CIC and Charity Business Plan Template

Your charity business plan is what you aim to achieve in the coming year.  However, this example template will work just as well for other plans, and your CIC or other not for profit organisation.

The only right way to create a charity business plan is whatever way works for your charity and you can use this simple 3 step process as a template to create your CIC or charity business plan.  That could be anything from a one page business plan in Word, for a very small CIC, to a substantial, detailed business plan for a large UK charity.

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STEP 1 - CHARITY BUSINESS PLAN GOALS & OBJECTIVES

Your objectives (or goals) are what you must achieve to deliver your charity business plan.  These can either be long term (strategic plan)) or nearer term, such as annual business, fundraising and project plans.

Charity Business Plan Objectives - Strategic Plan

Often strategic and business, or other annual plans can be seen as quite separate, but these are not.  Next year's business plan, is Year 1 of your strategy.  Looking at your strategic plan objectives, what must you achieve in the coming year to deliver these?

Charity Business Plan Objectives - Operations

You also need to ensure that your charity continues to be well run and delivers the high quality support you want it to.  Look at your operations, such as delivering services for your beneficiaries, fundraising, finance, people and other activities.  What are the key activities and what must you achieve in these areas areas?

STEP 2 - CHARITY BUSINESS PLAN KPIs (TARGETS)

Trying to measure everything would take a huge amount of time and most won't really matter.  Your Key Performance Indicators (KPIs) are the key targets you use to measure and monitor your progress to achieving your business plan objectives.

Measuring Charity KPIs

There are really only 3 things you might want to measure - quality, quantity, time and cost.  And, these are interlinked.  The public sector is particularly prone to what are called perverse outcomes.  Focussing on a single KPI measure, to the exclusion of the others that nobody thought about, but which turn out to be really important.

• Increasing quality, often increases cost or takes longer to do.
  • Buying higher quality fresh food and/or preparing food from scratch, rather than buying in pre-prepared.
• Increasing quantity, often increases cost and/or takes longer to achieve.
  • Preparing more meals and/or extending opening times.
• Reducing time, often reduces quality and/or costs more.
  • Using pre-prepared ingredients and buying more equipment/expanding kitchen capacity.

You don't need to measure all of them for everything, if the other factors aren't important, or won't change.  I've provided some examples of planning KPIs below.

How To Set Charity Business Plan KPIs

In order to ensure you deliver your charity business plan objectives, you need to be able to measure these and monitor progress.

The first step is to set KPIs for each objective using SMART – that is your KPIs are Simple, Measurable, Achievable, Timely and Relevant.

You then need to decide who will be responsible for delivering and reporting these, any milestones in terms of when activities will be delivered and how and when these will be reported.

Once you've set your business plan KPIs, ask yourself if these are the key issues you need to monitor and manage to deliver your business plan objective. Are there any KPIs you don't need and is there anything missing that you do?  And does each KPI meet the SMART criteria above?

STEP 3 - IMPLEMENTING YOU CHARITY BUSINESS PLAN

The Charity Excellence Data Store tracks sector resilience and a key theme is a lack of realism in charity planning.  Ambition is a hallmark of the sector, but 'Aspirational' is the flip side of planning to fail, if that involves committing people and resources to business plans that aren't achievable.  Here are my ideas to help you ensure that your business plan will succeed.

Charity Business Plan Reality Checklist

For your charity business plan to work, you need to be able to confidently answer 'yes' to each of the questions below.  That's about making an objective assessment of each.

• Our charity business plan includes everything that's important to us that we want to achieve
• Our business plan objectives and targets are realistic and achievable
• We will have enough people, with the necessary skills and experience to deliver our plan
• The key risks have been identified and quantified
• We have taken adequate steps to manage these, to ensure no risk remains unacceptably high
• There is adequate funding in our budget to resource all of our business plan objectives
• Our fundraising targets are realistic and we are confident that these should be achieved
• We have contingency options to manage any unforeseen eventualities.
  • For example, not launching a project until funding is secured, or having plans to scale back activity
• Our business plan has been communicated to everyone who needs to know about it and it is simple, clear and will be understood by them
• The information reported focusses on the key issues and will enable us to take action in good time, if we need to

Congratulations, you have created a simple, clear and effective business plan.  If you are unsure about any of the above, revisit your plan and make any changes you need to.

Communicating Your Charity Business Plan And Making It A Success

The World is full of detailed and beautifully crafted business plans sitting on shelves gathering dust.  In any, except the smallest of charities, it is your staff and volunteers who will deliver your business plan, so they need to know what you want them to do and feel motivated to do so.  If you e mail a big complicated business plan to everyone, it may not be read and, if it is, may not mean much to its readers.

You need to communicate your plan in a simple, clear way that engages them. It also needs to be reflected in any other plans or procedures. For example, your budget and risk plans, any project plans and, for larger charities, appraisal objectives and departmental work plans.

For reporting, sometimes reports are too 'fluffy' or nor easily understandable, or far too long and complicated.  Often these can be simply rubber stamped by boards.  Ensure that your reports meet your needs, focus on the key issues, are clear and understandable for trustees, and acted upon.  Here's the Charity Excellence guide to making reports more effective and less work.

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