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The plan may include details about the need for the organization's services (a needs assessment) and about the likelihood that certain funding will be available (a feasibility study) or about changes to the organization's technology or staffing that will be needed in order to successfully advance its mission.
A business plan can also take into account assumptions that exist today but may change in the future: Are there certain factors that need to be in place in order for those income streams to continue flowing?
The plan should address both the everyday costs needed to operate the organization as an entity, as well as costs that are specific to the unique programs and activities of the nonprofit.
Most MBA programs use this Canvas in courses on strategy and entrepreneurship.
It is best to consider the business model as a foundation for the business plan of the company.
It's a "plan" after all - and the underlying assumptions may change.
If they do, then having a plan can be useful during the process of identfying adjustments that need to be made to respond to changes in the nonprofit's operating environment. A business plan prepared for a bank (to support a loan application) may be different from a busines plan that board members will use to help define their priorities in recruiting new board members.
If you are making widgets, you will need parts suppliers.
If you are providing services, you will need partners that make the services more useful.
Finally, the business plan should name important assumptions, such as that the organization's reserve policy requires it to have at least six months' worth of operating cash on hand at all times.
The idea is to identify the known - and take into consideration the unknown - realities of the nonprofit's operations, and propose how the nonprofit will continue to be financially healthy.