nonprofit after school program business plan

After School Program Business Plan [Sample Template]

By: Author Tony Martins Ajaero

Home » Business ideas » Education Industry » After School Program

Are you about starting an after school program? If YES, here is a detailed sample after school program business plan template & feasibility report you can use for FREE .

Engaging children in fun, creative and educative activities when they are not in school is one sure way of making money in the United States hence the thriving nature of after school businesses.

So, if you are looking for a business to establish as an entertainer or children-oriented business person, you could start an after school program business.

Opening an after school business in an area with loads of children of school age but fewer recreational centers can be very lucrative.

The truth is that one of the easiest ways for parents to get their children active and happy during holidays or even at weekends is to take them to after school program centers.

Starting an after school program business comes with its own fair share of challenges, but that does not rule out the fact that it is indeed a profitable business venture.

An aspiring entrepreneur can either choose to start by choosing a niche or offering general after school activities. Below is a sample after school program business plan template that can help you to successfully write your own with little or no difficulty.

A Sample After School Program Business Plan Template

1. industry overview.

The After-School Program Providers industry comprises of establishments that organize youth programs that take place outside of the traditional school day. After-school programs can occur at various times of the day and in a variety of places, including the school building, community centers, libraries or parks.

Activities include everything from sports and study groups to performing and creative arts. As many industry operators are nonprofit organizations, they are exempt from federal income tax. Players in this industry also operate franchised fitness and recreational sports facilities for children aged 18 and younger.

The After-School Program Providers industry has indeed coped well over the last five years, as it recovered from the economic downturn that affected most businesses in the united states. Rising per capita disposable income as well as growing awareness of the benefits of playing and exercising regularly, especially in response to the rising childhood obesity rate, have driven demand for this business.

Going forward, rising per capita disposable income and lower unemployment levels will continue to drive up demand for franchises. The After-School Program Providers industry is indeed a very large industry and pretty much thriving in all parts of the world.

Statistics has it that in the United States of America alone, there are about 224,792 licensed and registered After-School Program Providers responsible for employing about 1,083,089 employees and the industry rakes in a whooping sum of $23 billion annually with an annual growth rate projected at 2.3 percent.

Please note that the After-School Program Providers industry has no companies with major market shares. According to IBISWorld, the After-School Program Providers industry organizes youth programs that take place outside the traditional school day.

After-school programs are held in a variety of locations, including schools, community centers, libraries or parks. Activities are wide ranging but often include sports, homework-assistance, and opportunities for creative expression. Over the five years to 2018, the number of students participating in after-school activities has risen due to increased demand, a large portion of which remains unmet.

Rising per capita disposable income and greater workforce participation among two-parent households have driven revenue growth for the industry. Over the five years to 2018, revenue for the industry is estimated to increase an annualized rate.

According to the most recent 2009 survey conducted by the Afterschool Alliance, about 8.4 million children participate in after-school programs nationwide for an average of 8.1 hours per week. Despite the number of children in after-school programs having steadily risen from 2004 to 2009, participation has since stagnated with the onset of the recession.

High unemployment allowed more parents to supervise their children instead of enrolling them in industry programs, mitigating growth in participation rates since 2009. In recent time, the industry has experienced revenue growth, despite many families being time – strapped.

While the industry contended with mounting competition from alternative leisure activities, such as bouncy castles and cinemas, many operators generated industry revenue growth on the basis of convenience. In the coming years, the industry revenue is forecast to grow as the After-School Program Providers continue to enhance their product portfolios to attract children and families, despite their reduced leisure time.

Starting an after-school program business in the United States of America can be stressful, it requires enough cash to acquire land large enough to accommodate the kind of activities you want to start and also cash equip the indoor and outdoor playground facility to meet the standard expected by potential users.

2. Executive Summary

Brighter Future® After School Program Provider, Inc. is a licensed after school program provider that will be located in a growing community in East Rutherford – New Jersey. Our basic aim of setting up the business is to contribute our quota in ensuring that children who live in East Rutherford and neighboring towns engage in after school activities that will help them stay off crime and also for them to have fun.

We are committed to nurturing the play, imagination and creative side of children. We have been able to secure a standard indoor playground facility in a central and easy to locate area in East Rutherford – New Jersey.

Our aim of starting the business is to engage children in after school activities that include sports, homework-assistance, opportunities for creative expression, physical activities, educational assistance, food and concessions, music and art, workforce development and family activities.

We are well equipped to services the whole family cum community as well as visitors and travelers. Brighter Future® After School Program Provider, Inc. is going to become the leading after school program provider in the whole of East Rutherford – New Jersey and we will work hard to build our business to match the needs of the average child under the age of 18.

Before launching the business, we conducted a thorough market research and feasibility studies and we came to the conclusion that East Rutherford – New Jersey community is the right place to open our business. Brighter Future®

After School Program Provider, Inc. will at all times demonstrate her commitment to sustainability, both individually and as a business, by actively participating in our communities and integrating sustainable business practices wherever possible.

We will ensure that we hold ourselves accountable to the highest standards by meeting our client’s needs precisely and completely. Brighter Future® After School Program Provider, Inc. is owned and managed by Mercy Colby and her immediate family members.

Mrs. Mercy Colby has robust experience in the children entertainment and family recreation industry and she possess B.Ed. in Physical and Health Education.

3. Our Products and Services

Brighter Future® After School Program Provider, Inc. is in the After-School Program Providers industry to provide children’s fitness center, entertainment and recreation facility for residents of East Rutherford – New Jersey which is why we have been able to put up an outdoor and indoor playground facility that can help us achieve the goal.

We are optimistic that everyone who enroll in our after school program will definitely derive fun and of course have value for their money and time. These are the activities that will be made available to our clients;

• Standalone academic programs
• Standalone child care
• Other after-school programs
• Gymnastics instruction
• Dance instruction
• Swimming instruction
• Additional children’s fitness activities instruction
• Homework-assistance, opportunities for creative expression, physical activities, educational assistance, food and concessions, music and art.

4. Our Mission and Vision Statement

• Our Vision is to build a world – class after-school program business and also to contribute our quota in encouraging families and children in East Rutherford – New Jersey to actively engage in creative and recreational activities.
• Our mission for establishing Brighter Future® After School Program Provider, Inc. is to create a movement in the community that supports total engagement of children of school age in after school programs (creative and recreational activities).
• We want to contribute our quota towards ensuring that East Rutherford – New Jersey community produces some of the brightest and crime – free children of school age in the whole of the United States of America.

Our Business Structure

Brighter Future® After School Program Provider, Inc. is in business to become the leading after school program providers in the whole of East Rutherford – New Jersey and we are fully aware that it will take the right activities, management and organizational structure to achieve our goal.

We will ensure that we recruit only the best hands that can help us achieve all that we are set to accomplish. Our business will not be built for giving our members value for their money and time, but also, we will ensure that we make our work environment highly conducive for all our employees.

We will provide them with employee packages that will help them stay motivated. In view of that, we have made provisions for the following positions to be occupied by highly qualified and experienced staff;

• Chief Executive Office – CEO
• After School Programs Coordinator
• Accountant / Cashier
• Marketing and Sales Officer
• Indoor / Outdoor Playground Safety Instructors / Assistant (5)
• Customer Care Executive / Front Desk Officer

5. Job Roles and Responsibilities

Chief Executive Officer – CEO:

• Increases management’s effectiveness by recruiting, selecting, orienting, training, coaching, counseling, and disciplining managers; communicating values, strategies, and objectives; assigning accountabilities; planning, monitoring, and appraising job results
• Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
• Responsible for fixing prices and signing business deals
• Responsible for providing direction for the business
• Responsible for signing checks and documents on behalf of the company
• Evaluates the success of the organization
• Carrying out staff induction for new team members

After School Program Coordinator

• Set educational standards and goals, and help establish policies, procedures, and programs to carry them out.
• Plan afterschool programs to cater to the individual needs of students enrolled in the program
• In charge of homework-assistance programs, physical activities, educational assistance, food and concessions, music and art.
• Implement the curriculum by creating appropriate lesson plans and imparting them in a strategic manner
• Make presentations for the students so that they can understand what is to be expected of them during the course of the program
• Develop and implement procedures and policies for afterschool programs
• Ensure and encourage positive student behavior through modeling
• Interview and hire instructors to provide sustenance to the afterschool program
• Make sure that each instructor is provided with guidelines for his or her lesson
• Establish communication between school management and students
• Evaluate students on the basis of their ability to handle information
• Document findings of the evaluations and discuss the same with parents
• Maintain records of students enrolled in the afterschool program in a confidential manner
• Implement emergency procedures when necessary
• Identify student misconduct and attempt to correct it
• Check that all program areas are kept neat and clean at all times

Indoor/Outdoor Playground Safety Instructors/Assistant (5)

• Ensure that children follow safety measures when they make use of our play facilities
• Handle amusement and recreation services
• Handle registration for sports tournaments and matches
• Responsible for handling and giving instruction for services such as meals, coin-operated games and rides, amateur sports teams and club services et al.

Marketing and Sales Officer (2)

• Identify, prioritize, and reach out to new clients, and business opportunities et al
• Identifies development opportunities; follows up on development leads and contacts
• Writing winning proposal documents, negotiate fees and rates in line with organizations’ policy
• Responsible for handling business research, market surveys and feasibility studies for clients
• Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients
• Document all customer contact and information
• Represent Brighter Future® After School Program Provider, Inc. in strategic meetings
• Help increase sales and growth for Brighter Future® After School Program Provider, Inc.

Accountant/Cashier:

• Responsible for preparing financial reports, budgets, and financial statements for the organization
• Provides managements with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
• Responsible for financial forecasting and risks analysis.
• Performs cash management, general ledger accounting, and financial reporting for the organization
• Responsible for developing and managing financial systems and policies
• Responsible for administering payrolls
• Ensuring compliance with taxation legislation
• Handles all financial transactions for Brighter Future® After School Program Provider, Inc.
• Serves as internal auditor for Brighter Future® After School Program Provider, Inc..

Client Service Executive

• Welcomes members and potential members / clients by greeting them in person or on the telephone; answering or directing inquiries.
• Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level
• Through interaction with clients on the phone, uses every opportunity to build client’s interest in the organization’s products and services
• Manages administrative duties assigned by the management in an effective and timely manner
• Consistently stays abreast of any new information on the organizations’ products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients when they make enquiries

Cleaners (3):

• Responsible for cleaning in and around the outdoor and indoor playground facility
• Clean up after customers
• Wash glassware and utensils after each use
• Maintain a clean play area by sweeping, vacuuming, dusting, cleaning of glass doors and windows, etc. if required.
• Ensure that toiletries and supplies don’t run out of stock

6. SWOT Analysis

Brighter Future® After School Program Provider, Inc. provides after-school activities for children of school age in East Rutherford – New Jersey. We are aware that there are competitions in the After-School Program Providers industry which is why we took out time to conduct an effective SWOT Analysis before investing our hard earned money into the business.

We hired the services of Dr. Emmanuel Bright, a HR and Business consultant with bias in business structuring to help us conduct SWOT analysis for our company and he did a pretty good job for us. Here is a of the result we got from the SWOT analysis that was conducted on behalf of Brighter Future® After School Program Provider, Inc.;

One of the apparent strengths that will definitely stand as a plus for Brighter Future® After School Program Provider, Inc. is the fact that our indoor and outdoor facility is centrally located in a densely populated residential area in East Rutherford – New Jersey; our location is in fact one of our major strength.

We equally have a team of highly qualified professionals who will work with our clients to achieve their aims of enrolling in our program and lastly our membership package is going to be one of the best that anybody living in East Rutherford – New Jersey can get; it is cheap and affordable.

Before setting up this business, we looked into our Business model and we were able to identify two major weakness. One is the fact that we are a new business.

The second is the fact that we may not have the financial resources required to match up with existing indoor playground facilities and even government own entertainment and recreation facilities in East Rutherford – New Jersey when it comes to acquiring latest children entertainment and fitness equipment and also in generating the needed hype that can drive traffic towards our facility.

• Opportunities:

Part of the advantages we have is that, we are centrally located in one of the busiest areas with the right demographic composition in East Rutherford – New Jersey and we are open to all the available opportunities that the city has to offer.

When unemployment rises, parents are more likely to care for kids outside of school hours instead of enrolling them in industry programs. unfavorable government policies , demographic / social factors, downturn in the economy which is likely going to affect consumers spending and lastly, the emergence of new competitors within the same location where our business is located.

7. MARKET ANALYSIS

• Market Trends

The After-School Program Providers industry is part of the industry that has benefited from recent marketing campaigns which is targeted towards encouraging people (children inclusive) to participate in recreation activities and sports, as well as consumer trends toward healthy living.

Going forward, many people who are part of the baby boomers generation are expected to sign up their children for health and fitness club memberships in their communities. However, patrons of after school program providers are anticipated to increasingly pick up membership from less expensive facilities as against expensive all – inclusive clubs.

Lastly, for after school program provider to remain operational despite less government funding and stagnant participation in industry programs, most operations are increasingly relying on volunteer labor and community support, which is benefiting the industry.

8. Our Target Market

The target market for after school program providers cuts across children of school age from different backgrounds. Brighter Future® After School Program Provider, Inc. will work towards providing services, facilities and environment that will help us reach out to our target market. These are the category of people that we intend marketing our family entertainment center to;

• Households and families with children under the age of 18 in an around East Rutherford – New Jersey
• Churches and Religious centers

Our competitive advantage

The After-School Program Providers industry is indeed a prolific and highly competitive industry. Clients will only enroll in your after school program if they know that you can help them achieve their goals.

Brighter Future® After School Program Provider, Inc. is centrally located in a densely populated – residential area with the right demographic composition in East Rutherford – New Jersey; this is obviously going to give us an edge amongst our competitors.

We equally have a team of highly qualified professionals who will work with the children to achieve their aims of enrolling in our after school program and lastly our membership package is going to be one of the best that anybody living in East Rutherford – New Jersey can get; it is cheap and affordable.

Lastly, our employees will be well taken care of, and their welfare package will be among the best within our category in the industry. It will enable them to be more than willing to build the business with us and help deliver our set goals and objectives.

9. SALES AND MARKETING STRATEGY

• Marketing Strategy and Sales Strategy

Our marketing strategies will be directed towards achieving specific objectives that support the strategic goals of the organization. The truth is that all that we do will be geared towards creating new market channels, increasing sales and our market share.

We will leverage on improving on our services to ensure that we win new clients and retain old members. At Brighter Future® After School Program Provider, Inc., our marketing strategies will be consistent throughout the marketing mix and we will take into consideration product improvement, promotion, and price.

Our unique selling proposition is that we are well positioned and people can easily access our facility, our prices are affordable and we have a complete package for families, schools and religious organizations. Part of the marketing and sales strategies that we will adopt are;

• Open our after school program with a big party for children that reside in and around East Rutherford – New Jersey
• Advertise Brighter Future® After School Program Provider, Inc. on national dailies, local TV and radio stations
• Promote our after school program online via our official website and all available social media platforms
• Introduce our after school program by sending introductory letters alongside our brochure to religious organizations, schools, households and key stakeholders in East Rutherford – New Jersey
• Print out fliers and business cards and strategically drop them in offices, libraries, public facilities and train stations et al.
• Making our first impression count positively to those making use of our indoor or outdoor playground facility for the first time
• Make use of attractive hand bills to create awareness and also to give direction to our facility
• Adopt direct mailing coupon marketing approach
• Position our signage / flexi banners at strategic places in and around East Rutherford – New Jersey
• Create a loyalty plan that will enable us reward our consistent members especially those that registered as a family or groups
• Engage in roadshows within our neighborhood to create awareness for our after school program business.

Sources of Income

Brighter Future® After School Program Provider, Inc. is established with the aim of maximizing profits in the After-School Program Providers industry and we are going to ensure that we do all it takes to attract clients on a regular basis. Brighter Future® After School Program Provider, Inc. will generate income by offering the following services;

10. Sales Forecast

It is important to state that our sales forecast is based on the data gathered during our feasibility studies and also some of the assumptions readily available on the field. It would be hard to create a sales forecast with a newly opened business because the statistics that will be provided will be on a short term basis.

Experts said that usually a business should be in operation for at least one year before they can generate the statistics that will help in accurate forecasting; statistics should be at least one year old in order to show the trends and pattern in consumer spending.

We expect to welcome a minimum of 12,000 children i.e. one thousand children per month within our first year of operation and then in subsequent years we will grow by 25 percent or more. Below are the sales projection for Brighter Future® After School Program Provider, Inc., it is based on the location of our after school program business and the services and products that we will be offering;

• First Fiscal Year (FY1):  $200,000
• Second Fiscal Year (FY2):  $450,000
• Third Fiscal Year (FY3):  $750,000

N.B : This projection was done based on what is obtainable in the industry and with the assumption that there won’t be any major competitor offering same services as we do within 4.5 miles radius from our facility.

11. Publicity and Advertising Strategy

We have been able to work with our branding and publicity consultants to help us map out publicity and advertising strategies that will help us walk our way into the heart of our target market. We are set to become the number one choice in the whole of East Rutherford – New Jersey which is why we have made provisions for effective publicity and advertisement of our after school program business.

Below are the platforms we intend to leverage on to promote and advertise Brighter Future® After School Program Provider, Inc.;

• Place adverts on both print (community – based newspapers and magazines) and electronic media platforms
• Sponsor relevant community – based sport events and academic competitions
• Leverage on the internet and social media platforms like; Instagram, Facebook, twitter, YouTube, Google + et al to promote our brand
• Install our billboards in strategic locations all around East Rutherford – New Jersey
• Engage in roadshow from time to time in targeted neighborhoods
• Distribute our fliers and handbills in target areas
• Contact Families and schools by calling them up and informing them of Brighter Future® After School Program Provider, Inc. and the services we offer
• List Brighter Future® After School Program Provider, Inc. on local directories / yellow pages
• Advertise our after school program business in our official website and employ strategies that will help us pull traffic to the site.
• Ensure that all our staff members wear our branded shirts and all our official vehicles are well branded with our corporate logo.

12. Our Pricing Strategy

Our pricing system is going to be based on what is obtainable in the industry, we don’t intend to charge more (except for premium and customized services) and we don’t intend to charge less than what our competitors are charging as gate fees or membership fee in East Rutherford – New Jersey.

Be that as it may, we have put plans in place to offer discount services once in a while and also to reward our loyal customers especially when they refer clients to us or when they register as a family or a religious organization and schools.

• Payment Options

The payment policy adopted by Brighter Future® After School Program Provider, Inc. is all inclusive because we are quite aware that different customers prefer different payment options as it suits them but at the same time, we will ensure that we abide by the financial rules and regulation of the United States of America.

Here are the payment options that Brighter Future® After School Program Provider, Inc. will make available to her clients;

• Payment by via bank transfer
• Payment via online bank transfer
• Payment via check
• Payment via mobile money
• Payment with cash

In view of the above, we have chosen banking platforms that will enable our clients pay us without any difficulty.

13. Startup Expenditure (Budget)

From our market research and feasibility studies, we were able to come up with the following financial projections and costing as it relates to establishing our own after school program business in the United States of America;

• The total fee for registering the business in the United States of America – $750.
• Legal expenses for obtaining licenses and permits as well as the accounting services (software, P.O.S machines and other software) – $3,300.
• Marketing promotion expenses for the grand opening of Brighter Future® After School Program Provider, Inc. in the amount of $3,500 and as well as flyer printing (2,000 flyers at $0.04 per copy) for the total amount of $3,580.
• The cost for hiring business consultant – $2,500.
• The cost for insurance (general liability, workers’ compensation and property casualty) coverage at a total premium – $2,400.
• The cost for payment of rent for 12 months at $1.76 per square feet warehouse facility in the total amount of $105,600.
• The total cost for facility remodeling (construction of racks and shelves) – $20,000.
• Other start-up expenses including stationery ($500) and phone and utility deposits ($2,500).
• Operational cost for the first 3 months (salaries of employees, payments of bills et al) – $60,000
• The cost for start-up inventory (stocking with a wide range of sport wares, writing implements, stamps and stencils, stationery and loose-leaf paper, notebooks, binders and organizers and other related items) – $100,000
• The cost of purchase and installation of CCTVs – $5,000
• The cost for the purchase of furniture and gadgets (Computers, Printers, Telephone, TVs, Sound System, tables and chairs et al) – $4,000.
• The cost of launching a website – $600
• The cost for our opening party – $7,000
• Miscellaneous – $10,000

We would need an estimate of $350,000 to successfully set up our after school program business in East Rutherford – New Jersey.

Generating Funds/Startup Capital for Brighter Future® After School Program Provider, Inc.

Brighter Future® After School Program Provider, Inc. is owned and managed by Mrs. Mercy Colby and her immediate family members. They decided to restrict the sourcing of the startup capital for the business to just three major sources.

• Generate part of the startup capital from personal savings and sale of stocks
• Generate part of the startup capital from friends and other extended family members
• Generate a larger chunk of the startup capital from the bank (loan facility).

N.B: We have been able to generate about $250,000 (Personal savings $200,000 and soft loan from family members $50,000) and we are at the final stages of obtaining a loan facility of $500,000 from our bank. All the papers and documents have been duly signed and submitted, the loan has been approved and any moment from now our account will be credited.

14. Sustainability and Expansion Strategy

The future of a business lies in the number of loyal customers that they have, the capacity and competence of their employees, their investment strategy and business structure. If all of these factors are missing from a business, then it won’t be too long before the business closes shop.

One of our major goals of starting Brighter Future® After School Program Provider, Inc. is to build a business that will survive off its own cash flow without injecting finance from external sources once the business is officially running. We know that one of the ways of gaining approval and winning customers over is to come up with creative recreational activities for children of all ages.

Brighter Future® After School Program Provider, Inc. will make sure that the right foundation, structures and processes are put in place to ensure that our staff welfare are well taken of. Our company’s corporate culture is designed to drive our business to greater heights and training and retraining of our workforce is at the top burner.

As a matter of fact, profit-sharing arrangement will be made available to all our management staff and it will be based on their performance for a period of ten years or more. We know that if that is put in place, we will be able to hire and retain the best hands we can get in the industry and they will be more committed to help us build the business of our dreams.

Check List/Milestone

• Business Name Availability Check : Completed
• Business Registration: Completed
• Opening of Corporate Bank Accounts: Completed
• Securing Point of Sales (POS) Machines: Completed
• Opening Mobile Money Accounts: Completed
• Opening Online Payment Platforms: Completed
• Application and Obtaining Tax Payer’s ID: In Progress
• Application for business license and permit: Completed
• Purchase of Insurance for the Business: Completed
• Acquiring indoor and outdoor facility and remodeling the facility: In Progress
• Conducting Feasibility Studies: Completed
• Generating capital from family members: Completed
• Applications for Loan from the bank: In Progress
• Writing of Business Plan: Completed
• Drafting of Employee’s Handbook: Completed
• Drafting of Contract Documents and other relevant Legal Documents: In Progress
• Design of The Company’s Logo: Completed
• Printing of Promotional Materials: In Progress
• Recruitment of employees: In Progress
• Purchase of academic resources, office appliances and suppliers: In progress
• Creating Official Website for the Company: Completed
• Creating Awareness for the business both online and in the neighborhood: In Progress
• Health and Safety and Fire Safety Arrangement (License): Secured
• Opening party/launching party planning: In Progress

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3 Sample Nonprofit Business Plans For Inspiration

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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• Non-Profit Business Plan
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• 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

• Sample Business Plans
• Education & Training

After-School Program Business Plan

After-school programs are advantageous for both working parents and kids looking for extracurricular activities that match their interests. In fact, they are a fantastic approach for educators to increase their audience and generate more cash with additional activities.

Are you looking to start writing a business plan for your after-school program business? Creating a business plan is essential to starting, growing, and securing funding for your business. We have prepared an after-school program business plan template for you to help in start writing yours.

Free Business Plan Template

Download our free business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

• Fill in the blanks – Outline
• Financial Tables

How to Write an After-School Program Business Plan?

Writing an after-school program business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section of the business plan intended to provide an overview of the whole business plan. Generally, it is written after the entire business plan is ready. Here are some components to add to your summary:

Start with a brief introduction:

Market opportunity:, mention your services:, management team:, financial highlights:, call to action:.

Ensure you keep your executive summary concise and clear, use simple language, and avoid jargon.

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2. Business Overview

Depending on what details of your business are important, you’ll need different elements in your business overview. Still, there are some foundational elements like business name, legal structure, location, history, and mission statement that every business overview should include:

About the business:

Home-based childcare:, child care center:, preschool child care:, school-age child care:.

• Company structure of your after-school program business whether it is LLC, partnership firm, or others.
• Location of your after-school program and the reason why you selected that place.

Mission statement:

Business history:, future goals:.

This section should provide an in-depth understanding of your after-school program business. Also, the business overview section should be engaging and precise.

3. Market Analysis

Market analysis provides a clear understanding of the market in which your after-school program business will run along with the target market, competitors, and growth opportunities. Your market analysis should contain the following essential components:

Target market:

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

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

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

4. Products And Services

The product and services section of an after-school program business plan should describe the specific services and products that will be offered to customers. To write this section should include the following:

List the services:

Give a thorough explanation of the after-school program services provided in this section. The particular activities that will be offered, such as:

• Help with homework,
• Extracurricular activities,
• Enrichment activities,
• Social & emotional support, and
• Other potential programs

Describe each service: For each service, provide a detailed description of what it entails, the time required, and the qualifications of the professionals who will provide the service.

Provide information on staff and facilities:

Give a succinct description of your staff’s credentials, mentioning both their training and pertinent work experience. Additionally, give details about the program’s facilities, along with any tools or materials that will be required.

Overall, a business plan’s product and services section should be detailed, informative, and customer-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Develop your unique selling proposition (USP):

Determine your pricing strategy:, marketing strategies:, sales strategies:, customer retention:.

Overall, the sales and marketing strategies section of your business plan should outline your plans to attract and retain customers and generate revenue. Be specific, realistic, and data-driven in your approach, and be prepared to adjust your strategies based on feedback and results.

6. Operations Plan

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

Hiring plan:

Operational process:, curriculum:.

By including these key elements in your operations plan section, you can create a comprehensive plan that outlines how you will run your after-school program business.

7. Management Team

The management team section provides an overview of the individuals responsible for running the after-school program business. This section should provide a detailed description of the experience and qualifications of each manager, as well as their responsibilities and roles.

Key managers:

Organizational structure:, compensation plan:, board of advisors:.

Describe the key personnel of your company and highlight why your business has the fittest team.

8. Financial Plan

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

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:, financing needs:.

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

9. Appendix

When writing the appendix section, you should include any additional information that supports the main content of your plan. This may include financial statements, market research data, legal documents, and other relevant information.

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

Remember, the appendix section of your business should only include relevant and important information that supports the main content of your plan.

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

Fill-in-the-blanks and automatic financials make it easy.

This after-school program business plan sample will provide an idea for writing a successful plan, including all the essential components of your business.

After this, if you are still confused about how to write an investment-ready business plan to impress your audience, then download our after-school program business plan pdf .

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Frequently asked questions, why do you need an after-school program business plan.

A business plan is an essential tool for anyone looking to start or run a successful after-school program. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your business.

How to get funding for your after-school program business?

There are several ways to get funding for your after-school program business, but one of the most efficient and speedy funding options is self-funding. Other options for funding are:

Small Business Administration (SBA) loan

Crowdfunding, angel investors.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your after-school program business?

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

What is the easiest way to write your after-school program business plan?

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

About the Author

Upmetrics Team

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

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• Resources for Entrepreneurs > Open a Business > Starting a Business

How to Start an After School Program

Starting a Business

We've collected some good advice that is ideal for entrepreneurial folks who are thinking about starting an after school program. Read these tips before you open up shop.

We share some pragmatic information on what it takes to start an after school program.

Like working with kids and want your own business? Tap into strong demand for quality after-school programs.

After-School Industry Overview

Nearly half of all households in the U.S. are dual income homes. Unless there are extended family willing to fill the void, that leaves many parents unable to provide after-school care for their kids, and creates opportunities for entrepreneurs in the after-school and wrap-around childcare sector.

Most after-school programs work cooperatively with local schools for busing and other activities. Although some provide before-school services, the majority focus on providing supervision, tutoring and play options for school-aged children from the time school is out until pick up.

Startup Formats for After-School Programs

There is strong demand for quality after-school programs in the U.S. But the sheer quantity of after-school care providers can make it difficult for startup entrepreneurs to get on their feet.

As you begin to consider how you will differentiate your after-school program in a crowded marketplace, you'll also need to consider the type of after-school program you will launch.

• For-Profit After-School Businesses. For-profit after-school operations are privately owned companies. Although they can be operated out of a home, best-in-breed after-school businesses are located in storefronts and facilities that are centrally located, safety compliant and have been outfitted to attract a steady customer base.
• Nonprofit After-School Programs. Many after-school programs launch as nonprofit organizations . The primary difference between nonprofit programs and for-profit businesses is that the organization isn't owned -- it exists as an independent entity. The after-school leader and staff are paid salaries, but no one has an ownership stake in the program or its assets. Both for-profit and nonprofit after-school programs charge fees for service. However, nonprofit programs may also qualify for government and foundation grants, and may experience a greater level of cooperation from the local nonprofit/educational community.

Best Practices: Business Plans for After School Programs

Struggling to get the attention of lenders and investors? Maybe it's because you're lacking a high quality business plan.

Business plans address a wide range of issues, including startup financials. The financial chapter of your business plan is one of the first places investors and lenders look, so it needs to contain forecasts and budgets that are rooted in business realities rather than your personal best case scenario.

Subsequently, a thorough understanding of business plan financial basics is a prerequisite to effective business plan writing for after school programs.

Selecting a Location

Most after school programs sell primarily to local customers. As an aspiring entrepreneur, the most important advice we can give you is to avoid investing in an underperforming, unprofitable location. Knowing what to look for in a location when you start a business is more important than most new entrepreneurs realize.

Review Competitors

Long before you open an after school program in your area, it's a good idea to see how many competitors you have. Use the link below to find competitors in your city. After clicking on the link, type in your city, state and zip code to get a list of after school programs near you.

• Locate After School Programs Near You

Prior to opening your doors for business, be sure you fully understand the competitive landscape and where your new business will fit in.

Turning Competitors Into Collaborators

After you've evaluated your local competitors, the next step is to have a conversation with someone who is in the business. If you think owners of nearby after school programs will give you advice, think again. Why would they want to educate a future competitor?

Thankfully, an owner of a an after school program in another town may be more than happy to give you a few tips, after they realize you reside far away from them and won't be stealing their local customers. In that case, the business owner may be more than happy to discuss the industry with you. If you are persistent, you can find a business mentor who is willing to help you out.

Where do you find an entrepreneur who is running an after school program in another community?

It's easy. Here's a link you can use to find a mentor outside of your area.

• Find After School Program Owners Who Might Advise You

Financial Benefits of Buying an After School Program

Startup after school programs carry a host of financial risks and concerns. Without an operational history, it's hard to predict how your startup will actually perform in the marketplace.

Although there are many benefits to buying an existing after school program, the financial advantages rank near the top of the list. Established after school programs have reliable revenue streams and loyal customer bases � both of which will shape your company's financial landscape.

Based on the acquisition target's financial records, you should be able to piece together a realistic forecast of your new company's financial picture for the first year and beyond. If you need assistance, we suggest talking to an accountant or professional business planning consultant.

Don't Forget About Franchising As an Option

The odds of achieving your primary goal of doing well in business are substantially improved if you decide to franchise rather than going it alone.

If you are thinking about opening an after school program, you would be wise to check out whether purchasing a franchise might make sense for you.

The link below gives you access to our franchise directory so you can see if there's a franchise opportunity for you. You might even find something that points you in a completely different direction.

• How to Choose a Child Education and Tutoring Franchise

More Advice for Startups

These additional resources regarding getting started as an entrepreneur may be of interest to you.

Coming Up With Good Business Ideas

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The Ultimate Guide to Writing a Nonprofit Business Plan

A business plan can be an invaluable tool for your nonprofit. Even a short business plan pushes you to do research, crystalize your purpose, and polish your messaging. This blog shares what it is and why you need it, ten steps to help you write one, and the dos and don’ts of creating a nonprofit business plan.

Nonprofit business plans are dead — or are they?

For many nonprofit organizations, business plans represent outdated and cumbersome documents that get created “just for the sake of it” or because donors demand it.

But these plans are vital to organizing your nonprofit and making your dreams a reality! Furthermore, without a nonprofit business plan, you’ll have a harder time obtaining loans and grants , attracting corporate donors, meeting qualified board members, and keeping your nonprofit on track.

Even excellent ideas can be totally useless if you cannot formulate, execute, and implement a strategic plan to make your idea work. In this article, we share exactly what your plan needs and provide a nonprofit business plan template to help you create one of your own.

What is a Nonprofit Business Plan?

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

A business plan is the foundation of your organization — the who, what, when, where, and how you’re going to make a positive impact.

The best nonprofit business plans aren’t unnecessarily long. They include only as much information as necessary. They may be as short as seven pages long, one for each of the essential sections you will read about below and see in our template, or up to 30 pages long if your organization grows.

Why do we need a Nonprofit Business Plan?

Regardless of whether your nonprofit is small and barely making it or if your nonprofit has been successfully running for years, you need a nonprofit business plan. Why?

When you create a nonprofit business plan, you are effectively creating a blueprint for how your nonprofit will be run, who will be responsible for what, and how you plan to achieve your goals.

Your nonprofit organization also needs a business plan if you plan to secure support of any kind, be it monetary, in-kind , or even just support from volunteers. You need a business plan to convey your nonprofit’s purpose and goals.

It sometimes also happens that the board, or the administration under which a nonprofit operates, requires a nonprofit business plan.

To sum it all up, write a nonprofit business plan to:

• Layout your goals and establish milestones.
• Better understand your beneficiaries, partners, and other stakeholders.
• Assess the feasibility of your nonprofit and document your fundraising/financing model.
• Attract investment and prove that you’re serious about your nonprofit.
• Attract a board and volunteers.
• Position your nonprofit and get clear about your message.
• Force you to research and uncover new opportunities.
• Iron out all the kinks in your plan and hold yourself accountable.

Before starting your nonprofit business plan, it is important to consider the following:

• Who is your audience?  E.g. If you are interested in fundraising, donors will be your audience. If you are interested in partnerships, potential partners will be your audience.
• What do you want their response to be? Depending on your target audience, you should focus on the key message you want them to receive to get the response that you want.

10-Step Guide on Writing a Business Plan for Nonprofits

Note: Steps 1, 2, and 3 are in preparation for writing your nonprofit business plan.

Step 1: Data Collection

Before even getting started with the writing, collect financial, operating, and other relevant data. If your nonprofit is already in operation, this should at the very least include financial statements detailing operating expense reports and a spreadsheet that indicates funding sources.

If your nonprofit is new, compile materials related to any secured funding sources and operational funding projections, including anticipated costs.

Step 2: Heart of the Matter

You are a nonprofit after all! Your nonprofit business plan should start with an articulation of the core values and your mission statement . Outline your vision, your guiding philosophy, and any other principles that provide the purpose behind the work. This will help you to refine and communicate your nonprofit message clearly.

Your nonprofit mission statement can also help establish your milestones, the problems your organization seeks to solve, who your organization serves, and its future goals.

Check out these great mission statement examples for some inspiration. For help writing your statement, download our free Mission & Vision Statements Worksheet .

Step 3: Outline

Create an outline of your nonprofit business plan. Write out everything you want your plan to include (e.g. sections such as marketing, fundraising, human resources, and budgets).

An outline helps you focus your attention. It gives you a roadmap from the start, through the middle, and to the end. Outlining actually helps us write more quickly and more effectively.

An outline will help you understand what you need to tell your audience, whether it’s in the right order, and whether the right amount of emphasis is placed on each topic.

Pro tip: Use our Nonprofit Business Plan Outline to help with this step! More on that later.

Step 4: Products, Programs, and Services

In this section, provide more information on exactly what your nonprofit organization does.

• What products, programs, or services do you provide?
• How does your nonprofit benefit the community?
• What need does your nonprofit meet and what are your plans for meeting that need?

E.g. The American Red Cross carries out its 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.

Don’t skimp out on program details, including the functions and beneficiaries. This is generally what most readers will care most about.

However, don’t overload the reader with technical jargon. Try to present some clear examples. Include photographs, brochures, and other promotional materials.

Step 5: Marketing Plan

A marketing plan is essential for a nonprofit to reach its goals. If your nonprofit is already in operation, describe in detail all current marketing activities: any outreach activities, campaigns, and other initiatives. Be specific about outcomes, activities, and costs.

If your nonprofit is new, outline projections based on specific data you gathered about your market.

This will frequently be your most detailed section because it spells out precisely how you intend to carry out your business plan.

• Describe your market. This includes your target audience, competitors, beneficiaries, donors, and potential partners.
• Include any market analyses and tests you’ve done.
• Outline your plan for reaching your beneficiaries.
• Outline your marketing activities, highlighting specific outcomes.

Step 6: Operational Plan

An operational plan describes how your nonprofit plans to deliver activities. In the operational plan, it is important to explain how you plan to maintain your operations and how you will evaluate the impact of your programs.

The operational plan should give an overview of the day-to-day operations of your organization such as the people and organizations you work with (e.g. partners and suppliers), any legal requirements that your organization needs to meet (e.g. if you distribute food, you’ll need appropriate licenses and certifications), any insurance you have or will need, etc.

In the operational plan, also include a section on the people or your team. Describe the people who are crucial to your organization and any staff changes you plan as part of your business plan.

Pro tip: If you have an organizational chart, you can include it in the appendix to help illustrate how your organization operates. Learn more about the six types of nonprofit organizational charts and see them in action in this free e-book . 

Step 7: Impact Plan

For a nonprofit, an impact plan is as important as a financial plan. A nonprofit seeks to create social change and a social return on investment, not just a financial return on investment.

Your impact plan should be precise about how your nonprofit will achieve this step. It should include details on what change you’re seeking to make, how you’re going to make it, and how you’re going to measure it.

This section turns your purpose and motivation into concrete accomplishments your nonprofit wants to make and sets specific goals and objectives.

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.

Answer these in the impact plan section of your business plan:

• What goals are most meaningful to the people you serve or the cause you’re fighting for?
• How can you best achieve those goals through a series of specific objectives?

E.g. “Finding jobs for an additional 200 unemployed people in the coming year.”

Step 8: Financial Plan

This is one of the most important parts of your nonprofit business plan. Creating a financial plan will allow you to make sure that your nonprofit has its basic financial needs covered.

Every nonprofit needs a certain level of funding to stay operational, so it’s essential to make sure your organization will meet at least that threshold.

To craft your financial plan:

• Outline your nonprofit’s current and projected financial status.
• Include an income statement, balance sheet , cash flow statement, and financial projections.
• List any grants you’ve received, significant contributions, and in-kind support.
• Include your fundraising plan .
• Identify gaps in your funding, and how you will manage them.
• Plan for what will be done with a potential surplus.
• Include startup costs, if necessary.

If your nonprofit is already operational, use established accounting records to complete this section of the business plan.

Knowing the financial details of your organization is incredibly important in a world where the public demands transparency about where their donations are going.

Pro tip : Leverage startup accelerators dedicated to nonprofits that can help you with funding, sponsorship, networking, and much more.

Step 9: Executive Summary

Normally written last but placed first in your business plan, your nonprofit executive summary provides an introduction to your entire business plan. The first page should describe your non-profit’s mission and purpose, summarize your market analysis that proves an identifiable need, and explain how your non-profit will meet that need.

The Executive Summary is where you sell your nonprofit and its ideas. Here you need to describe your organization clearly and concisely.

Make sure to customize your executive summary depending on your audience (i.e. your executive summary page will look different if your main goal is to win a grant or hire a board member).

Step 10: Appendix

Include extra documents in the section that are pertinent to your nonprofit: organizational chart , current fiscal year budget, a list of the board of directors, your IRS status letter, balance sheets, and so forth.

The appendix contains helpful additional information that might not be suitable for the format of your business plan (i.e. it might unnecessarily make it less readable or more lengthy).

Do’s and Dont’s of Nonprofit Business Plans – Tips

• Write clearly, using simple and easy-to-understand language.
• Get to the point, support it with facts, and then move on.
• Include relevant graphs and program descriptions.
• Include an executive summary.
• Provide sufficient financial information.
• Customize your business plan to different audiences.
• Stay authentic and show enthusiasm.
• Make the business plan too long.
• Use too much technical jargon.
• Overload the plan with text.
• Rush the process of writing, but don’t drag it either.
• Gush about the cause without providing a clear understanding of how you will help the cause through your activities.
• Keep your formatting consistent.
• Use standard 1-inch margins.
• Use a reasonable font size for the body.
• For print, use a serif font like Times New Roman or Courier. For digital, use sans serifs like Verdana or Arial.
• Start a new page before each section.
• Don’t allow your plan to print and leave a single line on an otherwise blank page.
• Have several people read over the plan before it is printed to make sure it’s free of errors.

Nonprofit Business Plan Template

To help you get started we’ve created a nonprofit business plan outline. This business plan outline will work as a framework regardless of your nonprofit’s area of focus. With it, you’ll have a better idea of how to lay out your nonprofit business plan and what to include. We have also provided several questions and examples to help you create a detailed nonprofit business plan.

Download Your Free Outline

At Donorbox, we strive to make your nonprofit experience as productive as possible, whether through our donation software  or through our advice and guides on the  Nonprofit Blog . Find more free, downloadable resources in our Library .

Many nonprofits start with passion and enthusiasm but without a proper business plan. It’s a common misconception that just because an organization is labeled a “nonprofit,” it does not need to operate in any way like a business.

However, a nonprofit is a type of business, and many of the same rules that apply to a for-profit company also apply to a nonprofit organization.

As outlined above, your nonprofit business plan is a combination of your marketing plan , strategic plan, operational plan, impact plan, and financial plan. Remember, you don’t have to work from scratch. Be sure to use the nonprofit business plan outline we’ve provided to help create one of your own. 

It’s important to note that your nonprofit should not be set in stone—it can and should change and evolve. It’s a living organism. While your vision, values, and mission will likely remain the same, your nonprofit business plan may need to be revised from time to time. Keep your audience in mind and adjust your plan as needed.

Finally, don’t let your plan gather dust on a shelf! Print it out, put up posters on your office walls, and read from it during your team meetings. Use all the research, data, and ideas you’ve gathered and put them into action!

If you want more help with nonprofit management tips and fundraising resources, visit our Nonprofit Blog . We also have dedicated articles for starting a nonprofit in different states in the U.S., including Texas , Minnesota , Oregon , Arizona , Illinois , and more.

Learn about our all-in-one online fundraising tool, Donorbox, and its simple-to-use features on the website here .

Raviraj heads the sales and marketing team at Donorbox. His growth-hacking abilities have helped Donorbox boost fundraising efforts for thousands of nonprofit organizations.

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How to Start & Run a Successful Afterschool Program

As the American workforce continues to grow, the demand for afterschool programs will too. Understanding the best practices of running an afterschool program is essential, whether you are a professional looking to start your own afterschool program or a seasoned expert with an established program. This guide will answer the question of how to run a successful afterschool program, including everything from founding to daily operations. Let's dive in!

Starting an Afterschool Program

Starting an afterschool program is the dream of many young child care professionals. It can also be a profitable venture for a daycare director. However, it's a move that requires a lot of thought and planning . Having a solid foundation will enable you to make an informed decision on the matter.

1. Conducting Research

The first stage of starting an afterschool program is determining whether it's a feasible venture. Child care is indeed an essential service, but that doesn't mean it will always be profitable. Many other factors will influence the success of your afterschool program. Here's everything to research before starting an afterschool program.

• Is there a demand for an afterschool program in the area?
• What commercial space is available to house an afterschool program?
• How will you staff your afterschool program? (i.e., are there enough child care professionals in the area?)
• Can you work with local businesses to offer collaborative services?
• How large is the school district?
• Can you offer something unique in your afterschool program? (Ie. Bilingual homework tutors, computer programming classes, etc.)

Ideally, your afterschool program will fulfill a significant childcare demand in the area and offer a unique edge over current competition. If you fulfill all these requirements, you'll have a solid foundation to launch from.

2. Planning Your Afterschool Program

Once you are confident in your afterschool program's chances of success, you can move forward with the project. Now is the time to begin planning the key components of your program. This can also serve as a starter for your business plan or proposal that you may share with private and public investors. Here are some details to attend to during this stage.

• Core values, mission or objective statement.
• Program design, including staffing, location, administration, transportation and more.
• Curriculum.
• Policies and procedures.
• Legalities (licensing, insurance, reporting and more).

3. Budgeting

Handling the startup costs of any business is challenging. With a strict and accurate budget, you can ensure that your afterschool program enjoys continued success in the long-term. If you already have a daycare, adding an afterschool program won't be as expensive as someone starting from scratch. However, you'll need to create a budget, as well.

To ensure that your budget is accurate, you'll need to research the startup costs related to your business, many of which will vary by location. Here are some startup costs to consider:

• Location (purchase or rent).
• Third-party professional fees (lawyers, construction, printing, etc.).
• Training costs.
• Licensing and permits fees.
• Equipment costs.

Don't forget to find an answer to the question, "How much does it cost to run an afterschool program." Don't just focus on startup costs. The daily related operating costs shouldn't be overlooked. Here' are some operating costs to budget for:

• Maintenance.
• Transportation.
• Third-party vendors and services.

Run a Successful Afterschool Program

Starting a successful afterschool program is hard, but managing one is an even more challenging task. Fortunately, there are a few very simple tips that will ensure your afterschool program's success.

Establish Strong Policies

These guiding principles and protocols are the foundation of any successful afterschool program. Being proactive when it comes to addressing the potential situations that arise when running an afterschool program can help you avoid costly missteps in the future.

Be sure that all staff is provided with a copy of the afterschool program's policies and procedures. It’s essential all staff are aware of these policies, so be sure to hold regular meetings to ensure everyone is on the same page.

Provide Ongoing Training

Child care best practices are consistently evolving. You and your staff need to keep up with new trends and supporting research to ensure you provide the best care.

Don't grow stagnant and fall behind the competition. You'll need to ensure that staff feels empowered and encouraged to continue their training and education. Not only does this provide a competitive edge for your afterschool program, but it means you'll be employing experts in the field. Consider offering benefits, such as bonuses for staff who complete training programs or gain advanced child care degrees.

Prioritize Communication

Communication is the key to success for any collaborative project, and nothing requires a more collaborative effort than providing child care. An afterschool program works in collaboration with a child's school staff, family, coaches and more to provide the best care possible. Keeping the lines of communication open between all parties can ensure the child benefits from consistent care.

Your staffing can help you achieve effective communication. Hiring an experienced front office manager and secretary can ensure all communication is promptly addressed.

Choosing the Right Child Care Management Software

As the founder of an afterschool program, it's easy to become overwhelmed by all the essential tasks and duties that come with managing a program. That's why an efficient and powerful child care management system is vital to your afterschool program's success.

The right child care management software can support your business's success by streamlining all the administrative tasks of an afterschool program.

Vanco's Smartcare software is one of the leading child care management software systems. Everything from scheduling staff to managing payments from parents is easy with the Vanco's Smartcare .

Explore the advantages of Vanco's Smartcare Platform. Request a demo today !

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Download our free eBook with expert tips that will not only help you improve your afterschool program, but show you how to simplify its management, so you and your team can enjoy a much needed breather. 

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How to Write a Nonprofit Business Plan

Angelique O'Rourke

13 min. read

Updated May 10, 2024

Believe it or not, creating a business plan for a nonprofit organization is not that different from planning for a traditional business. 

Nonprofits sometimes shy away from using the words “business planning,” preferring to use terms like “strategic plan” or “operating plan.” But, the fact is that preparing a plan for a for-profit business and a nonprofit organization are actually pretty similar processes. Both types of organizations need to create forecasts for revenue and plan how they’re going to spend the money they bring in. They also need to manage their cash and ensure that they can stay solvent to accomplish their goals.

In this guide, I’ll explain how to create a plan for your organization that will impress your board of directors, facilitate fundraising, and ensures that you deliver on your mission.

• Why does a nonprofit need a business plan?

Good business planning is about setting goals, getting everyone on the same page, tracking performance metrics, and improving over time. Even when your goal isn’t to increase profits, you still need to be able to run a fiscally healthy organization.

Business planning creates an opportunity to examine the heart of your mission , the financing you’ll need to bring that mission to fruition, and your plan to sustain your operations into the future.

Nonprofits are also responsible for meeting regularly with a board of directors and reporting on your organization’s finances is a critical part of that meeting. As part of your regular financial review with the board, you can compare your actual results to your financial forecast in your business plan. Are you meeting fundraising goals and keeping spending on track? Is the financial position of the organization where you wanted it to be?

In addition to internal use, a solid business plan can help you court major donors who will be interested in having a deeper understanding of how your organization works and your fiscal health and accountability. And you’ll definitely need a formal business plan if you intend to seek outside funding for capital expenses—it’s required by lenders.

Creating a business plan for your organization is a great way to get your management team or board to connect over your vision, goals, and trajectory. Even just going through the planning process with your colleagues will help you take a step back and get some high-level perspective .

• A nonprofit business plan outline

Keep in mind that developing a business plan is an ongoing process. It isn’t about just writing a physical document that is static, but a continually evolving strategy and action plan as your organization progresses over time. It’s essential that you run regular plan review meetings to track your progress against your plan. For most nonprofits, this will coincide with regular reports and meetings with the board of directors.

A nonprofit business plan will include many of the same sections of a standard business plan outline . If you’d like to start simple, you can download our free business plan template as a Word document, and adjust it according to the nonprofit plan outline below.

Executive summary

The executive summary of a nonprofit business plan is typically the first section of the plan to be read, but the last to be written. That’s because this section is a general overview of everything else in the business plan – the overall snapshot of what your vision is for the organization.

Write it as though you might share with a prospective donor, or someone unfamiliar with your organization: avoid internal jargon or acronyms, and write it so that someone who has never heard of you would understand what you’re doing.

Your executive summary should provide a very brief overview of your organization’s mission. It should describe who you serve, how you provide the services that you offer, and how you fundraise. 

If you are putting together a plan to share with potential donors, you should include an overview of what you are asking for and how you intend to use the funds raised.

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Opportunity

Start this section of your nonprofit plan by describing the problem that you are solving for your clients or your community at large. Then say how your organization solves the problem.

A great way to present your opportunity is with a positioning statement . Here’s a formula you can use to define your positioning:

For [target market description] who [target market need], [this product] [how it meets the need]. Unlike [key competition], it [most important distinguishing feature].

And here’s an example of a positioning statement using the formula:

For children, ages five to 12 (target market) who are struggling with reading (their need), Tutors Changing Lives (your organization or program name) helps them get up to grade-level reading through a once a week class (your solution).

Unlike the school district’s general after-school homework lab (your state-funded competition), our program specifically helps children learn to read within six months (how you’re different).

Your organization is special or you wouldn’t spend so much time devoted to it. Layout some of the nuts and bolts about what makes it great in this opening section of your business plan. Your nonprofit probably changes lives, changes your community, or maybe even changes the world. Explain how it does this.

This is where you really go into detail about the programs you’re offering. You’ll want to describe how many people you serve and how you serve them.

Target audience

In a for-profit business plan, this section would be used to define your target market . For nonprofit organizations, it’s basically the same thing but framed as who you’re serving with your organization. Who benefits from your services?

Not all organizations have clients that they serve directly, so you might exclude this section if that’s the case. For example, an environmental preservation organization might have a goal of acquiring land to preserve natural habitats. The organization isn’t directly serving individual groups of people and is instead trying to benefit the environment as a whole. 

Similar organizations

Everyone has competition —nonprofits, too. You’re competing with other nonprofits for donor attention and support, and you’re competing with other organizations serving your target population. Even if your program is the only one in your area providing a specific service, you still have competition.

Think about what your prospective clients were doing about their problem (the one your organization is solving) before you came on this scene. If you’re running an after-school tutoring organization, you might be competing with after school sports programs for clients. Even though your organizations have fundamentally different missions.

For many nonprofit organizations, competing for funding is an important issue. You’ll want to use this section of your plan to explain who donors would choose your organization instead of similar organizations for their donations.

Future services and programs

If you’re running a regional nonprofit, do you want to be national in five years? If you’re currently serving children ages two to four, do you want to expand to ages five to 12? Use this section to talk about your long-term goals. 

Just like a traditional business, you’ll benefit by laying out a long-term plan. Not only does it help guide your nonprofit, but it also provides a roadmap for the board as well as potential investors. 

Promotion and outreach strategies

In a for-profit business plan, this section would be about marketing and sales strategies. For nonprofits, you’re going to talk about how you’re going to reach your target client population.

You’ll probably do some combination of:

• Advertising: print and direct mail, television, radio, and so on.
• Public relations: press releases, activities to promote brand awareness, and so on.
• Digital marketing: website, email, blog, social media, and so on.

Similar to the “target audience” section above, you may remove this section if you don’t promote your organization to clients and others who use your services.

Costs and fees

Instead of including a pricing section, a nonprofit business plan should include a costs or fees section.

Talk about how your program is funded, and whether the costs your clients pay are the same for everyone, or based on income level, or something else. If your clients pay less for your service than it costs to run the program, how will you make up the difference?

If you don’t charge for your services and programs, you can state that here or remove this section.

Fundraising sources

Fundraising is critical for most nonprofit organizations. This portion of your business plan will detail who your key fundraising sources are. 

Similar to understanding who your target audience for your services is, you’ll also want to know who your target market is for fundraising. Who are your supporters? What kind of person donates to your organization? Creating a “donor persona” could be a useful exercise to help you reflect on this subject and streamline your fundraising approach. 

You’ll also want to define different tiers of prospective donors and how you plan on connecting with them. You’re probably going to include information about your annual giving program (usually lower-tier donors) and your major gifts program (folks who give larger amounts).

If you’re a private school, for example, you might think of your main target market as alumni who graduated during a certain year, at a certain income level. If you’re building a bequest program to build your endowment, your target market might be a specific population with interest in your cause who is at retirement age.

Do some research. The key here is not to report your target donors as everyone in a 3,000-mile radius with a wallet. The more specific you can be about your prospective donors —their demographics, income level, and interests, the more targeted (and less costly) your outreach can be.

Fundraising activities

How will you reach your donors with your message? Use this section of your business plan to explain how you will market your organization to potential donors and generate revenue.

You might use a combination of direct mail, advertising, and fundraising events. Detail the key activities and programs that you’ll use to reach your donors and raise money.

Strategic alliances and partnerships

Use this section to talk about how you’ll work with other organizations. Maybe you need to use a room in the local public library to run your program for the first year. Maybe your organization provides mental health counselors in local schools, so you partner with your school district.

In some instances, you might also be relying on public health programs like Medicaid to fund your program costs. Mention all those strategic partnerships here, especially if your program would have trouble existing without the partnership.

Milestones and metrics

Without milestones and metrics for your nonprofit, it will be more difficult to execute on your mission. Milestones and metrics are guideposts along the way that are indicators that your program is working and that your organization is healthy.

They might include elements of your fundraising goals—like monthly or quarterly donation goals, or it might be more about your participation metrics. Since most nonprofits working with foundations for grants do complex reporting on some of these, don’t feel like you have to re-write every single goal and metric for your organization here. Think about your bigger goals, and if you need to, include more information in your business plan’s appendix.

If you’re revisiting your plan on a monthly basis, and we recommend that you do, the items here might speak directly to the questions you know your board will ask in your monthly trustee meeting. The point is to avoid surprises by having eyes on your organization’s performance. Having these goals, and being able to change course if you’re not meeting them, will help your organization avoid falling into a budget deficit.

Key assumptions and risks

Your nonprofit exists to serve a particular population or cause. Before you designed your key programs or services, you probably did some research to validate that there’s a need for what you’re offering.

But you probably are also taking some calculated risks. In this section, talk about the unknowns for your organization. If you name them, you can address them.

For example, if you think there’s a need for a children’s literacy program, maybe you surveyed teachers or parents in your area to verify the need. But because you haven’t launched the program yet, one of your unknowns might be whether the kids will actually show up.

Management team and company

Who is going to be involved and what are their duties? What do these individuals bring to the table?

Include both the management team of the day-to-day aspects of your nonprofit as well as board members and mention those who may overlap between the two roles. Highlight their qualifications: titles, degrees, relevant past accomplishments, and designated responsibilities should be included in this section. It adds a personal touch to mention team members who are especially qualified because they’re close to the cause or have special first-hand experience with or knowledge of the population you’re serving.

There are probably some amazing, dedicated people with stellar qualifications on your team—this is the place to feature them (and don’t forget to include yourself!).

Financial plan

The financial plan is essential to any organization that’s seeking funding, but also incredibly useful internally to keep track of what you’ve done so far financially and where you’d like to see the organization go in the future.

The financial section of your business plan should include a long-term budget and cash flow statement with a three to five-year forecast. This will allow you to see that the organization has its basic financial needs covered. Any nonprofit has its standard level of funding required to stay operational, so it’s essential to make sure your organization will consistently maintain at least that much in the coffers.

From that point, it’s all about future planning: If you exceed your fundraising goals, what will be done with the surplus? What will you do if you don’t meet your fundraising goals? Are you accounting for appropriate amounts going to payroll and administrative costs over time? Thinking through a forecast of your financial plan over the next several years will help ensure that your organization is sustainable.

Money management skills are just as important in a nonprofit as they are in a for-profit business. Knowing the financial details of your organization is incredibly important in a world where the public is ranking the credibility of charities based on what percentage of donations makes it to the programs and services. As a nonprofit, people are interested in the details of how money is being dispersed within organizations, with this information often being posted online on sites like Charity Navigator, so the public can make informed decisions about donating.

Potential contributors will do their research—so make sure you do too. No matter who your donors are, they will want to know they can trust your organization with their money. A robust financial plan is a solid foundation for reference that your nonprofit is on the right track.

• Business planning is ongoing

It’s important to remember that a business plan doesn’t have to be set in stone. It acts as a roadmap, something that you can come back to as a guide, then revise and edit to suit your purpose at a given time.

I recommend that you review your financial plan once a month to see if your organization is on track, and then revise your plan as necessary .

Angelique is a skilled writer, editor, and social media specialist, as well as an actor and model with a demonstrated history of theater, film, commercial and print work.

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How to start an after school program | ideas, grants, & more.

After school programs are beneficial for parents who work as well as children who are looking for extracurricular activities based on their interests. For educators and children’s activity providers, they are a great way to expand their audience and boost revenue with extra programming.

Starting an after school program might sound like a great idea, but it requires a lot of work to be successful. Luckily, the team at Sawyer works with children’s activity and education providers every day to bring high quality programming to more families. In this article, we’ll outline how to start an after school program, including some after school program grants that can help and ideas to get you going.

How to start an after school program

After school program grants, after school program ideas.

The best way to accomplish a big task like starting your own after school program is by breaking it up into smaller steps. This is a great way to ensure that you are set up for success and none of the important elements fall through the cracks. To help you prepare, we are outlining how to start an after school program step-by-step.

Step 1: Create a business plan and budget

While you might already have a business incorporated, starting your own after school program is a large enough project that a business plan is an important place to start. Writing a thorough plan requires you to do research and think hard about what you want to accomplish. In your business plan , make sure you include analysis of the market, a description of your after school program, and your financial plan. For guidance on building a budget for your small business , review our article.

Step 2: Research city and state regulations

After you have created a business plan and ironed out the initial logistics of your after school program, you will need to do research on what licenses and other regulations might be required by the city and state. For example, if you plan to start a program in New York City, you will need School Aged Children Care Registration . Safety is a priority!

Step 3: Plan your classes

What will you cover in your after school program? Is it general enrichment or focused on one topic, like computer science or cooking? What age groups will you serve? Drilling down to find the answers to these questions will help you as you begin to organize your curricula and write lesson plans . Make sure your classes are interactive and hands-on. Take advantage of the extracurricular nature of your program and pack in fun activities that might not be included during the children’s school day. Use our guide with after school curriculum ideas to learn how to write a curriculum effectively.

Step 4: Create a hiring plan

Depending on the size of the after school program you are starting, hiring instructors is a helpful early step. Hiring educators can be difficult, so make sure that you are thoughtful in your approach. Write a clear job description so that job-seekers know what you are looking for in the role. Likewise, making the salary, benefits, and requirements transparent will help align incentives for you and the employee.

Step 5: Start marketing

Once you are on solid footing with your after school program, you should be ready to start marketing and finding an audience to attend your classes. Here are some of our recommendations for marketing for a small business .

• Promote your business on Facebook. Create a business page, chat with parents in local groups, and highlight user-generated content and testimonials. For more help on Facebook marketing , check out our guide.
• Run Google Ads . If you have the marketing budget, you can set up a Google Ad campaign that hits keywords related to your business and runs on a small budget. Use our guide to understand Google Ads for small businesses .
• Set up an email marketing campaign. If you are starting an after school program alongside your business, you might already have access to parents’ email addresses. In that case, you can announce your new program via email and provide these parents with an incentive for booking. Review our guide with email marketing tips .
• Join a marketplace. Signing up for access to a marketplace, like Sawyer , can put your new after school program out there for millions of parents to see. For new businesses, this is especially helpful to get their first customers in the door.
• Offer a free trial. Since this is a new venture, parents might want the option to try before they buy. By providing free trial opportunities, you can increase your initial customer base and then convert those free trial customers into returning fans . According to Sawyer’s trend report , 30% of customers who take a free class convert to taking a paid class. 

Grants are a great way to get seed funding so that you can get your program off the ground. If you are going to apply, make sure that you spend time personalizing your grant proposal cover letter and executive summary so that you maximize your chances of winning the funding. Here are some after school program grants to add to your list.

• The 21st Century Community Learning Centers (21CCLC) . This is the only federal funding source that exclusively supports after school programs. Competition is fairly fierce because of that, but it is a great option for organizations.
• Temporary Assistance to Needy Families (TANF) . TANF provides financial support to low-income families, but states may also use this funding for after school programming. If you plan to open an after school program in an area with a high percentage of low-income families or if you plan to provide scholarships or prorated costs based on income, this might be a good option.
• The Child Care and Development Fund (CCDF) . Likewise, CCDF provides childcare vouchers to subsidize the cost of care for low-income families. They also fund state childcare quality improvement initiatives, which means that they have access to funding for after school programs.
• Federal Food and Nutrition Programs . After school programs may be able to receive reimbursements from the Federal Food and Nutrition Programs to cover the snacks or meals offered during programming.

For more information on after school program grants , check out our guide.

Now that you know how to start an after school program, it is time for you to think more in depth about what you want your program to look like. Here are some after school program ideas to help you get inspired as you embark on this journey.

• Art. Children love getting their hands messy and parents love when their little ones come home with their beautiful creations. Art after school programs are great for children of all ages to have fun, learn, and be creative.
• STEM. After school programs are great opportunities for children to explore topics of interest. Science experiments , coding, LEGO, Roblox, and more similar activities can help children discover their inner engineer.
• Sports. Since the students in your after school program will have just spent all day in class, they will likely enjoy getting up and moving around. Sports after school programs are a great way to help children blow off some steam, practice teamwork, and get their energy out.
• Theater. Children might not get to experience theater in their regular school day, so providing an outlet for their imagination and creativity in their extracurricular activities is beneficial to their growth and development. Plus, parents love watching their children shine!
• General enrichment. Maybe you want your after school program to be a little of everything! You can include art, sports and outdoor play, science, theater, and homework sessions at various times or various days during the week so children have the opportunity to try new things in your program.

For more after school program ideas , check out our full guide!

With the above steps and tips, you should be prepared to start an after school program and be on your way to finding funding via grants. If you are looking for more guidance on how to start a business teaching children , the resources and tools offered by Sawyer for Business can help.

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What to Include in Your After-School Program Business Plan

To start a successful afterschool program, you first need an effective business strategy, which starts with a good business plan

A high-quality afterschool program business plan is essential. It provides a comprehensive overview of your program by running it through multiple types of analyses, approaches, and perspectives.

After all, just like any other business, an after-school program has a leadership structure, offers a service to paying customers, has competition to outperform, and a budget to adhere to.

A business plan should consider how all these factors come together to form a cohesive and effective structure.

In this article, we go over the elements comprising a typical business plan and the most optimal way to approach writing each of them.

Elements of an After-School Program Business Plan

So, which elements should you include in your after-school business plan?

Of course, there is no single definitive answer. Business plans are used by private companies and organizations alike, regardless of size, and they can be tailored to internal or external use.

However, there are still many common components most business plans will include.

These elements form the basic business strategy stress test, which will help you polish your after-school program ideas .

Executive Summary

To start, your after-school program business plan must include an executive summary.

An executive summary is to a business plan what the business plan is to the business itself—a brief and clear synopsis of the most relevant information, written to entice the reader to invest.

The main purpose of an executive summary is to grab the reader’s attention. It should be clear and concise and serve as a highlight reel of the strongest points from the remaining sections of a business plan.

It usually includes the following:

Illustration: Regpack

Because you need to flesh your ideas out before summing them up, the executive summary should be the last section you write.

However, it is the first one people will read.

Therefore, you need to make a strong first impression.

Remember, investors often have dozens of business plans to pick from. If they are not hooked by the end of the executive summary, they can easily decide to move on to the next one.

In short, the starting page of your after-school program business plan should contain an executive summary, a short and to-the-point representation of the business plan and its main ideas.

Business Description

The next element to include in your after-school program business plan is the business description.

This section should briefly convey to the reader what the program is about and what its purpose is.

For the first part, provide basic information such as the program’s name, business model, industry, key personnel, history, and planned opening date.

Next, write your program’s short-term and long-term goals.

Whether you strive for 60 sign-ups in a month or two student groups by the end of the year, it is important to choose goals that fit the acronym SMART—smart, measurable, attainable, realistic, and time-bound.

Your objectives should align with your program’s mission, vision, and value statements. These make up the essence of your program and the driving force behind it.

The mission statement has to sum up the purpose of your after-school program in one to two sentences.

Here’s a good example from Urban Youth Harp Ensemble:

Source: Urban Youth Harp Ensemble

A business description should also include a vision statement. This is an aspirational description of the program’s desired academic enrichment in society.

In the case above, it might be: “To raise a musically literate generation.”

All in all, a business plan should include a description of what your after-school program does, why it exists, and its plans for academic achievement.

Description of Services

After defining what your after-school program is generally about, it is important to provide a detailed description of its services.

Begin by defining the educational focus of the program. Are you planning to teach one subject in depth, provide various extracurricular activities, offer homework assistance, or present professional development skills?

Or do you envision a less-focused, more entertaining environment to keep children busy while their parents work?

Elaborate with more specific details about the service.

For example, the students’ age, the location, and the size, length, and frequency of the classes. Include anything you think would be relevant to a person interested in the program.

Take a look at a service section from the Trackers organization:

Source: Trackers After School Basecamp

Ultimately, a good service description is necessary for an after-school program business plan because it provides a clear plan of the program’s real-world application process.

Organizational Structure

The next section to include in your after-school program business plan is the organizational structure.

List out all the people involved or required to run the program. Begin with yourself.

Write your name and position in the program, then provide a short biography, listing relevant skills and a background check.

Do the same for the other team members . In case you don’t have any partners or employees yet, name and describe the positions you plan to fill with future candidates. Also, add your proposed salaries for each position and include them in your financial projections.

When applicable, highlight your or the staff’s experience compatible with your program, like in this example:

Source: Workshop Houston

Workshop Huston offers creative, artistic programs for their students, which is reflected here—the CEO is a musician, and the program director is a multimedia artist.

The involvement of experts gives the program stronger legs to stand on, making it more possible for an interested party to invest or enroll .

In summary, the organizational structure is an overview of the job positions that make up the inner workings of your after-school program, providing insight into the people who fill those positions and their skills.

Operations Plan

The operations plan is the logistical strategy for your after-school program, making it a key element to include in your business plan.

In it, describe in practical terms what your program’s day-to-day operations look like.

Specify what it takes to run the program in terms of finances and resources, and your plan on securing them.

In other words, explain your idea of how to manage the program for it to stay operational and achieve set goals.

The type of questions the operations plan needs to cover include:

• What is the weekly schedule?
• How many groups of students will there be?
• Which teacher will be running which group?
• What will be the staff-to-child ratio?
• Does the program require props or materials, and where will you get them?
• What does the registration process look like for students and parents?
• Will the program be for high school or middle school students?

Also, don’t forget to research city and state legal requirements for working with children. You can usually find it on your state’s government website.

Ensuring you have a compliant system in place will protect the children from potentially dangerous conditions and help you avoid fines or even closure.

In conclusion, an operations plan should be included in your business plan to explain how you intend to fulfill the various requirements of running your after-school program .

Market Analysis

This section of the business plan should provide an overview of the market conditions for your after-school program.

To begin, do in-depth research into the state of the industry and the competition.

Look into the number of programs on a local and national level and extrapolate any noticeable trends regarding growth in recent years. Are after-school programs on the rise or decline?

Find out how your city or state compares to the others in the number of programs to assess the need for one in your area.

If you’re unsure where to find the answers, the Afterschool Alliance offers a lot of useful resources to help you start:

Source: The Afterschool Alliance

Find after-school programs in the vicinity and do a so-called SWOT (strengths, weaknesses, opportunities and threats) analysis. Do the same program evaluation for your own, and then compare the results.

To have a chance of succeeding, you have to stand out from your competitors by utilizing your strengths and compensating for your weaknesses.

Once you define the competition’s weak spots, you can carve out a place in the market by offering a better value for money, providing unique enrichment activities, or catering to a specific niche audience.

Overall, the market analysis should illustrate how your program plans to succeed in the context of direct competition and the industry as a whole.

Marketing Strategy

After an exhaustive analysis of the market conditions, your business plan should map out the marketing strategy for the after-school program.

Research different marketing channels to decide which one best fits your needs.

You can pass out flyers, take out ads in the paper, use social media advertising, or use legacy media to market your program. You should come to a decision based on your budget and the target audience.

There are many free and paid solutions that can help you efficiently spread the word, each with its upsides and downsides.

For example, a radio commercial on the local station during rush hour is expensive, but it could also reach many working parents in the area.

Social media is cheap and allows you to market to target audiences, but, depending on where you live, it’s possible that relatively few working adults use it.

All in all, your business plan needs a marketing strategy that can reach the most amount of people by using the limited resources available to the program.

Pricing Strategy

The pricing strategy for your after-school program is vital for its financial stability and eventual success in the real world.

The pricing strategy is firstly informed by market analysis.

For example, if comparable programs in your vicinity charge an average 100$ per week, you should either price gauge them or match their price, but stay in a 100$ ballpark.

If necessary, seek the advice of a financial expert who can carefully go over your projected costs and earnings and set a balanced price.

Next, you have to figure out how you will manage payments. Are you going to charge on a daily, weekly, or monthly basis?

When deciding on payment management, consider using a registration service like Regpack for your program.

Regpack offers an automated billing feature that is easy to set up and simple to use.

Source: Regpack

This is a practical solution that saves you time and energy in collecting payments.

In conclusion, the pricing strategy of an after-school program should outline how much you intend to charge for the service and your method of managing payments.

Financial Plan

In the last section of the business plan, you need to provide all the financial information regarding your after-school program.

Since you are just starting out , this data will be largely theoretical. However, mention the numbers you do have, such as your starting budget proposal, expenses, and any additional investments you have so far.

For the rest, use the financial estimations from previous sections to come up with projected earnings and expenses.

To approximate expenses, add up all the costs of running the program. These include the salaries, the rent for the location, the cost of marketing, and the price of materials you will need.

A simple way to calculate projected earnings is by multiplying the number of students by the monthly price of admission per student.

By juxtaposing earnings with expenses, you can make a better case for the sustainability or growth of your program.

To sum up, a financial plan should contain all the costs and expenses for operating an after-school program, and make reasonable goals and projections based on the numbers.

Your after-school program business plan provides detailed insight into your program services, operational strategies, business goals, funding sources, and finances.

It should include every piece of information that is pertinent to the program’s success in the market and the enrichment opportunities for the students.

The research you do will help you sharpen up your business strategy and convince others of your after-school program’s potential.

Therefore, whether you are looking for investors or just hammering out your plans, write a business plan that follows the route outlined in the article, and by the time you’re finished writing, you will have a stronger after-school program for your school district.

Asaf, Founder and CEO of Regpack, has extensive experience as an entrepreneur and investor. Asaf has built 3 successful companies to date, all with an exit plan or that have stayed in profitability and are still functional. Asaf specializes in product development for the web, team building and in bringing a company from concept to an actualized unit that is profitable.

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After School Program Business Plan Template

Explore Options to Get a Business Plan.

Are you interested in starting your own after school program Business?

Why write a business plan?

• Business Plans can help to articulate and flesh out the business’s goals and objectives. This can be beneficial not only for the business owner, but also for potential investors or partners
• Business Plans can serve as a roadmap for the business, helping to keep it on track and on target. This is especially important for businesses that are growing and evolving, as it can be easy to get sidetracked without a clear plan in place.
• Business plans can be a valuable tool for communicating the business’s vision to employees, customers, and other key stakeholders.
• Business plans are one of the most affordable and straightforward ways of ensuring your business is successful.
• Business plans allow you to understand your competition better to critically analyze your unique business proposition and differentiate yourself from the market.
• Business Plans allow you to better understand your customer. Conducting a customer analysis is essential to create better products and services and market more effectively.
• Business Plans allow you to determine the financial needs of the business leading to a better understanding of how much capital is needed to start the business and how much fundraising is needed.
• Business Plans allow you to put your business model in words and analyze it further to improve revenues or fill the holes in your strategy.
• Business plans allow you to attract investors and partners into the business as they can read an explanation about the business.
• Business plans allow you to position your brand by understanding your company’s role in the marketplace.
• Business Plans allow you to uncover new opportunities by undergoing the process of brainstorming while drafting your business plan which allows you to see your business in a new light. This allows you to come up with new ideas for products/services, business and marketing strategies.
• Business Plans allow you to access the growth and success of your business by comparing actual operational results versus the forecasts and assumptions in your business plan. This allows you to update your business plan to a business growth plan and ensure the long-term success and survival of your business.

Business Plan Content

• Executive Summary
• Company Overview
• Industry Analysis
• Consumer Analysis
• Competitor Analysis & Advantages
• Marketing Strategies & Plan
• Plan of Action
• Management Team

The financial forecast template is an extensive Microsoft Excel sheet with Sheets on Required Start-up Capital, Salary & Wage Plans, 5-year Income Statement, 5-year Cash-Flow Statement, 5-Year Balance Sheet, 5-Year Financial Highlights and other accounting statements that would cost in excess of £1000 if obtained by an accountant.

The financial forecast has been excluded from the business plan template. If you’d like to receive the financial forecast template for your start-up, please contact us at [email protected] . Our consultants will be happy to discuss your business plan and provide you with the financial forecast template to accompany your business plan.

Instructions for the Business Plan Template

To complete your perfect after school program business plan, fill out the form below and download our after school program business plan template. The template is a word document that can be edited to include information about your after school program business. The document contains instructions to complete the business plan and will go over all sections of the plan. Instructions are given in the document in red font and some tips are also included in blue font. The free template includes all sections excluding the financial forecast. If you need any additional help with drafting your business plan from our business plan template, please set up a complimentary 30-minute consultation with one of our consultants.

Ongoing Business Planning

Want a bespoke business plan for your after school program business, our expertise, after school program business plan template faqs, what is a business plan for a/an after school program business, how to customize the business plan template for a after school program business, what financial information should be included in a after school program business plan, are there industry-specific considerations in the after school program business plan template, how to conduct market research for a after school program business plan, what are the common challenges when creating a business plan for a after school program business, how often should i update my after school program business plan, can i use the business plan template for seeking funding for a after school program business, what legal considerations are there in a after school program business plan.

After School Programs

So you want to start an after school program.

Before your vision of happy children clustered around a craft table becomes a reality, there are several basic questions that must be answered.

What is the need?

Just as companies establish themselves by determining target markets and product demand, afterschool program planners must answer specific questions to help shape their vision of what is needed. Many times people are misguided in thinking that, just because a service is needed in the community, the community will step up and support it. There are not enough resources to fund every good idea, so most donors look for a carefully thought-out plan that has a good chance of success and longevity. Some questions to ask:

• Is there an existing after school program that serves the area?
• Was there a previous after school program that failed? If so, why?
• What is the target area? (District-wide? One school? One neighborhood?)
• How many children are involved?
• Where will it be located

Who is going to pay for it?

Attach a price tag to each item in your imagined program and develop a detailed budget. Staff and space are obvious expenditures, but watch out for the hidden costs! Consumable items like snacks, craft materials, and office supplies are often under-budgeted.

• Parents : While parents will vary in their ability to pay, all parents should contribute money (within their means) and time. When you start collecting payments, use a tuition billing program — like our sponsor’s, EZCare– to streamline (or even fully automate) the process.
• Grants : While grants at the federal and state level are not dependable long-term sources of support, partnering in grant applications with other youth-serving organizations may be a possibility; potential partners include parks and recreation departments, schools, libraries, and law enforcement.
• Foundations : Local foundations dedicated to serving youth, healthy communities, or the arts may be a source of funds.
• Local business and civic groups : Local businesses and civic groups receive repeated requests for support, so it’s important to research their giving history and make sure you fully outline your mission while presenting your idea.

Who will help support it?

An established base of supporters is needed to build an after school program. Just as individual giving is important for board members (see “ Board Guide ”), it’s essential that supporters give money and time to the program and actively fundraise for it.

Supporters can be parents of children who use the after school program, representatives from local businesses, civic groups, faith-based organizations, or other interested community members.

Establishing a long-term relationship with supporters and donors is crucial to the success of the project. Regular contact, timely updates, and sincere appreciation go a long way in retaining the supporters who are the lifeblood of the organization.

How should the program be structured?

A successful and meaningful after school program will be able to teach and train children rather than just entertain them. This does not mean that after school programs can’t be fun; just as adults unwind after a long day of work, children need a place to unwind after the challenges of the school day. Structure , not chaos, is the key.

The FindYouthInfo Program Directory provides examples of evidence-based programs whose purpose is to reduce delinquency or and other problem behaviors in young people.

You can search for programs by risk factor, protective factor, or keyword. Through the Youth Topics series, the Interagency Working Group on Youth Programs provides information, strategies, tools, and resources for youth, families, schools and community organizations related to a variety of cross-cutting topics, including:

• Civic Engagement
• Transition Age Youth
• Afterschool Programs
• Preventing Youth Violence
• Positive Youth Development

Map My Community is a tool specifically designed to assist you in locating community resources to build and strengthen your youth program. Get ideas for new partnerships, identify gaps in your community, and learn about resources to avoid duplication of effort. Start Mapping now!

Having too many Volunteers is a good problem to have– but a problem nevertheless. The inability to manage volunteers can disrupt operations, reduce overall output of the group, and leave volunteers even with the best intentions feeling unneeded, risking that they would not volunteer again. Thus, it is vital to manage volunteering.

Managing your Afterschool Program

Whether you utilize volunteers or hire staff, you will need to manage your student enrollment, instructors, permission slips, emergency contact information and a whole heap of other records depending on the type of program you are running and what state you are operating in. Bookkeeping in and of itself is quite an endeavor, particularly if you are operating on a combination of grants, tuition and other types of subsidies or donations.  There are a wide variety of childcare program management software packages out there. We like the fully online system of EZCare Childcare Software , made and supported by our sponsor, SofterWare , a company that has been helping child care programs run more efficiently for over 35 years.

Finding Funding Sources

The Funding Information Center provides tools to help you build and sustain your programs and activities. You’ll find funding ideas as well as strategies on how to apply for federal grants.

• Federal Grants
• Youth Funding Agencies
• U.S. Department of Labor Employment and Training Administration Online Tool for Grant Applicants

The following is an example of a success after school program you may want to contact:

Kids Learning After School (K.L.A.S.) is a program in Pennsylvania that serves Chambersburg Borough children and their families. It is a licensed school-age child care facility and is part of the Chambersburg Area School District. It serves children in grades 1-5 at the Chambersburg Recreation Center. The program operates on all school days, Monday through Friday from when the afternoon school bell rings until 6:00 PM during the school year. Program content includes academic assistance (tutoring, homework help, and mentoring), personal and cultural enrichment, service-learning, recreation and a nutritious snack every day.

Additional Resources:

The 21st Century Community Learning Centers Program is a key component of President Bush’s No Child Left Behind Act. It is an opportunity for students and their families to continue to learn new skills and discover new abilities after the school day has ended.

The focus of this program, re-authorized under Title IV, Part B, of the No Child Left Behind Act, is to provide expanded academic enrichment opportunities for children attending low performing schools. Tutorial services and academic enrichment activities are designed to help students meet local and state academic standards in subjects such as reading and math. In addition 21st Century Community Learning Centers Programs provide youth development activities, drug and violence prevention programs, technology education programs, art, music and recreation programs, counseling and character education to enhance the academic component of the program.

About 6,800 rural and inner-city public schools in 1,420 communities–in collaboration with other public and non-profit agencies, organizations, local businesses, post-secondary institutions, scientific/cultural and other community entities–are now participating as 21st Century Community Learning Centers .

The National Community Education Association host free regional workshops to assist schools with their grant applications for the 21st Century Community Learning Centers program and the National Institute on Out-of-School Time provides research and materials to assist applicants for 21st Century Community Learning Centers grants.

Federal Resources for Educational Excellence

More than 30 Federal agencies formed a working group in 1997 to make hundreds of Federally supported teaching and learning resources easier to find. The result of that work is the FREE web site. For an overview of what’s available here at FREE, please visit the site map .

Each month new teaching and learning resources are added.

• FREE brochure , which you can use to help others learn about the FREE website.

Also, the U.S. Department of Education (ED), on behalf of the FREE Working Group, was selected in 1997 by the Government Information Technology Services Board to support federal agencies that would partner with teachers to develop online learning materials and learning communities around agency resources. The project, known as the “Consortium for Education,” would also document the lessons learned from these partnerships . Here are descriptions of the work by 10 teams supported under the Consortium for Education project.

The Department of Health and Human Services offers multiple means of assistance for out-of-school time care for children. Agencies like the Administration for Children and Families provide federal programs that promote the economic and social well-being of families, children, individuals, and communities.

The U.S. Department of Agriculture’s Food and Nutrition Services funds a number of Nutrition Programs that provide after-school snacks such as the National School Lunch Program, the Child and Adult Care Food Program, and the Summer Food Service Program.

The Office of Juvenile Justice and Delinquency Prevention supplies resources, funding opportunities, and publications to assist people working with adolescents and youth.

The following is a soup-to-nuts collection of after-school resources points parents and providers to funding assistance and useful information to help expand programs, enhance learning and create sustainable high-quality programs. http://www.afterschoolalliance.org/?

Afterschool Alliance is working to ensure that all children have access to affordable, quality afterschool programs. Afterschool programs are critical to children and families today, yet the need for programs is far from being met.

www.DonorsChoose.org is a website connecting classrooms in need with individuals who want to help.

KID FRIENDLY SEARCH ENGINES

Ask Kids : A children’s version of Ask Jeeves in which the answers have been pre-approved for kids.

Kids Click : A web search guide for kids designed by librarians with 600+ subjects.

Yahooligans : A Yahoo search tool vetted for kids ages 7-12.

Awesome Library : Includes 37,000 specifically reviewed academic resources for students.

Kids.gov : The official children’s web resource for the United States government which includes educational resources specific to age groups.

HowStuffWorks : A resource that explains a multitude of subjects in an easy to understand manner with lots of illustrations.

Go Gooligans : An educational and academic search engine geared towards kids and teens.

Education World : This site searches 500,000+ suitable websites for students and teachers.

KOL : An AOL version for kids complete with weather, news, games, and search options.

HOMEWORK HELP

Pics4Learning : A copyright-friendly library of images great for finding images and charts for student projects.

American Memory : A comprehensive search of the Library of Congress’s historical resources.

The Why Files : This website promotes itself as “the science behind the news” and offers simple to understand, scientific explanations of current media stories.

Scholastic : A useful article titled ‘Too Much Homework?’

IPL Kidspace : A searchable database of academic information for kids including Health and Nutrition, Science and Math, and Computers and Internet sections.

Refdesk Homework Helper : A comprehensive list of homework help sites divided by elementary school, junior high, senior high, and even college.

Homework Tips : A listing of tips for motivating kids to do their homework including tips on concentration, proofreading, time management, and research.

GUIDES TO KID SAFETY ON THE INTERNET

Internet Safety : A set of safety tips from the FBI for young Internet users.

Kid Safety on the Internet : A slideshow of safety tips from the Police Notebook.

Tips on Protecting a Child on the Web : Tips for parents and teachers on steps to take in keeping children safe online.

Internet Safety Guide : An in-depth guide to keeping kids safe on the web including open communication with the child, use of blocking or monitoring software, and warning signs to look for.

Tools for Families : A listing of tools to prevent online dangers including filters, monitors, and special browsers.

Parent’s Guide to Hate on the Internet (PDF): A tool for teaching parents how to deal with hate speech online.

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After School & Summer Program

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After School Program

St. Mary’s Parish School opens daily, from 7:00 a.m. until 5:30 p.m.

Parents whose children are ages 3 and 4 and who need full day childcare (7:00 a.m. through 5:30 p.m.) should call the school for the cost for this service for this age group.

Parents whose children are school age, Grades K through 8 th may sign for the After-School Program. This program is designed to enrich the educational experience of our students and offer them a varied and fun social environment to fill their after-school hours.

The After School (Extended) Care is for all grades (PS through Grade 8) from 3:05-5:30 p.m.  Cost for this service for grades K through Grade 8 for the school year 2023-2024 is

• $9.00 per child until 3:10pm until 5:30pm.

Summer Program of Fun

2023 Summer Program Flyer

There are two age groups available during the Summer Program: Early Childhood (ages 4 to 6) as well as Kindergarten and older.  Both groups will have some activities together as well as apart.

Activities include:  Water fun (swimming in the K plus group), sports, hikes, movies, picnics, scavenger hunts, gymnastics, science, field trips, cooking, arts and crafts and MANY more activities.  It will be 9 weeks of  exploring, discovering, learning and growing.