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Page 1 of 26
GKGGKGGKG
 
Gray-King & Gray Ltd
GKGGKGGKG
 
Gray-King & Gray Ltd
The Old Music Hall, 106-108 Cowley Road, Oxford OX4 1JE
Business Plan
Development Framework
 
 
Page 2 of 26
GKGGKGGKG
 
Gray-King & Gray Ltd
Introduction
This Framework has been written to provide clear guidance that will enableyou to write a comprehensive Business Plan. It is designed to be used bycommunity and voluntary organisations which are focussing on social benefitresults, even if the organisation will be a trading enterprise. If the resultantplan is clear and effective, it becomes a working document, able to beprovided as a ‘snapshot’ at any time for any purpose – investment,negotiation, visioning and more.Often there is a question as to the difference between a Feasibility Study and aBusiness Plan. A Feasibility Study is an exercise to understand whether anorganisation’s idea is at all possible. It will contain elements which mayeventually be used in a Business Plan, as it will have demonstrated a study offinancial implications, market demand and capacity to deliver. The BusinessPlan is written after the possibility of an enterprise begins to look like aprobability. There will usually be one large Business Plan for a wholeorganisation and a range of smaller ones for individual projects or strands ofwork. The smaller ones can often be used for proposals or applications. Theykey is that they always link to the overall plan and always are aligned to theoverall purpose of the whole organisation.
E Gray-King 2003With thanks to FBO Regen Support and Direct SupportAdapted with thanks from Myplace Support 2009Issue 5
 
 
Page 3 of 26
GKGGKGGKG
 
Gray-King & Gray Ltd
Filling in the Framework
The sections following have been broken up into the sections eventually to be included inyour final Business Plan. For each section, there is a table with up to four parts:
 
Objective
 
Issues
 
Activities and Resources
 
AppendicesThe
Objectives
are the purpose of the Business Plan section indicated; how the section isrelevant to your overall activities and plan. The
Issues
mentioned are the thoughts to beconsidered all around the section indicated; issues about preparing information for thesection and what readers might want to see and why. The
 Activities and Resources
partprompts you to activities or resources which could help compile information for the sectionand may name specific planning tools. These could be available from a range of sources.The
 Appendices
part lists documents relevant to the section which could be added to yourfinal Business Plan. If they are essential attachments, the section will indicate this.Each section can include not only what your organisation or project delivers in activities orservices at the time of writing this plan, but also what it intends to deliver.After the table in each section is a sample piece of text, to help you understand the expectedcontent of the section. The sample is just that – a tiny flavour of what you could include.Your actual text may run to paragraphs or pages. It is not unusual for a Business Plan tocome to 40 or more pages, particularly for a social benefit organisation.All through this guidance document are references to ‘your organisation’ and to ‘yourproject’. The term organisation in this document means the whole body of your people andwork, no matter its legal entity – social enterprise, voluntary and community group, publicsector centre and many more. The term project refers to one strand of activities orprogramme you plan to run or to develop. Though it may seem obvious, it is important tomake this distinction clear in your Business Plan. It is not unusual for an organisation toneed a separate plan for a new project and for there to be a number of Business Plans held byan organisation, all linked into the highest level plan.
A word about appearance and production.
Your Business Plan cover should not be toocluttered and needs to include the Title, Author (the organisation), Contact details and theDraft or Issue number and Date. Think carefully about colours and style – a very colourfuldocument speaks about an organisation differently from a black and white document. Thinkabout reproduction costs, paper style and size. Also, as any effective Business Plan is aliving document which will change and develop as an organisation changes and develops, itis suggested that you store a Business Plan electronically, rather than produce it in formalprint. Not only will this be more cost effective than printing hard copies in bulk, but also itcan be used easily as a resource for other kinds of documentation. Also, good organisationskeep developing! A Business Plan needs to be able to be changed when necessary.
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