More Related Content Similar to Have You Been Sequestered?—Developing Diverse Sources of Revenue (20) Have You Been Sequestered?—Developing Diverse Sources of Revenue1. Have You Been Sequestered?
Developing Diverse Sources of Revenue
David A. Mersky
October 16, 2013
Twitter Hashtag - #4Glearn
Part
Of:
Sponsored by:
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 Been Sequestered?
Or, Shut Down?
Developing Diverse Sources of Revenue
©2013 Mersky, Jaffe & Associates
7. What is your agency’s area of endeavor?
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•
•
•
•
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Religion
Education
Human Services
Health
Arts and Culture
Other
©2013 Mersky, Jaffe & Associates
8. What is your agency’s operating budget?
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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 your agency’s principal source of
revenue?
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•
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Government
Corporations
Foundations
Individuals
Earned income (e.g., tuitions, admissions,
etc.)
©2013 Mersky, Jaffe & Associates
10. Do you expect the Federal shutdown to
have an impact on your agency?
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•
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Yes
No
Maybe
Don’t Know
©2013 Mersky, Jaffe & Associates
11. Will the Federal shutdown impact your
agency’s fundraising?
• Yes
• No
• Don’t know
©2013 Mersky, Jaffe & Associates
12. Do you have a written plan to deal with the
Federal shutdown?
• Yes
• No
• Don’t know
©2013 Mersky, Jaffe & Associates
13. Do you have a 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
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 and Not 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 ABOUT THE
THREAT OF DEFAULT?
©2013 Mersky, Jaffe & Associates
18. The State of Philanthropy in
America Today:
Context for Consideration
©2013 Mersky, Jaffe & Associates
21. Q:
How do you get your
piece of the pie?
©2013 Mersky, Jaffe & Associates
24. Vision of the Effective
Development Shop
Diversifying Revenue Streams
©2013 Mersky, Jaffe & Associates
25. Where there is an 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
• has a 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
• is strong 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
29. Development
• Fundraising goals are 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 are adequate 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 effectiveness of 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
33. Mersky, Jaffe
& Associates
Financial and 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