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Have You Been Sequestered?—Developing Diverse Sources of Revenue
The document discusses strategies for nonprofit organizations to diversify their revenue sources in light of challenges posed by events like the federal shutdown. It presents survey data indicating concerns about fundraising impacts and emphasizes the importance of a dynamic strategic vision and effective development practices. Key components of successful fundraising efforts include nurturing relationships, understanding goals, and having competent staff and ethical operations.
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Have You Been Sequestered?—Developing Diverse Sources of Revenue
- 1. Have You BeenSequestered? Developing Diverse Sources of Revenue David A. Mersky October 16, 2013 Twitter Hashtag - #4Glearn Part Of: Sponsored by:
- 2. INTEGRATED PLANNING Advising nonprofitsin: • Strategy • Planning • Organizational Development Part Of: www.synthesispartnership.com (617) 969-1881 [email protected] Sponsored by:
- 3.
- 4. Today’s Speaker David A.Mersky Founder and Managing Director Mersky, Jaffe & Associates Assisting with chat questions: Jamie Maloney, 4Good Part Of: Founding Director of Nonprofit Webinars and Host: Sam Frank, Synthesis Partnership Sponsored by:
- 5. Have You BeenSequestered? Or, Shut Down? Developing Diverse Sources of Revenue ©2013 Mersky, Jaffe & Associates
- 6. ©2013 Mersky, Jaffe& Associates
- 7. What is youragency’s area of endeavor? • • • • • • Religion Education Human Services Health Arts and Culture Other ©2013 Mersky, Jaffe & Associates
- 8. What is youragency’s operating budget? • • • • • Less than $500,000 $500,000-$999,000 $1,000,000 - $4,999,000 $5,000,000 - $9,999,999 $10,000,000 + ©2013 Mersky, Jaffe & Associates
- 9. What is youragency’s principal source of revenue? • • • • • Government Corporations Foundations Individuals Earned income (e.g., tuitions, admissions, etc.) ©2013 Mersky, Jaffe & Associates
- 10. Do you expectthe Federal shutdown to have an impact on your agency? • • • • Yes No Maybe Don’t Know ©2013 Mersky, Jaffe & Associates
- 11. Will the Federalshutdown impact your agency’s fundraising? • Yes • No • Don’t know ©2013 Mersky, Jaffe & Associates
- 12. Do you havea written plan to deal with the Federal shutdown? • Yes • No • Don’t know ©2013 Mersky, Jaffe & Associates
- 13. Do you havea written plan to deal with the Federal shutdown? • 60.6 % of those surveyed are concerned • 20.69 % expect to raise less money • 60.1% have no plans—written or otherwise ©2013 Mersky, Jaffe & Associates
- 14. The Federal Shutdown: AView from the Field ©2013 Mersky, Jaffe & Associates
- 15. A Housing Program •Staff members jobs—funded by Federal grants—are in jeopardy • Government more than a source of money • Expertise and a knowledgeable partner • Hurts the homeless and returning veterans • Local communities are stalled ©2013 Mersky, Jaffe & Associates
- 16. Main Street andNot Wall Street • SBA is not processing loans • IRS cannot provide tax returns to banks to make mortgages • USDA cannot inspect nor approve new product development • Foreign investors are holding back • Service companies dependent upon national parks tourists are shuttering ©2013 Mersky, Jaffe & Associates
- 17. AND, WHAT ABOUTTHE THREAT OF DEFAULT? ©2013 Mersky, Jaffe & Associates
- 18. The State ofPhilanthropy in America Today: Context for Consideration ©2013 Mersky, Jaffe & Associates
- 19. 2012 Contributions: $316.23billion by source of contributions (in billions of dollars – all figures are rounded)
- 20. 2012 Contributions: $316.23billion by type of recipient organization (in billions of dollars – all figures are rounded)
- 21. Q: How do youget your piece of the pie? ©2013 Mersky, Jaffe & Associates
- 22.
- 23. ©2013 Mersky, Jaffe& Associates
- 24. Vision of theEffective Development Shop Diversifying Revenue Streams ©2013 Mersky, Jaffe & Associates
- 25. Where there isan effective development shop… • relationships are nurtured • number of donors, sources of contributed income, and dollars raised continually increase. • the organization and its reputation are enhanced. ©2013 Mersky, Jaffe & Associates
- 26. The Agency • hasa dynamic strategic vision and plan. • is worthy of support. • gets input from key constituents and stays tuned into community perceptions. • has an active volunteer pool. • operates by the highest ethical standards. ©2013 Mersky, Jaffe & Associates
- 27. The Board • isstrong with a standing committee on governance and leadership development to keep it that way. • embraces its role in fundraising and has the necessary structures and skills to participate. ©2013 Mersky, Jaffe & Associates
- 28. ©2013 Mersky, Jaffe& Associates
- 29. Development • Fundraising goalsare widely-understood, rational, clear and defensible. • The information system houses the right information and in a way that is easily retrievable. • The information is regularly analyzed and reported. ©2013 Mersky, Jaffe & Associates
- 30. Development • There areadequate numbers of fundraising staff with experience and competencies. They have job descriptions and are effective in their work. • The development office has needed space, equipment, technology, and budget. • Processes are professional and efficient (e.g., record keeping, gift handling). ©2013 Mersky, Jaffe & Associates
- 31. Development • The effectivenessof various fundraising strategies are evaluated and priorities adjusted accordingly. • The calendar apportions work out over the course of twenty four months – 6 months for planning – 12 months for execution – 6 months for evaluations and clean-up ©2013 Mersky, Jaffe & Associates
- 32. ©2013 Mersky, Jaffe& Associates
- 33. Mersky, Jaffe & Associates Financialand Human Resource Development Solutions for Nonprofits 800.361.8689 413.556.1074 fax www.merskyjaffe.com OFFICES IN BOSTON AND NEW YORK ©2013 Mersky, Jaffe & Associates