research by Vesper (Vesper 1990) on the success and failure of new businesses “concludes that performance depends on…factors such as: the right time and place, education and experience, working with partners, starting with greater capital, and applying better management practices.” Five key elements were identified in successfully starting a business venture... “the venture idea, physical resources, technical know-how in the particular line of work, personal contacts critical to the business, and sales orders from customers”…In addition the study suggests “three main ways to enter or to break into the established pattern of commercial activity…introduction of a new product of service, parallel competition not involving anything really new but employing lesser differentiation, and franchise entry.” These should all be considered in the business planning process.
Writing a Business Plan for a Nonprofit Organization
The Business Plan is an essential document for any nonprofit in planning its operations and funding. It is particularly important at the start to convince any potential funders that you have a viable business and service concept, that there is an adequate market for your product or service and that this has a good chance of success. Some trusts and regulators, such as the Scottish Charity Regulator, even require one (or a similar document) if you want to register with them.
Updated every year, a business plan is also a useful tool to communicate to staff and stakeholders your ideas and vision, and any changing priorities. “Answering such questions as these will help: What do we want to accomplish through business planning? Are we prepared to make difficult decisions based on what the process discovers? Can our leadership team, planning group and board make necessary commitments and resource allocations for planning over the next four to nine months? Do we have what we need to ensure a rigorous process?” (Social Enterprise UK 2010).
When your organization has been running for several years, then your annual report and accounts will give a historic view of what you have achieved to date. The business plan and budget will give a view of future expectations. The two together serve to convince funders.
Key Elements of the Business Plan
A business plan can overlap in some areas with a fundraising strategy but it has a much wider scope.
The key elements of a nonprofit business plan are:
1. Executive Summary (summarizing everything as follows in one or two paragraphs).
2. Vision and Mission of the nonprofit organization briefly outlining the organization’ strategy.
3. Why your service is beneficial and effective, perhaps using a theory of change to demonstrate this (see Chapter 8).
4. Why any contracts or trading are viable, including information about services, potential market, your competitors, market research, any contract requirements, and recent market trends that make your solution is achievable.
5. The team, managers, directors and staff, their track record.
6. The history of the organization, listing all available resources or funds and other support and resources that you have been offered.
7. The finance you will need (budgets, cash flow) and what funds are available.
8. Strategy for raising funds and other necessary resources.
9. Risk assessment and any assumptions you are making.
10. What company structure you are using?
In “Social Enterprise in Any Town” the late John Pearce (Pearce 2003) argues that while commercial businesses may manage just with a business plan, a social enterprise must have a plan demonstrating not only that its business plan is viable but also that its social aims are achievable and also compatible with the business plan. This applies to other nonprofits, so any plan should include social performance targets as well as business performance targets.
Stakeholders also require to be convinced about the social impact of organizations. “It is sometimes said that the business plan sells the excitement, opportunity, and rationale of your business idea to you and other members of your management team, potential investors and other stakeholders” (Leach and Melicher 2014). A theory of change is a tool that helps organizations map the change they want to achieve, and how they will achieve it. A completed theory of change will clarify the needs you are addressing and what you should do to meet those needs—linking these clearly to your short- and long-term outcomes, and your overall impact (see Chapter 8).
Vision and Mission
In simple terms your mission is “what we do”…the company purpose in one sentence…and your vision is “why we do it and where we want to be in five years”…in one paragraph. There are many examples online. Obviously these must fit with your bottom line—social and financial.
UK charity regulators oblige all but the smallest charities to set out their aims and key objectives. A business plan provides clarity on the outcomes an organization seeks to achieve and there are many useful guides to help this process.1
Stephen Covey (Covey 1989) wrote “Start with the end in mind.” The UnLtd Business Planning Guide (UnLtd 2015) states “Social enterprise strategies are generally most effective when the enterprise has focused clearly on the value that it delivers to its customers and beneficiaries, and when its activities are defined narrowly towards delivering that value.”
Case Study: Pulp Friction, a Micro Organization
There has been a growth in the setting up of much smaller nonprofit organization to offer personalized services. Micro organizations are those with six or less staff. Pulp Friction Smoothie Bar is a UK-based micro organization, launched in 2011, who work with young adults with learning disabilities to develop their social, independent, and work-readiness skills. They provide opportunities and individual support for people to run pedal-powered smoothie bars at different community events.
Jill Carter runs the organization with her daughter Jessie, who has learning disabilities. When Jessie was 17 she wanted a part-time job at the weekend like a lot of her nondisabled friends. Jill felt it was unlikely that Jessie would be able gain employment locally so together the mother and daughter started looking for something, which would interest Jessie and which could be supported by Jill.
They saw a smoothie trike at a local festival, and although Jessie cannot ride an ordinary bike they thought that she might be able to manage something that was stable. They spoke to a few of Jessie’s friends and their families and in 2009 Jill supported them to put an application in to the Youth Opportunity Fund for £1,800 to buy a smoothie trike for themselves. They were successful in their bid and the Pulp Friction Smoothie Bar Project was born.
Initially Pulp Friction operated as a youth and community group recruiting nondisabled young adults to work alongside their regular members so that people began to build friendships and work as a team. Jill enrolled on a course for people interested in developing social enterprises run by a local nonprofit network. As a result and having identified viable income streams and recruited good volunteers, Jessie and Jill decided to set up Pulp Friction as a registered nonprofit company and to this day the operation continues operating smoothly (forgive the pun).
The next stage of drawing up your Business Plan, is thoroughly researching the market in which you are planning to operate and being clear that there is a viable prospect for generating income for your specific service. One way of doing this properly is to answer a comprehensive list of questions, some of which are derived from a paper prepared by Santander Bank for the Guardian Voluntary Organization Exchange.
• Are you bidding for contracts from commissioners? What contracts have been agreed already and what are likely to be agreed? If so are there any issues which could affect your income? Is any payment based on outputs? Or quality of service? Can you join a consortium to bid for a contract that is too large or complex for your organization?
• If selling a product is this retail or to companies? Are you selling by single units? If so, calculation of income should total the price charged, multiplied by the volume of sales? Does this give you a surplus?
• Can you make accurate forecasts of your sales or other income? What might happen if you set a different price? Are there seasonal variations?
• What prices are being charged by your competitors? If they are lower what additional services are you offering?
• Will income be just from one contract only? If so can you diversify into other contracts to spread the risk and income source and risks? Are there any grants you can apply for or charitable fundraising you can carry out?
• If your income is from one or more block contracts, can you be sure the contract will cover ALL your costs? Have you included the right proportion of overheads?
• Have you any fundraising or grants being brought through? What amount of income are you confident of generating?
You must have adequate evidence to back up your answers, as at some stage the business plan will be questioned and scrutinized by a funder, bank manager, or whoever is funding your organization.
You will need to carry out very detailed work to assess whether your organization is financially viable. You will need some startup funds and there are agencies which can provide these funds in the form of grants (trusts and foundations) or social finance loans (Social Finance, U.S.), Nonprofit Finance Fund (U.S.), Charity Bank (UK), or Triodos Bank (UK)....but only if your business plan stands up to scrutiny.
As well as appraising the financial viability and markets, you must analyze what risks exist, which risks you have some control over, what assumptions you are making and what is outside your control (see Risks section).
Income
You must think carefully about your income, particularly if it is possible to diversify into more contracts and sources to spread the risk. If you do not diversify it can lead to enormous problems. Likewise you need to be careful that any grants are not restricted too narrowly in what they can be spent on.
Expenditure
Expenditure needs to be carefully considered and managed. This comprises the total of all the costs you incur, including overheads. Staffing is likely to be the largest individual component. So you need to consider:
• How will costs vary with the level of activity or trading? Are there likely to be any economies of scale?
• How might prices change over time? (This could happen if you are negotiating long-term service contracts, so rising costs should be factored in).
• Can you negotiate any costs downwards with stakeholders (for example, rent free periods for government premises in lieu of a grant)?
• Are you sure you’ve taken all costs into consideration? Any hidden costs? Are you really making a surplus on your production or service delivery?
• The staff pay structure should be closely linked to performance, both of individual staff and the company, rather than just paying automatic increments regardless of how the company or individual staff perform. If staff retain conditions of service from an opt-out or merger, these must be incorporated into calculations, but convergence on conditions of service should be an aim.
Capital Requirements and Startup Costs
You must clarify what equipment or premises you need to purchase or renew to run the organization and what startup capital you will need. You will also need to be clear if you will incur any one-off costs in setting up the business; for example, legal setup costs, publicity, and launch. Adequate startup capital is needed for equipment, while enough working capital is essential to ensure that cash requirements are met (Cash flow). Some experts used to recommend that when you have completed your calculations, you should double the figure to be prudent.
In addition you should set aside funds for building maintenance and expenditure on equipment replacement, such as computers. Likewise you should try to build up adequate reserves to cover unexpected demands.
Financial Budgets
Realistic budgets are required, with all expenditure accurately costed. The budget should also calculate the income against expenditure to calculate profit and loss. This must include accurate sales or income forecasts, broken down into as many different headings as needed. This ensures that all the income received, or to be received, is set out against what it will be spent on. This will be scrutinized by potential funders so it is essential that the budget is carefully calculated and forecasts are accurate.
An income forecast is an essential tool for managing an organization. It is a month-by-month prediction of the level of income or sales you expect to achieve. For existing organizations the starting point for your forecast should be last year’s income. Each year is different, so you must consider any changing circumstances that could significantly affect income, such as assessing inflation and pay increases.
The forecast should cover:
• Contracts—listing those that have been agreed and those likely to be agreed.
• Other income—all funding (cash donations, sales, grants, and loans) that will come in for the period of the forecasts; any predictions must be backed up.
• Payments—all that will go out during the period.
• All known and assumed expenditures.
• Excess of receipts over payments—if it’s a negative figure, put it in brackets.
• Bank balances at the start and end of the period of forecast.
Table 3.1 is a real life example of the budget of a small nonprofit organization delivering services on contract to local authorities, and bidding for new grants and contracts.
Table 3.1 Budget for a small nonprofit organization
Annual Income Jan 2013–Dec 2013 |
Annual Expenditure |
||
Education contract |
3,000 |
Manager |
24,000 |
Social services contract |
20,000 |
Lead worker |
20,000 |
School contracts |
6,000 |
Sessional staff |
2,200 |
New contracts—to be confirmed (tbc) |
2,000 |
Staff training |
550 |
Grants |
4000 |
Miscellaneous |
500 |
Grant from ES fund (tbc) |
20,000 |
Nat Ins/pension |
8,360 |
New grants (tbc) |
3500 |
Staff travel |
150 |
Stationery/photocopier |
400 |
||
Telephone/post |
500 |
||
Auditors |
500 |
||
IT Software and so on. |
200 |
||
Rent/rates/utilities |
485 |
||
Insurance |
500 |
||
Total income |
£58,500 |
Total expenditure |
£58,345 |
Forecast surplus (Deficit) |
£155 |
|
|
Cash Flow
You must also draw up a cash flow forecast, to show what money is coming in and out and when, so there is enough for regular payments; for example, staff wages. Cash flow forecasts predict the likely flows of cash in and out of an organization and will be based on:
• Past experience (when the business has a previous trading history)
• Current and likely future economic and financial trends
• The knowledge and understanding of the managers and future plans
Cash inflows include: payment for goods or services from your customers, receipt of donations, bank loans, grants, increased loans or overdrafts, interest on saving and investments. With any contracts you must take account of any output related amounts or delays in payment.
Cash outflows include: staff wages and pensions, purchase of stock, raw materials or tools, rents and daily operating expenses, purchase of equipment and spend on computers, machinery, office furniture, loan repayments, income tax, insurance contributions, and so on. The following cash flow is calculated from the earlier budget.
A cash flow should be based on:
• Past experience (when the business has a previous trading history)
• Current and likely future economic and financial trends
• The knowledge and understanding of the managers and the future plans of the organization
The normal period of payment of bills is 30 days, but many large organizations save on their costs by stretching this out for smaller suppliers, which has major implications for cash flow.
For an established enterprise seeking new funding, historic reports, such as accounts, should be included. At some stage your accounts will need to be properly audited by qualified accountants. As time goes on you must also keep recalculating your working capital and cash flow needs, depending on expenditure, income, and inventory. An example of a cash flow is included in this chapter’s appendix.
Tax Implications
You must check on any tax issues with the tax authorities and for charities involved in trading, this could impact on your net income, even if you have set up a separate company to run the trading arm.
Risk Analysis
Part of the plan must analyze and discuss the possibility of potential problems and risks to ensure adequate measures are taken to avoid these. Examples could include over estimated revenues and inability to reach planned targets or projected cash flows. These forecasts must be properly explained and planned for, an example could be how an enterprise plans to adjust to fiercer competition than originally forecasted.
According to some research (Leach and Melicher 2014) “the venture should anticipate and have a plan for handling possible risks, such as a delay in implementing new technologies, how does the venture plan to handle product availability or service delivery delays.” Funders and commissioners want to be confident that the manager is aware of possible problems and risks and are capable of taking actions quickly to maintain equilibrium and momentum in the venture.
In analyzing the possible risks it is important to identify and list any assumptions you are making (for example, continued government contracts). You must also list the risks and any areas that could go wrong; some project management gurus even state that there should never be any unforeseen risks, as your risk analysis should be so comprehensive.
The potential risks could include:
• Market risks (competition, slower than expected roll-out, ease of entry poses potential threat from other companies, your unique sales proposition [USP])
• Operational risks (service delivery, risks of work with “difficult” client group, issues over referral/attendance of customers, extent of reliance on supply or delivery chains)
• Staffing risks (availability of skilled workforce, pay structure, union issues, any requirements if transferring staff from another body)
• Managerial issues (good management and board, succession planning, stakeholder, and funder relations)
• Financial risks (too dependent on one large contract, banks reluctant to loan, low income from fundraising, higher interest rates, poor service contracts, risk of litigation, funder pull-out, bad debts)
• Political risk (changes in government policy, legislation, or procurement rules, lower support for sector, unforeseen political measures)
Risk Assessment
So after each risk has been identified, it should be assessed against different criteria;
• Impacts.
• Likelihood.
• Measures you have considered to mitigate these.
Some risk assessment scenarios should be written up to show potential funders that all potential situations have been thought through carefully and that solutions have been considered; you must also state what action would be taken if the worst happened, in other words a Plan B with a financial back up plan that will make the impact of any risk less great.
Case Study: Seedco’s Social Enterprise Failure
Seedco is a nonprofit that provides health and social care, small business support and employment training in four U.S. states. It decided to set up a new social enterprise delivering emergency child care, aimed at welfare-to-work families in the Bronx, New York, where it operated already. This was incorporated as a separate enterprise, called Community Childcare Assistance, and $300,000 start-up funds were raised. The intention was to purchase child care from existing small providers and sell this onto private companies for the staff that needed this service.
A business plan was drawn up but it had some flaws as this venture was not core work for Seedco and required knowledge and expertise that it lacked. Despite proper marketing, families were reluctant to become involved, while too few businesses took out contracts to purchase child care, because of the limitations on hours and sick children allowed. Cash flow problems ensured and the venture was wound up after 2 years.
Afterwards Seedco carried out an evaluation, with outside experts, which stated that the venture had been too complex, it had pursued too many conflicting objectives, the project had been undercapitalized and managers should have been more “realistic rather than idealistic.” Seedco continues with its other work.
Team/Board of Directors or Advisors/Managers
The key elements of successful organization startups have been identified as judging the right time and place, education and experience, working with partners, and applying better management practice and technical know-how. All of which depends on whether the team setting up the project has the experience to make the right judgments and deliver on them, hence the need for a strong team; this must be communicated externally, hence the need for team profiles in your business plan.
Managers need to examine their ideas and plans very thoroughly and objectively before presenting them externally, hence the need for skilled directors. Sometimes the founder of an enterprise is not the best person to move it onto the next phase of development and is not challenged sufficiently; clearly this was something that did not happen with the collapse of Novas Scarman (see case study in Chapter 1) with disastrous results.
It is best to recruit directors with specialist knowledge in different areas; for example, HR or finance. The board needs to act as a critical friend, that is to provide support but in a constructive but rigorous way (see Governance chapter).
Innovation
Setting up a new company is not just about innovation; the Big Issue was a new concept to the UK but had been pioneered in the U.S. so innovation can be as much about offering a better or different service; Avis used to have a slogan “We are No 2, we try harder.” Jim Collins points out that the most successful companies were not first to market with a new product: no one now uses the first spreadsheet, VisiCalc, or the first maker of laptops, Osborne (Collins 2001). However as Malcolm Heyday, former CEO of UK Charity Bank (Hayday 2013) pointed out “What may be innovative to someone may be just the implementation of the obvious to another.” In other words an innovative approach may provide an opportunity to acquire a viable share of a particular market. (You will also need other support such as a marketing and sales strategy, which is dealt with in another chapter.)
We are assuming that you have covered the social objectives of your nonprofit organization in your planning. Some of the tools, such as the Theory of Change, outlined in the Evaluation chapter can be used.
Gaining Advice and Testing
Even when you have worked through the business plan template and drawn up an outline plan, it is essential to test out your ideas for your organization in discussion with trusted colleagues, acting as critical friends, and get as much advice and information as possible. Preparation, assessment, testing your ideas, and exploration are some of the key stages. My assumption is that you already know a great deal about the business area that you will operate in, but it is absolutely crucial that you talk to other specialists and organizations in your field, however long you have worked in your specialism and geographical area, to assess the opportunities, competition and risks.
Conclusion
Cynics say that running an organization is easy—all you have to do is generate more income than expenditure. So on expenditure you should adopt a lean organization strategy, with a detailed budget, keeping tight control over costs and commitments and building up reserves. On income you should create a viable funding strategy, generating income from different sources, including fundraising for grants (covered in a later chapter), along with income from trading or contracts; some people call this the four-legged chair model.
Resources for Drawing Up Your Business Plans
You can get assistance from agencies in drawing up a business plan:
U.S. National Council of Nonprofits www.councilofnonprofits.org/tools-resources/business-planning-nonprofits
UK Santander Bank and the Guardian business plan content guide; http://image.guardian.co.UK/sys-files/Guardian/documents/2012/01/31/WRITINGABUSINESSPLAN.pdf
There are specialist ones for social enterprises: Nonprofits Assistance Fund (United States) https://nonprofitsassistancefund.org/resources/item/social-enterprise-business-plan and Social Enterprise UK www.socialenterprise.org.UK/uploads/files/2012/07/start_your_social_enterprise.pdf
Resources for Specialist Support
A range of specialist associations offer help, including
• U.S. Renewal Energy Buyers’ Association http://rebuyers.org and UK Renewable Energy Association www.r-e-a.net/
• INCA for community broadband: www.inca.coop
• U.S. Department of Agriculture www.nal.usda.gov/ric/guide-to-funding-resources and Plunkett Foundation for UK rural projects www.plunkett.co.UK
There are sample Business Plans on www.bplans.com/nonprofit_business_plan_templates.php, templates for budget and cash flow spread sheets are available from https://nonprofitsassistancefund.org/resources/item/cash-flow-template (U.S.) and a range of agencies including VAO (UK) on: www.vaoldham.org.uk/cas
References and Further Reading
Collins, J. 2001. Good to Great; Why Some Companies Make the Leap—and Others Don’t. New York: William Collins.
Covey, S. 1989. 7 Habits of Highly Effective People New York: Simon and Schuster.
Hayday, Malcolm (Former CEO of Charity Bank). 2013. personal communication to author
Leach, J., and R. Melicher. 2014. Entrepreneurial Finance. 5th ed. Boston, MA: Cengage learning.
Pearce, J. 2003. Nonprofit Organization in Anytown. Calouste Gulbenkian Foundation, London.
UnLtd Business Plan Guide. 2015. https://unltd.org.uk/portfolio/2-4-businessplanning/
Vesper, K.H. 1990. New Venture Strategies. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1496217
Nonprofit Sector Organization Business Plan
Guidance Notes
What People Are Looking for?
• A good idea
What it is
Why it will work
Why there is a demand for it
Who will buy it
• Someone to deliver it or make it happen
CEO or manager
Management team
Board of directors or trustees
• Social outputs
How people will be helped
Training or employment
Movement to independent living
Others; for example, IAG, work experience
• Financial viability
Budget of essential costs
Break even target
Income generation from different sources
Completing Your Business Plan
The following notes are for guidance as to what is required for each section, but are not mandatory.
1. Executive Summary (1–2 pages)
• Overview of the Proposition
Short and sharp
• The Key Beneficiaries and business
• The Market and Competitive Positioning
• The Funding Requirement and Financial Implications
• Summary of Appendix Background and Current Position
• The Team
2. The Proposition (2–3 pages)
• Overview of the Opportunity or Business Rationale
What differentiates the proposition
• Overview of the Business
Development proposals and delivery arrangements
Timescales
Beneficiaries and Impacts, Social Returns, or Key Outputs, including why your model works
Investment Requirements
Employment Impacts
Risk Analysis (impacts and likelihood) and Mitigation Measures
3. The Market (1–2 pages)
• What is the organization’s unique selling point?
• Market opportunity—any data on current market for products or services and future prospects.
• Existing competitors and position of the appendix relative to these.
• Who will customers be?
• Sales and marketing strategy—how will services and products be marketed and delivered to customers?
• What are the price points and what is your justification for them?
4. Organization Background (1–2 pages)
• Brief History and Key Milestones in Development
• Current Status, Corporate Structure, and Financial Position
• Summary of Key Operating Facilities and Headcount
• Details of Products and Services (including Analysis of contribution to revenue)
• The Team—key personnel, skills, and experience
• Governance—how will this be achieved, who are the directors or trustees?
5. Financial Implications (2 pages)
• Income and Expenditure and Cash flow projections for at least 3 years—only 1 page of numbers
• Summary of key financial assumptions
• Overview of need for investment
Total investment required and what for
How gap in investment (if any) will be financed
6. Social Outputs (2 pages)
• Social Output projections for at least 3 years—only 1 page of numbers
• Summary of key assumptions
• You only have to complete the output categories for services you provide or expect to provide.
7. Implementation Plan (1 page)
• What are the key stages in getting your business up and running?
• How long will each stage take?
• What are the risk factors in achieving these stages?
8. Organization Information
• Please complete to ensure that there is up to date information about your organization.
Table 3.2 Example of a cash flow for a small non profit, based on the budget in Table 3.1
Cash Flow Projection Nonprofit organization 2013 |
|||||||||||||
INCOME |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
TOTAL |
Education Contract |
|
750 |
|
|
750 |
|
|
750 |
|
|
750 |
|
3,000 |
Soc. Serv. Contract |
12,000 |
|
|
|
|
|
|
8,000 |
|
|
|
|
20,000 |
Other school contracts |
|
1,500 |
|
|
1,500 |
|
|
1,500 |
|
|
1,500 |
|
6,000 |
Other contracts |
334 |
|
333 |
|
333 |
|
333 |
|
333 |
|
|
334 |
2,000 |
Donations |
1,333 |
|
|
|
|
1,333 |
|
|
|
|
|
1,333 |
4,000 |
Grant ES |
10,000 |
|
|
|
|
|
10,000 |
|
|
|
|
|
20,000 |
Other Grants |
|
|
|
3,500 |
|
|
|
|
|
|
|
|
3,500 |
Total Income |
23,667 |
2,250 |
333 |
3,500 |
2,583 |
1,333 |
10,333 |
10,250 |
333 |
0 |
2,250 |
1,667 |
58,500 |
SPEND |
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
TOTAL |
Director |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
2,000 |
24,000 |
Lead mentor |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
1,667 |
20,000 |
Pension/health insurance |
697 |
697 |
697 |
697 |
697 |
697 |
697 |
697 |
697 |
697 |
697 |
697 |
8,360 |
Coaching |
167 |
167 |
167 |
167 |
167 |
167 |
167 |
167 |
167 |
167 |
167 |
167 |
2,000 |
Staff travel |
13 |
13 |
13 |
13 |
13 |
13 |
13 |
13 |
13 |
13 |
13 |
13 |
150 |
|
67 |
|
67 |
|
67 |
|
67 |
|
67 |
|
67 |
400 |
|
Phone/post |
|
125 |
|
|
125 |
|
|
125 |
|
|
125 |
|
500 |
Volunteer |
|
50 |
|
|
50 |
|
|
50 |
|
|
50 |
|
200 |
Staff Volunteer Training |
|
110 |
|
110 |
|
|
110 |
|
|
110 |
|
110 |
550 |
IT etc |
|
50 |
|
|
50 |
|
|
50 |
|
|
50 |
|
200 |
Activities |
100 |
|
100 |
|
|
100 |
|
|
100 |
|
100 |
|
500 |
Rent/rates/utilities |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
40 |
45 |
485 |
Auditors |
|
|
|
|
|
|
|
|
|
|
|
500 |
500 |
Insurance |
500 |
|
|
|
|
|
|
|
|
|
|
|
500 |
Total spend |
5,183 |
4,985 |
4,683 |
4,760 |
4,808 |
4,750 |
4,693 |
4,875 |
4,683 |
4,760 |
4,908 |
5,260 |
58,345 |
|
Jan |
Feb |
Mar |
Apr |
May |
Jun |
Jul |
Aug |
Sep |
Oct |
Nov |
Dec |
|
Surplus/Deficit |
18,484 |
-2,735 |
-4,350 |
-1,260 |
-2,225 |
-3,416 |
5,640 |
5,375 |
-4,350 |
-4,760 |
-2,658 |
-3,593 |
|
Carried forward |
18,484 |
15,749 |
11,390 |
10,139 |
7,914 |
4,498 |
10,138 |
15,513 |
11,163 |
6,403 |
3,745 |
152 |
|
1 https://bridgespan.org/insights/library/strategy-development/business-planning-for-nonprofits-what-it-is-and-wh