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Recreation Center Business Plan

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Play Time for Kids

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

This document has been prepared to provide the reader with information about Play Time for Kids, including business structure, company goals, projected growth, venture capital requirements, start-up costs, an investment analysis and the industry trends.

Play Time for Kids has identified the family entertainment industry as its primary interest and to that end the company has focused its efforts on the development of one or more family entertainment centers (FEC) to provide quality family entertainment activities to the communities in the Our County, Big City area.

Focused on family entertainment in a family-oriented community, Play Time for Kids is a company primed to take advantage of an expanding and profitable industry.

Entertainment has become a buzzword of the new millennium. David L. Malmuth, senior vice president of the TrizenHahn Development Corp. has observed, “People are not just interested in buying things. They want an experience, adding that the keys to providing successful experiences are authenticity, fun and participation. Americans have money to spend and will spend it on entertaining themselves. In fact, statistics show that people in the United States spend more on entertainment than on health care or clothing.”

Quality family entertainment is the focus of Play Time for Kids. The construction and commercialization of one initial FEC is factored into the initial development phase detailed within. The company’s proposed FECs will be designed to provide the type of family entertainment and adventure the current market demands.

In addition to other funding and capitalization efforts detailed herein, the Company anticipates that it will seek funds from other sources who may assist in purchasing the building we will initially lease.

A recent census conducted by the U.S. Census Bureau found that from 1999 to 2000, personal consumption and expenditures for amusement and recreation increased by $31.5 billion, with an overall industry gross of $56.2 billion. Source: U.S. Census Bureau, Statistical Abstract of the U.S: 2000 – The National Income and Product Accounts of the U.S., 1929-94, Vol.1.

With our strong management team and our aggressive marketing plan, we project a consistent and minimum annual growth of five percent.

Recreation center business plan, executive summary chart image

1.1 Objectives

The objectives for Play Time for Kids are:

  • To create a service-based company which exceeds customers’ expectations.
  • To increase the number of customers by at least 20% per year through superior customer service and word-of mouth referrals.
  • Have a clientele return rate of 90% by end of first year.
  • Become an established community destination by end of first year.
  • Educate the community on what the company has to offer.

The company will become the industry leader in Northeast Our County.

1.2 Mission

To provide excellent child play care in a kid-friendly atmosphere while ensuring our customers, both parent and child, receive excellent service in a playful, educational, and safe environment.

1.3 Keys to Success

The keys to success in our business are:

  • Superior Customer Service: high-quality hourly care and service.
  • Environment: provide a clean, upscale, enjoyable environment conducive to giving professional trusting service.
  • Convenience: offer clients a wide range of services in one environment.
  • Location: provide an easily accessible location for customer convenience.
  • Reputation: credibility, integrity, and 100% dedication.
  • Indoor activities for year-round entertainment.
  • Facility designed to curb overcrowding.
  • Seasoned management team.

The company believes that certain risk factors can be minimized by:

  • Initial capitalization of the company to sustain operations through year one.
  • Low overhead through the use of multi-skilled employees and continual training (i.e., child development classes).
  • Strong customer base through aggressive marketing.
  • Strong community ties and involvement with nonprofit organizations.

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

Current Family Entertainment Centers (FECs) have a primary emphasis on hands-on discovery learning through free spontaneous play, but can also incorporate some elements of pure entertainment. Most adults don’t fully understand and appreciate the value of spontaneous play to the social, physical, mental, and emotional development of their children, so these new types of children’s centers are marketed in the U.S. as children’s discovery or edutainment centers. This communicates to the parents that their children will learn by visiting them. Therefore, the parents show up with their children because it’s good for them, and the children show up because it’s just plain fun. Play Time for Kids is a new company that will provide high-level Play Care, Edutainment and Customer Service in the following categories:

  • Play care
  • Educational play with learning
  • Children’s activities
  • Birthday parties
  • Special events
  • Staffing that adds that “personal touch”
  • Photography available for birthday parties and other events (includes digital photos on CD)
  • Souvenirs (T-shirts, hats etc.)
  • Special requests
  • Convenient hours of operation

What will set Play Time for Kids apart from the competition is the commitment to provide all these services in one convenient location.

2.1 Start-up Summary

The company will obtain use of a new structure. Start-up costs will cover a number of details to convert the structure to suit the owner’s concept both visually and functionally. Included in start-up costs are all the necessary expenditures to cover the pre-opening, hiring, staff training, addition and revision of equipment needs, supplying toys, soft play equipment, inventory, and other essentials.

Long-term assets represents the value of the barn and the land on which it sits. Renovations are expensed.

Recreation center business plan, company summary chart image

2.2 Company Ownership

Play Time for Kids is a privately-held S corporation co-owned by Carry Tayker and Wanda Magic. To achieve our objectives, Play Time for Kids seeks financial backing. The loans will be repaid from the cash flow of the business, and will be secured by the assets of the company, and backed by the character, experience, and personal guarantees of the owners.

Products and Services

The company will set itself apart from other child entertainment facilities that may offer only one or two types of services. Parents desire these services and are frustrated because they must go to several different businesses or travel long distances to find these types of activities. The focus of the company is Play Care and Party Place. The services provided will be exemplary.

The business atmosphere will be clean, friendly and upscale where customers will be comfortable leaving their children. We will offer a personal touch, fun innovative learning through play, and a memorable hassle-free Birthday party.

The business will offer event photos of children’s birthday parties (taken by a professional photographer), a unique concept in this type of industry. The parent will be provided a CD at the end of the party.

Play Time for Kids offers:

  • Movie Theatre
  • Large playscape
  • Playhouse area
  • Staff-led Group activities
  • Theme Nights
  • Art and crafts
  • Karaoke stage
  • Computer Games
  • Playstation 2, XBox, GameCube
  • Separate Toddler area
  • Educational toys and manipulatives

Play Care Rates  (Drop-in)

$7.50 per Hour – One Child (Over 18 Months and potty trained) $4.00 per Hour – Each Additional Sibling

$30 Annual Family Registration

Birthday Party A = $200

  • 45 minutes in themed party room
  • Generic colored paper products
  • 100% fruit juice
  • Party attendant
  • Birthday cake (flavor of choice)
  • Goodie bags

Birthday Party B = $285

  • Party attendant (dressed in customer’s party theme)
  • Birthday cake (flavor of choice, and party theme)
  • Play Time for Kids T-shirt for the birthday child
  • Reserved parking spot for the birthday child’s parents
  • Event pictures (taken by professional photographer) received on CD
  • Buy One, Get One Free coupon for each party guest to return with a friend

Family Savings Plan Parents may pre-pay for a discount:

  • $110 = $100 (10% DISCOUNT)
  • $230 = $200 (15% DISCOUNT)
  • $360 = $300 (20% DISCOUNT)

Referral Program

Refer a friend who has never been to Play Time for Kids and receive $5 OFF the price of a new membership.

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

Research indicates that the prime market for an FEC is near urban neighborhoods comprised of middle- to upper- income families. These families search for ways to engage their children that are more than just activities their children passively enjoy.  As Howard Gardner writes in his book, The Unschooled Mind : “As institutions, schools have become increasingly anachronistic, while museums have retained the potential to engage students, to teach them, to stimulate their understanding, and, most important, to help them assume responsibility for their own future learning.” This is the idea behind an edutainment facility. Its purpose is to stimulate children so that they can transition from being taught or entertained (passive) to learning through play (active).

4.1 Market Segmentation

The U.S. Census Bureau 2000, and the Our County website provides the following demographic information about NorthEast Our County and the areas surrounding it.

Recreation center business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

Our success will be based on our ability to become known within the community. We must focus on the specific market segments whose needs match our offerings. Focusing on targeted segments is the key to our future. Therefore, the focus and marketing message will be the services offered. Once the message is developed, it will be communicated and fulfilled.

Stay at Home Moms and Dads For a variety of reasons, stay-at-home Moms and Dads are an attractive segment. Parents are looking for a place to take their children to play and learn. They live in the middle class suburbs surrounding the metropolitan area. The market segment customers will lead a lifestyle in which their children play a large part in their lives. The company also focuses on meeting the local community need for child play care and birthday party services within the 10-mile radius of Big City. Flexibility in the program allows children to be dropped off, or to come and play with parent.

Elementary Schools The company would also like to establish a relationship with the local elementary schools; there are 15 elementary schools in this target area, for possible field trips. The strategy for this market is to provide periodic communications through the PTA channels, which are available to us uniquely due to past service to the PTA. This strategic approach will provide credibility and frequency of communication to our target market.  While this market is not the primary focus, sufficient flexibility to handle this secondary market is important to producing supplemental revenues.

Day Cares Local Day Care centers in search of field trip alternatives can select the Play Time for Kids as a destination that combines playtime with learning interactions. While this revenue would not be the company’s primary focus, its potential could increase revenue base by building strong community relations. 

Weekend Working Couples Another segment of our business includes weekend working couples, meaning weekend child care.  This client base could provide a 1% profit for the company since most Day Care centers do not operate on the weekends. This service allows part-time weekend workers and/or fitness center aficionados to drop their children off for several hours. While this market is not a primary focus, sufficient flexibility to handle this market is important to the local “word-of-mouth” marketing strategy.

4.3 Service Business Analysis

Success will be based on the ability to become known within the community. Play Time for Kids must focus on the specific market segments whose needs match its offerings. Focusing on targeted segments is the key to the company’s future. Therefore, marketing messages will be focused on the services offered. We will develop our message, communicate it, and fulfill our commitment to excellence.

Play Time for Kids is part of the Recreation Center industry, which includes everything from bowling, skating, mini-golf, and batting cages to playgrounds and water parks. We provide a much higher level of direct child care than do most other recreation centers, and straddle the line between family entertainment center and daycare facility. As such, we need employees with the child care credentials to satisfy safety-conscious parents, and programs with the “fun” value to lure in repeat customers.

4.3.1 Competition and Buying Patterns

Price, service, certification and reputation are critical success factors in the edutainment/play care services industry. The company will compete well in the defined market by offering competitive prices, high-quality play care services, and leading-edge educational toys with certified, college-educated instructors, and by maintaining an excellent reputation with parents and the community.

Competition for the Play Time for Kids comes in various forms. Chuck E. Cheese, McDonald’s, and Clubhouse for Kids only, are the only places within a 10-mile radius from our company that offer services similar to ours, and all are limited to arcade games and soft play.

Large Chain Children’s Entertainment Venues The competition in the defined geographic area includes Chuck E. Cheese and McDonald’s. Both of these venues are limited to arcade games and soft play. They offer entertainment value, but little educational value.  Play Time for Kids is differentiated from these types of facilities by offering an interactive environment with components designed to allow children to learn through play. 

Small, Independently Owned Child Play Care Venues The competition in our area includes Club House for Kids. This venue does offer some learning through play experiences, but it is limited in its direction of activities. Themed rooms allow for free play but there is little interaction with the staff.  Play Time for Kids will be differentiated by offering structured child development activities and play groups guided by Play Time for Kids employees.

Children’s Museums At one time, Imagisphere Children’s Museum operated nearby. The museum offered learning experiences, but did not have the variety of options Play Time for Kids plans to offer; therefore, they did not experience enough repeat business to sustain profitability.  The company’s differentiating factor is the variety and enhanced entertainment value offered, which leads to increased repeat and referral business.

Strategy and Implementation Summary

The company will succeed by offering its clients’ children a safe and secure care environment, and close personal attention. The goals of the center are dual-sided: to help parents feel good about the care of their children, and to make it a safe, educational, and fun experience for the child.

5.1 Competitive Edge

Play Time for Kids’ services will be positioned to provide customers with a premium amusement and edutainment experience:

  • Charge a premium price (per industry standards) but not exceed what the market can bear
  • Obtain all appropriate licensing and certifications
  • Thorough pre-hire background screenings performed on all individuals before hired for employment
  • Innovative, unique birthday parties
  • The personal-touch in a family-friendly atmosphere that only Play Time for Kids can provide
  • Play groups, as well as the wealth of child development knowledge, delivered by the Play Time for Kids employees
  • The convenience of drop-in play care, in the same location where parents can take fitness classes

5.2 Marketing Strategy

The company’s marketing strategy is focused on establishing our brand and promoting our image through a variety of marketing channels.  An overview of our marketing strategy includes:

Logo & Identity Development.  A professional logo has been developed. This brand will be promoted through a broad mix of identity pieces including business cards, stationery, car signage, and other communications.

Partnership Programs.  The company will develop community partnerships to offer discounts to the clients of other businesses that cater to our target market, such as:

  • Local hospitals which provide birthing classes
  • Local fitness centers without child care
  • Local elementary schools (there are 15 within a 10-mile radius)
  • Pediatrics offices, pediatric dentistry and pediatric orthodontist offices

Brochures.   A brochure will be designed to communicate our presence, the services we offer, and the clients we serve in the community. 

Flyers.   Flyers will be designed for posting at community locations that attract high traffic volumes of consumers within our target market, such as:

  • Local grocery stores and dry cleaners
  • OB/Gyn offices
  • Local child care centers
  • Local children’s clothing stores (i.e., Kid to Kid and Babies R Us)
  • Local stores that carry children’s items (i.e., Target, Wal-Mart, and Kohl’s)
  • Local children’s programs (Keller Point, Emler Swim Center, YMCA, and Texas Tumblers Gymnastics, Dance centers)
  • Libraries ~ children’s books section
  • Local bookstores ~ children’s book section (i.e., Barnes and Noble, and Teachers Tools)
  • Fitness Centers ~ child care area (if they have one)

Advertising.   Ads will be placed in publications that cater to the demographics of our target market, including:

  • Big City Child
  • Dallas Child
  • Positively Parenting
  • Kids Directory

Public Relations.   As owners, we will promote our company and it’s benefits to the community through efforts to have articles published in new media and efforts to gain coverage on local radio and television programming. Potential media outlets include:

  • Big City Star-Telegram Newspaper
  • Big City Child: A magazine serving families of Our County
  • Big City Small Business Times
  • Womens Directory
  • Local schools PTA newsletters

Direct Mail.   Direct mail channels will be used to initially introduce our presence to the community and attract first time visitors. The need for this type of advertising will taper off as repeat and referral business increases.

Website.   All brochures, flyers and other marketing tools will promote our website, detailing our services that benefit the community. Our website will also provide all information about us, our operational hours, schedules of events, and a registration form for online enrollment.

Email.   Email will be used to connect with our clients frequently through monthly newsletters and updates on upcoming events and special offers.

Events.   Special events, including a grand opening and special holiday parties, will be promoted to increase visibility in the community and to attract first time or infrequent visitors.

5.3 Sales Strategy

The company will make its primary profit through the excellent play care and edutainment of children. Even though our pricing strategies are set at competitive levels, the company expects to gain revenue within the first year by word-of-mouth advertising. The company expects to double its clientele every 6 months during the first 18 months after opening for business.

Play Time for Kids offers a unique solution that will be introduced to the market through targeted advertising, direct mail, website optimization and direct sales. The venue provides families the ability to enjoy their leisure time participating in activities together or leaving their children to explore on their own.

5.3.1 Sales Forecast

The strongest revenue during the first quarter of operation will be birthday party sales and membership fees. Afterwards, word-of-mouth and local advertising will gain market share for the company, with parents using the daily drop-in service, day cares using it as a field trip destination, and monthly holiday-themed parties.

We anticipate increasing margins in years two and three, through greater efficiency and obtaining bulk rates on paper products.

Recreation center business plan, strategy and implementation summary chart image

Web Plan Summary

The Play Time for Kids website will be the virtual brochure for the company, as well as its online “home.”

It will showcase the company’s value proposition and reinforce the qualifications and experience of the organization and staff, as well as provide a comprehensive overview of the services provided to potential and current clients. The site may also provide access to online parent resources and a community calendar.

The key to the website strategy will be combining a very well designed front-end, with a back-end capable of collecting contact information for continued communication with those interested in our services.

6.1 Website Marketing Strategy

The Play Time for Kids website address will be used on all corporate and promotional materials. The website should be used to support all the newly developed messages and should have “active” content that brings people back to the site as an information resource. This activity will be supported by the marketing plan through the development of newsletters, promotional events, and public relations.

6.2 Development Requirements

The Play Time for Kids website will be initially developed by a professional marketing agency that provides creative design and technical development resources. ABC Communications will create and maintain the website, DEF Hosting will host the site and provide the technical back end. The company will maintain a simple, user-friendly interface that is fun and inviting to our target audience. The website logos and graphics will be consistent with printed promotional materials.

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

Carry Tayker and Wanda Magic have extensive experience in management of Child Care and Family Entertainment Centers, respectively. Their attached resumes detail this experience in the Big City area.

7.1 Personnel Plan

As the Personnel Plan shows, the company expects to make gradual investments in personnel over the next three years, always keeping in mind the number of children in need of care. In addition to the owners, we will need one full-time manager and 6 full-time care workers.

Financial Plan investor-ready personnel plan .">

The company’s financial plan is based on conservative estimates and assumptions. We plan to combine owner investment and loans to fund our start-up requirements and to sustain the business to break-even, within 8 months to a year.

8.1 Start-up Funding

Total start-up expenses and assets required will be funded as shown in the Start-up Funding table, below. The $50,000 of Current Borrowing will be repaid within 3 years; the long-term liabilities will be repaid within 6 years.

8.2 Important Assumptions

  • The company assumes steady growth from good management.
  • The company is assuming adequate loans to sustain it during start-up.

8.3 Break-even Analysis

The Break-even Analysis is based on the average of the first-year figures for total sales by units, and by operating expenses. These are presented as per-unit revenue, per-unit cost, and fixed costs. These conservative assumptions make for a more accurate estimate of real risk. With these projections, we should surpass the break-even point in September of our first year.

Recreation center business plan, financial plan chart image

8.4 Business Ratios

The following table outlines some of the more important ratios from the Recreation Center industry (also referred to as Family Entertainment Centers). The final column, Industry Profile, details specific ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code, 7999.9910.

8.5 Projected Profit and Loss

As the Profit and Loss table shows, the company expects to continue its steady growth in profitability over the next three years of operations. Although the last three months of 2006 will generate a net profit, it is not expected to be high enough to counteract outflows in the first three quarters. However, the second and third years, even with additional employees to handle the extra business, should generate increasing profits.

Recreation center business plan, financial plan chart image

8.6 Projected Cash Flow

The cash flow projection shows that provisions for ongoing expenses are adequate to meet the needs of the company as the business generates sufficient cash flow to support operations. These cash flow projections depend upon receiving the loans necessary to fund our start-up requirements. The table, below, shows the anticipated repayment of the loans.

Recreation center business plan, financial plan chart image

8.7 Projected Balance Sheet

Our projected balance sheet is presented in the table below. Although we do not become fully profitable until year two, we expect a steady increase in net worth over the foreseeable future.

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youth community center business plan

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3 Sample Nonprofit Business Plans For Inspiration

sample nonprofit business plans

Download our Ultimate Nonprofit Business Plan Template here

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

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

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

Executive summary.

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

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

Organization Overview

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

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

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

Products, Programs, and Services

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

Leadership Development (LD)

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

Creative Writing (CW)

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

Music Production (MP)

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

Industry Analysis

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

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

Customer Analysis

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

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

The demographics of our current students are as follows:

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

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

Marketing Plan

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

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

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

Operations Plan

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

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

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

Management Team

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

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

Executive Director

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

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

Program Directors

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

Art Program Director

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

Music Program Director

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

Theatre Program Director

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

Board of Directors

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

Financial Plan

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

Pro Forma Income Statement

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Financial Overview

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

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

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

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

Revenue: $1.2 million

Total Expenses: $910,000

Net Income Before Taxes: $302,000

Statement of Financial Position as of December 31, 20XX 

Cash and Cash Equivalents: $25,000

Receivables: $335,000

Property and Equipment: $1.2 million

Intangible Assets: $0

Total Assets: $1.5 million

Balance Statement

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

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

Operating Activities: Income Before Taxes -$302,000

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

Financing Activities: Fundraising campaign $200,000

Net Change in Cash: $25,000

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Unique Market Position

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

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

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

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

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

Industry Capacity

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

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

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

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

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

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

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

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

Finally Home’s management team consists of:

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

Management Summary

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

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

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

Nonprofit Business Plan Example PDF

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

How to Finish Your Nonprofit Business Plan in 1 Day!

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

Other Helpful Nonprofit Business Planning Articles

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

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How to Write a Youth Sports Business Plan

youth sports business plan

Understanding the youth sports market

Youth sports business plan template, executive summary, organization summary, market analysis summary, strategy and implementation, financial plan, marketing plan, performance metrics and evaluation.

  • Growth Opportunities and Future Plans 
  • Training Programs : Group and individual coaching sessions for various sports, focusing on skill development, fitness, and game strategy.
  • Leagues and Tournaments : Organized competitions for different age groups, with emphasis on teamwork, sportsmanship, and fair play.
  • Camps and Clinics : Specialized programs during school breaks and holidays, featuring guest coaches and experts in various sports disciplines.
  • Sports Equipment and Merchandise : Sale of sports gear, uniforms, and Eastland Bobcats branded apparel.
  • Community Outreach : Build relationships with local schools, community centers, and sports clubs to promote our programs and recruit new athletes.
  • Marketing : Develop a strong online presence through our website, social media channels, and email campaigns. Use local media outlets and sponsored events to increase brand awareness.
  • Partnerships : Secure sponsorships from local businesses and organizations to offset costs and provide additional resources for our programs.
  • Continuous Improvement : Regularly evaluate our offerings, coaching methods, and facilities to ensure the highest quality and relevance for our athletes.
  • Funding Sources : Membership fees, training program fees, league and tournament registration fees, equipment and merchandise sales, sponsorships, and facility rental income.
  • Expenses : Facility maintenance and improvements, staff salaries, marketing and promotional costs, equipment purchases, insurance, and licensing fees.
  • Financial Projections : Detailed projections for revenue, budget , expenses, break-even, and cash flow over a three-year period, with annual growth rates and profitability targets.
  • Website : Develop a user-friendly and informative website that showcases our programs, services, and facilities. Include registration forms, payment options, and regular updates on events and achievements.
  • Social Media : Share news and updates, and showcase our athletes' accomplishments on platforms like Facebook, Instagram, and Twitter.
  • Local Advertising : Place ads in local newspapers, magazines, and online community forums, targeting families with children in our age range.
  • Community Events : Promote our programs at local events, such as fairs, festivals, and sports tournaments.
  • Referral Program : Encourage word-of-mouth marketing by offering discounts or incentives to current participants who refer new athletes to our organization.
  • Enrollment Numbers : Monitor the number of athletes enrolled in our programs and the retention rate of existing participants.
  • Revenue : Track revenue generated from various sources, including program fees, merchandise sales, and sponsorships.
  • Customer Satisfaction : Gather feedback from athletes and their parents through surveys, testimonials, and informal conversations to gauge satisfaction with our initiatives and identify areas for improvement.
  • Athlete Development : Analyze our athletes' progress, both on and off the field, to ensure our programs are fostering healthy development.

Growth Opportunities and Future Plans

  • Facility Expansion : Acquire additional land or facilities to accommodate a growing number of athletes and expand our range of sports and programs.
  • Scholarship Program : Ensure equal access to our programs by providing financial assistance to athletes from low-income families.
  • Coach Development : Implement ongoing training and professional development opportunities for our coaching staff to enhance their skills and stay current with industry trends.
  • Partnerships : Explore opportunities to collaborate with other sports organizations and community groups to enhance our programs and reach a broader audience.

Tips for running a youth sports organization

1. get a youth sports management platform.

sports league and club management software

  • Create a professional website using customizable templates. 
  • Provide seamless online registration for parents. 
  • Manage schedules for practices, games, and other events. 
  • Communicate with parents and coaches through email and text. 
  • Run background checks and manage athlete rosters. 

2. Choose a niche

3. find a good location and facilities, 4. market your league , social media, sponsorship opportunities, local events and networking, 5. get your licenses and permits, 6. obtain insurance, create your youth sports business plan today.

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Methods until Begin a Community Heart

how to commence adenine community heart

Starting a church center bottle be very useful. With appropriate planning, execution both hard work, you able enjoy great success. Lower you will learn the keys to launching adenine prosperous community center.

Importantly, one critical step in starting a community center is to entire your company plan. To aid thou out, she should download Growthink’s Eventual Business Plant Template here .

Download our Ultimate Business Plan Create here

14 Steps The Start a District Center :

  • Elect an Name for Get Community Center
  • Develop Your Communities Center Plan
  • Choose the Legal Structure for Thine Community Center
  • Secure Startup Funding for Your Community Center (If Needed)
  • Secure a Location for Your Business
  • Register Your Community Centers with the IRS
  • Open ampere Business Bank Bill
  • Get an Business Account Card
  • Get who Requirements Shop Licenses and Permits
  • Get Work Insurance for Your Community Center
  • Buy or Lease the Right Community Center Equipment
  • Develop Your Communities Center Marketing Materials
  • Acquisition and Configuration one Software Needed to Rush Your Community Center
  • Open for Business

1. Choose the Name for Autochthonous Community Focus

The first step to launching a community center is to choose your business’ name.  

This belongs a very important choice as your company name is thy brand or will ultimate for an lifetime of your business. Ideal you choose a name the is meaningful and memorable. Here are some tips for choosing a name for your new communal center: Youth Heart Program Initiate -up Guide

  • Induce sure the name is available . Check will desired name facing trademark our press your state’s list of registered business names to see if it’s available. Also check to watch if a suitable domain name is available.
  • Retain e simple . Aforementioned favorite tags are usually ones that are easy to remember, pronunciation and zauber.
  • Think about commercialization . Come skyward with one call that reflex of desired brand and/or focus of your communal center.

2. Develop Thine Community Center Plan

One of the most importantly steps in starting a community center is to develop your business plan. This process from creating your plan ensures that you fully understand your market and your business strategy. The plan also supports it with a roadmap to follow also whenever needed, for present to private or public funding sources to raise capital for yours business.

Your business planned should include the following sections:

  • Executive Abstract – this section should abstract your entire business scheme therefore readers can quickly understand of key full of your community center.
  • Company Overview – this section tells the reader about the history out your community center and what type of communal center you operate. For examples, are you a recreational, senior citizen, multicultural, or youth church center?
  • Industry Analysis – her you will document key information about the community center industry. Conduct marktplatz research furthermore print how larger the industry is and what trends are moving information.
  • Company Analysis – in this sparte, thou wishes document who your ideal or target clients are press my demographics. For example, how obsolete am they? Where do they live? About do they find important when purchasing services like the ones you will offer?
  • Competitive Analysis – here you bequeath document the important straightforward and indirect competitors you will face and how she will build competitive benefits.
  • Marketing Plan – your marketing layout should address the 4Ps: Product, Price, Promotions and Place.
  • Product : Determine and document what products/services you will offer 
  • Prices : Document the prizes of yours products/services
  • Place : Where will your business be locate and what will that company help you increase sales?
  • Promotions : What promotional methods will you use to attract customers to my community center? For example, you might decide to use pay-per-click advertising, public relations, search engine optimization and/or social media marketing.
  • Operations Plan – here you will determine the key processes you will need to run your day-to-day operations. You will also determine owner staffing needs. Finally, in this section of your plan, you will create a projected expansion timeline showing which milestones you hope to leistung in and coming years.
  • Unternehmensleitung Your – this section details the background of yours company’s management team.
  • Financial Plan – finally, the financial plan answers questions including the following:
  • What startup costs will you arise?
  • Methods will your community central make money?
  • What are is projected sales and total for the next five years?
  • Take them need to raise funding to launch your trade?

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3. choose the legal structure forward the community center.

More you need to choose a legislative structure for your community center and register computers both your business user with one Secretary of State in jede default where you operate will business. youth!eligible!for!APD!services! • Completion!of!Sexual!Safety!Plans! • Contract!Renewal! • Budget!(staff!healthcare!cost,!out7of7home7care,!case!management ...

Below are the five most common legal structures:

1) Sole personal

A sole proprietorship a adenine business entity in which the owner a aforementioned community center and the business are the same legal type. The owner of a sole proprietorship is responsible for all debts and commitments on the business. Where were no formalities required to establish a sole proprietorship, and it can easy up put upside and verwerten. The main advantage the ampere sole propriety is that it is simple and affordable to create. The primary disadvantage is is the owner is liable for all debts or obligations of that business. Several juvenile development programs, inclusive insane health services and support organizations, what sexuality specific. Product include Developing Healthy Masculinity, ...

2) Partnerships

A partnership remains a legal structure that is popular among small businesses. It is at arrangement between two or more folks who require to beginning a communal center together. The affiliated share in the profits and losses of the business. 

The advantages on a partnership are that it is easy to set upwards, and the partnership shared in the profits and losses of the business. The disadvantages of a partnership are that of affiliated represent jointly liable for and debts of the business, additionally disagreements between partners can be difficult to decide.

3) Limited Liability Corporate (LLC)

A limited liability company, or LLC, is a make about business entity that provides limited compensation to its owners. This means that the ownership of an LLC live not personally responsible by and debts additionally responsibilities of an business. The advantages of an LLC for one community core comprise flexibility to management, pass-through taxation (avoids double taxation when explained below), and limited personal liability. Which disadvantages of certain LLC include deficiency of available in more states furthermore self-employment besteuerung.

4) C Corporation

AMPERE C Corporation is a business entity that is separate from its owners. It has sein own tax ID and bottle have shareholders. The main preferred of a C Stock for a community center is that it offers limited liability to its managers. This means the the owners are not privately responsible for the debts and liabilities of the economic. One disadvantage your that C Corporations are topic to double taxes. This means that the enterprise payable taxes upon its profit, furthermore the company also pay taxes on their dividends. AI Business Plan Workshop - KYCC | Koreatown Youth + Community Heart

5) S Corporation

An S Corporation has a kind of corporation that provides is owners with limited liability protection and allows her to pass the business income through in their personal income tax returns, that preventing double taxation. There what several limitations on S Corporations including the number of shareholder they ca have among others.

Once you register your district center, your state will entsenden your your official “Articles of Incorporation.” You will need this among other documentation when establishing your financial account (see below). Our refer that you consult an counsel include determining which legal structure is optimal angebracht for your company. KIDS CENTRAL, INC. BUSINESS PLAN

4. Secure Startup Funding for Your Community Center (If Needed)

In developing your community center plan, i might have determined so you need to rise funding to launch your business. 

If so, the main sources of funding for a community center at consider are personal savings, our and friends, credit card financing, bank loans, crowdfunding both angel investors. Eng investors are individuals who provide capital to early-stage businesses. Angel backers typically will invest in a community central that they believe has highs likely for growth.

There are also several grants to start a community core.

5. Secure a Location for Get Business

The finest way to find ampere place for yours community center is to ratings your needs additionally find a spot that meets those requirements. Consider things like the amount of space you’ll need, the approachability from the location, and what art of plant were ready. Yours can also look for locations that what central to your community either have an existing organization nearby.

Once you’ve identified some possible locations, it’s important to visit the site and take a closer look at who open. This will help you determine if the location is right for your necessarily. You’ll also want into talk to of property owner or manager to receive an idea of what the condition and conditions would be for using the space. Nonprofit Juvenile Benefit Business Set: the Ultimate Guide for 2024

6. Join Your Community Center with of IRS

Later, you want to register your business with the Internal Revenue Service (IRS) which will result in the IRS issuing you an Employer Identification Number (EIN).

Most banks will require i to have on EIN in order to open up an account. Int addition, in get to hire employees, she will need an EIN after that is how the IRS tracks your payroll tax remunerations.

Note that if you been a sole own without employees, her generally do not need to get an EIN. Rather, you would use your social security number (instead is your EIN) as your taxpayer identification numeric. NONPROFIT BUSINESS PLAN FOR YOUNG SCHEDULE

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7. open a business bank account.

It is important to establish a bank user in to community center’ name. This process a fairly simple and involves aforementioned following steps:

  • Identify and please the bank you want to using
  • Gather real present the required documents (generally include the company’s Articles of Incorporation, driver’s license or passport, plus proof starting address)
  • Complete of bank’s application form real offering all relevant information
  • Meet with a banker till about your general needs both establish a relationship with them

8. Get a Enterprise Credit Card

Thou should gets a commercial credit card on your community center to help you separate personal and shop expenses.

You can either apply for a business borrow card through respective bank oder apply for one through a credit card company.

Although you’re applying for adenine business credit card, you’ll must to provide some information about your business. This includes the name in own enterprise, the address out your store, and the print of business you’re operating. You’ll furthermore need to provide some information about yourself, including your name, Social Insurance number, and choose of birth. Printedtree Publishing: Software - Spongausa.com

Formerly you’ve been approved for a business credit card, you’ll be able to utilize it to make purchases with your business. You can also use it to build thy credit history which could be very important in securing loans press getting credit cable for own business in the future. Youth Center Business Plan Bundle ... Only 4 left in stockpile - order soon.

9. Geting the Mandatory Business Licenses the Permits

You will need to obtain a business lizenzierung and adenine zoning permit to initiate a community center. I may also need to obtain diverse permits, depending on the nature out your business. For more information, contact will local licensing authority or zoning board.

10. Get Business Insurance for Your Community Heart

There be multiple types of travel you’ll needs to running a community center. 

Some business insurance policies you shouldn consider for will community center enclosing:

  • General liability insurance : This covers accidents and injuries that occurs on your property. It also covers compensation caused by respective employees or products.
  • Auto health : If a vehicle is previously in your business, these type of insurance will cover if a vehicle is damaged or stolen.
  • Workers’ aufrechnung insurance : Wenn you have employees, this type of policy works with your general liability policy to protect against workplace injuries and accidents. It also covers medical outlay and lost wages.
  • Advertiser property travel : This covers damage on your objekt created by firing, theft, or vandalism.
  • Business interruption insurance : This covers lost income also expenses if your shop is forced to close due to a covered event.
  • Professional liability insurance : This protects your business against claims on master negligence.

Find an insurance agent, telling the over your business and your needs, and they will recommend policies that fit those needs. 

11. Buy with Lease which Right Communities Center Device

The necessary equipment used adenine community center could vary greatly depending on the size and purpose of the center. However, some essentials include tables and seats, a sound system, a platform, and possibly kitchen facilities.

12. Develop Your Community Center Marketing Materials

Marketing materials will be required to get also stay customers at your community center.

The key marketing materials you will need are because follows:

  • Logo : Spend some time developing a good logo for your community center. Your logotype will subsist printed on company stationery, business show, marketing materials and then forth. That right logo can increase customer trust and awareness of your brand.
  • Website : Likewise, a professional communities center website provides potential customers with information via the services you offer, thy company’s history, press contact information. Importantly, remember that and viewing and feel of owner webpage be affect how customers perceive you.
  • Social Media Accounts : establish social media accounts in your company’s name. Reports on Facebook, Twitter, LinkedIn and/or other social media networks will find clients additionally others find furthermore interact with your community center.

13. Sell furthermore Setup the Software Needed to Sprint Your Community Center

To execute a community center, you’ll need some essential software. First, you may what to use ampere satisfied management system (CMS) such as WordPress to creation a website for your center. These systems typically inclusions features such as user registration, forums, furthermore blogs that will help people in aforementioned community stay informed on the programs availability additionally get the most out regarding your center. Additionally, you may want to invest in some accounting desktop to manage the center’s finances and budget. 

14. Open for Business

You are now finish to open your community center. If your followed the steps above, you should be in a great your for build a successful business and know totality you required about as to start ampere recreation center. Below are answers up mostly questioned questions which might further help you. Last Updated: 12/17/2023

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How to Start a Our Center FAQs

Is to heavy to start a community heart.

It can be hard to commence adenine communal center, but it can also be quite advantageous. There were adenine few things thou can do to increase your opportunities of success:

  • Start by researching the differents types to community centers and the needs of the local community. 
  • Make sure your community center location is accessible and welcoming to everyone.
  • Developed a clear vision for what you want your community center to achieve.
  • Boost funds and retrieve support from lokal government government or other organizations.
  • Charter qualified staff and subject.
  • Advance your community center and get people stakeholders.

How can MYSELF start a community center with no encounter?

There live many paths at start a community center with no experience. One option is to look include public or religious programmes that are already include place both see if there is a way to join other partner with them. You can also check out a non-profit organization in your local communities. Another option has to reach out to your local government or Chambered of Commerce and see if there are any grants or funding opportunities available for community center start-ups. Finally, achieving out to local businesses also civic organizations to see if they would be curious the partnering with you on thine community center undertaking. No matter which route you choose, the most important thething is to get started the to keep moving forward.

What type of community center is most profitable?

There is does definitive answer to this question as it depends on a variety for factor, such than the location of the community center and the type to services offered. However, some centers are show profitable than others. On example, a community center that offers child care services can be quite profitable. Additionally, an community center that is located inbound a high-traffic area is more likely to remain profitable than one so is non. This guidebook is intended to assist it in project also starting a youth center. ... Centers bucket partner at existing businesses or produce their own. Our can ...

How much does it cost to start a community center?

Starting a community center typically costs between $50,000 and $100,000. Although, the cost can vary greatly depending on the size and location of the central, as well as the type of prog offered.

About are the ongoing expenses for a community heart?

Some common continued expenses for ampere communal center able include rent with mortgage payments, service bank, necessary mends and maintenance, stick employer, and programming costs.

How does a community center make money?

A community center can take money in a few pathways: through memberships, gifts, fundraising events, and grants. Some communities centers also offer classes or rent out area for events.

A owning a communities center gain?

There are an few reasons owning a community center can be profitable. Community centers can propose kinds and shops that will bring with new customers. Another reason the that communal centers could be used as event venues, which can bring to rental salary. Lastly, community centers can offer space for businesses to operate, which can bring in additional revenue.

Enigma do community centers fail?

Most community organizational fail as they perform not generate enough revenue to sustain themselves. Typically, one our central bequeath have to charge your wages to maintain operations. However, if the district center is not able to attract enough NONPROFIT BUSINESS CREATE TEMPLATE. FOR YOUTH PROGRAM. DATE PREPARED. CONTACT. NONPROFIT COMMERCIAL CREATE FOR. YOUTH PROGRAM. NONPROFIT ORGANIZATION NAME. 00/00/0000. community members, is will ultimate have to close. Moreover, many community centers rely on gov funding, which can be unreliable. If the government decides toward reduce funding for a community center, she may have to close yours doors. Last, poor management sack lead to the failure of a community center. If that staff are not properly trained alternatively if the center is not run efficiently, it will probable fail.

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List of Youth centers in Moscow Oblast

List of youth centers in moscow oblast with email address, phone number, geocoded address, and other key details for download., number of youth centers, smartscrapers has the most up to date and comprehensive youth centers list in moscow oblast. our lists are constantly being verified and our database is constantly being updated..

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Number of Youth centers locations by each city/area

How many youth centers are there in moscow oblast .

There are a total of 39 Youth centers in Moscow Oblast as of January 09, 2024 .

Download the list of 39 Youth centers in Moscow Oblast as of January 09, 2024 based on phone number, email, and both.

Number of Youth centers in Moscow Oblast with Phone Number

Number of Youth centers in Moscow Oblast with Email

Number of Youth centers in Moscow Oblast with Phone Number and Email

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Data of Youth centers in Moscow Oblast with/without Website

Download the list of Youth centers in Moscow Oblast as of January 09, 2024 with and without website information.

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List of Youth centers in Moscow Oblast By Ratings

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youth community center business plan

Project Description

Project name:, year of construction:, completed work items:.

youth community center business plan

IMAGES

  1. Community Center Business Plan Template

    youth community center business plan

  2. Community Center Business Plan

    youth community center business plan

  3. Community Center Business Plan Example

    youth community center business plan

  4. Community Center Business Plan Example

    youth community center business plan

  5. Youth Center Business Plan

    youth community center business plan

  6. (PDF) Hillside Park Community Center Business Plan

    youth community center business plan

COMMENTS

  1. Hillside Park Community Center Business Plan

    Hillside Park Community Center Business Plan Fiscal Year 2009-10 Published July 2009 Project Staff Pauline Miranda, Corporate Strategy ... provide activities for the community's youth and families. From educational preschool classes to after school programs, and summer camps to adult sports, HSCC is a thriving part of Portland's ...

  2. How to Start a Community Center

    1. Choose the Name for Your Community Center The first step to starting a community center is to choose your business' name. This is a very important choice since your company name is your brand and will last for the lifetime of your business. Ideally you choose a name that is meaningful and memorable.

  3. Nonprofit Youth Services Business Plan Example

    In Brief Solution Unite for Youth is a nonprofit agency providing mentoring programs for middle and high school youth in the Greater Claremont area. Unite for Youth's goal is to foster a commitment to young people that will promote pro-social friendships, strong interpersonal skills, and reassert a sense of hope in the future. In Brief

  4. Community Center Business Plan [Free Template]

    Community Center Business Plan Outline This is the standard community center business plan outline which will cover all important sections that you should include in your business plan. Executive Summary Mission Statement NPCC Theory & Overview History of NPCC Moving forward: The Future of NPCC Accomplishments Testimonials Anonymous Kehan W.

  5. PDF Nonprofit Business Plan Template for Youth Program

    CONFIDENTIAL Page 21 DISCLAIMER Any articles, templates, or information provided by Smartsheet on the website are for reference only. While we strive to keep the information up to date and correct, we make no representations

  6. PDF HERSHEY COMMUNITY CENTER

    HERSHEY COMMUNITY CENTER BUSINESS PLAN 5 | P a g e DRAFT: This Business Plan is in draft form and is provided for informational purposes only. In 2016, Kimmel Bogrette, an architectural firm, was engaged to establish a concept plan based on the Ballard King (recreational consulting) report and collected data. The concept plan was

  7. Free Nonprofit Youth Services Business Plan Template + Example

    Unlike other blank templates, our business plan examples are complete business plans with all of the text and financial forecasts already filled out. Edit the text to make the plan your own and save hundreds of hours. A professional business plan template. All 550 of our business plans are in the SBA-approved format that's proven to raise money ...

  8. Recreation Center Business Plan Example

    1.1 Objectives The objectives for Play Time for Kids are: To create a service-based company which exceeds customers' expectations. To increase the number of customers by at least 20% per year through superior customer service and word-of mouth referrals. Have a clientele return rate of 90% by end of first year.

  9. Building the new Barford Youth & Community Centre The Business Plan

    1 Introduction & Overview 1.1 Brief History & Background 2 1.2 1.3 1.4 Current Position Aims & Objectives Management & Governance Project Proposals 2.1 2.2 2.3 2.4 2.5 2.6 Description of Project...

  10. 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.

  11. How to Write a Youth Sports Business Plan

    3. Find a good location and facilities. A good location and facilities are crucial for your youth sports business. You'll need to think about accessibility, visibility, and proximity to your target market. You'll also have to decide whether to rent or buy a facility. Renting has more flexibility and lower upfront costs, while buying has long ...

  12. PDF Community Center Business Plan Example

    Community Center Business Plan [YEAR] John Doe 10200 Bolsa Ave, Westminster, CA, 92683 (650) 359-3153 [email protected] https://upmetrics.co. Table of Contents ... Why we need a youth & Community center 15 How local youth & the Community will Benefit from the Center 15 Marketing Plan 16 Youth Target Market 17

  13. PDF Youth Facility Working Business Plan

    Youth Training Facility Working Business Plan Example Business: The Training Warehouse, LLC. A 1500 sq. ft. youth training facility in business two years (Please note: This business action plan is for educational purposes only.

  14. PDF STRATEGIC PLAN 2019-2022

    overarching approach organizes all our business practices and staff efforts towards the outcomes we seek for youth: housing stability, systems of support, financial stability, and wellness. YouthCare's 2019-2022 Strategic Plan outlines the operational steps and investments necessary for

  15. PDF Faith & Hope Youth Development Centre (Proposal)

    1. Introduction 1 1.1 The Need 1 1.2 Evolution of Red Door 1 2. The Concept 2 2.1 Description 2 2.2 Partners and Stakeholders 2 2.3 Strategic Objectives 4 2.4 Measuring success 4 2.5 Functions 5 2.6 Client Approach 5 2.7 Operation and core services 6 2.8 Other services and facilities 6 2.9 Outreach Program 7 2.10 Training and Capacity Building 8

  16. PDF Youth Community Hub Business Plan

    A smaller group has spent time devising a three year business plan which we consider will offer a positive model of engagement and participation and develop young people as assets to their local community.

  17. Youth Centers

    The Youth Center is a social and recreational center intended primarily for use by children ages 11 to 18 years. In some cases, children as young as six years old will use a Youth Center, but usually only if special programs are in place to accommodate them. The Center supports opportunities for youth to develop their physical, social ...

  18. How to Start a Community Center

    Learn wherewith to start a community center including enterprise planning, key industry information, competitors, key startups costs, and more. Skip up content GO

  19. Southwest Community Center Business Plan

    The centerpiece of the business plan is the Business Action Plan (BAP); it shows the relationship of the bureau's strategic plan to the program's goals. The BAP discusses the tactical approach to meeting prioritized goals, including what actions will be taken, expected results, how results will be measured, and needed resources. It will be

  20. Number Of Youth centers in Moscow Oblast

    Download the list of Youth centers in Moscow Oblast. Smartscrapers provides an accurate directory and the latest data on the number of Youth centers in Moscow Oblast ... Explore the strategic advantages our web scraping solutions bring to your business. Digital Marketing Leverage the power of data for your digital marketing efforts across ...

  21. Elk Grove Youth Commission to host free mental health event

    The group will meet at Wackford Community Center's Valley Oak Ballroom, 9014 Bruceville Road. The mental health event is free and open to teenagers ages 13 to 18.

  22. BETA GIDA, OOO

    Find company research, competitor information, contact details & financial data for BETA GIDA, OOO of Elektrostal, Moscow region. Get the latest business insights from Dun & Bradstreet.

  23. New Mexico Latest State to Expand Medicaid Behavioral Health Program

    New Mexico recently became the latest state to receive Centers for Medicare & Medicaid Services (CMS) approval to expand the state's behavioral health service offerings through mobile crisis intervention teams. Under its new state plan amendment, among other items, New Mexico will make available mobile (i.e., outside of a hospital or other facility setting) crisis and mobile response and ...

  24. Algoritm Business Center, Moscow, Russia

    Project DescriptionDescription

  25. Prisma Business Center

    Adres: BOSB Mermerciler San. Sitesi 4. Cadde No: 7 34520, Beylikdüzü / İstanbul / TÜRKİYE