Before writing your business plan, think about who is going to read it and what you need it to do. Do you want the plan to help you win funding, guide staff, or persuade others to get involved with your work? 

Key audiences will probably be your funders, trustees, managers, and staff. Think about the language, tone and design of the document with them in mind. 

Your plan should be concise and easy to read and contain the following sections: 

• Executive Summary – This is the most important part of the plan as it is the first (and sometimes only) section people read. It should be written last. It is a clear and interesting one- or two-page summary of your plan, setting out key elements such as mission, aims, how you plan to put your aims into action, and the role of your organisation in delivering this work. 

• Mission Statement – This is the overall purpose of an organisation. It is sometimes called a strategic or overall aim. It defines and summarises the long-term change or difference you want to make. 

• Organisation Background – Describe what your organisation looks like and the work you do. You should identify your organisation’s strengths and how they will be utilised, as well as any weaknesses and how they will be overcome. 

• Analysis of the Current Environment – Give a brief overview of the current and the key future challenges and opportunities your organisation will face. This is sometimes called the ‘market analysis’. You may wish to use a tool like a ‘SWOT analysis’ which involves examining strengths, weaknesses, opportunities and threats. Remember to consider all angles of your work and who will be involved e.g. beneficiaries, customers, suppliers, etc. 

• Key Personnel – List the people or roles who are responsible for delivering on aspects of the plan. This can include Board members and teams of volunteers, not just paid staff. 

• Three Measurable Goals for each year. You may wish to make these ‘SMART’ – specific, measurable, achievable, realistic and timely.  

• Outline Financial Plan – For the first year, provide a monthly breakdown of expenditure, secured income and existing shortfall. For any following year, just a summary (not broken down per month). 

• Resource Requirements – What money and other resources (facilities, skills, software for example) you’ll need to achieve the three goals identified. This needs to match up with the outline financial plan. 

• Goal Related Risks – Explain how any risks will be mitigated, in other words what you will do to make sure the possible problems don’t arise or, if they do, how you will fix them. 

• Monitoring and Evaluation – How the plan will be reviewed and who will be responsible for this. 

Other items you may wish to include:  

• Partners and suppliers – the people and organisations you need to work with to carry out your business, including your relationship with them. 

• Impact measurement – your process for measuring, learning from and communicating your social impact. Make sure it is linked to your mission.  

• Pricing strategy – if you are trading products or services.