Insurers' journeys to build a mastery in the IoT usage
B2 new strategies for funding
1. New Strategies to Increase
Funding
S.Gopikrishna
Presented at the OCASI Executive Director’s
Conference, Alliston
November 2, 2010
2. Assumptions of the workshop
• Organization is interested in revenue growth over a
period of time
• Organization recognizes that growth is never a linear
process
• Organization is willing to work within existing limitations
• Organization is willing to explore new methods of
engagement with the community and non-profits to grow.
3. Sources of Revenue
FUND DEVELOPMENT
• Governmental Contribution Agreements
- Federal funders
- Provincial funders
- Municipal funders
• Governmental Grants
• Private funders ( local and international)
FUNDRAISING
- Traditional methods
- Fee for Service
- Social Enterprise
4. PART 1
• What parameters can be used to classify
grants ?
• What are some of the important features
of funding streams that we need to be
aware off?
• How do funders inform the community
about available funding?
5. Parameters to Classify Funders
• Much of the funding comes through governmental
contributions or grants, so we have to pay attention to
what funders can support
• Parameters for classification
- mode of service ( counseling, community- development)
- a population ( e.g. youth, seniors)
- objective (settlement, violence prevention, volunteerism)
- length of funding ( project, long-term project, program)
• To maximize funding, projects should have well defined
(multiple if possible) services, target populations and
objectives
6. Funding Landscape
• What level of financial support and flexibility can we
expect and from who?
• Funders whose revenue derives from a larger base
have more money to give out- federal>province>
municipality
• Funders whose catchment areas cover wider catchment
areas are less flexible in the interests of fairness -
federal<province<municipality
• With the exception of United Way, non-governmental
funders fund projects. Trillium is a long-term project
funder.
7. Funder Announcement
• The method of solicitation of proposals is very different-
some outreach the community vigorously, others are
more low-key in their announcements.
• Some are deadline based while others have
applications throughout the year.
• Some funders prefer that proposals be discussed pre-
submission- the more the interaction before proposal
submission, the higher the chances
8. PART 2
• Budget wise, what should an “ideal”
program look like?
• How can one develop an “ideal” program?
• Can fundraising play any role in making a
program “ideal” financially?
9. Features of an “Ideal” Program
• What is “administrative expense”? -Should handle
administrative expense ( percentage wise or predefined
items) irrespective of definition
• Should balance itself out- i.e. Should recover costs i.e.
no contribution from the agency through fundraising
• For smooth functioning of a program, it is important to
have a diversified revenue base
• Combination of program and project based funding-
good from a cash flow point of view
10. Developing an ideal program
• Pick a successful program and see if it can be developed
in a new “community” through accessing project based
funding.
• If project is successful through seed funding, then return
to program funder for stabilization dollars?
• The advantages here are diversified funding base,
demonstrability of success and prospects for stabilization
• “Community”- could be different ethnospecific
communities or different geographical communities or any
other variant
11. What part can fundraising play?
• Ideally NO contribution to projects since it is needed to
balance agency budget (Sum total of program/project
+Administration budget)
• Social enterprise- offer an existing skill or product to
community members for a fee
• Traditional fundraising- Donations/event based
• Contracts from other organizations e.g. IT management
• Fundraising may need investment- can you find
investment money in the existing agency budget?.
12. Points to Ponder About
• 10-15% ( max) of the revenue of an agency should be in
project based funding
• Therefore, 85-90% of the funding comes through
program based funding
• Eakin report ( 2007) –”Ontario non-profits deliver $ 1.14
of service for every $ 1 of funding”
• Admin costs of an organization are in the 15-20% range
of budget.
• An organization can work comfortably with no more than
a 10% rate of growth per year.
13. PART 3
• Are there any interesting approaches to
funding?
• Can we do funding differently? Are there
any ideas to be tried out?
• Things to remember when developing
proposals
14. Some Interesting Approaches
• It is easier to get funded when there is less competition.
It is therefore important to identify situations where we
have better control of the competition.
• Ability to anticipate funding – the thrust of new programs
can be guessed from the political agendas of the
government of the day
• Funders like to see other funders involved. Chances of
getting funding improve after one funder has invested
15. Some Interesting Approaches
• Some populations are easier to find funding for- youth for
example are easier to fund than seniors. So, is it
possible to use well funded sector in the design of a
project to deliver services to an underfunded sector?
• Many foundations seem inaccessible from the
perspective of organizations working with newcomers. Is
it possible to partner with organizations that have
successfully applied and ask for advice/apply jointly?
16. Would Partnerships Help?
• Forming Partnerships with other organizations for joint
applications may help.
• It gives better control over competition and allows
organizations to concentrate on developing a realistic
budget as opposed to getting in the cheapest bid.
• It also helps prevent “turf-war” and results in a co-
operative approach
• It partially addresses concerns of “over-subscribing to a
funder” and allows for development of agency capacity
17. Don’t forget …
• Chances improve based on demonstrability of success,
agency track record and capacity
• Strong Proposal Writing Skills are a must
• Organization must develop a strategic sense of what it
needs to do over the year so that it can develop
proposals and reinforce partnerships to be ready to
respond to proposals at short notice.
• There are always funding streams to be explored- some
funding streams change focus or are discontinued due to
lack of applications.