business plan association

How to Start an Association Step by Step

Associations come in various forms, each with their own goals and mission. If you’re looking to start your own association and want to make a meaningful impact, we’ve created this step-by-step guide just for you!

This guide will help anyone who wants to know how to start an association in the USA.  

We cover absolutely everything you need to know to start an association including:  

• Creating your association business plan  
• Generating and maximizing revenue  
• Recruiting board members  
• How to incorporate your association  
• Filing to be tax-exempt  
• How to maintain compliance  
• Setting up office space on a tight budget  
• Software you need for success  

What is an Association?  

An association is an organized group of individuals or organizations with a common interest or purpose, often within a particular profession, trade, or industry. These groups aim to advance the interests of their members through activities such as advocacy, education, networking, and setting standards.

A few examples of associations include:

• American Bar Association (ABA) : For legal professionals.
• National Education Association (NEA) : For educators.
• National Association of Realtors (NAR) : For real estate professionals.
• American Medical Association (AMA) : For physicians and medical students.
• International Association of Fire Fighters (IAFF) : For professional firefighters and emergency medical personnel.

Seeing as associations are a type of nonprofit organization, they can receive tax exempt status from the US government.  

All nonprofits operate by taking profits they receive from goods, services, donations, or sponsorships, and cycling them back into the organization to further achieve their missions. In contrast, for-profit businesses distribute profits to the shareholders and investors of the organization.  

The One Thing That Will Make Your Association a Success  

Nearly half of all nonprofits are set up to fail .  

A year down the road, when you’re cash-strapped and stressed out from trying to build things from the ground up, what will keep you pushing through?  

Nearly all successful associations I’ve spoken with had rough beginnings, but one thing above all else helped them face every challenge head-on.  

That one thing was a strong sense of purpose to fill an unmet need in a community of like-minded individuals. Things like:  

• Pushing employers to create better working conditions  
• Creating career-building educational resources  
• Offering a support network for industry professionals  
• Etc. etc. etc.  

If you have a clear sense of an unmet need in a community and a strong desire to fill it, your chances of success are high.  

Questions to ask yourself when starting an association  

If you need some help determining your chances of success, here are three questions that can help you out.  

1. What proof do you have that your association will fill an unmet need in your community?  

• Gathering support, receiving grants, and getting donations will become a whole lot easier if you have strong numbers to back up your idea. For example, if you want to start a Chiropractic Association, you’ll need to have a good estimate of how many Chiropractors live in the region you plan on serving. To help you do this type of research, use this Chamber of Commerce Directory to determine how many practices exist in your city or State.  

2. Are there any other associations already serving the same need?  

• Even if your association is targeting a very niche need or geographic area, there may be another association already servicing that community. In this case, you’ll need to conduct interviews with the people who you plan on creating the association for in order to determine if they’re already part of a larger association. I also recommend becoming a member of a larger association to discover how well they’re servicing your identified niche (and what your association can do better).  

3. What sort of people will join or support your organization?  

• One of the most crucial steps in getting your association off the ground is the ability to attract members quickly. That’s why knowing exactly who your targeted demographic is can make it easier for you to find supporters and members, and then create resources they’re interested in. A great tool to help you research demographic information is the United States Census Bureau.  

Answering these three questions can help you strengthen your association’s purpose and find new needs that are not being met by your target community. They will also help you formulate your association’s vision (here are 20 nonprofit vision statements to help you out) and mission (here are 15 nonprofit mission statement examples and a free template ).  

In the next section I’ll explain how to create a business plan for your association.  

What to Include in Your Association Business Plan  

The mistake many founders make when they first incorporate is that they didn’t spend the time to make a business plan first.  

Those that do make a business plan for their association ahead of time find it much easier to face unforeseen challenges, because they already have a rudimentary plan in place for what to do — and just as Benjamin Franklin coined, “An ounce of prevention is worth a pound of cure.”  

If you need help creating a business plan for your association, here’s a great template to start from.  

If you’re creating your own from scratch, there are seven major areas you’ll need to cover:  

Executive Summary  

This is a short overview of your business plan. When writing yours, think of it as an elevator pitch . This is the first thing potential investors, sponsors, and even members will read when deciding whether to support you.  

Products and Services  

Here you fill out the type of value your association will create. Besides membership and events, many associations offer additional merchandise like t-shirts to help bring in extra revenue. For example, the  American Heart Association offers mugs, pins, cookbooks and apparel to help raise money.  

Market Analysis  

A market analysis is simply a snapshot of what the market looks like — the amount of people your organization could potentially serve and how much these people will spend on your membership and services. It also takes into account competitors who are already serving your market as well as a SWOT Analysis ( Strengths, Weaknesses, Opportunities, Threats ) on why your organization will succeed.  

Marketing Plan  

This section outlines what activities you’ll do to attract members to your organization. As Kari Keir, a Minnesota native who started her own nonprofit in 2012 points out . “We were naïve to think we would form and people would hear about us through word of mouth and we would be successful.” To avoid this, it’s necessary to develop a strong marketing plan that does three things:  

• Explains who your organization will service
• Explains how you will find these people
• Email marketing
• Association sponsored events/meetings  
• Personal sales calls
• Organic Social Media
• Promotion or exhibition at trade shows or conferences  

Operational Plan

The operational plan simply answers questions such as:  

• Where will your office be?  
• What supplies and equipment will you need?  
• How will you deliver your services?  
• What kind of staff or volunteers will you need?
• What kind of technology will you need to help run your association? 

Organizational Structure

This is the place to list your staff , their roles, and how they’re organized. A staff directory is an essential document that helps everyone in your organization understand the various roles and who to turn to in order to get things done. 

Financial Plan

This is the page any potential investor will flip to before deciding to support your organization. It will also help you apply for grants and loans. To create yours you will need some knowledge of basic nonprofit accounting principles in order to project cash flow (where your revenue will come from) and build a budget. 

Perhaps the hardest part of a business plan is figuring out the financial model. And while everything is just theory on paper, it can help to look at the financial models of other similar associations. To help you out, I’ll cover the four major sources of revenue for the typical association in the next section.  

Everything You Need to Know About Association Revenue  

Most associations receive the majority of their revenue from member dues — the monthly/yearly fee members pay to get access to the association’s value.  

If you’re just starting out, it can be difficult to know what value people will actually want to pay for. Even if you’ve done your research, sometimes what someone says they will pay for and what they actually pay for are two separate things.  

Luckily a study of nearly 900 associations reveals there are two main reasons why people pay to join associations. If you’re able to deliver on these reasons, there’s a good chance people will pay for a membership. Those two reasons are:  

Networking with others in the field  

Nothing engages and attracts members greater than the desire to belong to a community of like-minded individuals. Among the most popular ways to build this is through networking events.  

Continuing education and/or professional certification  

Providing specialized information through educational courses, resources, and whitepapers is extremely valuable. If you can create this type of information, chances are, people may be willing to pay for it. Here’s an example. Imagine you’ve started a Writing Association. The types of education you can offer could look like this (in fact, I’m part of a writing association and these are some reasons I joined):  

• Writing workshops and a mentorship program  
• Education sessions on how to pitch a novel to agents  
• Legal advice when it comes to copywriting  

All this being said, member dues rarely cover all the expenses of a typical association. That’s why most associations must find secondary sources of revenue , called non-dues revenue in order to maintain operations.  

From what I’ve seen, there are four non-dues revenue sources that nearly all associations seek out in one way or another.  

In the next section, I’ll explain how to maximize these four sources of revenue.  

How to Maximize Your Non-Dues Revenue  

According to an Association Adviser Study , here’s a breakdown of non-dues revenue sources for the typical association:  

Conferences and Events: 41%  

Corporate partnership/affinity programs: 24%  , continuing education/training (professional services): 24%  , donations: 12%  .

In this section, I’ll be covering how to maximize your earnings in each of these secondary revenue sources.  

I know a Lawyer’s Association that runs completely off event fees without charging membership dues. That’s because they’ve created a regular schedule of amazing events that sell out every time.  

However, this isn’t the case with most organizations who instead use events as a tool to supplement their revenue, and to attract new members.  

How much you rely on events for revenue depends on what type of organization you’re starting (a small writing association, vs a national engineering association would have drastically different event revenue). However, to help you see what most organizations do when it comes to events, I analyzed over 1,000,000 events created by WildApricot’s nonprofit customers .  

Here are some of the highlights:  

• Member meetings are most common in February/March (think educational workshops, banquets, etc.)  
• Networking events are most common in February/March (think industry events, speaker sessions, etc.)  
• Conferences, conventions, and retreats are most popular in March/July/September/October  

You can view the full details of what I call The Ultimate Nonprofit Event Calendar here.  

If you plan on making paid events a major source of revenue for your organization, here is a full guide on how to plan an event and a fantastic event planning checklist that you can print off and use. Looking to utilize event technology to create non dues revenue? 

Sponsorships can be the toughest type of private contribution to seek. Some organizations have a whole team just to seek out sponsors and maintain relationships. But if you’re just starting out, there’s only one activity you need to do that has the highest chance of landing a corporate sponsor. According to sponsorship expert, Chris Baylis, that one thing is a discovery call .

The reason discovery calls win over all other tactics (including creating the dreaded sponsorship package) is because you can qualify a potential sponsor on the spot and begin a relationship right away with those interested.  

Being able to tell your story to a potential sponsor and build a strong relationship is key when securing corporate sponsorships. Remember that even if you don’t land a corporate sponsor on the first try doesn’t mean they won’t partner with you in the future!  

Professional services cover any type of paid service your association chooses to offer on top of the basic membership benefits. For example, a large engineering association may gain professional services revenue from a professional certification fee, whereas a small student association may collect revenue from a paid mentorship program.  

What type of professional services your organization offers really depends on what industry you’re in. Here are some common professional services I see to help give you some ideas:  

• Consulting  
• Mentorship Programs and Workshops  
• Educational Courses and Certification  
• Legal and Regulatory Services  

Private contributions are made in the form of donations. But, before you can accept donations, or engage in fundraising activities, many states require you to complete Charitable Solicitation Registration . You can do this in tandem with incorporating your association. Some states even require you to register for “ Games of Chance ” like raffles and 50/50 draws, whereas in other states, these activities are actually illegal. To find out your state’s regulations, and to register, select your state from this map .  

When you’re ready to start soliciting donations, there are three main ways to do so:  

1) Regular Individual Donors  

To reduce personal income tax, many people contribute to nonprofit organizations. However, people won’t give to your organization unless they believe in your cause and can see you doing good work. Once you’re ready, try some of these 22 ways nonprofits are collecting donations from individuals .  

2) Fundraising Activities  

Fundraisers are the simplest tactic to increase revenue. That’s because they utilize the people who already believe in your organization to reach new people through fun events and campaigns. Even the smallest associations and nonprofits are able to quickly raise thousands with some simple fundraising tactics.

Take for example the story of one woman who raised $8,000 for her football club in just one month by shooting a video and having her club members email it out to their friends.  

Fundraisers are also often best paired with events. If you want to raise money by holding a fundraising event, you’ll want to read this . A study of 99 nonprofits discovered that fun runs are the most cost effective, easiest to plan and have the highest fundraising potential of all other types of fundraising events.  

If you need more help, The Fundraising Authority has a great guide on fundraising for beginners .  

3) Government Grants  

Government grants don’t apply to all types of associations, but they’re definitely worth looking into.  

Just one word of caution: if you’re new to grant applications, beware! The words “grant application deadline” have been known to cause panic in the nonprofit world, because filling out a government grant correctly, within wordcount, and on time can be a very stressful task. My best advice here is to know what grants you can apply for and start the application far in advance. I’ve heard way too many stories of computers crashing the night the application is due.  

Here are some helpful places to begin your search for grants relevant to your association:  

• Foundation Directory Online  
• Grants.gov  
• National Endowment for the Humanities  
• National Endowment for the Arts  

To help you get started with an application, the United States Government has a great guide on how to determine your eligibility, application instructions, and even how to avoid grant scams. We have a great how-to on getting started with grant writing plus templates or, if you enjoy webinars, Charity How To has a free webinar on how to write your first grant .  

One More Great Source of Revenue  

One more source of revenue not covered in the Naylor survey, but which I’ve seen many times is gaining extra revenue from merchandise sales .  

Typically, an association will offer swag like sweaters, ball caps, mugs and other items available to purchase from the office or events.  

While association merchandise likely won’t become a major source of revenue, it can create a nice little bump in your cash flow to help supplement expenses.  

Once you’ve completed your business plan and determined how your association will make revenue, it’s time to recruit your board.  

How to Recruit Your Board  

Before you can incorporate your association, some states require you to gather your board first .  

If your state doesn’t require this, it’s still a good idea to recruit your board first , because they can help you with the incorporation process and lead your new nonprofit on the best path when faced with challenges at the start.  

In this section, I will cover how to recruit the best board members for your association and the five steps to get them up to speed as quick as possible.  

Who to Recruit for Your Board  

An unsupportive and unmotivated board can quickly dismantle any association. Unfortunately, this isn’t a rare occurrence and I’ve heard many stories of office drama, board members scrapping the mission, and even forcing staff to carry out their own initiatives. If you’re worried about this happening to you, here are 14 interview tips to help you uncover a toxic board member from the start.  

On the other hand, a supportive and motivated board can help your association grow quickly. It’s all about finding the right fit during the hiring process. But what is the “right fit” exactly?  

You may be tempted to hire someone with the “right fit” when it comes to skills and experience, but a survey of over 2,000 HR professionals reveals that the right fit has more to do with the following seven characteristics:  

• Strong work ethic : Setting and achieving goals  
• Dependable : Consistently following through  
• Positive attitud e: Creating a good environment  
• Self-motivated : Working effectively with little direction  
• Team-oriented : Making the most out of collaboration  
• Effective communicator : Understanding the benefits of clarity  
• Flexible : Adapting in a meaningful way  

Another important point is that your board should be made up of individuals who have expertise and resources in different areas. Here’s a good rule of thumb when recruiting:  

• One-third: individuals who have access to financial resources or soliciting donations.  
• One-third: individuals with management expertise in areas of financial, marketing, legal and the like.  
• One-third: individuals connected at the community level, with expertise in your service field.  

If you recruit a team who possess the right experience, skills, and characteristics, there’s a good chance you’ll build a strong team that will make your organization a success.  

To help you recruit such a team, I’ve broken down the whole recruitment process into four steps, including templates to follow and places to find board members.  

1) Define Success and Build Job Descriptions  

Before you can begin your recruitment process, you’ll need to determine which roles you need filled. This is where you can refer back to the organizational structure you created in your business plan.  

Most associations create similar roles when it comes to the board. Here are the three most common ones for you to consider and examples of what success in each role might look like for your organization:  

• Success for the Leader might be to grow the organization a certain percentage year over year, develop a strong culture within the organization and build up the brand of the nonprofit as a professional organization within the community.  
• Success for the Secretary might be to organize all meetings on time, facilitate discussion between board members and make sure all board members are informed and on track.  
• Success for the Treasurer might be to stay within budget and file all tax forms on time.  

After determining the roles of your board members and defining success, it’s time to craft job descriptions to recruit your board and formalize their roles. Here are some great job description examples of each role, but overall your job descriptions must include:  

• Benefits of the position  
• How long the term of board member is for  
• General duties  
• Weekly time commitment  
• Legal / Financial commitments  
• Qualifications / Skills requirements  

This is also a good time to note that board members are typically not paid and are often expected to contribute financially to the organization. When writing up your job description, it is a good idea to mention this. If you do decide to pay your board members more than $600 a year, you must issue them an IRS Form 1099 Msc .  

Another important note is that your organization will need bylaws, which all board members must follow when carrying out their duties. Your bylaws will establish procedures for the affairs of your organization (operations, elections, conflicts of interest, etc.). To help you get started drafting your own bylaws, consider this helpful guide with examples .  

Once you have full job descriptions, it’s time to find the best candidates.  

2) Where to Find the Best Candidates  

Most new associations look for candidates from their personal connections — colleagues partners or volunteers, as these people already have access to their community and are in line with their mission and values. However, a word of caution when approaching family and personal friends as often emotional matters can take precedence over business goals .  

If you need help finding potential candidates for your board members , there are a number of great resources perfect for just that, including:  

• LinkedIn Groups  
• Board Match  
• Board Net USA  
• The Bridgespan Group  

Once you have a short-list of potential applicants, the next step is to interview these people to determine the right fit.  

3) How to Screen and Select Your Board Members  

Before you begin interviewing, develop a standard set of questions to ask all candidates. This will help you objectively evaluate each against the other.  

To help you out, here are five necessary questions developed by Joan Garry, the “Dear Abby” of nonprofit leadership to ask your candidates:  

• What do you know about our organization? Why are you interested in committing your time and energy to us?  
• What do you think are the characteristics of a great board member?  
• Fundraising is a significant obligation of board service (state give/get clearly). Can you tell us about your experience in fundraising?  
• Board members bring experience, wisdom, strategic thinking, and their rolodexes.  Can you tell us about yours?  
• What kind of autonomy do you have over your calendar? There will be meetings between board meetings, occasional donor lunches.  

When you conduct the interview, don’t do it alone. Gather a small committee of people whose judgement you trust to help you make the right decision.  

Once you’ve selected your board members, have them sign a Board Member Contract to officiate their role. Here’s a great Board Member Contract template you can use .  

The next step to ensure success is to give your board members the training and tools to let them hit the ground running. A comprehensive orientation program will do just that.  

4) Five Steps to Get Your New Board Members up to Speed Quickly  

Every smooth transition into a new role starts and depends on orientation.  

If you need help with this, here is a great template to get you started . And if you need a list of nonprofit board member responsibilities , we’ve got you covered. However, since you’re just starting out, a simple process that you build on over time may be best. At a minimum, you’ll want to cover the following:  

• An overview of the organization – its history, mission, vision, and strategic plan  
• Organizational chart (as outlined from your business plan)  
• Schedule of board meetings (and locations)  
• Contact information – board chair, members, staff contacts etc.  

Once you’ve created your guide and materials, the next step is to orient your members. Rachel Muir , a seasoned nonprofit founder suggests five critical steps to orient your members in the most effective way:  

• One-on-one orientation. This should be done by the founder, or CEO. Include a tour, meeting of the rest of the board and reviewing of the board contract.  
• Match them with a board buddy. At the beginning, everyone will feel like the new kid on the block. Board buddies can help your new members get up to speed faster and eliminate feelings of intimidation from insecurity. Plus, one of the most common reasons people become board members is so they can network and socialize.  
• Provide them with your orientation guide. These are the materials you created in your guide. Since your board members are volunteers, take-home materials will allow them to get up to speed in their spare time.  
• Host a welcome reception. This is a great way for everyone to get to know each other, including staff, donors, volunteers, and community leaders.  
• Announce it publicly. As Rachel says, “Send a press release announcing your new board members to your local newspaper and business journal. Most have an “On the Move” section, and this is a simple, free way to get publicity for your organization and your new board member.”  

A well-oriented board is one of the best ways to ensure the success of your new nonprofit. Once you’ve completed the above steps, it’s time to finally incorporate your nonprofit.  

The First Paid Role You’ll Need for Your Association  

While a Board will help you coordinate and execute many of the operational tasks for your association, the board is volunteer-based, meaning they likely have full-time jobs and cannot devote 100% of their time to the association.  

As such, the one paid role most new associations require to really get the ball rolling is the role of the Membership Manager.  

The Membership Manager’s responsibility is largely administrative, but also involves a lot strategic work when it comes to marketing the organization, running events, and creating services.  

Often this person becomes the face of the organization, because of his or her frequent connection with the association’s members.  

If you’re looking to hire a Membership Manager, here is a list of responsibilities and skills which can help you find a good candidate. This list is quite extensive, because this person usually ends up wearing all the hats at the organization:  

• Manage and update the association website  
• Plan and coordinate events  
• Plan and coordinate marketing campaigns  
• Research and apply for grants  
• Plan and execute fundraising activities  
• Coordinate volunteers  
• Maintain the association’s social media  
• Collect and process member dues, event fees, other revenues  
• Maintain and update the member contact database  
• Communicate with members and coordinate the monthly newsletter  
• Builds relationships with prospective, new, and existing members  
• Plans and executes member retention strategies  

To add to the above duties, this person often requires:  

• Good knowledge of print and digital marketing  
• Strong communication, organizational and project management skills  
• Experience in administration, budgeting and finance, and relationship management  

If you’re not able to hire candidates right away, consider also looking into an association management company to help you out.  

You may have noticed the duties in this list are quite extensive. That’s because the role can become very demanding.  

Many Membership Managers find themselves caught up in a never-ending stream of administrative work and are unable to focus their time on growing members and creating more value for the association.  

This is the exact reason why WildApricot (our company) exists in the first place. We created our membership management software over 10 years ago when we realized many Membership Managers were struggling to keep up with all the administrative tasks necessary to run their organizations.  

With our software , a Membership Manager can focus on executing strategic projects, while our software automates nearly everything else – things like member dues, event registrations, website updates, the contact database, email communications, and newsletters.  

If you’re interested in learning more about how WildApricot can help out any Membership Manager, check out these features.  

Or, you can start a free trial of our software right now to test it out for yourself.  

Once you’ve got a good candidate for a Membership Manager, it’s time to incorporate your association.  

How to Incorporate Your Association  

1) Choose a business name

Association names are typically very straight-forward. They commonly include the industry and location they serve. Here are a few examples to help give you some ideas.  

• Washington State Massage Therapy Association   
• Association of Professional Humane Educators   
• North Center Neighborhood Association  
• Wisconsin State Cranberry Growers Association  

(By the way, all the above associations manage their memberships with WildApricot .)  

2) Appoint a Board of Directors

(covered in the above section)  

3) Decide on a legal structure

In this step, choose association .  

4) File your incorporation paperwork

Here are instructions from the IRS website on what paperwork you need to file. You will need to choose which state you are filing in and follow the instructions provided. If you plan on soliciting donations from more than one state, you will have to register there too. Generally you will have to register:  

• Your association’s name  
• Name and address of the registering agent (the founder)  
• Address of the association  
• Names and address of the board members  
• Statement of purpose to which your association will operate  

5) Apply for nonprofit federal and state tax exemptions

The IRS provides guidance and instructions on applying for tax-exempt status for your association here . Since you are filing as an association, you will need to select the forms under the heading Other Nonprofit or Tax-Exempt Organizations (501(a)) .  

6) Obtain necessary licenses and permits

Does your association have all the licenses and permits needed to comply with federal, state, and local rules?  

Filing to Be Tax-Exempt  

One of the main benefits of incorporating an association is tax-exempt status. This means that your organization does not pay any tax to the IRS.  

There are 32 types of nonprofit organizations that can file for tax-exemption under section 501(c) of the Internal Revenue Code. We have a complete guide to all 32 if you want to check it out here. The most common of these is the 501(c)(3), which includes all charitable, religious, scientific, and literary organizations.  

Most associations fall under the 501(c)6 category, which covers all types of business leagues , including:  

• Trade Associations  
• Professional Associations  
• Chambers of Commerce  
• Real Estate Boards  
• Boards of Trade  
• Professional Football Leagues  

In order to receive tax-exemption, you will need to register with the IRS as your appropriate 501(c) organization.  

Here is the link to apply for 501(c) status on the IRS website .  

If you need help, you can phone the IRS Tax Exempt and Government Entities Hotline .  

The application process can be lengthy (anywhere from 3-12 months to receive a decision), so start as early as possible. To make sure you complete everything correctly the first time, read through these 13 common reasons why applications are rejected.  

It’s also important to note that there are fees for filing for tax-exemption :  

• $600 if you use IRS form 1023  
• $275 if you use IRS form 1023-EZ (Applicable if you are NOT a church, a school, a hospital, a foreign organization or a medical research organization/hospital, and if your total annual gross receipts are less than $50,000)  

The final step is to register with your state. This is usually accomplished through the state tax commission, but the IRS State Links for Exemption page will help you find the correct office, filing procedures and annual reporting requirements in every state.  

By following these steps on how to start an association, you’ll have all your bases covered and be in a top-notch position for staying in compliance with both federal and state regulations.  

How to Maintain Compliance  

Once you’ve successfully incorporated your association, there are a number of things you must do every year to keep your tax-exempt status.  

The first thing you must do is file a 990 Form. This form collects information regarding your revenue, expenses, board members, achievements, and other operational information. However, which form you fill out depends on your gross receipts .  

• If you have gross receipts over $50,000 (or gross receipts plus total assets), file a 990 Form with the IRS .  
• If you have gross receipts under $50,000 , file a 990-N form, or e-Postcard with the IRS .  

After the 990 Form, there are a number of things you must do to remain in good standing with the IRS. For a fun way to remember what to do, RocketLawyer has put together a 17 “Thou Shalt” and “Thou Shalt Not” rules . Here are a few of them:  

• Thou shalt not have any shareholders  
• Thou shalt not contribute to political campaigns  
• Thou shalt conduct proper board meetings  

This is also a good time to note that before you can accept donations, or engage in fundraising activities, many states require you to complete Charitable Solicitation Registration . You can do this at the same time as incorporation.  

If you and your board follow all of the compliance regulations (remember that this is part of the responsibility of the Secretary or Committee Chair), then you shouldn’t have any problem maintaining your tax-exempt status.  

(And don’t forget, you’ll have to fill out form 990 every year. If you missed your 990 deadline, here’s what you have to do. )  

Now that you’ve completed all the legalities of starting your nonprofit, it’s time to start setting up your office.  

How to Set Up an Association Office Space on a Shoestring Budget  

The writing association I’m a member of has nearly two thousand members and operates entirely from a single desk in a shared office space. I also know of another association, which operates entirely out of volunteers’ homes.  

While not as glamorous as large offices complete with cubicles, meeting rooms, and reception areas, these associations have been resourceful by taking advantage of two main things.  

The first is that there are a number of organizations that provide office space, computers and furniture for nonprofits for free or at a discount.  

If you’re looking to set up an inexpensive or free office space, check these websites:  

• The Nonprofit Center lists available shared spaces for nonprofits  
• Contact State Association and ask them for a referral  
• PivetDesk offers temporary offices, shared spaces, and private office space for nonprofits.  
• Ofixu is not specifically for associations, but many great offices, spare desks, meeting rooms, creative spaces, coworking spaces, and more are found on this website.  
• Optix is also a great resource to browse through  

If you’re looking for free or discounted computers, or furniture, check these websites:  

• Cisco : Apply to their Product Grant Program  
• CSR Eco Solutions : a global social enterprise managing the redistribution of redundant assets on behalf of corporations, government institutions and healthcare facilities.  
• FreeCycle.org : a marketplace where people post furniture and supplies they have to donate.  
• Good 360 : a place where companies donate products to nonprofits.  
• GreenStandards : sign up to receive gently-used office furniture and equipment donations delivered right to your door.  
• Interconnection.org : gives out nonprofit computer grants.  

The second reason associations are able to operate on a small scale without a lot of staff is due to something I mentioned before — they use software to automate all their administrative tasks so they can focus on the mission of the association and serving its members.  

This Software Will Run Your Association For You  

Many new associations reach a breaking point with the way their organization operates within their first few years. And if they can’t break through, they risk dissolving.  

This happened to one nonprofit I know of, a Lawyer’s Association.  

Around year two, the organization reached about 300 members. The breaking point came when the Membership Manager found herself up to her neck in administrative work (processing payments, coordinating events, member record management, etc.). Without the budget to hire another staff, things started to take a turn for the worst.  

Events became half planned, the monthly newsletter was dropped, and member email inquiries stacked up without answer.  

Members began to leave.  

Even with the board’s help, things didn’t appear optimistic. The more members they got, the less they were able to deliver value, and the more members left.  

It wasn’t until that they spoke with a large association in a neighboring state that things turned around. The large association used membership management software in its early days to handle all their administrative tasks, which allowed them to focus on attracting and engaging members.  

Fortunately, the Lawyer’s Association followed suit (they actually became a customer of ours) and was able to break through through their conundrum. They’re now pushing 700 members.  

If you’re looking to grow your new organization quickly — and keep growing it, I encourage you to look into membership management software .  

What is Membership Management Software?  

Membership Management Software, sometimes also called Association Management Software or AMS , works like an army of robots that do all the administrative work for your organization — things like:  

• Instantly process online payments, fees, and donations.  
• Setup online event registration pages, payments, and reminders.  
• Improve member communication through automated invoices, emails, and newsletters.  
• Give you a professional, easy to build website where you can host a news section, notices, resources, member directory, an event calendar and more.  
• Maintain a full contact database that’s easy to search, filter, and update.  
• Provide you with financial reports, analytics, and membership summaries in seconds.  
• Save your organization money and time by automating many more administrative tasks.  

The list goes on and on.  

Just to be upfront, WildApricot is a provider of membership management software used by over 26,000+ small and medium-sized organizations around the world. In just an afternoon, you can build your entire website and upload your contact database all by yourself. That’s because WildApricot is an easy-to-learn system and even if you do get stuck, we offer free support to get setup as quickly as possible .  

I’d encourage you to start your free trial of WildApricot to see how it can help build your association from the ground up.  

Click here to start your free trial now .  

-Ted Goodman, Treasurer, Association of Architecture School Librarians  

We also provide a lot of education and support through our help articles in our blog .  

It’s my hope this comprehensive guide has given you all the understanding, tools, and resources on how to start an association and become successful in today’s world.  

Best of luck!  

Additional Resources:  

• How to Start a Nonprofit in 12 Steps (WildApricot.com)  
• The Ultimate Guide to Membership Management Software for Nonprofits (WildApricot.com)  
• The Complete Guide to Setting Up a Robust Membership Model (WildApricot.com)  
• How Nonprofits Get Really Big (SSIR.org)  
• 7 Cost-Effective Marketing Strategies for Nonprofits (WordStream.com)  
• How To Attract Younger Members To Your Association (XYZUniversity.com)  

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Benchmarks & insights for growing revenue and constituents.

From Idea into Reality: 8 Steps to Start an Association

Want to start an association? Associations come in many shapes and sizes but have one essential thing in common: building connections between like-minded individuals and providing resources for their members to succeed. 

Creating an association can feel like a complicated and daunting process, but it doesn’t have to be! This blog will cover the essentials for starting your association including:

• What is an Association

8 Steps to Start an Association

What is an association.

An association is a group of people unified by a cause or specific purpose. The most common types of associations are:

• Trade associations – A group of businesses or companies operating within the same industry or trade focused on advancing their goals and interests such as influencing policies or networking with like-minded business leaders.
• Professional associations – A group of people who work in the same profession or industry and are organized around collaboration and advancing career interests, growth and development. 
• Nonprofit associations – A charitable organization with a mission that serves a specific need or cause. 
• Social associations – A group oriented around socializing and building community. Examples include clubs, hobby and interest groups and sororities.

Here are the key steps to start an association with a strong foundation for long-term success. 

1. Determine your goals.

Determining your goals is an essential step to creating an association. Your goals form the vision and mission of your organization that ultimately motivates your members. It also gives clarity to your association’s “why”: what makes your association important and the motivations behind why it’s being created in the first place. 

When creating your goals, ask yourself and your founding members the following questions:

• What need are you trying to address?
• Are other associations already fulfilling this need?
• What kind of members are you trying to attract?
• How will you provide value to your members?

Make your answers as precise as possible and use this information to define short, medium and long-term SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound).

2. Create a business plan.

A business plan provides a concise and detailed overview of your association’s essentials before you hit the ground running! It also:

• Hones your mission and vision
• Helps you anticipate possible roadblocks
• Sets a clear roadmap for goals, objectives and tracking accomplishments
• Provides transparency, organization and team unification
• Helps secure future sponsorship, funding, attract board members and more

Your business plan should include these key elements:

• Your mission and vision
• Your ideal member profile
• Financial plan including funding requests
• Your competitive advantage
• Products and Services – Your products and services section communicates how you’re serving your unique audience, as well as how you plan to meet their needs and support their goals. Include items like your different membership levels , features and services, benefits, and how you’ll engage with members.
• Marketing Plan – Your marketing plan outlines quarterly goals, metrics for success, and strategies and tactics for reaching your ideal member profile and generating revenue to accomplish your goals in Step 1. Include items like your association membership pricing and a marketing calendar that covers your content plan, events, initiatives and collaborations.
• Overview of Operations – This section will cover your day-to-day operations, including your location, equipment, technology, staffing and anything else related to your association’s execution and how it will work. 
• Sales forecast – How many memberships are you hoping to secure over a given period? 
• Expense budget – Includes expected costs, ongoing costs and associated costs.
• Balance sheet (Assets and liabilities) – An overview of your association’s net worth and financial position.
• Cash flow statement – Cash projections for each month, quarter and year to help form your budget. 
• Break-even analysis and business ratios – Outlines your fixed costs relative to your profit to give insight into your revenue and potential costs against your growth and profits.
• Operation plan – Describes your association’s operational needs such as staffing output and related costs.

3. Recruit your board.

When you start an association, board members play a crucial role in your association’s growth and success. Your board members should have varied but specific skill sets and experience that can help you achieve your association’s goals. They should also be a value match and align with your association’s mission and vision. Here’s how to start your board member recruitment :

Create a job description for each role Describe the role’s function, value and how it impacts your association’s success. Include the time frame of the role, duties, benefits, time commitment and specific traits, skills or experience you’re looking for. You may want to fulfill roles like:

• Board chair
• Secretary/Committee Chair
• Legal adviser
• Financial advisor/treasurer
• Events manager
• Marketing manager

Spread the word Now that you’ve refined your job description, start recruiting your board members via:

• Referrals/word of mouth 
• Recruitment agencies
• Social media 
• Job portals like Linkedin, Indeed and Google Jobs
• Resources like Altruvest Board Match (Canada and limited US availability)

Referrals from your existing network and supporters remains the best recruitment strategy. Not only is there likely an existing value match, but a recent study has shown that candidates that come through referrals are hired at a rate of 30% rather than 7% with their counterparts. 

Evaluate your board candidates Gather a team to evaluate your prospects and prepare questions ahead of time like:

• What do you know about our association?
• Why is our association’s mission and vision important to you?
• What skills, experience, connections and resources will you bring to this role? Note: Be sure to ask them about their fundraising experience!
• What issues and trends do you think are most important to keep top of mind for our association?
• How much time are you able to commit to this role?

Select your new board members. Once you’ve found your ideal board members, have them sign a Board Member Agreement. You may want to use this template from the Local Initiatives Support Corporation . 

4. Recruit your staff.

Hiring staff can help tackle the administrative work and organization that comes with running an association. Your staff play a necessary role in recruiting, marketing, fundraising, organizing events and more. However, staff come with their own costs, especially when it comes to time-intensive tasks that can easily be automated. Be sure to invest in association management software , so you can maximize your staff’s time and energy while minimizing costs. That way, your association can focus on what’s important – accomplishing your goals!  

5. File for tax-exempt status.

Associations that have a tax-exempt status don’t pay tax to the IRS, can receive tax-deductible donations and can participate in grant programs. To receive tax exemption, your organization must:

• Have an exempt purpose. Your association’s operations and organization should be solely religious, charitable, scientific, literary or educational. Before you apply for tax-exempt status, be sure to follow these steps as outlined by the IRS.
• Apply for 501(c)(3) tax-exempt status and pay your user fee. The IRS provides detailed information about how to apply for 501(c)(3) status on its website . You’ll need to pay a user fee of $275-$600 to receive your tax-exempt status. Wait time can vary between 3 to 12 months, so take this into consideration when applying.

6. Choose your software.

When you choose to start an association, it takes a lot of work. But with the right tools, you can streamline processes and add ease to member management . This means saving valuable time and minimizing unnecessary costs, so you prioritize your association’s growth. Often times associations need more than a simple CRM and opt for purpose-built software for association. Equip your organization with association management software that has features such as: 

• Membership database
• Online dues payment
• Event management
• Website creation
• Reporting and analytics

7. Create an association website.

When you start an association, your online presence is important. With an effective website, you can increase membership (including attracting new members), improve member retention and boost member engagement. When creating association websites , be sure to: 

• Keep your branding consistent
• Check that your pages are accessible and mobile-optimized
• Engage your audience with compelling images and videos
• A user-friendly navigation bar
• Forms with only essential fields
• A clear call-to-action button on the top right corner, such as “Become a Member”

8. Start recruiting members.

Now that you have the most crucial pieces in place for creating an association, it’s time to start recruiting members! There are many association membership recruitment ideas to take advantage of including:

• Incentivized referral programs
• Gift memberships
• Time sensitive member promotions or discounts
• Trial memberships or free memberships
• Marketing campaigns
• Partnerships with similar organizations

Whichever member recruitment tactic you decide to use, be sure to promote the benefits associated with each membership level. Popular association benefits include:

• Networking events
• Coupons and discounts
• Volunteer opportunities
• Training and certifications
• Mentorship programs

Once you’ve recruited your first members, be sure to keep them! Sign up for our 7-week email course of member retention best practices.

Wrapping Up: Ensuring Your Association’s Success

Maintaining your association’s success is an ongoing process. After your organization is up and running, keep tabs on your member engagement and member experience. Conduct surveys and get member feedback on a regular basis, invest in member appreciation efforts and offer opportunities for members to be involved and feel connected. 

Creating an association takes work, but it’s worth it in the end for the community you’re creating and supporting. So go for it! Start an association. You’ll be happy you did.

Further Reading:

• 20+ Stand-Out Association Management Software Options
• What is an AMS? Understanding Association Management Systems
• Naming Your Association: Best Brainstorming Practices & 5 Top Tips
• Learning Management Systems for Associations: A Guide
• 9 Essential Marketing Strategies for Your Association
• How To Write Association Bylaws: 10 Steps (+ Sample!)
• Association Strategies to Start, Manage and Grow Your Organization!
• Association Membership: What You Need to Know

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Ready to retain members and keep them coming back forever and ever? This guide will teach you everything you need to know about member retention. We cover all the basics, like the first steps to member retention and how to map out your member journey. From there, we dive a bit deeper into retention tips.

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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.

How to Start an Association: 6 Step Guide for Business & Nonprofits Association Formation

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Last Updated: June 07, 2024

Associations provide different benefits and opportunities as they continuously adapt to a changing business environment. But if there is one thing they share in common, it is the ability to offer a wide range of opportunities to others, which enables business success and builds meaningful relationships.

Are you interested to know how to start an association but still feel unprepared? Read on to learn the basic steps of forming it, understand its advantages, and gain in-depth knowledge of the differences between a corporation and incorporation.

Key Takeaways

• Associations are groups of individuals with a shared purpose, combining their skills and knowledge to achieve common goals for the greater good. They typically follow a set of rules and membership requirements.
• It's crucial to understand the distinction between a corporation and incorporation. While a corporation is an authority formed to run an organization, incorporation is the legal process of registering an organization as a corporation, offering limited liability protection.
• Starting an association can be a meaningful endeavor, offering benefits such as flexibility in registration, ease of implementing rules, tax-exempt status, and access to financing.
• The process of starting an association involves strategic planning, board development, fundraising, incorporation, tax exemption, and compliance with legal requirements.
• Establishing a strong sense of purpose, creating well-defined rules and regulations, and incorporating effective governance structures are crucial elements for the success of an association.

What Is an Association?

An association is any group of individuals who share the same purpose. They combine their skills and knowledge to commit and attain all their goals for the common good. In addition, an association typically follows a set of rules and membership requirements.

Goals for Your Association

When you intend to start an association, one mandatory element is a common need . There should be a shared need among many like you, allowing you to unite and form an association dedicated to addressing that need and achieving a common goal. 

For example, suppose there is a growing number of freelance graphic designers in your city who feel isolated and lack professional development opportunities . This common need for community and growth could be the foundation for starting an association. 

If this shared need exists, it's a clear sign that starting an association is necessary . If not, you might reconsider your plans.

Once the need is established, it’s vital to outline the association's goals . The goals could include advocating for a particular cause, providing support and resources to members, developing professional networking , or promoting industry standards. 

Clearly defined goals will guide the association’s activities and help in rallying support from potential members .  

Why Do So Many Associations Fail?

Many associations fail due to a combination of internal and external factors . Here are some key reasons:

Lack of Clear Vision and Goals

Without a clear vision and specific goals, associations struggle to stay focused and motivated.

Poor Financial Management

Inadequate budget planning can lead to resource shortages and financial instability .

Insufficient Member Engagement

Failure to engage and retain members results in a lack of support and participation, weakening the association’s foundation. 

More than half (53%) of associations admit they have trouble engaging young professionals, which can further hinder growth and sustainability . 

Additionally, 1 in 3 (32%) of respondents say their organization has no process for measuring engagement, making it difficult to identify and address engagement issues .

Ineffective Leadership

Weak or unqualified leadership can result in poor decision-making and a lack of strategic direction.

Inadequate Communication

Poor communication within the association and with its members can lead to misunderstandings, low morale, and disengagement .

Resistance to Change

An inability to adapt to industry changes, technological advancements, and member needs can render an association obsolete.

To succeed, associations need to establish a clear vision, manage finances prudently, engage members effectively, ensure strong leadership, maintain effective communication , and be adaptable to change.

3 Types of Associations

Associations come in various forms, each serving different purposes and audiences . Understanding the different types of associations can help clarify their roles and how they benefit their members and society. 

Here are three common types of associations:  

1. Professional Associations

Professional associations are organizations that bring together individuals from the same profession to promote their collective interests. These associations typically focus on:

• Advocacy : Representing the profession’s interests in legislative and regulatory matters.
• Education : Offering continuing education opportunities, certifications, and professional development programs.
• Networking : Providing forums for members to connect, share knowledge, and collaborate.

Example : The American Medical Association (AMA) represents physicians and medical students, advocates for medical professionals, and offers various educational resources and networking opportunities.

2. Social Associations

Social associations are groups formed around shared interests, hobbies, or social causes. Their primary focus is on building a sense of community and providing social support. Key aspects include:

• Community Building : Creating a sense of belonging and camaraderie among members.
• Events and Activities : Organizing social events, recreational activities, and volunteer opportunities.
• Support Networks : Offering emotional and social support to members facing similar challenges or interests.

Example : The Sierra Club is an environmental organization that engages members in outdoor activities and advocacy for environmental protection, building a community around the shared interest of preserving nature.

3. Trade Associations

Trade associations are organizations that represent the interests of businesses within a specific industry. They aim to promote and protect the industry as a whole. Their main functions include:

• Industry Standards : Developing and promoting industry standards and best practices.
• Advocacy : Lobbying for favorable policies and regulations at the local, state, and national levels.
• Business Development : Providing resources, market research, and networking opportunities to help businesses grow and succeed.

Example : The National Association of Realtors (NAR) represents real estate professionals, advocates for industry-friendly policies, and provides tools, training, and resources to help realtors succeed.

Each type of association plays a unique role in supporting its members and advancing its specific goals, whether it’s professional development, social engagement, or industry advocacy.  

What Are the Differences Between Association Corporation and Incorporation?

If you are a business leader or an entrepreneur, it is imperative that you understand the difference between a corporation and incorporation . The two terms are closely related, but they have some unique differences.

A corporation is a body or authority formed to run an organization. It gives organizations liabilities on personal assets, especially on debts or other financial obligations. As a legal office, they are required to pay taxes while operating or making money. This entity is also required to have a corporate charter—a set of documents for incorporation to be filed in the State Corporate Office.

On the other hand, incorporation is the legal steps taken to register an organization as a corporation. It enjoys limited liability for its obligations, as it protects personal assets from debts. Incorporation needs to have some basic documents, but the rules and regulations differ from country to country depending on the region’s jurisdiction.

Below are the benefits of incorporating an organization :

• The transfer of ownership interests are easier
• A corporation can go beyond that of the founders
• Significant credibility boost to partners and to other organizations
• An association has easy access to financing and grants
• Low tax rates

As an association leader , you may choose to either use Corp. or Inc. extensions. Once you’ve registered an association, the selected extension should be applied to all legal matters.

Business Associations vs. Nonprofit Associations

There are key differences between organizations that identify themselves as “business associations” and “nonprofit associations.”

A business association is member-focused, and its primary duty is to provide services and benefits to members of a trade group, professional association, etc.

Its board member nomination and election usually happens during a large event, wherein each association member can vote for a new set of board of directors and board members.

While some associations are not obliged to pay their taxes, a professional association cannot be exempt and should abide by the Internal Revenue Code (IRC) Tax Designation 501(c) 4 or 501(c) 6.

On the other hand, a nonprofit association is typically a charitable institution that focuses on a mission to serve those in need. For most nonprofits, the election of officers and members is exclusive to the board.

Most educational, religious, and other charitable nonprofit organizations, which all have a desire to serve and improve the well-being of others, are IRS tax-exempt.

The One Thing That Will Make Your Association a Success

Associations often face challenging times , encountering difficulties that may even lead some to shut down. However, what sets successful associations apart is their resilience. Successful associations endure because of one crucial element: a strong sense of purpose . This purpose drives them to fulfill an unmet need within a community of like-minded individuals. For example:

• Organizations dedicated to environmental conservation persist because of their commitment to protecting natural habitats.
• Similarly, support groups for individuals facing mental health challenges continue their work driven by the desire to provide a safe space for healing and connection.

It's this shared goal, this dedication to serving their community, that propels them forward in the face of adversity, ensuring their continued success and impact. If you have this one thing, you will also endure and emerge stronger from any challenges you encounter on your journey.

Questions to Ask Yourself When Starting an Association

While you may believe you possess a strong sense of purpose , verifying whether this sense is truly injected in your association is important. To do so, consider asking yourself the following questions:

What Proof Do You Have That Your Association Will Fill an Unmet Need in Your Community?

To prove that your association will fill an unmet need in your community, you need to back yourself with data and statistics. For instance, if you're launching a community health initiative, you should gather information on healthcare providers in the area and assess whether there are any gaps in services. Moreover, this analysis will better equip you to determine whether your association can effectively address any unmet needs.

Are There Any Other Associations Already Serving the Same Need?

Statistics show that 64% of people join associations to network with their peers . You must investigate existing associations that address similar needs and assess their scope, reach, and effectiveness. Evaluate if there are gaps in their services or areas where they fall short . This analysis is vital to determine if there is room for your association to make a significant impact in providing networking opportunities. If similar associations are already operating, ensure that your association offers something unique or improves upon areas where current ones are not fully effective, to attract members looking for new or enhanced networking opportunities .

What Sort of People Will Join or Support Your Organization?

Lastly, you need to consider the type of people who will support or join your association. Determine the demographics, interests, and motivations of your potential members . Understanding your target audience will help tailor your offerings to meet their needs and attract participation.

What Are the Advantages of Starting an Association?

Starting an association can be a meaningful experience for individuals interested in making a difference in the world. Running a successful organization requires a set of skills and thoughtful planning. Before you begin one, we will first show its benefits to help you decide if this opportunity is the right fit for you.

No need for registration . Unlike an incorporated business that follows a registration process , operating an unincorporated organization without registering it as an association is entirely legal.

Implementing rules and regulations is easy . As long as you set clear guidelines and regulations that adhere to some legal standards for members, setting rules shouldn’t be difficult.

Tax-exempt status . Internal Revenue Code section 501(c)(3) tax exemption offers numerous benefits to unincorporated associations like Federal income tax exemption, tax-deductible contributions, reduced postal rates, and tax-exempting financing, among others.

Disadvantages of Being an Unincorporated Association

Now that you know why incorporating an association can give multiple benefits, now is the time to learn why remaining unincorporated can pose some disadvantages to a group.

No limited liability . Officers or members of the association can be held liable for the organization’s debts, contracts, and other obligations.

No separate legal existence . As a non-corporate legal body, there’s no separate legal existence of individual members. It can neither sue nor be sued other than through its officers and members.

Cannot create formal contracts . A contract that has been entered under the association’s name could be null and void.

Step by Step Guide to Starting Your Association

If you now feel more than inspired to build an association as a way to give back to your community, it’s essential to know the essential steps involved in the process first before you move forward.

Step 1: Plan

Planning provides a vision for the association, which includes goals essential to turn ideas into reality. While this may pose too much of a challenge, strategic association planning helps you identify the actual steps to take for maximum success.

Create an Effective Mission Statement

A well-crafted mission statement focuses on the association's people and common purpose. It's an essential supporting structure that sets the organization apart from the competition with its meaningful vision to succeed. The mission statement gives a better picture of who the group is and what it aims to achieve.

How to Write a Winning Business Plan

Keep your business plan short and concise. As you write it with other association members in mind, remember that they have little time to read the entire document.

By making the document brief but comprehensive, the faster you get to the point. In this way, the readers will quickly understand the ideas even by skimming or scanning.

It's crucial to convey the message to the readers in the most precise way. Therefore, you have to know your audience. Your business plan should use the language they understand. It’s also necessary that you avoid jargon, which can leave them guessing or confused.

Before planning, create a one-page pitch that can help test the association's viability before its launch. Performing this step can test the different elements to consider in your organization and obtain necessary feedback as you move forward.

Lastly, establish realistic long-term goals and objectives. Knowing what you're trying to accomplish and making an effort to turn them into reality lets you develop a business plan explicitly aligned to your goals.

What to Include in Your Association Business Plan

Without a business plan, it's like dancing in the dark, with no one to see your moves. Having one is crucial; associations without it struggle, while those equipped with a plan soar to success. Yogi Berra's quote perfectly captures the essence: ' Without a plan, even the most brilliant business can get lost. You need to have goals, create milestones, and have a strategy in place to set yourself up for success .'" When crafting your association's business plan, consider including the following key elements:

Executive Summary

The executive summary is the first essential component of the association's business plan. It serves as a concise overview of the plan, highlighting its key points and objectives. It provides readers with a snapshot of the organization's mission, goals, and strategies , clearly understanding what the plan entails.

Products and Services

The section dedicated to products and services outlines the association's offerings to its members and stakeholders. It comprehensively details the various products, and services available, emphasizing how they address the needs and preferences of the target audience.

Market Analysis

Understanding the market insights is necessary for your association to thrive and grow . Here's what the market analysis entails:

• Industry Examination : Address a thorough industry analysis to identify key players, market trends, and emerging opportunities.
• Trend Identification : Identify and analyze key industry trends that shape the market dynamics, including technological advancements, regulatory changes, and shifting consumer preferences.
• Market Dynamics Assessment : Assess the market dynamics, including demand-supply dynamics, pricing trends, and competitive forces, to understand the market's competitive domain.
• Competitive Environment Understanding : Analyze competitors' strengths, weaknesses, market positioning, and strategies to gain insights into the competitive environment.
• Opportunity Identification : Identify growth opportunities and potential niches within the market to capitalize on emerging association trends and meet unmet needs.

Marketing Plan

A well-crafted marketing plan is essential for promoting the association and attracting members. Here are the key components of a marketing plan:

• Target Audience : Define the target audience by understanding their demographics, preferences, and behaviors to tailor membership marketing strategies effectively. 25% of associations say that creating targeted communication boosts member engagement.
• Objective Setting : Establish clear marketing objectives, such as increasing membership , enhancing brand awareness, or promoting specific programs or events.
• Tactical Approach : Identify and implement key marketing tactics, including digital marketing, social media engagement , content marketing, events, and partnerships, to achieve marketing objectives.
• Resource Allocation : Allocate resources effectively by prioritizing marketing initiatives based on their potential impact and return on investment.
• Performance Measurement : Implement metrics and KPIs to measure the effectiveness of marketing efforts and track progress toward marketing objectives.
• Affinity Programs : Considering that 76% of associations don’t offer benefits or affinity programs, integrating such programs can be a significant differentiator in creating returning members and enhancing member loyalty.

Operational Plan

The operational plan within an association's business plan indicates the day-to-day operations necessary to accomplish organizational objectives. It encompasses various operations facets , including organizational structure, personnel requirements, administrative protocols, and facilities management.

Organizational Structure

The organizational structure segment of the association business plan outlines the hierarchy and framework governing the organization's internal setup. It defines the roles and responsibilities of key personnel, including board members, executives, staff, and volunteers, delineating reporting lines and communication channels.

Financial Plan

The association's business plan section comprehensively overviews the organization's financial health, strategies, and projections. It encompasses various elements, including revenue streams, expenses, budgets, funding sources, and financial projections.

Networking With Others in the Field

Networking with others in the field is an essential aspect of association management, as it allows for collaboration, knowledge sharing, and resource pooling. The connections with other associations, industry professionals, and relevant stakeholders, help associations access valuable insights, follow best practices, and capitalize on opportunities for partnership or collaboration.

Continuing Education And/or Professional Certification

Professional certification or continued education in an association's offerings is necessary for promoting member growth and success . It demonstrates a commitment to excellence and provides members with opportunities to enhance their skills and qualifications. Importantly, 39% of individuals join associations for special accreditation and continued education . Therefore, this statistic marks the value continued education can add in both attracting new members and contributing to their career development and professional standing. Besides, such initiatives serve as a compelling incentive for prospective members looking for advancement and learning opportunities within their fields.

Step 2: Build

Decide on how you want the association to be perceived. When your members have attended your conferences and events, how do you want them to feel about the experience?

For this reason, you have to build and organize an association based on your objectives. As a leader, you should communicate clearly and effectively to engage and motivate members while working steadily toward achieving goals.

Develop Your Board

Building association board is challenging and getting it right is crucial to take the organization to the next level and meet the long-term needs for success.

Prioritizing board development helps board members work together and make decisions based on a more strategic perspective. Therefore, it’s important to orient, train, and evaluate every board member to ensure long-term success.

Doing this signals that your organization places high value on membership development. It will also encourage others to adapt to the changing industry in a vibrant learning environment.

Board Member Recruitment Process

As you start recruiting for nonprofit board members, you should already be aware of the qualities and skills you are looking for. Before you post board member openings, keep in mind that you need to write clear and descriptive job titles.

If your goal is to find the best fit for your nonprofit board, be open to reaching out to potential candidates, whether offline or online. We advise that you post your openings on LinkedIn to access a vibrant community that brings the skills and talents of different individuals altogether.

Create a systematized recruitment process for evaluating, interviewing, and selecting qualified applicants. You can invite them to any of your association events or ask them to volunteer in any of your projects to get to know them better.

Don’t be rushed into making a decision. Shortlist candidates first and be open to asking for suggestions from others. Narrow down the applications to 2-3, and prepare to present them to your board for further discussion.

Who to Recruit for a High-Impact Board

Association board members need to have the right skills and passion for achieving organizational goals. Thus, recruiting potential candidates to build a high-impact board requires thoughtful planning. Let’s look at some of the factors to remember to help you find the right ones.

Choose board members that are well-known and respected in the community. They can be doctors, lawyers, bankers, or other professionals with social connections.

Being respectable community members, you have to make sure that they are open to having their names associated with the organization.

In addition, they should be willing to attend and represent the association in specific corporate events or other public functions. They should also be open to working with the press or performing other public relations duties.

1. Develop an Effective Job Description

Solid job descriptions can ensure that applicants understand exactly what their duties and responsibilities will be. The clarity in a job description puts potential board members on the same page as you and aligns them with your association goals. This will help you attract qualified candidates.

A board member’s job description should include position, function, duties & responsibilities, among others. However, not all board members will have the same job description.

Engage readers by starting with a concise but impactful job overview. A 5-sentence overview should contain:

• The job's primary function
• Its value to the organization
• Ways that it can contribute to the overall success

For example, it should answer the question, "How does this role contribute to ensuring that organizational policies and an effective management team are in place?"

An optimistic and supportive tone like, "Come and join a committed and innovative group of _ ____ " to encourage individuals to apply.

Clearly state and describe the key job functions in a bullet list. You also can group them into categories like management skills, communication skills, and technical skills.

If you want to boost excitement, explain how the role can support business objectives, the advancement opportunity for the candidates, and the many ways your association makes an impact on the world today.

Moreover, write engaging and exciting job descriptions and use them as a tool in developing employer branding, offering a great candidate experience, and attracting top talents.

2. Surefire Ways to Find Qualified Candidates

Finding the right board member candidates with the help of technology and modern sourcing techniques can save you time and money. However, this doesn’t discount the fact that it’s still common practice to source them in a traditional way. Let’s explore below the different options for recruitment.

Referrals from friends and colleagues . Including personal referrals as part of the overall recruitment strategy can save you time and money. A study reveals that referred candidates are 55% more likely to be hired than applicants sourced through online job portals.

Recruitment agencies . Reach out to recruiters or headhunters of a staffing agency and ask for applicant credential evaluation or help you prescreen them.

Online job portals . You can advertise open positions on Indeed , CareerBuilder , or Monster and even have a look at some CVs of potential candidates. On the other hand, interested applicants can also access your organization’s details and vacancies using these job search websites.

Social networking websites . LinkedIn is a networking tool that allows you to search for qualified candidates and expand your professional network.

3. Finding and Selecting Your Board Members

Before interviewing applicants, develop a standard set of questions first that can help you learn more about their credentials and experiences.

To help you out, Dale E. Jones, President & CEO at Diversified Search shared the 5 key questions to ask prospective board members :

• Why do you think you are a good fit for this board?
• Do you have any conflicts of interest?
• Are you prepared for the time commitment?
• Do you understand the culture of this organization?
• Can you spy and manage disruption?

Once you’ve chosen the right board members for your association, ask them to sign a contract to officiate their roles. LISC has released a sample Board Member Agreement you can use as a reference to gain clarity in business relationships and rights of parties.

Step 3: Fundraising

Fundraising is the process of gathering and soliciting voluntary donations from organizations, individuals, government, etc., in the form of money or other resources.

How to Request for Charitable Donations

In a research , 96% of respondents revealed they felt their moral duty to use what they had to help others when they donated. When asking for donations, explain to prospective donors that sharing what they have with others can benefit their causes and strengthen their values.

If you want to write compelling fundraising stories, learn what motivates your readers and can evoke emotions. Be honest in telling your story in a way that will reassure and inspire those who are looking to help. Also, build a fundraiser page that they can visit to get more information.

Step 4: Incorporation

Incorporated associations follow a legal structure governed by a state or territory law that is usually not-for-profit.

Generally, they consist of a minimum number of members that a committee manages. They meet yearly at an annual general meeting. Moreover, they have a set of rules and operate in the state or territory they are incorporated in.

Ways to Becoming an Incorporated Association

According to The National Council of Nonprofits (Council of Nonprofits), state laws and regulations for the formation of nonprofit corporations will differ from state to state. If you need state-specific resources, they recommend that you connect with your local state association of nonprofits .

Additionally, it’s best to consult legal counsel or CPAs to ensure that you understand and follow the right process for starting your association.

Below are the steps posted on the Council of Nonprofits website , which you need to follow when incorporating an organization:

File Articles of Incorporation (called a "certificate of incorporation" in some states.) Some states require supplemental information, such as:

• Certificate of Disclosure
• Proof of Corporate Name
• Filing fees - Be sure to follow the instructions on the forms and pay all applicable filing fees.

Extra steps, depending on the state:

In many states you must publish your articles of incorporation a certain number of times in a local newspaper, then file proof of publication with a state agency.

Samples to consider:

• Prepare and adopt by law
• Prepare and adopt a conflict of interests policy
• Prepare and adopt compensation policies

Step 5: Tax Exemption

Tax-exempt status gives you many advantages such as not being required to pay taxes, participation in grant programs , eligibility for deductible contributions, etc.

How to File for 501(C)(3) Tax-Exempt Status

Visit the Internal Revenue Service (IRS) and apply for Recognition of Exemption. Depending on the application method, you’re normally required to pay a user fee of $275 or $600 for your tax-exempt status. The IRS may ask you to wait for 3-12 months before they release the decision.

Step 6: Compliance

Associations that undergo a compliance check must file their tax requirements and obligations through the IRS.

Adhering to and Maintaining IRS Compliance

An incorporated association has to follow certain steps every year to keep its tax-exempt status. Begin by filling out and submitting IRS Form 990 , which contains expenses, revenue, board members, achievements, and other operational information. However, the type of form to fill out will still depend on your gross receipts .

If you are planning to host a fundraising activity or ask for donations in the future, make sure to complete the Charitable Solicitation Registration first.

It’s important to fill out Form 990 every year. If your association is committed to following compliance regulations at all times, there’ll be no problem maintaining its tax-exempt status.

Once you’ve completed and submitted all requirements for the formation of your nonprofit, you can now start to set up your office.

Software to Automate and Run Your Association

Selecting the best association management software for your association is vital if you want better membership management and enhanced communication in your organization.

Glue Up’s Association Management Software is an all-in-one engagement software for associations to streamline membership processes and boost engagement. With this solution, you can automate membership management, which can help save time as you focus on growing your association.

It also includes the Membership Management Software —ideal for maximizing retention or increasing renewal rates with automatic reminders, auto-generated invoices, and unlimited membership types for the management of membership within associations and other member-based organizations.

Top 5 Association Management Companies to Professionally Manage All Aspects of Your Association’s Operations

Do you want your association to increase its value and continuously thrive? We came up with a list of association management companies that offer strategic guidance and management solutions to keep organizational operations running smoothly.

1. AMC Institute

AMC Institute (AMC) offers expert support and resources that help new organizations grow and thrive through industry best practices and educational/ professional networking opportunities.

ASAE is a membership organization that is now the premier source of learning, knowledge, and future-oriented research for associations. It provides different organizations with the resources, education, ideas, and advocacy to help them succeed in the years to come.

3. SmithBucklin

SmithBucklin is an association management company that assists organizations in managing all aspects of their operations like membership recruitment, financial management, government relations, among others.

4. Association Management Strategies

Association Management Strategies (AMS) is composed of a team of specialists and professionals that offer associations access to a full range of professional services required to smoothly operate.

SBI Association Management is a forward-thinking company in the Pacific Northwest ideal for nonprofit professional associations in need of innovative management services.

Creating Well-Defined Rules and Regulations for Your Association

Creating well-defined rules and regulations for your association's members is important for maintaining order, ensuring fairness, and upholding the organization's mission and values. Here's how you can go about it:

Define the Purpose and Goals of Your Association

Start by clearly defining the purpose and goals of your association . Certify that the rules and regulations are aligned with these objectives to provide a framework for member conduct.

Gather Input from All Stakeholders

Seek input from association members , leaders, and other relevant stakeholders. Your insights are valuable in shaping rules that reflect the diverse needs and perspectives of the membership.

Be Specific and Clear

Your rules and regulations should be specific, clearly worded, and easily understood . Avoid ambiguity to prevent confusion or misinterpretation among members.

Ensure Fairness and Consistency

Uphold principles of fairness and equity in drafting rules. Rules should be applied consistently to all members, including yourself, without discrimination or favoritism.

Communicate the Rules and Regulations

Once finalized, ensure the rules and regulations are effectively communicated to all association members. Utilize various communication channels to confirm widespread awareness and understanding.

Regularly Review and Update

Establish a process for regularly reviewing and updating the rules and regulations as needed. Participation in this process ensures that rules remain relevant and responsive to changing circumstances or member needs.

Incorporating Governance Structure in Your Association Bylaws

In addition to these steps, your association should consider legal compliance and regulatory requirements applicable to your jurisdiction and industry. Seeking legal guidance can help ensure that the rules and regulations comply with relevant laws and regulations.

Define Your Association's Governance Structure

Determine the number of board members , their roles, responsibilities, and terms of office. Your involvement in this process ensures that governance reflects the needs and aspirations of the membership.

Incorporate Provisions for Decision-Making

Your association's bylaws should include decision-making procedures by unanimous written consent without a meeting. Ensure that mechanisms are in place for the board of directors to amend the bylaws, if necessary, without shareholder approval.

Ensure Indemnification of Officers and Directors

Include provisions for the full indemnification of officers and directors to protect them from legal liabilities arising from their roles. Your support in this area safeguards the interests of those serving in leadership positions.

Consider Future Flexibility

Anticipate future needs and changes by incorporating provisions that allow for flexibility in governance and decision-making processes. This input ensures that the association remains adaptable despite evolving challenges.

Regular Review and Amendment

Establish a process for regular review and potential amendment of the association's bylaws to ensure they remain relevant and effective. Your involvement in this process ensures that the bylaws reflect the association's evolving needs and priorities.

Tips for Remaining Legally Compliant

Starting and managing an association involves adhering to various legal requirements to ensure smooth operations and avoid potential legal issues. 

Here are some useful tips to help your association remain legally compliant:  

Register the Legal Name of Your Association, If Appropriate

Verify your association's name is unique and officially registered with the appropriate government body.  

Build a Business Plan

Develop a comprehensive business plan outlining your association's mission, goals, and strategies to guide your operations.  

Determine the Legal Structure

Choose the appropriate legal structure for your association, such as a nonprofit, corporation, or unincorporated association, based on your goals and activities.  

Consider Your Leadership Structure

Define the leadership roles within your association, such as board members and officers, and outline their responsibilities.  

Create and File Bylaws

Draft bylaws that govern the internal operations of your association, and file them with the necessary authorities.

Draft and Adopt Policies and Procedures

Establish clear policies and procedures to ensure consistent and lawful operations within your association.

Establish Membership Requirements

Set clear criteria for membership eligibility, benefits, and obligations to maintain transparency and fairness.

File for Tax Exemption

Apply for tax-exempt status with the IRS and other relevant authorities if your association qualifies as a nonprofit.  

Use Management Software

Implement association management software to streamline operations, manage member data, and certify compliance with legal requirements.

Maintain IRS Compliance

Regularly file necessary tax documents and reports with the IRS to maintain your association's tax-exempt status.  

Check with Your Local Jurisdiction

Stay informed about local regulations and requirements that may impact your association, and ensure compliance with them.

Build a Solid Team

Assemble a dedicated team of staff and volunteers who understand and support your association's mission and legal obligations.

Recruit Members

Actively onboard new members to grow your association and strengthen its influence and reach.

Create Ongoing Value

Continuously provide value to your members through events, resources, and services to retain their engagement and support.  

Create a Membership Site

Develop a membership site to facilitate member communication, provide access to resources, and manage memberships efficiently.

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How To Write A Business Plan (2024 Guide)

Updated: Apr 17, 2024, 11:59am

Table of Contents

Brainstorm an executive summary, create a company description, brainstorm your business goals, describe your services or products, conduct market research, create financial plans, bottom line, frequently asked questions.

Every business starts with a vision, which is distilled and communicated through a business plan. In addition to your high-level hopes and dreams, a strong business plan outlines short-term and long-term goals, budget and whatever else you might need to get started. In this guide, we’ll walk you through how to write a business plan that you can stick to and help guide your operations as you get started.

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Drafting the Summary

An executive summary is an extremely important first step in your business. You have to be able to put the basic facts of your business in an elevator pitch-style sentence to grab investors’ attention and keep their interest. This should communicate your business’s name, what the products or services you’re selling are and what marketplace you’re entering.

Ask for Help

When drafting the executive summary, you should have a few different options. Enlist a few thought partners to review your executive summary possibilities to determine which one is best.

After you have the executive summary in place, you can work on the company description, which contains more specific information. In the description, you’ll need to include your business’s registered name , your business address and any key employees involved in the business. 

The business description should also include the structure of your business, such as sole proprietorship , limited liability company (LLC) , partnership or corporation. This is the time to specify how much of an ownership stake everyone has in the company. Finally, include a section that outlines the history of the company and how it has evolved over time.

Wherever you are on the business journey, you return to your goals and assess where you are in meeting your in-progress targets and setting new goals to work toward.

Numbers-based Goals

Goals can cover a variety of sections of your business. Financial and profit goals are a given for when you’re establishing your business, but there are other goals to take into account as well with regard to brand awareness and growth. For example, you might want to hit a certain number of followers across social channels or raise your engagement rates.

Another goal could be to attract new investors or find grants if you’re a nonprofit business. If you’re looking to grow, you’ll want to set revenue targets to make that happen as well.

Intangible Goals

Goals unrelated to traceable numbers are important as well. These can include seeing your business’s advertisement reach the general public or receiving a terrific client review. These goals are important for the direction you take your business and the direction you want it to go in the future.

The business plan should have a section that explains the services or products that you’re offering. This is the part where you can also describe how they fit in the current market or are providing something necessary or entirely new. If you have any patents or trademarks, this is where you can include those too.

If you have any visual aids, they should be included here as well. This would also be a good place to include pricing strategy and explain your materials.

This is the part of the business plan where you can explain your expertise and different approach in greater depth. Show how what you’re offering is vital to the market and fills an important gap.

You can also situate your business in your industry and compare it to other ones and how you have a competitive advantage in the marketplace.

Other than financial goals, you want to have a budget and set your planned weekly, monthly and annual spending. There are several different costs to consider, such as operational costs.

Business Operations Costs

Rent for your business is the first big cost to factor into your budget. If your business is remote, the cost that replaces rent will be the software that maintains your virtual operations.

Marketing and sales costs should be next on your list. Devoting money to making sure people know about your business is as important as making sure it functions.

Other Costs

Although you can’t anticipate disasters, there are likely to be unanticipated costs that come up at some point in your business’s existence. It’s important to factor these possible costs into your financial plans so you’re not caught totally unaware.

Business plans are important for businesses of all sizes so that you can define where your business is and where you want it to go. Growing your business requires a vision, and giving yourself a roadmap in the form of a business plan will set you up for success.

How do I write a simple business plan?

When you’re working on a business plan, make sure you have as much information as possible so that you can simplify it to the most relevant information. A simple business plan still needs all of the parts included in this article, but you can be very clear and direct.

What are some common mistakes in a business plan?

The most common mistakes in a business plan are common writing issues like grammar errors or misspellings. It’s important to be clear in your sentence structure and proofread your business plan before sending it to any investors or partners.

What basic items should be included in a business plan?

When writing out a business plan, you want to make sure that you cover everything related to your concept for the business,  an analysis of the industry―including potential customers and an overview of the market for your goods or services―how you plan to execute your vision for the business, how you plan to grow the business if it becomes successful and all financial data around the business, including current cash on hand, potential investors and budget plans for the next few years.

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How to Write a Business Plan, Step by Step

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What is a business plan?

1. write an executive summary, 2. describe your company, 3. state your business goals, 4. describe your products and services, 5. do your market research, 6. outline your marketing and sales plan, 7. perform a business financial analysis, 8. make financial projections, 9. summarize how your company operates, 10. add any additional information to an appendix, business plan tips and resources.

A business plan outlines your business’s financial goals and explains how you’ll achieve them over the next three to five years. Here’s a step-by-step guide to writing a business plan that will offer a strong, detailed road map for your business.

ZenBusiness

A business plan is a document that explains what your business does, how it makes money and who its customers are. Internally, writing a business plan should help you clarify your vision and organize your operations. Externally, you can share it with potential lenders and investors to show them you’re on the right track.

Business plans are living documents; it’s OK for them to change over time. Startups may update their business plans often as they figure out who their customers are and what products and services fit them best. Mature companies might only revisit their business plan every few years. Regardless of your business’s age, brush up this document before you apply for a business loan .

» Need help writing? Learn about the best business plan software .

This is your elevator pitch. It should include a mission statement, a brief description of the products or services your business offers and a broad summary of your financial growth plans.

Though the executive summary is the first thing your investors will read, it can be easier to write it last. That way, you can highlight information you’ve identified while writing other sections that go into more detail.

» MORE: How to write an executive summary in 6 steps

Next up is your company description. This should contain basic information like:

Your business’s registered name.

Address of your business location .

Names of key people in the business. Make sure to highlight unique skills or technical expertise among members of your team.

Your company description should also define your business structure — such as a sole proprietorship, partnership or corporation — and include the percent ownership that each owner has and the extent of each owner’s involvement in the company.

Lastly, write a little about the history of your company and the nature of your business now. This prepares the reader to learn about your goals in the next section.

» MORE: How to write a company overview for a business plan

The third part of a business plan is an objective statement. This section spells out what you’d like to accomplish, both in the near term and over the coming years.

If you’re looking for a business loan or outside investment, you can use this section to explain how the financing will help your business grow and how you plan to achieve those growth targets. The key is to provide a clear explanation of the opportunity your business presents to the lender.

For example, if your business is launching a second product line, you might explain how the loan will help your company launch that new product and how much you think sales will increase over the next three years as a result.

» MORE: How to write a successful business plan for a loan

In this section, go into detail about the products or services you offer or plan to offer.

You should include the following:

An explanation of how your product or service works.

The pricing model for your product or service.

The typical customers you serve.

Your supply chain and order fulfillment strategy.

You can also discuss current or pending trademarks and patents associated with your product or service.

Lenders and investors will want to know what sets your product apart from your competition. In your market analysis section , explain who your competitors are. Discuss what they do well, and point out what you can do better. If you’re serving a different or underserved market, explain that.

Here, you can address how you plan to persuade customers to buy your products or services, or how you will develop customer loyalty that will lead to repeat business.

Include details about your sales and distribution strategies, including the costs involved in selling each product .

» MORE: R e a d our complete guide to small business marketing

If you’re a startup, you may not have much information on your business financials yet. However, if you’re an existing business, you’ll want to include income or profit-and-loss statements, a balance sheet that lists your assets and debts, and a cash flow statement that shows how cash comes into and goes out of the company.

Accounting software may be able to generate these reports for you. It may also help you calculate metrics such as:

Net profit margin: the percentage of revenue you keep as net income.

Current ratio: the measurement of your liquidity and ability to repay debts.

Accounts receivable turnover ratio: a measurement of how frequently you collect on receivables per year.

This is a great place to include charts and graphs that make it easy for those reading your plan to understand the financial health of your business.

This is a critical part of your business plan if you’re seeking financing or investors. It outlines how your business will generate enough profit to repay the loan or how you will earn a decent return for investors.

Here, you’ll provide your business’s monthly or quarterly sales, expenses and profit estimates over at least a three-year period — with the future numbers assuming you’ve obtained a new loan.

Accuracy is key, so carefully analyze your past financial statements before giving projections. Your goals may be aggressive, but they should also be realistic.

NerdWallet’s picks for setting up your business finances:

The best business checking accounts .

The best business credit cards .

The best accounting software .

Before the end of your business plan, summarize how your business is structured and outline each team’s responsibilities. This will help your readers understand who performs each of the functions you’ve described above — making and selling your products or services — and how much each of those functions cost.

If any of your employees have exceptional skills, you may want to include their resumes to help explain the competitive advantage they give you.

Finally, attach any supporting information or additional materials that you couldn’t fit in elsewhere. That might include:

Licenses and permits.

Equipment leases.

Bank statements.

Details of your personal and business credit history, if you’re seeking financing.

If the appendix is long, you may want to consider adding a table of contents at the beginning of this section.

How much do you need?

with Fundera by NerdWallet

We’ll start with a brief questionnaire to better understand the unique needs of your business.

Once we uncover your personalized matches, our team will consult you on the process moving forward.

Here are some tips to write a detailed, convincing business plan:

Avoid over-optimism: If you’re applying for a business bank loan or professional investment, someone will be reading your business plan closely. Providing unreasonable sales estimates can hurt your chances of approval.

Proofread: Spelling, punctuation and grammatical errors can jump off the page and turn off lenders and prospective investors. If writing and editing aren't your strong suit, you may want to hire a professional business plan writer, copy editor or proofreader.

Use free resources: SCORE is a nonprofit association that offers a large network of volunteer business mentors and experts who can help you write or edit your business plan. The U.S. Small Business Administration’s Small Business Development Centers , which provide free business consulting and help with business plan development, can also be a resource.

On a similar note...

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• Writing a Business Plan

Writing a business plan may seem a daunting task as there are so many moving parts and concepts to address. Take it one step at a time and be sure to schedule regular review (quarterly, semi-annually, or annually) of your plan to be sure you on are track to meet your goals.

Why Write a Business Plan?

Making a business plan creates the foundation for your business. It provides an easy-to-understand framework and allows you to navigate the unexpected.

Quick Takeaways

• A good business plan not only creates a road map for your business, but helps you work through your goals and get them on paper
• Business plans come in many formats and contain many sections, but even the most basic should include a mission and vision statement, marketing plans, and a proposed management structure
• Business plans can help you get investors and new business partners

Source: Write Your Business Plan: United States Small Business Association

Writing a business plan is imperative to getting your business of the ground. While every plan is different – and most likely depends on the type and size of your business – there are some basic elements you don’t want to ignore.

Latest on this topic

NAR Library & Archives has already done the research for you. References (formerly Field Guides) offer links to articles, eBooks, websites, statistics, and more to provide a comprehensive overview of perspectives. EBSCO articles ( E ) are available only to NAR members and require the member's nar.realtor login.

Defining Your Mis​sion & Vision

Writing a business plan begins by defining your business’s mission and vision statement. Though creating such a statement may seem like fluff, it is an important exercise. The mission and vision statement sets the foundation upon which to launch your business. It is difficult to move forward successfully without first defining your business and the ideals under which your business operates. A company description should be included as a part of the mission and vision statement. Some questions you should ask yourself include: 

• What type of real estate do you sell?
• Where is your business located?
• Who founded your business?
• What sets your business apart from your competitors?

What is a Vision Statement ( Business News Daily , Jan. 16, 2024)

How to Write a Mission Statement ( The Balance , Jan. 2, 2020)

How to Write a Mission Statement ( Janel M. Radtke , 1998)

Using a SWOT Analysis to Structure Your Business Plan

Once you’ve created a mission and vision statement, the next step is to develop a SWOT analysis. SWOT stands for “Strengths, Weaknesses, Opportunities, and Threats.” It is difficult to set goals for your business without first enumerating your business’s strengths and weaknesses, and the strengths and weaknesses of your competitors. Evaluate by using the following questions:

• Do you offer superior customer service as compared with your competitors?
• Do you specialize in a niche market? What experiences do you have that set you apart from your competitors?
• What are your competitors’ strengths?
• Where do you see the market already saturated, and where are there opportunities for expansion and growth?

Strength, Weakness, Opportunity, and Threat (SWOT) ( Investopedia , Oct. 30, 2023)

How to Conduct a SWOT Analysis for Your Small Business ( SCORE , Apr. 28, 2022)

SWOT Analysis Toolbox ( University of Washington )

Setting ​Business Goals

Next, translate your mission and vision into tangible goals. For instance, if your mission statement is to make every client feel like your most important client, think about the following:

• How specifically will you implement this?
• Do you want to grow your business?
• Is this growth measured by gross revenue, profit, personnel, or physical office space?
• How much growth do you aim for annually?
• What specific targets will you strive to hit annually in the next few years?

Setting Business Goals & Objectives: 4 Considerations ( Harvard Business School , Oct. 31, 2023)

What are Business Goals? Definition, How To Set Business Goals and Examples ( Indeed , Jul. 31, 2023)

Establishing a Format

Most businesses either follow a traditional business plan format or a lean startup plan.

Traditional Business Plan

A traditional business plan is detailed and comprehensive. Writing this business plan takes more time. A traditional business plan typically contains the following elements:

• Executive Summary
• Company description
• Market analysis
• Organization and management
• Service or product line
• Marketing and sales
• Funding request
• Financial projections

Lean Startup Plan

A lean startup plan requires high-level focus but is easier to write, with an emphasis on key elements. A lean startup plan typically contains the following elements:

• Key partnerships
• Key activities
• Key resources
• Value proposition
• Customer relationships
• Customer segments
• Cost structure
• Revenue stream

Creating a Marketing Plan

You may wish to create a marketing plan as either a section of your business plan or as an addendum. The Marketing Mix concerns product , price , place and promotion .

• What is your product?
• How does your price distinguish you from your competitors—is it industry average, upper quartile, or lower quartile?
• How does your pricing strategy benefit your clients?
• How and where will you promote your services?
• What types of promotions will you advertise?
• Will you ask clients for referrals or use coupons?
• Which channels will you use to place your marketing message?

Your Guide to Creating a Small Business Marketing Plan ( Business.com , Feb. 2, 2024)

10 Questions You Need to Answer to Create a Powerful Marketing Plan ( The Balance , Jan. 16, 2020)

Developing a Marketing Plan ( Federal Deposit Insurance Corporation )

Forming a Team

Ensuring the cooperation of all colleagues, supervisors, and supervisees involved in your plan is another important element to consider. Some questions to consider are:

• Is your business plan’s success contingent upon the cooperation of your colleagues?
• If so, what specifically do you need them to do?
• How will you evaluate their participation?
• Are they on-board with the role you have assigned them?
• How will you get “buy in” from these individuals?

How to Build a Real Estate Team + 7 Critical Mistakes to Avoid ( The Close , May 17, 2023)

Don’t Start a Real Estate Team Without Asking Yourself These 8 Questions ( Homelight , Jan. 21, 2020)

Implementing a Business Plan and Reviewing Regularly

Implementation and follow-up are frequently overlooked aspects to the business plan, yet vital to the success of the plan. Set dates (annually, semi-annually, quarterly, or monthly) to review your business plans goals. Consider the following while reviewing:

• Are you on track?
• Are the goals reasonable to achieve, impossible, or too easy?
• How do you measure success—is it by revenue, profit, or number of transactions?

And lastly, think about overall goals.

• How do you plan to implement your business plan’s goals?
• When will you review and refine your business plan goals?
• What process will you use to review your goals?
• What types of quantitative and qualitative data will you collect and use to measure your success?

These items are only a few sections of a business plan. Depending on your business, you may want to include additional sections in your plan such as a:

• Cover letter stating the reasoning behind developing a business plan
• Non-disclosure statement
• Table of contents

How To Write a Business Proposal Letter (With Examples) ( Indeed , Jul. 18, 2023)

How To Implement Your Business Plan Objectives ( The Balance , Aug. 19, 2022)

The Bottom Line

Creating a business plan may seem daunting, but by understanding your business and market fully, you can create a plan that generates success (however you choose to define it).

Real Estate Business Plans – Samples, Instructional Guides, and Templates

9 Steps to Writing a Real Estate Business Plan + Templates ( The Close , Apr. 3, 2024)

How to Write a Real Estate Business Plan (+Free Template) ( Fit Small Business , Jun. 30, 2023)

The Ultimate Guide to Creating a Real Estate Business Plan + Free Template ( Placester )

Write Your Business Plan ( U.S. Small Business Administration )

General Business Plans – Samples, Instructional Guides, and Templates

Business Plan Template for a Startup Business ( SCORE , Apr. 23, 2024)

Guide to Creating a Business Plan with Template (Business News Daily, Mar. 28, 2024)

Nine Lessons These Entrepreneurs Wish They Knew Before Writing Their First Business Plans ( Forbes , Jul. 25, 2021)

How to Write a Business Plan 101 ( Entrepreneur , Feb. 22, 2021)

Books, eBooks & Other Resources

Ebooks & other resources.

The following eBooks and digital audiobooks are available to NAR members:

The Straightforward Business Plan (eBook)

Business Plan Checklist (eBook)

The SWOT Analysis (eBook)

The Business Plan Workbook (eBook)

Start-Up! A Beginner's Guide to Planning a 21st Century Business (eBook)

Complete Book of Business Plans (eBook)

How to Write a Business Plan (eBook)

The Easy Step by Step Guide to Writing a Business Plan and Making it Work (eBook)

Business Planning: 25 Keys to a Sound Business Plan (Audiobook)

Your First Business Plan, 5 th Edition (eBook)

Anatomy of a Business Plan (eBook)

Writing a Business Plan and Making it Work (Audiobook)

The Social Network Business Plan (eBook)

Books, Videos, Research Reports & More

As a member benefit, the following resources and more are available for loan through the NAR Library. Items will be mailed directly to you or made available for pickup at the REALTOR® Building in Chicago.

Writing an Effective Business Plan (Deloitte and Touche, 1999) HD 1375 D37w

Have an idea for a real estate topic? Send us your suggestions .

The inclusion of links on this page does not imply endorsement by the National Association of REALTORS®. NAR makes no representations about whether the content of any external sites which may be linked in this page complies with state or federal laws or regulations or with applicable NAR policies. These links are provided for your convenience only and you rely on them at your own risk.

THE SBDC NATIONAL INFORMATION CLEARINGHOUSE SERVING THE SMALL BUSINESS DEVELOPMENT CENTER NETWORK AND AMERICA’S SMALL BUSINESS COMMUNITY.

Business Plan

• Last Updated: December 21, 2021

A well thought out and researched business plan is the cornerstone to starting and running a business. Sound business plans can help you obtain financing, identify key milestones, and provide benchmarks to monitor progress toward your goals.

Be sure to check out the free or low-cost training opportunities, plus free professional business advising, from your local Small Business Development Center !

Get Your Free Business Plan from our collection of over 800 business plans listed below!

Updated January 10 th , 2022

How to Write a Business Plan

The following are the nine sections of a traditional business plan identified by the SBA :

• Executive summary
• Company description
• Market analysis
• Organization and management
• Service or product line
• Marketing and sales
• Funding request
• Financial projections

The following are resources to help you develop your own business plan:

• How to Write a Business Plan – from the SBA Learning Center , this free course explains the importance of business planning, defines and describes the components of a business plan to help you develop your own.
• Business plan template – review of two formats and their content from SBA.
• Build Your Business Plan – this SBA tool provides you with a step-by-step guide to help you get started.
• Developing a Successful Business Plan – In this webinar business planning expert Tim Berry helps entrepreneurs and small businesses better understand how to create a business plan
• Business Plan Outline – An in-depth look at how to create an individualized business plan with tools to make it easy.
• How to Write a Business Plan – A step by step guide to writing a successful business plan.
• Shopify – This comprehensive guide walks you through the nuts and bolts of writing your very own business plan.
• How to Write a Business Plan in 8 Simple Steps – A step by step guide with in-depth information on writing each section of a business plan.
• How to Write a Business Plan for Funding – A how-to guide on what is needed for a business plan to present to would-be investors and lenders.
• Business Plan Checklist – Keep yourself on track while writing your business plan.

Where to Find a Business Plan

• Score – Business planning, finance, sales, marketing, and management templates & guides.
• Bplans – Bplans.com contains the largest single collection of free sample business plans online as well as helpful tools and know-how for managing your business.
• Business Plan Handbook – Reference for Business/Advameg contains the first 11 volumes of the Business Plan Handbook series, a compilation of business plans for small businesses.
• The Finance Resource – Free online business plan samples
• More Business – Free online sample business plans for various industries.
• Klariti – Online templates, checklists, forms, and tutorials for entrepreneurs.

Business Plan Templates – an Alphabetized List

The following is a collection of sample business plans. Many of the business plan samples are provided by Palo Alto Software, the Makers of Business Plan Pro . Individuals working with their local SBDC , may receive a discount code for business plan software from participating SBDCs. You may use your promo code to set up your own LivePlan account using the SBDC discount .

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• Automobile Restoration
• Automotive Dealer
• Automotive Repair Shop
• Baby Boutique
• Bail Bonding Company
• Banquet Hall
• Bar and Tavern
• Barber Shop
• Bartending School
• Baseball Batting Cages
• Basketball Camp
• Batting Cages
• Beauty Salon
• Bed and Breakfast
• Bed and Breakfast – Caribbean
• Bed and Breakfast Inn
• Benefits Administration
• Beverage Distributor
• Beverage Machine Rental
• Beverage Manufacturer
• Bicycle Art
• Bicycle Shop (Retail)
• Biodiesel Plant
• Boarding School
• Boat and Yacht Dealer
• Boat Storage Facility
• Booking Agency
• Bookkeeping Practice
• Bowling Alley
• Bowling Entertainment Center
• Bridal Gown Shop
• Bridal Shop
• Business Analysis Publishing
• Business Brokerage
• Business Development
• Business Support Insurance
• Business Valuation Expert
• Butcher Shop
• Cabinet Contractor
• Cable TV Installer
• Cafe Bistro Coffeehouse
• Call Center
• Candle Making
• Candy Store
• Car Audio Store
• Car Parts Store
• Car Rental Agency
• Car Wash (Self-service)
• Career Counselor
• Carpentry Contractor
• Carpet Cleaner
• Cash Flow Note Buyer
• Cash for Gold Store
• Catering and Ballroom Rental
• Catering Company
• Cell Phone Store
• Cell Phones Retailer
• Charter School
• Check Cashing Store
• Cheese Shop
• Chemical Laboratory
• Chicken Farm
• Child Day Care Services
• Children’s Center
• Children’s Play Program
• Children’s Website
• Chinese Restaurant
• Chiropractic Business
• Chiropractic Practice
• Christmas Store
• Cigar Manufacturing
• Classified Ads Website
• Cleaning Services
• Clothing E-commerce Site
• Clothing Manufacturer
• Clothing Retail
• Clothing Store
• Cloud Computing Service
• Coffee Distribution
• Coffee Export
• Coffee Kiosk
• Coffee Roaster
• Coffeehouse
• Comic Book Store
• Commercial Bank
• Commercial Catalog Sales
• Commercial Contractor
• Commercial Diving Service
• Commodities Trading Firm
• Computer Consulting
• Computer Hardware Reseller
• Computer Laser Accessories
• Computer Repair
• Computer Repair Service
• Computer Software
• Computer Software Retailer
• Computer Support
• Computers Reseller
• Concert Promoter
• Concierge Service
• Construction
• Construction Carpenter
• Construction Inspection
• Construction Irrigation
• Construction Manufacturer
• Construction Repair
• Consulting Firm
• Consulting Seminars
• Convenience Store
• Convenience Store Cafe
• Convenience Store Gas Station
• Convenience Store Soda Fountain
• Corporate Trainer
• Cosmetic Herbal Sundries
• Cosmetics Retailer
• Cosmetology (Beauty) School
• Countertop Installation Service
• Country Club
• Courier Service
• Court Reporting Service
• Credit Monitoring Service
• Credit Repair Service
• Crowdfunding Website
• Cruise Ship
• Cultural Consulting Firm
• Cupcake Store
• Currency Exchanger
• Custom Pottery
• Custom Printed T-Shirts
• Dance Studio
• Data Recovery
• Data Recovery Service
• Database Software
• Day Care Center
• Debt Collection Agency
• Debt Consolidation Service
• Decorative Pottery
• Defense Contractor
• Deli Restaurant
• Delicatessen and Bakery
• Demolition Company
• Dental Clinic
• Dental Laboratories
• Dental Laboratory
• Dental Office
• Department Store
• Dessert Bakery
• Diabetic Supply Company
• Diamond Retailer
• Diamond Wholesaler
• Diaper Manufacturer
• Dinner Theater
• Dinner Train
• Direct Mail Service
• Display Case Marketing
• Document Shredding
• Dog and Cat Kennel
• Dog Groomer and Kennel
• Dog Obedience School
• Dollar Store
• Drapery Fabricator
• Driving School
• Drug Rehab Center
• Dry Cleaner
• Dry Cleaning Home Delivery
• Drywall Installer
• E-commerce Fabric Store
• E-commerce Fire Rescue Equipment
• E-commerce Start-up
• E-Commerce Website
• Educational Software K-12
• Electrical Contractor
• Electronic Engineering
• Electronic Filing Storage
• Electronics Repair Shop
• Electronics Retailer
• Embroidery Shop
• Emergency Shelters
• Energy Conservation
• Engineering Business
• Engineering Consulting
• Engineering Firm
• Environmental Car Dealership
• Environmental Laboratory
• Equipment Leasing Broker
• Equipment Rental Sales
• Escort Agency
• Escrow Service
• Ethnic Food Import
• Ethnic Food Restaurant
• Event Planner
• Exec Employment Agency
• Export Watch Manufacturer
• Exterminator Service
• Eye Surgery Equipment Maker 
• Family Medicine Clinic
• Farmer’s Market
• Fashion Consultant
• Fast Food Restaurant
• Film Production Company
• Financial Planner
• Financial Planning
• Financial Website
• Fine Dining Restaurant
• Fireworks Store
• Fish and Tackle Shop
• Fish Breeder
• Fishing Equipment
• Fishing Supplies and Fly Shop
• Fitness Center and Gym
• Flea Market
• Flight School
• Flower Shop
• Food Preparation
• Foreclosure Advisory
• Formwork Construction
• Franchise System
• Franchised Restaurant
• Frozen Custard Shop
• Freight Brokerage
• Fundraising Company
• Funeral Home
• Furniture Manufacturer
• Furniture Store
• Garden Products Recycling
• Gas Station
• Genealogy Service
• General Contractor
• General Freight Trucking
• Gift Basket
• Gift Basket Company
• Gift Card Distributor
• Global Event Planning
• Global Marketing
• Go Kart Track
• Gold Trading Company
• Golf Course
• Golf Driving Range
• Golf Pro Shop
• Gourmet Coffee Shop
• Gourmet Food Store
• Grant Search Company
• Graphic Design
• Graphic Design Company
• Gravel Rock Products
• Green Energy Products
• Greeting Card Maker
• Grocery Store
• Gun Shooting Range
• Gymnastics Center
• Hair and Nail Salon
• Hair Replacement and Salon
• Halloween Shop
• Handyman Maintenance
• Hardware Retail Franchise
• Hardware Store
• Hardwood Floor Refinisher
• Haunted House
• Health Club
• Health Plan Administration
• Healthy Restaurant
• Hearing Testing Systems
• Heavy Equipment Maker
• Heavy Equipment Rental
• High-Tech Marketing
• Holding Company
• Home Health Care
• Home Healthcare Agency
• Home Inspection Service
• Home Oxygen Delivery
• Home Real Estate Inspection
• Horse Boarding Real Estate
• Horse Reseller
• Horse Training
• Hotel and Resort
• Houseboat Rental
• Human Resources Consulting
• Hunting Supply Store
• HVAC Contractor
• Hydroponics Farm
• I.D. Verification Technology
• Ice Cream Shop
• Ice Skating Rink
• Import Export Company
• Independent Video Store
• Indoor Soccer Facility
• Infomercial Company 
• Information Technology
• Infusion Therapy Pharmacy
• Inline Skating Products
• Insurance Agency
• Insurance Industry Support Services 
• Insurance Premium Finance
• Integrated Communications
• Interior Decorator
• Interior Design
• Interiors Contractor 
• International IT Consulting
• International Travel Agency
• Internet ASP
• Internet Cafe
• Internet Court Documents
• Internet Marketing Firm
• Internet Media Advertising
• Internet Service Provider
• Inventory Control Software
• Investing Club
• Investment Bank
• Investment Website
• Irish Pub Bar
• IT Consulting Firm
• Italian Renaissance Theme Restaurant
• Italian Restaurant
• Janitorial Service
• Janitorial Services
• Jet Ski Rental 
• Jewelry Store
• Juice and Smoothie Bar 
• Karaoke Bar
• Karaoke Bar & Bowling Alley
• Landscape Contractor
• Laser Tag Facility
• Laser Tag Gaming Center
• Laundry Mat
• Law Practice
• Lawn and Garden Services
• Lead Generation Website
• Lift Bed Manufacturer
• Limousine Service
• Limousine Taxi
• Lingerie Shop
• Lingerie Store
• Liquor Store
• Loan Brokerage
• Machine and Lathe Shop
• Machine Tooling
• Magazine Publisher
• Maid and Cleaning Service
• Mail Order Returns
• Marketing Strategy
• Martial Arts School
• Masonry Contractor
• Massage Products
• Massage Therapist
• Maternity Clothing
• Maternity Clothing Store
• Mattress Store
• Medical Billing
• Medical Billing Company
• Medical Equipment
• Medical Equipment Developer
• Medical Internet Marketing
• Medical Laboratory
• Medical Language Translation
• Medical Practice
• Medical Scanning Lab
• Medical Software
• Medical Transcription
• Medicine Dispenser
• Mediterranean Restaurant
• Membership Social Events
• Men’s Salon
• Mexican Restaurant
• Microbrewery
• Midwife Service
• Miniature Golf Course
• Mining Software
• MLM Cleaning Products
• MLM Water Filter
• Mobile Car Detailing
• Mobile Home Manufacturer
• Mobile Home Park
• Mobile Oil Change
• Mopeds Rental
• Mortgage Broker
• Mortgage Brokerage
• Motel – Hunting Lodge
• Motorcycle Dealer
• Motorcycle Shop
• Movie Theater
• Multi-Sport Complex
• Music Festival
• Music Recording Distribution
• Music Recording Producer
• Musical Instrument Store
• Mutual Fund
• Nightclub Saloon
• Nightclub, Dance Classes
• Nonprofit Business Plans
• Nonprofit Food Bank
• Nonprofit Law Firm
• Nonprofit Recording Co-op
• Nonprofit Trade Association
• Not for Profit Organization
• Nurse Practitioner
• Nursing Home
• Nutritionist Practice 
• Occupational Health
• Office Consulting
• Office Equipment Rental
• Office Furniture Manufacturer
• Office Supply Store
• Oil Company
• Online Auction Website
• Online Booking
• Online Casino
• Online Clothing Store
• Online Data Storage
• Online Dating Website
• Online Print Shop
• Online School
• Optometry Practice
• Organic Restaurant
• Outdoor Gear Designer
• Outpatient Surgical Center
• Outsourced Call Center
• Outsourced Computer Support
• Pack and Ship Store
• Packaging and Shipping
• Pain Management Clinic
• Paintball Facility
• Paintball Store and Field
• Painting Contractor
• Painting Contractors
• Pallet Manufacturer
• Paralegal Firm
• Parenting Center
• Parking Garage
• Party Equipment Rental
• Pasta Italian Restaurant
• Pasta Manufacturer
• Patent Agent
• Paternity Testing Clinic
• Patient Advocacy Service
• Payday Lender
• Payroll Service Company
• Performance Auto Shop
• Personal Event Planning
• Personal Shopper
• Personal Shopping Services
• Personnel Management
• Pet Photography
• Pet Products Manufacturer
• Pet Supplies
• Pharma Sales Company
• Photo Booth Company
• Photography Studio
• Physical Fitness Gym
• Physical Therapy Massage
• Physical Therapy Practice
• Pie Restaurant
• Pilates Studio
• Pizza Delivery
• Pizza Restaurant
• Pizzeria Franchise
• Plant Nursery
• Plastics Recycling
• Plumbing Contractor
• Podiatry Practice
• Polygraph Service
• Pool Cleaning Service
• Pool Table Store
• Portrait Photographer
• Pottery Store
• Poultry (Chicken) Farm
• Powder Coating Service
• Power Plant
• Power Washing Service
• Print Brokerage
• Print Services Broker
• Private Equity Firm
• Private Investigator
• Private Placement Broker
• Process Serving Service
• Promotional Products Maker
• Property Appraiser
• Property Management Firm
• Psychology Practice
• Public Relations
• Public Relations Firm
• Quick Lube Oil Change
• Quilt Artist (Custom)
• Radio Station
• Radiology Center
• Real Estate Brokerage
• Real Estate Developer
• Real Estate Property Management
• Real Estate Website
• Record Label
• Recording Studio
• Recreation Center
• Recycling Center
• Recycling Waste Materials
• Regional Airline
• Reiki Practitioner
• Religious Coffeeshop
• Rent to Own Store
• Rental Remodeling
• Repo Company
• Residential Remodeling
• Resort Hotel Ski Lodge
• Restaurant Business Plan List (Several Types)
• Retail Property Sub-leasing
• Retail Tennis Shop
• Rock Climbing Gym
• Roller Skating Rink
• Roofing Contractor
• Salsa Manufacturer
• Salvage Company
• Sandwich Shop
• Sandwich Shop (franchise)
• Satellite Communications
• Scholarship Consulting
• School Bus Operator
• School Fundraising
• Scrapbooking Store
• Scrapbooking Supply Store
• Scuba Supply Store
• Security Guard Service
• Security System Company
• Self-Storage
• Self Storage Facility
• Seminars Company
• SEO Company
• Septic Tank Contractor
• Shared Office Building
• Shaved Ice Beverage
• Sheet Metal Fabricator
• Shipment Monitoring
• Sightseeing Bus Tours
• Singles Bar
• Skate Park Skiing
• Skateboard Shop
• Skydiving Service
• Slaughter House
• Small Engine Repair
• Snow Plow Service
• Soap Manufacturer
• Soccer Club
• Social Networking Website
• Soft Pretzel Shop
• Software Developer
• Software Publisher
• Software Testing
• Solar Energy Farm
• Solar Panel Installation
• Solar Water Heater Distributor
• Soup Kitchen
• Soybean Farm
• Specialty Baker
• Speech Therapist
• Sporting Goods Store
• Sports Agency
• Sports Equipment Cafe
• Sports Medical Equipment
• Sports Memorabilia
• Sports Memorabilia Store
• Sprinkler Installation
• Staffing Agency
• Stained Glass Gallery
• Stationery Store
• Steak Buffet Restaurant
• Structured Settlement
• Summer Camp
• Surf Clothing and Sportswear
• Surgery Practice
• Surgical Medical Equipment
• Surveyor Instrument
• Sushi Restaurant
• Talent Agency
• Tanning Salon
• Tapas Restaurant
• Tattoo Parlor
• Tattoo Removal Service
• Tattoo Shop
• Tax Preparation Company
• Taxi Business
• Taxi Cab Service
• Taxidermy Service
• Teachers’ Employment Agency
• Telemarketing Company
• Telemarketing Consultants
• Test Preparation
• Theatre Production
• Theatrical Music Producer
• Thrift Shop
• Tires and Rims Shop
• Title Insurance Company
• Title Loan Company
• Tobacco Retail Business
• Tourism Website Services
• Tracking Device Maker
• Trade Association
• Travel Agency
• Travel Agency – Upscale
• Tree Removal Service
• Trophy Store
• Trucking Company
• T-Shirt Company
• Tutoring Service
• Tuxedo Rental Service
• Uniform Supply Company
• Used Book Store
• Used Car Dealer
• Used Sports Equipment Store
• Vacuum Cleaner Store
• Vending Machine Company
• Vending Services
• Venture Capital Firm
• Veterinary Clinic
• Video Documentation Service
• Video Game Store
• Video Gaming Center
• Video Production Company
• Video Television Production
• Vinyl Record Store
• Virtual Secretary
• Vitamin Shop
• Voice Recognition Software
• VoIP Company
• Waste Management
• Water Purification
• Web Development Firm
• Web Hosting Company
• Wedding Consultant
• Wedding Planner
• Weight Loss Center
• Weight Loss Seminars
• Welding Service and Supply
• Wholesale Bicycle Distributor
• Wholesale Juice
• Wi-Fi Kiosk
• WiFi Kiosks
• Window Cleaning Service
• Windshield Repair Service
• Wine Distributor
• Wireless DataComm
• Women’s Clothing Boutique
• Women’s Shoe Store
• Wood Pellet Manufacturer
• Word Processing Service
• Workout Gym
• Wrestling Entertainment
• Yacht Charter Service
• Yoga Center
• Yoga Studio

Additional Small Business Resources

Already in business or thinking about starting your own small business? Check out our various small business resources:

• View more small business help topics here: Small Business Information Center
• View business reports here: Small Business Snapshots
• View industry-specific research here: Market Research Links

Remember, you can also receive free professional business advice and free or low-cost business training from your  local Small Business Development Center !

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Writing a business plan: Your step-by-step guide

Learn how to write a sound business plan to help set up your business for success.

Learning how to write a sound business plan is an essential first step toward creating a successful business. Simply put, a business plan outlines your business’s overall goals, strategies, and operations, providing a long-term vision and plan for your entire business. It’s not to be confused with a business proposal, which is a sales document that pitches a specific business idea or product to a potential client or investor. A business plan can help you clarify what you want to achieve and lay out exactly how to reach those goals. This, in turn, can help you motivate your team, promote your business, and make key decisions.

A strong business plan serves as an important communication tool to potential investors and lenders. It will allow you to articulate your current financial status, sources of revenue, and how you plan to meet revenue projections. Although a business plan isn’t always required when applying for all types of credit, it often plays a significant role in SBA loan applications . While no two business plans are alike, every plan should cover the following elements.

Executive summary: Define your business

Your plan’s executive summary is your chance to introduce the business — so it needs to be concise and compelling. The summary should give a brief recap of the history and background of your business in a manner that will make the reader want to learn more about your plan. Sometimes it’s helpful to write this last — after you’ve spent some time contemplating and articulating all the details of your business.

Company summary: Delve into the details

Your business plan should explain what your product or service is and why people and businesses will want to purchase it. Be sure to highlight areas where your product or service has a clear advantage over the competition. Also, include details about pending or established copyrights or trademarks, and present or future plans for research and development (R&D).

Market analysis: Outline your strategy

A market analysis centers on the marketability of your business, who your competitors are and how you fit into the competitive landscape. In the analysis, give detailed information about your business’s industry, including the size of the market, your target market, the market need, and barriers to entry such as supply issues and regulation. Also, include information on any market tests you have conducted and identify your direct and indirect competition.

Marketing plan: Identify your niche

Here, you’ll highlight how you plan to promote your business and generate revenue. Describe in detail what your product or service does and how it will help consumers. Explain how your product is unique from others on the market, and how you will promote your business and generate revenue. Also, provide details about the product life cycle and any intellectual property issues. (Note: Some of this may reiterate or expand upon information elsewhere in your business plan.) You can protect your intellectual property , which can include names, designs and automated process, through trademarks, copyrights, non-disclosure agreements and more.

Management overview: Introduce your leaders

To highlight your human capital, describe how your business will be organized in terms of structure and leadership. Let your reader know who does what and what qualifications they have. Summarize this in your writeup, but consider providing relevant resumes, too.

Financial summary: Develop your financial plan

The financial summary, which includes details about your company’s funding sources, existing debt, any grants , as well as financial analysis, are crucial areas to lay out in detail. Explain the amount of funding your business needs and provide supporting financial data as well as financial projections . Include documents that communicate your business’s current financial status, such as income statements, balance sheets , and cash flow statements. List your expectations for revenues as well as the cost of your goods, rent, fuel, utilities, salaries, and other expenses.

The final step: Organize it logically

There are many ways you can organize the information mentioned above so you can share it with potential investors and lenders, current and prospective team members and managers, and anyone else who needs to understand your vision.

Do your research and find a business plan format that works for your business. There can be different types of plans for different types of readers, i.e. investors vs. employees, so you can modify your plan depending on your audience.

A few things to keep in mind:

• Make it easy to find key info . Create a cover page and table of contents, so information is easy to find. Also consider using dividers with tabs if you’re printing it out and putting it in a binder.
• Add more details as they emerge . Depending on what you do or sell, you may also want to add a section on Action Plans, which includes information on regulations, legal and compliance issues, safety processes, operational and management plans, an employee handbook, delineations of job descriptions of your staff, and anything else you’ve put on paper (or into a digital document).
• Consider using an Appendix . This is where you can store any supporting documents, including financial and market analyses, logo and branding examples, team resumes, and so on.

Your business plan should reflect changes in your business, the industry or the market. Make changes as necessary to incorporate the changing needs of customers or changing economic conditions in order to keep your plan current. Treating your business plan as a living document — and revising it regularly — can help you stay ahead of the competition and exceed your dreams.

Learn more:

For additional support, make an appointment with a Wells Fargo banker who can help you develop your business plan. There are also several resources available to get you started with your business and business plan. Here are a few:

• U.S. Small Business Administration
• America’s Small Business Development Centers Network
• SCORE Association

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Comment faire le business plan d'une association ?

Une association doit-elle faire un business plan ?

Quel est l'intérêt d'un business plan pour une association , comment rédiger le business plan social en 5 étapes .

Créez votre business plan gratuitement

Le business plan est incontournable pour la création d'une entreprise, mais il est souvent négligé lors de la création d'une association .

Pourtant, même les projets associatifs ont besoin d'une vision financière et stratégique solide .

Penser au contenu du plan d'affaires avant la création de votre structure est vivement recommandé.

Si votre objectif est de créer une association pour tester un projet entrepreneurial , la rédaction d'un business plan est d'autant plus pertinente.

Même si une association à but non lucratif n'est pas vouée à engranger des bénéfices, structurer par étape un business plan peut être opportun. Dans le cadre associatif, cette démarche a pour vocation de formaliser le modèle économique et établir une stratégie gagnante . Le business plan demeure également l’outil indispensable pour convaincre les sponsors, les donateurs et les divers partenaires financiers.

Contrairement à une entreprise, votre projet associatif doit se concentrer sur la gestion de ses ressources financières plutôt que sur la rentabilité. Il doit également mettre l'accent sur l' engagement de ses membres envers une cause sociale ou sociétale, qui est à la base de la création de votre association.

Bon à savoir

Un modèle d'affaires adapté aux initiatives à vocation sociale, comme celles soutenues par les fondations ou les associations, est communément appelé « business plan social ».

Réalisez votre business plan gratuitement

Si une association loi 1901 est généralement à but non lucratif, le business plan social est utile pour :

✅ valider et ajuster l' idée de création de l'association ;

✅ construire une vision claire pour tous les membres de l'association ;

✅ renforcer votre crédibilité auprès des adhérents et des partenaires financiers ;

✅ respecter l'équilibre financier de votre structure et mobiliser des ressources.

Pour vous guider dans la création de votre plan d'affaires, vous pouvez utiliser un template de business plan adapté à votre projet. Propulse propose un modèle de business plan en PDF à télécharger.

Si vous vous demandez comment faire un business plan pour votre association, voici les cinq étapes à suivre :

1. Executive summary

Cette synthèse résume les principaux éléments du projet. Son objectif est de captiver l'attention des mécènes et autres investisseurs potentiels, en donnant une vue d'ensemble claire et engageante du programme associatif.

En une à deux pages, vos lecteurs doivent comprendre la nature de la mission associative et ressentir l'enthousiasme qui l'anime. ✨ Ce résumé met en lumière :

les ambitions de l'association : objectifs majeurs, stratégie globale, vision à long terme, engagement envers la mission ;

l’histoire de sa création : brève explication du concept, de l'origine de l’idée ;

les fonctions de chaque membre : responsabilités des membres clés ;

les besoins financiers : capitaux nécessaires pour lancer et faire fonctionner la structure ;

les avantages compétitifs : ce qui distingue votre association des autres, dans le même secteur d'activité.

l'impact social et les résultats souhaités.

S'il s'agit du tout début du business plan social, vous devez rédiger l'executive summary en tout dernier . Gardez en tête qu'il s'agit d'une synthèse du plan d'affaires . Tout doit tenir en une à deux pages. Les détails sont développés dans les autres parties.

2. Projet associatif

👉 Dans cette section, trois composantes sont à présenter :

Les statuts de votre association

En France, il en existe quatre :

association « de fait » ou « non déclarée » : elle ne dispose pas de statut légal, ni de personnalité morale ;

association déclarée : elle dispose d'une capacité juridique ;

association agréée : elle bénéficie d'agrément et attribué par le ministère dont elle dépend ;

association reconnue d’utilité publique : elle dispose de pouvoirs plus étendus, tout en étant soumise au contrôle des autorités publiques, ce qui représente un gage de confiance pour le public.

Le pourquoi de la mission associative

🌟 Expliquez la raison d'être ou la motivation qui vous incite à créer une association. Comprendre le « pourquoi » de la mission associative est essentiel, car il guide l'action de l'association, son recrutement de membres et de bénévoles, ainsi que ses efforts de collecte de fonds.

L'impact social de votre projet associatif

La mission et la raison d'être de l'entreprise sont indissociablement liées à l'impact social que vous cherchez à générer. En d'autres termes, comment ce projet va-t-il contribuer au mieux-être de la société ou de la planète ? 🌍💪

👍 Vous pouvez présenter plusieurs indicateurs qualitatifs et quantitatifs . Ils se traduisent, par exemple, par une amélioration de la qualité de vie des bénéficiaires, une réduction des inégalités, ou encore une progression vers la vision de la société envisagée.

📈 En outre, ils permettent de mesurer les changements engendrés , qu'il s'agisse, entre autres, de l'amélioration du niveau d'éducation d'enfants soutenus, de la réduction des émissions de gaz à effet de serre, ou de tout autre impact significatif visé.

3. Étude de marché

Pour vous démarquer, vous devez adopter une approche distinctive. C'est le rôle de l' étude de marché . Cette quête de différenciation consiste à observer les associations qui œuvrent dans votre secteur.

➡️ Dans quel domaine évolue votre association (chiffres clés, tendances, public que vous cherchez à mobilier) ?

➡️ Qui sont vos concurrents directs et indirects ?

➡️ Comment se financent-ils ?

➡️ Quelles sont leurs stratégies de développement ?

➡️ Quel est votre positionnement concurrentiel ?

➡️ Que proposent-ils pour susciter l'engagement envers leur projet ?

4. Stratégie sociale et marketing

À partir de l'étude de marché, vous allez pouvoir définir plusieurs aspects cruciaux de votre association :

🏷️ L'objet social : son activité principale et ses activités complémentaires (activités monétisables, collecte de fonds, etc.).

💰 La politique de prix : les cotisations, les coûts et la capacité de paiement de la communauté cible, en restant aligné sur les objectifs sociaux.

📢 La communication : les actions de promotion, de sensibilisation et de mobilisation de la communauté via les médias sociaux, les événements communautaires et les partenariats médiatiques.

🚚 La distribution : comment l'offre sera mise à disposition de la communauté, comment diffuser le message de l'association, attirant ainsi des membres, des partenaires et des donateurs.

🏘️ Les infrastructures et équipements : les installations et les équipements nécessaires, les locaux pour organiser des événements, des réunions et des activités.

🛡️ La gestion des risques : les risques potentiels, financiers, opérationnels et liés à la réputation, ainsi que des mesures pour les minimiser.

5. Éléments financiers et modèle économique

Cette partie répond à la question : comment prévoyez-vous d'assurer la pérennité de votre association et de financer ses activités ? Une bonne gestion financière repose sur un modèle économique solide, adapté à la nature et aux objectifs de la structure associative.

Le plan de financement , essentiel au business plan social, doit apparaître dans cette partie. Il détaille les besoins financiers initiaux et les sources de financement, y compris les partenaires financiers. Une présentation soignée augmente les chances d'obtenir des financements.

Ce plan doit inclure trois éléments financiers clés :

compte de résultat : prévision des recettes/dépenses ;

bilan comptable prévisionnel : actifs/passifs ;

budget de trésorerie : flux de trésorerie.

👉 Le plan de financement guide les démarches de financement de l'association durant toute sa vie.

Les prévisions financières définissent le modèle économique de l'association, en équilibrant les cotisations, les facturations minimales et les besoins en subventions pour couvrir les frais. La préparation d'un plan de financement solide est essentielle pour garantir la viabilité et la croissance de votre association.

Financements privés, crowdfunding, appels d'offres, subventions publiques/privées et cotisations des membres… Il existe autant de possibilités de financement que de modèles d'associations.

L' évaluation du chiffre d'affaires (CA) d'une association, bien que différente de celle d'une entreprise commerciale, demeure une composante essentielle du business plan social.

Elle permet de prévoir les ressources nécessaires , de maintenir un équilibre financier stable, et de poursuivre sa mission sociale avec succès. 📈 Elle renforce la crédibilité de l'association aux yeux des partenaires financiers, facilitant ainsi l'accès à des financements essentiels pour atteindre vos objectifs sociaux.

Ne sous-estimez donc pas l'importance de l' évaluation du chiffre d'affaires de votre association.

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CMBA - Connecticut Motorsports Business Association

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.">.

Introduction The Connecticut Motorsports Business Association is a nonprofit trade association of motorsports businesses in Connecticut and other interested parties. CMBA works to enhance and improve the motorsports business climate in Connecticut by promoting the sport to the general public, protecting the rights of motorsports businesses, and assisting businesses to improve their sales and profits.

The Organization CMBA was founded in 1974 as the Connecticut Motorcycle Dealers Association. In 1992 the association expanded to allow motorcycle accessory shops full participation in the Association. The name was changed in 1995 to the Connecticut Motorsports Business Association in recognition of the other motorsports products, such as personal watercraft and ski mobiles, that our members sell and service.

Our management team consists of the board of directors and officers of CMBA working closely with the executive director. In addition, a professional lobbyist is employed to keep us appraised of legislative activities and to help us affect desired outcomes. Ultimately the work will be divided among committees and the executive director may need to add staff to the Association management team.

Services CMBA provides a variety of services to motorsport businesses including the scheduling and coordination of a number of activities and events. These include monthly dinner meetings for information sharing, a spring motorcycle show, the winter conference and seminars, an annual Awards Banquet, and an annual Connecticut SuperRide.

In addition we provide direct services to motorsport businesses that include professional lobbyist services to represent our members with government agencies, communications in the form of a monthly newsletter and regular monthly meetings as well as special bulletins, and group benefits such as coordinating our members’ dealings with insurance companies and distributors for rates and discounts.

Among the services planned for the future are: a group insurance medical plan for all members, a group buying plan, bringing the CMBA members onto the Internet for consumer sales and inter-member product distribution, a permanent rider education facility, and the development of a Connecticut Motorsport Park.

The Market Research shows that the motorcycle industry has been growing for the past seven years. This includes all types of motorcycles. Today’s retail sales produce more than 3.5 times the dollars produced in 1983. In addition, Powersports research stated that “56% of motorsports customers turn to their friendly neighborhood dealer for all of their routine service work.” This creates a market with tremendous opportunities for small, local businesses if they can get the right tools to take advantage of the possibilities. For the most part, our potential members are very small businesses with limited resources for training and marketing. We can help them improve their earnings and increase the value of their investments with sales and management training and well as marketing information and marketing aids.

There are more than 100 businesses in Connecticut involved with motorsports. In addition, there are potential associate members outside the state, such as manufacturers, distributors, insurance companies, and others who service and sell to our members.

Since CMBA’s goal is to bring together all interested parties in the motorsport industry, the company plans to have a broad target market with management focusing on franchised dealers, independent accessory and repair outlets, insurance companies, distributors/manufacturers, and other interested parties.

Financial Considerations Our main strategy is the growth of membership. A large membership base provides revenue from dues and also positions CMBA as the true representative of the Connecticut motorsports industry.

• We want to finance growth solely through cash flow. We recognize that this means we will have to grow more slowly than we might like but that no assessment of members or borrowing is necessary.

Our funding on membership and other services is expected to increase from more than $195,000 the first year to more than $263,000 the third. Net surplus is estimated to rise slowly but steadily over the next three years. Cash flow is expected to remain healthy. We plan to apply any surplus to legislative activities, marketing activities, or hold it for contingencies.

1.1 Objectives

• Fifty members for Year 1 and sixty members for Year 2.
• Net annual income greater than $60,000 to support full-time staff and expenses.

1.2 Mission

The Connecticut Motorsports Business Association is a trade association of motorsports businesses in Connecticut and other interested parties. CMBA works to enhance and improve the motorsports business climate in Connecticut. It is a recognized and respected representative and proponent of the motorsports industry.

1.3 Keys to Success

• Long-standing trade association for Connecticut motorsports businesses… more than 25 years old.
• One of the few state motorsports organizations with a paid executive director/association management firm.
• Connecticut is a small state and allows for convenient member visits and meetings.

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

The CMBA has been Connecticut’s only trade association for motorcycle and motorsports businesses since 1974. Our focus is on improving and enhancing the motorsport business climate in Connecticut by:

• Promoting motorsports to the general public,
• Protecting the rights of motorsports businesses, and
• Assisting motorsports businesses to improve their sales and profits.

2.1 Legal Entity

The Connecticut Motorsports Business Association, Inc. is a Connecticut nonprofit corporation.

2.2 Organization History

CMBA was founded in 1974 as the Connecticut Motorcycle Dealers Association. In 1992 the name was changed to the Connecticut Motorcycle Business Association to allow motorcycle accessory shops full participation in the Association. The name was changed again in 1995 to the Connecticut Motorsports Business Association in recognition of the other motorsports products, such as personal watercraft and ski mobiles, that our members sell and service.

2.3 Locations and Facilities

Since its inception, the CMBA’s office has been that of its president. Since the mid-1990’s, however, a paid executive director/association management firm has provided housing for the CMBA’s office. At this time we have a modest website and are planning a phone line separate from that of the executive director.

Activities and events:

• Monthly dinner meetings for information sharing.
• Lobbying and legislative services.
• Annual awards banquet.
• Spring motorcycle show.
• Winter conference and seminars.
• Annual Connecticut SuperRide.
• Permanent rider education facility.
• Connecticut Motorsports Park.

3.1 Service Description

• Government: CMBA employs a professional lobbyist to represent our members with government agencies and the legislature.
• Communications: We distribute a monthly newsletter and hold regular monthly meetings as well as special bulletins and events to share information with and among our members.
• Group Benefits: We coordinate our members’ dealings with insurance companies and distributors for rates and discounts.
• Retail Marketing: We produce events and advertising campaigns to promote the motorsports industry in Connecticut.
• Training: We conduct seminars and workshops to improve our members’ businesses.

3.2 Alternative Providers

While there are no direct competitors, there are other organizations that may solicit our members and prospects.

• CBIA. Connecticut Business and Industry Association offers group insurance and other benefits to small businesses.
• CATA. Connecticut Auto Trades Association offers benefits to firms selling motor vehicles.
• CMTA. Connecticut Marine Trades Association offer benefits to firms selling watercraft.
• Chambers of Commerce offer incentives to businesses in their local market.
• National organizations (dealer groups, Lemco Twenty Clubs) offer benefits.

3.3 Printed Collaterals

3.4 Fulfillment

• The full-time executive director will personally visit every business in the state that is involved with motorsports, or otherwise interested in our goals and objectives, to solicit their membership in the Association. In addition, he will contact businesses outside the state that are potential Associate members.
• The director and staff will coordinate and produce the events and activities that will produce the revenue to operate the Association as well as provide the services for our members.

3.5 Technology

The executive director and the Association management team will maintain Windows and Mac capabilities including:

• Complete email facilities on the Internet for working with members directly through email and website delivery of information.
• Complete desktop publishing facilities for delivery of reports, announcements, news, and information.
• Telephone and fax facilities, including a toll-free hot-line for members and consumers.

3.6 Future Services

Among the services planned for the future are:

• A group insurance medical plan for all members.
• A group buying plan for all members.
• Bringing the CMBA members onto the Internet for consumer sales and inter-member product distribution.
• A permanent rider education facility.
• A Connecticut Motorsport Park.

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

There are more than 100 businesses in Connecticut involved with motorsports; from franchised dealers and independent accessory shops, repair facilities, and used vehicle dealers to insurance agencies, distributors, manufacturers, and other interested parties. In addition, there are potential associate members outside the state, such as manufacturers, distributors, insurance companies, and others who service and sell to our members.

4.1 Market Segmentation

• Franchised dealers.
• Independent accessory, repair, used motorcycle, parts stores.
• Insurance companies and agencies.
• Distributors and manufacturers.
• Other interested parties.

4.2 Target Market Segment Strategy

Past experience has shown that most businesses in our industry will not join this association of their own accord. Instead, we must mount an aggressive membership drive.

NOTE: The number of franchised dealers is shrinking by mergers and acquisitions. Future growth of membership will require attracting the independent shops.

4.2.1 Market Trends

One important trend is the hectic nature of our lives combined with increasing competitiveness in the marketplace, not just from our own industry, but from a wide range of products and services targeting our customers’ dollars. In addition, mail order and Internet marketers also erode our market share.

A more positive trend is that new motorcycle and other powersports equipment sales seem to be increasing. Consumer confidence is up and so is consumer spending.

4.2.2 Market Growth

According to the D.J. Brown Composite Index in Dealernews magazine, the motorcycle industry is celebrating its seventh straight year of expansion. And it’s not just cruisers and sportbikes, the report continues, it’s also touring bikes and dirtbikes. Street motorcycles, including cruisers, sportbikes, tourers, and standards are up 17% through the end of 1998. Today’s retail sales produce more than 3.5 times the dollars produced in 1983.

In addition, Powersports research, also reported in Dealernews, stated that “56% of motorsports customers turn to their friendly neighborhood dealer for all of their routine service work.”

4.2.3 Market Needs

For the most part, our members and potential members are very small businesses with limited resources for training and marketing. We can help them improve their earnings and increase the value of their investments with sales and management training and well as marketing information and marketing aids.

Strategy and Implementation Summary

CMBA will focus on three major projects: Winter Conference combined with Motorcycle Show, SuperRide, and Annual Awards Banquet.

Other revenue will come from monthly dinner meetings (profit on dinner plus sponsorship) and sale of advertising in the monthly newsletter.

5.1 Strategy Pyramid

Our main strategy is the growth of membership. A large membership base provides revenue from dues and also positions CMBA as the true representative of the Connecticut motorsports industry.

The tactics to grow the membership are:

• At least twice-annual visits to all potential members within the state, and at least twice-annual telephone to potential associate members outside the state by the executive director,
• Creating value of membership to encourage potential members to join, and
• Building awareness of the Association and the value of membership.

Programs to support these tactics are:

• Association advertising and promotions to bring customers to member locations,
• Special events such as Winter Conference, Motorcycle Show, SuperRide, and Awards Banquet,
• Support and development of places for our customers to use their equipment and get training,
• Legislative and government agency activity and education, and
• Mutual legal aid and support.

5.2 Value Proposition

Our members operate with the knowledge and experience of many businesses over many years instead of trial and error. The opportunity to network with peers as well as industry and government leaders provides value far in excess of the cost of membership.

Our members share in the power of numbers when dealing with insurance carriers, distributors and manufacturers, and other vendors. They have the opportunity to tap into each others inventory for better customer service.

5.3 Competitive Edge

Dealing with highly independent small-business owners requires an aggressive presentation of the value of membership to encourage prospects to spend their time and money with the Association.

Direct on-site presentations by the executive director (and possibly members of the Membership Committee) accompanied by presentation materials that clearly demonstrate value of membership will be used to reach membership size objectives.

Increasing the meeting schedule from twice-yearly to monthly-–always at the same location and same day of the month-–will enable more members and prospective members to attend more meetings. This will build fellowship and trust among competing businesses to raise the standards of the whole industry. In addition, upgrading the newsletter to a monthly publication–-along with fax and email notices-–will improve the flow in critical information and raise the awareness of the benefits of membership.

5.4 Marketing Strategy

As shown by the Funding Forecast table and chart, the major sources of funding will each have its own strategic plan.

• The Winter Conference combined with the Motorcycle Show will be marketed to motorsports businesses throughout New England and New York. Planning the Conference and promoting it to the industry begins in July. The Motorcycle Show is either done in association with an independent show promoter or, lacking one, we’ll do it ourselves.
• Preparation for the annual SuperRide begins immediately after the previous SuperRide, soliciting early reservations by vendors and development of sponsors. Promotion to the general public begins after Labor Day and hits its peak in March.
• The Awards Banquet planning is already in place and will be marketed initially within our membership, then to the industry within Connecticut, and then to the motorcycling public in Connecticut.

5.4.1 Fundraising Programs

Our fundraising programs include monthly objectives with a financial bonus incentive to the executive director to exceeding each month’s objective. The executive director will report to the president and the board of directors each month, and the officers and directors will communicate among themselves, either by meeting or telephoning (also fax or email), at least once a month. The executive director will conference with the president at least weekly.

5.4.2 Funding Forecast

Revenue assumptions are based on past history plus adjustments for this new initiative:

• Conference revenues are based upon conferences done in years past, enhanced by the support of the Association.
• Motorcycle Show revenues are based upon the past three years of experience, enhanced by new “partners.”
• SuperRide revenues are based upon ten years of experience, enhanced by the support of the Association.
• Awards Banquet revenues are based upon the best estimates of the committee members.

5.5 Milestones

The accompanying table lists important program milestones, with dates, responsible parties, and budgets for each. The milestone schedule indicates our emphasis on planning for implementation.

What the table doesn’t show is the commitment behind it. Our business plan includes complete provisions for plan-vs.-actual analysis, and we will hold follow-up meetings every month to discuss the variance and course corrections.

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

The initial management team consists of the board of directors and officers of CMBA working closely with the executive director. In addition, a professional lobbyist is employed to keep us appraised of legislative activities and to help us affect desired outcomes. Ultimately the work will be divided among committees and the executive director may need to add staff to the Association management team.

6.1 Personnel Plan

The following table summarizes our personnel expenditures (executive director and lobbyist) for the first three years, with compensation increasing from about $43K the first year to about $59K in the third. We believe this plan is a good compromise between fairness and expedience, and meets the commitment of our mission statement. The detailed monthly personnel plan for the first year is included in the appendix.

Financial Plan investor-ready personnel plan .">

• The most important factor in our case is attention to details and to the plan. Therefore, we need to develop a permanent system of communication and accountability between the executive director and the board of directors and officers.
• We are also assuming beginning cash reserves on June 30th of $12,000 according the the Treasurer.

7.1 Important Assumptions

Notes for Funding chart for 1999-2000 (FY2000):

• Dues revenue assumes 50 members (new and renewing) at $250 from Exec. Dir. visiting all potential members in state and calling potential associate members.
• Meeting revenue assumes 20 people per monthly meeting paying $25 each for dinner and meeting.
• Motorcycle Show revenue assumes 11,000 consumers @$10 and 20,000 sq ft @$1.
• SuperRide revenue comes from Registrations, Exhibitors, Advertisers, Sponsors, and Specials. Separate chart is attached for projected SuperRide forecast.
• Awards Banquet Revenue assumes 400 people paying $30 each plus $5,000 sponsorships.
• Conference Revenue assumes 200 people paying $125 each plus $5,000 sponsors and exhibitors.
• Motorcycle Show costs include $10,000 for space, $9,000 advertising, $1,000 other costs.
• SuperRide costs include Promotion expense, cost of Event, and General expenses such as credit card charges, postage for confirmations, etc.

7.2 Projected Surplus or Deficit

Our projected surplus and deficit is shown on the following table, with funding increasing from more than $195K the first year to more than $263K the third. Profits may be applied to legislative activities, marketing activities, or held for contingencies.

The detailed monthly projections are included in the appendix.

7.3 Projected Cash Flow

Cash flow projections are critical to our success. The monthly cash flow is shown in the illustration, with one bar representing the cash flow per month, and the other the monthly balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendix.

7.4 Projected Balance Sheet

The balance sheet in the following table shows managed but sufficient growth of net worth, and a sufficiently healthy financial position. The monthly estimates are included in the appendix.

7.5 Standard Ratios

The following table outlines some of the more important ratios from the Convention and Trade Show Organizers industry. The final column, Industry Profile, details specific ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code, 7389.

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The outline below is intended as a planning aid. Not everything in this outline may be appropriate for your needs.

Part of a Business Plan

• Cover Letter
• Table of Contents
• Executive Summary This is typically written last after you have determined the content for each category. You summarize each component in one or two sentences, hitting the highlights.
• Business Description
• Market Analysis
• Products and Services
• Organization and Management
• Marketing and Sales Plan
• Financial Management
• Summary Summarize the information provided in the sections above. This is your final chance to showcase your practice.
• Appendices May include items such as your organizational chart, marketing materials, balance sheets, copies of licenses and permits, and more.

Sample Business Plans

This list is not exhaustive and more examples can be found online:

• Small Business Administration: Write Your Business Plan
• Business Plans & Startup Assistance Resources  from  SCORE .
• Google docs
• A free online tool is available from NEBS, a small business supplier, which allows you to enter data which is then formatted into a business plan.

Additional assistance with starting a business is available at from the Small Business Administration and SCORE .

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Holstein association usa announces new transition plan.

In a meeting with staff today, Holstein Association USA (HAUSA) Chief Executive Officer (CEO) John M. Meyer announced his plans to retire December 31st of this year and that current Chief Operating Officer (COO) Lindsey Worden will succeed him as CEO then.

During the meeting, Meyer said he had informed Holstein Association USA President Jonathan Lamb and Vice President John Burket about his retirement plans quite some time ago.

After a comprehensive interview process, the HAUSA Board of Directors is pleased to announce that Lindsey will assume CEO duties January 1, 2025.  According to President Lamb, “I want to thank the entire Board of Directors for their dedication and thoughtfulness to which they approached working through our transition process. I also want to express appreciation to our Counsel Phil Maples for his leadership as our facilitator. On behalf of the Board of Directors, I extend our heartfelt gratitude to CEO John Meyer not only for his 23 years of dedicated service, but allowing us 22 months of notice of his retirement to undergo a thorough process of naming his successor. We welcome COO Lindsey Worden as the 10th Executive Secretary of our Association since its inception in 1885!” 

Upon the announcement of her upcoming promotion, Lindsey Worden, a University of Wisconsin-Madison graduate, who also serves the dairy industry as Council on Dairy Cattle Breeding Board Chair, National Pedigreed Livestock Council Director, and Councilor on the World Holstein Friesian Federation, commented, “I am humbled to follow in John’s footsteps and have been grateful to work alongside him and witness many of the significant achievements our organization has enjoyed under his leadership. I am honored to be named Holstein Association USA’s next CEO, and excited to navigate the opportunities and challenges that will propel us into the future, while respecting and honoring our organization’s rich history.”

Reflecting on Worden’s new role, Meyer, a longtime dairy industry leader, told coworkers, “I’m delighted about the transition. Lindsey and I have worked extremely well together as teammates for the last 17 years. It’s been enjoyable for me to see Lindsey’s tremendous growth at the Association from college intern to CEO.” 

Meyer continued, “Furthermore, I’m also happy for the entire Holstein team including staff, the Board of Directors, Association members and the dairy industry at large.”  

“Lindsey, along with HAUSA’s outstanding Chief Financial Officer and Treasurer  Barbara Casna, of 21 years, and I will continue to work closely together, and with the HAUSA Board of Directors, to ensure the continuity of the transition along with the continued success of HAUSA, the world’s largest dairy breed organization,” Meyer stated.

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It was a bit of a strange day, as the cheese spot market moved lower, yet Class III futures were higher.

Holstein Association USA has announced John M. Meyer, CEO, will retire at the end of the year.

"Growth in the number of larger herds will persist, but smaller farms will continue to exist in sizable numbers."

In the competitive world of dairy farming, finding and keeping top talent can be a challenging task.

Processors directing much of the whey stream to WPC and WPI.

Providing housing for farm workers is an excellent way to increase employee retention, heighten morale and boost performance.

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Business Professionals of America offers students the chance to develop valuable leadership skills and make connections that last a lifetime.

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Business professionals of america is the nation's leading ctso (career technical student organization) providing students and members with invaluable skill development and the opportunity to make personal connections.

Students that join Business Professionals of America have the opportunity to further their knowledge and prepare for a career in today's fast paced business environments. We offer an assortment of engaging learning tracks that will strengthen their core understanding and lay the foundation for the next steps in their lives.

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• Bachelor of Science in Business

Build career skills with our BS in Business, Project Management

With coursework rooted in real-world career skills valued in the project management industry, the BS in Business, Project Management from Capella emphasizes the practical value of your studies. Learn how expanding your skill set can help you pursue your career goals.

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Track and build your skills in project management

Our BS in Business, Project Management program offers a variety of courses that can help you develop career skills. So how do you know which courses are best for your professional growth? Start by setting goals. Make a list of career-related skills and identify any knowledge gaps you may have. Then look for the courses that can help you gain those skills or build on your knowledge. As you complete courses, track your progress and practice regularly so you can stay on top of the latest industry trends. Our Career Development Center can help you with your resume and job search as you learn each new skill.

Develop professional traits that can help you pursue your career

Cultivating professional traits is another means to help you stand out in the workplace. For the BS in Business, Project Management program, we focus on helping you to become:

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Project management skills taught in our BS in Business program

This program helps you to learn an understanding of a wide array of project management services, including developing project strategies, synthesizing project requirements, facilitating effective communication, keeping projects within approved budgets and assessing project performance in a wide range of professional environments.

Leadership strategies

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• Understand and pay attention to details to help ensure that projects are completed to the required quality standards
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Applicants to the BS in Business, Project Management program must provide the following information for admission:

• An admission application – no application fee required
• A high school diploma or equivalent
• A transcript of any reported GED
• Military applicants and veterans
• Applicants with 24 or more quarter credits of prior college or university coursework (transferable college coursework and/or credentials that map to preapproved credit for prior learning opportunities may be considered toward the 24-credit minimum equivalency total)
• Applicants who do not have any credits eligible for transfer must successfully complete a university-approved reading and writing assessment; by evaluating your skills prior to your first course, Capella can more effectively provide resources to prepare you for a successful learning experience
• A valid, government-issued form of photo identification

SAT and ACT are not required for admission.

FlexPath admission requirements

Applicants for our  FlexPath  self-paced learning option must also meet the following criteria:

• Have a minimum of 45 transferable credits
• The recommended minimum GPA is 2.8 OR at least 100 applied transfer college credits; those with a lower GPA and less than 100 applied transfer college credits may be considered by providing additional documentation for review

Transition to FlexPath: Applicants whose GPA is below the FlexPath admission threshold may be considered once they successfully complete at least two GuidedPath courses (or 8 credits, whichever is greater). Those learners will also need to meet the requirement of 45 transfer credits to be approved for the transition into FlexPath.

International student requirements

If you live outside the U.S. or aren’t a U.S. citizen, you may be considered an international student.

To meet the requirements for Capella admission, you must:

• Earn the minimum score on an acceptable test for proof of English proficiency
• Attend an internationally recognized institution
• Provide transcripts for evaluation

Learn more about international student admissions .

Find savings and scholarships

Are you looking to earn your bachelor’s degree online but have questions about the cost? Many students are looking for ways to save money on their education and online learning can be a great way to do it.

Here are just a few of the potential savings you can enjoy when you earn your degree online.

Employer and association discounts

More than 900 organizations – including corporations and healthcare organizations – invest in their employees by partnering with Capella University to offer access to tuition savings and other educational benefits. See if your employer is a partner of Capella .

$15,000 scholarship toward your bachelor’s degree

Apply for a $15,000 Capella Progress Reward , a scholarship to help fund your bachelor’s degree.

Transfer credits

Learn more about Capella’s transfer credit process . You may be able to transfer previous college credits to cover up to 75% of select bachelor’s degrees.

Federal grants

Capella University accepts federal grants , which are education funds that you may not have to repay. Find out more about federal grants and what’s available to you. 

Choose your learning format

We offer two online learning formats, GuidedPath and FlexPath, so you can choose the one that meets your needs and learn on your time. Compare our learning formats or take our quiz to discover which learning format fits best with your learning style.

• GuidedPath offers a preset schedule and deadlines, with the freedom to study on your own time.
• FlexPath provides the additional flexibility to complete courses at your own pace and take one or two courses at a time, depending on your schedule.

Explore program courses and skills

Put your talents for people and projects to work with a program that provides foundational education in the processes, procedures, tools and techniques for coordinating and managing projects in organizational settings.

Our curriculum is designed to help you:

• Integrate and coordinate the interdependencies between professional accepted processes and knowledge areas
• Define and control the scope activities of a project
• Define the processes required to manage the timely completion of a project
• Apply the processes to complete the project within an approved budget
• Purchase or acquire necessary products, services or results from outside the project team
• Ensure that the project deliverable’s quality criteria are defined and that requirements are met and validated against a quality management system
• Help improve the likelihood and impact of positive events and decrease the likelihood and impact of negative events on a project
• Identify, analyze and effectively manage the people, groups or organizations that are impacted positively or negatively by the project
• Identify and manage timely and appropriate communications to all project stakeholders
• Organize, manage, motivate and lead the project team

Take the first step toward earning your degree and achieving your goals. {page-tel}

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• National Politics

Juneteenth 2024: Here's what will be open and closed on the holiday

The nation's newest federal holiday - Juneteenth - lands in the middle of the workweek next week. Here's everything you need to know about the holiday, including what day it takes place, what will be closed and why we celebrate.

When is Juneteenth 2024?

Juneteenth always falls on June 19. In 2024, the holiday is on a Wednesday.

Are banks open on Juneteenth?

Like most federal holidays, expect your local banks and credit unions to be closed in observance of Juneteenth. Plan ahead if you think you will need anything from your bank on June 19.

Are government offices open on Juneteenth?

No. All non-essential federal, state and city government offices are closed Wednesday, June 19, for the holiday.

Government closures would include high-traffic spots including the Monroe County Department of Motor Vehicles . and the Monroe County Clerk's Office.

Will you get mail on Juneteenth?

Your regular mail will not be delivered on June 19 because the  United States Postal Service  also recognizes the Juneteenth holiday.

However, you may still receive deliveries:  FedEx  and  UPS  will be open and offering their usual services.

Are schools closed for Juneteenth?

Yes, public schools will be closed for the federal holiday, even with the holiday landing during the last week of school in the Rochester region.

Regarding private schools and universities, check the academic calendar to see if it is closed.

Will stores, restaurants close for Juneteenth?

Even though it is a federally recognized holiday, individual businesses decide whether or not they would like to be open on Juneteenth. You may want to call any local stores or restaurants you're planning on going to and ask if they'll be open.

Why do we celebrate Juneteenth?

Juneteenth is a holiday marking slaves in Texas learning in 1865 that they had been freed by President Abraham Lincoln's  Emancipation Proclamation . The executive order outlawed slavery in Confederate states beginning Jan. 1, 1863, the midpoint of the Civil War. The holiday rose to prominence in 2020 amid the nationwide protests about racial inequality after the deaths of Ahmaud Arbery in Georgia, Breonna Taylor in Kentucky and George Floyd in Minnesota. President Joe Biden made Juneteenth a federal holiday in 2021.

How many federal holidays remain in 2024?

Each year, there are 11 federal holidays. Juneteenth is fifth in the annual lineup.

After Juneteenth, six federal holidays remain in 2024:

• Independence Day  (July 4, 2024)
• Labor Day  (First Monday in September - Sept. 2, 2024)
• Columbus Day  (Second Monday in October - Oct. 14, 2024)
• Veterans Day  (Nov. 11, 2024)
• Thanksgiving Day  (Fourth Thursday of November - Nov. 28, 2024)
• Christmas Day  (Dec. 25, 2024)

Includes reporting by USA Today Network reporter Katie Wiseman

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Overview and key findings

Tracking cop28 progress.

• United States
• Latin America and the Caribbean
• European Union
• Middle East
• Japan and Korea
• Southeast Asia

Cite report

IEA (2024), World Energy Investment 2024 , IEA, Paris https://www.iea.org/reports/world-energy-investment-2024, Licence: CC BY 4.0

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The world now invests almost twice as much in clean energy as it does in fossil fuels…, global investment in clean energy and fossil fuels, 2015-2024, …but there are major imbalances in investment, and emerging market and developing economies (emde) outside china account for only around 15% of global clean energy spending, annual investment in clean energy by selected country and region, 2019 and 2024, investment in solar pv now surpasses all other generation technologies combined, global annual investment in solar pv and other generation technologies, 2021-2024, the integration of renewables and upgrades to existing infrastructure have sparked a recovery in spending on grids and storage, investment in power grids and storage by region 2017-2024, rising investments in clean energy push overall energy investment above usd 3 trillion for the first time.

Global energy investment is set to exceed USD 3 trillion for the first time in 2024, with USD 2 trillion going to clean energy technologies and infrastructure. Investment in clean energy has accelerated since 2020, and spending on renewable power, grids and storage is now higher than total spending on oil, gas, and coal.

As the era of cheap borrowing comes to an end, certain kinds of investment are being held back by higher financing costs. However, the impact on project economics has been partially offset by easing supply chain pressures and falling prices. Solar panel costs have decreased by 30% over the last two years, and prices for minerals and metals crucial for energy transitions have also sharply dropped, especially the metals required for batteries.

The annual World Energy Investment report has consistently warned of energy investment flow imbalances, particularly insufficient clean energy investments in EMDE outside China. There are tentative signs of a pick-up in these investments: in our assessment, clean energy investments are set to approach USD 320 billion in 2024, up by more 50% since 2020. This is similar to the growth seen in advanced economies (+50%), although trailing China (+75%). The gains primarily come from higher investments in renewable power, now representing half of all power sector investments in these economies. Progress in India, Brazil, parts of Southeast Asia and Africa reflects new policy initiatives, well-managed public tenders, and improved grid infrastructure. Africa’s clean energy investments in 2024, at over USD 40 billion, are nearly double those in 2020.

Yet much more needs to be done. In most cases, this growth comes from a very low base and many of the least-developed economies are being left behind (several face acute problems servicing high levels of debt). In 2024, the share of global clean energy investment in EMDE outside China is expected to remain around 15% of the total. Both in terms of volume and share, this is far below the amounts that are required to ensure full access to modern energy and to meet rising energy demand in a sustainable way.

Power sector investment in solar photovoltaic (PV) technology is projected to exceed USD 500 billion in 2024, surpassing all other generation sources combined. Though growth may moderate slightly in 2024 due to falling PV module prices, solar remains central to the power sector’s transformation. In 2023, each dollar invested in wind and solar PV yielded 2.5 times more energy output than a dollar spent on the same technologies a decade prior.

In 2015, the ratio of clean power to unabated fossil fuel power investments was roughly 2:1. In 2024, this ratio is set to reach 10:1. The rise in solar and wind deployment has driven wholesale prices down in some countries, occasionally below zero, particularly during peak periods of wind and solar generation. This lowers the potential for spot market earnings for producers and highlights the need for complementary investments in flexibility and storage capacity.

Investments in nuclear power are expected to pick up in 2024, with its share (9%) in clean power investments rising after two consecutive years of decline. Total investment in nuclear is projected to reach USD 80 billion in 2024, nearly double the 2018 level, which was the lowest point in a decade.

Grids have become a bottleneck for energy transitions, but investment is rising. After stagnating around USD 300 billion per year since 2015, spending is expected to hit USD 400 billion in 2024, driven by new policies and funding in Europe, the United States, China, and parts of Latin America. Advanced economies and China account for 80% of global grid spending. Investment in Latin America has almost doubled since 2021, notably in Colombia, Chile, and Brazil, where spending doubled in 2023 alone. However, investment remains worryingly low elsewhere.

Investments in battery storage are ramping up and are set to exceed USD 50 billion in 2024. But spending is highly concentrated. In 2023, for every dollar invested in battery storage in advanced economies and China, only one cent was invested in other EMDE.

Investment in energy efficiency and electrification in buildings and industry has been quite resilient, despite the economic headwinds. But most of the dynamism in the end-use sectors is coming from transport, where investment is set to reach new highs in 2024 (+8% compared to 2023), driven by strong electric vehicle (EV) sales.

The rise in clean energy spending is underpinned by emissions reduction goals, technological gains, energy security imperatives (particularly in the European Union), and an additional strategic element: major economies are deploying new industrial strategies to spur clean energy manufacturing and establish stronger market positions. Such policies can bring local benefits, although gaining a cost-competitive foothold in sectors with ample global capacity like solar PV can be challenging. Policy makers need to balance the costs and benefits of these programmes so that they increase the resilience of clean energy supply chains while maintaining gains from trade.

In the United States, investment in clean energy increases to an estimated more than USD 300 billion in 2024, 1.6 times the 2020 level and well ahead of the amount invested in fossil fuels. The European Union spends USD 370 billion on clean energy today, while China is set to spend almost USD 680 billion in 2024, supported by its large domestic market and rapid growth in the so-called “new three” industries: solar cells, lithium battery production and EV manufacturing.

Overall upstream oil and gas investment in 2024 is set to return to 2017 levels, but companies in the Middle East and Asia now account for a much larger share of the total

Change in upstream oil and gas investment by company type, 2017-2024, newly approved lng projects, led by the united states and qatar, bring a new wave of investment that could boost global lng export capacity by 50%, investment and cumulative capacity in lng liquefaction, 2015-2028, investment in fuel supply remains largely dominated by fossil fuels, although interest in low-emissions fuels is growing fast from a low base.

Upstream oil and gas investment is expected to increase by 7% in 2024 to reach USD 570 billion, following a 9% rise in 2023. This is being led by Middle East and Asian NOCs, which have increased their investments in oil and gas by over 50% since 2017, and which account for almost the entire rise in spending for 2023-2024.

Lower cost inflation means that the headline rise in spending results in an even larger rise in activity, by approximately 25% compared with 2022. Existing fields account for around 40% total oil and gas upstream investment, while another 33% goes to new fields and exploration. The remainder goes to tight oil and shale gas.

Most of the huge influx of cashflows to the oil and gas industry in 2022-2023 was either returned to shareholders, used to buy back shares or to pay down debt; these uses exceeded capital expenditure again in 2023. A surge in profits has also spurred a wave of mergers and acquisitions (M&A), especially among US shale companies, which represented 75% of M&A activity in 2023. Clean energy spending by oil and gas companies grew to around USD 30 billion in 2023 (of which just USD 1.5 billion was by NOCs), but this represents less than 4% of global capital investment on clean energy.

A significant wave of new investment is expected in LNG in the coming years as new liquefaction plants are built, primarily in the United States and Qatar. The concentration of projects looking to start operation in the second half of this decade could increase competition and raise costs for the limited number of specialised contractors in this area. For the moment, the prospect of ample gas supplies has not triggered a major reaction further down the value chain. The amount of new gas-fired power capacity being approved and coming online remains stable at around 50-60 GW per year.

Investment in coal has been rising steadily in recent years, and more than 50 GW of unabated coal-fired power generation was approved in 2023, the most since 2015, and almost all of this was in China.

Investment in low-emissions fuels is only 1.4% of the amount spent on fossil fuels (compared to about 0.5% a decade ago). There are some fast-growing areas. Investments in hydrogen electrolysers have risen to around USD 3 billion per year, although they remain constrained by uncertainty about demand and a lack of reliable offtakers. Investments in sustainable aviation fuels have reached USD 1 billion, while USD 800 million is going to direct air capture projects (a 140% increase from 2023). Some 20 commercial-scale carbon capture utilisation and storage (CCUS) projects in seven countries reached final investment decision (FID) in 2023; according to company announcements, another 110 capture facilities, transport and storage projects could do the same in 2024.

Energy investment decisions are primarily driven and financed by the private sector, but governments have essential direct and indirect roles in shaping capital flows

Sources of investment in the energy sector, average 2018-2023, sources of finance in the energy sector, average 2018-2023, households are emerging as important actors for consumer-facing clean energy investments, highlighting the importance of affordability and access to capital, change in energy investment volume by region and fuel category, 2016 versus 2023, market sentiment around sustainable finance is down from the high point in 2021, with lower levels of sustainable debt issuances and inflows into sustainable funds, sustainable debt issuances, 2020-2023, sustainable fund launches, 2020-2023, energy transitions are reshaping how energy investment decisions are made, and by whom.

This year’s World Energy Investment report contains new analysis on sources of investments and sources of finance, making a clear distinction between those making investment decisions (governments, often via state-owned enterprises (SOEs), private firms and households) and the institutions providing the capital (the public sector, commercial lenders, and development finance institutions) to finance these investments.

Overall, most investments in the energy sector are made by corporates, with firms accounting for the largest share of investments in both the fossil fuel and clean energy sectors. However, there are significant country-by-country variations: half of all energy investments in EMDE are made by governments or SOEs, compared with just 15% in advanced economies. Investments by state-owned enterprises come mainly from national oil companies, notably in the Middle East and Asia where they have risen substantially in recent years, and among some state-owned utilities. The financial sustainability, investment strategies and the ability for SOEs to attract private capital therefore become a central issue for secure and affordable transitions.

The share of total energy investments made or decided by private households (if not necessarily financed by them directly) has doubled from 9% in 2015 to 18% today, thanks to the combined growth in rooftop solar installations, investments in buildings efficiency and electric vehicle purchases. For the moment, these investments are mainly made by wealthier households – and well-designed policies are essential to making clean energy technologies more accessible to all . A comparison shows that households have contributed to more than 40% of the increase in investment in clean energy spending since 2016 – by far the largest share. It was particularly pronounced in advanced economies, where, because of strong policy support, households accounted for nearly 60% of the growth in energy investments.

Three quarters of global energy investments today are funded from private and commercial sources, and around 25% from public finance, and just 1% from national and international development finance institutions (DFIs).

Other financing options for energy transition have faced challenges and are focused on advanced economies. In 2023, sustainable debt issuances exceeded USD 1 trillion for the third consecutive year, but were still 25% below their 2021 peak, as rising coupon rates dampened issuers’ borrowing appetite. Market sentiment for sustainable finance is wavering, with flows to ESG funds decreasing in 2023, due to potential higher returns elsewhere and credibility concerns. Transition finance is emerging to mobilise capital for high-emitting sectors, but greater harmonisation and credible standards are required for these instruments to reach scale.

A secure and affordable transitioning away from fossil fuels requires a major rebalancing of investments

Investment change in 2023-2024, and additional average annual change in investment in the net zero scenario, 2023-2030, a doubling of investments to triple renewables capacity and a tripling of spending to double efficiency: a steep hill needs climbing to keep 1.5°c within reach, investments in renewables, grids and battery storage in the net zero emissions by 2050 scenario, historical versus 2030, investments in end-use sectors in the net zero emissions by 2050 scenario, historical versus 2030, meeting cop28 goals requires a doubling of clean energy investment by 2030 worldwide, and a quadrupling in emde outside china, investments in renewables, grids, batteries and end use in the net zero emissions by 2050 scenario, 2024 and 2030, mobilising additional, affordable financing is the key to a safer and more sustainable future, breakdown of dfi financing by instrument, currency, technology and region, average 2019-2022, much greater efforts are needed to get on track to meet energy & climate goals, including those agreed at cop28.

Today’s investment trends are not aligned with the levels necessary for the world to have a chance of limiting global warming to 1.5°C above pre-industrial levels and to achieve the interim goals agreed at COP28. The current momentum behind renewable power is impressive, and if the current spending trend continues, it would cover approximately two-thirds of the total investment needed to triple renewable capacity by 2030. But an extra USD 500 billion per year is required in the IEA’s Net Zero Emissions by 2050 Scenario (NZE Scenario) to fill the gap completely (including spending for grids and battery storage). This equates to a doubling of current annual spending on renewable power generation, grids, and storage in 2030, in order to triple renewable capacity.

The goal of doubling the pace of energy efficiency improvement requires an even greater additional effort. While investment in the electrification of transport is relatively strong and brings important efficiency gains, investment in other efficiency measures – notably building retrofits – is well below where it needs to be: efficiency investments in buildings fell in 2023 and are expected to decline further in 2024. A tripling in the current annual rate of spending on efficiency and electrification – to about USD 1.9 trillion in 2030 – is needed to double the rate of energy efficiency improvements.

Anticipated oil and gas investment in 2024 is broadly in line with the level of investment required in 2030 in the Stated Policies Scenario, a scenario which sees oil and natural gas demand levelling off before 2030. However, global spare oil production capacity is already close to 6 million barrels per day (excluding Iran and Russia) and there is a shift expected in the coming years towards a buyers’ market for LNG. Against this backdrop, the risk of over-investment would be strong if the world moves swiftly to meet the net zero pledges and climate goals in the Announced Pledges Scenario (APS) and the NZE Scenario.

The NZE Scenario sees a major rebalancing of investments in fuel supply, away from fossil fuels and towards low-emissions fuels, such as bioenergy and low-emissions hydrogen, as well as CCUS. Achieving net zero emissions globally by 2050 would mean annual investment in oil, gas, and coal falls by more than half, from just over USD 1 trillion in 2024 to below USD 450 billion per year in 2030, while spending on low-emissions fuels increases tenfold, to about USD 200 billion in 2030 from just under USD 20 billion today.

The required increase in clean energy investments in the NZE Scenario is particularly steep in many emerging and developing economies. The cost of capital remains one of the largest barriers to investment in clean energy projects and infrastructure in many EMDE, with financing costs at least twice as high as in advanced economies as well as China. Macroeconomic and country-specific factors are the major contributors to the high cost of capital for clean energy projects, but so, too, are risks specific to the energy sector. Alongside actions by national policy makers, enhanced support from DFIs can play a major role in lowering financing costs and bringing in much larger volumes of private capital.

Targeted concessional support is particularly important for the least-developed countries that will otherwise struggle to access adequate capital. Our analysis shows cumulative financing for energy projects by DFIs was USD 470 billion between 2013 and 2021, with China-based DFIs accounting for slightly over half of the total. There was a significant reduction in financing for fossil fuel projects over this period, largely because of reduced Chinese support. However, this was not accompanied by a surge in support for clean energy projects. DFI support was provided almost exclusively (more than 90%) as debt (not all concessional) with only about 3% reported as equity financing and about 6% as grants. This debt was provided in hard currency or in the currency of donors, with almost no local-currency financing being reported.

The lack of local-currency lending pushes up borrowing costs and in many cases is the primary reason behind the much higher cost of capital in EMDE compared to advanced economies. High hedging costs often make this financing unaffordable to many of the least-developed countries and raises questions of debt sustainability. More attention is needed from DFIs to focus interventions on project de-risking that can mobilise much higher multiples of private capital.

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Providence nurses across Oregon plan 3-day strike this month

• Updated: Jun. 13, 2024, 8:00 a.m. |
• Published: Jun. 10, 2024, 2:12 p.m.

More than 3,000 nurses at six Providence Health hospitals are preparing to walk out in a three-day strike beginning June 18 that would affect Providence St. Vincent near Beaverton, Providence Newberg, Providence Willamette Falls in Oregon City, Providence Medford, Providence Hood River and Providence Milwaukie. Dave Killen / The Oregonian

• Kristine de Leon | The Oregonian/OregonLive

More than 3,000 nurses at six Providence Health hospitals are preparing to walk out in a three-day strike beginning June 18 that would impact patients across Oregon.

Providence says it will hire replacement workers to continue operating through the strike. The not-for-profit hospital chain did the same last year , when 1,300 nurses at Providence Medical Center in Portland held a five-day strike.

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