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Business Planning for Nonprofits

Business planning is a way of systematically answering questions such as, “What problem(s) are we trying to solve?” or “What are we trying to achieve?” and also, “Who will get us there, by when, and how much money and other resources will it take?”

The business planning process takes into account the nonprofit’s mission and vision, the role of the board, and external environmental factors, such as the climate for fundraising.

Ideally, the business planning process also critically examines basic assumptions about the nonprofit’s operating environment. What if the sources of income that exist today change in the future? Is the nonprofit too reliant on one foundation for revenue? What happens if there’s an economic downturn?

A business plan can help the nonprofit and its board be prepared for future risks. What is the likelihood that the planned activities will continue as usual, and that revenue will continue at current levels – and what is Plan B if they don't?

Narrative of a business plan

You can think of a business plan as a narrative or story explaining how the nonprofit will operate given its activities, its sources of revenue, its expenses, and the inevitable changes in its internal and external environments over time. Ideally, your plan will tell the story in a way that will make sense to someone not intimately familiar with the nonprofit’s operations.

According to  Propel Nonprofits , business plans usually should have four components that identify revenue sources/mix; operations costs; program costs; and capital structure.

A business plan outlines the expected income sources to support the charitable nonprofit's activities. What types of revenue will the nonprofit rely on to keep its engine running – how much will be earned, how much from government grants or contracts, how much will be contributed? Within each of those broad categories, how much diversification exists, and should they be further diversified? Are there certain factors that need to be in place in order for today’s income streams to continue flowing?

The plan should address the everyday costs needed to operate the organization, as well as costs of specific programs and activities.

The plan may include details about the need for the organization's services (a needs assessment), the likelihood that certain funding will be available (a feasibility study), or changes to the organization's technology or staffing that will be needed in the future.

Another aspect of a business plan could be a "competitive analysis" describing what other entities may be providing similar services in the nonprofit's service and mission areas. What are their sources of revenue and staffing structures? How do their services and capacities differ from those of your nonprofit?

Finally, the business plan should name important assumptions, such as the organization's reserve policies. Do your nonprofit’s policies require it to have at least six months of operating cash on hand? Do you have different types of cash reserves that require different levels of board approval to release?

The idea is to identify the known, and take into consideration the unknown, realities of the nonprofit's operations, and propose how the nonprofit will continue to be financially healthy.  If the underlying assumptions or current conditions change, then having a plan can be useful to help identify adjustments that must be made to respond to changes in the nonprofit's operating environment.

Basic format of a business plan

The format may vary depending on the audience. A business plan prepared for a bank to support a loan application may be different than a business plan that board members use as the basis for budgeting. Here is a typical outline of the format for a business plan:

  • Table of contents
  • Executive summary - Name the problem the nonprofit is trying to solve: its mission, and how it accomplishes its mission.
  • People: overview of the nonprofit’s board, staffing, and volunteer structure and who makes what happen
  • Market opportunities/competitive analysis
  • Programs and services: overview of implementation
  • Contingencies: what could change?
  • Financial health: what is the current status, and what are the sources of revenue to operate programs and advance the mission over time?
  • Assumptions and proposed changes: What needs to be in place for this nonprofit to continue on sound financial footing?

More About Business Planning

Budgeting for Nonprofits

Strategic Planning

Contact your state association of nonprofits  for support and resources related to business planning, strategic planning, and other fundamentals of nonprofit leadership. 

Additional Resources

  • Components of transforming nonprofit business models  (Propel Nonprofits)
  • The matrix map: a powerful tool for nonprofit sustainability  (Nonprofit Quarterly)
  • The Nonprofit Business Plan: A Leader's Guide to Creating a Successful Business Model  (David La Piana, Heather Gowdy, Lester Olmstead-Rose, and Brent Copen, Turner Publishing)
  • Nonprofit Earned Income: Critical Business Model Considerations for Nonprofits (Nonprofit Financial Commons)
  • Nonprofit Sustainability: Making Strategic Decisions for Financial Viability  (Jan Masaoka, Steve Zimmerman, and Jeanne Bell)

Disclaimer: Information on this website is provided for informational purposes only and is neither intended to be nor should be construed as legal, accounting, tax, investment, or financial advice. Please consult a professional (attorney, accountant, tax advisor) for the latest and most accurate information. The National Council of Nonprofits makes no representations or warranties as to the accuracy or timeliness of the information contained herein.

Free Nonprofit Business Plan Templates

By Joe Weller | September 18, 2020

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In this article, we’ve rounded up the most useful list of nonprofit business plan templates, all free to download in Word, PDF, and Excel formats.

Included on this page, you’ll find a one-page nonprofit business plan template , a fill-in-the-blank nonprofit business plan template , a startup nonprofit business planning timeline template , and more. Plus, we provide helpful tips for creating your nonprofit business plan .

Nonprofit Business Plan Template

Nonprofit Business Plan Template

Use this customizable nonprofit business plan template to organize your nonprofit organization’s mission and goals and convey them to stakeholders. This template includes space for information about your nonprofit’s background, objectives, management team, program offerings, market analysis, promotional activities, funding sources, fundraising methods, and much more. 

Download Nonprofit Business Plan Template

One-Page Business Plan for Nonprofit Template

One Page Business Plan for Nonprofit Organizations Template

This one-page nonprofit business plan template has a simple and scannable design to outline the key details of your organization’s strategy. This template includes space to detail your mission, vision, and purpose statements, as well as the problems you aim to solve in your community, the people who benefit from your program offerings, your key marketing activities, your financial goals, and more.

Download One-Page Business Plan for Nonprofit Template

Excel | Word | PDF

For additional resources, including an example of a one-page business plan , visit “ One-Page Business Plan Templates with a Quick How-To Guide .”

Fill-In-the-Blank Nonprofit Business Plan Template

Fill-in-the-Blank Nonprofit Business Plan Template

Use this fill-in-the-blank template as the basis for building a thorough business plan for a nonprofit organization. This template includes space to describe your organization’s background, purpose, and main objectives, as well as key personnel, program and service offerings, market analysis, promotional activities, fundraising methods, and more. 

Download Fill-In-the-Blank Nonprofit Business Plan Template

For additional resources that cater to a wide variety of organizations, visit “ Free Fill-In-the-Blank Business Plan Templates .”

Startup Nonprofit Business Planning Template with Timeline

Startup Nonprofit Business Planning Template with Timeline

Use this business planning template to organize and schedule key activities for your business. Fill in the cells according to the due dates, and color-code the cells by phase, owner, or category to provide a visual timeline of progress.

Download Startup Nonprofit Business Planning Template with Timeline

Excel | Smartsheet

Nonprofit Business Plan Template for Youth Program

Nonprofit Business Plan Template for Youth Program Template

Use this template as a foundation for building a powerful and attractive nonprofit business plan for youth programs and services. This template has all the core components of a nonprofit business plan. It includes room to detail the organization’s background, management team key personnel, current and future youth program offerings, promotional activities, operations plan, financial statements, and much more.

Download Nonprofit Business Plan Template for Youth Program

Word | PDF  | Google Doc

Sample Nonprofit Business Plan Outline Template

Sample Nonprofit Business Plan Outline Template

You can customize this sample nonprofit business plan outline to fit the specific needs of your organization. To ensure that you don’t miss any essential details, use this outline to help you prepare and organize the elements of your plan before filling in each section.

Download Sample Nonprofit Business Plan Outline Template

Nonprofit Startup Business Planning Checklist Template

Nonprofit Startup Business Planning Checklist Template

Use this customizable business planning checklist as the basis for outlining the necessary steps to get your nonprofit organization up and running. You can customize this checklist to fit your individual needs. It includes essential steps, such as conducting a SWOT analysis , fulfilling the research requirements specific to your state, conducting a risk assessment , defining roles and responsibilities, creating a portal for board members, and other tasks to keep your plan on track.

Download Nonprofit Startup Business Planning Checklist Template

Tips to Create Your Nonprofit Business Plan

Your nonprofit business plan should provide your donors, volunteers, and other key stakeholders with a clear picture of your overarching mission and objectives. Below, we share our top tips for ensuring that your plan is attractive and thorough.

  • Develop a Strategy First: You must aim before you fire if you want to be effective. In other words, develop a strategic plan for your nonprofit in order to provide your team with direction and a roadmap before you build your business plan.
  • Save Time with a Template: No need to start from scratch when you can use a customizable nonprofit business plan template to get started. (Download one of the options above.)
  • Start with What You Have: With the exception of completing the executive summary, which you must do last, you aren’t obligated to fill in each section of the plan in order. Use the information you have on hand to begin filling in the various parts of your business plan, then conduct additional research to fill in the gaps.
  • Ensure Your Information Is Credible: Back up all the details in your plan with reputable sources that stakeholders can easily reference.
  • Be Realistic: Use realistic assumptions and numbers in your financial statements and forecasts. Avoid the use of overly lofty or low-lying projections, so stakeholders feel more confident about your plan. 
  • Strive for Scannability: Keep each section clear and concise. Use bullet points where appropriate, and avoid large walls of text. 
  • Use Visuals: Add tables, charts, and other graphics to draw the eye and support key points in the plan.
  • Be Consistent: Keep the voice and formatting (e.g., font style and size) consistent throughout the plan to maintain a sense of continuity.
  • Stay True to Your Brand: Make sure that the tone, colors, and overall style of the business plan are a true reflection of your organization’s brand.
  • Proofread Before Distribution: Prior to distributing the plan to stakeholders, have a colleague proofread the rough version to check for errors and ensure that the plan is polished.
  • Don’t Set It and Forget It: You should treat your nonprofit business plan as a living document that you need to review and update on a regular basis — as objectives change and your organization grows.
  • Use an Effective Collaboration Tool: Use an online tool to accomplish the following: collaborate with key personnel on all components of the business plan; enable version control for all documents; and keep resources in one accessible place.

Improve Your Nonprofit Business Planning Efforts with Smartsheet

Empower your people to go above and beyond with a flexible platform designed to match the needs of your team — and adapt as those needs change. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

Discover why over 90% of Fortune 100 companies trust Smartsheet to get work done.

The Executive Summary Of A Nonprofit Business Plan

How to write a nonprofit business plan: lesson 9.

What should the reader of the nonprofit business plan know (in general) about your nonprofit? The executive summary can be used for helping a potential lender, donor, etc. understand the gist of the nonprofit organization and the business side of things. Use this section to communicate the basic concept and the big picture items that are relevant to your nonprofit and to the cause you serve. Although it is one of the last things to write, this section goes at the front of your nonprofit business plan so readers have an overview of the plan before diving in to get more detail.

nonprofit hospital business plan

What is it you want to do? Do you want to save whales? Are you hoping to help children in need? Do you want to share the gospel with others? Whatever your passion, it will be the driving force behind your nonprofit. In order to be effective, your mission should be clearly defined, easy to remember, and it should meet a particular need. If you can’t define the need (pain) the nonprofit solves, others won’t be able to rally behind your efforts. Perhaps you have a solution in mind, so go back and clearly define the pain you are solving. Write it down. Then write down how you will solve the pain. Together, this is called the pain/solution scenario. In other words, you have a clear definition of the thing you want to change and how you plan to change it.

Example of Nonprofit Executive Summary

What is your method for changing the world for the better? What are the exact outcomes you want to achieve? The impact is the overall result when you implement your solution.

Financial Overview

This is a snapshot of what the reader will see in the financials section of the plan. Don’t include everything. Just give them the big picture. When will the nonprofit be financially viable? When will the nonprofit reach certain impact goals? How many donations does the nonprofit need to be viable?

Keys To Success

Include any keys to success for the organization to be effective. The reader of the nonprofit business plan may be a person who can help you fulfill objectives in these key areas. Additionally, identifying keys to success will help you keep the important things at the front of your mind when the work of a nonprofit founder gets crazy.

Other Important Information

In this final area of the nonprofit business plan executive summary, include anything else you think is necessary to give the reader a good 30,000-foot view of what your organization is trying to accomplish. This may be a summary of other sections in the nonprofit business plan, or it may be something entirely different. Ask yourself what you would quickly want to know if you were interested in helping this nonprofit. Answer that question, and you’re on your way to finishing this section.

Once you have completed the executive summary for your nonprofit business plan, you’re 90% finished with the entire plan. Congratulations! It’s no easy endeavor to write a nonprofit business plan, but it’s well worth your time. With your plan, you have a great start for creating a terrific nonprofit that will thrive.

Additional Resources

For more help on tackling your nonprofit business plan’s executive summary, check out why this article by Bplans suggests approaching your executive summary as an elevator pitch . Need an example of a nonprofit executive summary ? Check out this organization’s sample of a nonprofit business plan .

Final Piece

Now that the bulk of your nonprofit business plan is complete, you’ll just need to put it all together . In the next lesson, we’ll cover what you’ll want to include in your appendices.

Put Your Nonprofit On The Fast Track To Success!

Creating and running a successful nonprofit organization can be extremely rewarding, but is not always an easy task—especially if it is your first time. To simplify things, we have created a success kit to help you get your nonprofit off the ground and start thriving. Fill out the form below to receive your free checklist.

nonprofit hospital business plan

Eric Nasalroad

Eric Nasalroad is the Chief Operating Officer at Aplos and has a passion for helping people start and grow nonprofits. Specializing in entrepreneurship, he has written a textbook on the topic and also serves as a professor at the prestigious Lyles Center for Innovation and Entrepreneurship at Fresno State. In addition to starting a variety of businesses of his own, he has helped hundreds of individuals launch their own nonprofits and businesses.

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nonprofit hospital business plan

My friend Mike and I have just recently co-founded The Carpe Diem Foundation, and have our charter and been approved as a charitable 501c3 nonprofit. Our mission is to be an advocate on behalf of the men and women fighting Parkinson’s Disease (PD), striving to ‘help others and ourselves prevail enthusiastically’ (H.O².P.E.). Our vision is to better inform, better equip and better enable those fighting PD and their caregivers so that they can ‘seize the day – living life as though there’s no tomorrow!’

Mike was diagnosed with Parkinson’s in August, 2016; and my two youngest brothers were diagnosed over 12 years ago, one of whom passed this past January after a 17 year fight. So we are able to relate directly to this dreaded disease; and as a result, be better able to help others.

Mike and I met yesterday with my daughter who has used APLOS accounting software to assist Africa Transformation Network (ATN). She has joined our team, and will help us set up and use APLOS accounting software as well.

Mike and I are in the process of writing our business plan, and I want to thank you for helping us by providing your Nonprofit Business Plan series of 10 detailed lessons on how to write a business plan.

Thank You, Sir!

Blessings as you continue to assist nonprofits striving to help those in need!

Richest Blessings In Him!

Dick McGinn Romans 15:13

nonprofit hospital business plan

We’re thrilled to have been able to help you! Stories like these really warm our heart and validate that we’re on the right path to helping people by giving them the tools they need to accomplish their mission.

If there’s anything else we can do to help you and Mike out, please don’t hesitate to reach out to us again.

Best, (The other) Eric

PS – I’ll be sure to share your comment with Eric Nasalroad, the one who wrote this article.

nonprofit hospital business plan

Wow, Thanks for the great tips! I did have a question though. Could you please tell me – What are some of the good online courses to study finance and accounting?

nonprofit hospital business plan

A great resource for learning finance and accounting is lynda.com, though that requires a paid subscription. Udemy.com is also a useful resource.

nonprofit hospital business plan

I’m so thankful for this page. I’ve been working on a school project (college) for an entrepreneurship class. I’m developing a Non Profit to assist Ex-Offenders coming out of prison; not a typical business so your page helps me to understand how to formulate the Exec Summary. God Bless..

nonprofit hospital business plan

We’re happy to help, Tony!

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How to Write a Non Profit Business Plan: Step by Step Guide

nonprofit hospital business plan

July 6, 2023

Adam Hoeksema

Does a non profit really need a business plan?  Your organization isn’t a “normal” business after all, you are pursuing a mission, so shouldn’t the business plan just be to pursue the mission of the organization?  

Also, is there really such a thing as a “non profit business plan”?  Non profit organizations are so diverse in their business models.  For example, the financial model for a church based on donations is quite different than a non profit healthcare provider financial model based on provided health care services.  

Since the only common attribute among non profits is that they are pursuing a mission rather than a profit for shareholders, the size, scope and type of a business plan that your non profit might need can vary dramatically.  

In this article I hope to cover the following:

  • Why write a business plan for a non-profit?
  • What should be included in a non-profit business plan?
  • Non-profit business plan outline
  • Do non-profits have competitors?
  • How to analyze the competition for a non-profit?
  • How big is the market for my non-profit?
  • How to market a non-profit?
  • How to structure a non-profit board?
  • How to create financial projections for a non-profit?
  • Non-profit business plan example
  • Non-profit business plan FAQs

With that in mind as the path forward, let’s dive in. 

Why write a business plan for a non profit? 

Writing a business plan for a non-profit organization has several important benefits and can serve as a key tool in achieving the organization's goals. Here are a few reasons why writing a business plan for a non-profit is essential:

  • Clarity and Direction: A business plan helps define the mission, vision, and values of the organization. It provides a clear roadmap outlining the steps to be taken to achieve these goals, and the strategies and tactics to be used.
  • Operational Planning: A business plan includes operational details, including organizational structure, staffing needs, resource allocation, and day-to-day operations. This information is essential for the smooth and efficient running of the organization.
  • Financial Planning: Non-profits need financial management and planning as much as for-profit businesses. A business plan outlines the financial needs of the organization, budgeting, funding sources, and expenditure, which helps in ensuring financial sustainability.
  • Fundraising Tool: A well-structured business plan can be a crucial tool when seeking funding from donors, grantmakers, or sponsors. It demonstrates to potential funders that the organization is well-organized, has a clear mission, and is likely to be successful in its endeavours.
  • Performance Measurement: The business plan sets clear objectives, goals, and milestones that enable the organization to measure its progress. This information can be used to make necessary adjustments to strategies or operations to improve performance.
  • Stakeholder Communication: A business plan is a formal document that communicates the organization's purpose, strategies, and financial plans to various stakeholders, including staff, volunteers, board members, donors, and beneficiaries.

What should be included in a non profit business plan? 

It is difficult to give you a one size fits all answer for what should be included in a non profit business plan because as we have mentioned every non profit has a different model.  So you really need to customize your business plan to your non profit’s unique situation.  That being said, we did put together an outline of a generic non profit business plan which should at least give you a good head start. 

Non profit business plan outline

1. executive summary.

1.1 Organization Overview

1.2. Objectives

1.3. Mission Statement

2. Organization Description

2.1. Organization History

2.2. Legal Structure

2.3. Unique Value Proposition

2.4. Target Beneficiaries

3. Market Analysis

3.1. industry overview, 3.2. collaborator and competitor identification.

3.3. Target Beneficiaries

Key Point  1

4. marketing and fundraising, 4.1. strategic plan.

4.2. Program or Service Offerings:

4.4. Distribution Channels

4.5. promotions and fundraising, key point  2, 5. organizational structure and management, 5.1. organization’s facility & location, 5.2. staffing plan and volunteer management.

5.3. Governance, Financial Management, and Accountability

Key Point  3

6. financial plan.

6.1. Startup Costs

6.3. Expense Projections

6.4. profit and loss statement, 6.5. cash flow projections, 6.6. break-even analysis, 7. appendix.

7.1. Supporting Documents

7.2. Glossary of Term

7.3. References and Resources

Key Point  5

Do non profits have competitors .

You might be tempted to think that non profit organizations don’t have competition because you are just all out to support the mission.  Although you can certainly work toward the same goal, as an organization you still have competition.  A non profit church may be competing for church members in a sense, a non profit university is competing for students, and a non profit health care system is competing to recruit the best doctors and employees.  

How to analyze the competition for a non profit?

One way to analyze your competition might be to use a tool like Ahrefs.com which allows you to input an organizations website and see roughly how much website traffic they get and what keywords are driving traffic to their website.  My alma mater is Taylor University.  Ahrefs shows that their website receives roughly 25,000 visitors per month from organic search results.  

A screenshot of a graphDescription automatically generated

Furthermore I can do a keyword report and see that they are ranking first for a competitive keyword like “Christian University Indiana” which sends them roughly 34 organic website visitors per month.

nonprofit hospital business plan

How big is the market for my a non profit?

Ahrefs is also a great tool to understand how big the market might be for your particular non profit.  For example, we can see that there are only 350 people searching for “Christian colleges in Indiana” per month, so the total market of people searching for an organization like Taylor University is relatively small.  If you are starting a church you could run a report for keywords like “church in XYZ city” which would help you understand that number of people searching for a church in your area.  

How to market a non profit?

By doing competitor and keyword research for your market on Ahrefs, you should now have a good idea of how your competitors are attracting customers / beneficiaries and you can look for opportunities to compete in that market.  You can then advertise for certain keywords, write content or blog posts related to the keywords that your target market is searching for, and you can try to replicate or improve upon strategies that appear to be working for your competitors. 

How to structure a non profit board?

Structuring a nonprofit board involves considering a number of elements, including board size, member composition, board officer roles, committees, and member terms. Here are some guidelines for how you can structure a nonprofit board:

  • Board Size : The size of a board should be dictated by the needs and capacity of the organization. Smaller nonprofits may only need a board of five to seven people, while larger organizations may require 20 or more. As a general rule, a board should be large enough to carry out its duties, but small enough for effective discussions and decision-making.
  • Member Composition : The board should consist of individuals who bring a variety of skills and perspectives to the organization. This can include people with financial, legal, and managerial expertise, as well as those with knowledge of the organization's mission and community. It can also be beneficial to include individuals who reflect the demographics of the community the nonprofit serves.
  • Board Officer Roles : Nonprofit boards typically have at least three officers: a Chair, a Secretary, and a Treasurer. The Chair presides over meetings and guides the direction of the board. The Secretary is responsible for keeping records of board actions, and the Treasurer oversees the financial management of the organization. Some boards may also have a Vice Chair to support the Chair in their duties.
  • Committees : Committees can be useful for handling specific aspects of board governance. Common nonprofit board committees include the Executive Committee (made up of board officers), the Finance Committee, the Governance or Board Development Committee (which handles board recruitment and training), and the Fundraising or Development Committee. There may also be ad hoc committees set up to handle specific projects or initiatives.
  • Member Terms : Board members usually serve for specific terms, which can range from one to four years. Some organizations use staggered terms, where a portion of the board is up for re-election each year, to ensure continuity. There may also be term limits, which can help to ensure fresh perspectives on the board.
  • Board Member Roles and Responsibilities : It's important to establish clear roles and responsibilities for board members. This can include setting strategic direction, ensuring financial oversight, hiring and evaluating the executive director, fundraising, and acting as ambassadors for the organization.
  • Board Meetings : Regular board meetings are crucial for decision-making and governance. The frequency of these meetings will depend on the organization's needs, but many boards meet quarterly. The board may also meet in special sessions as needed.
  • Board Evaluation and Training : Regular evaluations can help ensure that the board is functioning effectively and meeting its responsibilities. This can include individual self-assessments as well as full board evaluations. In addition, ongoing board training can help to ensure that members understand their roles and responsibilities.

Remember, each nonprofit organization is unique and may have different needs and requirements when it comes to board structure. It's important to create a structure that works best for your particular organization, in compliance with any applicable local, state, or national laws.

How to Create Financial Projections for a Nonprofit Business Plan

Just like in any industry, the non-profit sector has its own unique factors that impact financial projections, such as fundraising efforts, grant opportunities, and donor contributions. Utilizing a non-profit financial projection template can simplify the process and boost your confidence. Creating precise financial projections goes beyond demonstrating your organization's ability to secure funding; it's about showcasing the financial path that will enable you to achieve your mission and make a positive impact. To develop accurate projections, consider the following key steps:

  • Estimate startup costs for your non-profit, including administrative expenses, program development, and marketing efforts.
  • Forecast revenue sources such as grants, donations, fundraising events, and membership fees.
  • Project program costs
  • Estimate operating expenses like office rent, utilities, insurance, and professional services.
  • Calculate the amount of funding needed to launch and sustain your non-profit's activities.

While financial projections are vital for your non-profit business plan, remember to seek guidance from experienced professionals who understand the non-profit landscape. Adapt your projections based on real-world insights and leverage industry resources to refine your financial plan, ensuring you can effectively execute your organization's mission and achieve your desired outcomes.

Example Non Profit Business Plan

Below is the content of our sample non profit business plan . A Google Doc version of this nonprofit business plan template is available here for you to modify and personalize. There's also a video walkthrough available to guide you in tailoring the business plan to your specific nonprofit organization's needs.

Table of Contents

1. organization overview.

Briefly introduce the organization's background,  programs, and target market.

      -  Example: Safe Haven is a non-profit organization based in Minneapolis, Minnesota, dedicated to promoting mental health awareness and providing accessible counseling services to underserved communities

   1.2. Objectives

Outlines the organization's short-term and long-term goals.

        - Example:  Increase the number of counseling sessions offered by 25% within the next six months to meet the growing demand for accessible mental health services in underserved communities.

        - Example: Long-term: Establish satellite centers in neighboring cities within three years to expand the reach of Save Haven's mental health programs and services to a wider population.

  1.3. Mission Statement

 Describes the organization's purpose and core values.

        - Example:  Empowering underserved communities by promoting mental health awareness and providing accessible counseling services for all.

   2.1. Organization History

Provides context on the organization's background and founding story.

        - Example: Established in 2010 by Andy Mitchell and a group of passionate professionals and activists, Safe Haven is a mental health organization dedicated to providing accessible counseling services. Through community partnerships and continuous growth, we have made a lasting impact on mental health awareness and support.

   2.2. Legal Structure

 Describes the organization's legal structure (e.g., sole proprietorship, partnership, LLC, corporation).

        - Example: Safe Haven operates as a non-profit organization registered as a 501(c)(3).

 2.3. Unique Value Proposition

  Emphasizes the organization's competitive advantage or unique values.

        - Example: Safe Haven stands out by offering collaborative mental health care, bringing together a multidisciplinary team of professionals who work together to foster holistic well-being and resilience in individuals and communities.

  2.4. Target Beneficiaries

Defines the organization's ideal beneficiary base.

        - Example: Safe Haven aims to serve underserved communities, including individuals from low-income backgrounds, marginalized groups, and those facing barriers to mental health services. 

  Presents a general overview of the industry, its trends, and growth potential.

        - Example: The mental health industry is experiencing significant growth and increased awareness due to a growing recognition of the importance of mental well-being. Safe Haven aims to leverage this trend and contribute to the industry by providing accessible counseling services and promoting mental health awareness in underserved communities.

 Identification of similar non-profit organizations and potential collaborators

        - Example: Direct competitors: Compassionate Minds: A non-profit organization providing mental health services and counseling operating in the same region as Safe Haven.

        - Example: Indirect competitors: Mental Health Foundation: A national non-profit organization focusing on advocacy and awareness, partnering with various stakeholders to promote mental well-being.

3.3. Target Beneficiaries 

Explores the organization's target beneficiaries, demographics, preferences, and pain points.

        - Example: Our programs and services primarily target low-income families and individuals residing in Minneapolis, Minnesota, with a focus on marginalized communities, such as homeless individuals, domestic violence survivors, and immigrant populations.

nonprofit hospital business plan

  • Example 1: Localized research findings reveal a significant increase in mental health awareness and a growing demand for accessible and affordable mental health services in the community.
  • Example 2: Analysis of demographic data indicates a high prevalence of mental health concerns among underserved populations, highlighting the urgent need for targeted intervention programs.

Describes the action plans, timelines, and key milestones for your organization

Describes the organization's programs or services in detail.

        - Example: Secure sustainable funding through grant applications, fundraising events, and community partnerships 

Key Milestone: Raise a minimum of $100,000 in grant funding within the first year.

        - Example: Develop and implement mental health awareness campaigns in collaboration with local community organizations within the first year of operation, starting from Month 1.

Key Milestone: Launch the first mental health awareness campaign within 6 months.

        - Example: Recruit and train a team of licensed mental health professionals to offer counseling services within the first year of operation, starting from Month 1.

4.2. Program or Service Offerings: 

        - Example: Save Haven offers a comprehensive range of services including individual counseling, group therapy, group therapy, crisis intervention, and support groups.

 Describes the methods through which the organization will deliver its programs or services to beneficiaries.

        - Example: Safe Haven employs a multi-channel distribution approach, utilizing remote counseling, and community partnerships with schools, community centers, and healthcare facilities.

 Details of the organization's promotional efforts and advertising strategies.

        - Example: Safe Haven employs a comprehensive promotional strategy encompassing online presence through its website and social media platforms, active community outreach at events and health fairs, partnerships with local media outlets, and collaborations with healthcare professionals and community organizations to ensure a continuous flow of individuals seeking mental health support.

nonprofit hospital business plan

  • Example 1: Safe Haven plans to collaborate with local schools to provide mental health education programs and workshops to students, empowering them with essential skills and knowledge for mental well-being.
  • Example 2: The organization aims to establish partnerships with community centers and faith-based organizations to create safe spaces for support groups, fostering a sense of belonging and social connection among individuals facing mental health challenges.
  • Example 3: Organize a grand opening event offering free washes and dryer credits, attracting over 200 local residents and generating buzz through word-of-mouth referrals.

 Specify the organization's premises used to carry out its activities, programs, and services. I

        - Example: Save Haven operates from a welcoming and serene facility located in the heart of Minneapolis, Minnesota. The facility comprises modern counseling rooms, a comfortable waiting area, and administrative offices, creating a safe and supportive environment for individuals seeking mental health services.

  Involves the systematic approach of recruiting, coordinating, and supporting volunteers and staff

        - Example: Safe Haven implements a comprehensive staffing plan that includes recruiting, training, and retaining qualified staff members to ensure the effective delivery of programs and services. Additionally, the organization establishes a volunteer management system to engage and support volunteers in their roles, providing them with meaningful opportunities to contribute to the mission.

5.3. Governance, Financial Management, and Accountability:

 Involves the effective and responsible management of financial resources to support the organization's operations 

        - Example: Safe Haven upholds strong policies and procedures to ensure responsible governance, financial management, and accountability, including clear guidelines for board members, transparent financial reporting, and performance evaluations to continually improve its impact and stakeholder satisfaction.

nonprofit hospital business plan

  • The team at Safe Haven comprises licensed mental health professionals with extensive experience in trauma-informed care, ensuring high-quality and compassionate support for individuals affected by adverse life experiences.
  • Our board members bring diverse backgrounds in psychology, social work, and public health, offering a comprehensive perspective on addressing mental health disparities and promoting holistic well-being.

All of the unique Non-Profit projections you see here were generated using ProjectionHub’s Non-Profit Financial Projection Template . Use PH20BP to enjoy a 20% discount on the template. 

   6.1. Startup Costs

  Provide a detailed breakdown of the total startup costs requirements, and where you plan for those funds to come from. You will also want to break down how the startup costs will be used including working capital to cover losses before the business breaks even.

        - Example: Save Haven's total startup costs are estimated at $150,000. The organization has raised $125,000 through fundraising and donations, and they are seeking an additional $25,000 to cover the remaining expenses.

nonprofit hospital business plan

Watch how to create financial projections for your Non-Profit

nonprofit hospital business plan

6.2. Revenue Projections

Provide an estimate of the organization's future revenue based on market research and assumptions.

        - Example:  Save Haven projects a steady increase in revenue over the next five years, with anticipated amounts of $509,060 in 2023,  in the first year.

nonprofit hospital business plan

 Estimates the organization's future expenses, including fixed and variable costs.

        - Example: Save Haven has estimated its operating expenses, including direct expenses, fundraising costs, sales and marketing expenses, general and administrative costs, research and development expenses, programming costs, salaries, interest and taxes, loan principal, and leasehold improvements.

nonprofit hospital business plan

Summarizes the organization's financial position and expenses, over a specific period.

        - Example: Save Haven anticipates an initial net loss in 2023 due to startup expenses and infrastructure investments. However, the organization projects a positive net income in the following years, demonstrating a consistent and promising financial growth trajectory.

nonprofit hospital business plan

 Outlines the organization's projected cash inflows and outflows.

        - Example: Save Haven's cash flow projections factor in expected fluctuations in cash inflows and outflows, ensuring effective financial management and stability.

nonprofit hospital business plan

  Determines the point at which the organization's revenue equals its expenses.

        - Example: Save Haven's break-even analysis indicates that the organization is expected to reach a point of revenue equaling expenses within a relatively short timeframe, highlighting its potential for early profitability.

nonprofit hospital business plan

Key Point 4

nonprofit hospital business plan

  • Example 1: Safe Haven's financial projections align with industry benchmarks, with operating costs accounting for a realistic percentage of total revenue based on similar non-profit mental health organizations.
  • Example 2: The organization conducts thorough market research to identify potential revenue streams, such as government grants, corporate partnerships, and individual donations, ensuring a diversified and sustainable funding base.

   7.1. Supporting Documents

 Includes any relevant documentation that supports the information presented in the business plan, such as resumes, financial projections, market research data, and permits or licenses.

   7.2. Glossary of Term

 Provides definitions for industry-specific terms used throughout the business plan to ensure reader comprehension.

   7.3. References and Resources

Lists any sources or resources referenced during the preparation of the business plan, including industry reports, market research data, and relevant publications.

nonprofit hospital business plan

  • Example 1: The founders of Safe Haven have personally invested their own resources and time into establishing the organization, demonstrating a strong commitment to its mission and the community it serves.
  • Example 2: Safe Haven's leadership team actively participates in mental health advocacy initiatives and professional development opportunities, continuously enhancing their expertise and dedication to improving mental health outcomes.

Nonprofit Business Plan FAQs

How do i start a non-profit organization.

To start a non-profit organization, you'll need to define your mission, create a board of directors, file the necessary paperwork with the government, develop a fundraising strategy, and establish policies and procedures for your organization's operations.

How can I fundraise for my non-profit?

You can fundraise for your non-profit by organizing events, applying for grants, seeking corporate sponsorships, launching online crowdfunding campaigns, cultivating individual donor relationships, and exploring partnerships with other organizations.

What are the key elements of a successful non-profit strategic plan?

A successful non-profit strategic plan should include a clear mission and vision, goals and objectives, an analysis of the target community or cause, strategies for fundraising and program implementation, and a monitoring and evaluation framework.

How can I measure the impact of my non-profit's programs?

To measure the impact of your non-profit's programs, establish specific metrics and evaluation methods, conduct surveys or interviews with beneficiaries, track outcomes and outputs, and use data to inform program improvements and report to stakeholders.

What legal requirements do I need to comply with as a non-profit?

Legal requirements for non-profits may include obtaining tax-exempt status, filing annual reports, adhering to accounting and financial regulations, ensuring transparency in governance, and complying with any specific regulations related to your non-profit's activities.

About the Author

Adam is the Co-founder of ProjectionHub which helps entrepreneurs create financial projections for potential investors, lenders and internal business planning. Since 2012, over 50,000 entrepreneurs from around the world have used ProjectionHub to help create financial projections.

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Nonprofit Business Plan

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A nonprofit organization is an excellent way of serving society. If you’re someone wanting to support a cause or make a meaningful impact on society, it’s the way to do it.

Nonprofit organizations do not run for money or profits; they must still be properly managed and organized. A nonprofit business plan can do just that for any organization.

Need help writing a business plan for your nonprofit organization? Creating a business plan can help you fulfill your cause hassle-free and more manageable. So, we have prepared a nonprofit business plan template to help you start writing yours.

Key Takeaways

  • Your nonprofit business plan should have an executive summary section summarizing the entire plan and providing an overview of the organization’s mission, goals, and strategies.
  • Your organization overview section will cover your organization’s foundational elements like name, type, legal structure, location, and history.
  • Prepare a detailed section to describe your programs, products, and services as well as the impact of your offering on society.
  • Conduct thorough market research to understand and explain your target market, market size, growth potential, trends, and competitive landscape.
  • Prepare an effective operational plan outlining your day-to-day operational process, staffing requirements, quality control, and information about technologies and equipment in use.
  • Introduce your management team to your readers as well as the details about the organization structure and compensation plan.
  • Prepare accurate financial projections for your nonprofit. Emphasize providing details about revenue streams, fundraising goals, expenses, and financial ratios.

How to Write a Nonprofit Business Plan?

1. executive summary.

An executive summary is the first section of the business plan to provide an overview of the organization’s missions, goals, and key strategies. In addition to highlighting your organization’s unique value proposition, it should provide a snapshot of its operations and impact. Generally, it is written after the entire business plan is ready. Here are some key components to add to your summary:

Organization summary:

Mission statement:, products, programs, and services:, impacts and outcomes:, management team:, financial highlights:, call to action:.

Think of your readers as potential donors and someone who has never heard of your organization. So, keep your executive summary concise and clear, use simple language, and avoid jargon.

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nonprofit hospital business plan

2. Organization Overview

Depending on the organization’s details, you must add various organizational overview elements. Still, every organization should include some foundational elements like its name, purpose, operations, legal structure, location, and history.

Organization Description:

Provide all the basic information about your nonprofit in this section like

  • Name & Type of Your Organization: Describe the name and type of your nonprofit organization. For instance, you may operate one of these types of nonprofit organizations:
  • Educational organizations
  • Charitable organizations
  • Healthcare organizations
  • Religious organizations
  • Location of your nonprofit and why you selected that place.

Mission & Vision:

Organization history:.

If you’re an established nonprofit, you can provide information about your organization’s history, like when it was founded and how it evolved. If you can, add some personality and intriguing details, especially if you got any achievements or recognitions till now for your incredible community services.

Future goals:

It’s crucial to convey your aspirations and your vision. Mention your short-term and long-term goals with the nonprofit; they can be specific targets depending on your ultimate vision.

This section should provide an in-depth understanding of the nonprofit organization. Also, the business overview section should be engaging and precise.

3. Products, Programs, and Services

The products, programs, and services section of a nonprofit business plan should describe specific products, programs, and services that will offer to its beneficiaries. Your nonprofit may or may not have all products, programs, and services to offer.

So, write this section depending on your organization’s offerings:

In a nutshell, your products, programs, and services section should describe how your nonprofit meets needs and positively impacts the community. Use solid examples and numbers to back your claims.

Some additional tips for writing the market analysis section of your business plan:

  • Use a variety of sources to gather data, including industry reports, market research studies, and surveys.
  • Be specific and provide detailed information wherever possible.
  • Include charts and graphs to help illustrate your key points.
  • Keep your target audience in mind while writing the business plan

4. Market Analysis

Market analysis provides a clear understanding of the market your nonprofit will run along with the target market, competitors, and growth opportunities. Your market analysis should contain the following essential components:

Target Market:

Market size and growth potential:, competitive analysis:, market trends:.

  • For example, It may be necessary for a nonprofit focused on environmental conservation to adapt its messaging to reflect the growing demand for sustainable products and practices.

Regulatory Environment:

Some additional tips for writing the market analysis section of your nonprofit business plan:

  • Use various sources to gather data, including industry reports, market research studies, and surveys.
  • Keep your target audience in mind while writing the business plan.

5. Sales And Marketing Strategies

Building awareness, promoting engagement, and generating revenue should be the focus of your business plan’s “Sales and marketing strategies” section. Here are some key elements to include in your sales & marketing plan:

Unique Value Proposition (UVP):

Marketing mix:, marketing channels:, fundraising strategies:.

  • Identify fundraising strategies that align with the nonprofit’s mission, vision, and values.

Donor Retention:

In short, a nonprofit business plan’s sales and marketing strategies section should describe how your organization can reach, engage, and retain your target market and generate sustainable revenue.

Be specific, realistic, and data-driven in your approach, and be prepared to adjust your strategies based on feedback and results.

6. Operations Plan

When writing the operations plan section, it’s essential to consider the various aspects of your organization’s processes and procedures involved in operating a nonprofit. Here are the components to include in an operations plan:

Staffing & Training:

Operational process:.

  • Your operations must also include details on monitoring and evaluating programs and their impact on the community.

Quality Control:

Facilities and equipment:, technology & information system:.

By including these key elements in your operations plan section, you can create a comprehensive plan that outlines how you will run your nonprofit organization.

7. Management Team

The management team section provides an overview of the nonprofit organization’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

  • It should include the owners, senior management, other department managers, and people involved in the organizational operations, along with their education and professional background.

Organizational structure:

Compensation plan:.

Overall, the management team section of your business plan should mention key personnel involved in successfully running your organizational operations.

So, highlight your organization’s key personnel and demonstrate why you have the right team to execute your organization’s mission.

8. Financial Plan

When writing the financial plan section of a business plan, it’s important to provide a comprehensive overview of your financial projections and goals for the first few years of your organization.

Revenue Streams:

Fundraising goals:, financial ratios:, risk analysis:.

Remember to be realistic with your financial projections and provide supporting evidence for your estimates.

9. Appendix

Include any additional information supporting your plan’s main content when writing the appendix section. This may include financial statements, market research data, legal documents, and other relevant information.

  • Include a table of contents for the appendix section to make it easy for readers to find specific information.
  • Include financial statements such as income, balance sheets, and cash flow statements . These should be up-to-date and show your financial projections for at least the first three years of your business.
  • Provide market research data, such as statistics on the industry’s size, consumer demographics, and trends in the industry.
  • Include any legal documents such as permits, licenses, and contracts.
  • Provide any additional documentation related to your business plans, such as marketing materials, product brochures, and operational procedures.
  • Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your nonprofit organization should only include relevant and essential information supporting your plan’s main content.

Download a sample nonprofit organization business plan

Need help writing a business plan for your nonprofit? Here you go; download our free nonprofit organization business plan pdf to start.

It’s a modern business plan template specifically designed for your nonprofit organization. Use the example business plan as a guide for writing your own.

You may explore our other nonprofit and community business plan examples before you start writing

The Quickest Way to turn a Business Idea into a Business Plan

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A business plan app like Upmetrics is the best way to draft your business plan. This incredible tool comes with step-by-step instructions and 400+ customizable sample business plans to help you get started.

So, whether starting a nonprofit organization or planning to grow an existing one, Upmetrics is the tool you need to create a business plan.

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Frequently asked questions, why do you need a nonprofit business plan.

Business plans outline the organization’s goals, strategies, and tactics for achieving its mission. Nonprofit business plans serve as a roadmap for staff, lenders, and other shareholders, helping them make informed decisions, measure progress, and remain focused on the organization’s mission.

How to get funding for your nonprofit business?

Fundraising for a nonprofit can be challenging, but a few strategies and a strategic approach can help you achieve your goal. 

Here are some of the most common ways to get funding for your nonprofit:

  • Individual Donations: Individual donations are among key revenue streams for any nonprofit. It includes both one-time payments as well as recurring assistance.
  • Grants: Many foundations and government agencies offer grants to nonprofit organizations that meet specific criteria.
  • Corporate Sponsorships: A nonprofit can approach corporations that align with its values and mission to gain sponsorships for charity events, programs, or projects.
  • Crowdfunding: The process of supporting a business or organization by getting many people to invest in your nonprofit organization, usually online. 

Where to find business plan writers for your nonprofit business?

There are many business plan writers available, but no one knows your business and idea better than you, so we recommend you write your nonprofit business plan and outline your vision as you have in your mind.

What is the easiest way to write your nonprofit business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any nonprofit business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software.

About the Author

nonprofit hospital business plan

Upmetrics Team

Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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3 Sample Nonprofit Business Plans For Inspiration

sample nonprofit business plans

Download our Ultimate Nonprofit Business Plan Template here

Below are sample plans to help guide you in writing a nonprofit business plan.

  • Example #1 – Kids Are Our First Priority (KAOFP) – a Nonprofit Youth Organization based in Chicago, IL
  • Example #2 – Church of the Sacred Heart – a Nonprofit Church based in St. Louis, MO
  • Example #3 – Finally Home – a Nonprofit Homeless Shelter in Los Angeles, CA

Sample Nonprofit Business Plan #1 – Kids Are Our First Priority (KAOFP) – a Nonprofit Youth Organization based in Chicago, IL

Executive summary.

Kids Are Our First Priority (KAOFP) is a 501(c)3 nonprofit youth organization that seeks to provide opportunities for students who might otherwise not have access to the arts and humanities. We believe all students should have the opportunity to discover and develop their interests and talents, regardless of socioeconomic status or geographic location. We offer completely free after-school programming in music production, digital photography, creative writing, and leadership development to 12-18-year-olds at risk of dropping out of high school.

Our organization has been active for over five years and has run highly successful programs at two schools in the city of Chicago. We have been awarded an active grant from a local foundation for this coming year, but we will need to cover all costs on our own after that point. Nonprofit administrators have seen a lot of turnovers, leaving the organization without a sustainable plan for reaching its goals.

Organization Overview

The Kids Are Our First Priority (KAOFP) is a 501(c)3 nonprofit youth organization with a mission to provide opportunities for development and self-expression to students who might otherwise not have access. Audiences include at-risk, low-income students from elementary through high school in the Chicago area.

Our programs are built around creative learning with two goals: firstly, creating a space for learning and growth; secondly, encouraging students to share their work with the world.

KAOFP runs three different programs in partnership with closely related nonprofit organizations, providing after-school programming for elementary, middle, and high school-aged children. Programs take place twice a week at different schools around Chicago. While each program is unique in its goals and activities, all programs focus on creative development in the arts and humanities.

Products, Programs, and Services

The three programs offered by KAOFP are Leadership Development (LD), Creative Writing (CW), and Music Production (MP). Students learn in small groups led by skilled instructors. All activities are designed to encourage student engagement, creativity, expression, and community building. Instructors encourage students to share their work with the world through presentations on- and off-site.

Leadership Development (LD)

The Leadership Development program is designed to provide leadership opportunities for high school students who might not otherwise have access to these experiences. Students learn about facilitation, collaboration, communication, and organizational skills as they plan and run projects of their own design. The program’s goal is to provide a structured environment that encourages students to become more confident and comfortable being leaders in their schools, communities, and future careers.

Creative Writing (CW)

Students learn how to use writing creatively as a tool for expression, discovery, and communication. In small groups led by skilled instructors, students write poetry, short stories, and essays of their own design. They also learn about the publishing industry, read each others’ work, and share their writing with the community.

Music Production (MP)

Students learn how to use digital media as a tool for expression, discovery, and communication. In weekly sessions led by skilled instructors, students explore music production through computer software and recording equipment. Students produce their own music and write about their experiences in weekly journals. Industry professionals in the community often volunteer to lead special workshops and seminars.

Industry Analysis

The youth arts and humanities field is extremely competitive. There are many different types of nonprofit organizations doing similar work, but few credible providers with long-term commitments to their communities. KAOFP’s greatest strengths and competitive advantages are our stable and qualified staff, a strong foundation of funding and community support, and a diverse set of programs.

Our biggest competitors include national non-profits with large budgets for advertising and marketing as well as commercial programs that offer music lessons and creative writing courses which may be more cost-effective than our programs. We feel that by focusing on specific areas of creative expression, KAOFP can better serve its communities and differentiate itself from other nonprofit organizations effectively.

Customer Analysis

KAOFP serves elementary, middle, and high school-aged students with programs that include both after-school and summer programming.

Our focus is on low-income neighborhoods with a high population of at-risk youth. In these areas, KAOFP fills a void in the education system by providing opportunities for creative expression and leadership development to students who would not otherwise have access to these resources.

The demographics of our current students are as follows:

  • 91% African-American/Black
  • 6% Hispanic/Latino
  • 5% Multiracial
  • 3.9% Low Income
  • 4.9% Not Identified

Our main target is low-income African American and Latino youth in Chicago Public Schools. We would like to expand our outreach to include other communities in need of creative enrichment opportunities.

Marketing Plan

KAOFP’s marketing program is designed to support student, parent, and staff recruitment by promoting the organization’s goals and programs. Our main target audience consists of parents seeking after-school enrichment opportunities for their children that emphasize creativity and the arts.

To reach this audience, we advertise in public schools as well as on social networking sites such as Facebook and Twitter. We intend to begin marketing online through a company-sponsored blog, which will feature regular updates about KAOFP events and activities. We also intend to use word of mouth as a form of marketing.

Strategic partnerships with local schools and community centers will provide us with additional exposure as well as additional resources to secure funding.  

Operations Plan

KAOFP’s day-to-day operation is structured around its programs on Tuesdays from 4 pm to 8 pm.

Administrative offices are located in the same space as each program, allowing instructors to closely monitor their students and provide support as needed. The administrative offices serve the essential function of fundraising, communications, record-keeping, and volunteer coordination. KAOFP’s Board of Directors meets bi-monthly to provide further leadership, guidance, and oversight to our board members and volunteers.

Customer service is conducted by phone and email during our regular business hours of Monday – Friday 9 am to 12 pm.  We are not open on weekends or holidays.

Management Team

KAOFP’s organizational structure includes a Board of Directors, an Executive Director, and Program Directors. The Board of Directors provides guidance and oversight to the organization, while the Executive Director manages day-to-day operations. The Program Directors oversee each of KAOFP’s programs.

KAOFP has a small but dedicated staff that is committed to our students and our mission. Our team has a wide range of experience in the arts, education, and nonprofit sector.

Executive Director

The Executive Director is responsible for the overall management of KAOFP. This includes supervising staff, developing and implementing programs, overseeing finances, and representing the organization to the public.

Our Executive Director, Susie Brown, has been with KAOFP since its inception in 2010. She has a B.A. in Fine Arts from the University of Illinois at Urbana-Champaign and an M.F.A. in Creative Writing from Columbia College Chicago. Susie is responsible for the overall management of KAOFP, including supervising staff, developing and implementing programs, overseeing finances, and representing the organization to the public.

Program Directors

Each of KAOFP’s programs is overseen by a Program Director. The Program Directors are responsible for developing and implementing the program curricula, recruiting and training program instructors, and evaluating student progress.

Art Program Director

The Art Program Director, Rachel Smith, has a B.A. in Fine Arts from the University of Illinois at Urbana-Champaign. She is responsible for developing and implementing the program curricula, recruiting and training program instructors, and evaluating student progress.

Music Program Director

The Music Program Director, John Jones, has a B.A. in Music Education from the University of Illinois at Urbana-Champaign. He is responsible for developing and implementing the program curricula, recruiting and training program instructors, and evaluating student progress.

Theatre Program Director

The Theatre Program Director, Jane Doe, has a B.A. in Theatre Arts from the University of Illinois at Urbana-Champaign. She is responsible for developing and implementing the program curricula, recruiting and training program instructors, and evaluating student progress.

Board of Directors

KAOFP’s Board of Directors provides guidance and oversight to the organization. The Board consists of community leaders, educators, artists, and parents. Board members serve three-year terms and can be renewed for one additional term.

Financial Plan

KAOFP’s annual operating budget is approximately $60,000 per year, with an additional one-time cost of about $10,000 for the purchase of equipment and materials. The agency makes very efficient use of its resources by maintaining low overhead costs. Our biggest expense is instructor salaries, which are approximately 75% of total expenses.

Pro Forma Income Statement

Pro forma balance sheet, pro forma cash flow statement, nonprofit business plan example #2 – church of the sacred heart – a nonprofit church based in st. louis, mo.

The Church of Sacred Heart is a nonprofit organization located in St. Louis, Missouri that provides educational opportunities for low-income families. We provide the best quality of education for young children with tuition rates significantly lower than public schools. It has been voted Best Catholic Elementary School by the St Louis Post Dispatch for four years running, and it has maintained consistently high ratings of 4.5 out of 5 stars on Google Reviews since its opening in 1914.

The Church of Sacred Heart strives to build strong relationships with our community by making an impact locally but not forgetting that we operate on global principles. As such, our school commits 10% of its profits to charitable organizations throughout the world every year, while also conducting fundraisers throughout the year to keep tuition rates affordable.

We are currently transitioning from a safe, high-quality learning environment to an even more attractive facility with state-of-the-art technology and modern materials that will appeal to young students and their families. New facilities, such as additional classrooms and teachers’ lounges would allow us not only to accommodate new students but also attract current families by having more places within the school where they can spend time between classes.

By taking full advantage of available opportunities to invest in our teachers, students, and facilities, we will be able to achieve steady revenue growth at 4% per year until 20XX.

The Church of Sacred Heart provides a safe learning environment with an emphasis on strong academics and a nurturing environment that meets the needs of its young students and their families. Investing in new facilities will allow us to provide even better care for our children as we continue to grow as a school.

Mission Statement: “We will strive diligently to create a safe, respectful environment where students are encouraged and inspired to learn through faith.”

Vision Statement: “Sacred Heart believes education gives every child the opportunity to achieve their full potential.”

The Church of the Sacred Heart was built in 1914 and is located in the Old North St. Louis neighborhood, an area with a high concentration of poverty, crime, unemployment, and abandoned buildings.

The church houses the only Catholic school for low-income families in the north city; together they formed Sacred Heart’s educational center (SCE). SCE has strived to provide academic excellence to children from low-income families by providing a small, nurturing environment as well as high academic standards.

The facility is in need of renovations and new equipment to continue its mission.

The Church of the Sacred Heart is a small nonprofit organization that provides a variety of educational and community services.

The services provided by Sacred Heart represent a $5 billion industry, with nonprofit organizations accounting for $258.8 billion of that total.

The health care and social assistance sector is the largest among nonprofits, representing 32 percent of revenues, followed by educational services (18 percent), and human and other social service providers (16 percent).

The key customers for the Church of the Sacred Heart are families in need of affordable education. The number of students in the school has increased from 500 when it opened in 1914 to 1,100 at its peak during 20XX-20XX but has since declined due to various reasons.

The children at Sacred Heart are from low-income families and 91 percent qualify for free or reduced lunches. Most parents work or have a family member who works full-time, while others don’t work due to child care restraints. The number of children enrolled in Sacred Heart is stable at 1,075 students because there is a lack of affordable alternatives to Catholic education in the area.

SCE offers K-5th grade students a unique learning experience in small groups with individualized instruction.

Sacred Heart has an established brand and is well known for its high standards of academic excellence, which include a 100 percent graduation rate.

Sacred Heart attracts prospective students through promotional materials such as weekly bulletins, mailers to homes that are located in the area served, and local churches.

Parents and guardians of children enrolled in Sacred Heart are mainly referrals from current families, word-of-mouth, and parishioners who learn about the school by attending Mass at Sacred Heart.

The Church of Sacred Heart does not currently advertise; however, it is one of the few Catholic schools that serve low-income families in St. Louis, MO, and therefore uses word of mouth to attract new students to its school.

The Church of Sacred Heart has an established brand awareness within the target audience despite not having direct marketing plans or materials.

The operations section for the Church of the Sacred Heart consists of expanding its after-school program as well as revamping its facility to meet the growing demand for affordable educational services.

Sacred Heart is located in an area where more than one-third of children live below the poverty line, which helps Sacred Heart stand out among other schools that are more upscale. Expansion into after-school programs will allow it to capture a larger market share by providing additional services to its target audience.

In order to expand, Sacred Heart will have to hire additional personnel as well as invest in new equipment and supplies for both the school and the after-school program.

The Church of Sacred Heart’s financial plan includes a fundraising plan that would help renovate the building as well as acquire new equipment and supplies for the school.

According to the National Center for Education Statistics, Catholic elementary schools across all grade levels spend an average of $6,910 per pupil on operating expenses. A fundraising initiative would help Sacred Heart acquire additional revenue while expanding its services to low-income families in St Louis, MO.

Financial Overview

The Church of the Sacred Heart expects to generate revenues of about $1.2 million in fiscal year 20XX, representing a growth rate of 2 percent from its 20XX revenue level. For 20XX, the church expects revenues to decrease by 4 percent due to a decline in enrollment and the lack of new students. The Church of Sacred Heart has experienced steady revenue growth since its opening in 1914.

  • Revenue stream 1: Tuition – 22%
  • Revenue stream 2: Investment income – 1%

Despite being located in a poverty-stricken area, the Church of Sacred Heart has a stable revenue growth at 4 percent per year. Therefore, Sacred Heart should be able to attain its 20XX revenue goal of $1.2 million by investing in new facilities and increasing tuition fees for students enrolled in its after-school program.

Income Statement f or the fiscal year ending December 31, 20XX

Revenue: $1.2 million

Total Expenses: $910,000

Net Income Before Taxes: $302,000

Statement of Financial Position as of December 31, 20XX 

Cash and Cash Equivalents: $25,000

Receivables: $335,000

Property and Equipment: $1.2 million

Intangible Assets: $0

Total Assets: $1.5 million

Balance Statement

The board of directors has approved the 20XX fiscal year budget for Sacred Heart Catholic Church, which is estimated at $1.3 million in revenues and $920,000 in expenditures.

Cash Flow Statement f or the Fiscal Year Ending December 31, 20XX

Operating Activities: Income Before Taxes -$302,000

Investing Activities: New equipment and supplies -$100,000

Financing Activities: Fundraising campaign $200,000

Net Change in Cash: $25,000

According to the 20XX fiscal year financial statements for Sacred Heart Catholic Church, it expects its investments to decrease by 4 percent and expects to generate $1.3 million in revenues. Its total assets are valued at $1.5 million, which consists of equipment and property worth approximately 1.2 million dollars.

The Church of Sacred Heart’s financial statements demonstrate its long-term potential for strong revenue growth due to its steady market share held with low-income families in St. Louis, MO.

Nonprofit Business Plan Example #3 – Finally Home – a Nonprofit Homeless Shelter in Los Angeles, CA

Finally Home is a nonprofit organization that aims to provide low-income single-parent families with affordable housing. The management team has a strong background in the social service industry and deep ties in the communities they plan to serve. In addition, Finally Home’s CEO has a background in real estate development, which will help the organization as they begin developing its operations.

Finally Home’s mission is to reinvent affordable housing for low-income single-parent families and make it more sustainable and accessible. They will accomplish this by buying homes from families and renting them out at an affordable price. Finally Home expects its model of affordable housing to become more sustainable and accessible than any other model currently available on the market today. Finally Home’s competitive advantage over similar organizations is that it will purchase land and buildings from which to build affordable housing. This gives them a greater amount of ownership over their communities and the properties in which the homes are located, as well as freedom when financing these projects.

Finally Home plans on accomplishing this by buying real estate in areas with high concentrations of low-income families who are ready to become homeowners. These homes will be used as affordable housing units until they are purchased by Finally Home’s target demographic, at which point the organizations will begin renting them out at a base rate of 30% of the family’s monthly household income.

Finally Home plans on financing its operations through both private donations and contributions from foundations, corporations, and government organizations.

Finally Home’s management team has strong backgrounds in the social service industry, with deep ties to families that will be prepared to take advantage of Finally Home’s affordable housing opportunities. The CEO of Finally Home also brings extensive real estate development experience to the organization, an asset that will be especially helpful as Finally Home begins its operations.

Finally Home is a nonprofit organization, incorporated in the State of California, whose mission is to help homeless families by providing them with housing and support services. The centerpiece of our program, which will be replicated nationwide if successful, is an apartment complex that offers supportive living for single parents and their children.

The apartments are fully furnished, and all utilities are paid.

All the single parents have jobs, but they don’t earn enough to pay market-rate rent while still paying for other necessities such as food and transportation.

The organization was founded in 20XX by Henry Cisneros, a former U.S. Secretary of Housing and Urban Development who served under President Bill Clinton. Cisneros is the chairman of Finally Home’s board of directors, which includes leaders with experience in banking, nonprofit management, and housing professions.

The core values are family unity, compassion for the poor, and respect for our clients. They are the values that guide our employees and volunteers at Finally Home from start to finish.

According to the United States Conference of Mayors’ Task Force on Hunger and Homelessness 20XX Report, “Hunger & Homelessness Survey: A Status Report on Hunger & Homelessness in America’s Cities,” almost half (48%) of all homeless people are members of families with children. Of this number, over one quarter (26%) are under the age of 18.

In 20XX, there were 9.5 million poor adults living in poverty in a family with children and no spouse present. The majority of these families (63%) have only one earner, while 44% have zero earners because the person is not old enough or does not work for other reasons.

The total number of people in poverty in 20XX was 46.5 million, the largest number since Census began publishing these statistics 52 years ago.

Finally Home’s goal is to help single parents escape this cycle of poverty through providing affordable housing and case management services to support them long term.

Unique Market Position

Finally Home creates unique value for its potential customers by creating housing where it does not yet exist.

By helping single parents escape poverty and become self-sufficient, Finally Home will drive demand among low-income families nationwide who are experiencing homelessness. The high level of need among this demographic is significant nationwide. However, there are no other organizations with the same market position as Finally Home.

Finally Home’s target customers are low-income families who are experiencing homelessness in the Los Angeles area. The organization will actively seek out these families through national networks of other social service providers to whom they refer their clients regularly.

Finally Home expects to have a waiting list of families that are interested in the program before they even open their doors.

This customer analysis is based on the assumption that these particular demographic groups are already active users of other social service programs, so referrals will be natural and easy for Finally Home.

Industry Capacity

This information is based on the assumption that these particular demographic groups are already active users of other social service programs, so referrals will be natural and easy for Finally Home.

There is a growing demand for low-income single-parent housing nationwide, yet there is no one organization currently providing these services on a national level like Finally Home.

Thus, Finally Home has a competitive advantage and market niche here because it will be the only nonprofit organization of its kind in the country.

Finally Home’s marketing strategies will focus on attracting potential customers through national networks of other social service providers. They will advertise to their referral sources using materials developed by the organization.  Finally Home will also advertise its services online, targeting low-income families using Google AdWords.

Finally Home will be reinventing affordable housing to make it more accessible and sustainable for low-income single parents. In this new model, Finally Home will own the land and buildings on which its housing units are built, as well as the properties in which they are located.

When a family is ready to move into an affordable housing unit, Finally Home will buy the home they currently live in. This way, families can take advantage of homeownership services like property tax assistance and financial literacy courses that help them manage their newfound wealth.

Finally Home has already partnered with local real estate agents to identify properties for purchase. The organization expects this to result in homes that are at least 30% cheaper than market value.

Finally Home will finance its operational plan through the use of private contributions and donations from public and private foundations, as well as corporate sponsorships.

Finally Home’s management team consists of:

  • Veronica Jones, CEO, and Founder
  • Mark MacDonald, COO
  • Scott Bader, CFO

Management Summary

The management team has a strong history of social service advocacy and deep ties in the communities they plan to serve. In addition, the organization’s CEO has a background in real estate development that will be helpful as Finally Home begins operations.

  • Year 1: Operation startup costs to launch first five houses ($621,865)
  • Year 2: Deliver on market offer and complete first capital raise ($4,753,000)
  • Year 3: Deliver on market offer and complete $5 million capital raise ($7,950,000)
  • Year 4+: Continue to grow market share with a national network of social services providers ($15,350,000).

This nonprofit business plan will serve as an effective road map for Finally Home in its efforts to create a new model for affordable housing.

Nonprofit Business Plan Example PDF

Download our non-profit business plan pdf here. This is a free nonprofit business plan example to help you get started on your own nonprofit plan.

How to Finish Your Nonprofit Business Plan in 1 Day!

Don’t you wish there was a faster, easier way to finish your nonprofit business plan?

With Growthink’s Ultimate Nonprofit Business Plan Template you can finish your plan in just 8 hours or less!

Other Helpful Nonprofit Business Planning Articles

  • Non-Profit Business Plan
  • How to Write a Nonprofit Business Plan
  • 10 Tips to Make Your Nonprofit’s Business Plan Stand Out
  • How to Write a Mission Statement for Your Nonprofit Organization
  • Strategic Planning for a Nonprofit Organization
  • How to Write a Marketing Plan for Your Nonprofit Business
  • 4 Top Funding Sources for a Nonprofit Organization
  • What is a Nonprofit Organization?
  • 20 Nonprofit Organization Ideas For Your Community

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Medical Clinic Business Plan PDF Example

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  • February 19, 2024
  • Business Plan

The business plan template for a medical clinic

Creating a comprehensive business plan is crucial for launching and running a successful medical clinic. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your medical clinic’s identity, navigate the competitive market, and secure funding for growth.

This article not only breaks down the critical components of a medical clinic business plan but also provides an example of a business plan to help you craft your own.

Whether you’re an experienced entrepreneur or new to the healthcare industry, this guide, complete with a business plan example, lays the groundwork for turning your medical clinic concept into reality. Let’s dive in!

Our medical clinic business plan is carefully designed to cover all the important parts needed for a good strategy. It explains how the clinic will run, how we’ll take care of patients, how we’ll tell people about our services, what the healthcare situation is like, who our competitors are, who’s in charge, and how much money we expect to make.

  • Executive Summary: Provides an overview of the Medical Clinic’s business concept, healthcare market analysis, management structure, and financial strategy.
  • Facility & Location: Describes the clinic’s physical setup, including its architectural design, medical equipment, patient amenities, and the strategic choice of its location to maximize accessibility for its target patient base.
  • Treatments & Pricing: Enumerates the healthcare services the clinic will provide, from general medical consultations to specialized treatments, alongside a transparent pricing model.
  • Key Stats: Shares industry size, growth trends, and relevant statistics for the healthcare market.
  • Key Trends : Highlights recent trends affecting the healthcare sector, such as technological advancements, patient care innovations, and regulatory changes.
  • Key Competitors : Analyzes the main competitors in the vicinity and differentiates the clinic based on services, patient care quality, and operational efficiency.
  • SWOT: Strengths, weaknesses, opportunities, and threats analysis tailored to the healthcare context.
  • Marketing Plan : Strategies for attracting and retaining patients, including digital marketing, community health programs, and patient service excellence.
  • Timeline : Key milestones and objectives from the clinic’s establishment through the first year of operation, including licensing, staff recruitment, and service launch.
  • Management: Information on the healthcare professionals managing the medical clinic and their roles, emphasizing their medical expertise and healthcare management experience.
  • Financial Plan: Projects the clinic’s 5-year financial performance, including revenue from medical services, operational costs, profits, and expected expenses, ensuring a sustainable and profitable healthcare service model.

The business plan template for a medical clinic

Medical Clinic Business Plan

Download an expert-built 30+ slides Powerpoint business plan template

Executive Summary

The Executive Summary introduces our medical clinic’s business plan, offering a concise overview of the clinic and its healthcare services. It details our market positioning, the comprehensive medical services we provide, its location, size, and an outline of our day-to-day operations. 

This section will also delve into how our clinic will integrate into the local healthcare market, including an assessment of the direct competitors in the area, identifying who they are, and highlighting our clinic’s unique selling points that set us apart. 

Additionally, it includes information about our management and co-founding team, outlining their roles and contributions to the clinic’s success. A summary of our financial projections, including expected revenue and profits over the next five years, will also be presented to offer a clear view of our clinic’s financial outlook.

Make sure to cover here _ Business Overview _ Market Overview _ Management Team _ Financial Plan

Medical Clinic Business Plan executive summary1

Dive deeper into Executive Summary

Business Overview

For a medical clinic, the Business Overview section can be concisely structured into 2 main components:

Facility & Location

Briefly describe the clinic’s facilities, highlighting the state-of-the-art medical equipment, patient-centric design, and a welcoming atmosphere that ensures comfort and privacy.

Mention the clinic’s strategic location, emphasizing its accessibility and conveniences such as proximity to main transit routes and ample parking. Explain how this location was selected to serve the clinic’s target patient demographics effectively.

Treatments & Pricing

Detail the comprehensive range of medical services provided, from routine health check-ups to specialized treatments in areas like cardiology, pediatrics, or orthopedics.

Describe your pricing model, ensuring it mirrors the high standard of care offered and is competitive within the healthcare market. Highlight any health plans, membership options, or loyalty programs designed to offer added value to patients, fostering long-term relationships and patient loyalty.

Make sure to cover here _ Clinic & Location _ Treatments & Pricing

nonprofit hospital business plan

Market Overview

Industry size & growth.

Start your medical clinic business plan by looking at how big the healthcare world is, especially for the services you provide like general health, special treatments (skincare, children’s health), or quick care. Think about how this area is growing and where you might find new chances to grow.

Key market trends

Then, talk about what’s new in healthcare, like how people want care that’s just for them, using tech to help patients (like video doctor visits or digital health records), and focusing on keeping people healthy before they get sick. Point out that people are looking for services that meet their specific health needs and that there’s a growing interest in clinics that care for the whole person.

Key competitors

Lastly, look at who you’re up against, which could be big hospitals, small clinics that focus on one area of health, or even online health services. Think about what makes your clinic different and better, maybe because of the great care you give, the wide range of services you have, or new ways you’re bringing health care to people. This part should clearly say why people need medical services, who else is providing them, and how your clinic can stand out and do well in this busy world.

Make sure to cover here _ Industry size & growth _ Key market trends _ Key competitors

Medical Clinic Business Plan market overview1

Dive deeper into Key competitors

First, conduct a SWOT analysis for the medical clinic , identifying Strengths such as a team of expert medical professionals and a comprehensive suite of healthcare services. Weaknesses might include factors like high operational costs and the complexity of insurance processes. Opportunities can arise from the growing emphasis on health and wellness and the potential for telemedicine services. Threats could stem from increased competition and the impact of economic downturns on discretionary healthcare spending.

Marketing Plan

Next, develop a marketing strategy aimed at attracting and retaining patients. This strategy should focus on targeted advertising to reach specific demographics, offering promotional incentives for referrals, maintaining an active and engaging presence on social media, and fostering community ties through health education and events.

Finally, create a detailed timeline that marks essential milestones for the clinic. This includes the initial setup and opening phase, followed by the launch of marketing initiatives, efforts to expand the patient base, and strategies for broader service offerings, all designed to ensure the clinic progresses with a clear and defined purpose.

Make sure to cover here _ SWOT _ Marketing Plan _ Timeline

Medical Clinic Business Plan strategy 1

Dive deeper into SWOT

Dive deeper into Marketing Plan

The management section focuses on the medical clinic’s management and their direct roles in daily operations and strategic direction. This part is crucial for understanding who is responsible for making key decisions and driving the medical clinic toward its financial and operational goals.

For your medical clinic business plan, list the core team members, their specific responsibilities, and how their expertise supports the medical clinic’s mission.

Medical Clinic Business Plan management 1

Financial Plan

The Financial Plan section is a comprehensive analysis of the medical clinic’s financial strategy, including projections for revenue, expenses, and profitability. It lays out the clinic’s approach to securing funding, managing cash flow, and achieving breakeven.

This section typically includes detailed forecasts for the first 5 years of operation, highlighting expected revenue, operating costs and capital expenditures.

For your medical clinic business plan, provide a snapshot of your financial statement (profit and loss, balance sheet, cash flow statement), as well as your main assumptions (e.g. prices, customers, expenses, etc.).

Make sure to cover here _ Profit and Loss _ Cash Flow Statement _ Balance Sheet _ Use of Funds

Medical Clinic Business Plan financial plan 1

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Hospital Business Plan Sample

MAR.14, 2017

business plan hospital

Do you want to start a Hospital business plan?

Starting a business can be very hard and a big responsibility. And starting one that benefits humanity can be an even greater responsibility. However, if you follow the correct steps and stay persistent, it can be very rewarding. Establishing a business like a hospital needs to be very thoroughly planned. 

The best way to plan a business is to write a business plan for the hospital. Adding all the right details of your business will attract investors to the business plan and this will help you in setting up your business. If you want to learn how to write a hospital business plan, you should go through as many samples as possible. 

Plans like nursing home business plan can be a great resource in understanding crucial things about the hospital business. In this business plan, we will be providing all the details for starting a hospital called Mercy Ltd. You can follow this sample to develop a plan for your business.

Executive Summary

2.1 business summary.

Mercy Ltd will be a private healthcare setup, owned and started by Gillian Hail. It will provide state-of-the-art services to all its patients. Additionally, it will also run a free clinic and fund services for those who don’t have enough money to get treatment. 

2.2 About the Management

As a hospital business requires the utmost attention to detail to run well, a business plan is needed ahead of time. It is similar to a business plan for a wellness center in that regard. To make the management of Mercy Ltd smooth, a hospital business development plan was needed. Therefore, we prepared this sample. 

If you want to develop an executive summary hospital business plan for your business, you can consult a healthcare business plan template. Otherwise, to write the business plan, you can also hire experts and guide them along. 

2.3 Customers of Mercy Ltd

Considering that Mercy Ltd is a healthcare center, its customers will primarily be patients seeking treatment or help with funding for treatment. They will belong to all domains and lifestyles. The primary customers will include:

  • OPD Patients
  • Emergency Care Patients
  • Chronic Patients
  • Treatment Fund Patients

2.4 Business Target

The target of Mercy Ltd is to become a trustworthy healthcare center where people can come to get immediate treatment whenever they need it. It will also be a long-term target to expand the business. The financial targets we want to meet within the first three years are mentioned below in this hospital business plan pdf.

Hospital Business Plans - 3 Years Profit Forecast

Company Summary

3.1 hospital ownership.

The hospital will be owned and managed primarily by Gillian Hail. She completed her MD five years ago after which she served as a head neurosurgeon in a renowned hospital in Baltimore. She then assumed the position of a consultant to start her healthcare setup. 

3.2 Why the Hospital Business is Established

Gillian always wanted to make a difference and help people due to which she became a doctor. However, after working in a hospital for so many years, she realized that there was a greater need for a healthcare setup that could deal with patients faster. Therefore, she decided that she would open Mercy Ltd to provide quick care to patients and to gain funding for people whose insurance couldn’t cover them.  

3.3 How will Mercy be Established

Step1: Plan Everything

The first step before establishing any business, no matter what the domain or scope, is thorough planning. You will need to map everything required to start the business in a business plan for starting a hospital. Additionally, you will also need to develop a business plan for hospital expansion if you have any plans to extend the business in the future. The process won’t stop here because at some point, you will also be developing a business continuity plan hospital.

Step2: Get Funding

One of the main reasons to develop a startup hospital business plan is to get funds. As Mercy Ltd had the aim to help treat those who couldn’t afford usual hospital charges, Gillian paid special attention to this hospital business plan sample pdf to attract investors. 

Step3: Find a Location

To house the healthcare setup, Gillian chose a building in Baltimore. The lower two floors will be for the hospital whereas the top floor will be for management and for housing on-call doctors. 

Step4: Developing a Brand

It is essential to make your business as humane as possible so that your customers can relate to it. Therefore, Gillian not only focused on her business model to help people but also described it in a way that is understandable to its customers. 

Step5: Promote and Market

To get the word out about her unique business model, Gillian established a partnership with as many local and big hospitals as she could so they refer patients to Mercy Ltd for treatments.

Hospital Business Plans - Startup Cost

To write a business plan for a hospital, one needs to be clear about the type of business they want to establish. And this is true for every business plan, be it a reiki practice business plan or a private hospital business plan pdf. 

To develop a hospital business plan sample, you will need to know the services you want to provide to your customers as your services will form the basis of your setup. Here, we have provided a hospital business plan template that you can follow when writing about the services of your business. You can also look at any other hospital business plan example for reference. 

We will provide all the basic outpatient facilities including diagnosis, testing, and providing immediate treatment to patients. This will apply to patients with simple ailments like infection, common cold, fever or pain, etc. 

  • Emergency Services

Mercy Ltd will also provide emergency services to patients who have been involved in an accident and need immediate care for stabilization. We shall also provide ambulances to transport these patients to bigger hospitals for complete and thorough treatment and recovery. 

  • Regular Treatment and Therapy

For the patients who have chronic ailments or pain and who need regular care and treatment, we will offer therapy sessions and a complete care package that they can use utilize regularly.

One of our core services will be to provide treatment funding to deserving patients. The cases and situations of the patients will be thoroughly analyzed to ensure that there is no problem.

Marketing Analysis of Hospital Company

Excellent work.

excellent work, competent advice. Alex is very friendly, great communication. 100% I recommend CGS capital. Thank you so much for your hard work!

It can be very tricky to gain success as a new business. You need solid hospital strategic goals to ensure a clear direction in all the business operations. A good business owner needs to do a lot of research into hospital business development strategies before starting a business in this domain. 

A good business plan covers all details regarding the business such as hospital planning team and business model of the hospital. This information helps in showing the objectives of hospital planning to the investors. And all of this can only be achieved if you have a strong understanding of your target market. This includes your customers as well as your competitors. 

In this hospital marketing plan template, we have outlined all the marketing strategies that would be employed by Gillian to ensure the success of her business. You can follow this hospital business plan sample or a relevant plan like a massage therapy center business plan for more guidance. 

5.1 Market Trends

According to PolicyAdvice, the healthcare industry is one of the fastest-growing industries in the U.S. and the trend is expected to continue as the U.S. spends almost twice on healthcare when compared with other countries. Right now, the market share of the healthcare industry in the U.S. is at almost $10 billion and it is expected to rise. Therefore, healthcare is one of the best sectors to start a business.

5.2 Marketing Segmentation

The target customer groups of Mercy Ltd will be:

Hospital Business Plans - Marketing Segmentation

5.2.1 OPD Patients

Our primary services are centered around situations where patients only need immediate care and have straightforward illnesses. Therefore, these patients with simple ailments will be the key customers of Mercy Ltd as they will utilize our services more often. 

5.2.2 Emergency Care Patients

Our second target customers will be the people who need immediate care after an accident such as a fall or a crash. Our main responsibility will be to stabilize these patients so that they can be safely transferred to hospitals for full care. 

5.2.3 Chronic Patients

We will also get business from people with chronic ailments who only need to go to hospitals for regular check-ups but find it hard to. We will provide them with in-house regular check-ups and treatment facilities so that they don’t have to spend too much time or energy on commute. 

5.2.4 Treatment Fund Patients

Lastly, one of our primary services is funding, we will also take up cases of patients who need money for treatment but due to some reasons are not able to. The funding for these patients will come from our investors as well as from 8% of our profits.

5.3 Business Target

  • To become the best immediate care hospital in Baltimore.
  • To expand our services across the US in the form of multiple small centers.
  • To earn a net profit margin of $15k/month by the end of our second year.
  • To be the first healthcare service that helps patients with funding.

5.4 Product Pricing

Our prices will be similar to that of our competitors. However, we will aim at boosting our efficiency through efficient load management.

Marketing Strategy

To become successful in a market as tough as healthcare, you will need to work on your hospital business strategy. This strategy will be reflected in your business plan for the hospital . You can also look at strategic plan example for hospital startup for reference. 

Understanding all aspects of planning in hospital will help you gain a better view of the market and get your business to succeed. So, whether it is a business plan for healthcare setup or a business plan for occupational therapy , you should look into the market for a stronger plan.

6.1 Competitive Analysis

  • We have excellent and unique services
  • Our customers can get basic healthcare in half the time as required by regular hospitals.
  • We provide treatment funding to people who cannot afford it.
  • Our customers can avail of our ambulance and emergency services through a quick phone call as well.

6.2 Sales Strategy

  • We will get the word out through partnerships with hospitals.
  • We will organize health awareness seminars to get us known.
  • We will use social media for a wider reach.
  • We will offer discounts to deserving people.

6.3 Sales Monthly

Hospital Business Plans - Sales Monthly

6.4 Sales Yearly

Hospital Business Plans - Sales Yearly

6.5 Sales Forecast

Hospital Business Plans - Unit Sales

Personnel plan

A good business plan for hospitals will reflect all the aspects of the setup thoroughly for better management. This even includes the workforce and employees that make it possible to run a setup. In this hospital business plan template, we will be looking at the employee and hiring structure of Mercy Ltd. 

7.1 Company Staff

  • 1 Co-Manager to help in overall operations
  • 8 Certified Doctors
  • 3 General Cleaners
  • 1 Technician to upkeep the machinery
  • 1 HR Executive
  • 2 Ambulance Drivers
  • 2 Receptionists

Financial Plan

The success of a business and its smooth running depends on your research and asset management techniques.  Before stepping into the business world, you need to explore various hospital business plans. You need to ensure that you have enough finances to support your operations and range of services. This is where hospital financial planning comes in. 

To ensure that everything is running with balance and you’re not going into a loss, you will need to keep proper track of your finances. One way to deal with the overwhelming load of financial management is to make a financial plan. This can act as a guide for you to follow as the business progresses. 

Here, we are detailing the financial plan for Mercy Inc. You can also look at similar plans such as a non-medical home care business plan to get a hint. 

8.1 Important Assumptions

8.2 break-even analysis.

Hospital Business Plans - Break-even Analysis

8.3 Projected Profit and Loss

8.3.1 profit monthly.

Hospital Business Plans - Profit Monthly

8.3.2 Profit Yearly

Hospital Business Plans - Profit Yearly

8.3.3 Gross Margin Monthly

Hospital Business Plans - Gross Margin Monthly

8.3.4 Gross Margin Yearly

Hospital Business Plans - Gross Margin Yearly

8.4 Projected Cash Flow

Hospital Business Plans - Project Cash Flow

a. How do you start a hospital business?

You can start a healthcare setup by reviewing the strategic management in hospitals. This will inform you if you can manage the plethora of responsibilities that come with every healthcare business. After that, you need to plan everything and execute the business operations in steps. For the planning stage, you can take help from the sample business plan provided above.

b. What is a hospital business plan?

A business plan for hospitals is a document that is developed before starting a venture. It is done to ensure that you take the right steps to make your business a success. It helps with planning, management, and problem resolution among other things. 

c. What are the 4 types of hospitals?

The basic 4 types of hospitals in the US according to JamaNetwork are:

  • Community Hospitals
  • Federal Govt Hospitals
  • Non-Federal Psychiatric care
  • Non-Federal Long-term care

The business plan hospital provided here was written for a private community hospital. 

d. How do I write a hospital proposal?

You can write a hospital proposal by going through the private hospital business plan provided above and following all the tips mentioned.

Download Hospital Business Plan Sample in pdf

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Psychological Health Center Business Plan

Start your own psychological health center business plan

Amesbury Psychological Center

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

Amesbury Psychological Center (the Center) is a multidisciplinary behavioral health care practice that offers mental health and substance abuse services to the communities of the Merrimack Valley. Our focus is to provide cost-effective, quality treatment. Our mission is to create, promote, and maintain a positive customer relationship with our clients, Anna Jaques Hospital (AJH), payors, associates and staff, and our community.

The market for behavioral health services is healthy, as will be shown by the growth the existing Center has experienced during the past two and a half years. Massachusetts has recently passed a mental health parity bill that will become effective in month one. The bill requires insurance companies to develop benefits for biologically based behavioral health disorders similar to those provided for health disorders. This should help sustain the anticipated projected growth. Currently, the Outpatient Psychiatric Center is referring approximately four phone calls a day to other providers.

The key to success for this turnkey project includes:

  • An ability to transfer existing hospital behavioral health contracts to the Center.
  • Credentialing clinicians in a timely manner.
  • Obtaining initial working capital.
  • Contracting with clinicians using reasonable rates.
  • Developing and implementing a successful billing and collection system.
  • Listening to all customers and attempting to meet their needs.
  • Obtaining a medicaid provider number.

The business plan provides a map for sustaining growth, improving revenue collections, and increasing our bottom line to produce a profit.

Psychological health center business plan, executive summary chart image

1.1 Objectives

Goal 1: To continuously develop, strengthen, and improve services offered by the Center.

  • Strengthen the current payor mix by developing and maintaining strategic alliances with five major behavioral health managed care companies.
  • Identify and develop strategic alliances with three community human service and addiction agencies.
  • Identify and foster strategic alliances and networks with eight community medical group practices.
  • Transfer and/or hire 80% of staff two months before starting date.
  • Identify and implement a billing system two months before starting date.
  • Improve the expected receipts rate by 40% over the previous year.
  • Increase all  services offered through the Center by 80% over the previous year.
  • Arrange working capital for the initial phase of the turnkey venture.

Goal 2: To strengthen the Center’s commitment to excellence.

  • Enhance customer service by offering three in-service trainings related to client satisfaction with treatment, accessibility, and staff-client interactions.
  • Continuously assess referral base satisfaction through the use of a referral base satisfaction survey.
  • Continuously assess client satisfaction from three perspectives: accessibility, environmental factors, and treatment-related factors.

1.2 Mission

To promote the well-being of the individuals and families in the Merrimack Valley community by providing accessible, quality mental health and substance abuse/addiction care for children, adolescents, adults, and their families, utilizing a service system that emphasizes trust, respect, confidentiality, and compassion. We are committed to quality mental health care that is provided in a collaborative effort with consumers’ overall health strategies and an array of medical services. We are further committed to the philosophy that we exist for the customer/client.

1.3 Keys to Success

  • Secure working capital by start of project.
  • Be profitable on a forward basis by the seventh month of the first fiscal year.
  • Be cash flow positive by the seventh month of operation.
  • Being affiliated with a well-respected community acute-care hospital.
  • Managed Care friendliness through cooperation, accessibility, and clinical focus.
  • Community awareness of services provided by the Center.
  • Ascertain a medicaid provider number and developing an interim plan to function during the application phase.
  • Staff commitment to excellence as evidenced by the Center’s growth and customer satisfaction.
  • Accessibility and responsiveness to the needs of the Center’s customers.
  • Functioning as an organization that is fluid, responsive, and willing to change in order to meet the frequent shifts of the behavioral health industry.

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Company summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">.

The Amesbury Psychological Center is a for-profit behavioral health company located in Amesbury, Massachusetts. It was founded by the privatization of an existing mental health center that was a part of the Anna Jaques Hospital psychiatry program. The transfer of clients to the Center from the Outpatient Mental Health and Addiction Center was an effort to provide for uninterrupted, continued quality services to its present consumers, and expand its network of providers to ensure further growth. The transition to a privatized center enables the residents of the Merrimack Valley area to have continued access to a quality, accessible mental health center.

Although the Center is a new company, it is taking over the operation of an existing full-service mental health center. Prior to the privatization of the Outpatient Mental Health and Addictions Center, the Center was part of Anna Jaques Hospital’s Psychiatric Services Program. This program offered an array of behavioral health services which included both inpatient and outpatient services. Currently, there are approximately 565 active cases. There are another 233 inactive cases that use the Center’s services on an as-needed basis. The Center is located at the Amesbury Health Center, a facility owned by Anna Jaques Hospital. The Amesbury Health Center, formerly a city-owned community hospital, is a four-story brick building. It has been modified to accommodate a child inpatient unit and medical office spaces, including the mental health center.

The outpatient center began as a psychopharmacology center at Anna Jaques Hospital. During 1995, the psychopharmacology center moved to the Amesbury Health Center. At that time, the center expanded to include an Addictions Program.

In 1998, the Center further expanded to offer psychotherapy services. The psychotherapy component consisted of individual, couple, family therapies, and specialized groups. The composition of staff was multidisciplinary and included independently licensed/certified mental health centerians and certified addiction treatment specialists. During this time, the Center was licensed by the Department of Public Health to offer specialized addiction services that included a Second Offenders Program, an Addiction Counseling program, and an Intensive Outpatient Program. The licensing enables the Center to collaborate with other state and community agencies working with substance abuse/addiction populations, resulting in further growth for this program.

Since 1996 the number of visits/procedures has continued to grow to its present day tallies. The total number of visits for 1996 was 1,471, in 1997 it was 1,869, in 1998 it was 3,399, and in 1999 it was 6,158. The projected number of units of service for 2000 is 5,700. Although units of service have increased by 45% over the past two years, the net revenue has decreased per unit of service. As volume has increased, expenses per unit of service has fallen from $88 in 1996 to $52 in 1999. Since 1998, operating expenses have been under control and reasonably proportionate to units of service provided.

2.1 Company Ownership

The Center is a privately-owned sub-chapter S corporation formed to privatize, manage, and offer mental health and substance abuse services to the community of the Merrimack Valley. It is solely owned by its principal operator, John Nestor, Ph.D., M.P.A. It has been chartered and the name has been reserved with the Secretary of State’s office.

2.2 Company Locations and Facilities

The Center is located in Amesbury, Massachusetts, and has been in the same location since 1996. The location is excellent because the Center is easily accessible by automobile or public transportation, and has ample parking. The psychological center has its own entrance on the south side of the building, ensuring moderate privacy and confidentiality. The Center has been recently refurbished by the hospital and there is space available for growth. Leasing arrangements are yet to be negotiated, though $10-$12 dollars a square foot is the customary rate as quoted by local realtors. The Center will ask the hospital to subsidize rent for the first two years of operation, representing their support to ensure the success of this project.

The Center occupies approximately 2,200 square feet. It has nine clinical offices and group rooms. There is a larger reception area that is separated by a divider, allowing for a child and adult reception area. Included in the square footage is a small staff kitchen, a staff bathroom, and a business/intake office. The offices are handicapped accessible. There is a public unisex, handicapped-accessible bathroom within close proximity to the Center, and one within the building.

Leasing arrangements are in process. Based upon a financial analysis and financial projections, the hospital will need to subsidize rent for the first two years if the project is to succeed. It is our goal to obtain a three-year lease from the Anna Jaques Hospital with an option to renew a second three-year lease. The present location is not critical to the success of the business. After three years we will review our rental options, the need for additional space, and other available facilities in the geographical area prior to renewing the contract.

The Center provides an array of quality mental health and substance abuse/addiction services to individuals, couples, and families. The service population includes people of all age ranges. Specifically, services include psychopharmacology, psychotherapy, substance abuse programs, and contracted mental health services. A multidisciplinary staff provides quality treatment of mood disorders, anxiety disorders, attention deficit hyperactivity disorders, behavioral disorders, post traumatic stress disorders, stress management, substance abuse disorders, and gambling addiction disorders.

3.1 Service Description

There are four components of the Center that interact closely with each other, and also with the consumer’s primary care physician, when appropriate. The philosophy of treatment recognizes the totality of the individual in his or her life situation. This includes the interconnection of multiple dimensions from biomedical to spiritual, as well as external relationships of the individual to the family and larger social groups.

  • Psychopharmacology: This service is provided by licensed and board certified psychiatrists (MD/DO) and certified nurse specialists (RNCNS). Persons utilizing this service may or may not be in therapy, but need medication to stabilize the presenting symptoms and to facilitate a return to the person’s previous level of functioning. All age groups are treated. The average number of sessions is ten per year. Treatment is tailored to the needs of the individual and guided by an individualized treatment plan based on a comprehensive biopsychosocial assessment of the individual and their family, if appropriate. Rates are contracted.
  • Psychotherapy: This intervention is provided by independently licensed certified nurse specialists, psychologists, licensed mental health counselors, and licensed, independent social workers. The format of these services are individual, couple, family, and/or group sessions. All age groups are treated. The average number of sessions is eight per year. Treatment is tailored to the needs of the individual and is guided by an individualized treatment plan based on a comprehensive biopsychosocial assessment of the individual and his/her family, if appropriate. Rates are contracted.
  • Substance Abuse/Addiction: Substance Abuse and Addiction treatment centerians provide professionally-directed evaluation, treatment, and recovery services to persons with substance related disorders. Interventions are provided by licensed independent practitioners and/or certified alcohol and addiction counselors. These services are provided through individual and group modalities. The program consists of a four-week program that meets nine contact hours per week. Services are designed to treat the individual’s level of illness severity and to achieve significant changes in an individual’s addictive behavior. Treatment is tailored to the needs of the individual and guided by an individualized treatment plan based on a comprehensive biopsychosocial assessment of the individual and his/her family, if appropriate. Rates are contracted.
  • Contracted Services: Services provided to consumers within this category are generally provided off-site at another facility. The services are provided with associated staff and billed via the Center at contracted rates. Services include: consultation, psychotherapy, psychopharmacology, and addiction services.

3.2 Competitive Comparison

The Center provides quality, accessible service. The key to differentiation is to promote and evidence the mission of the Center to our customers in a meaningful and understandable manner. It is clear that we will not be able to compete doing “business as usual.” Our approach will be customer directed. Our customers will be able to discern our intangible, as well as our tangible, benefits. Our dedicated focus on all our customers will place us ahead of our competitors. When compared with its competitors, the Center stands out in several respects:

  • Environment. The Center is managed-care friendly; we provide prompt and accurate information as well as good communication. The Center has a shared treatment philosophy. Our services are accessible and cost effective.
  • Marketability. When marketing our services to managed-care companies and preferred provider organizations, we take into consideration their needs. For example: group vs. individual treatment, family vs. individual treatment, after-hours accessibility, access on weekends, use and tracking of outcome measures, and customer satisfaction.
  • Value-added Customer Contact. The Center provides free phone or face-to-face contact with therapists prior to treatment as a means of initiating a therapeutic relationship.
  • Location and Ease of Access to Facility. The Center is easily accessible by both automobile and public transportation. It has a private entrance which provides confidentiality. It is accessible to the physically challenged and there is ample free parking.
  • Promotion. Our customer-first philosophy will help attract new customers and maintain existing ones.
  • Self-Assessment. A major thrust of the Center is to continuously self-assess our mode of operating in order to evaluate how user friendly the Center is for clients, referral sources, payor, staff and associates, and others.
  • Integrated Delivery System. The Center has familiarity, understanding, and willingness to work closely with other health care providers. We are affiliated with an integrated health and behavioral health care system encompassing inpatient, partial, and outpatient services.

3.3 Sales Literature

At the time of this writing, our logo, brochure, business cards, and advertising are in the process of being developed. Our focus will be on selling the Center’s perceived qualities and intangibles.

3.4 Fulfillment

The key of fulfillment will be provided by the philosophy and principals of the business. The core values are customer focus, quality treatment, and professional expertise, as is evidenced by associates and staff performance, compassion, trust, and hard work.

3.5 Future Services

If the Center is to sustain its growth and other capacities, it must continuously strengthen its customer relations and identify their ongoing needs. We will watch closely for industry trends that may impact our delivery service system. Our energies will be focused on creative problem-solving solutions in how we deliver our service and how we reimburse our associates and staff for their hard work.

Market Analysis Summary how to do a market analysis for your business plan.">

In this age of health care reform and increased use of contracts with health maintenance organizations (HMOs), preferred provider organizations (PPOs), and other groups, the demand for behavior health care providers continues to decline. This phenomenon, being driven by behavioral health “carve outs,” has created a competitive clinical market, resulting in customer service being a critical factor. From this particular perspective, the customer identified as payor is: self-payor, medicare, medicaid, and managed care companies. They clearly drive the large percentage of referrals within the industry.

The Center has identified several behavioral health payors who have a strong foothold in the Merrimack Valley area. They include: Tufts HMO and Tufts Affiliated Health Programs, Harvard/Pilgrim Health Care, Medicare, Medicaid/MBHP, Magellan/MBC, Magellan Lucent, United Behavioral Health, Behavior Health Network, managed care company (MCC)/Cigna, US Health Care, and Health Care Value Management (indemnity products). Consumers participating in these programs are drawn from the communities of the Merrimack Valley and Southern New Hampshire area. Within this service area it is estimated that HMOs provide insurance for approximately 51% of the population.

It should be noted that there is an abundant supply of behavioral health providers/institutions within the Merrimack Valley and Southern New Hampshire. They include: psychiatric hospitals, residential facilities, outpatient group practices that vary from public to private organizations, and solo practitioners. Customer service, then becomes an even more critical factor. To obtain and maintain a foothold in the behavioral health market will necessitate the provision of optimal, accessible, quality customer service.

The Center has four primary customers, each with their own specific needs. These include:

4.1 Target Market Segment Strategy

If the Center is going to survive and grow, we must market our services aggressively. As previously noted, our referral base is primarily driven by managed care companies, medicare and medicaid, indemnity products and self-payors. Within the Merrimack Valley geographical area, HMOs have approximately 51% of the covered lives. Focusing on and identifying the needs of these five referral sources is critical for our growth.

4.1.1 Market Trends

Trends which began with health care reengineering and the introduction of managed health care will continue during the next decade. There will continue to be change within this industry, but change will be less dramatic than the health care revolution of the 1980s and 1990s. Managed care companies will continue to influence fee structures and restructure the provider network.

With the advent of mental health parity in Massachusetts, utilization rates and reimbursement rates should improve. Under the mental health parity law, insurance companies are not allowed to cap mental health services for biologically based mental health disorders. Co-payments cannot escalate during the course of treatment for these disorders.

Managed care organizations (MCOs) are beginning to review provider compensation packages with the intent of increasing  compensation rates. Rates have been flat for the past ten years.

4.1.2 Market Growth

As noted in a previous section, the growth rate for the Center during the past three years has been significant. There is no identified reason indicating that this will change. We are currently referring out four to five phone calls per day. Within the geographical area, it takes approximately six to eight weeks to get an appointment with a psychiatrist. For psychotherapy, it takes approximately seven to eight days to get an appointment. With the use of additional staff and creative scheduling, some of these challenges can positively impact the bottom line.

Dr. Marc Shay, an adult psychiatrist, has recently become an associate of the Center. He has committed to 12 hours per week, resulting in an increase of services by 48 units per week. His schedule is filled for the next three weeks as of July 10, 2000. He will begin work on July 17, 2000. We are also in the process of negotiating with a clinical nurse specialist to work 12 hours per week. Her specialty is with children and adolescents. Her starting date is estimated to be early September 2000.

4.1.3 Market Needs

Previously, we have identified the significant aspects of services offered by the Center. Of these services, children and adolescent services are in greatest demand by all referral sources. This gives strength to the four segments of our delivery service system which address these needs. Additionally, there is significant population growth in the Merrimack Valley and southern New Hampshire areas, and this growth is projected to continue over the next decade.

4.2 Service Business Analysis

The behavioral health care industry consists of inpatient programs, residential and partial programs, outpatient group practices, and outpatient solo practices. For the purposes of this business plan, we will focus on multidisciplinary group practices, both public and private. Within the geographical area designated as the service area for this business plan, the industry participants include: North Essex Mental Health Center, Arbour/HRI Counseling Services, Harris Street Associates, and Harborside Psychological Center.

4.2.1 Main Competitors

To identify the principal behavioral health competitors within the Merrimack Valley, it is important to have an understanding of the behavioral health industry as it has been transformed by the influence of health care restructuring. There are primarily four types of behavioral health facilities: (1) psychiatric hospitals, (2) residential facilities, (3) outpatient group practices, and (4) solo practices. The primary competitors of the Center fall within the third category, outpatient group practices. These practices can be further categorized as public, not-for-profit facilities, and for-profit private practice facilities that include homogeneous group practices and multidisciplinary group practices.

Not-for-Profit Facility

1. North Essex Mental Health Center

North Essex Mental Health Center, Inc., Newburyport, Massachusetts with a satellite office in Haverhill, Massachusetts. Three years ago, this facility was bought by a subsidiary of Northeast Health Systems of Beverly, Massachusetts. This facility is a community mental health center whose primary consumer is the medicaid population. The center has been providing behavioral health services in the Merrimack Valley area for over 20 years. This center has grown significantly in the last 10 years, culminating in the opening of an Amesbury office. North Essex Mental Health Center is the dominant provider in the Northeast area of Massachusetts. They are the emergency services provider for MBHP and have contracted with the AJH to provide emergency services to their emergency room. Their payor mix is composed of medicare, medicaid, self pay, and some MCOs.

a. Strengths:

  • Bureaucratic flexibility
  • Affiliations programming
  • Availability of home-based and school-based services

b. Weaknesses:

  • Size (considered to be arrogant by some area professionals resulting in a negative perception in the community)  
  • High staff turnover

c. Potential Impact of Strengths:

  • Politically well connected
  • Large pool of resources to draw from
  • Staff availability to respond to request for proposals (RFPs) and request for quotations (RFQs)

d. Strategies To Thwart Competition:

  • Develop reputation for providing quality services
  • Respond to the needs of referral sources
  • Respond and demonstrate respect to consumer
  • Develop niche markets
  • Continuum of services available from inpatient, to partial, to intensive outpatient services
  • Availability of child/adolescent psychopharmacologist
  • Increase visibility of, and procedures offered by, the Center
  • Strong referral base from physicians practicing within the AJH health care system

2. Arbour/HRI Counseling

HRI/Arbour Psychological Center is a moderate-size, for-profit mental health center. It is a full-service multidisciplinary center, offering mental health services to children, adolescents, and adults. It was recently procured by Arbour Mental Health Systems. This center has recently invested money to refurbish a facility that houses their geropsychiatry program. Their payor mix is spread among Medicare, Medicaid, self pay, and MCOs

  • Good location in downtown Haverhill
  • Affiliations
  • Programming: geropsychiatry partial hospitalization program
  • Community respectability
  • Unknown at this time
  • Part of a large system
  • Strong referral base
  • Programming/outreach home-based legal services

d. Strategies to Thwart Competition:

  • Develop reputation for providing quality services 
  • Continue services available, from inpatient, to partial, to intensive outpatient services
  • Increase visibility of, and procedures offered by, the Center

3. Harris Street Associates

Harris Street Associates is a multidisciplinary group practice providing mental health services to the Newburyport and Haverhill communities. It was established over fifteen years ago by several local psychiatrists and psychologists. Their payor mix has been primarily with MCOs, with some indemnity programs. It has had a rocky financial history, culminating in being bought by H.E.S. For the past three years, H.E.S. has attempted to turn around the financial status of the agency without success. It was recently announced that the center is closing on October 30, 2000.

4. Harborside Psychological Center

Harborside Psychological Center is located in Newburyport, Massachusetts. It is a multidisciplinary mental health group practice. Until recently, their service focus has been psychotherapy with children, adolescents and adults. Currently, this center has added pharmacology to their list of services. Their payor mix is composed of MCOs and employee assistance programs (EAPs).

  • Location quite good in downtown Newburyport
  • Multidisciplinary composition of the Center
  • Not close to public transportation
  • Not visibly known to the public
  • Psychopharmacology time is limited
  • Strong referral base with MCOs
  • Develop niche markets, especially with children and adolescents

4.3 Market Segmentation

The market segmentation can best be understood from an analysis of the clinical services being offered by the Center. Presently, three services are offered: psychotherapy, pharmacology, and substance abuse/addiction treatment. When the Center commences its operations, a fourth service will be implemented: behavioral health contracts. Contracts are different from the previous three segments in that the services are provided offsite at another facility.

All services are offered to all age groups, with a modality of treatments that include individual, couple, families, and group. Some customers will use only one service at a time, while others will use a mix of the various services simultaneously.

Psychological health center business plan, market analysis summary chart image

Strategy and Implementation Summary

The Center will focus its market activities on two market areas: the communities of Merrimack Valley, and Southern Hew Hampshire. Services will include psychotherapy, psychopharmacology, and substance abuse/addiction services.

The target customers are the consumers of mental health services (i.e. individuals, couples, families, and groups). The composition breakdown is approximately 50% adults and 50% children, adolescents, and families. The second target customer are the payors. They are an integral piece of this turn key project. The payors are basically the gatekeepers for referrals and authorizations.

5.1 Sales Strategy

The Center’s sales strategy will target potential purchasers and referral sources of our services, from:

  • Managed Care Companies (5-6)
  • Preferred Provider Organizations (2-3)
  • Medical Groups (5)
  • Community Agencies (3)
  • Consumers/Clients

Wherever possible, our niche marketing approach will be linked to our sales strategies.

5.1.1 Sales Forecast

The following chart and table depict the Center’s forecasted sales. During the first year, we expect a yearly growth rate of approximately 100%  from the previous fiscal year. Since existing associates will remain with the Center, and several associates from a closed center will join us and bring at least sixty percent of their current caseload with them, the forecast is reasonable. The Center is in the process of negotiating with Harbor Schools to provide mental health services, resulting in 3,300 additional units of service. The sales forecast is also based on the assumptions that we meet projected staffing patterns, managed care contracts are transitioned to the Center without difficulty, and a Medicaid provider number is obtained without complications.

Operationally, the Center is prepared to handle growth. Support staff is in place, as are other necessary environmental resources. The immediate problem would be to transfer patients from one center to another. Through a planned transition program being driven by the therapists, it should occur without too much difficulty or confusion.

The chart and table depict a modest 18% growth rate for the second year, and a 23% growth rate for the third year. The second year growth rate will be the result of adding additional therapy hours. The third year growth will be a result of adding therapy contracts. We are in the process of negotiating with Harbor Schools to provide on sight therapy services.

Psychological health center business plan, strategy and implementation summary chart image

5.2 Value Proposition

If the Center is going to compete effectively, it will need to clearly define its value-added benefits. Our goal is to meet and exceed the needs of our customers: consumers, staff and associates, payors, consultants, and other referral sources. Previously, we discussed the needs of our customer. These needs will drive the value-added philosophy and marketing strategy.

5.3 Competitive Edge

Our competitive edge is our associates and staff affiliations. Our associates and staff spread the company proposition, “our mission is to meet/exceed customer’s expectations.” Our affiliations with the Anna Jaques Hospital and other medical group practices allows us to interface easily with a strong referral base. Hard work, integrity, accessibility, experience, quality service, and customer satisfaction are the factors influencing our competitive edge. When the customers call the Center, they will get a real person, not a voice mail message.

5.4 Marketing Strategy

Target marketing of our services is critical to growth. Strategies will include:

  • An emphasis on customer-driven, quality service
  • Building a relationship business
  • Focusing on five behavioral health payors
  • Identify and build a niche market

Marketing tools will include: direct mail, print and audio advertising, public speaking, and relationship building with identified managed care corporations and persons.

5.4.1 Promotion Strategy

Multiple strategies will be used to promote the Center. Throughout the promotional strategy, our focus will be on selling the Center. The types of promotions will include:

  • Participation in activities related to treated disorders at the center, e.g., National Depression Screening Day.
  • Developing a  brochure, logo, and business cards to promote the Center.
  • Networking with various health care providers, community agencies, and state agencies.
  • Media advertisement, especially to announce the professional affiliation of a new associate or new program.
  • Use of follow-up letters to referral sources.
  • Offering informational workshops to the public.
  • Networking with the media to facilitate articles about the Center.
  • Join small business groups/organizations as a means of increasing public awareness.

5.4.2 Positioning Statement

It is our goal to enhance our image and reputation by being responsive, accessible, and by providing quality treatment. By building relationships, we will cultivate our image with case managers and network managers of identified managed care organizations.

5.4.3 Pricing Strategy

Pricing for the services provided by the Center is market driven. Our fee structure is based upon a survey of existing MCOs and other payors. In order to operate profitably under these prices, it is imperative that the Center monitor and control costs. Behavioral health industry watchers believe that there is at least a 15% range of variation in what certain managed care companies will pay different providers for a given service. Our goal is to obtain the highest price within the competitive range by convincing the payor that we have a service to offer which exceeds that of our competitor. A possible example of this is creative bundling.

5.5 Strategic Alliances

Strategic alliances are critical to the goals of the Center, and include selling more services and strengthening our relationship with all our customers. If we are to meet our strategic goals, we must have a strong, continued alliance with Anna Jaques Hospital. Concurrently, we must strengthen and develop our relationship with our referral networks, especially medical groups within the Anna Jaques System and the surrounding community.

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

The Center’s organizational structure is based upon a shared services model. The founding president/director of the Center has an accumulated twenty years of administrative, management, and clinical experience in the human service and behavioral health industry. The management philosophy is based upon open-book management, shared responsibility, and mutual respect.

6.1 Organizational Structure

The founding president/director will manage the company. Since the company is organized as a shared service model, relationships will be a key variable in setting the direction of the Center. There will be an advisory board composed of four leaders in the field of behavioral health, managed care, organizational dynamics, and a consumer.

An advisory management group, consisting of the Center’s staff, will meet on a regular basis to review the Center’s financial structure, identify customer relations issues, and develop future goals for growth, marketing, and sales. This group will be assigned the task of developing a plan to implement and integrate a Continuous Quality Improvement (CQI) component and culture into a private practice Shared Service Model (SSM). A customer relations committee will be formed to brainstorm, formulate ideas, plan and implement activities to enhance levels of satisfaction among all customers. The organizational chart follows:

6.2 Management Team

The proposed personnel team includes the individuals listed below. It will involve one to three consultants, a five member advisory board composed of professionals, and a consumer and CQI team composed of associates and staff. Dr. John Nestor will be the president and director. He has an extensive employment history in program start-up, budgeting, and program development. The advisory board includes:

**Names have been removed for confidentiality

6.3 Management Team Gaps

At present, we are in the process of identifying a financial services company and consultants for several other areas.

6.4 Personnel Plan

The personnel plan reflects the needs of a shared service model for a multidisciplinary behavioral health center. It should be noted that benefits are provided to those personnel designated as salaried or hourly employees who work more than 30 hours per week. Associates will be paid a predetermined percentage of their collectible fees. Employees will be paid every two weeks. Associates will be able to draw the first paycheck and reconcile the second paycheck each month.

Human resources, legal, fiscal billing, and marketing/sales will be out sourced. We are in the process of identifying a human resource company and a billing/collection company. The billing company will be paid a percent of fees collected with a goal of collecting at least 93% of that billed. Thought will be given to other risk variables to be included in the contract. The costs for the Human Resource services are not determined as of this writing.

The president/director’s compensation will be a combined package that includes 75% administrative salary and 25% from clinical work.

Financial Plan investor-ready personnel plan .">

The financial plan for this turn key project is presented in detail in the following sections. There are three important factors in the financial plan:

  • Reducing the days in receivables and improving the quality of receivables,
  • Improving cash flow, and 
  • Significant growth the first year and modest growth the second and third year.

7.1 Important Assumptions

There are several assumptions related to this turn key project.

  • The economy continues at its present rate, without major recession.
  • Expected receipts will improve dramatically by out sourcing billing and collections.
  • The current climate for these services will continue.
  • Behavioral health contracts will be transferred to the Center without difficulty.
  • Center clinical associates will be credentialed in a timely manner, or the Center will be able to credential by “job description.”
  • Our staffing patterns and facilities will be able to handle the projected growth.
  • The average days of receivable will be 67 or less.
  • Unlike inpatient behavioral health services, managed care manages the services but has not attempted to cap them. It is assumed that this trend will continue. There are also signs that managed care companies are moving away from micromanaging these services.
  • A mutually-agreed upon plan will be devised to prepare for the transition of medicaid clients to the Center.

The following table summarizes the general financial assumptions.

7.2 Key Financial Indicators

The following benchmark chart indicates our key financial indicators for the first three years of operation. We see significant growth during fiscal year 2001, as compared to the previous fiscal  year. Units of service are projected to increase by approximately 75%. The growth during fiscal year 2001 is reasonable in that the existing pharmacology will continue with the pharmacology and three pharmacology/therapists will transfer to the pharmacology with their clients from a center that is closing in the community. A recent medical graduate psychiatrist will join our Center as of July 2000. We will recruit one to two pharmacology nurse specialists during the fiscal year 2001. The Center will double in size during its first fiscal year, as compared to its previous level of operation. During the second fiscal year the growth rate will be approximately 18%. During the third year of operation it will grow at a rate of 23%. This growth will be a result of securing contracts with local human service agencies. Although the rate of expected receipts remains the same during the next two years, it is expected to improve during the third year with new contracts, and experience and familiarity with the new billing system. A financial goal is to be debt-free by the end of the fourth year of operation.

Similiarly, collection days remains the same during the next three years. However, efforts will be made to improve this variable with the use of electronic billing.

As sales of services increase, operating costs will rise as well. Every effort will be made to contain these costs proportionately. There are no actual or projected significant increases evident. The variable costs will increase during the third year as we need to hire new staff for the projected contracts. The hiring will not be concluded until the contracts are signed so as to avoid any unnecessary spending.

Psychological health center business plan, financial plan chart image

7.3 Break-even Analysis

The following chart and table summarize the Center’s Break-even Analysis. These figures and assumptions are fairly well represented since they are based upon actual historical data. Cost control and production improvement will ensure profitability.

Psychological health center business plan, financial plan chart image

7.4 Projected Profit and Loss

The following table shows the projected profit and loss statement. Projected sales increased from approximately $530,000 the first year of operation to more than $637,000 the second year and more than $842,000 the third year. The third year growth is a result of additional units of service gained through a contract with a local residential program.

Psychological health center business plan, financial plan chart image

7.5 Projected Cash Flow

The following chart and table summarize the Center’s cash flow. The projections are a combination of short-term borrowing and Center receipts. Cash flow is obviously critical to the Center’s success. The monthly cash flow, as shown in the table, generally improves from month to month. The chart and table reveal a positive cash flow as operations move beyond the seventh month and steadily continues thereafter. 

Psychological health center business plan, financial plan chart image

7.6 Projected Balance Sheet

The following table shows the projected balance sheet. The monthly estimates are included in the appendix.

7.7 Business Ratios

The following table shows the projected business ratios as determined by the Standard Industry Classification (SIC) Index code 8063 for the mental health center industry.

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Business Continuity Plan Template for Nonprofit Hospitals

Business Continuity Plan Template for Nonprofit Hospitals

What is a Business Continuity Plan for Nonprofit Hospitals?

A business continuity plan is a comprehensive set of guidelines and procedures that help nonprofit hospitals and healthcare facilities prepare for and respond to any emergency or disaster situation that could disrupt business operations. It outlines the steps for developing an effective and efficient response to any disruption, as well as strategies to help ensure the continuity of healthcare services, patient care, and community support.

What's included in this Business Continuity Plan for Nonprofit Hospitals template?

  • 3 focus areas
  • 6 objectives

Each focus area has its own objectives, projects, and KPIs to ensure that the strategy is comprehensive and effective.

Who is the Business Continuity Plan for Nonprofit Hospitals template for?

This business continuity plan template is designed to help nonprofit hospitals and healthcare facilities build a comprehensive, effective, and efficient plan for responding to any emergency or disaster situation that could disrupt business operations. With this template, facilities can clearly outline the steps to develop an appropriate response plan, as well as strategies to ensure the continuity of healthcare services, patient care, and community support.

1. Define clear examples of your focus areas

A focus area is an area of your business that needs to be addressed in order to achieve your business continuity goals. Examples of focus areas might include Business Continuity, Personnel, and Financial. Each focus area should have its own objectives, actions, and measures.

2. Think about the objectives that could fall under that focus area

An objective is a clear goal that you want to achieve in each focus area. For example, under the Business Continuity focus area, an objective might be to 'Establish robust business continuity plan'. This objective should then be broken down into actionable steps and measurable targets.

3. Set measurable targets (KPIs) to tackle the objective

A key performance indicator (KPI) is a measure that you use to track the progress made towards achieving your objective. For example, under the objective 'Establish robust business continuity plan', a KPI might be to 'Implement plan within 6 months'.

4. Implement related projects to achieve the KPIs

A project is a specific action that needs to be completed in order to achieve your KPI. For example, under the KPI 'Implement plan within 6 months', a related project might be to 'Develop and implement a full-scale business continuity plan across all BUs'. This project should have a timeline and resources assigned to it.

5. Utilize Cascade Strategy Execution Platform to see faster results from your strategy

Cascade Strategy Execution Platform helps businesses develop, track, and measure their strategic plans. It enables users to easily define objectives, create projects, set measurable targets, and track progress, allowing businesses to quickly and effectively achieve their goals.

nonprofit hospital business plan

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4 ambitious buildings in Moscow that took forever to build (and they’re still not ready!)

Like every huge capital, Moscow has some buildings that seem (or seemed) to remain unfinished forever.

Like every huge capital, Moscow has some buildings that seem (or seemed) to remain unfinished forever.

1. Underground mall near Paveletsky railway station

A foundation pit surely looks impressive - by now, however, it's all you can see on this ambitious construction site.

A foundation pit surely looks impressive - by now, however, it's all you can see on this ambitious construction site.

Construction began : 2007

Current status (March 2019): awaiting reconstruction

In 2018, Muscovites were quite surprised to find a new reservoir, basically a small lake, in the city center – at least according to Yandex.Maps app. The algorithm mistook a giant water-filled foundation pit near Paveletsky railway station for a lake, which after heavy rains, had turned into a muddy reservoir. The wannabe-lake had been around for a while.

Ten years before, Kazakh businessman, Mukhtar Ablyazov, started an ambitious project, buying land near the railway station to build a giant underground mall. The scheme swiftly ran into problems when Ablyazov faced a criminal prosecution and lay dormant for a decade.

“It’s a big issue that one of the city’s main squares is in such pitiful condition,” said Moscow’s chief architect Sergei Kuznetsov, speaking in 2017. Now, after all legal questions have been resolved, new owners of the project are expected to finish the mall by late 2020. Perhaps Lake Paveletskaya will disappear from the city’s map for good.

2. Oceanarium on Poklonnaya Hill

Not much fish here so far...

Not much fish here so far...

Construction began : 2006

Current status : awaiting reconstruction (a modified version)

Another of Mukhtar Ablyazov’s gigantic and ambitious projects involved constructing Eastern Europe’s biggest aquarium (plus a hotel) on Poklonnaya Hill in western Moscow. This also went down the drain after Ablyazov faced criminal charges, leaving only around 10 percent of the project completed.

At the same time, the financial crisis of 2008 hit, so it was too expensive for developers to buy the project out. After a decade of legal battles, a new developer acquired the project and in late 2018 city authorities approved construction of the oceanarium, but the hotel will be replaced with a residential complex. The most important thing is that there will still be plenty of sharks and other fish in the public aquarium.

3. Zenith business center

The Zenith business center before the reconstruction began. It was quite a landmark, though an ugly one.

The Zenith business center before the reconstruction began. It was quite a landmark, though an ugly one.

Construction began : 1991

Current status : under reconstruction

A giant blue crystal that dominates a whole south-western Moscow neighborhood, the 22-storey building of the Zenith business center is as old as the modern, post-Soviet, Russian state. According to the original 1989 project, the center was the property of the Academy of National Economy: its president Abel Aganbegyan launched a joint venture with an Italian company, Valany International.

As often happens, the original plan didn’t work out: in 1994, when the building was 80 percent ready, the Italian government arrested Valany International’s entire senior management team and put them behind bars on corruption and mafia-related charges. The Zenith project hit the pause button – for 25 years.

Ever since, the ugly unfinished skyscraper, its interior full of piles of rusting garbage, has been a Moscow landmark. It has also been subject to endless legal and financial battles; both finishing construction or demolishing it being deemed too expensive. Meanwhile, adventure-seekers spared no effort trying to get in to the “Blue Tooth”, (its popular nickname); in 2008 a young man died after falling down an elevator shaft. Slowly, the retro-reflective mirrors that form the building’s façade were fracturing, and with it the “Blue Tooth”  grew less and less picturesque, a symbol of glorious decay .

Reconstruction goes on (March 2019).

Reconstruction goes on (March 2019).

Finally , in 2016 Moscow city government decided to finish the project by 2021, investing 8.7 billion rubles ($132 million). As of now, the building - with almost all its mirrors removed - looks like a skeleton, but there’s hope it will get better.

4. TV center building on Shabolovka

That's how that almost ancient building on the Shabolovka street looks like.

That's how that almost ancient building on the Shabolovka street looks like.

Construction began : 1986

Current status : unclear

The record-breaking champion of Moscow’s unfinished construction projects in terms of time – only the infamous Khovrino hospital, where ground was broken in 1980 and its uncompleted shell torn down in 2018, was older – Shabolovka Street’s TV Center in southern Moscow is a 14-storey high, gloomy Soviet style building. Begun in the 1980s, it was almost finished when the government ran out of money and construction stopped.

At first, the Soviet state meant to give the building to the Military Space Force but in the 1990s decided to turn it into a TV center as it sits adjacent to an earlier television center. That did nothing to solve all the money and property issues, though. Legally the building now belongs to the All-Russia State Television and Radio Broadcasting Company (VGTRK) but it remains unfinished.

“There’s nothing to do here, except for the roof – the view is spectacular!” users used to write on squatters forums – they loved getting inside and exploring the garbage-filled, empty floors. Today security is stricter, so it’s hard to get in. Otherwise, the situation has not changed much. Construction can be renewed after VGTRK solves all the questions with the property, but it remains unclear when that will happen.   

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2 startups posted big membership growth in the lucrative senior health plan business — after other young insurers failed

  • It's a hard time for Medicare Advantage insurers, facing lower payments and higher medical expenses.
  • But two insurance upstarts — Alignment and Devoted — grew rapidly in the last year.
  • Even so, they haven't captured meaningful market share in a business dominated by UnitedHealthcare.

Just a few years ago, a crop of venture-backed health insurance startups embarked on planting a flag in the crowded but lucrative health plan business for seniors.

While the battlefield is now marked with failed attempts, a couple of young insurers still managed to grow their membership in that business, known as Medicare Advantage .  

Devoted Health and Alignment Healthcare grew membership by more than half in February 2024 compared with a year ago, despite the numerous challenges confronting the Medicare Advantage market, according to Business Insider's analysis of the latest federal data.

Even so, these insurers haven’t captured 1% of the total Medicare Advantage market, a Stephens analysis found, underscoring just how tough it is to grow and compete with entrenched companies like UnitedHealthcare and Humana that have long dominated.

Some upstarts weren’t up for the challenge. Bright Health, which has exited the insurance business entirely as of this year, sold its Medicare Advantage plans in December. Oscar Health abandoned the senior business after years of failing to attract more than a few thousand customers. Meanwhile, Clover Health’s membership shrunk slightly as it tried to break even.

A challenging Medicare Advantage market

Medicare Advantage is the private alternative to the traditional Medicare program that provides health coverage to people 65 and older and people with disabilities.

The market has been one of the fastest-growing corners of the health insurance industry, with membership more than doubling over the last decade. Established insurers have invested heavily in Medicare Advantage, and venture capital firms put billions of funds behind startups angling for a piece of the $400 billion the federal government spends on the program each year.

However, there are signs that the Medicare Advantage business isn’t as much of a goldmine as it used to be.

Many insurers are having a harder time making money as seniors get more medical care than expected, competition increases, and the federal government phases in changes to the way it pays insurers. Those changes, expected to lower insurers’ payments, came in response to the widespread practice among health plans to exaggerate their members’ illnesses so they’re paid more.

Some, including TD Cowen analyst Gary Taylor, also question if enrollment in Medicare Advantage is nearing its peak, but membership is still growing for now. About 33.7 million people were enrolled in Medicare Advantage plans in 2023, an increase of about 7% over the year before.

Upstart insurers struggle to capture market share

The mounting challenges didn’t slow Devoted and Alignment’s growth. Devoted, a private insurer backed by more than $2 billion in venture capital, grew membership to 203,000 as of February 1, 2024, an increase of 63% over February 2023, according to Business Insider's analysis of enrollment data from the Centers of Medicare and Medicaid Services.

Alignment, which went public in 2021, had almost 156,000 members. That's up 44%, according to the company. (Alignment said federal data undercounted its membership in 2023, so it provided corrected figures.)

Scott Fidel, an analyst at Stephens, said the young insurers attracted members by offering better benefits than other insurers. They could provide those extra benefits because they notched high federal quality scores from the federal government and were rewarded with bonuses, which can fund perks like lower out-of-pocket costs, dental and vision insurance, and even transportation for members.

But it’s tough to grow fast without incurring higher costs that make it hard to profit. Bright's stunning failure — the result of rapid growth, soaring expenses, and technology problems — is a prime example. And while Alignment has said it expects to break even on an adjusted basis this year, it’s not clear if they’ll be able to pull it off with so many new members.

Clover also went public in 2021 and after years of expanding aggressively by way of rich benefits, it tapped the brakes to finally turn a profit, which it expects to do in 2024, before things like interest and taxes. This year, Clover scaled back the number of counties in which it sold plans and increased cost-sharing for prescription drugs, Fidel said. Clover’s membership dipped 6% to about 79,000 in February compared with a year ago.

Ultimately, these young insurers that wanted to disrupt the stodgy industry are still tiny, and any disruption they've done has been limited. They're up against a lot. It takes an enormous amount of capital to grow big in the insurance business, Fidel said.

Plus, a strategy that works in one market might not work in another. Most of Alignment’s growth is in California, and Clover’s membership is concentrated in New Jersey. Neither have managed to gain strong toeholds in other states across the country.

The biggest insurers remain untouchable. UnitedHealthcare, the country’s top Medicare Advantage insurer with more than a quarter of the national market share, enrolled 9.5 million members as of February, an increase of about 7%. The second biggest, Humana, had 6.1 million members, up about 9% over the same time a year ago.

CVS Health , the owner of insurer Aetna, was the closest thing to a threat that these giants experienced. CVS grew faster than any insurer over the last year, adding almost 700,000 members, an increase of 21%. Its Medicare Advantage membership totals about 4 million.

nonprofit hospital business plan

Watch: Healthcare CEO: Insurance shouldn't be tied to your employer who may have very different values than you

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Teleflex beats quarterly profit estimates on strong demand for medical devices

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Reporting by Puyaan Singh in Bengaluru; Editing by Krishna Chandra Eluri

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Doctors take part in a protest against a plan to admit more students to medical school, in front of the Presidential Office in Seoul

German union calls six-day public transport strike for next week

German trade union Verdi on Thursday called a near-nationwide public transport strike for the second time this month, raising pressure on employers in a dispute over pay and working conditions.

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  3. Nonprofit Business Plan Template Doc For Your Needs

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  4. 11+ Nonprofit Business Plan Templates in Google Docs

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  6. Creating A Nonprofit Business Plan In 2023

    nonprofit hospital business plan

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  1. India starts a hospital business(Hindi)#countries #countryballs

COMMENTS

  1. PDF Creating a Business Plan for a Community Health Center Capital Project

    of the business plan, as shown in the suggested business plan format on the following page. Throughout the manual, informational hints, tips and other suggestions are highlighted in boldface or placed in boxes for ease of reference. Have fun and good luck! INTRODUCTION 4 † Creating a Business Plan for a Community Health Center Capital Project

  2. The Ultimate Guide to Writing a Nonprofit Business Plan

    A nonprofit business plan describes your nonprofit as it currently is and sets up a roadmap for the next three to five years. It also lays out your goals and plans for meeting your goals. Your nonprofit business plan is a living document that should be updated frequently to reflect your evolving goals and circumstances.

  3. PDF Appendix 4: Sample Business Plan

    This sample Business Plan was developed by Heather Shannon, CNM, MS, MPH as part of her MPH project. A small community hospital used this plan to launch a practice with two midwives and includes plans for practice growth and the addition of more midwives.

  4. Business Planning for Nonprofits

    According to Propel Nonprofits, business plans usually should have four components that identify revenue sources/mix; operations costs; program costs; and capital structure. A business plan outlines the expected income sources to support the charitable nonprofit's activities.

  5. Sample Nonprofit Business Plans

    Sample business plans from nonprofit organizations with which The Bridgespan Group has worked. For nonprofit organizations, the business-planning process offers a rare opportunity to step back and look at the organization as a whole. It is a time to connect the dots between mission and programs, to specify the resources that will be required to ...

  6. Nonprofit Business Plan Templates

    Strategic planning Free Nonprofit Business Plan Templates Get free Smartsheet templates By Joe Weller | September 18, 2020 In this article, we've rounded up the most useful list of nonprofit business plan templates, all free to download in Word, PDF, and Excel formats.

  7. David Johnson: The end of traditional nonprofit healthcare business

    David W. Johnson Like December 21, 2022 4:12 pm Print What is going on with nonprofit health systems? I recently gave a keynote address to an investor forum that included CEOs from roughly a dozen nonprofit health systems. We dug into the structural and environmental challenges confronting their organizations.

  8. How to Write a Nonprofit Business Plan (with Examples)

    21 min read The first big battle most nonprofit and charity organizations have to confront isn't saving the world — it's their nonprofit business plan. Though the project often starts from a passionate "Erin Brockovich" moment, it hardly ever kicks off with ample funding and great renown.

  9. Nonprofit Business Plan Template & Guide [Updated 2024]

    Growthink's nonprofit business plan template below is the result of 20+ years of research into the types of business plans that help nonprofit organizations (NPOs) to attract funding and achieve their goals. Follow the links to each section of our nonprofit business plan template: 1. Executive Summary.

  10. The Executive Summary Of A Nonprofit Business Plan

    The executive summary can be used for helping a potential lender, donor, etc. understand the gist of the nonprofit organization and the business side of things. Use this section to communicate the basic concept and the big picture items that are relevant to your nonprofit and to the cause you serve. Although it is one of the last things to ...

  11. How to Write a Nonprofit Business Plan + Example [Updated 2024]

    Initiative 1: Expand our tutoring and case management programs to serve more students. Initiative 2: Conduct research on best practices in nonprofit education and implement these practices in our programming. Initiative 3: Hold fundraising events and seek corporate sponsorships to generate revenue for our nonprofit.

  12. How to Write a Non Profit Business Plan: Step by Step Guide

    6.1. Startup Costs. Provide a detailed breakdown of the total startup costs requirements, and where you plan for those funds to come from. You will also want to break down how the startup costs will be used including working capital to cover losses before the business breaks even.

  13. Hospital Business Plan [Free Template

    Download Template Create a Business Plan Starting a hospital is a huge responsibility because taking care of millions of people in a year is difficult. If you are considering starting a hospital, then staffing, financial and business planning are necessary, for which a business plan is vital.

  14. Nonprofit Business Plan: Guide & Template (2024)

    Key Takeaways. Your nonprofit business plan should have an executive summary section summarizing the entire plan and providing an overview of the organization's mission, goals, and strategies. Your organization overview section will cover your organization's foundational elements like name, type, legal structure, location, and history.

  15. 3 Sample Nonprofit Business Plans For Inspiration

    A nonprofit business plan is a living document that should lay out your business and financial goals and a strategic plan for how your organization grows. Below are three sample nonprofit business plans to help guide you in creating your own nonprofit business plan. Download our Ultimate Nonprofit Business Plan Template here

  16. Medical Clinic Business Plan PDF Example

    February 16, 2024. Business Plan. Creating a comprehensive business plan is crucial for launching and running a successful medical clinic. This plan serves as your roadmap, detailing your vision, operational strategies, and financial plan. It helps establish your medical clinic's identity, navigate the competitive market, and secure funding ...

  17. Hospital Business Plan Example [2024 Updated]

    2.1 Business Summary Mercy Ltd will be a private healthcare setup, owned and started by Gillian Hail. It will provide state-of-the-art services to all its patients. Additionally, it will also run a free clinic and fund services for those who don't have enough money to get treatment. 2.2 About the Management

  18. Psychological Health Center Business Plan Example

    1.1 Objectives Goal 1: To continuously develop, strengthen, and improve services offered by the Center. Strengthen the current payor mix by developing and maintaining strategic alliances with five major behavioral health managed care companies. Identify and develop strategic alliances with three community human service and addiction agencies.

  19. Business Continuity Plan Template for Nonprofit Hospitals

    This Business Continuity Plan Template for Nonprofit Hospitals helps create a plan to ensure the continuity of healthcare services, patient care, and community support during any emergency. Achieve your business continuity goals with this easy-to-use template.

  20. Pinellas County backs Ed White Hospital ...

    In 2022, the city allocated $5.9 million via American Rescue Plan funds and $3 million from Penny for Pinellas. The hospital closed in 2014 and was purchased by SPHA in December 2021 for $5.1 million.

  21. The 6-Step Guide to Writing a Nonprofit Business Plan in 2023

    Step 6: Fill in Your Nonprofit Business Plan Outline. Finally, you've made it to the last step in putting together your nonprofit business plan. By this point, you've answered just about every detail that goes into your plan—we just did it in a not-so-boring, roundabout way. Let's fill in the details.

  22. Healthcare group Fresenius tops Q4 profit forecast, shares rise

    For 2023, the diversified healthcare group achieved cost savings of around 280 million euros at an operating profit level, well above its 200 million euro target for the year.

  23. Hospitals in Moscow

    The hospital has 1000 beds. In spite of a lack of everything the doctors succeed in solving the most difficult problems. There are more than 30 departments in the hospital, which treat children who cannot be helped in their place of residence. 6-7 deparments are for very serious illnesses - oncology, immunology, etc.)

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  25. 4 ambitious buildings in Moscow that took forever to build (and they're

    Construction began: 1991. Current status: under reconstruction. A giant blue crystal that dominates a whole south-western Moscow neighborhood, the 22-storey building of the Zenith business center ...

  26. Startups Alignment, Devoted Grew Despite Medicare ...

    Devoted, a private insurer backed by more than $2 billion in venture capital, grew membership to 203,000 as of February 1, 2024, an increase of 63% over February 2023, according to Business ...

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    Medical device maker Medtronic raised annual profit forecast for the third time this fiscal year, after beating third-quarter expectations on Tuesday, helped by higher demand for its heart and ...

  28. Teleflex beats quarterly profit estimates on strong demand for medical

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    The Moscow International Business Center (MIBC) also known as "Moscow City" is a commercial district in central Moscow and is still under construction.The MI...

  30. Arizona leaders take advantage of federal tax credits for

    Feb 22, 2024. Listen to this article 4 min. Leaders of Arizona's public, private and nonprofit sectors Monday discussed financial incentives in the Inflation Reduction Act, explaining how they ...