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Ch 12.ppt
1.
© 2014 SAGE
Publications, Inc. Chapter 12: Earned Income Strategies
2.
© 2014 SAGE
Publications, Inc. Earned Income: Introduction • Earned income -- income from payment for goods or services that the nonprofit has provided (in contrast to contributed income) • Most revenue in the nonprofit sector is earned income, especially in the education and health care subsectors • Most government funds received by nonprofit organization are earned income • Medicare and Medicaid • Scholarship funds
3.
© 2014 SAGE
Publications, Inc. Terminology • Two prominent examples of earned income strategies • Partnerships with business corporations • Business ventures undertaken by nonprofits themselves • Unsettled terminology • Social enterprise • Affirmative business • Nonprofit business venture • Earned income ventures • Community wealth • Social entrepreneurship
4.
© 2014 SAGE
Publications, Inc.
5.
© 2014 SAGE
Publications, Inc. Reasons for Adopting Earned Income Strategies • Push factors • Decline in government funding for social programs • Shift toward a voucher approach in government funding • Use of competitive contracts in government outsourcing • Increase in the number and needs of nonprofit organizations • Pull factors • Diversifying sources of revenue, thereby gaining protecting from changes in funding environment • Using earned income strategies to help advance specific missions • Increasing focus and sharpening goals and management skills throughout the organization • Increasing visibility via partnerships and promotion
6.
© 2014 SAGE
Publications, Inc. Partnerships With Business • True partnership as a relationship that advances the goals of both the nonprofit organization and the business • Contrast with corporate philanthropy • Partnerships are not necessarily earned income strategies • Most common types of partnerships • Licensing agreements – permits for-profit company to use nonprofit’s name or logo in return for a royalty payment • Sponsorships – corporation pays the nonprofit for use of sponsor’s name/logo with nonprofit’s products/events • Cause-related marketing – nonprofit and corporate identities are combined, including licensing and sponsorships • Operational relationships – corporation acts as a supplier, improves training, offers benefits for employees
7.
© 2014 SAGE
Publications, Inc. Obstacles to Successful Partnerships (Sagawa and Segal, 2000) • Differences in language and communication • Differences in cultures • Differences in status • Differences in world views • Differences in bottom lines
8.
© 2014 SAGE
Publications, Inc. Building Successful Partnerships • Successful partnerships have a logic to them • Home Depot and KaBOOM • Reader’s Digest and Reading Is Fundamental • Strategies for nonprofit organizations (Sagawa and Segal, 2000) • Begin with self-understanding • Seek out partners with comparable values • Engage in discussion and conduct due diligence • Use small-scale tests before expanding the partnership
9.
© 2014 SAGE
Publications, Inc. Nonprofit Business Ventures • Three principal activities • Services • Manufacturing • Distribution or retail • Examples • Retail stores operated by Goodwill or the Salvation Army • DC Central Kitchen and Fresh Start Catering • Triangle Residential Options for Substance Abusers • Caveats • Earning income from commercial ventures is often no easier than earning income from donations • Extremely high failure rate for small businesses
10.
© 2014 SAGE
Publications, Inc. Creating a Nonprofit Business Venture • Identifying business opportunities • Marketable assets • Market opportunities • Organizational capacity for entrepreneurial activity • Conducting a feasibility analysis • Outward-- size, outlook, competitive factors, ease of entry, profitability • Inward -- fit with mission, skills and expertise, material resources, managing risk • Creating a business plan • Detailed, comprehensive document • Encompasses elements of strategic, marketing, business, and operational plans • Internally used as a guide development of the business • Externally used as a sales document for enlisting donors or investors
11.
© 2014 SAGE
Publications, Inc. Elements of a Typical Business Plan 1. Executive summary 2. Description of the business 3. Management, organizational structure, key personnel 4. Market analysis and marketing plan 5. Description of products and services 6. Operational plan 7. Financial assumptions 8. Detailed financial plan 9. Uncertainties and risks 10.Plan for growth or exit
12.
© 2014 SAGE
Publications, Inc.
13.
© 2014 SAGE
Publications, Inc. Concerns About Earned Income Strategies • Limits on public access to nonprofit goods and services • Government funding of nonprofit organizations using earned income strategies • Balance between public interests and nonprofit organization's need for revenue • Limits on transparency and disclosure due to contractual agreements • Role of perception and public relations • Eroding confidence in the nonprofit • Creating the impression that it no longer needs other sources of support
14.
© 2014 SAGE
Publications, Inc. Thinking Critically About Earned Income Strategies • Two opposing perspectives • Nonprofits should consider only ventures that are aligned with their missions • Nonprofits should look almost exclusively at whether a business venture is financially profitable • Framework evaluating opportunities based on profitability and relationship with mission (Young, 2006)
15.
© 2014 SAGE
Publications, Inc.
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