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Dream > Believe > Pursue
Earning Revenues and Earning Revenues and Government SupportGovernment Support
Dream > Believe > Pursue
2
Nonprofit income sources, Nonprofit income sources, 20022002
Government funding, 33%
Private donations, 20%
Fee income, 47%
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OutlineOutline
• Earned income typesEarned income types• PricingPricing• Competition and Competition and
commercializationcommercialization• The government as customerThe government as customer• Government fundingGovernment funding
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Earned income typesEarned income types
Commercial endeavors Other activities
Direct programs TransactionsSeparately-incorporated
ventures
Earned income
Licensing Joint-issue ventures
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5
Commercial fee incomeCommercial fee income
More likely to be directly-produced
More likely to be separately incorporated
Good or service appeals to purchasers’ goodwill
Buyers motivated entirely by self-interest
Primary motive for production: mission
Primary motive for production: revenues
Sales do not cover program costs
Sales generate a positive profit stream
Volunteer participation Employees are paid
Suppliers subsidize operations with donations
Suppliers charge normal rates
Dream > Believe > Pursue
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CollaborationsCollaborations
• Transactions: Transactions: For-profits buy or For-profits buy or sell with social enterprises on sell with social enterprises on favorable terms or dedicate a favorable terms or dedicate a share of profitsshare of profits
• Licensing: Licensing: Enterprises allow the Enterprises allow the use of their nameuse of their name
• Joint-issueJoint-issue promotion: promotion: For-profit For-profit takes on part of the endeavortakes on part of the endeavor
Dream > Believe > Pursue
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How not to collaborateHow not to collaborate
• 1997: AMA licenses Sunbeam 1997: AMA licenses Sunbeam Corp to add seal of approval to Corp to add seal of approval to medical devicesmedical devices
• AMA does not test actual devicesAMA does not test actual devices• Scandal ensues, AMA backs outScandal ensues, AMA backs out• Sunbeam sues for $20mSunbeam sues for $20m• Settlement: AMA pays $9.9mSettlement: AMA pays $9.9m
Dream > Believe > Pursue
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Money and missionMoney and mission
High mission impact
Low mission impact
Positive profit Stars Cash cows
Loss-making Saints Dogs
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Membership incomeMembership income
Organization typePercentage of income
from dues
Labor organizations 66%
Social clubs 60%
Business leagues 40%
Public charities 0.9%
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Trade and professional Trade and professional association membershipassociation membership
association membership
0%
5%
10%
15%
20%
25%
30%
35%
1974
1975
1977
1978
1980
1983
1984
1986
1987
1988
1989
1990
1991
1993
1994
2000
2004
2005P
erce
nta
ge
of
adu
lt p
op
ual
tio
n b
elo
ng
ing
to
a
pro
fess
ion
al a
sso
ciat
ion
Dream > Believe > Pursue
Source: 2004 Maxwell School Poll of Civil Society
Trade and Professional Association Membership Levels
Trade and Professional Association Membership Levels
Source: 2004 Maxwell School Poll of Civil Society
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An enormous salary An enormous salary differentialdifferential
$51,442
$72,100
$47,503
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
All Association member Non-member
Dream > Believe > Pursue
13
Better jobsBetter jobsP
erce
nt “
very
sat
isfi
ed”
wit
h th
eir
job
s
72%
49%
40%
45%
50%
55%
60%
65%
70%
75%
80%
Very satisfied with job
Association members
Non-members
Dream > Believe > Pursue
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The story hereThe story here
Associations are where the Associations are where the winners meetwinners meet
Through association involvement, Through association involvement, upwardly-mobile professionalsupwardly-mobile professionals
• Identify themselvesIdentify themselves• Learn from one anotherLearn from one another
• Form communities of winnersForm communities of winners
Dream > Believe > Pursue
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Pricing Strategies: For-profitsPricing Strategies: For-profits
• Competitive firmsCompetitive firms– P=MC (marginal cost pricing)P=MC (marginal cost pricing)– Price is bid down to unit-cost levelsPrice is bid down to unit-cost levels– Profit=0Profit=0
• Non-competitive firmsNon-competitive firms– P is set where MC=MR (equimarginal P is set where MC=MR (equimarginal
pricing)pricing)– Price is set so that profit is Price is set so that profit is
maximizedmaximized
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Pricing Strategies: Social Pricing Strategies: Social EnterprisesEnterprises
• Usually, competition is limitedUsually, competition is limited• Pricing schemesPricing schemes
– MC=MR (monopolistic pricing)MC=MR (monopolistic pricing)– P<MC for favored activities or favored clientsP<MC for favored activities or favored clients
• Cross-subsidization from other activities, donations, Cross-subsidization from other activities, donations, or governemnt subsidiesor governemnt subsidies
– Price discriminationPrice discrimination• Classical price discrimination: clients are charged Classical price discrimination: clients are charged
according to characteristics (e.g. kids free)according to characteristics (e.g. kids free)• Voluntary price discrimination: P<MC to induce Voluntary price discrimination: P<MC to induce
donations (e.g. voluntary payment)donations (e.g. voluntary payment)• Intertemporal price discrimination: Price depends on Intertemporal price discrimination: Price depends on
day or time (e.g. weekdays free admission) to induce day or time (e.g. weekdays free admission) to induce participationparticipation
Dream > Believe > Pursue
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Competition with the For-profit Competition with the For-profit SectorSector
• Where is competition?Where is competition?– Areas of main competition: health, Areas of main competition: health,
educationeducation– Less competition: Social service, Less competition: Social service,
environmentenvironment• UBIT restricts competition in the U.S.UBIT restricts competition in the U.S.• Competition may drive NPOs to Competition may drive NPOs to
suboptimally-high levels of unfavored-good suboptimally-high levels of unfavored-good productionproduction– NPOs lose “core mission”NPOs lose “core mission”
Ref. Rose-Ackerman 1996
Dream > Believe > Pursue
Who Has the Edge?Who Has the Edge?
• Nonprofit Nonprofit enterprise enterprise advantagesadvantages– Tax benefitsTax benefits– Trust because of Trust because of
non-distributionnon-distribution
• For-profit For-profit advantagesadvantages– TechnologyTechnology– Sufficient Sufficient
financing and financing and staffingstaffing
– High-profile High-profile expertiseexpertise
– Political lobbying Political lobbying capacitycapacity
Nonprofit managers must trade on these
Ref. Frumkin ch 3 2002
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Competition Among Social Competition Among Social enterprisesenterprises
• Competition for what?Competition for what?– Members/clientsMembers/clients– Donors/volunteers/donationsDonors/volunteers/donations– Inventory (e.g. books, art works, etc.)Inventory (e.g. books, art works, etc.)
• Competition with whom?Competition with whom?– Other NPOsOther NPOs– For-profitsFor-profits– GovernmentsGovernments
• Identifying competitionIdentifying competition– Similarity of prizes (management perspective)Similarity of prizes (management perspective)– Similarity of services (client/donor perspective)Similarity of services (client/donor perspective)– Common competitor: inaction (e.g. no medical Common competitor: inaction (e.g. no medical
care)care)
Dream > Believe > Pursue
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Social Enterprise Social Enterprise CommercializationCommercialization
• ReasonsReasons– Increasing competition with for-profitsIncreasing competition with for-profits– Increasing competition with other social venturesIncreasing competition with other social ventures– Growing reliance on donations and earned incomeGrowing reliance on donations and earned income– Corporate partnershipsCorporate partnerships– Demand for accountabilityDemand for accountability– Nonprofit culture becoming more “corporate”Nonprofit culture becoming more “corporate”
• RisksRisks– Loss of core missionLoss of core mission– Decreased attention to need, more on bottom lineDecreased attention to need, more on bottom line
Ref. Salamon & Young 2002
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Privatization: A Common Privatization: A Common Opportunity to Earn RevenuesOpportunity to Earn Revenues
•The practice of delegating public The practice of delegating public duties and responsibilities to private duties and responsibilities to private organizations (nonprofit and for-organizations (nonprofit and for-profit)profit)
•A frequent revenue-generating A frequent revenue-generating opportunity for social entrepreneursopportunity for social entrepreneurs
•Governments are often the customer Governments are often the customer for an enterprise’s servicesfor an enterprise’s services
Dream > Believe > Pursue
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Why Privatization?Why Privatization?
• Reduced costsReduced costs• Specialized expertiseSpecialized expertise• Increased qualityIncreased quality• Smaller government Smaller government
and less bureaucracyand less bureaucracy• Market based Market based
incentives resulting incentives resulting in efficienciesin efficiencies
• Competition vs Monopoly
• Greater reliance on free enterprise - market based principles (assumes competition)
• Greater use of voluntarism
• Politics
Dream > Believe > Pursue
23
Dangers to Social enterprises from Dangers to Social enterprises from Partnerships with GovernmentPartnerships with Government
• Loss of nonprofit autonomyLoss of nonprofit autonomy• VendorismVendorism• BureaucratizationBureaucratization
Source: Frumkin ch 3 2002
Dream > Believe > Pursue
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Types of PrivatizationTypes of Privatization
Source: General Accounting Office, 1997
Form of Privatization Percent of StatePrivatization Cases
2.95
78.06 8.48 4.11 3.32
0.96 0.91 0.58 0.46
Public-private partnerships
Contracting outGrants
VouchersVolunteerism
Private donationFranchise
Service sheddingDeregulation
Asset sales 0.17
Dream > Believe > Pursue
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Necessary Conditions for Necessary Conditions for Contracting OutContracting Out
• Competition among potential Competition among potential providersproviders– Multiple bidders and bidsMultiple bidders and bids
• Ability and willingness to Ability and willingness to monitor providersmonitor providers– CapacityCapacity– Political willPolitical will
Dream > Believe > Pursue
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Privatization in Competitive Privatization in Competitive IndustriesIndustries
• More competitionMore competition– GarbageGarbage– Snow removalSnow removal– TowingTowing– Data processingData processing
• Less competition– Foster care– Domestic
violence– Chemical
dependency
Dream > Believe > Pursue
Direct Government Subsidies Direct Government Subsidies Are Large …Are Large …
Billions of 1997 dollars Percent of total revenues
All nonprofits 207.8 31.3
Arts and culture 1.5 9.7
Health 137.7 42.2
Education 23.1 19.4
Social welfare 40.1 52.1
$138
$23
$7
$40
$2$0
$20
$40
$60
$80
$100
$120
$140
$160H
ealth
Edu
catio
n
Re
ligio
n
So
cia
lw
elfa
re
Art
s a
ndcu
lture
Bill
ion
s of
199
7 d
olla
rs
$138
$23
$7
$40
$2$0
$20
$40
$60
$80
$100
$120
$140
$160H
ealth
Edu
catio
n
Re
ligio
n
So
cia
lw
elfa
re
Art
s a
ndcu
lture
Bill
ion
s of
199
7 d
olla
rs
Dream > Believe > Pursue
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……and Growingand Growing
$0
$50
$100
$150
$200
$250
1977 1982 1987 1992 199724%
25%
26%
27%
28%
29%
30%
31%
32%
Sector revenues from government (1997 prices)
Percent of sector funding from government
$0
$50
$100
$150
$200
$250
1977 1982 1987 1992 199724%
25%
26%
27%
28%
29%
30%
31%
32%
Sector revenues from government (1997 prices)
Percent of sector funding from government
Dream > Believe > Pursue
29
U.S. Governments Fund the Nonprofit Sector U.S. Governments Fund the Nonprofit Sector at an Unremarkable Levelat an Unremarkable Level
0%
10%
20%
30%
40%
50%
60%
70%
80%
Ire
land
Be
lgiu
mG
erm
any
Isra
el
Ne
the
rland
sF
ran
ceA
ust
riaU
nite
d K
ingd
omJa
pan
Rom
ania
Sou
th A
fric
aC
zech
Re
pub
licIt
aly
Fin
land
No
rwa
yS
pain
Au
stra
liaU
nite
d S
tate
sS
we
den
Hun
gary
Tan
zan
iaS
outh
Ko
rea
Po
land
Slo
vak
Arg
en
tina
Pe
ruB
razi
lC
olo
mb
iaM
exi
coP
aki
stan
Ph
ilipp
ine
sK
enya
0%
10%
20%
30%
40%
50%
60%
70%
80%
Ire
land
Be
lgiu
mG
erm
any
Isra
el
Ne
the
rland
sF
ran
ceA
ust
riaU
nite
d K
ingd
omJa
pan
Rom
ania
Sou
th A
fric
aC
zech
Re
pub
licIt
aly
Fin
land
No
rwa
yS
pain
Au
stra
liaU
nite
d S
tate
sS
we
den
Hun
gary
Tan
zan
iaS
outh
Ko
rea
Po
land
Slo
vak
Arg
en
tina
Pe
ruB
razi
lC
olo
mb
iaM
exi
coP
aki
stan
Ph
ilipp
ine
sK
enya
Data: Salamon, et al. (1999)
Dream > Believe > Pursue
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Indirect Subsidies and TaxesIndirect Subsidies and Taxes
• Taxes foregone on deductible Taxes foregone on deductible contributionscontributions
• UBITUBIT• Property taxesProperty taxes• Tax creditsTax credits
Dream > Believe > Pursue
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Income Tax Revenues Income Tax Revenues ForegoneForegone
• t=individual’s marginal tax ratet=individual’s marginal tax rate• m=gross incomem=gross income• D=tax-deductible donationsD=tax-deductible donations• t(m-D)=taxes paidt(m-D)=taxes paid• tD=indirect government subsidytD=indirect government subsidy• 2002 estimate: $37.2b2002 estimate: $37.2b
Dream > Believe > Pursue
32
Corporate Tax Exemption and Corporate Tax Exemption and the UBITthe UBIT
• As a general rule, organizations have As a general rule, organizations have incentives to invest in activities incentives to invest in activities where their earnings are tax exempt where their earnings are tax exempt but other organizations must pay taxbut other organizations must pay tax
• Nonprofits to a significant degree can Nonprofits to a significant degree can shift costs from exempt to non-shift costs from exempt to non-exempt activitiesexempt activities
• → → UBIT payments to government are UBIT payments to government are very lowvery low
Dream > Believe > Pursue
33
The Property Tax The Property Tax ExemptionExemption
• Could be thought of as a subsidy Could be thought of as a subsidy by the state, or as a reflection of by the state, or as a reflection of the “sovereignty” of nonprofitsthe “sovereignty” of nonprofits
• Total US value of exemption Total US value of exemption around $6 billion (mostly in around $6 billion (mostly in hospitals and education)hospitals and education)
• Increased use of PILOTS: Increased use of PILOTS: strategic move for nonprofits strategic move for nonprofits
Dream > Believe > Pursue
34
Nonprofit Revenues Are Nonprofit Revenues Are InterrelatedInterrelated
Earnedincome
Governmentsupport
Privatecontributions
Dream > Believe > Pursue
35
Crowding In orCrowding In orCrowding Out?Crowding Out?
• Crowding outCrowding out– Lowered perceived needLowered perceived need– Donors resemble tax paymentsDonors resemble tax payments– Less incentive to fundraiseLess incentive to fundraise
• Crowding inCrowding in– Subsidy is a signal of quality or Subsidy is a signal of quality or
guarantee of due diligenceguarantee of due diligence– Government grants only given as a Government grants only given as a
match to private giftsmatch to private gifts