community park business plan

Sample Business Plans
Nonprofit & Community

Community Center Business Plan

If you are planning to start a new community center, the first thing you will need is a business plan. Use our Northern Park – Community center business plan example created using Upmetrics business plan software to start writing your business plan in no time.

Before you start writing a business plan for your new community center, spend as much time as you can reading through some samples of the community center or nonprofit business plans.

Reading some sample business plans will give you a good idea of what you’re aiming for, and also it will show you the different sections that different entrepreneurs include and the language they use to write about themselves and their business plans.

We have created this sample community center business plan for you to get a good idea about how perfect a community center business plan should look and what details you will need to include in your stunning business plan.

Community Center Business Plan Outline

This is the standard community center business plan outline which will cover all important sections that you should include in your business plan.

Mission Statement
NPCC Theory & Overview
History of NPCC
Moving forward: The Future of NPCC
Accomplishments
Etienne Wenger-Trayner
Proposed Location & Service Area
Hours of Operation & Staffing
Key Strategies
Research & Development
Asset Development
Why now and why NPCC?
Why we need a youth & Community center
How local youth & the Community will Benefit from the Center
Youth Target Market
Target population
Advertising & Promotions
Weekend Events
Outdoor & Recreation Space
Creative & Expressive Arts
Experiential Learning Opportunities
A Hub for Services
Check-in Policy
Youth Center Rules & Agreements
Social & Environmental Responsibility
Lynn Skrukrud
Halli Ellis
Staffing Matrix
Assumptions & Projections
Sustainability
Projected Profit and Loss
Projected Cash Flow
Projected Balance Sheet

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After getting started with upmetrics , you can copy this community center business plan example into your business plan and modify the required information and download your community center business plan pdf and doc file . It’s the fastest and easiest way to start writing your business plan.

Download a sample community center business plan

Need help writing your business plan from scratch? Here you go; download our free community center business plan pdf to start.

It’s a modern business plan template specifically designed for your community center business. Use the example business plan as a guide for writing your own.

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About the Author

Upmetrics Team

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

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Business plans

Community Center Business Plan

Used 4,947 times

You can use this Community Center Business Plan Template, it is perfect for anyone desiring to open and run a society center. It gives the center’s owner an outline of areas that must be disseminated with the investors to earn an acquisition.

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Community Center Business Plan Template

Prepared for:

[Client.FirstName]

[Client.LastName]

Prepared by:

[Sender.FirstName] [Sender.LastName]

Executive summary, site and operations, strategic theory, marketing plan, management team, financial summary, mission statement:.

[Center.Name] plans to empower young people in the community to participate in events with great opportunities. In addition, it opens doors to better communication between the local people and builds job opportunities for the unemployed.

[Center.Name] promises to hold an average of (number) events during the year. We also aim to conduct events to help people quit drugs and start earning for themselves. (Continue the vision according to the mission)

History of [Center.Name] :

(Mention the history and the reason behind this plan)

Possible Accomplishments:

[Center.Name] aims to achieve the following accomplishments at the end of its first year:

Host (Number of events)

Collect (Amount in dollars) of donation

Invite (Number) of people for events

The proposed location of the community center is in [Center.StreetAddress] . This location has been selected for the following reasons.

The site is closer to the residential area.

It can be reached by various means of transportation

The location is safe.

Operation and staffing:

We aim to hire the following people for our community center with their required operating hours:

Manager -Full-time

Accountant-Full-time

Administrative team-Full-time

Cleaning staff-Part-time (full-time on the days of the events)

Site operating hours:

(Explain the number of hours and days the center would stay open and closed)

The proposed location will stay open from Monday to Friday from 9 am to 8 pm. On Saturdays, the site will open at 10 am and close at 4 pm unless there is a planned event. The center will stay closed on Sundays.

(Purpose of the community center)

The goals behind this community center are:

Create opportunities and events in a safe environment

Bring both adults and kids together under one roof

Enhance links and connections within the community

Success key factors:

(Mention the factors that may make the center a success)

These factors will help us make this community center a success.

Perfect location

Mission to hold various events within a year

Strong management team

The [Center.Name] aims to influence people to build their skills and knowledge through various informative events. Moreover, it wants to develop a sense of security and brotherhood within the community through its different gatherings.

Target Market:

Our target market comprises people of all ages living within a radius of (distance) from the community center. We don’t prefer including people outside this location as our guests because of security issues.

Target Population:

The target market has an estimated population of (number) . The total number of people can be divided into categories:

Women (Number)

Men (Number)

Children (Number)

Advertising and Promotion:

We wish to promote our center and its activities through methods such as:

Newspapers (Mention how)

Social media platforms (How)

(Founder Name) is the founder of this center and the idea. They believe in building a strong community and therefore want to go ahead with building this center. The founder has a degree in (Subject) and vast experience managing big teams and conducting small and big-scale events.

(Founder Name) wishes to hire the following staff members for the community center.

Manager: Responsible for looking after the daily needs of the center and its employees

Administration Head: Responsible for booking events, managing staff for events, and ensuring quick implementation of marketing plans

Accountant: Responsible for looking after the yearly profit and loss accounts. Also, they shall be responsible for calculating all the funds received as donations.

Menial staff: Responsible for answering calls and running basic errands

Cleaning staff: Responsible for keeping the center clean

Other: (Mention their responsibilities)

Revenue and Cost Driver:

[Center.Name] shall earn its profits from giving its space for rent to various companies to hold events. Besides, it shall also earn revenue from the sale of event tickets arranged by the center itself.

The main cost drivers are the site's rent and the staff's salaries. Moreover, the center will also incur a high expense on marketing in its first year.

Investment Requirements:

[Center.Name] plans to earn an initial investment of (Amount in dollars). It aims to spend the investment on the following expenses:

Initial rent and security of the site

Purchase furniture

Initial renovation required for the community center

Key Assumptions and Forecasts:

Here are our community center’s projected financial statements.

(Include profit and loss account, cash flow statement, and balance sheet for the next three years)

[Client.FirstName] [Client.LastName]

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Parks and Green Spaces: Business plan template and guidance

Guide published: 14 may 2020 updated: 26 may 2020 minute read.

A park, there is a bench next to a tree and it is lit up by the sun.

This template will help organisations managing parks and green spaces to write a business plan

What is this guide and who is it for?

A business plan sets out your objectives, your values, what you will do, how it will be paid for and how you will make your park or green space accessible to local people and other potential users.

This template sets out the different sections you should include in your Business Plan and gives guidance on what content to include in each section. This includes information on your Business plan structure, competitor analysis, advice on earning income, risks and mitigations and much more.

The document also aims to make you familiar with financial terminology and provides further reading.

This resource will be of use to anyone involved in managing a park or green space.

What will I learn?

A chapter by chapter guide to writing a business plan for a park or green space
Carrying out competitor analysis
Conducting market research
Your offer and USP
Explaining your Social purpose
Finances and income generation
People and resources
Building partnerships
Risks and mitigations
Governance and legal issues

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ASLA Professional Practice Networks’ Blog

A new approach to parks and recreation system planning to create more livable and sustainable communities.

by David Barth, PhD, ASLA, AICP, CPRP

Over the past three decades, landscape architects and park planners have made great strides in addressing community-wide issues through park design. Parks have been designed to create jobs, store and treat stormwater run-off, provide socially-inclusive gathering spaces, combat climate change, increase property values, attract new businesses, promote health and fitness, stabilize neighborhoods, and generate other community-wide benefits.

Most of these efforts, however, have been implemented on an individual site basis rather than a system-wide basis. The majority of parks and recreation system plans address traditional parks and recreation improvements, rather than community-wide issues. And the typical parks and recreation system master planning (PRSMP) process hasn’t changed significantly over the past century and a half since architect Horace Cleveland presented his Suggestions for a System of Parks and Parkways for the City of Minneapolis in 1883!

In my new book, Parks and Recreation System Planning: A New Approach for Creating Sustainable, Resilient Communities , I propose a new approach to system planning that not only addresses traditional parks and recreation challenges, but is also robust and comprehensive enough to address broader community-wide issues. Key tenets of this approach include:

planning parks and recreation facilities as elements of a larger, interconnected public realm;
considering alternative dimensions of parks and recreation systems, such as social equity and climate change, from the onset of the planning process; and
planning every site in the system as high-performance public space (HPPS).

This broader perspective encourages parks and recreation agencies to transcend their silos—and leverage their resources—to plan and collaborate with other public and private agencies to meet as many of the community’s needs as possible.

I also propose replacing the traditional linear, narrowly-defined PRSMP process with a cyclical, open-ended process that is constantly updated and integrated with other foundational public realm plans such as long-range transportation plans, stormwater master plans, habitat conservation plans, and future land-use plans. Such an ongoing, collaborative planning process can lead to the development of an integrated public realm that can generate far more benefits for a community than the traditional siloed parks and recreation system. This proposed new approach, illustrated in Figure 1, differs from the traditional approach in several ways.

First, the new approach proposes that we spend more time in the initiation and planning phase of the project to identify opportunities to generate greater resiliency and sustainability benefits for the community, as well as building the credibility and support needed to implement key recommendations. The eventual success or failure of many plans can be traced to the amount of time spent initiating and planning the process. A key component of this phase is the identification of the desired, alternative “dimensions” of parks and recreation planning to be addressed during the process, as listed in Figure 2. Identification of these dimensions during the initiation phase has direct implications for the make-up of the project team, the scope of work, the areas of focus, and the eventual success of the project.

Second, the new PRSMP approach proposes a more thoughtful and nuanced “decision-making framework” to replace absolute standards and classifications, providing parks and recreation agencies with the freedom and flexibility to respond to community issues and needs. Such a framework may include:

the agency’s mission and vision;
agency and community values;
guiding principles;
residents’ needs and priorities;
community context;
desired experiences; and
service-delivery models.

Collectively, these components encourage thoughtful, context-based solutions rather than pre-conceived standards.

Third, the new approach emphasizes an in-depth evaluation of the specific dimensions identified in the initiation phase, in addition to the traditional evaluation of existing parks. Each topic requires an in-depth analysis of existing conditions and issues, and their implications of the parks and recreation system. For example, research and discussions with the public works or engineering department may reveal the need for additional stormwater treatment or floodwater storage in certain areas of the community, and the opportunity to meet recreation needs and stormwater needs in the same area.

Next, the proposed approach includes a ‘preliminary implementation framework (PIF)’ to initiate implementation discussions as early in the process as possible; traditional processes often leave implementation discussions for last, which can doom the project to failure. The PIF is particularly important for plans that address numerous dimensions which will be implemented by agencies other than a parks and recreation or planning department. In addition to traditional forms of implementation—such as capital improvements, additional staffing, new programs, and increased maintenance—the PIF may also include updates to comprehensive plans or land development regulations; partnerships with other agencies, businesses, or nonprofit organizations; and changes to organizational structure or staffing, programming, operations, and maintenance.

The new approach also proposes a more rigorous, scientific needs assessment process. If done correctly, a needs assessment is a type of applied social research that involves developing a research design, gathering and analyzing the data collected from various sources, and using the results to inform policy and program development. In our practice we use a mixed-methods, triangulated approach that compares the findings from quantitative, qualitative, and secondary research techniques and data to identify top priorities. As with the evaluation of existing conditions, the needs assessment process should solicit public input regarding the entire public realm, as well as community-wide resiliency and sustainability needs.

Traditional level-of-service (LOS) metrics also need to be revised to reflect each community’s needs and priorities. The new approach encourages public agencies to revisit their core values, principles, and goals; and to develop LOS metrics that effectively reflect their aspirations, including metrics related to resiliency and sustainability.

Finally, the visioning phase of the PRSMP process needs to be much more collaborative, ideally developed concurrently with other elements of the public realm such as streets, bikeways and trails, civic spaces, stormwater treatment facilities, and utilities. Collaborative brainstorming by people with different perspectives and backgrounds can often yield far more innovative and imaginative ideas than can visioning that involves only those of similar mindsets. Similarly, an effective implementation strategy requires that participants transcend the silos of their departments or agencies; identify opportunities for partnerships or joint use; leverage available resources, regardless of the source; and actively look for ways to generate multiple benefits for the community through implementation of projects, programs, and initiatives.

Following this proposed new approach will result in a PRSMP that is more relevant to the needs and issues of a community and its elected officials; more collaborative and credible; and more likely to be successfully implemented and transformative. And adoption of this new approach can yield numerous benefits for communities, including an improved quality-of-life for residents, and increased resiliency and sustainability.

David Barth , PhD, ASLA, AICP, CPRP, is the Principal of Barth Associates, a landscape architecture and planning firm specializing in parks and recreation system planning. He is the author of the new book Parks and Recreation System Planning: A New Approach for Creating Sustainable, Resilient Communities .

One thought on “ A New Approach to Parks and Recreation System Planning to Create More Livable and Sustainable Communities ”

Really informative read, David! It is interesting to see how you have developed a unique planning approach to address broader community-wide issues. The parks and recreational areas improve the quality of the air that we breathe, provide vegetative buffers to development, and provide a place for the kids and families to bond with nature and each other.