Farm Commons

I want to form a non-profit farm. What’s next?

Learn all about whether the non-profit structure is really an appropriate choice for your farm.

It’s an old joke among farmers: “I should really form a nonprofit organization because I certainly don’t make any profit!” While this may resonate within the farming community, in actuality running your farm as a nonprofit organization is not the right choice for most farms. However, it can be the right fit for farms with a truly educational and charitable mission. In our free resource, Farm Business Structure Basics , we include some basic information about non-profits and farms.

For a deeper dive into farms and non-profits, read our Chapter 8: Nonprofit Fundamentals (11pgs.) from the Farmers’ Guide to Business Structures . This guide explores when a nonprofit structure is truly the right choice for a farm and explains the process for setting up a nonprofit entity.

Keep in mind that the non-profit model is not the only way you can run an educational farm. Check out our resource, From the Field: An Educational Farm’s Path to Choosing Its Business Structure (11pgs.) to learn more about your options.

Because the nonprofit entity is unsuitable for most farms, many folks will want to explore other options. Start with our Farm Business Structure Basics . It answers the most frequently asked questions farmers have when choosing a business structure, such as: I’m not sure I want to form a business entity? Can’t I just sell my products or services? Which one is better – a corporation or an LLC? If you are more of a visual learner, and want to see all your business structure options, follow the flowchart in our free Understanding Your Options which is Chapter 2 of our Farmers’ Guide to Business Structures . Through a series of Yes/No questions, this flowchart leads the reader to business structure options that are likely to fit the farm’s needs. Watch Farmers Speak on Business Structures to hear from farmers Phoebe and Hector of Hawk’s Nest Healing Gardens in North Carolina as they share about their decision making process when choosing between a non-profit or LLC.

For audio learners, listen to our Podcast Episode 5: Farm Like You Mean Business! This podcast is a basic introduction to business entities for farms. You’ll learn about sole proprietorships, partnerships, LLCs, and corporations as the hosts explore the big question: What’s best for your farm enterprise? Hear directly from farmers about their personal experiences with tax issues, organizational documents, and more.

From the Field: An Educational Farm’s Path to Choosing Its Business Structure

nonprofit farm business plan

Nonprofit Fundamentals

Understanding the options, farm business structure basics, podcast episode five: farm like you mean business, related collections, business structures.

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How to Start a Farm: Plan Your Operation

Think about your operation from the ground up and start planning for your business.  A good farm business plan is your roadmap to start-up, profitability, and growth, and provides the foundation for your conversation with USDA about how our programs can complement your operation. 

Keep reading about planning your business below, get an overview of the beginning farmer's journey , or jump to a different section of the farmer's journey.

On This Page

Why you need a farm business plan.

A comprehensive business plan is an important first step for any size business, no matter how simple or complex. You should create a strong business plan because it:

  • Will help you get organized . It will help you to remember all of the details and make sure you are taking all of the necessary steps.
  • Will act as your guide . It will help you to think carefully about why you want to farm or ranch and what you want to achieve in the future. Over time, you can look back at your business plan and determine whether you are achieving your goals.
  • Is required to get a loan . In order to get an FSA loan, a guarantee on a loan made by a commercial lender, or a land contract, you need to create a detailed business plan . Lenders look closely at business plans to determine if you can afford to repay the loan.

How USDA Can Help

Whether you need a good get-started guide, have a plan that you would like to verify, or have a plan you’re looking to update for your next growth phase, USDA can help connect you to resources to help your decisions.

Your state's beginning farmer and rancher coordinator  can connect you to local resources in your community to help you establish a successful business plan. Reach out to your state's coordinator for one-on-one technical assistance and guidance. They can also connect you with organizations that specifically serve beginning farmers and ranchers.

It is important to know that no single solution fits everyone, and you should research, seek guidance, and make the best decision for your operation according to your own individual priorities.

Build a Farm Business Plan

There are many different styles of business plans. Some are written documents; others may be a set of worksheets that you complete. No matter what format you choose, several key aspects of your operation are important to consider.

Use the guidelines below to draft your business plan. Answering these kinds of questions in detail will help you create and develop your final business plan. Once you have a business plan for your operation, prepare for your visit to a USDA service center. During your visit, we can help you with the necessary steps to register your business and get access to key USDA programs.

Business History

Are you starting a new farm or ranch, or are you already in business? If you are already in business:

  • What products do you produce?
  • What is the size of your operation?
  • What agricultural production and financial management training or experience do you, your family members, or your business partners have?
  • How long have you been in business?

Mission, Vision, and Goals

This is your business. Defining your mission, vision and goals is crucial to the success of your business. These questions will help provide a basis for developing other aspects of your business plan.

  • What values are important to you and the operation as a whole?
  • What short- and long-term goals do you have for your operation?
  • How do you plan to start, expand, or change your operation?
  • What plans do you have to make your operation efficient or more profitable ?
  • What type of farm or ranch model (conventional, sustainable, organic, or alternative agricultural practices) do you plan to use?

Organization and Management

Starting your own business is no small feat. You will need to determine how your business will be structured and organized, and who will manage (or help manage) your business. You will need to be able to convey this to others who are involved as well.

  • What is the legal structure of your business? Will it be a sole proprietorship, partnership, corporation, trust, limited liability company, or other type of entity?
  • What help will you need in operating and managing your farm or ranch?
  • What other resources, such as a mentor or community-based organization , do you plan to use?

Marketing is a valuable tool for businesses. It can help your businesses increase brand awareness, engagement and sales. It is important to narrow down your target audience and think about what you are providing that others cannot.

  • What are you going to produce ?
  • Who is your target consumer ?
  • Is there demand for what you are planning to produce?
  • What is the cost of production?
  • How much will you sell it for and when do you expect to see profit ?
  • How will you get your product to consumers ? What are the transportation costs and requirements?
  • How will you market your products?
  • Do you know the relevant federal, state, and local food safety regulations? What licensing do you need for your operation?

Today there are many types of land, tools, and resources to choose from. You will need to think about what you currently have and what you will need to obtain to achieve your goals.

  • What resources do you have or will you need for your business?
  • Do you already have access to farmland ? If not, do you plan to lease, rent, or purchase land?
  • What equipment do you need?
  • Is the equipment and real estate that you own or rent adequate to conduct your operation? If not, how do you plan to address those needs?
  • Will you be implementing any conservation practices to sustain your operation?
  • What types of workers will you need to operate the farm?
  • What additional resources do you need?

Now that you have an idea of what you are going to provide and what you will need to run your operation you will need to consider the finances of your operation.

  • How will you finance the business?
  • What are your current assets (property or investments you own) and liabilities (debts, loans, or payments you owe)?
  • Will the income you generate be sufficient to pay your operating expenses, living expenses, and loan payments?
  • What other sources of income are available to supplement your business income?
  • What business expenses will you incur?
  • What family living expenses do you pay?
  • What are some potential risks or challenges you foresee for your operation? How will you manage those risks?
  • How will you measure the success of your business?

Farm Business Plan Worksheets

The Farm Business Plan Balance Sheet can help gather information for the financial and operational aspects of your plan.

Form FSA-2037 is a template that gathers information on your assets and liabilities like farm equipment, vehicles and existing loans.

  • FSA-2037 - Farm Business Plan - Balance Sheet
  • FSA-2037 Instructions

Planning for Conservation and Risk Management

Another key tool is a conservation plan, which determines how you want to improve the health of your land. A conservation plan can help you lay out your plan to address resource needs, costs and schedules.

USDA’s Natural Resources Conservation Service (NRCS) staff are available at your local USDA Service Center to help you develop a conservation plan for your land based on your goals. NRCS staff can also help you explore conservation programs and initiatives, such as the Environmental Quality Incentives Program (EQIP) .

Conservation in Agriculture

Crop insurance, whole farm revenue protection and other resources can help you prepare for unforeseen challenges like natural disasters.

Disaster Recovery

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Special Considerations for Businesses

There are different types of farm businesses each with their own unique considerations. Determine what applies to your operation.

  • Organic Farming  has unique considerations. Learn about organic agriculture , organic certification , and the  Organic Certification Cost Share Program  to see if an organic business is an option for you. NRCS also has resources for organic producers and offers assistance to develop a conservation plan.
  • Urban Farming  has special opportunities and restrictions. Learn how USDA can help farmers in urban spaces .
  • Value-Added Products . The Agricultural Marketing Resource Center (AgMRC) is a national virtual resource center for value-added agricultural groups.
  • Cooperative.  If you are interested in starting a cooperative, USDA’s Rural Development Agency (RD) has helpful resources to help you begin . State-based  Cooperative Development Centers , partially funded by RD, provide technical assistance and education on starting a cooperative.

Special Considerations for Individuals

Historically Underserved Farmers and Ranchers: We offer help for the unique concerns of producers who meet the USDA definition of "historically underserved,"  which includes farmers who are:

  • socially disadvantaged
  • limited resource
  • military veterans

Women: Learn about specific incentives, priorities, and set asides for  women in agriculture within USDA programs.

Heirs' Property Landowners: If you inherited land without a clear title or documented legal ownership, learn how USDA can help Heirs’ Property Landowners gain access to a variety of programs and services

Business Planning

Creating a good business plan takes time and effort. The following are some key resources for planning your business.

  • Farm Answers from the University of Minnesota features a library of how-to resources and guidance, a directory of beginning farmer training programs, and other sources of information in agriculture. The library includes business planning guides such as a Guide to Developing a Business Plan for Farms and Rural Businesses and an Example Business Plan .
  • The Small Business Administration (SBA) offers information about starting, managing, and transitioning a business.

SCORE is a nonprofit organization with a network of volunteers who have experience in running and managing businesses. The Score Mentorship Program partners with USDA to provide:

  • Free, local support and resources, including business planning help, financial guidance, growth strategies.
  • Mentorship through one-on-one business coaching -- in-person, online, and by phone.
  • Training from subject matter experts with agribusiness experience.
  • Online resources and step-by-step outlines for business strategies.
  • Learn more about the program through the Score FAQ .

Training Opportunities

Attend field days, workshops, courses, or formal education programs to build necessary skills to ensure you can successfully produce your selected farm products and/or services. Many local and regional agricultural organizations, including USDA and Cooperative Extension, offer training to beginning farmers.

  • Cooperative Extension  offices address common issues faced by agricultural producers, and conduct workshops and educational events for the agricultural community.
  • extension.org  is an online community for the Cooperative Extension program where you can find publications and ask experts for advice.

Now that you have a basic plan for your farm operation, prepare for your visit to a USDA service center.

2. Visit Your USDA Service Center

How to Start a Farm with USDA

Get an  overview of the beginning farmer's journey  or jump to a specific page below.

Find Your Local Service Center

USDA Service Centers are locations where you can connect with Farm Service Agency, Natural Resources Conservation Service, or Rural Development employees for your business needs. Enter your state and county below to find your local service center and agency offices. If this locator does not work in your browser, please visit offices.usda.gov.

Learn more about our Urban Service Centers . Visit the Risk Management Agency website to find a regional or compliance office  or to find an insurance agent near you.

Downloads & Multimedia

Animal care, species-specific resources, governance & organization, educational programming.

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Creating A Strategic Plan For Your Animal Sanctuary

Mckenzee Griffler

  • March 8, 2018

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This resource has been partially reviewed and updated A member of The Open Sanctuary Project’s staff has updated one or more sections within this resource. as of April 22, 2021

Video Resource: Strategic Planning For Animal Sanctuaries

Check out this captioned webinar hosted by The Global Coalition of Farm Sanctuaries and led by Krista Hiddema and JoVanna Johnson Cooke about their experience developing a strategic plan for JoVanna’s organization, Awali, along with their board . It goes through all the elements that went into their strategic plan, in addition to the importance of each aspect of the process, and the many accompanying discussions that they had throughout the process! It’s a great discussion to share with your team and board as you develop or refine your organization’s strategic plan!

Further Resources For This Video Resource

  • Download The Slides From The Strategic Planning Webinar Here!
  • BoardSource: Mission Statement Vs Vision Statement

The “Business” Of Saving Animals

Although it might sound antithetical to the altruistic mission The stated goals and activities of an organization. An animal sanctuary’s mission is commonly focused on objectives such as animal rescue and public advocacy. of “ taking care of animals in need without seeking profit ”, one of the most valuable tools for an animal sanctuary is a sound strategic plan, also sometimes known as a “business plan”. Even if you never officially register as a tax-exempt non-profit , thinking about and crafting a strategic plan can help you establish helpful protocols, realistic strategies, and achievable goals that you might not have otherwise considered or put to paper. Putting plans into place should be considered a primary step to ensuring the ongoing protection and well-being of your residents and the future of your mission.

Making a “business plan” does not mean you should ever profit off of your residents or start selling things, it just happens to be what this type of plan is known as.

A strategic plan is also greatly useful in soliciting major donors and philanthropic organizations (as they will typically require a robust strategy before considering giving), recruiting talented and informed board members, to guide your organization at crossroads and in times of uncertainty, and to apply for a business loan (especially if you want to later set up some sort of enterprise to help fund your organization like a gift shop or store).

A strategic plan doesn’t have to be written with public consumption in mind (though it can be quite valuable from a transparency perspective); even if you plan on only sharing it internally to help manage your team, it can still be invaluable for solving conflicts and answering questions before they turn into chaos.

If it sounds overwhelming to craft, start small! A business plan can and should grow and evolve along with your organization as you face new challenges and opportunities!

But First, Create A Needs Assessment

The first step in the process of crafting a strategic plan is what’s known as a “needs assessment” (also known as a “needs analysis”). This is simply researching the focus and effectiveness of your organization. Are your programs serving the population you’re targeting effectively? Are other organizations near you doing the same thing, but more effectively? Why or why not? Find some actual quantitative data to make this case, as it will be instrumental in demonstrating how valuable your organization is. This is crucial if you’re looking for robust philanthropic giving.

You might find that certain parts of your organization aren’t working or could use a lot of overhaul in this part of the process. This is a good thing! It means that you’re thinking critically and can orient your resources towards a more effective strategy to do more good.

Elements of a Non-Profit Strategic Plan

Now that you’re sitting down to draft your strategic plan, consider incorporating the following elements. If an element doesn’t serve your organization for whatever reason, think about an alternative element that more closely aligns with what you’re setting out to accomplish.

This one should be pretty easy to make, but quite important! It should have your organization’s name prominently displayed, your company’s logo and color scheme, an explanation of what they’re looking at (if it’s a strategic plan, make sure it says “Strategic Plan”!), and a date so that everyone can know how up to date this plan is. It should also include key contact information in case anyone wants to get in touch with someone at your organization. Optionally, you might want to consider adding a confidentiality statement depending on what you’re writing about in the plan and whether you want that information to be easily reproducible. A sample confidentiality statement might look something like this:

This document includes proprietary and confidential information of and regarding [Your Organization’s Name]. You may not use this document except for informational purposes. You may not reproduce this document in whole or in part, or divulge any of its contents without the prior written consent of [Your Organization’s Name]. By accepting this document, you agree to be bound by these restrictions and limitations.

Table of Contents

Make this last! Pretty much just a list of what’s in the document and what page to find it on. Page numbers are very helpful!

Executive Summary

This one page (yes, only one page) summary is a concise and easily parsable overview of everything else in your strategic plan. It’s probably going to be the last thing you sit down to write as you need to use the rest of your strategic plan to craft it. It should be interesting and engaging to anyone reading it. The executive summary should include your organization’s mission statement, a brief history, your strengths (uniquely yours!), and your assets. Include a list of your programs and services, your marketing plans, and both short and long term financing strategies. What is your organization’s ultimate goal? How are you trying to reach it? What does your future look like?

Imagine that your most important donor is reading only your executive summary to make a giving decision. This is your opportunity to address everything they’d need to know and make them feel good about giving!

How did your organization get started? What progress have you made to date? This only needs to be 2-3 paragraphs of information.

Your Organization’s Structure

How is your organization structured? Who are the founders and why are they invested in this mission? Who are the board members and why were they chosen? What strategies will you take to further develop your board? How is the board structured? You can also provide a short bio for each team member and how they fit into the organization here.

Your Organization’s Mission, Vision, And Values

This is where you’ll include your mission statement, a very short and concise statement that encapsulates why your organization exists, who it serves, and how it actually serves them. For instance, the nonprofit Watts of Love’s mission statement is “Watts of Love is a global solar lighting nonprofit bringing people the power to raise themselves out of the darkness of poverty” – an easy to read and inspiring summary of their goal and motivation. 

You should also include your vision statement here. Where the mission statement typically focuses on the here and now, your vision statement should focus on your organization’s hopes for the future. What vision do you have for the world? What specific objectives do you have to realize this vision? Who and what are you inspiring to change? What plans do you have for the future? The Open Sanctuary Project, Inc’s vision statement is “ A world where every farmed animal sanctuary An animal sanctuary that primarily cares for rescued animals that were farmed by humans. is a success story “.

Here you can flesh out an explanation of your intended impact on the community (or the world at large), as well as metrics of success. For instance, what measurable change in behavior do you want to cause to happen as a result of what your organization does?

On the flip side, this is also a good place to be explicit about what your organization doesn’t do. By defining this, you can help stay on strategy and on track without getting distracted by goals that you never wanted to focus on!

Your Organization’s Master Plan

Here you should describe in detail your organization’s current property, how you plan on developing your property within a set time frame, and an exploration into how you’ll use your property to its highest potential.

Your Organization’s Objectives

What are your organization’s objectives in the short term? How long do you expect them to take?

For instance, if your objectives are about property improvements, describe your objectives and how they’ll impact your property, structures, and residents. In cases like this, you could also include a labeled drawing or overhead photo of your property to illustrate what objectives you’d like to accomplish clearly.

Similarly, what are your organization’s long term objectives? Include objectives, time frames, and visual aids if appropriate for these as well.

Your Organization’s Signature Programs

What are your primary programs? Great visitor outreach? Resident rehabilitation? Describe them here in detail.

Your Organization’s Location

Describe how your organization’s location benefits your mission . Are there good signage opportunities? Are you close to many population centers? Airports? Universities? Do you have a great veterinary program nearby? Is the climate ideal? List anything you can think of to sell your location!

Your Organization’s Hours Of Operation

Describe your visitation strategy. What hours, days, and seasonal considerations should someone know about? What is your tour structure if you’re open to the public? How do people make visitation reservations?

Your Organization’s Audience And Supporters

Who’s your audience? Who supports you? How will you grow the following segments?

  • Your Donors
  • Your Sanctuary’s Visitors
  • Your Volunteers
  • Your Email list
  • The total number of prospects in database
  • Your Website visitors
  • Your social media presence

The Market And Market Competition Around You

Who makes up your target market or ideal visitor? What are the statistics about demographics in your market, such as population, growth rate, annual household income, median age, families with dependent children , nearby universities, and proximity to metropolitan areas (including what veg businesses are in the area)? How many of these people would be a good recruitment base for potential volunteers?

Where’s the closest similar organization to your organization? Why is your organization unique and how does it have a competitive advantage compared to all other organizations with a similar mission?

Perform a SWOT analysis across all areas that impact your organization. This is a gridded evaluation where you list your organization’s strengths (what you do or can do well), weaknesses (what you aren’t doing as well), opportunities (external factors that could benefit or enhance these areas), and threats (external factors that could be a negative to these areas) for each category. These categories can be tailored to your needs but include factors such as location, property, facilities, climate, team, staffing, volunteers, interns, resident animal population, skills, partnerships, fundraising, internet presence, visitors, reputation, business model, program areas, and animal safety.

Your Organization’s Priorities

What are your priority areas when it comes to developing your organization? Include a description for each one, goals for each area with projected completion dates, and who in your organization is responsible for each goal.

Typically, a priority area is quite a broad topic whereas goals within those areas are specific. A priority area might be something like physical space, staffing, marketing, community awareness, programming, relationship building, and donor base engagement.

Your Organization’s Operational and Capital Needs

Here you’ll describe your organization’s short and long term revenue needs, as well as a three-year revenue and expense projection with separate income and expense categories.The more clear you are here, the easier the next step will be to clarify.

Your Organization’s Development And Fundraising Plan

How are you planning on developing as an organization? What specific, actionable, deadline-focused steps are you taking in the short and long term? When it comes to fundraising , make sure to detail your fundraising goal (not an arbitrary number, but one that you can justify through projected need and previous goals), your mission and messaging (including what you plan on doing with the raised funds), exactly what fundraising channels you’ll use in the short and long term, and a timeline for each of your fundraising strategies and goals.

Include Appendices

Appendices are additional resources that are helpful to include but don’t need to be in the middle of your strategic plan. This includes things like job descriptions for key positions in your organization, a board recruitment plan, a salary breakdown for the current and subsequent next few years, a current and subsequent year budget breakdown for your operational needs, promotional material, annual reports, and anything else that you think would help someone understand your organization, where it’s been, and where it’s going.

Revisit And Revise

Your strategic plan shouldn’t just live somewhere in the depths of a filing cabinet. You should frequently revisit the document and update it as your organization grows and changes. The strategic plan is here to serve you, so make sure it stays relevant!

While you are still in a growth and development phase of your organization, you may want to revise it more frequently, perhaps every year or two. As your organization matures, you might be able to stretch that timeframe out to every two to five years, but it’s still important to revisit at some interval, just to make sure you’re still on track!

Why Do I Need A Business Plan For My Nonprofit A non-governmental organization whose primary purpose is something other than selling goods or services. ? | The Balance

How To Write A Nonprofit Business Plan | Bplans

5 Business Plan Cover Page Tips | GrowThink

How To Write An Amazing Nonprofit Mission Statement | The Balance

Difference Between Vision And Mission Statements With Examples | Clear Voice

How To Write A Successful Fundraising Plan | The Fundraising Authority

What Is Branding? | SERP University

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  • governance , nonprofit , Strategic Planning

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12: Business Plans

What is a business plan.

A business plan is a document that helps you to organize and succinctly summarize the vision you have for your business. The plan contains the operational and financial objectives of a business, the detailed plans and budgets showing how the objectives are to be realized.

A good business plan will contain the following:

  • Your business vision, mission statement, key values, and goals
  • Description of the product(s) you intend to produce
  • Strengths, Weaknesses, Opportunities and Threats the business may experience are described
  • Production plans
  • Marketing plans
  • Estimated start-up costs
  • Information on your legal structure and management team
  • Current financial statements or projected financial statements.
  • Resume or brief explanation of your background and relevant experience
  • Less than 10 total pages so that people actually read it

Helpful Publications for Writing a Business Plan

General Business Resource Publications:

  • Starting an Ag-Business? A Pre-Planning Guide http://publications.dyson.cornell.edu/outreach/extensionpdf/2004/Cornell_AEM_eb0408.pdf
  • Business Transfer Guide: Junior Generation http://publications.dyson.cornell.edu/outreach/extensionpdf/2016/Cornell-Dyson-eb1605.pdf
  • Producing a Business Plan for Value-Added Agriculture http://publications.dyson.cornell.edu/outreach/extensionpdf/2007/Cornell_AEM_eb0708.pdf
  • Business Planning for the Agriculture Sector: A Guide to Business Plan Development for Start-up to Mid-size Operations http://publications.dyson.cornell.edu/outreach/extensionpdf/2010/Cornell_ pdf
  • Building a Sustainable Business (Sustainable Agricultural Research Education (SARE)Publications) sare.org/publications/business.htm 280 pages of education and practical exercises to guide you through the financial, management, and interpersonal skills needed to start a successful farm business. Order hard copy for $17 or download PDF online for free.

Cornell Cooperative Extension Publications for Specific Commodities:

  • Landscape Business Planning Guide http://publications.dyson.cornell.edu/outreach/extensionpdf/2003/Cornell_AEM_eb0313.pdf
  • Writing a Business Plan: A Guide for Small Premium Wineries http://publications.dyson.cornell.edu/outreach/extensionpdf/2002/Cornell_AEM_eb0206.pdf
  • Writing a Business Plan: An Example for a Small Premium Winery https://ageconsearch.umn.edu/bitstream/122203/2/Cornell_AEM_eb0207.pdf

Getting Help Writing a Business Plan

nonprofit farm business plan

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  • Nonprofit Jobs

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.

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How to Start a Non-Profit Farming

  • October 19, 2022

nonprofit farm business plan

Starting your own  nonprofit farming  can be an exciting endeavor that allows you to do what you love while helping your community grow healthier and better. The first step to starting any new business, though, is to develop an outline of the process in advance, which will help you figure out the best ways to maximize your income and make sure you’re not forgetting any crucial steps along the way. Here are some tips for how to start a nonprofit farming, whether you’re doing it on your own or working with a team of fellow farmers.

Why Choose Non-Profit Farming?

Starting your own non-profit farming, what are the benefits of starting non-profit farms.

  • Increased self-esteem among youth through hands-on work experience
  • Increased physical activity
  • Improved nutrition through fresh food production and direct sales
  • Improvements in family relationships
  • Improvement in academic performance through role modeling
  • Job creation due to increased demand for fresh fruits and vegetables
  • Reconnection with nature.

Basic Steps You Need To Take When Setting Up Your Farm.

nonprofit farm business plan

Important Tips On Funding Your Non-Profit Farm

Here are some ideas on how you can get started on non-profit farming :.

  • Government grants –  if your non-profit organization has been around long enough (usually at least two years), it may qualify for government grants. The requirements to apply to vary by state, but it is often easier than other sources of funding.
  • Grants –  A private foundation or an individual who has made a lot of money could potentially donate funds towards your cause.
  • Donations –  much like in-kind donations, you can ask people for monetary donations
  • Raffles and fundraising events –  you may be able to get people to come together and throw a fundraiser event
  • Get support from local businesses –  if enough people support your project, local businesses may offer their help with things like discounted rental space, use of heavy machinery, etc.

Ways To Market And Promote Your Farm

Here are five ways to get started:.

  • Connecting with other organizations: Non-profit organizations provide their members with resources that aren’t normally available in public forums. By connecting with non-profits throughout your community, you may be able to utilize resources or partners to promote or sponsor your program.
  • Create an attractive website: Creating an attractive website or social media page should be at top of your priority list. People want immediate results; if they visit your site once and find nothing there then chances are good they won’t return for another look unless prompted by one of their friends or connections via social media channels such as Facebook.
  • Don’t be afraid to ask: The key is to just not be afraid! Asking for support for your non-profit business isn’t hard, but it does take some persistence and follow-up when you don’t hear back from potential sponsors or partners at first. Eventually, if you can develop meaningful connections with potential sponsors, they will come around and invest in your business.
  • Offer free advertising space on promotional materials: In exchange for sponsorship dollars or other donations, offer free advertising space on fliers, brochures, and other informational material related to your organization. People are constantly looking for free advertising opportunities, so your organization can capitalize on that need by rewarding sponsors with exposure if they sponsor you in return.
  • Promote business through social media channels: It may seem obvious but it’s worth mentioning because many  non-profit organizations  don’t have time to monitor their social media pages as often as they should.

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Building a Sustainable Business

A guide to developing a business plan for farms and rural businesses.

This title is temporarily out of print, and available as a download only.

A guide to developing a business plan for farms and rural businesses.

Building a Sustainable Business: A Guide to Developing a Business Plan for Farms and Rural Businesses  brings the business planning process alive to help today's alternative and sustainable agriculture entrepreneurs transform farm-grown inspiration into profitable enterprises. Sample worksheets lend a practical perspective and illustrate how real farm families set goals, researched processing alternatives, determined potential markets, and evaluated financing options. Blank worksheets help the reader develop a detailed, lender-ready business plan or map out strategies to take advantage of new opportunities.

  • Abbreviated Spanish version from the University of Missouri 
  • Individuals chapters and worksheets from the Minnesota Institute for Sustainable Agriculture at https://www.misa.umn.edu/publications/buildingasustainablebusiness

How to Set Up a Foundation for a Farm

  • Small Business
  • Setting Up a New Business
  • Setting up a Business
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How to Establish an Organization

Rules & regulations of nonprofit organizations, keys to nonprofit success.

  • How to Establish a 501(c)(4)
  • The Texas Non-Profit Corporation Act

Benefits of setting up a farm foundation include a nonprofit property tax exemption and the ability to apply for public or private grants, request tax-deductible contributions and obtain personal liability protection for general and advocacy activities. A key step is to clearly state the organization’s charitable purpose in terms that satisfy relevant state and federal laws. That requires careful research and thought, and possibly a few visits to nonprofit farm operations similar to the one you’re working to establish. Otherwise, the process is the same as setting up any other nonprofit.

Research state laws and procedures for incorporating as a nonprofit. Get excellent guidance from the long-running book “How to Form a Nonprofit Corporation,” which also walks you through all federal issues (other good guides are available). Many nonprofit groups successfully incorporate without further legal assistance, some also consult with an attorney and some rely entirely on an attorney’s services.

Consider the pros and cons of nonprofit status. The obvious benefits are balanced by lack of “ownership,” a problem for some farmers – especially farmers who want to pass land to the next generation. Farm foundation land would be owned by the organization and managed by its board of directors, not by any individual or group of individuals.

Articulate your organization’s charitable purpose, and the role the farm plays, as part of your overall business planning. Examples include setting up a land trust to preserve small farms, establishing a farm whose income directly supports charitable activities, and starting a farm-based agriculture education program or farm animal rescue program. Research the market to make sure your stated purpose is viable, and write a business plan.

Choose an appropriate corporate name, and thoroughly research its use or ownership on the state and national levels to avoid trademark infringement.

Complete and file incorporation papers, or article of incorporation, and file as directed with your state.

File for state and federal tax-exempt status, although it’s the federal determination – made by the Internal Revenue Service – that will determine whether or not your foundation qualifies as a 501(c)(3) tax-exempt organization. File for federal tax-exempt status within 27 months of your incorporation date, and sooner if possible on the state level (to avoid state taxes).

Create your foundation’s bylaws or operating rules.

Appoint your foundation’s initial directors and hold an initial board meeting.

Obtain necessary business permits and licenses.

  • Ethicurean.com: Non-Profit Community Land Trusts: Preserving Organic Farms from the Ground Up
  • Finneyfarm.org: FAQs
  • Small Business Administration: Nonprofit organizations
  • Nolo: How to Form a Nonprofit Corporation
  • Connecticut General Assembly: Assistance Programs for New Farmers
  • Free Management Library: Business Planning

Related Articles

The role of board members for nonprofit organizations, how to organize a non-profit business, is a charitable foundation the same as a nonprofit corporation, information for organizations exempt under sections other than 501(c)(3) irs, explanation of a nonprofit organization, goals & objectives for nonprofits, the difference between a nonprofit corporation and a 501(c)(3), advantages & disadvantages of a nonprofit status, what are the requirements to start a non-profit organization, most popular.

  • 1 The Role of Board Members for Nonprofit Organizations
  • 2 How to Organize a Non-Profit Business
  • 3 Is a Charitable Foundation the Same as a Nonprofit Corporation?
  • 4 Information for Organizations Exempt Under Sections Other Than 501(C)(3) IRS

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A nonprofit business plan ensures your organization’s fundraising and activities align with your core mission.

 Four people wearing green T-shirts and high-visibility yellow vests stand at a table outside a building, packing cardboard boxes. The two people on the left, both women with long curly hair, are packing a box with cans of food. The two people on the right, both men, are speaking to each other while the shorter man on the left looks down at a long, flat box.

Every nonprofit needs a mission statement that demonstrates how the organization will support a social cause and provide a public benefit. A nonprofit business plan fleshes out this mission statement in greater detail. These plans include many of the same elements as a for-profit business plan, with a focus on fundraising, creating a board of directors, raising awareness, and staying compliant with IRS regulations. A nonprofit business plan can be instrumental in getting your organization off the ground successfully.

Start with your mission statement

The mission statement is foundational for your nonprofit organization. The IRS will review your mission statement in determining whether to grant you tax-exempt status. This statement also helps you recruit volunteers and staff, fundraise, and plan activities for the year.

[Read more: Writing a Mission Statement: A Step-by-Step Guide ]

Therefore, you should start your business plan with a clear mission statement in the executive summary. The executive summary can also cover, at a high level, the goals, vision, and unique strengths of your nonprofit organization. Keep this section brief, since you will be going into greater detail in later sections.

Identify a board of directors

Many business plans include a section identifying the people behind the operation: your key leaders, volunteers, and full-time employees. For nonprofits, it’s also important to identify your board of directors. The board of directors is ultimately responsible for hiring and managing the CEO of your nonprofit.

“Board members are the fiduciaries who steer the organization towards a sustainable future by adopting sound, ethical, and legal governance and financial management policies, as well as by making sure the nonprofit has adequate resources to advance its mission,” wrote the Council of Nonprofits.

As such, identify members of your board in your business plan to give potential donors confidence in the management of your nonprofit.

Be as realistic as possible about the impact you can make with the funding you hope to gain.

Describe your organization’s activities

In this section, provide more information about what your nonprofit does on a day-to-day basis. What products, training, education, or other services do you provide? What does your organization do to benefit the constituents identified in your mission statement? Here’s an example from the American Red Cross, courtesy of DonorBox :

“The American Red Cross carries out their mission to prevent and relieve suffering with five key services: disaster relief, supporting America’s military families, lifesaving blood, health and safety services, and international service.”

This section should be detailed and get into the operational weeds of how your business delivers on its mission statement. Explain the strategies your team will take to service clients, including outreach and marketing, inventory and equipment needs, a hiring plan, and other key elements.

Write a fundraising plan

This part is the most important element of your business plan. In addition to providing required financial statements (e.g., the income statement, balance sheet, and cash flow statement), identify potential sources of funding for your nonprofit. These may include individual donors, corporate donors, grants, or in-kind support. If you are planning to host a fundraising event, put together a budget for that event and demonstrate the anticipated impact that event will have on your budget.

Create an impact plan

An impact plan ties everything together. It demonstrates how your fundraising and day-to-day activities will further your mission. For potential donors, it can make a very convincing case for why they should invest in your nonprofit.

“This section turns your purpose and motivation into concrete accomplishments your nonprofit wants to make and sets specific goals and objectives,” wrote DonorBox . “These define the real bottom line of your nonprofit, so they’re the key to unlocking support. Funders want to know for whom, in what way, and exactly how you’ll measure your impact.”

Be as realistic as possible about the impact you can make with the funding you hope to gain. Revisit your business plan as your organization grows to make sure the goals you’ve set both align with your mission and continue to be within reach.

[Read more: 8 Signs It's Time to Update Your Business Plan ]

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Urban Farm Business Plan Handbook

The Urban Farm Business Plan Handbook (this document) provides guidance for developing a business plan for the startup and operation of an urban farm. It focuses on food and non-food related cultivated agriculture. The information provided is applicable regardless of whether the farm is to be operated as a non-profit or for-profit business.

  • Urban Farm Business Plan Handbook (pdf) (1.7 MB)
  • Brownfields Home
  • Brownfields Near You
  • Grants and Funding
  • Grant Recipient Reporting
  • Supporting Communities
  • Success Stories

Farm and Agriculture Business Plans

Did you know each of these plans was created in LivePlan? Learn More

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Agriculture Products & Retail Business Plans

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Farm Business Plans

  • Agriculture Farm Business Plan
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  • Horse Training Business Plan
  • Hydroponics Farm Business Plan
  • Peach and Apricot Farm Business Plan
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Farm Machinery Business Plans

  • Farm Machinery Manufacturer Business Plan

Farming and agriculture are complicated businesses. To be successful, you need more than a green thumb and the willingness to get your hands dirty. You need to know how to operate your agricultural enterprise efficiently and not just forecast your crop rotations, but your cash position and revenue. To do that, you need a business plan.

How can a business plan help your farm or agriculture business?

A good business plan will help your farm or food production business grow. It can improve your chances of receiving government grants or loans, help you manage your business through hard times, and identify additional forms of revenue like tourism or consulting. Most lenders or investors require a business plan before they even consider funding a project. When you add in the numerous elements of running an agricultural business, and the factors like weather and government regulations that are often beyond your control, a business plan becomes an essential tool for effective management, strategic planning and communication across all the key stakeholders in your business.

Find the right agriculture business plan template for your business

If you’re not sure where to begin, check out our farms, food growers, food production facilities, and other agriculture-related sample business plans for inspiration. Or to build a more modern plan that helps you easily manage your agricultural business we recommend you try LivePlan . It contains the same agriculture business plan templates and information you see here, but with additional guidance to help you develop the perfect plan.

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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!

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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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nonprofit farm business plan

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How to Start a Horse Rescue Farm [Business Plan]

The horse rescue farm business, also called equine rescue and sanctuary, is an organization that transports and cares for abused and neglected horses seized by animal protection agencies. The essence of horse rescue farms is to ensure quality care and treatment of horses through intervention, education, and outreach.

They rehabilitate horses that come from animal control impoundments, train law enforcement professionals on how to handle cases of large animal abuse and neglect, and maintain their farm as an educational community center for volunteers and visitors.

NASS issued a report that shows that there are a total of 459,526 horse farms in the US, with an agricultural population of 2,847,289 horses.

There are more than 500 horse rescues in the United States and according to statistics compiled by the Right Horse Initiative, to boost successful equine adoptions and promote equine welfare, between 7,000 and 10,000 horses are adopted annually through an estimated 1,000 equine adoption organizations nationwide.

Steps on How to Start a Horse Rescue Farm Business

Conduct market research.

The first step in the market research process for your Horse rescue farm business is to develop market-based research questions in line with your overall business goal and objective.

In this regard, you should source information that will help you maximize your business, information that will give you easy access to reliable marketing techniques and resources that will help you operate your Horse rescue farm business with less stress and of course, build the business to profitability.

a. Who is the Target Market for Horse Rescue Farm Business?

The target market for horse rescue farm business includes everyone in and around the location where your horse rescue farm is that can adopt a horse.

b. Is Horse Rescue Farm Business a Profitable Business?

No, the horse rescue farm business is not profitable because they are usually operated as non-profit organizations. Any profits gotten must be re-invested into the organization (the money raised through donations is used to buy, transport, feed, rehabilitate, and rehome the horses).

c. Are There Existing Niches in the Industry?

It is safe to say that there is no niche area in the horse rescue farm business.

d. Who are the Major Competitors?

  • Penny Farm Rescue and Rehoming Centre
  • Days End Farm Horse Rescue (DEFHR)
  • Hidden Pond Farm Equine Rescue
  • Bergen County Horse Rescue
  • Rivers Edge Horse Rescue & Sanctuary
  • Redwings Horse Sanctuary and Rescue
  • Red Bucket Equine Rescue
  • Equine Voices Rescue & Sanctuary
  • Gentle Giants Draft Horse Rescue
  • Thunder Mountain Farms Equine Rescue
  • Rosemary Farm Sanctuary
  • Lucky Orphans Horse Rescue
  • Beech Brook Farm Equine Rescue
  • Amaryllis Farm Equine Rescue, Inc.
  • Beauty’s Haven Farm and Equine Rescue, Inc.
  • Bluemont Sanctuary
  • Day Dreams Farm Equine Rescue and Rehabilitation
  • Ray of Light Farm Inc.
  • Starry Skies Equine Rescue and Sanctuary
  • River Edge Farm Horse Rescue, Inc.
  • Rising Starr Horse Rescue.

e. Are There County or State Regulations or Zoning Laws for Horse Rescue Farm Business?

Yes, there are county or state regulations or zoning laws for horse rescue farm businesses. Whether you want to keep your horse on your residential property or run a commercial (profit or nonprofit) equine facility, you need to know what your county requires when it comes to zoning.

Zoning is not a function of the state but rather determined by your county government. Additionally, some counties may require additional permitting or licenses if you board horses other than your own on your property.

f. Is There a Franchise for Horse Rescue Farm Business?

No, there are no known franchise opportunities for horse rescue farm business.

g. What Do You Need to Start a Horse Rescue Farm Business?

  • A Feasibility Report
  • Business and Marketing Plans
  • Supplies and Inventory.
  • Licenses and Permits
  • Big Facility
  • EIN (Employer Identification Number)/Federal Tax ID Number.
  • A Corporate Bank Account
  • Startup Capital and Community Support

Choose a Memorable Business Name

When looking to start a business, before you can begin to file the necessary documents with the constituted authorities or start your website, it is necessary that you come up with a name that you will be recognized with. It is essential that the name you come up with can easily be pronounced, is unique and easily memorable.

Some of the catchy business name ideas suitable for a horse rescue farm business are;

Creative Horse Rescue Farm Business Name ideas

  • Silver Sky© Horse Rescue Farm, Inc.
  • King of Boys® Horse Rescue Farm, Inc.
  • All Lodge© Horse Rescue Farm, Inc.
  • Gap Center® Horse Rescue Farm, Inc.
  • The Bridge™ Horse Rescue Farm, Inc.
  • Jefferson Memorial™ Horse Rescue Farm, Inc.
  • Paul© Horse Rescue Farm, Inc.
  • Good Days® Horse Rescue Farm, Inc.
  • Lugard Lodge© Horse Rescue Farm, Inc.
  • Hyden Abode© Horse Rescue Farm, Inc.
  • Golden Castle© Horse Sanctuary and Rescue
  • Cow Boys® Horse Sanctuary and Rescue, Inc.
  • Eden© Horse Sanctuary and Rescue, Inc.
  • Royal Courts® Farm Equine Rescue
  • Green Tower™ Farm Equine Rescue, LLC
  • Hero Now™ Farm Equine Rescue, LLC
  • Fresh Brooks© Horse Rescue Farm, Inc.
  • The Sanctuary® Horse Rescue Farm, Inc.
  • Texas Shelter© Horse Rescue Farm, Inc.
  • Jeff Johnson© Horse Sanctuary and Rescue, Inc.

Register Your Business

A. what type of business structure is best for horse rescue farm business.

When starting a horse rescue farm business, the best choice for legal structure is to form a nonprofit corporation at the state level and apply for a 501(c)(3) tax exemption at the federal level.

Please note that on the state level, you can file a nonprofit LLC for your horse rescue farm business. Technically, you can apply for an exemption with an LLC, but you would need to be an LLC taxed as a corporation; then, you ask the federal government to treat your horse rescue farm business as a nonprofit or tax-exempt organization.

Interestingly, in the United States of America, several states allow a nonprofit LLC, including California, Ohio, Michigan, Minnesota, and Tennessee. Texas allows the formation of an LLC with a nonprofit purpose. In Delaware, the LLC Act permits the organization of an LLC for not-for-profit purposes.

b. Steps to Form an LLC

  • Choose a Name for Your LLC.
  • File Articles of Organization.
  • Choose a registered agent.
  • Decide on member vs. manager management.
  • Create an LLC operating agreement.
  • Comply with other tax and regulatory requirements.
  • File annual reports.

c. What Type of License is Needed to Open a Horse Rescue Farm Business?

  • General Business License
  • Health and Safety Permit
  • Class A license
  • Zonal Permits (Applicable in some cities)
  • Signage Permit
  • Operational State Facility Inspections

d. What Type of Certification is Needed to Open a Horse Rescue Farm Business?

You don’t need any special certifications to launch your horse rescue farm business in the United States of America.

e. What Documents are Needed to Open a Horse Rescue Farm Business?

  • Business and liability insurance
  • Federal Tax Payer’s ID
  • State Permit and Building Approval
  • Certificate of Incorporation
  • Business License
  • Business Plan
  • Employment Agreement (offer letters)
  • Operating Agreement for LLCs
  • Insurance Policy
  • Online Terms of Use
  • Online Privacy Policy Document
  • Contract Document
  • Company Bylaws
  • Memorandum of Understanding (MoU)

f. Do You Need a Trademark, Copyright, or Patent?

If you are considering starting a horse rescue farm business, usually you may not have any need to file for intellectual property protection or trademark. This is because the nature of the business makes it possible for you to successfully run it without having any cause to challenge anybody in court for illegally making use of your company’s intellectual properties.

Cost Analysis and Budgeting

A. how much does it cost to start a horse rescue farm business.

You would need an estimate of $150,000 or more to successfully set up a horse rescue farm business in the United States of America. Please note that this amount includes the salaries of all the staff for the first three months of operation.

b. What are the Costs Involved in Starting a Horse Rescue Farm Business

  • The Total Fee for Registering the Business in the United States of America – $750.
  • Legal expenses for obtaining licenses and permits – $1,500.
  • Marketing expenses as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of – $3,580.
  • The cost of hiring a Consultant – is $2,500.
  • Insurance (general liability, workers’ compensation, and animal insurance) coverage at a total premium – of $3,400.
  • The cost for leasing a standard and secured facility for 3 years – is $80,000
  • The cost for facility remodeling – is $20,000.
  • Other start-up expenses like phone and utility deposits ($2,500).
  • Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $40,000
  • The cost for Start-up inventory (stocking with horse feed, disinfectant, washing supplies, medications for the horses et al) – $15,000
  • Storage hardware (bins, rack, shelves,) – $3,720
  • The cost for the purchase of a truck for transporting horses – is $40,000.
  • The cost of launching a website – is $700
  • Miscellaneous – $10,000

c. What Factors Determine the Cost of Opening a Horse Rescue Farm Business?

  • The size of the horse rescue farm business
  • The choice of location
  • The required licenses and permits
  • The type of facility
  • The additional services offerings
  • The cost for branding, promotion, and marketing of the horse rescue farm business
  • The cost of furnishing and equipping the horse rescue farm business
  • The cost of insurance
  • The cost of registering the business
  • Source of your supplies and ongoing expenses
  • Cost of recruiting and training your staff
  • The cost for the purchase and customizing of uniforms
  • The cost of the grand opening of the horse rescue farm business

d. Do You Need to Build a Facility? If YES, How Much Will It Cost?

You may need to build a facility if you have the resources but it is not compulsory because you have the option of long-leasing a property. On average, it will cost you over one hundred and fifty thousand dollars ($150,000) to construct a horse rescue farm facility.

e. What are the Ongoing Expenses of a Horse Rescue Farm Business?

  • Supplies and inventory (stocking with horse feed (hay and grain), disinfectant, washing supplies, vet medications for horses et al)
  • Utility bills (internet, phone bills, signage and sewage et al)
  • Worker’s salaries

f. What is the Average Salary of your Staff?

  • Head of Horse Rescue Farm (President) – $45,000 Per Annum
  • Farm Manager (Administrator) – $36,034 Per Annum
  • Vet Doctor – $35,660 Per Annum
  • Equine Care Practitioners – $32,878 Per Annum
  • Fundraiser – $32,500 Per Annum and based on target
  • Account Officer – $30,000 Per Annum
  • Cleaners – $22,000 Per Annum

g. How Do You Get Funding to Start a Horse Rescue Farm Business?

  • Raising money from personal savings and sale of personal stocks and properties
  • Raising money from investors and business partners
  • Applying for a loan from your bank/banks
  • Source for soft loans from your family members and friends.

Write a Business Plan

A. executive summary.

Texas Shelter© Horse Rescue Farm, Inc. is a standard and licensed horse rescue farm that will be located in Dallas, Texas in a neatly renovated and secured facility; a facility that is specifically equipped with the needed accommodation facilities and gadgets to give comfort and security to rescued horses.

  • Housing and care for abused and neglected horses seized by animal protection agencies
  • Horse adoption programs
  • Excursion facility.

c. Mission Statement

Our mission is to establish a first-class horse rescue farm that will play a meaningful role in solving horse mistreatment, through rescue, intervention, education, and community outreach. To train and make available horses for adoption.

Vision Statement

Our vision is to become the number one choice when it comes to horse rescue in the whole of Dallas, Texas, and also to be amongst the top 3 horse rescue farms in the United States of America within the next 10 years.

d. Goals and Objectives

The goals and objectives of our horse rescue farm business are to ensure quality care and treatment of horses through intervention, education, and outreach.

e. Organizational Structure

  • Head of Horse Rescue Farm (President)
  • Farm Manager (Administrator)
  • Equine Care Practitioner
  • Account Officer

Marketing Plan

A. swot analysis.

  • A well-secured and spacious facility
  • Well-experienced and certified employees
  • A robust partnership with key stakeholders in our city
  • Capacity to attract funding and reliable volunteers.
  • Starting as a new business (stakeholders may still be reluctant to donate their monies to us).
  • Lack of capacity for now to attract government support and funding
  • Lack of budgeting for robust publicity

Opportunities:

Enough abused and strayed horses in the city where we will be opening our horse rescue farm business.

  • The arrival of horse rescue farms in our location
  • Lack of support from stakeholders and the government
  • Unfavorable government policy and legalization.

b. How Do Horse Rescue Farm Business Make Money?

Horse rescue farms make money from;

  • Fees generated from horse adoptions
  • Fees generated from visitors on excursions to the facility
  • Contributions to partners and donors
  • Grants from government agencies and charity organizations
  • Community support.

c. Payment Options

  • Payment via bank transfer
  • Payment with cash
  • Payment via credit cards/Point of Sale Machines (POS Machines)
  • Payment via online bank transfer
  • Payment via check
  • Payment via mobile money transfer
  • Payment via bank draft

d. Sales & Advertising Strategies

  • Introduce your horse rescue farm business by sending introductory letters alongside your brochure to animal control impoundments, animal protection agencies, and key stakeholders in and around your city.
  • Advertise on the internet on blogs and forums, and also on social media like Twitter, Facebook, LinkedIn to get your message across
  • Create a basic website for your horse rescue farm business to give your horse rescue farm an online presence
  • Directly market your horse rescue farm to attract donations
  • Join local chambers of commerce and industry to market your horse rescue farm business and attract donations
  • Advertise the horse rescue farm business in community-based newspapers, local TV and radio stations
  • List your business on yellow pages ads (local directories)
  • Encourage the use of word-of-mouth marketing (referrals)

Financial Projection

A. how much should you charge for your service.

It is important to note that the horse rescue farm business is free of charge since the organization is run as a nonprofit.

b. How Much Profit Do Horse Rescue Farm Business Owners Make a Year?

Operating the horse rescue farm as a non-profit organization requires that no profits be pocketed by the owners or board of directors. Any profits must be re-invested into the organization.

c. What Factors Determine the Amount Generated?

  • The capacity of the horse rescue farm business as it relates to attracting funds
  • The location of the horse rescue farm business is covering
  • The management style of the horse rescue farm business
  • The business approach of the horse rescue farm business
  • The advertising and marketing strategies adopted by the horse rescue facility
  • The number of years the horse rescue farm business facility is in operation

d. What is the Profit Margin of a Horse Rescue Farm Business Product/Service?

Horse rescue farms are not designed to make profits.

e. What is the Sales Forecast?

Below is the sales forecast for a horse rescue farm. It is based on the location of the business and other factors as it relates to such startups in the United States;

  • First Fiscal Year (FY1): $240,000
  • Second Fiscal Year (FY2): $380,000
  • Third Fiscal Year (FY3): $420,000

Set Up your Shop/Office

A. how do you choose a perfect location for horse rescue farm business.

  • The demography of the location especially as it relates to the number of strayed and abused horses
  • The demand for the services of horse rescue farms in the location
  • The capacity of the residents to donate to the success of a horse rescue farm
  • Accessibility of the location
  • The number of Horse rescue farms and other facilities that also offer horse rescue in the location
  • The local laws and regulations in the community/state
  • Traffic, parking and security et al

b. What State and City are Best to Open a Horse Rescue Farm Business?

  • Ocala, Florida
  • San Francisco, California
  • Dallas, Texas
  • Springfield, Missouri
  • Lexington, Kentucky
  • Broken Arrow, Oklahoma
  • Des Moines, Iowa
  • Mansfield, Ohio
  • Greensboro, North Carolina
  • Lena, Mississippi
  • Overland Park, Kansas

c. What Equipment is Needed to Operate a Horse Rescue Farm Business?

  • Vet first aid box
  • Wheelbarrow
  • Stable broom
  • Manure fork.
  • Fire extinguisher.
  • Spare lightbulbs.
  • Extension cord.
  • A secure, dry container or box to store hay/feed/tack/supplies.

Hire Employees

When it comes to hiring employees for a standard Horse rescue farm business, you should make plans to hire a competent Head of Horse rescue farm business (President), Farm Manager (Administrator), Vet Doctor, Equine Care Practitioner, Fundraiser, Account Officer, and Cleaners.

Launch the Business Proper

In recent times, no horse rescue farm business facility opens its door for business without first organizing an opening party to officially launch the business. You can choose to do a soft opening if you are operating on a low budget or you can go for a grand opening party.

The bottom line is that with a proper launching of the Horse rescue farm business, you will officially inform people in your city that your Horse rescue farm is open for business.

a. What Makes a Horse Rescue Farm Business Successful?

  • Ability to attract grants and funding from the government of your city or state or even the federal government
  • Disciplined and dedicated workforce
  • The heart to care for abused and strayed horses
  • Good facility and ambiance
  • A good relationship with stakeholders
  • Good rehabilitation techniques and programs.

b. What Happens During a Typical Day at a Horse Rescue Farm Business?

  • The facility is open for the day
  • The facility is cleaned and prepared for the day’s activities
  • Quality care and treatment are given to the horses
  • Administrative work
  • The facility is closed for the day.

c. What Skills and Experience Do You Need to Build a Horse Rescue Farm Business?

  • Good managerial and human development skills
  • Visionary Leadership skills
  • Team-building & Interpersonal skills.
  • Excellent communication and social skills.
  • Organizational skills.
  • Good problem-solving ability.
  • Experience in handling and caring for horses
  • Experience in the horse rescue and shelter industry
  • Experience in working in an animal sanctuary and related business environment.

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  11. Non-Profit Farming

    Reconnection with nature. Basic Steps You Need To Take When Setting Up Your Farm. For your farm to be considered non-profit, you will need to file with local governments and get tax-exempt status. The first thing you need to do is check with your state's department of agriculture.

  12. Building a Sustainable Business

    Building a Sustainable Business: A Guide to Developing a Business Plan for Farms and Rural Businesses brings the business planning process alive to help today's alternative and sustainable agriculture entrepreneurs transform farm-grown inspiration into profitable enterprises.Sample worksheets lend a practical perspective and illustrate how real farm families set goals, researched processing ...

  13. How to Set Up a Foundation for a Farm

    Setting up a Business By Kim Joyce Benefits of setting up a farm foundation include a nonprofit property tax exemption and the ability to apply for public or private grants, request...

  14. How to Write a Nonprofit Business Plan

    A nonprofit business plan fleshes out this mission statement in greater detail. These plans include many of the same elements as a for-profit business plan, with a focus on fundraising, creating a board of directors, raising awareness, and staying compliant with IRS regulations. A nonprofit business plan can be instrumental in getting your ...

  15. Urban Farm Business Plan Handbook

    The Urban Farm Business Plan Handbook (this document) provides guidance for developing a business plan for the startup and operation of an urban farm. It focuses on food and non-food related cultivated agriculture. The information provided is applicable regardless of whether the farm is to be operated as a non-profit or for-profit business ...

  16. Farm & Agriculture Business Plan Examples

    A good business plan will help your farm or food production business grow. It can improve your chances of receiving government grants or loans, help you manage your business through hard times, and identify additional forms of revenue like tourism or consulting. Most lenders or investors require a business plan before they even consider funding ...

  17. 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

  18. How to Start a Horse Rescue Farm [Business Plan]

    Home » Non Profit How to Start a Horse Rescue Farm [Business Plan] The horse rescue farm business, also called equine rescue and sanctuary, is an organization that transports and cares for abused and neglected horses seized by animal protection agencies.

  19. Moscow's Edible Forest

    The Edible Forest Park is located along Southview Avenue, east of the intersection of Highway 95 and Southview Avenue at the south end of Moscow. This unique space is intended to provide educational opportunities and an example to the community of stewardship of a public food forest. The park is intended to create a sense of place and community ...

  20. ARPA COVID-19 Recovery Grant Program

    In December of 2021, the City of Moscow launched the American Rescue Plan Act (ARPA) Grant Recovery Program to assist small businesses and non-profit organizations in the community. In 2022 City Council awarded grants to 33 applicants totaling more than $600,000 in assistance. On June 6, 2022, the Moscow City Council voted to close the grant ...

  21. Moscow awards ARPA grants to businesses

    The Moscow City Council on Monday voted to award American Rescue Plan Act money to three local businesses affected by COVID-19, and will explore expanding the amount of money nonprofits

  22. City of Moscow American Rescue Plan Act Community and Social Services

    The non-profit recipient will provide a Grant Report to the City once all funds are expended, providing documentation that funds were spent in compliance with the Spending Plan. The City will evaluate the non-profit's compliance with the Grant Program. The City reserves the right to ... use of photos and business logos; participation in the ...